The New EuropeAid Cooperation Office

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The Aims of the European Union
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The Aims of the European Union
The main political objectives of the Union s
External Assistance are defined by the Maastricht
Treaty (Article 130U). They include promoting

• Sustainable economic and social development

• A gradual and easy integration of developing
  countries into the world economy

• the fight against poverty in developing countries

• the respect of Human Rights and Fundamental
  Freedom and the reinforcement of Democracy and
  Supremacy of law

The Amsterdam Treaty has strengthened the
dimension of promoting sustainable development,
Fundamental Freedom, Human Rights and Democracy
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The aims of the European Union (2)

• Partners more than 150 States, Territories and
  regional Organisations
• A network of 128 Delegations and Representations
  in the world
• European Unions external aid has reached a
  world-wide dimension
• Central and Eastern Europe 3000 millions
• The Balkans 400 millions
• The New Independent States 400 millions
• The Middle East, Southern Mediterranean 1000
  millions
• ACP 3500 millions
• Asia 380 millions
• Latin America 190 millions

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The Aims of the European Union
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The Aims of the European Union

• In 1985, the Commission was responsible for 5 of
  ODA i.e. a two-fold increase in 15 years
• The Commission is ranked fifth, after the United
  States, Japan, Germany and France
• The Commission is the largest donor of
  Humanitarian Aid in the World

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The Aims of the European Union

• Unlike many other EU programmes (Structural
  Funds, for example) external aid is directly
  managed by the Commission and, with 9.3 billion
  in 2000, accounts for 62 of all programmes
  directly managed by the Commission
• EuropeAid will be responsible for managing some
  7 billion a year from the Budget and from the
  European Development Funds

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The aims of the European Union (9)
Evolution of amounts committed (1990-2000)
9,3 billions in commitments in 2000 3,3 times
the amounts committed in 1990
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The aims of the European Union (10)
Some key figures (2000)

• Volumes to manage
• Amounts committed 9,3 billions
• Amounts paid 5,6 billions
• Outstanding commitments 24,1 billions

• Number of financial transactions
• Number of decisions 2 141
• Number of payments 33 591
• Number of tenders gt 3 000
• Number of contracts/addenda gt 8 000

• Fragmentation of projects / contracts
• 45 of commitments cover only 8 of global
  amounts committed (90-99)
• 11 640 projects managed (end 1999)
• 16 448 contracts managed (end 1999)

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Relex Reform
Why Reform Relex?

• Acute Staff shortages have had a direct and
  negative impact on the speed and quality of EC
  Aid delivery
• The effectiveness of Community aid is undermined
  by slow implementation and weak programming
• Overload has weakened the Commissions proper
  financial and political control over the
  implementation of its aid
• Fragmentation and instability of administrative
  structures have weakened responsibilites

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The Key Objectives of the Relex Reform
Relex Reform

• Make significant improvements in the quality and
  efficiency of project management
• Substantially reduce the time taken to implement
  projects
• Ensure robust and efficient management procedures
• Improve the impact and visibility of the Aid

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The four main Components of the Relex Reform
Relex Reform

• Strengthening the Programming of Aid
• Integration of the project cycle from
  identification through full implementation of
  programmes and projects into one structure
  (EuropeAid) and dismantling Technical Assistance
  Offices (TAOs)
• Extensive devolution of project management to the
  Commissions Delegations
• A package of urgent measures to eliminate old and
  dormant commitments

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EuropeAid Co-operation Office
Board
Chairman Rt. Hon. Chris Patten
Chief Executive M. Poul Nielson
Members MM. Günter Verheugen, Pascal Lamy et
Pedro Solbes Mira
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EuropeAid Co-operation Office
Division of Responsibilities

• EuropeAid is responsible for the project cycle
  from identification through implementation
• DG Relex and DG Dev are responsible for the
  pluri-annual programming

Mettre en oeuvre lensemble des instruments d
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EuropeAid Co-operation Office
The six stages of the Project Cycle before the
Relex Reform
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EuropeAid Co-operation Office
Today
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EuropeAid Co-operation Office
Extensive Devolution
Anything that can be better managed and decided
on the spot, close to what is happening on the
ground, should not be managed or decided in
Brussels
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EuropeAid Co-operation Office
Progressive Extension in Devolution

• 2001 Devolution of Aid management in 23
  Delegations
• Croatia, YugoslaviaIndonesia, Thailand, India,
  ChinaEgypt, Morocco, Tunisia, Turkey, Westbank
  Gaza
• RussiaNicaragua, Bolivia, Brazil, Argentina,
  Mexico
• South Africa, Senegal, Ivory Coast, Kenya, Mali,
  Dominican Republic
• Objective Complete Devolution in 2004

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EuropeAid Co-operation Office
Internal Organisation of the Geographical
Directorates
Authorising Officer by delegation for programmes
covering the geographical area
Co-ordination of programming opinions Planning of
identification works Follow-up of programming
implementation Relations with Delegations
(including devolution)
Management of the project cycle from
identification through evaluation Signing of
contracts Liquidation of payments Technical
support to devolved Delegations
Opinions on financing proposals Preparation of
commitments Co-signing of contracts Payment orders
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EuropeAid Co-operation Office
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Priorities
Our Challenges

• Ensure the setting up of the Office
• Integrate the activities of the TAOs into
  Headquarters and Delegations
• Complete the devolution exercise
• Guarantee a high level of professionalism
• Continue the efforts towards harmonisation and
  simplification of procedures
• Set up an efficient information and management
  system

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And also
Our Challenges

• Identify, appraise and prepare financing
  decisions covering approximately 7 billion in
  2001

• Ensure the implementation of current projects and
  programmes (including evaluation and completion)

• Continue liquidation of old and dormant
  commitments

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Service contracts

• ? 200,000
• International restricted tender procedure
• lt 200,000 but gt 5,000
• 1 Framework Contract
• 2 Simplified procedure
• ? 5,000
• Single tender

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Service contracts

• Studies
• identification preparation of projects
• feasibility studies
• economic market studies
• technical studies
• evaluations
• audits
• Technical assistance
• technical advice
• manage or supervise a project

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Study contracts

• specify an outcome
• contractor provides given product
• global-price contracts

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Technicalassistance

• specify the means
• contractor performs tasks entrusted to it
• payment is dictated by the resources and services
  actually provided
• fee-based contracts

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Restrictedtender procedure

• Establish shortlist
• Invite and evaluate tenders from short-listed
  candidates
• Award contract

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Standarddocuments

• Phase 1 Shortlist
• Contract forecast
• Tender dossier
• Procurement notice
• Standard application form
• Long list
• Shortlist report
• Letter to candidates who have not been
  short-listed
• Shortlist notice

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Tender dossier

• Instructions to tenderers
• Shortlist of candidates
• Draft contract and annexes
• Tender submission form

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Key elements

• Terms of reference
• Award criteria

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Tender evaluation

• Evaluation Committee
• Tender opening session
• Evaluation
• technical offers
• financial offers(only for tenderers with average
  scores ? 80 points)
• Conclusion

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Approval

• Evaluation report
• Recommendation must be approved
• award contract
• cancel tender procedure

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Simplifiedprocedure

• Requires more time than Framework Contract
• no publication
• full tender dossier required
• minimum 30 days for submitting tenders
• evaluation
• If lt 3 compliant tenders are received, cancel
  procedure and start again

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Award contract

• Notify successful tenderer
• Sign contract
• Publish contract award notice

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Cancelling a tender procedure

• tender procedure has been unsuccessful
• fundamental alteration of project
• force majeure
• all technically compliant tenders exceed the
  financial resources available
• fair competition prevented

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Supplies

• ? 150,000
• International open tender procedure
• lt 150,000 but ? 30,000
• Local open tender procedure
• lt 30,000 but gt 5,000
• Simplified procedure
• ? 5,000
• Single tender

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Works

• ? 5,000,000
• 1 International open tender procedure
• 2 International restricted tender procedure (in
  exceptional cases)
• lt 5,000,000 but ? 300,000
• Local open tender procedure
• lt 300,000 but gt 5,000
• Simplified procedure
• ? 5,000
• Single tender

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Grants

• International Call for Proposals
• Local Call for Proposals
• Direct award