A comprehensive guide to preparing KA2 Cooperation Partnership proposals under the lump-sum funding model – what changes, what stays the same?
This handbook answers the most common and critical questions applicants face when preparing KA2 – Partnerships for Cooperation proposals under the lump-sum funding model, introduced for KA2 projects in 2021. It is designed to support the proposal-writing phase by clarifying key requirements, limits, and evaluation expectations. It does not replace the Erasmus+ Programme Guide, but highlights aspects that are frequently misunderstood or underestimated.
The article focuses on the aspects applicants most often misunderstand when drafting KA2 lump-sum proposals:
(A) how the lump-sum funding model works in practice,
(B) how budget logic is expressed through work packages,
(C) how subcontracting is allowed, limited, and assessed, and
(D) how objectives, results, indicators, impact, and dissemination are evaluated under lump sums.
A. Lump-sum funding model
1. What does the lump-sum funding model mean for KA2 Cooperation Partnerships?
Under the lump-sum model, the grant is awarded as a fixed amount linked to the approved project design. Funding is not based on reimbursement of actual costs. Applicants commit to implementing the work packages, activities, and results described in the proposal for the agreed lump sum. During reporting, the focus is on whether the planned work has been delivered, not on how much was spent.
2. How is the lump-sum amount determined at proposal stage?
Applicants select one of the predefined lump-sum amounts available for KA2 Cooperation Partnerships. The selected amount must be consistent with the project’s scope, duration, objectives, and work packages. Evaluators assess whether the proposed activities and results are realistic and proportionate for that amount. The lump sum is fixed at grant award and is not recalculated later.
3. What lump-sum amounts are available for KA2 Cooperation Partnerships?
KA2 Cooperation Partnerships offer a limited set of predefined lump-sum amounts of €120,000, €250,000, or €400,000, depending on project scale and duration. Applicants must choose one single amount when submitting the proposal. This amount represents the maximum EU contribution for the entire project and cannot be increased during implementation.
4. Does the lump sum cover all project costs?
Yes. The lump sum is intended to cover all eligible project activities and costs, including coordination, meetings, travel, development work, dissemination, and subcontracting where applicable. No additional funding can be requested beyond the approved amount. Applicants are expected to design projects that can realistically be implemented within the selected lump sum.
5. Can applicants report or justify actual costs under a lump-sum project?
No. Under the lump-sum model, applicants do not report actual expenditure or submit financial documents such as invoices or timesheets. Reporting focuses on implementation and achievement of the approved work packages and results. For this reason, cost realism must be demonstrated through a coherent project design at proposal stage.
B. Budget logic and work packages
6. Do applicants need to submit a detailed budget breakdown with a KA2 lump-sum proposal?
Applicants do not submit a traditional detailed budget with detailed cost categories. However, they must indicate the total amount allocated per task, and explain how these allocations were determined.
For each work package, applicants are asked to justify the allocated amount and explain how it is cost-effective, including how amounts relate to the planned tasks. Evaluators assess budget credibility through these explanations, even though no financial cost reporting is required later.
Applicants should also fill in the summary budget table that indicates the budget per partner per workpackage.
7. How detailed does cost planning need to be in the application?
Cost planning is carried out internally by the partnership and is not submitted as a financial breakdown. However, the proposal must show that the planned activities are feasible within the chosen lump sum. Projects that appear over-ambitious or under-specified may raise concerns during evaluation.
8. How are work packages linked to the lump-sum amount?
Work packages are the main element used to justify the lump sum. Each work package should clearly describe its objectives, activities, responsibilities, and expected results. Evaluators assess whether the overall combination of work packages can reasonably deliver the project objectives for the selected amount.
9. What is the role of work packages in the evaluation of a lump-sum proposal?
Work packages allow evaluators to assess feasibility, coherence, and value for money without reviewing detailed costs. Well-structured work packages support the assessment of quality and implementation capacity. Weak or unclear work packages are a frequent source of lower quality scores under the lump-sum model.
10. Does payment depend on completion of activities in the work packages?
Yes. Under the lump-sum model, payment depends on whether the approved work packages and activities have been implemented as described in the proposal. At final reporting stage, assessors verify achievement of planned results against the approved work plan. If work packages are only partially implemented, the grant may be reduced proportionally.
C. Subcontracting under KA2 lump sums
10. Is subcontracting allowed in KA2 lump-sum projects?
Yes, subcontracting is allowed. However, it must be clearly justified and limited to tasks that partners cannot reasonably carry out themselves. Subcontracting cannot replace the core responsibilities of the partnership.
11. Which types of activities can be subcontracted under KA2?
Subcontracting is typically acceptable for specialised or technical tasks, such as external evaluation, translation, graphic design, or IT development. These tasks must directly support the project objectives. Subcontracted activities should be clearly described and proportionate to the project scope.
12. Which activities cannot be subcontracted?
Activities related to project coordination, management, decision-making, and core content development cannot be subcontracted. These tasks must be performed by the partner organisations themselves. Subcontracting core activities may raise concerns regarding eligibility and project quality.
13. How should subcontracting be justified in the proposal?
Applicants should explain why subcontracting is necessary, which activities will be subcontracted, and how these tasks contribute to the project objectives. The justification should demonstrate that subcontracting complements partner expertise rather than replacing it. Generic or unexplained subcontracting is viewed critically during evaluation.
14. Is there a maximum share of the lump sum that can be subcontracted?
The Programme Guide does not set a fixed percentage limit for subcontracting. However, subcontracting must remain proportionate to the project design and partnership roles. Excessive subcontracting may lead evaluators to question the relevance, capacity, and balance of the consortium.
15. How does subcontracting affect the evaluation of partner roles?
Evaluators assess whether partners retain meaningful and clearly defined responsibilities. If key tasks are subcontracted, partner roles may appear reduced or unclear. This can negatively affect the assessment of quality and feasibility.
16. What are the main risks related to subcontracting in lump-sum projects?
The main risks include over-reliance on subcontractors, unclear task allocation, and insufficient justification. These issues can affect evaluation scores and may lead to difficulties at final reporting if expected results are not fully achieved. Transparency and proportionality are essential.
D. Objectives, results, and indicators
17. How should project objectives be formulated in a KA2 lump-sum proposal?
Objectives should be clear, realistic, and aligned with the selected KA2 action. They must be achievable within the proposed duration and lump-sum amount. Well-defined objectives support the assessment of relevance and internal coherence.
18. What results are expected from a KA2 Cooperation Partnership?
KA2 projects are expected to deliver tangible results that respond to the needs of the identified target groups. Results may include tools, methodologies, training materials, or cooperation frameworks. Where relevant, results should be usable beyond the project lifetime.
19. What is the difference between results, deliverables, and indicators?
Results refer to the change or benefit generated by the project. Deliverables are concrete outputs produced during implementation. Indicators are used to measure progress and achievement of results. Clear distinction between these elements supports evaluation clarity.
20. How detailed do indicators need to be in a lump-sum proposal?
Indicators should be sufficiently specific to show how progress and achievement will be assessed. Both qualitative and quantitative indicators may be used. Evaluators look for indicators that are consistent with objectives and work packages, rather than excessive technical detail.
E. Impact and dissemination
21. How is impact assessed in KA2 lump-sum proposals?
Impact is assessed based on the plausibility of benefits for target groups and participating organisations. Evaluators consider whether results are likely to be used and sustained. Clear links between activities, results, and users strengthen the impact assessment.
22. How should dissemination activities be described under the lump-sum model?
Dissemination activities should be concrete and proportionate to the project scale. Applicants should specify what will be disseminated, to whom, and through which channels. Broad or generic statements about visibility are usually scored conservatively.
23. Do dissemination activities need to be linked to specific partners?
Yes. Dissemination responsibilities should be assigned to partners with access to the relevant target groups. Clear role allocation supports feasibility and coherence. Unassigned dissemination activities may raise implementation concerns.
24. Can dissemination activities be subcontracted?
Dissemination may be subcontracted only for specific technical tasks, such as graphic design, branding, website development. Strategic dissemination planning and engagement with target groups must remain with the partners. Subcontracting dissemination without partner involvement may weaken impact assessment.
F. Final checks and risk awareness
25. What are the most common mistakes to avoid in KA2 lump-sum proposals?
Common mistakes include misunderstanding the lump-sum logic, weak work-package structure, unjustified subcontracting, and unclear partner roles. Over-ambitious objectives without corresponding activities also reduce feasibility. Strong alignment between objectives, work packages, and results is essential.
Closing Note
This handbook summarises key aspects of KA2 lump-sum projects that applicants should consider when preparing proposals. For full eligibility conditions and action-specific rules, applicants should always consult the official Erasmus+ Programme Guide and call documents.
Need Support?
For personalised guidance on your KA2 proposal, contact our consulting team at info@futureneeds.eu.
Sources
- European Commission — Erasmus+ Programme Guide 2026, Part B: Key Action 2 – Cooperation Partnerships
https://erasmus-plus.ec.europa.eu/programme-guide/part-b/key-action-2/cooperation-partnerships - European Commission — Handbook on the lump-sum funding model for KA2 – Partnerships for Cooperation
https://drive.google.com/file/d/1iHq9ZHqLgaF3Z64SbuLrhaxhLvRzPWfO/view?usp=drive_link - Ankara University — Erasmus+ KA2 related documents and FAQs
https://www.erasmus.ankara.edu.tr/en/erasmus-ka2-related-documents/ - European Commission — Erasmus+ Teacher Academy: KA2 budget, objectives and impact
https://www.teacheracademy.eu/erasmus-plus/ka2/#budget-objectives-and-impact - Publications Office of the European Union — Official Call for Proposals 2026 (EU Official Journal) https://eur-lex.europa.eu/eli/C/2025/6080/oj
About the authors
Anna Palaiologk, the founder of Future Needs, is a Research & Innovation Consultant with 18 years of experience in proposal writing and project management. She has worked as a project Coordinator and Work Package leader in 30+ EU projects and has authored 50+ successful proposals. Her research background is in economics, business development and policy-making. Email Anna at anna@futureneeds.eu.
Lina Giannivasili is Head of the EU Project Implementation Team and an exploitation expert, with extensive experience in proposal writing and project management across Erasmus+ and Horizon Europe’s Cluster 1: Health; Cluster 4: Digital, Industry & Space; Cluster 5: Climate, Energy & Mobility; and Research Infrastructures. With a background in economics and gender equality, she focuses on integrating these perspectives to maximize the societal and commercial impact of EU-funded projects. Email Lina at lina@futureneeds.eu.
