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Project Budget Albena Vutsova&Lora Pavlova

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Page 1: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Project Budget

Albena Vutsova&Lora Pavlova

Page 2: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

When the “Money” becomes an issue

Don’t make it look as an absurdity

Don’t grasp it as an “Golden goose”

The result might be quite disappointing and…

Page 3: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Where to begin? Read the call text – there are hints for you! Keep in mind the type of project and upper funding

limits allowed; Check the eligible costs and types of eligible

activities Do not compare and copy/paste from other partners

and/or projects First prepare the core of the project, then continue

to calculations Choose the type of indirect cost calculation model

Page 4: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Collaborative projects (RTD)STREP (small-medium)

RTD development – new knowledge Demonstration – viability of the new

technologies (testing; prototypes) project management activities innovation-related activities, mainly for

knowledge management and IPR protection

Page 5: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Collaborative projects (RTD)IP (large-scale)

RTD – significant advance; typically multidisciplinary;

Demonstration Innovation activities, including socia-economic

studies; promote exploitation of results Training of researchers and other key staff +

potential users of knowledge produced; Other specific type of activities Project managements

Page 6: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

NoE - Joint programme of Activities Activities aimed at integration:

mechanisms for coordination and possibly merging of research portfolios; Staff exchange schemes; complete or partial relocation of staff; shared and mutually accessible research equipment explore legal requirements for durable integration; setting up joint supervisory bodies; joint public relations

Jointly executed research as an addition to own institutional portfolio, not part of the JPA

Activities for spreading excellence joint training programmes; dissemination&communication promotion of the results

Management

Page 7: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

CSA – Coordinating activities

Organization of events – conferences; meetings; workshops; seminars

Related studies, exchange of personnel; exchange and dissemination of good practices;

If applicable – definition; organization and implementation of joint activities, together with management actions;

Management

Page 8: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

CSA-Supporting activities monitoring and assessment activities; conferences; Seminars; Studies Expert groups; High-level scientific awards and competitions; Support for transnational access to research

infrastructures or preparatory technical work; support for cooperation with other European

research schemes

Page 9: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Personnel costs

In FP7 – you can have temporary and permanent staff paid;

Do not use overestimated monthly rates Make a difference between new (hired) and

permanent personnel; Make difference between categories of staff or use

a weighted average Cost of employment = salary + employers

contribution + any accountable benefits ( car; mobile telephone, pension, etc.)

Page 10: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Personnel costs 2

use a percentage for increase per annum: % of inflation; for outside the Euro zone – expected fluctuations

in the exchange rate Calculate the PM following the EC net

productive annual hours per person, i.e. 140 productive hours per month and 1,680 per annum ( NB! – full time employment on the PROJECT!)

Page 11: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Days Hours ( 8 hour working day)

Annual 365

Less weekends 104

Net 261 = 2.088

National/statuary holidays 8

Annual vacation 21

Annual sickness 12

Training courses 5

Staff meetings, etc. 3

Annual net productive time 212 1.696 = 141.33 hours per month

Personnel costs 3

Page 12: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Personnel costs 4

So, the number of actual productive hours reported per employee should be divided into 141,33

Thus we will get the Person/months estimate Remember – PM has to be recorded Over time will be paid if one is working 100%

on 1 project only

Page 13: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Time sheet

Some organizations has Computerised system based of staff “clocking in and out” in the morning, evening and each break and for different tasks!

In our cases normally work time-sheets Available on-line

Page 14: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result
Page 15: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result
Page 16: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Budget table template – summed - up

Project acronym WP1 WP2 WP3 WP4 WP5 WP6 WP7 Totals

WP Name CM Dissem WPname WPname WPname WPname WPname  

Man months 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Personnel costs 0 0 0 0 0 0 0 0

Travel 0 0 0 0 0 0 0 0

Equipment 0 0 0 0 0 0 0 0

Materials 0 0 0 0 0 0 0 0

Other 0 0 0 0 0 0 0 0

Other direct costs 0 0 0 0 0 0 0 0

Indirect costs 0 0 0 0 0 0 0 0

Subtotal 0 0 0 0 0 0 0 0

Audit cert 0             0

Sub-contract 0 0 0 0 0 0 0 0

Subcontracting 0 0 0 0 0 0 0 0

Total budget 0 0 0 0 0 0 0 0

Requested EC contribution 0 0 0 0 0 0 0 0

Page 17: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Partner 1,2, 3…..Part 1

MM w/o OH

Funding rate

O/Head rate WP1 WP2 WP3 WP4 WP5 WP6 WP7 Totals

0 in Euros 50/75 0 CM Dissem

WPnam

eWP

nameWP

nameWP

nameWP

name  

Labour rate 0 0                  

Man months                     0.00

Personnel costs       0 0 0 0 0 0 0 0

Travel                     0

Equipment                     0

Materials                     0

Other                   0

Other direct costs       0 0 0 0 0 0 0 0

Indirect costs       0 0 0 0 0 0 0 0

Subtotal       0 0 0 0 0 0 0 0

Audit cert                     0

Sub-contract                     0

Subcontracting       0 0 0 0 0 0 0 0

Total budget       0 0 0 0 0 0 0 0

Requested EC contribution       0 0 0 0 0 0 0 0

Page 18: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Man power total  Part 1 Part 2 Part 3 Part 4 Part 5 Part 6  

  0 0 0 0 0 0 TOTAL ACTIVITIES

Activities              

WP2 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WP3 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WP4 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WP5 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WP6 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WP7 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Consortium management activities

             

WP1 Project Management 0.00 0.00 0.00 0.00 0.00 0.00 0.00

TOTAL per PARTICIPANT 0.00 0.00 0.00 0.00 0.00 0.00  

Overall TOTAL MANPOWER

            0.00

Page 19: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

In-house consultant Worker that simultaneously fulfills the following:

The beneficiary has a contract with a physical person and part of the tasks cover tasks to be carried under EC project;

the work is designed, decided and supervised by the beneficiary;

the results belong to the beneficiary; costs are close or equal to the personnel travel and subsistence are eligible if paid by the

beneficiary NO overheads on the consultant costs – it uses

employer's administrative services

Page 20: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Management costs

Certificate on Financial statement costs and Audit certificates BUT without overhead as technically this is subcontracting;

Certification of accounting system management of joint competitive calls within a large

project or NoE or ERA-NET schemes; Updating and management of the CA Consortium management – technical issues; Overall legal, financial, ethical management; Coordination of knowledge-management plan

Page 21: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Research and Demonstration costs

Material and immaterial resources deployed by a participant for carrying out research activities

Costs for proving the viability for future applications of a research results;

“Trials” or “result validation” – carried out on prototypes or pre-production systems can be classified under the Innovation or research activity type

Page 22: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Other costs

IP protection – patent searches; filling of patent (or other type of IPR) applications, etc.;

Dissemination activities – publications; conferences; workshops; web-based activities;

Studies on socio-economic aspects – assessments of impact of the knowledge generated; analyses of the influence factors (e.g. standartisation; ethical or regulatory aspects);

Promotion of exploitation of results – plan for knowledge use and dissemination; feasibility studies; “take-up activities” to promote early or broad application ( assessment; trial and validation of promising but not fully established technologies and solutions);

Training activities – can include salary costs for those providing training but not for those being trained

Page 23: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Indirect costs costs for general administration and management; office or laboratory space, including rent or

depreciation of buildings and equipment and all related expenditures such as water, electricity; maintenance ; insurance and safety costs

communication expenses, network connection charges, postal charges and office supplies;

depreciation of common office equipment such as PC’s, laptops, office software;

various consumables

Page 24: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Third party costs

Can be eligible if: There is a pre-existing agreement between the

beneficiary and the third party; This is written in the Annex 1 of the GA; Certified by an external auditor and the

beneficiary can only declare them in its accounts If above can not be fulfilled - receipt

Page 25: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Receipts Resources made available by third parties to the

beneficiary by means of financial transfers or contribution in kind which are free of charge and have been contributed by the third party specifically to be used on the project

Income generated by the project (e.g. admission fee to a conference carried out by the consortium, sale of the proceedings of the conference, etc.)

Income generated from the use of foreground resulting from the project shall not be considered a receipt

Page 26: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Receipts 2

The receipts would not have an impact on the EC contribution, as long as their amount does not exceed the difference between the eligible costs of the project and the EC contribution:

Page 27: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Equipment costs Depreciation is applied The Formula: A/BxCxD, whereA is the period of months during which the durable

equipments is used for the project after invoicing;B is the normal depreciation period;C is the actual cost of the durable equipmentD is the percentage of usage of the durable equipment

for the project

Lap Top 36/24x1000x0.30 =450 euro

Page 28: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

NoE costs

The leading is the Number of researchers involved

EC provides 23,500 per researchers per year

Addition of further partners will not affect the funding

4000 per year for each registered doctoral student

Page 29: Project Budget Albena Vutsova&Lora Pavlova. When the Money becomes an issue Dont make it look as an absurdity Dont grasp it as an Golden goose The result

Important issues

Each partner has to prepare its own calculations – Why?; Too many PM/or too high PM costs No subcontracting envisaged No equipment envisaged Indirect cost calculation

Or check it before submission