Mobile Vikings: Project organiza5onal chart/roles and responsibili5es/repor5ng process

Transcription

1 Mobile Vikings: Project organiza5onal chart/roles and responsibili5es/repor5ng process

2 Mobile Vikings Promise

3 WP3.1: Mobile Vikings Mobile Vikings is a consor5um of 5 partners from five countries as well as 9 associated partners from all the BSR countries. Mobile heights as the leading partner. Thema&c Area: Digital Business and services and ubiquitous solu5on The collabora5on is focused on crea&ng new products and services in new and growing companies piggy- backing on the interna5onal networks of the global companies. To foster even stronger globally compe55ve innova5on hubs in the region, some of the deliverables of this pilot are: to define a long term R&D/Innova&on strategy form a consor&a and network lead by industries main mul&na&onal enterprises to address the open innova&on paradigm. This means crea5ng test beds to develop and test new services together with user s customer- to- customer or business- to- business and agile SME s as well as researchers and innova5on teams. Focus: User and demand driven services and new products championed and sold by SME s. At least 200 new services and products tested.

4 WP3.1: Mobile Vikings To test at least two func5onali5es to combat the ongoing downsizing of the sector and build in absorp5on capaci5es to retain highly skilled labour in the BSR Region. Absorp5on capaci5es and func5onali5es can be organized by mobility of individuals between industry and academia in larger innova5on projects either procured or financed through large research programmes or by establishing incubator func5onali5es to use the exis5ng IPR poryolios of larger companies (that are not core patents) in collabora5on with SME s or entrepreneurs. Focus: At least designed and tested two new methods and assisted 40 companies and 100 individuals. To have iden5fied at least three cross sector areas such as e- banking, e- health, e- governance and e- entertainment together with leading companies and agreed on five large programmes to collaborate on in the future connec5ng SME s, MNE s and the innova5on hubs of the region. An example of that is to have formed a strategic collabora5on agenda to invest in Smart ci5es in the BSR region.

5 !"#$%&'($)*+$,%!!!"#"-.% /'0"1-2% "!#$%&'(! 34$ %206.$% )*&+$%!,-.%!/+&'!,.0&%10(! 2.,,+%3!$4!01($50*1!6.(1!+%!789! 2.,,+%3!$4!#1&'$:(!.%:!&$$-(! ;$%*1,&(!$4!&1(&!61:(!:1(+3%1:! 84"-.%01%&$49"'$! A%&130.&+$%! BC,.%:+%3! D+E1!+#,-1#1%&.&+$%! F1(&+%3!$4!1%E+0$%#1%&(!(5*'!.(G! 8HIJ)KA! A28J9;8! 9;8!)KA!LM!N16.,,-!)KA!!N);! ):>5(&!*$%*1,&(!$4!&1(&!61:(! N$0O('$,! 2$%+&$0+%3! H1((+#+%.&+$%!$4!01(5-&(!

6 !"#$%&'#(")(#!)#:'8#(")(#!"#$%&'#(")!#!)#:'8#(")!#!"#$%&!'(&)*+&,-,./0# *'+,#-../# 01'&23# # 6,&7'5'&8'3# 6,+.'2929,&#-&:#.59;'3# -&:#-33,89-2':#.-52&'53# C,&92,59&?# *933'+9&-29,&#,7#5'3%/23# C,&92,59&?# *'33'+9&-29,&#,7#5'3%/23# J.'&#K&&,1-29,&# >3'5#-&:#:'+-&:#:591'&#9&&,1-29,&# J.'&#K&&,1-29,&#L5'&-3#-&:#6/9+-2'# Notes: The 5ming shows star5ng date of each period

7 Partnership and governance

8 StarDust Governance Project Steering Commibee Bal5c Sea Region Joint Secretariat Project Coordinator, Project Mgmt Team, and Financial Unit (VINNOVA) Tool for Monitoring WP ac5vi5es (open call) Project Advisory Commibee (Project Coord, Mgmt Team, WP and ac5vity leads) WP2 WP3 & WP4 WP5 WP6 WP7

9 Partnership composi&on in Stardust The partnership is comprised of two groups partners and of associated partners. There are 11 key partners and 22 pilot partners. The key partners lead the full project, the work packages, and specific ac5vi5es of work packages. The pilot partners lead or par5cipate in the 5 pilots that are core of WP3 (general ac5vi5es of WP3 and 4 plus 2 pilots) and WP4 (3 pilots). All but 3 of the key partners represen5ng na5onal ministries in charge of innova5on policy and na5onal innova5on agencies are members of the BSR Stars High Level Group, and all key partners are as well deeply involved in the implementa5on of the full BSR Stars. In addi5on, remaining na5onal ministries par5cipate as associated partners, and all the representa5ves of ministries (key and associated partners) and of agencies (key partners) are members of StarDust s WP1 Steering Commibee. The 22 pilot partners together with 3 key partners are leads and members of the 5 transna5onal pilots

10 Partners of Mobile Vikings Mobile Vikings led by Region Skane(SE) with Mobile Heights, p- coordinator(se), Latvian IT Cluster(LV), Øresund IT(DK), Hermia(FI), and Visorial Informa5on Technology(LT) Mobile Heights is a coordinator of the pilot Mobile Vikings. There will be 2-4 people working part 5me involved in WP3.1 ac5vi5es. This partner will have system responsibility and will supply open innova5on knowledge and playorms. Latvian ICT Cluster is a pilot partner in the Mobile Vikings pilot and will allocate 1-2 persons working 30-50% within the project. Øresund IT, Øresund Science Region is a pilot partner in the pilot Mobile Vikings. They have long experience of transna5onal coopera5on in the öresund region. They will contribute with their network and companies involved in the cluster. There will be 2 people involved part 5me in the project. HERMIA, Competence Cluster for Ubiquitous Compu5ng is a pilot partner in the pilot Mobile Vikings. They coordinate different IP clusters in Finland and will contribute with the Finnish knowledge of cluster coopera5on and their technical and business knowledge. there will 1-2 people involved part 5me. Visorial Informa5on Technology is a pilot partner in the pilot Mobile Vikings. WP3.1 Tey will contribute with knowledge of the lithuanian market and with the network of ICT companies. There will be 1-2 people involved part 5me.

11 Associated Partners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

12

13 Repor5ng

14 1. Repor5ng procedure (an example for an 18 months project) MC decision ( ) Contracting Implementation of activities Submission of report JTS report checks and payment Closure and submission 14 Lead Partner Seminar, Rostock, 6-7 October 2010

15 1. Repor&ng procedure - First Progress report Report Reporting period Start date End date Deadline for submission Preparation costs Progress report Defini5on of indicators (Annex to Progress Report 1) + Prepara&on costs report + Copies of: FLC designa&on cer&ficates for all partners FLC confirma&ons for all partners Partnership agreement upon request Lead Partner Seminar, Rostock, 6-7 October

16 Repor5ng procedure - Partnership agreement Legal rela&onship between Lead Partner and all Project Partners To be signed before 1st progress report deadline i.e. 01/07/2011 => Precondi5on to report partner costs! Project partners excluded if no signature before 2nd progress report deadline i.e. 01/01/2012 To be verified by the Lead Partner s first level controller Example available on website hbp:// #project Lead Partner Seminar, Rostock, 6-7 October

17 General Code of Conduct The project partners shall ini5ally make sure that the general purpose and logics of the project are fully understood and that they understand what is expected from them; both in terms of commibed resources and content. All project ac5vi5es should contribute to the common goals of the project. The goals of the project are jointly owned by all partners and the partners should take a holis5c view in reaching them. Any problems encountered by the project partners in fulfilling their overall commitments should be communicated openly and without undue delay respec5ng the difficul5es non- compliance may cause other partners. Deadlines set by the Lead Partner, Work Package Leaders and project partners in general should be respected. Project outputs are to be delivered on 5me and devia5ons from the on 5me delivery needs to be communicated to the Work Package Leader as soon as possible. All Partners shall ensure that they are sufficiently prepared for project mee5ngs and that designated staff con5nuously par5cipate in project ac5vi5es. Change in staffing shall be avoided as far as possible. All communica5on and official documenta5on within the framework of the project should be in English.

18 Stardust to us

19 Background Project background and possible link to the EU Strategy for Bal5c Sea Region Specific problem to be addressed Objec5ves of the project Expected results of the project Specifica5on of output indicators for selected common results Contents see BIBLE(Bal5c Sea Region Programme Applica5on Form (3rd Call)) p61-62

20 Specifica5on of output indicators All WP: 20 Open public events with poli5cians par5cipa5ng, 5 EU conferences and WS per year/3 years, 5 na5onal conferences, where Stardust par5cipates through BSR Stars. WP3,4: 20 Established transna5onal co- opera5ve structures based on official agreements, i.e. 5 long term consor5a R&D agreement, 10 long term cluster consor5a agreements, 5 open playorm agreements deriving from the 5 pilots. WP3,4: 5 MEUR Investments added to the BSR Stars strategic project, I.e. Investments from in kind and cash contribu5ons by companies in the. 20 MEUR Mainly add- on investments from ERDF in pilots, FP7 and other bilateral R&D programmes

21 The five transna5onal collabora5on pilots will be facilitated and orchestrated as a poryolio learning and interac5ng with each other. The set of transna5onal collabora5on pilots are expected to deliver the outcomes described below. Expected outcome/results Dec months Competencies in the different/ clusters are analyzed Analysis/strategic plan regarding the role each pilot project will take has been anchored A detailed ac5on plan has been developed A project effect logic has been developed on what to achieve Expected outcome/results Dec The strategic idea of the consor5a has been refined by the innova5on lab New ideas for global compe55veness are developed New innova5on playorms are developed Innova5on ac5vi5es have been carried out New product and service development has been started Expected results at the end of project Increased innova-on ac-vity and new strategies on the regional level New transna-onal business models developed New short and long term research and innova-on projects Projects have been up- scaled with other financial sources in order to bring new products and services to the market