151-170 Project Revision

ENPI CBC Mediterranean Sea Basin
2013 Annual Implementation Report

set up by the Autonomous Region of Sardinia as Joint Managing Authority
Partner States
Cyprus Egypt France
Greece Israel Italy Jordan Lebanon
Malta Palestinian Authority Portugal Spain Syria Tunisia
INDEX
IDENTIFICATION
A. TECHNICAL PART (Art. 28 IR)
B. FINANCIAL PART (Art. 28 IR)
ANNEXES:
ANNEX 1 - EXTERNAL AUDIT REPORT (Art. 31 IR)
- Expenditure verification report
- Audit report on JMA accounts
ANNEX 2 - INTERNAL AUDIT REPORT (Art. 29 IR)
ANNEX 3 - AUDIT PLAN FOR PROJECTS (Art. 30 IR)
ANNEX 4 - BANK ACCOUNT STATEMENTS
IDENTIFICATION
ENPI Cross Border Cooperation

Cooperation Area: Mediterranean
Operational Programme
Programming Period: 2007-2013

Programme Title: ENPI CBC Mediterranean Sea Basin
Date of approval by the European Commission:
Decision EC (2008) 4242 of 14.08.2010
Autonomous Region of Sardinia
Ufficio Speciale ENPI CBC MED
Joint Managing Authority
Via Bacaredda 184

09127 Cagliari - Italy
Email: enpi.med@regione.sardegna.it
Annual Implementation Report
Reporting year: 2013
To be approved by the Programme Joint Monitoring Committee through written procedure

APPROVED on -XQH
A. TECHNICAL PART
EUROPEAN NEIGHBOURHOOD AND PARTNERSHIP INSTRUMENT

CROSS BORDER COOPERATION PROGRAMME
ANNUAL REPORT OF THE JOINT MANAGING AUTHORITY

<2013>
TECHNICAL PART
Joint Managing Authority: <Region of Sardinia>
Date: 12/06/2014
Preamble ............................................................................................................................................... 3
1. Organization and activities of the managing bodies ................................................................... 4
1.1 Joint Monitoring Committee ........................................................................................................ 4
1.2 Project Selection Committee ...................................................................................................... 6
1.3 Joint Managing Authority ............................................................................................................ 9
1.3.1 Organisation of the JMA .................................................................................................. 9
1.3.2 Technical Assistance activities carried out in 2013 ....................................................... 10
1.4 Joint Technical Secretariat ....................................................................................................... 11
1.3.1 Organisation of the JTS ................................................................................................. 11
1.5 Branch Offices .......................................................................................................................... 12
1.5.1 Organisation of the Branch Offices ................................................................................ 12
1.5.2 Valencia Branch Office activities ................................................................................... 12
1.5.3 Valencia Liaison Office (ENPI CBC MED ETC MED) activities.................................. 14
1.5.4 Aqaba Branch Office activities ....................................................................................... 15
1.6 Difficulties encountered ............................................................................................................ 17
1.6.1 Main difficulties in project selection ............................................................................... 17
1.6.2 Main difficulties in project implementation ..................................................................... 18
1.7 Monitoring Arrangements ......................................................................................................... 20
2. Project Implementation ................................................................................................................. 22
2.1 Standard Projects (first call) ..................................................................................................... 22
2.1.1 Implementation overview ............................................................................................... 22
2.1.2 Main positive aspects and critical issues in the implementation of standard projects ... 23
2.2 Strategic Projects...................................................................................................................... 25
2.2.2 Main positive aspects and critical issues in the implementation of strategic projects ... 28
2.3 Standard projects (second call) ................................................................................................ 29
2.3.1 Negotiation of selected projects and signature of grant contracts ................................. 29
2.3.2 List of grant contracts awarded in 2013 ......................................................................... 30
2.4 Support to the implementation of projects by JTS and JMA .................................................... 34
2.5 National Control Systems ......................................................................................................... 36
3. Information and communication activities ................................................................................. 37
3.1 Overview of the 2013 Information and Communication Plan ................................................... 37
3.2 Achievements of the 2013 Information and Communication Plan ........................................... 39
1
Objective 1 - Communicate effectively to public opinion ........................................................ 39

Objective 2 - Guarantee transparency in the use of community resources ............................ 46
3.3 Overview of the 2014 Information and Communication Plan ................................................... 47
4. Capitalization process and preparation of the new Joint Operational Programme 2014-202048
4.1 Capitalization process............................................................................................................... 48
4.2 Preparation of the new Joint Operational Programme 2014-2020 ........................................... 49
5. Programme of activities to be implemented the following year ............................................... 52
Annexes .............................................................................................................................................. 55
PREAMBLE
According to Article 28 of Council Regulation (EC) 951/2007of 9 August 2007 laying down
implementing rules for cross-border cooperation programmes financed under Regulation
(EC) 1638/2006 every year the Joint Managing Authority (JMA) shall submit to the
European Commission by 30 June an annual report on the implementation of the Joint
Operational Programme approved by the Joint Monitoring Committee (JMC) and certified
by the audit report.
The present document, which is approved by the JMC through written procedure, is the fifth
Annual Report about the ENPI CBC MED Programme, covering Year 2013.
The Report includes a first general section on the organization and activities of the various
Programme managing bodies, including paragraphs on the main difficulties encountered
and on monitoring arrangements. It is followed by a second section detailing the activities
related to project implementation, providing information on the ongoing standard and
strategic projects as well as on the projects approved under the last call, which signed a
grant contract at the very end of 2013. A third section is specifically dedicated to the
Programme information and communication activities. The fourth section concerns the
Programme capitalization process and the developments in the preparation of the new ENI
CBC Med Programme for the period 2014-2020. Finally, the fifth section gives an overview
of the Programme indicative activity plan for 2014.
All the 95 projects financed under the three calls for proposals of the Programme were
ongoing during 2013, some of them reached their final phase, others have gone through
their most intense implementation phase and many others just started after an intense
contract negotiation process.
The activities related to daily assistance to projects, monitoring and assessment of
implementation reports and follow up of minor and major amendments required huge efforts
by the Joint Technical Secretariat (JTS) and the JMA, supported by the Branch Offices and
by the National Contact Points for specific national issues.
Moreover, the first semester of 2013 has seen the JMA and the JTS fully involved in
supporting the Project Selection Committee and the JMC in the final stage of the evaluation
and selection of the applications submitted under the last call for proposals.
Finally, the programming exercise for the preparation of the new 2014-2020 ENI CBC Med
Programme entered in a crucial phase in 2013, with an intense activity of the Joint
Programming Committee and under the coordination of the JMA, which was confirmed by
the participating countries in its role for the future Programme.
1. ORGANIZATION AND ACTIVITIES OF THE MANAGING

BODIES
1.1 Joint Monitoring Committee
The Joint Monitoring Committee (JMC) met only once during 2013. In particular, the eight
meeting of the JMC took place in Larnaca (Cyprus) on the 17th June 2013 and was
mainly focused on the approval of the final list of standard projects to be financed under the
last call for proposals of the Programme.
Based on the results of the evaluation carried out by the Projects Selection Committee and
following a presentation of the Full Application Forms recommended for funding, the JMC
took the following main decisions:
-
approval of the list of 38 standard projects to be financed, including 7 projects for

which a budget shift of 8.262.245,27 from Priority 3 to Priority 1 and Priority 2 was
decided and needed to be submitted to the European Commission for final
validation;
approval of a project reserve list valid until the end of October 2013.
In addition, the meeting was the occasion for the JMA and JTS to present to the JMC an
update on the implementation of ongoing standard and strategic projects, as well as an
overview of the capitalisation process, i.e. the cluster analysis and the thematic events to
be organised at the end of the year.
Besides the Cyprus meeting, the JMC was called to take a number of decisions via written
procedure (see table below) according to its Rules of Procedure.
Content of the written procedure
Dates
(from to)
Results
Updated composition of the PSC for the

Second Call for Standard Projects
20/03/2013
02/03/2013
Approval of
the
updated
PSC
composition (new Lebanese voting
member and new internal assessor)
Updated composition of the PSC for the

Second Call for Standard Projects
13/05/2013
23/05/2013
Approval of
the
updated
composition
(new
Maltese
Palestinian substitute members)
Annual Implementation Report 2012
04/06/2013
14/06/2013
Approval of the Annual Implementation

Report 2012
PSC
and
06/06/2013
16/06/2013
Approval of the recruitment of one

additional JTS Project Officer
Minutes of the 8 JMC meeting Larnaca,

th
17 June 2013
15/07/2013
29/07/2013
Approval of the minutes of the 8 JMC

meeting
Major changes to projects MED-ROUTE

and CulMe-WeOnCT (extension of project
duration)
19/07/2013
30/07/2013
Approval
changes
Major change to project JOUSSOUR

(extension of project duration)
06/08/2013
16/08/2013
Approval of the proposed major change
Major change to project ARCHEOMED

(extension of project duration)
05/09/2013
15/09/2013
Major change to project GOUVAIRNANCE

(substitution of the project Beneficiary)
20/09/2013
04/10/2013
Coverage of costs for the participation of

national delegates in the Programme
capitalisation events
02/10/2013
12/10/2013
Approval of the coverage of costs for

the participation in the capitalisation
events
Major changes to projects BioXplore and

USUDS (extension of project duration) and
DAC (extension of project duration, budget
shifts, change of outputs/results)
08/10/2013
18/10/2013
Approval
changes
of
the
proposed
major
Major changes to project NOSTOI

(substitution of a project Partner, budget
shifts, change of activities/outputs)
14/10/2013
24/10/2013
Approval
changes
of
the
proposed
major
Coverage of costs for the participation of

national delegates in the INTERACT ENPI
Annual Conference (Athens, November
2013)
22/10/2013
01/11/2013
Approval of the coverage of costs for

the participation in the Conference
Recruitment of one additional Financial

Officer within the JTS
25/10/2013
08/11/2013
Approval of the recruitment of one

additional JTS Financial Officer
Financing one additional project (the 39

project) taken from the reserve list of the
nd
2 Call for standard projects (priority 1)
31/10/2013
10/11/2013
Approval of the proposal to fund one

nd
additional project under the 2 Call for
standard projects and approval of the
related ENPI contribution
Change of project partnerships during the

negotiation of projects FRUIT-FLY NET
nd
and LOCAL-SATS (2 Call for standard
projects)
07/11/2013
18/11/2013
Approval of the proposed partnership

changes
Recruitment one additional Project Officer

within the JTS
th
th
th
of
the
proposed
major
Substitution of the project Beneficiary

during
the
negotiation
of
project
nd
MEDSEATIES (2
Call for standard
projects)
21/11/2013
01/12/2013
Approval of the proposed substitution of

the project Beneficiary
Change of project partnership during the

nd
negotiation of project SLOWMED (2 Call
for standard projects)
29/11/2013
08/12/2013
Approval of the proposed partnership

change
Terms of reference for a new selection

procedure for JTS staff to be launched in
2014
03/12/2013
17/12/2013
Approval of the Terms of reference for a

new selection procedure for JTS staff
Indicative Working Plan and Financial Plan

for 2014
19/12/2013
09/01/2014
(relaunched
from
22/01/2014
05/02/2014)
Indicative Working Plan and Financial

Plan for 2014
Major changes to projects ShMILE 2 and

MED-eGOV (extension of project duration)
20/12/2013
30/12/2013
Approval
changes
of
the
proposed
major
1.2 Project Selection Committee

The Project Selection Committee (PSC) for the Second Call for standard projects, formally
established in March 2012 and composed of 13 voting members1 (one from each
participating country), has carried out the evaluation of the Full Application Forms (FAF)
during the first semester of 2013 and finally delivered its Evaluation Report to the JMC for
the final award decision in June 2013.
Following the decision of the JMC (Lisbon, 4th and 5th December 2012) approving the
results of the evaluation of Concept Notes (Stage 1), 77 Applicants were invited to submit
a Full Application Form.
The Stage 2, concerning the evaluation of FAF, was opened from 18th December 2012 to
8th February 2013 and Applicants had 45 additional calendar days to submit the supporting
documents for the eligibility check (by 25th March 2013).
The main results of Stage 2 were:
Total submitted applications: 73;
Like in 2012, some of its members have been replaced in 2013 by decision of the JMC. For the updates
occurred in 2013, see section 1.1 of this Report where all JMC decisions are listed.
Applications gone under the opening session and admitted to administrative check:
73 (timing for the opening session: mid Feb. end of Feb. 2013) ;
Applications rejected for administrative reasons: 10 (timing for the administrative

check: end of Feb. - mid Mar. 2013) ;
Applications passed to quality evaluation: 63 (timing for quality evaluation: mid

March mid April 2013) ;
Applications rejected for quality reasons: 13 (because under the minimum score for
technical and financial capacity of the partnership) ;
Applications having passed the minimum quality thresholds and recommended to

eligibility check: 50 (timing for the eligibility check: mid April mid May 2013) ;
Applications rejected for eligibility reasons: 3 (mainly for lack of proof of the
existence of the organisation or lack of proof of the independence of a decentralized
office in an eligible region) ;
Applications recommended to the JMC to receive a grant: 31 and 12 in the reserve

list.
No problems were encountered during the opening session. The loss of some proposals,
meaning the difference in the actual number of applications received compared to the
number of Applicants invited to submit the a FAF, was mainly due to the withdrawal of
some project Partners which did not provide the Applicant with the needed documents to be
complete the application package (i.e. signed partnership statements). The rule on the
impossibility to modify the partnership composition between Stage 1 (Concept Note) and
Stage 2 (FAF) caused the loss of about 3-4% of FAF.
Concerning the administrative check the main cause of rejection was the fact that the
Applicant failed in sending a complete FAF dossier (i.e. all the partnership statements),
despite the fact that the JMA accepted also copies and scanned version of the partnership
statements to be integrated subsequently with the original ones (together with the
documents for the eligibility check). During the PSC meeting, the contentious cases were
brought to the attention of its members.
As far as the quality evaluation of FAF is concerned, the number of external assessors
contracted by the JMA was 23, out of the 64 assessors previously involved in Stage 1,
including those having performed better in the evaluation of Concept Notes (meaning
having followed the evaluation methodology with consistent comments).
The assessors attended a specific training session on the FAF evaluation methodology,
which was organised in Rome on 7th and 8th March 2013.
The Chairperson coordinated the external assessors and carried out the qualitative
assessment on the evaluations performed by them, supported by the internal assessors
divided for each priority/measure. All the evaluations delivered by the external assessors
were checked by the internal assessors and the PSC Chairperson in order to detect errors
in the evaluation methodology. The errors were then notified to the external assessors in
order to be reviewed.
After the quality evaluation was completed, the internal assessors carried out the eligibility
check of all projects having passed the minimum thresholds as well as of those potentially
subject to a reassessment by the PSC according to its rules of procedure (there were no
high discrepancies for automatic re-assessments). The eligibility check was carried out by
filling in a new template of eligibility check grid, with automatic links between the various
sheets.
At the end of this process, the Chairperson convened the PSC meeting on 28th 29th
30th May 2013 to examine the whole FAF evaluation process (administrative, quality and
eligibility checks). It was decided to have just one meeting instead of two (the first after the
quality evaluation and the second after the eligibility checks) in order to speed up the
process. The PSC met in order to review the conclusions of both the internal and external
assessors, to decide on any contentious case and to take the final decision on the projects
to be recommended for funding. The PSC reviewed the evaluation process according to the
criteria set out in the Guidelines for Applicants and following the procedures described in
the Guidelines for the evaluation and selection of project proposals adopted by the JMC.
The PSC approved and signed the Final Evaluation Report - including the results of the
opening, administrative, quality and eligibility assessment - and the list of projects to be
recommended to the JMC for receiving a grant.
The JMC met to decide on the final list of projects to be financed on 17th June 2013. In
particular the JMC approved 31 projects. Moreover, considering that the projects with the
highest scores in the ranking list were under priority 1 and 2 where no more funds were
available, the JMC adopted a proposal of Programme budget shift (above the 20%) to be
sent to the EC in order to adopt a new financial allocation per priority at Programme level.
In the meanwhile, the JMA received the mandate to start the negotiation with both the 31
approved projects and the 7 projects of the reserve list which could have been financed
only after the adoption of the new financial allocation by the EC.
The EC adopted the new decision on the Programme budget allocation on October 9th
2013.
Finally, in order to use all the available ENPI funds to finance projects, the JMA proposed to
allocate all the remaining funds under the second call for standard projects ( 1.339.071,13)
to finance another project from the reserve list, under the condition that the ENPI
contribution assigned to the said project had to be lowered compared to the original request
and the cofinancing by the partners increased of the same amount, in order not to alter the
total cost of the project. The JMC approved this proposal via written procedure on 11th
November 2013 and the Applicant accepted the condition to increase its co-financing to be
able to receive the funds.
All the 39 projects concluded successfully the negotiation phase and all the grant contracts
were signed by the 31st December 2013.
The table below shows the number of proposals invited to submit a FAF (December 2012),
the number of FAF received (February 2013) and those admitted to each step of the
evaluation (administrative check, quality evaluation and eligibility check) as well as the final
number of projects finally selected under each Priority.
1.3 Joint Managing Authority

1.3.1 ORGANISATION OF THE JMA
In 2013, no changes have occurred in the JMA organisation comparing to the previous
year, except for the replacement of one officer within the Operational management Unit.
See Table 1 JMA organizational chart (annexed to this Report).
The JMA activities linked to the projects selection process, as well as to project
implementation and monitoring, are described in the specific sections of this Report. The
following paragraph includes more details concerning the JMA technical assistance
procedures.
1.3.2 TECHNICAL ASSISTANCE ACTIVITIES CARRIED OUT IN 2013

In 2013 different administrative procedures were launched and/or closed by the Operational
Management Unit, for the purchasing of goods and services (according to the Italian law on
the public procurements - Legislative decree n 163 of 12 April 2006).
The new technical assistance procedures approved in 2013 are listed below.
a) Contract with a travel agency. A new contract was signed on 16th of September 2013
with a travel agency for booking and issuing travel documents for the collaborators of the
Managing Authority and the staff of the Joint Technical Secretariat. The service contract, for
an amount of 198.000,00, was signed following a public tender based on article n. 125 of
legislative Decree n.163/2006.
b) JPC meetings and communication events of the Program. A negotiated procedure
according to article n. 57, letter a) of legislative Decree n. 163/2006 was made for the
extension of the contract with the service provider already in charge of the organization of
Joint Monitoring Committee meetings and Programme communication events. The contract
extension covers the additional services related to the organisation of the Joint
Programming Committee meetings, for an amount of 161.379,41. The contract extension
was signed on 19th of November 2013.
c) Contract renewal for organisation of JMC meeting and communication events. A
negotiated procedure according to article n. 57, letter b) of legislative Decree n. 163/2006
was launched in December 2013 for the renewal of the contract with the service provider
already in charge of the organization of Joint Monitoring Committee meetings and
Programme communication events. The renewal of the contract covers similar services
related to JMC meetings and communication events, for an amount of 999.560,00 (the
new contract was signed in April 2014).
d) Renewal of contracts with external experts. Some contracts with the collaborators of
the Managing Authority (3 persons) and the staff members of the Joint Technical
Secretariat (four persons) expired in 2013 and were renewed. In fact, all collaboration
contracts within the JMA and JTS covered an initial period of three years allowing for a
renewal of the same duration.
e) New selection procedure for JTS staff. On 17th December 2013 the Joint Monitoring
Committee approved the launching of a new selection procedure for the various profiles
within the Joint Technical Secretariat and approved the related terms of reference. The
public notice was prepared and went through the internal administrative steps for its final
approval in the first months of 2014.
Furthermore, the following contracts signed in the previous years were still in progress in
2013 and were managed by the JMA Operational Management Unit:
10
Contract concerning the annual ex-post external audit services per projects sample
(art. 30 and 37 of the Implementing Regulation (EC) No. 951/2007);
Contract concerning the annual external audit services for Technical Assistance
expenses and payments to the beneficiaries of the projects (art. art. 31 of the
Implementing Regulation (EC) no. 951/2007);
Contract for the organization of the Project Selection Committees of the 2nd call for
standard projects;
Contract for services related to the capitalization process of the ENPI CBC Med
Programme 2007/2013 and to the programming phase 2014/2020, in particular for the
selection, contracting and supervision of the three experts supporting the Programme
bodies in the capitalisation activities and in the preparation of the new Programme ENI
CBC Med 2014/2020;
Contract for stationery supply;
Contract for planning and realization of the Programme Monitoring System;
Contract for the service of development and maintenance of the Programme website
and intranet restricted area;
Contract for graphic design services;
Contract for printing services and delivery of information material;
Contract for the organization of Joint Monitoring Committee meetings and

communication events of the Programme.
1.4 Joint Technical Secretariat

1.3.1 ORGANISATION OF THE JTS
During 2013 the JTS structure was integrated with two additional project officers
(contracted respectively in February and September) and one financial officer (contracted in
December), owing to the fact that new projects were selected within the framework of the
second call for standard projects and their implementation is proceeding in parallel with the
projects of the first call and with the strategic projects.
Moreover, two of the previous financial officers resigned, and were replaced soon after (in
March and September). See Table 2 JTS organisational chart annexed to this Report.
The JTS staff supported the JMA in its daily activities and provided assistance to projects
beneficiaries and partners for the implementation of projects. The various activities carried
out by the JTS, which are linked to the different phases of projects life (evaluation and
selection process, negotiation of grant contracts, implementation and monitoring of selected
11
projects, evaluation of projects reports), are described in the specific sections of this
Report.
1.5 Branch Offices

1.5.1 ORGANISATION OF THE BRANCH OFFICES
No changes have intervened in the composition of the staff of the Aqaba Branch Office in
2013.
Concerning to the composition of the Valencia Branch Office, the contracts of the
Coordinators of the Branch office and Liaison Office expired in September 2013. Since
then, their tasks have been ensured by an interim Coordinator, part of the permanent staff
of the Generalitat Valenciana.
1.5.2 VALENCIA BRANCH OFFICE ACTIVITIES

The following activities were carried out in 2013 by the Valencia Branch Office.
Support to projects: kick-off meetings and events
The Valencia Branch Office has supported the Joint Managing Authority (JMA) and Joint
technical Secretariat (JTS) in the monitoring of the running projects mainly through the
participation in kick-off and other related projects meetings.
In this regard, the BO contributed to the following meetings by introducing the Programme
and its results as well as the role of the BO:
Kick-off meeting DIDSOLIT-PB strategic project. Barcelona (Spain), January 17th18th.
Kick-off meeting RAMUD standard project. Barcelona (Spain), January 28th-29th.
Kick-off meeting MED-SOLAR strategic project. Barcelona (Spain), February 4th-5th.
Kick-off meeting SCOW strategic project. Barcelona (Spain), March 13th -14th.
International Conference SCOW strategic project. Barcelona (Spain), June 12th. The
Valencia Branch Office was invited to participate by presenting the state of play of
the Programme and the Cluster Analysis.
Kick-off meeting UMAYYAD project. Granada (Spain), June 24th-26th.
2nd call for standard projects

In 2013 the staff members of the Valencia BO were fully involved as internal assessors of
the 2nd Call for Standard Projects by carrying out both the administrative check and the
12
quality check of the assessments performed by the external assessors. In particular, for the
administrative check, the BO staff worked at the premises of the JMA in Cagliari from
February 17th to 23rd.
Other events
The Valencia Branch Office, in collaboration with JMA/JTS, organized the Capitalization
Event Cluster on sustainable development and spatial planning, held in Rome on
November 26th 2013.
Participation in Programme internal meetings
2nd Joint Programming Committee meeting. Rome, March 4th - 7th.
Training Session for Strategic Projects Beneficiaries. Rome, April 21st -24th. The BO
presented its main activities and the potential ground for collaboration with project
Beneficiaries.
8th Joint Monitoring Committee meeting. Larnaca (Cyprus), June 16th -18th.
3rd Joint Programming Committee meeting. Barcelona, September 29th - 30th.
Joint Programming Committee - Head of Delegations meeting. Rome, December

17th.
Participation in other events organized by third parties

The Valencia Branch Office participated in external events organized by third parties in
order to present the opportunities offered by the Programme and the results achieved:
- European Funds for Cooperation, Seminar organized by Valencia Government
(Conselleria de Bienestar Social). Valencia, June 25th. The Coordinator of the Valencia
BO gave a speech on Neighbourhood Funds for Mediterranean Cooperation.
- European Cooperation Day, Muestra del Cine Europeo y de Pases Vecinos de la
UE. Valencia, September, 18th.
Internal activities
The Valencia BO carried out internal activities corresponding to the day to day working task
and based on the framework of the mutual collaboration with the JMA/JTS/NCPs.
13
Info Point: Valencia Branch Office acted as an Info Point of the Programme for the
Western Mediterranean cooperation area, answering questions related to the open
call for proposal and the project evaluation procedure, the activities carried out and
the events organised by the Programme.
Contact database: The Valencia Branch Office has created a contacts and
potential beneficiaries database using part of the contacts of the Liaison Office,
participants in seminars or people who directly contacted the BO. The most
important contribution has been the creation of a joint data base in collaboration with
the Aqaba Branch Office, with more than 2.850 contacts from all around the
Mediterranean Sea Basin. They represent local, regional and national public bodies,
Universities, development agencies, public and private foundations, civil society
associations, NGOs and consultancies.
-
Fact sheets: The Valencia BO has fully contributed to the drafting of the fact sheets
presenting the 19 Strategic Projects published in the Programme website. The
content was drafted by using the Concept Note, Project Summary, Full Application
Form and the Logical Framework of each project.
Reports: The Valencia Branch Office has elaborated several reports requested by
JMA and JTS, apart from contributing to the annual reports related to the
Communication and Information Plan, Working Plan and Financial Plan.
Projects websites monitoring: The Valencia Branch Office has been also working
on a weekly monitoring of the projects websites from the 1st Call for Standard
Projects. The output of this activity is a weekly report briefly describing the following
items related to running projects:
Events, conferences, steering committees, courses, trainings, field visits

planned
Opportunities from the projects (call for tenders and vacancies)
Publications, studies, research works
Articles in the press concerning the projects
Updates on implementation, News, activities, results achieved.
The information contained in the report has been used to enhance the visibility of
projects on the Programmes website through articles published. This monitoring
report was jointly prepared by both BOs and shared every week with JMA.
1.5.3 VALENCIA LIAISON OFFICE (ENPI CBC MED ETC MED) ACTIVITIES
The Valencia Branch Office also acts as a Liaison Office (LO) with the transnational MED
Programme in order to find out synergies and common aspects to be jointly developed.
The Liaison Office supported the workload of the Branch Office and shared its activities, its
contribution being particularly relevant to the information campaign (information seminars)
and to the administrative check of the concept notes under the second call for standard
projects. Besides the activities mentioned above, the LO implemented and participated in
the following specific activities:
During 2013, the Liaison Office has been involved in the preparation of the next
programming period thanks to its participation in the MED Programme Task Force and in
the ENPI CBC MED Programming Committees. The Liaison Office attended the meetings
14
of the MED Task Force and reported to ENPI CBC MED JMA in order to ensure efficient
exchange of information.
The Liaison Office attended the ENPI CBC MED Joint Programming Committee in Lisbon
(December 2012) and Rome (March 2013) and also attended the MED Task Force in
Marseille (December 2012), Lisbon (March 2013), Brussels (May 2013), Marseille (July
2013) and Athens (September 2013).
In the framework of the Second Call for Standard Projects, the Liaison Office realized an in
depth double funding analysis in order to make sure that the ENPI projects to be approved
were complementary and not overlapping with the projects approved under the MED
Programme. The results of this analysis were integrated in the ENPI Project Selection
Committee Report and presented to the Joint Monitoring Committee in charge of approving
the final list of projects.
The Liaison Office has also been involved in the Capitalization Thematic Meetings of the
ENPI CBC MED Programme by supporting the organization of the events.
1.5.4 AQABA BRANCH OFFICE ACTIVITIES

The activities of the Aqaba Branch Office implemented during 2013 focused on the
execution of tasks listed in the Information and Communication Plan and Work Plan for the
year 2013 approved by the JMC.
Supporting projects partners/beneficiaries
The Branch Office launched a tender to organize training events (technical seminars) at
national level for project partners and beneficiaries on the issues related to Project
Management, Reporting and expenditure verification, as follows:
Beirut/Lebanon, 24th Oct. 2013
Cairo/Egypt, 19th-20th Nov. 2013.
About 180 participants, representing projects managers, communication and financial

officers and the external auditors, took part in these events. The evaluation for each event
was done by distributing on-line questionnaire to the participants. Beside this, the materials
presented during such events have also been distributed.
The Branch Office participated in various project steering committee meetings, including 3 rd
SC of SHMILE2, MESP, STS-MED, MIDEMP, T-NET, NEWCIMED, CUSTOM MED, MEET
and ENSIAP.
Besides these, the Branch Office participated in different technical meetings and events
organized by the projects, i.e. awareness workshops on Eco-Labelling organized by
SHMILE2 projects in Amman, Aqaba and Dead Sea, introduction workshop for MESP
project in Aqaba, MEDSOLAR introductory workshop in Amman, technical meeting for
CUSTOM MED project in Beirut and ENSIAP Steering and Technical meetings in Athens.
15
The BO coordinator represented the Programme in the conference entitled Eco-labels for
Hotels in the Mediterranean Region: Experience Sharing among South Mediterranean
Countries organized by ShMILE2 Project at Bibliotheca Alexandrina (Egypt) on 11th-13th
March 2013. During the event, the opportunities offered by the Programme on the
conference subject were presented.
Participation in Programme meetings
II Joint Programming Committee meeting. Rome 5th-6th March 2013.
Training of external assessors for the 2nd Call of Standard Projects. Rome 7th March
2013.
Training of beneficiaries from the Strategic Projects. Rome 22nd-23rd April 2013.
Project Selection Committee meeting (2nd Call Standard Projects). Cagliari 28th-30th
May 2013.
VII Joint Monitoring Committee. Cyprus 17th June 2013.
III Joint Programming Committee meeting. Barcelona 30th Sept 2013.
National Consultation meetings between JMA, INTERACT and Jordan authorities on

new ENI CBC MED 2014-2020 programming phase. Jordan.
Participation in Capitalization Event (Sustainable Development and Spatial Planning).

Rome. 26th Nov. 2013.
Implementation of Information and Communication Plan
Organization of the Programme Capitalization Event dedicated to Environmental

Challenges, which took place in Amman on 29th October 2013.
Organization of a conference under the title European Union support to efficient

water management in Jordan in the framework of the European Cooperation Day
2013. The event took place in Amman on 24th September 2013. The ENPI CBC Med
Programme and its contribution in the water sector was presented to the Media,
Governmental Organizations and NGOs with a focus on ENSIAP, ACCBAT and
MEDOLICO projects. Besides the presentation of the projects, the event addressed
the challenges and opportunities of water management in Jordan.
Participation of the BO Coordinator in World Water Day and presentation of the

Programme contribution in improving water management in the participating
countries. The event took place in Rome on 20th November 2013.
Organization of national consultation meetings between JMA/JTS/BO/Egyptian

Delegation and JMA/JTS/BO/Jordanian Delegation on the new ENI CBC Med 20142020 programming phase.
Participation of the BO coordinator in some events in Jordan in order to contribute to

the promotion of the Programme: these include various info days at Petra, University
of Mutah and other eligible regions and Governmental Organizations in Amman.
16
Several technical meetings of the BO coordinator with the representatives of the

Ministry of International Cooperation to update about the Programmes state of play
and new perspectives under ENI CBC Med 2014-2020.
Cooperation with National Contact Points to address issues related to project

implementation in collaboration with the JMA.
Additional BO activities
The BO coordinator participated in the opening session and administrative check for
the Full Application Forms shortlisted under the 2nd Call for standard projects.
Cagliari, 17th-22nd Feb 2013.
The BO met the team leader of the ROM mission and organized a meeting with some
running standard projects.
The BO replied to many clarification emails and requests regarding technical

information on the second call for standard projects and projects implementation.
The BO Coordinator participated in HORIZON 2020 Workshop to present the

Programme with a particular focus on research and environment issues. Amman,
17th-18th April 2013.
The BO coordinator represented the Programme in the Global Conference on

(Renewables and Energy Efficiency for DEsert Regions-GCREEDER 2013) which
was held at the University of Jordan (Amman) on 10th-12th Sept 2013. During the
event, the opportunities offered by the Programme on the conference subject were
presented.
1.6 Difficulties encountered

1.6.1 MAIN DIFFICULTIES IN PROJECT SELECTION
Some difficulties have been encountered during the project selection process regarding the
last call for proposals. They are summarised below.
Quality evaluation of Full Application Forms
The use of external assessors proved to be effective in guaranteeing the impartiality and
the equal treatment of projects. Even though, in some cases, they faced some difficulties in
fully understanding the proper methodology to assess some technical criteria requiring the
interpretation of specific Programme rules (cross-border impact, the financial criteria,
sustainability and budget of the proposals), the qualitative check performed by the PSC
chairperson and the internal assessors allowed to detect the inconsistencies in the
comments and to send them back to the external assessors in order to be coherent with the
17
evaluation methodology. However this required a lot of efforts besides the training made to
the external assessors.
For the future programme the selection criteria will have to be revised (and more strict) and
the JMA will invest more for their training to ensure a full knowledge of the Programme
rules.
Eligibility check
Despite the limited number of projects to be checked, the number of supporting documents
to be analyzed remains the main problems in terms of timing. Many Applicants did not fully
understand which documents they had to submit for the eligibility check leading to requests
of clarification.
The cases of rejections for eligibility reasons concerned project partners and many
Applicants complained with them after discovering that their project was rejected for
eligibility reasons. An appropriate mechanism should be found in order to avoid these cases
of non eligibility.
The internal assessors faced difficulties in verifying the compliance with one or more
eligibility criteria. This was due to the specificities of the national internal organization within
a participating country or to specific documents which had national legal criteria to meet
(unknown for the internal assessors). The PSC composition representing all the
participating countries was important to solve the doubts on the eligibility.
1.6.2 MAIN DIFFICULTIES IN PROJECT IMPLEMENTATION

Problems related to eligibility rules and reporting
Overall the project implementation entered in its crucial phase with all projects contracted
under the first two calls (standard and strategic). By carrying out technical seminars for
project partners in Lebanon (October 2013) and Egypt (November 2013) on reporting and
expenditure verification, the JMA and the JTS realized that many organizations have still
very little knowledge of the project eligibility rules such as:
Public procurement, including rule of origin and nationality;
How to properly calculate staff costs (confusion on the salary normally born);
How to calculate per diem;
Moreover, during the preparation of the interim reports, the following issues are still not
completely clear to many organizations:
18
How to calculate the 70% threshold to request further pre-financing;
Exchange rates;
Methodology to be followed by the external auditors when checking some

expenditures.
Filling in interim reports properly, including Expenditure Verification Reports by the

external auditors.
The JMA decided to invest a lot of efforts in carrying out technical seminars at national level
in order to support the project Beneficiaries and partners and help improving the quality of
the reporting. The same initiatives carried out in Lebanon and Egypt in 2013 have
continued in 2014 to cover all Mediterranean Partner Countries and EU Countries (a
seminar will take place in each participating country by September 2014).
It has to be pointed out that the administrative burden caused by the application of the rule
of origin and nationality has been reduced thanks to the note issued by the European
Commission on 14 February 2013, allowing an important derogation to this rule for projects
receiving co-financing from a public entity of an EU member State.
Problems related to national specificities
The JMA has taken steps with the Lebanese Government and the European Commission
trying to identify a solution to overcome a problem affecting national Lebanese authorities,
in particular the strong delays in the transfer and management of the first pre-financing due
to a centralized system managed by the Lebanese Ministry of Finance. The Lebanese
National Contact Point was not able to find a definitive and effective solution to this
problem, also due to the instable political situation in the country. During 2013, the situation
was unblocked for a limited number of projects; however, this remained a crucial issue for
the Programme in 2014 as well (a possible alternative solution was proposed by some
projects and shared with the EC at the beginning of 2014).
Some serious difficulties affected also local authorities in Tunisia, which have experienced
delays in the management of funds allocated to them and consequently in the
implementation of the activities to be carried out. In fact, the Tunisian municipalities could
not use the amounts transferred to them by the Beneficiaries due to national procedures set
out between the Ministry of Finance and the Ministry of Interior affairs. A definitive solution
to this problem is expected to be found in 2014, thanks to the support of the Tunisian
National Contact Point and of the commitment of the concerned national authorities.
Moreover, many Tunisian research institutions participating in the projects had problems in
managing directly the funds due to the heavy administrative procedures and therefore they
decided to involve a public governmental Agency in the financial management of their
project budget. However, the amount charged by such Agency as a fee for its services was
sometimes too high to be accepted and this created problems to the concerned partners
and, more in general, to the projects. The Tunisian National Contact Point has been
supporting the JMA and the concerned partners trying to find a solution; negotiations
between the concerned parties are still ongoing in 2014.
19
1.7 MONITORING ARRANGEMENTS

Since the beginning, the Programme structures started collecting, analysing and using the
various information needed for the day-to-day management and decision making of the
Programme. Given the quantity of data and the complexity of procedures related to the
implementation of the funded projects, the management bodies decided that an IT system
should be implemented in order to enhance and standardize the monitoring and evaluation
activities of the Programme.
The development of the main functions of the integrated Programme Monitoring System
began in march 2012 based on the experience gained with the two existing IT tools already
used by the JMA and JTS (one for projects selection and the other one for accounting
management). A first version of the system, containing the basic tools allowing the JMC to
follow the implemented projects, was presented during the meeting of the JMC held in
Athens in May 2012.
After that initial test phase, the development went on following the feedback from the
national delegations, as well as the recommendations of the ROM mission and the EC audit
reports received in 2013.
During 2013, the structure and functioning of the system was also presented in detail to the
national JMC delegations of Lebanon and Egypt at the occasion of the technical seminars
organised in the respective countries in October and in November. The same has been
done for other national delegations in the first semester of 2014 and other seminars are due
to take place within the end of the year.
In 2013, the system has been used daily by the JMA and JTS in relation to:
Programme management and decision making with reports and statistics;
Projects monitoring and reporting (6-month reports and interim reports with request
of further pre-financing);
Digital archive of documents concerning Projects implementation and contract

amendments;
Procedural system to perform all the administrative tasks related to the payments
Following that intensive use, the JMA and the JTS were able to identify possible areas of
further development of the IT system with the aim to facilitate their day-to-day activities, to
support managing bodies in the decision making process but especially to facilitate the
Beneficiaries in their tasks of reporting and managing the project budget.
To this end, in December 2013 the JMA proposed to the JMC in the framework of the
approval of the indicative Working Plan and Financial Plan for 2014 - to approve an extra
budget to develop three specific macro areas of the monitoring system, as better detailed
below.
20
In particular, the development of the first macro area will allow the Beneficiaries to input
their list of expenses directly online, allowing the managing bodies to get an immediate
overview on how the projects are performing in terms of use of funds. Moreover the direct
access to the system by the Projects will speed up the reporting process avoiding some
troubles with the import of the Excel files into the system and so focusing the work of the
JTS financial officers on the financial issues and not to computer related tasks.
Another macro-area of development will consist in the technical integration of the
monitoring platform with the public website that will allow to query (by country, priority,
keywords, etc.) the project database and so to show the updated information to the large
public in order to increase the visibility and the transparency of how the Programme funds
are being spent.
The last macro-area of development is related to the new reports and statistics on
aggregated data coming from the 736 actors involved in the 95 approved projects and to a
closer monitoring of the projects activities by the JTS officers by using a system of alerts
and shared calendar with the beneficiaries.
Moreover, a part of the allocated extra budget will be kept as a reserve to be dedicated to
new possible functions that might be requested in the future by the JMC delegations, in
order to ensure that the monitoring system can easily be adapted to new requirements until
the end of the Programme lifetime.
Besides the daily monitoring of ongoing projects performed by the JTS and the JMA
through both the IT system and other tools (like requests for information or documentation,
review the projects website, participation in project events), another important point to be
mentioned in relation to the Programme monitoring activities was the Results Oriented
Monitoring (ROM) review mission conducted by a Consortium led by IBM Belgium charged
with the system of the Implementation of EU Projects and Programmes (contracted by the
European Commission DG DevCo).
The ROM missions took place between October and November 2013. The JMA and JTS
met the ROM team in Cagliari on 17th and 18th October 2013 and provided them with all the
information requested to organise their monitoring visits to twelve projects (both standard
and strategic ones) and to better understand the projects objectives and expected results.
The ROM experts also met Branch Offices and National Contact Points in the in the various
participating countries.
The reports delivered by the ROM experts are available on the Programme monitoring
system together with all relevant documents concerning the evaluation of the projects made
by the JTS officers during the assessment of the Interim reports sent by the beneficiaries.
For detailed information on project implementation, see Section 2 of this report.
21
2. PROJECT IMPLEMENTATION
2.1 Standard Projects (first call)
2.1.1 IMPLEMENTATION OVERVIEW
By the end of 2013, twenty-eight out of the thirty-seven projects of the first call for proposals
had reached 24 months of implementation, eight had reached 18 months and only one had
reached 14 months.
Two projects (HELAND and FISHINMED), which had experienced difficulties since the
starting phase of implementation in 2012, received their first prefinancing in 2013, after
having provided to the JMA the requested documents proving the recruitment of the
external auditor.
With regard to this year of implementation, twenty-six projects had declared having reached
the 70% threshold to request the second pre-financing. Thus, they have been provided with
the necessary reporting templates by the JTS.
However, only sixteen projects submitted their interim reports by the end of December
2013, out of which ten have been processed and have received the second prefinancing.
The remaining projects not having submitted the Interim report have been otherwise
monitored thanks to the different tools used by the JMA and JTS to follow the
implementation of the projects. In particular, most of the projects have submitted a six
month report including detailed information on the main activities and budget headings. This
monitoring tool allows to carry out an overall assessment of the up-to-date effectiveness
and to identify corrective measures, if needed. The six month reports are uploaded and
imported in the Programme Monitoring System.
Besides, in 2013 the JMA has launched a monitoring exercise requesting to all running
projects a State of play report. This is a synthetic report focusing on financial issues, aiming
at identifying the incurred level of expenditures and the main problems encountered, if any,
by each project partner in the use of its available financial resources. Therefore this report
supports an indicative assessment of project efficiency. All projects submitted the
information requested by November 2013.
Two projects have concluded their implementation period in 2013: JOUSSOUR and
NEWPER. The remaining six projects that were supposed to end in 2013 (USUDS, CulMeWeOnCT, ArcheoMED, MED-ROUTE, DAC, Bio-Xplore) have requested and obtained an
extension of the project implementation period until 2014.
22
In October 2013, the European Commission has commissioned a group of experts to

conduct a Result Oriented Monitoring (ROM) on twelve running projects including five
standard projects of the first call for proposals. The most important point raised by the ROM
mission concern the level of expenditure of these projects, as most of the projects of the
first call were under spending. From a technical point of view, 75 % of the visited projects
were underway achieving their results, and 25% faced difficulties in doing so.
2.1.2 MAIN POSITIVE ASPECTS AND CRITICAL ISSUES IN THE IMPLEMENTATION

OF STANDARD PROJECTS
In 2013, several projects have reached the final phase of the implementation and produced
interesting outputs.
Among others, DAC (Dramaturgie Arabe Contemporaine) has carried out the translation
from Arabic into French of seven contemporary theatrical texts, three of which were
selected to be staged by Arab artistic teams. These theatrical creations were presented in
public from 27 November to 1 December 2013 in Marseille, thus contributing to the visibility
of the program for the general public.
Another project which in 2013 has reached some remarkable results is JOUSSOUR that
has realized 12 documentary magazines on best practices in the field of environment in the
cross-border regions of the Mediterranean basin. The documentaries have already been
widely distributed by several television stations, some of which are external to the project
consortium. Hence, the dissemination of the project results exceeded Mediterranean
borders thanks to the promotion carried out by the networks of project partners.
The project MAPMED, which aims at monitoring and reducing marine pollution within and
around Mediterranean touristic ports through an integrated multidisciplinary approach, was
outlined by the ROM in positive terms for having made a truly collaborative effort across
four countries of the cooperation area.
Besides, MEDOLICO project was mentioned in a speech given by the EU Commissioner for
Enlargement, Mr. tefan Fle, during the European Cooperation Day in September 2013,
as a positive example of cross border cooperation.
The JMA and JTS have followed up to the main critical issues identified during the
implementation of standard projects in 2012 that were still relevant in 2013, as illustrated
below. Some other issues related to national (Lebanese and Tunisian) specificities are
reported in section 1.6 of this report.
23
General implementation challenges

According to the data available to the JMA and JTS in December 2013, the main problem
affecting the implementation of the projects was the low level of expenditure. Under this
perspective, in December 2013, 10 projects were in a critical situation, 12 projects were
below the expected level of funds absorption but not considered as critical cases, while 15
projects were in line with the expected level of funds absorption (see Figure).
Specific Projects issues

Among the projects facing particular difficulties in the project implementation and in the use
of funds, the JMA and JTS have brought to the attention of the Heads of Delegation in
December 2013 some specific case.
In particular, Project I-B/1.1/287 HELAND, the signature of which was delayed due to
internal administrative procedures, has experienced a serious delay in receiving the prefinancing and this has affected its expenditure capacity. The same can be said for the
project I-B/1.2/155 RUWOMED (Supporting and connecting rural women's traditional know
how), which also experienced strong delays in the pre-financing due to its failure to provide
the complete information concerning its legal and economic independence from the central
headquarters, ensuring the eligibility of the project. The same delays in the absorption of
funds and in the implementation of the activities were experienced by projects I-B/2.2/063
RAMUD and I-B/1.2/441 FISHINMED, for obstacles due, respectively, to administrative
changes in the organizational structure of the Beneficiary and to the late selection of the
managerial team needed to lead the partnership. These obstacles hampered very seriously
the possibility to carry out the activities and thus to achieve project results.
24
As per FISHINMED, by the beginning of December 2013, the level of expenditure reached
12,86% of the budget. Besides, no Interim report was submitted. The JTS/JMA assisted the
Beneficiary in the revision of the Action plan taking into account the delay in the
implementation of the activities.
Projects I-B/4.2/264 NOSTOI and I-B/1.3/482 MIDEMP encountered difficulties within
their partnerships since 2012. These difficulties were solved by approving major changes
with partners replacement, but unfortunately this has compromised the level of expenditure
of these two projects.
The two Projects with a public Greek beneficiary and/or partner, that had already
experienced strong delays due to the difficulties in fulfilling the requirements towards the
Greek National Authorities (MED-ROUTE and MEDeGOV) have been monitored very
strictly and, after being granted an extension of the project implementation period of 12 and
6 months respectively, they have managed to achieve most of the results.
It is worth mentioning that the JTS and JMA have created specific mechanisms for the
follow-up of projects with serious difficulties. Among others, monitoring bilateral meetings
were scheduled with each project in order to ensure that all projects can achieve the
expected results. These meetings include an analysis of the state of play of activities and
outputs and the discussion of possible corrective measures and solutions. The Projects
have appreciated very much this approach and responded very promptly to the JMA and
JTS requests.
2.2 Strategic Projects

The majority of the selected strategic projects had their grant contracts signed by the end of
2012. The remaining two contracts - out of nineteen strategic projects - were signed by the
JMA in January 2013, i.e. those of projects I-A/1.3/093 (MARE NOSTRUM) and I-A/2.3/206
(MED DESIRE).
According to the Grant Contract - Special Conditions, the first instalment of pre-financing
was paid to projects upon submission of the documentation proving the appointment of an
independent external auditor in charge of expenditure verification.
Eighteen projects out of nineteen received the first pre-financing in 2013, as furthered
detailed in the table included below, where the specific amount that was paid is reported.
The only project for which the prefinancing was not transferred in 2013 is S&T MED (see
specific information in section 2.2.2. below).
Since the projects have different starting dates, they reached different stages of
implementation at the end of the year. Three projects reached less than 12 months
25
implementation. For the remaining projects, the implementation was between 12 to 15

months.
The projects were constantly monitored also by assessing the information received via the
six months reports that were requested by the JTS officers.
Overall, considering the different starting periods of the implementation, 18 projects were
able to submit the first-six months report. The majority of them were sent between July and
September, in few cases up to December 2013.
The following table shows the list of strategic projects and the amount of prefinancing
transferred to each one of them by the end of 2013.
Priority 1 - Promotion of socio-economic development and enhancement of territories

Topic 1.1 Agrofood
Reference
number
Acronym
Applicant
Start date
Duration
(Month)
ENPI
contribution
Transferred
prefinancing
I-A/1.1/048
LACTIMED
ANIMA Investment
Network FRANCE
15/11/2012
30
4.352.798,54
(90%)
1.428.361,74
I-A/1.1/152
MedDiet
UNIONCAMERE
ITALY
01/01/2013
30
4.497.197,28
(90%)
3.288.984,58

Topic 1.2 Sustainable Tourism
Reference
number
Acronym
Applicant
Start date
Duration
(Month)
ENPI
contribution
Transferred
prefinancing
I-A/1.2/113
I AM
Municipality of
Alghero ITALY
20/10/2012
36
2.754.583,00
(90%)
1.956.596,34
I-A/1.2/117
Live your tour
Research and
Cooperation
ITALY
21/12/2012
36
4.464.111,69
(90%)
1.988.832,08
I-A/1.2/131
MEET
Italian Parks
Federation
Europarc ITALY
17/01/2013
33
4.499.969,40
(90%)
2.004.241,72
I-A/1.2/128
S&T MED (ex

MedRouteSTD
)
Italian Ministry for

Culture and for
Tourism - ITALY
01/01/2013
36
UMAYYAD
Public Andalusian
Foundation The
Legacy of alAndalus SPAIN
I-A/1.2/042
26
22/12/2012
36
4.412.687,99
(88,25%)
3.738.288,42
(90%)
1.587.326,46

Topic 1.3 Integrated Coastal Zone Management (ICZM)
Reference
number
Acronym
Applicant
Start date
Duration
(Month)
ENPI
contribution
Transferred
prefinancing
I-A/1.3/093
MARE
NOSTRUM
Technion - Israel
Institute of
Technology ISRAEL
31/01/2013
35
3.887.574,40
(90%)
1.896.471,62
I-A/1.3/098
MEDJELLYRISK
National
Interuniversity
Consortium for
Marine Sciences
18/12/2012
36
2.333.874,80
(90%)
1.616.063,1
Priority 2. Promotion of environmental sustainability at the basin level

Topic 2.1 Water Management
Reference
number
Acronym
Applicant
Start date
Duration
(Month)
ENPI
contribution
Transferred
prefinancing
I-A/2.1/054
ACCBAT
ICU - Institute for

University
Cooperation - ITALY
21/12/2012
36
4.498.152,50
(89,98%)
2.044.878,94

Topic 2.2 Waste Management
Reference
number
Acronym
Applicant
Start date
Duration
(Month)
ENPI
contribution
Transferred
prefinancing
GMI
Chamber of
Commerce,
Industry and
Agriculture of
Beirut and Mount
Lebanon LEBANON
02/12/2012
36
3.714.185,38
(90%)
1.386.939,86
I-A/2.2/183
MED-3R
Communaut
Urbaine Nice Cte
d'Azur (NCA) FRANCE
25/12/2012
36
I-A/2.2/231
SCOW
Urban Ecology
Agency of
Barcelona - SPAIN
01/01/2013
36
STS-MED
ARCA
CONSORTIUM ITALY
17/11/2012
36
DIDSOLIT-PB
Autonomous
University of
Barcelona, UAB SPAIN
13/12/2012
36
I-A/2.2/187
I-A/2.3/174
I-A/2.3/233
27
4.308.355,80
(90%)
4.473.521,63
(90%)
4.458.161,68
(90%)
4.025.925,00
(90%)
2.647.388,04
1.784869,76
1.173.647,64
1.425.382,28
FOSTEr in
MED
University of
Cagliari - ITALY
01/12/2012
36
I-A/2.3/206
MED DESIRE
Puglia Region Research and

Competitiveness
Service Office ITALY
31/01/2013
35
I-A/2.3/209
MED-Solar
Trama
TecnoAmbiental
S.L. - SPAIN
01/01/2013
30
2.656.771,00
(87,93%)
711.958,7
SHAAMS
Barcelona Official
Chamber of
Commerce,
Industry and
Navigation - SPAIN
09/11/2012
36
2.880.309,96
(90%)
1.255.516,14
I-A/2.3/202
I-A/2.3/234
4.050.000,00
(90%)
4.023.417,24
(90%)
1.722.864,22
1.777.544,5
2.2.2 MAIN POSITIVE ASPECTS AND CRITICAL ISSUES IN THE IMPLEMENTATION

OF STRATEGIC PROJECTS
During the first implementation period some strategic projects were remarkable for a very
good administrative and financial coordination. In particular, seven projects (Med-Jellyrisk,
Lactimed, MEET, Live your Tour, Foster in MED, MEET, Scow) were very efficient. They
submitted the external auditor declaration by only one month after the starting date. As for
the remaining ones it took an average from four to seven months to submit this declaration.
According to the JTS/JMA monitoring of the projects, seven were in line with the expected
level of funds absorption while eleven were below but not considered as critical cases and
one was very critical.
According to the six month reporting, in most cases, the main critical issue were linked to
the recruitment of the right project staff, the organisation of the kick-off meeting and/or the
Steering Committee meeting and to the correct launching of some administrative and/or
procurement procedures.
Finally, 7 strategic projects (Meet, Didsolit-Pb, GMI, IAM, Lactimed, STMed, STs Med) were
also monitored by European Commission experts via ROM missions. The ROM findings
outlined many challenges as for the project design, the cooperation amongst partners, the
delay in implementation and in spending the financial resources by the projects. A very
weak (financial) management of some projects was also outlined.
At the same time, some good practices were outlined by the ROM in terms of technical
performance. This was the case of the project GMI (Green MED Initiative) that was very
good in establishing an online monitoring system. The project I AM (International
Augmented MED) was also very effective in managing large partnership, with a flexible co-
28
operative partnership approach and demonstrating a high level of ownership. Finally the
LACTIMED project testifies to have a serious partnership and excellent coordination skills.
Specific projects issues
The S&T MED project showed many important weaknesses and critical issues, as
illustrated below.
Due to institutional changes, the legal ownership of the project was transferred from
the Italian Presidency of the Council of Ministers to the Ministry for Culture and for
Tourism (MIBACT) starting from 21 October 2013. Prior to this date, organisational
difficulties due to the transition phase prevented the Beneficiary to carry out its
tasks.
Since neither the old nor the new Beneficiary organisation managed to appoint the
auditor, no prefinancing payment was made accordingly by the JMA.
No six month reporting was submitted, therefore the expenditure level of the overall
project budget was unknown.
Therefore, at the end of 2013 only some preparatory and limited activities were performed,
mostly upon partner initiative.
The JTS/JMA ensured a close monitoring and assistance to this project by a close contact
and addressing as well official letters. In addition, a dedicated meeting was organized in
Rome in November 2013, where the project was reshaped in terms of budget and action
plan. The project was expected to submit a formal request for major changes and to launch
its activities at the beginning of 2014 (the project kickoff meeting was actually held in March
2014).
2.3 Standard projects (second call)

2.3.1 NEGOTIATION OF SELECTED PROJECTS AND SIGNATURE OF GRANT
CONTRACTS
In 2013 the JMA has completed the negotiation process and signed the grant contracts of
the thirty-nine projects that were selected under the second call for proposals for standard
projects, thus concluding the contracting process of all the projects selected under this call.
During the negotiation of the contract with the applicant organisations, the JMA, supported
by the JTS, has ensured that the recommendations of the assessors and of the PSC and
JMC were taken into consideration, along with those of the European Commission, where
appropriate.
In order to speed up the negotiation phase and to support the beneficiaries in the review of
some parts of the logical framework, the full application form and/or the budget, bilateral
29
meetings with the following applicants have been organised at the premises of the
Autonomous Region Sardinia in Rome:
Project II-B/2.1/1073 Ecosafimed applicant Biodiversity Foundation
Project II-B/4.1/0903 DAEDALUS applicant UniSystems S.A.
Project II-B/4.3/0599 LOCAL-SATS applicant Larnaca District Development Agency
At the end of the negotiation, when all conditions and requirements were fully met and all
the documents had been provided, the contract was signed by the JMA Director and then
sent to the applicant for its signature. In some cases however, in order to enable both
parties to sign the grant contract by the end of 2013, it was first signed by the beneficiarys
legal representative and afterwards by the JMA director.
The following graphic gives an overview of the number of funded projects per Priority and
per Measure. Analytic data about each Priority and Measure can be found in the following
tables.
2.3.2 LIST OF GRANT CONTRACTS AWARDED IN 2013

Measure 1.1 - Support to innovation and research in the process of local development
of the Mediterranean Sea Basin countries
Ref.
Number
Acronym
IIB/1.1/0068
NET KITE
30
Total costs
ENPI
contribution
Cofinancing
1.803.230,98 1.622.907,88 180.323,10
Start of
implementation
Beneficiary
Beneficiar
y Country
04/12/2013
ARCA Consortium
Italy
Measure 1.2. - Strengthening economic clusters creating synergies

among potentials of the Mediterranean Sea Basin countries
Ref.
Number
Acronym
Start of
implementation
Beneficiary
Organisation
Beneficiar
y Country
IIB/1.2/0271
TEX-MED
Clusters
2.000.000,00 1.700.000,00 300.000,00
20/12/2013
Industrial Association of
Prato
Italy
IIB/1.2/0494
SUSTEXNET
1.488.229,16 1.339.406,24 148.822,92
01/01/2014
Textile Research
Institute - AITEX
Spain
IIB/1.2/0644
F.O.P
1.868.764,00 1.679.291,93 189.472,07
17/12/2013
Italian Geographical
Society
Italy
Spain
Italy
Total costs
ENPI
contribution
Cofinancing
IIB/1.2/0826
CoMeD Pro
1.530.000,00 1.377.000,00 153.000,00
31/12/2013
Secretary General Dpt.

of Agriculture, Lifestock
Fisheries, Food and
Natural Environment.
Catalan Government.
IIB/1.2/0987
ONMEST 2
1.726.846,15 1.339.071,13 387.775,02
31/12/2013
Municipality of Ispica
Measure 1.3. - Strengthening the national strategies of territorial planning by integrating the different levels,
and promotion of balanced and sustainable socio-economic development
Ref.
Number
Acronym
IIB/1.3/0088
MEDPHARES
Total costs
ENPI
contribution
Cofinancing
1.992.409,00 1.770.460,84 221.948,16
Start of
implementation
Beneficiary
Organisation
Beneficiar
y Country
19/12/2013
Agence Conservatoire
des Ctes de Sardaigne
Italy

Measure - 2.1. Prevention and reduction of risk factors for the environment
and enhancement of natural common heritage
Ref.
Number
Acronym
IIB/2.1/0183
MEDSAND
COAST
Total costs
ENPI
contribution
Cofinancing
1.324.000,00 1.191.600,00 132.400,00
Start of
implementation
Beneficiary
Organisation
Beneficiary
Country
31/12/2013
Rgion du Latium Direction de

l'Environnement
Italy
Cyprus
IIMEDSCAPES
B/2.1/0292
1.072.187,50
107.218,75
31/12/2013
Laona Foundation for

the Conservation and
Regeneration of the
Cypriot Countryside
IIB/2.1/0512
GREAT Med
1.936.896,00 1.743.012,71 193.883,29
14/12/2013
Sapienza University of
Rome
Italy
IIB/2.1/0526
RAOP-MED
1.676.410,49 1.504.913,70 171.496,79
01/01/2014
Cyprus Port Authority
Cyprus
IIB/2.1/0671
ECOPLANT
MED
1.050.363,99
105.036,40
01/01/2014
CIHEAM Mediterranean
Agronomic Institute of
Chania
International
Organization
IIB/2.1/0856
FruitFlyNet
1.662.872,32 1.496.585,09 166.287,23
31/12/2013
Agricultural University of
Athens, Department of
general science, Infolab
Greece
IIB/2.1/0875
SMOT
1.324.119,83 1.191.703,00 132.416,83
30/12/2013
SADECO, Sanitation
Crdoba S.A.
Spain
31
964.968,75
945.327,59
IIECOSAFIMED 1.915.883,30 1.569.235,79 346.647,51

B/2.1/1073
31/12/2013
Biodiversity Foundation
Spain
Measure - 2.2. Promotion of renewable energy use and improvement of energy efficiency contributing to addressing, among
other challenges, climate change
Ref.
Number
Acronym
IIB/2.2/0102
GR.ENE.CO
Total costs
ENPI
contribution
Cofinancing
1.997.175,00 1.797.457,50 199.717,50
Start of
implementation
Beneficiary
Organisation
Beneficiary
Country
18/12/2013
LAG Sarcidano and

Barbagia of Seulo
Italy
Priority 3. Promotion of better conditions and modalities for ensuring the mobility of persons, goods
and capitals
Measure - 3.1 Support to people flows among territories as a means of cultural, social and economic
enrichment
Ref.
Number
Acronym
IIB/3.1/0204
Med
Generation
Total costs
ENPI
contribution
Cofinancing
1.926.958,45 1.734.262,61 192.695,85
Start of
implementation
Beneficiary
Organisation
Beneficiary
Country
17/12/2013
ANIMA Investment
Network
France
Measure - 3.2 Improvement of conditions and modalities of circulation of goods and capitals among the territories
Ref.
Number
Acronym
Total costs
ENPI
contribution
Cofinancing
Start of
implementation
Beneficiary
Organisation
Beneficiary
Country
IIB/3.2/0108
E.H.P.P.C. Med
1.400.000,00
1.260.000,00
140.000,00
21/12/2013
Mediterranean
Agronomic Institute of
Bari (CIHEAM-MAIB)
International
Organizatio
n
IIB/3.2/0465
OPTIMED
1.999.403,13
1.799.462,81
199.940,31
31/12/2013
Autonomous Region of
Sardinia - Presidency
Directorate General
Italy
802.167,90
721.951,11
80.216,79
20/11/2013
Andalusian Institute of
Technology
Spain
IIMED-PORTS
B/3.2/0711
Priority 4. Promotion of cultural dialogue and local governance

Measure - 4.1 Support to mobility, exchanges, training and professionalism of young people
Ref.
Number
IIB/4.1/0219
Acronym
PRIME
IICa.Bu.Re.Ra
B/4.1/0547
Total costs
819.071,00
1.680.000,00
ENPI
contribution
Start of
implementation
Beneficiary
Organisation
Beneficiary
Country
81.907,10
18/12/2013
Roman Institute for

Entrepreneurial
Training/Chamber of
Commerce of Rome
Italy
1.512.000,00 168.000,00
01/01/2014
European Centre of
Studies and Initiatives
Italy
Italy
737.163,90
Cofinancing
IIB/4.1/0548
EGREJOB
1.763.952,10
1.587.556,89 176.395,21
01/01/2014
Tuscany Region Training, Tutoring and

Labour Coordination
Department
IIB/4.1/0559
R.E.A.D.Y.
MED. FISH.
1.534.291,73
1.380.862,56 153.429,17
14/11/2013
LEGA PESCA
National Association of
Fishing Cooperatives
Italy
IIB/4.1/0903
DAEDALUS
1.939.414,00
1.745.472,60 193.941,40
31/12/2013
UniSystems Information
Technology SA
Greece
32
IIMED-MOBIL
B/4.1/0915
1.560.000,00
1.404.000,00 156.000,00
31/12/2013
Official Chamber of
Commerce, Industry
and Shipping of Seville
Spain
Measure - 4.2 Support to the artistic creativity in all its expressions to encourage dialogue among communities
Ref.
Number
Acronym
ENPI
contribution
Cofinancing
Start of
implementation
Beneficiary
Organisation
Beneficiary
Country
IIB/4.2/0050
MEDNETA
1.985.553,89 1.786.998,50
198.555,39
13/12/2013
National Technical
University of Athens
NTUA
Greece
IIB/4.2/0587
SLOWMED
1.054.598,60
105.459,86
01/01/2014
Centre for Creative

Development Danilo Dolci
Italy
Total costs
949.138,74
Measure - 4.3 Improvement of the governance processes at local level

Ref.
Number
Acronym
Start of
implementation
Beneficiary
Organisation
Beneficiary
Country
IIB/4.3/0238
LANDCARE
MED
01/01/2014
Municipality of
Decimoputzu
Italy
IIMEDSEATIES 1.834.518,98 1.651.067,08 183.451,90

B/4.3/0242
31/12/2013
AVITEM Agence
franaise des villes et
territoires mditrranens
durables
France
IIB/4.3/0378
EDILE
1.899.000,00 1.709.100,00 189.900,00
17/12/2013
ANIMA Investment
Network
France
IIB/4.3/0387
ILE
1.194.665,02 1.032.611,00 162.054,02
18/12/2013
Association pour la
Participation et l'Action
Rgionale (APARE)
France
IIB/4.3/0456
SIDIG-MED
1.998.646,60 1.798.781,94 199.864,66
16/11/2013
Royal Botanic Garden
Jordan
IILOCAL-SATS 1.998.000,00 1.798.200,00 199.800,00

B/4.3/0599
24/12/2013
Larnaca District
Development Agency
Cyprus
Italy
Total costs
ENPI
contribution
Cofinancing
2.000.000,00 1.800.000,00 200.000,00
IIWater-DROP
B/4.3/0617
1.989.519,72 1.790.567,75 198.951,97
18/12/2013
ENEA Italian National

agency for new
technologies, Energy
and sustainable
economic development
IIB/4.3/0622
GOALS
1.600.000,00 1.440.000,00 160.000,00
31/12/2013
IRVAT Institute for the

promotion and
protection of regional
products
Italy
IIB/4.3/0965
OPENWIND
1.759.670,00 1.583.703,00 175.967,00
31/12/2013
Provincial Government
of Malaga
Spain
31/12/2013
Ministry for cultural

heritage and activities/
General directorate for
landscape, fine arts,
contemporary
architecture
Italy
IIARCHEOMED
1.993.118,76 1.793.806,88 199.311,88
B/4.3/1022
SITES
33

As far as the start-up of project activities is concerned, and according to the respective
Grant Contracts, all projects beneficiaries have chosen to start the implementation the day
following the last signature of the Contract by the two parties.
Only three projects out of thirty-nine have reached more than one month of project
implementation by the end of 2013, twenty-eight projects have started in December 2013
and eight projects have started their implementation on January 1st 2014 (see following
graphic).
By the end of 2013 a limited number of the funded projects under the second call for
standard projects had started to plan some of activities. No-one of the projects has
organised its kick-off meeting in 2013.
According to the Grant Contract Special Conditions, the first pre-financing is paid to
projects upon submission of the documentation proving the appointment of an independent
external auditor in charge of expenditure verification. No-one of the projects received the
first pre-financing in 2013.
2.4 Support to the implementation of projects by JTS and JMA

The JTS provided assistance to the projects in their different phases of implementation, by
providing:
34
Support and advice in the start-up activities (the recruitment of the auditor,
organization and participation to the kick-off meeting), especially for strategic
projects. JTS advice to projects already during the negotiation phase - has
permitted to speed up the selection procedure of the auditors and thus ensure an
early disbursement of the financial resources needed to facilitate smooth project
implementation.
Help-desk for project implementation (modifications to the action plan, budget and
partnership composition, procurement procedures, rule of origin and nationality,
etc.).
Ongoing improvement of monitoring and reporting tools (six month and interim
reports);
In 2013 the JTS staff participated to seventeen kick off meetings organized by strategic
projects and one by a standard project of the first call. Common achievements of the JTS
participation to these meetings were:
Direct contact with all partners and identification of possible constraints at the level
of the partnership / project;
Presentation of the main rules and Programme tools for facing administrative and
technical problems during the different project phases;
Creation of communication channels between the Programme and projects and of

exchange experiences between projects at Programme level.
The JTS and JMA received a considerable number of requests for major amendments to
the grant contracts in 2013, all coming from the standard projects of the 1st call. In
particular, they have managed procedures which led to a JMC decision for major contract
amendments concerning eleven standard projects during the year. In a number of cases
more than one request per project was submitted and sometimes the procedure could not
be closed in 2013 and was dealt with at the beginning of 2014. The requests concerned
mainly:
extension of the project implementation period
budget shifts above the 15% flexibility
changes in the project partnership, including the substitution of one Beneficiary
content related changes (activities, outputs and results)
The highest number of these requests - for nine out of the eleven projects - concerned the
extension of the project implementation period, which reflected the delays encountered in
the first phase of implementation.
In addition, during the year, the JTS received many requests related to minor project
changes regarding both financial and operational issues, which were dealt by the JTS in a
timely and efficient manner.
35
Some requests of partnership change came also from the standard projects selected under
the last call for proposals, which were under negotiation during the second half of 2013. In
particular, four of these projects replaced a partner before the signature of the grant
contract.
Besides, the JMA and the JTS jointly started carrying out technical seminars at national
level on the reporting and expenditure verification for beneficiaries and partners coming
from the Mediterranean Partner Countries. Two seminars have already been delivered in
2013, one in Beirut in October for Lebanese actors and one in Cairo in November for
Egyptian actors.
These technical seminars have proven to be very useful since both partners and their
auditors attended these events which could improve the quality of the reports to be sent to
the JMA/JTS. More than 180 people attended the two seminars.
As for strategic projects, on 22 and 23 April 2013 a dedicated training seminar for
Beneficiaries (project coordinators, financial managers and communication managers) was
organized in Rome by the JMA and the JTS.
These seminars represented also a positive moment of networking between projects.
Beneficiaries and Partners could share their experiences, problems and solutions and
create constructive relationships between projects both for technical and administrative
issues.
2.5 NATIONAL CONTROL SYSTEMS

Following the activities performed in 2012 - including the two meetings with National
Contact Points and representatives of national competent bodies, aimed to increasing the
mutual awareness of National Control Systems (NCSs) in place in various EU countries and
to enhance cooperation with JMA - further developments have been realised in 2013.
In particular, following a meeting held in Malta in April 2013 between the JMA and the
national authority responsible for the National First Level Control system, a country basis
agreement was established based on the model already adopted for Greece in 2012 (see
details at http://www.enpicbcmed.eu/projects/project-management). As for the Greek one,
such agreement aims at defining the specific procedure to be followed by all Maltese actors
participating in ENPI CBC MED projects with regard to the expenditure verification and
reporting to JMA and national bodies.
A dedicated meeting was also held in Cyprus in June 2013 with the competent national
authority (Planning Bureau), where a similar procedure was agreed for Cypriot beneficiaries
and partners with reference to expenditure verification. Specific guidelines addressed to
Cypriot project actors were prepared by the National Contact Points, in consultation with the
JMA,
and
published
in
the
Programme
website
(see
details
at
http://www.enpicbcmed.eu/projects/project-management).
36
3. INFORMATION AND COMMUNICATION ACTIVITIES

The visibility of the Programme in the cooperation area was further enhanced throughout
2013. Numerous activities contributed to the diffusion of the strategic aims and results of
the Programme such as: press releases on projects achievements and diffusion of selected
media, training seminar dedicated to beneficiaries of the strategic call on communication
and visibility requirements, technical seminars dedicated to beneficiaries and partners at
national level aiming to ensure an effective and smooth project implementation,
capitalization process through specific events aimed to ensure systematic management of
the knowledge gained in the framework of the Programme. In addition, the celebration of
the European Cooperation Day 2013 was useful to promote the Programme and the funded
projects with the large public in Italy, Spain and Jordan.
Other continuous actions - for instance the management of the Programmes website, the
diffusion of informative material and the support to the visibility of funded projects - also
participated in raising the awareness on the added value of cross-border cooperation in the
Mediterranean.
The sections below detail the main results achieved in the framework of the implementation
of the 2013 Information and Communication Plan.
3.1 Overview of the 2013 Information and Communication Plan

The 2013 Information and Communication Plan has been updated from the previous
version taking into account the specific needs related to the state of implementation of the
Programme, but also considering feedback and suggestions coming from the evaluation
questionnaires distributed during the conferences held in 2012, the ten seminars organized
to promote the second call for standard projects and all training seminars organized for
projects beneficiaries.
Differently from the previous versions, this plan did not include actions related to the overall
objective set by the Joint Operational Programme (JOP) Make potential beneficiaries
aware of the purposes, of the opportunity offered by the Programme and the modalities of
participation: all the foreseen calls for proposals have been launched and actions
scheduled in 2013 were therefore focused on funded projects and Programme results.
On the one hand, actions aimed to ensure the Programme widest possible visibility,
disseminate projects results and best practices and emphasize the added value of crossborder cooperation between the European Union (EU) and Mediterranean Partners
Countries (MPC).
37
On the other hand, actions dealt with the support to beneficiaries and partners through
training seminars dedicated to management, financial, communication and procedures for
reporting and audit, in order to guarantee a smooth project implementation.
Finally, the Programme explored the potentialities offered by social media, in particular
Twitter and LinkedIn, to enhance the diffusion of information, reach new audiences and
raise awareness on future cooperation opportunities.
The 2013 Communication Plan was drafted following the Logical Framework approach in
line with the Strategic Objectives set by the Joint Programme Operational.
Overview of the 2013 Information and Communication Plan
Objective 1 - Communicate effectively to public opinion the political and strategic

aims that the European Union intends to achieve through activities
financed by the Programme
Specific objectives
Actions
1.1 Ensure Programme

visibility in the
cooperation area
1.1.1 Website management and updating

1.1.2 Produce and disseminate information and visibility
material
1.2 Communicate the

Programme objectives
and results during
conferences and events
1.2.1 Organize a Programme conference

1.2.2 Participate in the European Cooperation Day
1.2.3 Organize thematic meetings
1.3 Organize media

information campaigns
1.3.1 Prepare press releases to be broadcasted through

media of participating countries
1.3.2 Cooperate with the EU Neighbourhood Info Centre and
projects on the realization of Feature stories
1.3.3 Seize the potential offered by social media
Objective 2 - Guarantee transparency in the use of community resources

Specific objectives
Actions
2.1 Ensure smooth

information flows between
projects and Programme
management structures
2.1.1 Participate in project events

2.1.2 Organize training seminars
2.2 Ensure consistency

of projects communication
activities with EU and
Programme rules
2.2.1 Support to projects in the development of their

communication activities
38
3.2 Achievements of the 2013 Information and Communication Plan

Main results achieved within the implementation of the 2013 Information and
Communication Plan concern the achievements of the following specific objectives:
Website management and updating
Produce and disseminate information and visibility material
1.2.2 Participate in the European Cooperation Day
1.3.1 Prepare press releases to be broadcasted through media of participating

countries
1.3.2 Cooperate with the EU Neighbourhood Info Centre and projects on the
realization of Feature stories
2.2.1 Support to projects in the development of their communication activities
The specific objective 2.1 Participate in project events featured in the 2013
Communication Plan has not been reported since it has to be considered as a continuous
action to be implemented throughout the Programme lifetime. In any case, more information
on project implementation can be found in the dedicated section 2 of the Annual Report.
Concerning the specific objective 1.2.1 Organize a Programme conference, it was decided
to postpone it to 2014 due many other commitments of the Joint Managing Authority, Joint
Technical Secretariat and Branch Offices mainly related to the drafting the new ENI CBC
Med Programme 2014-2020, the organization of the thematic meetings under the
capitalization process and well and the preparation of the training seminars to support
beneficiaries and partners in the implementation of the projects.
OBJECTIVE 1 - COMMUNICATE EFFECTIVELY TO PUBLIC OPINION

1.1.1 Website management and updating
Indicator: Improvement of visits and hits certified by the website statistics
Deemed as the most relevant and used communication tool of the Programme, the website
was further improved in 2013. As a matter of fact, more than 130 articles and news have
been published in English, French and Arabic with a view to informing the largest possible
audience about the funded projects and giving full visibility to any available opportunity.
39
In 2013, the websites principle aim was to highlight the project achievements, including the
latest updates on events, conferences, activities, opportunities (training, call for tenders and
vacancies), publications, studies, results, press articles, etc.
In addition, a Video gallery section has been created and developed in the Programme
website: it allows users to watch videos produced by the projects or dealing with the
Programme and the Euro-Mediterranean cooperation. The gallery contains over 40 videos,
some of which were screened on national TV of the participating countries (MTV Lebanon,
CNBC Egypt). Some interesting videos concern the I AM project 3D Augmented Reality
show in Byblos or the trailer produced by ShMILE 2 concerning the Ecolabel in hotels.
As seen from the graphs below, in 2013 visits to the website decreased by around 50%
compared to 2012. This "natural" reduction can be explained by the fact that no calls for
proposals were launched in 2013 by the Programme, whereas in 2012 the call for proposals
for strategic projects (300 applications received) and the second call for standard project
(1095 applications received) were both ongoing. Other indicators reported below - such as
page views and average session duration - confirm these trends.
For
an
explanation
of
the
terminology
http://en.wikipedia.org/wiki/Web_analytics.
40
used
in
website
statistics:
Finally, it is worth mentioning that a relevant part the traffic generated by external websites
(so called referrals in web statistics terminology) came from social media such Facebook,
LinkedIn and Twitter. This is in line with the strategy of the 2013 Communication Plan which
foresees an investment on social media to enhance the visibility of the Programme (see
paragraph 3.1.3 Overview of 2013 Information and Communication Plan).
41
Indicators: Number of contacts available within the internal database

The contact database, gathering the contact details of all people who got in touch with the
Programme or are related to it, was further developed in 2013, reaching over 5650
contacts. The database was used on a regular basis to diffuse information about the
Programme (such as newsletters) and announce planned events.
1.1.2 Produce and disseminate information and visibility material
Indicators: Number of copies of communication material distributed
Number of download of communication material from the Programme website
Besides the distributed communication materials in 2013 (publications, newsletters, press
releases and background information), a brochure featuring the 19 projects funded under
the strategic call in Arabic, English and French has been drafted, published and diffused.
The main purpose of the brochure is to present to concerned stakeholders and larger
audience key information about funded projects such as objectives, short description,
partnership, budget, expected results and main activities. Besides that, the brochure also
features general data about the call for strategic projects highlighting the massive
participation.
Overall, 6000 copies have been distributed in addition to those downloaded directly from
the Programmes website.
Finally, an electronic newsletter of the Programme entitled ENPI CBC Med eFlash has
been created to provide interested stakeholders with a selection of the latest articles
published in the Programme website, featuring information on running projects, events and
opportunities (tenders and vacancies). In 2013, a total of 5 issues of the electronic
newsletters was sent to over 5000 contacts.
1.2.2 Participate in the European Cooperation Day 2013
Indicator: Number of participants attending the events
To further enhance the visibility of the Programme in the cooperation area, the Joint
Managing Authority joined the celebrations of the European Cooperation Day, a large
information campaign including more than 100 events in 30 countries. The objective is to
highlight the impacts of cross-border and territorial cooperation on quality of life in areas
such as environment, transport, employment as well to highlight actual outcomes of
cooperation projects. The campaign is coordinated by the INTERACT Programme with the
support of the European Commission, the European Parliament and the Committee of the
Regions.
To celebrate the European Cooperation Day, the three events were organised by the
Programme with the support of the Branch Offices in Amman, Cagliari and Valencia
gathering around 300 participants. These events involved the following projects: ACCBAT,
ENSIAP, MEDOLICO, MedDiet, JOUSSOUR. The celebrations of the European
Cooperation Day allowed to highlight the added value of cross-border cooperation in the
42
fields of water, diet and culture with projects representing the whole eligible area. In
addition, VILLAGES project was part of a photo exhibition held during the official kick-off of
the European Cooperation Day at the European Parliament in Strasbourg on 10th
September 2013.
More details about the events held are available below.
Campus on Mediterranean Diet in Cagliari

The event organized by the MedDiet strategic project in collaboration with the Joint
Managing Authority was dedicated to 75 school children who had the opportunity to
discover in an entertaining way the benefits of a healthy and well-balanced diet.
Four chefs from Egypt, Italy, Lebanon and Tunisia highlighted the Mediterranean
gastronomic culture while writing and photography laboratories allowed 50 food
bloggers to share and reinforce their experience in enhancing the Mediterranean
Diet. The event took place on 28th September 2013.
Film festival "cooperation and neighbourhood" in Valencia

Between 18th September and 1st October 2013, the "Filmoteca" of Valencia hosted
a film festival portraying the topics of cooperation and neighbourhood. The event,
gathered over 2000 spectators, was co-organized by the ENPI CBC Med
Programmme, INTERACT and ETC MED Programme. One of JOUSSOUR project
twelve produced documentaries was screened on 18th and 19th September 2013.
Produced by the Jordan Radio and Television Corporation (state broadcaster of
Jordan), the short movie "Blasted Flies in the Jordan Valley" depicts the fight of the
Jordan population against a harmful plague of flies caused by a bad use of
pesticides in agriculture.
"EU support to efficient water management in Jordan": conference in Amman

The conference "European Union support to efficient water management in Jordan"
organized by the Aqaba Branch Office on 24th September 2013 in Amman aimed to
highlight the ENPI CBC Med funded projects support to achieve effective and
sustainable management of water in the field of agriculture. Besides the
presentation of ACCBAT, ENSIAP and MECOLICO projects, the event also
addressed the challenges and opportunities of water management in Jordan. In
addition to local farmers and stakeholders, representatives of Jordan Ministries, the
EU delegation in Amman, and organizations involved in funded projects such as the
Jordan University of Science and Technology, the National Center for Agricultural
Research and Extension (Jordan) and the Institute for University Cooperation (Italy),
contributed to the discussions.
Indicators: Number of participants attending the meetings
Satisfaction degree of participants assessed through questionnaires
43
Two thematic meetings were held in Amman (October 2013) and Rome (November 2013)
as part of the capitalization process of the Programme which aims to foster a systematic
management of the knowledge gained in the framework of the Programme. This process
implies a process of gathering and analyzing of the good practices and lessons learnt with
the objective of making the results and findings available to all concerned actors by means
of specific tools and events of communication.
The goal of the thematic meetings was to share experience, expertise and know-how
among organisations involved in running initiatives on similar fields of intervention
(respectively Environmental challenges including Water, Waste and Renewable energies
and Sustainable development and Spatial planning including Economic sustainable
growth, Local governance, spatial planning and rural development, Integrated Coastal Zone
Management and transport.)
Besides the participation of representatives of over 40 projects funded by the Programme in
the abovementioned fields, the events were contributed by other relevant EuroMediterranean stakeholders with a view to foster synergies and complementarities among
projects, share promising good practices and outline common challenges to be considered
under the new Programme (2014-2020).
Over 140 participants took part in the events among:
Representatives of 40 funded projects - up to three people per project including at

least one representative of Beneficiarys organization and one representative of
Mediterranean Partner Country
National delegations - Egypt, Jordan, Greece, France and Italy
External stakeholders - representatives of 30 relevant projects at sub-cluster level

including INTERREG IVC, CIUDAD, FP7, MED programme, Sout-East Europe
programme, ENPI CBC Italy-Tunisia, SWIM, ENPI SOUTH, UNEP/MAP, thematic
networks (SweepNet)
JMA/JTS (as workshops facilitators) and Branch Offices
INTERACT
EU Delegation (Amman) + local authorities (ASEZA, Italian Ministry of Economic

development).
A significant data to be highlighted is that around 40% of participants were from

Mediterranean Partner Countries.
In terms of synergies, these events proved useful as contacts and exchange of expertise
between projects, initiatives, networks and stakeholders working in a same field of
intervention were enhanced, potentially leading to the establishment of new partnerships
under the future 2014-2020 programming period.
44
As per the satisfaction questionnaires filled by participants, the feedback was positive
especially in terms of networking opportunities with ground for improvement regarding the
contribution of all participants during discussions.
1.3.1 Prepare press releases to be broadcasted through media of participating
countries
Indicator: Number of article published concerning the Programme
The visibility of the Programme and its projects in media of the cooperation area is at the
heart of the communication strategy. Through the production of articles an stories about
projects and their diffusion via the EU Neighbourhood Info Center, the Programme has
gained visibility on the Mediterranean area. In 2013, several articles dealing with projects
were published in the press and on the web. Here is a selection:
La Repubblica - STS-Med
Jerusalem Post - MARENOSTRUM
BBC News - MED-JELLYRISK
Var-Matin - MED-3R
Europe in Israel online - MARE NOSTRUM, BIO-XPLORE and MEDOLICO
1.3.2 Cooperate with the EU Neighbourhood Info Centre and projects on the
realization of Feature stories
Indicator: Number of feature stories developed
Number of newspapers which will publish information concerning the Programme
To increase the visibility of the Programme in the media of the cooperation area, a
partnership was established with the EU Neighbourhood Info Centre. Besides the diffusion
of Programme related news through the EU Neighbourhood Info Centre, this collaboration
was reinforced in 2013 through the preparation of feature stories on funded projects.
Feature stories are prepared by local journalists and photographers on the ground.
"Hotels are going green too": a feature on ShMILE 2 project
"Stopping water leakages", a feature on AQUAKNIGHT project
"Turning olive oil waste into euros while protecting nature": a feature on MEDOLICO
Plants could boost local industry in the Mediterranean: a feature on Bio-Xplore
"Technology to take a stroll through history": a feature on I AM project

Indicators: Number of publications on social media.
Number of followers.
45
Due to the increasing importance of social as tool to reach new audiences, the Programme
has opened account on Twitter, Facebook, LinkedIn and YouTube.
The interest for the pages managed by the Programme on social media has been growing,
as testified by the constant increase in the number of followers.
Twitter proved to be the most efficient and popular media to broadcast information about
the Programme. By the end of 2013, the Programmes account gathered over 700 followers
with an estimated number of 850 tweets. Twitter has allowed the Programme to engage
new stakeholders and foster interactivity with them. The success on LinkedIn should also
be highlighted with over 600 contacts. The potential offered by Facebook will be exploited
throughout 2014.
The Programmes account on Twitter reached in 2013 a significant number of followers, around
700, with more than 850 tweets. This allowed the programme to launch a new and unique
possibility to communicate daily, engage stakeholders, and to guarantee interactivity and wider
participation.
The Joint Managing Authority has also recommended to projects to make most of use of social
media. To date more than half of funded projects have opened accounts on social media.
OBJECTIVE 2 - GUARANTEE TRANSPARENCY IN THE USE OF COMMUNITY

RESOURCES
Indicator: Number of participants
In 2013 the JMA and the BOs were involved in the organization of several information and
communication activities such as training seminar dedicated to beneficiaries of the strategic
call on communication and visibility requirements, technical seminars dedicated to
beneficiaries and partners aiming to ensure an effective and smooth project
implementation.
In this regard, one training seminar was held in Rome (22-23 April 2013) dedicated to
beneficiaries of the strategic call specifically focusing communication and visibility
requirements with focus on practical cases. 19 communication managers attended the
seminar.
Two training technical seminars were organized by the staff of the Aqaba Branch Office in
Lebanon (24 October 2013) and Egypt (20 November 2013), dedicated to concerned
national project partners in order to support them in the implementation of their activities.
The two technical seminars were dedicated to the 95 projects funded under the three calls
for proposals. During these meetings the JMA and the JTS provided the projects with key
information on reporting obligations, monitoring, financial management and payments.
46
The events involved around 180 actors representing the national projects partners in
Lebanon and Egypt.
2.2.1 Support to projects in the development of their communication activities
Indicator: communication material distributed (number) by projects beneficiaries and tools in
line with the guidelines for communication and visibility.
The objective of this action was to support running projects in the development of their
communication strategy and in the implementation of related activities. Specific attention
was given to strategic projects which had to draft a communication plan to be approved by
the JMA according to the provisions of the Grant Contract. Specific guidance concerning
the elaboration of communication plans were delved to propjets through the Programme
Communication and Visibility Guidelines. A common working framework for each project
was established with particular reference to the use of the Programme logo and visual
identity, according to the requirements and recommendations set in the Communication
and Visibility Manual for EU External Actions.
As a result of the daily support provided by the communication officers to running projects,
19 communication plans related to strategic projects were approved and implemented for
the time period concerned. In addition, projects received guidance on the design of
communication material and of written material such as press release and website
contents. Programmes communication officers also supported the development of projects
key messages and their visibility on the cooperation area. For instance, MEDOLICO was
the only cross-border project highlighted among 800 by Commissioner tefan Fle in a
video message delivered on the occasion of the European Cooperation Day.
3.3 Overview of the 2014 Information and Communication Plan

The 2014 Information and Communication document is mostly an updated draft of the 2013
Plan previous version taking into account the specific needs related to the state of
implementation of the Programme.
The activities detailed in the 2014 Plan focus on the project achievements and their
diffusion, the promotion and improvement of the exchange of experiences among synergic
projects and the reinforcement of the relations between the Programme and relevant
institutions at European, national and regional level. The support to beneficiaries and
partners through technical seminars aimed at ensuring an efficient project implementation is
expected to be reinforced.
47
4. CAPITALIZATION PROCESS AND PREPARATION OF THE

NEW JOINT OPERATIONAL PROGRAMME 2014-2020
Capitalization is the systematic management of the knowledge gained in the framework of
the Programme which involves a process of gathering and analysis of good practices and
lessons learnt with the aim of making the results and findings available for all concerned
actors by means of specific tools/events of communication. Also, capitalization is a key
contribution to the preparation of the new ENI CBC Med 2014-2020 Programme.
Both the capitalization process and the new programming exercise for 2014-2020, which
were launched in 2012, have progressed considerably during 2013.
4.1 Capitalization process

The process of capitalization of the ENPI CBC MED Programme began in 2012 with the
aim of identifying the thematic clusters of all approved projects and enhancing the virtuous
experiences and results of the projects and Programme.
This process includes the organization of thematic events by the JMA, the aim of which is to
strengthen information exchanges between the Beneficiaries of the projects and all relevant
stakeholders with a view of creating synergies among projects and programmes.
These events are fully part of an ongoing process aiming at gathering and analyzing
emerging good practices and lessons learnt from the implementation of all ENPI CBC MED
projects with the objective of making the most valuable (achieved and/or expected) results
available to all concerned actors and policy makers (Policy cycle).
Two capitalisation regional events took place respectively on 29th October 2013 in
Amman (Jordan) focusing on environmental challenges - and on 26th November 2013 in
Rome (Italy) focusing on sustainable development and spatial planning. A third event,
addressing Tourism and Culture issues, took place on 15th January 2014 in Valencia
(Spain).
The aim of these workshops was to present the clusterisation process to the participating
projects, to share experiences, expertise and know-how among organisations involved in
running initiatives. Then all ENPI CBC MED project members and staff present have been
divided into different thematic groups and participated to parallel sessions. Each group
analysed the Emerging good practices and Challenges of each project and discussed
the more suitable Medium Term Needs (MTNs) among the five proposed by the JMA.
These results were then combined with the results of all national consultations on the same
topics launched by the JMA since the official start of the 2014-2020 programming exercise,
48
in order to review the most important priorities to be included in the new Joint Operational
Programme and consider the inputs provided at project level.
The capitalization events resulted in a number of MTNs being selected as most relevant
and few new MTNs proposed for consideration in the new Joint Operational Programme.
4.2 Preparation of the new Joint Operational Programme 2014 -2020

Following its official establishment on 6th December 2012 in Lisbon (Portugal), the Joint
Programming Committee (JPC) started its activities on the definition of the new ENI CBC
Mediterranean Sea Basin Programme. This body is constituted by 14 countries, namely
Algeria, Cyprus, Egypt, France, Greece, Israel, Italy, Jordan, Lebanon, Malta, Palestine,
Portugal, Spain and Tunisia. Algeria joined the JPC in March 2013, during its second
meeting in Rome.
Two plenary meetings of the JPC and two restricted meetings gathering all the Heads of
Delegation (HoD) were held in 2013 with the objective of further developing a shared draft
of the new Joint Operational Programme. In particular:
2nd JPC plenary meeting Rome, 5th 6th March 2013
JPC Heads of delegation meeting Rome, 24th May 2013
3rd JPC plenary meeting Barcelona, 30th September 2013
JPC Heads of delegation meeting Rome, 17th December 2013
The availability of the main documents concerning the EU Regulatory Framework (ENI
Regulation, Programming Document and Implementing Rules) remained a major issue in
2013.
The JPC has been supported by three experts coordinated by the JMA as a result of the
selection process launched in December 2012 and finalized early in 2013. All along 2013,
the chosen experts have been in charge of supporting the JPC with particular focus on the
elaboration of the socio-economic analysis of the cooperation area, national consultations
process, definition of management arrangements and potential thematic issues addressed
by the new Programme.
While during its first meeting in Lisbon the JPC introduced the main contents of the new
Programme (i.e. eligibility of territories, main envisaged chapters of the Joint Operational
Programme, socio-economic analysis of the cooperation area and possible identification of
new thematic focuses, future Programme management, etc.), all meetings held in 2013
dealt with both the definition of the methodology and the key milestones of the decision
making process.
During the second JPC meeting (Rome, March 2013) the Autonomous region of Sardinia
was confirmed as Managing Authority for the new Programme. Moreover, the participating
49
Countries reviewed the first methodological overview on the Programme preparation steps
and the introduction to the capitalization process. The latter is still ongoing and contributed
to the identification of the new Programme strategy early in 2014.
Above all, the Rome JPC allowed the launching of the first national consultation,
between 19th March and 24th April, involving all Delegations in view of the identification of
the most suitable sectors for CBC cooperation.
The outcomes of this consultation were then discussed during the Heads of Delegations
meeting (Rome, May 2013). In parallel, a comprehensive situation analysis including a
selection of most relevant data was carried out, also in light of major events that have
impacted the area in recent years. The situation analysis was presented during the Heads
of Delegations meeting and allowed also for a comparison of main trends and conditions in
the area with respect to the previous programming phase (2007-2013).
The Heads of Delegations agreed on a deeper analysis of 8 sectors out of 14 as a
preliminary step for the identification of the most relevant Medium Term Needs (MTNs) to
be tackled by the new Programme.
This analysis was presented during the third JPC meeting (Barcelona, September 2013)
and it included, per each sector, a detailed review of the strengths, weaknesses and MTNs
at Sea Basin level along with the identification of relevant projects implemented by other
Programmes in the same area.
In Barcelona, all Delegations had the opportunity to integrate the analysis and share their
comments especially as far as the MTNs were concerned. Based on that discussion, a
second national consultation was launched (lasting from 4th October till 15th
November) aimed at identifying per each sector the most relevant joint MTNs from a
set of pre-defined needs emerged from the desk analyses and in light of the changed socioeconomic conditions of the area.
In order to complement this national consultation, the Managing Authority launched a wider
consultation on the MTNs that, during ad hoc capitalization events, involved project
stakeholders (that participated in the 2007-2013 Programme) but also external stakeholders
(projects and programmes funded by the EU and other donors and operating in the same
focus sectors that were considered as relevant to the ENI CBC MED Programme 20142020).
The outcomes of the second national consultation were combined with the results of the
capitalisation events and presented during the Heads of Delegations meeting (Rome,
December 2013), allowing for a detailed discussion also in the wake of the Draft CBC
Programming Concept Note 2014-2020, including the list of overarching and thematic
objectives for future ENI CBC Programmes, that had been made available for discussion
with CBC partners at the 6th INTERACT ENPI annual conference (Athens, November
2013).
Consistently with these results, a final round of national consultation was launched
(between 20th December 2013 and 15th April 2014) and focused on selecting overarching
50
and thematic objectives along with most relevant medium-term needs (MTNs) and related
strengths and weaknesses.
As far as the future Programme Structures are concerned, the JMA, after its confirmation,
carried out a survey on the beneficiaries needs. In particular, in July 2013 the JMA sent a
questionnaire on the evaluation of the support services provided by the JMA, JTS
and Branch Officers during the launching of the three calls for proposals and on the
improvements to be suggested for the next programming period. The results were
presented in Barcelona, during the third JPC meeting where the participating countries
asked to re-open the questionnaire to achieve more replies.
The questionnaire has therefore been re-opened until the end of October 2013 and its final
results were presented in December 2013 during the Heads of Delegation meeting in
Rome. The outcomes of the questionnaires suggest that the next Programme should focus
its attention on more technical trainings, national events and re-define the role of the
Branch Offices; moreover, the role of the National Contact Points should be enhanced.
Starting from the outcomes of this survey, and having acknowledged the position of the
participating countries, the JMA started to prepare some preliminary proposals on the future
Programme structures, which have been further defined in 2014.
Finally, the JMA supported INTERACT ENPI in the briefing events organised in the
participating countries in order to explain the new responsibilities deriving from the draft of
the Implementing Rules 2014-2020, with particular attention to the new compulsory bodies
(National Authorities, Control Contact Points, Group of Auditors). In 2013 the JMA attended
the national briefings organised by INTERACT in Israel (July); Palestine (August); Jordan
(August); Tunisia (October meeting held in Palermo, Italy) and Egypt (November 2013).
The seminar in Lebanon could not be held within the end of the year due to the instable
political situation and was postponed to 2014.
51
5. PROGRAMME OF ACTIVITIES TO BE IMPLEMENTED THE

FOLLOWING YEAR
The indicative Working Plan for 2014 was approved by the Joint monitoring Committee on
5th February 2014 by written procedure. It is reported in the GANTT chart below.
52
Programme activities
Jan.
Feb.
March
April
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
Jan.
Feb.
March
April
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
Implementation of the annual audit for

JMA/BOs TA expenses and for the
projects payments
Implementation of the annual ex-post
external audit per projects sample
(expenses)
New call for JTS staff
Development of monitoring system
2 JMC meetings
JPC meetings
6 training seminars for project partners
(BO Budget) in MPC countries.
7 training seminars for project partners
(BO Budget) per EU country
Approval of the Annual Report 2013
Standard Projects first call activities
53
Monitoring phase of funded projects and

participation to projects final conference
Strategic Projects call activities
Jan.
Feb.
March
April
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
Jan.
Feb.
March
April
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
Jan.
Feb.
March
April
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
Monitoring phase of funded projects

Standard Projects second call activities
1 Training seminar with the Lead Partners
of the selected projects
Participation to projects kick off meetings
Monitoring phase of funded projects
Cross-cutting communication activities
(Communication plan 2014)
Organisation of a Programme Conference
Website management and updating
4 capitalization events
Awareness rising events (BO budget)
Production and dissemination of
informative and visibility materials
Graphic design and purchase of
photographic images
54
ANNEXES
55
56
57
B. FINANCIAL PART
EUROPEAN NEIGHBOURHOOD AND PARTNERSHIP INSTRUMENT

CROSS BORDER COOPERATION PROGRAMME
ANNUAL PROGRESS REPORT

<2013>
FINANCIAL PART
Joint Managing Authority: <Autonomous Region of Sardinia>
Date:
Table of contents
1
1,2
1,3
1,4
1,5
1,6
1,7
DECLARATION OF REVENUE AND EXPENDITURE

Provisional budget for the following year (commitments and expenditure)
Bank accounts
Payments from European Commission
Payments from participating countries at programme level
Reconciliation with the financial table of the JOP
Bank account reconciliation
2
2,1
2,2
2,3
PROJECTS
PROJECTS - Payments
PROJECTS - Recoveries
PROJECTS - Other revenue
3
3,1
3,2
3,3
3,3
3,4
3,5
3,6
3,7
3,8
TECHNICAL ASSISTANCE (TA)

TA - Staff
TA - Travel & Subsistence costs
TA - Travel
TA - Equipment and supplies
TA - Consumables
TA - Subcontracting
TA - Other costs
TA - Revenue
TA - Petty Cash
Annexes:
A
B
C
D
E
Expenditure verification report for the reporting year (Article 31 of ENPI CBC Implementing Rules)
Audit report on JMA accounts for the reporting year (Article 14.4 of ENPI CBC Implementing Rules)
Internal audit report for the reporting year (Article 29 of ENPI CBC Implementing Rules)
Report on implementation of the audit plan for projects for the reporting year (Article 30 of ENPI CBC
Implementing Rules)
Bank account statements on 31 December of the reporting year
FINANCIAL PART OF THE ANNUAL PROGRESS REPORT FOR THE YEAR 2013
1. DECLARATION OF REVENUE AND EXPENDITURE

all amounts in EUR
Pursuant to Article 28.2(c) of the Commission Regulation (EC) No 951/2007 of 9 August 2007 laying down implementing rules for cross-border
cooperation programmes financed under Regulation (EC) No 1638/2006 of the European Parliament and of the Council laying down general provisions
establishing a European Neighbourhood and Partnership Instrument , I, the undersigned, Anna Maria Catte, acting as the Head of the Joint Managing
Authority for the ENPI CBC Mediterranean Sea Basin Programme, hereby give assurance that the management and control systems set up for the
programme in the course of the previous year continue to comply with the model approved by the Commission and that they have operated in such a
way as to warrant a reasonable degree of confidence in the correctness of the financial report and in the legality and regularity of the transactions to
which it relates.
In addition, I hereby declare the following.

1) The revenue and expenditure of the programme with regard to EU funds for the year 2012 is as follows. The balance corresponds to the aggregated amount
of EU funds deposited on the programme's accounts, as certified by the attached bank statements.
REVENUE - current reporting period
440.796,67
Payments from the European Commission
0,00
Amount recovered from projects
0,00
Other revenue from projects (penalties, interest on recoveries, etc.)
0,00
Revenue from Technical Assistance (recoveries, penalties, interest on recoveries, etc.)
0,00
Gross Interest on prefinancing
440.796,67
EXPENDITURE - current reporting period
21.403.441,07
Amount paid on projects
19.206.308,90
Amount paid on Technical Assistance
2.197.132,17
BALANCE on 31 December 2012
71.929.781,62
BALANCE
50.967.137,22
Balance of the ENPI bank account on 31 December 2013
52.413.942,91
51.784,67
(A ) Balance of Aqaba BO bank account on 31 December 2013

(A.1) Not eligible expenditures incurred by Aqaba BO in 2011, 2012 and 2013 to be recovered
(B) Amount of TA expenditures advanced by the Sardinia Region to be reimbursed

(C) Amount of TA expenditures advanced by the Comunitat Valenciana to be reimbursed
(D) Not eligible expenditures incurred by JMA in 2013 to be recovered
RECONCILIATION OF THE BALANCE*
3.365,91
-1.387.690,78
-114.339,86
74,37
50.967.137,22
* The balance comes from the ENPI bank account balance at 31.12.2013 ( 52.413.942,91), not including the interests accrued from 01.10.2013 to
31.12.2013 (= 152.393,47 registered in the accounting system in 2014), plus bank account balance of the Aqaba Branch Office (A), plus 3.365,91 the
expenditures paid by Aqaba BO and cut by the External Auditor as not eligible cost (A.1), less the TA costs advanced by Region of Sardinia to be
reimbursed (B), less the funds advanced by Comunitat Valenciana which have to be reimbursed (C) and, finally, less the expenditures incurred by the
JMA on ENPI bank account and cut by the External Auditor as not eligible costs (D).
1. DECLARATION
Page 3
2) The financial contributions from participating countries at the programme level for the year <insert year> are as follows:
0,00
3) The EU contribution to projects at the level of commitments and accepted expenditure does not exceed 90%.
EU contribution to projects (grant amount)
88,94%
EU contribution to accepted expenditure
87,40%
signature: _______________________________________
date: _______________
1. DECLARATION
Page 4
1.2. PROVISIONAL BUDGET FOR THE FOLLOWING YEAR (COMMITMENTS AND EXPENDITURE)
134.991.770,03
20.627.376,39
43.282.750,76
198.901.897,18
42.586.876,97
COMMITMENTS [EUR]
Amount COMMITTED by
31/12/2013 [1]
Amount COMMITTED
01/01/2014 to 31/03/2014
7. Other
64.454.884,14
115.240.813,17
EXPENDITURE [EUR]
Amount to be COMMITTED
01/04/2014 to 31/03/2015[3]
120.127.574,19
15.321.377,01
22.938.869,64
14.170.549,34
20.730.373,53
16.835.690,87
22.094.584,88
0,00
1.046.867,40
1.536.160,28
2.288.001,94
3.165.099,30
14.864.195,84
6.840.223,38
1.476.710,89
87.840,20
20.222.576,22
1.622.907,88
3.039.406,24
0,00
4.506.235,59
1.797.457,50
0,00
0,00
721.951,11
2.118.026,46
1.786.998,50
4.629.592,94
404.800,17
116.301,61
13.932,99
2.984,85
42.238.015,42
0,00
8.808.051,05
1.770.460,84
7.899.365,17
0,00
0,00
1.734.262,61
3.059.462,81
6.249.029,49
949.138,74
11.768.244,71
1.044.735,34
911.688,46
68.432,99
450,00
Cumulative amount to be
COMMITTED on
31/03/2015 [4]
182.588.165,83
16.944.284,89
34.786.326,93
15.941.010,18
33.135.974,29
18.633.148,37
22.094.584,88
1.734.262,61
4.828.281,32
9.903.216,23
5.024.139,18
19.562.936,95
16.313.731,35
7.868.213,45
1.559.076,87
91.275,05
28.172,64
267.000,84
375,67
2.547,97
6.820,00
5.019,23
35.368,31
274.568,04
16.092,09
266.993,69
63,08
2.184,89
8.200,00
6.540,14
24.355,17
275.718,73
3.004.300,68
268.614,67
52.174,67
3.325.090,02
1.707.318,36
134.673,69
512.891,04
2.354.883,09
3.159.947,21
42,41
150,00
3.160.139,62
1.954.433,05
40.363,13
122.666,95
2.117.463,13
[2]
PROJECTS
Priority, Measure 1.1
TA
1. Staff
2. Travel& Subsistence
3. Equipment and
Supplies
4. Consumables
5. Administrative
overheads
6. Subcontracting
8.199.052,07
Amount PAID by
31/12/2013 [1] - current
33.374.649,20
4.993.127,43
5.865.672,74
4.094.565,30
7.275.526,62
3.939.311,87
4.033.456,74
0,00
336.049,77
463.400,34
885.900,97
1.487.637,42
9.212.227,77
4.439.814,18
748.886,52
78.689,87
Amount PAID
Amount to be PAID
Cumulative amount to be
01/01/2014 to
01/04/2014 to 31/03/2015 [3] PAID on 31/03/2015 [4]
31/03/2014 [2]
7.672.029,19
61.938.911,80
102.985.590,19
481.026,20
5.622.985,30
11.097.138,93
1.118.596,11
11.212.444,38
18.196.713,23
684.541,40
5.307.868,06
10.086.974,76
1.791.979,14
10.734.351,89
19.801.857,65
442.377,27
5.898.199,85
10.279.888,99
0,00
8.081.470,67
12.114.927,41
0,00
706.731,69
706.731,69
270.166,36
1.732.001,42
2.338.217,55
657.051,76
3.377.422,32
4.497.874,42
778.025,42
1.697.354,77
3.361.281,16
1.448.265,53
7.568.081,46
10.503.984,41
527.022,88
2.515.972,34
12.255.222,98
296.440,69
1.352.916,42
6.089.171,30
52.192,17
512.307,78
1.313.386,47
1.105,22
450,00
80.245,09
Notes:
[1] 31 December of the year of the annual report
[2] Period from 1 January of the current year to date
[3] Period covering 1 year from the end of period [2]
[4] End of period [3]
1.2 Provisional budget
Page 5
1.3. BANK ACCOUNTS

all reporting periods
50.963.696,94
Bank account number
Description of the bank

account
000401238484
ENPI CBC Mediterranean

Sea Basin Programme
001200 970 571

SWIFT CODE:
IIBAJOAM200
non interest-bearing bank

account
IT / 36 / X / 02008 /
04800/ 000010951778
the amount to be
reimbursed from the
programme's account to the
account of the Sardinia
Region" and showing a
negative balance
9000 0066 90
0350000018
SWIFT CODE:
ESPBEMM
the bank account is for the

government of Valencia and
its departments. The
Secretara Autonmica de
Cohesin Territorial is the
regional ministry/
department that hosts the
Branch Office, but it does
not have its own account
Bank account holder
Regione Autonoma
della Sardegna - Joint
Managing Authority of
ENPI CBC
Mediterranean
Aqaba Special Sea
Currency
Balance
in local currency
(with interest)
Interest*
in local currency
PREVIOUS
REPORTING
PERIODS
Interest *
in local currency
CURRENT
REPORTING
PERIOD
EUR exchange rate

(InforEuro rate on the
date of bank
statement)
Balance
(with interest)
[EUR]
965.796,48
Interest*
PREVIOUS
REPORTING
PERIODS
[EUR]
440.796,67
Interest*
CURRENT
REPORTING PERIOD
[EUR]
EUR
52.413.942,91
965.796,48
440.796,67
1,0000
52.413.942,91
965.796,48
440.796,67
EUR
51.784,67
0,00
0,00
1,0000
51.784,67
0,00
0,00
Regione Autonoma
della Sardegna
EUR
-1.387.690,78
0,00
0,00
1,0000
-1.387.690,78
0,00
0,00
Generalitat
Valenciana
EUR
-114.339,86
0,00
0,00
1,0000
-114.339,86
0,00
0,00
Economic Zone
Authority (ASEZA)
* gross interest (including withholding tax on interest for last quarter 2012)
1.3 Bank accounts
Page 6
1.4. PAYMENTS FROM EUROPEAN COMMISSION

92.147.421,03
Description of the item
Date of receipt
CURRENT REPORTING PERIOD
Amount
[EUR]
Comments
0,00
PREVIOUS REPORTING PERIODS

Pre-financing quota 2008-2009
Pre-financing quota 2008-2009
Pre-financing quota 2010
19/10/2009
25/11/2009
07/12/2010
23/12/11
6.935.673,43
23/12/11
20.368.496,57
20/12/12
35.829.701,60
1.4 Payments from EC
92.147.421,03
8.594.964,30
8.582.375,70
11.836.209,43
Page 7
1.5. PAYMENTS FROM PARTICIPATING COUNTRIES AT PROGRAMME LEVEL

0,00
Date of receipt
Amount
[EUR]
Comments
CURRENT REPORTING PERIOD
0,00
PREVIOUS REPORTING PERIODS
0,00
1.5 Payments from countries
Page 8
1.6. RECONCILIATION WITH FINANCIAL TABLE OF THE JOP

Initial Budget
EU funding
co-funding
Actual Budget
Co-financing
rate (%)
Total funding
EU funding
(a)
co-funding
Paid current reporting period
Co-financing rate
(%)
Total funding
EU funding
Co-funding
Co-financing
rate %
Paid all reporting periods
Total funding
EU funding
(b) co-funding
Co-financing
rate (%)
Balance EU
funding
(a-b)
Balance %
(a-b)
Total funding
Projects
Priority 1
62.498.637,00
6.249.863,00
0,10
68.748.500,00
73.054.242,00
8.117.138,00
0,11
81.171.380,00
9.120.827,39
0,00
9.120.827,39
Priority 2
46.873.978,00
4.687.398,00
0,10
51.561.376,00
58.891.041,00
6.543.449,00
0,11
65.434.490,00
9.132.475,57
0,00
9.132.475,57
Priority 3
15.624.659,00
1.562.466,00
0,10
17.187.125,00
15.139.727,00
1.682.192,00
0,11
16.821.919,00
0,00
0,00
0,00
Priority 4
31.249.318,00
3.124.932,00
0,10
34.374.250,00
35.554.258,00
3.950.473,00
0,11
39.504.731,00
953.005,94
0,00
953.005,94
Technical Assistance
17.360.732,00
0,00
0,00
17.360.732,00
17.360.732,00
0,00
0,00
17.360.732,00
2.197.132,17
0,00
2.197.132,17
173.607.324,00
15.624.659,00
0,10
189.231.983,00
200.000.000,00
20.293.252,00
0,11
220.293.252,00
21.403.441,07
0,00
21.403.441,07
Total
1.6 Reconciliation JOP
14.953.365,47
0,00
14.953.365,47
58.100.876,53
0,12
0,00
15.248.295,23
43.642.745,77
0,16
0,00
336.049,77
14.803.677,23
0,00
0,00
2.836.938,73
32.717.319,27
0,03
9.212.227,77
0,00
9.212.227,77
8.148.504,23
0,13
42.586.876,97
0,00
42.586.876,97
157.413.123,03
0,11
15.248.295,23
336.049,77
2.836.938,73
Page 9
1.7 BANK ACCOUNT RECONCILIATION

all amounts in EUR
BALANCE BANK ACCOUNT STATEMENT ON 31 DECEMBER
52.566.336,38
SUBTRACT
Outstanding interests of the last quarter of 2013 (the value date is 31/12/2013 but it is has been
recorded in the accounts in 2014)
152.393,47
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
ADD
Revenue not credited in the accounts
0,00
0,00
0,00
BALANCE ON DECLARATION OF REVENUE AND EXPENDITURE (Table 1)
1.7 Bank_account_reconciliation
52.413.942,91
Page 10
2. PROJECTS

145.055.832,81
129.009.069,48
Amount of grant of contracts of current period

Project
reference
Project title
Beneficiary with
nationality
Partners with nationality
Duration
[months]
PRIORITY 1 Promotion of socio-economic development and enhancement of territories

MEASURE 1.1 Support to innovation and research in the process of local development of the Mediterranean Sea Basin countries
I-A/1.1/152
Mediterranean Diet and enhancement of UNIONCAMERE, IT PP1 Special Agency Centre of Ser. for ent. IT
PP2 Olive Oil Towns Ass IT
traditional foodstuff- MedDiet
PP3 Med. Diet Foundation ES
PP4 CCI of Tunis TN
PP5 The Routes of the Olive Tree, GR
PP6 CCI of Messinia GR
PP7 Forum of the Adriatic and Ionian Cham IT
PP8 AEMO ES
PP9 ASCAME ES
PP10 CEEBA - Confederation of Egyptian European Business Associations EG
PP11 National Agriculture Research Institute of Tunisia INRAT TN
PP12 Chamber of Commerce, Industry and Agriculture of Beirut LB
Year of
contract
signature
Start
End
88,94%
2.557.841,50
2.462.408,46
2.152.214,23
33.374.649,20
0,00
0,00
Total cost
[EUR]
30
2013
01/01/2013
30/06/2015
61.182.367,59
19.023.162,38
4.996.885,86
EU grant
[EUR]
EU grant
%
54.230.265,00
17.120.846,01
4.497.197,28
88,64%
90,00%
90,00%
Expenditure
claimed
to date
[EUR]
751.048,45
751.048,45
Expenditure
accepted
to date
[EUR]
710.516,82
710.516,82
EU contribution
to expenditure
accepted to date
[EUR]
639.465,14
639.465,14
Amount paid
to date - EU funds
[EUR]
Amount recovered
to date - EU funds
[EUR]
14.953.365,47
4.993.127,43
1.644.492,29
0,00
0,00
I-A/1.1/048
Agro-clusters locaux pour des produits

laitiers mditerranens typiques et
innovants-LACTIMED
ANIMA Investment
Network, FR
PP1 CIHEAM-IAMM FR
PP2 ASTER IT
PP3 CCIA de Zahle et la Bekaa LB
PP4 CC Ital. pour la France Marseille FR PP5 CCI Germano-Arabe EG
PP6 Ple de Comp. de Bizerte TN
PP7 Slow Food IT
PP8 Union Hellnique des CCI GR
PP9 Univ. de Thessalie GR
PP10 Autorit gnrale pour l'investissement (GAFI) EG
PP11 Institut de Transport et de Logistique Internationale (Acadmie Arabe) IO
30
2012
15/11/2012
14/05/2015
4.836.442,82
4.352.798,54
90,00%
714.180,87
I-B/1.1/287
Promoting socio-economic sustainable

development through innovative
technological actions for Mediterranean
tourismheritage and landscapes
protection clusters- HELAND
UNIVERSITY OF
MALTA, Department
of Tourism Studies,
ML
PP1 Fondazzjoni Temi Zammit ML

PP2 GEREDIS ES
PP3 Fundacion Intraeco ES
PP4 Larnaca District Development Agency CY
PP5 Applied Research Institute-Jerusalem PA
PP6 Fac. of Tourism & Hospitality Manag. Univ. LB
PP7 Shouf Biosphere Reserve LB
PP8 Shouf Biosphere Reserve LB
PP9 Department of Urban Planning. Jordan University of Science and Technology JO
PP10 The Royal Marine Conservation Society of Jordan JO
40
2012
29/08/2012
28/12/2015
1.934.000,00
1.740.600,00
90,00%
287.137,29
I-B/1.0/288
BioExploration Novel methodology for

the Identification of Valuable Natural
Products Derived from Mediterranean
Flora - Bio Xplore
Hadassah Academic
College, IL
PP1 Biodiversity & Environmental Research Center, PS

PP2 LEITAT Technological Centre, ES
PP3 Hellenic Regional Development Centre, GR
24
2011
25/10/2011
24/04/2014
1.999.410,00
1.799.469,00
90,00%
I-B/1.0/288
BioExploration Novel methodology for

the Identification of Valuable Natural
Products Derived from Mediterranean
Flora - Bio Xplore
Hadassah Academic
College , IL
PP1 Biodiversity & Environmental Research Center, PS

LEITAT Technological Centre, ES
PP3 Hellenic Regional Development Centre, GR
PP2
24
2011
25/10/2011
24/10/2013
1.999.410,00
1.799.469,00
90,00%
823.577,70
I-B/1.1/493
Promotion des systmes camelins

CIRAD -Centre Coop
innovants et des filires locales pour une Int Rech Agr Dev , FR
gestion durable des territoires sahliens PROCAMED
PP1 Institut des Rgions Arides - Laboratoire dlevage et de la faune sauvage, TN

PP2
Centre de Recherche sur le Dsert (DRC) Division de la Production Animale et des Volailles Ministre de
lAgriculture et de la Rforme Agraire, EG
PP3 Universit des Etudes de Bari Dpartement Production Animale, IT
43
2012
10/01/2012
09/08/2015
1.906.940,99
1.716.246,75
90,00%
524.422,40
0,00
I-B/1.1/051
Cultural and Archaeological heritage in

the Mediterranean Basin - ArcheoMED
PP1 SudgestAid Ltd Aid for Difficult Development, IT

PP2 Yarmouk University-Faculty of
Archaeology and Anthropology, JO
PP3 Al Quds University Institute of
Archaeology, PS
PP4 AIDO Industrial Association of Optics, Colour and Imaging, ES
24
2011
20/09/2011
19/09/2013
1.350.072,71
1.215.065,44
90,00%
424.629,19
0,00
10/11/2011
09/11/2014
25.489.794,62
1.472.270,46
22.938.869,64
1.325.043,41
89,99%
90,00%
5.865.672,74
375.563,59
0,00
2011
2012
20/10/2012
19/10/2015
3.060.650,00
2.754.583,00
90,00%
Polo Universitario
della Provincia di
Agrigento, IT
MEASURE 1.2 Strengthening economic clusters creating synergies among potentials of the Mediterranean Sea Basin countries
I-B/1.2/441
Mediterranean Network of sustainable
Apulia Region,
PP1 Int. Centre for Advanced Med. Agronomic St. IT
small-scale fishing communitiesRegional Ministry to
PP2 Reg. Agency LAORE Sardegna IT
Agrofood Policies,
PP3 Ministre de l'Agr. et des Res. Hydrauliques TN
FISHINMED
Dpt. Hunting and
PP4 Agr. Research Center EG
Fishing, IT
PP5 Ministry of Agr.LB
PP6 Regione Sicilia Ass.Reg. delle Risorse Agricole IT
PP7 Hellenic Centre for Marine Research - Institute of Marine Biological Resources GR
I-A/1.2/113
International Augmented MED-I AM
Municipality of
Alghero, IT
PP1 UNIGE IT
PP2 Ministry of Culture ES
PP3 Kniclab Ass. ES
PP4 i2CAT Found ES
PP5 Bibliotheca Alexandrina EG
PP6 Munic.of Jebeil LB
PP7 American Univ. of Beirut LB
PP8 Depart. of Antiquities JO
PP9 Jordan University of Science and Technology (JUST) JO
PP10 Municipality of Al Taybeh PA
PP11 RIWAQ PA
PP12 ONTT - Regional Commisariat for Tourism of Nabeul-Hammamet TN
PP13 Association of Geographic Research and Studies (AREG) of the University of Manouba TN
36
36
2. PROJECTS
751.048,45
0,00
710.516,82
0,00
639.465,14
0,00
574.687,69
978.298,17
Page 11
Project
reference
Project title
Beneficiary with
nationality
Duration
[months]
Year of
contract
signature
Start
End
Total cost
[EUR]
EU grant
[EUR]
EU grant
%
Expenditure
claimed
to date
[EUR]
Expenditure
accepted
to date
[EUR]
EU contribution
to expenditure
accepted to date
[EUR]
Amount paid
to date - EU funds
[EUR]
Amount recovered
to date - EU funds
[EUR]
I-A/1.2/131
Mediterranean Experience of EcoTourism-MEET
Italian Parks
PP1 Latium Region IT
Federation - Europarc PP2 National Parks of France FR
Italy, IT
PP3 MedPAN FR
PP4 Catalua Region ES
PP5 IUCN Med ES
PP6 Eg. Env. Affairs Agency EG
PP7 Royal Society for the Conservation of Nature JO
PP8 Al- Shouf Cedar Society LB
33
2013
17/01/2013
16/10/2015
4.999.966,00
4.499.969,40
90,00%
1.002.120,86
I-A/1.2/042
Improvement of Mediterranean territorial

cohesion through setup of tourist-cultural
itinerary -UMAYYAD
Public Andalusian
Foundation The
Legacy of al-Andalus,
ES
PP1 Andalusian Council of CC ES

PP2 Algarve Tourism Board PT
PP3 Reg.Direction of Culture Algarve PT PP4 Castles and Medieval Towns Circuit Ass. IT
PP5 Italo-Tunisian CCI TN
PP6 Ass."Mediterranean Liaisons" TN
PP7 Arab League Educational, Cultural and Scientific Organization IO
PP8 Safadi Foundation LB
PP9 Urban Planning Institute, Lebanese American University LB
PP10 Municipality of Jbeil Byblos LB
PP11 CulTech in Archaeology and Conservation JO
PP12 International Development Co. AID-ME EG
PP13 Federation of Egyptian Chambers of Commerce Alexandria Chamber EG
PP14 European Association for the Professional and Cultural Development Mainides ES
36
2012
22/12/2012
21/12/2015
4.153.653,80
3.738.288,42
90,00%
793.663,23
I-A/1.2/117
A cross-border network to increase sound Research and

and harmonious tourism in Italy, Spain,
Cooperation, IT
Lebanon and Tunisia-Live your tour
PP1 FAMSI ES
PP2 Province of Lecce IT
PP3 Manag.Consortium of Coastal Dune Reserve IT
PP4 Manag. Consortium of Torre Guaceto Park IT
PP5 Tunisian Ass.for Manag.and Social Stability - TAMSS TN
PP6 UNDP Lebanon IO
PP7 Baalbeck Mun. Union
PP8 Chouf Es Souayjani Municipalities Federation LB
PP9 American University of Culture & Education (AUCE) LB
36
2012
21/12/2012
20/12/2015
4.960.124,10
4.464.111,69
90,00%
994.416,04
I-B/1.2/155
Supporting and connecting rural womens Asamblea de

traditional know how within the
Cooperacin por la
Mediterranean Sea Basin through t
Paz , ES
achievement of an harmonious
development for a good neighbourhood in
the region
PP1 Agricultural Development Association(PARC), OpT

PP2 Collective for Research and Training on Development Action (CRTD.A), LB
36
2012
20/11/2012
19/11/2015
1.994.617,63
1.795.155,87
90,00%
449.800,13
0,00
I-B/1.2/040
Project Wealth: Promoting Local

Sustainable Economic Development PROJECT WEALTH
New Israel Fund , IL
PP1 Lunaria, IT
PP2 University of the Algarve Algarve Regional Centre for Innovation, PT
PP3 Puglia Region Mediterranean Department, IT PP4 Shiraa Association for Development OpT
40
2012
25/04/2012
24/08/2015
1.943.512,63
1.747.217,85
89,90%
419.798,76
0,00
I-B/1.2/442
MARAKANDA
Comune di Firenze ,
IT
PP1 Mun. of Genova, IT

PP2 Local Aut. Union of Xanthi District, GR
PP4 Mun. of Limassol, CY
PP5 Univ. of Genoa, IT
PP6 Nat. Res. Centre, EG
PP7 Mun. Inst. of Barc., ES
PP8 PLURAL - European Study Centre, IT
PP9 Souk El Tayeb, LB
PP10 Mun. of Favara, IT
36
2012
01/02/2012
31/01/2015
1.355.000,00
1.219.500,00
90,00%
293.918,40
0,00
I-B/1.2/368
Mediterranean Route for Tourism and

Culture - MED ROUTE
Region of Sterea
Ellada , GR
PP1 Region of Central Macedonia, GR

PP2 Ministry of Tourism and Antiquities Third circle, JO
PP3 Province of Vibo Valentia, IT
24
2011
03/08/2011
02/08/2013
1.550.000,00
1.395.000,00
90,00%
558.093,56
0,00
2012
18/12/2012
17/12/2015
16.669.410,59
2.593.194,23
14.170.549,35
2.333.874,80
85,01%
90,00%
4.094.565,30
808.031,55
0,00
36
MEASURE 1.3 Strengthening the national strategies of territorial planning by integrating the different levels, and promotion of balanced and sustainable socio-economic development
I-A/1.3/098
Integrated monitoring of jellyfish outbreaks National
PP1 Spanish Research Council - Institute of Marine Sciences ES
under anthropogenic and climatic impacts Interuniversity
PP2 University of Malta MT
in the Mediterranean sea (coastal zones): Consortium for Marine PP3 Faculty of Sciences of Bizerte TN
PP4 Tunisian National Institute of Agronomy TN
trophic and socio-economic risks -MED- Sciences, IT
JELLYRISK
0,00
0,00
0,00
I-A/1.3/093
Bridging the implementation gap:

facilitating cross-border iczm
implemention by lowering legalinstitutional barriers in the msb- MARE
NOSTRUM
Technion - Israel
Institute of
Technology, IL
PP1 Mun. of Alexandroupolis GR

PP2 Port Institute of Studies and Coop.Valencia ES
PP3 Mun. of Haifa IL
PP4 Mun. of Kavala GR
PP5 IRM Company Ltd. MT
PP6 Society for Protection of Nature IL
PP7 University of THESSALY GR
PP8 Democritus University of Thrace GR
PP9 Amman Center for Peace and Development JO
PP10 Interteam Ltd IL
36
2013
31/01/2013
30/01/2016
4.319.527,12
3.887.574,40
90,00%
948.235,81
I-B/1.3/482
Empowerment of Management
Capacities of the Middle Eastern Public
Bodies on Public Services and SocioEconomical Local Development MIDEMP
Provincia di Cagliari ,
IT
PP1 Medina, Association for the cooperation among people, IT.

PP2 Focus Europe - Laboratory for Project of European Integration, IT.
PP3 Municipality of Montignoso, IT.
PP4 Municipality of Umm al Fahm, IL.
PP5 Municipality of Tubkat Fahel, JO.
PP6 Governatorate of Jenin, PS.
PP7 Water and Environmental Development Organization/Friends of the Earth Middle East WEDO/FoEME, PS
36
2011
01/09/2011
31/08/2014
1.280.770,74
1.152.693,67
90,00%
299.526,90
I-B/1.3/406
Mediterranean Network for the promotion Area Metropolitana de PP1 Sfax City Council, TN
of Sustainable Urban Development
Barcelona, ES
PP2 Foundation Center for Strategic Research and Economic and Social, ES
Sousse City Council, TN
Strategies and three news UDS-USUDS
PP4 Saida City Council, LB
PP5 Larnaca City Council CY
PP6 Urban Community of Al Fayhaa, LB
24
2011
22/10/2011
21/10/2013
2.863.011,03
1.783.742,47
62,30%
590.838,63
0,00
PP3
2. PROJECTS
Page 12
Project
reference
Project title
Beneficiary with
nationality
I-B/1.3/563
Territorial networking for capacity building Regione Toscana , IT

and local development: a cross border
experience linking Lebanon, Jordan,
France, Italy - T NET
PP1 Oxfam Italia, IT

PP2 ARCI - Italian Cult. Ricreative Ass, IT
PP3 Regional Authority of PACA, FR
PP4 Fed. of Mun. of Zgharta district, LB
PP5 Union of TYRE Reg. Mun.,LB
PP6 Union of Jezzine Mun., LB
PP7 UNDP-Lebanon, LB
PP8 Jordan Society for Sust. Dev., JO
PP9 Greater Madaba Mun., JO
I-B/1.3/561
New CIities of the Mediterranean Sea

Basin - NEWCIMED
Comune di Latina , IT PP1 Univ. of Rome Tor Vergata, IT

PP2 Project South, IT
PP3 Env. and Cult. Herit. Dep. of the Cult. Heritage and Educ. Council. Sicily, IT
PP4 HERIMED, IT
PP5 Prov. of Oristano, IT
PP6 Univ. of Valencia, ES Mun. of Eordea, GR
PP8 Mun. of Tyre, LB
PP9 Mun. of Maamoura, TN
PP10 Ministry of Tour. & Ant., JO
I-B/1.3/350
Local Agenda 21in territorial planning in

energy and waste management- LOCAL
AGENDA
Provincia di Viterbo ,
IT
PP1 Eur. Obs. of Landscape, IT

PP2 Prov. of Turin, IT
PP3 Prov. of Maiorca, ES
PP4 Nat. Cent for Res. and Dev., JO
PP5 Jord. Env. Soc., JO
PP6 UNDP, LB
Duration
[months]
Year of
contract
signature
Start
End
I-B/2.1/090
Mediterranean Cooperation in the

Treatment and Valorisation of Olive Mill
Wastewater (OMW) - MEDOLICO
University of Cyprus , PP1 Matimop, Israeli Industry Center for Research and Development, IL
CY
PP2 Unioncamere Liguria, IT
PP3 National Laboratory for Energy and Geology, Unit of Bioenergy, PT
PP4 Jordan University of Science and Technology, JO
PP5 The Ben Gurion University of the Negev, IL
PP6 University of the Study of Genoa - Department of Chemistry and Industrial Chemistry, IT
I-B/2.1/395
MAnagement of Port areas in the

MEDiterranean Sea Basin - MAPMED
Universit degli Studi

di Cagliari , IT
I-A/2.1/054
EU grant
[EUR]
EU grant
%
Expenditure
claimed
to date
[EUR]
Expenditure
accepted
to date
[EUR]
EU contribution
to expenditure
accepted to date
[EUR]
Amount paid
to date - EU funds
[EUR]
Amount recovered
to date - EU funds
[EUR]
36
2011
04/10/2011
03/10/2014
1.902.481,40
1.673.281,40
87,95%
453.888,94
0,00
36
2011
27/07/2011
26/07/2014
1.991.955,12
1.792.759,60
90,00%
432.493,78
0,00
2012
24/05/2012
23/05/2015
1.718.470,95
1.546.623,00
90,00%
561.549,69
0,00
0,00
0,00
64.837.576,27
25.907.300,52
1.609.547,04
36
MEASURE <number and name>
PRIORITY 2. Promotion of environmental sustainability at the basin level

MEASURE 2.1 Prevention and reduction of risk factors for the environment and enhancement of natural common heritage
I-B/2.1/548
Sustainable domestic Water Use in
Regione Lazio PP1 IRIDRA S.r.l., IT
Ass.to Ambiente e
PP2 Svi.Med -Centro Euro Mediterraneo per lo Sviluppo Sostenibile onlus, IT
Mediterranean Regions - SWMED
Sviluppo Sostenibile , PP3 MRA - Malta Resources Authority, MT
IT
PP4 Ministry for GOZO, MT
PP5 PHG - Palestinian Hydrology Group for Water and Environmental Resources Development, PS
PP6 CERTE - Centre of water Researches and Technologies, TN
PP7 PWA - Palestinian Water Authority, PA
Total cost
[EUR]
0,00
0,00
0,00
0,00
0,00
89,06%
87,94%
90,00%
1.378.373,83
1.378.373,83
359.739,48
1.331.633,21
1.331.633,21
345.474,86
1.136.095,26
1.136.095,26
310.927,37
15.248.295,23
7.275.526,62
464.446,21
0,00
0,00
36
2011
01/09/2011
31/08/2014
72.799.418,23
29.459.826,26
1.788.385,60
36
2011
16/11/2011
15/11/2014
1.964.499,25
1.768.049,33
90,00%
473.689,90
444.076,45
399.668,81
440.825,75
544.944,46
542.081,90
425.499,08
261.708,57
PP1 University of Florence - Department of Evolutionary Biology, IT

PP2 Hellenic Centre for Marine Research - Institute of Marine Biology and Genetics, GR
PP3 Autonomous Region of Sardinia - Head office Regional Agency of the Sardinian River basin district, IT
PP4 Institute of Graduate Studies and Research - Alexandria University, EG
PP5 Faculty of Sciences of Tunis, TN
40
2011
01/09/2011
31/12/2014
2.292.330,62
1.799.330,62
78,49%
Adaptation to climate change through

ICU - Institute for
improved water demand management in University
irrigated agriculture by introduction of new Cooperation;IT
technologies and best agricultural
practices- ACCBAT
PP1 NCARE - National Centre for Agricultural Research and Extension JO

PP2 MoA - Lebanese Ministry of Agriculture LB
PP3 MoA - Tunisian Ministry of Agriculture TN
PP4 ADBPO - River Po Basin Authority IT
36
2013
21/12/2012
20/12/2015
4.998.952,50
4.498.152,50
89,98%
1.022.439,47
I-B/2.1/395
MAnagement of Port areas in the

MEDiterranean Sea Basin - MAPMED

di Cagliari , IT
PP1 University of Florence - Department of Evolutionary Biology, IT

PP2 Hellenic Centre for Marine Research - Institute of Marine Biology and Genetics, GR
PP3 Autonomous Region of Sardinia - Head office Regional Agency of the Sardinian River basin district, IT
PP4 Institute of Graduate Studies and Research - Alexandria University, EG
PP5 Faculty of Sciences of Tunis, TN
40
2011
01/09/2011
31/12/2014
2.292.330,62
1.799.330,62
78,49%
592.861,27
I-B/2.1/548
Sustainable domestic Water Use in

Mediterranean Regions - SWMED
Regione Lazio Ass.to Ambiente e

Sviluppo Sostenibile ,
IT
PP1 IRIDRA S.r.l., IT

PP2 Svi.Med -Centro Euro Mediterraneo per lo Sviluppo Sostenibile onlus, IT
PP3 MRA - Malta Resources Authority, MT
PP4 Ministry for GOZO, MT
PP5 PHG - Palestinian Hydrology Group for Water and Environmental Resources Development, PS
PP6 CERTE - Centre of water Researches and Technologies, TN
PP7 PWA - Palestinian Water Authority, OpT
36
2011
01/09/2011
31/08/2014
1.788.385,60
1.609.547,04
90,00%
375.391,94
0,00
I-B/2.1/529
AQUA KNowledge and Innovation

transfer for water savinG in tHe
mediTerranean basin - AQUAKNIGHT
Institute of
Communication and
Computer Sistems ,
GR
PP1 SGI Studio Galli Ingegneria S.p.A., IT

PP2 Water Board of Lemesos, CY
PP3 IRIDE ACQUA GAS SPA Research and Development Department ,IT
PP4 Sonede International, TN
PP5 Comete Engeneering, TN
PP6 Alexandria Water Company, EG
PP7 Aqaba Water Company, W.L.L., JO
PP8 Signal GeneriX Ltd, CY
PP9 Department of Hydraulic Engineering and Environmental Application - University of Palermo, IT
36
2011
07/12/2012
06/12/2015
1.999.129,50
1.799.216,50
90,00%
708.830,96
0,00
I-B/2.1/249
Improving Environmental Sustainability of ICU-Istituto per la

Irrigated Agricultural Production in
Cooperazione
Universitaria Onlus ,
Lebanon and Jordan -ENSIAP
IT
PP1 NCARE National Centre for Agricultural Research and Extension, JO

PP2 CRES Centre for Renewable Energy Sources and Saving, GR
PP3 Lebanese Ministry of Agriculture (MOA), LB
36
2011
17/11/2011
16/11/2014
1.997.743,31
1.797.743,31
89,99%
407.053,24
0,00
2. PROJECTS
Page 13
Project
reference
Project title
Beneficiary with
nationality
Duration
[months]
Year of
contract
signature
Start
End
Total cost
[EUR]
EU grant
[EUR]
EU grant
%
Expenditure
claimed
to date
[EUR]
Expenditure
accepted
to date
[EUR]
EU contribution
to expenditure
accepted to date
[EUR]
Amount paid
to date - EU funds
[EUR]
Amount recovered
to date - EU funds
[EUR]
I-B/2.1/090
Mediterranean Cooperation in the

Treatment and Valorisation of Olive Mill
Wastewater (OMW) - MEDOLICO
University of Cyprus , PP1 Matimop, Israeli Industry Center for Research and Development, IL
CY
PP2 Unioncamere Liguria, IT
PP3 National Laboratory for Energy and Geology, Unit of Bioenergy, PT
PP4 Jordan University of Science and Technology, JO
PP5 The Ben Gurion University of the Negev, IL
PP6 University of the Study of Genoa - Department of Chemistry and Industrial Chemistry, IT
36
2011
16/11/2011
15/11/2014
1.964.499,25
1.768.049,33
90,00%
523.405,34
0,00
I-B/2.1/122
De lexprimentation la diffusion de
lEcolabel en Mditerrane - ShMILE 2
Chambre de
Commerce et
d'IndustrieTerritoriale
Nice Cte d'Azur, FR
24
2011
19/01/2012
18/01/2014
1.998.998,61
1.799.098,75
90,00%
751.061,90
0,00
I-B/2.1/243
Promoting sustainable groundwater

resources in the Mediterranean Basin:
improving technical and administrative
skills in select Mediterranean Basin
municipalities to alleviate pollution of
groundwater
EcoPeace Middle
PP1 Water and Environmental Development Organisation (WEDO), OpT
East Environmental
PP2 Malaga Country Council, European Resources Department, ES
NGO Forum FOEME ,
IL
30
2011
01/11/2011
30/04/2014
90,00%
464.856,64
0,00
I-B/2.1/049
Diffusion of nanotechnology based

UNIBAS devices for water treatment and recycling - DIPSISTEMI , IT
NANOWAT
Managing the Environmental
Sustainability of Ports for a durable
di Genova , IT
development - MESP
PP1 National Centre of Scientific Research Hydrosciences Montpellier, FR

PP2 Spanish Research Council-Institute of Natural Resources and Agrobiology of Seville, ES
PP3 The Hebrew University of Jerusalem, IL
36
2012
14/04/2012
13/04/2015
1.404.524,43
1.186.193,43
84,46%
351.778,75
0,00
PP1 Marine Science Station, Univ. of Jordan, JO

PP2 La Spezia Port Authority, IT
PP3 Al-Manar Univ. of Tripoli LB
PP4 Patras Mun. Enterprise for planning & dev., GR
PP5 Office dexploitation du Port de Tripoli, LB
36
2012
01/06/2012
31/05/2015
1.388.695,72
1.249.826,15
90,00%
331.007,65
0,00
Gouvernance de la qualit de lair dans

les villes mditerranennes GOUVAIRNANCE
PP1 Ville de Marseille, FR

PP2 AIR-PACA, FR
PP3 Institut Valencien de ldification fondation de la Communaut Valencienne, ES
PP4 Univ. de Valence ERI Polibienestar, ES
PP5 Communaut Urbaine AL FAYHAA, LB
PP6 Autorit de la Zone conomique Spciale dAqaba, JO
36
2012
25/01/2012
24/01/2015
1.982.213,52
1.783.992,17
90,00%
579.858,93
0,00
2012
02/12/2012
01/12/2015
18.720.427,43
4.126.872,64
16.835.690,87
3.714.185,38
89,93%
90,00%
3.939.311,87
693.469,93
0,00
36
36
2013
25/12/2012
24/12/2015
4.787.062,00
4.308.355,80
90,00%
1.323.694,02
I-B/2.1/134
I-B/2.1/405
Institut de la
Mditerrane , FR
PP1 Agence de l'Environnement et de la Maitrise de l'Energie - Direction de l'Action Internationale, FR

PP2 Agence Rgionale pour la protection du littoral, IT
PP3 Centres Services de Promotion des Entreprises, IT
PP4 Prfcture de Halkidiki, GR
PP5 Institut de Dveloppment Touristique de la Macdoine, GR
PP6 Centre International des Technologies de l'Environnemende Tunis, TN
PP7 Centre
pour l'Environnemenet le Dveloppement pour la Rgiona Arabe et l'Europe, EG
PP8 Communaut
Urbaine Nice Cote d'Azur, FR
PP9 Institut National de la Normalisation et de la Proprit Intellectuelle, TN
PP10 Ministre du Tourisme et des Antiquits, JO
MEASURE 2.2 Promotion of renewable energies use and improvement of energy efficiency contributing to addressing, among other challenges, climate change
I-A/2.2/187
Chamber of
PP1 Reg.Assoc. Mun. of Sardinia IT
The Green MED Initiative- GMI
Commerce, Industry PP2 Averda Servus LB
and Agriculture of
PP3 CCI Marseille Provence FR
Beirut and Mount
PP4 Conf. of Egyptian Eur.Business Assoc. EG
Lebanon, LB
PP5 CSPI - CHAMBER OF COMMERCE OF CAGLIARI IT
PP6 Association of Mediterranean Chambers of Commerce & Industry ES PP7 Association of Enterprises for
Environmental Conservation EG
PP8 Barcelona Chamber of Commerce ES
PP9 Foundation for Development Innovation and Technology ES
PP10 Chamber of Commerce of Tunis TN
PP11 SERVICORP LB
PP1 CCINCA FR
PP2 Mun. de Gnes IT
PP3 Ea co-entreprises FR
PP4 OIEau FR
PP5 Mun. de Hyres Les Palmiers FR
PP6 UNIV. DE GENES IT
PP7 Mun. de Sousse TN
PP8 Mun.de Sfax TN
PP9 Mun. de Jbeil LB
PP10 Mun. de Blat LB
PP11 ASEZA JO
PP12 ANGED TN
PP13 Systme Euro-Mditerranen d'Information dans le domaine de l'eau FR
1.599.137,73
1.439.223,73
0,00
0,00
0,00
I-A/2.2/183
Plateforme stratgique euromditerranenne pour une gestion

adapte des dchets -MED-3R
Mtropole Nice Cte

d'Azur (NCA), FR
I-A/2.2/231
Selective collection of the organic waste

in tourist areas and valorization in farm
composting plants-SCOW
Urban Ecology
PP1 Dev. Agency Gal Genovese IT
Agency of Barcelona, PP2 Local Councils Assoc. MT
ES
PP3 House of Water and Env. PA
PP4 Upper Galilee Reg.Council IL
PP5 MIGAL Galilee Technology Center IL
PP6 SYVADEC (SIRET) FR
PP7 Environment Park SpA IT
36
2013
01/01/2013
31/12/2015
4.970.579,59
4.473.521,63
90,00%
892.434,88
I-B/2.2/063
Rseau dAction en matire de Mobilit

Urbaine Durable - RAMUD
Ajuntament de
Barcelona , ES
30
2011
27/10/2011
26/04/2014
843.464,66
747.197,06
88,59%
180.961,39
0,00
I-B/2.2/099
Production of biodiesel from Algae in

Agricultural Research PP1 Cyprus Energy Agency, CY
PP2 Malta Intelligent Energy Management Agency, MT
selected Mediterranean Countries - MED- Institute , CY
PP3 Fondazzjoni Temi Zammit, MT
ALGAE
PP4 Studio Sardo, IT
PP6 National & Kapodistrian University of Athens, GR
PP7 National Research Center, EG
PP8 The Lebanese Association for Energy Saving & for Environment, LB
PP9 Alexandria University, Faculty of Science, EG
PP10 American University of Beirut, LB
PP11 National Technical University of Athens, GR
PP12 Mediterranean Univ. of Calabria, IT
36
2011
09/12/2011
08/12/2014
2.000.858,54
1.800.000,00
89,96%
482.187,72
0,00
PP1 Municipalit de Sousse, TN

PP2 Communaut Urbaine AL FAYHAA, LB
PP3 TRAI.IN SpA Services pour la mobilit, IT
2. PROJECTS
Page 14
Project
reference
I-B/2.2/180
Project title
Beneficiary with
nationality
Rnovation Energtique des Logements - Agncia de l'Habitatge PP1 Universit Polytechnique de la Catalogne Plateforme darchitecture et dveloppement durable, ES
de Catalunya, ES
Fdration Italienne pour le logement, IT
RELS
PP3 Socit dEtudes et dAmnagement des Ctes Nord de la Ville de Sfax , TN
PP4 Agence rgionale pour le logement social, IT
PP5 Agence Nationale pour la Matrise de lEnergie, TN
PP6 Socit Scientifique Royale Centre DAqaba, JO
MEASURE 2.3
I-A/2.3/206
MEDiterranean DEvelopment of Support
schemes for solar Initiatives and
Renewable Energies -MED DESIRE
Puglia Region Research and

Competitiveness
Service - Industrial
Research and
Technological
Innovation Office, IT
PP1 It. Min. for the Env. Land and Sea IT PP2 It. Nat. Agency for New Tech., Energy and Sust. Econ. Dev. IT
PP3 Andalusian Energy Agency ES
PP4 Andalusian Institute of Tech. ES
PP5 CIEMAT-Solar Plataform of Almeria ES
PP6 The National Agency for Energy Conservation TN
PP7 Lebanese Center for Energy Conservation LB
PP8 New and Renewable Energy Authority EG
Duration
[months]
PP2
Year of
contract
signature
Start
End
Total cost
[EUR]
EU grant
[EUR]
EU grant
%
40
2011
22/10/2011
21/02/2015
1.991.590,00
1.792.431,00
90,00%
35
2013
31/01/2013
30/12/2015
24.619.164,53
4.470.463,70
22.094.584,88
4.023.417,24
89,75%
90,00%
Expenditure
claimed
to date
[EUR]
0,00
Expenditure
accepted
to date
[EUR]
0,00
EU contribution
to expenditure
accepted to date
[EUR]
0,00
Amount paid
to date - EU funds
[EUR]
366.563,93
0,00
4.033.456,74
888.772,25
0,00
I-A/2.3/202
FOstering Solar TEchnology in the

MEDiterranean area-FOSTEr in MED
University of Cagliari, PP1 ASCAME ES

IT
PP2 SPECIAL AG. CENTRE OF SERVICES FOR ENT. IT
PP3 CEEBA EG
PP4 Industrial Research Institute LB
PP5 Royal Scientific Society JO
PP6 CCI of Tunis TN
PP7 Autonomus Region of Sardinia IT
36
2012
01/12/2012
30/11/2015
4.500.000,00
4.050.000,00
90,00%
861.432,11
I-A/2.3/233
Development and implementation of

decentralised solar-energy-related
innovative technologies for public
buildings, in the Mediterranean Basin
countries-DIDSOLIT-PB
Autonomous
University of
Barcelona, UAB, ES
36
2012
13/12/2012
12/12/2015
4.473.253,45
4.025.925,00
90,00%
712.691,14
I-A/2.3/209
Machrek Energy Development - SolarMED-Solar
Trama
PP1 Polytechnical Univ.of Catalonia ES PP2 Solartys ES
TecnoAmbiental S.L., PP3 CEA FR
ES
PP4
Energy Research Center, An-Najah Univ. PA
PP5 UNDP Lebanon IO
PP6
National Center for Research and Dev. JO
30
2012
01/01/2013
30/06/2015
3.021.590,00
2.656.771,00
87,93%
355.979,35
I-A/2.3/234
Strategic Hubs for the Analysis and

Acceleration of the Mediterranean Solar
Sector-SHAAMS
Barcelona Official
Chamber of
Commerce, Industry
and Navigation, ES
PP1 FUNDITEC ES
PP2 AGEAS-SALERNO IT
PP3 Sophia Antipolis found. FR
PP4 CCIA Beirut-Mount LB
PP5 Japan Univ. of Science and Technology E-JUST EG
PP6 ANEA IT
PP7 WWF EUR. POLICY PR- ROME BRANCH
IT
PP8 Al Urdonia Lil Ebda Co. JO
PP9 Crete GR
PP10 BERYTECH FOUNDATION LB
PP11 Business Incubation Association of Tripoli LB
36
2012
09/11/2012
08/11/2015
3.200.344,40
2.880.309,96
90,00%
627.758,07
I-A/2.3/174
Small scale thermal solar district units for ARCA

CONSORTIUM, IT
Mediterranean communities-STS-Med
PP1 ENEA IT
PP2 CCIA Cyprus CY
PP3 The Cyprus Inst. CY
PP4 Al Balqa Applied Univ. JO
PP5 Millenium Energy Ind. JO
PP6 ARST EG
PP7 ELSEWEDY ELECTRIC S.A.E. EG PP8 Univ. of Athens GR
PP9 Centre Europen d'Entreprise et d'Innovation multipolaire des Bouches-du-Rhne/BIC Provence FR
PP10 NREA - New and Renewable Energy Authority EG
PP11 Ministry of Energy and Mineral Resources (MEMR) JO
PP12 Sicilian Region - Dept. of Production Activities IT
PP13 CEA - French Alternative Energies and Atomic Energy Commission FR
36
2012
17/11/2012
16/11/2015
4.953.512,98
4.458.161,68
90,00%
586.823,82
0,00
0,00
1.163.186,00
0,00
1.046.867,40
0,00
1.163.186,00
1.163.186,00
1.046.867,40
1.046.867,40
0,00
PP1 AEIPLOUS, Inst. for Innovation & Sust.Dev. GR

PP2 EAEE EG
PP3 Al-Balqa' Applied Univ.BAU JO
PP4 Univ.of Alexandria EG
PP5 Med. Agronomic Institute of Chania GR
PP6 Eco-System Europa, SL ES
PRIORITY 3 Promotion of better conditions and modalities for ensuring the mobility of persons, goods and capitals
MEASURE 3.1 Support to people flows among territories as a means of cultural, social and economic enrichment
MEASURE 3.2 Improvement of conditions and modalities of circulation of goods and capitals among the territories
I-B/3.2/500
Improving the goods circulation between Universit degli Studi PP1 Leb. Customs Public Adm. - Ministry of Finance, LB
the Middle East and the EU by networking di Genova , IT
PP2 Port Inst. for Studies and Co-operation of the Valencian Region (FEPORTS), ES
and adopting shared procedures and
PP3 Piraeus Port Auth. SA, GR
PP4 Alicante Port Authority, Infrastructure Dep., ES
technologies -CUSTOM MED
PP5 Aqaba Dev. Corporation, JO
30
2012
22/10/2011
22/10/2011
PRIORITY 4 Promotion of cultural dialogue and local governance

MEASURE 4.1 Support to mobility, exchanges, training and professionalism of young people
I.B/4.1/257
Botanicals Risk Assessment training in
Hylobates Consulting PP1 Univ. of Joannina, GR
SrL , IT
PP2 Aqaba Special Economic Zone Authority The Environment Commission, JO
the Mediterranean Area - BRAMA
PP3 National Research Center, Department of Tanning Materials & Leather Technology, EG
40
2. PROJECTS
2012
12/06/2012
11/10/2015
Amount recovered
to date - EU funds
[EUR]
0,00
0,00
0,00
0,00
0,00
90,00%
0,00
0,00
0,00
0,00
0,00
0,00
336.049,77
0,00
0,00
0,00
90,00%
90,00%
0,00
0,00
0,00
336.049,77
336.049,77
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
0,00
9.910.861,00
8.894.360,82
89,74%
428.419,21
420.258,43
376.653,83
2.836.938,73
0,00
1.706.844,76
1.706.844,76
1.536.160,28
1.536.160,28
90,00%
90,00%
0,00
0,00
0,00
463.400,34
463.400,34
0,00
0,00
Page 15
Project
reference
Project title
Beneficiary with
nationality
MEASURE 4.2 Support to the artistic creativity in all its expressions to encourage dialogue among communities
I-B/4.2/445
Culture in the Mediterranean and Europe Interbalkan Institute of PP1 Institute for Balkan Studies, GR
Weaving on Common Threads - CulMe- Public Administration , PP2 Bibliotheca Alexandrina, Alexandria and the Mediterranean Research Center (Alex-Med), EG
GR
PP3 Yarmouk University, JO
WeOnCT
PP4 New Cultural Proposals Foundation, IT
PP5 Municipality of Catanzaro, IT
Duration
[months]
Year of
contract
signature
Start
End
Total cost
[EUR]
EU grant
[EUR]
EU grant
%
24
2011
20/08/2011
19/08/2013
2.561.684,60
499.200,26
2.288.001,94
449.280,00
89,32%
90,00%
Expenditure
claimed
to date
[EUR]
0,00
Expenditure
accepted
to date
[EUR]
0,00
EU contribution
to expenditure
accepted to date
[EUR]
0,00
Amount paid
to date - EU funds
[EUR]
Amount recovered
to date - EU funds
[EUR]
885.900,97
215.534,19
0,00
I-B/4.2/275
JOUSSOUR
Co.Pe.A.M. Conferenza
Permanente
dell'Audiovisivo
Mediterraneo , IT
PP1 Union de Radiodiffusion des Etats Arabes, TN

PP2 Public Broadcasting Service Limited, MT
PP3 RAI Radio Televisione Italiana Spa (Rai Educational), IT
24
2011
01/09/2011
31/08/2013
497.044,93
447.290,73
89,99%
194.373,34
I-B/4.2/391
Dramaturgies contemporaines du monde

arabe DCMA
Systeme Friche
Theatre , FR
PP1 Thtre AL-Harah, PS

PP2 Espace El Teatro, TN
PP3 Association Cooprative Culturelle des Jeunes du Thtre et du Cinma, LB
24
2011
01/11/2011
31/10/2013
515.157,38
446.177,38
86,61%
193.336,54
I-B/4.2/164
Histoires d'exodes et de retours NOSTOI
Cooperativa
Archeologia , IT
PP1 Fondation Fabbrica Europa pour les arts contemporaines, IT

PP2 Thtre National, TN
PP3 Association nationale pour al protection du patrimoine du Liban-Sud, LB
PP4 Centre National de la Recherche Scientifique / Dlgation Provence et Corse, FR
36
2011
05/10/2011
04/10/2014
496.343,03
446.708,73
90,00%
72.900,06
0,00
I-B/4.2/192
Mediterranean network for the valorization Un. Pisa- Scienze

PP1 Yarmouk University, Faculty of Archaeology and Anthropology, JO
and fruition of Inscriptions preserved in
storiche mondo antico PP2 GAIA-Heritage S.A.L., LB
, IT
PP3 Interuniversitary Institute of the Old Near East, ES PP4 Mago Audiovisual Production S.L., ES
museums - MEDINA
24
2012
18/05/2012
17/05/2014
553.939,00
498.545,10
90,00%
209.756,84
0,00
2011
04/08/2011
03/08/2014
5.642.331,64
1.692.172,52
5.070.198,60
1.522.774,00
89,86%
89,99%
1.487.637,42
359.113,83
0,00
36
2012
27/01/2012
26/01/2014
1.400.000,00
1.260.000,00
90,00%
428.993,30
382.325,30
89,12%
MEASURE 4.3 Improvement of governance processes at local level

I-B/4.3/412
Transfert de savoir-faire en Mditerrane Centre International
pour le dveloppement durable des
pour l'environnement
communauts des zones rurales
Alpin-ICALPE , FR
dfavorises - VILLAGES
PP1 Ministre de lAgriculture Direction du dveloppement rural et des ressources naturelles, LB

PP2 Juhoud pour le dveloppement rural et des communauts, PS
PP3 AGENCE LAORE SARDAIGNE, IT
PP4 Association pour la Promotion de lEmploi et du Logement, TN
PP5 Centre Rgional de la Technologie dInformation et dIngnierie de Logiciel, EG
PP6 Municipalit de Moratalla, ES
PP7 La Rgion de Thessalie, GR
24
428.419,21
251.118,90
420.258,43
243.515,58
376.653,83
219.137,94
I-B/4.3/367
Mediterranean Network for E-Government- Region of Sterea

Ellada, GR
MEDeGOV
PP1 Province of Crotone IT

PP2 Salfeet Municipality PA
PP3 Region of Central Macedonia GR
I-B/4.3/587
New Performances for Mediterranean

Tourism - NEWPER
Promuovi Italia Spa ,

IT
PP1 Municipality of Rome - Tourism Department, IT

PP2 Interdisciplinary Center Herzliya, IL
PP3 Larnaca Municipality, CY
PP4 Campus for Medicine and Research in the Galilee, IL
PP5 Ideactiva, applied research centre to social and institutional systems, IT
PP6 Sviluppo Lazio Spa, IT
18
2011
22/07/2011
21/01/2013
I-B/4.3/587
New Performances for Mediterranean

Tourism - NEWPER
Promuovi Italia Spa ,

IT
PP1 Municipality of Rome - Tourism Department, IT

PP2 Interdisciplinary Center Herzliya, IL
PP3 Larnaca Municipality, CY
PP4 Campus for Medicine and Research in the Galilee, IL
PP5 Ideactiva, applied research centre to social and institutional systems, IT
PP6 Sviluppo Lazio Spa, IT
18
2011
22/07/2011
21/01/2013
428.993,30
382.325,30
89,12%
216.167,23
I-B/4.3/412
Transfert de savoir-faire en Mditerrane Centre International

pour le dveloppement durable des
pour l'environnement
communauts des zones rurales
Alpin-ICALPE , FR
dfavorises - VILLAGES
PP1 Ministre de lAgriculture Direction du dveloppement rural et des ressources naturelles, LB

PP2 Juhoud pour le dveloppement rural et des communauts, PS
PP3 AGENCE LAORE SARDAIGNE, IT
PP4 Association pour la Promotion de lEmploi et du Logement, TN
PP5 Centre Rgional de la Technologie dInformation et dIngnierie de Logiciel, EG
PP6 Municipalit de Moratalla, ES
PP7 La Rgion de Thessalie, GR
36
2011
04/08/2011
03/08/2014
1.692.172,52
1.522.774,00
89,99%
318.464,25
0,00
0,00
2. PROJECTS
514.664,83
177.300,31
0,00
176.742,85
0,00
157.515,90
0,00
79.227,28
0,00
0,00
Page 16
2.1. PROJECTS - PAYMENTS

current reporting period
19.206.308,90
Project Reference
Payment to Projects
Beneficiary name
Date of Payment
Payment Amount
[EUR]
I-A/1.1/152 MedDiet
UNIONCAMERE, IT
13/05/2013
1.644.492,29
I-A/1.1/048 LACTIMED
ANIMA Investment Network,

FR
29/01/2013
714.180,87
I-B/1.1/287 HELAND
UNIVERSITY OF MALTA,
Department of Tourism
Studies, ML
Hadassah Academic
College, IL
28/02/2013
287.137,29
18/12/2013
574.687,69
I-B/1.2/441 FISHINMED
Apulia Region, Regional

Ministry to Agrofood Policies,
Dpt. Hunting and Fishing, IT
09/04/2013
375.563,59
I-A/1.2/113 I AM
Municipality of Alghero, IT
22/04/2013
978.298,17
I-A/1.2/131 MEET
Italian Parks Federation Europarc Italy, IT

Public Andalusian
Foundation The Legacy of alAndalus, ES
27/02/2013
1.002.120,86
25/06/2013
793.663,23
Research and Cooperation,

IT
National Interuniversity
Consortium for Marine
Sciences, IT
14/02/2013
994.416,04
26/03/2013
808.031,55
27/05/2013
948.235,81
I-B/2.1/548 SWMED
Technion - Israel Institute of

Technology, IL
Regione Lazio - Ass.to
Ambiente e Sviluppo
Sostenibile , IT
18/12/2013
I-B/2.1/090 MEDOLICO
University of Cyprus , CY
I-B/2.1/395 MAPMED
I-A/2.1/054 ACCBAT
I-B/1.0/288 BIO XPLORE
I-A/1.2/042 UMAYYAD
I-A/1.2/117 Live your tour

I-A/1.3/098 MED-JELLYRISK
I-A/1.3/093 MARE NOSTRUM
I-A/2.2/187 GMI
I-A/2.2/183 MED-3R
I-A/2.2/231 SCOW
I-A/2.3/206 MED DESIRE
3.145.765,20
Payment request
Date of payment
Amount of Payment
request
request
[EUR]
2.557.841,50
Name of Auditor
Expenditure Certification
Date of Audit Report *
Amount Certified
[EUR]
2.462.408,46
Notes on Audit report (by the JMA)
03/06/2013
997.800,69 Kesselman &

Kesselman, PwC Israel
11/11/2013
751.048,45 Ineligibility reasons: over expenditure

compared to the budget in force, VAT
as ineligible cost, wrong exchange
rates
464.446,21
20/11/2013
683.529,61 Giovanni Colucci,

Auditor
09/09/2013

compared to the budget in force,
wrong per diem, wrong exchange rates
09/08/2013
440.825,75
09/05/2013
514.846,84 Ernst & Young Cyprus

Limited, Nicosia Tower
Centre
24/07/2013
Universit degli Studi di

Cagliari , IT
08/07/2013
261.708,57
19/02/2013
429.280,90 Silvana Pisano, Auditor
06/05/2013
ICU - Institute for University

Cooperation;IT
Chamber of Commerce,
Industry and Agriculture of
Beirut and Mount Lebanon,
LB
18/06/2013
1.022.439,47
26/04/2013
693.469,93
Mtropole Nice Cte d'Azur

(NCA), FR
Urban Ecology Agency of
Barcelona, ES
Puglia Region - Research
and Competitiveness
Service - Industrial Research
and Technological
Innovation Office, IT
19/06/2013
1.323.694,02
26/03/2013
892.434,88
04/10/2013
888.772,25
2.1. Payments
JMA accepted
expenditure
2.152.214,23
Accepted expenditure
EU grant %
EU share of accepted
expenditure
710.516,82
90,00%
639.465,14
345.474,86
90,00%
310.927,37
473.689,90 Ineligibility reasons: VAT as ineligible

cost, wrong exchange rates, missing
official documents proving the
payment, missing official documents
proving the relevant procedure (i.e.
procurement procedure)
444.076,45
90,00%
399.668,81
544.944,46 Ineligibility reasons: VAT as ineligible

cost, wrong exchange rates
542.081,90
78,49%
425.499,08
Page 17
I-A/2.3/202 FOSTEr in MED

I-A/2.3/233 DIDSOLIT-PB
University of Cagliari, IT
Autonomous University of
Barcelona, UAB, ES
Trama TecnoAmbiental S.L.,
ES
Barcelona Official Chamber
of Commerce, Industry and
Navigation, ES
12/02/2013
29/03/2013
861.432,11
712.691,14
01/02/2013
355.979,35
26/03/2013
627.758,07
I-A/2.3/174 STS-Med
ARCA CONSORTIUM, IT
29/03/2013
586.823,82
I-B/4.3/412 VILLAGES
Centre International pour

l'environnement AlpinICALPE , FR
28/08/2013
359.113,83
I-B/4.3/367 MEDeGOV
Region of Sterea Ellada, GR
01/02/2013
514.664,83
I-B/4.3/587 NEWPER
Promuovi Italia Spa , IT
22/05/2013
79.227,28
I-A/2.3/209 MED-Solar
I-A/2.3/234 SHAAMS
16/04/2013
392.383,96 Cabinet Fabiani
06/08/2013

compared to the budget in force,
wrong exchange rates
243.515,58
89,99%
219.137,94
21/12/2012
127.923,20 Michele Carone, Auditor
17/01/2013
177.300,31 Ineligibility reasons: wrong percentage

of administrative costs
176.742,85
89,12%
157.515,90
* This date refers to the last version of the audit report submitted by the Beneficiary following the JTS/JMA request of clarifications/integrations
2.1. Payments
Page 18
2.2. PROJECTS - RECOVERIES
0,00
Project reference
Beneficiary name
Date of prior information letter
Recovery order reference
Number
Date of issuence
Deadline for
payment
2.2. Recoveries
Date of
repayment
0,00
Final amount recovered Final amount recovered

[EUR]
[EUR]
Reason for recovery
Amount
Page 19
2.3. PROJECTS - OTHER REVENUE

0,00
Date of receipt
Revenue amount
[EUR]
2.3 Other revenue
Comments
Page 20
3. TECHNICAL ASSISTANCE
15.324.735,16
Description
Amount contracted
[lEUR]
7.015.095,59
Amount paid
in previous reporting
periods
[EUR]
2.197.132,17
Amount paid
in current reporting
period
[EUR]
9.212.227,77
Amount paid
to date
[EUR]
9.212.329,95
EU share [EUR]
STAFF
JMA
7.598.245,13
4.081.609,71
3.119.388,25
1.856.706,60
1.320.425,94
609.040,74
4.439.814,18
2.465.747,34
4.439.814,18
2.465.747,34
JTS
2.976.731,24
872.304,21
561.858,45
1.434.162,66
1.434.162,66
341.353,51
198.550,67
253.514,26
136.863,17
87.839,25
61.687,50
341.353,51
198.550,67
341.353,51
198.550,67
1.322.179,98
569.637,63
425.107,05
86.422,96
107.419,38
64.721,58
68.871,38
574.991,11
268.652,05
110.107,05
85.797,21
14.365,20
46.873,91
49.195,69
173.895,41
89.313,75
46.534,73
625,75
0,00
17.745,49
19.675,69
748.886,52
357.965,80
156.641,78
86.422,96
14.365,20
64.619,40
68.871,38
748.988,70
357.965,80
156.641,78
86.422,96
14.365,20
64.721,58
68.871,38
EQUIPMENT AND SUPPLIES

JMA
JTS
Branch office Valencia
Branch office Aqaba
97.133,96
77.080,27
0,00
0,00
20.053,69
60.261,98
40.658,29
0,00
0,00
19.603,69
18.427,89
18.427,89
0,00
0,00
0,00
78.689,87
59.086,18
0,00
0,00
19.603,69
78.689,87
59.086,18
0,00
0,00
19.603,69
CONSUMABLES
JMA
JTS
JMC
Branch office Aqaba
17.636,00
0,00
0,00
552,00
2.432,44
14.651,56
10.866,00
0,00
0,00
552,00
2.432,44
7.881,56
5.226,09
0,00
0,00
0,00
0,00
5.226,09
16.092,09
0,00
0,00
552,00
2.432,44
13.107,65
16.092,09
0,00
0,00
552,00
2.432,44
13.107,65
SUBCONTRACTED EXPENDITURE
JMA
JTS
PSC
Branch office Aqaba
3.157.881,66
2.038.710,80
81.480,00
697.299,94
198.259,40
142.131,52
1.406.396,41
608.381,32
81.480,00
580.246,45
77.157,12
59.131,52
300.921,95
168.813,22
0,00
117.053,49
1.274,94
13.780,31
1.707.318,36
777.194,54
81.480,00
697.299,94
78.432,06
72.911,83
1.707.318,36
777.194,54
81.480,00
697.299,94
78.432,06
72.911,83
OTHER COSTS
JMA
JMC
PSC
Branch office Aqaba
2.864.664,73
1.710.259,74
1.111.143,09
42.832,18
0,00
429,72
1.590.695,86
1.154.381,66
393.139,97
42.832,18
0,00
342,05
363.737,19
94.770,15
268.879,37
0,00
0,00
87,67
1.954.433,05
1.249.151,81
662.019,34
42.832,18
0,00
429,72
1.954.433,05
1.249.151,81
662.019,34
42.832,18
0,00
429,72
INDIRECT COSTS (ADMINISTRATIVE OVERHEADS)

JMA
JTS
Branch office Valencia (adjustement from previous reporting
period )
Branch office Aqaba
266.993,70
170.645,23
38.308,12
31.925,44
0,00
252.495,99
170.645,23
38.308,12
26.541,11
-2.095,85
14.497,70
0,00
0,00
7.480,18
0,00
266.993,69
170.645,23
38.308,12
34.021,29
-2.095,85
266.993,69
170.645,23
38.308,12
34.021,29
-2.095,85
26.114,91
19.097,39
7.113,84
26.211,23
26.211,23
Branch office Aqaba (adjustement on previous expenditures

reported in 2011 and 2012)
0,00
0,00
-96,32
-96,32
-96,32

Branch office Aqaba
TRAVEL & SUBSISTENCE COSTS

JMA
JTS
JMC
PSC
Branch office Aqaba
3. TA
Page 21
3.1. TECHNICAL ASSISTANCE - STAFF

1.320.425,94
Position and name of staff member
1. JMA
Anna Catte (Director)
Anna Paola Mura (head of Operational
Unit)
Unit)
Unit)
Unit)
Unit)
Unit)
Unit)
Unit)
Unit)
Unit)
Unit)
Unit)
Antonella Amico (financial officer)
Month
Date of payment
Payment currency
Payment amount
(salary incl. social
security charges and
other remunerationrelated cost)
in payment currency
% of time worked
by staff member
on the programme
Eligible cost
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
January 2013
February 2013
March 2013
April 2013
May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
November 2013
December 2013
January 2013
25/01/13
27/02/13
27/03/13
26/04/13
27/05/13
19/06/13
26/07/13
27/08/13
27/09/13
25/10/13
27/11/13
19/12/13
25/01/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
9.448,24
9.448,24
9.448,24
9.448,24
9.448,24
13.614,83
9.448,24
9.448,24
9.448,24
9.448,24
9.448,24
13.614,83
7.030,68
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
3.779,30
3.779,30
3.779,30
3.779,30
3.779,30
5.445,93
3.779,30
3.779,30
3.779,30
3.779,30
3.779,30
5.445,93
2.812,27
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
609.040,74
3.779,30
3.779,30
3.779,30
3.779,30
3.779,30
5.445,93
3.779,30
3.779,30
3.779,30
3.779,30
3.779,30
5.445,93
2.812,27
February 2013
27/02/13
EUR
7.030,68
100,00
2.812,27
1,0000
2.812,27
March 2013
27/03/13
EUR
7.030,68
100,00
2.812,27
1,0000
2.812,27
April 2013
26/04/13
EUR
7.030,68
100,00
2.812,27
1,0000
2.812,27
May 2013
27/05/13
EUR
7.030,68
100,00
2.812,27
1,0000
2.812,27
June 2013
19/06/13
EUR
10.392,76
100,00
4.157,10
1,0000
4.157,10
July 2013
26/07/13
EUR
7.030,68
100,00
2.812,27
1,0000
2.812,27
August 2013
27/08/13
EUR
7.030,68
100,00
2.812,27
1,0000
2.812,27
September 2013
27/09/13
EUR
7.030,68
100,00
2.812,27
1,0000
2.812,27
October 2013
25/10/13
EUR
7.030,68
100,00
2.812,27
1,0000
2.812,27
November 2013
27/11/13
EUR
7.030,68
100,00
2.812,27
1,0000
2.812,27
December 2013
19/12/13
EUR
10.392,76
100,00
4.157,10
1,0000
4.157,10
January 2013
February 2013
March 2013
April 2013
May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
November 2013
25/01/13
27/02/13
27/03/13
26/04/13
27/05/13
19/06/13
26/07/13
27/08/13
27/09/13
25/10/13
27/11/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
2.883,01
4.305,28
3.594,28
3.594,28
2.883,01
5.695,58
5.016,54
3.594,28
3.594,28
3.594,28
3.594,28
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
1.153,20
1.722,11
1.437,71
1.437,71
1.153,20
2.278,23
2.006,62
1.437,71
1.437,71
1.437,71
1.437,71
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1.153,20
1.722,11
1.437,71
1.437,71
1.153,20
2.278,23
2.006,62
1.437,71
1.437,71
1.437,71
1.437,71
3.1 Staff
Page 22
Month

Carla Emanuela Lecca (head of Internal
audit Unit)
audit Unit)
audit Unit)
audit Unit)
audit Unit)
audit Unit)
audit Unit)
audit Unit)
audit Unit)
audit Unit)
audit Unit)
audit Unit)
Maria Giovanna Pinna (operational
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
Maria Maddalena Mameli (operational
management officer)
management officer)
management officer)
management officer)
December 2013
January 2013
Date of payment
Payment currency
Payment amount
in payment currency
% of time worked
by staff member
on the programme
19/12/13
25/01/13
EUR
EUR
6.406,58
7.360,68
100,00
100,00
2.562,63
2.944,27
1,0000
1,0000
2.562,63
2.944,27
February 2013
27/02/13
EUR
7.360,68
100,00
2.944,27
1,0000
2.944,27
March 2013
27/03/13
EUR
7.360,68
100,00
2.944,27
1,0000
2.944,27
April 2013
26/04/13
EUR
7.360,68
100,00
2.944,27
1,0000
2.944,27
May 2013
27/05/13
EUR
7.360,68
100,00
2.944,27
1,0000
2.944,27
June 2013
19/06/13
EUR
11.053,03
100,00
4.421,21
1,0000
4.421,21
July 2013
26/07/13
EUR
7.360,68
100,00
2.944,27
1,0000
2.944,27
August 2013
27/08/13
EUR
7.360,68
100,00
2.944,27
1,0000
2.944,27
September 2013
27/09/13
EUR
7.360,68
100,00
2.944,27
1,0000
2.944,27
October 2013
25/10/13
EUR
7.360,68
100,00
2.944,27
1,0000
2.944,27
November 2013
27/11/13
EUR
7.360,68
100,00
2.944,27
1,0000
2.944,27
December 2013
19/12/13
EUR
11.053,03
100,00
4.421,21
1,0000
4.421,21
January 2013
25/01/13
EUR
2.883,01
100,00
1.153,20
1,0000
1.153,20
February 2013
27/02/13
EUR
4.305,28
100,00
1.722,11
1,0000
1.722,11
March 2013
27/03/13
EUR
3.594,28
100,00
1.437,71
1,0000
1.437,71
April 2013
26/04/13
EUR
3.594,28
100,00
1.437,71
1,0000
1.437,71
May 2013
27/05/13
EUR
2.883,01
100,00
1.153,20
1,0000
1.153,20
June 2013
19/06/13
EUR
5.695,58
100,00
2.278,23
1,0000
2.278,23
July 2013
26/07/13
EUR
5.016,54
100,00
2.006,62
1,0000
2.006,62
August 2013
27/08/13
EUR
3.594,28
100,00
1.437,71
1,0000
1.437,71
September 2013
27/09/13
EUR
3.594,28
100,00
1.437,71
1,0000
1.437,71
October 2013
25/10/13
EUR
3.594,28
100,00
1.437,71
1,0000
1.437,71
November 2013
27/11/13
EUR
3.594,28
100,00
1.437,71
1,0000
1.437,71
December 2013
19/12/13
EUR
6.406,58
100,00
2.562,63
1,0000
2.562,63
January 2013
25/01/13
EUR
3.057,64
100,00
1.223,06
1,0000
1.223,06
February 2013
27/02/13
EUR
4.564,26
100,00
1.825,70
1,0000
1.825,70
March 2013
27/03/13
EUR
3.810,82
100,00
1.524,33
1,0000
1.524,33
April 2013
26/04/13
EUR
3.810,82
100,00
1.524,33
1,0000
1.524,33
3.1 Staff
Eligible cost
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
Page 23

management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
Santina Paderi (operational management
officer)
Santina Paderi (operational management
officer)
Luciana Gerolama Lepori (operational
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
Antonella Bassu (authorising officer)
Simone Pietro Loi (authorising officer)
Susanna Diliberto (operational
management officer)
management officer)
Month
Date of payment
Payment currency
Payment amount
in payment currency
% of time worked
by staff member
on the programme
Eligible cost
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
May 2013
27/05/13
EUR
3.057,64
100,00
1.223,06
1,0000
1.223,06
June 2013
19/06/13
EUR
6.043,16
100,00
2.417,27
1,0000
2.417,27
July 2013
26/07/13
EUR
5.317,44
100,00
2.126,98
1,0000
2.126,98
August 2013
27/08/13
EUR
3.810,82
100,00
1.524,33
1,0000
1.524,33
September 2013
27/09/13
EUR
3.810,82
100,00
1.524,33
1,0000
1.524,33
October 2013
25/10/13
EUR
3.810,82
100,00
1.524,33
1,0000
1.524,33
November 2013
27/11/13
EUR
3.810,82
100,00
1.524,33
1,0000
1.524,33
December 2013
19/12/13
EUR
6.796,34
100,00
2.718,54
1,0000
2.718,54
January 2013
25/01/13
EUR
2.883,01
100,00
1.153,20
1,0000
1.153,20
February 2013
27/02/13
EUR
2.883,01
100,00
1.153,20
1,0000
1.153,20
March 2013
27/03/13
EUR
3.137,07
100,00
1.254,83
1,0000
1.254,83
April 2013
26/04/13
EUR
3.137,07
100,00
1.254,83
1,0000
1.254,83
May 2013
27/05/13
EUR
3.137,07
100,00
1.254,83
1,0000
1.254,83
June 2013
19/06/13
EUR
6.202,03
100,00
2.480,81
1,0000
2.480,81
July 2013
26/07/13
EUR
3.137,07
100,00
1.254,83
1,0000
1.254,83
August 2013
27/08/13
EUR
3.137,07
100,00
1.254,83
1,0000
1.254,83
September 2013
27/09/13
EUR
3.137,07
100,00
1.254,83
1,0000
1.254,83
October 2013
25/10/13
EUR
3.137,07
100,00
1.254,83
1,0000
1.254,83
November 2013
27/11/13
EUR
3.137,07
100,00
1.254,83
1,0000
1.254,83
December 2013
19/12/13
EUR
6.202,03
100,00
2.480,81
1,0000
2.480,81
January 2013
February 2013
March 2013
April 2013
May 2013
June 2013
July 2013
July 2013
August 2013
September 2013
October 2013
November 2013
December 2013
January 2013
25/01/13
27/02/13
27/03/13
26/04/13
27/05/13
19/06/13
26/07/13
26/07/13
27/08/13
27/09/13
25/10/13
27/11/13
19/12/13
25/01/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
3.057,64
4.316,70
3.861,30
3.861,30
3.057,64
6.043,16
1.607,32
3.663,84
3.744,19
4.132,63
3.878,13
3.878,13
6.794,39
3.434,19
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
1.223,06
1.726,68
1.544,52
1.544,52
1.223,06
2.417,27
642,93
1.465,53
1.497,68
1.653,05
1.551,25
1.551,25
2.717,76
1.373,68
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1.223,06
1.726,68
1.544,52
1.544,52
1.223,06
2.417,27
642,93
1.465,53
1.497,68
1.653,05
1.551,25
1.551,25
2.717,76
1.373,68
February 2013
27/02/13
EUR
4.940,81
100,00
1.976,33
1,0000
1.976,33
3.1 Staff
Page 24
Month
Date of payment
Payment currency
Payment amount
in payment currency
% of time worked
by staff member
on the programme
Eligible cost
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments

management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
management officer)
Valentina Carta (head of accounting unit)
March 2013
27/03/13
EUR
4.187,37
100,00
1.674,95
1,0000
1.674,95
April 2013
26/04/13
EUR
4.187,37
100,00
1.674,95
1,0000
1.674,95
May 2013
27/05/13
EUR
3.434,19
100,00
1.373,68
1,0000
1.373,68
June 2013
19/06/13
EUR
6.796,27
100,00
2.718,51
1,0000
2.718,51
July 2013
26/07/13
EUR
5.693,99
100,00
2.277,60
1,0000
2.277,60
August 2013
27/08/13
EUR
4.187,37
100,00
1.674,95
1,0000
1.674,95
September 2013
27/09/13
EUR
4.187,37
100,00
1.674,95
1,0000
1.674,95
October 2013
25/10/13
EUR
4.187,37
100,00
1.674,95
1,0000
1.674,95
November 2013
27/11/13
EUR
4.187,37
100,00
1.674,95
1,0000
1.674,95
December 2013
19/12/13
EUR
7.549,45
100,00
3.019,78
1,0000
3.019,78
January 2013
25/01/13
EUR
7.333,48
100,00
2.933,39
1,0000
2.933,39
February 2013
27/02/13
EUR
7.333,48
100,00
2.933,39
1,0000
2.933,39
March 2013
27/03/13
EUR
7.333,48
100,00
2.933,39
1,0000
2.933,39
April 2013
26/04/13
EUR
7.333,48
100,00
2.933,39
1,0000
2.933,39
May 2013
27/05/13
EUR
7.333,48
100,00
2.933,39
1,0000
2.933,39
June 2013
19/06/13
EUR
10.998,35
100,00
4.399,34
1,0000
4.399,34
July 2013
26/07/13
EUR
7.333,48
100,00
2.933,39
1,0000
2.933,39
August 2013
27/08/13
EUR
7.333,48
100,00
2.933,39
1,0000
2.933,39
September 2013
27/09/13
EUR
7.333,48
100,00
2.933,39
1,0000
2.933,39
October 2013
25/10/13
EUR
7.333,48
100,00
2.933,39
1,0000
2.933,39
November 2013
27/11/13
EUR
7.333,48
100,00
2.933,39
1,0000
2.933,39
December 2013
19/12/13
EUR
10.998,35
100,00
4.399,34
1,0000
4.399,34
Vincenzo Amat di San Filippo (internal

audit officer)
audit officer)
audit officer)
audit officer)
audit officer)
audit officer)
January 2013
25/01/13
EUR
3.057,64
100,00
1.223,06
1,0000
1.223,06
February 2013
27/02/13
EUR
3.981,85
100,00
1.592,74
1,0000
1.592,74
March 2013
27/03/13
EUR
3.519,74
100,00
1.407,90
1,0000
1.407,90
April 2013
26/04/13
EUR
3.519,74
100,00
1.407,90
1,0000
1.407,90
May 2013
27/05/13
EUR
3.057,64
100,00
1.223,06
1,0000
1.223,06
June 2013
19/06/13
EUR
6.043,16
100,00
2.417,27
1,0000
2.417,27
3.1 Staff
Page 25
Month
Date of payment
Payment currency
Payment amount
in payment currency
% of time worked
by staff member
on the programme
Eligible cost
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments

audit officer)
audit officer)
audit officer)
audit officer)
audit officer)
audit officer)
Giuseppina Orofino (Assistant)
Puleo Aldo (temporary staff)
July 2013
26/07/13
EUR
4.443,95
100,00
1.777,58
1,0000
1.777,58
August 2013
27/08/13
EUR
3.519,74
100,00
1.407,90
1,0000
1.407,90
September 2013
27/09/13
EUR
3.519,74
100,00
1.407,90
1,0000
1.407,90
October 2013
25/10/13
EUR
3.519,74
100,00
1.407,90
1,0000
1.407,90
November 2013
27/11/13
EUR
3.519,74
100,00
1.407,90
1,0000
1.407,90
December 2013
19/12/13
EUR
6.505,27
100,00
2.602,11
1,0000
2.602,11
January 2013
February 2013
March 2013
April 2013
May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
November 2013
December 2013
September October November December 2012
25/01/13
27/02/13
27/03/13
26/04/13
27/05/13
19/06/13
26/07/13
27/08/13
27/09/13
25/10/13
27/11/13
19/12/13
25/01/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
2.544,86
3.391,94
2.968,40
2.968,40
2.544,86
5.023,75
3.815,75
2.968,40
2.968,40
2.968,40
2.968,40
5.447,29
3.274,02
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
1.017,95
1.356,78
1.187,36
1.187,36
1.017,95
2.009,50
1.526,30
1.187,36
1.187,36
1.187,36
1.187,36
2.178,92
3.274,02
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1.017,95
1.356,78
1.187,36
1.187,36
1.017,95
2.009,50
1.526,30
1.187,36
1.187,36
1.187,36
1.187,36
2.178,92
3.274,02 Total amount of social security charges
paid in 2013 but related to 2012 payrolls
January - March
2013
April - May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
November December 2013
02/05/13
EUR
21.161,52
100,00
21.161,52
1,0000
21.161,52
26/06/13
31/07/13
12/08/13
30/09/13
30/10/13
02/12/13
18/12/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
14.107,80
7.053,91
7.053,90
7.053,91
7.197,46
6.098,45
11.893,62
100,00
100,00
100,00
100,00
100,00
100,00
100,00
14.107,80
7.053,91
7.053,90
7.053,91
7.197,46
6.098,45
11.893,62
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
14.107,80
7.053,91
7.053,90
7.053,91
7.197,46
6.098,45
11.893,62
25/01/13
EUR
2.268,80
100,00
2.268,80
1,0000
January - March
2013
April - May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
02/05/13
EUR
15.558,08
100,00
15.558,08
1,0000
15.558,08
26/06/13
31/07/13
12/08/13
30/09/13
30/10/13
02/12/13
18/12/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
9.886,99
4.943,49
4.943,50
4.943,49
4.935,40
4.181,79
8.155,62
100,00
100,00
100,00
100,00
100,00
100,00
100,00
9.886,99
4.943,49
4.943,50
4.943,49
4.935,40
4.181,79
8.155,62
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
9.886,99
4.943,49
4.943,50
4.943,49
4.935,40
4.181,79
8.155,62
25/01/13
EUR
3.297,21
100,00
3.297,21
1,0000

January 2013
04/03/13
EUR
7.415,19
100,00
7.415,19
1,0000
7.415,19

Martin Heibel (temporary staff)

Luca Palazzo (temporary staff)
3.1 Staff

Page 26

Hamze Jammoul (temporary staff)

Month
Date of payment
Payment currency
Payment amount
in payment currency
% of time worked
by staff member
on the programme
Eligible cost
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
February 2013
March 2013
April 2013
May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
27/03/13
22/04/13
02/05/13
03/06/13
26/06/13
31/07/13
12/08/13
30/09/13
30/10/13
18/12/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
7.415,19
7.415,19
7.053,90
7.053,91
7.053,90
7.053,91
7.053,90
7.197,46
6.098,45
11.893,62
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
7.415,19
7.415,19
7.053,90
7.053,91
7.053,90
7.053,91
7.053,90
7.197,46
6.098,45
11.893,62
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
25/01/13
EUR
4.281,86
100,00
4.281,86
1,0000

January 2013
February 2013
March 2013
April - May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
26/02/13
22/03/13
22/04/13
21/06/13
26/06/13
25/07/13
07/08/13
24/09/13
25/10/13
13/12/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
5.087,29
5.087,29
5.087,29
9.698,57
4.849,29
4.849,29
4.849,29
4.841,20
4.102,00
8.000,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
5.087,29
5.087,29
5.087,29
9.698,57
4.849,29
4.849,29
4.849,29
4.841,20
4.102,00
8.000,00
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
5.087,29
5.087,29
5.087,29
9.698,57
4.849,29
4.849,29
4.849,29
4.841,20
4.102,00
8.000,00
2. JTS
7.415,19
7.415,19
7.053,90
7.053,91
7.053,90
7.053,91
7.053,90
7.197,46
6.098,45
11.893,62
561.858,45
Alessandro Pischedda (Communication

officer)
September - October November December 2012
25/01/13
EUR
1.067,31
100,00
1.067,31
1,0000

officer)
officer)
officer)
officer)
officer)
officer)
officer)
officer)
officer)
Silvia Fracchia (Project officer)
January - February
2013
March 2013
04/03/13
EUR
10.400,57
100,00
10.400,57
1,0000
10.400,57
27/03/13
EUR
5.199,38
100,00
5.199,38
1,0000
5.199,38
April 2013
03/05/13
EUR
5.199,95
100,00
5.199,95
1,0000
5.199,95
May 2013
04/06/13
EUR
4.946,38
100,00
4.946,38
1,0000
4.946,38
June 2013
26/06/13
EUR
4.946,39
100,00
4.946,39
1,0000
4.946,39
July 2013
31/07/13
EUR
4.946,39
100,00
4.946,39
1,0000
4.946,39
August 2013
30/08/13
EUR
4.946,38
100,00
4.946,38
1,0000
3.312,47
October 2013
30/10/13
EUR
5.825,67
100,00
5.825,67
1,0000
5.825,67
November -December
2013
02/12/13
EUR
10.310,81
100,00
10.310,81
1,0000
10.310,81
25/01/13
EUR
1.544,98
100,00
1.544,98
1,0000
January - February
2013
March 2013
April 2013
May 2013
June 2013
04/03/13
EUR
10.416,82
100,00
10.416,82
1,0000
10.416,82
27/03/13
03/05/13
04/06/13
26/06/13
EUR
EUR
EUR
EUR
5.208,32
5.208,33
4.964,64
4.964,65
100,00
100,00
100,00
100,00
5.208,32
5.208,33
4.964,64
4.964,65
1,0000
1,0000
1,0000
1,0000
5.208,32
5.208,33
4.964,64
4.964,65

3.1 Staff


Page 27

Silvia Cubadda (Assistant)

Severino Ostorero (Financial officer)

Luca Santarossa (Financial officer)

Yosr Nehdi (Project officer)

Luciano Costantini (Financial officer)
Raffaella Sardi (Project officer)
Month
Date of payment
Payment currency
Payment amount
in payment currency
% of time worked
by staff member
on the programme
Eligible cost
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
July 2013
August 2013
October 2013
November -December
2013
31/07/13
30/08/13
30/10/13
02/12/13
EUR
EUR
EUR
EUR
4.964,65
4.964,64
5.825,67
9.872,47
100,00
100,00
100,00
100,00
4.964,65
4.964,64
5.825,67
9.872,47
1,0000
1,0000
1,0000
1,0000
4.964,65
3.658,84
5.825,67
9.872,47
25/01/13
EUR
1.127,70
100,00
1.127,70
1,0000

January - February
2013
March 2013
April 2013
May 2013
June 2013
July 2013
August 2013
October 2013
November -December
2013
04/03/13
EUR
7.549,87
100,00
7.549,87
1,0000
7.549,87
27/03/13
03/05/13
04/06/13
26/06/13
31/07/13
30/08/13
30/10/13
02/12/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
3.774,85
3.774,84
3.598,35
3.598,35
3.598,34
3.598,35
3.806,25
6.450,13
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
3.774,85
3.774,84
3.598,35
3.598,35
3.598,34
3.598,35
3.806,25
6.450,13
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
3.774,85
3.774,84
3.598,35
3.598,35
3.598,34
2.652,46
3.806,25
6.450,13
25/01/13
EUR
1.067,31
100,00
1.067,31
1,0000

January - February
2013
March 2013
April 2013
May 2013
June 2013
July 2013
August 2013
04/03/13
EUR
10.400,57
100,00
10.400,57
1,0000
27/03/13
03/05/13
04/06/13
26/06/13
31/07/13
30/08/13
25/01/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
5.199,38
5.199,95
4.946,38
4.946,39
4.946,39
4.946,38
1.529,69
100,00
100,00
100,00
100,00
100,00
100,00
100,00
5.199,38
5.199,95
4.946,38
4.946,39
4.946,39
4.946,38
1.529,69
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
January - February
2013
March 2013
04/03/13
EUR
10.416,82
100,00
10.416,82
1,0000
27/03/13
25/01/13
EUR
EUR
5.208,32
1.052,02
100,00
100,00
5.208,32
1.052,02
1,0000
1,0000
January - February
2013
March 2013
April 2013
May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
November -December
2013
04/03/13
EUR
10.400,57
100,00
10.400,57
1,0000
10.400,57
27/03/13
03/05/13
04/06/13
26/06/13
31/07/13
30/08/13
30/09/13
30/10/13
02/12/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
5.199,38
5.199,95
4.946,38
4.946,39
5.094,55
4.946,39
4.946,39
4.938,29
8.740,32
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
5.199,38
5.199,95
4.946,38
4.946,39
5.094,55
4.946,39
4.946,39
4.938,29
8.740,32
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
5.199,38
5.199,95
4.946,38
4.946,39
5.094,55
4.946,39
4.946,39
4.938,29
8.740,32
25/01/13
EUR
22,94
100,00
22,94
1,0000
25/01/13
2.633,14
2.633,14
3.1 Staff
10.400,57
5.199,38
5.199,95
4.946,38
4.946,39
4.946,39
3.312,47
10.416,82
5.208,32
22,94 Total amount of social security charges

2.633,14
Page 28

Massimo Vitrani (Assistant)

Fabrizio Floris (Financial officer)

Maria Lopez Y Villegas (Financial officer)
Keymeulen Inge (Project officer)
Month
Date of payment
Payment currency
Payment amount
in payment currency
% of time worked
by staff member
on the programme
Eligible cost
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
January - February
2013
March 2013
April 2013
May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
November -December
2013
04/03/13
EUR
10.416,82
100,00
10.416,82
1,0000
10.416,82
27/03/13
03/05/13
04/06/13
26/06/13
31/07/13
30/08/13
30/09/13
30/10/13
02/12/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
5.208,32
5.208,33
4.964,64
4.964,65
4.964,65
4.964,64
4.964,65
4.956,55
8.399,60
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
5.208,32
5.208,33
4.964,64
4.964,65
4.964,65
4.964,64
4.964,65
4.956,55
8.399,60
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
5.208,32
5.208,33
4.964,64
4.964,65
4.964,65
4.964,64
4.964,65
4.956,55
8.399,60
25/01/13
EUR
648,93
100,00
648,93
1,0000
648,93
January - February
2013
March 2013
April 2013
May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
November -December
2013
04/03/13
EUR
7.752,44
100,00
7.752,44
1,0000
7.752,44
27/03/13
03/05/13
04/06/13
26/06/13
31/07/13
30/08/13
30/09/13
30/10/13
02/12/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
3.774,85
3.774,85
3.598,35
3.598,35
3.598,35
3.598,35
3.598,35
3.590,26
6.084,27
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
3.774,85
3.774,85
3.598,35
3.598,35
3.598,35
3.598,35
3.598,35
3.590,26
6.084,27
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
3.774,85
3.774,85
3.598,35
3.598,35
3.598,35
3.598,35
3.598,35
3.590,26
6.084,27
17/01/13
EUR
45,89
100,00
45,89
1,0000
45,89
January - February
2013
March 2013
April 2013
May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
November 2013
Juanuary - December
2013
May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
November -December
2013
April 2013
May 2013
June 2013
July 2013
August 2013
September 2013
21/02/13
EUR
15.546,88
100,00
15.546,88
1,0000
15.546,88
21/03/13
19/04/13
27/05/13
19/06/13
17/07/13
02/08/13
18/09/13
22/10/13
19/11/13
29/11/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
145,51
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
145,51
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
5.182,29
145,51 INAIL yearly charges
04/06/13
27/06/13
31/07/13
30/08/13
30/09/13
30/10/13
02/12/13
EUR
EUR
EUR
EUR
EUR
EUR
EUR
4.946,39
9.892,89
4.837,72
4.837,71
4.837,72
4.829,63
8.522,98
100,00
100,00
100,00
100,00
100,00
100,00
100,00
4.946,39
9.892,89
4.837,72
4.837,71
4.837,72
4.829,63
8.522,98
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
4.946,39
9.892,89
4.837,72
4.837,71
4.837,72
4.829,63
8.522,98
03/05/13
04/06/13
26/06/13
31/07/13
30/08/13
30/09/13
EUR
EUR
EUR
EUR
EUR
EUR
10.416,82
4.964,64
4.964,65
4.964,64
4.964,65
4.964,65
100,00
100,00
100,00
100,00
100,00
100,00
10.416,82
4.964,64
4.964,65
4.964,64
4.964,65
4.964,65
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
10.416,82
4.964,64
4.964,65
4.964,64
4.964,65
4.964,65
3.1 Staff
Page 29
Payment currency
Payment amount
in payment currency
30/10/13
02/12/13
EUR
EUR
4.956,55
8.399,60
100,00
100,00
4.956,55
8.399,60
1,0000
1,0000
4.956,55
8.399,60
30/10/13
02/12/13
EUR
EUR
5.200,00
9.203,45
100,00
100,00
5.200,00
9.203,45
1,0000
1,0000
5.200,00
9.203,45
30/10/13
02/12/13
18/12/13
EUR
EUR
EUR
5.199,95
8.692,02
4.296,49
100,00
100,00
100,00
5.199,95
8.692,02
4.296,49
1,0000
1,0000
1,0000
2013
2013
2013
euro
euro
euro
41.689,66
41.960,55
4.189,04
100,00
100,00
100,00
41.689,66
41.960,55
4.189,04
1,0000
1,0000
1,0000
January 2013
January 2013
Febraury 2013
Febraury 2013
March 2013
March 2013
April 2013
April 2013
May 2013
May 2013
June 2013
June 2013
July 2013
July 2013
Aug 2013
Aug 2013
September 2013
30/01/13
30/01/13
27/02/13
27/02/13
28/03/13
28/03/13
11/11/13
11/11/13
11/11/13
11/11/13
11/11/13
11/11/13
11/11/13
11/11/13
11/11/13
11/11/13
11/11/13
JOD
JOD
JOD
JOD
JOD
JOD
JOD
JOD
JOD
JOD
JOD
JOD
JOD
JOD
JOD
JOD
JOD
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.418,96
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
100,00
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.114,56
1.556,73
3.418,96
0,9478
0,9478
0,9171
0,9171
0,8980
0,8980
0,9389
0,9389
0,9389
0,9389
0,9389
0,9389
0,9389
0,9389
0,9389
0,9389
0,9389
Mohammad Al Hamoury
September 2013
11/11/13
JOD
1.709,48
100,00
1.709,48
0,9389
Esmat Al Karadsheh
Octobor 2013
11/11/13
JOD
3.418,96
100,00
3.418,96
0,9389
Mohammad Al Hamoury
Octobor 2013
11/11/13
JOD
1.709,48
100,00
1.709,48
0,9389
Esmat Al Karadsheh
Novembder 2013
28/11/13
JOD
3.418,96
100,00
3.418,96
0,9547
Mohammad Al Hamoury
Novembder 2013
28/11/13
JOD
1.709,48
100,00
1.709,48
0,9547
Esmat Al Karadsheh
December 2013
31/12/13
JOD
3.418,96
100,00
3.418,96
0,9694
Mohammad Al Hamoury
December 2013
31/12/13
JOD
1.709,48
100,00
1.709,48
0,9694

Roberta Lobina (Financial officer)
Roberta Lobina (Financial officer)
Renato Botti (Project officer)
3. Branch office Valencia
Coordinator. Eduardo Lzaro Lechuga
Coordinator. Vincent Ernoux
Social Security charges 2012
4. Branch office Aqaba
Esmat Al Karadsheh
Mohammad Al Hamoury
Esmat Al Karadsheh
Mohammad Al Hamoury
Esmat Al Karadsheh
Mohammad Al Hamoury
Esmat Al Karadsheh
Mohammad Al Hamoury
Esmat Al Karadsheh
Mohammad Al Hamoury
Esmat Al Karadsheh
Mohammad Al Hamoury
Esmat Al Karadsheh
Mohammad Al Hamoury
Esmat Al Karadsheh
Mohammad Al Hamoury
Esmat Al Karadsheh
Month
October 2013
November -December
2013
October 2013
November -December
2013
October 2013
November 2013
December 2013
Jan-Sept.2013
Jan-Sept.2013
Nov-Dec.2012
Date of payment
% of time worked
by staff member
on the programme
3.1 Staff
Eligible cost
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
5.199,95
8.692,02
4.296,49
87.839,25
41.689,66
41.960,55
4.189,04
61.687,50
3.286,10
1.642,47
3.395,94
1.697,37
3.468,50
1.733,64
3.317,32
1.658,07
3.317,32
1.658,07
3.317,32
1.658,07
3.317,32
1.658,07
3.317,32
1.658,07
3.641,53 with 5% as Annual Increase based on
approved FP 2013
approved FP 2013
approved FP 2013
approved FP 2013
approved FP 2013
approved FP 2013
approved FP 2013
approved FP 2013
Page 30
3.2. TECHNICAL ASSISTANCE - SUBSISTENCE COSTS

173.895,41
or participant to programme structures
meetings
1. JMA
Amat di San Filippo Vincenzo Internal audit officer
Description of the mission
Date of mission
Number of
nights
Date of payment
Payment
currency
18-19/02/2013
Meeting for sample audit - Rome
18-19/02/2013
89.313,75
140,10 Flight
8,00
1,0000
8,00 Train
27/03/2013 EUR
26,30
1,0000
26,30 Meal
18-19/02/2013
27/03/2013 EUR
14,00
1,0000
14,00 Train
Audit on standard projects - Rome
05-06/03/2013
27/05/2013 EUR
140,10
1,0000
140,10 Flight
05-06/03/2013
27/05/2013 EUR
14,00
1,0000
14,00 Train
05-06/03/2013
27/05/2013 EUR
14,00
1,0000
14,00 Meal
05-06/03/2013
27/05/2013 EUR
14,00
1,0000
14,00 Train
05-06/03/2013
27/05/2013 EUR
18,40
1,0000
Mid term Conference-Rome
17-18/07/2012
05/02/2013 EUR
140,00
1,0000
140,00 Flight and Agency fees - Invoice Consulviaggi

387/74 of the 29/08/2013
INTERACT 6 workshop Finance -Bruxelles

Meeting with the partnership of 1 standad project VILLAGE- Seneghe
(Oristano) Sardinia
Technical Seminar for PPs - Beirut
06-08/03/2013
06-08/03/2013
06-08/03/2013
06-08/03/2013
06-08/03/2013
06-08/03/2013
06-08/03/2013
25/07/2013
26/07/2013
26/07/2013
26/07/2013
26/07/2013
26/07/2013
26/07/2013
26/07/2013
27/09/2013
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
377,60
290,00
7,80
4,10
41,63
36,50
7,80
26,00
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
377,60
290,00
7,80
4,10
41,63
36,50
7,80
26,00
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
05/02/2013
EUR
EUR
USD
EUR
EUR
EUR
USD
EUR
1.144,57
250,00
22,67
58,90
15,00
15,00
33,11
140,00
1,0000
1,0000
1,3752
1,0000
1,0000
1,0000
1,3805
1,0000
1144,57
250,00
16,48
58,90
15,00
15,00
23,98
140,00
Amico Antonella - Financial officer
17-18/07/2012
05/02/2013 EUR
121,00
1,0000
Carta Valentina - Head of Accounting

Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
JMC meeting - Lisbon
04-07/12/2012
27/02/2013 EUR
407,14
1,0000
121,00 Hotel - Invoice Consulviaggi 419/74 of the

30/09/2012
407,14 Flight
04-07/12/2012
27/02/2013 EUR
100,00
1,0000
100,00 Hotel
04-07/12/2012
27/02/2013 EUR
100,00
1,0000
100,00 Hotel
04-07/12/2012
27/02/2013 EUR
100,00
1,0000
100,00 Hotel
04-07/12/2012
27/02/2013 EUR
45,00
1,0000
45,00 Meal
04-07/12/2012
27/02/2013 EUR
25,00
1,0000
25,00 Taxi
04-07/12/2012
27/02/2013 EUR
26,68
1,0000
26,68 Meal
04-07/12/2012
27/02/2013 EUR
37,40
1,0000
37,40 Meal
Financial officer
Financial officer
Financial officer
Financial officer
Financial officer
Financial officer
Financial officer
Financial officer
Comments
27/03/2013 EUR
Amico Antonella Amico Antonella Amico Antonella Amico Antonella Amico Antonella Amico Antonella Amico Antonella Amico Antonella -
27/03/2013 EUR
Cost
in EUR
1,0000
Financial officer
Financial officer
Financial officer
Financial officer
Financial officer
Financial officer
Financial officer
Financial officer
18-19/02/2013
EUR exchange rate

date of payment)
140,10
Amico Antonella Amico Antonella Amico Antonella Amico Antonella Amico Antonella Amico Antonella Amico Antonella Amico Antonella -
Per diem rate

in payment currency
23-25/10/2013
23-25/10/2013
23-25/10/2013
23-25/10/2013
23-25/10/2013
23-25/10/2013
23-25/10/2013
17-18/07/2012
1
1
1
3.2. Travel & Subsistence
18,40 Meal
Flight
Hotel
Train
Meal
Meal
Meal
Train
Train
Flight
Hotel
Meal
Insurance policy
Agency fees
Taxi
Meal
Flight and Agency fees - Invoice Consulviaggi
361/74 of the 31/07/2012
Page 31

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments

Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Unit
Catte Anna Maria- Director of JMA
04-07/12/2012
27/02/2013 EUR
31,00
1,0000
04-07/12/2012
27/02/2013 EUR
8,15
1,0000
8,15 Meal
JPC meeting - Rome
05-06/03/2013
27/05/2013 EUR
170,00
1,0000
170,00 Hotel
JPC meeting - Rome
05-06/03/2013
27/05/2013 EUR
3,00
1,0000
JPC meeting - Rome
05-06/03/2013
27/05/2013 EUR
140,10
1,0000
140,10 Flight
JPC meeting - Rome
05-06/03/2013
27/05/2013 EUR
7,50
1,0000
7,50 Meal
JPC meeting - Rome
05-06/03/2013
27/05/2013 EUR
9,50
1,0000
JPC meeting - Rome
05-06/03/2013
27/05/2013 EUR
30,00
1,0000
30,00 Meal
JPC meeting - Rome
05-06/03/2013
27/05/2013 EUR
6,60
1,0000
6,60 Meal
JMC meeting - Larnaca - Cyprus
16-18/06/2013
27/07/2013 EUR
25,00
1,0000
16-18/06/2013
27/07/2013 EUR
504,46
1,0000
504,46 Flight
16-18/06/2013
27/07/2013 EUR
106,00
1,0000
106,00 Hotel
16-18/06/2013
27/07/2013 EUR
106,00
1,0000
106,00 Hotel
16-18/06/2013
27/07/2013 EUR
24,20
1,0000
24,20 Meal
16-18/06/2013
27/07/2013 EUR
9,50
1,0000
9,50 Meal
16-18/06/2013
27/07/2013 EUR
30,00
1,0000
30,00 Taxi
Meeting with EC - Bruxelles

Joint Event with MED Programme - Nicosia Cyprus
31,00 Parking
3,00 City Tax
9,50 Parking
25,00 Agency fees
16-18/06/2013
27/07/2013 EUR
26,30
1,0000
26,30 Meal
JPC meeting - Barcellona
29/09-01/10/2013
27/11/2013 EUR
295,71
1,0000
295,71 Flight
29/09-01/10/2013
27/11/2013 EUR
264,00
1,0000
264,00 Hotel
29/09-01/10/2013
27/11/2013 EUR
1,21
1,0000
1,21 City Tax
29/09-01/10/2013
27/11/2013 EUR
1,21
1,0000
1,21 City Tax
29/09-01/10/2013
27/11/2013 EUR
36,17
1,0000
36,17 Meal
29/09-01/10/2013
27/11/2013 EUR
34,05
1,0000
34,05 Taxi
29/09-01/10/2013
27/11/2013 EUR
18,00
1,0000
18,00 Meal
29/09-01/10/2013
27/11/2013 EUR
32,65
1,0000
32,65 Meal
29/09-01/10/2013
27/11/2013 EUR
5,55
1,0000
5,55 Meal
29/09-01/10/2013
27/11/2013 EUR
35,90
1,0000
35,90 Taxi
14-16/02/2011
14-16/02/2011
14-16/02/2011
14-16/02/2011
23-25/10/2012
27/11/2012
27/11/2012
27/11/2012
27/11/2012
27/02/2013
EUR
EUR
EUR
EUR
EUR
15,80
29,90
39,10
60,70
77,85
1,0000
1,0000
1,0000
1,0000
1,0000
15,80
29,90
39,10
60,70
77,85
23-25/10/2012
27/02/2013 EUR
72,06
1,0000
72,06 Flight
23-25/10/2012
27/02/2013 EUR
300,44
1,0000
300,44 Flight
23-25/10/2012
27/02/2013 EUR
415,00
1,0000
415,00 Hotel
23-25/10/2012
27/02/2013 EUR
50,00
1,0000
50,00 Taxi
Meal
Meal
Taxi
Taxi
Flight
Page 32

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
23-25/10/2012
27/02/2013 EUR
20,00
1,0000
20,00 Agency fees
23-25/10/2012
27/02/2013 EUR
50,00
1,0000
50,00 Taxi

Task Force Unione Europea - Il Cairo Egypt

Coprdination Meeting - Rome
Meeting with the EC on the ENI Programme - Bruxelles
12-14/11/2012
12-14/11/2012
12-14/11/2013
12-14/11/2012
12-14/11/2012
12-14/11/2012
12-14/11/2012
12-14/11/2012
12-14/11/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
11/01/2013
11/01/2013
11/01/2013
11/01/2013
11/01/2013
11/01/2013
16-18/01/2013
EUR
USD
USD
EGP
EGP
EGP
EGP
EGP
EGP
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
733,19
159,20
158,70
313,12
236,04
348,51
235,83
48,87
147,48
427,99
400,00
13,60
37,25
22,00
41,00
26,76
37,40
17,00
140,09
48,00
7,00
48,00
18,00
18,00
407,45
1,0000
1,2735
1,2696
7,76973
7,76973
7,74468
7,74468
7,74468
7,76186
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
733,19
125,00
125,00
40,30
30,38
45,00
30,45
6,31
19,00
427,99
400,00
13,60
37,25
22,00
41,00
26,76
37,40
17,00
140,09
48,00
7,00
48,00
18,00
18,00
407,45
16-18/01/2013
27/03/2013 EUR
300,00
1,0000
300,00 Hotel
16-18/01/2013
27/03/2013 EUR
13,60
1,0000
13,60 Meal
16-18/01/2013
27/03/2013 EUR
45,00
1,0000
45,00 Meal
16-18/01/2013
27/03/2013 EUR
25,00
1,0000
25,00 Agency fees
16-18/01/2013
27/03/2013 EUR
7,58
1,0000
16-18/01/2013
27/03/2013 EUR
7,58
1,0000
16-18/01/2013
27/03/2013 EUR
34,10
1,0000
34,10 Taxi
16-18/01/2013
27/03/2013 EUR
45,00
1,0000
45,00 Meal
16-18/01/2013
27/03/2013 EUR
6,00
1,0000
6,00 Meal
16-18/01/2013
27/03/2013 EUR
43,20
1,0000
43,20 Taxi
Meeting with Italian Economic Development Ministry-Rome
23/01/2013
27/02/2013 EUR
140,10
1,0000
140,10 Flight
23/01/2013
27/02/2013 EUR
18,00
1,0000
18,00 Taxi
23/01/2013
27/02/2013 EUR
13,85
1,0000
13,85 Meal
23/01/2013
27/02/2013 EUR
19,60
1,0000
19,60 Meal

Meeting with Foreign Ministry of Algeri-Algeria

05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
1
1
1
1
27/03/2013
27/03/2013
28/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/02/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
EUR
EUR
EUR
DA
DA
DA
DA
DA
DA
EUR
67,91
607,30
25,00
16.500,00
16.500,00
600,00
600,00
4.738,50
8.500,00
67,20
1,0000
1,0000
1,0000
105,3
104,654
105,3
104,654
105,3
105,264
1,0000
Flight
Hotel
Hotel
Meal
Entry Visa
Meal
Insurance policy
Meal
Taxi
Flight
Hotel
Meal
Meal
Taxi
Meal
Meal
Meal
Taxi
Flight
Taxi
Meal
Taxi
Taxi
Taxi
Flight
7,58 City tax

7,58 City tax
67,91
607,30
25,00
156,70
157,30
5,70
5,73
45,00
80,75
67,20
Flight
Flight
Agency fees
Hotel
Hotel
City tax
City tax
Meal
Entry Visa
Insurance policy
Page 33

meetings
Date of mission


Participation to MEdPRo conference - Bruxelles
JPC meeting - Rome
JPC meeting - Rome
JPC meeting - Rome
JPC meeting - Rome
JPC meeting - Rome
JPC meeting - Rome
JPC meeting - Rome
JPC meeting - Rome
JPC meeting - Rome
JPC meeting - Rome
JPC meeting - Rome
Participation to kick off meeting project MEET-Rome
05-07/02/2013
05-07/02/2013
05-07/02/2013
25-27/02/2013
25-27/02/2013
25-27/02/2013
25-27/02/2013
25-27/02/2013
25-27/02/2013
25-27/02/2013
25-27/02/2013
25-27/02/2013
25-27/02/2013
25-27/02/2013
04-07/03/2013
04-07/03/2013
04-07/03/2013
04-07/03/2013
04-07/03/2013
04-07/03/2013
04-07/03/2013
04-07/03/2013
04-07/03/2013
04-07/03/2013
04-07/03/2013
11/03/2013
Number of
nights
Date of payment
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Comments
20,00
18,00
4.709,43
67,91
455,00
72,19
200,00
200,00
7,58
7,58
13,80
42,75
32,00
36,60
140,10
170,00
170,00
170,00
9,00
10,00
60,00
18,00
53,00
48,00
20,00
67,92
11/03/2013
27/07/2013 EUR
81,20
1,0000
81,20 Flight
11/03/2013
27/07/2013 EUR
20,00
1,0000
20,00 Taxi
11/03/2013
27/07/2013 EUR
45,00
1,0000
45,00 Meal
11/03/2013
27/07/2013 EUR
48,00
1,0000
48,00 Taxi
11/03/2013
27/07/2013 EUR
48,00
1,0000
48,00 Taxi
11/03/2013
27/07/2013 EUR
19,00
1,0000
19,00 Taxi
Working Group on Preparation Of ENI CBC Implementing Rules Bruxelles

19-22/03/2013
27/07/2013 EUR
1.031,55
1,0000
1031,55 Flight
27/07/2013 EUR
191,25
1,0000
191,25 Hotel
27/07/2013 EUR
191,25
1,0000
191,25 Hotel
27/07/2013 EUR
191,25
1,0000
191,25 Hotel
19-22/03/2013
27/07/2013 EUR
7,58
1,0000
7,58 City tax
19-22/03/2013
27/07/2013 EUR
7,58
1,0000
7,58 City tax
19-22/03/2013
27/07/2013 EUR
7,58
1,0000
7,58 City tax
19-22/03/2013
27/07/2013 EUR
25,00
1,0000
25,00 Agency fees
19-22/03/2013
27/07/2013 EUR
42,35
1,0000
42,35 Meal
19-22/03/2013
27/07/2013 EUR
27,65
1,0000
27,65 Meal
19-22/03/2013
27/07/2013 EUR
50,00
1,0000
50,00 Taxi
19-22/03/2013
27/07/2013 EUR
11,90
1,0000
11,90 Meal
19-22/03/2013
27/07/2013 EUR
45,00
1,0000
45,00 Taxi
19-22/03/2013
27/07/2013 EUR
6,70
1,0000
6,70 Meal

19-22/03/2013
19-22/03/2013
19-22/03/2013
1
1
1
1
1
1
1,0000
1,0000
104,654
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
Cost
in EUR
EUR
EUR
DA
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
1
1
27/03/2013
27/03/2013
27/03/2013
27/05/2013
27/05/2013
27/05/2013
27/05/2013
27/05/2013
27/05/2013
27/05/2013
27/05/2013
27/05/2013
27/05/2013
27/05/2013
19/06/2013
19/06/2013
19/06/2013
19/06/2013
19/06/2013
19/06/2013
19/06/2013
19/06/2013
19/06/2013
19/06/2013
19/06/2013
27/07/2013
Payment
currency
20,00
18,00
45,00
67,91
455,00
72,19
200,00
200,00
7,58
7,58
13,80
42,75
32,00
36,60
140,10
170,00
170,00
170,00
9,00
10,00
60,00
18,00
53,00
48,00
20,00
67,92
Taxi
Taxi
Meal
Flight
Flight
Flight
Hotel
Hotel
City tax
City tax
Meal
Meal
Meal
Taxi
Flight
Hotel
Hotel
Hotel
City tax
Meal
Meal
Taxi
Taxi
Taxi
Taxi
Flight
Page 34

meetings
Date of mission
National consultation ENI 2014-2020 - Cairo Egypt
09-11/04/2013
09-11/04/2013
09-11/04/2013
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
27/07/2013 EUR
752,45
1,0000
752,45 Flight
27/07/2013 EGP
911,20
8,93623
101,97 Hotel
27/07/2013 EGP
911,20
8,97591
101,51 Hotel
09-11/04/2013
27/07/2013 EGP
244,91
8,93623
27,40 Meal
09-11/04/2013
27/07/2013 EUR
6,60
1,0000
6,60 Meal
09-11/04/2013
27/07/2013 EUR
20,00
1,0000
20,00 Taxi
09-11/04/2013
27/07/2013 EGP
72,11
8,97591
8,03 Meal
09-11/04/2013
27/07/2013 EGP
68,38
8,97591
7,59 Meal
09-11/04/2013
27/07/2013 EGP
86,24
9,01308
9,57 Meal
09-11/04/2013
27/07/2013 EGP
196,00
9,01308
21,75 Taxi
09-11/04/2013
27/07/2013 EUR
21,00
1,0000
21,00 Taxi

National consultation ENI 2014-2020 - Tunis

Meeting with INTERACT- Antwerp
Meeting at the Morocco Embassy-Rome
Head of of theegation meeting - Rome
Meeting INTERACT-Rome
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
23-25/04/2013
23-25/04/2014
23-25/04/2018
23-25/04/2016
23-25/04/2020
23-25/04/2017
23-25/04/2015
23-25/04/2019
23-25/04/2021
23-25/04/2022
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
23-26/05/2013
23-26/05/2013
23-26/05/2013
23-26/05/2013
23-26/05/2013
23-26/05/2013
23-26/05/2013
16-18/06/2013
16-18/06/2013
16-18/06/2013
16-18/06/2013
16-18/06/2013
04/07/2013
04/07/2013
04/07/2013
04/07/2013
04/07/2013
04/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/07/2013
27/09/2013
27/09/2013
27/09/2013
27/09/2013
27/09/2013
27/09/2013
347,43
149,11
316,00
25,00
67,91
6,60
52,50
9,00
72,00
47,00
20,00
20,00
292,78
169,00
169,00
2,00
2,00
10,40
45,00
43,80
14,20
10,40
67,92
81,19
40,00
45,00
25,00
67,92
67,92
234,90
3,00
18,00
13,10
44,00
504,46
25,00
15,80
26,30
19,00
70,15
83,39
12,40
13,80
18,00
48,00
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
2,09548
2,0922
2,0922
2,09998
2,09998
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1
1
1
1
EUR
EUR
EUR
EUR
EUR
EUR
TND
TND
TND
TND
TND
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
347,43
149,11
316,00
25,00
67,91
6,60
25,06
4,31
34,41
22,38
9,52
20,00
292,78
169,00
169,00
2,00
2,00
10,40
45,00
43,80
14,20
10,40
67,92
81,19
40,00
45,00
25,00
67,92
67,92
234,90
3,00
18,00
13,10
44,00
504,46
25,00
15,80
26,30
19,00
70,15
83,39
12,40
13,80
18,00
48,00
Flight
Flight
Hotel
Agency fees
Changing time ticket cost
Meal
Meal
Meal
Meal
Meal
Taxi
Taxi
Flight
Hotel
Hotel
City tax
City tax
Train
Meal
Meal
Meal
Train
Flight
Flight
Taxi
Meal
Meal
Flight
Flight
Hotel
City tax
Taxi
Meal
Meal
Flight
Agency fees
Meal
Meal
Taxi
Flight
Flight
Meal
Meal
Taxi
Taxi
Page 35

meetings
Date of mission
Meeting with European Parliament of theegation - Olbia - Sardinia
16-17/07/2013
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
27/09/2013 EUR
140,00
1,0000
140,00 Hotel
16-17/07/2013
27/09/2013 EUR
43,50
1,0000
43,50 Meal
16-17/07/2013
27/09/2013 EUR
26,60
1,0000
26,60 Train
16-17/07/2013
27/09/2013 EUR
30,00
1,0000
30,00 Meal
Meeting for preparation of JPC and meeting with Italian of theegationRome

JPC Meeting - Barcellona
Seminario di capitalizzazione - Amman
MED Annual event - Lisbona. Capitalisation event on Environmental
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
Meeting at MAE - Rome
17-18/09/2013
25/10/2013 EUR
153,54
1,0000
153,54 Flight
25/10/2013 EUR
200,00
1,0000
200,00 Hotel
17-18/09/2013
25/10/2013 EUR
16,00
1,0000
16,00 Meal
17-18/09/2013
25/10/2013 EUR
25,00
1,0000
25,00 Meal
17-18/09/2013
25/10/2013 EUR
18,00
1,0000
18,00 Taxi
17-18/09/2013
25/10/2013 EUR
40,00
1,0000
40,00 Taxi
17-18/09/2013
25/10/2013 EUR
3,00
1,0000
17-18/09/2013
25/10/2013 EUR
14,00
1,0000
17-18/09/2013
25/10/2013 EUR

17-18/09/2013
3,00 City tax

14,00 Meal
10,00
1,0000
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
295,71
264,00
18,00
2,42
20,00
32,65
17,60
34,20
19,00
271,52
224,89
45,00
18,00
50,00
11,75
42,50
44,00
133,54
540,25
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
27-30/10/2013
19/12/2013 EUR
20,00
1,0000
20,00 Taxi
27-30/10/2013
19/12/2013 EUR
7,40
1,0000
7,40 Meal
19/12/2013 JOD
650,76
0,97523
667,29 Hotel
27-30/10/2013
19/12/2013 JOD
18,92
0,977286
19,36 Meal
27-30/10/2013
19/12/2013 JOD
20,00
0,977286
20,46 Entry Visa
27-30/10/2013
19/12/2013 JOD
22,00
0,977286
22,51 Taxi
27-30/10/2013
19/12/2013 JOD
23,99
0,977286
24,55 Meal
27-30/10/2013
19/12/2013 JOD
41,28
0,977286
42,24 Meal
27-30/10/2013
19/12/2013 JOD
14,40
0,976151
14,76 Meal
27-30/10/2013
19/12/2013 JOD
25,00
0,97523
25,63 Taxi
18/09/2012
05/02/2013 EUR
134,42
1,0000
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
02-05/10/2013
02-05/10/2013
02-05/10/2013
02-05/10/2013
02-05/10/2013
02-05/10/2013
02-05/10/2013
02-05/10/2013
27-30/10/2013
27-30/10/2013
27-30/10/2013
27/11/2013
27/11/2013
27/11/2013
27/11/2013
27/11/2013
27/11/2013
27/11/2013
27/11/2013
27/11/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
10,00 Taxi
295,71
264,00
18,00
2,42
20,00
32,65
17,60
34,20
19,00
271,52
224,89
45,00
18,00
50,00
11,75
42,50
44,00
133,54
540,25
Flight
Hotel
Meal
City tax
Taxi
Meal
Meal
Taxi
Taxi
Flight
Hotel
Meal
Taxi
Taxi
Meal
Meal
Taxi
Flight
Flight and Agency fees
134,42 Car rental
Page 36

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
18/09/2012
05/02/2013 EUR
82,16
1,0000

417/74 of the 30/09/2012
18/09/2012
05/02/2013 EUR
67,95
1,0000

417/74 of the 30/09/2012
INTERACT Conference - Amman
14-19/10/2012
05/02/2013 EUR
160,00
1,0000

417/74 of the 30/09/2012
14-19/10/2012
05/02/2013 EUR
548,06
1,0000

417/74 of the 30/09/2012
14-19/10/2012
05/02/2013 EUR
770,00
1,0000
14-19/10/2012
05/02/2013 EUR
64,20
1,0000

30/09/2012
64,20 Insurance policy - Invoice Consulviaggi 417/74 of
the 30/09/2012
Coccollone Piero - Head of

Authorising Unit
Mid - Term Conference - Rome
17-19/07/2012
05/02/2013 EUR
140,00
1,0000

386/74 of the 19/08/2012
Coccollone Piero - Head of

Authorising Unit
Diliberto Susanna - Operational
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
Mid - Term Conference - Rome
17-19/07/2012
05/02/2013 EUR
121,00
1,0000
04-07/12/2012
27/02/2013 EUR
420,14
1,0000

19/08/2012
420,14 Flight
04-07/12/2012
27/02/2013 EUR
300,00
1,0000
300,00 Hotel
04-07/12/2012
27/02/2013 EUR
41,63
1,0000
41,63 Meal
04-07/12/2012
27/02/2013 EUR
26,73
1,0000
26,73 Meal
04-07/12/2012
27/02/2013 EUR
37,40
1,0000
37,40 Meal
04-07/12/2012
27/02/2013 EUR
7,00
1,0000
7,00 Meal
Launching Seminar 2 Standard call - Aqaba
13-16/01/2012
27/03/2013 EUR
17,70
1,0000
17,70 Meal
13-16/01/2012
27/03/2013 JOD
17,83
0,905464
19,69 Meal
13-16/01/2012
27/03/2013 JOD
7,24
0,905464
INTERACT Meeting - Bruxelles
12-14/02/2013
27/03/2013 EUR
406,60
1,0000
406,60 Flight
12-14/02/2013
27/03/2013 EUR
218,00
1,0000
218,00 Hotel
12-14/02/2013
27/03/2013 EUR
5,95
1,0000
5,95 City Tax
12-14/02/2014
28/03/2013 EUR
5,95
1,0000
5,95 City Tax
12-14/02/2013
27/03/2013 EUR
5,80
1,0000
5,80 Meal
12-14/02/2013
27/03/2013 EUR
36,90
1,0000
36,90 Meal
JPC meeting - Rome
04-06/03/2013
19/06/2013 EUR
140,10
1,0000
140,10 Flight
JPC meeting - Rome
04-06/03/2013
19/06/2013 EUR
170,00
1,0000
170,00 Hotel
JPC meeting - Rome
04-06/03/2013
19/06/2013 EUR
3,00
1,0000
JPC meeting - Rome
04-06/03/2013
19/06/2013 EUR
170,00
1,0000
JPC meeting - Rome
04-06/03/2013
19/06/2013 EUR
3,00
1,0000
JPC meeting - Rome
04-06/03/2013
19/06/2013 EUR
21,75
1,0000
JPC meeting - Rome
04-06/03/2013
19/06/2013 EUR
8,00
1,0000
8,00 Meal
JPC meeting - Rome
04-06/03/2013
19/06/2013 EUR
27,79
1,0000
27,79 Meal
8,00 Meal
3,00 City Tax

170,00 Hotel
3,00 City Tax
21,75 Meal
Page 37

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments

management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
Capitalisation event on Environmental challeges - Amman
27-30/10/2013
19/12/2013 EUR
520,62
1,0000
27-30/10/2013
19/12/2013 EUR
10,00
1,0000
27-30/10/2013
19/12/2013 EUR
133,54
1,0000
133,54 Flight
27-30/10/2013
19/12/2013 JOD
236,06
0,977286
241,55 Hotel
27-30/10/2013
19/12/2013 JOD
236,06
0,977286
241,55 Hotel
27-30/10/2013
19/12/2013 JOD
236,06
0,976151
241,83 Hotel
27-30/10/2013
19/12/2013 JOD
37,11
0,977286
37,97 Meal
27-30/10/2013
19/12/2013 JOD
23,99
0,977286
24,55 Meal
27-30/10/2013
19/12/2013 JOD
39,24
0,977286
40,15 Meal
27-30/10/2013
19/12/2013 JOD
14,40
0,976151
14,75 Meal
27-30/10/2013
19/12/2013 JOD
20,00
0,977286
20,46 Entry Visa
27-30/10/2013
19/12/2013 EUR
8,30
1,0000
17-18/07/2012
05/02/2013 EUR
190,00
1,0000
17-18/07/2012
05/02/2013 EUR
0,20
1,0000
Giuseppina Orofino - Assistant
17-18/07/2012
05/02/2013 EUR
140,00
1,0000

369/74 of the 31/07/2012
Giuseppina Orofino - Assistant
17-18/07/2012
05/02/2013 EUR
121,00
1,0000
Mameli Maria Maddalena Operational management officer

03-07/12/2012
27/02/2013 EUR
284,59
1,0000

31/07/2012
284,59 Flight
03-07/12/2012
27/02/2013 EUR
400,00
1,0000
400,00 Hotel
03-07/12/2012
27/02/2013 EUR
14,00
1,0000
14,00 Train
03-07/12/2012
27/02/2013 EUR
34,50
1,0000
34,50 Meal
03-07/12/2012
27/02/2013 EUR
37,00
1,0000
37,00 Meal
03-07/12/2012
27/02/2013 EUR
20,00
1,0000
20,00 Meal
03-07/12/2012
27/02/2013 EUR
8,00
1,0000
8,00 Train
Meeting for preparation of 2 Standard projects PSC - Cagliari
11-12/02/2013
27/03/2013 EUR
72,63
1,0000
72,63 Flight
11-12/02/2013
27/03/2013 EUR
53,25
1,0000
53,25 Flight
11-12/02/2013
27/03/2013 EUR
4,00
1,0000
4,00 Bus
11-12/02/2013
27/03/2013 EUR
113,00
1,0000
113,00 Hotel
11-12/02/2013
27/03/2013 EUR
3,30
1,0000
3,30 Meal
11-12/02/2013
27/03/2013 EUR
34,00
1,0000
34,00 Meal
11-12/02/2013
27/03/2013 EUR
4,00
1,0000
4,00 Bus
Meeting for EC audit - Cagliari
19-20/03/2013
27/03/2013 EUR
6,70
1,0000
6,70 Meal
19-20/03/2013
19/06/2013 EUR
149,11
1,0000
149,11 Flight
19-20/03/2013
19/06/2013 EUR
50,00
1,0000
50,00 Hotel
520,62 Flight
10,00 Agency fees
8,30 Meal
31/07/2012
0,20 Agency fees - Invoice Consulviaggi 363/74 of
the 31/07/2012
Page 38

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments

19-20/03/2013
19/06/2013 EUR
8,00
1,0000
19-20/03/2013
19/06/2013 EUR
18,00
1,0000
18,00 Taxi
19-20/03/2013
19/06/2013 EUR
5,00
1,0000
5,00 Meal
19-20/03/2013
19/06/2013 EUR
25,00
1,0000
25,00 Meal
19-20/03/2013
19/06/2013 EUR
8,00
1,0000
8,00 Train
19-20/03/2013
19/06/2013 EUR
5,70
1,0000
5,70 Meal
EnergyMed Conference - Naples
11/04/2013
26/07/2013 EUR
69,00
1,0000
69,00 Train
EnergyMed Conference - Naples
11/04/2013
26/07/2013 EUR
7,40
1,0000
7,40 Meal
2 Standard projects PSC Meeting - Cagliari
25/05-2/06/2013
27/09/2013 EUR
149,11
1,0000
149,11 Flight
25/05-2/06/2013
27/09/2013 EUR
3,00
1,0000
3,00 Meal
25/05-2/06/2013
27/09/2013 EUR
8,70
1,0000
8,70 Meal
16-18/06/2013
27/09/2013 EUR
8,00
1,0000
8,00 Train
16-18/06/2013
27/09/2013 EUR
8,00
1,0000
8,00 Train
16-18/06/2013
27/09/2013 EUR
8,50
1,0000
8,50 Meal
21/09/2012
05/02/2013 EUR
140,00
1,0000

419/74 of the 30/09/2012
Mura Anna Paola - Head of

Operational management Unit
Pinna Maria Giovanna - Operational
management officer
04-06/12/2012
27/02/2013 EUR
427,99
1,0000
427,99 Flight
04-06/12/2012
27/02/2013 EUR
200,00
1,0000
200,00 Hotel
04-06/12/2012
27/02/2013 EUR
45,00
1,0000
45,00 Meal
04-06/12/2012
27/02/2013 EUR
9,00
1,0000
9,00 Taxi
04-06/12/2012
27/02/2013 EUR
26,73
1,0000
26,73 Meal
04-06/12/2012
27/02/2013 EUR
7,90
1,0000
7,90 Meal
04-06/12/2012
27/02/2013 EUR
8,10
1,0000
8,10 Taxi
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
67,92
1,0000
67,92 Flight
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
72,19
1,0000
72,19 Flight
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
45,00
1,0000
45,00 Taxi
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
6,10
1,0000
6,10 Meal
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
30,00
1,0000
30,00 Meal
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
170,00
1,0000
170,00 Hotel
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
3,00
1,0000
3,00 City Tax
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
6,60
1,0000
6,60 Meal
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
9,50
1,0000
9,50 Parking
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
45,00
1,0000
45,00 Taxi
04-08/12/2012
27/02/2013 EUR
255,45
1,0000
255,45 Flight
Meeting for coordinating - Cagliari
8,00 Train
Page 39

meetings
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
management officer
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
04-08/12/2012
27/02/2013 EUR
129,00
1,0000
129,00 Flight
04-08/12/2012
27/02/2013 EUR
80,81
1,0000
80,81 Flight
04-08/12/2012
27/02/2013 EUR
300,00
1,0000
300,00 Hotel
04-08/12/2012
27/02/2013 EUR
24,42
1,0000
24,42 Meal
04-08/12/2012
27/02/2013 EUR
20,00
1,0000
20,00 Meal
04-08/12/2012
27/02/2013 EUR
32,00
1,0000
32,00 Meal
04-08/12/2012
27/02/2013 EUR
35,00
1,0000
35,00 Taxi
Kick off meeting project STS MED- Palermo
17-19/01/2013
27/02/2013 EUR
333,54
1,0000
333,54 Flight
17-19/01/2013
27/02/2013 EUR
106,00
1,0000
106,00 Hotel
17-19/01/2013
27/02/2013 EUR
6,60
1,0000
6,60 Meal
17-19/01/2013
27/02/2013 EUR
30,50
1,0000
30,50 Meal
17-19/01/2013
27/02/2013 EUR
15,50
1,0000
15,50 Meal
17-19/01/2013
27/02/2013 EUR
6,10
1,0000
6,10 Bus
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
67,92
1,0000
67,92 Flight
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
72,19
1,0000
72,19 Flight
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
170,00
1,0000
170,00 Hotel
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
30,00
1,0000
30,00 Meal
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
6,30
1,0000
6,30 Meal
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
3,00
1,0000
3,00 City Tax
JPC meeting - Rome
05-06/03/2013
19/06/2013 EUR
4,50
1,0000
4,50 Meal
27-30/10/2013
19/12/2013 EUR
530,62
1,0000
530,62 Flight
27-30/10/2013
19/12/2013 EUR
10,00
1,0000
27-30/10/2013
19/12/2013 EUR
133,54
1,0000
133,54 Flight
27-30/10/2013
19/12/2013 JOD
255,20
0,977286
261,13 Hotel
27-30/10/2013
19/12/2013 JOD
255,20
0,977286
261,13 Hotel
27-30/10/2013
19/12/2013 JOD
255,20
0,976151
261,43 Hotel
27-30/10/2013
19/12/2013 EUR
4,30
1,0000
4,30 Meal
27-30/10/2013
19/12/2013 EUR
4,00
1,0000
4,00 Bus
27-30/10/2013
19/12/2013 JOD
20,00
0,977286
20,46 Entry Visa
27-30/10/2013
19/12/2013 JOD
14,40
0,976151
14,75 Meal
27-30/10/2013
19/12/2013 EUR
39,60
1,0000
39,60
27-30/10/2013
19/12/2013 JOD
18,92
0,977286
19,36 Meal
27-30/10/2013
19/12/2013 JOD
23,99
0,977286
24,55 Meal
1
1
1
10,00 Agency fees
Page 40

meetings
Date of mission

management officer
17-18/07/2012

management officer
Santina Paderi Operational
management officer
17-18/07/2012
Santina Paderi Operational

management officer
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
05/02/2013 EUR
140,00
1,0000

370/74 of the 31/07/2012
05/02/2013 EUR
102,00
1,0000
17-18/07/2012
05/02/2013 EUR
67,95
1,0000

31/07/2012
374/74 of the 31/07/2012
17-18/07/2012
05/02/2013 EUR
82,16
1,0000

374/74 of the 31/07/2012
Simone Pietro Loi - Authorising officer Mid - Term Conference - Rome
17-19/07/2012
05/02/2013 EUR
140,00
1,0000

386/74 of the 19/08/2012
Simone Pietro Loi - Authorising officer Mid - Term Conference - Rome
17-19/07/2012
05/02/2013 EUR
242,00
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000

19/08/2012
13,40 Meal
35,05 Meal
20,64 Meal
27,79 Meal
426,36 Flight - Invoice Pomilio n. 17 of the 24/01/2013
08/02/2013 EUR
398,00 1,0000
398,00 Hotel - Invoice Pomilio n. 17 of the 24/01/2013

149,62 Agency fees - Invoice Pomilio n. 17 of the
24/01/2013
6,40 Meal
27,79 Meal
27,79 Meal
Heibel Martin - temporary staff

VII JMC Meeting and JPC task force-Lisbon

3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
08/02/2013 EUR
149,62 1,0000

II Task Force JPC - Rome

4-9/03/2013
4-9/03/2013
4-9/03/2013
4-9/03/2013
02/05/2013
02/05/2013
02/05/2013
22/04/2013
6,40
27,79
27,79
156,71
4-9/03/2013

Meeting with Tunisian delegation for the new Programme period 20142020- Tunis
Meeting with beneficiaries of strategic call-Rome
22-23/04/2013
Kick off of the project MedDiet and meeting with JPC-Rome

02/05/2013
02/05/2013
02/05/2013
02/05/2013
08/02/2013
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
13,40
35,05
20,64
27,79
426,36
1,0000
1,0000
1,0000
1,0000
22/04/2013 EUR
344,27 1,0000
4-9/03/2013
22/04/2013 EUR
90,93 1,0000
17-19/04/2013
26/06/2013 EUR
6,60
1,0000

26/03/2013
6,60 Meal
17-19/04/2013
26/06/2013 TND
53,50
2,09548
25,53 Meal
17-19/04/2013
26/06/2013 TND
11,00
2,09220
5,26 Meal
17-19/04/2013
26/06/2013 TND
72,00
2,09220
34,41 Meal
17-19/04/2013
26/06/2013 EUR
14,60
1,0000
14,60 Meal
17-19/04/2013
26/06/2013 TND
52,50
2,09998
17-19/04/2013
27/05/2013 EUR
597,66 10000
27/05/2013 EUR
338,30 10000
338,30 Hotel- Invoice Pomilio n. 139 of the 08/05/2013
17-19/04/2013
27/05/2013 EUR
169,88 10000
22-23/04/2013
22-23/04/2013
22-23/04/2013
22-23/04/2013
22-23/04/2013
22-23/04/2013
22-23/04/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
18/06/2013
9,30
40,00
11,00
14,00
28,00
3,00
169,44

08/05/2013
9,30 Meal
40,00 Meal
11,00 Meal
14,00 Train
28,00 Meal
3,00 City tax
17-19/04/2013
EUR
EUR
EUR
EUR
EUR
EUR
EUR
10000
10000
10000
10000
10000
10000
10000
18/06/2013 EUR
174,13 10000
22-23/04/2013
18/06/2013 EUR
62,36 10000
23-24/05/2013
26/06/2013 EUR
149,11 10000
25,00 Meal

03/06/2013
149,11 Flight
Page 41

meetings
Date of mission
23-24/05/2013
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
26/06/2013 EUR
120,00 10000
23-24/05/2013
26/06/2013 EUR
3,00 10000
3,00 City tax
23-24/05/2013
26/06/2013 EUR
8,40 10000
8,40 Meal
23-24/05/2013
26/06/2013 EUR
34,00 10000
34,00 Meal
23-24/05/2013
26/06/2013 EUR
27,79 10000
27,79 Meal
23-24/05/2013
26/06/2013 EUR
14,00 10000
14,00 Train

Kick off of the project MED-3R - Nice

12-14/06/2013
12-14/06/2013
12-14/06/2013
12-14/06/2013
12-14/06/2013
12-14/06/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
29/07/2013
12-14/06/2013
29/07/2013 EUR

16-18/06/2013
16-18/06/2013
16-18/06/2013
16-18/06/2013
26-28/06/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013

Meeting with JMC for 2nd call standard-Cyprus

Participation to the General Assembly of the Intermediterranean
Commission -Barcelona
Participation to the seminar "KOMPASO"- Nice
Meeting for IV JPC - Barcelona
3-4/07/2013
3-4/07/2013
3-4/07/2013
3-4/07/2013
29-09/01-10/2013
29-09/01-10/2013
29-09/01-10/2013
29-09/01-10/2013
29-09/01-10/2013
29-09/01-10/2013
13/12/2013 EUR
48,07 10000
29-09/01-10/2013
12/11/2013 EUR
408,66 10000
29-09/01-10/2013
12/11/2013 EUR
14,93
Participation to the 1st capitalization event -Amman
27-30/10/2013
02/12/2013 EUR
27-30/10/2013
02/12/2013 JOD
20,00 0,977286
27-30/10/2013
02/12/2013 JOD
14,4 0,976151
27-30/10/2013
02/12/2013 JOD
27-30/10/2013
13/12/2013 EUR

26-28/06/2013
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
25,00
27,79
37,20
34,50
365,50
755,66
10000
10000
10000
10000
10000
10000
65,88 10000
15,60
26,30
26,50
29,50
304,71
10000
10000
10000
10000
10000
120,00 Hotel
25,00
27,79
37,20
34,50
365,50
755,66
Taxi
Meal
Meal
Meal
Hotel
Flight - Invoice Pomilio n. 234 of the 09/07/2013

09/07/2013
15,60 Meal
26,30 Meal
26,50 Meal
29,50 Hotel
304,71 Flight
31/07/2013 EUR
188,43 10000
188,43 Hotel
26-28/06/2013
31/07/2013 EUR
15,60 10000
15,60 Meal
26-28/06/2013
31/07/2013 EUR
5,90 10000
5,90 Bus
26-28/06/2013
31/07/2013 EUR
43,18 10000
43,18 Meal
26-28/06/2013
31/07/2013 EUR
41,63 10000
41,63 Meal
26-28/06/2013
31/07/2013 EUR
25,00 10000
25,00 Taxi
26-28/06/2013
31/07/2013 EUR
31/07/2013
31/07/2013
31/07/2013
31/07/2013
30/10/2013
30/10/2013
30/10/2013
30/10/2013
13/12/2013
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
4,00 10000
728,05
1,25
33,90
27,79
2,42
15,50
32,65
20,20
262,68
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
7,30 10000
82,63 0,97523
518,02 10000
4,00 Taxi
728,05
1,25
33,90
27,79
2,42
15,50
32,65
20,20
262,68
Flight
Bus
Meal
Meal
City tax
Meal
Meal
Meal
Hotel- Invoice Pomilio n. 380 of the 29/09/2013

29/09/2013
408,66 Flight - Invoice Travel Tourism n. 101/74 of the
26/11/2013
14,93 Agency fees - Invoice Travel Tourism n. 101/74
of the 26/11/2013
7,30 Meal
20,46 Entry Visa
14,75 Meal
84,71 Meal
31/10/2013
Page 42

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
27-30/10/2013
13/12/2013 EUR
132,87 10000
27-30/10/2013
13/12/2013 EUR
14,93 10000
27-30/10/2013
13/12/2013 EUR
14,93 10000
27-30/10/2013
13/12/2013 EUR
731,33 10000
27-30/10/2013
13/12/2013 EUR
45,37 10000
Participation to the 2nd capitalization event- Rome
25-56/11/2013
18/12/2013 EUR
20,00 10000
25-56/11/2013
18/12/2013 EUR
14,00 10000
25-56/11/2013
18/12/2013 EUR
3,00 10000
25-56/11/2013
18/12/2013 EUR
23,50 10000
25-56/11/2013
18/12/2013 EUR
10,00 10000
25-56/11/2013
18/12/2013 EUR
132,87 10000
25-56/11/2013
18/12/2013 EUR
14,93 10000
25-56/11/2013
18/12/2013 EUR
174,13 10000
Participation to the JOUSSOUR project Conference- Rome
28/11/2013
18/12/2013 EUR
14,00 10000
28/11/2013
18/12/2013 EUR
27,79 10000
28/11/2013
18/12/2013 EUR
132,87 10000
28/11/2013
18/12/2013 EUR
14,93 10000
Hamze Jammoul - temporary staff


3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012

04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
08/02/2013
EUR
EUR
EUR
EUR
EUR
EUR
18,50
37,75
35,70
37,40
27,79
426,36
10000
10000
10000
10000
10000
10000
Cost
in EUR
Comments

31/10/2013
14,93 Agency fees- Invoice Travel Tourism n. 142/74
of the 31/10/2013
of the 31/10/2013
731,33 Hotel- Invoice Travel Tourism n. 142/74 of the
31/10/2013
45,37 Insurance policy - Invoice Travel Tourism n.
142/74 of the 31/10/2013
20,00 Meal
14,00 Train
3,00 City tax
23,50 Meal
10,00 Taxi
29/11/2013
14,93 Agency fees-Invoice Travel Tourism n. 156/74 of
the 29/11/2013
174,13 Hotel-Invoice Travel Tourism n. 156/74 of the
29/11/2013
14,00 Train
27,79 Meal
29/11/2013
the 29/11/2013
18,50 Meal
37,75 Meal
35,70 Meal
37,40 Meal
27,79 Meal
08/02/2013 EUR
398,00 10000
3-7/12/2012
08/02/2013 EUR
149,62 10000
Meeting with Foreign Ministry -Algeria

5-7/02/2013
5-7/02/2013
5-7/02/2013
5-7/02/2013
5-7/02/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
29/03/2013

24/01/2013
25,00 Meal
80,75 Entry Visa
41,63 Meal
41,63 Meal
5-7/02/2013
29/03/2013 EUR
442,78 10000
5-7/02/2013
29/03/2013 EUR
180,12 10000

Meeting JPC-Rome
Meeting JPC-Rome
Meeting JPC-Rome
5-6/03/2013
5-6/03/2013
5-6/03/2013
02/05/2013 EUR
02/05/2013 EUR
22/04/2013 EUR
14,00 10000
27,79 10000
156,71 10000

15/02/2013
14,00 Meal
27,79 Meal
Meeting JPC-Rome
5-6/03/2013
22/04/2013 EUR
172,14 10000
Meeting JPC-Rome
5-6/03/2013
22/04/2013 EUR
59,69 10000

Meeting with JPC delegations-Amman and Beirut

17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
EUR
DZD
DZD
DZD
EUR
EUR
JOD
JOD
LBP
25,00
8.500,00
4.383,64
7.700,00
549,64
4,60
31,26
25,00
21.750,00
10000
105,264
105,300
104,654
10000
10000
0,930846
0,924891
1978,18

26/03/2013
4,60 Meal
33,58 Meal
27,03 Meal
10,99 Meal
Page 43

meetings
Date of mission
17-19/04/2013
17-19/04/2013

Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
13/05/2013 EUR
1.251,71 10000
13/05/2013 EUR
303,48 10000
17-19/04/2013
13/05/2013 EUR
282,27 10000
Training for strategic call-Rome

22-23/04/2013
22-23/04/2013
22-23/04/2013
22-23/04/2013
22-23/04/2013
22-23/04/2013
22-23/04/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
18/06/2013

23/04/2013
5,00 Meal
10,50 Meal
25,50 Meal
3,00 Bus
14,00 Train
14,00 Train
22-23/04/2013

EUR
EUR
EUR
EUR
EUR
EUR
EUR
5,00
10,50
25,50
3,00
14,00
14,00
96,81
10000
10000
10000
10000
10000
10000
10000
1.251,71 Flight - Invoice Pomilio n. 125 of the 23/04/2013
18/06/2013 EUR
174,13 10000
22-23/04/2013
18/06/2013 EUR
49,18 10000
Participation to the 1st capitalization event-Amman
27-30/10/2013
02/12/2013 EUR
6,40
10000

03/06/2013
6,40 Meal
27-30/10/2013
02/12/2013 JOD
20,00
0,977286
20,46 Entry Visa
27-30/10/2013
02/12/2013 JOD
20,82
0,977286
21,30 Meal
27-30/10/2013
02/12/2013 JOD
21,50
0,977286
22,00 Meal
27-30/10/2013
02/12/2013 JOD
14,40
0,976151
27-30/10/2013
13/12/2013 EUR
518,02 10000
27-30/10/2013
13/12/2013 EUR
132,87 10000
27-30/10/2013
13/12/2013 EUR
14,93 10000
27-30/10/2013
13/12/2013 EUR
14,93 10000
27-30/10/2013
13/12/2013 EUR
731,33 10000
27-30/10/2013
13/12/2013 EUR
45,37 10000
Paticipation to capitalization event- Rome and meeting for the project

LIVE YOUR TOUR- Tunisia
25-29/11/2013
18/12/2013 EUR
28,00
10000

25-29/11/2013
18/12/2013 EUR
26,00
10000

25-29/11/2013
18/12/2013 EUR
6,00
10000

25-29/11/2013
18/12/2013 TND
35,00 2,26862
15,43 Taxi

25-29/11/2013
18/12/2013 TND
28,50 2,26862
12,56 Meal

25-29/11/2013
18/12/2013 TND
35,00 2,26823
15,43 Meal

25-29/11/2013
18/12/2013 EUR
25,50 10000
25,50 Meal

25-29/11/2013
18/12/2013 TND
15,00 2,26959

25-29/11/2013
18/12/2013 EUR
592,97 10000
25-29/11/2013
18/12/2013 EUR
14,93 10000
14,75 Meal
31/10/2013
31/10/2013
of the 31/10/2013
of the 31/10/2013
731,33 Hotel - Invoice Travel Tourism n. 142/74 of the
31/10/2013
142/74 of the 31/10/2013
28,00 Train
26,00 Meal
6,00 City tax
6,61 Taxi

29/11/2013
of the 29/11/2013
Page 44

meetings
Date of mission
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Palazzo Luca - temporary staff
3-7/12/2012
3-7/12/2012

Kick off meeting project GMI

-Beirut
-Beirut
-Beirut
-Beirut
-Beirut
-Beirut
-Beirut
-Beirut
9-12/01/2013
9-12/01/2013
9-12/01/2013
9-12/01/2013
9-12/01/2013
9-12/01/2013
9-12/01/2013
9-12/01/2013
Kick off meeting project GMI -Beirut
9-12/01/2013
Kick off meeting project GMI -Beirut
9-12/01/2013


Participation to JPC and kick off meeting project MEET-Rome
17-18/01/2013
17-18/01/2013
17-18/01/2013
17-18/01/2013
17-18/01/2013
17-18/01/2013
17-18/01/2013
17-18/01/2013
22-27/02/2013
22-27/02/2013
22-27/02/2013
22-27/02/2013
22-27/02/2013
22-27/02/2013
22-27/02/2013
22-27/02/2013
22-27/02/2013
22-27/02/2013
4-11/03/2013
4-11/03/2013
02/05/2013 EUR
172,20 1,0000
4-11/03/2013
02/05/2013 EUR
4,00 1,0000
4,00 Taxi
4-11/03/2013
02/05/2013 EUR
14,00 1,0000
14,00 Taxi
4-11/03/2013
02/05/2013 EUR
1,50 1,0000
1,50 Taxi
4-11/03/2013
02/05/2013 EUR
1,50 1,0000
1,50 Bus
4-11/03/2013
02/05/2013 EUR
21,75 1,0000
21,75 Meal
4-11/03/2013
02/05/2013 EUR
14,50 1,0000
14,50 Meal
4-11/03/2013
02/05/2013 EUR
7,00 1,0000
7,00 Meal
4-11/03/2013
02/05/2013 EUR
20,17 1,0000
20,17 Meal
3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
3-7/12/2012
348,25 10000
18/12/2013 EUR
248,75 10000
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
08/02/2013
14,30
37,50
17,01
35,05
32,00
27,79
4,00
455,71
Comments

25-29/11/2013
18/12/2013 EUR
Cost
in EUR

25-29/11/2013
Number of
nights
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000

29/11/2013
29/11/2013
14,30 Meal
37,50 Meal
17,01 Meal
35,05 Meal
32,00 Meal
27,79 Meal
4,00 Bus
08/02/2013 EUR
398,00 1,0000
08/02/2013 EUR
154,95 1,0000
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
12/02/2013
4,00
27,79
14,83
14,00
25,00
16,00
4,00
746,75

24/01/2013
4,00 Taxi
27,79 Meal
11,17 Meal
10,55 Meal
18,83 Taxi
16,00 Meal
4,00 Taxi
EUR
EUR
USD
USD
USD
EUR
EUR
EUR
1,0000
1,0000
1,3274
1,3274
1,3274
1,0000
1,0000
1,0000
12/02/2013 EUR
340,29 1,0000
12/02/2013 EUR
197,30 1,0000
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
163,10
155,70
106,00
10,20
30,50
4,70
5,80
4,00
69,91
510,00
82,19
263,00
4,00
4,00
18,00
19,70
43,00
18,00
164,11

25/01/2013
163,10 Flight
155,70 Flight
106,00 Hotel
10,20 Meal
30,50 Meal
4,70 Meal
5,80 Bus
4,00 Taxi
69,91 Flight
510,00 Flight
82,19 Flight
263,00 Hotel
4,00 Taxi
4,00 Bus
18,00 Meal
19,70 Meal
43,00 Meal
18,00 Meal
164,11 Flight
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
10000
10000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
172,20 Flight
Page 45

meetings
Date of mission

10-11/04/2013
10-11/04/2013
9-11/04/2013
9-11/04/2013
9-11/04/2013
9-11/04/2013
9-11/04/2013
9-11/04/2013
9-11/04/2013
9-11/04/2013
17-23/04/2013
Participation to Conference Energymed- Naples

Participation to Conference Energymed- Naples
National consultation ENI 2014-2020 -Cairo
National consultations JOP 2014-2020-Amman and Beirut. Training for
strategic project-Rome
Training for strategic project- Rome
Training for strategic project- Rome
Number of
nights
4-11/03/2013
Date of payment
Payment
currency
02/05/2013 EUR
EUR exchange rate

date of payment)
25,00 1,0000
Cost
in EUR
Comments
25,00 Meal
EUR
EUR
EUR
EUR
EUR
EGP
EGP
EGP
EGP
EGP
JOD
53,92
77,02
752,45
179,15
11,60
105,00
243,15
140,11
230,59
117,04
37,13
1,0000
1,0000
1,0000
1,0000
1,0000
8,93623
8,93623
8,97591
8,97591
9,01308
0,930846
17-23/04/2013
31/07/2013 JOD
22,40
0,924891
24,00 Meal
17-23/04/2013
31/07/2013 LBP
21.900,00
1967,40
11,13 Meal
17-23/04/2013
31/07/2013 LBP
25.500,00
1978,18
12,89 Meal
17-23/04/2013
31/07/2013 EUR
17,00
10000
17,00 Meal
17-23/04/2013
31/07/2013 EUR
27,79 10000
27,79 Meal
17-23/04/2013
31/07/2013 EUR
7,00
17-19/04/2013
13/05/2013 EUR
1.250,19 10000
1.250,19 Flight - Invoice Pomilio n. 125 of the 23/04/2013
17-19/04/2013
13/05/2013 EUR
303,48 10000
303,48 Hotel - Invoice Pomilio n. 125 of the 23/04/2013
17-19/04/2013
13/05/2013 EUR
281,99 10000
22-23/04/2013
18/06/2013 EUR
88,56 10000

23/04/2013
22-23/04/2013
18/06/2013 EUR
16,07 10000
Meeting for the project Med Diet and meeting with JPC-Rome
23-26/05/2013
31/07/2013 EUR
218,11 10000
23-26/05/2013
31/07/2013 EUR
1,50 10000
1,50 Taxi
23-26/05/2013
31/07/2013 EUR
8,00 10000
8,00 Train
23-26/05/2013
31/07/2013 EUR
26,00 10000
26,00 Meal
23-26/05/2013
31/07/2013 EUR
25,60 10000
25,60 Meal
23-26/05/2013
31/07/2013 EUR
15,00 10000
23-26/05/2013
22/04/2013 EUR
344,27 10000
23-26/05/2013
22/04/2013 EUR
62,49 10000

VIII JMC Meeting-Cyprus

Participation to CRPM Conference-Barcelona
Meeting for programmes CTE 2014-2020- Rome
16-18/06/2013
16-18/06/2013
16-18/06/2013
16-18/06/2013
16-18/06/2013
26-28/06/2013
26-28/06/2013
26-28/06/2013
26-28/06/2013
26-28/06/2013
26-28/06/2013
26-28/06/2013
23/07/2013
23/07/2013
23/07/2013
23/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
12/08/2013
12/08/2013
12/08/2013
12/08/2013

26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
31/07/2013
Per diem rate

in payment currency
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
16,30
16,00
26,30
12,50
22,00
304,71
168,43
18,60
41,63
41,63
5,90
25,00
347,33
14,00
14,00
35,00
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
53,92
77,02
752,45
179,15
11,60
11,75
27,21
15,61
25,69
12,99
39,89
Flight
Flight
Flight
Hotel
Meal
Taxi
Meal
Meal
Meal
Meal
Meal
7,00 Bus

03/06/2013
218,11 Flight
15,00 Meal
26/03/2013
16,30 Meal
16,00 Meal
26,30 Meal
12,50 Meal
22,00 Meal
304,71 Flight
168,43 Hotel
18,60 Meal
41,63 Meal
41,63 Meal
5,90 Meal
25,00 Taxi
347,33 Flight
14,00 Train
14,00 Train
35,00 Meal
Page 46

meetings
Date of mission
Number of
nights
Date of payment
Comments
JPC Meeting- Barcelona
27/09-01/10/2013
13/12/2013 EUR
48,07 10000
23/10-03/11/2013
02/12/2013 EUR
17,55 10000
23/10-03/11/2013
02/12/2013 EUR
21,65 10000
21,65 Meal
23/10-03/11/2013
02/12/2013 EUR
25,05 10000
25,05 Meal
23/10-03/11/2013
02/12/2013 EUR
20,50
10000
20,50 Meal
23/10-03/11/2013
02/12/2013 JOD
34,23
0,977286
35,10 Meal
23/10-03/11/2013
02/12/2013 JOD
23,99
0,977286
24,60 Meal
23/10-03/11/2013
02/12/2013 JOD
31,90
0,977286
32,71 Meal
23/10-03/11/2013
02/12/2013 JOD
14,40
0,976151
14,75 Meal
23/10-03/11/2013
02/12/2013 JOD
20,00
0,977286
20,46 Entry Visa
23/10-03/11/2013
12/11/2013 EUR
275,74 10000
23/10-03/11/2013
12/11/2013 EUR
152,77 10000
23/10-03/11/2013
12/11/2013 EUR
15,00 10000
23/10-03/11/2013
12/11/2013 EUR
15,00 10000
23/10-03/11/2013
13/12/2013 EUR
73,02 10000
23/10-03/11/2013
13/12/2013 EUR
426,20 10000
23/10-03/11/2013
13/12/2013 EUR
498,93 10000
23/10-03/11/2013
13/12/2013 EUR
14,93 10000
23/10-03/11/2013
13/12/2013 EUR
14,93 10000
23/10-03/11/2013
13/12/2013 EUR
14,93 10000
13/12/2013 EUR
199,00 10000
13/12/2013 EUR
641,78 10000
13/12/2013 EUR
45,37 10000

MED Annual event - Lisbon. Capitalisation event on Environmental

challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
challeges - Amman
Meeting with national delegations-Cairo

29/11/2013
17,55 Meal

23/10-03/11/2013
23/10-03/11/2013
2
3
23/10-03/11/2013
18-21/11/2013
18-21/11/2013
18-21/11/2013
18-21/11/2013
18/12/2013
18/12/2013
18/12/2013
18/12/2013
18-21/11/2013
18/12/2013 EUR
14,93 10000
18-21/11/2013
18/12/2013 EUR
402,98 10000
18-21/11/2013
18/12/2013 EUR
33,43 10000
EUR
EGP
EGP
EUR
21,70
387,82
123,46
1.066,45
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
Cost
in EUR
23/07/2013
17-18/09/2013
17-18/09/2013
17-18/09/2013
17-18/09/2013
17-18/09/2013
27/09-01/10/2013
27/09-01/10/2013
27/09-01/10/2013
27/09-01/10/2013
5,30
70,15
83,40
14,50
11,40
14,00
32,65
1,10
19,10
262,68
EUR exchange rate

date of payment)

Meeting for the implementation of JPC-Rome
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
Per diem rate

in payment currency

12/08/2013
30/10/2013
30/10/2013
30/10/2013
30/10/2013
30/10/2013
02/12/2013
02/12/2013
02/12/2013
13/12/2013
Payment
currency
1,0000
9,31579
9,32203
10000
5,30
70,15
83,40
14,50
11,40
14,00
32,65
1,10
19,10
262,68
Meal
Flight
Flight
Meal
Meal
Meal
Meal
City tax
Meal
Hotel - Invoice Pomilio n. 380 of the 29/11/2013
275,74 Flight- Invoice Travel Tourism n. 101/74 of the

26/09/2013
26/09/2013
14,93 Agency Fees- Invoice Travel Tourism n. 101/74
of the 26/09/2013
of the 26/09/2013
31/10/2013
31/10/2013
31/10/2013
of the 31/10/2013
of the 31/10/2013
of the 31/10/2013
31/10/2013
31/10/2013
142/74 of the 31/10/2013
21,70 Meal
41,63 Meal
13,24 Meal
1.066,45 Flight-Invoice Travel Tourism n. 156/74 of the
29/11/2013
14,93 Agency Fees-Invoice Travel Tourism n. 156/74
of the 29/11/2013
402,98 Hotel-Invoice Travel Tourism n. 156/74 of the
29/11/2013
33,43 Insurence-Invoice Travel Tourism n. 156/74 of
the 29/11/2013
Page 47

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
Capitalization seminar and meeting for the project S&T med-Rome
22-27/11/2013
18/12/2013 EUR
7,00 10000
7,00 Bus
22-27/11/2013
18/12/2013 EUR
26,00 10000
26,00 Meal
22-27/11/2013
18/12/2013 EUR
27,79 10000
27,79 Meal
22-27/11/2013
18/12/2013 EUR
20,30 10000
20,30 Meal
22-27/11/2013
18/12/2013 EUR
17,00 10000
17,00 Meal
22-27/11/2013
18/12/2013 EUR
132,87 10000
22-27/11/2013
18/12/2013 EUR
14,93 10000
Puleo Aldo - temporary staff


03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
03-07/12/2012
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
08/02/2013
Meeting with beneficiaries of the projects 2nd call-Rome
20/12/2012
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
20,60
3,50
41,63
20,56
26,69
32,00
10,00
27,79
426,36
10000
10000
10000
10000
10000
10000
10000
10000
10000
132,87 Flight-Invoice Travel Tourism n. 156/74 of the

29/11/2013
14,93 Agency Fees-Invoice Travel Tourism n. 156/74
of the 29/11/2013
20,60 Meal
3,50 Bus
41,63 Meal
20,56 Meal
26,69 Meal
32,00 Meal
10,00 Bus
27,79 Meal
08/02/2013 EUR
398,00 10000
20/12/2012
08/02/2013 EUR
149,62 10000
20/12/2012
27/03/2013 EUR
4,00 10000

24/01/2013
4,00 Bus
20/12/2012
27/03/2013 EUR
158,92 10000
158,92 Flight
20/12/2012
27/03/2013 EUR
14,00 10000
14,00 Train
20/12/2012
27/03/2013 EUR
9,50 10000
9,50 Meal
20/12/2012
27/03/2013 EUR
27,79 10000
27,79 Meal
20/12/2012
27/03/2013 EUR
68,25 10000
68,25 Hotel
23/01/2013
26/06/2013 EUR
272,10 10000
272,10 Flight
23/01/2013
26/06/2013 EUR
14,00 10000
14,00 Train
23/01/2013
26/06/2013 EUR
27,79 10000
27,79 Meal


05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013
05-07/02/2013

26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
29/03/2013
DZD
EUR
EUR
DZD
DZD
EUR
EUR
EUR
8.500,00
25,00
4,00
4.383,64
4.356,75
37,50
26,50
531,33
105,264
10000
10000
105,300
104,654
10000
10000
10000
80,75
25,00
4,00
41,63
41,63
37,50
26,50
531,33
Entry Visa
Insurance policy
Bus
Meal
Meal
Taxi
Meal
29/03/2013 EUR
442,78 10000
05-07/02/2013
29/03/2013 EUR
176,80 10000
Meeting with JPC and training for assessors evaluation- Rome
04-10/03/2013
26/06/2013 EUR
236,11 10000

15/02/2013
236,11 Flight
04-10/03/2013
26/06/2013 EUR
4,00 10000
4,00 Taxi
04-10/03/2013
26/06/2013 EUR
14,00 10000
14,00 Taxi
04-10/03/2013
26/06/2013 EUR
12,10 10000
12,10 Meal
Page 48

meetings
Date of mission
04-10/03/2013
04-10/03/2013
04-10/03/2013
04-10/03/2013
04-10/03/2013
04-10/03/2013
04-10/03/2013
04-10/03/2013

Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
26/06/2013 EUR
78,26 10000
78,26 Hotel
26/06/2013 EUR
27,79 10000
27,79 Meal
26/06/2013 EUR
78,38 10000
78,38 Hotel
26/06/2013 EUR
78,20 10000
78,20 Hotel
26/06/2013 EUR
9,50 10000
9,50 Meal
26/06/2013 EUR
40,00 10000
40,00 Meal
26/06/2013 EUR
78,16 10000
78,16 Hotel
26/06/2013 EUR
24,50 10000
24,50 Meal
04-10/03/2013
26/06/2013 EUR
31,07 10000
31,07 Meal
04-10/03/2013
26/06/2013 EUR
14,00 10000
14,00 Train
04-10/03/2013
26/06/2013 EUR
4,00 10000
4,00 Taxi

Meeting with JPC- Amman and Beirut

17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
17-19/04/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
13/05/2013
17-19/04/2013
13/05/2013 EUR
303,48 10000
17-19/04/2013
13/05/2013 EUR
264,57 10000

Meeting with INTERACT-Antwerp

Meeting at the Morocco embassy-Rome
Meeting with PSC and JPC- Rome
Meeting with national committee ENPI-Rome
23-25/04/2013
23-25/04/2013
23-25/04/2013
23-25/04/2013
23-25/04/2013
23-25/04/2013
23-25/04/2013
23-25/04/2013
23-25/04/2013
05/05/2013
05/05/2013
05/05/2013
05/05/2013
05/05/2013
05/05/2013
22-25/05/2013
22-25/05/2013
22-25/05/2013
22-25/05/2013
22-25/05/2013
22-25/05/2013
22-25/05/2013
9-10/06/2013
9-10/06/2013
9-10/06/2013
9-10/06/2013
9-10/06/2013
16-18/06/2013
16-18/06/2013
16-18/06/2013
16-18/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
26/06/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
252,78
8,10
10,40
51,00
41,63
342,00
10,40
16,70
8,00
130,92
37,47
14,00
18,00
113,19
6,00
280,11
26,00
20,50
25,00
79,15
78,57
28,00
303,11
63,07
24,75
19,20
7,50
19,70
22,50
26,30
24,00

23/04/2013
252,78 Flight
8,10 Meal
10,40 Train
51,00 Meal
41,63 Meal
342,00 Hotel
10,40 Train
16,70 Meal
8,00 Taxi
130,92 Flight
37,47 Meal
14,00 Taxi
18,00 Meal
113,19 Flight
6,00 Taxi
280,11 Flight
26,00 Meal
20,50 Meal
25,00 Meal
79,15 Hotel
78,57 Hotel
28,00 Car rental
303,11 Flight
63,07 Hotel
24,75 Meal
19,20 Meal
7,50 Taxi
19,70 Meal
22,50 Meal
26,30 Meal
24,00 Meal
1
1
1
1
EUR
JOD
JOD
JOD
USD
USD
USD
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
15,30
20,00
55,23
25,00
52,53
10,00
30,00
14,50
8,00
1.154,20
10000
0,930846
0,930846
0,924891
1,3045
1,3115
1,3115
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
15,30
21,48
59,33
27,03
40,26
7,62
22,87
14,50
8,00
1.154,20
Meal
Entry Visa
Meal
Meal
Meal
Taxi
Taxi
Meal
Taxi
Page 49

meetings
Date of mission
Number of
nights
Date of payment
Comments
Meeting for the next programme ENI-Ramallah and Amman
20-23/08/2013
30/09/2013 EUR
7,60 10000
7,60 Meal
20-23/08/2013
30/09/2013 ILS
277,40 4,7733
58,11 Taxi
20-23/08/2013
30/09/2013 ILS
223,00 4,7733
46,72 Meal
20-23/08/2013
30/09/2013 USD
117,00 1,3392
87,36 Meal
20-23/08/2013
30/09/2013 ILS
200,00 4,771
41,91 Meal
20-23/08/2013
30/09/2013 JOD
20-23/08/2013
30/09/2013 JOD
14,85 0,94687
15,65 Meal
20-23/08/2013
30/09/2013 JOD
35,72 0,948926
37,64 Meal
20-23/08/2013
30/09/2013 JOD
12,50 0,94687
13,23 Meal
20-23/08/2013
30/09/2013 JOD
160,80 0,948926
169,85 Hotel
20-23/08/2013
30/09/2013 JOD
28,00 0,94687
29,57 Taxi
20-23/08/2013
30/09/2013 EUR
8,00 10000
8,00 Taxi
Meeting for preparattion of JPC and meeting with Italian delegationRome

Meeting with JPC, Barcelona
17-18/09/2013
30/10/2013 EUR
99,00 10000
99,00 Flight
17-18/09/2013
30/10/2013 EUR
15,50 10000
15,50 Meal
17-18/09/2013
30/10/2013 EUR
25,00 10000
25,00 Meal
30/10/2013 EUR
76,36 10000
76,36 Hotel
17-18/09/2013
30/10/2013 EUR
14,00 10000
14,00 Meal
17-18/09/2013
30/10/2013 EUR
99,00 10000
99,00 Flight
17-18/09/2013
30/10/2013 EUR
8,00 10000
8,00 Flight
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
30/10/2013 EUR
30/10/2013 EUR
30/10/2013 EUR
15,50 10000
2,42 10000
32,65 10000
15,50 Meal
2,42 City tax
32,65 Meal

17-18/09/2013
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
4,7023
4,7023
4,711
4,711
4,711
1,3246
1,3246
4,7407
4,7407
10000
10000
Cost
in EUR
16-18/06/2013
03-04/07/2013
03-04/07/2013
03-04/07/2013
03-04/07/2013
03-04/07/2013
03-04/07/2013
07-09/07/2013
18-19/07/2013
18-19/07/2013
18-19/07/2013
18-19/07/2013
18-19/07/2013
18-19/07/2013
22-24/07/2013
22-24/07/2013
22-24/07/2013
22-24/07/2013
22-24/07/2013
22-24/07/2013
22-24/07/2013
22-24/07/2014
22-24/07/2013
22-24/07/2013
22-24/07/2013
20-23/08/2013
8,00
136,15
78,09
12,00
20,60
8,00
190,39
423,00
313,55
77,48
7,00
28,75
8,73
8,00
1.392,56
151,80
132,00
332,74
59,00
435,00
480,00
32,93
150,00
132,00
8,00
1.527,76
EUR exchange rate

date of payment)

Meeeting with national delegations-Cairo
Meeting for projects 2nd call standard-Rome
Meeting with Israeli Foreign Ministry- Israel
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
ILS
ILS
ILS
ILS
ILS
USD
USD
ILS
ILS
EUR
EUR
Per diem rate

in payment currency

31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
02/12/2013
12/08/2013
12/08/2013
12/08/2013
12/08/2013
12/08/2013
12/08/2013
30/09/2013
30/09/2013
30/09/2013
30/09/2013
30/09/2013
30/09/2013
30/09/2013
30/09/2013
30/09/2013
30/09/2013
30/09/2013
30/09/2013
Payment
currency
6,50 0,948926
8,00
136,15
78,09
12,00
20,60
8,00
190,39
423,00
313,55
77,48
7,00
28,75
8,73
8,00
1.392,56
32,28
28,07
70,63
12,52
92,33
362,37
24,86
31,64
27,84
8,00
1.527,76
Taxi
Flight
Hotel
Meal
Meal
Taxi
Flight
Flight
Flight
Hotel
Meal
Meal
Meal
Taxi
Flight
Taxi
Meal
Meal
Meal
Taxi
Hotel
Meal
Taxi
Meal
Taxi
Flight
6,85 Meal
Page 50

meetings
Date of mission


29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013

Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
30/10/2013 EUR
30/10/2013 EUR
13/12/2013 EUR
22,50 10000
8,00 10000
262,68 10000
22,50 Meal
8,00 Taxi
262,68 Hotel-Invoice Pomilio n. 380 of the 29/11/2013
29/09-01/10/2013
13/12/2013 EUR
48,07 10000
29/09-01/10/2013
12/11/2013 EUR
303,19 10000
29/09-01/10/2013
12/11/2013 EUR
14,93 10000
Meeting with INTERACT for new regulation- Bruxelles
02-04/10/2013
30/10/2013 EUR
8,70 10000
48,07 Agency fees-Invoice Pomilio n. 380 of the

29/11/2013
26/09/2013
of the 26/09/2013
8,70 Meal
02-04/10/2013
30/10/2013 EUR
60,00 10000
60,00 Meal
02-04/10/2013
30/10/2013 EUR
14,20 10000
14,20 Meal
02-04/10/2013
30/10/2013 EUR
50,00 10000
50,00 Meal
02-04/10/2013
30/10/2013 EUR
119,94 10000
119,94 Hotel
02-04/10/2013
30/10/2013 EUR
7,80 10000
7,80 Train
02-04/10/2013
30/10/2013 EUR
16,00 10000
16,00 Meal
02-04/10/2013
30/10/2013 EUR
8,00 10000
8,00 Taxi
02-04/10/2013
12/11/2013 EUR
355,73 10000
02-04/10/2013
12/11/2013 EUR
14,93 10000
Seminar for PPs and meeting with national delegation-Beirut
23-25/10/2013
02/12/2013 EUR
1.341,00 10000
23-25/10/2013
02/12/2013 USD
40,00 1,3752
29,09 Taxi
23-25/10/2013
02/12/2013 USD
30,00 1,3752
21,82 Meal
23-25/10/2013
02/12/2013 USD
33,11 1,3805
23,98 Meal
23-25/10/2013
02/12/2013 USD
32,00 1,3777
23,23 Meal
23-25/10/2013
02/12/2013 EUR
5,20 10000
5,20 Meal
23-25/10/2013
02/12/2013 EUR
8,00 10000
8,00 Car rental
23-25/10/2013
13/12/2013 EUR
248,75 10000
23-25/10/2013
13/12/2013 EUR
50,67 10000
National conference INTERACT- Athens
11-14/11/2013
18/12/2013 EUR
270,00 10000

26/09/2013
of the 26/09/2013
1.341,00 Flight

31/10/2013
142/74 of the 31/10/2013
270,00 Hotel
3
11-14/11/2013
18/12/2013 EUR
19,70 10000
19,70 Meal
11-14/11/2013
18/12/2013 EUR
22,00 10000
22,00 Meal
11-14/11/2013
18/12/2013 EUR
7,60 10000
7,60 Meal
11-14/11/2013
18/12/2013 EUR
14,00 10000
14,00 Meal
11-14/11/2013
18/12/2013 EUR
39,90 10000
39,90 Meal
Page 51

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
11-14/11/2013
18/12/2013 EUR
5,93 10000
5,93 Meal
11-14/11/2013
18/12/2013 EUR
8,00 10000
8,00 Car rental
11-14/11/2013
18/12/2013 EUR
450,28 10000

29/11/2013
11-14/11/2013
18/12/2013 EUR
14,93 10000

of the 29/11/2013
Seminar with PPs and meeting with national delegation - Cairo
18-21/11/2013
18/12/2013 EUR
20,00 10000
20,00 Meal
18-21/11/2013
18/12/2013 EGP
387,82 9,3158
41,63 Meal
18-21/11/2013
18/12/2013 EGP
132,58 9,3069
14,25 Meal
18-21/11/2013
18/12/2013 EGP
140,24 9,3220
15,04 Meal
18-21/11/2013
18/12/2013 EGP
60,00 9,3220
6,44 Taxi
18-21/11/2013
18/12/2013 EUR
8,00 10000
18-21/11/2013
18/12/2013 EUR
1.066,45 10000
18-21/11/2013
18/12/2013 EUR
14,93 10000
18-21/11/2013
18/12/2013 EUR
358,20 10000
18-21/11/2013
18/12/2013 EUR
33,43 10000
Meeting for capitalization event and for project OMNEST 2- Rome
26-27/11/2013
18/12/2013 EUR
133,54 10000
26-27/11/2013
18/12/2013 EUR
14,00 10000
14,00 Train
26-27/11/2013
18/12/2013 EUR
3,00 10000
3,00 Meal
26-27/11/2013
18/12/2013 EUR
26,00 10000
26,00 Meal
26-27/11/2013
18/12/2013 EUR
145,27 10000
145,27 Hotel
26-27/11/2013
18/12/2013 EUR
30,00 10000
30,00 Meal
26-27/11/2013
18/12/2013 EUR
13,50 10000
13,50 Meal
26-27/11/2013
18/12/2013 EUR
8,00 10000
2. JTS
Botti Renato- JTS Project Officer
Capitalization event- Rome
23-27/11/2013
18/12/2013 EUR
132,87 10000
Botti Renato- JTS Project Officer
23-27/11/2013
18/12/2013 EUR
14,93 10000
Cubadda Silvia - JTS Assistant

Kick Off Meeting for project Shaams- Barcelona

Kick Off Meeting project STS-Med-Palermo
17-18/12/2012
17-18/12/2012
17-18/12/2012
17-18/12/2012
17-18/12/2012
17-18/12/2012
17-18/12/2012
17-18/12/2012
17-18/12/2012
17-18/12/2012
17-18/12/2012
17-18/01/2013
17-18/01/2013
17-18/01/2013
17-18/01/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
39,45
80,99
72,10
121,11
4,70
35,30
8,60
4,00
15,00
42,20
4,00
333,54
106,00
6,60
30,50
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
8,00 Car rental

1.066,45 Flight- Invoice Travel Tourism n. 156/74 of the
29/11/2013
of the 29/11/2013
29/11/2013
156/74 of the 29/11/2013
133,54 Flight
8,00 Car rental

46.534,73
132,87 Flight-Invoice Travel Tourism n. 157/74 of the
29/11/2013
the 29/11/2013
39,45 Flight
80,99 Flight
72,10 Flight
121,11 Hotel
4,70 Meal
35,30 Meal
8,60 Meal
4,00 Bus
15,00 Bus
42,20 Taxi
4,00 Taxi
333,54 Flight
106,00 Hotel
6,60 meal
30,50 meal
Page 52

meetings
Date of mission
Number of
nights
Date of payment
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
0,98
10000
0,98
0,98
0,98
10000
0,98
0,97
10000
10000
Cost
in EUR
Comments
17-18/01/2013
17-18/01/2013
17-18/01/2013
04-05/02/2013
04-05/02/2013
04-05/02/2013
04-05/02/2013
04-05/02/2013
04-05/02/2013
04-05/02/2013
04-05/02/2013
04-05/02/2013
04-05/02/2013
04-05/02/2013
04-05/02/2013
13-14/03/2013
13-14/03/2013
13-14/03/2013
13-14/03/2013
13-14/03/2013
13-14/03/2013
13-14/03/2013
13-14/03/2013
13-14/03/2013
10-11/06/2013
10-11/06/2013
10-11/06/2013
10-11/06/2013
10-11/06/2013
10-11/06/2013
27-30/10/2013
27-30/10/2013
27-30/10/2013
27-30/10/2013
27-30/10/2013
27-30/10/2013
27-30/10/2013
27-30/10/2013
27-30/10/2013
27-30/10/2013
Capitalization event - Amman
27-30/10/2013
13/12/2013 EUR
498,74 10000
498,74
27-30/10/2013
13/12/2013 EUR
14,93 10000
14,93
27-30/10/2013
13/12/2013 EUR
14,93 10000
14,93
27-30/10/2013
13/12/2013 EUR
641,78 10000
641,78
27-30/10/2013
13/12/2013 EUR
45,37 10000
45,37
24-26/11/2013
18/12/2013 EUR
57,71 10000
57,71
24-26/11/2013
18/12/2013 EUR
73,02 10000
73,02
24-26/11/2013
18/12/2013 EUR
14,93 10000
14,93
24-26/11/2013
18/12/2013 EUR
14,93 10000
14,93
24-26/11/2013
18/12/2013 EUR
174,13 10000
174,13
Floris Fabrizio- JTS Financial Officer
Kick Off Meeting project MedjellyRisk- Rome
16/01/2013
04/02/2013 EUR
85,46 10000
85,46
16/01/2013
04/02/2013 EUR
90,84 10000
90,84 Flight-Invoice n. 3 of the 04/02/2013
16/01/2013
04/02/2013 EUR
60,40 10000
60,40 Taxi-Invoice n. 3 of the 04/02/2013
15,50
50,00
6,10
16,32
51,99
72,19
62,00
1,10
7,50
31,22
11,20
4,00
16,00
29,25
4,00
18,36
101,99
81,20
109,71
28,37
9,80
4,00
16,00
4,00
149,11
17,00
4,00
8,00
48,00
4,00
20,00
4,30
33,28
23,99
20,88
4,00
22,00
25,00
4,00
132,87
EUR exchange rate

date of payment)

Kick Off Meeting project MED-Solar- Barcelona
Kick Off Meeting project SCOW- Barcelona
Kick Off Meeting project MED-DESIRE- Rome
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
JOD
EUR
JOD
JOD
JOD
EUR
JOD
JOD
EUR
EUR
Per diem rate

in payment currency

04/03/2013
04/03/2013
04/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
02/12/2013
02/12/2013
02/12/2013
02/12/2013
02/12/2013
02/12/2013
02/12/2013
02/12/2013
02/12/2013
13/12/2013
Payment
currency
15,50
50,00
6,10
16,32
51,99
72,19
62,00
1,10
7,50
31,22
11,20
4,00
16,00
29,25
4,00
18,36
101,99
81,20
109,71
28,37
9,80
4,00
16,00
4,00
149,11
17,00
4,00
8,00
48,00
4,00
20,41
4,30
33,96
24,48
21,31
4,00
22,45
25,77
4,00
132,87
meal
Taxi
Bus
Flight
Flight
Flight
Hotel
City tax
Meal
Meal
Meal
Bus
Bus
Taxi
Bus
Flight
Flight
Flight
Hotel
Meal
Meal
Bus
Bus
Bus
Flight
Meal
Bus
Train
Taxi
Bus
Entry Visa
Meal
Meal
Meal
Meal
Bus
Taxi
Taxi
Bus
Flight-Invoice Travel Tourism n. 143/74 of the
31/10/2013
31/10/2013
Agency fees-Invoice Travel Tourism n. 143/74 of
the 31/10/2013
the 31/10/2013
Hotel-Invoice Travel Tourism n. 143/74 of the
31/10/2013
Insurance policy -Invoice Travel Tourism n.
143/74 of the 31/10/2013
29/11/2013
29/11/2013
the 29/11/2013
the 29/11/2013
Hotel-Invoice Travel Tourism n. 157/74 of the
29/11/2013
Flight-Invoice n. 3 of the 04/02/2013
Page 53

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
Kick-Off meeting project Live Your Tour- Lecce-Italy
13-14/02/2013
04/03/2013 EUR
18,25 10000
18,25 Meal-Invoice n. 6 of the 04/03/2013
13-14/02/2013
04/03/2013 EUR
5,03 10000
5,03 Bus-Invoice n. 6 of the 04/03/2013
13-14/02/2013
04/03/2013 EUR
12,21 10000
12,21 Train-Invoice n. 6 of the 04/03/2013
13-14/02/2013
04/03/2013 EUR
39,01 10000
13-14/02/2013
04/03/2013 EUR
12,58 10000
12,58 Taxi-Invoice n. 6 of the 04/03/2013
13-14/02/2013
04/03/2013 EUR
11,33 10000
13-14/02/2013
04/03/2013 EUR
14,85 10000
13-14/02/2013
09/04/2013 EUR
397,50 10000
13-14/02/2013
09/04/2013 EUR
94,53 10000
94,53 Hotel- Invoice Pomilio n. n. 95 of the 15/03/2013
13-14/02/2013
09/04/2013 EUR
89,30 10000
Kick-Off meeting project Med Desire- Rome
10/06/2013
08/07/2013 EUR
85,47 10000
89,30 Agency fees- Invoice Pomilio n. 95 of the

15/03/2013
10/06/2013
08/07/2013 EUR
102,17 10000
10/06/2013
08/07/2013 EUR
17,62 10000
Seminar for PPs- Beirut
23-25/10/2013
13/11/2013 LBP
63.028,73 2081,10
23-25/10/2013
13/11/2013 LBP
58.368,47 2076,88
28,10 Meal- Invoice n. 19 of the 13/11/2013
23-25/10/2013
13/12/2013 EUR
1.334,71 10000
23-25/10/2013
13/12/2013 EUR
14,93 10000
23-25/10/2013
13/12/2013 EUR
248,75 10000
23-25/10/2013
13/12/2013 EUR
50,67 10000
Fracchia Silvia - JTS Project Officer
VII JMC meeting-Lisbon
03-07/12/2012
04/03/2013 EUR
8,60 10000
03-07/12/2012
04/03/2013 EUR
34,50 10000
34,50 Meal
03-07/12/2012
04/03/2013 EUR
24,40 10000
24,40 Meal
03-07/12/2012
04/03/2013 EUR
30,00 10000
30,00 Meal
03-07/12/2012
04/03/2013 EUR
32,00 10000
32,00 Meal
03-07/12/2012
08/02/2013 EUR
436,31 10000
436,31 Flight- Invoice Pomilio n. 17 of the 24/01/2013
03-07/12/2012
08/02/2013 EUR
398,00 10000
03-07/12/2012
08/02/2013 EUR
151,43 10000
Kick off Meeting Project LACTIMED-Marseille
13/12/2012
04/03/2013 EUR
30,00 10000

24/01/2013
30,00 Meal
13/12/2012
04/03/2013 EUR
72,00 10000
13/12/2012
29/01/2013 EUR
636,80 10000
13/12/2012
29/01/2013 EUR
129,35 10000
13/12/2012
29/01/2013 EUR
139,06 10000
Training for projects 2nd call standard-Rome
20/12/2012
04/03/2013 EUR
67,92 10000

03/01/2013
67,92 Flight
20/12/2012
04/03/2013 EUR
72,18 10000

1.334,71 Flight- Invoice Travel Tourism n.143/74 of the

31/10/2013
14,93 Agency fees- Invoice Travel Tourism n.143/74
of the 31/10/2013
248,75 Hotel- Invoice Travel Tourism n.143/74 of the
31/10/2013
143/74 of the 31/10/2013
8,60 Meal
72,00 Taxi
72,18 Flight
Page 54

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
20/12/2012
04/03/2013 EUR
48,00 10000
48,00 Taxi
20/12/2012
04/03/2013 EUR
26,00 10000
26,00 Meal
Kick off Meeting project LIVE YOUR TOUR- Lecce-Italy
13-14/02/2013
27/03/2013 EUR
14,50 10000
14,50 Meal
13-14/02/2013
27/03/2013 EUR
31,00 10000
31,00 Meal
13-14/02/2013
27/03/2013 EUR
9,70 10000
9,70 Train
13-14/02/2013
27/03/2013 EUR
9,00 10000
9,00 Train
13-14/02/2013
02/05/2013 EUR
6,50 10000
6,50 Meal
13-14/02/2013
02/05/2013 EUR
23,00 10000
23,00 Taxi
13-14/02/2013
09/04/2013 EUR
397,50 10000
13-14/02/2013
09/04/2013 EUR
94,53 10000
13-14/02/2013
09/04/2013 EUR
89,30 10000
Meeting with JPC-Rome
04-06/03/2013
02/05/2013 EUR
11,00 10000

15/03/2013
11,00 Meal
04-06/03/2013
02/05/2013 EUR
43,07 10000
43,07 Meal
04-06/03/2013
02/05/2013 EUR
28,00 10000
28,00 Meal
04-06/03/2013
02/05/2013 EUR
59,00 10000
59,00 Taxi
04-06/03/2013
22/04/2013 EUR
156,71 10000
04-06/03/2013
22/04/2013 EUR
344,27 10000
04-06/03/2013
22/04/2013 EUR
90,93 10000
Kick off Meeting project MedDiet-Rome
17/04/2013
26/06/2013 EUR
149,11 10000
Kick off Meeting project MedDiet-Rome
17/04/2013
26/06/2013 EUR
48,00 10000
48,00 Taxi
Training for beneficiaries of strategic projects-Rome
22-23/04/2013
26/06/2013 EUR
149,11 10000
149,11 Flight
22-23/04/2013
26/06/2013 EUR
143,00 10000
143,00 Hotel
22-23/04/2013
26/06/2013 EUR
40,00 10000
40,00 Meal
22-23/04/2013
26/06/2013 EUR
18,00 10000
18,00 Meal
22-23/04/2013
26/06/2013 EUR
14,00 10000
14,00 Train
Kick off Meeting project Med3R-Nice
13-14/06/2013
31/07/2013 EUR
23,30 10000
23,30 Meal
13-14/06/2013
31/07/2013 EUR
34,50 10000
34,50 Meal
13-14/06/2013
31/07/2013 EUR
31,50 10000
31,50 Meal
13-14/06/2013
31/07/2013 EUR
141,00 10000
141,00 Hotel
13-14/06/2013
31/07/2013 EUR
30,00 10000
30,00 Taxi
13-14/06/2013
31/07/2013 EUR
30,00 10000
30,00 Taxi
13-14/06/2013
29/07/2013 EUR
560,64 10000
13-14/06/2013
29/07/2013 EUR
29,67 10000
Workshop project Medolico-Genoa
02-03/07/2013
31/07/2013 EUR
269,75 10000

26/03/2013
149,11 Flight

09/07/2013
269,75 Flight
Page 55

meetings
Date of mission
02-03/07/2013

Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
31/07/2013 EUR
91,00 10000
91,00 Hotel
02-03/07/2013
31/07/2013 EUR
18,00 10000
18,00 Taxi
02-03/07/2013
31/07/2013 EUR
32,65 10000
32,65 Meal
JPC Meeting, Barcelona
29/09-1/10/2013
30/10/2013 EUR
7,60 10000
7,60 Meal
29/09-1/10/2013
30/10/2013 EUR
36,17 10000
36,17 Meal
29/09-1/10/2013
30/10/2013 EUR
2,42 10000
29/09-1/10/2013
12/11/2013 EUR
303,19 10000
29/09-1/10/2013
12/11/2013 EUR
14,93 10000
29/09-1/10/2013
EUR
262,68 10000
29/09-1/10/2013
EUR
Seminar to PPs-Beirut
23-25/10/2013
02/12/2013 LBP
49.666,87 2081,10
23-25/10/2013
02/12/2013 LBP
37.000,00 2073,11
17,85 Meal
23-25/10/2013
02/12/2013 LBP
45.000,00 2076,88
21,67 Meal
23-25/10/2013
02/12/2013 USD
25,00 1,3777
23-25/10/2013
13/12/2013 EUR
1.334,71 10000
23-25/10/2013
13/12/2013 EUR
14,93 10000
23-25/10/2013
13/12/2013 EUR
248,75 10000
23-25/10/2013
13/12/2013 EUR
50,67 10000
Meeting for projects ST & Med and OMNEST2- Rome
26-27/11/2013
18/12/2013 EUR
132,87 10000
26-27/11/2013
18/12/2013 EUR
14,93 10000
26-27/11/2013
18/12/2013 EUR
208,95 10000
Keymeulen Inge-JTS Project Officer
Training for project beneficiaries- Rome
22-23/04/2013
26/06/2013 EUR
149,11 10000
22-23/04/2013
26/06/2013 EUR
143,00 10000
143,00 Hotel
22-23/04/2013
26/06/2013 EUR
40,00 10000
40,00 meal
22-23/04/2013
26/06/2013 EUR
4,60 10000
4,60 meal
22-23/04/2013
26/06/2013 EUR
48,00 10000
48,00 Taxi
22-23/04/2013
26/06/2013 EUR
14,00 10000
14,00 Train
VIII JMC -Cyprus
16-18/06/2013
31/07/2013 EUR
25,00 10000
25,00 Meal
VIII JMC -Cyprus
16-18/06/2013
31/07/2013 EUR
26,30 10000
26,30 Meal
VIII JMC -Cyprus
16-18/06/2013
31/07/2013 EUR
8,50 10000
8,50 Meal
VIII JMC -Cyprus
16-18/06/2013
31/07/2013 EUR
23,00 10000
23,00 Meal
VIII JMC -Cyprus
16-18/06/2013
31/07/2013 EUR
8,00 10000
Meeting for project standard 2nd call- Rome
18-19/07/2013
30/09/2013 EUR
70,15 10000
70,15 Flight
18-19/07/2013
30/09/2013 EUR
83,40 10000
83,40 Flight
48,07 10000
2,42 City tax

30/09/2013
14,93 Agency fees- Invoice Travel Tourism n.106/74 of
the 30/09/2013
29/11/2013
23,87 Meal
18,15 Taxi
31/10/2013
of the 31/10/2013
31/10/2013
50,67 Insurance policy - Invoice Travel Tourism
n.143/74 of the 31/10/2013
29/11/2013
of the 29/11/2013
29/11/2013
149,11 Flight
8,00 Car rental
Page 56

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
18-19/07/2013
30/09/2013 EUR
7,00 10000
7,00 Meal
18-19/07/2013
30/09/2013 EUR
53,00 10000
53,00 Meal
18-19/07/2013
30/09/2013 EUR
101,00 10000
101,00 Hotel
18-19/07/2013
30/09/2013 EUR
50,00 10000
50,00 Taxi
Meeting for project negotiation, Rome
10-11/10/2013
30/10/2013 EUR
3,00 10000
10-11/10/2013
30/10/2013 EUR
40,00 10000
40,00 Meal
10-11/10/2013
30/10/2013 EUR
29,00 10000
29,00 Meal
10-11/10/2013
30/10/2013 EUR
27,00 10000
27,00 Meal
10-11/10/2013
30/10/2013 EUR
14,00 10000
14,00 Train
10-11/10/2013
30/10/2013 EUR
14,00 10000
14,00 Train
10-11/10/2013
30/10/2013 EUR
8,00 10000
10-11/10/2013
13/12/2013 EUR
224,87 10000
10-11/10/2013
13/12/2013 EUR
69,80 10000
10-11/10/2013
13/12/2013 EUR
82,97 10000
10-11/10/2013
13/12/2013 EUR
14,93 10000
10-11/10/2013
13/12/2013 EUR
14,93 10000
Roberta Lobina, JTS Financial Officer Negotiation for project OMNEST2- Rome
26-27/11/2013
18/12/2013 EUR
59,85 10000
26-27/11/2013
18/12/2013 EUR
73,02 10000
26-27/11/2013
18/12/2013 EUR
14,93 10000
26-27/11/2013
18/12/2013 EUR
14,93 10000
26-27/11/2013
18/12/2013 EUR
208,95 10000
Lopez Y Villegas Maria- JTS Project

Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
18-19/07/2013
01/10/2013 EUR
136,15 10000
18-19/07/2013
01/10/2013 EUR
177,40 10000
177,40 Flight
18-19/07/2013
01/10/2013 EUR
198,00 10000
198,00 Hotel
18-19/07/2013
01/10/2013 EUR
1,25 10000
1,25 Train
18-19/07/2013
01/10/2013 EUR
15,78 10000
15,78 Meal
10-11/10/2013
31/10/2013 EUR
40,00 10000
40,00 Meal
10-11/10/2013
31/10/2013 EUR
29,00 10000
29,00 Meal
10-11/10/2013
31/10/2013 EUR
24,00 10000
24,00 Meal
10-11/10/2013
31/10/2013 EUR
3,00 10000
10-11/10/2013
31/10/2013 EUR
14,00 10000
14,00 Train
10-11/10/2013
31/10/2013 EUR
14,00 10000
14,00 Train
10-11/10/2013
13/12/2013 EUR
224,87 10000
10-11/10/2013
13/12/2013 EUR
81,74 10000
3,00 City tax
8,00 Car rental

31/10/2013
69,80 Flight- Invoice Travel Tourism n.143/74 of the
31/10/2013
31/10/2013
of the 31/10/2013
of the 31/10/2013
29/11/2013
29/11/2013
of the 29/11/2013
of the 29/11/2013
29/11/2013
136,15 Flight
3,00 City tax

31/10/2013
31/10/2013
Page 57

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments

Officer
Officer
Officer
Nehdi Yosr- JTS Project Officer
10-11/10/2013
13/12/2013 EUR
109,84 10000
10-11/10/2013
13/12/2013 EUR
14,93 10000
10-11/10/2013
13/12/2013 EUR
14,93 10000
Kick Off Meeting project RAMUD, Monitoring mission projects RELS and
NOSTOI - Tunisi and Barcelona
18-01-03/02/2013
27/03/2013 TND
29,00 2,07513
18-01-03/02/2013
27/03/2013 EUR
22,00 10000
18-01-03/02/2013
27/03/2013 EUR
2,42 10000
18-01-03/02/2013
27/03/2013 EUR
22,00 10000
22,00 Meal
18-01-03/02/2013
27/03/2013 EUR
17,30 10000
17,30 Meal
18-01-03/02/2013
27/03/2013 TND
27,00 2,08663
12,88 Meal
18-01-03/02/2013
27/03/2013 TND
27,20 2,09481
12,98 Meal
18-01-03/02/2013
27/03/2013 EUR
4,00 10000
4,00 Taxi
18-01-03/02/2013
27/03/2013 EUR
5,75 10000
5,75 Bus
18-01-03/02/2013
27/03/2013 EUR
5,75 10000
5,75 Bus
18-01-03/02/2013
29/03/2013 EUR
812,91 10000
29/03/2013 EUR
228,85 10000
29/03/2013 EUR
189,07 10000

Meeting JPC- Rome
Meeting JPC- Rome
Meeting JPC- Rome
Meeting JPC- Rome
Meeting JPC- Rome
Meeting JPC- Rome
Meeting JPC- Rome
Meeting JPC- Rome
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
02/05/2013
22/04/2013
6,00
40,00
26,50
23,20
52,00
50,00
4,00
186,56
10000
10000
10000
10000
10000
10000
10000
10000

15/02/2013
6,00 City tax
40,00 Meal
26,50 Meal
23,20 Meal
52,00 Taxi
50,00 Taxi
4,00 Taxi
Meeting JPC- Rome
04-06/03/2013
22/04/2013 EUR
344,27 10000
Meeting JPC- Rome
04-06/03/2013
22/04/2013 EUR
96,35 10000
Meeting for future programme and Workshop project Shmile 2- Tunisi
16-28/04/2013
26/06/2013 TND
15,00 2,092
16-28/04/2013
26/06/2013 TND
123,00 2,092
58,80 Meal
16-28/04/2013
26/06/2013 TND
115,50 2,093
55,18 Meal
16-28/04/2013
26/06/2013 TND
20,80 2,093
9,94 Meal
16-28/04/2013
26/06/2013 EUR
5,30 10000
5,30 Meal
16-28/04/2013
26/06/2013 TND
46,50 2,102
22,12 Taxi

18-01-03/02/2013
18-01-03/02/2013
04-06/03/2013
04-06/03/2013
04-06/03/2013
04-06/03/2013
04-06/03/2013
04-06/03/2013
04-06/03/2013
04-06/03/2013
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR

31/10/2013
of the 31/10/2013
of the 31/10/2013
13,98 Meal
22,00 Meal
2,42 City tax

26/03/2013
7,17 Meal
Page 58

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
16-28/04/2013
27/05/2013 EUR
386,81 10000
16-28/04/2013
27/05/2013 EUR
70,21 10000

Meeting with project NOSTOI - Florence

JPC Meeting - Barcelona
29/06-02/07/2013
29/06-02/07/2013
29/06-02/07/2013
29/06-02/07/2013
29/06-02/07/2013
29/06-02/07/2013
29/06-02/07/2013
29/06-02/07/2013
29/06-02/07/2013
29/06-02/07/2013
29/06-02/07/2013
29/06-02/07/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
29/09-01/10/2013
13/12/2013 EUR
48,07 10000
29/09-01/10/2013
12/11/2013 EUR
347,96 10000
29/09-01/10/2013
12/11/2013 EUR
14,93 10000
Ostorero Severino- JTS Financial

Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
VII JMC- Lisbon
03-07/12/2012
04/03/2013 EUR
169,53 10000
VII JMC- Lisbon
03-07/12/2012
04/03/2013 EUR
42,50 10000
42,50 Meal
VII JMC- Lisbon
03-07/12/2012
04/03/2013 EUR
24,36 10000
24,36 Meal
VII JMC- Lisbon
03-07/12/2012
04/03/2013 EUR
20,00 10000
20,00 Meal
VII JMC- Lisbon
03-07/12/2012
04/03/2013 EUR
32,00 10000
32,00 Meal
VII JMC- Lisbon
03-07/12/2012
04/03/2013 EUR
18,00 10000
18,00 Meal
VII JMC- Lisbon
03-07/12/2012
08/02/2013 EUR
398,00 10000
VII JMC- Lisbon
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
31/07/2013
30/10/2013
30/10/2013
30/10/2013
30/10/2013
30/10/2013
30/10/2013
30/10/2013
30/10/2013
13/12/2013
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
265,86
469,00
29,50
38,00
37,50
32,00
24,53
19,00
27,00
8,00
22,00
21,00
17,50
36,17
32,65
24,50
2,42
4,00
33,60
4,00
262,68
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000

70,21 Agency- Invoice Pomilio n. 139 of the 08/05/2013
265,86
469,00
29,50
38,00
37,50
32,00
24,53
19,00
27,00
8,00
22,00
21,00
17,50
36,17
32,65
24,50
2,42
4,00
33,60
4,00
262,68
Flight
Hotel
Meal
Meal
Meal
Meal
Meal
Meal
Meal
Taxi
Taxi
Taxi
Meal
Meal
Meal
Meal
City tax
Taxi
Taxi
Taxi
Hotel- Invoice Pomilio n. 380 of the 29/11/2013

29/11/2013
30/09/2013
of the 30/09/2013
169,53 Flight
03-07/12/2012
08/02/2013 EUR
72,24 10000
Kick off Meeting project LACTIMED- Marseille
13/12/2012
04/03/2013 EUR
30,00 10000

24/01/2013
30,00 Meal
13/12/2012
04/03/2013 EUR
52,00 10000
52,00 Taxi
13/12/2012
04/03/2013 EUR
4,00 10000
13/12/2012
29/01/2013 EUR
636,80 10000
13/12/2012
29/01/2013 EUR
129,35 10000
13/12/2012
29/01/2013 EUR
139,06 10000
Training for ptojects 2nd call standard- Rome
20/12/2012
04/03/2013 EUR
67,92 10000

03/01/2013
67,92 Flight
20/12/2012
04/03/2013 EUR
72,18 10000
72,18 Flight
20/12/2012
04/03/2013 EUR
79,00 10000
79,00 Hotel
20/12/2012
04/03/2013 EUR
14,00 10000
14,00 Train
4,00 Taxi
Page 59

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments

Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
20/12/2012
04/03/2013 EUR
14,00 10000
14,00 Train
20/12/2012
04/03/2013 EUR
12,50 10000
12,50 Meal
20/12/2012
04/03/2013 EUR
27,00 10000
27,00 Meal
20/12/2012
04/03/2013 EUR
4,00 10000
Kick off meetings projects MED-Jellyrisk and STS-Med- Rome and

Palermo
Palermo
Palermo
Palermo
Palermo
Palermo
Palermo
Palermo
Palermo
Palermo
Kick off meeting project MED-Solar -Rome and Barcellona and
institutional mission -Algeri
16-18/01/2013
27/03/2013 EUR
147,06 10000
147,06 Flight
27/03/2013 EUR
69,00 10000
69,00 Hotel
106,00 Hotel

Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
16-18/01/2013
16-18/01/2013
4,00 Taxi
27/03/2013 EUR
106,00 10000
16-18/01/2013
27/03/2013 EUR
98,64 10000
98,64 Car rental
16-18/01/2013
27/03/2013 EUR
19,00 10000
19,00 Meal
16-18/01/2013
27/03/2013 EUR
30,50 10000
30,50 Meal
16-18/01/2013
27/03/2013 EUR
14,00 10000
14,00 Train
16-18/01/2013
27/03/2013 EUR
14,00 10000
14,00 Train
16-18/01/2013
27/03/2013 EUR
6,10 10000
6,10 Bus
16-18/01/2013
27/03/2013 EUR
10,00 10000
10,00 Taxi
04-07/02/2013
27/03/2013 EUR
44,98 10000
44,98 Flight

Kick off meeting project RUWOMED- Valencia
04-07/02/2013
27/03/2013 EUR
141,99 10000
141,99 Flight
27/03/2013 EUR
69,32 10000
69,32 Hotel
14,20 Insurance policy
04-07/02/2013
04-07/02/2013
27/03/2013 EUR
14,20 10000
04-07/02/2013
27/03/2013 DZD
8.500,00 105,264
04-07/02/2013
27/03/2013 EUR
16,60 10000
04-07/02/2013
27/03/2013 EUR
9,25 10000
9,25 Meal
04-07/02/2013
27/03/2013 EUR
32,50 10000
32,50 Meal
04-07/02/2013
27/03/2013 DZD
4.709,43 104,654
45,00 Meal
04-07/02/2013
27/03/2013 EUR
14,00 10000
14,00 Train
04-07/02/2013
27/03/2013 EUR
14,00 10000
14,00 Train
04-07/02/2013
27/03/2013 EUR
25,50 10000
25,50 Taxi
04-07/02/2013
29/03/2013 EUR
556,07 10000
04-07/02/2013
29/03/2013 EUR
442,78 10000
442,78 Hotel- Invoice Pomilio n.54 of the 15/02/2013
04-07/02/2013
29/03/2013 EUR
181,29 10000
21-22/02/2013
27/03/2013 EUR
13,00 10000

15/02/2013
13,00 Meal
21-22/02/2013
27/03/2013 EUR
55,10 10000
55,10 Meal
21-22/02/2013
27/03/2013 EUR
6,83 10000
6,83 Meal
21-22/02/2013
27/03/2013 EUR
4,00 10000
4,00 Taxi
21-22/02/2013
27/03/2013 EUR
4,90 10000
4,90 Bus
80,75 Entry Visa

16,60 Meal
Page 60

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments

Officer
Officer
Officer
Officer
21-22/02/2013
09/04/2013 EUR
217,91 10000
21-22/02/2013
09/04/2013 EUR
109,45 10000
21-22/02/2013
09/04/2013 EUR
59,41 10000
Meeting for project Gouv'airnance and Financial Network Event

INTERACT- Valencia and Bruxelles
05-08/03/2013
02/05/2013 EUR
134,68 10000

Officer

05-08/03/2013
02/05/2013 EUR
97,22 10000
97,22 Flight

Officer

05-08/03/2013
02/05/2013 EUR
81,99 10000
81,99 Flight

Officer

05-08/03/2013
02/05/2013 EUR
94,97 10000
94,97 Flight

Officer

05-08/03/2013
02/05/2013 EUR
63,00 10000
63,00 Hotel

Officer

05-08/03/2013
02/05/2013 EUR
157,00 10000
157,00 Hotel

Officer

05-08/03/2013
02/05/2013 EUR
26,00 10000

Officer

05-08/03/2013
02/05/2013 EUR
4,90 10000
4,90 Bus

Officer

05-08/03/2013
02/05/2013 EUR
4,90 10000
4,90 Bus

Officer

05-08/03/2013
02/05/2013 EUR
7,80 10000
7,80 Train

Officer

05-08/03/2013
02/05/2013 EUR
13,00 10000
13,00 Taxi

Officer

05-08/03/2013
02/05/2013 EUR
33,80 10000
33,80 Meal

Officer

05-08/03/2013
02/05/2013 EUR
14,04 10000
14,04 Meal

Officer

05-08/03/2013
02/05/2013 EUR
36,50 10000
36,50 Meal

Officer

05-08/03/2013
02/05/2013 EUR
11,95 10000
11,95 Meal

Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Kick off meeting project SCOW - Barcelona
13-04/03/2013
02/05/2013 EUR
69,23 10000
69,23 Flight
13-04/03/2013
02/05/2013 EUR
206,99 10000
206,99 Flight
13-04/03/2013
02/05/2013 EUR
110,43 10000
110,43 Hotel
13-04/03/2013
02/05/2013 EUR
4,00 10000
4,00 Taxi
13-04/03/2013
02/05/2013 EUR
16,00 10000
16,00 Bus
13-04/03/2013
02/05/2013 EUR
25,00 10000
25,00 Taxi
13-04/03/2013
02/05/2013 EUR
28,37 10000
28,37 Meal
Meeting for national control system and meeting for project HelandMalta
02-04/04/2013
02/05/2013 EUR
59,15 10000
59,15 Flight

15/03/2013
134,68 Car rental
26,00 Car parking
Page 61

meetings
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Pischedda Alessandro- JTS
Communication Officer
Kick off Meeting project MedDiet- Rome
Date of mission
Number of
nights
02-04/04/2013
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
02/05/2013 EUR
130,70 10000
130,70 Flight
02/05/2013 EUR
222,00 10000
222,00 Hotel
02-04/04/2013
02/05/2013 EUR
10,85 10000
10,85 Meal
02-04/04/2013
02/05/2013 EUR
23,95 10000
23,95 Meal
02-04/04/2013
02/05/2013 EUR
7,60 10000
7,60 Meal
02-04/04/2013
02/05/2013 EUR
6,20 10000
6,20 Meal
02-04/04/2013
02/05/2013 EUR
20,00 10000
20,00 Taxi
02-04/04/2013
02/05/2013 EUR
21,00 10000
21,00 Taxi
17/04/2013
26/06/2013 EUR
149,11 10000
149,11 Flight
17/04/2013
27/06/2013 EUR
4,00 10000
4,00 Taxi
17/04/2013
28/06/2013 EUR
48,00 10000
48,00 Taxi
Training for beneficiaries strategic call- Rome
22-23/04/2013
28/06/2013 EUR
89,96 10000
89,96 Flight
22-23/04/2013
28/06/2013 EUR
158,00 10000
158,00 Hotel
22-23/04/2013
28/06/2013 EUR
40,00 10000
40,00 Meal
22-23/04/2013
28/06/2013 EUR
14,50 10000
14,50 Meal
22-23/04/2013
28/06/2013 EUR
14,00 10000
14,00 Train
22-23/04/2013
28/06/2013 EUR
50,00 10000
50,00 Taxi
Kick off Meeting project Med3R - Nice
13-14/06/2013
31/07/2013 EUR
141,00 10000
141,00 Hotel
13-14/06/2013
31/07/2013 EUR
13,20 10000
13,20 Meal
13-14/06/2013
31/07/2013 EUR
4,00 10000
4,00 Bus
13-14/06/2013
31/07/2013 EUR
22,00 10000
22,00 Taxi
13-14/06/2013
31/07/2013 EUR
24,00 10000
24,00 Taxi
13-14/06/2013
29/07/2013 EUR
388,15 10000
VIII JMC meeting-Cyprus
16-18/06/2013
31/07/2013 EUR
16,00 10000
16,00 Meal
16-18/06/2013
31/07/2013 EUR
26,30 10000
26,30 Meal
16-18/06/2013
31/07/2013 EUR
27,50 10000
27,50 Meal
16-18/06/2013
31/07/2013 EUR
4,00 10000
4,00 Bus
16-18/06/2013
31/07/2013 EUR
22,00 10000
22,00 Taxi
16-18/06/2013
31/07/2013 EUR
40,00 10000
40,00 Car rental
Meeting INTERACT Communication Managers Network- Bruxelles
12-14/02/2013
27/03/2013 EUR
36,90 10000
36,90 Meal
12-14/02/2013
27/03/2013 EUR
7,50 10000
7,50 Meal
12-14/02/2013
27/03/2013 EUR
43,20 10000
43,20 Taxi
12-14/02/2013
27/03/2013 EUR
50,00 10000
12-14/02/2013
29/03/2013 EUR
368,65 10000
02-04/04/2013
50,00 Taxi
Page 62

meetings
Date of mission
12-14/02/2013
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
29/03/2013 EUR
216,91 10000
12-14/02/2013
29/03/2013 EUR
106,28 10000
23/04/2013
26/06/2013 EUR
149,11 10000

15/02/2013
149,11 Flight
23/04/2013
26/06/2013 EUR
11,00 10000
11,00 Meal
23/04/2013
26/06/2013 EUR
21,50 10000
21,50 Meal
23/04/2013
26/06/2013 EUR
14,00 10000
14,00 Train
14,00 10000
14,00 Train

Participation to event CapitalMED -Rabat and seminar for Lebanese
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
PPs -Beirut
Capitalization event - Valencia
23/04/2013
26/06/2013 EUR
21- 25/10/2013
02/12/2013 EUR
73,39 10.000,00
21- 25/10/2013
02/12/2013 MAD
88,00 11,23
21- 25/10/2013
02/12/2013 EUR
40,50 10.000,00
21- 25/10/2013
02/12/2013 MAD
70,00 11,23
6,23 Meal
21- 25/10/2013
02/12/2013 MAD
515,00 11,23
45,00 Meal
21- 25/10/2013
02/12/2013 EUR
21- 25/10/2013
02/12/2013 LBP
49.500,00 2.073,11
23,88 Meal
21- 25/10/2013
02/12/2013 LBP
49.666,67 2.081,10
23,87 Meal
21- 25/10/2013
02/12/2013 EUR
21- 25/10/2013
02/12/2013 MAD
350,00 11,23
31,17 Taxi
21- 25/10/2013
02/12/2013 MAD
350,00 11,23
31,17 Taxi
21- 25/10/2013
02/12/2013 LBP
100.000,00 2.073,11
48,24 Taxi
21- 25/10/2013
02/12/2013 USD
40,00 1,3777
21- 25/10/2013
13/12/2013 EUR
526,33 10000
21- 25/10/2013
13/12/2013 EUR
892,17 10000
21- 25/10/2013
13/12/2013 EUR
14,93 10000
21- 25/10/2013
13/12/2013 EUR
14,93 10000
13/12/2013 EUR
417,90 10000
21- 25/10/2013
21- 25/10/2013
35,40 10.000,00
8,60 10.000,00
13/12/2013 EUR
124,38 10000
21- 25/10/2013
13/12/2013 EUR
50,67 10000
21- 25/10/2013
13/12/2013 EUR
33,43 10000
06/11/2013
18/12/2013 EUR
76,43 10000
06/11/2013
18/12/2013 EUR
40,78 10000
06/11/2013
18/12/2013 EUR
14,93 10000
06/11/2013
18/12/2013 EUR
14,93 10000
Meeting with national delegations - Il Cairo
18-19/11/2013
18/12/2013 EUR
1.066,58 10000
18-19/11/2013
18/12/2013 EUR
14,93 10000
73,39 Flight
7,84 City tax
40,50 Meal
35,40 Meal
8,60 Meal
29,03 Taxi
31/10/2013
31/10/2013
of the 31/10/2013
of the 31/10/2013
31/10/2013
124,38 Hotel- Invoice Travel Tourism n.143/74 of the
31/10/2013
143/74 of the 31/10/2013
143/74 of the 31/10/2013
157/74 of the 29/11/2013
157/74 of the 29/11/2013
of the 29/11/2013
of the 29/11/2013
29/11/2013
of the 29/11/2013
Page 63

meetings
Santarossa Luca-JTS Financial Officer
Date of mission
18-19/11/2013
18-19/11/2013
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
18/12/2013 EUR
134,33 10000
18/12/2013 EUR
33,43 10000
18/12/2013 EUR
124,38 10000
Meeting for projects Live your Tour and MedDiet - Tunisi
27/11-01/12/2013
27/11-01/12/2013
18/12/2013 EUR
417,90 10000
27/11-01/12/2013
18/12/2013 EUR
37,31 10000
27/11-01/12/2013
18/12/2013 EUR
414,37 10000
1
3
Cost
in EUR
Comments

29/11/2013
157/74 of the 29/11/2013
29/11/2013
29/11/2013
157/74 of the 29/11/2013
29/11/2013
of the 29/11/2013
24,42 Meal
27/11-01/12/2013
18/12/2013 EUR
14,93 10000
VII JMC-Lisbon
3-6/12/2012
04/03/2013 EUR
24,42 10000
Santarossa Luca-JTS Financial Officer VII JMC-Lisbon
3-6/12/2012
04/03/2013 EUR
30,00 10000
3-6/12/2012
04/03/2013 EUR
12,80 10000
3-6/12/2012
08/02/2013 EUR
436,31 10000
3-6/12/2012
08/02/2013 EUR
199,00 10000

24/01/2013
86,52 Flight
30,00 Meal
12,80 Meal
3-6/12/2012
08/02/2013 EUR
115,31 10000
Santarossa Luca-JTS Financial Officer Kick Off meeting project FISHINMED-Bari-Italy
12-14/02/2012
04/03/2013 EUR
86,52 10000
12-14/02/2012
04/03/2013 EUR
90,00 10000
90,00 Hotel
12-14/02/2012
04/03/2013 EUR
8,00 10000
8,00 Meal
12-14/02/2012
04/03/2013 EUR
35,00 10000
35,00 Meal
Santarossa Luca-JTS Financial Officer Kick Off Meeting project Shaams- Barcelona
17-19/12/2012
04/03/2013 EUR
39,45 10000
39,45 Flight
17-19/12/2012
04/03/2013 EUR
60,99 10000
60,99 Flight
17-19/12/2012
04/03/2013 EUR
72,10 10000
72,10 Flight
17-19/12/2012
04/03/2013 EUR
121,11 10000
121,11 Hotel
17-19/12/2012
04/03/2013 EUR
4,70 10000
4,70 Meal
17-19/12/2012
04/03/2013 EUR
39,27 10000
39,27 Meal
17-19/12/2012
04/03/2013 EUR
35,00 10000
35,00 Meal
17-19/12/2012
04/03/2013 EUR
15,00 10000
15,00 Bus
17-19/12/2012
04/03/2013 EUR
7,00 10000
7,00 Bus
Santarossa Luca-JTS Financial Officer Kick off meeting project GMI-Beirut
9-11/01/2013
04/03/2013 EUR
24,00 10000
24,00 Meal
9-11/01/2013
04/03/2013 EUR
24,80 10000
24,80 Meal
9-11/01/2013
04/03/2013 LBP
54.000,00 1974,60
27,35 Meal
9-11/01/2013
04/03/2013 LBP
37.950,00 1974,60
19,22 Taxi
9-11/01/2013
04/03/2013 LBP
32.000,00 1998,18
16,01 Taxi
9-11/01/2013
04/03/2013 EUR
4,00 10000
9-11/01/2013
12/02/2013 EUR
1.087,04 10000
1.087,04 Flight- Invoice Pomilio n. 18 of the 25/01/2013
9-11/01/2013
12/02/2013 EUR
226,86 10000
4,00 Taxi
Page 64

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
9-11/01/2013
12/02/2013 EUR
238,47 10000
Santarossa Luca-JTS Financial Officer Kick Off Meeting DIDSOLIT- Barcelona
17-19/01/2013
04/03/2013 EUR
87,70 10000
17-19/01/2013
04/03/2013 EUR
55,12 10000
55,12 Hotel
17-19/01/2013
04/03/2013 EUR
10,90 10000
10,90 Meal
17-19/01/2013
04/03/2013 EUR
59,10 10000
59,10 Meal
17-19/01/2013
04/03/2013 EUR
8,70 10000
8,70 Meal
17-19/01/2013
04/03/2013 EUR
61,30 10000
61,30 Meal
17-19/01/2013
04/03/2013 EUR
25,00 10000
25,00 Bus
17-19/01/2013
04/03/2013 EUR
1,30 10000
1,30 Bus
Santarossa Luca-JTS Financial Officer Kick Off Meeting project RAMUD- Barcelona
26-30/01/2013
27/03/2013 EUR
47,93 10000
47,93 Flight
26-30/01/2013
27/03/2013 EUR
92,15 10000
92,15 Hotel
26-30/01/2013
27/03/2013 EUR
25,00 10000
25,00 Bus
26-30/01/2013
27/03/2013 EUR
40,80 10000
40,80 Meal
Santarossa Luca-JTS Financial Officer Monitoring mission project NEWPER-Rome
18-20/02/2013
27/03/2013 EUR
140,10 10000
140,10 Flight
18-20/02/2013
27/03/2013 EUR
14,00 10000
14,00 Train
18-20/02/2013
27/03/2013 EUR
1,50 10000
1,50 Bus
18-20/02/2013
27/03/2013 EUR
14,00 10000
14,00 Train
18-20/02/2013
27/03/2013 EUR
40,00 10000
40,00 Meal
18-20/02/2013
27/03/2013 EUR
8,80 10000
8,80 Meal
18-20/02/2013
27/03/2013 EUR
30,00 10000
30,00 Meal
18-20/02/2013
27/03/2013 EUR
42,00 10000
42,00 Meal
18-20/02/2013
27/03/2013 EUR
16,50 10000
16,50 Meal
Sardi Raffaella-JTS Project Officer

VII JMC-Lisbon
VII JMC-Lisbon
VII JMC-Lisbon
VII JMC-Lisbon
VII JMC-Lisbon
VII JMC-Lisbon
VII JMC-Lisbon
VII JMC-Lisbon
VII JMC-Lisbon
30/11-06/12/2013
30/11-06/12/2013
30/11-06/12/2013
30/11-06/12/2013
30/11-06/12/2013
30/11-06/12/2013
30/11-06/12/2013
30/11-06/12/2013
30/11-06/12/2013
VII JMC-Lisbon
30/11-06/12/2013
VII JMC-Lisbon
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
04/03/2013
08/02/2013
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
4,00
4,00
20,00
30,25
24,42
30,00
38,35
28,00
455,71
10000
10000
10000
10000
10000
10000
10000
10000
10000

25/01/2013
87,70 Flight
4,00
4,00
20,00
30,25
24,42
30,00
38,35
28,00
455,71
Bus
Bus
Meal
Meal
Meal
Meal
Meal
Meal
Flight- Invoice Pomilio n. 17 of the 24/01/2013
08/02/2013 EUR
298,50 10000
30/11-06/12/2013
08/02/2013 EUR
136,89 10000
Kick Off Meeting project MedJellyRisk and DIDSOLIT - Barcelona and

Conference project NEWPER- Rome
16-18/01/2013
04/03/2013 EUR
26,00 10000

24/01/2013
26,00 Meal

16-18/01/2013
04/03/2013 EUR
12,85 10000
12,85 Meal

16-18/01/2013
04/03/2013 EUR
32,50 10000
32,50 Meal
Page 65

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments

16-18/01/2013
04/03/2013 EUR
48,00 10000
48,00 Taxi

16-18/01/2013
04/03/2013 EUR
32,70 10000
32,70 Taxi

16-18/01/2013
04/03/2013 EUR
41,55 10000
41,55 Taxi

16-18/01/2013
04/03/2013 EUR
50,00 10000
50,00 Taxi

16-18/01/2013
04/03/2013 EUR
14,00 10000
14,00 Train

16-18/01/2013
04/03/2013 EUR
4,00 10000
4,00 Bus
16-18/01/2013
12/02/2013 EUR
358,39 10000
16-18/01/2013
12/02/2013 EUR
268,65 10000
16-18/01/2013
12/02/2013 EUR
113,81 10000


Kick Off Meeting RUWOMED- Valencia
21-22/02/2013
21-22/02/2013
21-22/02/2013
21-22/02/2013
21-22/02/2013
21-22/02/2013
21-22/02/2013
21-22/02/2013
21-22/02/2013
21-22/02/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
27/03/2013
09/04/2013
45,00
12,89
45,00
11,88
12,60
6,00
10,00
4,00
4,00
378,10
10000
10000
10000
10000
10000
10000
10000
10000
10000
10000

25/01/2013
45,00 Meal
12,89 Meal
45,00 Meal
11,88 Meal
12,60 Taxi
6,00 Bus
10,00 Taxi
4,00 Bus
4,00 Bus
21-22/02/2013
09/04/2013 EUR
189,05 10000
21-22/02/2013
09/04/2013 EUR
102,94 10000
Vitrani Massimo - JTS Assistant
06-08/03/2013
27/03/2013 EUR
52,28 10000
06-08/03/2013
27/03/2013 EUR
45,89 10000
45,89 Flight
06-08/03/2013
27/03/2013 EUR
45,89 10000
45,89 Flight
06-08/03/2013
27/03/2013 EUR
13,00 10000
13,00 Bus
06-08/03/2013
27/03/2013 EUR
13,00 10000
13,00 Bus
06-08/03/2013
27/03/2013 EUR
45,00 10000
45,00 Meal
06-08/03/2013
27/03/2013 EUR
36,50 10000
36,50 Meal
06-08/03/2013
27/03/2013 EUR
3,30 10000
3,30 Meal
06-08/03/2013
27/03/2013 EUR
4,00 10000
4,00 Bus
27/03/2013 EUR
297,00 10000

Sixth meeting of the audit and finance network of ENPI CBC

Programmes- Bruxelles
Seminar for PPs - Beirut

15/03/2013
52,28 Flight
23-25/10/2013
23-25/10/2013
23-25/10/2013
23-25/10/2013
23-25/10/2013
23-25/10/2013
02/12/2013
02/12/2013
02/12/2013
02/12/2013
02/12/2013
13/12/2013
23-25/10/2013
13/12/2013 EUR


06-08/03/2013
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
LBP
LBP
LBP
EUR
EUR
EUR
36.000,00
49.666,67
38.000,00
18,50
1,20
881,39
2073,11
2081,1
2076,88
10000
10000
10000
77,00 10000
297,00 Hotel
17,37
23,87
18,30
18,50
1,20
881,39
Meal
Meal
Meal
Meal
Bus
Flight- Invoice Travel Tourism n. 143/74 of the
31/10/2013
31/10/2013
Page 66

meetings
Date of mission
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
23-25/10/2013
13/12/2013 EUR
14,93 10000
23-25/10/2013
13/12/2013 EUR
14,93 10000
23-25/10/2013
13/12/2013 EUR
14,93 10000
23-25/10/2013
13/12/2013 EUR
248,75 10000
23-25/10/2013
13/12/2013 EUR
50,67 10000
Seminar for PPs - Il Cairo
19-21/11/2013
18/12/2013 EUR
617,99 10000
19-21/11/2013
18/12/2013 EUR
73,02 10000
19-21/11/2013
18/12/2013 EUR
484,57 10000
19-21/11/2013
18/12/2013 EUR
14,93 10000
19-21/11/2013
18/12/2013 EUR
14,93 10000
19-21/11/2013
18/12/2013 EUR
14,93 10000
19-21/11/2013
18/12/2013 EUR
268,65 10000
19-21/11/2013
18/12/2013 EUR
33,43 10000
3. JMC
Vasileios Gavriilidis - NCP Greece
4. PSC
Capitalisation Event -Rome

25-27/11/2013
25-27/11/2013
25-27/11/2013
25-27/11/2013
25-27/11/2013
25-27/11/2013
25-27/11/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
19/12/2013
386,60
190,00
8,00
6,00
8,00
24,15
3,00

Eduardo Lzaro - Antenna
Coordinator
Coordinator
Vincent Ernoux - Liaison Office
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
4-6/12/12
4-6/12/12
4-6/12/12
4-6/12/12
Kick-off meeting - Marseilles
11-13/12/2012
11-13/12/2012
11-13/12/2012
Training seminar - Rome
19-21/12/12
19-21/12/12
19-21/12/12
Kick-off meeting SHAAM project - Barcelona
17-18/12/12
17-18/12/12
16-18/01/13
2
2
2
2
2
2
2
2
2
2
1
1
2
EUR
EUR
EUR
EUR
EUR
EUR
EUR
10000
10000
10000
10000
10000
10000
10000
Cost
in EUR
Comments

of the 31/10/2013
of the 31/10/2013
of the 31/10/2013
31/10/2013
143/74 of the 31/10/2013
29/11/2013
29/11/2013
29/11/2013
of the 29/11/2013
of the 29/11/2013
of the 29/11/2013
29/11/2013
157/74 of the 29/11/2013
625,75
386,60 Flight
190,00 Hotel
8,00 Bus
6,00 City tax
8,00 Meal
24,15 Meal
3,00 Meal
17.745,49
273,51 Invoice 82118BI. Flight Valencia-Lisbon
03/04/2013 euro
273,51
03/04/2013 euro
134,58
134,58 Invoice 147494RG. Hotel Lisbon
03/04/2013 euro
273,51
273,51 Invoice 82117BI. Flight Lisbon
03/04/2013 euro
134,58
134,58 Invoice 147493RG. Hotel Lisbon
03/04/2013 euro
628,91
628,91 Invoice 82223BI. Flight Madrid-Marseilles
03/04/2013 euro
140,60
140,60 Invoice 210922CG. Train Valencia-Madrid
03/04/2013 euro
240,00
240,00 Invoice 147615RG. Hotel Marseilles
03/04/2013 euro
146,22
146,22 Per diem Rome
03/04/2013 euro
402,13
402,13 Invoice 82286BI. Flight Rome
03/04/2013 euro
206,92
206,92 Invoice 147668RG. Hotel Rome
03/04/2013 euro
125,90
125,90 Invoice 210729CG. Train Valencia-Barcelona
03/04/2013 euro
65,97
03/04/2013 euro
179,92
65,97 Invoice147599RG. Hotel Barcelona.

179,92 Per diem Barcelona
Page 67

meetings
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Date of mission
16-18/01/13
16-18/01/13
27-29/01/13
27-29/01/13
27-29/01/13
Kick-off meeting MED SOLAR project - Barcelona
4-5/02/13
4-5/02/13
4-5/02/13
Administrative check for 2 standard projects. - Cagliari
17-23/02/13
17-23/02/13
17-23/02/13
17-23/02/13
17-23/02/13
17-23/02/13
JPC meeting - Rome
4-7/03/13
JPC meeting - Rome
4-7/03/13
JPC meeting - Rome
4-7/03/13
JPC meeting - Rome
4-7/03/13
JPC meeting - Rome
4-7/03/13
JPC meeting - Rome
4-7/03/13
Kick-off meeting SCOW project- Barcelona
13-14/03/13
13-14/03/13
13-14/03/13
MED seminar - Lisbon
12-14/03/13
12-14/03/13
12-14/03/13
Kick-off meeting - Alicante - Spain
02/04/2013
Kick-off meeting - Alicante - Spain
02/04/2013
Training session Strategic Projects - Rome
21-24/04/13
21-24/04/13
21-24/04/13
21-24/04/13
21-24/04/13
21-24/04/13
Number of
nights
2
2
2
2
2
1
1
1
6
6
6
6
6
6
3
3
3
3
3
3
1
1
1
2
2
2
1
1
3
3
3
3
3
3
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
03/04/2013 euro
84,10
84,10 Invoice 214253CG. Train Barcelona
30/04/2013 euro
126,00
126,00 Invoice 147733RG. Hotel Barcelona
03/04/2013 euro
164,04
03/04/2013 euro
77,10
03/04/2013 euro
130,00
77,10 Invoice 214746CG. Train Valencia-Barcelona
03/04/2013 euro
78,56
30/04/2013 euro
84,10
03/04/2013 euro
65,97
03/04/2013 euro
398,66
398,66 Per diem Cagliari
03/04/2013 euro
517,35
517,35 Invoice 82563B.Flight Cagliari
03/04/2013 euro
768,24
768,24 Invoice 147936CG. Hotel Cagliari
03/04/2013 euro
398,66
398,66 Per diem Cagliari
03/04/2013 euro
517,35
517,35 Invoice 82562B.Flight Cagliari
03/04/2013 euro
768,24
768,24 Invoice 147935CG. Hotel Cagliari
03/04/2013 euro
253,68
29/05/2013 euro
290,90
29/05/2013 euro
282,00
03/04/2013 euro
270,68
29/05/2013 euro
290,90
29/05/2013 euro
282,00
30/04/2013 euro
87,42
29/05/2013 euro
84,10
84,10 Invoice 000481/CG. Train Barcelona
29/05/2013 euro
65,97
30/04/2013 euro
151,31
151,31 Per diem Lisbon
30/04/2013 euro
600,56
600,56 Invoice 82772BI. Flight Lisbon
30/04/2013 euro
189,00
189,00 Invoice 148148RG.Hotel Lisbon
29/05/2013 euro
22,87
22,87 Per diem Alicante
29/05/2013 euro
51,60
51,60 Invoice 223119CG. Train Alicante
29/05/2013 euro
257,88
20/06/2013 euro
359,98
20/06/2013 euro
373,50
373,50 Invoice 148660RG. Invoice hotel Rome
29/05/2013 euro
257,88
20/06/2013 euro
359,98
20/06/2013 euro
373,50
373,50 Invoice 148661RG. Invoice hotel Rome
65,97 Invoice 222481/CG.Hotel Barcelona
Page 68

meetings
Date of mission

Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Dr. Esmat Al Karadsheh - Aqaba BO
Coordinator
Coordinator
Coordinator
Seminar - Brussels
24-29/05/13
Seminar - Brussels
24-29/05/13
Conference SCOW project - Barcelona
11-12/06/13
11-12/06/13
11-12/06/13
16-18/06/13
16-18/06/13
16-18/06/13
16-18/06/13
16-18/06/13
16-18/06/13
Kick-off meeting - Granada - Spain
24-27/06/13
24-27/06/13
24-27/06/13
Attending the third steering committee meeting of ShMILE 2 projectDead Sea-Amman 29-30 Jan 2013
Attending the third steering committee meeting of ShMILE 2 projectDead Sea-Amman 29-30 Jan 2013
Attending ameeting with General Secretary General of Ministry of
Tourism and Anniiques- Amman 13 Feb 2013 Also to collect the
Passport from Italian Empassy 14 Feb Amman -Amman 13-14 Feb
2013
29/01/2013

Coordinator
Attending ameeting with General Secretary General of Ministry of

Tourism and Anniiques- Amman 13 Feb 2013 Also to collect the
Passport from Italian Empassy 14 Feb Amman -Amman 13-14 Feb
2013
14/02/2013

Coordinator
Attending the Internal assessor meeting and perform asseement for the
shortlisted project from 2nd call of Standard projects-Cagliari/Italy 18-22
Feb 2013
17/02/2013
MED Programme - Marseille
11-13/07/2013
11-13/07/2013
11-13/07/2013
MED seminar - Athens
23-26/09/13
23-26/09/13
23-26/09/13
JPC meeting - Barcelona
29-30/09/13
29-30/09/13
29-30/09/13
29-30/09/13
29-30/09/13
29-30/09/13
30/01/2013
Number of
nights
5
5
1
1
1
2
2
2
2
2
2
3
3
3
2
2
2
3
3
3
1
1
1
1
1
1
1
1
13/02/2013
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
09/09/2013 euro
185,66
185,66 Per diem Brussels
31/07/2013 euro
162,60
162,60 Invoice 148596. Flight Brussels
31/07/2013 euro
73,81
31/07/2013 euro
84,10
31/07/2013 euro
65,45
65,45 Invoice 149013RG.Hotel in Barcelona
31/07/2013 euro
102,18
102,18 Per diem Cyprus
31/07/2013 euro
812,62
812,62 Invoice 83373BI. Flight Cyprus
31/07/2013 euro
217,56
217,56 Invoice 149056RG. Hotel Cyprus
31/07/2013 euro
127,18
127,18 Per diem Cyprus
31/07/2013 euro
812,62
812,62 Invoice 83372BI. Flight Cyprus
31/07/2013 euro
217,56
217,56 Invoice 149050RG. Hotel Cyprus
31/07/2013 euro
137,19
137,19 Per diem Granada
09/09/2013 euro
258,10
258,10 Invoice 234256CG. Transport Granada
09/09/2013 euro
196,50
196,50 Invoice 149196RG. Hotel Granada
04/12/2013 euro
131,20
131,20 Per diem Marseille
09/09/2013 euro
571,31
571,31 Invoice 83532B. Flight Marseille
09/09/2013 euro
121,50
121,50 Invoice 149362RG. Hotel Marseille
04/12/2013 euro
184,50
184,50 Per diem Athens.
04/12/2013 euro
632,00
632,00 Invoice 83764BI. Flight Athens
04/12/2013 euro
169,00
169,00 Invoice 149689RG. Hotel Athens
04/12/2013 euro
73,32
04/12/2013 euro
84,10
04/12/2013 euro
65,95
65,95 Invoice 149886RG. Hotel Barcelona.
04/12/2013 euro
72,60
04/12/2013 euro
84,10
04/12/2013 euro
65,95
65,95 Invoice 149885RG. Hotel Barcelona.
05/02/2013 JOD
191,05
0,947516
05/02/2013 JOD
57,03
0,947516
27/02/2013 JOD
190,42
0,917143
27/02/2013 JOD
57,01
0,917143
27/02/2013 JOD
217,01
0,917143
19.675,69
201,63 Per diem and Hotel - Dead Sea 29/01/2013
60,19 Per diem - Dead Sea 30/01/2013
207,63 Per diem and Hotel - Amman 13/02/2013
1
62,16 Per diem - Amman 14/02/2013
1
236,62 Per diem and Hotel- Cagliari 17/02/2013
Page 69

meetings
Date of mission

Coordinator
Feb 2013
18/02/2013

Coordinator
Feb 2013
19/02/2013

Coordinator
Feb 2013
20/02/2013

Coordinator
Feb 2013
21/02/2013

Coordinator
Feb 2013
22/02/2013

Coordinator
Feb 2013
23/02/2013

Coordinator
Feb 2013
23/02/2013

Coordinator
Attending the 2nd JPC Meeting and the Training of the external
assessors of the 2nd call of the Stanadard Projects Rome -Italy 5-7
March 2013
04/03/2013

Coordinator
March 2013
05/03/2013

Coordinator
March 2013
06/03/2013

Coordinator
March 2013
07/03/2013

Coordinator
March 2013
08/03/2013

Coordinator
Attending the THE REGIONAL CONFERENCE ORGANIZED BY

ShMILE PROJECT ENTITELED (Eco-Labels FOR Hotels in MED)Alexandaria -11-13 March 2013
10/03/2013

Coordinator

11/03/2013

Coordinator

12/03/2013

Coordinator

13/03/2013

Coordinator

14/03/2013

Coordinator
Attending the world Water Day Rome - Italy 22 March 2013
21/03/2013

Coordinator

Coordinator
Coordinator
23/03/2013
Attending the workshop "Horizion 2020 strong cooperation MENA & EU Amman -Jordan 16-18 April 2013 also on 18th April attending the First
national consultation meeting for darfting new Joint Operational
Programme 2014-2020 between JMA & Jordanian Delegation on
Mopic/Amman.
16/04/2013
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
27/02/2013 JOD
217,53
0,917143
27/02/2013 JOD
216,63
0,917143
27/02/2013 JOD
216,77
0,917143
27/02/2013 JOD
217,74
0,917143
27/02/2013 JOD
214,74
0,917143
27/02/2013 JOD
56,02
0,917143
61,08 Per diem - Amman 23/02/2013
27/02/2013 JOD
32,68
0,917143
35,63 Air Plane Baggage fees - from Cagliari-Rome

23/02/2013.
19/03/2013 JOD
211,24
0,910205
232,08 Per diem and Hotel - Rome 04/03/2013
19/03/2013 JOD
211,08
0,910205
19/03/2013 JOD
211,50
0,910205
19/03/2013 JOD
211,54
0,910205
19/03/2013 JOD
55,15
0,910205
19/03/2013 JOD
206,85
0,910205
227,25 Per diem and Hotel - Alexandaria 10/03/2013
19/03/2013 JOD
206,85
0,910205
19/03/2013 JOD
206,43
0,910205
19/03/2013 JOD
206,81
0,910205
19/03/2013 JOD
55,05
0,910205
60,48 Per diem - Amman 14/03/2013
01/04/2013 JOD
86,50
0,897956
81,88 Only Per diem -Rome(the Hotel and Breakfast

already paid by the Organizer) 21/03/2013
01/04/2013 JOD
86,62
0,897956
53,05 Only Per diem -Rome(the Hotel and Breakfast

also Lunch already paid by the Organizer)
22/03/2013
01/04/2013 JOD
54,76
0,897956
60,98 Per diem -Amman 23/03/2013
01/05/2013 Euro
201,00
1
60,60 Per diem - Amman 08/03/2013
1
22/03/2013
1
201,00 Per diem and Hotel -Amman 16/04/2013
Page 70

meetings
Coordinator
Date of mission
Mopic/Amman.
17/04/2013
Mopic/Amman.
18/04/2013
Dr. Esmat Al Karadsheh(PC)
Attending the Training Seminar for the beneficiars of the 19th projects
approved under the call of Stratigic Projects -Rome - Italy 22-23 April
2013
21/04/2013

Coordinator
2013
22/04/2013

Coordinator
2013
23/04/2013

Coordinator
2013
24/04/2013
Mohammad Al Hamoury - Aqaba BO

Accountant/ Administrator
attending the First national consultation meeting for darfting new Joint
Operational Programme 2014-2020 between JMA & Jordanian
Delegation on Mopic/Amman 18 April 2013.
18/04/2013

attending the First national consultation meeting for darfting new Joint
Operational Programme 2014-2020 between JMA & Jordanian
Delegation on Mopic/Amman 18 April 2013.
18/04/2013

Coordinator
Air Plane Tickets Flights to Cagliari, Alexandaria and Rome for Dr.
Esmat .

Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Attending the 2nd SC meeting of MIDEMP project in Mu' ath Bin Jabal
Municipility-Jordan 19 May 2013.
Attending the Project Selection Committee Meeting Cagliari 28-30 May
2013.
2013.
2013.
2013.
2013.
Attending the 8th JMC meeting in Larnaca/Cyprus on 17 June 2013 and
the Technical visit of CustomMed project on Lebanon 19 June 2013.
19/05/2013

Coordinator

17/06/2013

Coordinator

18/06/2013

Coordinator

19/06/2013

Coordinator

20/06/2013

Coordinator
Coordinator
Attending the meeting with ENSIAP and MEDOLICO projects in Amman

24 July 2013.
Attending the briefing on management and control system of ENPI CBC
MED 2014-2020 AT MoPIC-Amman 22 Aug 2013
24/07/2013

Coordinator
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
01/05/2013 Euro
201,00
201,00 Per diem and Hotel -Amman 17/04/2013
01/05/2013 Euro
60,00
01/05/2013 Euro
230,00
230,00 Per diem and Hotel -Rome 21/04/2013
01/05/2013 Euro
230,00
01/05/2013 Euro
230,00
01/05/2013 Euro
60,00
60,00 Per diem -Amman 24/04/2013
01/05/2013 Euro
60,00
60,00 Per diem -Amman 18/04/2013
01/11/2012 Euro
66,00
66,00 Transportation exp. Amman-Aqaba 18/04/2013
29/05/2013 JOD
2.276,07
04/06/2013 Euro
60,00
04/06/2013 Euro
230,00
230,00 Per diem and Hotel -Cagliari 27/05/2013
04/06/2013 Euro
230,00
04/06/2013 Euro
230,00
04/06/2013 Euro
230,00
04/06/2013 Euro
60,00
25/06/2013 Euro
238,00
238,00 Per diem and Hotel - Cyprus 16/06/2013
25/06/2013 Euro
238,00
238,00 Per diem and Hotel - Cyprus 17/06/2013
25/06/2013 Euro
222,00
222,00 Per diem and Hotel - Lebanon 18/06/2013
25/06/2013 Euro
222,00
25/06/2013 Euro
60,00
12,00 Per diem - Amman 20/06/2013
04/08/2013 Euro
60,00
60,00 Per diem - Amman 24/07/2013
16/09/2013 Euro
60,00
60,00 Per diem - Amman 22/09/2013
16/09/2013 Euro
179,00
16/09/2013 JOD
8,80
60,00 Per diem -Amman 18/04/2013
1
17-23/02/2013 1014/03/2013 2123/03/2013
27/05/2013
28/05/2013
29/05/2013
30/05/2013
31/05/2013
0,902842
1
1
1
1
0,5
1
1
16/06/2013
2521,01 Air Plane Tickets Flights to Cagliari,

Alexandaria and Rome for Dr. Esmat .
60,00 Per diem Jordan 19/05/2013
60,00 Per diem - Amman 31/05/2013
0,5
0,2
22/08/2013
22/08/2013
22/08/2013
1
1
1
1
0,94334

9,33 Bus Ticket -Aqaba -Amman 21/08/2013
Page 71

meetings
Date of mission

Coordinator
Attending the Global Conference on Renwables and Energy Efficiency

for Desert Regions GCREEDER 2013 - at University of Jordan - Amman
10-12 Sep 2013.
10/09/2013

Coordinator

10-12 Sep 2013.
11/09/2013

Coordinator

10-12 Sep 2013.
12/09/2013

Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Organizing and attending the European Cooperation Day ECD 2013

Jordan -Amman 23-24 Sep 2013.
Organizing and attending the European Cooperation Day ECD 2013
Jordan -Amman 23-24 Sep 2013.
Attending the 3rd JPC meeting - Barcellona-Spain 30 Sep 2013.
23/09/2013
30/09/2013
01/10/2013
Organaize and Implement a training session to Lebanese projects

beneficiaries - Beirut -Lebanon 24 Oct 2013.
beneficiaries - Beirut -Lebanon 24 Oct 2013
Organize and Participating in the Capitalization event (Environmental
Challenges - Amman 28-30 Oct 2013 and attending ROM meeting in
Amman on 31 Oct. 2013.
23/10/2013

Coordinator

29/10/2013

Coordinator

30/10/2013

Coordinator

31/10/2013

Coordinator

Challenges - Amman 28-30 Oct 2013.
Air Plane Tickets Flights to Rome, Cagliari, Cyprus and Beruit and
Barcellonafor Dr. Esmat .
23/10/2013

Organaize and implement atraining sessions to Egyptian Delegation and

projects beneficiaries - Cairo 19 -20 Nov. 2013.
Number of
nights
Date of payment
Payment
currency
Per diem rate

in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
06/11/2013 Euro
179,00
06/11/2013 Euro
179,00
06/11/2013 Euro
60,00
06/11/2013 Euro
179,00
06/11/2013 Euro
60,00
06/11/2013 Euro
212,00
212,00 Per diem and Hotel - Spain 29/09/2013
06/11/2013 Euro
212,00
212,00 Per diem and Hotel - Spain 30/09/2013
06/11/2013 Euro
60,00
06/11/2013 Euro
357,00
06/11/2013 Euro
357,00
06/11/2013 Euro
60,00
06/11/2013 Euro
179,00
06/11/2013 Euro
179,00
06/11/2013 Euro
179,00
06/11/2013 Euro
60,00
06/11/2013 Euro
357,00
06/11/2013 Euro
357,00
06/11/2013 Euro
60,00
06/11/2013 JOD
8,80
0,97293
06/11/2013 JOD
3,00
0,97293
06/11/2013 Euro
179,00
06/11/2013 Euro
179,00
06/11/2013 Euro
60,00
11/11/2013 JOD
3.433,67
04/12/2013 Euro
225,00
225,00 Per diem and Hotel - Cairo 18/11/2013
04/12/2013 Euro
225,00
04/12/2013 Euro
225,00
04/12/2013 Euro
60,00
04/12/2013 JOD
8,80
1
60,00 Per diem - Amman 12/09/2013
24/09/2013
29/09/2013
24/10/2013
25/10/2013
1
1
1
1
1
1
1
1
28/10/2013

60,00 Per diem - Amman 24/09/2013
60,00 Per diem - Amman 01/10/2013
60,00 Per diem - Amman 25/10/2013
1
30,00 Per diem - Amman 31/10/2013
0,5
24/10/2013
25/10/2013
23/10/2013
23/10/2013
28/10/2013
29/10/2013
30/10/2013
21-24/04/2013 2731/05/2013 1620/06/2013 29/0901/10/2013
18/11/2013
19/11/2013
20/11/2013
21/11/2013
21/11/2013
1
1
1
1
1
1
1
0,5
0,938879
1
1
1
1
1
0,94872
60,00 Per diem - Amman 25/10/2013

9,04 Bus Ticket -Aqaba -Amman 23/10/2013
3,08 Bus Airport Ticket - Amman 23/10/2013
30,00 Per diem - Amman 30/10/2013

3657,20 Air Plane Tickets Flights to Rome, Cagliari,
Cyprus and Beruit and Barcellonafor Dr. Esmat .
60,00 Per diem - Amman 21/11/2013

9,29 Bus ticket Amman - Aqaba 21/11/2013
Page 72

meetings
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Dr. Esmat Al Karadsheh - Aqaba PC
And Mohammad Al Hamoury - PA/A
Attending ENSIAP project Steering and Technical meeting - Athens 1112 Nov 2013.
Attending the Capitalization Event (Sustainable Development and
Spatial planning Rome 2-26 Nov.2013
Air Plane Tickets Flights to Beirut, Athens, Rome and Caiiro for Dr.
Esmat Also Beirut and Cairo for Mohammad .
Date of mission
10/11/2013
11/11/2013
12/11/2013
13/11/2013
18/11/2013
19/11/2013
20/11/2013
21/11/2013
24/11/2013
25/11/2013
26/11/2013
27/11/2013
23-25/10/2013 1013/11/2013 2427/11/2013 1821/11/2013 2325/10/2013 1821/11/2013
Number of
nights
1
1
1
1
1
1
1
1
1
1
1
1
Date of payment
Payment
currency
Per diem rate

in payment currency
Cost
in EUR
EUR exchange rate

date of payment)
Comments
04/12/2013 Euro
222,00
222,00 Per diem and Hotel - Athens 10/11/2013
04/12/2013 Euro
222,00
04/12/2013 Euro
222,00
04/12/2013 Euro
60,00
04/12/2013 Euro
225,00
04/12/2013 Euro
225,00
04/12/2013 Euro
225,00
04/12/2013 Euro
60,00
04/12/2013 Euro
230,00
04/12/2013 Euro
230,00
04/12/2013 Euro
230,00
04/12/2013 Euro
60,00
31/12/2013 JOD
2.090,03
60,00 Per diem - Amman 13/11/2013
60,00 Per diem - Amman 21/11/2013
60,00 Per diem - Amman 27/11/2013
0,969394
2156,02 Air Plane Tickets Flights to Beirut, Athens,

Rome and Cairo for Dr. Esmat Also Beirut and
Cairo for Mohammad .
-70,76 Differences to be deducted for losses on

exchange rates calculated on per diem rates
(expenditures incurred and reported 2013)
-
1.642,00
Differences to be deducted for per-diem rates

-798,00 Differences to be deducted for per-diem rates

-578,00 Differences to be deducted for per-diem rates
Page 73
3.4. TECHNICAL ASSISTANCE - EQUIPMENT AND SUPPLIES

18.427,89
Description of the Item
Country of origin
Date of invoice/receipt
Date of payment
Payment currency
Payment amount
(as on invoice/receipt)
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
Italy
09/07/2013
08/08/2013
EUR
4.200,84
1,0000
18.427,89
4.200,84
Faticoni Spa - invoice n. 6301- Data

processing material printers scanners14th rental fee
Italy
31/12/2012
29/01/2013
EUR
1.096,16
1,0000
1.096,16

Italy
30/09/2013
24/10/2013
EUR
1.096,16
1,0000
1.096,16

Italy
10/05/2013
12/06/2013
EUR
1.096,16
1,0000
1.096,16

Italy
09/07/2013
08/08/2013
EUR
1.096,16
1,0000
1.096,16
Errebian Spa invoice n. V2/522145 for

purchase of stationery
2. JTS
Italy
29/03/2013
22/04/2013
EUR
9.842,41
1,0000
9.842,41
1. JMA
processing material printers scannersadditional copies
0,00
0,00
0,00
3.3 Equipment and Supplies
Page 74
3.5. TECHNICAL ASSISTANCE - CONSUMABLES

5.226,09
Date of payment
Payment currency
Payment amount
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
1. JMA
0,00
2. JTS
0,00
0,00

Fuel/Amman-Aqaba
05/01/2013
08/01/2013
JOD
47,650
0,922312
Fuel/Aqaba
08/01/2013
08/01/2013
JOD
56,801
0,922312
Fuel/Aqaba
16/01/2013
16/01/2013
JOD
55,002
0,922312
Car wash
27/01/2013
27/01/2013
JOD
4,000
0,922312
Fuel/Aqaba-Amman
28/01/2013
28/01/2013
JOD
53,854
0,922312
Mobile Zain phone Card (Mohammad)
28/01/2013
28/01/2013
JOD
15,500
0,922312
Mobile Orange Phone Card (Dr. Esmat)
30/01/2013
30/01/2013
JOD
28,500
0,922312
Fuel/Amman-Aqaba
03/02/2013
03/02/2013
JOD
55,683
0,922312
Fuel/ Aqaba - Petra
07/02/2013
07/02/2013
JOD
51,096
0,922312
Fuel/Aqaba-Amman
12/02/2013
12/02/2013
JOD
51,530
0,922312
Fuel/Amman-Aqaba
25/02/2013
25/02/2013
JOD
55,807
0,922312
Fuel/Aqaba-Amman
28/02/2013
28/02/2013
JOD
51,325
0,922312
28/02/2013
28/02/2013
JOD
15,500
0,922312
28/02/2013
28/02/2013
JOD
28,500
0,922312
Car wash
16/03/2013
16/03/2013
JOD
3,500
0,922312
Fuel/Amman-Aqaba
17/03/2013
17/03/2013
JOD
51,539
0,922312
Fuel/Aqaba-Amman
19/03/2013
19/03/2013
JOD
44,737
0,922312
Fuel/Amman-Aqaba
27/03/2013
27/03/2013
JOD
50,166
0,922312
29/03/2013
29/03/2013
JOD
28,500
0,922312
3.4 Consumables
5.226,09
51,66 Paid through Petty cash which received on
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Mohammad
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
Page 75
Date of payment
Payment currency
Payment amount
in payment currency
EUR exchange rate

date of payment)
Car wash
30/03/2013
30/03/2013
JOD
3,000
0,922312
Fuel/ Aqaba
31/03/2013
31/03/2013
JOD
55,133
0,922312
31/03/2013
31/03/2013
JOD
15,500
0,922312
Fuel/ Aqaba
01/04/2013
01/04/2013
JOD
49,000
0,922312
Fuel/ Aqaba
09/04/2013
09/04/2013
JOD
56,646
0,922312
Fuel/Amman
15/04/2013
15/04/2013
JOD
58,268
0,922312
Fuel/Aqaba-Amman
18/04/2013
18/04/2013
JOD
49,199
0,922312
28/04/2013
28/04/2013
JOD
28,500
0,922312
Fuel/Amman-Aqaba
30/04/2013
30/04/2013
JOD
46,629
0,922312
30/04/2013
30/04/2013
JOD
15,500
0,922312
Fuel/ Aqaba
15/05/2013
15/05/2013
JOD
44,435
0,922312
27/05/2013
27/05/2013
JOD
28,500
0,922312
30/05/2013
30/05/2013
JOD
15,500
0,922312
24/06/2013
24/06/2013
JOD
28,500
0,922312
27/06/2013
27/06/2013
JOD
15,500
0,922312
28/07/2013
28/07/2013
JOD
31,900
0,922312
31/07/2013
31/07/2013
JOD
17,250
0,922312
28/08/2013
28/08/2013
JOD
32,000
0,922312
29/08/2013
29/08/2013
JOD
17,250
0,922312
28/09/2013
28/09/2013
JOD
32,000
0,922312
29/09/2013
29/09/2013
JOD
17,250
0,922312
28/10/2013
28/10/2013
JOD
17,250
0,922312
29/10/2013
29/10/2013
JOD
32,000
0,922312
Office Supplies
28/11/2013
28/11/2013
JOD
6,750
0,922312
Fuel/Aqaba-Amman
18/05/2013
18/05/2013
JOD
53,575
0,904470
Fuel/Amman-Aqaba
01/06/2013
01/06/2013
JOD
43,245
0,904470
Fuel/Aqaba-Amman
05/06/2013
05/06/2013
JOD
49,419
0,904470
Car Oil , Filter and wash
08/06/2013
08/06/2013
JOD
40,000
0,904470
3.4 Consumables
Cost
in EUR
Comments

08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
08/01/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
Page 76
Date of payment
Payment currency
Payment amount
in payment currency
EUR exchange rate

date of payment)
Fuel/Amman-Aqaba
09/06/2013
09/06/2013
JOD
47,509
0,904470
Fuel/Aqaba-Amman
12/06/2013
12/06/2013
JOD
55,199
0,904470
Fuel/Amman-Aqaba
23/06/2013
23/06/2013
JOD
49,170
0,904470
Car wash
23/06/2013
23/06/2013
JOD
3,500
0,904470
Fuel/Aqaba-Amman
25/06/2013
25/06/2013
JOD
35,506
0,904470
Fuel/Amman-Aqaba
06/07/2013
06/07/2013
JOD
52,951
0,904470
Fuel/Aqaba-Amman
11/07/2013
11/07/2013
JOD
42,045
0,904470
Car wash
16/07/2013
16/07/2013
JOD
3,500
0,904470
Fuel/Amman-Aqaba
20/07/2013
20/07/2013
JOD
43,757
0,904470
Fuel/Aqaba-Amman
23/07/2013
23/07/2013
JOD
50,567
0,904470
Fuel/Amman-Aqaba
28/07/2013
28/07/2013
JOD
33,355
0,904470
Fuel/Aqaba-Amman
31/07/2013
31/07/2013
JOD
15,000
0,904470
Car wash
10/08/2013
10/08/2013
JOD
4,500
0,904470
Fuel/Amman-Aqaba
11/08/2013
11/08/2013
JOD
55,997
0,904470
Fuel/Aqaba-Amman
15/08/2013
15/08/2013
JOD
58,845
0,904470
Car wash
22/08/2013
22/08/2013
JOD
4,500
0,904470
Fuel/Amman-Aqaba
22/08/2013
22/08/2013
JOD
52,966
0,904470
Car Battary
24/08/2013
24/08/2013
JOD
65,000
0,904470
Fuel/Aqaba-Amman
09/09/2013
09/09/2013
JOD
58,270
0,904470
Fuel/Amman-Aqaba
14/09/2013
14/09/2013
JOD
51,390
0,904470
Fuel/Aqaba
18/09/2013
18/09/2013
JOD
25,234
0,904470
Car License
29/07/2013
22/10/2013
JOD
887,200
0,960756
Fuel/Aqaba-Amman
23/09/2013
22/10/2013
JOD
55,000
0,960756
Fuel/Amman-Aqaba
05/10/2013
22/10/2013
JOD
45,050
0,960756
Fuel/Aqaba
08/10/2013
22/10/2013
JOD
41,329
0,960756
Car tire repaire
09/10/2013
22/10/2013
JOD
2,300
0,960756
Car Oil , Filter and wash
09/10/2013
22/10/2013
JOD
50,000
0,938879
Fuel/Aqaba-Amman
22/10/2013
22/10/2013
JOD
61,438
0,938879
3.4 Consumables
Cost
in EUR
Comments

16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
16/05/2013 By Esmat
22/10/2013 By Esmat
22/10/2013 By Esmat
22/10/2013 By Esmat
22/10/2013 By Esmat
22/10/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
Page 77
Date of payment
Payment currency
Payment amount
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
Car Tires
05/11/2013
05/11/2013
JOD
450,000
0,960756
Fuel/Aqaba
05/11/2013
05/11/2013
JOD
14,121
0,960756
Car wash
28/10/2013
11/11/2013
JOD
3,500
0,938879
Fuel/Aqaba-Amman
28/10/2013
11/11/2013
JOD
60,879
0,938879
Fuel/Amman-Aqaba
02/11/2013
11/11/2013
JOD
31,762
0,938879
Car wash
05/11/2013
11/11/2013
JOD
3,500
0,938879
Fuel/Aqaba-Amman
06/11/2013
11/11/2013
JOD
54,917
0,938879
Car wash
16/11/2013
16/11/2013
JOD
4,000
0,938879
Fuel/Aqaba-Amman
21/11/2013
21/11/2013
JOD
37,334
0,880044
28/11/2013
04/12/2013
JOD
17,250
0,955163
28/11/2013
04/12/2013
JOD
32,000
0,955163
Fuel/Amman-Aqaba
30/11/2013
30/11/2013
JOD
55,300
0,938879
Car wash
09/12/2013
09/12/2013
JOD
3,000
0,938879
Car Windshield Baldes
10/12/2013
10/12/2013
JOD
20,000
0,938879
Fuel/Aqaba-Amman
11/12/2013
11/12/2013
JOD
55,155
0,938879
Car anti Freeze + Distilied water
12/12/2013
12/12/2013
JOD
19,000
0,938879
Fuel/Amman-Aqaba
16/12/2013
16/12/2013
JOD
36,838
0,938879
Car wash
18/12/2013
18/12/2013
JOD
3,500
0,938879
Fuel/Aqaba
19/12/2013
19/12/2013
JOD
32,211
0,938879
Color catridege for office HP printer
26/12/2013
26/12/2013
JOD
86,207
0,955163
26/12/2013
26/12/2013
JOD
32,000
0,955163
26/12/2013
26/12/2013
JOD
17,250
0,955163
Car insurance Insurance for Aqaba Branch

Office car for the periods 01/01/2013 to
30/06/2013
15/09/2013
11/11/2013
JOD
141,825
0,938879

22/10/2013 By Esmat
22/10/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
42,42 Paid through Petty cash which received
on25/06/2012 By Mohammad
11/11/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
11/11/2013 By Esmat
151,06 Paid through Transfer Order no 193/2013
Car insurance Insurance for Aqaba Branch

Office car for the periods 01/11/2013 to
31/12/2013
21/11/2013
31/12/2013
JOD
67,858
0,969394
70,00 Paid through Transfer Order no 203/2013
3.4 Consumables
Page 78
3.6. TECHNICAL ASSISTANCE - SUBCONTRACTING

300.921,95
Nationality of
subcontractor
Date of payment
Payment currency
Payment amount
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
1. JMA
T-Bridge - invoice n. V13/0551- Monitoring
system
Italy
18/07/2013
16/09/2013
EUR
13.759,22
1,0000
168.813,22
13.759,22
T-Bridge - invoice n. 32/13 - Monitoring system
Italy
10/07/2013
08/08/2013
EUR
45.375,00
1,0000
45.375,00
A.C.G. Auditing & Consulting Group invoice n. 89 Italy

for 2nd tranche external auditor service
10/06/2013
25/09/2013
EUR
18.962,21
1,0000
18.962,21
FORMEZ- invoice n. 148/13 1st tranche for the

service of capitalization and drafting the new
programming documents
Italy
28/05/2013
25/07/2013
EUR
90.495,00
1,0000
90.495,00 Bank Interest - see footnote at the bottom of the page
Msehli monia - component of the selection

committe of external expert
Tunisia
30/10/2012
25/01/2013
EUR
73,93
1,0000
73,93
Schofield Trevor Jeremy - component of the

selection committe of external expert
Great Britain
30/10/2012
25/01/2013
EUR
73,93
1,0000
73,93
30/10/2012
25/01/2013
EUR
73,93
1,0000
73,93
05/06/13
17/07/2013
EUR
31.823,58
1,0000
117.053,49
31.823,58
19/08/13
04/10/2013
EUR
284,85
1,0000
284,85
03/12/12
25/01/2013
EUR
480,33
1,0000
03/12/12
25/01/2013
EUR
202,36
1,0000
03/12/12
25/01/2013
EUR
92,77
1,0000
03/12/12
25/01/2013
EUR
28,83
1,0000
03/12/12
25/01/2013
EUR
206,05
1,0000
12/09/13
01/10/2013
EUR
1.250,00
1,0000
480,33 Sicurity charges paid in 2013 but related to expenditures reported in

2012
2013
2014
2015
2016
1.250,00
18/02/13
04/03/2013
EUR
3.000,00
1,0000
3.000,00
12/09/13
30/09/2013
EUR
1.002,06
1,0000
1.002,06
02/08/13
28/08/2013
EUR
2.220,07
1,0000
2.220,07
21/03/13
02/04/2013
EUR
5.882,56
1,0000
5.400,86
12/09/13
30/09/2013
EUR
755,81
1,0000
755,81
02/08/13
28/08/2013
EUR
200,00
1,0000
200,00
12/09/13
30/09/2013
EUR
2.000,00
1,0000
2.000,00
18/02/13
04/03/2013
EUR
2.299,99
1,0000
2.299,99
Angelina Lepori - component of the selection

France
committe of external expert
2. PSC
Maremania Srl- invoice n. 87 organization of the Italy
2nd PSC 2nd standard projects
Maremania Srl-invoice n. 153 payment of the tax Italy
on the service provided
Costantino Giulia- Assessor for strategic project - Italy
Full Application Form
Ranieri Concetta- Assessor for 2nd standard
Italy
project - Concept note
Misiani Anna- Assessor for 2nd standard project - Italy
Concept note
Nicolini Ffederico- Assessor for 2nd standard
Italy
project - Concept note
Sisti Raffaella- Assessor for 2nd standard project - Italy
Concept note
Barratson Mordechai- Assessor for 2nd standard Romania
project - FAF
Barratson Mordechai- Assessor for 2nd standard Romania
project - FAF
Bastiani Massimo- Assessor for 2nd standard
Italy
project - FAF
Bonetti Alberto- Assessor for 2nd standard
Italy
project - FAF
Bonetti Alberto - Assessor for 2nd standard
Italy
project - FAF
Caredda Antonello - Assessor for 2nd standard Italy
project - FAF
Carlini Paolo - Assessor for 2nd standard project - Italy
FAF
Costantino Giulia - Assessor for 2nd standard
Italy
project - FAF
Curzel Marco - Assessor for 2nd standard project Italy
- FAF
3.5 Subcontracting
Page 79
Nationality of
subcontractor
Date of payment
Payment currency
Payment amount
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
D'angelo Veronica- Assessor for 2nd standard

project - FAF
D'angelo Veronica v beneficiario Regione
Campania - Assessor for 2nd standard project FAF
Italy
18/02/13
04/03/2013
EUR
1.900,00
1,0000
1.900,00
Italy
12/09/13
30/09/2013
EUR
1.750,00
1,0000
1.750,00
Danza Gabriella - Assessor for 2nd standard

project - FAF
Dimanopulosz Kirill - Assessor for 2nd standard
project - FAF
Faur Daniel - Assessor for 2nd standard project FAF
Floris Carlo - Assessor for 2nd standard project FAF
Fras Maksymilian - Assessor for 2nd standard
project - FAF
Garcia Sanchez Maria Consuelo - Assessor for
2nd standard project - FAF
Hamza Yassine ben Mohamed Habib - Assessor
for 2nd standard project - FAF
Hedo Cassinello Maria Dolores - Assessor for
2nd standard project FAF
Helal Hany Mohamed Mahfouz Amin - Assessor
for 2nd standard project - FAF
Lai Sabrina - Assessor for 2nd standard project FAF
Latifa Bousselmi Gammar - Assessor for 2nd
standard project - FAF
Maggiani Federica Patrizia - Assessor for 2nd
Manos Eftratios - Assessor for 2nd standard
project - FAF
Maraval Julie - Assessor for 2nd standard project
- FAF
Misiani Anna - Assessor for 2nd standard project
- FAF
Molica Denise - Assessor for 2nd standard
project - FAF
Pamfil Virgil - Assessor for 2nd standard project FAF
Pamfil Virgil - Assessor for 2nd standard project FAF
Papassouli Vassiliki - Assessor for 2nd standard
project - FAF
Pavisic Cristina Isabel - Assessor for 2nd
Seremetakis Theodoros - Assessor for 2nd
Simion anca Daniela - Assessor for 2nd standard
project - FAF
Stefanova Julia Vassilova - Assessor for 2nd
Tikmanidi Maria - Assessor for 2nd standard
project - FAF
Zaitegui Perez Miriam - Assessor for 2nd
Barratson Mordechai - Assessor for 2nd standard
project travel reimbursement for participation to
the training section
Italy
18/02/13
04/03/2013
EUR
4.200,00
1,0000
4.200,00
Hungary
12/09/13
01/10/2013
EUR
1.750,00
1,0000
1.750,00
Romania
12/09/13
01/10/2013
EUR
1.750,00
1,0000
1.750,00
Italy
12/09/13
30/09/2013
EUR
1.250,00
1,0000
1.250,00
Poland
12/09/13
01/10/2013
EUR
1.000,00
1,0000
1.000,00
Spain
12/09/13
01/10/2013
EUR
1.000,00
1,0000
1.000,00
Tunisia
10/10/13
01/10/2013
EUR
1.000,00
1,0000
1.000,00
Spain
18/02/13
15/03/2013
EUR
3.700,00
1,0000
3.700,00
Egypt
12/09/13
01/10/2013
EUR
1.750,00
1,0000
1.750,00
Italy
18/02/13
04/03/2013
EUR
115,59
1,0000
115,59
Tunisia
12/09/13
01/10/2013
EUR
1.500,00
1,0000
1.500,00
Italy
18/02/13
04/03/2013
EUR
200,00
1,0000
200,00
Greece
21/03/13
02/04/2013
EUR
2.975,20
1,0000
2.975,20
France
12/09/13
01/10/2013
EUR
1.500,00
1,0000
1.500,00
Italy
12/09/13
30/09/2013
EUR
1.000,00
1,0000
1.000,00
Italy
12/09/13
30/09/2013
EUR
1.504,70
1,0000
1.504,70
Romania
05/02/13
29/08/2013
EUR
1.239,67
1,0000
1.239,67
Romania
02/08/13
04/03/2013
EUR
2.975,20
1,0000
2.975,20
Greece
12/09/13
01/10/2013
EUR
1.250,00
1,0000
1.250,00
Italy
12/09/13
30/09/2013
EUR
1.505,34
1,0000
1.505,34
Greece
05/02/13
04/03/2013
EUR
3.223,14
1,0000
3.223,14
Romania
12/09/13
01/10/2013
EUR
750,00
1,0000
750,00
Bulgaria
12/09/13
01/10/2013
EUR
1.750,00
1,0000
1.750,00
Greece
12/09/13
30/09/2013
EUR
1.017,65
1,0000
1.017,65
Spain
12/09/13
01/10/2013
EUR
1.750,00
1,0000
1.750,00
Romania
18/02/13
04/03/2013
EUR
975,68
1,0000
975,68
Barratson Mordechai - Assessor for 2nd standard Romania

18/10/13
25/11/2013
EUR
885,05
1,0000
885,05
Bastiani Massimo - Assessor for 2nd standard

12/09/13
30/09/2013
EUR
81,00
1,0000
81,00
Italy
3.5 Subcontracting
Page 80
Nationality of
subcontractor
Date of payment
Payment currency
Payment amount
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments

Italy
21/03/13
02/04/2013
EUR
481,70
1,0000
481,70

Italy
02/08/13
28/08/2013
EUR
388,50
1,0000
388,50
Caredda Antonello - Assessor for 2nd standard

Italy
05/02/13
04/03/2013
EUR
279,97
1,0000
279,97
Caredda Antonello - Assessor for 2nd standard

Italy
12/09/13
30/09/2013
EUR
227,87
1,0000
227,87
Costantino Giulia - Assessor for 2nd standard

Italy
18/10/13
22/11/2013
EUR
249,20
1,0000
249,20
D'angelo Veronica- Assessor for 2nd standard

Italy
18/02/13
04/03/2013
EUR
89,20
1,0000
89,20
Danza Gabriella - Assessor for 2nd standard

Italy
18/02/13
04/03/2013
EUR
595,51
1,0000
595,51
Dimanopulosz Kirill- Assessor for 2nd standard

Hungary
12/09/13
01/10/2013
EUR
184,48
1,0000
184,48
Efstratios Georgoudis- Assessor for 2nd standard Cyprus

24/09/13
30/09/2013
EUR
249,96
1,0000
249,96
Eftratios Manos- Assessor for 2nd standard

Greece
21/03/13
02/04/2013
EUR
719,07
1,0000
719,07
Faur Daniel- Assessor for 2nd standard project

travel reimbursement for participation to the
training section
Romania
12/09/13
01/10/2013
EUR
2.139,94
1,0000
2.139,94
Fras Maksymilian- Assessor for 2nd standard

Poland
12/09/13
01/10/2013
EUR
544,63
1,0000
544,63
Garcia Sanchez Maria Consuelo- Assessor for

2nd standard project travel reimbursement for
participation to the training section
Spain
18/10/13
25/11/2013
EUR
547,53
1,0000
547,53
Hamza Yassine Ben Mohamed Habib- Assessor Tunisia

for 2nd standard project travel reimbursement for
18/02/13
04/03/2013
EUR
309,73
1,0000
309,73
Hamza Yassine Ben Mohamed Habib- Assessor Tunisia

12/09/13
01/10/2013
EUR
561,24
1,0000
561,24
Hedo Cassinello Maria Dolores- Assessor for 2nd Spain

standard project travel reimbursement for
18/02/13
15/03/2013
EUR
240,34
1,0000
240,34
Helal Hany Mohamed Mahfouz Amin- Assessor Egypt

12/09/13
01/10/2013
EUR
779,13
1,0000
779,13
Lai Sabrina - Assessor for 2nd standard project

training section
Italy
18/02/13
04/03/2013
EUR
183,31
1,0000
183,31
Latifa Bousselmi Gammar- Assessor for 2nd

Tunisia
18/10/13
25/11/2013
EUR
358,25
1,0000
358,25
3.5 Subcontracting
Page 81
Nationality of
subcontractor
Date of payment
Payment currency
Payment amount
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
Maraval Julie- Assessor for 2nd standard project France

training section
18/10/13
25/11/2013
EUR
632,60
1,0000
632,60
Molica Denise - Assessor for 2nd standard

Italy
12/09/13
30/09/2013
EUR
184,21
1,0000
184,21
Pamfil Virgil - Assessor for 2nd standard project

training section
Romania
05/02/13
04/03/2013
EUR
461,25
1,0000
461,25
Pamfil Virgil - Assessor for 2nd standard project

training section
Romania
02/08/13
29/08/2013
EUR
404,96
1,0000
404,96
Papassouli Vassiliki - Assessor for 2nd standard

Greece
12/09/13
01/10/2013
EUR
297,77
1,0000
297,77
Pavisic Cristina Isabel - Assessor for 2nd

Italy
12/09/13
30/09/2013
EUR
209,50
1,0000
209,50
Seremetakis Theodoros- Assessor for 2nd

Greece
05/02/13
04/03/2013
EUR
471,79
1,0000
471,79
Simion Anca Daniela- Assessor for 2nd standard Romania

12/09/13
01/10/2013
EUR
461,69
1,0000
461,69
Stefanova Julia Vassilova- Assessor for 2nd

Bulgaria
12/09/13
01/10/2013
EUR
617,49
1,0000
617,49
Tikmanidi Maria - Assessor for 2nd standard

Greece
12/09/13
01/10/2013
EUR
692,50
1,0000
692,50
Zaitegui Perez Miriam- Assessor for 2nd standard Spain

18/10/13
25/11/2013
EUR
1.469,38
1,0000
1.469,38
Fiscal Authority
Fiscal Authority
Fiscal Authority
Fiscal Authority
Fiscal Authority
Fiscal Authority
Fiscal Authority
Fiscal Authority
Fiscal Authority
Fiscal Authority
Italy
Italy
Italy
Italy
Italy
Italy
Italy
Italy
Italy
Italy
24/09/13
24/09/13
21/10/13
21/10/13
21/10/13
21/10/13
21/10/13
21/10/13
21/10/13
21/10/13
14/11/2013
14/11/2013
20/12/2013
20/12/2013
20/12/2013
20/12/2013
20/12/2013
20/12/2013
20/12/2013
20/12/2013
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
85,04
260,33
624,79
151,00
624,80
96,86
464,82
441,43
676,86
99,08
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
1,0000
Spain
31/03/13
29/05/13
euro
274,940
85,04
260,33
624,79
151,00
624,80
96,86
464,82
441,43
676,86
99,08
1.274,94
274,94
Spain
19/09/13
04/12/13
euro
1.000,000
1.000,00
23/09/13
23/09/13
JOD
17,350
0,922312
29/09/13
22/10/13
Euro
1.395,000
1,000000
1.395,00
10/10/13
22/10/13
Euro
1.980,000
1,000000
1.980,00
Private courier service - Invoice 17038

Catering Grupo Rodrigo Y march, S.L. - Invoice
20 - Dia de la Cooperacin Europea - Valencia

Logistics expense : Coffe Break-ECD (European Jordan
Cooperation Day) 23-24/ Sep - Amman - Jordan.
First payment of Organizing Capitalizing Event in Jordan
Amman/Jordan Aq5/2013
First payment of Organizing Capitalizing Event in Jordan
Beiruit/Lebanon Aq6/2013
3.5 Subcontracting
13.780,31
18,81 Paid through Petty cash which received on 08/01/2013 By
Mohammad
Page 82
Nationality of
subcontractor
Date of payment
Payment currency
Payment amount
in payment currency
EUR exchange rate

date of payment)
Cost
in EUR
Comments
Logistics for the event of Amman- Jordan on 29

Oct 2013( Colored print out A4(500): 4 pcs,
Ruber Band 1 pc, patafix 3 pcs, Cello Tap 3
pcs,culter 1 pc and Marker different colors 14
pcs)
Jordan
27/10/13
27/10/13
JOD
34,700
0,960756
36,12 Paid through Petty cash which received on 22/10/2013 By Esmat

Oct 2013(Ink Black color 2 pcs, ink colors 2 pcs
and A4 (128g) 1 pc)
Jordan
27/10/13
27/10/13
JOD
62,500
0,960756

Oct 2013( Colored print out A3: 6 pcs, Black
Markers 24 pcs and Display boards 2.4*1.2m : 3
pcs)
Jordan
03/11/13
03/11/13
JOD
124,400
0,960756
Final payment of Organizing Capitalizing Event in

Beiruit/Lebanon Aq6/2013
Final payment of Organizing Capitalizing Event in
Amman/Jordan Aq5/2013
First payment of Organizing Two Full Days in
Cairo/Egypt Aq7/2013
Logistics for Cairo Event :(Travel Bag 1 pc : for
carring the requested materils to Egypt Event
and meeting 19-20 Nov.2013)
Jordan
27/10/13
04/11/13
Euro
2.420,000
1,000000
2.420,00
Jordan
30/10/13
04/11/13
Euro
1.705,000
1,000000
1.705,00
Jordan
03/11/13
04/11/13
Euro
2.538,000
1,000000
2.538,00
Jordan
17/11/13
17/11/13
JOD
10,000
0,922312
Final payment of Organizing Two Full Days in

Cairo/Egypt Aq7/2013
Accomodation Booking fees for Two hotel
Rooms one single and one Double for Egyptian
Delegation in Cairo 19-20 Nov 2013.
Jordan
21/11/13
26/11/13
Euro
3.102,000
1,000000
3.102,00
Jordan
21/11/13
26/11/13
Euro
380,000
1,000000
380,00
10,84 Paid through Petty cash which received on 08/01/2013 By

Mohammad
*During the JMC meeting held in Lisbona, the JMA was autorized to use the funds resulting from the interests generated by the pre-financing payments in order to cover the expenses for capitalization (2007- 2013) and supporting the JMA to draft the programming documents for the ENI CBC
programme 2014-2020
3.5 Subcontracting
Page 83
3.7. TECHNICAL ASSISTANCE - OTHER COSTS

363.737,19
Date of payment
Payment currency
Payment amount
in payment currency
EUR exchange rate

(InforEuro rate on the date
of payment)
1. JMA
Cost
in EUR
Comments
94.770,15
Contribution for contracts to "AVCP-Autorit per la

Vigilanza sui Contratti Pubblici" period JanuaryApril 2012
14/02/13
27/02/13
EUR
375,00
1,0000
375,00
Contribution for contracts to "AVCP-Autorit per la

Vigilanza sui Contratti Pubblici" for period MayAugust 2012
31/10/13
12/11/13
EUR
450,00
1,0000
450,00
Sardegna IT - invoice n. 7/02 - 2nd tranche

evolution of content management for the web site
06/02/13
29/03/13
EUR
33.859,07
1,0000
33.859,07
Sardegna IT - invoice n. 21/02 - balance for the

evolution of content management for the web site
25/03/13
22/04/13
EUR
6.999,99
1,0000
6.999,99
Sardegna IT - invoice n. 39/02 - 3rd tranche study

and grafic realization for Communication Plan
11/06/13
08/08/13
EUR
8.332,24
1,0000
8.332,24
Withholding tax on interest income of ENPI bank

account - 4th quarter 2012
UniCredit Bank - financial cost on dedicated bank
account 3rd quarter 2012
UniCredit Bank - tax paid to 31.12.2012
UniCredit Bank -tax paid ti 01/03/2013
account 4th quarter 2012
UniCredit Bank - tax paid to 30/09/2013
account 2nd quarter 2013
UniCredit Bank - tax paid to 30/06/2013
account 1st quarter 2013
Stelnet srl- invoice n. 109 Production and
dissemination of information and visibility materials
31/12/12
03/04/13
EUR
9.619,35
1,0000
9.619,35
30/09/12
18/04/13
EUR
7,24
1,0000
7,24
31/12/12
31/03/13
31/12/12
18/04/13
24/05/13
24/05/13
EUR
EUR
EUR
1,81
1,81
12,67
1,0000
1,0000
1,0000
1,81
1,81
12,67
30/09/13
30/09/13
26/11/13
26/11/13
EUR
EUR
2,00
6,00
1,0000
1,0000
2,00
6,00
30/06/13
30/06/13
07/08/13
07/08/13
EUR
EUR
2,00
14,48
1,0000
1,0000
2,00
14,48
16/10/13
15/11/13
EUR
15.756,42
1,0000
15.756,42
Pomilio Blumm s.r.l.-invoice n. 57-organization of

the seminar for beneficiaries of the 2nd call
standard
19/02/13
29/03/13
EUR
8.933,31
1,0000
8.933,31
Pomilio Blumm s.r.l.-invoice n. 168-organization of 17/05/13

meeting for strategic projects and National Contact
Points
30/05/13
EUR
8.114,62
1,0000
8.114,62
Pomilio Blumm s.r.l.-invoice n. 338-preparation of 11/10/13

roll-up for the European Cooperation Day
the 6th INTERACT annual conference
18/11/13
EUR
303,48
1,0000
303,48
18/12/13
EUR
1.978,66
1,0000
1.978,66
2. JMC
268.879,37
3.6 Other
Page 84
Date of payment
Payment currency
Payment amount
in payment currency
EUR exchange rate

of payment)
Cost
in EUR
Comments

the 1st JPC-Lisbona
Pomilio Blumm s.r.l.-invoice n. 105 organization of 26/03/13
the 2nd JPC Rome-Additional services
the 2nd JPC Rome-Fixed services
08/02/13
EUR
15.721,18
1,0000
15.721,18 Bank Interest - see footnote at the bottom of the

page
page
page
12/04/13
EUR
7.223,70
1,0000
12/04/13
EUR
39.650,89
1,0000
Pomilio Blumm s.r.l.-invoice n. 181 organization of

the 3rd JPC Rome
the 4th JPC Barcelona-Additional services
the 4th JPC Barcelona-Fixed services
the VII JMC Lisbona
Pomilio Blumm s.r.l.-invoice n. 171-organization of
meeting for strategic projects and National Contact
Points
31/05/13
18/06/13
EUR
18.590,19
1,0000
08/11/13
25/11/13
EUR
4.855,60
1,0000
08/11/13
25/11/13
EUR
39.977,72
1,0000
23/01/13
08/02/13
EUR
67.408,85
1,0000
17/05/13
30/05/13
EUR
8.042,39
1,0000
8.042,39
Pomilio Blumm s.r.l.-invoice n. 235 organization of 09/07/13

the VIII JMC Cyprus
25/09/13
EUR
67.408,85
1,0000
67.408,85

page
page
page
67.408,85
3. PSC
0,00
0,00

Bank Charges for Local Transfer order Ref No
4/3/206
4/3/207
4/3/9372
4/3/9372
4/3/19059
4/3/20329
Bank Charges for pre-financing 2013 bank transfer
4/3/22060
08/01/13
08/01/13
JOD
5,000
0,922312
08/01/13
08/01/13
JOD
5,000
0,922312
16/05/13
16/05/13
JOD
5,000
0,904470
29/05/13
29/05/13
JOD
5,000
0,902842
22/10/13
22/10/13
JOD
5,000
0,960756
11/11/13
11/11/13
JOD
5,000
0,938879
10/10/13
10/10/13
EUR
50,000
1,0000
04/12/13
04/12/13
JOD
5,000
0,955163
87,67
08/01/2013 By Esmat
16/05/2013 By Esmat
5,54 Bank Cahrges for Transfer Order no 4/3/9373
22/10/2013 By Esmat
11/11/2013 By Esmat
50,00
*During the JMC meeting held in Lisbona, the JMA was autorized to use the funds resulting from the interests generated by the pre-financing payments in order to cover the expenses for capitalization (2007- 2013) and supporting the JMA to draft the programming
documents for the ENI CBC programme 2014-2020
3.6 Other
Page 85
3.8. TECHNICAL ASSISTANCE - REVENUE

0,00
Date of receipt
Revenue currency
Revenue amount
in revenue currency
EUR exchange rate

of receipt)
Revenue
in EUR
Comments
1. JMA
0,00
2. JTS
0,00
3. Branch office #1
0,00
4. Branch office #2
0,00
3.7 Revenue
Page 86
3.8. TECHNICAL ASSISTANCE - PETTY CASH (EU FUNDS)

352,90
Petty Cash account holder
Aqaba Branch Office
Currency
Balance
in local currency
EUR
352,90
3.8 Petty cash
EUR exchange rate

of payment)
1,0000
Balance
[EUR]
352,90
Page 87
ANNEX 1 EXTERNAL AUDIT REPORT
l,G
To
Mrs. Anna Maria Catte

JMA Director
Autonomous Sardinia Fegion
ENPI CBC Mediterraneran Sea Basin
Via Bacaredda, 184
09127-Cagliari -ITALY
Auditor's Report
Annual Financial Report
We have audited the accompanying Annual Financial Report 2013 of ENPI CBC
Mediterranean Sea Basin Programme, which comprise the declaration of revenue and
expenditure, the bank accounts, the payments from EC and a summary' of significant
accounting policies and other explanatory information.
JMA's Respons ility for the Financial Statements

The Joint Management Authority is responsible for the preparation and fair prre,sentation of
these Annual Financial Report and for such internal control as the JMA dr:termines is
necessary to enable its preparation that are free from material misstatement, ,whether due
to fraud or error and to comply with the implementing rules that apply to the Programme.
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Aud itor's Respon si b il ity
Our responsibility is to express an opinion on this Annual Financial Report based on our
audit.
We conducted our audit in accordance with International Standards on Ar.rditing. Those

standards require that we comply with ethical requirements and plan anC perform the
audit to obtain reasonable assurance about whether the financial statements; arre free from
material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and
disclosures in the financial statements. The procedures selected depend on the auditor's
judgment, including the assessment of the risks of material misstatement of the financial
statements, whether due to fraud or error. In making those risk assessments the auditor
considers internal control relevant to the entity's preparation and fair preselntation of the
financial statements in order to design audit procedures that are appropriate in the
circumstances, but not for the purpose of expressing an oprnion on the effer:tiveness of
the entity's internal control. An audit also includes evaluating the appropriateness of
accounting policies used and the reasonableness of accounting estimates made by
management, as well as evaluating the overall presentation of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to
provide a basis for our audit opinion.
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Opinion
In our opinion, the Annual Financial Report present fairly, in all material respects, the
financial position of Joint Operating Programme as at-December 31,2013, and its
revenues and expenditures and bank accounts for the year then ended, in accordance
with International Financial Reporting Standards.

Silvia Bonini
Terni, 30th April 2014
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A,ut!iliry & Consslfir:g Group

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ACG Auditing & Consulting Group S.r.l.

Via della Caserma No. 8,05100 Terni - ITALY
slstMA Dt 6s10ff
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To Mrs. Anna Maria Carttr:
JMA Director
Sardinia Region
ENPI CBC Mediterraneran Sea Basin
Via Bacaredda, 184
09127-Cagliari -ITALY
Dear Mrs Anna Maria Catte,

tn accordance with the contract dated 1111012011 that JMA agreed with AC{3 Auditing &
Consulting Group Srl, we provide our Report of Factual Findings ("the Report"), with
respect to the accompanying Annual Financial Report for the year ended 3'1't December
2013 (Annex 1 of this Report) We carried out expenditures and revenues; v'erification in
respect of ENPI CBC Mediterranean Sea Basin Programme (the "Programrn,") supported
by the European Community.
Objective
Our engagement was for cerlification of the incurrence, accuracy and eligibility of stated
expenditure and revenue in the Financial Report 2013, which is an englagement to
perform certain agreed-upon procedures with regard to the Stated Expenditure Report of
the JMA for the ENPI CBC MED. The objective of this expenditure certific;ation is for us
carry out certain procedures to which we have agreed and to submit to you a report of
factual findings with regard to the procedures performed.
Standards and Ethics

The engagement with the JMA was undertaken in accordance with:
The Contract dated 1111012011 that you agreed with us,
.tj
International Standard on Related Services ("lSRS") 4400 Engagemr:nt to perform

Agreed-upon Procedures regarding Financial Information as promulgated by the
International Federation of Accountants ("lFAC");
The Code of Ethics for Professional Accountants issued by the IFAC. t\lthough ISRS
4400 provides that independence is not a requirement for agreed-upon procedures
engagement, the general conditions of the contract signed require that the auditor
also complies with the independence requirements of the Code o1' Ethics for
Professional Accountants.
Procedures performed
As requested, we have only performed the procedures set out in the contr;act agreed for
this engagement and we have reported our factual findings on those procedures in
Chapter 2 of this Report.
We have performed the following procedures.
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1.
As regards General Procedures:

Verification of the Stated Expenditure Report
Verification of the accurate accounting and record keeping
Verification procedures of the audit trail
Verification of compliance with the conditions laid down in contracts with Branch
Offices of Aqaba and Valencia
2.
As regards procedures to certify the claimed expenditure

Verification of the incurrence, accuracy and eligibility of direct JMA expenditure,
including of the expenditures incurred by Branch Offices of Aqaba arrd Valencia
Verification of the payments made for the projects
Verification of exchange rates
Verification of non-eligible costs
Verification of revenues of the JMA
These procedures have been determined solely by the UE Commission and the
procedures were performed solely to assist the UE Commission in evaluating whether

the
expenditure claimed by you, in the accompanying Stated Expenditure Repc,i, is incurred,
accurate and eligible, in accordance with the applicable regulations.
Sources of Information
a.'
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The Report sets out information provided to us by the management of the Jt\/,, by Branch
Offices of Aqaba and Valencia, in response to specific questions or as obtained and
extracted from the JMA's information and accounting systems. Also we rercctived verbal
representations from the JMA's management.
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Factual Findings
The total expenditure which is the subject of this expenditure certification amounts to
EUR 21 .403.441,07 , of which EUR 2. 197 .132,17 incurred for Technical Ass;istance; EUR
19.206.308,90 for payments to the Projects. Concerning the expenditurer; incurred for
Technical Assistance we have verified that the Report shbws expenses incurred by JMA
in the year 2012 not included in the Financial Report of previous year. The net amount of
such expenses is Eur '145,50 for the 2012.
The Expenditure Cover Ratio, in respect of direct JMA expenditure, is 10Ool,. This ratio
represents the total amount of expenditure verified by us, expresseo as a percentage of
the total expenditure which has been subject of this expenditure certification. The iatter
amount is equal to the total amount of expenditure reported by you in the Annual Financial
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Report.
We report the details of our factual findings which result from the proceclures that we
performed in Chapter 2 of this Report.
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Use of this Report
This Report is solely for the purpose set forth in the above objective.
This Report is prepared solely for your own confidential use and solely for the purpose of
submission by you to the UE Commission and to the Joint Monitoring Committee, in
accordance with the requirements as set in Article 31 of Reg. (EC) n-. 951/2007. This
Report may not be relied upon by you for any other purpose, nor may it bt: rjistributed to
any other parlies.
The EU Commission may only disclose this Report to others who have re,gulatory rights
of access to it in particular the European Anti Fraud Office and the Eurc,ean Court of
Auditors.
This Report relates only to the Annual Financial Report specified above and does not
extend to any of your financial statements.
We look forurrard to discussing our Report with you and would be pleased to provide any
further information or assistance which may be required.
Yours
sincerely.
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Terni, 30th Aprit 2014
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silvia Bonini
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EXPENDITURE AND REVENUE VERIFICATION REPORT 2012 AS

PER ART. 31 OF THE ENPI CBC IMPLEMENTING R:ULES
1..
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ENPI
CBC:M ED
JOINT MANAGING AUTHORITY
AUTONOMOUS REGION OF SARDINIA
TABLE OF CONTENTS
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Report of Factual Findings
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Information about the Programme
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2. Procedures performed and Factual Findings
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Annex 1 Annual Financial Report 2012
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1.

Reference number
and date of
approval of the
Programme
Full title of the
Programme
Decision n. C(2008) 4242 of European Commission of 14'n
of August 200g
- Approval of "Mediterranean Sea Basin Programme 2007-20i3"
ENPI CBC Mediterranean Sea Basin programme 20071201,3

EU Mediterranean Countries
Cyprus: the whole country
France: Corse, Languedoc-Roussillon, provence-Alpes-Cte d,Azur
Greece. Anatoliki Makedonia - Thraki, Kentriki Makedonia, Thessirlier, lpeiros, lonia

Nisia, Dytiki Ellada, sterea Ellada, peloponnisos, Attiki, Voreio Aigraio, Notio Aigaio,
Kriti
Italy: Basilicata, Calabria, Campania, Lazio, Liguria, puglia,

Toscana
Sardegna,
Sicilia,
Malta: the whole country

Portugal: Algarve
Spain: Andaluca, Catalufra, Comunidad Valenciana, Murcia, lslas Baleares, Ceuta,
Melilla
Mediterranean Partner countries (those having signed the Finarrcing Agreement
with the European Commission by 31st December 2009)
Eligible Regions
Egypt: Marsa Matruh,
Al
lskandanyah,
Al
Buhayrah, Kafr ash Shaykh, Ad
Daqahliyah, Dumyat, Ash sharquiyah, Al lsma'iliyah, Bur sa'id, shamal Sina' (the
region of North sinai does not participate for the time being in the F,ror;rame)
lsrael: the whole country
Jordan: lrbid, Al-Balga, Madaba, Al-Karak, Al-Trafila, Al-Aqaba

Lebanon: the whole country
Palestinian Authority: the whole country
Syria: Latakia, Tartous
Tunisia: Mdenine, Gabes, sfax, Mahdia, Monastir, sousse, Natreurl, Ben Arous,
Tunis, Ariana, Bizerte, Bja, Jendouba
Notes: Morocco has adhered to the programme but has not signed the Financing
Agreement with the European Commission.
Algeria, Libya and the United Kingdom (Gibraltar) are eligible countriers according to
the ENPI cBC strategy Paper but they are not participating in the programme.
Turkey has requested not to be included anymore in the list of eligible territories,
being a country in pre-accession phase to the EU.
Relevant orovisions
Commission Regulation (EC) No. 951t2007, Decision No. 3(,2008) 4242 of

August 14th 2008 - Approval of 'Mediterranean Sea Bersin programme
2007-2013'; Regional Law No. 212007', Regional Committee Fesolution No.
32113 of Juin 4"' 2008; PRAG (Pratical Guide to Contracr: F,rocedures for
EC External Actions); lFAc (lnternational Federation of Accountant)
standards and Ethics - where applicable.
Budget line
ENPI CBC
Reporting Period
From 1't of January 2013 to 31't of December 201 3
Total amount of
stated expenditure
covered by the
Certification
assrgnment
EUR 21 403.441,07
JMA
Auditor
Mrs. Anna Maria Catte, Director

ennt med6rnrnnoarl
Ph. +39 070 6062504
ACG Auditing & consulting Group s.r.t. - Mrs. sitvia Bonini

- Ph. +19 0744 431575 - e-mait: auditing@tegalmait it
e-mait:
sole Director
The multilateral cross-border cooperation "Mediterranean Sea Basin Prograrnme" is part

of the new European Neighbourhood Policy (ENP) and of its financing instrument
(European Neighbourhood and Partnership Instrument - ENPI) for the zOO-t-tZO13 period:
it aims at reinforcing cooperation between the European Union (EU) and partner countries
regions placed along the shores of the Mediterranean Sea.
The Operational Programme, approved on August 14th 2008 by Europear rlommission
decision C (2008) 4242, establishes a strategic framework of 4 Priorities jointly defined by
the participating countries.
1) promotion of socio-economic development and enhancement of territories
2) promotion of environmental sustainability at basin level
3) promotion of better conditions and modalities for ensuring the mobilirly of persons,
goods and capitals
4)
promotion of cultural dialogue and local governance.
The Joint Managing Authority, the Autonomous Region of Sardinia, is responsible for the
operational and financial management of the Programme. lt will be supported by a Joint
Technical Secretariat, an international bureau also located in Cagliari while ar network of
National Contact Points contributes to the promotion of Programme opportunities and
results in the eligible territories.
The ENPI CBC "Mediterranean Sea Basin" Programme has a budget of 173 million,
coming from the European Regional Development Fund (ERDF) and the teading 4 "EU as global partner" - of the EU budget.
Projects can be funded up to
minimum of 10% co-financino.
a maximum of 90% while partners have to provide a
jrs
2.
Procedures performed and factual Findings
we have performed a series of verification procedures, finalized to check the eligibility of

the expenditure declared.
These procedures cover:
2.1 General procedures
2.2Procedures to certify the actuality, accuracy and eligibility of selectecl E:xpenditure
Subject of this certification is the Financial Reporl 2013, transmitted by, the JMA,s
Financial Service Director, with note n" 727 sent on 17th April 2014. The Reprt is
the final
version of several draft documents that the JMA's Financial Service, the Brarnr:h Offices
of
Aqaba and Valencia pointed out to our examination, during the whole period of our audit
(from 03'n March 2014 to 07th April 2014), carried out also i Cagliari, Valenc;ia and
Aqaba.
The Report, in its final version, considered all our remarks, expressed during lhe period of
our work.
All expenditure items have been taken into consideration for verification. The Expenditure
Cover Ratio with respect to direct JMA expenditure is 1OO%. We also verifie,d expenses
shown in the draft documents pointed out to our examination, not included in the final
version of Financial Report 2013, because considered not eligible.
Regarding to the expenditure claimed by the Branch Offices, we carried out on-the spot
checks in Valencia's premises (from 11th to 12th March) and Aqaba's premise,s
1from24th
to 25'n March) on 100% of the declared expenditure.
The total amount of the eligible declared expenditure from Valencia Branch Crffice is Eur
114 339,86
The total amount of the eligible expenditure from Aqaba Branch Office is Eur 1C7.54s,54.
The total JMA's direct expenditure, shown in the Financial Report 2013, verified by us
amounts to EUR 21.403.441,07 and is summarized in the table below. The overall
Expenditure Coverage Ratio is 100%.
r:scriplion
Tecirnical Assiste rrce

Fxpe rrditure
1. S'rAr:r
i5.
SUSCCINlftACTD rXp.
in rr'Ifu-rJ r^qrrl
I'
--....-:.^_
ADM]NISl&ATIVE OVLRh'ADS
7.
I
i
1
PAYMTNs
Io
THT pROJICS
riiied
1.32.425^C4
',73.89S.41
173.8S5.4"1
5.226.09
5.226"13
300 921,95
3C0 92'1.95
,6-atJt
363.?3?.1 9
14.497.?!
?.197 .137.17
2.19.132.17
19.206.308,90
1r.206.30E.90
.433.4.11.C7
21.403.441^07
21
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taqe Oi
xprenelilure eovere
f
______l
1lrC,00%
1,'C,00%
1t,0.00?i,
t,0.00?i,
-_
100,00%
31i1%
_
--------"*--l100,00%
nn nAr,-
j
j
18.42?.89
14 497.71)
]O]AL OF IL("I-1NI;AL.ASSISThNC
Ve
1.320.{2$.9d
*;r*
i3. EAUlPMLNl arrd STJPPL'C S

i,t. CON$UMABL-[tj
Ixpl ndilrre
;o.oo% -l
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100.00,,
100,00%
1oo,oo%
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We have verified the selected expenditure as shown in the above summary
table and we
have carried out, for each expenditure item claimed, the certification procerures
specified
for this expenditure certification.
we report our factual findings resulting from these procedures below.
2.1 General Procedures
2'1'1 Terms and conditions of the JMA stated expenditure.
We have obtained an understanding of the terms and conditions of thr: JMA Stated
Expenditure in accordance with the guidelines and the ToR for thirs expenditure
certification.
l] has to be pointed out that the audit has been carried out in the JMA,s premises in
Cagliari during several meetings from the 03th to O6th March and on OTth Aprrit. During the
whole period to date, we were in contact - email and fax - with the Jt\ilA,,s Financial
Service, about explanations and integration necessary for the issue of this certification.
We state that the JMA's Staff has made available to us all relevant documentation about
the expenditure incurred and given us a basic knowledge about the actir,'ities currenly
implemented in the framework of the Actions. We have ao had access to all documents
we requested such as:
JMA Organization chart, updated to 31't December 2011, comprehen:sive of the list
of the employed staff, updated with the new employees in 2013
Regulation for purchasing below the threshold or low-value goods and services,
approved by Decision n. 8/493 dated 12.06.2009
Regional regulations concerning reimbursements to regional emplloyees for
missions, subsistence, travel and accommodation
Audit trail for the procurement of goods and services - JMC's direct costrs, approved
by Decision n.20 dated 10.08.2009 and relative updating, in Decision no. 98/39g3
dated 27 12.2010
Audit trail for the procurement of goods and services - JMC'r; reimburseo
expenditure, approved by Decision n. 34 dated 07.05.2010 and relative r.rpdating, in
Decision no. 9713992 dated 27.12.2010
operational manual of the accounting management software system
First Level control report drawn up by the responsible regional officers, related to the
acquiring procedures implemented in the year 2013 (Service contracl vrith pomilio
S.r l.)
Follow-up report on the 2010's Annual report revised and drawn up orl 09'n June
2011
Annual Audit Repo112011 - System audit 2010, drawn up by the lnternal Auditing
Service on lOth June2011
InternalAudit Report on First Call for Standard Projects, in its final version drawn up
by Internal Auditing Service on 29th December 201
Follow-up Report on First Call for Standard Projects, in its final version drawn up py
InternalAuditing Service on 2Oth May 2013
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Follow-up Report on Annual Report 2012, in its final version drawn up by Internal
Auditing Service on 17'n May 2013
4n11fl Audit feport 2013, in its final version drawn up by Internat Auditing Service
on 29'n May 2013
4n11fl Audit feport 2013, in its final version drawn up by Internal Ar.rditing Service
on 29'n May 2013
Audit Report on the^financial management of projects, in its final versipn drawn up
by lnternal Auditing Service on 24rh October 20 j 3
Audit Report on the first level controls, in its final version drawn Jp by lnternal
Auditing Service on 23th December 2013
Audit Report on financial management of projects, in its final version <Jrawn up by
lnternal Auditing Service on 24th October 2013
Audit Report on the monitoring system, in its final version drawn lrp by Internal
Auditing Service on 31'' December 2013
Collective regional labour agreement for- the manageral staff of the Regional
Administration of Sardinia Region dated .l9th March 200-g
Collective regional labour agreement for the managerial staff of the Regional
Administration of Sardinia Region, of the
legional Bod-ies, Institutes and Agency
Economic Biennium 2008-2009 - dated l gth Februa ry 2O1O
collective regional labour agreement .lo, the employees of thr= Regional
Administration of Sardinia Region dated 0grh October 2O0g
collective regional labour agreement for the employees of thr: Regional
Administration of Sardinia Region, of the regional Bodies, Institutes irnd Agency
Economic Biennium 2008-2009 - dated l gth Februa ry 2O1O
Collective regional labour agreement for the proiessional progressions for the
employees of the Regional Administration of Sardinia Region OteO 2:8th October
2011
Application Pack for Standard Projects with reference to the First Call frrr Standard
Projects
Grant Contract Form and its attachments, related to the projects of the First Call
Standard
Audittrail, approved by D.D. n.571605 dated 10.03.2011, related tothe "Negotiation
and contracting for financed projects in First call for standard projects,
Audit trail, approved by Decision n.7911506 dated 29.06.2011, r,elated to the
"Expenditure for the Projects of the ENPI CBC Mediterranean Sea Basin
Programme 200712013"
copy of the RAS unicredit agreement on the erectronic mandate - year 2009
Note send by EU Commission, dated 18.04.2013, regarding the conclusions from
the mission of audit 2013 and its annexes
Copy of the the bank account dedicated to the Programme ano open at the
Treasurer Bank of Sardinia Region Unicredit S p A
Calls for tender
Contracts
Invoices and other documents justifying of expenditure incurred
Time sheets and descriptive reports of the activities realized by the employees
Relevant Documents for payments
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JMA's staff was able to give us access to the accounting and record-keeping
system of
Programme and of Sardinia Region. We also had contac with
staff from r:he Accounting
Division of Sardinia Region.
The verification of the expenditure by the Branch offices has been
made ac;cording the
modalities described hereinafter.
Branch Office of Valencia
The on{he spot check was carried out at the Branch Office's premises and
at Generalitad
Valenciana premises on 11th and 12th March 2014.
The documents examined were the followino:
- Agreement dated 06th July 2009 btween the program's JMC a1d the Branch
Office of Valencia
- Branch Office's Organization chan
- Calls of tenders
- Employment contracts and suppliers contracts
- Invoices and other evidence of committed and incurred expenditure
- Time sheets and descriptive reports of the activities realized by the emptoyees
- Documents relevant for payments
- Final Report of the Internal Audit dated 23,d March 2O1Z
Branch Office of Aqaba
The on{he spot check was carried out at the Branch Office's premises on
March 2014.
24tn
and 25th
The documents examined were the followino:

- Agreement dated 15th July 2OO9 btween the Program's JMC and the Branch
Office of Aqaba
- Branch Office's Organization chart
Call of tenders
Employment contracts and addendum dated 10'n January 2012t and O1't
September 2013
Law no. 712A07 - Employees law ASEZA
ASEZA Regulation for Tender
lnstructions N. 4912002 ASEZA, Basic Rules for purchasing supplies and
implementing works
Suppliers contracts
Gene ral inrp,lerr,enling provtsions aclopllng lhe GuicJe to missions fot" offrcrals ancl
otler servants af the European Commission, Commissjon Deeisron n C(20{)B)
5215 caled lBlh November 2008, used by the Branch Office for the cerlculation of
the employees reimbursements of their travel expenses.
Invoices and other evidence of committed and incurred exoenditure
Time sheets and descriptive reports of the activities realized by the enrployees
Documents relevant for payments
Copy of bank account n. 1200000970571 used for payments related to the
Programme
Summary Statement of the cash flows
Car trips - Registration Book 2013
Final Report of the Internal Audit dated 16tn April2012
Correspondence between JMA Direction and BO Director.
u;
ri
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2.1
Sfafed Expenditure Repoft
We have verified that the Stated Expenditure Report:
Cover the JMA expenditure as a whole, regardless of which part of

it is financed by
EC; referring to staff expenses, the percentge of coverage with EC
funrls is 4Oo/o,
ls drawn up in the language of the programme.
2.1.3 Rules for Accounting and Record keeping

We have examined whether the JMA and the Branch Offices have complie<j
with the right
rules for accounting and record keeping:
The accounts kept by the JMA (Autonomous Sardinia Region) were accurate
and
up-to-date
The JMA has a double book keeping system; one keeps records of exlrenses paid
in
advance by Sardinia Region for the Programme's implementation (mainly staff
costs); the other one keeps records of expenses direcfly incurrerd with the
Programme's funds; records are reconciled in summarized tables so that
all
records of the Programme financial transactions are kept separate and irrdependent
The accounts provide details of interest accrued on funds paid by the European
Commission
Branch Office of Valencia
- the Branch Office has a double accounting
system; one
of flrem kept by
Generalidad Valenciana accounts for the expLnditure given in advance by the

Generalidad Valenciana for the implementation of the ctivities prcvided Oy tne
Programme (each expenditure is directly given in advance by thre Gu.nerali-dad);
the other one is kept by Branch Office which updates its own accountrng sysrem,
on Excel sheets, for the reporting of the expenses to sardinia Region
the Sardinia Region transfers the amounts dedicated to the prgramme through
bank transfers direcfly to Generalidad Valenciana
the Branch Office doesn't have a bank account dedicated to the programme
Branch Office of Aqaba

- the Branch Office keeps a bank account in Euros, dedicated to the programme s
expenditure; no interest accrues to the bank account. There are two clifl'erent kinds
of transactions: expenditure paid directly by the Branch Office ancl expenditure
paid by ASEZA, subsequently recovered with the amounts available on the
Programme's bank account. All expenses are incurred through thr: proceoures
provided by ASEZA and every transaction is recorded in the ASeZn accounting
system. The Branch Office updates its own accounting system, on Excel sheets,
through which it carries out periodic reconciliation between the ASEZA accounting
system and the reimbursements calculated for the expenditure paid in advance. Ail
transactions paid in cash (use of the available cash amount) are recorded in
accounting system of the B.O.;
the Sardinia Region transfers the programme's pre-financing funds through bank
transfers directly to bank account n. 12O000O97OST1dedicatd to the programme;
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the accounting of the Branch office was accurate and updated.

Reconciling the Financial ReporT with JMA's Accounting
Sysfem ano' R,ecords
we state that the JMA has complied with the rules for accounting and record-keeping
of
the Programme, in particular with Article 22 Reg. (EC) g5112007.
we
havc, treen able to
reconcile the information in the Expenditure Stted Report
to JMA,s acccunting system
and records.
2.1.5 Exchange Rates
with reference to the expenditure incurred in a currency other than the Euro
vye found the
following.
The Sardinia Region reimbursed its employees travel and accommodation
expenses in a
currency other than the Euro at the exchange rate of the day of the transac,ticln.
The total
amount reimbursed is relatively low (< 7 .741,00 Eur) and there was no
signiliciant variation
between the exchange rates applied and the exchange rate obtained from
ther average of
the rates published in the official gazette lnfoEuro tor tfre months covered by the
Stated
Expenditure Report.
The Branch office of Valencia has not incurred expenses in a currency other than
Euro.
ln order to pay expenditure, the Branch Office of Aqaba takes into conrsicleration the
following procedures, provided by the ASEZA system.
Period: 01.01.201 3 / 01.04.201 3
Most of the expenditure incurred (>90%) are related to original documents in euro
(invoices related to the purchase of equipment, supplies and services, salaries,
tables for
the calculation of the per diem of the staff, etc,). These amounts in euro w-'re converted
into Jordanian Dinar (JOD) when issuing of the order payment in the ASEZA accounting
system. The exchange rate applied for the purchase of equipment, supplies and services
was the same as the date of issuing of the original document (invoice or oilrer document
with equivalent probative value), while for the salaries and the per diem, the exchange
rate of the day of the mission was applied.
The conversion rate is published on the website of the national Jordarian Authority
www.cbj.gov.jo.
Upon receiving the payment order expressed in JOD, the bank charges ilre account
dedicated to the Programme with the equivalent amount in Euro, applyiig lhe exchange
rate related of the day of payment.
In these procedures of payment there was, up to the 01'tApril 2013, a potential risk that
losses on the exchange rate, due to strong fluctuations, were charged to the pr,cgramme.
Our audit verified that the loss on exchange rates incurred by theJe payment prrcedures,
referring to the daily allowance acknowledged for the personnel of Antnna, amounted to
Euro 70,76 in 2013. This amount was considered non eligible in that it referrs to losses
incurred from a double exchange Euro/Jordanian Dinar, which is not justifierble by the
expenditure nor by the payment procedures. The justification of the said expenditure is in
fact expressed in Euro and the amounts are paid directly into the progiermme's bank
account, held in Euros. The amendment of Euro 70,76 was inserteO by JMA in the
Financial Report under Travel & Subsistence.
Period: 02.04.2013 / 31 .12.2013
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Starting from the 02nd of April 2013, the Bo modified rts payment prrrcedures.
The
expenses with related documents in euro were paid directly in
euio with ihel bank account
in euro dedicated to the programme.
Then, the potential risk of currency exchange rate loss was excluded.
2.2 Procedures to certify selected Expenditure
we didn't find any exceptions in the certification procedures specified at 1oR for this
expenditure
certification, insofar as these procedures applied to the selected expenditure
rtem.
Technical assistance Expenditure
2.2.1
Actuality, Accuracy and Etigibitity of direct JMA Expenditure
2.2.1.1 Actuality of expenditure
We have verified that the expenditure claimed in each item has actually beren incurred
during the years 2012 and 2013, as shown in the table below.
i
vu".
Description
--lil';tl
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i3. TQUIPMTNT and SUPPL|E$

4. CINSL'M:}Lr3
5. SUBCON IRACTED EXP
6. CITH[:R COSIS
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201:;
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l?. :RA!'L & SrSSISrANCr
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3011.9 21
ADMINISTFIATIVI OVRHEANS
TOTAI EXPTNDIURT 8Y YEAR

TOTAT
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We verified that expenses related to the amounts paid in 2012 were not included in the
Financial Reporl of previous years. These expenses have been inserted for il-re first time
in the Financial Report 2013.
Referring to the expenditure reported by Aqaba's Bo, amendments were m:rde for 2011,
2012 and 2013, due to the per diems of Bo staff and the resulting indirect co$ts.
During the on the spot check in Aqaba premises, on the expeniture for 2013, we found
that the per diems of the Bo staff were calculated on the basis of the perr diem rates
published vearlv by EU Commission.
we also found that this procedure of calculation was applied also on the prel'ious years
(2011 and 2012)
1ffi
However, with the Note Rec. n. 58, dated'l3th January 2011, the
JMA Director informed
b of the Ec Regulation gs1l2oor, ',any
flat_rate
"t
ol the subsistence costs must not exceed the rates of the sc;ales pubtished
:"f
by Tbr:t:t,",t
the EC at the ti
the
the Joint Operati
mme" (.August 2008).
Therefore, the etigibte per diem rate foi th-ilnole Programme duration
are those
published by the EU Commission on 05th July 2OOg.
For these reasons, the JMA made amendments on the incorrect amounts
reported by
Aqaba's Bo in 2013 and in the previous years (2011 and2012).
The table below shows for each years the amendments made in the Firrancial
Report
2013.
that, according to art. 33, par.
2011
2012
2013
Per diem exceeding the eligible Rates

Share of indirect costs (7%)
578,00
798,00
1.642,00
40,46
55,86
114,94
Total not eligible amount

Total
618,46
8s3.86
1.756,94
3.229,26
The amendments are reported in the Financial Report 2013, under the budget lines
"Traveland subsistence" and "Administrative Overheads" related to Aqaba'rs
l3O,
to reduce the expenditure in 2013.
in order
We also state that, in the Financial Report 2013, all the reported expenditr-rrer pertarns to
the Programme.
2.1.2 Accuracy of Sfafed Expenditure
We have checked whether expenditure was accurately and properly rer:orded in the
JMA's accounting system and the Stated Expenditure Report and they were supported by
appropriate evidence and supporting documents (e.g. invoices, salary statemerrts, etc).
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2.1.3 Eligibility of expenditure

For the entire expenditure claimed we verified that:
(1
) Cut-off implementation
period"
(2) Budget
was incurred during the year of the annual Reporl, except for
expenses shown in the previous table, paid in the year 2012
was indicated in the Programme budget, as approved
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by
JMC
(3) Necessary'"
was necessary for the implementation of the programme
(4) Records:
is recorded in the Programme's accounting system and was

recorded in accordance with the applicable accounting
standards of the country where the JMA or the Branch
Offices are established and the usual accounting ;rractices in

force.
10
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5 l
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(5) Justified.
is
substantiated by evidence and notably b,y supporting
documents
(6) Classified
was classified under the correct subheading of stated

Expenditure Report
(7) Compliance:
was incurred in accordance with procurement, nationality
and origin rules; with reference to the expenditurre for durabre

goods, we verified that the rule of origin was respected
2.2.2 Eligibtility of TechnicalAssisfance
Direct Cosfs
We have verified that the Stated Expenditure is covered by the direct

costs; ers defined
in
Article 33 Reg (EC) 95112007 by examining the natre of the expernrJiture
items
concerned.
2.2.3 Administrafiye cosfs

We have verified that the indirect costs to cover thte administrative overherads
do not
exceed 7 % of total amount of eligible direct costs for TechnicalAssistance.
2.2.4
Contributions in kind
we have verified that no contributions in kind was incurred
2.2.5
bv the JMA.
Non-eligiblecosfs
We haven't found non eligible costs as described in Articte 34 Reg. (EC) g51 ]2COT.
We have verified that the above mentioned expenditure do not include taxes; which can
been claimed by the Autonomous Sardinia Region.
I*
With reference to the presented expenses under Other Costs,
it must however be
highlighted as follows.
Under Other Costs, withholding taxes (9.619,35 EUR) sustained by the Adnrinistration
on
interest accrued in the fourth quarter 2012, on the pre-finaned sum, held in the
Programme bank account, applied by unicredit Bank s p a have been presented.
,
These withholding taxes have been disapproved by ihe European iomnrission in the
audit of expenses related to 20j1.
The disapproval was regarding the ineligibility of such expenses, falling under the
"non
category
eligible taxes".
The Commission furthermore recommended a claim for the refunding of the withholding
taxes from Unicredit - the withholding agent -, including those related to pre{leding yearsl
according to the principle of "non taxability by Membr States of the iesc,urces of the
European Union".
The claim for the refunding was sent on 12.02.2013 and, on the basis of the avaitable
information up to date, the claim was accepted in April 2014.
However, since Unicredit applied these witfrnotOing taxes on the interest accrued in
2012
as well and the Sardinia Region cannot in any way recover them by means of
11
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fs
c_,,1
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compensation, the Auditors consider the said withholding taxes to be prer;entable

and
eligible, in that:
- The withholding taxes were applied by a withholding agent on inlerest accrued,
that increased the funds provided by the European uonl
- The withholding taxes were applied according to provisions
of ltalian larw
- The sardinia Region can in no way recover the withholding taxes
- The lack of recognition thereof would constitute economi damage to the Sardinia
Region in that it is clear that the Region cannot be held reponr;ible for the
withholding taxes which are not incumbent on them since the wi6holding taxes
concern EC resources and would constitute an undue enrichment orr the part
of
the European Union
- The hypothesis of considering bank accounts as non-interest-bearing would be
against the principle of healthy and correct financial management of EC resources.
In light of these considerations, the said expenses are deemed to be eligible,
excepting for
the possibility that a refund from the withholding agent is obtained.
lt is necessary to proint out that the withholding txes have not been applield since 2013.
Furthermore, the rerfunds obtained by previous years'withholding taxes'will ber considered
as "revenues" of tht-. years when they will be coliected.
The table below s;hows, for each item, expenses claimed and expenses considered
eligible.
ClaimeeJ expenses
1.320.425,94
?.
TRAV["1_ &
SU8St5ANCr
173"895.41
3. [ll-llPMf Ntr arrr:l SUPPLIES

4" CCNISUMA'3LIS
5" SUNCONT]?ACT [D IXP.
6. 0TXrr? c0$1s
7. ANMINISTtrIAT'VI OY;RHTADS
i
TOIAI
,47
48.427.89
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300.921.95
rt
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363 737.'t9
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'14.497.70
r!
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2.4t7 "132.17
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The Payments to Projects amount to Eur 11.314.498,88. Payments were made from the
Programme bank account compliance with the conditions provided by Agreemr3nts signed
by the Beneficiaries. We carried out the following audit.
For all payments reliated to the First pre-Financing we verifieo:
the Auditor appointment letter
the First Pre-Financing set out in the Special Conditions
the Beneficiary's bank details
the fact that the Programme bank account was debited for the planned amount.
12
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!;
Payments to Projer:ts
tI
,|.,,
','-"
,\cs^
For all payments related to the second pre-Financing we verified:

the amounts to settle according to the Project Checkiist drawn by the Authorizing
Section
of JMA
the amounts to pay' as set forth by the Decision of JMA's Director
the guarantee polic;y (if any)
the fact that the Programme bank account was debited for the planned amour1r.
The audit did not relveal anv errors.
Revenue
The amount of gross interest accrued on the pre-financied sum received by thre
JMA, held
in Programme banl< account no.401238484, opened at Unicredit Banca dl R,cma Carlo
Felice Agency, Ciagliari - shown in the Financial Report, is 440.7g6 6',t EUR
and
corresponds to gross interest accrued in the 1",2nd and 3,d quarters of 2013i, accounted
for in the JMA's books at 31't of December 2013. In this amount the gross interest
accrued during the period 01.10.2013 I 31.12.2013 were not included, becasre they were
accounted for in January 2014. In this amount instead the gross interest ercc;rued during
the period 01 10.2Ct12 131.12.2012were included. This groJs interest equal to 48.096,7i
EUR, were accounted for by the JMA in January 2013. Terefore, according t<l cash basis
accounting, this gross interest were included in Financial Report 2013.
We did not find other revenue or grants and funding received from other drlnors or other
revenue generated by the JMA in the context of the Programme's implementation.
$ irr_
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ANNEXES
Annex
a.i
t:I q \.=---
Annual Financial Report 2013
,- ,3.{*
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13
ANNEX 2 INTERNAL AUDIT REPORT
ENPI CBC Mediterranean sea basin programme

Joint managing authority
Internal audit unit
Annual audit report 2014
Audit object: procedures and internal circuits of the Joint managing authority
Head of unit: Carla Emanuela Lecca

Auditors: Carla Emanuela Lecca e Vincenzo Amat di San Filippo
Date: 29 May 2014
Report number: A-38f
Final report
(the annual report is only draft in its final version)
By virtue of the nature of annual report, interim reports 28-37 are prior acts, even though they maintain their
characteristics of autonomous and distinct acts.
SUMMARY
0.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Introduction ................................................................................................................................................................ 4
0.1
Purpose of the report ................................................................................................................................... 4
0.2
The internal audit unit within the Joint managing authority ....................................................................... 4
0.3
Audit programme and audits carried out ..................................................................................................... 4
0.4
Report subject and structure ....................................................................................................................... 4
Outcomes of the general follow-up ............................................................................................................................ 5

1.1
Description of the audit ............................................................................................................................... 5
1.2
The joint monitoring committee .................................................................................................................. 5
1.3
Organization and structure of JMA office .................................................................................................... 6
1.4
Management authority personnel: qualifications and quality of work ....................................................... 8
1.5
Pre-financing of branch offices .................................................................................................................... 9
1.6
Technical assistance expenditure................................................................................................................. 9
Outcome of the follow-up on the selection for the external auditor ....................................................................... 10
2.1
Description of the service and audit activity performed............................................................................ 10
2.2
Remaining critical issues and recommendations ....................................................................................... 10
Outcomes of the follow-up on the external audit process ....................................................................................... 10

3.1
The external audit service and audit activity performed ........................................................................... 11
3.2
Remaining critical issues and recommendations ....................................................................................... 11
Outcomes of the follow-up on the first call for standard projects ........................................................................... 12
4.1
The first call and the audit activity performed ........................................................................................... 12
4.2
Remaining critical issues and recommendations on the documents management .................................. 12
4.3
Remaining critical issues and recommendations on the administrative check ......................................... 13
4.4
Remaining critical issues and recommendations on the selection of assessors ........................................ 13
4.5
Remaining critical issues and recommendations on the quality evaluation .............................................. 14
4.6
Remaining critical issues and recommendations on the eligibility check .................................................. 15
Outcomes of the follow-up on the Joint technical secretariat ................................................................................. 16

5.1
The secretariat and audit activity performed ............................................................................................ 16
5.2
Critical issues and recommendations......................................................................................................... 17
Outcomes of the follow-up on the negotiation process ........................................................................................... 21

6.1
Negotiation and the internal audit carried on in 2012 .............................................................................. 21
6.2
Critical issues and recommendations on the negotiation process............................................................. 22
Outcomes of the follow-up on the project operational management ..................................................................... 25

7.1
Operational management of projects and audit activity performed ......................................................... 25
7.2
Outcomes of the follow-up on the branch office for western Mediterranean ........................................................ 27
8.1
The antenna in Valencia and audit activity performed .............................................................................. 27
8.2
Critical issues and recommendations on activity ....................................................................................... 28
8.3
Critical issues and recommendations on procedures ................................................................................ 29
8.4
Critical issues and recommendations on financial circuits ......................................................................... 29
8.5
Critical issues and recommendations on external audit ............................................................................ 30
Outcomes of the follow-up on the branch office for eastern Mediterranean ......................................................... 30
9.1
The antenna in Aqaba and audit activity performed ................................................................................. 30

2
9.2
Critical issues and recommendations on staff ........................................................................................... 31
9.3
Critical issues and recommendations on the activity ................................................................................. 32
9.4
Critical issues and recommendations on the procedures .......................................................................... 33
9.5
Critical issues and recommendations on the financial circuits .................................................................. 34
9.6
Critical issues and recommendations on the external audit ...................................................................... 35
9.7
Critical issues and recommendations on the newly checked points .......................................................... 36
10. Outcomes of the audit on the project financial management ................................................................................. 37

10.1
Financial management of projects ............................................................................................................. 37
10.2
The internal audit carried on in 2013 ......................................................................................................... 38
10.3
11. Outcomes of the audit on the first-level control ...................................................................................................... 46

11.1
The first-level control ................................................................................................................................. 46
11.2
11.3
12. Outcomes of the audit on the monitoring system ................................................................................................... 47

12.1
The monitoring system .............................................................................................................................. 47
12.2
12.3
13. Executive summary ................................................................................................................................................... 51

14. Acronyms .................................................................................................................................................................. 51
Attached - Plan of action .................................................................................................................................................. 53
1.
Structure of the plan of action ................................................................................................................... 53
2.
recommendations 2013 ............................................................................................................................. 53
a)
remaining recommendations after follow-ups .......................................................................................... 53
b)
recommendations expressed in 2012 interim reports ............................................................................... 61
0. INTRODUCTION
0.1 PURPOSE OF THE REPORT
The annual audit report is founded upon Art. 29 of the Implementing Rules for the European
Neighbourhood and Partnership Instrument1. According to the above, the internal audit service of the
Joint Managing Authority shall each year implement a control programme to check the internal circuits and
ensure procedures have been correctly applied within the Joint Managing Authority and it shall draw up
an annual report and send it to the representative of the Joint Managing Authority.
Within the ENPI system, the aim of the internal audit is not only to give assurance to stakeholders
(Joint Monitoring Committee, participating countries, European Commission etc.) that procedures tend to
be correct, but also to contribute to their correctness, by highlighting any weakness or malfunction and
making recommendations for their correction. In general terms, the purpose of the internal audit is
defined as improving the efficiency and effectiveness of an organisation2. In this regard, some
recommendations refer to the future, as there is no time or no similar procedure left to implement the
recommended actions: in this case no follow-up was possible and the old recommendation is repeated
unchanged with the aim that critical issues emerged during internal audits be avoided in next ENI 20142020 Programme.
0.2 THE INTERNAL AUDIT UNIT WITHIN THE JOINT MANAGING AUTHORITY
The position of the internal audit unit within the JMA was clarified in the 2010 report, and it has not
changed since. Here, we simply remind the reader that the unit is part of the special office of the Managing
Authority and is independent from the other units of the same office, namely operational management and
accounting, apart from the common feature of being subordinate to the Director, as envisaged by the JOP
organization chart. The unit is also independent from the authorising section located at the Directorate
General for Planning.
0.3 AUDIT PROGRAMME AND AUDITS CARRIED OUT
The basis for this report is the activity carried out after last year annual report according to 2013
annual audit programme: audits on the projects financial management, on the first-level control and on the
monitoring system. Moreover, we refer about the follow-ups conducted this year onto recommendations
expressed when auditing the general JMA organisation, the external auditor selection, the external audit
process, the first call for standard projects, the joint technical segretariat, the negotiation process, the
projects operational management and the branch offices in Valencia and Aqaba and still remaining after
last year annual report.
0.4 REPORT SUBJECT AND STRUCTURE
Commission Regulation (EC) N. 951/2007 of 9 August 2007 laying down implementing rules for cross-border
cooperation programmes financed under Regulation (EC) N. 1638/2006 of the European Parliament and of the
Council laying down general provisions establishing a European Neighbourhood and Partnership Instrument.
2
Institute of internal auditors, International professional pratices framework (IPPF), quoted from the Italian version by
the Associazione italiana internal auditors, 2009: Definition of internal auditing, page 2.
4
This introduction briefly describes the scope of the present report, the internal audit within the
JMA and the audits carried out after the 2013 internal audit annual report. Thereafter, the report breaks
down into nine chapters dedicated to the follow-up performed and three for the audits implemented.
Each critical issue noticed in interim and follow-up reports (and not already solved in a previous
follow-up) is briefly depicted. After that, for issues discussed in follow-ups the follow-up result is
illustrated, specifying whether the issue has been faced and possibly solved, either partly or fully. For both
follow-ups and audits the section ends with the recommendations the internal audit unit deems necessary
to improve the issue, having regard to the audits and the ensuing discussions. Clearly, recommended
actions may have been already undertaken after the interim or follow-up reports: these will be audited
through new follow-ups.
The last chapter contains a brief conclusion on the overall functioning of the JMA system, called
executive summary.
The plan of action is attached to the report: it is constituted by all recommended actions separated
into those to be implemented in the current programming period and those for next Programme.
1. OUTCOMES OF THE GENERAL FOLLOW-UP
1.1 DESCRIPTION OF THE AUDIT
The internal audit unit carried out in 2010 an audit on the structure and functioning of the JMA, on
the document management of JMC meetings and on the circuits that had already started at that time; the
results of these audits have been reported in the annual report of the same year 2010.
In subsequent years, we have carried out follow-ups on the actions recommended in that report,
and reported the results in each year annual report. Therefore in the following paragraphs we refer about
the follow-up conducted this year on the remaining recommendations expressed in 2010 on the structure
and functioning of the JMA, on the document management of JMC meetings and on the circuits that had
already started at that time.
1.2 THE JOINT MONITORING COMMITTEE
1.2.1 CRITICAL ISSUES 2011 JMC MINUTES AND WRITTEN PROCEDURES (IT
ABSORBS CRITICAL ISSUE 2013 N. 2 WRITTEN PROCEDURES)
Name of the author person and unit of documents submitted to JMC is still missing, both for
meeting in presence and written procedures.
OUTCOMES OF THE FOLLOW-UP

The critical issue has been partly faced but not solved.
RECOMMENDATION 2014 N. 1
Action to perform: we deem useful that the people who contributed to the draft of
documents proposed for the JMC approval can be traced, also when the work has been
made by several people: with that aim, we agree with the new JMA proposed solution
that an internal document printed and signed bear names of who copperated to the draft
of acts adopted.
Responsible person: JMA director.
Terms for the implementation: next JMC meetings and written procedures.
5
1.2.2 CRITICAL ISSUE 2011 WRITTEN PROCEDURES

The critical issue has been absorbed by the previous one since they treat similar problems.
1.3 ORGANIZATION AND STRUCTURE OF JMA OFFICE
1.3.1 CRITICAL ISSUES 2011 ORGANIZATION CHART

The 2010 critical issue concerned the general downsizing of nearly all units/sections. In 2011 new
staff have been appointed and, partly thanks to this fact, the critical issue has been mitigated.

The critical issue has not been faced.
Action to perform: the JMA actual organization chart should be adapted to the Programme
provisions.
Responsible person: the JMA director.
Terms for the implementation: 30 November 2014.
1.3.2 CRITICAL ISSUES 2011 SUPPORTING FUNCTIONS

In 2010 the critical issue concerned the impact of supporting functions of organizational
management on the officers workload, worsened at that time by the non-appointment of the C category
assistant (management of security, training, assets, premises, fiscal compliance, document registrations,
management control, etcetera).
In 2011 the appointed assistant made the situation improve but not entirely settled.

Action to perform: make a quantitative assessment of the working time devoted to such
functions in order to adopt adequate organisational adjustments.
Terms for the implementation: 31 December 2014.
1.3.3 CRITICAL ISSUE 2011 PROCEDURE MANUALS (IT ABSORBS CRITICAL ISSUE
2011 N. 5)
JMA manual (it includes all units manuals) needs to be updated in order to consider also
modifications meanwhile incurred in processes and activities.

The critical issue has not been faced yet.
Action to perform: verify if the manual is up-to-date and adjust it, also according to the
better definition of processes occurred since its adoption.
Responsible persons: JMA director and heads of units and sections.
Action to perform: standardize the descriptive parts of the two FCU manuals and detail
precisely the tasks of each section, that in some points are not assigned to any single
section.
Responsible persons: the head of the authorising section and the head of the accounting
section; JMA director as for coordination.
1.3.4 CRITICAL ISSUE 2011 LOGO

The logo of the Programme is used for outward communications, while not always for inward ones,
although for this communications it is not compulsory.

The critical issue has been partially faced but not solved.
Action to perform: the usage of the Programme logo is always appropriate in all
communications related to the Programme itself, including internal acts: the office
director will ask the head of the authoring section to use it.
Responsible person: JMA director and head of the authorising section.
Terms for the implementation: immediate.
Action to perform: a common communication strategy is opportune, in which the logo have
the appropriate relevance.
Action to perform: it is important that all members of JMA and JTS know directives on
visibility actions, therefore it is necessary that they are informed explicitly, even by
updating the manual of procedures.
Terms for the implementation: 30 June 2014.
1.3.5 CRITICAL ISSUE 2011 MONITORING SYSTEM

The integrated system for projects and contracts control was being completed during 2013 followup and is now operative. In this regard, the internal audit carried out a specific audit whose results are
reported in ch. 12.

The critical issue has been faced and solved.
1.3.6 CRITICAL ISSUE 2010 COMPETENCE ON THE PROCUREMENT FOR THE

EXTERNAL AUDIT
No formal exchange with the European Commission was performed regarding the Programme
disposition about the task of conducting the external auditor selection.

1.3.7 CRITICAL ISSUE 2011 DEADLINES FOR PAYMENTS

The payments of direct expenses, although greatly improved with respect to the previous years,
were still too long. Follow-up showed that payments of direct expenses respected deadlines in 2013, even
those foreseen within 30 days. As far as payments anticipated by ARS (and later reimbursed by the JMA)
are concerned, the internal audit unit has planned a specific audit to verify the process functioning.

The critical issue has been partially faced and partially solved.
Action to perform: formalize also procedures for payments to be made within 30 days (a
proposal on this subject has been made by the accounting section).
Responsible person: JMA director, in cooperation with heads of competent units and
sections.
Terms for the implementation: 30 September 2014.
1.3.8 CRITICAL ISSUE 2011 SYSTEM TO ACTUALLY FOLLOW UP THE AUDITORS

RECOMMENDATIONS
Within the audited period, a stable system to follow up the auditors recommendations was not
activated.

The critical issue has not been faced as recommended.
Action to perform: set up an ordinary effective feedback, i.e.
responsive to
recommendations.
Responsible person: regarding recommendations addressed to a single responsible JMA
director or head of a unit or section the director/head himself or herself; regarding
recommendations addressed to several units/sections, JMA director, with the cooperation
of head of units and sections involved.
1.4 MANAGEMENT AUTHORITY PERSONNEL: QUALIFICATIONS AND QUALITY OF WORK
8
1.4.1 CRITICAL ISSUE 2011 GAPS IN PROFILES

In 2011 highlighted gaps for whose filling we had recommended specific actions in job
organization and training have been partially filled, especially through specific training.

The critical issue has been faced and partially solved.
Action to perform: evaluate the use of Programme funds to maintain and improve officers
expertise (long-life learning), maybe by asking that ARS allocate to this some of the
Programme administrative costs through its unit competent for training.
1.5 PRE-FINANCING OF BRANCH OFFICES
1.5.1 CRITICAL ISSUE 2011 TRAIL

We noted the lack of an audit trails for these payments, which had been approved after 2011
follow-up meeting, so that we ackowledged it but had not assessed it yet.

Action to perform: detailed description of pre-financing process and general adjustment.
Responsible person: JMA director, with the cooperation by the heads of relevant
units/sections.
Deadline: 31 October 2014.
1.6 TECHNICAL ASSISTANCE EXPENDITURE
1.6.1 CRITICAL ISSUE 2010 CONTROLS (IT ABSORBS CRITICAL ISSUE 2 .2.2 SPECIFIC
CONTROLS ON TENDER PERFORMANCE)
Checks performed by OMU are not always documented: we are talking about checks on expenses,
reasons for expenses and supporting documents internally controlled before submitting them to the check
of another office (first level control, authorising section, regional accountant).

1.6.2 CRITICAL ISSUE 2010 FAST TRACK PURCHASES

Deficiencies in the internal regulation on fast track purchases have not been faced because an
overall regulation for the entire regional administration. Meanwhile, JMA has created a list of potential
suppliers and providers.
9

Evidence shows that the critical issue has not been faced.
Action to perform: respect of law must be assured and demonstrated, especially of the
principles of EU law of equal treatment, non discrimination and transparency; IAU reserve
conducting a specific audit on the ARS regulation or list.
Responsible person: the head of OMU.
Terms for the implementation: next fast track purchase, if any.
2. OUTCOME OF THE FOLLOW-UP ON THE SELECTION FOR THE EXTERNAL AUDITOR

2.1 DESCRIPTION OF THE SERVICE AND AUDIT ACTIVITY PERFORMED
The administrative proceeding related to the acquisition of the certification service for the
Statement of Revenue and Expenditure presented by the Joint Managing Authority for the years 2008/2009
was subjected to audit in 2010-2011 and we referred about this audit in the 2011 annual report. The
objective was to check whether the procedures had been correctly applied (compliance check on Reg. 951,
on the Programme, on the national law and on the audit trail). The audit showed that the rules had been
generally respected; some critical issues were detected and recommendations had been made to solve
them. In following years we carried out follow-ups to check the response given to still pending critical
issues.
2.2 REMAINING CRITICAL ISSUES AND RECOMMENDATIONS
2.2.1 CRITICAL ISSUE COLLATERAL ON TENDERS

No collateral or guarantee was required with tenders (provisional deposit).

Action to perform: we recommend formally expressing reflections about requesting a
collateral deposit.
Responsible person: the officers in charge of the procedures.
Terms for the implementation: next proceedings.
2.2.2 CRITICAL ISSUE SPECIFIC CONTROLS ON TENDER PERFORMANCE

The performance of the service is not expressly assessed.

The follow-up has been conducted together with the critical issue 1.6.1 because they are related to
the same problem.
3. OUTCOMES OF THE FOLLOW-UP ON THE EXTERNAL AUDIT PROCESS
10
3.1 THE EXTERNAL AUDIT SERVICE AND AUDIT ACT IVITY PERFORMED
The ex-post verification of the revenue and expenditure statements3 performed on 2008-2009 JMA
financial report had been subject to an internal audit in 2010-2011.
We referred about the results of this audit on such activity in the 2011 annual report. The following
years we carried out follow-ups on remaining recommendations; since the same provider has been
contracted for all future external audits on the Programme, we checked each time the activity performed
on the previous year financial report.
3.2 REMAINING CRITICAL ISSUES AND RECOMMENDATIONS
3.2.1 CRITICAL ISSUE DETECTED CHECKS

Within the procedures that have generated expenditures, some procedural steps have not been
subject to control at the time of the external audit nor earlier, therefore some procedures are not fully
under control.

The critical issue has been partially faced and solved.
Action to perform: take actions aiming to prevent that any expenditures declared
potentially ineligible by the external auditor become actually ineligible in following
reports.
Terms for the implementation: as soon as possible.
Action to perform: assess if committing the ARS Ragioneria generale (general accountant)
recoveries of any ineligible expense paid by them is sustainable or not; as the case may
be, manage directly payments that are presently made by the ARS so that any recoveries
will be managed directly too.
Responsible person: JMA director and, for any internal procedure within the units, the
respective heads.
Terms for the implementation: 90 days.
3.2.2 CRITICAL ISSUE DETECTED FORMALITY OF CORRECTIONS

The corrections by the auditor are not formalized.

The issue has not been faced and solved.
Foreseen in article 31 of ENPI implementing rules.

11
Action to perform: we suggest codifying the way for communicating every year the
expenses decleared ineligible by the external auditor to the JMA, the European Affairs unit,
the Accounting DG of the regional administration and all involved units.
Terms for the implementation: 60 days after the external audit report on 2013 expenses.
Action to perform: a procedure for managing ineligible expenses must be established,

whenever they are decteted and regardless of their nature and the origin of funds.
4. OUTCOMES OF THE FOLLOW-UP ON THE FIRST CALL FOR STANDARD PROJECTS

4.1 THE FIRST CALL AND THE AUDIT ACTIVITY PERFORMED
The JMA has issued three calls for projects, one for strategic projects and two for standard ones.
The first call for standard project was issued in May 2009 and 37 projects overall have been financed in the
four priorities.
The internal audit unit perfomed in 2011 an audit concerning the phases of first call management
after the proposal receipt and registration (that were audited and reported in 2010 because they were
carried out in 2009), until the adoption by the JMC of the admitted projects list. We referred about the
results of this audit in the 2012 annual report. Recommendations are articulated according to the project
selection step to which they refer: document management, administrative check (phase 1), selection of
external assessors, quality evaluation (phase 2), eligibility check (phase 3).
The following years we carried out follow-ups in order to verify if recommended actions have been
implemented: we checked one of the subsequent calls depending on the completation of the relative phase
in that call.
4.2 REMAINING CRITICAL ISSUES AND RECOMMENDATIONS ON THE DOCUMENTS
MANAGEMENT
4.2.1 CRITICAL ISSUE DETECTED PROJECT DOCUMENTS ARE STORED IN DIFFERENT

ARCHIVES
Project documents are stored in different archives.

The critical issue has not been faced yet.
Action to perform: detect the complete list of documents regarding the project selection
phase and create an archive map with documents and place in which they are stored;
uniform paper and digital archive, as far as it is possible.
Responsible person: head of OMU, office director, PSC chairmen.
Terms for the implementation: immediately.
12
4.3 REMAINING CRITICAL ISSUES AND RECOMMENDATIONS ON THE ADMINISTRATIVE

CHECK
4.3.1 CRITICAL ISSUE DETECTED REDUNDANT TEMPLATES

Templates require the same information several times.
Action to perform: assess the feasibility of on-line application uploading in order to allow
links also between CN and FAF and thus decrease even more the risk of inconsistent data
and JMA and JTS workload.
Responsible person: head of OMU.
Terms for the implementation: any future calls.
4.3.2 CRITICAL ISSUE DETECTED FORMAL PROJECT ASSIGNMENTS TO INTERNAL

ASSESSORS
No formal act assigns projects to internal assessors and motivates the choices.

The critical issue has been faced and solved for one call out of two.
Action to perform: formalise assignments and their criteria to internal assessors for the
administrative check of project proposals submitted within the call for strategic projects,
through a document adopted by the PSC chairman.
Responsible person: head of OMU and strategic PSC chairman.
4.4 REMAINING CRITICAL ISSUES AND RECOMMENDATIONS ON THE SELECTION OF
ASSESSORS
4.4.1 CRITICAL ISSUE DETECTED CHECK-LISTS NOT ATTACHED

Although the committee minutes report the list of admitted and not admitted applicants and the
reason for non admissions, they refer to attached check-lists where requirements have been checked for
each applicant: however, check-lists are not actually attached. Check-lists do actually exist as filled files,
but not on paper and thus not signed.

Action to perform: print the first call selection check-lists, sign them and attach them to the
minutes.
13
4.4.2 CRITICAL ISSUE DETECTED FORMAL ASSIGNMENT OF PROJECTS TO

ASSESSORS
There is no formal act for assigning projects to assessors according to the pre-defined criteria.

Action to perform: formalise assignments criteria to external assessors of project proposals
submitted within the call for strategic projects, through a document adopted by the PSC
chairman.
4.5 REMAINING CRITICAL ISSUES AND RECOMMENDATIONS ON THE QUAL ITY EVALUATION
4.5.1 CRITICAL ISSUE DETECTED REASONS FOR EVALUATIONS ARE OFTEN MISSING
OR INCONSISTENT
Each evaluation point can be scored from 1 to 5, depending on any weakness and on the room for
improvement. In several cases scores are lower than 5 without any reason on weakness found or on
improvements to make.

4.5.2 CRITICAL ISSUE DETECTED THE TWO EVALUATIONS ON THE SAME PROJECT
ARE OFTEN DIFFERENT
Each project is assessed by two different assessors who operate independently. In most cases, we
detected that judgements on the different points to assess are partly or wholly discrepant. Discrepancy,
apart from the inescapable subjectivity of opinions, can depend on differences in evaluation criteria, on
unclear information requested to projects or on different expertise (as for its level or its subject) between
the two assessors.

4.5.3 CRITICAL ISSUE DETECTED DIFFERENCES IN THE YARDSTICK

Inconsistencies between scores and their reasons leads to think that for some assessors scores
depend not only on the opinion they developed on the single point, but also on hesitations in using the
whole evaluation range (in some cases, scores that should have been 5 according to the reasons expressed
are missing). These hesitations can let subjective factors too much influence on the evaluation results.

14
4.5.4 CRITICAL ISSUE DETECTED ASSESSORS EXPERTISE

Assessors areas of expertise in subjects in which projects have been submitted appear very
variegated and sometimes too broad for assuring a reliable evaluation.

The critical issue has been faced: two recommendations are for future calls, the third one as been
implemented.
Action to perform: while searching assessors, prefer specific expertise, even to the
detriment of other less crucial selection criteria.
Terms for the implementation: next assessors selections, if any.
Action to perform: in a future operational programme, avoid priorities and topics in so
heterogeneous subjects.
Terms for the implementation: in a future operational programme.
4.6 REMAINING CRITICAL ISSUES AND RECOMMENDATIONS ON THE ELIGIBILITY CHECK
4.6.1 CRITICAL ISSUE DETECTED FORMAL ASSIGNMENT TO INTERNAL ASSESSORS

In assigning projects to internal assessors, an internal organisational internal act that formally
assigns duties and functions (as for management principles) is missing. Since the JOP itself states that this
check must be conducted by the JMA together with the JTS, some formal evidence of assignments and of
this job results should remain.

eligibility check of project proposals submitted within the call for strategic projects,
Responsible person: strategic PSC chairman.
4.6.2 CRITICAL ISSUE DETECTED ASSESSORS NAME NOT INCLUDED IN CHECK-LISTS

Check-lists for all evaluation phases (administrative check, quality evaluation and eligibility check),
although signed or initialled, do not bear the assessors name.

15
Action to perform: first call for standard projects - indicate in each check-list the signer
assessors name.
Responsible person: standard PSC chairman and head of OMU.
Action to perform: call for strategic projects print and sign check-lists and indicate the
signer assessors name.
Responsible person: strategic PSC chairman and head of OMU.
4.6.3 CRITICAL ISSUE DETECTED CHECK-LIST PARTLY INADEQUATE

The eligibility check consists in verifying (on documents) certain requirements and that some
documents are included. In check-lists, however, check points are only related to the documents included:
if a requirement is proved by a document different from the standard one (e. g. geographical eligibility
proved by the tax registration form instead of the statute), the check-list is inadequate, therefore
performed checks have been described also through additional sheets in word format to specify the
proving document for each requirement.

5. OUTCOMES OF THE FOLLOW-UP ON THE JOINT TECHNICAL SECRETARIAT
5.1 THE SECRETARIAT AND AUDIT ACTIVITY PERFORMED
The JOP foresees a Joint technical secretariat in order to give technical and administrative support
to the JMA in the day-to-day management of the programme and projects. The audit on JTS organization
and functioning had the aim to verify both the respect of applicable rules (compliance audit) and the
organization effectiveness and reliability (management audit). We retraced workflow, relationships and
functioning dynamics through interviews and analysis of documents relating to JTS establishment and
organization. We have not specifically examined internal processes and controls because they regard both
JMA and JTS.
According to the JOP,JTS members, to be selected through an international procedure, had to be a
coordinator, two officers for the section providing assistance to projects applicants, one officer for the
section for communication, information and visibility, two officers for the financial section and one
assistant. At the time of the audit, the body was composed by three officers for the section providing
assistance to projects applicants, one officer for the section for communication, information and visibility,
three officers for the financial section and one assistant. Due to the selection results, JTS is composed by
highly skilled staff, who demonstrated sheer professionalism and sense of responsibility by cooperating to
all JMA activities, and particularly to the definition and the achievements of targets, even in state of strong
pressure. However the actual choice of not hiring the coordinator has deeply affected JTS organization and
functioning. It entails the lack of coordination of JTS by a specifically qualified subject, meaning a person
with necessary expertise and experience as deemed in the terms of reference approved by the JMC for the
full-time coordinator.
16
After to a careful consideration, we did not consider the lack of the coordinator as an autonomous
critical issue because the assessment of the JTS organization and functioning was conducted on the
structure established after the opinion issued by the COM offices (whose competence in authorising
derogations to rules in this case the JOP would deserve better clarification), and it had been focused on
identifying feasible improvement actions. Other critical issues deriving from the choice of not hiring the
coordinator are exposed analytically, in order to express the respective recommendations. Nevertheless,
the recruitment of the foreseen coordinator remains the preferable solution if it were possible, even in
future.
In autumn 2013, two external experts that were already hired by the JMA were charged with JTS
coordination. Since then, JTS have been required various and different activities (negotiation, training,
report check); this heterogeneity makes the adopted solution too recent to fully assess its effectiveness and
efficiency. Because of those facts, no interviews with JTS officers have been conducted and tests on the
activity functioning have been postponed to a period when coordination activity will be adequately
developed.
5.2 CRITICAL ISSUES AND RECOMMENDATIONS
5.2.1 CRITICAL ISSUE DETECTED LACK OF TECHNICAL COORDINATION

When JMA director proposed to the COM not to hire a dedicated JTS coordinator and to maintain
the general coordination herself, she also proposed - as a remedy to this lack - to appoint three
representatives, or contact persons, in order to ensure fluent communication between JMA units and JTS;
these representatives have not been appointed and the adopted organization differs from what had been
communicated to COM offices. This solution combines both formal and informal elements that not always
ensure that roles and responsabilities be clear (including decision-making). A technical coordination has
actually been realized on the selection of standard projects and on the selection of strategic projects which are both activities where contact persons are identified through the appointment as PSC chairmen and also, de facto, on the standard project negotiation and on the strategic project negotiation. According
to audit results this technical coordination appeared effective, with the reservation that dedicated audits
may test the functioning of specific procedures.
Communication activity is conducted through an equal cooperation among the JMA expert in
communication activities and revision of texts in French, the JMA communication officer and the JTS officer
of the section for communication.
As far as project management (monitoring) is concerned, JTS members are fully autonomous within
existing rules and procedures; although this activity has not been audited due to its early state (and
therefore we refer to a future dedicated audit), it has appeared to be effective, too.
The need for an efficient activity organisation in terms of work and time fluency and speediness, ,
still existed at the time of the audit, despite the effectiveness of the described processes.
Follow-up results show that the appointment of two coordinators strongly improved the situation
from the point of view of coordinations, but several structural problems still last.

17
Action to perform: find a synthesis of technical questions among the undergoing activities
and any new one, and among new ones, both when a contact person is appointed
(formally or informally) or not.
Responsible person: JMA director, JTS coordinators and any contact persons for all activites,
regardless of their role.
Action to perform: continue planning activities to perform ordinarily, in the near future and
at middle term, and fix deadlines.
Responsible person: JMA director, JTS coordinators and any contact persons for all activites
5.2.2 CRITICAL ISSUE DETECTED CONNECTION OF FUNCTIONS

Since a coordinator specifically hired for this task was missing, JTS overall coordination had been
kept by the JMA director. The latter consequently participated at coordination level to processes related to
the assistance to day-to-day programme and project management (which are tasks belonging to the
secretariat and the operational management). Even if coordination was kept at a general level, it
necessarily entailed the involvement in the operational management (also due to the lack of autonomous
organs within the secretariat) by the same person whose task is the office direction, to whom operational
management itself, financial management and internal audit were (and still are) hierarchically subordinate.
According to follow-up results, the appointment of two coordinators has reduced but not solved
the criticalness: due to the fact that they still belong to JMA and operate under the JMA director
supervisorship, they are not formally autonomous apart from the operational level.

Action to perform: JMA will propose a solution for the organization that ensure segregation
of functions.
5.2.3 CRITICAL ISSUE DETECTED STAFF ADMINISTRATIVE MANAGEMENT

Management performed by the JMA director towards JTS shows more as an administrative activity
for subordinate employees than as coordination. Relation with JTS staff is not always consistent with their
contracts as external collaborators: among other aspects, they are asked continuous presence at the office,
work hours are managed too in addition to results, they are addressed through service orders, the
assistant also acts as a mere secretary, ther is no established system for evaluating performances, they
must agree holydays with the director and take into account their colleagues leave and sometimes even
JMAs.
At a specific level, a particularly relevant element is the instrument of the service order, used
several times by the JMA director: through service order N. 4 she appointed a new work team for
supporting the implementation phase of the monitoring system contract, changing the composition and
18
roles with respect to the previous one, appointed by the head of OMU through decision 142; by service
order N. 3, on the other hand, the assistant was conferred the task of supporting project officers for
strategic projects.
A service order can not make arrangements with regard to non-subordinate work contracts, such as
those with JTS staff and the monitoring system provider; the acts are signed by JMA director: a connections
of functions between the office direction and the JTS coordination already highlighted above (critical issue
N. 2); relation between the discussed act and the previous one (decision N. 142, as we said) is not clear,
provided that they have the same subject, but different nature and content and their coherence is
uncertain, so that the office director considers the second one distinct from the first one and not
overlapping, while the general opinion is that it has repealed the former one; besides, the act has not been
notified to all members of the two teams.
The coordinators appointment has been a way to partially face the issue, because the two
coordinators are in some way goal-oriented. However, somehow the situation has even worsened: all
negative aspects detected in the audit remain e.g. JTS staff has to agree holydays not only with the JMA
director but also with one or both coordinators. Moreover, other service orders have been issued.

The critical issue has been partially faced but not solved.
Action to perform: change the administrative management with a coordination definitely
oriented to results (targets and dead lines) rather than to presence.
Responsible person: JMA director and JTS coordinators, according to their respective
duties.
Terms for the implementation: immediately, gradually.
Action to perform: as for service orders, the appropriate instrument for ruling in the matter
is the decision (determinazione), to be adopted by the head of OMU who is competent
on the subject; JTS coordinators will adopt a coordination act to detail contents of JTS
cooperation to JMA and to organize tasks proper to JTS staff working duties.
Responsible person: head of OMU and JTS coordinators, according to their respective
duties.
Action to perform: relations between acts must be clear to all people involved by an act
(either directly or indirectly).
Responsible person: office director.
5.2.4 CRITICAL ISSUE DETECTED JMA PROCESSES FOR DECISIONS NOT FULLY
DEFINED
During the programme life, in some situations ordinary management, chiefly project management
(performed mostly by JTS), needs an input by JMA decisions. In some cases processes for decisions were
19
not defined, thus generating inefficiency in JTS work (and probably other subjects work, not covered by
this audit).
Although a better coordination has been detected by the follow-up, this activity does not cover all
contacts between JMA and JTS; processes for decisions are now standard (even though usually not
formalized: see par. 7.2.3); the coordinators position is unclear (as said above, as JMA staff they
coordinate JTS).

Action to perform: provide for regular opportunities for coordination between JMA and JTS
5.2.5 CRITICAL ISSUE DETECTED THE DOCUMENTAL FORMALITY IS INSUFFICIENT

There are few formal documents relating to the organization and functioning of the JTS: in addition
to the general provisions of the JOP and the individual contracts of employment in which the lines of
activity are general in nature, there are no specific provisions. There are no procedure manuals and the
audit trails in which the JTS is involved are in fact those of the JMA.
The follow-up has detected no move towards the solution of this issue.

Action to perform: formalize and keep updated the JTS organizational chart.
Responsible person: JTS coordinators together.
Terms for the implementation: 10 days and for the future 10 days from next changes.
Action to perform: formalize and keep updated the general organizational chart
(JMA/JTS/JMA expert) specifying their reciprocal roles.
Action to perform: formalize and keep updated the internal manual for procedures where
the JTS is involved.
Terms for the implementation: 120 days from the final report.
Action to perform: write a JTS internal procedures manual.
Responsible person: JTS coordinators.
20
5.2.6 CRITICAL ISSUE DETECTED ARABIC LANGUAGE

The terms of reference for the JTS selection foresaw that the Arabic language had to be known by
the coordinator (good command), one of the two project officers (fluent) and the communication officer
(good command); however, although they were requirements for the application, the rules for the
selection and for the ranking do not ask this knowledge among the mandatory skills for admission for
which the partial o total lack was a ground for exclusion (art. 6). As a matter of fact, the recruited JTS
communication officer does not speak Arabic, and since the coordinator has not been selected nor do
speak it the people for whose posts it was only a preference requirement, within JTS Arabic is actually
spoken only by one project officer out of three4. The expert in communication activities and
drafting/revision of texts in Arabic (Arabic mother tongue) recently selected by the JMA on one hand
makes the necessary language expertise in the programme management structures but on the other
hand since he is not part of the JTS, the JMA will have to do an organisational effort in order to assure
his support for the project management and the other JTS activities.
Contacts in Arabic, as JTS coordinators said during the follow-up, are so limited that an Arabspeaking project officer and an Arab-speaking JMA external expert are sufficient, since the latters can help
with JTS ordinary work.

The critical issue has not been faced but presently shows a quite limited residual risk and thus can
be considered overcome.
6. OUTCOMES OF THE FOLLOW-UP ON THE NEGOTIATION PROCESS

6.1 NEGOTIATION AND THE INTERNAL AUDIT CARRIED ON IN 2012
The audit was performed on the projects selected in the first call and it affected the process leading
to the signature of the grant contract, with the aim to verify the compliance of applicable rules (Reg. 951,
PraG, JOP, relevant national and regional rules, audit trail) and the efficiency and effectiveness of the
process.
The office director has approved an audit trail (decision N. 57 dated 10 March 2011) which
foresees the involvement of JTS, OMU and the director herself. In particular, the audit trail establishes that
the head of OMU verifies the content and the completeness of contract documents and check-lists, stating
the (positive) results of the verification with formal letter to the office director who signs the contracts.
The JTS and JMA activity has been set on the principle of double eye; the JTS project officers and financial
officers worked as initiators while JMA officers as verifiers. Each check-list is signed by two JTS officers
(project and financial) and by two JMA officer.
The audit has been realized through interviews with the involved people and by a walk-through test
of a project.
The follow up has been conducted on the second call for standard projects because nearly all
strategic projects had been already signed when the audit report was finalized. In addition to documental
At the time of the audit. In 2013 they have increased to four.

21
examination, interviews were also made with the office director, the head of OMU and with the PSC
chairperson for the second call, namely the JMA external expert that coordinated in fact the process.
6.2 CRITICAL ISSUES AND RECOMMENDATIONS ON THE NEGOTIATION PROCESS
6.2.1 CRITICAL ISSUE DETECTED THE PRELIMINARY VERIFICATION OF CONTRACT IS

MISSING
The JOP provides in paragraph 3.1.13 that the grant contract is signed by the OMU with previous
verification by the FCU. The audit trail that defines the negotiation process does not foresee the
involvement of this unit, based on the interpretation that FCU verifications are those related to the
availability of funds, carried out at an earlier stage launch of the call and therefore not included in the
audit trail: the participation of the FCU in different terms would have led to an involvement in the
procedure incompatible with the principle of separation of duties. Regarding that aspect, the
recommendation suggested a formal exchange with the Commission offices but after the in-depth analysis
conducted during the audit on the financial management, the recommendation has been modified: the
FCU, and specifically the authorising section, is responsible for the preliminary verification of contracts
before their signing. Although the programme does not specify the contents of the previous verification,
grant contracts are signed without a preliminary check, except the one relating to the funds availability.

Action to perform: contracts already signed must be verified as soon as possible5.
Responsible persons: JMA director and head of the authorising section, each according to
his or her competence.
Terms for the implementation: next payments.
Action to perform: contracts must be verified by the authoriser before the signature, in
case the next programme will provide it.
Terms for the implementation: next programme.
6.2.2 CRITICAL ISSUE DETECTED CONNECTION OF FUNCTIONS

The JOP states at point 3.1.13 that within the JMA the contract is signed by OMU. After a formal
exchange with the Commission offices, contracts with project beneficiaries are signed by the office
director; in this way the office director performs operational management functions. As a consequence,
these functions are not separated from the audit and payment functions (in functional terms also from
authorisation), as all JMA units are hierarchically subordinate to the office director.
The problem of separation of functions also arises with respect to the role of the JTS coordinator
carried out by the office director.
As substituted by the report on the project financial management process: see par. 10.3.2.
22
In fact, according to the audit trail the head of OMU formally declares the proper conduct of the
negotiation process in which JTS staff are also involved. Since the JTS is coordinated by the office director,
but, as mentioned, she is hierarchically above the head of OMU, relations between the two are not clearly
defined.
The follow-up on the second call for standard projects has showed that the office director with
decision N. 133 dated 16.10.2013 extended the audit trail of the first call for standard projects to the
second call without any change. The external experts have been charged with verification tasks as JMA
programme officers, but they are in staff position to the JMA director, so the whole process has been
managed by the JMA director. This situation does not comply with the programme that assigns to OMU
this function6 and the connection of functions remains. Moreover, the OMU control can not replace those
in the duty of the authorising section (see also N. 1) whose role is completely different; performing
external controls does non fall in the duty of the OMU. For this reason, the cost of the involvement of the
head of OMU on a process that she does not manage is very high compared to the value that it produces
and it is therefore inefficient.

Action to perform: set up the negotiation process ensuring the separation of roles and
functions of all the actors involved, in particular those between JMA and JTS; within the
JMA between the services and the JMA director, within JTS between project and financial
officers and the coordinators.
Terms for the implementation: next Programme.
6.2.3 CRITICAL ISSUE DETECTED FORMAL PROJECT ASSIGNMENTS TO BOTH JMA

AND JTS OFFICERS IS MISSING
No formal act assigned projects to JMA and JTS officers and showed the reasons of the choice. The
situation was quite varied depending of the involved officers: the head of OMU assigned to the two officers
the task to participate in the negotiation process through a service order; the office director by two
different service orders charged with the negotiation task one of the JMA experts and an FCU officer, with
reference to the financial check list. As for the JTS, both project and financial officers were involved in the
negotiation but the allocation of projects was not formalized: it resulted from an excel file on the shared
net folder that were updated according to changes happened in the meantime (new officers hired and
rotations).
During the follow-up we noticed that the two external JMA experts performed the negotiation by
signing the check-lists without any formal assignment act (one of them all financial check-lists, the other
the content ones).

6
JOP, p. 75 integrating in the project proposal, preparing and signing contracts.
23
The recommendation is reiterated and adapted.

Action to perform: formalize the assignment of projects to all involved officers through the
adoption of proper acts7 and with the reasons for that allocation.
Responsible person: the head of the competent structure.
6.2.4 CRITICAL ISSUE DETECTED MANUAL OF PROCEDURES

The audit trail defines the negotiation process and identifies the involved subjects, activities to
perform and their outputs; however a manual of procedures regulating how to perform the activities in the
audit trail, formalizing the check-list format and giving instructions for filling it in is missing. The procedures
manual is necessary for the management of the organizational aspects of the process, such as the
communication instruments between the JMA and the JTS, the order for negotiating projects, the limits of
negotiation, how to examine the common issues, and instructions for fill in the check list.
The external JMA expert who coordinated negotiation for the second call for standard projects has
drown up some documents, available in the shared net folder of the office, that respond largely to the need
to regulate the process. However the critical issue can not be considered solved for the lack of
formalization; it would ensure the repeatability and transparency of the process, the detectability of the
instrument in which rules are defined and it would contribute to improve the capacity building of the
structures involved.

Previous recommendation is adapted.
Action to perform: formalize in a manual of procedures all documents on the negotiation
process and the related check-lists with the instructions for their filling in.
Responsible person: the competent director or head of unit.
6.2.5 CRITICAL ISSUE DETECTED SOME CONTROL POINTS IN THE CHECK-LIST DO

NOT HAVE REFERENCE INDICATORS (IN PARTICULAR THOSE OF THE BUDGET)
Some items on the check list must be verified against parameters that have not been precisely
defined (e. g. A.1.4 consistency of unit rate for salaries with national/local average rates; A.4.4 check if the
units rates are in line with the "market rate" principle).
Where a doubt arouse, based on the instructors experience, the project was asked for more details
while in the other cases compliance with these rules was remembered.

6.2.6 CRITICAL ISSUE DETECTED ADMINISTRATIVE COSTS INTERPRETATION

AFTER THE ISSUE OF THE CALL
7
Administrative acts for Sardinia region officers and JTS acts for JTS officers.
24
The guidelines, following the General Conditions, foresee that a fixed percentage not exceeding
7% of the total amount of direct eligible costs may be claimed as indirect costs to cover the administrative
overheads incurred by the beneficiary and its partners in implementing the project. The expression used
by JMA, however, does not specify clearly that the 7% applies equally to all members of the partnership. In
the Interact FAQ dated 2012, a different percentage distribution is possible, providing that a partner with
no direct costs cannot have any administrative costs. Likewise, the administrative costs of the beneficiary
cannot be calculated as a percentage of the direct costs of other partners. During the negotiation phase,
projects that did not respect the 7% percentage per beneficiary/partner were asked to modify it
accordingly with the exclusion of any other percentage distribution.
The first recommendation has been implemented, as far as it was possible at the time8, but the
critical issue is not entirely solved because the provision of uniform application to the partnership of the
percentage of the project is not contained in the documents regulating the call but in documents that have
the nature of explanatory documents.

Action to perform: indicate the rules of percentage distribution of the administrative costs
among beneficiary/partners in the call documents; in the supporting or explanatory
documents, they will be repeated or clarified.
Responsible person: the director in charge or head of unit.
Action to perform: for the contract already signed communicate to the audited project that
the distribution of administrative costs is the one provided in the approved budget and
that compliance with it is subject to verification (despite the partnership agreement bears
a different setting on the distribution).
7. OUTCOMES OF THE FOLLOW-UP ON THE PROJECT OPERATIONAL MANAGEMENT

7.1 OPERATIONAL MANAGEMENT OF PROJECTS AND AUDIT ACTIVITY PERFORMED
The audit has concerned the activity conducted by JMA and JTS to assist project partnerships from
the point of view of the operational management, including communication profiles. The audited activity
refers to projects financed under the first call for standard projects, since they are the ones whose
implementation had reached a significant stage.
Due to the strct connection of operational management with financial management, the analysis
conducted for these audits and their conclusions must be seen together.
The call had been already launched when the internal audit report was sent
25
The audit has been implemented through interviews to a JTS project officer, the JTS communication
officer and the JMA director. Specific question have been asked to single JMA or JTS staff.
E-mail messages sent by the projects to interviewed JTS staff, the Project implementation manual
(PIM) and training materials proposed to people with relevant roles in projects financed under the first call
have been seen and the most relevant parts for the project operational management have been analyzed
more closely.
7.2 CRITICAL ISSUES AND RECOMMENDATIONS
7.2.1 CRITICAL ISSUE DETECTED PROJECT IMPLEMENTATION MANUAL

The Project implementation manual (PIM) is a useful and effective management tool for project
partnerships, but it is not complete: seven foreseen chapters (out of 19 at the time of the audit) have not
yet been written, nor have four attached instruments.

Action to perform: complete the manual by writing the missing chapters.
Responsible person: JTS coordinators and project and financial officers, for their respective
parts, with the JMA director as supervisor.
Action to perform: complete the manual with specific reference to exact rules, so that the
user can fully appreciate the scope of its content.
Responsible person: JTS coordinators and officers, for their respective parts.
7.2.2 CRITICAL ISSUE DETECTED THERE IS NO HOMOGENEOUS CRITERION FOR

COMMUNICATION AND DOCUMENT STORAGE
Each officer manages and archives communications with projects according to his or her own
judgement: some of them prefer phone calls and others prefer e-mails, some store messages all together
and others per call, and so on.

The issue has not been faced and has become even more critical, due to staff turn-over.
Action to perform: coordinating procedures for communication and files archiving could be
useful: its suitability and cost-effectiveness must be assessed.
Responsible person: JMA director, head of OMU, the two JTS coordinators, its officers and
assistant. Heads of JMA authorising and accounting section, can usefully reflect on how
to participate to the recommended action, althought their activity is not this audit direct
object.
26
7.2.3 CRITICAL ISSUE DETECTED SPECIFIC PROCEDURES ARE NOT SET DOWN
Apart from day-to-day project management, some more delicate issues need a thoughtful
assessment: major amendments to projects need a prior deliberation by the JMC and a contract
modification, while the use of the contingency reserve and derogations to the rules of origin and of
nationality must be authorised by the JMA. Procedures for these issues are not set down.

Action to perform: formally set down procedure steps for major amendments, use of
contingency reserve, derogations to the rule of origin, derogations to the rule of
nationality and for missions outside ENPI area.
Responsible person: JMA director, in cooperation with head of OMU, head of authorising
section and head of accounting section and JTS coordinators, as far as their respective
duties are concerned.
Terms for the implementation: as soon as possible and in any case no later than 120 days.
8. OUTCOMES OF THE FOLLOW-UP ON THE BRANCH OFFICE FOR WESTERN
MEDITERRANEAN
8.1 THE ANTENNA IN VALENCIA AND AUDIT ACTIVITY PERFORMED
According to Reg. 951/2007 the Joint Operational Programme foresees a branch office in Valencia
as antenna for Western Mediterranean, operated by the Generalitat valenciana. From a functional point of
view the b.o. activities are planned and performed in close cooperation with JMA and JTS on which the
antenna depends and to which it reports.
Functions of the antennas are9:
1 supporting JMA/JTS in the implementation of information, communication and
promotion activities;
2 contributing to the organization of the initiatives planned by the JMA/JTS;
3 assisting JMA/JTS in the evaluation and capitalization of the Programme results.
The internal audit subject was the functioning of Valencia branch office; in particular whether the
management and control system of the Antenna complies with IR, with the existing description (JOP) and
with other relevant rules, and if circuits among JMA, JTS and branch offices, as well as b.o. internal
processes, are effective and efficient.
Follow-up interviews have been conducted with JMA staff in Cagliari and Valencian staff in
Valencia, where we also performed document examination assisted by them, especially on a sample of the
procurement procedures implemented by the antenna in 2012 and 2013.
The b.o. staff contracts ceased in autumn 2013 and the Generalitat Valenciana is about to launch a
new recruitment procedure; meanwhile, the director general informally charged with single b.o. tasks a
JOP, 2.5.
27
member of it staff10, while the contact hosting institution structure is the Servicio de relaciones con las
comunidades autnomas, el estado y accin exterior.
8.2 CRITICAL ISSUES AND RECOMMENDATIONS ON ACTIVITY
8.2.1 CRITICAL ISSUE MANUAL OF PROCEDURES

The JOP foresees11 a manual, approved by the JMC, about communication procedures between
antennas, JMA and JTS and about their functioning. This manual has not yet been made.
The follow-up highlighted that relations between the antenna and the JMA seem to be working
without particular problems; however the manual is a useful management instrument.

Action to perform: prepare and approve the manual.
Responsible person: JMA director, also as chair of the JMC.
Terms for the implementation: 2014 JMC meeting.
8.2.2 CRITICAL ISSUE EXTRACT OF THE CALL NOT PUBLISHED

No extract of the call on strategic projects has been published. The involved staff explained that in
Spain publication of politics-related news was forbidden due to an on-going electoral campaign; moreover
in all countries the cost was so high that a publication in newspapers was judged inefficient.
The follow-up ascertained that in order to disseminate the information about the strategic call and
the second standard call, communication events have been organised in different countries. Although not
all countries have been directly involved for the two calls, the effect of the seminars has been an increased
participation from all countries in terms of project proposals submitted12. As far as the working and
financial plans are concerned, we note that the first has never been modified; the sum foreseen for the
publication has not been reported to the JMA and hence to the COM, but possibly rescheduled for other
purposes in the following year budget.

Action to perform: in general terms, activities foreseen in any plan must be reported at the
end of the period to the authoriser body, especially if discrepancies arise.
Responsible person: the JMA director, also as chairwoman of the JMC.
10
More precisely, of the Fundacin Comunidad Valenciana Regin Europea (which is a public foundation, belonging to
Valencian Public Service).
11
JOP, p. 80 of the English version.
12
With the exception of Syria, due to the suspension of Syrian public actors by the European Commission.
28
8.3 CRITICAL ISSUES AND RECOMMENDATIONS ON PROCEDURES
8.3.1 CRITICAL ISSUE NO EVIDENCE ON THE RESPECT OF EU LAW PRINCIPLES

Every purchase procedure, irrespective of the foreseen amount of the expense, must respect EU
law principle: equality of treatment, non discrimination, proportionality and transparency; moreover, this
respect must be explicitly proven. In particular, the publication of criteria of choice and the reasons for the
method for awarding the contracts must always be made clear and all potentially interested suppliers or
providers must be given the possibility to participate if they have the necessary requirements.
The follow-up found a report about the procurement procedures signed by the hosting institution
staff working for the Antenna, detailing the need for the service, the criteria chosen for selecting the
provider and the tender and the reason for the choice.

8.4 CRITICAL ISSUES AND RECOMMENDATIONS ON FINANCIAL CIRCUITS
8.4.1 CRITICAL ISSUE INSUFFICIENT FINANCIAL PLAN MONITORING

The respect of the financial plan is only controlled by the head of Servicio de relaciones con la Unin
Europea on an excel file.
Due to the lack of the branch office staff, the respect of the recommendation could not be checked
during the follow-up. Budget managed by the hosting institution staff working for the Antenna is only
managed through personal notes; nevertheless the connected risk is mitigated by the limited number of
expenses that are managed, chiefly events each one with an own budget.

The critical issue has not been faced, as far as we could check.
Action to perform: we recommend that in case of budget line covering several expenses the
involved staff as far as possible keep the budget under control, through a register
(even through a very simple computer application) of expenses whose procedure already
started.
Responsible person: antenna coordinator or, presently, the hosting institution staff working
for the antenna.
8.4.2 CRITICAL ISSUE DECLARATION OF CONFORMIDAD BY THE DIRECTOR

GENERAL
The director generals declarations of conformity are not based on a formal statement by the
person that actually exploits the service or the good, usually the BO coordinator.
As verified by the follow-up, the declaration of conformity of the invoice to the service provided by
the Director general is supported by statements signed by the person that actually has exploited the
service.
29

8.5 CRITICAL ISSUES AND RECOMMENDATIONS ON EXTERNAL AUDIT
8.5.1 CRITICAL ISSUE DOCUMENTS NOT STAMPED

The policy of the external auditor is not to stamp the client documents.
Following our recommendation, the external auditor now stamps the documents he verifies.

8.5.2 CRITICAL ISSUE CONTROL ON THE RESPECT OF THE EU LAW PRINCIPLES

The audit could not get evidence about the checks performed by the external auditor on the
respect of the EU law principles.
The 2013 external audit report explicitly states that the principles of transparency, nondiscrimination, equal treatment and effective competition have been complied with, also for items below
the EU-thresholds and that services, supplies and works have been procured on the basis of proper call for
tenders in compliance with relevant rules.

8.5.3 CRITICAL ISSUE CONTROL ON THE ENPI STAMP

Invoices related to the Programme are stamped with project funded by the EU and ENPI is
written next to the stamp. However, this stamping and writing appears not to be a specific point of control
by the external auditor.
Following the actual specific stamping, the external auditor now verifies it.

9. OUTCOMES OF THE FOLLOW-UP ON THE BRANCH OFFICE FOR EASTERN

MEDITERRANEAN
9.1 THE ANTENNA IN AQABA AND AUDIT ACTIVITY PERFORMED
According to Reg. 951/2007 the Joint Operational Programme foresees a branch office in Aqaba as
antenna for Eastern Mediterranean.
From a functional point of view the b.o. activities are planned and performed in close cooperation
with JMA and JTS on which the antenna depends and to which it reports.
Functions of the antennas are13:
13
JOP, 2.5.
30
1 supporting JMA/JTS in the implementation of information, communication and

promotion activities;
2 contributing to the organization of the initiatives planned by the JMA/JTS;
3 assisting JMA/JTS in the evaluation and capitalization of the Programme results.
The audit subject was the functioning of Aqaba branch office; in particular if the management and
control system of the Antenna complies with IR, with the existing description (JOP) and with other relevant
rules, and if circuits among JMA, JTS and branch offices, as well as b.o. internal processes are effective and
efficient.
Follow-up has been carried out through interviews with JMA involved staff in Cagliari and interviews
and document checks including a sample of the procurement procedures implemented by the antenna in
2012-2014 with the antenna staff in Aqaba.
Besides, during the follow-up we have also checked some minor aspects that were not covered
during the previous audit: see par. 9.7.
9.2 CRITICAL ISSUES AND RECOMMENDATIONS ON STAFF
9.2.1 CRITICAL ISSUE COMMUNICATION EXPERT

In the JOP antenna staff includes a communication expert, but an administrative/accountant has
been selected instead.
The follow-up highlighted JMA opinion that actual antenna staff competence has been sufficient to
perform antenna activities planned in the communication plan.

The issue has not been explicitly faced.
Action to perform: continuing monitoring competence with reference to activities.
Responsible person: JMA director with the support of JMA/JTS communication staff.
Terms for the implementation: constantly.
9.2.2 CRITICAL ISSUE THE INVOLVEMENT OF THE ANTENNA COORDINATOR

APPEARS NOT TO BE ESSENTIAL FOR PAYMENTS
The proposals of payment (but in the case of missions) are signed by the director of Ben Hayyan
laboratories as director - or mudeer - of the regional office and approved by the commissioner for
environmental affairs, who signs the contracts; in most cases, the coordinator puts his initials on the
request, but this does not appear as a necessary condition for the approval and the actual payment.
The follow-up showed that JMA did not demand ASEZA to state in its own rules that no expenditure
on behalf of the Programme can be made without a procedure initiated by the antenna coordinator and
that the only roles are those relating to the staff selected through the special procedure managed by the
JMA. Moreover there was not a formal request to the external auditor about checks on the antenna
coordinator role as procedures initiator. The external auditor asks JMA for the internal audit reports so the
interim report on the antenna was given to him, and he states in his report the controls performed on
expenditure also regarding the connection between b.o. and JMA. During the follow up we noticed that
procedures were initiated by the antenna coordinator who participated in all different stages; moreover he
signs as the local authority all payment vouchers before Commissioners signature; in the vouchers there is
also a second signature as the second local authority that we consider requested by ASEZA internal rules.
31
As far as expenditures suitability is concerned we observed that the antenna coordinator decides most of
the expenditure with the JMA, through the communication plan for activities and the financial plan for subcontracting and equipment and supplies; also missions are authorised by the JMA director. During the
follow up we did not find different roles, apart from the reference to an office director as addressee for
information in an authorisation request for a mission by the antenna coordinator.

The critical issue has actually been solved but since there is no formal communication between JMA
and ASEZA this solution cannot be considered achieved as a standard solution.
Action to perform: JMA will monitor that:
all actual expenses be made through procedures initiated by the antenna
coordinator.
the antenna coordinator be the sole person to assess the suitability of expenditures
and thus decide about them, in agreement with JMA/JTS.
antenna roles be only those relating to the staff selected through the special
procedure managed by the JMA;
Action to perform: JMA will monitor that the external auditor continue checking that:
procedures be initiated by the antenna coordinator
the antenna coordinator assess the suitability of expenditures.
Responsible person: head of accounting section as referent for the external auditor and the
head of JMA OMU as contractor.
Terms for the implementation: every external audit.
9.3 CRITICAL ISSUES AND RECOMMENDATIONS ON THE ACTIVITY
9.3.1 CRITICAL ISSUE MANUAL OF PROCEDURES

The JOP foresees14 a manual, approved by the JMC, about communication procedures between
antennas, JMA and JTS and about their functioning. This manual has not yet been made.
The follow-up highlighted that relations between the antenna and the JMA seem to be working
without particular problems; however the manual is a useful management instrument.

14
JOP, p. 80 of the English version.

32
9.3.2 CRITICAL ISSUE EXTRACT OF THE CALL NOT PUBLISHED

No extract of the call on strategic projects has been published. The involved staff explained that
the cost was so high that a newspaper publication in was judged inefficient.
The follow-up ascertained that in order to disseminate the information about the strategic call and
the second standard call, communication events have been organized in different countries. Although not
all countries have been directly involved for the two calls, the effect of the seminars has been an increased
participation from all countries in terms of project proposals submitted15.

9.3.3 CRITICAL ISSUE RESPECT OF COMMUNICATION AND VISIBILITY RULES

Goods do not bear the flag of the EU according to the rules
In the follow-up we found the EU flag. We recommend continuing doing it for the new goods.

9.4 CRITICAL ISSUES AND RECOMMENDATIONS ON THE PROCEDURES
9.4.1 CRITICAL ISSUE CRITERIA OF CHOICE NOT ALWAYS CLEARLY VISIBLE

Criteria of assessment have not always been made clear to potential tenderers prior to the offers.
In the notice for the supply of the car, the criteria of choice were quoted only through a reference to the
application package.
For one of the procedures checked in the follow-up the choice criteria are specified in the call but
without their order or weightings. Moreover, the evaluation committee was composed of an even number
of members instead of an odd one. The other procedure was a single tender according to the ASEZA
regulation to face an urgent situation. According to the agreement with the JMA, tenders must be
compliant with the principles of the PraG (as rules on the eligibility of expenditures). Having a single
provider for all events in the annual communication plan could allow a more efficient management of the
organisational activity.

The critical issue has been faced but not solved yet.
Action to perform: specify in the tender the award criteria and their weightings, according
to the PRAG (3.3.3, 3.3.4, 3.2.1); stated criteria should be those that will be used by the
evaluating committee.
Responsible person: the antenna coordinator.
Terms for the implementation: next procedures.
15
With the exception of Syria, due to the suspension of Syrian public actors by the European Commission.
33
Action to perform: the evaluation committee should be of an odd number of voting

member according to PRAG (2.8.1.).
Action to perform: evaluate the possibility of having a single provider for the organisation
of all events planned in the annual communication plan (e.g. through a framework
contract).
Responsible person: the antenna coordinator with the cooperation of the JMA director and
the communication officer.
9.5 CRITICAL ISSUES AND RECOMMENDATIONS ON THE FINANCIAL CIRCUITS
9.5.1 CRITICAL ISSUE THE IT FINANCIAL SYSTEM HAS NOT AN AUTOMATIC ALERT
FOR BUDGET OVERRUN NOR PRE-COMMITMENT REGISTRAR
The IT accounting system (on an accrual basis) does not automatically alert in case of overrun of
amounts authorised in the financial plan. Moreover, there is not the possibility to register precommitments, i.e. to reserve at the beginning of a procedure sums to be paid in consequence to the
procedure itself. Before preparing the request for the procedure, the accountant/administrator checks the
availability of the needed sum in the budget: this check is made manually through an excel file.
Before the follow-up, the antenna has implemented an excel file in which the accountant records
each expenditure; he updates this file regularly in order to know the exact available amount for budget line.
The accountant checks the cash flow monthly in order to verify the availability of sums and states it before
each expenditure. Although an automatic alert is in any case preferable, the alternative system
implemented by the antenna proved to be effective. We recommend to continue keeping the budget
under control and verifying the availability of funds before each new expenditure.

9.5.2 CRITICAL ISSUE MANUAL CHECK OF FINANCIAL PLAN

Before preparing the request for the procedure, the accountant/administrator checks the
availability of the needed sum in the budget: this check is made manually, without any formality, on the
budgeted amount minus already paid amounts minus the amounts for which a procedure has already
started (pending payments), whose requests he correctly keeps in his locked drawer until they are paid.
For missions, moreover, in the request form he also states the availability of the foreseen expense in the
financial plan. The financial affairs unit checks the existence of the budget line and its consistency.
Antenna staff have been following the recommendation by recording on-going procedures in a
specific file and attaching to requests for starting a supply/service procedure a budget availability
statement by the administrative/accountant.

34
9.5.3 CRITICAL ISSUE CHEQUES

Payments made from the ASEZA bank account (that have to be reimbursed from the antenna bank
account) are made mainly by cheque. The beneficiary has to go to ASEZA and get its cheque.
Before the follow-up, payments made by ASEZA by cheque and reimbursed by the antenna have
been reduced: they refer only to the travel agency for missions. The accountant verifies actual payment by
the beneficiary statement of delivery of the cheque. The risk has thus been downgraded to a largely
reasonable level.

9.5.4 CRITICAL ISSUE EXCHANGE RISK

The antenna bank account is in Euros, while all payments are made in Jordan dinars. The exchange
rate is correctly applied in the date of payment for direct expenses, but otherwise it is applied in the date of
the reimbursement to ASEZA.
The follow-up detected that the antenna usually reimburses ASEZA on a monthly base as
recommended, although not on the same day each month.

9.5.5 CRITICAL ISSUE ENPI STAMP MISSING

Invoices related to the Programme should be stamped with ENPI CBC MED - programme funded by
the European Union.
During the follow-up we could verify that the antenna stamps the invoices with a dedicated stamp.

9.6 CRITICAL ISSUES AND RECOMMENDATIONS ON THE EXTERNAL AUDIT
9.6.1 CRITICAL ISSUE DOCUMENTS NOT STAMPED

The policy of the external auditor is not to stamp the client documents.
Following our recommendation, the external auditor now stamps the documents he verifies.

9.6.2 CRITICAL ISSUE CONTROL ON THE RESPECT OF THE PRAG

The audit could not get evidence about the checks performed by the external auditor on the
respect of PraG.
The external auditor, as ascertained in the follow-up, refers to the compliance of subcontracting
with public procurement rules and in general terms he declares that expenditure is made according to EU
regulations, Programme rules, national and internal rules of ASEZA. However, in the report there is not a
35
specific statement on the outcome of his checks on PraG compliance in all procedures for supplies and
provision of services (see also critical issue 9.4.1).

Action to perform: the external auditor must be asked to specifically verify the compliance
with the PraG of all procedures for supplies and provision of services, and to explicitly
state the result of this check in the audit report.
Responsible person: the antenna coordinator, the head of JMA accounting section as
contact person for the external auditor and the head of JMA OMU as contractor.
Terms for the implementation: next external audit.
9.6.3 CRITICAL ISSUE CONTROL ON THE ENPI STAMP

Invoices related to the Programme are not stamped with a specific stamp relating to the
Programme. Consequently, this stamping and writing appears not to be a specific point of control by the
external auditor.
Following the actual specific stamping, the external auditor now verifies it.

9.7 CRITICAL ISSUES AND RECOMMENDATIONS ON THE NEWLY CHECKED POINTS
9.7.1 CRITICAL ISSUE DECLARATION OF CONFORMITY IS MISSING

No declaration on the correct execution of the service has been made before the payment of the
suppliers.
Action to perform: the service performed must be analytically assessed against the service
requested and the various elements of the assessment should be known; hence the actual
checks and assessments should be explicitly documented and made by the antenna
coordinator as the person who actually exploits the service or the goods and has both
technical and administrative elements as necessary for the statement.
9.7.2 CRITICAL ISSUE MATCHING BETWEEN PAID AND RECEIVED AMPUNTS

The bank of the Antenna applies a transfer charge on each transfer order and detracts it from the
beneficiary so that the amount the beneficiary receives is different from the amount due. The antenna
staff said that is normal in Jordan but it is a problem because the payment to the beneficiary is not correctly
made. The antenna has the same problem related to the funds transferred by JMA.
36
Action to perform: analyse in which way the beneficiary can receive the exact amount due;
for instance re-negotiating bank account conditions if it possible or asking the bank not to
detract these transfer charges from the beneficiary, but charging them to the b.o. bank
account.
Responsible person: the antenna coordinator and the antenna accountant/administrator.
Terms for the implementation: 60 days after the date of the final report.
9.7.3 CRITICAL ISSUE CAR TRIPS REGISTRATION BOOK

The antenna has a car registration book in which the trips are recorded with any relevant aspect16
but not all kilometres driven between one trip and another are recorded. As a consequence there is a
discrepancy between the total kilometres indicated as sum of each trip and those really driven.
Action to perform: record in the car registration book every use of the car (also by a general
indication for ordinary trips in Aqaba).
Responsible person: the antenna coordinator and the antenna accountant/administrator
depending on who uses the car.
10. OUTCOMES OF THE AUDIT ON THE PROJECT FINANCIAL MANAGEMENT

10.1
FINANCIAL MANAGEMENT OF PROJECTS
The payment process is governed by the audit trail approved with decision N. 79 dated 29.9.2011
by JMA Director, partly modified by decision N. 30 dated 13.2.2013 by the same director.
It is managed by the monitoring system, that was being completed at the time of the audit, and
through the accounting system for the final step of the payment process; in turn, the accounting system
transfers automatically all the data in the monitoring system.
The process starts with the tranfer of the first pre-financing (80% of the EU contribution of the first
year) to the beneficiary after the signing of the contract, then it proceeds with the transfer of the further
pre-financings upon request for payment with an activity, financial and audit report. According to the audit
trail, payments should be made in 45 days. The core of the payment process for further pre-financing
consists of a number of checks that the various actors carry out on the report of the beneficiary: the
eligibility of the reported expenditure, plausibility of the expenditure planned for the year after and the
calculation of the real amount to pay are checked. JMA record the request for pre-financing, then the JTS
verify the completeness of documents; this check is carried out by the project officer and the financial
officer in charge for that project and they upload the file into the monitoring system: in case of problems
the JTS suspend the procedure and request the project to solve the deficiencies found. When documents
are complete, the project and the financial officer check the request for payment and in the event that at
least one of the two considers clarifications and corrections necessary, the procedure is stopped until the
receipt of what has been requested. At the end of their checks, including those for the administrative
check, minus the suspensions they issue a conformity report addressed to the authorising section to
16
Date, odometer, distance, place, driver person, purposes

37
which they attach their check lists and in which they propose the amount to pay. The latter is defined on
the basis of the reported expenditure (ENPI share) considered eligible plus 80% of the ENPI share on the
forecast deemed plausible for the year after. In the conformity report the project officer issues the
recommendations to the partnership considered necessary for an efficient implementation of the project.
The authorising section perform their checks that they document with an administrative check list and a
financial table, then they adopt a decision in which, having regard to the conformity report, they authorise
the payment of the sum that they consider eligible. Also in this step, the procedure can be suspended if the
authorising section needs further elements of judgment; in this case the head of the section asks the JMA
director to send the request of documents/clarifications to the project. The authorisation act (decision)
and a letter with the reasons about the amount authorised are loaded into the monitoring system in order
to allow the JMA director to forward it to the project to explain the merit of the decision. Subsequently,
the OMU adopt the decison for validation and payment of the amount authorised by the authorising
officer. This act is uploaded into the monitoring system and into the accounting system. Since then, the
financial circuit is activated in the accounting system. The accountant records the decision in the
accounting system and then the authorising section order the payment in the system (these steps are
necessary for technical reasons). After the authorisation, the accountant issues the electronic payment
order and the head of the authorising section signs it digitally, then the head of the accounting section signs
it in turn and the payment order (with the double signature) is sent automatically by the accounting system
to the bank that delivers the payment.
The system thus described has various critical issues, especially relating to the overall organization
of the flow and controls and the overall efficiency, for which see the critical issues in the next chapter.
The compliance audit has been carried out with reference to the JOP, the ENPI Regulation, the ENPI
implementing rules, financial regulations and implementing financial rules (respectively, 1638/2006,
951/2007, 1605/2002 and 2342/2002) and highlighted a number of differences that, as will be seen, affect
the efficiency of the process.
10.2
THE INTERNAL AUDIT C ARRIED ON IN 2013
The audit has been conducted through document analysis and interviews with all involved
structures (JMA director, OMU, authorising section, accounting section, JTS project and financial officer); a
walk-through test (WTT) has been conducted onto the first project that had reported, well aware that
since it was the first case the system still had to be refined; for that reason, some questions have been
compared with the other one project that had a paid pre-financing (after the first one) at the moment.
10.3
CRITICAL ISSUES AND RECOMMENDATIONS
10.3.1 CRITICAL ISSUE DETECTED SOME AUTHORISING TASKS ARE PERFORMED BY

THE OPERATIONAL MANAGEMENT
Acts of commitment and acts of payments are adopted by OMU, in the case of payments after the
authorisation by the authorising officer, instead of the latter directly, as said in paragraph 10.1.
Action to perform: commitments and payments must be decided by the authoriser
(payment is actually implicit in its authorisation).
38
Responsible persons: JMA director, head of authorising section and head of OMU, each
according to his or her competence; and head of accounting section indirectly, due to her
participation to the process.
Terms for the implementation: next commitments and next payments.
10.3.2 CRITICAL ISSUE DETECTED CONTRACTS ARE NOT VERIFIED BY A THIRD

PERSON
The verification on the project selection procedures, that the FCU should perform on contracts
before their signature17, lacks; nor is it performed after the contracts signature, when paying or in other
phases.
RECOMMENDATIONS 2014 N. 66
Action to perform: contracts not signed yet must be verified by the authoriser before the
signature18.
Terms for the implementation: next contracts.
Action to perform: contracts already signed must be verified as soon as possible.
10.3.3 CRITICAL ISSUE DETECTED CONTROLS ARE LITTLE EFFECTIVE AND THE WAY
OF PERFORMING THEM IS NOT FORMALIZED
Controls performed on reports submitted by projects and expenditure verification reports (EVRs)
are not effective. The most important control on project reports is the control performed by their auditors,
also because they are the only ones who see all acts and facts supporting the expenses; therefore, an
assessment by JMA and JTS of the effectiveness of their work contained in EVRs is important.
Nevertheless, in conformity reports an assessment on the EVR effectiveness in giving sufficient information
for stating the eligibility of expenses is missing among the controls carried out, so as in the authorisers
documents. In some cases, errors that could be easily detected by an accurate analysis of EVRs have not
been pointed out, this fact generates some doubt about which elements JTS assessment of expenses
eligibility is based upon. We found that some problems have been pointed out by the accountant in the
last step of the process (payment), after the work done by JTS, OMU and the authoriser. Controls
performed by JTS and by the authoriser, as a finding of our audit, have been focalised on formal points;
moreover, some of them are inefficient since they are repeated by different actors. In this context JTS is
revising check-lists with the aim of improving controls content.
17
18
As already noticed in the audit on the negociation process: see par. 6.2.1.
This recommendation replaces the recommendation 2013 N. 52.
39
Action to perform: strengthen and improve controls on EVRs by first-level auditors, also by
adopting guide-lines to limit each actors discretionary decisions and by formalising
consistent criteria for explicit assessment of EVRs19.
Responsible persons: JTS financial officers, head of authorising section; JMA director also as
JTS ad interim coordinator.
Terms for the implementation: next interim reports verifications.
Action to perform: train more projects managers and auditors, in order to prevent incorrect
practices and improve their detection in EVRs.
Responsible persons: JMA director.
Terms for the implementation: at the beginning of last call projects and 180 days for
projects already on-going.
Action to perform: involved actors will document decisions they take on the eligibility of
each financing, and will express their assessment on EVRs capability to support their
conclusions on expense eligibility and the declaration required by art. 28.2.c IR.
Responsible persons: JMA director, head of authorising section and JTS financial officers.
10.3.4 CRITICAL ISSUE DETECTED REASONS FOR JTS CONFORMITY REPORT AND THE
AUTHORISERS ACT FOR PAYMENT ARE MISSING N. 66
The JTS conformity report quantifies the proposed amount of payment, composed by the full
payment of reported expenses and next year prefinancing, by attaching calculation tables and check-lists,
but does not explicitly express reasons for discretionary decisions on project auditors findings, nor the line
of reasoning followed for fixing eligible amounts. These elements miss also in the authorisers act of
payment: in the letter uploaded in the monitoring system, the line of reasoning followed for fixing the
amount is explicit, but assessments made onto the conformity report, the proposals included in it and the
findings highlighted in EVRs are not.
Action to perform: conformity report will report controls performed and reasons for
quantifying the proposed amount.
Responsible persons: JTS coordinator and project and financial officers.
Action to perform: authorisation for payment will report controls performed and reasons
for quantifying the proposed amount.
Responsible persons: head of authorising section.
19
Interact ENPI, Checks of expenditure verification reports, and idem, JMA/JTS check list example, both Fifth meeting of the audit
and finance network of ENPI CBC programmes, Brussels, 19-20 January 2012.
40
10.3.5 CRITICAL ISSUE DETECTED OPERATIONAL GUIDELINES FOR MANAGING

SAMPLE AUDIT RESULTS ARE MISSING, BOTH AS FOR EACH FINDING AND AS
FOR OVERALL ERROR RATES
Project audit sample aims to give an overview on the accuracy, eligibility and existence of
expenditure claimed by the projects, therefore the emerging of critical issues and irregularities from these
audits is normal; however, no procedure for managing this kind of results is set for JTS and JMA, apart from
a chapter in the annual report on implementation of the audit plan for the projects where each JMA section
writes down in general terms what actions it adopted; these actions are not codified in any act or
document (recoveries, recommendations, controls previous to payment, etc.).
Action to perform: define procedures to perform in order to solve irregularities but also
critical issues raised by the project sample auditors and in order to prevent them in the
future.
Responsible persons: JMA director as overall coordinator heads of the operational
management unit also with the support by the communication officer if necessary, of the
authorising section, of the internal audit unit and of the accounting section for material
definition, each one according to his or her competence, with any support by the JTS.
10.3.6 CRITICAL ISSUE DETECTED AN AUDIT TRAIL FOR MANAGING OBSERVATIONS

ON PROJECT MANAGEMENT RAISED BY OTHER AUDITORS (NATIONAL
CONTROL SYSTEMS, ROM, ETC.) IS MISSING
The JOP states in par. 3.3.2 that European members countries can establish a national control
system to verify the expenditure declared for operations (or parts of operations) implemented in their
territory. The JMA has begun a dialogue with national control systems in order to set up a regular
cooperation for exchanging information to improve reports; some national authorities presently send to
the JMA their audit reports. The European Commission, on the other hand, has implemented a control on
projects called ROM and sent its report. Other information can be acquired by different auditors (Court of
auditors, OLAF, etc.). Management of this whole information is not included in the project management
process.
Action to perform: define procedures for letting JMA/JTS actors know information coming
from other auditors or controllers and for managing them if need be.
management unit, authorising section, internal audit unit and accounting section for
material definition, each one according to his or her competence, with any support by the
JTS.
10.3.7 CRITICAL ISSUE DETECTED AN AUDIT TRAIL FOR RECOVERY IS MISSING

In case of financial irregularities of pre-financed expenditure, the JMA must recover the amount in
question, possibly also through a corresponding reduction of next payment if possible. However the
41
recovery procedure has not been defined, it being understood that the recovery order is in the
responsibility of the authorisation section. During the audit the auditees stated that its definition is ongoing, but they are waiting for the outcome of an exchange of views with the Commission on the issue of
the beneficiary to bear partners unpaid debts.
Action to perform: speed up the definition of best recovery procedures in terms of
effectiveness, efficiency and compliance with the rules and formalise them into an audit
trail to be approved by a specific formal act.
Responsible person: JMA director as overall coordinator and for final approval; the head of
authorising section and the head of accounting section for material definition, with JTS
support.
10.3.8 CRITICAL ISSUE DETECTED DEFICIENCIES AND INCONSISTENCIES IN THE

AUDIT TRAIL
Apart from the above mentioned discrepancy from the JOP (critical issue n. 1), the audit trail
regulating project financial management by JMA has the following problems:
some steps foreseen in the JOP are missing: grant transfers from the beneficiary to the partners;
payment suspension and notification to the project; sending a copy of the transfer to the project
beneficiary; calculation of ENPI amount; checks that the threshold of previous pre-financing
expenditure is respected;
inconsistencies and/or material errors: activities are managed as controls (e.g. the allocation of the
commitment to the budget item); control outputs do not always seem consistent with the activity;
the conformity verification of the payment request has the double role of activity and control; the
act by the authorising officer is qualified as certification rather than authorisation; the previous
decision by which the audit trail was approved is quoted with the wrong date (2012 instead of
2011);
some control activities are described but are not in the audit trail, i.e. cg6, cf5, cf6 e cf7:
respectively the conformity verification of interim/final reports by the JTS (but, although outwards
it is a control, within the process it is perhaps an activity); control of money transfer from
beneficiary to partners (the audit trail does not indicate the responsible person); first verification of
conformity report and documents accompanying the request for payment by the authorising
section, second verification of conformity report and documents accompanying the request for
payment by the accounting section;
unclear points: the audit trail starts from the contract signature while days calculation starts from
the act of commitment and also includes the days for the bank; the steps and the related time from
the arrival of the report and its uploading in the monitoring system are not indicated; the
consequences of the overshoot of the overall time and of each sub-phase are not indicated; how
the guarantee provided by the project is released is not indicated;
Action to perform: review the workflow and consequently the audit trail by inserting the
missing steps, evaluating if there are unnecessary steps that can be deleted, making all
steps consistent with the JOP, solving inconsistencies between activities and controls and
among actors, clarifying obscure points, correcting material errors and, if it is possible, by
42
separating graphically the different phases for ease of use (first pre-financing, following
pre-financing, final payment).
Responsible person: JMA director in cooperation with the head of authorising section, the
head of account section, JTS project officers and JTS financial officers; indirectly, as far as
she is presently involved in the process, the head of operational management unit.
10.3.9 CRITICAL ISSUE DETECTED DIFFICULT TIME MANAGEMENT

Timing of activities has been fixed through an informal negociation between involved actors,
provided that the time for JTS is fixed in the JOP20. The procedure is fragmented and thus implies very
short time for each phase and appears not to be monitored overall (monitoring system just highlights to
each one his or her deadlines, but at the audit time still needs some arrangement). Sometimes the process
happens to be suspended in the monitoring system but the project is not informed21.
Action to perform: arrange automatic alerts in the monitoring system also for future events
(i.e. by foreseeing them even before their start), in order to give an overview to
interested actors.
Action to perform: arrange that in monitoring system suspensions be taken into
consideration and managed individually, assuring for each of them that the beneficiary be
informed about their reason and showing them with related timing to interested actors,
in order to allow them to organise the actions due.
Responsible persons: head of OMU helped by the contract execution supervisor for the
monitoring system and by the single contact person for firms performing the system; JMA
director as coordinator.
10.3.10
CRITICAL ISSUE DETECTED CHECK-LIST UNFIT
All involved actors use check lists to provide documentary evidence of the controls performed, but
in some cases these check-lists proved in some way inefficient, unclear, with room for improvement. Single
points have been already reported during the audit meetings and generally accepted. In the perspective of
cooperate to improve the overall system we report them altogether hereafter.
Action to perform: every question must identify a single point of control, to avoid
ambiguity.
20
3.3.1, point 3.
21
See also infra, critical issue N. 12.
43
Action to perform: the control object must be clear so as the control performed, specifying
if the response identifies the existence of a document (or other object) or also evaluates
its content.
Action to perform: questions must be formulated in grammatically affirmative sentences so
to avoid ambiguity in the response.
Action to perform: in compliance with the above recommendations, the answer to all
questions is appropriately such that if the control point is not a problem the answer is
always the same (usually "yes").
Action to perform: if the answer is "N/A" ("not applicable") understanding the reasons
should be easy, otherwise consider requiring appropriate clarifications.
Action to perform: evaluate the opportunity to add to the answers a space for any notes.
For all these actions:
Responsible persons: head of authorising section, head of accounting section, JTS project
officers and JTS financial officers, each for the check-list they use.
Terms for the implementation: next check-lists (except those being presently filled, for
which you need to evaluate the efficiency of adopting the actions proposed in comparison
to the state of implementation).
10.3.11
CRITICAL ISSUE DETECTED REDUNDANCY OF DOCUMENTS IN THE

MONITORING SYSTEM
Many documents are loaded in the monitoring system several times, making it difficult to
understand what to consider: data returned by the system are the name, which however is not standard,
the version (1, 2, etc.), the uploading date, which gives an indication but it is not unique because the
document can be uploaded in a date different from its creation, and the type document, which however is
created extemporaneously by the operator at the time of loading.
Action to perform: standardize the wordings indicating in the files names or maybe in the
type the author (with the official name in the Programme) so that for example you can
understand if the document called check-list (or with one of the different abbreviations)
has been drawn up by JTS project officer, JTS financial officer, authorising officer, project
auditor, sample auditor, accounting officer.
Action to perform: as eliminating outdated documents or moving them to a historical
section (which would be better) is hardly possible, add to the name of each file the date
44
of the final version at the end, to reduce the noise and to facilitate the search according
to the criterion of the content.
Action to perform: possibly indicate in the name also the file format, because in the system
there are documents both excel and pdf but you can see the format only when you open
them.
Responsible persons for all these actions: head of authorising section, head of accounting
section, JTS project officers and JTS financial officers in coordination to each other and all
those who upload files in the monitoring system, with the overall coordination of the JMA
director; the head of OMU as involved in the process.
10.3.12
CRITICAL ISSUE DETECTED A COMMUNICATION POLICY WITH PROJECTS IS

MISSING
As the policy about who shall communicate with projects and by which instrument has not been
defined, communication is actually implemented according to each involved actors opinion: sometimes
messages are sent by the JTS project officer in charge and other times through a directors formal note, in
some cases by OMU and in other cases by JTS assistant, in some situations by the monitoring system
automatically and in others by e-mail or mail by all those who need to talk to the projects. As a
consequence, communication is incoherent since its paths are very different while the projects have not
been informed about who are the actors talking to him. One effect, for example, is that recommendations
formally expressed in the conformity report are not communicated (but maybe informally by the project
officer).
Action to perform: JMA will develop a coherent communication policy with JTS help
(articulated by message kind, if need be), according to criteria of highest effectiveness and
best efficiency and weighting pros and cons of every solution: no unjustified burden
through procedures especially for projects, limiting requested time, convenience of
filtering, etc.
Responsible persons: JMA director by consulting heads of OMU, authorising section, IAU
and accounting section and with help by communication-charged staff.
10.3.13
CRITICAL ISSUE DETECTED A PROCEDURE FOR DIRECT CONTROLS ON

PROJECTS AND EXPENDITURE IS MISSING
The possibility that JMA and JTS carry out specific checks (which is a duty under Art. 15.1 IR)
besides of partners/project and sample auditors checks is not codified.
Action to perform: define and formalize standard procedures for the JTS, the operational
unit or the authorising officer (or, if applicable, the accounting officer) to perform other
direct checks, establishing also the cases in which such procedures apply.
45
Responsible persons: JMA director also as JTS coordinator, in cooperation with the heads of
OMU and authorising section (and should the case be - the accounting section), if it falls
under their competence.
Terms for the implementation: as soon as possible and in any event within 120 days.
11. OUTCOMES OF THE AUDIT ON THE FIRST-LEVEL CONTROL

11.1
THE FIRST-LEVEL CONTROL
The programme (JOP) in section 2.3.1 provides that the operational management unit prepare and
sign contracts, among others, with suppliers (technical assistance expenditure) upon verification by the
financial and certification unit (FCU). Incurring technical assistance expences within the JMA is governed by
two audit trails, one for direct expenses and another for expenses for reimbursement.
Since the FCU intepreted that preliminary verification should be carried out by a third party and the
accounting verification remains the duty of that unit, the JMA director has asked the Directorate-General of
the Presidency to carry out the first level control.
The Directorate-General of the Presidency has set up the first level control office in the regional and
national affairs unit that carry out the verification of JMA goods and services acquisition procedures , with
the aim of verifying the legitimacy prior to the signing of the contracts. The office also performes the first
level control on other EU programmes.
The carrying out of the control by a subject other than the one stated in the Programme is
recognized as a critical issue (N. 1) but it is recommended, however, to maintain the current system of
preliminary control, based on assessments relating to consolidated operations of the office since 2010 and
the results of this audit on its functioning. In any case, complying with the Programme is still possible by
letting FCU carry out preliminary verification of contracts.
11.2
THE INTERNAL AUDIT CARRIED ON IN 2013
The audit on the first level control has been conducted through interviews and document
examination with the aim of assessing the functioning of the system under the point of view of sound
financial management.
To this goal the process has been reconstructed through the check of one procedure. The
document review also covered the CVs of staff directly involved in the control activity to assess their
competence.
11.3
11.3.1
CRITICAL ISSUE DETECTED THE PRELIMINARY VERIFICATION OF THE

GRANT CONTRACT IS PERFORMED BY A DIFFERENT SUBJECT FROM THAT
FORSEEN BY THE JOP
The verification of contracts before the signature, foreseen by the programme (JOP 2.3.1) as FCU
task , is actually performed by the first level control office, as explained in detail above.
46
Action to perform: inform the Commission about the change of the management and
control system compared to that approved by the Commission for preliminary control of
the contracts.
Responsible persons: head of JMA.
Or, alternatively
Action to perform: the preliminary verification of contracts should be performed by the
FCU, and in particular by the authorisation section.
Responsible persons: head of JMA and head of authorising section.
11.3.2
CRITICAL ISSUE DETECTED THE AUDIT TRAIL FOR REIMBURSEMENT OF

EXPENDITURE DOES NOT FORESEE THE PRELIMINAY VERIFICATION OF THE
GRANT CONTRACT
The operational and management unit requests the first level control of all procedures leading to
the signing of contracts, in compliance with the programme (JOP 2.3.1) although it is not specifically
foreseen in the audit trail.
Action to perform: update the audit trail of expenditure for reimbursement by inserting the
verification of contracts before signature.
12. OUTCOMES OF THE AUDIT ON THE MONITORING SYSTEM
12.1
THE MONITORING SYSTEM
The monitoring system is foreseen by the JOP, 3.3.3, in order to keep under control procedures,
physical and financial elements of Programme and projects implementation. To this aim, OMU selected
through a specific procedure a provider that has provided hardware and software, mapped profiles and
functions, assessed needs and realized the system itself, thanks to an analyst, a system engineer and a
developer.
Some phases of the procedures are managed by other systems that were already in place: the
accounting system and the intranet for project evaluation. The monitoring system interacts with them
chiefly for data collection.
On the other hand, some content foreseen by the JOP is missing and thus constitute a critical issue
(critical issue N. 1): salaries, some mission reimbursement, etc.
Roles codified are the following profiles: administrator, JMA director, OMU, IAU, authoriser,
accountant, JTS project officer, JTS financial officer, JMA/JTS communication officer, sample auditor, JMC
member (the latter only for visual access to relevant areas, especially statistics). Accesses have been
originally created by the provider, while new requests are managed by the officer responsible for the
implementation, who verifies the right to access creates the profile and sends credentials by e-mail through
the system itself. As far as JMC members and other interested national actors are concerned, verifications
is made on an excel file protected with a password, shared among the officer responsible for the
47
implementation and the JMC secretary, where password are stored in order to allow their recover if lost.
Password could not be modified at the time of audit.
Most system data are automatically imported, from excel documents already uploaded or from the
accounting system.
Project beneficiaries and partners consent to the use of their personal data in a special information
note before the contract signature (in the note the JMA is identified as responsible for the treatment and
its postal addess is given). The information note is attached to the contract as a special condition22.
When we performed the audit, the system provision as contracted had been concluded with two
series of user acceptance tests, one on the primary part implemented and one on the evolutive
maintenance, foreseen in the contract as an optional service and realized meanwhile. The system was
waiting for the technical test. Some more needs emerged and the possibility of satisfying them was under
evaluation: since satisfying emerged needs is important both for a full system effectivness and it efficiency,
this point constitutes a critical issue (critical issue N. 2).
Source code and software plan and development documents will be delivered when technical test
will be performed and will remain property of ARS. Users manuals are being written in English and French,
as the website in Fench is being developed (up to the time of audit, they had been suspended until the
realization of many and frequent modifications that were being requested). In the report there are no
issues on all these points waiting for the acquisition, which will be verified during the follow-up.
Training for system external users (national delegates to JMC) has begun recently, by the officer
responsible for implementation, with two visits in Lebanon and Egypt respectively. JMA seems willing to
carry on with all other delegations: although visits had not yet been planned at the time of the audit, we
have not considered this fact a critical issue, having regard to the difficult organization in the short time.
We reserve to test the actual training in the follow-up.
Reporting and data processing enable users to get main data requested by JMA. Researches can be
organized through various filters and in some cases the user can export from the system data in excel files
and so process them. Research options, together with some other ones already requested by users and at
the time of audit under evaluation by the JMA, allow considering the reporting adequate: the
implementation of missing requested functions will be tested during the follow-up.
12.2
THE INTERNAL AUDIT C ARRIED OUT IN 2013
On the whole, the audit is a purpose audit and partly a conformity one, with some implications of
cost effectiveness analysis. Therefore, it not an IT audit, although its IT and net aspects of the monitoring
system have implied some technical-related analysis, nor an audit on the provider selection or on the
contract management.
It has been conducted by accessing the monitoring system and testing functions, analyzing
documents and interviewing involved people. After an autonomous access, another one has been
performed in consultation with the JTS officer responsible for the implementation and the implementing
providers project manager, in order to verifiy results and immediately test the system with them. After
that, we interviewed the service supervisor on technical aspects and the head of OMU on system contents.
For this audit we got support by an ARS technician officer, expert in computing, in order to get a better
awareness of the system technical profiles. Test performed on response time in the five areas of access,
document upload, data entry (through existing forms), status modifications and researches have been
acceptable, between 3 and 8 seconds, with a maximum of 35 for a quite huge document upload.
22
Art. 7.2.2.
48
The other systems that interact with the monitoring one, the accounting system and the intranet
for project evaluation, have not been included in this audit; nevertheless their content has been partly and
indirectly audited in other audits23.
Physical security of servers that host the monitoring system hardware has not been audited as it
has been impossible to organize during the audit period. The auditor in charge reserve to complete this
point in the follow-up.
12.3
12.3.1
CRITICAL ISSUE DETECTED PART OF CONTENTS FORESEEN BY JOP ARE NOT

IN THE SYSTEM
While project-related content is in the system, almost all other content and structures are not:
procurement procedures, technical assistance contracts and payment procedures, accounts and overall
JMA budgets and balances, payment demands to the European Commission and incomes, JMA working
plans, staff data (but contacts, thanks to a link to the Programme website, not very accurate as for
positionsand jobs24) and related payments salaries, social and security charges, etc. and project effects
on Programme objectives.
Action to perform: structure the system in order to include missing content, directly or
through hyperlinks; otherwise, should JMA judge the recommendation not to follow,
justify the exclusion.
Responsible persons: head of OMU for the implementation, with any support by the work
supervisor and the officer charged with the implementation; JMA director as coordinator.
Terms for the implementation: for missing structures, 150 days; as far as the contents are
concerned, upload of existing content will start in 30 days if possible under a technical
point of view or otherwise 30 days since the implementation of technical tools and will be
concluded within 120 days, while future actions will be uploaded within 20 days since the
action.
12.3.2
CRITICAL ISSUE DETECTED MISSING TOOLS
The system has been tested by users through specific user acceptance tests: following these tests,
the implementation has been approved but severals improving tools have been requested, for a more
efficient performance through the monitoring system, and in some case necessary for the Programme
monitoring itself. At the time of the audit the JMA was evaluating the administrative feasibility (i.e. the
most suitable procedure) and the financial one of these requests, afterthey had been assessed by the
officer charged with the implementation and estimated by the provider.
Action to perform: implememt improvements to the monitoring system, already positively
assessed by the JMA, which aim to implement and improve Programme efficiency through
an effective and efficient monitoring of its systems.
23
See par. 4.5 and ch. 0.
24
www.enpicbcmed.eu/contacts.
49
Responsible persons: head of OMU as far as the procedure is concerned, head of

authorising section and head of accounting section for the financial aspects (each
according to his or her competence); JMA director as coordinator.
Action to perform: in addition to the said improvements, assess the possibility and the
feasibility of having automatic alerts if projects exceed the timing for the activities, for a
more efficient monitoring also of contents too.
Responsible persons: head of OMU with the help of the work supervisor and of the officer
charged with the implementation.
Action to perform: assure financial resources neccesary for accepting the improvement
requests made.
Responsible persons: JMA director, also as JMC chairwoman.
Terms for the implementation: possibly in the budget to be approved for next year.
12.3.3
CRITICAL ISSUE DETECTED THE PROTOCOL FOR ACCESSING THE SYSTEM IS

NOT ENCRYPTED
The portal is not protected through https, that is data going through it are not encrypted. This
constitutes lesser protection of data included and of transactions performed in it.
Action to perform: JMA will assure that the tester committee check also system security.
Terms for the implementation: when testing the system.
12.3.4
CRITICAL ISSUE DETECTED PASSWORDS CANNOT BE CHANGED
Passwords cannot be changed; moreover, they are stored in a shared excel file. As consequences,
remembering them can be difficult and security and responsibility of accesses can be problems, since the
knowledge of ones password is not limited to the profile owner.
Action to perform: make changing ones password possible under a technical point of view
and compulsory while creating profiles.
Responsible persons: head of OMU with the support by the works supervisor and the
officer charged with the implementation.
50
13. EXECUTIVE SUMMARY

According to the audit results, the JMA system continues demonstrating increasing improvements:
several critical issues have been faced, although not all of them have been completely solved; several other
issues, however, have not been faced yet.
Audits carried out in 2013 have spotted two key points of programme and projects management,
the monitoring system, the first level control and the core-issue of the project financial management. 2014
planned audit will focus more on expenditures.
Projects management, as it is presently organised, appears difficult and strongly needs to be
improved: confusion of functions, inefficient procedures, and insufficient controls may likely affect the
capacity of spending, thus limiting the Programme performance.
The auditors
Vincenzo Amat di San Filippo
administrative officer
Carla Emanuela Lecca

head of unit
14. ACRONYMS
ARS
Art.
ASEZA
BO
b.o.
CBC
ch.
CN
COM
CV
DG
e. g.
EC
ENPI
EU
FAF
Autonomous Region of Sardinia

Article
Aqaba Special Economic Zone Authority
Branch office (antenna)
Branch office (antenna)
Cross-border cooperation
Chapter
Concept note (first-step application in the two last call for projects)
European commission
Curriculum vitae: outline of a person's educational and professional history
Directorate general
exempli gratia: for example
European Community
European neighbourhood and partnership instrument
European Union
Full application form (second-step application in the two last call for projects)
51
FAQ
FCU
i. e.
IAU
IPPF
IR
IT
JMA
JMC
JOP
JTS
N.
No
OMU
p.
par.
PIM
PraG
PSC
Reg.
WTT
Frequently asked question(s)

Financial and certification unit
id est: that is
Internal audit unit
International professional practices framework [for audit]
Implementing rules: the COM Reg. (EC) 951/2007, laying down implementing rules
for cross-border cooperation programmes financed under Regulation (EC) No
1638/2006 of the European Parliament and of the Council laying down general
provisions establishing a European Neighbourhood and Partnership Instrument
Information technology
Joint managing authority
Joint monitoring committee
Joint operational programme
Joint technical secretariat
Number
Number
Operational management unit
Page
Paragraph
Project implementation manual
Practical guide to EC external actions, Practical guide to EU external actions
Project selection committee
Regulation (of the EC or of the EU)
Walk-through test
52
ATTACHED - PLAN OF ACTION

1. STRUCTURE OF THE PLAN OF ACTION
Together with the discussion of critical issues detected, in the body of this report, a plan of action is
a useful instrument for the implementation of recommended actions. Recommendations are divided in two
groups: those expressed in the last year annual report (thus referring to the previous years) and remaining
after follow-ups, and those expressed in 2013 interim reports; this second group includes also three
recommendations relating to Aqaba branch office and first formulated with the follow-up conducted in
March-April 2014.
Recommendations are indicated by the progressive number they were assigned in the report, in
order to facilitate their finding and set them in their context.
Only actions that can actually be implemented in the present Programme are included. Others
recommendations are just listed at the end.
2. RECOMMENDATIONS 2014
A) REMAINING RECOMMENDATIONS AFTER FOLLOW-UPS
Action to perform: we deem useful that the people who contributed to the draft of
documents proposed for the JMC approval can be traced, also when the work has been
made by several people: with that aim, we agree with the new JMA proposed solution
that an internal document printed and signed bear names of who copperated to the draft
of acts adopted.
Terms for the implementation: next JMC meetings and written procedures.
Action to perform: the JMA actual organization chart should be adapted to the Programme
provisions.
Action to perform: make a quantitative assessment of the working time devoted to such
functions in order to adopt adequate organisational adjustments.
Action to perform: verify if the manual is up-to-date and adjust it, also according to the
better definition of processes occurred since its adoption.
Responsible persons: JMA director and heads of units and sections.
53
Action to perform: standardize the descriptive parts of the two FCU manuals and detail
precisely the tasks of each section, that in some points are not assigned to any single
section.
Responsible persons: the head of the authorising section and the head of the accounting
section; JMA director as for coordination.
Action to perform: the usage of the Programme logo is always appropriate in all
communications related to the Programme itself, including internal acts: the office
director will ask the head of the authoring section to use it.
Responsible person: JMA director and head of the authorising section.
Action to perform: a common communication strategy is opportune, in which the logo have
the appropriate relevance.
Action to perform: it is important that all members of JMA and JTS know directives on
visibility actions, therefore it is necessary that they are informed explicitly, even by
updating the manual of procedures.
Terms for the implementation: 30 June 2014.
Action to perform: formalize also procedures for payments to be made within 30 days (a
proposal on this subject has been made by the accounting section).
Responsible person: JMA director, in cooperation with heads of competent units and
sections.
Terms for the implementation: 30 September 2014.
Action to perform: set up an ordinary effective feedback, i.e.
responsive to
recommendations.
Responsible person: regarding recommendations addressed to a single responsible JMA
director or head of a unit or section the director/head himself or herself; regarding
recommendations addressed to several units/sections, JMA director, with the cooperation
of head of units and sections involved.
54
Action to perform: evaluate the use of Programme funds to maintain and improve officers
expertise (long-life learning), maybe by asking that ARS allocate to this some of the
Programme administrative costs through its unit competent for training.
Action to perform: detailed description of pre-financing process and general adjustment.
Responsible person: JMA director, with the cooperation by the heads of relevant
units/sections.
Deadline: 31 October 2014.
Action to perform: respect of law must be assured and demonstrated, especially of the
principles of EU law of equal treatment, non discrimination and transparency; IAU reserve
conducting a specific audit on the ARS regulation or list.
Terms for the implementation: next fast track purchase, if any.
Action to perform: we recommend formally expressing reflections about requesting a
collateral deposit.
Responsible person: the officers in charge of the procedures.
Terms for the implementation: next proceedings.
Action to perform: take actions aiming to prevent that any expenditures declared
potentially ineligible by the external auditor become actually ineligible in following
reports.
Action to perform: assess if committing the ARS Ragioneria generale (general accountant)
recoveries of any ineligible expense paid by them is sustainable or not; as the case may
be, manage directly payments that are presently made by the ARS so that any recoveries
will be managed directly too.
Responsible person: JMA director and, for any internal procedure within the units, the
respective heads.
55
Action to perform: we suggest codifying the way for communicating every year the
expenses decleared ineligible by the external auditor to the JMA, the European Affairs unit,
the Accounting DG of the regional administration and all involved units.
Terms for the implementation: 60 days after the external audit report on 2013 expenses.
Action to perform: a procedure for managing ineligible expenses must be established,

whenever they are decteted and regardless of their nature and the origin of funds.
Action to perform: detect the complete list of documents regarding the project selection
phase and create an archive map with documents and place in which they are stored;
uniform paper and digital archive, as far as it is possible.
Responsible person: head of OMU, office director, PSC chairmen.
administrative check of project proposals submitted within the call for strategic projects,
Action to perform: print the first call selection check-lists, sign them and attach them to the
minutes.
Action to perform: formalise assignments criteria to external assessors of project proposals
submitted within the call for strategic projects, through a document adopted by the PSC
chairman.
eligibility check of project proposals submitted within the call for strategic projects,
Responsible person: strategic PSC chairman.
56
Action to perform: first call for standard projects - indicate in each check-list the signer
assessors name.
Responsible person: standard PSC chairman and head of OMU.
Action to perform: call for strategic projects print and sign check-lists and indicate the
signer assessors name.
Responsible person: strategic PSC chairman and head of OMU.
Action to perform: find a synthesis of technical questions among the undergoing activities
and any new one, and among new ones, both when a contact person is appointed
(formally or informally) or not.
Responsible person: JMA director, JTS coordinators and any contact persons for all activites,
Action to perform: continue planning activities to perform ordinarily, in the near future and
at middle term, and fix deadlines.
Responsible person: JMA director, JTS coordinators and any contact persons for all activites
Action to perform: JMA will propose a solution for the organization that ensure segregation
of functions.
Action to perform: change the administrative management with a coordination definitely
oriented to results (targets and dead lines) rather than to presence.
Responsible person: JMA director and JTS coordinators, according to their respective
duties.
Terms for the implementation: immediately, gradually.
Action to perform: as for service orders, the appropriate instrument for ruling in the matter
is the decision (determinazione), to be adopted by the head of OMU who is competent
on the subject; JTS coordinators will adopt a coordination act to detail contents of JTS
cooperation to JMA and to organize tasks proper to JTS staff working duties.
57
Responsible person: head of OMU and JTS coordinators, according to their respective
duties.
Action to perform: relations between acts must be clear to all people involved by an act
(either directly or indirectly).
Responsible person: office director.
Action to perform: provide for regular opportunities for coordination between JMA and JTS
Action to perform: formalize and keep updated the JTS organizational chart.
Responsible person: JTS coordinators together.
Action to perform: formalize and keep updated the general organizational chart
(JMA/JTS/JMA expert) specifying their reciprocal roles.
Action to perform: formalize and keep updated the internal manual for procedures where
the JTS is involved.
Terms for the implementation: 120 days from the final report.
Action to perform: write a JTS internal procedures manual.
Responsible person: JTS coordinators.
Action to perform: contracts already signed must be verified as soon as possible25.
25
As substituted by the report on the project financial management process: see par. 10.3.2.
58
Action to perform: for the contract already signed communicate to the audited project that
the distribution of administrative costs is the one provided in the approved budget and
that compliance with it is subject to verification (despite the partnership agreement bears
a different setting on the distribution).
Action to perform: complete the manual by writing the missing chapters.
Responsible person: JTS coordinators and project and financial officers, for their respective
parts, with the JMA director as supervisor.
Action to perform: complete the manual with specific reference to exact rules, so that the
user can fully appreciate the scope of its content.
Responsible person: JTS coordinators and officers, for their respective parts.
Action to perform: coordinating procedures for communication and files archiving could be
useful: its suitability and cost-effectiveness must be assessed.
Responsible person: JMA director, head of OMU, the two JTS coordinators, its officers and
assistant. Heads of JMA authorising and accounting section, can usefully reflect on how
to participate to the recommended action, althought their activity is not this audit direct
object.
Action to perform: formally set down procedure steps for major amendments, use of
contingency reserve, derogations to the rule of origin, derogations to the rule of
nationality and for missions outside ENPI area.
Responsible person: JMA director, in cooperation with head of OMU, head of authorising
section and head of accounting section and JTS coordinators, as far as their respective
duties are concerned.
Terms for the implementation: as soon as possible and in any case no later than 120 days.
59
Action to perform: in general terms, activities foreseen in any plan must be reported at the
end of the period to the authoriser body, especially if discrepancies arise.
Responsible person: the JMA director, also as chairwoman of the JMC.
Action to perform: we recommend that in case of budget line covering several expenses the
involved staff as far as possible keep the budget under control, through a register
(even through a very simple computer application) of expenses whose procedure already
started.
Responsible person: Valencia coordinator or, presently, the hosting institution staff working
for the antenna.
Action to perform: continuing monitoring competence with reference to activities.
Responsible person: JMA director with the support of JMA/JTS communication staff.
Action to perform: JMA will monitor that:
all actual expenses be made through procedures initiated by the antenna
coordinator.
the antenna coordinator be the sole person to assess the suitability of expenditures
and thus decide about them, in agreement with JMA/JTS.
antenna roles be only those relating to the staff selected through the special
procedure managed by the JMA;
Action to perform: JMA will monitor that the external auditor continue checking that:
procedures be initiated by the antenna coordinator
the antenna coordinator assess the suitability of expenditures.
Responsible person: head of accounting section as referent for the external auditor and the
head of JMA OMU as contractor.
Terms for the implementation: every external audit.
60
Action to perform: specify in the tender the award criteria and their weightings, according
to the PRAG (3.3.3, 3.3.4, 3.2.1); stated criteria should be those that will be used by the
evaluating committee.
Responsible person: Aqaba antenna coordinator.
Action to perform: the evaluation committee should be of an odd number of voting
member according to PRAG (2.8.1.).
Action to perform: evaluate the possibility of having a single provider for the organisation
of all events planned in the annual communication plan (e.g. through a framework
contract).
Responsible person: Aqaba antenna coordinator with the cooperation of the JMA director
and the communication officer.
Action to perform: the external auditor must be asked to specifically verify the compliance
with the PraG of all procedures for supplies and provision of services, and to explicitly
state the result of this check in the audit report.
Responsible person: Aqaba antenna coordinator, the head of JMA accounting section as
contact person for the external auditor and the head of JMA OMU as contractor.
Terms for the implementation: next external audit.
B) NEW RECOMMENDATIONS EXPRESSED IN 2013 INTERIM REPORTS AND SIMILAR
Action to perform: the service performed must be analytically assessed against the service
requested and the various elements of the assessment should be known; hence the actual
checks and assessments should be explicitly documented and made by the antenna
coordinator as the person who actually exploits the service or the goods and has both
technical and administrative elements as necessary for the statement.
Action to perform: analyse in which way the beneficiary can receive the exact amount due;
for instance re-negotiating bank account conditions if it possible or asking the bank not to
detract these transfer charges from the beneficiary, but charging them to the b.o. bank
account.
61
Responsible
person:
Aqaba
antenna
coordinator
and
accountant/administrator.
the
antenna
Action to perform: record in the car registration book every use of the car (also by a general
indication for ordinary trips in Aqaba).
Responsible person: Aqaba antenna coordinator and the antenna accountant/administrator
depending on who uses the car.
Action to perform: commitments and payments must be decided by the authoriser
(payment is actually implicit in its authorisation).
Responsible persons: JMA director, head of authorising section and head of OMU, each
according to his or her competence; and head of accounting section indirectly, due to her
participation to the process.
Terms for the implementation: next commitments and next payments.
Action to perform: contracts not signed yet must be verified by the authoriser before the
signature26.
Terms for the implementation: next contracts.
Action to perform: contracts already signed must be verified as soon as possible.
Action to perform: strengthen and improve controls on EVRs by first-level auditors, also by
adopting guide-lines to limit each actors discretionary decisions and by formalising
consistent criteria for explicit assessment of EVRs27.
Responsible persons: JTS financial officers, head of authorising section; JMA director also as
JTS ad interim coordinator.
26
This recommendation replaces the recommendation 2013 N. 52.
27
Interact ENPI, Checks of expenditure verification reports, and idem, JMA/JTS check list example, both Fifth meeting of the audit
and finance network of ENPI CBC programmes, Brussels, 19-20 January 2012.
62
Action to perform: train more projects managers and auditors, in order to prevent incorrect
practices and improve their detection in EVRs.
Terms for the implementation: at the beginning of last call projects and 180 days for
projects already on-going.
Action to perform: involved actors will document decisions they take on the eligibility of
each financing, and will express their assessment on EVRs capability to support their
conclusions on expense eligibility and the declaration required by art. 28.2.c IR.
Responsible persons: JMA director, head of authorising section and JTS financial officers.
Action to perform: conformity report will report controls performed and reasons for
quantifying the proposed amount.
Responsible persons: JTS coordinator and project and financial officers.
Action to perform: authorisation for payment will report controls performed and reasons
for quantifying the proposed amount.
Responsible persons: head of authorising section.
Action to perform: define procedures to perform in order to solve irregularities but also
critical issues raised by the project sample auditors and in order to prevent them in the
future.
management unit also with the support by the communication officer if necessary, of the
authorising section, of the internal audit unit and of the accounting section for material
definition, each one according to his or her competence, with any support by the JTS.
Action to perform: define procedures for letting JMA/JTS actors know information coming
from other auditors or controllers and for managing them if need be.
management unit, authorising section, internal audit unit and accounting section for
material definition, each one according to his or her competence, with any support by the
JTS.
63
Action to perform: speed up the definition of best recovery procedures in terms of

effectiveness, efficiency and compliance with the rules and formalise them into an audit
trail to be approved by a specific formal act.
Responsible person: JMA director as overall coordinator and for final approval; the head of
authorising section and the head of accounting section for material definition, with JTS
support.
Action to perform: review the workflow and consequently the audit trail by inserting the
missing steps, evaluating if there are unnecessary steps that can be deleted, making all
steps consistent with the JOP, solving inconsistencies between activities and controls and
among actors, clarifying obscure points, correcting material errors and, if it is possible, by
separating graphically the different phases for ease of use (first pre-financing, following
pre-financing, final payment).
Responsible person: JMA director in cooperation with the head of authorising section, the
head of account section, JTS project officers and JTS financial officers; indirectly, as far as
she is presently involved in the process, the head of operational management unit.
Action to perform: arrange automatic alerts in the monitoring system also for future events
(i.e. by foreseeing them even before their start), in order to give an overview to
interested actors.
Action to perform: arrange that in monitoring system suspensions be taken into
consideration and managed individually, assuring for each of them that the beneficiary be
informed about their reason and showing them with related timing to interested actors,
in order to allow them to organise the actions due.
RECOMMENDATION 2014 N. 79 (SEE ALSO N. 84)

Action to perform: every question must identify a single point of control, to avoid
ambiguity.
64
Action to perform: the control object must be clear so as the control performed, specifying
if the response identifies the existence of a document (or other object) or also evaluates
its content.

Action to perform: questions must be formulated in grammatically affirmative sentences so
to avoid ambiguity in the response.

Action to perform: in compliance with the above recommendations, the answer to all
questions is appropriately such that if the control point is not a problem the answer is
always the same (usually "yes").

Action to perform: if the answer is "N/A" ("not applicable") understanding the reasons
should be easy, otherwise consider requiring appropriate clarifications.
Action to perform: evaluate the opportunity to add to the answers a space for any notes.
For all these actions:
Responsible persons: head of authorising section, head of accounting section, JTS project
officers and JTS financial officers, each for the check-list they use.
Terms for the implementation: next check-lists (except those being presently filled, for
which you need to evaluate the efficiency of adopting the actions proposed in comparison
to the state of implementation).
Action to perform: standardize the wordings indicating in the files names or maybe in the
type the author (with the official name in the Programme) so that for example you can
understand if the document called check-list (or with one of the different abbreviations)
has been drawn up by JTS project officer, JTS financial officer, authorising officer, project
auditor, sample auditor, accounting officer.

Action to perform: as eliminating outdated documents or moving them to a historical
section (which would be better) is hardly possible, add to the name of each file the date
of the final version at the end, to reduce the noise and to facilitate the search according
to the criterion of the content.
Action to perform: possibly indicate in the name also the file format, because in the system
there are documents both excel and pdf but you can see the format only when you open
them.
Responsible persons for all these actions: head of authorising section, head of accounting
section, JTS project officers and JTS financial officers in coordination to each other and all
65
those who upload files in the monitoring system, with the overall coordination of the JMA
director; the head of OMU as involved in the process.
Action to perform: JMA will develop a coherent communication policy with JTS help
(articulated by message kind, if need be), according to criteria of highest effectiveness and
best efficiency and weighting pros and cons of every solution: no unjustified burden
through procedures especially for projects, limiting requested time, convenience of
filtering, etc.
Responsible persons: JMA director by consulting heads of OMU, authorising section, IAU
and accounting section and with help by communication-charged staff.
Action to perform: define and formalize standard procedures for the JTS, the operational
unit or the authorising officer (or, if applicable, the accounting officer) to perform other
direct checks, establishing also the cases in which such procedures apply.
Responsible persons: JMA director also as JTS coordinator, in cooperation with the heads of
OMU and authorising section (and should the case be - the accounting section), if it falls
under their competence.
Action to perform: inform the Commission about the change of the management and
control system compared to that approved by the Commission for preliminary control of
the contracts.
Responsible persons: head of JMA.
Or, alternatively
Action to perform: the preliminary verification of contracts should be performed by the
FCU, and in particular by the authorisation section.
Responsible persons: head of JMA and head of authorising section.
Action to perform: update the audit trail of expenditure for reimbursement by inserting the
verification of contracts before signature.
Action to perform: structure the system in order to include missing content, directly or
through hyperlinks; otherwise, should JMA judge the recommendation not to follow,
justify the exclusion.
66
Responsible persons: head of OMU for the implementation, with any support by the work
supervisor and the officer charged with the implementation; JMA director as coordinator.
Terms for the implementation: for missing structures, 150 days; as far as the contents are
concerned, upload of existing content will start in 30 days if possible under a technical
point of view or otherwise 30 days since the implementation of technical tools and will be
concluded within 120 days, while future actions will be uploaded within 20 days since the
action.
Action to perform: implememt improvements to the monitoring system, already positively
assessed by the JMA, which aim to implement and improve Programme efficiency through
an effective and efficient monitoring of its systems.
Responsible persons: head of OMU as far as the procedure is concerned, head of
authorising section and head of accounting section for the financial aspects (each
according to his or her competence); JMA director as coordinator.
Action to perform: in addition to the said improvements, assess the possibility and the
feasibility of having automatic alerts if projects exceed the timing for the activities, for a
more efficient monitoring also of contents too.
Action to perform: assure financial resources neccesary for accepting the improvement
requests made.
Responsible persons: JMA director, also as JMC chairwoman.
Terms for the implementation: possibly in the budget to be approved for next year.
Action to perform: JMA will assure that the tester committee check also system security.
Terms for the implementation: when testing the system.
Action to perform: make changing ones password possible under a technical point of view
and compulsory while creating profiles.
Responsible persons: head of OMU with the support by the works supervisor and the
officer charged with the implementation.
67
3. RECOMMENDATIONS FOR A FUTURE PROGRAMME

Recommendations that cannot be implemented in the present Programme have been excluded
from the plan of action. For future reference, these are recommendatios numbers 20, 24, 25, 41, 42, 43, 44
and 45.
68
ANNEX 3 AUDIT PLAN FOR THE PROJECTS
ANNUAL REPORT
ON THE IMPLEMENTATION OF THE
AUDIT PLAN FOR PROJECTS
IN TERMS OF ART. 30 OF REGULATION (EC) N. 951/2007
PREAMBLE
According to art. 30 and 37 of the Implementing rules each year the Joint
Managing Authority draws up an audit plan for the projects that it finances and reports to
the European Commission and to the Joint Monitoring Committee.
For this purpose, the JMA has contracted an audit company to examine
documents and conduct on-the-spot-checks of the sample of projects selected1. The
JMA approved the sampling method and the annual plan for projects proposed by the
provider. The project audit provider has been asked to audit the entire payments process
of the 2013 projects sample, which includes the interim reports presented to the JMA in
2012.
While preliminary information about the activity conducted in the first half of 2013
was reported in the 2013 annual report on the implementation of the audit plan for
projects, the 2014 report is dedicated to all the activities, including results and
recommendations.
The first part of the report is written by the sample auditor and describes the
approved sampling method, the sampling procedure, the audit strategy, the audit
procedures, the results in terms of errors detected, the ineligible amounts and the
Contract N. 22 on 22 November 2012 between the ARS and Bompani audit s.r.l., later
transformed for the contracting part to Baker Tilly Revisa s.p.a.
recommended actions. The second part is written by the JMA and describes their
conclusions on the financial management of the projects concerned, the actions that have
been undertaken in consequence and those planned for the future.
Moreover, the first indications regarding activity in 2014 are also included.
ANNUAL REPORT
PART B
CONCLUSIONS DRAWN AND ACTIONS UNDERTAKEN
BY THE JMA
As stated in part A, the results of the audits on the projects cannot be extended to
the population due to the reduced size of the sample. Nevertheless, the critical issues
raised by the sample auditor highlighted some critical areas especially concerning the
controls.
Most of the critical issues were also noticed by the JMA Internal Audit Unit during
the specific audit on the financial management of the projects 1.
In response to both the sample audit results and the internal audit
recommendations, a formal procedure for recoveries was submitted for approval by the
JMC during the first meeting held after the issue of the above mentioned reports. The
JMC had already discussed a draft in May 2012 and during the 9th meeting, held in Aqaba
on the 14 May 2014, they approved the amended draft of the recovery procedure.
Consequently, the amounts detected ineligible by the sample auditor for 2013
shall be recovered by the JMA (as well as those for 2014, as far as the concluded audits
are concerned). If this is the case, these sums shall be recovered by off-setting them with
1
Report N. I-28f. See internal audit annual report 2014, ch. 10.
the sums due after the verification of the final report which is currently being processed
(or with the next interim report awaited from the project audited in 2014).
Moreover, the IAU are taking action in order to give suggestions for the
improvement of the management and control system capacity to respond to the actual
needs highlighted by the sample audit and to the potential ones. Among others, the IAU
have been performing the following.
Risk analysis: collection in a specific folder of elements useful for a risk analysis
for the next project samplings and the next internal audit programmes, as has
happened this year. All these elements will be taken into consideration in order to
have a more grounded analysis and therefore more detailed information on
actions to be undertaken.
Internal audits: to deal with areas identified as sensitive by the results of the
projects audit, a specific check on recoveries has been included in the 2014
internal audit programme and it has been planned for mid September. Hence,
the procedure design and its first results will be checked.
ANNUAL REPORT
ACRONYMS
ARS
autonomous region of Sardinia, the JMA
art.
article
CBC
cross-border cooperation
ch.
chapter
EC
European Community
ENPI
European neighbourhood and partnership instrument
IAU
internal audit unit
JMA
joint managing authority
JMC
joint monitoring committee
s.p.a.
societ per azioni, joint stock company (Inc.)
s.r.l.
societ a responsabilit limitata, limited company (Ltd.)
ANNEX 4 BANK ACCOUNT STATEMENTS

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ENPI CBC Mediterranean Sea Basin

2013 Annual Implementation Report

ENPI Cross Border Cooperation

Programming Period: 2007-2013

Joint Managing Authority

Via Bacaredda 184

Annual Implementation Report

Reporting year: 2013

To be approved by the Programme Joint Monitoring Committee through written procedure

EUROPEAN NEIGHBOURHOOD AND PARTNERSHIP INSTRUMENT

ENPI CBC Mediterranean Sea Basin

ANNUAL REPORT OF THE JOINT MANAGING AUTHORITY

Joint Managing Authority: <Region of Sardinia>

Objective 1 - Communicate effectively to public opinion ........................................................ 39

1. ORGANIZATION AND ACTIVITIES OF THE MANAGING

approval of the list of 38 standard projects to be financed, including 7 projects for

Content of the written procedure

Updated composition of the PSC for the

Updated composition of the PSC for the

Annual Implementation Report 2012

Approval of the Annual Implementation

Approval of the recruitment of one

Minutes of the 8 JMC meeting Larnaca,

Approval of the minutes of the 8 JMC

Major changes to projects MED-ROUTE

Major change to project JOUSSOUR

Approval of the proposed major change

Major change to project ARCHEOMED

Approval of the proposed major change

Major change to project GOUVAIRNANCE

Approval of the proposed major change

Coverage of costs for the participation of

Approval of the coverage of costs for

Major changes to projects BioXplore and

Major changes to project NOSTOI

Coverage of costs for the participation of

Approval of the coverage of costs for

Recruitment of one additional Financial

Approval of the recruitment of one

Financing one additional project (the 39

Approval of the proposal to fund one

Change of project partnerships during the

Approval of the proposed partnership

Recruitment one additional Project Officer

Substitution of the project Beneficiary

Approval of the proposed substitution of

Change of project partnership during the

Approval of the proposed partnership

Terms of reference for a new selection

Approval of the Terms of reference for a

Indicative Working Plan and Financial Plan

Indicative Working Plan and Financial

Major changes to projects ShMILE 2 and

1.2 Project Selection Committee

Total submitted applications: 73;

Applications rejected for administrative reasons: 10 (timing for the administrative

Applications passed to quality evaluation: 63 (timing for quality evaluation: mid

Applications having passed the minimum quality thresholds and recommended to

Applications recommended to the JMC to receive a grant: 31 and 12 in the reserve

1.3 Joint Managing Authority

1.3.2 TECHNICAL ASSISTANCE ACTIVITIES CARRIED OUT IN 2013

Contract for stationery supply;

Contract for planning and realization of the Programme Monitoring System;

Contract for graphic design services;