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Manual Managementul ciclului de proiect

iulie 2006
EuropeAid/119820/D/SV/RO

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"Prima versiune a prezentului manual a fost elaborat de ctre o echip a Comisiei Europene sub egida Unitii de Evaluare i cu consultarea u norre pre ze n t an i din statele membre i a unui grup de experi internaionali.

Aceast a doua versiune, de asemenea produs de Unitatea de Evaluare a EuropeAid Co-operation Office", avnd contribuii att din interiorul, ct i din exteriorul Comisiei Europene, a beneficiat de asisten semnificativ din partea Consoriului Enterprise i Roca, care s-a preocupat de etapa pregtitoare, de susinerea curs uril orde instruire i de acordarea de sprijin n elaborarea i aprobarea prezentului manual".
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Manual Managementul ciclului de proiect Cuprins

1. INTRODUCERE.......................................................................................................................2 2. CICLUL PROIECTULUI............................................................................................................4 2.1. Definiii: Cele ase faze ale ciclului de proiect.......................................................................4 2.2. Principiile cheie ale MCP.......................................................................................................7 2.3. Formatul sau structura de baz a proiectului i documentele programului............................7 2.4. Programe Sectoriale..............................................................................................................8
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3. CADRUL LOGIC..........................................................................................................................10

3.1. Ce este cadrul logic?............................................................................................................10 3.2. Limitele matricei logice......................................................................................................... 11 3.3. Abordarea prin intermediul cadrului logic: dou faze.........................................................122 3.4. Cei patru pai ai analizei......................................................................................................14
3.4.1. Analiza factorilor interesai..............................................................................................14 3.4.2. Analiza problemelor..........................................................................................................16

3.4.2. Analiza obiectivelor.........................................................................................................18 3.4.3. Analiza strategiilor .......................................................................................................... 20

3.5. Faza planificrii....................................................................................................................22

3.5.1. 3.5.2. 3.5.3. 3.5.4. 3.5.5. 3.5.6. 3.5.7.

4.

Construirea matricei logice..............................................................................................22 Prima coloan: Logica interveniei..................................................................................23 A doua coloana: indicatorii obiectivi de verificare (IOV)...................................................24 A treia coloan: Surse de verificare.................................................................................25 A patra coloan: ipoteze..................................................................................................25 Cum se identific logica interveniei?..............................................................................26 Cum se identific ipotezele?...........................................................................................29

FACTORII CALITATII...................................................................................................................31

4.1. Ce sunt factorii calitii? ...................................................................................................... 31 4.2. Cum se alctuiesc planurile pentru a obine calitate............................................................ 32
5. COMPLETAREA CADRULUI LOGIC........................................................................................... 36 5.1. Cum se identific indicatorii obiectivi de verificare (IOV) i sursele de verificare (SV)?..................................................................................................................... 36 5.2. Cum se identific mijloacele i costurile?.............................................................................40
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5.3. Verificarea final a calitii cadrului logic................................................................................41 6. UTILIZAREA CADRULUI LOGIC LA ELABORAREA PLANULUI DE ACTIVITI I PLANULUI DE RESURSE................................................................................444

6.1. Pregtirea planului de activiti............................................................................................444 6.2. Pregtirea planului de resurse.............................................................................................455 7. UTILIZAREA CADRULUI LOGIC LA PLANIFICAREA INTERVENIILOR COMPLEXE:
INTERCONECTAREA MATRICILOR LOGICE.........................................'..................................47

8. GLOSAR DE TERMENI...............................................................................................................51

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1. INTRODUCERE n 1992, Comisia European a adoptat prima versiune a Project Cycle Management (MCP) (Managementul Ciclului de Proiect - MCP), care reprezint un set de instrumente pentru elaborarea i managementul proiectului, bazat pe metoda de analiz a cadrului logic (matricea logic), metod care era deja larg folosit de muli finanatori din lume, inclusiv din Statele Membre ale Uniunii Europene i ncurajat de Comitetul de Asisten pentru Dezvoltare al Organizaiei pentru Cooperare i Dezvoltare Economic (OCDE). Manualul de fa, care actualizeaz versiunile iniiale i urmtoare, prezint principalele caracteristici ale MCP. Obiectivul MCP a fost i rmne mbuntirea managementului aciunilor externe de cooperare proiectelor/programelor de toate tipurile - prin mai atenta considerare a tuturor aspectelor eseniale i a condiiilor cadru, deopotriv n elaborarea i n implementarea proiectelor sau programelor: 1. Obiective clare i realiste pentru proiecte sau programe: crearea unei distincii clare ntre obiective i mijloacele de realizare a acestora; o definiie clar i realist a scopului proiectului, care trebuie s implice, ntotdeauna, beneficii durabile pentru grupul(urile) int; riscuri i ipoteze: factorii externi majori ai proiectului care ar putea influena semnificativ succesul acestuia. 2. "FACTORII CALITII" care sporesc beneficiile proiectului pe termen lung: nevoia unui cadru politic stabil i raional n special pentru politicile sectoriale i regionale, aflat "n proprietatea" rii beneficiare; nevoia de a alege tehnologiile potrivite, utiliznd, de exemplu, resurse locale regenerabile; respectul pentru valorile socio-culturale ale grupurilor implicate; capacitatea managerial a instituiilor, fie publice sau private, care sunt chemate s deruleze proiectele; viabilitatea economic i financiar a finanrii proiectelor i durabilitatea beneficiilor generate de acestea pe termen lung; integrarea aspectelor de protecie a mediului; recunoaterea diferenelor dintre brbai i femei, i reducerea inegalitilor dintre brbai i femei, pri integrante ale obiectivelor de politic general. 2

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structuri standardizate, coerente pentru documentele cheie ale proiectului. In terminologia MCP, utilizarea acestor concepte, instrumente i documente standardizate de-a lungul duratei de via a unui proiect poart numele de "abordare integrat" a managementului ciclului unui proiect. Ca toate celelalte concepte i instrumente, eficacitatea MCP depinde n mare msur de calitatea informaiilor disponibile (n special de la beneficiari i grupurile int) i de utilizarea lor ct mai corect.

2. CICLUL PROIECTULUI Figura 1 :Ciclul proiectului

P ro g ra m a re
-------------------

E v a lu a re Im p le m e n ta r e F o r m u la r e

Id e n t ific a r e

If
F in a n a re

1 1

de la Maastricht sunt urmtoarele : Dezvoltarea durabil, n special prin promovarea unei dezvoltri echitabile a investiiilor i a politicilor de ocupare a forei de munc, a dezvoltrii sociale i umane i a proteciei mediului; Integrarea n economia mondial, inclusiv prin sprijin acordat cooperrii i integrrii regionale; Lupta mpotriva srciei; Democraia, drepturile omului, statul de drept, i, atunci cand este cazul, meninerea pcii i prevenirea conflictelor. MCP ncearc s abordeze aceste aspecte chiar de la nceputul ciclului proiectului, ncercnd s se asigure c proiectele i programele sunt consecvente cu, i contribuie la ndeplinirea acestor "obiective generale ale politicii" de cooperare extern ale CE. Prin comparaie cu prima versiune, utilizarea MCP s-a extins acoperind nu numai abordarea tradiional a proiectului, ci i programele sectoriale, la care principiile lui sunt n egal msur aplicabile. La nivel operaional, metodologia MCP caut s aduc mbuntiri prin includerea unor studii de fezabilitate/proiecte adecvate, prin monitorizare i evaluare, i luarea de decizii documentate n stadiile cheie ale pregtirii si implementrii proiectelor i programelor. MCP solicit participarea activ a factorilor interesai (grupuri int, beneficiari, instituii locale i factori de decizie) de-a lungul ntregului ciclu de proiect sau program. n sfrit, MCP reprezint o colecie de concepte i instrumente, dezvoltate prin tehnici relativ simple, incluznd: conceptul de ciclu al proiectului analiza factorilor interesai instrumentul de planificare "Cadrul Logic" ("Matricea Logic" ) indicatori cheie ai calitii planuri de activiti i resurse
i-

Vezi COM (2000) 212, COMMUNICATION FROM THE COMMISSION TO THE COUNCIL AND THE EUROPEAN PARLIAMENT: The European Community's Development Policy

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Proiectele2 se planific i se realizeaz ntr-o succesiune etape, pornind de la un document strategic de dezvoltare convenit din care se desprinde idea de proiect ntr-un anumit domeniu, care apoi este formulat, implementat i n final evaluat, cu scopul de a mbunti strategia i aciunile viitoare de dezvoltare.

2.1. Definiii: Cele ase faze ale ciclului de proiect Programarea: Programarea const n stabilirea liniilor directoare i principiilor de cooperare a UE cu o anumit ar. Pe baza analizrii problemelor i a oportunitilor de dezvoltare ale rii i innd cont n acelai timp de prioritile locale i ale UE, precum i de aciunile altor finanatori, de capacitile financiare locale i ale UE, se convine acordarea sprijinului

de timp stabilit, iar cel de "program" - o serie de proiecte ale cror obiective contribuie mpreun la ndeplinirea unui obiectiv general comun, la nivel de sector, ar sau la nivel multi-naional.

2 n cuprinsul acestui manual termenul "proiect" reprezint un grup de activiti pentru realizarea unui scop ntr-un cadru
2

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eventuale adaptri fa de condiiile n continu schimbare. La sfritul perioadei de implementare, se ia o decizie privind continuarea sau extinderea proiectului. Evaluarea: Evaluarea reprezint "estimarea, ct mai sistematic i obiectiv cu putin, a unui proiect, program sau politici n derulare sau finalizate, n fazele de concepie i implementare, precum i a rezultatelor sale. Scopul evalurii este de a determina relevana atingerii obiectivelor propuse, a dezvoltrii eficienei, eficacitii, determinrii impactului i durabilitii proiectului. O evaluare trebuie s furnizeze informaii credibile i utile, permind incorporarea leciilor nvate n procesul lurii deciziilor, att din perspectiva beneficiarilor, ct i a finanatorilor . Evaluarea poate fi fcut n perioada de implementare ("evaluare intermediar"), la sfrit ("evaluare final") sau dup perioada de implementare ("ex-post evaluare"), fie pentru a ajuta la o mai bun conducere a proiectului, fie pentru a trage nvminte utile pentru viitoare proiecte/programe. Evaluarea ar trebui s conduc la decizia de a continua, revizui sau stopa un proiect/program, iar concluziile i recomandrile ar trebui luate n considerare n procesul de elaborare, respectiv implementare, a unor proiecte similare viitoare. Figura 2: Ciclul proiectului: Principalele documente i

decizii

OCDE / DAC, 1991

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descrierea interveniei (obiective i strategia pentru realizarea lor, inclusiv scopul proiectului, rezultate, activiti i principalii indicatori). 5. Ipoteze, riscuri i flexibilitate 6. Condiii de implementare mijloace fizice i ne-fizice proceduri de organizare i implementare graficul de desfurare/implementare bugetul estimat i planul de co-finanare condiii speciale i msuri colaterale ale guvernului/partenerilor monitorizare i evaluare 7. Factorii calitii participarea beneficiarilor i nsuirea rezultatelor sprijinul poilitic tehnologia corespunztoare aspecte socio-culturale egalitatea ntre sexe protecia mediului capaciti instituionale i manageriale viabilitate financiar i economic Anexa: matricea logic (completat sau schiat n funcie de faza respectiv) Formatul de mai sus reflect, n principal, sarcinile de ndeplinit pentru pregtirea proiectului, ns pentru fazele de implementare (raportare asupra evoluiei) sau evaluare acest format nu sufer modificri semnificative. 2.4. Programe sectoriale n ultimii ani s-au depus eforturi semnificative pentru ca proiectele s devin parte integrant a unor politici naionale i pentru a se mbunti coordonarea finanatorilor. Totui, o astfel de abordare nu s-a dovedit a fi suficient, mai ales n cazul rilor care au o bun capacitate de a elabora i implementa politici naionale i de a coordona activitile donorilor. Aceasta a determinat comunitatea donorilor s se orienteze mai degrab ctre abordrile sectoriale (programe sectoriale). Abordarea sectorial urmrete extinderea noiunii de impact dincolo de scopul imediat al unui donor specific. Acest nou tip de abordare vizeaz furnizarea unui cadru general pentru cheltuieli publice, att din resurse locale, ct si externe, n sprijinul dezvoltrii i implementrii unor politici echitabile, bine echilibrate i satisfctoare. Prin urmare, donorii au evoluat de la sprijinul financiar acordat pentru activiti specifice, la co-finanarea, mpreun cu ara partener i ali donori, a unor politici de dezvoltare. Aceste eforturi coordonate sunt bazate pe obiectivele fixate de guvern n cadrul unui program sectorial coerent de cheltuieli publice. In aceste condiii, asistena extern oferit va fi tot mai mult armonizat cu planurile de dezvoltare ale guvernului i cu bugetul naional. 8

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Intre cadrul logic i formatul documentului de baz exist legturi strnse, n special n ceea ce privete titlurile seciunilor, obiectivele generale, scopul proiectului sau programului, rezultate, activiti, mijloace i costuri, indicatori de verificare, supoziii. O analiz critic a factorilor de calitate3 permite adaptarea calitii la cadrul logic. Pe lang fazele de analiz i formulare, cadrul logic este util, de asemenea, n faza de implementare, precum i la evaluarea proiectului/programului. Cu alte cuvinte, joac un rol n fiecare faz a PCM i de aceea cadrul logic trebuie elaborat nc din faza de pregtire (identificare), dei nu poate fi completat integral n acest stadiu. El va fi completat gradual n fazele urmtoare. Aadar, cadrul logic devine instrument pentru managementul fiecrei faze a ciclului de proiect i un instrument de baz pentru crearea altor instrumente, cum ar fi planul de implementare i monitorizare a activitilor proiectului. 3.2. Limitele matricei logice Cadrul logic i-a dovedit utilitatea pentru cei care elaboreaz i implementeaz proiecte, fiind de mare ajutor pentru o mai bun structurare i formulare a ideilor, ntr-un mod clar, coerent i standardizat. Dac politica de abordare a proiectului este greit conceput sau logica acestuia este defectuoas, cadrul logic evideniaz contradiciile, dar el singur nu poate s creeze abordri mai bune.
5

Adesea menionai drept "factori ai durabilitii".

3 In cadrul fazei de Implementare, programul sectorial este nsuit de guvern ca parte integrant
a programului de cheltuieli publice. Prin acorduri de finanare,urmrirea cheltuielilor nu se limiteaz doar la contribuia CE, ci se extinde la ntreaga finanare a programului sectorial, incluznd fondurile guvernului i pe cele ale altor donori. Indicatorii de verificare ai programelor sectoriale sunt adesea legai de obiective stabilite la nivel internaional (OECD/DAC International Development Goals).

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Cadrul logic este, prin urmare, doar un instrument pentru mbuntirea elaborrii i implementrii proiectului. Totui, un instrument, orict de performant ar fi el, nu poate garanta singur succesul ("gunoi bagi, gunoi iese"). Succesul unui proiect sau program este influenat de muli ali factori, n special de aptitudinile organizatorice ale echipei sau organizaiei responsabile pentru implementarea acestuia.

Figura 4: Succesul unui proiect : Factori

Construirea unui cadru cogic nu trebuie s fie un exerciiu de form . E bine ca fiecare cadru logic s fie rezultatul unei analize minuioase i a unui proces de planificare comun, a crui calitate depinde de anumii factori, dintre care: . Informaia disponibil . Capacitile echipei de planificare . Consultarea real a factorilor interesai, asigurnd reprezentarea echilibrat a diferitelor interese, inclusiv la nivel de sexe . Evaluarea metodic a leciilor nvate. n mod special, cadrul cogic trebuie vzut, mai ales, ca un instrument dinamic, care necesit reevaluare, revizuire, ajustare, urmrind continuu evoluia proiectului i a schimbrii condiiilor pe durata implementrii.

3.3. Abordarea prin intermediul cadrului logic: dou faze Construirea unui cadru logic se face n dou faze, parcurse progresiv n timpul etapelor 12
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de identificare i formulare ale ciclului de proiect: 1 Faza de Analiz este aceea n care se analizeaz situaia existent ca punct de plecare pentru construirea "situaiei dorite n viitor" i pentru selectarea strategiilor ce vor fi aplicate n scopul realizrii situaiei dorite. Esenial este ca, proiectele sau programele s fie concepute pentru a rezolva problemele reale cu care se confrunt grupurile int/beneficiarii, att femei, ct i brbai, precum i nevoile i interesele acestora. Faza de Analiz cuprinde patru pai: Analiza factorilor interesai Analiza Problemelor (imaginea realitii) Analiza Obiectivelor (perspectiva unei situaii mbuntite n viitor) Analiza Strategiilor (compararea diferitelor opiuni de mbuntire a unei situaii date) 2. Faza de Planificare este aceea n care ideea proiectului este elaborat practic, operaional, pentru a permite implementarea sa. n aceast faz se definitiveaz cadrul logic (matricea logic), se formuleaz i se planific activitile i

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resursele (vezi cap. 6, descrierea instrumentelor pentru planificarea activitilor i resurselor).

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3.4. Cei patru pai ai analizei 3.4.1. Analiza factorilor interesai

9

Factorii interesai sunt definii ca persoane, grupuri de persoane, instituii sau companii care pot avea legturi cu proiectul sau programul respectiv. Pentru a maximiza beneficiile sociale i instituionale ale proiectului sau programului i minimiza impactul negativ, n cadrul analizei factorilor interesai se identific toi acei factori care ar putea influena implementarea acestuia, fie pozitiv, fie negativ. Se impune ca analiza factorilor interesai s aib loc ntr-un stadiu incipient, respectiv n fazele de identificare i formulare ale proiectului sau programului. In cadrul diferitelor comuniti pot exista deosebiri ntre sexe n ce privete rolurile i responsabilitile, privind accesarea i controlul resurselor, precum i cu privire la gradul de participare la luarea deciziilor. In general, n lume, femeile i brbaii nu au acces egal la serviciile publice (ex. sntate, educaie) i nu au anse egale n viaa economic, social i politic. Inegalitatatea de anse dintre brbai i femei mpiedic evoluia social i duneaz dezvoltrii. O tratare necorespunztoare a diferenelor ntre sexe poate afecta eficacitatea i durabilitatea proiectelor i programelor i poate adnci inechitile existente. De aceea, este vital identificarea diferenelor dintre brbai i femei acolo unde ele exist, a intereselor, dificultilor i potenialului specifice fiecruia dintre sexe, pentru a le lua n considerare n analiza factorilor interesai ca pe dou grupuri distincte. Ideal, proiectul sau programul ar trebui s fie elaborat n cadrul unui seminar interactiv, cu participarea reprezentanilor principalilor factori interesai asigurnd o reprezentare echilibrat a intereselor femeilor i brbailor. Ori de cte ori cadrul logic este revizuit, pe durata vieii unui proiect, analiza iniial a factorilor interesai trebuie i ea revizuit. Analiza factorilor interesai i analiza problemelor sunt strns legate ntre ele; fr a avea opinia oamenilor asupra unei probleme, nu vor fi clare nici cauza problemei, nici nevoile oamenilor i nici soluiile de rezolvare. Cifrele de mai jos ofer un exemplu de analiz a factorilor interesai din cadrul unui program sectorial din domeniul drumurilor i a unui proiect privind "reeaua rutier". Un anumit numr de factori interesai din exemplul urmtor sunt identici pentru cele dou nivele. Totui importana lor i contribuia lor n cadrul celor dou tipuri de intervenii pot varia considerabil.

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Figura 5: Exemplu de analiz a factorilor majori interesai

Roads Sector Programme: Stakeholder Analysis
i

Chmacteristics

gender differentiation ' structure, organisation, status Highly centralised decisions o allocation of resources Road sector is not a priority

attitudes... Interest & expectations interests, objectives... Expectations

Sensitivity to and respect of cross-cutting issues (environment, gender equality, etc.)

Enhanced social and economic development Clear objectives for the road sector that fil within national framework Better quality of construction and rehabilitation works Increased and sustained exchange of goods (intra- and inter-regional), enhanced social and economic development ast journeys overland o the job better Improved skills and Funds to equipment to plan and manage road sector better Better quality of construction and rehabilitation works

Potentials & deficiencies resource endowment knowledge, experience... potential contribution Committed to take leading role and fulfil obligations, together with relevant ministries Well staffed and equipped Contribution Planning capacities

Implications and conclusions for the project possible action required how to deal with the group Take advantage of planning capacities of MOPF n the clarification of transport policies Support review of centralised planning and allocation of resources

constrain ts, funds) e of

Committed to take leading role and fulfil Budget allocation to MOT rather weak Transport policies partly unclear (responsibilities, resource allocation, etc) Depreciated equipment and means of transportation Ministry only recently created Good knowledge of roads and critical sections Contribution Human resources at central

changing

Support clarification of transport policies Support review of centralised decisions and allocation of resources Support EIA as obligatory measure Support institutional development and qualification efforts Investigate more into fund-generating activities (road funds)

enginee

Middle and upper class owners, about 70% male and 30% female drivers Represented by National Automobile Federation (NAF)

small scale, more perishable Partly organised in village cooperatives, with men dominating the organisations Safe and fast journeys overland Funds to do the job better Improved skills and equipment to plan manage regional road network better Better quality of construction and rehabilitation works

More shelter, lighting, telephones and road safety measures (mainly women) Transport as quick as possible, at reasonable prices, mainly for agricultur products Government to maintain primary and ial policy ie constraints,

Budget allocation to regions weak ai Obsolete equipment and depreciate of transportation Qualification of rehabilitation and maintenance teams rather weak Good knowledge of roads and critic! sections Contribution Higher tolls

Support EIA as obligatory m Consider shelter, lighting, telephones along roads Instigate ownership of road network, essentially fo feeder roads, highlighting advantages for different types of users, women and men Sensitisation with regard to environmental issues (groups, individuals, newspaper, NAF, etc ) Collaboration with NAF to be researched for sensitisation, passenger and vehicle safety Sensitina tcem contribution I

funds) equence of changing Contribution participation in maintenan ip capacity at regional level (institutional pment) with regard to decision taking, ces management, fundgenerating activities

heterogeneous

Very Women do marketing of agrcultural products,

Safe and fast journeys overland (mainly Multi-purpose and safe journeys at different times of the day (mainly women) Reduction of cost Fewer accidents

Can probably environment

be

sensitised to

Contribution of men and wo differential, otherwise costs

Maintenance of vehicles often neglected Lubricants changed at garages without appropriate facilities

Ivillage/commun
al

of 30 Only in 50% of villages team: persons exist Decisions taken top-down, e. priorities, timing Few women in leading roles

Company sizes range from 1 to 5 trucks Organised in National Transport Organisation (NTO)

before decision on financing possible Special attention to gender equality requir

I international road

ted in the country Private sector Regional and loca transport enterpris

Positive attitude towards actions support social and economic developm ent Represen

Increased and sustained exchange of goods (intra- and inter-regional), enhanced social and economic development Alleviation of poverty Transparent, efficient and effective use of Close collaboration, coherence,

Mainly technical assistance, rather few financial assistance Long experence with TA Contribution: Qualified human resources enhance co-ordination Good knowledge of roads and critical

infrastructure and in road mainten; Support creation of new teams gender equality

Regular meetings ai

Transport as much as possible as quick a: possible Reduction of transport cost and depreciation Wide range of company sizes (1 to 3 trucks) Represented in National Transport Organisation (NTO)

Little awareness of possible pollution through transport and change of lubricants (lubricants changed at any place, groundwater pollution at numerous places alongside road network) Little awareness of causes of HIV/AIDS, and of impact of trucker behaviour on women Little awareness of possible pollution through transport and change of lubricants (lubricants changed at any place, groundwater pollution at numerous places alongside road network) Little awareness of causes of HIV/AIDS, and of impact of trucker behaviour on women

Sensitisation with regard to environmental issues (groups, individuals, newspaper, NTO, etc) Collaboration with NTO to be researched for sensitisation, loading arrangements and control,

re tolls

o pay m

sections Contribution: Knowledge of most relevant road and security improvement s from their point of view

Good knowledge of roads and critical sections Contribution: Knowledge of most relevant road and security re tolls improvements from their point of view o pay m

Sensitisation with regard to environmental issues (groups, individuals, newspaper, NTO, etc) Collaboration with NTO to be researched for sensitisation, loading arrangements and control,

Transport as much as possible as quick a: possible Reduction of transport cost and depreciation Valuable wood sectio when rehabilitating Men reluctant to mor

regional teams owners

Big enterprises (100 - 500 employees) regularly charterng hauliers General attitude: "Government is responsible for roads" 5 medium to big enterprises (50 200 employees) that share market Organised in Private

Not organised in

depreciated through Less to pay for goods

transport

pressure groups 3000 policemen and women (30%) Salaries and reputation low Responsible to regional government Represented by National Police Trade Union (NPTU) Private and state owned companies, 3 - 40 busses of different size 2 companies are operating at national Goods are rapidly and safely transported Quality of roads improved and maintained Less to pay for transport

Roads are in better condition Fewer accidents More user charges Better control of traffic Higher peaalt ies for traffic offenders Persons can be transported more rapidly and safely transported Less vehicle operating cost

Rules of proper removal of lubricants us respected Often exclude female passengers with produce from overland busses and/or m them pay more for the transport

30% of the busses technica Contribution more investing roads are better Training of drivers

10 -12 small to medium size firms (20 - 50 employees), mostly operating regionally Private owners

Mostly: Patches of biotopes are respecter, during construction Little awareness of causes of HIV/AIDS, a of impact of workers' behaviour on womei Rarely: Patches of biotopes are respected during construction Little awareness of causes of HIV/AIDS, a of impact of workers' behaviour on womei

Capital: high Most of them already working since 20 years Contribution: recruitment of more local staff for construction/ rehabilitation

More close m Sensitisati on mitoring of works o HIV/AIDS issue and their role in en (and other drivers) More close monitoring of works Sensitisation to HIV/AIDS issue and their role in affecting women (and other drivers) Inform them about present situation and improvements in road network and implications (radio, TV, etc)

Capital: weak (mostly) Most of them only working si Contribution: recruitment of i for rehabilitation

General attitude: "Government and loval government are responsible for

More contracts Less complaints about quality of w Reduction of cost for inputs and eq Goods are transported rapidly and Goods safely not Sensitivity to environment rather weak, c probably be sensitised to better enforce environmental regulations with regard to transport

Sensitisation of drivers concerning equ of passengers Insist on renewal of worn busses (?) Resources 30% of the bus: years, 50% 3 - 10 years

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Feeder Roads Project: Stakeholder Analysis

Stakeholder Characteristics gender differentiation structure, organisation, status attitudes... Highly centralised decisions of allocation Planners and engineers: 90% male Government, Ministry of Transport (MoT), at national level Interest & expectations interests, objectives... Expectations Increased and sustained exchange of goods (intra- and inter-regional), enhanced social and economic development Safe and fast journeys overland Funds to do the job better Improved skills and equipment to plan and manage road sector better Better quality of construction and rehabilitation works Sensitivity to and respect of cross-cutting issues (environment gender, etc.) EIA is part of policy EIA only rarely done (time constraints, funds) Awareness exists on environmental problems as a consequence of changing lubricants Researching gender equality is part of policy, but in practice rarely applied Potentials & deficiencies knowledge, experience... potential contribution Budget allocation to MoT rather weak Transport policies partly unclear (responsibilities, resource allocation, etc.) Depreciated equipment and means of transportation Ministry only recently created Good knowledge of roads and critical sections Contribution: Human resources at central level (planners, engineers) Rather weakly qualified construction and rehabilitation teams Budget allocation to regions weak and slow Obsolete equipment and depreciated means of transportation Qualification of rehabilitation and maintenance teams rather weak Good knowledge of roads and critical sections Contribution: Higher tolls Implications and conclusions for the project possible action required how to deal with the group Make clarification of transport policies a prerequisite for the project Make review of centralised decisions and allocation of resources a prerequisite Apply EIA Get information and guidelines on fundgenerating activities (road funds)

Government, MOT at regional level

Depends on highly centralised decisions of allocation of resources

Safe and fast journeys overland Funds to do the job better Improved skills and equipment to plan and manage regional road network better Better quality of construction and rehabilitation works Safe and fast journeys overland (mainly Multi-purpose and safe journeys at different times of the day (mainly women) Better market access to sell products and better access to social infrastructure Reduction of cost Fewer accidents More shelter, lighting, telephones and road safety measures (mainly women) Transport as quick as possible, at reasonable prices, mainly for agricultural products Government to maintain primary and

Private vehicle owners

Middle and upper class owners, about 80% male and 20% female drivers Represented by National Automobile Federation (NAF)

EIA is part of regional policy EIA never done (time constraints, funds) Awareness exists on environmental problems as a consequence of changing lubricants Researching gender equality is part of policy, but in practice rarely applied Can probably be sensitised to Maintenance of vehicles often neglected Lubricants changed at garages without appropriate facilities

Build up capacity at regional level (institutional development) with regard to decision taking, resources management, fund-generating activities, etc. Support EIA as obligatory measure Review approach to maintenance

Consider shelter, lighting, telephones along roads Instigate ownership for feeder roads, highlighting advantages for different types of Sensitisation with regard to environmental issues (groups, individuals, newspaper, NAF, etc.)

Farming families/ communities

Road maintenance village/communal level EC

Very heterogeneous Women do marketing of agricultural products, small scale, more perishable Partly organised in village co-operatives, with men dominating the organisations Only in 20% of villages/communal teams of 15 persons exist Decisions taken top-down, e.g. on priorities, timing Few women in leading roles

Little awareness of possible pollution through transport and change of lubricants Men reluctant to more women in leading

Contribution: participation in maintenance teams Will have to pay more tolls when marketing Men dominating village organisations

Sensitise them to provide contribution to maintenance teams Contribution of men and women should be differential, otherwise costs will be higher for Instigate their ownership for feeder roads Train them in management, maintenance of basic infrastructure and in road maintenance Support creation of new teams Research more gender equality Draw on experience gained

Make villages benefit from access to markets and infrastructure (clinic) New/other means to do work

Valuable wood sections mostly maintained when rehabilitating

Maintenance equipment often obsolete Some teams well experienced and organised, but most not Little knowledge of maintenance requirements

Positive attitude towards actions to support social and economic development Represented in the country

Increased and sustained exchange of goods (intra-and inter-regional), enhanced social and economic development Alleviation of poverty fTurnadnssparent, efficient and effective use of Close collaboration, coherence, complementarily, regular coordination See EC

Iamsspeascst
e

odnbeenfvoirreondmeceinstioton

Long-standing experience in financing transport sector projects and programmes

boen financing possible Special attention to gender equality required EIA rules to be respected Gender equality to be researched Rarely: Patches of biotopes are respected during construction Little awareness of causes of HIV/AIDS, and of impact of workers' behaviour on Little awareness of possible pollution through transport and change of lubricants (lubricants changed at any place, groundwater pollution at numerous places alongside road network) Little awareness of causes of HIV/AIDS, and of impact of trucker behaviour on Provide lessons learnt Support further planning process Regular meetings and consultation

EU Member States, other major donors

Common approach to transport sector by major donors Only one donor also working in the region 3 small to medium size firms (20 - 50 employees) Private owners

Regional road maintenance firms

More contracts Less complaints about quality of work Reduction of cost for inputs and equipment

Capital: weak (mostly) Most of them only working since 5 -10 years Contribution: recruitment of more local staff for rehabilitation Good knowledge of roads and critical sections Contribution: Knowledge of most relevant road and security improvements from their point of view Will have to pay more tolls

Awareness to raise with regard to recruitment of local staff More close monitoring of works Sensitisation with regard to environmental issues (groups, individuals, newspaper, NTO, etc.) Collaboration with NTO to be researched for sensitisation, loading arrangements and control, etc Sensitisation to HIV/AIDS issue and their role in affecting women (and other drivers)

Private sector: Regional and local transport enterprises

Company sizes range from 1 to 5 trucks Represented in National Transport Organisation (NTO)

pTroasnssibploert as much as possible as quick Reduction of transport cost and depreciation

as

3.4.2. Analiza problemelor Analiza problemelor identific aspectele negative ale unei situaii existente i stabilete relaia cauz-efect" dintre problemele existente. Analiza implic trei pai:

1. 2. 3.

Definirea clar a cadrului i subiectului analizei Identificarea problemelor majore cu care se confrunt grupurile int i beneficiarii (care este/sunt problema/problemele?) Vizualizarea problemelor sub forma unei diagrame numite "arborele problemelor" sau ierarhia problemelor" pentru a stabili relaia cauzefect. 16

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Analiza se prezint sub forma unei scheme grafice, avnd n partea superioar efectele problemei i cauzele ei dedesubt. Analiza are ca int identificarea blocajelor reale, crora factorii interesai le acord prioritate i pe care caut s le nlture.

Figura 6: Exemplu de arbore al problemelor"

RoadsSector Programme:ProblemTree
Country competitiveness international markets reduced on Government income through taxation reduced

1
Social cost of traffic increasing Private investment growth hampered
T

x
and Goods increasingly expensive in urban markets *

* Environmentally relevant, to be analysed in detail ** Gender sensitive, to be further analysed, especially concerning impact

Frequent road accidents

Bus company transport cost Haulage firms cost increased transport

I I

Agricultural produce looses its market value **

(See also stakeholder analysis)

Private road users reluctant to pay road toll

Effect s

Road network deteriorating * ** Roads are not correctly maintained

Road bed and surface heavily damaged *

Roads are not rehabilitated (nor expanded)

Some sections of roads not covered by Lorries and busses are overloaded * Means of transportation getting heavier * Investment in transport infrastructure weak maintenance teams Government maintenance teams not effective * ** Communal and urban maint. teams not effective * ** Competencies teams low Technology used obsolete * Maintenance responsibilities between central and reg. gvt. not defined Government teams weakly staffed ** of

Exploitation of forests and mines increasing

Quality standards are not clearly defined * ** Overlapping and unclear responsibilities within MOT

Gvt.'s financial situation precarious User charges are not fully collected Road sector is not a major priority

Transporters do not respect regulations

X
Traffic policing not effective

Weigh bridges out of order MOT only recently established

Cause s

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Feeder Roads Project: Problem Tree

Social cost of traffic increasing

Agricultural produce looses its market value **

Effected

Frequent road accidents

Bus company transport cost increased

Haulage firms transport cost increased

Traders are unwilling to serve rural markets **

Regional road network deteriorating * ** Primary and feeder roads are not rehabilitated

Quality of construction standard

road below

Lorries and busses are overloaded *

Heavy rains during the past years

Investment transport infrastructure weak

in

Ca us es
Transporter s do not respect regulations Control measures on loads ineffective * Overlappin g and unclear responsibili ties within MOT Road sector not major priority

Quality standards are not clearly defined* ** Constructi on firms are not properly

monitore d* Gvt.'s financial situation precariou s User charges are not

fully colle cted Reg. MOT main tena nce tea ms

not effec tive * ** Com mun al and urba n

maint. teams not effective * **

Compete ncies

Compete ncies

is a

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Traffic policing not effective

MOT only recently establishe d

Weigh bridges out of order

Maintena nce responsibi

lities betwe en centra l and reg. gvt. not define d

Technolog y used obsolete *

obsolete *

Reg. MOT teams weakly staffed Technolog y used

Conflicts exist on leadersh ip & organisa tion **

Odat completat, arborele problemelor prezint imaginea cuprinztoare a unei situaii negative existente. Impactul acestui tip de schem logic poate fi maxim dac este elaborat n cadrul unui seminar cu cei vizai i care cunosc situaia), condus de o persoan care nelege dinamica grupului i are experien n utilizarea metodei (un moderator). Aceast abordare poate fi combinat cu altele, de tipul studiilor tehnice, economice sau sociale, ale cror rezultate ar putea completa analiza fcut n cadrul seminarului cu factorii interesai.

3.4.2. Analiza obiectivelor Analiza obiectivelor reprezint o abordare metodologic folosit pentru a: Descrie situaia n viitor, odat ce problemele s-au rezolvat cu participarea prilor reprezentative; Verifice ierarhizarea obiectivelor; Ilustreze grafic relaiile "cauz-efect ". "Situaia negativ" ilustrat de arborele problemelor este convertit n soluii, exprimate 18

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prin "rezultate pozitive". Spre exemplu, "producia agricol este redus" se va converti n "producia agricol a crescut". Aceste formulri pozitive sunt de fapt obiective i sunt prezentate ntr-o alt schem numit arborele obiectivelor"care arat mijloacele/ierarhia. Arborele obiectivelor ofer perspectiva clar a situaiei viitoare dorite. Adesea, o astfel de diagram arat c unele obiective nu pot fi atinse prin intermediul proiectului anvizajat i vor trebui s fie, n concluzie, abordate n cadrul altor proiecte. Unele obiective pot fi nerealiste, deci trebuie gsite alte soluii sau trebuie abandonat ideea de a le rezolva. Figura 7: Exemplu de arbore al obiectivelor"

Roads=Sector=Programme:=Objective=Tree
Country competitiveness on international markets increased Problems wi solution und hout rlined Government income through taxation increased

1,

J"
* -

1
Social cost of transport reduced

i
Private investment and growth encouraged Earnings for agricultural produce increased ** Cost for goods in urban markets stabilised **

* Environmentally relevant, to be further specified ** Gender sensitive, to be further specified

Investors informed about new market conditions/ opportunities

Road accidents reduced

Transport cost for bus companies reduced

Transport cost for haulage firms reduced More traders serve rural markets **

Market value of Private road users agricultural produce are willing to pay maintained ** road toll

Ends

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Feeder_Roads_Project:_Objectives_Tree Ends

3.4.3. Analiza strategiilor Pasul final al fazei de analiz const n alegerea strategiei care va fi aplicat pentru a ndeplini obiectivele propuse prin proiect. Analiza strategiilor const n luarea deciziei asupra obiectivelor care vor fi incluse n proiect i a obiectivelor care vor rmne n afara proiectului, precum i stabilirea scopului proiectului i a obiectivelor generale. Acest pas presupune: . Stabilirea unor criterii clare pentru alegerea strategiei . Identificarea diferitelor strategii posibile pentru ndeplinirea o biectivelor . Alegerea
Drivers sensitised about effect of heavy loads Traffic policing effective

strategiei proiectului. Grupurile de obiective nrudite, din ierarhia "arborelui obiectivelor", se numesc strategii. Unul sau mai multe dintre aceste grupuri de obiective vor fi selectate ca strategie pentru viitoarele operaiuni. Strategia cea mai potrivit este aleas n funcie de unele criterii, cum ar fi: prioritile factorilor interesai (att femei, ct i brbai), ansa de succes, 20

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bugetul, relevana, timpul necesar, contribuia la reducerea inegalitilor, inclusiv a Inegalitilor dintre femei i brbai, etc. n funcie de scopul i cantitatea de munc preconizat, grupurile sau strategiile selectate pot forma o intervenie asupra dimensiunilor proiectului sau un program care cuprinde un anumit numr de proiecte. Figura 8: Exemplu de selectare a strategiei

Roads_Sector_Programme:_Analysis_of Strategies
Country competitiveness on international markets increased Additional obj ctives in italics and ii blue Government income through taxation increased

* Environmentally relevant, -to be further specified pecified Gender sensitive, to be

produce increased ** Cost for goods in markets stabilised** urban

further

Problems without

Social cost of transport reduced

Private investment growth encouraged Earnings for agricultural

and

Overall Objectives level

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Feeder Roads Project: Selection of Strategies

3.5. Faza planificrii 3.5.1. Construirea matricei logice Matricea logic prezint substana unui proiect sau program ce se gsete ntr-un format coerent i uor de neles. Matricea logic este un instrument de lucru alctuit din patru coloane i patru linii:

Logica vertical evideniaz ceea ce urmeaz s se realizeze prin proiect, clarific relaiile cauz-efect i subliniaz cele mai importante ipoteze i incertitudini care ies n afara controlului directorului de proiect. Logica orizontal se refer la msurarea efectelor i a resurselor utilizate n cadrul proiectului prin specificarea indicatorilor cheie i a surselor pe baza crora vor fi verificai.

Figura 9: Logica vertical i orizontal

Vertical and Horizontal Logic

Vertical Logic

.....

31*

3.5.2. Prima coloan: Logica interveniei Prima coloan a matricii logice este numit "logica interveniei". Stabilete strategia de baz ce fundamenteaz proiectul: Activitile i mijloacele ("intrrile" materiale i umane) ce vor fi mobilizate pe perioada de implementare (al 4-lea rnd, coloana 2); Urmare desfurrii activitilor, se obin rezultatele; Rezultatele, n totalitatea lor, conduc la ndeplinirea scopului; Scopul proiectului contribuie la ndeplinirea obiectivelor generale. In practica curent, rezultatele, scopul i obiectivele generale sunt denumite generic "obiective". Cele patru niveluri ale obiectivelor sunt definite astfel:

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1. Obiectivele Generale ale proiectului/programului sunt obiective importante pentru societate i vizeaz obinerea de beneficii pe termen lung pentru beneficiarii finali i categorii mai ample de beneficii pentru alte grupuri. Acestea ajut de asemenea la ncadrarea proiectului/programului n politicile regionale/sectoriale de dezvoltare ale guvernului/organizaiilor vizate i UE, evideniind totodat contribuia acestora la ndeplinirea obiectivelor generale ale politicii UE. Obiectivele generale propuse vor fi doar parial ndeplinite prin proiectul propus, care va furniza o contribuie la atingerea lor i vor fi necesare contribuii ale mai multor proiecte sau 23

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3. 4.

programe. 2. Scopul proiectului este obiectivul central, care trebuie ndeplinit prin implementarea proiectului i care va produce efecte i dup ncheierea proiectului. Scopul trebuie s abordeze probleme centrale i s fie definit n funcie de obinerea de beneficii durabile pentru grupul (grupurile) int. Scopul trebuie totodat s aduc beneficii echitabile pentru femei i brbai din cadrul grupului (grupurilor) int. Un proiect poate avea numai un singur scop. Un proiect cu mai multe scopuri ar fi un proiect excesiv de complex, care ar ntmpina dificulti de management. Multiple scopuri ale proiectului ar putea, de asemenea, s indice obiective neclare sau aflate n conflict. Formularea clar, concis a scopului unui proiect sau program poate contribui decisiv la succesul acestuia. Rezultatele sunt "produsele" activitilor desfurate n perioada de implementare a proiectului, iar realizarea lor conduce la ndeplinirea scopului proiectului, ceea ce nseamn c ncep s apar beneficiile durabile pentru grupurile int. Activitile sunt aciuni (i mijloace) care trebuiesc ntreprinse/utilizate pentru a produce rezultate le preconizate. Ele rezum tot coninutul proiectului.

O b ie c t iv u lc e n t r a la lp r o ie c t u lu i nt e r m e n id eb e n e f ic ii d u r a b ilep e n t r ug r u p u r ile in t P r o d u s ea lea c t iv it ilo rd e r u la t e S a r c in i n d e p lin it enc a d r u lp r o ie c t u lu ip e n t r uao bin er e z u lt a t e led o r it e

3.5.3. A doua coloana: indicatorii obiectivi de verificare (IOV)

6

IOV reprezint descrierea operional a : . Obiectivele generale . Scopul proiectului Rezultatele proiectului

OV descriu ndeplinirea obiectivelor proiectului n termeni de cantitate, calitate, grup(uri) int/beneficiari, timp, loc. Un bun IOV trebuie s fie SMART, respectiv Specific, definete clar ce este presupus s se msoare, Msurabil, Accesibil -la un cost acceptabil, Relevant cu privire la obiectivul privit i ncadrat ntr-un Timp adecvat.

24

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Figura 11: Logica vertical

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Logica interveniei Obiective

Ipoteze

Precondiii

3.5.6. Cum se identific logica interveniei? Dup ce factorii insteresai au ajuns la un acord privind ideea de proiect, obiectivele aferente atingerii scopului proiectului pot fi transpuse din arborele obiectivelor n matricea logic. Aceste obiective selectate pentru a fi incluse n proiect sunt transpuse n prima coloan a cadrului logic. Exist patru nivele de obiective. Pe parcursul prezentei faze este important s se verifice dac aceste obiective sunt plasate la nivele corecte.

Tabelul 1: Cum se identific logica interveniei? 1. Identificarea scopului Se selecteaz din cadrul ierarhiei obiectivelor acel obiectiv care produce beneficii durabile pentru grupurile int, incluznd deopotriv femei i brbai. Pentru aceasta, este util s se porneasc de la baza arborelui. Avasnd ctre vrful arborelui, pot fi identificate obiectivele care reflect beneficii durabile. 2. Identificarea obiectivelor generale Se selecteaz din cadrul arborelui obiectivelor unul sau mai multe obiective de la vrf a cror ndeplinire va genera beneifici pe termen lung pentru comunitatea sau sectorul respectiv, la care va contribui proiectul. 3. Identificarea rezultatelor Se selecteaz din cadrul arborelui obiectivleor acele obiective care - n relaia logic cauzefect" - ating scopul identificat i, deci, devin rezultate. Se pot aduga i alte rezultate care contribuie la realizarea scopului. Acestea pot fi identificate ca urmare a unei analize suplimentare a oportunitilor i riscurilor situaiei n discuie. 4. Identificarea activitilor Se selecteaza din cadrul arborelui obiectivelor acele obiective care - n relaia cauz efect" - produc rezultatele scontate i apoi aceste obiective sunt formulate ca activiti avnd

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un verb la nceput: a se organiza desfurarea unor cursuri de instruire", a se asigura coordonarea cu factorii majori interesai" etc. Se pot aduga alte activiti identificate dupa analiza suplimentar a oportunitilor i riscurilor situaiei n discuie, anaiz realizat spre exemplu prin studii suplimentare, discuii cu factorii majori interesai (de ex. pentru planificarea unui seminar), acordnd atenie intereselor specifice grupurilor slab reprezentate. 5. Dup analize repetate ale relaiilor cauz-efect" pot fi incorporate rezultate i activiti suplimentare, aa cum reiese mai jos din csuele marcate cu asterisc. Not Adugai numai activiti principale n cadrul matricei logice. Corelai aceste activiti principale cu rezultele prin atribuirea de numere fiecrei activiti (activitatea 1.1 se coreleaz cu rezultatul 1, activitatea 4.3 se coreleaz cu rezultatul 4). Aceast modalitate ajut la meninerea relaionrii de tip cauz-efect".

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Roads Sector Programme: Building the Logframe: Specifying the Intervention Logic
Intervention Logic Overall Objectives Country competitiveness on international markets improved Investments into agricultural export crops increased Food supply stabilised Programme Purpose Results Road network meets transport demand 1. Heavy-vehicle overload reduced on roads 2. Roads are upgraded and rehabilitated 3. Road network is expanded 4. Roads are better maintained Activities 1.1 Sensitise lorry and bus owners and drivers about the effect of heavy loads 1.2 Improve traffic police controls 1.3 Repair and maintain weigh bridges 2.1 Define quality standards for all types of roads 2.2 Identify priority roads to rehabilitate/upgrade* 2.3 Monitor road rehabilitation and upgrading 2.4 Improve collection of road tolls and taxes* 3.1 Identify priorities for road network expansion* 3.2 Construct new roads* 3.3 Monitor road construction closely 3.4 Improve collection of road tolls and taxes* 4.1 Review and improve approach to maintenance* 4.2 Involve private sector more in maintenance 4.3 Improve road coverage by maintenance teams 4.4Increase effectiveness of maintenance teams(reg. MOT, communal and urban) Pre-conditions Means Costs Objectively Verifiable Indicators Sources of Verification Assumptions

Figura 12: Construirea cadrului logic: Specificarea logicii interveniei

R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T A!NA F A C E R I

Feeder Roads Project: Building the Logframe: Specifying the Intervention Logic
Intervention Logic Overall Objectives Supply, of urban markets, with agricultural produce from the region stabilised Region's competitiveness on national & international markets improved Feeder roads network meets transport demand 1. Feeder roads are rehabilitated 2. Quality of feeder roads network is increased Activities 1.1 Identify priority feeder roads to rehabilitate* 1.2 Monitor road rehabilitation, including shelter, lighting, telephones and road safety measures where appropriate Means Costs Objectively Verifiable Indicators Sources of Verification Assumptions

Project Purpose Results

Str. Dr. Grigore aranu Nr. 6, sector 6, Bucureti, ROMNIA; Tel.: +4021.412.01.25; Fax: +4021.411.39.19; Email: contact@consortium.ro

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1.3 Improve collection of road tolls and taxes* 2.1 Review and improve approach to maintenance* 2.2Increase competences of all types of maintenance teams (reg. MOT, communal and urban) 2.3Improve and adapt technology to working conditions 2.4 Involve private sector more in maintenance 2.5 Initiate creation of new maintenance teams 2.6 Enhance teams' ownership for maintenance 2.7 Support organisational adjustments of maintenance teams 2.8 Monitor and support all types of maintenance works* 2.9 Increase ownership of feeder roads by all types of users (traders, men, women, etc.), including sensitisation on improved driving behaviour, environment, etc.* Pre--conditions

3.5.7. Cum se identific ipotezele? Este necesar o analiz a probabilitii i semnificaiei condiiilor externe proiectului, ca parte a estimrii nivelului de risc aferent derulrii proiectului. Unele condiii externe pot influena semnificativ succesul proiectului, n timp ce altele vor avea o importan marginal la implementarea acestuia. O modalitate util de analiz a gradului de importan a ipotezelor pentru succesul proiectului este redat n schema de mai jos. Odat ce ipotezele au fost identificate, ele sunt formulate n termeni afereni situaiei dorite. Astfel ele pot fi verificate i evaluate. Apoi, aceti factori externi se transpun n nivelul corespunztor din matricea logic.

Str. Dr. Grigore aranu Nr. 6, sector 6, Bucureti, ROMNIA; Tel.: +4021.412.01.25; Fax: +4021.411.39.19; Email: contact@consortium.ro

Enterprise"

Figura 13: Evaluarea ipotezelor

Str. D r. Grigore aranu Nr. 6, sector S, Bucureti, ROMNIA; Tel.: +4021.412.01.25; Fax: +4021.411.39.19; Email: contact@consortium.ro

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R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T A!NA F A C E R I

4. FACTORII CALITATII4 Un proiect este considerat durabil dac rezultatele pe care le-a produs aduc n continuare, pe termen lung, beneficii grupurilor int, dup ncheierea perioadei de implementare a proiectului. n trecut, s-a constatat c eecul multor proiecte n privina beneficiilor pe termen lung furnizate beneficiarilor, poate fi explicat prin faptul c au fost ignorai factorii critici de succes. Calitatea nu trebuie luat n considerare punctual, de regul cu puin nainte de sfritul unui proiect, ci pe toat durata acestuia, nc de la prima faz de planificare a ciclului de proiect. 4.1. Ce sunt factorii calitii?
9

Experiena a demonstrat c durabilitatea beneficiilor proiectului depinde de urmtorii factori: 1. Sentimentul de "proprietate" al beneficiarilor - msura n care grupurile int i beneficiarii unui proiect sau program (inclusiv femei sau brbai) particip la conceperea acestuia nc din primele faze ale ciclului de proiect, fiind motivai s acorde sprijinul durabil i dup ncheierea perioadei de finanare UE. 2. Sprijinul politicilor - calitatea politicii de dezvoltare la nivel sectorial i msura n care guvernul, partener, dovedete acordarea de sprijin pentru continuarea activitilor rezultate din proiect, dup ncheierea perioadei de sprijin financiar acordat de donori. 3. Tehnologie corespunztoare - dac tehnologiile utilizate n proiect pot continua s opereze pe termen lung (Exemplu: asigurarea cu piese de schimb, suficiena regulilor de siguran, capacitatea local a femeilor i brbailor de asigura servicii de ntreinere i reparaii). 4. Aspecte socio-culturale - cum ine cont proiectul de normele i obiceiurile socioculturale locale i ce msuri au fost luate pentru a se asigura c toate grupurile beneficiare vor avea acces corespunztor la serviciile i beneficiile proiectului, n timpul i dup implementarea. 5. Egalitatea sexelor - cum va ine cont proiectul de nevoile i interesele specifice ale femeilor i brbailor, dac acesta va conduce la accesul echitabil i durabil al femeilor i brbailor ctre servicii i infrastructur, cum va contribui proiectul la reducerea inegalitii de anse pe termen lung. 6. Protecia mediului - gradul n care proiectul urmrete s protejeze i nu s deterioreze mediul ambiant i, prin aceasta, s sprijine obinerea de beneficii pe termen lung.
R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T AINA F A C E R I

7.

8.

Capacitatea instituional i de management - abilitatea i dedicaia Contractantului de a implementa cu succes proiectul sau programul i de a continua s furnizeze servicii dup perioada acordrii sprijinului din partea finanatorului. Viabilitatea economic i financiar - dac beneficiile proiectului sau programului cntresc n termeni socio-economici mai mult dect
8

costurile, iar proiectul reprezint o investiie profitabil pe termen lung. Substana i importana relativ a acestor factori va depinde de context i de aspectele specifice ale proiectului sau programului. Luarea n considerare a acestor aspecte poate conduce la apariia de schimbri n concepia proiectului.

4 4

A c "Calitate" nlocuiete termenul DAC "Durabilitate", pentru a sublinia diferena dintre calitate -un subiect ce opereaz de la nceputul concepiei unui proiect/program, i durabilitate -care se manifest dup ncheierea duratei de via unui proiect/program.

31

Str. D r. Grigore Tranu Nr 6 sector 5 Bucureti, ROMNIA; Tel.: 1-A0Z1.412.01.25; Fax: +4021.411.39.19; Email: contact@consortium.ro

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4.2. Cum se alctuiesc planurile pentru a obine calitate Dup ce au fost stabilite logica interveniei (prima coloan) i ipotezele (a patra coloan), continu pregtirea cadrului logic cu o analiz (ntrebri) referitoare la calitatea proiectului/programului. Tabelul 2: ntrebri pentru a asigura calitatea proiectului

Str. D r. Grigore Tranu Nr 6 sector 5 Bucureti, ROMNIA; Tel.: 1-A0Z1.412.01.25; Fax: +4021.411.39.19; Email: contact@consortium.ro

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Str. D r. Grigore aranu Nf 6 sector 5 Bucureti, ROMNIA; Tel.: +4021.412.01.25; Fax: +4021.411.39.19; Email: contact@consortium.ro

Enterprise"

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R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T AINA F A C E R I

Fiaura 15: Construirea cadrului loaic: Dianificare centru calitate

Roads Sector Programme: Building the Logframe: Planning for Quality

Intervention Logic Overall Objectives Country competitiveness on international markets improved Investments into agricultural export crops increased Food supply stabilised Programme Purpose Road network meets transport demand Interest in products from country remains the same Weather conditions remain stable Price policy remains favourable Traffic flow increases at the same rate as before Objectively Verifiable Indicators Sources of Verification Assumptions

Results

1. Heavy-vehicle overload reduced on roads 2. Roads are upgraded and rehabilitated 3. Road network is expanded 4. Roads are better maintained 5. Performance of MOT improved

Activities 1.1 Sensitise lorry and bus owners and drivers about the effect of heavy loads, on environmental pollution prevention, on gender issues, e.g. HIV/AIDS 1.2 Improve traffic police controls

Means

Costs Weather conditions: Rainfall does not get worse Haulage firms do not increase the size of their vehicles beyond the maximum approved limits by the MOT

1.3 Repair and maintain weigh bridges 1.4 Co-ordinate with Ministry of Agriculture and Ministry of Natural Resources concerning reduction of loads from forests and mines 2.1 Define quality standards for all types of roads 2.2 Identify priority roads to rehabilitate/upgrade 2.3 Monitor road rehabilitation and upgrading, including shefter, lighting, telephones and road safety measures 2.4 Improve collection of road tolls and taxes 2.5 Devise and apply system for reinvestment 3.1 Identify priorities for road network expansion 3.2 Construct new roads 3.3 Monitor road construction closely 3.4 Improve collection of road tolls and taxes 4.1 Review and improve approach to maintenanc 4.2 Involve private sector more in maintenance 4.3 Improve road coverage by maintenance teams 4.4 Increase effectiveness of maintenance teams (reg. MOT, communal and urban) (motivation, training, equipment, monitoring, planning, gender ectuality, environment, etc.) 4.5 Improve ownership of feeder roads network maintenance by village/communal teams 5.11mprove sector policy framework 5.2 Improve organisational set-up including allocation of responsibilities, both at central and regional level 5.3 Develop quality control system 5.4 Device and publish training and publicity material for broad public 5.5 Train relevant staff in: planning, management, maintenance, road fund management, environment and EIA, etc. 5.6 Ensure gender ectuality in staff employment, training and promotion 5.7 Sensitise stakeholders on environment, their role and contribution to sector development, the role/impact of HIV/AIDS, loading arrangements, passenger and vehicle safety, treatment of passengers, etc.

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5.8 Implement EIA as required, apply recommendations 5.9 Co-ordinate regularly with major donors, relevant ministries, traffic police, and major stakeholders in sector Pre-conditions 1. Road sector development retains at least its present level of priority 2. Traffic police committed to more strict application of control measures 3. Returns on capital invested are sufficient to warrant private sector involvement in maintenance
R E E A U AO R G A N IZ A IIL O R D E C O N S U L T A N T AINA F A C E R I

Feeder Roads Project: Building the Logframe: Planning for Quality

Intervention Logic Overall Objectives Supply, of urban markets, with agricultural produce from the region stabilised Region's competitiveness on national & international markets improved Feeder roads network meets transport demand Objectively Verifiable Indicators Sources of Verification Assumptions

Project Purpose

Primary road network rehabilitated & maintained Interest in products from region at least stable Road construction firms are adequately monitored

Results

1. Feeder roads are rehabilitated 2. Quality of feeder roads network is increased 3. Performance of Regional MOT improved Load limits are respected by lorries and busses

Activities 1.1 Identify priority feeder roads to rehabilitate 1.2 Monitor road rehabilitation, including shelter, lighting, telephones and road safety measures where appropriate 1.3 Improve collection of road tolls and taxes 1.4 Devise and apply system for reinvestment 2.1 Review and improve approach to maintenance 2.2 Increase competences ofall types of maintenance teams (reg. MOT, communal and urban) (traininct. ectuipment, monitoring planning environment. etc.) 2.3 Improve and adapt technology to working conditions 2.4 Involve private sector more in maintenance 2.5 Initiate creation of new maintenance teams 2.6 Enhance teams' ownership for maintenance 2.7 Support organisational adjustments of maintenance teams 2.8 Monitor and support all types of maintenance works 2.9 Increase ownership of feeder roads by all types of users (traders, men, women, etc.), including sensitisation on improved driving behaviour, environment, etc. 2.10 Enhance ctender ectuality in maintenance teams and in decision makinct 3.11mprove organisational set-up of Regional MOT including allocatton of responsibilities 3.2 Apply quality control system 3.3 Train relevant staff in: planning. management. maintenance. road fund management. environment. etc. 3.4 Ensure gender equality in staff employment. training and promotion 3.5 Sensitise stakeholders on environment. passenger and vehicle safety. etc. 3.6Implement EIA as required 3.7 Manage revenues from user charges 3.8Co-ordinate regularly with other relevant ministries (in the region). communes. traffic police. donors. etc.

Means

Costs

Pre--conditions

1. Quality standards for feeder roads are set 2. Sector policy framework clear, including maintenance responsibilities

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R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T AINA F A C E R I

5. COMPLETAREA CADRULUI LOGIC 5.1. Cum se identific indicatorii obiectivi de verificare (IOV) i sursele de verificare (SV)? Indicatorii obiectivi de verificare descriu obiectivele proiectului n termeni cuantificabili din punct de vedere operaional (cantitate, calitate, grupuri int, timp, loc). Definirea IOV permite controlul viabilitii obiectivelor i formeaz baza sistemului de monitorizare a proiectului. IOV trebuie s fie msurabili ntr-un mod sistematic la un cost acceptabil. Sursele de Verificare sunt documente, rapoarte, sondaje, n general orice tip de surse care pot furniza informaii necesare identificrii IOV. Un set bun de astfel de indicatori trebuie s fie SMART: Specifici: msoar ce trebuie s msoare Msurabili Accesibili la un pre acceptabil Relevani pentru obiectivul avut n vedere ncadrai ntr-un interval de Timp. Indicatorii de la nivelul rezultatelor nu ar trebui s reprezinte un rezumat a ceea ce s-a stabilit la nivelul activitilor, ci s descrie consecinele. Adesea este necesar s se stabileasc mai muli indicatori pentru un anumit obiectiv. Acetia pot furniza, mpreun, informaii complete referitoare la stadiul de ndeplinire a obiectivului. n acelai timp ns, trebuie evitat capcana includerii prea multor indicatori. IOV trebuie definii nc din fazele de identificare i formulare ale ciclului de proiect, dar uneori este nevoie ca ei s fie detaliai n faza de implementare, cnd sunt disponibile mai multe informaii, iar cerinele de monitorizare devin mai clare. Trebuie acordat o grij deosebit asigurrii ca IOV pentru verificarea scopului proiectului, "centrul de greutate" al proiectului, s ncorporeze noiunea de "beneficial durabile pentru grupul int".
flE T E A U AO R G A N IZ A T IIL O RD EC O N S U L T A N TAINA F A C E R I

Figura 16: Indicatori: Exemplu

Indicators: An Example
Objective: Access to rural/regional markets improved Select the indicator: Average journey time to the closest market Define the targets: Define the quantity: Average journey time to the closest market is

reduced by 25% compared to yearx level... Define the quality: ... during the wet season ... Define the target group: ... , for all travellers, female and male, on private vehicles... Define the place : ... in the Carpatian Mountain region ... Determine the time: ... 5 years after project start
R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T AINA F A C E R I

Roads Sector Programme: Building the Logframe: Identifying OVIs and SOV
Intervention Logic Overall Objectives Country competitiveness on international markets improved Investments into agricultural export crops increased Food supply stabilised Objectively Verifiable Indicators Quantity of agricultural exports increased from X to Y tons by 2015 Bank loans to private investors increased by 30% by 2015 Price of agricultural produce (staple crops and vegetables) on urban and rural markets reduced by 10% by 2015 (calculated on the average price of years Sources of Verification Export statistics Loan register of banks National market and price statistics Assum ptions

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Programme Purpose

Road network meets transport demand

Results

1. Heavy-vehicle overload reduced on roads 2. Roads are upgraded and rehabilitated

2012 -2015) Vehicle operating cost reduced for haulage firms, bus companies, traders, private owners by 10% until 2006, and by 15% until 2010 By 2010, average journey time from points X to Z reduced: -by 15% for haulage firms and overland busses -by 20% for female drivers on private vehicles, and -by 15% for male drivers on private vehicles By 2010, losses of market value of agricultural produce during transport to urban markets reduced by 30% for export crops and by 40% for perishable crops of female producers Number of vehicles found to be overloaded at weigh bridges and during road controls reduced from 60% to 20% by 2008 High priority roads for international traffic upgraded by 2006, including standard road safety measures, to the MOT approved standards Primary roads rehabilitated to the MOT approved standards: 50% until 2006, 90% until 2008 Secondary/feeder roads rehabilitated to the MOT approved standards: 50% until 2007, 90% until 2009 400 km of high priority primary roads constructed until early 2005, to the MOT approved standards 1000 km of high priority feeder roads constructed until early 2006, to the MOT approved standards

Calculations of firms and NAA Interest in products from country remains the same Weather conditions remain stable Price policy remains favourable

User survey reports 2001 and 2010 Market surveys

Traffic police reports

Traffic flow increases at the same rate as before

End-of-rehabilitation /construction MOT road condition survey reports

3. Road network is expanded

End-of-construction reports, MOT road condition survey reports

4. Roads are better maintained

5. Performance of MOT improved

The length of primary roads maintainedwhen requiredis increased by 40% between 2001 and 2010, to the MOT approved standards, out of which Y% by private enterprises The length of feeder roads maintained when required is increased by 30% between 2001 and 2010, to the MOT approved standards, out of which X% by the village teams and Y% by private enterprises Quality standards for maintenance, upgrading and construction of roads are verified at least once during works and at the end of the works from 2004 onwards Sector planning and annual budgeting done to the standard required by MOPF, and within the time framework set, by 2004 Means

MOT road condition survey reports, Contracts with private enterprises MOT road condition survey reports, Contracts with private enterprises, Reports MOT, Regional Offices MOT field monitoring reports, Correspondence with MOPF, minutes of meetings with MOPF Costs Weather conditions: Rainfall does not get worse Haulage firms do not increase the size of their vehicles beyond the maximum approved limits by the MOT

Activities 1.1 Sensitise lorry and bus owners and drivers about the effect of heavy loads, on environmental pollution prevention, on gender issues, e.g. HIV/AIDS 1.2 I improve traffic police controls

1.3 Repair and maintain weigh bridges 1.4 Co-ordinate with Ministry of Agriculture and Ministry of Natural Resources concerning reduction of loads from forests and mines 2.1 Define quality standards for all types of roads 2.2 Identify priority roads to rehabilitate/upgrade 2.3 Monitor road rehabilitation and upgrading , including shelter, lighting, telephones and road safety measures 2.4 Improve collection of road tolls and taxes 2.5 Devise and apply system for reinvestment 3.1 Identify priorities for road network expansion 3.2 Construct new roads 3.3 Monitor road construction closely 3.4 Improve collection of road tolls and taxes 4.1 Review and improve approach to maintenance 4.2Involve private sector more in maintenance 4.3 Improve road coverage by maintenance teams 4.4 Increase effectiveness of maintenance teams (reg. MOT, communal and urban) (motivation, training, equipment, monitoring, planning, gender equality, environment, etc.) 4.5 Improve ownership of feeder roads network maintenance by village/communal teams 5.1 Improve sector policy framework 5.2 Improve organisational set-up including allocation of responsibilities, both at central and regional level 5.3 Develop quality control system 5.4 Device and publish training and publicity material for broad public 5.5 Train relevant staff in: planning, management, maintenance, road fund management, environment and EIA, etc. 5.6 Ensure gender equality in staff employment, training and promotion 5.7 Sensitise stakeholders on environment, their role and contribution to sector development, the role/impact of HIV/AIDS, loading arrangements, passenger and vehicle safety, treatment of passengers, etc. 5.8 Implement EIA as required, apply recommendations 5.9 Co-ordinate regularly with major donors, relevant ministries, traffic police, and major stakeholders in sector Pre-conditions 1. Road sector development retains at least its present level of priority 2. Traffic police committed to more strict application of control measures 3. Returns on capital invested are sufficient to warrant private sector involvement in maintenance

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Figura 17: Construirea cadrului logic: identificarea IOV i SV 38

P F T F i l lJ A n n i ^ A M I T ' A T I L In n n F R n W R lJ l~ T A f -JT A ( W A F A H F P I

Feeder Roads Project: Building the Logframe: Identiiying OVIs and SOV
Intervention Logic Overall Supply, of urban markets, with Objectives agricultural produce from the region stabilised Objectively Verifiable Indicators Sources of Verification Regional market statistics Assumptions Total number and scale of suppliers for perishable produce to urban areas increased by 15% by 2015 Total number of small scale suppliers for perishable produce to urban areas at least maintained by 2015 Region's competitiveness on national Quantity of agricultural exports from the region & international markets improved increased from X to Y tons by 2015 Feeder roads network meets By 2010, average journey time from any point transport demand within the rehabilitated or maintained feeder road network to the next primary road section reduced: - by 15% for traders - by 20% for female drivers on private vehicles, and - by 15% for male drivers on private vehicles By 2010, losses of market value of agricultural produce during transport to urban markets reduced by 20% for export crops and by 30% for perishable crops of female producers 1. Feeder roads are rehabilitated Priority feeder roads rehabilitated to the MOT approved standards: 400 km by 2007, 1000 km by 2009 2. Quality of feeder roads network is increased By 2005, 40% of the feeder roads are maintained, to the MOT approved standards, out of which a minimum of 40% by communal and urban teams, and a minimum of 10% by private enterprises By 2010, 90% of the feeder roads are maintained, to the MOT approved standards, out of which a minimum of 55% by communal and urban teams, and a minimum of 20% by private enterprises Quality standards for rehabilitation and maintenance of roads are verified at least once during works and at the end of the works from 2004 onwards Regional sector planning and annual budgeting done to the standard required by MOPF, and within the time framework set, from 2004 onwards Means

Regional export statistics User survey reports 2001 and 2010 Primary road network rehabilitated & maintained Interest in products from region at least stable Road construction firms are adequately monitored

Project Purpose

Market surveys

Results

End-of-rehabi litati on/constructi on reports MOT road condition survey reports Load limits are respected by MOT road condition survey reports, Contracts with private lorries enterprises, Reports MOT, Regional and District Offices

3. Performance of Regional MOT improved

Regional MOT field monitoring reports, Correspondence with MOPF (regional and national), minutes of meetings with MOPF

Activities 1.1 Identify priority feeder roads to rehabilitate 1.2 Monitor road rehabilitation, including shelter, lighting, telephones and road safety measures where appropriate 1.3 Improve collection of road tolls and taxes 1.4 Devise and apply system for reinvestment 2.1 Review and improve approach to maintenance 2.2 Increase competences of all types of maintenance teams (reg. MOT, communal and urban) (training, equipment, monitoring, planning, environment, etc.) 2.3Improve and adapt technology to working conditions 2.4 Involve private sector more in maintenance 2.5 Initiate creation of new maintenance teams 2.6 Enhance teams' ownership for maintenance 2.7 Support organisational adjustments of maintenance teams 2.8 Monitor and support all types of maintenance works 2.9 Increase ownership of feeder roads by all types of users (traders, men, women, etc.), including sensitisation on improved driving behaviour, environment, etc. 2.10 Enhance gender equality in maintenance teams and in decision making 3.1 Improve organisational set-up of Regional MOT including allocation of responsibilities 3.2 Apply quality control system 3.3 Train relevant staff in: planning, management, maintenance, road fund management, environment, etc. 3.4 Ensure gender equality in staff employment, training and promotion 3.5 Sensitise stakeholders on environment, passenger and vehicle safety, etc.

Costs

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3.6 Implement EIA as required 3.7 Manage revenues from user charges 3.8 Co-ordinate regularly with other relevant ministries (in the region), communes, traffic police, donors, etc. Pre-conditions 1. Quality standards for feeder roads are set 2. Sector policy framework clear, including maintenance responsibilitie
R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T AINA F A C E R I

Odat cu formularea indicatorilor, se specific i sursele de verificare (SV). Acestea ar trebui s cuprind: forma n care trebuie disponibilizat informaia (ex.: rapoarte de activitate, rapoarte financiare, rapoarte statistice oficiale, baze de date, documente specifice, etc.) cine poate furniza informaia periodicitatea cu care trebuie furnizat informaia (ex.: lunar, trimestrial, anual, etc.). Sursele de verificare, din afara proiectului, ar trebui estimate dup criterii ca accesibilitatea, credibilitatea i relevana. Volumul de munc i costurile pentru colectarea informaiilor ce urmeaz s fie alocate n timpul proiectului, trebuiesc estimate, iar mijloacele necesare trebuie puse la dispoziia proiectului. Adesea exist o relaie direct ntre complexitatea Sursei de Verificare (de ex. uurina colectrii datelor i analizrii lor) i costul informaiei. Dac se dovedete c un IOV este prea scump sau greu de gsit, acesta poate fi nlocuit cu unul mai simplu, mai ieftin, dar adesea indirect. De exemplu, n loc de "evoluia n detaliu a veniturilor din familiile fermierilor", se pot estima "schimbrile n cheltuielile familiale", de ex. vnzrile furnizorilor agricoli i ale farmaciilor veterinare, ale furnizorilor de bunuri gospodreti (sobe cu consum redus de energie, haine, etc.).

5.2. Cum se identific mijloacele i costurile? Casetele "Mijloace" i "Costuri" nlocuiesc IOV i SV la nivelul activitilor. IOV i SV nu sunt deci specificate pentru activiti n cadrul logic, ns pot fi specificate ulterior, n momentul pregtirii unui plan de aciune. Mijloacele sunt resursele materiale i umane (denumite adesea "intrri") necesare pentru derularea activitilor planificate i managementului proiectului. Se poate face o distincie ntre:

resurse umane resurse materiale

Costurile reprezint traducerea n termeni financiari a tuturor resurselor/mijloacelor identificate. Acestea trebuie s fie prezentate ntr-un format standard, care va specifica contribuia CE, a guvernului i a altor pri implicate, cum ar fi grupurile int i beneficiarii. Prin urmare, activitile trebuie s fie suficient de detaliate, astfel nct s permit estimarea ct mai corect a mijloacelor materiale i umane necesare. Aceasta va include mijloacele i costurile necesitate de activitile de sprijinire a managementului proiectului. Un domeniu de maxim atenie l constituie costurile de colectare a datelor despre IOV. Estimarea costurilor trebuie finalizat la sfritul fazei de formulare.

5.3. Verificarea final a calitii cadrului logic Odat ce au fost stabilite mijloacele i costurile, matricea logic este complet. Aceasta trebuie revizuit nc o dat pentru a verifica dac: logica vertical este complet i corect; indicatorii i sursele de verificare sunt accesibile i de ncredere; pre-condiiile sunt realiste; ipotezele sunt realiste i complete; riscurile sunt acceptabile; probabilitatea succesului este rezonabil de mare; aspectele calitative au fost luate n considerare i, unde este cazul, transpuse n activiti, rezultate sau ipoteze; beneficiile justific costurile; este nevoie de studii adiionale. Aceast verificare trebuie efectuat mai nti la sfritul seminarului de planificare, n timpul fazei de formulare, dar poate fi realizat i independent, de alte persoane dect acelea care au construit cadrul logic, n particular oficiali ai CE i ai rii partenere.

Str. Dr. Grigore ranii Nr. 6, sector 5, Bucureti, ROMNIA; Tel.: +4021.412.01.25; Fax: +4021.411.39.19; Email: contact con sorti um.ro

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R E E A U AO R G A N IZ A IIL O RU EC O N S U L T A N TAINA F A C E R I

Figura 18: Exemplu de cadru logic completat Roads Sector Programme: Building the Logframe: Completed Logframe
Intervention Logic Objectively Verifiable Indicators Sources of Verification

Overall

I Objectives
Country competitiveness on international markets improved

Investments into agricultural export crops increased

Bank loans to private investors increased by 30% by 2015

Loan register of banks

Programme Purpose

Food supply stabilised

Road network demand

meets

transport

Price of agricultural produce (staple crops and vegetables) on urban and rural markets reduced by 10% by 2015 (calculated on the average price of years 2012 -2015) Vehicle operating cost reduced for haulage firms, bus companies, traders, private owners by 10% until 2006, and by 15% until 2010______________________________________ 3y 2010, average journey time from points X to Z reduced: by 15% for haulage firms and overland busses by 20% for female drivers on private vehicles, and by 15% for male drivers on private vehicles

National market statistics

and

price

Calculations of frms and NAA

User survey reports 2001 and 2010

Interest in products from country remains the same Weather conditions remain stable Price policy remains favourable

By 2010, losses of market value of agricultural produce during transport to urban markets reduced by 30% for export crops and by 40% for perishable crops of female producers . Heavy-vehicle overload reduced on roads Number of vehicles found to be overloaded at weigh bridges and during road controls reduced from 60% to 20% by 2008 Traffic police reports

I. Roads are upgraded and rehabilitated

High priority roads for international traffc upgraded by 2006, including standard road safety measures, to the MOT approved standards_________________________________ End-of-rehabilitation / construction reports MOT road condition survey reports

3. Road network is expanded

400 km of high priority primary roads constructed until early 2005, to the MOT approved standards 1000 km of high priority feeder roads constructed until early 2006, to the MOT approved standards

End-of-construction reports, MOT road condition survey reports

4. Roads are better maintained

The length of primary roads maintained when required is increased by 40% between 2001 and 2010, to the MOT approved standards, out of which Y% by private enterprises

MOT road condition survey reports, Contracts with private enterprises

The length of feeder roads maintained when required is increased by 30% between 2001 and 2010, to the MOT approved standards, out of which X% by the village teams and by private enterprises

MOT road condition survey reports, Contracts with private enterprises, Reports MOT, Regional Offices

5. Performance of MOT improved

Quality standards for maintenance, upgrading and construction of roads are verified at least once during works and at the end of the works from 2004 onwards

MOT field monitoring reports,

I Activities

Sector planning and annual budgeting done to the standard required by MOPF, and within the time framework set, by 2004

Correspondence with meetings with MOPF

MOPF,

1.1 Sensitise lorry and bus owners and drivers about the effect of heavy loads, on environmental pollution prevention, on gender issues, e.g. HIV/AIDS_________ I Improve traffic police controls

Human resources (expertise in: maintenance, road funds, village sensitisation, public relations, etc.)

Haulage firms do not increase the size of their vehicles beyond the maximum approved limits by the MOT

Weather conditions: Rainfall does not get worse .3 Repair and maintain weigh bridges .4 Co-ordinate with Ministry of Agriculture and Ministry of Natural Resources concerning reduction of loads from forests and mines 1 Def ne quality standards for all types of roads 2 Identify priority roads to rehabilitate/upgrade 2.3 Monitor road rehabilitation and upgrading , including shelter, lighting, telephones and road safety measures 2.4 Improve collection of road tolls and taxes .5 Devise and apply system for reinvestment 3.1 Identify priorities for road network expansion 3.2 Construct new roads 3.3 Monitor road construction closely 3.4 Improve collection of road tolls and taxes 4.1 Review and improve approach to maintenance 4.2 Involve private sector more in maintenance 4.3 Improve road coverage by maintenance teams 4.4 Increase effectiveness of maintenance teams (reg. MOT, communal and urban) (motivation, training, equipment, monitoring, planning, gender equality, environment, etc.) 4.5 Improve ownership of feeder roads network maintenance by village/communal teams 5.1 Improve sector policy framework J.L. Improve organisational set-up including allocation of responsibilities, both at central and regional level 5.3 Develop quality control system 5.4 Device and publish training and publicity material for broad public 5.5 Train relevant staff in: planning, management, maintenance, road fund management, environment and EIA, etc. 5.6 Ensure gender equality in staff employment, training and promotion 5.7 Sensitise stakeholders on environment, their role and contribution to sector development, the role/impact

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of HIV/AIDS, loading arrangements, passenger and vehicle safety, treatment of passengers, etc. 5.8 Implement EIA as required, apply recommendations 5.9 Co-ordinate regularly with major donors, relevant ministries, traffic police, and major stakeholders in sector Preconditions 1. Road sector development retains at least its present level of priority

2. Traffic police committed to more strict application of control measures 3. Returns on capital invested are sufficient to warrant private sector involvement in maintenance R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T AINA F A C E R I

Feeder Roads Project: Building the Logframe: Completed Logframe

Intervention Logic Objectively Verifiable Indicators Sources of Verification Regional market statistics Assumptions Overall Objectives Supply, of urban markets, with agricultural produce from the region stabilised Total number and scale of suppliers for perishable produce to urban areas increased by 15% by 2015 Total number of small scale suppliers for perishable produce to urban areas at least maintained by 2015 Region's competitiveness on national & international markets improved Project Purpose Feeder roads network meets transport demand Quantity of agricultural exports from the region increased from X to Y tons by 2015 By 2010, average journeytime from any point within the rehabilitated or maintained feeder road network to the next primary road section reduced: - by 15% for traders - by 20% for female drivers on private vehicles, and -by 15% for male drivers on private vehicles By 2010, losses of market value of agricultural produce during transport to urban markets reduced by 20% for export crops and by 30% for perishable crops of female producers Results 1. Feeder roads are rehabilitated Priority feeder roads rehabilitated to the MOT approved standards: 400 km by 2007, 1000 km by 2009 By 2005, 40% of the feeder roads are maintained when required, to the MOT approved standards, out of which a minimum of 40% by communal and urban teams, and a minimum of 10% by private enterprises By 2008 and beyond, 90% of the feeder roads are maintained when required, to the MOT approved standards, out of which a minimum of 55% by communal and urban teams, and a minimum of 20% by private enterprises Quality standards for rehabilitation and maintenance of roads are verified at least once during works and at the end of the works from 2004 onwards Regional export statistics User survey reports 2001 and 2010

Primary road network rehabilitated & maintained Interest in products from region at least stable Road construction firms are adequately monitored

Market surveys

2. Quality of feederroads network is increased

End-of-rehabilitation/construction reports MOT road condition survey reports MOT road condition survey reports, Contracts with private enterprises, Reports MOT, Regional and District Offices

Load limits are respected by lorries and busses

3. Performance of Regional MOT improved

Regional MOT field monitoring reports, Correspondence with MOPF (regional and national), minutes of meetings with MOPF

Activities

Regional sector planning and annual budgeting done to the standard required by MOPF, and within the time framework set, from 2004 onwards Means

Costs (M) EC Gvt. Total 2.7 0.2 1.7

1.1 Identify priority feeder roads to rehabilitate 1.2 Monitor road rehabilitation, including shelter, lighting, telephones and road safety measures where appropriate 1.3 Improve collection of road tolls and taxes 1.4 Devise and apply system for reinvestment

Human resources (expertise in: maintenance, road funds, etc.) Investment (vehicles, equipment, houses, offices, etc.) Maintenance Office running Working capital Contingencies

180 PM

2.7 1.5

120 months 120 months

2.0 1.0 1.0

1.0 3.0 0.5 1.5 0.2 1.2 0.2 1.0

2.1 Review and improve approach to maintenance 2.2 Increase competences of all types of maintenance teams (reg. MOT, communal and urban) (training, equipment, monitoring, planning, environment, etc.) 2.3 Improve and adapt technology to working conditions 2.4 Involve private sector more in maintenance 2.5 Initiate creation of new maintenance teams 2.6 Enhance teams' ownership for maintenance 2.7Support organisational adjustments of maintenance teams 2.8 Monitor and support all types of maintenance works 2.9 Increase ownership of feeder roads by all types of users (traders, men, women, etc.), including sensitisation on improved driving behaviour, environment, etc. 2.10 Enhance gender equality in maintenance teams and in decision making 3.1 Improve organisational set-up of Regional MOT including allocation of responsibilities 3.2 Apply quality control system

10%

0.8

Total

9.0

2.1 11.1

3.3 Train relevant staff in: planning, management, maintenance, road fund management, environment, etc. 3.4 Ensure gender equality in staff employment, training and promotion 3.5 Sensitise stakeholders on environment, passenger and vehicle safety, etc. 3.6 Implement EIA as required 3.7 Manage revenues from user charges

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3.8 Co-ordinate regularly with other relevant ministries (in the region), communes, traffic police, donors, etc. Pre-conditions 1. Quality standards for feeder roads are set 2. Sector policy framework clear, including maintenance responsibilities

R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T A!NA F A C E R I

6. UTILIZAREA CADRULUI LOGIC LA ELABORAREA PLANULUI DE ACTIVITI I PLANULUI DE RESURSE Cadrul logic al unui proiect descrie destul de general, ce fel de activiti trebuiesc ntreprinse. Dup ce matricea fost completat, n mod normal n timpul fazei de formulare, se trece la planificare, pentru a aduga detaliile operaionale. Planul/diagrama activitilor este metoda prin care se prezint activitile unui proiect, artnd secvenialitatea logic de desfurare a acestora i interdependenele care exist ntre ele, fiind totodat baza pentru atribuirea responsabilitii manageriale la fiecare activitate n parte. Avnd programul de activiti pregtit, poate ncepe detalierea mijloacelor i planificarea costurilor. Planurile de activiti i resurse trebuiesc schiate n timpul realizrii studiului de fezabilitate. Informaiile detaliate privind implicaiile cheltuielilor curente nete din cadrul proiectului pot determina reformularea scopului i misiunii proiectului. Planul general de aciune (denumit uneori "grafic de implementare") cuprinde diagrama activitilor i calendarul resurselor actualizate i detaliate, care se pregtesc n decursul primelor luni de implementare a proiectului (faza de debut).

Figura 19: Planuri de activiti i de resurse

Activity and Resource Schedules

LogframeHH

Results-based Activity Schedule

Results-based Resource Schedule

6.1. Pregtirea planului de activiti Toate informaiile dintr-un plan de activiti pot fi rezumate ntr-un grafic care poart denumirea de Gantt Chart (graficul Gantt). Un exemplu al acestuia este prezentat mai 44
R E E A U AO R G A N IZ A IIL O R D E C O N S U L T A N T AINA F A C E R I

jos. Formatul grafic poate fi adaptat duratei preconizate a proiectului. Un plan general de activiti ale proiectului poate cuprinde numai activiti trimestriale sau lunare, pe cnd un plan de aciune trimestrial individual poate utiliza un format sptmnal.

Figura 20: Exemplu de diagram a activitilor

Example of an Activity Schedule

ESTABLISHMENT OF PLANNING UNIT, MINISTRY OF TRANSPORT

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6.2. Pregtirea planului de resurse Estimarea costurilor se va face atent i cu grij pe baza alctuirii bugetului. Costurile vor avea o influen semnificativ asupra deciziilor de investiii la evaluarea proiectului i, n consecin, asupra implementrii n condiii optime a proiectului odat ce s-a obinut acordul de ncepere. Din nou, lista activitilor programate trebuie inclus, precum i ealonarea costurilor pro-forma. Fiecare activitate se va folosi apoi drept list de verificare pentru asigurarea furnizrii tuturor mijloacelor necesare derulrii respectivei activiti. Dup aceea, se specific mijloacele necesare realizrii activitilor. Va fi probabil necesar agregarea informaii specifice privind costurile aferente. Structura de costuri a proiectului trebuie s precizeze alocarea cheltuielilor ctre diferiii finanatori, astfel nct s rezulte clar contribuia fiecruia. Odat ce au fost calculate costurile totale, este important s fie amintit faptul c agenia de implementare va trebui s acopere orice costuri curente aferente furnizrii serviciilor de ntreinere dup terminarea proiectului. Costurile curente pot fi acoperite (total sau parial) din veniturile generate n urma derulrii activitilor proiectului. Fie c este sau nu 45
R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T AINA F A C E R I

aa, este important ca implicaiile costurilor curente nete ale proiectului s fie clar specificate, astfel nct s poat fi determinat impactul viitor asupra bugetului ageniei de implementare. Figura 21: Exemplu de plan de resurse

Exarple tfaRsoureSdiediie
R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T A!NA F A C E R I

7. UTILIZAREA CADRULUI LOGIC LA PLANIFICAREA INTERVENIILOR COMPLEXE: INTERCONECTAREA MATRICILOR LOGICE Interveniile complexe, care constau n implementarea unui anumit numr de proiecte, sunt denumite n mod uzual "programe". Acestea pot fi programe la nivel sectorial, naional sau regional, viznd un anumit numr de sectoare. Principiile Analizei Cadrului Logic (ACL) se aplic deopotriv acestor tipuri de intervenii. Astfel, pentru a le planifica corespunztor, este necesar parcurgerea fazelor de analiz i de planificare. In principiu, fiecare cadru logic poate fi descompus n mai multe sub-componente. Fiecare dintre acestea detaliaz o component a cadrului logic "principal" la un nivel mai aprofundat.

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Figura 22: Nivele ale interveniei: de la program la component

Levels of Intervention: From Programme to_Component ____________________________________

Programme
Overall
Objectives

Project

Component

Project Purpose

Overall Objective Project Purpose Overall Objective Project Purpose Activities Results

_______
Activities

Activities

Sistemul de descompunere a cadrului logic principal prezentat este util pentru a ilustra coerena componentelor dintr-un program sau proiect i pentru a dezvolta fiecare component n parte. Totui, cnd se lucreaz cu cadre logice interconectate, trebuie s existe o nelegere foarte clar a noiunilor de "scop" sau "rezultat" i s se identifice corect grupurile int i beneficiarii. 47
R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T A!NA F A C E R I

Tabelul 3: Nivele de intervenie: de la program la component Program sectorial pentru drumuri Obiective generale: mbuntireacompetitivitii rii pe piee internaionale Investiii n sporirea produciei agricole pentru export Stabilizarea asigurrii hranei Scopul proiectului: Reeaua rutier satisface solicitrile traficului Rezultate: 1. reducerea circulaiei vehicolelor de mare tonaj 2. reabilitarea i modernizarea drumurilor 3. extinderea reelei rutiere 4. se asigur o mai bun ntreinere a drumurilor 5. rezultatele MOT s-au ameliorat Activiti: 4.1 revizuirea i mbuntirea abordrii serviciilor de ntreinere 4.2 implicarea n mai mare msur a sectorului privat n domeniul Proiect de ntreinere Componenta sector privat

Obiective generale Reeaua rutier satisface solicitrile traficului Scopul proiectului: 4. drumurile sunt mai bine ntreinute

Obiective generale 4. drumurile sunt mai bine ntreinute

Rezultate: 4.1 abordarea aspectelor ce in de ntreinere a fost revizuit i mbuntit 4.2 implicarea sectorului privat n problemele de ntreinere este

Scopul proiectului: 4.2 implicarea eficient a sectorului privat n problemele de ntreinere

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ntreinerii 4.3 mbuntirea suprafaei drumurilor de ctre echipele de ntreinere 4.4 creterea eficacitii operaiunilor de ntreinere 4.5 ameliorarea situaiei proprietii asupra serviciilor de ntreinere a reelei de drumuri de ctre echipele steti/comunale

eficient 4.3 suprafeele drumurilor au fost mbuntite de ctre echipele de ntreinere 4.4 eficacitatea echipelor de ntreinere a crescut 4.5 situaia proprietii asupra serviciilor de ntreinere a reelei de drumuri de ctre echipele steti/comunale s-a ameliorat

Pentru definirea diferitelor nivele ale obiectivelorunui program sectorial la scar naional, este necesar s se in seama de: Beneficiile naionale, supra-regionale i mondiale, dincolo de scopul programului, la nivelul obiectivelor generale ale politicii CE; Beneficii durabile pentru toate grupurile int i beneficiarii finali la nivel naional i sectorial, inclusiv beneficii echitabile pentru femei i brbai, la nivelul scopului. Beneficii durabile pentru segmente ale grupurilor int la nivel naionalm, regional sau sectorial, la nivelul rezultatelor.
R E E A U AO R G A N IZ A IIL O RD EC O N S U L T A N T A IN A F A C E R I

Figura 23: Nivele ale obiectivelor unui program sectorial la scar naional

Levels of Objectives in a Nationwide Sector Programme

Intervention What does it mean for a sector- An example from the health sector Logic programme?

Overall Objectives

Project Purpose

I
Activities

Nation-wide benefits (or beyond) beyond the scope of the programme to which it contributes Sustainable benefits for all target groups at national and sectoral level, including equitable benefits for women and men

Mortality rates reduced Productivity increased Health status of population improved

Sustainable benefits for segments of target Health status of school children improved in A-land Nation-wide functioning health care services groups at national or sectoral level established at schools (purpose of sub-sector progammes) Awareness created among children and parents about health care measures Products of sub-sector programmes Quality and efficiency of secondary health care (results of sub-sector programmes) improved for school children

1. 2. 3.

Obiectivele unuia dintre posibilele proiecte din cadrul programului naional sectorial ar trebui s corespund urmtoarelor nivele de obiective descrise n cap. 3.5.2. ("prima coloan: logica interveniei"): Beneficii durabile pentru toate grupurile int i beneficiarii de la nivel naional i sectorial general, la nivelul obiectivelorgenerale, cu referire, acolo unde se poate, la obiectivele generale ale politicii CE, inclusiv la egalitatea ntre sexe; Beneficii durabile pentru segmente ale grupurilor int i la nivel naional, regional i sectorial, inclusiv beneficii echitabile pentru femei i brbai, la nivelul scopului; Produse" ale activitilor ntreprinse (finalizri) n proiect, la nivel naional, sectorial sau regional, la nivelul rezultatelor. Cele de mai sus subliniaz din nou utilitatea cadrului logic, ca instrument de planificare i management, pentru programe sectoriale sau regionale largi sau intervenii mai mici, cu condiia de a nu fi utilizat numai ca schi de plan. Fiind un instrument dinamic, cadrul logic trebuie reevaluat i revizuit ori de cte ori circumstanele iniiale se schimb i pe msur ce proiectele sau programele se dezvolt.

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8. GLOSAR DE TERMENI Abordare integrat Examinarea consecvent a unui proiect de-a lungul tuturor fazelor ciclului de proiect, pentru a asigura c aspectele relevanei, fezabilitii i durabilitii rmn n atenie. O metodologie pentru planificarea, managementul i evaluarea programelor i proiectelor, implicnd analiza factorilor interesai, analiza problemei, analiza obiectivelor, analiza strategiilor, prepararea matricei logice i planurile de activiti i resurse. Documentul semnat ntre Comisia European i ara sau rile partenere, ulterior unei decizii de finanare. Include o descriere a proiectului sau programului ce se finaneaz. Reprezint angajamentul oficial al Uniunii Europene i al rii partenere de a finana msurile descrise. Aciunile (i mijloacele) ce trebuiesc ntreprinse/furnizate pentru a produce rezultate. Ele nsumeaz ce va fi ntreprins prin proiect. Politica UE privind 'diferenele dintre brbai i femei' reflectat n dezvoltarea cooperrii pe baza valorilor larg mprtite, cere integrarea analizei "diferenele dintre brbai i femei'" la nivel micro, intermediar i macro, de-a lungul ciclclului proiectului. O analiz a "diferenele dintre brbai i femei' permite identificarea i integrarea dinamicii schimbrii ntr-o situaie dat, precum i monitorizarea evoluiei sale, n special privind disparitile dintre femei i brbai. Analiza acord atenie la: diferitele roluri (productive, reproductive, luarea deciziilor) ale femeilor i brbailor; accesul difereniat la resurse i utilizarea acestora; nevoile, interesele i problemele lor specifice; barierele participrii depline i echitabile ale femeilor i brbailor la activitile proiectului i echitatea accesului la beneficiile obinute pentru femei i brbai. Analiza factorilor interesai implic identificarea tuturor grupurilor de factori interesai, respectiv acele grupuri ce pot fi afectate (pozitiv sau negativ) de intervenia propus, precum i identificarea i analiza intereselor, problemelor i a potenialului specifice acestora. Concluziile acestei analize sunt apoi integrate n concepia proiectului. Identificarea i verificarea beneficiilor viitoare dorite, crora beneficiarii le acord prioritate. Rezultatul imediat al analizei obiectivelor l reprezint arborele obiectivelor i ierarhia obiectivelor.

Abordarea prin intermediul cadrului logic (ACL) Acord de finanare / Memorandum

Activiti
9

Analiza diferentelor
9

dintre sexe

Analiza factorilor interesai

9

Analiza obiectivelor

48
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Analiza problemelor O investigaie structurat a aspectelor negative ale unei situaii pentru a stabili cauzele i efectele acestora.
Analiza strategiilor

Estimare critic a cilor alternative de atingere a obiectivelor i selecia unuia sau mai multora pentru includerea n proiectul propus. Analiza SWOT Analiza punctelor tari (S) i a punctelor slabe (W) ale unei organizaii, a oportunitilor (O) i ameninrilor (T) cu care aceasta se confrunt. Un instrument care poate fi utilizat n timpul tuturor fazelor ciclului de proiect. Angajament Un angajament este o decizie oficial luat de Comisie de a rezerva o anumit sum de bani pentru un anumit scop. Nici o cheltuial nu poate fi efectuat suplimentar fa de angajamentul autorizat. Arborele obiectivelor O reprezentare n form de diagram a situaiei n viitor, odat ce problemele au fost remediate, urmnd unei analize a problemei i artnd o relaie "mijloace-final".
Arborele problemelor

O reprezentare n form de diagram a unei situaii negative reliefnd relaia cauz-efect. Specialiti, consultani, traineri, consilieri, etc, contractai pentru transferul de 'know-how' i de abiliti i pentru crearea i ntrirea instituiilor. Sunt aceia care beneficiaz n orice fel de pe urma implementrii proiectului. Trebuie fcut distincie ntre:

Asisten tehnic

Beneficiari

a) Parteneri de proiect / beneficiari direci: aceia care sunt sprijinii prin

fondurile CE n managementul conceperii i implementrii unui proiect, ex. de obicei: ministere, agenii de implementare;

b) Beneficiari intermediari: aceia care sunt sprijinii n cadrul proiectului

pentru a executa mai bine servicii ctre grupul(rile) int, ex. personal agricol de sprijin, beneficiind de msuri de instruire pentru a-i executa mai bine serviciile de ndrumare pentru "femei i brbai, membrii familiilor de fermieri";

c) Grup(uri) int: grupul / entitatea care va fi pozitiv afectat de proiect la

nivelul Scopului Proiectului i cu care proiectul va lucra foarte strns, ex. " femei i brbai, membrii familiilor de fermieri"-n cazul prelungirii proiectului menionat; d) Beneficiari finali: aceia care, dincolo de nivelul grupurilor int, beneficiaz de proiect pe termen lung la nivelul larg al comunitii 52

R E E A U AO R G A N IZ A IIL O RU EC O N S U L T A N T AINA F A C E R I

Cadrul logic

Ciclul proiectului

sau sectorului, ex. "copiii", datorit cheltuielilor crescute pentru sntate i educaie, "consumatorii" datorit creterii produciei agricole i marketingului sau "statul", de exemplu, datorit creterii veniturilor din export prin mbuntirea marketingului i a produciei agricole. Matricea n care sunt prezentate logica interveniei, ipotezele, indicatorii obiectivi de verificare i sursele de verificare ale proiectului. Ciclul proiectului urmrete viaa unui proiect de la ideea iniial

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Comisia Comisia European

Contractor

pn la finalizare. Furnizeaz o structur prin care se asigur cadrul n care sunt consultai factorii interesai, definirea deciziilor cheie, cerinele de informare i responsabilitile n fiecare faz, astfel nct deciziile luate s fie documentate la fiecare faz din viaa unui proiect. Se ncheie prin evaluare, pentru a formula leciile nvate din aceast experien, ce vor ajuta la conceperea viitoarelor programe i proiecte. Comisia European Organismul executiv al Uniunii Europene. Iniiaz politica Uniunii Europene i implementeaz programe i politici stabilite de autoritile legislative ale UE. Organizaia public sau privat, consoriul sau persoana cu care autoritatea contractant are un contract. Firma, persoana sau consoriul cruia i se acord un contract.

Cost

Costurile reprezint transpunerea n termeni financiari a tuturor resurselor identificate ("Mijloace"). Costuri curente Costuri pentru operare i ntreinere a rezultatelor proiectului care vor continua s se produc dup ncheierea perioadei de implementare. Criterii de durabilitate Vezi factorii calitii". Comitetul de Asisten pentru Dezvoltare al OCDE (Organizaia DAC pentru Cooperare i Dezvoltare Economic). Delegaia Oficiul diplomatic reprezentnd Comisia European, acreditat n ri sau instituii internaionale la nivel de Ambasad. Conductorul Delegaiei este adesea numit Delegat sau Ambasador. Diferenele dintre Diferenele sociale care sunt atribuite brbailor i femeilor i sunt sexe nvate de acetia i faptul c acestea variaz peste timp de la o societate (sau grup) la alta. Acestea difer n funcie de sex i se refer la diferenele determinate biologic dintre femei i brbai. Documente Strategice Documentul Strategic de ar este un instrument pentru orientarea, de ar managementul i revizuirea programelor de asisten ale CE. Scopul su este de a furniza un cadru pentru programele de 53

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asisten ale UE, bazate pe obiectivele UE, agenda politic guvernamental a rii partenere, o analiz a situaiei rii partenere i a activitii altor parteneri majori. Sunt ntocmite pentru toate rile ACP, MEDA (exceptnd Cipru, Malta i Turcia) i ALA. Durabilitate Continuarea obinerii beneficiilor produse de proiect, dup terminarea perioadei de acordare de sprijin financiar i tehnic extern. O apreciere a felului n care rezultatele au dus la atingerea scopului proiectului i a modului n care ipotezele au afectat rezultatele proiectului. Eficacitate Eficient
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Gradul n care rezultatele au fost obinute la un cost rezonabil, n spe, ct de bine au fost transformate Mijloacele i Activitile n Rezultate i care este calitatea acestora. Promovarea egalitii de anse dintre femei i brbai n relaie cu accesul lor la infrastructurile economice i sociale i la beneficiile dezvoltrii este vital. Obiectivul este reducerea disparitilor dintre femei i brbai, inclusiv n sntate i educaie, angajri i activitate economic, ca i n luarea deciziilor la toate nivelele. Toate programele i proiectele ar trebui s contribuie activ la reducerea disparitilor dintre brbai i femei n ariile lor de intervenie. O apreciere periodic a eficienei, eficacitii, impactului, durabilitii i relevanei unui proiect, n contextul obiectivelor declarate. Este ntreprins n mod uzual, ca o examinare independent a contextului istoric, obiectivelor, rezultatelor, activitilor i mijloacelor desfurate, n vederea desprinderii de lecii care pot orienta viitoarea adoptare de decizii. Orice persoane, grupuri de persoane, instituii sau firme care pot avea o relaie cu proiectul/programul, sunt definii ca factori interesai. Ei pot direct sau indirect, pozitiv sau negativ - afecta sau pot fi afectai de proces i de produsele finale ale proiectelor sau programelor. n mod obinuit se iau n consideraie diferitele sub-grupuri. Criterii care au fost verificate de-a lungul timpului c au avut un impact semnificativ asupra durabilitii beneficiilor generate de proiecte i care trebuie s fie luate n considerare n conceperea i implementarea fiecrui proiect (anterior: "Criterii de Durabilitate"): 'proprietatea' beneficiarilor, sprijinul politicii, factori economici i 54
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Factori interesai Evaluare

Factorii calitaii

financiari, aspecte socio-culturale, egalitatea dintre brbai i femei, tehnologie corespunztoare, aspecte privind mediul, capacitatea instituional i de management. Faza de evaluare A asea faz a ciclului de proiect i totodat final, n timpul creia proiectul este examinat n raport cu obiectivele i leciile sunt utilizate pentru a influena aciunile viitoare. Faza de finanare A patra faz a ciclului de proiect n timpul creia proiectele sunt aprobate pentru finanare. Faza de formulare A treia faz n ciclul proiectului. Implic stabilirea detaliilor proiectului pe baza unui studiu de fezabilitate, urmat de o examinare de ctre personalul CE, pentru aprecierea meritelor proiectului i consistena

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cu politicile sectoriale. Faza de identificare A doua faz a ciclului de proiect. Implic elaborarea iniial a ideii de proiect n termeni de obiective, rezultate i activiti, pentru a decide dac s se continue sau nu cu un studiu de fezabilitate. Faza de implementare A cincea faz a ciclului de proiect n timpul creia proiectul este implementat i este monitorizat progresul ctre realizarea obiectivelor. Faza de programare Prima faz a ciclului de proiect, n timpul creia se pregtete Programul Cadru. Vezi programul-cadru". Evalueaz msura n care obiectivele Fezabilitate proiectului pot fi ntr-adevr atinse. Analiza unui proiect propus pentru a-i determina meritele i Formulare acceptabilitatea n concordan cu criteriile stabilite. Acesta este pasul final nainte ca proiectul s fie depus pentru finanare. Verific dac proiectul este fezabil fa de situaia din teren, c obiectivele stabilite rmn corespunztoare i costurile sunt rezonabile. Termen adesea folosit sinonim: Sudiu de fezabilitate / Ex-ante Evaluare. Grafic bar Graficul Gantt

Grup(uri) int vezi "graficul Gantt". O metod de prezentare grafic a informaiilor utilizat pentru planificarea activitilor. Similar cu un grafic bar. Grupul/entitatea care va fi afectat pozitiv de proiect la nivelul scopului proiectului, cu care i pentru care proiectul va lucra foarte strns. Ierarhia obiectivelor O reprezentare n form de diagram a interveniilor proiectului propus, planificate logic, urmrind o analiz a problemei i artnd relaia "mijloace-final". Sinonim: Arborele Obiectivelor. Impact Efectul proiectului asupra mediului socio-economic sau mai larg, 55
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Managementul ciclului de proiect Memorandum de finanare Mijloace Indicatori obiectivi de verificare (IOV) Intrri Ipoteze

Monitorizare Obiective

Jaloane

Logica interveniei

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contribuia sa la obiectivele sectoriale mai largi sumarizate n Obiective Generale ale proiectului i la realizarea cuprinztoare a obiectivelor politicii CE. Indicatori care vor arta dac obiectivele au fost realizate sau nu la cele trei nivele ale matricei logice. IOV furnizez bazele pentru conceperea unui sistem de monitorizare Vezi Mijloace". Factori externi care ar putea afecta progresul sau succesul proiectului, dar asupra crora managerul
Obiective generale

proiectului nu are control direct. Ei formeaz a patra coloan a Matricei Logice i sunt formulai ntr-un mod pozitiv, ex.: "Reforma procedurilor penale implementat cu succes". Un tip de IOV furniznd indicaii pentru obiective pe termen scurt i mediu (n mod uzual activiti) care faciliteaz msurarea realizrilor de-a lungul proiectului. Ele indic de asemenea momentele cnd ar trebui luate decizii sau ar trebui finalizate aciuni Strategia ce fundamenteaz proiectul. Este descrierea narativ a proiectului la fiecare dintre cele patru nivele ale 'ierarhiei obiectivelor' utilizate n cadrul logic. O metodologie pentru pregtirea, implementarea i evaluarea proiectelor i programelor, bazat pe abordarea integrat i pe abordarea prin intermediul cadrului logic. Vezi acordul de fiananare. Casetele "Mijloace" i "Costuri" nlocuiesc IOV i SV la nivelul activitilor. Mijloacele sunt resurse fizice i nefizice care sunt necesare pentru derularea activitilor planificate i managementul proiectului. O distincie poate fi fcut ntre resurse umane i resurse materiale. Colectarea, analiza i utilizarea sistematic a informaiilor pentru luarea deciziei i administrarea proiectului. Descrierea intei unui proiect sau program. n sensul su generic se refer la activiti, rezultate, scopul proiectului i obiective generale.

Ele explic de ce proiectul este important pentru societate, n termeni de beneficii pe termen lung pentru beneficiarii finali i beneficii mai largi pentru alte grupuri. Ele ajut deasemenea la a arta cum se integreaz programul n politicile regionale/sectoriale ale guvernului / organizaiilor respective i ale CE, precum i la realizarea cuprinztoare a obiectivelor politicii CE de cooperare. Obiectivele Generale nu vor fi atinse doar prin proiectul n sine (acesta va furniza doar o contribuie la realizarea Obiectivelor Generale), ci va necesita 56
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Program Programe-cadru Perioada de iniiere

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Perioada de pornire

Proiect Propunerea de finanare

Plan de activiti
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Plan de lucru Plan de resurse Preconditii

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Raport de iniiere

Raport intermediar

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deopotriv contribuia altor programe i proiecte. Perioada de la nceputul proiectului pn la scrierea raportului de iniiere, de regul 2-3 luni. Perioda implement rii proiectului imediat urmtoare sosirii contractor ului sau echipei de asisten tehnic. Un grafic Gantt, o reprezentare grafic similar cu un grafic bar, stabilind calendarul, succesiunea i durata activitilor proiectului. Poate fi de asemenea utilizat pentru a identifica

jaloanele importante pentru monitorizarea progresului i pentru atribuirea responsabilitii n realizarea jaloanelor importante. Plan care stabilete activitile i resursele necesare pentru obinerea rezultatelor i atingerea scopului unui proiect. Detalierea bugetului proiectului, astfel nct mijloacele i costurile s fie conforme cu activitile pe o perioad de timp. Condiii care trebuie satisfcute nainte ca proiectul s poat ncepe, n spe, pot ncepe activitile. Pre-condiiile dac sunt ataate la furnizarea ajutorului. O serie de proiecte care au un obiectiv general comun. Acestea sunt pregtite de Comisia European n colaborare cu guvernele rilor partenere. Ele furnizeaz ndrumare general i principii pentru cooperarea cu Uniunea European, specific sectoarelor-cheie i temele pentru o ar sau regiune i pot recomanda idei de proiecte. O serie de activiti cu obiective fixate, concepute s produc un rezultat specific ntr-un cadru de timp delimitat. Propunerile de Finanare sunt documente primare, naintate Comitetului de Finanare relevant de ctre serviciile Comisiei pentru formularea unei opinii i Comisiei pentru decizie. Propunerile descriu contextul istoric general, natura, scopul, obiectivele i modalitile de realizare a msurilor propuse i indic bugetul necesar. Dup primirea opiniei favorabile a Comitetului de Finanare, aceste documente sunt subiectul deciziei de finanare din partea Comisiei i al Acordului de Finanare care este semnat cu contractorul sau dup caz, ara partener respectiv. Primul raport produs la sfritul periodei de iniiere care actualizeaz concepia proiectului i/sau termenii de referin i stabilete planul de lucru pentru restul proiectului. Un raport interimar privind evoluia unui proiect, naintat de contractorul proiectului organizaiei partenere i Comisiei, la un 57

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anume interval de timp. Include seciuni privind performana tehnic i financiar. In mod obinuit este naintat trimestrial. Relevan Corespondena obiectivelor proiectului cu problemele reale, nevoile i prioritile grupurilor int i ale beneficiarilor crora se presupune c se adreseaz proiectul, precum i cu mediul fizic i politic n care acesta opereaz. Rezultate "Produsele" activitilor ntreprinse, prin combinaia crora se atinge scopul proiectului, respectiv nceputul obinerii beneficiilor durabile pentru grupurile int. Riscuri Vezi i "Ipoteze". Factori i evenimente externe care ar putea afecta progresul sau succesul proiectului i care nu au o probabilitate mare de producere. Se formuleaz printr-un enun negativ, ex. "Reforma procedurilor penale eueaz".

Scopul proiectului Strategia Suport de Tar

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Obiectivul central al proiectului. Scopul trebuie s abordeze probleme centrale i s fie definit n termenii obinerii de beneficii

durabile pentru grupul(urile) int. Scopul trebuie totodat s exprime beneficii echitabile pentru femei i brbai n cadrul grupului(rilor) int. Un proiect poate avea un singur scop. Termen utilizat ca sinonim pentru Documentul Strategic de Tar (DST).

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R E E A U AO R G A N IZ A IIL O R D E C O N S U L T A N T AINA F A C E R I

Studiu de fezabilita te

Studiu de prefezabilita te

Surse de verificare

Termeni de referin
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Un studiu de fezabilitate, derulat n timpul fazei de Formulare, verific dac proiectul propus este bine fundamentat i dac este posibil s satisfac nevoile grupurilor int / beneficiarilor. Studiul trebuie s prezinte proiectul n detalii operaionale complete, innd cont de toate aspectele politice, tehnice, economice, financiare, instituionale, socio-culturale, de management, de mediu, privitoare la brbai i femei. Studiul va furniza Comisiei Europene i guvernului partener suficiente informaii pentru a justifica aceptarea, modificarea sau respingerea proiectului propus pentru a fi finanat. Studiul de pre-fezabilitate, derulat n timpul fazei de identificare, identific toate problemele, formuleaz soluii alternative i selecteaz alternativa preferat pe baza Factorilor Calitii. Studiul va furniza Comisiei Europene i guvernului partener suficiente informaii pentru a justifica aceptarea, modificarea sau respingerea proiectului propus n vederea unei aprecieri suplimentare. Formeaz a treia coloan a matricei logice i indic locul i n ce form pot fi gsite informaiile despre realizarea Obiectivelor Generale, Scopului Proiectului i Rezultatelor (descrise de indicatorii de verificare a obiectivelor). Termenii de referin definesc sarcinile cerute unui contractor i indic contextul i obiectivele proiectului, intrrile i ieirile preconizate, bugetul, calendarul i descrierea sarcinilor.

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