Sustaining Erasmus Project Outcomes: Comparing Internal Buy-in and NGO Spin-off Models

Abstract

This paper explores the lessons learned from two distinct sustainability models for post-EU Erasmus projects. The first model focused on an internal buy-in process by leveraging existing organizational structures and resources to sustain project outcomes. The second model involved spinning-off the project by forming a new national NGO dedicated to extending the mission of the EU-funded initiatives. The internal buy-in process demonstrated the importance of early and continuous engagement with key organizational stakeholders. This approach facilitated seamless integration of project outcomes into the organization’s ongoing activities, ensuring sustainability through established channels and resources. Key lessons included the necessity of clear communication, alignment of project goals with organizational priorities, and the cultivation of internal champions to drive the initiative forward. In contrast, the spin-off model highlighted the potential for greater flexibility and innovation by establishing a new entity outside the university. The formation of a national NGO allowed for a focused and dedicated effort to continue the project’s mission, attracting new stakeholders and funding opportunities. This approach underscored the value of strategic partnerships, the ability to adapt to changing environments, and the importance of a clear and compelling vision to garner support. Both models offer valuable insights into the complexities of sustaining project outcomes beyond the initial funding period. The paper concludes with recommendations for future projects, emphasizing the need for a tailored approach that considers each initiative’s unique context and goals.