1. Northern Periphery & Arctic Programme 2014-2020 How To Apply seminar 20th March 2014 North Atlantic House, Copenhagen, Denmark

2. 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

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4. General overview Ole Damsgaard Northern Periphery and Arctic 2014-2020 Programme How to apply seminar 20 th March 2014

5. Timeline, Timeline, where are we in the process? Public consultation contents chapters 20 Sep-15 Oct 2013 Agreement contents chapters Dec 2013 SEA consultation Pre- agreement Jan – March 2014 PMC approval Operational Programme 28 March 2014 National approvals and submission of the Programme to the EU March - June 2014 European Commission approval Autum 2014? Programme Launch (1st call) Oct 2014?

6. What is new?  Thematic concentration  Focus on results seen from programme area’s point of view  Intervention logic as cross cutting programme approach

7. Intervention logic? ntion logic? 1 Programme Area specific challenges and opportunities 2 Selected interventions 3 Tangible results or solutions => Measurable changes at Programme Area level

8. Most important challenges  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

9. Most important opportunities  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

10. Four Priority Axes, six specific objectives NPA 2014-2020 Priority Axis 1: Innovation (30%) Thematic Objective 1 Investment Priority B Objective 1.1: Increased innovation and transfer of R&D Objective 1.2: Increased innovation in public service provision Priority Axis 2: Entrepreneurship (30%) Thematic Objective 3 Investment Priority A Objective 2.1: Improved support systems for SMEs Investment Priority D Objective 2.2: Greater market reach Priority Axis 3: Renewables and Energy Efficiency (20%) Thematic Objective 4 Investment Priority C Objective 3: Increased use of energy efficiency and renewable energy solutions Priority Axis 4: Natural and cultural heritage (20%) Thematic Objective 6 Investment Priority C Objective 4: Increased capacity for sustainable environment management

11. 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 SMEs 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

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13. Quality Objectives Kirsti Mijnhijmer 20th March 2014 - Copenhagen, Denmark

14. 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).

15. 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

16. Why quality objectives? Change in programme area (results) Quality objectives Products & services (outputs)

17. Quality Objectives  Concrete  Innovative  Focused  Relevant  Responsible  Viable  Transnational  Strategic  Value-for-money

18. Quality Objectives  Concrete  Innovative  Focused  Relevant  Responsible  Viable  Transnational  Strategic  Value-for-money

19. 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)

20. 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.

21. 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.

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23. Introduction to application Christopher Parker 20th March 2014 - Copenhagen, Denmark

24. Introduction to application  NPA Application form and Harmonized Implementation Tools (HIT)  NPA application form goes online  Time Plan

25. 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

26. 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

27. Lead partners

28. Project partners – Lead partners

30. Project partner

32. Associated project partner (x)

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34. Introduction sections C1 and C2 Kirsti Mijnhijmer 20th March 2014 - Copenhagen, Denmark

35. 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)!

36. Intervention logic 1. Programme Area specific challenges & opportunities 2. Selected interventions (= projects) 3. Tangible results or solutions  measurable changes at Programme Area level

37. 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.

38. C.2.1 Project objectives and expected results 1. Specific Objective Select relevant specific objective (out of 6 available) 2. Programme result Relevant programme result indicator is preselected (based on A.1) Choose if project contribution is neutral/positive 3. Project main result Describe project main result(s) Describe how project result(s) contribute neutral/positive to programme result 4. Project objectives Describe project objectives They should be in line with project main result(s) 5. Products & services (outputs) Describe products & services and their relevant components (quality objectives) Select relevant output indicator and quantify the project’s contribution Should correspond with project objectives

39. 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.

40. 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.

41. 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.

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43. Linkages and Synergies and Horizontal principles Ole Damsgaard 20th March 2014 - Copenhagen, Denmark

44. Links and Synergies

45.  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?

46. Horizontal Principles

47.  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

48. 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?

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50. Work packages, Time plan and Indicators Christopher Parker 20th March 2014 - Copenhagen, Denmark

51. Work packages - Project management

52. Work packages - Communications

53. Other work packages

54. Other work packages - continued

59. 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

60. Indicator tables – Result indicators

61. Indicator tables – Output indicators

62. Indicator tables – Additional output indicator

63. Indicator tables – Environment indicators

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65. 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

66. The Northern Periphery and Arctic Programme (NPA) 2014- 2020: Programme intervention logic applied Headlines:  Making your NPA application form logical- Snapshots of intervention logic applied.  Handy OP referencing for application form questions.

67. Applying the programme intervention logic- a working example.  Example: A Telemedicine project proposal for the NPA 2014- 2020 Project 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.

68. 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.

69. 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.

70. Project objectives and expected results Recap of logic flow: 1. Specific Objective Select relevant specific objective (out of 6 available) 2. Programme result Relevant programme result indicator is preselected (based on A.1) Choose if project contribution is neutral/positive 3. Project main result Describe project main result(s) Describe how project result(s) contribute neutral/positive to programme result 4. Project objectives Describe project objectives They should be in line with project main result(s) 5. Products & services (outputs) Describe products & services and their relevant components (quality objectives) Select relevant output indicator and quantify the project’s contribution Should correspond with project objectives

71. How to complete the project objectives and expected results- Application form section C. Translating the programme logic in to application form questions and examples.

72. 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.

73. 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.

74. 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.

75. 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 projects  Implementation of the brokerage service and developing the link between SMEs and public service providers.  Developing a telemedicine service business model for regions with similar characteristics  Creating 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.

76. 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”

77. Translating the logic in to application form questions and examples Products and Services (outputs)

78. 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

79. Translating the programme logic in to application form questions and examples Innovativeness: Information on innovativeness can be found throughout the OP, the project should consider the quality objective: “Innovative” as well as section 4 (Priorities).

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

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

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

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

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85. Financial tables for the NPA 2014- 2020. Stefan Nyström 20th March 2014 - Copenhagen, Denmark

86. Financial Tables  Background  HIT-tools.  Interact  Harmonisation  Programme specific

87. 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

95. Common eligibility rules  Too early to finalize these rules for the Programme.  All delegated acts estimated to be finished 22 nd of April.  The delegated act from 4 th 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.

96. Budget lines  Staff costs  Office and administrative expenditure  Travel and accommodation costs  External expertise and services costs  Equipment expenditure

97. 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.

98. 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

99. 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;

100. 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

101. Travel and accommodation costs  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.

102. 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

103. 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.

104. 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

105. 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.

106. 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.

107. NYPS information  First release 1 st of September  Basic Functionalities

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