EL elanikkonnakaitsemehhanismi taotlusvooru toetuskiri

Call: UCPM-2024-TRACK1 — Technical Assistance for Disaster Risk Management (“Track 1”)

EU Grants: Application form (UCPM Prevention and Preparedness): V2.0 – 01.06.2022

2

TECHNICAL DESCRIPTION (PART B)

COVER PAGE

Part B of the Application Form must be downloaded from the Portal Submission System, completed and then assembled and re-uploaded as PDF in the system. Page 1 with the grey IMPORTANT NOTICE box should be deleted before uploading.

Note: Please read carefully the conditions set out in the Call document (for open calls: published on the Portal). Pay particular attention to the award criteria; they explain how the application will be evaluated.

PROJECT

Project name:Crisis Management Training System

Project acronym: CMTS

Coordinator contact:Andras Armväärt, Health Board/HB

TABLE OF CONTENTS

ADMINISTRATIVE FORMS (PART A) 3

TECHNICAL DESCRIPTION (PART B) 4

COVER PAGE 4

PROJECT SUMMARY 5

1. RELEVANCE 5

1.1 Background and general objectives 5

1.2 Needs analysis and specific objectives 5

1.3 Complementarity with other actions and innovation — Geographic focus — European added value — Impact on non-EU countries 7

2. QUALITY 8

2.1 Concept and methodology 8

2.2 Consortium set-up 8

2.3 Project teams, staff and experts 8

2.4 Consortium management and decision-making 9

2.5 Project management, quality assurance and monitoring and evaluation strategy 9

2.6 Cost effectiveness and financial management 9

2.7 Risk management 10

3. IMPACT 10

3.1 Impact and ambition 10

3.2 Communication, dissemination and visibility 10

3.3 Sustainability and continuation 11

4. WORKPLAN, WORK PACKAGES, ACTIVITIES, RESOURCES AND TIMING 12

4.1 Work plan 12

4.2 Work packages, activities, resources and timing 12

Work Package 1 13

Work Package 2 15

Subcontracting  16

Equipment 16

Timetable 17

5. OTHER 19

5.1 Ethics 19

5.2 Security 19

6. DECLARATIONS 19

ANNEXES 20

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PROJECT SUMMARY

Project summary

See Abstract (Application Form Part A).

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1. RELEVANCE

1.1 Background and general objectives

Background and general objectives

Describe the background and rationale of the project and how the project is relevant to the general objectives of the call and to the UCPM and/or its Participating States.

How does the project address the more general objectives and themes & priorities of the call? What is the project’s contribution?

The project aims to develop a comprehensive crisis preparedness training program for the employees and officials of the Health Board of Estonia (HB), including a methodological solution for the implementation plan of these trainings, and the execution of these trainings. Health Board is the competent authority for crisis management in the healthcare sector in Estonia. The developed training program would give a concrete way forward with the development of knowledge and skills necessary for the staff of Health Board to engage in the national level crisis management and preparation for it.

At the moment, Health Board does not have an evidence based comprehensive training program for its crisis management staff meaning that the staff has been trained non-persistently and ad hoc.

As Health Board is the national competent authority for healthcare crises response and also an operational partner for HERA, WHO and ECDC, the training program and the subsequent trainings would benefit the broader European response capacity.

The project proposal complies with the following paragraphs of the call document of UCPM-2024-TRACK1:

· 2.1. General Objectives of Track 1 (according to the Financing Decision)

o To support Member States’ efforts of enhancing their institutional and technical capacity for preparing, implementing, monitoring, evaluating and improving strategic disaster prevention and preparedness activities.

· 2.4. Activities that can be funded (scope)

o Priority 3. Investments to improve crisis management capabilities:

§ Development of training modules and corresponding training materials to build relevant skills in DRM.

· 2.5. Expected Impact – outcomes

o Priority 3. Investments to improve crisis management capabilities:

§ Increased cross-sectoral crisis management capabilities at national, regional, local, cross-border and European levels.

1.2 Needs analysis and specific objectives

[OPTION by default (all except Full-scale exercises):

Needs analysis and specific objectives

Describe how the objectives of the project are based on a sound needs analysis in line with the specific objectives of the call. What issue/challenge/gap does the project aim to address? What is the ex-ante situation the project is aiming to improve? Please provide evidence/data and explain how the needs for the action were identified and assessed.

Elaborate how the end-users are involved in the formulation of the proposal and how the project aims to address the end-users’ needs.

The objectives should be clear, measureable, realistic and achievable within the duration of the project.

The objectives of the project are based on a needs analysis conducted within the Health Board to identify gaps in crisis preparedness training for emergency management personnel. The analysis involved examining past incidents, reviewing current training protocols, and gathering feedback from personnel and stakeholders. The identified challenges include inadequate coordination during crises, lack of specific skills for crisis management, and outdated training methodologies.

End-users, including emergency responders and public health officials, were actively involved in the formulation of the proposal through consultation sessions and surveys. Their input helped shape the specific objectives of the project, which are to develop tailored training modules addressing identified gaps, improve crisis preparedness among personnel, and establish a methodological framework for training implementation.

The objectives are clear, measurable, realistic, and achievable within the project's duration, ensuring that the training programs effectively address the needs of emergency management personnel.

Outcome(s), output(s) and indicators

Outcome(s)

What is/are the expected outcome(s)? Where the Call document includes the list of possible outcomes, indicate up to two outcomes taken from the list, related to the specific objective you have chosen.

Explain how the outcomes generated by the project will contribute to achieving the specific objective.

By developing the training program, the expected outcomes include:

1. A comprehensive training program for emergency preparedness and response staff, which will form a basis for a regular and evidence-based training plan.

2. Implementation of the training program.

The project outcomes will translate in the implementation phase into:

1. Increased proficiency and confidence among emergency management personnel in handling crisis situations.

2. Improved coordination and communication during emergencies.

These outcomes will contribute to achieving the specific objective by enhancing the overall readiness and effectiveness of the Health Board's crisis response.

Output(s)

Explain how the activities and outputs of the project will result in the outcome(s) indicated above.

The activities and outputs of the project, such as developing customized training modules and methodological guidelines, will result in the expected outcomes by providing personnel with the necessary tools and knowledge to respond effectively to crises.

Indicators

For each outcome and output, define appropriate indicators for measuring the progress of achievement, baseline value and target value, how it will be monitored, etc.

Proposed indicators should be clear, measureable, realistic and achievable within the duration of the project.

Completion of Training Modules: Percentage of training modules developed according to the project timeline.

- Baseline: 0%

- Target: 100%

- Monitoring: Regular review of progress against planned milestones.

Stakeholder Satisfaction: Level of satisfaction among stakeholders with the developed training plan.

- Baseline: N/A (initial assessment)

- Target: High satisfaction rating (e.g., 80% or above)

- Monitoring: Surveys and feedback sessions with stakeholders.

These indicators will help measure the progress and success of the project in developing the training plan within the specified timeframe and ensuring stakeholder satisfaction with the proposed approach.

The subsequent implementation of the training program (execution of trainings) will have the following indicators:

• Percentage increase in participant satisfaction with training programs.

• Reduction in response time during crisis simulations.

Baseline values will be determined through initial assessments, and target values will be set based on improvement targets. Indicators will be monitored through participant feedback, performance evaluations, and post-training assessments.

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[OPTION for Full-scale exercises:

Needs analysis and specific objectives

Describe the context of the project (including your understanding of the relevant EU policies and to what extend this project builds up on previous activities). Provide an analysis of the needs that will be addressed by this project. This analysis should be based on robust, relevant and reliable risk assessments, studies, lessons identified, lessons learnt and/or other sources so as to demonstrate the validity and relevance of the project. Avoid limiting the analysis to general statements and information.

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Objectives, description and scenario of the Full-scale exercise

Aim of the UCPM exercise project

Define the aim of the exercise project. Every exercise project should have one aim presented in one sentence or shorter paragraph. The aim needs to derive from ‘the context of the project, needs analysis and purpose’ described just above. The aim should also correspond to the priorities defined in the Call document.

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Objectives of the UCPM exercise project

Define the objectives of the exercise project. The objectives together help achieving the aim. Each objective should be SMART (specific, measurable, achievable, realistic and time-related). The objectives should refer to the thematic risk and vulnerabilities (often scenario-specific) as well as the capacities and capabilities identified during the needs analysis process.

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Minimum requirements of the full-scale exercise

Explain briefly how this project addresses the basic elements:

- Activation of the UCPM.

- EU Civil Protection Team. Size, composition and role of the EUCP Team in the exercise.

- Use of CECIS and other intended UCPM tools.

- Involvement of the national operational structures of the beneficiaries. Explain how they will be involved in the exercise.

- EU Host Nation Support Guidelines: Explain how it will be tested and implemented.

- EU Observers programme. Explain their role in the exercise (Note: They are not to be used as main evaluators)

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Exercise participants and assets

Describe the anticipated exercise participants and an estimated size of each group.

Describe the anticipated exercise participants from cross-border intervention that are deployed via the UCPM activation. Provide an estimated size of each group/team.

Outline other participants foreseen in the exercise (UN organisations, Commission, NGOs, public institutions).

Indicate whether this exercise is intended to be used for the certification of a module or a specific capacity (in the framework of the European Emergency Response Capacity).

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Scenario of the full-scale exercise

Provide a summary of the scenario, its relevance to fulfil the aim and objectives of the exercise project and justify the involvement of the anticipated exercise participants. Maps and diagrams can also be included.

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1.3 Complementarity with other actions and innovation — Geographic focus — European added value — Impact on non-EU countries

Complementarity with other actions and innovation

Explain how the project builds on the results of past activities carried out in the field and describe its innovative aspects. Explain how the activities are complementary to other activities carried out by other organisations.

The project builds on past activities by incorporating innovative training methodologies, such as simulation exercises and interactive workshops, to enhance engagement and learning outcomes. These activities complement existing efforts by leveraging new approaches to address identified gaps in crisis preparedness training.

Geographic focus, European added value and impact on non-EU countries (if applicable)

Explain how this project addresses issues relevant for the UCPM as a whole and its interaction with its main interlocutors.

Illustrate the geographic focus, and European/trans-national dimension of the planned activities. Which countries will directly and indirectly benefit from the project? Where are the activities anticipated to take place?

When eligible non-EU countries are involved: specify which countries are the primary beneficiaries of the project's results and describe their role. Why is the project important for those countries? How does it improve the Civil Protection and/or Marine Pollution instruments in these countries?

To what extent are the end-users from targeted countries involved in the proposed action?

Demonstrate the possibility to transfer and use the results of the projects in countries/regions and/or sectors other than those of the grant beneficiaries.

Explain how the proposed action will contribute to strengthening cooperation and mutual trust between Participating States or between Participating States/eligible countries and the Union Mechanism.

This project directly benefits Estonia, a EU member state, by empowering its healthcare crisis preparedness and response capabilities. This also benefits further the whole European Union as it contributes to its general preparedness and crisis response capacities. The trainings plan also considers Estonia’s role in UCPM activities, such as activation of EMT2 field hospital, and therefore strengthens directly the EU UCPM response capacities as well.

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2. QUALITY

2.1 Concept and methodology

Concept and methodology

Outline the approach and methodology underpinning the work packages and activities of the project, also in relation to the timeframe proposed. Explain why they are the most suitable for achieving the project’s objectives. This should provide the reader with an understanding of the logical structure of the project.

For Full-scale exercises: Include an organigram of the ‘project management organisation’ and an organigram of the ‘exercise conduct organisation’. The Technical Guide for UCPM full-scale exercises provides examples of these structures. It should be followed as closely as possible.

The project will follow a structured approach, including initial procurement documentation development, procurement, and the subsequent needs assessment, curriculum development, and execution of trainings. These activities will be conducted in a phased manner, ensuring alignment with the project's objectives and timeframe. Methodologies will be selected based on their suitability for achieving the desired outcomes, with a focus on stakeholder engagement and participatory design.

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2.2 Consortium set-up

Consortium cooperation and division of roles (if applicable)

Describe the participants (Beneficiaries, Affiliated Entities and Associated Partners, if any) and explain how they will work together to implement the project. How will they bring together the necessary expertise? How will they complement each other?

In what way does each of the participants contribute to the project? Show that each has a valid role and adequate resources to fulfil that role.

Note: When building your consortium you should think of organisations that can help you reach objectives and solve problems.

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2.3 Project teams, staff and experts

Project teams and staff

Describe the project teams and how they will work together to implement the project.

List the staff included in the project budget (budget category A) by function/profile (e.g. project manager, senior expert/advisor/researcher, junior expert/advisor/researcher, trainers/teachers, technical personnel, administrative personnel etc. Use the same profiles as in the detailed budget table) Describe briefly their tasks. Provide CVs of all key actors (if required).

The project manager, advisor and trainings specialist will develop the procurement documentation, organizing regular project meetings and also including the relevant academia in the development phase. The manager, advisors and trainings specialist establish a regular consultation with the outsourced partner in order to ensure a smooth development process and also for reporting on the process.

Name and functionOrganisationRole/tasks/professional profile and expertise

Project managerHealth BoardReporting and the coordination of the project. Meetings with outsourced partner. Advisor for the HB on exercises and trainings.

AdvisorHealth BoardDevelopment of procurement documentation. Regular meetings with the outsourced partner. Risk Manager of HB.

Training specialistHealth BoardConsulting on the documentation of procurement. Meetings with outsourced partner. Trainings specialist of HB.

Outsourced partnerTendererGap Analysis and development of the procured training plan.

Outsourced partnerTendererImplementation of training plan, execution of trainings.

Outside resources (subcontracting, seconded staff, etc)

If you do not have all skills/resources in-house, describe how you intend to get them (contributions of members, partner organisations, subcontracting, etc).

If there is subcontracting, please also complete the table in section 4.

We will conduct a public procurement through which we search for a partner who will be developing the actual training program.

2.4 Consortium management and decision-making

Consortium management and decision-making (if applicable)

Explain the management structures and decision-making mechanisms within the consortium. Describe how decisions will be taken and how permanent and effective communication will be ensured. Describe methods to ensure planning and control.

Note: The concept (including organisational structure and decision-making mechanisms) must be adapted to the complexity and scale of the project.

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2.5 Project management, quality assurance and monitoring and evaluation strategy

Project management, quality assurance and monitoring and evaluation strategy (n/a for Full-scale exercises)

Describe the measures foreseen to ensure that the project implementation is of high quality and completed in time.

Describe the methods to ensure good quality, monitoring, planning and control.

Describe the evaluation methods and indicators (quantitative and qualitative) to monitor and verify the outreach and coverage of the activities and results (including a unit of measurement and baseline and target values). The indicators proposed to measure progress should be relevant, realistic and measurable.

Quality assurance measures will include regular progress reviews, stakeholder consultations, and adherence to predefined standards and guidelines. Clear roles and responsibilities will be assigned, and project milestones will be monitored to ensure timely completion.

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2.6 Cost effectiveness and financial management

Cost effectiveness and financial management (n/a for Full-scale exercises)

Describe the measures adopted to ensure that the proposed results and objectives will be achieved in the most cost-effective way.

Indicate the arrangements adopted for the financial management of the project and, in particular, how the financial resources will be allocated and managed within the consortium.

Do NOT compare and justify the costs of each work package, but summarize briefly why your budget is cost effective.

Cost effectiveness is mainly achieved by our countries inbuilt tender policy. That is prescribed by our national law (https://www.riigiteataja.ee/en/eli/505092017003/consolide). All big costs have to go through public tender procedure to make sure of fair cost and availability to less known product providers. The purpose of our tender act is to ensure the transparent, practical and economic use of the contracting authority’s or the contracting entity’s funds, equal treatment of persons, and effective use of competition in public procurement. Purchases lower than 30,000 euros will have to follow the internal procurement regulations of the Ministry of Social Affairs governance area, which also ensures transparency and cost-effectiveness.

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2.7 Risk management

Critical risks and risk management strategy

Describe critical risks, uncertainties or difficulties related to the implementation of your project, and your measures/strategy for addressing them.

Indicate for each risk (in the description) the impact and the likelihood that the risk will materialise (high, medium, low), even after taking into account the mitigating measures.

Note: Uncertainties and unexpected events occur in all organisations, even if very well-run. The risk analysis will help you to predict issues that could delay or hinder project activities. A good risk management strategy is essential for good project management.

Risk NoDescriptionWork package NoProposed risk-mitigation measures

1Winning tenderer has underestimated the volume of the project1Adjusting the project schedule by prioritising functionalities

2Start of project is delayed due to tender problems1Enough buffer time is put in the tender phase

3Feedback and output from Tenderer is delayed or is incomplete1Rules and deadlines have been set in advance; Regular meetings with Tenderer or their representative; Planning buffer time within the project schedule. Sanctions are set in the tender and the contract with Tenderer.

4Changes in scope1Detailed analysis and prioritising will be done before the implementation phase(s). Dedicated persons will be appointed for each party.

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3. IMPACT

3.1 Impact and ambition

Impact and ambition (n/a for Full-scale exercises)

Define the short, medium and long-term effects of the project.

Who are the target groups? How will the target groups benefit concretely from the project and what would change for them?

Does the project aim to trigger change/innovation? If so, describe them and the degree of ambition (progress beyond the status quo).

Does the pproject envisage building upon outputs of the action to generate a deeper, broader impact on investments and/or policies for disaster prevention and preparedness? (e.g. through national, EU and other multilateral programmes)

The project aims to have a significant impact on the crisis preparedness and response capabilities of the Health Board, benefiting emergency management personnel and improving public health outcomes. By triggering changes in training methodologies and enhancing coordination, the project aims to foster innovation and progress beyond the status quo. The project also seeks to generate broader impact by informing future investments and policies for disaster prevention and preparedness at national and EU levels.

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3.2 Communication, dissemination and visibility

Communication, dissemination and visibility of funding

Describe the dissemination and communication activities which are planned in order to promote the activities/results and maximise the impact (to whom, which format, how many, etc.). Clarify how you will reach the target groups, relevant stakeholders, policymakers and the general public and explain the choice of the dissemination channels.

Describe how the visibility of EU funding will be ensured.

Dissemination activities will include targeted outreach to stakeholders, policymakers, and the general public through various channels, including workshops, conferences, and online platforms. The visibility of EU funding will be ensured through appropriate branding and acknowledgment in all project-related materials and communications.

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3.3 Sustainability and continuation

Sustainability, long-term impact and continuation (n/a for Full-scale exercises)

Describe the follow-up of the project after the EU funding ends:

- How will the sustainability of the project impact be ensured?

- What will need to be done? Which parts of the project should be continued or maintained?

- How will this be achieved? How will the results be used? Which resources will be necessary to sustain the outcome of the project and how will they be mobilised?

- How will the project ensure that results are accessible and usable also after the action has ended?

Sustainability will be ensured through capacity-building initiatives, knowledge transfer mechanisms, and stakeholder engagement strategies. The project's outcomes will be made accessible and usable beyond its duration through the Health Board training platforms and staff and ongoing collaboration with relevant stakeholders. Resources for sustaining project outcomes (implementation of training program) will be mobilized through institutional support.

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4. WORKPLAN, WORK PACKAGES, ACTIVITIES, RESOURCES AND TIMING

4.1 Work plan

Work plan

Provide a brief description of the overall structure of the work plan (list of work packages or graphical presentation (Pert chart or similar)).

Project work is done in one Work Package, WP1: Developing and implementing crisis management training plan for HB staff.

The work plan will include detailed timelines, milestones, and deliverables for each phase of the project, organized into work packages and activities. A graphical representation (Gantt chart) will provide a visual overview of the project's structure and sequencing. Regular reviews and adjustments will be made to the work plan to ensure alignment with project objectives and timeline.

4.2 Work packages, activities, resources and timing

WORK PACKAGES

Work packages

This section concerns a detailed description of the project activities.

Group your activities into work packages. A work package means a major sub-division of the project. For each work package, enter an objective (expected outcome) and list the activities, milestones and deliverables that belong to it. The grouping should be logical and guided by identifiable outputs.

Projects should normally have a minimum of 2 work packages. WP1 should cover the management and coordination activities (meetings, coordination, project monitoring and evaluation, financial management, progress reports, etc) and all the activities which are cross-cutting and therefore difficult to assign to another specific work package (do not try splitting these activities across different work packages). WP2 and further WPs should be used for the other project activities.

The division in WP should be logical and guided by the different identifiable activities, expected results and deliverables.

You can create as many work packages as needed by copying WP1.

For Full-scale exercises: You must use the work packages as described in the Call document. Please refer to the Technical Guide for UCPM Full-scale exercises for guidance and detailed explanations of the content expected for each work package.

Enter each activity/milestone/output/outcome/deliverable only once (under one work package).

Ensure consistence with the detailed budget table.

Objectives

List the specific objectives to which the work package is linked.

Activities and division of work (WP description)

Provide a concise overview of the work (planned tasks). Be specific and give a short name and number for each task.

Show who is participating in each task: Coordinator (COO), Beneficiaries (BEN), Affiliated Entities (AE), Associated Partners (AP), indicating in bold the task leader.

Add information on other participants’ involvement in the project e.g. subcontractors, in-kind contributions.

Note:

In-kind contributions: In-kind contributions for free are cost-neutral, i.e. cannot be declared as cost. Please indicate the in-kind contributions that are provided in the context of the work package.

The Coordinator remains fully responsible for the coordination tasks, even if they are delegated to someone else. Coordinator tasks cannot be subcontracted.

If there is subcontracting, please also complete the table below.

Milestones and deliverables (outputs/outcomes)

Milestones are control points in the project that help to chart progress (e.g. completion of a key deliverable allowing the next phase of the work to begin). Use them only for major outputs in complex projects (e;g. for full-scale exercises, they are often not needed); otherwise leave the section empty. Please limit the number of milestones by work package.

Means of verification are how you intend to prove that a milestone has been reached. If appropriate, you can also refer to indicators.

Deliverables are project outputs which are submitted to show project progress (any format). Refer only to major outputs. Do not include minor sub-items, internal working papers, meeting minutes, etc. Limit the number of deliverables to max 10-15 for the entire project. You may be asked to further reduce the number during grant preparation.

For deliverables such as meetings, events, seminars, trainings, workshops, webinars, conferences, etc., enter each deliverable separately and provide the following in the 'Description' field: invitation, agenda, signed presence list, target group, number of estimated participants, duration of the event, report of the event, training material package, presentations, evaluation report, feedback questionnaire.

For deliverables such as manuals, toolkits, guides, reports, leaflets, brochures, training materials etc., add in the ‘Description’ field: format (electronic or printed), language(s), approximate number of pages and estimated number of copies of publications (if any).

For each deliverable you will have to indicate a due month by when you commit to upload it in the Portal. The due month of the deliverable cannot be outside the duration of the work package and must be in line with the timeline provided below. Month 1 marks the start of the project and all deadlines should be related to this starting date.

The labels used mean:

Public — fully open ( automatically posted online on the Project Results platforms)

Sensitive — limited under the conditions of the Grant Agreement

EU classified — RESTREINT-UE/EU-RESTRICTED, CONFIDENTIEL-UE/EU-CONFIDENTIAL, SECRET-UE/EU-SECRET under Decision 2015/444. For items classified under other rules (e.g. national or international organisation), please select the equivalent EU classification level.

Work Package 1

Work Package 1: Developing and implementing crisis management training plan for HB staff

Duration:M1 – M24 Lead Beneficiary:HB

Objectives

§ Development of relevant public procurement documentation, including technical description

§ Carrying through with public procurement

§ Signing contract with tenderer

§ Assessment of gaps and development of training plan

§ Implementation of training plan (executing the trainings)

Activities and division of work (WP description)

Task No

(continuous numbering linked to WP)Task NameDescription of the task and expected resultParticipantsIn-kind Contributions and Subcontracting

(Yes/No and which)

NameRole

(COO, BEN, AE, AP, OTHER)

T1.1Procurement documentationDeveloping procurement documentation. The relevant and sufficient documentation is prepared.Project managerCOONo

T1.2Procurement is announcedHealth Board’s partner for public procurements (Riigi Tugiteenuste Keskus) has announced the international public procurement (www.rhr.ee)Procurement partnerCOONo

T1.3Signing of contractThe procurement contract is signed with tendererProject managerCOONo

T1.4Gap analysisNeeds and knowledge gaps are assessedProcurement partnerCOOYes, Subcontracting

T1.5Development of training programDesign and development of training programs and materials.Procurement partnerCOOYes, Subcontracting

T1.6Procurement of trainingsPurchase of trainings according to training plan.Project managerCOONo

T1.7Signing of contractThe procurement contract is signed with tenderer(s).Project managerCOONo

T1.8Execution of the trainingsExecution of the purchased trainings with the HB personnel participatingProcurement partnerCOOYes, Subcontracting

Milestones and deliverables (outputs/outcomes)

Milestone No

(continuous numbering not linked to WP)Milestone NameWork Package NoLead BeneficiaryDescriptionDue Date

(month number)Means of Verification

MS1Procurement 1COOProcurement is announcedM6Public announcement on www.rhr.ee

MS2Signing of contract1COOThe contract is signed with tendererM4Signed contract

MS3Gap analysis1COOThe gap analysis and knowledge assessment is conductedM5Gap analysis

MS4Training program1COOThe training program is developed and communicated to Health Board’s stakeholderM8Training program protocol

MS5Siging of contract1COOThe contract for trainings is signedM12Signed contract

MS6Execution of trainings, report1COOThe trainings have been conducted and outcomes reportedM24Training conduction report

Deliverable No

(continuous numbering linked to WP)Deliverable NameWork Package NoLead BeneficiaryTypeDissemination LevelDue Date

(month number)Description

(including format and language)

D1.1Signed contract1HB[R — Document, report] [PU — Public]

M4Estonian, contract

D1.2Gap analysis1HB[R — Document, report][SEN — Sensitive]

M5Estonian, protocol

D1.3Training program1HB[R — Document, report][SEN — Sensitive]

M8Estonian, protocol

D1.4Progress report1HB[R — Document, report] [PU — Public]

M09English, progress report

D1.5Signed contract1HB[R — Document, report] [PU — Public]

M12Estonian, contract

D1.6Progress report1HB[R — Document, report] [PU — Public]

M17English, progress report

D1.7Execution of trainings1HB[R — Document, report][SEN — Sensitive]

M24English, progress report

D1.8Executive summary1HB[R — Document, report][SEN — Sensitive]

M24English, summary

D1.9Materials for communication1HB[R — Document, report] [PU — Public]

M24English and Estonian, videos, photos, story

Estimated budget — Resources

See detailed budget table (annex 1 to Part B).

Work Package 2

To insert work packages, copy WP1 as many times as necessary.

Subcontracting

Subcontracting

Give details on subcontracted project tasks (if any) and explain the reasons why (as opposed to direct implementation by the Beneficiaries/Affiliated Entities).

Subcontracting — Subcontracting means the implementation of ‘action tasks’, i.e. specific tasks which are part of the EU grant and are described in Annex 1 of the Grant Agreement.

Note: Subcontracting concerns the outsourcing of a part of the project to a party outside the consortium. It is not simply about purchasing goods or services. We normally expect that the participants have sufficient operational capacity to implement the project activities themselves. Subcontracting should therefore be exceptional.

Include only subcontracts that comply with the rules (i.e. best value for money and no conflict of interest; no subcontracting of coordinator tasks).

Work Package NoSubcontract No

(continuous numbering linked to WP)Subcontract Name

(subcontracted action tasks)Description

(including task number and BEN/AE to which it is linked)Estimated Costs

(EUR)Justification

(why is subcontracting necessary?)Best-Value-for-Money

(how do you intend to ensure it?)

1S1.1Procurement partnerT1.4, T1.5 & T1.8180.000,00The Health Board does not possess the relevant competency to develop such a comprehensive and very specific training plan. This kind of competency together with the knowledge on andragogical methods is mostly centered in major educational institutions, such as academia. The execution of training programs will be outsourced as well because HB does not possess competency to execute the trainings, only participate.Estonia Tender policy; Ministry of Social Affairs governance area tender policy.

Other issues:

If subcontracting for the project goes beyond 30% of the total eligible costs, give specific reasons.The subcontracting is more than 30% of the eligible costs because the work that is going to be outsourced is the main objective of this project. Since the competency is going to be outsourced, the costs of HB’s personnel regarding this project will be vastly lower than the costs of the outsourced partner.

Equipment

Equipment with full-cost option

For calls where full-capitalised costs are exceptionally eligible for listed equipment (see Call document), indicate below the equipment items for which you request the full-cost option, and justify your request. Ensure consistency with the detailed budget table, if any.

Equipment Name

Description

(including WP, task number and BEN/AE to which it is linked)Estimated Costs

(EUR)Justification

(why is reimbursement at full-cost needed?)Best-Value-for-Money

(how do you intend to ensure it?)

Timetable

Timetable (projects up to 2 years)

Fill in cells in beige to show the duration of activities. Repeat lines/columns as necessary.

Note: Use the project month numbers instead of calendar months. Month 1 marks always the start of the project. In the timeline you should indicate the timing of each activity per WP.

ACTIVITYMONTHS

M 1M 2M 3M 4M 5M 6M 7M 8M 9M 10M 11M 12M 13M 14M 15M 16M 17M 18M 19M 20M 21M 22M 23M 24

Task 1.1 - Procurement documentation

Task 1.2 – Procurement is announced

Task 1.3 – Signing of contract

Task 1.4 – Gap analysis

Task 1.5 – Development of training program

Task 1.6 – Procurement of trainings

Task 1.7 – Signing of contract

Task 1.8 – Execution of trainings

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5. OTHER

5.1 Ethics

Ethics

Not applicable.

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5.2 Security

Security

Not applicable.

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6. DECLARATIONS

Double funding

Information concerning other EU grants for this project

Please note that there is a strict prohibition of double funding from the EU budget (except under EU Synergies actions).

YES/NO

We confirm that to our best knowledge neither the project as a whole nor any parts of it have benefitted from any other EU grant (including EU funding managed by authorities in EU Member States or other funding bodies, e.g. EU Regional Funds, EU Agricultural Funds, etc). If NO, explain and provide details.Yes

We confirm that to our best knowledge neither the project as a whole nor any parts of it are (nor will be) submitted for any other EU grant (including EU funding managed by authorities in EU Member States or other funding bodies, e.g. EU Regional Funds, EU Agricultural Funds, etc). If NO, explain and provide details.Yes

Financial support to third parties (if applicable)

Not applicable

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ANNEXES

LIST OF ANNEXES

Standard

Detailed budget table (annex 1 to Part B) — mandatory

CVs (annex 2 to Part B) — mandatory, if required in the Call document

Annual activity reports (annex 3 to Part B) — mandatory, if required in the Call document

List of previous projects (annex 4 to Part B) — mandatory, if required in the Call document

Special

Other annexes (annex X to Part B) — mandatory, if required in the Call document

LIST OF PREVIOUS PROJECTS

List of previous projects

Please provide a list of your previous projects for the last 4 years.

COO — Coordinator; BEN — Beneficiary; AE — Affiliated Entity

Participant Project Reference No and Title, Funding programmePeriod (start and end date)Role (COO, BEN, AE, OTHER)Amount

(EUR)Website (if any)

[name]

[name]

HISTORY OF CHANGES

VERSIONPUBLICATION DATECHANGE

1.023.02.2021Initial version (new MFF).

2.001.06.2022Consolidation, formatting and layout changes. Tags added.