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Building Q

uality Jobs in the Recovery 1

3th -1

4th O

ctober, 2011 - D

ublin, Ireland

An Roinn Coimirce Sóisialaí Department of Social Protection

www.welfare.ie

This conference is organised within the framework of the OECD LEED Forum on Partnerships and Local Governance

www.oecd.org/cfe/leed/forum/partnerships

Building Quality Jobs in the Recovery

International Conference 13th - 14th October, 2011 - Dublin, Ireland

Supported by the European Commission's DG for Employment, Social A�airs & Inclusion

Conference Materials

Building Quality Jobs in the Recovery 13th -14th October, 2011 - Dublin, Ireland

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Table of Contents

AGENDA ..............................................................................................................................................................................................3 Day 1: Thursday 13th October ......................................................................................................................................................3 Day 2: Friday 14th October ...........................................................................................................................................................7MAP OF DUBLIN CASTLE ...............................................................................................................................................................10LOCAL INITIATIVES FORUM MAP .................................................................................................................................................11LOCAL INITIATIVES FORUM SUMMARY ......................................................................................................................................12LOCAL INITIATIVES FORUM TEMPLATES ....................................................................................................................................13 Back to Work Enterprise Allowance Scheme .............................................................................................................................13 ESIMeC: Demand-led Workforce Development .........................................................................................................................14 Eurofound Survey Mapping Tool .................................................................................................................................................15 Fostering the Junior Enterprise Concept in Higher Education ..................................................................................................16 Gallup Job Creation System: Entrepreneurship Acceleration System (EAS)............................................................................17 NewInflowintoNewJobs:TheHarbourProject ........................................................................................................................18 NorthsidePartnership:IntegratedWorkwithDisadvantagedandMarginalisedCommunities ............................................19 OECD LEED Information Session I: Employment and Skills......................................................................................................20 OECD LEED Information Session II: Social Innovation ..............................................................................................................20 OneCity,OnePlan,OneVoice–RegenerationPlanforDerry~Londonderry ..........................................................................21 Shuttle Knit ..................................................................................................................................................................................22 SunflowerRecycling .....................................................................................................................................................................23 The Base: Child and Youth Development ..................................................................................................................................24 TheWarmProject .......................................................................................................................................................................25 TheYoungEntrepreneurProgrammeandAwards ...................................................................................................................26 WAPES-WorldAssociationofPublicEmploymentServices ..................................................................................................27

Youth Competence Centres .......................................................................................................................................................28

WORKSHOP SUMMARIES ..............................................................................................................................................................29Thursday 13th October 2011, 16.15 – 17:45 Parallel workshops: Session I Workshop1: JOINEDUPPOLICIESANDAPPROACHESFORYOUTHEMPLOYMENT .........................................................30

Workshop2: SUPPORTINGBUSINESSSTARTUPSANDYOUTHENTREPRENEURSHIP ....................................................30 Workshop3: ADDRESSINGTHENEEDSOFYOUNGPEOPLENOTINEMPLOYMENT,EDUCATION ORTRAINING ..................................................................................................................................................31 Workshop4: ATTRACTINGANDRETAININGTALENT ...........................................................................................................31 Workshop5: TARGETEDAPPROACHESWITHINEARLYCHILDHOODEDUCATIONANDCARE PROVISION ......................................................................................................................................................32 Workshop6: MIGRANTYOUTHANDTHELABOURMARKET ..............................................................................................32 Friday 14th October 2011, 11:00 – 12:30 Parallel workshops: Session II Workshop7: DEVELOPINGENTREPRENEURSANDBUILDINGSMECAPACITYTOTACKLE LONG-TERMUNEMPLOYMENT ......................................................................................................................33

Workshop8: SKILLSFORCOMPETITIVENESS:MATCHINGSKILLSSUPPLYWITHSKILLS DEMAND .........................................................................................................................................................33 Workshop9: ENHANCINGTHEEFFECTIVENESSOFSERVICESFORTHOSEATRISKOFLONG TERMUNEMPLOYMENT .................................................................................................................................34 Workshop10: COLLABORATIVERESPONSESWITHINCOMMUNITIESTOENSURELABOUR MARKETINCLUSION ......................................................................................................................................34

Workshop11:HOWTHESOCIALECONOMYCANCONTRIBUTESOLUTIONSTOLONG-TERM EXCLUSIONFROMTHELABOURMARKET ....................................................................................................35 Workshop12:ACTIVATIONMETHODSTOINSERTPEOPLEINTOTHELABOURMARKET ....................................................35

SPEAKER BIOGRAPHIES ................................................................................................................................................................36

13th -14th October, 2011 - Dublin, Ireland Building Quality Jobs in the Recovery

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AGENDADAY 1: THURSDAY 13TH OCTOBER

Building Quality Jobs in the Recovery

8.30 – 9.30 REGISTRATION AND COFFEE

9.30 – 10.15 OPENING SPEECHES

MC:ThomasCooke,ChairpersonofPobal,Ireland

•PhilHoganT.D.,IrishMinisterfortheEnvironment,CommunityandLocalGovernment,Ireland• Sergio Arzeni, Director of the Centre for Entrepreneurship, SMEs and Local Development, OECD

•ThomasCooke,ChairpersonofPobal,Ireland• László Andor, European Commissioner for Employment, Social Affairs and Inclusion, EC (video input)

10.15 – 11.30 PLENARY SESSION 1: BUILDING MORE AND BETTER JOBS: LESSONS FROM THE PAST AND THE WAY FORWARD

This session will introduce the key issues of the conference and review the impact of the economic downturnonjobsandskillsinOECDcountries.Itwilllookathowlabourmarketpoliciescanaddressthe new challenges and what needs to be done to reduce the risks of high persistent unemployment. Lessons from the past will shed light on the key policy responses that have proven effective.

Chair: Geraldine Tallon, Secretary-General, Department of the Environment, Community and Local Government, Ireland

• Keynote: More and better jobs: Revisiting the joined up approach: Sylvain Giguère, Head of the Local Economic and Employment Development Division (LEED), OECD

• Setting the Irish context: Ide Kearney, Associate Research Professor, Economic and SocialResearchInstitute(ESRI),Ireland

• Building more and better jobs: Lessons from the United States: RandallEberts,President,W.E.UpjohnInstituteforEmploymentResearch,U.S.

Comments by:

• Danny McCoy, Director General, Irish Business and Employers Confederation

• David Begg, General Secretary, Irish Congress of Trade Unions

Discussion moderated by the chair


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11.30 – 12.00 COFFEE

12.00 – 13.15 LOCAL INITIATIVES FORUM

Selected international and Irish initiatives will present their work in an open space environment, allowing for peer learning from practices on the ground. The forum will provide an opportunity for participants to learn about initiatives active across all four conference themes. 16 initiatives will be presented twice in two sessions:

Session I from 12:00 to 12:35 Session II from 12:40 to 13:15 See Local Initiatives Forum section in conference pack for initiative summaries.

13.15 – 14.15 LUNCH PROVIDED

14.15 – 15.45 PLENARY SESSION 2: PUTTING THE YOUNG INTO JOBS AND BUSINESS

This session will examine the impact of the economic crisis on youth, while identifying methods for tackling highyouthunemployment.Themeswillincludetheimportanceofjoinedupapproacheshelpingyoungpeople to enter and progress in the labour market, and ways to promote and support entrepreneurial mindsets and activities among young people.

Chair:RitaMcNulty,AssistantSecretaryGeneral,DepartmentoftheEnvironment,CommunityandLocalGovernment, Ireland

• An active approach to tackling youth unemployment: Joan Burton, T.D., Minister for Social Protection,Ireland

• Youth unemployment in Ireland - key themes and learning: James Doorley, Assistant Director, National Youth Council of Ireland

• Off to a Good Start? Lessons from the OECD’s Jobs for Youth Reviews: Anne Sonnet, Senior Economist, Team Leader of the Youth Project, Directorate for Employment, Labour and SocialAffairs, OECD

• Joined up approaches for youth employment and entrepreneurship in the U.S.:VirginiaHamilton,PolicyandProcessStrategist,NationalAssociationofWorkforceBoards,U.S.

Discussionsfromthefloor


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15.45 – 16.15 COFFEE

16.15 – 17.45 PARALLEL WORKSHOPS: Session I

1. Joined up policies and approaches for youth employment

Moderator: Jan Hendeliowitz, Executive Director, Employment Region Copenhagen & Zealand, TheNational Labour Market Authority, Denmark and Chairman of the OECD LEED Directing Committee

• DeclanBrassil,CEO,GalwayCityPartnership,Ireland

• TonyDonohoe,HeadofEducation,SocialandInnovationPolicy,IrishBusinessand Employers Confederation (IBEC), Ireland

• VirginiaHamilton,PolicyandProcessStrategist,NationalAssociationofWorkforce Boards, U.S.

2. Supporting business start-ups and youth entrepreneurship

Moderator:EmmaClarence,PolicyAnalyst,OECDLEED

• Inés Bultó, Secretary General of JADE - European Confederation of Junior Enterprises, EU

• AnnHoran,ChiefExecutiveOfficer,RyanAcademy,DublinCityUniversity,Ireland

• AnneLooney,EducationLiaisonOfficer,YouthEntrepreneurshipProgramme,Ireland 3. Addressing the needs of young people not in employment, education or training

Moderator:EkaterinaTravkina,PolicyAnalyst,OECDLEED

• Robert Anderson, Head of the Living Conditions and Quality of Life research programme, European Foundation for the Improvement of Living and Working Conditions (Eurofound), EU

• PatO’Mahony,EducationResearchOfficer,IrishVocationalEducationAssociation (IVEA),Ireland

• NicovandeVrie,ChairoftheEUROCITIESworkinggrouponemploymentpolicies andDirectorofProjects,CityofRotterdam,Netherlands

4. Attracting and retaining talent

Moderator:PaddyMcGinn,ProgrammeManager,Pobal

• Una Halligan, Chair of the Irish Government Expert Group on Future Skills Needs, Ireland

• Dylan Jones-Evans, Director of Enterprise and Innovation, University of Wales, UK

• Michael Walsh, City Manager, Waterford City Council, Ireland


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5. Targeted approaches within early childhood education and care provision

Moderator: JoanMcGarry,DevelopmentTeamLeader,Pobal

• Michael Krashinsky, Chair and Professor of Economics, University of Toronto Scarborough, Canada

• Colette Murray, Coordinator of the Equality and Diversity Early Childhood National NetworkandtheNationalPre-schoolEducationInitiativeforChildrenfromMinority Groups, Ireland

• HelenPenn,ProfessorofEarlyChildhood,UniversityofEastLondon,UK

6. Migrant youth and the labour market

Moderator:FrancescaFroy,SeniorPolicyAnalyst,OECDLEED

• ElHassanAouraghe,ProjectLeaderLabourMarketPolicy,DepartmentofWorkand Economy, City of Antwerp, Belgium

• Fidele Mutwarasibo, Integration Manager, Immigrant Council of Ireland

• LucyPyne,Consultant,OECDLEED

17.45 – 19.30 Evening drinks reception with finger food and musical performances


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DAY 2: FRIDAY 14TH OCTOBER

8.30 – 9.00 COFFEE

9.00 – 10.30PLENARY SESSION 3: PREVENTING LONG-TERM EXCLUSION FROM THE LABOUR MARKET AND HOW LOCAL APPROACHES CAN HELP

This session will examine the impact of long-term unemployment, how it can be prevented and ways in which local approaches can help.

Chair:NiamhO’Donoghue,SecretaryGeneral,DepartmentofSocialProtection,Ireland

• Structural reforms to tackle high and persistent unemployment: Alvaro Pina, Economist,Economics Department, OECD

• An active response to the unemployment crisis: Philip O’Connell, Research Professor –CoordinatorofLabourMarketResearchandHeadofSocialResearchDivision,ESRI,Ireland

• Community and partnership-based interventions in Ireland:JerryMurphy,ProgrammeManager,Pobal,Ireland

• Preventing labour market exclusion: A whole system approach: Mike Campbell, OBE, Independent Consultant,FormerDirectorofResearchandPolicy,UKCommissionforEmploymentandSkills,andProfessorofPublicPolicy,UK

Discussionsfromthefloor

10.30 – 11.00 COFFEE

11.00 – 12.30 PARALLEL WORKSHOPS: Session II

7. Developing entrepreneurs and building SME capacity to tackle long-term unemployment

Moderator:DanielleByrne,ProgrammeManager,Pobal

• Sangeeta Badal, Senior Consultant, Gallup, U.S.

• MichaelHennessy,EducationProgrammesManager,EnterpriseCentreLimerick, Ireland

• Dylan Jones-Evans, Director of Enterprise and Innovation, University of Wales, UK

8. Skills for Competitiveness: matching skills supply with skills demand

Moderator:EmmaRorke,ProgrammeandBeneficiarySupportDevelopmentOfficer,Pobal

• MarieBourke,HeadofEducation,SkillsandLabourMarketPolicy,Forfás(Ireland’s policy advisory board for enterprise and science), Ireland

• Mike Campbell, Former Director of Research and Policy, UK Commission for Employment and Skills, UK

• FrancescaFroy,SeniorPolicyAnalyst,OECDLEED


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9. Enhancing the effectiveness of services for those at risk of long-term unemployment

Moderator:VirginiaHamilton,PolicyandProcessStrategist,NationalAssociationofWorkforceBoards,U.S

• BarryKennedy,PrincipalOfficer,DepartmentofSocialProtection,Ireland

• RandallEberts,President,W.E.UpjohnInstituteforEmploymentResearch,U.S.

• JanHendeliowitz,ExecutiveDirector,EmploymentRegionCopenhagen&Zealand, The National Labour Market Authority, Denmark and Chairman of the LEED Committee, OECD

10. Collaborative responses within communities to ensure labour market inclusion

Moderator:LucyPyne,Consultant,OECDLEED

• DeclanDunne,CEO,BallymunWhitehallAreaPartnership,Ireland

• DanielGarnier, InternationalPartnershipsandSkillsOfficerUK,Basingstokeand DeaneB.C.,UKandLeadPartnerofESIMeC(EconomicStrategiesandInnovation inMediumSizedCities)-URBACTII

• Nuala Stewart and Sandra Cogan Williamson, RAPID coordinators, Revitalising AreasbyPlanningInvestmentandDevelopment(RAPID)Programme,Ireland 11. How the social economy can contribute solutions to long-term exclusion from the labour market

Moderator: EmmaClarence,PolicyAnalyst,OECDLEED

• Carmel Fox, Ballyhoura Development, Ireland

• DenisHarrisson,ProfessorinDepartmentofOrganisation&HumanResources, Quebec,Canada

• Sue Targett, Social Inclusion Manager, Clare Local Development Company, Ireland

12. Activation methods to insert people into the labour market

Moderator:PaulSkinnader,RegionalTeamLeaderCrossBorder,Pobal

• KristineHansen,RegionalAdvisor,WorldAssociationofPublicEmploymentServices, EU

• Peter Brown, Programme Manager, National Access Office, Higher Education Authority, Ireland

• BrianMcCormick,SeniorResearchOfficer,Planning&ResearchDepartment,FÁS, Ireland


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12.30 - 13.30 LUNCH PROVIDED

13.30 – 15.00 2 PARALLEL THEMATIC PLENARIES

EARLY CHILDHOOD SUPPORTS IN THE CONTEXT OF BUILDING QUALITY JOBS IN THE RECOVERY

This session will examine some of the current thinking in the field, including the long-termsocial and economic benefits of investing inearly childhood wellbeing, and the influence ofthe early childhood environment on subsequent employment and economic success into adulthood.

Chair: Mary Doyle, Director General, Department of Children and Youth Affairs, Ireland

• EC report on “Early Childhood Education and Care”: key lessons for policy makers: Helen Penn,ProfessorofEarlyChildhood,Universityof East London, UK

• Investing in early productivity: A review of targeted Irish early childhood initiatives and programmes:OrlaDoyle,SeniorResearcherattheCentreforHumanDevelopmentandPublicPolicyintheUCDGearyInstitute,Ireland

• The investment and productivity argument for investing in young children – private versus public: Michael Krashinsky, Chair and Professor of Economics, University of TorontoScarborough, Canada and Alan Sinclair, Centre Associate, The Work Foundation, Former Senior Director for Skills and Learning at Scottish Enterprise

Discussionfromthefloor

JOB CREATION THROUGH THE SOCIAL ECONOMY

This session will examine what types of support the social economy needs to create sustainable, quality jobs. In particular, it will examine thefeatures of the effective enabling environment required for the social economy to fulfil itspotential.

Chair: Paul Cullen, Principal Officer, IndustrialRelationsSection,DepartmentofJobs,Enterpriseand Innovation, Ireland and Former Chair of the OECD LEED Directing Committee

• The social economy: A generator for social inclusion?: Emma Clarence, Policy Analyst,OECD LEED

• Building social economy enterprises: Challenges for a sustainable future: Denis Harrisson, Professor in DepartmentOrganisationandHumanResources,Quebec,Canada

• Social enterprise in Ireland: Insights and issues: Patricia O’Hara, Chairperson of theNationalStatisticsBoardandAdjunctProfessorattheNationalInstituteforRegionalandSpatialAnalysis, Maynooth University, Ireland

Discussionfromthefloor

15.00 – 16.00 FINAL PLENARY

Chair:AnneVaughan,DeputySecretaryGeneral,DepartmentofSocialProtection,Ireland

• Discussing the key issues raised during the conference:DenisLeamy,CEO,Pobal,Ireland,SylvainGiguère, Head of the LEED Division, OECD, and Jan Hendeliowitz, Executive Director, Employment RegionCopenhagen&Zealand,TheNationalLabourMarketAuthority,DenmarkandChairmanoftheLEEDCommittee,OECD.Inputsfromthefloor.

• Closing statement to the conference: Richard Bruton T.D.,Minister for Jobs, Enterprise andInnovation, Ireland

16.00 – 16.30 COFFEE


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Map of Dublin Castle


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Local Initiatives Forum Map


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Local Initiatives Forum Summary

Back to Work Enterprise Allowance Scheme

ESIMeC: Demand-led Workforce Development

Eurofound Survey Mapping Tool

Fostering the Junior Enterprise Concept in Higher Education

Gallup Job Creation System: Entrepreneurship Acceleration System (EAS)

New Inflow into New jobs: The Harbour Project

Northside Partnership: Integrated Work with Disadvantaged and Marginalised Communities

OECD LEED Information Session I: Employment and Skills

OECD LEED Information Session II: Social Innovation

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2.

3.

4.

5.

6.

7.

8.

Ireland

EU (lead partner - UK)

EU

EU

US and Mexico

Netherlands

Ireland

OECD

Julie ClarkePatricia Arthurs: Monaghan Integrated Development

Daniel Garnier: ESIMeC and Basingstoke & Deane BC

Eurofound

Inés Bultó: JADE

Sangeeta Badal: Gallup

Nico van de Vrie:City of Rotterdam and EUROCITIES

Marian Vickers

Francesca FroyEmma Clarence:OECD LEED

One City, One Plan, One Voice – Regeneration Plan for Derry¬Londonderry

Shuttle Knit

Sunflower Recycling

The Base: Child and Youth Development

The Warm Project

9.

10.

11.

12.

13.

Northern Ireland/UK/Ireland

Ireland

Ireland

Ireland

Ireland

Niall McGurk: Ilex Urc

Mella New

Bernie Walsh

Sharan Kelly Jacqueline Hoy

Brian KehoeClare Ryan:Wexford Local Development

The Young Entrepreneur Programme and Awards

WAPES - World Association of Public Employment Services

Youth Competence Centres

14.

15.

16.

Ireland

International

Belgium

Anne Looney

Kristine Hansen: WAPES

El Hassan Aouraghe: City of Antwerp

Name of initiative Country Presenter


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Local Initiatives Forum Templates

COUNTRY Ireland

Name of initiative to be presented

Back to Work Enterprise Allowance Scheme

The collapse of the construction sector, the widespread impact of the recession and decline in traditional sectors like agriculture, furniture manufacturing and light engineering have resulted in large scale redundanciesandhighlevelsofunemploymentinrecentyearsinCountyMonaghan.Theprojectpromotesthe concept of self-employment as a realistic option for many on the live register by providing information on the steps involved and the supports available, and by providing training and mentoring in developing business plans and support in getting started and growing the business. Implementation of the Back to Work Enterprise Allowance Scheme (BTWEA) for the unemployed is a key initiative in this regard.

To increase the levels of self-employment among the long-term unemployed by providing training and support programmes to increase their preparedness for self-employment and the development of viable businesses.Providea rangeofpreandpoststart-upenterprisesupports includingmentoring,advice,guidance,assistancewithbusinessset-upandfollow-uptraininginspecificareasofidentifiedneed.Thisis done through a suite of interventions to increase the sustainability and survival rate of the business start-ups.

Ongoing.

• TwoDevelopmentWorkers;• VolunteerBusinessMentoringProgramme–launchedin2010withthreevolunteersinitially.

• StaffsalariesandcostsofoutsourcedtrainingEUR187000(providedbyPobal);•Financialassistance/smallgrantsEUR8200(providedbytheDepartmentofSocial

Protection).

• PromotionandadministrationofBTWEAamongunemployedpeopleinterestedinself-employment;• Information, guidance, training and help with assessing business potential and completing

businessplans;• Preandpoststart–up,groupandone-to-onebusinessmentoring;• Follow-upsupportwithbook-keeping,skillsdevelopment,taxationandcompliance,

Resultsfor2010• 320 individuals provided with information and 253 given advice/guidance on starting a new

business;• 35newbusinessownersreceivedbook-keeping,ITandaccountstraining;• Ten businesses owners receivedmentoring from the Volunteer Mentoring Programme to help

develop sustainability.

• 89newbusinessstartedtrading(15weregivensomefinancialsupporttowardsessentialstart-upcosts);

• Greaterawarenessofself-employmentoptionsandsupportsavailableamongsttheunemployed;• Increasednumbersoflong-termunemployedbecomingself-employed;• 99%ofbusinessesstartedin2010weretradingattheendJune2011.

• Resourcestoprovideadequatefollow-upsupport;• Developmentofnetworkingcapabilitye.g.socialmediatofacilitatecustomerrecruitment;• Developmentofsalesandmarketingskillsandcompetencies.

ProjectOwner:MonaghanIntegratedDevelopment(variousprogrammes)MainProjectPartners:DepartmentofSocialProtection

www.midl.ie

JulieClarke(EconomicDevelopmentOfficer)andPatriciaArthurs(Small Business Support Coordinator)

Background and rationale

Aims and objectives

Activities

Results

Successful outcomes

Areas for improvement

Partners

Project website

Contact person

Timeframe

Budget and source of financing

Human resources


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Partners

Project website

Contact person

COUNTRY


ESIMeC: Demand-led Workforce Development

ESIMeC (Economic Strategies and Innovation in Medium Sized Cities) brings together eight medium sized cities from six EU countries to develop innovative strategies which will help them cope better with the challengesofsustainableeconomicdevelopment,particularlyinaneconomicdownturn.Morespecificallythe project explores the role of demand-led workforce development strategies as an instrument ofsustainable economic recovery in medium sized cities. It investigates how best to identify and meet the needs of employers so that people are recognised as the key driver for sustainable economic recovery and growth.

Through transnational exchange ESIMeC addresses a series of questions including:• Which of themultiple actors in economic development need to be involved in developing and

delivering effective demand led skills strategies? How can we engage these people?• How can a skilled workforce help cities position themselves to attract and retain high value

businesses?• Howcancitieshelptheirbusinessesandcitizensunderstandandvaluethepotentialoftraining,

education and skills?


Theprojectbeganin2010andendsearlyin2013.

Aims and objectives

Co-financedthroughURBACTII-BudgetEUR675000

• Themed transnationalmeetings where partners present and exchange experience on specificprojectquestions(i.e.youthemployability,greenjobs,skillsforecasting);

• LocalSupportGroupsineachpartnercitypromotingtheco-productionofLocalActionPlanswhichwillsetout localchallengesandprioritiesandoutlinespecificactivitiesandprojectsaswellassourcesoffundingtomeetthesepriorities;

• Disseminationandcapitalisationofoutputsandoutcomes(ESIMeCrecipes).

Activities

• Eight Local Action Plans (one in each partner city)which take the learning from transnationalactivitiesandapplythistolocalchallengesandpriorities;

• OneESIMeC“cookbook”incorporating“recipes”forhowtocookuptheoptimumconditionsforsustainable economic resilience and growth in a medium sized city through workforce development.

Results

Comparisonof approaches to economic recovery and resilienceandexchangeof experience– so fartheprojecthasexploredtheroleofpartnershipworking, the triplehelix,greengrowthpotential,youthemploymentinitiativesanddestinationmarketingasdrivers–andineverycaselinkedthisspecificthemewiththeover-archingprojectgoalofpromotingdemand-ledworkforcedevelopment

Successful outcomes

• LinkinglessonsfromotherEUcountriestospecificlocalcontextscanbechallengingandneedsimprovement;

• Achievinggenuineco-creationandco-productionmethodologieswithinlocalpartnershipscanbechallenging;

• Achieving balance across the whole partnership in terms of experience and expertise,responsibilitiesandtransferoflearningischallenging;

• Maintaining focus on the core project goal throughout is sometimes hardwhen everyone hasdifferent priorities.

LeadPartner:BasingstokeandDeaneBoroughCouncil.Otherpartners:Gävle(Sweden),Bistrita(Romania),Sabadell (Spain), Albacete (Spain), Cherbourg (France), Besancon (France), Debrecen (Hungary).

www.urbact.eu/esimec

Daniel Garnier - [email protected]

Onepart-timeProjectCoordinator;onepart-time“LeadExpert”fundedoutsidetheprojectbudget.

Timeframe


Human resources


EU (lead partner - UK)


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Partners

Project website

Contact person

COUNTRY EU


Eurofound Survey Mapping Tool

Eurofound’srole(EuropeanFoundationfortheImprovementofLivingandWorkingConditions)istoprovideinformation, advice and expertise on living and working conditions, industrial relations and managing changeinEuropeforkeyactorsinthefieldofEUsocialpolicyonthebasisofcomparativeinformation,research and analysis.

The EuropeanWorking Conditions Survey (EWCS), begun in 1990, is carried out every five years andprovides a comprehensive picture of the work situation in Europe. The survey covers a wide range of topicsincludingworkingtime,workorganisation,work–lifebalance,psychosocialfactors,physicalrisks,andjobperformanceandsatisfaction.Forthe5thEWCS(2010)almost44000workerswereinterviewed,covering 34 countries – EU27, Norway, Croatia, the former Yugoslav Republic of Macedonia, Turkey,Albania,MontenegroandKosovo–making thiswave themost comprehensiveoneso far in termsofgeographical coverage.

Eurofound’sSurveyMappingToolisaninteractiveapplicationofferingforallEurofoundsurveys:• dataasamap,barchartortable;• nationaldatawithEUaverages;• downloadsas.xlsand.csvfiles.

The newest version offers access to the survey data for the 2010 EWCS in 23 languages.


Survey datasets are made available and the mapping tool is updated no later than two years after fieldworkcompletionforeachofthethreeEurofoundsurveys–EuropeanWorkingConditionsSurvey(EWCS),EuropeanQualityofLifeSurvey(EQLS)andtheEuropeanCompanySurvey(ECS).

Aims and objectives

Nospecificbudgetallocated–updatingofthesurveymappingtooliscarriedoutin-house.

Updating survey map tool for EWCS to include 5th wave (2010) and trends.Activities

InteractiveapplicationofferingEWCSdatain23languagesfromallfivewavesofthesurvey,showing:• dataasamap,barchartortable;• nationaldatawithEUaverages;• downloadsas.xlsand.csvfiles.

Results

Thenumberofpagesviewshasincreasedconsiderablysince2010.Thepeakforthefirstsixmonthsof2011 was in March with 7 084 page views and the lowest number of page views for the same period was 3 477 in January. The question on employment status and the one on the numbers of hours worked per week are still up in the top three of pages viewed compared with last year.Total page views 36,696.

Top 3 questions:• Whatisyouremploymentstatus?• Howwellinformedareyouabouthealthandsafetyrisksrelatedtoyourjob?• Howmanyhoursdoyouusuallyworkperweekinyourmainpaidjob?

Successful outcomes

Userfriendlinessandflexibilityfortheuser.

n/a

http://www.eurofound.europa.eu/surveys/smt/ewcs/results.htm

SophiaMacGoris,ResearchAssistant,[email protected]

SpecificteammembersfromSurveysandTrendsUnitandInformationandCommunicationsUnit.

Timeframe


Human resources



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Partners

Project website

Contact person

COUNTRY EU


Fostering the Junior Enterprise Concept in Higher Education

A Junior Enterprise is a non-profit student run-business in which higher-education students have theopportunity to put into practice what they learn at university and to develop their soft skills. They achieve thesegoalsbyrunningconsultingprojectsforcompanies,aswellasbymanagingabusiness.

JADE(EuropeanConfederationofJuniorEnterprises)isanumbrellaorganisationofmorethan280juniorenterprises across 200 universities in 15 European countries. These enterprises involve more than 20000peersandturnoverEUR16mperyear,thusleavingasignificantimpactonthelocalandnationalbusiness world.

The Junior Enterprise concept was created in order to allow students to put into practice what they were taught at university and to develop high responsibilities from a young age by leading teams, dealing with clientsandmanagingabudget.Moreover,bybeingjuniorentrepreneurstheydeveloppersonalskillssuchas team working and an entrepreneurship spirit. JADE aims at fostering the Junior Enterprise concept, as well as representing Junior Enterprises at a European level and promoting the integration of the network.


Aims and objectives

JuniorEnterprisesworklikeconsultingcompanies:gettingprojectsfromotherbusinesses,improvingthequalityofprojects,communicatingontheirwork,etc.AnygroupofstudentscancreateaJuniorEnterprisebut the most successful ones are created by a committed team, with the support of their university.JADE Executive Board works through two main approaches:

• Onanexternalbasis,JADErepresentsandpromotesJuniorEnterprisesonaEuropeanlevel, infrontofEuropeaninstitutions,universitiesandinternationalcompanies;

• Onan internalbasis, JADEorganiseseventsand training to foster integrationandcooperationbetween the members, as well as to improve the quality of the network.

Activities

The Junior Enterprise concept enables the development of both leaders and entrepreneurs. According to a studyin2010byArthurD.Little,21%ofJuniorEntrepreneurscreatetheirowncompanywithinthreeyearsaftergraduating(EUaverage is7%).Moreover,58%ofJuniorEntrepreneursfinda jobbeforefinishingtheir studies.

Results

We have received formal recognition of the Junior Enterprise concept on the European level. JADE is a best practice example of an intermediary organisation that brings universities and businesses together underEUOsloAgendaforEntrepreneurshipEducation.Moreover,JoséManuelBarroso,PresidentoftheEuropeanCommission,statedthat“studentswhoparticipatedintheseactivitiesaremoreself-confident,moreinnovative,morelikelytoseeknewsolutionsandnewtechnologies”.Furthermore, we have stepped up cooperation with companies from the private sector, such as Microsoft, in order to promote entrepreneurship education.

Successful outcomes

WeareworkingtoexpandthenumberofJuniorEnterprisesandaffiliatedcountries,aswellastoimprovethe quality and the visibility of our network. Moreover, we would like to have more long-term partners in ordertoensurethefinancialstabilityofJADE.

Our main partners are JADE country members, Brasil Júnior (Brazilian Confederation of Junior Enterprises), the European Commission, Higher Education Institutions and private companies such as Microsoft and ING.

www.jadenet.org

InésBultó(JADESecretaryGeneral)–[email protected] Santos (JADE Senior Project Manager and Brazilian Ambassador from Brasil Júnior) –[email protected]

Each Junior Enterprise is run, on average, by a managing team of 15 students and 55 other young peopleworkingonprojects.TheEuropeanConfederationofJuniorEnterprisesisentirelymanagedbyafour-personExecutiveBoardelectedeveryyearandbyateamofeightSeniorProjectManagers.

The Junior Enterprise concept has existed since 1967. JADE was created in 1992. Timeframe

JuniorEnterprisesgetmostoftheirbudgetfromtheprojectstheyrunforcompanies.Theirturnovercanreach EUR1.5m. JADE budget turns around EUR70000 and is being co-financed by the EuropeanCommissionGrant(JeanMonnet),ExternalPartners(PrivateCooperation)andthefeesofourmembercountries.


Human resources



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Partners

Project website

Contact person

COUNTRY U.S. and Mexico


Gallup Job Creation System: Entrepreneurship Acceleration System (EAS)Gallup’s research indicates that a two-pronged strategy is required for SME growth and creation ofsustainablejobs.Firstly,leveraginghumantalenttogrowbusinesses;anindividual’sownentrepreneurialability,motivationsandattitudesarethemostimportantdriversforfirmsurvivalandgrowth,maybeevenmore so than the original business idea. Secondly, encouraging organic growth of SMEs by creating value-based relationships with customers through fully engaged employees. As revenues grow, businesses hire employees.

1.Toenhancethecapacityandconfidenceoftheentrepreneurtogrowhis/herbusiness;2.TocreatesustainablequalityjobsthroughrapidandorganicSMEgrowth.


Six month intensive programme and two years of continued follow-up with the SMEs.

Aims and objectives

GBP1300000fortheprogrammewhichwouldempowerupto1000SMEsthrough100mentorsacrossfour cities or regions. Financing is obtained through local/national government, regional developmentorganisations, foundations and charities.

1.Theprogrammebeginswithathreedaytrainingsessionforthementors;2. Four workshops spread over six months delivering core behavioural economics management principles,

followedbymentor-ledsessions;3.QuarterlybestpracticewebinarsforentrepreneursexploringlatestresearchonSMEgrowthandjob

creation;4.Long-termtrackingofbusinessesfortwoyears;5.Bi-annualSponsorReview:ProgressinSMEperformanceandjobcreationissharedwiththeprogramme

sponsors every six months.

Activities

Impact is measured on three levels:Micro level: changes in behaviour and capacity of theentrepreneurhaveapositiveandquantifiableimpactonfirmperformance.Forinstance,entrepreneursinthetophalfofConfidenceIndex(aproprietaryindexdevelopedbyGalluptomeasureentrepreneurconfidence)hada170%higherprofitcomparedtoentrepreneursinthebottomhalfofConfidenceIndex.Meso Level:theprogrammehasapositiveandquantifiableimpactonSMEperformance.Forinstance,acompanythatispartoftheUScohorthasreported24%increaseinrevenue,38%increaseinprofit,and20%increaseinemployeeproductivityduringthefirsthalfof2011.Thisshort-termgrowthhasresultedintwonewfull-timejobsatthisfirm.Macro Level:Gallup’sprogrammeresultsincreationofanentrepreneurialecosystemasevidencedinhigherrateofstart-ups,andlessfirmclosuresintheregion.

Results

Approximately 1 000 businesses in Mexico and the US have participated in the EAS programme impacting 7 000 employees, 1 500managers and 500mentors. Average programme satisfaction rate is 72%.Programmesuccessisevidencedby:1. Changesinbehaviourofentrepreneurpositivelyimpactingfirmperformance;2. Increasedfirmperformance;3. Creation of a thriving entrepreneurial ecosystem by bringing together new and established

entrepreneurs, mentors, subject matter experts, industry specialists, local government and non-governmentagencies;

Successful outcomes

Concerted efforts are needed to identify entrepreneurial potential and then nurture that individual potential via a strong support system.

This programme is an example of public-private partnership in spurring economic growth. Local developmentagencies,stateorlocalgovernment,universities,financialinstitutions,andGalluppartnerroll out the programme.

Under construction: www.gallup.com

AndrewRzepa

Gallup Consultants: deliver core behavioural economic management principles via large workshops. Certified Mentors: Selected from local economic development agencies, some are independentconsultants(manyofthemformerentrepreneurs),andothersarefinancial/businessexperts.MentorsuseGallup’sbehaviouraleconomicsciencesandtoolstodriveorganicgrowth.Eachmentorworkscloselywithfivetotenindividualentrepreneurs,withtheultimategoalofmaximisingtheirpotential,creatingjobsand spurring economic growth.


Human resources

Timeframe



18

Partners

Contact person

COUNTRY Netherlands


New Inflow into New Jobs: The Harbour Project

TheunemploymentrateintheNetherlandsis5.2%.AlthoughthisisarelativelygoodsituationcomparedtoothercountriesintheEU,therearesignificantregionaldifferences.Combatingyouthunemployment(9%)isanimportantissueinordertopreventthegrowthofa“lostgeneration”.Askills-gapandtheexistingmismatchbetweensupplyanddemandonthelabourmarketarethemostimportantfactors. NewinflowintoNewJobs:theharbourprojectaimstorevitalisethePortofRotterdam.TheworkforceofthePortofRotterdamhasthreecharacteristics:male,whiteandgrey.Thismeansthatthegenderoftheworkforceismostlymale,nativeandovertheageof45.ThisisinlargecontradictionwiththepopulationofRotterdamwhichis50%maleand50%female,52%ofnon-Dutchoriginandtheaverageageisfarbeneath45–itistheonlyDutchcityinwhichthepopulationis“gettingyounger”.

Thefirstaimoftheproject isto leadRotterdamyouthwithoutanyqualifications(eitherschoolorworkrelated)toaregularjobintheport.Thesecondistobridgethegapbetweentheworldoflabourandtheworldoftrainingandeducation.ThethirdistokeeptheworkforceintheRotterdamharbourskilled-uptomeet future challenges and to address skills offers and employment demand now and in the future.


During40weeks,theselectedcandidates’scheduleconsistsofafourdayworkingweekatthepremisesof one of the participating employers, and one day a week in education at the Shipping and Transport College.Thisprojectisoneoftheseinitiativesandhasbeenproventobesuccessfuloverthepastthreeyears,despitetheeconomiccrisisthathittheRotterdamharbourseverely.

Aims and objectives

Theprojectisfundedbythestakeholdersinvolved.Themajorityofthefunding(60%)isprovidedbytheCityofRotterdam(wagesubsidies).Employerscontribute to the funding (20%).Thecandidatesgetanincentivebyreceivinganapprenticefeefromtheemployerforthefirst16weeks,afterwhichtheyareoffered a contract for (at least) 12 months. The companies involved pay for the necessary equipment and guidanceontheworkfloor.TheShippingandTransportCollegealsocontributes20%byfundingtrainingprogrammes. The wages are higher than social welfare.

Offering100immigrantyouth(ofbothsexes)eachyeartheopportunityofapaidjobbyintroducinganapprenticeship with employers in the bulk and container shipping business.

1. Training for operational assistant (duration 40 weeks) after which a possible contract can provide candidateswiththeopportunitytosecureadditionaltraining;

2. Dualprogrammescombiningworkingandlearningforyoungpeople,wherethelearningobjectiveistailored to the needs of young people in relation to changing labour market requirements.

Activities

Ayearlyinfluxof100candidatesisrealised.Outofthose75%successfullycompletethecourse.Outofallsuccessfulcandidates,80%proceedtoafollow-upcourseandtrainasallroundoperators.Results

1. Theprojectoffersan innovativemethodof recruitment. Traditionally, employersareused tohiringpeopleviaoldnetworks(co-optationviafamily-relationsandunions);

2. Provisionoftrainingontransferable,softskillsorgenericskills;3. Givingyoungpeoplearealisticideaofwhatworkinginacertainfield(liketheharbour)implies;4. Creating a mechanism that bridges the world of labour and the world of education and training.

Successful outcomes

Wagesrequiresupplementationbysubsidy-grant.Traininghastobemadetofitthelevelofthecandidates.The apprenticeships require an adequate provision of instructors by the partner companies. Employment services need to be up-scaled to a regional approach which requires the close involvement of regional authorities on strategies and practices addressing skills offers and employment demand.

IntheprojectthePortofRotterdamAuthority, theShippingandTransportCollegeandDAADemployerservice desk join forces to succeed in leading Rotterdam youth towards employers in the bulk andcontainershippingbusiness.ThePortofRotterdamAuthorityistheactualclient.DAADemployerservicedeskisprojectcoordinatorandtakescareofexecution.TheShippingandTransportCollegeisresponsiblefor training and education, bridging the world of labour and the world of education and training.

NicovandeVrie:[email protected]

Thecandidateskeeptheirsocialbenefitsforthefirst16weeks.Afterthese16weeksthecandidatesareofferedacontractforatleast12months(52weeks).Inthis“learning–working”schedulecandidatesare trained to be operational assistants. In reality we see that after graduation the employees get further training to become all-round operators, so they can work multiple functions within the companies involved intheprojectorinothercompaniesintheharbour,orinothersectorsorbranchesoftheeconomyintheRotterdam-Rijnmondregion.

Timeframe


Human resources



19

Partners

Project website

Contact person

COUNTRY Ireland


Northside Partnership: Integrated Work with Disadvantaged and Marginalised Communities NorthsidePartnershiphasbeenworkingwithdisadvantagedandmarginalisedcommunitiesonthenorthside of Dublin since 1992. The population of the catchment area is approximately 127 000, however the Partnership concentratesmost of its resources and services in ten key priority areas (populationapproximately 45 000).The organisation brings a locally focused and targeted approach to the challenges of unemployment. This complements the work of state services and structures in employment services, enterprise development, training and education.

To act as a champion for the catchment area of north Dublin by raising the level of opportunities for individuals and communities, by promoting independence and growth through an integrated approach to tackling the challenges and problems associated with unemployment, under-achievement in education and social exclusion.


Currentoperationprogramme2010–2013.

Aims and objectives

Fundingbythestateandothersources-approximatelyEUR4m.

• Promotingawareness,knowledgeanduptakeofawiderangeofstatutory,voluntaryandcommunityservices;

• Increasing access to formal and informal education, recreational and cultural activities andresources;

• Increasingpeoples’workreadinessandemploymentprospects;• Promoting engagementwith policy, practiceanddecision-makingprocessonmatters affecting

local communities.

Activities

2010-2011 Education

• Optimisingthepotentialofyoungstudents–150(academicyear)• GuidanceCounsellingfor3rdlevelaccess–1300(316financialsupport)

Employment• Jobplacements-762

Enterprise• BusinessStart-ups-355• Training/educationforunemployedadults–2753

Results

Throughthepartnershipwesupportjobcreation,provideservices,raiseawarenessofneeds,challengesand possibilities and advocate for an inclusive society where communities can prosper.

• Targetedinterventionsforyoungpeopleenteringthejobsmarketpriortoleavingschool.• Expansionofmenuofoptionsforunemployedpeoplethroughcollaboratingwithstate/voluntary

and private sector.

Statutory Agencies, Social Partners, community representatives, local politicians and Local Authorityexecutive.

www.northsidepartnership.ie

MarianVickers

The organisation employs 55 people

Timeframe


Human resources


Successful outcomes


20

Project website

Contact person

COUNTRY International (OECD)

Focus Area OECD LEED Information Session I: Employment and Skills

ThissessionwillprovideanoverviewoftheworkwhichtheLEEDProgrammeiscarryingoutinthefieldofemploymentandskills.Currentandpastinternationalresearchprojectswillbediscussed,summarisingresearchfindingsandidentifyingfutureprojectswhichtheconferenceparticipantscouldbecomeinvolvedwith.

Pastprojects• Local strategies for improving employment outcomes for immigrants and established ethnic

minorities;• Breakingoutofpolicysilostoproduceintegratingstrategiesforemployment,skillsandeconomic

development-lessonsfrom11OECDcountries;• Puttinginplacejobsthatlast-analysisofresponsestothecrisisatthelocallevel,andprinciples

for producing sustainable employment.Newprojects

• Localjobcreation–whatshouldbetheroleofemploymentandtrainingorganisations?• Strategiesforyouth;• Strategiesforimprovinglabourmarketparticipationforthemost-disadvantaged;• Betterunderstandingthesupplyanddemandforskillsatthelocallevel.

All LEED delegates: Australia, Austria, Belgium, Canada, Chile, Czech Republic, Denmark, Finland,France, Germany, Greece, Hungary, Ireland, Italy, Japan, Korea, Latvia, Lithuania, Luxembourg, Mexico, Netherlands,NewZealand,Norway,Poland,Portugal,Romania,SlovakRepublic,Slovenia,SouthAfrica,Spain, Sweden, Switzerland, Turkey, United Kingdom, the United States, the European Commission, and the Andean Development Corporation (CAF).

Background

List of projects and activities to be discussed

Partners Involved

http://www.oecd.org/document/59/0,3746,en_2649_34417_47018555_1_1_1_1,00.html

Francesca Froy [email protected]

Project website

Contact person

COUNTRY International (OECD)

Focus Area OECD LEED Information Session II: Social Innovation

ThissessionwillprovideashortoverviewoftheworkundertakenbytheLEEDProgrammeintheareaofsocialinnovation,inparticularthesocialeconomy.Recommendationsfromcompletedprojects,alongsidenewprojects,willbediscussedwithafocusonhowconferenceparticipantscanbeinvolvedwiththenewactivities.

Background

New activities to be discussed include:• Jobcreationthroughsocialentrepreneurshipandthesocialeconomy;• Tacklinglong-termunemploymentamongstvulnerablegroups;• Reviewsonboostinglocalsocialentrepreneurshipandsocialenterprisecreation.

Previous activities to be explored include findings from the international project on Improving SocialInclusion at the Local Level through the Social Economy.

List of projects and activities to be discussed

All LEED delegates: Australia, Austria, Belgium, Canada, Chile, Czech Republic, Denmark, Finland,France, Germany, Greece, Hungary, Ireland, Italy, Japan, Korea, Latvia, Lithuania, Luxembourg, Mexico, Netherlands,NewZealand,Norway,Poland,Portugal,Romania,SlovakRepublic,Slovenia,SouthAfrica,Spain, Sweden, Switzerland, Turkey, United Kingdom, the United States and the European Commission.

Partners Involved

http://www.oecd.org/document/59/0,3746,en_2649_34417_47018555_1_1_1_1,00.html

Emma Clarence [email protected]


21

Partners

Project website

Contact person

COUNTRY Northern Ireland/UK/Ireland


One City, One Plan, One Voice – Regeneration Plan for Derry~LondonderryAtpresent,theeconomicfundamentalsforthecityofDerry~Londonderryareweak.Thecitysitsat,ornearthe bottom, of the league table of UK urban areas in a range of measures including the employment rate, rate of youth unemployment, economic inactivity rate, proportion of the working age population with no qualifications,levelsofbenefitdependency,residentwageslevelsandtheconcentrationofprofessionalservices employment. The development of the Regeneration Plan represents an important step indelivering change for the city.

Mission: To deliver Renewal – Economic, Physical and Social, building a stronger and more vibranteconomy with increased prosperity for our city and region in ways which ensure that opportunities and benefitsfromregenerationaretargetedtowardsthemostdeprivedgroupsinourcommunities.Vision: A Competitive, Connected, Creative and Caring City aims for a strong, vibrant, forward looking city andcityregionthatiswellconnected,attractivetotalentandinvestmentandappealingtovisitors–aplaceofdiversity,equalityandopportunitywhereallresidentsenjoyanoutstandingqualityoflifeandaregiven the opportunity to realise their full potential.Five Transformational Themes:Employment&Economy;Education&Skills;BuildingBetterCommunities;Health&WellBeing;andSustainableConnectedCityRegion.


2011–2020.

Aims and objectives

Theinvestmenttosupportrenewalofthecityisconsideredintwostages–initially,gettingregenerationunderway using the (largely public sector) funding already available to us and later widening the range of publicandprivatesectorinvestmentasresultsareseenandinvestorconfidencegrows.Furthermore,wewill consider existing and new sources of funding, including EU funds and alternative vehicles for delivery includingaRegenerationDeliveryFund.TheinvestmentframeworknecessarytosupportthisPlanwillberefined,evolvedandupdatedasprogrammesarefurtherdevelopedanddefinedoverthelifetimeofthePlanto2020.

One Equality Conference (200 delegates); one Future Search event (120 participants); one StrategyBoard(40members);12StrategyBoardMeetings;12SWGs,417SWGmembersregistered,atleast200SWGmeetings;83Citi-ScopeSurveyEnumeratorsinterviewed(480representativeresidents);14FocusGroupswith165participantscoveringallSection75categories;sixplenarysessionsandfiveIntegrationMeetings;1000+regularvisitors toyourcityyoursay.com;1000+yourcityyoursayE-zinerecipients;46000summariesofthedraftPlantoeveryhousehold;5000copiesofthePlantokeystakeholdergroups;and22000copiesofthePlanforeveryprimaryandpostprimaryschoolchildren.

Activities

Thechallengeforthecity isconsiderableandthisOnePlanwillbetransformative,but itwillnotsolvegenerational problems overnight. The city would move into the mid-table of the UK urban economies across most economic indicators, a substantive change from its current position at or near the bottom, thatinitselfwouldbeasignificantachievement.OurMissionistodeliverRenewal–Economic,Physicaland Social, building a stronger and more vibrant economy with increased prosperity for our city and region inwayswhichensurethatopportunitiesandbenefitsfromregenerationaretargetedtowardsthemostdeprived in our communities across most economic indicators.

Results

Despitethechangingeconomicenvironment,theprinciplesunderpinningthisregenerationPlanremainsound.Theissuesraisedintheconsultationsandwhichthe“catalyst”programmesaredesignedtorespondto have, if anything, increased in their importance. Whether it be support for young people, expansion of the university, improvements in access or development of new methods of linking communities to economicopportunity,theneedforthese“catalyst”programmeshasincreased.ThekeystepchangesforthePlanare:GBP500mofadditionalGVAtotheDerry~Londonderryeconomyby2020risingtoGBP800mby2030;fiscalbalanceofGBP185mby2020;and12900netadditionaljobsby2020and16200 by 2030.

Successful outcomes

New/alternativewaysoffunding;Communication;andCollaborativeworkingandmeaningfulpartnerships.

IlexUrcaretheprojectownerbutthisOnePlanhasbeenuniquelydevelopedonthebasisofaproactiveandinclusivecross-sectoralpartnershipbetweentheprivate,community/voluntary,andpublicsectors.

www.ilex-urc.com

GerardMcCleave,DirectorofStrategy&Regeneration,Ilex Urc: [email protected]

Our Future Search formed the basis of a new process of engagement and interaction with a wide rangeofstakeholders(120)acrossallcommunitiesandledtotheformationoftheRegenerationStrategy Board in June 2009, with an oversight role and 12 Sector Working Groups (SWGs). The SWGs (417 people) have been at the heart of the planning process, ensuring full and meaningful participation and collaboration.

Timeframe


Human resources



22

Partners

Project website

Contact person

COUNTRY Ireland


Shuttle Knit

Shuttle Knit is a partnership of Travellers and settled people, working together in a knitting/weavingenterprise. The enterprise provides training, employment and progression opportunities for members oftheTravellerCommunityandotherswhoexperiencedisadvantage.Recognitionisgiventoenhancingand developing further the skills and expertise inherent within the Traveller Community. The niche market demand for the knitted and woven products has provided a focus for channelling the expertise and skills of the workers.

Theaimandobjectivesoftheprojectareto:(i)addresssocialexclusionexperiencedbymembersoftheTravellerCommunity;(ii)promotebusinessenterpriseandpartnershipgenerallybetweenthesettledandTravellercommunities;(iii) furtherdevelop theskillsof thestaff throughdesigninga rangeofknitted/wovenproductspayingparticular regard and attention to the employment needs of the Traveller Community.


Shuttle Knit Limited started in 2001.

Aims and objectives

TheprojectisgrantaidedbytheDepartmentofSocialProtection.Incomeisgeneratedbythebusinessitself.

Designing and producing our own brands, which include ladies knitwear, accessories, woven pieces, personalised embroidery and corporate logos. Some work is undertaken, under contract, for national designers.CommissionedpiecesincludedtheRyderCup,Vodafoneadvert,LimerickCollege,ThirdAgeIreland. Community groups are trained in knitting and rug making classes. The products are sold on site, through retail outlets and through participation in local and national craft fairs.

Activities

Company staff is trained in the design and production of goods. The company has gained local, national and international recognition, through articles in local papers, radio broadcasts, involvement with local authority “twinning” arrangements, participation on the Saturday Morning Business programme andappearances on national and international television. Some members of the staff have become trainers and deliver training in knitting and rug making to community groups.

Results

(i) Developing staff to a level whereby third level institutes use our facility as a means to instruct their studentsinthedesignandproductionofknittedproducts;

(ii)DesigningandproducinggarmentsfortheopeningceremoniesoftheRyderCup;(iii)ProductionofpiecesfornationalVodafoneadvertisement;(iv)RecognitionnationallyforcreativeworkthroughtheCraftsCouncilofIreland.

Successful outcomes

Furtherdeveloptheirskillsasdesignersandtrainerswitharecognisednationalqualification.

Shuttle Knit Limited is a company limited by guarantee. The board includes members of the community, local partnership, local authority, Vocational Education Committees (VECs), and a local Travellerorganisation.

www.shuttleknit.com

Mella New

Manager, four full-time and one part-time employed.

Timeframe


Human resources



23

Partners

Project website

Contact person

COUNTRY Ireland


Sunflower Recycling

Sunflower recycling was established in 1995 in the north inner city of Dublin to combat long-termunemployment in the area. Lack of formal education and accreditation, coupled with intergenerational unemploymentandearlyschool leaving,werethenorm.Recyclingwasseenasveryworthwhileastheskillsneededwerelowbutcouldberaisedthroughprojectdevelopment.Acollectionserviceforpaper,cardboard and cans from business within the city was set up and grew from strength to strength.

Sunflowerwas the first community recycling project in Irelandandhaspaved theway formanymoregroups throughout Ireland to get involved in this type of work. We also operate a furniture collection and upgrade service called Busy Bees.

Totrainlong-termunemployedpeopleinthefieldofrecycling;Todeveloprecyclingserviceswithinthecity;Toraiseawarenessoftheissueofunemployment;Toreducetheamountofwastegoingtolandfill.


Operational since 1995 and ongoing.

Aims and objectives

ApproximatelyEUR900000fundedbyFÁSandourowntrainingincome.WehavealsohadEUfundingin the past.

Cardboard,paperandcanscollectionserviceforbusiness;Collectionserviceforhouseholdsforfurniture;Upgradingoffurniture,sanding,paintingandvarnishingetc.;Redesigningpiecesofbespokefurniture.

Activities

Up-skillingofunemployedindividuals;Placingpeopleintoemployment;Raisingpublicawarenessofthisfieldofwork;RespondingtotheneedsofagenciessuchasSVDP(voluntaryfamilysupportagency)andFocusHousing(voluntary housing support agency).

Results

Betterawarenessinourcommunityoftheworkwedo;Improvingtheoutlookforthosewedealwith;Publicrecognitionofthevalueofourwork.

Successful outcomes

Linkingwithemployerstogainemploymentorworkexperienceopportunitiesforourparticipants;Developingotherfieldsofworktoexpandtheexperiencesoftheindividualsinvolved;Networking with like minded organisations to gain more expertise.

SunflowerRecyclingandBusyBeesaresocialeconomybusinessandarerunbyavoluntarymanagementboard.WearefundedbyFÁSandworkincollaborationwithDublinCityCouncilandtheDepartmentoftheEnvironment, Community and Local Government.

sunflowerrecycling.ie/busybees.ie

Bernie Walsh

We operate a community employment programme with 39 places and seven people on the full-time “jobsimitative”.

Timeframe


Human resources



24

Partners

Project website

Contact person

COUNTRY Ireland


The Base: Child and Youth Development

TheBasewasestablishedthroughtheURBANIIProgramme2000-2006asaresponsetoresearchthatdemonstratedgapsandneedsintheprovisionofservicestothemost“atrisk”youngpeopleinBallyfermot,Dublin.TheLocalDrugsTaskForceidentifiedtheissueofsubstancemisuseamongyoungpeopleandother factors of social exclusion and developed a platform to inform the type of responses needed. Based onthisresearchtheBase,BallyfermotYouthCentre&ChildcareFacilityLimitedwascreated,andprovidesapurpose-built facility,adedicatedspace foryoungpeoplewhich isopen lateatnight/weekendsandprovidesawiderangeofuniqueprogrammes/services toengageandsupportyoungpeoplewithhighlevels of need.

To operate an innovative and dedicated youth and childcare facility as a resource for all children, young people, adults and providers of child and youth related services. The core goal is to develop and implement programmes and services from a unique, innovative and youth friendly facility that meets the needs of the most“atrisk”.ThecoreobjectiveoftheBaseistoaidthepersonal,social,educational,psychological,physical and general well-being of its client groups and support them to engage fully in society.


Incorporatedinmid-2006asacompanylimitedbyguarantee,theBasepreviouslyoperatedasaprojectunderURBANBallyfermotLimitedaspartoftheURBANIIProgramme,anEUandNationalDevelopmentPlanInitiative.

Aims and objectives

The total annual budget for running the various programmes/services and overall operations isapproximatelyEUR1.7m.Funding isprovidedbyCityofDublinYouthServicesBoard,HealthServicesExecutive, Dublin City Council, Pobal, Ballyfermot Drugs Task Force and FÁS (National Training andEmployment Authority).

The Base provides a range of programmes and services that support child and youth development, basedprimarilyinareasofpersonal/socialdevelopment,informaleducation,training,health-based,highintervention/harmreductionandsupportstore-engageinemployment.TheBasedoesthisthroughitscoreprogrammes–YouthWorkProgramme,TeenParentSupportProgramme,YouthHealthProgramme,Arts,Music&NewMediaProgramme,earlychildhoodcareanddevelopmentandlabourmarketinitiatives.

Activities

Engaging with high risk children and young people and providing responses in the areas of problematic substances,mentalhealth,sexualhealth,accessingalternativeeducation/training,skillsdevelopment,personal/socialdevelopment,schoolretention/completion,reducinganti-socialbehaviour,providingsafeandnon-judgementalplacetoengagevoluntarilyinservices.

Results

High numbers of children and young people are engaged in our services, in particular those who are athigherrisk.Improved/changedriskybehaviours,schoolretention,reducedinvolvementincrime/anti-socialbehaviour,improvedmental/sexualhealth,informedchoicesbeingmade,improvedparentingskills,newandimprovedlifeskills.Increasedconfidence,capacityandengagementofyoungpeople,beinga“voice”foryoungpeopletokeystatutoryserviceproviders,improvedaccesstostatutoryservices(health,socialwelfare,education), improvedopportunitiesandaccess toemploymentand third level training/education.

Successful outcomes

The Base consistently seeks to provide high quality responses to the needs of its target groups. Areas to improve on are concentrated primarily on managing to provide key services with depleting budgets –consolidationofprogrammes/services;resourcingactivities;continuingtoengagehighriskchildren/youngpeople;informingkeypolicymakersoftheneedandvalueoftheworkprovidedbytheyouthandcommunity sector.

TheBase,BallyfermotYouthCentre&ChildcareFacilityLimited.Keypartners includeour fundersCityofDublinYouthServicesBoard,HealthServicesExecutive,DublinCityCouncil,Pobal,BallyfermotDrugsTaskForceandFÁS.Otherpartnerslocally,regionallyandnationallyensurepositiveoutcomesinourwork.

www.thebase.ie

Sharan Kelly, CEO

Total number of employees currently is 42.

Timeframe


Human resources



25

Partners

Project website

Contact person

COUNTRY Ireland


The Warm Project

Havingundertaken research into theneedsof olderpeople inWexford, theWexfordAreaPartnership(oneofthreecompaniesthatmergedin2009toformWexfordLocalDevelopment)identifiedaneedfortheprovisionof insulationservices inolderpeoples’homes. ThePartnershipwasalsoworkingwithanumber of long-term unemployed people who needed opportunities for skills development and for work experienceinordertogetafootholdintothelabourmarket.ThedevelopmentoftheWarmProjectwasinresponsetotheseneedsandwasanintegralpartofWexfordAreaPartnership’slabourmarketstrategiesundertheearlierLocalDevelopmentSocialInclusionProgramme(LDSIP)andstillremainsanimportantpartofourlabourmarketstrategyunderthenewLocalandCommunityDevelopmentProgramme(LCDP).This programme ensures that Wexford Local Development (WLD) responds to the needs of low income households by providing them with access to a service free of charge and also by providing employment andtrainingopportunitiestothelong-termunemployedinanareawherethereispotentialforjobcreation.

TheaimoftheWarmProjectistoprovidearangeofenergyefficiencyservicestolowincomehouseholdsthroughoutCountyWexford. Theservicesprovidedby theWarmProject include;1.Attic insulation,2.Cavitywall insulation,3.Draughtproofingofdoorsandwindows,4. Fittingof lagging jackets,5. Low-energylightbulbsandenergyadvice. Theprojecthastwosocialobjectives;firstlytodeliver insulationservices to low income households free of charge in Co. Wexford to improve the living conditions of these households and, secondly to provide employment, training and development opportunities to the long-term unemployed.


Annually (January-December, 2011)

Aims and objectives

The project is funded by Sustainable Energy Authority of Ireland (SEAI) through theirWarmer HomesScheme, which is part of theNational Retrofitting Programme. The Project also receives substantialfundingfromFÁSthroughtheprovisionoffundingforaCommunityEmploymentSchemetoemploy25CEworkers.WLDco-ordinatestheprojectandissupportedbyLCDPfundedstaff.FundingfromSEAIfor2011isapproximatelyEUR450000.

Wexford Local Development has a long history of delivering local community and social services through the various programmes that it manages on behalf of the Government and has well established networks within their local communities which makes identifying houses in need of these services more achievable. TheWarmProjectsurveysahometoascertainwhatenergyefficiencymeasuresarerequiredandthenifnecessaryprovidesatticinsulation,cavitywallinsulation,draughtproofingofdoorsandwindows,installslaggingjackets,lowenergylightbulbsandprovidesenergyadvicetothehouseholders.

Activities

Wexford Local Development has provided insulation services to over 2 000 homes throughout Co. Wexford since its inception.

Wexford Local Development has been successful in achieving its objectives in relation to the WarmProject.Wehaveprovidedinsulationservicestoover2000homessincetheprojectsinceptionandwehavecreatedsixfull-timejobsforindividualswhowereformerlylong-termunemployed.Weemploy25individualswhoarelong-termunemployedontheFÁSCEscheme.AllparticipantsontheprojectreceiveFETACaccreditedtrainingin“InstallingThermalInsulation”andalsoreceivetraininginHealth&Safety,ManualHandling,SafePassetc.,andalsoreceivedindustryrecognisedtrainingincavitywallinsulation.Theprojecthasahighlytrainedandskilledworkforceinanidentifiedgrowtharea.

Successful outcomes

TheWarmProjectwouldembracetheopportunitytoup-skillitsworkforceevenmoreanddevelopfurthertheir range of services to provide an enhanced range of services to householders. This would include an involvementintheGovernment’scentralheatingprogramme,installingsolarpanels,renewableenergyheating systems, rain water harvesting systems and external wall insulation. A lot of these measures were provided under a pilot programme in 2010 but were delivered by private contractors.

TheWarmProjectismanagedbyWexfordLocalDevelopment,workinginpartnershipwithSEAI,FÁSandother partners such as the Electricity Supply Board, Ireland.

www.wld.ie

BrianKehoe/ClareRyan

FÁSprovide funding fora full-timesupervisor tooversee theprojectandalso for25CEworkerswhoprovidethemajorityoflabourontheprogramme.SEAIprovidesfundingfor5.5positionsontheproject.WLDco-ordinatesandmanagestheprogrammewithLCDPfundedstaff.

Timeframe


Human resources

Results



26

Partners

Project website

Contact person

COUNTRY Ireland


The Young Entrepreneur Programme and Awards

TheYoungEntrepreneurProgramme&Awards(YEP)isoneofacontinuumofinitiativesdevelopedanddelivered by Shannon Development, Institute of Technology Tralee (ITT) and Dr. Jerry Kennelly (entrepreneur and philanthropist - Tweak.com). The aforementioned have collaborated closely to create a shared campus foreducationandenterpriseatKerryTechnologyPark(KTP).Thisunique,green-fielddevelopmenthasgained national and international recognition as a role model for the successful integration of business and education and as an excellent environment for start-ups. Aimed at 15-23 year olds (in Transition Year and at ITT), the programme promotes entrepreneurship as a valid career choice. The programme structure includes timetabled classroom learning, local business mentorslinkedtoschools/thirdlevelalongwithvariousevents.Studentsarerequiredtoidentifyabusinessideaanddevelopabusinessplan.Studentsgoontofinetunetheirbusinessplansundertheguidanceof dedicated business mentors for the duration of the programme. The programme is built on the ethos of bringing educators, students and entrepreneurs together to bring real life business experience into the classroomandfacilitatethestudent’slearningthroughouttheyear.


Ongoing.

Aims and objectives

EUR250000annually,thisdoesnotincludethehugevolunteereffortby:• Local,regional,nationalandinternationalentrepreneurs;• Teachingcommunityinparticipatingschools;• Schoolmanagementinparticipatingschools;• AnextraordinaryteamwhichjugglesthiswiththedeliveryoftheJuniorEntrepreneurProgramme

andtheEndeavourProgramme.Fundingissourcedfromavarietyofsources–primarilyLEADERandprivatesectordonors.

Trainers & Mentor Training: All trainers, mentors and individuals associated with the programme undergo acomprehensivetrainingprogramme.ATrainers’Manualisavailableasateachingresource.Seminar Series (Blue Sky Day, Business Plan Workshop, Business Boot Camp):Variouseventstakeplace throughout the year in which students have the opportunity to learn from leading entrepreneurs. Connecting to a network of national entrepreneursmeans the YEP acts as an interface between theentrepreneurial community and budding entrepreneurs.Business Plan submission: All participating students submit a business plan and supporting material. Examination: All students are formally examined on the learned entrepreneurship skills. Adjudication & Awards: Projects are adjudicated individually by a panel of judges (internationallysuccessfulentrepreneurs).Thestudentspitchtheirideasandfacetoughquestionsfromthejudges.Thefinalawardsnightcelebratestheachievementsofallinvolvedintheprogrammeovertheyear.

Activities

2500studentshavecompletedtheprogramme.Sinceitsinceptionin2007,65%ofsecondlevelschoolsin County Kerry now participate in the programme. We are currently undertaking a quantitative analysis on the impact of the programme. Data collection is ongoing and preliminary analysis will commence in 2011 (repeated annually).

Results

TheYoungEntrepreneurProgrammeisnowaninternationalrolemodel.Theprogrammehasbeenpilotedin Limerick and Cork with great success and discussions are underway regarding its roll out among our partnerEuropeanEntrepreneurialRegionAwardwinners(Brandenberg,Helsinki,Murcia,CataloniaandTrnova). Approaches have been made by a number of countries in Eastern Europe to migrate the model, as well as from the Kingdom of Saudi Arabia and a number of the gulf countries.

Successful outcomes

Structuredresearchprojectstosupportcontinuedevolutionoftheprogramme;IntegrationofastructuredCPDprogrammeatpostgraduatelevelfortheteachingcommunity;Mainstreamingoftheprogrammeatthirdlevel;International partners.

Founding partners: Institute of Technology, Tralee, Shannon Development, Tweak.com in association with LEADER

www.youngentrepreneur.ie

Anne Looney

Operations Manager, Education Liaison Manager and a Multimedia Executive.

Timeframe


Human resources



27

Partners

Project website

Contact person

COUNTRY INTERNATIONAL


WAPES - World Association of Public Employment Services

WAPESisanetworkwithmorethan80PublicEmploymentServices(PES).Weunitetheexpertiseofover500 000 staff around the world. Operating within a broad range of local labour markets with unemployment ratesrangingfrom2%to80%,WAPESoffersitsmembersaplatformto:(i)connect;(ii)shareknowledge;(iii)learn;(iv)cooperate;and(v)promote.Thisisdonethroughmeetingsandeventson-locationandon-line,surveysandpeerlearninggroups,andbytechnicalassistanceandcapacitybuildingprojects.

ThenetworkischairedbyFranceandcoordinatedbyPôleEmploi.ThefiveoperationalWAPESregionsare:(i) Africa (coordinated by l’Agence Nationale de l’Emploi,Niger);(ii)Americas(coordinatedbyMinistereo de Trabajo, Empleo y Seguridad Social de la Nación, Argentina); (iii) Asia and Pacific (coordinated byMinistryofHealth, LabourandWelfare, Japan); (iv)Europe (coordinatedbyBundesagentur für Arbeit, Germany);and (v)MiddleEastandArabCountries (coordinatedbyAgenceNationale de Promotion de l’Emploi et des Compétences, Morocco).

• TofacilitatetheexchangeofbestpracticesandfuturedevelopmentsinthecorebusinessofPES;• To supply information and delivery of technical assistance and capacity building from more

developedtolessdevelopedPES;• TosupplysurveysonPESperformance;• Tocontributetothediscussionofpublic-privatepartnerships;• Toofferup-to-dateinformationontheimpactofPESinlabourandemployment.


The Association was founded in 1988-89 by six Public Employment Services: Canada, France,Germany,theNetherlands,Sweden,andtheUSA,togetherwiththeInternationalLabourOffice(ILO).Meanwhile, the number of members has grown to 86. The ILO remains an observer to the Association.

Aims and objectives

WAPESisfinancedthroughthecontributionsofitsmembersandprojectfundsfortechnicalassistanceand capacity building.

Surveys, meetings and events, workshops, peer learning groups, technical assistance, information to members via newsletters and capacity building.Activities

WAPESisorganisingnineworkshopswithmembercountriesallovertheworld.Itisalsocoordinatinganevent with partners on capacity building, several peer reviews, and frequently participates as an expert inconferencesandworkshops.Sofarthisyear,15PESfromdevelopingcountrieshavereceivedfundingfromtheWAPEScooperationfundtovisitandlearnfromPESinmoredevelopedcountries(mayincludetechnical assistance).

Results

TheadvantagesofbeingaWAPESmember:• YoucanexchangeoperationalpracticeswithPESfacingsimilarchallengesandlearnfromother

membersthathavefacedandsolveddeliverychallengesbefore;• WeaddresslabourmarketpoliciesandtheroleofthePESintheimplementationoflabourmarket

policies;• Wehelpyoutohighlighttheachievementsofyourorganisationinternationally;• WepromotethefunctionandthepracticesofPEStootheractors that interveneonthe labour

market;• Weofferyouup-to-dateinformationaboutPESintheworldthroughourwebsite.

Successful outcomes

WAPESwould like to attractmoremembers over theworldand to increase the interactionwithin theWAPESassociationandwithotherstakeholders.

WAPEScooperateswithmanypartnerorganisations:InternationalLabourOrganisation(ILO),EuropeanCommission (EC), Organisation of American States (OAS), African Union (AU), Reform of EmploymentServiceQuorum(RESQ),OrganisationforEconomicCo-operationandDevelopment(OECD),UnitedNationsDevelopmentProgramme(UNDP),AsiaPacificEconomicCooperation(APEC),InternationalOrganisationfor Migration (IOM), etc.

www.wapes.org

Kristine Hansen: [email protected]

WAPES Executive Secretariat in Brussels (Belgium) coordinates the activities together with themembercountries.TherearefivepeopleworkingattheExecutiveSecretariatinBrussels.

Timeframe


Human resources



28

Partners

Project website

Contact person

COUNTRY Belgium


Youth Competence Centres

Like in other big cities in Belgium, Antwerp’s population is growing, rejuvenating and diversifying. Incomparison to other big cities in Flanders, Antwerp has the biggest share of inhabitants with a foreign nationality.Thecityhasahighunemploymentrate-14.6%comparedtoanaverageof7.1%inFlanders(2010). The risk of being unemployed is twice as high for people with a foreign nationality from outside the EU as for people with Belgian nationality. Flanders also has high levels of school delay and school dropout andanadditionalproblemisthefactthattheofficialagenciesdonotreachtheseyoungpeople.

Competences are the core of Youth Competence Centres (YCCs). In this process, the work-related acquired competences(WACs)andrecognitionofacquiredcompetences(RAC)counsellorsplayacrucialrole.TheRAC counsellors create awareness on competencesacquired through spare activities,whilst theWACcounsellors focus on the competences acquired in an informal way to improve the educational and labour market position of socially vulnerable young people.


OnJune1,2009JES(oneoftheYCCs)hiredthreeWACcounsellorsfortheYCCs.Theprojectwasextendedin 2010 and will continue in 2011. Each WAC counsellor has to reach 40 young people each year with whomtheytakeajourneythatwillincreasetheirworkrelatedcompetencesandhelpthemintheirsearchfor work or training.

Aims and objectives

The funding of YCCs takes place through different agreements between the City of Antwerp and the YCCs, which are renewed and renegotiated on a yearly basis. There is shared funding: the Youth Department of theCityofAntwerpprovidesthefundsfortheRACcounsellors.TheDepartmentWorkandEconomyoftheCity of Antwerp funds the WAC counsellors.

The WAC counsellors have to establish a relationship with the youngsters in their respective neighbourhoods. Thefirststepistoinformtheyoungstersabouttheirjob,whattheycanexpectfromaWACcounsellorandtogainconfidence.Inasecondphase,youngstersaskforadvice,starttospeakabouttheiraspirationsorproblems, which marks the beginning of a more intensive coaching.

1) Clientsareofferedsupportinfindingajob;2) Orientation,counsellingandinformaltrainingonkeycompetencesareoffered;3) Supportinfindinganappropriateschool;4) Finally, advice is offered with regard to study choice, including giving information and guidance to

the Antwerp Study Choice Counselling or other institutions.

Activities

In 2010 the WAC counsellors went through an intensive process with 129 youngsters and were approached by450youngpeople.53ofthemfoundwork(41%),21(16%)startedtrainingand33(26%)returnedtoschool.

Results

The YCCs went through a process to further develop the centres and to better align them so as to tackle bottlenecks in the area of leisure, education and employment. The output of this creative process is a number of actions which will be implemented over the next few years. For example, the organisation of a youth fair, mainly organised by youngsters, roundtable sessions for youngsters.

Successful outcomes

Outreachworktakesalotoftimetofindtherightplacestomeetyoungstersandtogaintheirtrust,theyarerarelypresentduringofficehours,andthereisalsopeerpressure.Thecounsellorsarerequiredtocombine street credibility with a thorough understanding of the labour market, the education system, and therelevantinstitutionsoperatinginthesefields.Thetwomainchallengesfor2011aretheorganisationof group based coaching and the broadening of WAC counselling to girls and other ethnic minorities.

CityofAntwerp,WorkandEconomy:ElHassanAouraghe,ProjectownerCity of Antwerp, Youth DepartmentJes, Youth organisation (NGO)Kavka, Youth organisation (NGO)

www.jes.be/www.zappaworld.be

El Hassan Aouraghe: [email protected]

JES has three WACs in three neighbourhoods with the highest rates of youth unemployment.

Timeframe


Human resources


building quality jobs in the recovery - oecd.org - oecd · • preventing labour market exclusion:...

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