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Admin ::: Jul 28, 2006 ::: 1631 Reads
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That’s the way we work
Organisation Structure
Project Co-ordinator: the Project Co-ordinator - installed by the Lead Partner - is the first authority within the whole project. He represents the project to the programme management of INTERREG IIIB CADSES. Mr. Hubert Siegel acts as project co-ordinator on behalf of the Lead Partner.
The Project Co-ordinator is head of the Project Steering Committee. He is responsible for the co-ordination of the project, the reporting to the programme management and the distribution of ERDF funding.
The LP set up tools for financial monitoring and management, which allowed at any given time a detailed overview of project and partners' finances and indicated solutions to issues of financial management.
The operational management included basic technical means for communicative and administrative purposes, the assurance of communication between project partners, quality management and evaluation of products developed within the project. The basic internal communication instruments were developed to this end and their thematic results were public.
Project Management and Financial Management
Project Manager and Financial Manager supported the Project Co-ordinator in fulfilling his tasks.
The Project Manager was responsible for all tasks related to project organisation and progress monitoring. This means in detail:
- setting up an information and communication system for all people involved in the project;
- organisation and co-ordination of all meetings (workshops and steering meetings) including the related reporting;
- progress monitoring and progress reporting.
The Project Manager also represented the link between the Project Steering Committee and the Working Group.
The Financial Manager was responsible for the transnational financial management of the project. This means in detail:
- setting up a financial monitoring and reporting system for all partners;
- financial monitoring and reporting (in co-operation with the Project Manager).
The Financial Manager was also responsible for keeping the members of the Project Steering Committee informed about all occurring financial matters.
Project Steering Committee (PSC)
The general strategic direction of the project was defined by the PSC. Each project partner was represented in the PSC by one person. The head of the PSC was the Project Co-ordinator representing the Lead Partner. The PSC was responsible for all strategic decisions touching on the project. Decisions were taken according to the principle of the relative majority. In case of a tie, the Project Co-ordinator had the casting vote. Contracts of the LP concerning administrational matters with third-party providers needed SC approval, too.
The PSC was informed about the current state of the project – especially on administrative and financial matters – by the Project Manager and the Financial Manager.
Working Groups
Working groups were established at the beginning of the project. The core working group was trans-national and delivered results which were basic to the whole project progress (methodology, exchange of experiences, information of the public). The trans-national working group met at the defined trans-national workshops of project MONITOR. In addition trans-national or bi/multilateral meetings were scheduled on expert level for specific issues.
Sub-working groups were established to carry out tasks on a specialised level, e.g. an ontology working group, which figured out a transnational thematic thesaurus structure and met at extraordinary meetings.
A further sub-group was occupied with working on radar interferometry issues for detecting bed load masses and their transportability by heavy precipitation.
Meetings
The number of necessary steering meetings and trans-national workshops has been fixed at the beginning and timed to provide means for achieving milestone requirements (which were reached approximately every 6 months).
Steering Meetings: the PSC met semi-annually at the steering meetings. At these meetings the PSC was informed about the current status of the project by the Project Manager and the Financial Manager. Any strategic decisions regarding project progress or financial matters were made at these meetings. Additionally the reports related to the connected milestone, which had been prepared by the Project Manager and the Financial Manager with input by the partners, were discussed and approved by the PSC, before they were handed over to the Programme Managing Authority. The PSC approved contracts with third-party providers and detailed the division of labour between project participants. The Project Steering Committee controlled work progress and decided on issues concerning substantial changes in financial allocation to work packages, years and activities. The PSC also decided in the beginning the number and schedule of meetings (seminars, information exchange meetings).
Workshops: depending on the state of the project, the working group met between two milestones for one to several times during the whole runtime of the project according to the workload and need for coordination. These workshops represented the general platform for the transnational exchange of know-how and experiences. Workshops were scheduled – if possible – close to already defined international meetings and conferences in the field of natural disaster (prevention). They were also dominantly transnational in character but showed a varying intensity of partner involvement. Territorial work groups were defined on regional or national levels for widespread result dissemination, incl. external institutions like ministries and regional administration.
Information Exchange Meetings: in addition to Steering Meetings and workshops information exchange meetings and seminars with additional external experts, who would otherwise not be involved in project, were planned. They were not subject to a regular time schedule but were held, if required. Information exchange meetings were held on a face-to-face basis or by other means of communication (telephone, email, web-platform for document management and as continous discussion forum).
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