The document provides a starting report for the Iktimed project which aims to improve open innovation between research institutions, businesses, and public policymakers in regions of southern Europe and the Mediterranean area by establishing collaboration systems and knowledge communities. It outlines the background and goals of the project, describes the main problems it seeks to address, and provides details on the project structure, management, components, and operational plan.

1. [PROJECT STARTING REPORT IKTIMED ] October 19, 2010
Project starting report
Iktimed
1 | P a g e

2. Project Starting report
Background
The European Commission, to foster the implementation of the Lisbon strategy 2010 (now
EU 2020 strategy), has set up a system of programmes and technology transfer networks
to support innovation, the SMEs competitiveness and technology transfer, which have
produced yearly studies and reports
The project idea is linked to the Innovation Plans of the National strategic reference
frameworks of the involved countries, the Community guidelines on cohesion (“Improving
knowledge and Innovation for Growth”)
the work done by the Italian regions within the Italian Observatory on Regional Policies and
Innovation, under the coordination of the Marche Region, to improve the strategy for
promoting and funding research, knowledge transfer and innovation of SMEs and to find
out common tools to support and evaluate research and innovation projects.
Main problems
• Policy instruments activated on the basis of European, national and regional
strategies on research and innovation and SMEs promotion do not form a system
• there is a lack of coordination and of synergies between tools at work;
• few policy instruments are designed and implemented in a user-oriented mode,
taking both expressed and latent need of users (SMEs);
• the majority of instruments aims at improving or facilitating existing innovation
projects rather than inducing new innovation practices: e.g. providing grants for
R&D seems to induce a rather small incremental behavioural effects in term of
strategy, management, cooperation and interactive learning; very often tools are
designed at regional level under a closed vision of the relevant sources of knowledge
useful for the firms (as the boundaries of the firms are defined in administrative
terms); there is a lack of “market orientation” of the policy tools. A detailed
knowledge of specificities’ of regional innovation system is often absent, not
properly diffused in a language understandable by policy makers, or not updated
with sufficient regularity; effects of policies are measured in “funds consumption”
approach only; not real independent evaluation of the results and impacts are
undertaken;
1. Project goals
To:
to improve the open innovation approach on research and academic institution;
to increase the relations between the economic sector and science specialization centres of
Med programme area;
to improve the connection between R&D, innovation and regional public policy priorities
In order:
to set up an open and efficient collaboration system, for regional authorities, to sustain
innovation through a trans-national certified system of innovation supply
In order that:
To develop joint schemes of collaboration among public sector, research centres and
private sector, promoting a business model based on a public private regional economic
development partnership and focused on setting up trans-national
2

3. knowledge communities
Project action area
Geographic coverage of the project
- Italy: Marche and Veneto Regions
- France: Provence-Alpes-Côte d'Azur Region
- Portugal: Algarve Region
- Greece :Dytiki Ellada Region
- Malta: Malta Region
- Cyprus: Kipros Region
- Slovenia: Podravaska Region
- Spain Andalucía and Cataluña Regions
Excluded area
Outside Eu countries
Initial Requirements (Prerequisites)
Lists of essential requirements for the project start, its constraints and everything without
which the implementation cannot be started.
 All partners have approved of the project organization by the partners within their
organization
 All partners obtained the approvals for an flexible financial/ administrative
management, ability to anticipate costs for a period of 4-6 months.
 Involvement and approval of the initiating plan by the Lead partner management
 Completion of all procedures with their respective national authorities of each country
involved
 Identification of the coordinators for each technical and financial partners
Constraints:
Last date of the project end: 29/03/2013
No possibility of overruning the total budget
Hypothesis
Criteria for measuring of the project success
Identifying, within the project management structures a measurable evaluation criteria for
the project success and realization of its objectives
At the moment all partners decided not to add any additional criteria to measure project
success, even if some partners (Cyprus Univ. and Marche Reg.) supported to add some
qualitative criteria
3

4. Project structure
Institutional Cooperation
Timing in the application Form
Component Duration Starting date
(mm/yy)
End date
(mm/yy)
Component 1 23/04/2010 26/10/2012
Component 2 01/06/2010 29/03/2013
Component 3 01/07/2010 23/09/2011
Component 4 08/11/2010 26/10/2012
Component 5 18/07/2011 26/10/2012
4
Component 4
Defining tools and new
roles of the public
research
Component 3
Open innovation
methods for the public
sector
Component 5
Open innovation
Intermediary network,
pilot action and testing
ManagementandCommunication
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Joint Schemes of collaboration
among public sector, research
centres and private sector
Open events and Communities
Efficient collaboration system, for
regional authorities, to sustain
innovation through a trans-national
certified system of innovation
supply
A certified system for open
innovation
A web database of innovation
organizations

5. Management structure
LP will be in charge of coordinating the project activities implementation, guaranteeing
the well-timed and effective realization of the proposed activities.
Project Manager will assess, report and control, defining tools and method for all partners.
LP will coordinate the Project management Unit-PMU Unit - that will have
to realize:
 A more detailed operative work-plan, a kick off report to present and share with all PP,
where objectives, methods, scope and filed of the project will be set with all partners;
 Work Breakdown structure-WBS-, break down by phase with a responsibility
assignment matrix with exactly one person’s name per task, to identify who of the PP
organization structures is responsible for each element of the WBS;
 Definition of the project management key documents to check project status
 Logical framework of the project to better organize both monitoring and evaluation;
PMU, which will be composed by other N. 4 team leaders (indicated by the Partners), will
act as the project team leader of each project component and will control and manage the staff
involved in each phase, according to the WBS break-downed and responsibility matrix.
PMU will be composed by LP plus 3 partners, one for each technical component
PMU Composition: LP project manager, TVT coordinator, ………………………………………………
The SC-Steering Committee will be composed of the key staff of the project beneficiaries,
with the aim of guiding the project implementation, taking decisions and guaranteeing an
efficient and effective s result. SC will approve a PMU document summarizing the initial stage
where specific criteria will be identified and defined unambiguously, to measure outputs,
deliverables and project results, and to avoid misunderstandings always present in the
implementation
phase closure of the project. SC will approve also a list of quality indicators and will have to
provide Project Manager and PMU the parameters of tolerance, that is to which extent they
could act without the SC approval.
Specific factors that must be kept under control will be: costs and expenses, spending level,
deviation cost, management indicators and timing, indicators of performance, quality and
quantity of intermediate products and final results. SC should approve also a risk management
document: description, with a list of risk categories and values and countermeasures. An
internal project evaluation will be carried out to check impact on stakeholders and external
audience focusing on relevancy, outcomes, impact and sustainability.
Internal evaluation will be done trough questionnaires to collect periodical information
among stakeholders and beneficiaries that participate to the actions. An external evaluator will
be recruited to define questionnaire and to do the evaluation together with people of partner
responsible for the evaluation procedures.
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6. Organization chart
Steering Committe
Member should approve the actions
and ask for stakeholders
involvement and othe activities
PMU
(Marche
+IAT + TVT)
Financial unit
Trough Presage each
partner must fill in the
section and advise PMU
about problems and
validation process
Lead Partner
They must coordinate the
overall management and
maintain contact with the
JTS
Stakeholders and
beneficiaries
Phase Coordinator 1
Coordinate all the other
partner and send to the
PMU the operative plan
Phase Coordinator 1
Coordinate all the other
partner and send to the
PMU the operative plan
6

7. Operative plan of Iktimed project
Component 1
Phase
1.1 Awareness raising and results
capitalisation
Description
Tasks
1.1.1 Starting seminar
1.1.2 Intermediate seminar
1.1.3 Final seminar and exbith.
Some meetings will be held with the aim
of promoting the project together with
its progress and final outcomes. A final
seminar able to capitalize the elaborations and
outputs of theimplementations, thus
supporting the transfer of the initiative and its
sustainability in the future. An exhibition,
meanwhile, will be arranged in order to
show the relevance of the innovation in
the Med area.
Coordinator:
UAB Research Park
Participants
Cyprus University, UAB Research centre,
Patras Science Park, Temi Zammit Found,
Maribor Science Park
Deadline and milestones 17/01/2011 to 08/12/2012
Outputs and deliverables Press releases
Promotional material
Phase
1.2 Communication campaign
Description
Tasks
1.2.1 Communication plan
1.2.2 Web database per target audience
1.2.3 Communication materials graphic and
layout
1.2.3 Printing and dissemination actions
In order to ensure a widespread
dissemination of the achieved results, this
phase is about a proper communication
campaign. Of course that’s not about
self-focused activities, but they will derive
from the other phases of the project:
contents, outputs and outcomes will be
integrated according to a specific
communication strategy. To the activities and
deliverables of the initiative, there will
be the addition of specific outputs
including: information materials, papers, a
glossary, articles and a final CD-ROM in
four languages
Coordinator:
Chamber of Aetoloakarnania
Participants
UAB Research centre, Ancona Chamber of
Comm., Marche Region, TVT Toulone, Regione
West Greece, Aetoloak Chamber of comm
Deadline and milestones 26/10/2010 to 25/02/2011
Outputs and deliverables Communication plan
Open event promotional material
Phase
1.3 Web promotion and networking
Description
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8. Tasks
1.3.1 Web design and layout
1.3.2 Web animation and groups
1.3.3 Web integration with other tools
This phase has as an objective to fully
take advantage of the ICTs in order to
widen and qualify the project’s dissemination.
Towards an easy access to the system
and in order to reach a wide range of
beneficiaries, a digital web-based framework
will be set up. In addition to an analytic
introduction to the project and the
partnership, the website will include:
A documental database on the themes of
the project, enriched by a bibliography
survey
Awareness discussion forum
All the tools, methodologies and files
elaborated within the project
Web references
Four-monthly newsletter that will be sent
to the subjects identified by the partners
as well as to those who will subscribe
online.
Coordinator:
Ancona Chamber of Commerce
Participants
Ancona Chamber of Comm., Marche Region,
Patras Science Park, Algarve University,
Maribor Science Park
Deadline and milestones 26/10/2010 to 06/10/2011
Outputs and deliverables Web presentation section
Web project planning section
Website project section
Component 2
Phase
2.1 Administrative and financial
management
Description
Tasks
2.1.1 Financial Unit
2.1.2 Progress and Financial report
2.1.3 Progress and Financial report
2.1.4 Progress and Financial report
2.1.5 Progress and Financial report
2.1.6 Progress and Financial report
2.1.7 Progress and Financial report
2.1.8 Progress and Financial report
2.1.9 Project closure
A Financial Unit, LP and 1 financial
assistant from each PP, will be set up.
Lead Partner is the only responsible for
the administrative and financial control
regarding the project’s management. In order
to ensure a correct, transparent and timely
management of the required procedures,
the partnership jointly decided to arrange a
systematic distance activity, based on some
agreed checking tools and procedures.
Coherently with the guidelines, the LP
will ensure an efficient and timely
financial management of the payment
8

9. received from the programme funding.
Coordinator:
Marche Region - Department for Innovation and
research
Participants
Marche Region, TVT Toulone, Patras Science
Park, Regione West Greece, IAT
Deadline and milestones 25/10/2010 to 23/02/2013
Outputs and deliverables Internal financial guidelines
Phase
2.2 Project technical management
Description
Tasks
2.2.1 Setting up PMU
2.2.2 Web platform for Proj. management
2.2.3 Intermidiate report
2.2.4 Project closure
This phase is about the setting up of the
PMU team, whose responsible will be
indicated by the LP. PMU will answer to
the SC, whom they will also submit all
document for a correct project management
action. In order to ensure fluidity and
effectiveness of all the project processes, the
partnership will adopt a specific information
system, by setting up a simply web-based
planning system. It will also provide free
access to the teams, so as to share in-
progress files and cooperate to their revision.
Coordinator:
Marche Region - Department for
Innovation and research
Participants
Marche Region, TVT Toulone, Regione
West Greece, IAT
Deadline and milestones 21/10/2010 to 23/02/2013
Outputs and deliverables Key documents to check project status4
WBS document
Phase
2.3 Steering Committee
Description
Tasks
2.3.1 SC member composition and decision
2.3.2 First SC
2.3.3 Second SC
Functions, role and responsibility that
the Partnership together decides to
give to the SC are widely explained in
the specific section of the AF, the same
as all the procedures and internal
functioning. Decisions will be taken by the SC
as an absolute majority of its members.
Should the decision bring about some very
serious consequences for the project, the LP
9

10. will have the power of veto and/or choice,
being the LP the only one responsible to the
Managing Authority. Anyway, those
occurrences will be clearly regulated in the set
of rules to be approved during the first SC.
Coordinator:
Region of Western Greece
Participants
Marche Region, TVT Toulone, Regione
West Greece, IAT
Deadline and milestones 26/10/2010 to 27/07/2012
Outputs and deliverables Minutes and list of participant
Phase
2.4 Monitoring and evaluation
Description
Tasks
2.4.1 Sharing and presentation evaluat. method
2.4.2 Intermidiate evaluation
According to the project logic, the
monitoring and evaluation functions
can be fully included within the area of
Coordination. As analytically
described in the 5.3 section of the
project, the external auditor will in fact
have a function of stimulus and a
constructive attitude towards the SC
activities, so that the latter will use the
received indications to re-plan activities
on progress, thus improving their
effectiveness and impact.
By following the elaborated system,
all PP teams will cooperate to collect
and elaborate data, on the ground of
which reports and recommendations
will be derived. There will also be a
process of hetero-evaluation able to involve
the stakeholders in order to acquire some
external feedbacks.
Coordinator:
Toulon Var Technologies (BIC TVT)
Participants
Cyprus University, TVT Toulone, IAT
Deadline and milestones 26/11/2010 to 27/03/2012
Outputs and deliverables Periodic Report on internal evaluation
Component 3
10

11. Phase
3.1 Comparative Analysis of the
regional policies
Description
Tasks
3.1.1 Definition of a common Framework
3.1.2 Meeting and interviews
3.1.3 Transational working group
3.1.4 Data analysis and report
The purpose of this report is a comparative
analysis among regional policies for
innovation in the project area. Data from
Eurostat will be used with
information collected in each region.
Activities foreseen will be:
- Definition and sharing of the frame of
reference, variables and field for comparison;
- Direct interviews and N.2 transnational
meetings with regional officers in charge of
funding schemes;
- Descriptive statistics, cluster analyses of
data and qualitative evaluation of the policy;
This report should be realized by a
working group supported by all partners for
data collection. The result will be a
common methodology to monitor public
funding innovation programmes and
some identification of successfully actions.
Coordinator:
Region of Western Greece
Participants
Cyprus University, UAB Research centre,
Marche Region, TVT Toulone, Patras Science
Park, Regione West Greece, Maribor Science
Park
Deadline and milestones 25/10/2010 to 04/06/2011
Outputs and deliverables Expert Report on comparative analysis of
regional policies in the Med area
Methodological guidelines for the Innovation
Department of Regional Authorities
Phase
3.2 Design of smart specialisation policy
mixes
Description
Tasks
3.2.1 Collection information
3.2.1 Focus groups
3.2.3 Transational workshop
3.2.4 Mapping and report
This phase will lead to define a map of
excellence in the General Purpose
Technologies and in smart specialization
(possible application of General
technologies) for both regions that are
at the technological frontier and those
that are less advanced. Main Activities
- Collection of information on main
global innovative landscape with a
predictive analysis
- N.8 Focus groups in each Country to
identify territorial excellence
- N. 2 laboratories with PP experts and
relevant stakeholders to choose leaders
and followers territories and relations among
them
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12. - Workshop in collaboration with Managing
Authority and/or European DG
Research
Coordinator:
Marche Region - Department for Innovation
and research
Participants
UAB Research centre, Veneto Cluster, Marche
Region, TVT Toulone, Regione West Greece,
Temi Zammit Found, IAT
Deadline and milestones 24/11/2010 to 11/06/2011
Outputs and deliverables Focus group reports on territorial
Excellence
Final report on smart specialization: “How
should a regions position itself in the
knowledge economy?"
Paper for workshop: Smart specialization and
future possibilities for Med regions
Phase
3.3 Pre-commercial procurement as a
driver of innovation
Description
Tasks
3.3.1 Experts group
3.3.2 Collection of directive
3.3.3 Training and case studies
3.3.4 Translation and promotion
Pre-commercial procurement is defined as
procurement of R&D services in which
companies develop new solutions for
public sector needs as no commercially
stable solution exists yet. Activities
foreseen: Setting up of an experts group
made up by 8 people (one expert from a
procurement agency of each Country).
Collection of all European directives on best
practices N. 1 meeting in Brussels with EU DG
experts Training session for
experts groups on pre-procurement
innovative solutions. Elaboration of N. 4
case studies in each Country of possible
applications in each regional authority of the
procurement process, translation
in 4 languages Public promotion
towards main procurement agencies in the
Med area programme with dissemination
actions.
Coordinator:
Andalusian Institute of Technology
Participants
Veneto Cluster, Ancona Chamber of Comm.,
Marche Region, TVT Toulone, Aetoloak
Chamber of comm., IAT
Deadline and milestones 15/11/2010 to 20/10/2011
Outputs and deliverables Report on EU communication and best
practices
Training materials on innovative procurement
12

13. Database with procurement agencies of the
Med area
Report on Pre procurement as a driver for
innovation
13

14. Component 4
Phase
4.1 Setting up of the Med innovation
communities frameworks
Description
Tasks
4.1.1 Eu best practices in commun. manag
4.1.2 Legal topics on transnat. groups
4.1.3 Workshop and meeting
4.1.4 Paper elaboration
The Med Innovative communities (MIC)
will establish an innovation chain from
education to economic impact that will deliver
measurable societal, economic and
entrepreneurial business impact.
An expert group will collect information
and get in touch with EU Institutions and
research centres to identify possible best
practices in communities management.
An analysis of legal framework for
setting up and manage transnational groups
and to study in deep possible relations in each
countries. Workshop among experts to
identify the most suitable legal framework to
create new scheme for the transnational
collaboration: EGCT, Consortium, etc.
A position paper will be drawn up and
published to help each PP for future
international collaboration.
Coordinator:
Venetian Cluster of Cultural Heritage
Participants
Veneto Cluster, Ancona Chamber of Comm.,
TVT Toulone, Temi Zammit Found
Deadline and milestones 10/12/2010 to 24/09/2011
Outputs and deliverables Position paper on legal and administrative
alternatives
Collection of laws and best practices
Phase
4.2 Identification and setting up of Med
Innovative communities
Description
Tasks
4.2.1. N.3 Communities plans
4.2.2 Call for private participation
Main aim of (MIC) communities is to set up
collaborative groups finalized to
include business people, researchers,
technologists, as well as academics who are
flexible, mobile and eager to innovate in some
specific sector. Activities are
- Three partners must define N. 3
communities based on WP3 work, with
a definition of what it wants to accomplish.
Other proposals from
project partners could be evaluated in
their consistency;
- To enhance and invite the private
sector participation, a public call will be
held in each project area, trough website
14

15. and ads in local and technical newspaper;
- A clear organisation and an effective
governance structure must be designed At
least N. 6 working groups will be held among
PP and experts.
Coordinator:
Andalusian Institute of Technology
Participants
Cyprus University, Veneto Cluster, TVT
Toulone, Patras Science Park, IAT , Maribor
Science Park
Deadline and milestones 13/06/2011 to 15/11/2011
Outputs and deliverables Updated progress reports on communities
selection
Phase
4.3 Set up new schemes innovation-
focused for MIC communities
Description
Tasks
4.3.1 N.3 communities formalization
4.3.2. Co-location plans
The main idea of the component, and
particularly of this phase, is to create an
environment: the innovative communities,
where to enhance mobility
and IPR management in specific sectors.
Activities foreseen are:
- An Initial Go/No-Go assessment for all
Communities proposed by the project
committee. At least 3 communities will be
formalized;
- Each community group will realize a
co-location action plan. This co-location of
people will allow researchers, technicians and
entrepreneurs to work together
face-to-face and move forward effectively to
define their own communities work
programme and business plan with IPR plan.
Several technical meetings will be realized
with 6 seminars.
Coordinator:
Toulon Var Technologies (BIC TVT)
Participants
Cyprus University, UAB Research centre,
Veneto Cluster, TVT Toulone, Patras Science
Park, Aetoloak Chamber of comm., Algarve
University, Maribor Science Park
Deadline and milestones 15/11/2011 to 13/11/2012
Outputs and deliverables Community plans
Joint Community Proposal and business plan
Communities proposal contents
15

16. Component 5
Phase
5.1 Definition of the Indicator system
Description
Tasks
5.1.1 Data structure and indicators
5.1.2 Online self assesment
A certifying systems will be identified to
implement a method to catalogue and
certify innovation of structured research
centers ,but also that innovation which is
less structured and present out of public
spaces. Main activities will be:
- Definition of the indicators and data
characteristic of the entities surveyed;
- Definition of data structure. A transnational
expert group will collect
information and define the set of
indicators that can take into consideration the
Country specifications. This activity will start
in 5 sectors already identified in the
Component 3 phases;
- On line self assessment including at least 50
organizations directly tested by the Project
Partners
Coordinator:
Toulon Var Technologies (BIC TVT)
Participants
Cyprus University, UAB Research centre,
Marche Region, TVT Toulone, IAT
Deadline and milestones 19/04/2011 to 19/11/2011
Outputs and deliverables Online self assessment
Set of indicators
Phase
5.2 Project and design of web database
Description
Tasks
5.2.1 Logical DB design
5.2.2 DB implementation
5.2.3 Testing
A technical group with external consultants
will design the web database. Activities
foreseen will be:
- Implementation of the models system of
accreditation, definition of the informative
structure;
- Requirements Analysis: daily volume of the
data;
- Database Design;
- Evaluation and Selection of the database
management system;
- Logical Database Design: This includes the
mapping of all objects i.e. tables design,
indexes, views, transactions, access privileges
etc.;
- Physical Database Design selecting and
characterizing the data storage and data
access of the database;
-Implementation constructs typically
16

17. comprise storage group, table spaces,
data files tables etc.;
- Testing and Performance Tuning.
Coordinator:
Marche Region - Department for Innovation
and research
Participants
Marche Region, TVT Toulone, Patras Science
Park, Algarve University
Deadline and milestones 06/10/2011 to 27/06/2012
Outputs and deliverables Database design
Database for open innovation
Phase
5.3 Public openess of web database and
of the accreditation system
Description
Tasks
5.3.1 Services and opportunities
5.3.2 Committee and meetings
5.3.3 Call for participation
Definition of opportunities and services
reserved to organizations accredited. Services
are determined by local policy makers and
enables local institutions to carry out analysis
on skills and scientific and innovation
capabilities in the area.
- Implementation of a committee
meeting, approval of the database by all
regional authorities in the project areas
- N. 4 meeting with regional authorities
of the Med area to introduce the
initiative and to define the database as a
recognized tool by the regional authorities in
financing innovation.
- Call for participation to populate database
from organization in the partner areas. The
database is accessed by the end users and
application programs. This stage includes
adding of new data, modifying existing data
and deletion of obsolete data
Coordinator:
University of the Algarve
Participants
UAB Research centre, Ancona Chamber of
Comm., Marche Region, Regione West Greece,
Aetoloak Chamber of comm., Temi Zammit
Found, Algarve University
Deadline and milestones 25/01/2012 to 25/08/2012
Outputs and deliverables
Web database of participants and people to
public events
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18. Phase
5.4 Open science initiatives
Description
Tasks
5.4.1 Working group for Open events
5.4.2 Programme and topics approval
5.4.3 Event in Ancona
5.4.4 Follow up and networking
5.4.5 Programme and topics approval
5.4.6 Event in Barcellona
Open science initiatives will involve
researchers and entrepreneurs together to
allow the development of knowledge. 2 events
will be realized, 1 per year and a web section
will permit a constant
information. A Committee will choose the
specific topics and the structure of the
event. It will provide also a public call for
abstracts, posters and speakers
presentation. The idea is to facilitate the
matching among researchers and
businessman and entrepreneurs, a
presentation of MICs will be done. In a
two-days event, live speakers, talks
videos, and networking sessions will combine
to spark deep discussion and connection. The
Open science Conference will provide general
guidance for the
program, but individual events, could be
self-organized
Coordinator:
Marche Region - Department for Innovation
and research
Participants
Cyprus University, Marche Region, TVT
Toulone, Patras Science Park, Regione West
Greece, Algarve University, IAT
Deadline and milestones 04/04/2011 to 18/10/2012
Outputs and deliverables Speakers video registrations
Papers and posters
18

19. Term of references for each partners
In the following table you can find the list of the proposed tasks in which
each organization will be involved direcltly
UAB
Phase Role
1.1 Awareness raising and results
capitalisation
Coordinator
1.2 Communication campaign Working group member
3.1 Comparative Analysis of the regional
policies
Working group member
3.2 Design of smart specialisation policy
mixes
Working group member
4.3 Set up new schemes innovation-focused
for MIC communities
Working group member
5.1 Definition of the Indicator system Working group member
5.3 Public openess of web database and of
the accreditation system
Working group member
REGION OF WESTERN GREECE
Phase Role
1.2 Communication campaign Working group member
2.1 Administrative and financial management Working group member
2.2 Project technical management Working group member
2.3 Steering Committee Coordinator
3.1 Comparative Analysis of the regional
policies
Coordinator
3.2 Design of smart specialisation policy
mixes
Working group member
5.3 Public openess of web database and of
the accreditation system
Working group member
5.4 Open science initiatives Working group member
19

20. MARCHE REGION
Phase Role
1.2 Communication campaign Working group member
1.3 Web promotion and networking Working group member
2.1 Administrative and financial management Coordinator
2.2 Project technical management Coordinator
2.3 Steering Committee Working group member
3.1 Comparative Analysis of the regional
policies
Working group member
3.2 Design of smart specialisation policy
mixes
Coordinator
3.3 Pre-commercial procurement as a driver
of innovation
Working group member
5.1 Definition of the Indicator system
5.2 Project and design of web database Coordinator
5.3 Public openess of web database and of
the accreditation system
Working group member
5.4 Open science initiatives Coordinator
IAT
Phase Role
2.1 Administrative and financial management Working group member
2.2 Project technical management Working group member
2.3 Steering Committee Working group member
2.4 Monitoring and evaluation Working group member
3.2 Design of smart specialisation policy
mixes
Working group member
3.3 Pre-commercial procurement as a driver
of innovation
Coordinator
4.2 Identification and setting up of Med
Innovative communities
Coordinator
5.1 Definition of the Indicator system Working group member
5.4 Open science initiatives Working group member
20

21. VENETO CLUSTER
Phase Role
3.2 Design of smart specialisation policy
mixes
Working group member
3.3 Pre-commercial procurement as a driver
of innovation
Working group member
4.1 Setting up of the Med innovation
communities frameworks
Coordinator
4.2 Identification and setting up of Med
Innovative communities
Working group member
4.3 Set up new schemes innovation-focused
for MIC communities
Working group member
TVT
Phase Role
1.2 Communication campaign Working group member
2.1 Administrative and financial management Working group member
2.2 Project technical management Working group member
2.3 Steering Committee Working group member
2.4 Monitoring and evaluation Coordinator
3.1 Comparative Analysis of the regional
policies
Working group member
3.2 Design of smart specialisation policy
mixes
Working group member
3.3 Pre-commercial procurement as a driver
of innovation
Working group member
4.1 Setting up of the Med innovation
communities frameworks
Working group member
4.2 Identification and setting up of Med
Innovative communities
Working group member
4.3 Set up new schemes innovation-focused
for MIC communities
Coordinator
5.1 Definition of the Indicator system Coordinator
5.2 Project and design of web database Working group member
21

22. ALGARVE UNIVERSITY
Phase Role
1.3 Web promotion and networking Working group member
4.3 Set up new schemes innovation-focused
for MIC communities
Working group member
5.2 Project and design of web database Working group member
5.3 Public openess of web database and of
the accreditation system
Coordinator
5.4 Open science initiatives Working group member
ANCONA CHAMBER OF COMM.
Phase Role
1.2 Communication campaign Working group member
1.3 Web promotion and networking Coordinator
3.3 Pre-commercial procurement as a driver
of innovation
Working group member
4.1 Setting up of the Med innovation
communities frameworks
Working group member
5.3 Public openess of web database and of
the accreditation system
Working group member
AETOLOK. CHAMBER OF COMMERCE
Phase Role
1.2 Communication campaign Coordinator
3.3 Pre-commercial procurement as a driver
of innovation
Working group member
4.3 Set up new schemes innovation-focused
for MIC communities
Working group member
5.3 Public openess of web database and of
the accreditation system
Working group member
22

23. MARIBOR
Phase Role
1.1 Awareness raising and results
capitalisation
Working group member
1.3 Web promotion and networking Working group member
3.1 Comparative Analysis of the regional
policies
Working group member
4.2 Identification and setting up of Med
Innovative communities
Working group member
4.3 Set up new schemes innovation-focused
for MIC communities
Working group member
TEMI FOUND.
Phase Role
1.1 Awareness raising and results
capitalisation
Working group member
3.2 Design of smart specialisation policy
mixes
Working group member
4.1 Setting up of the Med innovation
communities frameworks
Working group member
5.3 Public openess of web database and of
the accreditation system
Working group member
PATRAS
Phase Role
1.1 Awareness raising and results
capitalisation
Working group member
1.3 Web promotion and networking Working group member
2.1 Administrative and financial management Working group member
3.1 Comparative Analysis of the regional
policies
Working group member
4.2 Identification and setting up of Med
Innovative communities
Working group member
4.3 Set up new schemes innovation-focused
for MIC communities
Working group member
5.2 Project and design of web database Working group member
5.4 Open science initiatives Working group member
23

24. CYPRO UNIVERSITY OF TECH.
Phase Role
1.1 Awareness raising and results
capitalisation
Working group member
2.4 Monitoring and evaluation Working group member
3.1 Comparative Analysis of the regional
policies
Working group member
4.2 Identification and setting up of Med
Innovative communities
Working group member
4.3 Set up new schemes innovation-focused
for MIC communities
Working group member
5.1 Definition of the Indicator system Working group member
5.4 Open science initiatives Working group member
24

25. Deliverables and main results
Deliverables Description Number Phase
1 Expert Report on comparative analysis of
regional policies in the Med area
This paper will describe the
situation concerning regional
policies for innovation and
funding scheme in the Med area.
A comparative analysis will be
realized also with some
International Best practices
(Europe and references to the
USA).
200 3.1
Comparativ
e Analysis
of the
regional
policies
2 Methodological guidelines for the
Innovation Department of Regional
Authorities
A common methodology
standard for a monitoring
system for innovation funding
tools will permit local authorities
to monitor their policies in
funding innovation and
implement an own monitoring
system
300 3.1
Comparativ
e Analysis
of the
regional
policies
3 Focus group reports on territorial
excellence
At least one focus group in each
Country will be held in each
target area. Participants will be
entrepreneurs and person in
charge of knowledge centres.
8 3.2 Design
of smart
specialisati
on policy
mixes
4 Final report on smart specialization: “How
should a regions position itself in the
knowledge economy?"
All regions in Europe can’t fight
to reach the frontier of
innovation, as the majority will
miss the goal, so this report will
define a mutual exchange
among regions of the project
and other Med areas to look for
a successfully technological link.
400 3.2 Design
of smart
specialisati
on policy
mixes
5 Paper for workshop: Smart specialization
and future possibilities for Med regions
This workshop will be en event
to realize a peer review among
regions working in pairs on
reviewing their position and
future possibilities in European
global economy
100 3.2 Design
of smart
specialisati
on policy
mixes
6 Promotional material A graphic and printed version of
the main results will be
distributed at the workshop. It
will include also information
materials, papers, a glossary,
articles and a final cd-rom in
four languages.
5000 1.1
Awareness
raising and
results
capitalisati
on
7 Report on EU communication and best
practices
A collection of EU latest
directives and communication
tools about the pre-procurement
initiative and possibilities
1 3.3 Pre-
commercial
procureme
nt as a
driver of
innovation
8 Training materials on innovative
procurement
Training session will be held to
identify in some specific public
services, for example healthcare
and transport or as well as to
address social challenges of
climate change, sustainable
energy, possible concrete
1 3.3 Pre-
commercial
procureme
nt as a
driver of
innovation
25

26. applications of pre procurement.
9 Database with procurement agencies of
the Med area
A web database on procurement
agencies and offices within
regional authorities of the Med
area will be set up. Each PP will
contribute to provide
information on web support. It
will permit to inform and
disseminate a periodic
information
1 3.3 Pre-
commercial
procureme
nt as a
driver of
innovation
10 Report on Pre procurement as a driver for
innovation
Many Public Authorities are not
aware of the potential and do
not yet act as “intelligent
customers” for public services,
this report wants to aware
public authorities about the
possibilities to use procurement
as a driver for the innovation
1 3.3 Pre-
commercial
procureme
nt as a
driver of
innovation
11 Position paper on legal and administrative
alternatives
Legal framework is quite
important to have concrete
successful possibilities for
transnational groups. This paper
will give concrete advice for
international officers that want
to set up international working
groups showing different
alternative and points of view
500 4.1 Setting
up of the
Med
innovation
communiti
es
framework
s
12 Updated progress reports on communities
selection
A web database will be set up to
collect all people involved in
communities creation with a full
description of organizations and
minutes, and technical groups
reports
20 4.2
Identificati
on and
setting up
of Med
Innovative
communiti
es
13 Communities proposal contents A community must be
established in at least 3 different
countries with at least one
higher education partner and
one private company. A list of
all proposal for all communities
will be published and contain all
technical information
10 4.3 Set up
new
schemes
innovation-
focused for
MIC
communiti
es
14 Joint Community Proposal and business
plan
A joint formalized community
with the targeted priority areas
chosen in WP3 and broad
innovation goals which the
communities addresses in a
competitive and sustainable
way. Its strategy, activities,
work programme, IPR plan and
education
3 4.3 Set up
new
schemes
innovation-
focused for
MIC
communiti
es
15 Online self assessment An online questionnaire will be
submitted to define the indicator
system
1 5.1
Definition
of the
Indicator
system
16 Set of indicators A proposal of set of indicators
shall be shared among all
partners
1 5.1
Definition
of the
Indicator
system
17 Database for open innovation The database structure will 1 5.2 Project
26

27. provide research centers to act
directly in the management of
their data; a second layer,
where data is subject to
verification by the managing
body of the certification system
and design
of web
database
18 Web database of participants and people
to public events
A web database will be created
to contain all the information on
stakeholders and participants in
all public activities of the
project. A single database can
permit to inform quicly about
the project trend
2 5.3 Public
openess of
web
database
and of the
accreditatio
n system
19 Press releases Press releases will be done
during all
project activities trough local
and regional
media (broadcast, press
conferences and
printed media) as well as
specialist
magazines.
1 1.1
Awareness
raising and
results
capitalisati
on
20 Web presentation section A specific web section will be
realized to present initiative and
update participants
1 1.3 Web
promotion
and
networking
21 Open event promotional material Final programme and catalogue
about participants will be
distributed in each event.
1 1.2
Communic
ation
campaign
22 Papers and posters A public call will be realized to
collect proposals, papers and
posters for open events. At least
50 contribution will be collected
50 5.4 Open
science
initiatives
23 Speakers video registrations A web and podcast session of
each presentation will be done.
1 5.4 Open
science
initiatives
24 Collection of laws and best practices National laws, European
regulations and case studies will
be collected in a systematic way
also highlighting problems and
opportunities for each country.
This report will be printed for
each partner in english with an
online version
100 4.1 Setting
up of the
Med
innovation
communiti
es
framework
s
25 Community plans Community plans are proposals
with an own business plan and
technical proposal to allow
people to exchange and deep
producst and process among
enterprises, University and
public sector
5 4.3 Set up
new
schemes
innovation-
focused for
MIC
communiti
es
26 WBS document Work Breakdown structure,
break down by phase, by
product, activity, with a
responsibility assignment matrix
where exactly one person’s
name per task, to identify which
element of the PP
organization structures is
responsible for each element of
1 2.2 Project
technical
manageme
nt
27

28. the WBS.
27 Key documents to check project status Key documents to check project
status as: critical path (PERT
Diagram), scope change form,
issues management log, risk
management log, monthly
report and budget management:
project cost with a QPI = Quick
Performance Index and the
Logical framework.
15 2.2 Project
technical
manageme
nt
28 Periodic Report on internal evaluation The external evaluator will write
periodic reports every six
months and a final report with
analysis of data collected using
online questionnaires and
interviews with participants.
5 2.4
Monitoring
and
evaluation
29 Internal financial guidelines Internal financial guidelines is a
document that contains all the
information and forms to be
used. A web section will be
made also for keeping the
information updated
1 2.1
Administrat
ive and
financial
manageme
nt
30 Web project planning section An online scheduling,
collaboration, and planning
software will be customized for
the project using existing
project management platform
and easy web. 2.0 tools to
facilitate work at distance. Some
tools will be choose by the PMU
1 1.3 Web
promotion
and
networking
31 Website project section In addition to an analytic
introduction to the project and
the partnership, the website will
include: - A documental
database, bibliography survey,
awareness discussion forum and
linkage to all project web
sections
1 1.3 Web
promotion
and
networking
32 Database design A technical document that
describes the flow of information
and reports through the use of
the software development
chosen
1 5.2 Project
and design
of web
database
Results Indicators
New networks linked to technology
transfer
Permanent networks established
1
Common studies aimed at joint strategies,
tools, methodologies or plans
Joint implementation or working
plans or strategies
3
Joint strategies and agreements
Joint implementation or working
plans or strategies
7
Number of SMEs directly involved in
transnational activities
New transnational activities set
up by SMEs (indicate the
number
30
Number of SMEs indirectly involved in
transnational activities
New transnational activities set
up by SMEs
90
New structures for transnational support
of innovation
Seminars and forums at transnational
level
6
28

29. IKTIMED PROJECT
Operational Plan for partner
See file attached
29