Abstract

This presentation will address challenges faced in managing projects funded by the European program MSCA Staff Exchange (previously called RISE under H2020). We aim to provide insight into the limitations and opportunities of this funding type, as well as share project management experiences beneficial to the EU division of our Grants office. The presentation will be based on a practical case to illustrate our points. Indeed, we are in the process of completing a European project called Leishield-Mati, funded under the MSCA RISE program. LeiSHield-MATI, aims to identify clinical, molecular and social factors impacting cutaneous leishmaniasis through staff exchange. Building a strong foundation for successful projects depends significantly on two essential components: a clearly defined objective and alignment with partners. In all EU project and particularly in the context of Staff exchange projects, objectives should not only be defined in terms of scientific goals but also in terms of financial objectives. Indeed, research resources are limited, only personnel exchanges enable us to secure funding from the EC. Therefore, a reduction in the number of personnel exchanges (called secondment) has a significant impact on the project budget and the achievement of the project's scientific objectives. Numerous challenges have emerged during our project, contributing to valuable learning outcomes:

1) COVID-19 Travel Restrictions and Mobility Constraints: has significantly limiting the mobility of researchers. This has impeded the scheduled secondments, thereby affecting the achievement of project milestones and objectives. The project was suspended for 396 days. The evolving situation required rescheduling secondments, constant reassessment of project timelines, objectives, and deliverables.

2) Human resource instability: Modifications to the secondment plan may lead to delays in the overall project timeline. Rescheduling secondments has created a mismatch in availability among researchers and institutions, making it challenging to identify suitable alternative periods for the exchanges. Human resource instability can be a factor contributing to partner disengagement. It is crucial to ensure that with each new departure, the planned secondments can be carried out by others. The secondment plan was consistently updated

3) The global geopolitical context: The Leishield-Mati project includes both European and non-European partners located in Morocco, Algeria, Tunisia, and Iran. Due to international sanctions imposed on Iran, banking operations were suspended, which inevitably affected pour secondment plan. In addition, visa restrictions have hindered the mobility and participation of researchers, resulting in delays and changes to project plans. In 2021, the French government significantly reduced visa acquisition for our key secondment partners in the Maghreb. Maintaining frequent communication with your partners is crucial to sustain the engagement of all partners. After numerous exchanges with the partners, the coordination team proposed to the consortium to extend the project to allow scheduling of exchanges over a longer period.

4) Project Management Complexity: the changing circumstances required constant reassessment of project timelines, objectives, and deliverables. The coordinating institution transferred funds for anticipated secondments, thereby assuming financial responsibility, contingent on the successful execution of secondments. The project manager had to adapt and develop severals contingency plans to navigate the uncertainties.