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8 Call Work programme Topic

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10 Topic structure 2 SPECIFIC CHALLENGE SCOPE EXPECTED IMPACT TYPE OF ACTION sets the context, the problem to be addressed, why intervention is necessary delineates the problem, specifies the focus and the boundaries of the potential action BUT without describing specific approaches describe the key elements of what is expected to be achieved in relation to the specific challenge e.g. Research and Innovation Action (RIA), Innovation Action (IA), Coordination and Support Action (CSA); exc.

11 Types of action* RESEARCH AND INNOVATION ACTION Activities aiming to establish new knowledge and/or to explore the feasibility of a new or improved technology, product, process, service or solution. For this purpose they may include basic and applied research, technology development and integration, testing and validation on a small-scale prototype in a laboratory or simulated environment. Projects may contain closely connected but limited demonstration or pilot activities aiming to show technical feasibility in a near to operational environment. Reimbursed up to 100% of eligible costs * From the General Annexes to the Main WP:

12 INNOVATION ACTION Action primarily consisting of activities directly aiming at producing plans and arrangements or designs for new, altered or improved products, processes or services. For this purpose they may include prototyping, testing, demonstrating, piloting, large-scale product validation and market replication. Reimbursement of the 70% of eligible costs (except for non-profit legal entities, where a rate of 100% applies) A demonstration or pilot aims to validate the technical and economic viability of a new or improved technology, product, process, service or solution in an operational (or near to operational) environment, whether industrial or otherwise, involving where appropriate a larger scale prototype or demonstrator. A market replication aims to support the first application/deployment in the market of an innovation that has already been demonstrated but not yet applied/deployed in the market due to market failures/barriers to uptake. '

13 Topics with 2-stage evaluation. Topics with 1-stage evaluation.

14 2-stage evaluation process Stage 1 Stage 2 proposal submission max Max pages; focus on content and results proposal evaluation 2 criteria: excellence and impact (only the 2.1 section unless differently stated in the work programme) outcome: 'GO' or 'NO GO' GENERALISED FEEDBACK is now provided to successful proposals (downloadable from the Participant Portal) proposal submission only stage 1 'GO' proposals admitted proposal evaluation 3 criteria: excellence, impact, implementation

15 Improvements in 2-stage for the new calls Standardised page limit at stage 1 (10 pages)* Consortium members to be listed in "part A" Allows to check minimum conditions for participations and eligibility criteria Allows streamlined selection of experts (e.g. checking conflicts of interest) Threshold at stage 1 will regulate success rate at stage 2 Stage 2 proposals will account for ca. 3X available budget "Generalised feedback" to successful stage 1 applicants Ensures level playing field, while benefiting from experts' comments Unsuccessful applicants continue to get a full ESR *Note: Standard limit for full RIA/IA proposals=70 pages; with certain exceptions: FET (7,15,35); Smart Cities(150); RI (100)

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20 Tools to build a consortium Have a look on CORDIS at the FP7 and H2020 projects funded in the field of your interest: Upload your profile and/or partner search on the NCPs Networks websites, e.g.: NMPB: ICT: Space: Health: Food security, Sustainable Agriculture, Marine and Maritime Research and the Bioeconomy: Energy: Transport : Climate action, environment, resource efficiency and raw materials: Inclusive, innovative and reflective societies: Secure society: Be active on LinkedIn groups: Use your previous relationships with European organizations.

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30 Participant Identification Code

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38 Start with a catchy title and acronim! No partners list at stage 1 in proposals with a 2-stage evaluation process.

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40 1. EXCELLENCE

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42 42 Your proposal must solve the issues identified in the EU policies. Never give the impression that you are writing a project because trying to get funded!

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44 General objective Specific objectives 44

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51 On stakeholders/end users involvement Projects need to demonstrate: How their objectives and planning are targeted to the needs/problems and opportunities of end-users; Complementarity with existing research and best practices; What is the project added value? Avoid recycling projects: repetition or continuation of former projects. Sufficient involvement of key actors with complementary types of knowledge (scientific and practical) should be reflected in the composition of the project consortium to reach the project objectives and make its results broadly implemented. Include partners beyond scientists, such as end users. Consider the involvement of multipliers to strenghten impact.

52 On stakeholders/end users involvement As a minimum projects should result in substantial easily understandble practical knowledge for broad dissemination. Focus on concrete and concisely written results: possibly best practices resulting from the project work; some qualitative audio-visual material. Facilitation/mediation between actors and involving for instance RD operational groups are strongly recommended.

53 Demand-driven innovation in projects Public engagement/end users involvement/ multiactor approach are more than a strong dissemination requirement or a broad stakeholder board A clear role for the different actors in the work plan, from the participation in the planning of work and experiments, their execution up until the dissemination of results and the possible demonstration phase. Project proposals should illustrate sufficient quantity and quality of knowledge exchange activities. ACTOR: a partner taking part in the project activities. STAKEHOLDER: a person expressinf a view/stake at a certain moment during the project.

54 Best practice examples Projects SC 7 Security - CITYCoP: Citizen Interaction Technologies Yield Community Policing - Call: H2020-FCT-2014 These ICT solutions will also be designed from scratch to be fully compliant with strict privacy and data protection laws. A training scheme, including use of serious games, will be developed to assist training of officers and citizens in use of the app and portal. CITYCoP will benefit from a multidisciplinary approach that will include the sociology of community policing as well as cognitive science perspectives of the citizen s interaction with community and LEAs through technology. LEIT NMP - NANORESTART NANOmaterials for the REStoration of works of ART Call NMP The project brings together specialists in chemistry, materials science, art conservation, art restoration as well as museum curators and cultural heritage educators. They will priorities and assess the new materials on modern and contemporary artefacts in urgent need of conservation, then disseminate the knowledge among conservators on a worldwide perspective. The market for conservation of this heritage is estimated at some 5 billion per year and could increase by a significant factor in the next years due to the wider use of nanomaterials. 54

55 Technology Readiness Levels (TRL) Where a topic description refers to a TRL, the following definitions apply, unless otherwise specified: TRL 1 basic principles observed TRL 2 technology concept formulated TRL 3 experimental proof of concept TRL 4 technology validated in lab TRL 5 technology validated in relevant environment (industrially relevant environment in the case of key enabling technologies) TRL 6 technology demonstrated in relevant environment (industrially relevant environment in the case of key enabling technologies) TRL 7 system prototype demonstration in operational environment TRL 8 system complete and qualified TRL 9 actual system proven in operational environment (competitive manufacturing in the case of key enabling technologies; or in space) The types of action RIA and IA refer INDICATIVELY to: RIA up to TRL 6 IA up from TRL 6 to TRL 9

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57 XXX XXX XXX YYY YYY XXX XXX YYY YYY XXX XXX National or international R&I activities linked with the project YYY XXX XXX YYY YYY

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60 Remember: Equal score priority (WP Annex H): Coverage of WP Criteria Excellence > Impact (RIA & CSA) Impact > Excellence (IA,SME) Size of budget to SMEs Gender

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63 2. IMPACT

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65 2.1.2 ANY SUBSTANTIAL USE THAT WOULD INHANCE INNOVATION CAPACITY Innovation potential How much benefit (innovation) can the project results potentially deliver? Innovation capacity Do the project results have the potential to stimulate further innovations, and/or increase the amount of benefits delivered? Can the project results be used in other areas (beyond the project objectives)?

66 2.1.3 ANY ENVIRONMENTAL ( ) IMPACT Climate action is a cross-cutting priority under the Horizon 2020 programme and projects from across the programme are expected to contribute to it. Climate action is meant as: Mitigation of climate change (i.e. contribution to the reduction of greenhouse gas emissions), adaptation to the impacts of climate change by building resilience (e.g. regarding floods, droughts, extreme weather events etc), understanding the underlying causes of climate change. A list of activities supporting climate action can be found in the H2020 Online Manual. (e.g. energy efficiency, energy savings or energy recovery in any sector; low-carbon technologies, manufacturing processes, goods & services; reducing road & air traffic emissions; encouraging cycling, walking & use of public transport systems; building resilience & reducing vulnerability to climate-related disasters (heatwaves, floods, extreme weather events, etc.), covering any sector including transport, energy, supply chains, communication networks & other infrastructure, planning, insurance; risk prevention & risk/disaster management, ICT for early warning systems)

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75 Open access to scientific publication and research data in the wider context of dissemination and exploitation

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80 Misconceptions about OA to scientific publications In the context of research funding, OA requirements in no way imply an obligation to publish results. The decision on whether or not to publish lies entirely with the fundees. Open Access becomes an issue only if publication is elected as a means of dissemination. OA does not interfere with the decision to exploit research results commercially, e.g. through patenting.

81 Mandate on OA to publications The detailed legal requirements on Open Access to publications are contained in article 29.2 of the Model Grant Agreement. Under Horizon 2020, each beneficiary must ensure open access to all peer-reviewed scientific publications relating to its results. In order to comply with this requirement, beneficiaries must, at the very least, ensure that their publications, if any, can be read online, downloaded and printed. However, as any additional rights such as the right to copy, distribute, search, link, crawl, and mine increase the utility of the accessible publication, beneficiaries should make every effort to provide for as many of them as possible.

82 * Updated list for available in the guidelines : *

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89 Timing: communication, dissemination and exploitation Communication Dissemination Project Exploitation

90 Remember: From the European Commission point of view, good dissemination and communication means: A better understanding and an increased awareness by stakeholders and the general public of the opportunities offered by the EC, and ultimately an enhanced recognition of the added value of EU funded actions.

91 3. IMPLEMENTATION

92 What to do: Identify 3/4 proposal phases (definition, development, demonstration, evaluation) Divide the proposal phases into WPs/Tasks Establish a relationship among different components (WPs) Set the WPs timing Set the partners roles in each WP/task Allocate work (count on WP Leaders contribution! The WP Leader coordinates the collection of partners contributions) WORK PACKAGES LIST DELIVERABLES/MILESTONES LIST WORK BREAKDOWN STRUCTURE (WBS)/PERT GANTT

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94 3.1 Work plan GANTT CHART What the various activities are When each activity begins and ends How long each activity is scheduled to last Where activities overlap with other activities, and by how much The start and end date of the whole project SHOW THE DEPENDENCY/RELATIONSHIPS BETWEEN ACTIVITIES CAN BE USED TO SHOW CURRENT SCHEDULE STATUS USING PERCENT- COMPLETE SHADINGS CONTROL POINT IN THE TIME SCHEDULE 94

95 GANTT CHART EXAMPLES 95

96 3.1 Work plan PERT DIAGRAM explicitly defines and makes visible dependencies (precedence relationships) between the work breakdown structure elements facilitates identification of the critical path and makes this visible reduces overlapping of activities and tasks 96

97 3.1 Work plan WORK PACKAGE WORK PACKAGE LEADER Include distinct work packages on MANAGEMENT and DISSEMINATION. Do not exceed with the number of work packages (max 7), tasks and deliverables (ideally one per task). For every task identify a task leader and task supporters. No graphs in the work packages table.

98 A DELIVERABLE IS A DISTINCT OUTPUT OF THE PROJECT, MEANINGFUL IN TERMS OF THE PROJECT'S OVERALL OBJECTIVES AND CONSTITUTED BY A REPORT, A DOCUMENT, A TECHNICAL DIAGRAM, A SOFTWARE ETC. Quantifiable Delivery date The deliverables of all the work packages are gathered in a comprehensive table (T3.1 below) specifying their main features. 98

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105 3.2 MANAGEMENT STRUCTURE AND PROCEDURES SHAPE THEM ON THE COMPLEXITY AND SCALE OF THE PROJECT CSA with 6 partners, EC contribution, 36 months duration (2 reporting periods) CP/CSA with 21 partners, EC contribution, 48 months duration (4 reporting periods) The coordinator is the one mainly involved in the MNG activities, but other partners also contributes with minor efforts (es. reporting) The coordinator is supported by a Project Management Office and the WP Leaders in the MNG activities (the PMO is a beneficiary, while the WP Leaders are involved because part of the Steering Committee)

106 3.2 MANAGEMENT STRUCTURE AND PROCEDURES TABLE 3.2a LIST OF MILESTONES MILESTONES ARE CONTROL POINTS IN THE PROJECT THAT HELP TO CHART PROGRESS: may correspond to the completion of a key deliverable, allowing the next phase of the work to begin, may be needed at intermediary points so that, if problems have arisen, corrective measures can be taken, may be a critical decision point in the project where, for example, the consortium must decide which of several technologies to adopt for further development.

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108 INNOVATION MANAGEMENT Highlight, among other things: the driving forces behind innovation, the importance not only of products and processes but also of marketing and organisational practices, the role of linkages and diffusion, and the view of innovation as a system.

109 INNOVATION MANAGEMENT Explain and/or use a diagram to show: Innovation management and linkages in the projet consortium, Linkages with external actors, such as other firms and public research institutions, The institutional framework in which firms operate; The role of demand.

110 RISK MANAGEMENT Project costs estimates Activity duration estimates Stakeholders register Quality Dissemination and communication management Environmental factors Organizational process assets Risk management

111 TABLE 3.2b CRITICAL RISKS FOR IMPLEMENTATION EXAMPLES

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113 FOCUS ON: EACH PARTNER S WELL DEFINED ROLE (COMPLEMENTARITY VERTICAL PARTNERSHIP) MAPPING OF EXPERTISES (TABLE?) DIFFERENT TYPES OF ORGANISATIONS (UNIVERSITIES, SMES, PUBLIC BODIES, ETC )/ GEOGRAPHICAL DISTRIBUTION (NEW MEMBER STATES? THIRD COUNTRIES?...) LINK PROJECT RESULTS TO PARTNERS INVOLVEMENT OF EXTERNAL STAKEHOLDERS (E.G. ADIVISORY COMMITTEE, END USERS: EVALUATION COMMITTEE) MULTIACTOR APPROACH

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117 4. MEMBERS OF THE CONSORTIUM

118 SECTION 4 MEMBERS OF THE CONSORTIUM PARTICIPANTS THIRD PARTIES

119 The information provided here will be used to judge the operational capacity. The information provided here will be used to judge the operational capacity.

120 5. ETHICS & SECURITY

121 5.1 ETHICS If you have entered any ethics issues in the ethical issue table in the administrative proposal forms, you must: 1. submit an ethics self-assessment, which: describes how the proposal meets the national legal and ethical requirements of the country/ies where the tasks raising ethical issues are to be carried out; explains how you intend to address the ethical issues as regards: o research objectives (e.g. dual use) o research methodology (e.g. consent procedures, protection of any data o collected, etc.) the potential impact of the research (e.g. dual use issues, environmental damage, stigmatisation of particular social groups, political or financial retaliation, malevolent use, etc.). 2. provide the documents that you need under national law, e.g. an ethics committee opinion; the document notifying activities raising ethical issues or authorising such activities. If these documents are not in English, you must also submit an English summary of them. If you request these documents specifically for the project, your request must contain an explicit reference to the project title.

122 5.1 ETHICS Ethics is important (single & second stage) Ethics issue table (Part A), see guidance on ethics issues identification Ethics section- self-assessment (Part B) Ethics review for proposals selected for funding: Ethics screening (by default) Ethics assessment (when serious issues have been identified and deeper analysis is necessary) If information on ethics is missing or incomplete, it will slow down the grant preparation and additional ethics requirements will have to be fulfilled before the research activity can start. If your proposal is not given ethics clearance, it is not eligible for funding and will be rejected.

123 5.2 SECURITY Please indicate if your project will involve: activities or results raising security issues: (YES/NO) EU-classified information as background or results: (YES/NO)

124 Thank you! APRE Agenzia per la Promozione della Ricerca Europea via Cavour, Roma Tel. (+39) Fax. (+39) Miriam de Angelis mdeangelis@apre.it