<< Background >>Around 150,000 failed business successions of small and medium-sized enterprises (SME) per year in Europe put approximately 600,000 jobs at risk – corresponding to a failure rate of about 1/3, with a high number of unreported cases. This leads to an enormous loss not only of jobs, but also in terms of innovation and growth potential, and is affecting structurally weak regions in particular. The reasons for this lie in the complexity of succession processes that affect numerous stakeholders, must consider different perspectives, and require extensive knowledge in different fields.To increase the likelihood of succession processes succeeding, both the key stakeholders of the SMEs and the potential successors must first be enabled to analyse their respective Succession Readiness and to identify knowledge gaps and weaknesses, and then need to be equipped with the necessary knowledge and tools to best prepare and implement the succession process.Even though the topic has been on the agenda for some time and is addressed in different project approaches, this has not had any significant influence on the high failure rate in the past.Research on existing support approaches and trainings for the target groups has shown that they are often generic in nature and should be complemented by new innovative offers that take into account situational conditions in particular.This is where the SUCCESSION READY project comes in. Our consortium is composed of different stakeholders of succession processes and unites Chambers of Commerce, Business Development Centres, Entrepreneurship and SME Succession Expertise and Target Group Reach.All partners work with the relevant target groups on a daily basis and experience their challenges and needs first-hand. Together with selected members of the target groups and several associated partners (e.g. Chambers, Consultants, Business Development Centres, Entrepreneurship education – hereafter collectively referred to as the VET sector), we have developed a holistic and situational approach that takes into account the different needs of the target groups and is able to sustainably increase the probability of successful succession and thus will impact on the extremely high failure rate of succession in SMEs. Existing services and projects are not in competition with our approach. On the contrary, we have developed an innovative, complementary concept that enables the VET Sector to integrate our innovative analysis app and our comprehensive training courses into their existing services.In summary, we address the following needs of the target groups: - VET Sector: Providers of training and consultancy for SMEs and successors, need to be equipped with in-depth knowledge of the specific challenges of succession processes, and need access to comprehensive course programmes and holistic toolboxes. In order to contextualise their existing offers, they also need to be provided with analysis tools that enable them to focus their advice on the actual, individual case and to accompany the processes accordingly.- SME Stakeholder (owner/key staff) must be enabled to analyse their current succession readiness, uncover weaknesses and need to be equipped with the necessary knowledge and appropriate tools to plan the succession process early and comprehensively and implement it professionally.- Potential successors need to be prepared both for the succession process and for their future role as owners and managers.- Policy and Administration need up-to-date and well-founded knowledge about the challenges of SMEs and successors in order to be able to develop appropriate frameworks and policies to support those important target groups specifically.<< Objectives >>The overall objective of the SUCCESSION READY Project is to generate a sustainable impact on the extremely high failure rate of succession processes in SMEs in Europe.To achieve this, we have implemented various impact workshops in our consortium together with members of the different target groups and developed an impact model that addresses the challenges and needs of the target groups on several levels.Succession processes are complex and highly dependent on the respective situational circumstances. These include, for example, regional economic structures, the knowledge and competencies of the persons involved, or the organisational characteristics of the respective SME. Generic training courses are not sufficient to increase the chances of succession processes succeeding - individual approaches are needed and the VET sector is particularly qualified to implement those. VET actors (e.g. Chambers, Business Development Centres, Entrepreneurial Ecosystem) are typically very well linked to the stakeholders involved and know the regional structures and the companies concerned. The VET sector is therefore at the centre of our Impact Model. To achieve the most direct, substantial, and sustainable impact, we also believe it is necessary to address SMEs and potential successors directly.To achieve the objective of generating impact on the failure rate of succession processes, we will develop 5 complementary results: R1: SUCCESSION READY Challenge Analysis and Competence FrameworkR2: SUCCESSION READY SME PackageR3: SUCCESSION READY Successor PackageR4: SUCCESSION READY Knowledge Hub and OERsR5: SUCCESSION READY Assessment Application and Feedback GeneratorIn order to create sustainable knowledge and behavioural impacts among the target groups, we used the ADKAR model (a well suited change management approach) to conceptualize the project and design the results (see attached). Using this model, we want to realize following specific achievements:A)Raise AWARENESS: We consider it important and necessary to further increase the importance of the topic of succession in SMEs and in particular the need for comprehensive and professional preparation and implementation of succession processes among all direct and indirect target groups (VET, SMEs, successors, policy, wider stakeholders). D)Create DESIRE: We will translate the awareness about the importance of the topic to a real desire to implement our resources and results into training and service provisions of the VET Sector / to the willingness of SMEs and potential successors to actually start preparation for the process. We will achieve this especially based on the promotion of best practice approaches and case studies that explain both the importance and the meaningfulness of our resources.K) Provide KNOWLEDGE: We will provide the VET sector with comprehensive training resources and the knowledge needed to integrate the topic of succession into their offerings and best prepare SMEs and successors for the process. For the end users, we will prepare the knowledge as OERs and modular, self-directed learning courses to enable them to acquire the necessary competencies themselves.A) Create ABILITY: To support the adaptation and integration of the resources, we provide a comprehensive VET TRANSFER PACKAGE. Our interactive assessment APP also enables a precise analysis of the succession readiness of SMEs and successors and enables them to identify and close knowledge gaps in a targeted manner. The APP also enables the VET sector to individualise and contextualise their advisory services.R) REINFORCE learning: Reinforcing and perpetuating learning through Peer-to-Peer exchange and continuous updates of our resources on our Knowledge Hub.This integrated approach goes far beyond existing offerings and addresses the needs and challenges of all target groups, increases the succession readiness of both, SMEs and Successors and thus increases the likelihood of succession.<< Implementation >>SUCCESSION READY will lead to direct benefit to the target groups, partners, and wider stakeholders, which will then translate into long term impact. To achieve this, we will produce 5 tangible results - supported by transversal activities, grouped into 5 Work Packages running throughout the project and serving as catalysts to ensure both, knowledge, and behaviour outcomes.RESULTS DEVELOPMENT:The results will be developed sequentially, and partners build on the content developed in precious resources:R1: The SUCCESSION READY Challenge Analysis and Competence Framework is an introductory and practical resource that provides the necessary knowledge about the challenges faced by the stakeholders and the competencies needed to overcome them. R2+R3: The SUCCESSION READY SME and Successor Packages are comprehensive training courses and toolboxes that provide the necessary knowledge to prepare and implement succession processes in the best possible way. In order to facilitate implementation in the VET sector, both come with a comprehensive VET TRANSFER PACKAGE.R4: Our SUCCESSION READY Knowledge Hub processes the course materials as OERs for self-study, provides extensive additional materials and connects the target groups on an interactive platform.R5: The SUCCESSION READY Assessment Application and Feedback Generator allows to analyse the succession readiness of SMEs and successors, identify knowledge gaps and weaknesses and generates comprehensive feedback and direct links to relevant resources.For each of the Results we have developed a work plan and assigned tasks to the partners. The tasks are grouped into the following activity categories in all Results:- Preparation Activities: The respective Result Leader develops a specific work plan and outline for implementation. Preparation activities include, for example, desktop research, development of methodologies, questionnaires, templates etc.- Implementation Activities: The implementation of the result development is carried out jointly in the consortium. Examples of activities include conducting regional interviews, developing learning resources or programming the web APP.- User Testing Activities:All our results are subject to intensive user testing with the target groups and experts. The basic methodology is based on our quality management strategy and is then operationalised for the respective result. To include as many perspectives as possible, user testing is always carried out in all partner countries and is summarised in an overall report.- Finalisation: The result leader finalises the result based on the user testing report. The partners translate the resources into their respective national languages.The results will be showcased to all our direct and indirect target groups in 5 professional multiplier events aiming to demonstrate the relevance and usefulness of the resources produced.WORK PACKAGE OVERVIEW:WP1 - Project Management includes all project management activities and ensuring formal, timely and high-quality project implementation. WP2 - Transnational Partner Meetings: 5 transnational project meetings were scheduled to correspond to key milestones of the project - supported by monthly progress calls to monitor the progress of the project. WP3 - Quality Management and Evaluation includes all activities and measures to assure that the project produces high quality resources and addresses target groups needs. WP4 - Share and Promote: Covers all activities to disseminate our project results to our target groups and to generate as much attention as possible for the topic and the project. WP5 - Sustainability and Exploitation: To ensure the sustainable use of project results, we start our sustainability strategy at the beginning of the project and scheduled 4 sustainability workshops, where we also integrate external experts to include outside perspectives.<< Results >>On completion, the project will have produced the linkages, knowledge, and resources to enable our direct (VET, SMEs, Successors) and indirect target groups (Policy, public) to1. gain in-depth knowledge on succession processes, challenges, and best practices (all target groups)2. adapt and integrate our training resources for SMEs and Successors (VET)3. individualise generic trainings/services by integrating our assessment web APP (VET)4. analyse the specific succession readiness, identify knowledge gaps and weaknesses using the APP (SMEs/Successors)5. close knowledge gaps and weaknesses based on the individual feedback generated and the tools and resources provided (SMEs/Successors)6. interact and exchange with Peers (all target groups)7. align policies to the needs of the target groups (Policy)8. increase the likelihood of successful succession processes (all)9.impact on the failure rate of succession processes and secure job and innovation potentials.To achieve those outcomes, 5 tangible results will be developed in sequential order and published open for further use and as barrier free as technically possible. Results can each be used independently, but are designed to be cumulative and are based on Bloom’s revised taxonomy, leading to positive changes in both knowledge and attitudes.R1: CHALLENGE ANALYSIS AND COMPETENCE FRAMEWORK fills research gaps on specific challenges for both, SMEs, and successors, outlines the framework for the subsequent results, provides case studies and best practice approaches and especially serves as a policy report allowing Policy Makers to align policies and support to the needs of the target groups. 20 Experts, 20 SMEs and 10 Successors will be integrated into the development of R1, 20 Experts into user testing and 200 will receive or download the framework.R2: SUCCESSION READY SME PACKAGE provides comprehensive training for SMEs Owner/Managers and the specific tools needed to become succession ready and to plan and implement succession processes. 20 SMEs and 20 Experts will use and test the resources and 200 will receive or download the course.R3: SUCCESSION READY SUCCESSOR PACKAGE allows the potential successor to optimally prepare for both, the succession process, and their upcoming tasks in their new role as future owner of the company. 10 Successors and 20 Experts will use and test the resources and 200 will receive or download the course.Both Result 2 and Result 3 will be accompanied with a VET PACKAGE (incl. Curricula, Trainer Guides, Students Workbooks and Background knowledge) allowing VET Providers to easily adapt and integrate the resources into their existing services.R4: SUCCESSION READY KNOWLEDGE HUB AND OERS - to ensure wide and free access, all produced resources will be adapted as OERs and combined with a wealth of additional resources, curated sources on an interactive Knowledge Hub. The platform will also allow direct Peer-to-Peer networking and exchange between SMEs, Successors and the VET Sector. 100 users will register on the platform and 2,000 users will interact with the knowledge resources.R5: SUCCESSION READY ASSESSMENT APPLICATION is a web-app combining the perspectives of both, SMEs, and successors – being enabled to assess their specific succession readiness, uncovering knowledge gaps and weaknesses, and providing specific feedback, knowledge resources and tools to close the knowledge gaps in order to achieve succession readiness. 10 SMEs, 10 Successors and 10 Experts will use and test the APP and 200 assessments will be taken during project duration.As a result, this integrated approach will lead to a broad use of our resources by all relevant target groups, improve the service offerings of the VET sector, increase the direct likelihood of successful succession processes and have a sustainable impact on strengthening the SME sector in general.

"<< Background >>The lead entity is a municipality in rural Galicia (OUTES) with a population of 6,200 inhabitants, fully committed to generating value in the primary sectors and promoting quality local services to settle the population and prevent the migration to the cities. The municipality has a Local Development Agency dedicated to the promotion of the entrepreneurial culture, with special focus on the promotion of the rural and social economy. In its daily work, this Agency has detected several problems/needs that are common to other countries of the European Union:1) Ageing populationAccording to the European Commission, ""Europe is ageing very dramatically, a process brought about by a significant increase in life expectancy and lower birth rates"". It is estimated that one in three regions will experience a population decline in the period between 2008 and 2030. According to Eurostat, this is most pronounced among the Baltic and Nordic countries, but also in countries of the former Soviet orbit (Bulgaria, Romania, eastern Germany), as well as the south (Portugal, Greece, Spain, Italy, Croatia and the regions of central France).2) Abandonment of rural areas (Emptying Europe)According to the German think tank BBR, Europe's population is moving from the countryside to the cities. This transition, which began in the 20th century, is now reaching its peak. No matter where you look, rural land is being emptied for the benefit of the cities. Spain, together with the Netherlands and Belgium, is one of the EU countries with the smallest population living in rural areas. In Spain, only one in four (25.7%) inhabitants live in rural areas. According to World Bank staff estimates based on the United Nations World Urbanization Prospects, in 2018 the percentage of rural population in Ireland was 36.83, in Croatia 43.05, in Italy 29.56 and in Germany 23.3) Lack of an intelligent support network for entrepreneurship, as well as lack of instruments for itThe municipality of Outes belongs to several local support networks, but there is a lack of networks at European level. The rest of the partners do not have an intelligent support network for entrepreneurship that facilitates the transfer of successful business models for rural areas. Also, there are no methodologies and instruments adapted to this type of specialised advice.4) Climate change and lack of awareness of the opportunities offered by the Circular Economy (CE)The CE focuses on the revaluation of natural resources and seeks to optimise them by increasing alternative uses, among other things. All those natural resources that are being wasted by letting rural areas die are an invaluable source of income. The circular economy must be promoted in rural areas, because it is in these rural areas where these resources are abundant, and where formulas can best be studied to revalue and optimise them to the highest possible degree.CIRCULAR.rur aims to develop the adaptive capacity of the rural environment to climate change, which is particularly affecting Europe's rural areas. One of the main challenges for rural development policy makers and practitioners (Local Development Agents) is to maximise the potential of emerging climate resilience opportunities such as CE.Providing an answer to Europe's future rural entrepreneurs, and improving their climate resilience to become real drivers of change through the application of CE principles, contributes directly to achieving UNESCO's Sustainable Development Goals (SDGs) by 2030.<< Objectives >>The overall purpose of CIRCULAR.rur will be to promote the transfer of innovative CE knowledge and the development of new CE-based business models that respond to the expectations of national and European labour markets and provide new opportunities for activation to face current challenges, fostering more modern and sustainable rural environments, through the intelligent support of rural development professionals to future entrepreneurs in rural Europe.Specific objectives:O1: To analyse the success factors that determine the viability of rural circular economy business models. O2: To foster strategic cooperation at European level through the creation of a transnational network for the activation of EU rural environments through CE.O3: To create a favourable framework for the transfer of Circular Economy knowledge between the rural community (development agents, enterprises, students and rural population in general) and EU university and technology centres.O4: To boost the creation of smart support and training mechanisms and instruments to foster applied innovation for business development in European rural environments.O5: To provide the business support agents from European rural areas, with new knowledge, capacities and skills based on CE.O6: To raise awareness of the European VET schools' educational community about the CE approach and its potential for rural areas.CIRCULAR.rur will function as a knowledge generation network that will help to get an overall picture on the success factors of entrepreneurial business models linked to CE applicable to rural areas in the EU and in terms of capacity building needs of Local Development Agents and professionals for intelligent advice on new sustainable business opportunities in rural areas.CIRCULAR.rur considers rural development and/or employment professionals as its priority target group. Moreover, as CE is a multidimensional process, this project also addresses stakeholders linked to rural development in a broad sense: trainers, students, professionals in need of training in cross-cutting CE skills, young people, rural inhabitants, local and/or rural development associations and rural women.CIRCULAR.RUR will have a high impact by informing on best practices in the applicability of CE principles in the European rural environment, capacity building and transfer of technical and scientific knowledge related to CE, influencing the target group and recipients through the activities, deliverables, training and methodologies developed during its implementation and by improving the practices of smart support to the future circular entrepreneur. The results of the project will be transferable in the long term to VET schools and universities in any European country.<< Implementation >>In order to facilitate the implementation of the project, the activities have been organised into different Working Groups and assigned to a partner for coordination, thus ensuring an equitable distribution:WG1 Coordination and Management1.1. Financial and administrative management.1.2. Organisation of 4 transnational meetings of the Steering Committee.1.3. Internal evaluation of the project activities.Leader: OUTESTimetable: 01.11.2021 - 01.11.2023WG2 Dissemination and communication2.1 Planning and coordination of the project communication activities 2.2 Organisation of the project launch event2.3 Development of the website and design of a corporate identity for the project2.4 Dissemination of the project on social networks2.5 Development and distribution of the project newsletter2.6 Design and distribution of the project e-brochure2.7 Dissemination of the project results in the promotion and communication activities of each partner2.8 Organisation of stakeholder workshops 2.9 Organisation of events to disseminate the project's results (pilot sessions)2.10 Organisation of the European seminar in Brussels2.11 Organisation of the Final forum2.12 Promotion, dissemination and exploitation of the results of the project within the Erasmus+ platformLeader: LAG ZSTimetable: 01.11.2021 - 01.11.2023WG3 Smart advice on circular economy business models for rural development3.1 Development of mechanisms and methodologies for smart counselling on new sustainable business opportunities in rural areas.3.2 Comparative analysis of success factors for the elaboration of a feasibility assessment test of rural CE projects3.3 Development of a toolbox for smart specialisation in new sustainable business opportunities in rural areas, adapted to the Green, Circular and Blue Economy and accessible to people with functional diversity and/or vulnerable groups.Leader: HWWITimetable: 01.11.2021 - 30.06.2022WG4: Capacity building for smart advice on new circular business opportunities in rural Europe4.1 Defining key competences for smart counselling on circular entrepreneurship in rural areas4.2 Development of the contents, format, activities, assessment and learning sequences for the Massive Open Online Course (MOOC)4.3 Organisation of a pilot intensive training programme (for local agents, trainers and other professionals supporting entrepreneurship in rural areas). It will include study visits and pilot activities with VET schools4.4 Evaluation of the results of the pilot training programme and transfer of improvements to the final version of the MOOC.Leader: WINTimetable: 01.03.2022 - 28.02.2023WG5: Knowledge transfer for the new European ruralities5.1 Creation and articulation of a transnational network for the promotion and development of the rural environment in the European Union through the Circular Economy5.2 Design of Circular.Rur Lab (open digital platform of intelligent specialisation for advice on CE initiatives, dedicated to training, accompanying and exploring, reflecting on and disseminating knowledge and experiences related to this topic).5.3 Pilot training sessions with SMEs, entrepreneurship support associations, local administrations and VET centres.Leader: CAPANNORITimetable: 01.09.2022 – 01.11.2023<< Results >>The results will advance the innovative character of rural development programmes and generate a significant toolkit of smart circular entrepreneurship support tools to be used by rural development practitioners and other stakeholders to support the transformation and development of rural enterprises to face the challenges of rural depopulation, lack of generational change and climate change.These are the expected results in relation to the specific Working Groups (WGs):1) Joint methodology for smart advice on new sustainable business opportunities in rural areas (PI1).2) Infographics of best practices of sustainable business models in rural areas (accessible with pictograms)3) Digital mapping of best practices (incorporating the previous deliverable)4) Benchmarking study on success factors of businesses based on the Circular Economy5) Toolbox for smart specialisation in new sustainable business opportunities in rural areas, adapted to the Green, Circular and Blue Economy and accessible to people with functional diversity and/or vulnerable groups (PI2)6) Digital diagnostic questionnaire (to check the viability of a business model)7) Smart Advice App8) MOOC for smart counselling on circular entrepreneurship in rural areas9) Training of trainers (Ireland) to validate and improve the MOOC10) MOOC Programme Evaluation Report11) Final version of the MOOC (PI3)12) Transnational network for the promotion and development of the rural environment in the EU through the CE13) Collaborative platform for training and smart mentoring of rural entrepreneurs in circular economy (PI4)14) 5 Multiplier events (1 European seminar, 3 Pilot sessions and 1 Final forum)In relation to transversal WGs:1) Intermediate and final financial and progress reports2) 4 coordination meetings (agenda, minutes, photo archive)3) Evaluation plan and intermediate and final reports4) Operational communication plan with an open access strategy; press clipping5) Website, creation of logo and project identity6) 100 contacts per partner7) Project account on 3 social networks8) 4 issues of the e-newsletter (3,200 distributions in total)9) Project presentation e-leaflet and video of results with testimonies (800 e-leaflets and 800 videos distributed in total) 10) Project space on the partners' website11) 1 Presentation event12) 4 Workshops with local stakeholders12) 5 multiplier events13) 1 project results publication on the Erasmus+ Platform.Once completed, the project will have provided strategic keys for the smart support of future circular entrepreneurs in rural areas and especially women and vulnerable groups living in rural areas. It will also have contributed to training and transferring advanced knowledge in relation to the circular economy to local development agents.The project will also contribute to raise awareness among the educational community of European VET schools about the CE approach and its potential for rural areas as an element of resilience to the challenge of climate change, promoting the generation of a discourse on the need for behavioural change regarding preferences, consumption habits and lifestyles of rural youth, extending it to the whole rural community.CIRCULAR.rur will be a forum for transformative reflection and exchange of best practices for the transfer of CE knowledge between the rural community (development agents, businesses, entrepreneurship support professionals, students and the rural population in general) and EU university and technology centres on the most potential measures to have a retaining effect on rural businesses."

SME and Higher Education Institutes in Innovation Partnerships (SHIP) will strengthen the knowledge triangle, building sustainable collaborative relationships between universities, SMEs and innovation support organizations. It responds to the problem of increasing fragmentation in the field of innovation promotion, especially the dislocation between those who generate knowledge that could spur innovation (HEIs), and those who can translate that knowledge into marketable strategies and use it to produce economic growth (SMEs). Since the SME sector accounts for 99% of all businesses, provides two thirds of private sector jobs and contributes more than half of the total value-added created by businesses in the EU, the implementation of greater innovation in SMEs in an effective and cost –efficient way is vital to fulfilling not only Europe’s economic objectives, but also those of a more equal and productive society with higher social and economic integration.To achieve its goals, the project entails: • Development of 4 Territorial Innovation Alliances involving 70+ stakeholders in 5 countries (Ireland + UK, Germany, Spain, Romania) • The development, piloting, publishing and promotion of open access, digital learning resource for European SMEs, training them in the specific skills needed for engaging in innovation transfer with HEIs and Horizon 2020 projects • The development, piloting, publishing and promotion of a multimedia Comparative Study and Case Study Guide for Innovation Transfer presenting effective and cost effective solutions for transmitting HEI research to SME contextThe project will consolidate cooperation as a key feature of the knowledge economy, reshaping traditional roles by multiplying outlets for HEIs to generate direct economic impact from their work, and breaking down barriers so that SMEs of all shapes and sizes can actively implement academic-based innovation to boost their own competitiveness, and that of the wider economy.

CONTEXTAt first, the term ‘gig’ was commonly used to refer to musicians who would play wherever they could, going from place to place to get paid for their performance. A gig economy nowadays represents an environment in which temporary positions are common and organisations contract with independent workers for short-term engagements. The whole idea behind the gig economy for its supporters is that individuals – who work as freelancers and do not sign any stable contract of employment – can sell their work on a task to task base. NEEDSLabour market dynamics are shifting rapidly driven by technological progress and globalization. At the same time, less people are keen to engage as a full-time employee and also more and more organizations do not issue fixed contracts anymore. Meanwhile, surprisingly little is known about the realities of ‘gig work’. Is it a liberating new form of self-employment or a new form of exploitation? There is a growing need to reflect on how society deals with these changes in a manner that protects and educates young people.Furthermore, education and training (towards work) is mainly set up as either a preparatory route towards becoming a professional (employee). And during the last decade, schools and training centers have set up more and more entrepreneurship training courses as well. These are mainly build on turning an idea into a viable businesses. In between these two there is a gap. AIMS AND OBJECTIVESLittle attention in education and training is geared towards the upcoming form of self employment found in the gig economy. That is exactly where our initiative has its main focus: preparing individuals and communities for the opportunities and threats of the gig economy, foremost those challenged by adversity.GIG facilitates knowledge development about the emerging GIG economy to share, discuss and develop effective methods to address the risks and opportunities of the GIG economy. We will develop and implement a dedicated Learning Campaign, a Training programme for those affected most by the gig economy labour market, form Regional Alliances and develop Regional strategies and resulting action plans.PARTICIPANTSGIG ensures crosss-sectorial cooperation allowing greater synergies across all fields of actions concerning the gig economy labour market. GIG not only educates people (starters on the labour market and those facing adversity) about the opportunities and threats the gig economy entails (IO2), it also unites all stakeholders that are affected by the changes the gig economy will bring; people directly affected by the gig economy labour market themselves but also educational institutes, local and regional authorities, policy makers, youth organisations, co-working spaces, employers organisations, etc. All these actors will join forces in the GIG regional alliances (IO3), understand the implications of the gig economy and create regional strategies and action plans (IO4) to address the gig economy together. GIG will prove to be a mutual learning process of all stakeholders through active direct involvement of 500+ participants during IO development, the set-up and execution of 4 regional alliances, 8 Multiplier Events and 2 Training Activities.INTANGIBLE RESULTS UPON COMPLETIONBy participating in the GIG project, learners will not only learn about the gig economy and the opportunities and threats it encompasses, when finalising their participation in the project they will be better equipped to enter the labour market and will be armed against the possible exploitation in the gig economy. By joining forces and setting up regional alliances, also stakeholders that are affected by the consequences of the gig economy will have better understanding of the concept and will be better equipped to prepare for this changing environment.TANGIBLE RESULTS UPON COMPLETIONGIG will develop four tangible Open Educational Resources:•IO1 - GIG - Learning Campaign•IO2 - GIG - Training programme for starters on the labour market and job seekers•IO3 - GIG - Regional Alliance set-up toolkit•IO4 - GIG - Regional strategy and action planThese concrete results will be shared with the target group ant other relevant stakeholders and interested external parties via Multiplier Events and other forms of communication.IMPACT & LONG TERM BENEFITSGIG effectuates a true change in knowledge, behaviour, perception and competences of the target groups involved concerning the emerging gig economy. In addition it will contribute a transformation in (employment) education practise, regional policy & cooperation.CONSORTIUMThe GIG consortium consists of 8 complementary partners from IE, NL, ES and ITA which operate in the field of vocational education & training or in education & regional employment policy making and execution, which all possess a regional and international cooperative orientation.

The Boundary Spanners Development Programme aims to break down the engagement barriers between the universities and their regional/ national/ international business stakeholders by enabling the boundary spanning skills of the higher education faculty, staff, and leadership. We believe that people are the most crucial factor in the transferring of knowledge and innovation across institutions, mobilising resources, triggering organisational change, and making an economic and societal impact in their regions. Ultimately, we aim to create “champions” and bridge the skills and knowledge gap by: i. identifying boundary spanning skills and practices of the HEIs and Businesses in their collaboration with each other ii. profiling and analysing 45 boundary spanners in HEIs and businesses in the partner regions and across Europe, while presenting 10+ of those in concise infographic formatiii. developing and pilot testing the Boundary Spanners Workshop Series with 60+ HEI staff in 4, and 45+ SME representatives in 3 partner regionsiv. facilitating 16+ (2 pairs from each HEI region) HEI and Business staff to benefit from University-Industry Staff Exchange Schemev. preparing and disseminating the Boundary Spanners Learning and Experience Collection, including 20+ (4x5) Personal Application Project (PAP) cases development and implementation reports, as well as 4 (4x1) PAP good practice videosvi. organising 8 regional events, policy workshop and Cascading Training to 200+ HEI and business representatives, enhancing exploitationvii. developing the models for boundary spanners community building, self-assessment and certification for the sustainability of the project results.The purpose of the Boundary Spanners Development Programme is to empower university faculty and leadership in enhancing the contribution of the HEIs in the regional economic and social development. The programme will be based on the University-Business Cooperation Ecosystem.