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Stairway to Excellence Cohesion Policy and the Synergies with the Research and Innovation Funds Example of Synergies Centre of Advanced Research in Bionanoconjugates and Biopolymers – IntelCentre of “Petru Poni” Institute of Macromolecular Chemistry of the Romanian Academy Romania Adrian Curaj

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Stairway to Excellence Cohesion Policy and the Synergies with the

Research and Innovation Funds

Example of Synergies

Centre of Advanced Research in Bionanoconjugates and Biopolymers

– IntelCentre of “Petru Poni” Institute of Macromolecular Chemistry

of the Romanian Academy

Romania

Adrian Curaj

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Executive Summary This case study aims at showing how infrastructure investment contributes to and is a catalyst for creating a research centre of excellence. The Centre of Advanced Research in Bionanoconjugates and Biopolymers – IntelCentre, a Department of the “Petru Poni” Institute of Macromolecular Chemistry (PPIMC) of the Romanian Academy, is an example of a successful project where Structural Funds (SF) investments have made great contributions to the foundation of a high level research centre and opened up new funding opportunities from the FP7/H2020 as well as from national sources.

Type of synergies:

Upstream Sequential funding

S&T field targeted by the synergies: Nanosciences & Nanotechnologies; Materials; Biotechnology Health

The Case Study has been developed in dialogue with Dr. Marcela MIHAI, senior researcher. The views expressed are purely those of the author and may not in any circumstances be regarded as stating an official position of the European Commission.

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1. INTRODUCTION

The case presented in the following sections is one of the examples of synergies provided by the 'Stairway to Excellence' project in which different sources of funding have been combined to amplify the R&I investments and their impact on the economy and wider society. As described in the guide ‘Enabling synergies between European Structural and Investment Funds, Horizon 2020 and other research, innovation and competitiveness-related Union programmes1', synergies can be achieved through:

Sequential (or successive) funding that use funds in separate projects built on each other;

Parallel funding that use funds in separate projects complementing each other;

Simultaneous/cumulative funding that brings together Horizon2020 and ESIF funds in the same project aimed at achieving greater impact;

Alternative funding that reorients FP7/Horizon 2020 projects that were positively evaluated, shortlisted, but not funded given the limited budget, towards Structural Funds impact

The combination of sources of funding is used to address two types of activities:

Upstream activities build the appropriate capacities to perform research. They can be capacity building in physical capital (construction or improvement of research infrastructures, purchasing equipment, (including IT equipment and connections, data storage capacities), innovation infrastructures (LivingLabs, FabLabs, Design factories, etc.) and social capital (assistance for building networks, clusters and consortia).

Downstream activities are focussed towards the market and the creation of economic value. They can be applied to research, development and demonstration activities, technology transfer and adoption; technology and innovation audits to identify potential demand for RDI results; proof-of-concept funding; pilot lines for first production; and pre-commercial procurement projects. There can also be activities to support the improvement of the innovation eco-system in a territory.

2. NATIONAL R&I CONTEXT

Overall economic performance

Romania has one of the lowest GDPs in Europe: in 2013, GDP per capita in PPP was 54% of the EU28 average (Eurostat). Further discrepancies exist between the eight regions, Bucharest registering more than double the GDP per capita compared with the second-best region and four times compared to the region with the lowest level (2010, NIS data). The level of R&D expenditure based on GDP in Romania (0.39%) is less than half that of the EU13 average (1.05%) and substantially lower than the EU15 countries (2.09%). R&D expenditure is primarily concentrated in the Government Sector and the Business Enterprise Sector. Romania has a number of researchers per population four times smaller than the EU average, with a large majority (80%) employed in the public sector. It also has one of the largest scientific diaspora, increasing further given that the PhD graduates are not absorbed by the domestic system (RIO Country Report 2014, R Gheorghiu). The National RDI Strategy 2014-2020 sets ambitious targets, including smart specialisations and priorities of national interest and a large spectrum of instruments and policies able to support the development of an innovation ecosystem. The 1% target reiterated by the National RDI Strategy 2014-2020 is already at risk given that the allocation for 2015 has been less than half the budget planned. The regional smart specialisation strategies in all of the 8 regions should be elaborated by

1 http://s3platform.jrc.ec.europa.eu/documents/10157/267027/Guide%20on%20synergies_en.pdf

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the end of 2015, but as the regionalisation process is on hold, the spectrum of instruments these strategies can use remains limited. EU funding allocation The FP7 financial contribution per inhabitant (6.4 €/inhabitant) is lower than the EU13 average (17.8 €/inhabitant) and is far below the EU15 average (95.2 €/inhabitant). The largest FP7 financial contribution to Romania is from the Cooperation Specific Programme. The Bucharest region takes the largest proportion of FP7 funding (54.4% of the total FP funding received by RO) (IPTS-JRC, S2E Facts & Figures: ROMANIA). In terms of Structural Funds, the majority are assigned to the national level (76.1%) rather than allocated to regions. For the 2007-2013 programming period, Structural Funds dedicated to Research and Innovation were managed at national level through two Operational Programmes (Regional OP and Increase of Economic Competitiveness OP). Despite the accelerated absorption in the last two years, as for 2015, Romania continues to display one of the lowest rates of SF absorption in the EU (62.2%) (European Commission, Directorate-General for Regional and Urban Policy, 2015a) and last among the group of peer countries in the Cohesion Policy. The main factors for the low absorption rate are related to the quality of governance: weak administrative capacity, poor institutional coordination and fragmentation, frequent legislative and institutional changes and insufficient policy capacity. A strategy for strengthening public administration was adopted in October 2014, together with an action plan but its implementation faces substantial delay.

3. IMPLEMENTATION

The creation of the Centre of Advanced Research in Bionanoconjugates and Biopolymers – IntelCentre started as a SF project in 2009 with financial support from the European Social Fund through the Sectoral Operational Programme (SOP) “Increasing of Economic Competitiveness” (POSCCE), under the Priority Axis 2, Operation 2.2.1 – “Developing the existing R&D infrastructure”. The project aimed at building a new centre with R&D facilities at a level comparable to that of top research centres in Europe. Following the project implementation, the IntelCentre benefited of support for future development from other national and European funds further described.

The Cristofor I. Simionescu Postdoctoral Fellowships Programme, financed by the European Social Fund through SOP “Human Resources Development” (POSDRU) ensured the training of 40 postdoctoral researchers in specialized laboratories, in Romania and abroad, most of them being trained in specific scientific domains of the IntelCentre main research areas (bionanoconjugates and biopolymers).

The STREAM project financed through the Framework Programme 7 (FP7) allowed IntelCentre to hire young researchers/postdoctoral researchers for different periods (from six months to three years) and also finance PhD positions. Also, specialists in applied life sciences and biotechnology or bio-related areas were invited for lectures and short courses during the project.

The high level facilities as well as the already existing and improving research skills of personnel allowed IntelCentre to successfully apply for funding in a national call for excellence research proposals within the National RDI Plan 2 for 2007-2013 (PNCDI2) with the project Biologically Inspired Systems for Engineered Structural and Functional Entities – that is to mention only the most important research project of IntelCentre of this kind.

This solid background in applying and implementing different projects contributed to successfully submitting the project SupraChem Lab – Laboratory of Supramolecular Chemistry for Adaptive Delivery Systems for the ERA Chair competition, which will support the on-going research developed at IntelCentre, within the PPIMC. This project involves setting up a strong research group working under the leadership of a world-class research leader and developing a new research area.

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Figure 1 maps the project chronologically, the research activities of the organisation and the type of funding. It aims to give a picture of relations between projects revealing planned or unplanned dependencies (synergies) between projects and their source of funding.

Figure 1: Diagram of chronology of the main projects involved in synergies

Added value / complementarities created by the synergies IntelCentre main facilities/construction together with basic research equipment – funded

through the SF project; Training postdoctoral researchers in specialized laboratories, in Romania and abroad

through participation in summer schools, attending international conferences a.s.o. – within the SOP HRD project;

Training PhD students and postdoctoral researchers in specialized European laboratories, in summer schools, international conferences, and by attending in-house training courses given by renowned European specialists – within the SOP HRD and STREAM projects;

Hiring young researchers / post-doctoral researchers for different periods (six months – three years) and financing PhD positions – within the POSDRU and STREAM projects;

o Financial support of IntelCentre building operating expenses and the equipment running costs – supported by the PPIMC and by different projects running in the IntelCentre;

Financial support for hiring young researchers, financing PhD positions, building operating expenses, equipment running costs, consumables – within the Biologically Inspired Systems for Engineered Structural and Functional Entities project (PN-II-ID-PCCE-2011-2-0028).

Mechanisms facilitating the synergies For the period 2007-2013 there were no such mechanisms provided in the SOPs.

Main problems encountered in implementing the synergies

Rigid SF/national funding regulations; Complicated bureaucracy; complicated legislation; Tense relations between the beneficiary and the financing authority; Frequent changes in the legislation; Frequent changes of the project officer;

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Very late reimbursement – months after the approval of the financial reporting by the financing authority.

Suggestions to improve the synergies

Less bureaucracy; Cooperation/partnership between the financing authority and the beneficiary; Simple and comprehensive legislation; Early announcement of calls; Comprehensive, non-bureaucratic but detailed guides for proposers; Competent and according to schedule evaluation of the proposals; Permanent and competent advices (upon request) from the financing authority during the

project implementation (beneficiary – financing authority partnership); National encouragement of submitting EC proposals; Competent and open-minded audit missions

Main motivations in implementing the synergies No matter if it’s a greenfield investment or just improving an existing facility, developing a top research infrastructure suitable for scientists’ real needs requires a great amount of money. For that reason, and considering the poor public research funding in Romania, in order to achieve this goal it is highly recommended to benefit from the opportunities of funds complementarities and enable the optimal synergies between different funds. Whether it’s about sequential or other type, synergies are considered to provide great opportunities that facilitate R&D projects.

Facilitating mechanisms for the take-up of the scientific results

There are Knowledge Transfer Offices (KTOs) of the HEIs/PROs and funding instruments for these offices are available also, but in general these KTOs seem not to function very well.

Advertising the research results is mainly made through scientific events like symposia, round tables or seminars, open days and (project) dissemination events.

Impact on the regional / national economy

Consolidated and increased scientific reputation at regional and national level; Enlargement of the scientific / technological cooperation network; Diversification of the partners (e.g. for multi-partner projects); Job creation / new job opportunities; Training of young people.

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Figure 2 aims to position projects according to the activities they cover; from upstream (infrastructures, equipment, research activities) to downstream related activities (innovation, knowledge transfer, access to market).

Figure 2: Diagram of the complementarities of the funds in the knowledge triangle / flow

4. RELATED PROJECTS Name of the SF PROJECT: Centre of Advanced Research in Bionanoconjugates and

Biopolymers

SF funding scheme: POSCCE, Priority Axis 2, Operation 2.2.1 – “Developing the existing R&D infrastructure and creating a new R&D infrastructures

Budget: RON 18,633,726 (approximately EUR 4,235,000) Time frame: 2009-2012 Type of costs: Research infrastructures equipped with high performance equipment – a

Centre of Advanced Research in Bionanoconjugates and Biopolymers (IntelCentre), integrated in the PPIMC.

Research

(Research Infrastructures, facilities,

Research activity, etc.)

Training

(Continuous professional training, PhD fellowships)

Innovation

Knowledge dissemination, knowledge transfer events, funding of the KTOs, etc.

SF PROJECT POSCCE

ID 88/SMIS-CSNR

2213: Centre of

advanced research

in

bionanoconjugates

and biopolymers,

2009-2012; research facilities

H2020-WIDESPREAD-2014-2: ERA Chair SupraChem Lab –

Laboratory of Supramolecular Chemistry for Adaptive Delivery Systems – ERA Chair initiative

SF POSDRU/89/1.5/S/55216; European Social

Fund: „Cristofor I. Simionescu” Postdoctoral

Fellowships Programme, 2010-2013; PhD training

FP7-REGPOT-2010-1, Grant Agreement no: 264115:

STREAM, 2011-2014; multifunctional polymeric materials;

hiring of experienced researchers, up-grading laboratories

PNCDI2, PN-II-ID-PCCE-2011-2-0028; Biologically Inspired

Systems for Engineered Structural and Functional Entities, 2012-2016; applied life sciences and biotechnology, biomimetics; advanced scientific research

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Main objectives: Increase the R&D quality and efficiency of the PPIMC by modernizing the R&D infrastructure and granting scientists access to top level research equipment. This general objective was attained by (a) developing the research capacity of the Institute by acquiring new research equipment and upgrading the existing R&D infrastructure and by gaining internationally recognized scientific competitiveness (b) improving the R&D management, (c) improving the research and education environment by creating the most appropriate research and education conditions for young researchers from Romania and abroad.

Name of the FP PROJECT: SupraChem Lab – Laboratory of Supramolecular Chemistry for

Adaptive Delivery Systems – ERA Chair initiative FP funding scheme: H2020, Coordination and support actions Budget: €2,740,625 (EC contribution: € 2,465,625 (89.9%) Time frame: 2015-2019 Main objectives: The strategic objective of the SupraChem Lab Project is to unlock and

foster excellent research in the PPIMC IntelCentre by setting up a strong research group in the field of hybrid materials for adaptive self-organized supramolecular structures. The non-refundable value of the project is intended for a) recruitment of highly trained people with significant research expertise, ERA CHAIR holders, 3 experienced researchers and about 8 young specialists, and b) training the newly recruited researchers with seminars and workshops.

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5. ANNEX: ADDITIONAL INFORMATION

SF Funded Project Project title: Centre of Advanced Research in Bionanoconjugates and Biopolymers

Weblink: http://www.intelcentru.ro/en/index.htm

Beneficiary: “Petru Poni” Institute of Macromolecular Chemistry of the Romanian Academy, Iasi, Romania

Type of institution: Research Institute of the Romanian Academy – Public Research Organisation

Budget: Total Investment: RON 18,633,726 (approximately €4,235,000)

Funding instrument: POSCCE, Priority Axis 2, Operation 2.2.1. – “Developing the existing R&D infrastructure and creating a new R&D infrastructure” Timeframe of project: 2009 – 2012 (36 months)

Main project objectives The general objective of the project was to increase the R&D quality and efficiency of the PPIMC, Iasi, by modernizing the R&D infrastructure and granting scientists access to top level research equipment. This general objective was attained by:

Developing the research capacity of the Institute by acquiring new equipment and upgrading the R&D infrastructure and by gaining internationally recognized scientific competitiveness.

Improving the R&D management.

Improving the research and education environment by creating the most appropriate research and education conditions for young researchers from both Romania and abroad.

The non-refundable value of the project amounts to RON 18,633,726 (approximately EUR 4,235,000) and was intended for building – with high performance equipment – a Centre of Advanced Research in Bionanoconjugates and Biopolymers (IntelCentre), integrated in the PPIMC.

Specific goals (expected output) To increase the research and development capacity of the PPIMC by creating a new infrastructure – the Centre of Advanced Research in Bionanoconjugates and Biopolymers (IntelCentre), with four departments / eight research laboratories hosting 125 R&D pieces of equipment. Collaborative work within the project

The project addressed only one beneficiary (PPIMC).

Type of costs covered:

Research equipment 57%;

Modernization of buildings 30%;

Administrative expenses 1%;

Project management 11%;

Indirect costs 1%.

Main Results

Four research departments: o Chemical Synthesis and Biosynthesis Department; o Instrumental Analysis and Scientific Imaging Department (ISO 6); o Tissue Engineering and Non-viral Gene Vectors Department (ISO 7, ISO 8); o Molecular Modelling Department.

125 R&D pieces of equipment

More than 50 ISI papers already published, two patents

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Difficulties encountered at the stage of drafting the proposal

The research actors are certainly able to prepare a proposal, even when the administrative paper work is complex. However, it would be more profitable to let researchers accomplish their main task – do good research.

Generally, the calls seem to be prepared ‘in a hurry’. As a consequence, mistakes and inappropriate or too general explanations can be found in the guides.

Quite frequently, calls/deadlines are inappropriate; very often deadlines for proposals submission are in August or at the end of December, holiday periods. Sometimes, deadlines are pushed/postponed with two or three weeks just two or three days before the submission deadline indicated in the information package.

Sometimes, because of high interest of the scientific community, many proposals get submitted on the last day and even in the final hours before the indicated deadlines. As the process is online, the high number of applications often leads to blocking the electronic system so the financing authority has to postpone the final submission deadline.

Concerns regarding the evaluation

The evaluation procedure is not always transparent. The deadlines indicated in the calendar for different evaluation stages are not always met.

During many evaluation procedures, proposals have been sent to evaluators who were unable (for different reasons) to perform a competent, fair evaluation. To give some examples: (a) senior researchers or university professors give the proposals to be evaluated by their students/PhD, (b) the evaluators are not always really familiar with the area/domain of the proposal, (c) for highly scientific proposals (and calls) some of the evaluators are, scientifically speaking, less competent / experienced than the proposers.

Quite frequently, the comments of the evaluators are not detailed enough (one or two sentences) and do not justify their decision. Even when they do comply with the guidelines for the evaluators, the evaluation process and reports appear to be too rigid/‘mechanical’, while a real evaluation should also consider the nuances of the proposal’s various aspects.

Difficulties during the implementation of the project

Too much administrative work is expected to be done by the beneficiary of the financing. Reporting stages are sometimes every three or six months and each reporting requires, even for a medium size project, three hard copy submissions signed by the project coordinator page-by-page, and each hard copy totals between 300 and 600 pages. The three hard copies are accompanied by an electronic submission. All invoices must be submitted and every purchase must be justified (sometimes on two or more pages), even if the invoice value is less than 5 Euros Invoices for consumables or office consumables are of low value (for some projects less than 1000 Euros), still they have to be submitted following the same strict procedures.

One should also add here that most of the time the administrative personnel of the financing agency (which is supposed to check all reports and to send their observations and questions to the beneficiary within less than 20 days – according to the information package), sends the observations/questions after three to twenty four months. This happens very frequently. Supposing that the beneficiary made mistakes during the first reporting period, in the absence of an answer from the financing agency, the beneficiary will repeat the same mistake/mistakes. Anyway, in many situations the offices of the administrative reports evaluators are crowded with dozens of files and folders and, considering that one administrative evaluator is responsible of a large number of projects, many reports will be evaluated after many months and some of them will be evaluated very superficially (which backfires on the project beneficiary, years after the project ends – during the audits).

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There can be a tension between the beneficiaries and funding authorities due to lack of transparent procedures. In summary it is therefore not necessarily the fault of the beneficiary when problems occur.

Many problems appear because of eligibility costs and for most of them the administrative evaluators/officers of the financing authority are responsible. The information packages are not always very clear or detailed, so that, just to be sure that the beneficiary was not mistaken, the administrative officers will “cut” all costs that might be non-eligible (just in case!).

At the same time, in many situations, the administrative evaluators have limited knowledge and no experience in evaluating complex projects. For most of them, the evaluation of a project dealing with the manufacture of pencils must comply with exactly the same rules as the evaluation of a project dealing with building of a very complex (ten million Euros) research infrastructure.

As a general observation, most administrative evaluators do not consider themselves (and do not act accordingly) as partners of the project beneficiaries – while both the beneficiary and the financing authority (and not only the beneficiary) should be interested in developing the project in the best possible conditions. The administrative staff of the financing authority acts, in most situations, as an “enemy” of the project beneficiaries rather than providing support for implementation.

Most high value projects are planned for three to five years. Especially in the countries that have recently become members of the EU, the regulations/legislation changes every year. Certainly, national legislation always implies the non-retroactivity of the new laws (i.e., a new law becomes valid three to five days after its publication in the official documents of the country). However, “just to be sure”, the administrative evaluators apply the new legislation in the evaluation of the reports submitted to the financing authority one month to three years prior to the promulgation of the law – frequent examples can be found during at an even superficial checking or by reading the courts of justice public documents.

Facilitating mechanisms during the draft proposal/ implementation

PPIMC has created a project implementation office that is part of the administrative structure of the institute. The office is mainly funded through ongoing projects, especially SF, putting together administrative and project management expertise.

According to Romanian legislation, the staff involved in the proposal development and project implementation is entitled to an additional income (supplementary part time employment).

Strengths of the proposal to become successful

Strict compliance with the requirements of the package of information;

Clarity of the proposal;

A clear and comprehensive presentation of the beneficiary organization and of its national/European cooperation network;

A clear and comprehensive presentation of the impact of project implementation on the regional and national network of the beneficiary, as well as on ERA;

A clear and comprehensive presentation of project sustainability.

Suggestions to policy makers to facilitate the participation Policy makers should promote a legislation aimed at (a) strongly decreasing the reporting bureaucracy, (b) stimulating the administrative personnel of the financing authority to really cooperate and be of assistance to the beneficiary, (c) ensuring the full monitoring and compliance of all guidelines from the information package and (d) ensuring that legislation changes occurring during project implementation are not applied retroactively.

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Advise to R&I performers Learn from every project proposal, whether successful or unsuccessful and also learn from the comments of the evaluators. Keep informed about all legislation changes and abide by the rules.

FP7 Funded Project

FP project title: SupraChem Lab – Laboratory of Supramolecular Chemistry for Adaptive Delivery Systems – ERA Chair initiative Weblink: http://www.intelcentru.ro/suprachem_lab/

Project reference: http://cordis.europa.eu/projects/result_en?q=contenttype%3D%27project%27%20AND%20/project/acronym%3D%27BBMRI%27 Beneficiary: Petru Poni” Institute of Macromolecular Chemistry of the Romanian Academy, Iasi,

Romania Type of institution: Research Institute of the Romanian Academy – Public Research Organization

Budget: EUR 2,740,625 (EC requested contribution: EUR 2,465,625 – 89.9%) EU

Contribution: €4.999m for all partners (University of Malta allocation not available) FP funding instrument

Funding scheme: Coordination and support actions

Subprogramme: WIDESPREAD ERA CHAIRS

Call for proposal: H2020-WIDESPREAD-2014-2 Time frame of the project: 2015-2019 (60 months)

Main project objectives The strategic objective of the SupraChem Lab Project is to unlock and foster excellent research in the PPIMC IntelCentre by setting up a strong research group in the field of hybrid materials for adaptive self-organized supramolecular structures.

Specific goals (expected output) The non-refundable value of the project is intended for recruitment of highly trained people with significant research expertise, ERA CHAIR holders, three experienced researchers and about eight young specialists (five post-doc researchers and three PhD students). Transfer of knowledge activities: four brokerage events; four training seminars and round tables; 40 participations in conferences; and 15 papers in peer review journals. Dissemination activities: One web portal; four press releases; three open-days. Out-going mobility: 15 internships of four months each – junior researchers, eight internships of one month – senior researchers. In-coming: ten trainers (highly skilled researchers).

Collaborative work within the project The project addressed only one beneficiary (PPIMC).

Type of costs covered: Personnel and travel costs. Main Results

Personnel costs; Research facilities; Materials, consumables; Short-term training internships; Participation in scientific meetings; Dissemination activities.

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Main (expected) results: Reintegration of experienced scientists, post-doctoral researchers from abroad: The

reintegration of Romanian specialists working abroad is encouraged by the project. International exchange of know-how: The new research group will develop activities

targeting the connection of the SupraChem Lab group to the PPIMC national and international cooperation network and also widening the network.

International conferences, workshops and lectures: The project aims at organizing four brokerage events and four training seminars and round tables. 40participations in conferences will be also financed.

ISI publications: The publication of at least 15 papers in peer review journals is expected.

Difficulties encountered at the stage of proposal drafting The proposal was prepared by a small group of researchers that were not exempt from their research activities, i.e. they worked overtime for the proposal for almost three months. Concerns regarding the evaluation: There are no concerns regarding the evaluation in terms of the evaluation criteria, the transparency of the procedure, the appropriateness of the evaluators, nor any concerns regarding political influence in the selection of the proposals.

Difficulties during the implementation of the work: As mentioned, project implementation started in July 2015 and it is currently too early to assess the implementation.

Facilitating mechanisms during the draft proposal/ project implementation The institute has created a project implementation office that is part of the administrative structure of the institute. This office supported some specific points in preparing the proposal. According to the existing legislation and to the rules governing EC projects, the staff members involved in project implementation are entitled to an additional income (part time employment).

Other push – pull factors that may affect the R&I performers in applying/ being

successful in FP calls Sometimes, NCPs do not react fast enough in disseminating the information and announcing the expected calls. Which were the strengths of the proposal to become successful

The coherence of the proposal; The existing infrastructure of the IntelCentre; The international visibility of both PPIMC and IntelCentre (as departments of PPIMC).

Suggestions to policy makers to facilitate the participation of national R&I performers

in H2020 Continuous support in the preparation of proposals (nowadays, the support coming from

national authorities is rather scarce and sometimes absent); Financial stimulation (at national scale) of the institution submitting a proposal to H2020 could be an efficient solution stimulating the participation of different institutions.

Advise to R&I performers willing to apply Study carefully the call to understand all the details; Present yourself/your institution in a realistic way, underlining your strong points; Circulate the draft of the proposal to two/three colleagues already familiar with EU

competitions – for suggestions, observations;

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Check carefully the final form of the proposal before submitting; Try to submit the proposal in time; submitting in the last minute may come with

unexpected serious problems.