support entity in Ukraine.
A major factor of success for the overall imple-mentation of this project, will be the close monitoring including reporting towards the Enterprise Network PMU (EN PMU) on the preparation and implementation of the different Action Plans developed and executed by the EN Network members.
As such, draft-reporting guidelines have been developed, which should assist you and your respective counterpart in fulfilling the reporting requirements vis-a-vis the EN PMU.
Based on the various discussions held, it is pro-posed that during the overall implementation of the project, the activity-based local beneficiaries would provide the following two main documents to the EN PMU:
The First Action Plan
The First Action Plan defines the individual EN member's first three-monthly activity forecast to be submitted to the EN PMU for obtaining funding. It contains, among others, a review of the current situation, a description of the proposed activities and a financial and output performance analysis of the means required for funding the implementation of the activities planned in the first three months.
l he Action Plan Review and Planning Report is a combination of an ex-post analysis of the effective implementation of the previous period's Action Plan and a formulation of the upcoming three months Action Plan. It provides, among others, an overview and comparison on the activities and outputs planned and achieved, an overview and comparison on the financial means planned and used and the actual Action Plan for the next three months.
The forms and contents of the Action Plan and the Action Plan Review and Planning Report are provided in annexex of ABF Guide.
EC technical assistance inputs included 46.5 man months of long-term EU expertise, 6 man months of short-term EU expertise. In-country expenditures were approximately Euro 500,000 and covered ABF/FPC funding for the individual ADEs, Project Office running costs and the purchase of selected equipment (computers, furniture, telecommunication equipment) for the Association Resource Centre (ARC).
Materials and Documentation available
ABF Reporting Guidelines (turnkey) ADE Performance Survey Questionnaire (modification required)
SME Development Ukraine-Extension of the
ADE Network, SMEUK 9701 EXT,
Project Number - 00/0093.00
Donor - EU-Tacis
Counterpart - ADE Association (UABSC)
Implementation Period - 03.07.2000 till
o New training and counselling products and
services introduced within the project's ADEs
* Professional skills of ARC'S and Ukrainian
ADEs' staff enhanced.
o Reporting Guidelines & Funding Agreements
for ABF and FPC-based funding prepared and
individual Works Plans and corresponding
Funding Agreements for existing and new
Ukrainian contractors concluded and imple-
o SME Support Services provided through
existing and new Ukrainian contractors mon-
itored, evaluated and audited by ARC staff.
o Regional fact-finding missions identifying
new Ukrainian contractors carried out and up
to 9 new ADEs created.
o Ukrainian Association of Business Support
Centres (UABSC) created and operational
o BCC's Tacis-funded individual Work Pro-
grammes approved, implemented and moni-
tored by ARC.
For additional consultancy of the Model imple-mentation, the potential users could address Ukrainian Association of Business Support Centres (UABSC)
Mr. Ihor Kabuzenko. Executive Director
4 Pymonenko, Suite і 8 04050 Kyiv Ukraine Tel: +38 044 495 28 57 Fax: +38 044 495 28 57 e-mail: firstname.lastname@example.org
Printed version and electronic information on CD-ROM of ABD Turnkey Implementation Guide with ABF Reporting Guidelines and standard format templates in Ukrainian, Russian and English can be obtained, contacting EU Project in Ukraine improving of SME environment in Ukraine".
Electronic address: kyiv@,ismee.com.ua Web page: www.ismee.com.ua
In the field of design:
o EU expertise should ideally be maximised in
terms of EU long-term experts deployed and
the flexible deployment of "technical" experts
o A Network of Agency for the Developmen of
Enterprises needs to be managed by a well-
funded centrally-located management unit if
to be successful ABF and FPC have generat-
ed a greater "return on investment" than tra-
ditional institutional funding and have bro-
ught the financial support in line with local
market conditions thus avoiding the "traditio-
nal" distorting of me market
In the field of sustainability:
o Agencies for the Development of Enterprise
can normally not live from local market un-
less if deviates from its SME mission, espe-cially in the business generation activities
o It is important to clearly identify the different
income streams being "channelled" to the
local SME Providers and make sure that the
donor funds are clearly set against a set of
activities/outputs/evidence. The activities
funded can also cover internal organisational
o By clearly indicating for which purpose/acti-
vity donor funds are used, the danger of "dou-
ble-funding" is greatly minimised and it al-
lows the Service Provider to transparently
show to third parties why third party funding
will not entail "double funding"
o The level of activity funding by a donor sho-
uld immediately/gradually be put in line with
local market conditions
o An ever-increasing local client contribution
should be sought after though a donor/local
authority should be aware that certain activi-
ties will always require full/partial external
In the field of impact:
o Free-of-charge advice is not taken seriously.
This does not mean that all activities require
a client contribution. Refundable service gua-
rantees and/or commitment tests may suffice.
o As the service gets more and more professio-
nal, it is advised that the ADE develops or a
product or a sector speciality.
o The "lead time" for BDS support, is much
longer than initially anticipated arid the com-
bination of BDS support and "access to
funds" remains an important hindrance.
In the field of scale:
o Working with educational institutions for
business awareness events reaches the highest
number of participants.
o More "professional" courses require smaller
individualised training groups Individualised
client contactingachieves higher returns than
In the field of outreach:
o Client radius for a Agency for