The present Handbook provides an overview of the EU financial instruments available to Croatia. THE HANDBOOK: • Presents the pre-accession instruments, • Contains an overview of European Community Programmes, • Presents the Structural and Cohesion Funds, European funds for Rural Development and Fisheries, • Explains the different types of management of EU financial instruments and procurement procedures for awarding grants and public contracts, • Describes “step by step” transformation of an idea into the project proposal using logical framework approach and other project cycle management tools, • Guides on how to develop successfully a European project and provides tips for project management, monitoring and evaluation.
EUROPEAN FUNDS FOR CROATIAN PROJECTS
This publication has been produced with the assistance of the European Union, PHARE 2005-0707-010101, Capacity Building and Project Preparation Facility in Croatia
ISBN 978-953-7443-09-2
Central Office for Development Strategy and Coordination of EU Funds
EUROPEAN FUNDS FOR CROATIAN PROJECTS
Radnička cesta 80/V 10000 Zagreb, Croatia Tel.: (385 1) 4569 179 Fax: ( 385 1) 4569 150
A HANDBOOK ON FINANCIAL COOPERATION AND EUROPEAN UNION SUPPORTED PROGRAMMES IN CROATIA
E-mail:
[email protected] http://www.strategija.hr
This publication has been produced with the assistance of the European Union
EUROPEAN FUNDS FOR CROATIAN PROJECTS A Handbook on Financial Cooperation and European Union Supported Programmes in Croatia
This publication has been produced with the assistance of the European Union PHARE 2005-0707-010101, Capacity Building and Project Preparation Facility in Croatia
The overall objective of PHARE 2005-0707-010101, Capacity Building and Project Preparation Facility in Croatia has been to improve planning, programming and implementation of the Instrument for Pre - accession Assistance (IPA) funds in Croatia and to accelerate the implementation of the acquis communautaire. The Central State Office for Development Strategy and Coordination of EU Funds has been the main beneficiary of the project. The project has been implemented through three interrelated components: □ Under Component I, the main focus of the activities has been the drafting and publication of this Handbook, which will serve as a major reference for all those involved or interested in the EU accession process, containing relevant information sources and internet addresses; □ Component II has been focused on capacity building assistance and provision of help-desk services for a broad group of beneficiaries in two main areas: programming of IPA 2008 and procurement. □ Component III has been focused on training. The training activities were also divided along the lines of programming, project development and management, on the one hand, and procurement issues, on the other. Capacity Building and Project Preparation Facility in Croatia has been implemented by metis GmbH in association with GTZ GmbH. The duration of the project has been 13 months, January 2008 – February 2009.
Disclaimer: This publication is intended as an additional aid to provide general information on financial cooperation and EC supported programmes in Croatia. The information contained does not replace or amend any official contract, agreement, document or report. The contents of this publication are the sole responsibility of the authors and can in no way be taken to reflect the views of the European Union.
Copyright note: © Central Office for Development Strategy and Coordination of EU Funds, 2009 Unless specifically stated otherwise, reproduction for personal use (i.e. for educational purposes, research, private study or internet circulation within an organization) or for further non-commercial dissemination to end users is authorized subject to the condition that appropriate acknowledgement be given to the Central Office for Development Strategy and Coordination of EU Funds and to the source.
EUROPEAN FUNDS FOR CROATIAN PROJECTS A Handbook on Financial Cooperation and European Union Supported Programmes in Croatia
Zagreb, 2009
Authors: Slađana Novota, Ivana Vlašić, Rumiana Velinova, Kiril Geratliev, Olga Borissova Editorial Board: Hrvoje Dolenec
State Secretary, Central Office for Development Strategy and Coordination of EU Funds
Zvonimir Savić
Deputy State Secretary, Central Office for Development Strategy and Coordination of EU Funds
Tomislav Belovari
Central Office for Development Strategy and Coordination of EU Funds
Iva Frkić
Central Office for Development Strategy and Coordination of EU Funds
Nikša Tkalec
Central Office for Development Strategy and Coordination of EU Funds
Borislav Bogunović
Central Finance and Contracting Agency
Maja Čakarun
Central Finance and Contracting Agency
Tatjana Čorlija
Ministry of Foreign Affairs and European Integration
Ivana Buršić
Ministry of Foreign Affairs and European Integration
Suzana Grizelj
Central State Office for Administration
A CIP catalogue record for this book is available from the National and University Library in Zagreb under 684336 ISBN 978-953-7443-09-2
Central Office for Development Strategy and Coordination of EU Funds Radnička cesta 80/V 10000 Zagreb, Croatia Tel.: (+ 385 1) 4569 179 Fax: ( + 385 1) 4569 150 E-mail:
[email protected] https://www.strategija.hr
Foreword by CODEF
7
Foreword by CFCA
9
Chapter I.
Financial Cooperation between European Union and Croatia – OBNOVA, CARDS, PHARE, ISPA and SAPARD
11
Chapter II.
IPA – the new pre-accession financial instrument
39
Chapter III.
Community Programmes in Croatia
77
Chapter IV.
EU funding opportunities for Croatia after accession
113
Chapter V.
How to benefit from the EU assistance
141
Chapter VI.
How to develop a project proposal
157
Chapter VII.
How to manage a project successfully
185
Annex 1.
About CODEF
197
Annex 2.
List of tables, figures and maps
198
Annex 3.
List of abbreviations
200
Annex 4.
References, further reading and useful links
202
Annex 5.
Glossary of Terms
206
FOREWORD BY CODEF
Dear Reader, You have in your hands the first edition of the Handbook “European Funds for Croatian Y Projects”, which presents financial cooperation and European Union supported P p programmes in Croatia. This publication has been produced with the assistance of tthe European Union and aims to give you an understanding and insight into the way E European funds are allocated and planned, how these funds operate and how they ccould support your idea, your project, your community or organisation. T The Central Office for Development Strategy and Coordination of EU Funds (CODEF) iiss in charge of the coordination of EU funds for Croatia, and the generation of a n national development strategy. It is the lead institution in the Republic of Croatia ffo for EU funds programming and monitoring. It is also a key interlocutor between the C Croatian Government and the European Commission, together with the National A Authorising Officer and the National Fund within the Ministry of Finance for the financial management m of EU funds. While the Ministry of Finance has to ensure that EU funds are a spent correctly and in a financially sound manner, CODEF’s broader mandate is to monitor that EU funds are spent effectively; that Croatia has the programmes and projects in place to ensure absorption, and makes the best use of EU and national resources. For several decades now the European Union has been one of the principal actors in international co-operation and the biggest donor of development assistance in the world. In order to support its external assistance policy the EU has developed a wide range of financial instruments, which most people call EU assistance programmes or European funds. Some of these instruments have been tailored to the specific development priorities of the beneficiary states. Others have been designed ad hoc to target the immediate needs of partner countries and regions. In Croatia this process of financial support started with independence of the country. At each stage the European Union tailored its support to the needs of the country. Now, the European Union renders pre-accession assistance to Croatia to support political, economic and institutional reforms, cross-border cooperation, regional competitiveness, regional development, development of human resources, and support for agriculture and fisheries. In this way the European Union helps Croatia meet European standards and prepares the institutions, administrations, businesses, and civil society for membership. The Handbook also presents the financial opportunities that currently exist for Croatia and which will open up further in the future, once the country becomes a Member State of the European Union. In this Handbook you will find: ● What are pre-accession instruments and how they can be used; ● An overview of European Community Programmes, which are an additional opportunity for financing in relation to different European policies; ● What are Structural and Cohesion Funds, European funds for Rural Development and Fisheries, and how they will operate for Croatia; ● An explanation of the different types of procurement procedures for the awarding of grants and public contracts under European funds; ● Recommendations on how, “step by step”, to transform an idea into a project proposal using a logical framework approach and other project cycle management tools, ● Guidance on how to successfully develop a European project and tips for project management, monitoring and evaluation. We do believe that this Handbook will be useful reading for you and will help you discover how the European Union can further contribute, through its financial instruments, to the positive change in your community, organisation, town and county. Hrvoje Dolenec State Secretary Central Office for Development Strategy and Coordination of EU Funds 7
FOREWORD BY CFCA
Dear Reader, We are presenting you the Handbook “European Funds for Croatian Projects”, the first of this kind in Croatia, which will give transparent and understandable explanation on the EU financial assistance and its beneficiaries, available within the scope of CARDS, PHARE, ISPA, SAPARD, IPA and Community Programmes. When listening and reading about the EU funds, there is the impression that there is a lack of understanding of the entire programme as well as the direct benefits from the projects financed by the EU funds. Therefore this Handbook will give clear and concrete examples of how to use the EU taxpayers' money and its powerful influence on our whole community and everyday life of each citizen of the Republic of Croatia. The projects financed from the EU funds are primarily related to institutional building, adoption of acquis communautaire, large infrastructural investments, etc. Nevertheless, we must not forget low budget projects, which sometimes remain unnoticed, related to different NGO projects focused on civil society building. The Central Finance and Contracting Agency performs the role of the Implementing Agency in the Decentralised Implementation System. In that sense, CFCA is responsible for overall management of EU pre-accession funds, i.e. tendering and contracting of projects. The Agency is also responsible for payments and reporting on procurement process, financing and ensuring the successful project implementation, in accordance with contract provisions and initial project objectives, as well as in accordance with the EU rules and procedures. The Republic of Croatia has been allocated the total amount of EUR 289.80 million within the CARDS, PHARE, ISPA and SAPARD programme, from which EUR 217.8 million has been contracted until today. Contracting rates of the aforementioned programmes are between 85% and 95%. These good results confirm that methods and goals used by the CFCA were correct and with a good strategic focus. I would like to emphasise that decentralised projects from CARDS 2003 and 2004, as well as all projects from PHARE and ISPA programme mentioned in the first chapter, are under the responsibility of the Central Finance and Contracting Agency. In the following years we will be faced with the same task of contracting and implementation of projects from the new pre-accession IPA programme. Its objectives, purposes and structure are described in second chapter. IPA programme will be available to Croatia until the full EU membership after which Croatia will have access to the Structural and Cohesion Funds, which are available to all EU member states, as mentioned in Chapter IV. I believe that this Handbook will be of a great interest to you and that it will provide you with the information for better understanding of the EU financial assistance to the Republic of Croatia and its citizens. Marija Tufekčić Director Central Finance and Contracting Agency
9
10
European Funds for Croatian Projects
IN THIS CHAPTER YOU WILL FIND: ● A brief overview of the: □ EU Humanitarian aid and OBNOVA programme, □ CARDS programme and □ Pre-accession instruments PHARE, ISPA and SAPARD.
The European Union (EU) touches our lives in many visible and invisible ways. Using only 1% of the EU’s overall wealth each year, the EU budget provides funds for roads, railways, bridges, airports, waterways, power lines and pipelines; it promotes the information society, and cultural and linguistic diversity; it supports training for the unemployed and funding for job creation; it fights discrimination and disability; it keeps rural economies alive; it funds research of children’s diseases, the natural habitat, dangerous chemicals, safe food, more environmentally friendly vehicles, new energy resources, and safety at sea; it fosters student and youth exchanges; it funds urban renewal; it helps small businesses set up and grow. The focus of spending decisions and supporting different projects is on meeting the challenges of the modern world in the interests of a better life for its citizens. The proper, transparent, efficient spending of the EU budget is done through careful planning based on different types of documents. The EU renders support for national development strategies and programmes through tailored financial instruments, developed by the European Commission: ● Instruments designed for EU Member States, such as EU Structural funds, Cohesion Fund, EU funds in the field of rural development and fisheries,1 ● Pre-accession instruments designed for countries preparing to join the EU, e.g. PHARE, ISPA and SAPARD were all replaced after 2007 by the Instrument for Pre-accession Assistance2 (IPA), ● Financial instruments designed for third countries, for example OBNOVA and CARDS.
HOW EU HELPED CROATIA IN THE PERIOD 1990 – 2001 The support of the European Union for Croatia started during the very difficult period of war and transition after the armed conflict in 1991. From 1991 to 2000 the Community assistance provided to Croatia totalled EUR 381.61 million. In the period 1991-1995, the crisis in the region required funding 1 2
12
to be mobilised on a large scale for humanitarian assistance through the European Commission Humanitarian Office – known as ECHO. The aid (EUR 243.2 million of the total EUR 244.87 million) was focused largely on crisis management and reconstruction. Moreover, food and medical support were provided to the people in need. Subsequently, between 1996 – 2000 the Community assistance was re-focused to support the Croatian government’s efforts to reconstruct a private and public infrastructure, as well as community life, by promoting respect for human rights and reconciliation. Since 1996, as a result of funding from OBNOVA, a substantial package to encourage the return and reintegration of refugees and displaced persons has been delivered. OBNOVA targeted support was rendered to the refugees’ return and to the recovery of their normal life. Reconstruction of houses went in parallel with the rebuilding of health centres and schools, small water supply works, electricity and city halls were financed under the component of reconstruction of houses, public and social infrastructure. In addition, OBNOVA supported small scale revitalisation of the economy which is directed toward the everyday lives of returnees focused on providing them with financial start-up packages and support in the revival of small businesses especially in the sectors of tourism, agriculture and crafts. In 2000 aid to Croatia was further streamlined by the European Commission. The OBNOVA budget line provided funds for technical assistance to selected line ministries totalling EUR 4.5 million. Gradual preparations for a CARDS programme were begun. Croatia has also been eligible for support in the fields of higher education, though the Tempus programme and environment through the LIFE Third Countries programme. The following Table 1 shows EU assistance provided to Croatia from 1991 – 2000.
Structural and Cohesion Funds, and EU funds in the field of Rural Development and Fisheries are presented in Chapter IV Detailed presentation of IPA is provided in Chapter II
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
Table 1. EU assistance provided to Croatia, 1991- 2000 (EUR million)
Humanitarian aid (ECHO)
1991 - 1995
1996
1997
1998
1999
243.2
21.15
14.5
6.95
8.0
7.02
8.59
14.0
13.6
1.0
0.5
Refugee return (OBNOVA) De-mining Democracy and human rights, media (national programmes)
0.77
Democracy and human rights, media (regional programmes)
0.2
1.74
6.59
5.5
0.2
0.3
1.0 0.1 0.7
1.0 1.5
SMEs (OBNOVA) 0.4 29.91
29.88
28.51
30.64
3.0 0.6
2.34 244.87
1.6 1.46
0.6
Small Scale Operations
15.56 7.14
3.0
Judiciary (OBNOVA)
53.21 1.5
0.76
Institution building (OBNOVA)
Total
10.0
6.44
Tempus (including preparatory activities)
Total 293.8
0.96
Customs
Environment (LIFE)
2000
2.34 0.4
17.8
381.61
Source: The European Commission
Programme: OBNOVA - Programme for the Return of Displaced Persons to the War-torn areas of Banovina and Eastern Slavonia Implemented by UNDP-UNOPS (United Nations Development Programme/United Nations Office for Project Services) Budget: EUR 1,5 million Objectives and results: The objective was the return of displaced persons through support of low-income families (start up packages for immediate help to returnees), regional economic revitalisation (Guarantee funds for credits and setting up of two Local Economic Development Agencies (LEDAs) in order to provide support to small businesses/enterprises, promote the creation of jobs and employment and identify investment opportunities not only in terms of capital but also in relation to a productive infrastructure needed for the regions of return. Who benefited from the project? Altogether, 1,080 families were visited and start-up packages were distributed to 566 of them. Considering an estimated average of 3 persons per family the programme has provided support to some 1 700 persons.
13
European Funds for Croatian Projects
Programme: OBNOVA - Local Economic Rehabilitation of the War-affected areas and other disadvantaged regions in Croatia – Small Enterprises Support Implemented by UNDP-UNOPS (United Nations Development Programme/United Nations Office for Project Services) Budget: EUR 2,34 million Objectives and results: The overall objective of the project was to increase the employment and income levels in the war affected areas and other less developed regions of Croatia – Dalmatia, Banovina, Western Slavonia and therefore contributing to a sustained process return by: ● Capacity Building activities (Local Development Agencies and training to entrepreneurs) ● Credits for small entrepreneurs through the Croatian banking system ● Regional sub-sectoral projects – i.e. rural tourism and organic food production Who benefited from the project? The project provided benefits to small entrepreneurs (existing and new), local economic development agencies, local and returnee families and local tourist services providers.
EU Contribution to Humanitarian Demining Activities in the Republic Of Croatia European Union assistance programmes have been contributing to Croatian mine action since 1998. On 9 November 1998 the European Union Council adopted a decision concerning a specific action of the Union in the field of assistance in mine clearance. With this Council Decision, the EU requested, under article J.4.2 of the Maastricht Treaty, that the Western European Union implement actions consisting of coordination, supervision and
training of mine clearance specialists and mine clearance instructors in Croatia. With the signing of the Memorandum of Understanding between the Government of the Republic of Croatia and the WEU in April 1999, the Western European Union Demining Assistance Mission (WEUDAM) was sent to Croatia the following month.
From 1998 to 2001 the EU provided funds for the purposes of UN programmes, WEUDAM functioning and scientific research. Funds were allocated through the UN Voluntary Fund and WEUDAM except for the scientific research into mine action where funds were directly given to Croatian mine action centre - CROMAC. The total value of awarded funds for these projects in the period from 1998-2001 is EUR 3,115 5 million. Thanks to the EC financial contribution to demining activities in Croatia, more than 60 projects were completed from 2001 until 2008, removing the mine threat from an area of 12 km2. The total EU contribution for mine action in Croatia from 1998 until today amounts to more than EUR 14,8 million.
14
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
HOW CROATIA BENEFITED FROM THE CARDS PROGRAMME IN THE PERIOD 2001 - 2004 In 2000 the EU offered a new programme of assistance to Croatia, called CARDS (Community Assistance for Reconstruction, Development and Stabilization), as an instrument for the support and implementation of the Stabilisation and Association Agreement and Process. The overall objective of the programme has been the full integration of Croatia into the European Union, thereby it had a clear preaccession direction. The legal basis establishing the programme CARDS is Council Regulation (EC) 2666/20003 on assistance to Croatia and other countries in the
region. The focus of assistance has been primarily the building up an institutional, legislative, economic and social basis in accordance with EU values and the promotion of a market economy. A precondition for receiving assistance has been respect for democratic principles, the rule of law, human and minority rights and fundamental freedoms. The overall financial amount of the CARDS National Programme for the period 2001 - 2004 in Croatia is EUR 260.0 million. The Annual allocations per priorities and measures are provided in Table 2.
Table 2. EU assistance provided through the CARDS National Programme in Croatia, 2001-2004 (EUR million)
Priority 1. Democratic Stabilisation
2. Economic and Social Development
3. Justice and Home Affairs
Measures
2001
2002
2003
2004
Total
1.1. Return of refugees and internally displaced persons
23.2
14.0
15.0
14.0
66.2
1.2. Civil society
1.0
2.0
2.0
3.5
8.5
2.1. Trade
3.0
3.0
2.5
4.75
13.25
2.2. Investment climate
3.3
9.0
6.15
6.0
24.45
2.3. Social cohesion (including Tempus)
7.6
6.0
8.85
7.0
29.45
3.1. Modernisation of justice
1.5
4.0
4.0
4.5
14.0
-
2.0
3.0
3.4
8.4
3.3. Integrated border management
12.6
4.0
5.0
18.95
40.55
4.1. Public administration reform
2.5
6.0
6.0
9.1
23.6
4.2. National, regional and local development
1.5
2.0
3.0
3.0
9.5
4.0
2.8
3.0
9.8
3.2. Policing and organised crime
4. Administrative Capacity building
Annual allocations (EUR million)
4.3. Public finance 5. Environment and natural resources
1.8
3.0
3.7
3.8
12.3
TOTAL:
58.0
59.0
62.0
81.0
260.0
Source: EC Delegation to Croatia
3
European Commission, Directorate General for Enlargement: http://ec.europa.eu/enlargement/pdf/financial_assistance/cards/general/2666_00_en.pdf
15
European Funds for Croatian Projects
The overall financial amount of the CARDS Regional Programme for the period 2001 – 2006 is EUR 183,7 million (see Table 3). The following countries are beneficiaries of CARDS Regional Programme: Croatia, Albania, Bosnia and Herzegovina, Montenegro, FYROM and Serbia. Table 3. EU assistance provided through CARDS Regional Programmes to Croatia, Albania, Bosnia and Herzegovina, Montenegro, FYROM and Serbia for the period 2001-2006 in EUR million Programme
CARDS Regional Programme
Annual allocations (EUR million) 2001
2002
2003
2004
2005
2006
Total
14.0
43.5
31.5
15.0
47.9
31.8
183.7
Source: CODEF
The assistance was determined by two main documents for Croatia – Country Strategy Paper and Multi-annual Indicative Programme (MIP). The Country Strategy Paper (CSP) for Croatia set out objectives, policies and priority fields for cooperation.
In addition to the CSP, MIP lays down the programmes with their objectives, the expected results that are to be financially supported by CARDS and the indicators for achievement of those priorities and results.
Within the CARDS programme all the projects were financed entirely by EU funds without the requirement for cofinancing except for small scale grants where final beneficiaries had to ensure co-financing of 20%. Trade has been encouraged through modernisation of Croatian customs services. Police operations especially the border police in Croatia have been strengthened. In the environmental field, in major sector areas (waste, water, air) legislation has been harmonised with EU requirements with the main emphasis on horizontal areas – an Environmental Impact Assessment for investment projects and Strategic Assessment for Plans and Programmes. Also, significant support has been focused on assisting the civil society organizations active in the environmental field.
16
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
Some examples of CARDS projects show the scope of EU financial support and the results achieved.
Programme: CARDS 2002-2004 Sustainable Development of war-affected areas CARDS 2002 Sustainable Development of war-affected areas in Zadar & Šibenik-Knin Counties Budget: EUR 12,2 million Objectives and results: The project's main aim was to contribute to the updating and implementation of the Regional Operational Programmes (ROP), which set development priorities for Zadar and Šibenik-Knin counties. In line with EU best practices, Regional Development Partnerships, composed of 36 representatives from local authorities, social partners, local agencies and civil society, were established in both counties. A major outcome of their work has been the identification and selection of projects to be funded under the CARDS 2002’s budget and the updating of the Regional Operational Programme. In line with the Partnership decision supported by the ŠibenikKnin and Zadar counties’ administration, the project has been funding a number of major infrastructure works (water supply system, business zone, Mandalina business incubator), which have contributed to the improvement of the local populations’ living conditions. In Zadar, the Regional Development Partnerships decided to finance the de-mining of some very important agricultural areas in Nadin Lušci, Babin Dub, Kašić, Tinj, Benkovac, Islam Latinski, Kašić Veljane, Tinj-Gubavice, Baždarići residential area and Islam Latinski. The project also financed a Tourism and Marketing Master Plan for Šibenik-Knin, which provided useful recommendations for developing the County’s tourism potential without endangering its unique environment. Local regional development initiatives were also encouraged through a grant scheme, which supported 15 projects in the fields of tourism, Small and Medium – sized Enterprises (SME) development and agriculture, in line with the priorities established by the partnerships in 2004. 9 grants are being implemented in Zadar County, 4 in ŠibenikKnin County and 2 in both counties, thanks to the following leading partners: in Šibenik-Knin County: the tourist associations of Skradin and Knin, Toscana Promozione (Italy), and Regional Development Agency ‘Mura’ from Slovenia; In Zadar County: the city library, the town of Benkovac, the municipalities of Polača, Novigrad, Galovac and Kukljica, National parks Paklenica and Vransko jezero as well as the Zadar Craftsmen Association. The cities of Knin and Drnis received technical assistance for the preparation of tender documents with a view to the modernization of their wastewater and water supply systems, and the city of Benkovac received assistance to prepare a tender dossier, a feasibility study and a grant application for the construction of a business related infrastructure. The project has also been an important learning exercise for local stakeholders who had the opportunity to apply the principles and mechanisms of EU regional development policy for the first time in their county. In doing so, Šibenik-Knin & Zadar counties went a long way towards preparing themselves for the future Structural Funds (i.e. the budget that the EU assigns to the development of its regions), available once Croatia accede to the EU. The project also designed and implemented a special training programme for the members of the Partnerships to acquaint them with EU institutions and policies and strengthen their knowledge in regional development policy. Who benefited from the project? Local and regional authorities, farmers, small businesses, public institutions, different organisations and citizens of the area.
17
European Funds for Croatian Projects
Programme: CARDS 2004 Sustainable Development of War Affected Areas - County Development Capacity and Management Budget: EUR 11,1 million Objectives and results: The overall purpose of this project has been to provide capacity building and training at both county and municipal level for: the identification, preparation, management and follow – up (monitoring) of locally driven development projects. With consideration to the priorities established in each of the Counties' Regional Operational Programme (ROP), the projects that were in line with the ROP – and thus contributed to the overall development of the county – have been selected by the County Partnerships Committees (CPC) and prepared with the technical support of the County Project Management Units (PMU). One of the specific objectives has been to prepare projects for tendering in line with EC procurement procedures. 13 projects have been prepared in line with the EC procurement procedures and submitted, successfully tendered and contracted by the CFCA (Ministry of Finance) in June 2007. Some projects were related to infrastructure, while others aimed at improving business investments, clearing mine suspected areas, providing technical assistance to high level education centres, or simply for promoting tourism. Who benefited from the project? Four war affected counties have benefited from this project: Karlovac County (Karlovac), Lika – Senj County (Sveto Brdo, Krasno), Požega – Slavonia County (Požega, Pakrac) and Brod – Posavina County (Sl. Brod, Nova Gradiška). Local and regional authorities, public institutions (schools, technical universities, tourism institutions, hospitals), municipal companies, small businesses and citizens of the regions.
Programme: CARDS 2003 – Support to Public Administration and Civil Service Reform Budget: EUR 1.7 million Objectives and results:The objective of the project has been to significantly support the building up of a professional Civil Service – transparent, reliable, accountable, cost-effective, flexible and practical. The project represented one of the most challenging tasks that has a horizontal and cross-sectoral impact on the development of the economy and society as a whole. The project created a basis for establishing functioning and efficient public administration with a new, citizen-friendly culture. The project followed EU requirements and the application of new solutions for information exchange and communication technologies ("e-administration" and "one-stopmanagement" organisation) and modernised human resources management. The major results have been the new draft Law on General Administrative Procedures, the pilot implementation of the Law on Civil Service and human resource management development. Who benefited from the project? The direct beneficiary of the project has been the Central State Office for Administration but also public administration and the civil service as a whole. In this particular case, the project’s objectives, in the medium term, also impact on the everyday life of each citizen of Croatia.
18
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
WHAT SUPPORT WAS PROVIDED TO CROATIA THROUGH PHARE, ISPA AND SAPARD DURING THE PERIOD 2005 - 2006? After the positive opinion of the European Commission on Croatia’s application for membership to the European Union, Croatia became a Candidate Country in June 2004. The strategic document of the European Commission on progress in the enlargement process4 has elements of preaccession strategy for Croatia and presents the basis for utilization of pre-accession funds (instruments) PHARE, ISPA and SAPARD to enhance important political, economic, social and institutional reforms.
The assistance under pre-accession funds for the gradual integration to the Union is in comparison to the CARDS programme becoming substantially larger, and focused on financially bigger projects with obligatory co-financing from the side of the beneficiary country. For the implementation of the three programmes, EUR 105 million have been allocated in 2005 and EUR 140 million in 2006 (see Table 4).
Table 4. EU assistance to Croatia through CARDS, PHARE, ISPA and SAPARD, 2001-2006 (EUR million)
Programmes
2001
2002
2003
2004
CARDS National
58.00
59.00
62.00
81.00
2006
Total
-
-
260.00
105.00
140.00
245.00
PHARE
80.00
80.00
160.00
ISPA
25.00
35.00
60.00
0.0
25.00
25.00
105.00
140.00
505.00
Pre-accession:
SAPARD TOTAL
2005
58.00
59.00
62.00
81.00
The pre-accession strategy is designed to prepare Croatia for future membership. Besides the preaccession assistance, the following framework documents and mechanisms have been applied: ● ● ● ●
Stabilisation and Association Agreement, Accession Partnership, Participation in Community Programmes5, National Programme for the Integration of Croatia into the EU, ● Annual Progress reports.
COM (2004) 657 final, April 20, 2004, The strategic document of the European Commission on progress in the enlargement process, European Commission, Brussels, 2004 5 more about Community Programmes is provided in Chapter III 4
19
European Funds for Croatian Projects
What is the Progress report for Croatia? It is an annual report about Croatia preparing for EU membership. Progress is measured on the basis of decisions taken, legislation adopted and measures implemented. The report is based on information gathered and analysed by the Commission. In addition, many sources are used, including contributions from the government of Croatia, the Member States, European Parliament reports, and information from various international and non-governmental organisations.
What is the National Programme for Integration (NPIEU) of Croatia to the EU? The National Programme presents an annual plan of measures – legal, administrative and institutional - required to achieve the political and economic criteria and the ability to assume the obligations for membership to the EU. The NPIEU measures are defined in line with the priorities identified in the Accession Partnership and Croatia’s Negotiations framework.
The report basically: □ briefly describes the relations between Croatia
and the Union; □ analyses the situation in Croatia in terms of
political criteria (democracy and rule of law, human rights and the protection of minorities) for membership; □ analyses the situation in Croatia on the basis of economic criteria (the existence of a functioning market economy and the capacity to cope with competitive pressures and market forces within the Union) for membership; □ reviews Croatia's capacity to assume the obligations of membership, that is, the acquis laid down in the Treaties, the secondary legislation, and the policies of the Union.
The three pre-accession instruments are managed by the Croatian authorities, however their implementation is supervised by the European Commission through its services in Brussels (Directorate General Enlargement, Directorate General for Regional Policy, Directorate General for Agriculture) and the Delegation of the European Commission in Zagreb. Each of these pre-accession instruments has its own specific objectives, however all of them prepare Croatia to benefit in the future from the funding instruments designed for EU Member States: ● PHARE is a preparatory programme for EU Structural funds which support actions for regional development and the development of human resources. ● ISPA is the precursor of the EU Cohesion Fund dealing with large-scale infrastructure projects in the sectors of transport and the environment. ● SAPARD is the “warming-up” programme for the European Agricultural Fund for Rural Development.
20
The accumulated experience in the management of the pre-accession programmes including EU rules and procedures will be of certain benefit to the future management of IPA and EU structural funding in Croatia.
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
PHARE PROGRAMME The PHARE programme is the main financial instrument of the European Union Pre-accession strategy for Croatia, established by Council Regulation 3906/1989/EC6. The abbreviation PHARE comes from French language and stands for: Pologne et Hongrie - Aide á Restructuration Economique, because PHARE was originally designed to support the reform process in Poland and Hungary. PHARE funding in Croatia operates in two main directions: ● A major proportion of the funds is intended to strengthen the institutions/human capacity in the process of a harmonisation of national legislation with the European Union acquis and its implementation and enforcement. ● The other part is intended for the support of economic and social cohesion actions Although, ideally the Phare programme had a purpose to support multi-annual projects i.e. phased projects, through a multi-annual programming process, in the case of Croatia multi annual programming was not feasible due to the limited availability of the programme for Croatia - only two years. For each year, 2005 and 2006, separate Financing Agreements were signed. The Financing Agreements signed between representatives of the European Commission and the Croatian Government presents the legal basis for the financing of the projects under the different budget years.
To know more The priorities for funding in Croatia within preaccession instruments PHARE, ISPA and SAPARD are developed on the basis of a specific document agreed by both the EU and Croatia, called the Accession Partnership. This document identifies the short and medium term priorities for Croatia’s accession to the EU and basically presents the areas to which the funds need to be aimed. It is periodically updated to better reflect the processes of the country’s development.
The Phare projects support 8 priorities established in the Accession Partnership: 1) democratization and the rule of law, 2) human rights and protection of minority rights, 3) economic criteria, 4) internal market and trade 5) sectoral policies, 6) cooperation in justice and home affairs, 7) support programmes and 8) economic and social cohesion. The majority of the projects under the Phare programme are financed via technical assistance and a twinning mechanism which is usually complemented by the purchase of supplies required for acquis implementation7.
What is Acquis communautaire or briefly acquis? This is a French term meaning, essentially, "the EU as it is" – in other words, the rights and obligations that EU countries share. The "acquis" includes all the EU's treaties and laws, declarations and resolutions, international agreements on EU affairs and the judgments given by the Court of Justice. It also includes actions that EU governments take together in the areas of justice and home affairs and common foreign and security policy. "Accepting the acquis" therefore means taking the EU as you find it. Candidate countries have to accept the "acquis" in its entirety before they can join the EU, and make EU law part of their own national legislation.
6 7
Source: Central Office for Development Strategy and Coordination of EU funds, PHARE http://www.strategija.hr/Default.aspx?sec=35 more about EU funded public contracts is presented in Chapter V.
21
European Funds for Croatian Projects
What is technical assistance?
What is twinning?
This is a type of action which helps the future Member State, like Croatia, to develop its public structures, reform strategies, human resources and management skills needed to strengthen the country’s economic, social, regulatory and administrative capacity. Technical assistance is provided mainly by the transfer of “know-how” e.g. assistance in the harmonisation and implementation of legislation, direct expert assistance for the elaboration of strategic documents, education activities etc.
Twinning projects are another technical assistance tool. They provide the framework for the public administrations and semi-public organisations in the Candidate Country to work with their counterparts from one or more EU Member States. A twinning model is usually the most suitable approach in accepting the standards and best practices in the implementation of the acquis.
To know more In addition to EU pre-accession programmes, another financial instrument is available to Croatia - TAIEX or the Technical Assistance and Information Exchange, which is an instrument of the Directorate-General Enlargement of the European Commission. TAIEX helps countries with regard to the approximation, application and enforcement of EU legislation. It is largely demand driven and channels requests for assistance and contributes to the delivery of appropriate tailor-made expertise to address problems at short notice.
The list of CARDS and PHARE projects, implemented in Croatia, are available on the web page of the Central Office for Development Strategy and Coordination of EU funds in charge of overall EU funds coordination8.
Programme: PHARE 2005 - Enhancement of administrative capacity in maritime safety Budget: EUR 0.6 million Objectives and Results: The goal of this project is to set up a service for the monitoring and management of vessel traffic with an adequate information system in accordance with recommendations of the International Maritime Organization (IMO) and Directive 2002/59/EC on the implementation of the Vessel Traffic Management Information System (VTMIS) in the Adriatic Sea. The implementation of the VTMIS system shall enable: management of vessel traffic, less accidents at sea, better results in search and rescue operations at sea, less pollution from vessels at sea, better management of port resources in port operations and improved efficiency in combined transport. The project started in January 2008 with a planned duration of 18 months. Who benefits from the project? Project beneficiary is the Ministry of Sea, Transport and Infrastructure also the port authority staff and the National Headquarters for Coordinating Search and Rescue Operations at Sea.
8
22
Source: Central Office for Development Strategy and Coordination of EU funds - http://www.strategija.hr
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
Programme: PHARE 2005 Implementation of ecological network - NATURA 2000 in Croatia Budget: EUR 2.5 million Objectives and results: The aim is to support Croatian authorities in approximation with the EU Habitats and Birds directives in designating protected areas. Although the State Office for Nature Protection has already prepared a proposal for the NATURA 2000 network in Croatia, it will take a few years before the network is actually implemented and fully operational when Croatia becomes a EU Member State. The project is structured along the following lines: ● defining a final proposal for NATURA 2000 network ● preparing a Management Plan for the Vransko Jezero Nature Park and the Jasen area ● development and implementation of management plans for large carnivores, Gorski Kotar ● specialised training for the impact assessment of projects and programmes on ecological NATURA 2000 sites Who benefits from the project? The main beneficiaries are the State Office for Nature Protection and the Ministry of Culture, Directorate for Nature Protection. Also, the beneficiaries are local and regional authorities, tourist organizations, small businesses, farmers, inhabitants of the designated sites and the general public. www.natura2000.hr
ISPA PROGRAMME Since 1st January 2005 Croatia has benefitted from ISPA (Instrument for Structural Policies for Pre-Accession) established by Council Regulation 1267/1999/EC9, which has been designed to address the country’s environmental and transport infrastructure priorities. ISPA is based on the principles that govern the EU Cohesion Fund, which operates in the Member States of the Union10.
To know more In the environmental sectorr the programme concentrates on the so called “investment heavy” environmental directives, i.e. the directives that are costly to implement. Priority is therefore given to projects which concern: ● ● ● ●
the quality and supply of drinking water; the collection and treatment of wastewater; the collection and solid waste management; the reduction of air pollution.
ISPA deals with large-scale investment support, and comes under the responsibility of the DirectorateGeneral for Regional Policy of the European Commission. The basis for using of ISPA financing are national ISPA Transport and Environment Strategies, outlining the main sectoral priorities, project proposals and the selection criteria.
9 Source: Central Office for Development Strategy and Coordination of EU funds, ISPA http://www.strategija.hr/ Default.aspx?sec=36 10 more about Cohesion fund, please see Chapter IV
In the transport ransport sectorr IISPA SPA SP A as assistance siistance t fa favours transport infrastructure projects which encourage sustainable forms of moving people and goods, in particular projects which are of Community interest, such as projects along the pan-European transport corridors. ISPA contributes to the development of railways, roads, ports and airports, taking into account the requirements for sustainable development.
23
European Funds for Croatian Projects
Three infrastructure projects selected for financing under ISPA 2005 and 2006 programmes in the environment and transport sectors are presented, following 50%:50% division of available funds between the two sectors:
ISPA infrastructure projects in Croatia - environment sector: Water Sector ● Project title: Karlovac Water and Waste Water Programme ● Total investment value: EUR 36 million (ISPA: EUR 22.5 million) ● Final beneficiary: Vodoopskrba d.o.o. Karlovac, County of Karlovac Project description: The project funding is aimed to support wastewater treatment, decrease of currently high water loss and uncompensated water use and a decrease of groundwater infiltration to the water supply system. The investment focused on the construction of the wastewater treatment plant, pumping stations, 10 km of sewage network and partial replacement of the existing sewage network. The project will also finance replacement of a 10km long pipeline for the water supply, supply of the equipment and training of staff for its use. Waste Sector ● Project title: Bikarac Regional Waste Management Centre (RWMC), Stage 1 ● Total investment value: EUR 8.8 million (ISPA: EUR 6 million) ● Final beneficiary: Gradska čistoća d.o.o. Šibenik, County of Šibenik-Knin Project description: The investment under the project is support for the first phase of establishing a modern, environmentally sound regional waste management system in the Šibenik Knin County. The project will support i) the construction of the new Regional Landfill Bikarac (RWMC) and the closure of the existing disposal site at that location, ii) the implementation of a pilot project for the segregation and recycling of collected waste, iii) the closure and remediation of the existing disposal site in the town of Pirovac and iv) the technical assistance for project management and training of staff of the future RWMC. The Project aims at closing and re-mediating the existing 8 unsustainable solid waste landfills and replaces them with RWMC for use in the next 25 years. Under this project waste collection services will be extended to cover all the towns and municipalities and to reduce, by at least 25 %, the amount of municipal waste landfilled by 2025 and to progressively introduce recycling and waste segregation measures so that they cover all the towns and municipalities in the county by the year 2025. Technical Assistance project: includes preparation of investment projects in drinking water and wastewater and waste management subsectors for future financing (IPA, Cohesion Fund).
24
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
ISPA infrastructure projects in Croatia - transport sector: ● Project title: Vinkovci to Tovarnik to State Border Railway Rehabilitation ● Total investment value: EUR 75.761 million (ISPA: EUR 28.8 million) ● Final beneficiary: Hrvatske željeznice Infrastruktura – Croatian Railways Infrastructure Project description: This project funding supports upgrading of the railway infrastructure and security system of the section VinkovciTovarnik to the state border, which is part of the corridor X of the Trans-European network. The project worth over EUR 60 million is co-financed from the ISPA pre-accession fund. The European Commission is co-financing the project in the amount of EUR 28.789 million (38%) under the ISPA programme, while the rest of the funds are allocated from the Croatian State budget. The reconstruction of the railway Vinkovci - Tovarnik - State Border is the first project of this size in Croatia to be financed under the EU pre-accession funds and the first one in which investments in railway infrastructure are co-financed. The project beneficiary is Croatian Railways Ltd and it is coordinated by the Ministry of Sea, Transport and Infrastructure. The upgrading will include: i) railway works, ii) electrifications, iii) a new signalisation system, iv) railway crossings, v) a functioning telecommunication system and vi) investment in train stations. With the implementation of those project components the train speed should reach 160 km/h up from the current 40 km/h. The Croatian Finance Minister, the Sea, Transport and Infrastructure Minister and the Head of the European Commission Delegation to Croatia all marked the beginning of the reconstruction works on the railway Vinkovci Tovarnik - State Border, from Djeletovci to State Border, at the Djeletovci rail station in September 2008. Technical Assistance projects include preparation of investment projects in the transport sector for future financing (IPA, Cohesion Fund).
25
European Funds for Croatian Projects
For each project under the ISPA programme a Memorandum of Financing is signed between representatives of the European Commission and the Croatian Government. Each Memorandum defines the obligations and the implementation modalities for each project and the financial allocation provided by ISPA and the co-financing rate to be secured by Croatia. The co-financing rates vary from project to project based on specific cost benefit analysis.
Further information on the ISPA programme in Croatia is available at the web page of the Central Office for Development Strategy and Coordination of EU funds in charge of overall EU funds coordination in Croatia.
SAPARD PROGRAMME SAPARD – the Special Accession Programme for Agriculture and Rural Development (Council Regulation 1268/1999/EC11) - is aimed to help Croatia deal with the structural adjustment problems in the sectors of agriculture and rural development and raise their competitiveness in relation to the EU market. Additionally, SAPARD prepares the country for the implementation of the EU acquis in the area of the EU Common Agricultural Policy through provision of legal, administrative and institutional support to the relevant authorities. The implementation of SAPARD in Croatia is based on the Agriculture and Rural Development Plan of the country for the period 2005-2006 and in accordance with the Multi-annual Financing Agreement (MAFA). The programme is managed under a decentralised model and overall responsibility for the programme management is with the national authorities and the Ministry of Agriculture, Fisheries and Rural Development in Croatia. In performing their
tasks the Ministry closely cooperates with the Directorate-General for Agriculture of the European Commission. The SAPARD programme in Croatia finances the following main agricultural and rural development measures: ● Measure 1 - improving the quality of products, reducing the production costs, increasing competitiveness, upgrading the production system, reducing environmental pollution, and reaching EU sanitary, veterinary and environmental standards; ● Measure 2 - upgrading facilities for processing agricultural and food products, improving the management of animal waste, increasing market competitiveness and reaching EU sanitary, veterinary and environmental standards. Two examples, provided below, present projects financed under each of the measures.
Programme: SAPARD – Measure 1 “Investment in agricultural holdings”, Cereals and Oil-Crops Sector Project beneficiary: PZ Čakovec (Agricultural cooperative), Čakovec Contracting year: 2007 Total investment value: EUR 591,767 Project description: The project will support the construction of facilities and purchase of equipment for the drying and storage processes of cereals and oil crops. Objectives of the Project: ● To enhance the storage capacity by 990 tonnes; ● To increase the number of employees and to create 5 new working places; ● To increase the production and sale of cereals by 997 tonnes, of oil crops - by 7 tonnes, of vegetables - by 96 tonnes, of beet cattle - by 9 tonnes and of production of pigs - by 93 tonnes .
11
26
Source: Central Office for Development Strategy and Coordination of EU funds, SAPARD http://www.strategija.hr/Default.aspx?sec=37
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
Programme: SAPARD – Measure 2 “Improving the processing and marketing of agricultural and fisheries products”, Fisheries Sector Contracting year: 2006 Project beneficiary: Arbacommerce, Zadar Total investment value: EUR 818,071 Project description: The project will support the construction and reconstruction of processing facilities, which will carry-out an initial preparation and processing of fish and shellfish, construction and reconstruction of shellfish purification centres and of their heating facilities. The equipment to be purchased under the projects will be for cooling, for processing and for packaging of fish products. The Objective of the Project is to increase production of sea fish, both fresh and frozen, by 1 423 tonnes. Further information on the SAPARD programme in Croatia is available on the web page of the Central Office for Development Strategy and Coordination of EU funds in charge of overall EU funds coordination in Croatia and the Ministry of Agriculture, Fishery and Rural Development12. All previously mentioned financial instruments from CARDS to PHARE, ISPA, SAPARD have legal basis established at EU level. Also, a wider political context (for example the enlargement framework for pre-accession programmes) and EU policy requirements (for example environment policy, transport policy) are transferred to the content supported by the particular financial instrument for the country. The supported actions should also be in line with national strategic documents and national development documents. Table 5 summarizes the documents relevant for different programmes: Table 5. Relevant documents for EU pre-accession programmes Programme
CARDS
PHARE
ISPA
SAPARD
Legal basis
Council Regulation 266/2000/EC
Council Regulation 3096/1989/EC
Council Regulation 1267/1999/EC
Council Regulation 1268/1999/EC
Annual Financing Agreements (2002-2004)
Annual Financing Agreements (2005; 2006)
Financing Memoranda
Multi-annual Financing Agreement Annual Financing Agreement Agriculture and Rural Development Plan for SAPARD
Strategic documents
Country Strategy Paper Multi-annual Indicative Programme
Operating documents
General strategic documents in the preaccession process – Accession Partnership, NPIEU, Progress reports)
ISPA Environment Strategy
Guidelines for programming for 2005 and 2006
Operational Manuals
ISPA Transport Strategy Rulebook on SAPARD implementation
ISPA Monitoring Manual
Manual for monitoring Implementing documents
12
Project fiches
Project Applications
Project Applications
Tender documentation (Terms of Reference, Technical specification, Bill of Quantities, Grant applications)
Tender documentation (Terms of Reference, Technical specification, Bill of Quantities, Grant applications)
Tender documentation (Terms of Reference, Technical specification, Bill of Quantities, Grant applications)
Monitoring Reports
Monitoring Reports
Monitoring Reports
Evaluation Reports
Evaluation Reports
Evaluation Reports
http://www.mps.hr/projekti/projekt.asp?PID=42
27
European Funds for Croatian Projects
Although, the documents have different names and are different in some other details from one programme to the other, the logic behind them is always the same - multi-annual strategic planning and transparent programme implementation according to standardised rules. All projects under CARDS National Programme 2001 – 2004, CARDS Regional Programme 2001 – 2006 and PHARE National Programme 2005 – 2006 are provided in the following tables (see Tables 6 to 17): Table 6. List of projects under the CARDS National Programme – 2001 CARDS 2001 National Programme
€ million
1. Political priorities 1.1. Return of refugees
23.20 1.1.1. Reconstruction and related issues 1.1.2. Economic sustainability
2. Economic Development 2.1. Human resources
19.00 4.20 12.40
2.1.1. Vocational Education and Training
0.60
2.1.2.TEMPUS
4.00
2.1.3. Labour market restructuring
3.00
2.2. EU Industrial Standards
3.00
2.3. Municipal environmental management capacity and infrastructure in the areas of special state care
1.80
3. SAA Obligations
20.40
3.1. Justice and Home Affairs
3.1.1. Support to Judicial Academy in Croatia – Training for Judges and Other Officials
1.50
3.1.2. Reform of the asylum policy 3.2. Integrated Border Management
12.60
3.3. Public Administration Reform
1.50
3.4. Statistics
1.50
3.5. Intellectual Property
1.80
3.6. Competition Policy
1.50
4. Complementary Measures
2.00
4.1. Small scale operations
1.00
4.2. Strategy Development Capacity Building
1.00
TOTAL
58.00
The Financing Agreement for CARDS 2001 between the Croatian Government and the European Union was signed on 12 July 2002.
28
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
Table 7. List of projects under the CARDS National Programme – 2002 CARDS 2002 National Programme
€ million
1. Democratic Stabilisation
16.00
1.1 Return of refugees and internationally displaced persons
1.1.1 Sustainable development in return areas
14.00
1.2 Civil Society
1.2.1 Promotion of democracy and human rights
0.50
1.2.2 Social Service provision by non-profit sector 2. Economic and Social Development 2.1 Trade
2.2 Investment climate
2.3 Social cohesion
1.50 18.00
2.1.1 Capacity building in the area of agriculture, live animals and food products
1.75
2.1.2 Capacity building in the area of consumer protection
1.25
2.2.1 Support to the cadastre and land registry reform
5.00
2.2.2 Development of the business and investment climate in Croatia
1.80
2.2.3 Strengthening of the Croatian Public Procurement System
1.00
2.2.4 Support to the Croatian state aid system
1.20
2.3.1 Vocational Education and Training: modernisation and institution building
1.50
2.3.2 Local Partnership Employment
0.90
2.3.3 Higher education mobility: diploma recognition policy and legislation
0.60
2.3.4 TEMPUS
3.00
3. Justice and Home Affairs
10.00
3.1 Modernisation of Justice – support to effectively improve the operation and functioning of the Croatian Court system
4.00
3.2 Policing and fight against organised crime
3.2.1 Criminal Intelligence System - phase I
2.00
3.3 Integrated Border Management
3.3.1 Development of the National border management Information System
2.50
3.3.2 Strengthening the border sanitary inspection and food control
0.75
3.3.3 Strengthening the phytosanitary inspections system
0.75
4. Administrative Capacity Building 4.1 Public Administration Reform
12.00 4.1.1 Capacity Building Facility for Croatian state institutions
3.50
4.1.2 Capacity Building for the Office for Prevention of Corruption and Organised Crime (USKOK)
1.00
4.1.3 Fiscal decentralisation, equalisation and capacity measurement
1.50
4.2 National, regional and local development
4.2.1 Strategy and capacity building for regional development
2.00
4.3 Public Finance
4.3.1 Development of public internal financial control and internal audit
1.50
4.3.2 Development of public debt management capacity
1.50
4.3.3 Community transit-conform customs procedures and IT interconnectivity system
1.00
5. Environment and Natural Resources
3.00
5.1 Strategy for EU environmental law approximation
1.20
5.2 Pilot waste management strategy for Dalmatia
0.80
5.3 Water Information System – standardisation and monitoring
0.80
5.4 Support to environmental NGO network
0.20
TOTAL
59.00
The Financing Agreement for 2002 between the Croatian Government and the European Commission was signed on 17 December 2002.
29
European Funds for Croatian Projects
Table 8. List of projects under the CARDS National Programme – 2003 CARDS 2003 National Programme
€ million
1. Democratic Stabilisation
17.00
1.1 Return of refugees and internationally displaced persons
1.1 Sustainable development in the return areas
15.00
1.2 Civil Society
1.2.1 Promotion of democracy and human rights
0.50
1.2.2 Social service provision by the non profit sector
1.50
2. Economic and Social Development 2.1 Trade
2.2 Investment Climate
2.3 Social Cohesion
17.50 2.1.1 Development of accreditation systems and support to national testing and calibration laboratories
1.30
2.1.2 Capacity building in the area of plant health
0.60
2.1.3 Strengthening the Croatian Veterinary Service
0.60
2.2.1 Registration of maritime domain
2.00
2.2.2 Strategic plan for the long-term development of existing free zones in Croatia
2.10
2.2.3 Further strengthening of the Competition Protection Agency and implementation of competition law and policy
0.45
2.2.4 Strengthening of the intellectual property implementation system
1.00
2.2.5 Intellectual property infrastructure for the research and development sector
0.60
2.3.1 Upgrading of vocational education and training schools – establishing centres of excellence
4.00
2.3.2 Decentralisation and reorganisation of the Croatian Employment Agency
0.50
2.3.3 Upgrading of labour market statistics
0.35
2.3.4 Further improvement of the Quality Assurance Agency and supporting a Management Information System in Higher Education
1.00
2.3.5 TEMPUS III 3. Justice and Home Affairs 3.1 Modernisation of Justice
3.1.1 Training and education of prosecutors
1.00
3.1.2 Ongoing support to the more efficient, effective and modern operation and functioning of the Croatian Court system
3.00
3.2 Policing and organised crime
3.2.1 Criminal intelligence system - phase II
2.00
3.2.2 Preventing and combating money laundering
1.00
3.3 Integrated Border Management
3.3.1 Continued support to the Border Sanitary Inspection
0.50
3.3.2 Continued support to the phytosanitary inspection system
0.85
3.3.3 National border management information system – phase 2
2.00
3.3.4 Continued support and capacity building for the Border Police Directorate
0.50
3.3.5 Capacity Building in the area of illegal migration
1.15
4. Administrative Capacity Building 4.1. Public Administration Reform
30
3.00 12.00
11.80 4.1.1 Capacity Strengthening for Administrative Decentralisation
1.50
4.1.2 Further support to the Reform of Public Administration and Implementation of the Civil Service Reform Programme
2.00
4.1.3 Further support to the Government of Croatia in Co-ordination and Monitoring of EU Assistance
0.50
4.1.4 Further support to the capacity building of selected Croatian institutions
2.00
4.2 National, Regional and Local Development
4.2.1 Support to national development planning
2.00
4.2.2 Border region co-operation
1.00
4.3 Public Finance
4.3.1 Strengthening the external oversight of budget execution
2.00
4.3.2 Development of methodology for production of key public finance statistics
0.80
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
5. Environment and Natural Resources
3.70
5.1 Harmonisation of Croatian water management legislation with the EU water acquis
0.80
5.2 Environmental impact assessment of development strategies
1.00
5.3 Implementation of Environmental Impact Assessment guidelines and training
0.70
5.4 Promoting access to information and public participation in environmental matters in line with the Aarhus convention
0.30
5.5 Support to NGOs active in the field of the environment
0.20
5.6 Assessment of wind and solar energy resources in a Croatian pilot region
0.70
TOTAL
62.00
The Financing Agreement for CARDS 2003 between the Croatian Government and European Commission was signed on 2 September 2003.
Table 9. List of projects under the CARDS National Programme – 2004 CARDS 2004 National Programme
€ million
1. Democratic Stabilisation
17.50
1.1. Sustainable Development in Areas of Special State Concern
14.00
1.2. Civil Society Development
3.50
2. Economic and Social Development
17.75
2.1. Further capacity building in the area of agriculture, live animals and food products
1.50
2.2. Further Capacity Building in the Area of Consumer Protection
1.25
2.3. Development of national metrology, standardisation, conformity assessment and accreditation system
2.00
2.4. Support to the cadastre and land registry reform – phase 2
4.50
2.5. Improving information of the Croatian business community
1.50
2.6. Adult learning
1.50
2.7. Local Partnership for Employment – phase 2
1.50
2.8. TEMPUS III
4.00
3. Justice and Home Affairs
21.85
3.1. Improving Court and Case Management at the High Misdemeanour Court and Selected Misdemeanour Courts
2.50
3.2. Support to More Efficient, Effective and Modern Operation and Functioning of the Administrative Court of the Republic of Croatia
1.00
3.3. Improving Access to Justice by Strengthening the Legal Aid System in Croatia.
1.00
3.4. Combating Trafficking in Human Beings
1.00
3.5. Strengthening Capacity to Combat Drugs Trafficking and Drugs Abuse
1.00
3.6 Combating Trafficking in Firearms, Ammunition and Explosives
1.40
3.7. Reform of Asylum - phase 2
1.20
3.8. Capacity Strengthening of the Veterinary Border Inspection
0.75
3.9. Modernisation of State Border Surveillance
8.00
3.10. Border Region Co-operation
4.00
4. Administrative Capacity Building
15.10
4.1. Strengthening the Taxation System in Croatia
1.50
4.2. Capacity Building and Project Preparation Facility
6.60
4.3. Capacity Building for the Croatian Telecommunication Agency
1.00
4.4. Capacity Building for Managing Funds for Regional Development
3.00
4.5. Strengthening Public Internal Financial Control Structure
1.50
4.6. Modernisation of the Customs Administration in view of preparing for the Integrated Tariff Management System
1.50
5. Environment and Natural Resources
3.80
5.1. Support for the Further Approximation of Croatian Legislation with the Environmental Acquis
2.10
5.2. Capacity Building and Development of Guidelines for the Implementation of the Water Framework Directive
1.20
5.3. Approximation of EU Renewable Energy Legislation and Energy Efficiency Labeling
0.50
TOTAL
76.00
The Financing Agreement for CARDS 2004 between the Croatian Government and the European Commission was signed on 29 November 2004, and the amendments thereof on 4 February 2005.
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European Funds for Croatian Projects
Table 10. List of projects under the CARDS Regional Programme – 2001 CARDS 2001 Regional Programme
EUR million
1. Justice and Home Affairs
4.20
1.1. Preparation of the Justice and Home Affairs Situation Report
1.50
1.2. Regional Police Co-operation
1.40
1.3. Regional Justice and Police Training
1.30
2. Regional Infrastructure Development and Integrated Border Management
3.00
2.1. Infrastructure Project Preparation Facility
3.00
3. Strengthening Public Administration
6.00
3.1. Public Administration Reform
3.00
3.2. Statistics – Regional EUROSTAT Programme
2.50
3.3. Co-operation with the European Environment Agency
0.50
4. Democratic Stabilisation
0.80
4.1. Media – SENSE
0.30
4.2. Regional University Network
0.50
TOTAL
14.00
The Croatian Government approved the implementation of CARDS 2001 regional programme on 7 March 2001.
Table 11. List of projects under the CARDS Regional Programme – 2002 CARDS 2002 Regional Programme
EUR million
1. Integrated Border Management
1.00
1.1. Further Development and Co-ordination of Integrated Border Management Strategies
1.00
2. Institution Building Facility for the Stabilisation and Association Process
19.4
2.1. General Support Facility
3.90
2.2. Industrial and Intellectual Property Rights
2.00
2.3. Quality Infrastructure
1.50
2.4. Regional Co-operation among Judicial, Police and other Law Enforcement Agencies
8.00
2.5. Continuation of supporting activities to the Regional Environmental Reconstruction Programme
2.00
2.6. Capacity Strengthening in Balkan Countries in Reporting on Environmental Protection Issues and Development of the EIONNET Network
2.00
3. Democratic Stabilisation
7.60
3.1. Democratic Stabilisation
7.60
4. Regional Infrastructure
14.00
4.1. Support for Environmental Investments in the Danube River Basin
4.00
4.2. Development and Implementation of the Action Plan for the Regional Natural Gas Market in South East Europe
1.80
4.3. Development of the Municipal and Financial Sector: resources for financing municipalities and cities in the areas of transport and the environment
1.70
4.4. Preparation of Energy Network Projects
1.50
4.5. Aviation Safety and Air Traffic Control
5.00
5. Reserve
1.50
TOTAL
43.50
The Croatian Government approved the CARDS 2002 regional programme on 16 January 2003.
32
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
Table 12. List of projects under the CARDS Regional Programme – 2003 CARDS 2003 Regional Programme
EUR million
1. Integrated Border Management
1.00
1.1. Further Development of Integrated Border Management Strategies and Action Plans
1.00
2. Institutional Capacity Building
21.80
2.1. Further Support to General Support Facility
1.25
2.2. Trade related support facility
1.25
2.3. SIGMA III
2.00
2.4. Social Institutions Support Project
2.00
2.5. Institutional Capacity Building for Cross Border Cooperation
2.00
2.6. ”Into Europe“ Programme
1.00
2.7. Capacity building for business organisations
2.00
2.8. Regional police and judicial co-operation
5.00
2.9. Regional statistical co-operation
3.00
2.10. Pilot river basin plan for Sava River Basin Project
2.30
3. Democratic Stabilisation
5.00
3.1. Regional Media Support Programme
1.00
3.2. ”Network to Network“ Programme
1.00
3.3. Support to Return of Refugees
0.50
3.4. Local Civil Society Development Programme
2.50
4. Regional Infrastructure
3.70
4.1. Environment: project preparation facility
1.80
4.2. Regional Transport Observatory
1.90
TOTAL
31.50
Table 13. List of projects under the CARDS Regional Programme – 2004 CARDS 2004 Regional Programme
EUR million
Cross Border Cooperation
15.00
CADSES
1.60
Italy/Adriatic
2.00
Italy/Albania
1.00
Greece/FYROM
1.80
Greece/Albania
2.20
Hungary/Serbia and Montenegro
1.00
Bulgaria/Serbia and Montenegro
1.00
Bulgaria/ FYROM
1.00
Romania/Serbia and Montenegro
1.40
Slovenia/Hungary/Croatia
2.00
TOTAL
15.00
33
European Funds for Croatian Projects
Table 14. List of projects under the CARDS Regional Programme – 2005 CARDS 2005 Regional Programme
EUR million
1. Institutional Building
13.50
1.1. Administrative capacity building including acquis approximation – TAIEX
6.00
1.2. Public administration reform - SIGMA
4.00
1.3. School of public administration
1.00
1.4. Community Agencies
2.50
2. Justice and Home Affairs
2.20
2.1. Support to the SECI Centre
1.00
2.2. Law enforcement cooperation units
1.20
3. Cross Border Cooperation
17.20
3.1. Neighbourhood Programmes
12.20
3.2. Cross Border Cooperation within the Stabilization and Association Process
5.00
4. Private Sector Development
3.00
4.1. Investment promotion
2.00
4.2. Support to business, trade, investment promotion organizations/ agencies
1.00
5. Infrastructure Development
12.00
5.1. Infrastructure project preparation facility
10.00
5.2. Environment
2.00
TOTAL
47.90
Table 15. List of projects under the CARDS Regional Programme – 2006 CARDS 2006 Regional Programme
34
EUR million
1. Institutional Building
5.90
1.1. Administrative capacity building including acquis approximation – TAIEX
2.40
1.2. Public administration reform - SIGMA
2.00
1.3. Regional school of public administration ReSPA
1.50
2. Justice and Home Affairs
2.50
2.1. Regional judicial cooperation (Law enforcement cooperation units)
1.50
2.2. Monitoring
1.00
3. Cross Border Cooperation and Civil Society
11.90
3.1. SAP Cross Border Cooperation
7.90
3.2. Civil society dialog
4.00
4. Private Sector Development
1.00
4.1. Support to business, trade, investment promotion organizations and agencies (quality infrastructure)
1.00
5. Infrastructure Development
10.50
5.1. Project preparation facility (PPF)
6.00
5.2. Support to the Energy Community Secretariat
2.50
5.3. Support to the SEETO Secretariat
1.00
5.4. Technical assistance to implementation of the ECAA Agreement
1.00
TOTAL
31.80
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD
Table 16. List of projects under the PHARE National Programme – 2005
No.
Beneficiary institution
Project title
Phare Funding (in EURO)
National Cofinancing (in EURO)
Total (in EURO)
1 Ministry of Justice
Enhancement of Mediation as and Alternative to Court-Based Dispute Settlement
1.112.000
32.000
1.144.000
2 Ministry of Justice
Support to the Judicial Academy of Croatia: Developing a courtintegrated education system for court apprentices
1.200.000
0
1.200.000
3 Office for National Minorities
Roma Support Project
1.300.000
167.000
1.467.000
4 State Geodetic Directorate and Ministry of Justice
Modernization and Capacity Building of integrated land administration system in Croatia
5.165.000
361.158
5.526.158
5 State Inspectorate
Market Surveillance System in the Field of Technical Products
1.300.000
75.000
1.375.000
6 Croatian Competition Agency
Strengthening of Capacity to Manage and Enforce the EU Competition and State Aid Policies
1.800.000
100.000
1.900.000
7 Tax Administration Ministry of Finance
Assistance to the Croatian Tax Administration in the development activities proceeding from the EU Fiscal Blueprints
3.000.000
0
3.000.000
8 Croatian Custom Directorate Ministry of Finance
Interoperability of IT systems with the EU Customs Systems
7.075.000
1.625.000
8.700.000
9 Ministry of Agriculture, Forestry and Water Management
Institutional capacity Building and Support for Implementation of SAPARD/IPARD Programme
4.045.000
15.000
4.060.000
10 Ministry of Agriculture, Forestry and Water Management
Support to the Republic of Croatia in the Preparation and Implementation of the Strategy to Develop the Fisheries Sector within the Context of Alignment and Enforcement of the EC Acquis Comprising the CFP
4.500.000
1.313.750
5.813.750
11 Ministry of the Sea, Tourism, Transport and Development
Maritime Safety: Enforcement of Administrative Capacity Monitoring and Management of Vessels
2.150.000
400.000
2.550.000
12 Croatian Employment Service
Active Employment Mesaures for Groups Threatened by Social Exclusion
2.000.000
250.000
2.250.000
13 Ministry of Economy, Labour and Entrepreneurship
Capacity Building of the SME Support Structure and Alignment of Policy and Actions to the SME Charter and to the Chapter of Acquis Communataire on SME
2.500.000
0
2.500.000
14 Ministry of Science, Education and Sports
TEMPUS
5.000.000
0
5.000.000
15 Central Bureau of Statistics
Technical Assistance to the Central Bureau of Statistics of the RoC in the Adoption of the Acquis
4.660.000
140.000
4.800.000
16 Ministry of Environmental Protection, Physical Planning and Construction
Enhanced Environmental Inspection for Enforcement of New Environmental Legislation
2.060.000
196.700
2.256.700
17 State Institute for Protection of Nature and Ministry of Culture
Implementation of NATURA 2000 in Croatia
2.500.000
100.000
2.600.000
18 Ministry of Interior and Police Academy
Strengthening Human Resources Management, Education and Training System
1.700.000
87.500
1.787.500
35
European Funds for Croatian Projects
No.
Beneficiary institution
Project title
Phare Funding (in EURO)
National Cofinancing (in EURO)
Total (in EURO)
19 Ministry of Interior
Preparation for the Implementation of the Schengen Acquis
3.300.000
770.000
4.070.000
20 Ministry of Foreign Affairs and European Integration
Capacity Building and Project Preparation Facility
4.515.000
0
4.515.000
21 Ministry of Foreign Affairs and European Integration
Participation of the Republic of Croatia in Community Programmes
3.618.000
5.199.250
8.817.250
22 Ministry of Foreign Affairs and European Integration
Unalocated Institutional Buiding
2.000.000
0
2.000.000
23 Ministry of Regional Development, Forestry and Water Management (former Ministry of Sea, Tourism, Transport and Development)
Business Related Infrastructure Grant Scheme under ESC 2005
5.000.000
1.660.000
6.660.000
71.500.000,00
12.492.358,00
83.992.358,00
TOTAL
The Financing Agreement for PHARE 2005 between the Croatian Government and the European Commission was signed on 17 May 2006.
36
FINANCIAL COOPERATION BETWEEN EUROPEAN UNION AND CROATIA – OBNOVA, CARDS, PHARE, ISPA AND SAPARD Table 17. List of projects under the PHARE National Programme – 2006
No.
Beneficiary institutions
Project title
Phare Funding (in EURO)
National Cofinancing (in EURO)
Total (in EURO)
1 Supreme Court of Republic of Croatia
Harmonization and Publication of Case Law
1.560.000
190.000
1.750.000
2 Ministry of Justice
Support to Court Administration and Case Management Improvement
3.000.000
0
3.000.000
3 "Central State Administrative Office for e-Croatia (lead project beneficiary) Central State Administrative Office for Public Administration, Ministry of Justice,Financial Agency Ministry of Justice and other relevant state admin"
Enhancing Capacity of Croatian State and Public Administration for Providing User Oriented Service
2.525.000
175.000
2.700.000
4 Governmental Office for Minorities
Roma Support Project – Multi annual fiche PHARE 2005-2006
2.500.000
1.071.429
3.571.429
5 Governmental Office for NGOs
Enabling of Civil Society Sector for Active Contribution in the Preaccession Process
2.400.000
600.000
3.000.000
6 Ministry of Finance, State Treasury
Improving Budget Processes for Effective Financial Management
3.071.250
1.023.750
4.095.000
7 State Intellectual Property Office (SIPO), Ministry of Justice (MJ), Ministry of Interior Affairs (MIA), Ministry of Finance – Customs Administrations (MFCA), State Insp.
Strengthening of the capacity to enforce the intellectual property rights in Croatia
1.472.500
157.500
1.630.000
8 Ministry of Finance, Tax Administration
Strengthening and Enhancement of Croatian Tax Administration IT Function to achieve the EU Standards in the VAT Field
3.000.000
0
3.000.000
9 Ministry of Finance, Customs Administration
Integration of the Croatian Customs Information Systems with the EU Customs Information Systems
5.275.000
1.175.000
6.450.000
10 Ministry of Sea, Tourism, Transport Restructuring and Development of and Development Croatian Railway system in frame of EU legislation
2.800.000
200.000
3.000.000
11 Ministry of Sea, Tourism, Transport Maritime Safety: Enforcement and Development of Administrative CapacityMonitoring and Management of Vessels PHASE 2
4.725.000
1.375.000
6.100.000
12 Central Bureau of Statistics
Major revision of classifications and upgrading of subject-matter statistics
2.000.000
38.000
2.038.000
13 Ministry of Science, Education and Sports
Tempus
4.500.000
14 Ministry of Environmental Protection, Physical Planning and Construction
Establishment of Air Quality Monitoring and Management System
2.387.000
563.000
2.950.000
15 Ministry of Environmental Protection, Physical Planning and Construction
Development of hazardous wast management system including the identification and management of "hot spot sites" in Croatia
2.425.000
75.000
2.500.000
16 Ministry of the Interior
Blue border surveillance
1.292.500
97.500
1.390.000
17 Central Office for Development Strategy
Development of Institutional Capacity for the Management of EU Structural Funds Post Accession
7.000.000
0
7.000.000
18 Various line ministries
Community Programmes
4.500.000
0
4.500.000
4.500.000
37
European Funds for Croatian Projects
No.
Beneficiary institutions
Project title
Phare Funding (in EURO)
National Cofinancing (in EURO)
Total (in EURO)
19 CODEF and Various line ministries Project Preparation Facility and Unallocated Institution Building Envelope
2.628.750
0
2.628.750
20 Ministry of Economy, Labour and Entrepreneurship
2.000.000
700.000
2.700.000
61.062.000
7.441.179
68.503.179
TOTAL
Support for increasing the competitiveness and exports of Croatian SME-s
The Financing Agreement for PHARE 2006 between the Croatian Government and the European Commission was signed on 31 January 2007.
38
European Funds for Croatian Projects
IN THIS CHAPTER YOU WILL FIND: ● Detailed overview of the Instrument for Pre-accession Assistance ● Detailed overview of the Operational Programmes in Croatia. The Instrument for Pre-Accession Assistance (IPA) was set up for the period 2007 – 2013 to facilitate the entry of the Candidate Countries, like Croatia, as well as Potential Candidates into the European Union. The programme in Croatia replaces the CARDS programme and the pre-accession instruments PHARE, ISPA and SAPARD. IPA is available to Croatia from 2007 until accession to the EU.
The political path of the Croatian accession process has always been accompanied by appropriate financial instruments, in order to assist the country with timely and efficient fulfilment of accession priorities. By this process, the European Commission is getting the most out of previous enlargement experiences and incorporates lessons learnt in their future actions with the aim of minimizing past shortcomings. Figure 1 shows the evolution of the pre-accession financial instruments available for Croatia.
Figure 1. The evolution of financial assistance provided to Croatia
CARDS
2000-2004/2006
PHARE and ISPA + SAPARD
2005-2006
I PA
2007 -
STRUCTURAL FUNDS and COHESION FUND Agricultural and rural development funds
after EU accession
In this regard, the European Commission developed a new pre-accession instrument called Instrument for Pre-Accession Assistance (IPA). This instrument rationalises pre-accession aid and streamlines actions and efforts within the overall process and focuses on what will soon be expected from Croatia as a Member State13.
For example, in Croatia the responsible public institutions already operate under a decentralised management system and have developed autonomous programming and management capacities while this is still not the case with potential candidates for EU accession.
As a new instrument IPA also makes a clear differentiation between the two groups of beneficiary countries, namely Candidate Countries and Potential Candidate Countries. Why? For Candidate Countries like Croatia, part of the IPA funding is designated to preparing public authorities for the management of the EU Funds after accession, which for Potential Candidates will be a necessity in the longer run. There also exists a different administrative, programming and management capacity in the two groups of countries.
To know more IPA provides focussed pre-accession financial aid to the following 2 groups of countries: □ Candidate Countries - Croatia, Turkey and
Macedonia. □ Potential Candidate Countries - Albania, Bosnia
and Herzegovina, Montenegro, Serbia and Kosovo. This financial assistance is intended to help these countries to introduce the necessary political, economic and institutional reforms in line with EU standards.
13
40
More about EU funds for Member States is provided in Chapter IV
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
IPA PROGRAMME FRAMEWORK – LEGAL, PROGRAMMING AND INSTITUTIONAL ASPECTS In essence, IPA support is envisaged to help Croatia implement the reforms needed to become a Member State of the European Union but with clear perspective and emphasis on building experience and systems to be able to handle future EU funds, much larger in scope and scale. The major objective of IPA is to channel all EU pre-accession assistance for Croatia towards achieving the priorities stated in i) the Accession Partnership document, ii) the annual European Commission Progress report for Croatia on progress made in the process of preparing for EU accession and iii) the annually updated National Programme for Integration into the EU.
IPA has been established by Council Regulation 1085/200614 that sets the overall framework for the assistance and general principles of assistance. More detailed implementation rules are outlined in Regulation 718/200715. In addition, the financial framework of the programme is set by the European Commission in the MultiAnnual Indicative Financial Framework (MIFF) and Multi-Annual Indicative Planning Document (MIPD). MIFF contains data on financial distribution across beneficiary countries and the five components of IPA and the Multi-Annual Indicative Planning Document (MIPD), represents policy priorities for each country across various sectors (see Figure 2).
Figure 2. A 3-level implementation framework of IPA
ENLARGEMENT PACKAGE, Including Multi-annual Indicative Financial Framework (MIFF) divided by country and IPA components
Multi-annual Indicative Planning Document (MIPD) by country for all relevant components
Comp I
Comp II
Comp III
Comp IV
Comp V
National or Regional Projects
8 Operational Programmes 2007-2013
3 Operational Programmes 2007 - 2009
1 Operational Programme
1 Rural Development Plan
Individual projects fiches for each financial year – 2007, 2008, 2009.
Hungary-Croatia Slovenia – Croatia Adriatic CBC Croatia - Bosnia and Herzegovina Croatia – Montenegro Croatia – Serbia
Operational Programme “Human Resource Development” 2007-2009
Agriculture and Rural Development Plan 2007-2013
III a)Transport III b) Environment III c) Regional Competitiveness
South East Europe Mediterranean
14 15
http://eur-lex.europa.eu/LexUriServ/site/en/oj/2006/l_210/l_21020060731en00820093.pdf http://eur-lex.europa.eu/LexUriServ/site/en/oj/2007/l_170/l_17020070629en00010066.pdf
41
European Funds for Croatian Projects
IPA assistance is provided in line with country MIPD through multi-annual and annual programmes depending on the programme component, representing a rather new approach in terms of EU support for Croatia. The approach allows for better planning of resources and the pursuit of stronger impact towards modernisation of the areas covered by Union assistance. By its nature IPA is a multiannual instrument, but is reviewed annually and the amounts per priority sector are also planned on annual basis. The novelty about IPA is that it is a type of “smallscale structural funds“, thus being a preparation instrument for the use of the European Union’s Structural instruments, which will be available to Croatia once it becomes an EU Member State. Following the priorities identified an appropriate structure is designated out of existing public administrative bodies for implementation of the programme. The new institutional set-up is based on 2 key levels of responsibility: ● The Central Office for Development Strategy and Coordination of EU Funds, CODEF, is the body entrusted to coordinate the overall process of preparation and coordination as regards the resources’ utilisation under IPA in Croatia. The Ministry of Finance is responsible for the overall financial management of IPA, ● Sectorial line - Ministries and state bodies in charge of the management and implementation of different IPA components; these bodies are known as Operating Structures. In almost all cases Operating Structures, i.e. responsible ministries, have delegated their tasks (but not their responsibility) for various parts of programme implementation. Of course, the institutional structure is tailored to accommodate the implementation of defined priorities and the following Figure 3 provides an overview of IPA institutional structure in Croatia, according to Government Regulations and Decisions16.
Regulation on Responsible Institutions designating for management of IPA (OG 18/07, 82/07, 34/08); Decision on nominating persons responsible for management of IPA (OG 18/07, 82/07, 24/08, 34/08)
16
42
Croatian Waters
Croatian Railways Infrastructure
Central Finance and Contracting Agency
Source: Central Office for Development Strategy and Co-ordination of EU Funds
Deputy General Manager
President of the Management Board
State Secretary
Director
Ministry of the Regional Development, Forestry and Water Management (MRDFWM) Directorate for Integrated Regional Development
Central Office for Development Strategy and Co-ordination of EU Funds Department for EU Programmes in the Field of Capacity Building for EU Accession
State Secretary
State Secretary, MSES
State Secretary, MRDFWM
Environmental Protection and Energy Efficiency Fund
Ministry of Economy, Labour and Entrepreneurship Department for preparation and implementation of EU programmes and projects
Director
Ministry of Environmental Protection, Physical Planning and Construction Directorate for Strategic and Integration Process in Environmental Protection
State Secretary
IPA Component III c Regional Development Regional Competitiveness
Head of Division
Ministry of Finance National Fund
State Secretary
National Authorising Officer
State Secretary
IPA Component III b Regional Development Environment
Ministry of the Regional Development, Forestry and Water Management Department for Water Management
State Secretary
Deputy State Secretary
IPA Component III a Regional Development Transport
Ministry of the Sea, Transport and Infrastructure Directorate for Strategic Infrastructural Projects
IPA Component II Cross-border Co-operation
IPA Component I Transition Assistance and Institution Building
Central Office for Development Strategy and Co-ordination of EU Funds Department for EU Programmes in the Field of Economic and Social Cohesion
Deputy State Secretary
Strategic Co-ordinator for Components III and IV
Ministry of Finance
Minister of Finance
State Secretary
Central Office for Development Strategy and Co-ordination of EU Funds
Competent Accrediting Officer
National IPA Co-ordinator
Legend:
Ministry of Health and Social Welfare Directorate for Social Welfare
Croatian Employment Service
Director
Ministry of Economy, Labour and Entrepreneurship Directorate for Labour and Labour Market
State Secretary
Agency for Vocational Education and Training
Director
Ministry of Science, Education and Sports (MSES) Directorate for Secondary Education
Ministry of Agriculture, Fisheries and Rural Develoment Directorate for Rural Development
Assistant Minister
Ministry of Agriculture, Fisheries and Rural Develoment Directorate for Rural Development
State Secretary
IPA Component V Rural Development
Coordination Implementation
State Secretary
IPA Component IV Human Resources Development
Head of Division
Ministry of Finance Independant Internal Audit Division
Audit Authority Independant department for audit of EU funds within Ministry of Finance
State Secretary
Figure 3. Institutional structure for management of IPA in Croatia
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
43
European Funds for Croatian Projects
SCOPE AND OBJECTIVES OF IPA IPA funding is channelled in five components. Each component covers one or more policy areas: Component I. Transition Assistance and Institution Building – IPA TAIB This component represents a kind of follow-up of the activities under the PHARE programme, excluding its economic and social cohesion part.
What is institution building? An important part of the EU assistance is strengthening institutional capacity, or “institution building”. It involves the adaptation and strengthening of the democratic institutions, the public administration and the organizations which have a responsibility for implementing and enforcing EU legislation. The integration process is not just a question of approximating Candidate Country’s legislation to that of the Union (the acquis). It should also ensure the effective and efficient implementation of the legal texts, meaning activities which strengthen the knowledge, abilities, skills and behaviour of civil servants, public officials, professionals and actors from the non-governmental and private sector that enables them to perform effectively. Advice on implementing the acquis is often provided via twinning arrangements. Component II. Cross-Border Cooperation – IPA CBC Funding for this component will encompass joint cross-border projects which will be implemented by Croatia, on one side, and other IPA beneficiary countries or Member States, on the other side. Component III. Regional Development – IPA-RD IPA-Regional Development represents a continuation of the ISPA programme and the economic and social cohesion part of the PHARE program. It provides financial resources for: ● large scale infrastructure projects in the area of transport and environment, ● projects promoting regional competitiveness and balanced regional development. This component of IPA is a precursor for the use of the European Fund for Regional Development and Cohesion Fund, upon accession.
44
What is economic and social cohesion? This means balanced and sustainable development, reducing structural disparities between regions and countries and promoting equal opportunities for work and living for all individuals. In practical terms it is achieved by means of a variety of financing operations/ initiatives supported by EU funding instruments like IPA, Structural Funds and others. Component IV. Human Resources Development – IPA HRD IPA-HRD, being a precursor to the European Social Fund, will finance projects mainly in the areas of education, employment and social cohesion. Component V. Development
Rural Development – IPA-Rural
This component builds upon the SAPARD programme and ensures financial resources for projects dealing with implementation of the acquis communautaire in the area of agriculture, as well as those that promote development in rural areas. The following diagram presents the evolution of the programmes from CARDS, through Phare, ISPA, SAPARD, various IPA components and future Structural Funds (ESF, ERDF), Cohesion Fund, European Agricultural Fund for Rural Development (EAFRD) and European Fisheries Fund (EFF), based on the eligible scope of action and mechanism of operation.
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
Figure 4. Links between various Pre-accession programmes and Structural instruments
CARDS Pre-accession programmes
PHARE
Component I. Transition Assistance & Institution Building
ESF ERDF CF EAFRD EFF
ISPA
Component II. Cross-Border Cooperation
ERDF
SAPARD
Component III. Regional Development
COHESION FUND
Component IV. Human resources Development
ESF
Component V. Rural Development
EAFRD EFF
Instruments of Cohesion, Agricultural and Fisheries Policy
FROM PROGRAMMING TO IMPLEMENTATION OF IPA The process of programming is the initial step before an EU programme can become operational. In general each EU financial instrument, including the external assistance programmes like IPA, goes through this process. As mentioned in relation to other programmes – CARDS and pre-accession programmes, IPA is also determined by multiannual strategic documents which establish the priorities to be achieved. In addition, unlike the other previous pre-accession programmes, IPA introduces a programming approach where multiannual programmes are delivered – so called Operational Programmes, similar to the financial instruments that are to be used after accession. This is a characteristics of the new instrument.
Main phases of IPA programming process cover: Phase 1. Formulating the Strategic Framework. Phase 2. Operationalizing the Strategy – developing specific programming and planning documents as the basis for IPA implementation, defining IPA structure and operational programmes, specifying project parameters through project fiches or individual measures.
Phase 1. Formulating the Strategic Framework for IPA First of all, the programming of funds necessitates developing a framework of strategic documents which formulate and elaborate in detail the identified national priority sectors and actions which need funding. The IPA financial assistance for Croatia is accession driven and actions stem from priorities identified in the Accession Partnership document and in the enlargement strategy paper and progress reports that form the so called enlargement package17. Additionally, a Strategic Development Framework 2006-2013 for Croatia, and different sectoral strategies at national level are also elaborated, forming a key part of the strategic framework which lays the grounds for IPA. Since Croatia is preparing to become an EU member, the priorities regarding the country’s development are completely in line with EU strategic policy priorities, e.g. social and economic cohesion, sustainable development, research and innovation, rural development etc. Next, based on the fundamental EU and national strategic documents, further IPA-specific programming and planning documents are elaborated to facilitate its practical implementation.
Phase 3. Announcing tenders and calls for project proposals. http://ec.europa.eu/enlargement/key_documents/reports_ nov_2007_en.htm 17
45
European Funds for Croatian Projects
Main documents include: ● An annual programme for Component I and a multi-annual programme for other components are designed jointly by the European Commission and Croatian authorities. They outline how the IPA structure is defined, including thematic components, operational programmes and detailed thematic priorities. ● An umbrella strategic document called the Strategic Coherence Framework 2007-201318 gives the framework for the implementation of components III and IV of IPA which prepare Croatia for the management and implementation of the EU Structural Funds after accession. Moreover, those priorities which have been developed in line with the general guidelines of the EU Lisbon Strategy. ● Interventions in the area of rural development under Component V are regulated by a special document entitled “IPARD Program 20072013: Agriculture and Rural Development Programme”19 which Croatia has developed in cooperation with the European Commission sectoral services. ● Additional programming documents under Component II are elaborated for the IPA Cross-Border Cooperation programmes20 with different partner countries. For the coordination of IPA programming and overall implementation in Croatia the main responsibility lies with the Central Office for Development Strategy and Coordination of EU Funds (CODEF)21. Further information about IPA programming, can be found at the DG Enlargement web site22. Phase 2. Operationalizing the strategy: from strategic to operational level For component I, this activity is known by experts as a project identification and preparation exercise. It is carried out by the committed state institutions with support of the Central Office for Development Strategy and Coordination of EU Funds. To put it simply, it means developing project ideas into projects and preparing the so called “project fiches”. Each project fiche defines the main project parameters, e.g. objectives to be achieved, expected results and impact, way of implementation, planned resources, involved institutions, etc.
18 19 20 21 22
46
For other IPA components, which function on a more “structural instruments” type of activities, the operationalisation means preparation of the Operational programmes down to the level of individual measures.
What is an Operational Programme (OP)? In the context of IPA, this is a multi-annual document drafted by the relevant state institution in the beneficiary country and approved by the European Commission. The OP defines in detail the priority areas and the corresponding measures and required resources. The OP priorities should be based on relevant EU policy document, national strategic documents, relevant socio-economic analysis and partnership consultation process. The OP is legally binding document adopted by European Commission decision. Phase 3. Announcing tenders and calls for project proposals: from institutions to society and people IPA opportunities are open for all interested organizations, such as regional and local authorities, private companies, NGOs, academic institutions, etc. In some cases invitations for tenders and proposals are only open for organizations from Croatia, in other cases it is possible that organizations from other European countries are allowed to take part, especially when it comes to invitations for proposals with cross-border cooperation or for tenders involving technical assistance, exchange of experiences or best practices. As mentioned before, designated sectoral ministries shown in Figure 4 have the overall responsibility for OP management but may decide to delegate some of their tasks to Implementing Agencies. Usually, those tasks are the tendering and contracting of projects or measures under different priorities in the Operational Programmes. IPA components are implemented through various projects. In line with the project document and Operational Programme measure, some of them are planned to be implemented through invitations for proposals, others are foreseen to follow procurement procedures. More information about procurement procedures is provided in Chapter V.
www.strategija.hr/lgs.axd?t=16&id=473 www.strategija.hr/lgs.axd?t=16&id=515 http://www.strategija.hr/Default.aspx?sec=140 http://www.strategija.hr/Default.aspx?sec=108 http://ec.europa.eu/enlargement/how-does-it-work/financial-assistance/programming-ipa_en.htm
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
WHAT IS PLANNED WITHIN EACH COMPONENT IN CROATIA? IPA Component I: Transition Assistance and Institution Building Component I – Transition Assistance and Institution Building (IPA-TAIB) - involves institution building measures and associated investment in Croatia with a view to meeting the criteria for EU accession. Efforts will be mainly focused towards full alignment with the EU acquis. The priority projects are decided annually within the Annual Action Plan and formally adopted in the framework of the Financing Agreement to be signed between the European Commission and the Croatian Government. As with the CARDS and Phare programmes IPA TAIB is programmed within an agreed project fiche format. IPA TAIB is not the main but rather a complementary tool to support the capacity building needs of the institutional structures in Croatia which will be in charge of the management, implementation, coordination and monitoring of EU structural funding. This component is not supposed to channel funds for projects in the field of economic and social cohesion. In 2007, project proposals in the fields of energy, social policy and employment, agriculture, environment, judiciary etc. were agreed with the European Commission. Through those projects, assistance is provided for alignment with EU standards and its implementation and enforcement in Croatia. Assistance generally, like in the majority of CARDS and PHARE projects, takes the form of technical assistance, twinning and supply of the equipment.
IPA Component II: Cross-Border Cooperation Component II - Cross-Border Cooperation (IPACBC) - supports programmes related to cross-border cooperation between the Croatian border regions and the neighbouring EU countries. Additionally, funds will be allocated to cross-border cooperation programmes with Potential Candidate Countries. In more particular terms, Croatia participates in the following IPA CBC programmes: ● ● ● ●
Hungary – Croatia CBC OP, 2007 – 2013 Slovenia – Croatia CBC OP, 2007 – 2013 Adriatic CBC OP, 2007 – 2013 Croatia – Bosnia and Herzegovina CBC OP, 2007 – 2013 ● Croatia – Montenegro CBC OP, 2007 – 2013 ● Croatia – Serbia CBC OP, 2007 – 2013 It will also fund the participation of Croatian local authorities and organisations in Structural Funds' in the following trans-national co–operation programmes: ● South East Europe OP 2007 – 2013 ● Mediterranean OP 2007 – 2013
THE HUNGARY-CROATIA CROSS BORDER COOPERATION OPERATIONAL PROGRAMME, 2007 – 2013 The Hungary-Croatia IPA Cross-Border Cooperation Programme will be implemented within the 2007-2013 European Union financial framework. The strategic document is based on a joint strategic planning effort of the Croatian and Hungarian parties, subject to the final approval of the European Commission.
Implementation of the IPA-TAIB The overall responsibility for the implementation of the TAIB Annual Action programme lies with the Central Office for Development Strategy and Coordination of EU Funds but the office closely cooperates with other public authorities and beneficiaries of projects on all aspects required for successful project management and implementation. For information about IPA tender opportunities under IPA Component I refer to the web site of the Central Finance and Contracting Agency23.
23
http://www.safu.hr/en/tenders
Eligible area The eligible area lies on the South-Western border of Hungary and North-Eastern border of Croatia (see Map 1). The two countries are separated by the River Drava forming the greatest part of their common border. On the Croatian side, in addition to the border counties of Međjimurska, KoprivničkoKriževačka, Virovitičko-Podravska and OsječkoBaranjska, four other counties have expressed their interest in participating in the present programme with Hungary. Following a common decision the Counties of Varaždinska, Bjelovarsko-bilogorska, Požesko-slavonska and Vukovarsko-srijemska are eligible.
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Map 1. Eligible area for Hungary – Croatia CBC Operational Programme, 2007 - 201324
Priorities The two countries put their strategic development priorities in a joint programming document. Based on their joint situation and SWOT analysis potential areas for financial intervention have been identified for the region. Three common priorities have been identified, shown in Table 18: Table 18. Priorities and measures of Hungary – Croatia CBC Operational Programme, 2007 - 2013 Priority 1 – Sustainable Environment and Tourism
Priority 2 – Co-operative Economy and Intercommunity Human Resource Development
Priority 3 – Technical Assistance
Measure 1.1. Sustainable and Attractive Environment
Measure 2.1. Co-operative Economy
Measure 3.1. Programme implementation, support and control activities
Measure 1.2. Sustainable Tourism in the Mura-DravaDanube River Area
Measure 2.2. Intercommunity Human Resources Development
Measure 3.2. Information and publicity activities
Priority 1 - Sustainable Environment and Tourism will foster environmental sustainability and safety in the border region, as well as the complex ecotourism development of the Mura-Drava-Danube River Area and its immediate surroundings. As a result a joint ecotourism product will be created on the basis of the area’s sustainable rich natural and cultural heritage.
Under this priority the following activities will be eligible for financing: ● Elaboration of a regional tourism product plan, ● Development of an infrastructure for active and ecotourism in the river border area, a development of thematic routes of cultural heritage,
24 Eligible area for Hungary – Croatia CBC Programme 2007 – 2013, major cities and road infrastructure (Source: Hungarian Central Statistical Office(HCSO; Republic of Croatia - Central Bureau of Statistics, CROSTAT; ESRI
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● Promotion of the river area as a single touristic product, ● Private investment attraction. The aim of Priority 2 Co-operative Economy and Intercommunity Human Resource Development is the facilitation of economic ties, including business contacts, cross-border employment opportunities and cross-border research, development and innovation activity. The priority will also promote the establishment of educational and cultural connections, as well as bilingualism in the HungarianCroatian border region. Measures in this priority will support local actors who rebuild the severed ties in the border region to create organic, coherent, and vibrant socioeconomic relations. Under this priority the following activities will be eligible for financing: ● Cross-border business partner finding ● Cross-border labour market mobility promotion services ● Joint research, development and innovation ● Joint local-regional planning, strategies drawn up jointly by municipalities and/or deconcentrated state bodies ● Joint cross-border education and other training projects between educational institutions ● People to people activities (sports, cultural events, gastronomic festivals) ● Bilingualism activities Priority 3 – Technical Assistance will ensure the successful operation of the programme and will contribute to an effective project generation, thus increasing the quality of projects funded by the programme.
Implementation aspect Common financial resources available in the Programme will be used within a framework of an open call system. Implementation of the Programme will be carried out in a joint structure through common projects and joint decision making. Who benefits from the CBC Programme? The regional and local authorities, schools, research and educational institutions, private companies, tourist organisations, nature protection institutions, NGOs and people living in the eligible regions.
THE SLOVENIA-CROATIA CROSSBORDER CO-OPERATION OPERATIONAL PROGRAMME, 2007-2013 The Cross-border Co-operation Operational Programme Slovenia-Croatia 2007-2013 is a development programme jointly designed by Slovenia and Croatia to tackle common problems and exploit shared potentials. The Operational Programme contains a development strategy and its implementation arrangements for the eligible area (see Map 2) comprising NUTS level 3 regions along the Slovenian - Croatian border: Pomurska, Podravska, Savinjska, Spodnjeposavska, Jugovzhodna Slovenija, Notranjsko-kraška, Obalnokraška and Osrednjeslovenska regions in Slovenia and Međimurje, Varaždin, Krapina-Zagorje, Zagreb, Karlovac, Primorje-Gorski kotor, Istria and City of Zagreb in Croatia.
Map 2. Eligible area for Slovenia – Croatia CBC Operational Programme, 2007 – 2013
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European Funds for Croatian Projects
Priorities The programme objective will be achieved by supporting two major priorities, shown in Figure 5:
Measures
Priorities
Figure 5. Priorities and measures of Slovenia – Croatia CBC Operational Programme, 2007 - 2013
Economic and Social Development
Sustainable Management of Natural Resources
Tourism and rural development
Environmental protection
Development of entrepreneurship
Preservation of protected areas
Technical Assistance
Social integration
The priority ‘Economic and Social Development’ focuses on the support of entrepreneurship, as well as on the improvement of tourism, rural development, and cultural and social exchanges. The ‘Sustainable Management of Natural Resources’ focuses on supporting cooperation in the field of the environment, natural resources protection and sustainable development, in particular protection of the environment and preservation and revitalization of natural assets of the cross-border area.
Implementation aspect Projects will be selected via single invitations for proposals covering the whole eligible area. All details about project preparation, submission and selection will be included in the application pack, which will be a constituent part of the invitation for proposals. Who benefits from the programme?
The third priority Technical Assistance aims to support a prompt and smooth implementation of the Programme. Horizontal themes of this programme are Human Resources Development and Information Society, and are to be integrated to a reasonable degree into every type of operation where appropriate. Both Human Resources Development and Information Society have to be understood as horizontal tools to support the achievement of the objectives of the selected priorities. Human resources development is related to the formal or non-formal type of education or the training of those involved in the project (partners, target groups). The programme stimulates the use of information technologies not only in business but also for the purposes of management and protection of the environment, preservation and revitalisation of nature and culture, as well as for setting up and implementing coordination mechanisms. 50
Beneficiaries of the priorities 1 and 2: Economic and social development and sustainable management of environment are non-profit legal persons established by public or private law, belonging to one of the following groups: ● Regional and local public authorities; ● Public bodies and public equivalent bodies such as: (funds, institutions, agencies) established by the state or a municipality, research and development institutions, education and training institutions, health care institutions, institutions for the protection of the natural and cultural heritage, local and regional development agencies etc.; ● Non-governmental organisations such as associations, foundations; ● Status as a freelance art workers/freelance artists; ● Chambers of commerce, agriculture, crafts and industry, clusters registered as nonprofit legal persons;
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● Legal entities established by private law (societies) with non-profit status and purpose of operating, such as local and regional development agencies registered as companies, local tourism organizations, training organizations etc.
The beneficiaries of the priority technical assistance are primarily institutions managing the programme.
THE ADRIATIC CROSS BORDER COOPERATION OPERATIONAL PROGRAMME, 2007 - 2013 The Adriatic CBC Operational Programme supports joint projects between Croatia and coastal regions of Italy, Slovenia, Greece and the Potential Candidate Countries along the Adriatic coast. The Operational Programme will be implemented within the 2007-2013 European Union financial framework. The Operational Programme contains a development strategy and implementation arrangements for the eligible area (see Map 3 and Table 19). Map 3. Eligible area for Adriatic CBC Operational Programme, 2007 – 2013
Table 19. The eligible regions for the financial support under the Adriatic CBC Operational Programme, 2007 - 2013 Italy
Nuts 3
Pescara, Teramo, Chieti, Ferrara, Forlì-Cesena, Rimini,Ravenna, Trieste, Gorizia, Udine, Pesaro-Urbino, Ancona, Macerata, Ascoli Piceno, Campobasso, Foggia, Bari, Brindisi, Lecce, Venezia, Rovigo, Padova
Slovenia
Nuts 3
Obalno-kraška
Greece
Nuts 3
Kerkyra, Thesprotia
Croatia
Equivalent Nuts 3 areas
Dubrovnik-Neretva, Istra;Lika-Senj; Primorje-Gorski kotar; Šibenik-Knin; Split-Dalmatia and Zadar
Bosnia and Herzegovina
Equivalent Nuts 3 areas
Bileća, Čapljina, Čitluk, Gacko, Grude, Jablanica, Konjic, Kupres, Livno, Ljubinje, Ljubuški, Mostar, Neum, Nevesinje, Posušje, Prozor/Rama, Ravno, Široki Brijeg, Stolac, Berkovići, Tomislavgrad, Trebinje and Istočni Mostar
Montenegro
Equivalent Nuts 3 areas
Bar, Budva, Cetinje, Danilovgrad, Herceg Novi, Kotor, Nikšić, Podgorica, Tivat, Ulcinj
Albania
Equivalent Nuts 3 areas
Fier, Durrës, Lezhë, Shkodër, Tiranë, Vlorë
Serbia
Whole territory (phasing out)
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Priorities The countries have jointly identified three major priorities for implementation, shown in Table 20. Table 20. Priorities and measures of Adriatic CBC Operational Programme, 2007 - 2013 Priority 1 – Economic, social and institutional cooperation
Measure 1.1. Research and Innovation Measure 1.2. Financial Support for Innovative SMEs Measure 1.3. Social, Health and Labour Networks Measure 1.4. Institutional Cooperation
Priority 2 – Natural and cultural resources and risk management
Measure 2.1. Protection and Enhancement of the Marine and Coastal Environment Measure 2.2. Natural and Cultural Resource Management and Prevention of Natural and Technological Risks Measure 2.3. Energy Saving and Renewable Energy Resources Measure 2.4. Sustainable Tourism
Priority 3 – Accessibility and networks
Measure 3.1. Physical Infrastructure Measure 3.2. Sustainable Mobility Systems Measure 3.3. Communication Networks
Priority 4 – Technical assistance
Measure 4.1. Administration and implementation Measure 4.2. Information, publicity and evaluation
The general objective of the Priority 1 - Economic social and institutional cooperation is to strengthen research and innovation in order to contribute to competitiveness and increase the development of the Adriatic area through economic, social and institutional cooperation. Possible activities might include: Establishment of cooperation networks between Universities, Research Centers and other qualified organizations; developing competitive and cooperative mechanisms to guarantee funds for the most promising researchers; supporting and facilitating advanced research activities; fostering researcher mobility and, in particular, the exchange of researchers and technicians between enterprises and universities; reinforcement of systemic cooperation between research and private/public companies; creating international technological platforms; capacity building and transfer of know-how; promoting the dissemination of best practice; creating scientific and technological networks in the Adriatic area for the exchange of information, data and experiences on research and innovation; creating ICT facilities to support SMEs and start-ups processes and supporting the creation of regional and interregional clusters of excellence; promotion of joint research activity between enterprises and universities and developing partnership for innovation, and by supporting the creation of regional and transregional clusters of excellence. 52
The Priority 2 - Natural and cultural resources and risk prevention aims to promote, improve and protect natural and cultural resources through a joint management of technological and natural risks. Possible initiatives might include: Reinforcing local authority competence in the joint management of the marine and coastal environment through the promotion of a common planning policy; implementation of specific studies of the coastal environmental system; developing common instruments for integrated coastal zone management; marine-coastal environment monitoring also through a joint Geographical Information System (GIS); joint projects for the protection of inland water from widespread pollution, from alien and invasive species and the control of sea water quality; strengthening of ecological systems and protection of biodiversity to improve environmental quality and the promotion of economic and social sustainable development; prevention of coastal erosion; scientific research to improve sustainable and responsible use of marine food resources to guarantee food supply quality, protection of the NATURA 2000 sites. Priority 3 - Accessibility of networks aims to strengthen and integrate existing infrastructure networks, to promote and develop transportation, information and communication services.
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Examples of possible initiatives are: Modernization and strengthening of port and airport facilities and improving the security of goods and carriers. Priority 4 - Technical Assistance is designed to support the successful overall programme implementation.
Who benefits from the programme? Research Centers and Institutions, Universities, enterprises, Public Organizations and bodies, and public equivalent authorities (ports and airports authorities) are the main beneficiaries of the projects. In addition local and regional authorities will clearly profit from the financial support provided as will the general public in the regions.
Implementation aspects The aim of the Programme is to achieve high quality result orientated projects of strategic character, relevant to the Programme area. Projects will be generated through open and restricted calls for proposals.
THE CROATIA - BOSNIA AND HERZEGOVINA CROSS BORDER COOPERATION OPERATIONAL PROGRAMME, 2007 - 2013 The Operational Programme supports joint projects between Croatia and Bosnia and Herzegovina, which will be implemented during the period 2007-2013. This strategic document is based on a joint planning effort of the Croatian and Bosnian parties. The eligible area for Croatia – Bosnia and Herzegovina CBC Operational Programme 2007-2013 is shown in Map 4. Map 4. Eligible area for Croatia – Bosnia and Herzegovina CBC Operational Programme, 2007 – 2013
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Priorities Based on the situation analysis of the region the following priorities shown in Table 21 have been identified:
Table 21. Priorities and measures of Croatia – Bosnia and Herzegovina CBC Operational Programme, 2007 - 2013
Priority 1 – Creation of joint economic space
Priority 2 – Improved Quality of Life and Social Cohesion
Measure 1.1. Development of joint tourist offer
Measure 2.1. Environmental protection
Measure 3.1. Support to Programme Administration and Implementation.
Measure 1.2. Promotion of entrepreneurship
Measure 2.2. Improved accessibility to community based services
Measure 3.2. Support to Programme Information, Publicity and Evaluation
Priority 1 Creation of joint economic space Under this priority the goal is to develop joint tourist packages based on a common environmental and cultural heritage and improve the competitiveness of the local tourism economy. In addition, to foster the development of the regional economy by strengthening the SME sector and business support institutions and services. Priority 2 Improved quality of life and Social Cohesion This priority is planned to be achieved by protecting and preserving the environment and by encouraging the sustainable use of natural resources in border regions through joint actions and awareness raising campaigns. As well as enabling access to community based services which impact on the well-being and social cohesion of local citizens and communities. Priority 3 Technical Assistance for programme implementation, aimed at structures responsible for successful programme delivery. Implementation aspect The Cross-Border programme operates predominantly through grant schemes based on single invitations for proposals and a single selection process covering both sides of the border. Grant award procedures shall be compliant with the provisions of the IPA Implementing Regulation
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Priority 3 – Technical Assistance
Who benefits from the programme? Direct beneficiaries of this priority are non profit legal persons, established by public or private law, belonging to one of the following groups: ● Regional and local public authorities; ● Public bodies (funds, institutions, agencies) established by the state or by a regional/ local self-government such as: research and development institutions, education and training institutions, health care institutions, institutions for the protection of natural and cultural heritage, local and regional development agencies, tourist agencies and associations, etc.; ● Private institutes, established by the private law, ,such as educational or research institutes, as long as they operate on a non-profit basis; ● Non-governmental organisations such as associations and foundations; ● Chambers of commerce, agriculture, crafts and industry, clusters registered as non-profit legal persons; ● Agricultural associations and cooperatives. ● National and Regional Parks, Landscape Parks.
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THE CROATIA - MONTENEGRO CROSS BORDER COOPERATION OPERATIONAL PROGRAMME, 2007 - 2013 The Operational programme for cross-border cooperation areas between Croatia and Montenegro will be implemented during the period 2007-2013. This strategic document is based on a joint planning effort by the Croatian and Montenegrin parties. Eligible regions under the programme are shown in Map 5 and Table 22. Map 5. Eligible area for Croatia – Montenegro CBC Operational Programme, 2007 – 2013
Table 22. The eligible regions under the Croatia - Montenegro CBC Operational Programme, 2007 - 2013
Croatia (NUTS III, Counties)
Montenegro (Municipalities)
Eligible area (Art. 88)
Adjacent area (Art. 97)
Eligible area (Art. 88)
Adjacent area (Art. 97)
Dubrovnik-Neretva County
Split-Dalmatia County
Herceg Novi Kotor Tivat Budva Bar Ulcinj Cetinje
Nikšić Podgorica Danilovgrad
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Priorities Based on the situation and SWOT analysis of the eligible area the following priorities (see Table 23) have been identified: Table 23. Priorities and measures of Croatia – Montenegro CBC Operational Programme, 2007 - 2013 Priority 1 – Creation of favourable environmental and socio-economic conditions
Priority 2 – Technical Assistance
Measure 1.1. Joint actions for environment, nature and cultural heritage protection
Measure 2.1. Programme Administration and Implementation
Measure 1.2. Joint tourism and cultural space
Measure 2.2. Programme Information, Publicity and Evaluation
Measure 1.3. Small cross-border community development projects
Under Priority 1 - Creation of favourable environmental and socio-economic conditions the following activities may be financed: Joint planning and capacity building activities for solid waste management and waste water management systems; joint planning and capacity building activities for water supply, waste water and solid waste systems with cross border impacts; planning and establishment of networks for joint environmental interventions on land and sea (joint fire fighting schemes, joint interventions in case of sea pollution, purchase of equipment of joint interest/use, etc); joint environmental programmes and initiatives (river catchments management, air pollution, sea pollution etc.); identification and clean-up of uncontrolled waste disposal sites and development of prevention measures; cross-border studies and direct actions on the applicability of renewable energy sources; cross-border studies on the environmental impacts of human activities; awareness raising activities – public information and participation; education and know how transfer relating to environmental protection; elaboration of cross-border regional plans and programs for intervention related to environment protection; elaboration of joint plans and programmes for the management of protected areas and NATURA 2000 sites; small-scale reconstruction of cultural/ architectural heritage. Priority 2 – Technical Assistance is primarily aimed at structures designated for programme implementation with the goal of supporting successful programme management and implementation.
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Implementation aspect The Cross-Border Programme operates predominantly through grant schemes based on single invitations for proposals and a single selection process covering both sides of the border. Grant award procedures shall be compliant with the provisions of the IPA Implementing Regulation. Who benefits from the Programme? Direct beneficiaries are non profit legal entities established by public or private law for the purposes of public interest or public companies meeting needs of general interest, belonging to one of the following groups: ● Public companies in charge of communal infrastructure and waste management (Utility companies) ● Emergency services ● Local and regional self-government units ● Agencies and other public bodies in charge of environmental and nature protection ● Educational and Research Public Institutes ● NGOs ● Regional/local development agencies, etc.
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
THE CROATIA - SERBIA CROSS BORDER COOPERATION OPERATIONAL PROGRAMME, 2007 - 2013 The Cross Border Cooperation Operational Programme between Croatia and Serbia will be implemented during the period 2007-13. This strategic document is based on a joint planning effort by the Croatian and Serbian parties. Eligible regions under the programme are shown in Map 6 and Table 24. Map 6. Eligible area for Croatia – Serbia CBC Operational Programme, 2007 – 2013
Table 24. The eligible regions under the Croatia - Serbia CBC Operational Programme, 2007 - 2013
Regions
Article 88
Article 97
Eligible Region
Adjacent Region
Croatia Osjek-Baranja county
Equivalent to the NUTS 3 region
Vukovar- Srijem county
Equivalent to the NUTS 3 region
Požega-Slavonija county
Equivalent to the NUTS 3 region
Brod-Posavina county
Equivalent to the NUTS 3 region Serbia
Srem district
Equivalent to the NUTS 3 region
South Bačka district
Equivalent to the NUTS 3 region
West Bačka district
Equivalent to the NUTS 3 region
North Bačka district
Equivalent to the NUTS 3 region
Mačvanska district
Equivalent to NUTS 3 region
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Priorities From a joint study of the situation and SWOT analysis of the region, shared priorities have been identified (see Table 25). Table 25. Priorities and measures of Croatia – Serbia CBC Operational Programme, 2007 - 2013 Priority 1 – Sustainable Socio-Economic Development
Priority 2 – Technical Assistance
Measure 1.1. Economic Development
Measure 2.1. Programme Administration and Implementation
Measure 1.2. Environmental Protection
Measure 2.2. Programme Information, Publicity and Evaluation
Measure 1.3. People to People
education and training institutions, health care institutions, local and regional development agencies, tourist agencies and associations, etc., ● Non-governmental organisations such as associations and foundations ● Private institutes established by private law entities for meeting needs of general interest as long as they operate on a non-profit basis ● Agricultural associations and cooperatives
Under Priority 1 - Sustainable social-economic development, more specific aims are the promotion of business cooperation, increased cross-border trade, developing labour market mobility, crossborder research development and innovation and joint economic planning; stimulating tourism development based on the cross-border regional identity and the natural and cultural assets of the cross-border region; protecting and safeguarding the natural assets of the cross-border region by taking joint actions and by increasing public awareness and promoting good neighbourly relations across the border between local communities. The goal of Priority 2 - Technical Assistance is to raise the capacity for successful programme management and implementation by relevant responsible structures. Implementation aspect The Cross-Border Programme operates predominantly through grant schemes based on single invitations for proposals and a single selection process covering both sides of the border. Who benefits from the programme? Direct beneficiaries are non profit legal persons established by public or private law, belonging to one of the following groups: ● Regional /local public authorities ● Chambers of commerce, crafts, agriculture, industry ● Clusters registered as non-profit legal entities ● Public/non-profit organisations (funds, institutions, agencies) established by the state or a regional/local self-government such as: research and development institutions, 58
PARTICIPATION OF CROATIA IN TRANSNATIONAL COOPERATION PROGRAMMES The establishment and development of transnational co–operation is one of the priorities of the European Territorial Co–operation objective of the Structural Funds 2007–201325. The South–East European Space and Mediterranean Space Operational Programmes are specifying the cooperation priorities and actions to be implemented by the participating countries. The priorities are implemented through single invitations for proposals covering the eligible territory for the respective programme26. The entire territory of Croatia is eligible for the Operational Programmes “South–East European” and “Mediterranean”. Specific programme for financing the participation of Croatian organizations in those two programmes as part of IPA Component II - Cross–Border Cooperation was approved by the European Commission.
More about European Territorial Co–operation objective and Structural Funds is provided in Chapter IV 26 More about invitation for proposals is provided in Chapter V 25
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
SOUTH EAST EUROPE OP, 2007 – 2013 The Transnational Cooperation Programme South East Europe (SEE) is part of the new Objective 3 European Territorial Cooperation for the programme period 2007 – 2013. The programme area covered by South East Europe Operational Programme (SEE OP) is a large geographical area of 2.7 million square km and includes 17 countries with a total population of 269 million (see Map 7).
Map 7. Eligible area for South East Europe Operational Programme, 2007 – 2013
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It includes all three types of aforementioned regions: Regions of Member States (among them a founding state, countries which joined at different stages of the development of the Union as well as new member states), regions of Potential and actual Candidate Countries as well as of third countries (see Table 26): Table 26. The eligible regions under the South East Europe Operational Programme, 2007 - 2013 Country Albania
Area Whole territory
Austria
Whole territory
Bosnia-Herzegovina
Whole territory
Bulgaria
Whole territory
Romania
Whole territory
Croatia
Whole territory
Former Yugoslav Republic of Macedonia
Whole territory
Greece
Whole territory
Hungary
Whole territory
Italy
Lombardia, Prov. Autonoma Bolzano/Bozen, Prov. Autonoma Trento, Veneto, Friuli-Venezia-Giulia, Emilia Romagna, Umbria, Marche, Abruzzo, Molise, Puglia Basilicata
Serbia
Whole territory
Montenegro
Whole territory
Slovakia
Whole territory
Slovenia
Whole territory
Turkey
Regions: Bati Marmara, Istanbul
Moldova
Whole territory
Ukraine
Cjermovestka Oblast, Ivano-Frankiviska Oblast, Zakarpatska Oblast, Odessa Oblast
Priorities From a joint study of situation and SWOT analysis of the region, shared priorities have been identified. These priority axes are further detailed down to the distinct level of areas of intervention as follows in Figure 6:
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Figure 6. Priorities axis and areas of interventions of South East Europe Operational Programme, 2007 - 2013
Priority Axis 1 Facilitation of innovation and entrepreneurship
Priority Axis 2 Protection and improvement of the environment
Priority Axis 3 Improvement of the accessibility
Priority Axis 4 Development of transnational synergies for sustainable growth areas
Priority Axis 5 Technical assistance to support implementation and capacity building
AoI 1.1 Develop technology & innovation networks in specific fields
AoI 2.1 Improve integrated water management and flood risk prevention
AoI 3.1 Improve co-ordination in promoting, planning and operation for primary & secondary transportation networks
AoI 4.1 Tackle crucial problems affecting metropolitan areas and regional systems of settlements
AoI 5.1 Secure the core management for the implementation of the programme
AoI 1.2 Develop the enabling environment for innovative entrepreneurship
AoI 2.2 Improve prevention of environmental risks
AoI 3.2 Develop strategies to tackle the “digital divide”
AoI 4.2 Promote a balanced pattern of attractive and acc-essible growth areas
AoI 5.2 Implement accompanying activities (…)
AoI 1.3 Enhance the framework conditions and pave the way for innovation
AoI 2.3 Promote co-operation in management of natural assets and protected areas
AoI 3.3 Improve framework conditions for multimodal platforms
AoI 4.3 Promote the use of cultural values for development
AoI 2.4 Promote energy and resource efficiency
Priority Axis 1 Facilitation of innovation and entrepreneurship shall contribute specifically to the future development of South East Europe as a place of innovation. The objective is to facilitate innovation, entrepreneurship, knowledge economy and to enhance integration and economic relations in the co-operation area. Priority Axis 2 Protection and improvement of the environment shall contribute to the improvement of the environmental conditions and to a better management of protected and other natural/semi natural areas. The objective is to override the constraints imposed by national barriers, to foresee future environmental threats and opportunities and to develop common transnational action for the protection of nature and humans. Priority Axis 3 Improvement of the accessibility shall contribute specifically to the improvement of the accessibility of local and regional actors to the European Networks. That includes physical infrastructure as well as access to the Information Society. The objective is to promote co-ordinated preparation for the development of accessibility networks and the support of multi-modality. Priority Axis 4 Development of transnational synergies for sustainable growth areas shall contribute to the balanced and polycentric patterns of the programme area. The objective is to develop
and implement integrated strategies for metropolitan areas and regional systems of settlements, optimise the area’s polycentric structures and use cultural values for sustainable development. Priority Axis 5 Technical assistance to support implementation and capacity building shall contribute to the smooth implementation of the programme while enabling the programme bodies, stakeholders, project promoters and final beneficiaries to make full use of the opportunities offered by the European Territorial Co-operation Objective 3 and transnational co-operation in particular. Implementation aspect The Transnational cooperation Operational programme South East Europe operates predominantly through grant schemes based on calls for proposals. Who benefits from the programme? Eligible project partners are public authorities; public equivalent bodies and any legal body governed by public or private law not having an industrial or commercial character. 61
European Funds for Croatian Projects
In 2004–06, CARDS funds has financed the participation of Western Balkan countries in the Neighbourhood Programme "Central, Adriatic, Danubian and South–Eastern European Space" (CADSES), one of the given 2000–2006 European transnational cooperation areas covered by the INTERREG IIIB initiative. The participation in the CADSES programme, the precursor of the 2007–13 South–East European Space Programme, provided the first opportunity for Western Balkan countries to get involved in transnational co–operation with EU Member States and, at the same time, to become familiar with the procedures of INTERREG programmes.
MEDITERRANEAN OP, 2007 – 2013 The Transnational Cooperation Operational Programme Mediterranean 2007-13 covers the following countries and regions (see also Map 8): ● Cyprus: the entire country ● France: 4 regions – Corse, LanguedocRoussillon, Provence Alpes Côte d’Azur,RhôneAlpes ● Greece: the entire country ● Italy: 18 regions : Abruzzo, Apulia, Basilicata, Calabria, Campania, Emilia-Romagna, FriuliVenezia Giulia, Lazio, Liguria, Lombardy, Marche, Molise, Umbria, Piedmonte, Sardinia, Sicily, Tuscany, Veneto.
● ● ● ●
Malta: the entire country Portugal: 2 regions – Algarve, Alentejo Slovenia: the entire country Spain: 6 autonomous regions and the two autonomous cities – Andalusia, Aragon, Catalonia, Balearic islands, Murcia, Valencia, Ceuta and Melilla ● United-Kingdom: 1 region of economic programming – Gibraltar Beyond these regions, the participation of candidate and potential Candidate Countries is eligible, but with their own funds coming from the Instrument for Pre-accession Assistance (IPA).
Map 8. Eligible area for Mediterranean Transnational Cooperation Operational Programme, 2007 – 2013
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IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
Priorities From a joint study of the situation and SWOT analysis of the region, shared priorities have been identified, as follows (see Figure 7):
Figure 7. Priorities and measures of Structure of the Mediterranean Transnational Cooperation Operational Programme, 2007 – 2013
Priorities
General orientation of the Med programme Improvement of competitiveness of the Med space in order to promote growth and employment for the next generations Promotion of territorial cohesion and environmental protection in a logic of sustainable development
Priority Axis 1 Strengthening innovation capacities
Priority Axis 2 Protection of the environment and promotion of a sustainable territorial development
Priority Axis 3 Improvement of mobility and of territorial accessibility Territorial development
Priority Axis 4 Promotion of a polycentric and integrated development of the Med space
Objective 1.1
Objective 2.1. Protection and enhancement of natural resources and heritage
Objective 3.1. Improvement of maritime accessibility and of transit capacities through multimodality and intermodality
Objective 4.1. Coordination of development policies and improvement of territorial governance
Objective 3.2
Objective 4.2.
Support to the use of information technologies for a better accessibility and territorial cooperation
Strengthening of identity and enhancement of cultural resources for a better integration of the Med space
Measures
Dissemination of innovative technologies and knowhow
Objective 2.2. Promotion of renewable energy and improvement of energy efficiency Objective 1.2. Strengthening strategic cooperation between economic development actors and public authorities
Objective 2.3. Maritime risks prevention and strengthening of maritime safety
Objective 2.4. Prevention and fight against natural risks
Implementation aspect The Transnational Cooperation Operational Programme operates predominantly through grant schemes based on single invitations for proposals. Who benefits from the programme? Direct beneficiaries are non profit legal organizations established by public or private law, belonging to one of the following groups: ● local authorities; ● association of municipalities and local authorities,
● regions; ● reserves and natural parks; ● agencies and institutes, specialised in the sectors concerned ● research institutes specialised in the sectors concerned ● development agencies; ● enterprises and private agencies in charge of the sector concerned ● organisation for the promotion of tourism, etc.
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Implementation of IPA-CBC The Ministry of Regional Development, Forestry and Water Management is responsible for the implementation of IPA-CBC. Its web page27 has updates on new developments concerning this component. The full text of all programmes is available at the web page of the European Commission, Directorate General for Enlargement28. The Implementing Agency for the Croatia–IPA CBC Programmes is the Central Finance and Contracting Agency. For information about IPA tender opportunities under IPA Component II, please refer to the web site of the Central Finance and Contracting Agency29.
IPA Component III: Regional development Component III – Regional development (IPA-RD) – prepares Croatia for utilization of the European Fund for Regional Development which is one of the EU Structural funds.
OPERATIONAL PROGRAMME “REGIONAL COMPETITIVENESS”, 2007 - 2009 More specifically, the Programme is designed to resolve development problems in underdeveloped regions, to ensure a modern and appropriate framework for cooperation between the business sector and the academic community, and to encourage and support the development of small and medium enterprises (SMEs). It is envisaged that roughly half of the funding under the operational programme be utilized by underdeveloped areas of Croatia, in particular the ten counties having more than 50% of their surface area categorised as an “Area of Special State Concern” (according to the proposal of National Strategy for Regional Development). All ten counties are also within the two NUTS II regions whose gross domestic product (GDP) is below the national average (East/Panonian/Croatia and Adriatic Croatia)30. Funding under the OP “Regional competitiveness” is channelled toward 3 priority directions, shown in Table 27.
In compliance with the IPA Regulation Component III IPA “Regional development” will be implemented through Operational Programmes (OP), which is the practical instrument for the execution of all components at operational level. The three Operational Programmes covered by IPA-RD are: the “Regional Competitiveness” OP, the “Transport “OP and the “Environment” OP. Table 27. Priorities and measures of Operational Programme “Regional Competitiveness”, 2007 - 2009 Priority Axis 1 – Improving development potential of the lagging behind regions
Measure 1.1. Business-related infrastructure
Operation 1.1.1 Business-related infrastructure
Priority Axis 2 – Enhancing the competitiveness of the Croatian economy
Measure 2.1. Improvement of business climate
Operation 2.1.1. Improvement of administrative efficiency on national level Operation 2.1.2. e-Business competitiveness improvement programme Operation 2.1.3. Provision of advisory services to SMEs Operation 2.1.4. Development of investment climate Operation 2.1.5. Support for cluster development
Priority Axis 3 – Technical assistance
27 28 29 30
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Measure 2.2. Technology transfer and support services for knowledge-based start-ups
Operation 2.2.1. Science and Innovation Investment Fund
Measure 3.1. Operational Programme management and capacity building
Operation 3.1.1. TA related to horizontal management issues
Operation 2.2.2. Biosciences technology commercialisation and incubation centre (BioCenter)
Operation 3.1.2. Development of sector studies, preparation of future programming documents and accompanying project pipelines
http://www.mrrsvg.hr/ http://ec.europa.eu/enlargement/candidate-countries/croatia/ipa_en.htm#comp2 http://www.safu.hr/en/tenders Please refer to Chapter IV for more information on NUTS regions and financial eligibility.
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
Priority 1: Improving development potential of lagging behind regions will finance investments in infrastructure combined with human resources investments necessary for strengthening the business support base and stimulating potential for economic growth. The focus will be on existing and new business-related infrastructure, ranging from basic communal infrastructure within existing business zones to infrastructure and services geared towards a higher value production. The Measure 1.1. Business-related infrastructure envisages financial resources for establishing and improving public business-related infrastructure in the ten counties which are least developed within the two NUTS II regions (East /Panonian/ and Adriatic). The measure will support mainly projects of regional and municipal authorities. Investment will go for the development of business-related support systems, i.e. business infrastructure and accompanying services. It will primarily allocate investment in the development of new and existing business and related infrastructure in the perspective economic sectors of the relevant region.
Priority 2: Enhancing the competitiveness of the Croatian economy aims to enhance the competitiveness of the Croatian overall economy and in particular to enhance the growth potential of SMEs. It therefore focuses on several elements underpinning these potentials: making quality business advisory services, including e-business, more accessible to SMEs; encouraging cooperation between businesses and cooperation of businesses and public, education and research sectors through the enhancement of clusters; enhancing technology transfer and incubation capacities in high value added sectors; developing effective business support capacities relative to investment promotion at the regional level. The term SME has a specific meaning in the EU language. Table 28 below describes the parameters against which the enterprise categories are defined.
Table 28. Enterprise categories Enterprise category
Headcount
Turnover
OR:
Balance sheet total
medium-sized
< 250
≤ EUR 50 million
≤ EUR 43 million
small
< 50
≤ EUR 10 million
≤ EUR 10 million
micro
< 10
≤ EUR 2 million
≤ EUR 2 million
What is value added sectors? These are knowledge-intensive sectors - those which achieve higher levels of output as a result of higher skills levels, more investment and the application of research or greater levels of innovation. Such sectors include medium/high technology manufacturing firms (e.g. in the fields of communications, information technologies, pharmaceuticals) and high value-added business services (e.g. financial services, e-services, etc.).
The Measure 2.2.Technology transfer and support services for knowledge-based start-ups will develop a cooperation between higher education institutions and public research organizations with a view to fostering the knowledge and innovations as a basis for economic development. Technology transfer will be supported as well as its commercialization. This measure will also reinforce clustering of SMEs and start-ups in high value added sectors and public research centres and universities.
The Measure 2.1. Support services for existing enterprises focuses on services to existing SMEs, particularly those with the potential for growth and export. Projects are supposed to enhance the SMEs’ competitiveness based on ICT (e-business), develop business skills and services and stimulate clustering, meaning grouping of companies with similar profiles. Assistance will be targeted at individual SMEs as well as the relevant institutional infrastructure in order to enhance business services and make them more accessible to SMEs.
Under both priorities funds are also intended for the preparation of projects by potential beneficiaries – i.e. generation of project ideas, their further elaboration into mature and high-quality project proposals, and preparation of tender documentation, etc. As in other operational programmes, Priority 3: Technical assistance is envisaged to support a designated structure for the efficient management of the programme.
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Who benefits from the programme? The beneficiaries are, to a certain extent, ministries in charge of management of different priorities and measures – Ministry of Regional Development, Forestry and Water Management, Ministry of Economy, Labour and Entrepreneurship and Ministry of Science, Education and Sports.
the programme. Additionally, it has specific responsibilities which concern Priority 2, measure 2.1 and Priority 3. Other state bodies are in charge of other specific priorities and measures of the OP:
Other beneficiaries are: ● Regional and local self-government units ● Regional/local-owned public institutions or associations, public companies owned by selfgovernment authorities ● Regional/local tourism boards ● Croatian Agency for Small Enterprises, Trade and Investment Promotion Agency, Croatian Chamber of Commerce, etc. ● SME support centres and their partners – local and regional entrepreneurial and education institutions assisting in the setting up of e-business centres ● Regional development agencies ● Higher education institutions (for their individual institution and/or as part of a consortium bid) ● Public research sector organisations (for their individual institution and/or as part of a consortium bid) ● Business Innovation Centre of Croatia, Ltd. (BICRO) – a national public body established by the Government and acting as an executive agency. Implementation of IPA-Regional Development, OP “Regional Competitiveness” The main state institution which is responsible for the entire OP is the Ministry of Economy, Labour and Entrepreneurship31. Its web page will keep you informed about the new developments concerning
● Ministry of Regional Development, Forestry and Water Management32. Its responsibilities concern Priority 1, measure 1.1. ● Ministry of Science, Education and Sports33. Its responsibilities concern Priority axis 2, measure 2.2. The agency in charge of tendering and contracting is the Central Finance and Contracting Agency.
OPERATIONAL PROGRAMME “TRANSPORT”, 2007 - 2009 The programme is developed to resolve problems in the transport sector of Croatia, in particular the lack of investment in the railway network which was damaged during the armed conflict of the 1990s., the poor condition of the inland waterway ports, the lack of investment for the modernisation of airports as well as the low competitiveness of the sea ports as commercial operators. It has been decided that initially IPA be channelled primarily for modernization of the rail network, and later, of the inland waterway system. The funding under the OP “Transport” is structured toward 3 priorities, which cover several more focused measures, shown in Table 29.
Table 29. Priorities and measures of Operational Programme “Transport”, 2007 – 2009 PRIORITY AXIS 1 Measure 1.1
Line upgrading and modernisation
Measure 1.2
Improvement of the safety and efficiency of railway operations
PRIORITY AXIS 2 Measure 2.1 PRIORITY AXIS 3 Measure 3.1
31 32 33
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Upgrading Croatia’s rail transport system
http://www.mingorp.hr http://www.mrrsvg.hr http://www.mzos.hr
Upgrading Croatia’s inland waterway system Modernisation and rehabilitation of river waterways and port infrastructure Technical assistance Technical assistance for OP management, identifying future projects, capacity building and preparing future Operational Programmes
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
Priority 1: Upgrading Croatia’s rail transport system will promote the rehabilitation and development of a railway network in Croatia to respond to the expected increase in demand for railway transport, especially on the PanEuropean corridor X. It includes line up-grading and modernisation, improvement of safety and efficiency of railway operations and the preparation of future projects to be financed under IPA Transport OP. Priority 2: Upgrading Croatia’s inland waterway system will assist in the preparation of infrastructure projects in the field of inland waterways, for their implementation during the period 2010-2013.
The objective of Priority 3: Technical Assistance is to ensure efficient and effective OP management, and to develop the institutional capacity necessary for managing and absorbing IPA and the future Structural Funds. The measure envisages several types of technical assistance and training for the relevant institutions at national and regional level. In addition, OP “Transport” contains an indicative list of future projects (see Table 30) to be financed with the estimated investment:
Table 30. List of future project under Operational Programme “Transport”, 2007 - 2009 Project number
Project name
Measure
Estimated value of projects in Euros
PRIORITY AXIS 1 1
Zagreb Main Station Signalling and Interlocking System
Measure 1.2
17,900,000
2
Line Rehabilitation Okučani to Novska Section
Measure 1.1
38,500,000
3
Line Rehabilitation Novska to Dugo Selo Section
Measure 1.1
135,000,000
4
Line Rehabilitation Zaprešić to Savski Marof Section
Measure 1.1
25,000,000
PRIORITY AXIS 2 5
Rehabilitation and Improvement of the Sava River Waterway
Measure 2.1
40,000,000
6
Reconstruction of the Port of Vukovar – New Port East
Measure 2.1
40,000,000
Who benefits from the programme? Since the value of the projects to be financed under Transport OP has to be above EUR 10 million, the projects are decided at national level and implemented by companies with previous experience of these type of projects in Croatia. The beneficiary of the project is strictly speaking the Ministry of Sea, Transport and Development, the Railway authority but also the general Croatian public. Implementation of IPA-RD, OP “Transport” The main state institution responsible for the entire OP is the Ministry of Sea, Transport and Development34. Its web page is kept updated about the developments concerning the programme. The Implementing Agency in charge for tendering and contracting is HŽ Infrastructure LLC for Management, Maintenance and Building of Railway Infrastructure35.
34 35
http://www.mmpi.hr. http://www.hznet.hr/iSite3/Default.aspx?sec=29
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OPERATIONAL PROGRAMME “ENVIRONMENT”, 2007 - 2009 The "Environment" OP is designed to improve the water supply, to ensure adequate treatment of wastewater in line with EU standards, to improve waste management, and in the long term to prevent air pollution. Funding is envisaged to develop a protective infrastructure in two „investment-heavy“ areas related to the adoption of the acquis: waste management infrastructure and water supply and waste-water treatment infrastructure. Funding under the OP “Environment” is channelled toward 3 priority axes, shown in Figure 8. Figure 8. Priorities and measures of Operational Programme “Environment”, 2007 - 2009
Priorities and measures of OP “Environment”
Priority Axis 1 – Developing waste management infrastructure for establishing an integrated waste management system in Croatia
Priority Axis 2 – Protecting Croatia’s water resources through improved water supply and integrated waste water management systems
Priority Axis 3 Technical Assistance
Measure 2.1.
Measure 3.1.
Establishment of new waste management centres at county/ regional levels
Establishment of modern water supply systems and networks
OP management and capacity building
Measure 1.2.
Measure 2.2.
Remediation of sites highly polluted by waste (hot spots)
Construction of WWTP for domestic and industrial wastewater and upgrading the sewerage network
Measure 1.1.
Priority 1: Developing a waste management infrastructure for establishing an integrated waste management system in Croatia includes the establishment of waste management centres - construction of new municipal landfills, facilities for separation of waste by categories and waste treatment with an aim to reduce the biological component of waste. These centres will be the key element of the new integrated waste management system which will be in line with Croatian and EU environmental legislation governing the treatment and disposal of waste. It also consists of the remediation of sites highly polluted by waste (hot spots) which might be even closed (in cases where they pose a threat to health and the environment). The assistance for Priority 2: Protecting Croatia’s water resources through improved water supply and integrated wastewater management systems will include the establishment of modern water supply systems and networks which will contribute to the protection of water resources 68
and the provision of sufficient good quality water through the enhancement of the existing water supply system, protection of drinking water sources, and the rational use of water resources including reduction of losses, and improvements in the water supply network. Also, it will cover investments in the collection and treatment of wastewater, such as construction of the wastewater treatment plants, construction of new sewerage networks and modernisation of the existing sewerage networks in order to reduce leakage. Both measures have the possibility for the preparation of future projects. This measure will support the relevant institutions and potential beneficiaries in the preparation of project proposals and tender documentation in the field of this and future operational programmes. The objective of Priority 3 - Technical Assistance is to ensure efficient and effective OP management, and to develop the institutional capacity necessary
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
for managing and absorbing IPA and the future Structural Funds. The measure envisages several types of technical assistance and training for the relevant institutions at both national and regional level. The OP contains the indicative list for major projects under each of the two priorities (Table 31 and 32): Table 31. List of projects under Priority axis 1 for Operational Programme “Environment”, 2007 - 2009 Priority axis
Project name
PRIORITY AXIS 1 – Developing waste management infrastructure for establishing an integrated waste management system in Croatia
Measure
Project preparation support
Regional Waste Management Centre Marišćina (The County of Primorje and Gorski Kotar)
Measure 1.1
Regional Waste Management Centre for the County of Split –Dalmatia
Measure 1.1
CARDS 2002
Regional Waste Management Centre for the County of Istria
Measure 1.1
EBRD
Estimated value of projects M€ 41,78
55,7 45
Table 32. List of projects under Priority axis 2 for Operational Programme “Environment”, 2007 - 2009
Priority axis
Project name Slavonski Brod
PRIORITY AXIS 2 – Protecting Croatia’s water resources through improved water supply and integrated waste water management systems
Measure
Project preparation support
Total M€
Measure 2.1. Measure 2.2.
DABLAS /DISF – Feasibility study with cost benefit analyses
27
Measure 2.2.
EC support CARDS ROP Feasibility study with cost benefit analyses
16,4
Measure 2.1. Measure 2.2.
DABLAS /DISF – Feasibility study with cost benefit analyses
20
Knin - Drniš
Osijek
Who benefits from the programme? The main beneficiaries of the programme are local and regional authorities of the territory in which the selected projects are implemented. It also benefits municipal companies that are in charge of the selected project implementation and afterwards the management of the facility.
Physical Planning and Construction36. Its web page is updated with new developments concerning the programme. Additionally, it has specific responsibilities which concern Priority Axis 1 and 3. The Ministry of Regional Development, Forestry and Water Management is in charge of Priority 2 and related measures of the OP37.
Implementation protection”
The Implementing Agency for Priority 1 is the Fund for Environmental Protection and Energy Efficiency38. The Implementing Agency for Priority 2 is Croatian Waters39. The Implementing agency for Priority 3 is the Central Finance and Contracting Agency40.
of
IPA-RD,
OP “Environment
The main state institution responsible for the entire OP is the Ministry for Environmental Protection,
36 37 38 39 40
http://www.mzopu.hr http://www.mps.hr http://www.fzoeu.hr/hrv/index.asp?s=ipa http://www.voda.hr/Default.aspx http://www.safu.hr/en/tenders
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European Funds for Croatian Projects
IPA Component IV: Human Resources Development Component IV - Human Resources Development (IPA-HRD) - involves measures that will improve systems and administrative capacity in the field of employment, education and social inclusion of least advantaged groups and individuals as well as networking with partners from non-governmental sector. IPA HRD includes activities which are similar to the ones covered by the European Social Fund, which is one of the EU Structural funds. This component is designed to incorporate the objectives of the EU Lisbon strategy41.
OPERATIONAL PROGRAMME “HUMAN RESOURCES DEVELOPMENT”, 2007 - 2009 The overall aim of the Human Resources Development OP is to create more and better jobs, to attract and retain more people in employment by increasing human capital investment, reinforcing social inclusion and promoting adaptability of enterprises and workers. Priorities and measures of the Operational Programme are shown in Figure 9.
Measures
Priority Axis
Figure 9. Overview of Priorities and Measures under Operational Programme “Human Resources Development”, 2007 - 2009
41
70
Priority Axis 1
Priority Axis 2
Priority Axis 3
Priority Axis 4
Enhancing access to employment and sustainable inclusion in the labour market
Reinforcing social inclusion and integration of people at a disadvantage
Enhancing human capital and employability
Technical assistance
Measure 1.1
Measure 2.1
Supporting the design and implementation of active and preventative labour market policy
Supporting access to employment by disadvantaged groups
Measure 3.1. Further development of the Croatian Qualifications Framework
Measure 1.2.
Measure 2.2.
Supporting the effectiveness and quality of Croatia's public employment services
Supporting access to education by disadvantaged groups
Measure 3.2. Strengthening the provision of Adult Learning
Measure 3.3. Supporting the development of institutions and their partners responsible for the provision of VET, and adult education
Measure 4.1. Project preparation
Measure 4.2. Programme management and capacity building
For further information about Lisbon strategy, please, follow the link: http://europa.eu/scadplus/leg/en/cha/c10241.htm
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
In order to prevent unemployment and promote the reintegration of the unemployed, financial support under Priority 1 – Enhancing access to employment and labour market re-integration will be provided to the state administration and other stakeholders to enhance the range and content of training and counselling services that they offer to job seekers whilst taking into consideration the particular demands of the Croatian economy.
●
● The assistance under Measure 1.1. Supporting the design and implementation of active and preventative labour market policy will be directly allocated to support and develop the active and preventative labour market programmes to be implemented by the public employment services in Croatia. These programmes should target both the unemployed and those facing the likelihood of unemployment. This measure will also promote the development of partnerships to deal with design and delivery of employment activities. Partnerships are intended to involve public employment services and other public bodies, representatives of business, labour and the community. Indicative activities under this measure will focus on developing partnerships for employment at county and inter-county level in order to: carry out labour market analyses; elaborate local HRD strategies; undertake local employment initiatives; develop project generation and articulation facilities within the CES at regional level, and ● implement grant schemes in line with the HRD OP objectives and strategy ● ● ● ●
The main focus will be on the unemployed (particularly those located in underdeveloped regions), those facing the threat of unemployment, those working in declining industries or industries undergoing re-structuring. Those on short-term contracts will also be targeted. Measure 1.2. Supporting the improvement of the effectiveness and quality of Croatia's public employment services will focus on supporting the Ministry of Economy, Labour and Entrepreneurship and the Croatian Employment Service - CES (at the national and local level) which need to achieve a more professional capacity in order to meet the relevant requirements of EU accession. Indicative activities include: ● Development of the capacity to formulate a coherent legislative framework for provision of lifelong career guidance. ● Support the work of a future National Forum for Lifelong career guidance. ● Establishment of a pilot lifelong career
●
●
●
guidance centre in partnership with relevant business support services. Establish a training facility within CES for key skills for counsellors (focussing on the unemployed), advisors (focussing on employers), lifelong career guidance counsellors, and specialised counsellors for disadvantaged groups and skills for other CES processes. Strengthen the analytical capacity of CES and MELE and introduce links with the academic community to develop policy oriented research Design and implementation of a comprehensive information strategy for CES that takes account of the evolving requirements of the European Employment Strategy and respective integrated guidelines Support design and implementation of improved business processes with the CES’s IT system and user-friendly IT solutions, including upgrading of the IT equipment & software Create a system of quality assurance, monitoring, evaluation and training-needs assessment for CES business processes.
Priority Axis 2 – Reinforcing social inclusion of people at disadvantage is designed for certain groups (such as young people, women and the disabled) who experience particular difficulties in finding employment. The integration into the labour market of these groups will be based on stimulating their participation in education and employment programmes, as well as on the provision of psychological and social support services. In view of the significantly high rate of youth unemployment in Croatia, targeted initiatives are envisaged to tackle this problem exclusively. Projects under Measure 2.1. Supporting access to employment by disadvantaged groups are intended to focus on both formal and informal learning experiences which develop personalised pathways to qualification and employment. Indicative activities under this measure will include: ● Development of new inter-institutional models and inter-sectoral business solutions for work with disadvantaged groups; ● Training of staff (basic and advanced) in the employment and social welfare services for work with disadvantaged groups; ● Training and retraining of disadvantaged groups; ● Establishing a network of 'Mentors for Social Integration' (MfSI) in the private sector and civil society organizations including the provision of institutional arrangements for its effective functioning;
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European Funds for Croatian Projects
● Implementation of grant schemes supporting work placements and other relevant services to the disadvantaged by both public institutions and non-governmental/non-profit organizations. Projects within Measure 2.2. Supporting access to education by disadvantaged groups are envisaged to help reducing school-failure and drop-outs as well as improvement of the labour-market prospects for disadvantaged youngsters. The activities might include: ● Supporting the design and implementation of educational programmes specifically targeted at disadvantaged groups (including upgrading facilities and equipment where appropriate). ● Building on the number of education professionals in new services for the disadvantaged, primarily in the VET sector Priority Axis 3 – Enhancing human capital and employability will help the establishment of closer links between the educational and enterprise sectors. The intention is that students are equipped with skills needed for work. Research which pushes the economic and social development will also be encouraged. The implementation of life long learning practices will be supported. Croatian authorities will be assisted to establish standards and apply quality assurance in relation to many of the initiatives that have been taken in recently (e.g. VET curricula and qualifications). Measure 3.1. Improving the content and delivery of vocational education and training for all age groups aims to develop Croatia’s vocational education and training (VET) system to make it more flexible and responsive to labour market needs. It should also prepare people of all ages for employment and lifelong learning. The development of a core network of vocational education and training establishments is planned. They will be suitably equipped and should deliver high-quality training to enable adults to acquire necessary skills and competencies. Assistance is also foreseen for the development of the Croatian National Qualification Framework and VET institutions. Some of the envisaged activities are: ● Support for the introduction of a systematic Croatian Qualification Framework (CROQF) peer-review process with joint-participation of the national and EU member states experts and ensure regular provision of relevant modifications (process, outcomes) ● Further improvements of the CROQF consultation and mainstreaming process at the regional/national level and related awarenessraising/capacity building campaigns (including development of user-friendly manuals 72
●
●
● ● ●
supporting stakeholders at the regional/ national level) Targeted support for continuous development of the VET Sectoral Councils, the methodology for qualification & a framework curricular development and further curricular interventions in selected occupational families Support for the design and implementation of a 'VET Innovation Fund' in respect of ongoing initiatives to be carried out by VET establishments at the regional and local level (depending on specific priorities - e.g. VET curricular innovations, innovative in-service training schemes, quality assurance); Support to institutional and policy development in the field of VET quality assurance; Further capacity building of relevant VET secondary school staff and other key practitioners and stakeholders; Establishment/consolidation of partnerships between VET secondary schools and economic/ social actors at the local and national level.
Providers of vocational education and training in Croatia will need to be strengthened. Support under Measure 3.2. Supporting the development of institutions and their partners responsible for the provision of vocational education and training, and adult education, in Croatia will be provided to reinforce the institutional capacity of the Agency for Vocational Education and Training, Agency for Adult Education, the Education and Teacher Training Agency and the teaching establishments themselves. The activities are mainly for: ● Development of an institutional framework of local centres/bodies for entrepreneurial and other skills; ● Basic capacity building of selected local centres/institutions; ● Procurement of equipment for selected local centres/institutions; ● Comprehensive development of the basic competences programmes in line with the EU Reference Framework for Key Competences Priority 4 covers Technical Assistance for the preparation of projects within the measures supported by this OP and ensures the efficient and effective management of this OP through developing the institutional capacity of the involved bodies at national and regional level. Who benefits from the programme? Final beneficiaries shall be regional employment offices and local (county) partnerships for employment, the Croatian Employment Service at both national and local level, secondary schools, teacher training colleges, Youth organizations,
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
Educational establishments at all levels (including providers of non-formal education), VET institutions, Institutions providing adult education, Nongovernmental organisations in the field of adult education, Polytechnics and schools of higher learning.
Implementing agencies in charge of tendering and contracting are the Croatian Employment Service45 for priorities 1, 4, priority 2, measure 2.1 and the Agency for Vocational education46 and training for priorities 2, measure 2.2 and priority 3.
In addition, the beneficiaries are also national authorities – ministries and agencies responsible for the supported policies – the Ministry of Economy, Labour and Entrepreneurship, the Ministry of Science, Education and Sports, the Agency for Vocational Education and Training and the Agency for Adult Education.
IPA Component V: Rural Development
Implementation of IPA HRD The main state institution responsible for the entire component is the Ministry of Economy, Labour and Entrepreneurship42. Its web page has updates about the new developments concerning the programme. Additionally, it has specific responsibilities which concern Priority axis 1, measures 1.1 & 1.2 and Priority axis 4, measures 4.1 & 4.2. Other state bodies are in charge of other specific priorities and measures of IPA HRD: ● Ministry of Health and Social Welfare43. Its responsibilities concern Priority axis 2, measure 2.1. ● Ministry of Science, Education and Sports44. Its responsibilities concern Priority axis 2, measure 2.2 and Priority axis 3, measures 3.1, 3.2 & 3.3.
Component V - Rural Development (IPA-Rural Development) - supports Croatia in policy development and preparation for the implementation and management of the EU Common Agricultural Policy. The main focus of IPA-Rural Development falls on food production and rural development. The component builds upon the SAPARD programme and is similar to the post-accession European Agricultural Fund for rural development (please see Chapter IV).
IPA – AGRICULTURE AND RURAL DEVELOPMENT PLAN, 2007 – 2013 IPA-Agriculture and Rural Development Plan 20072013 is prepared with close coordination between the Croatian authorities and EC services and identifies the priorities and measures shown in Table 33:
Table 33. Priorities and Measures of Agriculture and Rural Development Plan, 2007 - 2013 Priority Axis 1 – Improving market efficiency and implementation of Community Standards
Measure 1.1. Investments in agricultural holdings to restructure and to upgrade to Community standards Measure 1.2. Investments in the processing and marketing of agriculture and fishery products to restructure those activities and to upgrade them to Community standards
Priority Axis 2 – Preparatory actions for implementation of the agri-environmental measures and local rural development strategies
Measure 2.1. Actions to improve the environment and the countryside
Priority Axis 3 – Development of rural economy
Measure 3.1. Improvement and development of rural infrastructure
Priority Axis 4 – Technical assistance
Measure 4.1. Programme management and capacity building
42 43 44 45 46
Measure 2.2. Preparation and implementation of local rural development strategies
Sub-Measure 2.2.1. Acquisition of skills, animating the inhabitants of LAG territories” Sub-Measure 2.2.2. Implementation of local development strategies Sub-Measure 2.2.3. Cooperation projects
Measure 3.2. Diversification and development of rural economic activities
http://www.mingorp.hr http://www.mzss.hr/ http://www.mzos.hr http://www.hzz.hr/dfc/default.asp?id=68 http://www.aso.hr/Item.htm?sp=884
Apr. 30% of the Technical Assistance measure annually will be allocated for sub – measure 2.2.1
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European Funds for Croatian Projects
Priority 1 is focused on the improvement of a market efficiency and the implementation of the acquis in the area of agriculture. Investment is planned for: ● the restructuring and upgrading of agricultural holdings according to the Community standards, ● the processing and marketing of agriculture and fishery products. Final beneficiaries of these measures are agricultural holdings (family farms, crafts and legal entities) defined by Act on Agriculture (OG 66/01, 83/02 see page 304), registered in the Register of Agricultural Holdings and VAT payers. Priority 2 supports actions to improve the environment and the countryside (Measure 2.1), and preparatory actions for implementation of local rural development strategies (Measure 2.2). Final beneficiaries under Measure 2.1 are 100% privately owned crafts and enterprises or those with up to 25% of state ownership, which are in the VAT system and registered for the related business and which belong to micro, small and medium sized enterprises as defined by the Act on Promotion of Small Business (OG 29/02 of 22 March 2002). Final beneficiaries under Measure 2.2 are local authorities, agricultural holding and farmers joined together in Local Action Groups – groups who perform joint actions respecting sustainable rural development principles. Priority 3 is concentrated on the development of a rural economy by means of:
47 48
74
http://www.mps.hr http://www.mps.hr/projekti/projekt.asp?PID=74
● improvement and development of a rural infrastructure – e.g. reconstruction of local unclassified roads and fire prevention roads, sewage systems and heating plants, etc. ● diversification and development of rural economic activities – e.g. support to rural tourism, traditional craft establishments, and construction of processing plants for dairy and meat farms and use of renewable energy resources. Final beneficiaries are local self-government units; municipalities and cities with up to 10.000 inhabitants according to Census 2001. Who benefits from the programme? The regional and local authorities, agricultural holding owners and other legal or private persons (farmers) are potential beneficiaries of the programme depending upon priority. Implementation of IPA-Rural Development The Ministry of Agriculture, Fisheries and Rural Development (MAFRD)47 in Croatia is responsible for the overall management and implementation of IPA-Rural Development component. Its web page is updated with new developments concerning this component. Implementing Agency in charge of tendering and contracting (so-called IPARD Agency48) is Department for Market and Structural Support in Agriculture within MAFRD.
IPA – THE NEW PRE-ACCESSION FINANCIAL INSTRUMENT
WHAT IS PLANNED IN THE EU BUDGET FOR IPA IN CROATIA? As seen from Table 34, the EU is going to reduce its aid for transition process and institutional building within the given period, but at the same time it is going to increase the amount for cross-border cooperation, regional development and human resources development. Table 34. Multi-Annual Indicative Financial Framework for IPA for Croatia, 2010-2012 (EUR million)49 Multi-Annual Indicative Financial Framework for IPA in Croatia
2007
2008
2009
2010
2011
2012
Total
I. TRANSITION ASSISTANCE AND INSTITUTION BUILDING
49,61
45,37
45,60
39,48
39,96
40,87
260,89
II. CROSS-BORDER COOPERATION
9,69
14,73
15,90
16,22
16,54
16,87
89,95
III. REGIONAL DEVELOPMENT
45,05
47,60
49,70
56,80
58,20
59,35
316,70
IV. HUMAN RESOURCES DEVELOPMENT
11,38
12,70
14,20
15,70
16,00
16,04
86,02
V. RURAL DEVELOPMENT
25,50
25,60
25,80
26,00
26,50
27,27
156,67
Total
141,23
146,00
151,20
154,20
157,20
160,40
910,23
The amount aimed at regional development varies from 32 to 36.8% of the total amount, allocated to Croatia. From 2008 onwards this amount is the highest among all the IPA components, clearly showing the importance given to the equal development of Croatian regions and counties.
take full benefit from the envisaged resources the Croatian public administration is expected to successfully manage IPA while also mobilising all interested organisations, e.g. companies, NGOs, schools as well as individuals, to take part in its implementation.
The financial value of IPA for Croatia until 2012 is EUR 910,23 million, starting with EUR 141,23 million in 2007, with a foreseen permanent increase of annual funding. Additional funds have been approved for allocation for regional and horizontal programmes i.e. IPA Multi-Beneficiary Programmes as well as for the administrative costs of the Croatian institutions for the management of IPA. Thus, for the starting year 2007 the overall IPA amount, including the additional funding is expected to be at the level of a minimum EUR 151 million with further annual increases during the coming years.
What is absorption capacity?
IS THE EU AID UNDER IPA GUARANTEED? IPA amounts are indicative, meaning that their utilisation is not guaranteed on the part of the European Union. The EU, in general, offers opportunities for assistance. It is the national authorities and the Croatian society which are the main actors in the effective absorption of the planned EU funds. In order for the country to
This term usually means the ability of a country or organization to receive aid and use it accordingly and effectively. In the context of IPA and EU structural funding, absorption capacity stands for the degree to which a country is able to effectively and efficiently spend the financial resources received from the Union. In other words, it measures the ability of the given country (Member State or Partner Country) to “digest and consume” the funds it obtained in order to foster its development towards achieving improvement of the economic and social situation. This ability covers the knowledge and skills of the national administration to plan and implement external assistance as well as the capacity of the beneficiaries across the country to prepare quality projects which would lead to utilisation of the allocated funds and further positive effects of modernisation resulting from the executed projects.
49 Source: Communication from the Commission to the Council and the European Parliament: Instrument for Pre-Accession Assistance (IPA) Multi-annual indicative financial framework for 2010-2012.
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European Funds for Croatian Projects
European Funds for Croatian Projects
IN THIS CHAPTER YOU WILL FIND: ● Structured presentations of European Community Programmes ● Useful contacts in Croatia and links to general information on European Community Programmes.
The EU has established European Community Programmes in order to promote cooperation primarily among Member States in fields related to different EU policies (research, competitiveness and innovation, media, education, health, youth, culture, etc). Community Programmes are multi-annual programmes with well-defined objectives and a budget. Each programme establishes its own rules for participation. In principle all Member States are eligible to participate in Community Programmes. Candidate Countries can participate in a particular Community Programme by signing a Memorandum of Understanding, an international agreement for a particular programme, with the European Commission services and by contributing financially to the programme budget.
INTRODUCTION OF COMMUNITY PROGRAMMES IN CROATIA In 2003 during the European Council meeting in Thessaloniki, it was decided to open the Community Programmes so that Croatia and other countries in the Stabilisation and Association Process can participate, and by doing so clearly providing further support for future enlargement. Within the overall pre-accession strategy for Croatia, opening up the opportunity to participate in Community Programmes is considered to be one of the best ways for various actors within Croatian society to fully comprehend the policies and methods of working within the Union, as well as being a useful tool in support of Croatia’s efforts on its way to EU membership. Participation in Community Programmes enables the transfer of good practice and know-how across EU sectoral policies.
HOW PARTICIPATION OF CROATIA IS ARRANGED The basis for participating in the Community Programmes is the Framework Agreement which was signed between the European Community and Croatia in 2004 and ratified by the Croatian Parliament in June 2005. A pre-condition for the actual participation of Croatia in the Community Programmes is the establishment of a legal basis for each individual programme i.e. the negotiation and signature of a Memorandum of Understanding, an international agreement between the relevant national authority and the responsible European Commission service. Additionally, as Croatia is a Candidate Country and therefore does 78
not contribute to the Union budget, a national financial contribution to the budget of each selected Community Programme is obligatory. The amount of the fee, or so called “entry ticket” for Croatia’s participation, varies from programme to programme, depending on each programme's specificity and scope – calculations are based on the ratio of the national GDP/EU-27 GDP and other factors (e.g. population, energy consumption etc.). With the aim of promoting participation in Community Programmes, the European Commission has envisaged the possibility of co-financing the required “entry ticket” through the Pre-accession Programmes, i.e. Component I of the IPA programme with two limitations: i) the overall amount of Community Programme co-financing can be a maximum 10% of the overall annual budget for Component I (research and development programmes are excluded), and ii) the co-financing amount cannot be more than 90% of the financing for an individual programme. The ideas behind the Pre-Accession Programmes and the Community Programmes is very different. The Community Programmes are primarily structured to support priority actions in EU Member States in policy domains where all EU countries have agreed to act together in a given period. Croatia may choose to join them or not. Pre-accession assistance is structured around the identified short and medium term priorities of Croatia’s EU accession and serves as the financial instrument to achieve them. The main differences are shown in Figure 10.
COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
Figure 10. Main differences between Pre-Accession and Community Programmes
Pre-Accession Programmes
Community Programmes
□ Exclusively aimed at Candidate Countries to prepare them for EU accession
□ Primarily for Member States’ cooperation in common EU policy areas
□ Projects primarily aimed at national authorities having a strong link with Community acquis implementation
□ Projects generally involving equivalent partnership institutions/organisations from different Member States
□ No Entry ticket required – programme level cofinancing via individual project co-financing □ Managed by national structures within Candidate Country – decentralised system
the
□ Legal basis – regulation provisions establishing the Programme, same set of implementing rules
VS.
□ Entry ticket at programme level + co-financing of individual project □ Often managed by EC services and executive agencies, sometimes establishment of specific implementation structures required at national level □ Legal basis – each programme has specific legal basis and different implementation rules
During 2005 and 2006, under a previous EU Financial Perspective, Croatia has already participated in several Community Programmes. With the beginning of the new Financial Perspective (2007-2013), according to its conclusion (February 2007), the Croatian Government identified priority programmes for 2007 and 2008 with the corresponding responsible institutions at a national level. A new and updated Government Conclusion has been prepared and has been adopted in late 2008. In practice, due to the high concentration of quality project ideas across the Member States to be financed by various Community Programmes, it has been crucial to evaluate the costs and benefits of Croatia’s participation within each Community Programme to ensure intensive and continuous Community Programmes promotion so that Croatia can receive the best return for invested national funds through the projects awarded.
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European Funds for Croatian Projects
The diagram below shows the procedure for setting the legal and administrative conditions for participation in Community Programmes.
Figure 11. Description of participation process in Community Programmes in Croatia
50
80
Official Gazette (OG) International Agreements No. 6/2005
COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
COMMUNITY PROGRAMMES ON THE GROUND – IMPLEMENTATION ASPECTS Once Croatia is legally entitled for a Community Programme, a specific operational mechanism is then established to allow for the participation of interested organisations and individuals. This means the creation of the necessary implementation structures for programme management. In most cases, the beneficiary country authorises a national public body, usually a particular administrative structure within a ministry, to take over the responsibility and organise the functioning of the relevant programme. In some cases, the European Commission services operate as managing authorities for all beneficiary countries for the entire programme or part of it (the so called centralised measures within a programme). For most of the Community Programmes there is a legal requirement to establish a National Contact Point for the specific implementation agency of the beneficiary country, and particularly in Croatia. The role of the National Contact Point includes: ● provision of information about the programme to Croatian citizens, including financial support options and relevant mechanisms, ● facilitating the participation in the programme of the greatest number of Croatian professionals and operators, ● assisting potential candidates with contact and exchange of information among the various national institutions giving support to the sector. In practice these roles are carried out through: ● organising annual seminars (information days) on the programme in Croatian towns and cities, ● arranging individual advisory meetings with beneficiaries, ● providing technical assistance to potential programme beneficiaries, ● maintaining and regularly updating websites with all relevant information on the programme, calls for tender and other related information, ● maintaining and regularly updating the Partner Search Database aimed at both national and international programme operators in order to assist potential candidates establish partnerships, ● preparing and distributing information and promotional material about the programme, ● organising joint events with representatives from different fields e.g. private and public cultural organisations. In general, participation in Community Programmes is project based. As already mentioned, each administrative body coordinating a Community Programme or a part of it at a national or EU level, has an obligation to inform potential beneficiaries about the programme – to promote programme
benefits and explain implementation rules and procedures.
How to apply? Community Programmes are implemented through calls for proposals or public procurement. Each Community Programme has a programme guide providing detailed information on the eligibility criteria for each of the programme’s actions. The responsible national institution or European Commission service manages the running of the programmes. They also manage the budget and set priorities, targets and criteria for the programmes on an ongoing basis, following consultation with the programme committees. Furthermore, they guide and monitor the general implementation, as well as following-up and evaluating the programmes at European level. The websites of the National Contact Points contain a wealth of practical information on the specific programmes: funding opportunities, calls for proposals, supporting documents, etc. It is advisable to check regularly for updated information on funding possibilities. To be eligible, a grant application must be submitted via the relevant application form, by the stated deadline, and by a ‘legal person’ established in one of the participating countries. The applicant must fulfil the requirements for eligibility as a beneficiary. The application must also respect the specific eligibility criteria for the particular action of the programme. Usually, there are four stages in the project application and selection procedure: eligibility check, evaluation, selection and, for successful applications, the notification of award decisions. During the eligibility check, applications are assessed to see if they comply with all the eligibility criteria, and do not conflict with the exclusion criteria. Grants are awarded based on the selection criteria and the available financial resources. Although the “entry ticket” is paid at programme level, individual projects (if selected) have to be co-financed by individual beneficiaries, according to the rules set by a particular call for proposals. A major feature of the projects, financed by Community Programmes, is also the so called partnership principle – in other words, the European Commission is encouraging the cooperation and exchange of experience with other institutions and organisations in different Member States. A comprehensive overview of the Community Programmes with the already legally established participation of Croatia and those Community Programmes soon to be eligible to Croatian applicants is shown in Table 35. 81
European Funds for Croatian Projects
Table 35. Community Programmes in Croatia at a glance
Type of participation of Croatia
Community Programmes in which Croatia participates as per signed Memoranda of Understanding
Community Programmes for participation in which Croatia aims to conduct negotiation in order to sign Memoranda of Understanding
Community Programmes in which Croatia aims to participate without signing Memoranda of Understanding. Negotiations for preparation and signing Memoranda of Understanding for these programmes can be initiated if necessary.
82
No
Community Programmes
1.
FP 7 - Seventh Framework programme for Research and Technological Development
2.
CIP - Competitveness and Innovation Framework Programme
Period
Budget (EUR million)
2007-2013
50 512
2) Enterpreneurship and Innovation Programme
3.
3) Intelligent Energy Europe
4.
4) Information and Communication Technologies Policy Support Programme
2 172.78
2007-2013
720
In short
Universities, Research Centers
Businesses - SMEs
Enchancing research and innovation capacity across the EU, supporting researchers and their ideas, cooperating across borders.
■
■
■
Innovation activities (including eco-innovation), better access to finance and delivery of business support services to SMEs. It also encourages a better take-up and use of information and communications technologies, use of renewable energies and energy efficiency.
■
■
■
■
■
■
■
730
5.
PROGRESS - Community Programme for Employment and Social Solidarity
2007-2013
657.59
Employment incentives, anti-discrimination, gender equality, social inclusion.
6.
Media 2007
2007-2013
755
Promoting mutual knowledge and understanding with the objective of preserving and enhancing European cultural diversity and audiovisual heritage.
7.
Culture 2007-2013
2007-2013
400
Enhancing cultural cooperation between European artists, cultural operators and cultural institutions
8.
Europe for citizens
2007-2013
215
Contributing to intercultural dialogue and mutual understanding, communicating with EU citizens and fostering civic participation.
9.
Civil Protection Financial Instrument
2007-2013
189.8
10.
Public Health Programme
2008-2013
11.
Marco Polo II
12.
■
Providing better and quicker responses in force majore accidents.
■
■
322
Protecting citizens from risks and threats that are beyond the control of individuals.
■
■
2007-2013
400
Connecting different modes of freight transport. Cleaner environment and less congestion on the roads.
IDABC - Interoperable delivery of European E-Government services to Public Administrations, Businesses and Citizens
2005 - 2009
148.7
Promoting the establishment of pan-European eGovernment services and the development of underlying telematic networks."
13.
Fiscalis 2013
2008-2013
175.3
Closer cooperation amongst tax authorities. Fight against tax fraud and better application of the existing rules.
14.
Customs 2013
2008 - 2013
323.8
Ensuring safety and security of EU citizens, facilitating legitimate trade while preventing unfair and illegal trade.
Support to nuclear research and training activities.
■
Promotion of safe Internet use.
■
Create mobility and stronger links among education and training institutions.
■ ■
15.
EURATOM
2007-2011
2 751
16.
Safer Internet 2009 - 2013
2009-2013
55
17.
Lifelong Learning Programme
2007-2013
6 970
18.
Erasmus Mundus
2009-2013
950
Promoting development of Centres of Excellence (joint Masters programmes) and scholarships.
19.
Youth in Action
2007-2013
885
Promoting active participation of young people in civic society, enhancing solidarity and intercultural dialogue.
20.
Community Mechanism for Civil Protection
2007 - 2013
198.8
The aim is to facilitate co-operation in civil protection assistance interventions in the event of major emergencies which may require urgent response actions. Extensive judicial cooperation in "criminal" and "civil" and "commercial" matters, respect for fundamental rights, combatting violence and preventing the use of drugs.
21.
Civil Justice - part of the Framework Programme Fundamental Rights and Justice
2007-2013
106.5
22.
Criminal Justice - part of the Framework Programme Fundamental Rights and Justice
2007-2013
199
23.
Hercule II
2007-2013
98 525
24.
Pericles
2007-2013
7
Support for actions aiming to protect the Community's financial interest Establishing a framework to support measures to protect the euro against counterfeiting.
■ (public and state owned companies)
■
■
Individua researche
al ers
COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
Potential Beneficiaries - Indicative, depending on individual Calls for proposals/Call for tenders National Authorities
Regional, Local Authorities
Employment agencies Labour officies
National Statistics Officies
Individuals/ Experts
Media
Judiciary Institutions
Public Institutions, Agencies
Associations - Chamber of Commerce, Trade Unions
NGOs
Responsible Institution in Croatia
National Contact Point in Croatia:
Ministry of Science, Education and Sports Radovan Fuchs, State Secretary www.mzos.hr
Gordana Prutki - Pečnik, Coordinator of NCP Tel: +385 1 4594 364 e-mail:
[email protected]
■
■
Ministry of Economy, Labour and Enterpreneurship Tajana Kesić Šapić, State Secretary www.mingorp.hr
Zoran Žulj Tel: +385 1 6109 225 e-mail:
[email protected]
■
■
Ministry of Economy, Labour and Enterpreneurship Leo Begović, State Secretary www.mingorp.hr
Domagoj Validžić Tel: +385 1 6109 579 e-mail:
[email protected]
■
Central State Administrative Office for e-Croatia Ivana Andrijašević, Secretary of Cabinet http://e-hrvatska.hr
Mario Selnik Tel: +385 1 6303 420 e-mail:
[email protected]
Ministry of Economy, Labour and Enterpreneurship Vera Babić, State Secretary www.mingorp.hr
Katarina Ivanković Knežević Tel: +385 1 6106121 e-mail:
[email protected] Gordana Dragičević e-mail:
[email protected]
Ministry of Culture Nina Obuljen, State Secretary www.min-kulture.hr
Hrvatski audiovizualni centar, Martina Petrović Tel: +385 1 4655-434 e-mail:
[email protected]
■
■
■
■
■
■
■
■
■
■
Ministry of Culture Nina Obuljen, State Secretary www.min-kulture.hr
Anja Jelavić & Sandra Belko Tel: +385 1 48 66 334/326 e-mail:
[email protected]
■
■
Office for Cooperation with NGOs Igor Vidačak, Head of Office www.uzuvrh.hr
Marina Buza Vidas Tel: +385 1 6106500 e-mail:
[email protected]
■
State Directorate for Protection and Rescue Damir Trut, Director www.duzs.hr
Tamara Kopal Tel: +385 1 3650 057 e-mail:
[email protected]
■
Ministry of Health and Social Welfare Ante Zvonimir Golem, State Secretary www.mzss.hr
Dunja Skoko Poljak Tel: +385 1 4607-351 e-mail:
[email protected]
Ministry of Sea, Transport and Infrastructure Branko Bačić, State Secretary www.mmpi.hr
Lukša Čičovački Tel: +385 1 6169 027 e-mail:
[email protected]
Central State Administrative Office for e-Croatia Ivana Andrijašević, Secretary of Cabinet http://e-hrvatska.hr
Mario Selnik Tel: +385 1 6303 420 e-mail:
[email protected]
■
Ministry of Finance Vladimira Ivandić, Director www.mfin.hr
Tax Administration Dubravka Sekulić Grgić Tel: +385 1 4809 218 e-mail:
[email protected]
■
Ministry of Finance Vladimira Ivandić, Director www.mfin.hr
Customs Administration Miroslav Lučić Tel: +385 1 6102 405 e-mail:
[email protected]
■
Ministry of Science, Education and Sports Radovan Fuchs, State Secretary www.mzos.hr
Loredana Maravić Tel: +385 1 4594 455 e-mail:
[email protected]
Ministry of Science, Education and Sports Radovan Fuchs, State Secretary www.mzos.hr
Loredana Maravić Tel: +385 1 4594 455 e-mail:
[email protected] Tina Šarić, Agency for Mobility and EU Programmes, Acting Director, Tel: +385 1 5005 635 e-mail:
[email protected]
Ministry of the Family, Veterans' Affairs and Intergenerational Solidarity Stjepan Adanić, State Secretary www.mobms.hr
Marija Galović, Tina Šarić Tel: +385 1 2308 510 e-mail:
[email protected]
State Directorate for Protection and Rescue Damir Trut, Director www.duzs.hr
Tamara Kopal Tel: +385 1 3650 057 e-mail:
[email protected]
Ministry of Justice Marina Dujmović Vuković, State Secretary www.pravosudje.hr
Nataša Mirić Tel: +385 1 3710 776 e-mail:
[email protected]
Ministry of Finance Vladimira Ivandić, Director www.mfin.hr
Mirjana Jurić Tel: +385 1 4591 385 e-mail:
[email protected]
Ministry of Internal Affairs Filip Dragović, Assistant Minister www.mup.hr
Berislav Mance Tel: +385 1 6122-697 e-mail:
[email protected]
■
■
■
■
■
■
■
■ ■
■ ■
■
■
■
■
■
■
■
■ ■
■
■
■
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European Funds for Croatian Projects
COMMUNITY PROGRAMMES IN WHICH CROATIA PARTICIPATES AS PER SIGNED MEMORANDA OF UNDERSTANDING PROGRAMMES IN THE FIELD OF RESEARCH AND TECHNOLOGICAL DEVELOPMENT 1. Seventh Framework Programme for Research and Technological Development (FP7)
Institution responsible for programme implementation: Ministry of Science, Education and Sports: http://www.mzos.hr
This is the largest Community Programme with a budget of over EUR 50 billion for the seven-year period, 20072013. FP7 is the EU's financial instrument to finance research and development in Europe and beyond. The programme is established to help the EU to achieve its ambitious goal set out in the Lisbon agenda, in particular to make the Union the most competitive and dynamic knowledge-based economy in the world by 2010. The strategy is based on three pillars, the so-called knowledge triangle: Research, Innovation and Education. FP7 supports research and development but it is not only pure research that is funded. FP7 is composed of four specific sub-programmes, each supporting different types of actions related to research and development, e.g. actions aiming to support or coordinate research, enhance research capacities, or building and maintaining networks. Support is also available for frontier research activities and for the mobility of researchers. FP7 as the largest Community Programme has a complex structure and a certain set of rules for participation. These rules and requirements depend on the type of projects and activities that the applicants intend to undertake, and are clearly defined in the relevant guidance documents for applicants.
Scope and content Being a programme aimed at covering the broad objectives of the EU Research and Technological Development (RTD) policy, FP7 is divided into four categories referred to as specific programmes: ● Cooperation: Supports transnational collaborative research by strengthening the competitiveness of European industries. ● Ideas: Supports frontier research by financing investigator-driven research projects carried out across all fields by individual teams. ● People: Supports the training, mobility and career development of researchers. ● Capacities: Supports the enhancement and optimal use of research and innovation capacities throughout Europe.
84
In addition to these four specific programmes, the Joint Research Centre is allocated a certain budget to carry out non-nuclear actions. More than half of the total budget of FP7 is allocated to 10 thematic areas under the Cooperation specific programme: Health, Food, ICT, Nanotechnologies, Energy, Environment, Transport, Socio-economic sciences, Space and Security.
COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
Figure 12. Thematic areas of FP7- Cooperation
Who can participate? A standard FP7 call for proposals would be directed towards relevant bodies including universities, research centres, businesses, in particular small and medium-sized enterprises or individual researchers, from several Member States and third countries. Project consortia could include complementary members from industry and academia. In most cases the involvement of at least 3 different bodies based in different Member States or associated Candidate Countries is required for participation in the programme.
How to participate? Those individuals and organisations intending to participate in FP7 through the submission of project proposals can do so in response to "calls for proposals" when announced on the programme’s official web site51.
To fully appreciate the entire programme and its operation it’s advised to read the official FP7 web site. Once the programme structure and principles of the thematic areas are understood, the next step should be a check of the appropriate calls for proposals relevant to the area of interest (i.e. Energy, Environment, Agriculture, Transport, etc.). A variety of essential and useful documents are available on the web pages where calls are announced. Among these documents, the Work Programme of the respective thematic area is of particular importance since it further specifies all those sub-topics, within which the applicant can choose to develop a project. The second crucial document is the Guide for Applicants, which covers the rules and specifies the guidelines on how to fill in the parts of the project proposal. 51
http://cordis.europa.eu
85
European Funds for Croatian Projects
In addition, the responsible body at national level, namely the Ministry of Science, Education and Sports in Croatia, via the web-site, directs those who would like to participate, to the relevant National
Contact Points, for further information and tailored advice as shown in Table 36.
Table 36. National Contact Points per FP7 priorities
86
National Contact Points per FP7 priorities:
Name and contact details:
Energy, Environment, Regional, SME, Information and Communication Technologies
Gordana Prutki – Pečnik, NCP Coordinator Tel: +385 1 4594 364 Fax: +385 1 4594 316 e-mail:
[email protected]
Nanosciences, Materials, Production Technologies (NMP NCP), INCO, Infrastructures, Transport and Aeronautics
Damir Jeličić Tel: +3851 4594 457 Fax: +3851 4594 316 e-mail:
[email protected]
Food, Agriculture and Fisheries and Biotechnology (FAB NCP), Joint Research Centre (JRC NCP), EURATOM (EURATOM NCP)
Lana Žutelija Tel: +3851 4594 467 Fax: +3851 4594 316 e-mail:
[email protected]
Health
Tanja Ivanović, Tel: +3851 4594 352 Fax: +3851 4594 316 e-mail:
[email protected]
People (Marie Curie Fellowships), Ideas
Suzana Karabaić Tel: +3851 4594 362 Fax: +3851 4594 316 e-mail:
[email protected]
Socio-Economic Sciences&Humanities (SSH NCP), Science and Society, Security, Space
Lada Benzon Tel: +3851 4594 361 Fax: +3851 4594 316 e-mail:
[email protected]
Finance
Jennifer Mary Kursan Tel: +3851 5494 735 Fax: +3851 5494 720 e-mail:
[email protected]
Legal issues
Goran Zeković Tel: +3851 6106 559 Fax: +3851 6112 017 e-mail:
[email protected]
COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
Useful links: Community Research and Development Information Service: http://cordis.europa.eu European Commission, Research and Development Directorate-General for more information on European Research and Development policy: http://ec.europa.eu/research/index_en.cfm The Research and Development Directorate-General’s research enquiry service: http://ec.europa.eu/research/index.cfm?pg=enquiries Joint Research Centre: http://ec.europa.eu/dgs/jrc/index.cfm Croatian Technology Institute – FP7: https://www.hit.hr
Here is an example of a project in the area of Research and Technological Development (RTD) policy, implemented in Croatia under CARDS 2003 National Programme. Project: CARDS 2003 Intellectual Property Infrastructure Budget: EUR 0.6 million Objectives and results: The project aimed at increasing the commercial exploitation of the Croatian Research and Development sector, by developing an intellectual property system in line with the EU acquis and with EU models, by supporting the institutions responsible for intellectual property issues, as well as by implementing trainings and awareness-raising activities. Who benefited from the project? The European Union’s main project partner has been the Ministry of Science, Education and Sports of the Republic of Croatia, but this project also involves the State Office for Intellectual Property and a number of partners from the Croatian Innovation Community (Ruđer Bošković Institute, Brodarski Institute, University of Zagreb, University of Rijeka, Technology Development Centre Osijek Ltd)
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PROGRAMMES IN THE FIELD OF COMPETITIVENESS AND INNOVATION 2. – 4. Competitiveness and Innovation Framework Programme
Institution responsible implementation:
for
the
overall
programme
Ministry of Economy, Labour and Entrepreneurship: http://www.mingorp.hr Responsible bodies in Croatia per specific area of the programme: Entrepreneurship and innovation programme: Ministry of Economy, Labour and Entrepreneurship http://www.mingorp.hr Intelligent energy – Europe Programme: Ministry of Economy, Labour and Entrepreneurship: http://www.mingorp.hr ICT Policy Support Programme (ICT PSP): Central State Administrative Office for e-Croatia: http://e-hrvatska.hr
The Competitiveness and Innovation Framework Programme (CIP) aims to encourage the competitiveness of European enterprises. With small and medium-sized enterprises as its main target, the programme supports innovation activities (including eco-innovation), provides better access to finance and delivers business support services in the regions. It also encourages a better take-up and use of information and communication technologies, thus helping to develop the information society. In addition it promotes the increased use of renewable energy and energy efficiency. The Competitiveness and Innovation Framework Programme is designed to help achieve the objectives of the EU Lisbon Strategy with reference to growth and jobs.
Scope and content CIP is divided into three operational programmes, being its main pillars: ● Entrepreneurship and Innovation Programme (EIP) ● Information Communication Technologies Policy Support Programme (ICT PSP) ● Intelligent Energy Europe (IEE)
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Entrepreneurship and Innovation Programme (EIP) covers: ● Financial Instruments service providing access to finance for SMEs; ● Business support services delivered through a network of regional centres; ● Innovation projects (regarding sectors, clusters, networks, technology transfer, services), including eco-innovation; ● Policy analyses, development and coordination which encourages entrepreneurship and innovation.
COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
Intelligent Energy Europe (IEE)
Information Communication Technologies Policy Support Programme (ICT PSP)
Promotes actions in the following main areas: ● Energy efficiency and rational use of resources (SAVE), e.g. specific measures in industry and construction for energy using products; legislative measures, etc. ● New and renewable energy sources (ALTENER), e.g. support for integration of new and renewable energy sources; legislative measures, etc. ● Energy efficiency and new and renewable energy resources in transport (STEER), e.g. support for energy efficiency and diversification in transport, renewable fuels; legislative measures, etc.
ICT PSP supports actions stimulating innovation and competitiveness through the wider uptake and best use of ICT by citizens, governments and businesses. Who can participate? The Competitiveness and Innovation Framework Programme is open to various institutions in the beneficiary countries, e.g. research centres, public bodies, SMEs, agencies, chambers of commerce.
Two main types of projects can be funded: ● Promotion and Dissemination Projects, and ● Market Replication Projects.
Useful links: Competitiveness and Innovation Framework Programme: http://ec.europa.eu/cip/index_en.htm Competitiveness and Innovation Framework Programme Call for proposals: http://ec.europa.eu/energy/intelligent/call_for_proposals/index_en.htm Expert database: http://ec.europa.eu/information_society/activities/ict_psp/cf/expert/login/index.cfm Partners database: http://ec.europa.eu/information_society/activities/ict_psp/cf/partner/login/index.cfm Ministry of Economy, Labour and Entrepreneurship – IEE: http://www.mingorp.hr/default.aspx?id=1384 Central State Administrative Office for e-Croatia – ICT PSP: http://www.e-hrvatska.hr/cip-ict/index.html
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To get a better idea of the programme, here is a good example from the CARDS 2004 National Programme, which supported the project “Improving Information to the Croatian Business Community” Budget: EUR 1,3 million Objectives and results: The project has aimed to improve the business climate in Croatia by developing tools to assess the impact of legislative changes on Croatian companies and by improving the dissemination of information to businesses about these changes. The project has concentrated its activities on small and medium-sized enterprises (SMEs), which make up about 99% of all businesses in Croatia. The project has covered legislative changes in eight key fields which have a significant impact on Croatian businesses: consumer protection, environmental protection, standards for agricultural products, standards for industrial products, public procurement, state aid, competition policy, intellectual property rights. Who has benefited from the project? The main partners in the implementation of the project are: the Entrepreneurship Directorate of the Ministry of Economy, Labour and Entrepreneurship, the Croatian Agency for SMEs (HAMAG), the Croatian Chamber of Economy (HGK), the Croatian Chamber of Trades and Crafts (HOK), the Croatian Employers' Association (HUP). Additionally, the BIZimpact project has worked closely with other public and private organisations involved in supporting SME development such as ministries, agencies and business associations at a national and regional level52.
COMMUNITY SOCIAL ACTION IN CROATIA 5. PROGRESS – Community Programme for Employment and Social Solidarity
Institution responsible for the overall programme implementation: Ministry of Economy, Labour and Entrepreneurship: http://www.mingorp.hr Responsible bodies in Croatia per specific area of the programme: □ Employment: Ministry of Economy, Labour and Entrepreneurship:
http://www.mingorp.hr
□ Croatian Employment Service:
http://www.hzz.hr
□ Social inclusion and protection: Ministry of Health and Social Welfare:
http://www.mzss.hr
□ Working conditions: Ministry of Economy, Labour and Entrepreneurship:
http://www.mingorp.hr
□ Non-discrimination: Office for Human Rights:
http://www.ljudskaprava-vladarh.hr/default.asp
□ Gender equality: Office for Gender Equality:
http://www.ured-ravnopravnost.hr
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For further information: http://www.bizimpact.hr
COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
The Community Programme for Employment and Social Solidarity - PROGRESS has been established to financially support the implementation of the objectives of the European Union in the fields of employment and social affairs. European citizens expect the EU to strengthen the social dimension of Union policies so that they can deliver growth and more jobs, whilst at the same time, poverty and social exclusion are gradually overcome. In this context PROGRESS is set up to accompany beneficiary states in their efforts to promote more and better jobs and equal opportunities for all.
Scope and content ● Training of legal and policy practitioners; ● Creation of networks of national experts, such as legal experts, exchanging and discussing issues raised by EU employment law and its application; ● Funding by EU networks for NGOs fighting social exclusion and discrimination on grounds of racial origin, age and disability or promoting gender equality; ● Public awareness campaigns of EU social and employment policies and legislation.
The EU carefully designed the new programme to support this policy development and implementation in five areas: ● ● ● ● ●
Employment Social inclusion and protection Working conditions Non-discrimination Gender equality
PROGRESS will fund three types of actions: ● Analysis; ● Mutual learning, awareness and dissemination; ● Support for the main participants. It focuses on activities with a strong European dimension. These activities are, in general, designed to inform on policy analysis and development. In this respect, PROGRESS differs from the European Social Fund, which invests in the implementation of employment and social inclusion policies in the Member States.
Who can participate? Participation in PROGRESS may include: ● ● ● ● ● ●
Regional and local authorities; Employment agencies and labour offices; National statistics offices; Experts and advisors on assessment; Media; NGOs, mostly those which are part of European networks; social partners.
Examples of what PROGRESS can fund: ● Europe-wide studies, such as research on health and safety at work; ● Collecting statistics on the number of workplace accidents and diseases, compiling surveys on labour, and dissemination of the results;
Useful links: PROGRESS web page: http://ec.europa.eu/employment_social/progress/intro_en.htm For information on calls for tender and grants: http://ec.europa.eu/employment_social/emplweb/tenders/index_en.cfm
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Two further examples, shown below, identify projects in the area of Employment and Social Solidarity, financed by the CARDS programme Programme: CARDS 2002 – Local Partnerships for Employment Budget: EUR 0.9 million Objectives and results: The project was implemented in the counties of Zadar, Šibenik-Knin, Sisak-Moslavina and Vukovar-Srijem. The specific objectives aimed to contribute to the development goals, as outlined in the Regional Operational Programmes by using the appropriate Human Resource Development (HRD) measures. That meant the establishment and promotion of a structure in each project region - consisting of local partners which was capable of designing, applying, managing and monitoring HRD projects and measures according to EU standards and in line with the National Employment Strategy. The project results reported were an improved labour market knowledge at county level, an increased ability to foster HRD at county level, a raised awareness of European Social Fund (ESF) principles and mechanisms in all 4 counties, a reduced unemployment rate at county level, and an increased awareness of ESF rules and procedures among HRD regional policy actors. Who has benefited from the project? The project beneficiary and main partner is the Croatian Employment Service (CES) both central office and regional offices, as well as regional and local authorities of the counties involved and local people given the opportunity to have easier access to employment.
Programme: CARDS 2004 - Local Partnerships for Employment - Phase 2 Budget: EUR 1,5 million Objectives and Results: The wider objective of this project was to reduce unemployment by strengthening the capacity of local participants to design and implement training and active labour market measures within the framework of a local partnership approach using European Social Fund (ESF) procedures. The specific objective referred to the regional operative goals as outlined in the Regional Operational Programmes (the multi annual county programming documents) of 4 counties (Brodsko-posavska, Karlovačka, Ličko-senjska, and Požeško-slavonska) to be complemented by appropriate human resource development measures, taking into account the methodology developed through the CARDS 2002 "Local Partnerships for Employment" project. The results have been the following: labour market knowledge at county level has been improved, the ability to foster Human Resource Development at county level has been increased, awareness of ESF principles and mechanisms among local counterparts in all 4 counties has been raised – local partnerships being the principal approach to planning and implementation, local partnerships have been formed in each county and their members properly trained in ESF principles and mechanisms, through local partnership projects in all 4 counties active labour market measures have been designed and successfully implemented, meeting their activity output indicators, awareness of ESF rules and procedures has been raised among HRD regional policy participants. Who has benefited from the project? The primary beneficiary has been the Croatian Employment Service both central office and regional branch offices, regional and local authorities of Brodsko-posavska, Karlovačka, Ličko-senjska, and Požeško-slavonska and local people given the opportunity to have easier access to employment.
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COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
PROGRAMMES IN THE FILED OF CULTURE AND MEDIA 6. MEDIA 2007
Institution responsible for programme implementation: Ministry of Culture: http://www.min-kulture.hr
MEDIA 2007 is the EU support programme for the European audiovisual industry. It provides co-funding for training initiatives for audiovisual industry professionals, for the development of production projects (feature films, television drama, documentaries, animation and new media) as well as the promotion of European audiovisual works.
Scope and content The MEDIA 2007 Programme focuses on the initial and final phase of the audiovisual process, e.g. developing a film scenario or developing a production project as well as the promotion and distribution of films and audiovisual products. The available programme budget does not allow for the funding of production costs. As part of the promotional activities MEDIA 2007 is able to support the organisation of film festivals.
Who can participate? The programme is developed to assist companies and professionals from the audiovisual industry.
Useful links: MEDIA 2007: http://ec.europa.eu/comm/avpolicy/media/index_en.html
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European Funds for Croatian Projects
7. CULTURE 2007-2013
Institution responsible for programme implementation: Ministry of Culture: http://www.min-kulture.hr
The European Union is very active in the field of culture. It encourages co-operation across countries in Europe and complements their actions in the field of culture, while respecting their national and regional diversity. The programme Culture 2007 provides grants to cultural co-operation projects in all artistic and cultural fields: performing arts, plastic and visual arts, literature, heritage, cultural history, etc.
Scope and content The Culture Programme aims to achieve three main objectives: ● to promote cross-border mobility of those working in the cultural sector; ● to encourage the transnational circulation of cultural and artistic output; ● to foster intercultural dialogue. To achieve these objectives, the programme supports three strands of activities: cultural actions; European-level cultural bodies; and analysis and dissemination activities.
communication with EU institutions, participate in the public debate on cultural issues, and act as European cultural ambassadors. 3rd strand: Support for analysis and dissemination activities This strand supports the collection and dissemination of information about various cultural activities and projects in order to raise awareness of the Culture programme and its activities.
1st strand: Support for cultural actions
Who can participate?
This strand enables a wide range of cultural organisations from various countries to co-operate on cultural and artistic projects, such as:
The EU Culture Programme funds projects of cultural operators and institutions, e.g. cultural centres, libraries, theatres, music schools, music associations, museums, galleries, writers' associations, festivals, publishers, cultural units of regional and local bodies, and individuals working in the culture sector.
● Multi-annual co-operation projects, running over a period of three to five years; ● Co-operation measures, running over a maximum period of two years; ● Special measures, which relate to high-profile actions of considerable scale and scope, for example, support for European Capitals of Culture. 2nd strand: Support for cultural bodies This strand supports cultural bodies operating or seeking to operate at European level. It provides co-financing for the permanent work programmes of such organisations. On such a basis those cultural bodies being supported should encourage exchanges between cultural organisations in other European countries, identify the European artistic community’s needs, represent the sector in its 94
How to participate? In order to facilitate the Culture Programme implementation across Europe, the European Commission has established Cultural Contact Points in all participating countries.to ensure the effective grassroots dissemination of practical and targeted information about the programme locally The Cultural Contact Point for Croatia is a department established within the Directorate for International Cultural Co-operation of the Ministry of Culture in 2006. The Department is responsible for the promotion of the EU Culture Programme in Croatia.
COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
Useful links: Culture programme: http://ec.europa.eu/culture/eac/culture2007/cult_en.html Ministry of Culture – Culture programme: http://www.min-kulture.hr/ccp/
PROGRAMMES IN SUPPORT OF CIVIL SOCIETY 8. EUROPE FOR CITIZENS
Institution responsible for programme implementation: Office for Co-operation with NGOs: http://www.uzuvrh.hr
In recent years the European Commission has been increasingly stressing the importance of better information for citizens about European institutions and European issues in general. It was considered of utmost importance, furthermore, to make citizens more aware of their fundamental rights and duties as citizens of the European Union and to stimulate them to become actively involved in the process of European integration, developing a sense of belonging and a European identity. The development of an active European citizenship has been recognized a priority for action. In this respect the Europe for Citizens Programme (ECP) was set up as a continuation of the Active European Citizenship Programme 2004-2006. The aim of ECP is to bring Europe closer to its citizens and to enable them to participate fully in the development of the European Union. Through this programme, citizens have the opportunity to be involved in transnational exchanges and cooperation activities, to contribute to developing a sense of belonging to common European ideals and to encourage the process of European integration.
Scope and content The Europe for Citizens Programme funds four types of actions: Action 1. Active citizens for Europe iEurope involves citizens directly, either through activities linked to town twinning or through other citizens’ projects. Town Twinning projects have become very popular across Europe and encompass such activities as: ● Citizens' meetings; ● Thematic networking of twinned towns; ● Multi-annual projects for networks of twinned towns; ● Pilot projects in the format of Citizens panels. The last two actions are only recently being developed.
Action 2. Active civil society for Europe is targeted towards Europe-wide civil society organisations, receiving either structural support on the basis of their work programmes or support for trans-national projects. Action 3. Together for Europe supports high visibility events, studies and information tools, addressing the widest possible audience across frontiers and making Europe more tangible for its citizens. Action 4. Active European Remembrance supports the preservation of the main sites and archives associated with deportation and a commemoration of the victims of Nazism and Stalinism. 95
European Funds for Croatian Projects
Who can participate? The programme is open for participation to all stakeholders promoting active European citizenship, in particular to local communities, European public policy research organisations, citizens’ groups and other civil society organisations such as nongovernmental organisations and various networks and trade unions. How does it work? The Europe for Citizens Programme guide provides detailed information on the eligibility criteria for each of the programme’s actions. The Education, Audiovisual & Culture Executive Agency (EACEA) manages the running of the programme. EACEA’s website contains a wealth of practical information on the Europe for Citizens programme: including funding opportunities, specific calls for proposals, supporting documents, etc. It is advisable to check regularly for updated information on funding possibilities. To be eligible, a grant application must be submitted on the relevant application form, by the stated deadline, and by a ‘legal person’ based in one of the participating countries. The applicant must be a nonprofit organisation and the application must respect the specific eligibility criteria for the particular action in question. There are four stages to the project application and selection procedure: eligibility check, evaluation, selection and, for successful applications, the
notification of award decisions. During the eligibility check, applications are assessed to see if they comply with all the eligibility criteria, and do not conflict with the excluded criteria. Grants are awarded based on the selection criteria and the available financial resources. Who implements the programme? The European Commission is ultimately responsible for the smooth running of the Europe for Citizens Programme. It manages the budget and sets priorities, targets and criteria for the programme on an ongoing basis, after consultation with the Programme Committee. Furthermore, it guides and monitors the general implementation, follow-up and evaluation of the programme at European level. The European Commission relies on the Education, Audiovisual and Culture Executive Agency responsible for the implementation of most of the actions of the Europe for Citizens programme. It is in charge of the management of the complete life cycle of these projects. Every action or measure specifies whether it is managed by the EACEA or by the Commission directly (Directorate-General for Education and Culture). The Member States and other participating countries such as Croatia are also to be involved in the dissemination of information as well as in the overall promotion of the Europe for Citizens Programme.
Useful links: Europe for citizens programme: http://ec.europa.eu/citizenship/index_en.html Programme Guide: http://eacea.ec.europa.eu/citizenship/guide/index_en.htm Calls for proposals: http://eacea.ec.europa.eu/citizenship/index_en.htm Projects awarded with the Golden Stars Awards 2007: http://ec.europa.eu/citizenship/best_en.html Office for Co-operation with NGOs – Europe for Citizens: http://www.uzuvrh.hr/stranica.aspx?pageID=45
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PROGRAMMES IN THE FIELD CIVIL PROTECTION 9. CIVIL PROTECTION FINANCIAL INSTRUMENT
Institution responsible for programme implementation: State Directorate for Civil protection and Rescue: http://www.duzs.hr
Scope and content The Civil Protection Financial Instrument serves to support those Member States and Candidate Countries which have signed a Memorandum of Understanding in their efforts to protect people, the environment and property in the event of natural or man-made disasters. Furthermore, it intends to facilitate reinforced co-operation between the Member States and Candidate Countries who have signed a Memorandum of Understanding in the field of civil protection.
Who can participate? Depending on a particular call for proposals, various potential beneficiaries might be eligible to participate, for example – public authorities, universities, international organisations, NGOs, commercial companies.
Useful links: DG Environment, Civil Protection Financial Instrument: http://ec.europa.eu/environment/civil/prote/cp03_2008_en.htm
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PROGRAMMES IN THE FIELD OF HEALTH 10. PUBLIC HEALTH
Institution responsible for programme implementation: Ministry of Health and Social Welfare: http://www.mzss.hr
The Health Programme is the key means by which the EU implements its health objectives at a European level. The full name for the new Health Programme is the Second Programme of Community Action in the Field of Health 2008-2013. The Second Programme of Community Action in the Field of Health 2008-2013 runs for a 6 year period (from 1 January 2008 to 31 December 2013) and follows the First Programme of Community Action in the Field of Public Health (2003-2008) which financed over 300 projects and other actions. Croatia’s participation in this programme is expected from 2009.
Scope and content Each year, a work plan is published which sets out the priority areas and the criteria for funding actions under the new programme. Actions are intended to complement the national policies of the Member States with a European added-value. This means that they should involve actors from other participating countries and the results should be applied in other countries and regions across Europe. The overall aim of the Health Programme is to finance actions which contribute to the improvment and protection of human health. There are different types of funding schemes available under the Health Programme, depending on the type of action to be financed. Each year the work plan details which type of funding scheme is to be used for each action. The aim is to ensure that the objectives are achieved in the most efficient way possible and with the full collaboration of stakeholders interested in the aims of the programme.
Who can participate? Participation in the Health Programme is open to a wide range of organisations, including: ● ● ● ●
research institutes and universities; public administrations; non-governmental organisations; commercial firms.
Different participation rules apply, depending on the funding scheme of the initiative in question. These are specified in the annual work plan and calls for proposals are published each year.
Useful links: Public Health Programme: http://ec.europa.eu/health/ph_programme/health_programme_en.htm
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COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
11. MARCO POLO II
Institution responsible for programme implementation: Ministry of the Sea, Tourism, Transport and Development: http://www.mmpi.hr
The Marco Polo Programme aims to reduce road congestion, to improve the environmental performance of the freight transport system within the Community and to enhance intermodality, thereby contributing to an efficient and sustainable transport system. To achieve this objective, the programme supports actions in freight transport, logistics and other relevant markets, including motorways of the sea and traffic avoidance measures. The participation of Croatia in this programme is expected from 2009.
Scope and content There are three main action types: ● Modal shift actions, aimed at redirecting as much freight as possible from roads to short sea shipping, rail and inland waterway transport; ● Catalyst actions, directed towards a change in behaviour as regards non-road freight transport within the Union; ● Common learning actions, aimed at improving the knowledge in the freight logistics market and stimulating mutual cooperation. Recently, new themes for projects have been added, in particular "motorways of the sea" and "traffic avoidance" projects.
Who can participate? The programme is intended for private and state owned companies.
Useful links: Marco Polo II: http://ec.europa.eu/transport/marcopolo/home/home_en.htm
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12. - 14. OTHER COMMUNITY PROGRAMMES IN WHICH NATIONAL AUTHORITIES IN CROATIA PARTICIPATE AS PER SIGNED MEMORANDA OF UNDERSTANDING 12.
IDABC - Interoperable Delivery of European E-Government services to Public Administrations, Businesses and Citizens
The primary beneficiaries of the IDABC programme are public administrations, in particular national authorities, and European institutions. By providing expertise - a forum for information exchange, funding for IT solutions IDABC helps administrations improve the efficiency of their existing networks. IDABC also offers generic services, common tools and guidelines that facilitate interoperability across European borders. Citizens and enterprises are also increasingly benefiting from the various IDABC projects by using some of the IDABC networks. In addition, since the IDABC programme carries out its projects on the basis of marketavailable solutions, IT and service providers can benefit from the programme by participating in the open calls for tenders. Participation in IDABC is not through submission of project proposals by consortia under open calls, but exclusively through a public tendering procedure managed by the Commission. Thus, public authorities that would like to get funds from IDABC should reply to open calls for public tenders. More information about calls for proposals and calls for tenders is provided in Chapter V.
13. FISCALIS 2013 As a continuation of the Fiscalis 2007 programme, this phase seeks to develop a more reliable and better functioning taxation system in the internal market by encouraging cooperation in the field of taxation. While encouraging better application and understanding of Community taxation law, the programme also seeks to provide information and exchange good practice with Candidate, Potential Candidate and European Neighbourhood Policy countries. The programme supports the following types of action in the field of taxation policy: □ Develops communication and information-exchange systems, including Common Communications Network/
Common Systems Interface (CCN/CSI), VAT Information Exchange System (VIES), Excise Systems, Excise Movement Control System (EMCS); □ Establishes multilateral controls regarding the tax liability of taxable persons in different participating countries; □ Organizes seminars, project groups and training activities. The programme is open to Member States, other Candidate and Potential Candidate Countries as well as some partner countries under the European Neighbourhood Policy.
14. CUSTOMS 2013 As the name implies, the Customs 2013 programme extends the life of the Customs 2007 programme through to the end of 2013, incorporating the lessons learned during the previous stage and incorporating new demands. Similar to the 2007 programme, this stage also seeks to simplify customs systems and ensure the security of the markets and its citizens against fraud. The programme will also continue to encourage communication and cooperation among customs officials and ensure actions in harmony with the internal market, Besides including Member States and Candidate Countries in the programme, this stage also invites Potential Candidate Countries and Members of the European Neighbourhood Policy (ENP) to spread cooperation and good practice in customs and trade to other countries.
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COMMUNITY PROGRAMMES IN WHICH CROATIA AIMS TO CONDUCT NEGOTIATIONS IN ORDER TO SIGN MEMORANDA OF UNDERSTANDING 15. EURATOM
Institution responsible for programme implementation: Ministry of Science, Education and Sports: http://www.mzos.hr
Euratom’s energy research activities are carried out under the treaty of the same name, which in 1957 established the European Atomic Energy Community (Euratom). Euratom is independent from the European Community (EC) and has its own Framework Research Programme, which is, however, managed by the Community’s institutions. The target date for the start of Croatia’s participation in this programme is 1st January 2010.
Scope and content Sustainably developing fusion energy and meeting the requirements of the nuclear fission sector in terms of safety, waste management, efficiency and competitiveness are the main objectives of this specific programme for nuclear research and training activities.
Who can participate? The potential beneficiaries are universities, research centres, scientific institutes, researchers and experts.
The Euratom programme, which runs until 2011, is subdivided into two specific programmes. The first covers research into nuclear fusion, nuclear fission energy and radiation protection. The second concerns activities by the Joint Research Centre (JRC) in the nuclear energy sphere.
Useful links: EURATOM in brief: http://europa.eu/scadplus/leg/en/lvb/i23032.htm EURATOM home: http://cordis.europa.eu/fp7/euratom/home_en.html
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16. SAFER INTERNET 2009-2013
Institution responsible for programme implementation: Ministry of Science, Education and Sports: http://www.mzos.hr
The Safer Internet Programme (2009-2013) aims to promote safer use of the Internet and new online technologies, particularly for children, and to fight against illegal content and content unwanted by the end-user, as part of a coherent approach by the European Union53. The target date for the start of Croatia’s participation in this programme is 1st January 2010.
Scope and content On 27th February 2008 the Commission adopted a proposal for a new Safer Internet Programme. Safer Internet 2009-2013 builds upon the successful Safer Internet plus Programme begun in 2005 and will have a budget of EUR 55 million. Encompassing recent communications services from the web, such as social networking, the new programme will fight not only illegal content but also harmful conduct such as grooming and bullying. A new action will aim to build up a knowledge base. At the EU "Education, Youth Affairs and Culture" Council from 21-22 May 2008 EU ministers agreed on a general approach to the new proposal establishing a multi-annual Safer Internet Programme for protecting children using the Internet and other communication technologies.
Who can participate? The programme will seek to involve and bring together different stakeholders whose cooperation is essential, but who would not necessarily come together unless the appropriate structures were put in place. This includes content providers; internet service providers; mobile network operators; regulators; standards bodies; industry self-regulatory bodies; national, regional and local authorities responsible for industry, education, consumer protection, families, law enforcement, children’s rights and child welfare; and non-governmental organisations active in consumer protection, families, children’s rights and child welfare.
The programme incorporates four actions: reducing illegal content and tackling harmful conduct online; promoting a safer online environment; ensuring public awareness; and establishing a knowledge base.
Useful links: Safer Internet: http://ec.europa.eu/information_society/activities/sip/programme/index_en.htm http://www.saferinternet.org/ww/en/pub/insafe/index.htm
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The final adoption of the new Safer Internet programme is expected in early 2009.
COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
17. INTEGRATED LIFE-LONG LEARNING PROGRAMME (ILLP)
Institution responsible for programme implementation: Ministry of Science, Education and Sports: http://www.mzos.hr Agency for Mobility and EU programmes: http://www.mobilnost.hr
The new Lifelong Learning Programme 2007-2013 replaces the existing Socrates, Leonardo da Vinci, and eLearning programmes which expired at the end of 2006. The aim of the new programme is to contribute, by emphasising the need for lifelong learning, to the development of the Community as an advanced knowledge society, with sustainable economic development, more and better jobs and greater social cohesion. It aims to foster interaction, cooperation and mobility between education and training systems within the Community, so that they become a world quality reference. The target date for the start of Croatia’s participation in this programme is 1st January 2010.
Scope and content The Lifelong Learning Programme is actually an over-arching structure that is built on four subprogrammes. Under each of these programmes grants and subsidies will be awarded to projects which enhance the trans-national mobility of individuals, promote bilateral and multilateral partnerships, or improve quality in education and training systems through multilateral projects encouraging, for example, innovation,. The four sub-programmes are: 1. The Comenius Programme (EUR 1,047 million) addresses the teaching and learning needs of all those in pre-school and school education up to the level of the end of upper secondary education, and the institutions and organisations providing such education; 2. The Erasmus Programme (EUR 3,114 million) addresses the teaching and learning needs of all those in formal higher education, including trans-national student placements in enterprise, and the institutions and organisations providing or facilitating such education and training; 3. The Leonardo da Vinci Programme (EUR 1,725 million) addresses the teaching and learning needs of all those in vocational education and training, including placement in enterprise of persons other than students, as well as the institutions and organisations providing or facilitating such education and training;
4. The Grundtvig programme (EUR 358 million) addresses all forms of adult education, as well as the institutions and organisations providing or facilitating such education. These four sub-programmes are joined by what will be known as a ‘transversal programme’ (EUR 369 million), which will pursue the following four key activities: ● policy cooperation and innovation in lifelong learning; ● promotion of language learning; ● development of innovative ICT-based content, services, pedagogies and practice for lifelong learning; ● dissemination and exploitation of the results of actions supported under the Lifelong Learning Programme and previous related programmes, and exchange of good practice. Finally, these actions will be complemented by the new Jean Monnet Programme (EUR 170 million), which supports institutions and activities in the field of European integration. Who can participate? Participation is open to educational institutions in Croatia, from pre-school to higher education, vocational education and training and adult education and individuals – students and teachers.
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Useful links: Integrated Life-long Learning Programme: http://ec.europa.eu/education/programmes/llp/general/index_en.html Agency for Mobility and EU programmes: http://www.mobilnost.hr
An example of Croatia’s participation in the area of Life Long Learning can be see under the CARDS 2004 programme. Project: CARDS 2004 Adult learning Budget: EUR 1,5 million Objectives and results: The objective was to promote a modern and flexible concept of adult learning for Croatia in line with the new labour market requirements, the lifelong learning approach and EU best-practice examples. In general terms, the project focused on what could be achieved through improvements in structured adult education and training provision, adjustment and modernisation of training programmes (with considerable emphasis on basic skills Who has benefited from the project? The primary beneficiary has been the Agency for Adult Learning and other authorities responsible for education and employment but also the general public has benefited from an improved system of adult learning and increased opportunities for employment.
18. ERASMUS MUNDUS
Institution responsible for programme implementation: Ministry of Science, Education and Sports: http://www.mzos.hr Agency for Mobility and EU programmes: http://www.mobilnost.hr
The Erasmus Mundus programme aims to promote the development of higher education systems in the partner countries through a balanced co-operation between higher education institutions in partner countries and Member States of the European Union. A priority for higher education systems in South-East Europe is the achievement of the objectives of the so-called Bologna Declaration which aims to establish a common European Higher Education Area by 2010. Its objectives include the establishment of a common degree system in Europe (Bachelor, Master, Ph.D.), the introduction of the European Credit Transfer System (ECTS), the strengthening of a European dimension in quality assurance and the removal of obstacles for the mobility of students and staff. Participation in the Bologna Process requires structural reforms of university governance, management and finance, in particular the strengthening of the strategic management capacities of universities through institutional integration, efficient control of standards, and the setting up of a system to test compatibility across faculties or universities.
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Scope and content The programme supports European top-quality Master’s courses and enhances the visibility and attractiveness of European higher education in third countries. It also provides EU-funded scholarships for third-country nationals participating in these Master’s courses, as well as for EU-nationals studying at partner universities around the world. The target date for the start of Croatia’s participation in this programme is 1st January 2010.
Who can participate? Potential beneficiaries are universities proposing joint Masters programmes and individuals applying for scholarships.
Useful links: Erasmus Mundus: http://ec.europa.eu/education/programmes/mundus/programme/future_en.html Agency for Mobility and EU programmes: http://www.mobilnost.hr
An excellent example in Croatia of a mobility programme, being the forerunner of Erasmus Mundus is the TEMPUS III programme. Background information: Croatia became eligible for Tempus funding in 2000. Although continuing to be university-based, TEMPUS III aims to extend the range of participants beyond the traditional academic community to include policy makers and the civil society at large. In addition, Tempus projects are encouraged to incorporate a regional dimension into their activities. TEMPUS III objectives: The Tempus programme seeks to contribute to: ● ● ● ● ● ●
a higher education policy and systems development; the reform of higher education governance, management and finance; the strengthening of links with the local and regional economy, as well as other university stakeholders; curriculum development in priority areas for economic and social transition; the promotion of the mobility of students and staff; the development of administrative and institutional structures through training of staff from non-academic institutions; ● the strengthening of regional cooperation and networking between higher education institutions in SouthEast Europe. The Tempus Programme aims to fund Joint European Projects (JEP), Structural and Complementary Measures (SCM) and Individual Mobility Grants (IMG). There are 3 types of Joint European Projects (JEP): 1. Curriculum Development, focusing on the establishment of new or the revision of existing curricula and study courses, the development and provision of new teaching materials, the introduction of new teaching methodologies, and the retraining of academic staff. 2. University Management focusing on systems and policy development, reform of university governance, administration and finance, the introduction of library and management information systems, the strengthening of quality assurance, the introduction of international relations offices, the introduction of the European Credit Transfer System, or the establishment of knowledge and technology transfer centres. 3. Institution Building focusing on strengthening civil society and public administration reform through the development of short cycle training courses for staff from non-academic institutions such as local, regional and national authorities, social partners, professional associations, media, and non-governmental organisations.
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Structural and Complementary Measures (SCM): 1. Structural Measures (SM) supporting the development, acquisition and upgrading of skills and instruments necessary for nation-wide structural reform in higher education and support for its planning, preparation, undertaking and implementation. 2. Complementary Measures (CM) designed to respond to shorter-term needs for dissemination and transfer of good practice and to provide the possibility for targeted actions that may contribute significantly to achieving the objectives of the programme. Individual Mobility Grants (IMG) providing an opportunity for individuals to visit other countries for a short period of time (1-8 weeks) with the objective of disseminating the results of Tempus projects or networking in a particular area relevant to the Tempus programme. Results in Croatia: So far, 68 joint European projects were financed (44 Curriculum Development, 14 University Management programmes and 10 Institution Building) as well as 12 Structural and Complementary measures. All Universities in Croatia have participated in various projects within the programme in cooperation with all EU Member States and CARDS countries. TEMPUS had a strong impact on the internationalisation of Croatian universities (73% of universities are now members of international associations). Progress has also been made in higher education reforms - changes have been made in teaching methods and assessment processes and there has been an increased mobility of teachers and students with valuable experience from abroad. Young university staff have upgraded their qualifications and TEMPUS supported them in completing Masters and Doctoral theses.
19. YOUTH IN ACTION
Institution responsible for programme implementation: Ministry of the Family, Veterans' Affairs and Intergenerational Solidarity: http://www.mobms.hr Agency for Mobility and EU programmes: http://www.mobilnost.hr
The Youth in Action (2007-2013) Programme is directed to support young people between 13 and 30 years old with the aim to strengthen soft skills, personal responsibility and support initiatives, including care for others and active participation in civil society on local, national and European levels.
Scope and content The specific objectives of the programme are: ● To promote young people's active citizenship in general and their European citizenship in particular; ● To develop solidarity among young people; ● To foster a mutual understanding among people through youth; ● To contribute to developing the quality of support systems for youth activities and the 106
capabilities of civil society organisations in the youth field. ● To promote European cooperation in youth policies. To achieve its given objectives the Youth in Action programme will support the following lines of action: ● Youth for Europe: primarily aims to promote exchanges amongst young people in order
COMMUNITY PROGRAMMES IN CROATIA AT A GLANCE
to increase their mobility and support youth initiatives, projects and activities so as to develop young people's citizenship and mutual understanding. ● European Voluntary Service: aims to "gear up” young people's participation in different forms of voluntary activities within and outside the European Union. ● Youth of the World: proposes to develop a mutual understanding among people in a spirit of openness. The programme is open to projects with neighbouring countries of the enlarged Europe and to cooperation in the youth field with other third countries. ● Youth Support Systems: aims to develop the quality of support structures for young people. This action helps to promote youth organisations active at a European level, in particular the European Youth Forum. It also supports the development of exchange, training and information schemes for young workers.
● European Cooperation in the Youth Field: intends to promote cooperation on youth policy, support for a structured dialogue among young people and those responsible for youth policy, as well as building cooperation with international organisations. Under the programme, natural persons may receive grants, and depending on the nature of the action, financial support may take the form of subsidies or scholarships. Who can participate? Young persons aged between 13 and 30 years old or those active in youth work or youth organisations legally resident in one of the programme or partner countries.
Useful links: DG Education and Culture: http://ec.europa.eu/youth/index_en.htm The Education, Audiovisual and Culture Executive Agency: http://eacea.ec.europa.eu/youth/index_en.htm Agency for Mobility – Implementing Agency: www.mobilnost.hr
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20. COMMUNITY MECHANISM FOR CIVIL PROTECTION
Institution responsible for programme implementation: State Directorate for Civil protection and Rescue: http://www.duzs.hr
The main role of the Community Mechanism for Civil Protection is to facilitate co-operation in civil protection assistance interventions in the event of major emergencies which may require urgent response actions. This applies also to situations where there may be an imminent threat of such major emergencies.
Scope and content The aim is to facilitate co-operation in civil protection assistance interventions in the event of major emergencies which may require urgent response actions. The Community Mechanism for Civil Protection has a number of tools intended to facilitate both adequate preparedness as well as effective response to disasters at a community level. In accordance with the principle of subsidiarity, it can provide added-value to European civil protection assistance by making support available at the request of the affected country. This may arise if the affected country’s preparedness for a disaster is not sufficient to provide an adequate response in terms of available resources. By pooling the civil protection capabilities of the participating states, the Community Mechanism can ensure even better protection, primarily of people, but also of the natural and cultural environment as well as property. To enable and ensure an effective delivery of assistance, teams working in emergencies need
Useful links: DG Environment: http://ec.europa.eu/environment/civil/prote/mechanism.htm State Directorate for Civil Protection and Rescue: http://www.duzs.hr
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to be mobilised rapidly. Moreover their work needs to be well co-ordinated while requiring flexibility. In order to achieve this, the Mechanism has its own tools that help to ensure this. Who can participate? The potential beneficiaries of the Mechanism are the civil protection authorities in Croatia.
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21. CIVIL JUSTICE
Institution responsible for programme implementation: Ministry of Justice: www.pravosudje.hr
The Civil Justice Programme is one of 5 sub-programmes under the framework programme Fundamental Rights and Justice. The Framework programme supports the development of a European Society respecting fundamental rights, fighting anti-Semitism, racism and xenophobia, and strengthening civil society.
Scope and content The framework programme brings together the following sub-programmes: i) Fight against Violence (Daphne) ii) Drugs prevention and information iii) Fundamental Rights and Information iv) Civil Justice v) Criminal Justice The Civil Justice Programme aims to promote judicial cooperation in civil matters and the adjustment of Member States’ existing judicial systems to the EU system thereby improving the lives of EU citizens through access to justice. By requiring that the relevant authorities work together in the area of Civil Justice, the programme seeks to enhance the contact and the exchange of information and good practice between legal, judicial and administrative authorities.
● Improve access to justice, promote mutual recognition of judgments, lower differences in civil law and enhance the proper administration of justice; ● Exchange information regarding each Member State's legal and judicial system with a mind towards mutual understanding; ● Ensure the proper implementation of Union instruments; ● Develop mutual confidence and quality of justice; ● Support the training of judicial staff. Who can participate? Public institutions responsible in the mentioned sectors policies.
The specific objectives of the programme, intended for legal practitioners, national authorities, EU citizens and public or private organisations, are to:
Useful links: DG Justice, Freedom and Security: http://ec.europa.eu/justice_home/funding/civil/funding_civil_en.htm http://ec.europa.eu/justice_home/funding/intro/wai/funding_intro_en.htm Ministry of Justice: www.pravosudje.hr
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COMMUNITY PROGRAMMES IN WHICH CROATIA AIMS TO PARTICIPATE WITHOUT SIGNING MEMORANDA OF UNDERSTANDING Community Programmes in which Croatia aims to participate without signing Memoranda of Understanding are shown below. Negotiations for preparation and signing Memoranda of Understanding for these programmes can be initiated if necessary. 22. CRIMINAL JUSTICE
Institution responsible for programme implementation: Ministry of Justice: www.pravosudje.hr
The Criminal Justice Program, as already mentioned, is one of 5 sub-programmes under the framework programme Fundamental Rights and Justice. The framework programme promotes judicial cooperation in civil, commercial and criminal justice matters.
Scope and content The objectives of the Criminal Justice Programme are to promote judicial cooperation with the aim of contributing to the creation of a genuine European area of justice in criminal matters based on mutual recognition and mutual confidence, to promote compatibility in rules applicable in the Member States as may be necessary to improve judicial cooperation. Furthermore, it shall improve contacts and exchange of information and best practice between legal, judicial and administrative authorities and the legal professions (lawyers and other professionals involved in the work of the judiciary), it shall foster the training of members of the judiciary, and further improve mutual trust with a view to ensuring protection of the rights of victims and of the accused. The programme shall provide financial support through grants and public procurement for a) projects initiated and managed by the Commission with a
European dimension, b) transnational and national projects implemented by organisations in the Member States, and/or c) activities of non-governmental organisations or other entities pursuing an aim of general European interest (including an operating grant to co-finance expenditure associated with the permanent work programme of the European Judicial Training Network). Who can participate? The programme is destined for inter alia, legal practitioners, representatives of victims' assistance services, and other professionals involved in the work of the judiciary, national authorities and citizens of the Union in general. However, bodies and organisations which are profit oriented will have access to the programme only in conjunction with non profit oriented or state organisations.
Useful links: DG Justice, Freedom and Security: http://ec.europa.eu/justice_home/fsj/criminal/wai/fsj_criminal_intro_en.htm http://ec.europa.eu/justice_home/funding/intro/wai/funding_intro_en.htm
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23. HERCULE II
Institution responsible for programme implementation: Ministry of Finance: www.mfin.hr
The HERCULE II programme promotes activities in the field of the protection of the financial interests of the EU. The resources for the period until 2013 are available only for actions and not for support of organisations. The programme is implemented and coordinated by the European Anti-Fraud Office (OLAF).
Scope and content The programme is designed to cover 3 types of actions: ● An external anti-fraud training programme involving the police, judicial and customs authorities as well as research and educational establishments; ● Financial aid for European Lawyers associations for the protection of the Union’s financial interests, primaril for studies and dissemination of experience; ● Technical assistance to competent law enforcement authorities for anti-fraud measures.
● coordination of activities related to the protection of the financial interests of the EU; ● training and awareness initiatives; ● exchanges of specialised staff; ● development and supply of specific IT tools; ● exchange of data. Who can participate? The programme is open for participation to relevant public authorities, research and training centres, and NGOs of professionals in the relevant field.
Activities which can be funded include: ● organisation of seminars and conferences; ● promotion of scientific studies and discussions on EU policies in this field;
Useful links: HERCULE II: http://ec.europa.eu/anti_fraud/programmes/hercule/en.pdf Ministry of Finance: www.mfin.hr
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24. PERICLES
Institution responsible for programme implementation: Ministry of Internal Affairs: www.mup.hr
The Pericles programme establishes an exchange, assistance and training programme for the protection of the euro against counterfeiting to Member States which have not adopted the euro as the single currency. The programme is implemented and coordinated by the European Anti-Fraud Office (OLAF).
Scope and content The purpose of the programme is to raise awareness for close cooperation between competent authorities, especially of the EU Member States. Pericles programme contributes to the practical training of police, judicial and financial staff, with regard to the analysis of counterfeit, judicial cooperation and applicable legislation. Promoting closer cooperation between national experts by creating a network of correspondents at national and European level is also within the scope of the programme.
Who can participate? National public institutions responsible in mentioned policies.
Useful links: Pericles Programme: http://ec.europa.eu/anti_fraud/programmes/pericles/index_en.html Ministry of Internal Affairs: www.mup.hr
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IN THIS CHAPTER YOU WILL FIND: ● A brief overview of the: □ Structural Instruments in support of the Community Cohesion Policy objectives:
• European Regional Development Fund • European Social Fund • Cohesion Fund □ European funds in support of the Common Agricultural Policy implementation:
• European Agricultural Fund for Rural Development □ European funds in support of the Fisheries Policy implementation
• European Fund for Fisheries ● What does Croatia`s experience with IPA signify in the context of preparations for Structural Instruments? ● Examples of successful EU funded projects and project ideas
The funding opportunities upon EU accession are opening a completely new chapter for Croatia, not only in terms of scale of available budget but also in the range of actions eligible for financing. However, EU funding should not be seen as a means to itself but as a mechanism, as a way to achieve EU wide policy objectives. In principle, policy objectives are decided at EU level within the framework of EU wide strategies which require certain actions from the Member States and a definition of the long-term priorities at their level and in turn the EU makes funds available for use as tools targeted to implement the planned objectives.
Figure 13 shows the Sectoral Policies (Cohesion, Common Agricultural Policy and Fisheries Policy), policy papers adopted at EU level, and their corresponding National Strategic documents to be developed as multi-annual programmes setting the strategic priorities for particular investments and actions financed under the Structural Instruments, Common Agricultural Policy (CAP) and Fisheries Funds. To fully understand the reasoning behind the various financial instruments one has to understand the reasoning behind the policy which is supported through them. Each of the policy areas and corresponding financial instruments shown in the diagram are described below.
Figure 13. Hierarchy of EU policy documents and strategic documents at a national level
European Commission Council Cohesion Policy
CAP/Rural Development
Fisheries Policy
Community Strategic Guidelines for Cohesion
EU Strategic Guidelines for Rural Development
Strategic Gudielines for Sustianable Development of the fisheries sectors and coastal areas dependent on fisheries
National Strategic Reference Framework
National Rural Development Strategy
National Strategic Plans
Operational Programmes
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WHAT IS THE EU COHESION POLICY? The Cohesion Policy is based on the assumption that redistribution between richer and poorer regions in Europe is needed to balance out the effects of further economic integration. Around EUR 480 billion has been invested in the „less favoured“ regions since 1988. Prior to the 2004 enlargment, the main beneficiaries were Greece, Portugal, Ireland, the new East German „Lander“, Italy and Spain. With the accession of twelve new Member States in 2004 and 2007, the development gap between regions has doubled. As a result, most beneficiaries of the Cohesion Policy are now located in Central and Eastern Europe. In 2007, the Cohesion Policy was reviewed and its main objectives were centred upon the Lisbon Agenda (focusing on innovation, growth, jobs) and the Gothenburg Goals (aiming at sustainable development). EU Cohesion Policy provisions are stipulated in the Treaty on European Union: “…a harmonious, balanced and sustainable development of economic activities…” throughout the Union (art 2 Treaty on EU)
To know more There are a number of examples proving the major socio-economic disparities which exist between the different regions of the Union especially following the latest enlargements. In February 2008, EUROSTAT (the Statistical Office of the European Communities) reported that, of the EU 27, in 2005, the average regional GDP per inhabitant ranged from 24% in North-East in Romania to 303% in Inner London. The other two leading regions in the ranking of regional GDP per inhabitant in 2005 were the Grand Duchy of Luxembourg (264% of the average) and Brussels in Belgium (241%). The lowest regions in the ranking were all in Bulgaria, Poland and Romania.
Why does the EU need a Cohesion Policy? □ To address regional disparities □ To improve the functioning of a single market □ To promote a stable and sustainable
development of the EU
Economic and social cohesion is to be pursued with the aim of “…reducing disparities between the levels of development of the various regions and the backwardness of the least favoured regions or islands, including rural areas” (art. 158 Treaty on EU)
Croatia is not yet a Member State of the EU so it cannot take part in the Cohesion Policy and it still doesn’t have access to Structural Instruments at this stage. However, following accession the Structural Funding of the Union will become available in order to help the country achieve economic, social and territorial cohesion.
What is the Lisbon agenda?
What are the Gothenburg Goals?
At the Lisbon summit in March 2000, EU leaders set out a new strategy, based on a consensus among Member States, to modernise Europe. This became known as the Lisbon Strategy, also known as the Lisbon Process. The Strategy is focused on growth and jobs. The two targets are: total investment (public and private) of 3% of Europe’s GDP in the area of research and development by 2010 and an employment rate of 70% by the same date (the proportion a percentage of Europe’s working age population in employment).
The European Summit held in Gothenburg in June 2001 completed the Lisbon Strategy by adding to it an environmental dimension. This “third pillar” of the Lisbon Strategy, places a new emphasis on the protection of the environment and the achievement of a more sustainable pattern of development. The main priorities of this strategy are: □ □ □ □
Combating climate change, Ensuring sustainable transport options, Addressing threats to public health, Managing natural resources in a more responsible manner. 115
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EU COHESION POLICY OBJECTIVES During the period 2007-2013 Cohesion Funding is structured along three broad strategic objectives based on the Lisbon Strategy and the Gothenburg Goals, also occasionally known as the Triple-C objectives: Convergence, Competitiveness and Co-operation (see Figure 14). Figure 14. EU Cohesion Policy Objectives for the period 2007 - 2013
Objective 1
Objective 2
Objective 3
Convergence
Regional Competitiveness and Employment
European Territorial Co-operation
The Convergence Objective In general, Convergence means that Structural Funding should contribute to the increase of the GDP in regions which are lagging behind. This includes all EU regions with a GDP per head below 75% of the EU average. In line with this objective the financial support has to promote growth-enhancing conditions and factors leading to development and real convergence for the least-developed Member States and regions. The countries and regions eligible under the Convergence Objective receive more than 80% of the total EU Structural Funding for the period 20072013.
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Aims to stimulate growth and employment in the least developed regions (GDP per capita below 75% of the EU average). It highlights innovation and a knowledgebased society, adaptability to economic and social changes and the quality of the environment and administrative efficiency.
Aims to reinforce the regions’ competitiveness and attractiveness as well as employment, by anticipating economic and social changes. Covers all areas of the EU not eligible for the Convergence Objective.
Aims to reinforce cooperation at a crossborder, transnational and interregional level and acts as a complement to the two other objectives. It promotes common solutions in the domain of urban, rural and coastal development, the development of economic relations and the setting up of SMEs.
The Regional Competitiveness and Employment Objective Operations under this objective aim at strengthening competitiveness and attractiveness, as well as employment in the target regions. Firstly, development programmes will help regions foster economic change through innovation and the promotion of a knowledge-based society, as well as through entrepreneurship, protection of the environment and the delivery of more services to companies and people. Secondly, more and better jobs will be supported by qualifying the workforce and by investing in human resources.
EU FUNDING OPPORTUNITIES FOR CROATIA AFTER ACCESSION
European Territorial Co-operation Objective Will strengthen cross-border, regional and transnational co-operation towards finding joint solutions to issues such as urban, rural and coastal development, development of economic relations, exchange of professional and field experience and networking of SMEs and organisations. This objective is based on the experience drawn from the former Community initiative INTERREG.
GEOGRAPHICAL DISTRIBUTION ACCORDING THE COHESION POLICY OBJECTIVES The entire European Union is covered by one or several objectives of the Cohesion Policy. To determine geographic eligibility, the Commission bases its decision on statistical data. Europe is divided into various groups of regions corresponding to the classification known by the acronym NUTS (the Nomenclature of Territorial Units for Statistics).
To know more European regions can benefit from Structural Funding depending on how they are classified: Convergence regions – regions at NUTS 2 level with a GDP per head of less than 75% of the EU-25 average can receive funding under the Convergence Objective. Competitiveness and Employment regions – the remaining part of the EU (NUTS 1 or NUTS 2 regions depending on the Member States) can receive funding under the Regional Competitiveness and Employment Objective. All EU regions at NUTS 3 level can benefit from the European Territorial Co-operation Objective
Map 9. Map of European regions eligible for funding under the three policy objectives
Phasing-out Regions - A phasing-out system is granted to those regions which would have been eligible for funding under the Convergence Objective if the threshold of 75% of GDP had been calculated when the EU comprised 15 rather than 25 states. Phasing-in Regions – A phasing-in system is granted until 2013 to NUTS 2 regions which were covered by the former Objective 1 but whose GDP exceeds 75% of the average GDP of the EU-15. 117
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STRUCTURAL INSTRUMENTS – TOOLS TO ACHIEVE COHESION POLICY OBJECTIVES The Structural Instruments were created to help those regions, within the European Union, whose development is lagging behind. The aim is to reduce the differences between regions and create a better economic and social balance within and between Member States. Within the present Financial Framework 2007-2013, Structural Instruments are: the European Fund for Regional Development (ERDF), the European Social Fund (ESF) and the Cohesion Fund.
Structural Instruments are distributed between the Member States depending notably on the following criteria: population, national wealth measured through the Gross Domestic Product (GDP), regional wealth in GDP and unemployment rate. The Structural Instruments contribute to the three mentioned Cohesion Policy Objectives shown in Figure 15.
Figure 15. EU Objectives and Structural Instruments for the period 2007 - 2013
Cohesion Policy 2007 - 2013
Objectives
Structural Instruments
Convergence
European Regional Development Fund
European Social Fund
Regional Competitiveness and Employment
European Regional Development Fund
European Social Fund
European Territorial Cooperation
European Regional Development Fund
3 Objectives
Cohesion Fund
3 Instruments
GUIDING PRINCIPLES IN SPENDING EU FUNDS Activities financed under Structural Instruments are underpinned by six guiding principles: additionality, concentration, partnership, programming, proportionality and subsidiarity.
e.g.: geographic - about 80% of funding is foreseen for less developed regions, thematic – a focus on the Lisbon Strategy and Gothenburg Goals concerning sustainable development.
Additionality
Partnership
Financial support given through Structural Instruments is in addition to the national budget at Member States level for projects aimed at supporting socio-economic cohesion of their regions. In other words, the Structural Instrument must not substitute a Member State's infrastructural spending. In the event that this principle is not being respected a financial corrective mechanism will be imposed.
This principle implies the closest possible cooperation between the competent national, regional, local, other public authorities and economic and social partners in the Member State at all stages – from the preparation of national strategic documents to the implementation of individual projects. Partnership ensures the effectiveness of measures to be financed and enhances transparency through achieved consensus.
Concentration This principle means that strategic funding objectives should be clearly defined so that resources are targeted towards strategic priorities, 118
Programming Programming means that all measures to be funded should be defined multi-anually within the
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framework of strategic development documents. Those documents should be developed based on the decision-making process built on a continuous and solid partnership consultation. Proportionality
Sudsidiarity Subsidiarity ensures that activities best managed at national, regional or local level are funded and managed at the most appropriate level and that the Union does not intervene.
Proportionality means that the obligations given to Member States differ dependent on the total amount of expenditure per Operational Programme (the choice of indicators used to measure the success of a programme, the obligations in terms of evaluation, management and reporting).
STRATEGIC APPROACH IN STRUCTURAL FUNDS INVESTMENTS FROM 2007 All activities funded by Structural Instruments are being developed thematically according to the aforesaid broad objectives – i) Convergence, ii) Regional Competitiveness and Employment and iii) European Territorial Cooperation. Community Strategic Guidelines on Cohesion The EC recognised the need for a further streamlining of the priorites related to the overall economic growth and socio-economic cohesion of the Union and as a result prepared the Community Strategic Guidelines on Cohesion (see Figure 16), following close consultation with Member States, with the aim of creating a more structured process of Cohesion Policy implementation at all levels and finally contributing to an increased economic effectiveness, transparency and political accountability. Figure 16. Strategic Approach in Structural Funds Investments
1
Strategic Community Guidelines for Cohesion / Financial Instruments Prepared by the Commission, approved by the Council in coordination with the Parliament
2
National Strategic Reference Framework Prepared and submitted by Member States to the EC. In line with partnership principles, priorities of Strategic Community Guidelines for Cohesion and national strategic documents.
3
Operational Programmes Separate Operational programme for each Fund or sector. Include description of priorities, measures, management and implementation procedures, etc.
4
Management of the Operational Programmes From Member States, in line with “shared management” principles = coordination with EC
5
Opening of Call for Proposals. Selection and Contracting From Mananging Autority, Intermediary Body, based on competitive procurement rules and procedures
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To know more The EU Strategic Guidelines on Cohesion54 are focused on three priorities: i) improvement of the attractiveness of regions and cities within the Member States; ii) encouragement of innovation, entrepreneurship and growth in the knowledge economy; and iii) creation of more and better jobs. On the basis of these priorities, the guidelines aim to: ● make Europe and its regions more attractive places to invest and work; ● improve knowledge and innovation; ● create more and better jobs; ● take account of the territorial dimension of the Cohesion Policy.
National Strategic Reference Framework (NSRF) The National Strategic Reference Framework is prepared by each Member State, coherent with the Strategic Guidelines, during an ongoing consultation with EC services and partners. It identifies longterm priorities, required budgets and the number of envisaged Operational Programmes.
NSRF content: ● an analysis of the socio-economic situation, strengths and weaknesses of the whole territory, taking into account trends in European and global economies ● a justification of a chosen strategy, a list of Operational Programmes for the Convergance Objective and the Regional Competitiveness and Employment Objective, and an indication of the annual allocation from each programme ● contributions of the NSRF to Lisbon Strategy priorities ● for regions concerned with the Convergence objective: information on the coordination with EAFRD (the European Agricultural Fund for Rural Development) and EFF (the European Fisheries Fund), and information on the additionality principle and operation plans to strengthen adminsitrative efficiency
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Operational Programmes (OPs) OPs set up the intervention priorities of the Member State (and/or regions). Each Member State, including the regions, together with the European Commission agrees on the Operational Programmes. Prior to that, the Commission will already have determined the indicative financial allocations per Member State, which then decides on the specific details of how the resources will be divided among the regions and to which priorities. OPERATIONAL PROGRAMMES content: ● an analysis of the eligible area (strengths, weaknesses) ● a justification of the priorities retained (in terms of Community Strategic GuIDelines on Cohesion and the National Strategic Reference Framework) ● the specific objectives of the key priorities ● funding plans ● the implementation of the programmes (designating management, audit and certification authorities; description of evaluation and followup systems) ● an indicative list of large infastructure projects (environment projects exceeding EUR 25 million and other projects exceeding EUR 50 million)
The Member State and its regions then has the task of implementing the programmes, meaning selecting thousands of projects, whilst also monitoring and assessing them. At the beginning of each year the relevant management authorities in Member States publicise via the Internet their Indicative Annual Work Programmes per OP so that interested parties can identify appropriate options for project preparation and application ahead of time. The following Figure 17 demonstrates the example of interrelation between the bodies’ responsible for the National Strategic Reference Framework document and Operational Programmes according to Bulgaria’s priorities. The number of OPs is optional, depending on the individual Member State’s decision.
www.eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=OJ:L:2006:291:0011:0032:EN:PDF
MEE
1 Intermediate Body
MRDPW
6 Intermediate Bodies
MT
Managing Authority of OP Transport
OP Monitoring Committee
MSAAR
Managing Authority of OP Administrative Capacity
OP Monitoring Committee
Legend: MRDPW – Ministry of Regional Development and Public Works, MEE – Ministry of Economy and Energy, MLSP – Ministry of Labour and Social Policy, MEW – Ministry of Environment and Water, MT – Ministry of Transport, MSAAR – Ministry of State Administrattion and Administrative Reform
BENEFICIARIES
1 Intermediate Body
MEW
MLSP
3 Intermediate Bodies
Managing Authority of OP Environment
OP Monitoring Committee
Managing Authority of Human Resources Development
OP Monitoring Committee
NSRF MONITORING COMMITTEE
EUROPEAN COMMISSION
Source: General procedures Manual for management of Structural funds and Cohesion fund in Bulgaria, Management of EU Funds Directorate, Ministry of Finance
Managing Authority of OP Development of the competitiveness of Bulgarian economy
OP Monitoring Committee
Managing Authority of OP Regional Development
OP Monitoring Committee
CENTRAL COORDINATION UNIT, MANAGEMENT OF EU FUNDS DIRECTORATE IN THE MINISTRY OF FINANCE
CERTIFYING AUTHORITY NATIONAL FUND DIRECTORATE IN THE MINISTRY OF FINANCE
AUDIT AUTHORITY - DIRECTORATE IN THE MINISTRY OF FINANCE
Figure 17. Programming documents and institutional arrangements for the management of Structural Instruments in Bulgaria
EU FUNDING OPPORTUNITIES FOR CROATIA AFTER ACCESSION
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European Funds for Croatian Projects
BUDGET FOR COHESION The Structural Funds budget and the rules for its use are decided by the EU Council and the European Parliament on the basis of a proposal from the European Commission.
therefore the second largest budget item for the period 2007-2013, amounting to EUR 347.41 billion. The division of the Structural Funding per objective is shown in Figure 18:
The EU Cohesion Policy represents about one third of the total EU budget expenditure (35.7%) and is Figure 18. Division of Structural Funding per objectives Cohesion Policy for 2007-2013 Total: around 347 billion euros (current prices)
European Territorial Cooperation Convergence (of which 80 goes to the Cohesion Fund) Regional Competiveness and Employment
81.54% - Objective 1 - Convergence 15.95% - Objective 2 - Regional Competitiveness and Employment 2.52% - Objective 3 - European Territorial Co-operation Source: http://ec.europa.eu/regional_policy/policy/fonds/2007-2013-by-objective_large_en.gif
HOW ARE STRUCTURAL INSTRUMENTS MANAGED? Structural Instruments are managed at an operational level largely by national or regional authorities., The European Commission, however, performs expost control and evaluation of the programmes and financed activities and the related spending within a decentralised management practice. Complementing the Strategic Guidelines on Cohesion which sets out the political priorities for funding to support the Cohesion Policy Objectives, five regulations adopted in 2006 (see Figure 19) set the legal basis for the Structural Instruments, that is to say, for which purposes and in what manner the funding is allowed to be spent: ● The General Regulation establishes common rules in programming, managing, controlling and evaluating the Cohesion Policy with added emphasis on environmental and accessibility issues, and on the "partnership principle" which governs the whole policy55.
● A Regulation on the European Regional Development Fund (ERDF): for the funding of projects on research, innovation, environment, risk prevention, and infrastructure in the least developed regions56. ● A Regulation on the European Social Fund (ESF): for the funding of projects for employment, quality and productivity at work and social inclusion – in line with the European Employment Strategy57. ● A Regulation on the Cohesion Fund (CF): to invest in environmental projects and transEuropean networks in Member States with a GNP of less than 90% of the Community average national income (e.g. the ten new Member States, plus Greece and Portugal)58. ● A Regulation on a new instrument, the European grouping of cross-border cooperation (EGCC): for the funding of crossborder projects59.
Council Regulation (EC) No 1083/2006 of 11 July 2006 laying down general provisions on the European Regional Development Fund, the European Social Fund and the Cohesion Fund and repealing Regulation (EC) No 1260/1999 56 Regulation (EC) No 1080/2006 of the European Parliament and of the Council of 5 July 2006 on the European Regional Development Fund and repealing Regulation (EC) No 1783/1999 57 Regulation (EC) No 1081/2006 of the European Parliament and of the Council of 5 July 2006 on the European Social Fund and repealing Regulation (EC) No 1784/1999 58 Council Regulation (EC) No 1084/2006 of 11 July 2006 establishing a Cohesion Fund and repealing Regulation (EC) No 1164/94 59 Regulation (EC) No 1082/2006 of the European Parliament and of the Council of 5 July 2006 on a European grouping of territorial cooperation (EGTC) 55
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EU FUNDING OPPORTUNITIES FOR CROATIA AFTER ACCESSION
Figure 19. Regulatory Framework for the period 2007 – 2013
General Regulation 1083/2006 on the ERDF, the ESF and the Cohesion Fund
- ERDF Regulation: 1080/2006 - ESF Regulation: 1081/20064 - Cohesion Fund Regulation: 1084/2006 Regulation 1082/2006 establishing European Grouping of Territorial Cooperation (EGTC) Commission Regulation 1828/2006 for the Implementation of General Regulation 1083/2006: Information & Publicity, Management and Control systems, Financial corrections…
In accordance with EC General Rules regulations, the required management structure for each Operational Programme to be financed under Structural Instruments is prescribed at Member State level: ● A Managing Authority is responsible for the overall efficient, effective and correct management and implementation of an Operational Programme. It delivers to the EC each year a performance plan; ● A Certifying Authority draws up and sends to the EC a certified inventory of expenditure and requests for payment. It must also certify the accuracy and the compliance of expenditure in terms of Community and national rules; ● An Audit Authority, an operationally independent body designated by the Member State audits an appropriate sample of activities financed by EU funds and writes up the annual control reports; ● Monitoring Committees ensure the efficiency and the quality of the implementation of the Operational Programme throughout its lifetime. The example, as presented in Figure 17 above shows that the Managing Authorities in Bulgaria are the Ministry of Regional Development and Public Works (OP Regional Development), the Ministry of Economy and Energy (OP Competitiveness), the Ministry of Labour and Social Policy (OP Human Resources Development), the Ministry of Environment and Water (OP Environment), the Ministry of Transport (OP Transport), and the Ministry of State Administration and Administrative Reform (OP Administrative capacity). The Central Coordination Unit (the National Aid Coordinator), the Certifying Authority and the Audit Authorities are separate directorates within the Ministry of Finance.
Information and Publicity in respect to Structural Instruments management Rules on information and publicity are very strict and the Member States should guarantee that information concerning citizens and beneficiaries are to be delivered with the aim of ensuring transparency and highlighting the role of the Union. Financial Management The European Commission (EC) commits the budget for expenditure for each Member State so that they can start the programmes implementation. The EC pays only the certified expenditure i.e. after expenditure has been certified by the relevant Certifying Authority in the Member State.
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European Funds for Croatian Projects
“N+ “ Rule In terms of funding, projects financed under Structural Instruments are managed according to the N+2 rule. This means that expenditure may be disbursed within 2 years of the start date of a given project. To the new EU Member States, however, a more favourable scheme was offered, i.e. the N+3 rule, which allows disbursement within 3 years to be applied. Figure 20 shows the N+3 rule. Beyond this disbursement deadline the committed funding for that period cannot be used.
Figure 20. N+3 rule N+3 Disburesement deadlines
N+3 N+3 N+3
Year N
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
EUROPEAN REGIONAL DEVELOPMENT FUND The European Regional Development Fund (ERDF)60 was established in 1975 to stimulate economic and social development in the less prosperous regions of the European Union. As the EU has grown, ERDF has developed into a major instrument to reduce imbalances between regions and social groups.
ERDF operations The financial support from ERDF is focused on those projects with substantial benefits to a particular geographical area and which would not be implemented without an EU grant. The types of projects generally supported by the ERDF include: ● investment in sites and facilities for industry and business, help for SMEs, and support for research and development. These are all designed to encourage permanent jobs in regions with high unemployment; ● infrastructure projects which foster the regions’ economic development such as modernisation of the local public infrastructure, capital works associated with vocational training centres and social infrastructure, energy efficiency initiatives, etc;
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● various local initiatives to promote regional economic development, e.g. ICT networks’ development, ICT based services’development, housing, ● environmental protection, sustainable urban transport and improvement measures which are linked to regional economic development and urban environment improvement, ● tourism and cultural projects, including related infrastructure. In the past a Community initiative called URBAN was implemented in parallel with the ERDF. URBAN projects helped the regeneration of urban areas and neighbourhoods in crisis across the EU, mostly through innovative initiatives. Funding is concentrated on physical and environmental regeneration, social inclusion, training, entrepreneurship and employment. Like URBAN, another Community initiative named INTERREG for cross-border cooperation has also been implemented in parallel with the ERDF. In the period 2007-2013 both initiatives have become part of the Structural Funds Operational Progammes to be funded by the ERDF.
For further information about ERDF, please, follow the link: http://ec.europa.eu/regional_policy/funds/feder/index_en.htm
EU FUNDING OPPORTUNITIES FOR CROATIA AFTER ACCESSION
Beneficiaries of the ERDF projects All EU Member States implement seven-year Operational Programmes in the field of regional development. These programmes are executed on a project-based principle by various actors from the public and private sector: mainly regional and local authorities, municipal companies, SMEs, research and educational establishments, cultural institutions, non-governmental organisations, etc. Croatia will be able to benefit from the ERDF upon its accession to the EU. It is preparing for its use mainly through the IPA programme – Component II and III programmes.
EU FUNDED PROJECTS FOR REGIONAL DEVELOPMENT 61 Although Croatia is not yet a full Member State of the EU, it has some experience with “Structural Funds” type of activities through previous programmes, particularly the pre-accession programme Phare in its Economic and Social Cohesion component. The following briefly shows one of the Phare projects which sets the basis and provides experience for future projects to be financed under the European Regional Development Fund.
Programme: Phare 2005 Business related infrastructure – Grant scheme Budget: EUR 6,66 milion Objectives and Results: The objective of the project was the effective absorption of the Phare Economic and Social Cohesion Funds (ESC) in 2005-2006, the Instrument for Pre-accession Assistance (IPA) funds from 2007 onwards and, upon accession, the Cohesion and Structural Funds to reduce internal and external regional disparities. The purpose of the project was to pilot test programmes and planning structures that will implement Phare ESC and IPA pre-accession and the Structural and Cohesion Funds after accession through selective focusing on a limited number of investment priorities. The objective of the business-related infrastructure scheme was to improve Croatia’s business-related infrastructure thus contributing to regional development. While the scheme was open to all eligible applicants throughout Croatia, preference, in terms of consideration, was given to projects likely to benefit SMEs and/or projects located within the assisted areas, that is in areas of special state concern, hilly and mountainous areas and on a Group 1 (i.e an undeveloped or insufficiently developed) island. Preference in terms of co-financing was given to projects located within the aforementioned assisted areas. The priorities for 2006 were: ● Modernisation/extension of infrastructure essential to business development (e.g. access roads to tourism sites, business incubators, industrial zones, etc) ● Development of existing business incubators, business centres, industrial parks, etc. ● Development of a communal infrastructure (water, wastewater, electricity, social and cultural centres, etc) in areas where the potential of tourism is adversely effected by poor infrastructure) ● Development of a tourist infrastructure (e.g. tourism information centres, protection of cultural heritage sites with high tourism potential, development of a sporting and cultural infrastructure primarily aimed at tourism development, tourism signposting, etc.) ● Development of the infrastructural base for research, technology and innovation for businesses (including testing laboratories, cluster-based R&D facilities and training institutions, etc.) ● Development of a multi-user Information and Communications Technology infrastructure (for example, public internet access points in smaller communities) ● Training and technical assistance to maximise the effective use of the new infrastructure and ensure, where feasible, that the long-term sustainability is achieved. For all projects it will be important to demonstrate a contribution to the goals of the Lisbon Strategy, i.e. to contribute to the enhancement of economic growth, employment, R&D and ICT technology. Who benefited from the project? The grant scheme beneficiaries were local authorities, SMEs, tourist organisations, educational organisations. The list of beneficiaries is shown in Table 37 below:
61 For further information about projects for regional development, please, follow the links: http://ec.europa.eu/regional_policy/conferences/excellence/doc/pdf/excellence_en.pdf http://ec.europa.eu/regional_policy/projects/stories/index_en.cfm http://ec.europa.eu/enterprise/newsroom/cf/document.cfm?action=display&doc_id=734&userservice_id=1
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Table 37. List of beneficiaries of the Phare 2005 Business related Infrastructure – Grant scheme
Beneficiary
Action Title
Action duration
Grant amount in EUR
Percentage of total eligible cost
1
Town of Otočac
Trout and Tourists
Croatia
12 months
472.667,14
75%
2
Poduzetnički inkubator BIOS d.o.o. Osijek
Development of Entrepreneurial Infrastrucutre by increasing the spatial capacity of the Business incubator BIOS and its technological and educational capacity for fostering start-up enterprises
Croatia
14 months
925.286,00
64,49%
3
Town of Benkovac
Extention of Infrastrucutre in business zone Šopot
Croatia
12 months
638.442,00
75%
4
Town of Pakrac
Developemnt with knowledge
Croatia
14 months
661.436,00
75%
5
City of Delnice
Multifunctional hall for sports tourism
Croaita
14 months
981.188,00
36%
6
City of Slatina
Construcution continuation of „Trnovača“ Slatina enterpreneurial zone
Croatia
14 months
873.736,00
45,55%
7
City of Lepoglava
The tourist and cultural infomation centre
Croatia
14 months
727.438,00
74,15%
Awarded projects with RegioStars Awards 2008 RegioStars – The Awards for Innovative Projects – form part of the enhanced communication effort proposed in the Communication on Regions for Economic Change (COM(2006) 675). The objective of the RegioStars Awards is to identify good practice in regional development and to highlight original and innovative projects which could be attractive and inspiring to other regions. The projects presented below have been awarded with RegioStars for 2008.
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Action Location
EU FUNDING OPPORTUNITIES FOR CROATIA AFTER ACCESSION
DIALOGUES Western Scotland – United Kingdom The aim of the project is to work towards the creation of high-quality employment opportunities and collaborative ventures with strong links to the educational system. The objectives are to increase investment activities in R&D and the biotechnology sector, linking the research base with SMEs and encouraging academics to work with SMEs.
ENERGIEKOMPETENZPLUS – ENERGY COMPETENCE CENTRE BЦBINGEN AN DER REMS Baden-Wurttemberg, Germany The objective of EnergiekompetenzPLUS is to bring lowenergy construction techniques to citizens and companies in the region through a show property; to demonstrate both residential and commercial innovation in resource-saving techniques for low energy consumption. The project has also established a cooperation network of companies as well as a training centre for craftsmen and architects.
CLUSTER ECO-CONSTRUCTION
FLOATING AUTONOMOUS ENVIRONMENTAL FRIENDLY AND EFFICIENT DESALINATION UNIT Greece This is a floating platform in the Aegean Sea that uses energy provided from renewable sources to produce drinking water for the islands from sea water. The energy to desalinate the sea water is provided by a wind generator and a photovoltaic system.
ENERGIVIE Alsace, France ENERGIVIE encourages the demand for renewable energies-related equipment through both a comprehensive communication campaign and advisory services for local authorities. It also contributes to providing a better offer in the region (e.g., upgrading existing professionals’ skills and preparing future professionals in the solar, woodenergy and construction sectors), conducting experiments (e.g. low-energy consumption buildings in Mulhouse) and carrying out studies (biofuels, biogas and geothermal energy).
REGIONAL INNOVATION SYSTEM
Province de Namur, Belgium
Upper Austria
The development strategy for the eco-construction sector was initiated in 2002 in the Namur region with a view to swift expansion to the whole of Wallonia. The cluster manages exchanges of experiences and partnerships between companies, and puts together proposals for projects, investments and promotional policy. The project has made it possible to accelerate the market trends of eco-construction in Wallonia and other European regions.
The aim of this Innovative Actions Programme was to further develop the region’s innovation support system by setting up a number of cross-sectoral networks between companies and public actors in the existing clusters. The programme has brought together many parties from the public and private sectors and academia to network and run pilot projects in the areas of human resources, research & technological innovation, logistics and design & media.
CENTRES FOR INDUSTRIAL COLLABORATION (CIC)
INNOVATION ASSISTANT Lower Austria
Yorkshire and the Humber, United Kingdom This project was set up to help businesses harness the intellectual strengths and technical expertise of regional universities. The CICs facilitate the transfer of skills and technology from universities to small and large companies, encouraging greater levels of industrial innovation, research & development.
Niederosterreich piloted a scheme to encourage SMEs to employ recent graduates in order to strengthen their technological and innovation competence. Targeting small SMEs and those in rural areas, the project provided support for an Innovation Assistant to work on a specific innovation project.
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European Funds for Croatian Projects
EUROPEAN SOCIAL FUND The European Social Fund (ESF)62 was established in 1958 to support the Community social policy. Today it is the EU financial instrument for investing in people. It targets the improvement of the lives of EU citizens by giving them better skills and better job prospects. Similar to the ERDF the strategic objective of the ESF is to reduce disparities in prosperity and living standards across EU Member States and regions, and therefore promoting economic and social cohesion. Since 2000, the ESF has been a key part of the EU's Lisbon Strategy for Growth and Jobs. It supports the EU's goal of increasing employment by giving unemployed and disadvantaged people the training and support they need to gain employment. By focusing on those most in need of help, it contributes to policies to reduce inequality and build a fairer society. ESF also equips the workforce with the business skills needed in a competitive global economy.
Beneficiaries of the ESF projects All new EU Member States implement seven-year Operational Programmes in the field of human resources. These programmes are implemented through a wide range of organisations, both in the public and private sector. These organisations include national, regional and local authorities, educational and training institutions, non-governmental organisations and the voluntary sector, as well as social partners, for example trade unions and works councils, industry and professional associations, companies and individuals. Croatia will be able to benefit from the ESF upon its accession to the EU. It is preparing for its utilisation primarily through the IPA-Component I and IV programmes.
ESF operations The ESF funding is directed towards the following: ● ● ● ● ● ● ●
● ●
vocational training, scholarships, apprenticeships, vocational guidance and job placement, projects promoting employment as well as quality and productivity at work, social inclusion by combating discrimination and facilitating access to the labour market for disadvantaged people, further education and adult learning, building up the necessary administrative capacity i.e. actions aimed at developing the institutional capacity and the efficiency of public administrations at national, regional and local level, mostly in the new member states, labour market analyses and studies, partnership promotion for reform in the fields of employment and inclusion.
Funding is spread across Member States and regions, in particular those where economic development is less advanced.
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For further information about ESF, please, follow the link: http://ec.europa.eu/regional_policy/funds/fse/index_en.htm
EU FUNDING OPPORTUNITIES FOR CROATIA AFTER ACCESSION
“ESF-TYPE” OF PROJECTS FINANCED IN CROATIA ESF has still not been performed in Croatia but various ESF-type of actions have been implemented through the CARDS and Phare projects. These actions serve as a basis for future ESF programme actions. Programme: CARDS 2001 Labour market restructuring Budget: EUR 3.0 million Objectves and Results: The aim of the project was to develop the institution capacity of the Croatian Employment Service (CES), to provide services for workers made redundant in companies undergoing restructuring, as well as to test their impact. The project achieved the following results: The CES carried out a study on instruments and methods of collecting information in the labour market; a design for a qualitative survey on the labour market was developed; a pilot survey was carried out on a sample of 2,000 employers in four counties: Zagreb County, Osijek Baranja County, Primorsko-goranska County and Zadar County; a vocational guidance strategy was developed and the training of 21 counsellors from the Vocational Guidance Department took place so that they can communicate these skills to school and CES employees, who in turn will be responsible for informing students about opportunities within the labour market; within the Croatian Employment Service 26 counsellors who work exclusively with disabled persons and with those who have difficulty finding employment were educated; computer equipment was installed in CES and in 3 centres supporting business transition in Rijeka and in 4 other centres; a seminar was held with trade unions on the restructuring of companies and work concepts of mobility centres; mobility centres (i.e. centres of support during business transition) were established in the following companies: Luka, RIO, and Lumik in Rijeka, Belje in Osijek, and 3 centres were established in Zagreb, Osijek and Split. Who benefited from the project? The main beneficiary is the Croatian Employment Service and employees of companies undergoing restructuring.
Programme: PHARE 2005 “Active Employment Measures for Groups Threatened by Social Exclusion” is the first project financed under the PHARE Programme within the Croatian Employment Service. Budget: EUR 2,25 million Objectives and Results: The overall objective of this project is to promote economic and social cohesion to achieve better vocational integration of the most sensitive groups in the Croatian labour market. At the same time, the labour market stakeholders’ capacity to implement active labour market policy measures in the case of persons threatened by social exclusion will be developed. It will facilitate access to the labour market for unemployed persons threatened by social exclusion. The results of the project are the following: a thorough evaluation of previous employment incentive measures; the design of a new range of measures; a higher level of CES employees' professional qualification in the creation and implementation of the Active Labour Market Policy; a higher level of employability of groups threatened by social exclusion. Part of the budget of this project, total of EUR 1,0 million, is envisaged as a grant. The main goal of the PHARE 2005 grant scheme is to develop the capacity of all relevant labour market agents to carry out active labour market measures directed primarily toward those persons who have lower employability prospects. Eleven projects have been awarded grants. These projects deal with vulnerable groups such as people with disabilities, long-term unemployed, elderly women, young people without work experience and the unemployed from rural areas. Labour market integration will be achieved mostly by improving the knowledge and skills of the unemployed who are at risk of social exclusion and by providing job search assistance to the target groups. Who benefited from the project? The Croatian Employment Service was the main beneficiary of the technical assistance part of the project, but the following projects have also received grants:
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i) BONSAI – Youth opportunities for employment in Croatia, primary applicant: the Economic Institute MariborHuman Resource Development Centre, partner applicant: the Regional Labour Foundation of Podravje, Slovenia, ii) Challenging unemployment in deprived rural areas of Croatia, primary applicant: the Centre for Civil Initiatives (CCI), and partners: the Agriculture Ecology Cooperative Svarun and the Open University Duga Resa, iii) Creating new opportunities for integration in the labour market, primary applicant: CESI- the Centre for Education, Counselling and Research, partners: DOMINE, Split and HULAHOP, Zagreb, iv) Give women a chance!,. primary applicant: the Development Agency North-DAN d.o.o., and partners: Development Agency North-DAN d.o.o. from Varaždin, Croatian Women’s Society, Town of Pleternica, Centre for Entrepreneurship Osijek, v) Training and contact point in Istria, primary applicant: Istrian Development Agency (IDA d.o.o.), partners: Istria County, ZUM-Association for Promotion of Employment and Professional Improvement of Young People, Entrepreneurship Centre Pula, Town of Poreč, Town of Pula, associates: CES, Regional Office Pula, Towns Buje, Buzet, Labin, Novigrad, Pazin, Umag, Vodnjan, vi) Employment of people with special needs, primary applicant: the Association for Inclusion 'Lastavice' Split, partners: Town of Split, vii) Introducing a model of informal education with the purpose of greater employment of persons with disabilities in administrative, technical, and service based professions, primary applicant: the Regional Development Agency PORIN Ltd., partners: the Regional Development Agency PORIN Ltd., The Chamber of Trades and Crafts Of Primorsko-Goranska County, Society for Persons with Mental Retardation, viii) Roma employment initiative, primary applicant: The Croatian “Roma for Roma association", partners: Varaždin County, The Open Community College Varaždin, The Municipality of Cestica, The Municipality of Petrijanect, ix) From dependency on state benefits to self-employment, primary applicant: SMEs and Entrepreneurship Policy Centre, partners: Highschool “Matija Anton Reljković” Slavonski Brod, HLAD d.o.o. Slavonski Brod, x) Women’s Club - tailor-made individualized support to long-term unemployed women, primary applicant: Women's Group Karlovac "Step", partners: Selectio d.o.o., Town Karlovac and xi) Be active - engage yourself!, primary applicant: Vukovar Institute for Peace Research and Education, partners: Polytechnic “Lavoslav Ružička” Vukovar, Youth Peace Group Danube Vukovar Vukovar Institute for Peace Research and Education
COHESION FUND The Cohesion Fund (CF) was established in 1994 to foster the socio-economic development of the less developed EU states at that time, namely Spain, Portugal, Greece and Ireland. However, in the current period until 2013 it applies to Member States with a gross national income of less than 90% of the Community average, which means it covers the new Member States as well as Greece and Portugal. Initially, the support for the “old” Member States concerned, was planned for the years 1993-1999, however it was later decided that this period be extended so that countries lagging behind can easier achieve convergence. Unlike the Structural Funds (ERDF, ESF), the Cohesion Fund operates only on a national, not 130
on a regional level. The Cohesion Fund finances up to 85 % of eligible expenditure of large-scale projects involving the environment and transport infrastructure. Cohesion Fund operations In the environmental field the Fund gives priority to drinking-water supply, treatment of wastewater and disposal of solid waste. Re-forestation, erosion control and nature conservation measures can also be funded. In the area of transport, funding is directed toward projects establishing or developing a transport infrastructure defined as an integral part of the Trans-European transport network.
EU FUNDING OPPORTUNITIES FOR CROATIA AFTER ACCESSION
There has to be an appropriate funding balance between transport infrastructure projects and environment projects funded by the CF in each beneficiary country. A project may not benefit both from the CF and Structural funds. In general, the Cohesion Fund supports the major country environment and transport infrastructure investments while the ERDF may finance projects in the same fields but of regional and local character, e.g. small-scale infrastructure projects supporting local businesses, developing local roads, improving the local environment, etc. Unlike the CF, ERDF can also invest in smaller scale urban infrastructure improvement, e.g. restoration and renovation of buildings, bus stations, parks, sidewalks, alleys, etc.
To know more The EC supports three initiatives with the aim of of improving access to finance and risk capital to SMEs through enhanced cooperation with the European Investment Bank Group and other International Financing Institutions: JASPERS (Joint Assistance in Supporting Projects in European Regions) ● the preparation of major projects to be financed under ERDF and CF JEREMIE (Joint European Resources for Micro to Medium Enterprises) innovative access to finance for SMEs (micro credit, venture capital, loans, guarantees) JESSICA (Joint European Support for Sustainable Investment in City Areas) ● lending for urban development, including social housing.
Beneficiaries of the Cohesion Fund projects63 Large scale projects under the “Transport” and “Environment” Operational programmes in the Member States are implemented by public authorities and private and public companies.
Croatia will be able to benefit the CF upon its accession to the EU. It is preparing for its utilisation mainly through ISPA and IPA Regional Development programmes.
COMMON AGRICULTURAL POLICY The Common Agricultural Policy (CAP) of the EU is based on two pillars (see Figure 21). The Regulation on the financing of the Common Agricultural Policy sets the base for the creation of two new funds, in 2007, each financing one of the two pillars of the CAP64. The first pillar is financed by the European Agricultural Guarantee Fund (EAGF) - focused on direct payments to farmers in Member States. The second pillar is financed by the European Agricultural Fund for Rural Development (EAFRD) - focused on rural development programmes. The European Union has increasingly become very active in its rural development policy in order to gain valuable achievements for the countryside and for the people who live and work there. Figure 21. Schematic presentation of CAP’s two pillars and their priority actions
Food production
First Pillar
Second Pillar
Market policy Income support
RD policy public goods
Environmental function
Rural function
Source: http://ec.europa.eu/agriculture/publi/fact/rurdev2007/en_2007.pdf 63 64
For further information about CF, please, follow the link: http://ec.europa.eu/regional_policy/funds/cf/index_en.htm Council Regulation (EC) No 1290/2005 on the financing of the common agrilcultural policy
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European Funds for Croatian Projects
EUROPEAN AGRICULTURAL FUND FOR RURAL DEVELOPMENT Both funds supporting the two CAP pillars operate alongside the SF Operational Programmes for the same period 2007-2013. However, the greater role is given to rural development. Similar to the Structural Instruments in support of Cohesion Policy goals, the Community Strategic Guidelines for Rural Development65 has been formulated to give strategic direction for the EAFRD.
Each Member State has to prepare a national plan which should demonstrate coherence with the Strategic Guidelines. This Rural Development Plan, developed at national or regional level, will outline how the EAFRD funding is to be allocated in the relevant country.
Why rural development? 60 % of the population of the 27 Member States of the European Union live in rural areas, covering 90 % of the territory. Rural development is therefore a vitally important policy area.
Why agriculture and food ? According to a recent poll among EU citizens the priorities of the Common Agricultural Policy should be to: ● ● ● ● ●
provide healthy and safe food, ensure a fair standard of living for farmers, promote respect for the environment, guarantee that farm animals are well treated, help farmers adapt to consumer's expectations, ● ensure reasonable prices for consumers, ● boost growth and jobs in the rural areas. Hence the main aim of this policy is to provide a more sustainable development of the farm and food sector.
EUROPEAN AGRICULTURAL FUND FOR RURAL DEVELOPMENT ( EAFRD) ACTIONS The EAFRD have three priority objectives under which actions can be funded (see Figure 22): ● improving the competitiveness of the agricultural and forestry sector, ● improving the environment and the countryside, ● improving the quality of life in rural areas and diversification of the rural economy.
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A thematic axis corresponds to each of the priority objectives in the rural development plans. Member States and regions are obliged to spread their rural development funding between all three of these thematic axes. However they can choose measures and actions that best suit the needs of their rural areas.
http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=OJ:L:2006:055:0020:0029:EN:PDF
EU FUNDING OPPORTUNITIES FOR CROATIA AFTER ACCESSION
Figure 22. Schematic presentation of thematic axis and priority actions of CAP
Rural Development 2007-2013 "Leader Axis"
Axis 1
Axis 2
Axis 3
Competiveness
Environment + Land Management
Economic Diver. + Quality of life
Single set of programming, financing, monitoring, auditing rules Single Rural Development Fund Source: http://ec.europa.eu/agriculture/publi/fact/rurdev2007/en_2007.pdf
Axis 1. Competitiveness targets the restructuring and modernisation of the agricultural sector. Projects within this thematic axis may include activities such as: ● developing high quality products in line with market demands, ● developing new outlets for agricultural and forestry products, ● improving environmental performance of farms and forestry, ● farm modernisation, ● improving economic value of forests, ● processing and marketing agricultural and forestry products, ● adaptation to new EU standards, ● improving and developing infrastructure, ● developing business skills, and providing advisory services and vocational training in rural areas, ● supporting new young farmers, early retirement of farmers. Axis 2. Environment and Land Management supports biodiversity and the preservation and development of high nature value farming and forestry systems and traditional agricultural landscapes; water; and climate change. Projects within this thematic axis may include activities regarding the sustainable use of: ● agricultural land, e.g. animal welfare, nonproductive investments, specific payments for networks like NATURA 2000,
● forestry land, e.g. afforestation, restoring forestry potential and prevention, nonproductive investments. Axis 3. Economic Diversification and Quality of Life is targeted toward diversification of the rural economy and quality of life in rural areas.
What is diversification of the rural economy? Traditional sources of jobs and income in rural areas, such as agriculture and forestry, and related small industry have suffered in recent decades and forced people to leave for the cities. However, rural areas and small communities often have natural resources, authentic agricultural or ecologicalbased activities, history, and a kind of small-town charm. This represents potential for a new type of economic development and life for local people, which they can make use of through untraditional and modern approaches, e.g. the start-up and development of a rural and eco tourism and related business, the restoration and commercialisation of local handicrafts, developing new services based on available resources, etc. The range of Axis 3 measures are intended to create employment opportunities and conditions for growth and economic changes in the rural area. Projects may also address issues such as training and skills’ acquisition, information and entrepreneurship, in order to ensure that rural areas remain attractive for future generations. 133
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The three thematic axes are complemented by a kind of methodological horizontal axis dedicated to the so called LEADER approach (LEADER axis). The LEADER approach66 (‘Links between actions for the development of the rural economy’) is a concept launched by the European Commission. The main idea behind the LEADER approach is to mobilise rural people and local actors, including
local public authorities, to consider the potential of their area and to develop and implement their own development strategies. LEADER refers to area-based local development strategies which cover integrated and multisectoral actions that are elaborated and executed from the ground up. It is also especially important that local action groups (LAGs) are created to lead the overall process which involves innovation, cooperation and networking.
Beneficiaries of the EAFRD projects The rural actors that are most active in local initiatives for rural development are: ● professional organisations and unions (representing farmers, non-farming professionals and micro-enterprises), ● trade associations, ● local political representatives, ● environmental associations, ● cultural and community service providers, including the media, ● women’s associations, ● farmers, foresters, young people.
The EAFRD creates a single fund and a single set of rules for rural development67. Previously, rural development was funded through the so called European Agricultural Guidance and Guarantee Fund which, until 2006, was part of the EU Structural Funds and had separate rules on programming, financing, reporting and control for its Guidance and Guarantee sections respectively. Croatia will be able to benefit from the EAFRD upon its accession to the EU and is preparing for its utilisation through the SAPARD and IPA-Rural Development programmes.
EU FUNDED PROJECTS FOR RURAL DEVELOPMENT IN EU MEMBER STATES68 The Saint Joseph Educational Dairy Farm
Sustainable Food and Farming Centre SFFC
The project idea originated from dairy farmer Luc Nouwen in Kempen, which is a rural outlying district in Belgium. He took the initiative to diversify his activities by offering educational and recreational services on his farms to various visitors (including school children, adult groups, individuals, etc.). His idea was supported by the local Leader+ activity group where they designed the project with other rural, tourism and socio-cultural farmers and actors.
The new SFFC in Wealden and Rother area of south-east England is a result of an innovative project aiming at the provision of information and advice to local businesses. The centre offers specialised courses designed in response to local farming needs; hands-on practical skilled programmes; support packages such as ongoing mentoring and coaching; environmentally sustainable practices for training and advice; emphasis on networking and collaboration with support for new cooperative initiatives among farmers and growers; promotion of local products; and linking producers with retail outlets.
Sports and services centre ‘De Punt’ Flevoland is located in a tranquil province in the west of the Netherlands which has actively been involved in agricultural development and now has a growing industry and many other improving social functions. The project aimed to improve the quality of life in this rural area. It is a good bottom-up example since a group of local people
Information and marketing centre of Hundisburg brickyard and production of hard plaster The Hundisburg brickyard in the Sachsen-Anhalt region of German has an important regional value and is considered as a technical monument. It started producing bricks at
For further information about LEADER, please, follow the link: http://ec.europa.eu/agriculture/rur/leaderplus/index_en.htm For further information about rural development in the EU, please, follow the link: http://ec.europa.eu/agriculture/rurdev/index_en.htm 68 For further information about rural development projects, please, follow the link: http://ec.europa.eu/agriculture/rur/leaderplus/pdf/ bestpractice/bp2_en.pdf 66 67
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EU FUNDING OPPORTUNITIES FOR CROATIA AFTER ACCESSION
decided to give up their spare time in search of improved sports facilities. The idea was to integrate a diverse range of facilities into a single centre.
the turn of the 20th century. In the 1930s the brickyard stopped modernising its techniques and production was kept to a minimum.
A local sports association was set up. All work was done by the volunteers from this association. They organized many fund-raising activities. Most notably a very innovative and successful initiative was undertaken through the production of a large auction which raised EUR 75 000. During the auction, project partners sold all kinds of services and items donated by local businesses and people. These ranged from home-baked cakes to professional services such as welding and plumbing. The project resulted in renovation of a new building, development of facilities and services for children and adults.
However, in order to preserve historical buildings and monuments in the region in their original form, traditional building materials become very important and the demand for them started to increase. In response to this, the association Forderverein Technisches Denkmal Ziegelei Hundisburg developed two project ideas. Firstly, they decided to develop a marketing and information centre; and secondly, they wished to reintroduce the production of hard plaster in the brickyard. Currently the brickyard offers additionally various services including: production sites; a museum; carpentry; a pottery workshop; and also a hostel. A range of courses are offered on site, along with overnight accommodation.
Nasium archaeological site Bornholm is building lighthouses The Pays d’Accueil des vallees de l’Ornain et de la Saulx (PAVOS, France) is characterised by demographic and economic decline. However the area has rich architectural heritage from the Renaissance and great tourist potential. Firstly, an association has been set up in charge of the project. It took charge of improving the communication structure and raising awareness of the ancient Nasium site to local actors. Site visits and training guides were developed for the archaeology of the site. Tourist and cultural events were held attracting people from around the region to come and visit the archaeological site. A project website has also been created. The guided visits of the site had a total of 11 000 visitors in 2004.
Bornholm is a small remote island which lies on the Eastern side of Denmark which is very beautiful and has a rocky coastline. ‘Bornholm is building lighthouses’ is the common name for the whole local development plan. After detailed public meetings around the island, the local Leader group developed and executed three priority actions: A. development of digital media and IT as a support method for the local artists and craftsmen; B. establishment of ‘the house of culinary art’ as a regional development centre that develops small-scale food producers. It ensures that food comes from a clear identity and local profile endorsing the concept ‘from the soil to the table’; C. creation of ‘a house for businesses’ which focuses on setting up a network for local businesses in order to contribute to job creation.
Human beings and stone Leader Approach The Mullerthal region in Luxembourg is known mainly for its unique natural landscape. The project currently being implemented uses the region’s precious resource, stone, to work along three separate themes: geology, economic exploitation and the function of stone as a natural habitat. To raise awareness of the importance of the area’s geology, the project will create exhibition pieces and models for showcasing across the region. It is planned to develop a sectional view of Mullerthal linking the two municipalities involved and illustrating a learning trail of past quarrying history. All localities in the region will be provided with a geological ‘box’ containing material and professional advice on geology for use in local schools. In various art classes pupils will be able to learn to work with the local stone and construct sculptures and mosaics.
Transnational education for the cultural guiding and management of regional museums – three alpine regions in Austria and Germany. The Local Action Groups in three regions based on common interests and priorities identified a common objective for their development strategy. By linking tourism and culture, the project aims to promote employment in the three regions. To get examples of best practice the regions consulted similar cooperation arrangements in Italy.
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EUROPEAN FISHERIES FUND The European Fisheries Fund (EFF) is the instrument supporting the EU Common Fisheries Policy. EFF has been designed to secure a sustainable European fishing and aquaculture industry. From the exploration of new market outlets to fleet modernisation and fishing capacity reduction, the European Fisheries Fund is a powerful tool for managing the European fisheries sector. The fund has been operating since 2006 and substitutes the Financial Instument for Fisheries Guidance (FIFG) which, for many years, was the EU instrument for the structural reform of the fisheries sector. The newly set EFF operates alongside the Structural Funds Operational Programmes for the same period 2007- 2013. The Common Fisheries Policy (CFP)69 may only be twenty years old but it needed to be reformed as it was not effective enough in doing what it had been created to do, that is to conserve fish stocks, protect the marine environment, ensure the economic viability of the European fleets and provide good quality food to consumers. The decrease in fish stocks has a significant negative knock-on effect on fishermen's incomes, the balance of the marine ecosystem and the supply of fish to the EU market. A reform was necessary to achieve biologically, environmentally and economically sustainable fisheries.
The Member States are tasked to prepare a strategic plan and an Operational Programme in order to benefit from assistance under the EFF. The national strategic plans set out the national priorities in line with the current objectives of the Common Fisheries Policy.
European Fisheries Fund (EFF) operations The priority measures under the EFF cover: ● measures to adapt the EU fishing fleet: financial assistance is available to fishermen and fishing vessel owners affected by the measures taken to combat overfishing or to protect public health to help them temporarily or permanently lay up fishing vessels and to train, re-skill and provide early retirement to fishermen. There is also funding for modernising fishing vessels - e.g. to reduce discards, improve gear selectivity and minimise environmental impact while at the same time ensuring that there is no increase in catching capacity ● measures regarding the aquaculture, inland fishing, processing and marketing: the EFF promotes the purchase and use of methods which reduce the impact of fishing on the environment and improve both human and animal health as well as safety and quality of the produce. Assistance can be made available for projects improving the quality and marketing of the fisheries products. Aid is to be limited to micro, small and medium sized entreprises.
The reform of the Common Fisheries Policy defines economic, environmental and social goals in the fisheries sector which can be addressed through projects supported by the European Fisheries Fund. In reform context the Fund may grant financial support in order to:
● collective action: towards sustainable development or conservation of resources, improving the services offered by fishing ports, strengthening markets in fishery products and promoting partnerships between scientists and operators in the fisheries sector;
● ensure the long-term future of fishing activities and the sustainable use of fishery resources; ● reduce pressure on stocks by matching EU fleet capacity to available fishery resources; ● promote the sustainable development of inland fishing; ● help boost economically viable enterprises in the fisheries sector and make operating structures more competitive; ● foster the protection of the environment and marine resources; ● encourage sustainable development and improve quality of life in areas with an active fishing industry.
● sustainable development of coastal fishing areas: the EFF supports measures and initiatives aimed at diversifying and strengthening economic development in areas affected by the decline in fishing activities.
69
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Croatia will be able to benefit from the EFF upon its accession to the EU and is preparing for its utilisation through the SAPARD and IPA-Rural Development programmes.
For further information about the Fisheries policy and the European Fisheries Fund, please, follow the link: http://ec.europa.eu/fisheries/cfp_en.htm
EU FUNDING OPPORTUNITIES FOR CROATIA AFTER ACCESSION
Since Croatia is not a full member of the EU, EFFtype of actions have been financed by the Phare programme, under the Fishery sectoral policy. The following example illustrates the type of action which even in the current stage of accession preparations significantly supports the implementation of the Common Fisheries policy:
Programme: Phare 2005 Fishing Pier in the town of Umag - Works Budget: EUR 1.4 million Objectives and Results: The construction of the Fisheries Pier will improve the efficiency of fishermen's work as well as enhancing the fisheries sector in the County of Istria. With this project the fisheries sector receives significant pre-accession assistance for the first time and aims to strengthen institutional capacity, fisheries inspection and its local structures. The project represents one of seven components within the project 'Support to Croatia in the preparation and implementation of the Strategy to develop the fisheries sector within the context of alignment and enforcement of the 'acquis' comprising the Common Fisheries Policy (CFP)'. The overall budget is EUR 5,154 million, of which Croatia contributes EUR 838.000. A further three components of the total seven deal with technical assistance and aim to: ● build on institutional capacity and support the Directorate of Fisheries in the administration and control of the common fisheries policy ● design and implement a national fisheries strategy and delivery mechanisms for the organisation of the market in fisheries ● assess of demersal fish and shellfish stocks which have been commercially exploited in Croatia The final three components include two aimed at strengthening the Fisheries Department (IT and equipment for fisheries inspection), one which supports the representative fisheries association which has been tasked with a pilot project to establish the first Producer Organisation in the Fisheries sector charged with with freezing, product storage and primary processing equipment. Who benefited from the project? The main beneficiary is the Port Authority of Umag-Novigrad but also fishermen of the region. Overall coordination of the project is managed through the Ministry of Agriculture, Fisheries and Rural Development.
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BENEFITS OF CROATIAN EXPERIENCE WITH IPA IN PREPARATIONS FOR MANAGEMENT OF STRUCTURAL INSTRUMENTS The Structural Instruments should be seen as a direct continuation of actions undertaken in preparation for management of the IPA in Croatia but on a larger scale and wider scope. As mentioned before, one of the prime objectives of IPA is “to prepare Candidate Countries for the successful management of Structural Instruments”, which many argue has been overlooked in previous pre-accession programmes. The experience gained in Croatia in preparation for IPA is not only extremely valuable at all stages but also sets the basis for the management of Structural Instruments: Programming is the first step in putting the use of Structural Instruments into practice as it was with the IPA.
Drafting the Strategic Coherence Framework for IPA Components III and IV will be of direct benefit when it comes to drafting the National Stategic Reference Framework in terms of the document’s content (structure of description, analysis and strategy) and processes – consultation with all relevant stakeholders (from key ministries, employers associations, trade unions and NGOs). The second step, again as with IPA, is that Croatia will develop a certain number of Operational Programmes corresponding to the priorities identified in the NSRF. The following Figure 23 compares the hierarchy of Programming Documents under Structural Instruments in the new Member State (Bulgaria) with the IPA components III and IV in Croatia and shows that essentially, in their content, they support the same type of actions and investments.
Figure 23. Structure of Programming documents under Structural instruments in Bulgaria and Structure of Programming documents under IPA in Croatia Structure of Programming documents under Structural instruments in Bulgaria OP – Regional Development OP – Competitiveness NSRF in Bulgaria
OP – Human Resource Development OP – Environment OP – Transport OP – Administrative capacity
Structure of Programming documents under IPA in Croatia OP – Environment
SCF in Croatia
OP – Transport OP – Regional Competitiveness OP – Human Resource Development
Monitoring and Evaluation under Structural Instruments can be compared with provisions already created for IPA, establishment and operations of monitoring committees and experience from evaluations of previous IPA Operational programmes. 138
The Institutional Structure required for the management of Structural Instruments in essence is the same as in IPA but, naturally, corresponds to a wider range of eligible activities. Many more institutions in Croatia will have to be increasingly involved at a national but even more so at a
EU FUNDING OPPORTUNITIES FOR CROATIA AFTER ACCESSION
regional and local level where targeted actions are to be invested i.e. participation in programming, high quality projects preparation, building stronger partnerships and firm horizontal and vertical cooperation. The creation of a functioning Financial Management and Control System under IPA is the optimum way to ensure sound financial management and adequate assurance for safeguarding the financial interests of the Community when it comes to Structural Instruments funding.
How is the financial allocation under Structural Instruments to be calculated for Croatia? Since 1988 the parameters for the calculation of financial allocation within Structural Instruments are the Statistical Territorial Units (NUTS). The parameters for determining NUTS I, NUTS II, NUTS III regions are: i) the surface and ii) the population of the region. The elligibility of regions for the Cohesion Fund is calculated at NUTS I level, for the ERDF at NUTS II level, the ESF at NUTS II and III level and for the European Territorial Cooperation Objective/ ERDF at NUTS III level. The statistical units are shown in Map 10.
Map 10. Classification of Statistical Territorial Units in Croatia
The following table shows the NUTS classification in Croatia in accordance with EC Regulations on the establishment of a common classification of territorial units for statistics. Eurostat approved Croatia’s NUTS classification in March 2007, as shown in Table 38.
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Table 38. Classification of statistical territorial units in Croatia Level
Population
NUTS I
3.000.000 < n < 7.000.000
NUTS II
800.000 < n < 3.000.000
NUTS III
150.000 < n < 800.000
No. of regions in Croatia 1 (whole territory of Croatia) 3 Regions (Central and East Region, Adriatic Region; North-Western Region) 21 Counties (incl. City of Zagreb)
According to the Eurostat figures, Croatian GDP per capita in 2007 was EUR 8 445 which is 58% of the average for the EU-25 GDP per capita, meaning that upon accession the whole territory of Croatia will probably benefit from funding under the Convergence Objective.
Preparations for the management of Structural Instruments in Croatia – State of play and challenges ahead Within the framework of the Croatian accession negotiations process activities have significantly advanced in Chapter 22, Regional Policy and Coordination of Structural Instruments, as they have in other negotiated chapters of the acquis. . Within the mentioned chapter, the relevant national authorities have demonstrated an understanding of the requirements stemming from the EU Cohesion Policy and have set clear objectives and deadlines in order to fulfil them. Due to the complexity of the Cohesion Policy and its horizontal nature, significant numbers of chapters under negotiation are closely connected to Chapter 22 (public procurement, competition, financial control, social policy and environment) and are going to have an impact on the pace of negotiations. Additionally, Croatian authorities will have to put the significant efforts in establishing efficient national and regional institutions (for instance, competent staff) so as to prove to the EC services its ability for sound financial management of allocated funds.
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The period ahead is going to be extremely important, almost decisive for Croatia’s future in the management of Structural Instruments. The actual financial budget for Croatia under Structural Instruments and the perception of Croatian institution’s ability to manage those funds is going to be directly derived from the results and practices shown within the Pre-accession funds, especially IPA. For this reason, Croatia needs to maximise the pre-accession period and set solid grounds for the successful handling of future funds for the benefit of all Croatian citizens.
European Funds for Croatian Projects
IN THIS CHAPTER YOU WILL FIND: ● An overview of the types of management of EU financial instruments and framework documents for Croatia, ● Explanation of procedures for the awarding of grants and public contracts, ● Tips on how to benefit from EU grants and public contracts.
HOW ARE THE EU FINANCIAL INSTRUMENTS MANAGED? At present the EU financial instruments are based upon the following main types of management: ● Centralised, meaning that programme management is conducted at the European Commission Headquarters (Brussels) on behalf of the government of the beneficiary country. ● Deconcentrated, meaning a transfer of responsibility for the management of assistance programmes from EC Headquarters (Brussels) to the EC Delegation in the beneficiary country, covering all phases of the project cycle. ● Decentralised implementation of the EC external aid programmes, meaning a partial transfer of responsibility for the management of assistance programmes from EC Headquarters (Brussels) to the authorities of the beneficiary country, covering the implementation phase of the project cycle, whilst the Commission retains the final responsibility under the EC Treaties (DIS – Decentralised Implementation System). ● Shared management, with regard to the EU Structural Funding for Member Countries70. It determines that national authorities manage the payments to beneficiaries on behalf of the Commission.
● Joint management, where certain implementation tasks are delegated to international organisations. As regards Community Programmes71, they represent a specific case in terms of EU funds’ management. Most of them encompass both centralised and decentralised measures/actions, but some programmes are fully centralised, for instance the Seventh Framework programme for Research and Technological Development. In the case of centralised actions or programmes the EU funds are managed by the Commission itself or by executive agencies appointed by the Commission72. These are legally independent bodies but they are financially tied to the Commission, as they receive their funds from the Commission and implement the Commission’s policies. All of the EU Financial Instruments operate on the basis of a specific EU regulation which defines the thematic areas and their respective financial rules. Furthermore, each Partner Country is required to respect and implement these rules on a national basis.
WHAT ARE THE FRAMEWORK DOCUMENTS FOR CROATIA IN RELATION TO EU FINANCIAL SUPPORT? As mentioned, EU funds are managed in different ways, but whatever the form of management, it is important to underline that the EU support projects, initiated and implemented by different beneficiaries, coming from varying sectors of economic and social life. The projects supported have to meet the specific and general aims of a certain Financial Instrument, of a certain European policy.
70 71 72
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The EU financial support for Croatia is based on certain documents which will help in the planning and use of this support during the accession process of the country and also help the wellbeing of the citizens in the economic, democratic and social spheres of life.
Structural funds, Cohesion fund and EU funds in the field of Agriculture and Fisheries are presented in Chapter IV All Community Programmes in which Croatia participates are presented in Chapter III http://europa.eu/agencies/index_en.htm
HOW TO BENEFIT FROM THE EU ASSISTANCE
WHAT WE HAVE TO KNOW? ● The contractual framework for relations between the EU and Croatia prior to its Union accession is provided by the Stabilisation and Association Agreement (SAA) which came into force on 1st February 2005. ● Financial assistance for Croatia is accession driven and actions stem from priorities identified in the Accession Partnership for Croatia. ● The enlargement package is accompanied by the Multi-annual Indicative Financial Framework (MIFF). The MIFF is designed to provide information on the Commission's intentions in terms of indicative financial allocations by country and by component. This financial matrix forms the link between the political framework and the budgetary process. It is revised annually, on a rolling three-year basis. The latest Multi-annual Indicative Financial Framework is shown in Chapter II. Multi-annual Indicative Planning ● The Document (MIPD) for Croatia is based on the MIFF allocations, and on the priorities identified within the political framework, and presents the Commission’s specific objectives and choices for pre-accession aid . These also cover a three-year period.
● From the perspective of the Republic of Croatia, the principle strategy document is the Strategic Development Framework (SDF). The SDF defines Croatia’s national economic goals and the instruments for their implementation in the period between 2006 and 2013, with the overall aim being to achieve prosperity by the development of a competitive economy and by social cohesion. ● Each year the Commission and the Croatian government sign financial agreements defining the European assistance for each of the EU Financial Instruments operating in Croatia. Furthermore financial support has to be well planned before EU money can reach individual beneficiaries. The current Financial Instrument for Croatia is the Instrument for Pre-accession Assistance (IPA). It includes Project Fiches (PFs), Operational Programmes (OPs) and Agriculture and Rural Development Plan, resulting from a process known as a programming process. By adopting a programming approach, IPA Components are intended to prepare Croatia for the management of the Structural and Cohesion Funds upon accession.
All these documents provide the general framework of EU funding for Croatia’s pre-accession process. Within the scope of these policy priorities, the Croatian government elaborates its own national strategies and programmes for the development of specific sectors e.g. regional development, social cohesion, energy, transport, agriculture, etc. At the same time these national strategic documents reflect the EU strategic policy priorities as a strong link is needed between the national and the European policies with a view to Croatia’s future membership in the Union.
The programming process determines: □ the objectives and main directions of expenditure
within a given sector, □ the national institutions responsible for the
relevant funds’ coordination and management, □ indicative amounts and split of resources by
sectors and measures. Types of the Programming documents relating to IPA components are shown in the Table 36 below:
Table 39. Relevant programming documents per IPA components
Project fiches
Operational Programmes
Agriculture and Rural Development Plan
I. TRANSITION ASSISTANCE AND INSTITUTION BUILDING
√
−
−
II. CROSS-BORDER COOPERATION
−
√
−
III. REGIONAL DEVELOPMENT
−
√
−
IV. HUMAN RESOURCES DEVELOPMENT
−
√
−
V. RURAL DEVELOPMENT
−
−
√
IPA component
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Once the Project Fiches, Operational Programmes and Agriculture and Rural Development Plan have been prepared and approved by the European Commission, the relevant authorities in Croatia have the task of instigating their implementation by selecting thousands of projects. Therefore, programmes pave the way for individual projects.
Furthermore, responsible institutions are tasked with assessing, contracting and monitoring the selected projects. Figure 24 below shows the key milestones concerning the preparation and implementation of Operational Programmes in Croatia and refers to other chapters of this handbook.
Figure 24. Milestones for preparation and implementation of Operational Programmes in Croatia
2006
2007
2008
2009
2010
2011
2012
REGULATORY FRAMEWORK PREPARATION OPERATIONAL PROGRAMME PREPARATION
Reg
Operational Programme level
ulato leve ry l
− − −
Drafting of Operational Programmes Setting up of Management structures and staffing Preparation of the legal framework
FINANCIAL MANAGEMENT −
Setting up of procedures for payments, controls, audits, detection of irregularities, recoveries, etc.
INFORMATION AND PUBLICITY −
Preparation and implementation of Communication Plan for raising public awareness
REPORTING, MONITORING AND EVALUATION −
Setting up of procedures for regular reporting, monitoring and evaluation
ARCHIVING −
Setting up of procedures for archiving
OPERATIONAL PROGRAMME −
From Programme to Projects, Call for proposals and Call for tenders, grants and public contracts in (see Chapter V)
Project level
PROJECT PROPOSALS DEVELOPMENT
Individual projects do not run independent from the Operational Programmes. Projects must achieve their specific objectives but also contribute to the attainment of the wider programme objectives of strategic importance. Projects are about delivering outputs and results. Based on these results, programmes aim at achieving impact for the communities and the areas of development.
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−
Needs and problems identification, activity and resource planning (see Chapter VI)
PROJECT MANAGEMENT − −
Practical steps on how to implement an EU funded project, Useful practical tools in EU project management (see Chapter VII)
EU funds are distributed amongst projects on a competitive basis. In order to select the best projects in their respective field the European Commission and its agencies, as well as the Contracting Authorities at national level, must organize calls for proposals and calls for tenders. Figure 25 below illustrates the process starting from the respective EU Financial Instrument and ending with the individual contract.
HOW TO BENEFIT FROM THE EU ASSISTANCE
Figure 25. From the EU Financial Instrument to the single contract
EU Financial Instruments
Project Fiches / Operational Programmes / Rural Development Plan
Tendering of Projects/Priority Measures/Operations
Calls for project proposals
Call for Tenders
Grants
Procurement contracts for: - Services - Supplies - Works
Selection / Evaluation of the received project proposals / tenders
Financing (including co-financing) of individual contracts
Implementation of the signed contracts
Implementation of the grant contracts including sub-contracting of: - Services - Supplies - Works
Implementation of the particular contracts for: - Service - Supply - Works
In Croatia, calls for proposals and calls for tenders are issued by the Contracting Authorities for the implementation of Project Fiches (IPA Component I), Operational Programmes (IPA Components II, III and IV), or Rural Development Plan (IPA Component V)73. Table 40 below indicates types of calls for proposals per IPA components in Croatia. Table 40. Type of calls per IPA components
IPA components
Call for proposals
Call for tenders
Twinning
Grants
Services
Supplies
Works
I. TRANSITION ASSISTANCE AND INSTITUTION BUILDING
√
√
√
√
√
II. CROSS-BORDER COOPERATION
√
√
√
−
−
III. REGIONAL DEVELOPMENT
√
√
√
√
−
IV. HUMAN RESOURCES DEVELOPMENT
√
√
√
√
−
V. RURAL DEVELOPMENT
√
√
√
√
−
73
Further references on institutions and web-sites are provided at the end of this chapter.
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In the case of centralised management, the EU regularly publishes calls for proposals and call for tenders. These are organised either by the European Commission in Brussels, its agencies, or its Delegations to the beneficiary countries74.
GRANTS What is a grant? A grant is a direct payment to a specific beneficiary. The Commission awards money in the form of grants in order to implement projects or activities in relation to European Union policies. These grants may be awarded within fields as diverse as research, education, health, consumer protection, protection of the environment, humanitarian aid, etc. Grants are formally direct financial contributions to beneficiary organisations from the EU budget. However, the European Commission and the government of the beneficiary country will have agreed, in advance, on the grant schemes and the project types to be included in the relevant EU programme75.
To know more Grant scheme: a programme which determines the objectives and scale of assistance in the form of grants for actions promoting EC policy aims. The grant scheme is organised through calls for proposals. Each approved project receives a single grant as part of the overall budget for the grant scheme. Grant beneficiary: the body which signs a grant contract. Final beneficiaries: those who will benefit from the project in the long term at society level or the sector at large. Contracting Authority: i.e. the European Commission services in Brussels, its Agencies, European Commission Delegations, and Implementing Bodies for each IPA component in Croatia.
Implementation of the Grant schemes follows the rules and procedures of the Practical Guide for contract procedures for EC external actions, known as the Practical Guide or just PRAG76.
Who can apply for a grant? Beneficiaries of grants are mainly public, private and non-governmental organisations. Eligibility of beneficiaries (who can apply for grants - types of organisations, their legal status, country of origin etc.) is stipulated in the Call for Proposals and in the respective guidelines for applicants.
Example for a grant scheme from the Operational Programme “Human Resources Development” for Croatia Priority 2 – Reinforcing social inclusion of disadvantaged people, Measure 2.1. Supporting employment access for disadvantaged groups Contracting Authority - Croatian Employment Service Who can apply for a grant under Priority 2, Measure 2.1 of the Operational Programme “Human Resources Development”? - Non-profit NGOs, private/public institutions operating at the regional local level, regional/ municipal development agencies and SME support centres/technological incubators. What are the target groups? - Persons with disabilities, those with low levels of educational attainment, unemployed young people, older and long-term unemployed, women, people living in underdeveloped regions, minority groups. What type of activities can be funded? - Development of new models and business solutions for work with disadvantaged groups; training of staff (basic and advanced) in the employment and social welfare services to work with disadvantaged groups; training and retraining of disadvantaged groups; etc.
74 75 76
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http://ec.europa.eu/europeaid/work/funding/index_en.htm Further information on EU grants is available at: http://ec.europa.eu/grants/introduction_en.htm http://ec.europa.eu/europeaid/work/procedures/implementation/practical_guide/index_en.htm
HOW TO BENEFIT FROM THE EU ASSISTANCE
Planning of grants Each year, prior to the issuing of Calls for proposals, an Annual Work Programme for grants has to be prepared and published by the Contracting Authorities in Croatia not later than 31st March . The Annual Work Programme for grants specifies: ● the basic legal act and budget line , ● the programme’s objectives, priorities and expected result, ● the conditions of eligibility, ● the selection and award criteria, ● the maximum amount of the grant, ● the schedule of Call for Proposals, ● the available budget of the Call for Proposals, etc. The Contracting Authorities take measures to ensure that the Annual Work Programme for grants is published locally and on the EuropeAid Cooperation Office website77. If you plan to apply for an EU grant in a field of your particular interest, don’t fail to consult the relevant work programmes of the Commission services or Croatian Contracting Authorities.
How are grants awarded? Grant application procedures are used in the process of project selection as part of the grant schemes and programmes. They are explained within the Calls for Proposals documents and interested organisations are invited to apply with their project proposal to the Contracting Authority running the relevant programme. Bear in mind, that for centralised calls (for example some of the Community programmes) the project application should be sent to the European Commission or its agencies, while for decentralised ones the application package should be submitted to the relevant Contracting Authority at national level (these are the Implementing bodies for all IPA components in Croatia).
What is a Call for proposals? Calls for proposals invite candidates to submit, within a given deadline (usually 60 or 90 days), a project proposal that corresponds to the requirements of the particular Call. Since grants cover a very diverse range of fields, the specific conditions that need to be fulfilled may vary from one area of activity to another.
77
http://ec.europa.eu/europeaid/cgi/frame12.pl
The Call for Proposals is a short notice published by the Contracting Authorities indicating the: ● ● ● ●
publication reference; nature of activities and location; funding instrument or programme; webpage for downloading Guidelines for applicants’ package ● date and time of the deadline for submission of proposals.
What is a Guideline for applicant’s package? This is a standard set of documents prepared for participants in a Call for Proposals with information and requirements they need to know in order to prepare their project proposals. Main documents that might be included are: ● Call for Proposals, ● Guidelines for applicants, ● Application form, Budget template, Logical framework matrix, ● General conditions for the implementation the EC financed grant contracts, ● Contract award procedures, ● Draft standard grant contract, ● Other standard templates for financial and narrative reporting. Basically, Guidelines for applicants define the: ● eligibility of the applicant and their partners to get financing (for example: NGOs, SMEs, local authorities etc.), ● actions for an application to be made, ● costs eligible for financing, ● application procedure to be followed, ● evaluation and selection procedures, ● supporting documents needed for composing the whole application package: except the Application form, Budget and Logical Framework matrix, the other relevant documents, could be: business plans (for SMEs), statutes (for NGOs), Municipal councils’ decisions (for local authorities), etc. An indicative time schedule for different phases of grant scheme management is shown in the Figure 26.
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Figure 26. Indicative time schedule for grants scheme implementation Preparatory work by Contracting Authority
0 month
1
2
Registration of applications
3
4
Final decision for grant awarding
Selection/Evaluation of applications
5
6
7
Duration of the Call for proposals and Helpdesk for applicants
8
Signing of the Grant contracts
9
10
Supporting documents and Draft contract preparation
11
12
Start of project activity according to signed contract
Guidelines (plus annexes) are drafted for each Call for Proposals by the Contracting Authorities using a template provided in PRAG and specifically adapted to each grant programme. They explain the conditions applicable for the implementation of the action following the Contracting Authority’s decision to award a grant. The Practical Guide to Contract Procedures for EC External Actions consolidates all the grants procedures under the relevant EU external aid programmes. It is strictly prohibited to award a grant to a project without undergoing a competitive bidding process.
How projects are selected and awarded? Submitted projects are evaluated according to the selection and award criteria published in the Guidelines for Applicant’s. The selection criteria are intended to help evaluate the Applicants' financial and operational capacity to ensure that they: ● have stable and sufficient sources of finance to maintain their activity throughout the period during which the action is being carried out and, where appropriate, to participate in its funding; ● have the management capacity, professional competencies and qualifications required to successfully complete the proposed action. This also applies to any partners of the Applicant. The award criteria allow the quality of the proposals submitted to be evaluated in relation to the objectives and priorities set. They enable the Contracting Authority to be confident that the selection of proposals comply with award objectives and priorities and guarantee the visibility of EC financing. The criteria cover such aspects as the relevance of the action, its consistency with the objectives of the Call for Proposals, quality, expected impact, sustainability and cost-effectiveness. It is becoming increasingly important for the EU to support innovative projects. This should be kept this in mind when developing a project proposal, in order to gain a competitive edge in the selection process. 148
Once the contracts have been signed, the Contracting Authority ensures that a notice of award for each Call for Proposals is prepared and transmitted to the EC which publishes the results on the EuropeAid website, the award is also published locally. In compliance with the principle of transparency, by 30th June each year, the European Commission publishes on its web page the list of grants awarded during the previous year, with the exception of those awarded in the form of individual scholarships to78. Grants have a non-commercial nature meaning they cannot lead to a profit for their beneficiaries. As a general rule, grant contracts require co-financing by the grant beneficiary. This means that project implementing organisations should provide their own contribution to the project, which has to take the form of financial (i.e. cash) contribution. Co-financing rates are established in the Calls for Proposals and the rates vary depending on the nature of the programme (e.g. usually 10-25% cofinancing is required for NGOs and up to 50% - for SMEs grant schemes). An applicant’s contribution might come from their own budget or from external sources. It would be an exception for the EU to entirely finance approved projects.
78
http://ec.europa.eu/grants/beneficiaries_en.htm
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PUBLIC CONTRACTS As well as grants being awarded following Calls for Proposals, the Contracting Authorities in the beneficiary countries may also decide on public contracts. After the signing of the Grant contract, grant beneficiaries, being the Contracting Authorities for a certain contract are also obliged to observe strictly the principles for the awarding of public contracts.
What is a public contract?79 A public contract is awarded following a competitive procurement procedure which is initiated when the Contracting Authority wishes to purchase: ● a service (e.g. provision of technical assistance, training, know-how), ● supplies /goods (e.g. equipment and materials) or ● works (e.g. building infrastructure). The awarding of public contracts is based on the principles of transparency, equal treatment, nondiscrimination of candidates and “value for money”.
What is the difference between a grant and a public contract? Regarding grants; the Contracting Authority awards a grant contract to a project proposal carried out by a public, private or non-governmental organisation. The grant has a non-commercial nature and cannot lead to a profit for the beneficiaries. Regarding public contracts; the Contracting Authority contracts and pays for services, supplies or works, as it needs. Contracts are of a commercial nature. Competitive tendering is the basic principle governing the award of contracts.
Who can be awarded a public contract? Any private entity can participate in EU-funded contracts as a provider of goods, services or works. Contracts are only concluded with eligible candidates, based on competitive tendering.
Who is an eligible candidate? The competition for EU funded public contracts in general is open to all natural and legal entities which are established and do business in an EU Member State, Candidate or beneficiary country of an EU programme. Candidates for public contracts should be able to deliver, and have no constraints in providing the required services, supplies or works. Contracts for experts, especially for those on longterm assignments, are rarely concluded with an individual but rather with a company which, as the winner of a competitive tendering process, undertakes to provide the services of the selected experts, to deliver the requested outputs and also to manage the activities and overall implementation of the project.
How to be awarded a contract? There are strict EU rules governing the way in which contracts are awarded. These rules apply to all countries which are beneficiaries of EU funding. However there is a difference between the public contracts’ rules applied in the EU Member States, e.g. in the context of EU Structural Funds and those applied in the non-member countries. Public procurement rules are one of the most monitored areas in the Member States of the European Union. In the area of public contracts EU Member States implement the specific EU legislation concerning the Structural and the Cohesion Funds. Additionally, they also apply the national public procurement legislation, the latter being harmonised with the EU acquis. On its way toward EU accession, Croatia is supposed to establish and maintain (for both grants and procurement contracts) a system which meets the EU standards of transparency, as well as open and fair competition. As regards the EU external aid programmes, including those operating in Croatia, the procurement procedures are consolidated and explained in the Practical Guide (PRAG) . As regards the EU external aid programmes, including those operating in Croatia, the procurement procedures are consolidated and explained in the Practical Guide (PRAG)80.
79 80
Further information on EU public contracts http://europa.eu/agencies/public_contracts/index_en.htm http://ec.europa.eu/europeaid/work/procedures/implementation/practical_guide/index_en.htm
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The Practical Guide is the working tool describing the harmonised procedures and rules referring to EU external aid contracts. According to PRAG, procurement procedures are governed by specific rules which vary depending on the nature and threshold of the contract (service, supplies, or works). These help to ensure that suitably qualified contractors are chosen without bias and that the best value for money is achieved, with full transparency appropriate to the use of public funds. To participate in a tendering procedure it is important to carefully consult the published procurement notices Consulting PRAG gives a better understanding of the relevant procedure and the way of its application. Be aware that tender notices are generally published in the language of the EU programme, usually English.
Public procurement procedures Competitive tendering is the basic principle governing the award of contracts. It ensures the transparency of operations towards obtaining the desired quality of services, supplies or works at the best possible price. There are several different procurement procedures, each allowing for a different degree of competition.
Which procedures to apply? Rules for the application of standard procurement procedures are summarised in the table below. They are divided between those for services, supplies and works. Where contracts are subdivided in lots, the value of each lot is taken into account when calculating the overall threshold.
What is a lot? A Contracting Authority may decide to divide the public procurement into separate parts or “lots”. Whenever the subject of procurement is divided into parts, the Contracting Authority divides the contract into lots. The thresholds given in Table 41 are based on the maximum budget for the contract in question (including any co-financing).
Table 41. Threshold for public procurement contracts as per the Practical Guide for contract procedures
Type of contract SERVICES (in EUR)
SUPPLIES (in EUR)
WORKS (in EUR)
International tender procedures
Local tender procedures*
≥ 200,000
< 200,000 but > 10,000
≤ 10,000
International restricted tender procedure
Rule: Framework contracts Exception: Competitive negotiated procedure
Single tender
≥ 150,000
<150,000 but ≥ 60,000
<60,000 but > 10,000
International open tender procedure
Local open tender procedure
Competitive negotiated procedure
≥ 5,000,000
< 5,000,000 but ≥ 300,000
< 300,000 but > 10,000
Rule: International open tender procedure Exception International restricted tender procedure
Local open tender procedure
Competitive negotiated procedure
* Two additional procedures are applied in exceptional cases: competitive dialogue and negotiated procedure.
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Main types of procedures Restricted contracts
procedure
–
applied
What is a tender dossier? to
service
This is a two-stage approach in which interested providers undergo pre-qualification assessment before being invited to tender. All interested candidates may take part in this first stage. Candidates are invited to submit their expression of interest and other relevant information specified in the procurement notice. If a company does not meet the criteria for participation in a tender, it might consider forming a consortium of partner-organisations, who together may be able to respond to the requirements of the procurement notice. The written responses and related documentation received are examined and a shortlist of selected candidates drawn up. Selected companies must be eligible and competent to do the required job. The shortlist for any tender is made public at the tendering stage and unsuccessful candidates are informed.
What is a shortlist? It is the result of a selection procedure, by which the long list, comprising all candidates responding to a published notice, is cut down to a shortlist. The selection involves an examination of the responses to the procurement notice, in which the selection and award criteria and a general description of the tasks to be undertaken are set out. The shortlist comprises as many firms as necessary to ensure reasonable choice and competition. As a general rule, between 4 and 8 companies/consortia are short-listed. In the second stage of the procedure, the short listed candidates receive from the Contracting Authority the so-called tender dossier and are invited to bid.
This is a standard set of documents prepared for tender participants and contains information and requirements needed for the bidding process. Although tender dossiers vary according to the relevant services, supplies and works, the main documents that might be included are: □ the invitation to tender, □ the list of all companies invited to tender, with
contact details, □ instructions to tenderers – how, when and where
□ □
□ □ □
to submit the tender, including full details on the content of the technical and financial proposals and the evaluation criteria that will be applied, specific tender conditions in certain cases, the Terms of Reference (TOR) for services – instructions and guidance to tenderers about the nature of the proposal that they need to submit, technical specifications for goods, design documentation for works, draft standard contract.
Each of the short listed candidates must submit both a technical and a financial proposal under the EU “double-envelope” system. Under this system, each technical and financial offer must be placed separately in sealed envelopes, and then both placed within an outer envelope. The outer envelope should carry specific information such as: the reference number of the invitation to tender, the project title, the name of the tenderer, the phrase “Offer - Not to be opened by the internal mail service”, the address for submission and the posting date. Technical Proposal In addition to some formal documentation, the technical proposal must contain: ● detailed information on the organisation, methods and staff that the tenderer intends to use in order to provide the required services, ● a work plan giving an outline of the proposed work approach, ● a list of activities, ● inputs (expertise, equipment, direct costs, etc.) and the envisaged outputs and results, ● a list of the key staff to be employed under the project, along with the experts’ CVs describing their relevant experience and the actions they are to carry out.
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The Financial Proposal should contain a breakdown of the budget needed to fund the activities described in the technical proposal. Tenders are then evaluated by an Evaluation Committee consisting of selected officials and experts who adjudicate against a set of pre-determined evaluation criteria. Both the technical and financial offers are evaluated. The Committee recommends the successful tenderer to the Contracting Authority on the basis of the most economically advantageous offer. The contract is then awarded and signed. The Committee may also cancel the procedure under specific circumstances. Framework contract – applied to service contracts The EU has a system of Framework Contracts (FWCs) for smaller contracts (i.e. less than € 200 000). Generally contractors are selected by the European Commission through restricted procedure following an open call for pre-qualification. The list of companies to act as service providers under FWCs remains valid for a given period. The Commission has concluded separate FWCs with a number of consortia covering sectors such as: agriculture, administrative reform, banking and finance, energy, environment, export development and investment promotion, health, information technology, posts and telecoms, privatisation and restructuring, SME and regional development, social development, and transport. Each consortium is represented by a lead company which has been designated by the other partners to act on their behalf for the purposes of the contract. A framework contractor is specialised in its own particular sector and offers consultants, expertise and other services in this sector. No public announcement of a contract is required by the Contracting Authority. Instead, a “request for services” is sent directly to the appropriate framework contractors. The framework contractor prepares an offer which includes the CVs and costs of the proposed experts. Selection is then made from the submitted offers following evaluation. If a framework contractor cannot provide a particular service from its own resources, other parties might be subcontracted. Therefore, it is possible for external individuals or other companies to obtain work through framework contractors. The Framework Contracts established with several companies are called Multiple Framework Contracts 152
and take the form of separate contracts but are concluded in identical terms. The framework contractors bring to the external assistance programmes the combined resources of specialised expertise from across the Member States and the Candidate and Acceding Countries. Open Procedure – applied to works and supply contracts The value and type of contract determines whether it be an international or a local open tender. Open Calls for Tenders are where all interested economic operators may submit an offer. Under the open procedure, any natural or legal person wishing to tender may request the tender dossier, (sometimes requiring payment). There is no prequalification assessment. All suppliers who request tender documentation are invited to submit an offer as part of the tender itself. When the received offers are examined, there is an initial verification of the formal requirements. Following this there is technical assessment and then comparison of the submitted offers The “double-envelope” system is not used in this instance. However offers undergo first a technical and then a financial evaluation. Only tenders that satisfy the technical requirements are then proceeded on for financial evaluation. The economically most advantageous offer (i.e. cheapest offer in compliance with the Technical Specification) is selected and is awarded the contract. No negotiations are allowed.
HOW TO BENEFIT FROM THE EU ASSISTANCE
Example from the Operational Programme “Regional Competitiveness”, Priority Axis 2 - Enhancing the Competitiveness of the Croatian Economy, Measure 2.2 – Technology transfer and support services for knowledgebased start-ups, Operation 2 - BioCentre Contracting Authority: Central Finance and Contracting Agency What is envisaged under Operation 2? – This operation will create a BioCentre to provide the necessary facilities, equipment and services for an early development cycle and product development including the following: ● Laboratory space, certified according to Good Laboratory Practice (GLP) standards, for R&D purposes of start ups and SMEs; ● Central laboratory services such as sterilisation, cold room, dark room, liquid nitrogen storage, ice machine, storage of hazardous chemicals, waste chemicals handling, de-ionised water production etc.; ● Central scientific equipment such as ultra-centrifuge, analysis systems etc.; ● Office space with connections for telephone and internet; ● Central office services such as photocopying, answering service, reception, postage handling etc. Where will the BioCentre be located and what activities will it deliver? – The BioCentre will be located on the university campus in Zagreb and is envisaged as a national resource providing the entire infrastructure necessary for the start-up and incubation of new companies as well as for support of existing SMEs in the bioscience sector. It will have an additional important role in bringing the University closer to the economic and market needs as a direct facilitator of university-industry cooperation and to prepare scientists and students for a career in entrepreneurship or industry. Who is the final beneficiary of Operation 2? - The final beneficiary of Operation 2 under this measure is the Business Innovation Centre of Croatia Ltd (BICRO) – a national public body established by the government and acting as an implementing agency. How will Operation 2 be implemented? - This operation will be implemented by a number of procurement contracts necessary for constructing (works) and equipping (supplies) the centre. Competitive Negotiated Procedure – applied to services, supply and works contracts When a Framework Contract is not applicable or is unsuccessful, a Competitive Negotiated Procedure is employed. Under the Competitive Negotiated Procedure, the Contracting Authority invites tenders from candidates of its choice. At least three service providers should participate with a complete tender dossier and at least three compliant offers should be evaluated. At the end of the procedure, the Contracting Authority selects the tender with the best value for money in the case of service tenders and the cheapest compliant offer in the case of supplies or works tenders. Single Tender Procedure - applied to service, supply and works contracts The Single Tender Procedure is applied to low value contracts (for Candidate Countries it is equal to or less than EUR 10 000). In this case, there is a negotiation with a single supplier. Competitive Dialogue - applied to service, supply and works contracts Many EU contracts are too complex to follow the open or restricted tender procedures. The Contracting
Authority is often unable to determine the technical specifications and the appropriate price level in advance. Up until 2004 the Negotiated Procedure was the preferred solution for such cases. The Competitive Dialogue is intended to replace the Competitive Negotiated Procedure as the routine choice for such complex contracts, as the European Commission felt that the Competitive Negotiated Procedure resulted in the wrong tender being successful. At present the Contracting Authority is permitted to use the Competitive Dialogue Procedure where: ● the nature of the works or services or the related risks are such that an advanced overall costing is not feasible, ● the specifications of services cannot be drawn up with sufficient precision. Negotiated procedure - applied to service, supplies and works contracts This procedure can be used for works and services at any value due to unforeseen circumstances or in case of urgency. It can also be used for special cases, (e.g. a supplier has particular characteristics such as the holding of patents or licenses), or in cases where a tender was cancelled. This procedure is relatively flexible and may incorporate a prequalification process as in the Restricted Procedure.
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No specific thresholds are applied. Be aware that public contracts are published on the internet as forecast notices, procurement notices and finally as award notices.
WHAT CAN GO WRONG WITH TENDERS? As already explained, tenders go through examination and evaluation. Initially offers undergo an administrative check of the required and submitted documentation, if it is complete and correctly completed. The technical and financial proposals are then assessed against previously advised strict rules and criteria. It is often during this process that potential bids are found to have mistakes which eliminate their eligibility. Common mistakes made by tenderers may be for either administrative or technical reasons. Mistakes made for administrative reasons are most often due to: ● late arrival of the tender or incomplete documentation, ● lack of original documents or lack of signatures, ● the required documents not being submitted in the desired format in line with templates uploaded in advance on the relevant websites, ● a tender guarantee for supplies and works is not included, ● a tenderer or partner does not meet the criteria for candidate eligibility, ● the double-envelope system is not observed, e.g. the Financial Proposal is not put in a separate envelope as required for services. Common mistakes for technical reasons include: ● The technical offer is not developed to meet the criteria for the quality of services. Tenderers often use the same text for various tenders or copy the terms of reference, instead of developing their own project concept based on a high level expert and tailored approach to the target groups, ● The proposed team of key experts does not have the required expertise or experts are not available for the time of the planned service provision, ● Supply and works offers are not exactly compliant with the technical specification. Be aware that information in the tender dossier should be read carefully and the requirements therein strictly applied in order to prepare a strong tender offer. Competition for public procurement is tough, which is why only high-quality offers succeed. 154
TWINNING Twinning is an initiative of the European Commission that was launched in 1998 in preparation for the enlargement of the European Union for Central European countries. It was conceived as an instrument for targeted administrative co-operation to assist Candidate Countries to strengthen their administrative and judicial capacity to implement Community legislation as future Member States (MS) of the European Union. Since then more than 1300 Twinning projects have been implemented and financed under CARDS and PHARE programmes. Twinning continues to play a vital role in the context of Institution Building in the new Member States under the Transition Facility and it remains a crucial institution building instrument financed by IPA component I in the current Candidate Countries Croatia, the former Yugoslav Republic of Macedonia and Turkey. The main aim of Twinning is to help beneficiary countries in the development of modern and efficient administrations, with the structures, human resources and management skills required to implement the acquis communautaire.
Twinning and Twinning Light This type of technical assistance is provided through a mechanism of twinning between administrations and agencies. Twinning projects involve the secondment of EU experts from the public sector, known as Resident Twinning Advisers (RTA) to the beneficiary country on specific projects related to the EU acquis. The adviser is made available for a period of at least one year to work on a project in the corresponding ministry in the country. In addition to the long-term RTA, other EU experts are involved in the twinning project to provide short-term expertise, training, translation services and specialised IT assistance. Twinning projects are designed to deliver concrete tangible results in relation to the acquis in the beneficiary country. They also help the transfer of proficiency and the creation of long-term relationships between the EU and national experts and officials. A further institution building support service was introduced, known as Twinning Light. It has been established as a flexible tool for medium-term assignments, basically up to eight months. The medium-term experts do not need to be permanently located in the beneficiary country, unlike the Resident Twinning Advisers. The procedures for these assignments are also aimed at addressing
HOW TO BENEFIT FROM THE EU ASSISTANCE
specific action with regard to the acquis in a more simplified manner. Twinning Light contracts do not exceed budgets over EUR 250.000,00. Twinning and Twinning Light projects implemented in Croatia are shown in Table 42. Table 42. Twinning and Twinning Light projects implemented in Croatia
Programme
Twinning Projects
Twinning Light Projects
Total Twinning Projects
Number
Budget (in EUR)
Number
Budget ( in EUR)
Number
Budget (in EUR)
CARDS 2001
5
5 393 255
-
-
5
5 393 255
CARDS 2002
13
10 427 180
-
-
13
10 427 180
CARDS 2003
10
7 968 823
4
849 876
14
8 818 699
CARDS 2004
12
12 533 516
3
700 000
15
13 233 516
PHARE 2005
12
12 733 929
7
1 331 821
19
14 065 750
Total
52
49 056 703
14
2 881 697
66
51 938 400
Source: CFCA webpage: http://www.safu.hr/datastore/filestore/96/twinning_overview_july08_ENG.xls and own calculations
In Croatia the responsible Contracting Authority for Twinning and Twinning Light contracts is the Central Finance and Contracting Agency (CFCA). It is important to mention that Calls for Twinning proposals are not published at the CFCA website and EuropeAid website but are sent for circulation to the National Twinning Contact Points in EU Members States.
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HOW TO MAKE A GENERAL SEARCH FOR CALLS FOR PROPOSALS? All funding opportunities for Croatia under the IPA components are published on the websites of the Implementing Bodies. Table 43 below lists the websites of the Responsible Bodies for the Operating Structure and the Implementing Bodies (Contracting Authorities) for each IPA component. Table 43. Responsible and Implementing Bodies for IPA components in Croatia
IPA component
Responsible Body for the Operating Structure
Component I Transition Assistance and Institutional Building
Central Office for Development Strategies and Coordination of EU Funds - http://www. strategija.hr
Central Finance and Contracting Agency - http://www.safu.hr/
Component II – Cross-Border cooperation
Ministry of the Regional Development, Forestry and Water Management - http://www.mrrsvg.hr/
Central Finance and Contracting Agency - http://www.safu.hr/
Component III – Regional Development
Ministry of the Sea, Transport and Infrastructure - http://www.mmpi.hr
Priority Axis 1 – Croatian Railways Infrastructure - http://www.hznet.hr Priority Axis 2 and Priority Axis 3 - Central Finance and Contracting Agency - http:// www.safu.hr/
a) OP Transport Component III – Regional Development
Implementing Body (Contracting Authority)
Ministry of Environment Protection Physical Planning and Construction - http://www.mzopu. hr/
b) OP Environment Protection
Priority Axis 1 – Environmental Protection and Energy Efficiency Fund - http://www. fzoeu.hr Priority Axis 2 – Croatian Waters - http:// www.voda.hr Priority Axis 3 - Central Finance and Contracting Agency - http://www.safu.hr/
Component III – Regional Development
Ministry of Economy, Labour and Entrepreneurship - http://www.mingorp.hr/
Central Finance and Contracting Agency - http://www.safu.hr/
Ministry of Economy, Labour and Entrepreneurship - http://www.mingorp.hr/
Priority Axis 1, Priority Axis 2-Measure 2.1 and Priority Axis 4 – Croatian Employment Service - http://www.hzz.hr/
c) OP Regional Competitiveness Component IV – Human Resources Development
Priority Axis 2-Measure 2.2 and Priority Axis 3 – Agency for Vocational Education and Training - http://www.aso.hr Component V – Rural Development
Directorate for Sustainable Development of Rural Areas in the Ministry of Agriculture, Fisheries and Rural Development - http://www. mps.hr/
Directorate for Market and Structural Support in Agriculture in the Ministry of Agriculture, Fisheries and Rural Development - http://www.mps.hr/
Opportunities for European Union grants by policy/area are announced by the Commission Directorate-Generals81. All EU External Aid opportunities are available at Europe Aid - Co-operation Office web-site82. Low value tenders run by DG Enlargement are available on their web-site83. Other tender opportunities made by the Delegation of the European Commission to Croatia are available at ECD web-site84.
81 82 83 84
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http://ec.europa.eu/grants/index_en.htm http://ec.europa.eu/europeaid/cgi/frame12.pl http://ec.europa.eu/enlargement/how-does-it-work/financial-assistance/projects/tenders_en.htm http://www.delhrv.ec.europa.eu/en/content/ListNews/catid/61
European Funds for Croatian Projects
IN THIS CHAPTER YOU WILL FIND: ● How to identify needs and problems in the community and present them in a project proposal using a logical framework approach and logical framework matrix, ● Defined links between project overall and specific objectives, results and activities, ● Elements of a project proposal presented in a case study on children and young adults without adequate parental care placed in state institutions.
EU FUNDING OPPORTUNITIES In Croatian national institutions (ministries, offices), project cycle management is used to allocate and predict the use of European Union (EU) funds with regards to, among others, the legal framework adjustments, institutional building and infrastructure reconstructions. Parallel to the capacity and infrastructure building of a governmental institution, EU funds are also available to other parties and partners (private, public institutions and civil society organisations) through grant schemes published by different Croatian institutions. Each grant scheme has its own application procedure. The project proposal or project application usually consists of a logical framework (Log frame), an application form, and a budget, annexes etc. Although, at the beginning there is a lot of information to absorb, all application procedures for each grant scheme are contained in the project application guidelines, which is essential reading when applying for EU funding. European Union funded projects are not just aimed at developing and delivering products or services,
but in the long run, are benefiting the participating institutions, such as enhancing opportunities for cooperation and partnerships at European and international scale, creating stronger market visibility and modernisation (especially for Small and Medium Businesses - SME's), offering chances for diversification of a range of activities (for e.g. civil society organisations - CSO's), developing networks and learning modern European practices. EU funded projects may vary significantly in scope, scale and topic. To get an idea of EU funded projects the summary below shows key information regarding project objectives, activities, target groups, budgets, partners and the sources of funded grant contracts. The first example comes from Sisačko-Moslavačka County in the programme area of economic or, more specifically, tourism development. The grant contract was awarded during 2006 under the CARDS 2003 grant scheme, National Programme "Sustainable development of war-affected areas in Croatia", Call for Proposals 2003-0101-0109.
The City of Kutina, in partnership with the Municipalities of Lipovljani, Velika Ludina, Popovača, as well as the Tourist Association of Kutina, Kutina Museum, Kutina Open University, CIZA (Slovenian CSO) implemented a project "Activation of local tourist potentials and resources of southern Moslavina and Lonjsko Polje Nature Park through the development of educational and information about the area". Duration: 16 months from May 2006 and to December 2007 Total project budget: EUR 219,183. of which EUR 175,346 was awarded by the Delegation of the European Commission in Croatia (being 80% of the total eligible action costs).
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Target groups: 1. Vintners 2. Local farmers, small and medium entrepreneurs 3. Local service providers 4. Tourist experts 5. Employees of Kutina Tourist office, Lonjsko Polje Nature Park, and Popovača Tourist office 6. The City of Kutina, municipalities of Popovača, Lipovljani and Velika Ludina 7. Association of wine-makers, local population and, indirectly, tourists Overall objective: To activate local tourist potentials and resources of southern Moslavina and Lonjsko Polje Nature Park. Specific objective: The development of tourism in the regions of Moslavina and Lonjsko Polje, through image building and through creation of a destination «brand» and improved accessibility of information and of local tourist destinations. The Project activities were made up of four components: Component 1: «Branding» of the destination. This included market research, creation of «branding» strategy and of basic identity, as well as development of the «brand» and basic promotional activities. Component 2: Highlighting tourist potentials, involving the establishment of central groups for educational activities, the preparation, design and printing of educational materials, primary workshops: How to turn your potential into a tourist-oriented outlet, training in basic foreign language communication with tourists, promotional tourist activities based on wine production, historical, natural and cultural attractions of Moslavina including field trips and co-operation between Slovenia and Croatia. Component 3: Tourist information system ● Creation of an internet site about the area, ● Building of a central tourist information facility in Kutina, including an info-spot for the Lonjsko Polje Nature Park and ancillary info-spots, ● Establishment of communication standards and education of key players in tourism. Component 4: Signs directing the tourists ● A study on tourist traffic signage, ● Actual positioning of signs.
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The second project example is cross border cooperation between Croatia and Slovenia on environmental protection. The grant contract was awarded during 2006 under the INTERREG III A Neighbourhood Programme Slovenia-HungaryCroatia 2004-2006 grant scheme. The project was supported by two EU financial instruments: by the European Regional Development Fund (ERDF) in Slovenia and Hungary and by the Community Assistance for Reconstruction, Development and Stabilisation programme (CARDS) in Croatia.
"Učka Nature Park", Lovran, as a leading organisation, in partnership with "Škocjan Caves" Regional Park from Slovenia implemented the project “KAM – Karst Associated Management – The founding of a cross border network for the joint management and protection of the karst area ". Duration: 2 years Total project budget: EUR 126,741 of which the amount awarded by the Delegation of the European Commission in Croatia was 89% (EUR 112,799). Overall objective: The objective is to raise public awareness of the importance of nature protection and improvement of the living standards of the local population. Specific objective: Through the sharing of information, ideas, research and management skills, both Parks would improve the management and protection of the karst area. Some of the specific goals refer to improving the quality of the management of the karst areas, in keeping with sustainable development guidelines, raising public awareness of the importance of nature protection and the improvement of the living standards of the local population. Project activities: The project consists of six parts, each of them referring to a specific area: 1. Project management – includes: appointing an expert to co-ordinate the project activities; co-operation with the Škocjan Caves Park in defining guidelines, strategies and criteria to implement the rest of the project activities. 2. Methodology, analysis of the area and an assessment of specific characteristics – this group of activities gives the most recent picture of the situation in both Parks. In Učka Nature Park scientific research will continue, as well as the mapping of the habitats. The purpose of the research is to gain relevant information upon which actions within the management plan can be based. Also, in this part of the project IT equipment and up-todate maps will be purchased, together with other data necessary for zoning the Park and defining management guidelines. Also, an analysis of Park users will be commissioned 3. Documentation and implementation preparation – here activities will provide an insight into current regulations, European directives and international conventions on the protection of the environment. A brochure will be made available to all interested parties. The above information, together with the analysis of Park users will provide enough data to create a draft management plan. A good management plan is the goal both of this part of the project, and of the project as a whole. 4. Improvement of the management of the protected areas – defines the framework and the actions regarding the priorities, such as biodiversity protection, education of children and grown-ups, and promotion of local community and locally-produced items. 5. Education – one of the most important activities, which signifies the education of children and their teachers through «school networks». Schools wishing to join the network, together with schools form Slovenia and Italy, will
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be included in the work of parks and will organise the monitoring activities. 6. Communication and public awareness raising – media coverage will be obtained by regular pressconferences, articles in daily papers and TV and radio programmes.
HOW TO DEVELOP YOUR PROJECT With the examples shown above, we introduce you to the process of developing a project from an idea to a written project proposal. This process involves two phases, the analysis and the planning phase which are carried out progressively. This chapter will take you through this process whereby you will analyse your environment in an organised and structured way and that will inform your decision about your future actions. This process will have a documented end result which is the Logical Framework Matrix (Logframe) that will summarise the key elements of your project plan. The analysis phase includes recognition of problems and needs in the community, their structuring in a cause-effect relationship and defining the improved situation in the future with the choice of strategy for the future project. On the other hand the planning phase uses the results of the analysis and transcribes them into an operational plan ready to be developed further in the project application form.
RECOGNISING THE PROBLEMS AND NEEDS IN THE COMMUNITY When we think about the area in which we live, we can define it as our local community, a place where people live together in the same or similar conditions. We often see or hear in the media that we, as a society, or, more specifically, as a community suffer from problems such as high unemployment, many people on social security or on the poverty line, lack of entrepreneurship, drug abuse, domestic violence, child abuse or neglect, environmental pollution, people abandoning rural areas (depopulation) and many more. These are just some of the problems and needs that individuals or groups of people in the community recognise and try to act on. Taking a leading role in solving community’s problems is never an easy job. For those of us who work in or are part of a community,
it's important to have a good understanding of the characteristics of that particular community. Taking the time to get to know your neighbourhood is crucial, since anything you do requires that you are familiar with the people, the issues, the active institutions (private and public) and its history. For example, you can't set up a drug prevention programme if you don't know something about the history of the community and about its different cultural groups or their mentality. And you cannot build a coalition of all groups and individuals involved to help improve an entrepreneurial climate unless you previously have a relationship established with the public and private institutions (companies) that are involved in solving this issue. The findings may help you identify the potential in your community; who might be allies in your advocacy and lobbying, you might lay the groundwork for recruiting volunteers, collect information that will help in fund-raising, or understand who might oppose your efforts and why. Essentially knowing the community as thoroughly as possible is fundamental to everything that you do. You may feel that there is no need to analyse the situation in the community since you have been a member of it for a long time and you know its problems and needs already. This may be true, however, analysis at this stage will help you have a wider, more objective look and allow gathering of the new information that can clearly define a new element of the actual situation. This could be the discovery of who has the problem and/or the need, who is part of the solution, who does not want this problem to be solved and what needs to be done, or how can you bring about a solution and who can help. While you undertake the analysis you will find that problems can vary from place to place, and from group to group in the same place. 161
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Whilst writing the project proposal you will notice how key preparatory activities will help formulate a project for EU funding which is in line with national strategies (i.e. regional development, health sector, education, civic society development, etc.), and the relevant sector's research as well as being in line with the relevant EU policy priorities for Croatia. At this stage it is recommended and useful to read and take notes on: ● Strategy documents at a national, regional and local level (with reference to your area of interest). ● Current statistical data will give you facts such as census data, labour surveys, police reports, and school and institution information. ● Personal interviews, telephone surveys, person to person or mail questionnaires with members of the community or key informants (city mayor, headmaster, priest and leaders of local civil society organisations). The responses you
collect should be generally representative of the whole community. ● Discussions about what some of the challenges facing the community are and what can be done about them. If you have enough human and financial resources you can call a public meeting(s) or do this through local councillors or Community boards. In order to show all the steps of a project development, to follow are several examples of projects and also a detailed case study on the problem of children and young adults, without parental care, placed in state institution homes in the County of PrimorskoGoranska. Whilst the problem is very much relevant, some data has been adapted and some used and written in such a way as to serve the purpose of the reader's learning process. It is not necessarily drawn from the actual research.
THE CASE STUDY: Children and young adults, without adequate parental care, placed in state institution homes in Primorsko-Goranska County Let's start considering an example of an actual community need in the area of social welfare. In Croatia there are around 3000 children without appropriate parental care, 53% of them are placed in children's homes and 47% of them are in foster care. The children in homes have various mental and physical health issues, some 35% of the children even have complicated or serious physical and/or mental health problems or some sort of developmental problems and all of them are acutely traumatised or showing some disorder in their behaviour. In Primorsko Goranska County itself there are three homes for children and young adults who are without adequate parental care. They are in Lovran, Selce and Novi Vinodolski and together they offer residence for around 120 children and young adults. Their emotional status is often very unstable and affected by the relationship with their biological parents, who are frequently in need of social help themselves, living on the poverty line , having drug and/or problems , or are confined to some state institution i.e. mental hospital, prison). This in turn has a long lasting effect on a child’s development, their sense of self worth, socialisation and adaptability to life issues. As a result 10% of the 1500 children and young adults who are living in state institutions stay there for longer then 10 years thereby creating almost uncompensated damage to their emotional and physical development. In Primorsko-Goranska County the length of stay is around 8-10 years. Fostering is a form of giving temporary home to children and preparing them for possible adoption (possible in the same family) or return to their birth parents and is one of the successful models for taking children out of state institutions. Primorsko-Goranska County is at the bottom of the scale for the number of fostered children. Regions with higher numbers of foster parent/parents are in the vicinities of Zagreb, Podravina, Slavonia and Baranja. According to the research done by Centre for social welfare Rijeka in Primorsko-Goranska County there are only around 20 fostering families and 30 fostered children and young adults in Primorsko-Goranska County. Representatives from three children’s homes in the County believe that this current number of foster caring families is neither nearly enough nor satisfactory. The lack of foster care necessitates that the children stay longer in institutional care and thereby lack the emotional stability, safety and experience of a loving and caring family. Problems also arise during the early teenage years of fostered children as they become complicated and have behavioural problems within the foster family, school, in contact with peers, friends etc. At this undeniably critical age foster parents experience great difficulty in dealing with teenage problems and as there is a lack of expert help and assistance the fostered children are often returned to the institution thereby damaging their emotional health even further and once again leaving them with the sense of being abandoned. 162
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Research carried out in 2007 by the Croatian Association of Foster Parents across 4 counties, including PrimorskoGoranska County, has shown that there are several reasons for the current poor state of fostering. One of them is certainly a lack of skills and knowledge by parents in the upbringing and parenting of traumatised children and young adults. 80% of 30 families interviewed recognised this problem. Furthermore, foster parents more often than not have the feeling that they are disparaged by employees at the Centres for Social Welfare and are frequently afraid to come to the institution for advice or help with practical queries. The problem is partly due to the fact that the Centres for Social Welfare are overloaded with work and have an acute lack of experienced staff. Another fact is that from the new Law of Foster Care is less than one year old. Therefore there is still a lack of practical experience and certainly a lack of examples of good practice from other countries or other parts of Croatia. Current foster parents have suggested that their everyday life and living with foster children needs constant help especially in situations for which their skills, knowledge and experience is not sufficient. They would like to avoid situations in which they become helpless and certainly ones that can potentially lead to the displacement of the child/children from them. Therefore the project should give support to all parties involved (individuals, foster families, fostered children and institutions) in order to establish a functional system of fostering. It should further and primarily improve the quality of life of the children and young adults currently in fostered families in Primorsko-Goranska County, through the synergetic work of children’s homes, Centres for Social Welfare and the Association of Foster Parents.
MEMBERS OF THE COMMUNITY Each project is implemented in an environment where different individuals and groups play a role. Looking at the individuals, societal groups and institutions it becomes apparent that many of them have different influences, power and they are either part of the problem/need or part of the solution. These individuals, groups, institutions and firms are known as stakeholders. They may, directly or indirectly, positively or negatively affect or be affected by your project. Some of them will even be the ones whose support you will need occasionally especially if you are trying to change or influence national, regional and local government policies. In order to get to know your stakeholders you can make various analyses through which you can become aware among other issues of their experience, resources and interest in potential solutions. There are a variety of tools that can be used to support the analysis, for example: stakeholder analysis matrix /record, SWOT analysis i.e. analysis of strengths, weaknesses, opportunities and threats, various diagrams (Venn diagram and Spider diagram)85.
85 A Venn diagram is an illustration of the relationships between and among sets or groups of objects that share something in common. A Spider diagram is a visual tool which has a number of organisational performance aspects that are assessed making visible the gaps between the current and desired performance. 163
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THE CASE STUDY: Children and young adults, without adequate parental care, placed in state institution homes in Primorsko-Goranska County To return to the case study under analysis, those people, groups and institutions that are already mentioned need to be considered and their perspectives taken into account before developing a detailed project. Those who have power of change and a high interest in participating in the project activities are our key stakeholders (foster care associations, children in institutions, foster parents in Primorsko-Goranska County, the Centre for Social Welfare and children’s homes). It is your responsibility to get those who have high power and low interest involved and to make sure that they are included (i.e. Department for Social Services in Primorsko-Goranska County and City of Rijeka, media-TV, newspapers). And finally the ones who have no power in solving the problems or satisfying the needs but have an interest in the problem/need should be kept informed (i.e. Forum on quality foster care of children, UNICEF). In order gain more information and data or more precisely to determine their potential to participate or contribute to the project, their needs and expectations you can make a quick analysis through the stakeholder matrix. Table 44. Example of stakeholder analysis matrix86 EXPERIENCE, EXPERTISE AND RESOURCES
STAKEHOLDERS
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INTERESTS AND HOW AFFECTED BY THE PROBLEM(S)
CAPACITY AND MOTIVATION TO BRING ABOUT CHANGE
POSSIBLE ACTIONS TO ADDRESS STAKEHOLDER INTERESTS
CENTRE FOR SOCIAL WELFARE
- Handling foster care placement - Servicing social welfare cases and implementing all tasks proposed by the Laws.
- Build capacity of their employees - Employ new people - Establish better cooperation in the field - Improve image of state institution
- Low motivation in working long term overtime without being adequately paid (risk of burn out and frustration) - Limited understanding of the skills and knowledge support needed by foster families -Willingness and openness to learn new things - Join networks or other working groups in order to improve foster caring in the county
- Support capacity building of employees of Centre for Social Welfare - Promote their work in the field of foster care - Identify potential partners within civil society sector, public and private sector
CHILDREN IN FOSTER CARE
- School obligations - Assist in "home" activities - Many stayed in the homes for longer then 5 –8 years - No experience of real family life
- Be placed in the foster families who are normal and will handle all problems - Long stay in the institution affects their emotional growth - The longer they stay in the institution the harder they adapt to living in families and later harder to create their own families
- Keen interest and high motivation to live in a family - Fear of foster care failing and returning to the institution - Fear of not adapting to a new foster family
- Increase awareness of status of children in foster homes - Upgrade the system of social welfare and increase the number of children placed in foster homes - Work with them on solving problems arising in the family life with foster parents
MEDIA
- Covers stories from everyday life - Maintains profits from selling papers - Contacts with heads of state institutions, Ministry for Health and Social Welfare - Local, regional, national coverage and distribution
- To have good coverage stories in which their public is interested - Raise awareness on foster care issues
- Large potential for influencing public opinion - Individual reports have interest and knowledge to lead mini campaign - Associates in the project, covering progress of the project and also announcing activities
- Provide cases of good practice and publicly promote them - Distribute promotional material on foster care through their media
FOSTER PARENTS
etc.
etc.
etc.
etc.
86 Aid Delivery Methods, Volume 1, Project Cycle Management Guidelines, March 2004, European Commission, EuropeAid Cooperation Office
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As you can see, this list is by no means exhaustive, and you can continue to list other individuals, groups and institutions. The key issue is to interpret the findings of the analysis and to ensure that during further project development you understand and promote stakeholder ownership and their relevant participation in the project.
care families which fulfil legal requirements for foster care and are highly motivated and on the other side Social Welfare Centre employees. b) Final beneficiaries: Those who benefit from the project in the longer term at the level of the society, community or sector at large. For example, in this case these are the children in foster care and state institutions, the community of foster parents at large and the social welfare system in the Primorsko-Goranska County or Croatia.
Their position and participation in the project can be as: 1. Beneficiaries - those who benefit in whatever way from the implementation of a project. Distinction can be made between: a) Target group(s): The groups, which will be directly and positively affected by the project, the persons/institutions that you will with work directly (direct beneficiaries). In this case study these could be on the one side potential foster
2. Project partners - are those who have rights and responsibilities in implementing the project, who are important stakeholders and who may also be a "target group". For example, the already mentioned employees of the Centre for Social Welfare can be participants in some educational activities.
MAKING THE CONNECTION – LINKING DIFFERENT ASPECTS OF THE SAME PROBLEM How to create a problem tree? Looking objectively at the current negative situation is about taking time and investing certain resources in obtaining as much background information as possible. When you go looking for reasons for, and underlying causes of, significant problems, you are likely to find more than one. Simultaneously there may be different reasons, in different degrees, influencing the problem. It may not be an easy task but you should strive to untangle all the reasons covering the wide ranging aspects of the problem whilst at the same time acquainting yourself with the strategies and legal framework (policies) that regulate the programme area in which you are working. Usually, within these strategies, you would find some sort of analysis, often on a national, regional and local level, that can give you a required framework. You can see that there are various aspects to the problem, whether you look at the legal aspect of foster care in Croatia, human resources in public institutions, the status of children in foster care or the administrative and everyday parenting problems. Always the key issue is that you think through and uncover all aspects of one problem or need and the more you ask "WHY" the more detailed and causative problem you would get. One useful contrivance is the visualisation of the problem in the form of a diagram, called a problem tree, which can easily help analyse and clarify a cause and effect relationship.
□ Firstly, decide on the more specific area or
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□
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priorities of problems on which you would like to focus discussion. Start talking with other stakeholders, without criticism, about the problems in the chosen specific area. List each of the defined problems/ needs on a separate paper. Take each problem and ask “WHY?”. By doing so more problems will arise and you will approach the base of the problem tree. These will be your causes of the problem. Identify the effects of the main problem by again taking each paper and asking “What happens as a result of that?". Write each effect again on a separate card. Now you are ready to establish an order of cause and effect relationship. The statements, which are directly causing the problem are at the the bottom of the tree and ones that are direct effects are put above. Again sorting the statements is a team effort and can be discussed and statements can be moved around.
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CAUSES
EFFECT
Majority of children in Homes are already traumatised from displacement Centre for social welfare are overloaded with work and have little opportunity to listen to foster parents problems
Centre for social welfare employees lack opportunities to learn about their role in the process of fostering
Lack of skills and knowledge of Centre for social welfare staff to supervise fostering families and children
Foster families do not get sufficient and appropriate support, and are often left by themselves to face numerous problems
Relationship and interaction of current foster parents and state institutions full of distrust, disrespect and misunderstanding
Fostered children experiencing more difficulty in teenage years –becoming very difficult to parent
Foster families can not cope with arising problems in dealing with troubled teenagers who remain emotionally unstable
Foster parents often return emotionally unstable children back to homes when problems arise
The poor quality of life and impaired well-being of children and young adults without adequate parent care placed in the state institutions in Primorskogoranska County.
Figure 27. The problem tree
Very little information in the public domain regarding possibility to foster children
Restrictive Law on foster care, regards financial support, max. number of fostered children and level of education of fostering families
Lack of "new" motivated, qualified and interested fostering families
Children are leading life outside ) family(landscape in the state institution studysupport and withoutcase emotional figure 3 adequate parent care
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THE CASE STUDY: Children and young adults, without adequate parental care, placed in state institution homes in Primorsko-Goranska County
HOW TO DEVELOP A PROJECT PROPOSAL
DEFINING THE SOLUTIONS The problem has many causes as well as several major effects. For complex problems, there may be more than one thing needing resolution. These are MORE parts of the solution -- or importantbut-partial solutions. Therefore different types of actions may be necessary to achieve the change. For project thinking it is important to transform the diagnosed situation in the community into a positive change you want to see happen in the future. The logic is that you need to know where you are going before you plan how to get there.
Your further task is to transform the problem tree into the objective tree. This can be done in the following steps: ● Reformulate all the negative statements in the problem tree into a desirable positive situation, ● Afterwards you should check the logic of these linkages. At this stage you should be free to change objectives in any way as necessary.
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CAUSES
EFFECT
Majority of children work intensively on reduction and working through the trauma of displacement Centre for social welfare have time and opportunity to listen to foster parent's problems
Centre for social welfare employees have opportunities to learn about their role in the process of fostering
Increase in skills and knowledge of Centre for social welfare staff to supervise fostering families and children
Foster families get sufficient and appropriate support, and are not left by themselves to face numerous problems
Relationship and interaction of current foster parents and state institutions full of trust, respect and understanding
Fostered children are successfully dealing with difficulties in teenage years
Foster families can cope with arising problems in dealing with troubled teenagers who remain emotionally unstable
Foster parents keep the emotionally unstable children in the family even after the problems arise
Improved well being and quality of life of children and young adults without adequate parent care who were placed in the state institution in Primorsko-goranska County.
Figure 28. The objective tree
Lots of information in the public domain regarding possibility to foster children
Supportive Law on foster care, regards financial support, max. number of fostered children and level of education of fostering families
Enough "new" motivated, qualified and interested fostering families
Children(landscape lead life outside family ) with emotional support and case study adequate parent care figure 3
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THE CASE STUDY: Children and young adults, without adequate parental care, placed in state institution homes in Primorsko-Goranska County
HOW TO DEVELOP A PROJECT PROPOSAL
CHOOSING THE STRATEGY TO ACHIEVE THE SOLUTIONS Your project is taking shape, in view of the fact that you have defined the problem, your stakeholders and beneficiaries, and the objectives you would like to achieve in the future. You will also notice that there are a few aspects to the problem tree. One deals with the capacity of the stakeholders, another is to do with the institutional mechanisms and the legal environment whilst the third is on public recognition. The analytical stage so far done is the most difficult and challenging work since it included synthesising large amounts of data and information from the wider environment and making judgments about the best implementation strategies to work on. In practice you will never be able to satisfy all interests, demands and needs of all stakeholders. Instead, in order to make a sound strategic choice for your future project you should rely on the answers that may influence your decision: ● What are the resources that you have to invest in the implementation of the project? ● Which strategy will have the most positive impact in addressing the needs of the beneficiaries group? ● What is the most effective approach in order to solve part of the problem? ● What are the opportunities in your area to help you achieve success?
PLANNING YOUR PROJECT BY DEVELOPING A LOGICAL FRAMEWORK MATRIX Now that you have done all the necessary preparatory and analytical work and chosen the strategy we can summarise the project design in a Logical Framework Matrix (Logframe). The Logical Framework Matrix is a table of four rows and four columns, where all the key parts of the project can be inserted as a clear set of statements. In order to finish the process you have started, further work needs to be done in answering the following questions corresponding to the matrix. ● What concrete outputs will the project produce? (or what are the RESULTS to be obtained?) ● How will we get there? (or what ACTIVITIES should we undertake?) ● How will we know when we have got there? (or how to MEASURE OUR ACHIEVEMENTS?) ● What will show us we have got there? (or how to prove EVIDENCE that we are successful?) ● What are the potential problems along the way? (or do we have in mind any ASSUMPTIONS and RISKS?)
In essence the answers to the above questions are set around criteria such as benefits to the beneficiaries, cost-benefit analysis, and technical feasibility, reciprocity with other ongoing or planned programmes or projects. Using these criteria will help you choose what should be or can be included in the project and what should not or cannot be included. The selected strategy will be used to help formulate the first column of the Logical Framework, particularly in identifying the project's Overall Objective, Purpose and potential Results. The analytical phase of the project is concluded with the choice of strategy and the planning phase begins.
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Table 45 shows the typical structure of the Logframe matrix87. The numbers in each box shows the progressive steps in filling in the Logframe. Table 45. Typical structure of the Logframe matrix
Project Description
Objectively verifiable indicators of achievement
Sources and means of verification
1 Overall objective(s) What are the overall broader objectives to which the action will contribute?
8 What are the key indicators related to the overall objectives?
9 What are the sources of information for these indicators?
2 Specific objective(s) What specific objective is the action intended to achieve to contribute to the overall objectives?
10 Which indicators clearly show that the objective of the action has been achieved?
11 What are the sources of information that exist or can be collected? What are the methods required to get this information?
7 Which factors and conditions outside the Beneficiary's responsibility are necessary to achieve that objective? (external conditions) Which risks should be taken into consideration?
3 Expected results The results are the outputs envisaged to achieve the specific objective. What are the expected results? (enumerate them)
12 What are the indicators to measure whether and to what extent the action achieves the expected results?
13 What are the sources of information for these indicators?
6 What external conditions must be met to obtain the expected results on schedule?
4 Activities What are the key activities to be carried out and in what sequence in order to produce the expected results? (group the activities by result)
14 Means, resources What are the means required to implement these activities, e.g. personnel, equipment, training, studies, supplies, operational facilities, etc.
15 Budget What are the sources of information about action progress? What are the action costs? How are they classified? (breakdown in the Budget for the Action)
5 What pre-conditions are required before the action starts? What conditions outside the Beneficiary's direct control have to be met for the implementation of the planned activities?
Assumptions
The completion of the Logframe matrix has a sequence that is shown with numbers in each square in the table. You would start with filling in the project description top-down, then the assumptions (bottom-up), followed by the objectively verifiable indicators of achievement and finally the sources and means of verification (working across).
87 Adapted from Aid Delivery Methods, Volume 1, Project Cycle Management Guidelines, March 2004, European Commission, EuropeAid Cooperation Office
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1st step: Defining the project description All the hard work that we have done in the first phase, when we analysed our surroundings and thought in depth about the problem from different aspects is now paying off. The first column of the Lograme matrix summarises the overall objective, specific objective(s), expected results and project activities. 1. The overall objective brings about long term change and is in line with regional and sectoral policies and strategies of the cities/regions/country. The overall objective does not have to be fully achieved by the end of the project. Examples of overall objectives88: ● To improve the quality of Vocational Education Training (VET) in Sisak-Moslavina County by developing a partnership between regional labour market participants and the network of technical vocational schools; ● Job opportunities for women in the labour market; ● Revival of a joint tourist and cultural heritage on cross border region89 2. The specific objective(s) also defines the changes for the beneficiaries which have to be fulfilled by the end of the project thus contributing to the overall objective. Examples of specific objectives: VOCATIONAL EDUCATION AND TRAINING89 ● To improve the quality of the Vocational Education Training (VET) in Sisak-Moslavina County UNEMPLOYMENT (WOMEN)90 ● Systematic support to the unemployed and long-term unemployed women in their access to the labour market TOURISM AND CULTURE HERITAGE91 ● Launch of a restored and revived technical and cultural heritage and inclusion of the mine in Rude and the technical heritage of Senovo into the tourist offer.; ● Increased public awareness of the maintenance of a cross border tourist and cultural product 3. The results are tangible products/services delivered as a consequence of implementing a set of activities. Examples of results: VOCATIONAL EDUCATION AND TRAINING ● Designed multi-partner development plan about needs in vocational education and training; ● Increased employability of VET school leavers and unemployed; ● Public informed about the possibilities for education in VET schools; UNEMPLOYMENT (WOMEN) ● The women have gained knowledge and skills in how to provide the services of cleaning, baby-sitting and care of the elderly as well as in the production of candles; ● The women have gained entrepreneurial skills and knowledge needed to participate in the cooperative management; ● The women are psychologically prepared to successfully enter the labour market; ● The idea of social entrepreneurship as a system of employment of vulnerable groups is known in the area of Karlovac County; ● To found a social cooperative as a system of employment of long-term unemployed women;
Examples of Logframes used in this Chapter are adjusted to the educational purposes of this book. CARDS 2003, National Programme "Upgrading of vocational education and training schools", Call for Proposals 2003-0203-0102. A technical high school, Sisak in partnership with Sisak-Moslavina county, Industrial school Sisak, Croatian Croatian Employment Service, regional office Kutina and Sisak, Local Economic Development Agency, Croatian Chamber of Economy, Project "Partnership and Knowledge for Employment". Duration: 12 months 90 CARDS 2004 Local Partnership for Employment: “The Next Step – social cooperative”, Women’s Group „STEP“, Karlovac 91 Phare 2005 SLO-HU-CRO Cross Border Cooperation programme. Project:„Sveta Barbara” ,Town of Samobor 88 89
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TOURISM AND CULTURE HERITAGE ● Restored mine in Rude and technical heritage of Senovo; ● Established and marked educational paths and geological collections; ● Increased skills and knowledge of tourist guides; 4. The activities are the actions that will be undertaken by the implementer in order to achieve concrete results. Examples of activities VOCATIONAL EDUCATION AND TRAINING ● Forming a partnership based working group for the design of the development plan; ● Continual adjustment and improval of existing labour market analysis methods; ● Designing of development plan; ● Purchasing equipment needed for education – CNC machines Sinumerik 810/840 D and Fanuc 21; ● Preparations for the delivering of VET education programmes; ● Training VET school teachers.
UNEMPLOYMENT (WOMEN) ● Training in providing the services of cleaning, baby-sitting and care of the elderly as well as in the production of candles, including the development of standards for each service and for production; ● Trainings in entrepreneurial skills - basic and advanced; ● Psychological and emotional empowering of women through counselling; ● Business and marketing plan development for a social cooperative; ● Promotion of social entrepreneurship idea (public campaining).
TOURISM AND CULTURE HERITAGE Implementation of the public tender for: ● Renovation of mine in Rude and technical heritage; ● Preparation of the study for arranging educational path and geological collection; ● Producing promotional material and reports about the project; ● Education of the tourist guides.
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If you are in doubt as to whether you have defined an objective or what is the activity these questions can clarify any doubts. The questions WHAT does my organisation/institution want to achieve with this project? WHAT do you want to change?, define the OBJECTIVE. On the other hand the answer to the question HOW are we going to achieve the change and reach our objectives?, defines your ACTIVITIES.
In order to establish links between the inputs, activities, results and specific objectives in the project description there is an additional task of enumeration that helps us test the logic and links between these essential elements of each project proposal. The scheme below shows how it should be done.
Figure 29. Enumeration of the project description column Overall objective
1.Specific objective
Results 1.1.
Results 1.2.
Results 1.3.
Activity 1.1.1./1.2.1 Activity 1.1.2. Activity 1.1.3.
Activity 1.2.2. Activity 1.2.3. Activity 1.2.4.
Activity 1.3.1. Activity 1.3.2. Activity 1.3.3.
As you can see from the scheme above each of the activities contributes to the result. Nevertheless one activity can produce more then one result i.e. Activity 1.1.1/1.2.1.. You would do the same if you have defined two specific objectives, whereby you would enumerate both specific objectives and proceed with enumerating results and activities accordingly. When the project description or, as it is known, the intervention logic is read from the bottom up then we can say that: IF the activities are undertaken THEN results can be produced; IF results are produced, then the specific objective(s) will be achieved; and IF the specific objective(s) is achieved, THEN this should contribute towards the overall objective.
The link can be made from the top to bottom: IF we want to achieve the overall objective, THEN we must achieve the specific objective(s), IF we want to achieve the specific objective(s), THEN we must produce the results, IF we want to produce the results, THEN the specified activities must be implemented. You will have a sense of clarity and direction after drafting your project description. It is advisable to keep the sequential order of tasks in mind and make sure that the activities and results are cohesive and concrete.
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THE CASE STUDY: Children and young adults, without adequate parental care, placed in state institution homes in Primorsko-Goranska County Table 46. Project description (first column) of the Log frame matrix Overall objective
Improved well being and quality of life of children and young adults without adequate parent care who were placed in the state institution in Primorsko-Goranska County.
Specific objective(s)
1.
Increased number of the children and young adults staying with foster parents and prepared for adoption or living with biological parents in Primorsko-Goranska County.
2.
Improved system of support to fostering families to sufficient, timely and appropriate support.
Expected results
1.1./2.1. Increased skills and knowledge of Centre for social welfare supervising to fostering families and children. 1.2. Achieving emotional stability of fostered children and young adults. 2.2. Increased opportunities for cooperation and experience exchange between social welfare centres, local government and CSO's in the area of foster care.
Activities
1.1.1./2.1.1.Education (training) of professionals in centre for social welfare on supervising foster parents. 1.2.1. Counselling for fostered children and young adults. 2.2.1. Establish support (peer) group for, foster parents. 2.2.2. Establish Counselling group for foster parents, Centre for social welfare and Home for children without parental care. 2.2.3. Publishing the practical self help guide "Surviving teenagers!".
2nd step: Defining the project assumption Assumptions are external factors which have the potential to influence the success of a project, but lie outside the direct control of the project implementers. In the Log Frame you need to show that you have thought about what these factors might be. You should only put assumptions which are likely to hold true but which nevertheless need to be carefully monitored during the project implementation. They can describe positive contributions such as: ● the expected introduction of favourable policy initiatives or decisions at a national, regional and local level, ● the additional support and implementation of programmes/projects from local/regional authorities, ● the additional support and promotion from media, other stakeholder groups,etc. The logic works like this: ● Once the project results and the related assumptions are fulfilled, the specific project objective/s will be achieved; and ● Once the specific project objective/s and the related assumptions are fulfilled, a contribution to the achievement of the overall objectives will be made. 174
In order to address the identified project assumptions always give positive indications towards surmounting the eventual risks or at least try to demonstrate the potential to deal with them. The answer to the question "Will my proposed assumption hold true?" will determine it's destiny. If the answer is “almost certainly” then we do not include it in the Log frame, if the answer is "yes most likely/possible" then it becomes a part of the Log frame and finally if its occurrence is very unlikely then we have to ask ourselves if it’s possible to redesign the project. A positive answer will lead to you thinking further about formulating activities and/or results and a negative answer signals that you do not have all the preconditions to start this project. The question of assumptions is also very much related to risk. Let's take an example of a common statement that is included in many project definitions – that “the resources needed for this project will be available when needed.” What kind of a statement is this? Most people would say it is an assumption. After all, when a project starts, you always assume you will get the resources you need. However, it is not an assumption! Can you imagine starting a project where the people and equipment were not available and there was a realistic possibility that they would not be ready when you need them perhaps because another project needed to finish
HOW TO DEVELOP A PROJECT PROPOSAL
first. This is definitely a risk and not an assumption and more importantly it is entirely dependent on you. You should therefore proactively fundraise and source financing, securing funds before the start of the project. In any case when you have potential risks you should be proactive and do everything within your power and resources to manage or mitigate them. You should think about how they can affect your project if they occur, what you can do at the point when they arise and who can or should take actions. This way you can be sure that you’re are prepared for all eventualities. The key point is that the same statement might be an assumption or a risk depending on the
circumstances of your particular project. There is some degree of uncertainty to an assumption. The difference between an assumption and a risk is whether you think there is a high or low likelihood that the event will occur. One way to identify important assumptions is to perform a risk assessment and look at all the low risk items. Most of these low risks are not worth mentioning, but some will have significant implications if events do not turn out as you think. These are the ones that you can document as assumptions. The assumptions are written as positive statements and remember are external factors that lie outside your or your partner(s) control.
THE CASE STUDY: Children and young adults, without adequate parental care, placed in state institution homes in Primorsko-Goranska County The project assumptions for our case study can be: ● Changes in the law on foster care, with regards financial support, maximum number of fostered children and level of education of fostering families. ● New, motivated, qualified and interested fostering families are fostering children ● Continuous use of acquired skills and knowledge of foster care families and professionals in the social care centre. ● Centres for Social Welfare receive additional trainings to increase their capacities. ● The Forum for quality foster caring of children
● ● ● ●
successfully prepares legal amendments on foster care in Croatia The Forum’s established network for support and services for foster caring families is functioning. Continuous media coverage and public recognition and benevolence. Current foster parents obtaining rights (financial) through the Centres for Social Welfare Other children’s homes in the County of Primorsko-goranska willing to share experience and give guidance to foster parents.
Some more examples of the assumptions: VOCATIONAL EDUCATION AND TRAINING ● Ministry of Science, Education and Sport verify the educational programmes ● Local government representatives use and build on the results of the project ● Sufficient quality proposals applied to the call for proposals and public purchase bid. UNEMPLOYMENT (WOMEN) ● Women able to continuously participate in the trainings despite time, childcare and transportation issues.; ● The social cooperative continues to have the support of the local and regional government; ● The community has accepted the social cooperative and its objectives well; ● The interest of the final beneficiaries is constant or is growing; ● The social cooperative is competitive and there is a continuous need regarding market demand. TOURISM AND CULTURE HERITAGE ● Continuous interest of tourists in relation to the information provided; ● Continuous motivation of local population towards the project and tourist guides in the use of acquired knowledge; ● Promotion of the tourist and culture heritage through existing tourist gatherings and conferences and in regional guides. Once you are satisfied that the Objective and Assumption columns are logical and realistic, YOU SHOULD FILL IN THE TWO INTERNAL COLUMNS. These are: objectively verifiable indicators and sources /means of verification through the 3rd and 4th step.
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3rd step: Defining objectively verifiable indicators of achievements Setting the indicators can be very challenging. Once more the emphasis is on having enough thorough research or background data as to be able to set the indicators against them. Indicators answer the question “How do we know whether or not what we planned is happening, or has been achieved?”. The indicators measure whether you are achieving the set results and contributing to the specific objectives. As you can see from the Logframe (Figure 4.) the activity indicators are not included on the level of the activities but here should be inputs/means. There are two types of indicators you can define: QUANTITATIVE indicators respond to questions like: ● how often or ● how much e.g. number of people involved or affected; number of visits to schools, hospitals, social centres; number of new services developed; number of jobs created; types of items produced; length of road reconstructed in km; average income in currency; growth rates in %, etc. QUALITATIVE indicators, in general, measure things that cannot be counted and are not tangible. Such as: ● what is/are satisfaction, decision-making ability, the changes in attitude, etc. It is also very important to use a mixture of quantitative and qualitative indicators so that you can be sure to capture the real progress and impact of the project. Examples of the objectively verifiable indicators:
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Indicators should follow acronym S.M.A.R.T: ● Specific - very specific, clear and easy so that you have a much greater chance of accomplishing them. ● Measurable - by setting the measurable progress, you will by the end of the project see the change occur. To determine measurability, ask questions such as....How much? How many? How will I know when it is accomplished? ● Achievable - you can achieve all you set out to do when you think and plan, bearing in mind the time, institutional capacities, and any restriction of support in the surroundings ● Realistic - This is not a synonym for "easy." Realistic, in this case, means "do-able." One way to know if your indicator is realistic is to determine if you have accomplished anything similar in the past or ask yourself what conditions would have to exist to accomplish it again. ● Time-bounded - Putting an end point gives you a clear target to work towards. If you don't set a time, the commitment is too vague and it might feel that there's no urgency to start taking action now. It is common practice to think about objectively verifiable indicators along with with sources of verification.
VOCATIONAL EDUCATION AND TRAINING
Overall objective
• By 2007, to have a 20% increase in the number of long term unemployed persons finishing vocational schools programme in the County of Sisak-Moslavina • A 10% reduction in the number of persons who have been unemployed for longer then 2 years
Specific objective
• All relevant actors in the fields of VET are actively included and participating in the development of technical vocational schools • A defined organisational structure of VET schools network • 30% increase in acquiring and updating vocational skills and competences according to EU standards
Results
• • • • • • • • •
Work group convened for creation of development plan Network of all VET schools formed 6 professors trained to work on CNC machines 4 new modern educative programmes 50 teachers completed training course 120 participants of educative programmes 60 participants in self-employment course 50% of participants are employed 6 months after the project has finished 10% of participants of self-employment course have registered their own craft or private firm
HOW TO DEVELOP A PROJECT PROPOSAL
Examples of the objectively verifiable indicators:
UNEMPLOYMENT (WOMEN)
Overall objective
• 5% increase in the number of cooperative employees by the end of 2006 • 10% increase in the number of long term employed women undertaking training within the cooperative
Specific objective
• 20% of trained and supported women entering private entrepreneurship • Continuing and systematic support given to the social cooperative development, by the policy makers at regional and national level.
Results
• • • • • • • • • • •
4 training programmes designed 37 women participated in the training 35 women finished trainings and received certification 10 % of participants of self-employment course registered their own craft or private firm 2 trainings (Basic entrepreneurial knowledge and Advanced entrepreneurial knowledge) designed 10 women from the target group and 2 members of the cooperative management participated in the training 10 women from the target group and 2 members of the cooperative management finished training and received certification. 8 sessions conducted with business mentor 128 hours of psychological group counselling for 40 women 300 hours of psychological individual counselling for 40 women subjective increase in self-confidence, motivation and positive attitude
Examples of the objectively verifiable indicators:
TOURISM AND CULTURE HERITAGE
Overall objective
• Increased income from tourism on both sides of the border (Slovenia, Croatia), 2-5% annual increase.
Specific objective
• Tourist visits to restored mine and technical heritage, geological path and geological collections on both sides by the end of the project increased by 2-5%; • 15% increase in sale of cultural and tourist products on both sides of the border
Results
• By the 15th month - 250 m of mine pit restored; by the 9th month 5 locomotives and 10 wagons restored; • By the 17th month – a 1,5km signposted and enhanced educational path; • By the 17th month 30,000 brochures printed (Slo-Cro), 10,000 brochures (EnglGerman), website updated, joint visual identity created; • By the 17th month -15 educated and informed tourist guides
4th step: Defining sources and means of verification? The sources of verification, also known as the evidence, describe the sources of information that should be used to measure the achievement of indicators. For the Log Frame, you should consider: ● The type of data needed, such as survey, statistics, ● The source of the data – whether secondary (collected by someone else) or primary (collected by your organisation and the other project partners),
● Who or which institution can provide the data, a public agency or management team, ● Frequency of data collection, e.g. monthly, quarterly, annually. Examples of the sources and means of verification are; reports (project reports, official reports of institutions, etc.), studies, newspaper articles, minutes of meetings, surveys, evaluations, certificates, accounts, official statistics, web sites, etc. Now that we have all the data and information it is easy to finish the Logical framework. 177
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Achieving emotional stability of fostered children and young adults.
Increased opportunities for cooperation and experience exchange between social welfare centres, local government and CSO's in the area of foster care.
1.2.
2.2.
EXPECTED RESULTS 1.1./2.1. Increased skills and knowledge of Centres for Social Welfare to solve and offer counselling to fostering families and children.
Reduce the rate of fostered children and young adults leaving a family from the current 30% to 20-25% (5-10% reduction) in the County of Primorsko-Goranska
SPECIFIC OBJECTIVE(S) 1. Increase in the number of children and young adults staying in foster care, prepared for adoption or living with biological parents in the County of Primorsko-goranska. 2. Improved system of support to fostering families to provide sufficient, timely and appropriate help.
5 days of training for supervision implemented
60% of counselled fostered children and young adults have high scores in attitude towards life test
500 publications distributed in the county and through the newly formed network for support and services for foster caring families
Increased skills and knowledge in supervising fostering families and children for 50% of employees of the 3 Centres for Social Welfare
A further 2 joint actions regarding the promotion of foster care
10 employees of Centres for Social Welfare begin supervision of 10 families in the last quarter of the project implementation
Reduction by 10-20% each year of the number of children and young adults without adequate parental care in institutions on a county level
Objectively verifiable indicators of achievement
OVERALL OBJECTIVE Improved well being and quality of life of children and young adults without adequate parental care who were placed in a state institution in the County of Primorsko-Goranska.
Project description
Project and evaluation report
Summary of the self evaluation questionnaires
Reports of implemented training, peer, counselling groups
List of participants
List of distributed publication
Press clippings
List of participants
Reports of implemented supervision, training and evaluation summaries
Registry records of Centre for Social Welfare
External evaluation report
Quarterly and annual reports of social welfare homes for adults and elderly persons
Quarterly and annual reports of Centres for Social Welfare
Sources and means of verification
A functioning network for support and services for foster caring families established by the Forum to encourage quality foster caring .
Current foster parents obtaining (financial) rights through the Centres for Social Welfare
Continuous media coverage and public recognition and benevolence
Continuous everyday use of acquired skills and knowledge and improvement of foster care families and professionals in the Centre.
Other children’s homes in the County of Primorsko-Goranska keep educating and giving guidance to foster parents.
The new, motivated, qualified and interested fostering families to foster children.
Assumptions
Table 47. LOGICAL FRAMEWORK: Improving the life of children and young adults without adequate parental care placed in a state institution homes in Primorsko-Goranska County
European Funds for Croatian Projects
ACTIVITIES 1.1.1./2.1.1. Education (training) of professionals in Centres for Social Welfare on supervising foster parents. 1.2.1. Counselling for fostered children and young adults. 2.2.1. Establishing support group for foster parents. 2.2.2. Establishing counselling group for foster parents, Centres for Social Welfare and children’s homes. 2.2.3. Publishing practical self help guide "Surviving teenagers!".
Project description
MEANS / SOURCES Professionals (social workers, psychiatrists, supervisors) Volunteers External trainers/consultants Equipment (technical) Training room Other external experts (graphic designers, facilitators etc.)
Quarterly counselling sessions for foster parents, Centres for Social Welfare and children’s homes.
Monthly organised topical support group for foster parents.
Fostered children and young adults received counselling (minimum 3 times a month)
Objectively verifiable indicators of achievement
BUDGET: XX€ (add) Budget breakdown (add)
Sources and means of verification
Centres for Social Welfare are receiving additional expert training in order to increase their capacities.
Implementation of social welfare legislation at county level.
Assumptions
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HOW TO CHECK THE LOGIC OF YOUR PROJECT
ACTIVITY, RESOURCE AND COST SCHEDULES
As you have noticed by now there is a logical connection between the cells of the matrix. The logic of the Logical Framework can be checked twofold, one is vertical logic and the other is horizontal logic. The vertical logic tests the connection of the first column (project description) and the last column (project assumption). You may read it as: If the listed activities are carried out and the assumptions are fulfilled, results will be achieved. Once the results and the assumptions are fulfilled, the specific objective(s) will be achieved. Finally if the specific objective(s) with assumptions are achieved the overall objective will also be achieved. On the other hand, the horizontal logic tests the connections of the project description column, the set indicators and its sources and means of verification. The key to designing a good project summary is to make sure that each level directly links with and achieves the higher level. There will be cases when higher objectives are too ambitious and the link between results and specific objectives is not realistic. In this case the links between levels should be strengthened through discussion and review and this is how the project design can be gradually improved.
Once the Logical Framework Matrix is finished and the logic is checked you should prepare the activity, resource and cost schedules. Drafting this information will extend you the possibility to check the logical sequence, expected duration, dependencies that may exist between activities and assign the cost and resources (technical and human) that need to be undertaken.
Activity planning An important issue in planning and drafting a project is time planning. Therefore it is essential that in this phase you create an activity plan. The main activities are carried forward from the Log Frame to a detailed Activity Plan. In this way you can maintain a strong link between the original problems and objectives to the implementation of activities. The activity planning will help you to consider ● who will do what? ● when will this happen? ● what types of inputs, besides people, will be needed? There are different types of activity plans. However for the EU funded project application there is a table format which is known as the Activity Plan or Work Plan, shown below. When preparing your Activity Plan, you should break the main project activities further into sub-activities and tasks in order to make them simple enough to be organised and managed.
Sometimes the preparation of the Logframe matrix is not an explicit requirement. However it is still good practice to go through a structured and systematic analysis of your project idea and to formulate the key elements of the project, just like in the Log Frame matrix.
Table 48. Activity Plan92 Year 1 1st 6 month period Activity
Month
2
3
4
2nd 6 month period 5
6
Preparation of Activity 1 Implementation of Activity 1 Preparation of Activity 2 Implementation of Activity 2
Just like the Log Frame, the Activity Plan should be viewed as a flexible document in which changes can be made later. 92
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The activity plan is taken from the PHARE programme grant scheme.
7
8
9
10
11
12
Implementing body
HOW TO DEVELOP A PROJECT PROPOSAL
RESOURCE AND COST PLANNING Once the Activity Plan is prepared you may start thinking of the resources necessary to undertake these activities. These resources must be specified in the Budget table which is usually a separate annex in the application package. The Budget table is a summary of the envisaged expenses for all project activities and related management tasks. Although donors require only a Budget summary, you need to go through a detailed planning per activity in order to make proper planning of all necessary resources.
You must prepare the budget very carefully. If you do not consider all the things you need to spend money on, then you might be unable to carry out some of the activities, and the project may fail. If you budget too much for some tasks, the donor may question it and be unwilling to fund the project. You should be very strict when preparing your project’s Budget because the donor will hold you accountable for spending the money in the way it has been assigned in your project application. Budget preparation is based on allocating resources to agreed cost categories – unit, number of units, unit rate, costs.
Example: How to budget an activity If your project includes the organisation of, for example, a 3 day training course for professionals in the Centre to learn how to supervise foster parents you need to consider the following main expenses: ● ● ● ● ● ● ● ●
Fee for the trainer Salary / fee for the organisational work Travel for the trainer Per diem for the trainer which includes accommodation and subsistence costs Rent for training room and equipment Training materials for 25 participants Coffee breaks for 25 participants Administrative costs – office expenses.
Then, you should fill in the budget table for this separate activity. Remember, particularly for projects longer than a year, that costs might increase due to, for example, inflation. Try to find an average rate of increase in order to reach a realistic cost estimate.
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Table 49. Budget table93 for activity: 3 day training course - course for professionals in the centre to learn how to supervise foster parents Budget expenses
Unit
Unit rate (in EUR)
No of units
Costs (in EUR)
1. Human resources 1.1. Salaries, fees
man/day
15
40
600
coordinator: course organization trainer 1.2. Per diem trainer
man/day training day
3 4
220 70
660 280
1.3. Travel trainer
return train ticket
1
50
50
Subtotal: Human resources for this activity
1590
2. Equipment and supplies
-
3. Local project office
-
4. Other costs, services 4.1. Publications 4.2. Studies, research 4.3. Conferences, seminars •
Training room
Per day
3
150
450
•
Coffee breaks (25 participants x 2 € = 50 € per coffee break)
Per coffee break
6
50
300
•
Training materials
Per item
25
5
125
4.4. Audit 4.5. Miscellaneous Subtotal: Other costs and services only for this activity Administrative costs
765 Always a limited %
Total costs for this activity
Further on, a separate budget template should be completed for other project activities. At the end, you need to sum up all activities and resources in the summary Budget table. As seen from the example, each project budget includes two types of costs - direct and indirect costs. Direct costs are those that are directly associated with the project activities; they are essential to the project's fulfilment.
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The budget table is taken from the PHARE programme grant scheme.
120 2475
Indirect costs are related to the expenses which support the project activities, e.g. office expenses: telephone, electricity, stationery, etc. In the EU project guidelines, indirect costs are called administrative costs or general costs. The EU programmes usually allow for limited % of indirect costs (most often up to 7 %) of the project direct costs (not from the whole project budget) but this is subject to the Guidelines which should be followed.
HOW TO DEVELOP A PROJECT PROPOSAL
Good practice is to: ● Make sure your Budget includes only the costs of activities, which are specified in your project proposal. ● Refer to the Activity Plan when working on the Budget in order to reach full compliance between the two documents. ● When you plan the necessary financial resources, don’t forget to budget the working time of the engaged staff members. In one case, this might be one quarter or half of the normal work time of a person. This means that one quarter or half of the salary should be calculated accordingly on the project. In other cases (as in the given example) when a person is committed for a short period, his payment should be calculated against man/days. ● Ensure that the amounts for fee or salary include the costs of social contributions
FINALISING YOUR APPLICATION The analysis of the problems, needs, objectives and the activity and resource planning is an initial part of the work. However there is still much more to do. In order to apply for a grant you have to prepare a whole project application package. It is better to develop smaller, more manageable projects rather than large and complex ones. The main and most lengthy document in the package is the Application form where you are required to describe in detail all project activities. As a result of the works already carried out it will not be that difficult to fill in the form since you have already elaborated the project in the Log Frame. Additionally, you have to consider some further project implementation aspects, e.g. sustainability of results, innovative potential, and multiplication of results. At the start of the Application form you will find the Concept Note which must answer 4 sections in a maximum of 4 pages, requiring to provide a summary of the Relevance of the Action, Description of the Action, Methodology and Sustainability and Expertise and Operational Capacity.
exact number of copies while checking carefully the order of pages, the availability of people for signatures and other technical details. When preparing the application package read through all guidance documents because nothing is worse than losing a proposal due to administrative negligence. After submitting your proposal it will take some time, possibly longer than expected, until you find out if your project has been selected. But you have to be patient and confident that you’ve done your best. If your application is rejected, don’t be put off. Try to learn important lessons to help you improve your project proposal. Think of making changes and submit the proposal again because it might win the second time. The most important thing is to always aim for an excellent proposal!
In order to properly fill in the Application form always refer to the Guidelines for applicants in the course of work. It is good to carefully read the explanations and instructions which are usually given in each section of the application form and do your best to follow them closely. Start the preparation in time! Even if your project idea is clear, it will need time to develop. Remember that deadlines always come too fast! The filled application form and its main annexes, the Log Frame, the Activity Plan and the Budget, represent the core part of the application package. However other documents are usually needed afterwards. This is also subject to changes written in the Guidelines for applicants. The final phase requires that all documents are carefully compiled in the application package and that you prepare the
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European Funds for Croatian Projects
IN THIS CHAPTER YOU WILL FIND: ● Practical steps in how to start implementing a European funded project ● Practical tools useful in managing a European funded project
WHAT IS PROJECT MANAGEMENT? The approval of a project proposal usually brings inspiration and positive excitement for all those who have invested time in the preparation of the proposal. Although the funding of the project is a major stepping stone the real work is just beginning. After budget negotiations as to which costs will be covered (or maybe reduced) and which not, you should embark on the next stage of the project where all that you have planned can commence. It’s very important that you implement all the set activities, achieve all the results and specific objective(s) within the set time frame of the project. Your work in managing the project will be concerned with time, quality of your activities as well as financial and human resources. Your strengths and opportunities surrounding you are positive forces that you should use to efficiently implement the project. However you should pay just as much attention and be aware of the recognised weaknesses and threats. Although there is a lot of work to be done, it would be prudent if you were to continuously plan, collect information on how your activities are implemented and think of the ways and means of overcoming the obstacles.
WHERE SHOULD YOU START WITH THE PROJECT IMPLEMENTATION? 1st step: Read your project proposal again carefully It’s useful for a start to reconsider the availability of the initially planned human and financial resources because the estimated project grant is very often negotiated and later reduced with project approval. This will logically require some reallocation of funding and might even necessitate your thinking about getting additional resources. In addition you will almost certainly need to re-plan the time frame of your project as in many cases approval comes later than your planned start day. This means that you will also need to reschedule activities within the project duration (as defined in the project contract). The whole application is relevant and should be read again. However, the most useful tool in project 94
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http://ec.europa.eu/europeaid/work/visibility/index_en.htm.
management is your Logframe Matrix (described in detail in chapter VI) which has the summary of the project. The project manager has a very important role in controlling and reviewing the whole project, he/she is focused primarily on monitoring (collecting information, data), on implementation of set activities and on achieving results within the time frame and allocated budget.
2nd step: Make administrative planning and get familiarised with EU common project implementation rules The very beginning of the project should be reserved for meeting with your partners and team colleagues (if you have any) and more specifically for drawing up contracts that contain all the important rights and obligations of all sides. This contract or agreement is a key document that defines all the critical issues namely all activities implemented by the person(s) or the organisations/institutions, the deadlines and the payment scheme. In cases when your partner is the one who financially contributes to the project, the contract should define the schedule and the amount(s) of money transferred to your account. If you are not sure of or not familiar with EU rules and regulations it is essential to get acquainted with the EU “Practical Guide to Contract Procedures for EC External Actions”, also known as the PRAG. This manual is the working document that can help you, as the grant beneficiary, follow all the set procedures and rules when applying (secondary) procurement. During the years of implementation of EU funded projects, many useful documents have been produced which include frequently asked questions and their answers and recently on the internet page of the Governmental office for NGO's there has been several valuable documents in Croatian including one titled: Guidelines and advice for project implementers in CARDS 2004 grant schemes. In addition, all those who implement projects wholly or partially funded by the European Union, are required to include in their project plans information and communication activities that raise the awareness of the EU support. Readily available is the European Commission special manual entitled “Communication and Visibility Manual for EU External Actions”94. It covers the written and visual identity of the EU. It also sets out the
HOW TO MANAGE A PROJECT SUCCESSFULLY
requirements and guidelines for written material, press conferences, signs and all other tools used to highlight EU project funding. In addition, the manual offers tools for a communication strategy that will highlight the achievements of EU support.
3rd step: Gather team and partners and think about the practical organisation of the project work The real project work is always task oriented and is concentrated on allocating tasks and achieving results. It requires that a project manager/coordinator compose an effective team with clear division and understanding of the project tasks. Regardless of the project size and the respective number of project teams involved, the project manager/coordinator should always keep full responsibility for the overall project activities and achievement of the project results. Good internal communication within the project team and the organisation/institution as a whole can create a climate of openness and a free flow of communication and information in all directions. In this way you not only avoid and overcome potential crises but also in the end successfully implement your project. Good internal as well as external communication with partners, media and members of the community should have: ● Shared ownership of the project for all individuals who have been involved in developing the concept and designing the project proposal. ● Joint decision making for achieving the project objectives, activities and results during the project implementation stage. ● Project team that shares its learning experience with the others, i.e. stakeholders, local community, local authorities, or other interested parties. ● Reflect on these potential challenges and learn from them in order to improve the project work in the future.
KEY ELEMENTS OF PROJECT MANAGEMENT - MANAGING QUALITY, TIME AND FINANCES WITHIN THE PROJECT
Monitoring and evaluation are based on collection, analysis and use of information concerning: ● The project performance (quality), and the achievement of the envisaged project results, ● The achievements defined financial construction (budget spending), and ● The time used to achieve this Many people think of monitoring and evaluation as the same thing but they are different. The main difference is what we want to achieve with either of those and at what stages of the project they are done. ● Monitoring is done continuously during the project implementation to make sure the project is on track, usually as the activities are implemented (i.e. every month, bimonthly or quarterly). As part of the monitoring one should look over the collected data in order to consider any operational changes that need to be made to the project work plan. ● Evaluation is an assessment of a degree to which project results have contributed to the meeting of its objectives or rather positive changes that we want to see in regards to our problem/need of the specific target group, community or society at large. It is undertaken by external experts sometimes in the middle and certainly at the end of project implementation. Both monitoring and evaluation are time and resources consuming. Therefore they should both be planned and as the project starts become part of operational planning. Apart from monitoring and evaluation there is another assessment called auditing. This assessment can be done on a) the legality and regularity of project expenditure and income i.e. compliance with laws and regulations and with applicable contractual rules and criteria; b) whether project funds have been used economically and efficiently i.e. in accordance with sound financial management or rather for the purpose intended. The audit is done externally by the Contracting authority.
How to do it? Monitoring and evaluation are the key management responsibilities. During the implementation of the project it is very important that you monitor the progress of the project and any outside changes that affect it. In this line your project plan should be adjusted where and when necessary.
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QUALITY MANAGEMENT (PROJECT PERFORMANCE) The essential tool for monitoring performance quality within the project is the Logical framework (see Chapter VI). The data in the first and second column or rather project description and objectively verifiable indicators are your basic data for developing a monitoring plan for your project. There are various monitoring plan tables developed for use in project management. One of the examples is shown below: Table 50. Quarterly monitoring record of the level of project results and activities Monitoring area
Planned
Actual
Variance
- Project results (in line with the Log frame and the project plan). - Activities (in line with the Log frame and the project plan).
Describe what is planned to be achieved during this quarter from the list of monitoring area.
Write objective assessment based on comparison between planned targets and the actual achievements at the end of the quarter.
If the planned and actual match, you project plan is on target. If there is a variance, either positive or negative, briefly explain why and what you are going to do about it.
The presented template is one of the possible tools to monitor your project at a technical level. Other monitoring tools can be applied as well and it is worth using the indicators to compare what is planned and what is actually achieved within the given period. To show this we can follow the case study from the Chapter VI, where the problem in the community was "Children and young adults, without adequate parental care, placed in state homes in the County of Primorsko-Goranska ". We can take some activities and think through the monitoring plan: Table 51. Monitoring Plan table on the level of the project activities and indicators
Project activity
Indicator
Education (training) of Centres for Social Welfare professionals on supervising foster parents.
50% of employees of the 3 Centres for Social Welfare increased skills and knowledge of supervising fostering families and children. Implemented 5 days of training for supervision.
Establish support (peer) group for, foster parents.
Once a month organised topical support group for foster parents.
Type of information
Method of collection
Person(s) responsible for collecting
Dynamics (time frame)
- Assessment of skills and knowledge of the participants before and after the training - Number of training sessions and topics covered - Number of participants
- Participants evaluation questionnaire (evaluation summary) - Participants list - Training implementation report
Project manager and trainer/ consultant
After each training and at the end of the project.
- Number of peer groups held - topics discussed - number of foster parents - Participants assessment of their status before and after the received support
- Notes/minutes from facilitator (leader) of the peer group - List of foster parents coming to peer support groups - Questionnaire before/ after
Facilitator/ project assistant
Quarterly and at the end of the project.
This monitoring table is a flexible tool which you can easily adjust for your own project specifics. For example if we put in column for overall objectives, impact and indicators, then we already have a new tool which is a MONITORING AND EVALUATION PLAN TABLE.
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Table 52. Monitoring and Evaluation Plan Table95 Overall objective The positive change that project/ programme wants to achieve.
Specific objective The specific and measurable change that the project should achieve within the duration of the project/ programme.
Activities Actions in the context of programming which are both necessary and sufficient and through which inputs (financial, human, technical and material resources) are mobilized to produce specific results or contribute to the outcome.
95
Impact
Indicators
Method
The overall and long term effect of an intervention. Impact is the longer term or ultimate result attributable to a development intervention.
An indicator is a quantitative or qualitative variable that provides a simple and reliable basis for assessing achievement, change or performance.
The method/ technique by which the data will be collected.
Outcome
Indicators
Method
An indicator is a quantitative or qualitative variable that provides a simple and reliable basis for assessing achievement, change or performance.
The method/ technique by which the data will be collected.
Results
Indicators
Method
Tangible products (including services) of a programme or project that is necessary to achieve the objectives of a programme or project. Results relate to the completion of activities and are the type of results over which managers have a high degree of influence.
An indicator is a quantitative or qualitative variable that provides a simple and reliable basis for assessing achievement, change or performance.
The method/ technique by which the data will be collected.
Actual or intended change in development conditions. It describes the change that has come about upon the completion of results.
Responsible person Who is going to be responsible for the collection of data?
Responsible person Who is going to be responsible for the collection of data?
Responsible person Who is going to be responsible for the collection of data?
Charity evaluation services, London, UK, Advanced monitoring and evaluation training materials, November 2007.
Frequency of data collection How often will you (the persons implementing the project) collect the needed information/data.
Frequency of data collection How often will you (the persons implementing the project) collect the needed information/data.
Frequency of data collection How often will you (the persons implementing the project) collect the needed information/data.
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EVALUATION Evaluation can be distinguished from monitoring mainly by its scope and those involved. In terms of scope, it is broader and considers whether or not the right objectives and strategies were chosen. Evaluation also involves assessment of the project management aspects and recommendations for improvement in the future.
Evaluation Criteria used by the European Commission96 The evaluation criteria are very much in close link with the Logframe. The key criteria are: relevance, efficiency, effectiveness, impact and sustainability. Relevance - The project should be checked with regards to the appropriateness of the project objectives and the defined problem and needs in the community as well as the wider societal context. It should include an assessment of the quality of the project preparation and design. Efficiency - Further, the evaluation should answer the question; how well have you used all the resources, yours and your partner(s), if you had one, to implement activities and achieve results. Effectiveness - One of the key questions is whether you have results and more importantly how much have your project results contributed to the achievement of specific objectives. Further you can look at how much the assumptions and the risks have affected the achievements of project results.
Impact - The impact assessment focuses on the effect of the project on your wider surroundings (society), societal policies and the project overall objective. Due to its wider more complex objectives, the impact assessment is something that is best done with a time distance (i.e. several years after the project has been completed). Sustainability - This assessment should check the likelihood of the continuation of all the benefits accomplished in the community once funding has ended. It is of particular importance to know how much the local community has gained ownership of the project results and how much these benefits will be sustained from the socio-cultural, environmental, political and financial and technology and management aspects. There is as common link among Logframe objectives and monitoring, evaluation and audit97.
Figure 30. Links between Logframe objectives and monitoring, evaluation and audit
Type of assessment
Logframe hierarchy
Evaluation
Overall objective
Evaluation
Specific objective(s)
Monitoring and Audit
Expected results
Monitoring and Audit
Activities
96 Taken from: Aid Delivery Methods, Volume 1, Project Cycle Management Guidelines, March 2004, European Commission, EuropeAid Cooperation Office 97 Taken from: Aid Delivery Methods, Volume 1, Project Cycle Management Guidelines, March 2004, European Commission, EuropeAid Cooperation Office
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Key principles of good monitoring and evaluation practice: ● When designing or managing a monitoring process it is very important to consider who needs what kind of information and you should pay particular importance to keeping funders, policy makers and other stakeholder in the community informed (see Chapter VI). ● Be careful not to duplicate work and exhaust yourself and others involved in the project by collecting everything and anything. Bear in mind how much time it takes to collect the information and who else in the local community is already collecting this information. ● Therefore collect only the minimum needed to inform your decision making on implementation of the project. ● If possible use one method in order to collect multiple relevant information. ● Validate your collected information/data against your developed monitoring and evaluation plan.
MANAGING TIME An important aspect of time management is pre-planning. Occasionally, successful time management involves putting in more time at the outset in order to be more effective later. There are some basic principles around time management. Time is definitely limited and when wasted it reflects badly on project implementation. Therefore, use readily available tools. For example an Action Plan is a simple list of all the
tasks that you need to carry out to implement planned activities. The Action Plan is like the monitoring plan, a flexible tool which can contain basic information such as WHAT to do?, WHO? and by WHEN?. Or you can use it to include more information on expected results and necessary resources. It’s wise to include even the smallest tasks because they, too, are "time consumers". Finally it is useful in the avoidance of any misunderstandings.
Table 53. Action Plan
Type of activity
Person(s) responsible
The deadline
Necessary resources
When you have a good monthly or quarterly Action Plan, all you need then is to allocate time during the week for operational planning to allocate and revise tasks. The exhaustive list in the Action Plan can be further prioritised with the priority table that helps you focus and spend more time on the things that really matter to you, that are important and urgent. Table 54. Priority Table Very important/Very urgent
Very important/Not urgent
- the tasks that need to be done right away-
- the tasks for which you need to set deadlines and plan them into your everyday work-
Not important/Very urgent
Not important/Not urgent
-the task that can be done by somebody else but it is your responsibility to delegate it-
-the tasks for which you need to set aside time, for example few hours during the week or you can also delegate this work. If you can find time then these tasks are "sitting" on the list to be done…-
It is good practice to spend time planning your time that can help increase your productivity and balance your important long-term projects with your more urgent tasks. Using time management tools can help you keep track of everything that you need to do, they can help you organise and prioritise your work, and develop sound plans to complete it. 191
European Funds for Croatian Projects
FINANCE MANAGEMENT Financial management issues represent a core part of the project management work. As we have already mentioned in many cases the approved total budget for a project might be lower than originally planned. This usually means that you will have to make a new breakdown of costs and sometimes a modification of the grant distribution between partners. It is very important that project partners are involved in this process in order to ensure that they are not expecting the initial financial plan. The revised budget is an annex to the contract and generally allows for limited flexibility in spending.
● Certain types of costs need prior approval from the Contracting authority (i.e. contingency costs). ● Same project expenses can neither be covered by other budget items within the same project budget, nor from different EU project grants. Next, an important financial management task refers to the establishment of an efficient financial monitoring system. It should be based on the revised budget and should closely follow the format of the required project financial reports. Again, there are available tools with which you can monitor your project budget. The experience of various project implementers differs but it is good practice to monitor at least once a month, best done at the beginning of the month by making a list of spending for the previous months (in order of the budget), and comparing it with the overall budget before getting the balance. To help you with this, here is an example of project expenditures record:
The EU financial management's rules are very strict and clearly written. Whoever is the financial manager has the core task of controlling the eligibility of expenditures. In this respect it is good to know that: ● The costs have to be actual and eligible. Costs are eligible if they are directly related to the implementation of project activities. They should be made within the formal project duration and in accordance with the rules set out in the contract or in the supportive documentation.
Table 55. Example of the project expenditures record table 1. Budget item
2. Budget (available funds from EU)
3. Actual spending by project months I
II
Explanation of the table: 1. In the Budget item column you would have a list of eligible cost categories such as staff costs, travel costs, sub-contracting costs, administrative costs etc., according to the approved project budget.. 2. Next to each Budget item you would have available EU funding Budget for each cost category. In the event that your initial budget was reduced with the project approval, you have to prepare a revised project budget in accordance with the approved funding. 3. The Actual spending are all the incurred costs. 4. The Total spent gives an overview of rate of expenditures. 5. The Balance is the difference between the Budget and the Actual spending. The variance might be 192
III
4. Total spent
5. Balance
6. Comments
etc.
positive or negative. Therefore it is important to keep the track of your expenditures. As a general rule the EU programmes allow for a certain percentage variation for Budget items, but any amount that is spent outside the allowed mount will not be accepted as justifiable project expenditure. For this percentage you should refer to the project Guidelines. 6. The Comments column is useful as it may give you a reminder of certain issues that may be valuable in the preparation of the project financial reports which very often require explanation on expenditures and related variations. The template shown is just one example of budget monitoring. However you may use different templates as long as they give you correct and relevant information.
HOW TO MANAGE A PROJECT SUCCESSFULLY
REPORTING - NARRATIVE AND FINANCIAL Narrative Reporting Reporting on the progress and execution of the project is a very important project management task. Depending on the type of the EU programme different types of project reports might be required. The preparation of technical and financial reports of projects receiving grant aid is compulsory at different stages of the project’s life. Up until now the practice has been that for small projects (up to 12 months) only the interim and the final report following the project’s completion are required. In the case of larger projects, besides the final report you are required to submit progress reports, such as quarterly and interim reports. The style of reporting, its format and deadlines are explicitly mentioned in the project contract and annexed to it. When preparing reports bear in mind the following good practices: ● Focus on progress towards achieving results (results and specific objectives in the Log frame) and not just the list of activities implemented, ● Refer and compare your progress against your activity plan, ● If implementation is not following the activity plan, it is necessary to explain deviations and highlight your activities to remedy such situations, ● Be coherent and comprehensible, there’s no need to use complex and long sentences to explain your progress.
Final report The purpose of the Final Report is to give a full picture of what has been done under the project and to allow overall project evaluation. All project work must therefore be completed before the report is submitted. The Final Report is intended to provide a detailed description, over the whole duration, of the project and its results. It also requires considering the project’s future sustainability and impact. By choosing different means of representation you can give the document a visual balance, for example by breaking up long sections of text with tables or figures. Tables and graphs are an excellent means of giving an overview of numerical results or providing information in a form which lends itself to comparison. You should ensure that each table has a number and a title, so that it can be referenced from the text. Financial report Financial reporting is possible and ultimately successful if you have continuously kept track of spending or rather if you have managed to establish sound financial monitoring. The Financial Report, along with the narrative report are part of your signed Contract with the Contracting authority and can be usually found in the electronic version on the internet pages. You should assiduously follow the format that is proposed and complete it in accordance with the guidelines. Financial reporting has been, up to now, submitted with a narrative for the interim and the final reports. Upon the acceptance of both the narrative and financial report you would be able to put forward a request for payment whether this be an interim payment or the final payment.
Progress report The Progress Report focuses on progress made towards producing results and achieving the project objectives. The report guidelines require a brief explanation on deviations from the initial project plan and a description of project progress (against what is planned), constraints encountered and any significant measures that are taken or are required. Progress Reports provide a record of what has been achieved during the reporting period in order to facilitate future reviews and evaluations. Thus you can look at them not just as a formal requirement but as a good opportunity for the manager/coordinator to get an overview of what is happening in the project so as to make sound management interventions. It may be the case that mid-term payments to project beneficiaries depend on the acceptance or approval of the required Progress Reports.
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FINAL REMARKS Dear Reader, By the end of this book, you have become well aware that fundraising and financing from EU funds is done through grants and public contracts. An application for funding is a set form which takes time and needs a serious approach through the process of planning, preparing, amassing and writing.
The other important and key issue is that through the project actions you have planned and fulfilled, you effect a change in the community. The implementation of projects usually brings local, regional and even national acknowledgment and credibility.
The whole process may be challenging, especially for novices, but as you work through it all, you and your organisation, institution or company will gain invaluable experience, skills and knowledge. The process of putting your ideas through the structured process and formulating arguments for your project to be financed will push you further in personal and organisational development and will certainly contribute to expanding and diversifying the existing sources of funding and financing.
Applying for EU funds is just like learning anything new in life, at first it is daunting, then you slowly start to understand things, put the pieces of the puzzle together, through which you gain confidence. Never be discouraged, the more you write projects, the better you get at it, the more projects you will get funded!
Some more tips to share: □ Know your place in the European funds
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□ □ □ □
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management schemes. Make the best out of your resources and possibilities; Invest in capacity development. And the sooner, the better. The money from European funds is worth the effort; Inform yourself well, in order to be able to make competent and rational choices. Do make a difference between assumptions and facts, between expectations and decisions made, between general recommendations and obligatory requirements; Educate practical skills and not general knowledge. General knowledge only creates general results. Educate through practical assignments and not through lectures; Find your partners, use their resources well, but don’t forget to give your stake too. Do not overdo on planning; start implementing; Adapt, do not copy. ‘Best practices’ can be used only if they work on local grounds; Always bear in mind the reason behind the European funds – they are there not simply to be absorbed but also to make a difference and to contribute to human development.
FINANCIAL COOPERATION BETWEEN EU AND CROATIA DURING PRE-ACCESSION PERIOD
ANNEX 1 - ABOUT CODEF
The Central Office for Development Strategy and Coordination of EU Funds (CODEF) is in charge of the coordination of EU funds for Croatia, and the creation of a national development strategy. It is the lead institution in the Republic of Croatia for EU funds programming and monitoring, and a key interface between the Croatian Government and the European Commission, alongside the National Authorizing Officer and National Fund for Financial Management. While the Ministry of Finance is tasked with ensuring that EU funds are spent correctly and in a financially sound manner, CODEF’s broader mandate is to ensure EU funds are spent effectively; that Croatia has the programmes and projects in place to ensure absorption, and makes best use of EU and national resources. The state secretary of CODEF holds the position of National Coordinator for EU Assistance and Cooperation Programmes, National ISPA Coordinator and National IPA Coordinator. With the support of CODEF staff, the state secretary ensures partnership with the European Commission and a close link between the general accession process and the use of pre-accession assistance. More specifically, CODEF is responsible for the following functions related to EU assistance: ● Programming coordination & consistency: □ preparing annual action plans under Component I of the IPA programme, □ preparing the Strategic Coherence Framework (SCF) and ensuring that the four Operational Programmes
(OPs) under the SCF are coherent and consistent with Community and national policies related to IPA Components III and IV, and, □ participating in the preparation of multi-annual programming documents for Components II and V. ● Quality assurance on major project applications: □ performing a quality check on major project application forms under the Component III and IV, before they
are submitted to the European Commission for approval; ● Monitoring: □ initiating the preparation of Monitoring Reports (MRs) - starting the monitoring cycle; □ chairing and organising sectoral monitoring sub-committees and the Joint Monitoring Committee for the □ □ □ □
CARDS and Phare programmes; participating in IPA sectoral monitoring committees for all its components; chairing and organising the IPA Monitoring Committee; participating in the establishment of the management information system (MIS), preparing annual and final monitoring reports on EU assistance for the Commission services.
● Negotiations: □ coordinating negotiations under Chapter 22: Regional policy and coordination of Structural Instruments.
● Information and publicity on EU funds: □ publicising and providing information on EU funds generally for the public and potential beneficiaries, □ preparing a communication strategy and setting the overall framework for sectoral communication action
plans for EU assistance, □ hosting the www.strategija.hr website.
● Education: □ participating in the development of education and training programmes for civil servants, covering EU
assistance themes, □ delivery of training for different modules related to pre-accession programmes and Structural Instruments.
● Horizontal coordination: □ participating in regular coordination meetings with state administration bodies and ensuring that all
requirements for reporting and information flows, which fall under CODEF’s responsibility, are met. 197
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ANNEX 2 - LIST OF TABLES, FIGURES AND MAPS Chapter I - Financial Cooperation between European Union and Croatia – OBNOVA, CARDS, PHARE, ISPA and SAPARD Table 1.
EU assistance provided to Croatia, 1991 – 2000 (EUR million)
13
Table 2. Table 3.
EU assistance provided through CARDS National Programme in Croatia, 2001 – 2004 (EUR million) EU assistance provided through CARDS Regional Programmes to Croatia, Albania, Bosnia and Herzegovina, Montenegro, FYROM and Serbia for the period 2001-2006 in EUR million EU assistance to Croatia through Cards, Phare, ISPA and SAPARD, 2001 – 2006 (EUR million) Relevant documents for EU pre-accession programmes List of projects under the CARDS National Programme – 2001 List of projects under the CARDS National Programme – 2002 List of projects under the CARDS National Programme – 2003 List of projects under the CARDS National Programme – 2004 List of projects under the CARDS Regional Programme – 2001 List of projects under the CARDS Regional Programme – 2002 List of projects under the CARDS Regional Programme – 2003 List of projects under the CARDS Regional Programme – 2004 List of projects under the CARDS Regional Programme – 2005 List of projects under the CARDS Regional Programme – 2006 List of projects under the PHARE National Programme – 2005 List of projects under the PHARE National Programme – 2006
15 16
Table 4. Table 5. Table 6. Table 7. Table 8. Table 9. Table 10. Table 11. Table 12. Table 13. Table 14. Table 15. Table 16. Table 17.
19 27 28 29 30 31 32 32 33 33 34 34 35 37
Chapter II - IPA – the new pre-accession financial instrument Figure 1. Figure 2. Figure 3. Figure 4. Map 1. Table 18. Map 2. Figure 5. Map 3. Table 19. Table 20. Map 4. Table 21. Map 5. Table 22. Table 23. Map 6. Table 24. Table 25. Map 7. Table 26. Figure 6. Map 8 . Figure 7. Table 27. Table 28. Table 29. Table 30. Figure 8. Table 31. Table 32. Figure 9. Table 33. Table 34.
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The evolution of financial assistance provided to Croatia A 3-level implementation framework of IPA Institutional structure for management of IPA in Croatia Links between various Pre-accession programmes and Structural instruments Eligible area for Hungary – Croatia CBC Operational Programme, 2007 – 2013 Priorities and measures of Hungary – Croatia CBC Operational Programme, 2007 – 2013 Eligible area for Slovenia – Croatia CBC Operational Programme, 2007 – 2013 Priorities and measures of Slovenia – Croatia CBC Operational Programme, 2007 – 2013 Eligible area for Adriatic CBC Operational Programme, 2007 – 2013 The eligible regions for the financial support under the Adriatic CBC Operational Programme, 2007 – 2013 Priorities and measures of Adriatic CBC Operational Programme, 2007 - 2013 Eligible area for Croatia – Bosnia and Herzegovina CBC Operational Programme, 2007 – 2013 Priorities and measures of Croatia – Bosnia and Herzegovina CBC Operational Programme, 2007 – 2013 Eligible area for Croatia – Montenegro CBC Operational Programme, 2007 – 2013 The eligible regions under the Croatia – Montenegro CBC Operational Programme, 2007 – 2013 Priorities and measures of Croatia – Montenegro CBC Operational Programme, 2007 – 2013 Eligible area for Croatia – Serbia CBC Operational Programme, 2007 – 2013 The eligible regions under the Croatia – Serbia CBC Operational Programme, 2007 – 2013 Priorities and measures of Croatia – Serbia CBC Operational Programme, 2007 – 2013 Eligible area for South East Europe Operational Programme, 2007 – 2013 The eligible regions under the South East Europe Operational Programme, 2007 – 2013 Priorities axis and areas of interventions of South East Europe Operational Programme, 2007 – 2013 Eligible area for Mediterranean Transnational Cooperation Operational Programme, 2007 – 2013 Priorities and measures of the Mediterranean Trans-national Cooperation Operational Programme, 2007 – 2013 Priorities and measures of Operational Programme “Regional Competitiveness”, 2007 – 2009 Enterprise categories Priorities and measures of Operational Programme “Transport”, 2007 – 2009 List of future project under Operational Programme “Transport”, 2007 – 2009 Priorities and measures of Operational Programme “Environment”, 2007 – 2009 List of projects under Priority axis 1 for Operational Programme “Environment”, 2007 – 2009 List of projects under Priority axis 2 for Operational Programme “Environment”, 2007 – 2009 Overview of Priorities and Measures under Operational Programme “Human Resources Development”, 2007 – 2009 Priorities and Measures of Agriculture and Rural Development Plan, 2007 – 2013 Multi-Annual Indicative Financial Framework for IPA for Croatia, 2010 – 2012 (EUR million)
40 41 43 45 48 48 49 50 51 51 52 53 54 55 55 56 57 57 58 59 60 61 62 63 64 65 66 67 68 69 69 70 73 75
FINANCIAL COOPERATION BETWEEN EU AND CROATIA DURING PRE-ACCESSION PERIOD
Chapter III - Community programmes in Croatia at a glance Figure 10.
Main differences between Pre-accession and Community Programmes
Figure 11. Table 35. Figure 12. Table 36.
Description of participation process in Community Programmes in Croatia Community Programmes in Croatia at a glance Thematic areas of FP7- Cooperation National Contact Points per FP7 priorities
79 80 82 - 83 85 86
Chapter IV - EU funding opportunities for Croatia after accession Figure 13. Figure 14. Map 9. Figure 15. Figure 16. Figure 17. Figure 18. Figure 19. Figure 20. Table 37. Figure 21. Figure 22. Figure 23. Map 10. Table 38.
Hierarchy of EU policy documents and strategic documents at national level EU Cohesion policy objectives for the period 2007 - 2013 Map of European regions eligible for funding under the three policy objectives EU Objectives and financial instruments for the period 2007 - 2013 Strategic approach in Structural funds investments Programming documents and institutional arrangements for management of Structural Instruments in Bulgaria Division of structural funding per objectives Regulatory framework for 2007 – 2013 period N+3 rule List of beneficiaries of Phare 2005 Business related infrastructure – Grant scheme Schematic presentation of CAP’s two pillars and their priority actions Schematic presentation of priority actions of CAP Structure of Programming documents under Structural instruments in Bulgaria and structure of Programming documents under IPA in Croatia Classification of statistical territorial units in Croatia Classification of statistical territorial units in Croatia
114 116 117 118 119 121 122 123 124 126 131 133 138 139 140
Chapter V - How to benefit from the EU assistance Table 39. Figure 24. Figure 25. Table 40. Figure 26. Table 41. Table 42. Table 43.
Relevant programming documents per IPA components Milestones for preparation and implementation of Operational programmes in Croatia From the EU financial instrument to the single contract Type of calls per IPA components Indicative time schedule for grants scheme implementation Threshold for public procurement contracts as per Practical Guide for contract procedures Twinning and twinning light projects implemented in Croatia Responsible and Implementing bodies for IPA components in Croatia
143 144 145 145 148 150 155 156
Chapter VI - How to develop a project proposal Table 44. Figure 27. Figure 28. Table 45. Figure 29. Table 46. Table 47. Table 48. Table 49.
Example of stakeholder analysis matrix The problem three The objective three Typical structure of the Logframe matrix Enumeration of the project description column Project description (first column) of the Log frame matrix LOGICAL FRAMEWORK: Improving the life of children and young adults without adequate parental care placed in a state institution homes in Primorsko-goranska County Activity Plan Budget table for activity: 3 day training course for professionals in the centre to learn how to supervise foster parents
164 166 168 170 173 174 178-179 180 182
Chapter VII - How to manage a project successfully Table 50. Table 51. Table 52. Figure 30. Table 53. Table 54. Table 55.
Quarterly monitoring record of the level of project results and activities Monitoring plan table on the level of the project activities and indicators Monitoring and evaluation plan table Links between Logframe objectives and monitoring, evaluation and audit Action Plan Priority Table Example of the project expenditures record table
188 188 189 190 191 191 192
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ANNEX 3 - LIST OF ABBREVIATIONS AF AP CAO CAP CARDS CBA CCI CEC CFCA CODEF CROMAC CSG COM DG REGIO EC EC ECA EEC EIA EIB EPOP EPRC ESC EU Euratom FAQ FIDIC HoD HoS HRD HRDOP ICG IPA IPAMC IR ISPA IWG JAP JIM MEM MIFF MIPD MIS NAO NAPE 200
Application Form Accession Period Competent Accrediting Officer Communication Action Plan Community Assistance for Reconstruction, Development and Stabilization Cost Benefit Analysis Common Code for Identification Commission of the European Communities Central Finance and Contracting Agency Central Office for Development Strategy and Coordination of EU Funds Croatian mine action centre Community Strategic Guidelines on Cohesion Communication [of the European Commission] Directorate General for Regional Policy (in EU regulations): European Community (elsewhere): Commission of the European Communities European Court of Auditors European Economic Community Environmental Impact Assessment European Investment Bank Environmental Protection Operational Programme European Policies Research Centre Economic and Social Cohesion European Union European Atomic Energy Community Frequently Asked Questions Fédération Internationale des Ingénieurs-Conseils Head of Department Head of Operating Structure Human Resources Development HRD Operational Programme Inter-Ministerial Co-ordination Group Instrument for Pre-Accession Assistance Instrument for Pre-Accession Assistance Monitoring Committee Implementing Regulation Instrument for Structural Policy for Pre-accession Inter-Ministerial Working Group Joint Assessment Paper of Employment Priorities Joint Inclusion Memorandum Monitoring and Evaluation Methodologies Multi-annual Indicative Financial Framework Multi-annual Indicative Planning Document Management Information System National Authorizing Officer National Action Plan for Employment
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NF NIPAC NUTS OG OJ OS OP PA
National Fund of the Ministry of Finance National IPA Coordinator Nomenclature of Territorial Units for Statistics Official Gazette Official Journal [of the European Union] Operating Structure Operational Programme Priority Axis
PHARE PRAG RCOP SAA SAPARD S&CF SCF SDF SMC SMEs SWOT TA
Poland and Hungary Action for the Restructuring of the Economy Practical Guide to EC External Aid Contract Procedures Regional Competitiveness Operational Programme Stabilization and Association Agreement Special Accession Programme for Agriculture and Rural Development Structural & Cohesion Funds Strategic Coherence Framework Strategic Development Framework Sectoral Monitoring Committee Small and Medium Enterprises Strengths and Weaknesses, Opportunities and Threats Technical Assistance
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ANNEX 4 - REFERENCES, FURTHER READING AND USEFUL LINKS EU documents (regulations, decisions, communications) 1. Communication from the Commission: COM (2004) 257 final, Opinion on Croatia's Application for Membership of the European Union. Brussels, 20 April 2004, available at: http://eur-lex.europa.eu/ smartapi/cgi/sga_doc?smartapi!celexplus!prod!CELEXnumdoc&lg=en&numdoc=504DC0257; 2. Negotiating Framework, European Commission, 2005, available at: http://ec.europa.eu/enlargement/pdf/croatia/st20004_05_hr_framedoc_en.pdf; 3. Council Decision of 12 February 2008 on the principles, priorities and conditions contained in the Accession Partnership with Croatia and repealing Decision 2006/145/EC (2008/119/EC), available at: http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=OJ:L:2008:042:0051:0062:EN:PDF; 4. Council Regulation (EC) No 1085/2006 of 17 July 2006 establishing an Instrument for Pre-accession Assistance (IPA), available at: http://eur-lex.europa.eu/LexUriServ/site/en/oj/2006/l_210/l_21020060731en00820093.pdf; 5. Commission Regulation (EC) No 718/2007 of 12 June 2007 implementing Council Regulation (EC) No 1085/2006 establishing an Instrument for pre-accession assistance (IPA), available at: http://eur-lex.europa.eu/LexUriServ/site/en/oj/2007/l_170/l_17020070629en00010066.pdf; 6. Communication from the Commission: COM (2007) 663 final, Enlargement Strategy and Main Challenges 2007-2008, Brussels, 6.11.2007, available at: http://ec.europa.eu/enlargement/pdf/key_documents/2007/nov/strategy_paper_en.pdf; 7. Commission Decision: on a Multi-annual Indicative Planning Document 2007-2009 for Croatia, available at: http://ec.europa.eu/enlargement/pdf/mipd_croatia_2007_2009_en.pdf; 8. Commission Decision: on a Multi-annual Indicative Planning Document 2008-2010 for Croatia, available at: http://ec.europa.eu/enlargement/pdf/mipd_croatia_2008_2010_en.pdf; 9. Communication from the Commission: COM (2008) 705 final, Instrument for pre-accession assistance, Multi-annual Indicative Financial Framework 2010-2012, Brussels, 5 November 2008, available at: http://ec.europa.eu/enlargement/pdf/press_corner/key-documents/reports_nov_2008/miff_2010_2012_en.pdf 10. Council Regulation (EC) No 1083/2006 of 11 July 2006 laying down general provisions on the European Regional Development Fund, the European Social Fund and the Cohesion Fund and repealing Regulation (EC) No 1260/1999; 11. Regulation (EC) No 1080/2006 of the European Parliament and of the Council of 5 July 2006 on the European Regional Development Fund and repealing Regulation (EC) No 1783/1999; 12. Regulation (EC) No 1081/2006 of the European Parliament and of the Council of 5 July 2006 on the European Social Fund and repealing Regulation (EC) No 1784/1999; 13. Regulation (EC) No 1082/2006 of the European Parliament and of the Council of 5 July 2006 on a European Grouping of Territorial Cooperation (EGTC); 14. Commission Regulation 1828/2006 for the Implementation of General Regulation 1083/2006; 15. Council Regulation (EC) No 1084/2006 of 11 July 2006 establishing a Cohesion Fund and repealing Regulation (EC) No 1164/94; 16. Council Regulation (EC) No 1290/2005 on the financing of the Common Agricultural Policy; 17. Financial Perspectives 2007-2013: The road towards having European programmes operational on January 1st 2007, European Commission, Brussels, 2006; 202
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18. Communication from the Commission COM(2005) 0299, 05/07/2005, Cohesion Policy in support of Growth and Jobs: Community Strategic Guidelines 2007-2013, European Commission, 2005. Strategic and Programming documents 1. Strategic Development Framework, 2006-2013, Zagreb, 2006, CODEF, available at: http://www.strategija.hr; 2. Strategic Coherence Framework, 2007-2013, Instrument for Pre-accession Assistance, Zagreb, 2007, CODEF, available at: http://www.strategija.hr; 3. National Programme for the accession of the Republic of Croatia into the European Union, Zagreb, 2008, Ministry of Foreign Affairs and European Integration, available at: http://www.strategija.hr; 4. Pre-accession Economic Programme, Zagreb, 2007, available at: http://www.strategija.hr; 5. Glossary of the European Union Funds, Zagreb, CODEF, available at: http://www.strategija.hr; 6. IPA Programming Guide for Component I and II, Volume I-II, available at: http://www.strategija.hr; 7. Operational Programme for Cross Border Cooperation “Hungary-Croatia”, 2007-2013, available at: http://www.strategija.hr; 8. Operational Programme for Cross Border Cooperation “Slovenia-Croatia”, 2007-2013, available at: http://www.strategija.hr; 9. Operational Programme for Cross Border Cooperation “Adriatic”, 2007-2013, available at: http://www.strategija.hr; 10. Operational Programme for Cross Border Cooperation “Croatia-Bosnia and Herzegovina”, 2007-2013, available at: http://www.strategija.hr; 11. Operational Programme for Cross Border Cooperation “Croatia-Montenegro”, 2007-2013, available at: http://www.strategija.hr; 12. Operational Programme for Cross Border Cooperation “Croatia-Serbia”, 2007-2013, available at: http://www.strategija.hr; 13. Operational Programme for Transnational Cooperation “South East Europe”, 2007-2013, available at: http://www.strategija.hr; 14. Operational Programme for Transnational Cooperation “Mediterranean”, 2007-2013, available at: http://www.strategija.hr; 15. Operational Programme „Transport”, 2007-2009, available at: http://www.strategija.hr; 16. Operational Programme „Environment”, 2007-2009, available at: http://www.strategija.hr; 17. Operational Programme „Regional Competitiveness”, 2007-2009, available at: http://www.strategija.hr; 18. Operational Programme „Human Resource Development”, 2007-2009, available at: http://www.strategija.hr; 19. „Agriculture and Rural Development Plan”, 2007-2013, available at: http://www.strategija.hr; 20. Regulation on Responsible Institutions designating for management of Instrument for Pre-accession Assistance (OG 18/07, 82/07, 34/08); 21. Decision on nominating persons responsible for management of Instrument for Pre-accession Assistance (OG 18/07, 82/07, 24/08, 34/08); 203
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22. Framework Agreement between the European Community and the Republic of Croatia on the general principles for the participation of the Republic of Croatia in Community programmes, Official Gazette (OG) International Agreements No. 6/2005). Manuals, Guides, Handbooks 1. Aid Delivery Methods, Volume 1: Project Cycle Management Guidelines. Brussels: European Commission, EuropeAid, 2004, available at: http://ec.europa.eu/europeaid/multimedia/publications/documents/tools/ europeaid_adm_pcm_guidelines_2004_en.pdf; 2. New Funds, Better Rules. Overview of New Financial Rules and Funding Opportunities 2007-2013: A Beginners Guide, edition 2008. Luxembourg: Office for Official Publications of the European Communities, 2007, available at: http://ec.europa.eu/budget/library/publications/financial_pub/pack_rules_funds_en.pdf; 3. Cohesion Policy 2007-13. Commentaries and official texts; Guide, The European Communities, 2007; 4. Regional Development in Croatia and Utilisation of EU Programmes, Ines Kersan-Škabić, University of Pula, 2007, available at: http://sadapt.inapg.inra.fr/ersa2007/papers/803.RTF; 5. Programi Europske unije u Hrvatskoj, Hrvatska gospodarska komora /Euro info komunikacijski centar. Zagreb, 2006, available at: http://www.euroinfo.hr/files/File/programi_eu.pdf; 6. Kako do eu fondova? 150 pitanja gospodarstvenika s odgovorima, Hrvatska gospodarska komora / Euro info komunikacijski centar. Zagreb, 2008, available at: http://www.euroinfo.hr/images/publications_pdf/10_150_pitanja_i_odgovora.pdf; 7. Programi Europske unije: Iskustva u provedbi projekata u Republici Hrvatskoj, Slađana Novota, Udruga za razvoj civilnog društva SMART. Rijeka, 2007, contact: www.smart.hr; 8. Pravila Europske zajednice o podrijetlu: Za opći sustav povlastica, vodič za EU korisnike, Hrvatska gospodarska komora / Euro info komunikacijski centar. Zagreb, 2007, available at: http://www.euroinfo.hr/files/File/EU_pravila_o_podrijetlu.pdf; 9. Communication and Visibility Manual for EU External Actions, European Commission, April 2008, available at: http://ec.europa.eu/europeaid/work/visibility/index_en.htm; 10. Practical Guide for contract procedures for EC external actions: http://ec.europa.eu/europeaid/work/procedures/implementation/practical_guide/index_en.htm; 11. General procedures Manual for management of Structural Funds and Cohesion Fund in Bulgaria, Management of EU Funds Directorate, Ministry of Finance, Bulgaria, available at: http://www.eufunds.bg/docs/SFGeneral%20Manua_April%202007.pdf. Useful links for grants and procurement procedures 1. EuropeAid Cooperation Office website: http://ec.europa.eu/europeaid/cgi/frame12.pl 2. Further information on EU grants is available at: http://ec.europa.eu/grants/introduction_en.htm 3. Further information on EU public contracts: http://europa.eu/agencies/public_contracts/index_en.htm 4. European Commission Delegation to Croatia website: http://www.delhrv.ec.europa.eu/en/content/ListNews/catid/61
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Useful links for information 1. Euro Info Centre in Croatia: http://www.euic.hr/ 2. The EU at a glance: http://europa.eu/abc/index_en.htm; 3. The EU institutions and other bodies: http://europa.eu/institutions/index_en.htm; 4. Overviews of the EU policies: http://europa.eu/pol/overview_en.htm; 5. Europe in 12 Lessons by Pascal Fontaine: http://ec.europa.eu/publications/booklets/eu_glance/60/en.pdf; 6. Key facts and figures about Europe and the Europeans: http://ec.europa.eu/publications/booklets/eu_glance/66/en.pdf; 7. EU documents: http://europa.eu/documents/index_en.htm; 8. EU booklets by topic: http://ec.europa.eu/publications/booklets/index_en.htm; 9. EU terminology: http://europa.eu/geninfo/info/guide/index_en.htm#term; 10. European portal for SMEs: http://ec.europa.eu/enterprise/sme/index_en.htm; 11. European Youth Portal: http://europa.eu/youth; 12. Research Enquiry Service: www.ec.europa.eu/research/enquiries;
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ANNEX 5 - GLOSSARY OF TERMS TERM:
DESCRIPTION:
Absorption capacity
The ability of a national administration to plan for and implement external assistance or the ability of potential beneficiaries to prepare quality projects vvhich vvould absorb the maximum allocated funds
Activities
Measures to be implemented by the consultant within the framework of a EC funded project with defined outputs leading to results specified in the Terms of Reference
Activity Schedule
A schedule (either a graph or a description of activities) setting out the timing, sequence and duration of project activities, identifiying milestones for monitoring progress nad assigning responsibility for achievement of milestones
Addendum
A document modifying the terms and conditions of a contract
Advance Payment
Payment made within a predetermined period after the contract signature.
Aid Co-ordination
A set of activities and mechanisms developed by a recipient government, whose objective is to maximise the impact of international assistance on the recipient country's economic and social development, matching its strategy and sector priorities. In Croatia the coordination is done at the level of the Government's Permanent Working Group.
Allocation
Budget earmarked by a donor government, organisation or institution for a certain period of time, in favour of a beneficiary country or organisation to develop certain assistance project(s) or programme(s).
Analysis of Objectives
Identification and verification of future desired benefits to which the beneficiaries attach priority. The output of an analysis of objectives is the objective tree/hierarchy of objectives.
Analysis of Strategies
Critical assessment of the alternative ways of achieving objectives, and selection of one or more for inclusion in the proposed project.
Appraisal
Analysis of a proposed project to determine its merit and acceptability in accordance with established criteria. This is the final step before the project is agreed for financing. It checks that the project is feasible against the situation on the ground that the objectives set remain appropriate and those costs are reasonable. Term often synonymously used for Feasibility study/Ex-ante evaluation.
Assessment
A review undertaken during and after project's lifetime to determine whether immediate objectives were achieved.
Assumptions
External factors which could affect the progress or success of the project, but over which the project manager has no direct control. They form the 4th column of the logframe, and are formulated in a positive way, e.g.: " Reform of penal procedures successfully implemented".
Beneficiaries
Are those who benefit in whatever way from the implementation of the project. Distinction can be made between: (a) Project partners/direct beneficiaries: those who are supported by EC funds in order to manage design and implementation of a project, i.e. usually: ministries, implementation agencies; (b) Intermediate beneficiaries: those who are supported within the project in order to better perform services to the target group(s), e.g. agricultural extension staff, benefiting from training measures to better perform their advisory services to "female and male members of farm households"; (c) Target group(s): the group / entity who will be positively affected by the project at the Project Purpose level and with whom the project will work very closely, e.g. the "female and male members of farm households" in case of the above extension project; (d) Final beneficiaries: those who, beyond the level of the target groups, benefit from the project in the long term at the level of the society or sector at large, e.g. "children" due to increased spending on health and education, "consumers" due to improved agricultural production and increased export earnings from improved agricultural production and marketing.
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TERM:
DESCRIPTION:
Beneficiary country
The country or state outside the European Union, with which the European Communities have an agreed programme of co-operation.
Call for proposals
A public invitation by the Contracting Authority for the submission of project proposals by clearly identified types of applicants and within the framework of a specific EU policy programme (applicable for grant procedures).
Candidate
Any natural or legal person or group thereof applying to take part in a restricted tender procedure/call for proposals.
Central Finance and Contracting Agency - CFCA
An implementing body of the Decentralised Implementation System (DIS) in charge of tendering, contracting and payments for EC funded decentralised projects. For these projects the technical implementation is carried out by a Senior Programme Officer.
Centralised Implementation System
Implementation system in which procurement and management of EC funded programmes is carried out by EC Headquarters (Brussels) on behalf of the Government of the beneficiary country.
Commission of the European Communities
The executive arm of the European Union with powers of initiative, implementation, management and control. It is the guardian of the Treaties and the embodiment of the interests of the Community. It is composed of twenty independent members, including a President and two Vice-Presidents. It is appointed for a five-year term, by agreement among the Member States, and is subject to a vote of appointment by the European Parliament, to which it is answerable, before it can be sworn in. The Commissioners are assisted by an administration made up of Directorates General and specialised departments whose staff are divided mainly between Brussels and Luxembourg
Commitment
A commitment is a formal decision taken by the Commission to set aside a certain amount of money for a particular purpose. No expenditure can be incurred in excess of the authorised commitment.
Conditionality
A set of decisions or actions required by the donor as a pre-requisite to a positive decision to funding a particular project or programme of assistance or for starting the project.
Conflict of interest
Any event influencing the capacity of a candidate, tenderer or consultant/supplier/contractor to give an objective and impartial professional opinion, or preventing it, at any moment, from giving priority to the interests of the Contracting Authority. Any consideration relating to possible contracts in the future or conflict with other commitments, past or present, of a consultant/ supplier/contractor. These restrictions also apply to any sub-contractor and employees of the consultant/supplier/contractor as well as the employees of the Contracting Authority.
Consortium
A grouping of eligible natural and legal persons which submits a tender or application to a tender procedure or a Call for Proposals. It may be a permanent, legally-established grouping or a grouping which has been constituted informally for a specific tender procedure or Call for Proposals. All members of a consortium (i.e., the leader and all other partners) are jointly and severally liable to the Contracting Authority.
Consultant
A public or private organisation, consortium or individual with whom the Contracting Authority enters into a service contract. A firm, consortium or individual to whom a service contract is awarded.
Contract
An agreement with specific terms between two or more persons or entities in which there is a promise to provide services and/or supplies in return for a valuable benefit known as consideration.
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TERM:
DESCRIPTION:
Contract award procedure
The procedure followed by the Contracting Authority to identify a consultant/supplier/contractor/ beneficiary to provide defined services/supplies/works/grants and conclude a contract with them.
Contract budget
A breakdown of costs of performing the contract. The total of these costs is the contract value.
Contracting Authority
The party concluding the contract. Depending on the implementation system (CIS, CDIS, DIS) the Commission, a public administration body of the beneficiary country or a private legal person
Contractor
The public or private organisation, consortium or individual with whom the Contracting Authority enters into a contract. The firm, individual or consortium to which a contract is awarded.
Cost
Costs are translation into financial terms of all identified resources ("Means").
Day
Calendar day
Decentralisation
Partial transfer of responsibility for managing assistance programmes from EC Headquarters (Brussels) to the authorities of the beneficiary country, covering the implementation phase of the project cycle.
Decentralised Implementation System (DIS)
Implementation System of the EC external aid programmes where part of the management and responsibilities have been transferred to the Partner Country whilst the Commission retains the final responsibility under the EC Treaties.
Deconcentration
Transfer of responsibility for managing assistance programmes from the EC Headquarters (Brussels) to the EC Delegation in the beneficiary country, covering all phases of the project cycle.
Description of the Operation
A detailed description of a proposed project and its various activities (preparation, implementation, evaluation, etc.)
Direct Award
The award of one or more grants without organising a call for proposals. A direct award is only appropriate under certain special circumstances and must always be the subject of an evaluation report.
Directorate General for External Relations (DG RELEX)
Directorate General of the European Commission in charge of co-ordinating external relations activities of the Commission and giving policy orientations to the assistance programmes.
EC
European Commission
EC HQ
European Commission Headquarters in Brussels
EC Services
A common term describing the European Commission and its General Directorates
European Commission Delegation
Hierarchically a part of the Commission structure, Delegations are promoting the Community’s interests as embodied in the common policies, chiefly the common commercial policy, but also many others, including the agricultural, fisheries, environmental, transport and health and safety policies. It also means involvement in areas such as Justice and Home Affairs, in which the European Community does not have exclusive powers. In addition, Delegations play a key role in the implementation of external assistance. Delegations also play an increasing role in the conduct of the Common Foreign and Security Policy, providing regular political analysis, conducting evaluations jointly with Member State Embassies and contributing to the policy making process. Finally, Delegations provide support and assistance as necessary to the other institutions and actors of the EU. In all these areas, Delegations serve an increasingly important information function as well, providing background and updates on European integration and EU policies to host governments and administrations, media, academia, business circles and civil society.
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TERM:
DESCRIPTION:
Effectiveness
An assessment of the contribution made by results to achievement of the project purpose, and how Assumptions have affected project achievements.
Efficiency
The fact that results were obtained at reasonable cost, i.e. how well inputs/means have been converted into Results, in terms of quality, quantity and time, and the quality of Results.
Eligibility Criteria
A set of conditions for a candidate to be allowed to take part in a tender/call for proposasl and to be awarded an EC funded contract. Nationality and origin are the main ones.
EuropeAid Cooperation Office
Directorate General of the European Commission in charge of implementing and monitoring external aid instruments of the European Commission which are funded by the European Community budget and the European Development Fund (EDF).
European Union
Economic and political association of 27 European countries.
Evaluation
A periodic assessment of the efficiency, effectiveness, impact, sustainability and relevance of a project in a context of stated objectives. It is usually undertaken as an independent evaluation of the background, objectives, results, activities and means deployed, with a view to drawing lessons that may guide future decision-making.
Evaluation Committee
A committee made up of an odd number of voting members, appointed by the Contracting Authority, and possessing the necessary technical, linguistic and administrative capacities to give an informed opinion on tenders or grant applications.
Evaluation Phase
The final phase of the project cycle during which the project is examined against its objectives, and lessons are used to influence future actions.
Expert
A person engaged by a contractor to provide the relevant expertise required for the proper performance of a contract.
Explanatory note
A summary, prepared by the Contracting Authority in a predesigned format, attached to the front of a contract or addendum dossier explaining to the reader the purpose and background of the proposed contract or dossier.
Expression of interest
A document, in a pre-designed format, completed by companies who, following the publication of a procurement notice for a restricted service tender procedure (in the Official Journal of the European Communities and on the web page of the EuropeAid Cooperation Office), wish to be considered for the shortlist for a project.
Feasibility
Assessment on whether the project objectives can be really achieved.
Feasibility Study
A feasibility study, conducted during the Appraisal Phase, verifies whether the proposed project is well-founded, and is likely to meet the needs of its intended target groups / beneficiaries. The study should design the project in full operational detail, taking account of all policy, technical, economic, financial, institutional, management, environmental, socio-cultural, gender-related aspects. The study will provide the European Commission and partner government with sufficient information to justify acceptance, modifications or rejection of the proposed project for further financing.
Fee-based contract
A contract under which the services are provided on the bases of fixed fee rates.
Final payment
Payment of the balance of the final certified contract value.
Financial Offer
The part of a tender which contains all financial elements of the tender, including its summary budget and any detailed price breakdown or cash flow forecast required by the tender dossier.
Financing Agreement
The document signed between the European Commission and the partner country or countries subsequent to a financing decision. It includes a description of the particular project or programme to be funded. It represents the formal commitment of the European Union and the partner country to finance the measures described.
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TERM:
DESCRIPTION:
Financing Decision
The European Commission’s decision to adopt the measures proposed in the Financing Proposal, taken after the opinion of the IPA Management Committee.
Financing Phase
The fourth phase of the project cycle during which projects are approved for financing.
Framework
The general rules and conditions European Commission with the governing the cooperation of the beneficiary country concerned, which are the legal basis for the implementation of all assistance operations in that country.
Framework Contract
A fixed-term contract of a limited value (up to € 200,000.00) awarded by a special procurement procedure. EC periodically chooses contractors for various types of services and publishes lists thereof.
Framework Contractor
A company or a consortium chosen by the EC to provide services under the Framework Contract
Gender
The social differences that are ascribed to and learned by women and men, and that vary over time and from one society or group to another. Gender differs from sex, which refers to the biologically determined differences between women and men.
Gender Analysis
EU policy on gender mainstreaming in development co-operation requires the integration of gender analysis at macro, meso and micro levels, throughout the project cycle. A gender analysis allows the identification and integration of the dynamics of change in a given situation, as well as the monitoring of their evolution, particularly in relation to the disparities between women and men. A gender analysis includes attention to: the different roles (productive, reproductive, decision-making) of women and men; their differential access to and use of resources and their specific needs, interests and problems; and the barriers to the full and equitable participation of women and men in project activities and to equity between women and men in the benefits obtained
Gender Equality
The promotion of equality between women and men in relation to their access to social and economic infrastructures and services and to the benefits of development is vital. The objective is reduced disparities between women and men, including in health and education, in employment and economic activity, and in decision-making at all levels. All programmes and projects should actively contribute to reducing gender disparities in their area of intervention.
General Conditions
The general contractual provisions setting out the administrative, financial, legal and technical clauses governing the execution of all contracts of a particular type (services, supplies, works or grants).
Grant
A direct payment of a non-commercial nature to a specific beneficiary to implement an action (or in some cases to finance part of its budget) in order to promote an EC policy aim.
Grant Application
A project proposal following a standard application form in response to an EC call for proposals.
Grant Beneficiary
The recipient of a grant.
Grant Programme
A programme which determines the objectives and scale of assistance in the form of grants for actions promoting EC policy aims
Guidelines for Applicants
Document explaining the purpose of a Call for Proposals for grants. It includes the rules regarding who may apply, the types of actions and costs which may be financed and the evaluation criteria. It also provides practical information on how to complete the application form, which annexes are required, and procedural and contractual rules.
Hierarchy of Objectives
A diagrammatic representation of the proposed project intervention planned logically, following a problem analysis, showing a means to end relationship. Synonym: Objectives tree.
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TERM:
DESCRIPTION:
Identification Phase
The second phase of the project cycle. It involves the initial elaboration of the project idea in terms of objectives, results and activities, with a view to determining whether or not to go ahead with a feasibility study.
Impact
The effect of the project on its wider environment, and its contribution to the wider sectoral objectives summarized in the projects Overall Objectives, and on the achievement of the overarching policy objectives of the EC.
Implementation Phase
The fifth phase of the project cycle during which the project is implemented, and progress towards achieving objectives is monitored.
Inception Phase
The period from project start until the writing of the inception report. During this phase, an assessment of the ToR is carried out and the course of project implementation is elaborated.
Inception Report
Report produced at the end of the inception period, which updates the project design and/or the terms of reference and sets the work plan for the rest of the project.
Integrated approach
The consistent examination of a project throughout all the phases of the project cycle, to ensure that issues of relevance, feasibility and sustainability remain in focus.
Intervention Logic
Letter sent to selected candidates when using a restricted or simplified procedure inviting them to submit a tender.
Joint Monitoring Committee
A committee, consisting of NAC, PAO and the Commission representatives, in charge of the review of the IPA programmes. The NAC and the EC Delegation will jointly chair the JMC (in a decentralised implementation system).
Logical Framework Approach (LFA)
A methodology for planning, managing and evaluating programmes and projects, involving stakeholders analysis, problem analysis, analysis of objectives, analysis of strategies, preparation of logframe matrix and activity and resource.
Logical Framework Matrix (Logframe)
The matrix in which a projects intervention logic, assumptions, objectively verifiable indicators and sources of verification are presented.
Means
Means are physical and non-physical resources (often referred to as "Inputs") that are necessary to carry out the planned activities and manage the project.
Milestones
A type of Objectively Verifiable Indicators (OVI) providing indications for short and mediumterm objectives (usually activities) which facilitate measurement of achievements throughout a project rather then just at the end. They also indicate times when decisions should be made or action should be finished.
Monitoring
The systematic and continuous collecting, analysis and using of information for the purpose of management and decision-making.
Most Economically Advantageous Tender
The tender regarded as the best according to the criteria laid down for the contract in question e.g. quality, technical properties, aesthetic and functional qualities, after-sales service and technical assistance, delivery date or performance period and the price. These criteria must be published in the procurement notice or stated in the tender dossier.
National Aid Coordinator ( for EU assistance)
The State Minister responsible for EU affairs, in charge of the programming within the recipient country. The NAC also ensures a close link between the SAp and the use of Community financial assistance, and is responsible for the monitoring and assessment of the decentralised EC programmes.
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Negotiated procedure
Procedure without prior publication of a procurement notice, in which the Contracting Authority consults the candidate or candidates of its choice and negotiates the terms of the contract with one or more of them.
Objective
Description of the aim(s) of a project or programme.
Objective tree
A diagrammatic presentation of a hierarchy of objectives of a given programme describing their means/ends relationship following a problem analysis.
Objectively Verifiable Indicators (OVI)
Measurable indicators that will show whether or not objectives have been achieved. OVIs provide the basis for designing an appropriate monitoring system.
Open procedure
Procedure in which any natural or legal person or group thereof may submit a tender in response to a procurement notice.
Output
Partial or consolidated product of an activity undertaken in the framework of a project.
Overall objectives
They explain why the project is important to society, in terms of the longer term benefits to final beneficiaries and the wider benefits to other groups. They also help to show how the programme fits into the regional / sectoral policies of the government / organizations concerned and the EC, as well as into the overarching policy objectives of EC co-operation. The Overall Objectives will not be achieved by the project alone (it will provide a contribution to the achievement of Overall Objectives), but will require the contributions of other programmes and projects as well.
Ownership
A general project management term describing the active participation of the recipient institutions in a beneficiary country within the framework of a particular project to ensure legitimacy, responsibility and sustainability of the project.
Man Day
A working day of 8 hours.
Man Month
A man month consists of 22 working days.
PIU
Project Implementation Unit The unit within a government institution responsible for the preparation and technical implementation of EU funded projects. Within its institution PIU is directly answerable to SPO. PIU closely cooperates with the EC Delegation and Coordination Directorate during project preparation and with the Contracting Authority (EC Delegation or CFCU depending on the implementation system) during project implementation
Policy Agenda
A set of policies implemented by a government or an organisation
Politics
The activities involved in getting and using power in public life and being able to influence decisions that affect a country or a society.
Practical Guide to EC External Aid Contract Procedures
The European Commission’s guide on procurement and contracting procedures and rules which apply to EC external aid contracts.
Pre-feasibility study
The pre-feasibility study, conducted during the identification phase, ensures that all problems are identified and alternative solutions are appraised, and selects a preferred alternative on the basisof Quality Factors. The study will provide the European Commission and partner government with sufficient information to justify acceptance, modification or rejection of the proposed project for further appraisal.
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DESCRIPTION:
Pre-conditions
Conditions, known to all parties, that have to be met before the project can commence.
Problem Analysis
A structured investigation of the negative aspects of a situation in order to establish causes and their effects.
Problem tree
A diagrammatic presentation of a hierarchy of problems describing their cause/effect relationship.
Procurement notice
A document in a pre-designed format published by the Contracting Authority launching a tender. It is compulsorily published in the Official Journal of the European Communities. It also appears in the tender database on the EuropeAid web site.
Programme
A series of projects with a common overall objective(s).
Programme Authorising Officer (PAO)
An official of the national administration responsible for the implementation of all or part of a programme managed under DIS. The Minister of Finance and the Minister for European Integration jointly nominate the PAO and this nomination must be formally communicated to the European Commission. The PAO is responsible for the operations of the CFCU and for the sound financial management of the projects to be implemented in a decentralised manner.
Programming Phase
The first phase of the project cycle during which the Indicative Programme is prepared.
Progress report
An interim report on progress of work on a project submitted by the project management / contractor to the partner organization and the Commission within aspecific timeframe. It includes sections on technical and financial performance. It is usually submitted quarterly.
Project
A series of activities with set objectives, designed to produce a specific outcome within a limited time frame
Project Cycle
The project cycle follows the life of project from the initial idea through to its completion. It provides a structure to ensure that stakeholders are consulted, and defines the key decisions, information requirements and responsibilities at each phase so that informed decisions can be made at each phase in the life of a project. It draws on evaluation to build the lessons of experience into the design of future programmes and projects.
Project Cycle Management (PCM)
A methodology for the preparation, implementation and evaluation of projects and programmes based on the integrated approach and the logical framework approach.
Project Fiche
The document in a pre-designed format prepared by the national authorities of the beneficiary country setting out comprehensive information on the background, expected beneficiaries, objectives, relation to other donors or projects, main activities, budget and duration of the proposed project. For a particular year all project fiches along with the respective logframes are annexed to the Financing Proposal, which is submitted to the CARDS Management Committee.
Project idea
The initial stage of a project generally based on the identification of a problem and determination of its possible solution.
Project Manager
The person responsible for monitoring the implementation of the contract on behalf of the Contracting Authority.
Project Purpose
The central objective of the project. The purpose should address the core problem, and be defined in terms of sustainable benefits for the target group's). There should only be one Project Purpose per project.
Quality Factors
Criteria that are known to have had significant impact on the sustainability of benefits generated by projects in the past, and which have to be taken into account in the design and implementation of each project (previously "Sustainability Criteria"): ownership by beneficiaries, policy support, economic and financial factors, socio-cultural aspects, gender, appropriate technology, environmental aspects, and institutional and management capacity.
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Relevance
The appropriateness of project objectives to the real problems needs and priorities of the intended target groups and beneficiaries that the project is supposed to address, and to the physical and policy environment within which it operates.
Resource Schedule
A breakdown of the project budget where means and costs are linked to activities, and detailed for a given period of time.
Restricted Procedure
Procedure in which, after publication of a procurement notice, only candidates invited by the Contracting Authority may submit a tender.
Results
Results are direct consequences of outputs.The combination thereof achieves the purpose of the project.
Risks
External factors and events that could affect the progress or success of the project, and that are not very likely to hold true. They are formulated in a negative way, e.g.: "Reform of penal procedures fails".
Senior Programming Officer ( SPO)
An official of the national administration (line ministry/agency) in charge of the technical implementation of the projects.
Service Contract
A contract between a service provider and the Contracting Authority for the provision of services such as technical assistance or studies.
Service provider
Any natural or legal person offering its services.
Shortlist
List of companies who submitted expressions of interest in bidding for a contract following the publication of a procurement notice, who were selected by a Shortlist Panel set up by the Contracting Authority to take part in a tender.
Simplified procedure
Procedure without prior publication of a procurement notice, in which only candidates invited by the Contracting Authority may submit a tender.
Special Conditions
Clauses specific to the contract laid down by the Contracting Authority as an integral part of the contract, including amendments to the General Conditions.
Stabilisation and Association Agreement (SAA)
The agreement between the European Community and its Member States and the relevant South-Eastern European government setting out a framework for close cooperation in the political and institutional stabilisation in the South- Eastern Europe and for the promotion of economic and trade relations.
Stakeholder Analysis
Identification of all stakeholder groups likely to be affected by the proposed intervention; the identification and analysis of their interests, problems, potentials, etc. The conclusions of this analysis are then integrated into the project design.
Stakeholders
Any individuals, groups of people, institutions or firms that may have a relationship with the project / programme are defined as stakeholders. They may - directly or indirectly, positively or negatively - affect or be affected by the process and the outcomes of projects or programmes.
Steering Committee
A committee of beneficiaries and/or stakeholders established to guide or supervise an assistance project.
Supplies
All items which the supplier is required to supply to the beneficiary, including, where necessary, service such as installation, testing, commissioning, provision of expertise, supervision, maintenance, repair, training and other such obligations connected with the items to be provided under the contract.
Supply Contract
A contract between a supplier and the Contracting Authority for the purchase, lease, hire or hire-purchase (with or without the option to buy) of goods. It may also cover such tasks as installation, servicing, repairs, training and after-sales service.
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Sustainability
The likelihood of continuation in the stream of benefits produced by the project after the period of external support has ended.
SWOT Analysis
Strategic planning tool for analysis of the competitive position of an organization, country or region. SWOT stands for Strengths and Weaknesses, and external Opportunities and Threats.
Target group
The group / entity who will be positively affected by the project at the Project Purpose level.
Technical Offer
The part of the tender which contains all non-financial elements of the tender dossier, i.e. all elements other than the financial offer which are required by the tender dossier. The technical offer must not contain any financial indications.
Tender dossier
The dossier compiled by the Contracting Authority and containing all the documents needed to prepare and submit a Tender.
Terms of Reference (ToR)
A document drawn up by the PIU defining the tasks required of a contractor and indicate project background and objectives, planned activities, expected inputs and outputs, budget, timetables and job descriptions.
Twinning
An instrument developed the European Commission whereby Member States' Public administrations develop partnership with counterpart’s public administrations in applicant or partner countries. Under a twinning project, Member states' civil servants are seconded to serve as advisers in the counterpart administration of the partner country. The Twin Member States' administration is selected after a competition among administrations of several Member States.
Work plan
The schedule that sets out the activities and resources necessary to achieve a projects results and purpose.
Works contract
A contract between a construction firm and the Contracting Authority for the execution of works or the building of a structure.
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European Funds for Croatian Projects A Handbook on Financial Cooperation and European Union Supported Programmes in Croatia
Authors: Slađana Novota, Ivana Vlašić, Rumiana Velinova, Kiril Geratliev, Olga Borissova © Central Office for Development Strategy and Coordination of EU Funds, 2009 ISBN 978–953–7443–09–2
Central Office for Development Strategy and Coordination of EU Funds Radnička cesta 80/V 10000 Zagreb, Croatia Tel.: (+ 385 1) 4569 179 Fax: (+ 385 1) 4569 150 E-mail:
[email protected] http://www.strategija.hr
