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5.3. RIS3 budgeting

5.3. RIS3 budgeting
5.3. RIS3 budgeting logo

The method will provide a framework for identifying, using and combining different budgetary sources to capture the funding dimension of the RIS3 action plan and the needs for funding during the implementation period. Users will be able to access information the potential sources of funding and indicate the allocation of funds by policy measure/action line.

One of the S3 aims is to foster more effective spending of public resources, by concentrating on priority areas for knowledge-based investments, focusing on the strengths and comparative advantages of each region. Budgeting is an important tool as it assists RIS3 partnerships to identify what resources are available in shaping and implementing the smart specialisation action plan. The Guide to Research and Innovation Strategies for Smart Specialisations (RIS 3) (2012) refers to “the four Cs of smart specialisation”. The first one is “(Tough) Choices and Critical mass” and refers to the need to limit the “number of priorities based on own strengths and international specialisation – avoid duplication and fragmentation – concentrate funding sources ensuring more effective budgetary management” (European Commission, 2012).

Furthermore, budgetary resources and budgeting are part of the RIS3 ex-ante conditionality. It requires EU Member States and regions to have smart specialisation in place that:

– “sees a Member State has adopted a framework outlining available budgetary resources for research and innovation; and

– a Member State has adopted a multi-annual plan for budgeting and prioritisation of investments linked to EU priorities (European Strategy Forum on Research Infrastructures –ESFRI).” (European Commission, 2014)

However, a European Commission Expert Group (2015) found that “Many of the RIS3 assessed did not provide a detailed budget as requested by the ex-ante conditionality. There seem to be an assumption that the RIS3 budget will be equal to the ERDF OP earmarked budget for R&D activities. This does not guarantee, however, that enough funds will be available to implement the RIS3, e.g. if arbitration is needed between different policies”.  An example of an initial RIS3 budget for the Czech Republic is provided in annex.

The road to successfully implementation of a smart specialisation action plan, necessitates good planning and coordination of stakeholders and resources.  An OECD report (2013) argued that one of the main issues in implementing a successful smart specialisation action plan is that policy priorities are rarely translated into policy instruments and into public budget allocations:

 “ … the absence of a clear view on public allocations to prioritized areas, as revealed by the enquiry, prevents policy-makers to assess the relevance and effectiveness of their policies.”

A clear link between priorities, policy instruments and budget is important as clear budgeting can help guide the choice of instruments used in the action plan (Nauwelaers, et al., 2015). Knowledge about the available budget and financing sources assists in the choice of appropriate instruments, which in turn is also dependent on the specific regional policy funding context (European Commission, 2012). Budgeting should also take account of various EU funding sources and the potential synergies between different sources (European Commission, 2014).

In the process of budgeting, it is necessary to identify all available funding, especially from the private sector that can leverage public sources. It is also important in setting the priorities for the S3 action plan, to include as many stakeholders as possible as the both the government and the industry have imperfect information on their own. Hence, cooperation becomes vital and an “inclusive and interactive bottom-up process in which participants from different environments” (European Commission, n.d.) needs to be created.

A transparent and updated budgetary planning framework can also assist in developing an effective procurement schedule for the RIS3 action plan. It can help “To guide procurers to join forces with others, in order to attain critical mass, making it interesting for firms to develop innovative solutions for a bid and in order to pool capacities (legal, procedural, knowledge of market, technologies and performance levels, administrative budgets for the procurement processes, etc.)” (European Commission, 2012).

The baseline budget can also be used as an indicator for on-going budget allocation and expenditure, e.g. are expenditures of the programme in line with the planned budget. Furthermore, this information feeds into monitoring and evaluation processes. Flanders in Belgium, for instance, used it as part of the impact scan methodology to monitor the regional innovation budget. Information on both the total amount spent on regional innovation as well as in-depth knowledge of the distribution of this money by policy objectives, intermediaries and services are needed (Nauwelaers, et al., 2015).

The Guide on Research and Innovation Strategies for Smart Specialisation (RIS3) (2012) gives guidelines on what needs to consider when budgeting a S3. For instance:

  • Does the strategy identify appropriate actions covering the proposed policy mix?
  • Is there sector- or priority- specific support services/schemes foreseen?
  • Does the strategy identify budgetary sources, and does it present indicative budget allocations?
  • Does the strategy create synergies between different policies and funding sources?
  • How does it align/leverage EU/national/regional policies to support upgrading in the identified areas of current and potential future strength? (European Commission, 2012)

The OECD (2013) recommends to develop a ‘Smart Specialisation-oriented’ public budget calculation that provides a picture of budgets allocated to each prioritised area by aggregating:

  • Budgets allocated to dedicated bodies and programmes (institutes, centres, R&D programmes, clusters, etc.);
  • Budgets allocated through preferential treatment in generic programmes;
  • Ex-post funding received by prioritised areas from generic programmes.

At regional level, these types of budgets should include, besides budgets from regional origin, also national funding sources available to the prioritised areas, as well as funding of EU origin. (OECD, 2013) The publication Regional Policy for smart growth in Europe 2020 (European Union, 2011) has a chapter on “financial engineering support” and discusses the different types of funding, e.g. non-repayable grants, loans, venture capital, guarantees and other forms of financial engineering.

In short, the budgeting methods adopted need to provide:

  • A multi-annual view on financial resources to be mobilised
  • A means of distinguishing between specific/vertical measures entirely or largely targeting S3 priorities and ‘generic’ or horizontal’ measures that may provide funding to contribute to S3 measures
  • A disaggregation by source of funding (national and/or regional public funds, national and/or regional private funds (businesses, charitable foundations, etc.),
  • Potentially identify synergies between monetary, in-kind (e.g. organisations that will provide staff to support implementation) and legal/regulatory instruments.

Description of the method

The method will provide a framework for preparing and updating RIS3 budgets based on the sources of funding and committed versus actual expenditure.  The method will support RIS3 partnerships and managers in handling the funding dimension of the RIS3 action plan and on-going financial planning during the implementation period. The sources of funding and allocation of funds by type of measure, beneficiary and type of financial instruments will be captured. There are a wide range of budgeting methods and procedures which very much depends on national standard and practices (see OECD, 2014). Hence, the method and related tools will provide a harmonised tool that enables comparison of RIS3 budgets and policy mixes at European level. The tool will not to provide a financial or budgetary planning tool adapted to specific national budgeting rules or accounting procedures.

The tables on the following pages provides a sketch of example of ‘nested tables’ that would be available via the tool and would generate an online overview of budgetary planning for regions. The tables will be downloadable in Excel, CSV or PDF format.  The set of tables will be built up from the ‘policy measure’ (programme, initiative, etc.) level by RSI3 managers entering data into tables and coding the information on planned, committed and spent budgets by various categorisations:

The categories defined by the Commission Implementing Regulation (EU) No 215/2014 of 7 March 2014 ( http://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:32014R0215), namely:

  • Thematic objective
  • Intervention code
  • Forms of finance

And by funding source (private, national/regional public funds, ESIF, Horizon 2020, etc.).

In certain cases, it may also be relevant to capture qualitative information on related non-financial support such as legal/regulatory changes underpinning financial interventions.  This could be captured through a comment function allowing users to input notes or additional information.

In the case where funding sources are competitive or not yet confirmed, it is useful to provide at least a qualitative positioning analysis with respect to additional funding sources for the main S3 measures, initiatives or key organisations (clusters).  An example from the Walloon (Belgium) S3 strategy is provided below where the Walloon competitiveness clusters are aligned with EU level platforms.

5.3 RIS3 budgeting formatted

The OnlineS3 budgeting tool could include an additional application to enable regions to map key regional/national organisations/clusters with respect to European partnerships or initiatives.

 

Overall RIS3 financial plan: funding sources and form of finance by RIS3 priority

RIS3 priority

Funding source

Form of finance

2014

2015

2016

2017

2018

2019

2020

2021

Priority description

(from sub-table)

Data from sub-table

Data from sub-table

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Priority description

(from sub-table)

Data from sub-table

Data from sub-table

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Priority description

(from sub-table)

Data from sub-table

Data from sub-table

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Priority description

(from sub-table)

Data from sub-table

Data from sub-table

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

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spent (€)

Funding

planned/

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spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Priority description

(from sub-table)

Data from sub-table

Data from sub-table

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Additional lines added as required

Overall RIS financial plan : ESI Funding only –  by intervention field and form of funding

RIS3 priority

Thematic objective

Intervention field

Form of finance

2014

2015

2016

2017

2018

2019

2020

2021

Priority description

 (from sub-table)

Data from sub-table

Data from sub-table

Data from sub-table

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Priority description

(from sub-table)

Data from sub-table

Data from sub-table

Data from sub-table

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Priority description

(from sub-table)

Data from sub-table

Data from sub-table

Data from sub-table

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Priority description

(from sub-table)

Data from sub-table

Data from sub-table

Data from sub-table

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Additional lines added as required

 

 

Overall RIS financial plan : source of funding 

Funding source

2014

2015

2016

2017

2018

2019

2020

2021

Pull down list

multiple options*

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Pull down list

multiple options*

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Pull down list

multiple options*

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Pull down list

multiple options*

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Additional lines added as required

RIS financial plan – priority level (one table per priority) : funding source and form of finance

Measure

Funding source

Intervention field

Form of finance

2014

2015

2016

2017

2018

2019

2020

2021

Text field

Pull down list

multiple options*

Pull down list

multiple options*

Pull down list

multiple options*

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Text field

Pull down list

multiple options*

Pull down list

multiple options*

Pull down list

multiple options*

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Text field

Pull down list

multiple options*

Pull down list

multiple options*

Pull down list

multiple options*

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Text field

Pull down list

multiple options*

Pull down list

multiple options*

Pull down list

multiple options*

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Funding

planned/

committed/

spent (€)

Additional lines added as required

* see lists of proposed categories in annex

Usability and impact

The quasi-absence of detailed budget plans in the initial RIS3 strategies has led to a further round of RIS3 action plans during which Member States and regions are requested to provide, amongst other information, more detailed budgeting plans.  This tool will support the process of improving budgeting, planning of financial resources, identification of synergies between sources of funds, the extent to which RIS3 are leveraging private finance, etc.  The tool will create a complementary and more detailed dataset to the data collected for ESI Fund purposes by managing authorities. It should also provide a means for strategic monitoring of RIS3 as they are implemented as actual versus planned funding/expenditure can be compared over time.

The tool will fill a clear gap for users (RIS3 managers and stakeholders) in the current ‘toolkit’ available and should lead to a more harmonised, and therefore, comparable approach to budgeting RIS3.  This will be of strategic value at both national and EU levels for future evaluation and reporting purposes.

Required data

RIS3 managers should be able to access information on the funding spent on relevant S3 and innovation policy initiatives and have a thorough knowledge of the distribution of this money by policy priorities, intermediaries and services (Nauwelaers et al., 2015). When designing monitoring and evaluation activities for smart specialisation, both for the priority-setting and evaluation of programmes, governments may want to develop a pilot exercise on “implementing ‘Smart specialisation-oriented’ public budget pictures of budgets allocated to each prioritised areas by aggregating: i) Budgets allocated to dedicated bodies and programmes (e.g. institutes, centres, R&D programmes, clusters); ii) budgets allocated through preferential treatment in generic programmes; iii) ex post money received by prioritised areas in generic programmes.” (OECD, 2013).

Relevant data sources

The ESI Fund managing authorities have a legal obligation to collect and categorise data and this data is compiled by DG REGIO and made available for research and analysis purposes:

DG JRC has developed an ESIF-viewer, visualising planned investments using European Structural and Investment Funds:

However, the tool will essentially be fed by data uploaded directly by RIS3 managers or monitoring and evaluation teams. Hence, there is a need to foresee an online login function so that data entered for a specific region or Member State is protected from unauthorised changes.

Implementation roadmap

The implementation of the budget tool will require, at least, the following steps:

  1. Agreement on the categorisations to be used when developing the budget tools, e.g. should the ESF secondary intervention codes be included, should there be a possibility to code budgets by industrial (NACE) or scientific/technological classifications, etc.
  2. Development of the required set of nested tables through a co-design process with managing authorities or relevant public agencies (e.g. Scottish Enterprise, etc. in Scotland) in the pilot regions
  3. Consultation with DG REGIO statistical unit to ensure complementarity and alignment with existing ESI Fund data sets
  4. Development of an online tool with a login function allowing identified users to upload data on RIS3 budgets for their region/country.

References

European Union. (2011). Regional Policy for smart growth in Europe 2020. European Commission, Directorate-General for Regional Policy. Brussels: European Union. doi:10.2776/39233

European Commission. (2012). Guide on Research and Innovation Strategies for Smart Specialisation (RIS3). Publications Office of the European Union. Luxembourg: European Union. doi:10.2776/65746

European Commission. (2014). Enabling synergies between European Structural and Investment Funds, Horizon 2020 and other research, innovation and competitiveness-related Union programmes – Guidance for policy-makers and implementing bodies. Directorate-General for Regional and Urban policy. Luxembourg: Publications Office of the European Union. doi:10.2776/84939

European Commission. (2014, March). National/Regional Innovation Strategies for Smart Specialisation (RIS3). doi:10.2776/20697

European Commission (2015) Perspectives for Research and Innovation Strategies for Smart Specialisation (RIS3) in the wider context of the Europe 2020. Report of an expert group. doi: 10.2777/872170

European Commission. (n.d.). Entrepreneurial Discovery Process – EDP. Retrieved November 15, 2016, from Smart Specialisation Platform S3: http://s3platform.jrc.ec.europa.eu/entrepreneurial-discovery-edp

Nauwelaers, C., Blazek, J., Magro, E., McCann, P., Morgan, K., Ortega-Argiles, R., & Wilson, J. (2015). Underpinning effective strategy design. [Working Paper]. School of Planning and Geography Working Papers. Cardiff: Cardiff University. Retrieved from http://orca.cf.ac.uk/id/eprint/78220

OECD. (2013). Innovation-driven Growth in Regions: The Role of Smart Specialisation. Paris: OECD Publications. Retrieved from OECD: http://www.oecd.org/sti/inno/smartspecialisation.htm

OECD. (2014). Budgeting Practices and Procedures in OECD Countries. Paris: OECD Publishing. doi:10.1787/9789264059696-en

 

Categories for budget tables

Forms of funding (indicative list, to be further developed):

·        Private (business) contribution

·        National public funds

·        Regional public funds

·        Charitable or other national/regional sources

·        ERDF: European Regional Development Fund

·        ESF: European Social Fund

·        EAFRD: European Agricultural Fund for Rural Development

·        EMFF: European Maritime and Fisheries Fund

·        European Fund for Strategic Investments (EFSI)

·        Research Framework Programme (currently Horizon 2020) – potentially broken down by sub-programme

·        European Institute of Innovation and Technology (EIT) – Knowledge and Innovation Communities (KIC).

·        European Innovation Partnerships

·        Connecting Europe Facility (CEF)

·        Competitiveness of Enterprises and Small and Medium-sized Enterprises (COSME)

·        LIFE

·        Creative Europe

·        Employment and Social Innovation (EaSI) programme

·        Erasmus+

·        Third EU Health programme

 

THEMATIC OBJECTIVE (ERDF and the Cohesion Fund) 

01 Strengthening research, technological development and innovation 

02 Enhancing access to, and use and quality of, information and communication technologies 

03 Enhancing the competitiveness of small and medium-sized enterprises 

04 Supporting the shift towards a low-carbon economy in all sectors 

05 Promoting climate change adaptation, risk prevention and management 

06 Preserving and protecting the environment and promoting resource efficiency

07 Promoting sustainable transport and removing bottlenecks in key network infrastructures 

08 Promoting sustainable and quality employment and supporting labour mobility 

09 Promoting social inclusion and combating poverty and any discrimination 

10 Investing in education, training and vocational training for skills and lifelong learning 

11 Enhancing the institutional capacity of public authorities and stakeholders and an efficient public administration 

12 Not applicable (Technical assistance only) 

13 Multi-thematic objective

 

1. INTERVENTION FIELD – (full list in implementing regulation) – the main fields likely to be relevant for S3 strategies include but all fields will be available in tool:

I. Productive investment: 

001 Generic productive investment in small and medium – sized enterprises (‘SMEs’) 

002 Research and innovation processes in large enterprises 

003 Productive investment in large enterprises linked to the low-carbon economy 

004 Productive investment linked to the cooperation between large enterprises and SMEs for developing information and communication technology (‘ICT’) products and services, e-commerce and enhancing demand for ICT 

Sustainable transport 

043 Clean urban transport infrastructure and promotion (including equipment and rolling stock) 

044 Intelligent transport systems (including the introduction of demand management, tolling systems, IT monitoring, control and information systems)

Information and communication technology (ICT) infrastructure

045 ICT: Backbone/backhaul network

046 ICT: High-speed broadband network (access/local loop; >/= 30 Mbps)

047 ICT: Very high-speed broadband network (access/local loop; >/= 100 Mbps)

048 ICT: Other types of ICT infrastructure/large-scale computer resources/equipment (including e-infrastructure, data centres and sensors; also where embedded in other infrastructure such as research facilities, environmental and social infrastructure)

Research and development and innovation 

056 Investment in infrastructure, capacities and equipment in SMEs directly linked to research and innovation activities 

057 Investment in infrastructure, capacities and equipment in large companies directly linked to research and innovation activities 

058 Research and innovation infrastructure (public) 

059 Research and innovation infrastructure (private, including science parks) 

060 Research and innovation activities in public research centres and centres of competence including networking 

061 Research and innovation activities in private research centres including networking 

062 Technology transfer and university-enterprise cooperation primarily benefiting SMEs 

063 Cluster support and business networks primarily benefiting SMEs 

064 Research and innovation processes in SMEs (including voucher schemes, process, design, service and social innovation) 

065 Research and innovation infrastructure, processes, technology transfer and cooperation in enterprises focusing on the low carbon economy and on resilience to climate change 

Business development 

066 Advanced support services for SMEs and groups of SMEs (including management, marketing and design services) 

067 SME business development, support to entrepreneurship and incubation (including support to spin offs and spin outs) 

068 Energy efficiency and demonstration projects in SMEs and supporting measures 

069 Support to environmentally-friendly production processes and resource efficiency in SMEs 

070 Promotion of energy efficiency in large enterprises 

071 Development and promotion of enterprises specialised in providing services contributing to the low carbon economy and to resilience to climate change (including support to such services) 

072 Business infrastructure for SMEs (including industrial parks and sites) 

073 Support to social enterprises (SMEs) 

074 Development and promotion of commercial tourism assets in SMEs 

075 Development and promotion of commercial tourism services in or for SMEs 

076 Development and promotion of cultural and creative assets in SMEs 

077 Development and promotion of cultural and creative services in or for SMEs 

Information and communication technology (ICT) — demand stimulation, applications and services 

078 e-Government services and applications (including e-Procurement, ICT measures supporting the reform of public administration, cyber-security, trust and privacy measures, e-Justice and e-Democracy) 

079 Access to public sector information (including open data e-Culture, digital libraries, e-Content and e-Tourism) 

080 e-Inclusion, e-Accessibility, e-Learning and e-Education services and applications, digital literacy 

081 ICT solutions addressing the healthy active ageing challenge and e-Health services and applications (including e-Care and ambient assisted living) 

082 ICT Services and applications for SMEs (including e-Commerce, e-Business and networked business processes), living labs, web entrepreneurs and ICT start-ups) 

 

Form of finance

01 Non-repayable grant

02 Repayable grant

03 Support through financial instruments: venture and equity capital or equivalent

04 Support through financial instruments: loan or equivalent

05 Support through financial instruments: guarantee or equivalent

06 Support through financial instruments: interest rate subsidy, guarantee fee subsidy, technical support or equivalent

07 Prize

 

Example of a RIS3 financial plan – ESI Funds only from Czech Republic RIS3 (December 2014)

Example of a RIS3 financial plan – ESI Funds only from Czech Republic RIS3 (December 2014)