1. Results Focus & Partnership Kirsti Mijnhijmer, Secretariat How to Apply Seminar 1st October 2014, Strathpeffer, Scotland

2. 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).

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

4. Intervention logic at priority level  Vision: what does the programme want to achieve  Specific objectives: how the programme plans to meet the vision  Results sought: what changes the programme wishes to see, e.g.  raised awareness, improved entrepreneurial climate, raised preparedness  Result indicators: how the changes will be measured  Actions supported: examples of interventions to help achieve the results sought, including examples of target groups and partners  Output indicators: quantifying the outputs that are developed  Performance framework: accountability for outputs, finances, and implementation steps.

5. What does it mean for projects?  Project result: what change does the project hope to achieve?  Qualitative contribution to programme result indicators (neutral/positive)  Project objectives: how will the project achieve its chosen result?  Project outputs: products/services, i.e. the solutions to meet the chosen objectives and result  Quantitative contribution to output indicators  Deliverable: by-product in developing the main outputs  Spending target

6. Why quality objectives?  Bridge the gap between the project outputs and programme results  Indicate the type of projects the programme aims to support; those delivering meaningful change.  Form a reference point for evaluating project applications – basis for selection critearia Change in programme area (results) Quality objectives Products & services (outputs)

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

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

9. 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 current situation for the sector/each part of the target area.  Demand-driven: The development of project outputs is based on demonstrable stakeholder demand and include stakeholder involvement (interface)

10. 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.  Marketing plans for the project output to reach identified relevant target groups. Note: branding should focus on project outcomes, not 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.

11. Partnership Constellation - Eligibility  A minimum of 3 partners from 3 different programme partner countries, one of which located in a EU Member State.  The Lead Partner organisation is eligible:  Public or public-like.  Located in an EU programme partner country, Norway or Iceland.  All project partners are eligible organisations.  Eligible legal status.  Located in the programme area, unless in exceptional circumstances when sufficient justification is provided for the use of geographical flexibility.  Partnership is clearly transnational rather than cross-border: combination of partners from the Nordic, West-Atlantic and North Atlantic countries.

12. Partnership Constellation - Types  Lead Partner: partner with overall responsibility for development and implementation of the project  Project partner: partner with a dedicated responsibility for part of the project development and implementation, and a budget  Associated partner: project partner participating in the project without financially contributing to it. Any expenses need to be covered by the partners with a budget.  Sub partner: project partner attached to another project partner for administrative reasons; especially if the contribution to the project is relatively small. A sub partner construction can only be set up within the same programme partner country.

13. Partnership Constellation – Lead Partner  Lead Partner principle: LP is formally the final beneficiary of the ERDF funding and acts as a link between the project partners and the Programme.  NEW: whole/part of the responsibility for ensuring implementation of the project activities can be delegated to an assigned Co-Lead Partner in the project partnership within the programme area, including Greenland and Faroe Islands.

14. Partnership Constellation – Good Practice  Apply a results-driven approach  Invite partners whose main interest is closely associated with the project aim and field of intervention  Involve expert organisations (universities, institutions, authorities) and private sector partners  Select a Lead Partner with the administrative capacity and experience to implement and coordinate a transnational project  If appropriate, adopt a triple-helix partnership or work in a triple helix context.

15. Partnership Constellation - SMEs  Of very high strategic importance in EU policy  The Programme allocates 60% (P1 & P2) of its funding to SME related activities  New legislation (General Block Exemption Regulation)  Still technicalities to be clarified and resistance among national State Aid experts  Maximum grant rate for SMEs is 50%  As before: SMEs can also be involved indirectly

16. Thank you for listening!  Kirsti Mijnhijmer Secretariat Tel.: +45 3283 3784 E-mail: kirsti.mijnhijmer@northern periphery.eu  www.interreg-npa.eu