Innovation Procurement:

1. Innovation Procurementand H2020 support VassilisTsanidisInnovation Unit (F2)DG CNECTEuropean Commission

2. Innovation Procurement: • Procurement of R&D services to tackle specific public needs when solutions are not yet on the market (PCP) • Procurement of solutions new to the market where the public sector acts as first customer (PPI)

3. Investing in innovation procurement = Investing in growth and jobs • Public procurement accounts for some 2400 €Bn/year (20% of GDP) in Europe • Almost half of the ESIF budget is spent through public procurement (measured only the above the threshold procurements) • Majority of procurement budget in EU is spent at regional level • Innovation Procurement: win-win situation • Modern and efficient public services • More competitive European companies

4. Why European cooperation on PCP-PPI? • Speed up public sector modernisation– improve quality and efficiency of public services with breakthrough solutions • Get better value for money through cooperation - enable public sector around Europe to share cost + experience to buy new solutions that can respond to concrete public needs • Address issues of common interest together – e.g. where interoperability and coherence of solutions across borders, pooling of resources or market defragmentation is required • Create growth and jobs in Europe – help innovators bring European R&D to the market (the majority of R&D in H2020 funded PCPs should take place in Europe, ltd set of first test products can be bought in the PPI from companies in the PCP)

5. First results FP7 funded PCPs • 11 out of 13 FP7 funded PCPs have awarded contracts by now • SILVER (Robotics for elderly care) • CHARM (Traffic management) • PRACE 3IP(Energy efficient supercomputing) • SMART@FIRE(Smart protective equipment for fire fighters) • PREFORMA (Long term digital preservation) • DECIPHER (Mobile health services) • Human Brain Project (High Performance Computing for brain simulation) • V-CON (Virtual construction of road infrastructure) • Cloud for Europe (Cloud computing for governments) • Thalea (Telemedicine for intensive care unit patients at increased risk) • IMAILE (Personalised e-learning solutions) HBP PCP doesn't result from a PCP call. HBP decided itself to use PCP under its subcontracting activities. • Contracts awarded • Tender docs downloaded typically between 50 to 300 times • Nr of offers received typically between 10-34 (4-7 for specialised/low budget PCPs) • 75 contracts awarded in total (126 companies/universities involved)

6. Data collected so far • Opening route-to-market for new players/SMEs • 71% of contracts won by SMEs (SME lead bidder, bidding alone or with partners) • Compared to 29% in public procurements across Europe Mostly small young SMEs: 27% below 10 people, 60% below 50 people, 49,5% less than 10 years old • Joint procurement stimulates cross-border company growth • 31% of contracts won by bidders that are not from a country of any of the procurersin the buyers group (e.g. DE company working for UK+NL procurers) • Compared to 1,26% in public procurements across Europe (also in national PCPs) • Relevance to universities & bringing scientific results to market • 32% of winning contracts have university/R&D center partner in consortium - Winning SMEs are also often university start-ups • Encouraging commercialisation – budget efficiency • Bidders offered ~ 50% price reduction on R&D cost (market beyond procurers) -> PCPs can get twice as much R&D done for same budget as R&I action • Creating growth and jobs in Europe • 97,5% of bidders do 100% of R&D in Europe (2 have committed to do minimum 68% resp. 85% of R&D in Europe)

7. Geographic location winning bidders & procurers Companies in winning bids (nr/country) Universities in winning bids (nr/country) • (4) Procurers • (4) • (2) • (2) • (18) • (3) • (19) • (1) • (9) • (4) • (1) • (1) • (9) • (2) • (2) • (3) • (3) • (1) • (2) • (1) • (12) • (2) • (8) • (1) • (1) • (10) • Still companies out there that don't know about these contract opportunities. • 5 new additional Horizon 2020 PCPs will launch their call for tenders later this year. • Who can help promote such upcoming call for tenders in their countries? • Overview on-going projects: http://ec.europa.eu/digital-agenda/en/eu-funded-projects • .

8. The risk of NOT doing PCP-PPI is bigger than the risk of doing it • Public sector often pay too much to get non optimal quality product • Long term contracting, vendor lock-in, fragmented procurement market -> PCP-PPI reduces costs of 'first' deployment with 20% with more cost savings when deploying more widely (US data). This repays small PCP investment multiple times. • More than 50% of public procurements don't achieve their goals • Procurers not informed enough about pros & cons different solutions – buying wrong thing, vendor lock-in with proprietary solutions & cost overrun everywhere etc -> PCP/PPI de-risks large deployments to prevent failure/ waste of tax payers' money • Not even 25% of public R&I grants result in commercialisation • Because not driven by customer to steer R&D to meet concrete customer needs -> Increase the effectiveness of public investments in R&I: 50 to 75% commercialisation success rate for companies in PCP-PPI procurements • Innovative companies leave Europe – EU competitiveness undermined • Public sector is more willing to be first test and deployment reference (45Bn more PCP, 200Bn more PPI per year in US) -> PCP/PPI can attract innovative suppliers to EU & create growth/jobs 'in Europe' (PCP falls outside WTO rules: can require R&D to be done in Europe, first deployment of tested PCP product can be from PCP suppliers)

9. Objectives of the study on Quantifying the impact of PCP in Europe • Quantify the economic impact of pre-commercial procurement (PCP) in Europe, compared to other procurement approaches, based on detailed information from public procurers and awardees collected through questionnaires • >> analyze whether and how much the impacts observed in PCPs (panel 1) differ from the impacts observed in the panels 2 (R&D services contracts) and 3 (mixed R&D services and supply contracts) of the control group of procurements • Provide a series of recommendations for new actions to be undertaken at EU level and at national level to encourage the use of PCP and improve the link with potential follow-up public procurement of innovation (PPI).

10. Findings of the Study on the impact of PCP • Improvements in the quality and/or efficiency of the public services achieved by deploying the innovative solutions developed as a result of the PCP; • Increase in quality and decrease in prices of products resulting from the highly competitive multi-sourcing, phased procurement approach that distinguishes PCP from other procurement approaches; • Reduction in the risk of failure in large scale follow-up PPI procurements • Increase in the efficiency of R&D expenditures; • Speeding up time-to-market for firms and facilitating the access of SMEs to the procurement market; • Attracting financial investors to Europe; • Increased interoperability / impact on standardization / reduction of supplier lock-in; • Impacts on competition structure in the market; • Increased exploitation of IPRs and R&D results in general.

11. Examples of on-going EU funded • Innovation Procurements

12. Overview EU funded projects doing PCPs (FP7) More info on: http://ec.europa.eu/digital-agenda/en/eu-funded-projects HEALTH AGEING NYMPHA-MD (PCP) THALEA (PCP) Mental care for bipolar disorders Tele-detection/care of ICU patients SILVER (PCP) UNWIRED-HEALTH (PCP) Robotics ageing well Mobile care for vaccination & heart failure DECIPHER (PCP) Human Brain project Services mobile health data PCP on supercomputing/brain modelling TRANSPORT E-GOV Cloud for Europe (PCP) CHARM (PCP) Cloud computing Traffic Management PREFORMA (PCP) V-CON (PCP) Long term digital preservation Virtual road infrastructure modelling SUSTAINABILITY EDUCATION IMAILE (PCP) Personalised learning needs ENIGMA (PCP) City Lighting SAFETY SMART@FIRE (PCP) PRACE 3IP (PCP) High Performance Computing Smart Textiles ICT for fire fighters

13. Overview EU funded projects doing PPIs (CIP) More info on: http://ec.europa.eu/digital-agenda/en/eu-funded-projects HEALTH AGEING HAPPI (PPI) STOP AND GO (PPI) Telecare for elderly with multiple conditions Healthy Ageing ECOQUIP & LCB-HEALTHCARE (PPI) Low carbon healthcare TRANSPORT SYNCRO (PPI) FIRED-UP (PPI) Smart roads communication Vehicles Fire Fighters SUSTAINABILITY SPEA (PPI) Sustainable buildings PRO-LITE (PPI) Cities/Metro Lighting INNOBUILD (PPI) Sustainable buildings INNOBOOSTER (PPI) Office Furniture & Lighting INNOCAT (PPI) Sustainable catering PROBIS (PPI) PAPIRUS (PPI) Sustainable construction Sustainable construction

14. EU funded CSAs/Networks of procurers (FP7/CIP/H2020) More info on: http://ec.europa.eu/digital-agenda/en/eu-funded-projects HEALTH AGEING SAEPP (preparing PCP) C4BI (networking) PRO4VIP (preparing PCP) Ambulance ICT Cities on healthcare ICT for Visually impaired INSPIRE (Training PCP, link with VC) EPP-eHealth (preparing PCP/PPI) E-health procurers Cities on e-health TRANSPORT P4ITS (Preparing PPI) TRANSFORM (Networking) City/Regional transport Intelligent Transport Systems COMPLETE (Preparing PPI) ICT PICSE (Preparing PCP/PPI) Photonics broadband Cloud computing research cloud SUSTAINABILITY BRODISE CEPPI 2 (prep PPI) WATER PIPP Cities brown field decontamination Cities – energy consumption Water procurers SPP regions (capacity building) EURECA (prep PPI) PPI – sustainability PPI4WASTE Green data centers Authorities Waste management InnProBio Forum (capacity building) GREENS (prep PPI) PPI – bio based products Energy agencies – CO2

15. Examples EU funded transnational PCPs Traffic Management CHARM Project timing: Sept 2012 (48 months) Value PCP: € 2,88M Project Website: tinyurl.com/CHARM-PCP • CHARM is a cooperation between 3 road authority procurers: Rijkswaterstaat (NL), Highways Agency (UK), • Department Mobility and Public Works - MOW (BE). Other Traffic management authorities (e.g. • Traffikverket (SE) associated to the project to follow-up its progress) • CHARM contracting authorities jointly procure R&D services via the PCP to move towards an open modular • traffic management architecture by getting modules developed that will optimise network performance, • increase road safety and reduce CO2 emissions by improving network management, incident prediction and • prevention and cooperative ITS.

16. Examples EU funded transnational PCPs E-learning Project Timing: February 2014 (42 months) Value PCP: € 4,6M Project website: http://www.imaile.eu • IMAILE procurers are: Halmstads Kommune (SE) and Alexandersson University Institute Varberg • (SE),University of Magdeburg (DE), Municipality of Konnevesi (FI), City Council Viladecans (ES). • Other partners: Region Saxony Anhalt (DE), Oulu IT Center of Excellence (FI), INOVAMAIS (PT), ENTER • (Austria), INOVA Eszak-Alfold Regional Development and Innovation Agency (HU) • The IMAILE PCP will focus on new technologies and services for e-learning which address the challenge of • providing the next generation of Personal Learning Environments (PLE) for primary and secondary school. • This should address students within the topics of Science, Math and Technology, support different learning • styles in an individualized way and be accessible from any device including to bring your own device (BYOD).

17. Examples EU funded transnational PCPs Telemedicine for ICU-patients at increased risk Project Timing: February 2014 (42 months) Value PCP: € 1,55M Project website: www.thalea-pcp.eu • Procurers: University Clinic Aachen (DE), University Hospital Maastricht (NL), Parc Tauli Sabadell University • Hospital (ES), Hospital East Limburg (BE), Northern Ostrobothnia Hospital District (FI) • Other Partners: Ministry for Research & Innovation North-Rhine Westphalia (DE), NLAgency (NL), AIAQS (ES)  • Through the THALEA project, 5 hospitals from Germany, Netherlands, Spain, Belgium and Finland will • initiate a joint Pre-Commercial Procurement focusing on getting a highly interoperable telemedicine- • platform developed for detection of Intensive Care Unit -patients at increased risk.

18. Example transnational PPI Elderly Care Project Timing: April 2014 (36 months) Value PPI: € 17,2M website: stopandgoproject.eu • STOP AND GO contains 6 procurers: Regional Health Agency Campania (IT), Health agency province • Catanzaro (IT), Health agency Rome (IT), Eastern Cheshire Clinical Commissioning Group (UK), Health • procurement agency/Junta de Andalucia (ES), Gemeente Helmond (NL) • The €17,2M PPI aims to trigger the market to deliver ICT based telecare services that enable to care for • frail elderly that suffer from multiple conditions at the same time such as heart failure, diabetes, etc.

19. Examples EU funded network of procurers eHealth domain Project Timing: February 2015 (22 months) Contact: pmo.aquas@gencat.cat Project website: www.pro4vip.eu • PRO4VIP is a coordinating and networking project with partners: Agència de Qualitat i Avaluació Sanitàries de Catalunya - AQuAS (ES), Barcelona Macula Foundation research for vision – BMF (ES), UCLPartners (UK), • Berufsförderungswerk - BWF (DE), Rittmeyer regional institute for the deaf - RITT (IT), University Salerno – • US (IT), Friuli Venezia Giulia region - FVG (IT), Trieste AREA (IT), European Blind Union – EBU (FR), ECRIN • European Research Infrastructure Network (FR), ZENIT (DE) • Low vision is globally increasing as a result of the ageing world population. The PRO4VIP network brings • together healthcare procurers that aim to develop a joint innovation procurement roadmap for novel cost- • effective ICT-based assistive technologies for visually impaired people and clinical tools that help physicians • with the early detection of such conditions.

20. Examples EU funded network of procurers eHealth domain SAEPP Project Timing: January 2015 (8 months) Website: www.smartambulanceproject.eu • SAEPP is a coordinating and networking project with partners: NHS Commercial Solutions (UK), Ambulance • Today (UK), University Medical Center Groningen - UMCG (NL), Falck (DK), Region Zealand (DK), INEM (PT), • South Karelia Central Hospital (FI), BITECIC (UK), South East Coast Ambulance Service (UK), Yorkshire • Ambulance Service (UK), Royal College of Art (UK), University of Sheffield (UK), University of West England • (UK), Fibico (ES), TECNALIA (ES), Saimaa university of applied sciences (FI), Lappeenranta university of • technology (FI) • The SAEPP network of ambulance procurers and users is preparing the ground for a PCP to develop an ICT- • equipped ambulance of the future that enables a shift from a vehicles that services as a means of urgent • transport to an on-board mobile treatment space. The objective of the ambulance redesign is to enable pre- • hospital care in order to avoid unnecessary hospital admissions and the associated patient distress and • hospital costs.

21. Examples EU funded network of procurers eHealth domain Project Timing: January 2015 (24 months) Project website: www.innovationithospitals.com • EPP eHealth is a coordinating and networking project with partners: Bravosolution (ES), Region Zealand • (DK), Servicio Andaluz de Salud – SAS (ES), Servicio Madrileno de Salud - SERMAS (ES), University Hospital • Krakow (PL), dane-ianalizy (PL), Optimat (UK) • The EPP eHealth consortium aims to transform the market for eHealth solutions through dialogue and • innovation procurement. The project will make progress towards this aim by creating a network of procuring • organisations that understand the opportunities that eHealth can offer. The project will create a critical • mass of procurers that will proactively develop forward looking procurement plans to create a coherent • demand for eHealth solutions.

22. Lessons learnt on-going EU projects • Importance concrete procurement need • Surveys: what companies need = customer requirements. No use to do PCP/PPI for the fun of funding innovation. • Importance preparatory work • Still R&D needed? Need to compare competing solution approaches. No test proof yet whether any can meet procurement need. (PCP) • Already solutions near or on the market. No R&D but perhaps still close-to-market adaptation/integration/scaling up needed. (PPI) • Importance of open market consultation • Importance of defining IPR conditions up front in call for tender • Importance of wide promotion of call for tender • Learn from others – no need to reinvent the wheel

23. Changes compared to FP7/CIP • New 2014 public procurement directives: legal basis for PCP strengthened, legal basis for joint cross-border procurement • joint cross-border procurements for PCP and PPI exist now (reuse templates!) • 2014 revision State aid rules for R&D&I: confirmation that PCP is not considered State aid if implemented correctly • H2020: PCP/PPI instrument addresses key issues of pilot projects • More flexible implementation of payment of suppliers • VAT eligible cost: better leveraging out VAT differences across EU countries • Sole participants also become possible • Model PCP/PPI tender documents • Synergies between H2020 and new structural funds (ESIF) • Especially for PPIs also: Large scale testing 'optional' in H2020

24. H2020 support to Innovation Procurementin 2016-2017PCP/PPI Actions + Coordination and Support Actions (CSAs)

25. Forms of support • Coordination and Support Actions (100% funding rate): • Support only coordination activities e.g. preparation of a PCP or PPI by a group of procurers (identifying common challenges, open market consultation with industry before initiating a concrete PCP or PPI etc) • CSAs do not provide EU co-financing for an actual PCP or PPI procurement • PCP Actions (90% funding rate): • Provide EU co-financing for an actual PCP procurement (one joint PCP procurement per action) + for related coordination and networking activities (e.g. to prepare, manage and follow-up the PCP call for tender) • PPI Actions (35% funding rate): • Provide EU co-financing for an actual PPI procurement (one joint PPI procurement per action) + for related coordination and networking activities (e.g. to prepare, manage and follow-up the PPI call for tender) ! New !

26. PCP and PPI actions – participation requirement In addition, other entities can also participate - In buyers group: also private/NGO procurers providing services of public interest - In coordination/networking activities: any private/public type of entity (e.g. experts, end-users, certification bodies that assist procurers) that has no conflict of interest (no potential suppliers of solutions for the PCP/PPI) Public procurers are contracting authorities or contracting entities as defined by the EU public procurement directives MS = Member States AC = Countries Associated to Horizon 2020

27. PCP and PPI actions - Role different actors • Buyers group • Beneficiaries that provide the financial commitments for the PCP or PPI. • Min 2 public procurers from 2 different Member States or associated countries • Shall represent the demand side for the innovations, a critical mass of procurers that can trigger wide implementation of the innovations, shall aim for ambitious quality/efficiency improvements in area of public interest. • Lead procurer • Public procurer in project appointed by the buyers group to lead and coordinate the PCP or PPI. Can be part of buyers group or not. • Subcontractors • Successful tenderers, selected by the buyers group & lead procurer as result of the PCP or PPI call for tender, to provide the R&D services (PCP) or innovative solutions (PPI). • They do 'NOT' enter the grant agreement with the EC.

28. PCP and PPI actions – Proposal preparation In the proposal, the consortium shall already identify • A concrete 'common challenge' on which the PCP/PPI will focus (e.g. new solution needed to improve energy efficiency of data centres) • KPIs (targeted quality/efficiency improvements) for the PCP/PPI (e.g. target is energy efficiency improvement of min 30%) • Illustrating how this challenge fits in the innovation strategy / plans of the participating procurers that require innovative solutions (e.g. city procurer a/b/x aims to upgrade x/y/z data centres by 2018) • Requested budget per participant and plan for preparing and executing the procurement + for the coordination and networking activities Attractive success rates for proposers

29. PCP and PPI actions - Eligible activities • Preparation stage • Preparation of one joint PCP or PPI procurement per action • Open market consultation /verification of market readiness to meet procurement need • Outcome • Agreed common tender specifications + Joint procurement agreement • Confirmation of availability of financial commitments to start PCP/PPI • Execution stage • Joint procurement of the R&D services (PCP) or innovative solutions (PPI) • Follow-up of suppliers and validation of results • PCP: Validation/comparison of the performance of the competing PCP solutions against jointly defined criteria in real-life operational conditions • PPI: Evaluation of results of deploying and operating the procured solutions in real-life operating conditions • Dissemination/exploitation of results Other coordination/networking activities relevant to the action (e.g. preparation of follow-up PPI, contribution to standardisation / regulation / certification)

30. PCP and PPI actions – EU contribution • Reimbursement rate direct costs: Max 90% respectively 35% of eligible costs for PCP respectively PPI actions • Eligible direct costs to carry out eligible activities defined in WP include: • Price of the R&D services (PCP) or innovative solutions (PPI) procured (if procurement conducted in compliance with requirements in Annex E WP) • Eligible coordination and networking activities • May include in-kind contributions (e.g. third parties putting resources at disposal of beneficiaries e.g. for testing of solutions) • VAT is an eligible cost unless for beneficiaries that can deduct it • Requested reimbursement for coordination and networking activities can comprise max 30% (for PCP) /max 50% (for PPI) of total requested grant • Plus 25% for indirect costs. But, no indirect costs on the price of the PCP/PPI procurement or on 3rd party resources not used at the beneficiary premises • Pre-financing:Yes, 1st pre-financing at start project for costs for preparation stage, 2nd pre-financing before execution stage for rest of costs (incl. call for tender)

31. Possible Synergies between the ESIF and H2020 on Innovation Procurement

32. GENERAL RULE • IT IS NOT ALLOWED !!!!!! • To use ESIF and H2020 funding accumulatively to finance the same cost/expenditure item • To finance the own contribution of the participant from H2020 or ESIF

34. RegioStars Awards Highlight best practice &reward the most inspiring and innovative projects ! Cat. 1 Smart Growth: Emerging opportunities in the global economy Cat. 2 Sustainable Growth: Circular Economy Cat. 3 Inclusive Growth: Integrated living Cat. 4 CityStar: Innovative solutions for sustainable urban development Cat. 5 Effective management: Making a difference by managing differently • Apply online before April 15th ! • http://ec.europa.eu/regional_policy/en/regio-stars-awards • twitter.com/eu_regional #RegioStars

35. RegioStars Awards CATEGORY 5: Simplification & efficient management Making a difference by managing differently Administrative capacity to manage funds and policies is of crucial importance to deliver the administrative, physical, legal and financial environment in which businesses can flourish. The old models of public administration need an overhaul in order to benefit from the new digital opportunities and deliver faster and simpler services to citizens and businesses and also to ensure more efficiency and effectiveness of ESI Funds management. The modernisation of administrations can take various forms, including: • Innovative methods in the management the Funds, e.g. e-procurement, e-government solutions • participatory governance approaches, or open data, transparency • new delivery mechanisms, e.g. demand side innovation support via innovation procurement, • innovative project selection methods, e.g. via funnelling applicants through a multi-step procedure starting from advice to small lump-sums, to more substantial grants / financial instrument support Applyonline before April 15th ! • http://ec.europa.eu/regional_policy/en/regio-stars-awards

36. European Assistance for Innovation Procurement eafip What is eafip? A service set up by the DG CNECT (led by Stella & Corvers) - Horizon 2020 supports groups of procurers to do joint PCPs/PPIs together) - eafip supports single procurers to start PCP/PPIs on their own nationally www.eafip.eu What does eafip offer? • Training across Europe • 3 major events and9 smaller workshops with procurers in different sectors between 2015-2018 to provide information and training on PCP and PPI • Toolkit and helpdesk  • Training is based on toolkit on why and how to implement PCP/PPI • Helpdesk that will post replies to questions - FAQs online Register hereto stay up to date • Free local assistance • For public procurers starting concrete PCPs and PPIs for ICT based solutions • Includes legal assistance in the start-up and implementation of a PCP/PPI

37. For more detailed info on Innovation Procurement please the following link: • http://ec.europa.eu/digital-agenda/en/innovation-procurement • where you can also find the brochure on the PCP/PPI projects that are currently EU Co-funded • http://ec.europa.eu/digital-agenda/en/news/innovation-procurement-power-public-purse • Guide on the synergies between H2020 and the ESIF: http://ec.europa.eu/research/regions/pdf/publications/h2020_synergies_201406.pdf

38. Thank you for your attention Vassilis Tsanidis Dr.JurInnovation Unit (F2)DG CNECTEuropean CommissionVasileios.Tsanidis@ec.europa.eu