2010 annual implementation report funds programmes/eu... · the jma to the jmc for its approval...

Partner States

Cyprus Egypt France

Greece Israel Italy Jordan Lebanon

Malta Palestinian Authority Portugal Spain Syria Tunisia

ENPI CBC Mediterranean Sea Basin

set up by the Autonomous Region of Sardinia as Joint Managing Authority

2010 Annual Implementation Report

INDEX

IDENTIFICATION

A. TECHNICAL PART

B. FINANCIAL PART

ANNEXES:

ANNEX 1 - EXTERNAL AUDIT REPORT

- Expenditure And Revenue Verification Report 2010

- Auditor’s Report – Report On The Financial Statements

- Bank Account Statements

ANNEX 2 - INTERNAL AUDIT REPORT

REQUEST FOR PRE-FINANCING 2011

IDENTIFICATION

Operational Programme

ENPI Cross Border Cooperation

Cooperation Area: Mediterranean

Programming Period: 2007-2013

Programme Title: ENPI CBC Mediterranean Sea Basin

Date of approval by the European Commission:

Decision EC (2008) 4242 of 14.08.2010

Joint Managing Authority

Autonomous Region of Sardinia

Ufficio Speciale ENPI CBC MED

Via Bacaredda 184

09127 Cagliari - Italy

Email: [email protected]

Annual Implementation Report Reporting years: 2010

Date of approval of the report by the Programme Joint Monitoring Committee:

29.06.2011 (written procedure)

mailto:[email protected]

A. TECHNICAL PART

INDEX

Preamble ............................................................................................................................................................ 3

1. Activities carried out by the Managing Bodies ......................................................................................... 4

1.1 Joint Monitoring Committee ..................................................................................................................... 4

1.2 Project Selection Committee ................................................................................................................... 7

1.3 Joint Managing Authority ....................................................................................................................... 10

1.3.1 Organisation of the JMA ............................................................................................................. 10

1.3.2 Technical Assistance activities carried out (2010) ...................................................................... 11

1.4 Joint Technical Secretariat .................................................................................................................... 13

1.5 Branch Offices ....................................................................................................................................... 15

1.5.1 Valencia Branch Office ............................................................................................................... 15

1.5.2 Aqaba Branch Office ................................................................................................................... 16

1.6 Complementarity with other instruments ............................................................................................... 16

1.7 Difficulties encountered ......................................................................................................................... 17

1.8 Monitoring Arrangements ...................................................................................................................... 18

2. Project Implementation .............................................................................................................................. 22

2.1 Standard projects ................................................................................................................................... 22

2.1.1 The First Call for proposals ......................................................................................................... 22

2.1.2 The evaluation and selection process ........................................................................................ 22

2.1.3 List of preselected projects ......................................................................................................... 27

2.2 Strategic projects ................................................................................................................................... 31

3. Information and communication activities .............................................................................................. 34

3.1 2011 Information and Communication Plan ......................................................................................... 34

3.1.1 Drafting the 2011 Information and Communication Plan ............................................................ 34

3.1.2 Overview of the 2011 Information and Communication Plan ..................................................... 35

3.1.3 Specific Features of The 2011 Information and Communication Plan ...................................... 36

3.1.4 Support to the Implementation of the Programme Coomunication Strategy: Branch Offices Working Plans ...................................................................................................................................... 37

3.2 Information and Communication Actions ............................................................................................... 37

3.2.1 Promotion at External Events ..................................................................................................... 37

3.2.2 Programme Website ................................................................................................................... 39

3.3 Communication activities carried out by the Branch Offices ................................................................. 42

3.3.1 Valencia Branch Office ............................................................................................................... 42

3.3.2 Aqaba Branch Office ................................................................................................................... 44

2

4. Programme of activities to be implemented the following year ............................................................ 45

GANTT Chart Indicative Activity Plan 2012 ................................................................................................. 46

3

PREAMBLE

According to Article 28 of Council Regulation (EC) 951/2007of 9 August 2007 laying down

implementing rules for cross-border cooperation programmes financed under Regulation (EC)

1638/2006 every year the Joint Managing Authority (JMA) shall submit to the European

Commission by 30 June an annual report on the implementation of the Joint Operational

Programme approved by the Joint Monitoring Committee (JMC) and certified by the audit report.

The present document is the second Annual Report about the ENPI CBC MED Programme

covering 2010 and it is approved by the JMC through written procedure.

The activities reported are clustered as follows:

- activities related to Programme implementation;

- activities related to projects implementation;

- activities related to communication.

As documented throughout this report, considerable progress was made in each of these areas.

Indeed, the approval of project proposals within the first call for standard projects by the JMC -

despite the time-consuming process - and the launch of the call for strategic projects early in 2011

proved to be concrete achievements of the fruitful cooperation among the participating countries.

Moreover, these activities were carried out in parallel with the definition of several open procedures

foreseen under the technical assistance budget.

Taking full advantage of the activities implemented in 2008 and 2009 concerning the setting-up of

the Programme bodies, a detailed plan of improvements was considered in 2010 as a starting point

for the future of the ENPI CBC MED cooperation.

4

1. ACTIVITIES CARRIED OUT BY THE MANAGING BODIES

1.1 JOINT MONITORING COMMITTEE

The JMC consists of a national delegation for each of the 14 countries participating in the

Programme, the Director of the JMA acting as Chairperson, a Secretary, an observer from the

European Commission and one representative per each Branch Office.

Each national delegation may include up to a maximum of five members, however each country

can express only one vote and the voting right is attributed to only one representative within each

delegation (the Head of Delegation or his/her substitute).

The third JMC meeting took place in Valencia (Spain) on December 13th and 14th 2010. The

main decisions adopted were:

• Approval of the list of 31 projects selected under the first call for proposals for standard

projects, for a total amount of € 42.514.125.

• Decision to extend the composition of the PSC to 14 members - one from each participating

country - for the next two calls for proposals (strategic and standard projects); the Joint

Operational Programme has to be modified accordingly.

• Approval of the indicative Working Plan 2011.

• Approval of the indicative Financial Plan 2011.

• Decision to have only one call for strategic projects during the Programme lifetime (to be

launched in 2011), concentrating all the financial resources available for this typology of

projects (€ 62,4 million).

• Agreement on a JMC common statement to be submitted to the European Commission,

concerning the possible increase of Programme resources.

• Approval of the modified JMC Rules of Procedure.

Further to the above mentioned meetings, the JMC has been directly involved in the overall

Programme management and has taken some important decisions via written procedures (see

table below) according to its Rules of Procedure.

5

Content of the written procedure Dates

(from – to) Results

Composition of the Projects Selection

Committee for the first Call for proposals for

standard projects.

05/01/2010

–

19/01/2010

Approval of PSC composition

Terms of reference for the selection of a pool

of senior experts in charge of the definition of

the call for strategic projects

14/01/2010

–

28/01/2010

Approval of the Terms of Reference for the

selection of experts

Updated composition of the Joint Monitoring

Committee

15/02/2010

–

01/03/2010

Approval of the updated composition of the

JMC (changes in the national delegations of

Spain, Greece and Israel)

Allocation of resources for the recruitment of

a pool of senior experts in charge of the

definition of the call for strategic projects

02/03/2010

–

16/03/2010

Approval of the proposed financial allocation

(€ 157.858,00 - Technical Assistance budget)

Annual Work Programme for Grants 2010

04/03/2010

–

18/03/2010

Approval of the Annual Work Programme for

Grants 2010 (2 calls foreseen, one for

strategic and one for standard projects)

Updated composition of the Projects

Selection Committee for the first Call for

proposals for standard projects

16/03/2010

–

31/03/2010

Approval of the updated PSC composition

(two additional internal assessors)



proposals for standard projects

22/04/2010

–

06/05/2010


(Lebanese and Egyptian voting members)

Modification of 2009 financial plan: coverage

of travel and accommodation costs for JTS

candidates participating in the final interviews

29/04/2010

–

13/05/2010

Approval of the proposed modification of 2009

financial plan (additional € 50.000)

Appointment of external assessors for the

first Call for proposals for standard projects

12/05/2010

–

26/05/2010

Approval of the list of external assessors

6

Modification of 2009 financial plan: additional

resources for the remuneration of external

assessors

13/05/2010

–

27/05/2010

Approval of the proposed modification of 2009

financial plan (additional € 50.000)

Inclusion of the staff of the INTERACT ENPI

Point Florence as observers in the PSC for

the first Call for proposals for standard

projects

25/05/2010

–

08/06/2010

Approval of the inclusion of INTERACT

observers in the PSC

First Call for proposals for standard projects

– Evaluation of projects involving Moroccan

partners

22/06/2010

–

06/07/2010

Objection to the JMA proposal and

consequent exclusion of the projects involving

Moroccan partners from the evaluation

process



proposals for standard projects.

08/07/2010

–

22/07/2010


(Chairperson, Egyptian and Palestinian

substitute members, EC observer, additional

internal assessor)




12/07/2010

–

26/07/2010


(Portuguese substitute member)


– Increase of the financial allocation

03/08/2010

–

17/08/2010

Approval of the increase of the financial

allocation of the first call for standard projects

from € 32,8 million to € 55 million.


– Administrative verification: projects rejected

for non compliance with criterion No. 3

(signature of the Grant Application Form)

29/09/2010

–

13/10/2010


consequent readmission of the two concerned

projects to the evaluation process


– Administrative verification: projects rejected

for non compliance with criterion No. 8

(signature of the Partnership Statements)

29/09/2010

–

13/10/2010

Approval of the JMA proposal and consequent

definitive exclusion of the two concerned

projects from the evaluation process

New selection procedure for the recruitment

of the second JTS financial officer

12/10/2010

–

26/10/2010

Approval of the launching of a selection

procedure for the recruitment of the second

JTS financial officer

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18/10/2010

–

01/11/2010


(two additional internal assessors)

Annual Implementation Report 2008-2009

21/10/2010

–

05/11/2010

Approval of the Annual Implementation Report

for the years 2008-2009

Information and Communication Plan 2011

(1st written procedure)

25/10/2010

–

08/11/2010


consequent launching of a second written

procedure

Information and Communication Plan 2011

(2nd

written procedure)

22/11/2010

–

06/12/2010

Approval of the Information and

Communication Plan 2011

Call for tenders: support to the JMA for the

implementation of information and

communication activities and for the

organization of JMC meeting

24/11/2010

–

08/12/2010

Approval of the launching of the call for

tenders and of the related financial allocation

1.2 PROJECT SELECTION COMMITTEE

According to the Joint Operational Programme and to the Guidelines for Applicants, the Projects

Selection Committee (PSC) is the body responsible for carrying out and supervising the overall

evaluation and selection process. The PSC, in carrying out the projects evaluation, could be

supported by internal and external assessors.

As far as the first call for proposals is concerned, the PSC was composed of 7 voting members

from Egypt, Greece, Jordan, Spain, Lebanon, Portugal and Palestinian Authority. These countries

were selected through a sort by lot during the first JMC meeting in Cagliari (November 2008).

Despite several requests made by the JMA to the selected countries, only on January 5, 2010, the

complete list of PSC members, including the voting and advisory/substitute members, the

Chairperson, the Secretary and the JMA staff appointed as internal assessors, was submitted by

the JMA to the JMC for its approval through a written procedure. On January 19, 2010 the JMC

approved the composition of the Projects Selection Committee for the first Call for standard

projects.

Consequently, the JMA adopted through an internal act (No 8 / 260 of 20/01/2010), the formal

appointment of the PSC. According to the same procedure, the list of the PSC members was

8

updated several times during the whole evaluation process mainly due to the unavailability of the

designated members to attend all the meetings. The different steps are indicated in the following

table:

Written procedures for the JMC approval of the first

PSC composition and Formal appointment of the

PSC

From 05/01/2010

to 19/01/2010

JMA internal act N. 8 / 260

dated 20.01.2010

Written procedures for the JMC approval of the

updated composition of the PSC

From 16/03/2010

to 31/03/2010


dated 08.04.2010



From 22/04/2010

to 06/05/2010


dated 18.05.2010



From 08/07/2010

to 22/07/2010


dated 27.07.2010



From 12/07/2010

to 26/07/2010



From 18/10/2010

to 01/11/2010


dated 03.11.2010

During the evaluation procedure of the projects submitted under the first call, the Project Selection

Committee met three times always in Cagliari, at the JMA premises:

1) First meeting on the 8th and 9th of June 2010 for the STEP 1 - Opening session and

administrative check;

2) Second meeting from the 27th to the 29th of July 2010 for the STEP 2 - Quality evaluation;

3) Third meeting from the 24th to the 25th of November 2010 at the end of the STEP 3 -

Eligibility check.

A training session addressed to the PSC members was developed by INTERACT (8th June)

before starting the works of the first meeting. In the same occasion the Declarations of Impartiality

9

and Confidentiality of the PSC Voting Members and advisors were distributed and collected. Finally

the rules of procedure of the PSC were described and adopted (the same rules applicable to the

JMC with some minor modifications due to the limited composition of the PSC).

The description of the evaluation procedure is included in Section 2 Project Implementation, par.

2.1 - Standard projects.

10

1.3 JOINT MANAGING AUTHORITY

1.3.1 ORGANISATION OF THE JMA

Comparing to the situation in 2009, the JMA staff has been integrated with two additional human

resources:

1. the Head of Internal Audit Unit has been appointed in April 2010.

2. An additional contract has been awarded in March 2010 to the second candidate included

in the ranking list of profile 1 - Expert in the management of international relations, under

the public procedure for the recruitment of external experts closed in December 2009.

Moreover, in January 2010 a “First-level control office”, independent form the JMA, has been

established within the Presidency of the Sardinia Region (General Directorate) in order to carry out

a preliminary check on the JMA technical assistance procedures for the purchase of goods and

services.

Table 1. JMA organisational chart

JMA Director

Operational

Management Unit (6)

Financial and

certification Unit (4) Internal Audit Unit

(2)

1 Head of Unit 5 officers

Authorising Section

1 Head of Unit

1 officer

1 Head of Unit 1 officer

Accounting Section

1 Head of Unit

1 officer

External experts (3)

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1.3.2 TECHNICAL ASSISTANCE ACTIVITIES CARRIED OUT (2010)

During 2010, different technical and administrative procedures were launched by the Operational

Management Unit for the purchasing of goods and services from external economic operators. All

the contracts were awarded according to the Italian law on the public procurements (Legislative

decree n° 163 of 12 April 2006).

The technical assistance procedures are listed below:

a. External Audit on JMA direct expenditures 2008/2009 and 2010

A negotiated procedure for the assignment of external audit service for the verification of the JMA

direct expenditures 2008/2009 and 2010 was launched in January, 2010 and closed in March

2010.

b. Creation of an economic operators roster

During 2010, a roster of economic operators was created by the JMA in order to proceed with the

purchase of goods and services.

The call for expression of interest was published on February 3, 2010. Only the economic

operators in possession of formal and administrative requirements as foreseen in the public notice

have been included in the lists organized according the different categories of goods and services.

The roster was formally created on April 8, 2010 and published both in the Programme and in the

Autonomous Region of Sardinia official websites. It will be annually updated and enables the JMA

to award contracts for the provision of goods and services through negotiated procedures inviting

at least 5 economic operators per procedure to submit offers.

c. Selection of the Joint Technical Secretariat and Branch Offices Staff

The public notice for the selection of the JTS and Branch Offices staff was published on 17th

February, 2010.

The selection process, conducted with the support of a company specialized in human resources

selection, was concluded on June 11, 2010, and contracts were signed starting from September,

2010.

An ad-hoc selection procedure has been then launched in October 2010 in order to recruit the

second financial officer of the JTS (only one of the five candidates included in the ranking list has

12

accepted the offered post) based on the same criteria already set for this profile in the previous

public notice. The procedure was managed by the JMA and was closed in February 2011 with the

publication of the final ranking list.

More details on the JTS and Branch offices recruitment procedure are included in par 1.4.

d. Organisation of the JMC and PSC meetings

In May 2010, the JMA selected an external company through a negotiated procedure and award a

contract for the organization of the JMC meeting foreseen in Valencia in December 2010 and the

two PSC meetings foreseen under the first call for standard projects.

A separate procedure has been carried out in October 2010 for the organization of the 3rd PSC

(November 2010) and a different company was chosen.

The services provided by the selected companies (Consulviaggi srl and Promoteo) included,

among others, the booking and the purchasing of travel tickets, the hotel reservations, the rental of

meeting room and appropriate conference equipment, the organization of coffee and lunch breaks.

e. Implementation of the Programme Accounting System

In November 2009 the Operational Management Unit undertook a research within the Autonomous

Region of Sardinia for IT systems and their related applications that could be used to set up a

dedicated software for the management of the Programme, as per JOP.

In 2010 the Region General Accounting Office decided to deactivate the software used for the

extraordinary accounting management; since this software was used for the financial management

of the ENPI Programme too, the Operational Management Unit was charged to find a prompt

solution to provide the Programme with a software enabling analytical monitoring of the specific

accounts of the Programme, as well as a separate monitoring of the expenditures of the various

managing structures (EC Regulation n. 951/07 of 9 August 2007).

The software was realized through an Agreement with the IT Unit of the General Affairs

Department of the Autonomous Region of Sardinia, extending the contract signed in 2009 by the

same Department with the company “Accenture”. The software, integrated with the basic IT system

of the Region (SIBAR), is in use since October 2010.

f. Call for tenders on communication activities

13

In order to ensure a smooth implementation of the communication activities until the end of the

Programme life cycle, the JMA launched on 15 December 2010 an international call for tenders.

The tender aims at selecting a external service provider to support the logistical arrangement

related to the implementation of the following actions, avoiding to tender any single communication

action:

- organization of the meetings of the Joint Monitoring Committee, Heads of Delegation and

Projects Selection Committee including services such as travel, accommodation of participants,

rent and arrangement of meeting rooms, catering, interpreting, photographers;

- organization of the Programme information events (Annual conferences, events on the calls for

proposals, technical seminars on projects implementation) with particular reference to the rent

of meeting rooms, interpreting, photographers, catering.

Given the administrative delays necessary for the assessment of the bids submitted according to

the Italian legislation, the tender has been awarded in June 2011.

g. Selection of external assessors for the evaluation of standard projects

A public procedure for the recruitment of the external assessors in charge of the evaluation of

standard projects submitted within the first call for proposals, was launched by the JMA in

December 2009 and closed in January 2010. The JMA received and assessed 244 candidatures,

of which 44 were included in the roster. Only 38 assessors, from those included in the long list,

were contracted by the JMA in June (the others did not accept the offered post).

h. Selection of thematic experts

A public procedure for the recruitment of 8 experts (6 thematic experts, 1 team leader, 1 specialist

in programme management procedures) in charge of the definition of the terms of reference of

strategic projects, was launched by the JMA on 25 March, 2010.

Since 4 positions out of 8 remained uncovered after the conclusion of the first selection procedure,

an additional procedure was then launched on 23 June, 2010.

The recruitment process was finally completed with the contracts’ signature on 15 October, 2010.

1.4 JOINT TECHNICAL SECRETARIAT

14

The public notice for the selection of the JTS and Branch Offices staff was published on February

17, 2010.

The selection was carried out with the support of the company SAM Headhunting Italy, chosen by

the JMA through a public procedure, providing executives, managers and specialists search

services. It started in April 2010 and closed in June 2010 and was articulated into three main steps:

First step: a preliminary selection performed in order to assess the possession of the

admission criteria and the formal regularity of the applications. A ranking list has been

established for each profile.

Second step: phone interviews for the first ten candidates of each profile in order to establish

a further ranking list. The first 5 candidates for each profile entered the 3rd step (final

Interview).

Third step: final interviews for the 5 selected candidates for each profile conducted by an

evaluation committee established by the JMA and composed of JMA staff and other four

members representing the Branch Offices and two participating countries (France and

Israel). The interviews took place from 7 to 11 June 2010 in Rome, at the premises of the

Sardinia Region.

The final ranking list was approved by the JMA on 25 June, 2010 and published on the Programme

official website.

As for the JTS staff, the contracts were signed by the JMA starting from September, 2010 for the

following profiles:

- 2 project officers

- 1 financial officer

- 1 communication officer

- 1 assistant

Due to the refusal by the two first ranked candidates, the position of coordinator has not been

assigned and the role has been taken by the Director of the JMA.

As regards the profile of financial officer, only one of the five candidates included in the ranking list

has accepted the offered post (the others refused or asked to postpone the recruitment until mid

2011). An ad-hoc selection procedure has been then launched in October 2010 in order to recruit

15

the second financial officer based on the same criteria already set for this profile in the previous

public notice. The procedure was managed by the JMA and was closed in February 2011 with the

publication of the final ranking list.

The recruited JTS personnel attended a two-day-training delivered by Interact and RCBI on 13 and

14 October, 2010. This training helped a deeper understanding of the roles and responsibilities

both in general and with specific regard to relevant activities concerning project management as:

- Support to project applicants during technical and financial monitoring;

- Audits at programme level and expenditures verification;

- Information and communication activities.

At the end of 2010, the JTS structure was the following:

Section Providing

Assistance to Project

Applicants

Section for

Communication,

Information and

Visibility

1 Assistant

2 Project Officers

1 Communication Officer

1 Financial Officer

Financial Section

JTS Coordinator

JMA Director

(ad interim)

A. Catte

1.5 BRANCH OFFICES

1.5.1 VALENCIA BRANCH OFFICE

16

The public procedure for the recruitment of the JTS and Branch offices staff was closed in June

2010 (see paragraph on the Joint Technical Secretariat). As for Valencia Branch Office two

positions were contracted directly by the Generalitat Valenciana, as following:

- 1 Coordinator of the Valencia Branch Office for the Western Mediterranean

- 1 Coordinator of the Liaison Office ENPI CBC MED - MED Programmes

Both positions have been officially incorporated in the body structure of ENPI CBC MED

Programme on 1st October 2010, working full time for the Programme.

According to the Annual Communication Plan 2010, Valencia Branch Office should have carried

out some specific events and activities but some delays related to the Programme procedures and

activities have prevented Valencia Branch Office from working as planned.

1.5.2 AQABA BRANCH OFFICE

The public procedure for the recruitment of the JTS and Branch offices staff was closed in June

2010 (see paragraph on the Joint Technical Secretariat). As for Aqaba Branch Office, three

positions were contracted directly by ASEZA (Aqaba Special Economic Zone Authority), as

following:

- 1 Coordinator of Aqaba Branch Office for the Eastern Mediterranean;

- 1 accountant/administrator;

- 1 assistant.

See par. 3.3.2 for more details on communication activities carried out by Aqaba Branch Office.

1.6 COMPLEMENTARITY WITH OTHER INSTRUMENTS

In 2010 the JMA strived for a further improvement of its fruitful cooperation with other programmes

and initiatives. Regular exchanges, which also systematically occur through the Interact platform,

were intensified with CBC programmes for the definition of the procedures of the technical

assistance.

In particular, the JMA’s action was geared towards deeper exchanges (i.e. definition of the tender

procedure for the monitoring system) which proved to be very profitable for programme

17

implementation, coordination of national and transnational actions and offered a useful preliminary

base to support the smooth and efficient assistance to projects.

The exchange on daily management proceeded in 2010 also with the support and the integration in

the programme cycle management of the Liaison Office with the Mediterranean (MED) Programme

financed by the Structural Funds (under the European Territorial Cooperation Objective) located in

Valencia (Spain).

As previously reported, considering that this Programme concerns the same EU Member States -

and often the same eligible regions – than the ENPI CBC Mediterranean Sea Basin Programme,

the Liaison Office aims at coordinating the activities carried out by the two Programmes in order to

avoid the overlapping of project funds.

To this regard, the MED/ENPI Liaison Office kept on performing 4 main tasks:

- inform about particularities and differences between MED and ENPI CBC MED

Programmes;

- guide potential beneficiaries towards the right programme;

- promote exchange of experiences between the beneficiaries of MED and ENPI CBC MED

areas;

- encourage capitalisation of best practices and results achieved by the two programmes

MED and ENPI CBC MED.

1.7 DIFFICULTIES ENCOUNTERED

Some factors have been identified as having an impact on the development, management and

implementation of the Programme. Practical difficulties in getting visas for key stakeholder

(especially for PSC members) have caused some delays in organising meetings and events and

still represent a major challenge for this Programme which largely base its success on mobility.

The main difficulties encountered in 2010 were related to the implementation of the selection

procedure for the first call for proposals.

The very high number of applications received (599), required a long verification phase.

Furthermore, the delays in the designation of the PSC members by some Countries delayed the

formal appointment of the PSC and the formal launch of the selection process. This implied also a

18

lack of information on the projects submitted and the outcomes of the administrative check sent to

the JMC.

The number and formats of the application documents to be filled in were not effective in order to

avoid mistakes and to check inconsistencies among different sections and/or documents, as for

example: partnership information to be provided in different parts of the Grant Application Form

and to be cross checked with the Partnership Statements; budget information to be provided (and

cross checked) both in the Grant Application Form and in the Budget; budget forms with limited

and unclear information not including alert messages for detecting major mistakes or missing parts;

uncertainties on the application of the rule concerning the allocation of 50% of the budget to

activities implemented in Mediterranean Partner Countries, leading to mistakes in the related

budget table; list of adjoining regions not included in the Guidelines for Applicants; the call for

proposals launched under suspension clause, affecting projects including Moroccan partners.

Moreover, the notification of administrative check results to applicants led to a prolongation of the

planned time schedule (time necessary to prepare and notify letters, reply to requests for

information and treatment of more than 100 complaints).

In addition, the limited number of information events to support potential applicants turned out to be

one of the main problems leading (in combination with the formats used) to an high number of

rejections and requests for clarifications. These latter had to be sent to almost half of the submitted

applications, leading to time-consuming activities (time necessary to prepare letters, examine

clarifications and/or new documents provided by applicants and partners).

Finally, the national non binding consultations, which required some additional efforts, proved to be

not useful for the PSC. The large number of assessors (38) implied also different approaches to

the evaluation process despite the training seminar held by the JMA with the support of Interact in

June. Moreover, the lack of thematic focus of the ToRs for the external assessors (selected per

priority) required additional information on their previous experiences in order to best match

assessors and proposals.

1.8 MONITORING ARRANGEMENTS

According to art. 28 of the Implementing Rules the Annual Report shall report, among others, the

“measures undertaken to monitor, evaluate and audit projects, their results and actions undertaken

to remedy to the problems identified.”

19

This task was defined in 2010 as a systematic and continuous collecting, analysis and using of

information for the purpose of management and decision making of the day-to-day programme

implementation. Based on the two existing IT tools used by the JMA / JTS (one for projects

selection and the other one for accounting management) an open tender procedure was drafted to

select the best offer for the implementation of an integrated monitoring system. This design phase

was shared among a dedicated working group of the JMA and JTS from September onwards. The

internal meetings took into account also the experiences made by other ENPI CBC Programmes.

In this regard, the exchanges with the EC and other Programmes during the seminar held in

Bruxelles on 9-10 September were really helpful for the establishment and the use of effective

project/programme monitoring systems including methodological advices and technical references.

These latter were then considered for the definition of the open tender launched early in 2011.

In particular, the JMA/JTS focused the tender on the definition of a web platform able to regularly

update all relevant stakeholders on the extent of achievement of objectives and progress on the

use of allocated funds striving towards greater cross-border cooperation effectiveness.

The final version of the IT monitoring system will be established after the final selection of the

system supplier (contractor) but it will be divided into three main components:

- Management and decision making

- Projects monitoring, reporting and control

- Statistics

However, the future monitoring system will have as main reference for data collection the model

format defined in the PRaG rules, the Result Oriented Monitoring (ROM) established by Europaid

and relevant best practices at international level considered according to specific emerging needs.

In particular, the monitoring system shall support the:

- Programme and project document management keeping complete documentation covering all

steps in the life cycle of all call for proposals (standard and strategic);

- Project management (from submission to selection to contracting and closure, e-submission of

interim reports and requests for payment by the Applicants, verification process within the

system)

20

- Financial management at Programme and project level (transfer of pre-financing and balance

payment, expenditure verification)

- Project and programme level monitoring (indicators) and audits conducted by the JMA on a

sample of projects

- Programme level finances including management of Technical Assistance

- Various and flexible reporting functions including storing of data on on-spot-checks,

irregularities and recoveries started by the JMA.

Moreover the monitoring system shall be able to:

- include standardised procedures / work-flow of managing bodies and be interlinked with other

tools and forms (e.g. progress reports forms/checks, field visits, outcomes of ROM visits, on-

spot checks etc.);

- process both project proposals submitted within the calls and activity and financial reports of

approved projects presented by the Applicants;

- be selective and flexible: different user rights and quick adaptation to changes shall be

defined;

- be interactive uploading formats in word, excel, pdf and including comments, corrections,

email etc.;

- generate and export both predefined statistics and user-defined statistics according to the

input received from different forms;

- contain the input and the processing of the data at operation level as well as of the main data

at the Project Partner level in case of approved projects;

- provide end users with various data report sheets;

- be accessible from everywhere.

With regard to the existing financial IT system - in the framework contract used by the Region for

its ordinary accounts - the JMA set up in 2010 a new computerized accounting system to manage

the Programme’s funds. The ENPI accounting system is based on the SAP (Systems Applications

and Products) accounting software which has been adopted by the Regional Sardinian Authority. It

is an Accrual Based Accounting System (ABAC) organized by modules, which incorporates the

four accounting systems: Fund Management, Financials, Controlling, Project System. The ENPI

21

computerized accounting system has been designed, personalized and adapted, by the JMA to

meet the specific needs of the ENPI Programme, as follows:

- The separate and independent drawing up of accounts (according to art. 22 IR 951/2007);

- The separate and mutually incompatible function of the authorising officer and accounting

officer (according to art 14 IR 951/2007);

- The requested signatures of both the authorizing officer and the accounting officer (according

to art 21 IR 951/2007);

- A Bank Reconciliation: The JMA shall present the JMC with reports reconciling these

accounts with the balance in the bank account for the Programme. (art. 22 IR 951/2007) and

report (back on) reconciling payments and revenues with the bank account for the

Programme (art. 28 IR 951/2007);

- An Annual financial report with the amounts allocated to the JMA by the Commission, the

payments made and amounts recovered by JMA for technical assistance and for projects

(art. 28 IR 951/2007).

Finally, the definition of the financial circuits of the Programme was successfully and timely

completed according to the provisions set by the Italian law that foresees that all the European

Funds should transit through a bank account at the Italian Ministry of Economic and Finance.

Several meetings have been made in order to define the flow of the ENPI funds from this account

to the Autonomous Region of Sardinia and to the bank account dedicated to the Programme. The

circuit has been defined and tested, in 2009 e 2010, with the request of the annual pre-financing

that was received in two tranches (one for the ERDF quota and the other for the ENPI).

22

2. PROJECT IMPLEMENTATION

2.1 STANDARD PROJECTS

2.1.1 THE FIRST CALL FOR PROPOSALS

The First Call for proposals for Standard projects was launched on 19 of May 2009 after a long

negotiation of the call documents with the participating countries and the European Commission

(see par. JMC). The call for proposals was originally open for 120 calendar days (until mid

September) but its deadline was postponed to 20 of October 2009 upon request of the majority of

the participating countries.

The call was open to all the four priorities and ten measures of the Programme and the total

allocated budget was 32,8 million euro. Following the decision of the JMC in August 2010, the

budget allocation for the call was increased to 55 million euro. The new budget breakdown for each

priority, according the percentages fixed by the JOP, was therefore set as follows:

PRIORITY PERCENTAGE AVAILABLE BUDGET

1. Promotion of socio-economic development and

enhancement of territories 40% € 22.000.000

2. Promotion of environmental sustainability at the

basin level 30% € 16.500.000

3. Promotion of better conditions and modalities for

ensuring the mobility of persons, goods and capitals 10% € 5.500.000

4. Promotion of cultural dialogue and local governance 20% € 11.000.000

TOTAL 100% € 55.000.000

2.1.2 THE EVALUATION AND SELECTION PROCESS

During 2010, the JMA started the evaluation and selection procedure for the first call for standard

projects. It was based on the legal framework applying to the implementation and management of

the ENPI CBC MED Programme, i.e. the ENPI Regulation and the ENPI CBC Implementing Rules,

23

the Practical Guide to contract procedures for EC external action (PRAG), the Joint Operational

Programme and the Application Pack published for the first call for proposals, in particular the

Guidelines for Applicants.

It was articulated into three main steps:

- STEP 1 – Opening session and administrative check;

- STEP 2 – Quality evaluation;

- STEP 3 – Eligibility check.

According to the Joint Operational Programme and to the Guidelines for Applicants, the body

responsible for carrying out and supervising the overall evaluation and selection process is the

Projects Selection Committee (PSC) composed of 7 members proposed by 7 Countries and

appointed by the JMC and supported by internal and external assessors.

The JMC approved the composition of the PSC and the list of independent external assessors

recruited by the JMA through a call for expressions of interest. Finally, the JMC has taken the final

decision on the projects to be financed as well as on the amount granted to them.

The participating Countries were also involved in the evaluation process through non binding

national consultations carried out during Step 2 of the procedure, focusing on the eligibility of the

proposed national partnerships in terms of technical and administrative capacity to implement

projects as well as on the coherence of the proposals with the policies and programmes at national

and regional level.

The JMA has acted as Contracting Authority in accordance with PRAG rules, ensuring respect and

compliance with the agreed procedures. Staff members of the JMA were appointed as Chairperson

and Secretary of the PSC and have acted as internal assessors of the projects (staff members of

the JTS were also involved as internal assessors during Step 3).

Detailed “Guidelines for Evaluation and Selection of project proposals” were drafted by the

JMA with the support of INTERACT, in accordance with the indications provided by the European

Commission. This document, adopted by the PSC and then sent to the JMC to ensure

transparency, illustrated the general principles applicable to the overall evaluation and selection

process and describes the methodology and the specific procedures to be followed in the different

24

phases (in particular Step 1 and Step 2), with reference to the actors involved, their responsibilities

and the outcomes of each step.

In order to guarantee the respect of the principles of transparency and confidentiality, the JMA has

developed a secure intranet system whose access has been given to the PSC members (and to

the EC and INTERACT observers). All the information and documents related to the projects

evaluation have been uploaded in the system for each step of evaluation. The system required a

personal user name and password provided by the JMA while the documents could be only

consulted online without the possibility to download them.

The JMA informed the JMC at the end of each Step on the state of play of the evaluation process.

The full list of projects submitted within the call for proposals (including the indication of those

passed and rejected at each step as well as the related reasons for selection or rejection) were

transmitted to the JMC only after the conclusion of the evaluation process by the PSC, in view of

the final JMC award decision.

Information to applicants were provided at each stage of the evaluation through official letters,

while no information on results of the evaluation process were delivered to any external actor.

STEP 1: OPENING SESSION AND ADMINISTRATIVE CHECK

The step 1 of the evaluation process has been developed through two phases: the opening

session and the administrative check carried out by the JMA staff acting as internal assessors.

During the opening session it has been verified that the submission deadline has been respected.

The administrative compliance check has assessed whether the project proposals satisfy all the

criteria mentioned in the checklist included in the Guidelines for Applicants (i.e. administrative

requirements and technical requirements).

Timeframe

Opening session: from the end of January to the beginning of February

Administrative check: February/May

First PSC meeting: 8th and 9th June 2010

Main results of Step 1

- Opening session

25

Total project proposals received: n. 599

Total projects admitted to the administrative check n. 591

- Administrative check:

Total number of rejected projects: n. 302

Total number of project admitted to the Step 2: n. 289

STEP 2: QUALITY EVALUATION

After the first meeting of PSC all the Applicants have been notified about the outcomes of the

Opening Session and the Administrative Check concerning their project proposals.

Having these communication raised some complaints from the Applicants whose proposals have

been rejected, the JMA has replied to all them through official letters and immediately informing the

PSC in case of complaints accepted because justified, in order to assess their quality.

The assessment carried out by independent external assessors

38 external assessors were recruited by the JMA through a public procedure in June 2010. They

all received complete guidance and technical support during the quality assessment. In addition,

34 among them attended a one-day training held in Rome mid-June 2010 on the Programme

priorities, legal framework and evaluation criteria. Information on how to fill in the evaluation grid,

how to score and comment sub-criteria and on the IT system completed the training session.

All projects have been assigned to the external assessors by using the above mentioned dedicated

IT system with a limited, secure, and temporary access to the assigned project proposals forms

(around 15 each) and related documents of the Application Pack (Grant Application Form, Logical

Framework and Budget).

The external quality assessment lasted about one month. An ongoing and an internal quality check

were performed during the assessment by the JMA officers and then by the PSC Chairperson.

Finally the results were made available to the Project Selection Committee through the secure IT

system about 15 days before the second PSC meeting (the PSC members had also the possibility

to constantly check the work carried out by the assessors on the same secure IT system that

enable a constant monitoring of the whole evaluation process). This allowed the PSC to examine

the results before the meeting for the final approval.

26

The PSC was convened in Cagliari on the 27th, 28th and 29th of July 2010 with the aim to validate

the quality evaluation carried out by the external assessors and approve the 2nd evaluation report.

Only for two cases the PSC performed a third (final) assessment as the discrepancies between the

two assessors were significant. In these two cases the re-assessment of the PSC had already

been foreseen in the evaluation guide. Moreover during its second meeting, the PSC decided, after

a full examination of the evaluations made by the external assessors, not to re-assess other 12

projects having a difference of more than 30 points and one of the score equal to the one of the

projects that could be pre-selected.

Finally the outcome of the work of the assessors was entirely confirmed by the PSC by approving

the evaluation report on the quality assessment.

Timeframe

Selection of external assessors (call launched in December 2009 / May 2010)

Contracts, training of assessors, assignment of applications, assessment: June/July 2010

Second PSC meeting, 27, 28 and 29 of July 2010.


Total number of assessed projects: n.289 of which:

- n.168 project proposals compliant with the minimum threshold set in the evaluation grid;

- n. 121 project proposals rejected because not compliant with the minimum threshold of the

evaluation grid.

STEP 3 - ELIGIBILITY CHECK

In order to carry out the eligibility check a request of supporting documents was sent to the

Applicants of the 34 potentially pre-selected projects (according to the scores obtained and the

available budget) together with the official notification of outcomes of Step 2.

The internal assessors in charge of the eligibility check used an evaluation Grid drafted on the

basis of requirements set by the Guidelines for Applicant par. 4.3.1. The Declaration by the

Applicant and the Partnership statements was cross-checked with the supporting documents

provided. In case some documents were not clear or missing, some clarification have been

requested to the Applicant.

27

Moreover the PSC decided to request the supporting documents to additional 13 proposals

according to the ranking list. The number was decided on the basis of the budget allocated to each

priority (the number of additional projects was calculated on the basis of the 50% of the total

budget allocated by each priority).

The PSC verified the eligibility checks performed by the JMA internal assessors and its decision is

contained in the Final Report and its Annex I “list of projects recommended to the JMC”. The final

check grids were made available in the Intranet system.

Timeframe

Request of supporting documents and eligibility check: from September to November 2010

Third PSC meeting: 24 - 25 November 2010


Total number of assessed projects: n.35

Total number of projects recommended to the JMC: n.33

The graphic below shows the overview by step and priority of the selection process.

2.1.3 LIST OF PRESELECTED PROJECTS

28

Priority 1 - Promotion of socio-economic development and enhancement of territories

Measure 1.1 - Support to innovation and research in the process of local development of the Mediterranean Sea Basin countries

Reference number

Project title and Acronym Applicant ENPI contribution1

I-B/1.1/051 Cultural and Archaeological heritage in the Mediterranean Basin (ArcheoMED)

Academic Pole of the Province of Agrigento – ITALY

€ 1.215.065,70 (90%)

I-B/1.1/493 Promotion des systèmes camelins innovants et des filières locales pour une gestion durable des territoires sahéliens (PROCAMED)

CIRAD Centre de Coopération Internationale en Recherche Agronomique pour le Développement – CIRAD – FRANCE

€ 1.716.246,75 (90%)

I-B/1.1/287 Promoting socio-economic sustainable development through innovative technological actions for Mediterranean tourism heritage and landscapes protection clusters” (HELAND)

University of MALTA, Department of Tourism Studies - MALTA

€ 1.740.600,00 (90%)

I-B/1.1/288 Bio Exploration – Novel methodology for the Identification of Valuable Natural Products Derived from Mediterranean Flora (Bio-Xplore)

Hadassah College Jerusalem – ISRAEL

€ 1.799.469,00 (90%)


Measure 1.2. - Strengthening economic clusters creating synergies among potentials of the Mediterranean Sea Basin countries

Reference number

Project title and Acronym Applicant ENPI contribution

I-B/1.2/155 Supporting and connecting rural women’s traditional know how within the Mediterranean Sea Basin through the promotion of fair products to enhance their economic and social future and to participate towards the achievement of an harmonious development for a good neighborhood in the region

Assembly of Cooperation for Peace / Asamblea de Cooperación por la Paz – SPAIN

€ 1.795.155,87 (90%)

I-B/1.2/441 Mediterranean Network of sustainable small-scale fishing communities (FISHINMED)

Apulia Region, Regional Ministry to Agrofood Policies, Dpt. Hunting and Fishing – ITALY

€ 1.325.597,64 (90%)

1 Amounts might vary due to ongoing negotiation procedure.

29

I-B/1.2/368 Mediterranean Route for Tourism and Culture (MED-ROUTE)

Prefectural Authority of Evia – GREECE

€ 1.395.000,00 (90%)

I-B/1.2/442 MARAKANDA Municipality of Florence- ITALY

€ 1.219.500,00 (90%)


Measure - 1.3. Strengthening the national strategies of territorial planning by integrating the different levels, and promotion of balanced and sustainable socio-economic development

Reference number


I-B/1.3/406 Mediterranean Network for the promotion of Sustainable Urban Development Strategies and three news UDS (USUDS)

Metropolitan Hydraulic Services and Waste Treatment Organisation of the Metropolitan Area of Barcelona acting as Medcities General Secretariat – SPAIN

€ 1.783.742,47 (62,30%)

I-B/1.3/561 New Cities of the Mediterranean Sea Basin (NEWCIMED)

Municipality of Latina - ITALY € 1.792.759,60 (90%)

I-B/1.3/563 Territorial networking for capacity building and local development: a cross border experience linking Lebanon, Jordan, France, Italy

(T-NET)

Regional Authority of Tuscany – ITALY

€ 1.673.281,40 (87,95%)

I-B/1.3/350

LOCAL AGENDA 21 in territorial planning in energy and waste management

PROVINCE OF VITERBO – ITALY

€ 1.546.623,00 (90%)

I-B/1.3/482 Empowerment of Management Capacities of the Middle Eastern Public Bodies on Public Services and Socio-Economical Local Development – (MIDEMP)

Province of Cagliari – ITALY € 1.152.693,67 (90%)

Priority 2. Promotion of environmental sustainability at the basin level

Measure - 2.1. Prevention and reduction of risk factors for the environment and enhancement of natural common heritage

Reference number


I-B/2.1/395 Management of Port areas in the MEDiterranean Sea Basin (MAPMED)

University of Cagliari – ITALY € 1.799.380,00 (77,71%)

I-B/2.1/249 Improving the Environmental Sustainability of Irrigated Agricultural Production in Lebanon and Jordan

ICU - Institute for University Cooperation – ITALY

€ 1.797.743,31 (89,99%)

30

(ENSIAP)

I-B/2.1/243 Promoting sustainable groundwater resources in the Mediterranean Basin: improving technical and administrative skills in select Mediterranean Basin municipalities to alleviate pollution of groundwater Ecopeace

Middle East Environmental NGO Forum/Friends of the Earth Middle East ("EcoPeace/FoEME") – ISRAEL

€ 1.439.223,73 (90%)

I-B/2.1/529 AQUA

KNowledge and Innovation transfer for water savinG in tHe mediTerranean basin (AQUAKNIGHT)

Institute of Communication and Computer Systems - GREECE

€ 1.799.217,00 (90%)

I-B/2.1/548 Sustainable domestic Water Use in Mediterranean Regions (SWMED)

Region of Latium – Italy € 1.609.547,04 (90%)

I-B/2.1/122 Shmile 2 - De l'expérimentation à la diffusion de l'Ecolabel en Méditerranée

Chambre de Commerce et de l'Industrie Nice - Cote d'Azur - FRANCE

€ 1.799.098,75 (90%)

I-B/2.1/090 Mediterranean Cooperation in the Treatment and Valorisation of Olive Mill Wastewater (OMW) MEDOLICO

University of Cyprus € 1.769.416,00 (90%)

Priority 2. Promotion of environmental sustainability at the basin level

Measure - 2.2. Promotion of renewable energy use and improvement of energy efficiency contributing to addressing, among other challenges, climate change

Reference number


I-B/2.2/063 Réseau d’Action en matière de Mobilité Urbaine Durable (RAMUD)

Municipalité de Barcelone – Espagne

€ 750.897,62 (88,75%)

I-B/2.2/099 Production of biodiesel from Algae in selected Mediterranean Countries (MED-ALGAE)

Agricultural Research Institute (ARI) – CYPRUS

€ 1.800.000,00 (88,75%)

I-B/2.2/180 Rénovation Energétique des LogementS (RELS)

Ministère de l’Environnement et du Logement Gouvernement de la Catalogne – Espagne

€ 1.792.431,00 (90%)

Priority 3 Promotion of better conditions and modalities for ensuring the mobility of persons, goods and capitals

Measure - 3.2 Improvement of conditions and modalities of circulation of goods and capitals among the territories

Reference number


I-B/3.2/500 Improving the goods circulation between the Middle East and the EU by networking and adopting shared procedures and technologies (CUSTOM

University of Genoa – Transport Research Centre – ITALY

€ 1.046.880,00 (90%)

31

MED)

Priority 4. Promotion of cultural dialogue and local governance

Measure - 4.2. Support to the artistic creativity in all its expressions to encourage dialogue among communities

Reference number


I-B/4.2/391 Dramaturgies contemporaines du monde arabe (DCMA)

Systeme Friche Théâtre – FRANCE

€ 446.177,00 (86,61%)

Priority 4. Promotion of cultural dialogue and local governance

Measure - 4.3 Improvement of the governance processes at local level.

Reference number


I-B/4.3/412 Transfert de savoir-faire en Méditerranée pour le développement durable des communautés locales en zones rurales défavorisées (VILLAGES)

Centre International pour l’Environnement Alpin ICALPE – FRANCE

€ 1.522.774,00 (89,99%)

I-B/4.3/367 Mediterranean Network for E-Government (MEDeGOV)

Prefectural Authority of Evia – GREECE

€ 1.260.000,00 (90%)

Priority 4. Promotion of cultural dialogue and local governance– below 500.000

Measure - 4.2 Support to the artistic creativity in all its expressions to encourage dialogue among communities

Reference number


I-B/4.2/164 Nostoi – Histoires de retours et d’exodes (NOSTOI)

Coopérative Archéologie – Italie

€ 446.708,73 (90%)

I-B/4.2/275 JOUSSOUR Conférence Permanente de l'Audiovisuel Méditerranéen – Italie

€ 447.290,73 (89,99%)

I-B/4.2/445 Culture in the Mediterranean and Europe – Weaving on Common Threads (CulMe-WeOnCT)

Interbalkan Institute of Public Administration – GREECE

€ 449.280,00 (90%)

Priority 4. Promotion of cultural dialogue and local governance – below 500.000

Reference number


I-B/4.3/587 New Performances for Mediterranean Tourism Newper

Promuovi Italia J.S.C. Joint Stock Company – ITALY

€ 382.325,30 (90%)

2.2 STRATEGIC PROJECTS

32

Alongside the evaluation process for the first call for standard projects, the JMA has prepared the

launch of the call for strategic projects according to the requirements and procedures defined in the

JOP and PRAG. The main problem in the preparation of the documents for the strategic call was

the delay concerning the selection procedure of the external experts to be recruited for each topic

addressed by the call.

In fact, 4 topics out of 6 remained uncovered after the conclusion of the first selection procedure. In

particular, the experts for the integrated coastal management, waste treatment and recycling,

water management and solar energy were not selected and an additional procedure was then

launched on 23 June, 2010. The recruitment process was finally completed and a first expert group

meeting was held in Cagliari on 15 October, 2010. This meeting aimed at introducing a common

working methodology, discuss and agree upon objectives and an indicative timetable capitalising

also on the experience of the first call for proposals. Specifically, the main topic of the pre-selected

standard projects were presented by the JMA / JTS and discussed with experts in order to

underline differences between standard and strategic projects and focus on some preliminary

findings of the first call. The main fields of action identified were namely: Spatial planning and local

development; Culture and tourism; Climate including both water and energy efficiency; Transports

and mobility.

The main topics discussed concerning the selection process: rules and procedures to be simplified;

MPC participation to be improved; link with national, local authorities and other donors; potential

synergies with MED and other programmes to be exploited.

Possible actions to be taken within the call for strategic projects: application package to be

improved; targeted dissemination and communication activities; mandatory networking and

communication activities; targeted monitoring system and impact indicators.

The experts were coordinated by a team leader and supported by the JMA and a specialist in

programme management procedures who addressed the definition of the documents for the call

according to PRAG. The team leader coordinated the work of experts and assisted the Programme

management bodies in the preparation the call while the specialist harmonized the draft of ToRs

with PraG requirements and with its formats. All experts supported the JMA in elaborating the

relevant documents composing the application pack participating in relevant meetings as required

by JMA.

33

In particular, they prepared the background analysis and the questionnaires for the consultation of

national reference persons. A preliminary draft of the ToRs for each topic was discussed in

Valencia during the JMC meeting held on 13 and 14 December 2010. The background analysis

contained an in-depth context analysis of the Programme cooperation area in relation to the

concerned topic, mainly in terms of international, national and regional strategies, existing relevant

programmes and projects, main strengths, weaknesses, opportunities and threats (SWOT

analysis). The background analysis was transmitted to the Heads of Delegation in order to receive

their comments during the JMC meeting.

During the JMC meeting, the JMA introduced the main possible rules for the selection of strategic

projects, as well as a detailed questionnaire for the consultation of national reference persons

aimed at collecting comments on the SWOT. It was also agreed to define a detailed set of

indicators for each topic. The previous tasks of the identification of potential activities and key

actors were then replaced by the indicative list of coherent projects implemented, ongoing or

foreseen within the same topics in the Mediterranean area.

Finally, a preliminary draft of the project evaluation criteria it was defined and the project evaluation

grid starting from the PraG requirements and formats (suggesting potential integration or

adaptation) was prepared. According to the preliminary feedback received by the delegations, the

drafting of the Guidelines for applicants was started, including the Concept Note, the Gull

Application Form and their annexes.

34

3. INFORMATION AND COMMUNICATION ACTIVITIES

With regards to information and communication activities, 2010 was entirely dedicated to the

preparation of year 2011 considered as a major milestone in the Programme life cycle. In fact, in

2011 two calls are due to be launched (call for strategic projects and second call for standard

projects) while the implementation of the projects selected under the first call standard projects will

start.

Therefore, although no larger communication campaign was carried out in 2010, two important

preparatory activities for actions to be implemented in 2011 were completed: the 2011 Information

and Communication Plan and the call for tender on communication activities, as the operational

tool for implementing efficiently and timely communication actions until the end of the Programme

life cycle (see section 1.3.2 point f) for more information on the content of the call for tender).

3.1 2011 INFORMATION AND COMMUNICATION PLAN

3.1.1 DRAFTING THE 2011 INFORMATION AND COMMUNICATION PLAN

The 2011 Information and Communication Plan was drafted with the full involvement of the 14

participating countries.

The methodology approved to prepare and share the Communication Plan was based on a

targeted questionnaire and various meetings with relevant parties such as Branch Offices and

Programme National Contact Points.

In order to evaluate the communication activities carried out in 2009 to support the launching of the

first call for standard projects and to better target future information actions on the actual needs

and expectations of the 14 participating countries, the JMA launched a consultation with the

National Contact Points through a dedicated questionnaire sent in November 2009.

The results of the questionnaire were carefully analyzed to prepare the first draft of the 2011

Communication Plan which was discussed with the staff from the two Branch Offices during two

meetings held in Rome 2 December 2009 and 15 March 2010.

In May 2010 during a meeting in Brussels, the results of the Questionnaire were discussed with

the NCPs allowing to integrate some useful additional inputs to the draft of the Communication

Plan.

35

The draft Communication Plan was then circulated among the Joint Monitoring Committee and

integrated based on the comments/suggestions expressed. The final draft of the 2011 Information

and Communication Plan was approved by the JMC through written procedure on 6 December

2010.

3.1.2 OVERVIEW OF THE 2011 INFORMATION AND COMMUNICATION PLAN

The adopted Communication Plan foresees some specific actions related to the two calls for

proposals to be launched in 2011 while other actions have a crosscutting dimension and will be

implemented during the whole Programme life cycle. All actions are coordinated to achieve the

general three objectives set by the JOP:

- Communicate effectively to public opinion the political and strategic aims that the European

Union intends to achieve, in partnership with the countries involved, through activities financed

by the Programme and, more generally, by the ENPI;

- Guarantee transparency in the use of community resources, through regular dissemination of

information and the use of simple and effective procedure and instrument of direct

participation;

- Make potential beneficiaries aware of the purposes, of the opportunity offered by the

Programme and the modalities of participation.

The 2011 Communication Plan is based on Logical Framework approach to ensure more efficient

actions, to measure the actual results of each action carried out and to guarantee the full

coherence between general objective, specific objectives, activities, target groups, foreseen budget

and expected results. One of the innovative features of the 2011 Communication Plan consists in

the use of result indicators that will allow to measure the effectiveness of the different actions

carried out. That way, the JMA and the different stakeholders involved in communication activities

will be able to assess the results on an annual basis, enhance activities that proved successful and

adapt those actions that turned out less efficient.

Following the approval of the JMC, the Plan will be annually updated, enabling further coordination

between all stakeholders involved, especially with regards to the nature of the different actions to

be implemented.

36

3.1.3 SPECIFIC FEATURES OF THE 2011 INFORMATION AND COMMUNICATION PLAN

The Communication Plan is structured in 3 general objectives articulated in 10 specific objectives

as follows:

Objective 1 - Communicate effectively to public opinion the political and strategic aims that the European Union intends to achieve

Specific objectives Actions

1.1 Improve the Programme awareness and visibility

1.1.1 Ensure the use of the Programme logo and visual identity

1.2 Broadcast the Programme information through networking communication tools

1.2.1 Enhance the website

1.2.2 Design and build two public databases

1.2.3 Design and build a private database

1.3 Promote the Programme activities through PR material

1.3.1 Produce and disseminate information and visibility materials

1.4 Communicate the Programme aims during meetings and seminars

1.4.1 Organize events:

Launching Conference ( Strategic projects, 1th call)

Launching Conference (Standard projects, 2nd call)

1.5 Organize Media information campaigns

1.5.1 Prepare a short Programme presentation to be broadcasted through the national media of participating countries.

1.5.2 Publish an extract of the next call for proposals in national newspapers of the beneficiaries countries

Objective 2 - Guarantee transparency in the use of community resources


2.1 Inform granted projects on rules and expectations by the JMA

2.1.1 Participate in Projects Kick off meetings

2.1.2. Participate in official Projects meetings

2.2 Co-ordinate Programme Projects about the utilization of common accepted procedures

2.2.1 Organize informative seminars

2.2.2 Organize training seminars with Projects on: Management, Communication and Finance

37

2.3 Produce handbooks on sector guidelines

2.3.1 Draft guidelines on Programme common standards for Communication and Reporting formats

Objective 3 - Make potential beneficiaries aware of the purposes, of the opportunity offered by the Programme and the modalities of participation


3.2 Create synergies and links with other EC Regional and Co-operation Programmes

3.2.1 Co-operation and cross-links with other EC Programmes

3.1.4 SUPPORT TO THE IMPLEMENTATION OF THE PROGRAMME COOMUNICATION

STRATEGY: BRANCH OFFICES WORKING PLANS

The two Programme Branch Offices, respectively located in Valencia and Aqaba, were fully

operational in October 2010 after their staff had been recruited.

The Branch Offices are key players in the Programme implementation. In fact, given the

Programme complexity and the wide extension of the eligible area, the decentralization of the

management of some activities to the Branch Offices is necessary to:

- ensure closer proximity to the potential beneficiaries and main involved actors at local level;

- favor the beneficiaries and actors participation in the Programme.

The decentralization is therefore intended to enhance and maximize the actions planned and

undertaken by the JMA and the JTS supporting their implementation throughout the whole eligible

area. In some cases, the BOs manage and direct certain actions and activities, but always under

the coordination and supervision of JMA on whom they are functionally dependent and to whom

they have to report periodically.

The foreseen tasks of each Branch Office have been detailed in a dedicated Working Plan for the

year 2011. The Working Plans have been discussed and shared with Aqaba (November 2010) and

Valencia (December 2010) Branch Offices.

3.2 INFORMATION AND COMMUNICATION ACTIONS

3.2.1 PROMOTION AT EXTERNAL EVENTS

Where possible, the JMA participated in external events with the intent of presenting the

opportunities offered by the Programme and explain the general rules of the first call for proposals.

38

Here is a synthesis of the most relevant events attended by the JMA:

• Informative seminar for local NGOs, Consulate of Italy in Jerusalem (Israel), 29 April 2010.

Following the invitation of the Technical Local Unit of the Italian Consulate of Italy, an informative

seminar took place in Jerusalem. More than 70 representatives of local NGOs attended the event

and got information on the state of advancement of the Programme’s implementation, the calendar

of the calls and were provided with an overview of the main eligibility rules applying to EBPI CBC

Med projects.

• ASCAME General Assembly, Cagliari (Italy), 3 May 2010. The Association of the Mediterranean

Chambers of Commerce and Industry (ASCAME) was formed on 1 October 1982. The Constitutive

General Assembly was held in Barcelona, hosted by the Barcelona Chamber of Commerce,

Industry and Navigation. ASCAME is an Organization with a potential membership of 500

Chambers of Commerce, and other associated entities, from the 23 countries bordering the

Mediterranean Sea. During the 2010 general Assembly of the ASCAME Secretariat that took place

in Cagliari on 3 May, the funding opportunities offered by the Programme were presented to the

representatives of chambers of commerce from the Euro-Med region.

• Seminar on European territorial cooperation, Bari (Italy), 17 June 2010. Sharing experience

between different Managing Authorities of cooperation programmes dealing with the Mediterranean

area: that was the objective of the seminar organized by Puglia Region. During the event the JMA

also discussed the methodology adopted for the drafting of the call for strategic projects.

• Med Programme Annual event, Thessaloniki (Greece), 23 September 2010. Within the

frnmework of the Med Programme annual event, the JMA shared its views on the future

perspectives for cooperation in the Mediterranean together with representatives of the European

Commission, local authorities and civil society.

• Meeting between European Territorial cooperation programmes, Bologna (Italy), 28 September

2010. During this operational event organised by Emilia-Romagna Region, the JMA shared its

experience in the management of a complex cooperation programme with other authorities

involved in Italy in the implementation of programmes/projects dealing with European Territorial

Cooperation.

• Meda Finance 2010, Cairo (Egypt), 19 and 20 October. Organized by the Confederation of

Egyptian European Business Associations in the framework of the EU funded “Invest in Med”

programme, the goal of MedaFinance 2010 (Cairo, 19th and 20th October) was to raise awareness

39

on funds available, clarify the application processes and encourage SMEs to make use of these

instruments. The Conference provided to over 500 participants a comprehensive overview of

financial instruments offered by donors such as United Nations, European Investment Bank,

African and Arab development banks. During the plenary session on “Grants and Technical

Assistance” bringing together representatives from UNDP, European Commission, German (GTZ)

and Japanese (JICA) national development agencies, the JMA, while presenting the opportunities

of the ENPI CBC Med Programme, highlighted the need to better coordinate the various existing

initiatives - over 250 instruments exceeding € 22 billion are available in the Mediterranean area -

in order to avoid any projects duplication and maximize the effects of Euro-Med cooperation.

The Programme logo features two important symbols of the Mediterranean area: the sea and the

sun. The sea, as the common space uniting all the countries participating in the Programme, is

represented by waves. The sun is made of people holding hands, symbolising cooperation and

common benefits.

3.2.2 PROGRAMME WEBSITE

The Programme website (www.enpicbcmed.eu) was further enhanced in 2010. In particular, as the

main tool for communicating the state of advancement of the Programme and results achieved in

its implementation aims at reaching the widest possible audience in the eligible territories.

The webiste was regularly updated throughout 2010 in order to inform interested stakeholders

about the selection process of the call for standard projects, the calendar related to the publication

of the call for strategic projects and the various Programme recruitment/tender notices.

Any relevant news was also forwarded to RCBI, Interact and ENPI Info Centre websites and to

those of the national delegations in order to ensure maximum visibility of the opportunities offered

by the Programme.

Below are some statistics regarding the access to the Programme website.

42

3.3 COMMUNICATION ACTIVITIES CARRIED OUT BY THE BRANCH OFFICES

3.3.1 VALENCIA BRANCH OFFICE

The following activities were carried out in 2010 by the Valencia Branch Office, including the

Liaison office:

- Management of 125 questions received via email or telephone concerning the call for

proposals for Standard Projects and the next call for Strategic Projects. All questions were

duly answered also in collaboration with Joint Managing Authority Staff.

- 3rd meeting of the Joint Monitoring Committee in Valencia (13-14 December 2010): the

Branch Office collaborated in the organization of the JMC meeting with reference to the

logistical arrangements. Welcome remarks were made by Mr. Rafael Ripoll Navarro, Regional

Vice-Minister for European Affairs, Generalitat Valenciana.

- Maintenance of the contacts’ and potential beneficiaries’ database created in 2009, using

in part the contacts of the Liaison Office and those provided by National Contact Points. The

database contains more than 700 contacts, especially coming from the participating countries

covered by the Branch Office, and includes local, regional and national public bodies,

development agencies, public and private foundations, civil society associations, NGOs and

consultancies.

43

- Promotion at external events: the BO participated in external events with the intent of

presenting the opportunities offered by the Programme. Here is a synthesis of the most

relevant events attended by the BO:

- The Energy Efficiency Challenge for Cities. European Funds to generate local employment.

11th May 2010. Castellón (Spain). This seminar was held in Castellón (Spain) and was

organized by the City Council of Castellón and the Valencia Regional Ministry for European

Affairs. The main purpose of this conference was to contribute to achieve that municipalities

optimize the use of financial tools in order to create employment and training in building

techniques based on energy and environmental efficiency, contributing to reach the

different policies to prevent environmental change as well as the objectives of the Covenant

of Mayors. The Valencia Branch Office was invited to participate in the seminar as speaker

in order to explain the opportunity to participate in ENPI CBC MED Programme with

projects related to energy efficiency sector.

- 3rd Interact ENPI Annual Conference: in October 2010, the Valencia Branch Office attended

the Seminar “3rd INTERACT ENPI Annual Conference” on 21-22 October in Kiev to discuss

current problems and future challenges of ENPI Cross-border Co-operation Programmes

funded by EU. The 3rd Interact ENPI Annual Conference met in Kiev the main actors

related to the managing and coordination activities from the ENPI CBC Programmes.

During the Conference, the role of BOs was discussed and the following points were

highlighted.

Branch Offices are a very useful tool to be used by beneficiaries and Programs and they

should be fully exploited to maximize the resources of Branch Offices at their disposal. At

this regard, Branch Offices should increase their role in the monitoring of the projects, like:

Making the last check and ask for additional documents to the Leaders.

Organising discussions and meetings with beneficiaries.

Helping on consulting with the rules for procurement and other rules.

Being involved in the spot-visits to the projects.

- Liaison Office ENPI CBC MED:

Enhance new communication strategy and working plan with MED Programme;

Drafting of MED and ENPI CBC MED programmes “Comparative brochure” in

September 2010, with a total of 700 copies (500 in English version and 200 in French

44

version). The brochure was prepared by Liaison Offices and in close collaboration the

JMAs of both Programmes. The objective of this brochure is to highlight in 10 key

points the main features of the programmes and comparing their different nature,

objectives, eligible territories and actors.

In October 2010, the Liaison Office attended a bilateral meeting in Cagliari (Italy)

between the JMA and the JTS of both MED and ENPI CBC Med programmes in order

to define the Working Plan of the Liaison Office for the year 2011 and analyse how the

Liaison Office could contribute to the necessities of the two Mediterranean programmes

in an efficient way.

Due to fact that the selection process of Valencia Branch Office staff was finalized in October 2010

all activities foreseen in the 2010 Communication Plan could not be achieved.

3.3.2 AQABA BRANCH OFFICE

As the Aqaba Branch Office was not fully operational till October 2010, it could not perform its

tasks as foreseen. The following activities were carried out in 2010 by the Aqaba Branch Office:

- Organize the work of the Branch Office, with reference to the definition of the tasks of each

staff member, as well as of the relations with the hosting institution and the JMA.

- Hosting the coordination meeting (JMA/JTS/BO/ASEZA) in Aqaba (29-30 November 2010).

The meeting was organised to discuss the 2010 and 2011 Working plan.

- Contribution to the drafting of the 2011 Information and Communication plan.

- Participation in 3rd JMC Meeting in Valencia on 13-14 Dec 2010.

45

4. PROGRAMME OF ACTIVITIES TO BE IMPLEMENTED THE FOLLOWING YEAR

The main activities for 2012 are mainly related to the evaluation and closure of the call for

proposals for strategic projects, the second call for standard projects as well as to the starting

phase of the first selected standard projects. These latter will start their full implementation phase

in September 2011 and will present their first financial and activity reports in the second half of

2012.

As far as the call for strategic projects is concerned, the evaluation of the Concept Notes (stage 1)

should be performed within mid-September by the PSC and finally decided by the JMC by the end

of October 2011. The Full Application Form (stage 2) evaluation will last until the end of April 2012

when the award decision of the JMC is expected. Notification to successful Applicants and

negotiation following the award decision should lead to the signature of the contracts in July 2012.

The second call for standard projects is expected to be launched in November 2011 while the

evaluation phase (including all evaluation steps) will last till September 2012. The signature of

contracts should take place at the end of the same year due to a simplification of the procedure

taking full advantage of the integrated monitoring system.

In parallel, communication activities will be intensified and will focus on key events, systematically

addressing the capitalisation of experiences as a way to improved connections with media.

As reported in the indicative GANTT chart below, the main milestones of the Programme (mainly

JMC and PSC meetings) are all directly linked to the above mentioned objectives.

GANTT CHART INDICATIVE ACTIVITY PLAN 2012

B. FINANCIAL PART

1 DECLARATION OF REVENUE AND EXPENDITURE

1,2 Provisional budget for the following year (commitments and expenditure)

1,3 Bank accounts

1,4 Payments from European Commission

1,5 Payments from participating countries at programme level

1,6 Reconciliation with the financial table of the JOP

2 PROJECTS

2,1 PROJECTS - Payments

2,2 PROJECTS - Recoveries

3 TECHNICAL ASSISTANCE (TA)

3,1 TA - Staff

3,2 TA - Subsistence costs

3,3 TA - Travel

3,4 TA - Equipment and supplies

3,5 TA - Consumables

3,6 TA - Subcontracting

3,7 TA - Other costs

3,8 TA - Revenue

Contents of the annual financial report

REVENUE - current reporting period 11.953.068,39

Amount received from EC 11.836.209,43

Revenue from TA 0,00

Gross interest on prefinancing 116.858,96

Other revenues (penalties, interest on recoveries, etc.) 0,00

EXPENDITURE - current reporting period 1.572.404,75

Amount paid on projects 0,00

Amount paid on TA 1.572.404,75

BALANCE on 31 December 2009 16.642.366,53

BALANCE 27.023.030,17

Balance of the ENPI bank account on 31 December 2010 27.987.673,43

(A ) Aqaba Branch Office bank account balance 32.759,28

(B) Amount of TA expenditures advanced by the Sardinia Region to be reimbursed -956.480,41

(C) Amount of TA expenditures advanced by the Comunitat Valenciana to be

reimbursed

-40.922,13

RECONCILIATION OF THE BALANCE* 27.023.030,17

0,00

Programme: ENPI CBC Mediterranean Sea Basin

1. DECLARATION OF REVENUE AND EXPENDITURE

all amounts in EUR

I, the undersigned, Anna Maria Catte, director of JMA , acting as authorised representative of the Joint Managing Authority for the ENPI CBC

Programme Mediterranean Sea Basin , hereby give assurance that the management and control systems set up for the programme in the course

of the previous year continue to comply with the model approved by the Commission and that they have operated in such a way as to warrant a

reasonable degree of confidence in the correctness of the financial report and in the legality and regularity of the transactions to which it relates.

I hereby declare the following.

1) The revenue and expenditure of the programme with regard to EU funds for the year 2008-2009 is as follows. The balance corresponds to the

aggregated amount of EU funds deposited on the programme's accounts.

ANNUAL FINANCIAL REPORT FOR THE YEAR 2010

* This amount comes from balance of the ENPI bank account (€ 27.987.673,43 which not includes the net interest from 31.10.2010 to

31.12.2010) plus the amount of the Aqaba Branch Office balance which has not been spent (A) less the amount of TA expenditures advanced by

Region of Sardinia (B) and the one advanced by Comunitat Valenciana (C) to be reimbursed.

2) The financial contributions from participating countries at the programme level for the year 2010 are as follows:

3) The EU contribution to projects at the level of commitments and accepted expenditure does not exceed 90%.

1. DECLARATION Page 2

EU contribution to projects (grant amount) 0,00%

EU contribution to accepted expenditure 0,00%

signature: _______________________________________ date: _______________

1. DECLARATION Page 3

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00

Project

reference

Project title Beneficiary with

nationality

Partners with

nationality

Duration

[months]

Year of

contract

signature

Start End Total cost

[EUR]

EU grant

[EUR]

EU grant

%

Expenditure

claimed

to date

[EUR]

Expenditure

accepted

to date

[EUR]

EU contribution

to expenditure

accepted to date

[EUR]

Amount paid

to date - EU

funds

[EUR]

Amount

recovered

to date - EU

funds

[EUR]

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

PRIORITY <number and name>


MEASURE <number and name>












Amount of grant of contracts of current period


2. PROJECTS

all reporting periods

2. PROJECTS Page 9

Project

reference

Project title Beneficiary with

nationality

Partners with

nationality

Duration

[months]

Year of

contract

signature

Start End Total cost

[EUR]

EU grant

[EUR]

EU grant

%

Expenditure

claimed

to date

[EUR]

Expenditure

accepted

to date

[EUR]

EU contribution

to expenditure

accepted to date

[EUR]

Amount paid

to date - EU

funds

[EUR]

Amount

recovered

to date - EU

funds

[EUR]

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00 0,00 0,00








2. PROJECTS Page 10

9.181.352,01 561.266,41 1.572.404,75 1.572.404,75

Description Amount contracted

[lEUR]

Amount paid

in previous reporting periods

[EUR]

Amount paid

in current reporting period

[EUR]

Amount paid

to 31/12/2010

[EUR]

STAFF 5.167.660,63 187.850,86 573.817,60 573.817,60

JMA 1.218.168,13 187.850,86 474.691,44 474.691,44

JTS 2.786.257,50 0,00 55.111,77 55.111,77

Branch office Valencia 731.235,00 0,00 27.267,54 27.267,54

Branch office Aqaba 432.000,00 0,00 16.746,85 16.746,85

TRAVEL & SUBSISTENCE

COSTS

210.249,94 119.830,52 91.800,27 91.800,27

JMA 96.925,51 39.385,84 59.522,26 59.522,26

JTS 12.210,85 0,00 11.932,16 11.932,16

JMC 77.050,11 77.050,11 0,00 0,00

PSC 14.568,24 0,00 14.245,20 14.245,20

Branch office Valencia 7.161,33 3.394,57 3.766,76 3.766,76


EQUIPMENT AND SUPPLIES 29.246,18 0,00 29.246,18 29.246,18

JMA 26.933,37 0,00 26.933,37 26.933,37

JTS 0,00 0,00 0,00 0,00

Branch office Valencia 0,00 0,00 0,00 0,00


CONSUMABLES 2.984,31 2.874,31 110,13 110,13

JMA 0,00 0,00 0,00 0,00

JTS 0,00 0,00 0,00 0,00

JMC 552,00 552,00 0,00 0,00

Branch office Valencia 2.432,31 2.322,31 110,13 110,13

Branch office Aqaba 0,00 0,00

SUBCONTRACTED

EXPENDITURE

658.255,81 165.319,69 241.833,70 241.833,70

JMA 298.134,75 140.276,75 19.924,10 19.924,10

JTS 81.480,00 0,00 81.480,00 81.480,00

PSC 253.338,52 0,00 140.170,00 140.170,00

Branch office Valencia 25.302,54 25.042,94 259,60 259,60

Branch office Aqaba 0,00 0,00 0,00 0,00

OTHER COSTS 2.995.378,49 59.168,16 544.243,09 544.243,09

JMA 1.845.153,91 7.099,10 544.054,81 544.054,81

JMC 1.150.224,58 52.068,58 156,00 156,00

JTS 0,00 0,00 0,00 0,00

Branch office Valencia 0,00 0,00 0,00 0,00


INDIRECT COSTS 117.576,65 26.222,88 91.353,78 91.353,78

JMA 104.981,70 26.222,88 78.758,82 78.758,82

JTS 10.396,68 0,00 10.396,68 10.396,68

Branch office Valencia 2.198,28 0,00 2.198,28 2.198,28


all reporting periods

3. TECHNICAL ASSISTANCE (EU FUNDS)



3. TA Page 13

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