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A project funded by the European Union

A project funded by the European Union. Government of the Republic of Serbia European Integration Office. PROJECT PREPARATION FACILITY PPF5 BASIC TRAINING FOR SEIO STAFF BELGRADE JANUARY 22-24. Intro. Before I speak, I’ve got something very important to say. Groucho Marx.

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A project funded by the European Union

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  1. A project funded by the European Union Government of the Republic of SerbiaEuropean Integration Office PROJECT PREPARATION FACILITY PPF5 BASIC TRAININGFOR SEIO STAFF BELGRADE JANUARY 22-24

  2. Intro Before I speak, I’ve got something very important to say Groucho Marx

  3. A project funded by the European Union Government of the Republic of SerbiaEuropean Integration Office PROJECT PREPARATION FACILITY 1. BASICS ABOUT PCM BELGRADE JANUARY 22-24

  4. TIME A PROJECTIS ANY ENDEAVOUR WHICH HAS A BEGINNING AND AN END PROJECT MANAGEMENT IS ABOUT MAKING THINGS HAPPEN (MANAGING THE CHANGE) QUALITY MONEY SCOPE

  5. A definition… PCM describes theoperational management anddecision-making proceduresused during the life-cycle of a projectincluding key tasks, roles and responsibilities, key documents and decision options ...

  6. Evaluation Identification Implementation Formulation Financing Programming

  7. Programming Programmingis the process of drawing up annual or multi-annual programmes which define funding priorities for individual financing instruments such as IPA. The duration of programmes is linked to the 7-year EU budget cycle; i.e. 2007-13 for IPA I and 2014-20 for IPA 2 Identificationis the process of identifying project ideas for further detailed preparation. Projects must be identified within the framework of the existing strategic programming documents. The identification stage is concluded by an EC approved project list equal to the annual funding available. Formulationstage consists of the preparation of Sector Support Actions and their appraisal. Individual proposals for Sector Support Actions are prepared by beneficiary institutions in “Action Documents”. Action Documents are submitted for appraisal to DG ELARG, which in turn sends them to all relevant EC services for inter-service consultation. The formulation stage is concluded when final Action Documents, together with supporting annexes, are submitted to the EC services for approval. Financingcovers the drafting of a “Financing Proposal”covering all submitted Action Documents. Upon the favourable opinion from the IPA Management Committee an “Implementing Decision” is taken by the EC to accept the Financing Proposal. This is turned into a “Financing Agreement” signed by the EC and the NIPAC that includes the technical and administrative provisions for project implementation. Implementationcan start once a Financing Agreement has been signed by both parties (i.e. the EC and the NIPAC). Actions are implemented by means of one, or more, contracts. Procedures for tendering and contracting services, supplies, works and grants are detailed and accurately specified. An integral part of the implementation stage is project and programme monitoring. Monitoring is an essential part of day-to-day management. It provides information by which management can identify and solve implementation problems, assess progress and ensure that projects will achieve their programming objectives. Evaluationsare normally performed at a few fixed points in the lifetime of a project or programme and are carried out by external experts. Evaluation is concerned with impact (against programming objectives), relevance (in terms of the original problems identified) and sustainability (what will happen once the project /programme has ended).

  8. PCM ensures that: • projects are supportive of over-arching policy objectives of the EC and of development partners; • projects are relevant to an agreed strategy as well as to the real problems of target group/beneficiaries; • projects are feasible, meaning that objectives can be realistically achieved within the constraints of the given environment and capabilities of the implementers; • the benefits generated by projects are likely to be sustainable.

  9. The main principles of PCM: As per each phase of the cycle, decision making criteria/procedures are defined; All phases in the cycle are progressive - each phase should be completed for the next to be tackled with success New programming and project identification draws on the results of monitoring and evaluation as part of a structured process of feedback and institutional learning...

  10. OBJECTIVE OBJECTIVE PURPOSE OBJECTIVE PURPOSE RESULTS PURPOSE RESULTS ACTIVITIES RESULTS ACTIVITIES ACTIVITIES Interlocking logics PROGRAMME ACTION PROJECT

  11. TO BE REMEMBERED TO PROCREATE TO PROCREATE TO HAVE A FAMILY TO HAVE A FAMILY TO HAVE A FAMILY TO MARRY TO MARRY TO MARRY TO FALL IN LOVE TO FALL IN LOVE TO FLIRT Interlocking logics (funny example) LIFE COMMITTMENT AFFECTIONS

  12. Break… Either this man is dead… … or my watch has stopped. Groucho Marx

  13. More… If you've heard this story before, don't stop me, because I'd like to hear it again. Groucho Marx

  14. A project funded by the European Union Government of the Republic of SerbiaEuropean Integration Office PROJECT PREPARATION FACILITY 2. BASICS ABOUT LFA BELGRADE JANUARY 22-24

  15. LFA … when? Programming Analysis Phase Identification Project Phase Formulation

  16. Implementation Interim Phase Evaluation Final Phase Programming LFA … when?

  17. Analysis phase • Achieve a direct understanding • Set up a comprehensive picture of the situation • Identify main strengths, weaknesses, opportunities and threats (SWOT) • Identify main challenges to be addressed

  18. Analysis: the SWOT ENDOGENOUS FACTORS EXOGENOUS FACTORS Opportunities Uncontrolled positive factors/trends that may come to reinforce existing strengths and being exploited for development strategies Threats Uncontrolled factors/trends which may neutralize strengths negatively affecting development Strengths Existing resources conducive to improving welfare and competitiveness Weaknesses Negative factors, deficit of resources hampering development

  19. ENDOGENOUS FACTORS EXOGENOUS FACTORS Strengths a good level of higher education Weaknesses high unemployment rate among young people Opportunities incoming of young labour force Threats brain drain of qualified labour force

  20. Invest on high education toqualify young labour force Invest on high education to avoid brain-draining Minimise unemployment toavoid brain-draining Minimise unemployment toexploit young labour force

  21. YOUNG PEOPLE ARE PREPARED TO ENTER THE LABOUR MARKET ACTIVITY:VOCATIONAL TRAINING COURSES OBJECTIVE: YOUNG PEOPLE EMPLOYED Analysis: the stakeholders ACTOR: TRAINING INSTITUTION

  22. OBJECTIVE: LESS YOUNG PEOPLE UNEMPLOYED JOB PLACESINCREASE JOB INCENTIVES CHAMBER MUNICIPALITY MOBILITY DEVELOPS NEW REGULATIONS YOUNG PEOPLE ARE PREPARED TO ENTER THE LABOUR MARKET VOCATIONAL TRAINING COURSES TRAINING INSTITUTION JOB OPPORTUNITIES ARE DISSEMINATED INFORMATION DISSEMINATION EMPLOYMENT OFFICE

  23. Analysis: the problems

  24. Analysis: the objectives

  25. HRD LMP

  26. Project phase • Organise a suitable intervention logic • Quantify and qualify results • Asses external conditions and manage risks • Properly plan necessary inputs in a given time range

  27. Intervention logic

  28. + + + External conditions OBJECTIVE PURPOSE ASSUMPTIONS RESULT ASSUMPTIONS ACTIVITIES ASSUMPTIONS PRECONDITIONS

  29. + + + Less young people unemployed LMP respond to local circumstances Young people are sufficiently trained Job opportunities Increase quantitatively Available labour force Incentives to enterprises for creating new job-places Enterprises obtain incentives A partnership protocolis countersigned

  30. Sometimes it is very difficult to put objectives in operational terms, but efforts should always be made to find quantifiable, qualitativeand verifiableindicators Objectively verifiable indicators (OVI) SMART

  31. SURVEYS INTERVIEWS STATISTICS REPORTS RECORDS Sources of verification (SoV) COST Sources of verification should be assessed for accessibility, reliabilityand relevance. THERE IS A DIRECT RELATIONSHIP BETWEEN THE COMPLEXITY OF A S.o.V. AND ITS COST COMPLEXITY

  32. The MATRIX!

  33. Reg. Stat. Officerecords Average age of the new workers Less young people unemployed Labour Chamber Survey X%Lab.Mkt. turnover Young people are sufficently prepared Suitable LMP Employm. Office’s register X% labour demand increase Available labour force More job opportunities Entrepreneurs obtain incentives Incentives to create new job-places GrantScheme A partnership protocol is countersigned

  34. Break… No man goes before his time … … unless the boss leaves the office earlier. Groucho Marx

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