Iktimed final presentation Marche Reg

Barcellona 21°-22 of October 2010

THE REGIONAL SYSTEM OF INNOVATION THE REGIONAL SYSTEM OF INNOVATION AND MARCHE REGIONAL ACTIONAND MARCHE REGIONAL ACTION

Ms. Patrizia Sopranzi Ms. Patrizia Sopranzi Head of Dept. Research and Innovation of Marche Regional AuthorityHead of Dept. Research and Innovation of Marche Regional Authority

Pesaro, January 27, 2005 3

Marche Region a small region in the Marche Region a small region in the European context European context

Area: 10.000 km2

Population: 1,5 millionCapital town: Ancona

(100.000 inhabitants)

5 Provinces

246 Municipalities

Pesaro, January 27, 2005

Marche Region a quick Marche Region a quick overviewoverview

No. Enterprises each 1.000 inhabitants (31.12.2008)

Marche 90,39 North-Western Italy 82,20 North-Eastern Italy 87,97 Central Italy 93,84 Southern Italy 73,25 Italy 84,96 Source: Infocamere and ISTAT data

Marche a European region with one of the highest rate of enteprises per capita

A clustering economyA clustering economy

• Mechanics

• Footwear and leather

• Wood-furniture

• Textile-clothing

• Food-processing

• Others (electronics, plastics, etc.)

Latest evolution of the Latest evolution of the Regional systemRegional system

Technology transfer system and Technology transfer system and laboratories: public private laboratories: public private

partnershippartnership

Marche Region has the coordination of

the all Italian regions within the

Italian Observatory on Regional Policies

and Innovation

Marche Region has the coordination of

the all Italian regions within the

Italian Observatory on Regional Policies

and Innovation

University system University system

Regional Industrial policyRegional Industrial policy Sustaining research and technology transfer

Innovative Innovative networks networks


Spin-off and Spin-off and innovative innovative

enterprises enterprises


Innovative Innovative collaboration collaboration

projects projects


Innovative Innovative business business initiative initiative


A Strategic project

PRESENTATION OF MARCHE INNOVATION PRESENTATION OF MARCHE INNOVATION DEPT.DEPT.

Ms. Anna Torelli Ms. Anna Torelli Dept. Innovation and economic development of Marche Regional Dept. Innovation and economic development of Marche Regional AuthorityAuthority

WHO: WHO: THE MARCHES REGION DEPTTHE MARCHES REGION DEPT.

Main activities

•Call for proposal for co-financing and granting to the enteprises. •Relationship with university , technological and research centers•Activities with Industrial and craftsman associations, chamber of commerce•Relationship with national authorities and other regional authorities A new activity: participation to a european project: IKTIMED project!

WHY IKTIMED PROJECT?

IKTIMEDIncreasing Knowledge Transfer and

Innovation in the Mediterranean Area

NETWORKING PHASE

KOM OBJECTIVES

PROJECT OVERVIEW

Ancona, 14th October 2010

1. KOM OBJECTIVES

1. To know each other and have a clear vision of the main skills and experiences of the project partnership;

2. To understand the project management structure and its functioning;

3. To set up the project management structures;4. To define the composition of the Steering Committee;5. To clearly understand the activities proposed and the sequence

of activities;6. To discuss any possible change on project activities, timetable

and budget;7. To define Responsibilities expected from the transnational

project team in the following months.

To share, update and close the Project Starting Report

Networking phase

Background• The open innovation model is a new way to sustain

innovation in the public sector through a more open model of innovation itself. But open does not mean free.

• Company boundaries are becoming a semi-permeable membrane which enables innovation to move more easily between the external and internal industrial process

• Building a strong knowledge base is necessary to develop next-generation innovation policies

• University and public research centers play a significan role both a source of information and as a partner

• Given the scarcity of the public resocurces regional territories should focus their efforts on more specific fields.

Problems• Lack of coordination and of synergies • Financial instruments aims at improving

existing innovation projects rather than inducing new innovation practice

• Lack of “market orientation” of the policies• No detailed knowledge of specificities’ of

regional innovation system• Effects of policies are generally measured in

“funds consumption”• Policy attention focuses un supply side of

innovation and less building market demand of innovation (e.g public procurement)

Objectives

Keywords

Questions?

Project «action area»

Geographic dimensionInitial requirements fullfillConstrainsHow to meausure project success

Questions and answers on PSR section «action area» Pag. 3

Project Management structure

We have to share and take a decision on the Managment

structure

PSR - Pag. 5-6

Operative plan

• Phase has one coordinator and working group members

• Phase coordinator has to define the phase operative plan with its working group.

• Each partner have to collaborate in phase planning and each partner must fill in the partner section of the operative plan

• Each partner can fill in only one budget table and send it to the different phase coordinators.

Operative plan

• Phase coordinator has to share with the partner the conformity between budget allocation and activities proposed and he/she has to collect information and define the phase operative plan

• In case a partner is a multiple coordinator it will be possible to write only one operative plan

• All phase operative plans must be sent to the LP and ask for an approval.

Operative plan• In case a partner wants to move from one phase to

another, also considering any previous budget allocation in the AF ( see HTML version on Presage on working plan section) it will be possible but within the same component

• All partners can ask to move from a phase working group but with the approval of the phase coordinator

• A partner can freely move costs from one phase to another but within the same component.

• A partner can freely move costs from one subcategory to another but within the same budget lines.

Budget re-allocation • All the partners can allocate costs also in phase where they

are not member of a working group filling in the budget table on partrner section of operative plan.

• A partner can mantain its phase cost allocation in the AF ( see HTML version on Presage on working plan section) partially o totally but it must be involved in the phases according to the PSR.

• All the re-allocation requests must be submitted both to the phase coordinator (to be collected within the phase plan) and to the LP and ask for an approval.

Phase working groups

We should take a decision and to formalize their

composition!

Timing of Operative plan

Deadline is the last date admissibile but some phases coord. can present before their own plan.

Next steps

• Update the PSR with kick off meeting conclusions

• Presentation of the progress report and payment claim

• To start with action 1.3 (web site) and communication plan elaboration

• Closing of all operative plans • To realize next SC meeting

IKTIMED PROJECT

ELIGIBILITY OF EXPENDITURES

Barcelona, 21st – 22nd October 2010

Reference documents

http://www.programmemed.eu/en/downloads.html

http://www.programmemed.eu/en/downloads.html

Reference documents Reference documents

EU Regulations

MED Programme

National rules

General Framework

Specific rules


Reference documents Reference documents EU RegulationsEU Regulations

Council Regulation (EC) No 1083/2006 General Regulation + related amendments: (EC) No. 1341/2008 - (EC) - No. 85/2009 - (EC) No. 284/2009

Art. 56

Council Regulation (EC) No 1080/2006 ERDF Regulation + related amendment: (EC) No. 397/2009

Art. 7; Art. 13

Commission Regulation (EC) No 1828/2006 Implementing Regulation + related amendments (EC) No. 846/2009

Art. 48 to Art. 53

Directive 2004/18/EC on Public works contracts, public supply contracts and public service contracts + amendments: Directive 2005/51/EC; Directive 2005/75/EC

Reference documents Reference documents National rulesNational rules

Each Member State defines specific rules on eligibility of expenditures - national manuals

Project partners and first level controllers should always refer to relevant rules on eligibility defined at national level


Eligibility Eligibility Timeframe – Implementation/closure costsTimeframe – Implementation/closure costs

Engaged, invoiced and paid out between:

The day after the submission of complete AF Within date of project closure

In case costs cannot be paid out within the date of project closure: paid out within two months after project closure

Closure administrative expenditures (First Level Control and staff costs):

may be engaged and paid out within two months after project closure

Finalise documents to be submitted to FLC asap

Do not wait the end of the reporting period TIP

Eligibility Principles

• Necessary to carry out project’s activities/objectives• Clearly related to activities foreseen in the approved AF• Incurred during eligible periods (preparation-implementation-closure)• Incurred within MED area.• outside MED area but inside EU territory: duly justified and approved• outside EU territory: approved case by case• Real: actually borne directly by PPs and supported by accounting documents• justifying incurred expenses/payments (invoices, pay rolls….)• Supported by document attesting administrative procedures adopted (tenders, contract, …) .• Respect EU/Programme relevant rules


Budget Lines Budget Lines

Staff Durable goods Consumable goods Travel and accommodation Services External expertise Promotion, information and

publications Overheads Other

FIRST LEVEL CONTROL GUIDELINES FACT SHEETS

Detailed practical info on: background information, guidance, supporting docs allocating costs on budget lines accounting

Representation expenditures (e.g. presents, flowers, etc.)

Interest on debt

Fines

Financial penalties

Expenditure on legal disputes

Exchange losses

Expenditures held outside the eligible period

Not supported by the relevant public procurement

procedures

Lump sum, general estimations, unjustified calculations

VAT which is recoverable

Not justified by project’s activities/objectives

Not supported by relevant documentation

Ineligible expenditures Ineligible expenditures

Budget Lines Budget Lines StaffStaff Directly employed by the PP according to national regular

employment contracts

Check national legislation/national eligibility

rules

In case of staff working less than 100%, the calculation

shall be based on hourly rate

Cost of real hours of employees working on the project

No estimations

Audit cost of internal independent controllers

Timesheets: duly and fully filled in

In case the same project partner participates to

more than one project, indicate on the monthly

time sheet of the concerned person(s) the hours

spent at least on all MED projects he/she is

involved in

Budget Lines Budget Lines Durable/Consumable goods Durable/Consumable goods

Goods expected to last more than 1 years and subject to depreciation

Foreseen in the approved AF

Used exclusively for project’s purposes Charged 100 %: if the period from purchase till closure date is longer

than the depreciation period Depreciation according to relevant national rules

NOT used exclusively for the project purposes: Depreciation according to national relevant rules

Only a share of depreciation corresponding to actual use

for project purposes Share calculated according to a justified and equitable

method

Durable goodsDurable goods

Budget Lines Budget Lines Durable/Consumable goodsDurable/Consumable goods

Second hand use: not other public financial instruments cost of similar new equipment comply with relevant norms and standards

Consumable goodsConsumable goods Goods likely to wear in no more than one year time (low value asset) not subject to depreciation


Held by personnel directly employed by partners’ structure (STAFF)

Travel cost held by external expert: under BL “external experts”

Travel

general rule: the most economic way of transport shall be used (economy

class, public transports)

Accommodation

within national limits

Subsistence allowances

not exceed the usual subsistence allowances of public authorities of

project partner's country

comply with rules applicable in that country


Travel and accommodation Travel and accommodation

Travels NOT foreseen in the application form:

Please request confirmation, through e-mail, to your project officer

In particular:

Travels

outside MED area but inside EU territory: duly justified and previously

approved by MED Managing bodies

Outside EU territory: approved case by case. Duly justified


Travel and accommodation Travel and accommodation


Costs for suppliers of services (translations, interpreting, meeting

organisation, premises, catering for events, etc.)

When these services have a direct link to promotion costs, it is possible

to choose between the “services” budget line and the “promotion” budget

line depending on budgetary needs

Work of independent consultants/experts

work is essential and the specific work cannot be carried out by PP’s

personnel (studies and surveys, …)

Travel and accommodation expenses

First level control costs: when it is carried out by external controllers

External expertsExternal experts

ServicesServices

Costs directly linked to project promotion

Press releases, inserts in newspapers

Internet sites

Events organization

Printed publications: leaflets, brochures, newsletters and editing, etc...

Budget LinesBudget Lines

PromotionPromotion



OverheadsOverheads

Based on real costs and with a direct link with project’s implementation

As general rule

100% directly chargeable on the project

Only partially chargeable on the basis of a pro rata calculation method

according to a fair, equitable and duly justified method

States decide if both options are eligible

NOT eligible:

Lump sum, general estimations, unjustified calculations

VAT does not constitute eligible expenditure unless it is

genuinely and definitely borne by the partner and thus

cannot be recovered

VAT which is recoverable by whatever means cannot be

considered as eligible

First Level Controllers will have to confirm if the VAT has

been really borne by the controlled project partner:

checklist annexed to the certification of expenditures

VAT VAT

First Level Control

Aims at checking the legality and the regularity of the expenditures declaredby each partner

Covers 100% of all declared expenses

Administrative verificationsOn-the-spot checks are recommended at least once during the project lifetime


Expenditure reporting procedure

Every 6 months: A progress report + payment claim + certifications of expenditure

must be submitted to the JTS

Reporting period Date of submission to the JTS

20101st June – 31st August 31st October 1st September – 28th February - 30th April 2011

20111st March – 31st August 31st October1st September – 28th February - 30th April 2012

20121st March – 31st August 31st October1st September – 28th February - 30th April 2013



1. Each partner enters activities and expenditures on PRESAGE CTE

2. Lead Partner validates the other partners’ expenses

3. Controller of each partner (centralised or decentralised system)

Validates the eligible expenditure and generates a First Level Control Certificate in PRESAGE CTE



4 – In Spain and Portugal: certificate has to be sent to the national authority in order toget the final validation

5 – The Lead Partner gathers all the certificates and produce a payment claim +progress report

6 – Submission to the JTS within the deadlines mentioned in the Subsidy Contract



7. The JTS verifies the report:Conformity against application formConformity of validations by controllers against national systems Transfers to MA

8. The MA ensures the precision of the payment claim and communicates it to the CA

9. The CA draws up payment order to the Lead partner

10. The Lead partner transfers funds to the partners


Audit trail

Partners must ensure that all accounting documents linked to the project are:

available and filled separately

The lead partner is responsible for the implementation of suitable audit trail - overview


In order to ensure a clear identification of the expenditures:

•Opening of a specific bank account for the project payments (or a separate project code);

•Recording of the costs in expenditure lists by budget line, activity and reporting period;

•Noting the allocation (project title and project number) directly on the invoices/equivalent documents.

Audit trail


Original copies of documents kept by each partner

Copies of documents sent to Lead partner (e-version)

Lead partner must ensure that all partners keep them Until December 31st 2021 or later if requested at national level

Audit trail


Business

Iktimed final presentation Marche Reg