Appraisal and selection
1.5. Conclusions and recommendations
The above listed policy documents clearly constitute as a generally suitable reference frame for supporting innovation – in the health sector. They do not prioritize though and neither they reflect to problems or financing needs particular to the EIT Health InnoStars and EIT Health Hub.
Regarding the relationship between H2000 and EDIOP funded projects, the dynamic is perceived as one-dimensional. Financial resources in control of the Hungarian administration are employed to support preparations for successful bidding to H2020. Moreover, the time of formulating the operational, in particular project selection mechanisms of H2020 and the barriers Hungarian applicants need to overcome were unaware. The concept of an opposite flow of support, namely taking over projects which have been partly supported or judged worth for support but rejected in the absence of funding under the H 2020 regime, has not received consideration either.
The 2021-27 period will bring important changes. To achieve the ultimate goal of advancing Hungary’s economic competiveness business and innovation measures receive an increasing priority and allocation.
• Both labour-market interventions and social-health schemes are closely linked to the targeted sustainable, knowledge-based economic development model.
• The health sector is assigned with a growing responsibility to contribute to bettering demographic trends via dealing with all the key aspects affecting the population growth rate.
The traditionally hectic period when wrapping up the current operational programmes, policy formulation and programme design for the subsequent programming period occur in parallel creates a good opportunity for presenting elaborate ides for decision-makers.
Also many efforts are yet needed,fromn the EIT Health InnoStars, that the proof of concept instrument is understood, incorporated in the 2021-27 operational programme(s) and regulated (in the future national implementing rules).
The EIT Health InnoStars may influence at the following milestones (see detailed action plan):
• policy formulation: consultation, partnership, decision-making
• partnership agreement and operational programmes for 2021-27:
o thematic working groups, expert meetings,
o networking: bilateral meetings with planners, decision-makers: umbrella organisations, ministries o mandatory partnership platforms, including participation in monitoring committees. contribution to
the evaluation of the 2014-2020 operational programmes.
Beneficiaries are at a loss when they attempt to grasp the complexity of accessing and using Cohesion Policy funds. Applicants/beneficiaries in general, highly specialised R+D+I project promoters particularly need more continued, direct, pragmatic yet discipline-specific support than the present, impersonalised managing authority services (e.g. call centre, frequently asked questions, general guidance note or even one-off info days) could one-offer.
At the time of drawing up the present implementing decree there was no motivation (understanding, intention) to address coordination with funds falling outside the Partnership Agreement.
• Since then combination efforts or intentions in the administration have not achieved a critical mass that would have triggered more attention. The issue and specific obstacles of combining OP and H2020 or other centrally managed funds is still not on the agenda65.
• The EIT Health InnoStars is now in an ideal position to raise awareness of the combined funding potential and present the particular steps that should be taken to eliminate the obstacles of synergy creation (programming documents, regulations, calls, inter-institutional coordination and collaboration gaps etc.).
• Moreover, the national regulators have had no exposure to well-proven models under H2020. The EIT Health InnoStars could present cases for the overcoming of typical policy delivery problems or reducing administrative burden. This would also help the approximation of the national and H2020 rules.
Beneficiaries usually cite the lack of predictability as the most important problem. This high level of uncertainty applies to the
• launch of calls,
• length of the project selection process,
• timescale of project modification,
• complexity of contract modification,
• exact requirements for the release of payment to the project (information as well as processing deadline),
• judgment of in irregularity.
Any scheme/service the EIT Health InnoStars may offer which eliminates the lack of predictability could attract great demand.
65 A managing authority keeps its attention to the confines of the operational programme.
References
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