Management of PASR Sample Clauses

Management of PASR. Overall, the research found that the management, implementation and monitoring of PASR was well handled. Among the findings were that the application process was clear to understand, and that project officers followed projects closely as part of their monitoring responsibilities and had a good understanding and knowledge about project aims and activities taking place. They were also found to have scrutinised the technical details of projects relatively closely. Guidance for applicants in PASR calls was regarded as user-friendly and easy to understand. A seminar organised by the Commission devoted to audit procedures was organised, which was viewed as having been very helpful. The evaluation process from application submission through to initial project selection was relatively short compared with FP7, reflecting the relatively small size of the preparatory action. The contract negotiation process from selection to contracting varied in length, but was typically from 3 – 6 months. The timescales for both the project selection process and the length of contract negotiations was regarded as broadly satisfactory by project participants. Delays were encountered in contracting on a small number of PASR projects. This was sometimes due to requests for additional administrative information, which had to be collected from all partners and took time for lead coordinators to gather, especially for projects with larger number of partners. One interviewee commented that: ‘Delays were unhelpful in implementing the project efficiently. By the time the project started, some staff had changed post, and there were resource planning complications, and a difficulty in keeping all partners sufficiently focused on project objectives’. Some areas where there was scope for improvement were identified. One comment was that the funding scheme concerning whether and how non-coordinators may claim management costs was not clearly defined. Another participant stated that there had been difficulties at application stage in ‘identifying the relative cost model to be followed’. Overall, beneficiaries were satisfied with the management of PASR. For example, a partner involved in the Isotrex project commented that ‘Contracting procedures were well managed and we had strong managerial and technical support from a Commission scientific officer and his support’.
Sample 1
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