Evaluation committee for the Civil UAVs Initiative
Published on 18 July 2019
Spain
Galicia
This is the good practice's implementation level. It can be national, regional or local.
About this good practice
Galician government leads an strategic initiative under Challenge 2 of its RIS3 called the Civil UAVs (Unmanned Aerial Vehicles) Initiative, aiming to promote the R&D&I to develop the aerospace sector.
This programmed, endowed with 164M€ from both public and private funds, aims to integrate solutions based on unmanned vehicles in order to improve public services in the public administration.
Due to the high number of organizations involved, both public and private and the high amount of funds, it was crucial to develop a good monitoring system.
The monitoring of the projects and the technological maturity of their respective components and products, as well as the supervision and control of the work carried out by the adjudicataries is being carried out following the “Stage-Gate” model:
Firstly, the programme has defined concrete phases which are aligned with the Technology Readiness Levels (TRLs) and each of the projects implemented are evaluated at the end of each of these phases.These evaluations are defined as “Gates”.
The Stage Gate Committee (CSG) determines in each Gate how resources has been executed and if planned activities has been implemented so the following phase can be initiated. In case the committed funds are not fully executed, there has to be a reprogramming for the implementation of new projects or the improvement of an existing ones.
The CSG may decide to finalize the phase or require new technical tasks or prepare new documentation.
This programmed, endowed with 164M€ from both public and private funds, aims to integrate solutions based on unmanned vehicles in order to improve public services in the public administration.
Due to the high number of organizations involved, both public and private and the high amount of funds, it was crucial to develop a good monitoring system.
The monitoring of the projects and the technological maturity of their respective components and products, as well as the supervision and control of the work carried out by the adjudicataries is being carried out following the “Stage-Gate” model:
Firstly, the programme has defined concrete phases which are aligned with the Technology Readiness Levels (TRLs) and each of the projects implemented are evaluated at the end of each of these phases.These evaluations are defined as “Gates”.
The Stage Gate Committee (CSG) determines in each Gate how resources has been executed and if planned activities has been implemented so the following phase can be initiated. In case the committed funds are not fully executed, there has to be a reprogramming for the implementation of new projects or the improvement of an existing ones.
The CSG may decide to finalize the phase or require new technical tasks or prepare new documentation.
Resources needed
956.163,78€ are dedicated for external support on monitoring the global initiative.
Besides this, GAIN staff is dedicated to the monitoring of the Civil UAVs Initiative as indicated below:
3 persons in a 100%
1 person in a 90%
2 persons in a 70%
1 person in a 60%
1 person in a 20%
Besides this, GAIN staff is dedicated to the monitoring of the Civil UAVs Initiative as indicated below:
3 persons in a 100%
1 person in a 90%
2 persons in a 70%
1 person in a 60%
1 person in a 20%
Evidence of success
Establishing concrete stages and continuously following-up helps to take decision on the abandonment or reinforcement of a concrete project.
The R&D programme under this initiative was initially launched with 20 projects. Its monitoring through the stage-gate system allowed to, in one hand, identify cost savings in the implementation of some projects leading to 2 new projects at the end and, on the other hand, allowed to re-orientate one project which faced problems in the implementation phase.
The R&D programme under this initiative was initially launched with 20 projects. Its monitoring through the stage-gate system allowed to, in one hand, identify cost savings in the implementation of some projects leading to 2 new projects at the end and, on the other hand, allowed to re-orientate one project which faced problems in the implementation phase.
Potential for learning or transfer
This is a very good monitoring example of an initiative which involves a very high number of stakeholders and also so many projects and budget associated. Regions which are facing difficulties in the following up of programmes with similar characteristics can get some inspiration on the Stage Gate procedure since it allows to have a continuous real picture of the situation. This facilitates the decision taking and allows to advance towards the following phase.
Even though this initiative is one of a huge dimension in terms of budget, activities and stakeholders involved, the methodology used for its monitoring can be easily extrapolated to other regions and adapted to a smaller dimensions.
Even though this initiative is one of a huge dimension in terms of budget, activities and stakeholders involved, the methodology used for its monitoring can be easily extrapolated to other regions and adapted to a smaller dimensions.
Further information
Website
Good practice owner
You can contact the good practice owner below for more detailed information.
Organisation
Regional Government of Galicia
Spain
Galicia
Contact
Director of Innovation Programmes