MINUTES Workshop „Project work” on 22.03 · MINUTES Workshop „Project work” on 22.03.2012 Date: 22nd of March 2012 at 13.00 – 18:00 Venue: Gdańsk University of Technology,

MINUTES

Workshop „Project work” on 22.03.2012

Date: 22nd of March 2012 at 13.00 – 18:00 Venue: Gdańsk University of Technology, ul. Narutowicza 11/12, 80-233 Gdańsk Participants: representatives of universities, chambers, associations and public administration (see also the attached list)

Agenda: PART I 1.00 – 2.30 pm Acquisition 45 minutes information 45 minutes interactive and experience exchange PART II 2.30 – 4.00 pm Implementation 45 minutes information 45 minutes interactive and experience exchange PART III 4.30 – 5.45 pm Report and accounting 30 minutes information 45 minutes interactive and experience exchange During the three parts short presentations were held and intensive exchange of information and experiences in particular to the following questions took place: - How can projects be successfully acquired? - How to get and involve reliable partner? - Which aspects are necessary to consider during the preparation and implementation of projects? - How can the organizational and financial management of project be carried out in an optimal way? - What is important by reporting (as regards content and financial issues)? - In what way the chambers, associations and universities can benefit from project work? Please find attached the presentation of the workshop.

Part-financed by the European Union (European Regional Development Fund and European Neighborhood

and Partnership Instrument)

GlI,cKR

( (

No

Project name: I BSR QUICK I

LIST OF PARTICIPANTS

of Workshop "Project Work" on 22.03.2012

in Gdansk / Poland

Name of the responsible project partner organisation: [ HANSEATIC PARLIAMENT

v::/,Iu/~ c c/c9~ -Ja. 31 v/~, d d~

Participant's SignatureName of Participant Participant's Organisation

Name and address

i I /lLM4 ~~~CWU2

~.IA/1trEL-l71l 2oe4HT/ß/Yc'9~e~~~ Cl ~8I,~~~C

iej-ü~ ß, ,L) 3-~ " pcu~ .

1~

1-'j

~ P/.-v~ ~ ?:-t, ,~c 7 ~ // // / 0/-' /' »: /': ~I frl,/vy ~//A-.F~ ~~/

.--e-~ ~ ,,/t./~~ -

40 i!t~ C!--CIC-I~UA/l1:' .fUk? ~ ;te-

!t tfdN /e Iv ! W1wf j ccr C-

ß1!1t ~R~e:/ ..

-'sA-!JrIUf NIfo (;f I ) Ve7Z-S /1) 0 r-flL.JeD SQ~CiGS

IjJ.fA Sf}rJ /;J

eu.baltic.net

•

Part-flnanced by 1the European Union

No I Name of Participant

(D. I2 fjIC (Ulli U S <,IL2 CU (

8

't(

( (

jU I (h J ß/Y-kUUSkR-HIfN})tfERfV5wtIi!Il1GIV LJ/6/-./rY

rtt I ~ 06 {Y\I\ ( J,0;1.ItU~l

l1.. ß R '0Zc-z.e Ct

-: I HVl-~~\::C\~ut'V\-1.41~)\C?oH06r\~c 4-1: U~U\)LEe\(S~0-\1r'l-:.R

l'

\~~ ~H\.J(Z-

~4 IfJ4e~ ~Js:.

t I l1 t SOI$ClRfc

~

-~~-----lc. t li ! l Z~rt 12ZEN .c.oS m (

ll.lc--10 i tO euo tc.._\\.-

.s> (3;??ßJ>.

o,6~

:J:t6a '?C&~?/~S';nICza u,!GV,ff;:Jl' " dt . ~ ~ I'SlOt,&JJe

~\~. Wt lYY1- ()olU~ ~W~- rtl!Jt!J ~iQ;~ D rt htt J2.~ IA b [,.W (~ nq1\J01 190~lto~~t ~ 6-0

eu.baltlc.net •Part-financed by 2the European Union

No Name of Participant Participant's Organisation' Participant's Signature

(Name and address) "...

A~" . A IA 111 CA. / Ot,., U 1~cfl lQ LJCP ~~

b(o t neu~ ~~tLCU~C .

21 ku((JakM&L ()tC~ a~, .: Q " (J

/1

'v /~

el IJf1SLoe::::

O e 6 :/'GLf,) / Cß f)~

23; Ce'~ !JHSZ dte~

~4 l~ ~~idc Gdc su LAfV~Ji~ o )~ ~_,v ,",'

/(

~~t~/J§ ~~Ov~UililQ 6Ul ti~~ ~.- parlQ&uM ~

~ \-l

eu. baltic. net •Part-financed by 3the European Union

Hanseatic Parliament

WELCOME !

Workshop ”Projectwork”22. 03 2012 at 1:00 pm

Gdansk University of Technology

1.00 – 2.30 pm Acquisition� 45 minutes information

� 45 minutes interactive and experience exchange

2.30 – 4.00 pm Implementation� 45 minutes information


4.00 – 4.30 pm Coffee break

4.30 – 5.45 pm Report and accounting� 30 minutes information


17.45 – 18.00 Critique of the manoeuvre

Program

Program

At the example of QUICK (and other projects)

Do you agree with the agenda?

� Rhetoric?

� Clarity with client – verbal and written

� Clarity with partner – verbal and written (see at QUICK: work

plan and start workshop)

Disturbance comes first!

� Clear mind

� Immediate clarity with client

� Immediate clarity with partner

1. Topic and tasks

� Constant list: Which topics are especially interesting for us? What

do enterprises want (ask + listen)? What do partners want?

� Where are our strengths + what are our distinguishing marks? HP

2. Information

� www.hanse-parlament.eu and www.een-hhsh.de

� listening + asking a lot: learning form others

� Run-up to acquisition + constant contact

� Seminars, group and individual consulting

� Use of design debates

� Enquires into successful projects e.g. tasks and volume

Acquisition

3. Partners

� Only a minimum number countries and partners is not enough

� 40 partners are an extremely high number (discouraging); 3 – 6

partners for small projects; 12 – 15 partners for big projects

� Trust is the most important basis

� Use the Baltic Sea Academy + Hanseatic Parliament

� Approach and inform partners (written) in time

4. Application

� Careful planning: aims, activities, outputs (don’t promise too much)

� Exact calculation, timetable, budget, partners budget

� Less is more, look at QUICK and IGA

Acquisition

Acquisition

4. Application

� Read the call for tender carefully, fulfil all formal requirements,

follow deadlines;

� Repeat the most emotive words of the call of tender in the

description of problems, objectives and tasks

� Achieve the application of evaluation schemata

� Bonus for extra activities and conditions (few points decide)

� Clear structure, no verbal repetition

� Simple and understandable wording; brief wording is very important

� Logical, comprehensible structure

� Point out the strength and distinguishing marks

� Plan + good finance (10% +) for intensive PR

� Add or enclose schemata

Example: beam diagram

Work packete/measures

Nov. 10 Dec. 10 Jan. 11 Feb. 11 Mar. 11 April 11 Mai11

June11

July11

Aug. 11 Sep. 11 Okt. 11

1. New partners

2. Workshop 1

3. Consulting+ technical interviews

4. Determinnig SMEneeds

5. Innovation fields

6. Coordination job-sharing

7. Projects A

8. Workshop 2

9. Coordination partiesinvolved

10. Projects B +agreement

11. Final interviews

12. Evaluation +Management

WP 1Project

Managementand

Coordination

WP 3: Analysis and Development

- economic, gender bases analysis of all BSR countries

- Gender based analysis of regional education and labour markets in BSR

- Identification and compilation of 10 best practise measures

- Development of a train the trainer programme

- Development of a qualification and advice coaching

WP 5 Strategy and Action Programmes Transfer and Implementation

OVERALL OBJECTIVEInnovation-specific promotion of equal opportunities, female entrepreneurs and older employees in SMEs of all BSR countries

WP 2Communication and Information

- Newsletter

- Internet

- TV Feature

- Press releases and

Press conferences

- Publication in

magazines

- Conferences and

Workshops with

stakeholders

- Presentations at third

parties events

WP 4: Transfer and Implementation

- Transfer and Implementation of 10 best practice promotions

- Test and implementation of Train the Trainer Program

- Test and implementation of Qualification and advice coaching

- Development and dissemination of manual

- BSR-wide transfer of all measures

4 regional /

national

conferences

1 international

conference

BSR wide Strategy

Programme „Gender

and Innovation

Promotion“

BSR wide transfer and

implementation

5 regional

agreements

Gender and

innnfovation

promotion

Introduction to regional and international politics

Introduction to EU BSR Strategy

Action Programmto 45 SME promoters

Action

Programme

to 15

Universities

1. Working programme „Innovation by Gender and Age in SMEs in the BSR

2. QUICK IGA: Promotion programme

Females� Better information

� Skilled advice

� Specific Qualification

� gender-appropriate working

arrangements and organisation

� joint needs-based development

� On-going, international exchange of

experience

� support services from one source

� Securing of long-lasting promotion

� Promotion network with 45 institutions

� Political promotion on local, regional,

national and international level

� enhanced framework conditions

� Strengthening the regional labour

market policy

SMEs� Better information

� Skilled advice

� Specific Qualification

� Personal and organisational

development

� joint needs-based development

� On-going, international exchange of

experience

� support services from one source

� Securing of long-lasting promotion

� Promotion network with 45

institutions

� Political promotion on local, regional,

national and international level

� enhanced framework conditions

� Strengthening the regional labour

market policy

Results� Greater equality of opportunity in working life

� More women in leadership

� More female entrepreneurs and start-ups

� Strengthening of motivation and ability to work

Results� better supply of qualified personnel

� improved conditions for transfer of business

� sustainable strengthening innovation

� higher productivity and competitiveness

Innovation support through realising equal opportunities in the SMEs of the BSR

Strateg

y level

4:

Politics

Strategy

level 1:

individuals

Strategy

level 2:

companie

s

Strategy

level 3:

organisati

ons

Internet site “Information, Advice, Promotion”, Newsletter, PR, TV etc.Development and Implementation of Train the Trainer

Development and implementation of Qualification, Advice and CoachingManual gender opportunities and innovation

Regional and international conferences5 regional memorandum of understandings

BSR wide transfer to 11 countries, 45 regions2 bsr wide action programmes

Polticial strategy programme

Introdcution in regional, national and internationalpolicy

Introduction to the EUBSR Strategy

Political Strategy Programme

On-going innovation specific promotion of equal opportunities, female entrepreneurs and older employees in SMEs in 45 regions of the BSR

Test and implementation in 5 BSR countries

Promotion of equal opportunities for women and older employees ininnovative SMEs

3. QUICK IGA: Implementation and transfer programme in the BSR

Transfer and Implementation 45 BSR regions

Analysis

labour

markets

BSR

Economic

analysis

BSR

International

conference

Regional /

national

conference

Regional

memorandum

of

understanding

Introduction

to local,

regional &

international

policy

Introduction

to the EU

BSR

Strategy

BSR wide

Action

Programme

Best practice promotions

Manual

Train the

trainerQualification and advice

coaching

4. Application

� Justify management experience + describe clearly with measures

(trust!); cost (10% -)

� Follow the maximal rates + plan a reserve

� Volume in accordance with the call for tender or ”experience” –

calculate costs accordingly

� Build buffer in timetables

� Establish proof of experience e.g. relevant projects (current actual

project list also for pre acquisition)

� Give generous reviews for skilled employee (draw up CVs – also

for pre acquisition)

Always remember:� Inspire confidence!!! (50% of a decision is made by feeling)

� Decision makers only know their call for tender not their topic!!!!

� Decision makers have to read a lot + forget fast

� The application has to be well founded and exceptional

Acquisition

Hanse Parliament

REALIZED PROJECTS

PUBLICATIONS

MEMBERSHIP

Hanse Parliament

JOB EXPERIENCE

from 1994

from 1987

1983 - 2004

1976 - 1982

1971 - 1976

Chairman of the Hanse -Parlament e.V., since 2004

full time

Chairman of the Zukunftswerkst att Hamburg e.V.

Chairman of the Chamber of Handicrafts

Hamburg

Chairman of the PROGNOS AG, Basel, and management

of the division political consulting: „Economic and technologies-

policy, urban development and regional planning”

Assistant head of planning group of the Prime Minister of Lower Saxony

„Financial policy , regional economy promotion, land development”

� Innovation by Gender and Age in the Baltic Sea Region, from 2011 to the present

� Corporate Social Responsibility, Federal Institute of vocational education, from 2011 to the present

� Qualification, Innovation, Cooperation and Key business for SMEs in the Baltic See Region, since 2009 to the present

� Innovative Network between Universities and SMEs, Federal Ministry of Education and Research, 2010 - 2011

� Doing business international, EU Commission Brussels, 2008 – 2010� Dual vocational training, EU Commission Brussels, 2008 – 2010� ”Youth protest in a democratic state“ on behalf of the inquiry

Commission of the German Parliament� Baltic Qualification, EU Commission Brussels 2007 - 2009� INTERREG IIIB Program, ”Baltic spatial development measures for

SME´s” � Development of a new Bachelor study for SMS owners and

leadership on behalf of the Federal Ministry of Education and research

Exampel: List of projects

Acquisition

5. After application till completion of the contract

� Don‘t ask and pester the commission after handing in the

application

� If an acquaintance co-decides, send short information (max. 2

pages)

� If possible conduct a conversation before contract completion so as

to ensure clarity (also written), look at DIB

� As a rule there is a standard contract; peculiarities are written in

annexes or letters

� If possible no project cost before contract finalization

� Attend implementation workshops

Acquisition

� Which experience did you have?

� What success rate?

� Who writes applications?

� How do you run the acquisition?

� Examples of a successful acquisition: What were the main reasons?

� An example of an unsuccessful acquisition: what were the main reasons?

Acquisition

Short role play:

1 Person - client

� He will award a contract for the integration of young people without

any school-leaving qualifications into vocational education and

working life

� He interviews potential contractors

1 Person - contractor

� He would like to get the contract

� Before tendering he speaks to the client and has to try to convince

him

1. Preparation� Appointment of project management, budget + controlling

� Designation of project staff and eventually their time allocated for the

project

� Open an extra account

� Very careful detailed planning: activities, responsibility, deadlines,

part budgets

� Timing: all deadlines till the end of the projects one year in advance

� Implementation plan for all partners with objectives, results,

deadlines, responsibilities, budgets, details of organisation and

settlement (invoicing), forms, information etc.

� Drawing up partner agreement

� Carrying out start up workshop: settling of questions, establishment

of common ground and consent, final agreement

� Building working groups, i.e. the steering group

� Drawing up an activity and controlling plan

2. part: Implementation

Implementation QUICK-IGA

1. Summarized description of the Project 2

2.1. Partnership composition 3

2.2. Role of the Partners 4

3.1. Specific problem to be addressed 6

3.2. Objectives of the project 6

3.3. Specific results 7

3.4. Main outputs of the project 8

3.5. Durability of project results 9

3.6. Transferability of project results 9

3.7. Work Plan 11

4. Organisation of work 13

5. Schedule and budget 13

6. First level control system (FLC) 19

List of Partners 24

Activity plan

No Activity Responsible

Partner

Participation

/

use of

individual

partners

Involvement

all partners

Date of completion Between dates Status of

work

Comments

1.1 Economic Analysis PP 3 HWWI PP 2

Schwerin

PP 6 VISC

PP 1 H-P

Assistance if

needed

30.10.2012

Presentation

15.11.2012

14./16.5. first results Coordinated

work and

started

Publication MS 3 by PP 1 (1.1 +

1.2 together in book I)

1.2 Analyses and development scenarios

of regional education and labour

markets

PP 3 HWWI PP 2

Schwerin

PP 6 VISC

PP 1 H-P

Assistance if

needed

30.10.2012

Presentation

15.11.2012

14./16.5. first results Coordinated

work and

started

Publication MS 3 by PP 1 (1.1 +

1.2 together in book I)

2.1 Analyses and assessment of Best

Practice solutions

PP 10 GUT PP 2

Schwerin

PP 1 H-P

Assistance if

needed

Finalization

31.12.2013

Identifikation

30.06.2012

Selektion 31.12.2012

Präparation

30.06.2013

Coordinated

work and

started

At least 10 Best Practice

2.2 Transfer and implementation of Best

Practice solutions

PP 10 GUT Implementati

on by PPs 2;

4; 5; 6; 8; 9;

10; 11; 13

Transfer to all

Partners H-P

+ BSA with

PP 1

Finalization MS 5 Analysis Transfer

Conditions

30.06.2012

Transfer +

Implementation MS 2

- 4

Coordinated

work and

started

advisory assistance for

Implementation PP 10

Reise- und Aufenthaltskosten

Vorgabe Ausgabe

Gesamtsumme 43.220,18 € 16.497,79 €

Bezeichnung Rech-Nr. Rech. Datum Vorgabe Ausgaben

P0 Hanse-Parlament 31.975,00 €

Reise Bonn 27.11.2008 190,20 €

Tagung 17.-19.11.08 30.12.2008 568,50 €

Tagung 17.-19.11.08 30.12.2008 134,40 €

Tagung 17.-19.11.08 30.12.2008 2.062,27 €

Tagung 17.-19.11.08 30.12.2008 202,74 €

Tagung 17.-19.11.08 30.12.2008 987,86 €

Tagung 17.-19.11.08 30.12.2008 625,05 €

Vilnius MH 15.03.2009 434,37 €

Reise Bonn MH 26.06.2009 97,50 €

MH Erstattung Fehlbuchung/Abrechnung 09.09.2009 0,10 € 4.452,74 €

Reise Schwerin LD 15.09.2009 165,00 €

Reise Schwerin MH 17.09.2009 145,10 €

Schwerin Abendessen 08.09.2009 414,00 €

Bookkeeping + controlling

Bookkeeping + controlling

Overall view

Expenditure Plan Expenditure New budget

Personal total P0 - P7 246.409,00 € 262.253,95 € 262.000,00

Mission + subsistence costs P0-P7 48.430,00 € 16.497,79 € 19.000,00

subcontracts P0-P7 47.500,00 € 64.128,85 € 58.000,00

Other costs total P0-P7 28.500,00 € 24.895,70 € 31.839,00

Direct costs total 370.839,00 € 367.776,29 € 370.839,00

Indirect costs P0-P7 25.000,00 € 25.000,00 € 25.000,00

Costs total 395.839,00 € 392.776,29 € 395.839,00

Income Plan Income

EU 295.839,00 € 207.087,30 € 295.839,00

Own resources P0 35.000,00 € 53.967,59 € 46.000,00

Own resources P1 25.000,00 € 26.637,36 € 30.000,00

Own resources P2 6.000,00 € 6.437,28 € 5.000,00

Own resources P3 6.000,00 € 1.336,72 € 3.000,00

Own resources P4 8.000,00 € 1.389,27 € 3.000,00

Own resources P 5 8.000,00 € 7.361,00 € 4.000,00

Own resources P6 6.000,00 € 1.579,96 € 4.000,00

Own resources P7 6.000,00 € 3.059,00 € 5.000,00

Own resources total 100.000,00 € 101.768,18 € 100.000,00

Financing total 395.839,00 € 308.855,48 € 395.839,00

Accounts-Plan

Postion key

Income

Income EU EEU

Income/own contributions P0 EPO

Income/own contributions P1 EP1







Income interest received EHB

Expenditure

Personal manager P0 - P7 PMP0-7

Personal researcher P0-P7 PFP0-7

Personal technician P0-P7 PTP0-7

Personal administration P0-P7 PVP0-7

Mission and subsistence costs P0-7 RP0-7

subcontracts interpreters/ translators P0 UDP0

Subcontracts experts P0 USP0

Subcontracts others P0 UAP0

Subcontracts teachers P1 ULP1

Other costs printing P0 ADP0

Other costs rental P0 ARP0

Other costs Internet P0 AIP0

Other costs Transfer P0 ATP0

Other costs brochures P1 ABP1

Other costs advertisement P1 AWP1

Other costs printing P1 ADP1

Other costs P0 SP0

Other costs P1 SP1

Attention

Careful planning and preparation is half of project success!!!!!!!!!!!!!!!!!!

Clear content and effective financial project management plus complete ongoing controlling ensures the second half of the success!!!!!!!!!!!!!!!!!!!!!!

2. Financing

� A responsible person independent of the project management

� Extra cost recording and an extra account

� Always commission a tax advisory:

a) two-man-rule

b) control low and subvention conditions

c) economic evaluation: ”boss overview”

d) tax evaluation

e) financial report

� Always get an auditor for an audit

� Ideal: tax adivsor + auditor in one office

Implementation

2. Financing

Central budget

� Lead partner administrates all finance points

� Project partners make expenditure, especially personal +

mission

� Lead partner pays after getting the bill + all documents

� Lead Partner pays after controlling and bookkeeping

� A lot of costs only through or with the Lead Partner i.e.

subcontracts, catering, investments …

Advantages: ideal control, high flexibility, specific to problems,

content + financial lightening of partners loads; unavoidable for

a lot of partners (look at QUICK)

Disadvantage: high pre-financial costs of the Lead Partner

Implementation

2. Financing

Decentralized budget

� Every partner has his own budget

� Project partners make all expenditure and take the responsibility

themselves

� The Lead Partner is only a connection point and waits for partners reports,

documents etc. (QUICK individual partners only MS 1)

Advantages: high sovereignty of project partners, distribution of the pre-

financing costs

Disadvantages: no central control, no flexibility, not specific to problems,

content + financial load of project partners, high financial risk of project

partners, no sanctions possible (look at work not done)

Implementation

3. Keypoints: information + cooperation

� Constant information to partners: mails, newsletter…..

� Personal exchange between all partners at least twice a year

: information + results transfer, common planning, building

common ground, including responsibility…

� Constant updating of activity plan and open information

� Constant, open financial information

� Protocols of all meetings

� Intensive bilateral exchange both personal and written

� Tasks, agreement etc., short written

� Rapid resolution of conflicts

� Trust through clear controlling

Implementation

4. Keypoints: PR

� Appealing (provoking) press release, i.e. about important

results, meetings with politicians, future developments …

� Press conferences + interviews with journalists

� Television and radio broadcasts

� Presentations at external events

� Holding of meetings, conferences …

� Intensive use of members newsletters

� Writing own articles

� Commissioning journalists

� Publications

� ………………………………………………………

Implementation

5. Keypoints: cooperation with the client

� Open and honest cooperation

� Mention problems in time + agree changes (no tacit)

� High reliability and in time for deadlines

� Reduce rather than increase workload

� Sell additional activity + results

� High willingness to help

� No fear of conflicts, immediate response + possible resolution

� See and solve own problems and tasks

Implementation

Questions, opinions, experience exchange

� How to run the content control?

� Were there any financial problems?

� Experience regarding the cooperation with the client?

� Experience with project partners?

� What do you do if you don‘t achieve the results?

� What do you do if you exceed the budget?

� How do you lead and control projects?

� Which competences does the project manager have?

Implementation

A short role play

1 Person: Lead Partner

� has agreed with a partner that he would produce a manual

� the content, extent, deadline were mutually agreed and

written

� negotiates with the partner who didn't deliver the work

1 Person: project partner

� has exceeded all deadlines

� can’t deliver the manual

� has completely spent the budget

Implementation

Hanseatic Parliament

Report and accounting

1. Formal report regarding the content� On client’s forms

� During the implementation reliable result protocols concerning

activities with e.g. participant number, plans, etc.

� Systematic protocols regarding examples of results e.g. press

releases, plans, publications, concepts etc.

� Plan indicators not too high – it is better to surpass them

� Give reasons for changes e.g. timing, alternative measures

etc.

� Clear short wording: it will be read and partially published

� Reports, which serve as a check list, are unsuitable for a third

party


2. Informal report in terms of content

� Always additionally handed to the client (voluntarily) and

previously planned in the application

� It is important for interne to use, PR, transfer and especially

for further acquisition

� Give proof of your expertise, document your experience,

inspire confidence

� Simple structure: problems and tasks; aims, results;

experience, prospects

� Wide publication and distribution

Example: informal report

B-SME Baltic Spatial Development Measures for EnterprisesA summary of results | Zusammenfassende Ergebnis-

Dokumentation | Podsumowanie wyników projektu | Подведённые итоги – документация

Final report

Baltic Education – recognition of vocational training qualifications in the Baltic Sea Region (BSR)as a response to the request for submission of proposalLeonardo da Vinci EAC/33/06

Hamburg, March 2008 Reporters:Jürgen Hogeforster Silvia Stiller Jan Wedemeier


Contents0. Summary/Kurzfassung/Streszczenie1. Problems, tasks and implementation of the projects2. economic structure and mobility3. Education systems and recognition of vocational qualifications4. Development of an BSR-System on the grounds of EQF and ECVET5. Public Relations und Transfer6. Perspectives and recommendations

Annex I – GlossaryAnnex II – BSR-qualification-passport and an agreement about recognition

1. BSR-qualification passport2. Documents confirming vocational qualifications

Literature and references



3. Financial report and accounting

a) intern cost evidence

� Collect and control all receipts immediately – before you

put them into the books and before you pay the bills

� Complete documentation, inclusive intern note

� This simplifies the financial report and is also a complete

proof for future controls (10 years)

� Example DVT on location control: excellent documents

3. Financial report and accounting

b) Tax consultant office

� Second control

� Economic evaluation applied to steering the project and

controlling cost (duty to learn)

� Tax finalization

� Financial report

� A unique data collection plus various processing and

evaluation - 3 EDP tasks

� Preparation for audit / accountant

c) Auditor

� Audit (high confidence)

Report and finalization

Report and accounting� Tax consulting is very expensive but absolutely

worthwhile

� These costs are completely chargeable: plan them in

the application

� Auditor with a very reasonable offer -

this is also chargeable

Experts make the business easier

Careful organisation and implementation are obligatory for

the further reports and finalization

High safety

Be in time for deadlines, trust, little after work (touch up)

After control of the content and finance is compulsory!

Accounting QUICK

EU: for international projects only one audit by the Lead Partner

QUICK was planned and started in accordance with this rule

The Baltic Sea countries demand different procedures (problems for

QUICK)

INTERREG Baltic Sea region - 2 different procedures:

1. Decentralized: Audit by auditors

� Germany, Lithuania, Belarus, Finland, Norway, Sweden, Denmark

� Partners have free choise (only a confirmation is compulsory)

� Partners from one country can choose a common auditor

� The partners from Belarus can be controlled by the Lead Partner

Results: uncomplicated, fast, unproblematic

INTERREG Baltic Sea region - 2 different procedures:

2. Central: Audit (FLC)

through a ministry

� Poland, Latvia,

Estonia

� Central FLC

obligatory

Results: very bureaucratic,

a lot of time and

expenditure, long delays,

ridiculous decisions

Accounting QUICK

1Hanseatic Parliament

2Chamber of skilled crafts Cottbus

3Hamburg Chamber of Skilled Crafts and Small

Businesses

5Schwerin Chamber of Skilled Crafts

6The Chamber of Craftmanship and Enterprise

Białystok

7Kujawy nad Pomorze Chamber of Crafts and

SMEs

8Pomerian Chamber of Handicrafts for SME's

9The Craft Chamber in Lodz

10Handicraft and Small Business Chamber in Lublin

11Chamber of Craft in Opole

12Warmia & Mazury Chamber of Craft +

Entrepreneurship

13The Chamber of Handicraft Middle Pomerania in

Słupsk

14Chamber of Craft Small + Medium Enterprises

Szczecin

15Chamber of Crafts of Mazovia, Kurpie + Podlasie

Regions Warsaw

16Small Business Chamber Warsaw

17Lower Silesian Chamber of Craft in Wrocław

18Penevezys Chamber of Commerce, Industry and

Crafts

19Vilnius Chamber of Commerce, Industry and

Crafts

20Estonian Association of Small and Medium

Enterprises

Accounting QUICKExperience exchange, questions, suggestions…………

1. Finalization general

� What experience did you make?

� Best Practice examples for learning?

� How do you proceed with it?

2. FLC and QUICK finalization

� Experience of decentralized procedures with auditors?

� Experience of central procedures FLC Poland, Estonia,

Latvia?

� How do you proceed with it? Best Practice for learning?

Finalization QUICK

Experience with central FLC Poland, Estonia, Latvia?

� How to explain differences between partners?

Better i.e. Opole, Lodz, Warsow, TU Gdansk, Marschall

Office, Labour Office

Problems i.e. Bialystok, Lublin, Slupsk

� Which improvement can be reached for the remaining

term of QUICK (till 15.12.2012)?

� What can be improved long-term (for new projects)?

� Can the EU rule „Control only by the lead partner“ be

pushed through?

Feedback:

� What have we done regarding the contents?� Which topics are missed?� How have we worked?� What was good? What was rather bad?� What would I like in the future?� What do I take with me?

Thank you for your attention!

Final round