The Cultural Heritage Research and Innovation landscape has changed significantly over the past few years. New political, technological and socio-economic parameters put emphasis on improving protection, conservation and restoration efficiency of European cultural heritage with green technologies, as well as developing and further exploiting high quality digitisation, open access and curation of digital assets. The need also exists to enhance the innovation potential and competitive edge of the Cultural and Creative Sector (CCS) to drive sustainable growth and job creation against global competition.
Responding to these challenges, the project will develop a pan European framework for a holistic approach to cultural heritage research and innovation, by creating the Alliance for Research on Cultural Heritage in Europe (ARCHE), a spearheading coordination network of researchers, innovators, heritage professionals, institutional bodies and citizens. The objective is to engage all cultural heritage actors in member States / Associated Countries in the co-design of research and innovation strategies and roadmaps that lead to research and innovation initiatives requiring multidisciplinary approaches and skills.
A detailed assessment of research and innovation gaps and needs for the next decade will be the basis for designing a Strategic Research and Innovation Agenda (SRIA) for joint programming aiming to increase awareness of heritage and European sense of belonging. A new purpose-built governance structure will be proposed that will effectively involve existing networks and new partners from relevant scientific disciplines and industries. It will also promote intensive and wide-ranging collaboration between cultural heritage, the arts, and the CCS. The SRIA and governance structure will be tested in a pilot operation in the third and final year.
Task 1.1: Preliminary Analysis
Mapping refers to: (a) European ERA-Net Co-funding schemes and other P2P networks; (b) European Programmes relating to CH/CCS in the frame of Horizon 2020 and Horizon Europe; and (c) R&I programmes and priorities relating to CH/CCS in MSs/ACs. One aim of the preliminary analysis is to define the typology of initiatives / programmes to be examined in each category, in a way to facilitate the identification of initiatives / projects for the subsequent steps of WP1. Another aim is to define in detail the base line of strategic priorities and criteria to be used for the assessment, as described in section 2.1, by examining the European action plans in the previous (2014 – 2020) and current (2021 – 2027) programming period and the JPI CH SRIA 2020. For this Task, partners will be supported by a seconded personnel from ENEA (Italian National Agency for New Technologies, Energy and Development) with long and qualified experience in coordinating and managing EU projects and in EU Co-funded schemes.
Task 1.2: Preparation of the investigation
The investigation will be based on responses to questionnaires and structured interviews. The preparatory work in this task comprises preparing the questionnaires and the interview strategies and question lines, as well as the development of lists of organisations / persons to contact in each mapping category.
Task 1.3: Investigation – initiatives in partnership networks
The investigation will look at the European ERA-Net Co-funding schemes and other P2P networks / projects identified in Task 1.1. The main information sources are authorities in charge of programming and implementation, as well as coordinators / stakeholders that can inform about the outcomes. Questionnaire & interviews examine implementation effectiveness, impacts, missed opportunities and gaps.
Task 1.4: Investigation – EU priorities
The investigation for European CH R&I examines the rationale behind priority-setting, as well as the degree to which identified needs are covered, based on desk research and interactions with programme managers and stakeholders using findings in Tasks 1.1 and 1.2.
Task 1.5: Investigation – CH programmes in MSs/ACs
The investigation will aim at identifying R&I programmes in the MSs/ACs that have potential for joint action at EU level using the criteria defined in Task 1.1. For such initiatives, the analysis will provide evidence on the needs to be covered, their (potential) European added value and indications of their effectiveness (list of topics in section 1.2). The interviews with national policy makers will examine the pros and cons and commitments for joint European against national/regional action.
Task 1.6: Assessment and Recommendations
The assessment will be conducted by comparing the priorities of the examined initiatives to the base line of strategic priorities developed in Task 1.1 (approach presented in section 1.2). Recommendations will be developed for: (a)Positive aspects, including good practices and lessons learned from the ERANet Co-funding schemes to consider in the ARCHE SRIA; (b) The priorities to be considered for developing the ARCHE SRIA; (c) The policy scenarios for future EU-level interventions. As for Task 1.1, partners will be supported in this Task by ENEA detached personnel
Task 2.1 Foresight analysis on future R&I CH challenges
Task 2.1 aims to explore and better understand the future landscape in which the ARCHE alliance will operate. Its activities include (see Section 1.2 for details related to the adopted Methodology): (a) Literature review of (i) existing analysis on research strategies, FET and innovation background and (ii) existing foresight studies (with a focus on horizon scanning studies) (M2-4); (b) Peer review (M5); (c) Workshop (virtual) attended by Task 2.1 team & stakeholders for assessing the long-term implications for the European context (M6) and report (M7).
Task 2.2 Strategic direction for ARCHE SRIA
Task 2.2 takes into account results/recommendations of landscape assessment in WP1 and the foresight analysis of Task 2.1. It provides a SWOT analysis of the JPI CH SRIA 2020. The SWOT analysis is expected to be the starting point for rethinking and remodelling the JPI CH SRIA 2020, taking into account changes in the CH R&I landscape, particularly in the post-COVID-19 environment. The new European Bauhaus approach and the twin (digital and green) transition will also be considered. The work of Task 2.2 will address the JPI CH SRIA 2020 as a whole, while adapting its themes to the long-term future scenario investigated in Task 2.1. The elaboration process (see Section 1.2) includes: (a) Driver Mapping workshop (Virtual – M10); (b)) development of SWOT Analysis (M11); (c)SWOT Analysis workshop (Virtual – M12); (d) assessing changes according to SWOT Analysis (M13); (e) Visioning workshop (Virtual – M14); (f) shaping the vision and mission of the ARCHE alliance and identifying key trends and recommendations for the ARCHE SRIA (M15-M16).
Task 2.3 Elaboration, finalising and publication of the ARCHE SRIA
The goal of Task 2.3 is to elaborate, validate and publish the ARCHE SRIA through multiple consultation rounds with different stakeholders and multiple draft SRIAs. Following the approach of section 1.2, Task 2.3 involves: setting up of the Working Groups, organisation of virtual consultations with Stakeholder Forums and collation of the outcomes of 5 thematic virtual workshops (see Task 5.3) in the ARCHE SRIA as a systematic framework; exchange with international organisations, neighbourhood countries and other long-term initiatives, complementarities and synergies with ARCHE SRIA; dialogue with other EU partnerships, JPIs, P2P networks to exchange best-practices and to ensure cross-fertilisation; organisation of a stakeholder workshop to finalise and validate the ARCHE SRIA (M24).
Task 3.1: Analysis of previous related experience and other EU Partnerships
Current governance structures of similar initiatives, like European partnerships and Missions, will be analysed and compared to the governance structure and mechanisms of JPI CH following the methodology in section 1.2. Conclusions will be drawn on basic trends observed, and common patterns and solutions given for specific characteristics, as well as their relevance and applicability to ARCHE.
Task 3.2: Requirement analysis
The plans developed for the ARCHE SRIA are used to assess requirements for coordinating programming and implementation of joint actions. Specific aspects to be taken into consideration relate to the interactions with CH/CCS stakeholders and the promotion of capacity building and technology transfer initiatives. The specifications for the ARCHE governance structure are developed from the analysis of these requirements.
Task 3.3: Governance structure for ARCHE
A governance structure meeting the specifications of Task 3.2 will be developed. This comprises preparing the Governance Terms of Reference, in the form of a full organisational plan specifying the functions and mechanisms for strategic, operational and administrative management and the decision-making processes. An outline governance structure will be presented in M18, enabling the staffing exercise (Task 3.4) to be initiated. For each management level, associated roles, responsibilities and position requirements up to the third level of management will also be provided.
Task 3.4: High-level staffing plan
Based on the governance structure, the Consortium will select the best-suited candidates (organisations and people) for each management function. The selection criteria will be defined taking into account management experience and track record. A selection committee will objectively and transparently assess nominations supported by at least three ARCHE partners.
Task 4.1: Sustainability analysis and development plan
A sustainability analysis will define the form to be given to the Alliance, the options being (a) an extension of the current form of JPI CH; (b) a European partnership; or (c) a combination of both. The quality criteria used will characterise inputs, coordination efficiency and outcomes / broader effects for each option. Examples of quality criteria have been presented in the discussion of the Sustainability Framework (section 1.2.A.3). Based on this choice, a detailed development plan will be finalised, giving emphasis on critical paths that may create bottlenecks and opportunities that may accelerate the launching of ARCHE.
Task 4.2: Final negotiation with new partners in the ARCHE Alliance
The work involves continuous interaction with potential new members of the Alliance coming from other European countries, or countries included in the International Cooperation Strategy of the EU. In addition to the geographic expansion, the ARCHE building strategy includes negotiations with organisations/stakeholders that represent other sectors, like CCS, that have been identified in the SRIA (WP2) and the sustainability analysis (Task 4.1).
Task 4.3: Launch of the Alliance
The SRIA governance structure will be updated taking into account the configuration of the Alliance as a result of previous promotion actions in WP5, as well as the negotiations conducted in T4.2. Detailed operational plans for all aspects of ARCHE will be implemented, leading to the final ARCHE launch event.
Task 5.1 Dissemination and promotion strategy
The Dissemination and Promotion Strategy (DPS) will be designed by M5 in accordance with the preliminary plan described in section 2.2A and will be updated in M14 and M26. During these updates, dates will be decided to organize a policy round table in Brussels.
Task 5.2 Dissemination and promotion material
1: Visual identity The visual identity (M2) will feature the ARCHE logo and be expressed through: a project leaflet (printable file, shared online), presentation & deliverable templates, a project presentation and a poster. 2: Presence and engagement A catchy CSA website will be specifically conceived and put online by M1 as the main information source on the project. It will be integrated to the Heritage Research Hub and will have a public area with information about the CSA project and a reserved area for project partners and the EC. Stakeholders will be reached through (a) quarterly project enewsletters posted on the website and emailed to contact lists; (b) press releases published during project implementation; (c) Short videos of interviews and testimonials from typical stakeholders (researchers, innovators, business experts,
citizens) on topics related to the development of the Alliance for CH R&I.
Task 5.3: Stakeholders’ engagement
The Task addresses the stakeholders’ engagement operational goal as presented in section 2 (Table 2-2). The action plans will be defined in DPS (Task 5.1), including dissemination of articles participation at events and 5 virtual thematic & 1 validation workshops for the ARCHE SRIA development (WP2).
Task 5.4: Raising awareness
The Task addresses the operational goal of creating broader awareness of ARCHE as outlined in section 2 (Table 2-2). The concrete action plans will be the ones defined in the DPS (Task 5.1), including use of social media, press releases, and cooperation with existing Citizens’ platforms.
Task 5.5: Securing commitments and funding sources
The Task addresses the operational goal of harmonising research agendas and securing funding, as outlined in section 2 (Table 2-2). The action plans will be the ones defined in the DPS (Task 5.1), including policy-related articles and presentations and 5 Workshops (WP4 – physical presence) with senior representatives of national government bodies and international organisations funding research and innovation programmes.
Task 5.6: Presentation of the ARCHE Alliance
The CSA will be opened with a high-profile event during the French Presidency in the first semester of 2022. The main outcomes and conclusions of the CSA involving the consolidation of the ARCHE Alliance will be presented to senior decision-makers, key reference organisations in CH, EU and national players in a final conference organised in Brussels. ARCHE SRIA documentation will also be prepared in the form of conference proceedings accompanied with a press release.
Task 6.1: Setting up the management process
The main management processes will be set up at project start: guidelines / templates for implementation plans); internal progress reporting; setting up an internal communications platform; standards for ethics and professional conduct; guidelines on managing contacts/data relating to dissemination & exploitation activities.
Task 6.2: Coordination and quality assurance
The focus is on ensuring proactive management and efficient communication between all project stakeholders. Continuous and detailed monitoring will enable the management to evaluate the overall direction, progress and performance of the project and to determine how results impact on the work being performed.
Task 6.3 Reporting
Preparing and consolidating the CSA technical reports will be in line with the Grant Agreement, in addition to quarterly internal financial and resource utilisation reports.
Task 6.4 Ethic compliance
This Task will continuously monitor compliance of activities performed within the framework of the project, with ethical principles and relevant legislations, and identify issues that may require additional attention. All partners will contribute to implement the same ethical standards, adding the national specificities whenever required.
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