D1.5 H2IOSC Forum Report

1 CALL Ministry of University and Research (MUR), Directorate - General for Internaonalizaon and Communicaon, Noce D.D. 3264 dated 28/12/2021. Mission 4 "Educaon and Research" - Component 2 "From research to enterprise" - Investment Line 3.1 "Fund for the realizaon of an integrated system of research and innovaon infrastructure", Acon 3.1.1 "Creaon of new IRs or strengthening of exisng ones that contribute to Horizon Europe's Scienfic Excellence objecves and networking" PROJECT TITLE Humanies and cultural Heritage Open Science Cloud PROJECT ACRONYM H2IOSC PROJECT ID IR0000029 PROJECT WEBSITE hps://www.h2iosc.cnr.it CUP B63C22000730005 WP WP1 “Project and Financial Management, Quality Assurance” OU OU 1 OVI-CNR DELIVERABLE NUMBER 1.5 DELIVERABLE TITLE H2IOSC Forum Report EXPECTED DELIVERY DATE 3 0 / 04 /202 5 ACTUAL DELIVERY DATE 31/10/2025 This project is funded by the European Union - NextGeneraonEU. The views and opinions expressed are only those of the authors and do not necessarily reflect those of the European Union or the European Commission. Neither the European Union nor the European Commission can be held responsible for them. 2 AUTHOR(s) Organizaon Name Contact informaon CNR - OVI Emiliano Degl’Innocen emiliano.deglinnocen@cnr.it CNR - ISP C Veronica Colau veronica.colau@cnr.it CNR - OVI Alessia Spadi [email protected] CNR - OVI Irene Falini i [email protected] CNR - ISPC Crisna Massi Benede crisna.massibenede@cnr.it ABSTRACT D1.5 is a praccal resource to understand and consolidate the project’s acquired knowledge, offering valuable support to the Project decision-making structure in achieving project objecves. The primary objecve of D1.5 is to assess the implementaon condions of the H2IOSC project across various themac issues, including: i) acvies of the RIs nodes; ii) connecon and effecve implementaon of policies and guidelines defined by the federaon; iii) synergies with other relevant actors; iv) coordinaon and management of facilies, tools and services; v) definion and implementaon of strategic documents (business models, networking acvies, technology and skills transfer, outreach); vi) monitoring and evaluaon acvies. This version provides an updated state of the art of the Project as well as the outline of the KPIs defined for each dashboard so to have a complete view of H2IOSC implementaon condions. 3 TABLE OF CONTENTS LIST OF ACRONYMS LIST OF FIGURES LIST OF TABLES 1. INTRODUCTION 1.1 Background and Project Overview 1.2 Parcipang Infrastructures 1.3 Building the H2IOSC Federaon 1.4 Project Structure 1.5 H2IOSC Shared Goals: Key Acvies, Key Exploitable Results 1.6 Purpose and Objecves of the Deliverable 2. METHODOLOGY 2.1 Approach and framework for assessing implementaon condions 2.2 Data collecon and analysis methods 3. PROPOSED SOLUTIONS 3.1 Overview of proposed soluons and strategies to address idenfied issues 3.1.1 Infrastructure Node Performance Dashboard 3.1.2 Policy and Guideline Compliance Dashboard 3.1.3 Partnership and Networking Performance Dashboard 3.1.4 Facilies, tools and Services Management Dashboard 3.1.5 Strategic Development and Collaboraon Dashboard 3.1.6 Performance Measurement and Assessment Dashboard 3.2 Descripon of actors involved and the expected impact on implementaon condions 4. CONCLUSIONS AND RECOMMENDATIONS 5. UPDATES AND CONTINUOUS MONITORING 4 LIST OF ACRONYMS A Acvity CNR Consiglio Nazionale delle Ricerche CLARIN Common Language Resources and Technology Infrastructure D Deliverable DARIAH Digital Research Infrastructure for the Arts and Humanies EOSC European Open Science Cloud ERIC European Research Infrastructure Consorum ERA European Research Area ESFRI European Strategy Forum on Research Infrastructures EU European Union E - RIHS European R esearch I nfrastructure for H eritage S cience FAIR Findable, Accessible, Interoperable and Reusable FOE Fondo Ordinario per gli En e le istuzioni di ricerca GLAMs Galleries, Libraries, Archives, and Museums H2IOSC Humanies and cultural Heritage Italian Open Science Cloud ICT Informaon and communicaons technology IPR Intellectual Property Rights KA Key Acvies KER Key Exploitable Results KPI Key Performance Indicators MUR Ministero dell'università e della ricerca OPERAS Open scholarly communicaon in the European research area for social sciences and humanies OU Operaonal unit OVI Opera del Vocabolario Italiano PNIR Piano Nazionale per le Infrastruure di Ricerca PNR Piano Nazionale della Ricerca PNRR Piano Nazionale di Ripresa e Resilienza 5 RI Research Infrastructure SSH Social Sciences & Humanies SSHOC Social Sciences & Humanies Open Cloud TRL Technology Readiness Level WP Work Package 6 LIST OF FIGURES Figure number Figure name 1 H2IOSC Territorial Nodes (DCs) 2 WPs Interrelaons 3 Shared O bjecves, Key Exploitable Results, Key Acvies LIST OF TABLES Table number Table name 1 Targeted Research Infrastructures (RIs) 7 1. INTRODUCTION 1.1 Background and Project Overview H2IOSC (Humanies and cultural Heritage Italian Open Science Cloud1) is a project coordinated by the Italian Consiglio Nazionale delle Ricerche and designed to create a federated and inclusive cluster of 4 Research Infrastructures (RIs) in the ESFRI domain of Social and Cultural Innovaon, to enable researchers from various disciplines in the fields of humanies, language technologies and cultural heritage to collaborate in research by sharing tools, services and data. 1.2 Parcipang Infrastructures H2IOSC foresees the collaboraon of the Italian nodes of 3 ESFRI Landmarks in Social and Cultural Innovaon CLARIN2 , DARIAH3, E-RIHS4 and the project OPERAS5 In the table below a brief descripon of each parcipang RI is provided, according to Part 3 of the ESFRI Roadmap 20216: RI Name ESFRI Roadmap Descripon CLARIN The Common Language Resources and Technology Infrastructure (CLARIN) is a distributed Research Infrastructure that provides easy and sustainable access for scholars in the Humanies and Social Sciences to FAIR digital language data − in wrien, spoken or mulmodal form − and advanced tools to discover, explore, exploit, annotate, analyze or combine them, independent of their locaon. CLARIN is building a networked federaon of language data repositories, service centres and centres of experse, with single sign-on access for all members of the academic community in all parcipang countries. Tools and data from different centres are interoperable, so that data collecons can be combined and tools from different sources can be chained to perform complex operaons to support researchers in their work. Entered in the ESFRI Roadmap 2016, CLARIN became a European Research Infrastructure Consorum (ERIC) in 2012. Since several countries have joined either as full Member, or as Observer. The ulmate goal is to include all European countries as well as any interested third countries in or outside Europe. Most operaons, services and centres of the CLARIN infrastructure are provided and funded by CLARIN Members (and Observers). They set up a naonal consorum, typically consisng of universies, research instuons, libraries and public archives, of which at least one has the status of CLARIN Centre which is expected to create and provide access to digital language data collecons, and digital tools and experse for researchers to work with them. DARIAH The Digital Research Infrastructure for the Arts and Humanies (DARIAH) is a distributed Research Infrastructure to enhance and support digitally enabled 1 See: hps://www.h2iosc.cnr.it (last checked 27.02.2024) 2 See: hps://www.clarin.eu/ (last checked 27.02.2024) 3 See hps://www.dariah.eu/ (last checked 27.02.2024) 4 See: hps://www.e-rihs.eu/ (last checked 27.02.2024) 5 See: hps://operas-eu.org/ (last checked 27.02.2024) 6 See: hps://roadmap2021.esfri.eu/ (last checked 27.02.2024) 8 research and teaching for Arts and Humanies. DARIAH is a network of people, experse, informaon, knowledge, content, methods, tools and technologies from its member countries. It develops, maintains and operates an Infrastructure that sustains researchers in building, analyzing and interpreng digital resources. By working with communies of pracce, DARIAH brings together state-of-the-art digital arts and humanies acvies and scales their results to a European level. It preserves, provides access to and disseminates research that stems from these collaboraons and ensures that best pracces, methodological and technical standards are followed. Entered in the ESFRI Roadmap 2006, DARIAH was established as a European Research Infrastructure Consorum (ERIC) in 2014. DARIAH was awarded Landmark Status in 2016 as a Research Infrastructure that reached its Implementaon Phase and was considered a pan-European hub of scienfic excellence. Currently, DARIAH has 20 Members, one Observer and several Cooperang Partners in six non-member countries. Structurally, DARIAH operates through the Europe-wide networks of the Virtual Competency Centres (VCCs) and their constuent Working Groups. Each of the four VCCs is cross-disciplinary, mul- instuonal, internaonal and centred on a specific area of experse. Within this structure, DARIAH has over 20 dynamic Working Groups to integrate naonal services under specific operaonal categories. E-RIHS The European Research Infrastructure for Heritage Science (E - RIHS) is a distributed Research Infrastructure to support research on heritage interpretaon, preservaon, documentaon and management. E-RIHS delivers integrated access to experse, data and technologies through a standardized approach, and integrate world-leading European facilies into an organizaon with a clear identy and a strong cohesive role within the global heritage science community. Through interdisciplinary access to the four plaorms – E-RIHS ARCHLAB, E-RIHS DIGILAB, E-RIHS FIXLAB, E-RIHS MOLAB – E-RIHS supports a wide variety of research, from smaller object-focused case studies to largescale and longer-term collaborave projects, and smulates innovaon in instrumentaon, portable technologies and data science. The long--term tradion of this field of research, the ability to combine science with innovaon, and the support provided by EU-funded projects and integrang acvies such as EUARTECH, CHARISMA, IPERION CH and IPERION HS in conservaon science, and ARIADNE in archaeology, represent the background of E-RIHS. Entered in the ESFRI Roadmap 2016, E-RIHS was established as a European Research Infrastructure Consorum (ERIC) in 2025. It offers access to a wide range of fixed and mobile instruments in naonal facilies of recognized excellence, physically accessible collecons/archives and virtually accessible heritage repositories for standardized data storage, analysis and interpretaon. OPERAS The OPen scholarly communicaon in the European Research Area for Social Sciences and Humanies (OPERAS) is a distributed RI to enable Open Science and upgrade scholarly communicaon pracces in the Social Sciences and Humanies in line with the EOSC. OPERAS pools resources and offers services to enable all SSH stakeholders to streamline their acvies and maximize the 9 societal impact, in an interdisciplinary, mission - driven approach. OPERAS fosters the co-creaon and adopon of scholarly communicaon services addressing research needs in terms of discovery, content creaon, quality assurance, disseminaon, outreach, and evaluaon of outputs. It catalyses knowledge and know-how sharing, pracces adopon, and increases return on socio-economic investments. The OPERAS Concept and Design Phase dates back to 20122018 when the coordinated acons to establish the network and shaping the project began. This effort leads to the recognion of OPERAS as a project addressing High strategic potenal area for research in SCI in the ESFRI Roadmap 2018. OPERAS started its Preparaon Phase in 2019 by developing the business plan and governance model and promong services creaon and alignment for EOSC catalogue and transnaonal access. In 2019, OPERAS established the status of Internaonal non-profit Associaon under Belgian law (AISBL). Entered the ESFRI Roadmap 2021, OPERAS is striving to efficiently guarantee an efficient move to the Operaon Phase with a coherent approach to technical, administrave, and financial issues and the establishment of OPERAS ERIC. Table 1. Targeted Research Infrastructures (RIs) The acvies of the Italian naonal nodes for the above RIs are coordinated by CNR instutes, namely: CNR-OVI (DARIAH), CNR-ISPC (E-RIHS), CNR-ILC (CLARIN) and CNR-ILIESI (OPERAS). The strategic role of each naonal node is represented by the “High Priority” label awarded by the Italian Ministry for University and Research (MUR) in the context of the Italian Naonal Roadmap for Research Infrastructures (Piano Nazionale per le Infrastruure di Ricerca – PNIR). The PNIR is the Italian strategic program aimed at promong the creaon, expansion, and enhancement of research infrastructures in the country. PNIR is managed by the Ministry of University and Research (MUR) and aims to improve the accessibility and quality of Italian research infrastructures, fostering collaboraon between instuons and promong internaonal parcipaon. PNIR focuses on various research areas, including humanies and social sciences and aims to provide the scienfic communies of reference with advanced equipment, such as laboratories, high-performance compung centers, specialized research facilies, scienfic data archives, and other resources necessary to conduct high-quality research. Through PNIR, the Italian government seeks to promote compeveness and excellence in naonal research, as well as aract and retain talented researchers. The program also supports collaboraon between public and private research instutes, universies, businesses, and other stakeholders in the scienfic and technological sector. PNIR is a long-term iniave that involves planning, resource allocaon, and monitoring of research infrastructures in Italy. The goal is to create an environment conducive to internaonally recognized research and contribute to the country's economic growth and scienfic advancement. The daily operaons of the said naonal nodes are supported by specific funding measures granted annually to CNR by MUR (Fondo Ordinario per gli En e le istuzioni di ricerca – FOE). 16  Key Acvies: Design and development of scalable and extendable pilot plaorms, integraon of services and interfaces, accommodaon of new resources and data.  Key Exploitable Result: Scienfic pilot plaorms that bring together domainspecific services and interfaces, supporng researchers in execung specific scienfic workflows and facilitang collaboraon across disciplines. 6. Shared Goal: Training resources and plaorms for FAIR and Open Science principles.  Key Acvies: Development of online learning environments, creaon of training materials and modules, customizaon for different disciplines and experse levels.  Key Exploitable Result: Training plaorms that provide researchers with access to educaonal resources and courses on FAIR and Open Science principles, promong the adopon of best pracces and enhancing users' skills and competencies. In a nutshell, the path from Shared Goals to Key Exploitable Results involves defining Key Acvies that lead to the execuon of specific acons within the project. These acvies ulmately generate tangible results that align with the Shared Goals and have the potenal for further exploitaon, creang economic or societal value. This enre process is at the core of the H2IOSC operaon and implementaon condions and will eventually impact the definion of a sound strategy (among other things) for the project’s Value Proposion and Sustainability. For this reason is crucial to monitor the process with specific tools, such as Dashboards (see below, Secon 1.6 Purpose and Objecves of the Deliverable) and other tools tracking progress, evaluang performance, facilitang decision-making, promong transparency, managing risks, and ensuring effecve documentaon and reporng. These tools should provide a comprehensive and visual overview of the project's implementaon, enabling stakeholders to opmize resource allocaon, address challenges, and ulmately maximize the project's value proposion and sustainability. 1.6 Purpose and Objecves of the Deliverable According to the Technical Annex: “D1.5 is the output of A1.5 and will consist of a set of documents assessing the implementaon condions of the H2IOSC project, providing to the Project Manager and the decision-making structure insights related to different themac issues that may represent a boleneck as well as suggesng pragmac soluons to deliver on me and within budget”. Based on the context described in the previous secons, “the path from Shared Goals to Key Exploitable Results”, is “at the core of the H2IOSC operaon and implementaon condions” and should be carefully monitored, using specific tools. As described in D1.1 and further explained in the following paragraphs (see, Secon 2.1, point 6, Monitoring and Evaluaon) H2IOSC is already using a number of tools for monitoring and reporng, which, however, should be integrated to fully exploit the potenal of the acquired knowledge, and offer support to the Project decision-making structure in achieving the scienfic objecves set out in technical annex (i.e. the Shared Goals). Thus D1.5 plays a vital role in the H2IOSC project. It encompasses a comprehensive set of recommendaons that will help and support the evaluaon of the project’s implementaon 17 condions. The primary objecve of D1.5 is to provide the Project decision-making structure with valuable insights concerning themac issues that may pose bolenecks to the progress towards the Shared Goals, including, but not limited to: - Overseeing the operaons of the RIs nodes; - Ensuring the adherence and successful execuon of policies and guidelines set by the federaon; - Facilitang collaboraon with other pernent stakeholders; - Streamlining coordinaon and management of facility, tool, and service development or enhancement; - Providing assistance in defining and implemenng business models, while encouraging networking, outreach, and technology and skills sharing; - Assisng in the monitoring and evaluaon of acvies. Furthermore, this deliverable supports the elaboraon of possible pragmac soluons aimed at ensuring the achievement of the project objecves (i.e. the Shared Goals) organized in dashboards, with the following focuses: - Infrastructure Node Performance Dashboard - Policy and Guideline Compliance Dashboard - Partnership and Networking Performance Dashboard - Facilies, tools and Services Management Dashboard - Strategic Development and Collaboraon Dashboard - Performance Measurement and Assessment Dashboard A dashboard is a visual interface that provides an overview of relevant informaon and key performance indicators in a clear and concise manner, allowing users to monitor and track specific aspects of a system or process. The dashboards menoned work by aggregang and displaying real-me data and insights related to the respecve acvies (i.e. Key Acvies). They present metrics, trends, and visualizaons that enable users to assess the performance, compliance, partnerships, management, strategic development, and overall effecveness of the corresponding areas within the federaon. Users are able to access and interpret the informaon presented on the dashboards to make informed decisions, idenfy areas of improvement, and ensure efficient and effecve operaons towards the achievement of the Shared Goals and the actual delivery of the Key Exploitable Results. 2. Methodology 2.1 Approach and framework for assessing implementaon condions As stated before WP1 "Project and Financial Management, Quality Assurance" is primarily focused on ensuring the successful achievement of the Project’s objecves, milestones, and deliverables while maintaining adherence to budget constraints. It also plays a crucial role in establishing effecve communicaon channels and managing external interacons between the Project and various stakeholders, parcularly the Ministry of University and Research (MUR). One of the key responsibilies of WP1 is to establish project agreements and ensure 18 compliance with the rules and reporng requirements set by the ministry and PNRR (Naonal Recovery and Resilience Plan). A significant objecve of WP1 is the establishment of a decision-making framework, as detailed in Secon 4 (Decision Making) of D1.1 (Quality assurance plan, guidelines, project handbook)8. This framework is designed to facilitate prompt and coordinated communicaon between the actors involved in H2IOSC, as described in Secon 3 of D1.19, including Operave Units (OUs) and Research Infrastructures (IRs), enabling efficient decision-making processes within the project to ensure the achievement of the Shared Goals. Moreover, WP1 takes on the responsibility of clearly defining accountability across all levels of the project. This ensures that everyone involved in the project understands their specific roles and responsibilies, promong efficient collaboraon and effecve execuon of tasks. A shared governance structure is crucial to ensure the achievement of Shared Goals and facilitate the path from Shared Goals to Key Exploitable Results. It promotes alignment, collaboraon, strategic decision-making, resource mobilizaon, monitoring, accountability, stakeholder engagement, and long-term sustainability. A well-funconing shared governance structure enhances the project's effecveness, relevance, and overall impact. In this context Task 1.5 "Forum: promong shared governance for the H2IOSC federaon", plays a crucial role in seng up the opmal condions to provide praccal assistance to the decision-making structure of the H2IOSC project. This task encompasses several key responsibilies, including: 1) Monitoring RIs Acvies: Task 1.5 involves monitoring the acvies of the Research Infrastructures (RIs) nodes within the project. This includes tracking their progress, ensuring compliance with project guidelines, and idenfying any potenal issues or obstacles. This acvity is undertaken (inially) in close collaboraon with WP4 which is the responsible for seng up the H2IOSC territorial nodes, and then extended to other WPs, to include and represent all the relevant Key Exploitable Results (see above, Secon 1.5: H2IOSC Shared Goals: Key Acvies, Key Exploitable Results). 2) Implementaon of Policies and Guidelines: It is responsible for ensuring the connecon and effecve implementaon of policies and guidelines established by the federaon. This helps maintain consistency and coherence across the project, promong unified decision-making processes. This acvity is undertaken in close collaboraon with WP3 which is the responsible for seng up the H2IOSC digital resources alignment and policies framework, and then extended to the other WPs (i.e. WP2, WP4, WP5, WP6, WP8) to include all the relevant frameworks and policies elaborated by the federaon. 3) Synergies with Relevant Actors: Task 1.5 promotes synergies with other relevant actors in the field. This involves establishing collaboraons and partnerships with external enes to leverage their experse, resources, and networks for the benefit of 8 Cfr.: D1.1 Quality assurance plan, guidelines, project handbook, pp. 15-17. 9 Cfr.: D1.1 Quality assurance plan, guidelines, project handbook, pp. 11-13. 19 the H2IOSC project. This includes strengthening collaboraons (i.e.: the ITSERR10 and FOSSR11 PNRR-IR projects, presented within the same call and the CHANGES12 project, presented within the Extended Partnerships call n.5) as well as other collaboraons (i.e. the FAIR13 project, presented within the Extended Partnerships call n. 1), to improve the synergisc acon between H2IOSC and its parcipang RIs and other actors and provide infrastructural support for the planned research and innovaon acons (i.e. in the case of PE5, CHANGES). 4) Coordinaon and Management of Facilies, Tools, and Services: It facilitates the coordinaon and management of the development or upgrade of facilies, tools, and services within the project. This ensures smooth integraon and operaon of various components required for the project's success. Leveraging on the work being done for point 1) Monitoring RIs Acvies, several key sub-tasks and responsibilies are planned and undertaken to achieve the desired outcomes: i) Facility Development and Upgrades: this sub-task involves planning, coordinang, and overseeing the development or upgrade of facilies required for the H2IOSC project. It includes idenfying the infrastructure needs, ensuring compliance with relevant regulaons and standards, and managing the construcon or modificaon process; ii) Tool Development and Enhancement: this sub-task focuses on the coordinaon and management of the development or enhancement of tools necessary for the project's implementaon. It includes idenfying the specific requirements, collaborang with relevant stakeholders, managing the development process, and ensuring the integraon of the tools into the project workflow; iii) Service Provision and Management: this sub-task involves the coordinaon and management of the services provided within the H2IOSC project. It includes defining service requirements, establishing service-level agreements, monitoring service delivery, and addressing any issues or challenges that may arise; iv) Integraon and Interoperability: this sub-task focuses on ensuring the smooth integraon and interoperability of various components within the project. It entails idenfying interfaces and integraon points, coordinang communicaon and data exchange between different systems, and resolving any compability issues; v) Operaonal Efficiency and Opmizaon: this subtask aims to improve the operaonal efficiency of facilies, tools, and services within the project. It involves implemenng best pracces, streamlining processes, opmizing resource ulizaon, and connuously monitoring performance to idenfy areas for improvement. 5) Business Models and Networking: Task 1.5 supports business models within the project (D1.4 Sustainability Financial Plan). It also encourages the development of networking acvies, outreach iniaves, and technology and skills transfer to foster collaboraons and maximize the impact of the project. This acvity is crucial for 10 Cfr.: hps://www.itserr.it/ 11 Cfr.: hp://www.fossr.eu/ 12 Cfr.: hps://sites.google.com/uniroma1.it/changes/home 13 Cfr.: hps://www.fondazione-fair.it/ 20 elaborang the value proposion of the project (i.e.: elements represenng the unique added value of the H2IOSC cluster) and facilitang its long-term success and support the creaon of a sustainable and profitable framework to capitalize on the project's outcomes, technologies, and experse. Outreach acvies are also essenal for raising awareness about the H2IOSC cluster and its value proposion. By engaging with potenal customers (users), both from the public and private sectors, WP Leaders contribute to idenfying the target audience for each key acvity. This understanding helps tailor the services and offerings to meet specific needs and interests, ensuring a customer-centric approach. Leveraging on the work being done for point 1) Monitoring RIs Acvies, in the preparaon of a comprehensive list of possible acvies and services that the H2IOSC cluster can offer to third pares (i.e. the Key Exploitable Results), this process also involves idenfying potenal sources of revenue, exploring regional/naonal and internaonal contribuons, as well as considering fees for the services provided (where possible and within the borders set up by the naonal and internaonal rules and regulaons). Researchers and key personnel are involved in the analysis of possible revenues, ensuring a thorough assessment of the financial aspects included in H2IOSC Deliverable 1.4 Sustainability Financial Plan. 6) Monitoring and Evaluaon: This sub-task provides support for monitoring and evaluaon acvies within the H2IOSC project, as described in secons 5 (Monitoring) and 6 (Reporng) of D1.114. This includes assessing the progress, idenfying potenal challenges, and collecng valuable data to inform decision-making processes. According to D1.1 Secon 5 (Monitoring) in consideraon of the Project’s ambions and arculaon and due to the short me range available for its implementaon “the integraon of different monitoring acvies” is required “for the successful execuon of the H2IOSC acvies plan”15. Thus this sub-task is the most suitable to host acvies linked to integraon of exisng tools and elaboraon of means to provide “an overview of relevant informaon and key performance indicators in a clear and concise manner, allowing users to monitor and track specific aspects of a system or process” (i.e.: Dashboards). Task 1.5 thus designs a centralized data plaorm, providing real-me insights into various aspects of the project's implementaon and outcomes, allowing stakeholders, including the Project decision-making structure, to monitor the project's performance against predetermined targets (i.e.: Shared Goals). The plaorm is fed with informaon gathered in the above sub-tasks, that will be captured (see the secon on data collecon for further details) and integrated to provide representaons presenng the data in a user-friendly and easily understandable format. 14 Cfr.: D1.1 Quality assurance plan, guidelines, project handbook, pp. 19-31. 15 Cfr. D1.1 Quality assurance plan, guidelines, project handbook, p. 19. 21 2.2 Data collecon and analysis methods In consideraon of the project’s Shared Goals, Key Acvies and Key Exploitable Results, to collect the necessary informaon within H2IOSC, the project's internal organizaon and the parcipang Research Infrastructures (RIs) development agenda has been leveraged. This involves the following steps: a. Data requirements idenficaon: Within each Work Package, the project team idenfies the specific data and informaon needed to monitor and evaluate the progress and performance of the Key Acvies related to that package. This could include key performance indicators (KPIs) and metrics that are used to measure success. b. Data collecon mechanisms: The project team collaborates with the parcipang RIs to establish data collecon mechanisms. This may involve seng up data reporng processes, implemenng data tracking systems, or leveraging exisng data management (or reporng) systems within the RIs. The goal is to ensure the regular and systemac collecon of relevant data points. c. Integraon of development agenda: The project team aligns the data collecon efforts with the parcipang RIs' development agenda. This means integrang the monitoring and reporng requirements into the RIs' ongoing acvies and processes. The development agenda of the RIs serves as a framework for defining the specific data points and indicators that need to be collected. d. Data analysis and reporng: The collected data are analyzed and processed to generate meaningful insights and reports. This analysis helps in assessing the performance, compliance, and progress of the acvies within the project and the parcipang RIs towards the achievement of the Shared Goals. The results are presented through the dashboards menoned earlier, providing a clear overview of the project's status and highlighng areas that require aenon or improvement. 22 3. Proposed Soluons With the aim of designing and implemenng specific tools (i.e. Dashboards) to monitor “the path from Shared Goals to Key Exploitable Results”, leveraging on exisng monitoring and reporng tools, processes and systems and reducing the fragmentaon of the current situaons, we proposed a methodology to assess H2IOSC implementaon condions (i.e.: “the path from Shared Goals to Key Exploitable Results”, see Secon 2.1 above) and a process to collect and analyze the collected data (Secon 2.2 above), both within the context of Task 1.5 acvies. In the following paragraphs we provide an overview of possible specific tools (i.e.: Dashboards) to monitor and assess the project’s performance. The proposed dashboards, described in the following paragraphs, should be considered as examples and their coverage and scope should be refined through collaborave design within the project. Furthermore, the implementaon of the dashboards should be considered a mid to long term goal for the project rather than a short-term endeavor. There are several reasons why this implementaon requires adequate me and planning. First and foremost, since developing a comprehensive set of dashboards integrang data from various sources and systems within the project involves having clear requirements and data collecon mechanisms already in place. This requires a thorough understanding of the data landscape, data mapping, and data integraon processes. It may involve consolidang data from disparate systems, ensuring data quality and consistency, and establishing robust data pipelines. This integraon process can be complex and me-consuming, requiring careful planning and coordinaon. Considering these factors, the implementaon of the dashboards should be viewed as a mid to long term goal for the project. Adequate me should be allocated for planning, development, stakeholder engagement, data integraon, and iterave refinement. By taking a comprehensive and phased approach, the project can ensure the successful implementaon and adopon of the dashboards, ulmately enhancing project management, decision-making, and the overall success of the H2IOSC project. 3.1 Overview of proposed soluons and strategies to address idenfied issues 3.1.1 Infrastructure Node Performance Dashboard The Infrastructure Node Performance Dashboard is a specialized tool designed to monitor and assess the performance of the Research Infrastructures (RIs) nodes involved in the H2IOSC project. It serves as a centralized plaorm that provides comprehensive insights into the acvies, achievements, and challenges of each RI node within the project. This dashboard enables stakeholders, project management, RIs coordinators, and decisionmaking structure, to track and evaluate the performance of individual RI nodes against predefined benchmarks and key performance indicators (KPIs). It offers a holisc view of the nodes' contribuons to research and innovaon, their collaborave efforts, and their adherence to project objecves (i.e.: § 1.5 “H2IOSC Shared Goals: Key Acvies, Key Exploitable Results”). Furthermore, the Infrastructure Node Performance Dashboard facilitates collaboraon and knowledge exchange among the nodes. It highlights successful partnerships, joint research endeavors, and shared resources, enabling stakeholders to idenfy and leverage synergies 23 between the nodes. This promotes collaboraon and enhances the overall impact of the project. Through the dashboard, stakeholders can assess not only operaonal performance but also the broader effecveness and impact of the acvies carried out by each RI node. The dashboard also helps idenfy challenges and areas for improvement within each RI node. It allows stakeholders to idenfy potenal bolenecks, resource allocaon issues, or capacity gaps that may hinder the node's performance. By providing clear insights into these challenges, stakeholders can take proacve measures to address them and opmize the performance of each node. Overall, the Infrastructure Node Performance Dashboard plays a vital role in monitoring, evaluang, and opmizing the performance of the RI nodes within the H2IOSC project. It offers stakeholders a comprehensive overview of each node's acvies, achievements, and challenges, facilitang evidence-based decision-making and ensuring the successful implementaon of the project. Through this dashboard, stakeholders can effecvely assess the progress and impact of the RI nodes, foster collaboraon, and drive connuous improvement in research and innovaon within the field of humanies and cultural heritage. Key Performance Indicators: KPI Number of users served by each RI node Indicator Number of users served by each RI node Definion(s) This KPI measures the total number of user access events associated with the services offered by each RI node. Raonale The KPI monitors the ulizaon of services and how access is distributed across different modes of interacon Assumpons It is assumed that all services are clearly mapped and categorized by the RI nodes, and that access to each service can be recorded consistently. Data/informaon needs and resources This KPI is informed by structured service mapping acvies conducted within the project. How is the KPI calculaon carried out The total number of access events to services is aggregated from the available datasets. Access events are reported separately by category, allowing for analysis by type of user interacon. Who is providing this informaon Provided by RI s Sources internal service usage records; project logs Unit of measure Number The measured KPI values are reported below. 24 The invesgated data concerns the number of accesses given on an annual basis (2024) by the nodes for the services foreseen in WP6 and the number of accesses given as H2IOSC cluster, for the same services, through the TNA/NA calls (1-2-3) for which details are available at the following link: hps://www.h2iosc.cnr.it/tna-na-calls/ Service name node name a ccess number (per node) a ccess number (TNA calls H2IOSC) ATON (WebXR services for HS) E-RIHS.it 15300 (public accesses worldwid e in 2024) 9 Kapto (capture services) E - RIHS .it 440 (naonal ) 1 SENSE - Wireless sensor networks for cultural heritage conservaon and monitoring E - RIHS .it 0 2 GATTO DARIAH - IT 2000 NA TIGRO DARIAH - IT 2000 1 MFE: MetaFAIR Ecosystem DARIAH - IT 100 1 DPH - Digital Philology Hub DARIAH-IT 100 NA LexO ItAnt CLARIN-IT 4 (linked to EpiLexO ItAnt) NA CASH ItAnt CLARIN - IT 4 (linked to EpiLexO ItAnt) NA SKOSMOS Vocabulary Service CLARIN-IT 0 1 EpiLexO Editor ItAnt CLARIN-IT 50 18 eScriptorium CLARIN - IT 100 13 EpiLexO Editor CLARIN - IT 4 NA Federated Content Search CLARIN - IT 300 NA It is also important to consider the role of the H2IOSC Marketplace. As the Marketplace will become fully operaonal only at the end of the project, it is not possible to provide meaningful 25 data on user access through this plaorm, the figures available at this stage would be not representave of its actual use. Once the Marketplace is fully funconal, the corresponding KPI should include access events both through the Marketplace and directly via the individual Research Infrastructures (RIs). KPI Research Output Efficiency Indicator Research Output Efficiency Definion(s) Indicates the level of research acvity and the volume of scienfic output generated within the H2IOSC Federaon by the 4 RIs Raonale For the purposes of this KPI, a publicaon is defined as any formally shared research output that contributes to the disseminaon of knowledge and results arising from the use of Research Infrastructure (i.e.: arcles featured in scienfic journals but also publicaons on Zenodo). The meframe to be considered is the duraon of the project. Publicaons produced within the meframe of the project but not yet published by its end can also be considered if properly mapped in the project logs (e.g: arcle accepted by a journal which will be published aer the end of the project) Assumpons R esearch outputs have been mapped throughout the project Data/informaon needs and resources To compute this KPI, each RI node must collect metadata on research outputs How is the KPI calculaon carried out The KPI is calculated by counng the research output produced within each RI node. Who is providing this informaon Provided by RIs Sources Deliverables ; Project logs Unit of measure Number The measured KPI values are reported below. The data invesgated concern the number of publicaons carried out from the beginning of the project unl 31 October 2025, prepared by the individual nodes and the H2IOSC cluster, including for example deliverables, arcles, conference proceedings (conference presentaons, proceedings and conference proceedings arcle), handbooks (guidelines and manuals), papers (such as journal arcles, contribuons to volumes). 32  Count how many were submied by the defined deadline (aer the project extension).  Calculate the percentage of on-me submission Who is providing this informaon Provided by RIs and GEA Sources Deliverables, logs by coordinaon team Unit of measure Percentage The measured KPI values and some concluding comments are reported below. TYPE PERCENTAGE (%) Technical reports 47 Deliverables 27 IO - Civil Infrastructures 0 IO - Public call for applicaons for the compeve selecon procedure for Temporary personnel 62 IO - Open Access, Transnaonal Access, FAIR principle implementaon 0 IO - Public tender for scienfic instrumentaon and technological equipment acquision 0 IO – Training/Phd 0 IO - Training and engagement Plan Developed 0 Regarding Technical Reports, it should be noted that the percentage was calculated based on 17 technical reports submied as of the date of this document. The first four reports were submied in the following bimesters pending the resoluon of some bugs in the GEA ministerial plaorm. The last four reports were submied in the bimester following the one scheduled, pending receipt of all documentaon relang to the DNSH forms associated with the relevant two-month period's acquisions. The remaining eight were submied by the scheduled deadline. Regarding Deliverables, please note that the percentage was calculated based on 30 deliverables submied as of the date of this document, of which 8 were submied by the scheduled deadline. The delay for the other deliverables was primarily due to the fact that for most WPs, the expected staff was recruited later than expected, given the meframes associated with selecon procedures and some unsuccessful selecons. This resulted in a delay of several months in the execuon of acvies and the subsequent preparaon of the deliverables related to those acvies. Furthermore, the project was extended by 6 months from the originally planned 30, which resulted in a different rescheduling of the deadlines for intermediate deliverables. In any case, at the end of October 2025, only the deliverables scheduled for the end of the project remain to be submied, therefore the delay was made up without affecng the regular progress of the project. 33 Regarding the intermediate objecve "civil infrastructures" it should be noted that the indicator used to verify its achievement is "N. of Civil Infrastructures related Public tenders published." Of a total of 16 tenders, most were published in bimester 7. The delay compared to the expected bimester 1 was due both to the delay in staff recruitment, as previously menoned, and to the complexity of these tenders and the ming of their publicaon. In any case, by bimester 15, the objecve was fully achieved. Regarding the intermediate objecve "Public call for applicaons for the compeve selecon procedure for Temporary personnel " it should be noted that the indicator used to verify its achievement is "N. of Public calls for applicaons for the compeve selecon procedure for Temporary personnel published." 62% of the 81 posions were published in the expected bimester 2, the remaining ones fully completed few months later (bimester 4) due to the number of the procedures and the concerned meframe. Regarding the intermediate objecve "Open Access, Transnaonal Access, FAIR principle implementaon" it should be noted that the indicator used to verify its achievement is "N. of Open Access, Transnaonal Access, FAIR principle implementaon Public tenders awarded." Of a total of 42 tenders, most were awarded in bimester 7. The delay compared to the expected bimester 2 was due both to the delay in staff recruitment, as previously menoned, and to the complexity of these tenders and the ming of their compleon. In any case, by bimester 15, the objecve was fully achieved. Regarding the intermediate objecve "Public tender for scienfic instrumentaon and technological equipment acquision" it should be noted that the indicator used to verify its achievement is "N. of Public tenders (above-threshold procedures) for scienfic instrumentaon and technological equipment acquision published". The objecve was fully achieved in bimester 7. The delay compared to the expected bimester 3 was due to the same reason reported for the above-menoned IOs. Regarding the intermediate objecve "Training – PhD " it should be noted that the indicator used to verify its achievement for training is "N. of Training acvies related Public tenders awarded" and for Phd is "N. of PhDs acvated." Of a total of 34 training tenders, most were awarded in bimester 7. The delay compared to the expected bimester 3 was due both to the delay in staff recruitment, as previously menoned and to the ming of the procedures compleon. In any case, by bimester 13, the objecve was fully achieved for training acvies. Of a total of 11 Phds, most were acvated in bimester 7. The delay compared to the expected bimester 3 was due to the interacons with Universies which took more me than expected. In any case, by bimester 8, all Phds were acvated. Regarding the intermediate objecve "Training and engagement Plan Developed " it should be noted that the indicator used to verify its achievement is "Training and engagement plan delivered". The Objecve was achieved in bimester 6 instead of 5. KPI Technological maturity monitoring Indicator Technological m aturity monitoring Definion(s) This KPI measures the technological maturity of the services and pilots developed or adopted by each RI, using the TRL scale (from TRL 1: basic principles observed, to TRL 9: actual system proven in operaonal environment). The average TRL score per 34 node reflects the overall readiness of services to be used reliably by the research community. Raonale This KPI provides insight into the project’s technical progress. Assumpons TRL values are assigned using a standardized and consistent methodology; TRLs reflect realisc development stages at given milestones. Data/informaon needs and resources TRL assessments per service and per milestone; technical documentaon How is the KPI calculaon carried out extracng the detected TRL for each service Who is providing this informaon RI service coordinators and technical leads Sources Deliverables, TRL tracking logs Unit of measure Average TRL score (numeric, 1 to 9) The measured KPI values are reported below. The compilaon of the Technological Maturity Monitoring KPI table is primarily based on the work carried out by WP3 on the assessment of the Technology Readiness Level (TRL) of services and pilots developed within H2IOSC. Specifically, the table draws directly from the dataset produced by WP3, which systemacally tracks the evoluon of technological maturity across the federaon. From this reference table, we extracted three key fields: Research Infrastructure, Service, and TRL value corresponding to the most up-to-date TRL value, as of 31 October 2025, recorded in the WP3 dataset. Service Node Name Final TRL detected at 31/10/2025 [E-RIHS] GRAVIFIX tool E-RIHS.it 8 [E - RIHS] 3D ANNOTATION tool E-RIHS.it 8 [E-RIHS] SimilarityLib E-RIHS.it 8 [E-RIHS] AI/ML soluons for Mulmodal Datasets E-RIHS.it 8 [E - RIHS] Mulmodal datasets visualizaon tool E-RIHS.it 8 [E-RIHS] HyMolab E-RIHS.it 8 [E-RIHS] ATON (WebXR services for HS) E-RIHS.it 8 [E - RIHS] Kapto E - RIHS.it 8 35 [E-RIHS] SENNSE – Spaal Heritage Science Data Management - WSN Editor E - RIHS.it 8 [E-RIHS] Digital Fabricaon Laboratory Virtual Access E-RIHS.it 8 [E-RIHS] Remozaon for Digital Twins E-RIHS.it 8 [E - RIHS] STONEVERSE E - RIHS.it 8 [DARIAH] TIGRO - Tesoro Italiano delle Origini, gestore ricerche DARIAH - IT 8 [DARIAH] EVT - Edion Visualizaon Technology DARIAH - IT 8 [DARIAH] RAISE - Restore dAta Integraon SuitE DARIAH-IT 8 [DARIAH] MFE - MetaFAIR Ecosystem DARIAH - IT 8 [OPERAS] Remote Open Access to content-based services and resources. A pluggable distribuon system that will ensure the remote use of the resources, services and hubs implemented by OPERAS within the H2IOSC project and, more generally, their remote, non real- me and possibly disconnected use 6.10 OPERAS - IT 8 [CLARIN - IT] LexO ItAnt CLARIN - IT 8 [CLARIN-IT] CASH ItAnt CLARIN - IT 8 [CLARIN-IT] SKOSMOS Vocabulary Service CLARIN - IT 8 [CLARIN-IT] Triple Store (GraphDB) CLARIN - IT 8 [CLARIN-IT] ILC PI - EpiLexO ItAnt CLARIN-IT 8 [CLARIN-IT] Stanza NLP Chain CLARIN - IT 8 [CLARIN-IT] ILC PI - Stanza NLP Chain for ParlaMint Data CLARIN-IT 8 [CLARIN - IT] ILC PI - EpiLexO Editor CLARIN - IT 8 [CLARIN-IT] UDPipe CLARIN - IT 9 [CLARIN - IT] Named Enty Recognion (NameTag) CLARIN - IT 9 [CLARIN - IT] Federated Content Search (FCS) CLARIN - IT 8 [CLARIN - IT] TEI Publisher + eXist - db CLARIN - IT 8 [CLARIN - IT] eScriptorium CLARIN - IT 8 36 PILOT RATIO - FAST (Fairness ASsessment Tool) OPERAS - IT 8 PILOT RATIO - CONNECT (CollecONs maiNtanencE and produCTion) OPERAS - IT 8 PILOT NEST - New Science in Transion OPERAS - IT 8 PILOT OSTGL - Open Scholarly and Technical Grey Literature Plaorm OPERAS - IT 8 PILOT Interlumo E-RIHS.it 8 PILOT Illuminated manuscript HUB E-RIHS.it 8 PILOT HeriVerse-Heritage Science Metaverse E-RIHS.it 8 PILOT SENNSE - Spaal hEritage scieNce oNline Sensor Environment E - RIHS .it 8 PILOT Open Digital Archaeology Hub E - RIHS.it 9 PILOT Open Digital Epigraphy Hub E - RIHS.it 9 PILOT Scienfic Digital Hub for Painng Collecons E - RIHS.it 8 PILOT Prototyping plaorm for Virtual / Physical Exhibions E-RIHS.it 7 PILOT Scienfic digital hub for metal artworks E-RIHS.it 8 PILOT Digital Philology Hub DARIAH - IT 8 PILOT Digital Heritage and Memory Hub DARIAH - IT 8 PILOT Archivio Vi.Vo. (Oral Data Plaorm) CLARIN - IT 8 PILOT Linguisc Linked Open Data (LLOD) Plaorm CLARIN - IT 8 PILOT TaskLet (Framework for Psycholinguisc Tasks) CLARIN - IT 8 Data Collecon and Analysis: The data for these KPIs can be gathered through project deliverables, and technical reports. The analysis should focus on idenfying trends, paerns, and potenal risk areas. 37 The findings should be used to connuously improve the compliance process and minimize risks. 3.1.3 Partnership and Networking Performance Dashboard The Partnership and Networking Performance Dashboard is a dynamic tool to monitor and assess the effecveness of partnerships and networking acvies. It serves as a centralized plaorm that enables stakeholders to evaluate the collaborave efforts and synergies established with relevant actors in the field of research and innovaon. This dashboard consolidates data from various sources, including possible agreements, joint iniaves, and networking events. It provides stakeholders with a comprehensive view of the project's partnership landscape and the impact of these collaboraons on the project's outcomes. Through the Partnership and Networking Performance Dashboard, stakeholders can assess the quality and quanty of partnerships established within the project. It provides insights into the diversity of stakeholders involved, and the alignment of partners' experse and resources with the project's objecves. Stakeholders can evaluate the success of partnerships in terms of joint research endeavors, knowledge exchange, technology transfer, and possible industry engagement. The dashboard facilitates the monitoring of networking acvies carried out by the project, such as workshops, conferences, and seminars. It provides informaon on the number of events organized, parcipant engagement, and the disseminaon of project results. By tracking these networking acvies, stakeholders can gauge the level of visibility, reach, and impact achieved through these iniaves. Furthermore, the Partnership and Networking Performance Dashboard enables stakeholders to assess the outcomes and impact of collaboraons. It tracks (for example) metrics such as publicaons, joint projects resulng from partnerships established within the project. This helps stakeholders understand the tangible benefits and contribuons of partnerships to the project's overall objecves and outcomes. The dashboard also serves as a tool for idenfying potenal areas of partnership opportunies. It can highlight gaps in collaboraons or sectors that require more engagement. By idenfying these areas, stakeholders can take proacve measures to foster new partnerships, strengthen exisng relaonships, and leverage the experse and resources of relevant actors. Overall, the Partnership and Networking Performance Dashboard plays a crucial role in facilitang effecve collaboraon and maximizing the impact of the H2IOSC project. It provides stakeholders with a comprehensive overview of partnership efforts, enables datadriven decision-making, and promotes evidence-based intervenons to enhance networking acvies. Through this dashboard, the project can build robust partnerships, foster knowledge exchange, and drive innovaon within the field of humanies and cultural heritage research. 38 Key Performance Indicators: KPI - Number of networking events organized Indicator Number of networking events organised Definition(s) The KPI refers to the count of formal or informal events specifically designed to bring together stakeholders, professionals or participants with the primary goal of facilitating connections, partnerships, knowledge sharing or collaboration. Rationale Networking events foster partnerships and inter - organizational cooperation; they can lead to new business opportunities or strategic alliances; they are useful for management to track stakeholder engagement activities; they reflect how actively the project promotes interaction and growth, technology transfer. Assumptions Events are organized intentionally for networking; events have a clear objective related to stakeholder interaction, professional relationship building, or collaboration; only distinct events are counted. Data/information needs and resources Event Name/Title; Date(s) of the Event; Event Objective; Type of Event; Location or Mode (physical/virtual). How is the KPI calculation carried out Sum of events of this type. Who is providing this information Provided by the project governance or CNR Sources Webpage Unit of measure Number The measured KPI values are reported below. 39 The analyzed data concerns the number of events from the start of the project unl 31 October 2025, which saw the parcipaon of individual nodes and the H2IOSC cluster. Event type node name event number (per node) Event number (H2IOSC) General Meeng 1 Fesval 1 Workshop 2 Conference CLARIN-IT 13 Conference DARIAH - IT 7 Conference E - RIHS .it 4 1 Conference OPERAS - IT 3 Conference and workshop DARIAH - IT 1 Conference and workshop OPERAS-IT 1 Event CLARIN-IT 1 Event DARIAH - IT 5 Event E - RIHS .it 3 Event and workshop E - RIHS .it 1 Exhibion E - RIHS .it 1 Expo E - RIHS .it 4 Meeng CLARIN - I T 1 Round table E-RIHS.it 3 Seminar including a webinar CLARIN-IT 8 Study day CLARIN - IT 2 Study day E - RIHS .it 1 Symposium E - RIHS .it 2 Talk CLARIN-IT 4 Training School ( including a Summer School) CLARIN-IT 3 Tutorial CLARIN - IT 1 Workshop CLARIN - IT 2 Workshop DARIAH - IT 1 40 Workshop E - RIHS - IT 10 Workshop OPERAS - IT 1 KPI - Number of publications on the same thematic area Indicator Number of publications on the same thematic area Definition(s) It refers to the count of publications that fall within a defined thematic or disciplinary area (Delibera CNR n. 126/2024). Rationale Evaluate the research productivity in a specific field. Assess the specialization or focus of a research group. Track trends in research output in specific subject areas. Assumptions Publications reflect research activity and output. Thematic areas are defined consistently usingrecognized classification systems (following Delibera CNR n. 126/2024). Databases and sources provide accurate and comprehensive coverage of relevant publications. Authorship and attribution are correctly assigned. Data/information needs and resources A reliable bibliographic database (zenodo) How is the KPI calculation carried out Sum of publications per area Who is providing this information Provided by the project governance or CNR Sources Database Unit of measure Number The measured KPI values are reported below. 41 The data investigated concern the number of publications, per thematic area (Delibera CNR n. 126/2024), carried out from the beginning of the project until 31 October 2025, prepared by the individual nodes and the H2IOSC cluster, Themac area of the publicaon node name publicaon number (per node) publicaon number (H2IOSC) PE4_2 Spectroscopic and spectrometric techniques CLARIN - IT 1 PE4_2 Spectroscopic and spectrometric techniques E-RIHS.it 1 PE6_7 Arficial intelligence, intelligent systems, natural language processing DARIAH - IT 2 PE6_7 Arficial intelligence, intelligent systems, natural language processing OPERAS - IT 1 PE6_8 Computer graphics, computer vision, mulmedia, computer games E - RIHS .it 1 PE6_9 Human computer interacon and interface, visualisaon E-RIHS.it 6 PE6_10 Web and informaon systems, data management systems, informaon retrieval and digital libraries, data fusion CLARIN - IT 1 PE6_10 Web and informaon systems, data management systems, informaon retrieval and digital libraries, data fusion E-RIHS.it 5 PE6_10 Web and informaon systems, data management systems, informaon retrieval and digital libraries, data fusion OPERAS - IT 1 PE6_11 Machine learning, stascal data processing and applicaons using signal processing (e.g. speech, image, video) DARIAH - IT 2 PE6_11 Machine learning, stascal data processing and E - RIHS .it 1 48 Indicator Value proposition of H2IOSC Definition(s) The KPI describes the unique value that H2IOSC delivers. It answers: What problem is being solved? Who will benefit and how? Rationale The rationale provides the justification for undertaking the project: What are the strategic goals? What is the impact of not doing the cluster? What competitive advantage or operational eiciency will be gained? Assumptions The target user needs or wants the solution. The costs are predictable and controllable. Stakeholders will support H2IOSC also in the future. Technology or resources will be available and suicient. Data/information needs and resources To develop and support the value proposition, the following data is needed: Market data (demand, competition), Financial data (cost estimates, revenues), Stakeholder feedback (needs, expectations, pain points), Risk assessments (potential roadblocks, mitigation). Resources: mainly, technological and human resources. How is the KPI calculation carried out Stakeholder and service providers interviews; User journey mapping; Competitive analysis. Who is providing this information Stakeholder, project community, service providers, users, suppliers. Sources Survey Unit of measure Descriptive field Below is a description of the H2IOSC Value proposition investigated. The value proposition was explored within the cluster from various perspectives. First, it was surveyed of the project community at large, as stakeholders but also users of the infrastructure facilities participating in H2IOSC and their services (recurring responses: “More opportunities for collaboration between researchers and infrastructure” and “Simplified and shared access to research resources and data”). It was then strategically explored with the coordinators of the four national infrastructure nodes (some responses: “Extended partnership”, “Developing attractive and innovative services/new technologies”). It was then analyzed through surveys with the scientific community using 49 the services (some responses: “Updating on available resources “, “Complete and useful metadata for research purposes “) and with users of the services included in the TNA/NA calls (recurring responses: “Enabled access to advanced and reliable digital tools/resources provided by research infrastructures” and “Improved the quality or eiciency of our research processes and data with the help of H2IOSC technologies and expertise”). For a detailed analysis of the results, please refer to deliverable 1.4, which specifically addresses this aspect. However, it is the intention of the cluster management to maintain focus on this aspect by repeating questionnaires so as not to lose touch with the stakeholders' strategic vision and the needs of scientific and non-scientific users. KPI – Key services Indicator Key services Definition(s) Key services of H2IOSC are the essential activities and supports it provides to enable, enhance, or facilitate research. Rationale Enable external researchers and industry to use the infrastructure, often via open access or peer review. Assumptions Access must be equitable and transparent. H2IOSC can support external demand without disrupting internal research. Data/information needs and resources Category of services. Type of services free (standard services) and paid (value added services). Possible users, partners, competitors. Possible services request. Costs for equipment and dedicated sta. Possible fee for value added services. How is the KPI calculation carried out Service providers interviews; User/partner mapping; Competitive analysis. Who is providing this information Project community, service providers, users, suppliers. Industry. Sources Survey, benchmark analysis, network events. Unit of measure Descriptive field 50 Below is a description of H2IOSC Key Services. The following are the macro categories of services of the H2IOSC cluster catalogue.  Technical services: digital infrastructures essential for research and data management, including solutions for secure storage, high-performance computing, AI-powered content analysis, and advanced ICT services to support processing, sharing, and interoperability of data within virtual and collaborative research environments.  Data & Digital services: software, tools, datasets, and pilot projects addressing the needs of those involved in the study, management, and valorization of cultural, linguistic, and historical heritage, including tools for remote monitoring, diagnostics, data extraction and analysis, and digital fabrication.  Research services: access to platforms (physical, digital, etc.) for carrying out scientific experiments/use of cutting-edge tools and equipment to support scientific excellence.  Innovation services: synergies of existing tools and new innovative research capabilities.  Training services: free self-paced courses and platforms for sharing and downloading open-access training materials, tailored for people involved in the humanities, social sciences, and heritage science, to strengthen interdisciplinary skills and the use of Research Infrastructures. With regard to the methods of access to H2IOSC services:  Open access resources: access to these resources is free-of-charge.  Value-added resources: for added-value resources and services (i.e.: services for scientific research and access to the technological infrastructure) a flexible model is used that considers dierent categories of users: 1. Users of the scientific network: access, granted on the basis of scientific excellence and the potential impact of the proposed research project, involving a selection process, requires the payment of a contribution to cover the costs of providing the service. 2. Private users: access is guaranteed by paying a fee required for the use of specific services or features that enrich the basic oer of the infrastructure, such as advanced features, specialized support or customized solutions that meet specific needs. The fees help to cover the costs of development, maintenance, support and provision of these services. Further details on these services, their potential partners/users/competitors, and access policies are provided in deliverable 1.4. It is important to note that the service categorization is the one identified in the project context. During the cluster's full operational phase, it may undergo changes both in the 51 type and number of services oered and in their possible combination, with a view to responding increasingly eiciently to interested parties' requests. KPI – Cost analysis Indicator Cost analysis Definition(s) Cost analysis refers to the identification, quantification, and evaluation of all cost elements related to the lifecycle of the H2IOSC. It includes capital investments, operational expenses, personnel costs, R&D and indirect costs, with the aim to ensure eicient resource allocation and long-term sustainability. Rationale Budget planning and allocation: Helps funders and managers understand the true cost of the cluster. Sustainability assessment: Ensures the cluster can operate long-term without financial risk. Decision support: Informs strategic choices. Eiciency monitoring: Identifies cost drivers and potential savings. Funding applications: Required by governments and institutions for justifying investment. Assumptions Cost analyses usually rely on a few key assumptions: Useful life of infrastructures (e.g., 20 years). Utilization rates of the infrastructure (how intensively it's used). Technological stability (i.e., pace of obsolescence). Staing models. Maintenance and replacement schedules for equipment. Data/information needs and resources Capital costs (investment done and to be done); Operating costs (Personnel, utilities, consumables, maintenance); Indirect costs. How is the KPI calculation carried out Data centers/platforms referents interviews, suppliers interviews. Who is providing this information Data centers/platforms referents, suppliers. Sources Survey 52 Unit of measure Number The values of the cost analysis are reported below. Cost categories Description Value 2026-2035 (kEuro) Investment costs The amount was esmated considering the 5 - year life cycle of the hardware (data center) equipment acquired with NRPP funds, in order to maintain the cluster's highperformance and cung-edge capabilies. For the data centers, it was therefore esmated that the same level of investment would be sustained at the end of the 5 years. For the plaorms acquired with NRPP funds, a diversified valuaon was applied, taking into account their complexity and technical specificies. 15.682 Running costs The amount was esmated considering the potenal maintenance and consumables costs, as well as ulies, for the first five years and ten years of the data centers, taking into account that these data centers (may) also consist of equipment previously acquired with non-NRPP funds, but whose maintenance was necessarily considered, for technical and funconal reasons, in conjuncon with the equipment acquired with project funds. The amount also includes technical support costs for the plaorms over the same period and, finally, the maintenance and consumables costs associated with the services listed in the catalogue. 27.396 R&D costs costs for research and development acvies that are planned to be outsourced to suppliers in order to ensure the efficiency and performance standards required of H2IOSC plaorms and services. Research and development acvies related to the data centers and most of the plaorms used are carried out by cluster 2.902 53 personnel, the cost of which is reported under "manpower costs" item. Manpower costs The amount was esmated based on an analysis of the manpower requirements for the cluster's management and operaons in the coming years. The analysis specifically considered the manpower required for the proper funconing of the data centers and plaorms used for the purposes of the H2IOSC cluster, as well as for the proper provision of the services listed in the catalogue. It takes into account permanent staff already employed in the aforemenoned acvies and temporary staff who may be hired to upgrade certain services, based on the projects won. 23.890 Overheads calculated as 7% of direct costs previous listed, to use the same percentage applied under the NRRP-funded project. 4.891 KPI – Revenues Indicator Revenues Definition(s) It refers to the income generated by the cluster from its operations, services, and other funding sources. Rationale Assess its financial sustainability. Inform policy decisions and funding strategies. Measure its economic impact and return on investment. Improve eiciency and planning for future development. Justify public funding by showing value generated. Assumptions Revenue includes public and private contributions, grants, and service fees. The cluster provides valuable outputs (data, technology, knowledge) that others are willing to pay for or support. Revenue generation does not necessarily imply profit motive. 54 Data/information needs and resources Revenue from services or user fees, National/international grants, Institutional funding How is the KPI calculation carried out Sum of the relevant sources Who is providing this information Management of the project Sources Annual financial statements, project budget allocation Unit of measure Number The values of the revenues and some concluding comments are reported below. Revenue categories Description Value 2026-2035 (kEuro) National Nodes Core budget This is constuted by Ordinary government funding (FOE). To be understood as financing of the "FOE a valenza internazionale", which is expected to be (partly) allocated for the reference period. This Core Budget serves the basic funding for H2IOSC operaon, ensuring the connuous funconing of its Nodes. Indeed, H2IOSC is sustained through indirect funding mechanisms, with financial resources provided via the naonal nodes, rather than through direct centralised allocaons. 3.400 EU research and naonal projects income To be understood as an esmated value based on the projects financed in the last 5 years (2019-2024), taking into account the fact that the trend of projects won in the recent period is confirmed. European research and naonal grants will provide addional funding for the development of specific H2IOSC acvies and/or services, and for future investments, both at the cluster level and at the Nodes level. 8.690 Service fee Forecast based on expected requests for access to technical, training and digital added-value services for which the payment of a contribuon or fee is expected, calculated taking into account the analysis of the 2.051 55 demand for services and the trend of services already operaonal requested. The contribuons and fees are requested to cover mainly the costs associated with making the same services available. Other revenues In order to ensure full coverage of the costs associated with the correct operaon of the naonal Nodes. Specifically, these funds include the FOE (Instuonal Fund) to cover the cost of permanent staff and ulies costs, as well as a revenue forecast for public-private partnerships that are planned to be acvated in the long term and for which networking acvies have been iniated during the project's life cycle. 60.620 Further details on costs, revenues and financial sustainability are provided in deliverable 1.4. It is important to take into account the assumptions made in the mentioned deliverable and the fact that the forecasts will necessarily have to be monitored and updated based on the progress of the cluster's activities, its services, and other contingent situations. 3.1.6 Performance Measurement and Assessment Dashboard The Performance Measurement and Assessment Dashboard is a comprehensive tool designed to track and evaluate the progress, performance, and impact of the H2IOSC project. It serves as a centralized plaorm that provides real-me insights into various aspects of the project's implementaon and outcomes. The dashboard incorporates key performance indicators (KPIs) and metrics aligned with the project's objecves, considering those defined by the project technical sheet, allowing stakeholders, including the Project decision-making structure, to monitor the project's performance against predetermined targets. Through the Performance Measurement and Assessment Dashboard, stakeholders can assess the effecveness and efficiency of the project’s acvies, idenfying areas of success and areas that require improvement. The Performance Measurement and Assessment Dashboard serves as a valuable decisionmaking tool, supporng stakeholders in making informed choices to ensure the project's success. It facilitates data-driven discussions, enables the idenficaon of trends and paerns, and provides a basis for evidence-based intervenons and adjustments to project implementaon strategies. 56 Overall, the Performance Measurement and Assessment Dashboard acts as a praccal resource, consolidang project knowledge and offering valuable support to stakeholders. It provides a comprehensive assessment of the project's implementaon condions, offering insights into its achievements, challenges, and areas for improvement. By leveraging the dashboard's funconalies, stakeholders can effecvely monitor and evaluate the H2IOSC project's progress, facilitang the aainment of project objecves and maximizing its impact in the field of humanies and cultural heritage research and innovaon. With the aim to support monitoring and evaluaon acvies within the H2IOSC project, as described in secons 5 (Monitoring) and 6 (Reporng) of D1.1, we report in the following the relevant Key indicators found for both procedural and financial progress of the project. KPI – Procedural progress of the project Indicator  Number of days to fill in and sign checklist for recruitment (checklist 6) and for procurement (checklist 7);  Number of days to upload checklist 6 and 7 on OwnCloud signed by the Director. Definition(s) They assess through the implementation of self - monitoring reviews for recruitment and procurement procedures have been completed at a given point in time, compared to a baseline or timeline. Rationale Ensure timely implementation of project activities. Monitor workflow, task completion, and administrative processes. Identify delays or deviations early for corrective action. Promote accountability among teams and stakeholders. Support resource planning and decision-making during project execution. Assumptions A clearly defined work plan or project schedule exists. Tasks and milestones are well-defined with assigned responsibilities. Delays and deviations can be quantified and investigated. Data/information needs and resources Project work plan and activity schedule, Milestone definitions and due dates. Records of task completions (checklists). 57 How is the KPI calculation carried out Use of tracking tools for data entry and monitoring. Who is providing this information Management and administrative sta. Sources CNR Owncloud and Sharepoint Workbook Unit of measure Number The values of the identified KPIs and some concluding comments are reported below. Procedural indicators (Number of days) BIM 4 BIM5 BIM6 BIM7 BIM8 BIM9 BIM10 BIM11 BIM12 BIM13 BIM14 BIM15 Procedural indicators for recruitment : Number of days for fill out and signature of the checklist 6 38,88 61,66 62,93 - Procedural indicators for procurement : Number of days for fill out and signature of the checklist 7 85,69 153,74 192,10 83,44 Procedural indicators: Number of days for fill out and signature of the checklist 6 and 7 BIM4 BIM5 BIM6 BIM7 BIM8 BIM9 BIM10 BIM11 BIM12 BIM13 BIM14 BIM15 Procedural indicators for recruitment : Number days to update checklist 6 in OwnCloud aer Director's signature 2,92 2,11 0,00 - Procedural indicators for procurement: Number days to update checklist 7 in OwnCloud aer Director's signature 1,67 0,00 0,00 0,00 As described in secon 6 (Reporng) of D1.1 and set out in the Procedural and Financial workflows, the checklists “Annex 6 for recruitment procedures” and “Annex 7 for procurement procedures” draed by the Ministry, were shared by the H2IOSC Financial Manager with the UOs. All the Instutes considered that the implementaon of self-monitoring reviews for recruitment and procurement procedures through the checklists was a valid tool. The Instutes considered this process essenal in order to ensure that the informaon and documentaon required for all procedures carried out was consistent and complete. However, the implementaon of self-assessment process required more me than expected,