November 1998

Contents

i3net, the European network for intelligent information interfaces, was launched in 1996 with the goal of advancing the development of novel human-centred systems and interfaces for interacting with information, aimed at people in their everyday activities. By 1997 the i3 community supported by i3net included thirteen research projects in computing for communities. In 1998 the i3 community was enlarged with twelve research projects in experimental school environments.

The mission of i3net in its second phase (1998-2001) is to help turn the i3 community into a trend-setting new culture that is open to the world and known world-wide for its visionary approach to the future information society. The promotion of an entrepreneurial spirit in research is integral to the mission. To accomplish its mission, i3net undertakes a series of commitments and tasks organised under the following headings:

i3net tasks

Building the i3 community
Networking facilities and administration, including: efficient and proactive network administration and management; advanced internal communication infrastructure.
Collaboration, education, and human resources, including: intense synergy and collaboration within the i3 community; a broad and dynamic scheme of i3 workshops, SIGs, etc.; creation of missing human resources.

Connecting to the world
Professional external i3 communication. Openness and external collaboration, including: expose i3 to external evaluation and critique; increase i3net membership; foster collaboration with non-i3 individuals, projects and research programmes.
Industrial relations and results exploitation, including: support mechanisms for i3 results exploitation; long term industrial i3 sponsorships; technology transfer mechanisms; support for research innovation.

Inventing the future
Through visions of how IT will develop in society; new, leading-edge research projects and programmes; continuous refreshment of innovation within the i3 community; a political role on the global stage.

Task implementation

i3net's tasks are implemented by the following actors:

• the coordinator is responsible for the day-to-day running of i3net;
• the coordinating group (CG) consists of representatives of i3 projects. The CG adopts strategies, action plans and budgets, monitors the actions that have been set in motion, and takes corrective action when needed;
• the members are the partners in i3 projects. In the future, i3net will have members who are not in ongoing or past i3 projects;
• the friends of i3;
• the general assembly (GA) which meets at the i3 annual conference to review i3net's performance and results during the past year and discuss the plans for the following year;
• the task groups (TGs) set up by the CG to perform exploration or undertake new actions;
• the special interest groups (SIGs) proposed by i3 members to focus on any i3 relevant topic;
• the topical meetings and workshops;
• external experts and service providers when needed for professional conduct of i3net business.

1. i3net objectives - the "why?"

i3net, the European Network for Intelligent Information Interfaces, was launched in 1996 with the goal of advancing the development of novel human-centred systems and interfaces for interacting with information, aimed at people in their everyday activities. By 1997 the i3 community supported by i3net included thirteen research projects in computing for communities. In 1998 the i3 community was enlarged with twelve research projects in experimental school environments.

The mission of i3net in its second phase (1998-2001) is to help turn the i3 community into a trend-setting new culture that is open to the world and known world-wide for its visionary approach to the future information society. The promotion of an entrepreneurial spirit in research is integral to the mission. To accomplish its mission, i3net undertakes a series of commitments and tasks organised under the following headings:

1.1 Building the i3 community

Networking facilities and administration

• Perform network administration and management.
• Establish, maintain and evaluate a backbone of infrastructure and communication channels to support all network activities and ensure smooth and efficient internal communication involving all members, such as mailing lists, web site, shared work spaces, etc.

• Facilitate and encourage synergy and collaboration among i3 partners, projects, and research programmes, e.g. by proposing and funding SIGs, topical workshops, etc.
• Propose and initiate a schedule for meeting activities, annual or otherwise, to promote and maintain the i3 community.
• Evaluate the need for new educational initiatives to create human resources in the interdisciplinary field of i3.

1.2 Connecting to the world

External communication

• Develop professional external i3 communication of broad scope and high intensity.

• Expose i3 to external evaluation and critique. Increase i3net membership.
• Foster collaboration with non-i3 individuals, projects and research programmes.

• Develop support mechanisms for i3 results exploitation and IPR strategies for members, projects and research programmes.
• Generate and explore possibilities for long term industrial i3 sponsorships.
• Develop adequate technology transfer mechanisms.
• Develop mechanisms to support small research endeavours and start-ups.

1.3 Inventing the future

Visions, strategies and politics

• Propose visions of how IT will develop in relation to society (and vice versa).
• Derive or create new, leading-edge research projects and research programmes.
• Propose mechanisms and activities to stimulate continuous refreshment of innovation and creativity within the i3 community.
• Evaluate and advise on how far i3net should venture onto the political scene to respond to its responsibility as a role-player in developments globally and in Europe.

2. i3net organisation - the "how?"

The network at any time consists of members ("shareholders"), the coordinator, the coordinating group (CG), and a number of task groups (TGs). In addition, i3net supports activities such as special interest groups (SIGs) and topical workshops. The network must be run in a proactive style. This is sought realised through network organisation, related activities and responsibilities, as follows:

2.1 Coordinator and coordinating group

i3net is run by the coordinator and the coordinating group (CG). The coordinator is responsible for the proactive network style, setting actions in motion, the day-to-day running of i3net, and servicing the CG. The coordinator chairs the CG which meets every 2-3 months.

The CG adopts strategies and action plans to be achieved by the members and by any i3-external assistance that may be needed. The CG adopts budgets for the individual i3net activities and monitors the overall spending of i3net. The CG monitors the actions that have been set in motion, and takes corrective action when needed. The CG may authorise any person or group of persons to represent i3net in a certain capacity. The CG will not necessarily meet to make its decisions. Decisions may also be made, e.g., via email exchanges, telephone, web-based meetings or video conferencing.

The CG changes its membership annually in order to: (i) have proportional representation of the different i3 research programmes on the CG and, (ii) whenever practically possible given the need for a workable and not-too-large CG, to give all i3 projects the opportunity of having a seat on the CG. Proportionality may be expressed in terms of research programme budgets. The CG cannot have more than 14 members in any one year. For the sake of continuity, at least two CG members (in addition to the coordinator) must stay on the CG from one year to the following year. A Commission representative is normally present as observer at the CG meetings.

A new election year starts in September. Ahead of a new election year, the CG decides on the number of representatives that can be on the CG for the coming year from each running (currently active) research programme. Candidates for the coming year's CG are solicited from the research projects under a research programme, which did not yet have a representative on the CG. A research project can propose at most one candidate. To ensure CG continuity, the outgoing CG may propose to the research programme projects that they re-elect one of their representatives who is already on the CG. All communication concerning CG elections is done through the project coordinators, and it is the coordinators of projects belonging to a particular research programme who, in collaboration with the outgoing CG, sort out the above issues wrt. election of CG representatives for their research programme.

2.2 Members

i3net includes by 1998 the following groups as members:

• network proposer members: the original proposers of i3net;
• IIS/CC schema proposers: the proposers of the two schemas "Inhabited Information Spaces" and "Connected Community";
• participants in IIS/CC projects and ESE (Experimental School Environments) projects/working groups.

Henceforth, IIS/CC and ESE are called i3 research programmes. Broadly speaking, all individuals referred to above, and hence all i3net members, are partners in i3 projects belonging to one of the two current i3 research programmes.

i3net actions are normally carried out by the members, for instance through membership of a task group. The larger part of i3net's actions are targeted at the members and solicit their participation, such as internal communication, exhibitions, workshops and conferences, information creation for external communication, technology transfer, course teaching, etc.

In addition, i3net has a group of "friends". Any interested individual, possibly representing an organisation, can be a friend of i3net.

Members and friends have the following obligations and rights:

• The CG may define an annual membership fee, depending on membership category. As of 1998 there is no Fee.
• Members and friends must be listed with full coordinates in the i3net web database.
• Members and friends will receive information on i3 activities on a regular basis, including the i3magazine.
• Members have access to internal information documents on the i3net web site in the "members only" section.
• Members have the right to suggest, and become involved in, according to their own interests, all i3net action preparations, action groups and organised activities, such as task groups (TGs), special interest groups (SIGs), topical meetings, workshops, etc. All such activities and their estimated costs may be proposed, at any time, to the CG either via a CG member or the Coordinator. The CG decides whether the action should be pursued. It is the responsibility of the CG to ensure synergy and avoid conflicts among the actions undertaken for the benefit of the i3 community, including activities undertaken by Working Groups contracted by the EC.
• Members are eligible for the i3net CG.

The i3net CG will consider revising the friends scheme in due course. The 1998-1999 i3net CG will implement a scheme additional (full) membership - over and above membership following from partnership in i3 projects - including membership criteria, in the light of the evolving negotiations on industrial sponsorship. All members will be heard on these issues.

2.3 General assembly

Each year i3net will have a general assembly (GA) in connection with the i3 annual conference (i3AC). The purpose of the GA is for the i3 community to review i3net's performance and results during the past year, adopt a plan for the following year, and elect the CG for the coming year. All members have the right to participate in the GA.

The coordinator calls the GA by circulating a draft agenda two weeks in advance. Any i3net member may suggest points for the GA agenda. The draft agenda is accompanied by a report which (a) succinctly describes the CG's work during the past year, and (b) presents an outline action plan for the coming year. The draft agenda is also accompanied by a list of candidates from among the outgoing CG members who seek re-election at the GA. All members have the right to propose additional agenda points and to propose CG candidates until four days before the GA. Members can propose themselves.

The GA elects a chairperson who undertakes to convey in writing the GA's main messages to the CG for the coming year. The coordinator makes sure that the GA is minuted. The coordinator and selected TG leaders report on activities and expenditure of the past year, and propose plans and budget for the following year. Important current issues are highlighted for GA discussion. The coordinator's and the TG leaders' reports are then discussed by the GA.

The GA elects the CG for the coming year. There should be proportionality of research programme representation on the CG, coupled with wildcard representation. For the time being, six CI people will be elected by the attendees present at the GA, and 4 ESE people will be elected by the attendees present at the GA. In addition, two wildcards will enable any two people to be elected for the CG by the GA without regard as to whether they are from any particular research programme.

Each i3net member receives a voting list of CG candidates upon registration for the i3AC. The voting list reflects to which research programme each candidate belongs, if any. The GA chairman informs the GA about the candidates for election, which research programme they represent, and whether they are wildcard candidates. Each i3net member present at the GA may propose up to four candidates on the voting list. The voting lists are assembled during the GA break, one list per attendee. The GA chairperson announces the result of the election after the break. The candidates who receive the largest number of votes are elected, either as representatives of a particular research programme or as wildcards.

The Commission may use the views endorsed at the GA in its review of i3net.

2.4 Task groups

i3net may at any time create task groups (TGs) to perform exploration or undertake new actions. The CG defines standard guidelines for TG creation, function and reporting, and monitors progress. The CG has the authority to reorganise or stop a TG at any time if it fails to meet its obligations. TGs have a separate budget approved by the CG and report to the i3net CG on a regular basis. Some TGs will only exist for a shorter period whereas others deal with problems of a more permanent character. The first type of TG may be exemplified by a TG which has been set up to organise a certain event. Here the ending date is fixed (i.e. when the event takes place) and the allocated budget is for the entire period during which the TG is active. The second type of TG may be exemplified by a TG which takes care of i3 topical workshops. Such TGs have a yearly budget which has been negotiated with the CG.

TGs are key instruments for solving network tasks and exploring problem areas. TGs may be proposed by any member of i3net and are normally initiated through a call on the members issued by the CG. TGs are typically composed of i3net members and possibly others on a case-by-case basis. A typical size of a TG is 3-5 people. One person acts as TG leader. The leader is responsible for submitting to the CG a proposal for a TG plan of action, action deadlines, reporting deadlines, a budget, and a list of TG members who will carry out the work. This proposal must be approved by the CG.

2.5 Special interest groups (SIGs)

A SIG is a forum for cross-i3 project and research programme discussion on a specific topic of importance to partners in different projects. The main purpose of SIGs is to facilitate cooperation and synergy among members, projects and research programmes. SIGs will typically be proposed by members. SIGs may focus on any i3 relevant topic. i3net is prepared to consider supporting SIGs financially as well as through various services, such as the setting up of mailing lists. Requests for financial support must be approved by the CG.

2.6 Topical meetings and workshops

i3net is prepared to consider financially supporting topical meetings and workshops on i3-relevant topics. The support may cover general costs, costs for invited speakers, etc., but, as a rule, not members' participation. The CG may allow exceptions to this rule. A workshop may be a natural starting-point for launching a SIG.

2.7 (External) expertise

Special expertise may be called upon for certain tasks of importance to i3net. The CG approves purpose and budget for the hiring of consultants and other purchase of external expertise and services.

3. i3net activities as of October 1998 - the "what?"

To accomplish its goals, i3net addresses the corresponding tasks as described in the following. This is mostly done through task groups, thereby enhancing member involvement. The 1998-1999 CG will consider whether to create clusters among the TGs described below, in order to simplify TG management and reporting to the CG.

3.1 Building the i3 community

Networking facilities and administration

The coordinator and his staff take care of all routine procedures for accounting, network administra-tion, members and friends registration, etc. This has so far included establishment and maintenance of internal and external communication channels and other infrastructure, such as a web site and various web facilities, a members database, several mailing lists, several address lists, experimental video conferencing, large amounts of public relations documentation, and i3magazine. i3 coordination provided the local organisation for the first i3 annual conference in the summer of 1998 (i3AC'98). The coordinator maintains the daily correspondence with members, friends, task groups, special interest groups, the coordinating group members, the Commission, etc., and represents the network to the outside through answering requests, providing references to i3 activities, giving talks about i3, linking with other networks of excellence, etc. The coordinator executes most of the CG's decisions, such as those demanding the launch of new i3net activities. The coordinator is expected to act as a key input source on i3 strategy and tactics vis- -vis the CG.

Collaboration, education, and human resources

The following TGs working in these areas have been launched:

An internal communication technology TG. Strong internal communication forms the backbone for active member involvement and growth of the i3 culture, nourishing research synergies, fostering joint creativity and efficient decision making in the i3 community. These factors are crucial to all parts of the i3 mission. The TG will (i) review and critique the internal communication facilities that are already in use - electronic mailing lists, electronic newslist, www, i3 magazine, and (ii) take the necessary steps towards achieving strong, efficient and continuous day-to-day internal communica-tion using video-conferencing-at-a-touch-of-a-button as well as shared workspace technologies. The difficult problem of creating and maintaining one or several i3 online communities by using mailing lists or using the i3 website for lively and durable interaction within the i3 community, will be explored and proposed solutions brought to the test.

A workshop TG has been set up to encourage and support i3net members' use of topical workshops to stimulate collaboration and synergy. The workshop TG will as a special assignment organise a trail event, a "Workshop Cluster Event", at mid-term between i3ACs.

A TG provided the global organisation for the first i3 annual conference. A new TG has been tasked with organising the second i3AC in 1999 (i3AC'99).

Despite the modest success so far with the establishment of i3 special interest groups (SIGs), new experiments will be made 1998-1999.

In the ESE research programme, close collaboration is being established between i3net and the three ESE working groups to establish a division of labour wrt. services such as:

• establishing and maintaining a database of products (hardware/software) to be used in class-rooms across projects;
• establishing and maintaining a database (or just a list) of participating/ associated schools and their specific profiles, particularly their willingness to serve as test sites also for others. Children and teachers (and or parents) should be 'networked' in the same way, probably within the same system.

Whilst the i3 community, through the ESE research programme, is massively involved in exploring the roles of advanced IT in training and education, no dedicated activities in the area of i3-related education, training and human resources have been launched so far. i3-related educational aspects are important, complex and fundamental as they pertain to the gradual integration of IT as technology and IT as contents. In 1998-1999, the i3net CG will consider the steps that might be taken to promote training and education in Europe consistent with the i3 vision. Recent initiatives in entrepreneurial spirit promotion and exchange of personnel will contribute to human resources creation as well (see below).

3.2 Connecting to the world

External communication

Strong external communication and collaboration is necessary to create high visibility, promote the i3 mission, expose i3 ideas and results to feedback from the world, and make i3 achieve the impact it deserves. The target audiences, in Europe and world-wide, include: industry and end-user organisa-tions, research, arts and design, as well as the general public and EU and national research agencies. The current plans for gearing up are:

An external communications TG has been set up to take charge of i3 professional external communication through the media and through exhibitions. The TG will collect information across i3 projects, edit the information, and channel the information to targeted audiences through the press, mass magazines, science for the general public, professional scientific, arts and design, and educational publications, radio and TV broadcast, exhibitions on arts, design, education, games and toys, etc. The TG will act as a critic of i3magazine and the i3net web site to promote further professionalisation of these.

Openness and external collaboration

Openness and external collaboration are the means by which the i3 community enters into two-way communication with the world at large.

The workshop TG is charged with organising workshops and conferences that can expose i3 to the relevant international communities.

The IST'98 TG is coordinating the participation of four i3 projects at IST'98 and is organising the presence of i3 as a whole at this event.

The second i3AC in 1999 will be open to the outside world, as will the ACs to follow.

In 1998-1999, the CG will establish additional mechanisms for external exposure and collaboration, such as increasing i3net membership; organising an i3 competition, for instance on innovative design of children's learning tools; identifying additional mechanisms for showcasing results; and establishing collaboration with relevant research programmes across the world. Each i3 research programme is encouraged to involve a wider range of potentially interested actors (users, end-user organisations, manufacturers, etc.). Specific support measures will be implemented for this purpose. Specific goals include the involvement in ESE of toy/game manufacturers and a broad pool of schools and kindergardens.

Industrial relations and results exploitation

In the i3 community, technology transfer includes at least the following elements:

1. technology transfer to the industries and end-user organisations involved as partners in i3 projects;
2. technology transfer know-how support for i3 researchers;
3. technology transfer to industry and end-user organisations in general; and
4. technology transfer to industrial sponsors of i3.
5. Technology transfer to the industries and end-user organisations involved as partners in i3 projects is essentially a matter for the individual i3 projects.
6. To promote an entrepreneurial spirit in research, technology transfer know-how support for i3 researchers will be addressed through focused workshops on IPRs, venture capital, start-ups, and related topics. A TG has been set up with this purpose and to explore additional strategies to follow, such as start-ups support and research-industry brokerage (one-on-one services).
7. General technology transfer to industry and end-user organisations will be considered as a possible task for a new TG. A central issue is the organisation of "i3 fashion shows" where industry and end-user organisations can meet i3 researchers, developers and other members of the i3 community. A second issue to consider is how to set up an experimental research and technology scouting service that will ensure that contact to one i3net member provides the opportunity of access to the skills and knowledge available throughout the i3 community. Specific measures may have to be implemented for each i3 research programme.
8. Technology transfer to industrial sponsors of i3 is a major theme in ongoing negotiations with a group of potential industrial sponsors of i3. If and when industrial sponsorship of i3 takes off, i3net will set up a professional business organisation that will be charged with servicing the sponsors. The central goal to be vigorously pursued is to build a critical mass of industrial sponsors that can sustain i3 on a permanent basis. A TG is charged with the ongoing negotiations with potential industrial sponsors.

3.3 Inventing the future

Visions, strategies and politics

A core element in i3net's mission is to ensure the continuous invention of new, leading-edge tasks for i3 research projects and i3 research programmes based on well-founded visions of the future needs of the information society.

Mechanisms are being explored that can ensure a constant generation of novel ideas and initiatives from within the i3 community, including further articulation of the i3 vision for the future. Research and technology monitoring will be an integral part of the mechanism(s) to be put in place. Specific measures may have to be implemented for each i3 research programme. In particular, the growth of a broad vision of future learning environments for young children in Europe is a primary task for the experimen tal school environments research programme.

Innovation in research happens in many different ways. In accordance with the entrepreneurial spirit of i3, measures will be considered for encouraging and supporting small, radically innovative research endeavours wherever and whenever they arise within i3. Among such measures, the holding of competitions for innovative i3 design will be considered. <> With the growth and consolidation of the i3 community, new questions emerge concerning the i3 community's responsibilities as a key player in shaping the future of the global information society. These, partly political, issues will be vigorously pursued by the i3net CG 1998-1999. As a first step, i3net will address decision makers and politicians related to education to point out the need for follow-ups to research programmes such as ESE.

4. Resources

The budget (in rounded figures) proposed for the main i3net lines of action is as follows, per year for the three-year period September 1998 - September 2001:

	Year 3	Year 4	Year 5	Total Kecu 3 years
Building the i3 community	250	290	290	830
Connecting to the world	200	278	307	785
Inventing the future	75	90	90	255
Total	525	658	687	1.870

This budget assumes that i3net has approximately 570 Kecu remaining on its current 3-year contract 1996-1999 and that the contract amendment 1998-2001 will involve an additional 1300 Kecu.

i3net management consists of prof. Niels Ole Bernsen (coordinator), 5 months/year, two full-time administrators, and one half-time technical support. Average budget per year: 140 Kecu (included in budget line: building the i3 community).

5. Reports and review procedures

5.1 Reports

Report requirements are defined under Art. 6 of the Contract and Art. 9 and 10 of Annex II to the Contract.

The i3net periodical progress reports and final reports will enable the Commission to evaluate progress and to ascertain the applicability and potential interest of i3net's results. Progress reports are usually annually.

5.2 Review

i3net may be reviewed at any time by the Commission services.

Annex A. i3net CG 1998-1999

David Benyon d.benyon@dcs.napier.ac.uk		IC
Niels Ole Bernsen nob@sdu.ou.dk		i3net coordinator (chair)
Grazia Filippi bav0797@comune.re.it		ESE
Kay Hofmeester kay@design-inst.nl		IC
Ulrich Hoppe hoppe@rousseau.informatik.uni-duisburg.de		ESE
Manolis Koutlis koutlis@cti.gr		ESE
Richard Millwood i3@ultralab.anglia.ac.uk		ESE
Francoise Neel neel@limsi.fr		IC
Thomas Rist rist@dfki.de		IC
Duncan Smith duncans@cryspres.com		ESE
Manfred Tscheligi tscheligi@cure.at		IC
John Wyver john@illumin.co.uk		IC
Ingrid van der Zon I.vanderzon@design.philips.com		IC
Jakub Wejchert Jakub.WEJCHERT@DG3.cec.be		EC (observer)

Information on present and previous coordinating groups is available at http://www.i3net.org/about/organisation/coordinating.html

Annex B. i3net TG status as of 3 November 1998

The most recent information on ongoing Task Groups is available at http://www.i3net.org/about/task/ongoing/

Annual Conference '99 TG
Launched: i3net CG 1.7.1998
Leader: Manfred Tscheligi, University of Vienna
People: Alessandra Agostini, University of Milano, David Benyon, Napier University, Raghu Kolli, Meru Research, Wolfgang Strauss, GMD - Forschungszentrum Informationstechnik
Action Plan: define venue, dates (avoid CSCW 14.-17.9.99), local OC (LOC). General organisation of everything for the LOC to take over.
Budget: to be proposed
Deadlines: September 1999
Reports to CG produced: 4.9.1998, 29.10.98
Action Plan and budget received: not yet
Call out: 1.9.98

Entrepreneurial TG
Launched: i3net CG 4.9.1998
Leader: Robert Whelan
People: Patrick Purcell, Imperial College London
Action Plan: promote i3 entrepreneurial spirit in the i3 community. Link to TRAIN-IT, Innovation Relay Centres, National Level Entrepreneurial Centres. Reuse existing VC contact resources while customising solutions for specific projects, filtering contacts and information for their individual needs. Workshop: invite representatives from the above organisations, as well as speakers from private VC-related organisations, along with lawyers and experts, to give presentations on their services to the project leaders. Aim for 300 participants. Test different possibilities in support of the issues of venture capitalists and IPR, such as a newsletter, the web, online brokerage and workshops.
Budget: up to 20 Kecus (estimated)
Deadlines: to be proposed
Reports to CG produced: 29.10.98
Action Plan and budget received: preliminary plan received 28.10.98, budget missing
Call out: 18.9.98

External communication TG
Launched: i3net CG 4.9.1998
Leader: to be determined
People: to be determined
Action Plan: take care of central parts of i3net's external communication.
Budget: up to 50 Kecu/year
Deadlines: To be proposed.
Reports to CG produced: 29.10.98
Action Plan and budget received: 25.10.98 (John Thackara, Netherlands Design Institute). Revised proposal requested.
Call out: N/A

Internal communication technology TG
Launched: i3net CG 4.9.1998
Leader: Richard Millwood, Anglia Polytechnic University
People: Niels Ole Bernsen, Odense University, C. Bouras, Computer Technology Institute, V. Kapoulas, Computer Technology Institute, Manolis Koutlis, Computer Technology Institute, Giorgio de Michelis, University of Milano, Patrick Purcell, Imperial College London, Javier Segovia, Universidad Politecnica de Madrid
Action Plan: (1) quickly identify and specify internal communication needs within the CG and its TGs (very short term goal, VSTG), (2a) quickly establish workable setup for videoconferencing between a number of pilot CG&TG sites to be identified, (VSTG), (2b) quickly establish a workable web based collaborative software for the use of various CG&TGs (VSTG), (3) identify common i3 work spaces outside CG&TGs, (Medium term goal, MTG), (4) look at collaboratories (5th FP) (MTG)
Budget: to be proposed
Deadlines: to be proposed
Reports to CG produced: 29.10.98 (status of preparations)
Action Plan and budget received: not yet
Call out: 9.10.98 (CI), 22.10.98 (ESE): deadline 28.10.98/noon

IST'98 TG
Launched: i3net CG 27.4.1998
Leader: Niels Bjørkbom, Odense University (ab September 1998)
People: Giorgio de Michelis, University of Milano (leader until September 1998), Manfred Tscheligi, University of Vienna (local contact), Jakub Wejchert, EC
Action Plan: organise exhibition of CI and ESE projects. Organise i3 vision workshop. The CI projects Campiello, Escape, Erena and Presence have their own adjacent exhibition areas. Campiello will host presentations of other CI and ESE projects. Presentations of CI and ESE projects will include videos produced by Illuminations, videos and other material produced by the projects themselves if available, leaflets (one per project), CI map and ESE map, posters. Domus Academy will do layout.
i3 vision workshop Monday 30 November 1998: invited speakers: Tom Rodden, Marco Susani, John Thackara, Simon Bensasson, Giorgio De Michelis, Irene McWilliam. Chairperson Niels Ole Bernsen. If possible a video conference will be set up.
Budget: 5 Kecu proposed by GdM on 6.10.98 (for i3 common identity). 5 Kecu for eRena/eScape transportation.
Deadlines: end of November 1998
Reports to CG produced: 28.6.1998, 17.7.1998, 4.9.1998, 29.10.98
Action Plan and budget received: not yet complete
Call out: N/A

Negotiation with potential industrial sponsors TG
Launched: i3net CG 4.9.1998
Leader: Tom Rodden, Lancaster University
People: Marco Susani, Domus Academy, John Thackara, Netherlands Design Institute, Niels Ole Bernsen, Odense University
Action Plan: carry out negotiations with potential industrial sponsors.
Budget: proposed: 35 Kecus
Deadlines: see plan 18.9.98
Reports to CG produced: 29.10.98
Action Plan and budget received: OK
Call out: N/A

Project Programme 1998-2001 TG
Launched: i3net CG 17.7.1998
Leader: Niels Ole Bernsen, Odense University
People: Erik Granum, Aalborg University, Manolis Koutlis, Computer Technology Institute, Jakub Wejchert, EC
Action Plan: complete and submit i3net Project Programme 1998-2001
Budget: i3net travel budget
Deadlines: 3.11.1998
Reports to CG produced: 4.9.1998, 29.10.98
Action Plan and budget received: N/A
Call out: N/A

Workshops TG
Launched: i3net CG 4.9.1998
Leader: Thomas Rist, German Research Center for Artificial Intelligence
People: Alan Munro, Napier University, Duncan Smith, University College of Worcester
Action Plan: promote i3 collaboration by organising i3 Spring Days and other workshops as needed. i3 Spring Days in march 1999: must include a brainstorming session and at least 3 workshops incl. at least one ese workshop. Collect, evaluate and select proposals. Propose the selected workshops for funding by the CG. Liaise with the proposers to support their workshops.
Budget: up to 15Kecus. Asked (7.9.98) the TG leader for a budget breakdown.
Deadlines: 8-10 March 1999 (estimated), etc.
Reports to CG produced: 29.10.98
Action Plan and budget received: not yet
Call out: for TG 26.8.98. For workshops 8.9.1998 + 26.10.98. Deadline 31.10.98.

Annex C. Amended Form 1, including full list of members

Form 1: Network Administrative Overview

Esprit N°:22585			Action Type (a):NE				Acronym (max. 10 char.):i3net
Network Title (max. 160 char.): Esprit Network of Excellence Intelligent Information Interfaces Network (i3net)
Work Programme Task (b): Network							Duration (in months): 60
List of Members
N°	Organisation Name*	Country		Admin. Role(c) C/P/A	Funct. Role (d) S/U	Assoc. to n° 2		Global costs in Ecu3	Funding in ECU
1	Odense University See attached for complete list of members.	DK		C (from 4/9/97)	S	-		2,122,010	2,122,010
2	UNI-C	DK		C (to 3/9/97 incl.)	S	-		177,990	177,990
	TOTALS							2,300,000	2,300,000

Please note: The amount of 2.3 MECU allocated to UNI-C and Odense University above includes allowable costs incurred by all the members from the EU/Associated States.

Title: Intelligent Information Interfaces Network

Duration: 60 months

University of Vienna (Austria)

Linc vzw (Belgium)
Public Library of Turnhout (Belgium)
Riverland Next Generation - Starlab (Belgium)
Universit‚ de LiŠge (Belgium)
Vrije Universiteit Brussel (Belgium)

Aalborg University (Denmark)
Aarhus University (Denmark)
LEGO Dacta A/S (Denmark)
Odense University (Denmark)

Abo Academy University (Finland)
Helsinki University of Technology (Finland)
Nokia Research Center (Finland)

Cara, Broadbent & Jegher Associes (CB&J) (France)
Cryo on Line (France)
La Sorbonne-Paris V Rene Descartes (France)
LIMSI-CNRS (France)
Rank Xerox Research Centre, Grenoble Laboratory (France)
Ecole Nationale Supérieure des Télécommunications de Bretagne (France)
UTC Université Technologique de Compiègne (France)

Fraunhofer Gesellschaft zur Förderung der angewandten Forschung E.V. (Germany)
Gerhard-Mercator-Universität - Gesamthochschule Duisburg (Germany)
German Research Center for Artificial Intelligence (DFKI) GmbH (Germany)
GMD - Forschungszentrum Informationstechnik GmbH (Germany)
Media World GmbH & Co KG (Germany)
Ravensburger Interactive Media GmbH (Germany)
SIEMENS AG (Germany)
Universität Dortmund (Germany)
ZKM Zentrum für Kunst und Medientechnologie (Germany)

Computer Technology Institute (Greece)
FORTHnet - Hellenic Telecommunications & Telematics Application Company (Greece)
Lambrakis Research Foundation (LRF) (Greece)
Municipality of Chania (Greece)
Technical University of Crete (Greece)
University of the Aegean, Department of Pre-Primary Education (Greece)
University of Athens, School of Philosophy (Greece)

University College Dublin (UCD) (Ireland)
University of Limerick (Ireland)

Ben-Gurion University of Negev (CFE) (Israel)

Alcatel Italia (Italy)
Comune di Reggio Emilia (Italy)
Consiglio Nazionale delle Ricerche (Italy)
Domus Academy (Italy)
Innovative Devices & Engineering for Automation (IDEA) (Italy)
ITC-IRST, Istituto per la Ricerca Scientifica e Tecnologica (Italy)
ROMA RICERCHE (Italy)
Scuola Superiore S Anna (SSSA) (Italy)
SKYDATA (Italy)
Universit… degli Studi di Siena (Italy)
University of Milano (Italy)

ACS-Interactive Media Research & Projects (NL)
IPO - Instituut voor Perceptie Onderzoek (NL)
Meru Research (NL)
Netherlands Design Institute (NL)
Philips International (NL)
Philips Research Laboratories (NL)

Human Factors Solutions (HFS) (Norway)
SINTEF Telecom and Informatics (Norway)
Telenor R&D (Norway)

Centro de Novas Tecnologias da Informa‡ao, Lda. (Portugal)
Instituto de Engenharia de Sistemas e Computadores (Portugal)

Univerzita Komenskeho V Bratislave (Slovak Republic)

IETT (Instituto Europeo de Transferencia de Tecnolog¡a) (Spain)
IIIA - CSIC Consejo Superior Investigaciones Cientificas Institut d'Investigacion Intelligencia Artificial (Spain)
REM Infographica (Spain)
Universitat de Barcelona (Spain)
Universidad Politecnica de Madrid (Spain)
Universitat Pompeu Fabra (Spain)

Göteborgs Universitet (Sweden)
Högskolan för lärarutbildning & kommunikation (Sweden)
Högskolan i Halmstad (NCFL) (Sweden)
Landskrona Kommun - Emaljskolan (Sweden)
Levande Böcker (Sweden)
Royal Institute of Technology KTH (Sweden)
Swedish Institute of Computer Science SICS (Sweden)
Uppsala University (Sweden)

EPFL (Switzerland)
University of Geneva (Switzerland)

3D Scanners Ltd (UK)
Addison Wesley Longman - LOGOTRON (UK)
Anglia Polytechnic University, (UK)
Apple Computer UK Ltd. (UK)
British Telecom Laboratories (UK)
IDEO Product Development (UK)
Illuminations Ltd (UK)
Imperial College of Science and Technology (UK)
Institute of Education, University of London (UK)
Lancaster University (UK)
Napier University (UK)
Queen Margaret College (UK)
Royal College of Art (UK)
University of Bristol (UK)
University of Cambridge (UK)
University of Edinburgh (UK)
University of Leeds (UK)
University of Nottingham (UK)
University of Reading (UK)
University of Sussex (UK)
University of Warwick (UK)
Victoria University of Manchester. (UK)

Annex D. Amended Form 3 - estimated costs

Form 3 Network costs/cost types per period ⁽¹⁾ (KECU)

Odense University (from 4/9/97 - Periods 2-5)

Network N^o: EP 22585      Acronym: i3net

Period Cost category(2)	Period 1 KECU	Period 2 KECU	Period 3 KECU	Period 4 KECU	Period 5 KECU	Total KECU
1. Personnel (3)	85.259	75.399	130.000	140.000	150.000	580.658
2. Networking costs	30.190	53.354	80.000	90.000	100.000	353.544
3. Other costs*	24.055	107.184	289.993	400.000	407.000	1,228.232
4. Significant Specific Task Costs	21.603	0	0	0	0	21.603
5. Overheads (4)	16.883	15.080	26.000	28.000	30.000	115.963
Total KECU	177.990	251.017	525.993	658.000	687.000	2,300.000

* 'Other costs' cover the running of the Task Groups (see Section 2.4 and Annex B for current list of ongoing TGs)

Total costs:	2,300 KECU
Requested Network Funding from CEC:	2,300 KECU
in % of Costs:	100 %
National Currency for this Participant:	DKK

Length of periods & conversion rate used in budget (value of 1 ECU in National Currency): DKK 7.5

	Period 1	Period 2	Period 3	Period 4	Period 5
Number of Months	12	12	12	12	12
National Currency	DKK UNI-C	DKK Odense	DKK Odense	DKK Odense	DKK Odense

_______________________________________

• (1) a period in this table is normally 12 months. In special cases it may be necessary to use shorter periods.
• (2) see Article 13 of Annex II of the contract
• (3) excluding overheads (see Article 13.1 of Annex II)
• (4) Up to 20% of allowable personnel costs (see Article 13.5 of Annex II)

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