Developing a IIIB CADSES
Transnational Project with your
partners : from the Project Idea to
the Application Form
Transnationality
Transnational cooperation is cooperation between
countries on another level than the national
(compare with international cooperation which is
cooperation between
nation states). Transnational cooperation
typically involves municipalities, counties, NGOs,
research institutes etc.
Minimum requirement in CADSES
programme: At least 2 financing partners form
different countries
The added value of
Transnationality
• Partners pool expertise. And gain new ideas
on old problems
• Pool resources and get access to European
funding
• Pilot different approaches while spreading
cost and risk
• Address problems across borders
• Establish permanent networks giving access
to the knowledge of up to 18 countries
The Transnational Project
Partnership…
…is a cooperation of equal partners to achieve
a defined set of objectives.
> The views of all partners should have equal
weight regardless of their financial contribution.
> Every project partnership should be based on a
set of common objectives
> The Lead Partner should be coordinator,
administrator and motivator.
Tr pjt patrn
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Existi and rejected pjts
Espon 3c data base
THE LP Principle in INTERREG
projects. LP‘s transnational duties.
• The LP represents the project and is accountable for
it, to the MA.
• LP sets up the project management and partnership
agreements( work packages, action plan, milestones,
expenditure plan)
• LP sets up the project budget and assures signature
of co-financing statement and accountability of
expenditures.
• LP sets up project application and submission.
• LP is responsible for reporting arrangements and
coordination
Defining the objectives 1:
LP responsibilities
• Orient your project to certain Program
Measures. Discuss with your NC and CCP
• Build on relevant experiences from previous
calls. Contact the (T)CCPs and the JTS.
• Study and discuss sel crite
• Lead Partner defines the general objectives
when identifying the joint problem
• The general objectives should be extended
and specific objectives defined based on
different partners’ skills and needs.
Defining the objectives 2:
Projects must address
programme objectives
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Tr terr coope in eu lvl
Sust transfer of pjts
Applicable To national policiies
And creating follow-up + investments
For example…
…to better integrate water in urban areas in
order to enhance the social, economic and
environmental value of these areas.
Defining the objectives 3 is your
pjt trans
A transnational project: a poor tr pjt
is based on a joint problem
• builds on joint planning
• has joint implementation
• results in joint outcomes
• Lp own scope
• Lp no partn
• Probl impl
• Proj fail in relaity
• Bad reput
Example of a joint problem
• One city wants to both improve the water
quality in some canals running through a rundown area and make them more attractive for
recreation
• Another would like to make water recreational
areas in derelict parts of their city more
accessible to people
• A town would like to regenerate some
neglected neighbourhoods through improving
the water quality of their ponds
Example of joint planning 1
• First joint outline in common planning meetings
• Identifying knowledge and experience of each partner
to clarify transnational linkages (c.f. Application Form
section 7.3)
• Study and discuss the selection criteria
• Agreeing on who will be responsible for what and
who will pay for what, to make coordination easier
(c.f. Application Form section 8)
• On the basis of this a joint application can be
developed
Example of joint planning 2 :
From objectives to work packs
• Two questions to ask about every partner:
- What will the partner deliver to the project?
- What will the partner receive from the
project?
• This will allow you define work flows in the
partnership and put together work packs.
• Do not forget issues that all of the partners
will work with, like communication and project
management.
The budget
• Assign a budget for each work pack.
• Manual web
• Split this budget between the partners
contributing to that work pack,
according to their contribution.
• Ccp jts
• Look for relevance between:
Action Plan=>Milestones=>Budget
Example of joint implementation
of activities 1: the Work Packs
• Assign a responsible partner to ensure
delivery of each work pack.
• Set a deadline for delivery
• Decide now what you will do if these
deadlines are not achieved
• Identify the key tasks. Start and completion of
these will normally be the project milestones.
Example of joint implementation
of activities 2
• The partner cities/towns draw up joint water
plans to illustrate how planning with water
can contribute both to a better environmental
and social situation
• Each partner implements different parts of the
water plans and the other partners learn from
this
• In this way all partners improve their
knowledge on all of the issues covered, but
each needs to make a small investment
Example of joint outcomes
• Joint learning and experiences between project
participants
• Added value compared to if each city/town would
have worked individually on renewing their derelict
neighbourhoods
• Joint water plans
• Guidelines on ‘How water can improve the social and
environmental situation’ so other cities also can learn
from project outcomes
• The new knowledge of the project participants gives
valuable added value to their organisations
Transnational project
management
• and have clear objectives and responsibilities for
every partner and org Regular face-to-face meetings
• Deadlines for deliverables and documentation and
Procedures for dealing with change and delays –
include these in a partnership agreement
• Ensure systematic cooperation through joint
implementation structures
• Awareness of different national rules and
requirements (e.g. audit)
• If necesary outsource project management but make
sure that LP is fully informed and responsible!
Transnational Project
Management costs…
• Some national laws prevent the transfer
of funds over national borders. This can
cause additional problems.
• To avoid this, decide at the start who will
do the work and how much it costs.
• Assign this money in the ERDF
allocation in the budget!
Writing the application 1
SOME TIPS…
• If you have agreed on objectives, work packs,
responsibilities, budgets and deadlines, it should be
quite easy to write the application. Involve the whole
partnership in this process.
• Try to standardise the way you present information
about each partner and activity. This will make the
information easier to follow.
• If you use a consultant, make sure that the person
who will actually manage the project is involved from
the start.
Writing the application 2
• Many projects start slowly because the start-up
phase is badly planned. Assume that the project will
be approved and set a date for the first meeting – late
start up means loosing money (n+2 rule)! –
• Make sure the application is clear and contains all
relevant information.Let someone else read it to
check if it is as clear as you think.
• Remember that sending in the application is the start
of the project – not the end!
• Many project applications are too optimistic. If in
doubt, assume that it will take longer than you think.
Avoid last minute mistakes
• Attach necessary documents (e.g. cofinancing statements)
• Plan ahead and leave time for feedback
• Proof-read proposal
• Observe deadlines and other
requirements for submission
• AP CCP JTS web
Stella Tsartsara
Transnational CADSES
Contact Point-Vienna
(TCCP VIENNA)
Schlesingerplatz 2
1080 Vienna
Tel:+43 1 4000 76145
Fax:+43 1 4000 99 76145
e-mail: tcp@i3b.wien.at
web site:www.cadses.net
Good
Luck!