EUNIC  Handbook  

 

For EUNIC internal use only 2

EUNIC Handbook June 2013 - Table of contents

GENERAL INFORMATION ABOUT EUNIC 3

INTRODUCTION TO EUNIC 3 EUNIC FOCUS THEMES 3 EUNIC MEMBERS 3 MEMBERSHIP CONDITIONS 4 EUNIC CLUSTERS 4

EUNIC GOVERNANCE 5

GENERAL ASSEMBLY 5 BOARD OF DIRECTORS 5 EUNIC GLOBAL OFFICE 5 EUNIC STRATEGY GROUP 6 EUNIC FOCAL POINTS 6 EUNIC REGIONAL MEETINGS 6 EUNIC POSITIONING PAPERS 7 EUNIC ORGANISATIONAL CHART 7

CLUSTER GOVERNANCE 8

EUNIC CLUSTER SET-UP PROCESS 8 EUNIC STANDARD CHARTER 8 MEMORANDUM OF UNDERSTANDING 8 EUNIC CLUSTER OBJECTIVES AND STRATEGIES 8 MEMBERSHIP CONDITIONS ON CLUSTER LEVEL – FULL AND ASSOCIATE MEMBERSHIP 9 MEMBERSHIP BENEFITS 10 LEGAL STATUS AND MEMBERSHIP FEE 10 PAPERWORK 11 CLUSTER PRESIDENCY 11 CLUSTER ORGANISATIONAL ISSUES 13 EUNIC DEVELOPMENT MEASUREMENT FRAMEWORK 14

EUNIC CLUSTER WORK 15

EUNIC ROLE MODEL PROJECTS 15 EUNIC INTER-CLUSTER PROJECTS 15 EUNIC EU CO-FUNDED PROJECTS 15 EUNIC CLUSTER FUND 16 PROJECT DEVELOPMENT AND PROJECT IMPLEMENTATION 16 PROJECT EVALUATION AND IMPACT MEASUREMENT 17 COOPERATION WITH EU REPRESENTATIONS AND EU DELEGATIONS 18

EUNIC COMMUNICATIONS 20

EUNIC VISUAL IDENTITY, TEMPLATES AND GUIDELINES 20 EUNIC WEBSITE 20 EUNIC INTRANET 20 EUNIC NEWSLETTER 20 EUNIC BROCHURE 21 EUNIC SOCIAL MEDIA PRESENCE 21 LANGUAGES 21

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General Information about EUNIC Introduction to EUNIC 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’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 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.

EUNIC focus themes 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 MENA project, supporting development of creative sectors in the MENA region

EUNIC China Dialogue, streng-

thening cultural cooperation between Europe and China

Multilingualism projects: Poliglo-

tti4.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 develop-ment 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 govern-ments. 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 Desire to work together is the main reason for EUNIC members to join the network. There is a strategic and

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operational added value in EUNIC membership. On the one hand members benefit from joint events and develop-ment of new initiatives, projects and structures. On the other hand coope-ration and exchange of knowledge and resources within the network helps to enhance members’ ability to achieve common goals and results. 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. 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.

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. 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, Sub-Saharan Africa, Middle East and North Africa and Australia. For the geographical spread of the clusters please see the Annex II on page 26.

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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. All clusters need the approval of the Heads and remain subject to the policies of the Heads. 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 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. 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

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 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. 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. 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. 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. 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.

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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 commi-ssioned by the Heads and it draws on the experience and expertise of colleagues in member organisations and externally. Strategy Group has no executive authority. 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

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. 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. If a cluster member wishes to know of their organisations policy towards EUNIC

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. 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 repre-sentatives from EUNIC clusters. The meetings are organised in five different regions: Europe, Americas, MENA, Sub-Saharan 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 coope-ration. During Regional Meetings cluster representatives become familiar with developments within EUNIC network, EUNIC procedures, EU programmes and EU funding opportunities. 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 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. Guidelines for clusters on how to organise Regional Meeting can be found in Annex V on pages 31-34.

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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.

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Cluster Governance

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. 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. 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 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.

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 Standard Charter can be found in the Annex X on pages 45-47. 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 objectives and strategies Main objectives of EUNIC clusters are:

To provide a forum for discussion, where clusters can speak about issues of common interest, inclu-ding 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 admi-nistrative issues

To serve as platform for closer collaboration with local orga-nisations

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 EU-funded 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

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 83-84. Membership conditions on cluster level – full and associate membership Clusters have two categories of membership: full and associate. 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 Local cultural offices of non-EUNIC members and cultural institutes from non-EU countries may join EUNIC activities on a project basis.

If a EUNIC member does not have a local office in the country then the appropriate Headquarters may nominate a represent-tative 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 relation-ship 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). Organisations applying for associate membership should be active in the field of culture, education and civil society development. 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.

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Institutes may terminate their member-ship 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

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

Sharing tasks and distributing

workload among the institutes makes big projects easier to implement

EUNIC cluster network is a ready-

made base of contacts and know-how 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

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

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

Benefits for individuals working in the institutes

Enhancement of staff profe-ssional experience as well as the knowledge on cultural issues and current cultural relations policies in various countries

Development of networking and new partnerships possibilities

Working together ‘makes one’s

work much more fun’ 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

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

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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. 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.

Paperwork A EUNIC cluster needs following items of paperwork:

EUNIC Standard Charter Minutes of regular meetings

recording decisions and action points

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

also cover the procedure in case of a cost overrun!

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

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. 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.

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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. A range of responsibilities, which may be shared out:

President is a facilitator and enthusiast for more partnerships

Convenes and chairs the meetings, seeks consensus

Ensures all members are engaged Ensures EUNIC corporate mem-

bers, 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 has administrative tasks as well:

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

Normally the institute of the cluster president carries most of the administration. Rotating minute taking and hosting meetings lessens the burden

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. 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:

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.

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Cluster organisational issues 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 add-

on 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

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

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

marketing, even joint bidding for corporate clients wanting a multi-lingual package.

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.

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’.

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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.

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EUNIC development measurement framework

EUNIC development measurement frame-work is both, a benchmark and a self-assessment 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.

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EUNIC Cluster Work EUNIC Role Model projects 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:

European Literature Night Transpoesie European Day of Languages –

Sursum Linguae EUNIC Week EUNIC Fellowship Programme

Concept notes for role model projects are included in Annex XVI on pages 56-66. EUNIC Inter-cluster projects EUNIC would like to encourage co-operation 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. 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.

EUNIC EU co-funded projects EUNIC Global office offers advise and help in acquiring funding from the European Union. 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. 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 cross-cultural 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. 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,

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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 two-day international meetings were held in Brussels, Bucharest, Prague and Warsaw. 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. 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. Poliglotti4.eu Poliglotti4.eu was a EUNIC-led project co-funded by the European Commission and developed within the Civil Society

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. 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 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

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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

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

Writes an evaluation report Use of ‘EUNIC project’ label

If one or more members of the cluster - full or associated members - are reluctant to imple-ment 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

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 implement-ting 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 and Impact Measurement 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

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means depending on the nature of the project:

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) If it is too early to assess the impact following steps can are advised:

To make a comment on any short-term 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. 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 Repre-sentation 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;

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.

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.

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:

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 appro-priate 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

19

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.

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EUNIC Communications EUNIC Visual Identity, Templates and Guidelines 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. 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 visual identity guidelines and EUNIC templates can be downloaded online. For the link, login and password please contact EUNIC Global office. 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 them-selves. 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. 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

also highlight key information form the main EUNIC website. The sub-websites have a highly flexible character, which allows cluster admini-stration to either post own cluster-related content or feature information from EUNIC Global website. 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 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. 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. 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 EUNIC website is integrated with the newsletter facility that can be used by EUNIC clusters. There is one newsletter

21

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. Manual with instruction how to use newsletter facility and adapt newsletter template can be requested from EUNIC Global office. 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 intro-duction 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. To receive the brochure template and guidance on how to adapt the brochure please contact EUNIC Global office. EUNIC social media presence 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. 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. 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. 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. 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. Languages EUNIC General Assembly meetings, the website and internal written commu-nications are in English. 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

22

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.

23

ANNEXES

EUNIC Handbook – ANNEX I

24

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

EUNIC Handbook – ANNEX I

25

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

EUNIC Handbook – ANNEX II

26

EUNIC Clustsers Geographical Spread

EUNIC Handbook – ANNEX III

27

EUNIC Contacts – Focal Points

Country Title First Name Last Name Institution Email Address Telephone

IF No Focal Point is listed use the Head

Austria Mrs Elke Atzler

Federal Ministy for European and International Affairs

Elke.ATZLER@bmeia.gv.at

0043 50 1150 3566

Belgium Mr Xander Stroo Vlaams-Nederlands Huis deBuren

Xander@deburen.eu 0032 2 212 19 34 or

Belgium Wallonie-Bruxelles International

0032 2 421 83 01

Bulgaria Ministry of Culture of Bulgaria

00359 02 94 00 900

Cyprus Ms Elena Theodoulou- Charalambous

Ministry of Education and Culture

etheodoulou@ culture.moec.gov.cy

00357 22 809 805

Czech Republic

Mrs Tana Langaskova Ceska Centra langaskova@czech.cz 00 420 234 668 220

Denmark Det Danske Kulturinstitut

00 45 33 36 84 00

Estonia Estonian Institute 00372 63 14 355

Finland Mrs Ilmi Villacís Finnish Cultural & Academic Institutes

ilmi.villacis@ instituutit.fi

00358-40-8305936

France Mr Anne-Garance

Primel Alliance Francaise de Paris

agprimel@ fondation-alliancefr.org

0033 1 42 84 90 31

France Mrs Isabelle Ryckebusch

Ministère des Affaires Étrangères et Européennes

Isabelle.RYCKEBUSCH@ diplomatie.gouv.fr

France Mrs Cécile Peyronnet Institut Français cecile.peyronnet @institutfrancais.com

00 33 1 53 69 83 05

Germany Mr Ulrich Sacker Goethe-Institut Ulrich.Sacker@goethe.de

0049 89 15921819

Germany Mr Berthold Franke Goethe-Institut Brussels

Berthold.Franke@ bruessel.goethe.org

0032 2 2303970

Germany Mr Claus Heimes Goethe-Institut EUNIC-focalpoint@ goethe.de

0049 89 159 21 370

Germany Mr Kerstin Maihofer ifa - Institute for Foreign Cultural Relations

Maihoefer@ifa.de 0049 711 22 25 116

Greece Mr Stefanos Vallianatos Hellenic Foundation for Culture

stefanos@hfc.gr 0030 210 677 65 00

Hungary Mrs Marta Farzekas Balassi Bálint Institute

marta.fazekas@bbi.hu 0036 1 666 7901

Hungary Mr Dezso Szabó dezso.szabo@bbi.hu

EUNIC Handbook – ANNEX III

28

Italy Mr Luca Fratini

Directorate General for Cultural Promotion and Cooperation

Luca.Fratini@esteri.it

Italy Mrs Costanza Menzinger Società Dante Alighieri

c.menzinger@ladante.it 0039.06.6873787

Ireland Mrs Brona Olwill Culture Ireland Brona.Olwill@ cultureireland.gov.ie

00 353 1 63 13 905

Lithuania

International Cultural Program Center Lithuania

00370 5 2312639

Luxembourg Mr Claude Frisoni Centre Culturel de Recontre Neumünster

claude.frisoni@ccrn.lu 00352 26 20 52 1

Netherlands Mr Arthur Sonnen SICA - Centre for International Cultural Activities

A.Sonnen@sica.nl 00 31 20 61 64 225

Poland Mr Krzysztof Kopytko

Ministry of Foreign Affairs of the Republic of Poland

krzysztof.kopytko@ msz.gov.pl, krzyskop@gmail.com

0048 22 52 39 561

Portugal Ms Cristina Isabel

da Costa Ointa Faustino

Instituto Camões cifaustino@ camoes.mne.pt

00351 21 310 91 91

Portugal Mr Joao Patricio Instituto Camões joao.patricio@ camoes.mne.pt

Romania Mr Vladimir Simon Romanian Cultural Institute

vladimir.simon@icr.ro, mihaela.ciobanu@icr.ro

0040 31 71 00 640

Slovak Republic

Ministry for Foreign Affairs of the Slovak Republic

00421 2 5978 1111

Slovenia

Ministry of Education, Science, Culture and Sport.

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 hans.lepp@si.se 0046 8 453 79 01

United Kingdom

Mrs Rosemary Hilhorst British Council rosemary.hilhorst@ britishcouncil.be

0032 2 554 04 64

EUNIC Handbook – ANNEX IV

29

EUNIC Contacts – Heads

Country Title First Name Last Name Institution Email Address Telephone

Austria Mr Martin Eichtinger

Federal Ministry for European and International Affairs

martin.eichtinger@bmeia.gv.at 0043 50 11 50 35 48

Belgium Mr Dorian van der Brempt

Vlaams-Nederlands Huis deBuren dorian@deburen.eu 0032 2 21 21930

Belgium Mr Charles-Etienne Lagasse

Wallonie-Bruxelles International ce.lagasse@wbi.be 0032 2 421 83 01

Bulgaria Ms Deiana Danailova Ministry of Culture of Bulgaria

d.danailova@mc.government.bg 00359 2 9400910

Cyprus Mr Pavlos Paraskevas

Ministry of Education and Culture

pparaskevas@culture.moec.gov.cy 00357 22 800 933

Czech Republic Mrs Vilma Anýžová Ceska Centra anyzova@czech.cz 00420 234 668 214

Denmark Mr Finn Andersen Det Danske Kulturinstitut fa@dankultur.dk 00 45 33 36 84 00

Estonia Mr Karlo Funk Estonian Institute karlo.funk@estinst.ee 00372 63 14 355

Finland Mr Markku Löytönen Finnish Cultural & Academic Institutes

markku.loytonen@helsinki.fi 00 358 9 191 24150

France Mrs Sylviane Tarsot-Gillery Institut Français sylviane.tarsotgillery@institutfrancais.com 0033 1 53 69 83 95

France Mr Jean-Claude Jacq Alliance Francaise de Paris

jcjacq@fondation-alliancefr.org 0033 1 53 63 48 25

France Ms Delphine Borione

Ministère des Affaires Étrangères et Européenes

delphine.borione@diplomatie.gouv.fr 00 33 1 43 17 61 07

Germany Mr Johannes Ebert Goethe-Institut johannes.ebert@goethe.de 00 49 89 159 21 224

Germany Mr Ronald Grätz

ifa - Institute for Foreign Cultural Relations graetz@ifa.de 00 49 711 22 25 119

Greece Mr Stefanos Vallianatos Hellenic Foundation for Culture stefanos@hfc.gr 00 30 210 677 65 40

Hungary Mr Pal Hatos Balassi Bálint Institute pal.hatos@bbi.hu 0036 1 381 5100

Italy Mr Alessandro Masi Società Dante Alighieri segreteria@ladante.it 0039 6 6874 531

Italy Mr Andrea Meloni

Directorate General for Cultural Promotion and Cooperation silvia.chiave@esteri.it 0039 063691 8492

Ireland Mrs Christine Sisk Culture Ireland Christine.Sisk@cultureireland.gov.ie 00 353 1 63 13 905

Lithuania Ms Egle Deltuvaite

International Cultural Program Center Lithuania egle.deltuvaite@kultura2007.lt 00 370 5 2312639

EUNIC Handbook – ANNEX IV

30

Luxembourg Mr Guy Dockendorff Ministry of Culture guy.dockendorf@culture.lu

00 352 621.133.516 and +352 621 255 607

Netherlands Mr Cees de Graaff

SICA - Centre for International Cultural Activities c.degraaff@sica.nl 00 31 20 61 64 225

Poland Ms Joanna Skoczek

Public and Cultural Diplomacy Department

joanna.skoczek@msz.gov.pl 00 48 22 523 99 75

Portugal Mrs Ana Paula Laborinho Instituto Camões anapaula.laborinho@camoes.mne.pt 00351 21 310 91 03

Romania Mr Andrei Marga Romanian Cultural Institute

andrei.marga@icr.ro, eunicia.trif@icr.ro, icr@icr.ro 0040 21 319 68 83

Slovak Republic Mr Jana Tomkova

Ministry for Foreign Affairs of the Slovak Republic jana.tomkova@mzv.sk 00 421 2 59 78 39 01

Slovenia Ms Sonja Kralj-Bervar

Ministry of Education, Science, Culture and Sport. sonja.kralj-bervar@gov.si 00 386 1 369 5952

Spain Mr Rafael Rodríguez-Ponga Instituto Cervantes sgeneral@cervantes.es 00 34 91 436 7630

Sweden Mrs Annika Rembe Swedish Institute

annika.rembe@si.se 00 46 8 4537 800

United Kingdom Mr Martin Davidson British Council

Martin.Davidson@britishcouncil.org 00 44 20 73 89 49 77

EUNIC Handbook – ANNEX V

31

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.

EUNIC Handbook – ANNEX V

32

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.

EUNIC Handbook – ANNEX V

33

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.

EUNIC Handbook – ANNEX V

34

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 non-EC 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.

EUNIC Handbook – ANNEX VI

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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 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 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.

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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

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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 helena.kovarikova@eunic-online.eu Network and Communication Officer: Kamila Gawronska kamila@eunic-online.eu EUNIC MENA Regional Programme Coordinator: Khadija El Bennaoui khadija@eunic-online.eu

1 http://unesdoc.unesco.org/images/0014/001495/149502e.pdf

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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,

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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.

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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 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 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.

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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.

2 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 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

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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 co-operation. 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.

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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 http://poliglotti4.eu/php/index.php

6 http://www.language-rich.eu/home/welcome.html

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EUNIC Organisational Chart

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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.

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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).

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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

____________________

____________________

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Cluster members activity profile

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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 admin@eunic-online.eu 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 admin@eunic-online.eu

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

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Website updates Website Updates For: www.eunic-online.eu

Title of the activity or project

Place/ Venue Venue Address Access (e.g. metro station) if applicable

Date and Hour/ Timeframe 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

Other document to be available to download (e.g. press release/ application form/ agenda/ practical information etc.)

Please attach to the e-mail. Preferable PDF or Word format if needed for application forms.

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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)

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Mission statement/narrative (if any)

Links to the websites of cluster members / associates / permanent guests:

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EUNIC Cluster Development Framework

Level Administration Activity Branding and Communications

Reputation European Cooperation

1 Dormant

1. meet infrequently

Virtually none none Unknown beyond the individual members

Little or no contact with EC delegation

2 Initiating

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

Single annual event or events such as Parallel arts showcasing event (e.g. jazz, film) and open days Sees EUNIC as an additional add-on to their own activity

Need to be chased for information on activity and cluster representative and membership.

Unknown beyond the individual members Does not seem themselves as part of a global EUNIC network

EC delegation informed of EUNIC

3 Active

Regular meetings 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 non-represented members

Showcasing events proposed and organised by EUNIC seeking venues as service providers Events curated around a theme Starts to build a regular annual programme repeating event every year Includes seminars/conferences on appropriate European issues Participates in multi-cluster activity

Supply information for EUNIC website and annual reports Share local press and PR contacts for EUNIC PR Use EUNIC events as PR opportunities (events, visits by president) Uses EUNIC brand information for own purposes.

Organises annual events to raise profile (e.g. open days; annual receptions) Mainly seen as donors Invites to events as participant EUNIC seen as only shared events not

EC delegation an observer at meetings and helps with PR and small funding Cluster aware of EC priorities in country in appropriate sectors Cluster in close contact, in EU, with Cultural

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Possible sub-group for teaching centre/languages managers teaching centres offer discounted places to co-members staff.

(whether EC projects; “general theme, local delivery)

the totality of what members do in a country.

Contact Point.

4 Stepping Up, Reaching Out

meet frequently (10x yr); rotates venue each meeting has intern/dedicated staff support co-funded 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 Has programme of staff training within members;

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”

Own website linked to EUNIC site, regularly updated Own e-newsletter EUNIC logo/membership on several country websites and publicity material Press, media approach EUNIC for news and comments on cultural issues.

possible partners from country seek meetings with EUNIC as a group to develop events and projects Not as donors Head of cluster invited to speak at events as “European” on behalf of EUNIC

EC delegation active support Cluster, with other cluster, bids for EC project funding led by one member as contracting agent.

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5 Leadership in partnership

Has rolling and public strategy which is guide for activity and 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 co-market and co-bid for projects

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 Recognition in official arts and govt circles of EUNIC as a European network alongside individual members reputation.

EC delegation seeks advice from EUNIC on policy issues via cluster to heads Host country ministries and major institutions acknowledge EUNIC and issue invites in EUNIC name, seek advice etc

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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 – pan-

European 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

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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: ramiro.villapadierna@cervantes.es

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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.

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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.

Btwn 6000 and 10000 €

Launch Party + activity Each participating institute takes in charge the cost for inviting their poet.

1000€

Website Important initial investment but cheap maintenance (200€ per year)

2000€

Flyers (10 000 copies) 600/1000€

Design poster and promotional material 1000€

TOTAL 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: presidency@eunic-brussels.eu

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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 Taking advantage of the proposition of the EU, the project would begin with the 5

th May action in the

European Parliament and end the 13th

or 20th

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 presented on the occasion of the training and colloquium day, on 13

th or 20

th of September

2013. B. Organization of a colloquium (on 13

th or 20

th 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.

- C6. Organization of a EUNIC stand the 5th

of May at the European Parliament D. Organization of a training day for the teachers of our different centers.

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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 13

th or 20

th 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: adbru@cervantes.es

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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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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: marton.mehes@collegiumhungaricum.at

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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 short-term 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, ina.pouant@ambafrance.hr

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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 project? How is it aligned with EUNIC aims & strategies?

Comments:

high quality cultural and/or artistic work/activity

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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Project life cycle

Phase Actions

Pre-preparation phase

1. Project idea

2. Identify objectives, main activities and main outcomes

3. Draft initial project description

4. Identification of EU co-funding programmes

5. Check if similar project ideas were already co-funded by EC

6. Get information about the specific EC co-funding programme

7. Stakeholder analysis

8. Analysis of potential partners

9. Needs analysis

10. Draft of overall budget

11. Approach potential partners

Design of EC application

12. Publication of call for proposals

13. Read and understand call for proposals, guidelines, application forms

14. 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

15. Contact partners to discuss project idea

16. Adaptation of project idea in regard to the specific objectives and priorities of the call for proposals

17. Agree with partners on activities, allocation of tasks, communication, dissemination strategy, evaluation

18. Clarify the financial contribution of each partner

19. 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

20. Ask partners to send additional documents (if required) and partnership declaration

21. Complete the application forms

22. Get all signatures and documents

23. Submit application

24. Wait for result

25. Written letter from the EC, Executive Agency or Delegation

26. Inform partners

27. Sign partnership agreement

28. Sign EC grant agreement

29. First instalment from EC

30. Kick-off meeting with partners

31. Implementation of project

32. Written inquiry for amendments

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Implementation of EU project

33. Monitoring and Evaluation (during the whole project)

34. Ask partners to send copies of invoices

35. Intermediate report

36. Second instalment

37. Written inquiry for amendments

38. Dissemination of results

39. Ask partners to send copies of invoices

40. Final evaluation

41. Expenditure verification by external audit firm

42. Final report

43. Last instalment

44. After the end of the project keep invoices & reports for 5 years

45. Audit from EC possible