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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
A
Practical Guide for
Applicationof
EU Funded Projectsin
Romania
Mag. Gregor Vogrin
SEMINAR PRESENTATION
Bucharest, February 9th, 2011
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Introduction GCI Management
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
AGENDA
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Business Development• Strategies & Business models
• Internationalization & outsourcing
• Sales activation, new business development • Organization & growth
Performance Management• Development and optimization of organization
and processes• P/L effective improvement measures
• Business model optimization
Turnaround Management• Safeguarding liquidity
• Restructuring / recapitalization• Risk management & risk reporting
• Interim management
Corporate Finance• Target search, M&A
• Investment, spin-off, investor search
• Corporate valuation / due diligence
• Financing / re-financing• Capital market / IPO
• Capital market coach*
• Budgeting & controlling
• Financial models
• Subsidy and Grant management
GCI Management focuses on 4 integrative consulting practices.
GCI MANAGEMENT – AREAS OF COMPETENCE
* Vienna Stock Exchange - mid market segment
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
GCI FocusGCI Focus
GCI Management officesGCI Management offices
We follow a pragmatic hands-on-consulting approach clearly focusing the German speaking business community in Romania.
• Bucharest (est. 2006)• Vienna
• Munich
• Milano
• Rep-offices:• Prague - Bratislava
• Sofia
• Bucharest (est. 2006)• Vienna
• Munich
• Milano
• Rep-offices:• Prague - Bratislava
• Sofia
• Established 1991 as a consulting and investment
company, mother holding stock listed in the XETRA
segment / Frankfurt
• As an investment company GCI has always been interested in grants for own portfolio companies
• Funding consulting for clients in RO, AT, DE, CZ, SK,
HU, BG
• Funding consulting in Romania since 2006/2007
• Established 1991 as a consulting and investment
company, mother holding stock listed in the XETRA
segment / Frankfurt
• As an investment company GCI has always been interested in grants for own portfolio companies
• Funding consulting for clients in RO, AT, DE, CZ, SK,
HU, BG
• Funding consulting in Romania since 2006/2007
EuropeEurope
Regional coverage(partner network)
Core markets(D,A, CH,I,RO)
Coverage representativeoffices
GCI MANAGEMENT – INTRODUCTION
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
GCI Management Presentation
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
AGENDA
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Operational Programs (OP)Operational Programs (OP)
EUR 23.411.000.000
Programming period 2007-2013
24.967 submitted projects (31.12.2010)
10.815 rejected projects (31.12.2010)
6.569 under evaluation projects (31.12.2010)
6.451 approved projects (31.12.2010)
RON 61.807.921.265 submitted value
RON 7.408.466.274 / ~ EUR 1,7 b paid to beneficiaries
EUR 23.411.000.000
Programming period 2007-2013
24.967 submitted projects (31.12.2010)
10.815 rejected projects (31.12.2010)
6.569 under evaluation projects (31.12.2010)
6.451 approved projects (31.12.2010)
RON 61.807.921.265 submitted value
RON 7.408.466.274 / ~ EUR 1,7 b paid to beneficiaries
STRUCTURE OF EU FUNDS IN ROMANIA
7 operational programs, the rural development program and the cross-border cooperation
programs appeal to different kinds beneficiaries.
Inter-regional and cross-border cooperation programsInter-regional and cross-border cooperation programs
• Ukraine and Moldova
• Black Sea Region
• South East Europe
• Interregional (INTERREG IVC, URBACT II)
• Ukraine and Moldova
• Black Sea Region
• South East Europe
• Interregional (INTERREG IVC, URBACT II)
• Bulgaria
• Serbia
• Hungary, Slovak Republic, Ukraine
• Inter-Regional (ESPON 2013, Interact II)
• Bulgaria
• Serbia
• Hungary, Slovak Republic, Ukraine
• Inter-Regional (ESPON 2013, Interact II)
Rural Development Program (NPDR)Rural Development Program (NPDR)
EUR 9.971.000.000
Programming period 2007-2013
54.388 submitted projects (27.12.2010)
28.632 selected projects (27.12.2010)
22.297 signed contracts (27.12.2010)
EUR 1.766.659.625 paid to beneficiaries
EUR 9.971.000.000
Programming period 2007-2013
54.388 submitted projects (27.12.2010)
28.632 selected projects (27.12.2010)
22.297 signed contracts (27.12.2010)
EUR 1.766.659.625 paid to beneficiaries
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
OPERATIONAL PROGRAMS
From 7 operational programs only 3 address private beneficiaries. Additionally
private beneficiaries can apply also to the agriculture program.
Increase of Economic Competitiveness (POS CCE)Increase of Economic Competitiveness (POS CCE)
• Total Amount 3.011.000.000 €
• Origin of Funds: ERDF, State Budget
• Main benefficiaries: Large companies; SMEs; Local authorities; NGOs; Micro enterprises;
Partnerships (with universities or local authorities); R&D public institutions
• Total Amount 3.011.000.000 €
• Origin of Funds: ERDF, State Budget
• Main benefficiaries: Large companies; SMEs; Local authorities; NGOs; Micro enterprises;
Partnerships (with universities or local authorities); R&D public institutions
Human Ressource Development (POS DRU)Human Ressource Development (POS DRU)
• Total Amount: 4.253.000.000 €
• Origin of Funds: ESF, ERDF, State Budget, Local Budgets, Private Financing
• Main beneficiaries: Schools, Universities; Training companies; Central Authorities; Industry
and Commerce Chambers; Large companies and SMEs
• Total Amount: 4.253.000.000 €
• Origin of Funds: ESF, ERDF, State Budget, Local Budgets, Private Financing
• Main beneficiaries: Schools, Universities; Training companies; Central Authorities; Industry
and Commerce Chambers; Large companies and SMEs
Regional (POR)Regional (POR)
• Total Amount: 4.384.000.000 €
• Origin of Funds: ERDF, State Budget, Local Budgets
• Main benefficiaries: Local Authorities, Intercommunitary Development Agencies, Social
Services Providers, State Universities, CVT Providers, SMEs, Industry and Commerce
Chambers
• Total Amount: 4.384.000.000 €
• Origin of Funds: ERDF, State Budget, Local Budgets
• Main benefficiaries: Local Authorities, Intercommunitary Development Agencies, Social
Services Providers, State Universities, CVT Providers, SMEs, Industry and Commerce
Chambers
Environment (ENV)Environment (ENV)
• Total Amount: 5.611.000.000 €
• Origin of Funds: SCF, ERDF, State Budget, Local budgets
• Main beneficiaries: Local Administration, Intercommunitary Development Agencies; Water and
Sites Administrations
• Total Amount: 5.611.000.000 €
• Origin of Funds: SCF, ERDF, State Budget, Local budgets
• Main beneficiaries: Local Administration, Intercommunitary Development Agencies; Water and
Sites Administrations
Transport (T)Transport (T)
• Total Amount: 5.694.000.000 €
• Origin of Funds: SCF, ERDF, State Budget
• Main beneficiaries: Administrators of Transport Infrastructure; Ports and Airports
Administrators; Ministry of Transport
• Total Amount: 5.694.000.000 €
• Origin of Funds: SCF, ERDF, State Budget
• Main beneficiaries: Administrators of Transport Infrastructure; Ports and Airports
Administrators; Ministry of Transport
Administrative Capacity Development (ACD)Administrative Capacity Development (ACD)
• Total Amount: 246.000.000 €
• Origin of Funds: ESF, State Budget
• Main benefficiaries: Central and Local Administration; Centralised and Decentralised Services
• Total Amount: 246.000.000 €
• Origin of Funds: ESF, State Budget
• Main benefficiaries: Central and Local Administration; Centralised and Decentralised Services
Technical Assistance (TA)Technical Assistance (TA)
• Total Amount: 212.000.000 €
• Origin of Funds: ERDF, State Budget
• Main beneficiaries: Management Authorities, Intermediate Bodies
• Total Amount: 212.000.000 €
• Origin of Funds: ERDF, State Budget
• Main beneficiaries: Management Authorities, Intermediate Bodies
Rural Development Program (NPDR)Rural Development Program (NPDR)
• Total Amount: 8.022.000.000 €
• Origin of Funds: EFARD, State Budget, Local Budgets
• Main beneficiaries: agricultural and forestry firms
• Total Amount: 8.022.000.000 €
• Origin of Funds: EFARD, State Budget, Local Budgets
• Main beneficiaries: agricultural and forestry firms
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Each Operational Program (OP) is divided in Priority Axis (PA), Key Areas
of Intervention (KAI) and Operations (Op).
Increase of Economic Competitiveness (POS CCE)Increase of Economic Competitiveness (POS CCE)
Priority AxisBtw. 4 and 7, depending on the OP
Priority AxisBtw. 4 and 7, depending on the OP
Key Area of Intervention btw .1 and 5, depending on the PA
KAI 1
KAI 3
Operation 1. An innovative and eco-efficient productive systemOperation 1. An innovative and eco-efficient productive system
1.1 Productive and environment friendly investments …
Operation 1.1.1 Support for strengthening and upgrading the productive sector by tangible and intangible investments
Operation 1.1.2 Support for the implementation of international standards
Operation 1.1.3 Support to access to new markets and internationalization
1.2. Access to finance for SMEs
1.3. Sustainable entrepreneurship development
OPERATIONAL PROGRAMS
It is very important to choose the right OP / PA / ST /Op among the many optionsIt is very important to choose the right OP / PA / ST /Op among the many options
KAI 2
Operation 1.3.1 Development of business support structures of national and international dimension
Operation 1.3.2 Consultancy support for SME
Operation 1.3.3 Support for enterprises’ integration in supplier chains and cluster
Example
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
The OPs are administered by 9 different ministries.
Ministry ofEnvironment
Ministry ofEnvironment
Ministry ofLabor, Family
& Social Protection
Ministry ofLabor, Family
& Social Protection
Ministry of Regional Development
& Dwelling
Ministry of Regional Development
& Dwelling
Ministry of Transport
& Infrastructure
Ministry of Transport
& Infrastructure
A MINISTRY MAY BE RESPONSIBLE FOR AN OP OR KAI
OPERATIONAL PROGRAMS
Ministry ofAdministration& Home Affairs
Ministry ofAdministration& Home Affairs
Ministry ofEducation, Research
& Innovation
Ministry ofEducation, Research
& Innovation
Ministry ofCommunication &Information Society
Ministry ofCommunication &Information Society
Ministry of Economy, Commerce& Business
Environment
Ministry of Economy, Commerce& Business
Environment
Ministry of Public Finance(National Coordinator of the European state-aid )
Ministry of Public Finance(National Coordinator of the European state-aid )
All the different agencies responsible for each program write their "own" guidelines.This explains the often large differences between OP/PA operations.
All the different agencies responsible for each program write their "own" guidelines.This explains the often large differences between OP/PA operations.
AM POS CCE (Part of Ministry of Economy)
Authority responsible for all POS CCE operations and administering one sub-operation 1.1.1.b
AM POS CCE (Part of Ministry of Economy)
Authority responsible for all POS CCE operations and administering one sub-operation 1.1.1.b
Example
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
FilingFiling Evaluation & ApprovalEvaluation & Approval
MAIN PHASES OF THE FILING PROCESS
EU FUNDING PROCESS CHAIN
• Money is distributed via calls:
- A beneficiary can file at any time
within an open calls
- A time window of normally 1 to 3
months is open for filings within
closed calls
• Open calls are ceased with the
complete distribution of allocated funds
or with a final deadline late in the year.
• Filing in the beginn or at the end of a
call time window has no impact in the
case of a closed call
• Money is distributed via calls:
- A beneficiary can file at any time
within an open calls
- A time window of normally 1 to 3
months is open for filings within
closed calls
• Open calls are ceased with the
complete distribution of allocated funds
or with a final deadline late in the year.
• Filing in the beginn or at the end of a
call time window has no impact in the
case of a closed call
• Open calls work based on the “first-
come-first-serve” principle, i.e. projects
are evaluated upon filing
• Closed calls to assess filed projects
after the call is closed.
- Though in most of the calls the
evaluation time should not be longer
than 2 months, we experience delays
up to 10 months
- The learning curve on Authority side
can be very well seen: POS CCE
1.1.1.b reduced its evaluation time
from initially 14 month to 5 month
- We expect further optimization and
speed up of the evaluation process in
2011
• Open calls work based on the “first-
come-first-serve” principle, i.e. projects
are evaluated upon filing
• Closed calls to assess filed projects
after the call is closed.
- Though in most of the calls the
evaluation time should not be longer
than 2 months, we experience delays
up to 10 months
- The learning curve on Authority side
can be very well seen: POS CCE
1.1.1.b reduced its evaluation time
from initially 14 month to 5 month
- We expect further optimization and
speed up of the evaluation process in
2011
EU funds are applied for and distributed in three steps.
1 to 3 months or open call1 to 3 months or open call 2 to 12 months2 to 12 months
ImplementationImplementation
• Upon approval the financing contract
has to be signed
• After signing the implementation is
allowed to start
- Downpayment of grants
- Tendering
- Reporting
- Separate accounting
- Reimbursement
• Upon approval the financing contract
has to be signed
• After signing the implementation is
allowed to start
- Downpayment of grants
- Tendering
- Reporting
- Separate accounting
- Reimbursement
Up to 24 monthsUp to 24 months
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
GCI Management Presentation
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
AGENDA
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
ELIGIBLE COSTS
Unfortunately not all costs are eligible.
Each project has to be assessed on eligible cost structures in order to maximize the funding lever. Each project has to be assessed on eligible cost structures in order to maximize the funding lever.
• Land
• Construction
• Equipment
• Computer
• Software
• Licences / patents
• Training / Consulting
• Land
• Construction
• Equipment
• Software
• Licences
• Patents
• Others
• Total cost of labour
• Travel expenses
• Equipment
• Consumables
• R&D services
• Software
• Licences
• Overheads
Innovation / R&DInnovation / R&DEnergyEnergyInvestmentsInvestments
DIFFERENT OPERATIONS FUND DIFFERENT COSTS
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
GRANT VOLUMES FOR DIFFERENT PROGRAMS
Up to 70% of eligible costs can be granted.
SOME EXAMPLES OF NON-REIMBURSABLE GRANT QUOTAS
POS CCE 2.3.3Innovation / R&D
POS CCE 2.3.3Innovation / R&D
Maximum grant
RON 20.000.000 ~ EUR 4.600.000
Maximum grant
RON 20.000.000 ~ EUR 4.600.000
Pe
rson
nelco
sts
R &
D-s
pecific
in
ve
stm
en
ts a
nd
co
nsum
able
s
70%
Gra
nt
OtherCosts
Eligible
investment
EU
Fund
0%
25%
50%
75%
100%
Eligible
investment
EU
Fund
POS CCE 4.2Renewable Energy Investments
POS CCE 4.2Renewable Energy Investments
Ma
ch
ine
ry,
Bu
ildin
gs
70%
Gra
nt
Maximum grant
RON 80.000.000~ EUR 18.700.000
Maximum grant
RON 80.000.000~ EUR 18.700.000
POS CCE 1.1.1.bInvestments of large enterprises
POS CCE 1.1.1.bInvestments of large enterprises
0%
25%
50%
75%
100%
Eligible
investment
EU fund
Bulid
ing
sm
ax.
50
%
Mach
inery
10
0%
possib
le 50%
Gra
nt
Maximum grant
RON 20.000.000~ EUR 4.600.000
Maximum grant
RON 20.000.000~ EUR 4.600.000
Landmax. 10%
Landmax. 10%
Example
Example
Example
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
GCI Management Presentation
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
AGENDA
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Current situation + Outlook 2010
Service range + Contact GCI
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
APPLICATION FOR EU FUNDS
Ideal EU funded projects are structered in 4 stages.
Filing phase(months)
Filing phase(months)
Implementation(depends on project)
Implementation(depends on project)
3 4
Submission &Awarding
Receiving all the amountgranted
A folder with all the requireddocumentation
Financing Concept and Documentation
(weeks)
Financing Concept and Documentation
(weeks)
2
• Project implementation
• Accounting
• Reimbursement claim
• Project implementation
• Accounting
• Reimbursement claim
• Filing of a completeapplication
• Answering possiblequestions from Authority-
side after filing
• In the case of approval
signing the financingcontract
• Filing of a completeapplication
• Answering possiblequestions from Authority-
side after filing
• In the case of approval
signing the financingcontract
• Structuring of the project
• Development of the entireapplication documentation
• Structuring of the project
• Development of the entireapplication documentation
Eligibility check(days)
Eligibility check(days)
1
• Identification of thematching program, key
area of intervention, and operation for the project
• Verification of the eligibilityof the company and the
project for the respectivecall
• Identification of thematching program, key
area of intervention, and operation for the project
• Verification of the eligibilityof the company and the
project for the respectivecall
GO / NOGOfor submission
IMPORTANT: Start of implementation is allowed only AFTER signing of the financing contractIMPORTANT: Start of implementation is allowed only AFTER signing of the financing contract
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
GCI Management Presentation
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of an successful eligible project
Content of the application folder
AGENDA
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
16
Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
General eligibility is assessed on some few basic criteria.
CAEN - CodeCAEN - Code Is the CAEN code corresponding to the respective call?Is the CAEN code corresponding to the respective call?
Company sizeCompany size Is it a large company?Is it a large company?
State taxes / duesState taxes / dues Beneficiary should not owe any taxes / debts to the state. Beneficiary should not owe any taxes / debts to the state.
Financial statusFinancial status The beneficiary can not be in financial difficulties.The beneficiary can not be in financial difficulties.
Insolvency / BankruptcyInsolvency / Bankruptcy The applicant must not be in insolvency status.The applicant must not be in insolvency status.
EU-side requiremetsEU-side requiremets There should not be any illegal proceedings pending against the EU
applicant.
There should not be any illegal proceedings pending against the EU
applicant.
Other criteria may be requested within other operationsOther criteria may be requested within other operations
ELIGIBILITY CHECK - EXAMPLE „POS CCE 1.1.1:b“
BeneficiaryBeneficiary Is the applicant a legal Romanian person?Is the applicant a legal Romanian person?
Earnings in the previous yearEarnings in the previous year The applicant must show a positive operating result or net profit.The applicant must show a positive operating result or net profit.
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
GCI Management Presentation
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
AGENDA
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
18
Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
ExplanationExplanation
• SMEs vs. Large enterprises
(law 46/2004 with the succesive modifications and additions)
- Small enterprise: 10-49 employees, < EUR 10 m turover
- Medium enterprise: 50-249 employees, < EUR 50 m turnover
- Large enterprise: > 250 employees, > EUR 50 m turnover
• Enterprises may be autonomous, partners or linked
- If the participation of other companies is < 25% then it is autonomous
- If the participation of other companies is between 25% and 50%, the
company is considered partner company
- In the case of > 50% participaiton the company is linked
• SMEs vs. Large enterprises
(law 46/2004 with the succesive modifications and additions)
- Small enterprise: 10-49 employees, < EUR 10 m turover
- Medium enterprise: 50-249 employees, < EUR 50 m turnover
- Large enterprise: > 250 employees, > EUR 50 m turnover
• Enterprises may be autonomous, partners or linked
- If the participation of other companies is < 25% then it is autonomous
- If the participation of other companies is between 25% and 50%, the
company is considered partner company
- In the case of > 50% participaiton the company is linked
ELIGIBILTY CHECK
OPERATIONAL PROGRAMS TARGET DIFFERENT COMPANY TYPES
Small, Medium or Large Enterprise?
• Company A is applying for funding
• A has participations of 55% in C and 35% in D
• B has a participation of 40% in A and 30% in E
• Company A is applying for funding
• A has participations of 55% in C and 35% in D
• B has a participation of 40% in A and 30% in E
80%
20%
Company B200 Employees25 M Turnover
60%
40%
Company A100 Employees7 M Turnover
45%
55%
Company C40 Employees1,5 M Turnover
65%
35%
Company D30 Employees1 M Turnover
70%
30%
Company E350 Employees48 M Turnover
Stop
• Consolidation practice
- Autonomous: NO consolidation
- Partner: To the next participation stage
- Linked: All the way through the participation chain till blocked by a
minority share
• Consolidation practice
- Autonomous: NO consolidation
- Partner: To the next participation stage
- Linked: All the way through the participation chain till blocked by a
minority share
Example
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
ExplanationExplanation
PARTNER AND LINKED COMPANIES ARE CONSOLIDATED DIFFERENTLY
As an example we calculate the size of the applicant
Partner companies will be consolidated with its share,
linked companies are fully consolidated.
The indicators of the number of employees and turnover are
calculated in our example as follows:
A = 100%×A + 100%×C + 35%×D + 40%×B
Obviously A figures count, then you add the figures of the linked
companies (C) and, proportionally the figures of partner companies
(B+D)
Employees = 100 + 40 + 11 + 80 = 231
Turnover = 7 + 1,5 + ,35 + 10 = 18,85 Mil
As the company has under 250 employees, it is considered as
medium sized enterprise.
Partner companies will be consolidated with its share,
linked companies are fully consolidated.
The indicators of the number of employees and turnover are
calculated in our example as follows:
A = 100%×A + 100%×C + 35%×D + 40%×B
Obviously A figures count, then you add the figures of the linked
companies (C) and, proportionally the figures of partner companies
(B+D)
Employees = 100 + 40 + 11 + 80 = 231
Turnover = 7 + 1,5 + ,35 + 10 = 18,85 Mil
As the company has under 250 employees, it is considered as
medium sized enterprise.
ELIGIBILTY CHECK
80%
20%
Company B200 Employees25 M Turnover
60%
40%
Company A100 Employees7 M Turnover
45%
55%
Company C40 Employees1,5 M Turnover
65%
35%
Company D30 Employees1 M Turnover
70%
30%
Company E350 Employees48 M Turnover
Stop
Example
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
GCI Management Presentation
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
AGENDA
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
21
Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Present situationPresent situation The company canreceive grants?
The company canreceive grants?
A FILED INVESTMENT SHALL MEET A DEMAND
INVESTMENT EXAMPLE
• Invest into a new offsetpress with 10 color groups
- It will increase theproduction capacity
- New products can be
printed
- It will deliver higher
product quality
- It will reduce the bad runs thus the waste of
ink and paper
• Revamp the productionhall with a air conditioning
system to maintain theoptimal temperature for
the new equipment
• Invest into a new offsetpress with 10 color groups
- It will increase theproduction capacity
- New products can be
printed
- It will deliver higher
product quality
- It will reduce the bad runs thus the waste of
ink and paper
• Revamp the productionhall with a air conditioning
system to maintain theoptimal temperature for
the new equipment
Financing conceptFinancing conceptAction planAction plan
• A printing company has problems acquiring new
clients and expandingbusiness due to a
capacity shortage
- The existing clientscover the entire capacity
of the company
• There are demands for
higher quality printing thatare not possible with theexisting equipment
• A printing company has problems acquiring new
clients and expandingbusiness due to a
capacity shortage
- The existing clientscover the entire capacity
of the company
• There are demands for
higher quality printing thatare not possible with theexisting equipment
• Total investment:
- 5.1 Mill. €
- 4 Mill. € the new press
- 0.5 Mill. € the installationof the press
- 0.6 Mill. € the new airconditioning system
• No tax debts
• Operating profit a year earlier
• Total investment:
- 5.1 Mill. €
- 4 Mill. € the new press
- 0.5 Mill. € the installationof the press
- 0.6 Mill. € the new airconditioning system
• No tax debts
• Operating profit a year earlier
• It is a medium sizedcompany
- 231 employees
- Turnover is 18.85 mill. €
• The CAEN code is 1812
• There can be filed an application in SOP IEC 1.1.A2
• Investment location Ilfov, 50% funding rate
• It is a medium sizedcompany
- 231 employees
- Turnover is 18.85 mill. €
• The CAEN code is 1812
• There can be filed an application in SOP IEC 1.1.A2
• Investment location Ilfov, 50% funding rate
Ideal investments shall be structured with an significant portion of equipment.
A filed project has to be structured in order to fulfill / meet the eligibility criteria as good as possible.
A filed project has to be structured in order to fulfill / meet the eligibility criteria as good as possible.
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
AGENDA
Introduction GCI Management
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
POS CCE 4.2 – Renewable energy
Applications with 700 A4 pages
Development time of 5 to 12 months (incl. preliminary measurements and permits)
POS CCE 4.2 – Renewable energy
Applications with 700 A4 pages
Development time of 5 to 12 months (incl. preliminary measurements and permits)
APPLICATION
The complexity and effort of an application vary depending on relevant operations
for funding
From our experience the required data and information already exists in the case of middle and large enterprises
From our experience the required data and information already exists in the case of middle and large enterprises
POS CCE 1.1.1.a2 – SME large investment
Applications with up to 400 A4 pages
Development time of 2 to 3 months
POS CCE 1.1.1.a2 – SME large investment
Applications with up to 400 A4 pages
Development time of 2 to 3 months
Financing documents
Technical drawings
Legal documents
Budgeting
Technical description
Market Analysis
Project Plan
Project Presentation
Company Profile
Application form
Preliminary measurements
Financing documents
Technical drawings
Legal documents
Budgeting
2 Technical scenarios
Potential Study
Project Plan
Project Presentation
Company Profile
Application form
ATR (Connection to Grid)
Contracts with Suppliers
Quantitative Risk Analysis
Sensitivity Analysis
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
COMPLETE APPLICATION CONTENT – EXAMPLE POS CCE 1.1.1.b
The entire application consists of numerous documents.Example! Other calls may ask
for different documents
Depending on the investment structure complete application documents comprise between 400 and 700 DIN-A4 pages.
Depending on the investment structure complete application documents comprise between 400 and 700 DIN-A4 pages.
LIST OF DOCUMENTS FILED FOR POS CCE 1.1.1.b
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
AGENDA
Introduction GCI Management
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Feasibility Study is the core of submission and contain several sections.
General InformationGeneral Information Description of investment and companyDescription of investment and company
Technical SolutionTechnical Solution Technical specification; 2 feasible technical scenarios to meet the project
objectives, justification for the chosen scenario
Technical specification; 2 feasible technical scenarios to meet the project
objectives, justification for the chosen scenario
Project Plan Project Plan Detailed project plan (eg MS Project, ...)Detailed project plan (eg MS Project, ...)
Investment CostsInvestment Costs Cost Estimates (equipment costs, construction costs, utilities costs, land
costs, etc.)
Cost Estimates (equipment costs, construction costs, utilities costs, land
costs, etc.)
Market AnalysisMarket Analysis Presentation of the market, market characteristics, customers, potential,
dynamic, competition, market risk, sales strategy, pricing policy
Presentation of the market, market characteristics, customers, potential,
dynamic, competition, market risk, sales strategy, pricing policy
Cost-Benefit-AnalysisCost-Benefit-Analysis Financial planning (revenue, cost, financing, cash flows, IRR, …) 3 financial
scenarios, investment period and 10 years
Financial planning (revenue, cost, financing, cash flows, IRR, …) 3 financial
scenarios, investment period and 10 years
Financing StructureFinancing Structure Financial requirements and funding structureFinancial requirements and funding structure
AttachementsAttachements Necessary permits, approvals, GANTT diagram, cost estimates, CBA tables, drawings, etc.
Necessary permits, approvals, GANTT diagram, cost estimates, CBA tables, drawings, etc.
Professional Romanian Feasibility studies - depending on project scope and structure of the investment - a coverage of about 70 to about 200 A4 pages
Professional Romanian Feasibility studies - depending on project scope and structure of the investment - a coverage of about 70 to about 200 A4 pages
STRUCTURE FEASIBILTY STUDY
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Feasibility study consists of three main parts: Technical Solution, Market Analysis
and Financial Analysis / CBA.
Technical solutionTechnical solution
There are presented the investment objectives and at least two technical scenarios to meet
those objectives. In this part there is presented the entire technological process and there
are detailed the phases in which the investment is made.
The scenarios are compared from the technical point of view and there must be justified the
choosing of one scenario.
This part presents also the land and environment studies (e.g. Geotechnical Study,
Environmental Impact Assessment, Biodiversity Study).
There are presented the investment objectives and at least two technical scenarios to meet
those objectives. In this part there is presented the entire technological process and there
are detailed the phases in which the investment is made.
The scenarios are compared from the technical point of view and there must be justified the
choosing of one scenario.
This part presents also the land and environment studies (e.g. Geotechnical Study,
Environmental Impact Assessment, Biodiversity Study).
Market AnalysisMarket AnalysisIt is presented the market context and size, market drivers, the customers, the competitors
(including the SW Analysis), market risks, marketing strategy, price policy. The data from
this part are entry data for financial analysis.
It is presented the market context and size, market drivers, the customers, the competitors
(including the SW Analysis), market risks, marketing strategy, price policy. The data from
this part are entry data for financial analysis.
Financial AnalysisFinancial Analysis
This parts contains the financial planning, cost-benefit analysis (sales, operational costs,
financing sources, investment costs, calculation of indicators) in three financial scenarios
(business as usual, with investment with grant support, with investment without grant
support).
This parts contains the financial planning, cost-benefit analysis (sales, operational costs,
financing sources, investment costs, calculation of indicators) in three financial scenarios
(business as usual, with investment with grant support, with investment without grant
support).
Coherence within these three main chapters is key. A beneficiary must avoid discrepancies between the market, the technical solution and the financial analysis to present a coherent picture of the project.
Coherence within these three main chapters is key. A beneficiary must avoid discrepancies between the market, the technical solution and the financial analysis to present a coherent picture of the project.
STRUCTURE FEASIBILTY STUDY
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
AGENDA
Introduction GCI Management
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Administrative VerificationAdministrative Verification
• Verification that:
- the filing document of the project
contains all required documentation
- all required documents are attached in
proper order and the correct format
- all documents are valid at the moment
of filing
• If a project has fulfilled all conditions of
the checklist the applicant is informed
about this fact and the project advances
to the next step
• If a project has not fulfilled all of the
conditions, the project is rejected
• This step should last about one week but
this period was underestimated according
to our experience
• Verification that:
- the filing document of the project
contains all required documentation
- all required documents are attached in
proper order and the correct format
- all documents are valid at the moment
of filing
• If a project has fulfilled all conditions of
the checklist the applicant is informed
about this fact and the project advances
to the next step
• If a project has not fulfilled all of the
conditions, the project is rejected
• This step should last about one week but
this period was underestimated according
to our experience
Eligibility VerificationEligibility Verification Project EvaluationProject Evaluation
MANAGEMENT AUTHORITY CLARIFIES AND EVALUATES IN DETAIL
PROJECT APPROVAL PROCESS
• The projects that have advanced from the
first step are verified for:
- the eligibility of the project
- the eligibility of the applicant
• If a project has fulfilled all the conditions
of the checklist it passes to the final step
• Administrative and Eligibility verification
should be finished within 2 weeks.
Experience shows that due to limited
ressources this timeline is often delayed.
• The projects that have advanced from the
first step are verified for:
- the eligibility of the project
- the eligibility of the applicant
• If a project has fulfilled all the conditions
of the checklist it passes to the final step
• Administrative and Eligibility verification
should be finished within 2 weeks.
Experience shows that due to limited
ressources this timeline is often delayed.
• The projects that have advanced into the
final step are evaluated by an expert
commission against the criteria matrix.
- There are usually several matrix
sections wherein the project in some
cases must have a minimum number of
points in order to be ranked
• The top-ranked projects are approved
• The successful applicant is invited to sign
the financing contract and, in some
cases, to provide additional documents.
- The timeline for evaluation is around 2
months. This period was
underestimated by the management
authorities. We witness continuous
improvements of the situation as the
authorities gain experience.
• The projects that have advanced into the
final step are evaluated by an expert
commission against the criteria matrix.
- There are usually several matrix
sections wherein the project in some
cases must have a minimum number of
points in order to be ranked
• The top-ranked projects are approved
• The successful applicant is invited to sign
the financing contract and, in some
cases, to provide additional documents.
- The timeline for evaluation is around 2
months. This period was
underestimated by the management
authorities. We witness continuous
improvements of the situation as the
authorities gain experience.
A filed project is approved in three steps.
DEPENDING ON THE PROGRAM BETWEEN 1 AND 12 MONTHSDEPENDING ON THE PROGRAM BETWEEN 1 AND 12 MONTHS
During any of the three phases the Management Authority may ask for further clarification.During any of the three phases the Management Authority may ask for further clarification.
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Using a scoring logic the technical and economical evaluation is based on 5 key
criterias.
CRITERIA MATRIX
RelevanceRelevanceHow the project contributes to operation’s objectives and targets (employment effect, increase of competitiveness, level of innovation, increase of exports, etc.)
Project Quality and-Coherence
Project Quality and-Coherence
Justification of public support by non reimbursable funding, the quality of financial solution, correlation between objectives and results, technical solutions, market analysis, the project budget
Project MaturityProject MaturityStatus of the technical documentation for permits, notifications and permits already obtained, start date of the project after financing contract signing
ProjectSustainability
ProjectSustainability
The financial capacity to sustain the project after end of the implementation period (organizationally and financially)
Implementationcapacity
of the beneficiary
Implementationcapacity
of the beneficiaryFinancial, technical, human capacity
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
PROJECT EVALUATION
The application is evaluated through the scoring method based on
particular technical-economical criteria
1b. The project implements technology or acquisition of certified quality standards for international equipment with an age of > 2 years
ahead
5a. The project implements technology or acquisition of certified quality standards for international equipment with max. 2 years ahead
5I.2.2. Grade of innovation of the project
2b. < 10%
4a. ≥ 10%
4I.2.1Initial value for licenses, patents and trademarks in a total value of the eligible costs (weight)
9I.2. Level of innovation of the project
0d. <1%
2c. ≥1% und <5%
5b. ≥5% und <10%
7a. ≥10%
7I.1. Increasing the sales volume of the company within 5 years after the completion of the project (in percent proportional to the last
annual turnover before submission)
35Project contribution to complete the POS CCE objectives, Priority Axis 1, Area of Intervention 1, Operation a)
Max.
pointsCriteria & sub-criteria
This is an example for technical-economical
evaluation criteria.
In total we look within the POS CCE 1.1.1.b call on
5 major and 30 sub-criterias totalling to maximum
100 points and multiplied with the location factor.
In previous calls projects with a score of 88 points
have been approved.
An application on a program should meet a minimum score in order to be ranked. The final score is calculated using a location factor,
which favors underdeveloped regions, that depends on the location of the investment: e.g. projects in the regions of South, South-West
and North-East will be multiplied by a factor of 1.2, all other regions by 1.1., Bucharest 1.0
An application on a program should meet a minimum score in order to be ranked. The final score is calculated using a location factor,
which favors underdeveloped regions, that depends on the location of the investment: e.g. projects in the regions of South, South-West
and North-East will be multiplied by a factor of 1.2, all other regions by 1.1., Bucharest 1.0
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
AGENDA
Introduction GCI Management
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
33
Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Environment Decision (Acord de Mediu) or the proof that the
documentation for issuing it was
filed to the relevant authority
Environment Decision (Acord de Mediu) or the proof that the
documentation for issuing it was
filed to the relevant authority
Excerpt of the land decision with the mention “free of charges”
Excerpt of the land decision with the mention “free of charges”
Building permitBuilding permit
Fiscal record of the companyFiscal record of the company
Tax certificate - Proof of payment of
national taxes (assuming also 1 / 12 of the Annual Rate of debt
obligations)
Tax certificate - Proof of payment of
national taxes (assuming also 1 / 12 of the Annual Rate of debt
obligations)
Land: Land ownership title / lease /
concession for at least 10 years beginning with the date of signing
the financing agreement
Land: Land ownership title / lease /
concession for at least 10 years beginning with the date of signing
the financing agreement
Tax certificate as a proof of the
local tax paid (1/6 of the term
debt tax)
Excerpt from trade register
Documents proving the financing
capability (bank statement /
credit agreement / letter of comfort
covering the own contribution andnon eligible funds)
In the event of funding approval, the applicant will be notified and asked to submit
the following contract documents:
CONTRACT DOCUMENTS
The complete list of required documents is provided by the guidelines of the relevant operation, in which the project was filed
The complete list of required documents is provided by the guidelines of the relevant operation, in which the project was filed
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
During project implementation, please pay attention to the following:
CORE ELEMENTS IN THE IMPLEMENTATION PROCESS
the partial or total non-compliance with
contract terms will
have the following
consequences:
• the partial payment of the
grant
• Stopping of the payments
• Full or partial pay back of the grant already received
the partial or total non-compliance with
contract terms will
have the following
consequences:
• the partial payment of the
grant
• Stopping of the payments
• Full or partial pay back of the grant already received
Reimburse-
ment
Reimburse-
ment
Depends on:
• Project implementation according to the contract terms and conditions• Compliance with the binding indicators
• Investment Compliance (location, ownership, technical parameters),
including the monitoring period
Depends on:
• Project implementation according to the contract terms and conditions• Compliance with the binding indicators
• Investment Compliance (location, ownership, technical parameters),
including the monitoring period
AccountingAccounting
ReportingReporting
• Progress report every quarter
• Final Report
• Yearly monitoring reports
• Estimates on the cash flows
• Progress report every quarter
• Final Report
• Yearly monitoring reports
• Estimates on the cash flows
The accounting must be separated in analytical accounts to preserve
tracability and payment documents must be kept to at least 5 years after the implementation
The accounting must be separated in analytical accounts to preserve
tracability and payment documents must be kept to at least 5 years after the implementation
TenderTenderMust be organized according to the purchasing requirements of the financing contract or according to the public purchasing requirements
(OUG 34/2006)
Must be organized according to the purchasing requirements of the financing contract or according to the public purchasing requirements
(OUG 34/2006)
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Supplier BeneficiaryIntermediate
Body Management
Authority
Reception of the goods, services, works (keyphase of construction)
Filing of reimbursement claimsaccording to the sche-dule in the contract
Checking and authoriza-tion of the reimburse-ment claims
Payment of the authori-Zed amounts
Bills beneficiary
withRON 100
Reimbursmentof
RON 100
RON 50 Lei in
the projectaccount
RON 100
RON 50
Eligible costs are firstly pre-financed by the beneficiary and thenreimbursed.
REIMBURSEMENT SCHEME
15 – 30 days
50 –
65 days
The Management Authority authorizes the payment request after the intermediar Body has checked the supporting documents filed by the benificary (about 80 days) and reimbursementsis done by the payments department within MA (10 days after the authorization of the amount)
The Management Authority authorizes the payment request after the intermediar Body has checked the supporting documents filed by the benificary (about 80 days) and reimbursementsis done by the payments department within MA (10 days after the authorization of the amount)
RON 100
Pays bill
of RON 100
10 days
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
In addition to reimbursement claim the following supporting documents
must be attached:
TRANSFER DOCUMENTS
Timely and complete reimbursement depends on a correct preparationof the reimbursement file and filing it in time
Timely and complete reimbursement depends on a correct preparationof the reimbursement file and filing it in time
Project Progress Report /Final Report
Project Progress Report /Final Report including documents of the machinery / equipment / technologiesincluding documents of the machinery / equipment / technologies
Information and publicityInformation and publicity Press conferences, press releases, billboardsPress conferences, press releases, billboards
Tender documentsTender documents Proof of publicity, selection and awarding criteria (tender specification) awarding protocol,
Proof of publicity, selection and awarding criteria (tender specification) awarding protocol,
Payment documentsPayment documents Reception protocols, invoices, payment orders, bank statements and
accounting records - Account Summary, Balance Sheet
Reception protocols, invoices, payment orders, bank statements and
accounting records - Account Summary, Balance Sheet
Documents concerning the Reception of goods, services, works
Documents concerning the Reception of goods, services, works
Delivery and commissioning protocol, service acceptance protocol, control protocol, quality reception protocol, etc.
Delivery and commissioning protocol, service acceptance protocol, control protocol, quality reception protocol, etc.
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
AGENDA
Introduction GCI Management
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
38
Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
EU
Funding
Optimize the ApplicationKeywords and -issues have to be optimally
placed in order to meet evaluation criteria and
get top ranked
Maximize Grants / SubsidyIncrease of the eligible costs as part of
the entire project
State-of-the-art presented projectHigh quality documentation both from technicaland economic points of views
Romanian Business StyleRomanian way of preparing business documents
and presenting information and data
Organisational Project SetupAnticipation of future purchasing
procedures, financial and project accounting
Proper Programme SelectionCorrect identification of the programme that
can provide funding for a specific project
Success factors are very similar all over EU memberstates.
SUCCESS EU FUNDING IS A MATTER OF COHERENT WORK
11
22
33
44 55
66
The detail level of the Romanian presentation approach is considerably higher than used in Western European business environments
The detail level of the Romanian presentation approach is considerably higher than used in Western European business environments
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Professional preparation and a longer period of development are prerequisites for a
successful EU funding application.
SUCCESS FACTORS
DON‘TsDON‘Ts -
• Pressure and lack of time to draft a professional application
• Wrongly estimated timeframe between the end of the project application and the start of the project
• Negligent drafting of the financing application and theformal mistakes that result from this
• Using only the western European methods and and not respecting the structure and format of romaniandocumentation
• Being thin in information quality and quantity
• Pressure and lack of time to draft a professional application
• Wrongly estimated timeframe between the end of the project application and the start of the project
• Negligent drafting of the financing application and theformal mistakes that result from this
• Using only the western European methods and and not respecting the structure and format of romaniandocumentation
• Being thin in information quality and quantity
DOs+
• Time and patience in the preparation, financing concept and development of documentaton
• Understand and comply with all requirements of form and content
• Communicate clearly project coherence, maturity and and project sustainability
• Be as detailed as possible
• Discuss and clarify any ambiguities with the authorities
already before filing
• Consider a larger time puffer between the end of the
project application and the start of the project
• Consider rather complex requirements regarding the
project organization / implementation / accounting / reporting
• Time and patience in the preparation, financing concept and development of documentaton
• Understand and comply with all requirements of form and content
• Communicate clearly project coherence, maturity and and project sustainability
• Be as detailed as possible
• Discuss and clarify any ambiguities with the authorities
already before filing
• Consider a larger time puffer between the end of the
project application and the start of the project
• Consider rather complex requirements regarding the
project organization / implementation / accounting / reporting
Uniquely, the intensity and the volumes of grants available for Romania are higher, compared to other European countries. „The grapes are sweet, but they are hard to reach.“
Uniquely, the intensity and the volumes of grants available for Romania are higher, compared to other European countries. „The grapes are sweet, but they are hard to reach.“
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
AGENDA
Introduction GCI Management
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
41
Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
POS CCE 2011 schedule provides attractive calls.
2011 OUTLOOK
Since the authorities have collected a great deal of experience during the last calls, we expect faster evaluation times and easier handling in 2011
Since the authorities have collected a great deal of experience during the last calls, we expect faster evaluation times and easier handling in 2011
Support for enterprises’ integration
in supplier chains and cluster1.3.3.
Consultancy support for SMEs1.3.2.
Development of business supportstructures of national and international dimensio
1.3.1.
Support to access to new marketsand internationalization1.1.3.
Support for the implementation of international standards1.1.2.
Financial support for large companies
1.1.1.B
Financial support granted forinvestments in SMEs of up to
1.075 million lei
1.1.1.A2
Financial support granted forinvestments in SMEs amountingbtw. 1,075,001 - 6,450,000 lei
1.1.1.A1
1. Increase of Economic Competitiveness
DecNovOctSepAugJulJunMayAprMarFebJanDescriptionOp.
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
POS CCE 2011 will open calls in all priority axes.
2011 OUTLOOK
Since the authorities have collected a great deal of experience during the last calls, we expect faster evaluation times and easier handling in 2011
Since the authorities have collected a great deal of experience during the last calls, we expect faster evaluation times and easier handling in 2011
DecNovOctSepAugJulJunMayAprMarFebJanDescriptionOp.
Interconnection networks4.3.
Renewable energy resources4.2.
Investments in upgrading electricity, natural gas networks4.1.B
Energy efficiency improvements4.1.A
4. Increasing energy efficiency and security of supply, in the context of combating climate change
E-commerce systems and other
Internet based solutions3.3.2
Support for integrated ICT businesssystems
3.3.1
Supporting access to Internet and to connected services3.1.1
3. ICT for private and public sectors
Promoting enterprise innovation2.3.3
High-tech start-ups and spin-offs2.3.1
Poles of excellence2.2.2
R&D partnerships btw universities/research institutes, and enterprises
2.1.1
2. Research, Technological development and Innovation for competitiveness
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
Agricultural calls within PNDR start soon.
2011 OUTLOOK
Since the authorities have collected a great deal of experience during the last calls, we expect faster evaluation times and easier handling in 2011
Since the authorities have collected a great deal of experience during the last calls, we expect faster evaluation times and easier handling in 2011
EUR 156 Mil
Village renewal and development..for ruralpopulation3.2.2.
EUR 85 Mil
EUR 85 MilEncouraging of tourism activities3.1.3.
EUR 89 Mil
Support for the creation and
development of micro-enterprises3.1.2.
EUR 50 Mil
EUR 50 Mil
EUR 50 Mil
EUR 50 Mil
First afforestation of agriculturalland2.2.1.
EUR 333 Mil
Developing the infrastructure
related to the development and adaptation of agriculture and forestry1.2.5.
EUR130 Mil
Adding value to agricultural and forestry products1.2.3.
EUR
150 Mil
Modernization of agricultural
holdings1.2.1.
EUR 50 Mil
EUR 50 MilSetting up young farmers1.1.2.
DecNovOctSepAugJulJunMayAprMarFebJanDescriptionOp.
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
AGENDA
Introduction GCI Management
General information on EU funds
Eligible costs and grant intensity
Project structure and approach
Check of the eligibility
SMEs vs. large enterprises
Example of a successful eligible project
Content of the application folder
Feasibility study
Project evaluation
Key elements in the implementation process
Success Factors - Do's & Don'ts
Outlook 2011
Service range + Contact GCI
45
Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
GCI PROVIDES CLEAR ADDED VALUE
We support our clients throughout the entire development and
implementation process with our know-how and ressources
Application Support(Months)
Application Support(Months)
Implementation Support(depends on project)
Implementation Support(depends on project)
3 4
Filing of the financing
application
Receiving all the amountgranted
A folder with all the required
documentation
Financing Concept and Documentation
(Weeks)
Financing Concept and Documentation
(Weeks)
2
• Support for fulfilling of all
obligations from thefinancing contract
• Support for the reportingand reimbursement
• Supervision of the meetingof the organizaitonal and
formal requirements
• Reimbursement of the
grant
• Avoiding the partial loss of
the awarded grant
• Support for fulfilling of all
obligations from thefinancing contract
• Support for the reportingand reimbursement
• Supervision of the meetingof the organizaitonal and
formal requirements
• Reimbursement of the
grant
• Avoiding the partial loss of
the awarded grant
• Verification of the
completeness of theapplication documentation
• Operational filing
• Keeping contact with the
authorities
• Supporting the client to
answer any questionsrelated to the filed
documentation
• Support during the
financing contractnegotiations
• Verification of the
completeness of theapplication documentation
• Operational filing
• Keeping contact with the
authorities
• Supporting the client to
answer any questionsrelated to the filed
documentation
• Support during the
financing contractnegotiations
• Definition of the
appropriate projectstructure to optimize the
financing level
• Selection of information
needed for drafting of therequired documentation forfiling
• Drafting of all the
documents in Romanianformat and style in order to file the project due to local
patterns
• Maximizing eligibility by
finetuning eligible criteriasand key words
• Definition of the
appropriate projectstructure to optimize the
financing level
• Selection of information
needed for drafting of therequired documentation forfiling
• Drafting of all the
documents in Romanianformat and style in order to file the project due to local
patterns
• Maximizing eligibility by
finetuning eligible criteriasand key words
Eligibility Check(Days)
Eligibility Check(Days)
1
• Identification of the exact
programme and key areaof intervention for the
project
• Verifying the formal
requirements for therespective call
• Verifying of the eligibility of the company and the
project for the respectivecall
• Evaluation of successchances of the project
• Identification of the exact
programme and key areaof intervention for the
project
• Verifying the formal
requirements for therespective call
• Verifying of the eligibility of the company and the
project for the respectivecall
• Evaluation of successchances of the project
A grant project
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Seminar EU-Funding, AHSt Bucharest, Feb 9th, 2011
CONTACT GCI MANAGEMENT & ADVISORY SRL
Bucharest
Str. Racota Nicolae, nr.5RO-011364 Bucharest, sector 1
Tel: +40 21 310 35 79Fax: +40 21 310 35 80
Bratislava*
Vienna
Miilan
Munich
Prague*
Sofia*
* rep-office
Do not hesitate to contact us at any time!
Gregor VogrinManaging Director, [email protected] │ +40 (720) 219686 │ +43 (699) 13816064