This study aims to examine the evolution of the system of support sources in Hungary, focusing on the specific goals supporting higher education in the development programs Széchenyi 2020 (2014–2020) and Széchenyi Plan Plus (2021–2027). The study provides insights into development program evolution and changes, aiming to inform EU funding opportunities for Hungarian higher education institutions over a nearly 10-year period. By focusing on the operational programs that are the basis for the upcoming tenders, the study will display the target system of EU funds that can be utilized to bolster higher education institutions in Hungary. The study is based on document analysis, examining the Hungarian policy tools of the development programs and the operational program strategies of the ten-year time period from 2014 to 2024. By analyzing the support landscape for higher education institutions in Hungary, this study contributes to a better understanding of how the key objectives and criteria of strategic programs have evolved. It also examines the aspects and elements defined in two different development programs over the last ten years. The result of the study can contribute to anticipate the types of funding opportunities that may be available in the future and inform future decision-making processes.

The purpose of the study is to determine whether the sustainability and cooperation levels of third sector organizations can be examined using the EFQM Model. By employing the Quadruple and Quintuple Helix models alongside an integrated framework of community innovation, the study explores the civil sector’s role in achieving the UN Sustainable Development Goals (SDGs). Viewing the Helix model as a framework that facilitates communication and decision-making among social actors, the study emphasizes that civil organizations can significantly foster socialization and innovation, thereby enhancing the efficacy of implementing innovative ideas. The responsibilities of civil organizations are intricately linked to community innovation. Sustainable development goals encompass not only the aspirations of individuals, businesses, and countries but also those of society as a whole. Consequently, the innovation discussed here is social innovation, which includes numerous alternative definitions. The EFQM model provides a comprehensive framework for evaluating organizational performance and fostering continuous development. By utilizing the EFQM model, organizations can establish measurable goals and key performance indicators, thereby enhancing their resilience. Moreover, effective collaboration among third sector organizations and between them and other stakeholders is crucial for maximizing social impact. The EFQM model prioritizes leadership, stakeholder engagement, and strategic collaboration, allowing organizations to build trust and pursue collective objectives. This study, based on a questionnaire survey, hypothesizes that third sector organizations can employ the EFQM framework to bolster collaboration, improve sustainability, and ultimately enhance their capacity to effect positive change in their communities.

The research examines the elements and factors affecting the sustainability conditions of tenders implemented by universities. The actuality of the topic is justified by the strengthening of the universities’ three missions and the emergence of the sustainability aspect, notably its prominent appearance among strategic goals. This study analyzes Hungarian calls for European Union structural funds over two programming periods, focusing on how the conceptual and conditional system of sustainability is integrated to support the Higher Education Institutions (HEIs)’ evolving innovative and third mission role. Regarding the method, the analysis focused on tender documentation from the Széchenyi 2020 (HRDOP) and the strategic guidelines for Széchenyi Plan Plus (EDIOP Plus) (2014–2027). A qualitative content analysis was performed on seven HRDOP calls. Agusdinata’s Human-Centered Design (HCD) and Shared-Action Learning (SAL) framework were utilized to assess the alignment of the calls’ objectives with sustainable development goals (SDGs), particularly concerning the cooperation of the quadruple/quintuple helix actors. The findings indicate that the HRDOP calls’ target system encompasses the elements of the sustainability framework. While sustainability is often indirectly supported, project conditions serve as guidelines for HEIs to undertake SDG-aligned activities. The subsequent EDIOP Plus priorities further emphasize collaboration and cover all framework elements, though relationships with civil society and the educational mission require increased institutional self-contribution. It can be concluded that defining and highlighting these aspects provides guidance during project planning, enhancing the long-term sustainability of university tenders and regional impact.