7th PSG s items- April 09 Plan & Introduction

Transcription

1 7th RENAISSANCE PSG session, Lyon, 29/04/2009 Odile CHARVIN, Grand Lyon PSG representative-european Coordinator Lyon Raphaëlle Gauthier European coordination, Hespul raphaelle.gauthier@hespul.org 1 7th PSG s items- April 09 Plan & Introduction Administrative item: Amendment n 3 Annex 1 Overview of new elements Management aspects: Adoption of the revised Consortium Agreement Reminder of management structure & responsibilities Management review of the project Implementation issues: Decision on prolongation & calendar to proceed Management barriers (resources) Reminder of the risk management guidelines Financial item: Presentation of the 3 rd payment & followed methodology Calendar for next PSG meetings 2 1

2 Amendment n 3 Annex 1 Financial provisions New financial elements for LOM & UdZ : LOM s request to modify its budget, has led to a new partnership, with ERSAF, its executive agency. This led to the following budget shifts:! R&D activities per se (namely WP1.3, WP1.4, WP1.5): a small decrease of R&D budget (around Euros of eligible costs) that will lead to a shift from 60% to 54% of LOM s full budget;! Dissemination activities (namely WP4.1, WP4.2): small increase of Dissemination budget (around Euros of eligible costs) - that will lead to a shift from 28% to 34% of LOM s full budget;! Training activities (namely WP5.1, WP5.2): no change in the Training budget - that still represents around 12% of LOM s full budget. Following the transfer of ECODES remaining budget to UdZ :! Direct impact to the RENAISSANCE budget : Decrease of Euros, due to the model cost (FC -ECODES => AC- UdZ) 3 Amendment n 3 Annex 1 Technical provisions New elements on Work under WP1.5 (socio-eco) : Following LOM s budget modification :! Subcontracting of Euros under WP1.5 ( to deal with the definition of participatory deliberated multidimensional sustainability indicators )- to be precise Following ECODES withdrawal, as local leader of socio-eco R&D, WP1.5 has been slightly changed (new socio-eco methodology to be followed):! Main assistance of INGESOL ( Euros of subcontracting) 4 2

3 Management issues Revised Consortium Agreement An updated version to integrate the successive changes of the consortium: Withdrawal of UB Withdrawal of ECODES Transfer of remaining tasks & budget to UdZ Acknowledgment of ERSAF s participation, to assist LOM in its R&D and its training activities VOTE for adoption by the PSG 5 Management issues Management structure European Commission Project Coordinator: Grand Lyon (with HESPUL support) Lyon (3 votes) Odile Charvin Grand Lyon + HESPUL + Lyon Confluence Project Steering Group Chair: Grand Lyon Cllr Gilles Buna With Hespul support Lombardy (1 vote) Gabriele Boccasile Zaragoza (3 votes): Javier Celma Ayto. (+ UdZ) +SMRUZ/SMVZ +EVZ CSG Lyon Chair (WP0): Odile Charvin Grand Lyon (+Hespul) WP1: INSA- CETHIL WP2: Enertech WP3: Lyon-Confluence WP4: Hespul (+ Grand Lyon) WP5: ALE CSG Lombardy Chair : G. Boccasile WP1: Region Lombardy WP2: N/A WP3: N/A WP4 Region Lombardy WP5 Region Lombardy CSG Zaragoza Chair (WP0): Javier Celma Ayto (+UdZ) WP1: UdZ WP2: UdZ WP3: SMRUZ/SMVZ + EVZ WP4: Ayto Zaragoza WP5: Ayto Zaragoza 6 3

4 Management issues Reminder of responsibilities For the project coordinator- contractual obligations to reach a optimum Quality of the Consortium (contract s key objective) To develop and maintain a strong consortium partnership which involves the optimum spectrum of partners and expertise. To develop a strong project management structure and a Project Steering Group to oversee the delivery of a high quality project. For the Project Steering Group (PSG): a vital role as a consulting & steering vehicle (Consortium Agreement) To monitor technical & scientific matters, & their compliance with, To support the project management activities, To oversee progress in relation to the project work programme To approve any administrative changes or to resolve contractual problems For the each local coordinator (+ CSG -all partners): To oversee the management of RENAISSANCE in each community To report to the project coordinator, as required 7 Management issues Project management structure 8 4

5 Management issues Local management structure 9 Management issues Reminder of responsibilities Several level of responsibilities For each partner : «to perform and fulfil, promptly, actively, and on time, all of its obligations under the contract» (Cons. Agreement) For each local sub-wp leader To coordinate the work done at the local level with ALL the partners involved in the concerned sub-wp, and when appropriated, to coordinate this work, at the RENAISSANCE level To be the privileged contact toward the local coordinator To collect information, data, annexes from ALL the involved partners, in order to prepare IN TIME the Annual Report and any other provided Deliverables in the contract 10 5

6 Management issues Management review Under a technical point of view, the project is going on, and quite well apart from some significant delay in its implementation Under a managerial point of view, 2 serious concerns : Extraordinary delay to DELIVER our Annual Reports (from 6 to 3 months for the 3 annual reports) Bottom line : No more flexibility from DG TREN Too much resources have been dedicated to manage RENAISSANCE (End of 3 rd Year : 83% for project management, 78% for local management) very few budget left to manage the remaining years of implementation 11 Implementation issues Prolongation & calendar to proceed LYON : substantial foreseen delay : Main delay in the 3 eco-constructions (+/- 1,5 year) Threat on Monitoring (+2 years needed) + socio-economic activities + impacts on dissemination & management What about the 2 other communities: Zaragoza : some refurbishments delayed- impact on monitoring- Wind turbine postponed & postponed- Any corrective measure to be followed? Any further delay? Lombardia? Any foreseen delay? WHAT to do? Each community : to establish 3 scenarios/ community to be presented to DG TREN (for negotiation) :! 1) without prolongation (impact on milestones ); 2) + 1 year; 3) + 2 years of prolongation! NO ADDITIONAL FUNDINGS! Deadline to submitted 1 st request to DG TREN : 15 th May

7 Implementation issues Issues on Management resources Since the project s launch, management has suffered As a consequence, some key partners have exceeded their management budget. Project coordination : pretty soon Hespul (!) Lyon: Hespul, ALE, soon Grand Lyon (!) Zaragoza : SMRUZ/SMZV How to correct this situation? Some proposals : To discuss about a potential transfer of Management resources, amongst partners (Management budget being capped to 7%)? To discuss the relevance of having a collective meeting, each 6 months? If less technical & collective meetings, how to guaranty a strong partnership between participants? To discuss the role of sub-wp leaders, to really assist local coordinators? 13 Implementation issues Reminder of Risk Assessment guidelines Reminder : guidelines for a Risk Assessment Plan (based on EC Contract + Consortium Agreement) Identification of an implementation matter 1st warning - with collaboration of local coordination Seeking corrective solution - with collaboration of local coordination, and, if necessary, with PSG s members+ Project coordinator 2nd warning- PSG decision + Project coordinator adjustments to be applied by the Project coordination Adopted at 6 th PSG- Milano To be annexed to the Consortium Agreement 14 7

8 Financial items Overview of 3 rd payment 15 Determination of date Next RENAISSANCE meeting Determination of date for next RENAISSANCE meetings (technical & PSG meetings) : Open discussion on the 6 months meeting principle : financial issues (lack of funding) versus common implementation 8th RENAISSANCE meeting Where? Zaragoza - When? Autumn 2009? No- because of lack of funding => Spring 2010 But, organisation of a video-conference in late Sept-early Oct to exchange core issues 9th RENAISSANCE meeting? Where? Milano? When? Spring 2011? 16 8