How to write a successful proposal

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1 How to write a successful proposal Di Rosa Matteo H2020 NCP - Climate Action, Environment, Resource Efficiency and Raw Materials (SC5) 15 Luglio 2014 Firenze

2 What is my Idea? What is the organisation STRATEGY? How does MY research fit in H2020? What are the FUNDING opportunities? What is a REALISTIC choice for me? What can I OFFER to a European project? 2

3 Prima Sfida IL TEMPO 3

4 Estimation of efforts EC survey on Administrative costs for managing FP7 grants Average time to find a suitable call for proposal: 10 hours but 1 hour (or less) for experienced participants Average time to build partnership: 16 hours per partner + meetings (if relevant) except when continuation of a previous project Average time coordinators spend to write the proposal: 190 hours, depending on experience and project size

5 Timeline: Dall idea al progetto Idea progettuale Preparazione della proposta Dai 3 ai 6 mesi Sottomissione dela proposta

6 Timeline: Dall idea al progetto Sottomissione della proposta? Dai 2 ai 4 mesi Prima indicazione della Commissione Europea

7 Timeline: Dall idea al progetto Prima indicazione della Commissione Europea Negoziazione Dai 2 ai 3 mesi Firma del Grant Agreement

8 Timeline: Dall idea al progetto Firma del GA Kick-off Meeting Period Reports Dai 3 ai 5 anni Chiusura del progetto

9 Timeline: Dall idea al progetto Idea progettuale Dai 4 ai 6 anni Chiusura del progetto

10 Seconda Sfida DOCUMENTAZIONE

11 Documentazione Bando di gara Call for proposal Programma di Lavoro Work programme Guida ai proponenti Guide for applicant Doc. ESSENZIALI Regole di Partecipazione Rules for the participation Contratto tipo Model Grant Agreement

12 Dove trovare questa documentazione?

13 Strumenti: Participant portal Visitare Participant Portal

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16 Strumenti: Participant portal L accesso al participant Portal richiede un account ECAS (European Commission Authentication Service) N.B. L indirizzo indicato nel SEP in fase di proposta è utilizzato per identificare gli utenti e accreditarli con i relativi diritti Creazione di un account ECAS https://webgate.ec.europa.eu/cas/eim/external/register.cgi

17 Strumenti: Participant portal

18 Terza sfida IDENTIFICAZIONE DEL TOPIC

19 A strategic programming approach Work programme preparation based on guidance obtained from a strategic programming exercise To increase impact of the funding, and a more integrated approach - where should resources be focused in first 2 years? Boosting growth & jobs remains the leitmotif - Horizon 2020 can make a significant contribution to this effort Focus areas identified, each covered by a specific call Cutting across sectors; supporting full innovation chain; portfolio approach But many other important calls outside the focus areas Research and Innovation

20 Horizon 2020 is different A strong challenge-based approach, allowing applicants to have considerable freedom to come up with innovative solutions Simplified list of possible types of action (e.g. research and innovation -100%; innovation actions - 70%, ) Less prescription, strong emphasis on expected impact Broader topics Cross-cutting issues mainstreamed (e.g. social sciences, gender, international ) Research and Innovation

21 Work Programme structure General introduction Strategic Programming, cross-cutting aspects Excellent Science (not ERC) Industrial Leadership Societal Challenges Science with and for Society Widening Participation General Annexes Status of countries; eligibility & evaluation criteria; types of action etc. Series of calls: scene-setter topics call conditions Research and Innovation

22 Work Programme topics Structure reflects the challenge based approach - 3 elements: Specific Challenge o sets the context, the problem to be addressed, why intervention is necessary Scope o delineates the problem, specifies the focus and the boundaries of the potential action BUT without overly describing specific approaches Expected Impact o describes the key elements of what is expected to be achieved in relation to the specific challenge Research and Innovation

23 ESEMPIO 23

24 Quarta Sfida IDENTIFICAZIONE DEL TIPO DI PROGETTO

25 STRUMENTI H2020 (richiamo esplicito al Regolamento Finanziario) RESEARCH AND INNOVATION ACTION INNOVATION ACTION NEW COORDINATION AND SUPPORT ACTIONS PROGRAMME CO-FUNDING ACTIONS SME-INSTRUMENT NEW PRE-COMMERCIAL PROCUREMENT (PCP) PUBLIC PROCUREMENT OF INNOVATIVE SOLUTIONS (PPI) PREMI NEW

26 ESEMPIO 26

27 Tipologie di attività 27

28 ATTIVITA DI RICERCA (RTD) Attività rivolta alla creazione di nuove conoscenze, nuove tecnologie e nuovi prodotti Attività rivolta ad ampliare la conoscenza scientifica e tecnologica non direttamente collegata ad obiettivi commerciali o industriali

29 ATTIVITA DI DIMOSTRAZIONE (DEM) Attività finalizzate a provare l utilizzabilità di nuove tecnologie che presentano un potenziale vantaggio economico, ma che non possono essere commercializzate direttamente Disegno e assemblaggio di prototipi Test di validazione Infrastrutture di validazione (p.es. Galleria del vento) Precertificazioni per test

30 ATTIVITA DI MANAGEMENT (MGT) (1) I costi sostenuti per il Management del progetto possono essere rimborsati fino al 100% (rispetto al 6PQ non esiste più il vincolo del 7% calcolato sul contributo comunitario). NO coordinamento scientifico (attività di ricerca)

31 ATTIVITA DI MANAGEMENT (2) I costi sostenuti per il Management comprendono: Gestione del partenariato (legale, etica, amministrativa e finanziaria Certificazione della rendicontazione (se prevista) Spese per mantenimento Consortium Agreement Gestione dei bandi lanciati dal consorzio (se previsti)

32 OTHER ACTIVITIES Altre attività previste dai CP sono: Attività direttamente correlate agli obiettivi del progetto, con potenziale impatto sul risultato del progetto (Es. dibattiti e iniziative su questioni etiche, di genere, socio-economiche, ecc) Attività di training dei ricercatori e del personale coinvolto nel progetto Attività di disseminazione dei risultati della ricerca, considerate tasks integranti il progetto, in particolare:

33 Quinta Sfida DISEGNIAMO IL PROGETTO 33

34 Outline idea Describe on 1/2 page the following What is the problem? What are the goals? What is your innovative solution? Problem State of the art Innovation! Goal 34

35 Summary When assessing a proposal, reviewers use the summary as a template or guide to the document. Their impressions of the summary are critical. Program directors frequently rely on the summary when choosing ad hoc reviewers. Summaries also are used later to remind evaluators of the key elements in the design and of the expected outputs. This role is particularly important for prosopals being formally evaluated, and it may be referred to repeatedly during review panel discussions 35

36 Sesta Sfida STRUTTURIAMO IL PROGETTO 36

37 Structuring a project Define clear objectives WHY? Objectives, NON results!! Define results WHAT? Measurable deliverables Plan activities WHEN? Work Packages, Gantt chart, Pert chart, etc. Responsabilities WHO? Each partner = role and responsability Allocate resources HOW MUCH? to activities and partners 37

38 Settima Sfida OBIETTIVI 38

39 Objectives: WHY? Define the objectives in the European political contest General Objectives Long term: beyond the duration of the project Improve, strenght, facilitate, realize Specific Objectives To be realized during the project implementation Testing, pilot plant, develop new knowledge,

40 Goal vs. Objective Meaning Goal The purpose toward which an endeavor is directed. Objective Something that one's efforts or actions are intended to attain or accomplish; purpose; target. Example Action I want to achieve success in the field of genetic research and do what no one has ever done. Generic action, or better still, an outcome towards which we strive. I want to complete this thesis on genetic research by the end of this month. Specific action - the objective supports attainment of the associated goal. Goals may not be strictly measurable Measure or tangible. Time frame Longer term Must be measurable and tangible. Mid to short term 40

41 General vs Specific General objectives are broad and long-term. Specific objectives are short term and narrow in focus. The general objective is met through accomplishing each of the specific objectives. Example : General Objective: Tom will increase profits in the lawn care division from ten thousand dollars annually to ten thousand, five hundred dollars by 1/15/2010. Specific objectives: John will increase his monthly customer contacts for 40 to 65 or more by 5/1/08. John will circulate 100 promotional flyers in at least 5 new counties by 2/2/09. John will make follow up calls to at least 90% of the counties targeted above by 4/1/09. John will increase his work hours from 20 to 25 or better beginning 4/1/09.

42 General Objectives Organisations (PU/PRI) Enhancement / Profit! European Union Policies of the Community! Improving profit Enhancing innovation Improving efficiency Cost reduction Formare il personale Migliorare l immagine Enter new market Translate your own objectives into the political objectives of the EC generate growth job creation protecting the environment Creating industrial leadership move towards a low-carbon economy investing in skills & training modernising labour markets and welfare systems Increase the competitiveness of EU

43 Example: General objectives: The aim of ESTERPHARMA is development of competitive and eco-friendly biotechnological routes for production of molecules with pharmacological (antimicrobial, antiviral, anti-inflammatory and/or antitumour) activity. Specific objectives: Optimizing enzyme production, bringing the production of 4 native and 1 improved fungal feruloyl esterases and 2 native and 1 improved fungal glucuronoyl esterase from lab scale to fermentation level at 5-20 l scale with a production level of at least 10 mg/l. Developing improved downstream processes and methods for enzyme formulation and immobilisation: achieving at least 2-fold increase in conversion yield by using enzymatic cocktails, and developing immobilised biocatalysts recyclable at least ten times...

44 Gli obiettivi devono essere: S M A R T Specific Measurable, verifiable Achieveable Relevant Timeliness

45 Obiettivi S.M.A.R.T Specifico, cioè che non lascia spazio ad ambiguità; Misurabile senza equivoci e verificabile in fase di controllo; raggiungibile (dall'inglese Achievable), poiché un obiettivo non raggiungibile demotiva all'azione allo stesso modo di uno facilmente raggiungibile; Rilevante da un punto di vista organizzativo, cioè coerente con la mission aziendale; definito nel Tempo. 45

46 Ottava Sfida RISULTATI 46

47 Results: WHAT? Main results Primary goals to realise the project objectives Detailed results Intermediary results necessary for the achievement of the main results (deliverables) Used for monitoring the project implementation Material: prototype of platform, software, publications, report Immaterial: new knowledge (in report), proven added value. QUANTIFY E QUALIFY! 47

48 Nona Sfida CHI FA COSA 48

49 Ricerca Partner Una volta organizzato il lavoro identifica chi può far cosa 49

50 Ricerca Partner Dove cercarli? Rubrica Personale Google Cordis Rete NCPs Specifici siti web* Eventi

51 Useful link CORDIS Partner Service Idealist Partner Search (ICT) Partner Search of Nanosciences and nanotechnologies, Materials and new Production technologies (NMP) Fit for Health IMI Partner Search Enterprise Europe Network Cooperation Opportunities Database 51

52 Ricerca Partner Cordis

53 Ricerca Partner Ecoweb

54 Ricerca Partner Brokerage? Concept 1 Concept 2 Brief presentations of potential projects and of skills Spontaneous bilateral meetings at brokerage To book in advance bilateral meetings with potential partners via a internet tool (matchmaking) Planned bilateral meetings at the brokerage event

55 Ricerca Partner Partner Search? Il servizio ricerca partner di APRE è provvisto di due funzioni:

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59 Ricerca Partner Partner Search? Il Consorzio è incoraggiato a coinvolgere nel progetto di ricerca tutti i principali stakeholders, per esempio Associazioni dei consumatori, produttori, cooperative, Organizzazioni per la tutela degli animali, giuristi, ecc Tutte queste attività costituiscono un VALORE AGGIUNTO per il progetto

60 Responsability: WHO? Principal partners each partner has a clearly defined role Link the risults to project partners Complementariety Different types Involvement of external stakeholders Users: Evaluation Committee Advisory committee Consortium agreement 60

61 Roles in the project Official roles Coordinator Partner Practical roles Technology/solution Developer End user Training specialist Project manager Dissemination expert..

62 MNG STRUCTURE/PROCEDURES GOVERNANCE Decision making and/or executive bodies, their composition, Their competencies (coordination, monitoring, decision-making) procedures for appointment, Timing and modalities for meetings, Voting rules (unanimously, majority) Procedures for GA/CA revision Decisions related to defaulting or leaving parties, access of new beneficiaries

63 GOVERNANCE BODIES GENERAL ASSEMBLY (all partners; the consortium in the GA) EXECUTIVE COMMITTEE (or Management Board) (coordinator+ WP leaders) SUB WP MANAGEMENT BOARD (all partners or WP leaders) OTHER SPECIFIC BOARDs (IPR; GENDER; ETHICAL aspects etc.)

64 You are only part of the puzzle Always look for Balance, Complementarity, Excellence, Commitment Create your consortium in line with the project objectives 64

65 Decima Sfida COME ORGANIZZARE IL LAVORO 65

66 Work Breakdown Structure Decomposition of a project into smaller components. It defines and groups a project's discrete work elements in a way that helps organize and define the total work scope of the project WBS is developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration and responsibility (e.g. tasks, subtasks and work packages) which include all steps necessary to achieve the objective

67 Planning activities: WHEN? Visibility of the work: Work Breakdown Structure (WBS) Work Packages (WP) Tasks (T) Flow chart (Pert Chart) Bar/Gantt Chart Milestones Management basis (monitoring) 67

68 Il diagramma di Pert Rappresentazione delle interdipendenze tra le attività (solitamente tra WP) Lo scopo di tale rappresentazione è: definire il "cosa fare in modo logico attraverso un diagramma di flusso Esempio: 68

69 Il diagramma di Gantt Rappresentazione temporale delle attività (WP e T) Lo scopo del diagramma di Gantt è di definire: il "cosa fare" in una certa quantità di tempo (durata) un riferimento per il controllo dell'avanzamento eventi o date chiave (milestones) 69

70 Milestones Are control points where decisions are needed with regard to the next stage of the project. For example, a milestone may occur when a major result has been achieved, if its successful attainment is required for the next phase of work. Another example would be a point when the consortium must decide which of several technologies to adopt for further development. 70

71 Decima Sfida RISORSE 71

72 Allocate resources: HOW MUCH? Realistic Budget : AFTER the definition of: results, activities and roles of the partners Activities Eligible costs: Personnel Travel/subsistence Material/equipment Overheads Subcontract 72

73 Simplified Funding Model 1 reimbursement rate by action (same rate for all beneficiaries and all activities): Up to 100% for Research and Innovation actions Up to 70% for innovation (non-profit entities up to 100%) and programme co-fund actions 1 method for calculation of indirect costs: Flat rate of 25% of total direct costs, excluding subcontracting, costs of third parties and financial support to third parties If provided in WP, lump sum or unit costs Funding of the action not exceed total eligible costs minus receipts

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84 EX.: RTD PROJECT IN FP7 RTD Demonstration Management Other (100% Funding Indirect reimbursement reimbursement) EU (50% (100% reimburse- Participant rate Total costs ) ment) contribution short name for costs metho Indirect Direct rect Direct rect Direct rect Indi- Indi- Indi- RTD d Direct % costs costs costs costs costs costs costs costs University A 75 60% Foundation 50 20% B University C 75 Simplif ied SME D 75 60% Enterprise E 50 Real SME F 75 Real Total

85 EX.: RESEARCH & INNOVATION ACTION IN H2020 Participant short name Estimated eligible costs Indirect costs (25%) Total costs EU contribution (100%) Direct costs University A Foundation B University C SME D Enterprise E SME F Total

86 EX.: DEMONSTRATION PROJECT IN FP7 Participant short name Funding rate for RTD % Indirect costs method RTD Demonstra-tion (50% reimbursement) Management (100% reimbursement) Other (100% reimbursement) Direct costs Direct costs Direct costs Direct costs University A 75 60% Enterprise B 50 20% University C 75 Simpli-fied EU contribution Indirect costs Indirect costs Indirect costs Indirect costs Total costs SME D 75 60% Enterprise E 50 Real SME F 75 Real Total

87 EX.: INNOVATION ACTION IN H2020 Participant short name Estimated eligible costs Indirect costs (25%) Total costs Requested EU contribution (70%) Direct costs University A ,5 Enterprise B ,5 University C ,5 SME D ,5 Enterprise E ,5 SME F ,5 Total

88 RICAPITOLANDO: COSTI ELEGGIBILI tutti i costi eleggibili che possono essere ricondotti all attivita progettuale eleggibilita dell iva, se non recuperabile (richiamo implicito al regolamento finanziario) possibilita di utilizzare costi medi del personale, se in linea con le procedure contabili dell ente possibilita di rendicontare bonus payment, se previsto dal regolamento interno dell ente, nei limiti di 8000 /anno/persona

89 Ineligible costs Future losses or charges Exchange losses Costs related to return on capital Costs reimbursed in respect of another Union action or programme Debt and debt service changes and excessive or reckless expenditure

90 Undicesima Sfida ISTANZA DI LAVORO 90

91 SEP: Goal To allow electronic submission and evaluation of research proposal in answer to a call for proposals for Horizon 2020, using FP7/CIP for initial partial deployments. Access to the service from the Call Page Data confidentiality to guarantee Since call launch to a strict deadline Proposals are composed of: Part A is the administrative information; Part B, a PDF document with the scientific and technical content; Optionally, they may be additional documents.

92 SEP Submission: what is it? A wizard to create the proposal: A list of participants A set of structured forms (Legal, Partners Pre registration Financial ) A set of documents to attach Structured Form and documents Submit

93 93

94 Identifying yourself If you already have an ECAS account - login 94

95 Identifying yourself 95

96 Identifying yourself If you do not have an ECAS account - register 96

97 Roles Proposal Coordinator. The Proposal Coordinator acts as the single point of contact between the participants and the Commission for the respective proposal. The Proposal Coordinator is generally responsible for the overall planning of the proposal; for building up the consortium that will do the work, and (s)he is always the first participant. Note that for some calls, only one participant is needed and the participant will be the Proposal Coordinator of the given proposal by default Partner. If you are a Partner to a proposal, you will be invited by the Proposal Coordinator to fill the administrative forms that contain the contact and address details. Most of the fields will be pre-filled with data already supplied by the Commission systems in order to save time and to ensure better data quality Referee. For some calls (Marie Skáodowska-Curie Actions / Mobility Actions) you might be invited to participate to the proposal cycle as a Referee. The Referee is the person designated by the Proposal Coordinator (fellow) that assesses the participant quality to the Commission services by submitting a reference letter. The Referee does not need to read or contribute to the proposal and his/her assessment is not visible to the Proposal Coordinator. Contact Person. As an option, you as a Proposal Coordinator or as a Partner may decide to delegate some of the work on filling in or reviewing your parts of the proposal submission forms to one or more additional Contact Persons. You can grant each Contact Person full access rights or read-only access to the forms data. A Contact Person will only be entitled to edit/view the parts of the proposal that his/her organisation is responsible for. 97

98 Roles 98

99 Roles 99

100 The second step: selecting the type of action 100

101 Organisation PIC 101

102 Organisation PIC Search by PIC number 102

103 Organisation PIC Search by organisation name 103

104 Acronym, abstract and evaluation related codes Once the prime organisation (proposal coordinator) is known and identified, essential details on the proposals must be provided. These details will be used by the Commission service to plan the evaluation. In general, the following is requested: 104

105 managing other participants to the proposal Add other participants Delete a participant Reorder the participants Add a Contact 105

106 participants 106

107 forms, files and submit 107

108 Edit form 108

109 REGISTRATION PIC

110 REGISTRATION HOW TO GET A PIC The registration can be carried out by anyone in the legal entity No need of special username/password A temporary PIC is provided at the end of the registration process and may be used for the proposal submission after 48 hours During the registration no check about double registrations; it will be done during the negotiation

111 PROPOSAL WRITING TIPS

112 Un pò di LOBBY PRIMA DELLA PRESENTAZIONE DEL PROGETTO!! Confrontare con gli NCP, la Delegazione e i funzionari della Commissione la consistenza della vostra idea progettuale

113 Soddisfare.. CIASCUN criterio di valutazione Titolo accattivante, acronimo Sintesi organica del progetto (obiettivi, risultati, approccio R&D, partnership, utilità dei risultati, sfruttamento) Convincente background e stato dell arte Chiarire obiettivi, metodi, risultati e deliverables Un piano di lavoro ben strutturato Un appropriata struttura del management Un piano dettagliato per l implementazione e lo sfruttamento dei risultati Una descrizione realistica dei costi Un consorzio bilanciato (ruoli, qualifiche)

114 Educate i valutatori Non considerate solo gli aspetti scientifici (non è uno scientific paper!) Ma anche quelli politici, economici e sociali! E dimostrate la vostra preparazione anche su questi temi con dati e cifre

115 Dodicesima sfida COMPILIAMO LA DOCUMENTAZIONE UFFICIALE 115

116 European Commission - Research - Participants Proposal Submission Forms Directorate-General for Research and Innovation Proposal ID 1 - General information Acronym Topic Call identifier Type of action Acronym Proposal title* Duration in months Fixed keyword 1 Max 200 characters (with spaces). Must be understandable for non-specialists in your field. Estimated duration of the project in full months. Add Free keywords Enter any words you think give extra detail of the scope of your proposal (max 200 characters with spaces). Abstract Short summary (max. 2,000 characters, with spaces) to clearly explain: the objectives of the proposal how they will be achieved their relevance to the work programme. Will be used as the short description of the proposal in the evaluation process and in communications with the programme management committees and other interested parties. Do not include any confidential information. Use plain typed text, avoiding formulae and other special characters. If the proposal is written in a language other than English, please include an English version of this abstract in the Technical Annex section.

117 Budget for the proposal Participant Country (A) Direct personnel costs/ (B) Other direct costs/ (C) Direct costs of subcontractin g / (D) Direct costs of providing financial support to third parties/ (E) Costs of inkind contributi ons not used on the beneficiar y's premises/ (F) Indirect Costs/ (=0.25(A+B-E)) (G) Special unit costs covering direct & indirect costs (H) Total estimated eligible costs/ (=A+B+C+D +F +G) (I) Reimbursement rate (J) Max. grant / (=H*I) (K) Requested grant / Total

118 Excellence 1.1 Objectives Describe the specific objectives for the project 1, which should be clear, measurable, realistic and achievable within the duration of the project. Objectives should be consistent with the expected exploitation and impact of the project (see section 2).

119 Excellence 1.2 Relation to the work programme Indicate the work programme topic to which your proposal relates, and explain how your proposal addresses the specific challenge and scope of that topic, as set out in the work programme.

120 Excellence 1.3 Concept and approach Describe and explain the overall concept underpinning the project. Describe the main ideas, models or assumptions involved. Identify any transdisciplinary considerations; Describe the positioning of the project e.g. where it is situated in the spectrum from idea to application, or from lab to market. Refer to Technology Readiness Levels where relevant. (See General Annex G of the work programme); Describe any national or international research and innovation activities which will be linked with the project, especially where the outputs from these will feed into the project; Describe and explain the overall approach and methodology, distinguishing, as appropriate, activities indicated in the relevant section of the work programme, e.g. for research, demonstration, piloting, first market replication, etc; Where relevant, describe how sex and/or gender analysis is taken into account in the project s content

121 Excellence 1.4 Ambition Describe the advance your proposal would provide beyond the state-of-theart, and the extent the proposed work is ambitious. Your answer could refer to the ground-breaking nature of the objectives, concepts involved, issues and problems to be addressed, and approaches and methods to be used. Describe the innovation potential which the proposal represents. Where relevant, refer to products and services already available on the market. Please refer to the results of any patent search carried out.

122 Impact 2.1 Expected impacts Describe how your project will contribute to: the expected impacts set out in the work programme, under the relevant topic; improving innovation capacity and the integration of new knowledge (strengthening the competitiveness and growth of companies by developing innovations meeting the needs of European and global markets; and, where relevant, by delivering such innovations to the markets; any other environmental and socially important impacts (if not already covered above) Describe any barriers/obstacles, and any framework conditions (such as regulation and standards), that may determine whether and to what extent the expected impacts will be achieved. (This should not include any risk factors concerning implementation, as covered in section 3.2.)

123 Impact 2.2 Measures to maximise impact a) Dissemination and exploitation of results Provide a draft plan for the dissemination and exploitation of the project's results (unless the work programme topic explicitly states that such a plan is not required). For innovation actions describe a credible path to deliver the innovations to the market. The plan, which should be proportionate to the scale of the project, should contain measures to be implemented both during and after the project Explain how the proposed measures will help to achieve the expected impact of the project. Include a business plan where relevant. Where relevant, include information on how the participants will manage the research data generated and/or collected during the project, in particular addressing the following issues: What types of data will the project generate/collect? What standards will be used? How will this data be exploited and/or shared/made accessible for verification and reuse? If data cannot be made available, explain why. How will this data be curated and preserved? Outline the strategy for knowledge management and protection. Include measures to provide open access (free on-line access, such as the green or gold model) to peerreviewed scientific publications which might result from the project

124 Impact b) Communication activities Describe the proposed communication measures for promoting the project and its findings during the period of the grant. Measures should be proportionate to the scale of the project, with clear objectives. They should be tailored to the needs of various audiences, including groups beyond the project's own community. Where relevant, include measures for public/societal engagement on issues related to the project.

125 Implementation 3.1 Work plan Work packages, deliverables and milestones Please provide the following: brief presentation of the overall structure of the work plan timing of the different work packages and their components (Gantt chart or similar); detailed work description, i.e.: a description of each work package (table 3.1a); a list of work packages (table 3.1b); a list of major deliverables (table 3.1c); graphical presentation of the components showing how they inter-relate (Pert chart or similar).

126 Implementation 3.2 Management structure and procedures Describe the organisational structure and the decision-making ( including a list of milestones (table 3.2a)) Explain why the organisational structure and decision-making mechanisms are appropriate to the complexity and scale of the project. Describe, where relevant, how effective innovation management will be addressed in the management structure and work plan. Describe any critical risks, relating to project implementation, that the stated project's objectives may not be achieved. Detail any risk mitigation measures. Please provide a table with critical risks identified and mitigating actions (table 3.2b)

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