northern periphery & arctic programme 2014-2020 how to apply seminar 20th march 2014 north...
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Northern Periphery & Arctic Programme 2014-2020
How To Apply seminar20th March 2014
North Atlantic House, Copenhagen, Denmark
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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General overviewOle DamsgaardNorthern Periphery and Arctic 2014-2020 ProgrammeHow to apply seminar 20th March 2014
What is new?
Thematic concentration Focus on results seen from programme
area’s point of view Intervention logic as cross cutting
programme approach
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
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
Four Priority Axes, six specific objectives
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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Quality Objectives
Kirsti Mijnhijmer20th March 2014 - Copenhagen, Denmark
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).
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
Why quality objectives?
Quality Objectives
Concrete Innovative Focused Relevant Responsible Viable Transnational Strategic Value-for-money
Quality Objectives
Concrete Innovative Focused Relevant Responsible Viable Transnational Strategic Value-for-money
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)
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.
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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Introduction to application
Christopher Parker20th March 2014 - Copenhagen, Denmark
Introduction to application
NPA Application form and Harmonized Implementation Tools (HIT)
NPA application form goes online Time Plan
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
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
Lead partners
Project partners – Lead partners
Project partners – Lead partners
Project partner
Project partner
Associated project partner (x)
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Introduction sections C1 and C2
Kirsti Mijnhijmer20th March 2014 - Copenhagen, Denmark
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)!
Intervention logic
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.
C.2.1 Project objectives and expected results
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.
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.
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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Linkages and Synergies and Horizontal principles
Ole Damsgaard20th March 2014 - Copenhagen, Denmark
Links and Synergies
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?
Horizontal Principles
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
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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Work packages, Time plan and Indicators
Christopher Parker20th March 2014 - Copenhagen, Denmark
Work packages - Project management
Work packages - Communications
Other work packages
Other work packages - continued
Other work packages - continued
Other work packages - continued
Other work packages - continued
Other work packages - continued
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
Indicator tables – Result indicators
Indicator tables – Output indicators
Indicator tables – Additional output indicator
Indicator tables – Environment indicators
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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
The Northern Periphery and Arctic Programme (NPA) 2014- 2020: Programme intervention logic appliedHeadlines:
Making your NPA application form logical- Snapshots of intervention logic applied.Handy OP referencing for application form questions.
Applying the programme intervention logic- a working example. Example: A Telemedicine project proposal for the NPA
2014- 2020Project 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.
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.
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.
Project objectives and expected resultsRecap of logic flow:
How to complete the project objectives and expected results-
Application form section C.
Translating the programme logic in to application form questions and
examples.
Translating the programme logic in to application form questions and examples. 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.
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.
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.
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 projectsImplementation of the brokerage service and developing the link between SMEs and public service providers.Developing a telemedicine service business model for regions with similar characteristicsCreating 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.
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”
Translating the logic in to application form questions and examples
Products and Services (outputs)
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
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).
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)
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)
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”
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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Financial tables for the NPA 2014- 2020.
Stefan Nyström20th March 2014 - Copenhagen, Denmark
Financial Tables
Background HIT-tools. Interact Harmonisation Programme specific
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
A.3 Project budget
Funding Source in EUR
ERDF BUDGET
Erdf 20% ERDF EQ NOR
ERDF EQ ICE
ERDF EQ FO
ERDF EQ GR
TOTAL
1 Programme funding
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2 a Public co-financing Cash
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2 b Private co-financing
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2 totals
Total co-financing (2a+2b)
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Total eligible cost (1+2)
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D.1 Project budget – breakdown per source of funding/ partner1 Funding
source (in EUR)
ERDF Budget2
ERDF 20 %
ERDF Eq NOR
ERDF EQ ICE
ERDF EQ FO
ERDF EQ GR
Total
Lead Partner
P 2
P 3
P 4
P 5
P 6
P 7
1 Programme funding
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2a Public co-financing Cash
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2b Private co-financing
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2 Total co-financing (2a + 2b)
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3 Total eligible cost (1+2)
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1 For the purpose of fulfilling requirements of Art 19 of the ETC Regulation, the location of the partner organisations is decisive.
2 For the purpose of fulfilling requirements of Art 19 of the ETC Regulation, the location of project activities (and partner organisations that carry out activities outside the Union part of the programme area) is decisive.
D.2. Breakdown per budget line and per partner:
Staff costs
Office and administrative expenditure
Travel and accommodation costs
External expertize and services costs
Equipment expenditure Total
project budget (a)
Revenues (b)
Total (a-b)
Lead Partner
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Partner 2
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Partner 3
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Partner 4
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Partner 5
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Partner 6
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Partner 7
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Total Automatically calculated
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D.3 Spending plan - per reporting period and per partner
Funding source Period 1 Period 2 Period 3 Period 4 Period nm
Total per partner
Total per funding source
ERDF Lead Partner
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ERDF Partner 2
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ERDF 20 %
Partner 3
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Partner 4
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Partner 5
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Partner 6
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Partner 7
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Total
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Partner budget: Total budgetProject title:
Note: This table is self-generated from the individual partner budgets and does not need to be filled in. Ensure that the correct year is featured.
TOTAL COST BUDGET (IN EURO) 2014 2015 2016 2017 Total
Types of expenditure1. Staff costs 0,00 0,00 0,00 0,00 0,002. Office and administrative expenditure 0,00 0,00 0,00 0,00 0,003. Travel and accommodation costs 0,00 0,00 0,00 0,00 0,004. External expertise and services costs 0,00 0,00 0,00 0,00 0,005. Equipment expenditure 0,00 0,00 0,00 0,00 0,00Reduction: Planned project revenue (-) 0,00 0,00 0,00 0,00 0,00
Total eligible costs 0,00 0,00 0,00 0,00 0,00
TOTAL FINANCING PLAN (IN EURO) 2014 2015 2016 2017 Total
Member State, ERDF: 0,00 0,00 0,00 0,00 0,00ERDF 20 %: 0,00 0,00 0,00 0,00 0,00Norway, ERDF equivalent: 0,00 0,00 0,00 0,00 0,00Iceland, ERDF equivalent: 0,00 0,00 0,00 0,00 0,00Faroe Island, ERDF equivalent: 0,00 0,00 0,00 0,00 0,00Greenland, ERDF equivalent: 0,00 0,00 0,00 0,00 0,00Public Match Funding: 0,00 0,00 0,00 0,00 0,00
Total financial contribution 0,00 0,00 0,00 0,00 0,00
Partner budget: Lead PartnerProject Title:
The figures provided below will automatically filter through into the self generated "Total Budget" table in Sheet 1.
COST BUDGET (IN EURO) 2014 2015 2016 2017 Total
Budget lines1. Staff costs 0,002. Office and administrative expenditure 0,003. Travel and accommodation costs 0,004. External expertise and services costs 0,005. Equipment expenditure 0,00Reduce: Planned project revenue (-) 0,00
Total eligible costs 0,00 0,00 0,00 0,00 0,00
FINANCING PLAN (IN EURO) 2014 2015 2016 2017 Total
Public match funding, (source, type) Note: Signed Co-financing Commitment should be provided when sumbitting the main application
0,000,00
Maximum public match funding: 0,00 0,00 0,00 0,00 0,00
Member State ERDF: 0,00Norway ERDF equivalent: 0,00Iceland ERDF equivalent: 0,00
Total financial contribution 0,00 0,00 0,00 0,00 0,00
Grant rate: #DIVISION/0!Public match funding rate: #DIVISION/0!
Partner budget: PartnerProject Title:
The figures provided below will automatically filter through into the self generated "Total Budget" table in Sheet 1.
COST BUDGET (IN EURO) 2014 2015 2016 2017 Total
Budget lines1. Staff costs 0,002. Office and administrative expenditure 0,003. Travel and accommodation costs 0,004. External expertise and services costs 0,005. Equipment expenditure 0,00Reduce: Planned project revenue (-) 0,00
Total eligible costs 0,00 0,00 0,00 0,00 0,00
FINANCING PLAN (IN EURO) 2014 2015 2016 2017 Total
Public match funding, (source) Note: Signed Co-financing Commitment should be provided when sumbitting the main application
0,000,000,000,000,000,00
Maximum public match funding: 0,00 0,00 0,00 0,00 0,00
Member State, ERDF: 0,00ERDF 20 %: 0,00Norway, ERDF equivalent: 0,00Iceland, ERDF equivalent: 0,00Faroe Island, ERDF equivalent: 0,00Greenland, ERDF equivalent: 0,00Public Match Funding: 0,00
Total financial contribution 0,00 0,00 0,00 0,00 0,00
Grant rate: #DIVISION/0!Public match funding rate: #DIVISION/0!
Common eligibility rules
Too early to finalize these rules for the Programme. All delegated acts estimated to be finished 22nd of April. The delegated act from 4th 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.
Budget lines
Staff costs
Office and administrative expenditure
Travel and accommodation costs
External expertise and services costs
Equipment expenditure
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.
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
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;
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
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.
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
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.
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
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.
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.
NYPS information
First release 1st of September
Basic Functionalities
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