WF (Draft) Guidelines for implementation Project Management

1. WF(Draft) Guidelines for implementationProject Management 11 February 2010, Delft Kick-off meeting

2. Contents • Process management in general - manuals • INTERREG IVC Programme background • Organisational structure of the project • Content management • Reporting • Documentation requirements • Keeping track of what is happening • Project changes

3. What is process management? The tool to make the AF become alive! >> initial project planning took place at the pre-application stage but needs to be developed further after approval, i.e. NOW - in order to provide an effective and safe project management

4. Process management – based on detailed project planning Process management = from planning to implementation and fulfilling through: • detailed planning • constant monitoring • adjustments and interventions if needed AF = basic planning process management = through detailed implementation plan

5. Why is detailed project planning important? for a number of reasons: • Confirmation of each partner’s role in the project activities (mostly pre-defined in the application form and/or in partnership agreement) • More detailed outline of the necessary resources (time, staff, budget) for achieving outcomes • Identification of timeframes and deadlines • Identification of project outputs that mark the critical path of the project (milestones) • Definition of the workflow, i.e. the sequence or order of tasks and relationships between tasks • Building a baseline for project review, evaluation, reporting and early identification of risks as well as day-to-day project management

6. Tools to be used Why do we need regulated procedures? To ensure a common regulatory framework for WF on project and partner level While Partnership Agreement provides for the legal regulation, the Financial and Procedural Manual provides for operational rules, creating a common understanding for the implementation of the project They can be used as a practical guideline for the daily project operation for the partners

7. How to use the financial and procedural handbook? available for all PPs and on the project’s website all PP’s management teams must be familiar with the content of the manual and use it as a tool for the planning and implementation of the tasks be aware that the relevant national regulations have to be respected as well: nationalcontrol, public procurement etc. We expect partners to provide practical feedback on how to improve the guidelines or make it more user-friendly if needed

8. INTERREG IVC Programme management structure Monitoring Committee (MC) Managing Authority (MA) Certifying Authority (CA) Joint Technical Secretariat (JTS) First Level Control bodies (FLC) National Contact Points (NCP)

9. Organisational structure of the project Project Management Team (PMT) Project manager (process & content) Nico van Lamsweerde Financial manager (financial issues) Manon van Meer External Support Team: Public procurement in process Partner-level management Partner project manager / each partner Partner financial manager / each partner Supported by external expertise if needed

10. Responsibility of the Project Manager(project level) Overall coordination & direction of the project Monitoring the process of implementation by each PP and as a whole and the products (outputs & results) Keeping under control the rights and duties and progress with dedicated tasks of all partners involved, as described in the AF & Subsidy Contract & PA Preparing the project’s progress reports Key contact for all partners Keeping regular contact with the JTS Keeping appropriate documentation of the project

11. Responsibility of theFinancial Manager (project level) Overall financialcontrol of the project Settingup and maintaining an efficientfinancialmonitoring and administrationsystem Ensuringtheeligibility of expenditures Preparingthefinancialparts of theproject’sprogressreports KeepingcontactwiththeJTS’sfinancialmanager Ensuring a separate EUR bank account forthe project Ensuringtransfer of ERDF fundstopartnersafterreimbursementbythe JTS

12. Responsibility of partners’ project managers Daily management of implementationoftheproject’sactivitieslocallyon PP level Safeguardingtheaccurate and timelyimplementationaslaid down inthe AF / detailedimplementationplan Monitoring theproducts (outputs & resultsindicators) at partner level Fullfillingreportingobligations (bothinternal and progressreporting) Ensuringvalidation of the partner levelreportsbythe FLC intime Active and regularparticipationat project meetings and in email correspondence

13. Responsibilities of partners’financial managers Keepingundercontrolspendingson partner level and keepingitin line withthegivenpartner’splannedbudget (amounts and reportingperiod) Reportingtothe LP anychangesordeviationsintherealspendingstructurecomparedtothe AF Ensuring a separate bank account fortransfer of funds Keeping project accounting system Reportingobligations (bothinternally and relatedtofinacnial part of progressreporting)

14. Working Group (WG) • = assembly of the partners’ project managers • Operative body • Decision preparatory body (for the SC) • Meets regularly – usually related to main interregional events of the project

15. Steering Commitee the most important strategic, decision-making body of the project responsible for general operating policy, procedures, objectives and related matters affecting the WFproject as a whole = steering, monitoring and evaluating the project continuously in its progress is an assembly of politicians / decision makers representing each partner meets once a year in person but is informed regulary by the PMT SC members – have to be appointed ASAP!

16. Content management • To ensure that the project’s activities are carried out as planned and the set objectives are reached – with the originally planned professional content and at the highest possible professional standard • make use of specific professional expertise available – either internally or by hiring externals • make sure you have enough capacities allocated • liase with other PPs regularly, especially in case of doubts (and ask for help if needed)

17. Content management 2 main types of activities: • Related to the whole project = joint project events – e.g. final conference; • Related to a given PP only = specific tasks of PPs – e.g. communication

18. Regulatory Framework • The programme documents can be downloaded from the INTERREG IVC website (www.interreg4c.eu ) • The most important documents, manuals and guidelines will be available for PPs on the WF website (Programme Manual; approved Application Form, including approved Conditions Form; Subsidy Contract; Partnership Agreement, Financial and Procedural Handbook; Communication Plan) • PPs must be familiar with the national and state rules relevant to their activities

19. Reporting = the most important monitoring tool for • the programme • the LP • the PPs themselves! Based on: • activities carried out • outputs/results reached • costs paid relatedly

20. Reporting procedure STEP 1 (ongoing!): Ongoing internal reporting = Partners’ monthly input – on: • Last month’s activities carried out, outputs/results reached, related costs paid • forecasted activities and related costs for next month Partner reports sent by email to PMT by 10th of each month

21. Reporting procedure Reporing periods: calendar half-years 1 January -30 June 1 July – 31 December The partnership has 3 months for the submission of the progress report to JTS following the end of each reporting period

22. Reporting procedure STEP 2: After the end of each six-month reporting period all PPs send their partner level report within 15 days to the appropriate first level control body (in English or national language – template provided (or not) by the FLC body). PP reports should consist of: activities carried out outputs reached related costs paid DEADLINES: 15 July 2010 (including preparation costs as well) 15 January 2011 15 July 2011 15 January 2012 15 July 2012 15 March 2013

23. Reporting procedure STEP3: within 20 days after the end of each reporting period PPs send an internal partner level progress report (=the simplified version of the Progress Report) to the LP DEADLINES: • 20th July 2010 • 20th January 2011 • 20th July 2011 • 20th January 2012 • 20th July 2012 • 20th January 2013

24. Reporting procedure STEP4: Lead Partner starts to compile the Progress Report based on information received from the PPs – if necessary, asks for further clarification or data from partners

25. Reportingprocedure • STEP 5: theappropriate FLC of each PPreleasesacontrolconfirmation, which is sent directly to Lead Partner (scannedby email AND inoriginalby post) • DEADLINES: • 15th September 2010 • 15th March 2011 • 15th September 2011 • 15th March 2012 • 15th September 2012 • 15th March 2013

26. Reportingprocedure • STEP 6: Submission of the joint WF Progress Report and allPPs’ controlconfirmationsbythe LP to its FLC body for control • DEADLINES: • 15 September 2010 • 15 March 2011 • 15 September 2011 • 15 March 2012 • 15 September 2012 • 15 March 2013

27. Reporting procedure STEP 7: The LP submits the joint WF Progress Report to the JTS (electronic and paper versions) UNTIL (thedatesare fixed!): • 1st October 2010 (incl preparation costs) • 1st April 2011 • 1st October 2011 • 1st April 2012 • 1st October 2012 • 1st April 2013

28. Reporting procedure • STEP 8: JTS checks the Progress Report and asks for further clarifications if needed and then authorises the report • STEP 9: Payment of ERDF funding by JTS to the LP • STEP 10: Payment of ERDF funding from LP to Project Partners (as regulated in PA)

29. Project documentation requirements All partners have to keep all information and supporting documents related to the project at least until 2020 (i.e. a period of three years following the closure of the programme – in a yet unspecified time after 2015).

30. List of documents to be stored AF, SubsidyContract, PA Relevant project correspondence (financial & contractual) Reports (controlconfirmationsfromFLC, allsubmittedprogressreports) Accounting documents (invoices, bank statements etc.) Staffcostadministration (timesheets, labourcontracts, payrolldocuments) Public procurementdocuments (procurementnotes, terms of reference, offers, contracts, etc.) Proofs of deliveryofservices & goods (studies, brochures, newsletters, minutesofmeetings, participantslist, traveltickets, etc.)

31. Internal communication Basic rules: clear & cost efficient, written communication Telephone, e-mail contact between partners – important phone communications must be put into writing (minutes) LP: all communication through wf@srn.nl One-channel communication with programme authorities (JTS, MA) – only the LP communicates and informs partners accordingly

32. How to keep track of what is going on? Answer the following questions: • Is the project delivering to schedule? • Was the original budget allocation right? • Have the deliverables been produced as expected (quality and quantity)? • If not, why not and what are the implications? • Were issues identified and resolved on time?

33. How to keep track of what is going on? Indicators: tangible deliverables of the project partners have to meet indicators (outputs and results) listed in the AF! – this will be checked by JTS Use the indicators defined in the AF to: monitor progress throughout implementation and as a warning if corrective action is needed check at the end of the project whether the original objectives have been achieved evaluate success of the project

34. How to tackle indicators? Examples of output indicators: • Nr of interregional events (intensified knowledge transfers, Masterclasses etc.) • Nr of good practices identified • Nr of Demo Toolbox developed • Nr of regional/local policies and instruments addressed • Nr of regional analysis reports • Nr of regional policy recommendations / action plans • Nr of press releases disseminated • Nr of newsletters created and disseminated • Nr of brochures created and disseminated • Nr of Steering Committee meetings organized

35. How to tackle indicators? Examples of result indicators: • Nr of good practices successfully transferred • Nr of regional policies and instruments improved • Nr of regional governance models/recommendations assessed • Nr of no of regional action/implementation plans • Nr of staff members with increased capacity • Nr of articles / appearances in press / media • Nr of participants in interregional events • Nr of visits per month on the WF website

36. How to deal with project changes? Key question: whether the initial activity plan is still realistic for delivering the promised outcomes? >> original plans are likely to change somewhat in order to: • reflect information that was unknown previously • reflect changing conditions

37. How to deal with project changes? Make sure that changes stay within acceptable limits! >> importance of internal monitoring – develop an effective system (financially – actual payments and forecasts; activities; indicators)

38. How to deal with project changes?

39. How to deal with project changes? Project changes usually require approval of project / programme management >> in order to make an informed and timely decision, enough information and justification is needed

40. How to deal with project changes? Ask the following questions: • What is the nature of the change (activity, partnership, etc.)? • Who does it affect – one PP/ the whole partnership? • Does it have an effect on the project budget? • Does it have an effect on the project timeframe? • Is there a danger that the project will not deliver all/part of its activities? • Is the change related to working methods and procedures or objectives and deliverables? • Outline alternative solutions, justify them in terms of complying with the original application (i.e. they do not significantly change the original plan)

41. Changes in activities Generally accepted if main outcomes and objectives do not change • More is hardly ever a problem • Less is always a problem • Completely different is also a problem

42. Changes in timeframe • Change of time frame and deadlines - usually delays • What matters is the change’s effect and seriousness • Have to be based on evidence that PPs have done everything to avoid and overcome delays • De-commitment on programme level!

43. Changes in partnership • PP change is taken rather seriously! • Partner change (example) – possible reasons: not eligible, not fulfilling, own problems (e.g. financial difficulties) • How „important” a partner is the one dropping out? • Has a replacement already been found?

44. Changes in outputs • Changes in outputs / results – imply a change in the project’s objectives >> are questioned by programme bodies! • Output changes have to be well-justified and should be accepted if they mean a better alternative leading to a better delivering

45. Thank you for your attention!