Or view all the questions :
Is there a limitation to the participation of the same partner in several projects with the same objective, at a lead and partner level?
From a purely formal point of view, there is no limitation. The partnership of each project as well as the multi-participation of certain actors/partners is an assessment parameter and will therefore be formally assess, also in terms of possible risks during the verification of the partners, in the final phase of the assessment.
Category : Programme Eligible partners and areas (application phase)
How do I link a deliverable to an activity?
Deliverables should not be created via the section – enter main elements – deliverables tab.
Could a partner be a Lead Partner in two applications in different axes ?
There is no limit to the number of applications in which an institution can participate (as a partner or lead partner). However, institutions have to demonstrate the technical and administrative capacity to develop the activities in which they engage. This capacity will be analysed during the evaluation of proposals.Category : Eligible partners and areas (application phase)
Can a person other than the legal representative sign a declaration (vice-president, head of department …) ?
The Application Form confirmation page should be signed by the legal representative of the Lead Partner’s organisation. Still, if the legal representative’s substitute has a legal ability to sign the official documents, then it can be done by the substitute. In this case, you should provide us an official letter confirming that the substitute is empowered to sign the official documents.Category : Compulsory annexes to upload (application phase)
How to use Method B in case of low, unbalanced or occasional staff involvement?
Any kind of involvement can be reported using Method B – fixed monthly %.
First, to report staff costs following the Method B provisions, the partner organisation must take into consideration the quantity and the frequency of the involvement of each staff members, according to the specific role assigned within the project, to establish a fixed percentage of time worked on the project per month.
Sometimes it is very difficult for the partner to establish this percentage due to multiple reasons.
Here below you can find several examples that illustrate how three recurring identified cases (low, unbalance or occasional involvement) could be managed following the provisions of Method B. Kindly note that those are only examples, and that there may be many other situations and solutions to suggest.
- Low involvement, this is applied to staff involved in a regular basis but only for short periods of time every month. For example, a Chief of a Department participating in several projects, who organises a half-day monthly meeting to follow up projects’ implementation.
In this case, if the half-day is moved in % this becomes approximately 2% of his/her monthly working time. Additionally, for example, if the meeting relates to 4 projects, 0.5% should be declared in each project.
It is highly recommended to think, in advance, if all the necessary administrative burden to declare this expense is worth doing. If you decided against, you may choose not to declare those expenditure and use this part of the budget to finance other kind of activities or staff.
What must be emphasized in this situation is: if in a particular month this person exceptionally has to dedicate more time to the project (e.g. to prepare and participate in a project event), in order to be able to claim this time, you should either increase the % for the whole period, dividing for example 1 day in 6 months to re-estimate the % (see case unbalance involvement) or decide not to declare these expenditure, taking into account the risk involved if done inappropriately.
- Unbalanced involvement, this applies to staff involved on regular basis on the project but with a very different level of involvement from month to month. For example, a financial officer in charge of the financial and administrative monitoring of the project, providing assistance every month but that, in addition, dedicates two months preparing the payment claim and the certification of expenses.
If you calculate the % of involvement per month, the result would be, for example, that in the first 4 months of the implementation period, the % of involvement corresponds to 25% of his/her time and the other 2 to 75%. In this case, because the % of involvement should be the same for all months, the most advisable would be to make a projected weighed average [e.g. (25x4) + (75x2) / 6, which would allow a calculation of 41% per month].
- Occasional involvement, this regards staff involved just once during all the project lifetime. For example, a communication officer in charge of the organisation of the project mid-term conference.
In this case, you should include in the list of staff, as a function of the employee in the project, being in charge of the organisation of the mid-term conference, and, as for the involvement period, consider only the months this person will be active in the project. For example, if the implementation period goes from 01/06/2018 to 31/12/2018, and the officer in question is involved only 3 months, from September to November, the involvement dates in the list of staff should be ranging between 01/09/2018 and 30/11/2018 and, only expenses for those months can be claimed, leaving nothing to be claimed in the remaining months of the involvement period (July, August and December).
If the period is overlaying two implementation periods, in each one of them declare only expenditure of the months of involvement, according to the list of staff.
Kindly note that this calculation method is a simplified cost option and that the Programme and controllers shall not carry out any re-calculations/checks against the real involvement of the staff. Therefore, the monthly % of involvement included in the Job Description Declaration is just an estimation made by the partner, based on the quantity and the frequency of the involvement of each staff member, according to the specific role assigned within the project.
Finally, be reminded that you must always respect the principle of proportionality. It means that, based on the checks performed, the FLC should confirm that there is no evidence that the claimed staff costs are not adequate in quantity or quality to the development of the activities reported. If the FLC is unable to make this confirmation, amounts exceeding what would be considered reasonably adequate shall be rejected.