2011-2015

connecter

implanter

entreprendre

transformer

développer
1st Steering Committee
Auch, 6th of February 2012

Gers CCI 1

Agenda of the kick-off

meeting
Kyriaki Panagiotaki, Project manager

Gers CCI 2
 Agenda of the kick-off meeting
1st day, Monday, 6th of February 2012, from 2 p.m to 6.30
p.m: Steering Committe meeting (1st part) at the central building
of the Gers CCI in Auch
2nd day, Tuesday, 7th of February 2012:
from 9 a.m to 12.30 a.m: Steering Committe meeting (2nd
part) at the Innoparc building in Auch
from 2 p.m to 6.30 p.m: Workshop to define the common
methodology for the implementation of the good practices,
at the Innoparc building in Auch
rd
3 day, Wednesday, 8th of February from 9 a.m to 6 p.m:
Study visit in the Gers province
4th day, Thursday, 9th of February from 9 a.m to 5 p.m:
Launching conference in Blagnac/ Toulouse
3

Agenda of the 1st day Steering

Committee meeting
• 1.30 p.m: Arrival of participants - Coffee
• 2 p.m : Welcome speech.
• 2.10 p.m: Round table and short presentation of
each partner
• 2.15 General overview of the GRISI PLUS project
• 2.35 p.m: Administrative and technical issues
• 4.30 p.m: Internal rules and management
• 7 p.m: Visit at the Auch town hall, cocktail and
welcome speech by the Mayor
• 8 p.m: Diner in Auch

4
 Welcome speech
Pascale Darré, Executive Director
Michel Debord, EU projects coordinator

Gers CCI 5

CCI Gers strategy

• Innovative actions EU program
• Define an action plan (2000- 2006) concerning IT applications for rural
areas
• Consensual (all key actors involved)
• Transferable at European level
• Strategy :
• To look for EXCELLENCE with EU projects (R&D, INTERREG)
objectives competence with partners and finance
• To focus with Geomatics cluster
• To set up local networks including councils, public organisms, enterprises
etc
• Expected goals :
• Arrival of new comers and industrial investors
• Creation of new jobs in innovative activities
• To maintain local services all over the territory
6
 2000-2006 Action Plan
4 aims 4 strategic 4 key actions
pathways

1. Facilitate the 1.1 Create 1. SOHO/SOLO

arrival of new multimedia content
inhabitants
2. Create and 1.2. Train people to 2. Training
convert JOBS use new IT in all
jobs
3. Contribute to the 1.3. introduce « 3. Geomatics
economic new modernity » plan
development in rural space
4. Maintain the 1.4 Develop local 4. GeoPortal
local services consensus
7

80% of the existing info can be geolocalised

Transport Municipal

Demographic Economic Tourism Leisure

Education Health
Social Cultural
INFRASTRUCTURE FACILITIES
SOCIO-ECONOMIC
Modernity for rural areas :
Geoportal with digital cadastre
and geolocalised information
about territory
Soil Area Development,
Fauna boundaries zoning, status
Air
Natural Public
Water resources Registration sector
8
ENVIRONMTL RESOURCES LEGAL
 CCI Gers involvement in Geomatics
• Local : Innoparc BIC centre
– Innovative Enterprises cluster
– Training Centre GERSTERRA
• Regional Centre for geospatial data CRIGEOS
• National general secretary of the French Geographic
association AFIGEO
• European : member of NEREUS Association:
network of European regions using space technologies

Geomatics is the discipline that integrates Earth Sciences with Information Technology
in order to acquire, stock, analyze, diffuse, and manage data related to a territory.
10
©teleparc 2008 http://www.teleparc.net 10
CCI Gers involvement in European projects

• FP5, FP6, FP7: 4 research projects in Geotraceability

• 9 INTERREG projects :
– IIIA : PYRED (1 and 2)
– IIIB : SOHO SOLO, RED LOCAL PLAN,
– IIIC : GRISI
– IVB : E Incorporate, Crea Business Idea, CREANET 2.0
– IVC : GRISI PLUS

11

CCI Gers involvement in regional and

local projects
• Geowine : Geotraceability for wine production
• Infoterra : GIS for irrigation
• Local geographic data base for 463 municipalities
• GERSTERRA : Auch University on Sustainable
management of rural and environmental
development (26 students)
• CRIGEOS: Geospatial Information Centre of the
Midi Pyrénées region

12
 Round table
Short presentation of each
partner

Gers CCI 13

Partnership
• P1 CCI Gers: Gers Chamber of Commerce and Industry - France
• P2 WRA: West Regional Authority - Ireland
• P3 GCC: Galway County Council - Ireland
• P4 VPR: Vidzeme Planning Region - Latvia
• P5 LPS: Latvian Association of Local and Regional Governments - Latvia
• P6 ANETEL: Larnaca District Development Agency - Cyprus
• P7 LCA: Local Councils' Association - Malta
• P8 RDAUR: Regional Development Agency of Usti Region, PLC - Czech
Republic
• P9 RAS: Development agency Sinergija - Slovenia
• P10 ADRC: Centru Regional Development Agency - Romania
• P11 NAMPB: National Association of Municipalities in the Republic of
Bulgaria - Bulgaria
• P12 TSP: Tartu Science Park - Estonia
• P13 TIEE: Territorial Initiative for Employment and Entrepreneurship of
Kerkini - Petritsi - Iraclia - Greece
• P14 ROC: Region of Crete - Greece
14
 General overview of the
GRISI PLUS projet
Michel Debord, EU projects coordinator
Kyriaki Panagiotaki, Project manager

Gers CCI 15

General objectives
• GRISI PLUS aims at improving the effectiveness and enriching
economic development policies in rural areas by increasing the
use of geographical information and geomatics tools
• To give decision-support tools to public key players and
policymakers.
• The good practices that contribute to the policies for the
economic development of rural areas
• To achieve this goal, partners will exchange experience, identify
and transfer good practices in 2 domains related to their
common issues for the revitalization of rural territories:
– Development of the attractiveness of rural territories to attract
new inhabitants. The latter will be able to telework (work at
distance) thanks to the New ICT.
– Promotion of local tangible and intangible products, thanks
to the use of geomatics tools and Geographic Information
Systems.
16
 Identification of good practices

In the context of the INTERREG IVC programme, a
good practice is an initiative (methodologies, projects,
processes and techniques) undertaken in one od the
programme’s thematic priorities, which has already
proved successful and which has the potential to be
transferred to a different geographic area. Proven
successful is where the good practice has already
proved tangible and measurable results in achieving a
specific objective

17

Transfer of good practices

Only a practice introduced by one partner and that has
a concrete and measurable impact on another partner
can be considered as a transfer.

The dissemination of good practices or the intention of
a partner to adopt a new practice does not mean that
the good practice is transferred.

18
 What does it mean in practice?

Each partner describes the good practices implemented in his territory in the field
of rural development.

The partners CCI Gers (France), LPS/ VPR (Latvia), ANETEL (Cyprus),
RDAUR (Czech Republic), WRA/ GCC (Ireland) identify and describe the 2 good
practices that they will present during the 5 study visits

During the geomatics seminar, we’ll define the contribution/ role of geomatics in
partners’ good practices

Each partner examine the conditions/ feasibility to transfer the 10 good practices
in each region:
o Which key players/ stakeholders should be involve?
o Which actions/ activities should be implemented?
o How can these actions can be funded?
o Etc

The good practice can be considered as « transferred » when:
o it is adapted and implemented in partners’ respective regions
o It produces tangible and measurable results
19

Elaboration of implementation plans

Document that specifies how each partner region will

work to integrate the lessons learnt from the
cooperation into its local/ regional or national policies

The objective is to go beyond the actions executed at
the project level so that each partner capitalizes the
results of the project at local/ regional/ national level in
his country

20
 Administrative and technical
issues
Michel Debord, EU projects coordinator
Jean-Louis Valls, Financial manager
Kyriaki Panagiotaki, Project manager

Gers CCI 21

Responsibilities of the LP and the

partners
In charge of the Component 1.
The main coordination tasks of the LP will be the following:
• To conclude and sign a partnership agreement between the partners in the first 3
months
• To create an Intranet site of collaborative work including: address book, wiki
pages for the meetings, fileslibrary, time sheets, calendar, reporting sheets
• To plan and organize 6 Steering Committee meetings
• To set up a system of management and control of the work quality (ISO 9001,
already implemented at the Gers CCI)
• To manage and control the delivery of outputs, results, financial and progress
reports
• To ensure the day-to-day animation of partners’ work
• To maintain effective relations with the Interreg IVC JTS
• To present the project and partners in all possible events

22
 Responsibilities of the partners –
General principles
• They carry out the actions within the Components 2
and 3
• They produce the foreseen deliverables under each
component, in line with the deadlines provided by the
SC and/or the LP
• They submit their activities and financial reports IN
DUE TIME
• They participate in ALL the meetings, events, web/
call conferences
• RAS and TSP coordinate the actions of the
components 2 and 3 respectively 23

Responsibilities of CP2 and CP3 leaders

• To control the planning regarding the execution of
the planned tasks by the other partners
• To verify that the planned outputs and results are
taken into account correctly by all the partners. In
case that the planned outputs and results are not well
understood by the partners, the partners P9 and P12
will make useful proposals to the SC
• To use all necessary means so that the deliverables are
produced at the right moment for each partner.
• To organize (if necessary) following-up call
conferences with the partners involved in their
component.
24
 Responsibilities of partners hosting
study visits
• The partners P1 CCI, P2 WRA, P3 GCC, P4 VPR, P5 LPS, P6
ANETEL and P8 RDAUR are responsible for the organization
of the study visits: Each study visit will be composed of :
- a meeting with local and regional elected members and
policymakers
- a guided visit of at least 2 places within the region where the
good practices are implemented
- a press conference with local journalists
- preparation of a form describing the good practice so that
the other partners are aware of the good practice content before
the visit on the field

25

Responsibilities of partners
• P1 CCI is responsible for the launching conference
• P9 RAS and P14 ROC are responsible for the final conference
• P1 CCI is responsible for the geomatics seminar and workshop
• P9 RAS is responsible for the design of all communication tools to
be used in the project
• Following each study visit, all partners will have to verify the
feasibity regarding the implementation of the good practices in
their territory.
• All partners will have to translate the communication outputs
(website, brochure, etc) and the good practice guide in their
national language (if needed).
• Other responsibilities to be decided: communication plan,
newsletters and brochure drafting, content of the website, creation
of accounts in social networks…
26
 Subsidy Contract
• Between the Managing Authority (MA) and the
Lead Partner (LP)
„Lead Partner Principle“

• Determines the rights and responsibilities of the

Lead Partner and the Managing Authority

• Has been mailed to LP after they have fulfilled

their conditions
27

Subsidy contract
• Details
• Article 1 Award of subsidy
• Amount awarded
• Article 2 (1): eligibility period
• Article 2 (2): flexibility rules
• Article 3 (6): payment forecast
• “Payments not requested in time and in full as indicated in the
payment forecast above may be lost ".
• Article 7: publicity rules
• Article 9: audit rights

28
 Subsidy contract
• CCI GERS, the Lead Partner (LP) has signed
on .. January 2012
„Lead Partner Principle“

• A copy of the signatures page and the subsidy

contract model have been sent to the partners
from the Leadpartner on .. January 2012.

29

Partnership agreement
• Between the Lead Partner (LP) and the Project Partners;

• Determines the rights and responsibilities of the Lead Partner

and the Project Partners;

• Has to be adjusted to the individual needs, the legal and

administrative framework, has to include the shared costs
procedure;

• Defines the conversion option chosen by the partnership (non €

zone) during the project time-life.

30
 Partnership agreement
• Obligation to sign a partnership agreement
– Regulation (EC) No. 1080/2006, Article 20:
• “The lead beneficiary shall lay down
arrangements for its relations with the
beneficiaries participating in the operation in
an agreement […]”
• Model agreement proposes provisions needed
for the most important subjects concerning the
implementation of a project
31

Partnership agreement

• The first draft has been sent by email to the partners on

.. February 2012

• The final draft will be sent by email to the partners on ..

February 2012. Each partner will have to
communicate their Partnership Agreement to his
own First Level Controller.

32
 Finance seminar
Eligibility rules
First Level Control

33

Eligibility period
– Project implementation phase: costs are eligible if
• incurred after date of MC approval (For GRISI
PLUS: 15 December 2011)
• paid before the end of the reporting period and the
finalisation month quoted in the AF (For GRISI
PLUS: 31 December 2014)

34
 Eligible costs
Staff costs : 50% of the GRISI PLUS budget

What are Staff costs?

• Personnel costs for the time that the partner organisations’
staff spends on carrying out the project activities (full-time or a
certain percentage of total working time).

• The persons whose staff costs are reported must be directly

employed by the partner organisations officially listed in the
application form.

35

Eligible costs
Staff costs : 50% of the GRISI PLUS budget
• Calculation principles

1. Based on the actual salary rate (employee’s

gross salary + employer’s charges in
accordance with national legislation) of the
individual employee who is actually involved
in the project activities. The calculation
excludes any administration overheads.
36
 Eligible costs
Staff costs : 50% of the GRISI PLUS budget
2. If the staff works less than 100% of their actual
working time for the project, the calculation must
be based on the hourly rate resulting from the
actual salary rate divided by the total number of
hours worked by the staff member for the partner
institution (as registered in institution’s time
recording system). This hourly rate is then
multiplied by the number of hours actually
worked on project activities.
37

Eligible costs
Staff costs : 50% of the GRISI PLUS budget
• 3. Sick leave could also be deducted from actual days
worked.
• “Unproductive hours” for activities such as training,
writing of proposals cannot be deducted from the
actual days worked. This would increase the hourly
rate and indirectly (through the higher hourly rate)
activities not directly related to the project would be
charged. If there is a direct link to the project, then the
activities would be considered as productive project
hours and could appear in the timesheets and this way
be directly reported.
38
 Eligible costs
Staff costs : 50% of the GRISI PLUS budget

• Supporting documents to be checked by FLC:

• calculation of hourly rates

• information on actual annual working hours
• labour contracts, mission letter, job description
• payroll documents
• time records (time-sheets)

39

Eligible costs
Administration costs : 6% of the GRISI PLUS budget
The administration budget is now automatically calculated by applying
a flat rate of 12% to the budgeted staff costs. This budget comprises
all types of administration costs.
When it comes to reporting administration costs later on, the flat rate
of 12% is also automatically applied to the actually reported and
certified staff costs. The use of a single rate for administration costs
applying to all partners in all states participating in the INTERREG
IVC programme will thus simplify the reporting and first level control
and audits of administration costs as no supporting evidence and
allocation key are required to back up the reported administration cost
amount.
40
 Eligible costs
Travel & Accommodation: 10% of the GRISI
PLUS budget

• Travel & Accommodation costs for personnel employed by

partners in AF only
• Have available the following documents: daily allowance
(rules and calculation, travel approval), original air tickets
and boarding passes as evidence of travel and
train/bus/tram tickets/taxi receipts
• Meetings agenda, attendance list...

41

Eligible costs
External expertise & services: 34% of the GRISI
PLUS budget
• Travel & Accommodation costs for external
people
• Have available the following documents for your
guest: travel agency invoices, original air tickets
and boarding passes as evidence of travel and
train/bus/metro tickets/taxi receipts
• Public procurement documentation: procurement
note, terms of reference, offers/quotes, order
form, contract.
42
 Eligible costs
Equipment: 0% of the GRISI PLUS budget

43

Reporting and financial control system

4. CA checks and
Certifying Authority initiates payment
3. Progress Reports
Reporting and
checked by
Financial Project Officer
Control System Joint Secretariat/ and Finance
Managing Authority Payment Officer in JTS
to LP 2. LP compiles the
joint progress
report,
collection of the
CCI GERS(LP) partner control
confirmations and
Pa

expenditure
ym
en

controlled by
tt
o

LP-controller
PP
s

1. Expenditure
Project Partner Project Partner Project Partner
controlled by
PP-controller
44
 Timeline for reporting & monitoring
Timeframe for reporting + monitoring
obtaining approbation
certificates
obtaining partner control confirmations monitoring

30/06 01/10

01/01 01/09 01/11 22/11 22/12

~ 4 weeks ~ 4 weeks

End of Submission
reporting of PR by
Start of period Submission of CCI Gers to
JTS Feedback Approval Payment
reporting PP input to PR
period (confirmed on PR by of PR + by
to CCI Gers JTS to LP, clarifi- Certifying
by LP
(incl. PP
controller) clarification cation by Authority
controller’s request JTS
confirmation) 45

(1) Basics

All expenditure reported by a project has to be

certified by an independent controller before
submission to the JTS.
=
first level control (FLC)

46
 Different FLC systems in MS
MS with CENTRALISED first level control system
•That concerns 11 out of
Central public controller: 14 GRISI PLUS partners
• Czech Republic
• Estonia check country specific information
on the website!
• Greece
www.interreg4c.eu
• Ireland
• Latvia (www.interreg4c.eu  Programme
 Country specific information)
• Malta
• Romania
• Slovenia
47

First Level Control : GRISI PLUS MS

•The Czech Republic has opted for a centralised control
• system.
•The responsible body is the Centre for Regional
Development (hereinafter referred to as “CRD CR”)
whose address is the following :
•Centre for Regional Development of the Czech
Republic (CRD CR)
Vinohradská 46, 120 00 Praha 2
•
The first level control will be performed by the regional
offices of the CRD CR. Project Partners will be
controlled by the regional office from the region in which
they are located.

48
First Level Control : GRISI PLUS MS
•Estonia has chosen a centralised control system.
• Expenditure of project partners from Estonia will thus
have to be checked and confirmed by the following body
:
•Contact:
Ministry of the Interior
Regional Development Department
Interreg Programme Supervision Bureau
Mrs Raili Vesberg
Mr Valeri Kevlitš*
Pikk Street 61
Tallinn
•E-mail : raili.vesberg@siseministeerium.ee
Phone : +372 612 5193
•E-mail : valeri.kevlits@siseministeerium.ee
Phone : +372 612 5126
49
Fax : +372 612 5101

First Level Control : GRISI PLUS MS

•Greece opted for a centralised control system.
• •Each Greek Lead Partner and Project Partner (All
project partners other than the Lead Partner) shall
request the following body to allocate them a controller :
•Single Paying Authority
First level control unit
11, Navarchou Nikodimou
10558 Athens
Greece
•The Greek Lead Partners/Project partners are asked to
address their request of allocation of a controller to the
Single Paying Authority - First Level Control Unit as
soon as their project is approved.
•The controller designated by the Single Paying Authority
will carry out the checks. Both the designated controller
and the Head of the Single Paying Agency will confirm
50
the costs.
First Level Control : GRISI PLUS MS
• •Ireland has chosen a centralised control system.
Expenditure of project partners from Ireland will thus
have to be checked and confirmed by the following body
:
•Control Body 2 (Border Midland & Western Region)
Border Midland & Western Regional Assembly
Joe Flynn
The Square,
Ballaghaderreen,
Co. Roscommon,
Ireland.
•Phone : +353-94-9862970
Fax : +353-94-9862973
Email : jflynn@bmwassembly.ie
51

First Level Control : GRISI PLUS MS

•Latvia has opted for a centralised first level control

system. Expenditure of project partners from Latvia will
thus have to be checked and confirmed by the following
body :
•State Regional Development Agency
Territorial Cooperation Project Control department
Elizabetes iela 19, Riga, LV 1010 Latvia
•Phone : + 37167350632
Fax : + 37167079001
E-mail : tspkd@vraa.gov.lv
Website :
http://www.vraa.gov.lv/lv/intterreg_1_limene_fin_kontr
ole/

52
First Level Control : GRISI PLUS MS

•Malta has chosen a centralised control system.

Expenditure of project partners from Malta will thus have
to be checked and confirmed by the following body:
•Moira Ellul / Clint Tanti
Territorial Cooperation Unit
Planning and Priorities Coordination Division
Office of the Prime Minister
13, St. Paul’s Street,
Valletta VLT 1210
•Phone : 00356 2200 1867 / 1866 / 1865
Fax : 00356 2200 1141
Email : moira.ellul@gov.mt; clint.tanti@gov.mt

53

First Level Control : GRISI PLUS MS

•Romania has opted for a centralized control system. The first
level control system is ensured by the Ministry of Regional
Development and Housing through the General Directorate
for Coordination the Activity in the Territory formed up of 8
Territorial Units, located in each of the 8 regions of the
country.
•A national coordinator is in charge of coordinating the civil
servants within the territorial units.
•Marieta ENACHE
Coordinator of the first level control system in Romania
General Directorate for Coordination of the Territorial
Activity
Ministry of Regional Development and Housing
No. 17 Apolodor St, North Side, Bucharest, Romania
Phone/ Fax : +40372 111 565
Mobile: +40 749 196 175
email: marieta.enache@mdrl.ro 54
First Level Control : GRISI PLUS MS

•The Republic of Slovenia has chosen a centralised control

system. Expenditure of project partners from Slovenia will
thus have to be checked and confirmed by the following body:
•Government Office for Local Self-Government and Regional
Policy Financial Control Unit - Objective 3 (European
Territorial Cooperation’ Objective – see ETC)
Dunajska 58
1000 Ljubljana
•Ms Erika Mlakar
Dunajska 58
SI-1000 Ljubljana
•Phone : +386 1 3201 477
Fax : +386 1 3201 301
E-mail : erika.mlakar@gov.si
55

(2) different FLC systems in MS

MS with DECENTRALISED first level control system

chosen by the partner proposed by the partner and

from a short list: confirmed by MS:
• Cyprus
• Bulgaria
• France

check country specific information

on the web-site!

www.interreg4c.eu

(www.interreg4c.eu  Programme
 Country specific information)

56
First Level Control : GRISI PLUS MS
•Bulgaria has chosen to implement a decentralised control
system.
A database of eligible professionals – external controllers was
established at national level. A shortlist of external controllers is
available on the IVC website.
•Twice a year / before the end of each reporting period the
project partner (All project partners other than the Lead Partner)
will ask the following body for the nomination of a controller
listed in the shortlist of controllers :
•Ministry of Regional Development and Public Works
"Territorial Cooperation Management" Directorate General
17-19 "Sv. Sv. Kiril i Metodi" St.
Sofia - 1202, Bulgaria
•Contact person:
Mr Kiril Geratliev
Director General of “Territorial Cooperation Management” Directorate General
Tel: +359 2 94 05 238
Fax: +359 2 98 70 737 57
E-mail: KGeratliev@mrrb.government.bg

First Level Control : GRISI PLUS MS

•Cyprus has chosen a decentralised control system. The beneficiaries
from Cyprus will have to propose, an independent controller
(internal or external) to the following body :
•Planning bureau
Directorate of Structural Funds and Cohesion Fund (Verifications
Unit)
Ms. Despina Stavrou
29 Byronos Avenue
1096 Nicosia
Cyprus
•Phone : +357 22602847
Fax: +357 22666810
Email : dstavrou@treasury.gov.cy
•This body will authorise the controller proposed by the project partner(All project
partners other than the Lead Partner) after having checked that the controller is
sufficiently independent from project activities and finances and qualified to carry out
the control of an INTERREG IVC project :
•The controller has to be officially authorised before the first expenditure can58
be
reported and confirmed.
First Level Control : GRISI PLUS MS
•France has chosen a decentralised control system. The
beneficiaries will have to propose an
independent controller (internal or external) to the
following body :
•Région Nord-Pas de Calais
Direction Europe
Service Programmes INTERREG
Hôtel de Région – 151 Avenue du Président Hoover -
59555 LILLE CEDEX
•This body will authorise the controller proposed by the project
partner (All project partners other than the Lead Partner) after having
checked that the controller is sufficiently independent from project
activities and finances and qualified to carry out the control of an
INTERREG IVC project.
•Should an external controller be selected, the project partner will
have to abide by the public procurement rules. In that case, the MS
body will propose a terms of reference (a document providing main
guidelines related to a specific call for proposals) model to the project
partners to facilitate the tender procedure. 59

(3) approbation certificate

Selection of a first level controller and obtaining an approbation certificate
(decentralised system)
1. Select a first level controller, respecting public procurement rules.
2. Propose this first level controller to the central approbation body of the
Member State. A specific checklist has to be filled for this purpose.
3. The MS checks the information and assesses the qualification and
independence of the controller. If OK, the MS issues an approbation certificate
to the partner.
4. This approbation has to be finalised before the end of the first reporting
period (i.e. 30 June 2012) so that FLC can be carried out after end of
reporting period.
5. PP provide approbation certificate to LP. LP submits all individual
approbation certificates to the JTS with the progress report (1st PR or with
further PRs in case of change of controller).
6. For each progress report, the LP checks that the control body of the
controller is the same as the authorised one.
7. In case of change of first level controller, the approbation procedure shall
be started again.
60
(4) FLC – partner control confirmation
• The first level controller...
checks, that
 the payment date of the costs reported.
 that all necessary documents concerning receipts, payments and
activities are correctly recorded to ensure the audit trail.
 The delivery of the co-financed products and services
 That progress made is reflected in the report
 The compliance of such expenditure with community rules,
programme rules (subsidy contract referring to programme manual +
Application form) and national rules
on the basis of
Accounting documents and project documentation
100% check (sample only if well justified)
confirms the expenditure and signs the
partner control confirmation. 61

(4) FLC – partner control confirmation

• The Lead Partner first level controller
checks, that
 the project expenditure is related to the project and corresponds to the
delivery status of the partners
 the figures in the progress report coming from the individual partners are
correctly summed up (the budget rules of the programme are respected)
 the partner control confirmations are signed by a controller in compliance
with the country specific control requirements
on the basis of
• partner control confirmations
confirms the expenditure for the whole partnership and signs the Lead
Partner control confirmation (in the progress report).
 Please, note that the LP is also a PP!
62
(5) obligatory programme documents
• FLC programme documents
• decentralised FLC systems:
checklist for approving the FLC (provided by MS)
approbation certificate (to be submitted to JTS with first
progress report & every time a new first level controller is
appointed)

• centralised & decentralised FLC systems:

partner control confirmations (to be submitted to JTS with
every progress report) ANNEX 5b programme manual
control report (incl. control checklist) – the use is
obligatory; JTS proposes as minimum requirement
ANNEX 6 programme manual
63

(5) obligatory programme documents

Points of attention:
The template for the partner control confirmation is provided by the
programme (Annex 5b of the programme manual).
The Word-formate template is available on the IVC website
(www.interreg4c.eu Projects / Resources for project partners).
The text of the partner control confirmation has been agreed by 27 MS
and Norway.
Amendments are not acceptable (additions/deletions).
Only the partner control confirmations and approbation certificates
have to be submitted to the JTS. Other documents (e.g. control report
+ checklist) will be specifically requested if necessary, otherwise remain
with PP or PP controller .
The LP decides which other documents have to be submitted (from PP
to LP).
64
 Annex 2: Example of First Level Controller Approbation Certificate
[to be sent to the project partner for submission to the LP]
Based on our review of the information provided by the project partner and controller in the ‘Checklist for the
Approbation of a First Level Controller”, we acknowledge the following body
Partner Controller
Name
Job title
Division/Unit/Department
Organisation
Address

Telephone number

B. The approbation certificate Fax number

e-mail
to verify
- the delivery of the products and services co-financed,
- the soundness of the expenditure declared for operations or parts of operations implemented on our
territory and
- the compliance of such expenditure and of related operations, or parts of those operations with
Community rules and relevant national rules
for the following project and partner:
Project
Name of the project
Acronym
Index
Project Partner to be controlled
Name of the contact person
Division
Organisation
Address

Telephone number
Fax
e-mail
Function in the project □ Lead partner □ Projet Partner
The information provided gives reasonable assurance about the controller’s
- independence from the project’s activities and finances and
- qualification to carry out the verifications mentioned above.
We herewith remind the project partner and project partner controller:
• to bear in mind that the progress report has to be submitted by the Lead partner to the JTS within 3
months after the end of each reporting period
• to ensure that the control work will be carried out within two months after the end of each reporting
period
• to use the INTERREG IVC programme’s standard reporting and control documents to report the
expenditure, to document the checks and to confirm the eligible expenditure.

______________________ ___________________________________________
Place, Date and Stamp
1
Name of the signatory + signature of the 65
MS Approbation Body

1
If according to internal procedures, a stamp is not used, please state it.

Timeline for reporting & monitoring

Timeframe for reporting + monitoring (reminder)

obtaining approbation
certificates
obtaining partner control confirmations monitoring

30/06 01/10

01/01 01/09 01/11 22/11 22/12

~ 4 weeks ~ 4 weeks

End of Submission
reporting of PR by
Start of period Submission of CCI Gers to
JTS Feedback Approval Payment
reporting PP input to PR
period (confirmed on PR by of PR + by
to CCI Gers JTS to LP, clarifi- Certifying
by LP
(incl. PP
controller) clarification cation by Authority
controller’s request JTS
confirmation) 66

The expenditure per partner
• Has a partner control confirmation been
provided for each partner reporting
expenditure?
(! Including the Lead Partner !)
The Lead Partner control confirmation in PR
(p.4) does not cover the Lead Partner’s
expenditure. It is for the whole project only.
Findings of the Second Level Audit
• FINDING = VAT included in the payment claim while it is not
clearly demonstrated that it is non-recoverable
Consequence = Remove the costs or provide evidence
that VAT is not recoverable
• FINDING = Wrong calculation of the hourly rate for staff costs
 Hourly rate not calculated on the most accurate rate
 Problems to track back the gross salary, hence problem to
calculate the hourly rate
Consequence = Recalculation and correction in the
Progress Report
Annex 5b): INTERREG IVC partner control confirmation
Name of the partner:
Name of the project:
Reporting period that costs refer to (dd/mm/yyyy - dd/mm/yyyy):
[The confirmation has to be accompanied by a financial report indicating the name of the project, project partner, the reporting
1
period, the amount per budget line and component. The confirmation has to be signed by each project partner controller in the
partnership (incl. the Lead Partner controller for the Lead Partner’s own expenditure) and sent to the Lead Partner for each
progress report. A copy of the partner control confirmations (without annexes) also has to be submitted to the JTS via the Lead
Partner2]
Based on our examination, we confirm the following:
1. For this report the total paid and confirmed expenditure amounts to EUR .
3
2. The rules listed in the subsidy contract have been observed, including, but not limited to rules governing the
eligibility of expenditure (Article 56 of Regulation (EC) No 1083/2006, Article 7 of Regulation (EC) No
1080/2006, Article 48 to 53 of Regulation (EC) No 1828/2006, relevant national and internal regulations of
the partner and rules laid down in the latest version of the INTERREG IVC programme manual).
3. The costs reported in this report refer to activities paid from the date of approval by the Monitoring Committee
to the end of the reporting period. Costs reported under the component ‘preparation activities’ were incurred
between 1 January 2007 and the date on which the first version of the application form approved by the
Monitoring Committee has been submitted. They were paid out by the end date of the first reporting period.
4. Receipts and payments are accurately recorded in the project’s accounting system, expenditure in another
currency other than the euro was correctly converted, assets are properly recorded and amounts are
correctly reflected in demands for payment. Any revenues generated were deducted from the eligible
expenditure. The necessary audit trail exists for all activities, providing evidence in the form of contracts,
invoices and payment records. In case of staff costs, administration costs, the necessary evidence exists in a
5.
form of timesheets, listings of costs or formula descriptions and cost calculations.
Services, supplies and works have been procured on the basis of proper call for tenders in compliance with
European, national, internal or other relevant rules, sound controls have been exerted over the opening of
the tenders and all tenders have been fully evaluated before the final decision has been made on service
provider, supplier or works contractor
6. Progress made has been fully and fairly reflected in the report. There is evidence that the reported activities
have taken place, delivery of services and goods, and works are in progress or have been completed. The
expenditure exclusively refers to activities listed in the latest approved version of the application form and
7.
completed at the latest by the end of the approved finalisation month.
The partner has complied with Community rules and policies including publicity, information, equal
opportunities, protection of environment, state aid, competition and public procurement.
8. The control work has been documented in a control report (incl. a control checklist), which is based on the
INTERREG IVC template serving as minimum requirements.
I hereby confirm that I / the company is independent from the project’s activities and financial management and
authorized to carry out the control in respect of the control requirements valid in the EU-Member State/Norway on
whose territory the partner is located.
Place, Date,
Name, Signature of the controller,
4
Official stamp
1
The confirmation includes the partner’s share of common costs in case the partnership decided to share certain expenditures.
2
For partners from countries with a decentralised first level control system with a MS approbation body, the partner confirmation
has to be accompanied for the first progress report by the first level control Approbation Certificate issued by the MS
approbation body.
3
The partners and the Lead Partners have to make sure that the amount of reported expenditure indicated for the partner in the
progress report and the amounts indicated in the partner control confirmation correspond.
4
If exists
67
68
Findings of the Second Level Audit
Reminder on public procurement (basic principles)
• All INTERREG IVC partners are concerned.
• Below EU thresholds, national / internal rules have to be
followed.
• EU treaty principles of competition, equal treatment ,
transparency have to be respected even below thresholds
(from EUR 1).
• Public procurement procedures and decisions have to be
documented (even if decision is not to tender).
• Don’t take risk and spend time on justifying exceptions from
the rule! Putting into competition and applying regular
procedure can take less time than you think! 69

Findings of the Second Level Audit

Main steps to be followed by partners and checked by FLC

Any time an external provider is contracted or equipment is

purchased:
• estimate the value of your need (at institutional level)
• identify which rules apply (European, national, internal)
• apply the right procedure (adequate advertising through
adequate media depending on interest of tender, timeframe)
• award the contract in a fair and transparent way document
and archive the relevant documentation / justification

70
Findings of the Second Level Audit
• FINDING = Costs not related to the project
Consequence= costs withdrawn removed from PR

• FINDING = Wrong basis of calculation of administration

costs
 Direct costs included in the basis of calculation of
indirect administrative costs
Consequence = Revise the basis of calculation and
remove the ineligible costs from PR
71

Findings of the Second Level Audit

• FINDING = Exchange rate

 Wrong rate used
 EUR converted in other currency and reconverted in
EUR Consequence = ineligible amounts withdrawn
from PR

• FINDING = Expenditure claimed twice

Consequence = the claimed-twice amount removed
from PR
72
Findings of the Second Level Audit
• FINDING = Wrong cost allocation between the budget
lines
 Travels and expenditure related to external experts
allocated to « travel and accommodation » budget line
Consequence=Reallocation to the correct budget
line in PR via financial correction form

• FINDING = Timesheets
 Hours spent on the project indicated only, while all the
hours worked should be reported
Consequence = No consequence since the partner
participated in only one project 73

Monitoring and reporting

Activities report
Financial report

74
 Activity & result monitoring
• Why?
- To follow the project’s progress not only in terms of activities /
outputs but also in terms of results
- To demonstrate the project’s / programme’s success and
usefulness

• How is it carried out?

- Mainly through the progress reports (PR) and final report
- Through also the project’s publications, project’s website and
‘Good Practice annex’
- Through the JTS/IPs participation in final conference
75

Structure of the activity part of the

Progress Report (PR)
1. General information
on project’s
implementation

2. Detailed reporting per

component
This second part directly
refers to the information
provided in the application
form (work plan and
indicators)
76
 General information on project’s
implementation
(part I of the PR)
Summary of the project’s achievement so far (section I.2):
• Only section of the report which is cumulative
• Only section of the report which is published on the
programme website

77

Detailed reporting per

component (part II of the PR)
• Component reporting is organised in 3 sections:
1/ Indicators (outputs & results)
2/ Activities and outputs, including deviations
(with reference to relevant part of the initial Application
Form)
3/ Finances

• Detailed description of the activities is expected in section 2

• Outputs indicators have to be justified through the description

provided in section 2 ‘Activities & outputs’

• Dedicated fields are provided to justify core indicators

78
 Components reporting

Sections are interrelated: outputs

indicators
have to be reflected in the fields
‘activities’ and ‘outputs’
79

Insight into activity reporting

Indicator system
Core data to demonstrate the project’s (and programme’s) success

• Figures reported should

be realistic (better to be
over- cautious than over-
ambitious)
• Meaning of each
indicator should be
carefully checked (Annex
3 of the programme
manual)

80
 Definition of outputs and results
• Outputs are the tangible
deliverables of the project. They
directly result from the activities
carried out in the project. They
report on what the main
‘products’ delivered by the project
are. They do not lead to a
qualitative judgment on the
project’s outcomes.

• Results are direct and immediate

effects resulting from the project
and from the production of the
outputs. They do not report on
the ‘what’ but on why the project
is delivering the specific outputs. 81

Meaning of some indicators (CP2)

• N° of dissemination events organised (output)

–Only events organised by the project itself
–Dedicated to disseminating projects beyond the partners

• N° of other events participated in (output)

–Not organised by the project itself
–Only external events where the project is actively presented

• Estimated n° of participants in events (result)

–Participants in the dissemination events of the project + participants in the other
events participated in

82
Meaning of some indicators (CP 3)
• N° of good practices successfully transferred (result)
– Occurs only when practice is concretely implemented in the importing region
(intention to transfer is not sufficient)
– Monitors the n° of practices transferred and not the n° of transfers

• No of local/regional policies & instruments improved (result)

– To be distinguished from the n° of practices transferred
– Occurs when a policy document or instrument was modified partly or fully
thanks to the project (long term effect)
– “Instrument” is considered as any financial tool or strategic programme
established to implement part of a regional or local policy

83

Meaning of some indicators (CP 3)

• N° of staff members with increased capacity (result)
–Counts ‘individuals’ (i.e. the same person participating in different events should
be counted only once under this indicator)
–Only people actively and regularly involved in the exchange of experience
activities (i.e. staff members of the partners)

• N° of new projects/activities/approaches resulting from the

exchange/dissemination of experience (result)
–No present in the Application Form (related to unexpected outcomes)
– Can takes various forms (e.g. submission of an application, adoption of new joint
tool, development of new joint services, adoption of new joint cooperation
agreement)

84
 How to tackle deviations?
Activities initially planned

Projects are not static

Activities carried out
entity: how to follow the
deviations from the original
work plan?

Outputs initially planned

Outputs carried out 85

Insight into activity reporting

How to tackle deviations?

Description should include:
• information on the deviation
itself
• a justification
• a clarification on its
consequence on the project’s
implementation (e.g. on
finance)
• the solution proposed to face
this deviation and avoid
similar issues in the future
86
 Points of attention for activity
reporting
• To ensure that the report is self-explanatory: annexes are for
illustration only

• To ensure that the report is understandable

- even when the theme tackled is quite specialised, non specialists
should be able to understand
- role of the LP to ‘digest’ and summarise information
coming from the whole partnership

87

Points of attention for activity

reporting
• To ensure full consistency between indicators / activities / outputs
e.g. In component 2, if 1 newsletter is reported in the pre-defined
indicator, it should also be mentioned in the activities and
outputs of the component

• To ensure clear link between activities

and finance reporting

88
Points of attention for filling in the PR
• To be as precise as possible
e.g. activities should always be described in details with dates,
location, content, participants, etc.

• To pay a particular attention to ‘indicators’ and their justification

Majority of clarification requests for the activities are related to
indicators

• To provide ‘qualitative’ information

Monitoring of outputs is important but not sufficient
Content-related information is also crucial for capitalisation

89

Reporting Timing
The Progress Report:

• has to be submitted for the first time:

- on the 1st September 2012 (at the latest) covering the
reporting period from 15 December 2011 to 30 June 2012

• has to be submitted every six months

- on 1 September (at the latest) covering the reporting period
from January to June
- on 1 March (at the latest) covering the reporting period from
July to December

90
 Reporting Timing

• For the other reporting documents:

- The final report has to be submitted by the LP within three
months after the end date of the project

• Timing for ERDF reimbursement

- Depends on the quality of the progress report (i.e. number of
clarification requests)
- From the JTS approval, payments are executed within 1 month

91

Internal rules and

management
Michel Debord, EU projects coordinator
Kyriaki Panagiotaki, Project manager
Grégoire Debord, Online project manager

Gers CCI 92
 Steering Committee - Definition

• The “steering structure” is set up to reflect the project

partnership;

• The Steering Committee is a creation of the partners involved in

the project. It is the internal decision-making instrument,
which validates or transmits the proposals made by the Lead
Partner and the team responsible for managing project activities;

93

Steering Committee - Definition

The Steering Committee is responsible for:
1. Examining, on a regular basis, the situation regarding the project’s progress, the
responsibility and technical contribution of partners, respecting the timetable;
establishing the “rules of play”;
2. Taking, within the framework of flexibility allowed, and without having recourse
to the Interreg IVC funding, decisions concerning any possible scheduling or
re-scheduling of the project which may be deemed necessary in order to ensure
the concrete implementation of project activities within the imposed
timeframe;
3. Adopting a new work plan and timetable which is submitted to IVC Programme
Secretariat in case of a change in direction or major changes in the project;
4. Analysing, on a regular basis, the results achieved by the project;
5. Ensuring and supporting the definition and implementation of a policy of
dissemination of result of the work undertaken.
94
 Steering Committe
• The frequency of the SC meetings will be one by semester:
• Within the SC, each partner has one vote. The SC takes its decisions on a majority vote basis.
Once the date of the meeting of the SC has been fixed, if a partner can neither participate nor
delegate someone else to participate due to important reasons, the partner must inform the
project coordinator and explain the reasons of his absence.
• Regarding the written procedure, a deadline will be fixed, before which the partners must have
expressed their opinion. If there is no answer to that date, the LP will consider the absence of
answer as a positive response.
• The others tasks of the SC will be the following:
- to provide guidelines for successful cooperation between partners and intervene in case of
conflict
- to evaluate the progress achieved in terms of the objectives set in the context of the project
activities
- to examine and approve partners' proposals regarding the project implementation
- to achieve the quality control of project outputs and results in compliance with the IVC
Programme and the application form
- to provide decision making mechanisms
- to approve the information and publicity plan
- to agree on possible changes to the project workplan.
95

Rules of the Steering Committee

• The “Steering Committee rules” are one of our
deliverables within the Component 1;

• CCI GERS (LP) will send a draft version to the whole of

the partnership;

• We need the name of each partner representative and his

substitute;

• The SC rules have to be approved before the end of the

June 2012 and the next Steering Committee.

96
 The project management team

Pascale Darré, Michel Debord, Kyriaki Panagiotaki,

Project Director Project Coordinator Project Manager

Grégoire Debord, Laure Lacourt, Jean-Louis Valls, Juan Manuel Mora Rey,
Online project manager Financial Director Financial Manager Administrative Manager

Rafael Moreno, Daan Van Setten,

97
Geomatics expert Geomatics expert

Day to day management

• Kyriaki, Juan and Grégoire are responsible
• An 1 hour monthly follow up conference : we
use OPEN MEETINGS
– Calendar
• Extranet site
• Project management handbook

98
 Agenda of the meetings and events
Events 1st 2nd 3rd 4th 5th 6th
semester semester semester semester semester semester
6th to 7th July 2012 January 2013 July 2013 January 2014 September
Steering February 2012 2014
Committee Auch, Latvia, Cyprus, Czech Ireland, Brussels,
Gers CCI LPS and ANETEL Republic, WRA and RAS
hosting VPR hosting hosting RDAUR GCC hosting organizing
hosting
Study Visit 08/02/2012 July 2012 January 2013 July 2013 January 2014 -
Geomatics July 2012
seminar
Launching 09/02/2011
conference
Final September
conference 2014
Local
Events
Monthly Second Tuesday of each month at 10:30 a.m. (Paris time)
web conf
Progress 30/08/2012 28/02/2013 30/08/2013 28/02/2014 30/08/2014 28/02/2015
99
report

Presentation of the extranet site

Grégoire Debord, Online project manager
Gregoire.debord@gmail.com
/webmaster@grisi.org
+33 6 63 66 05 44

Gers CCI 100

 Extranet presentation
• An Extranet Why ?
• How to access ?
What should I do if i lose login and/or password ?
• Features overview
–Address book / Project’s calendar / files library /
wiki pages / Timesheets
• What the extranet can do for you ?
• What can you do for the extranet ?
101

A GRISI PLUS Extranet - Why ?

• To have good project communication and
coordination
• To ease project reporting
• To make collaborative work
• To build “team spirit”: get to know each other
easier WITH ONE OBJECTIVE:
Keep it simple (painless),
don’t break your work
harmony…..feel like a
monk ! (inner peace…)

102
 How to access ?
• http://grisiplus.grisi.org
– Register first to get an
user account. Define
your username and
password

– You will receive an email

when your registration is
approved

103

If I lose my username or password ?

• Don’t panic ☺
– There is an online recovery process to get back your
username or you password or both !
– Click on the “Forgot Login” link
– Follow instructions

104
 Homepage and news update

• Upcoming events
• Latest files added to files library
• News and updates from coordinator published
on the homepage like a blog
• These messages are also sent by email (within 24
hours)
• Please add webmaster@grisi.org to your address book / white
list to prevent emails to get to your spam folder
105

Features overview: address book

• Made from your profile information (when you register to get

an user account): please update it and your picture to make
it more friendly !

106
Features overview: project’s calendar

• Maintain by the
coordinator
• Constantly updated
• Unique source of
projects events
from coordination
• Next 5 events also
visible on the home
page: ”Upcoming
events” 107

Features: files library 1/3

• Everyone can browse and

download every files

• Latest 5 files added are

visible on the homepage
• New files added: you may
receive an email notification
“new file added to library”
with a direct download link
(depending on choice made You should have receive email
Notifications for this two files
by the author)
108
 Features: files library 2/3

• Everyone can add files of

any types (xls, doc, zip…)
and up to 8 Mo per file
and one by one
• It’s a 3 steps process
where you:
– Choose a upload method
– Select a file from your
computer
– Describe the document
which will contain the file

109

Features: files library 3/3 - submit

• Files are attached to a document where there is a title, destination

folder, a text description, and various options: only pay attention to
the first part of the form:
6> Click save to
finish
1> Choose a title
2> Choose a folder
3> Select approved
4> Choose whether to send or not
email notification to all members

5> Enter description here

110
 Features: Wiki pages 1/4

• For collaborative work on meetings agenda and notes:

every one can modify / ad text directly, online
• One Index page listing all existing pages by category

Pages links

111

Features: Wiki pages 2/4

• To modify or add content: click on one of the “EDIT”

buttons corresponding to the paragraph / section you
want to edit

112
 Features: Wiki pages 3 /4

• Don’t be afraid from the Wiki syntax: it’s easy to use thanks the
editor toolbar for basic formatting (bold, italic…)

113

Features: Wiki pages 4 /4

• Don’t be afraid to break everything: there is an automatic

versions historic with roll back feature: easy to restore to a
previous version

114
 Features: timesheets 1/3

• To facilitate project
reporting on times
spent on the project by
every partners, person
for each components /
tasks

115

Features: timesheets 2/3

• Easy to fill: select day

/ component / task
and time spent and add
description (optional)
• Rule 1: one timesheet
declaration for : day –
task - person

116
 Features: timesheets 2/3

• Rule 2: Every person within your organization

who will work on the project has to have an
extranet user account (username and password)
to submit timesheets and so report times spent
on the project

117

What can the GRISI PLUS

extranet can do for you ?
• Keep you informed on what’s going on the
project
– Homepage and news by email
– New files email notifications, project calendar
• Facilitate your work with the coordinator:
– Wiki pages for agenda and notes
– Timesheets for reporting
– Files exchange
• Something else ? > Let us know !
118
 What can you do for the GRISI
PLUS extranet ?
• Start by edit your profile and add your picture
• Use it on a regular basis (it’s healthier to practice
at least once a week….(joke))
• Again: Don’t hesitate to make suggestion. We
are open minded people

119

Decisions of the 1st day SC meeting

………………………….

………………………….

120
Thanks for your attention!
… to be continued…
Visit at the town hall of Auch
Diner at the « Hotel de France »

Gers CCI 121

Maps
Innoparc

IBIS hotel

CCI Gers

Hotel de France

122