Page 137 - Manual for Activities directed at the Underwater Cultural Heritage

A phased approach to decision-making on an underwater cultural heritage site is a good idea anyway. If the conditions allow for it, it is wise to address a site with a well-defined, overseeable pro- ject, the evaluation of which will allow for the next step in decision-making.
Financial monitoring
Professional project management supposes a pro- fessional project administration that allows for monitoring progress and expenses. Depending on the scale of the project, the financial administration can be managed by the accounting department of one of the promoting institutions, or by a specific accountant hired for the project. Funding bodies may put specific demands on periodical reporting. In any case, there should be a very direct and close link between accounting and project management in order to appropriately monitor and adjust.
Reporting to the financing source
At the completion of the project, the final report has to be submitted to the financing partners, de- monstrating and illustrating the objectives achieved with their funds. This report has to be honest and audited and ideally enclose all invoices. It should respect in detail the reporting requests of the funding agency or donor and be submitted respecting the agreed deadlines.
Raising funds
Rule 18. the project design shall demonstrate an ability, such as by securing a bond, to fund the project through to completion.
A long tradition of government concern for ar- chaeology and archaeological projects suggests that the financing issue is only to be solved through public funding, whether in the form of institutional funding or subsidies. Force of habit is in this case a powerful factor, and, while for instance the cultural industries operate under market constraints and therefore
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Funding