Frequently asked questions
Frequently asked questions from applicants and project partners are answered on this page.
Is there any ideal size for a project partnership?
The programme has rules on the minimum and maximum size of a partnership, which are at least 4 project partners from 4 countries and max. 15 project partners (including the lead partner and non-EU partners). Priority 4 projects are limited to max. 10 project partners. Overall, experience shows that a number between eight and twelve partners seems adequate for a successful implementation. The ideal size is determined by the objectives of the projects and the competences needed to implement it; a good balance should also be sought in terms of territory and type of partners (e.g. administrations, business support, NGOs, private sectors, etc.). When defining the partnership, the following questions might be helpful: Which partners does the project need to be able to achieve the project objectives and results? Which partners are able to influence policies or procedures to enable that the envisaged changes in the chosen field?
What is the role of observers and what is a good quality network of observers?
Observers may have different roles in a project. They enrich the partnership with expertise in the chosen field and/or promote the project results among target groups. They may test project outputs or implement them at the end of the project. Ideally, they support the uptake of results at policy level. Therefore, not the number of observers, but their relevance within the chosen topic to achieve the envisaged results is important.
Where can I get information on projects that have already been funded?
There are several possibilities to find co-financed Interreg projects, which were implemented already in former periods or which are still running that you can check on similarities or synergies:
On EU-wide level the Interact database keep.eu includes projects from the running funding period 2014-2020 as well as from previous funding periods (2000 – 2006, 2007 -2013).
If you would like to check especially Alpine Space projects from 2007 - 2013 the programme offers an overview on previous projects including their outputs and results which can be found on the following website: www.alpine-space.org/2007-2013
All websites of Alpine Space projects 2014 – 2020 can be accessed via an overview on the programme website. Here you can search by priorities, topics and location of partners.
What is the difference between an output and a deliverable?
Outputs are products delivered by the partnership as a result of the activities conducted during the project implementation. They must answer the needs of the target groups and, at the same time, demonstrate durability and transferability beyond the project partnership. Equally important is the fact that project outputs should be measurable and contribute to the programme output indicators. In the Alpine Space programme there are three types of project outputs: transnational cooperation structures, transnational strategic elements and transnational implementation elements, all of which are fully described in the cooperation programme.
Instead, a project deliverable is a side product that contributes to the development of an activity whose purpose is to support the completion of an output, either on its own or in combination with other activities.
Does the LP have the responsibility to collect and upload national requirements in the eMS?
No, national requirements are not uploaded in the eMS. They are sent by the project partners to the relevant Alpine Space contact point.
Does the programme co-finance infrastructure?
No, but under the budget line “equipment” small scale investments are possible, such as laser scans, sensors or drilling rigs.
Should the staff costs be documented with timesheets as it was for ASP 2007-2013?
Timesheets are not requested by the Interreg Alpine Space programme 2014-2020. The type of supporting documents to be provided depends on the option selected in the application form for the calculation on staff costs.
In case of real costs: the staff costs have to be documented by a project assignment issued for each single staff member involved in the project (including an indication on the percentage of assignment that will be the further basis for the calculation of the staff costs) and by six-monthly task reports provided for each single assignment per staff member.
In case of the flat rate: no staff-specific documentation is required (20% of the direct costs reported in the budget lines “travel and accommodation costs”, “external expertise and services costs” and “equipment expenditure” will be calculated automatically in the eMS ). It has only to be proven that the beneficiary has at least one employee (e.g. by providing a registration at the social insurance agency). For more details please check factsheet 1.4, chapter A.
Can one person have more than one assignment per project?
Yes, employees can have more than one assignment per project. In order to capitalise on the simplification measures it is strongly recommended that the assignment has a duration of at least 6 months corresponding to the reporting period.
What to do if the calculated extent of assignment was considerable overestimated for one period?
If the assignment is valid for the whole project period (and therefore the extent of assignment was calculated as an average of 36 months), the actual involvement will in many cases not reflect the extent of assignment for single reporting periods (in some it might be less in others higher). This shall not be of any relevance as long as it reflects the actual involvement of the person seen in relation to the whole project duration.
How to make a plausibility check on the extent of assignment?
The FLC can request more details as regards the calculation of the extent of assignment (e.g. detailed estimation of working hours on single WP activities). On the basis of that a plausibility check should be feasible.
How to deal with project assignments in case of staff changes?
The assignments are always linked to a person/employee. If there is a staff change, a new assignment has to be set up and signed.
Are sick or parental leave allowances eligible?
Sick or parental leave allowances are eligible as long as they are definitely paid and borne by the PP institution and only within the extent of assignment.
What is the difference between activities planned in the project assignment and activities described in the six-monthly task report?
In the project assignment the employee plans in advance activities in the assignment period. In the six-monthly task report the employee describes the tasks that were actually done. Deviations between the percentage of involvement per work package of the assignment and the six-monthly task report are acceptable as long as the total extent of the assignment of the person is not concerned. The percentage of involvement per work package indicated in the six-monthly task report is the base for calculation of staff costs reported in the eMS.
How to report values for staff costs in the eMS?
If the project partner selected the flat rate calculation method, the expenditure will be automatically calculated by the eMS. In case of applying the real costs option, the project partner shall enter separate expenditure items for every single employee per work package. This expenditure does not need to be split for each month but can be accumulated per reporting period. The latter should be beforehand communicated and agreed with the relevant FLC.
A simple excel tool that can help calculating the exact amounts that need to be reported in the eMS can be downloaded here. Please mind that this is not an official programme tool and shall not be considered as the base for (in)eligibility of the staff costs.
Is evidence of adequate publicity required in case of recruitment of a new staff for a project activities?
The corresponding stipulation of the eligibility rules must only be obeyed if applicable law (e.g. national or regional law) or internal rules/policy of the beneficiaries organisation require the publication of job advertisements.
Costs for trips
Can observers ask for a reimbursement of their travel and accommodation expenditures?
Yes, project partners can reimburse the travel and accommodation costs of observers (including daily allowances) if agreed in advance (written agreement, information on the expected input of the body, the estimated amount and procedure of reimbursement). These costs can then be reported to the programme (under the budget line “external expertise and services costs”).
Travel and accommodation costs for observers travelling outside the programme area are only eligible if they are previously approved by the JS.
Are travel and accommodation costs of bodies considered as target groups related to the participation in project related activities (workshop/event) eligible?
The travel costs of bodies considered as target groups are eligible if the workshop/event demonstrates a transnational added value and if the participation of this body is necessary for the implementation of the workshop/event. Either the costs are directly paid by the project partner or pre-financed by the body considered as target group. In case of the latter, the reimbursement shall be agreed in advance (written agreement on the expected input of the body, the estimated amount and procedure of reimbursement). These costs can be reported to the programme (under the budget line “external expertise and services costs”).
Should the lump sum for preparation costs be included in the list of expenditure?
No, from call 3 onwards the respective share of the preparation costs as indicated in the AF will be automatically included by the LP and submitted to JS/MA for the payment. There is no need for partners to include the lump sum for preparation costs in the list of expenditures.
Under which period should expenditure incurred in June but paid in July be reported?
PP should agree with the FLC on the approach to be applied and shall follow this agreement for the entire project implementation period. Generally, expenditure incurred and invoiced in June could also be reported for the period January-June as long as the payment was effected within a minor delay after the reporting period concerned and well in advance of the first level control. As concerns the staff costs, it is recommended that staff costs for the month of June are considered for the period January to June even if the payment of the salary took place in July.
Can a project partner report expenditure that incurred before but paid after project closure date?
Yes, the eligibility rules clearly state: “expenses based on payments initialised with a minor delay after the project implementation period can be accepted as long as the activities have been implemented and the invoices/payslips have been issued before the project closure date (time period to be agreed with the FLC body responsible)”.
How can the PP correct the partner report if the FLC spots wrong or insufficient information?
The FLC can reject a partner report and revert it to the PP for corrections. By using this function the PP needs to resubmit the partner report and the FLC starts with the verification procedure from the beginning again. The PP cannot change any submitted partner report. However, the FLC has a possibility to enter corrections and/or additional information in some parts of the eMS such as the list of expenditures and the FLC report. No specific instructions are set for the communication between FLC and PP. For more details please check the eMS technical guidance for controlling.
Is it necessary to provide more detailed information in the field “description” when filling in the list of expenditure in the eMS?
Yes, the provision of additional information is very useful for all responsible persons in the subsequent workflow (FLC, JS, MA, auditors, etc.). Therefore please provide at least the following minimum information under “description”:
Staff costs: name of staff member to whom the staff costs are connected and months concerned.
Travel and accommodation costs: staff member, date, destination and purpose of the travel
External expertise and service costs: short description of the external service
Equipment expenditure: identification of the equipment.
Are costs connected with meals organised during the project meetings/events eligible?
Catering costs for either internal or external meetings/events are eligible if planned in the application form or clearly linked to the project activities.
When externalised (e.g. catering, restaurant), these are eligible under the budget line external expertise and services. If organizational costs are borne by the beneficiary itself (e.g. ticket from the supermarket for internal meetings) they fall under the office and administration costs and do not need to be reported.
FLC related questions
Shall the FLC certificate be printed from the eMS, signed by the authorised person and sent to the partners by hardcopy? Or is the e- submission in the eMS sufficient?
An e-verification in the eMS is sufficient. If in a member state e.g. signatures of superiors are necessary, the person in charge could anyhow print the certificate and request a signature of the hardcopy before providing with an e-verification in the eMS.
How shall project partners provide to the FLC the relevant documentation of expenditure (e.g. original invoices; proofs of payment public procurement documentation)? Can these documents be uploaded in the eMS?
The documents shall either be forwarded to the FLC by regular mail (or e-copies by e-mail) or checked by the FLC on the spot. They should not be uploaded in the eMS.
What is the retention period for the FLC documentation?
The subsidy contract foresees that the project participants shall “retain for audit purposes all files, documents and data about the project until the MA informs that keeping of documents is no longer required for the project. Other possibly longer statutory retention periods as might be stated by national law remain unaffected by this regulation”. Usually the files are retained on the level of the beneficiary (and not the FLC) and all relevant FLC work results are documented in the eMS, thus the FLC should not be concerned by the regulation on retention periods.
What is the purpose of the “FLC correction type”?
The “FLC correction type” has to be specified by the FLC whenever a deduction is done. This data is required by the European Commission and will be evaluated on a regular basis aiming at the identification and improved tackling of frequent error sources. In case the “FLC correction type” is missing FLC might be asked to supplement this information.
How to proceed if there is a shift between budget lines “external” and “staff” and more staff costs could be reported than actually calculated according to the assignment?
The budget is to be considered as the plan and framework but has no consequences on the eligibility of expenditure. There might be more or less staff costs certified than actually planned (and more or less staff assigned than actually planned). Please consult also factsheet 4.6 on project changes.
What consequences do changes in the national contribution of project partner have (e.g. national subsidy not foreseen in the AF granted)?
There are no consequences as long as double financing can be excluded (see factsheet 1.4. p. 3: if national public subsidies are in total higher than 15%, the ERDF contribution is reduced correspondingly). There is no need to change the AF as the information on the actual national funding should anyhow be updated regularly within the framework of the partner report and finally confirmed by the FLC within the final report.
Can I involve additional observers than originally planned in the application form?
Yes, this is possible whenever this brings added value to the project. Adding an observer is considered a minor change and does not require a request for change. Timely information on the name and role of additional observers is to be provided to the JS.
Are changes of budget between periods possible?
The budget per period stated in the application form cannot be changed (unless there is a reduction in the approved ERDF). However, in a given period partners may spend more or less than initially planned. If so, these deviations need to be explained in the project report. Projects should also be aware that spending less than 80% of planned ERDF per period expose them to the risk of losing funds (in case of programme decommitment of funds).
How to deal with new project equipment or a change in the equipment planned in the AF?
The LP should contact the JS and establish whether this new/modified equipment is a project output or an equipment item necessary for the project implementation.
In the first case (output equipment), a request for change procedure has to be initiated and it requires the prior approval of the programme committee.
In the second case (equipment necessary for project implementation), the new/modified equipment requires prior, written approval by the JS. The JS email should be kept as part of audit trail and provided to the relevant FLC. This deviation is to be managed within the financial flexibility rule, it is also to be reported and justified in the relevant project report.