Anna Drozd policy advisor, EUROCITIES Newcastle 21 February 2014 Thematic briefing: how to successfully deliver a transnational project

EU projects: introductory remarks ▪usually must have a tight link to EU sectoral policies ▪need to show how a project corresponds to the objectives of a certain policy, sometimes its work programme for a given year, etc. ▪must have a clear transnational dimension and EU added value ▪projects must involve partners from at least two member states ▪project activities cannot replace the national provision but build on and it / complement it ▪offer an opportunity to increase the international exposure of a city in a given area ▪potentially raise the profile of an activity at local level

Preparation: concept ▪define what success means to you ▪new partners, new links with policy makers, new tools to be used In local policy making, etc. ▪define how you will measure your success ▪develop the monitoring and evaluation methodology ▪balance qualitative and quantitative methods ▪be mindful of the outcome- and process-evaluation ▪identify the needs for your project ▪assess your project priorities against your organisation’s priorities or strategy ▪consult with your colleagues and / or external organisations ▪agree on the objectives, actions and outcomes of the project ▪allocate sufficient time to prepare and write the proposal

Preparation: organising the activities 1. ▪identify and select the partners ▪try to work with who you already know ▪define roles and tasks at the beginning (job/partner description) ▪be as careful in selecting partners as you are when recruiting your own staff ▪organise the work of the partnership ▪involve the partners the design and writing process ▪allocate tasks and responsibilities to each partner (for example, leading on a work package) ▪manage and delegate to your partners in a similar way as within your team and on a regular basis ▪be careful about the difference between partners and sub-contractors

Preparation: organising the activities 2. ▪prepare the budget carefully ▪assess the implications for your own organisation in terms of staff time and resources (there are limits to what you can change after you sign the contract) ▪prepare for the unexpected ▪risk assessment and contingency plans

Project management tips ▪Do not underestimate the time it takes to manage a transnational project ▪allow time for gathering the input from the partners (multiple deadlines); ▪allow time for accounting (over EUR 500k usually an FTE for accounting and finance, although depends on the activities) ▪allocate sufficient time for project management (7-9%) ▪Have good monitoring systems in place ▪these systems will allow you to monitor the progress of the project and capture the lessons learnt ▪good audit trail (avoiding problems during the audit) ▪keep the copies of the essential correspondence with the partners and the Commission (especially in case of the changes to the contract) ▪Be aware of the cultural differences in working transnationally

Resources Horizon 2020 work programme (inclusive, innovative and reflective societies): n/h2020-wp1415-societies_en.pdf n/h2020-wp1415-societies_en.pdf Horizon 2020 reference documents: ce_docs.html ce_docs.html Erasmus+: Erasmus+ work programme 2014: