annex 2 - european commission · 1 this action is funded by the european union annex 2 of the...
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1
This action is funded by the European Union
ANNEX 2
of the Commission Decision on the individual measure in favour of intra-ACP cooperation to
be financed from the 11th
European Development Fund
Action Document for the "Institutional Support to the ACP Secretariat and its Geneva
Antenna (2016-2018) including participation of ACP representatives in meetings
organised by the Joint Parliamentary Assembly, civil society consultations organised by
the ACP-EU Council of Ministers and consultations organised by the European
Economic and Social Committee (EESC)"
INFORMATION FOR POTENTIAL GRANT APPLICANTS
WORK PROGRAMME FOR GRANTS
This document constitutes the work programme for grants in the sense of Article 128(1) of the
Financial Regulation (Regulation (EU, Euratom) No 966/2012), applicable to the EDF by
virtue of Article 37 of Regulation (EU) 2015/323 in the following sections concerning grants
awarded directly without a call for proposals: section 5.4.1.
1. Title/basic act/
CRIS number
Institutional Support to the ACP Secretariat and its Geneva Antenna
(2016-2018) including participation of ACP representatives in meetings
organised by the Joint Parliamentary Assembly, civil society
consultations organised by the ACP-EU Council of Ministers and
consultations organised by the European Economic and Social
Committee (EESC)
CRIS number: ACP/FED/037-976
Financed under the 11th
European Development Fund (EDF)
2. Zone benefiting
from the action/
location
ACP countries. The action shall be carried out at the following location:
Brussels – Geneva-ACP countries
3. Programming
document
Intra-ACP Strategy 2014-2020
4. Sector of
concentration/
thematic area
Public Sector Policy and Administrative Management
5. Amounts
concerned
Total estimated cost: EUR 47 750 000
Total amount of EDF contribution EUR 28 850 000
This action is co-financed by potential grant beneficiaries for an
indicative amount of EUR 18 900 000
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6. Aid modalities
and
implementation
modalities
Direct management - grant - direct award
Financial year 2016: for an indicative amount of EUR 9 350 000
Financial year 2017: for an indicative amount of EUR 9 350 000
Financial year 2018: for an indicative amount of EUR 9 350 000
Direct management- administrative agreement
7. DAC code(s) 15110
8. Markers (from
CRIS DAC form)
General policy objective Not
targeted
Significan
t objective
Main
objective
Participation development/good
governance ☐ ☐ x
Aid to environment x ☐ ☐
Gender equality (including
Women In Development)
x ☐ ☐
Trade Development x ☐ ☐
Reproductive, Maternal, New
born and child health
x ☐ ☐
RIO Convention markers Not
targeted
Significan
t objective
Main
objective
Biological diversity x ☐ ☐
Combat desertification x ☐ ☐
Climate change mitigation x ☐ ☐
Climate change adaptation x ☐ ☐
SUMMARY
The objective of this action is to ensure:
1) the continuity of the functioning of the Secretariat of the African, Caribbean and Pacific
Group of States (ACP Secretariat), the executive organ of the ACP Group of States and
main interlocutor for the implementation of the ACP-EU Partnership Agreement (Cotonou
Agreement) and Regional Authorising Officer (RAO) for the intra-ACP programme; and
2) the active participation of ACP countries representatives in the ACP - EU institutional
dialogue by financing the expenditure incurred by ACP participants at meetings organized
by the Joint Parliamentary Assembly (JPA) or the Council of ACP - EU Ministers as well
as the consultations and meetings of economic and social stakeholders of civil society
organised by the European Economic and Social Committee (EESC).
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1 CONTEXT
1.1 Sector/Country/Regional context/Thematic area
In the recent years, the Institutional Support projects financed from the 9th
and 10th
EDF Intra-
ACP programmes have provided consecutive multiannual co-financing towards the costs of
the ACP Secretariat and its Geneva Antenna, including support for the strategic institutional
reform efforts and the implementation of the most recent strategy "the Strategy for Renewal
and Transformation 2011-2015". The Strategy is to be reviewed by the new managerial team
of the ACP Secretariat which took office in March 2015.
The ACP States contribute to the operating costs of the Secretariat in accordance with a
distribution key established for their assessed contributions to the overall budget of the
Secretariat. These contributions partially fund the salaries and other allowances of the staff, as
well as the running costs not covered by the EDF contribution.
2) The Joint Parliamentary Assembly and its operational and financing modalities are
established according to Article 17 of the Cotonou Agreement and the relevant provisions of
Annex I (financial protocol) of the same agreement. Under the 10th
EDF, the JPA support was
implemented by the ACP Secretariat (joint co-financing). The consultations with ACP-EU
economic and social operators were undertaken by the EESC as foreseen in the Cotonou
Agreement, Protocol I, paragraph 4.
1.1.1 Public Policy Assessment and EU Policy Framework
The EU's cooperation policy with the ACP states is designed and implemented under the
legal framework of the Cotonou Agreement. The EDF is the main financing instrument
for the 2014-2020 framework aimed at the implementation of the Cotonou Agreement
main axes defined for the same period. EDF resources will be implemented in the context
of intra-ACP programmes along the national and regional ones.
The EU contributes to the cost of running the ACP Secretariat according to Declaration IV
annexed to the Cotonou Agreement through the intra-ACP resources. The EU and the
ACP Member States are contributing to the financing of the Joint Institutions including
the activities of the Joint Parliamentary Assembly (JPA) in accordance with Protocol I of
the Cotonou Agreement. The ACP Secretariat is the co-Secretariat for the activities
pertaining to the ACP representative's participation in the JPA and the civil society
meetings in the side line of the ACP-EU Council of Ministers. In the context of its
mandate on this specific issue, it prepares, organises and participates in all these activities
taking care of the financial aspect of them and participating to the final costs when
required.
As stipulated in Protocol I, paragraph 4, the modalities for the financing of the part of the
JPA activities related to the consultation meetings and meetings of ACP-EU economic
and social operators are to be organised by the Economic and Social Committee of the
EU. In this specific instance, the EU's contribution to cover the participation of the ACP
economic and social operators shall be paid directly to the EESC.
Both the institutional support to the ACP Secretariat and the financing of JPA activities are
funded by the 11th
EDF according to the amounts agreed upon by the partners in the Intra-
ACP Strategy 2014-2020.
1.1.2 Stakeholder analysis
The main stakeholders are: the ACP Secretariat, the Joint Parliamentary Assembly and the
European Economic and Social Committee as stipulated in the Cotonou Agreement.
There is no involvement as such of the stakeholders in the design of the action, since the
scope is legally framed/limited by the Cotonou Agreement itself from which the project
cannot deviate.
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1.1.3 Priority areas for support/problem analysis
The ACP Secretariat and its Geneva Antenna is the only executive organ of the ACP Group.
As such it is operating on two levels: a) servicing the ACP organs and joint institutions
according the provisions of the Cotonou Agreement and b) acting as Regional Authorising
Officer for the Intra-ACP programme.
The Institutional Reform of the ACP Secretariat was initiated in 2004. The reform was
focused on the following three levels: improved functioning of the ACP Secretariat including
planning, reporting and monitoring systems, improved financial and internal control systems
and a comprehensive human resources policy, strengthening of ACP Secretariat’s capacity to
effectively and efficiently manage EDF resources as well as strengthening of the ACP
Secretariat’s capacity to provide high quality thematic policy analysis to the ACP Institutions,
through the mobilization of external specialized high quality expertise.
The first institutional audit undertaken in 2007 was not conclusive and 20 recommendations
were provided in the final institutional audit report. Two follow ups were conducted, one in
2009 and the latest one in 2013. Constant progress has been noted towards compatibility with
international standards on all elements while certain initial recommendations remain to be
implemented
The managerial team of the ACP Secretariat in office 2010-2015 continued to work on the
institutional reform of the Secretariat. A Strategy for Renewal and Transformation was
elaborated for the period 2011-2015 with the main axes of intervention towards finalisation of
the reform.
Further steps towards the finalisation of the institutional reform will have to be taken in view
also of the process of the post-Cotonou discussions and the role that the ACP Group and its
executive organ, the ACP Secretariat, would like to play in the future.
The proposed project, will contribute to the financing of the running and operational costs of
the ACP Secretariat so that the ACP Secretariat will a) continue servicing adequately the ACP
organs and joint institutions including the ACP-EU Joint Parliamentary Assembly (JPA) and
ACP-EU civil society dialogue and b) act as the Regional Authorising Officer for the Intra-
ACP programme.
In addition, the project will provide the necessary technical assistance for a reinforced
management of EDF programmes and for the institutional compatibility of the organisation
with international standards as evolved in an ever more complex globalised context. Even
more so during this critical period for the ACP Group’s future perspectives up to and beyond
2020 when the Partnership Agreement with the European Union, the Cotonou Agreement,
comes to an end.
1.2 Other areas of assessment
N.A.
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2 RISKS AND ASSUMPTIONS
Risks Risk
level
(H/M/L)
Mitigating measures
• The recurrent arrears in the
contribution of some of the ACP
States to the budget of the
Secretariat and the resulting
budgetary dependence on the EU
funding. Moreover, the Council of
Ministers in its December 2014
seating decided: a) the decrease by
7% of the Member States
contributions b) some posts (4) in
the organigram of the ACP
Secretariat to remain vacant.
L/M This risk adds to the accrued need for
the ACP Secretariat to prioritize a) its
operational activities planned for this
period in view of an additional series of
activities focused on the post Cotonou
discussions and b) prioritisation of the
missions budgeted for by the
departments prior to their approval by
the competent sub-committee.
Sanctions are taken towards states with
arrears according to the established
procedures of the ACP Group.
The Council of Ministers in its
December 2014 seating decided: the
Member States hosting ACP Group
meetings shall fund the cost of the ACP
Secretariat's staff.
•Delays in the continuity of the
institutional reform still on-going,
due to the need for the new
managerial team to initially take
stock of the situation and possibly
the need to revise/update the
Strategic Management Plan.
L The Technical Assistance component
could be utilised for additional expertise
and assistance on the matter.
•Additional work for the staff of the
ACP Secretariat due to the
implementation of the ACP House
project.
M If necessary, the ACP Secretariat staff
could have access to further training
possibly through Commission
(EuropeAid) training courses.
External expertise may be deployed for the
implementation of this project.
• The most important risk related to
the ACP-EU Joint Parliamentary
Assembly (JPA) activities is linked
to the possible lack of participation
of ACP representatives to the JPA
activities for reasons such as
political instability, conflicts, as
well as budgetary matters.
L The European Parliament and the EESC
will ensure that this risk be reduced as far
as possible and where appropriate inform
the ACP Secretariat and the Commission
in order to agree on the measures to be
adopted accordingly.
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Assumptions
The ACP organs support and contribute to the institutional and operational development
of the Secretariat;
Regular payment of the contributions of the Member States to the overall budget of the
Secretariat according to the key established. Moreover, measures relevant to the reduction
of assessed arrears are taken in this respect;
The new managerial team update the Strategic Management Plan for Renovation and
Reform of the ACP Secretariat taking into due consideration the critical circumstances
(the future perspectives of the ACP Group, the imminent launch of public consultation on
post-Cotonou) and the recommendations of the institutional audit;
Training of the ACP Secretariat staff is organised promptly and systematically in order to
enable it to respond to its duties;
Prioritization of the operational events to be financed through the Institutional Support
project is done timely and included in the annual budget of the organisation and submitted
to the approval of the Council of Ministers;
A steering committee ACP Secretariat–European Commission-EESC will be in place in
support of the project.
3 LESSONS LEARNT, COMPLEMENTARITY AND CROSS-CUTTING ISSUES
3.1 Lessons learnt
Institutional Support to the ACP Secretariat. The EDF has contributed to the operating
costs of the ACP Secretariat as foreseen in the Cotonou Agreement. The difficulties which
some ACP States are experiencing to regularly carry out their contributions to the budget of
the Secretariat though remain a recurring concern in balancing the budget and the EDF
support is therefore essential in ensuring a proper functioning of the ACP Secretariat as the
main interlocutor for the implementation of the ACP - EU partnership agreement.
The proposed new programme covering the period 2016-2018 under the 11th
EDF fits into the
continuity of the previous programmes for the institutional support to the ACP Secretariat
covering a percentage of the running and operational costs.
The EU financing will contribute also to the continuation of the implementation of the
Strategy for Renewal and Transformation to be evaluated and updated by the newly appointed
managerial team. The Strategy for Renewal and Transformation has built upon previous
strategic management plans, focusing mainly on transforming the Secretariat into a modern
organisation which is adapted to the current priorities of the ACP Group of States and which
is an effective and efficient organisation in terms of internal business processes. The current
Strategy is anchored mainly on the reform of human and organisational processes, improved
IT and technology systems, expanding partnerships and developing alternative sources of
financing.
Since the implementation of the Strategic Management Plans, a number of critical aspects of
the ACP Secretariat administrative procedures have been improved. A series of legal
documents have been elaborated following the recommendations of the institutional audit and
the two successive follow ups: the Financial Regulations were revised and approved at the
end of 2010, the new Staff Regulation was approved by the Council of Ministers in December
2011, the programme budget was implemented for year 2014 according to the Decision of
Council of Ministers in December 2012, the adoption of accrual accounting system and
progressive migration into IPSAS accounting standards accompanied by the Accounting and
Budgetary Manual. The performance management system is also updated and implemented
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for the coordination, evaluation and tasks planning of the ACP Secretariat's activities. The
annual work plan is prepared and submitted in due time.
In parallel, the increased cohesiveness amongst its departments, the extended cooperation
with international organisations and regional integration organisations, as well as the
improved cooperation with EU services in general, including the cooperation on the intra-
ACP projects, have shaped the role and the image of the organisation as a competent
interlocutor on the international stage and an efficient partner in the implementation of the
ACP-EU Partnership Agreement.
Joint Parliamentary Assembly (JPA). The JPA plays a unique role of parliamentary
scrutiny over the other institutions, holding formal Question Time sittings with the European
Commission and the ACP and EU Council Presidency. The JPA plays an important role in the
discussion of key policies topics by adopting resolutions. Recent resolutions include topics
like Ebola, private sector development and expansion of terrorism in Africa. Moreover the
European Commission is required to report on its action undertaken to follow up on previous
JPA resolutions.
The JPA has also obtained important powers of scrutiny over the country, regional and
thematic strategy papers for the ACP regions and countries, ensuring there is proper
parliamentary discussion and analysis of current and planned EDF spending within the ACP
group of countries.
The interest of the ACP countries in the activities implemented under the previous agreements
as well as the development of the actions of the JPA (creation of the three standing
committees; organization of regional sessions) are the most obvious indicators of the
importance this joint institution has acquired in the context of the ACP - EU institutional
dialogue. The EU contribution through the proposed project in order to enable the ACP
participation is, therefore, essential to guarantee the continuity of this dialogue.
The Secretariat of the ACP group ensures the co-secretariat of the JPA in collaboration with
the Secretariat of the European Parliament. In this regard, it participates in all its activities and
contributes to the organization, preparation and execution of the work programmes of the
various organs of the JPA. The participation of the ACP Secretariat staff is funded from the
general budget of the ACP Secretariat.
European Economic and Social Committee (EESC). The EESC has directed activities such
as regional seminars, meetings of the ACP - EU Follow-Up Committee, the financing of
economic and social actors participation during the JPA sessions and the organization of
ACP-EU civil society consultations. These meetings have promoted collaboration between
the ACP - EU Follow up Committee, the economic and social actors, the European External
Action Service and the European Commission on various issues such as, for example, the
social protection systems, the role of the private sector development, the role of agriculture in
development policy, etc.
The EESC, following the mandate included in the Cotonou Agreement, has set up, in
collaboration with ACP partners, a follow-up committee of economic and social interest
groups of the EU and the ACP countries. It brings together representatives of employers, trade
unions and associations of various interests (farmers, consumers, etc.) that meet several times
a year. Furthermore, seminars in ACP regions are held on a regular basis.
3.2 Complementarity, synergy and donor coordination
The ACP Member States co-finance the running costs of the ACP Secretariat including the
ACP States' participation to the JPA activities based on distribution keys towards the global
budget complemented by a contribution from the EU.
Complementarity and synergy are not applicable due to the specific nature of the project –
Cotonou Agreement defines the support to be given by intra-ACP resources to the ACP
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Secretariat - Declaration IV of the Agreement and to the joint institutions (JPA activities-
Protocol I).
3.3 Cross-cutting issues
Considering the institutional nature of the project, cross-cutting issues like climate change and
environmental sustainability, are therefore not directly targeted.
4 DESCRIPTION OF THE ACTION
4.1 Objectives/results
The overall objective of the project is to support the proper functioning of the ACP
Secretariat in the implementation of the Cotonou Agreement including its role as Regional
Authorising Officer for the programming and implementation of the intra-ACP programmes
as well as its role as co-Secretariat of the Joint Parliamentary Assembly activities. The
continuity of the ACP-EU political dialogue on human rights, democracy and the common
values of humanity will be equally sustained.
The specific objective is to ensure, through the EU contribution, that:
- the ACP Secretariat has the resources to implement its annual work programmes;
- the capacity to manage intra-ACP programmes is enhanced;
- the ACP representatives attend JPA meetings and activities;
- the ACP representatives attend the consultations organised by the European Economic and
Social Committee.
Results
R1. Support to the ACP Secretariat and its Geneva Antenna
R2. Consultation meetings and meetings of ACP-EU economic and social operators
4.2 Main activities
This project will contribute towards:
R1. Support to the ACP Secretariat and its Geneva Antenna.
1) the implementation of the annual work programme through contribution to the annual
budget of the ACP Secretariat as approved by the Council of ACP Ministers;
2) the needs of the ACP Secretariat in terms of technical assistance for enhancing the
capacity to manage the intra-ACP programme and continuation of its institutional reform;
3) the expenses for the ACP participants in the JPA activities thus allowing for the active
participation of all ACP countries in the ACP - EU institutional dialogue.
R2. Consultation meetings and meetings of ACP-EU economic and social operators.
1) Consultation meetings and meetings of ACP-EU economic and social operators organised
by the Economic and Social Committee of the European Union as foreseen in Protocol I
on the operating expenditure of the Joint Institutions attached to the ACP-EU Partnership
Agreement.
4.3 Intervention logic
Institutional support and capacity building are key components of the intra-ACP strategy,
which are addressed both as cross-cutting issues and directly. In accordance with the Cotonou
Agreement, intra-ACP strategy shall include support to joint institutions and bodies created
under the agreement. It shall also cover assistance with the operating expenditure of the ACP
Secretariat.
Capacity building will also be supported.
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The objective is:
-to support the ACP Secretariat for the implementation of the Cotonou Agreement so that the
ACP Group is properly supported by the ACP Secretariat; that tasks assigned to the ACP
Secretariat by the relevant ACP organs are carried out and that intra-ACP cooperation is
managed efficiently;
- to ensure active participation of the ACP countries to the ACP-EU institutional dialogue so
that the ACP-EU partnership is enhanced and that cooperation between ACP and EU
economic and social operators is enriched.
Until now, EU support has been implemented in two different types of implementation
modality:
Institutional Support to the ACP Secretariat: operating grant
Support to ACP participation in the ACP-EU institutional dialogue: for the activities of the
Joint Parliamentary Assembly and the consultations organised by the European Economic and
Social Committee: A financing agreement was signed with the ACP Secretariat. The EU
contribution to the JPA was managed by the ACP Secretariat under the programme estimate
modality and an administrative agreement with the EESC for the financing of the ACP
participation to the social and economic consultations.
For efficiency reasons and to increase the transparency and visibility of EU-financing, it is
proposed to merge the EU support to the Joint Parliamentary Assembly with the Institutional
Support to the ACP Secretariat that will be concluded under a grant
5 IMPLEMENTATION
5.1 Financing agreement
In order to implement this action, it is foreseen to conclude a financing agreement with the
ACP Secretariat, referred to in Article 17 of Annex IV to the ACP-EU Partnership
Agreement.
5.2 Indicative implementation period
The indicative operational implementation period of this action, during which the activities
described in section 4.2 will be carried out and the corresponding contracts and agreements
implemented is 60 months from the date of entry into force of the financing agreement.
Extensions of the implementation period may be agreed by the Commission’s authorising
officer responsible by amending this decision and the relevant contracts and agreements; such
amendments to this decision constitute non-substantial amendment in the sense of Article 9(4)
of Regulation (EU) 2015/322.
5.3 Implementation of the budget support component
N.A.
5.4 Implementation modalities
5.4.1 Grant: direct award "Operating grant to the ACP Secretariat" (direct management)
Three annual operating grants (for financial years 2016, 2017, and 2018) will be awarded to
the ACP Secretariat on the basis of the annual work programmes and budgets to be
established by the ACP Secretariat and as approved by the ACP Council of Ministers. Thus
the first grant will cover the period from 1 January to 31 December 2016.
a) Objectives of the grant, fields of intervention, priorities of the 1st year and expected results
The proposed grant will contribute to the financing of:
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A. the payment of the "running expenses" stricto sensu, i.e. salaries and related costs, travel
expenses and IT equipment for an amount up to 50% of the total budget of the ACP
Secretariat for this category of expenditure;
B. the payment of "operational activities", i.e. studies, institutional meetings, conferences or
seminars organised by the ACP Secretariat or in which it participates within its mandate,
as well as technical assistance, communication and visibility actions for an amount up to
100% of the total budget of the ACP Secretariat for this category of expenditure;
C. the financing of the expenses incurred by ACP participants at the meetings of the JPA and
the Council of Ministers (staff, travel and subsistence expenditure, postal and
telecommunication expenses incurred by parliamentarians or, in their absence, other such
ACP representatives travelling from the country they represent).
(b) Justification of a direct award
Under the responsibility of the Commission’s authorising officer responsible, the operating
grant may be awarded without a call for proposals to the ACP Secretariat.
Under the responsibility of the Commission’s authorising officer responsible, the recourse to
an award of a grant without a call for proposals is justified since the ACP Secretariat is
identified as the beneficiary in a basic act, the Declaration IV attached to the ACP-EU
Partnership Agreement.
(c) Essential selection and award criteria
As stated in the ACP-EU Partnership Agreement, the European Union shall contribute to the
cost of running the ACP Secretariat from intra-ACP cooperation resources (Declaration IV
attached to the ACP-EU Partnership Agreement).
(d) Maximum rate of co-financing
The maximum possible rate of co-financing for this grant is:
- Up to 50% for the stricto sensu running costs of the beneficiary;
- Up to 100% for the operational activities including communication visibility and technical
assistance;
- Up to 95% for the financing of the JPA activities under the responsibility of the ACP
Secretariat.
In accordance with Article 192 of Regulation (EU, Euratom) No 966/2012, if full funding is
essential for the action to be carried out, the maximum possible rate of co-financing may be
increased up to 100%. The essentiality of full funding will be justified by the Commission’s
authorising officer responsible in the award decision, in respect of the principles of equal
treatment and sound financial management.
(e) Indicative trimester to conclude the grant agreement
First quarter of 2016.
5.4.2 Direct management
A part of this action with the objective of organising consultation meetings and meetings of
ACP-EU economic and social operators may be implemented by the Economic and Social
Committee (EESC) of the European Union as foreseen in Protocol I on the operating
expenditure of the Joint Institutions attached to the ACP-EU Partnership Agreement. In this
specific instance, the EDF contribution to cover the participation of ACP economic and social
operators shall be paid directly to the EESC.
The financing of the activities will be ensured via the signing of an administrative agreement
with the EESC in accordance with articles 58, paragraph 1, point a), and 55 of the Regulation
(EU, Euratom) No. 966/2012 of the Commission.
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5.5 Scope of geographical eligibility for procurement and grants
The geographical eligibility in terms of place of establishment for participating in
procurement and grant award procedures and in terms of origin of supplies purchased as
established in the basic act and set out in the relevant contractual documents shall apply.
The Commission’s authorising officer responsible may extend the geographical eligibility in
accordance with Article 22(1)(b) of Annex IV to the ACP-EU Partnership Agreement on the
basis of urgency or of unavailability of products and services in the markets of the countries
concerned, or in other duly substantiated cases where the eligibility rules would make the
realisation of this action impossible or exceedingly difficult
5.6 Indicative budget
EU contribution
(EUR)
Indicative third party
contribution, in
currency identified
(EUR)
R1. Support to the ACP Secretariat and
its Geneva Antenna. 28 050 000 18 900 000
5.4.1 – Operating grant to the ACP
secretariat (direct management) 28 050 000
Financing year 2016- indicative 9 350 000
Financing year 2017- indicative 9 350 000
Financing year 2018- indicative 9 350 000
Which includes:
- Running Costs 18 750 000
- Operational Costs 3 900 000
- Technical Assistance 600 000
-Joint Parliamentary Assembly activities 4 800 000
R2. Consultation meetings and meetings
of ACP-EU economic and social
operators.
5.4.2 – Administrative agreement with the
Economic and Social Committee (EESC) of
the European Union (direct management)
800 000 0
5.10 Communication and Visibility
Included in the
operating grants
indicative budgets
N/A
Totals 28 850 000 18 900 000
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5.7 Organisational set-up and responsibilities
A Steering Committee composed of the representatives of the ACP Secretariat and the
European Commission, where relevant with the involvement of external technical assistants,
will be established to monitor the implementation of the activities and results of the project.
This committee will meet at least twice a year.
The follow up of the Strategic Management Plan and the commitment of the ACP Secretariat
management to fulfil the targets and set of actions fixed by the Strategy will be the main
performance indicator in combination with the implementation of the remaining
recommendations of the pillar assessment.
The Steering committee extended to members of the EESC will meet at least once a year in
order to monitor the implementation of this component of the project.
5.8 Performance monitoring and reporting
The day-to-day technical and financial monitoring of the implementation of this action will be
a continuous process and part of the implementing partner’s responsibilities. To this aim, the
implementing partner shall establish a permanent internal, technical and financial monitoring
system for the action and elaborate regular progress reports (not less than annual) and final
reports. Every report shall provide an accurate account of implementation of the action,
difficulties encountered, changes introduced, as well as the degree of achievement of its
results (outputs and direct outcomes) as measured by corresponding indicators, using as
reference the logframe matrix (for project modality). The report shall be laid out in such a
way as to allow monitoring of the means envisaged and employed and of the budget details
for the action. The final report, narrative and financial, will cover the entire period of the
action implementation.
The Commission may undertake additional project monitoring visits both through its own
staff and through independent consultants recruited directly by the Commission for
independent monitoring reviews (or recruited by the responsible agent contracted by the
Commission for implementing such reviews).
5.9 Evaluation
Having regard to the nature of the action, an evaluation will not be carried out for this action
or its components.
The Commission may however, during implementation, decide to undertake such an
evaluation for duly justified reasons either on its own decision or on the initiative of the
partner. The evaluation reports shall be shared with the ACP Secretariat and other key
stakeholders. The implementing partner and the Commission shall analyse the conclusions
and recommendations of the evaluations and, where appropriate, in agreement with the ACP
Secretariat where it is not the implementing partner, jointly decide on the follow-up actions to
be taken and any adjustments necessary, including, if indicated, the reorientation of the
project.
The financing of such an evaluation shall be covered by another measure constituting a
financing decision.
5.10 Audit
Without prejudice to the obligations applicable to contracts concluded for the implementation
of this action, the Commission may, on the basis of a risk assessment, contract independent
audits or expenditure verification assignments for one or several contracts or agreements.
The financing of possible audits shall be covered by another measure constituting a financing
decision.
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5.11 Communication and visibility
Communication and visibility of the EU is a legal obligation for all external actions funded by
the EU.
In terms of legal obligations on communication and visibility, the measures shall be
implemented by the ACP Secretariat. Appropriate contractual obligations shall be included in,
respectively, the financing agreement, the administrative agreement, procurement and grant
contracts, and delegation agreements.
The Communication and Visibility Manual for European Union External Action shall be used
to establish the Communication and Visibility Plan of the Action and the appropriate
contractual obligations.
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APPENDIX - INDICATIVE LOGFRAME MATRIX (FOR PROJECT MODALITY) 1
The activities, the expected outputs and all the indicators, targets and baselines included in the logframe matrix are indicative and may be updated
during the implementation of the action without an amendment to the financing decision. The indicative logframe matrix will evolve during the
lifetime of the action: new lines will be added for listing the activities as well as new columns for intermediary targets (milestones) when it is relevant
and for reporting purpose on the achievement of results as measured by indicators.
Intervention logic Indicators
Baselines
(incl. reference
year)
Targets
(incl. reference
year)
Sources and means
of verification Assumptions
Over
all
ob
ject
ive:
I
mp
act
-Support the ACP
Secretariat in the
implementation of the
Cotonou Agreement
including its role as
RAO for the
programming and
implementation of the
intra-ACP programmes
as well as its role as
co- Secretariat of the
JPA activities.
- Support the EESC for
the organisation of the
civil society activities
under its aegis
Implementation rate of the
ACP annual work
programmes*
-Performance Indicators*
-Number of
consultations/meetings
organised by EESC in the
context of JPA activities *
Implementation
status 2014
Findings of the
evaluation 2013
of the intra-ACP
Strategy under
9th
and 10th
EDF
Enhancement of
the institutional
set-up and inter-
institutional
structures to
ensure:
-efficient
functioning as
administrative and
executive organ of
the ACP Group of
States including
co-Secretariat of
the JPA activities
-efficient
programme
implementation
and adaptation
events (progress
from 2013).
Evaluation of the
Strategy for Renewal
and Transformation
2011-2015 and the
subsequent strategy
- Number of technical
assistance contracts
launched and related
reports
- Evaluation of the
11th
EDF intra-ACP
strategy
- Annual work plans
and reports
-Financial
contributions
from the ACP
Group of States
and the EU
provided in a
timely manner
-Measures
relevant to the
reduction of
assessed
arrears are
taken in this
respect.
-Staff posts of
the ACP
Secretariat are
filled in
accordance
with the
approved
organigram
1 * Indicators aligned with the relevant programming document. ** Indicators aligned to the EU Results Framework.
15
- Adoption of a
new strategic
plan post 2015 S
pec
ific
ob
spec
ific
ob
ject
ives:
ou
tcom
es
Ou
tcom
e(s)
- the EU contribution,
will ensure that:
-the ACP Secretariat
has the resources to
implement its annual
work programmes;
- that its capacity to
manage intra-ACP
programmes is
enhanced;
- that the ACP
representatives attend
JPA meetings and
activities;
- that the ACP
representatives attend
the consultations
organised by the
European Economic
and Social Committee
- Progress in the
organisational reform process
of the ACP Secretariat in the
period 2016-2018*
-Number of Technical
Assistance contracts and
related reports.
- Number of resolutions
having been
adopted/recommendations
having been issued to the joint
ACP-EU Council*
--Evidence that the outcome of
the consultations foreseen in
Article 15 and Protocol 1,
paragraph 4, of the Cotonou
Agreement is taken into
consideration by decision
makers*
Implementation
rate of the work
programmes for
2014
- Financial error
rates 2014
100%
implementation
rate of the work
programmes
Financial error
rates not
exceeding 3%
-Democratic
legitimacy of the
ACP – EU
partnership
enhanced
-Cooperation
between ACP and
EU economic and
social operators
enhanced
- Number and quality
of working papers
and policy
documents submitted
by the ACP
Secretariat to the
ACP Institutions as
well as to the joint
ACP-EU institutions
- Annual work plans
and reports, audits
- Reports of the
Steering Committee
- Number of
consultations
organised and
participation rates
Financial
contributions
from the ACP
Group and the
EU provided in
a timely
manner
O
utp
uts
-The continuity of the
activities of the
Secretariat is secured
for the period 2016-
2018
-Maintained or increased
budget of the ACP Secretariat
including its staffing levels
and implementation of work
programmes.
Status 2014 100%
implementation
rate of annual
work programmes
- Annual work plans
and reports
- Adoption of a
strategic
Financial
contributions
from the ACP
Group of States
and the EU
16
-EU-ACP institutional
dialogue is sustained
and parliamentarians
and the civil society
actors participate to
the meetings
-On-going EU-ACP
institutional dialogue
respecting democratic
principles
management plan
and its evaluation
- Number of sessions
organised and
participation rates
- Number of
resolutions and
recommendations
issued
provided in a
timely manner
Active
participation of
stakeholders