Introduction to NPP 20072013 Fiona Sarjeant Scottish Contact point

1
Introduction to NPP 2007-2013Fiona
SarjeantScottish Contact point
2
PROGRAMME FRAMEWORK

• Northern Periphery Programme 2007-2013
  official programme name
• Programme is no longer called INTERREG - part of
  a new Structural Funds Objective 3 for European
  Territorial Cooperation
• Operational Programme outlines strategy and
  management structure of programme
• Community Strategic Guidelines provide for closer
  alignment between European objectives (Lisbon
  Gothenburg Agendas) and all Structural Funds
  programmes
• New regulatory framework was approved in 2006

3
(No Transcript)
4
NORTHERN PERIPHERY PROGRAMME 2007-2013
Ireland Northern Ireland eligible counties
5
(No Transcript)
6
COMMON SIMILARITIES

• Large and diverse programme area but with many
  common characteristics
• Geography
• Sparsely populated area / low population density
• Rurality, insularity, peripherality
• Low accessibility
• Environment
• Harsh climate and difficult terrain
• High quality but vulnerable environment
• Abundance of natural resources
• Threat of climate change

7
COMMON SIMILARITIES

• Economic Social
• A flexible and skilled labour force
• Dependence on single economic activities and
  public employment
• Aging population and youth out-migration
• Rich cultural heritage
• Projects should focus on issues relevant to the
  characteristics of the programme area rurality,
  peripherality, insularity of special importance.

8
PROGRAMME BUDGET

• Programme financing consists of
• European Regional Development Funds (ERDF) for
  Member States
• ERDF equivalent for Non-Member States
• National match funding
• 35.115 million Euros ERDF available
• 10.155 million Euros ERDF equivalent available
• Public match funding
• Total programme budget including match funding is
  approximately
• 60 million Euros

9
OPERATIONAL PROGRAMME

• Operational Programme outlines the framework,
  strategy and management of the programme for the
  European Commission
• Projects should concentrate on chapters on
• Joint Transnational Strategy
• Priorities
• Policy and programme framework also provides
  context
• Programme Manual currently under development to
  assist project applicants

10
JOINT TRANSNATIONAL STRATEGY

• Programme response to the areas strengths and
  weaknesses
• Sets out an overall vision for the programme
• Vision to be realised by implementing the
  strategic objectives of the programme
• Strategic objectives are described in the
  priorities
• Joint Transnational Strategy takes into account
  the policy framework, especially Lisbon and
  Gothenburg agendas

11

12
PRIORITY 1 Promoting innovation and
competitiveness in remote and peripheral areas

• i. Innovation, networks and competitiveness
• Objective To promote competitiveness by
  increasing and developing the capacity for
  innovation and networking in rural and peripheral
  areas.
• exchange of best practise and establishment of
  cooperation networks between RD institutions and
  SMEs to increase the capacity for innovation,
  facilitate the design of innovation systems and
  strengthen competitiveness
• transnational cooperation networks and knowledge
  transfer to develop existing and new innovative
  products
• cooperation and exchange of best practice between
  SMEs on how to address and reach markets with
  existing and new products

13
PRIORITY 1 Promoting innovation and
competitiveness in remote and peripheral areas

• ii. Accessibility
• Objective To facilitate development by the use
  of advanced information and communication
  technologies and transport in the programme area.
  
• increased use of ICT to overcome distance
• implementation of ICT to modernise and to
  innovate industries and businesses in the
  Northern Periphery
• developing innovative product and service
  solutions for developing and maintaining
  transport infrastructure with regard to roads,
  railways, airports and ports under harsh climatic
  conditions
• development of transport schemes that benefit
  rural communities, such as new maritime routes
• maritime safety in relation to remote areas with
  arctic, harsh conditions
• building the capacity to respond to and prepare
  for emergencies and natural disasters to which
  the Northern Periphery is exposed.

14
PRIORITY 2 Sustainable development of natural
and community resources

• i. Environment as an asset in the periphery
• Objective To strengthen the synergies between
  environmental protection and growth in remote and
  peripheral regions.
• Developing new approaches to efficient and
  sustainable management and utilisation of
  resources
• Impact and possible implications of climate
  change and means to reduce it at a community
  level
• Development of small scale renewable energy
  solutions

15
PRIORITY 2 Sustainable development of natural
and community resources

•   ii. Urban-rural development and promotion of
  heritage
• Objective To improve sustainable development in
  peripheral regions by strengthening urban-rural
  relations and enhancing regional heritage.
• This will be achieved by supporting actions
  based on transnational cooperation within these
  broad themes
•  
• urban-rural partnerships for new service
  solutions
• innovative provision of existing and new services
  in the periphery
• private, public and voluntary sectors cooperation
  and networks to develop new and innovative
  service solutions for remote and peripheral
  regions
• promotion of natural and cultural heritage that
  supports the development of sustainable
  industries

16
CONCEPTS OF TRANSNATIONAL COOPERATION

•  
• Operational Programme outlines a number of core
  concepts that all projects must fulfil
• Added value
• Transnationality
• Triple helix partnerships are considered a key
  concept
• Strategic concepts have also been identified that
  make a special contribution to achieving the
  objectives of the programme

17
TRANSNATIONAL CONCEPTS

18
CORE CONCEPTS Transnationality

• A project needs to address at least 3 of the
  four transnationality criteria
• Joint development
• Joint implementation
• Joint staffing
• Joint financing
• In addition, the NPP will stress the importance
  of a joint strategy for implementation and
  dissemination of project results

19
CORE CONCEPTS ADDED VALUE

• All projects must develop concrete, tangible
  results through the development of a
  transboundary product
• by working together to produce a new product that
  has a transnational or transregional character.
• by working together to produce a new service that
  has a transnational or transregional character.
• This means that all project applications must
  demonstrate how they will develop a product or
  service through their project.

20
ADDED VALUE METHODS

• The development of transboundary products will be
  achieved by
• Knowledge transfer facilitating the transfer of
  economic development solutions, and their
  practical application, from one country/region to
  another
• Innovation working together to develop new or
  innovative economic development solutions that
  can be applied in practice in more than one
  country/region
• Organisational learning exchange of ideas,
  experience and good practice that improve the
  stock of organisational knowledge. Topics
  addressed should be of strategic interest for the
  daily work of all project partners. For the
  utilisation of the project results, the project
  needs to be fully integrated into the overall
  objectives of the organisation

21
KEY CONCEPT TRIPLE HELIX PARNERSHIPS

• Encouraged when appropriate
• The three different spheres of business, higher
  education and public institutions working
  together on new tasks and in new fields. These
  three spheres together, and not only by
  themselves, make it possible to obtain an
  enhanced outcome from the cooperation and
  invested capital, in the form of innovative new
  products and solutions.
• Additionally, the Programme promotes the
  community aspects of triple helix partnerships
  and places an emphasis on ensuring that end
  beneficiaries are located within the communities
  of the Northern Periphery

22
STRATEGIC PROJECTS
23
2 HORIZONTAL PRINCIPLES

• To be integrated into every project
• Equal Opportunities
• the prevention and elimination of discrimination
  between people on grounds of gender, marital
  status, cultural and social background,
  disabilities, age, sexual orientation, language
  or other personal attributes, such as religious
  beliefs or political opinions
• Sustainable Development
• development that meets the needs of the present
  without compromising the ability of future
  generations to meet their own needs

24
POLICY FRAMEWORK LISBON

• Programme guided by Community Strategic
  Guidelines (CSGs)
• CSGs aim to help deliver the Lisbon and
  Gothenburg Agendas
• Lisbon Agenda
• Relaunched in Feb 2005 with aim of delivering
  stronger, lasting growth and creating more and
  better jobs
• 3 areas of action
• making Europe a more attractive place to invest
  and work
• knowledge and innovation for growth
• creating more and better jobs

25
POLICY FRAMEWORK GOTHENBURG

• Gothenburg Agenda
• Agenda recognises that in the long term,
  economic growth, social cohesion and
  environmental protection must go hand in hand
• Six issues were identified that pose the biggest
  challenges to sustainable development in Europe
• combating poverty and social exclusion
• dealing with the economic and social implications
  of an ageing society
• limiting climate change and increasing the use of
  clean energy
• addressing threats to public health
• managing natural resources more responsibly
• improving the transport system and land-use
  management.

26
2 TYPES OF NPP PROJECT

• 1. Preparatory Projects
• Purpose ? to generate high-quality main project
  applications mobilise well-balanced
  partnerships and facilitate the development of
  joint project plans
• Min requirement to have 2 contributing partners
  from 2 countries, an idea that addresses the
  programme priorities and eligible national match
  funding in place
• 2. Main Projects
• Purpose ? to implement a project idea that
  focuses on addressing the objectives and
  priorities of the Programme.
• Min requirement to have 3 participating partners
  from 3 countries, one of which must be a member
  state, and to have eligible national match
  funding in place.

27
LEAD PARTNER PRINCIPLE

• Lead beneficiary to be nominated for each project
  
• Lead beneficiary is beneficiary of ERDF and ERDF
  equivalent funding - acts as link between project
  partners and the programme
• Lead beneficiary holds overall responsibility for
  the project including submission of the
  application form and all project reports
• Role normally held by a partner located in a
  Member State
• In justified cases role may be held by a partner
  in Iceland or Norway pre-conditions still to be
  decided

28
PARTNER AGREEMENTS

• In future, all project partnerships must have a
  partnership agreement to establish the
  responsibilities of each partner and the
  technical and financial implications of this
• These must be established at the start of the
  project to avoid any ambiguity
• INTERREG IIIB Practical Guide to Project
  Management (Chapter 2.3) contains a draft
  structure for a project agreement
• The structure for future agreements will be
  drafted by the NPP Managing Authority, but will
  draw on the previous template and experience

29
PROJECT BUDGETS

• Recommended minimum size for a main projects
  total budget is
• 250 000 EUR and recommended maximum size is 1.5
  million EUR.
• In exceptional cases, the Programme Monitoring
  Committee can approve main projects with a larger
  budget of up to 3 million EUR.
• Intervention rate of 60 for Member States and
  50 for Non Member States, but the Programme
  Monitoring Committee may approve an intervention
  rate of up to 75 in specific circumstances.
• Maximum budget for a preparatory project will
  initially be 30 000 EUR, with an intervention
  rate of up to 60 of eligible costs (18 000 EUR).

30
GEOGRAPHICAL FLEXIBILITY

• Flexibility in allocating project funds
• Up to 20 of ERDF may finance expenditure
  incurred outside the programme area but inside
  the European Union, providing that it is for the
  benefit of the regions in the cooperation area.
• Up to a maximum of 20 of Norwegian funds may be
  used to finance expenditure incurred by Norwegian
  partners located outside the eligible programme
  area in Norway.
• Up to 10 of ERDF, Icelandic and Norwegian funds
  may finance expenditure incurred on the territory
  of countries outside the European Union, in cases
  where benefit can be shown to the programme area.

31
FIRST CALL

• End May 2007- application information and
  selection criteria made public
• 4 June 2007 - application pre-assessment deadline
• 18 September first call opens
• 15 October first deadline for main applications

32
PROGRAMME MANAGEMENT

• Main Programme Bodies
• Joint Programme Secretariat (JPS)
• Managing Authority
• Certifying Authority
• Auditing Authority
• JPS is main source of information on the
  programme continues to be based in Copenhagen,
  Denmark
• Regional Contact Points local face of the
  programme
• Programme Monitoring Committee and Regional
  Advisory Groups involved in decision making
  process
• Agreements, contracts and grant offer letters
  through Managing Authority continues to be
  Västerbotten County Administration in Umeå,
  Sweden

33
NEXT STEPS

• Assess whether your project idea is in line with
  the priorities of the programme
• Ensure your project is developing a transboundary
  product or service
• Make sure your project clearly demonstrates
  transnationality
• Consider whether your project could involve a
  triple helix partnership or have strategic
  potential
• Become familiar with the priorities of the Lisbon
  and Gothenburg agendas
• www.northernperiphery.eu

34
WHO TO CONTACT
Northern Periphery Programme Secretariat Strandgad
e 91, 4. sal DK-1401 Copenhagen,
Denmark www.northernperiphery.net Programme
Manager Project Manager Head of Secretariat Mr
Christopher Parker Ms Claire Matheson Mr Niclas
Forsling tel. [phone] tel. 45 3283
3784 tel. [phone] mob. [phone]
mob. [phone] mob. [phone] fax. 45
3283 3775 fax. [phone] fax. 45 3283
3775 christopher.parker_at_npp2.net
claire.matheson_at_npp2.net niclas.forsling_at_npp2.net

35
MANAGING AUTHORITY
Managing Authority Ms Anneli
Nilsson Länsstyrelsen i Västerbotten 901 86
UmeåSweden Tel [phone] Fax. 46 90 12
17 67 E-mail anneli.nilsson_at_ac.lst.se Web
http//www.ac.lst.se
36
Scottish Contact Point

• Ms Fiona Sarjeant
• Highlands Islands Enterprise
• Cowan House
• Inverness Retail Business Park, Inverness
• IV2 7GF
• Tel. [phone]
• Fax [phone]
• fiona.sarjeant_at_hient.co.uk

 
37
Other Regional Contact Points

• Norway - Ms Greta Johansen
• Tel.[phone]
• johansen_at_lu.no
• Northern Ireland - Pat Colgan
• 44 28 9026 6660
• pat.colgan_at_seupb.org
• Republic of Ireland Michael OBrien
• Tel.[phone]
• mobrien_at_bmwassembly.ie

38
Other Regional Contact Points

• Finland - Mr Jouko Jama
• Tel.[phone]
• jouko.jama_at_lapinliitto.fi
• Iceland - Mr Þórarinn V. Sólmundarson
• Tel. [phone]thorarinn_at_byggdastofnun.is
• Sweden - Bernt Vedin
• Dir.tel. [phone]
• bernt.vedin_at_ac.komforb.se
• Faeroe Islands Greenland - Mr Kaspar Lytthans
• Tel. [phone]
• kaspar_at_nora.fo

39

• Any questions?