Conclusions The Chairman invited comments and discussion. He concluded that the work with France had been a wonderful example of how EuFMD can support MS who have taken the lead through their bilateral programmes, for instance in Iran and Northern and Western Africa. The co-operation with Australia had been a very good benefit to the EuFMD and that the training services and system offered to Member States had been assisted through this and that it had been a good decision of the Executive to develop these forms of mutual programme.
Item 3 Work programme for the Phase III of the EuFMD/EC agreement The Chairman introduced this Item and emphasized how the programme had been developed, starting one year before with the planning meeting in October 2012 by the Executive Committee at Pirbright, which was followed by the development of proposed programme for the February 2013 (Executive) and April 2013 (General Session) meetings. Following the latter, the Secretariat had the major task of developing a full set of detailed Work Programmes, with associated budgets. These budgets had been agreed with the EC in the Agreement for Phase III but with the provision that the first Executive Committee after signature would then review the proposed programme and work plans and validate these for implementation. In line with the EC agreement, the Executive would establish a program Steering Committee to ensure any adjustments or change, if recommended by the Executive, would be rapidly resolved with the EC to ensure implementation would not be delayed. An Overview of the Proposed Work Program was given by Keith Sumption (Appendix 7, Overview Paper, and Appendix 8, PPT). He drew attention to the following: -
The balance between Pillars 1, 2 and 3 in effort and financial support, with more allocated to Pillar 1 than Pillars 2 and 3 combined;
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That the Core human resources are provided by the Member States, through their contributions to MTF/INT/011/MUL, whereas the EC fund supports the programme of activities but no full time professional staff;
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That the program is Outcome oriented, with each Component designed to achieve Outputs that are measurable and significant to the principal beneficiaries directly involved (improved systems and capacity in place at the end of the programme). Each Component and each Output has been costed, and so the Executive can see “how much” an Output will cost as inputs, and decide if the outputs are value for money;
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86 Executive Committee meeting of the EuFMD, 17-18 October 2013, Lyons, France
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