Guidelines for managing ESF transnationality APRI

8/14/2019 Guidelines for managing ESF transnationality APRI

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Support services for the

implementation of

transnationality underESF OPs 2007-2013Strategic and operative guidelines for the

Managing Authority and Intermediate Bodies

MAY 2007


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TABLE OF CONTENTS

1 PRESENTATION OF THE OFFER..............................................................................3

1.1Characteristics of the offer...............................................................................3

1.2

Foreword.........................................................................................................3

2 OBJECTIVES OF THE OFFER................................................................................... 4

2.1General objectives...........................................................................................4

2.2Specific objectives...........................................................................................5

3 THE SERVICES ......................................................................................................6

3.1Evaluating transnationality ..............................................................................6

3.2Best practices in implementing transnationality ............................................. 10

3.3Assistance to the Managing Authority and Implementing Bodies..................... 14

3.3.1Management and Control system........................................................... 17

3.3.2Support to the programming of interventions......................................... 18

3.3.3Support to the preparation of calls for proposals.................................... 23

3.3.4

Monitoring of interventions ................................................................... 253.4Assistance to beneficiaries............................................................................. 27

3.4.1 Info services......................................................................................... 27

3.4.2Operational services.............................................................................. 32

3.4.3Training, Consulting and Technical support services............................... 35

4 METHODS AND TOOLS......................................................................................... 38

4.1Foreword.............................................................................................. ......... 38

4.2Planning........................................................................................................40

4.3Execution ...................................................................................................... 41

4.3.1Structure of the working group..............................................................41

4.3.2Organization chart ................................................................................ 41

4.4Quality control and management ................................................................... 41

4.5

Reporting and payment..................................................................................42

4.6Know-how transfer........................................................................................ 42

5 EXPERTS INVOLVED IN THE EXECUTION..............................................................42

6 COMPANY REFERENCES.......................................................................................43

6.1APRI Group references .................................................................................. 43

6.2Reference of the experts................................................................................48

7 ANNEX I: TRANSNATIONALITY INDICATORS ....................................................... 50


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1 PRESENTATION OF THE OFFER

1.1 Characteristics of the offerThe present offer is characterized by the following elements:

strong financial background of the APRI Group

consolidated experience in implementing ESF projects and in assistingPublic Administrations in managing ESF programmes

experts with broad knowledge of Equal issues

strong experience in managing transnational partnership

strong experience in planning, management , monitoring of transnationalprogrammes

access to wide EU network of potential project partners

established links with other ESF Managing Authorities

The writing of this offer has been coordinated by APRI Kft. and is the resultof the work of 4 senior ESF Experts: Jester Andrea, Leonardini Lisa, RiccomiFabrizio, Scataglini Michele.

1.2 ForewordCollaboration beyond established borders, be they organisational, national

or regional, has been a way to get access to information and new ideas, tostimulate and support innovation, and to acquire skills and means toimprove delivery for several centuries. It has been used as a way to foster alearning process that takes into account more perspectives than the obviousor already familiar and thereby contributing to furthering results beyondwhat was possible to foresee. In the context of public policy, learning fromthe experience in other countries or regions in an organised way,exchanging ideas, knowledge, know-how, and staff, and jointdevelopment, implementation, staffing and financing of operations

where an added value can be expected are simply tools for goodgovernance. In this context, benchmarking and peer reviews are examplesof instruments to achieve learning to improve operations, and when these

tools are used beyond national borders even more added value is created.

An example of this dynamic is the open method of coordination that

compares and shares between Member States performance measuredagainst common criteria and objectives whilst allowing for differentstrategies and ways to reach them. That is why the European Social Fund(ESF), the financial arm for realising the agreed objectives of the revised

Lisbon Strategy and the Community Cohesion Guidelines in the area ofemployment,promotes transnational and interregional cooperation.Integrating a transnational and interregional dimension to national or

regional initiatives also contributes to the strategy of building Europe from


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the ground along with other initiatives like exchange of trainers, staff orstudents. It supports the creation of an EU identity in addition to the

regional or national ones. Many of the reforms of structures and processesthat are required in Europe (as identified in the Lisbon agenda for example)are challenging; therefore support from all stakeholders and societal groups

concerned needs to be mobilised. Sharing a common base for the Europeanperspective is vital to generate this support.Although trans-national cooperation is not always easy, it can often be themost effective way of achieving results. This is because trans-nationalcooperation provides a tool for lateral thinking needed to innovate. As anincentive, and recognising the additional cost and time associated withtransnational cooperation, the ESF regulation makes such cooperation moreattractive by raising the level of co-financing by 10% for supportorganised under a dedicated priority axis or Operational Programme. Inorder to add value to the ESF, transnational and interregional actions need

to be done in a systematic and efficient way. It is important to underlinethat the trans-national dimension in the new ESF OPs should not simply be

established as an optional extra for a few actors.

The scope for trans-national co-operation in the new ESF programmes willbe broader than under EQUAL/CBC Programmes. This will allow for greatersharing of experience and expertise between a broad range of actorsincluding public authorities, social partners, organisations from the civilsociety and other interested initiatives and networks. Its important to startfrom previous lessons to evaluate the way in which transnationality hasbeen developed and the impact and added value to the innovation of theprocesses and outputs.

2 OBJECTIVES OF THE OFFER

2.1 General objectivesThe purpose of this report is to identify a complex set of services to supportthe national ESF Managing Authority in the programming, implementationand management of transnational and interregional co-operation in ESFprogrammes, and to show how added-value can be maximised. It reflectsexperience of past and present ESF interventions (EQUAL especially andCBC Programmes), which strongly supports the view that a transnationaldimension adds value to results.More in detail transnational activities are considered as the basis forinnovation and mainstreaming at horizontal and vertical level.This processwill be considered in all the aspects of this proposal and can be representedas follows:


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The service is going to address the following prioritary objectives:

1. To prove the importance of transnational and interregionalcooperation and the advantages deriving from its integration in ESFprogrammes. This will provide useful indications to decision makers ofESF strategies and priorities and will assure coherence with the Lisbonprocess and cohesion policy strategic Guidelines.

2. To identify, catalogue and make available good practices in

transnational cooperation that may be eligible to support under ESFProgramming 2007-2013. The identification of the most successfulexamples of cooperation provides decision makers with a set of tools

which are at the same time of strategic importance for innovation,dissemination and mainstreaming.

3. To assist the Managing Authority in the detailed planning,implementation and monitoring of the transnational aspects ofthe Operative Programme. The support is finalized at enhancing thesound management of the Programme, in respect of EU regulations,maximizing at the same time the efficiency and effectiveness of theadministrative action. New methodologies and tools for decision makingwill assure the inclusion of transnationality issues in the new ESF

Programme.

4. To support final beneficiaries of transnational projects withinformative tools (periodic reports, newsletters), operative tools

(operational manuals, best practices, practical examples), mentoring andpersonalized technical assistance (expert desk).

2.2 Specific objectivesThe specific and operative objectives that we intend to provide are:

1. Transnational cooperation measuring the added value and

competitive advantages on the basis of the experience gained throughthe transnational projects, bilateral partnerships among nationalauthorities, regional and thematic networks. The ground of research willbe the first round of national EQUAL experience and the potential andthe advantages gained through transnational cooperation.

2. Detailed list of the possible types of transnational cooperation thatmay be co-financed through ESF between 2007 and 2013.


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3. Identification of the implementing provisions at programme level definition of the contents of the Action Plan concerning transnationality,

of the calls for proposal and of a set of output, result and impactindicators measuring the specific aspects of transnationality, innovationand mainstreaming.

4. Operative support to final beneficiaries through the provision ofspecific services aimed at: facilitating transnational agreements, actionsand projects; maximizing the effects of transnational cooperation interms of added value and innovation of procedures and results ofnational projects; increasing the basic and specific competences of thoseorganizations that benefit of EU grants; supporting the potentialbeneficiaries in the research of an adequate level of transnationalpartnership.

3 THE SERVICES

3.1 Evaluating transnationalityDEFINITIONOFACTIVITIES

The evaluation of programmes of the EU Structural Funds is considered tobe an important constituent element of the decision-making procedure andis used in order to improve EU funded programmes and their management,as well as to enhance the effectiveness of structural assistance.

The fundamental objective of evaluation is the permanent improvement of

the effectiveness and the efficiency of programmes implemented by public

authorities. It is conducted to achieve, inter alia, the following objectives: specifying various effects of a programme or activities of an institution

meeting expectations of programme recipients and other partiesinterested in the institutions performance

improving quality of programmes

professional development of programmes/institutions managers

providing information essential for making decisions and an externalevaluation by supervising institutions, the society and the public opinion

providing answers to questions and commenting on criticism from theside of beneficiaries, the local society, the supervising public

administration, the general public raising a sense of responsibility for the programme among all parties

interested in its performance and effects

improving the performance of an institution managing and supervisingthe programme

enhancing and improving procedures for a democratic social dialogue,

activity, subjectivity, etc.


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When the data provided by the monitoring system are not sufficient toanalyze some of such aspects, it may be necessary to collect and analyze

further data at beneficiary level.

This is the case for the evaluation of the transnational components of theHungarian Equal experience 2004-2006. Therefore, the bidder will support

the MA in developing tools for data collection, gathering data and theirinterpretation.

METHODOLOGY

The following tools will be used:

Closed-ended questionnaires

Semi-structured interviews

Project sheet templates for the collection of data

Guidelines to illustrate for the illustration and explanation of the set of

indicators to final beneficiaries

Follows a sample of the above mentioned tools:

a) Evaluation grid

1) PROJECT n

1.1) ACTIVITIES WORK PLAN

ActionNumber1

Action State of the art Notes and comments tothe Action

1) The levels will be:

- not yet started- in progress- completed- not carried out

2)

3)

4)

1.2) DETAILED DESCRIPTION ABOUT THE EFFECTIVE EXECUTION OF THEACTIVITIES (COMPLETED AND IN PROGRESS): WHO, HOW, ETC .

The way this section should be compiled for the period is:

A) Action Number:

- who is doing what and how

- work in progress products referred to this action

- products already available referred to this action

1 Refer to the Action Number listed in the detailed Action Plan


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- issues/problems incurred during the execution of this action

- other comments or notes referred to this action

1.3) DETAILED DESCRIPTION OF THOSE ACTIVITIES THAT HAVE NOT BEEN CARRIED OUTAND HOW THIS AFFECTS THE PROJECT

The way this section should be compiled for the period is:A) Action Number:

- reasons why this activity (or part of it) has not been carried out

- how this will affect the project

b) Survey forms for Actions focused on transnationality (actions andprojects). Documental/desk research will be deployed to cataloguerelevant transnational actions and projects:

Project/action

Administrator body

(responsible organization)

Fund

Partners of the projects

Final target

(direct target)

Intermediate target

(indirect target)

Project objectives

Foreseen actions

Deadlines

Expected results

Innovation

Mainstreaming results

c) Auto-evaluation form

This form should be used to auto-evaluate the impact of the transnationalproject and the added value to the national activity and knowledges

Project Action Comments

Better understanding of different national legal and institutionalcontexts, relevant EU developments and increased awareness ofthe discrimination faced by disadvantaged target groups (e.g.asylum seekers, migrants, etc.)

Express a valuebetween 1 and 5with somecomments

Improved capacity within transnational partners demonstrated by


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Project Action Comments

improved quality, resources and awareness

Ability to transfer social innovations between contexts and

countries

Improved promotion of dissemination and transfer of innovative

results into policy and practice

Opportunity to develop a true European mindset and to foster theestablishment of formal and informal European networks

Improved performance supported by complementary work fromtransnational partners

For participating organisations - higher profile and credibility, reallearning and increased opportunity for direct exchanges ofexperience and products

Increased self-confidence and self-assurance amongst theindividuals involved

The following evaluation indicators may be used trough semi-structuredinterviews (with points ranking from 1 to 10):

Direct benefits Comments

It directly stimulates and supports innovation by encouragingsharing of research and technical and practical techniques andexperience

Express a valuebetween 1 and10 with somecomments

It is a cost-effective means ofvalidating and passing on learningand experience, avoiding unnecessary duplication of experimentalwork, and providing a broad basis for benchmarking.

It helps reinforce a European idea of culture, ideas, ideals and policies,

and provides an important European dimension to the pursuit of theLisbon Agenda.

It provides those participating in it with professional stimulus andconnects them with European and international networks.

It builds the capacity of participating organizations and of regionaland national administrations.

Indirect and associated benefits

It reinforces formal and informal sharing of ideas and experienceacross Member States. Participating organisations are encouraged to

reflect more widely on their work, and are better-informed aboutalternatives and comparable activities.

It helps improve communications between national, regional andsectoral groupings, and helps them reinforce their value-for-money

measures by developing the new means of comparison andbenchmarking.

It helps promote common standards and enables products and ideasto be validated more widely and at higher levels

It contributes to the wider objective ofbuilding Europe by providinga setting for cross-cultural debate and exchange.


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It helps reduce risk in social and policy innovation and thedevelopment of good practice by providing a context for real-timeexchange of information on successes and failures.

OUTPUTSOFTHESERVICE

Setting up of an evaluation system of transnational experiences andmeasurement of the first round of Equal experience in Hungary:

Creation of a set of tools for the evaluation and monitoring oftransnational experiences

Periodic reports for the evaluation of the impact and added value of thetransnational dimension of Equal Projects

Construction of an effective system of indicators for the self-evaluationon behalf of project owners

EXPECTEDRESULTS

Managing Authority

Increased understanding of the importance of transnational activitieswithin the programming and execution of SF Programmes

Measurement of the added value of transnational activities to nationalprojects and programmes managed by the Managing Authority

Increased programming and evaluation of intervention capacity of MA

Vertical mainstreaming of the concept that innovation of processes andresults and transnationality are strongly tied

Final Beneficiaries Increased understanding of the value transnationality

Efficient methodology to evaluate the impact of programmedinterventions in a transnational perspective

System of indicators for the self-evaluation of transnational projects

Increased international networking capacity

Increased capacity to work in networks and learning from othersexperiences

3.2 Best practices in implementing transnationalityDEFINITIONOFACTIVITIES

This activity aims at identifying the best forms of transnational andinterregional cooperation that may be eligible for ESF support between 2007and 2013.


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Art 3.6 of ESF regulation provides for transnational and interregionalactivities. Passed and current experiences in transnational cooperation

confirm that it is in the interest of Member States to programmetransnational and interregional interventions in the 2007-2013 financingframework.

Such elements represent a good starting point in order to prepare:

a cost-effective procedure to develop, test, apply and disseminate goodpractices

an occasion to create networks and partnerships of practical cooperation,exchange of experiences, results, knowledge, know-how and mutual

support among Member States at any level with the involvement of ESFMAs

The main partners within the framework of Equal transnational cooperationare projects with a similar aim and the implementation framework is set byEU guidelines. Despite to such situation, in 2007-2013 transnational andinterregional cooperation will have a broader scope in terms of involved

actors and financed activities, eligibility rules and management procedureswhich will be set at MS level.

Current and closed programmes have highlighted 4 levels of cooperation attransnational level:

cooperation between projects in different Member States

This type of support is well-known from the EQUAL Initiative, and relatesto support for an ESF funded project in, for example, France which hasformally agreed with another project in Germany or other additionalcountries to collaborate on a number of issues of mutual interest toenhance their own activities and performance, and perhaps producecommon results. For the ESF 2006-2013, this type of support can be

provided in a much more flexible way.

cooperation between national networks focused around a specificissue or problem

This type of support brings together individual stakeholders or groups ofthem from different countries or topics with a shared interest, or nationalgroupings and networks with a common affiliation such as socialpartners to collaborate on matters ranging from information exchange tocommon activities, products or policies)

cooperation between organisations or area based partnerships

This type of support includes twinning arrangements betweeninstitutions which facilitate providing each other with support inaddressing common issues relevant to ESF objectives and priorities. For example, in the capacity building priority, this type of support couldbe provided for twinning arrangements between Public AdministrationColleges, or to set up efficient structures and procedures for cooperationbetween health or emergency services in cross-border regions.

partnerships between national organisations such as MemberState ESF Managing Authorities in several MS


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Groupings of key experts and actors, like ESF Monitoring Committeemembers, meeting to share experience on ESF work and lessons learned

and thereby help advance the Lisbon process and national agendas andimprove coordination between Member States with regard toimplementation and other issues

METHODOLOGY

In general terms, a practice may be defined as best practice when for theeffectiveness of its results, the intrinsec quality and the contribution to thesolution of a need/problem, it matches the system of expectations.

The typical elements and requisites that a practice is required to have to benot only best, but also useful and worth disseminating, are:

adequacy and completeness of the project and implementation logical

framework

innovation, as the capacity of the project/model to generate innovativesolutions

repeatability

sustainability

The following tools will be used:

Desk research on Hungarian and EU experiences

Interviews with project coordinators and managers of transnationalissues

Templates for the collection and archiving of best practices

Reports, catalogues of best practices and manuals

Follows a sample template for the archiving of transnational best practices

1. Title of the project

2. Financing source, total eligible cost, grant

3. Location and year

4. Project promoter/owner (in case they are different)

5. Type of transnational activity:

Networking of services

Compared research

Joint service definition

Exchanges and Study visitis

Seminars, workshops

Common trainings

6. Description of the transnational activity

7. Target Group

Intermediate


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Final

8. Deployed methodologies

9. Involved networks

10. Tools used

11. Effects of the transnational activity (with particular reference to the concepts ofinnovation and mainstreaming)

12. Indicators of the transferability of the transnational action

13. available documentation

OUTPUTSOFTHESERVICE

Catalogue of best practices and models for the implementation and

management of transnational activities:

Identification and archiving of the best practices implemented at national

and EU level and creation of an Atlas of Innovative TransnationalCooperation (AITC) through the cataloguing of experiences and bestpractices of transnational cooperation by form of cooperation (DPs,cooperation agreements, protocols)

Identification of one or more cooperation models shared by Hungarianinstitutional stakeholders

Implementation and deployment of the models at Programme level(service 3.3 of the offer)

EXPECTEDRESULTS

Managing Authority

Available set of EU and Hungarian transnational best practices

Benchmarking of national best practices towards EU best practicestandards

Available technical tools for a scientific for the programming andevaluation of interventions in the light of best practices (concluded andin course of implementation)

Selection of the most effective models to implement TAMOPstransnationality

Vertical mainstreaming of the concept that innovation of processes and

results and the experimenting of national and European practices arestrongly linked

Final Beneficiaries

Increased competences and capacity of beneficiaries to use availabletools


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Increased operative competences and methodological skills in terms ofplanning of transnational activities

Increased capacity to use best practices as a benchmark and developefficient personalized actions

Available operative tools such as manuals and catalogues of bestpractices

3.3 Assistance to the Managing Authority andImplementing Bodies

According to ESF Regulation (EC1081/2006), transnational co-operation isan integrated feature of the ESF 2007-2013 and in particular art. 3 par.6states "The ESF shall also support transnational and interregional actions inparticular through the sharing of information, experiences, results and goodpractices, and through developing complementary approaches and

coordinated or joint action."

The programming option adopted in TAMOP foresees the integration oftransnational cooperation within all the "thematic" priorities of the OP and itis the task of the Managing Authority to establish an adequateimplementation mechanisms in order to ensure impact and efficientmanagement.

The Managing Authority as provided by Article 60 of 1083/2006/ECregulation, is in fact, responsible for managing and implementing theoperational programme in accordance with the principle of sound financialmanagement. By analyzing the specific tasks of the MA in the perspective ofimplementing transnational priority we are able to better define the scope of

intervention of our service offer:

Transnationality relevance

ActivitySpecific

Cross

Cutting

Co-ordinating the planning of the operational programmes andrelated documents, including the action plans

In this context it will establish the Operational ProgrammePlanning Co-ordination Committee (OPPCC) as a sub-committee of the Planning Operational Committee, with theparticipation of the ministries and regions concerned as well asexperts.

Ensuring that operations are selected for funding inaccordance with the criteria applicable to the operationalprogramme

Ensuring that there is a system for recording and storing incomputerised form accounting records for financial

management, monitoring, verifications, audits and evaluation


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Ensuring that beneficiaries and other bodies involved in theimplementation of operations maintain either a separateaccounting system or an adequate accounting code for alltransactions relating to the operation without prejudice tonational accounting rules.

Approving the calls for proposals and sample support

contracts, and approving decisions on project proposals.

Accepting and verifying the draw-downs and certificationreports prepared by the IB-s

Ensuring that the evaluations of operational programmes takeplace in line with the applicable regulations and participation inthe evaluation activities

Preparing and regularly updating the audit trail of the

operational programme

Ensuring that the certifying authority receives all necessaryinformation

Operating the monitoring committee of the operationalprogramme and supplying the required documents in order to

enable the monitoring committee to supervise

Taking responsibility for the compilation of annual and closingReports

Handing over to the European Commission the informationrequired for the evaluation of the large projects.

Co-ordinating the elaboration and modification of the actionplan

Checking that the action plan(s) applicable to theimplementation of the operational programme satisfy theformal and methodology requirements, and constancy with thecontent of the operational programmes, as well as

representing the regularity and implementation aspects of the

programmes.

Making proposals for the modification of the operationalprogramme.

Regularly monitoring the implementation of the operationalprogramme, measuring implementation with monitoringindicators, and taking all necessary interventions.

Supervising the implementation of the programmes referredinto its competence, ensuring their regularity and taking all

necessary interventions for that.

Maintaining relations with the competent director general ofthe European Commission in terms of matters related to theoperational programme(s).

Participating in the performance of tasks related to theinformation supply and publicity concerning the entire NHDPand operational programmes

Countersigning the multi-annual programming documents forimplementation.

Ensuring the management of the technical assistanceframework of the operational Programme.


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Managing system-level irregularities and making all necessarycorrections.

Therefore, we identify the following services, in order to support the MA of

TAMOP in an efficient management of transnationality issues. Such servicesintegrate and do not substitute the tasks which are fulfilled for undertakingnational operations:

Definition of the Management and Control System with reference totransnationality

Support to the programming of interventions

Support to the preparation of calls for proposals

Monitoring of interventions

Management

and controlPlanning Implementing Monitoring

Support to the MASupport to the MA

Management

and controlPlanning Implementing Monitoring

Support to the MASupport to the MA


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3.3.1Management and Control systemDEFINITIONOFACTIVITIES

Setting up an efficient and clear Management and Control System

represents a key issue for the lean execution of SF Programmes.

The organization of the bodies involved in the implementation of the ESF OPmust be oriented towards the clear and adequate division or responsibilitiesand of the structures/persons who are involved respectively in the ManagingAuthority, Certifying Authority, Audit Authority and Intermediate Bodies asdefined by art. 58 of Reg. 1083/2006.

More specifically the correct and efficient implementation of Structural

Funds Programmes is often threatened by a poor definition of roles,responsibilities, operative tools and procedures governing theprocesses and functions of programming, management, monitoring andcontrol.

The bidder will therefore support the MA, limitedly to the transnationalaspects of the OP, in defining organizational and operative roles and theresponsibilities in the stages of programming, management andimplementation of the Programme. Such provisions will enable leanexecution and assure a timely adoption of corrective or preventivemeasures.

METHODOLOGY

The bidder will analyze, in liaison with the competent staff of the ManagingAuthority and intermediate bodies, the current structure of the Management

and Control System and adopt the due modifications in order to optimize itsfunctioning, taking into consideration the new EU and national regulations.

Such activity will be formalized in an operative manual of procedures thatwill analyze, limitedly to transnational activities, the administrativeprocesses related to the competences of the Managing Authority and of theIntermediate Bodies.

This manual, besides containing suggestions for the definition of roles andfunctions related to transnationality, will include information with respectto:

integration of components

segregation of functions

assessment of risks

OUTPUTSOFTHESERVICE

Operative manual for Management and Control of Transnational activities

- Definition of processes


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- Definition of functions

EXPECTEDRESULTS

Increased capacity to implement transnational interventions

Increased Organizational capacity

Conformity with EU and national requirements

3.3.2Support to the programming of interventionsDEFINITIONOFACTIVITIES

The implementation of Structural Funds financed programmes is a complexprocess, strongly conditioned by the restraints set at EU level. The EURegulations strongly influence the management of interventions in terms of

duty burdens: decommitment, monitoring, management and controlsystems, auditing, audit trails, etc.

Detailed planning of interventions is therefore crucial and with thedisappearing of the Programme Complement, the most relevant document

becomes the Action Plan, which turns Programmes into Operations.

More specifically the Action Plans will contain the support instruments andrelated key information in relation to the priority axes within the OP for aterm of 2 years and determine:

plan schedule of the support instruments

the estimated budget

targets and target groups list of projects to be implemented without applications

list of large projects

In this section the bidder proposes a methodology for the identification ofthe contents of transnationality under each priority of the Action Plan. This

methodology will have to be integrated into the current status ofprogramming of the Action Plans at the time of execution of theassignment. This activity will be implemented liasing with the MA and theIBs directly involved.


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METHODOLOGY

Step 1: Definition of the framework

This activity is aimed at analyzing the elements that influence theprogramming of transnational interventions in Hungary. The key elementsare:

Context elements (regulationsand policies at EU and nationallevel)

Thematic priorities of TAMOP Policy needs as addressed in the National Reform

Programmes

Emerging Issues at EU level

Mainstreaming (horizontal and vertical) Innovation

Implementing Provisions

Draft TAMOP in terms of selected structure oftransnationality

Eligible activities according to ESF regulations

Eligibility rules of the OP

Best practices in transnational project implementation

(Par 3.2 of the offer) Mainstreaming (horizontal and vertical) Innovation

Potential Beneficiaries

Evaluation of Hungarian Equal Experience (Par 3. 1 ofthe offer)

Presence of Potential Beneficiaries Presence of Adequate Support Mainstreaming (horizontal and vertical) Innovation

Step 2: Identification of sub-priorities. What are we going to do?

This step is based on the context analysis and will enable to identify undereach priority the specific areas of intervention that will be addressed by

transnational projects. In other words this is a more detailed description ofthe contents of the OP.

Programme Level

Priority Sub-priority Detailed provisions

Promotingemployabilityand entry intothe labourmarket

Expanding services that promote integrationinto the labour market;

the improvement of the quality andeffectiveness of such services

Activation of the labour market, preventionand training

Social economy, innovative and localemployment initiatives and agreements

Expandingservices thatpromoteintegration intothe labourmarket:

- ..................

- ..................

Improvement ofAdaptability

Promoting access to training

Developing the system of institutionspromoting adaptation to the labour market

Developing the adaptability of organisations

Promotingaccess totraining

- ..................

- ..................


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Priority Sub-priority Detailed provisions

Provision ofhigh-quality

education andaccess for all

Supporting the penetration of competence-based education

Improving the system of public education,developing innovative solutions and co-

operation

combating the segregation of multiplydisadvantaged and Roma students,

the promotion of equal opportunities forthem in public education

Supporting the integration of student groupswith alternative or special

educational needs, realisation of interculturaleducation

Human resourcesdevelopment inhigh-standard

training,research andinnovation

Developing the quality of tertiary education

Launching a National Excellence Program

Strengthening co-operation between trainingand R&D in tertiary education

Step 3: Definition of the actions. How are we going to do it?

At this stage the bidder will support the MA in the identification of the mostappropriate ways to implement at transnational level each selected sub-priority:

a) implementing proceudre: 1) Large project, 2) Priority Project, 3)Single-round open tender, 4) Two-round tender, 5) Indirect support

b) scope of cooperation: 1) Cooperation at project level, 2) Cooperationbetween national networks, 3) Cooperation between organizations andpartnerships bsed on geographic level, 4) Partnerhsips among nationalorganizations as MS and MAs.

The following table will be prepared for each trasnational sub-priority,matching the best kind of transnational project and the most soundmechanism for implementation:

Partnerhsipsamong nationalorganizations as

MS and MAs

Cooperationbetween

organizationsand partnerships

bsed ongeographic level

Cooperationbetweennationalnetworks

Cooperation at

project level

Indirect supportTwo round

tenderSingle Round

tenderLarge projectPriority Project

EXAMPLE

Not advisableAdvisableHighly advisable

Expanding services that promote integration into the labour market

Partnerhsipsamong nationalorganizations as

MS and MAs

Cooperationbetween

organizationsand partnerships

bsed ongeographic level

Cooperationbetweennationalnetworks

Cooperation at

project level

Indirect supportTwo round

tenderSingle Round

tenderLarge projectPriority Project

EXAMPLE

Not advisableAdvisableHighly advisable

Expanding services that promote integration into the labour market


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While priority projects, are less problematic under the point of view ofimplementation, falling directly under the responsibility of the MA or of amandate body, the bidder will focus on the identification of animplementation mechanism for open calls in order to assure: 1) financing ofprojects that are consistent with TAMOPs strategy, 2) lean projectexecution, 3) financial expenditure of the Programme, 4) Innovation, 5)Mainistreaming.

Subsequently, concerning projects to be selected through calls for proposalsdecision will be taken through a SWOT analysis on the following options:

access to transnational resources will/will not be limited to beneficiariesof Tamop projects

transnational dimension will be/will not be a compulsory element in theexecution of Tamop projects

the project proposal must/must not ensure ad adequate partnership atnational level

the project proposal must ensure an adequate transnational partnership

eligible types of transnational cooperation will be selected according to amatrix matching field of cooperation and available best practices

Step 4: Allocation of financial resources.

Based on the previous steps and having regard to the potential clients of

transnational activities, the bidder will identify the financial resourcesnecessary under each priority, sub-priority, type of intervention, havingregard to the overall available budget and to the Equal and HEFOPexperiences on the capacity of expenditure of final beneficiaries. The outputof this activity is a financial plan elaborated per year and sub-priority,

Step 5: finalizing contents of the action plan

Identification of the priority and subpriority

Technical details

- Specific objectives

- Description of the priority and subpriority

- Eligible activities

Implementation

- Beneficiaries

- Target groups

- IB responsible for implementation


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- Procedures

Eligibility criteria

Selection criteria

Eligible costs

Contribution

Financial Plan


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OUTPUTSOFTHESERVICE

framework analysis

action Plans content related to transnationality for 2 years:

EXPECTEDRESULTS

Increased knowledge of socio-economic environment

Improved planning capacity

Clear plans at programme level

3.3.3 Support to the preparation of calls for proposalsDEFINITIONOFACTIVITIES

The inception stage of projects is one of the most crucial stages in theimplementation of SF Programmes. In detail, the preparation of publicprocedures and of the relative application forms represents and extremelydelicate moment in the management process of a Programme. Through the

action plans the MA will set the implementation procedures, in terms ofopen calls for proposals and priority projects, i.e. projects eligible forsupport without any application.

METHODOLOGY

For each implementation proceudre selected in the action plan (dedicatedcall/transnational elements of national calls) the bidder will support the MAand the IBs to:

define the detailed contents of calls

identify eligibility criteria with respect to transnational issues

identify selection criteria with respect to transnational issues

The key elements which will be taken into condieration are represented inthe following table:

Activity Relevant elements

Definition of contents of calls

objectives of the transnationality

sector of intervention beneficiary amount and intensity of contribution number of eligible proposals per applicant

eligible expenses

Definition of eligibilitycriteria

coherence with Tamop objectives and priorities

coherence with the contents of the action plan transnational dimension innovative dimension mainstreaming (horizontal/vertical)


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Activity Relevant elements

Definition of selectioncirteria

technical contents of the transnational project financial sustainability

technical-administrative feasibility of the transnationalissues

equal opportunities

transnational dimension innovative dimension mainstreaming (horizontal/vertical) partnership principle

Contents of the call:

beneficiaries

eligible activities (from ESF regulations)

- Exchange of information, know-how, expertise, results and goodpractice

- Exchange of people, e.g. between administrations, trainers, trainees,

stakeholders in labour market and social inclusion policies- Joint development to avoid duplication of efforts, or to benefit from

complementary work

- Review, assessment, adaptation and transfer of experience fromother countries

- Joint action, e.g. twinning between institutions and organisations.

eligibility criteria

selection criteria

eligible expenses

duties of benecifiaries

budget (as identified in the action plan)

procedures and timing

Eligibility criteria:

minimum number of promoters at national level

minimum number of transnational partners

identification of lead partner

presence of a cooperation agreement

Selection criteria:

The selection process is based on a set of objectively verifyable indicatorsand a scale of points that will allow an objective quantification with specificreference to the aspects of transnationaliy, innovation and mainestreaming.

The bidder, in cooperation with the MA will select an adequate set theindicators from those identified through activity 3.3.4 of this offer.


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The calls for proposals will indicate, moreover, the duties to which thebeneficiaries are subject with reference to information requirements,

phyisical, financial and procedural monitoring.

Finally, the eligibility criteria and selection criteria will be conveyed into acheck-list for the use of the IB staff in charge of the implementation of the

calls.

OUTPUTSOFTHESERVICE

definition of the transnational calls/ transnational contents of the calls

definition of transnational eligibility critera

definition of transnational selection cirteria.

Check-list for the evaluation and selection of projects

EXPECTEDRESULTS

Planning of the transnational calls for proposals

Increased effectiveness and efficiency in the use of transnational budget

Uniform approach for the use of IBs

Timely expenditure of budget

3.3.4 Monitoring of interventionsDEFINITIONOFACTIVITIES

Monitoring is the process of systematic collection of data concerning thephysical, financial and procedural implementation of the single projects andoperative programme serving as an essential tool for the control of theimplementation of Structural Funds cofinanced Programmes.

In line with Art. 59 point (1) of regulation 1083/2006/EC the ManagingAuthority of TAMOP is responsible for ensuring the presence of a system forrecording and storing records for each operation financed under theoperational programme and for controlling its implementation through anadequate system of monitoring indicators.

In order to carry out such task the Managing Authority elaborates a set of

indicators which enable the quantification of physical outputs, results andwhenever possible of the impact of interventions along with the financialcommitment and expenditure.

When planning the indicators the MA will have to consider the level ofconsistency with priorities and objectives; the quantifiability intended as thecapacity to fix target values; reliability and availability of such data. The

selection of the set indicators will be made taking into account:


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the possibility to collect data at beneficiary level

the functioning of the national monitoring system

the specific aspects of transnationality, innovation and mainstreaming tobe measured in terms of outputs, results and impacts

METHODOLOGY

Transnationality represents an effective tool for the achievement ofinnovation of processes an results and therefore a strong input for verticaland horizontal mainstreaming. The definition of a sound system ofindicators enables the achievement of significative and sensible results.

In order to build up a sound system of effective and real indicators thatallow the monitoring and evaluation of results within the framework of theprocess linking Transnationality Innovation Mainstreaming, it isnecessary to define the expected results and specific expectations of the

Managing Authority.Ideally, for each of the 3 above mentioned levels which constitute the coreobject of analysis the MA will be supported in the identification of a set of:

Physical indicators to measure the physical implementation of theinterventions of beneficiaries and the extent to which such interventionsreach the target objectives, by counting the outputs of financedprojects. Such indicators allow to collect quantitative information onprojects, final beneficiaries and target groups.

Result indicators to measure the direct effects of outputs in terms ofachievement of the specific objectives of a programme.

Impact indicators to refer to the effects of a Programme that are not

directly linked to the immediate consequences on direct beneficiaries.Two kinds of impacts are known: specific and global. Specific are those

impacts that take place in the medium-long term but are in directconnection with the actions undertaken. Global impacts are those longterm effects which concern a wider segment of the population.

Annex I includes a sample set of indicators for the measurement ofTransnationality through the Social Capital approach.

OUTPUTSOFTHESERVICE

Definition of the architecture of the system of indicators

- Indicators of transnationality, innovation, mainstreaming (output,result, impact)

- Measure Units

- Methods for the collection of data

Organizational aspects

- Data collection


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- Data processing

Explanatory manual

Identification of mandatory changes of the IT architecture for monitoringtransnationality

EXPECTEDRESULTS

Increased capacity in monitoring

Learning of Innovative approaches

3.4 Assistance to beneficiariesThis section identifies a set of services that the bidder will set up to assist

final beneficiaries for:

facilitating the creation and execution of agreements, the deployment ofactions and the performance of transnational projects

optimize the results of the transnational actions in terms of transferringan added value and innovation to national project practices and results

increase basic and specific competences of those organizations who willbenefit from EU funds in terms of basic knowledge, technicalcompetence, etc.

These services should be structured through a mix of informative, training,consulting and ongoing supporting services. It means that they will be

delivered through:

traditional informative tools like periodical reports, newsletters, etc.

guidelines, manuals and catalogues, etc.

online tools like databases, search engines, etc.

on site and online training

on site and online consulting and support

Services provided should be structured into different levels of detail sothat beneficiaries may easily find what they need and, on the other side,select the appropriate detail level

3.4.1Info servicesDEFINITIONOFACTIVITIES

The first level of assistance to final beneficiaries should be based oninformative channels and services. This means that a series of instruments


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will have to be implemented in order to provide relevant content andinformation to final beneficiaries.

Specifically, at an informative level, the following tools will have to beimplemented:

dedicated web site with open and private areas newsletter for registered members

reports for registered members

partner search service for registered members

METHODOLOGY

In terms of content preparation, the tools used to create the informationtools will be:

Web based content interfaces to type in content

Newsletter template in word to be filled in and then converted into PDF

Reports template in word to be filled in and then converted into PDF

Newsletters and reports will be published online but also delivered via emailthrough Mailing List groups.

In terms of delivery, the service provision to final beneficiaries will bearranged according to 2 main criteria: Push: the Managing Authority publishes a series of relevant information

based on its scale of priorities

Pull: the Managing Authority publishes relevant content based on the

requests of the final beneficiaires

OUTPUTSOFTHESERVICE

Web site:

- Public area will include:

o Brief description of goals and objectives of the web site

o Who is who

o Main services

o Public news: the detail of each news will be available only after

log-in

o Contact information

o Links

o Log in panel

- Private area will include:

o Members profile


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o Newsletter archive

o Reports archive

o Transnational Partner Search engine

o Download area: this area will include all relevant contents

developed by the Managing Authority in pdf format as well asexternal documents retrieved by the Managing Authority (EUdocuments, legislation, etc.)

o Online support services

o Partner search

Newsletter: the newsletter will be a pdf document delivered on a bi-monthly base to all subscribers and will include at least the followingsections:

- Funding Opportunities

- EU events

- Local and National events- Deadlines

- Main contacts

- Every 6 months the newsletter will include a thematic section whichaim is to provide some knowledge base to the final beneficiaries (i.e.:2007 country priorities on Structural Funds, etc. etc.)

Reports:

- Country reports with main economic and social data and otherrelevant information that should provide a framework to beneficiarieswho are choosing or have already chosen transnational partners for

their projects; this reports will be collected from the EU web Portaland may be integrated with additional information collected fromNational Agencies

- Thematic reports: every year the agency, based on the Action Plansand on other programming documents, will set the list of thematicpriorities which should be deepened in order to provide beneficiarieswith relevant information on it

- Project reports: based on closed projects or on intermediate projectreports and on the EU project database, these reports should provideexamples to final beneficiaries at different levels:

o Management approaches

o Thematic approaches

o Results obtained

o Project evaluation

o Etc.

Partner Search: based on the web site, the partner search is aninformative and operational database which should match requests andoffers in terms of transnational partnership needs. The matching result is


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a first level information which will be displayed on the web site in arestricted and sent to the interested parties through a web mail.

The grid that each organization will have to fill in (and to update) for thePartner Search could look like this:

Type of information Type of Field

Organizations name

Country Drop down list

Address

Contact person

Contact details

Organizations activity Drop down list

Organizations legal status Drop down list

Brief description of project for transnational partnershipLinguistic skills Drop down list

Type of cooperation to be developed through atransnational project

Drop down list

The search engine, which will be based on the template used by EqualProgrammes and customized according to the Hungarian needs, on the website for the Partner Search could be like this:

Fulltext search for: (search term)

Search

Basic filters

Country must be: Partners activity must be:

Austria

Belgium (f r & de)

Belgium (nl)

Cyprus

Drop down list (to be defined)

Activity of the partner must be: (

or

between conditions)

=

a lot (+++,++++)

Work placement=


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a lot (+++,++++)

=

a lot (+++,++++)

Search

Advanced filters

Partner must be:

Association w ithout legal form

Non-profit making organisation

Other

Partner Linguistic skills must be:

etina

dansk

Deutsch

eesti keel

Transnational co-operation intended or searched must be:

=a lot (+++,++++)

=anything (+ ? ++++)

=anything (+ ? ++++)

EXPECTEDRESULTS

Managing Authority

Timely delivery of relevant information

Cost efficiency in terms of product delivery

Reduction of direct contacts by final beneficiaries

Collection of contact information from final beneficiaries

Final beneficiaries

Timely delivery of relevant information

Easy to use contact interface with the Managing Authority


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Getting help in setting up the transnational partnership especially in thepreparatory phase and making the Trans-national Co-operation

Agreements;

Receive support where it is more difficult to identify partners

3.4.2Operational servicesDEFINITIONOFACTIVITIES

This level of service aims at providing final beneficiaries with tools thatshould support their daily activities before activating a transnational project,during the project delivery and after the project delivery.

This service should therefore provide final beneficiaries with

manuals

ready to use modules and templates case studies

All these operational tools should be downloaded from the web site.

Support will be provided online.

METHODOLOGY

In terms of content preparation manuals and case studies will be preparedin pdf files. A set of manuals will have to be prepared during theimplementation phase of the Managing Authority (one off shot manuals).Additional manuals will have to be implemented according to the needs andissues of final beneficiaries during the execution of their activities.

Modules and templates will be blank word, excel and Power Point files that

final beneficiaries may use for their project purposes. Even in this case a setof modules and templates will have to be developed during theimplementation phase of the Managing Authority. Additional modules andtemplates may be developed on demand.

Final beneficiaries will be provided also with a dedicated email address to besupported in the use of the file.

As the number of request increases, a dedicated FAQ section will beprepared to solve the main issues.

OUTPUTSOFTHESERVICE

Manuals:

- Good Transnational Partnerships: this manual should providefinal beneficiaries with guidelines and suggestions for searching andselecting good transnational partners. An index may include:


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o Introduction to transnational partnerships

o How to select good partners

o How to create good agreements with partners

o Strengths and weaknesses of working with transnational

partners- Accounting procedures: this manual should provide final

beneficiaries with technical guidelines on accounting processes withlinks to regulations and good practices. An index may include:

o Introduction to transnational project accounting

o Applicable transnational rules and laws

o Eligible costs

o Non eligible costs

o Accounting procedures: who does what and how

o Examples of accounting processes

o Links

- Transnational Project Management guidelines: this manualshould provide final beneficiaries with examples of projectmanagement structures, roles, functions, tools. An index mayinclude:

o Introduction to transnational project management

o Functions and roles

o Competences required

o Project management tools

o Main issueso Examples of project management procedures and organization

models

o Links

- Monitoring and evaluation schemes: this manual should provide

final beneficiaries with monitoring and evaluation schemes includingrole and functions of internal and external evaluation, typology ofindicators and tools to be used, examples of monitoring andevaluation reports. An index may include:

o Introduction to transnational project monitoring and evaluation

o How to implement a monitoring and evaluation strategy

o Indicators

o Tools

o Examples of monitoring and evaluation procedures and reports

o Links

- Mainstreaming and dissemination practices: this manual shouldprovide final beneficiaries with rules for horizontal and vertical


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mainstreaming activities, dissemination tools and practices. An indexmay include:

o Introduction to transnational project mainstreaming anddissemination

o What is mainstreaming

o Mainstreaming strategies

o What is dissemination

o Dissemination strategies and tools

o Examples

o Links

- Transnational actions typologies: this manual should provide finalbeneficiaries with concrete examples of what a transnational projectis all about. An index may include:

o Introduction

o List and explanation of actions

- Cost sample manual: a manual including cost rates for differentresource typologies (including country indexes to better understandcost ratio per country). An index may include:

o Introduction to transnational project costs

o List of cost typologies

o Differences among cost categories and values in Europe

Modules and templates: each module and template should beaccompanied by a short explanatory document (how and when to usefile):

o Transnational cooperation agreements templates

o Time-sheets (word doc)

o Meeting agenda (word doc)

o Meeting minutes (word doc)

o Interim and Final project report index (word doc)

o Project budget (excel file)

o Project accounting system (excel file)

o Project accounting supporting document archive (excel file)

o Project presentation template (ppt file)

o Project organization flowchart (ppt)

o Project Gannt (excel of Project file)

o Project timetable (excel or Project file)

A dedicated email address will be available for further questions and

support on how to use these files.


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EXPECTEDRESULTS

Managing Authority

Enhance the competences of final beneficiaries and therefore reduce thereal time support that needs to be delivered

Reduction of direct contacts by final beneficiaries

Higher quality of projects and project management

Higher quality of projects actions and results

Final beneficiaries

Make overall transnational project management easier

Receive ongoing support for any kind of project action

3.4.3Training, Consulting and Technical support servicesDEFINITIONOFACTIVITIES

This level of service aims at providing final beneficiaries with planned andongoing support. This may be the most cost effective part of the delivered

service as it will include:

Planned events

Planned and on demand Training seminars

Planned and on demand Thematic seminars

Online consulting

On site consulting

METHODOLOGY

In terms of preparation this part of the service may be split into 2 parts:

Planned activities, based on the experience of the Managing Authority

Not planned activities which may be required by final beneficiaries aswell as by conclusions drawn by the Managing Authority

This level of service should give birth to contacts and meetings and shouldprovide final beneficiaries with the most relevant growth opportunities in

terms of knowledge and new competences to be acquired.In terms of delivery, events and seminars require logistics and on sitemanagement capabilities.

The consulting services (especially those which will be delivered online) willrequire the creation of a network of national and/or Eu contact points whomay be able to provide online guidance


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OUTPUTSOFTHESERVICE

Planned events:

Transnational Partner search Annual Event: this event which shouldlast 2-3 days, should provide national and European organizations

with a space where they may

o meet and know each other

o arrange project meetings

o attend to thematic seminars (presentation of call for proposals,etc.)

2007-2013 Programme training seminar: a dedicated trainingscheme on 2007-2013 Programme content and priorities, Programmemethodology and management, self-evaluation, IT, thematic networking,financial and legal matters, quality management

Training technical seminars: a set of technical training modules which

should enhance the competences of intermediate bodies as well as offinal beneficiaries. One full training modules should include at least thefollowing topics:

Financials and funds for Transnational Projects

Preparing a Transnational Project: from the idea to the project

proposal

Transnational Project Management

Administrative Procedures

Good Practices in Transnational Projects

Each topic should be the focus of a dedicated 4-6 hours training session.

Participants should be provided with training materials. After one yearthe training materials may be included in a dedicated online trainingarea of the web-site

Consulting services:

online: a private area with the following tools will be arranged

o FAQs

o Ask the expert (this area will be divided by topic). A topicsearch table will be provided including the following topics:

Accounting procedures

Transnational Project Management

Monitoring and evaluation

Mainstreaming and dissemination

Transnational actions

EU regulations

EU funds

National regulations


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National funds

Etc.

The grid for asking an online question may look asfollows:

Last Name:

Organization:

Phone Number:

Email:

Question cathegory

Subject:

Question:

Options:tell me when readers add to the answer.

keep this question private.

Contact option:You can call me

Please respond only via email

SPAM Guard:Please verify that you are not a SPAM robot by entering thecharacters shown in the box:

I Agree. Send my Question. Cancel

o On site: a meeting may be arranged at the head quarters ofthe Managing Authority. Reservations can be made by phoneor by compiling an online form


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EXPECTEDRESULTS

Managing Authority

Prove high quality level services

Create a network of contacts which will have a relevant role in thetransnational supporting activities

Expand the range of political and technical contacts

Proved consulting services reducing consulting costs

Final beneficiaries

Contacts

Training

Replies on technical questions

4 METHODS AND TOOLS

4.1ForewordIn the definition of an intervention model able to satisfy the complex needsof management and implementation of the transnationality of Tamop, theservices that the bidder offers are based on:

long term competences and experiences of Technical Assistance services

analysis of the programming documents and evaluation reports

the threats and opportunities highlighted by the previuous programmingperiod of the Equal Initiative

analysis of the the state of the art of the implementation of theprogramme

The bidder has gained considerable experiences in developing assistance

and management consulting services, with a special focus on themanagement and programming of ESF cofinanced programmes and in theimplementation of Equal transnationalities.

Within the working group that the bidder intends to set up for theimplementation of this TA, the professionals are able to provide thefollowing competences:

support to the MA in setting up an evaluation system of the transnationalexperience of the Equal Programme by blending typical tools for theevaluation of SF programmes with the specifications of Equal

support in the identiication of trasnational best practices in terms ofmethodology and projects at hungarian and EU level eligible for supportunder Tamop


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support to the MA and Intemediate bodies responsible for theimpementation of the OP in the processes of planning, implementation

and monitoring of the interventions

to support final beneficiaries of ESF interventions in accessing, managingand succesfully completing transnational projects


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4.2PlanningA detailed planning of activities constitutes the basis for the effectivedelivery of a complex Technical Assistance like this one. The planning of theserivice foresees:

a Global Work Plan containing the scheduling of internventions in timealong with the relative human resources deployed

detailed Semester work plan, agreed upon with the Managing Authority,in order to allow an in-itinere control of the activities carried out by the

Technical Assistance provider

The Global work plan will be implemented by the bidder on the basis of theindications included in the offer and following consultations with theManaging Authority, as a necessary basis for the initial programming of theservice.

The Semester work plan is an opertive programming tool. Its contents are

based on the initial planning and on the needs that the client/bidder mayidentify in course of the implementation of the services.

The Technical Assistance, through the constant control of theimplementation of the Programme and of the services provided, is able todeliver the short-term needs of modification of the initial programming thatmay arise.

Attached to the Semester work plan will be a calendar of the dedlines and

deliverables to be produced within the set time-frame.

By a methodological point of view the planning of the TA is based on thefollowing milestones:

deep knowledge of the legal framework governing the implementaion of

Structural Funds through a working group composed of international andlocal national experts

the integration of competences within the working group

the definition of codified procedures of cooperation with the PublicAdministration in terms of a collaborative approach

the start-up and strenghtening of a network of relations among theactors that participate in the implementation of the initiative

1-FORMAT OF SEMESTER WORK PLAN

Table of contents

1. Foreword

2. Brief summary of activities carried out in the previous semester

3. Services to be provided in the current semester

4. Scheduling

5. Organization


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Table of services offered

Service ActivityOperationalobjectives

Products Timing

Service

GANTT

DeadlineActivity Reference

2007 2008 2009 2010

4.3Execution4.3.1Structure of the working group< following discussion with the MA >

4.3.2 Organization chart< following discussion with the MA >

4.4Quality control and management< if required by the MA>


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4.5Reporting and payment< according to the procedures of the MA>

4.6Know-how transfer< following discussion with the MA >

5 EXPERTS INVOLVED IN THE EXECUTION

< following discussion with the MA >


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6 COMPANY REFERENCES

6.1APRI Group referencesAPRI Kft. is part of the APRI company Group consisting of ten specialisedand integrated companies (for more details, see www.aprispa.it).

For over 16 years, building on the professionalism of its staff and a vastdatabase of highly qualified external consultants, APRI has been providingservices to both several national Ministries, Regions and Local Authorities intheir strategy definition, programming, implementation, monitoring,control/auditing and evaluation of projects financed by the EU StructuralFunds, and to donors such as the European Commission, the World Bank,

the European Bank for Reconstruction and Development for external aidassistance.

The company policy along with the possession of Multisite Certification in

line with UNI EN ISO 9001:2000 enables and guarantees the circulation ofstandards and skills from one company to the other of the Group.

Some of the most significant projects in relation to the objectives of thistender include:

Italian Government Distance & Presence E-Learning and support to the SchoolEducation System Personnel to develop skills of projecting,administration, monitoring and evaluation

10/2004 07/2007 European Social Fund (ESF)

To enhance projecting, monitoring and evaluation in the educational procedures through atelematic system of long distance and direct e-learning (blended e-learning) for the schoolteaching personnel and the administrative and technical staff, in Objective 1 Regions (Basilicata,Calabria, Campania, Puglia, Sicialia, Sardegna). To select the beneficiaries and identify thoseschools to be involved in the training process; to train, tutor and support the teaching Personnel ofthe Schools choosen as polifunctional centres of the service; to elaborate targeted Trainingprocedures and methodologies for Directors, Teachers, Technical and Administrative staff andcollaborators, aiming at improving the evaluation and self-evaluation system of learninginterventions; to spread Information tools in order to valorise the potential of participants andupdate their computer skills knowledge, thus improving their skills in projecting and organising.

Lazio Region Technical assistance and programming to the RegionalOperational Programme - ROP Ob.3 Regions 2000-2006


The Technical Assistance was addressed to the Division for Education, Training and Labour Policies

of Lazio Region to support the Managing Authority of the ROP for the alignment of the measuresprogrammed within the 2000-2006 Programming period. The services provided were:coordination of the interventions of the ROP and technical secretariat; implementation of theProvinces directives; evaluation and selection of projects; financial management control of theinterventions; physical, financial and procedures monitoring; implementation of financial systemsand monitoring of the ROP; legal and fiscal assistance to the Regional structures engaged in theimplementation of the ROP.


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Italian Ob.3 Regions Planning and management of a task force for the support of publicservices for employment

05/2003 05/2006 Ministry of Labour and Social Policies European Social Fund(ESF)

To design, plan and implement a task force for the support of employment services and for thedefinition of common strategies between labour demand and supply to promote equal genderemployment opportunities. To support eight Employment Centers located in two metropolitanareas within Ob. 3 Regions; territorial analysis to draft methodologies and design projectsaddressed to the Employment centres and to the women involved in the employment processes;improve and increase women skills during their whole life; valorise the use and the proficiency inworking on-line to enrich the job creation system implemented by the mentioned offices in-loco.

South Italy Support and TA for the Implementation of InternationalisationMeasures for the Economic and Cultural Development of SouthernItaly Regions (Objective 1 Regions, 2nd Phase)

2005 2006 Italian Ministry of Foreign Affairs European Social Fund &European Regional Development Fund (ESF-ERDF)

The Technical Assistance carried out coordination and management of all the OperationalProgrammes (OP) of the six Italian Objective 1 Regions. Above all, administrative, procedural andfinancial management for the measures related to the Operational Programme International Italy Six Regions for Five Continents financed under the European Regional Development Fund(ERDF) and the European Social Fund (ESF). It was included the evaluation of structural action(water management, industrial waste management, integrated territorial programmes, industrialdistricts and clusters) and of socio-economic actions for specific sub-projects (valorisation ofprotected natural areas throughout cooperative policies between Mediterranean countries andareas; cross-border cooperation programme between Sicily and Malta in the context of Malta EUIntegration) implementation of a centralised South Italy Experts data base with more thanthousand experts; assessment of territorial initiatives/projects in the six Regions related toRegional Cooperation Agreements, Local Tourism Systems, Local Action Groups, Industrial

Districts, Territorial Agreements and further design of the Regional Programmes forInternationalisation; definition of the Regional strategic papers and the Regionsinternationalisation policies in line with the new EC neighbourhood policy. Enhancement of thetechnical and functional competencies of the Regions to face this challenge with new institutionalcounterparts and new financial instruments which will be in force during the new programmingperiod 2007-2013.

Italian OB.1 Regions Technical Assistance for the implementation of the NationalOperational Programme NOP- for the Southern Italy Regions -Objective 1 Regions


The Technical Assistance to the National Operational Programme (NOP) was primarily designed toaddress Objective 1 Regions toward Measure II.2: Development and alignment of structures andhuman resources involved with different functions in the coordination, management and control of

Structural Fund Programmes. The services provided the assessment and the evaluation ofprojects implemented in the concerned Regions during the entire programming period 2000-2006;

support the programming interventions (support the mid term re-programming phase andadjustment of the Programme Complement, support the inspecting activities to the regionalprogramming documents); support the implementation of a Management Information System(implementation of an information data base management system integrated with local controllingdatabases with the Italian Ministry of Labour for the account and payment control activity);monitoring of financial interventions; support Regional and local institutional partnerships; trainingand information activities.


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South Italy Support and TA for the Implementation of InternationalisationMeasures for the Economic and Cultural Development of Southern

Italy Regions (Objective 1 Regions, 1st Phase)

05/2002 12/2004 Italian Ministry of Foreign Affairs European Social Fund &

European Regional Development Fund (ESF-ERDF)

The Technical Assistance was to enhance Operational support for the organisation of alladministrative, procedural and financial activities of the Ministry of Foreign Affairs and the Ministryof Economy. Design and implement the Operative Programme for the Internationalisation of sixSouthern Italy Objective 1 Regions, including their Provinces and Municipalities, in theenvironmental and economic/industrial development sectors. The project included also a cross-border cooperation with Malta in view of its imminent EU accession; consultancy, assistance andfollow up to the six Objective 1 Regions and local entities in designing and preparing projects forthe internationalisation to be financed by the Regional Operative Programmes (ROPs); TA for theinternationalisation of several different territorial systems (water management, industrial wastemanagement, integrated territorial programmes, industrial districts and clusters) and for specificsub-projects such as: valorisation of protected natural areas through cooperative policies betweenMediterranean countries and areas; design and management of training programmes for civilservants in the area of international environmental and industrial relations at Central and regional

levels.

Italian Government Technical Assistance for the implementation of actions supportingmanagement and financial/administrative control within axe B-action 1, N.O.P. Ob. 3 Regions


To support the GD Volunteer work in the management and the administrative/financial control ofthe system actions, whose aim is to implement the integration between social and labour policiesin the social security reform context (2000-2006 EU Financial Planning). Financial management,definition of administrative and technical procedures and monitoring and planning of interventions.Implementation of the administrative, accounting and information Database; training to the

officials.

Piedmont Region Technical Assistance for the Evaluation and Monitoring of MeasureD3 lines 1-2-3 of Regional Operational Programme - ROP OB.3

2000-2006

11/2002 - 09/2004 European Social Fund (ESF)

Technical Assistance to provide the monitoring and the evaluation of activities within Measure D3 Lines 1-2-3 of Piedmont Regional Operative Programme (ROP) OB.3 2000-2006 Developmentand strengthening of the enterprise activities with priority to the new employment classes.Support the Region of Piedmont to promote and ensure the strengthening and the diffusion of theknow-how, the education and the expertise in the field of the Development and the

Competitiveness of local enterprises. Above all, the TA was aimed at creating new possibilities ofqualified work for the new employment classes. The services implemented were: analysis,monitoring and assessment during the decision-making process through meetings and workshops

with the participation of institutional stakeholders and process responsible for the European SocialFund; support the Development of local enterprises and the increase of the employment rate inline with the objective and procedures of ESF for Region belonging to OB.3.


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Ministry of Interior Drop out and Vocational Educational Training (VET) projectimplementation. AXE II - Measure 3 Human resources for the

legality diffusion of the National Operational Programme (NOP)Security and Justice for the Southern Italy development

10/2002 07/2004 European Social Found (ESF)

The activities provided the Ministry of Interior, Department of Civil Rights and Immigration,Central Office for human rights and minorities with the implementation of all the measures relatedto update competences, curricula developments, vocational education training, awareness andappreciation of basic education in order to limit the school drop out phenomena. Particularly, theservices carried out were coordination, analysis of the context and research activities,implementation of the Network Model in the interested Regions, design partnership to assist theNetwork and the Service Centre activities, monitoring and evaluation of the project outputs, drafttraining programmes, support information and communication processes and meetings withrelevant stakeholders, schools, family and students.

Bologna Province Evaluation of the Programme on Training and Labour Policies ofthe Province for 2000-

Guidelines for managing ESF transnationality APRI

Documents

Transcript of Guidelines for managing ESF transnationality APRI