D2.5 - TNA Services Management Plan

Grant Agreement 101079792, RESILIENCE PPP TNA Services Management Plan Title of Deliverable: TNA Services Management Plan Deliverable Number: 2.5 Type of Data: Plan Lead Beneficiary: KUL Publishing Status Public Last Revision Date: 29/10/2025 by: Lieneke TIMPERS Verification Date: 30/10/2025 by: Francesca CADEDDU Approval Date: [DD/MM/YYYY] by: [Name] Document Name: RESILIENCE_WP2_D2.5_TNAServicesManagementPlan_01.00_FINAL Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 2 Change History Author(s) Name Beneficiary Role Lieneke TIMPERS KUL WP2 Member Alexandra NUSSER INFAI WP2 Member Dries BOSSCHAERT KUL WP2 Leader Distribution List Name Beneficiary Role All, Public Various Various Version Number Date Status Name Summary of Main Changes 00.01 17/09/2024 DRAFT Initial Draft Draft of Beta deliverable 00.02 29/10/2024 DRAFT Second Draft Incorporated feedback of WU and reviewers 00.03 22/11/2024 DRAFT Final Draft Incorporated feedback BoD 00.04 27/11/2024 FINAL Final Beta Version Final Version Beta deliverable 00.05 17/09/2025 DRAFT Initial Draft Updated ToC for Final Version 00.06 15/10/2025 DRAFT Second Draft Incorporated feedback of WP2 00.07 22/10/2025 DRAFT Third Draft Sent to BoD for final feedback 01.00 30/10/2025 FINAL Final Version Final Version Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 3 Table of Contents 1 Introduction ......................................................................................................................................... 7 1.1 Aim of the TNA Management Plan .............................................................................................. 7 1.2 Why a TNA Programme for the Study of Religion? ....................................................................... 8 1.3 RESILIENCE TNA Programme 2022-2025 .....................................................................................10 1.4 Key Experiences and Recommendations 2022-2025 ...................................................................12 1.4.1 RESILIENCE TNA .....................................................................................................................12 1.4.2 ITSERR TNA ............................................................................................................................13 1.5 Collaboration with EHRI-EU ........................................................................................................15 2 Governance and Financial Management of the TNA Programme .........................................................15 2.1 Governance: Roles and Responsibilities ......................................................................................16 2.1.1 HQ TNA Management Team ..................................................................................................16 2.1.2 TNA National Nodes ...............................................................................................................17 2.1.3 Peer Review Board .................................................................................................................17 2.2 Financial Management of the TNA Programme ..........................................................................18 2.2.1 TNA Fellow Grants .................................................................................................................18 2.2.2 Personnel and Management Costs .........................................................................................19 2.2.3 Operational Costs ..................................................................................................................20 3 Management of TNA Fellows and TNA Hosts .......................................................................................21 3.1 Management of TNA Fellows .....................................................................................................21 3.1.1 TNA Fellow Application Workflow ..........................................................................................21 3.1.2 Criteria of Excellence .............................................................................................................24 3.1.3 Gender ..................................................................................................................................24 3.1.4 TNA Fellow Rights and Duties .................................................................................................25 3.1.5 TNA Fellow Quality Monitoring: Procedures and Responsibilities ...........................................26 3.2 Management of RESILIENCE TNA Hosts ......................................................................................26 3.2.1 Criteria of Excellence .............................................................................................................27 3.2.2 Rights and Duties ...................................................................................................................27 3.2.3 TNA Host Application Workflow .............................................................................................29 3.2.4 TNA Host Onboarding Workflow ............................................................................................30 3.2.5 TNA Visit Workflow ................................................................................................................30 Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 4 3.2.6 Quality Monitoring: Procedures and Responsibilities .............................................................32 4 Long-Term Strategies of the TNA Programme......................................................................................32 4.1 TNA Portal..................................................................................................................................32 4.2 Expanding the TNA Hosting Network ..........................................................................................37 4.2.1 GLAM Sector ..........................................................................................................................37 4.2.2 Geographic Expansion ............................................................................................................38 4.2.3 Creating an Active Network ...................................................................................................38 4.3 Risks and Mitigations .................................................................................................................38 4.3.1 Risks concerning the transition to the RESILIENCE Implementation Phase. .............................39 4.3.2 Risks concerning the TNA Hosting Network ............................................................................39 4.3.3 Risks concerning the Individual TNA Stays ..............................................................................39 5 Communication and Impact ................................................................................................................40 5.1 Communication Strategy Frame for TNA ....................................................................................40 5.2 Guide for the TNA Communication Workflow.............................................................................41 5.3 Action Plan for Social Media Content .........................................................................................41 5.4 Measuring Impact ......................................................................................................................41 5.5 Open Science & FAIR Principle....................................................................................................42 5.6 Data Management Policy ...........................................................................................................42 6 Next Steps ...........................................................................................................................................42 7 Annexes ..............................................................................................................................................43 7.1 TNA Host Memorandum of Understanding ................................................................................44 7.2 TNA Host Recommendation Report ............................................................................................48 7.3 TNA Host Evaluation Form .........................................................................................................50 7.4 TNA Fellow Grant Agreement .....................................................................................................51 7.5 TNA Fellow Financial Guidance ...................................................................................................54 7.6 TNA Fellow Online Application Form ..........................................................................................56 7.7 TNA Fellow Selection Criteria Form ............................................................................................60 7.8 TNA Fellow Invitation .................................................................................................................61 7.9 TNA Fellow Evaluation Form ......................................................................................................62 7.10 TNA Fellow Certificate ................................................................................................................63 7.11 TNA Communication Strategy Frame ..........................................................................................64 8 Applicable Documents ........................................................................................................................65 Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 5 9 Reference Documents .........................................................................................................................66 List of Figures Figure 1: TNA Fellow Application Workflow ............................................................................................... 23 Figure 2: TNA Stay Workflow ..................................................................................................................... 31 Figure 3: Call for Proposals ......................................................................................................................... 34 Figure 4: TNA Manager Dashboard: Managing TNA Fellow Proposals ....................................................... 35 Figure 5: TNA Manager Dashboard: Managing TNA Calls ........................................................................... 35 Figure 6: TNA Manager Dashboard: Managing TNA Hosts ......................................................................... 36 Figure 7: Frontend: Example of a TNA Host Page ....................................................................................... 37 List of Tables Table 1: TNA Personnel ............................................................................................................................. 20 List of Abbreviations BoD Board of Directors FAIR FAIR principles of Findability, Accessibility, Interoperability, Reusability FTE Full Time Equivalent GA Grant Agreement GDPR General Data Protection Regulation GenA General Assembly GLAM Sector that includes Galleries, Libraries, Archives, Museums HQ Head Quarter ITSERR Italian National Project “Italian Strengthening of the ESFRI RI RESILIENCE” MoU Memorandum of Understanding OA Open Access PP Preparatory Phase ReIReS EU Project “Research Infrastructure on Religious Studies” 2018-2021 RI Research Infrastructure Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 6 TNA Transnational Access ToC Table of Contents TRL Technology Readiness Level WP Work Package Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 7 1 Introduction This deliverable is part of the set of deliverables produced by Work Package 2 that together describe and prepare for the current and future RESILIENCE services. The TNA Management Plan concerns a specific RESILIENCE Service: Transnational Access. Accessibility has been flagged by RESILIENCE as a key need of researchers in its user research. 1 According to the Grant Agreement of the RESILIENCE PP it should describe the “[…] criteria of excellence for TNA hosts and users, their rights and duties within the program, quality monitoring procedures and responsibilities (incl. Peer Review Committee), and efficient information providing and research enhancing workflows”. 2 This will be followed by D2.12 TNA Management Report, which will report on the prototyping and activities conducted by RESILIENCE TNA during the RESILIENCE Preparatory Phase (2022-2026). 1.1 Aim of the TNA Management Plan Within the Service Strategy, TNA will function as a core service, to be fully coordinated and managed by the future RESILIENCE headquarters. 3 The TNA Management Plan thus subscribes to the guiding principles of a RESILIENCE Service, namely that it strives to ensure “[…] expertise, excellence, FAIR, sustainability, transparency, and a clear description of the service[…]”. 4 It is chiefly informed by three sets of previous experiences and resources: a) The RESILIENCE TNA programme conducted during the RESILIENCE PP, which provides crucial insight into the current challenges and opportunities; b) Research on other transnational programs and activities within the humanities, ESFRI, and other relevant initiatives, to provide background and insight; c) The reports and experiences of ReIReS (Research Infrastructure on Religious Studies), which ran a successful fully funded TNA programme from 2018-2021. The latter is important for its comparison with the current in-kind programme, as well as providing the blueprint for the RESILIENCE TNA Programme. The programme currently operates at a technological readiness level of 6: “A functional version of the product working on a realistic environment able to draw conclusions on the technical and operational capabilities of the product.” 5 It is in the validating phase of prototyping, where it is functioning in its targeted environment, but is missing a few components that can only be implemented in the next phase, which prevents it from being fully operational. 1 Cf. the List of prioritised User Requirements in RESILIENCE_WP3_D3.5_User-Stories-Catalogue-1st-Batch, chap. 4.1, 4.2. 2 Grant Agreement-101079792-RESILIENCE PPP, p. 17-18. 3 RESILIENCE_WP2_D2.1_Services Preparation and Implementation Strategy(version 03.00 July 2025), p. 20. 4 RESILIENCE_WP2_D2.1_Services Preparation and Implementation Strategy, p 10. For a more thorough outline of these principles, see p. 10-14. 5 See https://horizoneuropencpportal.eu/store/trl-assessment for an overview of the TRLs and examples. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 8 During the ReIReS phase of TNA, 87 users from 23 countries completed their TNA project, spending a total of 180 access weeks. Applicants conducted research within historical Religious Studies at one of the fourteen available TNA Hosts, at this phase still only consisting of libraries and archives. By July 2021, 19 scholars had published research that been (partially or wholly) produced as a result of a ReIReS scholarship in scientific journals, books or as part of dissertations, 49 more were in preparation (in the peer review process or in print), and 10 presentations were given at conferences. Publications in Open Access were collected for the ReIReS website until July 2021 and can still be accessed here: https://reires.eu/online-workshopmaterials/publications/. Given this success and the excellent reputation of the programme, it was decided at the beginning of the RESILIENCE Preparatory Phase to continue running an in-kind, limited version of the programme. It is therefore not a funded programme: the agreements made with TNA Hosts are voluntary and temporary, and do not include any kind of financial or legal obligations; nor do TNA Fellows receive any kind of scholarship unless a TNA Host was able and willing to provide those funds independently. This construction allowed us to profit from the network and experience of ReIReS and thereby ensure that as little expertise and momentum was lost. In doing so we hope to build a tried and tested bridge towards the next phase of the TNA Programme within RESILIENCE. The Detailed Organization Plan contains a more in-depth list of tasks for T2.6 TNA. 6 With regard to managing the current version of the TNA programme, the sub-tasks assigned to T2.6 Preparing TransNational Access services activities should be read iteratively: each year, we prepare TNA activities, analyse the cost and resources available and determine the scope of the programme for that year. This is followed by running the TNA Call and Programme and evaluation and feedback of the programme, both of which together take up most of the effort, as acknowledged by the effort division in the DOP. This process was then used as the basis for this final deliverable, allowing us to present a truly tested and thriving TNA Service. This deliverable will therefore outline the TNA Programme from a management perspective once RESILIENCE transitions towards an ERIC. While it was run as an in-kind service during the PP, this plan assumes funded scholarships within the context of the RESILIENCE Implementation Phase. The remainder of Chapter 1 will describe the current raison d’être and describe the main aims of the TNA Programme. Chapter 2 will outline governance and financial management of the programme, while Chapter 3 describes the workflows and procedures related to the TNA Fellows and TNA Hosts. Chapter 4 outlines some key longterm strategies, while Chapter five concludes with a short description on the communication, dissemination, and impact of the future TNA Programme. All the documents related to the TNA Programme cited in the deliverable can be found in the annexes. 1.2 Why a TNA Programme for the Study of Religion? In its current phase (2022-2026) RESILIENCE is conducting research into the needs of its future users: researchers, scholars, librarians, archivists, and other actors for whom advanced and excellent knowledge of religion is necessary to execute their professional responsibilities. As part of that research, WP 3, together 6 See RESILIENCE_WP6_D6.3_DetailedOrganisationalPlan. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 9 with WP2 (led by KU Leuven) and WP4 (led by the Theological University Apeldoorn), designed a model of two-day “user requirement” workshops aimed at discovering and mapping the needs of future RESILIENCE users. 7 While the full results of these workshops have yet to be published, interim results have shown the top two factors cited as the most common need amongst researchers were access (chiefly related to accessing academic literature), and networking, with the caveat that both require consistent funding that is often not available. 8 As one of the few truly interdisciplinary academic fields of study, the study of religion possesses a vast range of knowledge loci, leading to diverse sets of data, all of which are subject to their own limitations and specifications. They extend across time (historical and contemporary data), context (culture, geography, language, religion), and are multimodal, ranging from texts to numbers to images to physical and material data. The study of religion thus suffers from both an abundance and scarcity of sources, as observed by Lincoln A. Mullen in his article “The Making of America’s Public Bible: Computational Text Analysis for Religious History”: “However partial they may be, the archival and the printed record is vast. Despite the labours of librarians and archivists, our sources are inadequately catalogued and indexed. For even the most narrowly targeted scholarly question, the sources available outstrip the historian’s time and ability to read.” 9 While it can be expected that digitization could help this issue, the opposite seems to be the case. Digitization exacerbates both the scarcity of undigitized sources and the abundance of digitized sources: the huge number of databases containing digitized collections of primary sources can feel overwhelming to researchers, while at the same time, digitized sources are nowhere near a full representation of the past. However, their accessibility leads researchers “[…] to use those sources rather than other sources which are available in the archive but remain undigitized.” 10 This means that in-person, physical access to sources is by no means an outdated necessity for researchers; indeed, it is the combination of digital and physical access to data that is and will remain essential for comprehensive multidisciplinary and multilingual research in the study of religion. Providing only digital data and tools excludes sources as well as specific contents, expressive forms and particular disciplines of the study of religion and does not enable holistic research. Via its Transnational Access Programme, RESILIENCE aims to build this bridge between physical and digital access. The RESILIENCE TNA Programme offers physical and virtual (as opposed to digital: virtual implies those sources that are only available via onsite computer and/or networking access) across national borders to the most significant tools and sources in those disciplines related to the study of religion. TNA offers support 7 Workshop Proceedings – 1st Batch, D3.1 (2024), p. 6-9. See RESILIENCE_WP3_D3.1_WorkshopProceedings1. 8 User Stories Catalogue - 1st Batch, D3.5 (2023), p. 18-19. See RESILIENCE_WP3_D3.5_User-Stories-Catalogue-1stBatch. 9 Lincoln A. Mullen: The Making of America’s Public Bible: Computational Text Analysis for Religious History, in: Digital Humanities and Research Methods in Religious Studies: An Introduction, ed. by Christopher D. Cantwell and Kristian Petersen (Berlin, Boston: De Gruyter, 2021), p. 31-52: https://doi-org.kuleuven.e-bronnen.be/10.1515/9783110573022-003. 10 Lincoln A. Mullen, The Making of America’s Public Bible, p. 38. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 16 fellowship programme in 2026, RESILIENCE will likely devote two more years to the transition towards the implementation phase. The plan outlined below is intended for the future, fully funded TNA Programme as part of the future RESILIENCE ERIC. 2.1 Governance: Roles and Responsibilities In the next phase RESILIENCE aims to become a distributed research infrastructure, with national nodes contributing to the RESILIENCE ERIC. Most of the programme’s activities will be managed within the national nodes, with the exception of a few key financial, legal, and governance responsibilities that, within the current plan, will need to be managed at the EU level. Each national node provides a National Host Officer, and each TNA Host also provides a TNA Coordinator. Finally, the TNA Programme requires a Peer Review Board, which consists of a mix of RESILIENCE and TNA staff. It should be noted that the division between HQ and national node responsibilities outlined below cannot be finalized at this stage of the project, and should therefore not be viewed as definitive. The account below bases itself on input from the PP TNA Programme and the Financial Sustainability Plan. 15 2.1.1 HQ TNA Management Team HQ staff will contribute to those aspects of the programme that cannot be run at the national level. However, the current HQ staff does not foresee a specific TNA Officer. As such, these responsibilities will be divided according to expertise amongst the current roles foreseen at HQ, including the Communications Officer, Legal and Administration Office, and where necessary the Open Science and Technology Transfer Officer. Key duties concerning the TNA Programme at HQ include the following: 1. Legal and financial management of the TNA Grants 2. Legal and financial management of the TNA Hosting Network 3. Coordinating the Peer Review Board 4. TNA Communication and Dissemination at the EU level 5. Evaluation and monitoring of the programme 6. Maintaining the TNA Portal The current plan presupposes a steady growth of the TNA Programme, both in terms of TNA Fellows and TNA Hosts. However, we expect that the TNA Portal will offset the required increase in effort so that the personnel hours for TNA can remain steady. 15 See RESILIENCE_WP1_D1.3_FSP_FinancialSustainabilityPlan. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 17 2.1.2 TNA National Nodes National nodes are the national members of the RESILIENCE community. Each national node has a TNA National Host Officer, who coordinates all the TNA Hosts for their country. 16 In accordance with the Service Strategy, the National Host Officer will be responsible (within the limits of the TNA Programme) for: 1. Grow and maintain the national TNA Network 2. Managing all national TNA activities 3. Community outreach and engagement activities 4. Monitoring and evaluation of the programme at the national level a. Define local Key Performance Indicators (KPI) and collect data for monitoring. b. Develop local policies (access policy, data policy ...) and monitor their impact in line with the RESILIENCE RI policies. 17 At the TNA Host institutions themselves, the key contact person is the TNA Coordinator. They ensure physical and administrative access to the institute, and form the main point of contact for the National Host Officer. They should therefore have a senior position in the faculty or institute. In practice it has been shown that researchers at this level rarely have the time for resources for the practical work required to prepare a TNA Visit, which is then often outsourced to junior researchers. It is therefore possible to appoint a TNA Contact Person who can organize the practical aspects of each visit. 2.1.3 Peer Review Board The Peer Review Board has a twofold role: evaluation TNA Host applications and evaluation TNA Fellow applications. The board forms a continuation of the TNA Host Evaluation Board created for preparation phase, and will consist of seven members: 1. RESILIENCE HQ CDE Representative 2. RESILIENCE HQ M Representative 3. RESILIENCE Advisory Board Member 4. Two active TNA Host Coordinator(s) who are not included in the list above. These members should, where possible, represent a geographic region not included by the members above. They will rotate every two years, and are invited to join by the Access Programme Coordinator . 16 RESILIENCE_WP1_D1.3_FSP_FinancialSustainabilityPlan, p. 19. 17 RESILIENCE_WP2_D2.1_Services Preparation and Implementation Strategy. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 18 5. Two R3/R4 researchers on the study of religion 18 : one representing disciplines within the Humanities, and one representing disciplines within the Social Sciences. These members should, where possible, represent a geographic region not included by the members above. They will rotate every two years. Criteria have been developed for both the TNA Host applications and the TNA Fellow applications (see section 3.1.2 and 3.2.1). The Peer Review Board is responsible for reviewing both sets of applications, and should be prepared to provide feedback on its decisions where required. Contesting procedures for both TNA Fellows and TNA Hosts will be included in the TNA Portal. 19 2.2 Financial Management of the TNA Programme Given that the current phase of the programme is unfunded, this section describes a future version of the TNA Programme. The financial plan below is primarily based on the D1.3 Financial Sustainability Plan. 20 Costs for running a fully implemented TNA Programme can be divided into four categories: 1. TNA Grant Management 2. Personnel and Management costs at RESILIENCE HQ and National Nodes. 3. In-kind contributions provided by the TNA Host, including but not limited to: access to physical and digital TNA Host Infrastructures, meetings with onsite experts, meeting up with experts, workplace, and access to (future) RESILIENCE services and networking events. For some TNA Hosts this can also include (in-kind) accommodation. 4. Internal service: operational costs. 2.2.1 TNA Fellow Grants The TNA Fellow grants will be managed by the RESILIENCE TNA HQ. The Financial Sustainability Plan includes an initial estimate of TNA Grants for the Implementation phase. For TNA mobility grants for individuals, 20k is foreseen for 20 TNA Fellows per year. For the TNA mobility grants for teams a total of 70k is foreseen per annum, estimated at 5k for each team member, for teams of 3 members, for a duration of about 1 month. The team mobility grants could not be tested in this phase due to the lack of a funded programme. 18 The EU has identified four unique EU Researcher Career profiles to describe career level. These are categorized according to the level of research independence and influence in the field, with R1 equivalent to a PhD candidate, and R4 equivalent to an international leading scholar in the field. See https://www.more-4.eu/indicator-tool/careerstages-r1-to-r4. 19 As the TNA Portal will not be fully delivered until 2028 at the earliest, this will therefore be developed during the next phase of RESILIENCE. 20 RESILIENCE_WP1_D1.3_FSP_FinancialSustainabilityPlan, p. 17. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 19 The TNA individual mobility will operate on the principle of: as flexible as possible, as rigid as necessary. What this means in practice is that we do not mandate specific accommodation or flights. The exception to this is if the TNA host offers in-kind accommodation or has an institutional agreement with a third-party on accommodation – in this case the TNA Fellow will be obligated to use this. Each TNA Fellow will receive the national equivalent of 2000 euros spent in Belgium (this forms the baseline) for their TNA stay. The national equivalent is calculated using the Eurostat European Union Correction Coefficients Index, and will be reviewed annually. 21 The grant should at minimum cover affordable travel costs, accommodation, (some) living expenses, and (where needed) access to the institution’s collections. TNA Fellows will be encouraged to travel as sustainably as possible. Accommodation can be booked independently by the TNA Fellow, unless the TNA Host has an existing third-party or internal accommodation for visiting scholars. Arrangements via travel agencies are strongly discouraged. TNA Fellows will sign an agreement with RESILIENCE outlining the grant package and the main duties the TNA Fellow should subscribe to. 22 The TNA Fellows make their own travel and accommodation arrangements before they receive the grant. RESILIENCE will then transfer the subsistence grant as soon as the Fellow begins their stay. Reimbursement of travel and accommodation expenses can also be applied for from this moment onwards. In this way we hope to increase the flexibility of the TNA Fellow, who can, for example, choose to spend the grant on cheaper accommodation for a longer stay, or choose a cheaper method of travel to upgrade their accommodation. See Annex (7.5 TNA Fellow Financial Guidance) for an overview of the travel and reimbursement procedures. 2.2.2 Personnel and Management Costs The table below gives an indication of the main tasks and personnel costs of managing RESILIENCE TNA in the implementation phase. Personnel costs are divided between RESILIENCE HQ and RESILIENCE National Node. RESILIENCE HQ is responsible for all EU-level tasks of the programme, mainly concerning the financial and legal management of the programme, and monitoring and reporting. Most of the TNA activities will be carried out at the national level, which will be managed by the National Host Officer at each national node. Each national node will have a TNA National Host Officer who will manage the national network of TNA Hosts and Fellows. 21 Click here for the correction coefficients within the EU, and here for those outside of the EU. 22 See Annex 7.4 TNA Fellow Grant Agreement. 23 This effort is an estimation based on current experience. It should be clarified at later stages if the HQ will have the financial capability for sustaining it or whether this effort should be distributed. TNA Personnel Tasks FTE RESILIENCE HQ Initial stages of onboarding new TNA Hosts 0,3 FTE23 Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 20 Table 1: TNA Personnel 2.2.3 Operational Costs No operational costs beyond the TNA grants and personnel are foreseen for until the TNA Portal is implemented. Until that time, TNA software maintenance is part of the overall RESILIENCE online Maintaining contact with TNA Hosts Grant administration Monitoring and reporting at RESILIENCEEU level Updating/maintaining TNA Portal Managing TNA Calls for Applications RESILIENCE National Nodes National Host Officer Build and grow the local TNA Network 0,1 FTE per member Service Contribution Outreach and engagement Monitoring and evaluation Point of Contact for TNA Fellows TNA HOST Partners TNA Host Coordinator Maintaining contact with RESILIENCE 4 hours per month Sharing all TNA Communication Updates PR/Networking Membership TNA Peer Review Board TNA Contact Person Contact with TNA Fellow 20 hours per TNA Fellow Preparing Visit Running the visit Evaluation of the visit Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 21 maintenance. Software maintenance for RESILIENCE has been planned at three resources for 0,5 FTE in 2026-2027, 1 FTE in 2028-2031. 24 This is intended for the maintenance of ITSERR/RESILIENCE-born tools. 3 Management of TNA Fellows and TNA Hosts During the PP phase a number of workflows and procedures were developed for the management of both TNA Fellows and TNA Hosts. This chapter describes the operational management of both fellows and hosts, which will primarily take place at the level of the national nodes. 3.1 Management of TNA Fellows TNA Fellows are expected to conduct original research that results in scientific output, to be published in open access where possible. This includes academic articles, monographs, books and book chapters, conference presentations, science communication, and research data sets. They will meet up with an expert in their topic or field: this meeting should be a minimum of one hour and should focus on the specific research questions of the TNA Fellow. In addition to this, the TNA Fellow should, if possible and desirable, have the opportunity to present their research to onsite peers, via a seminar, or staff meeting, or other format. In short, the TNA Fellow experience is a personalized one, tailored to their specific research and networking needs. The experience in both ReIReS and the RESILIENCE PP has shown that the programme attracts early and intermediate career scholars, ranging from the doctoral level to the equivalent of assistant and associate professors. In the following section, the management of TNA individual mobility is outlined, which includes both the research use case and the staff exchange use case. 3.1.1 TNA Fellow Application Workflow In the current phase, TNA Fellows apply during the Call for Applications via the RESILIENCE TNA website using an online application form. 25 Once the call closes, the applications are sent to the respective hosts. Each TNA Host fills in the TNA Fellow Evaluation Chart for each applicant, and sends this back with their decision. RESILIENCE TNA then emails all the candidates individually with the final decisions, putting the TNA Coordinators of their future TNA Hosts in CC. With the implementation of a funded TNA programme as well as the TNA Portal, the application process will change. TNA Fellows will apply during each call via the TNA Portal using the application form, which are immediately sent to their respective TNA Hosts. Each TNA Host fills in the TNA Fellow Evaluation Chart (see Annex 7.8) and sends this back to the TNA National Host Coordinator with a recommendation report. The 24 RESILIENCE_WP1_D1.3_FSP_FinancialSustainabilityPlan, p. 20. 25 See https://www.resilience-ri.eu/resilience-tna-application-form/ for the current version of the application form. See Annex 7.6 if the application is currently closed. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 22 reason for this is to ensure that the specific materials and expertise requested by the TNA Fellow is actually available at the TNA Host Institute and to filter out candidates that do not meet requirements. The TNA National Host Coordinator collects all the recommendation reports and sends them to the TNA Host Evaluation Board Committee, who make the final decision within the timeframe determined by the call. TNA Fellows are then informed of this decision via the TNA Portal. The TNA Portal is currently still in its prototyping phase, see section 4.1 for some screenshots of the current version. Should the TNA Portal not be fully ready, the following procedure can be adopted: Potential TNA Fellows will apply using the application form on the RESILIENCE website. All the application forms are collected every two months and sent to their respective TNA Hosts. Each TNA Host fills in the TNA Fellow Evaluation Chart (see Annex 7.8) and sends this back to the TNA National Host Coordinator with a recommendation report. The TNA National Host Coordinator collects all the recommendation reports and sends them to the TNA Host Evaluation Board Committee, which has one month to make a decision. These are communicated by completing the recommendation reports and sending them back to the TNA National Host Coordinator. While this can be done in a live meeting, it is also possible for each board member to issue his/her vote via email to the programme officer. In this way, prospective TNA Fellows should hear their results within three months of applying. See the figure below for an overview of this process. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 23 Figure 1: TNA Fellow Application Workflow Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 24 3.1.2 Criteria of Excellence The following criteria were developed for TNA Fellow Applications and are available on the current RESILIENCE TNA website. A candidate must obtain a minimum of 50% of the points given for the five main selection and ranking criteria. The yes or no questions function as an extra criterion that can be used to when weighing equal criteria candidates. Main selection and ranking criteria 26 1. Research quality of the proposal (0–15 points). 2. Career profile of the potential user (0–10 points). 3. Potential of the research project (0–10 points). 4. Match between expertise/collections TNA Host and research project (0-10 points). 5. The project has European relevance (0–5 points). Extra criteria 27 1. Equal opportunity: the project is led by, or includes, a female group leader or principle investigator or team member; OR the gender balance within the group members is fulfilled (40/60); OR it includes a specific focus on gender issues (yes/no). 2. Equal opportunity: The project is led by, or benefits, or includes, a differently abled group leader or principal investigator or team member OR it includes a specific focus on disability/trauma issues. (yes/no). 3. The TNA scholar can be considered an early career scholar (Master, PhD, post-doc) (yes/no). 4. The project is proposed by a scholar who has not received a RESILIENCE TNA scholarship before (yes/no). 5. The project requires a strong integration between access to physical collections and the use of digital tools (yes/no). 3.1.3 Gender To promote gender equality, the evaluation process is aligned with the Horizon Europe Guidance on Gender Equality Plans. • The Extra criterion 1 uses gender as a tie-breaker when proposals are equally ranked. • The Extra criterion 1 rewards proposals that integrate gender dimensions in research. 26 See Annex 7.7 for the evaluation chart that can help TNA Hosts select their candidates. 27 Cf. the UN Sustainable Development Goals 10 (Reduced Inequality), 5 (Gender Equality), and 4 (Quality Education). Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 25 • We ensure gender-equitable evaluation, e.g., through a balanced composition of the evaluation committees and by training the reviewers in relation to unconscious bias. • We monitor and report gender data on applicants and awardees. • If the balance is not given, we promote inclusive outreach to encourage applications from underrepresented genders. 3.1.4 TNA Fellow Rights and Duties Upon acceptance into the programme, TNA Fellows have the following rights and duties. Rights: 1. They receive a grant to contribute to the costs of their research stay; 2. They will receive free access to the collections of the TNA Host Institution of their choice; 3. They will be able to access the TNA Host’s expertise – if possible via a meeting with an onsite expert; 4. They can present their research at the TNA Host Institution of their choice if this is feasible; 5. They will receive (if desired) a TNA certificate of their stay; 28 6. RESILIENCE Membership (length and benefits to be determined), access to services and training. Duties: 1. Communicate with the host institution(s) regarding my stay and access needs, e.g., specific collections/material, guidance from archival staff, access to research expertise; 2. Comply with rules and regulations of the host institution(s) and conform with the law of the host country in which the host institution(s) are located; 3. Arrange my own insurance to cover healthcare, travel and liability insurance with adequate cover for the whole duration of the Fellowship; 4. where feasible, present their research at the host institution (unless this proves unpractical or difficult, e.g., because the fellowship is too short or takes place during the summer months) 5. At minimum provide RESILIENCE with an abstract of their research and/or project, and where feasible provide dissemination materials about their Fellowship (blogs, articles, pictures, testimonies, etc.); 6. Complete the TNA report and evaluation no later than 6 weeks after the end of their fellowship; 28 See Annex 7.10 for the current TNA Certificate Template. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 32 3.2.6 Quality Monitoring: Procedures and Responsibilities Quality monitoring for TNA Hosts is conducted in a number of different ways. 1. Biannual TNA Host Trainings. These were created and trialled in the PP phase for new hosts to create a uniform sense of experience and quality. They outline the workflow, key responsibilities, and include testimonies and experiences from TNA Fellows. Currently these are still confidential. 2. Evaluation form and annual report. Each TNA Host will be asked to fill in an evaluation form annually. 38 The TNA Management Team compiles and analyses the results, and reports on the status quo, as well as possible recommendations. 3. Impact measurement and analysis. 39 This will be fully conducted by RESILIENCE Headquarters. The procedures for this will be developed during the next phase of RESILIENCE. 40 4 Long-Term Strategies of the TNA Programme The previous chapters described the key aspects of running and maintaining the TNA Programme during the RESILIENCE implementation phase. This chapter outlines the long-term plans that have been developed as a result of the PP phase, which should be taken into account for the next phase of the programme. 4.1 TNA Portal Multiple references have been made to the TNA Portal. The ultimate aim of the TNA programme is to provide fast, efficient access to collections and experts via an ongoing call, where RESILIENCE functions as a facilitator rather than organizer. The need for an online platform became clear during the first two years of the PP. In that phase, TNA Calls for Proposals were run on an occasional basis: two annual calls, and four bi-annual calls. The switch towards the latter took place in 2024, halfway the prototyping phase, to shift the calls away from the summer period, allowing scholars to apply for summer research stays – a period which was not possible to apply for with the timing of the previous two calls. However, two calls per year is still not a very flexible nor efficient format. For the future version of the TNA Programme, we would like to move towards a more regular application cycle where possible, facilitated by a RESILIENCE TNA Online Portal. The first two years of the preparatory phase were dedicated to setting up the prototype TNA Programme, and to create and grow the initial TNA Hosting Network. That work revealed the need for a dedicated TNA Portal. However, no effort or resources were foreseen at this stage of the project for prototyping or developing such a portal. 38 This was launched in August 2024 for the first time. See https://www.resilience-ri.eu/evaluation-form-tna-host/ for the questionnaire. 39 The RESILIENCE TNA Impact Assessment methodology is currently being developed in cooperation with WP5 and will be presented by WP5 in: RESILIENCE_WP5_D5.1_ Impact Analysis (forthcoming December 2025). 40 See also the D5.1 Impact Analysis. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 33 From 2023-2025, ITSERR, the Italian national project in support of RESILIENCE, was able to develop a prototype TNA Portal that has currently entered the testing phase. ITSERR will conclude in April 2026, after which the prototype will be hosted and maintained for a maximum of five years by the project partners. Should RESILIENCE be successful in its Transition to Implementation Phase (TIP) application (2026-2028) we will further develop the portal, with the aim of launching it by 2028. If not, further development will commence in 2030, which is when the Financial Sustainability Plan foresees the inclusion of a fulltime software developer within RESILIENCE. The TNA Portal has three specific goals that answer the challenges highlighted in the case studies above: 1. To automate the effort required to run the TNA Programme as much possible. This includes the TNA Call for Proposals, the TNA Fellow applications, the TNA Peer Review Process, the TNA Fellow and TNA Host evaluations, and a searchable overview of the TNA Host Institutions. In this way we can reserve partner effort for 1) evaluating and improving processes, 2) implementing new initiatives and 3) networking and collaboration. 2. To make the TNA network more efficient and more easily accessible for TNA Fellows. The portal will allow users to search for RESILIENCE TNA institutes and their specific physical and virtual collections, as well as researchers according to academic discipline, experts, and research topic. It will do this by importing data via a RSS feed from the institution, sourced from publicly available profiles and information. 3. To create a networking and collaboration platform for TNA Hosts: GLAM institutes, archives and libraries, institutes of higher education. In the long run, such a platform can provide an ongoing, sustainable environment which can serve as the starting point for transnational collaboration on the institutional level, with the aim of increasing the success rate of large grant applications, forming a negotiating block for projects involving the for-profit sector, as well as knowledge and staff exchanges. The version of the portal includes the following key features: 1. Key User Roles: TNA Manager – HQ / EU level, TNA National Host Coordinator, Peer Reviewer and TNA Fellow. 1. TNA Application Dashboard. This section automatizes the application process for TNA Fellows where possible. Applications are automatically forwarded to the relevant TNA Host, RESILIENCE Communications officer, and RESILIENCE TNA programme officer. The TNA Coordinator of the Host will then respond with the results of the application. If positive, they will then take the first steps for planning the TNA visit. The TNA Coordinator communicates the results to the RESILIENCE Programme Officer. Evaluation forms will then be sent by the system, based on the dates of the application. ORCID IDs form part of the application. 2. TNA Manager Dashboard. Intended for the TNA officer at RESILIENCE HQ, this dashboard allows the manager to write, edit, and publish TNA Calls, manage the peer review process, manage TNA Fellow applications, and onboard new TNA Hosts. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 34 3. List of searchable TNA Hosts. These are searchable by institute name, city and country, type of institute (HEI - University, Library, Archive, Museum, other), and available expertise. 4. TNA Programme Evaluations. Evaluation links will be sent to the TNA Fellow after their research stay via the TNA Portal. These will be summarized and analysed by the Portal into a short report. That report will be supplemented and finalized by the RESILIENCE Programme Officer, and sent to RESILIENCE HQ. The evaluations for the TNA Hosts will be conducted annually, and fully analysed and reported on by the programme officer to RESILIENCE HQ. The TNA Portal is currently still in its prototyping phase. The screenshots below give some insights into the design and workflows, but are still a work-in-progress and should not be viewed as the definitive product. The ITSERR project will run until April 2026, after which that version will at minimum be maintained and stored for a maximum of five years. All the information in the screenshots are examples and do not represent the actual content of the TNA Programme. Figure 3: Call for Proposals Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 35 Figure 4: TNA Manager Dashboard: Managing TNA Fellow Proposals Figure 5: TNA Manager Dashboard: Managing TNA Calls Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 36 Figure 6: TNA Manager Dashboard: Managing TNA Hosts Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 37 Figure 7: Frontend: Example of a TNA Host Page 4.2 Expanding the TNA Hosting Network Expansion of the TNA Hosting Network will be an ongoing and carefully curated part of the TNA Programme. The priorities listed below should be kept in mind for the first two years of the programme, after which evaluation and monitoring of the project should dictate future strategies. Throughout however, the network should remain as diverse as possible on the geographic, religious and disciplinary level. 4.2.1 GLAM Sector For galleries and museums, the procedures and workflows remain largely similar to those of research institutes. The key difference is that unlike institutes of higher education, not many museums or art galleries will have experience hosting visiting research fellows, though this very much depends on the institute itself. Talks with potential GLAM hosts will therefore have to be more extensive to ensure that the TNA experience remains of the same level of excellence. Experiences during the PP with the Comenius Museum in the Czech Republic were very positive however, and has shown that the potential for including this sector is Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 38 worthwhile: within the study of religion there is a strong movement towards material history, oral history, and even audiovisual history. RESILIENCE would be offering an entirely unique service by including exchanges with museums and galleries in its offer of TNA Hosts. Many of our TNA Hosts will have existing connections and collaborations with national museums which can be leveraged to this end, though here too the expansion will have to be to curated carefully to guarantee excellence. During the next RESILIENCE phase the collaboration with E-RIHS will also be instigated, which will include an investigation into a possible collaboration for the TNA Programme for heritage studies. In addition to museums and archives we will also explore the potential of including religious institutes such as monasteries, churches, mosques, and synagogues. A good current example is the Bektashi Headquarters, who are one of the first TNA hosts within this category. However, here it is clear that specific criteria and guidelines need to be developed, as well as relationships cultivated that can mediate between the researcher and the religious institute. This will require careful negotiation and monitoring on the part of RESILIENCE, while at the same time providing access to an entirely unique resource within the study of religion and the humanities. 4.2.2 Geographic Expansion In line with the communication strategy, the initial focus within Europe will be Eastern Europe and the Balkans. Plans were in place for MENA expansion, but given the current regional instability this has been put on hold for now. Expansion towards Ireland/the UK, Scandinavia, Spain, and Central Europe is crucial to maintain European diversity and the sustainability of the programme, and discussions with partner institutes in these member states are still ongoing. 4.2.3 Creating an Active Network In addition to these concrete expansion strategies, the other emphasis will be on expanding outgoing as well as incoming mobility. The first two calls were chiefly focused on external TNA Fellows applying to visit a TNA Host, with the TNA Host functioning as a passive recipient of applications. With the implementation of the TNA Portal we foresee that this will more of a two-way street, in which TNA Hosts actively present the programme to their scholars as an exchange option. The goal is to achieve an energetic network of incoming and outgoing exchanges for each host. To that end, in the next RESILIENCE phase, an Alumni Network for TNA Fellows will be created using the database of TNA Fellows that was put together during the PP phase. 4.3 Risks and Mitigations A number of risks have already been identified at this stage of the project; we also foresee a number of challenges for the upcoming transition phase. The list below is not exhaustive, but gives a good indication of the main point. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 39 4.3.1 Risks concerning the transition to the RESILIENCE Implementation Phase. • Unfunded TNA during implementation phase. • Delays in the development of the TNA Portal. • Delays in the transition from PP to Implementation phase. In all these cases the in-kind version of the TNA Programme can be continued for a longer period of time to facilitate the transition. Individual TNA Hosts can be contacted for local funding possibilities, which can be included in the TNA benefits for that TNA host. Delays in the development of the portal are easier to mitigate, as the current RESILIENCE TNA website is sufficiently developed to run the current version of the programme. 4.3.2 Risks concerning the TNA Hosting Network • Challenging to maintain a brand of excellence across such a wide variety (geographical, thematic, size) of institutions, thereby risking a too broad/vague brand of TNA. o Mitigation: Develop targeted strategies to recruit suitable hosts and prioritize institutes that will join RESILIENCE. • Theological and religious studies archives, libraries, and institutions are often quite small and might struggle with fulfilling the minimal duties, both on an institutional level, and on a staff level. o Mitigation: We foresee that this will be less of an issue during the implementation phase than during the PP phase, since the distributed structure of RESILIENCE and the embedding of the TNA Programme into the national nodes will help to shorten communication lines between TNA Hosts and the national TNA Coordinator, thereby allowing for more support on a case-by-case basis. • While smaller institutions counterbalance the lack of dedicated funds with the visibility gained by being part of RESILIENCE, bigger institutions, which are already well known, ask for unique benefits in comparison to other programmes and/or their everyday activities. o The benefits for larger institutions relate more to access to the RI as a whole, and will become less of a challenge as RESILIENCE transitions towards an ERIC. 4.3.3 Risks concerning the Individual TNA Stays • The expertise requested by the TNA user is not available in facility/library. o This is something that the TNA Host Coordinator should flag upon receiving the application. In that case the TNA applicant will be informed of this and if possible recommended to a different TNA Host that does possess the required expertise. In the case of experts, this is Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 40 something we ask TNA Hosts to fulfil if possible, but to mitigate via an online meeting or via alternative meetings if the requested expert is not available. • Lack of TNA proposals from qualified applicants. o Should this remain consistent the National Node Coordinator will plan a meeting to determine a strategy for mitigating this, e.g. more communication and PR in their specific expertise. • The planned TNA budget is not sufficient for the TNA user due to unforeseen price increases. o This will have to be mitigated via shorter research stays and/or more digital and virtual research stays. If there is an option to increase the budget that is the preferred solution. • A host institution withdraws from the RESILIENCE TNA programme to which TNA fellows are still to join. o While this is obviously not encouraged, it has happened once during the PP phase, for reasons outside of the TNA Host’s control. The immediate solution is to try to arrange for these fellows to stay at the institution for the remaining time and/or to find an alternative host institution. • A pandemic/disaster/war and other events prevent physical access. o In this case we will explore the options of virtual and digital access, and focus on finding alternative hosts not located in the affected region. 5 Communication and Impact This section will address communication strategies and how the impact of the TNA Programme will be measured from the implementation phase onward. Both of these have been, or will be developed in close collaboration with Communication and Impact Work Units, such as the current WP4 (Communication and Dissemination) and WP5 (Impact). 5.1 Communication Strategy Frame for TNA It is recommended that the “Communication Strategy Frame for the RESILIENCE TNA Programme”, which was developed in the PP by WP4 in cooperation with WP2, be continuously followed up for an agile development of the communication strategy. 41 The strategy aims to reach the target groups relevant to RESILIENCE, including potential TNA fellows, potential TNA hosts and the flow of information to other 41 Communication, Dissemination, and Exploitation Plan, chap. 3.3, see RESILIENCE_WP4_CDEP (D4.2, November 2024). Communication Strategy Frame for TNA: see Annex 7.11. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 41 target groups. The framework for the implementation phase must be adapted to the changed conditions (funding opportunities, modified scope, etc.). 5.2 Guide for the TNA Communication Workflow To ensure the communication and dissemination of each RESILIENCE TNA scholarship, the WP4 CDE developed a TNA Communication Workflow guide, which describes the specific measures to be taken. This guide can be used as a basis for the communication workflow in the next phase. Results are news items on the RESILIENCE website and/or on the RESILIENCE social media channels. 5.3 Action Plan for Social Media Content A social media strategy should be included in the TNA communication strategy framework. It is recommended to operate with an Action Plan that acts as a calendar for all social media content and ensures that all relevant planned actions are shared on social media. In the context of TNA, this includes news about the TNA research stays, the calls, news about TNA hosts, webinars for TNA fellows or hosts, results of these various activities, publications due to RESILIENCE TNA and other topics of interest in this regard. 42 5.4 Measuring Impact The RESILIENCE work package on impact is still in the process of developing a strategy and management plan for measuring impact of the future RI. As one of the few active services, they prioritized the creation of an impact plan for TNA. This section summarizes the key aspects of this plan, though it should be noted that this is still a work in progress. Within TNA, they have identified three levels of data that need to be taken into account: output data, outcome data, and impact data. Output data consists of measurable results. For TNA this includes the number of TNA Hosts and Fellows and their demographics (institutional affiliation, geographic location, level of education), as well as the diversity of participants and their evaluation of TNA activities. Outcome data provides insight on the benefits experienced by Fellows as well as Hosts in the TNA programme, such as acquired knowledge and skills, scientific publications, international research collaborations, and increase in access of collections. Finally, impact data captures the long-term effects of the progamme, providing insights on changes in the organizational capacity and societal resilience. This also includes the impact on underrepresented groups and regions, economic impact via innovation, and solutions to global challenges. The work package on impact is working out indicators and approaches for measuring this within the context of the RI as a whole, as well as the role of TNA within it. 42 Cf. as an example D4.2, Attachment 2: Action Plan M13-M27 (not part of the public deliverable), in: RESILIENCE_WP4_CDEP (D4.2, November 2024). Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 48 7.2 TNA Host Recommendation Report General Information RESILIENCE Contact Person: [Full Name, Institutional affiliation] Name TNA Host Institution: [Full name and acronym] Date of Application: [dd/mm/yy] Weblink institute: Type of institute: [Archive/Library/Institute of Higher Education/Art Gallery/Museum/other] Nationality: Main language(s) spoken at institute: Admissions Criteria TNA Hosts Please indicate “yes” or “no” for each criterium: 1. Aware of the financial commitment required to fulfill minimum duties of a TNA host. (yes/no) 2. Dean/Director of the institution has signed (or is willing to sign) the memorandum of understanding (yes/no) 3. Has appointed a TNA Coordinator and TNA Contact Person (can be one person) (yes/no) 4. Holds one or more academic collections relevant to the field of religious studies (yes/no) 5. Host institution has a number of in-house experts/senior scholars affiliated with disciplines related to religious studies and/or experts on the collections in their holdings (yes/no) 6. Host institution is located within Horizon Europe list of European nations (yes/no) 7. Host institution is GDRP compliant and operates according to OA and FAIR principles (yes/no) 8. Host institution has an online presence (newsletters, social media, website) which can be utilized for RESILIENCE communication and PR (yes/no) 9. Host institution aims to provide a safe space to excellent researchers regardless of gender, age, nationality or impairments (yes/no) Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 49 Minimum Duties TNA Host The TNA Host has been informed of, and has indicated a commitment towards the minimum duties listed below required to host a TNA scholar: 1. Agree to a minimum number of TNA recipients per academic year. (Yes/no. [number]) 2. Review and accept TNA applications for your institution, using the TNA Review Criteria. (yes/no) 3. Ensure the provision of a comfortable workspace for each TNA recipient. (yes/no) 4. Match TNA recipients with at minimum one onsite scholar/expert. (yes/no) 5. Report to RESILIENCE on the performance of the TNA program and help to develop and improve the TNA program and its procedures. (yes/no) 6. Participate in promoting RESILIENCE TNA, TNA Scholars, and TNA research results, through internal and external communication channels. (yes/no) 7. Permit RESILIENCE to publish a description of your physical and digital collections on your TNA Host webpage as a part of the RESILIENCE website. (yes/no) Additional Services The TNA Host has these additional services at their disposal, which they have indicated can be utilized by potential TNA Scholars: 1. [...] 2. [...] Recommendation RESILIENCE Contact Person Please indicate in a few lines your official recommendation to the TNA Host Evaluation Working Group, and explain why. [...] Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 50 7.3 TNA Host Evaluation Form The TNA Host Evaluation form was developed in 2024. It can be accessed online here: TNA Host Evaluation Form. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 51 7.4 TNA Fellow Grant Agreement The RESILIENCE Transnational Access Programme offers physical and virtual access to an expanding network of European institutions and libraries. Its aim is to facilitate and foster easy access to sources, resources, expertise and services for researchers in Religious Studies in all their synchronic and diachronic variety, as well as promoting and disseminating collections, institutions, and archives. This document lists the mutual roles and responsibilities of each party in taking part in the TNA Programme and is intended to promote and ensure the excellence of the RESILIENCE TNA Fellowship Programme. This Confirmation of Fellowship Terms sets out the terms and conditions under which the undersigned individual (the “Fellow”) accepts the award of a RESILIENCE TNA Fellowship (“RTF”) granted by RESILIENCE under the TNA Fellowship Programme. Personal Information Full Name: Date of Birth: Home Address: Email Address: Phone Number: Citizenship/Nationality: IBAN: SWIFT/BIC: Name Account Holder: Project Information Title Fellowship Project: Host Institution(s): Length and Start Date of Fellowship: Acceptance of Terms Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 52 By signing this Confirmation of Fellowship Terms, I confirm the following: • I have been awarded the Fellowship to conduct research at the Host Institution(s) listed above, as approved by the RESILIENCE TNA Host Evaluation Board Committee following a competitive process. • I understand that I will receive a flat-rate subsistence allowance for the duration of the fellowship, paid in Euros by RESILIENCE at the start of the fellowship, to contribute ONLY to accommodation, subsistence, and local travel costs. Should a TNA Host offer in-kind accommodation, this takes precedence. • I will be reimbursed for reasonable travel costs up to a maximum amount in accordance with RESILIENCE policies and upon submission of valid supporting documentation. I understand that the Fellowship does not create any employment relationship with RESILIENCE or the TNA Host Institution(s). I am solely responsible for any tax, insurance, or social security obligations arising from the award. TNA Fellow Rights As a TNA Fellow I am entitled to: • Free access to the collections and facilities of the host institution(s), including a free workspace. • Request a meeting with (an) expert(s) in my field at the host institution(s); • Request to present my research at the host institution(s), subject to feasibility and institutional capacity. • Be contacted by a representative of the host institution(s) to help facilitate the visit. TNA Fellow Obligations As a TNA Fellow I undertake to: • Communicate with the host institution(s) regarding my stay and access needs, e.g., specific collections/material, guidance from archival staff, access to research expertise; • Comply with rules and regulations of the host institution(s) and conform with the law of the host country in which the host institution(s) are located; • Arrange my own insurance to cover healthcare, travel and liability insurance with adequate cover for the whole duration of the Fellowship; • where feasible, present their research at the host institution (unless this proves unpractical or difficult, e.g., because the fellowship is too short or takes place during the summer months) Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 53 • Where feasible provide RESILIENCE with dissemination materials about my Fellowship (blogs, articles, pictures, testimonies, etc.); • Complete the TNA report and evaluation no later than 6 weeks after the end of their fellowship; • Complete the TNA evaluation form 12 months after the end of their fellowship; • Inform RESILIENCE TNA and the host institution of research outputs from the Fellowship once published (including but not limited to: academic articles, conference presentations, datasets, databases, scientific communication). The following statement should be used: “Research for this project was made possible through the support of the RESILIENCE TNA Fellowship Programme taken at [name of host institution].” Finally, I acknowledge that I am encouraged to join the RESILIENCE TNA Fellow Alumni Network. Withdrawal and Non-Compliance I understand that failure to meet the obligations of the Fellowship, including early cancellation or failure to participate, may result in RESILIENCE to withdraw the Fellowship award and requesting full or partial reimbursement of the allowance paid. Date and Signature TNA Fellow Name: Place: Date: Signature: Data Protection RESILIENCE sets out to only collect and keep as much and as long personal data from its users as is necessary for the attainment of the specific purpose for which the data is collected and will not communicate these personal data to a third-party unless there is a legal obligation to do so. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 54 7.5 TNA Fellow Financial Guidance Financial Guidance for the RESILIENCE TNA Fellowship Programme RESILIENCE offers recipients of a TNA fellowship (1) reimbursement of travel costs from the fellow’s usual place of residence to the host institution and (2) an accommodation or accommodation allowance and (3) a subsistence allowance during the fellow’s stay at the host institution. Rates are subject to review and might change. The following guidance applies. Guidance on reimbursement of travel costs • Travel costs will be reimbursed based on the most appropriate and cost-effective means of transport from the fellow’s country of residence to the host country. • Eligible travel costs include costs for long distance travel between countries and travel costs from and to the airport/train or bus station, in both the host country and the country of residence. • Travel to and from countries other than the host country and the fellow’s country of residence needs to be justified. RESILIENCE will decide on the amount and eligibility of these costs for reimbursement of these travel expenses. • Only economy (2nd class) tickets of flights and trains are reimbursed. Other tickets are reimbursed to the level of the economy fare. • Costs for seat reservation, transport of necessary luggage and supplements for fast trains are eligible expenses. • Reimbursement ceiling for direct flights in Europe is €400. • Reimbursement ceiling for flights outside of Europe is €800. • Flights with higher costs are only reimbursed with prior approval by RESILIENCE. • Taxi expenses are usually not reimbursed. In exceptional cases, costs might be reimbursed if proof is provided that the expense was reasonable and explicitly motivated, e.g., when no public transport is available or for early departure (between 0.00 am and 7.00 am) and/or late arrivals (after 10.00pm), usually only up to a maximum of 40 EUR per leg. Taxi receipts are always required. • Local transport costs between the accommodation and the host institution must be covered from the subsistence allowance. • Car rental is not reimbursed. Costs for travel by private car are also eligible provided the shortest route is taken. Reimbursement may be claimed at €0,23 cents/km for the roundtrip up to a Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 55 maximum of €400. Additional accommodation while travelling by car is not eligible for reimbursement. How to claim reimbursement for travel costs • The RESILIENCE reimbursement form must be submitted to RESILIENCE no later than 1 month after the end of the fellowship. • The reimbursement form must be accompanied by the original invoices, boarding cards and flight tickets. Weighted total grant per country RESILIENCE contributes towards accommodation and subsistence costs during the fellow’s stay at the host institution using fixed rates that are weighted by country 44 . Fellows do not need to provide proof of costs via receipts etc. The table below shows the total grant available as weighted per country. The travel costs are deducted from this total, and the remainder of the grant is paid in EUROS to the TNA Fellow at the start of the fellowship. Country RESILIENCE Full Grant in EUR Albania 1338 Belgium 2000 Bosnia and Herzegovina 1218 Bulgaria 1212 Czechia 1564 France 2064 Germany 2000 Greece 1622 Israel 2180 Italy 1724 Netherlands 2198 Slovenia 1598 44 Countries listed are possible locations of RESILIENCE Host institutions. Rates are based on Eurostat correction coefficients in the EU and outside of the EU as of 2024. Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 56 7.6 TNA Fellow Online Application Form (The TNA Fellow Online Application Form is being submitted online and is only available during the opening of a call for applications.) Application Form RESILIENCE TNA About You Name (Required) Email (Required) Confirm email (Required) Institution (Required) Country (Required) Gender (Required) Female Male Non-binary / Third gender Prefer not to say Other What is your academic position? (Required) Student PhD candidate Postdoctoral researcher Research associate Assistant Professor Associate Professor Full Professor Librarian / Archivist Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 57 Other How familiar you are with the research infrastructure RESILIENCE? (Required) Not at all Minimally Moderately well Very well Your CV Your CV (Required) Upload here your CV in .pdf or .docx format. Accepted file types: pdf, docx, Max. file size: 128 MB. Relevant Publications Relevant Publications (Required) Indicate here your most important publications for the project (max. 5). If there no relevant publications yet, list relevant thesis and name of promotor. Planned Publications Planned Publications (Required) Indicate here your planned publications as a result of your stay at the TNA host insitution. Required Material Required Material (collections, objects, etc) (Required) Indicate here your wishes regarding material you want to use for your research. Duration and Period Write here an indication of the duration for access (typically two weeks) and the desired period for access. Starting Date, please enter a date from [date] (Required) MM slash DD slash YYYY End Date (Required) MM slash DD slash YYYY TNA Host TNA Host (Required) Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 64 7.11 TNA Communication Strategy Frame Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 65 8 Applicable Documents Applicable documents are documents from which all requirements must be fulfilled in the context of the Grant Agreement, although they are not repeated in the present document. ID Date Title/Reference A1 28/08/2022 Grant Agreement 101079792 Document Title: TNA Services Management Plan Status: FINAL Version: 01.00 66 9 Reference Documents Reference documents are intended to provide background and supplementary information. ID Date Title/Reference R1 02/08/2024 RESILIENCE_WP1_D1.3_FSP_FinancialSustainabilityPlan_01.00_FINAL R2 24/07/2025 RESILIENCE_WP2_D2.1_Services Preparation and Implementation Strategy_03.00_FINAL R3 29/02/2024 RESILIENCE_WP3_D3.1_WorkshopProceedings1_01.00_FINAL R4 31/10/2023 RESILIENCE_WP3_D3.5_User Stories Catalogue - 1st Batch_01.00_FINAL R5 21/11/2024 RESILIENCE_WP4_D4.2_CDEP_01.00_FINAL R6 23/12/2022 RESILIENCE_WP6_D6.3_DetailedOrganisationalPlan_01.00_FINAL [end of document]