The Final Collaborative Research Project Application Form needs to be completed by either the SME, academic, or both. The deadline is January 15, 2017, at midnight. Please note that there are a few additional required documents that may need some time to prepare. You will find more information below.

The Collaborate to Innovate final application needs to be submitted online. The online form will be made accessible to individual applicants by the MedCity team once the SME has filled the Initial Application, has been deemed eligible for this scheme, and has been matched with an academic from one of the four delivery partners. A brief Finance Form will also be provided.

Please click here for a PDF version of the application. Please note that this is for your reference only. All applications need to be submitted via the online form. However, responses cannot be saved and returned to later. Therefore, it is best to have the responses prepared by referring to the PDF, and adhering to the character limit.

In addition to the above form, there are three further required documents that need to be sent to the Programme Manager ( by January 15, 2017:

  1. We request that the University’s Technology Transfer Office/Contracts Team/equivalent has sight of the project proposed to flag up any potential difficulties regarding intellectual property. Our partners are aware of this request and will provide a confirmatory email/letter to that effect. It is the academic applicant’s responsibility to get in touch with their contact, provide a summary of the proposed work, and forward the confirmation letter/email to Riam Kanso by the 15th of January 2017.

The contacts are:

  1. The academic partner is also required to fill out a brief Finance Form, which needs to be approved by the academic partner’s finance department. Failure to do so may result in an inaccurate costing of the project. See guidance on costs below.
  1. The applicants (SME and Academic) need to provide a brief CV each (2 pages maximum), and send them by email to Riam Kanso.

Assessment Criteria

Projects will be assessed according to the criteria below.

  1. Is the collaboration new? We require that the SME has not received funding to work with the same academic group/sub-department before.
  2. Reasonableness of the costs submitted in the plan relative to what is being delivered by the university/SME partnership.
  3. Impact on areas of high unmet medical need or delivery of health/social care, or allowing services to improve in terms of the cost or quality of care commissioning.
  4. Technological assessment. Applications will score higher if the proposed work is technically new in global terms and possibly involves tech transfer from the academic research.
  5. An assessment of the research challenge/technical risks. A low score would mean few R&D challenges with limited technical risks.
  6. Commercial Potential. High scores for clear strong need or clear route to exploitation, low score for speculative venture with no exploitation plan.

Further Steps

  • Applicants will be informed whether their applications have been successful at the end of February, 2017.
  • Contractual Arrangements: Please click here to see a draft of the contract that will need to be signed by the successful applicants. The specific contractual arrangements regarding intellectual property will be decided at the university level, but we have included a recommended template in the appendix.

 Guidance on Costs

Direct Staff costs

This includes salaries and on costs of staff engaged in activity directly related to the implementation and management of the project. Staff could work 100% of their time on project activity, or part of their time with all hours, including the time spent working on the project, recorded on suitable timesheets.

There is one calculation used to work out hourly rates:

Hourly staff cost = latest documented annual gross employment costs/1720

Use of the 1720 hours is mandatory and set out in the ESIF Regulation. 1720 hours assumes a working week of 33 hours – it therefore overcompensates by between 4 and 9 hours depending on an organisations standard working week to take account of annual leave costs.

Costs can relate to internal (employed) or external staff. External staff includes staff employed through agencies and staff employed by named delivery partners within the project. Consultants/those secured as contractors through a procurement exercise would be a direct cost (as a fee) not a direct staff cost.

Direct (non-staff) Costs

All costs other than direct staff costs which are essential for the delivery of the project. This includes (but is not an exhaustive list):

  • Consumables used exclusively for project purposes
  • Other costs such as marketing, publicity and evaluation where these can be directly attributable to the project.
  • Cost of business trips, other travel and subsistence
  • Running costs which are exclusively used for the project – that is to say costs which are not shared or apportioned.

Indirect Costs (Overheads)

Any costs which do not fall within the direct staff costs category or the direct costs category are de facto indirect costs and will be claimed using the flat rate.  A flat rate of 25% of all direct costs (staff plus non-staff) applies here.