Iktimed final presentation Marche Reg.

Barcellona 21°-22 of October 2010

THE REGIONAL SYSTEM OF INNOVATIONTHE REGIONAL SYSTEM OF INNOVATION
AND MARCHE REGIONAL ACTIONAND MARCHE REGIONAL ACTION
Ms. Patrizia SopranziMs. Patrizia Sopranzi
Head of Dept. Research and Innovation of Marche Regional AuthorityHead of Dept. Research and Innovation of Marche Regional Authority

Pesaro, January 27, 2005 3
Marche Region a small region in theMarche Region a small region in the
European contextEuropean context
Area: 10.000 km2
Population: 1,5 million
Capital town: Ancona
(100.000 inhabitants)
5 Provinces
246 Municipalities
Pesaro, January 27, 2005

Marche Region a quickMarche Region a quick
overviewoverview
No. Enterprises each 1.000 inhabitants (31.12.2008)
Marche 90,39
North-Western Italy 82,20
North-Eastern Italy 87,97
Central Italy 93,84
Southern Italy 73,25
Italy 84,96
Source: Infocamere and ISTAT data
Marche a European region with one of
the highest rate of enteprises per capita

A clustering economyA clustering economy
• Mechanics
• Footwear and leather
• Wood-furniture
• Textile-clothing
• Food-processing
• Others (electronics, plastics, etc.)

Latest evolution of theLatest evolution of the
Regional systemRegional system

Technology transfer system andTechnology transfer system and
laboratories: public privatelaboratories: public private
partnershippartnership
Marche Region has
the coordination of
the all Italian
regions within the
Italian Observatory
on Regional Policies
and Innovation
Marche Region has
the coordination of
the all Italian
regions within the
Italian Observatory
on Regional Policies
and Innovation

University systemUniversity system

Regional Industrial policyRegional Industrial policy
Sustaining research and technology transfer
InnovativeInnovative
networksnetworks

Spin-off andSpin-off and
innovativeinnovative
enterprisesenterprises

collaborationcollaboration
projectsprojects

businessbusiness
initiativeinitiative

A Strategic
project

PRESENTATION OF MARCHE INNOVATIONPRESENTATION OF MARCHE INNOVATION
DEPT.DEPT.
Ms. Anna TorelliMs. Anna Torelli
Dept. Innovation and economic development of Marche RegionalDept. Innovation and economic development of Marche Regional
AuthorityAuthority

WHO:WHO:
THE MARCHES REGION DEPTTHE MARCHES REGION DEPT.

Main activities
•Call for proposal for co-financing and granting to the
enteprises.
•Relationship with university , technological and research
centers
•Activities with Industrial and craftsman associations,
chamber of commerce
•Relationship with national authorities and other regional
authorities
A new activity: participation to a european project:
IKTIMED project!

IKTIMED
Increasing Knowledge Transfer and
Innovation in the Mediterranean Area
NETWORKING PHASE
KOM OBJECTIVES
PROJECT OVERVIEW
Ancona, 14th October 2010

1. KOM OBJECTIVES
1. To know each other and have a clear vision of the main skills
and experiences of the project partnership;
2. To understand the project management structure and its
functioning;
3. To set up the project management structures;
4. To define the composition of the Steering Committee;
5. To clearly understand the activities proposed and the sequence
of activities;
6. To discuss any possible change on project activities, timetable
and budget;
7. To define Responsibilities expected from the transnational
project team in the following months.
To share, update and close the Project Starting Report

Background
• The open innovation model is a new way to sustain
innovation in the public sector through a more open model
of innovation itself. But open does not mean free.
• Company boundaries are becoming a semi-permeable
membrane which enables innovation to move more easily
between the external and internal industrial process
• Building a strong knowledge base is necessary to develop
next-generation innovation policies
• University and public research centers play a significan role
both a source of information and as a partner
• Given the scarcity of the public resocurces regional
territories should focus their efforts on more specific fields.

Problems
• Lack of coordination and of synergies
• Financial instruments aims at improving
existing innovation projects rather than
inducing new innovation practice
• Lack of “market orientation” of the policies
• No detailed knowledge of specificities’ of
regional innovation system
• Effects of policies are generally measured in
“funds consumption”
• Policy attention focuses un supply side of
innovation and less building market demand
of innovation (e.g public procurement)

Project «action area»
Geographic dimension
Initial requirements fullfill
Constrains
How to meausure project success
Questions and answers on PSR
section «action area» Pag. 3

Project Management
structure
We have to share and take a
decision on the Managment
structure
PSR - Pag. 5-6

Operative plan
• Phase has one coordinator and working
group members
• Phase coordinator has to define the phase
operative plan with its working group.
• Each partner have to collaborate in phase
planning and each partner must fill in the
partner section of the operative plan
• Each partner can fill in only one budget
table and send it to the different phase
coordinators.

Operative plan
• Phase coordinator has to share with the
partner the conformity between budget
allocation and activities proposed and he/she
has to collect information and define the
phase operative plan
• In case a partner is a multiple coordinator it
will be possible to write only one operative
plan
• All phase operative plans must be sent to the
LP and ask for an approval.

Operative plan
• In case a partner wants to move from one phase to
another, also considering any previous budget
allocation in the AF ( see HTML version on Presage on
working plan section) it will be possible but within the
same component
• All partners can ask to move from a phase working
group but with the approval of the phase coordinator
• A partner can freely move costs from one phase to
another but within the same component.
• A partner can freely move costs from one subcategory
to another but within the same budget lines.

Budget re-allocation
• All the partners can allocate costs also in phase where they
are not member of a working group filling in the budget
table on partrner section of operative plan.
• A partner can mantain its phase cost allocation in the AF
( see HTML version on Presage on working plan section)
partially o totally but it must be involved in the phases
according to the PSR.
• All the re-allocation requests must be submitted both to the
phase coordinator (to be collected within the phase plan)
and to the LP and ask for an approval.

Phase working groups
We should take a decision
and to formalize their
composition!

Timing of Operative plan
Deadline is
the last date
admissibile
but some
phases coord.
can present
before their
own plan.

Next steps
• Update the PSR with kick off meeting
conclusions
• Presentation of the progress report
and payment claim
• To start with action 1.3 (web site) and
communication plan elaboration
• Closing of all operative plans
• To realize next SC meeting

IKTIMED PROJECT
ELIGIBILITY OF
EXPENDITURES
Barcelona, 21st – 22nd October 2010

Reference documents
http://www.programmemed.eu/en/downloads.html

Reference documentsReference documents
 EU Regulations
 MED Programme
 National rules
General
Framework
Specific rules

EU RegulationsEU Regulations
 Council Regulation (EC) No 1083/2006 General Regulation + related
amendments: (EC) No. 1341/2008 - (EC) - No. 85/2009 - (EC) No.
284/2009
Art. 56
 Council Regulation (EC) No 1080/2006 ERDF Regulation + related
amendment: (EC) No. 397/2009
Art. 7; Art. 13
 Commission Regulation (EC) No 1828/2006 Implementing
Regulation + related amendments (EC) No. 846/2009
Art. 48 to Art. 53
 Directive 2004/18/EC on Public works contracts, public supply
contracts and public service contracts + amendments: Directive

National rulesNational rules
 Each Member State defines specific rules on eligibility of
expenditures - national manuals
 Project partners and first level controllers should always
refer to relevant rules on eligibility defined at national level

EligibilityEligibility
Timeframe – Implementation/closure costsTimeframe – Implementation/closure costs
 Engaged, invoiced and paid out between:
 The day after the submission of complete AF
 Within date of project closure
 In case costs cannot be paid out within the date of project closure:
 paid out within two months after project closure
 Closure administrative expenditures (First Level Control and staff costs):
 may be engaged and paid out within two months after project
closure
Finalise documents to be submitted to FLC asap
Do not wait the end of the reporting period
TIP

Eligibility Principles
• Necessary to carry out project’s activities/objectives
• Clearly related to activities foreseen in the approved AF
• Incurred during eligible periods (preparation-implementation-
closure)
• Incurred within MED area.
• outside MED area but inside EU territory: duly justified and
approved
• outside EU territory: approved case by case
• Real: actually borne directly by PPs and supported by
accounting documents
• justifying incurred expenses/payments (invoices, pay
rolls….)
• Supported by document attesting administrative procedures
adopted (tenders,
contract, …) .
• Respect EU/Programme relevant rules

Budget LinesBudget Lines
 Staff
 Durable goods
 Consumable goods
 Travel and accommodation
 Services
 External expertise
 Promotion, information and
publications
 Overheads
 Other
 FIRST LEVEL CONTROL GUIDELINES
 FACT SHEETS
Detailed practical info on:
 background information, guidance, supporting docs
 allocating costs on budget lines
 accounting

 Representation expenditures (e.g. presents, flowers, etc.)
 Interest on debt
 Fines
 Financial penalties
 Expenditure on legal disputes
 Exchange losses
 Expenditures held outside the eligible period
 Not supported by the relevant public procurement
procedures
 Lump sum, general estimations, unjustified calculations
 VAT which is recoverable
 Not justified by project’s activities/objectives
 Not supported by relevant documentation
Ineligible expendituresIneligible expenditures

StaffStaff Directly employed by the PP according to national regular
employment contracts
 Check national legislation/national eligibility
rules
 In case of staff working less than 100%, the calculation
shall be based on hourly rate
 Cost of real hours of employees working on the project
 No estimations
 Audit cost of internal independent controllers
 Timesheets: duly and fully filled in
 In case the same project partner participates to
more than one project, indicate on the monthly
time sheet of the concerned person(s) the hours
spent at least on all MED projects he/she is
involved in

Durable/Consumable goodsDurable/Consumable goods
 Goods expected to last more than 1 years and subject to depreciation
 Foreseen in the approved AF
 Used exclusively for project’s purposes
 Charged 100 %: if the period from purchase till closure date is longer
than the depreciation period
 Depreciation according to relevant national rules
 NOT used exclusively for the project purposes:
 Depreciation according to national relevant rules
 Only a share of depreciation corresponding to actual use
for project purposes
 Share calculated according to a justified and equitable
method
Durable goodsDurable goods

Durable/Consumable goodsDurable/Consumable goods
 Second hand use:
 not other public financial instruments
 cost of similar new equipment
 comply with relevant norms and standards
Consumable goodsConsumable goods
 Goods likely to wear in no more than one year time (low value asset)
 not subject to depreciation

 Held by personnel directly employed by partners’ structure (STAFF)
 Travel cost held by external expert: under BL “external experts”
 Travel
 general rule: the most economic way of transport shall be used (economy
class, public transports)
 Accommodation
 within national limits
 Subsistence allowances
 not exceed the usual subsistence allowances of public authorities of
project partner's country
 comply with rules applicable in that country
Travel and accommodationTravel and accommodation

 Travels NOT foreseen in the application form:
 Please request confirmation, through e-mail, to your project officer
 In particular:
Travels
 outside MED area but inside EU territory: duly justified and previously
approved by MED Managing bodies
 Outside EU territory: approved case by case. Duly justified
Travel and accommodationTravel and accommodation

 Costs for suppliers of services (translations, interpreting, meeting
organisation, premises, catering for events, etc.)
 When these services have a direct link to promotion costs, it is possible
to choose between the “services” budget line and the “promotion” budget
line depending on budgetary needs
 Work of independent consultants/experts
 work is essential and the specific work cannot be carried out by PP’s
personnel (studies and surveys, …)
 Travel and accommodation expenses
 First level control costs: when it is carried out by external controllers
External expertsExternal experts
ServicesServices

 Costs directly linked to project promotion
 Press releases, inserts in newspapers
 Internet sites
 Events organization
 Printed publications: leaflets, brochures, newsletters and editing, etc...
PromotionPromotion

OverheadsOverheads
 Based on real costs and with a direct link with project’s implementation
 As general rule
 100% directly chargeable on the project
 Only partially chargeable on the basis of a pro rata calculation method
according to a fair, equitable and duly justified method
States decide if both options are eligible
 NOT eligible:
 Lump sum, general estimations, unjustified calculations

 VAT does not constitute eligible expenditure unless it is
genuinely and definitely borne by the partner and thus
cannot be recovered
 VAT which is recoverable by whatever means cannot be
considered as eligible
 First Level Controllers will have to confirm if the VAT has
been really borne by the controlled project partner:
checklist annexed to the certification of expenditures
VATVAT

First Level Control
Aims at checking the legality and the regularity of the expenditures declared
by each partner
Covers 100% of all declared expenses
Administrative verifications
On-the-spot checks are recommended at least once during the project lifetime

Expenditure reporting
procedure
Every 6 months:
A progress report + payment claim + certifications of expenditure
must be submitted to the JTS
Reporting period Date of submission to the JTS
2010
1st June – 31st
August 31st October
1st September – 28th February - 30th April 2011
2011
1st March – 31st
August 31st October
2012
1st March – 31st
August 31st October

procedure
1. Each partner enters activities and expenditures on PRESAGE CTE
2. Lead Partner validates the other partners’ expenses
3. Controller of each partner (centralised or decentralised system)
Validates the eligible expenditure and generates a First Level Control
Certificate in PRESAGE CTE

procedure
4 – In Spain and Portugal: certificate has to be sent to the national authority in order to
get the final validation
5 – The Lead Partner gathers all the certificates and produce a payment
claim +
progress report
6 – Submission to the JTS within the deadlines mentioned in the Subsidy Contract

procedure
7. The JTS verifies the report:
Conformity against application form
Conformity of validations by controllers against national systems
Transfers to MA
8. The MA ensures the precision of the payment claim and communicates it to the CA
9. The CA draws up payment order to the Lead partner
10. The Lead partner transfers funds to the partners

Audit trail
Partners must ensure that all accounting documents linked to the project are:
available and filled separately
The lead partner is responsible for the implementation of suitable audit trail - overview

In order to ensure a clear identification of the expenditures:
•Opening of a specific bank account for the project payments
(or a separate project code);
•Recording of the costs in expenditure lists by budget line, activity and
reporting period;
•Noting the allocation (project title and project number) directly on the
invoices/equivalent documents.
Audit trail

Original copies of documents kept by each partner
Copies of documents sent to Lead partner (e-version)
Lead partner must ensure that all partners keep them Until December 31st 2021 or later
if requested at national level
Audit trail

Iktimed final presentation Marche Reg.

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