Inside the CERV Gender Equality call

Exploring in depth all the CERV calls scheduled for 2026 would be unrealistic. For this reason, we have strategically selected one call that we believe will be particularly relevant for many organisations in the coming months.

Let’s start with an important consideration: this call, like many within the programme, is not launched every year and inherits the legacy of the previous REC programme. It can be seen as a hybrid opportunity, positioned between the highly thematic and vertical Daphne calls and the more structurally oriented Equality actions. It sits in the middle: the CERV Gender Equality call.

The deadline is set for mid-April, a period that overlaps with several Erasmus+ deadlines and therefore represents one of the busiest moments of the year for most European organisations. We know how challenging this timeframe can be, which is why we want to highlight the key elements you should consider when approaching this call.

The core focus is gender equality, but the call is structured around four main strands:

• work-life balance and equal sharing of care responsibilities

• implementation of the Pay Transparency Directive and equal pay

• equal participation and representation in economic and political decision-making

• tackling gender stereotypes in media and advertising

It is important to remember that this call sits within CERV, a programme designed to support highly specialised and value-driven organisations. If your organisation works across multiple thematic areas, pay particular attention to the networking dimension connected to each strand. The ecosystems surrounding these priorities can be very different and require distinct partnership strategies.

As we often say, the real impact lies in the details. One of the most decisive elements when designing a proposal under this call is the relationship between the chosen strand and your public relations strategy, especially the involvement of public authorities. In several strands, public authorities are not only relevant stakeholders but can become a decisive factor in strengthening the credibility and impact of the consortium. Including them strategically can make a significant difference in the overall quality and positioning of your proposal.

We do not want to suggest that joining a project consortium is impossible; on the contrary, it is very much feasible. However, here are a few practical tips to strengthen your networking strategy and improve your chances of entering high-quality partnerships:

• invest in targeted and well-structured presentations of your organisation and expertise. Avoid approaching all strands at once; focus on one priority area and work consistently within that ecosystem to connect with stronger and more specialised consortia

• start from your immediate surroundings. Many organisations are currently moving across different EU programmes, and it is not uncommon for trusted partners to still be active in this field. If you are looking for partners, feel free to share your interests with us, and we can connect you with organisations from our wider community

• dedicate time to building relationships with key stakeholders, especially public authorities. Their involvement, whether through support letters or direct participation in the consortium, can significantly strengthen a proposal, and this potential should never be underestimated

From a project design perspective, each of the four strands of the Gender Equality call offers valuable opportunities. The first and the last strands will likely attract the highest number of applications, as they are closely aligned with many transversal and widely addressed topics. Do not underestimate the second and third strands; they can be extremely strategic but often require stronger involvement from public actors and more structured policy alignment, which can significantly influence the design of the proposal.

When developing your project concept, pay particular attention to awareness-raising actions, which remain central within the CERV programme. Do not approach CERV as you would Erasmus+. It requires a clearer segmentation of responsibilities, stronger policy alignment and the capacity to test innovative approaches in terms of activities and tasks.

A final point concerns KPIs. Under CERV, the European Commission pays close attention to the number of people reached and actively involved in project activities. It is common during grant preparation for officers to request an increase in projected outreach. For this reason, do not underestimate KPI planning. Ensure that all partners can realistically reach the target groups indicated and that projected figures are credible and achievable.

For further advice, we remain at your disposal. If you are looking for specific partners within the network or the Impacto community, write to valentina.crepaldi@impactocentrostudi.com.

We look forward to hearing more about your upcoming submissions.