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@@ -29,6 +29,11 @@ As part of the communication coordination meetings in LEDGER project producing a
 LEDGER project has to be integrated into NGI brand guidelines and has to be divulgated in the contexts created by NGI. At the same time the communication aim of LEDGER wants to outreach to communities of FLOSS developers and more marginal communities that might be alienated by the language, both visual and in other ways narrative of a traditional campaign. This document aims to be a guide that includes this perspective.
 
 ####	3.1.1. brand book for LEDGER project
+#####  Questions and Answers:
+ - Q: What is LEDGER
+ - Q: Why is it different/better/interesting?
+
+
 ####	3.1.2. general guidelines
 
 ### 3.2. Moodboards (/Communication/2.Moodboards)
@@ -127,24 +132,87 @@ The circularity suggests that any moment represented can be a starting point for
 ### 3.10. Projects-firstround (/Communication/9.projects-firstround)
 
 ## 2. KPI
+LEDGER aims to support European internet innovators such as teams of minimum 3 people among developers and researchers to design and implement their projects as Minimum Viable Products. 
+
+We want to share some important performance indicators upfront with all participants:
+
+- Inclusion: Participants as well as their projects need to reflect a large and diverse public of different gender, age and cultural backgrounds. 
+- Multidisciplinarity: Academic preparation is a requirement for only ONE member of the team while gender, ethnical and cultural diversity will be deemed as an indicator of quality. 
+- Early stage to delivery: The teams might be composed by individuals, but also by employees from small or medium enterprises, in which cases the group will be closely evaluated for their human-centric approach and the will to collaborate with the rest of the LEDGER community.
+
 
 ## 3. Criteria
 
+General Criteria of evaluation: the community of participants
+The evaluation of projects will focus on authentic feedback provided by communities of participants as well as their impact according to quantitative and financial indicators. The aspect of shared gains for the entire ecosystem impacted by projects will be regarded as an added value and a positive aspect of the proposed projects.
+
+The successful project will be characterized by the interference of the four different concepts delined in 3.4.1:
+- Creation is the inception and realisation of ideas.
+- Appropriation is the adaptation of ideas to a specific context.
+- Sharing is the circulation of ideas, open to study by others.
+- Distribution is the packaging and documentation of ideas.
+
 ## 4. Verticals
 
+In this paragraph we repeat and collect the specific needs for communication of the verticals, in particular with regard of the projects selected.
+
+###### Health
+A state of complete physical, mental and social wellbeing, and not merely the absence of disease or infirmity.1  Because of the diffusion of wearables and mobile apps, a convergence of medical data coupled with an increasing quantity of non-medical and healthy lifestyle related data, there are new opportunities in terms of operators’ engagement and patient self-management.
+
+###### Economy
+There is an urgency for technological innovation aimed at simplifying the life of consumers and offering improved services by industry players. Because of the lack of communication between legacy software systems there is a lack of transparency at almost all levels and compartments: from the complexity of terms of services to a built in discretion in the governance dynamics of the industry. In this context, market complexity, data leaks and threatened consumer rights require innovative solutions for the qualitative technical enhancement of digital railways to process financial transactions, operate spending reviews and apply regulations in a transparent and accountable way.
+
+###### Mobility
+LEDGER  looks for new models to address societal and environmental challenges in a vast sector of the economy that is under a huge transformation by virtue of fast innovation.  New collaborative and mobility-as-a-service business models are generating new economic value in this industry. By leveraging innovations coming from ICT, the sector is moving towards a more open ecosystem.
+
+###### Public Services
+Social services have been organised by endorsing the factory model resulting in a commodified model of citizenship. This has lead to extreme privatisation of public services, facilities and utilities and a pervasive approach to citizens control resulting in potential lack of European technological and digital sovereignty, sovereignty deficit when it comes to technology, algorithms and data management in public sector. As a result, challenges in the public services sector vary from the inherent complexity to execute procurement, to concretely and sustainably upscale innovative services, or still to create algorithms that are reusable in different circumstances and adaptable to different needs in different cities. 
+
+###### Energy and Sustainability
+In the next few years, the energy market is expected to  experience deep changes caused by planned policy reforms in the European Union with its 20-20-20 climate & energy package agreed in 2010.2 The energy sector is dominated by legacy, public-private national energy distribution companies where producers drain data and value from consumers on the main AC-Grid still relying on fossil fuels and an obsolete proprietary distribution system.  The producers and consumers of renewable energy (the prosumers) are the same passive actors that produce energy and simply give it back to the main grid which in turn increases its profits by leveraging Big Data related to users.
+
+
+###### Open Innovative Projects
+Vertical reserved for further societal challenges that need to be addressed. 
+Expected Impact: 
+- Contributing to address topics related to Sustainable Development Goals not addressed in the other verticals.
+- Strengthening and diversifying the offer of the LEDGER ecosystem of tools for decentralised data governance.
+- Contribute to the diffusion of solutions that are not contemplated in the five verticals analysed in previous sections of the work programme.
+
+
 ## 6. Contributors
+Here will be collected names and affiliation in a cross checked way for the compilation of credit lists, quoting etc.
 ### 6.1. Partners
-### 6.2. Paricipants (/Communication/9.projects-firstround)
-#### 6.2.1. The Projects
-#### 6.2.2. The mentors
-#### 6.2.3. Board and Jury
+### 6.2. Teams and Projects (/Communication/9.projects-firstround)
+Here a selection of the materials of the participants: names and logos, short pitch, picture of team, picture of idea, last video-pitch
+
+### 6.3. The Mentors
+- list of mentors with cv, short pitch
+### 6.4. Board and Jury
+- all informations necessary to identify the board and jury
 
 ## 7. Distributors
+- Web site
+- Founding Box Community
+- Social 
+
 ### 7.1. Sharers and influencers
+Founding Box Community Influencer List
+A list of distribution by email 
+
 ### 7.2. Press
+How to treat press in events, in press releases
+
 ### 7.3. NGI communication and other Public channels of EU
+Overview and guidelines
+
 ### 7.4. FoundingBox social network and communities
+In dept guideline on how to use FoundingBox app
+
 ### 7.5. Social Media
+twitter network and hashtag guideline
+system of retweet and how it has to work
+Other social Network Hashtag policies
 
 ## 8. Metrics