Governance

The Governance of the e-MTA Campus will be based on an administrative consortium, which is the most appropriate formal tool for the kind of action planned for this body, following the model of European clusters’ management bodies.

The consortium’s bodies
Merely grouping players together to create the campus without orderly, revitalising coordination activity would lead to a lack of significance and a diffusion of effort in the future. We propose setting up the following bodies of the consortium.

The Consortium’s bodies are the Chairman, the Management Board, the Advisory Board, the Project Management Office and the Manager:

The Consortium’s Chairman will be an expert with an international reputation selected competitively. The Chairman will have broad executive powers that enable speedy action and stable, guaranteed permanence during the project’s development.
The Management Board is the project’s most senior decision-making body and will be made up of the Consortium’s Chairman, the senior representatives of the consortium’s three institutions and other representatives of associated bodies. Its task will be to determine the general lines of action and approve the organisation’s budget.
The Advisory Board is a technical consultative body whose mission is to advise the Management Board. The Advisory Board will be made up of the specialist professionals appointed by the Management Board and will be chaired by the Consortium’s Chairman. It will operate in accordance with the Management Board’s guidelines.
The Project Management Office is the consortium’s ordinary management body, which will have staff working full-time on carrying out the project. Its main task is to connect the people and bodies associated with the campus, serve as a point of entry for international agents interested in the project, promote its image internationally and implement its activities.
The Manager will be one of the Universities that are part of the consortium. The position will rotate annually, starting with the oldest university and followed by the rest in the same order. It will be responsible for its ordinary management and for carrying out the Board’s resolutions under the direction of its Chairman.

Executive Processes

On an executive level, project governance will be divided in three levels:

On a strategic level, by the Advisory Board
On a tactical level, a Project Board
On an operational level, the Project Management Office