1. Vanguard meeting 18 July 2014 Ministry od Labour and Social Affairs

2. European Social Fund (ESF) One of the three structural funds of the European Union Represents a key financial tool for realization of the European Employment Strategy Programmes that allow drawing of finances from the ESF in the area of human resources in the period 2007- 2013 in the Czech Republic and in the region of Prague are:  OP Human Resources and Employment (OP HRE)  OP Education for Competitiveness (OP EC)  OP Prague Adaptability (OP PA )

3. Operational Programme “Human Resources and Employment “(OP HRE) Is focused on –retraining of the unemployed, active job market policy –professional training in companies –integrating socially excluded groups back into society –improving the quality of public administration –international cooperation in the mentioned areas Support non-investment nature projects Managing authority of OP HRE = Ministry of Labour and Social Affairs of the Czech Republic + structure of Intermediary bodies

4. OP HRE – budget, projects Individual projectsGrant projects submitted projects - budget (EUR) 1 750 128 209 2 676 474 249 submitted projects - number 903 15 150 financed projects - budget (EUR) 1 534 049 021 850 489 467 financed projects - number 662 4 736 Number of financed/submitted projects 73 % 31 % total allocation of the program (EUR) 2 226 736 946

5. Managing Authority - Ministry of Labour and Social Affairs of the Czech Republic Managing Authority (but it‘s more complicated than this):  ESF implemetation department („front office“) coordination of projects administration preparation of the calls for proposals, projects selection supervision and control of the process of projects administration communication with the project promoters  ESF management department („back office“) management, methodology, financial management, HR, reporting etc., front office processes as well + Intermediary bodies

6. Project cycle and typical demand Call for proposals Project selection Monitoring period 1 Monitoring period 2 Monitoring period X Project implementation Grant agreement Monitoring report + payment request project changes requests consultations project manager, financial manager

7. Analysis - what have we done Monitoring report - time from submission to payment to the client Demands from our clients Workflow - approval of the monitoring report

8. Monitoring report/payment request - time from submission to payment to the client

9. Call for proposals nr. 35

10. Call for proposals nr. 77 82 53 66

11. Next steps Focus on extreme cases, interpretation what happened Focus on points of changes, interpretation what happened Other suggestions?

12. Demands from our clients

13. Client demand analysis Started 23.6.2014 8 employees collect demands Communication channels: 1)Emails (282) 2)Telephones (10) 3)Standard mail (6) 4)On-line discussion clubs

14. Client demand analysis Basic Identification who send it email subject date Detailed information other/previous relevant communication identification of the relevant process details about the content of the demand value/failure demand was other consultation needed estimated time to solve it

16. Client demand analysis - emails

17. Next steps Data interpretation – categories of the demand are not consistent – suggestions? When do we have enough data? Monitoring of phone calls – technical difficulties Detailed analysis – suggestions?

18. value x failure demand

19. What is a value demand Questions from our clients on topics not described in our published manuals Consultations, questions on possible changes of the project -changes are regulated with general principles described in manuals, however application on a concrete case might be difficult Client consults a mistake caused by us Announcements from clients they are obliged to do

20. What is a failure demand Revised monitoring report (or it‘s parts) repeatedly sent, missing parts sent (most common demand, detail analysis will be needed) Questions on rules clearly described in our manuals, additional questions to our announcements to the client Client ask us for more time to submit the monitoring report Monitoring reports consist of declared cost, description of activities, etc, what if some part (client is not sure if it’s correct, for example travel expenditures) is send in advance for approval, before submitting the official monitoring report Monitoring report sent for our approval - normally is understood as value demand, what if the monitoring report is completely wrong from both the formal and content point of view

21. Workflow - approval of the monitoring report

22. 11 13 4 4 2 2 5 5 1 1 1 1 1 1

23. Next steps further analysis – suggestions?