MICRO REGIONAL DEVELOPMENT PROJECT
Briefly Overview
Romania has an agricultural capacity of approximately 14,7 million hectares, of which only 10 million are used as arable land. In November 2008, an evaluation revealed that 6.8 million hectares are not used.
Agriculture summed up about 6% of GDP in 2007, down from 12.6% in 2004. As of August 2009, approximately 3 million Romanians (close to 30% of the country's workforce) are employed in agriculture, compared to 4-5% in other Western countries. Mechanization is comparatively poor, with one tractor available for every 54 hectares, while the EU average is one tractor for every 13 hectares. Approximately 170,000 tractors exist in Romania, of which about 80% are aging or obsolete. Unlike Western Europe, where tractors are replaced after 3,000-4,000 hours of use, in Romania they sometimes last up to 12,000 hours
The main problems encountered by Romanian agriculturists are a lack of major investments in agriculture, due to difficulty in accessing available funds, fragmentation and erosion of soil, property-related lawsuits and obsolete technology. Romanian products often fail to meet EU quality standards, which explains their absence on foreign markets, while foreign products are readily available in shops across Romania. Several major companies have entered the Romanian market, including Smithfield Foods,Cargill, Bunge, Glencore, Lactalis and Meggle. These companies have since invested hundreds of millions of euros in Romania.
Highlights
1. High potential along with rising prices of agricultural products on international markets are likely to maintain foreign investors’ interest towards Romanian agriculture
2. Romania has the highest level of family labour force in agriculture in EU 27; low investment rates have left the local agriculture sector at the nature’ mercy and induced an erratic development
3. Highly fragmented land holdings represented a major setback in attracting new investments and affected significantly productivity gains
4. The sector is characterized by a considerable segment of economically and socially vulnerable farm population, who face difficulties in complying with the new and complex set of agricultural requirements Copyright PRITA DEVELOPMENT. All rights reserved.
5. External financing is crucial for agriculture as government’s support for this sector will be modest in the coming years, in line with increased pressures upon public spending from areas with an important social component
6. Banks have so far focused on large customers, rather than small ones to which some national programmes have been addressed and this is very much related to risk taking
7. Current international turmoil is no good news particularly for agriculture
Soaring food prices are an opportunity for countries with strong agricultural sectors
Food prices increased strongly on international markets during the last years, following some specific developments: increasing food demand due to population growth and higher living standards in Asia, increasing biofules demand especially in USA and EU, severe weather conditions that slashed agricultural output in many countries. Important structural changes in global economy, including fast growing GDP in China and India, have been closely reflected by commodity price increases – food, energy, metals.
Potential & Agricultural Regions
The historic provinces of Walachia, Transylvania, Moldavia, Dobrogea, and the Banat have distinct soil and climatic conditions that make them suitable for different types of agriculture. The breadbasket of Romania is Walachia, which provides half the annual grain harvest and roughly half the fruit and grapes. Truck farming, especially in the Ilfov Agricultural District surrounding Bucharest, is also important. Despite the fertility of Walachia's soil, yields fluctuate considerably from year to year because of recurrent droughts. Transylvania, which receives more precipitation than Walachia, has poorer soils and more rugged terrain that restricts large-scale mechanized farming. Livestock raising predominates in the mountains, and potatoes and grains are the principal crops in the central basin. Moldavia has generally less fertile soil than Walachia and receives scant rainfall. Its primary crops are corn, wheat, fruit and grapes, and potatoes. The Banat region has a nearly ideal balance of rich chernozem soils and adequate precipitation. Grain, primarily wheat, is the principal crop; fruits and vegetables are also important. Dobrogea, a region of generally inadequate rainfall, was becoming agriculturally more important during the 1980s, because much of the marshland in the Danube Delta was being drained and brought under cultivation. The traditional crops of Dobrogea are grain, sunflowers, and legumes.
Livestock
Prior to the dramatic increase in grain cultivation in the nineteenth century, livestock raising, sheep breeding in particular, was the most important economic activity in the country. But with the diversion of grazing land and a perennial shortage of fodder, livestock raising fell into decline. After a drastic reduction in livestock inventories in World War II, herds were gradually replenished, but the number of horses continued to decline, as agriculture became more mechanized. Cattle were raised throughout the country, particularly in the foothills of the Carpathians. Sheep predominated in the mountainous areas and Dobrogea. Pigs, poultry, and rabbits were raised on a wide scale.
Private farmers, who produced a large share of livestock brought to market, operated under dire conditions. The state theoretically was obliged to provide fodder to the livestock breeders it contracted to fatten animals. But fodder and protein rich mixed feeds were not made available in the necessary quantities, especially in the 1980s, when imports were drastically curtailed.
Farming Practices
By the mid-1980s, more than 30 percent of the country's 10 million hectares of cropland was irrigated. The remaining 7 million hectares were subject to recurrent and sometimes severe droughts, which were particularly destructive in the southern and eastern regions.
At the same time, large areas of land along the Danube and in its delta were waterlogged, and the government decided to drain much of this marshland and make it arable. The Danube Delta, covering more than 440,000 hectares, was being developed rapidly after 1984. By 1989 some 35,750 hectares had been made arable and large areas of pastureland had been created. By 1990 more than 144,000 hectares of the delta were expected to be useful agricultural land.
Poor crop rotation practices, with corn and wheat sown year after year on the same ground, led to serious depletion of soil nutrients, and supplies of chemical fertilizers were inadequate to restore the lost fertility. In the early 1980s, for example, only thirty-four to thirty-six kilograms of fertilizer were available per acre. Furthermore, much of the best farmland had been severely damaged by prolonged use of outsized machinery, which had compacted the soil, by unsystematic application of agricultural chemicals, and by extensive erosion.
During the first three decades of communist rule, agricultural planners ordered the slaughter of thousands of workhorses, which were to be replaced by more powerful tractors. Indeed, the number of tractors available to agriculture grew from 13,700 in 1950 to 168,000 in 1983. But with the onset of the energy crisis, the regime reversed its policy. A program adopted by the National Council for Agriculture, Food Industry, Forestry, and Water Management in 1986 called for increasing horse inventories by 90,000 head by the end of the decade and reducing the number of tractors in service by nearly one-third. By 1990, according to plans, horse-drawn equipment would perform 18 to 25 percent of all harvesting and virtually all hauling on livestock farms.
Farm Organization
Cooperative and state farms were the two primary types of farm organization, although a significant number of small private farms continued to exist in the 1980s. State farms accounted for more than 17 percent and cooperatives nearly 75 percent of all arable land. In 1982 cooperatives employed 2.2 million farmers, while state and private farms employed about 400,000 each.
The formation of state farms, which were intended to be the rural equivalent of socialist industrial enterprises, had begun as early as 1945. These ideologically favored farms received the best lands expropriated in 1949 and during the major collectivization campaign of the 1958-62 period, and they had priority access to machinery, chemicals, and irrigation water. Because of these advantages, state farms reported higher crop yields than did cooperative farms. Like other state enterprises, state farms operated according to the directives of the central government. Workers received a fixed wage in return for their labor on the farm and had no private plot rights. Their incomes in the 1980s approached those of urban workers.
Although cooperative farms owned their land and certain basic equipment, they had little more autonomy than the state farms. Their directors routinely accepted production directives from Bucharest with little objection. The cooperatives were told what crops to grow, how to grow them, and how much to deliver to the state. Many smaller cooperatives were ordered to combine into associations during the 1970s and 1980s to pool their assets. According to a decree issued by the Council of State, cooperative farmers were required to work at least 300 days per year on the cooperative, and they were subject to transfer to other farms or even to construction and lumber work sites if their own cooperative had no work for them. Between 40 and 60 percent of the average cooperative farm income was derived from the sale of products from private plots. Despite this supplementary income, cooperative farmers earned only about 60 percent as much as their counterparts on state farms in the 1980s. Cooperative farmers also had much smaller pension benefits.
As late as 1988 almost 9.5 percent of the country's 15 million hectares of agricultural land remained in private hands. As a rule, this land was located in relatively inaccessible mountainous regions, where use of heavy machinery was impractical. In addition, in 1988 cooperative farms reserved some 922,000 hectares (about 6 percent of all arable land) for private plots, which were cultivated by families working on the cooperatives. These plots averaged 1,500 square meters in area, but in rugged terrain they could be considerably larger. Thus in the late 1980s, the private sector was still cultivating more than 15 percent of the country's agricultural land--the highest total in Eastern Europe after Poland and Yugoslavia. Privately owned land could not be sold, nor could it be inherited by persons unable to tend it adequately.
Even official government statistics revealed that private agriculture was more than four times as productive as socialized agriculture in the cultivation of fruit; twice as productive in grain growing and poultry raising, and 60 percent more efficient in milk, beef, pork, and vegetable production. In 1987 the private sector produced half the sheep, 40 percent of the beef, 28 percent of the pork, and 63 percent of the fruit output.
Despite the higher productivity of private agriculture and its major contribution to total farm output, the Ceausescu regime systematically penalized the non socialist sector. At the very time most of the communist world was beginning to permit peasants to lease larger tracts for longer periods, Romania was actually reducing the area under private cultivation--from 967,500 hectares in 1965 to 922,841 in 1985. Beginning in 1987, an area of at least 500 square meters (or one-third) of each private plot was required to be sown in wheat, and the harvest was to be traded to the state for the yield from an equivalent amount of land cultivated by the cooperative farm. This policy was designed to discourage peasants from spending an inordinate amount of time cultivating their private plots instead of working for the cooperative. Its effect, however, was to further demoralize the farm population and thus make it less productive.
In the late 1980s, the systematization program aimed to subordinate privately owned land and private plots on cooperative farms to the regional agro-industrial councils and thereby tighten central control of private farming. Systematization would eliminate many of the plots, as villages were leveled to create vast fields for socialized farming. This policy directly contradicted the government's mandate in the 1980s that the population essentially feed itself by cultivating small plots (even lawns and public parks had been converted to vegetable gardens) and breeding poultry and rabbits.
Procurement and Distribution
Economic and Financial Mechanism, were in theory self-financed and self- State farms, like other socialist enterprises after the implementation of the New managed concerns that were expected to earn a profit while delivering assigned quantities of output to the state. In reality, few state farms in the 1980s could turn a profit, because the government's procurement prices were consistently lower than production costs. Cooperatives and private farmers, too, had large state-imposed quotas to fill even before satisfying their own food requirements. A 1984 decree specified the quantity of production to be delivered to the state by farmers. For example, potato growers were required to deliver three tons per hectare of land cultivated, and dairy farmers had to turn over 800 liters of milk per cow. To ensure compliance with the compulsory quotas, Ceausescu reinstituted the Department for Contracting, Acquiring, and Storing Farm Produce, which had been disbanded in 1956. The state was able to hold sway over individual farmers because it controlled the supply of fertilizers, herbicides, machinery, construction materials, and other inputs. To gain access to these materials, the farmer had to sign delivery contracts. Farmers who failed to comply with the delivery quotas even risked losing their land.
Farmers were permitted to keep for their own use any food remaining after their quotas had been filled, and they could sell the surplus at farmers' markets, where prices in the early 1980s were frequently five times the state procurement prices. A law passed in 1983 required peasants to obtain a license to sell their products on the open market, and it imposed a maximum commodity price of 5 percent above the state retail price. Disappointing harvests in the early 1980s convinced the government to raise procurement prices. As a result, peasant incomes rose by some 12 percent between 1980 and 1985, and farm output increased by about 10 percent. Private farmers in the mid-1980s were obliged to sell to the state 30 percent of the milk, 50 percent of the pork, 12 percent of the potatoes, and comparable shares of other commodities they produced.
Throughout the 1980s, a self-sufficiency program, mandated by the PCR, was in effect. Each village and judet was responsible for producing, to the maximum extent possible, the food needed by the local population. In reality the program was another means for procuring agricultural products for export. Nearly all the production from the three types of farms was confiscated by state procurement agencies, which then returned the amount of food the state deemed sufficient to meet the dietary needs of the village and judet. The quantity returned invariably was less than that delivered. The self-sufficiency program in effect reversed the rationalization of the 1970s, when regions specialized in the crops and livestock best suited to local conditions. Thus a portion of the prime grain lands of Walachia had to be diverted to truck farming, while cool, wet regions of Transylvania attempted to grow sunflowers. The self-sufficiency program seriously impeded the distribution of agricultural products among regions and damaged the domestic marketing system.
The party secretary of each judet was responsible for delivering a specified quota of food to the state. Because these individuals reacted in different ways to the countervailing needs of their constituents and the central authorities, there was considerable regional variation in food supplies. Many party secretaries began understating output figures so that less would have to be delivered to Bucharest and more would be available for the people of their judet. Aware of this regional variation, citizens made food-hunting forays into other judete hoping to find stores better stocked. Ceausescu ordered the militia to monitor the highways and railroads to prevent "illegal" food trafficking.
The Ministry of Agriculture and Food Processing itself was torn between a sense of responsibility to safeguard the interests of the agricultural sector and its obligation to fulfill the regime's mandate to maximize procurement. To resolve these conflicting loyalties, in February 1986 a separate Ministry of Food Industry and Procurement was established.
Consumption
Although gross agricultural output had been increasing at a rate four times higher than population growth between 1950 and 1980, food availability remained inadequate. In 1981 rationing was imposed for the first time since 1953, and it remained in effect throughout the decade, as the regime exported as much as possible to pay off the foreign debt. In 1985 the average citizen was eligible to receive 54.88 kilograms of meat and fish, 1.1 kilograms of margarine, 9.6 kilograms of cooking oil, 14.8 kilograms of sugar, 114.5 kilograms of flour, 45.3 kilograms of potatoes, 20 kilograms of fruit, and 114 eggs per year. In reality, most Romanians were unable to obtain even these scant rations, as the situation deteriorated even further in following years. The food supply program of 1988 enacted by the GNA provided for an annual per capita consumption of 38 liters of milk, 3.5 kilograms of cheese, 1.5 kilograms of butter, 128 eggs, 21 kilograms of sweets, 3.6 kilograms of rice, 500 grams of oatmeal, and 22 kilograms of cornmeal.
Reliable statistics on food consumption were not available during the 1980s. Comecon statistical reports omitted Romanian data after 1981. Romania's own statistical yearbooks stopped reporting figures for consumption of food and many other commodities, including clothing, appliances, automobiles, and bicycles. Ceausescu claimed in November 1988 that the daily per capita calorie intake of Romanians was 3,200 calories, which he termed excessive. He promised to improve food supplies in 1988 by slaughtering 8 million sheep and between 7.5 and 12.5 million hogs- -an unlikely proposal considering that the entire national inventory included only 18.6 million sheep and 14.3 million hogs.
Rural Development necessity
The changing global context adds new urgency. Sudden increases in food prices in 2008
drove an estimated 8 million people into poverty.
The seasonal nature of agriculture resulted in a lagged production response. Global food prices more than doubled from 2006 to mid-2008, then declined by 30–40 percent through to the end of May 2009. Global food prices are now increasingly being driven by events exogenous to the food sector. Future prices are expected to remain higher than in the 1990s and likely more volatile. Higher price volatility may dampen supply response to higher average prices, negatively impacting both poor producers and consumers. In addition, the financial crisis has both slowed growth and trade.
Resultant declines in government revenue have curbed the ability of governments to respond.
Exchange rate depreciations have also kept food prices high. Tighter lending practices of commercial banks have led to higher interest rates on farmer and gribusiness
borrowing and lowered subsequent investment in the sector.
Lower remittances and migration back to rural areas have lowered purchasing power and pressured household budgets.
The severity of the impact of the food and financial crises has been amplified by broader trends that need to be acknowledged in future action. These include the ability of institutions, policy, and investment to respond to accelerated demand for food, globalization of markets and associated risks, rising urbanization, growing land and water scarcity, and climate change.
Each has implications for the role of agriculture in the broader economy, and the associated priorities for action.
Climate change adds to the uncertainty. Yet global annual growth rates in yields of major grains have declined from around 3 percent in 1980 to 1 percent today.
These trends place upward pressure on food prices, on further deforestation for crop area expansion and associated climate change impacts. Substantial investment in agricultural productivity growth is needed now.
Seventy-five percent of the world’s poor live in rural areas, and most are involved in farming. Overall GDP growth originating in agriculture has proven to be, on average, two to four times as effective in raising incomes of the poor as growth generated in nonagricultural sectors. Maintaining and enhancing these poverty reducing impacts of
agricultural growth will require concerted efforts to integrate smallholder farmers into growing global agricultural markets and supply chains..
Climate change is likely to expose more people, more frequently and
for longer periods to threats to their livelihoods. Agriculture can play a significant
role in mitigating climate change, but adaptation also remains important. Productivity
growth potentially reduces the need for deforestation. More drought tolerant
crops and livestock breeds can improve resilience.
Education and training can improve management of climate induced changes in pests, weeds, and diseases. Better managing agricultural intensification can reduce GHG emissions, as can sequestering more carbon in the soil.
The latter offers an important potential income source for the poor, but only if soil carbon sequestration is adequately included in future carbon trading systems.
Project leader together with “Ben Gurion” University
Rural development involves highly individual projects designed and executed by local partnerships to address specific local problems, to improve the quality of life in rural areas and encouraging diversification of the rural economy
MICRO REGIONAL DEVELOPMENT PILOT PROJECT
The economic and social situation of most Romanian regions deals with major dysfunctionalities and is characterized by the lack of coherence and the lack of a rigorous plan that would stimulate the community development. In substance, the problems that determine the existing situation are:
a. The government does not have any coherent strategic programs for a regional development. The existing policies are, in case they exist, purely declarative and elaborated without clear methodologies or the necessary instruments for their implementation.
b. The banking system does not participate effectively in financing the small production activities and the rural micro farms. The banks are oriented towards the big projects, are centered on financing the current needs of the state – that practically absorbs everything that the banks dispose of. This makes the latter lose their interest in co-financing smaller projects.
c. The demographic situation tends to become critical: in the rural areas, the young have little chance to establish their own micro farm/ small production workshops. As a result, they are nearly forced to head for the big cities or other European countries.
d. The present economic crisis, correlated with uninspired policies for crisis situations, causes the states’ helplessness in sustaining this type of projects in the near future, projects that would insure some minimal conditions for a natural development of the rural regions.
Therefore, we consider that a pilot project in this sense should incorporate the following directions:
I. SETTING UP A REGIONAL CENTER FOR THE COORDINATION OF THE PILOT PROJECT
A central executive office is established, coordinating the project implementation and monitoring the different segments. It acts correctly to correlate the right execution of the different work directions. It can be a non profit organization or an advisory services company that will contract the execution of the project.
II. ESTABLISHING A GUARANTEE FUND FOR FINANCIAL CREDIT AVAILABLE FOR THE SMALL PRODUCTION, EXCLUSIVELY FOR THE MAIN DIRECTIONS OF THIS PROJECT.
No regional development project can be implemented if there is no simplified and flexible financing of the different activities the project involves. Romania has a well working, modern and professional banking system. What all banks want is to increase its profit and its financial and strategic interest in a certain market. What is missing now for a bank to be interested in such projects as the one presented here, is the guarantee that this project will be implemented. The Romanian government does not offer any guarantee that it can carry out a strategic project, according to a graphic. The renown and the image of the “Ben Gurion” University can help at surpassing this deadlock.
Working possibilities:
a. An auction organized by the “Ben Gurion” University having as result the financing of the project insured by one Romanian bank.
b. The “Ben Gurion” University will directly assign an Israeli bank/ an agreed bank to finish the project
What needs to be mentioned is that the project should not “absorb” money, but it should have the financial support for its implementation and it should offer the bank the certainty of a profitable progress (the payments will be made only through the agreed bank, all the local investment will be analyzed and will integrate in normal banking projects, i.e. investment projects).
III. ESTABLISHING A FREE OF CHARGES ADVISORY SERVICES CENTERS, OPEN FOR ALL THOSE WHO APPLY FOR ONE OF THE SMALL INVESTMENT PROJECTS THAT COMPLY WITH THE CONDITIONS OF THE PILOT PROJECT.
The main coordinating center of the “Ben Gurion” project will set up free of charges advisory services offices, in 4-5 smaller cities in the project’s implementation region. They will insure actual, technical consultancy for the village smaller businesses that will be financed and implemented in the pilot project conditions.
IV. SETTING UP A WELL DEFINED PROGRAM OF MEASURES THAT SHOULD MOTIVATE THE PRESENCE OF SPECIALISTS IN THE RURAL REGIONS
Our project should stimulate specialists (university graduates) to open small technical advisory services offices (e.g. agronomists, veterinarians, IT specialists etc.) through the granting of a rural region installation credit, with interest rates subsidized by the central office and the granting of some amenities and firm contracts, meant to motivate them in opening their offices in the regions the central office is interested in.
In each of the centers where the advisory services offices will be set up – in small towns or villages - , motivation projects should be coordinated, so that specialists establish in every village a work office (e.g. agronomy, phytosanitary offices or veterinary medicine)
It is absolutely necessary to stimulate specialists’ relocation in the rural areas. For this to happen, some motivational factors must be found, such as form contracts that would ensure their services through the direct intervention of the central coordinating office.
V. ORGANIZING AN ACQUISITION - PRESORTING - PACKAGING - SALE SYSTEM AND ORGANIZING A CENTRALIZED ACTIVITY OF CONCLUDING SALE AGREEMENTS FOR THE PRODUCTS.
The central coordinating office will elaborate a plan for setting up some regional acquisition offices for the farmers. These centers will be organized according to business criteria; will ensure the financing of the production and the cultures and will buy the production obtained. Moreover, they will elaborate a plan and will conduct activities such as production contracts with distributors and wholesalers, will stimulate the creation of contractual relationships with foreign market agents.
VI. ELABORATING A PLAN FOR THE PROJECT, THAT WOULD ENSURE THE COMPATIBILITY OF THE MAIN ACTION DIRECTIONS OF THE PILOT PROJECT WITH THE ONES ESTABLISHED FOR THE EU STRUCTURAL FUNDS.
The project should take into account correlating its main directions with the ones imposed by the non-refundable EU support and also compensating for the existing dyfunctionalities in accessing these funds. The main problem for small farmers and entrepreneurs in the case of structural funds is the lack of specialized services and this will be one of the main directions our project will work in. Thus, a great part of the necessary project implementation funds will be ensured from EU funds. Therefore, it is necessary that the central coordination office should correlate its implementation measures with those eligible for non-refundable financing and to help the areas that are not covered by these.
REGIONAL DEVELOPMENT PLAN
FUNCTIONAL DIAGRAM
Segment 1
segment 2 segment 3 segment 4
SEGMENT 1 – CONSULTANCY OFFICE
DIRECT COORDINATION: CCO
LEVEL 1 : CONSULTANCY CENTERS - selects the eligible activities and entrepreneurs for the project
- Elaborates the necessary technical documentation;
- insures the projects’ management;
- Insures the necessary commercial and juridical assistance for the created businesses;
LEVEL 2 : SPECIALIZED SERVICES - specialized services necessary for the ongoing of the project generated activities (e.g ACCOUNTING, FINANCIAL/LAW ASSISTANCE, AGRONOMISTS/PHYTO-PATHOLOGISTS, IT SPECIALISTS/SYSTEMS, MECHANIC WORKSHOPS/EQUIPMENT SERVICES a.s.o)
LEVEL 3 : LOGISTICS/SALE - elaborates stimulation policies for cultures having a big potential market;
- Elaborates and implements contracting policies for the resulting production;
- Insures the contracting for the production and insures the target-market and firm contracts for selling the products.
SEGMENT 2 – MICRO FARMS : AGRICULTURAL PRODUCTION
DIRECT COORDINATION -> Segment 1 - CONSULTANCY OFFICE
Project 1 Project 2 Project 3 Project 4 Project 5 ….. Project N
The segment-2 regional consultancy office - insures the identification of potential applicants for accessing eligible projects,
- provides the technical pre-analysis
- elaborates the necessary documentation, under the direct guidance of CCO
- provides the project management for all the projects
- provides the current technical services (financial relationships, accounting, juridical assistance, dissemination and different interconnections with other segments)
- provides commercial assistance for the ongoing businesses, in relationship with the segment specialized in contracting the production
- offers assistance in evaluation and efficiency studies for the internal organization of the business.
SEGMENT 3 – SMALL INDUSTRY/ PRODUCTS’ PROCESSING
DIRECT COORDINATION –> Segment 1 – CONSULTANCY OFFICE
The segment 2 consultancy office identifies the needs involved by the outgoing production, by setting up cultures (segment 2) and offers advantageous conditions for opening small processing factories for those products resulted from the setting up of cultures, within the accepted projects. For example: if in segment 2 the micro-farms produce cereals, in segment 3, the encouraged projects will be those concerning mills, packing departments for corn/flour/other. If, in segment 2 microfarms produce vegetables, the encouraged projects for segment 3 will involve cans production, pre-packing and distribution etc.
SEGMENT 4 – AGRICULTURAL ACQUISITION CENTER
DIRECT COORDINATION - CCO
This center is organized so that it can assure the contracting of the obtained production; it provides the necessary quantities of seeds, fertilizers, phyto-sanitary treatments, irrigations etc.
It provides the preferred products for insuring the raw material for the set up projects; it obtains selling contracts for the production, through contractual relationships with intern and international wholesalers etc.
Start-up Budget issue:
ANEXA 1
The rural Development Plan is organized around five focal areas:
• Raise agricultural productivity—including support to increased adoption of improved technology(e.g., seed varieties, livestock breeds), improved agricultural water management, tenure security and land markets, and strengthened agricultural innovation systems.
• Link farmers to market and strengthen value addition—including continued support for investments in transport infrastructure, strengthened producer organizations, improved market information, and access to finance.
• Reduce risk and vulnerability—continued support for social safety nets, for better managing
national food production, innovative insurance products, protection against catastrophic loss, and reduced risk of major livestock disease outbreaks.
• Facilitate agricultural entry and exit and rural non farm income—including improved rural investment climates, and upgraded skills.
• Enhance environmental services and sustainability—including better managed livestock intensification, and support to link improved agricultural practices to carbon markets (e.g., through soil carbon sequestration).
Immediate Steps:
• identify the areas where the use of EU support for rural development adds the most value at EU level;
• make the link with the main EU priorities;
• ensure consistency with other EU policies, in particular those for economic cohesion and the environment;
• assist the implementation of the new market-oriented CAP and the necessary restructuring it will entail in the old and new Member States.
sâmbătă, 25 februarie 2012
luni, 20 iunie 2011
Energie din deseuri - un vis frumos sau o realitate ?
Ultimele evolutii ale pietei resurselor combustibililor , evoloutiile strategice pe piata petrolului si gazelor naturale , ca si schimbarile climatice generate de incalzirea globala , au determinat majoritatea statelor lumii sa treaca la actiuni concrete pentru redefinirea strategica a asigurarii surselor de energie .Astfel Uniunea Europeana si-a stabilit prin planuri strategice stimularea dezvoltarii productiei de ,,green energy'' utilizand toate formele de surse ,,regenerabile '' de energie , apa , vant , soare , plante ...in acest segment poate fi integrat si gunoiul menajer , vazut ca sursa continua si nelimitata de materie prima , necesar a fi refolosita .Transformarea lui in energie utile , este o preocupare stringenta a oricarei entitati statale si administrative .Din pacate , desi avansul technologic este considerabil , autoritatile romanesti sunt extrem de reticente la incurajarea parteneriatelor cu entitati private dispuse sa investeasca in acest sector .Este cazul nostru , si mentionez ca , prezentul demers este adresat oricarei persoane cu putere de decizie sau loby , in sensul legal acceptat in lume , pentru stabilirea unui astfel de parteneriat.Avem nevoie doar de acordul autoritatii publice pentru a dezvolta un proiect de conversie ecologica a deseurilor municipale in energie , termica si /sau electrica .Astepatm cu speranta !
DETALII (english) :
Table of Contents
Introduction/Business model
4Green specializes in comprehensive solution for waste treatment, (MSW), and Animal manure from agriculture. We also provide agriculture planning and consultant services,
We have a multidisciplinary team of experts which are assembled in accordance with each project nature, goals and client’s needs and concerns.
4Green performs within a step by step frame of work system. We enable our client to choose the services he wants from the scope of services we provide. We conduct brain storming and roundtable discussions after the first phase, (preliminary study), and in the second phase, (comprehensive project file).
4Green Canada insists on performing and complying with the sequence of its action plane list, step by step.
Our team
Our team includes leading professionals and experts in their fields.
Emil Cohen, Agronomist, CEO, Agriculture consultant. Waste management expert.
Dr. Gregory Yomdin Economics, statistics researcher and model developer
Eng. Frank Riedel, machinery, waste treatment plants, Germany
Eng. Olaf Goetting, Process Engineer, for waste treatment Germany
Eng. Morris Ben Dahan, Management and Safety, Israel
Dr. Eli Elbaz, Psychologist, Community Involvement and Awareness, Israel.
Farage Josef. Accountant; funding expert. Israel
Dr. Zina Zugman, Researcher, Israel
Igal Foux, expert guide for dairy cattle branch. Israel
Nitsan Rotman, Agronomist and guide for orchard.
Yoni Gal, Agronomist, Orchards soil and water expert
Dr. Hadas Cohen, Entomology Pesticide Expert.
Ira Rubin Alkalai, legal advisor.
Guidelines for planning
Our approach for Waste Management projects is based upon few main guidelines amongst them:
• Central Waste Treatment Plant, (CWTP),- all waste is disposed and treated under one roof.
• Location, the optimal site for waste treatment are closed disposal sites; active disposal sites; nearby wastewater treatment plants.
• Modularity and Flexibility, The plant should be modular for future expansion.
• The plant should flexible to receive and treat efficiently varied sources of waste: municipal solid waste; agriculture waste and residues; animal manure; food industry; slaughterhouse waste; sewage sludge (WWTP).
Methods and tools
To accomplish best results in comprehensive solutions for urban waste treatment and, we apply our action plan list step by step approach and implement our guidelines framework. Models for biogas prediction; model for collection and transportation of waste; Mass and energy balances; Norms and statistic official tables.
Our team of expert led by Emil Cohen and Dr. Gregory Yom din
The services we provide/perform.
4Green provides the following services and works:
1. Consultancy services for urban waste management, MSW and Animal manure.
2. Preliminary reports and surveys
3. Comprehensive study and project files
Including CDM services, preparing PIN, PDD, negotiations and correspondence until registration of the project
4. Complete package of escort for agriculture and waste management project. A-Z management.
5. Stuff training and ongoing escort for guidance as requested by the client.
6. The cost for comprehensive study is 70,000 €.
Comprehensive study includes: advanced data processing; application of models and further calculations; detailed investment presentation; quotations from suppliers for the equipment and facilities; accurate calculations and evaluation of environment, technological, community and economical aspects; all necessary permits and licenses, for building, marketing, contracts and land lease agreements; approvals and endorsement letter from local authorities. proposed financial solution; contracts with companies and suppliers; framework and timetable of the project; list of engineering services and providers; proposed engineering supervision; stuff training plan; possible local abilities that can participate in the project; CDM services,(PIN,PDD, etc..). Complete business plan ready for external due diligence.
Estimated 60 working days
CDM services,(PIN;PDD), 40 working days.
Costs for Validator contract and due diligence excluded
DETALII (english) :
Table of Contents
Introduction/Business model
4Green specializes in comprehensive solution for waste treatment, (MSW), and Animal manure from agriculture. We also provide agriculture planning and consultant services,
We have a multidisciplinary team of experts which are assembled in accordance with each project nature, goals and client’s needs and concerns.
4Green performs within a step by step frame of work system. We enable our client to choose the services he wants from the scope of services we provide. We conduct brain storming and roundtable discussions after the first phase, (preliminary study), and in the second phase, (comprehensive project file).
4Green Canada insists on performing and complying with the sequence of its action plane list, step by step.
Our team
Our team includes leading professionals and experts in their fields.
Emil Cohen, Agronomist, CEO, Agriculture consultant. Waste management expert.
Dr. Gregory Yomdin Economics, statistics researcher and model developer
Eng. Frank Riedel, machinery, waste treatment plants, Germany
Eng. Olaf Goetting, Process Engineer, for waste treatment Germany
Eng. Morris Ben Dahan, Management and Safety, Israel
Dr. Eli Elbaz, Psychologist, Community Involvement and Awareness, Israel.
Farage Josef. Accountant; funding expert. Israel
Dr. Zina Zugman, Researcher, Israel
Igal Foux, expert guide for dairy cattle branch. Israel
Nitsan Rotman, Agronomist and guide for orchard.
Yoni Gal, Agronomist, Orchards soil and water expert
Dr. Hadas Cohen, Entomology Pesticide Expert.
Ira Rubin Alkalai, legal advisor.
Guidelines for planning
Our approach for Waste Management projects is based upon few main guidelines amongst them:
• Central Waste Treatment Plant, (CWTP),- all waste is disposed and treated under one roof.
• Location, the optimal site for waste treatment are closed disposal sites; active disposal sites; nearby wastewater treatment plants.
• Modularity and Flexibility, The plant should be modular for future expansion.
• The plant should flexible to receive and treat efficiently varied sources of waste: municipal solid waste; agriculture waste and residues; animal manure; food industry; slaughterhouse waste; sewage sludge (WWTP).
Methods and tools
To accomplish best results in comprehensive solutions for urban waste treatment and, we apply our action plan list step by step approach and implement our guidelines framework. Models for biogas prediction; model for collection and transportation of waste; Mass and energy balances; Norms and statistic official tables.
Our team of expert led by Emil Cohen and Dr. Gregory Yom din
The services we provide/perform.
4Green provides the following services and works:
1. Consultancy services for urban waste management, MSW and Animal manure.
2. Preliminary reports and surveys
3. Comprehensive study and project files
Including CDM services, preparing PIN, PDD, negotiations and correspondence until registration of the project
4. Complete package of escort for agriculture and waste management project. A-Z management.
5. Stuff training and ongoing escort for guidance as requested by the client.
6. The cost for comprehensive study is 70,000 €.
Comprehensive study includes: advanced data processing; application of models and further calculations; detailed investment presentation; quotations from suppliers for the equipment and facilities; accurate calculations and evaluation of environment, technological, community and economical aspects; all necessary permits and licenses, for building, marketing, contracts and land lease agreements; approvals and endorsement letter from local authorities. proposed financial solution; contracts with companies and suppliers; framework and timetable of the project; list of engineering services and providers; proposed engineering supervision; stuff training plan; possible local abilities that can participate in the project; CDM services,(PIN,PDD, etc..). Complete business plan ready for external due diligence.
Estimated 60 working days
CDM services,(PIN;PDD), 40 working days.
Costs for Validator contract and due diligence excluded
sâmbătă, 11 decembrie 2010
Proiect RENEWABLLE ENERGY
BUSINESS PLAN
BUILDING A MICRO HYDROPOWER PLANT
PROJECT DATA
Project Title
Micro hydropower plants
Location
Romania
Project Nr.
…………..
Sponsor
Created by
BULINTIS , IULIAN
Nr.
Rev -1-
Date
02/23/10
Starting year
2010
Starting date
05/15/10
Construction period
……………… Months
Income tax rate
10,00 % per year
Tax exempt
5 Years
Depreciation
1 Year
Inflation rate
3,00 % per year
Discount rate
8,00 % per year
Local Currency
RON
Exchange rate
4,20 RON/EUR
Project Currency
EUR All sums in EUR x 1000
OVERVIEW
For Romania, the hydro potential represents an alternative for the sustainable development of the energy sector, taking into account the limited resources in raw materials but also the need to obtain cheaper energy that does not produce greenhouse gas emissions. Considering Romania’s huge potential, the necessity to exploit this potential, our experience in this field and the commercial relationships established so far, we have decided to invest in the production of energy from renewable sources, to implement the result of our research in this field in the famous Romanian Carpathian Arc area and to set up a chain of hydropower and agrotouristic objectives called “Micro hydropower chain in the turbine-cascade generator system”.
The promotion of renewable energy (E-SRE) represents a necessity in this period, an imperative motivated by:
- the environment protection
- the energetic independence growth in imports, through the diversification of energy supply sources and also in the matter of economy and social cohesion.
The Directive 2001/77/CE of the Council and the European Parliament concerning the promotion of renewable energy on the internal market represents the first actual action of the European Union for attaining the greenhouse emission gas reduction obligations for which it has committed by the ratification of the Kyoto Protocol.
OBJECTIVES
- the study of Romania’s hydrologic basin
- establishing the areas in which the future micro hydropower plants and the touristic objectives will be built.
- conducting hydrographic studies to establish the annual average flow of the watercourse and topographic measurements needed for the execution of the construction project for each of the hydropower objectives.
- contracting the Local Authorities to concession / buy the land where the objectives will be built.
- initiating the elaboration of the necessary documentation to obtain the environmental authorization for each of the areas and obtaining the other authorizations from the respective State Authorities, necessary for the implementation and completion of these objectives.
- identifying constructors with international experience in the machinery production, installations and hydro equipments.
- the study of prices of the necessary materials for the construction process of the micro hydropower plants and of the touristic objectives.
- studying the pricing of international producers for machines, equipments and installations and the way in which they can be contracted (pre contracting).
THE BUSINESS IDEA
Implementing this project will imply lots of benefits for the Romanian company by the fact that the energy needed for the harmonious development of the company will be produced from renewable sources, with minimal production costs for a long period of time and will result in the reduction of greenhouse gas.
ADVANTAGES
- Better use of the kinetic power of mountain watercourses for the production of electric energy from renewable sources
- Better use of the touristic potential, promoting the mountain routes and the local attractions and also the bio-zoological resources and the specific products.
- The electrification of the farthest and disadvantaged inhabited areas from the Carpathian Arc.
- Creating jobs in these disadvantaged regions.
- Increasing the electric energy production in Romania, with lower costs in constructions, maintenance and production.
- Maintaining the ecologic equilibrium through the construction of micro hydropower plants on the banks of watercourses, without modifying the water flow and without building any locks or barriers.
- Using both banks of the watercourse for setting up the objectives for which the level difference and the water flow are important.
- Expanding the electric energy distribution area through the construction of new networks, in partnership with important distributors.
- Future diminution of the buying price of electric energy for the industrial and civil consumers.
ENTREPRENEURS
Company Name
Organigram
Management – The Administrative Council represented by the President (the administrator) and the Chiefs of Departments.
Departments:
- Marketing Department
- Financial-Accounting Department
- Technical-Design Department
- Contracting- Supply Department
- Work Protection Department
- Legal Department
- Maintenance-Exploitation Department
All these departments will be created by hiring personnel with a high degree of specialization and with experience in the domain.
MARKETPLACE
Taking into account the need for energy supply of homestead consumers but also of the industrial ones and the fact that the natural gas and fossil fuels resources are almost over, the setting up of such objectives is self-imposed. This type of objectives would produce the necessary electric energy from renewable sources and this would protect the environment through the reduction of the harmful greenhouse gas emissions. It has been demonstrated that the hydroenergetic potential has been used in several productive activities, resulting in huge benefits for the companies. Nowadays, we see clearly that this huge potential is one of the worldwide inexhaustible resources that can save humanity by insuring the electric energy supply and by creating an unpolluted environment.
The competition in the energy production field is obvious by the fact that the producers that use natural resources succeed in insuring 90% of the world necessary electric energy, but in the future, when those resources will be over, the humanity will concentrate on the production of energy from renewable resources.
Therefore, this competition diminishes and those who invest in such objectives will become the future large producers.
TECHNICAL DATA
The realization of the hydropower objectives needs:
- CROSSFLOW (banki) turbines
- CO’CLEA (gravitational) turbines
- Hydraulic wheels
FUNCTIONNING CONDITIONS
CHEMP’s role is to adjust the raw/untreated water flow and to add value to its potential by injecting the energy produced into the SEN. CHEMP will by equipped form the point of view of the automation, protections and distance control so that it will function entirely automatic, only by periodic surveillance. The automation system with a programmable automat (PLC) for micro hydroaggregate includes all the informational and control levels to insure the safe power functioning.
The command system allows distance communication by means of the SCADA system (or GSM modem), with the possibility of distance transmission of signals and commands: water level, currents, pressure, active energy, reactive energy, temperatures etc.
CO’CLEA turbine – ADVANTAGES
- It does not need adjustments – the CO’CLEA turbine auto-adapts at the network frequency and water flow.
- Its efficiency is higher compared with the hydraulic wheels or other turbines and it does not considerably modify in case of flow variations.
- It is a rough construction; it is wear and tear resistant, without functioning problems.
- It does not imply large civil constructions or underground constructions
- It does not need cleanup or permanent maintenance.
- It does not disturb the fauna or the fish flows.
- Automatic adjustment and functioning.
THE PRODUCER DELIVERS THE FOLLOWING MACHINES, INSTALLATIONS, EQUIPMENTS AND MATERIALS
Turbine and accessories
- CO’CLEA turbine
- Speed: 96/min, max.speed 466/min.
- speed detection sensors
Speed Multiplier/ Couplers
- Frontal speed multiplier with oil cooler
- Temperature sensor 1xPT100
- Multiplier anchor bolts
- Couplers between the turbine, the multiplier and the generator.
- Fenders for the rotating parts
- Oil for primary filling
Generator
- Sincron generator, nominal power PN= 450 kVA
- Nominal speed 1000/min., max.speed 2376/min. (time = 15 min.)
- Frequency 50 Hz, power factor 1,0, tension 400V
- Protection class IP 23, cooling IC 01, Isolation class H/F
- Sensors for temperature detection
- Generator anchor screws
Command and automation system
CONSTRUCTIONS AND THE FUNCTIONNING PRINCIPLE OF THE HYDROENERGETIC OBJECTIV IN CASCADE
For the functioning of each hydroenergetic objective the following steps are necessary:
A) Setting up an upstream catchment outlet without using locks or barriers and equipping it with automatic protection and cleaning systems.
B) One or both shores will be equipped with aqueducts through which the water will reach the turbine.
C) Putting up the construction in which the turbine-generator ensemble, the electric equipments and the control-monitoring system
D) The evacuated water from the first turbine will be directed to the second turbine by means of adduction pipes and stilling basins, taking into account the level difference, necessary for an optimal functioning.
E) This principle is repeated until the difference in level is no longer significant and the water is directed to the river bed, thus, a hydroenergetic objective can contain a large number of turbine-generator ensembles.
F) The power resulting from this type of hydro objective is given by the total power of the turbine-generators and can reach aprox.10 Mw/h.
G) There can be many hydro objectives on one watercourse in case the water flow and the level difference are considerable.
H) For each objective the construction implies:
- the adduction channel
- the stilling basin
- the adduction pipe
- pressure and flow adjustment valves
- the building hosting the turbine-generator, the electric equipments, transforming section, maintenance and repairs workshop.
- stilling channel and water transportation to the next turbine
- administrative office (space for offices and for the touristic activity)
FUNCTIONING PRINCIPLE SCHEME
1) Water adduction channel
2) Forced velocity channel, the area for setting up the upstream hydraulic wheel
3) Adduction pipe with the pressure/retaining valve
4) Cross flow turbine building
5) Stilling basin
6) CO’CLEA turbine
7) Stilling basin
8) Forced velocity channel, the area for setting up the downstream hydraulic wheel
9) Discharge channel
A hydropower objective is composed of 2 cross flow turbine-generators (2X760 = 1520 kw/h), 2 CO’CLEA turbine-generators (350x2 = 700 kw/h) and 10 hydraulic wheel turbine-generators (45x10=450 kw/h). The resulting power is 2670kw/h = 2,67 Mw/h
PROJECT IMPLEMENTATION
By building 25 hydropower objectives, the resulting power will be of 6675 kw/h = 66,75 Mw/h
The 25 micro hydropower plants can be built in a rhythm of 5-7 objectives per year.
Taking into account all the factors (authorizations, financing, design, constructions, transport, equipment, installations, machines setup technologic tests,) we have concluded that in the first year, a number of 2-3 objectives can be set up. The following years will mean 5-7 objectives per year. After acquitting the financing from the obtained benefit, this process will continue.
Annual production and the outcome value for selling energy and green cards
No. 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Hydropower plants 0 2 7 12 17 22 27 29 31 33
Actual production 0 32.040kw /year 112.140 kw/year 192.240 kw/year 272.340 kw/year 352.440 kw/year 432.540 kw/year 464.580 kw/year 496.620 kw/year 528.660 kw/year
Income – selling of electric energy 0 1,442 mil.euro 5,046 mil.euro 8,650 mil euro 12,255 mil.euro 15,869 mil.euro 19,464 mil.euro 20,906 mil.euro 22.348 mil euro 23,790 mil euro
Income – selling green certif.. 0 1,762 mil euro 6,168 mil euro 10,573 mil euro 14,979 mil euro 19,384 mil euro 23,790 mil euro 25,552 mil eur 27,314 mil euro 29,076 mil euro
TOTAL 0 3,204 mil euro 11,214 mil euro 19,223 mil euro 27,234 mil euro 35,244 mil euro 43,254 mil euro 46,458 mil euro 49,662 mil euro 52,866 mil euro
The average price for the electric energy = 45 EUR/Mw
The average price for Green Certif. = 55 EUR/GC
WORK FORCE, EMPLOYEES
No. Job name Qualification Net salary/month
(EUR) Gross salary/month
(EUR) Annual Spending/ retributions (EUR)
1 Administrator Higher Education 1500 2200 26400
2 Marketing Dir. Higher Education 1000 1500 18000
3 Financial Dep.Dir Higher Education 1000 1500 18000
4 Technical Dep.Dir Higher Education 1000 1500 18000
5 Contracting Dep.Dir Higher Education 1000 1500 18000
6 Work Prot.Dep.Dir Higher Education 1000 1500 18000
7 Legal Depart.Dir Higher Education 1000 1500 18000
8 Export Depart.Dir Higher Education 1000 1500 18000
9 Economist Higher Education 800 1200 14400
10 Accountant High-school studies 600 1000 12000
11 Constr.Engineer Higher Education 1000 1500 18000
12 Design Engineer Higher Education 1000 1500 18000
13 Secretary Higher Education 600 1000 12000
14 Electronics Tech. Higher Education 800 1200 14400
15 Electrician High-school, authorization 600 1000 12000
16 Electrician High-school, author. 600 1000 12000
17 TOTAL 373 000
SETTING UP A TOURISTIC OBJECTIVE
The touristic objective is composed of:
- 10 rooms with 2 beds, antechamber, bathroom, balcony
- Equipped kitchen
- Day bar (in the reception area)
- 40 places restaurant
- Recreation, divertissement room (well-equipped)
- Gym with cloakroom, sauna, bathrooms and massage
- Small pool, outside bar
- Auxiliary building for the acquisition, processing, packing, depositing and distribution
- alimenting installation, water purification.
INVESTMENT VALUE – TOURISTIC OBJECTIVES
No. Name Value Total value for 25 objectives
1 Agrotourism building 300 000 EUR 7 000 000 EUR
2 Annex building 170 000 EUR 4 250 000 EUR
3 Fish growth basins 400 000 EUR 10 000 000 EUR
4 Reproduction laboratory 150 000 EUR 3 750 000 EUR
5 Recreation complex 200 000 EUR 5 000 000 EUR
6 Furniture, equipment 150 000 EUR 3 750 000 EUR
7 Access roads 420 000 EUR 10 500 000 EUR
8 TOTAL 1 770 000 EUR 44 250 000 EUR
AVERAGE INCOME – TOURISTIC & PRODUCTIVE ACTIVITIES
No. Activity name Annual income value
1 Agrotouristic activity 170 000 EUR
2 Fish growth (sale price = 5 EUR/kilogram) 400 000 EUR
3 Animal, birds growth 100 000 EUR
4 Packing, distribution, depositing activities 175 000 EUR
TOTAL 845 000 EUR
COSTS FOR A SINGLE HYDROPOWER PLANT OBJECTIVE AND THE TOURISTIC OBJECTIVE
No. Name Unit value (EUR) Total value (EUR)
1 Implementation, authorizations 11 000 11 000
2 Design 6 000 6000
3 Hydrographic studies 5 000 5 000
4 Topographic, geodetic studies 12 000 12 000
5 Water catchment outlet 2 500 2 500
6 Adduction channel excavation 9 000 9 000
7 Catchment outlet protection 4 500 4 500
8 Adduction channel 4x4x150 m 24 000 24 000
9 Forced velocity channel 2x1x25 m 5 000 5 000
10 Stilling basin 2 400 2 400
11 Pipe connection outlet 1 500 1 500
12 Pipe ad.D=2,5 m, L=15 m 17 000 17 000
13 Building for 2 cross flow turbines 44 000 44 000
14 Cross flow turbine kit 556 000 556 000
15 Stilling basin 2 400 2 400
16 Building for 2 CO’CLEA turbine 35 000 35 000
17 Construction for turbine placement 8 000 8 000
18 CO’CLEA turbine kit 356 000 356 000
19 Stilling basin 2 400 2 400
20 Forced velocity channel 5 000 5 000
21 Hydraulic wheels kit 76 500 76 500
22 Discharge channel 3 500 3 500
23 Necessary land value (4 ha) 100 000 100 000
24 Agrotourism construction 500 sqm 300 000 300 000
25 Annex constructions 250 sqm 170 000 170 000
26 Trout growth basins 400 000 400 000
27 Reproduction, processing laboratory 150 000 150 000
28 Recreation complex 200 000 200 000
29 Furniture, equipment, machinery 150 000 150 000
30 Roads, alleys 420 000 420 000
TOTAL 4 287 200
31 Unpredictable spending 10% 430 000
TOTAL FOR 1 PROJECT 4 717 200
FINANCING REFUNDING GRAPHIC
No. Years Income EUR Refund EUR Interest rate
1 2010 0 0
2 2011 2 880 000 2 000 000
3 2012 10 090 000 10 000 000
4 2013 17 300 000 14 418 571
5 2014 24 510 000 14 418 571
6 2015 31 720 000 14 418 571
7 2016 38 930 000 14 418 571
8 2017 41 810 000 14 418 571
9 2018 44 700 000 14 418 571
10 2019 47 580 000 14 418 571
11 TOTAL 117 930 000 EUR
We are thinking about the future of the humanity, saving and protecting the blue planet – the Earth!
BUILDING A MICRO HYDROPOWER PLANT
PROJECT DATA
Project Title
Micro hydropower plants
Location
Romania
Project Nr.
…………..
Sponsor
Created by
BULINTIS , IULIAN
Nr.
Rev -1-
Date
02/23/10
Starting year
2010
Starting date
05/15/10
Construction period
……………… Months
Income tax rate
10,00 % per year
Tax exempt
5 Years
Depreciation
1 Year
Inflation rate
3,00 % per year
Discount rate
8,00 % per year
Local Currency
RON
Exchange rate
4,20 RON/EUR
Project Currency
EUR All sums in EUR x 1000
OVERVIEW
For Romania, the hydro potential represents an alternative for the sustainable development of the energy sector, taking into account the limited resources in raw materials but also the need to obtain cheaper energy that does not produce greenhouse gas emissions. Considering Romania’s huge potential, the necessity to exploit this potential, our experience in this field and the commercial relationships established so far, we have decided to invest in the production of energy from renewable sources, to implement the result of our research in this field in the famous Romanian Carpathian Arc area and to set up a chain of hydropower and agrotouristic objectives called “Micro hydropower chain in the turbine-cascade generator system”.
The promotion of renewable energy (E-SRE) represents a necessity in this period, an imperative motivated by:
- the environment protection
- the energetic independence growth in imports, through the diversification of energy supply sources and also in the matter of economy and social cohesion.
The Directive 2001/77/CE of the Council and the European Parliament concerning the promotion of renewable energy on the internal market represents the first actual action of the European Union for attaining the greenhouse emission gas reduction obligations for which it has committed by the ratification of the Kyoto Protocol.
OBJECTIVES
- the study of Romania’s hydrologic basin
- establishing the areas in which the future micro hydropower plants and the touristic objectives will be built.
- conducting hydrographic studies to establish the annual average flow of the watercourse and topographic measurements needed for the execution of the construction project for each of the hydropower objectives.
- contracting the Local Authorities to concession / buy the land where the objectives will be built.
- initiating the elaboration of the necessary documentation to obtain the environmental authorization for each of the areas and obtaining the other authorizations from the respective State Authorities, necessary for the implementation and completion of these objectives.
- identifying constructors with international experience in the machinery production, installations and hydro equipments.
- the study of prices of the necessary materials for the construction process of the micro hydropower plants and of the touristic objectives.
- studying the pricing of international producers for machines, equipments and installations and the way in which they can be contracted (pre contracting).
THE BUSINESS IDEA
Implementing this project will imply lots of benefits for the Romanian company by the fact that the energy needed for the harmonious development of the company will be produced from renewable sources, with minimal production costs for a long period of time and will result in the reduction of greenhouse gas.
ADVANTAGES
- Better use of the kinetic power of mountain watercourses for the production of electric energy from renewable sources
- Better use of the touristic potential, promoting the mountain routes and the local attractions and also the bio-zoological resources and the specific products.
- The electrification of the farthest and disadvantaged inhabited areas from the Carpathian Arc.
- Creating jobs in these disadvantaged regions.
- Increasing the electric energy production in Romania, with lower costs in constructions, maintenance and production.
- Maintaining the ecologic equilibrium through the construction of micro hydropower plants on the banks of watercourses, without modifying the water flow and without building any locks or barriers.
- Using both banks of the watercourse for setting up the objectives for which the level difference and the water flow are important.
- Expanding the electric energy distribution area through the construction of new networks, in partnership with important distributors.
- Future diminution of the buying price of electric energy for the industrial and civil consumers.
ENTREPRENEURS
Company Name
Organigram
Management – The Administrative Council represented by the President (the administrator) and the Chiefs of Departments.
Departments:
- Marketing Department
- Financial-Accounting Department
- Technical-Design Department
- Contracting- Supply Department
- Work Protection Department
- Legal Department
- Maintenance-Exploitation Department
All these departments will be created by hiring personnel with a high degree of specialization and with experience in the domain.
MARKETPLACE
Taking into account the need for energy supply of homestead consumers but also of the industrial ones and the fact that the natural gas and fossil fuels resources are almost over, the setting up of such objectives is self-imposed. This type of objectives would produce the necessary electric energy from renewable sources and this would protect the environment through the reduction of the harmful greenhouse gas emissions. It has been demonstrated that the hydroenergetic potential has been used in several productive activities, resulting in huge benefits for the companies. Nowadays, we see clearly that this huge potential is one of the worldwide inexhaustible resources that can save humanity by insuring the electric energy supply and by creating an unpolluted environment.
The competition in the energy production field is obvious by the fact that the producers that use natural resources succeed in insuring 90% of the world necessary electric energy, but in the future, when those resources will be over, the humanity will concentrate on the production of energy from renewable resources.
Therefore, this competition diminishes and those who invest in such objectives will become the future large producers.
TECHNICAL DATA
The realization of the hydropower objectives needs:
- CROSSFLOW (banki) turbines
- CO’CLEA (gravitational) turbines
- Hydraulic wheels
FUNCTIONNING CONDITIONS
CHEMP’s role is to adjust the raw/untreated water flow and to add value to its potential by injecting the energy produced into the SEN. CHEMP will by equipped form the point of view of the automation, protections and distance control so that it will function entirely automatic, only by periodic surveillance. The automation system with a programmable automat (PLC) for micro hydroaggregate includes all the informational and control levels to insure the safe power functioning.
The command system allows distance communication by means of the SCADA system (or GSM modem), with the possibility of distance transmission of signals and commands: water level, currents, pressure, active energy, reactive energy, temperatures etc.
CO’CLEA turbine – ADVANTAGES
- It does not need adjustments – the CO’CLEA turbine auto-adapts at the network frequency and water flow.
- Its efficiency is higher compared with the hydraulic wheels or other turbines and it does not considerably modify in case of flow variations.
- It is a rough construction; it is wear and tear resistant, without functioning problems.
- It does not imply large civil constructions or underground constructions
- It does not need cleanup or permanent maintenance.
- It does not disturb the fauna or the fish flows.
- Automatic adjustment and functioning.
THE PRODUCER DELIVERS THE FOLLOWING MACHINES, INSTALLATIONS, EQUIPMENTS AND MATERIALS
Turbine and accessories
- CO’CLEA turbine
- Speed: 96/min, max.speed 466/min.
- speed detection sensors
Speed Multiplier/ Couplers
- Frontal speed multiplier with oil cooler
- Temperature sensor 1xPT100
- Multiplier anchor bolts
- Couplers between the turbine, the multiplier and the generator.
- Fenders for the rotating parts
- Oil for primary filling
Generator
- Sincron generator, nominal power PN= 450 kVA
- Nominal speed 1000/min., max.speed 2376/min. (time = 15 min.)
- Frequency 50 Hz, power factor 1,0, tension 400V
- Protection class IP 23, cooling IC 01, Isolation class H/F
- Sensors for temperature detection
- Generator anchor screws
Command and automation system
CONSTRUCTIONS AND THE FUNCTIONNING PRINCIPLE OF THE HYDROENERGETIC OBJECTIV IN CASCADE
For the functioning of each hydroenergetic objective the following steps are necessary:
A) Setting up an upstream catchment outlet without using locks or barriers and equipping it with automatic protection and cleaning systems.
B) One or both shores will be equipped with aqueducts through which the water will reach the turbine.
C) Putting up the construction in which the turbine-generator ensemble, the electric equipments and the control-monitoring system
D) The evacuated water from the first turbine will be directed to the second turbine by means of adduction pipes and stilling basins, taking into account the level difference, necessary for an optimal functioning.
E) This principle is repeated until the difference in level is no longer significant and the water is directed to the river bed, thus, a hydroenergetic objective can contain a large number of turbine-generator ensembles.
F) The power resulting from this type of hydro objective is given by the total power of the turbine-generators and can reach aprox.10 Mw/h.
G) There can be many hydro objectives on one watercourse in case the water flow and the level difference are considerable.
H) For each objective the construction implies:
- the adduction channel
- the stilling basin
- the adduction pipe
- pressure and flow adjustment valves
- the building hosting the turbine-generator, the electric equipments, transforming section, maintenance and repairs workshop.
- stilling channel and water transportation to the next turbine
- administrative office (space for offices and for the touristic activity)
FUNCTIONING PRINCIPLE SCHEME
1) Water adduction channel
2) Forced velocity channel, the area for setting up the upstream hydraulic wheel
3) Adduction pipe with the pressure/retaining valve
4) Cross flow turbine building
5) Stilling basin
6) CO’CLEA turbine
7) Stilling basin
8) Forced velocity channel, the area for setting up the downstream hydraulic wheel
9) Discharge channel
A hydropower objective is composed of 2 cross flow turbine-generators (2X760 = 1520 kw/h), 2 CO’CLEA turbine-generators (350x2 = 700 kw/h) and 10 hydraulic wheel turbine-generators (45x10=450 kw/h). The resulting power is 2670kw/h = 2,67 Mw/h
PROJECT IMPLEMENTATION
By building 25 hydropower objectives, the resulting power will be of 6675 kw/h = 66,75 Mw/h
The 25 micro hydropower plants can be built in a rhythm of 5-7 objectives per year.
Taking into account all the factors (authorizations, financing, design, constructions, transport, equipment, installations, machines setup technologic tests,) we have concluded that in the first year, a number of 2-3 objectives can be set up. The following years will mean 5-7 objectives per year. After acquitting the financing from the obtained benefit, this process will continue.
Annual production and the outcome value for selling energy and green cards
No. 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Hydropower plants 0 2 7 12 17 22 27 29 31 33
Actual production 0 32.040kw /year 112.140 kw/year 192.240 kw/year 272.340 kw/year 352.440 kw/year 432.540 kw/year 464.580 kw/year 496.620 kw/year 528.660 kw/year
Income – selling of electric energy 0 1,442 mil.euro 5,046 mil.euro 8,650 mil euro 12,255 mil.euro 15,869 mil.euro 19,464 mil.euro 20,906 mil.euro 22.348 mil euro 23,790 mil euro
Income – selling green certif.. 0 1,762 mil euro 6,168 mil euro 10,573 mil euro 14,979 mil euro 19,384 mil euro 23,790 mil euro 25,552 mil eur 27,314 mil euro 29,076 mil euro
TOTAL 0 3,204 mil euro 11,214 mil euro 19,223 mil euro 27,234 mil euro 35,244 mil euro 43,254 mil euro 46,458 mil euro 49,662 mil euro 52,866 mil euro
The average price for the electric energy = 45 EUR/Mw
The average price for Green Certif. = 55 EUR/GC
WORK FORCE, EMPLOYEES
No. Job name Qualification Net salary/month
(EUR) Gross salary/month
(EUR) Annual Spending/ retributions (EUR)
1 Administrator Higher Education 1500 2200 26400
2 Marketing Dir. Higher Education 1000 1500 18000
3 Financial Dep.Dir Higher Education 1000 1500 18000
4 Technical Dep.Dir Higher Education 1000 1500 18000
5 Contracting Dep.Dir Higher Education 1000 1500 18000
6 Work Prot.Dep.Dir Higher Education 1000 1500 18000
7 Legal Depart.Dir Higher Education 1000 1500 18000
8 Export Depart.Dir Higher Education 1000 1500 18000
9 Economist Higher Education 800 1200 14400
10 Accountant High-school studies 600 1000 12000
11 Constr.Engineer Higher Education 1000 1500 18000
12 Design Engineer Higher Education 1000 1500 18000
13 Secretary Higher Education 600 1000 12000
14 Electronics Tech. Higher Education 800 1200 14400
15 Electrician High-school, authorization 600 1000 12000
16 Electrician High-school, author. 600 1000 12000
17 TOTAL 373 000
SETTING UP A TOURISTIC OBJECTIVE
The touristic objective is composed of:
- 10 rooms with 2 beds, antechamber, bathroom, balcony
- Equipped kitchen
- Day bar (in the reception area)
- 40 places restaurant
- Recreation, divertissement room (well-equipped)
- Gym with cloakroom, sauna, bathrooms and massage
- Small pool, outside bar
- Auxiliary building for the acquisition, processing, packing, depositing and distribution
- alimenting installation, water purification.
INVESTMENT VALUE – TOURISTIC OBJECTIVES
No. Name Value Total value for 25 objectives
1 Agrotourism building 300 000 EUR 7 000 000 EUR
2 Annex building 170 000 EUR 4 250 000 EUR
3 Fish growth basins 400 000 EUR 10 000 000 EUR
4 Reproduction laboratory 150 000 EUR 3 750 000 EUR
5 Recreation complex 200 000 EUR 5 000 000 EUR
6 Furniture, equipment 150 000 EUR 3 750 000 EUR
7 Access roads 420 000 EUR 10 500 000 EUR
8 TOTAL 1 770 000 EUR 44 250 000 EUR
AVERAGE INCOME – TOURISTIC & PRODUCTIVE ACTIVITIES
No. Activity name Annual income value
1 Agrotouristic activity 170 000 EUR
2 Fish growth (sale price = 5 EUR/kilogram) 400 000 EUR
3 Animal, birds growth 100 000 EUR
4 Packing, distribution, depositing activities 175 000 EUR
TOTAL 845 000 EUR
COSTS FOR A SINGLE HYDROPOWER PLANT OBJECTIVE AND THE TOURISTIC OBJECTIVE
No. Name Unit value (EUR) Total value (EUR)
1 Implementation, authorizations 11 000 11 000
2 Design 6 000 6000
3 Hydrographic studies 5 000 5 000
4 Topographic, geodetic studies 12 000 12 000
5 Water catchment outlet 2 500 2 500
6 Adduction channel excavation 9 000 9 000
7 Catchment outlet protection 4 500 4 500
8 Adduction channel 4x4x150 m 24 000 24 000
9 Forced velocity channel 2x1x25 m 5 000 5 000
10 Stilling basin 2 400 2 400
11 Pipe connection outlet 1 500 1 500
12 Pipe ad.D=2,5 m, L=15 m 17 000 17 000
13 Building for 2 cross flow turbines 44 000 44 000
14 Cross flow turbine kit 556 000 556 000
15 Stilling basin 2 400 2 400
16 Building for 2 CO’CLEA turbine 35 000 35 000
17 Construction for turbine placement 8 000 8 000
18 CO’CLEA turbine kit 356 000 356 000
19 Stilling basin 2 400 2 400
20 Forced velocity channel 5 000 5 000
21 Hydraulic wheels kit 76 500 76 500
22 Discharge channel 3 500 3 500
23 Necessary land value (4 ha) 100 000 100 000
24 Agrotourism construction 500 sqm 300 000 300 000
25 Annex constructions 250 sqm 170 000 170 000
26 Trout growth basins 400 000 400 000
27 Reproduction, processing laboratory 150 000 150 000
28 Recreation complex 200 000 200 000
29 Furniture, equipment, machinery 150 000 150 000
30 Roads, alleys 420 000 420 000
TOTAL 4 287 200
31 Unpredictable spending 10% 430 000
TOTAL FOR 1 PROJECT 4 717 200
FINANCING REFUNDING GRAPHIC
No. Years Income EUR Refund EUR Interest rate
1 2010 0 0
2 2011 2 880 000 2 000 000
3 2012 10 090 000 10 000 000
4 2013 17 300 000 14 418 571
5 2014 24 510 000 14 418 571
6 2015 31 720 000 14 418 571
7 2016 38 930 000 14 418 571
8 2017 41 810 000 14 418 571
9 2018 44 700 000 14 418 571
10 2019 47 580 000 14 418 571
11 TOTAL 117 930 000 EUR
We are thinking about the future of the humanity, saving and protecting the blue planet – the Earth!
joi, 23 septembrie 2010
PROIECT DE DEZVOLTARE REGIONALA
PROIECT PILOT DE DEZVOLTARE MICROREGIONALA
Situatia sociala si economica a majoritatii regiunilor din Romania cunoaste disfunctionalitati majore si este caracterizata de lipsa unei coerente si a unui plan riguros care sa stimuleze dezvoltarea comunitatii. In esenta, problemele care determina situatia de facto existenta , sunt :
a. Statul nu are programe strategice coerente pentru dezvoltarea unei regiuni. Politicile existente sunt, daca exista, pur declarative si elaborate fara metodologii clare si fara instrumentele necesare implementarii lor.
b. Sistemul bancar nu participa efectiv la finantarea micilor activitati de productie si a microfermelor din mediul rural. Bancile sunt orientate catre proiectele de mare anvergura, se axeaza pe finantarea nevoilor curente ale statului – care absoarbe practice, tot ce bancile au disponibil, determinandu-le astfel sa nu fie interesate de cofinantari pentru proiecte mici.
c. Situatia demografica tinde sa devina critica: in localitatile din mediul rural, tinerii nu au nicio sansa sa-si intemeieze propria microferma sau un mic atelier de productie. In consecinta, sunt obligati sa se indrepte spre marile orase sau spre munca in alte tari europene.
d. Criza economica actuala, corelata cu politici neinspirate pentru situatiile de criza, face ca statul sa nu-si poata permite sustinerea unor astfel de proiecte in viitorul apropiat, proiecte ce ar asigura crearea unor conditii minime pentru o dezvoltare fireasca a mediului rural.
In concluzie, consideram ca un proiect pilot in acest sens, ar trebui sa acopere urmatoarele directii :
I. INFIINTAREA UNUI CENTRU REGIONAL DE COORDONARE A PROIECTULUI PILOT
Se constituie un birou central executiv care coordoneaza implementarea proiectului si monitorizeaza segmentele distincte ale proiectului si actioneaza direct pentru corelarea executiei corecte a diferitelor paliere de lucru.. Poate fi o organizatie non-profit sau o firma de consultanta care va contracta executia proiectului.
II. CONSTITUIREA UNUI FOND DE GARANTARE A CREDITULUI FINANCIAR PENTRU MICA PRODUCTIE EXCLUSIV PENTRU DIRECTIILE DE ACTIUNE ALE ACESTUI PROIECT
Niciun proiect de dezvoltare a unei regiuni nu poate fi implementat daca nu se asigura finantarea in conditii simplificate si flexibile a diferitelor activitat cuprinse in proiect. .In Romania exista un sistem bancar performant, modern si profesionist. Orice banca isi urmareste propriul profit si interesul financiar si strategic pe o anumita piata. Ceea ce lipseste in acest moment pentru ca o banca sa fie interesata de un astfel de proiect este garantia implementarii lui. Statul roman nu ofera nici cea mai mica garantie ca isi poate duce la capat, conform unui graphic, un proiect strategic. Renumele si imaginea Universitatii Ben Gurion pot ajuta la depasirea acestui impas.
Variante de lucru:
a. Organizarea de catre Universitatea B.Gurion a unei licitatii pentru ca una din bancile din Romania sa asigure finantarea proiectului
b. Delegarea directa de catre Universitate a unei banci din Israel sau a uneia agreate pentru a finanta proiectul
De mentionat faptul ca proiectul nu trebuie sa absoarba bani ci trebuie sa aiba support financiar pentru implementare sis a ofere bancii certitudinea derularii unei afaceri profitabile (platile se vor efectua doar prin banca agreata, toate investitiile locale vor fi analizate si se vor incadra in proiecte bancare normale, de investitii).
III. CONSTITUIREA UNUI CENTRU DE CONSULTANTA GRATUITA PENTRU TOTI CEI CARE APLICA PENTRU UNUL DINTRE MICILE PROIECTE DE INVESTITII CARE INDEPLINESC CONDITIILE CERUTE DE PROIECTUL PILOT .
Principalul centru de coordonare a proiectului Ben Gurion va constitui in 4-5 orase mici din regiunea de implementare a proiectului, birouri de consultanta gratuita care vor asigura consultanta concreta, tehnica, pentru micile afaceri din sate, care vor fi finantate si implementate in conditiile proiectului pilot.
IV. STABILIREA UNUI PROGRAM CONCRET DE MASURI CARE SA ASIGURE MOTIVAREA PREZENTEI SPECIALISTILOR IN MEDIUL RURAL
Stimularea specialistilor (absolventi de universitate) sa-si deschida mici birouri de consultanta tehnica (ex. Agronomi , medici veterinari, specialisti IT)prin acordarea unor credite pentru instalare in mediul rural, cu dobanzi subventionate de biroul central constituit si acordarea unor facilitate si contracte ferme, care sa ii motiveze in deschiderea unor birouri in zonele de care biroul central este interesat.
Cel putin in fiecare centru in care vor exista birourile de consultanta se vor coordona - in localitatile/satele arondate – proiecte de motivare a specialistilor sa infiinteze in fiecare sat un birou de lucru (ex. Agronomie, fitosanitare, medici veterinari etc.).
Este absolut necesar ca in zonele rurale sa fie stimulata relocarea specialistilor din domeniile de interes. Pentru aceasta, trebuie gasite elemente motivationale, asigurarea prin contracte ferme a serviciilor lor prin intervenia directa a biroului central de coordonare.
V. ORGANIZAREA UNUI SISTEM DE ACHIZITII SI PRESORTARE, AMBALARE SI DESFACERE A PRODUCTIEI REALIZATE DE MICII FERMIERI
Organizarea centrelor de achizitii de produse agricole din productia locala, presortare si ambalare si organizarea unei activitati centralizate de contractare a desfacerii acestor produse.
Biroul central de coordonare a proiectului Ben Gurion va elabora un plan pentru infiintarea unor centre zonale pentru achizitia productiei micilor fermieri. Aceste centre vor fi organizate pe criterii de business, vor asigura finantarea productiei si a culturilor si vor contracta productia obtinuta. De asemenea, vor elabora un plan si vor derula activitati de contractare a acestei productii cu distribuitori si en-gros-isti, vor stimula crearea de relatii contractuale cu agenti de pe piata externa.
VI. ELABORAREA UNUI PLAN AL PROIECTULUI CARE SA ASIGURE COMPATIBILITATEA DIRECTIILOR PE CARE ACTIONEAZA PROIECTUL PILOT CU DIRECTIILE DE ACTIUNE ALE FONDURILOR NERAMBURSABILE U.E
Corelarea fondurilor nerambursabile acordate de Uniunea Europeana cu principalele directii de actiune ale proiectului pilot si suplinirea de catre biroul central a disfunctionalitatilor existente in accesarea acestor fonduri .Ca membru al Uniunii Europene, Romania beneficiaza de fonduri structurale nerambursabile. Problema accesarii acestor fonduri pentru micii fermieri si intreprinzatori din zonele rurale este aceea a lipsei de servicii care vor fi realizate prin acest proiect-pilot. Astfel, , o mare parte dintre fondurile necesare implementarii proiectului-pilot vor putea fi asigurate din fondurile europene. Este deci necesar ca biroul central de coordonare a proiectului sa coreleze masurile de implementare cu cele eligibile pentru finantarea nerambursabila si sa suplineasca zonele care nu sunt acoperite de acestea.
Situatia sociala si economica a majoritatii regiunilor din Romania cunoaste disfunctionalitati majore si este caracterizata de lipsa unei coerente si a unui plan riguros care sa stimuleze dezvoltarea comunitatii. In esenta, problemele care determina situatia de facto existenta , sunt :
a. Statul nu are programe strategice coerente pentru dezvoltarea unei regiuni. Politicile existente sunt, daca exista, pur declarative si elaborate fara metodologii clare si fara instrumentele necesare implementarii lor.
b. Sistemul bancar nu participa efectiv la finantarea micilor activitati de productie si a microfermelor din mediul rural. Bancile sunt orientate catre proiectele de mare anvergura, se axeaza pe finantarea nevoilor curente ale statului – care absoarbe practice, tot ce bancile au disponibil, determinandu-le astfel sa nu fie interesate de cofinantari pentru proiecte mici.
c. Situatia demografica tinde sa devina critica: in localitatile din mediul rural, tinerii nu au nicio sansa sa-si intemeieze propria microferma sau un mic atelier de productie. In consecinta, sunt obligati sa se indrepte spre marile orase sau spre munca in alte tari europene.
d. Criza economica actuala, corelata cu politici neinspirate pentru situatiile de criza, face ca statul sa nu-si poata permite sustinerea unor astfel de proiecte in viitorul apropiat, proiecte ce ar asigura crearea unor conditii minime pentru o dezvoltare fireasca a mediului rural.
In concluzie, consideram ca un proiect pilot in acest sens, ar trebui sa acopere urmatoarele directii :
I. INFIINTAREA UNUI CENTRU REGIONAL DE COORDONARE A PROIECTULUI PILOT
Se constituie un birou central executiv care coordoneaza implementarea proiectului si monitorizeaza segmentele distincte ale proiectului si actioneaza direct pentru corelarea executiei corecte a diferitelor paliere de lucru.. Poate fi o organizatie non-profit sau o firma de consultanta care va contracta executia proiectului.
II. CONSTITUIREA UNUI FOND DE GARANTARE A CREDITULUI FINANCIAR PENTRU MICA PRODUCTIE EXCLUSIV PENTRU DIRECTIILE DE ACTIUNE ALE ACESTUI PROIECT
Niciun proiect de dezvoltare a unei regiuni nu poate fi implementat daca nu se asigura finantarea in conditii simplificate si flexibile a diferitelor activitat cuprinse in proiect. .In Romania exista un sistem bancar performant, modern si profesionist. Orice banca isi urmareste propriul profit si interesul financiar si strategic pe o anumita piata. Ceea ce lipseste in acest moment pentru ca o banca sa fie interesata de un astfel de proiect este garantia implementarii lui. Statul roman nu ofera nici cea mai mica garantie ca isi poate duce la capat, conform unui graphic, un proiect strategic. Renumele si imaginea Universitatii Ben Gurion pot ajuta la depasirea acestui impas.
Variante de lucru:
a. Organizarea de catre Universitatea B.Gurion a unei licitatii pentru ca una din bancile din Romania sa asigure finantarea proiectului
b. Delegarea directa de catre Universitate a unei banci din Israel sau a uneia agreate pentru a finanta proiectul
De mentionat faptul ca proiectul nu trebuie sa absoarba bani ci trebuie sa aiba support financiar pentru implementare sis a ofere bancii certitudinea derularii unei afaceri profitabile (platile se vor efectua doar prin banca agreata, toate investitiile locale vor fi analizate si se vor incadra in proiecte bancare normale, de investitii).
III. CONSTITUIREA UNUI CENTRU DE CONSULTANTA GRATUITA PENTRU TOTI CEI CARE APLICA PENTRU UNUL DINTRE MICILE PROIECTE DE INVESTITII CARE INDEPLINESC CONDITIILE CERUTE DE PROIECTUL PILOT .
Principalul centru de coordonare a proiectului Ben Gurion va constitui in 4-5 orase mici din regiunea de implementare a proiectului, birouri de consultanta gratuita care vor asigura consultanta concreta, tehnica, pentru micile afaceri din sate, care vor fi finantate si implementate in conditiile proiectului pilot.
IV. STABILIREA UNUI PROGRAM CONCRET DE MASURI CARE SA ASIGURE MOTIVAREA PREZENTEI SPECIALISTILOR IN MEDIUL RURAL
Stimularea specialistilor (absolventi de universitate) sa-si deschida mici birouri de consultanta tehnica (ex. Agronomi , medici veterinari, specialisti IT)prin acordarea unor credite pentru instalare in mediul rural, cu dobanzi subventionate de biroul central constituit si acordarea unor facilitate si contracte ferme, care sa ii motiveze in deschiderea unor birouri in zonele de care biroul central este interesat.
Cel putin in fiecare centru in care vor exista birourile de consultanta se vor coordona - in localitatile/satele arondate – proiecte de motivare a specialistilor sa infiinteze in fiecare sat un birou de lucru (ex. Agronomie, fitosanitare, medici veterinari etc.).
Este absolut necesar ca in zonele rurale sa fie stimulata relocarea specialistilor din domeniile de interes. Pentru aceasta, trebuie gasite elemente motivationale, asigurarea prin contracte ferme a serviciilor lor prin intervenia directa a biroului central de coordonare.
V. ORGANIZAREA UNUI SISTEM DE ACHIZITII SI PRESORTARE, AMBALARE SI DESFACERE A PRODUCTIEI REALIZATE DE MICII FERMIERI
Organizarea centrelor de achizitii de produse agricole din productia locala, presortare si ambalare si organizarea unei activitati centralizate de contractare a desfacerii acestor produse.
Biroul central de coordonare a proiectului Ben Gurion va elabora un plan pentru infiintarea unor centre zonale pentru achizitia productiei micilor fermieri. Aceste centre vor fi organizate pe criterii de business, vor asigura finantarea productiei si a culturilor si vor contracta productia obtinuta. De asemenea, vor elabora un plan si vor derula activitati de contractare a acestei productii cu distribuitori si en-gros-isti, vor stimula crearea de relatii contractuale cu agenti de pe piata externa.
VI. ELABORAREA UNUI PLAN AL PROIECTULUI CARE SA ASIGURE COMPATIBILITATEA DIRECTIILOR PE CARE ACTIONEAZA PROIECTUL PILOT CU DIRECTIILE DE ACTIUNE ALE FONDURILOR NERAMBURSABILE U.E
Corelarea fondurilor nerambursabile acordate de Uniunea Europeana cu principalele directii de actiune ale proiectului pilot si suplinirea de catre biroul central a disfunctionalitatilor existente in accesarea acestor fonduri .Ca membru al Uniunii Europene, Romania beneficiaza de fonduri structurale nerambursabile. Problema accesarii acestor fonduri pentru micii fermieri si intreprinzatori din zonele rurale este aceea a lipsei de servicii care vor fi realizate prin acest proiect-pilot. Astfel, , o mare parte dintre fondurile necesare implementarii proiectului-pilot vor putea fi asigurate din fondurile europene. Este deci necesar ca biroul central de coordonare a proiectului sa coreleze masurile de implementare cu cele eligibile pentru finantarea nerambursabila si sa suplineasca zonele care nu sunt acoperite de acestea.
marți, 6 iulie 2010
Proiect - Proaspat culese
Scurta descriere a proiectului „Proaspat culese”
1. Date generale
Ne propunem sa devenim prima platforma logistica specializata in colectarea si desfacerea in hipermarketuri a produselor agricole de sezon, produse in Romania.
Obiectivu nostru este sa aducem in rafturile marilor magazinelor a produse culese cu cel mult 48 h inainte. Este stiut faptul ca legumele si fructele culese coapte sunt mult mai gustoase decat cele culese de timpuriu, si lasate la coacere in depozite si silozuri. Produsele se vor comercializa sub brandul „Proaspat culese” si vor avea un termen de valabilitate suficient de scurt – vom asigura prospetimea la raft a produselor. Stocurile nevandute dupa perioada de valabilitate vor fi preluate si transformate in conserve. Aceste vor fi comercializate in afara sezonului sub acelas brand.
2. Descrierea proiectului
2.1 Activitatea va fi una de logistica. Se vor incheia contracte cu producatori agricoli agreati pentru cantitatile estimate impreuna cu hipermarketurile. Aceste produse vor fi preluate si aduse intr-un depozit unde se vor pregati pentru vanzare: se sorteaza, se ambaleaza in cantiti optime pentru consum si se livreaza in aceeasi zi in hipermarketuri. Subliniez faptul ca aceste produse vor fi ambalate si etichetate cu termen de valabilitate – se elimina astfel riscul ca aceste produse sa se amestece cu altele din magazinul unde ajung.
2.2 Descrierea investitiilor.
- Softul de logistica si infrastructura hardwere (calculatoare, readere cod de bare, sistem de securitate, etc)
- Flota – pentru inceput vom inchiria vehiculele pentru colectare si transport catre hipermarketuri
- Cladire 1000 mp unde sa putem spala si ambala produsele. Pentru adaptarea halei si obtinerea autorizatiilor vom achizitiona sistem de epurare al apelor uzate.
- Utilaje de spalat, ambalat, etichetat, etc
2.3 Furnizori, clienti,
Furnizorii vor fi agreeati in momentul semnarii contractelor cu hipermarketurile. Produsele vor fi comandate cu o zi inainte de livrare, dar se vor estima cantitati cu 7 zile inainte. Plata produselor sa va face la livrare iar transportul se va intra in atributiile noastre. Aceste conditii ne vor asigura o pozitie foarte puternica in negocierea preturilor cu producatorii.
Clientii: hypermarketurile. Se va negocia, in functie de cantitatea estimata, efectuarea livrarii direct catre magazin sau catre platforma logistica a retelei.
2.4 Pretul si strategia de promovare
Pretul va fi cu cel mult 20% mai mare decat cel din pietele agro-alimentare. Vor fi negociate promotii si capete de gondola. Promotiile pot fi legate de produse cu sezonalitate foarte scurta (ex. „Sezonu dulceturilor”, „Se pun muraturi”, „Sezonul fructelor de padure”, )
2.5 Echipa:
- Manager - responsabil si cu comercializarea produselor
- Manager de operatiuni – responsabil cu asigurarea resurselor logistice (transport, aprovizionare cu ambalaje si consumabila)
- Key account executive – in relatie directa cu buyerul
- 2 ingineri agronomi responsabili cu preluarea produselor si relatia cu furnizorii
- 10 muncitori necalificati pentru manopera din depozit
3. Durata de realizare (luni) şi etape principale
Proiectul va fi demarat in 2011 iar primele produse pot fi comercializate incepand cu luna mai.
4. Costul estimativ al investiţiei
Bugetul initial al investitiei este: 60.000 euro (achizitie utilaje, amenajare hala si soft logistica)
Fond de rulment pentru prima luna: 40.000 euro
5. Cifra de afaceri estimata pe primele 12 luni de activitate: 1000000 euro
6. Finantarea se va face astfel: cheltuielile cu investitia – 60.000 euro vof fi surse atrase pe termen mediu (5 ani) sau partial din fonduri europene, cei 40000 pentru fondul de rulment vor fi surse proprii sau partial linie de credit garantata de Fondul de Garantare al Creditului Rural.
1. Date generale
Ne propunem sa devenim prima platforma logistica specializata in colectarea si desfacerea in hipermarketuri a produselor agricole de sezon, produse in Romania.
Obiectivu nostru este sa aducem in rafturile marilor magazinelor a produse culese cu cel mult 48 h inainte. Este stiut faptul ca legumele si fructele culese coapte sunt mult mai gustoase decat cele culese de timpuriu, si lasate la coacere in depozite si silozuri. Produsele se vor comercializa sub brandul „Proaspat culese” si vor avea un termen de valabilitate suficient de scurt – vom asigura prospetimea la raft a produselor. Stocurile nevandute dupa perioada de valabilitate vor fi preluate si transformate in conserve. Aceste vor fi comercializate in afara sezonului sub acelas brand.
2. Descrierea proiectului
2.1 Activitatea va fi una de logistica. Se vor incheia contracte cu producatori agricoli agreati pentru cantitatile estimate impreuna cu hipermarketurile. Aceste produse vor fi preluate si aduse intr-un depozit unde se vor pregati pentru vanzare: se sorteaza, se ambaleaza in cantiti optime pentru consum si se livreaza in aceeasi zi in hipermarketuri. Subliniez faptul ca aceste produse vor fi ambalate si etichetate cu termen de valabilitate – se elimina astfel riscul ca aceste produse sa se amestece cu altele din magazinul unde ajung.
2.2 Descrierea investitiilor.
- Softul de logistica si infrastructura hardwere (calculatoare, readere cod de bare, sistem de securitate, etc)
- Flota – pentru inceput vom inchiria vehiculele pentru colectare si transport catre hipermarketuri
- Cladire 1000 mp unde sa putem spala si ambala produsele. Pentru adaptarea halei si obtinerea autorizatiilor vom achizitiona sistem de epurare al apelor uzate.
- Utilaje de spalat, ambalat, etichetat, etc
2.3 Furnizori, clienti,
Furnizorii vor fi agreeati in momentul semnarii contractelor cu hipermarketurile. Produsele vor fi comandate cu o zi inainte de livrare, dar se vor estima cantitati cu 7 zile inainte. Plata produselor sa va face la livrare iar transportul se va intra in atributiile noastre. Aceste conditii ne vor asigura o pozitie foarte puternica in negocierea preturilor cu producatorii.
Clientii: hypermarketurile. Se va negocia, in functie de cantitatea estimata, efectuarea livrarii direct catre magazin sau catre platforma logistica a retelei.
2.4 Pretul si strategia de promovare
Pretul va fi cu cel mult 20% mai mare decat cel din pietele agro-alimentare. Vor fi negociate promotii si capete de gondola. Promotiile pot fi legate de produse cu sezonalitate foarte scurta (ex. „Sezonu dulceturilor”, „Se pun muraturi”, „Sezonul fructelor de padure”, )
2.5 Echipa:
- Manager - responsabil si cu comercializarea produselor
- Manager de operatiuni – responsabil cu asigurarea resurselor logistice (transport, aprovizionare cu ambalaje si consumabila)
- Key account executive – in relatie directa cu buyerul
- 2 ingineri agronomi responsabili cu preluarea produselor si relatia cu furnizorii
- 10 muncitori necalificati pentru manopera din depozit
3. Durata de realizare (luni) şi etape principale
Proiectul va fi demarat in 2011 iar primele produse pot fi comercializate incepand cu luna mai.
4. Costul estimativ al investiţiei
Bugetul initial al investitiei este: 60.000 euro (achizitie utilaje, amenajare hala si soft logistica)
Fond de rulment pentru prima luna: 40.000 euro
5. Cifra de afaceri estimata pe primele 12 luni de activitate: 1000000 euro
6. Finantarea se va face astfel: cheltuielile cu investitia – 60.000 euro vof fi surse atrase pe termen mediu (5 ani) sau partial din fonduri europene, cei 40000 pentru fondul de rulment vor fi surse proprii sau partial linie de credit garantata de Fondul de Garantare al Creditului Rural.
duminică, 20 iunie 2010
articole ....
http://www.linkedin.com/groupAnswers?trk=EML_anet_qa_ttle-dnhOon0JumNFomgJt7dBpSBA&gid=3069226&viewQuestionAndAnswers=&discussionID=22290454
luni, 14 iunie 2010
Materializarea propriei idei de afaceri !
Pritagroup , grupul de firme din care facem parte , propune membrilor bizoo o oportunitate de materializare a unei idei de afaceri prin sprijinul direct in preanaliza specializata si acordarea consultantei pentru materializarea acestei idei ,in cazul in care se dovedeste viabila din punctul de vedere al specialistilor nostri.Daca sunteti interesati , va facilitam posibile parteneriate cu clienti ,colaboratori si parteneri din portofoliul nostru de relatii comerciale si de afacer.Asteptam pe toti cei care , considera ca , desi au certitudinea ca este o buna idee de bussines , pentru ca nu au la dispozitie mijloacele financiare si logistice necesare , nu o pot pune in practica , sa ne contacteze la adresa de e-mail : consultanta@prita.ro cu speciaficatia : subiect= idei pentru parteneriat de afaceri ,
http://www.prita.ro
http://www.grupconsult.bizoo.ro
http://www.prita.ro
http://www.grupconsult.bizoo.ro
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