03/11/ Contact Seminar Adults with special needs in lifelong learning Workshop TOI and centralised projects Slovenia, Kranjska Gora, 7 October 2011 Ute Haller-Block Head of Unit -Leonardo da Vinci, Grundtvig and Dissemination, EACEA P3

03/11/ Main subprogrammes managed by EACEA 2011ActivityAvailable budget M€ Applications for funding success rate %* Comenius Multilateral Projects ,003416,8% Networks ,00723,3% Accompanying measures ,00425,0% Total , ,1% Erasmus Multilateral Projects ,004830,2% Networks ,00842,1% Accompanying measures ,00736,8% Total , ,0% Leonardo da Vinci Multilateral Projects ,003712,3% Networks ,00717,1% Accompanying measures ,00533,3% Total , ,8% Grundtvig Multilateral Projects , ,1% Networks ,00533,3% Accompanying measures ,00321,4% Total , ,0% Total , ,8%

03/11/ Specificity of Leonardo Historically high number of multilateral cooperation projects („pilot projects“) Division of labour between central and decentral, i.e. between Executive Agency and National Agencies Development of Innovation („DOI“): central Transfer of Innovation („TOI“): decentral Leonardo da Vinci

03/11/ LLP implementation ActionsCentralised Management Decentralised Management Multilateral projects for the Development of innovation (DOI) Executive Agency Multilateral projects for the Transfer of innovation (TOI) National Agencies NetworksExecutive Agency Accompanying measuresExecutive Agency PartnershipsNational Agencies MobilityNational Agencies

03/11/ DOI vs TOI Development of innovationTransfer of innovation develops brand new solution/s for identified needs (“invents the wheel“) reacts to an innovation pressure (market gap) that several countries have in common and should lead to brand new solutions: clear benefit with European-scope introduced in all partner countries takes existing but new results or practices (“does not reinvent the wheel”) generates "savings" by exploiting existing practices: innovative content not outstripped by another innovation! adapted for implementation in one or more partner countries

03/11/ DOI vs TOI Development of innovationTransfer of innovation diversity of European partners facilitates innovation: different approaches, idea floating, cross-fertilisation, creativity! can combine several innovative practices from several countries for the transfer to one or several countries or sectors and thus are also a learning experience for the "exporting" organisation respectively the "exporting" country

03/11/ DOI vs TOI Development of innovationTransfer of innovation plan a lot of time for development and enough time for testing (therefore DOI can be 3 years long) innovation development will often involve specialist developers in implementation stage DOI must consider international property rights (IPR) plan sufficient time for adaptation, testing and integration partners with standing and reputation - not necessarily innovative organisations in the planning stage TOI must consider IPR

03/11/ DOI vs TOI Development of innovationTransfer of innovation Results required in languages of all partners Sustainability Modernisation of VET  Extension of benefits beyond the original project environment through dissemination & exploitation of results  Impact on methodology, structures and systems in participating countries

03/11/ DOI vs TOI Development of innovationTransfer of innovation proposals must clearly address one of the 3 strategic priorities set up for DOIs no national priorities proposals must clearly address one of the 6 strategic priorities set up for TOIs if required in the National Agency call for proposals - also comment on the contribution to national priorities.

03/11/ DOI vs TOI MP for Development of Innovation MP for Transfer of Innovation Networks Min./Max. duration 1 to 3 years1 to 2 years1 to 3 years Min. countries (min. 1 EU)33 5 Max grant %75% (of the total eligible costs) Max grant € (max/year) € (max per project) € (max/year) € (max/year) Funds available (Mio euro)14,275 m €75 m €3 m € Expected funded projects Deadline for submission2 February :00 noon (CET) Results of selectionJune 2012 Starting date of projectFrom October 2012

03/11/ Strengths: Projects can be more closely monitored Closer contact between beneficiary and NA/EACEA National aspects can be taken into account (national priorities) Distribution of workload, a single organisation would have serious difficulties to manage more than 2000 applications and 350 new projects a year Strenghts and weaknesses

03/11/ Weaknesses: Differing implementation rules, high coordination efforts needed Link between DOI and TOI is lost Risk of double funding => heavy checking procedure with mitigated outcomes Potentially lack of transnational dimension Strenghts and weaknesses