EX ANTE
Network of European Regions
to prevent Social Exclusion
NETWORK OF EUROPEAN REGIONS
TO PREVENT SOCIAL EXCLUSION
ANNEX X
TRANSNATIONAL COLLABORATION PLAN
EX ANTE
Final Report
TABLE OF CONTENTS
TABLE OF CONTENTS
INTRODUCTION
TRANSNATIONAL COLLABORATION
CONCEPT AND FACTORS
AIMS OF TRANSNATIONAL COLLABORATION
IMPACT OF TRANSNATIONALITY
COLLABORATION STRUCTURE
TRASNATIONAL COLLABORATION DURING THE PROJECT LIFE-CYCLE
TRASNATIONAL CO-ORDINATION MODEL
EXAMPLE OF TRANSNATIONAL COLLABORATION
CONCLUSIONS
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INTRODUCTION
The EX ANTE project builds on an existing collaboration framework among Regional
Administrations (developed in ADAPT) to address the issue of how transnational exchange of
experiences and development of innovative practices may help preventing social exclusion.
The partnership consists of:

The Consellería de Familia e Promoción do Emprego, Muller e Xuventude. Xunta de
Galicia. Spain

ENAIP. Regione Emilia – Romagna. Italy.

Wales Information Network (WIN). University of Wales Aberystwyth. U.K.

Centro Regional de Segurança Social do Norte – CRSSN. Porto. Portugal.

FIM-Psychologie, University of Erlangen. Germany.

Scienter España. Spain.
The scheme is generated from an important and previous collaboration experience of the
involved Regions within the J100-REGIONES project in the framework of the ADAPT
Programme and in its continuation in ADAPT BIS with the REGIONES BIS project. The
partnership has however been extended to the Norte Region of Portugal (Centro Regional de
Segurança Social do Norte – CRSSN).
SCIENTER has played a role of Technical Transnational Secretariat in both of the quoted
projects. Its functions have included facilitating communication among the transnational
partners, technical assistance, co-ordination, support to the organisation/ moderation of the
transnational meetings and participation in the GOMP-Group of Orientation and Monitoring of
the Project.
The EX ANTE partnership is organised in two dimensions:
1. REGIONAL dimension: establishment of regional Round Tables gathering 4 times during
the 12 months and will constitute the concertation and contextualisation platform for the
whole project.
2. TRANSNATIONAL/EUROPEAN dimension: the Steering group will be established with
the participation of the main partners; it will meet four times during the 12 months of the
project duration and will hold two audio conferences between the meetings.
The Steering group represents the European co-ordinating structure of the project. It will be
responsible for defining the operational programme of the whole project, assessing results
and identifying corrective measures at transnational level.
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TRANSNATIONAL COLLABORATION
CONCEPT AND FACTORS
Transnational collaboration, or work in association to know each
other, to exchange experiences, to develop common work tools and
even to share common efforts, is a key element to every European
project.
Building working relationships with other organisations especially
those in another country where culture, context and work traditions
are different takes a lot of thought and understanding. The first rule,
therefore, is ‘know your partners’, sit down to begin to know each
others’ working methods, particularly relating to difficult issues like
financial tracking and reporting, and to understand each other’s
expectations of how the project will unfold, to clearly define and
document individual roles and responsibilities.
A partnership is not a one-off meeting at which partners come
together to listen to each other but not interact over an extended
period. It involves all partners throughout the project, from planning
through to evaluation and final reporting. Collaboration occurs during
the whole project life cycle.
Thus, some factors are crucial when it comes to successful
transnational partnerships1:
1. Number of partners: have between two and four transnational
partners with at least one having previous experience of
transnational co-operation. For five or more partners it is
necessary to set up a really well structured co-ordination
mechanism.
2. Nature of partners: have partners which are compatible in:
- their main objectives and the core activities of the
participating organisations;
- their expectations concerning the outcomes of the
transnational work;
“Transnationality works! If you work at it!” The ADAPT and Employment Community Initiative Innovations
(1999), available in English and French from EUROPS: http://www.europs.be
1
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- their motivation and commitment to transnational work;
- their use of a common working language;
- and, to create mutual added-value, which complement each
other as regards expertise on, and under-standing of, the key
issues on which the transnational co-operation will focus.
3. Partnership arrangement: have a co-operation document, which
includes:
- well defined transnational objectives
- initial specifications of the final products
- a (flexible) planning of activities, within a clear time frame
- an allocation of tasks and responsibilities for outputs
- agreements on procedures for the management of the
partnership and its activities
4. Trasnational collaboration process: foster the co-operation
process by:
- starting with a sufficiently long, ‘getting-to-know each other’
phase;
- ensuring an on-going flow of information to and from
partners in-between meetings;
- organising well planned transnational meetings and events;
- striking a good balance between work and social activities.
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AIMS OF TRANSNATIONAL COLLABORATION
Transnational collaboration provides learning opportunities, coordinated action, comprehensive overage and are in the best
interests of the final beneficiaries. Every transnational co-operation
model can be developed aiming at different levels, which implies to
obtain different outcomes.
Thus,
PARTNERS AIM AT…
1- Meeting to know each other
2- Gathering to exchange not only
collaboration experiences but also
best practices
3- Trying to develop common work
tools, to improve the management
and innovation skills of their
systems
4- Sharing efforts at a higher
specialised level (focusing on
users, resources…) to develop a
common policy according to joint
objectives in order to cope with
common problems
The initial phase is meeting to know each other, to learn from the
different realities involved and compare issues of common interest.
The step further is to gather to exchange not only collaboration
experiences but also best practices. As an example, the results of
these activities can be comparative, state of the art reviews in which
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partners describe and compare issues of common interest aiming at
informing interested parties as well as fostering policy debate.
When partners aim at trying to develop common work tools, the
outcomes of such partnership shall be products based on the
experiences which aim to improve the management and innovation
skills of their systems, that is, the situation of participants on a given
issue.
Sharing efforts at a higher specialised level (focusing on users,
resources…) to develop a common policy according to joint
objectives in order to cope with common problems is the most
specialised level. The partnership will focus on issues which are in
the limelight of policy development and all the participants will have
contacts with policy makers either directly, or via national
organisations.
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IMPACT OF TRANSNATIONALITY
Transnational collaboration brings different kinds of changes
achieved as a result. A model of concentric circles, or the “stone in
the pond” approach 2 can be applied to explain the impact of
trasnational collaboration on the whole project:
4 -POLICIES:
RECOMMENDATIONS
REGULATIONS
3 - OTHER
ORGANISATIONS
2 - PROMOTER’S
ORGANISATION
1 - PARTICIPANTS
in the project
IMPACT ON
It starts with those effects, which are closest to the project and, by
gradually extending the point of view, ends with the most farreaching types of impact:

The inner circle covers the effects on the project participants in
the transnational activities

The second circle covers influences of transnational cooperation on the promoter’s own organisation. It deals with the
“Transnationality works! If you work at it!” The ADAPT and Employment Community Initiative Innovations
(1999), available in English and French from EUROPS: http://www.europs.be/
2
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changes in the organisations in terms of its activities and
status, and also with the effects on its staff
The third circle covers the impact on other organisations. Here
a distinction is made between bodies, which are structurally
related to the promoter’s organisation (such as other
institutions in a national network or other support
organisations) and bodies, which carry out similar tasks but
which are not related to the promoter’s organisation
The outer circle covers the impact on policy bodies. Again two
levels of impact can be distinguished. Results of transnational
co-operation can have an influence on actual policies, as
demonstrated in new policies, regulations or proposals and,
secondly, on the processes or debates which aim to formulate
such new policies or regulations.
The opportunities for the partnership to achieve impact within the
various circles differ considerably.
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COLLABORATION STRUCTURE
The collaboration framework can be structured in different ways,
from a simple structure up to a highly developed one:
1. Study visits: the main aims of the Study visits are to make
partners familiar with new approaches to respond to their needs.
During study visits comparison of situations, challenges and,
solutions take place, as part of joint working groups, through
transnational workshops or as part of transnational surveys. They
are also useful to prepare for wider scale dissemination as
nothing works better than a first-hand demonstration.
2. Seminars (both mid-term and final Seminars) are the next step.
They represent a good chance for the partnership to exchange
information and good practices. Seminars are also a fine tool for
disseminating project results.
3. Working groups divided into particular subjects addressing
project interests are the next step for the partnership to develop a
more structured collaboration framework
4. Task forces and Thematic work groups are the most elaborated
structure a partnership can choose to develop its activities.
The more planned the procedure is, the more it becomes a
benchmarking exercise. Benchmarking is a structured way of
enabling countries, regions, organisations and companies to
improve their policies and their practices by comparing them with
those of others. The application of such a dynamic comparative
process, at transnational level, enables promoters to identify good
practice, which can serve as a point of reference for national
activities, and provide points for improving the quality of their own
services.
TRASNATIONAL COLLABORATION DURING THE PROJECT
LIFE-CYCLE
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Transnational collaboration reinforces the implementation of a
project in all its phases. Since its conception, partners play an
indispensable role in achieving project success.
Trasnational collaboration can be developed through a starting
partnership in which partners do not know each other very well
towards a more structured one in which partners do get used to
work together and create a highly structured partnership. Partners
will be involved in all the project phases (from planing, designing
and developing outcomes to disseminating and evaluating project
results) and they will be the main actors to decide how to perform
their play.
TRASNATIONAL CO-ORDINATION MODEL
The first trasnational co-ordination model is the “hospitality model for
trasnationality” in which each one of the partners assumes co.ordination following a rotation mechanism. The centralised model is
a more structured one: co-ordination lies on one institution, which is
the strongest linkage between partner and ensures an on-going flow
of information to and from partners in-between meetings. These
models are very effective for partnerships that have between two
and four transnational partners with at least one having previous
experience of transnational co-operation.
It is still possible to have effective partnerships with five or more
partners but it is necessary to set up a really well structured coordination mechanism: the “co-ordination by task” model is a more
specialised one: there is a general co-ordinator and different
partners assume co-ordination by tasks addressed in the project.
The most developed model is based on a Monitoring Group, which
includes one or two representatives from each partner involved and
manages transnationality within the project. This group is
responsible for the global monitoring of the project, as well as
management of the whole project and decision-making in relation to
any corrections to be made in itinere. A Technical Transnational
Secretariat can assist the Monitoring group to define the operating
mechanisms for the transnational activities and the criteria for the
assessment and strategic communication of the results of the
project.
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Thus, the Trasnational collaboration scheme can be as follows:
TRASNATIONAL
COLLABORATION
Aims
LEVELS
1
To know
2
To exchange
3
4
Common work
tools
Other
organisations
Common
policy
Policies
(recommendat
ions,
regulations)

Task
forces

Thematic
work
groups
Highly
Structured
partnership
Impact on
Participants in Promoter’s
the project
organisation
Structure
Study visits
Seminars
Working
groups
Life-cycle
Starting
partnership
A more
developed
partnership
Towards a
highly
developed
structure
Co-ordination
by task
Co-ordination model Hospitality
Centralised
model for
trasnationality
Monitoring
Group +
Technical
Transnational
Secretariat
The higher the level, the stronger the partnership’ commitment and
the outcomes achieved. The transnational collaboration structure
varies according to the selected level. As the implication of the
partners involved increases, the financial and human resources do
grow according to the higher model used. Thus, at level 1, partners
have to involve persons to know each others’ context and realities;
as we go up to level 2, teams and not only individuals have to be
involved in order to collect experiences and excellence cases.
In level 3, different teams have to gather in order to elaborate the
information collected and design common work tools. The highest
level implies long term common investment, as a whole system is
being involved. Whilst at a basic level, the exchange of expertise
and experience with transnational partners may be interesting and
mutually useful, it is only really at the highest levels of transnational
working, such as joint development work that common solutions to
common problems may be found.
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Most projects are in the first or second levels. However, projects
carried out in the frame of the LEONARDO or SOCRATES EC
programmes are in levels two or three, exchanging best practices
and elaborating joint work tools that are being afterwards
disseminated among relevant target groups concerned.
As an example, the selection criteria contained in the “Socrates
Guidelines For Applicants For The Year 2000”3 will take into account
the following quality indicators, among others:

The transversal character of the partnership, for example through
the participation of different kinds of organisations or the
collaboration of actors from different sectors;

The European dimension of the project, demonstrated in terms of
the scale and scope of the project and/or the project’s capacity to
compare and cross-fertilise experiences obtained in various
national (including regional) contexts.
Collaboration and capacity to compare transnational experiences
are highlighted. Innovative methodologies for the collaborative
design and the identification and creation of conditions for the
adaptation and transfer of successful innovative approaches are
considered key points proposals are expected to give rise.
Some ADAPT projects are also in levels 2 or 3. In the following
example a highly developed structure that goes from level 2-3
towards a more complex and elaborated collaboration model is
shown.
“SOCRATES GUIDELINES FOR APPLICANTS FOR THE YEAR 2000” available at
http://www.europa.eu.int/comm/education/socrates/observation/call.html#call
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EXAMPLE OF TRANSNATIONAL COLLABORATION
REGIONES BIS TRANSNATIONAL MODEL
The REGIONES BIS transnational project is based on a mediumterm co-operation agreement among 9 European regions from 6
member states of the European Union.






Belgium:
Bruxelles,
Wallonie
Germany: Bayern
Spain: Andalucía, Castilla y
León, Illes Balears
France: Pays de la Loire
Italy: Emilia-Romagna
Great Britain: Wales
Wales
Pays de la
Loire
Bruxelles
Wallonie
Bayern
As a consequence of what
Castilla y
León
Andalucía
was developed in the J100
REGIONES partnership and
in order to consolidate,
EmiliaIlles
Balears
simplify and disseminate the
Romagna
operating methods already
experimented in 1996-97 the
partnership has continued and
developed its collaboration model from an “Information Society”
view.
The Project Steering and Monitoring Group (GOMP), which includes
two representatives from each region involved, manage the
transnational side of the project. This group was responsible for the
global monitoring of the project, as well as management of the
whole project and decision-making in relation to any corrections to
be made in itinere. The GOMP met every three months.
The transnational activities envisaged for this project were:

Overall management of the international partnership;

Technical groups divided into groups for training processes and
systems, thematic groups and sector groups (the latter being
open to the direct participation of the companies);
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Open and Distance Learning;
Dissemination J100 Regiones’ and new results;
Personnel exchanges;
Joint research activities;
Joint development of products and/or services;
Bilateral or "tailor-made" activities, to be set up on the basis of
specific proposals made by two or more Regions from different
countries, in relation to themes of common interest;
Organisation of conferences and seminars.
The Presidency of the GOMP was changed every three months in
accordance with the Region holding the meeting. There is an
Executive Group (3 members, rotated) which manages the
transnational activities between one meeting and the next. The
GOMP also had the assistance of the Transnational Technical
Secretary's Office (TTS) to define the operating mechanisms for the
transnational activities and the criteria for the assessment and
strategic communication of the results of the project. It has worked
organising meetings, translating and communicating, drawing up
meeting reports and setting up quality, communication, monitoring
and assessment plans. TTS was based in SCIENTER, a non-profit
making research and technical assistance organisation, specialised
in European training system innovation projects, in Bologna (Italy)
and Granada (Spain).
For every activity group and for every economic activity sector
considered to be important to the project, a Co-ordinating Region
and a central work group were defined, which had the assistance of
the Transnational Technical Secretary's Office for the co-ordination
and implementation of the specific activities envisaged.
The importance REGIONES BIS attributes to communication is
emphasised by the decision to publish a newsletter via e-mail every
three months, entitled “REGIONES BIS ADAPT Newsletter”. This is
drawn up by the Editor of the Transnational Technical Secretary's
Office, with the help of all the persons involved in the project at the
various levels. It is published in four languages (French, Italian,
Spanish and English).
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Andalucía
Bayern
Castilla y León
Emilia-Romagna
Illes Balears
Bruxelles
Pays de la Loire
Wales
Wallonie
GOMP - Project Orientation and
Monitoring Group
---------------------------------------------------Secretariat c/o SCIENTER
Topic-oriented groups:
Training process and
system groups:





A.DEVEL:Territorial
development
A.EVALU:Training
activities’
assessment and
implementation
appraisal
A.FORMA: Training
of trainers
A.ORIENT:
Guidance and
Lifelong Learning

B.COMEL:
Electronic
commerce
B.LABOR:
Organisation of
labour in the
Information Society
Sector-specific groups:




SME
USERS
GROUP
C.AGRIND:
Agroindustry Added value process
of the agricultural
products
C.CONSTR:
Building
C.TEXCAL:
Textile/fashion/
shoes
C.TOUR: Tourism
NEWSLETTER
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CONCLUSIONS
Transnational collaboration brings about significant changes in
people, organisations and policies. But these successes can only be
achieved if all involved parties work at it. Successful transnationality
implies interaction between all parties at all levels:
1. Between policy makers at European level, to establish
conditions which foster effective processes, enable the joint
analysis of outcomes and support their widest application.
2. Between policy makers at national level, bodies involved in
the dissemination of innovations and promoters to jointly
produce outcomes, which respond to their national needs.
3. And, of course, between promoters in different Member
States who will produce the tangible innovations.
Such interaction ensures that the transnational outcomes are more
than the mere sum of the outcomes of their individual projects.
This co-operation is an enriching process adding value to the
products, approaches, and tools produced. Now, it is up to the EX
ANTE partnership to work on it.
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