Download 08M_Managing

Implementing a LIFE+ Project
Markéta Konečná
8 April 2013
External monitoring teams
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support to EC (desk and financial officers)
monitoring project progress
main contact for the beneficiary
advisory body to EC, not authorised to take decision
compliance with confidentiality rules
Progress Reports
 Inception Report – within 9 months of the project start
 Final Report – within 3 months of the project end
 Projects ˃ 24 months + EU contribution ˃ 300 000 Euro →
1 mid-term report including request for pre-financing (30%)
 Projects ˃ 48 months + EU contribution ˃ 2 000 000 Euro →
2 mid-term reports including requests for pre-financing (20%)
 Delay between consecutive reports must not exceed 18 months
Form of Progress Reports
 Use standard EC templates
 Both, paper and electronic format in 2 copies – one for
the EC, one for the monitor
 Final Report – another copy for the Member State
authority
Threats to Successful Project
Implementation
 Poor management
 Delays in timetable and meeting deadlines
 Changes in budget
 Changes in foreseen outputs and project results
 Changes in partnership structure
 Ineligibility of costs
 Insufficient pre-financing
 Not understanding environmental problem/ LIFE+
Poor Management
Strong management is the key!
 Employ a full-time experienced project manager – should
report to the coordinating beneficiary
 Set a clear management structure with separate
responsibilities including a supervisory body (e.g.
steering committee) meeting on regular basis
 Avoid too many partners – difficult to find consensus
 Employ an experienced financial manager/ accountant
Delayed Action
1. Develop timely and continuous progress monitoring
 Create monitoring tables on the basis of outputs foreseen in
relation to the timetable including milestones
 Inform the steering committee on the progress reached
 Nominate an individual specifically responsible for project
monitoring (if not the duty of project manager)
2. Inform on any delays foreseen:
your external manager
the Commission (in reports or by a letter)
Postponement of End Date
1. Try to prevent to postpone the project end date by adding a
sufficient buffer period to the total duration of your project when
preparing a proposal
2.
In case of a running project:
 Inform your external monitor ASAP
 Send a request for postponement of the end date to the EC
no later than 3 months before the project end
 subject to amendment to the grant agreement - EC may or
may not accept it
Changes to Foreseen Outputs
and Project Results
 Change of overall objective is not acceptable
 Change to the nature or content of actions/ deliverable is
considered a significant change
→
 subject to amendment to the grant agreement
 formal request for changes to the EC must be submitted
 no later than 3 months before the project end date
Changes to Partnership
Structure
 subject to amendment to the grant agreement
 formal request for changes to the EC must be submitted
 no later than 3 months before the project end date
 always think twice when choosing your project partner
 coordinating beneficiary is responsible for finding
alternative co-financing
Avoiding Ineligible Costs
 Ensure that each beneficiary has an experienced
accountant with thorough knowledge of national
accounting regulations
 Gather all financial documents from the partners on a
regular basis
 Pay special attention to timesheets!
 Keep thorough public tendering documentation or any
records justifying that expenses were spent in economic
and efficient way
Avoiding Ineligible Costs
 Ensure that each invoice bears the reference to the
project – code and the name of the project
 All durable goods must be stamped by LIFE+ logo
 Besides final financial audit, you may ask for an audit
check in mid-term of your project implementation
 Check Common Provisions - Art. 23 – 27
 In doubts of eligibility costs contact your external monitor
Insufficient Pre-financing
IIf there is a potential risk of insufficient pre-financing → ask for a bank
guarantee and include it in the project costs while preparing a
proposal.
Bank guarantee specifications:
 The amount of the first pre-financing payment
 Duration of the project + 6 months
 Its form set out in Annex IV of the grant agreement
Golden Rules of Successful
Project Implementation
 Plan realistic – know the environmental problem and
LIFE+ rules
 Create strong management structure
 Keep up-dated accounting records and timesheets
 Monitor project progress and project results on regular
basis
 Communicate and co-operate
Golden Rules of Successful
Project Implementation
 Solve problems before they become serious
 Prepare contingency plan
 Build on successes and learn form the problems of others
- seek experience from successful beneficiaries
 Build up a network
 LIFE+ website: PROJECT DATABASE
Useful tools
LIFE+ website: TOOLKIT
 Project management tools
Reporting templates
Amendments
Partnership agreements
Timesheet tables
Project communication tools
Factsheets – communication materials
Logos
Presentation templates
What can you gain?
 Opportunity to address an important environmental issue
 Visibility for your organisation
 Increased capacity or competences
 Opportunity to pursue ideas
 Networking opportunities (exchange experience)
 Door to new opportunities
THANK YOU
All information about the LIFE+ Programme and the current
call LIFE+ 2013 can be found on web page:
http://ec.europa.eu/life