Download - 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
Regional Industrial policyRegional Industrial policy Sustaining research and technology transfer
Spin-off and Spin-off and innovative innovative
enterprises enterprises
Regional Industrial policyRegional Industrial policy Sustaining research and technology transfer
Innovative Innovative collaboration collaboration
projects projects
Regional Industrial policyRegional Industrial policy Sustaining research and technology transfer
Innovative Innovative business business initiative initiative
Regional Industrial policyRegional Industrial policy Sustaining research and technology transfer
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
Reference documents Reference documents
EU Regulations
MED Programme
National rules
General Framework
Specific rules
Barcelona, 21st – 22nd October 2010
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
Barcelona, 21st – 22nd October 2010
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
Barcelona, 21st – 22nd October 2010
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
Barcelona, 21st – 22nd October 2010
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
Budget Lines Budget Lines
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
Budget Lines Budget Lines
Travel and accommodation Travel and accommodation
Budget Lines Budget Lines
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
Barcelona, 21st – 22nd October 2010
Budget Lines Budget Lines
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
Barcelona, 21st – 22nd October 2010
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
Barcelona, 21st – 22nd October 2010
Expenditure reporting procedure
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
Barcelona, 21st – 22nd October 2010
Expenditure reporting procedure
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
Barcelona, 21st – 22nd October 2010
Expenditure reporting procedure
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
Barcelona, 21st – 22nd October 2010
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
Barcelona, 21st – 22nd October 2010
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
Barcelona, 21st – 22nd October 2010
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
Barcelona, 21st – 22nd October 2010