WP1 Project and Financial Management Handbook

Cross-clustering
partnership for boosting eco-innovation by developing a joint bio-based

value-added network for the Danube Region

Project & Financial Management
Handbook

Procet co-funded by the European Union (ERDF, IPA)

Table of Contents

LIST OF ABBREVIATIONS 2
GLOSSARY 4
1. INTRODUCTION TO THE PROJECT & FINANCIAL MANAGEMENT HANDBOOK 7
2. PROJECT ORGANIZATION 8
2.1 LEAD PARTNER 9

2.2 EUROPEAN REGIONAL DEVELOPMENT FUND PARTNER (ERDF PARTNER) & INSTRUMENT FOR PRE-ACCESSION
(IPA) PARTNER 9
2.3 ASSOCIATED STRATEGIC PARTNER (ASP) 9
2.4 PROJECT MANAGEMENT 9
2.4.1 PROJECT MANAGEMENT TEAM 9
2.4.3 PROJECT MANAGER 11
2.4.4 FINANCIAL MANAGER 12
2.4.5 COMMUNICATION MANAGER 12
2.4.6 QUALITY ASSURANCE MANAGER 12
2.4.7 WORK PACKAGE LEADERS 13
2.4.8 ACTIVITY LEADERS 14
2.5 EDITORIAL STYLE 15
3. DANUBIOVALNET WORK STRUCTURE 16
3.1 PROJECT PARTNERS 16

3.2 GANTT CHART 17
3.2.1 GANTT CHART OF THE PLANNED ACTIVITIES 17
3.2.2 GANTT CHART OF THE PLANNED DELIVERABLES 18
3.3 ACTIVITIES, DELIVERABLES AND OUTPUTS 19
3.3.1 WORK PACKAGE 1 PROJECT MANAGEMENT 19
3.3.2 WORK PACKAGE 2 COMMUNICATION 21
3.3.3 WORK PACKAGE 3 VALUE CHAIN MAPPING 24
3.3.4 WORK PACKAGE 4 STRATEGY AND POLICY ACTIONS 27
3.3.5 WORK PACKAGE 5 TOOL DEVELOPMENT 30
3.3.6 WORK PACKAGE 6 PILOT ACTION 32
3.3.7 PROJECT OUTPUTS 34
4. INTERNAL COMMUNICATON 35
4.1 EMAIL CORRESPONDENCE 36

4.2 WEBEX 37
4.3 PROJECT WEBSITE 42
5. REPORTING 42
5.1 REPORTING OF PROJECT PROGRESS 44

5.2 WORKING PERIODS 46
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Project co-funded by the European Union (ERDF, IPA)
www.interreg-danube.eu/danubiovalnet

List of Abbreviations

Act Activity
AF Application Form
AfR Application for Reimbursement
AL Activity Leader
ASP Associated Strategic Partner
BIIE BioBased-InnovationExpress
CA Certifying Authority
DCPM Danube Cluster Policy Maker Forum
DTP Danube Transnational Programme
ERDF European Regional Development Fund
IPA Instrument for Pre-Accession
JBCS Joint Bio-Based Industry Cluster Policy Strategy
JS Joint Secretariat
JS PO Project Officer of the Joint Secretariat
LP Lead Partner
MA Managing Authority
MC Monitoring Committee
NCP National Contact Point
NGO Non-Governmental Organisation
OSIA Open Space Innovation Arena Schemes
PFMH Project & Financial Management Handbook
PLA Policy Learning Arena
PP Project Partner
PR Progress Report
PPR Project Partner Report
QAM Quality Assurance Management
S3 Strategies for Smart Specialisation
SC Subsidy Contract
VC Value Chain
2

Ver Version
WP Work Package
WPL Work Package Leader

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Glossary

Bioeconomy Bioeconomy is a valorisation plan of using biogenic sources as starting
point for transformation into any possible end-product to reduce the
overall use of petro-based sources and products to enter a resource-
efficient and sustainable change in economy.

Clusters Clusters are generally described as groups of specialised enterprises,
often SMEs, and other supporting actors in a particular location that
cooperate closely together.

Cluster A cluster initiative is an organised effort aiming at fostering the
Initiatives development of the cluster either by strengthening the potential of
cluster actors or shaping relationships between them. They often have a
character like a regional network. Cluster initiatives usually managed by
a cluster organisations.

Cluster Cluster organisations are entities that support the strengthening of
Organisations collaboration, networking and learning in innovation clusters and act as
innovation support providers by providing or channelling specialised and
customised business support services to stimulate innovation activities,
especially in SMEs. They are usually the actors that facilitate strategic
partnering across clusters. Cluster organisations are also called cluster
managements.

Cluster Policy Cluster policy is an expression of political commitment, composed of a
set of specific government policy interventions that aim to strengthen
existing clusters and/or facilitate the emergence of new ones. Cluster
policy is to be seen as a framework policy that opens the way for the
bottom-up dynamics seen in clusters and cluster initiatives. This differs
from the approach taken by traditional industrial policies which try (and
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most often fail) to create or back winners.

Instruments Instruments are the tools used within programmes to encourage a
certain behaviour of the target groups, including grant funding, private
equity funding, loans, technical assistance, information campaigns, trade
fair participations, delegation visits etc.

Programme Vehicle to implement a policy, e. g. funding programme for R&D in
environmental technology. In addition to programmes, policies are also
implemented through regulation (= regulatory framework, e. g. law on
consumer protection).

S3 Smart Regional authorities across Europe designed so-called Smart
Specialisation Specialisation Strategies (S3) to make more efficient use of European
Strategies Structural Investment Funds (ESIF) and to provide synergies between
different EU, national and regional policies. S3 are integrated, place-
based economic transformation agendas.

Stress Test StressTesting regional approaches conducive to implement S3 through
clusters is a transnational learning approach which determines how and
where clusters can mostly support industrial transformation and growth
while implementing it in an integrated, coordinated and sustained
manner. The overall aim is to find new or better ways of designing and
implementing modern cluster- based regional economic development
policies drawing maximum advantage of the regional cluster portfolio
towards shaping new industrial value chains and sectors. It is intended
for regional implementation organisations, policy makers and business
development entities that are interested to compare with European
frontrunner regions.

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Synchronized A synchronized Scheme is a transregional funding exercise, which is built

Scheme on existing regional programmes. By aligning these programmes,
transregional consortia can be supported through a joint Call for
proposals, which is implemented according regional funding procedures.
A synchronized Scheme neither needs additional funds nor leads to
modifications of regional funding procedures.

Innovation Within a specific socio-economic environment, an innovation model is a
Model scalable and structured description of actors, processes, resources and
policies needed to generate value from knowledge. It will be composed
of services based on actual and new best practices.

JBCS Joint Bio-Based Cluster Policy Strategy (JBCS) across Danube Region is an
important tool to improve framework conditions for transregional
cooperation. Based on the analysis of Smart Specialisation Strategies of
regions (S3) and current status of regional cluster policies, the JBCS
defines actions and and proposals to facilitate cooperation in Bio-based
economy across the Danube Region. The JBCS contains a dedicated join
action plan for implementation and shall contribute to a better
alignment of S3 and cluster policies to improve framework conditions for
a bio-based industry in Danube region.

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1. Introduction to the Project & Financial Management Handbook

The Project & Financial Management Handbook guides and advices all partners of the
DanuBioValNet project with the project organization (Chapter 2), the working and reporting
procedures (Chapter 3 & 5) and the communication procedures (Chapter 4). The handbook
supports project managers in their daily work, providing background information on project
management of DanuBioValNet specific procedures.

This handbook is intended for participants of the DanuBioValNet project.

By default, all information included in the Application Form (AF), as well as all regulation
relations defined in the Partnership Agreement (PA) and Subsidy Contract (SC) are
mandatory.

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2. Project Organization
The project is organized with following authorities:

1. Project Lead Partner (LP)
2. Project European Regional Development Fund (ERDF) Partner
3. Project Instrument for Pre-Accession (IPA) Partner
4. Project Associated Strategic Partner (ASP)
5. Project Manager (PM)
6. Project Financial Manager (FM)
7. Project Communication Manager (CM)
8. Project Quality Assurance Manager (QAM)
9. Project Core-Management Team (CMT)
10. Project Steering Committee (SCOM)
11. Work Package Leader (WPL)
12. Activity Leader (AL)

The governance of the project basically consists of the following:

Steering Committee (which is the decision making body inside the project). Detailed
rules on the functioning of the SCOM are included in the Partnership Agreement.
Project management team
Quality management structure

The size of the project management team can vary from one partner to the other, yet at
least 3 key positions should be ensured for a proper implementation:

Project Manager
Financial Manager
Communication manager
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2.1 Lead Partner

Project partner (PP) who takes the overall responsibility of the implementation of the entire
project. The LP also nominates the overall project manager (PM) and an overall financial
manager (FM) of the whole project, which are, in addition, PM and FM of the LP.

2.2 European Regional Development Fund Partner (ERDF Partner) &

Instrument for Pre-Accession (IPA) Partner
PP who is responsible for the compliance with the assigned tasks within the application form
and as contracted in the subsidy contract.

2.3 Associated Strategic Partner (ASP)

Organisation whose participation is considered crucial for the added value given to the
partnership. The ASP is not directly financed but sponsored by LP that is bearing the
responsibility for their participation to the project.

2.4 Project Management
2.4.1 Project Management Team

A usual Interreg Core Management Team (CMT) is composed of the overall project manager,
overall finance manager and overall communication manager. The obligations of the PMT
are:

To coordinate the start, implementation and closure of the project according to the
time schedule as indicated in the ultimate version of the application form (AF).
To ensure the quantitative and qualitative delivery of the planned project activities,
outputs and results as stated in the approved AF.
To constantly monitor the exhaustion of the project budget foreseen for each project
participant and ensure that budget shifts are carried out within the limits and
according to the rules of the programme.
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To submit the progress reports within the reporting deadlines established by the
programme.
To ensure that the project is implemented in compliance with the relevant rules.
To ensure that the expenditures reported by each project participant have been
controlled according to the rules and that they correspond to the activities set out in
the AF.
To forward the ERDF funds to the project partners without any delay.
To inform the MA and JS immediately about all circumstances that delay or hinder
the realization of the project.
To ensure that information and communication activities are carried out in
accordance with the rules and coordinate the respective project activities.
To inform the PPs about all essential issues related to the project implementation
without any delay.

2.4.2 Steering Committee

The Steering Committee (SCOM) is the internal key supervisory body of the project, which
monitors and assesses progress of project activities, state of expenditures and financing and
makes decisions on strategic issues.
The main aim of SCOM is to ensure the coordinated and correct implementation of the
project and to this effect it shall:

Oversee the project at a strategic level
Make strategic decisions where required
Approve project establishment and continued operation
Support partners with regard to solving of policy issues
Approve changes and amendments, if applicable

Rules governing set up and operation of SCOM:

The SCOM will be chaired by a representative of the LP or person entitled by LP (the SCOM
Chairperson) and is composed by one representative from each project financing partner.
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LP convenes the SCOM at least once every 9 months (3 times during the project)
generally in coincidence with the project meeting date.
The LP convenes the SCOM at least 14 working days before the date proposed for the
meeting by e-mail, together with the proposed agenda (drawn up by her) and all
information about the issues to be discussed. If any urgent issues arise to be
addressed urgently, the SCOM may be convened by the LP even with a shorter notice.
The SCOM Chairperson shall be responsible for the proper functioning of the SCOM and
shall perform SCOM Chairpersons duties (e.g. declares the opening and closing of each
meeting, directs the discussion, rules on points of order, accords the right to speak,
announces the decisions and summarizes them at the end of the meeting, etc.).
Participation in the SCOM meetings is mandatory for all financing partners and any
absence from meetings needs to be duly justified in advance to the LP (who then is in
charge of communicating it to all the SCOM Members at the beginning of the meeting).

Voting Rights:
The SCOM is legally convened when the majority (50%+1 member of the appointed
members of SCOM Members) is present.
The general rule is that the decision making in the SCOM is by consensus among the SCOM
Members present at the meeting (according to the principle "one partner, one vote").
If consensus cannot be reached, SCOM will decide according to the majority rule. Majority
means the highest number of votes. Votes cannot be delegated to other partners.

2.4.3 Project Manager

The Project Manager is the intermediary between the partnership and JS.
The PMs responsibilities are:

the overall management and coordination of the project implementation
daily monitoring of project progress with the support of Work Package Leaders and
Activity Leaders
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compilation of the content parts of the Progress Reports and timely submission
thereof, achievement of project objectives within the planned period of time and
quality control of delivered outputs
keeping close contact with the Joint Secretariat and the partners.

2.4.4 Financial Manager

The Financial Manager is responsible for:
permanent monitoring of all financial aspects, including internal management of
funds, expenditures, spending rates, budget shifts
financial reporting.

2.4.5 Communication Manager

The Communication Manager is responsible for:
developing and implementing project communication strategy,
defining communication objectives, approaches, activities and key messages to be
sent out,
preparation of information materials and promotion items,
preparation and distribution of newsletters and press releases to identified
stakeholders.
coordination of communication within the partnership by setting up internal
communication rules and monitoring tools, updating the information on the project
section in the DTP website etc.

2.4.6 Quality Assurance Manager

The quality assurance manager bears the responsibility for the information provided in the
quality report. The quality assurance activity should always have a follow up, in the sense
that the recommendations/ findings of the quality assurance manager should be
implemented by the partnership and all these findings should be found in the quality report
of the specific output.

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The quality assurance manager is responsible for:

reviewing all the project outputs and providing feed-back to the partnership;
ensuring that his findings are included in the final outputs to be submitted to the JS;
validation of the outputs before submission to the JS;
informing the JS about any obstacles/ problems encountered during the process

2.4.7 Work Package Leaders

Management of Work Packages has been assigned in the Application Form to the following
organisations:
Work Package 1 Project Management BIOPRO
Work Package 2 Communication NCA
Work Package 3 Value Chain Mapping ANTEJA
Work Package 4 Strategy and Policy Actions MIZS
Work Package 5 Tool Development CLUSTERO
Work Package 6 Pilot Action BIOPRO

Work Package Leaders (WPL) shall basically oversee the smooth and timely implementation
of their respective work package, this task being carried out as described in following
paragraphs. Responsibilities of WPL shall not transgress the obligations of activity leaders
as far as delivery of outputs is concerned, being clearly understood and agreed upon by all
concerned that ultimate responsibility for both quality and timely submission of project
deliverables stays with the activity leaders.

WPL Responsibilities are:
co-ordinate implementation of work packages;
collect general approach, methodology and implementation plan from all activity
leaders in the subject work package, verify consistency with work package
objectives, calendar of activities and deadlines for delivery of applicable outputs and
deliverables, endorse the documents and submit them to the Project Manager for
review and feedback;
contribute to preparation of the Agendas of the WPL and PPs meetings;
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attend WPL meetings and submit reports on status quo of relevant work package
and calendar of planned activities and events;
convene and chair separate meetings with activity leaders and partners in the work
package under their management should specific developments require
organisation of such meetings;
the internal quality assurance structure, consisting of the Project Manager & key
representatives is in charge with preparation of a sound risk management plan
consisting of analysis of likely risks, as well as mitigation strategies to help the
project avoid being derailed should such problems arise. The risk management plan
shall be reviewed on a regular basis against findings of the quality management
reports & contents thereof shall be amended accordingly so as to reflect actual
project risks.

2.4.8 Activity Leaders

The Activity Leaders are the partners responsible for the technical management of the
relative activities, coordination of involved partners and ultimate submission of deliverables
and outputs foreseen in the Application Form. Role of Partners & Activity Leaders can be
found in section 3.3 Activities, Deliverables and Outputs. Activity Leaders are:
Activity Leaders Responsibilities

preparation of the general approach and methodology for the implementation of
the relative activity;
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daily management and implementation of the activity under their responsibility;

coordination of partners involved, assigning specific tasks and monitoring timely
execution thereof;
collection of inputs, feedback and comments to documents and draft outputs
previously distributed for revision;
timely submission of deliverables to the WPLs and PM;
monitoring timely implementation of calendar of activities under their
responsibility and alerting the Work Package Leader in case of delay in
performance thereof.

2.5 Editorial Style

The project must comply with the Visual identity guidelines (http://www.interreg-
danube.eu/relevant-documents/documents-for-project-implementation) of the Danube
Transnational Programme in all their communication materials. Use the project logo and
Project website: www.interreg-danube.eu/danubiovalnet on all materials, outputs and
deliverables (both hard copy and electronic) and display it in events. The logo must always
be visible in a prominent place.
All outputs, minutes, newsletters, and any other project outputs or documents will be
formulated in English by default.
Following recommendations for use of titles, names and exchange of documents between
partners shall be also observed to facilitate easy subsequent identification and tracking of
project documents:
Do not use hyphenation!
Titles of documents shall include name, date and version (draft or final document)
as per following rule:
o Project Acronym DanuBioValNet,
o name_dd/mm/yy_ ver.0 for draft documents,
o name_dd/mm/yy _ver.1 for final documents.
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Revisions shall be numbered as follows:

o ver. 0.1, 0.2, etc. for draft documents,
o ver. 1.1, 1.2, etc. for final documents.

Partners shall use track changes and comments for their feedback, additions
and/or corrections as the case may be, and shall rename the document entering
name of their organisation after underscore, as in following example:
DanuBioValNet_Agenda_Kick off Meeting_12_01_2017_ver. 1_BIOPRO
3. DanuBioValNet Work Structure
3.1 Project Partners

Role Official Name in English Acronym Country
LP BIOPRO Baden-Wrttemberg GmbH BIOPRO Germany
ERDF PP1 ClusterAgentur Baden-Wuerttemberg CABW Germany
ERDF PP2 Anteja ECG ANT Slovenia
ERDF PP3 PROUNION PU Slovakia
ERDF PP4 Romanian Cluster Association CLUSTERO Romania
ERDF PP5 Association of Business Clusters ABC Bulgaria
ERDF PP6 National Cluster Association - CZ NCA Czech Republic
ERDF PP7 Business Upper Austria O Wirtschaftsagentur GmbH - UAFC Austria
Upper Austrian Food Cluster
ERDF PP8 Ministry of Economy ME Romania
ERDF PP9 Ministry of Economy, Entrepreneurship and Crafts MEEC Croatia
ERDF PP10 Ministry of Education, Science and Sport MIZS Slovenia
ERDF PP11 Croatian Wood Cluster CWC Croatia
ERDF PP12 Institute for Economic Forecasting IPE Romania
ERDF PP13 Business Upper Austria O Wirtschaftsagentur GmbH - BizUp Austria
Cleantech-Cluster
IPA PP1 Innovation Center of Faculty of Mechanical Engineering ICME Serbia
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ASP1 Montenegro Vine Cluster MVC Montenegro

ASP2 Ministry of Finance and Economics Baden-Wuerttemberg MFW Germany
3.2 GANTT Chart
3.2.1 GANTT chart of the planned activities
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3.2.2 GANTT Chart of the planned deliverables
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3.3 Activities, Deliverables and Outputs
3.3.1 Work Package 1 Project Management

Management and coordination of the entire project is under the overall responsibility of the
LP (BIOPRO). For a successful project implementation all PPs will be integrated in all relevant
decisions so that a transparent and democratic structure is created. WP 1 aims to lead the
project to successful completion, sharing responsibility among the partners to contribute to
the successful project implementation. It also aims to well coordination of the partners
activities and communication to the DTP-JS. It provides effective project management and
supervises the progress of the project.

The activities under WP1 have been grouped into 4 types of activities:
1. Start-up phase
2. Day to day project management, coordination, internal communication
3. Steering and Monitoring of the project implementation
4. Financial management, certification of expenditure

WP Leader LP BIOPRO
Activity Act. 1.1. Start-up Phase
Duration 01/2017 02/2017
Act. Leader BIOPRO
LP is setting up the CMT. This CMT will consist of a Communication
Manager who will be a member of PP 6, of an overall Project Manager
and a Financial Manager who will be a member of LP. Each PP sets up a
similar structure for better communication with the CMT. All PPs
Role of nominate one person to be a member of the SCOM. LP is drafting the
Each Project and Financial Management Handbook (PFMH), which has to be
Partner agreed upon at the kick-off conference. LP prepares together with the
leader of WP2, i.e. PP 6, the kick-off conference. LP and all PPs invite in
their region all relevant known stakeholders from policy, industry,
research & academia and NGOs, which are all relevant for a future bio-
based industry. LP and all PPs meet at the kick-off conference in February
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2017 in the eastern part of Danube region (scheduled in Bratislava) for

signing the PFMH and for establishing the SCOM.
Deliverables Period
1.1.1 Core management team set up 1
1.1.2 Steering Committee set up 1
1.1.3 Project and Financial Management Handbook 1
Activity Act. 1.2. Day-to-day project management
Duration 01/2017 - 06/2019
Act. Leader CMT
The CMT of the LP & PP 2 has to do the daily management tasks. Every PP
Role of has to support the CMT with project reports every six months so that
Each CMT can write the Progress Reports to be sent to the DTP JS. For a good
Partner communication of important project results tight cooperation with WP 2
leader, i.e. PP 6, is necessary.
Deliverables Period
1.2.1 First Progress Report 1
1.2.2 Second Progress Report 2
1.2.3 Third Progress Report 3
1.2.4 Fourth Progress Report 4
1.2.5 Final Report 5
Activity Act. 1.3. Steering and Monitoring of the project implementation
Duration 01/2017 - 06/2019
Act. Leader SCOM
Role of
LP and all PPs will at least have one member in the SCOM. LP will engage
Each
a QAM.
Partner
Deliverables Period
1.3.1 Second meeting of SCOM (m 11) 2
1.3.2 1st mid-term report of CMT for SCOM (m 11) 2
1.3.3 Third meeting of SCOM (m 20) 4
1.3.4 2nd mid-term report of CMT for SCOm (m 20) 4
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1.3.5 Final monitoring report of CMT for SCOM 5

Activity Act. 1.4. Financial management, certification of expenditure
Duration 01/2017 - 06/2019
Act.Leader BIOPRO
Role of FM is hosted at the LP. Each PP has to nominate a partner level FM for
Each contacting and reporting. Each partner has to set up contacts with their
Partner national FLC systems.
Deliverables Period
1.4.1 First Financial Report 1
1.4.2 Second Financial Report 2
1.4.3 Third Financial Report 3
1.4.4 Fourth Financial Report 4
1.4.5 Final Financial Report 5

3.3.2 Work Package 2 Communication

The involvement of four ministries of the Danube Region (Ministry of Croatia, Romania,
Slovenia and Baden-Wrttemberg) is directly addressing the policy level and guarantees
thorough dissemination of the gained results in this project to the policy makers.
Furthermore a joint cooperation between the PA 08 of the EUSDR and the CMT will
disseminate the gained results to all other policy makers of the whole Danube Region. The
Communication Manager (CM) informs all 4 involved Ministries of newly gained results and
informations. Furthermore, the CM will collect informations and wishes of the PA 08 of the
EUSDR to address a wider range of interests of the Danube Region on Bio-based Industry.
Workshops, interviews, meetings are the best guarantee for the active involvement of
stakeholders and shall eventually result in widely accepted JBCS and the alignment of JBCS
with S3 regional implementation measures. The CM will cooperate with cluster organisations
dealing with development of the new cluster services. CM will provide PPs with the gained
results so that all the needed information about best services to develop can be reflected by
and will be disseminated to everybody. CM will provide support in organising cluster
manager training, will promote new services for facilitation of bio-based eco-innovation and
thus contribute to the durability and transferability of results and achievement. The
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involvement of 11 cluster associations of 10 countries of the Danube Region enables the

project to reach a range of SMEs, academia, research, society. Clusters essentially include
SMEs, academia, research institutions. Hence clusters will be utilized as a leverage point for
the mobilisation of bio-based VC actors from a variety of sectors and regions such as
agricultural related SMEs, process technology firms, end-users in the automotive or
phytopharmaceutical industry. Creation of bio-based VCs has communication in the core.
CM will work closely with cluster agencies in preparing awareness workshops, meet&match
events and OSIA for the related cluster actors e.g. SMEs, academia, RD institutions. The aim
is to increase awareness for bio-based industry potential on an SMEs level, to bring together
clusters and SMEs to inform them about bio-based innovation potential, to formulate eco-
innovation projects and cooperation agreements across VC and regions.

WP Leader PP6 NCA
Co Lead PP5 ABC
Activity Act.2.1. Communication Plan
Duration 01/2017 - 02/2017
Act. Leader NCA
PP6 is the leader of this work package and will appoint the CM together
Role of
with the LP; all other PPs esp. the co-leader PP5 will contribute to the CP
Each
and will have one person responsible for partner communication; the CM
Partner
will work closely with the core management team.
Deliverables Period
2.1.1. Communication Plan 1
Activity Act. 2.2. Day-to-day communication management
Duration 01/2017 - 06/2019
Act. Leader NCA
All PPs, the Core Management Team and the project coordinator will
Role of work closely together and be involved in this communication activity
Each during the whole project. The co-leader PP5 supports PP6. The success
Partner stories will be prepared by different PP from different regions taking the
broad variety of bio-based industry. Preference will be given to success
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stories from lagging behind regions.

Deliverables Period
2.2.1 Project website 1
2.2.2 Poster for all PPs as required by the DTP 1
2.2.3 Electronic newsletter & Press releases 5
2.2.4 Publication of successfully developed value chains 5
2.2.5 Publication of Top20 bio-based innovations initiated by clusters 5
Activity Act. 2.3. Public awareness and Events
Duration 01/2017 - 06/2019
Act. Leader BIOPRO, NCA
LP leads the Meet&Match workshops together with the respective PPs of
the involved countries in the respective value chain. PP12 will be a part
of these workshops to analyse at the very beginning of such trans-
national cooperation.
PP6 as host of the CM and the project coordinator will be responsible for
the macro-regional conferences together with the PP of the location
country. Here also PP5 as co-leader of the WP supports PP6.
Role of
All PPs are responsible for their own local events in close collaboration
Each
with the CM.
Partner
Participating at the DTP capitalization events which will be held by the
DTP one per year is also a task of the CM as well as attending trainings
and DTP Annual Events.
The CM will also participate at all workshops, which will be organised to
establish the three new value chains in the bio-based industry in the
different Danube regions. At least 10 workshops will be held by each of
the 10 PP countries.
Deliverables Period
Awareness and preparation workshops for cluster managers; 100
2.3.1 4
cluster managers participated
2.3.2 Participation of CM at DTP events and trainings 5
2.3.3 Awareness workshops for SMEs; 420 and 40 research and 4
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academia organisation participated

2.3.4 Awareness raising documents 4
Activity Act. 2.4. Kick-off and Final conference
Duration 02/2017 - 06/2019
Act. Leader BIOPRO, NCA, ABC
Role of
PP6 together with LP and PP5 design and organise the kick-off and final
Each
conference. All PP actively contribute to both of it.
Partner
Deliverables Period
2.4.1 Kick-off conference 1
2.4.2 Final conference 5

3.3.3 Work Package 3 Value Chain Mapping

Bio-based value chains require the adoption of new technologies and high capabilities of
firms to act in interconnected value chains (VCs). The VCs shall bring together producers,
users and buyers within the regions and connect them along Danube. Development of VCs
entails actions to speed up cross-sectorial and cross-regional connectivity regarding flow of
knowledge and information as well as a formation of critical mass to overcome
fragmentation and access to VCs.

Approach puts participating regions and their resources in the focus. It is shifting the
strategy from controlling to orchestrating bio-based VCs and implies their optimizing, filling
the gaps, spur cooperation among partners and maximize the value. This enables SMEs to
become active actors in a formation new VCs due to broader access to expert pools and
clusters.

The first step is to map existing knowledge about clusters and a current state of
development of bio-based VCs (Activity 3.1.,3.2). Activities shall provide information about
where the current and future regional hot spots of innovation are located, including their
strengths and industry - academia competencies. In the second stage, the in-depth value
chain mapping of 3 selected VCs will be implemented (Activity 3.3.), followed by the
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roadmap for implementation (Activity 3.4.). Stakeholders and actors, gaps, missing links
along the VCs will be identified, as well as unrelated industries and emerging linkages among
clusters, demands, applications fields and eco-innovation opportunities for SMEs.

WP3 results are two-fold: First, they serve as an identification of clusters with the potential
to be nodes in the value-added network, border set of roadmaps for three mapped cross-
regional value chains, identified actors, stakeholders, missing links, needs to be fulfilled.
Secondly, they serve as an input for the creation of Open Space Innov. Arenas (WP5) and as
input for pilot actions (WP6). Also WP3 provides reflection where to focus other WPs.

WP Leader PP2 ANT
Activity Act. 3.1. Analysis of Status quo in the partner regions
Duration 03/2017 - 04/2017
Act. Leader ICME
IPA PP1 leads the tasks and develops the respective methodology. All PP
Role of
/ ASP contribute by analysing national studies or related documents. All
Each
PP / ASP will also develop their country synthesis report. IPA PP1 will
Partner
prepare a condensed synthesis report for Danube region.
Deliverables Period
Country reports and synthesis report for Danube about state-of-
3.1.1 the-art related industry and cluster development in bio-based 1
industry
Activity Act. 3.2. Cluster Mapping
Duration 04/2017 - 08/2017
Act. Leader ANT
PP2 will lead this task, actively supported by PP3 and IPA PP1. All PP /
ASP (except PP12) will contribute to collect data and information for the
Role of
regional cluster landscape in bio-based industries. All partners will
Each
analyze the clusters and cluster organizations in their regions according
Partner
to structure, key actors, cooperation intensity between industry and
academia as well as competence related to bio-based industry. The
25

project partners have the role to run interviews with cluster managers
and key actors from industry and academia.
Deliverables Period
Regional cluster landscapes and one entire cluster landscape for
3.2.1 2
Danube region
Activity Act. 3.3. Value Chain Mapping
Duration 08/2017 - 12/2017
Act. Leader ANT
PP2 will lead this task, all PP / ASP will contribute (except PP12) by
providing regional date / information and by preparing the regional VC
Mapping reports. PP 2 will design the methodology. The project partners
will map to what extent the value chains are embedded in their regions.
Role of Interviews will be conducted with actors from academia and industry
Each along the value chains. The project partners task is to identify gaps and
Partner missing links in their respective region. The project partners will have
close communication with cluster managers to gain missing information
related to value chains. The entire VC Mapping report for Danube will be
developed by IPA PP1 and PP2. Focus will be given to three VC verified
and selected under Activity 3.2
Deliverables Period
3.3.1 Value Chain Mapping reports (regional and Danube level) 2
Activity Act. 3.4. Roadmapping
Duration 01/2018 - 04/2018
Act. Leader ICME
IPA PP1 will lead this task, with strong support of PP2 and PP12. PP12
and IPA PP1 will design the Roadmapping methodology. All PP / ASP will
Role of
contribute by participating or hosting the Roadmapping exercises or
Each
promoting them in their region in order to assure sufficient numbers of
Partner
participants. All PP will select proper participants from industry and
academia as well as cluster managers for the Roadmapping excersises.
Deliverables Period
26

3.4.1 Roadmap reports for all three VC 3

3.3.4 Work Package 4 Strategy and Policy Actions

WP 4 responds to the findings of WP 3. Based on the cluster mapping and the detailed
understanding of the three analysed bio-based industry value chains (e. g. missing links,
main gaps and constraints which prevent the development to close VC and to create more
eco-innovations etc.) policy strategies and related actions have to be developed to cope with
the challenges identified in WP 3.
Actions included in WP 4 contribute to one of the specific objectives (to develop a Joint Bio-
Based Industry Cluster Policy Strategy (JBCS) for the Danube Region in order to improve the
framework conditions for cluster to cluster / SME cooperation along bio-based industrial
value chains (VC) across regions. Activity 4.1 deals with the JBCS development based on the
findings of WP3, the current S3 and cluster-based regional development policies of the
partners by applying a common methodology and existing data (Policy StressTesting, data of
the European Cluster Observatory, Danube-INCO.net, previous project outcomes). Activity
4.2 develops the Action Plan for implementation that includes specific actions to be
undertaken, responsibilities among the partners, areas of adapting and aligning S3 of
partners, priority setting, proposal for synchronised call to support cluster and SMEs in bio-
based industry, budget allocation etc.
Activity 4.3 develops the first synchronised pilot scheme among the partners (BioBased-
InnovationExpress - BIIE, incl. text, funding rules e. g. on international cooperation of
clusters).
The BIIE is build on the idea that all partner regions do have individual support schemes for
clusters and SME in bio-based industry in place or plan to have them. If they are
synchronised, transregional cooperation of clusters and SME will facilitate transregional
cooperation along VCs and critical mass is gained. Such a systematic approach has never
been implemented, thus WP 4 is of high importance.

27

WP Leader PP10 MIZS

Act. 4.1. Development of Joint-Bio-Based Industry Cluster Policy Strategy
Activity
(JBCS) incl. StressTest Tool
Duration 01/2018 06/2018
Act. Leader CABW MIZS
PP1 and PP10 will lead this Activity and develop a common methodology
(input from all partners). All PPs (PP and ASP) actively contribute to this
task by active participation in the Stress Test exercise and the JBCS
development. All PP will run a significant number of interviews with
representatives from policy, academia and industry to collect information
and data to be used for the StressTest excercises. Based on the findings,
policy benchmarking reports will be developed by all PP / ASP,
Role of coordinated by PP1 / PP10. In case there are several partners from one
Each country they will work together. PP12 will bring in its experience in
Partner societal issues related to Bioeconomy.
All PP will enter discussions on policy level how to turn the results of the
StressTest into the JBCS according to regional preferences. The PP will
run policy workshops to collect feedback. The JBCS development will be
coordinated by PP1 / PP10 with significant contributions and review of all
PP / ASP. All partners will actively promote and implement the JBCS.
Benchmarking of existing EU/national/ regional funding schemes will be
done by PP10.
Deliverables Period
Common Policy StressTesting exercise conducted with all PP /
ASP. This common undertaken facilitates policy learning and
4.1.1 3
monitoring of implementation and improvement of regional
cluster policy / S3
Policy Benchmarking reports for participating countries and one
4.1.2 3
synthesis report
4.1.3 Joint Strategy for Bio-Based Industry Cluster Policy 3
Activity Act. 4.2. Common Action Plan towards better framework conditions for
28

bio-based eco-innovations
Duration 04/2018 08/2018
Act. Leader CABW, MIZS
All PPs (PP and ASP) actively contribute to this Activity, except PP12. PP1
and PP10 will lead this Activity. Based on a commonly agreed approach
and methodology, all partners (except PP12) will prepare the Action Plan
on regional level. PP10 will develop the common Action Plan focusing on
the partner regions and drafting the content, which has a transregional
component (contribution from all partners). PP1 and PP4 will propose
ideas how the WG Clusters in Bio-based Industry as well as the Danube
Role of
Cluster Policy Maker Forum (DCPM) can support and follow-up the
Each
implementation after the end of the project.
Partner

Besides the optimization of regulatory framework the Action Plan also
focuses on the financing of transnat.coop. by making better use of the S3
and related financing instruments, e. g. through the BIIE approach. The
Action Plan also contains approaches how to reach out regions which are
not represented in the project as well as dedicated actions for policy
learning (e. g. PLAs).
Deliverables Period
Common Action Plan towards better framework conditions for
4.2.1 4
bio-based eco-innovations
Act. 4.3. Development of Synchronized Design Biobased Industry
Activity
Innovation Express scheme
Duration 06/2018 10/2018
Act. Leader CABW, ME
PP8 and PP1 will lead this task and develop a common call design
Role of (contributions by all partners). All PP will analyse which of their S3,
Each cluster or bio-based industry support scheme / programme can join the
Partner pilot BIIE. Based on this analyses all partners agree in a scope for the first
pilot BIIE, which facilitates / funds trans-regional cooperation. All PP
29

check whether they can join the call a full partner (incl. own funds) or as
an observer. PP8 and PP1 will finalise the call design and evaluation
procedure. All PP will provide comments and final approval of the pilot
BIIE.
Deliverables Period
4.3.1 Common Pilot Biobased Industry Innovation Express Scheme 4

3.3.5 Work Package 5 Tool Development

The systematic multilevel approach to improve framework conditions for eco-innovation in
the field of bio-based industry demands new tools on all levels. The objective of this WP is to
turn the findings of WP 3 and 4 into a set of operational different tools to be applied on all
levels. All these tools serve the main objective of the project to close gaps in existing VCs and
to enable the SMEs by means of tailor-made connecting to jointly create eco-innovations
along VCs. Transnational cross-sectoral cluster cooperations will facilitate SME to find the
right partners. These tools are intended on different levels and stakeholders. On policy level
tools are designed to improve framework conditions for bio-based industry innovations to
unleash the high potential within the Danube Region and to contribute to reduce the
existing disparities and upgrade lagging behind regions. Tools for cluster organisations aim
to develop new cluster services to better support SMEs in clusters to innovate and to create
cross-sectoral project ideas. The development of Open Space Innovation Arena Schemes
(OSIA) is directly intended for SME and their needs identified in WP 3.

Activity 5.1 aims to develop and implement new services for cluster organisations to
facilitate transnational and cross-sectoral eco-innovation in the bio-based industry sector.

Act. 5.2 develops and adapts the concept Development of Open Space Innovation Arena
(OSIA) to match the right partners along the selected value chains and enable them to
collect ideas or create eco-innovation

30

Act. 5.3 aims to set up a Danube Cluster Policy Maker Forum (DCPM) as a long term platform
for policy makers to exchange experience and initiate mutual learning based on the project
and upcoming findings.

WP Leader PP4 CLUSTERO
Activity Act. 5.1. Development of New Cluster Services
Duration 01/2018 - 08/2018
Act. Leader CLUSTERO, BizUp
PP4 and PP13 lead this Activity. Except PP8, PP9, PP10, ASP2, ASP1 all
partners will actively contribute by identifying suitable services, support
the adaptation and implementation and by hosting / participating /
nominating cluster managers for the training sessions. All PP analyse
together with their cluster managements in their regions what kind of
Role of
innovative cluster management services exist. This will be done by face-
Each
to-face interviews or workshops. PP1 conducts an analysis of the ESCA
Partner
cluster database. Based on these informations all PP meet several times
and select/further develop existing cluster management services. The WP
leader develops the cluster tool box. The trainings of cluster managers
will be conducted by PP5, PP11 and PP3. The other PP will participate in
these workshops.
Deliverables Period
Cluster Tool Box "New Cluster Services to support SME in bio-
5.1.1 3
based industries"
Activity Act. 5.2. Development of Open Space Innovation Arena Schemes (OSIA)
Duration 04/2018 - 10/2018
Act. Leader CLUSTERO
Role of PP4 takes the lead, strongly supported by IPA PP1 and PP9. PP3 and PP10
Each are also involved due to its excellent experiences in this field (project
Partner Poly4EmI).
Deliverables Period
5.2.1 Tool Open Space Innovation Arena (OSIA), incl. Concept, design 4
31

and implementation script

Activity Act. 5.3. Danube Cluster Policy Maker Forum (DCPM)
Duration 08/2018 - 12/2018
Act. Leader CLUSTERO
Role of
PP4 is leading the Activity, with valuable contributions, especially from
Each
Ministerial PP / ASP
Partner
Deliverables Period
5.3.1 DCPM designed and implemented; representatives selected 4
3.3.6 Work Package 6 Pilot Action

To succeed in a long run concrete actions have to be taken to create VCs in reality. The aim is
to match related cluster actors to create eco-innovations along selected VCs and to
demonstrate 3 completed VCs that can be put in practice after the end of the project. One of
the major concerns from the side of clusters and SMEs as key drivers of a creation of new
VCs is the lack of understanding the potential of bio-based innovations and lack of adequate
services. Consequently, the objective of WP6 is twofold: to enable cluster organizations to
play a critical role in the formation of new bio-based VCs, and to implement Pilot Actions by
deploying tools, methods, and results of WPs. Also, WP6 aims to ensure durability and
transferability of the results and achievements.

Cluster management training will coach cluster managers how to make use of the newly
developed cluster management services. Both types of actions will prepare ground for the
implementation of the OSIA. The OSIA will bring SME across-sectors and regions to close the
three selected VC. Focused workshops to further developed ideas and to group the relevant
stakeholders around new, eco-innovative projects lead by firms users of various solutions
shall take place. Cooperation agreements, joint project ideas, and eco-innovation among the
participating SME will reveal that the VCs are closed and established.

32

WP Leader LP BIOPRO
Activity Act. 6.1. Implementation of Pilot Actions
Duration 10/2018 - 04/2019
Act. Leader ANT, MIZS, BizUp
All PP (PP and ASP) actively contribute to this Activity. PP2, PP13 and
Role of
PP10 will coordinate this Activity.
Each
All partners (except PP12) will participate and suggest suitable cluster
Partner
managers and SME.
Deliverables Period
6.1.1 OSIA for closing bio-based value chains 5
6.1.2 New Cluster Services implemented by cluster manager 5
6.1.3 Closed bio-based value chains 5
Activity Act. 6.2. Measures to ensure durability and transferability
Duration 02/2019 - 05/2019
Act. Leader BIOPRO
The OSIAs, new cluster services and all other services and deliverables
Role of will be promoted to all interested parties by all partners. Cluster
Each organisations like PP1 - PP 6, IPA PP1, PP11 and PP13 will focus on cluster
Partner organisations. They will jointly publish at the end of the project in a
handbook which will be for free at the DTP website.
Deliverables Period
6.2.1 Handbook/Report with list of suited follow up measures 5
Awareness campaigns and participation in international event to
6.2.2 5
promote results and tools

33

3.3.7 Project Outputs

Programme Project
Output Output
Indicators Numbers Project Output Title
PO7 3.1 Country Reports
PO2 3.2 Cluster and VC mapping as an analytical tool
CO04 3.3 SME increased knowledge about bio-based industry
PO1 4.1 Joint Bio-Based Industry Cluster Policy Strategy
PO7 4.2 Action Plan
PO2 4.3 StressTest Tool & Synchronised BIIE Scheme
PO7 5.1 New Cluster Management Services
PO2 5.2 Open Space Innovation Arena Tool
PO3 6.1 Pilot actions for closing bio-based value chains
CO04 6.2 SMEs benefitted from Pilot Actions
PO7 6.3 Cluster managers trained in new cluster servics

34

4. Internal Communicaton
Internal communication is done by email and/or WebEx for telcos and presentations of the
work procedure and by the project websites internal section for Project Partners, where
documents can be exchanged.

Following contact persons for financial-related, management-related and communication-
related topics represent each partner. However, each partner agreed to distribute important
information within each organization to the person in charge:

Role Acronym SCOM CM FM
LP BIOPRO Dominik Patzelt Ursula Gttert Michael Holze
eMail patzelt@bio-pro.de goettert@bio-pro.de holze@bio-pro.de
Phone +49 (0)711 218185-45 +49 (0)711 218185-18 +49 (0)711 218185-04
ERDF CABW Gerd Meier zu Kcker Thomas Khler Thomas Khler
PP1 eMail mzk@clusteragentur-bw.de thomas.koehler@vdivde-it.de thomas.koehler@vdivde-it.de
Phone +49 (0)711 1233034 +49 (0) 30 310078-149 +49 (0) 30 310078-149
ERDF ANT Mateja Dermastia Darja Osvald Mateja Dermastia
PP2 eMail mateja.dermastia@anteja- darja.osvald@anteja-ecg.com mateja.dermastia@anteja-
ecg.com ecg.com
Phone 0038651389533 0038640863690 0038651389533
ERDF PU Daniel Acs Dominika Pancakova Dominika Pancakova
PP3 eMail acs@prounion.sk pancakova@prounion.sk pancakova@prounion.sk
Phone +421 (0) 905 512 688 +421 (0) 905 137 578 +421 (0) 905 137 578
ERDF Clustero Daniel Cosnita Flaviu Iorgulescu Daniel Cosnita
PP4 eMail daniel.cosnita@clustero.eu contact@clustero.eu daniel.cosnita@clustero.eu
Phone +40 722 312 135 +40 723 531 741 +40 722 312 135
ERDF ABC Genoveva Christova Svetlin Ranguelov Tsvetoslava Tosheva
PP5 eMail g.christova@ligna-group.com svetlin.rangelov@gmail.com tsvety_t@abv.bg
Phone +359 888 94 03 34 +359 878 23 83 26
ERDF NCA Pavla Bruskova Zuzana Polova Renata Sventkova
PP6 eMail bruskova@nca.cz polova@nca.cz sventkova@nca.cz
Phone +420 731 505 929 +420 773 032 220
ERDF UAFC Elisabeth Halbmayr-Jech Elisabeth Halbmayr-Jech Andreas Lindlbauer
PP7 eMail elisabeth.halbmayr- elisabeth.halbmayr-jech@biz- andreas.lindlbauer@biz-up.at
jech@biz-up.at up.at
Phone +43732798105320 +43732798105320 +43732798105025
ERDF ME Anca Mihaela Podrumaru Gabriela Pirvu Anca Mihaela Podrumaru
PP8 eMail anca.podrumaru@economie. gabriela_pirvu@economie.gov. anca.podrumaru@economie.g
gov.ro ro ov.ro
Phone 40(0)21 2025192
ERDF MEEC Mario Antonic Katica /Zdenka Mesi Katica/ Zdenka Mesi
PP9 eMail mario.antonic@mingo.hr zdenka.mesic@mingo.hr zdenka.mesic@mingo.hr
Phone 00 385 1 610 6548 00 385 1 610 6923 00 385 1 610 6923
35

ERDF MIZS Gregor Svajger Gregor Svajger Gregor Svajger

PP10 eMail gregor.svajger1@gov.si gregor.svajger1@gov.si gregor.svajger1@gov.si
Phone +386 1 478 4681 +386 1 478 4681 +386 1 478 4681
ERDF CWC Marijan Kavran Rosana imunovi Sonja Itvani
PP11 eMail marijan.ri@gmail.com marketing@drvo-namjestaj.hr mail@drvo-namjestaj.hr
Phone +385 98 440 098 +385 98 928 2610 +385 98 9021 247
ERDF IPE Carmen Pauna Carmen Pauna Bogdan Cojocea
PP12 eMail carmenbpauna@gmail.com carmenbpauna@gmail.com bogdan.cojocea@gmail.com
Phone 0040213188106 0040213188106
ERDF BizUp Sophia Roitner Sophia Roitner Regina Btje
PP13 eMail sophia.roitner@biz-up.at sophia.roitner@biz-up.at regina.baetje@biz-up.at
Phone +43732798105218 +43732798105218 +43732798105036
IPA ICME Snezana Kirin Zorica Maric Aleksandar Sedmak
PP1 eMail skirin@mas.bg.ac.rs zmaric@mas.bg.ac.rs asedmak@mas.bg.ac.rs
Phone +381 62 295563 +381 64 1678080 +381 11 3302497
SCOM = Steering Committee member; CM = Communication Manager; FM = Financial Manager
4.1 Email correspondence

Partners are invited to stick to following general rules for internal correspondence by email
to facilitate later identification and tracking of messages:

Only the CM of each organization will be in the general mailing list to reduce email
spam. CM then distributes information within the organization to the people in
charge.

Enter topic of email message under Subject offering relevant details, such as:
- Project Acronym DanuBioValNet
- Work Package number
- Activity number
- Document name and date
- Document version

Address the emails to the responsible person to take action as a consequence of the
e-mail. Persons who are put in copy (cc:) are generally not expected to take action as
a result of the e-mail and should only take note of contents thereof; e.g.
o DanuBioValNet: WP3 A-3.1. Country Report
36

o DanuBioValNet: WP3 A-3.2. Cluster Mapping

o DanuBioValNet: WP3 A-3.3. Value Chain Mapping
o DanuBioValNet: WP3 A-3.4 Roadmapping
Reply to sender only and in copy to LP email account patzelt@bio-pro.de
Share the information received with co-members of the subject project team, as
applicable.

4.2 WebEX
WebEX will be used as tool for telephone conference calls and for work updates via the
WebEX presentation platform. For smooth operation of the WebEX tool, please download
the free software and browser/addon plugin (webex.com) prior to your first meeting or
when you are invited for the WebEX meeting. Remember to allow addons/plugins within
your browser. The host (LP) organizes the conference calls. Further information is listed
below. Also, if the LP is not part of the telco, following rules apply:

1. Project Partners, who want to meet on WebEX inform the LP about the participants
(email addresses are needed for invitation), time and date of the proposed
conference.
2. LP invites the participants.
3. You will receive an email prior to the meeting. Click on Teilnehmen/Participate to
enter the meeting.

37

4. If you did not install WebEX prior to the telco, it may be required to install the addon
and plugin and allow its use within the browser.

5. Now, you have successfully entered the meeting. If you want to invite further
participants, that were not originally invited to the telco, simply forward the mail to
the designated participant and he/she can enter the conference by also clicking on
participate. Furthermore, the email contains a telephone number that you can call to
enter the conference from any telephone when no computer is available. Dial the
number and follow the instructions and enter the Meeting number/Access code,
which is indicated in the email.
38

6. During the meeting please remember to switch on your camera (if wanted) and
always your microphone and speakers.
39

7. ONLY the host or moderator can upload files or presentations. In a WebEX meeting
without LP, the moderator is the first person who is joining the meeting. However,
he/she can change the moderator status to another person by clicking on the name
in the participants list.

8. Presentations can be uploaded via File Open and share Select your file you
want to share.
40

9. Presentations can be accessed at the top of the interface.

10. Onlythe host/moderator can scroll through the presentation, but each participant
can make interactive notes.
41

4.3 Project website

The DanuBioValNet website based on the Interreg Danube Programme website will be used
to share documents. Each PP has access to the internal part and uploads documents that
need to be shared in between the project partners for successful implementation. Files can
be uploaded and shared as described below:

1. Open www.interreg-danube.eu. Each PP received access authorization to the internal
section of the DTP website by the JS. Log in to the member area.

2. Go to the DanuBioValNet (www.interreg-danube.eu/danubiovalnet) section of
the DTP website and open the document manager.

42

3. Download files by clicking on the file name or add documents by clicking on Add
document or media

4. Upload documents you want to share. However, always mark your document as
Private document. The other sections are visible to the public.

5. Click Next for file upload. The file can now be found in the document manager
section and is only available to PPs with access to the internal website of
DanuBioValNet.

43

5. Reporting
5.1 Reporting of project progress

Reporting is the basis for the reimbursement of the EU contribution part (ERDF and, if
applicable, IPA) of the project expenditures to the Lead Partner and through the LP to the
partners. The next sections shall provide basic information of the reporting progress (for
more information see: Implementation Manual). Based on the contractual obligation, the LP
has to regularly submit Progress Reports (PR) and Application for Reimbursements (AfR),
according to the deadlines set in the SC. In the Progress Report, the LP reports about the
project progress proving that the implementation is in accordance with the approved AF and
justifies the reported validated expenditures in connection to the AfR of the contribution
from EU Funds (ERDF and IPA). The reporting procedure is conducted in several steps

1. PP + LP prepare and submit their Project Partner Reports (PPR), including
(invoices, accounting documents of equivalent probative value, etc)
2. FLC at national level validates issuing control certificate
3. PP sends validated report + control certificate to LP
4. LP compiles the project level report + Application for Reimbursement
5. LP submits both to MA/JS
6. Verification by JS
7. Reimbursement of ALL oft he money to LP
8. LP transfers money to PP
44

The LP has to submit the Progress Report, including the AfR, twice a year, on a six-month
basis starting from month of the approval date of the project. The Progress Report & AfR
have to be submitted by the LP to the JS within 3 months from the end date of each
reporting period.

The Progress Report (and the Partner Report as well) is divided into Activity report and
Financial report parts. The Activity part of the PR is based on the Partner Report (PPR),
therefore the activity part of the Partner Report (PPR) follows mainly the structure of the PR.

The financial report part of the PR presents the expenditures validated by the Controllers at
national level in relation to the reported activities of the project, which are incurred and
paid by the LP and the ERDF / IPA PPs during the reporting period. As a first step these
expenditures of the LP and the ERDF / IPA PPs have to be verified by the controllers at
national level. Only validated expenditure can be reported by the project partners to the
45

Lead Partner, according to the following procedure. Each Project Partner, as well as the LP,
has to report and submit, in relation to the activities reported in the Partner Report its
expenditures incurred and paid, relevant for a reporting period for validation to the
designated Controller in its Partner State. Each project partner including the LP is
responsible separately for having its expenditure validated by the designated Controller in
its Partner State.

It should be also taken into consideration that the timeframe for the checking of the PR by
the MA/JS is prolonged with the time needed for the completions by the LP.
The MA/JS needs in general 30 days for the verification of the PR at the time of the first
submission. In case the content part or the financial part of the PR is requested to be
completed, additional 15 days for rechecking the completed PR and AfR by the MA/JS should
be calculated. After approval of the PR and AfR by the MA/JS, the Certifying Authority
initiates the transfer of the contributions from the EU Funds to the LP generally within 10
days.

5.2 Working periods

The project is divided into 5 working periods and at the end of each period a PR needs to be
submitted. :

Period Start Date End Date

1 01.01.2017 30.06.2017
2 01.07.2017 31.12.2017
3 01.01.2018 30.06.2018
4 01.07.2018 31.12.2018
5 01.01.2019 30.06.2019

After the finalisation of the project implementation, within the last Progress Report, the LP
must prepare the Final Report as well.
46

Beyond the periodical focus of the Progress Report, in the Final Report, the LP has to provide
a comprehensive overview of the project achievements, its contribution to programme and
project objectives, the outputs delivered, how the relevant target groups were involved and
how they will use these outputs; the measures ensuring durability and transferability of the
outputs. The report shall also give account of the expected impact, as well as its potentials
for capitalisation; the added value of cooperating on transnational level and the lessons
learnt. The Final Report is focusing mainly on the qualitative aspects of the implemented
project.
However, for internal reporting, monitoring of activities, deliverables and the financial status
of each partner related to the project is planned latest 3 month after beginning of the
respective period. This will give the LP the opportunity to manage and, if necessary, develop
together with each PP solutions for a smooth project implementation.
47

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Cross-clustering

partnership for boosting eco-innovation by developing a joint bio-based

Procet co-funded by the European Union (ERDF, IPA)

1. INTRODUCTION TO THE PROJECT & FINANCIAL MANAGEMENT HANDBOOK 7

2.1 LEAD PARTNER 9

3. DANUBIOVALNET WORK STRUCTURE 16

3.1 PROJECT PARTNERS 16

4.1 EMAIL CORRESPONDENCE 36

5.1 REPORTING OF PROJECT PROGRESS 44

most often fail) to create or back winners.

Synchronized A synchronized Scheme is a transregional funding exercise, which is built

1. Introduction to the Project & Financial Management Handbook

2.1 Lead Partner

2.2 European Regional Development Fund Partner (ERDF Partner) &

2.3 Associated Strategic Partner (ASP)

2.4 Project Management

2.4.1 Project Management Team

2.4.2 Steering Committee

2.4.3 Project Manager

2.4.4 Financial Manager

2.4.5 Communication Manager

2.4.6 Quality Assurance Manager

The quality assurance manager is responsible for:

2.4.7 Work Package Leaders

2.4.8 Activity Leaders

Activity Leaders Responsibilities

daily management and implementation of the activity under their responsibility;

2.5 Editorial Style

Do not use hyphenation!

Revisions shall be numbered as follows:

3. DanuBioValNet Work Structure

3.1 Project Partners

ASP1 Montenegro Vine Cluster MVC Montenegro

3.2 GANTT Chart

3.2.1 GANTT chart of the planned activities

3.2.2 GANTT Chart of the planned deliverables

3.3 Activities, Deliverables and Outputs

3.3.1 Work Package 1 Project Management

2017 in the eastern part of Danube region (scheduled in Bratislava) for

1.3.5 Final monitoring report of CMT for SCOM 5

3.3.2 Work Package 2 Communication

involvement of 11 cluster associations of 10 countries of the Danube Region enables the

stories from lagging behind regions.

academia organisation participated

3.3.3 Work Package 3 Value Chain Mapping

3.4.1 Roadmap reports for all three VC 3

3.3.4 Work Package 4 Strategy and Policy Actions

WP Leader PP10 MIZS

3.3.5 Work Package 5 Tool Development

and implementation script

3.3.6 Work Package 6 Pilot Action

3.3.7 Project Outputs

ERDF MIZS Gregor Svajger Gregor Svajger Gregor Svajger

4.1 Email correspondence

o DanuBioValNet: WP3 A-3.2. Cluster Mapping

9. Presentations can be accessed at the top of the interface.

4.3 Project website

5.1 Reporting of project progress

5.2 Working periods

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