A Mistra programme is a large and complex undertaking, in which many individuals have to work together towards a common goal. For such a programme to achieve results, it needs to be effectively managed and organized. It is also important that active attention is paid to the perspectives of both researcher and user. To ensure that this happens, all Mistra programmes have a specific organizational structure.Main contractor
Every Mistra programme has what is known as a main contractor, providing it with a base in an existing organization. All research funded by Mistra must be linked to one or more universities or colleges, but the main contractor does not have to be a higher education establishment; it may instead be an institute, a company, or some other organization. Mistra itself never acts as the main contractor for programmes it supports. Its role is confined to that of investing in research, and it has a very small organizational structure of its own.The main contractor´s responsibilities are:
- To ensure that the programme is carried out.
- To administer the funds awarded.
- To look after the financial and legal administration of the programme, in collaboration with the other research providers involved.
As soon as the Mistra Board has decided that funds are to be invested in a programme, a contract is drawn up between Mistra and the main contractor, known as the programme contract. This defines the relationship between Mistra and the main contractor and the terms on which the programme is to be financed and implemented. For further information on the programme contract, see the section on agreements below.
Programme board
In consultation with Mistra, and with its approval, the main contractor appoints a programme board. This body is entrusted by the main contractor with overall responsibility for the direction, quality and finances of the programme. It is intended to support the programme manager in the running of the programme.A programme board normally consists of three to six members, the majority of them representing intended users of the research results. Its chairperson should have an independent position in relation to the programme. Individuals working on the programme are not permitted to be members of the board.
The chosen composition of the programme board, with a majority of representatives of intended users of the results, is designed to ensure that the point of view of the user receives active attention throughout the life of the programme. The user representatives on the board can also, via their own networks, link the programme to a wider community of users. The relevant Programmes Director at Mistra, or some other representative of the Foundation, is a co-opted member of the programme board, which means that he or she has the right to attend and speak at meetings, but not to vote. The idea is to support the board in its efforts to ensure that the programme´s objectives are achieved, as well as to encourage an exchange of experience between the programmes and Mistra.
Mistra´s Managing Director meets the chairperson of the programme board and the programme manager every year to discuss the programme plan. Mistra also arranges annual meetings for the boards and managers of all its programmes, to encourage an exchange of experience between them.
The programme board´s responsibilities are:
- To adopt strategies and budgets for the programme in the framework of the programme contract.
- To submit annual programme plans to Mistra in consultation with the main contractor (see section on the programme plan below).
- To submit annual re p o rts on the programme (see section on communication below).
- To make decisions of strategic significance for the programme and/or of significance for the programme budget.
- To monitor the research carried out under the programme and ensure that relevant plans are adhered to.
- To appoint a programme manager in consultation with Mistra and with its approval.
- To adopt standing instructions for the programme manager.
- To appoint and define the responsibilities of a management group and reference groups, if it establishes such groups.
- To promote active involvement on the part of intended users of the research results and ensure that information about the programme and its results is effectively communicated to them.
- To seek to ensure that the results of the research are put to use by the intended users, and to submit a final report to Mistra (see section on preparing for the end of a programme below).
The programme board is expected to meet at least twice a year. Normally, it will hold four to five meetings annually. The board meets at the call of its chairperson, but meetings may also be convened by a majority of its members, the programme manager, Mistra or the main contractor, should the need arise. Minutes are kept and sent both to Mistra and to the main contractor.
The programme board decides in consultation with the main contractor what emoluments its members are to receive, taking into account Mistra´s policy in this area. The remuneration paid to board members is not intended to cover the full cost of the work they do, but can be seen rather as an acknowledgement of their contributions to ensuring the smooth running and success of their programme. Mistra is aware of the commitments of effort made to its programme boards on a voluntary basis or with outside sponsorship.
Programme manager
The programme manager oversees the operational aspects of the programme, across the boundaries between research and practice and between different research disciplines. He or she is a key figure in ensuring that the programme achieves its objectives. The position of programme manager is generally a full-time job.Managing a Mistra programme involves driving and directing the research process towards the common goals of the programme. The programme manager has the important task of inspiring enthusiasm, creating a sense of common purpose, handling conflict and carrying the programme forward. The role is both stimulating and challenging. Many who take it on make full use of the opportunities that exist to ‘compare notes´ with other Mistra programme managers.
The manager of a programme is appointed, and removed, by the programme board, acting on behalf of the main contractor. Decisions concerning the programme manager are always taken in consultation with Mistra. The person appointed must have an independent position in relation to the programme, unless Mistra has expressly agreed otherwise. From experience we know that problems can arise when a reordering of priorities is called for and the programme manager has projects of his or her own within the programme. The programme manager is responsible for the day-to-day management of the programme. She or he presents items of business for discussion at meetings of the programme board and implements the board´s decisions. The manager is responsible for establishing and maintaining effective cooperation within the programme. The manager of a programme also has the task of monitoring progress on individual projects and ensuring that results from the programme are collated and summarized.
Another responsibility is to safeguard any confidential information used or arising within the programme. Such information must only be made available on a ‘need to know´ basis, to individuals who have signed a confidentiality undertaking. The manager´s functions also include making sure that funds are requested and accounted for in accordance with the contract.
The programme manager has an operational responsibility to ensure that there is an active dialogue at all times with the intended users of the research results. To this end, the programme needs to be organized in a way that allows for and encourages a dialogue between users and programme participants. The manager is also responsible at an operational level for making sure that the results are communicated to users. The more specific duties of the programme manager are decided by the programme board, which supports the manager in the discharge of his or her responsibilities within the programme.
Management group (if appointed)
To assist the programme manager, a management group may be appointed. Any decision to set up such a group, and on its membership, will be taken by the programme board. Mistra recommends that the management group should consist of a limited number of people, including the programme manager. It is common for project leaders to form part of this group, but this need not be the case. Other individuals may also be suitable candidates. A management group should represent different points of view within the programme, e.g. those of engineers, natural scientists and social scientists, or of different industrial sectors.Programme-level functions
All Mistra programmes should have certain functions serving the programme as a whole, namely a communications officer, an administrator, and forums for meetings. The programme board should set aside sufficient funds in the budget for these functions and decide how they are to be organized.The communications officer plays a pivotal role in the programme. Often someone with professional training in this field will be required. Sometimes the programme manager also has the role of communications officer. The more specific character of the task to be undertaken will determine what qualifications are required of the person appointed. Depending on their objectives, some programmes will need broadly targeted communication, while others will be able to focus more on a limited target group. Mistra arranges annual meetings for all programme communications officers to encourage an exchange of experience.
If the organizational structure and management of a programme are to function effectively, sufficient time must be set aside for administration. If the programme is particularly demanding in terms of administration, or if the programme manager has limited time to devote to such tasks, a special administrator or coordinator should be appointed.
There also need to be common forums for meetings within the programme and for dialogue with intended users. It is the programme manager´s responsibility to establish effective arrangements for such meetings. If the programme has a specially appointed communications officer, the programme manager and communications officer will often collaborate in making these arrangements. It is important to ensure that the forums created are properly integrated into the programme as a whole.
Projects and project leaders
A Mistra programme comprises a number of different projects, each of which has a project leader. It is important that everyone involved has a good understanding of how their project relates to the overall programme. All the projects combined must further the shared goals of the programme. Together with the programme manager, project leaders should actively seek to promote integration and a sense of common purpose across the programme as a whole.If a programme includes postgraduate students, it is important that both they and their supervisors are well acquainted with the programme´s objectives. The requirements to be met by a postgraduate in the context of his or her particular discipline and the research demands of the programme have to be compatible. To clarify what is expected of the postgraduate, there needs to be a dialogue between the programme manager, the project leader and the student´s supervisor.
Mistra and its programmes
Mistra meets its programme management teams on a regular basis. It arranges an annual meeting for all programme boards and managers, as well as an annual gathering for programme managers only. Sometimes it organizes workshops on particular themes for programme participants. Mistra´s aim is to encourage an exchange of experience between programmes.Each programme has a contact person, known as a Programmes Director, at the Mistra Secretariat. The relevant Programmes Director is a co-opted member of the programme board, which means that she or he has the right to attend and speak at its meetings, but not to vote. The idea is to support the programme board in its work and to promote an active sharing of experience between the board and Mistra.
There is also an ongoing, day-to-day dialogue between Programmes Directors and programme boards and managers on issues arising from the programmes. Here, too, the goal is to encourage an active exchange of experience between Mistra and its programmes. Another aim is to inform those responsible for programmes of the various guidelines and procedures they are expected to follow. In addition, the Mistra Secretariat needs to keep abreast of how programmes are progressing, and it will gladly do what it can to create a wider awareness in various contexts of programmes and what they are doing. Programme management is always the responsibility of the programme board and the programme manager. Mistra only intervenes in ongoing programmes with respect to the issues described below. In such situations, Mistra is represented by its Managing Director, the relevant Programmes Director or some other member of its staff. Further information on each of the points listed can be found under the relevant thematic heading in this guide.
- Questions concerning the programme contract between Mistra and the main contractor, and compliance with it.
- In consultation with the main contractor: appointment and removal of the programme board.
- In consultation with the main contractor and the programme board: appointment and removal of the programme manager.
- Annual approval of the programme plan (which is revised annually, see section on the programme plan below).
- Ongoing scrutiny of the programme´s financial reports and disbursement of funds requested.
Mistra organizes the evaluation of a programme prior to a new phase (where relevant), and also engages in an active dialogue with programmes prior to their conclusion. Further details will be found in the relevant theme sections below.
Frequently asked questions
Formally, the main contractor plays an important role in a Mistra programme. Despite this, we don´t see much of ours. Why is that? Under its programme contract with Mistra, the main contractor gives the programme board a mandate to manage the programme. Different main contractors subsequently interpret their role in different ways. Some follow the programme with active interest, while others opt for a more passive role. Both these approaches are compatible with the contract, and may entail differing requirements in terms of programme administration. Why is Mistra itself never the main contractor of a programme? Mistra´s role is confined to investing in research, and it has a very small organizational structure of its own. Mistra is not a research-conducting organization with legal responsibility as an employer for the staff involved in its programmes. Why should an organization take on the role of main contractor for a Mistra programme? By doing so, it can gain experience of managing a complex, boundary-crossing programme. This experience is of value in other contexts, not least in improving the organization´s chances of being chosen as lead agency for an EU programme. It also creates new contacts and wider awareness of the organization. Why are the intended users represented on the programme board? Isn´t it enough for them to participate in an advisory reference group? The reason for including intended users of the results on the programme board is to ensure that their point of view receives active attention throughout the life of the programme. We know from experience that this is best achieved if representatives of the user community are involved in taking decisions on programme activities and are able to introduce new issues into the programme on the basis of an active dialogue. What does the role of programme manager entail? The programme manager is a key fig u re in the programme. Managing a Mistra programme involves guiding the research process towards the common goals of the programme. The programme manager has the important task of inspiring enthusiasm, creating a sense of common purpose, handling conflict and carrying the programme forw a rd. The role is both stimulating and challenging. The manager of a Mistra programme gains experience of leading a large, complex organization in a cross-boundary environment. The job is nearly always a full-time one. Programme managers can come either from the research community or from companies or other organizations. Does the programme manager have to be a researcher? No. A Mistra programme manager can come either from the research community or from industry, a government agency or some other organization. Can a programme board sack its programme manager? Yes, in consultation with the main contractor and Mistra. Should such a step become necessary, the programme board must get in touch with Mistra to discuss the matter. Mistra has in various ways maintained a presence and an involvement in our programme since it was launched. That has not been the case with other funding bodies. Why is Mistra so involved in its programmes? Mistra actively follows programmes throughout their lifetime and lends support to programme boards in order to ensure that the programmes achieve their objectives and thus make a difference in terms of promoting sustainable development. In addition, we wish to encourage an exchange of experience between the programmes we support. Who should we choose as our communications officer? The profile of the communications officer is determined by the more specific character of the task he or she is to perform. Depending on their objectives, some programmes will need broadly targeted communication, while others will be able to focus more on a limited target group. Sufficient time must be set aside for communication, and often a professional communications officer will be required.
