PROJECT MANAGEMENT HANDBOOK D 1.1 - Bridges
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VERSJON 2 – 28.02.2021
620574-EPP-1-2020-1-NO-EPPKA3-VET-COVE
“BLUE REGION INITIATIVES FOR DEVELOPING GROWTH,
EMPLOYABILITY AND SKILLS IN THE FARMING OF FINFISH”
Project number: 620574-EPP-1-2020-1-NO-EPPKA3-VET-COVE
Erasmus + Centres of Vocational Excellence LOT 3 project
www.bridges.eu
PROJECT MANAGEMENT HANDBOOK
D 1.1
AUTHORS: DAG WILLMANN / JOHN BIRGER STAV
TRØNDELAG COUNTY AUTHORITY / EASY LEARNING SOLUTIONS
Project management handbook
The European Commission support for the production of this publication does not constitute
endorsement of the contents which reflects the views only of the authors, and the Commission
cannot be held responsible for any use which may be made of the information contained therein
COPYRIGHT
©Copyright 2020-2024 the Bridges Consortium, consisting of:
• Trøndelag County Authority, Norway
• SalMar Farming, Norway
• Blue Competence Centre, Norway
• Easy Learning Solutions, Norway
• Icelandic College of Fisheries, Iceland
• Holar University, Iceland
• University of Akureyri, Iceland
• Arnarlax, Iceland
• Gullmarsgymnasiet/Lysekils vuxenutbildning, Sweden
• Nordic Trout Sweden, Sweden
• Peimari Group for Further Education and Training (Livia College), Finland
• Nordic Trout, Finland
This document may not be copied, reproduced or modified in whole or in part for any purpose
without written permission from the Bridges Consortium. In addition to such written permission to
copy, reproduce or modify this document in whole or part, an acknowledgement from the authors
of the document and all applicable portions of the copyright notice must be clearly referenced.
All rights reserved.
This document may be updated if needed and changed without notice.
1
CONTENT:
ABOUT THIS DOCUMENT ....................................................................................................................... 3
WHY Bridges ........................................................................................................................................... 5
Contract responsibilities – Beneficiary and Partners ............................................................................ 6
Contracting phase ............................................................................................................................... 6
Partner Agreements ............................................................................................................................ 6
Administrative and financial reporting ................................................................................................. 7
Eligibility period .................................................................................................................................. 7
Deadlines for reporting to the Comission ........................................................................................... 7
Partner financial reporting to the beneficiary .................................................................................... 8
Financial reporting categories ............................................................................................................ 8
Financial reporting templates ........................................................................................................... 10
How long should we keep financial records ................................................................................. 10
Upper limits................................................................................................................................... 10
Daily staff rates pr. category ......................................................................................................... 10
Grant instalments to partners ...................................................................................................... 11
Technical reporting............................................................................................................................... 12
Bridges work plan and deliverables .................................................................................................. 12
Technical reporting template............................................................................................................ 13
Project management structure ............................................................................................................ 14
Management board (MB) ................................................................................................................. 14
Technical board (TB) ......................................................................................................................... 15
Project communication ........................................................................................................................ 16
Project meetings................................................................................................................................... 17
Visits by the administrative agency ..................................................................................................... 18
Dissemination and Exploitations ......................................................................................................... 19
Evaluation ............................................................................................................................................. 20
Intellectual property rights .................................................................................................................. 21
Logos ..................................................................................................................................................... 22
Conclusions ........................................................................................................................................... 23
APPENDIX 1 – Time sheets ................................................................................................................... 24
APPENDIX 2 – Template for reports .................................................................................................... 25
Contact persons for this report:........................................................................................................... 26
2ABOUT THIS DOCUMENT
The Bridges project, partly funded by the KA3 Sector Skills Alliance Action of the Erasmus
Plus Program, runs from November 1st, 2020 to October 31, 2024. This document provides
information on the internal management and administrative procedures of the Bridges project.
The document addresses project partners. The document aims to provide information that will
facilitate smooth project implementation through accurate and timely reporting, collaboration,
and activity management.
The document presents information related to the contract phase of the project, the collaboration
tools to be used by the Bridges consortium, communication channels, upper limits for each cost
category, deadlines for the submission of periodic administrative and financial reporting both
internally and towards the Executive Agency administrative authorities, deadlines for technical
reporting based on implementation milestones. Furthermore, the document outlines the project
management structure, decision-making procedures, and recommended communication channels
between partners.
This document does not aim to replace the Erasmus Plus Project Management Handbook [2].
Rather, it aims to provide internal management procedures that are particular to the Bridges
project itself aiming to facilitate timely and smooth project management. The document is in line
with the Erasmus Plus Project Management Handbook. When in doubt, the Project Handbook
should always serves as the main reference document.
3GLOSSARY
Beneficiaries Individuals, groups, or organizations, whether
targeted or not, that ultimately benefit,
directly or indirectly, from the project.
Dissemination The process of making the public aware of
work done in the context of the project.
Deliverable A tangible or intangible object produced as a
result of the work done in the context of the
project that is intended to be delivered to the
internal or external stakeholders, evaluators,
administrative authorities, etc.
Work package (WP) Total of all the products, services, reports,
methodologies of a project as a result of the
teamwork.
Evaluation The process undertaken to judge the worth,
value, effectiveness of the outputs of the
project for quality assurance purposes.
Objectives The intended goals that the project is
expected to achieve and which lie in its own
sphere of influence.
Stakeholders Agencies, institutions, groups or individuals
that have a direct or indirect stake or
commitment in the project design,
implementation, benefits, or its evaluation.
Work Plan A deliverable-oriented hierarchical
decomposition of the work to be executed by
the project group to accomplish the project
objectives and create the required
deliverables.
4WHY BRIDGES
The BlueEDU, SSA Lot 2 project (Project number 575235-EPP-1-2016-1-NO-EPPKA2-SSA-N)
researched the needs of 12 European countries cage farming finfish, correlating aquaculture VET
demand, with supply to determine any deficiencies, leading to recommended VET development
actions.
The BRIDGES Network of CoVE targets the development of aquaculture VET and Higher VET
transnational platform, with a strong emphasis on the modernisation and digitalisation of work-
based learning and apprenticeship systems, within four north European countries producing finfish.
VET delivery teams will be developed in partnership with the industry (fish producers and
technology supply companies) including SMEs and larger companies. Work based learning
pedagogies and digital learning resources and tools will be developed that allow each country to
create the ‘blend’ of work-based and alternative methods of VET delivery, to suit its own priorities,
resources, national VET systems and stage of aquaculture VET development.
Collaboration between VET providers will be supported by a ‘Shared Framework of Learning
Outcomes’ (SFLOs) underpinned by an industry led Common Competence Framework (CCF), to
inform the collaborative development of learning resources, assessment processes and pedagogy.
The SFLOs will ease the recognition of qualification equivalencies, assisted by ECVET and supporting
learner mobility and shared delivery by VET specialists and industry experts, contributing to a
unitised and modernised VET delivery system, that can be shared both nationally and
transnationally.
Partners will create links between their CoVE activities and other national developments through
careful negotiation with national stakeholders, to ensure complementarity with proximate ongoing
initiatives. Each VET provider will develop business support services that support the development
of innovation within aquaculture SMEs and larger companies (fish producers and technology
suppliers), including the processes, staff skills and organisational cultures required to support and
foster aquaculture innovation. The development of VET pathways to Higher Education (HE) and the
forging of links with HE academic research, innovations agencies and stakeholders responsible for
regional economic development, will be instrumental within a collaborative approach to supporting
innovation. Bridges will be built between organisations that can be encouraged to work more
creatively with aquaculture VET providers to amplify and extend the impact of aquaculture VET,
nationally and transnationally within Europe.
The Bridges project, co-funded by the Erasmus Plus action and running from 2020 to 2024, aims to
deal with VET development, entrepreneurship and innovation specially connected to educational
needs.
Target countries: Norway, Iceland, Finland and Sweden
The Bridges mission is to help the finfish sector and industry to find ways of developing the
workforces’ knowledge, skills and qualifications more effectively and efficiently and also to develop
VET schools in the target countries to take a leading role as a hub for helping the industry with
education, entrepreneur and innovation issues. We would like to see the number of staff holding
relevant and reliable aquaculture qualifications to increase, thereby professionalizing the European
workforce. The consortium believes that the provision of accessible, high quality, innovative work-
based training and qualifications will be most influential in achieving this ambition. The overall goal
is, in collaboration with the finfish industry, to identify skills gaps and entrepreneurship/innovation
needs within the finfish sector.
5CONTRACT RESPONSIBILITIES – BENEFICIARY AND PARTNERS
CONTRACTING PHASE
The beneficiary (Trøndelag County) bears responsibility for timely and accurate
financial reporting towards Executive Agency administrative authorities with related
input from the co-beneficiaries. In addition, the beneficiary bears responsibility for
timely technical reporting towards administrative authorities on the BRIDGES work
plan. The beneficiary is further responsible along with the co-beneficiaries for the
implementation of activities that closely follow the proposal work plan and the quality
of outcomes.
A Grant Agreement has been signed between the beneficiary and the European
Commission in November 2020 detailing responsibilities of each party towards the
smooth implementation of the BRIDGES work plan. At the time of proposal preparation
the beneficiary signed with each co-beneficiary a Letter of Mandate in two copies, one
for the beneficiary and one for the co-beneficiary, which gave the beneficiary the right
to sign the Grant Agreement with the Commission on behalf of the co-beneficiaries. As
a result, all co-beneficiaries have in effect sign the Grant Agreement.
PARTNER AGREEMENTS
During the first four months of the project implementation period the beneficiary
prepares Partner Agreements between the beneficiary and each co-beneficiary. Each
Partner Agreement is to be signed in two copies, one for the beneficiary and one for
the co-beneficiary, by the legal representative of each organization.
The agreements aim to facilitate smooth collaboration and include information such as:
• Foreseen total project budget, grant ceiling and co-financing.
• Foreseen co-beneficiary budget, grant ceiling and co-financing.
• Project eligibility period.
• Partner bank account information into which the grant instalments will be
made by the beneficiary at predefined dates.
• Information on financial reporting, including periodic report dates.
• Beneficiary and co-beneficiary obligations and liabilities.
• A grant instalment plan from the beneficiary to the co-beneficiaries.
• Intellectual property rights.
• Work plan information.
The beneficiary and co-beneficiaries have each:
• A copy of the Grant Agreement, with signatures for the beneficiary and the
commission.
• A copy of the Letter of Mandate with signatures.
• A copy of the Partner Agreement with signatures.
6ADMINISTRATIVE AND FINANCIAL REPORTING
The European Commission in the Erasmus + Project Handbook sets precise rules for
administrative and financial reporting. The project handbook must be the reference document
whenever a partner is in doubt of reporting procedures. F7or the benefit of project partners,
basic information is included in the following sections. However, please note that this report
does not aim to replace the Project Handbook, but rather to constitute a quick reference guide
providing some easy reporting guidelines for the consortium.
ELIGIBILITY PERIOD
The BRIDGES project eligibility period officially starts on November 1st, 2020 based on
the Grant Agreement signed between the beneficiary and the European Commission.
The duration of the implementation period is 48 months. The implementation period
ends on October 31th, 2024.
Only costs incurred during the project implementation period as it is defined above, are
eligible under the Grant Agreement.
DEADLINES FOR REPORTING TO THE COMISSION
According to the Grant Agreement, the beneficiary must submit:
• A progress report by December 31th, 2021 covering the period 01/11/2020 –
31/10/2021, December 31th, 2022 covering the period 01/11/2021 –
31/10/2022 and December 31th, 2023 covering the period 01/11/2022 –
31/10/2023.
• A final report by December 31th, 2024 covering the entire implementation
period of the project, 01/11/2020 – 31/10/2024.
The Progress and Final Reports have a public and a confidential part. The public part
aims to provide information on project objectives, implementation methodology, and
outcomes easily understood by the general public; it may be published on the
Executive Agency’s related thematic portals. The confidential part is going to be read by
the Executive Agency’s administrative authorities. It includes financial information
related to expenses incurred during the reporting period. The Progress and Final
reports accompanies by copies of interim and final results. The results are expected to
be completed within the corresponding reporting periods.
The beneficiary develops the Progress and Final reports with input from the co-
beneficiaries. Based on the Partner Agreements, and to ensure timely reporting to the
Executive Agency, each co-beneficiary must report the required financial information,
accompanied by supporting documents, to the beneficiary one month before the
deadline for the submission of the Progress and Final reports as this is stated above
and in the Grant Agreement.
7PARTNER FINANCIAL REPORTING TO THE BENEFICIARY
As a good practice guideline, co-benefisiaries must report expences to the benefisiary
every 6 months, namely by:
• 01/05/2021 • 01/05/2023
• 01/12/2021 • 01/11/2023
• 01/05/2022 • 01/05/2024
• 01/12/2022 • 01/11/2024
Financial reporting includes the following; (1) a summary financial report (2) possible
supporting documentation for reported expences.
FINANCIAL REPORTING CATEGORIES
Costs are eligible only if they are directly related to the implementation of the work
plan. Costs fall into predefined costs categories, as these are defined in the Project
Handbook. The following cost categories are foreseen in the BRIDGES project:’
Staff costs
These costs include costs for statutory staff (permanent or temporary) as well as
temporary staff recruited through a specialized external Agency. This category does not
include subcontracting costs. Maximum rates are defined for each staff category and
for each country based on predefined limits set by the Agency. There are different
levels of rates for each of the 4 staff categories. When reporting staff costs, partners
should apply the fixed country specific costs for each staff category (employee) in the
organisation. This amount includes social costs. The staff must get paid a salary for
their work.
Staff cost by category
Manager Teacher/Trainer/Researcher Technician Administrative
Overall total
Overall total Number of Number of Number of Number of
number of Total staff cost Total staff cost Total staff cost Total staff cost
staff costs working days Cost per day working days Cost per day working days Cost per day working days Cost per day
working days by category by category by category by category
on the project on the project on the project on the project
10 917 4 224 036,00 54 26 372,00 9 502 3 795 710,00 581 162 118,00 780 239 836,00
Partner Name Country
P01 Ttrøndelag CountyNorway 2 781,00 1 043 878,00 10,00 430,00 4 300,00 2 126,00 399,00 848 274,00 184,00 258,00 47 472,00 461,00 312,00 143 832,00
P02 Blue CompetenceNorway
Centre 900,00 367 420,00 4,00 460,00 1 840,00 812,00 424,00 344 288,00 40,00 276,00 11 040,00 44,00 233,00 10 252,00
P03 Salmar Farming Norway 298,00 135 944,00 4,00 614,00 2 456,00 270,00 460,00 124 200,00 0,00 364,00 0,00 24,00 387,00 9 288,00
P04 Easy Learning Solutions
Norway 1 250,00 528 300,00 4,00 500,00 2 000,00 1 002,00 450,00 450 900,00 220,00 310,00 68 200,00 24,00 300,00 7 200,00
P05 The Icelandic Fishery
Iceland
College 970,00 381 541,00 4,00 430,00 1 720,00 917,00 399,00 365 883,00 25,00 258,00 6 450,00 24,00 312,00 7 488,00
P06 Holar University College
Iceland 970,00 377 416,00 4,00 430,00 1 720,00 882,00 399,00 351 918,00 45,00 258,00 11 610,00 39,00 312,00 12 168,00
P07 Arnarlax Iceland 298,00 122 174,00 4,00 614,00 2 456,00 270,00 409,00 110 430,00 0,00 364,00 0,00 24,00 387,00 9 288,00
P08 University of Akureyri
Iceland 610,00 233 059,00 4,00 430,00 1 720,00 515,00 399,00 205 485,00 47,00 258,00 12 126,00 44,00 312,00 13 728,00
P09 Gullmargsgymnasiet/Lysekil
Sweden voxenutbuilding 1 122,00 379 620,00 4,00 470,00 1 880,00 1 084,00 340,00 368 560,00 10,00 270,00 2 700,00 24,00 270,00 6 480,00
P10 Nordic Trout Sweden
Sweden
AB 298,00 114 560,00 4,00 575,00 2 300,00 270,00 390,00 105 300,00 0,00 290,00 0,00 24,00 290,00 6 960,00
P11 Peimari Group forFinland
Further 1 122,00 425 564,00 4,00 420,00 1 680,00 1 084,00 383,00 415 172,00 10,00 252,00 2 520,00 24,00 258,00 6 192,00
P12 Nordic Trout AB Finland 298,00 114 560,00 4,00 575,00 2 300,00 270,00 390,00 105 300,00 0,00 290,00 0,00 24,00 290,00 6 960,00
T 1. Estimated budget for the Bridges partners in the project proposal.
Travel and subsistence costs
Subcontracting costs
Other costs
8FINANCIAL REPORTING TEMPLATES
Financial reporting must be submitted through the appropriate excel spread sheet,
which is available in the member only area of the project web site and Teams area, and
which provides a summary of all expenses for the reporting period. Details for each
staff costs must be provided through the corresponding excel template. Please note
that copies of the corresponding invoices for travels should not accompany the
financial report.
One cost reporting template exists per cost category; travel costs, travel and
subsistence costs, subcontracting costs and time sheets for reporting staff costs. The
templates are available at the member only area of the project web site and Teams
area.
Financial reporting takes place internally every 6 months. Consortium partners must
forward to the coordinator all expenses and supporting documents at 6 month
intervals. This process is installed for several reasons related to sound project
management: to ensure that partners and the coordinator maintain an up-to-date file,
to allow reasonable time for reviewing the costs charged to the project and make
corrections if necessary, to avoid last minute reporting at the Progress and Final
reporting.
HOW LONG SHOULD WE KEEP FINANCIAL RECORDS
Partners must keep financial records for a period of 5 years after project final report
has been completed. These records must be available in the case of an audit.
UPPER LIMITS
This section provides information on the upper limits accepted by the European
Commission on staff costs. The information is based on the Project Handbook as well as
the limits imposed for each partner by the European Commission in the contract signed
between the beneficiary and the Commission. For more information please refer to the
Project Handbook.
DAILY STAFF RATES PR. CATEGORY
The average daily staff rates for each partner and each staff category are outlined in the
budget lines. These rates were foreseen at the time of the preparation of the project
proposal and must be respected when reporting staff expenses.
Please note that in the project proposal expences are foreseen in the project proposal
in staff categories 1, 2, 3 and 4.
Maximum staff rates for each staff category are imposed by the financial rules outlined
in the Project Handbook. The maximum rates per country are defined in the Project
Handbook and in the budget.
10GRANT INSTALMENTS TO PARTNERS
The grant allocated to each partner has been determined at proposal preparation time
based on the activities to be undertaken and is further stated in the Partner Agreement
between the beneficiary and the partner.
Grant instalments are made to specific partner account, which is identified in the
Partner Agreement. Any changes to this account must be reported to the coordinator.
Both parties in the case of an account change must sign an amendment to the Partner
Agreement.
Once both parties have signed the Partner Agreement, the beneficiary will make a
forward instalment of 20% of the foreseen total grant to each partner. Following the
recommendation of the Erasmus + programme administrative authorities, additional
instalments will be made on regular basis upon receipt by the beneficiary of the
financial reporting and upon completion of related tasks and upon timely submission of
the periodic financial expense reports. Specifically, 3 more instalments of
approximately 20% of the total grant of each co-beneficiary will be at regular intervals
to beneficiaries.
A final payment to the partners will be made after the approval of the Final Report by
the Commission. The final payment will be no more than 20% of the total foreseen
grant for each co-beneficiary.
11TECHNICAL REPORTING
This section provides guidelines on the technical reports and deliverables foreseen in the
BRIDGES work plan, including titles, deadlines, and formatting requirements.
BRIDGES WORK P LAN AND DELIVERABLES
This section provides a Gant chart of the BRIDGES work plan with Work Package (WP)
and deliverables (D), the WP leader and deadlines for completion according to the
BRIDGES proposal. For more details please refer to the BRIDGES proposal and project
description.
Completed in month: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48
WP1 Project management (TC)
a. D1.1 Project management handbook
b. D1.2 Partner agreements
c. D1.3 Meeting minutes
d. D1.4 Management reports
WP2 Preparation - Aquaculture Skills Foresight (Salmar)
a. D2.1 Communication guideline
b. D2.2. Common Competence Framework
WP3 Implementation - Framework of shared learning outcomes (TC)
a. D3.1 Learning outcome
b. D3.2 Framework of shared learning outcomes (FSLO)
c. D3.3 Updated ESCO standards
WP4 Implementation - Work-based learning innovation (ELS)
a. D4.1 Work-based learning delivery team guidelines
b. D4.2 VET practitioner development guidelines
WP5 Implementation - Aquaculture work-based learning resources (TC)
a. D5.1 Recognition and accreditation of prior learning
b. D5.2 Re-purposing existing e-learning digital resources
c. D5.3 Development of aquaculture e-learning resources
d. D5.4 Evaluation of assessment instruments and methods
e. D5.5 Individual learning and assessment plans
WP6 Implementation - Aquaculture work-based learning pilots (Holar)
a. D6.1 Norwegian aquaculture work-based pilots
b. D6.2 Icelandic aquaculture higher VET work-based learning pilot
c. D6.3 Icelandic aquaculture VET work-based learning pilot
d. D6.4 Finnish aquaculture VET work-based learning pilot
e. D6.5 Swedish aquaculture VET work-based learning pilot
WP7 Quality assurance (IFC)
a. D7.1 Common Competence Framework (CCF)
b. D7.2 Framework of shared learning outcomes
c. D7.3 Learning Resources
d. D7.4 Assessment Instruments
WP8 Evaluation (BCC)
a. D8.1 Pilot feedback data analysis
b. D8.2 Delivery team internal evaluations
c. D8.3 External project evaluation
WP9 Dissemination (TC)
a. D9.1 Bridges web-site
b. D9.2 Events, networks and associations
c. D9.3 Hard copy publications
WP10 Implementation - VET responsiveness towards industry needs (BCC)
a. D10.1 Industry Forum – Annual meeting to explore Aquaculture VET demand
and supply
b. D10.2 Company micro-forums
c. D10.3 Industry in Education Partnerships
d. D10.4 Vocational and Education Exhibition Trade Fair
e. D10.5 Aquaculture Workshops and Conferences
WP11 Implementation - VET enhanced regional development, innovation and
entrepreneurship (UNAK)
a. D11.1 Handbook Supporting Development of SME Innovation
b. D11.2 SME Action Plan checklist
c. D11.3 BRIDGES – Knowledge triangles
d. D11.4 Toolbox for SMEs Innovation Ecosystems
e. D11.5 Innovation Camps
f. D11.6 BRIDGES Methodology for Pedagogical Entrepreneurship
Figure 2. BRIDGES work plan Gant chart.
12Leaders of activity:
WP 1 Dag Willmann, Trøndelag County Authority
WP 2 Asgeir Johansen, SalMar Farming
WP 3 Dag Willmann, Trøndelag County Authority
WP 4 John B. Stav, Easy Learning Solutions
WP 5 Dag Willmann, Trøndelag County Authority
WP 6 Bjarni, Holar University
WP 7 Olafur, Icelandic College of Fisheries
WP 8 Benedicte Brubakken, Blue Competence Centre
WP 9 Dag Willmann, Trøndelag County Authority
WP 10 Benedicte Brubakken, Blue Competence Centre
WP 11 Rannveig, University of Akureyri
TECHNICAL REPORTING TEMPLATE
To ensure homogeneity in the authoring format of technical reports and written
deliverables to be developed in the context of the BRIDGES work plan a Technical
Report Preparation Template is available for the partners. The template gives
formatting guidelines, such as fonts for headers and paragraphs, spacing, cover page
design, headers and footers, references, etc and can be found on-line in the members
only areas. This report has been prepared following the formatting guidelines of the
Technical Report Preparation Template.
13PROJECT MANAGEMENT STRUCTURE
The project is led by a Project Manager (PM), who is responsible for the overall smooth
implementation of the work plan in terms of financial and administrative reporting, technical
implementation, partner collaboration. The Coordinator and Project Manager is Dag Willmann
from Trøndelag County Authority, the beneficiary organization.
Figure 3: Project management structure
Two boards assist the Project Manager in his responsibilities:
MANAGEMENT BOARD (MB)
The Management Board is responsible for the smooth administrative and financial
management of BRIDGES activities according to the Project Handbook rules. One
senior representative from each partner comprises it:
• Espen Arntsberg, Trøndelag County Authority
• John B. Stav, Easy Learning Solutions
• Roger Bekken, SalMar Farming
• Benedicte Brubakken, Blue Competence Centre
• Bjarni, Holar University
• Olafur, Icelandic College of Fisheries
• Rannveig, University of Akureyri
• Bjørn Hembre, Arnarlax
• Martin Odell, Gullmarsgymnasiet Lysekil
• Antti Forsman, Livia College
• Alf Håkan Romar, Nordic Trout Finland / Nordic Trout Sweden
14TECHNICAL BOARD (TB)
The Technical Board is responsible for the smooth implementation of the BRIDGES
work plan as this has been defined in the project proposal. The Board must ensure
effective partner collaboration, timely completion of deliverables, observation of
dependencies among work packages and quality of results.
The Technical Board evaluates input from all partners on project implementation
progress and takes corrective actions where necessary. The Technical Board will work
closely with the Administrative Board and the Project Manager to ensure smooth
implementation of foreseen activities within the context and scope of the BRIDGES
approved budget.
The following is the members of the Technical Board and the activities that each is
responsible for:
• WP 1 - Dag Willmann, Trøndelag County Authority
• WP 2 - Asgeir Johansen, SalMar Farming
• WP 3 - Dag Willmann, Trøndelag County Authority
• WP 4 - John B. Stav, Easy Learning Solutions
• WP 5 - Dag Willmann, Trøndelag County Authority
• WP 6 - Bjarni, Holar University
• WP 7 - Olafur, Icelandic College of Fisheries
• WP 8 - Benedicte Brubakken, Blue Competence Centre
• WP 9 - Dag Willmann, Trøndelag County Authority
• WP 10 - Benedicte Brubakken, Blue Competence Centre
• WP 11 - Rannveig, University of Akureyri
15PROJECT COMMUNICATION
All partners should be able to collaborate and communicate effectively for the project needs.
The available tools for the collaborative interaction are:
• A mailing list that includes all individuals working towards the BRIDGES work plan.
• A Microsoft Teams area which can exchange ideas through a chat, share documents and
work together on the same documents.
• Video and telephone conferences can be initiated with the involvement of all partners
to facilitate face-to-face communication in-between consortium meetings. Telephone
conferences do not require any special hardware or software on behalf of participation
partners. Videoconferences require a PC or laptop with camera and microphone and the
of a videoconferencing application, such as Microsoft Teams. The coordinator has access
to and may host videoconferences in Microsoft Teams.
• A member only area on the project website is available for sharing documents and
consortium-restricted information among partners: https://www.bridges.eu
• All partners will actively and timely inform the project management team on changes of
their coordinates, contact person or changes in other information needed for executing
the project. Project Management team makes this information available for all partners.
16PROJECT MEETINGS
Consortium-wide meetings are foreseen in the BRIDGES proposal on a bi-annual basis. In a post
Covid 19 situation consortium partners will organise the meetings in a rotating order, but in the
meantime the meetings will be organized by the coordinator in Microsoft Teams. Partners will
decide the location and dates of the project meetings.
Each meeting will have an agenda to be prepared by the beneficiary and circulated in advance
allowing input by partners and adjustments. The meeting discussions will be detailed in
meeting minutes, to be prepared upon completion of the meeting by the beneficiary.
Intermediate meetings may be scheduled among smaller groups of partners focusing on
specific sub-tasks if this is deemed necessary.
Given that a number of consortium partners are schools facing additional scheduling
restrictions due to ongoing classes, the consortium will schedule meetings on dates that meet
particular requirements of all partners. If necessary the participation of specific partners via
video-conferencing or other means will be considered.
17VISITS BY THE ADMINISTRATIVE AGENCY
The Agency may conduct visits to the beneficiary, or may participate in project meetings as an
observer in order to become acquainted with project progress and results. Furthermore, the
beneficiary may be requested to visit the Agency up to two times a year in kick-off or cluster
meetings.
18DISSEMINATION AND EXPLOITATIONS
A dissemination strategy aims to ensure that information on project goals, activities, and
outputs reach effectively and widely the target sector. The BlueEDU dissemination aims to
reach instructors in primary and possibly secondary education, policy makers, the ICT services
in education community, experts in pedagogy, higher education students majoring in
pedagogics, the educational software industry, the lifelong learning community, and the
general public. All of the above groups stand to gain from the proposed inquiry-based and
problem salving learning methodologies that aim to foster critical, analytical, and structural
thinking skills. The groups also stand to gain from the proposed deployment of ICT technology
towards the development of on-linesimulatorsand demonstrators to be used as educational
tools in wider blended learning activities.
Realizing the importance of dissemination, BlueEDU plansa wide range of activities for reaching
the target sector:
• Presentations at conferences and workshops
• Scientific publications
• Publications to on-line databases
• lnformational leaflet and poster concerning objectives and progress done
• A periodic project newsletter promoting goals and activities
• Presentations to instructors and thematic groups
• Presentations to policy makers and educational community
• Publications through the media such as newspapers, etc
• Publications to web sites with high traffic by the targeted users
• References to the project at partner portals
Furthermore, BlueEDU aims to adapt and deploy project results to additional user groups and
target sectors, which stand to benefit from technology-enhanced education and from
suggested pedagogical and methodological approaches. The proposed methodologies have
wide applicability in terms of thematic areas, age groups, and learning settings. As such,
BlueEDU aims to develop a comprehensive evaluation strategy for the adoption of results in
wider sectors post project completion. In this context, the BlueEDU lang-term target groups
include:
• Professional networks for lifelong skill and competency management including national
teacher associations such as the Pan-Hellenic School Network, Teacher Union lreland,
professional associations such as the Greek Society of Engineers and others.
• lndustrial companies active in production-, processing and supply to aquaculture
industry
• VET schools providing qualifications and skills towards staff in the aquaculture industry
• Policy makers, including school, professionals, and higher education administrations in
represented countries
• External stakeholders, including the Qualifications Authorities and VET regulatory bodies
will be engaged, to request their assistance with the analysis of VET supply.
• The higher education community, by adoption methodologies to students with varied
disciplines, ranging from engineering to humanities
• Professionals, aiming to use analytical skill development as a career advancement tool for
groups such as engineers and advanced vocational learners
• Teachers trainers for all of the above groups, ultimately aiming to improve the teaching
skills of instructors and to facilitate better integration of ICT in lifelong learning
19EVALUATION
Evaluation aims to ensure that project outputs meet the needs of the targeted user groups and
that they meet certain quality criteria. Due to the importance of evaluation, a separate work
package is allocated to this task (Work Package 8).
Early on in the project implementation period the consortium will establish evaluation goals
based on:
• internal evaluation will be achieved through regular progress monitoring by consortium
partners. Implementation milestones such as stakeholder analysis completion, learning
design completion, alpha versions of software tools and services, and validation session
planning will be reviewed during the consortium meetings and will be used as a means
for progress monitoring
• External validation will be pursued through the engagement of companies, learner and
teacher user groups. Validation is planned through the engagement of groups
representative of BRIDGES stakeholders in several countries, including dissemination
events:
Evaluation activities will include on-going internal evaluation by project partners as well as
external evaluation through the involvement of user groups (including both teachers and
learners) as well as engagement of external experts, which are foreseen.
Internal evaluation involves a well round and highly accepted approach that addresses all
components of a project, including the work plan, foreseen deliverables, and
implementation team.
External evaluation examines quantitative approaches, which aim to produce feedback
based on numbers and statistics and typically employ questionnaires, as well as qualitative
approaches, which aim to produce impact on how well the goals were met and typically
employ interviews and observation practices. The exact evaluation method will be decided
by the consortium based on evaluation goals and the input of teachers, who are dose to the
instructional process and the needs of the target sector, namely primary education. The
methodological approach will be carefully considered taking into account the context in
which evaluation will be carried out as well as the needs of the participant community.
Evaluation results will be detailed in the BRIDGES Evaluation Reports, which is planned for
the end of the project implementation period.
20INTELLECTUAL PROPERTY RIGHTS
Copyrights will be respected as follows:
In the case that partners bring into the project material previously developed for use in the
scope of the project, for example as templates of good practice, copyright must be strictly
safeguarded. Permission for reproduction and scale of reproduction of related material must be
agreed upon beforehand.
Regarding material to be developed in the scope of the project, this material will be available to
project partners for use within the objectives of the project proposal. The material may be
freely quoted with appropriate references in the context of dissemination, exploitation, and
project promotion activities. Translation of products that are foreseen in English to national
languages may take place after the consortium members that contributed to their development
as lang as the intended use is not for profit grant permission. This includes reports, services,
informational material, manuals, and more.
Where partners intent to adapt or reuse products or parts of them for purposes not outlined in
the project proposal permission must be granted by the individual copyright holders, namely
the partners that contributed to the design and implementation of the specific outcomes.
21LOGOS
The project logos and the Erasmus+ program logo should appear in documents related to the
BRIDGES implementation. The logos are presented below. Electronic copies of the logos are
available on the project website and the project Microsoft Teams area.
Figure 4: BRIDGES Project Logos.
DISCLAIMER:
The European Commission support for the production of this publication does not constitute
endorsement of the contents which reflects the views only of the authors, and the Commission
cannot be held responsible for any use which may be made of the information contained therein
22CONCLUSIONS
This document provided information on BRIDGES project management structure, activities and
processes. The document aims at offering the necessary information to partners with the
objective of smooth collaboration and smooth, timely, and quality implementation of the work
plan and foreseen deliverables.
It should be noted that the reference document in case of doubt must always be the Project
Handbook and the Partner Agreement signed between the beneficiary and each partner. This
document does not aim to replace the Project Handbook and Partner Agreement, but simply to
highlight parts of the most commonly sought information as well as to set certain
communication and reporting guidelines facilitating smooth consortium cooperation.
23APPENDIX 1 – TIME SHEETS
Project number: BRIDGES
620574-EPP-1-2020-1-NO-EPPKA3-VET-COVE
Organization name: Holar
Name of the employee :
1
Staff category : Researcher teacher trainer
Date
Task(s) performed WP 1-11 hours
day month year
1 11 2020 D1.1 1 8,0
2 11 2020
3 11 2020
4 11 2020
5 11 2020
6 11 2020
7 11 2020
8 11 2020
9 11 2020
10 11 2020
11 11 2020
12 11 2020
13 11 2020
14 11 2020
15 11 2020
16 11 2020
17 11 2020
18 11 2020
19 11 2020
20 11 2020
21 11 2020
22 11 2020
23 11 2020
24 11 2020
25 11 2020
26 11 2020
27 11 2020
28 11 2020
29 11 2020
30 11 2020
Total 8,0
1
Please use the following categories: Manager ; Researcher teacher and/or trainer ; Technical ; Administrative
Date and signature of the employee Name of the legal representative
Date and signature
24APPENDIX 2 – TEMPLATE FOR REPORTS
25CONTACT PERSONS FOR THIS REPORT:
Dag Willmann, Centre Manager at Trøndelag County Authority
• E-mail: dagwi@trondelagfylke.no
DISCLAIMER:
The European Commission support for the production of this publication does not constitute
endorsement of the contents which reflects the views only of the authors, and the Commission
cannot be held responsible for any use which may be made of the information contained therein
REFERENCES
1. The Bridges proposal online at www.bridges.eu (User login required)
2. Erasmus Plus Project handbook online at www.bridges.eu (User login required)
3. Erasmus Plus Program, Guidelines for Administrative and Finasial reporting 2020 online at
www.bridges.eu (User login required)
4. The Bridges project website: www.bridges.eu
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