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1 ICAP BULGARIA EU-GRANT ADVISORS OP COMPETITIVENESS.

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Presentation on theme: "1 ICAP BULGARIA EU-GRANT ADVISORS OP COMPETITIVENESS."— Presentation transcript:

1 1 ICAP BULGARIA EU-GRANT ADVISORS OP COMPETITIVENESS

2 2 2 ICAP GROUP Staff; Year of establishment: 1964 Leader in providing business consulting services in the South-East European Region Employees: in ICAP Group outsourced Main shareholders: Global Finance (79%) COFACE (14%)

3 3 3 ICAP GROUP Staff; At every link of the corporate value chain, there is a service provided by ICAP Group: from the initial business plan at the establishment of the company, to the organization and staffing, the market research, the continuous flow of business information, as well as our offering of outsourcing solutions. Today, ICAP Group provides a wide range of services and products which are grouped into 4 major Business Service Lines.

4 4 4 ICAP GROUP Staff; Credit Risk Services Business Information Credit Risk Management Receivables Management Marketing Solutions Online and Print Business Directories Sector Studies Contact Center Marketing Databases Google AdWords Market Research (TNS ICAP) Management Consulting Strategic and Business Planning Organizational and Operational Design Improvement Corporate Funding Project Management and Development Programs People Solutions Executive Search and Selection Employment Solutions Human Capital Consulting Training Solutions HR Outsourcing Solutions

5 5 5 CORPORATE FINANCE: A HOLISTIC LONG-TERM APPROACH Staff; OUR STRATEGIC PARTNER TOP TIER CONSULTING COMPANY THE BENEFITS Harness both international and local know-how Utilize best practices from international benchmarks, while taking into account the Bulgarian market particularities OUR SHAREHOLDER PIONEERED PRIVATE EQUITY IN SEE: Goodys, Chipita, Jumbo, Germanos, Nikas, ICAP, United Milk Company

6 6 6 OUR EXPERIENCE IN EU-FUNDED PROJECTS & PROGRAMS Staff; OTHER GRANT SCHEME No of PROJECTS TOTAL BUDGET() Rural Development Program816 million Public Projects million Value-added to Agricultural Products33 million SMEs (aid to SMEs)49Up to each OP COMPETITIVENSSBUDGET () ManufacturingOver 71 million Tourismover 65 million Logisticsover 6 million Othersover 11 million

7 7 PROJECT CYCLE - STAKEHOLDERS - DURATION Week 0 7 UP TO 6 MONTHS PROJECT PROPOSAL DEVELOPMENT MANAGING BODY Guidelines for application Methodology for evaluation Administrative check Evaluation of the project Investment Evaluation Collateral & Self-financing requirements opportunities BANK BENEFICIERY & THE CONSULTANT Eligibility & investment criteria Company profile & history Past project management experience Financial and human resource capacity Competitive position & marketing strategy Investment memorandum (description, financing, objectives, results, stages) Selection of subcontractors (min 2 offers) Detailed description of each execution activity Drafting of the budget (NPV of payments) Goals in line with horizontal EU policies Supplementary documents (declarations, etc.) Contract signature with the Management Body Request for advance payment (if needed) Tender procedure preparation Implementation of planned activities as per project proposal Strict compliance with the terms of the contract Submit all necessary documents for an intermediate payment Submit all necessary documents for a final payment Ensure the set goals are achieved Ensure required results are attained Loan issuance (principal & interest payments) Bank guarantee (advance payment)s Grant contract with the Beneficiary Project management guidelines Request for payment evaluation Payment of the Grant PROJECT IMPLEMENTATION UP TO 24 MONTHS

8 8 ELIGIBILITY SCREENING (COMPANY & PROJECT) INVESTMENT PLANNING (WITHIN ELIGIBLE RANGE) NPV OF GRANT PAYMENTS & KEY INDICATORS SELECTION OF RELIABLE SUBCONTRACTORS SUMBISSION OF THE APPLICATION FORM PACKAGE ELIGIBILITY SCREENING (COMPANY & PROJECT) INVESTMENT PLANNING (WITHIN ELIGIBLE RANGE) NPV OF GRANT PAYMENTS & KEY INDICATORS SELECTION OF RELIABLE SUBCONTRACTORS SUMBISSION OF THE APPLICATION FORM PACKAGE MAIN STAGES PROJECT PREPARATION: STAGES-PROBLEMS-SOLUTIONS CATEGORY OF ENTERPRISE NACE CODE THE MINIMUM INVESTMENT IS TOO HIGH ADMINISTRATIVE SPECIFICATIONS NOT MET THE PROPOSAL DOES NOT MEET THE OBJECTIVES UNCLEAR STAGES OF PROJECT IMPLEMENTATION CATEGORY OF ENTERPRISE NACE CODE THE MINIMUM INVESTMENT IS TOO HIGH ADMINISTRATIVE SPECIFICATIONS NOT MET THE PROPOSAL DOES NOT MEET THE OBJECTIVES UNCLEAR STAGES OF PROJECT IMPLEMENTATION POTENTIAL PROBLEMS

9 9 PROJECT PREPARATION: CRITICAL SUCCESS FACTORS Obtain professional advice for category of enterprise & NACE code Choose an eligible investment that satisfies the long-term needs Arrange a meeting with a bank for co-funding (if needed) Assign a project leader within the company Develop a realistic action plan and allow for delays Define clearly the technical specifications in the offers Reflect future market & economic changes in the budget Plan the reimbursement scheme (advance, intermediate and final) Describe the competitive position & capacity of your company Give correct contact details & regular check for incoming mail

10 10 GRANT (50%) SELF FINANCING (50%) PRELIMINARY LONG-TERM FINANCIAL PLANNING TOTAL ELIGIBLE INVESTMENT (100%) TOTAL ELIGIBLE INVESTMENT (100%) BRIDGE LOAN UP TO THE GRANT AMOUNT REQUIRED UP FRONT FINANCING FOR 100% OF THE INVESTMENT TO BE MADE REQUIRED UP FRONT FINANCING FOR 100% OF THE INVESTMENT TO BE MADE THE GRANT IS REIMBURSED AFTER THE INVESTMENT IS MADE LONG-TERM LOAN

11 11 PROJECT EXECUTION: STAGES – PROBLEMS – SOLUTIONS PROJECT IMPLEMENTATION ACCORDING TO GRANT CONTRACT INTERNAL CONTROL AND MONITORING TENDER PROCEDURES REPORTING AND REQUEST FOR GRANT PAYMENTS: ADVANCE ( up to 20% with bank guarantee) INTERMEDIATE (reporting of a completed stage) FINAL (completion of the project) PROJECT IMPLEMENTATION ACCORDING TO GRANT CONTRACT INTERNAL CONTROL AND MONITORING TENDER PROCEDURES REPORTING AND REQUEST FOR GRANT PAYMENTS: ADVANCE ( up to 20% with bank guarantee) INTERMEDIATE (reporting of a completed stage) FINAL (completion of the project) MAIN STAGES OF EXECUTION APPORVED ELIGIBLE INVESTMENT MIGHT BE LOWER LACK OF FUNDING FOR THE INVESTMENT % OF EXPENSES INCURRED PRIOR TO APPROVAL COMPLETED STAGES DO NOT MEET THE DESIRED GOALS INEFFECTIVE ORGANIZATION LONGER THAN PLANNED ACTIVITIES KEY COMPETITIVE INDICATORS NOT MET APPORVED ELIGIBLE INVESTMENT MIGHT BE LOWER LACK OF FUNDING FOR THE INVESTMENT % OF EXPENSES INCURRED PRIOR TO APPROVAL COMPLETED STAGES DO NOT MEET THE DESIRED GOALS INEFFECTIVE ORGANIZATION LONGER THAN PLANNED ACTIVITIES KEY COMPETITIVE INDICATORS NOT MET POTENTIAL PROBLEMS

12 12 PROJECT EXECUTION: CRITICAL SUCCESS FACTORS Project Organization: Form a team, set priorities & responsibilities Project viability if the approved investment & grant are reduced Bank loan scheme per contract specifications Tender procedures strict requirements to be followed Control any deviations from the approved project Implement all planned activities within the defined timeframe Ensure transparent reporting procedures (bank account, visits, etc.) Organize a file with all the project documents and keep it for 5 Years Ensure publicity and visibility of the project and audit of the expenses Ensure the key indicators of competitiveness are achieved

13 13 THE ROLE OF ICAP IN AN EU-FUNDED PROJECT To provide reliable information about the opportunities to obtain EU funding ICAP is an active member of the Bulgarian Association of EU-funded consultants and in this capacity we: protect the interest and rights of the beneficiaries establish an active dialogue between business & administration To support the candidate in EVERY stage of the EU Project Cycle until the FINAL absorption of the grant To mitigate project risks and maximize the possibilities of obtaining the subsidy

14 14 Gergana Pramatarova CONTACT DETAILS ICAP BULGARIA EAD 49, Bacho Kiro Str., 1202 Sofia, Bulgaria tel: , fax:


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