- To monitor, facilitate and effectively manage the project’s scientific and managerial work and information flow.
- To design and apply a MARBIGEN-after plan that will implement a strategy for the sufficient update and maintenance of the Project’s information activities after its end.
The project has a simple and effective managerial structure (Fig. 2). The basic elements of this structure are the Coordinator (Co), the Work Package Leaders (WPLs), the Project Management Board (PMB), the Board of External Advisors (BEA), and the Steering Board (SB). The Co, Dr. Antonios Magoulas, Dept. Director of IMBG, is responsible for the information exchange between the Commission authorities and the project, represents it to regional, national, European or international organisations, initiatives and fora. He chairs the annual and PMB meetings and he invites the BEA members to these meetings The PMB, formed by the Co and the WPLs, is the decision making body of the project. The PMB appoints the managers of the tasks, reviews the work done, the deliverables and milestones, and makes amendments to the work flow if necessary. The WPLs are responsible for the smooth running of their WPs and the timely submission of the deliverables. The task managers shoulder responsibility on the effective running of their tasks and on the good quality of the deliverables. BEA is an additional body which is formed by 4 representatives of partnering organisations, (PML, BOO, MPI, NHM).
It aims at providing advice on all aspects of the execution of the project in order to ensure:
- (a) effective implementation of the project's activities so that as many possible stakeholders and users will benefit from the project's deliverables
- (b) high quality of deliverables
- (c) that the deliverables and the information produced by the project will be compatible with and available to the major European and international projects and initiatives.
The selection of the BEA members will be done by PMB by month 3 of the project. The BEA submits a report on the activities of the project, annually, which is consolidated to the project’s progress report. The SB is composed by the Co, the WPL’s, regional representatives from Crete, representative
of GSRT, and representatives of the most relevant stakeholders, notably SME’s.
A kick-off meeting (month 1), two project progress meetings (end ofthe 1st and 2nd year) and a final meeting (end of 3rd year) are scheduled to be held at IMBG premises in Crete, in which the progress made is reviewed and measures are taken to remedy problems that may appear. Responsible officials of the Commission will be invited to attend these meetings.
The minutes of these meetings will be included in the progress and final reports of the project. PMB meetings are scheduled on a six-month basis. The Co takes care of the organisation of the project and the PMB meetings. Results are presented in the form of minutes. If appropriate, joint PMB-BEA meetings by means of video conferences may be held, if necessary. Extra PMB meetings can be held on special occasions, such as crisis management.
The Co develops and brings the Activity Monitoring Protocol (AMP) to the first PMB meeting for approval. This protocol summarizes all activities, deliverables and responsible scientists on a timetable and after its approval by the PMB it is sent to BEA for comments and recommendations. The PMB modifies the AMP, according to the suggestions made by BEA and adopts it as the main managerial tool to be used over the entire life of the project. AMP is subject to modification from the PMB to ensure best performance of the project’s activities and the timely submission of the deliverables. The SB will meet annually (or more if needed) and will provide guidance, assessment and advice to IMBG for future (sustainable) developments in RTD.
To ensure that the main stakeholders, users, and the public at large will continue to benefit from the results of the project and from the sustainability of the project’s activities an after-MARBIGEN plan will be developed. This will only be secured through the maintenance of the scientific excellence of the institute, the sustainability of its links with world-class research and academic establishments and through the continuous update and maintenance of its information services, after the end of the project. For this reason, the first commitment is to maintain the web page and all the information and facilities included in there after the end of the project. The foreseen activities suggested by the MARBIGEN-after plan will be guided by a strategic plan on the funding potentialities through various funding agencies (including international, EU and national ones).
Calls for proposals will be considered as to their relevance to the purposes of this project, as well as interest expressed by private companies to use of the institute’s facilities and electronic infrastructure. When appropriate, a direct contact with the people (officers) responsible for these calls will be arranged and the results of the discussions will be reported (follow-up reports) to the PMB. A plan with the follow-up strategy is due by the end of the project. This MARBIGEN-after plan will be harmonised with the major biodiversity projects and initiatives such as LIFEWATCH, the Encyclopedia of Life and the Global Biodiversity Information Facility and will be directly linked to the core project and business plan of the institute. It will be submitted along with the Final Report and will also be available on the website of the project. Audit reports will be delivered at each reporting period (months 24 and 42) along with the cost statements to the commission authorities to maximize managerial transparency.
No ethical issues are obviously concerned by research activities of this project with respect to FP7 terms of implementation. Nevertheless, these activities will be explained to the national competent body in he field of Research Ethics and the outcome of the consultation process will be documented in the dedicated deliverable. WP6 will be extended up to month 42 to address the needs of the evaluation facility for management.