Cross-border cooperation is hampered by H M Eligibility of some regions may be EC, MA, NA an unstable political situation in some suspended, transfer of funds to some regions and/or by regional conflicts regions may be suspended EU sluggish growth and continuing M L problems emanating from the debt crisis limit further economic recovery in BSB and development of business and entrepreneurship Programmatic and Institutional Risks ENI CBC new management and H M Identify potential bottlenecks, then AA, JMC, implementation modalities result in enhance capacity, ensure sufficient MA, JTS, NA, delays in programme start-up and resources and/or support adaptation EC implementation of procedures as needed to speed up programme implementation Decreasing interest from applicants in L L More efficient and timely procedures MA, JTS, JMC ENI CBC because of lengthy procedures are put in place for selection/contracting and grant payment Difficulties in finding partners limits M L Provide improved partner search MA, JTS, NA countries balanced participation in the tools and opportunities programme Limited capacity (including financial) of M L Communication is strengthened and MA, JTS, NA, project partners hampers project additional trainings are provided to JMC implementation enhance project management capacity of partners, project and adequate pre-financing issues are addressed if necessary Projects partners face implementation M M Procedures are revised and improved MA, JTS, NA, difficulties because of slow grant payment CCP procedures Financial losses at programme level M L Monitor and ensure that anti-fraud MA, AA, JTS, resulting from fraud or financial mechanisms put in place and NA, EC mismanagement programme audit and control measures function effectively, improve them as necessary 5.6 Programme logical framework The BSB programme logical framework presented in the following pages provides an overview of the strategy defisnition, including programme intervention logic, indicators of achievement and risks.
Cross-border cooperation is hampered by an unstable political situation in some regions and/or by regional conflicts H M Eligibility of some regions may be suspended, transfer of funds to some regions may be suspended EC, MA, NA EU sluggish growth and continuing problems emanating from the debt crisis limit further economic recovery in BSB and development of business and entrepreneurship M L Programmatic and Institutional Risks ENI CBC new management and implementation modalities result in delays in programme start-up and implementation H M Identify potential bottlenecks, then enhance capacity, ensure sufficient resources and/or support adaptation of procedures as needed to speed up programme implementation AA, JMC, MA, JTS, NA, EC Decreasing interest from applicants in ENI CBC because of lengthy procedures for selection/contracting and grant payment L L More efficient and timely procedures are put in place MA, JTS, JMC Difficulties in finding partners limits countries balanced participation in the programme M L Provide improved partner search tools and opportunities MA, JTS, NA Limited capacity (including financial) of project partners hampers project implementation M L Communication is strengthened and additional trainings are provided to enhance project management capacity of partners, project and adequate pre-financing issues are addressed if necessary MA, JTS, NA, JMC Projects partners face implementation difficulties because of slow grant payment procedures M M Procedures are revised and improved MA, JTS, NA, CCP Financial losses at programme level resulting from fraud or financial mismanagement M L Monitor and ensure that anti-fraud mechanisms put in place and programme audit and control measures function effectively, improve them as necessary MA, AA, JTS, NA, EC 5.6 Programme logical framework The BSB programme logical framework presented in the following pages provides an overview of the strategy defisnition, including programme intervention logic, indicators of achievement and risks.
Program%20Bazinul%20Marii%20Negre%202014-2020.docx