Fast lane ‘Test-to-Transfer’ - Information seminar.

Name: Fast lane ‘Test-to-Transfer’ - Information seminar.
Uploaded: 2026-01-28T16:20:46.000Z
Duration: 4 h 26 min 22 s

Overview of the Process and Key Features

Introduction to Q&A Sessions

Participants can ask questions via hand-raising or chat after each chapter.

Attendees are requested to mute their microphones for clarity during discussions.

Program Status Update

Currently, there are 96 approved projects, including 8 governance projects and 88 thematic projects.

The cultural sector comprises 56 projects, with 40 being test projects involved in the transfer phase procedure.

Nearly 90% of the program budget has been committed, with expectations to increase this through ongoing processes.

Understanding the Fast Lane Process

Rationale Behind the Fast Lane

The fast lane process is designed to enable project activities to transition smoothly into new phases (study, test, transfer).

It allows study projects to apply for a test phase and test projects to move into a transfer phase through simplified procedures.

Benefits of Transitioning Phases

Emphasizes sound management and quality results during transitions between project phases.

Aims to enhance result amplification strategies by leveraging valuable outputs from previous project phases.

Partnership Adaptations

Partnerships must be optimized for each phase; new partners may be required for effective implementation in the transfer phase.

The addition of a transfer phase creates a new project typology: "test plus transfer" alongside existing categories like governance projects.

Key Changes in Project Management

Project Modifications Required

Transitioning from test to transfer involves adapting partnerships and work plans that include specific activities related to transfers.

Projects will have an increased duration and budget as they evolve into new types while maintaining continuity without gaps between phases.

Definition of Transfer Phase

The transfer phase supports other actors in adopting developed solutions or strategies tested during earlier project stages. This ensures quality outputs are finalized before transferring them for broader use.

Relevance of Outputs in Territorial Needs

Analyzing the Transfer Process

The finalized output must align with territorial needs to effectively trigger policy changes or transfer processes within specific territories.

Various activities are outlined in project manuals and deliverable lists, providing a range of options for addressing challenges during the transfer phase.

Focus on Quality Over Quantity

Emphasis is placed on the quality and efficiency of outputs rather than sheer quantity; selected outputs should be genuinely beneficial for recipients.

Outputs may need adjustments to better fit the identified needs of receivers while maintaining core challenges.

Engaging Stakeholders

Key stakeholders must be mobilized to promote the transfer process, including offering training and peer-to-peer activities for easier adoption by partners.

Identifying relevant personnel within receiver institutions is crucial for effective territorial appropriation and policy adoption.

Budgeting and Project Duration

Financial Considerations

The overall budget for projects is approximately €18.5 million, with individual project caps set at €800,000 specifically for the transfer phase.

Funding rules stipulate an 80% EU contribution alongside 20% national co-financing, with expectations set for 23 projects to receive approval.

Timeline Management

The total duration allocated for test plus transfer projects is 30 months plus an additional 21 months dedicated to closure activities.

Closure activities from previous phases are integrated into the timeline, emphasizing efficient management towards finalizing transfers.

Implementation Timeline Overview

Key Dates and Activities

The end date for test activity is June 30, 2026; subsequent transfer activities commence July 1, 2026.

A detailed operational timeline outlines critical periods between monitoring committee decisions and modifications necessary for initiating transfer phases.

Preparation Steps

Preparatory actions must occur between April and June prior to requesting modifications that enable transition into the transfer phase.

Project Modification and Approval Process

Overview of the Project Modification Timeline

The project modification process begins in April, with results from the monitoring committee expected after April 15. This marks the start of a new phase rather than a new call for proposals.

Requests for modifications must be submitted through a short online questionnaire available on the website, which will open once the request is received. The deadline for submitting modified application forms is May 15.

Submission Requirements and Evaluation Criteria

Modified applications must include an updated budget, work plan, partnership details, and outputs validation fact sheets uploaded to GEMS for evaluation purposes. The quality of outputs and their readiness for transfer are critical assessment criteria.

The monitoring committee will assess modifications and validate new partners by June 15, with decisions announced on June 30 regarding project approvals. Lead partners will be informed about outcomes on July 1.

Partnership Agreement Adjustments

Following approval notifications in July and August, new partnership agreements will be signed to incorporate additional partners, along with amendments to subsidy contracts reflecting new amounts and phases of funding.

Questions Regarding Financial Expenditures

Clarifications on Financial Rules

A participant raised a question about the requirement to reach an 80% spending threshold during the test phase to maintain eligibility; this was confirmed as part of exclusion criteria that would be detailed later in the discussion.

Another participant sought clarification on how budget modifications would impact calculations related to this spending threshold during evaluations; it was suggested that these modifications would indeed be considered in assessments moving forward.

Project Duration Adjustments

Discussions clarified that all projects currently have a duration of 33 months but noted that closure activities are included within this timeframe; thus, test activities are set to conclude in June instead of September due to adjustments made for transfer phases extending overall project timelines by an additional 18 months (totaling 51 months).

For projects not transitioning into transfer phases, they will follow regular timelines concluding at 33 months without any extensions or changes applied. This distinction ensures clarity between different project paths based on partner qualifications or choices regarding participation in transfer phases.

Budget Considerations for Transfer Activities

Maximum Budget Queries

A question arose concerning whether the maximum budget cap of €800,000 for transfer activities includes national or private co-funding; it was clarified that this figure represents total funding inclusive of all sources rather than just grants alone.

Reporting Phase and Results Amplification Strategy

Overview of Reporting Requirements

The reporting phase is set from July to December 2025, with a submission deadline for the reporting package on March 31st. This is the last report expected to be received.

Importance of Results Amplification Strategy

A focus on the results amplification strategy is crucial for maximizing project outputs and impacts during the transfer phase. This phase aims to enhance results significantly.

Cooperation with Governance Projects

Collaboration with governance projects should continue and be strengthened, as they provide valuable support in transferring policies and mainstreaming methodologies related to project outputs. Understanding these collaborations is essential for effective implementation.

Participants are encouraged to identify valuable activities within governance projects that align with their objectives, ensuring detailed planning in applications regarding these collaborations.

Euromed Academy Contributions

The Euromed Academy serves as a dual-purpose body focusing on training and maintaining a library of key deliverables relevant to project outputs. It includes a peer review process for governance projects before publishing materials in the library.

Training platforms will be available during the transfer phase, emphasizing compatibility with existing academy resources to ensure visibility and effectiveness of training sessions conducted by participants.

Partnership Activities in Green Living Areas Mission

Upcoming Steps for Collaboration

An important upcoming step involves transferring main results and tools developed by participants, requiring collaboration over the next months and years as part of the green living areas mission's focus shift towards implementation impact.

Dissemination and Training Initiatives

Plans include organizing webinars and training sessions at both international and national levels to present specific tools and results from various projects, fostering knowledge sharing among stakeholders.

Territory-Specific Applications

Two calls will be launched dedicated to territories where tools can be applied; this involves selecting specific locations for testing tools collaboratively designed by participants alongside local communities. Mentoring will also play a role in this process.

Partnership and Transfer Phase Overview

Importance of Information Sharing

The session emphasizes the significance of sharing information regarding partnership activities, highlighting its relevance for effective collaboration.

Acknowledgment of the importance of this platform for disseminating crucial details about ongoing projects.

Introduction to Med Cities Network

Karolina from Med Cities Network introduces her organization, which consists of 91 municipalities and local authorities around the Mediterranean.

The network aims to support governance projects related to nature and community living areas, offering assistance in identifying potential project receivers.

Partnership Eligibility Criteria

Discussion on eligible partnerships for transfer projects, requiring a minimum of three partners from the original test project partnership.

Clarification that there should be no change in lead partner between test and transfer phases; it is considered a modification rather than a new project.

Types of Eligible Partners

Eligible partners include local authorities, public agencies, educational institutions, business support organizations, and international organizations.

Emphasis on including new receivers from different geographic areas who have the competence to utilize transferred outputs effectively.

Role of Associated Partners

Explanation that partners not actively involved in the transfer phase can remain as associated partners with different roles such as user experts or advisors.

Distinction made between funded partners and associated partners who may incur costs for participation but do not receive direct funding.

Finding New Project Partners

Suggestions provided on how to find new partners through inter-agreement forums and contacting national contact points (NCP).

Encouragement to engage with governance projects that have conducted mapping exercises to identify potential receivers relevant to specific territories.

Partnership and Transfer Phase Discussion

Overview of Partnership Elements

The discussion begins with an overview of the partnership elements, emphasizing the need for access to accounts and forums. A list of contact points is available on their website.

Questions from Participants

Alexandro Monty, General Manager of the Foundation for Research and Innovation, raises two questions regarding geographical areas and potential new partners.

Geographical Areas Clarification

Monty seeks clarification on whether transferring a project within the municipality of Florence is acceptable or if it should extend to broader regions like Tuscany or Italy.

New Partners Inquiry

He inquires about preferred sources for finding new partners among various options provided during the session.

Responses to Questions

Geographical Area Response

The response clarifies that transfers should ideally occur to different areas not already impacted by the project to maximize benefits across territories.

Partner Source Flexibility

It is stated that there are no specific preferences for partner sources; participants can utilize their own networks as well.

Further Clarifications on Transfers

Justification for Area Changes

Monty seeks further assurance about moving within Florence's UNESCO area versus another municipality, which leads to a discussion on justification being key rather than strict rules.

Non-EU Mediterranean Countries Involvement

Another participant asks about involving non-EU Mediterranean countries in transfer phases, highlighting its importance in sharing tools and practices effectively.

Guidelines for Transfer Phases

Associated Partners Inclusion

It’s confirmed that non-EU Mediterranean countries can be included as associated partners but cannot receive direct funding.

Testing Limitations During Transfer Phase

The transfer phase cannot involve pilot testing activities; it focuses solely on transferring solutions without investment in new equipment or similar resources.

Conclusion on Project Flexibility

Transnational Context Consideration

The conversation concludes with an emphasis on flexibility regarding project transfers, allowing both transnational and national approaches based on what best suits individual projects.

This structured summary captures key discussions around partnerships, geographical considerations for project transfers, involvement of non-EU countries, and guidelines governing these processes.

Project Continuity and Partner Eligibility in Transfer Phase

Overview of Project Management

The project aims to maintain continuity with the same lead partner, emphasizing sound administrative management as a key criterion for success.

The lead partner will continue to play a crucial role as the project coordinator during the transfer phase to ensure smooth implementation.

Budget Allocation Concerns

Associated partners from the test phase cannot utilize their unspent budget during the transfer phase; a separate budget will be allocated for this new phase.

Clarification on eligibility criteria indicates that five different countries must be represented by partners, focusing on their headquarters rather than pilot area locations.

Partnership Composition Rules

There are no specific rules regarding the proportion of representation from each country within the partnership, but geographical balance is essential.

Associated partners from the test phase can transition into full-fledged partners in the transfer phase if they meet eligibility requirements.

Role Justification and Competencies

Partners who were associated in the test phase may assume roles as receivers in the transfer phase, contingent upon justification of their previous involvement and competencies.

It is challenging for partners who have already received information during the test phase to justify taking on receiver roles again without clear differentiation of their contributions.

Recommended Partnership Structure

While there is no maximum number of partners specified, a recommended range is 10 to 12 for manageability purposes. Each partner's role must be justified within this structure.

Decisions regarding new partnerships require committee approval at the project level, emphasizing collaborative decision-making processes.

Modification Process Overview

An eight-step procedure for modifications will be presented, highlighting necessary actions required for successful transitions between phases.

Pre-selection criteria include timely submission of all reporting packages and adherence to project timelines to avoid exclusion from presenting a transfer phase.

Project Reporting Guidelines

Key Requirements for Project Reports

The preparation cut should meet at least 80% of the forecast from the latest version of the application form. Relevant information can be found in the financial living tables and project reports.

Data for P4 will only be available after submission. Excluded amounts parked by national authorities will not count towards this total.

Ensure all partners submit their reports on time to include all certificates by March 31st. Late submissions may require reopening project reports, but late certificates won't contribute to the 80% calculation.

Tips for Maximizing Expenditure Inclusion

Check partner expenditure that could be reincorporated into project reports to maximize included expenditures.

Clarification on "latest version of AF": No modified forecasts are accepted for reporting periods that have ended; calculations will reference data as of April 1st.

Understanding Expenditures and Certifications

Only certified expenditures submitted in a project report are counted. Parked expenditures cannot be counted twice; they must be recertified if included in follow-up reports.

Financial living tables provide aggregated financial data related to submitted partner and project reports, which helps verify whether previously parked expenditures were recertified.

Addressing Common Questions

If part expenditures were already included and certified in previous reports, they are acceptable without further issues.

The latest version of the AF considered for verification is from March 31, 2026. No modifications will be accepted until then regarding forecasts for closed reporting periods.

Partners who remain associated but did not spend their entire budget during one phase can utilize remaining funds later; however, late certificates won’t affect the calculation of the mean percentage used for pre-selection criteria.

FAQ and Project Extensions Discussion

Overview of the Seminar Recording

The seminar is recorded, allowing participants to revisit answers later. Additional FAQs may be compiled if time permits.

Current plans do not include publishing a FAQ document, but access to the recorded session will be available.

Criteria for Project Extensions

Projects scheduled to finish on August 30 instead of June 30 are automatically excluded from transfer applications due to pre-selection criteria.

An extension during the test phase is not allowed; all phases must start simultaneously according to project guidelines.

Financial Management and Reporting Requirements

To meet financial thresholds, projects must reach at least 80% of their forecasted budget by the end of period four, which includes preparation costs. This percentage is based on planned expenditures rather than total project budgets.

If a project's reported percentage drops below 80% due to documentation issues, it may still be eligible if addressed before April 1st; however, missing documentation can lead to significant eligibility concerns.

Importance of Documentation

Missing or incorrect documentation can result in serious implications for project eligibility and financial management standards; thus, timely submission is crucial. Discussions with national controllers are encouraged for clarification on missing documents.

Anticipating reporting needs and addressing potential issues early can help avoid complications during certification processes. Reopening controls may be possible through discussions if necessary documentation is provided in time.

Modifications and Steering Committee Decisions

For project modifications, a vote from the steering committee is required along with proof of decision when submitting online requests; detailed information isn't needed initially but should outline overall reasoning for changes.

Projects that have requested extensions cannot apply for transfer phases as previously communicated; this was made clear in official communications regarding modification requests submitted through online forms. Discussions with project officers are recommended for clarity on specific situations related to modifications or extensions before final decisions are made by committees.

Modification Process Overview

Key Steps in Project Modification

The decision-making process for project modifications is highlighted, emphasizing that if pre-selected, the individual must decide on the modification directly.

A reminder is given about accessing the online formula website, where users need to log in and fill out a specific box (number six) regarding the addition of a transfer phase to the test project.

All sections requiring modification are outlined, from project identification to budget. Users are instructed to upload their modification decisions via a Basecamp link as detailed in the framework document.

Framework Document Importance

The framework document is crucial for understanding step-by-step procedures for modifications, including necessary information and timelines.

It is advised to extend the project's duration while updating key elements such as project category and summary to include details about the transfer phase.

Partnership Modifications

Historical partners must remain active during modifications for reporting purposes; deactivation is not permitted even if they do not participate in the transfer phase.

New partners should be added with clear motivations for their inclusion, particularly if they will act as receivers during this phase.

Activity and Work Package Adjustments

A new work package focused on the transfer phase needs to be created without altering previous phases or activities. This package will run from period 6 through F8.

The timeline indicates that transfer activities cannot begin before period six (starting July 1st), with administrative closing activities occurring after December 31st, 2027.

Output Management During Modification

Clarity on which outputs will be transferred is essential; only one or two outputs should be focused on during this modification process.

An additional mandatory output related to cross-border organization partnering must be included, specifically excluding historical partners due to cumulative output considerations.

Submission Requirements

Results indicators may need adjustments based on solutions implemented by more organizations but should reflect existing solutions rather than new ones introduced during this phase.

It's critical to upload all relevant outputs or draft versions along with validation fact sheets when submitting modifications; failure to do so could jeopardize eligibility criteria.

Output Transfer and Assessment Process

Overview of Output Submission and Assessment Criteria

The output must be uploaded on the program website, accompanied by an output validation fact sheet.

Outputs should align with the program's established indicators as outlined in the program manual, which was part of the initial application requirements.

The assessment will focus on three main components: partnership relevance, work plan, and budget, each scored out of five points for a total of 15 points.

There is no specific threshold for scores; however, availability of budget will influence selection for funding.

Final decisions regarding approval will be made by the monitoring committee at the end of June, with transfers starting July 1st.

Clarifications on Output Transfer Limitations

A participant raised concerns about transferring outputs without additional funding for piloting in new locations; it was confirmed that this is correct.

Participants can build necessary conditions for new sites but cannot use program funds to pilot unless they cover costs personally.

The nature of outputs affects transferability; digital tools may not require additional funding if they can be implemented easily without extra equipment or infrastructure.

Specific Case Discussions Regarding ICT Solutions

One participant mentioned their open-source ICT solutions would be provided free but highlighted challenges related to reliance on external tools like sensors.

Another participant discussed transferring an ICT tool that requires existing equipment at receiving sites and emphasized localization activities needed for functionality in new territories.

Eligibility and Budget Considerations

Activities required from scientific partners are eligible if they ensure tool functionality in new areas through data collection and processing.

Staff costs associated with supporting receivers during transfer activities are permissible within the project budget.

Existing partners continuing into the transfer phase must integrate into a new work package to facilitate collaboration effectively.

Transfer Phase Discussion

Overview of Transfer Phase and Functionality

The discussion begins with a clarification on the transfer phase, indicating that it involves moving a solution to different geographical areas and users.

A question arises about extending the functionality of the output created during the test project, which is confirmed as possible if justified for the transfer.

Number of New Receivers

The number of new receivers is not strictly evaluated; rather, it depends on needs and feasibility. A preference for fewer well-executed transfers over many poorly executed ones is expressed.

It’s noted that while having multiple territories involved is desirable, practicality must guide decisions regarding receiver numbers.

Partner Involvement in Transfer Phase

Julia Corino raises a question about using part of the budget for translation tools within the transfer project, which is affirmed as permissible if necessary for adoption.

The ideal number of partners in this phase varies based on objectives; around 10 partners are suggested as manageable but can differ depending on roles and tasks assigned to them.

Eligibility and Selection Criteria

Clarification is provided that there are three eliminatory steps: pre-selection phase, eligibility assessment based on outputs, and proposed modifications for the transfer phase. Each step must be clearly understood by participants.

There’s an inquiry about building consumables from analysis conducted during the test phase; justification will be required but it's deemed feasible under certain conditions.

Financial Considerations in Project Modifications

A minimum mandatory number of new partners isn't imposed; instead, emphasis is placed on meaningful contributions towards project goals rather than sheer numbers. This flexibility aims to enhance project effectiveness without unnecessary constraints.

Financial key points are introduced regarding budget modifications: only specific periods can be adjusted (period 6 to 9), while period 5 should remain untouched due to ongoing activities at that time. Budget allocations from previous periods cannot be transferred or modified post-factum.

Eligibility Period and Budget Modifications in Project Management

Overview of the Eligibility Period

The eligibility period is not defined at the project level but varies by partner levels. Ongoing test projects have partners who will not participate in the transfer phase, thus their budgets should remain unchanged.

Budget Adjustments for Different Partners

For partners ending activities in period six, their eligibility period remains until September 2026 as originally planned. Those continuing with transfer activities are required to adjust their budgets from period six to period nine.

The eligibility period for partners involved in ongoing activities will end on March 31, 2028, aligning with the project's conclusion.

New Partner Guidelines

New partners should only budget activities starting from period six, marking the beginning of their eligibility period which ends with the project.

New partners must select travel and accommodation options carefully; they can choose between flat rate or real cost reimbursement methods. Real costs require detailed reporting while flat rates offer a percentage reimbursement (15% for EU partners and 22% for IPA countries).

Restrictions on Budgeting Activities

New partners cannot include preparation costs in modification requests since this is an extension of an existing project rather than a new one. Investments are also not eligible during the transfer phase.

Co-Financing and Reporting Requirements

All partners must co-finance at least 20% of the project budget. Travel recommendations must align with program rules, and any new activities integrated into projects need relevance justification.

A declaration must be signed post-submission of application forms detailing these points.

Reporting Schedule Insights

Monitoring committee decisions will be communicated before June 2026 to prepare for upcoming reports. Ongoing projects need to submit intermediate reports by September 3, 2026.

Final reports covering periods five to six are due by September 3, 2026. Subsequent intermediate reports will follow similar deadlines leading up to March 31, 2028.

Expectations for Report Submissions

A full report is expected for period five as it concludes test activities; subsequent reports will vary between partial and full submissions based on activity completion status.

Project Budget and Partner Participation Overview

Project Budget Allocation

The discussion highlights the absence of specific rules for distributing an additional budget of €1,800,000 among partners, particularly with new partner inclusion.

It is emphasized that the project budget aligns with activities and serves as a selection criterion during assessments.

Transition to Transfer Phase

Clarification on budget absorption indicates that partners not participating in the transfer phase cannot access additional funding but can utilize their allocated budgets until September.

Partners continuing into the transfer phase must adhere to classic reporting periods, certifying expenses paid by June 30.

Financial Management Principles

A reminder that any unutilized budget from the test phase will be forfeited unless used by June 2026; however, there is potential for additional funding in the transfer phase.

Partners continuing into the drug phase cannot report expenses related to ongoing testing projects after June but must settle all payments by this date.

Administrative Responsibilities

For partners not participating in future phases, administrative responsibilities conclude by September 30, 2026; they may still engage as associated partners if desired.

No specific administrative tasks are required from non-participating partners until 2028 unless they opt to remain involved as associated partners.

Summary of Key Points

The session concludes with a summary of critical points regarding project modifications and eligibility criteria for transitioning from test projects to transfer phases.

A simplified modification process is outlined for approximately 40 test projects, potentially allowing up to 23 projects to enter a transfer phase with a maximum budget allocation per project set at €800,000.

Application Process and Modification Guidelines

Overview of Application Modifications

The application form on GEMS will be opened for modifications, including the transfer phase, new partners, and budget adjustments. A decision from the state committee is required before proceeding.

Requests for modification should be made as soon as possible, with a deadline to submit the modified application by May 15th.

Submission Requirements

Alongside the modified application in GEMS, applicants must upload finalized outputs or latest drafts and output validation fact sheets for each project output.

Compliance with criteria for output indicators is crucial; failure to meet these may result in disqualification from further assessment.

Assessment Criteria

Proposed modifications will be assessed based on partnership rationale, work path related to the transfer phase, and associated budget considerations.

The goal is to secure monitoring committee approval by the end of June to ensure continuity between test and transfer phases starting July 1st.

Important Documentation

Participants are encouraged to read the framework document thoroughly as it contains essential information regarding procedures and requirements.

Addressing Concerns About Project Outputs

Questions arose about accepting draft forms if outputs are not finalized by project deadlines; latest drafts can be submitted along with validation fact sheets detailing completion plans.

Financial Considerations in Project Phases

Expenditure Timing and Certification

Clarification was provided that expenditures planned at project end do not factor into the 80% calculation; only certified expenses count towards this metric.

Partnership Structure Queries

It was confirmed that partnerships can include both receivers (who adopt solutions) and multipliers (who disseminate strategies), enhancing outreach potential.

Handling Unpaid Expenses

Only certified expenditures are considered valid; contractualized but unpaid expenses cannot influence project assessments or transitions between phases.

Certification of Expenditure Process

Importance of Planning for Certification

Emphasizes the necessity to plan effectively with national controllers regarding the timing and calendar for certification of expenditure, ensuring readiness before the end of March.

Highlights that a qualitative dossier is crucial for a swift certification process, indicating that thorough preparation can expedite approvals.

Communication with Controllers

Advises to inform controllers that park expenditures will not be considered, stressing the importance of anticipating this in advance.

Recommends contacting controllers as soon as possible to prevent any costs from being classified as "parked," which would result in losses during calculations.