EUREKA 2020

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EUREKA 2020Strategic RoadmapTowards being a leadingEuropean platform fortransnational industrialR&D&I cooperation,fostering competitiveness,growth and job creation.www.eurekanetwork.org

“The EUREKA Strategic Roadmap offers a vision for EUREKA to be:A leading European platform for transnationalindustrial R&D&I cooperation, fosteringcompetitiveness, growth and job creation.To reach this vision by 2020, EUREKA has set fourstrategic objectives: To provide a clear added value to industry, with businessdriven instruments, a suitable access to public funding andstate-of-the-art communication and evaluation.”ACTION 1ACTION 2To become a preferred initiative for public funding agencies,aiming to extend national priorities and R&D&I fundingprogrammes to a transnational dimension.ACTION 3 To become a preferred platform for industrial R&D&Icooperation between Europe and other parts of the world.ACTION 4 To contribute to the completion of the European ResearchArea for its innovation part, reaching smart synergiesbetween EUREKA instruments and other relevantinstruments.ACTION 5ACTION 6ACTION 7

EUREKA 2020:Vision and strategic objectivesEUREKA mission is to stimulate growth and jobs creation in Europe by supporting theinternationalisation of businesses with innovative ideas. This mission is achieved througha well-established intergovernmental network of more than 40 members and associatedcountries, facilitating the international coordination of national innovation programmes.Seven action fields have been developped to achieve EUREKA’s renewed visionand catalyse progress towards the objectives set out opposite:EUREKA projects 2.0: an attractive and flexible tool for public funding agenciesEUREKA Clusters & Umbrellas: stronger and more visibleEurostars 2 implementation: faster and leanerSmart globalizationLean governanceEfficient communicationComprehensive impact assessmentThe Strategic Roadmap will beimplemented by the EUREKA network,led by the consecutive Chairmanshipsand supported by the EUREKASecretariat. The Roadmap will bemonitored on an annual basis andevaluated at mid-term and completion.The Roadmap is an evolving documentthat will be revised following therecommendations of a mid-termassessment.

ACTION 1EUREKA projects 2.0:an attractive and flexible tool for public funding agenciesThe decline in EUREKA individual projects is a well-known issue and there have been severaldiscussions on how to handle this issue and turn the trend. In coming years, the IndividualProject instrument needs to find a new way of generating projects. EUREKA has to look towhere the funding is and how it could be made accessible for transnational cooperation.Developing and introducingan attractive and flexibleEUREKA tool for the publicfunding agencies (PFAs)EUREKA should therefore offer itsunique international platform forcountries aiming to move nationalpriorities and funding programmesto a transnational dimension.Concretely, this means that EUREKAwill offer PFAs a unique tool toorganize joint calls and activities.This tool should be developed basedon a thorough assessment of the PFAneeds and building upon EUREKAassets (a European network with 30years of experience, ability to managejoint calls, critical mass which meanslower implementation costs forPFAs ).Increasing the value of theEUREKA labelEUREKA should explore optionsto distinguish itself from othertransnational networks andprogrammes. EUREKA should standfor quality and excellence of projects(granted with the redefined EUREKAlabel) and procedures (the newEUREKA tool) as well as a platformfor the promotion of project resultsat international level. As such,EUREKA should work on redifiningand increasing the added value of theEUREKA label.Developing smart synergieswith ERA and Horizon 2020instrumentsThe updated EUREKA tool must findits place in the complexity of theEuropean funding landscape, to bringits distinct added value to potentialproject applicants on one side, and topublic funding agencies, ministries,and the European Commission on theother side.

THE KEY ACTIONS TO BE IMPLEMENTED BY 2020 ARE ILLUSTRATED IN THE TABLE BELOWADeveloping and introducing an attractive and flexible EUREKA tool for the publicfunding agencies (PFA)1/ KEY ACTIONS /TIMEFRAMERESPONSIBLEA1 Identify the interest of the PFAs aiming to internationalize parts of theirprogrammes. Establish information on their available budgets and identify theservices EUREKA could offer to them and their customers. Evaluate the impactof bi and multi-lateral actions of EUREKA member countries and the ClustersMid 2015NPC, ESEA2 Develop the updated EUREKA tool for future structured transnational actionsof PFAs (e.g. IT platform, Guidelines .). Discuss the EUREKA tool in annual PFAconferences.Mid 2016NPC, ESEA3 Test the updated EUREKA tool with pilots of structured actions in closecollaboration with committed PFAs.Mid 2016NPC, ESEA4 Generalize the updated EUREKA tool based on the experience of the pilots.Include new services (simplified procedures, faster evaluation, loans, 2nd roundfunding, structural funds, partner search, etc.)Mid 2017 &ContinousNPC, ESEBIncrease the value of the EUREKA labelB1 Redefine the EUREKA label with a clear profile. Define the unique selling point ofthe new EUREKA tool and promote it.Mid 2015NPC, ESEB2 B3 Consider a new name for EUREKA “individual” projectsMid 2015NPC, ESEOrganize investors shops events (with business angels, VCs) to provide EUREKAparticipants with follow-on support and provide investors with companiesawarded with the EUREKA label.ContinousESECDevelop smart synergies with ERA and Horizon 2020 InstrumentsC1 Identify smart synergies between the new EUREKA tool and EU level initiatives(EEN, ERA NETs, ERRIN, ETPs, KICs, PPPs, Structural Funds and the H2020’sSME instrument).C2 Exploit synergies between these EU mechanisms and the new EUREKA tool1Mid 2015Chair, ESEContinuous,following C1Chair, ESEPublic funding agencies include the national and regional agencies and providers of alternative sources of funding such as EU structural funds

ACTION 2EUREKA Clusters and Umbrellas:stronger and more visibleEUREKA Umbrellas2 and Clusters3 are generating innovative projects together withmajor European industry, SMEs and research organisations. As instruments facilitatingcollaboration in the European Research Area (ERA) and beyond, both Clusters and Umbrellasdraw on the fragmented but vast national sources of public funding for innovation.Foster support to Clustersand UmbrellasA visible and recognisedplace in the ERAEUREKA network, national publicfunding actors as well as ministriesinvolved hold a key role in supportingthese initiatives – be it existing onesor proposed new ones which arevery welcome. One form of supportis a clear commitment, including afunding perspective, to Clusters andUmbrellas. Another form of supportis to ensure the flow of informationbetween HLRs, NPCs, the EUREKASecretariat and the Clusters andUmbrellas, enhanced by full andupdated database with statisticalinformation.EUREKA Clusters and Umbrellascomplement other European-levelinstruments. Due to the increasingcomplexity of the European fundinglandscape, it is important thatClusters and Umbrellas are clearlyvisible, have an acknowledged placein the ERA and better demonstratetheir distinct added value topotential project applicants andSMEs on one side, and to nationalfunding agencies, ministries, andthe European Commission on theother.This will be crucial to thepositioning and clear visibility in theERA to continue the relevant andefficient cooperation of Clustersand Umbrellas with other panEuropean and EU-level mechanismsbuilding notably on the existingcooperation between the Clustersand the JTIs, and to further explorenew opportunities for mutual valuecreation.Raise awareness of EUREKAClusters and Umbrellaswithin the EUREKA networkThe role of EUREKA Clusters& Umbrellas should be betterrecognised and supported. Toachieve this, dialogue is essential:between Cluster and Umbrellarepresentatives, with HLRs and NPCs, but also with national contacts frompublic authorities such as publicfunding agencies that are involvedin the functioning and funding ofClusters and Umbrellas.2Umbrellas are thematic and collaborativeEUREKA tools generating EUREKA, Eurostars andcomplementary transnational projects serving aspools of cross-border SME, industry and researchcentres’ service networks.3Adopting an industry-driven approach, and thanks totheir long-term vision, Clusters are key instruments insustaining and improving European competitiveness.They represent 70% of the total EUREKA financing

THE KEY ACTIONS TO BE IMPLEMENTED BY 2020 ARE ILLUSTRATED IN THE TABLE BELOWAFoster support to Clusters and Umbrellas/ KEY ACTIONS /TIMEFRAMERESPONSIBLEA1 Identify the commitment, funding perspectives, and other support of membercountries to ClustersMid 2015ESE, ClustersA2 A3 A4 Based on the above, propose any relevant action to increase support to ClustersMid 2015Chair, ClustersFinalise the operational tool for Cluster data exchange with ESE database.Mid 2015ESE, ClustersEvaluate the added value of Umbrellas. Based on this assessment, makeconcrete proposal for shaping the future of UmbrellasMid 2016ESE, NPC,UmbrellasBA visible and recognised place in the European Research AreaB1 Identify smart synergies between Clusters, Umbrellas and EU level initiatives(EEN, ERA NETs, ERRIN, ETPs, KICs, PPPs (incl. JTIs), Structural Funds).B2 Mid 2015ESE, Clusters,UmbrellasExploit synergies between these EU mechanisms and Clusters, Umbrellas.Continuous,following B1Chair, Clusters,UmbrellasB3 Promote Clusters and Umbrellas to Horizon 2020 National Contact Points.ContinuousESE, Clusters,UmbrellasB4 Explore financing possibilities for Umbrellas networking activities coming fromEU mechanisms.ContinuousUmbrellasB5 Build Cluster and Umbrella for the future, in dialogue with relevant policymakers.ContinuousChair, Clusters,UmbrellasCRaise Awareness on EUREKA Clusters & Umbrellas within the EUREKA NetworkC1 Consider to have an Umbrella spokesperson with the same status as Clusterspokesperson, and create an Inter-Umbrella committee.Mid 2016ChairC2 Raise awareness on Clusters and Umbrellas towards new project officers andNPCs.ContinousESE

ACTION 3Eurostars-2 implementation:faster and leanerBased on the Budapest document endorsed by the EUREKA ministerial conference underHungarian Chairmanship (June 2012), the vision for the member countries of EUREKA is thatEurostars-2 will become the R&D support programme of choice for R&D performing SMEs inHorizon 2020.This will strongly support R&D performing SMEs to develop and generate high value products,processes, and services and will lead to a positive and wider economic impact, contributingtangibly to delivering the Horizon 2020 strategy creating smart, sustainable and inclusive growthand the underpinning Innovation Union, Digital Agenda for Europe and Industrial Policy flagshipinitiatives in Horizon 2020. Eurostars-2 will have wide European and international visibility,critical mass and be a role model in terms of international best practice in relation to efficientprogramme management at all levels. Proving itself as a high quality programme, it could serveas a model for further industry-oriented innovation programmes.Deliver a lean administrationwith a short time to contractDeliver progress towardsharmonisationBased on the General ImplementingGuidelines endorsed in Ankara inJune 2013, the critical objective ofEurostars-2 will be to implementprogressive milestones that will makeEurostars faster, leaner and stronger.These milestones, to be included inthe bilateral agreement between thePFAs and ESE, are mainly targeting alean administration with an averagetime-to-contract of seven months orshorter for all project participantsand the funding of the top-50projects and 50-75% of the projectsabove threshold on the ranking list.The other objective for Eurostars-2is to improve the synchronisationbetween national research fundingprogrammes to strengthen theprogramme. This is one central goaltowards the realisation of the ERA byparticipating countries. Based on theGeneral Implementing Guidelines, thecritical progressive milestones to beimplemented in this field are to setup a common reporting system andto define a common financial viabilitymethodology.Develop smart synergieswith ERA and Horizon 2020instrumentsFinally, Eurostars-2 will need toreach smart synergies with other EUlevel initiatives, which notably provideservices and funding to SMEs (SMEinstrument in H2020, COSME, EEN),that are similar by the public-publicpartnership nature (Articles 185, ERANET , KICs, PPPs) or that can providesome alternative funding sources(EU Structural Funds, venture funds).

THE KEY ACTIONS TO BE IMPLEMENTED BY 2020 ARE ILLUSTRATED IN THE TABLE BELOWADeliver a lean administration with a short time to contract/ KEY ACTIONS /TIMEFRAMERESPONSIBLEA1 Provide assistance to potential applicants before and after the submission andthen to participants during the lifetime of the projectContinuousEurostars NPCs,ESEA2 Achieve an efficient virtual common pot to fund the top 50 projects and 50/75%of projects above threshold using the defined toolboxMid 2017Eurostars NFBs,ESEA3 Improve the NFBs regulations and procedures in view to have a short time tocontract (average 7 months and preferably faster)Mid 2017Eurostars NFBs,ESEBDeliver progress towards harmonisationB1 Define a common financial viability methodologyMid 2017Eurostars NFBs,ESEB2 Set up a common reporting systemMid 2017Eurostars NFBs,ESECDevelop smart synergies with ERA and Horizon 2020 InstrumentsC1 Identify smart synergies between Eurostars-2 and EU-level initiatives (H2020’sSME instrument, COSME, EEN, ERANET , Articles 185, PPPs, KICs, StructuralFunds).C2 Exploit synergies between these EU mechanisms and Eurostars-2Mid 2015Chair, ESEContinuous,following C1Chair, ESE

ACTION 4Smart globalizationIndustry wants and needs to extend collaboration with partners in all parts of the world. Boththe innovation and the value chains in many areas extend beyond the boundaries of the currentEUREKA network.And often the technological leaders are located in non-EUREKA countries. Even when the innovation and value chainsare fully within Europe, in many instances there is a need for collaboration with other parts of the world to achievestandardisation. EUREKA must therefore adapt in order to meet the needs of our industry. Currently there are two waysto establish cooperation with partners outside the EUREKA area: EUREKA can invite countries outside the present geographical area of EUREKA to join EUREKA as associatedcountries and benefit from easier access to EUREKA instruments (1 1 rule).On a project-to-project level, project partners from two or more EUREKA countries can invite partners from nonEUREKA countries to participate in their EUREKA/Cluster/Eurostars projects.Enhance engagement withassociated countries andfacilitate project-to-projectcollaboration with nonEUREKA countriesThe first approach has been followedby South Korea, Canada and SouthAfrica. It is now important forEUREKA to explore the consequencesof an enlarged network for itsstructure and governance. The rightsand responsibilities for associatedcountries shall be updated and basedon the mapping exercises carriedout during previous chairmanships,potential new associated countriesshall be evaluated.The second approach is extremelyflexible, but is not followed up by anadministrative cooperation betweenthe involved countries. EUREKAwill review whether the rules andinstruments that already existare sufficient when engaging withnon-EUREKA countries and definea number of practical approachesfor facilitating targeted R&D&Icooperation with non-EUREKAcountries.Create a new EUREKA toolboxfor cooperation with nonEUREKA countries based on a“variable geometry” approachEUREKA also needs to develop athird, more flexible approach forglobal cooperation. This approachshould be based on the principlesof “variable geometry”. If a group ofEUREKA countries wants to establisha limited cooperation with a region ora country outside EUREKA, EUREKAshould be able to facilitate thiswork with some standardized toolsbased on the experience gained inEUREKA individual projects, EUREKAClusters and Eurostars (i.e. thePAM, Cluster calls methodology orEurostars synchronized applicationand evaluation). The key words for thethird approach should be flexibilityand voluntariness, but with thecommon trade mark of EUREKA as aservice provider for industrial marketoriented R&D&I projects. Basedon this third approach, EUREKAwould set up a revised toolbox forcollaboration with non-EUREKAcountries.Promote EUREKA as aplatform for global industrialR&D&I cooperationFinally, in order to become aplatform for global industrial R&D&Icooperation, promotional activitieswill be essential inside and outsidethe EUREKA network.

THE KEY ACTIONS TO BE IMPLEMENTED BY 2020 ARE ILLUSTRATED IN THE TABLE BELOWAEnhance engagement with Associated Countries/ KEY ACTIONS /TIMEFRAMERESPONSIBLEA1 A2 Update the rules for rights and responsibilities for associated countries.Mid 2015Chair, ESEBased on existing criteria and on the mapping of potential associated countriescarried out during previous chairmanships, evaluate potential new associatedEUREKA countriesMid 2015Chair, ESEA3 A4 Based on the above, consider to engage with new associated EUREKA CountriesMid 2016Chair, ESEEstablish dialogue with the Strategic Forum for International S&T Cooperation(SFIC)Mid 2015Chair, ESEBB1 CFacilitate project-to-project collaboration with non-EUREKA countriesReview whether the rules and instruments that already exist are sufficient whenengaging with non-EUREKA countries.Mid 2015NPC, ESECreate a new EUREKA toolbox for cooperation with non-EUREKA countries basedon a “variable geometry” approachC1 Define a number of practical approaches for facilitating cooperation with nonEUREKA countries.Mid 2015NPC, Clusters,ESEC2 Depending on the above, set up a revised toolbox for collaboration with nonEUREKA countriesMid 2015NPC, Clusters,ESEC3 Set up pilots to test the new cooperation toolMid 2016NPC, Clusters,ESEC4 Review and redefine the international cooperation mandate of the EUREKASecretariatMid 2015ChairDPromote EUREKA as a platform for global industrial R&D&I cooperationD1 Outside the EUREKA network: plan and organize regional/global outreach eventsto promote EUREKA as a platform for R&D&I cooperation with EuropeContinuousChair, ESE, NPCD2 Inside EUREKA: Promotion of EUREKA as the tool for industrial R&D&Icooperation between Europe and other parts of the world, motivating programmemanagers (PFAs) and industry to consider EUREKA for exploitation of fundsearmarked for international cooperation.ContinuousChair, ESE, NPC

ACTION 5Lean governanceThe governance structure of EUREKA was set up under a different situation for the network.When EUREKA was started, it comprised 18 members while today, due to continuous growthover years, EUREKA includes 41 members two associated countries. New EUREKA initiatives– Clusters and Umbrellas – have been created and through Eurostars, the EUREKA Secretariathas the additional tasks of a funding agency.This undeniable success of EUREKA has, on the other hand, led to some difficulties which did notoccur in the beginning: For example, plenary meetings have become “big parties” - ponderous,sometimes dissatisfying for the participants and in any case difficult and expensive for a Chairto hold. And further growth is to be expected. Times of austerity also make it necessaryto reducecomplexity, increase efficiency and reduce unnecessary costs.Decide and implement arevised governance modelIt should be examined whetherthe existing structures have to bechanged in order to work moreefficiently. A first step in thisdirection was already taken when thenetwork decided

with ERA and Horizon 2020 instruments The updated EUREKA tool must find its place in the complexity of the European funding landscape, to bring . SME instrument). Chair, ESE . tangibly to delivering the Horizon 2020 stra

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