vanguard meeting 18 july 2014 ministry od labour and social affairs
TRANSCRIPT
Vanguard meeting18 July 2014
Ministry od Labour and Social Affairs
European Social Fund (ESF)
• One of the three structural funds of the European Union• Represents a key financial tool for realization of the
European Employment Strategy
• Programmes that allow drawing of finances from the
ESF in the area of human resources in the period 2007-2013 in the Czech Republic and in the region of Prague are: OP Human Resources and Employment (OP HRE) OP Education for Competitiveness (OP EC) OP Prague Adaptability (OP PA )
Operational Programme “Human Resources and Employment “(OP HRE)
• Is focused on – retraining of the unemployed, active job market policy – professional training in companies– integrating socially excluded groups back into society– improving the quality of public administration– international cooperation in the mentioned areas
• Support non-investment nature projects
• Managing authority of OP HRE = Ministry of Labour and Social Affairs of the Czech Republic + structure of Intermediary bodies
OP HRE – budget, projects
Individual projects Grant projects
submitted projects - budget (EUR) 1 750 128 209 2 676 474 249
submitted projects - number 903 15 150
financed projects - budget (EUR) 1 534 049 021 850 489 467
financed projects - number 662 4 736
Number of financed/submitted projects 73 % 31 %
total allocation of the program (EUR) 2 226 736 946
Managing Authority - Ministry of Labour and Social Affairs of the Czech Republic
Managing Authority (but it‘s more complicated than this): ESF implemetation department („front office“)• coordination of projects administration • preparation of the calls for proposals, projects selection• supervision and control of the process of projects administration• communication with the project promoters
ESF management department („back office“)• management, methodology, financial management, HR,
reporting etc., front office processes as well
+ Intermediary bodies
Project cycle and typical demand
Project implementation
Grant agreement
Monitoring report + payment request
Monitoring report + payment request
Monitoring report + payment request
• project changes requests
• consultations
project manager, financial manager
Analysis - what have we done
• Monitoring report - time from submission to payment to the client
• Demands from our clients
• Workflow - approval of the monitoring report
Monitoring report/payment request - time from submission to payment to
the client
Call for proposals nr. 35
Call for proposals nr. 77
82
5366
Next steps
• Focus on extreme cases, interpretation what happened
• Focus on points of changes, interpretation what happened
• Other suggestions?
Demands from our clients
Client demand analysis
• Started 23.6.2014• 8 employees collect demands• Communication channels:
1) Emails (282)
2) Telephones (10)
3) Standard mail (6)
4) On-line discussion clubs
Client demand analysis
Client demand analysis - emails
Next steps
• Data interpretation – categories of the demand are not consistent – suggestions?
• When do we have enough data?
• Monitoring of phone calls – technical difficulties
• Detailed analysis – suggestions?
value x failure demand
What is a value demand
• Questions from our clients on topics not described in our published manuals
• Consultations, questions on possible changes of the project -changes are regulated with general principles described in manuals, however application on a concrete case might be difficult
• Client consults a mistake caused by us• Announcements from clients they are obliged to do
What is a failure demand
• Revised monitoring report (or it‘s parts) repeatedly sent, missing parts sent (most common demand, detail analysis will be needed)
• Questions on rules clearly described in our manuals, additional questions to our announcements to the client
• Client ask us for more time to submit the monitoring report• Monitoring reports consist of declared cost, description of activities,
etc, what if some part (client is not sure if it’s correct, for example travel expenditures) is send in advance for approval, before submitting the official monitoring report
• Monitoring report sent for our approval - normally is understood as value demand, what if the monitoring report is completely wrong from both the formal and content point of view
Workflow - approval of the monitoring report
11
11
13
13
44
22
55
11
11
11
Next steps
• further analysis – suggestions?