Project Fiche

1. Sustainable Economic Development of the Sudurnes
region, Iceland
Preparation of Project Proposals
‘The project fiche’
JOSE MATEOS MORENO
Ásbrú, 25 November 2011

2. Contents
1. Preparation of the project
application form
2. Activity and resource planning
2

3. 1. Project Design
Sustainable Economic 3
Development of the Sudurnes
region, Iceland

4. Project Design: definition of a
Project
• Economically indivisible series of activities
for a precise technical function
• Identified outputs and objectives
• Clearly defined beginning and end
• A programme is a heterogeneous group of
measures and projects
4

5. Elements of project design
• Why: the problem or need and wider objectives
• What: activities, results and project purpose
• How: internal and diagonal logic:
- Indicators for monitoring and evaluation
- Risk analysis and assumptions
- Preconditions
- Finance: costs and co-financing
- Implementation schedule
Sustainable Economic 5
Development of the Sudurnes
region, Iceland

6. Project Design: Tasks
Responsibilities of Final Beneficiary:
• Designing of project proposals and submitting them
to IBs
Responsibilities of Lead Ministry (Sectoral
Offices):
• Compliance with the sectoral strategic documents
• Verifies technical quality of the project proposal
• Verifies if the project proposal meets the eligibility
criteria for IPA measures
• Ensures the national financial contribution for the
project
6

7. The project application procedure
should:
• Promote high quality project preparation
• Asess if EU principles are met (horizontal
issues)
• Check for availibility of all necessary
documents (feasibility studies, EIA, permits
etc)
• Show main results of EIA and feasibility/CBA
studies
• The format (project fiche or application form) is
a tool for uniform communication of relevant
key project information
7

8. Elements of a project proposal
‘Project fiche’
1) Basic information
2) Objectives
3) Description
4) Institutional Framework
5) Detailed Budget
6) Implementation Arrangements
7) Implementation Schedule
8) Cross cutting issues
1) Equal Opportunity
2) Environment
9) Rates of Return
10) Investment Criteria
11) Conditionality and Sequencing
Annexes: Logframe, implementation chart, contracting and disbursement
schedule, list of preparation studies, laws, plans.
8

9. Activities in Project Design
A. Information gathering for the problem
analysis and the elements of project design
B. Deciding the scale and scope of the project
C. Assembling the project design elements
D. Filling in the project proposal (fiche)
9

10. A) Information gathering
– Outcome of previous projects / gaps
– Linked or other relevant activities
– Views of potential beneficiaries / recipients
– Monitoring/evaluation recommendations
– OPs and any other government strategies or plans
– Financial information – national funds available
– Statistics available for Indicators of Achievement
– Gender information
– Institutional ‘audit’ of staffing / capacity / resources
– Environmental Impact Assessment (EIA) / feasibility
studies (CBA)
– Material for Fiche annexes
10

11. B) Deciding the scope and scale
Scope: type of activities to include should
depend on:
- type of needs/problems
- cost/feasibility issues
- dependency of success on specific activities
Size (capacity) of the project should depend
on:
- market demand/need for the services of the
project (feasibility study)
11

12. C) The project design elements and logframe
D) Filling in the project fiche
12

13. The logic of project design
Needs/Problems (t)
Overall objective
Project purpose
Expected results
Input
Activity
13

14. 14

15. 1. Why: Start with problem or need
identification
• Briefly explain the origins of the project
and outline why it is being undertaken
• Problem or need analysis: causes of the
problems and size of the problem
Example: High level of unemployment
because of low economic activity
15

16. 2. Objectives: Overall objective
• The Overall Objective should explain why the
project is important to society, in terms of the
longer-term benefits to beneficiaries and the
wider benefits to other groups.
• The Overall Objective will not be achieved by
the project alone, but will require the impacts of
other programmes and projects (and probably
other actions) as well.
• Example: to improve business environment in a
region
16

17. 2. Objectives: Project Purpose
The single central objective of the project in
terms of sustainable benefits to be
delivered to the project beneficiaries.
• Example: to improve business
infrastructure for new start-ups.
• To improve tourist infrastructure in a
region.
17

18. 3a. Results
The results are what the project management is responsible for
achieving by its completion date.
Results impact and sustainability
What is achieved
what changes
what lasts
18

19. 3b. Activities
• The specific tasks to be undertaken during
a project’s life to obtain results.
Activities should indicate:
• what the person or organisation
responsible for the project should do.
• how the project’s goods and services will
be delivered
19

20. 3c. Indicators
Measurable indicators that will show whether or not
objectives have been achieved at each level of the
logframe hierarchy and at defined times
Indicators provide the basis for designing an
appropriate monitoring (and evaluation) system
Sources of Verification: the means by which the
indicators or milestones will be recorded and made
available to project management or those
evaluating project performance.
20

21. Risks & assumptions and
Pre-conditions
Risks: factors which could affect the progress or
success of the project
In LFA: risks should always be expressed as
assumptions
Risk analysis and risk management strategy for larger
projects
Pre-conditions: constraints that have to be met
before the project starts
21

22. 4. Institutional Arrangements
• Institutional framework within which the project
will operate.
• Identify any constraints or changes that can
have impact on results
• Chain of command
• (a) who will be appointed as the "Engineer―
• (b) who will be the "Employer" — the institution
responsible for providing the site and for
paying the contractor
• (c) who will be or become "Owner" of the asset
after project completion
22

23. 5. Detailed Budget
• Budget: estimation of investment costs
• Clarify the cost estimation
• Maintenance costs are not covered by EU
funds: make reservation in national budget
• Specify co-financing of national budget,
municipalities, loans etc. (column funding
source in resource schedule)
23

24. 6. Implementation arrangements
• Implementing agency of the project
(details)
• Contracting parties
24

25. 7. Implementation schedule
A) Start of tendering/call for proposals
Give date, including when TORs and/or project
specifications will be ready
B) Start of project activity
Expected date of commencement of first contract/grant scheme
C) Project completion
Expected date of last payment under last contract/grant
25

26. Annexes to Project Fiche
• Logframe
• Detailed implementation chart (year one at least)
• Contracting and disbursement schedule, by quarter,
for project duration
• Studies
– All Projects: list of (pre-) feasibility studies, ex-ante
evaluations, other preparatory work
– Investment Projects: exec. summaries of economic &
financial studies, EIAs etc.
• Reference list of relevant laws and regulations
• Reference list of relevant strategic plans and studies
26

27. 2. Activity and resource schedules
27

28. Activity and resource schedules
(see examples)
• Logframe: broad description of activities
• Operational detail necessary
28

29. Contracting and disbursement schedule
• Show for project period contracting
points
• Show for project period expected
payments in time
29

30. Conclusions
• Good project design starts with a sound
problem analysis (problem tree) and make
use of logframe
• Project design should be logical and have
measurable objectives (logframe)
• The project fiche and logframe can help you
to draft a good proposal
30