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 EUNIC Handbook EUNIC Handbook June 2013 - Table of contents
GENERAL INFORMATION ABOUT EUNIC
3
INTRODUCTION TO EUNIC
EUNIC FOCUS THEMES
EUNIC MEMBERS
MEMBERSHIP CONDITIONS
EUNIC CLUSTERS
3
3
3
4
4
EUNIC GOVERNANCE
5
GENERAL ASSEMBLY
BOARD OF DIRECTORS
EUNIC GLOBAL OFFICE
EUNIC STRATEGY GROUP
EUNIC FOCAL POINTS
EUNIC REGIONAL MEETINGS
EUNIC POSITIONING PAPERS
EUNIC ORGANISATIONAL CHART
5
5
5
6
6
6
7
7
CLUSTER GOVERNANCE
8
EUNIC CLUSTER SET-UP PROCESS
EUNIC STANDARD CHARTER
MEMORANDUM OF UNDERSTANDING
EUNIC CLUSTER OBJECTIVES AND STRATEGIES
MEMBERSHIP CONDITIONS ON CLUSTER LEVEL – FULL AND ASSOCIATE MEMBERSHIP
MEMBERSHIP BENEFITS
LEGAL STATUS AND MEMBERSHIP FEE
PAPERWORK
CLUSTER PRESIDENCY
CLUSTER ORGANISATIONAL ISSUES
EUNIC DEVELOPMENT MEASUREMENT FRAMEWORK
8
8
8
8
9
10
10
11
11
13
14
EUNIC CLUSTER WORK
15
EUNIC ROLE MODEL PROJECTS
EUNIC INTER-CLUSTER PROJECTS
EUNIC EU CO-FUNDED PROJECTS
EUNIC CLUSTER FUND
PROJECT DEVELOPMENT AND PROJECT IMPLEMENTATION
PROJECT EVALUATION AND IMPACT MEASUREMENT
COOPERATION WITH EU REPRESENTATIONS AND EU DELEGATIONS
15
15
15
16
16
17
18
EUNIC COMMUNICATIONS
20
EUNIC VISUAL IDENTITY, TEMPLATES AND GUIDELINES
EUNIC WEBSITE
EUNIC INTRANET
EUNIC NEWSLETTER
EUNIC BROCHURE
EUNIC SOCIAL MEDIA PRESENCE
LANGUAGES
20
20
20
20
21
21
21
2
For EUNIC internal use only
General Information about EUNIC
Introduction to EUNIC
EUNIC focus themes
EUNIC is the network of the European
national institutes for culture. Formed in
2006, EUNIC is a recognised leader in
culture cooperation governed by its 32
members from 26 countries and over 80
clusters based in different locations
around the globe. EUNIC’s members work
in over 150 countries with over 2,000
branches and thousands of local partners.
They work in the arts, language, youth,
education, science, intercultural dialogue
and development sectors. The members
employ over 25,000 staff and have a
combined turnover of more than €2.5bn.
EUNIC network is based on open
cooperation and works in a bottom up
NGO-style with a compact, independent
and flexible administration.
EUNIC members come together in varied
groupings to develop common projects.
Examples of seven years of project and
mapping work are grouped in the
following focus themes:
EUNIC’s mission is to promote European
values and to contribute to cultural
diversity inside and outside of the EU
through collaboration between European
cultural institutes around the world.
EUNIC aim is to expand the role of culture
in Europe and to strengthen cultural
dialogue, exchange and sustainable
cooperation with countries outside the
EU.
EUNIC is the vital partner for international
cultural affairs, because of its special
expertise and world-spanning network.
Serving as competence pool and think
tank for European institutions EUNIC
complements EU initiatives and activities
in the field of culture.

EUNIC MENA project, supporting
development of creative sectors
in the MENA region

EUNIC China Dialogue, strengthening cultural cooperation
between Europe and China

Multilingualism projects: Poliglotti4.eu – The Multilingual Online
Language Observatory, Language
Rich Europe and European
Literature Night

Actions and initiatives aiming at
convincing political actors of
importance of culture in external
relations: More Europe initiative
and Preparatory Action on Culture
in the EU External Relations

Activities related to culture as
integral component of development and conflict resolution
initiatives
EUNIC members
EUNIC members are national bodies
based in EU member states that are
engaged in activities beyond their
national borders and have a degree of
autonomy from their national governments. EUNIC operates through its
headquarters' organizations but also
through its clusters. These clusters are
based in different locations around the
globe. The current members of EUNIC are
listed on the EUNIC website at
www.eunic-online.eu
EUNIC projects contribute to connecting
culture with such key areas as
development, ecology, conflict prevention
and conflict resolution. The projects also
foster innovation and development of
creative economies.
Taken together, EUNIC is simultaneously a
network of partners and expertise, an
operational network in charge of projects
and an advocacy network.
Desire to work together is the main
reason for EUNIC members to join the
network. There is a strategic and
3
operational added value in EUNIC
membership. On the one hand members
benefit from joint events and development of new initiatives, projects and
structures. On the other hand cooperation and exchange of knowledge and
resources within the network helps to
enhance members’ ability to achieve
common goals and results.
Associate Members are organisations,
which subscribe to the purposes of EUNIC
but are not eligible for Full Membership.
Associate Members are also admitted by
the unanimous decision of the General
Assembly.
EUNIC Clusters
Around the world, on the local level, the
EUNIC members join together in clusters
to collaborate and develop local activities
and projects. The aim is to create
effective partnerships between EU
National Institutes for Culture in order to
promote cultural diversity and to
strengthen
dialogue
and
cultural
cooperation with countries both inside
and outside Europe.
Each EUNIC member has its own
independence and brand but as an
alliance all members come together to
lobby as a single body, to execute joint
projects, to learn from each other and to
move to similar standards, for instance in
teaching centres. The collective size and
expertise of member organisations gives
EUNIC its reputation and influence.
Together member organisations can
achieve so much more than if they were
acting as single bodies. This is particularly
relevant for joint promotion of European
values, such as diversity, pluralism,
tolerance, equality, and intercultural
dialogue by developing common projects
and influencing cultural public policies.
Together it is easier to be a strong partner
for the EU and other European cultural
stakeholders and to promote the role of
culture in international relations and
other policy fields.
Clusters can unite members in a country,
region or city, depending on the number
of members in location. More than 80
clusters have been formed in Europe,
North America/South America, Asia, SubSaharan Africa, Middle East and North
Africa and Australia.
For the geographical spread of the
clusters please see the Annex II on page
26.
A list with EUNIC members can be found
in the Annex I on pages 24-25.
Membership Conditions
The Association is composed of two
categories of members: Full and Associate
Members.
Full Members are national bodies, or legal
bodies operating with a certain degree of
autonomy at, or on behalf of, a national
level, based in a Member State of the
European Union engaged in cultural and
related activities beyond their national
borders.
Full Members are admitted by the
unanimous decision of the General
Assembly.
4
Patapievici, President of the Romanian
Cultural Institute
July 2011 – June 2012: Ana Paula
Laborinho, President of the Camões
Institute, Portugal
July 2012 – June 2013: Delphine Borione,
Director for Cultural Policy and for French,
French MfA
EUNIC Governance
General Assembly
The decision making body is the Heads
General Assembly. This comprises the
CEOs, Presidents and Secretary Generals
of the EUNIC members. General Assembly
meetings are organised twice a year in the
early summer in the country of the
institute that holds the presidency of
EUNIC and in December in Brussels.
General Assembly sets the strategy, the
budget and the rules that include who can
be members at heads level and at cluster
level. Discussions and work sessions are
held over two days.
EUNIC Global office
The EUNIC Global Office is responsible to
the President for the running of the
network in accordance with the decisions
of the Heads. The office provides support
to the Board of Directors and brings
visibility to actions of EUNIC members and
clusters around the world.
All clusters need the approval of the
Heads and remain subject to the policies
of the Heads.
At present there are three full time staff
working for EUNIC Global. The current
director, Helena Kovarikova, has the
responsibility to implement the decisions
of EUNIC Heads, expand portfolio of
EUNIC projects, contribute to EUNIC
strategy development, manage EUNIC
secretariat and strengthen relationship
between EUNIC and EU Institutions.
Board of Directors
The Heads elect a Board of Directors of
three from their own members: a
president, a first vice president and a
second vice president.
The position of EUNIC Network and
Communication Officer is held by Kamila
Gawronska, who is responsible for
development and administration of EUNIC
cluster network, internal and external
communication, administering of EUNIC
meetings and management of EUNIC
accounts.
The president holds office for one year
and is succeeded by the first vice
president; the second vice president
move to be first vice-president and a new
second vice president is elected. In this
way a president would have been on the
presidency team for two years and so has
time to gain experience in the role before
taking office. The Board of Directors acts
as the executive committee between
Heads meetings. 2nd vice president holds
the position of the Treasurer.
Khadija El Bennaoui, EUNIC MENA Project
Manager is responsible for designing and
implementing of EUNIC MENA projects.
EUNIC team is assisted by two full-time
interns.
EUNIC Leadership:
July 2006 – June 2007: David Green, DG
British Council, UK
July 2007 – June 2008: Emil Brix, DG for
Cultural Policies, Austrian MfA
July 2008 – June 2009: Hans Georg Knopp,
Secretary General of the Goethe Institute,
Germany
July 2009 – June 2010: Finn Andersen,
Secretary General of the Danish Cultural
Institute
July 2010 – June 2011: Horia-Roman
The EUNIC Global Office leads on relations
with the European Commission and other
external partners; it ensures the decisions
of the Heads are implemented,
coordinates common projects and
ensures the smooth running of the
network and the flow of information to
clusters and externally. It also prepares
papers and the agenda for the Heads
meeting to the Board of Directors.
5
they should consult the Focal Point. Focal
Points are also encouraged to take an
active role in the processes of new EUNIC
clusters set ups, giving an advice on
membership rights of cluster members
and establishing links with local
organisations that might represent EUNIC
members within clusters.
EUNIC Global Office is separate to the
EUNIC in Brussels cluster but both offices
work closely together.
EUNIC Strategy Group
This is a group of 12 senior managers
from EUNIC members and EUNIC Global
Office Director chaired by EUNIC
President. Its role is to advice the Board of
Directors and the Heads on the major
issues affecting EUNIC and to make
recommendations. The Group is commissioned by the Heads and it draws on the
experience and expertise of colleagues in
member organisations and externally.
Strategy Group has no executive
authority.
The list of current EUNIC Focal Points with
contact details can be found in the Annex
III on pages 27-28.
EUNIC Regional Meetings
EUNIC Regional Meetings gather representatives from EUNIC clusters. The
meetings are organised in five different
regions: Europe, Americas, MENA, SubSaharan Africa and Asia. The overall
objective of the meetings is to share
knowledge, instigate new initiatives that
can improve work of clusters and to
discuss opportunities for future cooperation. During Regional Meetings cluster
representatives become familiar with
developments within EUNIC network,
EUNIC procedures, EU programmes and
EU funding opportunities.
Strategy Group is organised in working
groups that tackle different policy areas
and strategic themes and involve various
experts from EUNIC network and beyond.
At present there are three working
groups:



Business Development Working
Group
Language Experts Working Group
MENA Working Group
Regional meetings create the space for
raising strategic and structural questions
such as how to increase the operational
capacity of the clusters and discuss
conditions that make clusters successful.
EUNIC Focal Points
Each EUNIC member has a Focal Point, a
senior manager who is responsible for
organisation’s engagement with EUNIC. In
case of small members the Head of the
institute might take on the role of the
Focal Point due to the limited staff
capacity.
EUNIC Global is able to offer financial
support for EUNIC Regional Meetings
organised in the same region every
second year. If clusters in the region
decide to organise meetings more
frequently, the financial backing of EUNIC
cannot be provided. However, as far as
possible, clusters will receive support in
form of participation of EUNIC Board
members at the meetings.
The Focal Point network was created in
order to facilitate communication with
and within EUNIC members. EUNIC Focal
Points should ensure that staff in the
headquarters is aware of EUNIC policies
and programmes and should also
encourage members to use their own
internal communication to promote
EUNIC engagement.
Guidelines for clusters on how to organise
Regional Meeting can be found in Annex V
on pages 31-34.
If a cluster member wishes to know of
their organisations policy towards EUNIC
6
EUNIC Positioning Papers
EUNIC Positioning Papers have been
developed by the EUNIC Strategy group at
the request of the General Assembly.
Positioning Papers elaborate on main
policy areas relevant to EUNIC work. They
determine EUNIC's position and capacity
of action in fields of multilingualism, and
culture in EU external relations. They are
the basis for external communication with
EUNIC partners and other stakeholders.
At present there are three positioning
papers available:



EUNIC General Presentation –
outlines the structure and
working aims of EUNIC
EUNIC on Culture – states EUNIC’s
position on culture and external
relations
EUNIC on Multilingualism –
confirms EUNIC’s commitment
towards multilingualism
Positioning Papers can be found in
Annexes VI, VII, VIII on pages 35-43.
EUNIC organisational chart
EUNIC complex structure is presented on
the EUNIC organisational chart that can
be found in the Annex IX on page 44.
7
Cluster Governance
Once the Charter is signed the cluster
should immediately send a scanned copy
to EUNIC Global office so that the newly
established cluster can be approved by
the EUNIC General Assembly and receive
further support. Also any addendums to
the Charter should be emailed to EUNIC
Global office.
EUNIC Cluster Set-up Process
Creation of new EUNIC clusters is based
on bottom up approach with the strong
encouragement from the top. EUNIC
Heads make recommendations where
clusters should be established and directly
encourage their branches to initiate the
process of set-up.
EUNIC Standard Charter can be found in
the Annex X on pages 45-47.
In chosen locations the European cultural
institutes that are members on the Heads
level are informed about EUNIC mission
and activities to facilitate cluster building.
Memorandum of Understanding
Memorandum of Understanding defines
functional aspects of a EUNIC cluster and
it is advised that each newly established
cluster develops and signs this document.
The document helps to indicate intended
line of action and to specify mutually
accepted expectations between the
members as they work together towards
common objectives. It is an internal
document of the cluster and it does not
have to be sent to the EUNIC Global
office.
EUNIC cluster can be also set up at the
initiative of cultural institutes in the field
who decide to start the cooperation,
contact potential members, come up with
ideas regarding future projects and
activities and organise the whole process.
Minimum of three institutes eligible for
full memberships are required to form a
cluster in the new location.
Newly forming cluster should ask EUNIC
Global Office and appropriate Focal Points
for guidance. EUNIC Global offers full
support in the process of cluster set up,
liaising with the Focal Points, advising on
rules in relation to membership criteria,
documents to be completed and signed
and giving ideas on how to boost the
cooperation and development of common
activities.
EUNIC cluster objectives and strategies
Main objectives of EUNIC clusters are:


EUNIC Standard Charter
EUNIC Standard Charter is the obligatory
founding document to be signed in order
to formally establish a new EUNIC cluster.
The Charter includes information on
membership criteria, objectives for the
cluster and main regulations.


All members, full and associate, should
sign the Charter. Members who join at the
later stage in the lifetime of the cluster
have to sign the signature page of the
Charter that can be then attached to
original founding document.

8
To provide a forum for discussion,
where clusters can speak about
issues of common interest, including EU cultural policies and
strategies
To facilitate sharing of best
practices and expertise among
cluster members on projects,
cultural policies of the host
country, organisational and administrative issues
To serve as platform for closer
collaboration with local organisations
To act as interlocutor for the local
public and private institutions on
European cultural issues of
common interest
To develop common cultural
projects and other adequate
forms of collaboration in cultural
project activities, such as sharing



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
of premises and data for cultural
events
To create opportunities for staff
exchange
To act as facilitators to bid for EUfunded projects
To be a partner to EU
Representations
and
EU
Delegations in the host country
To support the member state
holding
the
EU-presidency
through innovative partnerships
that demonstrate the value of
cross-European collaboration and
the diversity of European cultures
To ensure the EUNIC members
who do not have representative
in the country are kept up to date
with future plans with the option
of participating
To support, if requested and
appropriate, cultural project
activities of EU member states,
which do not have cultural
institutes in the country
To maintain a regular flow of
information
on
activities,
membership,
office
holder
changes and plans with EUNIC
Global office
If a EUNIC member does not have a local
office in the country then the appropriate
Headquarters may nominate a representtative as a full member. In many cases this
may be the Embassy/cultural attaché. The
nomination
process
should
be
coordinated by the respective EUNIC
Focal Point with the support from the
EUNIC Global Office. In most cases the
Headquarters require an active relationship with their representative on EUNIC
matters.
Newly forming clusters should ask the
appropriate Focal Points for guidance.
Several members operate in countries
without having an office and their views
should also be sought. A EUNIC cluster
represents the whole of EUNIC and not
only those present in a country.
Associate membership of a EUNIC cluster
carries neither voting rights nor the right
to hold office. It is usually reserved for
Embassies where the Head has not
nominated them for full membership on
their behalf.
Clusters can grant associate membership
to representatives of the countries not
represented in EUNIC at Heads level. The
institutes and embassies eligible for
associate membership at cluster level are
those
from
EU,
EFTA
(Iceland,
Lichtenstein, Norway and Switzerland)
and the official EU candidate countries
(Iceland, The former Yugoslav Republic of
Macedonia, Montenegro, Serbia and
Turkey).
Additionally each cluster is advised to
develop its own specific set of objectives
and operational framework. This will help
to outline the project work. For example
see Annex XI and XXII on pages 48 and 8384.
Membership conditions on cluster level –
full and associate membership
Clusters have two categories
membership: full and associate.
of
Organisations applying for associate
membership should be active in the field
of culture, education and civil society
development.
All local offices of EUNIC members have
the right to join or nominate a
representative to clusters as full members
– see the list of EUNIC members on
www.eunic-online.eu
Some cultural attaches/embassies have
an active cultural, educational or society
programme and these bring a benefit to
clusters. It can be a benefit to have
embassy cultural attaches in the associate
category.
Local cultural offices of non-EUNIC
members and cultural institutes from
non-EU countries may join EUNIC
activities on a project basis.
9

Institutes may terminate their membership of a cluster by written notice to the
president of the respective EUNIC cluster.
Membership benefits
Benefits for EUNIC clusters
 Enhanced visibility for every single
institute involved in a EUNIC
cluster
thanks
to
the
accumulation of promotional
capability of all cultural institutes
combined



Benefits for individuals working in the
institutes
 Enhancement of staff professional experience as well as the
knowledge on cultural issues and
current cultural relations policies
in various countries
Sharing of human and financial
resources that leads to more
efficient ways of working and
creates
bigger
horizon
of
possibilities for the projects
implemented by a EUNIC cluster.
This also means that smaller
institutes have now the potential
to participate in big pan-European
projects that they could never
dream of if it was not for working
within EUNIC cluster

Working within a EUNIC cluster is
a big motivation for the smaller
cultural institutes and it activates
their potential – working in a
group is often an additional
incentive
Development of networking and
new partnerships possibilities

Working together ‘makes one’s
work much more fun’

EUNIC cluster network is a readymade base of contacts and knowhow that is very helpful in
creating and administrating new
projects
Institutes within a cluster can also
gain from the sharing of
experiences, contacts and lessons
learned – not only for the benefit
of the EUNIC cluster, but also for
the future benefit of the projects
implemented by single institutes
of culture

Benefits for partners working with EUNIC
 EUNIC cluster becomes a single
body for partners to approach in
order to search the partnership of
cultural institutes
Sharing tasks and distributing
workload among the institutes
makes big projects easier to
implement

EUNIC cluster is also a first place
to develop actual and stable ways
of
communication
between
cultural institutes for the benefit
of European dialogue as well as
for the benefit of the quality and
relevance
of the
projects
implemented by the institutes
Potential partners receive a
platform that helps them present
their organisation, gain solid and
reliable partners and engage in
valuable projects
Legal status and membership fee
Clusters often think they need a legal
status. In many countries of the world
there is not an appropriate legal entity
within local law. EUNIC members’ own
status in a country can cause problems to
sign into a local legal entity, notably those
whose status depends on a diplomatic
basis.
A EUNIC cluster legal entity in itself is
unlikely to qualify to meet European
Commission criteria for bidding. If a
cluster wishes to bid for a EU grant it
needs to involve the Head offices of
members who have the expertise in
bidding. One member should be the
contracting and lead agency with financial
10
and management capacity to run a EU
project. Newcomers who have never
managed such a project are strongly
advised to consult with a colleague who
has the experience, from bidding through evaluation – to audit.
also cover the procedure in case
of a cost overrun!

If a cluster considers it is essential for its
work to have a legal entity, it must apply
to the Heads with supporting arguments
and be authorised to do so by the General
Assembly.
EUNIC Clusters are advised not to set
membership fees for their members to
participate in the local cluster. A symbolic
amount might be asked for in order to
keep a sum to handle administrative
expenses, such as mailings, interns or
other minor costs related to the on- going
activity of the cluster. Major contributions
should be shared between members of
the cluster according to case by case
activities in which every cluster member
might participate, depending on interest
and ability to share respective costs
(either by direct funding or by
commitment to delivering tasks or
results). This procedure will enable every
institute to take part in the cluster and its
activities depending on the level of its
financial and human resources, and it will
not prevent or exclude members from
regular cluster activity.
Cluster presidency
Every cluster must have a president of
cluster. Normally the post is held for a
year after a ballot of full members. Some
clusters also elect a vice president and
second vice president to prevent loss of
institutional memory and ensure smooth
transitions between presidencies. It is
rare that newly arrived directors become
presidents, as they should have an
opportunity to settle in the new country
first.
It is important to mention that cluster
presidency is a personal and not
institutional appointment. If the person
leaves then either the Vice President
succeeds for the remainder of the term,
plus their own term or there is a new
election. This should be made clear in the
Memorandum of Understanding or the
minutes of the cluster meeting.
Paperwork
A EUNIC cluster needs following items of
paperwork:

EUNIC Standard Charter

Minutes of regular meetings
recording decisions and action
points

Memorandum of Understanding a short agreement on key
processes to ensure smooth
running of the cluster. These
should not exceed two pages and
are there to clarify topics such as
election procedure, decision
making. They should be as
succinct and do not get side
tracked into lengthy quasi-legal
documents
Each cluster may decide its own
procedures for election but these must be
open and transparent.
The cluster president’s main role is to
facilitate the development of the cluster.
It is a leadership not directorial role.
When acting as president the person is
expected to represent the cluster and not
the interests of their own organisation.
Only a representative of an institution
with the full membership status can be
elected for president.
A written agreement (a letter,
shared email etc.) for every
activity with details who is
responsible for what, who pays
etc. This is essential! It does not
have to be overly detailed or a
quasi contract but clear! It should
11
President is the spokesperson for the
cluster. He or she will communicate with
the EUNIC Board and will be invited to the
EUNIC regional meetings.
but make sure there is a central set, which
can be handed on to the next president.
Increasingly clusters are using interns at
busy times of the year: a good
opportunity for a MA student or someone
studying at a teaching centre. Either one
member offers to pay the costs or there is
a general chip in for support. Intern
arrangements should conform to the best
practice in the country. The intern often
keeps communications going, keeps the
website up to date, liaise with the EUNIC
Global Office and helps with the
administration of project activity.
A range of responsibilities, which may be
shared out:

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
President is a facilitator and
enthusiast for more partnerships
Convenes
and
chairs
the
meetings, seeks consensus
Ensures all members are engaged
Ensures EUNIC corporate members, who are not represented in
the cluster but still work in the
country, are kept up to date
Acts as the spokesperson at
events
Encourages learning from other
clusters and projects
Encourages staff exchanges,
shared training
Maintains good relations with EU
Delegation on behalf of all
members
The president of the cluster
administrative tasks as well:







It is crucial that every cluster president
who is finishing its term forwards contact
details of the new EUNIC cluster president
to the EUNIC Global office. If the new
EUNIC cluster president has not been
elected yet it is necessary to indicate the
person who will be responsible for passing
the details onto EUNIC Global office once
the selection is done.
Documents and information to be handed
over to the new EUNIC cluster president:
has




Ensures minutes are up to date,
that agreements are clear
Ensures the website is up to date
Ensures the EUNIC Global Office is
kept up to date with cluster
membership
changes,
with
contact details and that the
EUNIC website is kept up to date
Attends the regional meeting, or
sends alternate, and ensures
members are kept up to date
Hands over the ‘corporate EUNIC
memory’ to successor
Ensures EUNIC newsletters are
circulated to members
Delivers a summary report to
EUNIC Global office concerning
annual cluster activities

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
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Signed EUNIC Standard Charter
EUNIC Handbook
EUNIC website update form
EUNIC cluster information update
form
Memorandum of Understanding if
available
Meetings Minutes from the
previous months, years
All files related to present and
past projects, activities and
events
All communications material
including
logos,
leaflets,
templates, etc.
Contact list with partners and
other stakeholders
All other relevant documents and
information
Cluster Presidency Handover Checklist,
EUNIC website update form and EUNIC
cluster information update form can be
found in Annexes XII, XIII, XIV on pages 49,
50, 51-52.
Normally the institute of the cluster
president
carries
most
of
the
administration. Rotating minute taking
and hosting meetings lessens the burden
12
Cluster organisational issues
marketing, even joint bidding for
corporate clients wanting a multilingual package.
To ensure smooth functioning and
successful development of the local
network each cluster should:

Meet bimonthly to keep the
momentum going

Rotate location of meetings each
month: ensures all join in and
share the chore of minutes taking
if the host also takes minutes

Start a planning year by sharing
what all members intend to do in
the following year and then see
commonalities to work together:
work on same festivals, same
topics, etc.

Try not to treat EUNIC as an addon but as part of increasing your
own impact. This is perhaps the
most important culture to
develop. EUNIC cluster activity
should aim for curated events.
Additionally it is not enough to
lump up activities of each
member and put EUNIC label as
unifying element

Try not to focus too much on
‘parallel arts events’ such as film
festivals etc. unless a host country
partner seeks them from the
cluster. If you do a film festival
then see if it can be themed: on
migration, on climate change, etc.
Always try to bring out speakers
to run debates etc., Events
without facilitators are not
advised

It only takes three members to
join an event to enable it to be
classed EUNIC. This gives plenty of
scope, as there is no need for
everyone to join in everything or
to hold back three members
wishing to work together.

See what activities your members
are planning anyway. It often
shows that there are many where
there is already a degree of
working together.

Make sure you keep the EUNIC
Global Office up-to-date with
news of future events and reports
of previous ones for the website
and for the Annual Report to the
Heads.

Include the obvious European
events such as Day of Languages,
Capitals of Culture, etc.

Review the website for ideas from
other clusters: look for ‘common
themes, local delivery’

Consult the objectives of the EU
representation/delegation
and
see how they can be the basis for
shared
projects
and
an
opportunity for funding
Keep the EUNIC Global Office
informed of changes to the
cluster especially the new
president so we don’t lose touch!

EUNIC holds regional meetings for
clusters. Make sure someone
attends; it does not have to be
the president and if possible
everyone chip in to share the
costs.

Put the EUNIC logo on all your
websites and indeed business
cards and monthly newsletters
‘We are members of the EUNIC
network’.


Do not forget the teaching
centres and teacher training.
Languages are a major part of
EUNIC members’ activity and
within the network there are
many opportunities to work
together: teacher training, sharing
professional standards, joint
13

Try to run one debate/seminar a
year on a suitable topic with a
local partner at the arts and
language activities.

Share training programmes; most
established clusters say a key
benefit of EUNIC networking is
learning from each other.

Use the cluster development
framework as a guide (see Annex
XV on pages 53-55)

Propose cluster meetings with
clusters in neighbouring countries
to share ideas.
¨
EUNIC
development
framework
measurement
EUNIC development measurement framework is both, a benchmark and a selfassessment tool for EUNIC clusters. Please
see the framework in the Annex XV on
pages 53-55. The framework features five
different levels of cluster development,
which are:





Dormant
Initiating
Active
Stepping up reaching out
Leadership in partnership
For each level development is assessed
taking into consideration performance
within five activity areas, which are:





Administration
Activity
Branding and Communications
Reputation
European Cooperation
Clusters can use the framework to see at
what level of development they are and
how they could progress in the future.
The framework points out the steps for
clusters to take in order to move on to
further stages of cluster development.
14
EUNIC Cluster Work
EUNIC EU co-funded projects
EUNIC Role Model projects
EUNIC Global office offers advise and help
in acquiring funding from the European
Union.
EUNIC Role Model projects are the
concepts for the project than can be
implemented around the world within
different clusters. They have been
developed on the basis of the project that
have been run by EUNIC clusters in the
past and perfectly reflect EUNIC values
and organisational aims. The concepts
might be very useful for clusters that are
just starting off and need support and
guidance in development of common
EUNIC activities. There are three role
model project concepts developed up to
now, which include:





If a cluster wishes to bid for a EU grant it
needs to involve the Head offices of
members who have the expertise in
bidding. One member should be the
contracting and lead agency with financial
and management capacity to run a EU
project. Newcomers who have never
managed such a project are strongly
advised to consult with a colleague who
has the experience, from bidding through evaluation - to audit.
Overview Introduction to Working with
the European Union – Funding Methods
document can be found in the Annex XVII
on pages 67-69.
European Literature Night
Transpoesie
European Day of Languages –
Sursum Linguae
EUNIC Week
EUNIC Fellowship Programme
To date there have been several EUNIC EU
co-funded projects; examples include:
Alter EGO
It is one of the seven flagship projects of
the European Commission for the 2008
Year of the Intercultural Dialogue. The
aim of the project, which was led by the
Danish Institute, was to promote crosscultural understanding and active
European citizenship of young people
through collaborative arts activities that
made them to reach beyond their normal
social and national circles. The project
was present in 22 countries in 18
languages. The website registered one
thousands visits a day and up to a 120
entries.
Concept notes for role model projects are
included in Annex XVI on pages 56-66.
EUNIC Inter-cluster projects
EUNIC would like to encourage cooperation in-between the clusters
through development of common
projects. Inter-cluster projects contribute
to mutual learning across borders where
all involved clusters are confronted with
new ways of working, new methods of
project development and communication.
Clusters can share resources and thus
have a bigger impact through a common
project.
Generation 89
Second EUNIC project, led by the
Romanian Institute and financed by
European Union is an inter-cluster
project, lasting a year (fall 2009 – fall
2010), commemorates the collapse of
communist systems in Europe through the
lens of those born in 1989. The project’s
main features were four international
meetings gathering young Europeans in
Brussels, Bucharest, Prague and Warsaw.
Young people from Czech Republic,
Thanks to being a part of an inter-cluster
project clusters increase their visibility,
develop new partnerships and reach out
to new audiences. At the same time it is
more probable to receive the funding
from the European Union if more partners
from different countries are involved.
15
Romania, Poland, Belgium, UK, Germany,
Austria, Bulgaria and Hungary have lived
their lives in distinct historical contexts.
One of the objectives was to bring some
of these young people together and to
offer them a space to share and discuss
experiences and expectations for their
future. To attain this outcome, four twoday international meetings were held in
Brussels, Bucharest, Prague and Warsaw.
Platform to promote multilingualism in
Europe. The project was conducted for a
period of two years, its tangible result
being the
Language Observatory,
specifically the Poliglotti4.eu website.
Now that the project’s original two-year
phase has come to an end, the Language
Observatory will remain on line for at
least 5 years to guarantee sustainable
access to the results, continuity of the
project, networking and the exchange of
best practices, ideas and experiences.
Fashion Road
Fashion Road: Dialogue across Borders is a
two-year collaborative project through
which fashion designers from different
European countries and Armenia are
looking into the past for ideas and
inspiration. It has been launched in 2011
and is led by British Council in Armenia.
Organisations involved in the project
study traditional costumes of Armenia,
UK, Germany, Romania, Denmark and
Czech Republic, explore the role of those
costumes in contemporary society, and
debate on how people associate those
costumes with their national identity and
heritage. Key to this project was an
encounter for the designers to view
clothing in a cultural context and use
modern technologies and approaches to
present their interpretation of the
countries’ culture and identity.
European Literature Night
The European Literature Nights initiative
is coordinated by the Czech Centres in
cooperation with EUNIC. The aim of
Literature Nights is to offer the platform
for European countries to present their
contemporary writing in translation and
to present new European literary voices in
a creative way.
European Literature Night concept is
based on the assumption that literature is
a unique and creative tool that reflects
the elementary dialogue between single
voices and cultures through shared
reading experience. Literature is the tool
of mutual understanding helping to break
communication barriers.
EUNIC cluster fund
Language Rich Europe
Language Rich Europe is a networking
project led by British Council, which
brought together 1200 policy makers and
practitioners from 24 countries and
regions in Europe to discuss and develop
better policies and practices for
multilingualism. Network members were
drawn from the fields of education,
business, public services and the media.
The project was targeted at decision
makers and practitioners in education,
business, public services and the media.
At the projects closing conference in
March
2013
a
set
of
policy
recommendations have been presented.
EUNIC
Global
encourages
cluster
cooperation and activities through its
cluster fund, which provides financial
support for cluster projects of strategic
importance to EUNIC network. The
objectives of EUNIC cluster fund launched
for the first time in 2012 is to stimulate
cluster action, enhance inter-cluster
cooperation, implement EUNIC strategic
topics and present EUNIC as multilateral
player. All cluster projects selected for
funding have shown European added
value.
Next call for applications within EUNIC
cluster fund will be launched in the last
quarter of 2013 subject to availability of
funds.
Project development and project
implementation
Poliglotti4.eu
Poliglotti4.eu was a EUNIC-led project cofunded by the European Commission and
developed within the Civil Society
16

Project Proposal
It is recommended that the projects to be
delivered meet the following criteria:
 Promote better understanding of
European culture in its diversity
 Be in agreement with the needs
of the host country
 Guarantee visibility for itself and
for the participants
 Be in compliance with the general
aims of the cultural policies of the
institutes concerned
 Have a reliable and professional
partner in the host country
Writes an evaluation report
Use of ‘EUNIC project’ label
 If one or more members of the
cluster - full or associated
members - are reluctant to implement a project under the ‘EUNIC
project’ label because it affects
the image or the interests of the
respective member or the image
of its country, they can at any
stage of the project prior to public
presentation initiate a voting at
the regular cluster meeting
concerning use of ‘EUNIC project’
label
Any member of a cluster can propose a
project. Project Proposals should be
drafted by institute(s) initiating the
project and presented at regular EUNIC
cluster meeting. For the standard Project
Proposal template see Annex XVIII on
pages 70-73.
Project Development
 If at least three members of the
cluster express their will to
participate in a proposed project,
the project is considered to be
approved for delivery
 Once a project has been agreed
upon a project leader is
nominated and a project team
established
 Project leader represents the
institute, which proposes the
project
Project team / working group
 Consists of representatives of
participating institutes
 Does have regular meetings
 Reports on project progress at the
regular cluster meeting
 Works in compliance with EUNIC
objectives and project criteria
 Develops strategy of project
financing
 Distributes responsibilities among
the partners involved according to
their capacities
 Introduces
schedules
and
deadlines for finishing tasks
required to achieve project goals

If the use of ‘EUNIC project’ label
is reprobated by majority of
members, the ‘EUNIC label’ will
not be used for the given project,
even if other cluster members
may be interested in implementting it. The project can eventually
be undertaken by the interested
parties as an independent
initiative outside the EUNIC
cluster

The project leader shall report
regularly on the development of
the project. All members,
including non-participating ones,
shall have right to make
comments
and
suggest
amendments if they wish to do
so.
Project
Evaluation
Measurement
and
Impact
Project Evaluation
Each project shall be concluded by an
evaluation report reflecting the following
pool of evaluation criteria:
 Return on objectives - compliance
with EUNIC objectives
 Return on investments
 Media coverage
 Number of visitors/participants
 Expected versus achieved goals
The evaluation report shall be based on
one or more of the following evaluation
17
means depending on the nature of the
project:



provide access to their contacts and very
often support cluster activities financially.
Information on financial support provided
by the EU Delegations and EU
Representations can be found on their
respective websites under the section –
Funding Opportunities.
Data gathering
Media monitoring
Questionnaires
Impact Measurement
Impact refers to any changes taking place
as a result of this project. This could be a
policy change or new initiative at city or
national level; an event or activity is taken
up by a partner and becomes
regular/annual activity; partners and
participants who first met each other
through this project stay in touch and
continue to co-operate. These should
reflect the original project aim(s)
It is however worth to remember that EU
Delegations cannot receive a status of
associate members of EUNIC clusters and
that EUNIC meetings are separate to
those of EU Delegations that gather
cultural counsellors. We have agreed with
the European Commission, and the
External Action Service that the EUNIC
and Cultural Counsellors groups are and
need to be separate even if the
membership overlaps.
If it is too early to assess the impact
following steps can are advised:


There are five key reasons why the
cultural counsellors and EUNIC need to be
separate. These are driven by global
policy rather than the operations in a
single country:
To make a comment on any shortterm results, which indicate
possible long-term impact
To state what is planned to revisit
evaluation report in the future
and evaluate any longer term
impact
For Project Evaluation and Impact
Measurement Guidelines please see
Annex XIX on pages 74-75.

EUNIC provides advice and
lobbies the EU on cultural
strategy, etc.

We often bid for EU funding and
need to be seen as separate body
to avoid accusations of unfair
competition to others bidding.
This is of crucial importance and
applies world wide not just for an
individual country.

Many EUNIC members do not
take part in the formal diplomatic
activity by virtue of their
relationship with their appropriate sponsoring ministries. As
mentioned
above
EUNIC
members may be active in a
country but without a presence;
the cluster represents all EUNIC
members at Heads level.

The scope of cultural counsellors
led activity (compared for
example for discussions on
cultural political issues such as
intellectual property rights and
Cooperation with EU Representations
and EU Delegations
EUNIC has a very close and mutually
beneficial relationship with the EU. It
cooperates closely though its clusters with
EU Representation in the European
countries and EU Delegations outside
Europe.
The European Commission encouraged EU
Delegations and EU Representations in
June 2007 to work and support EUNIC.
Thus EU Delegations and EU Representation should be invited and
encouraged to participate in cluster
activities and meetings. In many cases EU
Delegations and EU Representations are
already active supporters of EUNIC cluster
activities. They commit their staff time;
18
restitution of cultural objects)
tends to be at the lower end of
the competencies and aspirations
of the more developed EUNIC
clusters. Only a few cultural
counsellors’ activities go beyond a
parallel showcasing arts event.

EUNIC Heads have made it clear
at successive meetings that
clusters and cluster members
need to be accountable to the
Heads. This accountability is lost if
the EU chairs the meetings which
include non-EUNIC members.
19
also highlight key information form the
main EUNIC website.
EUNIC Communications
EUNIC Visual Identity, Templates and
Guidelines
The sub-websites have a highly flexible
character, which allows cluster administration to either post own cluster-related
content or feature information from
EUNIC Global website.
The adherence to EUNIC visual identity
standards is crucial as clear, coordinated
and
consistent
communication
is
contributing to EUNIC reputation as a
leader in the field of European culture and
language promotion, allowing attracting
best partners, students and teachers as
well as participants for activities and
events organised by the clusters.
For instance in case of Facebook, it is
possible to either keep EUNIC global
Facebook account on the cluster page or
to replace it with the cluster Facebook
account if available.
It would be also possible to feed in news
and events from EUNIC Global page in
case there are not that many events
happening at times within the cluster.
This is the solution that accommodates all
the clusters irrespectively of their level of
development.
EUNIC visual identity includes colour
palette and typefaces, visual guidelines
and mainly stationary templates such as
letterheads, business cards, envelopes,
email signature, power point template,
banner, folder, stickers, etc. to be used by
EUNIC Global and network of EUNIC
clusters. It also provides specific set of
print and web graphics and an official
style guide containing graphic standards,
usage rules, templates and examples. The
Guidelines are a useful reference
document for the clusters that are in
process of adapting EUNIC logo and
developing promotional materials.
EUNIC intranet
EUNIC Intranet serves as a meeting
platform for online discussions among
EUNIC members and clusters and a
common collaborative space, which
enables online editing and uploading
documents and monitoring of projects by
all stakeholders. The intranet is integrated
with Google Drive online editing tool.
EUNIC visual identity guidelines and
EUNIC templates can be downloaded
online. For the link, login and password
please contact EUNIC Global office.
The platform is managed by EUNIC Global
office while administrators from EUNIC
clusters are able to create and manage
their own 'EUNIC cluster groups' where
members of the cluster can join,
communicate among themselves, share
calendar and upload documents.
EUNIC Website
EUNIC website provides clusters with
individual sub-website that are linked to
the EUNIC main page through interactive
world map. Clusters are able to
administer own sub-website by themselves. Any newly established cluster
should contact EUNIC Global office to
request
the
sub-website,
receive
administrator password and guidance. For
website manual please contact EUNIC
Global office.
Any newly established EUNIC cluster
should contact EUNIC Global office to
receive administrator password for the
intranet. For intranet manual for
administrators and users please contact
EUNIC Global office.
EUNIC newsletter
Clusters have the possibility to add local
activities to the EUNIC Online Agenda,
post projects and events, add photos and
videos. EUNIC cluster sub-websites can
EUNIC website is integrated with the
newsletter facility that can be used by
EUNIC clusters. There is one newsletter
20
management account for the whole
EUNIC network and two templates, one
for EUNIC office and one for EUNIC
clusters. Any cluster interested in
producing its own online newsletter will
receive access to the newsletter account
and the template, upon contacting EUNIC
Global office.
organised by EUNIC
institutes of the cluster.
and
member
Manual with instruction how to use
newsletter facility and adapt newsletter
template can be requested from EUNIC
Global office.
EUNIC online social media profiles could
become a main communications and
engagement tool if valuable updates are
produced on daily basis. It is an
opportunity
to
receive
feedback,
exchange information with our audiences,
establish a long-term relationship with
those connected and create a positive
image of EUNIC.
We should however refrain from speaking
only about EUNIC and EUNIC events,
projects, training, new members or
publications, but also update on other
issues relevant to the field we work in.
EUNIC brochure
EUNIC brochure can be applied by clusters
as promotional material to communicate
with target audiences at the events and
meetings. The leaflet gives an introduction to EUNIC in general and the
cluster work. Clusters can customize the
brochure with own contact details,
images, and internal content.
The
brochure is provided in a format that can
be processed with the open source free of
charge programme.
EUNIC Global office in consultation with
EUNIC clusters has produced a Social
Media Policy document that outlines
objectives for social media presence as
well as benefits and challenges related to
it. The document includes best practice
examples form the network and practical
guidelines on how to make a positive
contribution to EUNIC work and
reputation by applying social media. The
document can be found in the Annex XX
on pages 76-79.
To receive the brochure template and
guidance on how to adapt the brochure
please contact EUNIC Global office.
EUNIC social media presence
It is recommended to use Social Media
platforms that are currently most popular:
Facebook and Twitter. It is very easy to
set up and run a profile with those
providers. A manual on how to set up a
Facebook page can be found in Annex XXI
on page 80-82.
It is highly recommended for EUNIC
cluster to establish presence on social
media. Though social media we can easily
reach our publics and inform about EUNIC
work, values, goals and objectives and to
promote EUNIC events and activities to
the wider public. Presence on Social
Media can contribute to a better visibility
for the cluster and a stronger position on
the cultural scene of the host country.
Languages
EUNIC General Assembly meetings, the
website and internal written communications are in English.
On social media EUNIC can promote
common EUNIC activities that show
European added value but also culture of
member institutes, language classes and
exams, cultural projects, scholarships and
study programmes. This should result in
increased participation in the events,
programmes, projects and other activities
Translation into languages other than
English is highly desirable and is the
responsibility of EUNIC clusters and
member organisations. EUNIC strongly
supports the usage of regional or local
languages. The translation of the EUNIC
website materials into other languages is
also a voluntary contribution from the
21
member organisations. The same
principle applies to interpretation at
meetings.
EUNIC regional meetings, clusters and
working groups are encouraged to
determine their own working language.
22
ANNEXES
23
EUNIC Handbook – ANNEX I
EUNIC Members
Country
Institution
Austria
Austrian Federal Ministry of European and International Affairs
Belgium
Wallonie-Bruxelles International
Belgium
Flemish Department of Foreign Affairs
Belgium
The Flemish-Dutch House deBuren
Bulgaria
Bulgarian Ministry of Culture
Cyprus
Ministry of Education and Culture Cyprus
Czech Republic
Czech Centres
Denmark
The Danish Cultural Institute
Estonia
Estonian Institute
Finland
The Finnish Cultural and Academic Institutes
France
Foundation Alliance Française
France
French Ministry of Foreign Affairs
France
Institut Français
Germany
Goethe-Institut
Germany
ifa – Institute for Foreign Cultural Relations
Greece
Hellenic Republic Ministry of Foreign Affairs
Hungary
Balassi Institute
Ireland
Culture Ireland
Italy
Società Dante Alighieri
24
EUNIC Handbook – ANNEX I
Italy
Ministry of Foreign Affairs Italy
Latvia
Latvian Institute
Lithuania
International Cultural Program Center Lithuania
Luxembourg
Centre Culturel de Recontre Abbaye de Neumünster
Netherlands
SICA – Dutch Centre for International Cultural Activities
Poland
Polish Ministry of Foreign Affairs
Portugal
Instituo Camões
Romania
Romanian Cultural Institute
Slovak Republic
Slovakian Ministry of Foreign Affairs
Slovenia
Slovenian Ministry of Culture
Spain
Instituto Cervantes
Sweden
Swedish Institute
United Kingdom
British Council
25
EUNIC Handbook – ANNEX II
EUNIC Clustsers Geographical Spread
26
EUNIC Handbook – ANNEX III
EUNIC Contacts – Focal Points
Country
Title
First Name
Last Name
Institution
Email Address
Telephone
[email protected]
.at
0043 50 1150 3566
IF No Focal Point
is listed use
the Head
Cyprus
Ms
Elena
TheodoulouCharalambous
Federal Ministy for
European and
International
Affairs
Vlaams-Nederlands
Huis deBuren
Wallonie-Bruxelles
International
Ministry of Culture
of Bulgaria
Ministry of Education
and Culture
Czech
Republic
Mrs
Tana
Langaskova
Ceska Centra
Austria
Mrs
Elke
Atzler
Belgium
Mr
Xander
Stroo
Belgium
Bulgaria
[email protected]
0032 2 212 19 34 or
0032 2 421 83 01
00359 02 94 00 900
etheodoulou@
culture.moec.gov.cy
00357 22 809 805
[email protected]
00 420 234 668 220
Denmark
Det Danske
Kulturinstitut
00 45 33 36 84 00
Estonia
Estonian Institute
00372 63 14 355
Finnish Cultural &
Academic Institutes
Alliance Francaise
de Paris
Ministère des
Affaires
Étrangères et
Européennes
Finland
Mrs
Ilmi
Villacís
France
Mr
AnneGarance
Primel
France
Mrs
Isabelle
Ryckebusch
France
Mrs
Cécile
Peyronnet
Institut Français
Germany
Mr
Ulrich
Sacker
Goethe-Institut
Germany
Mr
Berthold
Franke
Goethe-Institut
Brussels
Germany
Mr
Claus
Heimes
Goethe-Institut
Germany
Mr
Kerstin
Maihofer
Greece
Mr
Stefanos
Vallianatos
Hungary
Mrs
Marta
Farzekas
Hungary
Mr
Dezso
Szabó
ifa - Institute for
Foreign
Cultural Relations
Hellenic Foundation
for Culture
Balassi Bálint
Institute
ilmi.villacis@
instituutit.fi
agprimel@
fondation-alliancefr.org
0033 1 42 84 90 31
Isabelle.RYCKEBUSCH@
diplomatie.gouv.fr
cecile.peyronnet
@institutfrancais.com
[email protected]
e
Berthold.Franke@
bruessel.goethe.org
EUNIC-focalpoint@
goethe.de
00 33 1 53 69 83 05
0049 89 15921819
0032 2 2303970
0049 89 159 21 370
[email protected]
0049 711 22 25 116
[email protected]
0030 210 677 65 00
[email protected]
0036 1 666 7901
[email protected]
27
00358-40-8305936
EUNIC Handbook – ANNEX III
Italy
Mr
Luca
Fratini
Italy
Mrs
Costanza
Menzinger
Ireland
Mrs
Brona
Olwill
Lithuania
Directorate General
for Cultural
Promotion
and Cooperation
Società Dante
Alighieri
Culture Ireland
International
Cultural
Program Center
Lithuania
Centre Culturel de
Recontre
Neumünster
SICA - Centre for
International Cultural
Activities
Ministry of Foreign
Affairs of the
Republic
of Poland
Luxembourg
Mr
Claude
Frisoni
Netherlands
Mr
Arthur
Sonnen
Poland
Mr
Krzysztof
Kopytko
Portugal
Ms
Cristina
Isabel
da Costa
Ointa Faustino
Instituto Camões
Portugal
Mr
Joao
Patricio
Instituto Camões
Romania
Mr
Vladimir
Simon
Slovak
Republic
Slovenia
Romanian Cultural
Institute
Ministry for Foreign
Affairs of the Slovak
Republic
Ministry of
Education,
Science, Culture and
Sport.
[email protected]
[email protected]
0039.06.6873787
Brona.Olwill@
cultureireland.gov.ie
00 353 1 63 13 905
00370 5 2312639
[email protected]
00352 26 20 52 1
[email protected]
00 31 20 61 64 225
krzysztof.kopytko@
msz.gov.pl,
[email protected]
0048 22 52 39 561
cifaustino@
camoes.mne.pt
joao.patricio@
camoes.mne.pt
[email protected],
[email protected]
00351 21 310 91 91
0040 31 71 00 640
00421 2 5978 1111
00386 1 369 5999
Spain
Mr
Eduardo
Sánchez
Moreno
Instituto Cervantes
direccion.estrategia@
cervantes.es
0034 91 436 76 00
Sweden
Mr
Hans
Lepp
Swedish Institute
[email protected]
0046 8 453 79 01
United
Kingdom
Mrs
Rosemary Hilhorst
British Council
rosemary.hilhorst@
britishcouncil.be
0032 2 554 04 64
28
EUNIC Handbook – ANNEX IV
EUNIC Contacts – Heads
Country
Title
First Name
Last Name
Austria
Mr
Martin
Eichtinger
van der
Brempt
Belgium
Mr
Belgium
Mr
Dorian
CharlesEtienne
Bulgaria
Ms
Deiana
Danailova
Cyprus
Czech
Republic
Mr
Pavlos
Paraskevas
Mrs
Vilma
Anýžová
Denmark
Mr
Finn
Andersen
Estonia
Mr
Karlo
Funk
Finland
Mr
France
Mrs
France
Mr
France
Ms
Germany
Mr
Germany
Mr
Greece
Mr
Hungary
Mr
Italy
Mr
Italy
Mr
Ireland
Mrs
Lithuania
Ms
Lagasse
Institution
Federal Ministry for
European and
International Affairs
Vlaams-Nederlands
Huis deBuren
Wallonie-Bruxelles
International
Ministry of Culture
of Bulgaria
Ministry of
Education and
Culture
Ceska Centra
Det Danske
Kulturinstitut
Estonian Institute
Finnish Cultural &
Academic Institutes
Email Address
Telephone
martin.eichtinger@bm
eia.gv.at
0043 50 11 50 35 48
[email protected]
0032 2 21 21930
[email protected]
0032 2 421 83 01
[email protected]
ent.bg
00359 2 9400910
[email protected]
ec.gov.cy
00357 22 800 933
[email protected]
00420 234 668 214
[email protected]
00 45 33 36 84 00
[email protected]
00372 63 14 355
markku.loytonen@helsink
Markku
Löytönen
i.fi
00 358 9 191 24150
sylviane.tarsotgillery@inst
Sylviane
Tarsot-Gillery Institut Français
itutfrancais.com
0033 1 53 69 83 95
Alliance Francaise de jcjacq@fondationJean-Claude Jacq
Paris
alliancefr.org
0033 1 53 63 48 25
Ministère des
Affaires Étrangères
delphine.borione@diplom
Delphine
Borione
et Européenes
atie.gouv.fr
00 33 1 43 17 61 07
[email protected]
Johannes
Ebert
Goethe-Institut
e
00 49 89 159 21 224
ifa - Institute for
Foreign Cultural
Ronald
Grätz
Relations
[email protected]
00 49 711 22 25 119
Hellenic Foundation
Stefanos
Vallianatos
for Culture
[email protected]
00 30 210 677 65 40
Balassi Bálint
Pal
Hatos
Institute
[email protected]
0036 1 381 5100
Società Dante
Alessandro Masi
Alighieri
[email protected]
0039 6 6874 531
Directorate General
for Cultural
Promotion and
Andrea
Meloni
Cooperation
[email protected]
0039 063691 8492
[email protected].
Christine
Sisk
Culture Ireland
ie
00 353 1 63 13 905
International
Cultural Program
Egle
Deltuvaite
Center Lithuania
[email protected]
00 370 5 2312639
29
EUNIC Handbook – ANNEX IV
Luxembourg Mr
Guy
Dockendorff
Netherlands Mr
Cees
de Graaff
Poland
Ms
Joanna
Skoczek
Ministry of Culture
SICA - Centre for
International
Cultural Activities
Public and Cultural
Diplomacy
Department
Portugal
Mrs
Ana Paula
Laborinho
Instituto Camões
Romania
Mr
Andrei
Marga
Slovak
Republic
Mr
Jana
Tomkova
Slovenia
Ms
Sonja
Spain
Mr
Rafael
Kralj-Bervar
RodríguezPonga
Sweden
United
Kingdom
Mrs
Annika
Rembe
Swedish Institute
Mr
Martin
Davidson
British Council
Romanian Cultural
Institute
Ministry for Foreign
Affairs of the Slovak
Republic
Ministry of
Education, Science,
Culture and Sport.
Instituto Cervantes
30
[email protected] 00 352 621.133.516
u
and +352 621 255 607
[email protected]
00 31 20 61 64 225
[email protected].
pl
00 48 22 523 99 75
anapaula.laborinho@cam
oes.mne.pt
00351 21 310 91 03
[email protected],
[email protected],
[email protected]
0040 21 319 68 83
[email protected]
00 421 2 59 78 39 01
[email protected]
00 386 1 369 5952
[email protected]
[email protected]
00 34 91 436 7630
00 46 8 4537 800
Martin.Davidson@britishc
ouncil.org
00 44 20 73 89 49 77
EUNIC Handbook – ANNEX V
EUNIC Regional Meetings Guidelines
EUNIC Regional Meetings gather representatives from EUNIC clusters. The meetings are organised in
five different regions: Europe, Americas, MENA, Sub-Saharan Africa and Asia.
Aims and objectives
The aims and objectives for the EUNIC Regional Meetings vary depending on the region. An issue of
importance for EUNIC clusters in Europe might be less relevant for clusters in Africa due to different
circumstances, opportunities or challenges in the region. Therefore it is necessary to acknowledge the
specificity of the region and design the programme that tackles issues faced by majority of clusters
invited to the meeting.
The overall objective of the meetings is to learn from each other, instigate new initiatives that can
improve work of clusters and to discuss opportunities for future cooperation and improvement of
organisational capacity.
Regional meetings should create the space for rising strategic and structural questions such as how to
increase the operational capacity of the clusters and discuss conditions that make clusters successful.
Responsibilities
The president of the cluster who hosts the meeting is expected to take the lead in the organisation of
the event. Responsibilities of the host include among others chairing of the meeting, selection of the
speakers, guests, venues, design of the programme, sending out an invitation, overseeing registration,
taking minutes and constituting the report after the meeting.
EUNIC Global office will support the cluster offering help at any stage of the planning and delivery
process. The cluster will receive support if form of advice, financial backing and help in liaising with
speakers and other stakeholders.
As organisation of the Regional Meeting requires time and effort it is advised to establish a working
group to engage cluster members and divide the tasks and responsibilities. Members of the cluster
usually have different set of strengths such as contacts or access to venues, which can benefit the
organisation of the meeting.
Programme
Regional Meetings are prefect forum to familiarize clusters with developments within EUNIC network,
EUNIC procedures, EU programmes and EU funding opportunities. These issues should be permanent
points on the Regional Meetings agendas.
Members of EUNIC Board and EUNIC Global office staff will deliver the presentation about EUNIC
developments whereas for the updates on EU programmes and funding the presence of
representatives from the European Commission should be sought.
Regional meetings can be used to initiate cooperation with regional stakeholders, civil society and
representatives of creative industries, etc. depending on the current needs and opportunities.
31
EUNIC Handbook – ANNEX V
At the regional meeting clusters have an opportunity to share best practice examples, ideas and
challenges faced in daily work. It is important that this process of sharing is given a certain framework
to ensure that the time attributed to cluster presentations is divided equally and that presentations
follow certain rules. A format of 'Pecha kucha' can be applied to keep presentations uniform, consisted
and fast-paced. For more information on 'Pecha kucha' please see article on Wikipedia under the
following link here:
http://en.wikipedia.org/wiki/PechaKucha
Another useful point that can be included into the programme is the needs analysis session that could
be delivered in form of the structured debated to learn about expectations and ideas from the
participants on how to improve support offered to clusters or animate cooperation in-between the
clusters.
Regional meeting delivers an opportunity to the host cluster to strengthen its visibility and further
develop the relationship with the EU Permanent Representation (in the EU) or EU Delegation (outside
of the EU). Therefore the organiser should think how to best integrate involvement or contribution of
representatives from these institutions in the meeting.
The organisers can also apply the format of working groups if needed to facilitate the discussion and
reflection on strategic themes or concrete projects.
The language of the meeting should preferably be English to save the costs for simultaneous
translation, which is very expensive.
Examples of programmes for EUNIC Regional meetings form past years can be requested from the
EUNIC Global office.
Announcement and Registration
The cluster president should announce the Regional Meeting by sending an email to participants. It is
necessary to consult the content of communications directed toward the participants with the EUNIC
Global office, which is responsible for the communication within the network.
The up to date list of cluster presidents and other relevant stakeholders to be invited to the meeting
can be requested from the EUNIC Global office. The presidencies of clusters are changing very often
therefore the up-to date version of the list should be requested before each mailing.
Participants should be requested to register via online registration facility available on EUNIC website.
For instructions on how to use the facility please contact EUNIC Global office.
To ensure maximum participation from the clusters, presidents who are not able to attend the
meeting should be ask to appoint an alternate. It is also wise to send the series of reminders to be sure
that the message was well received.
The ‘save the date’ notification together with a preliminary outline of the programme should be sent
immediately after the decision about the exact date has been taken. This will save the costs for
travelling and help to reach maximum participation.
32
EUNIC Handbook – ANNEX V
Meeting Participants
All cluster presidents from the region should receive an invitation to the meeting. More
representatives per cluster are welcome. Additionally representation from the Strategy Group and
EUNIC Board of Directors should be sought.
Hosting EUNIC Regional Meeting is a great occasion to consolidate the cluster, strengthen the relations
with partners and other stakeholders, including EU Representations or EU Delegations and raise
awareness about EUNIC activities. For that reason members and partners of the cluster that hosts the
meeting should be all invited to participate in selected sessions of the meeting.
Speakers and facilitators are selected according to the meeting programme and should be contacted
much in advance.
Meeting Schedule
Regional Meeting can start with ‘Get Together’ dinner prior to the meeting to give first opportunity for
networking among the participants.
It is advised to start the first day of the meeting not too early in the morning. Guests who are not able
to arrive in the evening prior to the meeting will have to travel in the morning.
The host should open the meeting and welcome all the participants. He or she should introduce them
to the programme, elaborate on the distributed materials and explain all the practicalities, etc.
It is reasonable to include the interim report from EUNIC global office just after the welcome from the
president to give an overview of present developments in the network.
For the following sessions certain flexibility has to be granted to accommodate the needs of speakers
who might not be able to be there for the whole programme and plan to leave due to other
arrangements.
In-between the session the organisers should include coffee breaks. This will further facilitate the
networking and help the participants to stay more focused during following sessions.
The meeting is usually closed with the wrap up session that should include a short summary and action
points for the future.
The meeting should be followed by the thank you email sent together with the meeting report and
invitation to the online folder containing all presentations. EUNIC Global office will provide help in
production of the report and setting up the online folder.
Financing of the Meeting
EUNIC Global is able to offer financial support for EUNIC Regional Meetings organised in the same
region every second year. If clusters in the region decide to organise meetings more frequently, the
financial backing of EUNIC cannot be provided. However, as far as possible, clusters will receive
support in form of participation of EUNIC Board members at the meetings.
33
EUNIC Handbook – ANNEX V
EUNIC can fund evening dinners, lunches, coffee breaks and fares for non-EUNIC speakers. Speakers
representing the European Commission should receive reimbursement for accommodation and travel
expenses from their employers.
For each Regional Meeting EUNIC Global office will come up with available budget sum taking into
consideration regional circumstances and inform the cluster about the exact amount in advance. To
process the transfer EUNIC Global office would require name of the beneficiary (it should be one of the
cluster member institutes), IBAN, BIC and the address of the bank. The member should send a
confirmation to the EUNIC Global office once the money has been received.
Accommodation and Travel
From organisational point of view it is advantageous to lodge all the guests in one hotel in the
proximity to the venues. The best idea is to get in contact with the selected hotel and check if you
could get a preferential rate for the group booking for EUNIC. Once you reach an agreement with the
hotel the participants should be advised to do the booking with the hotel by certain deadline
mentioning EUNIC reference.
If this solution is not possible the cluster can still recommend particular hotels to the participants
giving them the list with names, addresses and prices.
Participants are expected to cover both accommodation and travel expenses. Exceptions are the nonEC speakers and facilitators invited by EUNIC.
To facilitate arrival and departure, joining instructions for the hotel and the venues should be provided
to all the guests. The instructions should include useful maps, explanations for the public transport
from the airport or main train station, important telephone numbers to taxi companies, organisers,
etc.
Networking Opportunities
There should be enough time allocated to networking, discussions, informal meetings where
participants can share ideas, knowledge and experiences. Networking opportunities might give a start
to new common projects, cooperation and concrete action plans.
Additional time for networking purposes can be gained through allocation of participant to one hotel
where they can meet during breakfast, in the lobby or during the evenings. Common dinners, lunch
buffets and coffee breaks also make social interaction easier.
The cluster might also organise cultural programme and visits to the sites in the city, which will give
space for informal chats and ‘bilateral’ discussions.
34
EUNIC Handbook – ANNEX VI
EUNIC Positioning Papers
EUNIC General Presentation – June 2013
EUNIC in a nutshell
EUNIC European cultural network worldwide
EUNIC is the network of the European national institutes for culture. Formed in 2006, EUNIC is a recognised
leader in cultural cooperation. EUNIC has 32 members from 26 countries and over 80 clusters based in
different locations around the globe.
EUNIC’s members work in over 150 countries with over 2,000 branches and thousands of local partners.
They work in the arts, language, youth, education, science, intercultural dialogue and development sectors.
The members employ over 25,000 staff and have a combined turnover of more than €2.5bn.
EUNIC network is based on open cooperation and works in a bottom up NGO-style with a compact,
independent and flexible administration.
EUNIC’s mission is to promote European values and to contribute to cultural diversity inside and outside of
the EU through collaboration between European cultural institutes. EUNIC’s aim is to expand the role of
culture in Europe and to strengthen cultural dialogue, exchange and sustainable cooperation worldwide.
EUNIC is the vital partner for international cultural affairs, because of its special expertise and worldspanning network. Serving as competence pool and think tank for European institutions EUNIC
complements EU initiatives and activities in the field of Culture.
EUNIC projects contribute to connecting culture with such key areas as development, ecology, conflict
prevention and conflict resolution. The projects also foster innovation and development of creative
economies.
Taken together, EUNIC is simultaneously a network of partners and expertise, an operational network in
charge of projects and an advocacy network.
I - Network of national institutes for culture
The EUNIC (European Union National Institutes for Culture) network brings together the public
organisations of the European Union Member States working in international cultural relations. Formed in
2006, it has 32 members from 26 European Union countries, most represented by their national cultural
institutes and some by their Ministries of Foreign Affairs or Ministries of Culture. They have joined forces to
form a lasting partnership serving European cultural policy and intercultural dialogue.
EUNIC's members have networks in over 150 countries with over 2,000 local branches. They focus on
cooperation in the fields of culture and the arts, intercultural dialogue, language teaching (each year over
two million people study European languages with EUNIC's members), educational and scientific
cooperation, youth and development. They employ 25,000 people and their combined turnover exceeds
€2.5 billion. Specialising in cultural relations, EUNIC members offer international expertise and have an
international reputation.
EUNIC member institute work at arm’s length from policy makers with key competence in language and
culture. They also ensure a high level of impact for collective EUNIC actions on behalf of the EC, thereby
aiding the Commission in its mission. Through its member institutions and their senior leadership, EUNIC
has direct access to the leading institutes and experts of the European cultural sector.
35
EUNIC Handbook – ANNEX VI
II - Light decentralised organisational structure.
EUNIC operates at two levels:
•
•
At the central level, EUNIC is administered by a President and two Vice-Presidents, elected for a
period of one year. The Heads of national cultural institutes meet twice yearly in General Assembly.
A Global Office in Brussels composed by the director, a network and communication officer and a
MENA programme coordinator, implements their policy and decisions.
In Member States and third countries, local networks called "clusters" bring together local
European cultural institutes who volunteer to take part. To date, 88 clusters have been formed.
The clusters organise a large number of events (conferences, festivals and debates), sometimes
with the support of the European delegations. Examples include projects such as European
Literature Night, European Languages Day as well as larger initiatives such as the EUNIC-China
dialogue and the regional project MENA. More than 150 cooperative events and projects were
organised in 2012.
EUNIC coordinates the network of clusters and supports their projects or fundraising efforts:
•
•
•
A support fund backed 12 projects carried out by clusters in 2012.
Regional meetings of clusters are organised every two years to provide an opportunity for regional
exchanges and pooling of resources.
On-going European fund-raising support through pooling of the support functions of cultural
institutes, monitoring of European financing and the introduction of training in drawing up
European funding application files.
III - Activities serving four major objectives
EUNIC's goals are to:
Reinforce networking of Europe's national cultural institutes and generate synergies and effective
partnerships within the network and with other professionals working in the field of culture.
Expand the role of culture in Europe.
EUNIC strives to expand the role of and the focus on culture in European Union and on the European
continent more generally. It seeks to strengthen the sense of belonging to a rich and diverse European
cultural community.
To this end EUNIC supports the on-going Poliglotti4.eu project and its Language Observatory.Promote
European culture and the values that underpin it.
EUNIC works to enhance the resonance and dissemination of European culture and the values that
underpin it, such as cultural diversity, intercultural dialogue and multilingualism.
The principles and values asserted within the 2005 UNESCO Convention on the protection and promotion of
the diversity of cultural expressions are shared by EUNIC members and must guide EU external action in the
36
EUNIC Handbook – ANNEX VI
cultural field.1
Strengthen cultural dialogue, exchanges and cooperation with third countries.
EUNIC believes in the importance of cooperation with third countries and of culture as a factor in
development. It constitutes a laboratory of ideas and experience to help define and implement a European
external cultural policy. In the 7 years since its founding, EUNIC has developed expertise and partnerships
driven by a global approach to cultural cooperation. It therefore engages in advocacy, notably via
representations to the European Commission and the European Parliament, for a greater focus on culture
in European external relations. Through its projects, EUNIC also creates synergies between culture and the
environment and culture and conflict.
EUNIC is:
• An active network implementing shared projects directly or through its members and clusters
• A learning network sharing ideas and practices between members and other stakeholders
• A partnering network developing partnerships with like-minded organisations
• An advocacy network raising awareness and effectiveness of building cultural relationships
between people worldwide
To find out more: www.eunic-online.eu
______________________________________________________________________________
EUNIC
27 Rue du Belvédère
1050 Brussels
www.eunic-online.eu
President: Delphine Borione, Director of Cultural and Language Policy at the French Ministry of Foreign and
European Affairs
First Vice-President: Charles-Etienne Lagasse, General Inspector for Wallonie-Bruxelles International
Second Vice-President: Annika Rembe, Director-General of the Swedish Institute
Director: Helena Kovarikova [email protected]
Network and Communication Officer: Kamila Gawronska [email protected]
EUNIC MENA Regional Programme Coordinator: Khadija El Bennaoui [email protected]
1
http://unesdoc.unesco.org/images/0014/001495/149502e.pdf
37
EUNIC Handbook – ANNEX VII
EUNIC Positioning Papers
EUNIC - Culture on a European level and worldwide – June 2013
Europe’s role in global culture has been a significant one. However, this role is mainly fulfilled by individual
EU member states, with whom the competence for culture lies. Whilst each of the EU member states is
pursuing strong cultural policies, the impact outside Europe, in terms of image, lies more with individual
countries than with Europe as a union.
Though economic performance and prosperity is of great importance to states, modern societies are not
defined solely through GDP/GNP. Identity, common heritage, political discourse and dialogue are all firmly
rooted in culture and cultural policy, particularly with contemporary arts as a laboratory of social
developments.
European cultural work is best divided into two spheres: inside, and outside Europe. Cultural work in
Europe is an integral part of the shaping of a European identity. Cultural work outside Europe is designed to
be part of the process towards a better understanding among civilizations and the shaping of a dialogue
between partners in an increasingly globalised world.
Through EUNIC’s work with civil societies, the network is able to achieve a greater reach than the
member states of the European Union alone.
The national cultural institutes forming EUNIC have already built up a strong position for themselves and
keep on strengthening it by focused cooperation through the EUNIC network. It is therefore useful to take a
closer look at the potential for cooperation between the European Institutions and EUNIC. On the basis of
recent evaluations and consultations with the EUNIC Global Office in Brussels and the EUNIC Clusters in the
field, this paper presents some observations and recommendations with regard to further developing
cooperation.
INSIDE EUROPE
Europe is rich in cultures and diversity. EUNIC has therefore an important role as a bridge builder between
European cultures. Fostering a European spirit in member states is moreover a critical task in a period of
increasing European scepticism.
In this perspective, EUNIC and the EU have a number of possibilities, being both based in Brussels, on a
European level and for purely inner-European cooperation. Upon request and through direct input from the
EU, the EUNIC Global Office can become active by distributing targeted information to the Clusters in the
field and arrange the gathering of relevant experts’ opinions on a particular theme.
With EUNIC as a partner, the EU can, also within Europe, make good use of the EUNIC network at its best.
The high amount of dedicated work from each of the individual EUNIC member institutes at arms’ length
from policy makers with key competence in language and culture will also provide the necessary impact of
any collective EUNIC action on behalf of the EU making implementation of its agenda all the easier. EUNIC
through its members, on Heads level, has direct access to or includes the leading institutes and experts of
the European cultural sector.
Likewise, there are straight channels open for a direct communication between EUNIC representatives and
the EU, among others through the EUNIC Presidency and the Global Office in Brussels.Within Europe,
38
EUNIC Handbook – ANNEX VII
EUNIC is the number one cultural actor and through direct access to the relevant national ministries,
implementation of common cultural programmes can be guaranteed with maximum efficiency.
OUTSIDE EUROPE
Through its European wide membership, EUNIC can coordinate national activities for development
cooperation activities in the field of culture. Such coordination can promote synergies and better planning
for partners in developing countries. EUNIC’s unique cluster activities in over 80 countries are a powerful
tool for such coordination.
With the Lisbon Treaty and the establishment of the European External Action Service, the issue of
European foreign policy is being raised in a new context. A united Europe is developing its own
supranational diplomacy, which, despite the fact that it is in principle not in charge of culture, wants to
develop its competence both in the traditional categories of external relations (politics, the economy, and
security) and in new areas of cultural diplomacy (media, communication, and culture). The paradigm shift
of international relations from ‘hard to soft to smart power‘ affects European foreign policy of having a
global representation of European values and ensuring a peaceful and free future for the global
community.
EUNIC can also support European prosperity, in particular, through its Creative Industries.
The development of EU foreign policy must address the role of European cultures in global dialogue in
areas such as human and civil rights, development cooperation, sustainable development, regenerating
nature’s resources, conflict prevention and resolution, cultural trade, equal opportunities, liveable cities
and inclusion.
The main fields of activity and areas of work of EU foreign policy very clearly show the relevance of culture
within the development of the EU’s external policy.
By pursuing its most important aims, EU diplomacy is oriented towards cultural actions precisely where the
“hard“ problems of global policy, security and development are.
The role of culture in the EU external relations has been emphasised in several declarations issued by the
EU institutions, which includes European Agenda for Culture 2007, EJCS Council Resolution from November
2008 and parliamentary report on ‘Cultural Dimension of EU External Actions 2011’.
EU needs a cultural orientation (and the corresponding resources) to be able to achieve its global political
goals in a globalised culture and society. The national institutes of culture and their European network
EUNIC are agents and leading organisations in this process.
EUNIC works on concepts and strategies for the development of a European cultural foreign policy and
makes its expertise and international network available to the EU (Commission, Parliament, EEAS). EUNIC
sees itself as the advocate of an arms-length approach to cultural relations and partnership-based cultural
dialogue for Europe in the world, and represents this position towards the institutions of the EU.
EUNIC clusters work closely with the EU delegations and embassies. They see themselves as the link
between cultural actors and civil society. EUNIC clusters can develop their own project ideas and obtain
European funding where possible. Our experts are on the ground and have acquired knowledge and
contacts over a period of many years of work. As consultants and advisers, they can help EU embassies to
convert the EU’s goals into concrete cultural cooperation measures.
39
EUNIC Handbook – ANNEX VII
EUNIC is the network of the European national institutes for culture. Formed in 2006, EUNIC is a
recognised leader in cultural cooperation. EUNIC has 32 members from 26 countries and over 80
clusters based in different locations around the globe.
EUNIC’s members work in over 150 countries with over 2,000 branches and thousands of local
partners. They work in the arts, language, youth, education, science, intercultural dialogue and
development sectors. The members employ over 25,000 staff and have a combined turnover of more
than €2.5bn.
EUNIC network is based on open cooperation and works in a bottom up NGO-style with a compact,
independent and flexible administration.
EUNIC’s mission is to promote European values and to contribute to cultural diversity inside and
outside of the EU through collaboration between European cultural institutes. EUNIC aim is to expand
the role of culture in Europe and to strengthen cultural dialogue, exchange and sustainable
cooperation worldwide.
EUNIC is the vital partner for international cultural affairs, because of its special expertise and worldspanning network. Serving as competence pool and think tank for European institutions EUNIC
complements EU initiatives and activities in the field of Culture.
EUNIC projects contribute to connecting culture with such key areas as development, ecology, conflict
prevention and conflict resolution. The projects also foster innovation and development of creative
economies.
Taken together, EUNIC is simultaneously a network of partners and expertise, an operational network
in charge of projects and an advocacy network.
40
EUNIC Handbook – ANNEX VIII
EUNIC Positioning Papers
EUNIC – Multilingualism – April 2013
I – Context:
The world is steadily becoming more interconnected and globalized. In order to cope with the
competition, Europe needs to provide development for its citizens.
In times of economic crisis, the importance of cultural activities and exchanges as well as multilingual
education and promotion of foreign language learning could be neglected. Therefore it is vital to
demonstrate the importance of multilingualism for a prosperous European future and to raise
awareness of the benefits of multilingualism, especially in Civil Society and in the everyday life of
European citizens. The advantages of multilingualism have to be a visible part of the European society
and concrete actions have to be developed on the basis of declarations of intent from Europeans
institutions2.
The latest European surveys on language skills and the knowledge of foreign languages in 2012, the
most recent ‘Eurobarometer on Language Skills’ and the ‘SurveyLang’ study, show that there is still a
lot to be achieved before we can reach, or even come close to the proclaimed “Barcelona Goal” of the
European Union, i.e. every European should speak two foreign languages in addition to his/her mother
tongue.
II – Statements on multilingualism and specific goals
Multilingualism should be an integral part of EU policies that favour the consolidation of a stronger
European citizenship and a European identity.
Multilingualism is an essential tool that allows people to achieve their full potential in both their
professional and private lives. If Europe is to become a knowledge-based economy and experience
growth, prosperity, jobs, etc. then Europe needs to invest in languages and the promotion of
multilingualism. Multilingualism creates benefits for the individual as well as for society: mobility of
labour, employability, greater cultural understanding, and personal development.3 More research
into the economic, social and human benefits of language learning should be encouraged by European
institutions.
The more languages we learn and the earlier we start learning them, the greater the results.
Learning a new language should not be solely seen as an academic exercise or as an end in itself, but
rather as an experience of sharing other people´s culture and world views.4 The aim should not
necessarily be a full command of the foreign language, but rather an ability to understand, in a
functional way, two or more languages.
Council Resolution of 21 November 2008 on a European strategy for multilingualism
http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=OJ:C:2008:320:0001:01:EN:HTML
European Commission – Language policy
http://ec.europa.eu/languages/languages-of-europe/index_en.htm
2
3
European Commission – COMMISSION STAFF WORKING DOCUMENT: Language competences for
employability, mobility and growth
4
European Commission – COMMISSION STAFF WORKING DOCUMENT: Rethinking Education: Investing in skills
for better socio-economic outcomes
41
EUNIC Handbook – ANNEX VIII
Authorities and policy-makers as well as the media are key actors in promoting multilingualism due
to their proximity to the citizens and their capacity to disseminate the information and to concretely
implement favourable initiatives and policies.
III - EUNIC’s position and actions
EUNIC’s aim is to become the leading authority and preferred partner in projects related to
multilingualism in all forms, both for EU institutions and the governments of member states. Thus it
would generate significant income through the organisation and implementation of successful projects
in this field.
EUNIC is the biggest network in the world in terms of international culture dialogue and cooperation. The 83 clusters are underpinned by the infrastructure, staff and know-how of 29 EUNIC
member institutions. The specialist language knowledge within member institutes provides EUNIC with
the ideal foundation to engage in broad-based multilingualism projects.
EUNIC has some of the prime language providers and organisers of exams in the world as members.
They represent the leading players in their respective languages (British Council, Institut français,
Alliance française, Instituto Cervantes, Goethe-Institut, Istituto Italiano di Cultura, Istituto Dante
Alighieri) with millions of language learners and high visibility. EUNIC is able to make use of this high
professional standing and expertise by pooling its resources and knowledge, and actively participating
in the European language policy dialogue.
EUNIC is a professional communicator of cultural initiatives and events of all kinds in foreign countries.
EUNIC responds to needs on the ground, develops innovative projects and implements them in all
formats.
42
EUNIC Handbook – ANNEX VIII
EUNIC is in a position to set up a series of initiatives in collaboration with the educational authorities in
the countries concerned. The aim is to raise awareness of the value of multilingualism, significantly
improving the mobility and job prospects of young people and students. EUNIC’s goal is to encourage
the educational authorities to invest in initiatives that promote multilingualism, such as the European
Day for Languages.
EUNIC can foster the access of middle school and high school students to a foreign language that is
not taught in the local school system, and could establish affordable fees within the EUNIC cluster.
EUNIC is in the process of establishing a common fund for projects to contribute to the publication
(translation and rights acquisition) and circulation of texts written in the other languages of the
European Union. Encouraging translation of fiction and non-fiction texts (literature, social and human
sciences) constitutes an important contribution to the cultural and linguistic diversity of our countries.
EUNIC’s multilingual group of experts provides a network that is able to participate in discussions,
events and conferences, thus positioning EUNIC strategically in the multilingual discourse.
EUNIC plays an important role in the Civil Society Platform on Multilingualism and maintains the
Poliglotti4.eu5 website. It gives EUNIC Global direct access to grassroots organisations and Civil
Society representatives in Europe and places EUNIC in a strategic position to influence EU language
policies and the international multilingualism discourse.
In order to influence the EU strategy on Multilingualism and find Europe-wide understanding on
language education, EUNIC has been a close partner and is currently seeking to be involved in
implementing the recommendations of the Language Rich Europe6, programme supported by the
European Commission.
5
6
http://poliglotti4.eu/php/index.php
http://www.language-rich.eu/home/welcome.html
43
EUNIC Handbook – ANNEX IX
EUNIC Organisational Chart
44
EUNIC Handbook – ANNEX X
EUNIC Standard Charter
EUNIC NATIONAL NETWORK
EUNIC CLUSTER IN ________________
Standard Charter
To strengthen cultural cooperation between national cultural institutes of EU member states, the heads
of cultural institutes, which signed this charter, established a EUNIC national network on
_______________ in _______________.
The EUNIC cluster in _______________operates within the umbrella network of EUNIC (European Union
National Institutes for Culture) and aims to create effective partnerships and networks between EU
National Institutes for Culture in order to improve and promote cultural diversity and understanding
between European societies and to strengthen international dialogue and cultural cooperation with
countries outside Europe. Clusters are accountable to the EUNIC Heads.
National networks of Cultural Institutes a (EUNIC cluster) can be established when in a city at least 3
(three) institutes of EUNIC member institutions decide to do so.
1.
Membership
Clusters have two categories of membership: full and associate.
Full members; All EUNIC members at Heads level have the right to join or nominate a representative to
cluster as full members.
The current members of EUNIC are listed on the EUNIC website at www.eunic-online.eu.
If a EUNIC member does not have a local office in the country then the appropriate headquarters may
nominate a representative as a full member.
Clusters can grant associate membership to representatives of the countries not represented at EUNIC
at Heads level. The institutes and embassies eligible for associate membership at cluster level are those
from EU, EFTA (Iceland, Lichtenstein, Norway and Switzerland) and official EU candidate countries
(Iceland, FYROM, Montenegro, Serbia and Turkey). Associate members may not vote nor hold the office.
Local cultural offices from other European countries may join EUNIC activities on a project basis.
The EUNIC national network will collaborate with local EU institutions whenever appropriate. The local
EC delegation should be invited to participate in projects and meetings.
45
EUNIC Handbook – ANNEX X
Institutes may terminate their membership of a cluster by written notice to the president of the
respective EUNIC cluster.
2.
Objectives
The EUNIC cluster will:

Develop common cultural projects and other adequate forms of collaboration in cultural project
activities (such as sharing of physical premises and data for cultural events).

Share good practices and expertise among cluster members on projects, cultural policies of the
guest country, organisational and administrative issues.

Discuss issues of common interest (including EU cultural policies and strategies).

Support the member state holding the EU-presidency through innovative partnerships that
demonstrate the value of cross-European collaboration and the diversity of European culture.

Act as a communication partner for local public and private institutions on European cultural
issues of common interest.

Support – if requested and appropriate – cultural project activities of EU member states which
do not have cultural institutes in the country.

Act as a facilitator to bid for EU-funded projects.

Ensure that EUNIC members who do not have representatives in the country are kept up to date
with future plans with the option of participating,

Maintain a regular flow of information on activities, membership, office holder changes and
plans with the EUNIC Global Office.
3.
Regulations
The EUNIC cluster shall have a set of administrative procedures for its organisation.
The cluster members meet on a regular basis (at least every 2 months). The cluster will maintain
minutes of action points.
For each shared project or event a written agreement will be signed between participating members
setting out roles and responsibilities, including any financial arrangements.
By majority voting the cluster will elect a president (spokesperson for the cluster) who will communicate
with the Board of Directors (normally through the EUNIC Global team).
46
EUNIC Handbook – ANNEX X
The cluster will be invited to send a representative to a biennial meeting of the EUNIC clusters. Normally
these are on a regional basis.
The label “EUNIC project” may be used for activities in which at least 3 member institutes participate.
The cluster will notify the EUNIC heads, through the EUNIC Global Office, of its existence and abide by
rulings from the EUNIC heads relating to all overall activities and branding regulations established by
EUNIC.
If a cluster considers it is essential for its work to have a legal personality, it must apply to the Heads and
be authorised to do so by the General Assembly. The request for approval should be submitted through
the EUNIC Global office.
Agreed and signed by
____________________
____________________
47
EUNIC Handbook – ANNEX XI
Cluster members activity profile
48
EUNIC Handbook – ANNEX XII
EUNIC Cluster Presidency Handover Checklist
Information to be handed over to EUNIC Global Office
Contact details of the new EUNIC cluster president to be sent to email address of EUNIC Global office
[email protected]
They should include: first name, surname, e-mail address, name of the institute and the telephone
number
Start date of the new cluster President
If the new EUNIC cluster president has not been elected yet it is necessary to indicate the person who
will be responsible for passing the details to EUNIC Global office once the selection is done. Send the
details of the person to EUNIC Global office address [email protected]
Documents and information to be handed over to the new EUNIC cluster president
Signed EUNIC Standard Charter
EUNIC Cluster Guidelines
EUNIC Website Update Form
EUNIC Cluster Information Update Form
Memorandum of Understanding if available
Meetings Minutes from the previous months, years
All files related to present and past projects, activities and events
All communications material including logos, leaflets, templates, etc.
Contact list with partners and other stakeholders
All other relevant documents and information
49
EUNIC Handbook – ANNEX XIII
Website updates
Website Updates For: www.eunic-online.eu
Title of the activity or
project
Place/ Venue
Date and Hour/ Timeframe
Venue
Address
Access (e.g. metro station) if applicable
DD Month YYYY, HH:MM – HH:MM
Contact and conditions for
registration
Please fill in if applicable (e-mail, phone, deadline for registration)
Supporters/ Partners
Please fill in also with links to their website if applicable
Guests
Please fill in if applicable
Links you want to include
Other links you would like to include
Link to video
Please fill in if applicable. Please mind the copyright
Brief presentation of the
event / activity / project
Please fill in 2 - 6 short paragraphs. Should the text be longer, please
send the description in attachment preferably in DOC format
At least one picture or logo
Please attach the pictures to the e-mail, preferably in JPEG / JPG
format
Please mind the copyright
Please attach to the e-mail. Preferable PDF or Word format if needed
for application forms.
Other document to be
available to download (e.g.
press release/ application
form/ agenda/ practical
information etc.)
50
EUNIC Handbook – ANNEX XIV
EUNIC Cluster details/information
CLUSTER DETAILS: Name of the cluster (Country, City)
Cluster president
Cluster president email
Cluster president institute
Cluster president telephone no
Cluster vice-president (if any)
Cluster vice-president email
Cluster vice-president institute
Cluster 2nd vice-president (if any)
Cluster 2nd vice-president email
Cluster 2nd vice-president institute
Members
Associate members (if any)
Partners (if any)
51
EUNIC Handbook – ANNEX XIV
Mission statement/narrative (if any)
Links to the websites of cluster members / associates / permanent guests:
52
EUNIC Handbook – ANNEX XV
EUNIC Cluster Development Framework
Level
Administration
Activity
1
Dormant
1. meet
infrequently
Virtually none
2
1. meet
quarterly with
minutes
2. simple
written
agreement for all
events between
participants
3. sends a
representative to
the regional
EUNIC meeting
4. circulates
EUNIC mail and
information
Regular meetings
Single annual event
or events such as
Initiating
3
Active
Comprehensive
handover of
EUNIC memory
from one year to
next as cluster
presidents
change.
No loss of
momentum as
personnel
change.
Takes part in the
“EUNIC hosting”
policy for nonrepresented
members
Branding and
Communications
none
Parallel arts
showcasing event
(e.g. jazz, film) and
open days
Need to be
chased for
information on
activity and
cluster
representative
and membership.
Sees EUNIC as an
additional add-on to
their own activity
Showcasing events
proposed and
organised by EUNIC
seeking venues as
service providers
Supply
information for
EUNIC website
and annual
reports
Events curated
around a theme
Share local press
and PR contacts
for EUNIC PR
Starts to build a
regular annual
programme repeating
event every year
Use EUNIC events
as PR
opportunities
(events, visits by
president)
Includes
seminars/conferences
on appropriate
Uses EUNIC
European issues
brand
information for
Participates in multiown purposes.
cluster activity
53
Reputation
Unknown
beyond the
individual
members
Unknown
beyond the
individual
members
European
Cooperation
Little or no
contact with
EC
delegation
EC
delegation
informed of
EUNIC
Does not
seem
themselves
as part of a
global
EUNIC
network
Organises
annual
events to
raise profile
(e.g. open
days;
annual
receptions)
EC
delegation
an observer
at meetings
and helps
with PR and
small
funding
Mainly
seen as
donors
Cluster
aware of EC
priorities in
country in
appropriate
sectors
Invites to
events as
participant
EUNIC seen
as only
shared
events not
Cluster in
close
contact, in
EU, with
Cultural
EUNIC Handbook – ANNEX XV
Possible subgroup for
teaching
centre/languages
managers
4
Stepping
Up,
Reaching
Out
teaching centres
offer discounted
places to comembers staff.
meet frequently
(10x yr); rotates
venue each
meeting
has
intern/dedicated
staff support cofunded locally
Teaching centres
managers share
quality standards
and teacher
training.
Is aware and
takes into active
account those
EUNIC members
who are not
represented on
the cluster but
who have an
operational
interest in the
country
(whether EC projects;
“general theme, local
delivery)
Actively seeks and
proposes cooperation
with other clusters
Looks beyond
following year for key
events (e.g. Capital of
Culture; anniversaries
etc)
More projects led in
partnership with local
organisations etc
Several annual
recurrent
programmes (eg 4th
“annual EUNIC
conference on
cultural diversity”
Has programme
of staff training
within members;
54
the totality
of what
members
do in a
country.
Own website
linked to EUNIC
site, regularly
updated
possible
partners
from
country
seek
Own emeetings
newsletter
with EUNIC
as a group
EUNIC
to develop
logo/membership events and
on several
projects
country websites Not as
and publicity
donors
material
Head of
Press, media
cluster
approach EUNIC
invited to
for news and
speak at
comments on
events as
cultural issues.
“European”
on behalf
of EUNIC
Contact
Point.
EC
delegation
active
support
Cluster, with
other
cluster, bids
for EC
project
funding led
by one
member as
contracting
agent.
EUNIC Handbook – ANNEX XV
5
Has rolling and
public strategy
Leadership which is guide
in
for activity and
partnership constantly
refreshed
Has open
evaluation of
events and
projects and
explicit learning
points: can be
positively self
critical
Members share their
own plans before
planning their own
and EUNIC activity in
order to maximise
cooperation and
mainstream EUNIC
into their operations.
Actively seeks to
participate in EUNIC
major projects (e.g.
Culture Futures)
Has selection of
multi-year projects to
complement one-off
events
Teaching centres comarket and co-bid for
projects
55
Website covers
activities of
members, of EU
programmes and
EU funded
activities as well
as cluster.
Most members
have “member of
the EUNIC
network” logo on
own publicity
material (e.g.
programme
booklets,
business cards)
Teaching
centres
marketing
as “official
and
quality”
Cluster
sought as a
cluster for
policy
advice over
an above
individual
members
EC
delegation
seeks advice
from EUNIC
on policy
issues via
cluster to
heads
Host country
ministries
and major
institutions
acknowledge
EUNIC and
issue invites
Recognition in EUNIC
in official
name, seek
arts and
advice etc
govt circles
of EUNIC as
a European
network
alongside
individual
members
reputation.
EUNIC Handbook – ANNEX XVI
EUNIC role model project – European Literature Night
Literature is a unique creative tool reflecting a significant dialogue between single voices and cultures. It
offers a platform for cultural exchange and helps to break down communication barriers.
The project aims to contribute to the intercultural and multilingual dialogue by offering the platform to
European countries to present their contemporary writing in translation. A series of public readings
performed by famous personalities are taking place during a single evening at attractive venues of a
respective city/quarter. The project offers an exceptional shared reading experience enhanced by the
combination of an interesting text, unique performance and a remarkable venue.
For reference see: www.literaturenight.eu
Project ambition:
 to encourage in a unique and creative way interest in contemporary literature
 to support multiligualism, literary translation, minor literatures
 to strenghten cooperation among the EU/EUNIC members and other cultural organisations – panEuropean potential
 to establish active involvement of urban environment in organising a high-quality literary event
Project Description:





presentation of contemporary European writing in new translations into local language
“tripple attractivity” – combining contemporary texts, attractive venues, high-quality performers (pilot
version – one venue with multiple voices, creative version – number of ‘attractive venues not normally
opened to public)
one evening – 10-15 min extracts from the works of European authors are read at attractive venues
within walking distance
supporting programme – e.g. book selling, meeting writers in debates
co-operation with EUNIC, city district, bookshops, publishing houses etc.
Project Activities: (incl. timeline)
 call for participation – (incl. a proposal of eligible costs)
 expression of interest – EUNIC institutes+creation of working group (WG)
 nominations of texts by EUNIC institutes (nomination criteria)
 confirmation of eligible costs + financial contributions + sponsoring selection of venues, performers –
EUNIC members + WG
 proposal of visual style + promo campaign – WG
56
EUNIC Handbook – ANNEX XVI
 accompanying events – EUNIC institutes Project Involvement Criteria:
 consent to the agreed format
 selection of contemporary text in translation in cooperation with respective publishing house, clearing
of the copyright for original and translation
 assistance in the event (search for place, suitable person, logistic support on the day)
 agreed financial contribution – flat rate / per institute Eligible Costs:

venues, performers, text editing, web site design & editing, promo materials (leaflet, poster,
advertisement etc.), promo-campaign
Resources:
 partners: EUNIC, EU delegations, cultural organisations – finance, in-kind
 potential sponsors: bookshops, publishing houses, city councils Target audiences:
 general public (support of wider readership), professionals: translators, publishers, distributors and
academic institutions
Key communication message:
 EUNIC corporate – support of multilingualism, mobility of works and artists, intercultural dialogue,
engagement of new audiences, multiplication effect of the LN format enables simultaneous events
across European capitals and major cities with its potential to reach beyond Europe
 EUNIC local...e.g. support of translation hub and translation grants, building and encouraging links and
relationships between EUNIC and other major cultural local players, develop further the touring aspect
of LN, educational aspect.
Contact
Ramiro Villapadierna, Cervantes Institute in Prague: [email protected]
57
EUNIC Handbook – ANNEX XVI
EUNIC role model project – TRANSPOESIE
The project
The project "Transpoesie" focuses on the European Day of Languages and themes that include:
languages, translation, and multilingualism. The cluster of Brussels, inspired by the successful editions
of Poems on the Underground in London and Wiersze w Metrze in Warsaw, chose to highlight
European poetry. Each year, the theme is the one chosen by the European institutions (in 2012:
Intergenerational Solidarity, in 2013: active citizenship).
From September, 26 to November, 26 2012, in Brussels, 24 European poets showed off their work in
their original language with their translation into French and Dutch.
Goal
 Celebrating cultural diversity and multilingualism in Europe highlighting the works of poets from all
over Europe.
 Promoting the work of translation.
 Bringing together European stakeholders around a high European symbolic (unifying a cluster,
which permit the cluster to welcome new members)
 Inviting citizens to discover Europe through languages and poetry.
Activities
 Displaying poems in public transport, the goal is to reach a large number of people; it increases the
attention of the public to the poetry and to cultures and languages.
 Need to establish a partnership with the public transport company of the city. The partnership
may include the provision of free space display. The company must understand his interest in this
project in terms of image and communication.
 Possibility to use different spaces (4x3, stickers ...). STIB, key partner in Brussels, provides the
exhibition gallery of the metro station 'Botanique' for two months. This space is the central
location of the project (exhibition and events related). The poems are also exposed in subway
trains (150 posters in 2011 and 250 stickers in 2012).
 Literary events, allowing participating countries to invite their poets during the project.
 The poets meet each other, and the public may listen to poets from all over Europe.
 Interesting in terms of communication: Journalists are invited to discover the poems and those
who wrote them.
 Interesting project for the poets who can meet their European colleagues.
 Interesting for EUNIC network also, which can see his project in every country via the national
media in Europe.
 Performance: flash mob in 2011, evening "Live Poetry" in 2012 (with slammers)
Target
Large audience (three million travelers in Brussels weekly)
Calendar
Launch for the European Day of Languages on 26 September. Duration of exposure = recommended
minimum 1 month.
58
EUNIC Handbook – ANNEX XVI
Promotion and communication
 Website interactive (www.transpoesie.eu) Facebook account.
 10,000 flyers distributed in the city with the STIB and all partners
 Communication through different websites, social networks, newsletters and brochures of all
partners
 Press conference and contact with the local and international press (TV + media), radio.
Partners
STIB (public transport company)
International House of Literature PASSA PORTA
Loterie Nationale (sponsor)
Budget
Printing
The most expensive item. Participating institutes must offer the poems
in their original language and provide the translations.
Launch Party + activity
Each participating institute takes in charge the cost for inviting their poet.
Website
Important initial investment but cheap maintenance (200€ per year)
Flyers (10 000 copies)
Design poster and promotional material
TOTAL
Btwn 6000 and 10000 €
1000€
2000€
600/1000€
1000€
Btwn 10600€ and
15000€
Opportunities for clusters
 Module easy to implement, modelled on European issues and focused on the European Day of
Languages.
 High visibility that facilitates the development of partnership (notably sponsors)
 Unifying project for a cluster (the rule in Brussels is to welcome all the countries participating in
the EC Culture Program). It allows showing the interest for a European institutes to join a cluster.
The project accommodates new states, candidate and neighbour countries.
 The principle in Brussels is that the country coordinating the project changes every year, as well as
the country of the graphics designer. (In 2011: coordination by British Council and Belgian graphic
designer, in 2012: coordination by Alliance française and polish graphic designer) = involvement of
all members of the cluster.
Contact
Beata Podgorska, Polish Institute - Cultural Service of the Embassy of the Republic of Poland in
Brussels: [email protected]
59
EUNIC Handbook – ANNEX XVI
EUNIC role model project – SURSUM LINGUAE
Project
As a part of multilingualism promotion supported by the European Commission, the Instituto Cervantes
presents a proposal to EUNIC Brussels. The aim is to obtain the support of the largest possible number
of members to promote multilingualism and the action of European cultural institutes working in this
field in Brussels.
Duration
th
Taking advantage of the proposition of the EU, the project would begin with the 5 May action in the
th
th
European Parliament and end the 13 or 20 of September with a day proposing training and debate in
the Instituto Cervantes.
Objectives
 To be provided with objective and quantitative information about the whole bulk of EUNIC
Brussels cultural institutes to establish/to implement more effective procedures/tools to work
together and particularly in the linguistic action.
 To raise awareness of the European institutions about the “added value” offered by cultural
institutes in the learning of languages in comparison with private schools.
 To give a strong and more coordinate image of the linguistic action of cultural institutes in
Brussels to the public of Brussels.
 To enhance teacher’s knowledge of the European institutions and of cultural institutes in
Brussels.
Actions
 A. Creation, implementation, establishment and presentation of a comparative study of
Brussels’ cultural centers with the aim of deepening our knowledge of our different centers
and analyze information, procedures and tools more efficient to work together in a more
coordinate and easier way, especially in the linguistic field. The first conclusions would be
th
th
presented on the occasion of the training and colloquium day, on 13 or 20 of September
2013.
th
th
 B. Organization of a colloquium (on 13 or 20 of September 2013) about the challenges and
opportunities that on line learning presents. Specialists from cultural centers and working in
that field would be invited to participate in this event as well as responsible members from the
European Commission's Directorate-General Human Resources and Security and from the
Directorate‑ General Education and Culture to discuss about the limits and the opportunities
of this type of learning.
 C. Actions concentrated on the continued promotion of our centers and particularly of our
linguistic activities.
C1. A EUNIC advertisement space in every center which ensures EUNIC a monthly
updating with novelties:
C2. Work in collaboration of the different multimedia libraries and libraries of the
institutes to create a EUNIC space which would provide bibliographical references (in
different languages) on the actions of the European cultural institutes and the actions
of European Institutions.
C3. Work to put forward the possibilities to show more clearly our EUNIC membership
on our websites and to provide links to our partners’ websites.
C4. Creation of a common newsletter model to promote our courses together;
C5. Creation of an itinerary between the interested cultural centers which would
describe the buildings, the services proposed and the mission of each center, and
propose it to schools, high schools or Brussels visitors.
th
C6. Organization of a EUNIC stand the 5 of May at the European Parliament
 D. Organization of a training day for the teachers of our different centers.
60
EUNIC Handbook – ANNEX XVI
Target
 Action A: Members of EUNIC Brussels and collaboration with Bureau EUNIC Heads to see the
possibilities to implement results in other clusters.
 Action B: languages teaching professionals who work in the European Commission
environment or in languages centers in Brussels.
 Action C: C1, C2, C3 and C4: public in our centers and reading our resources;
 C5: young studying public, adult public interested in languages learning, groups of people visiting
Brussels;
 C6: general public
 Action D: languages teachers in our centers (and maybe of other schools in Belgium).
Calendar
th
th
13 or 20 of September 2013: Teaching in a European environment and the challenges of on-line
learning.
Timetable: 10 a.m. – 5 p.m. (approx. 6 hours)
Place: Instituto Cervantes
Conditions: free registration for all the teachers collaborating in our centers; Cervantes accredited by
Cervantes;
Promotion and communication
Members’ supplies
The Instituto Cervantes, being responsible of the proposal, will engage its staff in the fulfillment of this
project.
Other members shall be asked to participate in a work reunion and to bring documentation and
equipment. A small economic contribution shall also be asked.
Indicators
A: achievement of a study in time; number of centers, which participate in the project; means to
coordinate this activity with the Bureau EUNIC Heads.
B and D: number of participants
Budget
Approximately 3.050 €
Action 1: The IC would be in charge of the main work, that is to say, the internal study, but asks for the
participation of all the institutes, which are interested in this project to form a group of work. The IC also
asks to the other institutes to provide necessary information.
Action 2: The IC would organize the colloquium. Colloquium participants’ diverted spending, if any, would
be assumed by each institute.
Action 3:
C1: approx 500 €
C2: approx 500 €
C3: without direct cost
C4: creation approx 150 €
C5: creation/edition 300 € / documentation: each institute + coordinator: 500 €= 800 €
C6: transports (150 €) + equipment + booklet (300 €) + competition + spending stand (?) = 450 €
Action 4:
Fees: 150 € x 3 intervening parties: 450 € + 200 € (coffee break) = 650 €
TOTAL DIRECT APPROXIMATE COSTS TO PART BETWEEN THE INTERENING PARTIES: C1 (500€) + C2
(approx 500 €) + C4 (150 €) + C5 (800 €) + C5 (450 €) = 3.050 €
Contact
Soledad Garcia, Instituto Cervantes in Brussels: [email protected]
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EUNIC Handbook – ANNEX XVI
EUNIC role model project – EUNIC WEEK in Vienna
Project
EUNIC member institutions are cooperating in many clusters very successfully. An
intensive and more concentrated series of events like the EUNIC Week offers the EUNIC
Cluster a suitable framework to demonstrate this strong cooperation. The festival
character enables the cluster to reach a bigger audience and the media in order to win
more visibility and to communicate the added values of EUNIC.
Building on the success of the 1st EUNIC Week in Vienna entitled „Pointing the Way” in
October 2012, EUNIC Austria would like to establish an annual tradition. The EUNIC
Week is a mixture of one or two big highlight projects/events (designed and organized on
a fully common basis) and several individual programmes of the cluster members.
Through the EUNIC Week the Vienna Cluster would also like to show that the community
of European cultural institutes is a part of Vienna’s diverse cultural life and a strong
cooperation partner for European as well as international cultural affairs.
Goal




to establish a well-known event label which is clearly connected to EUNIC Austria
(annual festival character)
to establish a project framework for the Vienna cluster that leads the members to
more calculable and professionally designable cooperations
to draw the attention of institutions, media, and the public more to the successful
cooperation and the various cultural activities of EUNIC Austria
to act as a big player of cultural dialogue, multiculturalism and successful European
collaboration
Objectives






to promote the idea of European integration (through culture)
to highlight the added values of EUNIC
to present the EUNIC cluster as a big multilateral global player in the field of culture
(and cultural relations)
to stimulate cluster action in a larger format (target groups can be identified on 3
different levels: institutions, media and a wider Viennese audience)
to reach high impact on the target groups leading to high visibility
to strenghten cooperation with official partners (Representation of EC, City of Vienna,
Austrian Foreign Ministry, Austrian Cultural Ministry) and cultural institutions
Timeline (preliminary)

October 2012: after the positive response to the 1st EUNIC Week, EUNIC Austria
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EUNIC Handbook – ANNEX XVI





decides to organize the 2nd EUNIC Week in 2013
November 2012: confirmation of the 1st draft of the project (content and
approximate budget)
December 2012-June 2013: preparatory period for the highlight events, collecting
individual events (so called labelized programmes of the members)
June-September 2013: preparation of advertising materials, website information and
media communication
30 September – 6 October 2013: 2nd EUNIC Week in Vienna
October-November 2013: evaluation and report
Project activities (preliminary)





30 September: Opening Day of the 2nd EUNIC Week in Vienna
1 October: 1st highlight event of the week: The Day of Coffee – tandem readings in
several coffee houses of Vienna, most probably on the general topic “Music in/and
literature” (in 2012 18 countries and 9 cafés were involved, with the night being the
biggest success of the EUNIC Week). This programme was partly modelled on the
EUNIC event “Literature Night”.
During the week: the 2nd highlight project of the week: European places in Vienna
(The main idea is to make aware the public of locations (venues, sights) in the city
that have/had a connection to our countries but have so far either not been given
their due, or which have been ignored or been forgotten. It can be something hidden,
or something that everyone is passing by a thousand times without being aware that
there is an interesting story behind it. Or maybe even something non-existing any
more at this place. Walking routes, a map with the destinations or even an app for
smartphones and tablets are further potential elements of the project).
During the entire week: numerous individual events (exhibitions, readings, etc.) of the
member institutions collected and arranged into a big series of events, the so called
“labelized programmes”; anothe possibility would be further cooperation with Vienna
Design Week – taking place during the week.
5 October: running exhibitions of cluster member institutions join the ORF Long Night
of Museums in Vienna
Budget
Eligible costs
 venues, performers, translation, promo materials (leaflet with general introduction of
EUNIC and the programme of the Week, posters, advertisements, as for the project
“European places”: website and other web based applications), other promo campaign
Resources
 EUNIC Austria members: own performances/contribution, promo rates and in-kind (e.g.
reception)
 Official cooperation partners (Representation of EC in Austria, City of Vienna, Foreign
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Ministry, Cultural Ministry): contribution to the programme with participants, venue or
promotion, also in-kind contribution
Partners
•
•
official cooperation partners (Representation of EC in Austria, City of Vienna, Austrian
Foreign Ministry, Austrian Cultural Ministry)
professional institutions: Fachverband der Wiener Kaffeehäuser [Vienna Coffee Houses
Association / Chamber of Commerce Vienna], several coffee houses, cultural institutions
and venues, but also the ORF Lange Nacht der Museen [Vienna Museum Night] and
Vienna Design Week
Project involvement criteria
• - consent to the agreed format and content
• - for cluster members: participation in one or more programme items
• - consent to financial contribution (the principle is that every member finances its own
contribution of content , such as travel expenses, accommodation etc., while the costs of
common promo activities should be shared)
Working group
• - project leader is the current representative of EUNIC Austria (in 2013: the director of
Institut Français in Vienna), supported by the two vice-representatives
• - the representatives’ trio and some more member institution leaders may build a
EUNIC Week Steering Group (like in 2012) to to speed up matters/preparations)
• - there will be division of work on voluntary basis among the members like in 2012 (e.g.
negotiations with certain partners, collecting individual programmes, contact and
cooperation with a graphic designer etc.)
Project leader (recipient of the grant)
• - project leader and coordinator is the current representative of EUNIC Austria (in 2013:
the director of Institut Français in Vienna)
• - recipient of the grant is the project leader’s institution (in 2013: Institut Français in
Vienna)
Contact
Dr. Márton Méhes, Collegium Hungaricum Vienna: [email protected]
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EUNIC role model project – EUNIC FELLOWSHIP CROATIA
Project
With a view to identifying emerging Croatian cultural leaders from both the public and private sectors
and engaging them with cultural institutions in the EU in a way which will create a lasting impact, the
EUNIC Cluster, Croatia in cooperation with the Croatian Ministry of Culture has decided to create a
EUNIC Cultural Fellowship.
Goal
The aim of the fellowship, granted to an emerging cultural leader from Croatia, is to support a shortterm attachment (maximum duration one month) to a relevant cultural institution in an EU member
state. The attachment should be designed so as to produce a continuing productive relationship with
the host institution.
Project proposals
 Should be from an emerging Croatian cultural leader from the private or public sector, likely to
be up to around 35 years old and involved in management/leadership of cultural
activity/institution in Croatia (please include a one page CV).
 Should involve a new link/relationship – not an established link
 Should involve an attachment to the linking institution for a period between two weeks and
one month, to be completed by no later than the end of December 2013
 Needs to have the written support of the linking institution in a EU Member State,
demonstrating that this institution is willing to accept the attachment and to make available
the staff time and other resources necessary for the attachment to be effective.
 Needs to demonstrate how the attachment will lead to lasting outcomes such as a continuing
productive relationship
 Needs to include a financial plan with a EUNIC contribution of up to Euro 2000 Euro.
 Will be strengthened if it can demonstrate that funding for it will also be provided from
another source(s), for example the receiving institution, either in cash or in kind, though this
will not be a requirement.
Activities
 2012: Number of Applicants: 9. Countries of hosting institutions: Germany, France, Austria,
Portugal
 2013: Number of Applicants: 14. Countries of hosting institutions: Austria, Germany, UK,
Belgium, Netherland, France
Laureats 2012:
 Marija Tudor, marketing manager at the Split Municipal Theatre, who will do an internship at
the Grips Theater in Berlin

Leila Topic, curator at the Museum of Contemporary Art in Zagreb, who will be a trainee at the
Paris-based association Platform (Coordination des Fonds Régionaux d’Art Contemporain).
Laureats 2013:
 Vanja Zanko, chief curator in Lauba (private Art House), who will do an internship of two
weeks at Camera Austria in Graz
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
Ivana Katic, working as a program coordinator in Drugo More who will stay with Kabosh
theatre company in Belfast for one month

Gaella Gottwald, director of the Croatian Association of Artists HDLU, who will spend two
weeks internship at the Roundhouse London UK.
Target
Identify emerging Croatian cultural leaders from both the public and private sectors and engage them
with cultural institutions in the EU in a way that will create a lasting impact.
Calendar
December - January: Meeting with the Cluster - Definition of requirements for the Call for Proposals.
February – End of March: Diffusion of the Call (Websites of all cultural institutes, Ministry of Culture,
Eunic, facebook + Medias)
April – May: EUNIC meeting - First evaluation of the applications – Votes from all participants to select
6 of them for oral interviews. Oral Interviews - Votes – Final Selection
June: Award Ceremony at the Ministry of Culture
June – November: Fellowships
November-December: Evaluation
Promotion and communication
 Websites and Facebook of Cultural Institutes, EUNIC
 Mailing to journalists
 Website “Culturenet.hr” – Cultural Portal of Ministry of Culture in Croatia
 Ceremony organized by Ministry of Culture with the Minister of Culture. Invitation of
journalists by the Ministry.
http://www.latitudefrance.org/Bourses-culturelles-du-cluster-EUNIC-Croatie.html
Budget
• 5000 Euros (Participation of 5 members)
• Participation of Ministry of Culture – Flight Tickets
Opportunities for clusters
Contact: Ina Pouant, cluster president, [email protected]
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Introduction to Working with the European Union – Funding Methods
Grants are awarded as donations to third parties that are engaged in external aid activities. Contracts are launched
when the Contracting Authority wants to purchase a service, goods or work in exchange for remuneration.
There are two types of EU funding methods; grants and contracts.
 Grants
Grants are direct financial contributions from the EU budget or from the European Development Fund. They are
awarded as donations to third parties that are engaged in external aid activities. The Contracting Authority awards
grants that are used to implement projects or activities that relate to the EU’s external aid programmes.
Grants fall into two categories:
 Grants for actions: aim to achieve an objective that forms part of an external aid programme.
 Operating grants: finance the operating expenditure of an EU body that is pursuing an aim of general
European interest or an objective that forms part of an EU policy.
Grants are based on the reimbursement of the eligible costs, in other words, costs effectively incurred by the
beneficiaries that are deemed necessary for carrying out the activities in question. The results of the action remain
the property of the beneficiaries.
Grants are subject to a written agreement signed by the two parties and, as a general rule, require co-financing by
the grant beneficiary. Since grants cover a very diverse range of fields, the specific conditions that need to be fulfilled
may vary from one area of activity to another.
 Contracts
Procurement procedures are launched when the Contracting Authority wants to purchase a service, goods or work in
exchange for remuneration. A procurement procedure leads to the conclusion of a public contract.
The difference between a public contract and a grant is clear:
 in the case of a contract, the Contracting Authority receives the product or service it needs in return for
payment.
 in the case of a grant, it makes a contribution either to a project carried out by an external organisation
or directly to that organisation because its activities contribute to EU policy aims.
Procurement procedures are governed by specific rules which vary depending on the nature of the contract (service,
supplies, work) and the threshold.
Both grants and contracts can be subdivided into three different varieties:
 Grants

1.
Global Thematic Programmes
2.
Bilateral Calls for Grants
3.
Indirect Centralised Management *(for more details see end of paper)
Contracts

Technical Assistance

Framework Contracts
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
Works and Supplies
What are the differences between a grant contract and a service contract?
 Grant Contract


Applicant designs the project

Beneficiary is the project owner

Beneficiary pays some project costs (between 5% and 50%)

7% indirect costs are eligible

No management fee allowed

Is administered through call for proposals
Service Contract

European Commission designs the project Terms of Reference

European Commission owns the project

European Commission pays for all the costs

Management fees are eligible

Is administered through call for tenders
EuropeAid (European Commission Development and Co-operation) implements programmes and projects around
the world, wherever assistance is needed. Support is tailored to fit the region or country being helped. Programmes
with a global reach allow the EU to provide similar support to countries facing similar problems.
EuropeAid divides its work into six regions;
 Africa, Caribbean and Pacific

Asia and Central Asia

Latin America

Gulf region

EU neighbourhood and Russia

Overseas Territories (worldwide programmes)
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*DELEGATION AGREEMENT
Management of funds entrusted by the European Commission to delegated body from Member States (or other
third donor country) under the indirect centralised management mode.
TRANSFER AGREEMENT
Management of funds entrusted to the European Commission by EU Member States, International Organisations and
other public donors.
In both cases, the expression "Delegated cooperation" is used.For a transfer agreement, the main “constraint” is to
anticipate, because the amount has to be taken into account in the Commission financing decision (and in the
relevant Action fiche)
For a delegation agreement, there are also several prerequisites (in addition to being mentioned in the relevant
Action fiche)
Delegation Agreement (DA)
DA average amount: 5.2 M€
Average % of EC contribution: 44.1%
Transfer Agreement (TA)
TA average amount: 4.4 M€
Average % of EC contribution: 11%
Management fees
DA: Average amount of fees paid to the donor by the Commission is of maximum 7%;
Most of the agencies apply this rate
TA: Average amount of fees paid to the Commission is of maximum 4% of the donor's contribution;
In the case of budget support programmes, a smaller rate (1.5% to 2%) is used.
State – Body
AT – ADA
BE – CTB/BTC
DE- GIZ and KfW
DK – DANIDA
FR – AFD
LU – LUX-Dev
NL – MoFA and SONA
PT – IPAD
UK - DFI
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EUNIC Standard Project/Programme Proposal Form (Draft B W-G, 3. ESA)
1. Summary
Title
Project summary in 3 sentences incl.
Vision - Key quality
artistic/cultural/language idea
Cultural field/work area
Outcome for EUNIC & institutes – vision
Lead institute/cluster
Participating institutes &
clusters
Participating regions
Consulted with whom?
Timescale
Project manager
Working Group/Project Team
2. Rationale Why are you doing the
Comments:
project? How is it aligned with EUNIC aims
 high quality cultural and/or artistic work/activity
& strategies?
Purpose:
Work areas:
 language (& multilingualism)
 Cultural cooperation
 Intercultural dialogue
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 Culture, ecology & environment
Focus regions:
 BRICS: Which?
 Neighbourhood (Med Sea, S.E: Europe)
Criteria:
 multi-cluster & multi-country
Internal EUNIC development:
 Discuss issues of common interest
 Share best practice
 Collaborating on joint projects to promote a better
understanding of European culture in its diversity, both in
Europe and outside Europe
 Act as a partner of the EC in defining and implementing
European cultural policy
 Undertaking joint research of value to EC and others (eg
Council of Europe)
Target audiences & estimated number?
Objectives
1. 1.
---
2. 2.
---
3. 3.
---
4. 4.
–
5. 5.
--
Format and Activities
Stage 1:
Stage 2
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Stage 3
Follow-ups Potential or plans


Sustainable impacts
3. Project Partners
External Project Partners in project
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Commercial & funding partners
Other revenue from outputs
4. Setting, monitoring, evaluating
Critical success factors/indicators (CSIs)
for chosen outcomes
CSIs to measure if positive difference to
target audience
CSIs to measure project outputs
(products, processes, services)
Form of evaluation
Persons conducting evaluation
5.Communication & messaging:
Messages & media used to key
stakeholders
> internal
> external
6. Resources
Staff (number, % & time) from which
institute/partner?
Est. Project costs (excl. Staff) + target
income
Project challenges
+ risks
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Project Evaluation
Brief outline of the project
Should include the following information: date(s), what happened, where – where appropriate attach any project
promotional material and/or programme for an event. Also very important to include information on the aim(s)
of the project – i.e. why did we want to do this project? What did we want to achieve/change?
Partners
i.e. which EUNIC members participated, which external partners (and what was their input – eg venue, money,
time etc)
Financial report
i.e. total cost in cash; value of non financial contributions such as time, premises, catering etc; income received
(if appropriate). For each of these say who provided this and how much (eg EUNIC members / other partners)
Quantitative results – people




how many people attended the event(s); names of any VIPs who were actively involved (and state what
form that involvement took – eg attended, spoke, gave their auspices etc
how many people took part in the project but did not attend any events – eg entered a competition, sent
comments via a website discussion
(if appropriate) how many people visited the project website
Quantitative results – media
i.e. – summarise the media coverage, eg – full page section in MF DNES, 5 minute feature on CT4 including
interview with Dan Dhuta,
Qualitative results



any quotations or feedback from VIPs and partners about the quality of the project
one or two quotations from participants
summary of any feedback questionnaires from partners and/or participants (this should focus on things
like quality of the event, the benefits participants gained from taking part, awareness of and appreciation
for EUNIC). Note, it is important that these also reflect the original aim of the project.
Longer term impact
i.e any changes taking place as a result of this project (changes could be a policy change or new initiative at city
or national level; an event or activity is taken up by a partner and becomes regular/annual; partners and
participants who first met each other through this project stay in touch and continue to co-operate. As for 6
above, these should reflect the original project aim(s)Note that if it is too early to assess this, you can a) make a
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comment on any short term results which indicate possible long term impact and/or b) say what you plan to do
to revisit this report in the future and evaluate any longer term impact
Your own (honest) evaluation
i.e. were you happy with this project overall? What worked well? What didn’t work so well? If you could do the
project again what would you do differently? What are the learning points which we can apply to other projects
in the future?
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EUNIC Social Media Policy
This policy document is intended to provide clusters with practical guidelines that can be
applied to ensure that communications through social media will make a positive contribution
to EUNIC’s work and reputation.
To date cluster engagement on social media:
Facebook
London, Brussels, Washington DC, Senegal, Almaty Kazakhstan, Berlin, Turkey,
Vancouver Canada, Philippines and Latvia
Twitter
London, Brussels
EUNIC Social Media Objectives:
It is highly recommended for EUNIC cluster to establish presence on social media. Through
social media we can easily reach our publics and inform about EUNIC work, values, goals and
objectives and promote EUNIC events and activities to the wider public. Presence on social
media can contribute to a better visibility for the cluster and a stronger position on the cultural
scene of the host country.
On social media, EUNIC can promote common EUNIC activities that show European added value
but also culture of member institutes, language classes and exams, cultural projects,
scholarships and study programmes. This should result in increased participation in the events,
programmes, projects and other activities organised by EUNIC and member institutes of the
cluster.
We should however refrain from speaking only about EUNIC and EUNIC events, projects,
training, new members or publications, but also update on other issues relevant to the field we
work in such as news and initiatives from the cultural affairs world.
EUNIC online social media profiles could become a main communications and engagement tool
if valuable updates are produced on daily basis. It is an opportunity to receive feedback,
exchange information with our audiences, establish a long-term relationship with those
connected and create a positive image of EUNIC.
Facebook and Twitter are essential medium of networking and could become a tool for creating
EUNIC interactive online community that would feature members’ initiatives from the global
network and engage not only EUNIC members and clusters but also general public interested in
culture, students, academics, researchers and professionals.
Benefits




Cost effective communications tool
Connecting with the target audience
Reaching to younger audience
Increased awareness of the organization thanks to increased exposure
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






Increased traffic to the website
Ability to monitor conversations about the organization
Better understanding of the perception of EUNIC
Increase in interest in the events and activities organized by EUNIC
Help with familiarization of EUNIC goals and objectives
Power to spread information quickly by encouraging followers and friends on social
media channels to share information
Ability to present a complete offer of the cluster including the events and activities
organized by each member institute of the cluster
Challenges






Issue of responsibility for the account. There should be a designated person for the
maintenance and she or he should be supported by other staff and cluster members
Organised submission of the updates form member institutes of the cluster
Question of proportions and space for each member institute of the cluster
Sustainability of the account – question of long term responsibility
Holidays and closing periods – social media users expect fast replies
Strong, continuous engagement of each cluster. Since the work for the cluster is on a
volunteer basis, it is difficult to motivate the members to take up long term
responsibilities
Strategies
















Ask questions to spark conversations and activity on your page
Got an email newsletter? Promote your Facebook / Twitter page there
Ask your likers on Facebook to ‘Suggest to Friends’ on a monthly basis / Ask your
followers on twitter to recommend you #FollowFriday (#FF) or Retweet
Get your organization staff, cluster members, interns and volunteers involved in the
maintenance of the account
Advertise events on Facebook / Twitter
Use Facebook analysis tool to track of the activity on the page
Update the page / tweet on daily basis to keep the page fresh
Be active and responsive
Invite Facebook Friends to the page
Leverage your email contacts
Include Facebook / Twitter page URL in the email signature
Use a eye catching button to your Facebook / Twitter page on your website. Download
the ‘Find us on Facebook’ / ‘Find us on Twitter’ badges to link to your Facebook /
Twitter page
Share content from Facebook pages of member institutes of the clusters, partners and
other like-minded organisations
Follow and share events from your partners/followers. Social media is a give-and-take
game
Post information attractive to all segments of your audience
Include in the ‘About’ section on Facebook and ‘Profile’ section on Twitter contact
information, website address and mission statement
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







Follow / Like all your local members of the cluster and other EUNIC clusters on Twitter /
Facebook
Post pictures and images as they increase visibility and attract attention
Tweet during your events, to share news with your followers
Mention on Facebook and reference on Twitter (@partner) as much as possible in any
FB and Twitter post to get mentioned and re-tweeted in return
Post content related items such as videos and pictures on Facebook rather than on
Twitter
Create an interactive and animated environment involving other EUNIC clusters and
other groups to strengthen collaboration and networking
Include non-commercial and authentic posts / tweets that will make followers loyal and
aware of EUNIC organisational culture
Analyse who your audience is to ensure the interest and popularity of your posts and
tweets
Good practice examples
Promoting an event
Promoting an event should be short and could include: the title of the event, time and location
and an engaging eye-catcher in form of a phrase. The audience should be able to identify
quickly what the post is about. It is important to include a link to the main source of
information, preferably to your official website.
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Promoting news, research und funding opportunities
Promoting news, research and funding opportunities should also be as short as possible. The
comment should include and answer who, does what, when (and why). It is important to
include a link to the main source of information, preferably to your official website.
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How to Create a Facebook Page for my cluster
1. Login into your Facebook account.
2. Click on ‘Home’ (on the top left) to navigate on your home page and scroll all the way down
until you see a link entitled ‘Create a Page’. Click on it.
3. You will be re-directed to the new site named ‘Create a page’. Click on ‘Company,
organization or institutes’.
4. First, choose a subcategory ‘Non-profit organization’. As next step, enter the name of your
cluster, for example EUNIC in Bulgaria. Click on the box that ‘I agree to Facebook Pages
Terms’. Finally, click on ‘Get started’.
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5. Choose a logo or another professional image that people associate with your organisation
to use as a ‘Profile Picture’. Upload the picture and click ‘Next’.
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6. Write a short description of your cluster in the ‘About’ section. This should include the
purpose of your organization, a short history, or a mission statement. Try to keep this
section light, interesting and readable in order to draw viewers in. On this page, you should
also add a link to your website, in addition to related links, such as to a Twitter account or
Google+ page. Click on ‘Save Info’.
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7. Choose a personalized Facebook web address. This will make it easier for people to find
your page. A personalized address will also help people to remember the URL if they see it
on a poster or a similar advertisement. Click on ‘Set Address’.
8. Now you have created a Facebook page, but it is still empty.
9. You can ‘Like’ your page and ‘Invite your Friends’ to do so too. Also you can ‘Like’ other
pages such as the ones from other EUNIC members.
10. You can now add updates, tips, videos and other posts to share news about our
organization or interact with other Facebook user.
11. Also have a look at the ‘Admin Panel’, where you can have an overview of the traffic on
your Facebook page. You can see who likes you page, messages, and also how many users
visited your website.
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EUNIC Handbook – ANNEX XXII
Project life cycle
Phase
Prepreparation
phase
Actions
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Design of EC
application
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
Project idea
Identify objectives, main activities and main outcomes
Draft initial project description
Identification of EU co-funding programmes
Check if similar project ideas were already co-funded by EC
Get information about the specific EC co-funding programme
Stakeholder analysis
Analysis of potential partners
Needs analysis
Draft of overall budget
Approach potential partners
Publication of call for proposals
Read and understand call for proposals, guidelines, application forms
If possible attend information session organised by the European
Commission, the National Agencies for Intra-EU programmes or by the EU
Delegation for External Aid programmes
Contact partners to discuss project idea
Adaptation of project idea in regard to the specific objectives and priorities
of the call for proposals
Agree with partners on activities, allocation of tasks, communication,
dissemination strategy, evaluation
Clarify the financial contribution of each partner
If necessary send questions to European Commission, National Agency, or
Executive Agency for Intra-EU programmes or to the EU Delegation for
External Aid programmes
Ask partners to send additional documents (if required) and partnership
declaration
Complete the application forms
Get all signatures and documents
Submit application
Wait for result
Written letter from the EC, Executive Agency or Delegation
Inform partners
Sign partnership agreement
Sign EC grant agreement
First instalment from EC
Kick-off meeting with partners
Implementation of project
Written inquiry for amendments
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EUNIC Handbook – ANNEX XXII
Implementat
ion of EU
project
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
Monitoring and Evaluation (during the whole project)
Ask partners to send copies of invoices
Intermediate report
Second instalment
Written inquiry for amendments
Dissemination of results
Ask partners to send copies of invoices
Final evaluation
Expenditure verification by external audit firm
Final report
Last instalment
After the end of the project keep invoices & reports for 5 years
Audit from EC possible
85