Project governance and management plan (Deliverable R05)

This Project governance and management plan (Deliverable R5) operationalises the governance, coordination, monitoring, and compliance arrangements defined in the PeatTransform application, without introducing additional commitments beyond the approved project framework. It sets the purpose and boundaries of the plan and anchors its procedures in the national and EU regulatory context referenced in the application, including the reporting interface with the Cooperation Authority and the external evaluation framework coordinated by the Latvian Council of Science. The document summarises the management-relevant project context (implementation timeframe, consortium composition, and activity-based management interfaces) to clarify how day-to-day coordination and strategic oversight are organised for a small, multi-partner research and innovation project.

The governance model is described through three interlinked bodies and supporting functions: the Project Steering Committee as the strategic oversight body, the Scientific Coordination Team led by the Scientific Manager as the core operational unit for scientific integration and internal review, and the Stakeholder Advisory Board as an external consultative forum ensuring relevance to sectoral needs. Decision-making is framed as transparent and documented, with an escalation pathway from partner-level implementation units through scientific coordination and project management to the steering level, and with explicit constraints on infrastructure and equipment decisions to remain aligned with the approved acquisition list. The coordination system specifies meeting types and frequencies, documentation practices, and linkages to corrective actions.

Monitoring and reporting are structured into monthly internal progress monitoring, quarterly progress synthesis, biannual financial reporting with eligibility verification and audit-trail logic, and standard midterm/final reporting to the Cooperation Authority, complemented by midterm and final independent evaluations. Financial management and administrative compliance cover segregation of financial flows, procurement and fixed-asset documentation, VAT eligibility framing as referenced, and separation of economic and non-economic use within the limits described in the application. Quality assurance integrates internal peer review, documentation control, and independent evaluation checkpoints, while risk management relies on periodic review of the application-based risk register and traceable mitigation actions. Data and transparency management define document control, repository-based accessibility of outputs, and the Information Centre as a stable public interface. Interfaces with communication, stakeholder engagement, and intellectual property governance are described as management linkages. Annexes provide concise terms of reference for governance bodies, a roles matrix, reporting templates, a risk register reference, and document and decision log templates to ensure traceability.