10.3. Relationships with managing authorities
Summary of best practices
Keep the lines of communication open. Regularly update the MA about the progress of the project, even if they don’t explicitly request it. Transparency is key.
Don’t wait for deadlines. Submit reports, updates, and necessary documentation proactively, ensuring that everything is detailed and clear.
Regularly ask for feedback on your project’s implementation and progress. This shows that you value their insights and are open to guidance.
Schedule periodic face-to-face (or virtual) meetings to discuss project milestones, challenges, and expectations. If challenges or obstacles arise, approach them collaboratively. Engage the MA in finding solutions rather than presenting them problems.
Participate in any workshops, seminars, or training sessions organised by the MA. This demonstrates commitment and provides opportunities for networking and direct interaction.
Participative Programming and Monitoring Process
Taking part in the programming and monitoring meetings of a programme reinforces the partnership between managing authorities and project holders.
Adhere to Guidelines
Ensure strict adherence to guidelines, regulations, and protocols set by the MA. This will build your reputation as a reliable and compliant partner.
Invite to Project Activities
Actively invite representatives from the MA to attend project events, launches, or any significant milestones. This provides them with a firsthand look at the project’s impact.
Promptly Address Concerns
If the MA has any concerns or issues, address them promptly and efficiently. Demonstrating responsiveness builds trust.
Documentation and Record-Keeping
Ensure that all interactions, agreements, and discussions are well-documented. This ensures clarity and can be beneficial if there i’s a change in personnel or any disputes arise.
Engage in Joint Publicity
Collaborate with the MA on publicising project milestones or successes. Joint press releases, events, or media engagements can foster a sense of partnership.
Regularly reinforce the shared objectives and goals of the project. This common vision can act as the foundation for a strong and collaborative relationship.
Practical project applications
Activating Monitoring Committee membership, Government of Romania: In Romania, the government set up Monitoring Committees for the implementation of ERDF and ESF funds, and in accordance with the methodology and functioning of the committees, at least 40% of the members are representatives of civil society, academia, and social partners. Round tables, seminars and workshops are organised to facilitate networking, communication, and monitoring of the programmes (implementation per se and monitoring of results and spending), as well as promotion of good practices and field visits.
OP PRAGUE – Growth Pole of the Czech Republic (a multi-fund programme ERDF+, ESF+, 2014-2020 programming period): The Managing Authority of the operational programme decided to increase trust of the applicants and beneficiaries by establishing a position of an independent Ombudsman. In case of any doubts about the procedure, process or the conduct of the staff of the MA, applicants or beneficiaries were able to contact an independent expert without their identity and question being related to the MA staff. The role of the independent expert (Ombudsman) was to assess the specific situation, recommend a solution and the most appropriate course of action. The Ombudsman was also able to mediate a problematic situation between the MA and the applicant or beneficiary.
Creation of a social and health border system in the Vysočina Region, Kraj Vysočina, Czech Republic: The Vysočina Region maintained active communication and cooperation with the Managing Authority throughout its project. Collaborative consultations led to mutually beneficial solutions, fostering smooth project documentation and reporting.