Projects that bring together partners from very different parts of Europe can take advantage of the different perspectives and the range of skills that are potentially available. In addition, partners who are concerned with complementary aspects of the project will make a stronger Consortium than partners who are too similar and may even find themselves competing. Diversity up and down the supply chain will help to ensure that the necessary enabling technologies are available and that the results of the project are taken forward into application.
Selecting partners from different industry sectors might further help to broaden the project and achieve critical mass. At the same time, cultural differences can also be an obstacle if partners fail to understand them and allow for them. Good communication, clear agreement, and careful joint planning are essential if diverse partners are to work together in a coordinated way.
No single culture is the right one and ways have to be found to accommodate diversity and to work with it to achieve the benefits.
There is no set prescription for what makes a good Consortium and no advantage to be gained by having a certain number of partners or types of partner. What matters is that the partnership is the right type and size to achieve the project objectives. It is important to ensure that all the project partners have a clear understanding of the nature of the collaboration and are fully committed to it.
In the early stages of formulating a collaborative consortium the Consortium Agreement has not yet been formed. However, it is often the case that teaming agreements are made.
These cover aspects such as confidentiality, non-competition, background IPR etc. There are no EU rules for teaming agreements. Clearly they should not conflict with the eventual Consortium Agreement and Commission contract, but they can be made to cover any of the risks and fears of the partners in the early tentative stages of Consortium building.
To fix the conditions and modalities of co-operation between partners, the conclusion of a Consortium Agreement is obligatory for most of the actions. The European Commission will not be a party within this agreement and will not have to give its approval to it. For proposals selected for funding, the European Commission will conclude a contract establishing rights and obligations of all participants.
This concerns in particular provisions for the scientific, technological and financial monitoring, for the updating of objectives, changes in Consortium membership, payment of the Community financial contribution and rules for dissemination and use of knowledge. The contract will be concluded between the European Commission and all participants. The partners in a Consortium are jointly and individually liable for the implementation of the contract.
This means that if one contractor fails to perform their duties or to pay any financial reimbursement due to the Commission then the other partners are responsible for meeting those obligations. The initiation phase is composed of the partner search, project design and proposal writing.
Mistakes arising in this phase can cost the whole consortium dearly and might even lead to an early project termination. In several cases the consortium must be composed of at least three entities from three different Member States.
The cornerstones of good project governance are the steering committee, the sponsors, and the bid manager and team. Senior representatives from the sponsors comprise the steering committee SC. Steering committee meetings will normally take place on a regular basis. As explained later, there will always be a working team structure not included in the above exhibit that will be in charge of preparing the technical, legal, and financial solutions. Prior to submitting the bid, each individual sponsor must obtain approval from its internal investment committee.
Additionally, the consortium as a whole must obtain the approval of the steering committee to submit its bid because the decision to submit a final RFP response constitutes a formal decision to invest. Consequently, in order to submit a RFP response, all members of the consortium must be fully aligned and agree on its terms and conditions. In such a situation, it will be the steering committee that will try to broker an agreement.
Once this is achieved, the RFP response can be submitted. One of the most important governance challenges the steering committee faces is the need to deal with and manage disputes among the sponsors. Some sponsors might not be percent aligned with each other, or they might be unable to adopt a consistent approach to the PPP project risks.
To deal with key decision-making and conflicts of interest, it is normal to have in place the following procedures and mechanisms:. Sometimes it may be committed to provide the whole amount underwriting so as to allocate part of the funds among other banks syndication. Skip to main content. During this time any progress you make on the Online Training Course will not be saved. Thank you for your patience. Download PPP Guide. Albanian Shqip. About PPP. According A. Although Ukraine has legislation and strategies for university-business cooperation improvement, in many cases these strategies are not implemented.
At many cases students not obtain skills that IT-sector needs. Even more, game business sector is dissatisfied with sectoral continuing training services, which are either non-existent or highly insufficient The Dealbook of Ukraine, Therefore, UA GI is seeking on the qualified employees, promising a numerous job vacancies, while the number of engineers-graduates with competence that fit to the game industry employee profile is almost zero.
The purpose of this project is to build the bridge, to connect in mutually beneficial and viable cooperation university and game industry fostering human investment into the Ukrainian emerging ICT creative business sector.
The project target group can be viewed as the large set of economic players: representatives of HEIs — faculty staff and students; and continuing education — applicants of unemployment centers, ATO veterans, and engineers, interested to work in the game development sector. For this target group we will promote the professional development in digital game as a part of ICT. During project we will produce: 1 competence profile of sector employees which will describe generic characteristics deemed important for successful performance of work at the junior, intermediate and senior professional levels in digital game sector; 2 game labs and teaching resources at n ew and innovative subject - will modernize the UA engineering education, encouraging voluntary convergence with European CGD developments in HE curricular, and enhancing relevance of HE for the UA labour market.
The project results would affect Ukrainian educational and economic transformation promising highly-skilled and well-paid jobs for the graduates and next generations; the stronger integration of Ukraine into the global economy; wellbeing through online services: e-health, e-government, smart homes and cities, etc. GameHub proposal benefits from the great impact of all members of consortium: both institutions and involved key staff, which will contribute their experience and competence into the successful realization of the project.
This experience composes of: -running study programmes, courses and prepared learning materials in HEIs; -research at EU and national project on development serious games and creative application allowing improving quality of life in society; -actions focused on the building university-industry cooperation, HEIs in-house internships; -performed trainings designed for adults, VET and industry employees.
Some of them are presented below. Equipped with this knowledge, you can now search for partners and allocate them. Now, if any of your friends or peers qualify to the functional requirements of the project — invite them to join! Following the above process properly can ensure you formulate a successful consortium for your Horizon Europe project. Of course, this process may involve stepping out of your comfort zone in terms of partnering.
But the ultimate result will be a robust consortium structure that will serve both the highly competitive pre-award phase and the post-award phase. Once such a robust consortium structure is in place, we urge you to learn more about the process of curating the Consortium Agreement. For additional assistance regarding your Horizon Europe project, please refer to our Deep Dive and Professional Coordinator services.
0コメント