Publication: Magyar Közlöny
Issue: MK-2007-179 (Year: 2007, Number: 179)
Era: 2004-2010
Section: 217/1998. (XII. 30.) Korm. rendelet módosításáról
Paragraph Index: 76

3. Stra te gi es 3.1 Main Strategic Considerations The Swiss–Hungarian Cooperation Programme is part of a comprehensive national development planning that includes the structural and cohesion programmes of the EU as well as the programmes of the EEA and the Norwegian Financial Mechanisms. The Swiss Contribution shall be complementary to these programmes and mainly focus on Projects that are not or only partially covered by other financial sources. Main strategic considerations include: a. Focusing. The Memorandum of Understanding between the Swiss Federal Council and the Council of the European Union defines four funding guidelines for the Contribution: – Security, stability and support for reforms; – Environment and infrastructure; – Promotion of the private sector; and – Human and social development. These funding guidelines and the related focus areas provide a broad base for cooperation. Efficiency and effectiveness considerations, as well as concern for the optimal allocation and use of available resources, are important. Therefore, the Swiss–Hungarian Cooperation Programme shall have a clear strategic focus, guided by the following considerations: – Concentration on a maximum of eight focus areas in which at least 70% of the Contribution shall be spent (thematic concentration). The selection of the focus areas shall be need-based and take into account specific Swiss know-how. – Geographic concentration on two peripheral and less-developed regions (NUTS II) in which at least 40% of the Contribution shall be spent (geographic concentration). – Concentration on a relatively small number of Projects. b. Programme approach. A programme consists of component projects linked by a common theme or shared objectives. A programme approach shall be applied in focus areas which display several of the following characteristics: large financial Commitments; linking of different levels (national, regional, local); variety of actors; contribution to policy development; significant contributions to capacity building; and application of a common set of rules and procedures. A programme approach implies a delegated authority for decision making on individual projects. A programme approach includes: an initial assessment of the focus area; the definition of objectives, guidelines and budgets; a programme implementation plan; and a sector monitoring and evaluation concept. To assure efficiency and effectiveness, in general, the contribution to a specific programme shall represent a minimum amount of CHF 4 million. c. Individual project approach. An individual project approach shall be applied in a focus area in which stand-alone projects shall be implemented. To assure efficiency and effectiveness, the contribution for each project under the individual project approach shall represent in general a minimum amount of CHF 1 million. Higher minimal financial 2007/179. szám volumes may be agreed upon (see Chapter 5 of this Annex). Block Grant financing may provide a means to accommodate smaller projects (see Annex 3). d. Trans-national Projects. The Contribution may be used to finance trans-national Projects. e. Partners and beneficiaries. The Swiss–Hungarian Cooperation Programme shall include partners and beneficiaries from the public and private sectors, non-governmental organisations and other civil society organisations. f. Partnerships. Partnerships between Swiss and Hungarian partners are an enriching element of the Swiss–Hungarian Cooperation Programme. Cooperation and partnerships are strongly encouraged, especially in focus areas in which Switzerland may contribute particular experience, know-how and technologies. g. Flexibility. Flexibility and the possibility to react to opportunities require that initially only about 80% of the Contribution shall be allocated to particular focus areas and special items. Within two years after the beginning of the Swiss–Hungarian Cooperation Programme, a review shall assess thematic and geographic priorities, redirect the initial financial allocations as agreed, and determine the priorities for the not yet allocated part of the Contribution. h. Visibility. Visibility of the Swiss–Hungarian Cooperation Programme for Hungarian and Swiss citizens is an important aspect that may be taken into account when selecting and implementing Projects. Both Parties undertake to inform proactively on their cooperation. 3.2 Implementation Strategies a. Identifying Projects. Project identification significantly impacts the quality of the Swiss–Hungarian Cooperation Programme. Hungary is responsible for the identification of Projects to be financed by the Contribution. Switzerland can offer Hungary Project proposals. b. Setting Project selection criteria. Project selection shall be based on a clear set of criteria. General selection criteria shall include: – Responsiveness to the objectives of the Swiss–Hungarian Cooperation Programme; – Adherence to the principles of the Swiss–Hungarian Cooperation Programme described in Chapter 2 of this Annex; – Responsiveness to the strategic considerations outlined in Chapter 3.1 of this Annex; – Anchoring in the national development planning and, if possible, the National Strategic Reference Framework and the respective Operational Programme(s); – Innovation and/or the potential to offer new solutions that can be applied subsequently on a larger scale (pilot Projects); – Capacity of the Executing Agency; – Leverage potential (mobilisation of additional resources); – Feasibility in the given time-span; and – Sustainability of results. Specific selection criteria for each focus area may be formulated prior to starting the implementation of the Swiss–Hungarian Cooperation Programme. c. Supporting Project planning. Project preparation and detailed Project planning are of paramount importance for efficiency and effectiveness in Project implementation. Preparation support may be requested by Hungary or recommended by Switzerland and shall be financed through the Project Preparation Facility (see Annex 3). Should there be insufficient funds available in the Project Preparation Facility to prepare a specific Project, Hungary may request to transfer the required funds from the respective Focus area or from the not yet allocated part of the Contribution to the Project Preparation Facility. d. Enhancing implementation capacities. Successful Project implementation depends on the capacities of the implementing and monitoring organisations. If need be, capacity enhancement (organisational development, training, skills development) may be requested by Hungary or recommended by Switzerland and may be financed by the Contribution as an integral part of Project financing.

Source: https://magyarkozlony.hu/hivatalos-lapok/03a3691d8964d72ebfa37d752c695042b4075082/dokumentumok/b9b498cfff5f58dc150e6cc60951e08c6d1090ce/letoltes