Horizon 2020 Secure Societies: Information and Consortia Building Event

Charles Williams
HOME.B4
Innovation and Industry for Security
Security Union Policy context
- Call 2020 -
LEGALLY NOT BINDING

European Agenda on Security (2015)
COM(2015) 185 final (28 April 2015)
"Research and innovation are essential if the EU is to
keep up-to-date with evolving security needs.
Research can identify new security threats and their
impacts on European societies.
Horizon 2020 can play a central role in ensuring that EU's
research effort is well targeted, including factoring in the
needs of law enforcement authorities by further
involving end-users at all stages of the process, from
conception to market."

Security Research: not a stand-alone process
Security Research is part of a wider process:
Capability Development Process

Seventeenth Progress Report towards an
effective and genuine Security Union:
(11.12.2018, COM(2018) 845)
•“EU security research is one of the
building blocks of the Security Union …
crucial for developing capabilities to
address today's security challenges,
anticipating tomorrow's threats and
contributing to a more competitive
European security industry. …”

The Capability Development Cycle
Analysis of Needs
Assessment of
what is available
Research and
acquisition

What will be the impact of your project?

Speaking about impact…
• What is the impact on the ultimate objective(s)?
• How will results/outcomes lead to that impact?
• How to ensure deployment & market uptake?
(Our biggest challenge in the Secure Societies programme)
4/
23

H2020 Secure
Societies
Programme of Work
2020
Zale Johnson
NCP Secure Societies
26th March 2020

Withdrawal of the
UK from the EU
• From 1 February 2020
• Transition Period:
February 1st until 31st December 2020
(possibility for UK to request an extension
of 1 or 2 years).
• During Transition Period, UK to be treated “as
if it were a Member State”
• (EU law applies to the UK), unless otherwise
stated in the Withdrawal Agreement.

EU-funded programmes:
notice for UK applicants
In conformity with the
Withdrawal Agreement
the UK and persons or entities established in
the UK, continue to be
fully eligible to participate and receive funding
in the current 2014-2020 EU programmes
including Horizon 2020,
as if the UK were a Member State
until the closure of the programme

EU-funded programmes:
notice for UK applicants
During Transition Period, all security
arrangements with the UK in relation to
their possibility to participate in classified
or sensitive parts of the projects under the
Work Programme 2018-2020 part on
Secure Societies – Protecting freedom
and security of Europe and its citizens
remain unchanged.

Horizon Europe
2021 - 2027
• Research and Innovation Programme of
a Proposed budget of €100 Billion
• EU Commission and MS still talking
• How will UK participate?
• Associate/third country?
• Negotiations taking place, may know by
Autumn?
• HE to start 1st January 2021?

Good luck and
Thank you
zale.johnson@innovateuk.ukri.org

Challenges and Merits
Secure Societies
Horizon2020 Programme
Presented by: Shaun Mallinson
Date: 26th March 2020

Purpose of the Presentation
Ø Outline opportunities
Ø The challenges and
problems
Ø The merits
2

End User Perspectives
The Opportunities
Ø Funded R&D
Ø Societal impact
Ø Collaborative activity
3

Challenges
Ø Funding gaps
Ø Short term needs
Ø Local requirements
Ø R&D not a core priority
Ø Resource availability
Ø Business as usual
4

Merits
Ø Wider international skills
Ø Projects are funded
Ø Closer to implementation
Ø Increased scale
Ø Increased EU audience
Ø Common standards
5

The Impact
Ø What are the pressing
issues?
Ø What difference will it
make?
Ø Who will this affect?
Ø What indirect issues need to
be considered?
6

The Way Forward
Ø Need to develop a culture that promotes
R&D
Ø R&D should be embedded into strategy
planning
Ø Capacity should be developed to
facilitate R&D
Ø Need to provide ‘safe spaces’
Ø Build a supportive community network
with true collaboration
Ø Advisory panels to support R&D
7

Considerations
Ø Strategic oversight
Ø Benefits management
Ø Identifying risks and issues
Ø Implementation
Ø Funding
Ø Interaction between sectors
8

Contact details:
Shaun.mallinson@homeoffice.gov.uk
+44 7720997316
9

Horizon 2020 Secure Societies Webinar, 26th
March 2020
EU Collaborative R&D - An SME Perspective
Dr Neil Adams - InnovaSec Ltd
Email: nadams@innovasec.co.uk
Tel: (+44) 7968 841940
1

Who are we?
• InnovaSec Ltd – Cyber Physical Security SME
– Part of Severn Valley Cyber Security Cluster
• Background
– Micro business, just 4 employees so we don’t coordinate EU bids
– 75+ man-years in R&D, business development and strategy
– Track record in FP7/ H2020 security and transport projects
– We offer user requirements capture, systems engineering expertise, exploitation
services, and security threat assessment services into EU programmes
• Coordinating an EC collaborative bid is challenging and a large
resource commitment
2

QUESTIONS FOR SMEs TO ASK BEFORE PARTICIPATING
– Will it address the company’s business needs - is this something you want to do anyway?
– What is your role in the project and does it fit your business strategy?
– How much time will your company need to commit?
– Who is going to do the work and will they be available?
HOW SHOULD SMEs TRY TO PARTICIPATE
– The effort required to lead a bid is high: it is easier for large companies/ research
organisations than SMEs
– The key to success in EU R&D Programmes is partnering - overseas partners are key
– Choose partners carefully, chemistry is important as well as competence
– Ideal solution is to work with large companies/ research organisations you already work with
HOW DO SMEs GET MOST BENEFITS FROM PARTICIPATING
– Work with partners that can help you strategically outside the project for long-term benefits
EC R&D Projects Checklist for SMEs
3

Top tips (bidding)
• Attend EC (and National) Information/ Brokerage Events
– Present ideas and capabilities and find partners
• Make sure the proposal idea fits the Work Programme topic description
– For specific calls – understand and answer the question
• Try to choose consortia where the coordinator is experienced in the bid
process
– They will guide you through the paperwork
• Start early: form the consortium at least 6 months prior to the bid deadline
• Choose partners carefully – complementary teams are essential
• Understand the evaluation criteria and aim for 14.5 out of 15 to win!
– Excellence, Impact, Implementation
4

For (SME)
• Funding is significant, especially for high-risk projects that would be
hard to start otherwise
• It helps you get into new supply chains - the Partners are potential
exploitation collaborators for other projects
• Cash flow is positive with significant advance at start
• Long-term contracts providing income over 3-4 years
– Allows R&D recruitment to work on new ideas for products/ services
• It links you with the best organisations in participating nations with new
ideas you can learn from
• International contacts give you understanding of new overseas markets
and can help your regular business
• It is challenging but rewarding, and definitely enjoyable!
5

Against (SME)
• Bid costs are high, especially as some international travelling to bid
meetings is often essential
• Rates are not full commercial rates (part funded, no profit)
• It is very competitive so only ‘excellent’ bids are worth pursuing
– We know of a security bid that scored 15/15 and was not funded!
• The bid cycle of 12 months (or sometimes longer) from call to
award is long and market conditions (and technical state of the art)
may evolve
• These are risky projects – partners may not deliver!
6

LIMITLESS POTENTIAL | LIMITLESS OPPORTUNITIES | LIMITLESS IMPACTLIMITLESS POTENTIAL | LIMITLESS OPPORTUNITIES | LIMITLESS IMPACTCopyright University of Reading
CASE STUDY: PROTECT
Prof. James Ferryman
james@computer.org
1
SMPCS / Dept. Computer Science

LIMITLESS POTENTIAL | LIMITLESS OPPORTUNITIES | LIMITLESS IMPACT
OVERVIEW
• Project PROTECT
• Challenges
• Benefits & Risks
• Best advice
2

PROTECT
Pervasive and UseR FOcused BiomeTrics BordEr ProjeCT
Duration: 3 years
Timeframe: Sep 2016 - Aug 2019
Budget: 5M€
- Call topic: BES-06-2015 - Border crossing points topic 2: Exploring
new modalities in biometric-based border checks
- Main objective: to build an advanced (contactless) biometric-
based person identification system that works robustly across a
range of border crossing types and that has strong user-centric
features
- Website: projectprotect.eu
3

PROTECT
• 10 partners from 6 countries
4

CHALLENGES
• Be a participant before being a coordinator
• Interpreting the brief
• Call topic can be vague - what is really wanted?
• Eligibility criteria
• Minimum number of practitioners/LEAs from different MSs
• Building the right consortium to answer the brief
• Depending upon the consortium size, management at proposal stage
• If you are new to EC proposals, understanding the process (PP, Sections 1-6)
• Time commitment
5

BENEFITS & RISKS
• Benefits
• Access to significant level of funding
• Be part of interdisciplinary EU-wide effort tackling multidimensional
societal challenges
• Engagement with EU wide practitioners presenting
1. specific challenges within their individual territories,
2. access to specific domain expertise
3. access to physical sites to conduct and evaluate effectiveness of proposed
(technological) solutions
• Maintain UK excellence in security research
• Risks
• High competition in call topics
• Many topics with only 1 proposal selected for funding
• BREXIT 6

BEST ADVICE
7
• Building Consortia
• Attend networking events and brokerage sessions
§ SMI2G, SEREN4, EC Information Days, NCP, KTN, …
• Use online partner search tools
• Build consortium top-down
§ Partners’ expertise matching proposal’s needs
§ Pay particular attention to practitioners and topic eligibility criteria
• Building Proposals
• Start early
• Use online collaborative tools (e.g. SharePoint)
• Hold regular telcos (ideally every 1-2 weeks)
• Split work between key persons (e.g. Sections 1-3; Sections 4-6; finance;
with relevant partner inputs)
• Ensure time for proof read, consistency checks
• Rehearse submission: submit early version to PP and update with new
versions up to deadline.

CASE STUDY: PROTECT
Thank you.
Any questions?
8

Collaboration Support
Landscape
Viola Hay
Knowledge Transfer Manager – European Programmes

Helping ambitious SMEs
innovate and grow internationally

A broad range of services for growth-oriented SMEs

The Network's business database contains thousands of company profiles to find the
perfect match:
How it works: international partnerships

In addition: international partnerships

Knowledge Transfer Network
Who we are
- Not-for-profit SME, Innovate UK’s networking partner
- We help businesses get the best out of creativity, ideas and the
latest discoveries, to strengthen the UK economy and improve
people’s lives
- From agri-food to autonomous systems and from energy to design,
KTN combines in-depth knowledge in all sectors with the ability to
cross boundaries – 120+ sector experts

Events
SpecialInterest
Groups
Organisations
Individuals
KTN NETWORK
KTN OUTPUT
New
Collaborations
B2B&B2R
Introductions
SectorExperts
KTN STAFF
Chemistry & IB
Materials
Agri-Food
Health
Emerging Tech
Enabling Tech
Creative & Digital
Infrastructure
Transport
Complex Systems
SECTORS PROGRAMMES
Projects
e.g. Global Expert Missions, EUREKA, SBRI, Newton Fund, i3P, EU Projects, Industrial
Strategy Challenge Fund Deep Dives, Research Clubs, Landscape Mapping, KTN Africa,
Global Challenge Research Fund Demonstrate Impact
Manufacturing
European Programmes
International
Diversity
Design & Innovation
Access to Funding & Finance
Knowledge Transfer Partnerships
Special Interest Groups
KTN for Economic Growth
KTN’s Innovation Network connects:
• Businesses, Research, Entrepreneurs, Investors & Policy
• Technologies, Inventions and Creativity

Connecting people
to drive innovation
— Find expertise
— Find markets
— Find finance

Support for European Programmes
by
•Working with NCPs and the EEN within the UK to optimise support to UK
companies
•Building on links with the European Commission, European Technology
Platforms (e.g. SusChem) and PPPs (e.g. BBI, SPIRE)
•Participate in projects where they support the KTN purpose and strategy
(eg Co-ordination & Support Actions)
•Identifying opportunities for collaborations across sectors and along value chains
Support UK based businesses in engaging with Europe and H2020
Influence the funding priorities within H2020

Support for European Programmes
For UK companies, we complement the National Contact Points and the EEN by
providing support in:
‒ Consortium building in selected topics
‒ Offering travel support to attend EU brokerage events
‒ Providing sector specific advice –good understanding of business needs across all
sectors;
‒ Advice on market opportunities and project impact
‒ Advice on the implications of being part of a Horizon 2020 project – we do it!

KTN as a Partner
The KTN aims to participate in European projects that increase business collaboration,
facilitate exploitation, and increase business led R&D.
Anticipated roles within projects are:
• Finding partners and advance networking across sectors and value chains
• Mapping of capabilities
• Identification of mechanisms to exploit developed IP and developing the capabilities of
businesses to innovate.
• Dissemination & communication activities using our 60,000+ contacts
• Link to KTN organised events
• Two-way transfer of expertise between EU programmes and UK strategy and align to
business R&D to enhance exploitation opportunities

twitter:
email:
phone:
Viola Hay
KTM - European Programmes
viola.hay@ktn-uk.org
07964-565115
@KTNUK_EU; @viola_hay

The SeReMa Database
Talia Passiar, Secure Societies
National Contact Point (NCP), Israel

What is SeReMa?
SeReMa – Security Research Map

A profile platform, partner search tool and project idea database

ü Highlight your added value
ü Promote your research ideas
ü Find partners for your security research project

ü Quality-check
ü Specific and security related
ü Chosen contact person

In SeReMa you can insert an organization profile, and search the
database in order to find a requested organization
There are five categories in the profile description to be filled in:
Inserting Your Profile

Insert a Profile:
ORGANISATION

Insert a
Profile:
FIELD OF
ACTIVITIES

Insert a
Profile:
RESEARCH
FOCUS

Insert a
Profile:
RTD
EXPERIENCES

Insert a
Profile:
PROJECT
IDEA

Search Database

Search Database – By
Field of Activity

Search Database –
Results

RTD Experience

Project Idea

Quality Checking Profiles
NCP
receives
e-alert
about a
new
profile
NCP enters
SeReMa
NCP
checks
user
profile
NCP requests
additional
information
if needed
NCP
publishes
profile once
complete

http://www.security-research-map.eu/Thank you for your attention

The Participant Portal
Louise.Mothersole@innovateuk.ukri.org

The EC Funding & Tenders Portal

• A Call for Proposals will have many individual Topics, each of which is
requesting a specific proposal addressing the stated requirements
• All Topics have the same basic structure:
• Title and Number (e.g. SU-AI02-2020)
• Type of Action (following slides explain)
• Specific Challenge (what problem is being tackled)
• Scope (what the project is expected to cover)
• Expected Impact (what the project is expected to achieve)
• Topic Conditions and Documents – useful links to relevant additional
material
Anatomy of a Topic

• A Call for Proposals will have many individual Topics, each of which is
requesting a specific proposal addressing the stated requirements
• All Topics have the same basic structure:
• Title and Number (e.g. MG-3-5-2020)
• Type of Action (following slides explain)
• Specific Challenge (what problem is being tackled)
• Scope (what the project is expected to cover)
• Expected Impact (what the project is expected to achieve)
• Topic Conditions and Documents – useful links to relevant additional
material
Anatomy of a Topic

Discussed today:
• Research and Innovation Action (RIA)
• Innovation Action (IA)
• Coordination and Support Action (CSA)
Others:
• ERA-Net Co-Fund
• Pre-Commercial Procurement (PCP)
• Prizes
Types of Action

• Tends to be low(er) Technology Readiness Level (TRL)
• Not rigidly fixed but ~TRL2-4
• Funded at 100% eligible direct costs, plus 25% for indirect costs, for all
partners
• Requires at least 3 independent organisations from 3 different eligible
countries
• UK is classed as an eligible country
• Standard Proposal Template
Research and Innovation Action (RIA)

• Tends to be high(er) Technology Readiness Level (TRL)
• Not rigidly fixed but ~TRL5-7
• Funded at 100% eligible direct costs, plus 25% for indirect costs, for ‘Not
for Profit’ partners ONLY
• Funded at 70% eligible direct costs, plus 25% of that for indirect costs, for
ALL ‘for Profit’ partners
• Requires at least 3 independent organisations from 3 different eligible
countries
Innovation Action (IA)

• As the title implies, these are for coordination and supporting activities
rather than the creation of new knowledge or research
• Funded at 100% eligible direct costs, plus 25% for indirect costs, for all
partners
• Theoretically requires only one organisation from a single eligible country
but usually requires a very broad participation of the relevant stakeholder
group
Coordination and Support Action (CSA)

Additional Information and Support
Horizon 2020 Online Manual
• Useful for post Grant Award too
Annotated Model Grant Agreement (AMGA)
• Currently 846 pages long so don’t print!
National Contact Point for Legal and Financial – Stephen Alexander
• Has a printed and well-thumbed copy of AMGA
European Commission IPR Helpdesk
• Lots of useful templates and guides e.g. NDA, Team Agreement, etc
Frequently Asked Questions (FAQ) – can be filtered by Keyword or select theme

• Each Topic web page has a Partner Search section
• ‘Interrogate’ these to find those with a good track record
• Create your own partner profile and upload
• Make it specific to the topic
• Reference the part of the Scope you can address
• Demonstrate how you can help the consortium to win the work
• Enterprise Europe Network (EEN), part of the Innovate UK Family as is KTN
• Brokerage Event was held as part of the Transport Information Day in
October – ‘pitches’ available to view online
• Past project participants – key word search on Portal in How to Participate
Building a winning consortium

Active Networking
• Actively participate in European working groups, trade bodies,
conferences and events
• For example, EU Cyber Security cPPP (contractual Public Private
Partnership)
• Volunteer to be the one that collates newsletters, technology roadmaps,
organises workshops, etc
• Demonstrate to your counterparts that your expertise, enthusiasm and
commitment are essential components of a winning team
By far the best way to build a winning team

National Contact Point
Secure Societies
Zale Johnson – NCP Secure Societies
26th March 2020

Core Functions
An NCP is an essential
component of H2020
and provides UK
entities with a support
service to successfully
apply for H2020
funding

Informing
• Circulate general and specific documentation
on the Horizon 2020
• Organise information and promotional
activities
Awareness Raising
• Innovation activities within H2020
• Interdisciplinary nature of calls
• Gender balance
• Link between science and civil society
Core Functions

Assisting
• Increase participation of UK entities –
especially SME’s and new entities
• Review draft proposals and give feedback
• Partner search activities
Advising
• Administrative procedures, rules and issues
• Smaller organisations and SMEs -
management and legal structures in projects
with large budgets and/or numerous
participants
Core Functions

Training
• Organise courses and training sessions on
Horizon 2020 where appropriate
Co-operation
• The Commission considers NCPs to be
important partners in the implementation of
Horizon 2020, and the main structure for
providing practical information and
assistance to potential participants.
Core Functions

Contactdetails
Zale.johnson@inovateuk.ukri.org
ncp-security@innovateuk.ukri.org
Mobile:+44(0)7880462093

Hints and Tips for Successful
Proposal Writing
Louise.Mothersole@innovateuk.ukri.org

Anatomy of a Topic
§ Specific Challenge – sets the context, the problem to be addressed,
why intervention is necessary
§ Scope – delineates the problem, specifies the focus and the
boundaries of the potential action BUT mostly without describing
specific approaches
§ Budget – generally gives project size indication
§ Expected Impact – describes the key elements of what is expected to
be achieved
§ Type of Action – Research and Innovation Action (RIA), Innovation
Action (IA), Coordination and Support Action (CSA)

Call Topic Title and Number
Deadline
Working Title of Project
Objectives of the project
Project background
How do you want to achieve the objectives? Work phases of the project
What partner expertise is necessary to achieve these objectives? Consortium in brief
Planned duration of the project
Expected/estimated budget
Before you start – Plan, Plan, PLAN
§ Create a one-page proposal that you can share with your partners and facilitate
conversations with your NCP.
§ Headings could include:

The Project Application
§ Two parts:
§ Part A: Administrative Forms. Only available online/electronically.
Forms for administrative data, budget, ethics, and ABSTRACT!
§ Part B: Project Proposal. Design given in the proposal template – stick
with it, do not create your own structure!
§ Page capped
§ No smaller than 11-point font

Part B: Technical Proposal
§ 3 Chapters within the page cap (RIA & IA capped at 70 pages,
CSA capped at 50 pages):
1. Excellence
2. Impact
3. Implementation
§ Other Chapters outside the page cap:
4. Members of the consortium
5. Ethics and security

1. Excellence
1.1 Objectives
Usually one main overarching goal and several subordinate more specific goals
What do I plan to achieve, not what I plan to do
1.2 Relation to the work programme
Common to see a table with relevant topic text and how they will be addressed
1.3 Concept and Methodology
a) Concept - What is the idea behind the project, still quite general and not too much ‘how’.
Technology Readiness Level, and how does the project connect to the rest of the world
b) Methodology - Different activities, excellence of approach. Do not repeat work package
descriptions
1.4 Ambition
What is the state of the art and how are you going beyond it. What is challenging? Ground-
breaking?

2. Impact
2.1 Expected Impacts
Describe how your project will contribute to delivering each of the expected impacts in the topic
description
Include additional beneficial impacts not mentioned in the topic
Describe barriers/obstacles (but not project risk as that is in section 3.2)
2.2 Measures to maximise impact
a) Dissemination and Exploitation of results - How are you going to ensure the project outputs
are implemented? Include a draft plan and a credible path to deliver innovations to the
market,
b) Communication activities - Describe the proposed communication measures for promoting
the project and its finding during the period of the grant

3. Implementation
3.1 Work Plan - Work Packages, deliverables
Include Work Breakdown Structure (hint: 5-7 Work Packages), Gantt, Pert
3.2 Management structure, milestones and procedures
Organisation chart, milestone list, roles, risks,
3.3 Consortium as a whole
Skills matrix is useful, show that each partner is adding real value
3.4 Resources to be committed
Man months per WP per partner

@InnovateUK Innovate UKInnovate UK

AN EXPERT EVALUATOR’S PERSPECTIVE
Prof. James Ferryman
james@computer.org
1

OVERVIEW
• What is meant by EU ‘expert evaluator’?
• How to become involved in evaluation process
• Evaluation process
• Benefits of being an expert evaluator
• Common features of successful (and unsuccessful) proposals
2

WHAT IS MEANT BY ‘EXPERT EVALUATOR’?
• EC: “You have a chance of being selected as an expert if you have a
high level of expertise in relevant fields of research and innovation”
• Must also be available for occasional, short-term assignments, good
knowledge of English, and be able to use IT tools
• Expert assignments involve:
• Evaluation of proposals
• In response to published calls (topics)
• Monitoring of actions
• E.g. periodic review of ongoing projects
• Experts are offered a contract that defines the rights, obligations, terms
and conditions, and they are often remunerated for their services.
3

HOW TO BECOME INVOLVED IN EVALUATION PROCESS
• Register via Participant Portal
• https://ec.europa.eu/research/participants/portal/desktop/en/experts/in
dex.html
• Expert creates his/her ECAS login and uploads biodata + CV
• Expert selection includes expertise, nationality balance, >=40% female
• Experts are independent and external, and must abide by code of
conduct
• Need to sign a declaration of no conflict of interest
• Maintain strict confidentiality throughout whole evaluation process
4

5
Registration for
new experts
Update your
existing profile

EVALUATION PROCESS
6
Receipt of
proposals
Individual
evaluation
Consensus
group
Panel Review Finalisation
Evaluators
Individual
Evaluation
Reports
(Usually
done
remotely)
Consensus
Report
(May be done
remotely)
Panel report
Evaluation
Summary Report
Panel ranked list
Eligibility check
Allocation of
proposals to
evaluators
Final ranked list

EVALUATION PROCESS
• Remote
• At home/University, usually few days+
• Evaluate all allocated proposals
• 3-5 experts assigned to each proposal
• Submit IER electronically
• Central
• Consensus meetings (1-3 hours) in e.g. Brussels
• Act as expert or rapporteur (w/ PO as moderator)
• Panel Meeting
• At end of central week
• Expert may be nominated as panel rapporteur
7

GOOD EXPERT
ACCORDING TO REA:
• “Timely in delivering reports and during consensus meetings
• Reliable
• Flexible
• Able and willing to learn and accept our process
• Written and spoken English of good quality
• Able to judge and evaluate the project, not to copy/paste
• If comments are negative – WHY?
• If comments are positive – WHY?
8

BENEFITS OF BEING AN EVALUATOR
• Learn differential quality of proposals -> (structure, content)
that make proposals successful (or not)
• Understand common errors
• Helps with proposal writing e.g. innovation management, risk
management, expected impact
• Professional exchange with other evaluators
• Connect with EC / Project Officers
• Pride and reward in helping to make funding decisions worth €
€ €
9

COMMON FEATURES OF SUCCESSFUL PROPOSALS
üIs eligible (check eligibility conditions for certain topics)
üHas properly answered to the call topic (is in scope)
üClearly answered: WHY? is the proposal relevant/context; WHAT? exactly is
the idea/solution; WHO? will do the work (credibility); HOW? will it be done.
üContains: Clear and measurable objectives; excellent understanding of subject
matter (background/context); sound concept and ambition; accurate
knowledge of state-of-the-art and innovation potential; well defined expected
impact; appropriate management structure; well defined dissemination and
communication mechanisms; well defined exploitation plan.
ü Easy to read – especially first 10-20 pages
ü Is consistent and has been proof read. 10

COMMON FEATURES OF UNSUCCESSFUL PROPOSALS
• Does not properly answer to the call topic (scope)
• Concept is not sound
• Objectives are not well defined and/or measurable
• Lacks innovation potential / TRL advance
• Expected impact not well described (ref. call text)
• Lacks appropriate involvement of end users / practitioners
• Lacks methodological detail (e.g. in WP task descriptions)
• Inappropriate management structure
• Knowledge/IPR management and/or innovation management
insufficiently addressed
• Lacks partner expertise in required area
• Does not convey all required details in 50pp/70pp (for 1-stage proposals)
• Includes lack of references in 50pp/70pp 11

AN EXPERT EVALUATOR’S PERSPECTIVE
Thank you.
Any questions?
12

Horizon 2020 Secure Societies: Information and Consortia Building Event

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