6 sept project fiche
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  • 1. Sustainable Economic Development of the Sudurnes region, Iceland Preparation of Project Proposals ‘The project fiche’ JOSE MATEOS MORENO Ásbrú, 25 November 2011
  • 2. Contents1. Preparation of the project application form2. Activity and resource planning 2
  • 3. 1. Project DesignSustainable Economic 3Development of the Sudurnesregion, Iceland
  • 4. Project Design: definition of aProject• Economically indivisible series of activities for a precise technical function• Identified outputs and objectives• Clearly defined beginning and end• A programme is a heterogeneous group of measures and projects 4
  • 5. Elements of project design • Why: the problem or need and wider objectives • What: activities, results and project purpose • How: internal and diagonal logic: - Indicators for monitoring and evaluation - Risk analysis and assumptions - Preconditions - Finance: costs and co-financing - Implementation scheduleSustainable Economic 5Development of the Sudurnesregion, Iceland
  • 6. Project Design: TasksResponsibilities of Final Beneficiary:• Designing of project proposals and submitting them to IBsResponsibilities of Lead Ministry (Sectoral Offices):• Compliance with the sectoral strategic documents• Verifies technical quality of the project proposal• Verifies if the project proposal meets the eligibility criteria for IPA measures• Ensures the national financial contribution for the project 6
  • 7. The project application procedureshould: • Promote high quality project preparation • Asess if EU principles are met (horizontal issues) • Check for availibility of all necessary documents (feasibility studies, EIA, permits etc) • Show main results of EIA and feasibility/CBA studies • The format (project fiche or application form) is a tool for uniform communication of relevant key project information 7
  • 8. Elements of a project proposal‘Project fiche’1) Basic information2) Objectives3) Description4) Institutional Framework5) Detailed Budget6) Implementation Arrangements7) Implementation Schedule8) Cross cutting issues 1) Equal Opportunity 2) Environment9) Rates of Return10) Investment Criteria11) Conditionality and SequencingAnnexes: Logframe, implementation chart, contracting and disbursement schedule, list of preparation studies, laws, plans. 8
  • 9. Activities in Project DesignA. Information gathering for the problem analysis and the elements of project designB. Deciding the scale and scope of the projectC. Assembling the project design elementsD. Filling in the project proposal (fiche) 9
  • 10. A) Information gathering – Outcome of previous projects / gaps – Linked or other relevant activities – Views of potential beneficiaries / recipients – Monitoring/evaluation recommendations – OPs and any other government strategies or plans – Financial information – national funds available – Statistics available for Indicators of Achievement – Gender information – Institutional ‘audit’ of staffing / capacity / resources – Environmental Impact Assessment (EIA) / feasibility studies (CBA) – Material for Fiche annexes 10
  • 11. B) Deciding the scope and scaleScope: type of activities to include should depend on:- type of needs/problems- cost/feasibility issues- dependency of success on specific activitiesSize (capacity) of the project should depend on:- market demand/need for the services of the project (feasibility study) 11
  • 12. C) The project design elements and logframeD) Filling in the project fiche 12
  • 13. The logic of project design Needs/Problems (t) Overall objective Project purpose Expected results Input Activity 13
  • 14. 14
  • 15. 1. Why: Start with problem or needidentification• Briefly explain the origins of the project and outline why it is being undertaken• Problem or need analysis: causes of the problems and size of the problemExample: High level of unemployment because of low economic activity 15
  • 16. 2. Objectives: Overall objective• The Overall Objective should explain why the project is important to society, in terms of the longer-term benefits to beneficiaries and the wider benefits to other groups.• The Overall Objective will not be achieved by the project alone, but will require the impacts of other programmes and projects (and probably other actions) as well.• Example: to improve business environment in a region 16
  • 17. 2. Objectives: Project PurposeThe single central objective of the project in terms of sustainable benefits to be delivered to the project beneficiaries.• Example: to improve business infrastructure for new start-ups.• To improve tourist infrastructure in a region. 17
  • 18. 3a. ResultsThe results are what the project management is responsible for achieving by its completion date. Results impact and sustainability What is achieved what changes what lasts 18
  • 19. 3b. Activities• The specific tasks to be undertaken during a project’s life to obtain results.Activities should indicate:• what the person or organisation responsible for the project should do.• how the project’s goods and services will be delivered 19
  • 20. 3c. IndicatorsMeasurable indicators that will show whether or not objectives have been achieved at each level of the logframe hierarchy and at defined timesIndicators provide the basis for designing an appropriate monitoring (and evaluation) systemSources of Verification: the means by which the indicators or milestones will be recorded and made available to project management or those evaluating project performance. 20
  • 21. Risks & assumptions andPre-conditionsRisks: factors which could affect the progress or success of the projectIn LFA: risks should always be expressed as assumptionsRisk analysis and risk management strategy for larger projectsPre-conditions: constraints that have to be met before the project starts 21
  • 22. 4. Institutional Arrangements• Institutional framework within which the project will operate.• Identify any constraints or changes that can have impact on results• Chain of command• (a) who will be appointed as the "Engineer―• (b) who will be the "Employer" — the institution responsible for providing the site and for paying the contractor• (c) who will be or become "Owner" of the asset after project completion 22
  • 23. 5. Detailed Budget• Budget: estimation of investment costs• Clarify the cost estimation• Maintenance costs are not covered by EU funds: make reservation in national budget• Specify co-financing of national budget, municipalities, loans etc. (column funding source in resource schedule) 23
  • 24. 6. Implementation arrangements• Implementing agency of the project (details)• Contracting parties 24
  • 25. 7. Implementation schedule A) Start of tendering/call for proposals Give date, including when TORs and/or project specifications will be ready B) Start of project activity Expected date of commencement of first contract/grant scheme C) Project completion Expected date of last payment under last contract/grant 25
  • 26. Annexes to Project Fiche• Logframe• Detailed implementation chart (year one at least)• Contracting and disbursement schedule, by quarter, for project duration• Studies – All Projects: list of (pre-) feasibility studies, ex-ante evaluations, other preparatory work – Investment Projects: exec. summaries of economic & financial studies, EIAs etc.• Reference list of relevant laws and regulations• Reference list of relevant strategic plans and studies 26
  • 27. 2. Activity and resource schedules 27
  • 28. Activity and resource schedules (see examples)• Logframe: broad description of activities• Operational detail necessary 28
  • 29. Contracting and disbursement schedule • Show for project period contracting points • Show for project period expected payments in time 29
  • 30. Conclusions• Good project design starts with a sound problem analysis (problem tree) and make use of logframe• Project design should be logical and have measurable objectives (logframe)• The project fiche and logframe can help you to draft a good proposal 30