Creative and cultural entrepreneurship (CCE) is deemed to innovate the traditional outdated startups with new models, new practices and new governance structures in which the role of society will be enhanced in order to boost social cohesion, mitigate groups at risk and create new job opportunities. On top of this, CCE brings direct added value to promoting culture, cities, places and thus tourism, with an imminent impact on active citizenship and inclusive societies (Abbing, 2016). Nevertheless, there is limited evidence of emphasis being put on CCE in Europe overall (EC, 2018). Training and education are crucial determinants of inappropriately competitive advantage and profitability concerning entrepreneurship and innovation in creative and cultural industry in European and developing countries. Higher education institutions (HEIs) are playing a key role in shaping the next generation of CCE by providing the necessary training aimed at building the proper skills of potential cultural & creative entrepreneurs to achieve a proper startup & scaleup with their idea (and not be limited only to the startup stage). This is of critical importance within the European Union as the majority of startups do not achieve a proper scale-up stage and this is widely due to lack of proper training to access the required resources and networks that would ensure the scaleup. As entrepreneurship is a very dynamic field, HEI teachers & trainers are required to always co-create (transnationally) with entrepreneurs, mentors, investors, policy makers and society in order to ensure that their curricula are infused with the proper knowledge that would ensure the success of their graduates (Chesbrough, 2016). At this stage, in the field of CCE, such co-creation is widely absent – justifying thus, firstly, the limited CCE course offerings within European HEIs, and secondly, the lack of effectiveness of the existing (few) courses in terms of yielding successful CCE. Therefore, TraCCE adopts a transnational & multi-stakeholder approach in order to build a think-tank in CCE through a cross-country blending of complementary expertise towards developing (through open innovation & quadruple/quintuple helix co-creation): a higher education CCE Curriculum and a CCE Train the Trainers Toolkit that will be offered to academia & the CCE community (open access) through a virtual learning environment and piloted through two international workshops.TraCCE will build upon the following CCE skills in order to mitigate the confirmed skill-gap: CCE Opportunities & Idea Identification, including: CCE market opportunities identification, CCE pre-seed development, CCE business models for start-ups, developing partnerships / networks among creative and cultural entrepreneurs, sustainability & responsibility of creative and cultural entrepreneurs, CCE Scale-up and globalisation strategies (the notion of scaleup is of top priority for the EU startup scene), next-generation trends for creative and cultural entrepreneurs, CCE Case studies, including real life CCE examples, good and best practices. Such skills will include also advanced digitalisation abilities. Overall, these skills comply with the EU recommendations of skill-provisions from: SKILL GAP INDEX 2019, CEDEFOP’s report on Responsible Skill Promotion (2016); OECD’s report on Digital Entrepreneurship Skills for Young Entrepreneurs (2015); EU Commission’s JRC Report on 2035 Sustainable Economy (2015); EU’s EPALE platform report on Sustainable Business Skills (2017); EU Commissions New Skill Agenda for Europe (2016); WEF Report on Graduate Skills for Enterprise (2016).Additionally, TraCCE is aligned with the goals of Strategic Partnerships for academia-market-society collaboration and the promotion of innovation and best practices, of providing open education and innovative practices in a digital era, with the Headline Education Target and with the EU Higher Education Modernisation Agenda by providing incentives for higher education internationalization, market-oriented curriculum development, and co-creation with business through integrated features that will lead on the long term of better involvement and support from the market side to academia. On top of this, TraCCE contributes to the social & economic development of the EU by promoting the EU heritage and fostering social inclusion through cultural & creative entrepreneurship. Key numbers include: 80 EU-wide academic staff (different institutions) that will incorporate the CCE curriculum & train the trainers toolkit; 100 CCE stakeholders to be trained during the four international workshops; 35 EU & beyond CCE associations that will gain an open-innovation & quadruple/quintuple helix co-creation best practices; 700 registrants of the virtual learning environment, 300 CCE stakeholders/participants in the multiplier evens, 500 participants with fewer opportunities involved in the project, 48 000 people reached through dissemination.

“Creating a framework and developing contents for tomorrow’s youth centers” consists of equipping youth centers and youth organisations which are partners in the consortium with a series of competences and skills for young people and youth workers and working methods and tools for the same categories adapted to the needs of the future. More precisely, the application aims at creating a framework for tomorrow's youth centers, based on an innovative approach.PURPOSE AND OBJECTIVES:The purpose of the project is to create a framework and to develop contents for tomorrow’s youth centers- in the EU, involving 4 youth organisations and one public authority, over the period of two years and a half. OBJECTIVES:1. Developing and testing a set of tools for youth work (based on the criteria of the European Council Quality Label) in the four youth centers of the consortium over the period of two years and a half.2. Creating and testing needs-adapted contents focused on career planning and youth inclusion in the four youth centers of the consortium, over the period of two years and a half.3. Developing a platform for the use of young people in Timisoara and intersted in Timisoara (covering events, trainings, youth exchanges, etc.), over the period of two years and a half.WHY TRANSNATIONALThe project envisages both local (Timisoara City Hall(FITT) and transnational cooperation (Roter Baum- DE RIS-SL, Nuorisokeskus -FL and Universitat Autonoma de Barcelona-SP ) with the purpose of using a broad spectrum of experiences and qualifications (from different partners). The project has to be carried out at a transnational level, because it will pilot youth centers equipped for the needs of tomorrow's society. The pilot youth centers will become an example of good practice for youth centers elsewhere and the intellectual outputs, multiplier events and trainings foreseen in the project will reinforce its transnational dimension.The project will have several results that are not covered by intellectual outputs, multiplier events and training activities.1. Youth centers and participating organisations:-will increase their capacity of cooperating with organisations from abroad- the consortium will work together for 2 years and a half both on continuous activities and punctual events and meetings. As shown above, consortium partners in different combinations have worked together previously, but the scale of this project is bigger than any project of before.-will be prepared to offer solutions to young people for tomorrow's labour market- the activities in the project will focus on identifying skills and competences for the future-will contribute with information and support to the setting up of the European Area of Skills and Competencies-will improve their working methodology (synergies between training, education, youth activities)-will have a better approach in tackling social inclusion (young people with fewer opportunities)2. Youth workers in the four youth centers will be better equipped with competencies (through trainings and methodologies) to support young people for the jobs of tomorrow and will benefit from the conditions that an international work environment provides (25 staff and youth workers)3. Young people (60) will benefit from trainings on two major topics (career panning and access to labour market and social inclusion in the context of the youth center for tomorrow). 4.Young people will also become aware of the Erasmus plus Programme, of the benefits of a EU wide system of recognition of skills and competencies; young people will work and interact with youth workers and other young people from other EU countries. 5. Employees and collaborators of the consortium partners will develop their skills in working in project based activities and will build communication channels.6. Timisoara will increase its profile as city for young people- through the intelectual outputs and the activities, but also through the direct participation of Timisoara Municipality.And four intellectual outputs:1. Study on the needs of employees of a youth center that wants to acquire/implement quality standards – Quality Label for Youth Center (program of CoE) and methodology for youth work based on the standards2. Handbook for efficient correlation between youth centers’ activities and the labor market- use your creativity today to find a job tomorrow3. Compendium for youth work in the field on social inclusion and social equity in tomorrow’s youth center4. Timisoara for YOUth platform

There is an untapped potential for private investments in energy efficiency, especially in the residential private sector, due to non-technical barriers. Some EU countries have more developed markets and have shown significant good practices (ie. France), while others are lacking behind, especially in Central East Europe (energy service markets still sub-optimal but great opportunities for ambitious investments in deep refurbishment) and in South Europe (where energy consumption for heating in the housing sector is lower than it is in the North, making deep refurbishment investments based on EU policies less beneficiary). PadovaFIT EXPANDED starts from the recent experience of the IEE-funded PadovaFIT project (lead by CPD with SOGESCA as technical partner), focused on the the energy refurbishment of condominiums in the Padova metropolitan area, via an ESCO (selected with a public tender) and the use of standardized EPCs. The project builds on the experience (good and bad) generated in the Padova area (engagement actions, trained condominium facilitators, market players involvement, template contracts to be improved, financing products to be better elaborated) and aims at planning, creating and piloting a one-stop-shop dedicated to private residential buildings with an improved and financially sustainable business model, result of specific mapping of needs and SWOT analysis. The project aims at expanding the business model to the metropolitan area of Timisoara (RO) who will will adapt the model to the Romanian conditions, launching and piloting a one-stop-shop as well. The Bulgarian Energy Agency of Plovdiv will support the metropolitan areas of Vidin and Smolyan to prepare the ground, for the launching of sound one-stop-shops in Bulgaria. The consortium is integrated by an internationally renowned research centre (Bocconi University) expert in business modeling, 2 finance experts and Climate Alliance, a European network of local authorities for sustainability.

Cities across Europe are facing the challenge of regenerating abandoned or decaying public or private urban spaces. Public administrations, businesses and non-profit organizations are all engaged with the transformation of these spaces and a professional profile stands out: the Urban Innovator (UI), able to use social innovation tools to develop urban regeneration processes. Urban innovators are in high demand in the job market, however they still lack a clear recognition in terms of professional role and training at EU level.EUREKA is a Knowledge Alliance that addresses this need by promoting and formalizing the UI profile for the public and private sector through the creation on a multidisciplinary curriculum, designed by universities, enterprises, PA cooperating jointly.The main steps are:• Research on the needs of enterprises, PA and community-based groups, reaching a shared definition of the skills of the profile at the EU level;• The co-design of a training curriculum involving HEIs, enterprises, public and private organizations and former students;• A pilot action to deliver the training programme in the 4 local clusters of the Alliance (IT, ES, NL, RO) with the support of the transnational partner Trans Europe Halles (SE).• International learning motilities for students and enterprises• Four living-labs as spaces to study and work facing real life issues.The main expected results are:1. A new joint multidisciplinary curriculum with a mentoring scheme to manage the transformation of urban spaces, leading to the definition of UI profile2. A mutually supportive network and learning community of academics, practitioners and students in urban regeneration fieldsThe Alliance's impact:• HEIs capacity to update current urban planning training courses • Enterprises, PA and community-based groups to improve their answer to the needs for sustainable and participatory regeneration of urban spaces • Students’ employability and entrepreneurial skills

“emPOWERing the informal” is a project that has as main objectives:1.To increase the capacity and professionalism of youth workers in managing informal groups byunderstanding, adapting and implementing of existing EU tools for assessment and development of youth work competence and management competences.2.Mapping existing legal framework and practices that focus on informal groups through research and analysis of the evolution of informal groups as a social movement, aiming to making suggestions at national and international level on how policies can be improved to favor the growth of informal groups and the impact they have upon youngsters and the community they are based in.3.To promote to the public and private sector the missions of informal groups in the youth field and their skills and knowledge acquired by the young people in informal and nonformal contexts, and to favor their implication in the support of youth towards their first and/or stable employment.4.To create working synergies in the process of promoting a more active participation in societybased on collaboration, accepting and encouraging diversity and equal opportunities of youngpeople, promoting active citizenship and a non-discriminatory behavior.In order to reach the objectives mentioned the project proposes several activities among which we mention a few:1. Creating tool that has as a starting point the Council of Europe Youth Work Portfolio and comes insupport of youth workers to manage and involve informal groups in the youth field2. Creating a tool with examples of activities and non formal education and social intervention methods that help youth workers and informal groups to implement activities in their communities3. Developing a Good Practice guide of practices in managing informal groups of people andempowering them to become active citizens4. Developing www.theinformals.com -an online platform for informal groups from all the countries involved.5. Conducting one Research done on defining the informal groups of young people and also inidentifying the existing legal framework that focuses on informal groups.6. Involving 70 young people in activities planned in each partner community with the aim ofpromotion active citizenship, social inclusion, equal rights and non-discrimination 7. Organizing 11 multiplier events in order to promote and disseminate the results and resources build inside the project.8. Organizing 1 Youth Mobility for informal groups and 1 Mobility for Youth WorkersThe expected impact is: (1) a better acknowledgement and recognition of informal groups and the role of youth workers in managing them, (2) a better interaction with local authorities responsible with youth policies, (3) promoting EU good practices in the youth field towards local relevant actors and facilitate a cross-sector collaboration at a national and international level, (4) to improve the efficacy of youth worker’s support tools, and, finally, (5) to enhance the importance of the learning processes and learning outcomes that occur in informal and non formal contexts and have an impact upon the professional development of young people and, therefore, an impact upon the insertion of youth on the labor market.