TIDAL ArtS: TransformIng anD inspiring Aquatic Landscapes through Art and Sciences will reconcile the dichotomy of human versus nature, tackling the current climate, environmental and biodiversity crisis. To this end, art and science will work in alliance with civil society, citizens, cultural and technological institutions to increase awareness about the challenges faced by the ocean and inland waters and inspire the mobilisation of creative solutions for their protection and restoration. TIDAL ArtS puts forward an interdisciplinary and interspecies approach that involves scientists (as knowledge holders), citizens (as end users and co-creators of the public space), artists and creatives (as those who can look at the current challenges from a unique perspective and engage the public through symbolic and performative work). Our approach challenges the binary thinking that has historically divided nature and culture (as well as humans and non-humans) and engages instead with a tidal logic that nurtures currents of influence between disciplines and species. Taking water as both a subject and a praxis, TIDAL ArtS engages with the cyclical movement of water as a co-design methodology, with several rounds of contact with local citizens, scientists, and cultures in each phase, progressively widening the waves of influence of the project.

Amidst the unprecedented speed and scale of forced migration and climate mobility in Europe, arts in education has a significant role in promoting social inclusion, diversity and cohesion. Critically exploring cultural hierarchies, divisions and exclusions within arts and education, INTRACOMP develops methods, digital resources and frameworks for advancing Intercultural and Transcultural Competence (ITC) in lifelong learning in Cultural Awareness and Expression. Aligned with NEB, ITC inspires “Together” and “Beautiful” through collaborations on innovative, meaningful, complex and temporary expressions of culture, and enables arts learners to continually transform paradigms and social behaviours. INTRACOMP empowers this disposition and capability through the research and innovation of a viable competence framework (for individuals, groups, organisations and systems) that identifies, evidences, evaluates and scaffolds ITC in performing arts education, from ECE to tertiary and community contexts. To achieve this, the transdisciplinary INTRACOMP consortium explores ITC within diverse societal locations in Northern, Southern and Eastern Europe, through partners situated in cultural organisations and tertiary institutions in Norway, Belgium, Germany, Finland, Italy, the UK, Serbia, Slovakia, Greece and Hungary. INTRACOMP partners in New Zealand and Papua New Guinea provide further opportunities to extend these education and community arts interventions in the Global South, questioning Eurocentric assumptions regarding ITC, acculturative stress and arts in education. The resulting ITC Framework provides learners, teachers, groups and organisations with a common reference point for ITC and its complex internal dimensions and proficiency levels. Through this integrated and multi-pronged approach, arts in education will enhance the inclusion and ITC of all children and young people in Europe and beyond.

"""feeLMS for creativity"" is capacity building project involving 5 partner organisations from Western Balkans and programme countries, gathered around the common partners belief that we can bring in truly innovative approach to youth work by combining it with cultural industry and youth entrepreneurship in a fresh way. The objectives of the projects will be realised through 2 mobility activities - Capacity building training of youth workers on creativity and entrepreneurship and a seminar, online platform for exchange (LMS) as well as implementation of lessons learned in between those two activities, mentorship process throughout the project , learning and support. The main aim of this project is to empower youth workers active in culture field to use creative industries as a mean for socio-economic valorisation of youth creativity in order to create new jobs for youth or to ensure sustainability of cultural programs. By participating in this project youth workers will learn how to recognize the potential for creativity among youth they are working with, as well as to direct them in one of the possible ways of creative industry. This project wishes to start changes in context of development of youth sector and cultural production in order to enhance capacities of vital creative class in local communities. Creative young people change local climate, while changed local communities bring out new representatives of the creative class progressively. It is our role as CSOs to encourage creative young people to develop entrepreneurial mind-set and to provide them the opportunities to develop that kind on know-how. Creativity and art are great mediating tool and it can influence the perception of certain topics and different aspects of our societies. If we enable those people to be sustainable that would mean that we are contributing to long-lasting prosperity of our society. The concept of this project, as a long-term capacity building program for youth workers in creative industry will be promoted as an example of good practice and the model of online learning and support, as well as mentorship by local organisations will be offered to other organisations and networks as a successful tool for fostering youth participation on local and international level. We think this project can have great spill-over effects on future of youth work on the Balkans and elsewhere in Europe."

<< Background >>he Cultural and Creative Sectors (CCS) are among Europe’s most dynamic sectors. According to Eurostat, the CCS employ 8.7 million people in the EU, equivalent to 3.8% of the total workforce in the EU, representing 1.2 million enterprises. However, the CCS are facing a growing number of challenges such as globalisation, the twin green and digital transitions and decreasing funding opportunities. Moreover, the CCS are one of the hardest hit by COVID-19 that reshaped the way CCS professionals work. This situation might have severe long-term effects such as changes in cultural demand and engagement or risks of exacerbation of inequalities within the sector. The new challenges and trends have also revealed the unpreparedness of the cultural and creative professionals to adapt to a very dynamic, uncertain and rapidly changing sector and call for a shift in skill sets to reap the full potential of CCS. The partnership has carried out an online Stakeholder Consultation to map out the needs of cultural professionals. Its findings underpin the European tendencies and our partnership’s observations in their national context: out of 126 respondents 63% said that thinking ahead to the next ten years (2021-2031) the needed skills for professionals in the CCS will change to a considerable extent, 30% said that they will fundamentally change, 7% said that they will remain more or less the same, and 0% said that it will remain the same. In this context, ensuring a better match between the supply of skills and the demands of the labour market is crucial. If left unaddressed, the CCS will be at risk of skills shortage, mismatches and gaps concerning both emerging sub-sectors as well as very mature ones that undergo the twin transitions. Most training opportunities for CCS professionals in Europe are rather centred in discipline-based knowledge in arts, and students are not always ready to enter the modern labour market as they lack important skills. Consequently, management activities of cultural projects fail to adapt to change and often result in non-strategic, ad hoc efforts lacking clearly defined objectives and targets. Due to a lack of management know-how in the sector and lack of staff with the right mix of skills in the CCS, it remains difficult for a large number of organisations to adapt to new challenges such as the twin transitions and to scale up their cultural and artistic activities. These new challenges keep rising in the CCS, but the capacities of Cultural Managers to respond keep shrinking. In this context, VET trainers must step up and prevent the skills shortage of learners. The partnership of Pro Progressione, KEA European Affairs, The Green Room and the Central European University aims to respond to growing need for relevant training opportunities in Cultural Management that better take into account the new evolutions and challenges that are shaping the Cultural and Creative Sectors, and thus that better matches the new skills needs. We have mapped out the new skills needs and have identified three areas where there is a lack of know-how in the field of Cultural Management: skills in professionalized project management, change management and green transition management. The C’man project has been designed to respond to the upskilling needs of Cultural Managers experienced by partners in their country and in Europe.<< Objectives >>The C’man project has five main objectives that are in alignment with European trends and needs of the Cultural and Creative Sectors, as well as with the Erasmus+ programme priorities such as the Adaptation of VET to labour market and the fight against climate change. 1) ADAPT VET IN THE FIELD OF CULTURAL MANAGEMENT TO THE NEW NEEDS OF CCS by designing five new targeted materials (3 Guides, 1 toolbox and 1 training scheme) which meets the specific upskilling needs of the sector; 2) BRIDGE A GAP OF KNOW-HOW IN THE CCS by developing project, change and green transition management skills of Cultural Managers based on the specifics of the sector; 3) BOOST THE COMPETITIVENESS AND RESILIENCE OF CCS by ensuring a better match between the supply of skills and the new demands of the labour market through new VET opportunities and materials in Cultural Management; 4) REINFORCE CCS ROLE IN THE FIGHT OF CLIMATE CHANGE by developing green skills for Cultural Managers to deliver eco-friendly cultural projects; 5) ENABLE MORE CULTURAL ORGANISATIONS TO SCALE UP AND INTERNATIONALIZE THEIR CULTURAL PROJECTS by supplying Cultural Managers with the right mix of skills.<< Implementation >>There are several types of project activities such as Transnational Project Meetings, Learning Teaching Training activities, work with the Stakeholder Forum, Production of Results and Multiplier Events. They are all designed to effectively achieve the project objectives and ensure smooth delivery of high-quality Results. Transnational Project Meetings provide meeting points for partners in the project timeline, as well as key milestones in the development of our Results. Transnational Project Meetings will play a crucial in the planning and co-creation process of Results, as well as their evaluation and final production process. The Production of Results can be divided into three main phases: 1. research and knowledge exchange 2. development 3. testing, evaluation and finalization. Each Result is designed to be used as an independent resource. However, they also work together: partners build on the content of other Results and the end users will find complementary knowledge and skills development in all five. While Result 1 & 2 & 3 & 4 (the three C’man Guides and the C’man Toolbox) is aimed mostly at Cultural Managers, but also at VET trainers in Cultural Management, the Result 5 (C’man Training scheme) is mostly aimed at VET trainers in Cultural Management. The final Results is expected to bring long-lasting effects on our target groups, contributing to achieve our project objectives. Learning teaching training activities also serve as milestones in the development of our Results. There will be three Job shadowing & Knowledge exchange workshops at Pro Progressione, KEA and The Green and one Pilot training taking place at the premises of Central European University. These activities are essential to kick-start the knowledge exchange and cooperation among partners in the first period of the project, as well as to test the developed Results before final launch during the pilot training. These will support the partnership in developing high-relevance Results that correspond to academic standards and to the identified new skills needs of Cultural Managers. National Multiplier Events will be held in Hungary, Austria, Belgium and France and will be completed by a large-scale virtual event with +90 attendees. The main goal of these events is to ensure that our Results are promoted, and that stakeholders actively understand their value and are motivated to introduce them in their own organisations and networks. These events will contribute to the achievements of project objectives by transferring knowledge with the aim to enable wider stakeholders to use and take up results, and thus these events will support us in ensuring Results are translated into impact. At the beginning of the project, each participating organisation will invite 2 Cultural Managers from their country to form the Stakeholder Forum. There will be 8 pax in total representing 8 different cultural organisations in 4 different countries. The purpose of this Forum will be to allow representatives of our target group to freely discuss, criticise and evaluate our work throughout the whole project. By directly working with our target group not just in the launch phase but in the development phase as well, we largely contribute to the achievement of project objectives, as it will help the partnership mould the Project Results into resources that authentically respond to their real-life needs and interests of our target group, as well as to ensure that our final resources reflect national context.<< Results >>The C’man project has been carefully designed to produce a series of results that will upskill Cultural Managers and allow VET trainers in Cultural Management to adapt to the new labour market needs of the CCS. During the project, we will work closely as partners and with the target group to generate quality results that are of high relevance. The C’man project will produce five new materials in Cultural Management: three C’man Cultural Management Guides in PM² Management, Green Transition Management and Change Management, which purpose is to empower Cultural Managers with green skills, professionalized project management skills and skills to manage change and transitions; one C’man Cultural Management Toolbox, which purpose is to complement the C’man Guides with a set of tools and artefacts; one C’man Cultural Management Training Scheme, which purpose is to transform the C’man Guides and Toolbox into a training scheme relevant for the labour market, that VET providers can easily adapt. The project will generate the following quantifiable results: at least 8 cultural organisations from the Stakeholder Forum will follow and support the development process of Project Results and directly benefit from them, at least 150 Cultural Managers and staff will download the Guides and the Toolbox, adapting their skills to new challenges and trends that are shaping the CCS and at least 40 VET trainers in Cultural Management will use the C’man materials and the Training scheme to adapt their teaching practice to new labour market needs. We also expect several important long-term outcomes such as the change of perception concerning VET in Cultural Management in Europe by adapting to the new skills needs, the professionalization of Cultural Managers in the field of project management, the pro-active integration of the European Green Deal principles into cultural and creative projects, the know-how of Cultural Managers to rapidly and effectively adapt to change and transitions, an increased resilience and boosted competitiveness of CCS, a strong uptake of Results in partner countries and beyond and lowered disparities in CCS among partner countries in the accessibility and quality of Cultural Management training. The project will also generate useful results for partner organisations such as more modern and dynamic professional environment inside the participating organisations by integrating Results into their regular work, competitive advantage in consulting and training for skills development, increased capacity and professionalism to work at EU/international level, improved Cultural Management competences and internationalisation strategies, reinforced cooperation of CCS with VET sector, expanded network and consolidated position as “eco-friendly” organisations able to contribute to European Green Deal.

Traditional urban transformation processes are expert-driven, with citizens left out of the loop by long reports, photoshopped images or technical maps. Such processes are a barrier to engaging citizens in planning. In response, today’s urban planners are increasingly using novel participatory approaches in order to engage the knowledge & power of citizens, who know their neighbourhoods and their needs best. The result is not only empowered citizens, but also better urban projects that serve the people who actually live, work and play in these urban spaces.Despite increased attention to participatory urban processes, youth are often marginalised - particularly vulnerable youth with a low education, living in poverty or from a minority cultural background. This is partly because urban professionals often overlook youth when reaching out to citizens, focusing on more established ‘players’ like heads of neighbourhood associations, local business owners or staff from social agencies. In addition, for many youth the structure and content of participatory processes can be intimidating, due to a range of factors like overly-formal processes, language gaps, cultural differences, highly-politicized atmospheres and methods that are not adapted to the interests & skills of youth. The result is that the voices of youth are often not heard in urban transformation projects. This is a major gap, as youth use urban spaces as much as other citizens (and sometimes more, due to reduced access to private transportation) and therefore deserve an equal opportunity to have a say in the co-creation and transformation of their urban spaces.ParticipArt for Urban Youth intends to bridge this gap by experimenting with innovative adaptation of participation arts-based techniques. During 20 months, 3 organizations – Home of Participation (HoP) based in Rotterdam, INCA Catalunya based in Barcelona and ProProgressione based in Budapest - will develop and test new culture-fueled participatory methodologies that engage youth, particularly those with fewer opportunities, in urban transformation processes.ParticipArt for Urban Youth is a laboratory for the development of innovative culture-fueled participatory methodologies that engage youth, particularly those with fewer opportunities, in the planning of our urban spaces. The result of our action-based research will be the development of a Participatory Arts Toolbox for Urban Youth. That is a set of artistic tools for focused on sharing methods and developing an expanded coalition of partners to jointly chart a way forward for sustainable action. That’s about creative youth collaboration in establishing a vision, generating ideas and communicating results through participatory arts. Our team represents north, south and east Europe, allowing us to develop & test our methodologies in a diversity of urban and cultural situations and then share the results widely through our European networks.Whether you are a youth worker or a youth leader that works with marginalized youth, a youth NGO, an urban planner, an artist or a local municipality, you will benefit from our toolboxes. Follow us on www.participartforurbanyouth.eu and subscribe our newsletter to be always updated!With our tools and your contribution, marginalised young people find their voice in urban transformation processes & are empowered to act and contribute to initiatives that improve their neighbourhood!