Purpose of the Activity Report To allow programme bodies to monitor the development of the project To help guarantee a satisfactory achievement of the project results To provide quantification and continuous quality assurance of project outputs (quality objectives) To allow a cross-check between the implementation versus the project application or decision. To collect information for the NPA’s Annual Implementation Report To help disseminate information about the project to the wider public. To identify best practices in project implementation and publicity To approve minor project changes pre-approved by the Secretariat To assess the project’s risk profile
Reporting Forms An activity report consists of 2 parts: A.Partner Activity Report: activities carried out by partner B.Project Activity Report: progress of project implementation + Supporting documentation Types of information asked: Achievements of the project objectives and results, highlights Development status of main project outputs, including output indicators Status of work package activities, deliverables, and target groups reached Measures addressing horizontal principles Synergies with other strategies and programmes Changes and other project implementation issues
Result indicators – Programme level Specific Objective Result Indicator Priority axis 1 - Innovation 1.1Degree of collaborations between SMEs and R&D 1.2 Awareness and attitudes among health professionals towards the use of eHealth technologies. Priority axis 2 – Entrepreneurship 2.1Conditions for start-ups in remote, sparsely populated areas 2.2Awareness of business opportunities beyond local markets among SMEs Priority axis 3 – Renewables and energy efficiency 3 Awareness of energy efficiency opportunities and renewable solutions in housing sector and public infrastructures in remote and sparsely populated areas Priority axis 4 – Protecting, developing and promoting natural and cultural heritage 4Preparedness of responsible authorities in remote and sparsely populated areas for environmental management in relation to climate change and impacts of new investments in exploitation of natural resources (Programme Manual section 2.4.1)
Output indicators – Project level TypeOutput Indicator Measurement unit Common indicators Number of enterprises receiving supportEnterprises Number of enterprises cooperating with research institutionsEnterprises Specific indicators Number of product and service opportunities to be developed, based on new or existing R&D Products and services Number of supported SMEs reporting productivity increase in %. (i.e. Increased sales, customer base and increased productivity) SMEs Number of innovative models/solutions addressing viability and low critical mass in public service provision Collaborations Number of innovative technology-driven solutions for public service provision in remote areas Services Example Priority Axis 1 (Programme Manual section 2.4.2)
Assessment of the Activity Report by JS Completeness of the information Eligibility of activities carried out Coherence of activities with objectives set out in application/ decision Progress achieved of the implementation vs. the application/decision Analysis of the efficiency and effectiveness of project implementation Measurement of quality and quantity of project outputs and results Analysis of project spending profile, value-for-money, etc. Quality of partnership and distribution of roles between the partners Analysis of synergies with other strategies and programmes Concrete actions meeting the horizontal principles
Project changes – General Principles Project managers are expected to manage issues within the project in cooperation with their partnership. However, it may become evident that the implementation plan or budget needs to be revised Changes are divided into minor and major changes: The degree of the change will be determined by the JS Generally, projects are expected to have only one major change in their lifetime, and maximum one minor change request per reporting period.
Minor changes Budget changes below 50 000 EUR/10% (tbc) per project budget line, accumulated since the latest decision. Implementation changes with no major impact on work plan, the project outputs, or results. Travel outside the programme area, if not part of the approved application. Copenhagen = outside the area! Minor administrative changes. LP sends an e-mail to JS Desk Officer outlining the change together with a justification and assessment of the impact on implementation and outputs. Once pre-approved, the changes should be listed in the Activity Report confirming the picture that the changes are minor Formal approval when approving the Activity Report. Latest decision remains valid for future reporting.
Major changes Budget changes above 50 000 EUR/10% (tbc) per project budget line, accumulated since the latest decision. A change/withdrawal of partner A change in the number/ character of main outputs Implementation changes with a major impact on the work plan, the project outputs, or results. An extension of eligibility period. LP informs the JS Desk Officer asap, outlining the change together with a justification and assessment of the impact on implementation and outputs The Desk Officer may ask the LP to submit a revised application + supporting docs The Desk Officer will make a decision proposal for the MA or, if necessary, the Monitoring Committee. The MA issues a new decision
Further guidance JS Desk Officer and RCPs Programme Manual: 3.3.2. Changes in project implementation 3.5.1. Activity Reporting 3.5.3. Assessment of the Progress Report More details about the online forms and training at next Lead Partner seminar in Autumn 2015
Thank you for listening! Kirsti Mijnhijmer Secretariat Tel.: +45 3283 3784 E-mail: kirsti.mijnhijmer@northern periphery.eu www.interreg-npa.eu