northern periphery & arctic programme 2014-2020 how to apply seminar 20th march 2014 north...

Northern Periphery & Arctic Programme 2014-2020

How To Apply seminar20th March 2014

North Atlantic House, Copenhagen, Denmark

What to expect from today?

NPA Programme 2014 - 2020 information General overview and Q & A Quality objectives

Application Step by step explanation of application sections Project summary, project partners, project description and project budget

Q & A sessions How to close a preparatory project General wrap-up

Thank You for Listening!

www.northernperiphery.eu

General overviewOle DamsgaardNorthern Periphery and Arctic 2014-2020 ProgrammeHow to apply seminar 20th March 2014

What is new?

Thematic concentration Focus on results seen from programme

area’s point of view Intervention logic as cross cutting

programme approach

Peripherallity combined with low population density => Fragile local economies Shrinking rural communities Demographic challenges Labour market challenges Governance challenges Globalisation and increased competition Environment & climate change

Abundance of natural resources

Versatile business sector

Strong regional centres

Sectoral expertise and specialist knowledge

Demographic drivers as high in-migration

Capitalising on the opportunities from climate change

Four Priority Axes, six specific objectives

The six specific objectives

1. Increased innovation and transfer of new technology to SMEs

2. Increased innovation within public service provision

3. Improved support systems tailored for start-ups and existing

4. Greater market reach beyond local markets for SMEs

5. Increased use of energy efficiency and renewable energy

solutions in housing and public infrastructures

6. Increased capacity of remote and sparsely populated

communities for sustainable environmental management

All objectives are in specific addressing remote and sparsely populated areas

Quality Objectives

Kirsti Mijnhijmer20th March 2014 - Copenhagen, Denmark

Results orientation – some terminology Result – what is intended to be changed in the programme area

Outputs – direct products of the programme, intended to contribute to results. They are mainly developed at project level (products/services).

Results orientation – for the 2014-2020 period, the focus is shifting from only measuring outputs (products/services) to measuring the results that they contribute to (change in the programme area).

Why quality objectives?

Purpose: to ensure that project outputs (products & services) meet high quality standards, and (are likely to) contribute to the results sought by the Programme.

Quality objectives Help to bridge the gap between the project outputs and programme results Indicate the characteristics of the type of projects the programme aims to

support; those that will deliver meaningful change. Form a reference point for evaluating project applications – basis for

selection criteria

Why quality objectives?

Quality Objectives

Concrete Innovative Focused Relevant Responsible Viable Transnational Strategic Value-for-money

Quality Objectives

Concrete Innovative Focused Relevant Responsible Viable Transnational Strategic Value-for-money

Quality Objectives – Innovative, Relevant Innovative: the project output is new or innovative to the partner

organisations, the partner countries involved, or the Programme area.

Relevant: Project outputs take into account relevant conditions in each part of the project’s target area. This means that the project outcomes: Demonstrate a high relevance for the development needs and opportunities in the

target area. Take into account the level of maturity in the field of intervention for each part of the

target area. Demand-driven: The development of project outputs is based on demonstrable

stakeholder demand and include stakeholder involvement (interface)

Quality Objectives – Viable, Transnational Viable: project outputs are supported by appropriate business and

dissemination models that allow the project output to become self-sustaining when the project support ends. Business models describe: Marketing plans for the project output to reach identified relevant target groups. Note:

project branding should focus on project outcomes, not on promoting the project. Realistic provision/delivery models. For example, ensuring that that the project output is

delivered by organisations with the right competences, and well integrated, etc.

Transnational: the design of project outputs clearly draws on the results of transnational cooperation. E.g. transferring models/knowledge/technology from one region to another, partners

complementing each others’ competences and resources, combining different regional skill sets, gaining a critical mass, etc.

Important considerations

When developing your project, make sure to take the quality objectives into account. The selection criteria will be based on them!

Use the different sections of the application form to demonstrate how your project addresses the quality objectives.

Describe concrete project outputs = products/services and their relevant components.

Introduction to application

Christopher Parker20th March 2014 - Copenhagen, Denmark

Introduction to application

NPA Application form and Harmonized Implementation Tools (HIT)

NPA application form goes online Time Plan

Project identification

Project title Project title not too long Acronym: Use a catchy name

Project duration The project lifetime cannot exceed 40 months (to be determined by PMC)

Programme priority Select from drop down menu

Project summary

A short overview of the project What are the common challenge you are jointly addressing in your project

idea The main objectives of the project and the expected change your project

will make to the current situation The main outputs your project will produce and who will benefit from them What is new and original about the approach you plan to take and What is new and original about the project ideas

In English language [1000 - 1500 characters] The first 4 lines of the project summary will act as the

synopsis on the NPA programme website

Lead partners

Project partners – Lead partners

Project partner

Associated project partner (x)

Introduction sections C1 and C2

Kirsti Mijnhijmer20th March 2014 - Copenhagen, Denmark

Introduction sections C1 and C2

Purpose of these sections: linking projects and their results to the programme intervention logic

Important to keep in mind the quality objectives (=selection criteria)!

Intervention logic

C.1 Project relevance

Refer back to challenges or potentials mentioned in the Operational Programme document (section 3.2.2). Demonstrate how your project is relevant for all regions involved, how it addresses a need, and how stakeholders are involved. Quality objective(s): relevant, focused.

Refer back to the change sought as outlined in the Operational Programme document for the selected specific objective. Demonstrate that you are aware of the result sought by the programme and describe how your project will contribute to it. Quality objective(s): focused.

C.2.1 Project objectives and expected results

C.1 Project relevance - continued

Describe what is innovative about the products/services (outputs). Demonstrate that you are aware of the existing practice/state of the art in the sector/programme area/participating countries. Quality objective(s): innovative, relevant.

Describe why transnational cooperation is essential for achieving the project objectives OR what benefits the partnership/target groups/regions gain from the transnational approach. Quality objective(s): transnational.

C.2.2 Target groups

List which main groups your project outputs and results are targeted at. Demonstrate that you have considered how to involve end users during the project to ensure

that the outputs will be used afterwards. Please note that we expect you to build stakeholder engagement into the project, e.g. in your

(associated) partnership, through your communications work package, or if relevant, by having a work package dedicated to industry interface, if your envisaged end users are the private sector. Quality objective(s): relevant, viable.

Durability & Transferability

Demonstrate that you have considered how the project outputs and results can survive beyond the project lifetime, and what concrete measures will be taken during the project, e.g. developing viable business models, etc. Quality objective(s): viable.

Describe concrete measures to ensure that the project outputs and results are transferable, e.g. how this will be taken into account in the product/service development. Quality objective(s): relevant, transnational.

Linkages and Synergies and Horizontal principles

Ole Damsgaard20th March 2014 - Copenhagen, Denmark

Links and Synergies

Does your project contribute to other overall EU or national strategies e.g.: the EU BSR or the EU Atlantic strategy?

Is your project a follow up of previous funded projects?

Does your project have relations to other on-going projects?

Horizontal Principles

The Programme is committed to integrate the horizontal principles into each priority and throughout the Programme as a whole

Every project approved by the NPA is required to contribute the improvement of the three horizontal principles

Does the project deal with green business models?

Does your project include young people/under represented groups? Or does it unintentionally create new barriers for specific groups?

Does your project aim to address gender inequality in the periphery?

Work packages, Time plan and Indicators

Christopher Parker20th March 2014 - Copenhagen, Denmark

Work packages - Project management

Work packages - Communications

Other work packages

Other work packages - continued

Indicative time plan overview

Indicate in which implementation month (or calendar month) each work package and activity will start and end

Ideally, this table should be generated automatically from the information in work package. In case a delivery date has been specified (optional field) for each deliverable, deliverables could also be shown in the Gantt chart

Indicator tables – Result indicators

Indicator tables – Output indicators

Indicator tables – Additional output indicator

Indicator tables – Environment indicators

A telemedicine ‘project idea’ for the NPA 2014 - 2020. How to use the new ‘application form’ parts

C1- C2.Rachel Burn

20th March 2014 - Copenhagen, Denmark

The Northern Periphery and Arctic Programme (NPA) 2014- 2020: Programme intervention logic appliedHeadlines:

Making your NPA application form logical- Snapshots of intervention logic applied.Handy OP referencing for application form questions.

Applying the programme intervention logic- a working example. Example: A Telemedicine project proposal for the NPA

2014- 2020Project Summary/ Project idea:

1. Transfer telemedicine solutions (at scale), sustainably, in the NPA.

2. Focus on using results gained from a number of telemedicine demonstrator projects running during the project life cycle.

3. Specialise in two area of telemedicine- VC and home based health services.

4. Apply current telemedicine knowledge and knowledge gained through project activities to design and implement an International Telemedicine Advisory Service.

Project relevance Key words to focus on: Territorial challenges, potentials,

‘relevance for all’. Q: Why is my project relevant to the NPA?

1. Telemedicine is of potential benefit to NPA regions as it is able to overcome the challenges of peripherality combined with low population density for the provision of public services.

2. Telemedicine is at different stages of maturity in the NPA region, the project will add value to the NPA as a whole by transferring and driving forward existing solutions through transnational cooperation. All participating regions have a defined need or wish to either trial, or transfer telemedicine services.

3. The project plays on the strengths of the NPA, by harnessing the potential of programme located SMEs, using sectoral specialist knowledge from inside the programme area, developing the relationships between telemedicine suppliers and the public healthcare sector. And implementing a durable service as a result of the project.

Project relevance cont.

Q: How do my project results contribute to the change sought by the programme?

“The project result (International Telemedicine Advisory Service) aims to make a change in the capacity of awareness raising and provision of public service opportunities”.

How to initiate a change?For this Telemedicine project the applicant has chosen a staged approach involving awareness raising through pilot projects, regional transfer of knowledge from current knowledge and pilot project interventions, resulting in the development of an NPA specific telemedicine advisory service with accompanying solutions.

Project objectives and expected resultsRecap of logic flow:

How to complete the project objectives and expected results-

Application form section C.

Translating the programme logic in to application form questions and

examples.

Translating the programme logic in to application form questions and examples. Specific Objective:

Q: Where can I find which specific objective our project contributes to?

A: Programme priority specific objectives are in the Operational Programme (OP). Refer to Chapter 4- Introduction to the priorities.

Translating the programme logic in to application form questions and examples. Programme Result:

Q: Where can I find information on programme results and see where I best contribute? A: Programme results are in the Operational Programme (OP). Refer to Annexes, table 7: Programme Specific Result Indicators.

Translating the programme logic in to application form questions and examples.

Project Main Result(s). A telemedicine project example:

Ask yourself: What is my main project result…….

Project Result: The creation of an International Telemedicine Advisory Service.

Translating the programme logic in to application form questions and examples. Project Main Result(s). A telemedicine project example continued:How its contributes to the programme result indicator?Attitude change towards telemedicine how am I doing that? Through pilot/ demonstrator projectsImplementation of the brokerage service and developing the link between SMEs and public service providers.Developing a telemedicine service business model for regions with similar characteristicsCreating a ‘real’ telemedicine service integrated in a host organisation.Positive change Vs Neutral change

Capturing the impact of the project result? Through surveying, raised community awareness, the contribution to change can be demonstrated through the number of targeted beneficiaries who have been recommended or who have implemented telemedicine services in their respective regions.

Translating the logic in to application form questions and examples

Project Objectives:

Q: Which part of the OP would guide me to define my project objectives? A: Broad assistance can be found in OP section 4.1.1. A project could reflect on the quality objective “focused”

Translating the logic in to application form questions and examples

Products and Services (outputs)

Translating the programme logic in to application form questions and examples

Products and Services (outputs)

IMPORTANT! Every project will be required to produce a product or a service.Every Product or service corresponds to chosen output indicator.

The NPA output indicators can be found in OP Annex, table 8, Common and Programme specific output indicators

Innovativeness:

Information on innovativeness can be found throughout the OP, the project should consider the quality objective: “Innovative” as well as section 4 (Priorities).

Transnationality:Does my project output (product or service) reflect the need for transnational cooperation?Is my project transferring something? Models, knowledge, technology..

Information on Transnationality can be found throughout the OP, the project should consider the programme quality objectives, as well as section 4 (Priorities)

Target Groups:Who are my project beneficiaries? Who are my end Users? Who is my telemedicine service for? Do I have multiple target groups who needed to be engaged in different ways?

Main information on target groups can be found at OP section 4 (Priorities)

Durability of project outputs and results:My telemedicine service needs to secures its delivery mechanism and I need to explain how the project can ensure the service is durable at project close. The projects legacy needs to be secured.

The project should consider the quality objective “Viable”

Transferability of project outputs and results:My telemedicine service needs to be transferable. Is the service relevant to the whole programme area? What is the scope to transfer the concept? Is the Service designed for transnational use?

The project should consider the quality objective(s) “relevant” and “transnational” as well as OP section 4 (Priorities)

Financial tables for the NPA 2014- 2020.

Stefan Nyström20th March 2014 - Copenhagen, Denmark

Financial Tables

Background HIT-tools. Interact Harmonisation Programme specific

Financial Tables

Project budget summary (Table A.3) Automatically filled in from Table D.1

Project budget (Table D.1)

Partner budget

Common eligibility rules

Budget lines

A.3 Project budget

Funding Source in EUR

ERDF BUDGET

Erdf 20% ERDF EQ NOR

ERDF EQ ICE

ERDF EQ FO

ERDF EQ GR

1 Programme funding

Automatically filled in from Table D.1

2 a Public co-financing Cash

2 b Private co-financing

2 totals

Total co-financing (2a+2b)

Automatically calculated

Total eligible cost (1+2)

D.1 Project budget – breakdown per source of funding/ partner1 Funding

source (in EUR)

ERDF Budget2

ERDF 20 %

ERDF Eq NOR

ERDF EQ ICE

ERDF EQ FO

ERDF EQ GR

Lead Partner

1 Programme funding

2a Public co-financing Cash

2b Private co-financing

2 Total co-financing (2a + 2b)

3 Total eligible cost (1+2)

1 For the purpose of fulfilling requirements of Art 19 of the ETC Regulation, the location of the partner organisations is decisive.

2 For the purpose of fulfilling requirements of Art 19 of the ETC Regulation, the location of project activities (and partner organisations that carry out activities outside the Union part of the programme area) is decisive.

D.2. Breakdown per budget line and per partner:

Staff costs

Office and administrative expenditure

Travel and accommodation costs

External expertize and services costs

Equipment expenditure Total

project budget (a)

Revenues (b)

Total (a-b)

Lead Partner

Partner 2

Partner 3

Partner 4

Partner 5

Partner 6

Partner 7

Total Automatically calculated

Automatically calculated Automatically

calculated

D.3 Spending plan - per reporting period and per partner

Funding source Period 1 Period 2 Period 3 Period 4 Period nm

Total per partner

Total per funding source

ERDF Lead Partner

ERDF Partner 2

ERDF 20 %

Partner 3

ERDF eq NOR

Partner 4

ERDF eq ICE

Partner 5

ERDF eq FO

Partner 6

ERDF eq GR

Partner 7

Partner budget: Total budgetProject title:

Note: This table is self-generated from the individual partner budgets and does not need to be filled in. Ensure that the correct year is featured.

TOTAL COST BUDGET (IN EURO) 2014 2015 2016 2017 Total

Types of expenditure1. Staff costs 0,00 0,00 0,00 0,00 0,002. Office and administrative expenditure 0,00 0,00 0,00 0,00 0,003. Travel and accommodation costs 0,00 0,00 0,00 0,00 0,004. External expertise and services costs 0,00 0,00 0,00 0,00 0,005. Equipment expenditure 0,00 0,00 0,00 0,00 0,00Reduction: Planned project revenue (-) 0,00 0,00 0,00 0,00 0,00

Total eligible costs 0,00 0,00 0,00 0,00 0,00

TOTAL FINANCING PLAN (IN EURO) 2014 2015 2016 2017 Total

Member State, ERDF: 0,00 0,00 0,00 0,00 0,00ERDF 20 %: 0,00 0,00 0,00 0,00 0,00Norway, ERDF equivalent: 0,00 0,00 0,00 0,00 0,00Iceland, ERDF equivalent: 0,00 0,00 0,00 0,00 0,00Faroe Island, ERDF equivalent: 0,00 0,00 0,00 0,00 0,00Greenland, ERDF equivalent: 0,00 0,00 0,00 0,00 0,00Public Match Funding: 0,00 0,00 0,00 0,00 0,00

Total financial contribution 0,00 0,00 0,00 0,00 0,00

Partner budget: Lead PartnerProject Title:

The figures provided below will automatically filter through into the self generated "Total Budget" table in Sheet 1.

COST BUDGET (IN EURO) 2014 2015 2016 2017 Total

Budget lines1. Staff costs 0,002. Office and administrative expenditure 0,003. Travel and accommodation costs 0,004. External expertise and services costs 0,005. Equipment expenditure 0,00Reduce: Planned project revenue (-) 0,00

FINANCING PLAN (IN EURO) 2014 2015 2016 2017 Total

Public match funding, (source, type) Note: Signed Co-financing Commitment should be provided when sumbitting the main application

0,000,00

Maximum public match funding: 0,00 0,00 0,00 0,00 0,00

Member State ERDF: 0,00Norway ERDF equivalent: 0,00Iceland ERDF equivalent: 0,00

Grant rate: #DIVISION/0!Public match funding rate: #DIVISION/0!

Partner budget: PartnerProject Title:

The figures provided below will automatically filter through into the self generated "Total Budget" table in Sheet 1.

COST BUDGET (IN EURO) 2014 2015 2016 2017 Total

Budget lines1. Staff costs 0,002. Office and administrative expenditure 0,003. Travel and accommodation costs 0,004. External expertise and services costs 0,005. Equipment expenditure 0,00Reduce: Planned project revenue (-) 0,00

FINANCING PLAN (IN EURO) 2014 2015 2016 2017 Total

Public match funding, (source) Note: Signed Co-financing Commitment should be provided when sumbitting the main application

0,000,000,000,000,000,00

Maximum public match funding: 0,00 0,00 0,00 0,00 0,00

Member State, ERDF: 0,00ERDF 20 %: 0,00Norway, ERDF equivalent: 0,00Iceland, ERDF equivalent: 0,00Faroe Island, ERDF equivalent: 0,00Greenland, ERDF equivalent: 0,00Public Match Funding: 0,00

Grant rate: #DIVISION/0!Public match funding rate: #DIVISION/0!

Common eligibility rules

Too early to finalize these rules for the Programme. All delegated acts estimated to be finished 22nd of April. The delegated act from 4th of march regarding specific rules on eligibility

of expenditure probably will not change that much. This delegated act will be the basis of information when presenting the budget lines for the next programme period.

Budget lines

Staff costs

Office and administrative expenditure

External expertise and services costs

Equipment expenditure

Staff costs

Expenditure on staff costs shall consist of gross employment costs of staff employed by the beneficiary in one of the following ways:

(a) Full time; (b) Part-time with a fixed percentage of time worked per

month; (c) Part-time with a flexible number of hours worked per

month; or (d) On an hourly basis.

Staff costs

Staff costs may be reimbursed either: On a real cost basis; or Under simplified cost options as set out in article 67 (1) b to d of

Regulation (EU) No 1303/2013; or As a flat rate in accordance with Article 19 of Regulation (EU) No

1299/2013

Office and administrative expenditure Office and administrative expenditure shall be limited to the

following elements: (a) office rent; (b) insurance and taxes related to the buildings where the staff is located

and to the equipment of the office (e.g fire, theft insurances); (c) utilities (e.g electricity, heating, water); (d) office supplies; (e) general accounting provided inside the beneficiary organisation; (f) archives; (g) maintenance, cleaning and repairs; (h) security;

Office and administrative expenditure (continued)

(i) IT Systems; (j) communication (e.g. telephone, fax, internet, postal services, business

cards; (k) bank charges for opening and administering the account or accounts

where the implementation of an operation requires a separate account to be opened;

(l) charges for transnational financial transactions

Expenditure on travel and accommodation costs shall be limited to the following elements: (a) travel costs (e.g. tickets, travel and car insurance, fuel, car mileage, toll

and parking fees; (b) the costs of meals; (c) accommodation costs; (d) visa costs; daily allowances.

Any element listed in a-d that is covered by daily allowances shall not be reimbursed in addition to the daily allowance.

External expertise and services costs Expenditure on external expertise and services costs shall be

limited to the to the following services and expertise provided by another body than the beneficiary of the operation. (a) studies or surveys (b) training (c) translations (d) IT systems and website development (e) promotion, communication and publicity of information. (f) financial management (g) services related to the organisation and implementation of events or

meetings (h) participation in events (e.g registration fees) (i) legal consultancy and notarial services, technical and financial expertise (j) intellectual property rights

External expertise and services cost (continued)

(k) verifications under Article 125 (4) of Regulation (EU) No 1303/2013 and article 23 (4) of Regulation EU No 1299/2013

(l) certification and audit costs on programme level under Articles 126 and 127 of Regulation No 1303/2013

(m) the provision of guarantees by a bank or financial institution where required by Union or national law or in a programming document adopted by the monitoring committee.

(n) travel and accommodation for external experts, speakers, chairpersons of meetings and service providers

(o) other specific expertise and services needed for operations.

Equipment expenditure

1. Expenditure for the financing of equipment purchased, rented or leased by the beneficiary of the operation other than those covered by Article 4 shall be limited to the following: (a) office equipment; (b) IT hardware and software; (c) furniture and fittings; (d) laboratory equipment; (e) machines and instruments; (f) tools or devices; (g) vehicles; (h) other specific equipment needed for operations

Equipment expenditure (continued)

2. Purchase costs of second-hand equipment may be eligible subject to the following conditions: (a) no other assistance has been received for it from the ESI funds (b) it’s price does not exceed the generally accepted price on the market in

question (c) it has the technical characteristics necessary for the operation and

complies with applicable norms and standards.

Ineligible costs

The following costs are not eligible: fines, financial penalties and expenditure on legal disputes and litigation; costs of gifts, except those not exceeding 50 Euro per gift where related to

promotion, communication, publicity of information; costs related to fluctuation of foreign exchange rate.

NYPS information

First release 1st of September

Basic Functionalities

northern periphery & arctic programme 2014-2020 how to apply seminar 20th march 2014 north...

thematic objective

increased innovation

programme area level

denmark slide

npa programme

priority axes

programme areas

transfer of rd objective

Documents

royal copenhagen 2014 catalog

thuneberg eaap 2014 copenhagen

copenhagen publishing house catalogue 2014 / 2015

dansk smykkekunst copenhagen a/w 2014

battletech: objectives: periphery -...

copenhagen jazz festival 2014

m² periphery

make copenhagen your personal business make copenhagen your...

copenhagen workshop may 2014

a symposium for eusarf 2014, copenhagen, denmark 5...

song contest copenhagen 2014 kleberand · song contest...

northern periphery programme 2007-2013 general introduction...

copenhagen (denmark), february 21st, 2014 ......copenhagen...

marmar copenhagen autumn/winter 2014

copenhagen city project, city of copenhagen...

northern periphery programme 2007-2013 general overview how...

cmos periphery

haas indexable drilling - haas automation...haas indexable...

copenhagen chamber music festival 2014

esof 2014 copenhagen