Experiences
Process
Enthusiasm
The success of the IRMA programme in terms of flood protection cannot be regarded as something separate from the working methods employed. What is unique in this regard is the transnational nature of the process, with a variety of different cultural perspectives and projects going to achieve a common goal. The aims were sharply defined at the start of the IRMA programme: they were practical and process-related aims that had to be achieved within a strict timeframe. The practical project requirements were clearly stated and the guidelines for submitting projects strictly defined. This awakened the enthusiasm of many, who proceeded to submit projects. Bureaucracy was kept to a minimum as much as possible. The process has given project managers the mental energy to continue even after IRMA.
Strict timeframe
By setting a strict timeframe that commanded the respect of the participants, and by linking European financing to meeting the deadlines, IRMA was able to mobilise an enormous amount of activity in a short space of time. The prospect of receiving EU funding was dangled as a carrot before the eyes of the participants. Only once did the Commission extend the payment period by a year. The discipline imposed by EU financing turned public administrations into efficient organisations working on a project basis. The flip side of the strict timeframe is that several innovative projects were not submitted, that others were eliminated prematurely, and that some project managers were forced to work under enormous pressure.
Pioneering role
The IRMA programme has played a pioneering role when it comes to tackling high water levels in the catchment areas of the Meuse and Rhine. The lessons learned and expertise acquired in IRMA can be used in other catchment areas. Thanks to IRMA, professionals in a broad range of disciplines have been made aware that a river's capillaries, veins and arteries are clearly interconnected. They have increasingly come to realise that spatial planning is required in which water takes the lead.
Island mentality
At the start of the IRMA programme, project managers tended to operate like the coast guard of an island. Most of them were not quite sure how their project fit into an integrated programme, even though that was precisely where the added value often lay. Gradually, the project managers got to know one another better and they shared the lessons that they were learning with colleagues in their own or in other Member States.
Cultural differences
Learning about different working methods and approaches proved to be a stimulus for the project managers. Being open to differences in interpretation and in the project details or other decision-making processes in another culture can help to bring about changes in one's own culture.
Guidelines for new programmes
- Find out whether the parties involved really support the project and have confidence in one another.
- Appoint project managers who have enough time and the necessary personal qualities.
- Coach project managers to get them to act on the basis of the intended spatial perspective.
- Give project managers enough authority and scope to act.
- View the project within the culture of the region.
- See that existing and new expertise is shared.
- Make sure that the parties are flexible enough to cooperate successfully with one another transnationally.
- Ensure that the parties are open to the cultures of the others.
Experiences