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TEMPUS Project Representatives’ Meeting Brussels 26-27 November 2012 Managing a TEMPUS project: Grant-holding in Azerbaijan. Dr. Jala Garibova Azerbaijan University of Languages. OUTLINE. Azerbaijan University of Languages in TEMPUS Managing RITSA : Team structuring

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TEMPUS Project Representatives’ MeetingBrussels26-27 November 2012Managing a TEMPUS project: Grant-holding in Azerbaijan

Dr. Jala Garibova

Azerbaijan University of Languages

outline
OUTLINE
  • Azerbaijan University of Languages in TEMPUS
  • Managing RITSA:
    • Team structuring
    • Management challenges and tips
    • Effective communication
    • Planning and reporting
    • Effective performance

- financial management

- document management

- assessment, review and analysis

    • Dissemination

- visibility

      • resource building and knowledge transferring
  • Some challenges
azerbaijan university of languages

Project granted in 2010

RITSA

Azerbaijan University of Languages

coordinator

Partner in 3 other

TEMPUS

projects

First time coordination

of a TEMPUS project in Azerbaijan

EU grant: 1, 076, 258.43 Euros

Duration October 2010-October 2013

Curricular Reforms

________________________________________________

project objectives
Project Objectives

RITSAJP 511329

(Reforming Interpreting and Translation Studies in Azerbaijan)

Specific goal: Modernizing interpreting and translation (I&T)

undergraduate and graduate study programs

by

  • building capacity and resources (teacher-trainings; development of teaching resources; restructuring curricula; establishing joint study programs);
  • establishing infrastructure for new study programs (language resource centres, conference interpreting centre)
  • disseminating good practice (conferences, online resources,

student exchange, life-long education programs)

team structuring
Teams should be established at the beginning of the project

It is essential to have thematic teams (academic, research etc.) and technical-administrative teams

Description of the tasks should be provided from the start

Representatives from all of the partner institutions are involved in each of the temes

Some staff may be involved in more than one team

Overall supervision is essential

Administrative teams

Academic teams

Steering group

TEAM STRUCTURING

Teams should be well informed of the project activities, schedule, budget,

partner responsibilities etc.

Often teams are concentrated on limited tasks which brings

to lack of links among tasks,

with partners’ mainstream activities, legislation etc.

steering group
Steering Group

INVOLVEMENT:

strategic planning and overall supervision

strategic communication

financial management and budget planning

self-audit and evaluation

designing dissemination activities

student matters

curriculum supervision,

partner responsibilities

communication with EU,

communication with partners

planning activities

needs assessment

communication with authorities

effective management tips
Early planning

Regular review of compliance with activities schedule

Effective and timely communication

Using effective online tools

Clear communication; honest feedback

Building teams; training teams for concrete tasks

Effective team-work: delegation and equal involvement; clear tasks; teams’ interaction

Fostering bottom-up approach

Regular financial review, review of budget spending and budget forecasting

Regular internal reporting

Timely provision of supporting documents

Involvement of authorities: planned work for support and further sustainability

Problem-solving approach

INTERACTION OF TEAMS

Better analyzed

goals

Integration of tasks

Attitude and responsibility fostered

More sustainable results

Effective Management Tips
effective communication for smooth management
Effective Communication for Smooth Management
  • Regular communication and feedback from internal actors
  • Sharing experience from coordinators in neighboring countries
  • NTO and EU contact point
  • Using social networks for faster communication
  • Posting events of online calendar
  • Circulating mails
  • Easier
  • Faster
  • Broader
online scheduling
Online Scheduling

Online tools

are not magic;

certain cases require

face-to-face or

telephone contact

Time-saving,

easy,

reliable,

effective

Participants can

indicate

preferred dates

and hours

timely communication
Timely Communication
  • Timely communication with partners and Agency about possible changes in the schedule/venue of activities with the explanation of the reasons
  • Timely communication with partners about concerns and problems
  • Explaining to the team and involved partners their duties from the beginning
planning activities
Getting needs assessment and expectations from all of the partners (AZ)

Planning together (AZ and EU partners plan activities according to the concrete needs of each partner)

Scheduling

Logistics planning

Financial planning (budget tables compiled and sent to the partners before the activity)

Planning Activities

What?

Why?

How?

Who?

When?

Where?

How much?

What if……?

Contingency planning (reserve staff, insured costs, visa issues etc.)

Plan for (possible)

recovery actions

smooth coordination
Smooth Coordination

Online posting

enables quicker

feedback and

effective interaction

Before each coordination meeting, a full description of the purpose, achieved levels, and recommendations and expectations on the follow-up steps is posted by coordinator. The agenda is designed after relevant feedback

detailed agenda
Detailed Agenda

The deadline

Is established

by coordinator

If a partner is

unable to perform

the delegated

task, the task

If re-delegated

and the budget

is re-allocated

after notifying

the Agency)

Planning to follow

project timetable;

the venue can be

agreed on, considering

relevance to activity,

cost-efficiency,

and involvement

of all partners

reporting on an activity
Reporting on an Activity
  • Reports obtained from the partners involved in a concrete activity
  • Reports shared and feedback obtained
  • Evaluation made and positives and negatives discussed
  • Relating to further steps
  • Recommendations
effective performance team preparation
Effective Performance: Team preparation

Initial trainings and exposure for the teams

  • General administrative and project-running matters
  • Eligible expenses
  • Tendering procedures
  • Support documents
  • Online communication tools
  • Surveys and questionnaires (QA and LLL)
  • Web design tips
  • Reviews and progress report
  • Employer feedback
  • Cross-cultural awareness

________________________________________

Trainings for the Language Resource Center employees

Training students involved in conducting surveys

QA handbook,

project management

manual, brief of

statutory

tax norms have

Been prepared

for the project teams

effective performance needs assessment
Effective Performance: Needs Assessment

Prior needs

assessment

(before activities)

(All parties; QA

centers, employers,

authorities,

businesses, parents

are actively

involved)

Broad narrative

description of

the needs is

provided

after survey,

online

discussions,

And feedback

Needs

assessment report linked to activities

QA Center and

student

representatives

are involved

in surveys

effective performance review and analysis
Effective Performance: Review and Analysis
  • Statistics
  • Analysis
  • Prognosis
  • Regular reviews and self-audits

(It is helpful to obtain statistics regularly on various

categories (costs on each activity, costs on each institution

on each activity, involved staff in each activity, involved

institutions in activity, active/passive venues and utilized

resources. Helpful for smoother follow-up, better analysis

and better prognosis for future activity and sustainability)

Regular

self-assessment

is essential

(every 6 months)

financial management
Financial Management
  • Before each activity starts, the payment schedule according to the budget allocated to the relevant activity is made and sent to partners
  • The sum/bank transfer is requested from the bank from the relevant account. The request is made on the basis of the document signed by Rector or coordinator.
  • A bank statement on each operation is also requested after the operation is completed
activity budget sample
Activity budget sample

The budget for each activity (or its segment) is designed and sent to all of the

partners beforehand. The yellow cells indicate estimated amounts, which are

adjusted later after the activity is over. Once the activity is performed and

payments are effected (and figures adjusted), the budget is sent to the

Financial Team for analysis, taxation and further prognosis.

In the process of implementation, it is possible to merge/otherwise

alter activities (time, venue) for cost-efficiency as long as

the outcomes are not affected (with the approval

of partners and Agency)

managing travel payments tips
Managing travel payments (tips)
  • Timely obtaining of supporting documents
  • Payment in 2 installments (where possible): paying a minor part of the sum after obtaining all necessary documents may be helpful
  • Insurance on air tickets
  • Project payment cards (sometimes bank transfers for hotels etc. are required in some EU countries (establishing a special credit card for TEMPUS purposes may be helpful)
managing staff cost payments tips
Managing staff cost payments (tips)
  • Obtaining invoices from the services providers with the indication of hours/days
  • Having the staff costs signed by the service provider on a timely manner
  • Deducting the necessary tax and social payments
  • Transferring the relevant sum to the service provider and obtaining bank statements for the transaction
  • On a regular basis, transferring statutory payments to the State budget (timely – to avoid sanctions)
document management
Document management
  • Folders are prepared for each activity according to the work-plan
  • Preparing each individual staff/mobility convention with all supporting documents
  • The supporting documents for staff costs also include bank statement
  • The folder contains a list with the following information (this makes it easy for further transfer of information to an online database, and cross-referencing):
    • Indicating the number of activity. (e.g.: Activity 3.4)
    • Indicating time, duration and venue. (e.g.: 6-12 December, Strasbourg)
    • Indicating purpose: Train-the-trainer (e.g.: language component)
    • Indicating the number of people involved. (e.g.:15 people involved)
    • Indicating EU/non-EU origin of participants (e.g.:12 EU, 3 non-EU)
    • Indicating the overall sum spent on this activity (e.g.:32,000 EUROS)

- (For travel documents) Indicating possible lacking documents, which will be obtained later from the individual (or in the case of loss of that document from a relevant agency (airlines etc.)

files online
Files Online
  • The data on paper-based documents are further transferred into electronic files:

a) by activities undertaken

b) by partner institutions (on each

segment/work-package separately)

  • This is helpful from the point of view of cross-referencing, budget follow-up and prognosis and planning.
sample travel costs table by partners
Sample Travel Costs Table by Partners

Costs for each partner is calculated upon the completion of a trip

Helps in budget analysis and timely

follow-up

online file management
Online File Management

Available for everyone,

easy sharing,

less delays in document

processing and delivery,

open access,

time-saving

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Dissemination

Dissemination groups(dissemination groups include LLL team

members, academic staff members, IT/webmaster, media)

Dissemination schedule(conferences, meetings with authorities and

stakeholders, workshops with local partner representatives, round

tables for the Ministry, regular media publications)

Dissemination systems(creating visibility, resource development and

transfer, capacity building via delegation of resource development and

administration, awareness raising with authorities, students,

stakeholders, teaching staff, and higher administration, reaching

various (disadvantaged etc.) communities outside the project)

Optimizing dissemination tools

  • regular meetings with project partners in AZ to share good experience and analyze shortcomings
  • delegation by team-mixing (especially for activities where the coordinator’s involvement is heavier – teams of different partners exchange team members for certain tasks)
  • work with other departments at Universities (transfer of good experience)
  • liaising with other international projects

visibility should not overshadow knowledge/skills transfer

Sustainability

Larger

scope,

better

quality

Systemic

approach,

easy

follow-up

Better focus

on

content

interdepartmental inter institutional transfer of good practice
Interdepartmental/Inter-institutional transfer of good practice

RITSA

Reforms at Translation Departments

visibility media
Visibility (Media)

The project is

also elucidated

in

public newspapers

in Azerbaijani,

Russian

and English

Project

activities

and outcomes

are

regularly

elucidated

in University

newspapers

dissemination in publications
Dissemination in Publications

Guidelines for

innovative

language teaching

dissemination sustainability
Dissemination Sustainability
  • A new Master degree (Delocalization of the Master degree from ITIRI)
  • A double degree program with UE
  • Student exchange program with SCM
  • Research collaboration with SCM
  • Translation network with local partners
  • Language teachers’ association (local)
  • Collaboration with NTO on transfer of expertise to other grant-holders in Azerbaijan
  • University-Employer collaboration (in needs assessment, recruitment, professional teaching)
  • Involvement of students in surveys, needs assessment and curriculum design

Dissemination to institution,

other partners,

other structures,

communities, authorities,

students, stakeholders:

BROAD SCOPE