Do partners have to contribute to the costs of the project?
Yes. At least 40 % of a project’s costs should be supported by the main partner and the associated partners. The financial contribution by the EC under this programme can, in principle, be only up to 60 % of the eligible costs per participant. In exceptional cases, where a project has a highly significant European added value, a maximum co-financing of 80 % of eligible costs can be envisaged. In these exceptional cases, the own contribution is 20%. It is important to know that only 10% of the total number of funded projects may receive a co-financing above 60%.
How can the main and associated partners financially contribute?
The difference between a project’s eligible costs and the Community co-financing can be financed through different sources, e.g.: income generated by the project (I4), other external resources (I5), applicant’s financial contribution (I3), etc. For example, the grant agreement will provide that a project which costs €100,000 should receive a maximum co-financing sum of €60,000 and a maximum co-financing percentage of 60 %. Thus, in the initial agreement, the partners are asked to contribute for an amount of €40,000.
How do I establish my provisional budget?
First, you encode all the anticipated costs for each budget heading listed in part 7.1 of the application form (Expenditure/eligible Costs). This must be done for the main partner and for each associated partner. It is useful to carefully read the guidelines before completing the form. Next, you need to complete table 7.2.2 (Incomes), again for the main partner and each associated partner. Here, you will have to complete:
- all the incomes forecasted under the following budget headings: applicant’s financial contribution (I3), income generated by the project (I4) and other external resources (I5). The amount for the contribution pertaining to national officials (I2) is automatically copied from the costs pertaining to national officials (E1a).
- the requested amount of co-financing. The percentage for co-financing should not exceed 60%, except for exceptional cases referred to above.
The global overview of your budget proposal (7.3) will automatically appear on the application form.
What are "public officials"?
"Public" officials are civil servants whose salaries are paid by the budget of a local, regional, national or international public authority. Their statute is recognised as belonging to the function of public official as they take over permanent tasks. In the project’s budget, their salaries appear both as a cost and as an income
Why must costs for public officials appear as an income?
Community co-funding of costs for public officials may produce a profit for the beneficiary that would run against the principles of grants. Reimbursement of these costs would also entail a double taxation of Member State taxpayers. Therefore, these eligible costs should be considered as costs which are not granted Community co-funding. However, costs for public officials can be considered eligible if the public official is especially recruited on a temporary basis to carry out a task specifically linked to the grant request, and if the amount is indicated as part of a total of co-funding of the action by the beneficiary.
Should staff costs refer to gross or to net salary?
The staff costs that can be given in the application refer to the gross salary costs for the employer. They can include other elements (e.g., repayment of travel costs between home and work, holiday and/or end of year bonus) if they are included in the employment contract. Exceptional bonuses (e.g., rewards given to employees for achievements) or dividends are not eligible.
Do local authorities have to prove their financial capacity?
No. Local authorities are not required to prove their financial or operational capacity, due to their statute as public entities. However, an association of municipalities does, as it has a legal statute different than that of its members and is not covered by their exemption.
How can costs related to collaborating partners appear in the budget plan?
The costs related to collaborating partners cannot appear in the budget plan. If collaborating partners want some of their costs reimbursed, they should become associated partners, in which case their costs are eligible, provided that they effectively charge these costs.
How can costs related to ineligible countries appear in the budget plan?
Only organisations that are legally registered in an EU Member State, an EFTA country within the context of the Agreement on the European Economic Area, or Croatia can participate in the call for proposals (see also section participating countries). For subcontractors outside the 31 eligible countries, costs should appear under the budget heading “E5 – Subcontracting costs”, as for the eligible countries. These costs can be funded if they are judged necessary for the implementation of the proposal, if they are reasonable and justified, and if they represent the best value for money.
The costs of collaborating partners cannot be refunded and should not appear in the budget plan (see also section partners).
What is the difference between "Subcontracting costs" and "Other costs"?
"Subcontracting costs" are the costs entailed by other contracts awarded by the beneficiaries in view of carrying out the project’s different activities. Subcontracting is subject to prior approval of the Awarding Authority. Conditions and modalities for subcontracting are indicated in the guide for applicants.
"Other costs" are costs which arise directly from requirements imposed by the grant agreement (e.g., dissemination of information, specific evaluation of the action, audits, translations, interpretation, production or reproduction of documents, etc.). They also include costs of financial services (especially financial guarantees and audits).
Can all the costs related to the project’s administration be subcontracted?
Subcontracting the project’s administration in its totality is not recommended. Participants are expected to have the necessary resources and expertise to ensure the administration of the project. Nevertheless, subcontracting of a large part of a project’s administration may be possible if it proves to be cost-effective and if the project partners keep the sole responsibility for implementing the project and for compliance with the provisions of the grant agreement.
Is contribution in kind authorised?
No. Contribution in kind is not authorised. A contribution should be able to be calculated and appear in the provisional budget. If it cannot be valued in terms of costs, it cannot be mentioned in the proposal.
Are depreciation costs eligible?
Yes, depreciation costs for equipment included in the estimated budget annexed to the grant agreement are eligible, provided they meet the conditions of eligibility set out in the article II.14.1 of the grant agreement. Equipment not included in the budget estimate is not eligible.
What is the depreciation period for equipment?
The depreciation period is the one that is set out in the beneficiary's internal rules. When there are no internal depreciation rules, the depreciation period is three years for computer hardware and electronic equipment, and five years for furniture. However, the actual rate applied is calculated pro rata for the period covered by the grant, taking into account the acquisition date of equipment and furniture, and pro rata for the rate of depreciation for equipment and furniture. The Awarding Authority therefore pays particular attention to the acquisition date.
Can infrastructure investments be funded within the Call for proposals?
No. Infrastructure investment costs are not covered by the programme.
How will the budget be implemented during the project lifetime?
As a first step, a provisional budget must be provided for the project (part 7 of the application form). This budget will be analysed when assessing the proposals to evaluate its coherence and its cost-effectiveness. If the proposal is awarded, you will be invited to negotiate both the technical and financial aspects of the proposal with the Awarding Authority. At this stage, the budget may be reviewed. The budget that will be agreed upon as a result of the negotiation will appear as an annex of the grant agreement.
In accordance with the grant agreement, the Agency will provide pre-financing payment(s) to the main beneficiary. The number and programming of pre-financing payment(s) will depend on the project’s budget size and on the duration of the project as specified in the grant agreement.
If during the project’s lifecycle modifications to the budget are required, you will need the prior approval of the Awarding authority. However, the total amount of Community co-funding can not be changed.
After approval of the final reports (technical and financial), the Awarding authority will proceed with the final payment. This payment will be based on the real costs incurred by the beneficiaries, the total co-financing amount and the total co-financing percentages for each main and associated partner, as they have been calculated and appear in the grant agreement. The Awarding authority will ask you to provide evidence to justify the costs (payslips, timesheets, invoices, travel tickets, etc.) and will compare, for each budget line, the provisional cost with the actual incurred cost. The maximum global percentage shall not exceed the one referred to in the grant agreement.
What is the flexibility between the provisional budget and the effective amount transmitted for the final payment?
During the implementation of the project, the resources listed under some budget headings could be higher or lower than initially estimated. The budget table may be adjusted by using transfers between partners and transfers between budget headings provided that:
- the adjustment does not affect the implementation of the project;
- the transfer between items does not exceed 20 % of the estimated eligible costs in the budget heading for which the transfer is destined.
If the transfer is higher than 20 %, a written request for approval must be made to the Awarding authority before making the transfer. This request should be sent to the Director of he Awarding authority in good time before the transfer is due to take effect and at least one month before the closing date of the project.
In no case, there will be a change in the level of the Community co-financing.
CONFERENCES
Can private organisations receive a conference grant?
Conference grants can be given to public or private organisations, as long as no profit is made.
When can conferences funded in the 2008 Call be held?
For organisational reasons, conferences must be held in the second half of 2008 or in the first half of 2009. The grant agreement will be signed as soon as possible in function of the needs.
Which conferences can be funded?
Community contributions may be awarded for the organisation of conferences which:
- pursue as their primary goal one or more priorities of this annual work programme,
- have wide-European Union dimension, e.g. with the participations of representations from 10 or more countries participating in the second Health Programme, and
are organised by a public body or a non-profit-making body agreed by the Commission established in a Country participating in the second Health Programme.
Are training sessions be eligible for conference grants?
No, training sessions are not covered by the call for proposal for conferences, but they could be supported under the other actions related to capacity building.
What is the Community contribution to conferences?
Selected conferences will be eligible for lump sum financing by the Community up to EUR 100 000 and maximum 50% of the total budget per conference.
JOINT ACTIONS
Who can apply for a Joint Action?
For actions designated as "Joint Actions" the Commission writes to participating countries asking them to submit proposals for actions which could be jointly financed by the Commission and one or more Member States. Contributions from the Commission can only be given to public organisations and other non-profit making bodies.
Can international organisations be funded?
Some international organisations have unique capacities needed to tackle identified public health priority areas for the EU. This may be due to their global experience, geographical coverage or high concentration of technical skills. Direct grant agreements may be offered to such organisations for actions specified in the work plan. As these organisations cannot apply separately for project funding, applicants to the call for proposals should not include these international organisations as potential partners. Instead, agreements will be made directly between the Commission and the international organisation.
In 2008, direct agreements are intended to be agreed with WHO, OECD and the Council of Europe. Other international organisations could be considered as collaborating partners or be subcontracted to perform specific tasks in a given proposal related to their mandate.
MANAGEMENT OF THE PROJECT
What defines a good management of the partnership?
As most projects rely on the collaboration between organisations, the success of the project requires a strong partnership and management. The quality of a partnership depends on its extensiveness, the sharing of common goals and objectives, the synergy (added value) and the commitment of the various partners to be involved in the project, as well as on a good communication within and management of the partnership. There should be a clear organisational structure with a division of tasks and responsibilities between the various partners, the project manager and other decision makers. On the personal level, the project manager must have the necessary skills, expertise and authority to lead a team and to achieve the project objectives. Managing a multi-partner project also requires the systematic monitoring of the project activities to check whether the activities are implemented according to plan, whether results and deliverables are attained at the milestones, if there are obstacles or difficulties which may
Can a new partnership be created for the purpose of the project?
Yes. It is not required that the partnership formally existed before the project. However, to ensure the synergy and commitment, there should be a logic explaining why certain partners are involved. For example, the network could be based on previous links or collaborations, or be based on a search of adequate partners in the geographical area of interest.
How detailed should the timetable be?
The timetable should serve as a tool to allow a proper monitoring of the project implementation. Therefore, it should specify milestones (i.e., scheduled events signifying important decision making moments or the completion of deliverables), and give the expected time when each milestone should be reached. The timetable should be realistic, taking into account the available resources (person days) and capacities, as well as the fact that some activities must be completed before others may start.
What is the purpose of a risk analysis?
Even in the best-planned projects there are uncertainties, and unexpected events can occur. A risk analysis at the start of the project will help to predict the risks that could prevent the project from delivering on time or even failing. A risk is an uncertainty of outcome of an action or event. A risk analysis addresses the questions what could possibly go wrong, what is the likelihood of things going wrong, how this may affect the project, and what can be done to address these problems.
OPERATING GRANTS
What is an Operating grant?
Under the Health Programme, the Commission can offer support to finance some of the core operating costs for organisations which promote a health agenda in line with the Programme. It gives them financial support so as to sustain their existence and growth, to underpin and encourage development of health policy at European level, and to defend and promote the health interests of European citizens.
Who can apply for an Operating grant?
Financial contributions for operating grants can only be given to organisations - legally established in one of the countries participating in the Programme (see section participating countries) - which are non-governmental or specialised network, non-profit making, independent of industry, commercial and business or other conflicting interests, and have as their primary objectives one or more goals of the Programme.
Organisations applying for operating grants must have members in at least half of the Member States with a balanced geographical coverage across the EU. Grants can be given to new organisations, provided their member organisations have financial accounts for the year preceding their application. In all cases organisations must be able to show they have the resources necessary to ensure they can operate with co-financing from the Commission.
A non-governmental body or a specialized network, which:
- is non-profit-making,
- independent of industry, commercial and business or other conflicting interests,
- are legally established under the law of one of the eligible countries for the Programme,
- has members in at least half of the Member States, with a balanced geographical coverage,
and pursues as its primary goal one or more objectives of the Programme
can receive a grant covering up to 60 percent of costs of its action intended to help achieve an objective forming part of the Programme. In cases of exceptional utility Community contribution may increase to 80 percent of costs.
What is intended under the eligibility criteria for operating grants with "independent from industry"? If an organisation has a representative from an industrial association in its membership or board, should this be considered as it being "dependent" from industry?
Assurance of independence is given on a bona fide basis and might eventually be verified by looking into statues, organisational reports and other documents. Having, for example, one member of industry in the board does not create dependence, whilst having all members would. It is relevant to refer to codes of conducts of private sector organisations vis a vis public /private partnerships in your documentation, or quote a declaration by your partners that they respect your independence.
In which areas will Operating grants be given?
The Work Plan 2008 indicates the main areas of activity for which operating grants will be offered, as example 3.3.1 Public Health Capacity Building, 3.3.3.2 sexual health, 3.3.3.3 HIV/AIDS
Is it possible to get an Operating grant during more than one year?
Yes, but a new application must be submitted and accepted each year.
If I apply for an Operating grant in the 2008 Call, when is my organisation supported by that grant?
The grant will be given for operating the organisation during 2009. In cases of countries where the budgetary year is different from the calendar year, operating grants will be offered to cover eligible costs during one budgetary year.
Can an NGO that has a running contract or is submitting a proposal, present at same time an application for an operating grant?
Yes, when they are related to different actions, and when the overheads are having a separate accounting system to avoid double payments.
Can public bodies present an operating grant application?
Yes, when they are the coordinators of a specialised network they could apply to cover their functioning cost, when all the exclusion and eligible criteria are applicable.
OTHER QUESTIONS
Which kind of funding is relevant for universities?
Universities are eligible for project proposals, conference proposals, operating grants and tenders.
Are there any Helpdesks in the individual MS where you can get information on the Call?
No, but please contact your National Focal Point. Contact details can be found at the PHEA website.
PARTICIPATING COUNTRIES
Which countries can participate in the call for proposals?
Any organisation that is legally registered in an EU Member State, an EFTA country within the context of the Agreement on the European Economic Area (Iceland, Liechtenstein and Norway) can participate as a main partner, associated partner, collaborating partner or subcontractor.
The call is open to organisations from Croatia. However, proposals presented by Croatian organisations cannot be selected before the Memorandum of Understanding between this country and the EU is in force (although they can be assessed in the selection process together with the other proposals). Similarly, no contract can be issued before the Croatian authorities have paid the financial contribution to the programme.
Organisations established in other countries can participate as collaborating partners or subcontractors, but not as an associated or main partner.
Can an organisation from Switzerland apply?
No. See the answer to question above.
Can an organisation from Croatia apply?
Yes. See the answer to question above.
Is it possible for an organisation that is formally registered in Switzerland but has a scientific office in Italy, President in the UK and secretariat based in the Netherlands to apply for a grant?
The Main and associated partners must be registered in one of the eligible countries. If your organisation has a subsidiary in an eligible country, then it would be possible for that partner to apply.
Swiss organisations can only be considered as collaborating partners or subcontractors of organisations that are registered in an eligible country.
How many countries are needed?
This depends in a rational way on the scope, objectives and target group of the project: A project aimed at developing and testing a new approach or method will not require the same number of countries as a project which implements the approach widely. A project should take account of the geographical, cultural and social variety within the EU and involve a sufficient number of organisations from different Member States and candidate countries, but a credible geographical coverage refers to the representative nature of the participating organisations for the EU, rather than to the number of countries involved.
PARTNERS (IN PROJECTS)
What is the difference between a main partner and associated partner?
The main partner is the organisation that takes charge of the project and represents the partners in all contacts with the Awarding Authority, during the negotiation and implementation of the project. He/she signs the grant agreement on behalf of the associated partners, except for the exceptional cases when no mandate is given by an associated partner to sign the agreement on his/her behalf. The main partner's eligible expenditure will be funded by the Awarding Authority.
An associated partner also has a contractual relationship with the Awarding Authority and appears on the grant agreement, even if he/she mandates the main partner to sign it. It participates in the project on the same basis as the main partner. However, as a rule, contacts with the Awarding Authority will go via the main partner, and the funding of the associated partners’ eligible expenditure will be done via the main partner.
What is the difference between an associated partner and collaborating partner?
A collaborating partner is a third party who participates in the project together with the main and associated partners, but has no contractual relationship with the Awarding Authority and is not mentioned in the grant agreement. It carries no legal title to the project and its eligible expenditure is not funded by the Awarding Authority.
What is the difference between an associated or collaborating partner and a subcontractor?
A subcontractor is a third party who provides specific services for the project under a contract awarded by one of the beneficiaries. Subcontractors are not mentioned in the grant agreement. Justifying the use and choice of subcontractors must be produced at the time of the application. If the sum involved is significant, the main partner must put the work out to tender. Subcontracting should not concern core activities of the project and may under no circumstances alter the main substance of the project. As a general rule, it should not exceed 40% of the total cost of the project.
Can there be more than one main partner for a project?
No. There can only be one main partner per project.
Can a main partner (coordinator) be the only participant of a project?
Yes, in exceptional cases, when the project can demonstrate a genuine and significant European dimension and as long as the project is not limited to a national or regional dimension. As a general rule, however, proposals should involve at least two legal entities from different Member States.
How many partners should take part in a project?
This depends on the project’s objectives and scope. For example, a project that aims to collect health information in a standardised way or disseminate and implement an intervention is likely to involve a much larger network of partners than a project that aims to test a data collection method or a new type of intervention. However, implementing a project with a large number of associated partners is often difficult, time-consuming, and costly and requires specific skills. Applicants must ensure that they will be able to manage the project efficiently and effectively. They should select associated partners who have the necessary knowledge, skills and resources to enable the project to meet its objectives and deliver its expected outcomes. (See also answer to question above)
Can projects include partners from countries that do not participate in the programme?
Only partners from countries that participate in the programme can be formal partners and receive funding (see also section participating countries). However, experts from other countries may be invited to meetings, conferences or other events within a project. Their travel and subsistence expenses can be covered if this is included in the project proposal and the accepted budget.
Can an organisation from Switzerland be an associated partner?
No. See answer in section participating countries.
Can an organisation from Croatia be an associated partner?
Yes. See answer in section participating countries.
Can an organisation from Switzerland be a collaborating partner or subcontractor?
Yes. See answer in section participating countries.
Can an organisation from Croatia be a collaborating partner or subcontractor?
Yes. See answer in section participating countries.
Can an international organisation such as WHO or OECD be an associated partner?
WHO and OECD can only be funded this year through direct grant agreements, so they cannot be an associated partner. However, WHO or OECD can become a collaborating partner, as this status excludes funding. Other international organisations need to be established in an EU Member State. Their competence in Public health will be reviewed as part of the evaluation.
Can an international organisation such as WHO or OECD be a collaborating partner or subcontractor?
Yes. See the answer to question above.
Can the International Federation of the Red Cross be a main or associated partner?
No. The International Federation of the Red Cross is established outside the EU, in Switzerland, and is thus not eligible as a main or associated partner. The IFRC can however be a collaborating partner or subcontractor. See also the answer to question No 10.
Can a new organisation be a main or associated partner?
Yes. Applications are not automatically rejected based on the fact that the organisation is new and can not provide evidence on financial stability. While filling in the application, in the section 10.1 you can select the option entitled 'New entity' which implies that no financial data is required at this stage. You could also provide data on financial activities for 2005/ 2006 if your organisation existed in a different form.
Is it possible to submit a proposal with associated partners that are not yet identified?
No. A project must be defined and its partners well described and identified. The evaluation of submitted projects includes the assessment of the partnership and of the financial management of the project, which is difficult to establish for unknown associated partners. The grant agreement will mention all the associated partners’ names.
How can one get in contact with other groups submitting proposals to establish a partnership?
We advise you to contact your National Focal Point representative, and ask whether it is possible to get in touch with potential partners. The contact details can be found on the website
What is the main partner’s responsibility if a partner drops out of the project?
The implementation of the actions described in the annex to the grant agreement is the collective responsibility of the partners. If a partner breaches the agreement, the remaining partners must make up for this ensure the implementation of the activities that have been foreseen.
Each partner is also liable for the use of the financial contribution of the Awarding Authority in proportion to his/her share of the project, up to a maximum of the total payments he/she has received. Except in cases of "force majeure", the beneficiaries shall compensate any damage sustained by the Awarding Authority as a result of the execution or faulty execution of the action.
If a partner breaches the agreement, and the remaining partners cannot make up for this breach, the Awarding Authority may, as a last resort and if all other approaches have been explored, hold the partners liable under certain conditions.
POLICY AND CONTEXT RELEVANCE
Can a project cover more than one priority area of the Public Health work plan?
Yes. A proposal must clearly cover at least one priority topic of the annual work plan, but can also address other work plan priorities. Caution is advised in order not to mix up different objectives.
How can I demonstrate the strategic relevance of my project?
The strategic relevance of a proposal depends on the way the project brings added value to the existing public health knowledge and enhances the use of that knowledge in public health practice in a given context. A project is expected to contribute and add value to EU policies that have been formulated or are in the process of being so, and to have a positive implication for the health of the citizens. Moreover, it has to demonstrate that the reproducibility and transferability of the actions have been planned, so as to cover the whole population concerned in the future. In as much as the Health Programme is not expected to fund recurrent projects, the proposal should cover sustainability issues.
What does "European added value" mean?
European added value refers to the European dimension of the problem and of the project. Projects funded within the EU Health Programme are expected to contribute to solving problems at the European level, and the expected impact of co-ordinating the work at European level should be greater than the sum of the impacts of national activities. The EU added value of proposals will be assed by looking at their relation to the existing EU policies in the field of public health and in other policy fields, and by checking whether they do not duplicate actions that can be taken at Member State level. It has therefore to be a precise technical dimension which is then secondly reflected in an appropriate geographical context: countries need to bring in specific competencies and/or target groups.
How closely must a project proposal fit to the priorities given in the Work Plan to be successful?
In most cases, it is better to wait for coming calls in order to really fit within the priorities than trying to squeeze a proposal into them. There is an obvious risk that the time and money put into such an effort would not bear fruit.
SCHEDULE
What is the deadline for submission?
The deadline for submission of proposals is 23 May 2008. The date of delivery to the European Community Services will be proven by a signed and dated receipt. If the proposal is submitted by private courier service, the date of delivery to the private courier service will act as proof of delivery. It is the responsibility of the submitter to ensure timely delivery of the proposal. Proposals which are delivered to the Agency by post or private courier service after 4 June 2008 will not be considered, even if late delivery is due to postal delays or to other reasons beyond the control of the submitter.
When can the project start?
The project should start when the grant agreement is signed.
However, in application of the Article 112 of the Financial Regulation, a grant may be awarded for a proposed action which has already begun, “only where the applicant can demonstrate the need to start the action before the grant agreement is signed”. In such a case, expenditure incurred prior to the date of submission of the grant application will not be eligible for financing.
The European Commission highly recommends not starting an action before the grant agreement is signed. Nevertheless, if the applicant feels that there is a need to start implementing the action before the signing, he or she can do so at his own risk.
Can a project overlap with another project by the same applicant that is already funded within the Health Programme?
No. A new project by the same applicant can only start when the preceding one has ended.
SIZE AND SCOPE OF THE PROPOSAL
What types of projects can be submitted?
Different types of projects are eligible for co-funding within the Health Programme, including research projects providing a basis to make evidence based decisions in public health practice; projects aimed at developing and pre-testing public health interventions; projects concerned with the wider dissemination and implementation of an existing public health intervention in a particular target group or population; or a combination of the above. As each type of project requires a different methodology and management, the technical and management quality of each project will be assessed against the backdrop of the project type and scope. It is important, however, that the project contributes to the existing knowledge and state of play, relates to the priorities of the Health Programme, and shows an "added value" at European scale.
How many countries should be involved?
See section participating countries
What is the minimum and maximum duration of a project?
The maximum duration is three years. There is no lower limit, but given the administrative task to set up a project, it is not recommended to submit a proposal for less than one year.
What is the optimal budget for a project?
The budget of a project strongly depends on its objectives, scope, duration and number of partners involved, so there is no absolute reference for the "ideal" amount of a grant. Based on experience with previous calls for proposals, the amount of co-funding could range empirically between € 100,000 and € 3 Mio, with an average of approximately € 700.000. However, proposals demanding very large budgets are less likely to be awarded, while very small grants are not very cost-effective due to the elaborate contract awarding procedure. Therefore, applicants are invited to submit requests for grants of a reasonable amount. Rather than the actual amount requested, important criteria for selection of proposals are that the budget is coherent with the project's objectives and scope, well balanced among the work packages and partners, and that it observes the financing rules stated in the Guide for applicants.
Is there a minimum budget or percentage of co-funding?
As such there is no lower limit to apply to this call. It is up to you to define the budget you need as well as the percentage of co-funding required (see also maximum % of co-funding).
Is there a maximum amount that can be applied for by a lead applicant? If there is not set maximum, is there an ‘average’ amount that the Commission expects to allocate per project?
There is no set maximum limit. Project budgets vary considerably but are in most cases between 250 000 and 2,500 000 €. And please remember that total budget for projects in the 2008 Call is around 28.5 million €, the budget for operating grant 2.3 million €, and the budget for conferences 0.5 million €.
Under which circumstances may a project receive more than 60% co-funding?
It is not possible to give a general answer to this question apart from the request of "exceptional utility" as specified in point 2.1 of the Wok Plan. It should be stressed that co-funding projects with more than 60 % is extremely unusual and nothing you could count on when preparing a proposal.
Where can I find information on projects that have been awarded in previous calls?
The PHEA website contains a list of projects selected for funding in the framework of the call for proposals 2006 and 2007 and their abstracts.
SPECIFICATION OF THE PROPOSAL
What is the difference between general and specific objectives?
General objectives (or aims) indicate the project's contribution to society in terms of its longer-term benefits (e.g., contribute to the reduction of cancer mortality; reduce the social inequality in health in the population). These aims will not be achieved by the project itself, but the project should contribute to their achievement.
Specific objectives are concrete statements describing what the project is trying to achieve in order to reach its aim(s). They should be specified at a level which allows them to be evaluated at the conclusion of the project. A well-worded objective is often referred to as "SMART": Specific, Measurable, Acceptable for the target group, Realistic and Time-bound (i.e., containing an indication of the time within which it must be reached). A distinction can be made between short-term (immediate), medium-term (intermediate) and long-term (ultimate) objectives.
How many objectives should a project have?
This depends on the aim and scope of the project. The number of objectives should be high enough to reflect the relevance of the project, but limited enough to keep the project realistic and manageable. The project application template limits the number of specific objectives to 7.
Should evaluation and/or dissemination of the project be listed as objectives?
No. They are important methods to ensure the quality and assess the outcome of the project and to make the results and deliverables available to stakeholders and to the wider audience, but they are no objectives in their own right and should thus not be listed among the objectives.
What is the difference between an objective and an outcome?
Objectives describe what the project is trying to achieve in order to reach its aim(s). Outcomes are the changes that are expected to occur as a result of the project when the objectives are reached. They can be distinguished from outputs, which are products, services, activities, attributes or plans which result from steps in the project implementation process. An outcome is linked to one objective, but an objective can have more than one outcome.
What is the difference between an outcome and a deliverable?
Deliverables are a specific type of outputs or outcomes. They refer to physical items (i.e. reports, plans, tools, products) or activities (e.g. workshops, conferences) to be delivered by the project. Internal deliverables are produced for the purpose of executing the project, and are usually only needed by the project team and the commissioning authority, in this case the Awarding Authority. External deliverables, in contrast, are created for customers and stakeholders.
Are there any outcomes or deliverables that are mandatory?
Yes. The intermediate and final reports stipulated in the grant agreement are mandatory deliverables.
Can project objectives, outcomes or deliverables be changed after the proposal has been submitted?
Yes. The objectives, envisaged outcomes and deliverables of the project will be discussed during the negotiation phase with the Awarding Authority preceding the grant agreement. This may lead to their re-formulation, yet within the scope of the project aims and set-up.
Can project objectives, outcomes or deliverables be changed after the grant agreement has been signed?
No. The objectives, envisaged outcomes and deliverables of the project will be listed in the annex to the grant agreement, and will be the basis for the project implementation. Only in exceptional cases a change can be allowed, yet only after written authorisation has been requested and obtained by the Awarding Authority.
How many deliverables could be included in the proposal?
The application form for projects asks you to limit the number of outcomes of deliverables to a maximum of 10. By consequence, you will have to prioritise.
BUDGET (PROJECTS)
Do partners have to contribute to the costs of the project?
Yes. At least 40 % of a project’s costs should be supported by the main partner and the associated partners. The financial contribution by the EC under this programme can, in principle, be only up to 60 % of the eligible costs per participant. In exceptional cases, where a project has a highly significant European added value, a maximum co-financing of 80 % of eligible costs can be envisaged. In these exceptional cases, the own contribution is 20%. It is important to know that only 10% of the total number of funded projects may receive a co-financing above 60%.
How can the main and associated partners financially contribute?
The difference between a project’s eligible costs and the Community co-financing can be financed through different sources, e.g.: income generated by the project (I4), other external resources (I5), applicant’s financial contribution (I3), etc. For example, the grant agreement will provide that a project which costs €100,000 should receive a maximum co-financing sum of €60,000 and a maximum co-financing percentage of 60 %. Thus, in the initial agreement, the partners are asked to contribute for an amount of €40,000.
How do I establish my provisional budget?
First, you encode all the anticipated costs for each budget heading listed in part 7.1 of the application form (Expenditure/eligible Costs). This must be done for the main partner and for each associated partner. It is useful to carefully read the guidelines before completing the form. Next, you need to complete table 7.2.2 (Incomes), again for the main partner and each associated partner. Here, you will have to complete:
- all the incomes forecasted under the following budget headings: applicant’s financial contribution (I3), income generated by the project (I4) and other external resources (I5). The amount for the contribution pertaining to national officials (I2) is automatically copied from the costs pertaining to national officials (E1a).
- the requested amount of co-financing. The percentage for co-financing should not exceed 60%, except for exceptional cases referred to above.
The global overview of your budget proposal (7.3) will automatically appear on the application form.
What are "public officials"?
"Public" officials are civil servants whose salaries are paid by the budget of a local, regional, national or international public authority. Their statute is recognised as belonging to the function of public official as they take over permanent tasks. In the project’s budget, their salaries appear both as a cost and as an income
Why must costs for public officials appear as an income?
Community co-funding of costs for public officials may produce a profit for the beneficiary that would run against the principles of grants. Reimbursement of these costs would also entail a double taxation of Member State taxpayers. Therefore, these eligible costs should be considered as costs which are not granted Community co-funding. However, costs for public officials can be considered eligible if the public official is especially recruited on a temporary basis to carry out a task specifically linked to the grant request, and if the amount is indicated as part of a total of co-funding of the action by the beneficiary.
Should staff costs refer to gross or to net salary?
The staff costs that can be given in the application refer to the gross salary costs for the employer. They can include other elements (e.g., repayment of travel costs between home and work, holiday and/or end of year bonus) if they are included in the employment contract. Exceptional bonuses (e.g., rewards given to employees for achievements) or dividends are not eligible.
Do local authorities have to prove their financial capacity?
No. Local authorities are not required to prove their financial or operational capacity, due to their statute as public entities. However, an association of municipalities does, as it has a legal statute different than that of its members and is not covered by their exemption.
How can costs related to collaborating partners appear in the budget plan?
The costs related to collaborating partners cannot appear in the budget plan. If collaborating partners want some of their costs reimbursed, they should become associated partners, in which case their costs are eligible, provided that they effectively charge these costs.
How can costs related to ineligible countries appear in the budget plan?
Only organisations that are legally registered in an EU Member State, an EFTA country within the context of the Agreement on the European Economic Area, or Croatia can participate in the call for proposals (see also section participating countries). For subcontractors outside the 31 eligible countries, costs should appear under the budget heading “E5 – Subcontracting costs”, as for the eligible countries. These costs can be funded if they are judged necessary for the implementation of the proposal, if they are reasonable and justified, and if they represent the best value for money.
The costs of collaborating partners cannot be refunded and should not appear in the budget plan (see also section partners).
What is the difference between "Subcontracting costs" and "Other costs"?
"Subcontracting costs" are the costs entailed by other contracts awarded by the beneficiaries in view of carrying out the project’s different activities. Subcontracting is subject to prior approval of the Awarding Authority. Conditions and modalities for subcontracting are indicated in the guide for applicants.
"Other costs" are costs which arise directly from requirements imposed by the grant agreement (e.g., dissemination of information, specific evaluation of the action, audits, translations, interpretation, production or reproduction of documents, etc.). They also include costs of financial services (especially financial guarantees and audits).
Can all the costs related to the project’s administration be subcontracted?
Subcontracting the project’s administration in its totality is not recommended. Participants are expected to have the necessary resources and expertise to ensure the administration of the project. Nevertheless, subcontracting of a large part of a project’s administration may be possible if it proves to be cost-effective and if the project partners keep the sole responsibility for implementing the project and for compliance with the provisions of the grant agreement.
Is contribution in kind authorised?
No. Contribution in kind is not authorised. A contribution should be able to be calculated and appear in the provisional budget. If it cannot be valued in terms of costs, it cannot be mentioned in the proposal.
Are depreciation costs eligible?
Yes, depreciation costs for equipment included in the estimated budget annexed to the grant agreement are eligible, provided they meet the conditions of eligibility set out in the article II.14.1 of the grant agreement. Equipment not included in the budget estimate is not eligible.
What is the depreciation period for equipment?
The depreciation period is the one that is set out in the beneficiary's internal rules. When there are no internal depreciation rules, the depreciation period is three years for computer hardware and electronic equipment, and five years for furniture. However, the actual rate applied is calculated pro rata for the period covered by the grant, taking into account the acquisition date of equipment and furniture, and pro rata for the rate of depreciation for equipment and furniture. The Awarding Authority therefore pays particular attention to the acquisition date.
Can infrastructure investments be funded within the Call for proposals?
No. Infrastructure investment costs are not covered by the programme.
How will the budget be implemented during the project lifetime?
As a first step, a provisional budget must be provided for the project (part 7 of the application form). This budget will be analysed when assessing the proposals to evaluate its coherence and its cost-effectiveness. If the proposal is awarded, you will be invited to negotiate both the technical and financial aspects of the proposal with the Awarding Authority. At this stage, the budget may be reviewed. The budget that will be agreed upon as a result of the negotiation will appear as an annex of the grant agreement.
In accordance with the grant agreement, the Agency will provide pre-financing payment(s) to the main beneficiary. The number and programming of pre-financing payment(s) will depend on the project’s budget size and on the duration of the project as specified in the grant agreement.
If during the project’s lifecycle modifications to the budget are required, you will need the prior approval of the Awarding authority. However, the total amount of Community co-funding can not be changed.
After approval of the final reports (technical and financial), the Awarding authority will proceed with the final payment. This payment will be based on the real costs incurred by the beneficiaries, the total co-financing amount and the total co-financing percentages for each main and associated partner, as they have been calculated and appear in the grant agreement. The Awarding authority will ask you to provide evidence to justify the costs (payslips, timesheets, invoices, travel tickets, etc.) and will compare, for each budget line, the provisional cost with the actual incurred cost. The maximum global percentage shall not exceed the one referred to in the grant agreement.
What is the flexibility between the provisional budget and the effective amount transmitted for the final payment?
During the implementation of the project, the resources listed under some budget headings could be higher or lower than initially estimated. The budget table may be adjusted by using transfers between partners and transfers between budget headings provided that:
- the adjustment does not affect the implementation of the project;
- the transfer between items does not exceed 20 % of the estimated eligible costs in the budget heading for which the transfer is destined.
If the transfer is higher than 20 %, a written request for approval must be made to the Awarding authority before making the transfer. This request should be sent to the Director of he Awarding authority in good time before the transfer is due to take effect and at least one month before the closing date of the project.
In no case, there will be a change in the level of the Community co-financing.
SUBMITTING PROCEDURE (PROJECTS)
Are there application forms and guidelines for applicants available in other languages? Do the applicants have to write their proposal in English?
The application template and guidelines are only in English, but you can write the application in any official EU language. However, should you choose a language other than English, we would invite you to include also an English version, be it a simplified one, for the ease of the evaluation process.
How can I submit a proposal?
Proposals must be prepared using the standard form which can be downloaded from the website. The form contains fields for entering information about the applicant as well as the content of the proposal, the budget, and the applicants' financial data (profit and loss account, balance sheets for the past two complete financial years) and operational capacity (description of the institution's competences in the area and of the key staff involved in the project). It also contains a declaration by the main and associated partners that they are not in any of the situations listed in paragraph 2.1 of the "General principles and criteria for financial contributions to the actions under the 2nd Health Programme. A signed declaration is required from the main partner and from each of the associated partners.
Proposals must be submitted before the deadline in one original printed version and four copies, as well as in electronic format, saved on one CD-ROM, using Adobe Acrobat Reader 8.1.2. One copy of the signed declarations of honour of the main partner and of each associated partners, and one certified copy of the supporting documents referred to above must be attached to the original printed version.
Which supporting documents must be supplied with the application?
The application must be accompanied by an attestation of the main partner's organisational status and/or articles of association, and an official registration certificate of the association. These documents are not required for the associated partners at this stage (but will be claim during the negotiation phase, if successful) They are also not required if the main partner is a public body, international public organisation created by inter-governmental agreements, or a specialist agency created by the latter.
Do the supporting documents have to be original, or is a copy sufficient?
The attestation of the main partner's organisational status and/or articles of association and the registration certificate of the association must be certified copies. For the declarations of honour of the associated partners a fax print-out of is acceptable for the application, but in that case the original will be requested at a later stage. Of course, all supporting documents must be duly signed.
What do I have to do when the application form can not be downloaded?
The form has been built using Adobe Reader 8.1.2. to enable applicants to complete the form and to retrieve the content. The form cannot be provided in an older version. You can install Adobe Reader 8.1.2. free of charge from the following link: http://www.adobe.com/products/acrobat/readstep2_allversions.html
You do not need to install the Adobe Photoshop nor the Google Bar tool with Adobe Reader. You may uncheck the two checkboxes to avoid installing them.
Which programme and version must I use to download the application form?
Adobe Reader 8.1.2. is the recommended preferable version to open and complete the application form. Version 8.1.0 is acceptable but slower. The form works with version 8.0, but we strongly suggest not to use it because it is even slower and contains errors.
Is it possible to add images or charts in the application form?
No, it is not possible to add images or charts. The application form is structured in a specific way to allow automatic transfer of the content in a database for the evaluation. That is why only plain text is accepted.
Is it possible to copy and paste text in the application form?
Yes, it is possible to copy and paste text from or to the Application Form using the common keys (menu Edit / Copy or key CTRL-C; menu Edit / Paste or key CTRL-V).
How can I check the spelling of my input to the application form?
You may use either the F7 key or the menu Edit / Check Spelling / In Form Fields. A window will open verifying whether the words match the dictionary. You can then change the word, add it into the dictionary, or change the dictionary when possible. You may also work directly in the dictionary using the menu Edit / Check Spelling / Edit Dictionary.
Is it possible to change the content of the application form after validation and before locking?
Yes, this is possible. The Lock function performs a Validation before locking the Application Form.
It is strongly recommended to save a version of the Application Form before locking, in order to avoid having to start from the beginning if you are unhappy with the locked form. Be sure that the content of the signed paper version is the same of the content of the CD you will send. This can be done by verifying if the IT reference numbers at the bottom of each page are the same in the signed paper version and in the locked Form.
Are there application forms and guidelines for applicants available in other languages? Do the applicants have to write their proposal in English?
The application template and guidelines are only in English, but you can write the application in any official EU language. However, should you choose a language other than English, we would invite you to include also an English version, be it a simplified one, for the ease of the evaluation process.
TECHNICAL ASPECTS OF THE (PROJECT) PROPOSAL
What is meant by "relevant evidence base"?
Evidence-based public health refers to the application of principles of scientific reasoning, including the systematic and appropriate use of data and information systems and of behavioural science theory and program planning models, to the development, implementation, and evaluation of effective programs and policies in public health. The evidence base for proposals submitted to the Health Programme should thus consider the analysis of the health problem and its impact on quality of life and on society, the risk and protective factors underlying the problem, the effectiveness of proposed measures, and their applicability in the proposed context.
Where do I find information regarding the evidence base?
Information regarding the evidence base for public health interventions can be derived from the literature. Reference should be made to epidemiological findings, to existing models and review studies from biostatistics, behavioural epidemiology and the social and behavioural sciences, to reports of evaluation studies, and to information regarding the context in which the project will be implemented.
How can I assess the value of the existing evidence?
The "value" of the existing evidence depends on the information sources that are used and the research design that has been applied to collect information or to study effects. The traditional hierarchy of knowledge gained for evidence distinguishes between systematic reviews and meta-analysis, randomised control and double blind studies, cohort studies, case control studies, case series, case reports, opinions and editorials, animal research and in vitro research (in descending order of value on this scale).
What if there is no evidence available?
If no empirical evidence regarding the size and impact of the health issue, the underlying factors, the effectiveness of proposed measures, and/or their applicability in the given context can be found, prior research and development with pre-testing of an intervention based on the available theoretical know-how should be considered. The undertaking might better fit under the national research programmes or the FP 7.
Does a project always need to be innovative?
Projects funded within the Health Programme should not duplicate existing initiatives, but provide an added value. The innovative nature of a project can refer to the health problem, method, or target group that is envisaged. The added value in relation to what already exists can be documented by giving a “state of the art”, pointing out the strengths, weaknesses, opportunities and threats in the current field of play, and describing how the project addresses shortcoming and represents an improvement in comparison with the current situation. On the other hand, compatibility with existing actions should also be ensured by giving the communalities, compatibilities and complementarities.
How much detail must be provided regarding the method?
The methods that will be used and the activities that will be undertaken to achieve the project objectives need to be referred to if published or described in sufficient detail to serve as a guideline for the project implementation and follow-up. The methods should be explicitly linked to the objectives, in the sense that for each objective at least one method is specified. The choice of methods should be based on the analysis of their effectiveness. Only those methods should be used for which empirical evidence exists that they are effective, and which are suitable and acceptable for the target group.
Why does the evaluation strategy have to be specified before the start of the project?
Although the effects of a project are usually achieved at the end, evaluation must be planned from the outset and conducted throughout the life time of the project. Formative (or process) evaluation is done during the project to improve the work in progress and increase the likelihood that the project will be successful. Summative (or effect) evaluation is typically done towards the end of a work package and/or the project and provides evidence of achievements and the quality of the outputs and outcomes..
How much detail must be provided regarding the evaluation?
An adequate evaluation methodology involves the formulation of specific evaluation questions regarding the quality and effectiveness of the project. For process evaluation, the evaluation questions should be linked to the planning and organisation of the project and focus on whether the activities are implemented according to plan, how obstacles and difficulties will be identified during the implementation and dealt with, and how the quality of the project implementation will be assured. For effect evaluation, the evaluation questions should be linked to the specific objectives, and verify if the stated objectives have been achieved. For each evaluation question, indicators must be defined to measure the performance of the project, and the methods for data collection must be specified. These can be quantitative methods such as questionnaires, surveys, records, usage logs and web server logs, or qualitative methods such as interviews, focus groups, observation, or expert opinion and peer reviews.
What are good evaluation indicators?
Indicators are variables which measure the performance of a project and the level to which the set objectives are reached. Ideally, they should be simple metrics that are easy to measure. By quantifying relevant aspects of the project (e.g. attendance at meetings) they should provide for a possibility to monitor the progress of the project and to assess the extent to which the objectives are attained.
Why must a dissemination strategy be specified?
Although a project is by definition limited in time, the purpose is to make the results and outcomes sustainable. A dissemination strategy can ensure the transfer of knowledge and the processes needed for embedding and future take-up.
What are core elements of a dissemination strategy?
A dissemination strategy starts from a stakeholder analysis to elaborate a plan explaining how the project will share its outcomes with stakeholders, relevant institutions, organizations, and individuals. Specifically, the dissemination plan should explain what will be disseminated (the key message), to whom (the audience), why (the purpose), how (the method), and when (the timing). Attention should be paid to the sustainability of the project, which may involve capacity building initiatives, the review of the project objectives and results in view of continuation, the elaboration of a follow-up project, and the identification of organizations to continue the activities.
TENDERS
Calls for Tender – how does that work?
Some activity funding pertaining to objectives in the annual work plan are awarded by a call for tender. These can be awarded by open procedure (addressed to everyone who wants to participate in the tender procedure) or restricted procedure (addressed to firms that have qualified under the selection criteria of a Call for Expression of Interest). The contractor is chosen at the end of a specific selection and award procedure.
The work plan specifies the general actions for which tenders will be awarded. The specific objectives and award criteria are published for each tender individually for each action as part of the "contract notice".
WORK PACKAGE DESCRIPTION (PROJECTS)
What is the difference between a horizontal and a core work package?
The core work packages are related to the specific objectives of the project. They contains sets of coherent tasks grouped together in order to facilitate the project management. The three horizontal work packages concern the coordination and evaluation of the project as a whole, and the dissemination of the results. The coordination work package is made up of all the actions to manage the project and to guarantee that it is implemented as planned. The dissemination work package contains all the actions to ensure that the results and deliverables of the project will be made available to the target groups. The evaluation work package contains all the actions to verify if the project is being implemented as planned and reaches the objectives.
How many work packages should a project include?
In addition to the three horizontal work packages, there should be at least 1 and maximum 7 core work packages. Each core work package should be linked to at least one specific objective and produce one or several deliverables. It is not possible to find the same specific objective or the same deliverable in more than one core work package.
Are the horizontal work packages mandatory?
Yes. They are required for every proposal. Therefore the title and description of these three work packages are fixed in the application form.
Can the horizontal work packages be combined?
No.
Must each work package be assigned to a different work package leader?
No. For each work package a work package leader must be assigned, but an organisation may be in charge of more than one work package. It is however advisable to ensure a good division of the tasks among the different partners.
