Path Of Deinstitutionalisation - Urgent Moves (PODIUM)PODIUM project met such kind of needs, which are essential for the realization of the DI process in an effective and long-term sustainable way. Those DI managers, who got their DI-management knowledge in the developed and piloted training course not necessarily obtained a knowledge connected to their supporting profession. Rather the development, intensification and deliberate application of such transversal skills were implemented, which made them capable to imply these skills into their everyday professional work. DI managers are the persons, whose activity, either at local or at regional level will generate the DI process, inducing powerful changes both in the life of the organization and in the closely or loosely connected community. These experts must have and apply skills like critical thinking, problem solving, collaboration and leadership, agility and adaptability, initiative and entrepreneurial skills at a high level. They also must have proficiency in accessing and analysing information. In the course of our project as the coordinator organization (FSZK Nonprofit Company), planned to improve the professional content developed during an earlier LEONARDO mobility project. The background of the project was the Europe-wide highlighted deinstitutionalization (DI) process. In several Western-European countries there is a considerable development in this field, but East-Central Europe is just about to start the process, with the involvement of EU funds. During the DI process resources were mainly used for the renovation of the environment and for the establishment of the housing services. It was in the last three years that the need for development aroused both from the professional and the human resource sides, strongly demanding a real change in the attitude and also a higher professional level. In order to reach this goal, as for the first step, the leaders and managers of the DI process should be made committed to the process – and this was the main reason for we thought it is necessary to realize our project.The training structure of the DI managers served as a base for the development of present project, on the course of which, in cooperation with the five partner organizations, we transformed the structure into a core training program. On completion of this, based on the development rate of each participating country (Hungary, Slovenia, Romania, Serbia), we adapted the common training program to their needs. During this adaptation period, based on the core training program, the Danish partner developed the “train the trainers” courses and trained 6 trainers from each partner (30 trainers altogether) except the Danish partner. These training was held together in Croatia.Following the development of the training system and the adaptation period, in each country (except in Dania) a pilot training of 20 DI managers was realized (altogether 80 persons) in the form of an accredited adult training. In Hungary the training programme was also tested by 30 students from higher education at the same time with the adaptation of the developed adult training programme.During the trainings we continuously evaluated the level and content of the trainer programs (involving the trainers and the participants). Following the training, a practical exercise was assigned to each DI manager, during the solution of which they started their activity in the DI process, using their freshly obtained knowledge.The results of the project has been disseminated in each partner country, and the trained DI managers started their activity in the institutions participating in the DI process and responsible for maintenance and implementation.