Erasmus+ South Med, Iraq, Iran, Yemen

The aim: why this e-Booth?

This space has been created for you to: 

  • Provide information on the CBHE projects in the region, and in your country. 
  • Provide information, advice, and good practices that are useful and necessary for the successful launching and implementation of your project and its monitoring. 
  • Raise awareness about the challenges you may face, and especially provide some good “recipes” to overcome them. 
  • Identify other projects dealing with the same activitiesthemes and scopes, to create synergies and capitalise on their results. 
  • Provide information on the role of the Erasmus+ National Offices in each country, and to what extent they can support you in your CBHE adventure. 
  • Give you some inspiration based on our projects experience and life. 
  • And, finally, to assure you that you will never be alone in this amazing experience! 

South-Mediterranean region, Iraq, Iran and Yemen in Erasmus+ 2014-2020 

The South Mediterranean region (Region 3) belongs to what is known as the EU's neighbourhood. It includes 10 countries: Morocco, Algeria, Tunisia, Libya, Egypt, Lebanon, Jordan, Palestine, Syria and Israel. This is an important region in the Erasmus+ dynamics in general, and in CBHE projects in particular. The region alone receives 20% of the total number of capacity building projects, over 20% of the entire ICM budget (KA107), for a total of 209 projects from 2014 to 2020 (908 total projects), involving around 340 HEI institutions. How lucky we are to belong to this beautiful region! The success average rate in the region is 12% (vs 16% global rate): 46% are curricula development projects26% are projects on the modernization of management and governance, and 28% are projects on the strengthening of relationships with the wider society26 of these projects are structural, and 20% have a regional scope.  

The top 3 European countries that have been closely working with the SMED region are Spain, France and Italy. 

Iraq, Iran and Yemen” belong to Region 9. 15 CBHE projects have been funded, and they involve around 45 HEIs.   


CBHE projects have focused on a wide range of topics, so far:  

  • University governance and management: Information systems and Quality assurance. 
  • Internationalization. 
  • Development of curricula in growing strategic sectors. 
  • Diversification and professionalization of the training offer. 
  • E-learning, as well as open and distance learning. 
  • Alignment with the Bologna process (the ECTS credit system, European Standards, the European Qualification Framework, Student-centered approaches, etc.). 
  • Inclusive education. 
  • Employability and entrepreneurship. 
  • Innovation and technology transfer. 

More inspirations, details and networking
The list of CBHE projects for 2014-2019  
The Platform of CBHE projects results  
Regional fact sheets 
Country fact sheets 


The issue of impact is at the heart of a CBHE project from its beginning to its end, and even beyond. Partners and stakeholders are encouraged to think about it, evaluate it, follow it, and capitalize on it. 

The impacts of CBHE projects in the framework of Erasmus+ 2015-2020 have been various and concern different levels 

More inspirations, details and networking
Regional impact study of CBHE projects 

Main topic

National Erasmus+ Office (NEO): Who are we? 

NEO’s missions: 

The Office acts as a coordination center between the stakeholders associated with the Erasmus+ program in the field of higher education, and thereby contributes to increasing awareness, visibility, relevance, efficiency, effectiveness, and impact of the international dimension of Erasmus+. 

The mission of the Office is to:
- Promote and provide information on the Erasmus+ program and its actions.
- Support candidates and participants.
- Support Grant holders to implement effectively their projects by giving advice, creating synergies, and sharing good practices.
- Ensure the follow-up (monitoring) of funded projects.
- Share good practices and successful experiences.
- Open up the program to other stakeholders and broaden its impact.
- Mobilize the Alumni community.  

→ Contact your NEO: see useful links  

→ We will be happy to meet you in the Live sessions (Wednesday, Thursday and Friday)  

 1, 2, 3 years ... and go! 

 “To do’s check-list” 

Current Challenges 

You will face several challenges:  
below are a few of them, and some tips on how to overcome them. Please remember that your Project Officer, the EACEA team and the NEO are there to support you:  Do not hesitate to contact us! 


Challenge 1 - The current pandemic context“CBHE projects in COVID-19 mode!” 

As a consequence of the pandemic, several lockdowns have been in force. The activities of your projects had been thought and designed before the COVID-19 breakout. Their implementation is facing a crisis and the consequences related to itShould we stop, then 

What to do? 

Review your work plan, discuss it with the partners, and have it validated by the program officer. 
Some activities can be done virtually and onlinestart with these kinds of activities and be sure to maintain the same high standards and quality of the deliverables. 
 Other activities that cannot be done remotely: postpone them or replace them.  

Read the article: la continuité malgrès le confinement

The first virtual mobility experience Université Virtuelle de Tunis & Unicollaboration  

A crisis could also be an opportunity for... 

More dissemination, more impact, more solidarity  

Listen to our project experience: 

MARMOOC (2016-2019): Mr Reklaoui (Morocco)

✓ Fighting COVID-19:  Valorizing the results, equipment and activities of the project in scientific research. 

Read the article: textiles virucides pour faire face au COVID-19
Read the article: Risks and opportunities of Covid-19 in higher education in Tunisia

Inspiration from our projects: 

WILLIAM project (2018-2021)

Challenge 2 - Complex and non-flexible financial and administrative procedures 

They can cause delays in the acquisition of equipment, payment of staff costs and, therefore, delays in projects activities.  
✓ Involve your leaders from the beginning of the project to support you at the right moment. Agree with them about the modalities of payments and procedures. 
✓ Contact your NEO to give you some early advice on specific procedures (VAT exemption procedures, customs procedures, tendering etc.): specific guidelines and materials per country are available for you. The NEOs have developed specific guidelines by country; you can consult them in the useful links section. 


Challenge 3 - Institutional ownership  

From now on, you should involve your leaders and the right qualified staff from your department, institute, and university in your project activities. This has a great impact on the quality of your project, as well as on its sustainability. 

Challenge 4 - Dissemination vs Promotion 

✓ Dissemination must answer this question: How can we use what we have learned?  
✓ Dissemination guarantees a wider impact. See good practices” from our projects. 

Challenge 5 - Project impact and its measure  

✓ Impact is the effect that the activities performed and their results have on people, practices, organizations and systems. Dissemination and exploitation of results can help maximize the effects of the activities carried out, so that they have an impact on current participants and partners even in the years to come 
✓ Even if the impact of the project and its indicators have already been defined in your application, the big challenges are monitoring, data collection, analysis and dissemination of results. 

Challenge 6 - Project sustainability  

✓ A project is sustainable when it continues to deliver benefits to [its] beneficiaries and/or other stakeholders. For many projects, this is one of the main challenges.  
✓ Project sustainability can be considered from several perspectives, including: 
✓ Financial sustainability; 
✓ Organizational sustainability; 
✓ Operational sustainability; 
✓ Replication of project results. 

Challenge 7 - Limited involvement of non-academic partners  

Of over 205 projects funded, around 90 non-academic partners (associations, council chambers, private societies) are part of these dynamics (1000 instances). This is a very important challenge when it comes to widening the impact of the CBHE projects.  
✓ Even if they are not yet in your consortium, it is not too late to identify relevant non-academic partners and  invite them to join you. They could help with the dissemination part, they could take part in trainings, and they could also be interested in your activities and products.   
✓ Your NEO could give you some ideas, and suggest stakeholders and partners from other projects. 

-> Your Country specific challenges: contact your NEO! 

Existing Initiatives

Morocco: (for more details: contact your NEO) 

Projects initiatives 

NEO initiatives:   

  • “Erasmus Modules DataBase”: A compilation of modules created by CBHE projects. 

  • Erasmus Academy

  • Observatoire de l’impact Erasmus 

  • Erasmus+ skills directory (Annuaire des compétences Erasmus+)   

 → Lebanon:  (for more details: contact your NEO) 

Projects initiatives 

NEO initiatives 

  • Guidelines for Institutional Ownership. 

  • New follow-up policy reinforcing the existing monitoring exercise. 

 → Palestine: (for more details: contact your NEO) 

  • Projects that match on specific points or activities will cooperate in executing such activities to avoid redundancy of activities in CBHE projects. 

  • The NEO will make sure to take part in projects’ kick-off meetings to give technical guidelines to project coordinators and partners from the beginning.  

→ Tunisia: (for more details: contact your NEO) 

Projects initiatives

NEO initiatives

More information

Here we focus on specific categories of projects to highlight their specific challenges, and how you could manage them.

  • Curricula development projects.
  • Structural projects.
  • Regional and cross-regional projects.

Curricula development projects: 

Challenge 1/ Accreditation and launching of the curricula in the second year, and involvement of junior professors and PhD candidates.

Listen to our project experience:

Project MEHMED (2019-2021): Mr Chouraq (Morocco)

Challenge 2/ Ensure the sustainability of the Masters programs by receiving institutional support, launching partnerships, and through ICM mobility (don’t miss the project MABIOVA experience on sustainability best practices).

Structural projects: 

Challenge 3/ Ministry and local authorities’ constant and solid involvement in order to guarantee an impact on the system, and to ensure better national valorization and sustainability.

Listen to our project experience:

 Project SALEEM (2017-2021): M. KETTANI (Morocco)

Regional and cross-regional projects: 

Regional and cross-regional projects are an important component as they promote and foster regional integration and south-south cooperation.

Challenge 4/ How to make the south-south students' mobility attractive to students?

Challenge 5/ Introducing the intercultural dimension in all regional projects (in whichever discipline):

Listen to our project experience:

  Project DIREMED (2016-2019): Mr Diani (Morocco)

Challenge 6/ How to involve a multitude of partners, clarify their responsibilities and master quality?

Listen to our project experience:

Projects Afreqeen (2016-2020) & DAFRALI (2016-2020) projects:

Mr Luc Martin (Morocco)

Best practices and success stories

Best practices (BP):

BP1: Purchase your equipment as early as possible! 

  • Buy your equipment as soon as possible, ideally at the start of the second year.
  • Respect the purchasing procedure (rules on call of tenders, transparency, cost-effectiveness etc.).
  • Draft an inventory sheet of the material at the university / institution, and label the material with a "Funded by EU + logo, Erasmus CBHE project code + logo" sticker.
  • For VAT exemption procedures and customs exemption: contact your NEO. 

BP2: Internal coordination: “Explain, document and communicate”    

  • Explain in detail the rules, the provisions, and the requirements of the Agency concerning the documentation. A Project Management manual is a good practice. It is intended for partners and stakeholders to provide details on organization, management structure, procedures, planning of deliverables, communication procedures, document formats etc.
  • In addition to the steering committee’s meetings, plan meetings between national partners.

Inspiration from our projects:

FOSTEX project Management manual outline 

BP3: Be ready for post-project audit: document and record!

  • Think about documenting all your activities from the very first day and the very first activity, collecting supporting documents, filling timesheets and, above all, linking them to activities and results.
  • Explain these obligations to your partners (the management manual is a good practice).

BP4: Let’s benchmark! 

Your project plans to carry out a Benchmarking? This comparative analysis includes:

  • Identification of good practices in the European context. 
  • Definition of the necessary conditions and prerequisites for the project’s implementation in your country.
  • Conduction of a comparative analysis (European context vs local reality) to identify the practices transferable to your context. 

BP5:  Quality assurance: quality is a priority!

  • “Quality” concerns both the deliverables and the process!  
  • It is important to involve all the partners: quality is, and must be, everyone’s priority and concern (not only the coordinator business!!).
  • “Scientific and technical committees” external to the consortium to monitor the quality of the deliverables.
  • A “Delivery plan” (plan de livraison) is a good tool for a better understanding of the activities to be carried out, and their monitoring. 

Listen to our project experience:

Projets PACES + INSIDE: Mme Selmaoui (Morocco)

BP6: Training, a cornerstone of CBHE projects

  • Training must be consistent (engineering) and target the appropriate personnel.
  • Evaluate trainees and provide them with certificates.
  • Submit training to internal and/or external quality assurance evaluation processes.
  • Job shadowing: a training of longer duration for a reduced number of people, if you judge that its impact on the project and its activities could be more interesting than a few days of training for a larger number of people (provided that you value, capitalize and disseminate). 

Listen to our project experience:

Project INSITES team (Morocco)

BP7: Communicate… always and forever!

As with internal communication, external communication is also crucial to enhance the visibility of your project and help with the effectiveness of dissemination endeavours.

Here is a compilation of best practices highlighted from our projects, with an example from each project.

Listen to our project experience:

DireMed project (2016-2020)

BP8: Dissemination: “How can we use what we’ve learned?

  • Who is your audience? Think beyond your network. 
  • Include participants & whole organizations.
  • Identify strengths in the project team: video / social media / writing / photography...
  • Keep a record of everything!
  • Assess the plan periodically: who has been reached, so far? 
  • Adapt your guidelines and products to your audience; simplify them when necessary. 

BP9: Impact in five steps

Step 1:  Define your criteria and indicators to assess your project impact (check your LFM) and the situation BEFORE and AFTER.

Step 2: Collect data throughout the project implementation.

Step 3: Analyse data with your partners to check your objectives and the effectiveness of your activities. 

Step 4: Collect data after the end of the project period. 

Step 5: Analyse data and share results with internal stakeholders (your partners) and external ones (NEOs, Ministries, EACEA, etc.) 

BP10: Sustainability 

Sustainability is a major challenge. Some good practices were identified in some of our projects:

  • Incorporate other domains or entities.
  • Make a strategy and a financial plan. The earlier the issue of sustainability is tackled, the better!
  • Involve PhD candidates, post docs and junior professors to ensure the continuity of your project.
  • Integrate international networks and work with your European partners to develop double diplomas.
  • Open up the consortium to other partners, if they can help sustain your project.
  • Work with your European partners to apply for a KA107 international credit mobility project.
  • Involve your Ministry of HE and other relevant national stakeholders in your project as early as possible.
  • Your consortium can be the seed of a scientific network, an NGO, a start-up etc.

Listen to our project experience:
MABIOVA project: M. Smouni (Morocco)

Rumi project (Tempus): from a project to an NGO


The project digital preservation strategy,, is an example of how to ensure that project results in digital formats remain available and accessible to the public beyond the end of the project. It also show how outputs can be replicated in different contexts, such as the OpenMed online course, which has been made available in a variety of formats that can be used again (

BP11: Valorize your results:

  • Develop interactions with other Erasmus + projects, Horizon Europe, and other funding.
  • Promotion of results through scientific research: new areas of research, publication of research articles, supervision of theses.

Listen to our project experience:
OpenMED regional project: M. K. Berrada 

More inspiration from our project: 

GeoNetC Iraq/Iran - Research article

BP12: Stay relaxed, be patient and enjoy the experience...

  • The project implementation can sometimes be very challenging and present difficulties. You need to feed and maintain your mental and physical health by exercising, practicing yoga, and meditation ...
  • A project is also made of women and men passionate about education and international cooperation, so enjoy the new friendships.

Project Insipre (2019-2021): Dr. Al Zuwayny (Iraq)

Success stories:

Education and employment for all 

Students with Disabilities - Paces project (2017-2021)

Refugees - RESCUE project regional:

Be a student and an entrepreneur!

Saleem project (2017-2021) - Regional

 “Assessing” for success:
TAP project (2016-2019) - Palestine 

Library & Resources

PDF and PPT:
REPORT-Erasmus in Morocco-colors, numbers and lives -2014-2019 
Guide de bonnes pratiques projet CBHE V2021 
POSTER-Erasmus+ in Morocco (2014-2019)

Excel : 

CBHE Algeria 2015-2020 En.pdf

Algeria(dz)_CBHE_list projects_activity_thème_regional

PDF and PPT:
Rapport-Gestion financière et administrative des projets Erasmus  
Excel :
Tunisia_CBHE_list projects-activity-thème-regional 

Guide HEIs and CBHE projects 2020  
NewsLetter 5 
Poster eTaleb 

Presentation for kick off meetings - Technical Guidelines 
List of all projects -palestine 

PDF and PPT:
ניהול פרויקט capacity building 
Excel :
Israel_CBHE_list projects 


WORD from NEO Morocco  
Impact of Erasmus+ on youth 
NEO Morocco: Introducing the HEREs 
NEO Morocco: What do we do? 


Message NEO Lebanon 

See videos by the NEO in Palestine 
Video About the NEO in Palestine 2020
Video about eSCO Project
Erasmus+ in Palestine


Useful links

Common links  








Live event (join us!) 

Wednesday 27 January
(BRU time)

What can the NEO do for/with you?

Meeting number:
175 126 0334
(32668420 from phones and video systems)  

 Join the web meeting

Thursday 28 January
(BRU time)

“CBHE : Mille et une questions” French session

Meeting number:
175 417 3451
(32668420 from phones and video systems) 

 Join the web meeting

Friday 29 January
(BRU time)

“CBHE: thousand and one questions” English Session

Meeting number:
175 457 8235
(32668420 from phones and video systems)

 Join the web meeting