foreword by vladimír Šucha, director-general of the joint · tegies across eu territories...

06 | NCP_WIDENET Bulletin | Autumn 2019

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Contributors Anna Vosečkovaacute VassilikiKalodimou Kaspars Kalniņš

| Editors Wojciech Adamiak Kristin KraavAnna Mossolova

I am very pleased to address the WideningCommunity in this Sixth issue of theNCP_WideNet e-Bulletin

The research and innovation divide inEurope remains a pressing challenge andtargeted approaches can significantly con-tribute to redress the situation

Since my arrival at the Joint Research CentreI have been actively promotingcollaboration between funding programmesthat decrease disparities across EuropeFirst because the high significance of issuessuch as climate change migration oremerging infectious diseases calls for themobilisation of all available potential inaddressing them Second becausechallenges affect countries regions andcities in different ways

In my view all territories can benefit fromcustomised solutions by identifying theirunique innovation opportunities

Third because in leaving no placebehind socio-economic inequalities ac-ross people and places can be tackledand opportunities for peace and pro-sperity can be consolidated

Foreword by Vladimiacuter Šucha Director-General of the Joint Research Centre (JRC)

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2

Smart Specialisation Strategies forResearch and Innovation (RIS3) across theEuropean Union and beyond allow allterritories to find their place in addressingglobal challenges with local strengths

While the origin of the Smart Specia-lisation Strategies approach can be foundin the design of the Cohesion Fundseffective implementation of these stra-tegies across EU territories requires jointefforts between EU national regional andlocal levels and across funding sources Iam proud that the European Institutions ingeneral and the JRC in close collaborationwith DG Regio in particular are taking aleading role in the EU engagement withthe Member States and regions to achievethat

JRC has been working extensively withslow growth and low income regions (orthe so called lagging regions) to helpthem develop specific capacities toimplement their Smart Specialisation Stra-tegies while also developing a more cross-cutting approach to key issues regardinggrowth and governance in such regions

Significant numbers of key stakeholdersfrom across the EUs less developedregions and beyond have been brought to-gether to generate and develop projectideas and identify relevant funding sourcesin the priority areas for their regions Thisapproach has also enhanced under-standing of and increased commitment tothe Smart Specialisation process It hashelped to further develop practicalsupport and valuable lessons for regionsacross Europe in particular how to betterhelp the development and enhancementof territorial innovation ecosystems andthe design and implementation of relevantinnovation policies

The joint European Parliament ndash EuropeanCommission Stairway to Excellenceproject has been a flagship initiative tosupport lagging regions It started byexploring ways of bridging the ResearchFramework Programme and the Cohesionfunds and is now experimenting with newapproaches for synergies between variousfunding programmes

Foreword by Vladimiacuter Šucha DG of the JRC

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3

For example together with the EuropeanInstitute of Innovation and Technology(EIT) synergies between Smart Specia-lisation Strategies and the Knowledge andInnovation Communities are explored notonly under the EIT Regional InnovationScheme but also with their Co-LocationCentres across Europe Closer collabo-ration between national and regionalauthorities that manage structural fundswith public-private partnerships underH2020 such as Joint Undertakings are alsoencouraged as in Horizon Europe suc-cessful partnering between public andprivate actors at local regional nationaland European level will be ever moreimportant

Interregional partnerships on matchingpriorities in their Smart Specialisationstrategies are also crucial for theprosperity of the regions They currentlyoperate in three key areas energyindustrial modernisation and agri-food

They offer regions targeted support infostering interregional cooperation basedon matching smart specialisation prio-rities related to these three thematicareas They enable regions to develop orshare infrastructure as well as to combinedifferent EU investment instruments suchas the European Structural and Investment(ESI) Funds COSME Horizon2020 and theEuropean Fund for Strategic Investments(EFSI) This shared objective has alignedthe platforms closely with the activities ofthe Stairway to Excellence project

I am very pleased that the EuropeanParliament decided to extend the scope ofthe Stairway to Excellence project whichsince 2017 covers all Member States Inits current phase the project is focused onhow to enhance the value of EU fundingsources for research regional develop-ment and innovation and with specialattention to territories with less expe-rience in attracting funding from a varietyof sources


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4

Best practices are being gathered from anumber of pilots ranging from a LearningLab on supporting mechanisms for capa-city building in Horizon 2020 and HorizonEurope through networking opportunitiesfor various actors to efficient use ofresearch infrastructures

While recent innovation performance inEurope in terms of overall growth in thevolume of research and innovationactivities has been promising significantterritorial differences in innovation perfor-mance still persist across the Europeanlandscape The Stairway to Excellenceproject will therefore continue to fostercomplementarities with widening inaddressing this territorial disparity by fullyexploiting the potential of Europes talentpool ensuring that the benefits of aninnovation-led economy are both maxi-mised and widely distributed across theEuropean Union

JRC remains fully committed to accompa-nying Member States and regions in theirjourney to more efficient and effectiveimplementation of their Smart Specia-lisation Strategies and finding synergiesbetween available funding sources I firmlybelieve that tailored approaches combinedwith a reinforced RampI thematic supportwill be most beneficial for the futureprosperity of all regions across Europe


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Most frequent mistakes in ERA Chairs proposals and what to be aware of

This article as did the previous one onTWINNING from autumn 2018 featuresthe most frequent mistakes that appearedin the proposals submitted to the ERAChairs 2019 call (open for applicants from26 July 2018 to 15 November 2018) Theterm ldquomost frequent mistakesrdquo in factmeans ldquocomments from the independentexperts evaluating the proposalsrdquo thatappeared in the Evaluation SummaryReports (ESRs) more frequently and had anegative impact on scoring Our aim is toalert the applicants to the issues theyshould be aware of so as not to loseprecious award points and to increasetheir chances of succeeding in thecompetition We strongly recommend theproposers to go through this list carefullyand check their text against these issues

We have divided the most frequentevaluator comments into three blockscorresponding to the structure of theCoordination and Support Action (CSA)proposal template ndash Technical Annex (PartB) ie Excellence Impact and Imple-mentation

Within these three blocks the mostfrequently mentioned mistakes related tospecific issues of the ERA Chairs projectsare grouped to allow for easy navigationThe specific key features that the ERAChairs projects belong to are as followsmono-beneficiary action (one participant)recruitment of an outstanding personalityas an ERA Chair holder and structuralchanges at the institution aligned with ERApriorities The activities performed and theoutputs of the project should have apositive influence not only on theinstitution hosting the ERA Chair holderbut also on the region and possibly thewidening country as a whole

Criterion Excellence

Within this part the evaluators are asked to consider the extent to which the proposed work corresponds to the topic description in the call text as well as to the relevant Work Programme


5

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Then the experts check the clarity andpertinence of the objectives thecredibility of the proposed methodologyand the soundness of the concept Finallythey assess the quality of the proposedCSA measures

SWOT analysisbull lacks sufficient depth and therefore the need

for this grant cannot be assessedbull there is no convincing picture of credibility

and viability as the SWOT analysis is missing entirely

bull issues regarding facilities and support funding are not addressed sufficiently

Clarity and pertinence of the objectivesbull the proposal is mainly based on scientific

objectives non-scientific objectives on structural changes are not sufficiently clear objectives do not relate to the recruitment of the ERA Chair holder

bull the objectives are not convincingly linked to the attributes identified in the SWOT analysis

bull they are not realistic not measurable lack detailed description are too ambitious

Key performance indicators (KPIs)bull KPIs for monitoring and evaluating actions are

missingbull the proposal does not demonstrate the

achievability of the objectives as realistic indicators are not described sufficiently

bull the targets for each objective are generic and performance indicators are not clearly identified

Structural changesbull defined too broadly do not cover ERA

prioritiesbull do not target achieving excellence on a

sustainable basisbull support from the ERA Chair to help the

organisation to compete for research funding is not clearly formulated

Concept and methodologybull no convincing methodology to strengthen

research capabilities bull the development of a new laboratorydivision

is not described well enough to be crediblebull the concept is not related to the central role

of the ERA Chair and their team


6

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Long-term vision and sustainabilitybull the sustainability of the ERA Chair position

beyond the duration of the project is not properly addressed

bull it is unclear how the new researchers attracted to the institution with the help of the ERA Chair would be retained after the project ends other than by securing more funding

ERA Chair holder and their teambull the role of the ERA Chair is not sufficiently

described their focus area of research is unclear

bull the physical location of the ERA Chair and their team is unclear their access to equipment and facilities is not elaborated on

bull the need for the ERA Chair position is not sufficiently demonstrated

bull the recruitment process is described in a very generic way and is therefore not credible

Letter of the host institutionbull no information on the commitment of the

host institution regarding support for the ERA Chair holder (eg remuneration package roles and responsibility)

bull a letter of support from the institution including a description of the remuneration package for the ERA Chair holder is completely missing

bull the proposal lacks clarity around the remuneration package for the ERA Chair holder and on the resources planned for the scientific team

Interactions with authorities and stakeholdersbull the alignment of regional and national

strategies for smart specialisation is discussed but interactions with the relevant authorities and stakeholders are not substantiated

bull external research and innovation collaborations and interactions with national and regional authorities and stakeholders are not sufficiently described lack detail

bull although there are obvious connections to industry an adequate plan to exploit this synergy is not provided

bull measures for interacting with industry are not fully elaborated

Criterion ImpactIn this part the evaluators are asked toconsider the extent to which the projectoutput would contribute to each of theanticipated impacts stated in the WorkProgramme and the call text respectively


7

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Next the experts assess the quality of theproposed measures to exploit anddisseminate project results includingintellectual property rights (IPR) and tomanage research data where relevantFinally they look at the quality of theproposed measures to communicateproject activities to different targetaudiences

Anticipated impact and KPIsbull the anticipated impacts listed in the Work

programme are not addressed not adequately described either quantitatively or qualitatively

bull the impact regarding the ERA priorities is insufficiently elaborated lacks credibility as it is not described in detail

bull the impact on the adoption of the Charter and Code throughout the institution is not sufficiently addressed

bull baseline values have not been provided and the KPIs are not grouped per impact area

ERA prioritiesbull the plan for implementing ERA priorities

within the institution is missing not enough attention is paid to the implementation of ERA priorities

bull the gender equality plan is not clearly proposed

bull the implementation of ERA priorities such as the Charter and Code is addressed in the proposal but lacks specific details and is therefore unconvincing

Attractiveness and research excellencebull it is not convincingly explained how the

outputs would increase the attractiveness of the institution region and country for internationally excellent researchers

bull there is no convincing view of how the institutions capability to compete successfully for internationally competitive research funding should be improved

bull project output would somewhat contribute to the anticipated impacts in the Work Programme but would primarily affect the host institution and there is not enough detail on how the attractiveness of the region and country would be increased

Dissemination and exploitation (DoE)bull there is no adequate plan for the exploitation

of project results exploitation planning is insufficiently elaborated


8

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Most frequent mistakes in ERA Chairs proposals and what to be aware ofbull DoE measures are generic a concrete plan is

missing and KPIs are not clearly definedbull there is no clear distinction between

dissemination and communication activities

IPR data (high No of comments)bull the IPR plan and data management policy are

brief lacking specific detail insufficiently elaborated there is no IPR management plan

bull Open Access principles are not sufficiently taken into account

bull data protection issues as well issues related to the management of IPR are hardly addressed

bull lack of a clear strategy for research data and knowledge management as well as IPR management

Communicating the project activitiesbull communication to different target audiences

is barely described is limited is completely missing

bull the communication plan is generic and not sufficiently detailed to be credible not sufficiently elaborated and focused inadequately described

bull the communication plan does not cover the phase after the completion of the project

Criterion ImplementationEvaluators have to look at all the aspectsallowing for the efficient and effectiveimplementation of the proposed projectSpecifically this means that they have tocheck the quality and effectiveness of thework plan including the extent to whichthe resources assigned to work packagesare in line with their objectives anddeliverables Closely linked to this is theaspect of the appropriateness of themanagement structures and proceduresincluding risk and innovation managementLast but not least the experts look atappropriateness of the allocation of tasksensuring that the involved personnelincluding the recruited ERA Chair and theirteam have a valid role and adequateresources to fulfil their roles

Work planbull the overall structure of the work plan is

presented too briefly the work plan does not sufficiently inform on the means by which the objectives and tasks will be fulfilled

bull the work plan is too complex and not described sufficiently


9

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Most frequent mistakes in ERA Chairs proposals and what to be aware ofbull the role of the ERA Chair is not clearly

described in the work planbull the inter-relations and inter-dependencies

among the work packages are not duly described

bull the work plan is unbalanced as the majority of resources are assigned to WP Management and no justification is provided for this

Work packages (WPs) and tasks (high No of comments)bull WPs and tasks focus purely on research are

not logically defined are too briefly outlinedbull the objectives are not linked to the work

package structurebull WP leaders are not clearly appointed the

leadership of some WPs is not assignedbull WPs do not sufficiently address (i) recruit-

ment of the ERA Chair holder and their team (ii) a long-term plan for producing research excellence and potential for success at securing future grants (iii) vital structural changes (iv) enhanced ability for innovation through collaborations with industry research at national and international levels

bull the allocation of tasks and resources todifferent WPs and individuals is inadequatelydefined not sufficiently elaborated on

Deliverables and milestonesbull the number of milestones to monitor

progress is minimal the timing of some milestones is not realistic

bull deliverables and milestones are not described clearly enough to permit monitoring of progress

bull milestones are unevenly distributed to monitor progress

Gantt chartbull does not provide sufficient detail to see a

coherent timeline of WPs tasks deliverables and milestones

bull is included but does not give a clear overview of the work to be done the links between the work packages or indicative deliverables milestones

bull is insufficiently developed and does not allow the progress to be monitored effectively

Recruitment (high No of comments)bull the procedures for the recruitment of the ERA

Chair and their team members do not emphasise transparency and a merit-based approach

bull the time needed to recruit the ERA Chair holder and their research team is underestimated


10

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Most frequent mistakes in ERA Chairs proposals and what to be aware ofbull the process of appointing the ERA Chair holder

is insufficiently elaborated and lacks detailbull there is limited external academic input in the

procedures for appointing the ERA Chair holder

bull the budget associated with recruiting the ERA Chair holder is overestimated and not duly justified

ERA Chair and their team (high No of comments)bull the central role of the ERA Chair within an

organisation is not presented and so it is difficult to judge complementarity lack of detail in describing the integration of existing expertise with the expected ERA Chair leaving the complementarity issue unfocused unclear how the ERA Chair will interact with the wider organisation and within broader institutional management structures

bull inadequate description of necessary decision-making procedures confirming the autonomy of the ERA Chair the role and autonomy of the ERA Chair are unclear the roles level of responsibility and obligations of the ERA Chair holder are not sufficiently presented

bull support funding is not appropriate for the ERA Chairrsquos need to travel and attend conferences the ERA Chairrsquos travel expenses


11

are not well justified the ERA Chair team is under-resourced

Management structures and processesbull are not adequately described are not

convincing are too complex are not clearbull the autonomy of the ERA Chair within the

management structure is not clear the vital ERA Chair holder position is not included as a major feature in the management structure

bull the project management team is mentioned but not clearly defined and not linked to the ERA Chair role

bull external partners are given roles in the management structure and the reason for sharing decision-making with partners is unclear

Risks and innovation managementbull the risk analysis is not adequate and

contingency plans are neither realistically considered nor relevant to the planned activities

bull the quality assurance procedure and risk contingency plan are minimal

bull innovation management is not properly addressed

bull risks and mitigation measures are not adequately addressed since the risks are limited to recruitment issues while technical and policy-related risks are not fully considered

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Resources and budgetbull the allocation of tasks and resources is not

appropriate the number of PMs is minimal which casts doubt at the viability of the activities to be implemented

bull other direct costs such as travel costs are not fully justified the budget allocated for equipment is substantial but adequate justification is not provided

bull the budget lacks a detailed breakdown and the number of PMs committed is not sufficiently justified distribution of PMs across work packages is imbalanced

bull some costs are not admissible (eg person months for individuals outside the host institution)

RecommendationsTo conclude we would like to give thepotential applicants to the last ERA Chairscall in H2020 a set of recommendationsthat would help them include all thenecessary elements and increase theirchances in the grant competition Firstlythey must be aware that a thorough SWOTanalysis is the basis of a good proposalthey should be self-critical and elaborateespecially carefully on the weaknesses andthreats


12

These should then be fully incorporatedinto the Action Plan and individual workpackages objectives down to the level oftasks The number of work packagesshould not be too high (optimally 5-7)bearing in mind that three of them are infact obligatory WP on management WPon communication and dissemination andWP dedicated to the activities of the ERAChair holder and their team The mana-gement structure should be simple andthe roles and responsibilities of the peopleinvolved should be clearly des-cribed notforgetting the role of the ERA Chair holderIt is of utmost importance to take intoaccount the EU General Data ProtectionRegulation (GDPR) as it affects all theactivities and events organised Comparedto the previous calls there are a few newelements better use of the installedresearch capacity (in particular EU co-funded research infra-structures andfacilities ndash making full use of them will bean asset) description of previouscurrentERA Chair grants (if any)

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clearly demonstrating the added value andimpact of the proposal compared toalready funded project(s) and prolongingthe duration of the project to six years

The text of the proposal should be clearand brief structured in short paragraphsusing simple sentences avoiding buzz-words and abbreviations as much aspossible The interconnection with natio-nal and regional RIS3 strategies as well asthe use of European Structural andInvestment Funds (ESIF) should not beomitted References to relevant importantEU documents and strategies are of coursean asset Regarding the widening insti-tution please be aware that the eva-luators will check the English version ofyour website to learn more about youspecifically about your participation inEuropean and international projectsThere are several recent documents thatcould help improve the proposals eg theEC Social Media Guide published in April2018 the IPR Helpdesk brochure onCommunication Dissemination and Exploi-tation from March 2018 and a blog article


13

by Angela Hengsberger explaining allaspects of Innovation Management Agood source of inspiration for IntellectualProperty Management is the 2015 factsheet of the IPR Helpdesk entitled ldquoIPManagement in H2020 proposal stagerdquoThere are other impor-tant sources thatcan help the applicants improve theirproposals eg the Guidance Note onEthics and Data Protection published bythe European Commission in November2018 or the toolkit of activities targetingthe interaction with relevant stakeholdersprepared by the SPARKS project in June2018 Last but not least an importantsource of knowledge is also the CORDISdatabase of projects ndash look at the sectionof projects results relevant to ERA Chairsto find their reports deli-verables andpublications

Author Anna VosečkovaacuteWIDESPREAD NCPCzechia

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The RECETOX Centre Hat Trick in the 2018 SEWP Calls

During the first half of 2019 the resultsof the 2018 SEWP calls (TEAMINGPhase2 TWINNING and ERA Chairs)were gradually announced Czechiabelonged to the group of countries thatwere quite successful in all three callsRECETOX Centre from Masaryk Univer-sity in Brno (MU Brno) managed toachieve the most amazing result ndash theygained a grant in all three calls in 2018This has never happened beforeCONGRATULATIONS The projects men-tioned below have already beenpublished on CORDIS Anybody cancheck out the details of these projects(including the abstracts)

TEAMING Phase 2Project CETOCOEN Excellence coordinated by RECETOX MU Brno has four partners ICRC FNUSA Brno ndash CZ University College London ndash UK Research Infrastructure BBMRI-ERIC ndashAT and ETH Zuumlrich ndash CH

TWINNINGProject URBAN_X coordinated by RECETOX MU Brno has two partners University College London ndash UK and ISGlobal ndash ES

ERA ChairsProject R-Exposome Chair is coordinated by RECETOX MU Brno

RECETOX (Research Centre for Toxic Compounds in the Environment) is an independent department under the Faculty of Science Masaryk University with its own programmes for research and development and education It is also involved in expert activities within the field of environmental contamination The centre focuses on persistent organic pollutants (POPs) polar organic compounds toxic metals and their species and natural toxins ndash cyanotoxinsThe original RECETOX (Research Centre for Environmental Chemistry and Education) was established in the 1990s thanks to the European Union PHARE funds


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In 2010 the actual centre was establishedwith support from the European Researchand Development Fund The centre is alsopart of the Czech Roadmap of LargeInfrastructures for Research Developmentand Innovation endorsed by the Czechgovernment since 2012 and since it hasalso been 2016 part of the ESFRI RoadmapAs such it provides open access to theinternational scientific community

Moreover RECETOX hosts the NationalCentre for Toxic Compounds and theStockholm Convention Regional Centrefor Capacity-building and the Transfer ofTechnology that jointly support the rapidtransfer of research outputs into practicalapplications nationally and internatio-nally

AuthorAnna VosečkovaacuteWIDESPREAD NCPCzechia



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Widening Actions amp Regional Impact Side Event of the EWRC 2019

How do widening projects contribute toregional growth

The NCP_WIDENET project is delighted toorganise a side event for this yearrsquosedition of the European Week of Regionsand Cities that will address this question

The European Week of Regions and Citiesis an annual four-day event for regionsand cities to showcase their capacity togenerate growth and jobs Each yearexperts meet to share the best practicesin economic development and socialinclusion cross-border cooperationregional innovation and public-privatepartnerships This year the EWRC willtake place in Brussels on October 7-10

NCP_WIDENET chose the European Weekof Regions and Cities as the main event tohighlight the nature of widening actionsand connect them to a greater causesuch as regional growth which is close tothe thematic pillars of this yearrsquos EWRC

The side event ldquoWidening Actions andRegional Impactrdquo relates to the first the-matic pillar of the EWRC ndash ldquoThe future ofthe EU and the roles of regions and citiesrdquo

Spreading Excellence amp Widening Parti-cipation (WIDENING) actions are designedto address the uneven performance bet-ween member states in RampI allowing forthe capacity-building of beneficiaryinstitutions and fostering collaborativenetworks between low RampI and high-performing member states Wideningschemes namely Twinning Teaming andERA Chairs are hosted in research relatedinstitutions universities or research cen-ters which are in turn considered impor-tant drivers for regional growth

This event will showcase widening pro-jects their synergistic effect with otherschemes and explain impact achievednamely for their host institution and thescientific community but more speci-fically the hosting region and society


wwwncpwideneteu17

Furthermore the plenary discussion willtackle the challenges faced by wideningprojects in achieving their envisagedimpact Complementary presentationswill be featured to give the participants abasic understanding of the factors thatdrive regional growth such as theRegional Innovation Scoreboard and theconnection that universities have withregional growth

To register to this and other side events tothe European Week of Regions and Cities2019 please click here

A sneak peek at the programmeOne of the projects to be presented at theside event is ldquoCross-Border EducationalInnovation thru Technology-EnhancedResearchrdquo This Estonia-based projectleads the way in bringing education intothe 21st century by providing new ways tosupport evidence-based education andconducting educational research

A digital turn in both formal and informaleducation in Estonia and Europe in generalleads to a shift in the learning paradigmtowards more self-directed creative andcollaborative learning The new technologyis however usually brought into schoolswithout adequate evaluation as to howteaching and learning would benefit fromit The CEITER project set out to facilitatestructural changes in Estonia ldquoWe soughtto improve the take-up of evidence-basedteaching and learning innovations inschools including the use of digitaltechnologies in teaching and learningrdquooutlines Professor Tobias Leyhead of the project



wwwncpwideneteu18

Among other things the CEITER has builta new method to conduct research ineducation called EDULABs It is a syste-matic research training and developmentmethod that is integrated into teachereducation to spread evidence-basedinnovation in schools The project hastested and demonstrated the feasibility ofthe method by applying it to severalEDULAB cases

These cases include the robomathEDULAB which integrates robotics intomaths education The outdoor learningEDULAB uses technology in naturalsciences education The digimath EDULAButilises digital learning materials insecondary education to support teachingmethods and the smart schoolhouseEDULAB helps to boost studentsrsquo interestin technology and solving real-life prob-lems

ldquoThe project led to higher levels ofadopting digital technologies in Estonianschools and to an increased number ofstudent-centred learning scenarios andmethodsrdquo reports Ley Another result ishigher levels of competence amongteachers who felt a sense of ownershiptowards the new methods used in theclassroom The outcomes of this ERA Chairproject are expected to have a significantimpact on educational policy nationallyand in Europe [The description of the projectwas accessed at the CORDIS database]

Tobias Leyrsquos presentation on CEITER as wellas all other presentations of the side eventwill be made available after 10 October2019 at the NCP_WIDENet website

AuthorVassiliki KalodimouWIDESPREAD NCP Event OrganiserGreece



wwwncpwideneteu19

Forthcoming Calls and Events


European Week of Regions and Cities 2019

The European Week of Regions and Cities is an annual four-day event during which cities and regionsshowcase their capacity to create growth and jobs implement European Union cohesion policy andprove the importance of the local and regional level for good European governance The EuropeanWeek of Regions and Cities and its workshops debates and networking activities are addressed tomembers of the European Committee of the Regions members of the European Parliament andnational regional and local politicians government officials and experts in the field of managing andevaluating cohesion policy programmes representatives of private companies financial institutionsand European and national associations and researchers PhD or masters students and practitionersin the field of European regional and urban policy

When October 7-210 2019 Where Brussels Belgium

wwwncpwideneteu20

ldquoREAD MErdquo ndash Recommended Publications

Public consultation on the RampI partnerships in Horizon Europe

How can the EU best support impactful inclusive research and innovation partnershipswith industry Member States and other stakeholders Now you can share your views onthe 12 proposed institutionalised partnerships under Horizon Europe the next EUresearch and innovation programme (2021-2027) The consultation is a key step inassessing the overall need for and focus of specific research and innovation partnershipsMore information

Future Technology for prosperity

What is the next lsquobigrsquo technology which we should have lsquoon our radarrsquo one as importantas artificial intelligence or quantum technology Something that will be a game changerfor industry and society at large This report is the outcome of a workshop that tookplace in Oslo in July 2019 bringing together leading figures from European research andtechnology organisations and funders to explore emerging technologies that would bemost promising for prosperity It identifies five technological frameworks (outside ICT)with a particularly strong potentialMore information


ERA Chair projects are recruiting

Visit the EURAXESS Jobs and Funding Portal to see which ERA Chair projects are currentlyrecruitingMore information

wwwncpwideneteu21


Key indicators of RampI performance of EU countries

The key indicators cover four innovation dimensions ie Inputs-Investments FrameworkConditions Innovation Outputs and Impact They are based on data from well accreditedsources mainly Eurostat All are accompanied by interactive visualisationsMore information

ESFRI Roadmap 2021

The 6th edition of the ESFRI Roadmap is now in preparation Expectations methodologyand the evaluation procedure were discussed in a dedicated ESFRI Roadmap 2021 InfoDay on 25 September in Brussels The Info Day marked the official invitation to theresearch community to propose new Research Infrastructures that will be included onthe new ESFRI Roadmap The deadline to submit proposals is May 5th 2020More information


Competition for ERC Public Engagement with Research Award launched

The European Research Councilrsquos (ERC) Public Engagement with Research Award 2020 isdesigned to recognize and celebrate ERC grantees including those working in Wideningcountries who have demonstrated excellence in public engagement and outreach Theprize will include a trophy complimentary registration to the EuroScience Open Forum2020 and reimbursement of reasonable travel and hotel expenses for attending theaward ceremonyMore information

wwwncpwideneteu


2

Smart Specialisation Strategies forResearch and Innovation (RIS3) across theEuropean Union and beyond allow allterritories to find their place in addressingglobal challenges with local strengths

While the origin of the Smart Specia-lisation Strategies approach can be foundin the design of the Cohesion Fundseffective implementation of these stra-tegies across EU territories requires jointefforts between EU national regional andlocal levels and across funding sources Iam proud that the European Institutions ingeneral and the JRC in close collaborationwith DG Regio in particular are taking aleading role in the EU engagement withthe Member States and regions to achievethat

JRC has been working extensively withslow growth and low income regions (orthe so called lagging regions) to helpthem develop specific capacities toimplement their Smart Specialisation Stra-tegies while also developing a more cross-cutting approach to key issues regardinggrowth and governance in such regions

Significant numbers of key stakeholdersfrom across the EUs less developedregions and beyond have been brought to-gether to generate and develop projectideas and identify relevant funding sourcesin the priority areas for their regions Thisapproach has also enhanced under-standing of and increased commitment tothe Smart Specialisation process It hashelped to further develop practicalsupport and valuable lessons for regionsacross Europe in particular how to betterhelp the development and enhancementof territorial innovation ecosystems andthe design and implementation of relevantinnovation policies

The joint European Parliament ndash EuropeanCommission Stairway to Excellenceproject has been a flagship initiative tosupport lagging regions It started byexploring ways of bridging the ResearchFramework Programme and the Cohesionfunds and is now experimenting with newapproaches for synergies between variousfunding programmes


wwwncpwideneteu


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ESFRI Roadmap 2021





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ESFRI Roadmap 2021





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foreword by vladimír Šucha, director-general of the joint · tegies across eu territories...

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