ISRSI I3
N1 Management of the I3 - MISTI
N1
Management of the I3
Management of the Integration of Space
Technologies and Infrastructures
MISTI
Total Requested Budget
Total Project Duration
1052.4 k€
48 months
ISRSI I3
N1 Management of the I3 - MISTI
Proposal full title
Management of the Integration of Space Technologies and
Infrastructures
MISTI
Proposal acronym
Interconnected with:
N1
X
N2
X
TA
X
JRA1
X
JRA2
X
JRA3
X
JRA4
X
JRA5
X
Role
Name
Institution
Email Address
Coordinator
Richard Ambrosi
University of Leicester, UK
[email protected]
Deputy
Coordinator
Roberto Battiston
INFN – Perugia, Italy
[email protected]
Contact Persons
Richard Ambrosi
Roberto Battiston
University of Leicester, UK
INFN – Perugia, Italy
[email protected]
[email protected]
Objectives
This part of the ISRSI I3 Network proposal intends to describe the management and administrative structure of
the ISRSI consortium and the links that will be made with the various management, financial and administrative
components of the I3 proposal namely the Networking, Access and Joint Research Activities. Its structure
establishes the links between the different groups within the network and the joint research projects and the
access to the experimental facilities described.
Main deliverables
A management board that will oversee all aspects of the running of the consortium.
Strategic decisions on the actions to be taken in view of the goals of ISRSI
Financial management structure for a flexible, administration of the resources
Distribution of resources through transparent means and establishment review processes of actions undertaken
Coordination of Scientific ISRSI I3 activities
Coordination of Access ISRSI I3 activities
Coordination of Research ISRSI I3 activities
Coordination of the interconnection between all ISRSI I3 parts including outreach
ISRSI I3
N1 Management of the I3 - MISTI
N1 FIGURES AND TABLES
Figure N1-1
Structure of ISRSI Management
page 40
Table N1-1
Description of Management substructures
page 41
Table N1-2
Summary table of expected budget and of the Community page 47
contribution requested
Table N1-3
Detailed N1 expenditure
page 48
ISRSI I3
N1 Management of the I3 - MISTI
Activity N1 – Management of the I3
Quality of the management of the I3
Management methodology and competence of the Participants
The ISRSI consortium intends to federate the European efforts in space detector construction. In the past, many
pioneering detectors were constructed by small teams in a single country. The requirements for the next
generation of instruments are largely beyond the capabilities of a single laboratory/university. The specifications
are well defined, roadmap to technology development always exist and often promising ideas are at advanced
R&D levels but the means to develop them requires more support and contributions from a larger number of
teams at a European would catalyse success. The networking effort (N2) at the European level will reduce
redundancy, will help reaching the desired critical mass, help strategic developments and present a unified
European effort in a larger context where the USA and Japan are sometimes competitors and other times
collaborators. The JRAs in the present I3, give five specific examples of the added value of the networking
effort: they present the way we intend to tackle the construction of the next generation detectors for Xray,
infrared and optical photons. The Access components will bring together facilities across Europe historically
used for the experimental verification and calibration of detectors for space applications and those facilites used
for the enviromentla testing of detectors and electronics components for space. These activities covered by the
Access part are vital to the success of the prototyping activites of the JRAs.
Some of the major institutions involved in space detector development including ESA will form part of the
Network and the JRAs. Nevertheless, the ambition of the networking activities, is to eventually federate all the
European laboratories active in the field. Accretion of new participants, in accordance with the rules of the EU,
will be encouraged. This philosophy has influenced the implemented management scheme. That is, the
distribution of resources will be transparent and open to debate. The main bodies of the I3 management at the
project level are the Steering Committee (SC), representing the institutional interests and the Peer Review
Committee (PRC) giving expert advice on the technological directions to be funded. The Steering Committee
takes the final decisions.
The allocation of funds to the JRAs and regular progress reviews will be carried out by the Steering Committee
and will be debated in a transparent forum, for which we will use the infrastructure Peer Review Committee. The
Access to part of the proposal regarding members of the consortium external to the JRAs and outside potential
users will be reviewed by the Peer Review Committee. Access involving the JRAs will be reviewed byt th
Steering Committee. The consortium will use the Network to consolidate the partnerships that will tackle the
JRAs and will then issue a call for proposals to the consortium. Each of the JRA Management Group will present
a detailed proposal for the specific JRA to the Steering Committee, giving a more detailed cost breakdown
including equipment costs and staff costs and any changes given that there may be new issues to resolve or new
innovative ideas to pursue emergin between the submission date of the proposal and the start date of the projects.
Additional or contingency funding will be included in the Networking budget in order to address such issuses.
The presentation of the proposals will be carried out in an open forum set up by the Network and the results will
be disclosed to all participating members of the consortium. Funds will be allocated based on a final review of
the proposals by the Peer Review Committee. If other members of the consortium are required to participate
based on the Peer Review Committee recommendations, the Steering Committee will invite the relevant
institution or company to participate. If a partner outside the consortium is required as recommended by the Peer
Review Committee, the Sttering Committee will have a final decision on whether to co-opt these partners into
the consortium. Any contract required with the industrial partners will be reviewed at the JRA Management level
once the resources have been allocated.
The proposal, includes a few institutes, and even national agencies with large experience in management of large
projects (IN2P3/CNRS, CEA/France, INFN, RAL) but also laboratories that have managed a large space and
European project experience (University of Leicester, CESR/Toulouse, SRON, IASF).
Furthermore, both INFN and University of Leicester central services have a dedicated structure to handle the
European projects, with dedicated administrative persons, secretaries and long experience in autonomous
handling of resources (above €50 million per year).
ISRSI I3
N1 Management of the I3 - MISTI
Management Structure
Figure N1-1 shows a schematic of the complete management structure. To reflect ISRSI objectives the
management structure shows a clear separation of scientific strategy, management and technical delivery. This is
aimed to produce the optimum utilisation of resources across the collaboration and a clear definition of tasks
with resources, start and end points. At the I3 project level the Coordinator is assisted on a day by day basis by
the Management Board (MB) that includes the Deputy Coordinator, an Administrative Manager and the
Coordinators of each Networking, Access and JR activity along with the Chairpersons of the Consortium
Committees. The Management Board serves essentially as a coordinating body and consortium management
body, having immediate oversight of all the I3 activities, defines the strategy of the Consortium but the executive
power is in the hands of the Steering Committee (SC). All decisions have to be approved by the Steering
Committee before they can be implemented. In order to maintain continuity the Coordinator and Deputy
Coordinator are associated with ISRSI independent of their parent institutes, the parent institutes do not
administrate the resources, allocated resources are administrated by the SC. If the SC determines that a change in
their parent institute during the course of the contract were to interfere with the carrying out of their duties, the
SC can elect a new Coordinator or Deputy Coordinator by majority vote. Since the MB is responsible for
allocating resources and the management of unallocated resources, if the Coordinator or Deputy Coordinator
were to change parent institution the and as long as the new institute were able to provide the necessary support
the allocation of resources for support staff would be tranferrable. This is true for all activities outside of TA and
JRAs, where a link between the Coordinators and the goals of the activity are inextricably linked.
The SC is elected by the Consortium, and includes one representative from each country participating in each of
the I3 activities and includes the Management Board. The SC is headed by an elected chairperson, who reports
on a 6 monthly basis to the consortium, European Commission and the MB. The SC has executive power can
allocate resources and can change the nominated coordinators for the individual I3 components including the
Network Working Group leaders. For these tasks and all scientific and technical issues it is assisted by the Peer
Review Committee (PRC), a panel of experts also nominated by the SC to act as an advisory group. The PRC
consists of representatives of the scientific and technical European communities as well as people who can offer
financial advice to the consortium. The advice of the PRC is available to all elements of the I3. The SC meets
twice a year, to make sure the various activities of the consortium are progressing well, to confirm or redefine
the general policy and strategy of the ISRSI consortium defined by the MB, and as well as modifying any of the
existing steering groups of the consortium. The SC elects its Chairperson that can act as interim replacement for
the I3 Coordinator or the Deputy if required, organise voting or elections and report to the MB, including in
these reports all recommendations by the PRC. The PRC Chairperson elected by the same body reports to SC on
request. The SC also organises the yearly General Assembly, where task managers, PRC, laboratory directors
and other potential future members are invited as observers. The SC defines the overall consortium goals and
working plan. It can rely on the PRC expert group for financial advice and evaluations or internal audits. It
makes the necessary recommendations to the SC which has the overall responsibility for consortium operations.
The sharing of resources, as well as responsibilities between the consortium members is defined by the SC
according to the general recommendations of the MB and PRC. Chairpersons of the SC and PRC will hold their
posts on a biannual basis. The Networking, Access and JRA elements of the Consortium will each have a
management structure, Figure N1-1 gives an overview of these and their interdependencies with the other ISRSI
structures. The frequency of meetings at the sub-project level will be set by the individual management groups
based on the requirements of the Working Groups or the JRAs.
ISRSI I3
N1 Management of the I3 - MISTI
Figure N1-1. Structure of ISRSI Management
ISRSI I3
N1 Management of the I3 - MISTI
Steering Committee and Coordinator
Table N1-1. Description of Management substructures
The Steering Committee (SC) has the responsibility of the application and review of the programme
strategy defined by the Management Board. The SC is responsible for programme delivery, the
management and oversight of allocated resources/funds. The I3 activity (Networking, Access and
Research) Coordinators have the responsibility of reporting progress as well as any technical and
resource issues relating to their specific activity to the SC along with offering any specific research
advice during strategic decision making processes. The SC has the responsibility of reporting back to all
members of the Consortium including the working groups through their respective management
structures, ensuring strategic decisions are communicated within the collaboration.
The terms of reference of the project Steering Committee are defined as:













Peer Review Committee

To approve the overall program strategy defined by the MB
Setup a ad-hoc finance committee to define the financial policy of ISRSI based on EC
models.
To ensure program delivery within available resources and on schedule
To receive reports on progress and resource requirements of working groups
To monitor the progress of working groups
To resolve resource issues or technical changes and to report these through the
networking and joint research activities
To disseminate strategy requirements to the activity managers
To discuss and review new collaboration opportunities
To discuss and review new technical opportunities
To ensure high quality public outreach
The terms of reference for the project co-ordinator are defined as:
To report technical progress, operational or resource issues to the I3 MB
To report to other EU or external bodies as required
To represent the MB and SC and report on strategy defined therein as required
To present the program to review bodies
The Peer Review Committee is a committee of experts nominated by the SC and is there to provide
advice to the SC and any other members of the Consortium. The PRC is responsible to ensure that most
areas of expertise are represented including financial, scientific and technical issues. A call for
proposals will be issued at the start of the project by the PRC to signal the start of the Networking,
Access and Research Activities. The PRC meets at least twice a year to make recommendations to the
Steering Committee. The PRC can offer advice at the sub-project level without meeting as long as an
adequate report is sent to the members of the SC if any project level decisions are required. This panel
of experts is expected to have not only a role of expertise but also to stimulate new initiatives.
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N1 Management of the I3 - MISTI
Management of the Network
At the sub-project level, the Network, Access and JRAs are subdivided in small management groups. Each
management group is responsible for making sure that the specific tasks or objectives of the corresponding
activity associated with a set of Work Packages (WPs) are carried out efficiently on time and within
budget. The coordinators of these management groups can rely on both the SC and PRC for support. The
coordinators are also responsible for reporting to the SC.
The Network is further subdivided into Working Groups (WG). Each WG has a has a leader and is
responsible for arranging WG meetings to discuss the specific topics of interest, arrange activities to
disseminate and transfer knowledge associated with the specific WG topic. The WG leaders form part of
the Network management structure, where regular topic specific workshops and annual conferences are
arranged in order to disseminate the work of the wole ISRSI Consortium. planning is performed through
regular workshops held by each WG, arranged by the WG leader, every 3-6 months. Progress and
decisions made in the WG meetings will be reported to the SC every 6 months through the Network
management structure. Each WG leader and co-leader will be responsible for monitoring the work
packages of that group, ensuring compliance with the timescales set. Reports from all Network activities
will be coordinated by the SC and presented together at the general meetings. The SC will monitor the
progress of the WGs. Finances will also be monitored by the SC. To ensure exchanges of information
between working groups, additional interaction via existing collaborative links and between workers on
specific tasks are envisaged as necessary, through specific meetings of the network. The Network will be
able to coopt additional members with the approval of the SC.
Working Group Leaders and Work Package Managers
Applications received to access facilities under TA will be made public by the Network and referred to the
TA Management Group in order to assist the proposers with the application procedures required by the
specific facility.
Each Working Group comprises a leader, work package manager/treasurer, secretary and administrative
assistant and the member institutes. The leader of each working group reports to the Network
management group. Resource allocation is not performed at the WG level but at the Network
management level, even though each WG leader has responsibility for the oversight of resource
management and the work packages of their WG. Resource re-allocation between WGs is requested by
the WG leader to the SC via the Network. The terms of reference for WG leaders are defined as:





To monitor the progress of work packages within the WG
To receive reports on progress and resource requirements of the WG
To report technical progress and operational or resource issues to the steering group
To request resource re-allocation or technical changes through the steering group
To disseminate strategy requirements to members of their working group
Each working group has clearly assigned work packages or sub-tasks each with a resource allocation,
known deliverables and time scales. The WG leader has responsibility for ensuring that the set tasks of
his WG are completed within schedule and according to resources allocated. Each work package has an
elected leader responsible for the delivery of the task objectives. Should resource re-allocation or a
change in technical specification be required to a work package, the working group leader requests this
through the steering committee. The work package manager reports to the working group leader. The
terms of reference for WP manager are defined as:




To monitor the technical progress of their WP to achieve agreed milestones
To monitor the resource usage of the WP and maintain within required bounds
To present reports of technical progress and resource requirements to the working
group
To request resource re-allocation or technical changes, if required, through the
working group
The management of the Network, report their activities at each SC meeting. A regular reporting scheme
will to be put in place by the SC. Any global report prepared by the SC will incorporate the Network
reports. These reports form the basic tool used by the SC to monitor the consortium operation.
ISRSI I3
N1 Management of the I3 - MISTI
The Transnational Access has its own Management Group, it is represented by the individual
laboratories or facilities included in the TA part of the proposal. The TA management structure is
covered in more detail in the management section of the TA part of this document.
Management of the TA
The TA Management Group consits of representatives of all the participating facilities in addition to
the JRA Management Group Chairperson, JRA Coordinators and Deputies and the Network
Management Group Chairperson.
This Management Group wil be tasked with the management of access to the facilities represented
including assisting the individual applicants from the Consortium with the application procedures of
the individual facility if necessary. This Management Group will manage the budget allocated to the
TA for access. If not all the allocated access time is used by the Consortium this time can be made
available to the larger community. In fact it is expected that all the time allocated will not be used
completely by the Consortium. A fraction of the total funding will be held back in order to review
the Access part of the proposal if necessary and negotiate more access with the facility management
structures. This additional or contingency funding will also be used if more support is required by
the facility. This will result in a greater degree of independence of the TA users with respect to the
normal research/user related activities in the facilities.
The facilities highlighted in this proposal offer access to high quality, calibrated photon beam lines
of varying energy and wavelength. Reactor facilties and accelerator facilities for radaition damage
studies. If the same infrastructure is available at more than one facility, the TA Management Group
will be responsible for assisting the necessary applicant with access to the correct facility based on
availability and the project requirements.
We expect that experimental access will be of the order of 1 to 2 weeks on average. Longer periods
may be required if large amounts of equipment need to be installed. Access will be provided to
record data and carry out experiments. Detailed data analysis will be carried out at the home
institution. Further access will be determined by the results of the first phase of work.
The TA Management Group will be able to rely on the PRC for advice if necessary. All activities
will be reported to the SC on a quarterly basis by the TA Coordinator. Any problems can be referred
to the MB or SC for review. The TA Management Group will select a treasurer and an
administrative assistant. These tasks can be performed by different members of the TA Management
Group on a rotating basis at the discretion of the TA Management Group.
Management of the JRAs
The Joint Research Activities has its own management structure, it is represented by the individual
laboratories or facilities included in the JRA part of the proposal. The JRA Management Group is
covered in more detail in the management section of the JRA part of this document.
The JRAs consist of one Management Group responsible for the management and coordination of
all of the JRA activities. It includes all of the JRA Coordinators and Deputies along with the TA and
Network Coordinators. The JRA Management structure will be chaired by one JRA Coordinator on
a rotating basis. Each Coordinator will be responsible for the running of the specific technological
or scientific activities for a specific JRA, the Deputy Coorniator will be responsible for the
management and allocation of resources. Aid from the representative(s) of the TA Coordinator,
Network Coordinator and the PRC can be provided if necessary. The Network coordinator will have
to report back to the working groups and make the lnk between the Network and the JRAs. The
representatives of all the participating institutions will be organised into individual JRA
management substructures, these will report to the JRA Management Group, who will report to the
SC.
The JRA Management Group meets twice per year (or more often if necessary) to manage the
overall JRA activities and monitor the status of the JRA. The planning of the JRA activity will be
carried out by the individual JRAs with frequent quarterly reports to the JRA Management Group.
All JRA activities will be made public by the Network via workshops and conferences. As a general
rule the workshops will be held every six months, just before SC meetings. Proposals and
discussions at the Work Package level will be reported to the Coordinators at JRA Management
Group meetings. Any changes must be presented to the SC. Reporting to the SC will be carried out
through the JRA Management Group on a quarterly basis.
ISRSI I3
N1 Management of the I3 - MISTI
The JRA Management Group can organise the exchange of personnel between institutions if
required. This will facilitate the exchange of skills and information. The grant for the JRA will be
allocated after the announcement of opportunity from the SC and provided that the detailed proposal
from the JRA meets with the objectives of the I3. This is done to ensure that any changes to the JRA
members required are taken into account given that the contract for the I3 activity may start more
than 1 year after submission.
Periodic reports of the status of the project will be given at the general meetings and scientific
committee meetings as requested by the I3 Management.
General meetings of the JRAs will precede the biannual meetings of the SC.
These JRA reports will be incorporated in the global report submitted to the EC reporting on the
progress of the Integrated Activity.
To facilitate the smooth running of the structures above we envisage the following regular meetings:
Meetings






Management Board Meetings every 4 months
Steering Committee meetings every 6 months
Network management meetings every 6 months
TA management meetings every 12 months
JRA management meetings every 6 months
Annual General Meeting once a year
Justification of Expenditure
Particular care will be devoted to overall Management and Coordination issues. Given the size of the project, this
activity will be jointly operated by a team based in Italy (INFN Perugia) and the UK (Leicester). Funds will be
managed and allocated by the MB according to policy defined by ad-hoc-finance Committee set up within the
SC. Allocated funds will be managed by the SC. Members of the ad-hoc finance committee will be elected by the
SC to draft the policy once the projects begins and will have to be approved by the SC and PRC. This policy will
be amendable only with the approval of the SC and PRC. The parent institutes of the Coordinators: the
University of Leicester and INFN Perugia can provide support by the hiring of staff new on a contract basis to
assist the Coordinators with their activities. The overheads supplied to the institutes will catalyse the use of
support infrastructure within the aforementioned institutions.
The ISRSI I3 Management will be organised in three levels.
Level 1 uses the existing competences of the Coordinators parent institutes’ general services units. It will involve
hiring 2 full time equivalent staff members during the entire duration of the project at each of the Coordinating
institutes.
Level 1 tasks include:

Legal services:
o The overall legal, contractual, ethical, financial and administrative management of the
consortium.
o Preparing, updating and managing the consortium agreement between the participants.

Administrative services:
o Receving the EU financial contributions and distributing these through the Coordinator and
MB to the Network, Access and TA parts of the project
ISRSI I3

N1 Management of the I3 - MISTI
Consulting services:
o The implementation of competitive calls by the consortium to find new participants.
o Overseeing the promotion of gender equality in the project.
o Overseeing science and society issues, related to the research activities conducted within the
project.
Level 2 requires that a specially constituted management team will assist the Coordinator and Deputy
Coordinator, with dedicated staff covering skills needed for the day by day administrative coordination of the
project as well as maintaining communication links with the European Commission. This team will consist of 1
person hired full time and 3 people hired part time for the duration of the 4 year project. The team will liaise with
the MB of the consortium and the staff will be split over the parent Coordinating institutes.
Level 2 tasks include:






Project Management services (1 full time):
Assist the Coordinator in ISRSI related matter, in particular in maintaining contacts with the
Commission
Maintain regular contacts at consortium level.
Assist with maintaining and updating project schedules and liasing with the MB and SC.
Assist Coordinator with contractual matters
Liasing with the legal structures assisting with the Coordination





Administrative services (1 part time 50%).
Assist in the organisation of events (Network, TA, JRA meetings, Workshops).
Obtaining audit certificates by each of the participants.
Bank guarantees for SMEs (if applicable).
Administrative reporting to the Commission.


Technical services (1 part time 25%)
Assist with the coordination of technical activities at consortium level



WEB and networking services (1 part time 50%):
creation and maintenance of the consortium WEB pages;
overseeing of the consortium networking.
Level 3 refers to additional management funding required to support any of the Networking, Access or JRA
activities in case of a shortfall or in case of an additional requirement due difficulty in meeting the objectives.
Quality of the plan for using and disseminating knowledge
Knowledge dissemination within the Consortium.
The Consortium website will be a primary tool for disseminating information and will be set up as soon as the
projects begins. The SC meets every 6 months to define the overall Consortium goals and working plan. It can
rely on the expert group or PRC for technical and financial advice. The sharing of resources as well as the
responsibilities of the Consortium members is defined by the SC. All the Management Groups at the Sub-project
level report to the SC on a quarterly basis and all reports are made available to the network through the
Consortium website. An annual report is produced by the SC to summarise the activities of the consortium.
These reports form the basic tool used by the SC to inform the EC Consortium members and external associates.
The SC meetings will be associated with workshops organised by the Network to enable members of the
Consortium associated with the various I3 activities to interact on an informal basis and inform colleagues of the
latest results and new ideas. Representatives of all the different participant institutions will take part in the
workshops and other general events. During these events any new proposals will be tabled in front of the SC and
thes results of the deliberations along with the proposals will be made public to the Consortium.
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Each Sub-project Management Group will arrange meetings as required by the I3 activity. The Network will
arrange WG meetings and submit reports to the SC. The JRA Management group will arrange JRA specific
meetings and report back to the SC. All reports will be available on the Consortium website. Meetings between
WGs or Sub-project Management Groups can be arranged on an ad-hoc basis if important to the project. This is
also the case for the individual JRAs. Reports from these meetings will be made available to the entire
Consortium on the website.
Each Sub-project Management Group can organise the exchange of personnel between institutions if required.
This will facilitate the exchange of skills and information. The overall task planning and budget are under the
administration of the Sub-project Coordinator.
The TA Management Group will provide information about the facilities, existing infrastructure and services at
workshops. Any new additions or changes to the infrastructure will also be reported. The TA Management
reports refer specifically to the use of the facilities by TA users and these are sent to the SC and are made
available to the Consortium via the website.
Knowledge dissemination outside the Consortium
The dissemination of knowledge outside the consortium is ensured by the extensive use of publications, annual
conferences, annual general meetings, workshops as well as web-based activities (See above) supported by the
Network and the SC on behalf of the JRAs and the TA activities.
The results of the various R&D programs will be discussed and disseminated within the Consortium, but will
also be published in peer-reviewed journals and conference proceedings to inform the external community.
Where this is applicable, patents will be applied for, either by the participating groups or by their commercial
partners; this is standard practice in technological R&D. Business agreements concerning licenses will have to be
formulated on a case-by-case basis as required.
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Table N1-2 - Summary table of expected budget and of the Community contribution requested
Participant number
Networking
activities
Activity number
Total expected budget (€)
Max Community
contribution requested (€)
1
2
Amounts (€)
exp.
budget
req.
contrib.
N1
526 200
526 200
Sub-total Networking
526 200
526 200
526 200
526 200
526 200
526 200
526 200
526 200
Total
expected
Max
Commun
budget
(€)
contribu
requested
1 052 400
1 052 4
526 200
1 052 400
526 200
1 052 400
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N1 Management of the I3 - MISTI
Table N1-3. Detailed N1 expenditure
Item
2 Coordinator and Deputy Coordinator Assistants (full time)
Staff
Costs a
(k€/year)
62.3
k€
Indirect
Costsb
Additional Person/Number
Costs
Years
(k€/year)
12.5
8
597.8
1 Project Management (50%)
62.3
12.5
2
149.6
1 Administrative Staff (25%)
61.2
12.2
1
73.4
1 Technical Services Staff (25%)
61.7
12.3
1
74.0
1 Web/IT Support (50%)
32.3
6.5
2
77.6
15
4
60
5
4
20
Travel
Consumables
TOTAL
a
1052.4
Staff costs exclude 20% overheads associated with AC Cost model for the Coordinating Institutes. Inflationary increases are taken into account using standard
academic institution calculation methods. In addition estimated social security and Pension contributions are incorporated into the costs using standard academic
institution costs.
b
Indirect costs are the 20% overheads for staff associated with the AC cost model.
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N1 Management of the I3 - MISTI