BLACK SEA BASIN JOINT OPERATIONL PROGRAMME

2007-2013

MONITORING of PROJECTS(INTERVENTIONS/OPERATIONS)

A “Project” is an Investment

RESOURCES and INPUTS

(for the Partneship)

RESULTS = COMMON

BENEFITS (for the Stakeholders in the Black Sea region)

Economic benefits

Socialbenefits

Cross-BorderCooperation

Efforts

Funds

PROJECT RESULTS CHANGE/IMPROVEMENT of the initial situation

EXIT Strategy to enable RESULTS’

SUSTAINABILITY

RESULTS Quality

PARTNERS Accountability

OWNERSHIP LEVELThe OPERATION is

embedded into the local structures of the

TARGET GROUP and relevant

STAKEHOLDERS

All depends on … Partnership!

Partnership Agreement(reporting inputs, share of co-financing,

commitment to deadlines, co-decision/management…)

P1

P2..

..Pn!

LP

Project OUTCOMES

Communication with the Stakeholders!

GENERAL PUBLIC

JMA/JTS, NA, NIPsDONOR –European

Commission

STAKEHOLDERS

TARGET GROUP

PARTNERS Scientific

CommunityGov./StateAuthorities

Yes!

• A SOLUTION to Target Group problems/needs

Yes!

• A TOOL to implement EU development & cooperation policy/strategy in the region

Less !

• A financial aid to cover the Partner’s needs (scientific and/or economic)… GRANT has a non-profit character!!

WHAT THE PROJECTIS….AND….IT IS NOT!

STAKEHOLDERS

Communication

with the Stakeholders!

GENERAL PUBLIC

JMA, JTS, NIP,

NA, EC

TG, FB

National State

Authorities Scientific

comm.

• Establish Relations with Target Group (TG)• Describe/Quantify it (location, dimension, structure)

• Open all communication channels • Maintain a real dialogue/consultation with your TG

• Involve actively the Stakeholders in the Action• Adjust implementation to their needs

• Keep the project demand-driven• Ensure quality and SUSTAINABILITY

GOOD PRACTICES

STAKEHOLDERS

Management and Coordination

Management Team (Steering Committee)

Implementation Team

Monitoring Team Evaluation

Project Implementation

BEST PCM PRACTICES

…and TIME Management!

Consensus

Management and Coordination

SYNERGIES with other projects/platforms and initiatives at national/international level

CAPITALIZATION of RESULTS

COORDINATION with other Donors

Support for coordination has to be provided by the National Info Points and National Authorities

Project Monitoring & Evaluation

Resources/Input

ACTIVITIESImplemented

RESULTSachieved

PROJECT MONITORING

1 Specific ObjectiveOVERALL objectives

RESULTS

PROJECTEVALUATION

EVALUATION Project Performance 1/3

INDICATORS of performanceOUTPUT INDICATORS

Contribution to the JOP RESULTS

Indicators PLANNED

Indicators ACHIEVED

in Time

Realistic

Achievable

Measurable

Specific

Evaluation DAC Criteria

RELEVANCE

QUALITY OF DESIGN

EFFICIENCY

EFFECTIVENESS

IMPACT

SUSTAINABILITY

Evaluation - Project Performance 2/3

• intervention should be relevant to EU policies/strategies , specifically the 3rd objective – European Territorial Cooperation, to the JOP Objectives/Priorities, regions relevant sector/countries, Call for proposals, TG needs

RELEVANCE

• Logframe Matrix – INDICATORS should be SMART (Specific, Measurable, Achievable, Realistic, in Time achievable)

QUALITY OF DESIGN

• A measure of the balance between the cost of implementation and the acquired outputsEFFICIENCY

• it represents the extent to which the intervention’s objective (SO) are or are expected to be achievedEFFECTIVENESS

• Intervention’s effects could be positive or negative, on medium to long-term both direct or indirectIMPACT

• it represents the likelihood for continuation of benefits of an intervention beyond the project completion.

• It implies a financial sustainability plan and costs for continued access of the TF to the project’s benefits.

SUSTAINABILITY

DAC Criteria

Evaluation - Project Performance 3/3

NO SMART indicators

Outputs & Results NOT

CLEAR

Activities are BADLY Depicted

Overall Evaluation:

Logframes need to be improved!

FINDINGS - ROM Evaluation Logical Framework

BEST PCM PRACTICES

• A single Specific Objective coherent with the Programme’s prioriy/measure objectives

• …which addresses to one problem which was identified during the “needs” assessment phase (PCM formulation phase) and it should be achieved during the implementation period of the Action.

A single Specific

Objective•The Overall Objective represents more a declaration of intention and it should be seen as a desirable IMPACT of the project.•It links project to the policies at national/regional and sectorial level and generally, it is difficult to evaluate the individual project contribution to improvement of a certain situation (could be due to several contributions).

Focused Overall

Objectives

Communication 1/2

A proposed GENERAL scheme - 1. Clearly defined Roles

• Overall responsible (on behalf of the Lead Partner/Beneficiary)Project Manager

• The Person who is responsible for the communication between team members/ partners and liaison with the Target Group/ stakeholders.

Internal Communication /

Project responsible

•Monitoring financial implementation progress and project’s overall funds managementFinancial Manager

•Each member has to get o role (responsibility) according to project’s requirements and Job Description .Team members

Each partner has to clearly define the roles of its team members in the PROJECT TEAM.

Communication 2/2

A proposed GENERAL scheme - 2. Information Provided

A list of persons “responsible” for individual activities will be created and distributedWhat should be supplied: Name, Address, Telephone number, Email Project’s email/BOX Skype ID and other communication tools (Viber)

--------------- Communication is the key to a good Partnership and it

therefore may contribute to the project’s SUCCESS !!!

Communication Tools 1/2

3. Means to Communicate…and WHAT Partners are going to use to communicate?

Good Will ! (to be “there” when a Project Partner ask for assistance) Email: The formal communication via e-mails will be performed with the

use of project’s Gmail accounts that will be created for everyone. Teleconferences: SKYPE and other accessible platforms (like “mumble” for

instance) will investigated at later stage. VIBER is also an alternative for on the spot communication

Meetings: The Project Manager or/and Project Responsible of each partner (Scientific Committee) has to schedule regular meetings within their team according to actions timetable. – Minutes of the meetings have to be kept.

Internal Reports: Templates will be created for each reporting action by the LP

Communication Tools 2/2

Email: Can be used for both the internal and the external communication procedures, according to the related communication structures.

Other Communication tools, in order to disseminate project’s news: Facebook page and GroupTwitterWebsiteYouTube channel Flickr (photo sharing)

3. Means to Communicate … in the digital age !

Cross-Cutting Issues

• It should be part of the initial application strategyGender Interest

• Compliance of the operation with the environmental needs and practices must be ensured (mainstream environmental issues - constrains and opportunities - into the project design)

ENVIRONMENT

• it imposes transparency in using public funds, anti-corruption monitoring tool, avoidance any potential conflict of interest/procurement, non-discrimination among TG members, ensure the human rights respect).

Good Governance

Black Sea PROJECTSSUCCESS STORIES

and BEST PRACTICES

THANK YOU for your kind attention!

PARTNERS, STAY CONFIDENT !!

JMA HAS SOLUTIONS

TO OVERCOME ALL PROBLEMS PARTNERS/

PROJECTS may confront with.