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Project Implementation Monika Balode Joint Technical Secretariat Monika.Balode@latlit.eu Lead Partner Seminar 16 October 2009, Šiauliai
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Presentation Content 2 Cooperation. Legal Background Project Management Structure Start up and Detailed Work Plan Monitoring Project Changes and Quality Internal Communication
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Legal background 3 Regulation EC 1080/2060: Lead Partner Principle 4 cooperation criteria
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Lead Partner Principle 4 PROGRAMME PP PP – implementation of activities, quality of outputs. LP – overall project coordination, administration, project expenditure in line with activities listed in the application LP PP 1 country 2 country
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Cooperation Criteria 5 Joint development Joint implementation Joint staffing Joint financing Cooperation it is a requirement, not a luxury!
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Management Structure 6 Strategic level (e.g. Steering Group); Working level (e.g. working group). STRATEGIC LEVEL Steering group composition: political and administration level representatives, social partners, other regional actors. Steering group role: strategic coordination, evaluation and decision making in the project (ensure visibility of the project results and durability). Assess: is Steering Group needed in smaller partnership project?
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Management Structure 7 WORKING LEVEL The LP: Project Coordinator: project coordination, control of quality and deadlines. Financial Manager: financial control of the project. Requirements: Good knowledge of English and previous experience; “Uniting force” for a partnership; Knowledge of the programme and other legal requirements. PPs: Local project coordinator, financial manager.
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Effective partnership - success! 8 Team work! Joint Working culture Kick of meeting: Introduction of project partners; Clarification of project objectives; Work methodology; Time Frame; Communication plan. Joint rules: How fast do you answer to your team members e-mails? How do you proceed with deadlines? ...... Paper with contacts of all representatives of the partners involved:name, surname, position, telephone, e-mail.
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Effective partnership- success! 9 Recommendations for the partner meetings: Timely and appropriate practical details about meeting; Good woorking atmosphere; Not too long duration; Partners’ input and exchange of information; Documentation afterwards – minutes.
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Detailed work plan 10 According situation, but at least for each project meeting What and when happens; Tasks; Deadlines. GANNT CHART? Benefit – clear: Responsibilities of partners; Necessary resources; Deadlines; Objectives; Bases for monitoring and quality control.
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Monitoring 11 Application Form = Project results Programme level 6 months Reporting Periods, Project visits Project Level Every 3 months? Constantly?
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Monitoring 12 LP responsibilities: Costs according plan and rules; Outputs achieved and comply with content and quality requirements; Audit trail; Management of changes; Identification of missing information and provision of it. PPs responsibilities: Implementation of tasks in partner level in line with requirements; Report to the LP about progress; Information exchange; Eligibility of costs.
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Monitoring 13 How to avoid problems: Spend on activities indicated in the application; Get written approval from the programme for everything else; If doubt – do not do it; Keep audit trail; The same standards for all partnership.
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Information to the JTS 14 Compulsory information to JTS: On major Project events not later than 2 weeks before event (add info to the web page); On changes of the Project Coordinator, Financial Manager or LP contact person immediately (via email; Progress Reports); Calendar for the planned construction/renovation works: start date, location and deadlines for the submission and payment of works. Recommended: copy of project publicity materials to JTS as soon as produced.
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Quality Management 15 !!! Do not focus only in meeeting the written requirements for the main outputs. Sources to quality definition: Programme; Beneficiaries. Process for ensuring that all project activities are effective and efficient with respect to the objective, schedule and budget of the project.
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Project Changes 16 No matter how good the plan is there always will be some deviation during implementation !!! Inform LP/Programme NO: new activities, removal of approved activities. YES: small deviations.
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Project Communication 17 Project finalisation Project communication Project partners: To share information Programme: To discuss problems, inform about progress, use as dissemination tool External stakeholders: To maintain and increase political backing, receive expert input, link with other projects Main target group: Inform about outputs and services available Reporting Monitoring Implementation Approval and starting up Project generation Good communication – all partners involved, concrete, clear and timely information!
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Lessons Learned: 18 Start as fast as possible: projects usually delay; Ensure sufficient human resources; Good project manager and financial manager – part of project success; Efficient communication within Project; Clear division of activities and budget between PPs; Realistic time planning (e.g. public procurement procedures); In line with what is written in the Application Form; Reporting takes more time than planned. Contact JTS for advise!
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More information 19 www.latlit.eu Other useful links: National authorities www.vrm.lt www.esbendradarbiavimas.lt www.interreg.lt www.raplm.gov.lv Project management tools: www.eu.baltic.net, ‘Projects’, ‘Management Toolkit’ INTERACT guidelines: www.interact-eu.net.
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