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Social Europe

ESF Transnational Platform

Brussels, 21-22 June 2016

Seminar

‘Transnationality in progress’

1

Programme & Presentations

(Published on 7 September 2016)

Table of contentsProgramme......................................................................................3Session A – Strengthening the impact of the ESF thanks totransnational cooperation..............................................................8

Workshop A1 Promoting and recognising skills................................................9The New Skills Agenda for Europe (and the Skills Guarantee) ...............................................14Time4YourTalent- Discovery of hidden talents (Belgium)........................................................24DAISS project - Job matching diagnostics for assessing soft skills and work rolepreferences (Lithuania) ............................................................................................................34Workshop A2 Empowerment and access to the labour market fordisadvantaged youth.......................................................................................42Project POINT - migrants and persons with disability (Sweden) .............................................43Programme Learning by Doing (Spain) ...................................................................................50Youth Active Plus (Germany)...................................................................................................61Workshop A3 The added value of the social economy to the integration ofmigrants ..........................................................................................................74Migration and mobility: state of play.........................................................................................75

Intra-EU mobility and migration..................................................................................................76Refugee integration....................................................................................................................87Labour market and social situation outcomes pre-existing integration outcomes......................94Policies in place to help............................................................................................................102Additional slides for discussion ................................................................................................107

Camelot - Building new communities (Italy)...........................................................................116MicroStart - Promoting microcredit in Belgium.......................................................................135Workshop A4 Co-creating new models for partnership and policy change ..165Co-creation for new models of governance (SKAT, Denmark)..............................................172Designing a collaborative city administration (Amersfoort, Netherlands)...............................186

Session B – Taking the ESF Transnational Platform to thenext level .....................................................................................197

The website and database............................................................................198Co-ordinated calls and beyond .....................................................................206Co-ordinated calls for proposals in Poland ............................................................................215The co-ordinated transnational calls for proposals in Sweden ..............................................221The 2016 transnational call in Flanders.................................................................................226The first year of activity of the nine Thematic Networks ...............................232Employment ...........................................................................................................................233Youth employment .................................................................................................................239Learning and skills .................................................................................................................245Inclusion.................................................................................................................................255Partnership ............................................................................................................................258Migrants .................................................................................................................................261Social economy .....................................................................................................................267Simplification..........................................................................................................................270Public administration and governance...................................................................................280Workshop B1 Building partnerships with stakeholders .................................288Workshop B2 Implementingcommunity-led local development ....................297Workshop B3 Organising a peer review .......................................................326

Session C – A social innovation approach to ESF andpolicies ........................................................................................338

Workshop C1 ESF simplification in support of social innovation ..................339Workshop C2 Using human-centred design .................................................373Workshop C3 Digital social innovation..........................................................429

2

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Social Europe


Seminar



Session A – Strengthening the impact of the ESF thanks to transnational cooperation

8

Social Europe


Seminar



Workshop A1

Promoting and recognising skills

9

Social Europe

Highlights

• Barriers to labour market integration – legal status, discrimination; recognition of qualifications and language

• Access to micro-finance combined with coaching on setting up entreprises is essential

• Example of Camelot as provider of integrated services (social integration; language etc)

10

Social Europe

Conclusions

• There are well established social enterprises providing solutions to migrants integration ; like Macken and Camelot

• Cobining different sources of funding is essential: ESF can be used by social entreprises for innovative projects for migrants integration

• Partnership between municipalities and social entreprises ensures sustainability

11

Social Europe

Soft skills, main challenges !

• Which policies can best promote the identification, integration, validation and recognition of soft skills on the labour market?

• How can the ESF support the reinforcement of education-training-business-employment partnerships to address skills mismatch?

12

Social Europe

• Facilitated by Allen Mercer and Armelle Ledan, thematic experts of the ESF Transnational Platform

• Lead Member States: Claudia Saccone, Italy, Learning & Skills TN ; Caroline Meyers, Flanders, Employment TN

• The Skills Agenda, by Martina Ni Cheallaigh, European Commission / DG EMPL

• DAISS project (Lithuania) – job matching diagnostics for assessing soft skills and work role preferences, by Vilma Tubutiene, Social Innovation Centre

• Project Time4YourTalent (Belgium) – tools for the 50+ employees that allow them to taste a different kind of work, by Nathalie Bekx, Trendhuis

• 16.15 – 16.30 Coffee Break

• Panel debate Caroline Meyers (Work and Social Economy Department, Flanders), David Meulemans (VDAB - Flanders public employment agency), Claudia Saccone (Ministry of Education, Universities and Research, Italy), Nathalie Bekx and Marijke Brants (Trendhuis), Vilma Tubutiene (Social Innovation Centre)

13

New Skills Agenda for Europe

Key elements and actions, including

Skills Guarantee

14

1. Improving the quality and relevance of skills formation

• Proposal for a Council Recommendation on Skills Guarantee June 2016

• Proposals for Revision of the Key Competences Framework 2017

• Making VET a first choice 2017

• Digital Skills for Europe end 2016

2. Making skills and qualifications more visible and comparable

• Proposal for Revision of the European Qualifications Framework June 2016

• Skills Profile Tool for Third Country Nationals June 2016

3. Improving skills intelligence and information for better career choices

• Proposal for Revision of Europass late 2016

• Sharing best practices on addressing brain drain 2017

• Blueprint for Sectorial Cooperation on Skills June 2016

• Initiative on graduate tracking 2017

15

Skills Guarantee

• Improved life chances and employability

• More resilient human capital base

• Higher and more inclusive growth

16

Demographic challenges

WHY?

Source: Eurostat, Cedefop

Labour supply trends (labour force age 15+)

Technology

17

64 million low-qualified adults

Source: Eurostat 2015

inactive people

unemployed people

employed people

23.3 million

34.1 million

6.6 million 18

Adult educational attainment in EU

19

Limited participation of low-qualified adults in E&T

64 000 300

384 002 1 408 001

participation in formaleducation

participation in non-formal education

Adults without uppersecondary education

Source: Eurostat 2015, Labour Force Survey

EU benchmark of 15%

20

A Skills Guarantee – FOR WHOM? WHAT?

FOR WHOM?

No upper secondary education

Not eligible for support under the Youth Guarantee

literacy, numeracy, digital skills

EQF level 4 or equivalent

and/or

WHAT?

21

Skills assessment

Tailored E&T offer

Validation and recognition

Cooperation and Partnership

Outreach, Guidance and Support

Measures

Monitoring and Evaluation

The Skills Guarantee

(HOW?)

21 22

Skills Guarantee

23

Trendhuis

Marijke Brants, Head Research, Trendhuis

Nathalie Bekx, CEO, Trendhuis 21/06/2016

Time4YourTalent Discovery of hidden talents

24

People don’t want to work until 67, unless ….

I. Context

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Ik wil persoonlijke ontwikkeling op het werk

Werkgever geeft loopbaan geen of onvoldoende vorm

Job rekening houdend met m'n talenten motiverend langer aan het werk teblijven (51-65)

Kan job minstens tot 67 volhouden (M)

Kan job minstens tot 67 volhouden (V)

90%

70%

64%

7%

2,50%

ESF-Werkbarometer 2015: some conclusions

Taking my talents into account, I am motivated to stay at work (51-65)

I can stay at work until 67 (men)

Employers give career no or insufficient form

I can stay at work until 67 (women)

I want personal development at work

25

Need for TOOLS to enable EFFICIENT talent management

1. Defining talents 2. Developing talents 3. Validation of informal learning

I. Context

26

Transnational inspiration 1. Sweden Albö learning center

Guidance of refugees based on talents

2. The Netherlands • Van Ede and partners

Specialised in talent management & job mobility Use of PAPI-test In depth talent-interview

• Oudstanding Specialised in reorienting 50+ers on the job market

I. Context

27

Transnational inspiration 3. Belgium

• Accord group Specialized in HR consultancy

• Profiler (Wannes Wilms) Talentscan (time and resource intensive)

4. Scotland • Bridges Programmes

Measurement of competences (time and resource intensive)

5. Germany • Bupnet

Specialised in mobility and validation of competences

I. Context

28

Learning process Time4YourTalent

II. Tools

Defining Developing Validating

Talent scan Talent interview

Practical questionnaire

Talent development (informal)

Talent measurement

Validation report + certificate

1 2 3

29

Step 1: defining talents A) Talent scan (10 min): - Based on theory of Quinn - 8 profiles

II. Tools

create

compete

cooperate

control

30

Step 1: defining talents B) Talent interview (45 min)

- Face-to-face - From childhood till now - Focus on positive

TALENT PROFILE

II. Tools

+

31

Step 2: Developing and measurement of talents A) Talent learning project

- Based on talent profile - In another setting (NGO) - Well defined learning goal

B) Talent measurement - Level 5

- Cognition – head - Skills – hands - Attitude - heart

II. Tools

32

Step 3: Validation of informal learning

II. Tools

Benchmark for each dimension and each talent

33

Job Matching Diagnostics for Assessing Soft Skills and Work Role

Preferences (DAISS) LEONARDO DA VINCI Transfer of innovation

Vilma Tubutiene

NGO Social innovations centre, Siauliai, Lithuania

34

• Purpose of the DAISS (1,2) project was based on the export of an innovative product Self Awareness Assessment & Job Matching Tool conceived & developed in the UK by transferring, adapting & translating it into 7 European countries & languages.

• The DAISS Project Coordinator was Apricot Training Management (UK).

• Partners from Bulgaria, Italia, Spain, Greek, Portugal, Romania, Lithuania.

http://daiss-project.eu/

35

• Based on the well-established psychometric testing system of workplace behavior (DISC), and uniquely incorporating an assessment of learning styles, the Self Awareness diagnostic tool is validated for use with adults and young people by the University of Cambridge.

• Self Awareness Assessment & Job Matching Tool has been designed to increase the understanding of the role of ‘soft skills’ in employment – for both employers and job seekers.

36

• It uses the principles of DISC (Dominance, Inducement, Submission and Compliance) Personality Profiling in order to analyze and feedback on the Soft Skills of employability learners or ‘candidates’.

• The tool gathers and analyses participant responses and then uses an innovative ‘matching’ component to align employer requirements with the ‘soft skills’, learning styles and work preferences of adults seeking work.

• The ultimate goal is to produce a best fit solution for both employers and job seekers.

37

We use the Diagnostic tool: • As supporting tool for recognising personal

strengths and weaknesses at Career management course (Siauliai University, LT)

• As part of training course for social workers and their assistants (Edukaciniai projektai, LT)

• As recruitment tool for finding the appropriate candidacy (eg. kindergarten “PASAKA”, LT)

• As a tool for identifying and utilizing the employees’ potential of soft skills...

38

Participants said: • Soft skills are usually difficult to define; the Diagnostic

Tool gave me a clear frame about it from a professional perspective. It is possible to have a clear and common framework with the student/job seeker about resources and areas of improvement by focusing on personal, individual development plans for students.

• The Diagnostic Tool reinforced point of view about the importance of soft skills in finding/keeping a job; increased accuracy of recommending a candidate for a job profile or specific vacancy and accuracy in matching job requirements with individuals.

39

Participants said: • It improves the development of personal CV both

in presentation and as a professional profile concerning emotional sphere, how they could join the labour market;

• It could be integrated in educational and training programmes as a support tool. Used in group training processes to experiment the results of tests through role-play and reflections; to prepare students to deal with on-the-job training.

40

Social Europe


Seminar



Workshop A2

Empowerment and access to the labour market for disadvantaged youth

42

A ”coordination association” is a union for financial coordination between:

•8 municipalities

•The Employment Office

•The Swedish Social Insurance Agency

•Regional Health Care for Västra Götaland

43

Sweden Sjuhärad The municipalities involved within Sjuhärad

44

Companies

Individuals

Schools

Authorities Non-profit organizations

TOGETHER

45

Companies

Individuals

Schools

Authorities Non-profit organizations

46

Contact Project manager Pernilla Knutsson

[email protected] +46 33 430 10 21

www.samverkanvg.se/point

49

“LEARNING BY DOING”

50

Spanish Roma Community

About 700.000 people

Very young

Initial disqualification

Subject of discrimination

STRUCTURAL FUNDS

SF for social inclusion 2000-2006 2007-2013 2014-2020

51

Learning by doing:

Training and employment programme for youth at risk of exclusion which combines both theory and practical training in real working environments.

Objective:

Labour inclusion.

Educational return.

52

Young Roma unemployed (between 18 and 30).

At risk of social exclusion.

Preferentially belonging to families with all the members unemployed.

Low qualification.

Without work experience.

Participants:

53

6 Months:

840 hours of training:

Theoretical training: 420 hours.

Practical training: 420 hours.

2 Phases:

PHASE 1: 1st month. Theoretical and basic training.

PHASE 2: 2nd – 6th months. Training in the workplace (theoretical and practical) and transversal competences for the job.

Methodological Model:

54


1st month

140 hours.

20 participants.

Provided in our own facilities.

Aid: 6€ day/participant.

Phase 1: Basic competences.

Math reasoning.

Verbal and written communication.

Technological skills.

Customer service.

Retail trade.

55


5 months

16 participants (selection).

Provided in the company and our own facilities.

Grant: 350 € month/participant

Phase 2: Transversal competences and training in the workplace.

Transversal competences (140 hrs)

Theoretical training provided by the company (140 hrs) – Linked with the occupation

Training in the workplace (420 hrs). Complete Pathways.

56

Cashier

Supplementary trade activities:

Information, stock…

Warehouse storage

activities

Fresh Shop Assistant

Shop Assistant


Example: supermarket training pathway

TRAINING PATHWAY

57

COMPANIES

• 55 partner companies

• 53 “Learning by Doing” trainings in 26 cities

• 5 sectors: Hypermarket and Department Store

Hotel Industry

Food Industry

Maintenance of buildings and gardens.

Automotive Industry

• 977 participants – 497 men (51%)

– 480 women (49%)

– 76% under 25 years old

– 66% without education or with primary education

– 88% Roma

• 781 finish the training

• 328 get a job (42%)

• 299 return to the classroom (38%)

• 977 families – 58% with all the members

unemployed

• 3.822 people benefit from the program (close relatives)

COST: 3.003.000€ - GRANTS FOR PARTICIPANTS: 1.400.000€

PARTICIPANTS FAMILIES

Main Results:

58

Keys of Success:

Recruitment and selection process.

Companies as key allies.

Training model: rotation, mix theory-practice...

Colaborative model: Public Administration-NGOs-Companies

59

[email protected]

www.gitanos.org/english www.gitanos.org/que-hacemos/areas/employment/aprender_trabajando.html

Thank You!!

60

YOUTH ACTIVE PLUS

Accompaniment, Support, Internships, Job Projects

Katrin Triebl Lawaetz-Foundation Hamburg

61

1. Approach in Hamburg

2. Basic Information of the project

3. Location of the Partner

4. Target Group and Aims

5. Success factors

6. Results

Contents

62

Approach in Hamburg

Implementation of the Youth Employment Agency (YEA) one-stop-shop in all districts in Hamburg to offer orientation and counselling

o New System/ Innovation

Combination of different services, esp. youth welfare services and counselling on vocational training

starting in school to solve problems occuring in the transition from school to employment

o Slogan: „No one may get lost!“

o Additional: Funding of private organizations

To consult youngsters with multy-layer problems

Example: Youth Acitve Plus, funded by ESF

63

Basic information

Project duration: 01.01.2014 – 31.12.2016

Funding: European Social Fund (ESF), Districts of the City of Hamburg and Ministry of Labour, Social and Family Affairs and Integration (6.2 Mio. € in total/ 3 years)

Project leading: Johann Daniel Lawaetz-Foundation

Project managing

Administrative and financial matters

Network coordination

Analysing of project results, public relations

Subpartners: 12 partners (private local youth services)

Located in all districts of Hamburg (areas of disadvantage)

Working with NEETs

64

Location of the partner

65

Target Group/ Aims

Target Group: NEETs (age 18 to 25/ parents up to 27)

Without any job prospects

With multiple social problems

Who were not (no more) reached by the regular system

Whose social benefits are cut

Aims

Vocational empowerment and social (re-)integration of the target group

To develop new connections between facilities

To build up new networks and cooperation structures on local and on

regional level (between all districts)

66

Success factor 1: Cooperation/Networking

Structure of the Project

o Managing organization – focus on coordination, administration, etc.

o Community-based organizations – focus on target group

Cooperation at local and regional level

o Youth Employment Agency (YEA) with its different cooperation partners

o Broad spectrum of private councelling facilities

supports know-how transfer and improve interfaces

Combination of youth welfare and labour market facilities Makes it possible to reach the target group and to offer

them any necessary assistance

67

Success factor 2: easy access and individually

Counselling on an individual bases

o Easy access to services

o Willingness to take part

o Individual approach

o Neighbourhood networking

success in reaching the target group

Participants often interrupt advice process – and often come back

It is more difficult to reach the target group than to activate them

68

Success factor 3: Job projects

Placing the young people into jobs/practical training

o Working in a “real job” (in a kitchen, as a plumber, carpenter)

o To develop social skills such as reliability, teamwork ….

o Make individual arrangements between the participant and project

o To respect agreements

Preliminary vocational qualification

Feeling of being valuable for society

Motivation and self-confidence

69

Results: some figures

People reached

(01.01.2014 – 31.12.2015) 1.237

Still in coaching process 278

Coaching finished on 31.12.2015 959 100 %

- thereof people who gave up 197 21 %

- thereof people activated 722 75 %

- thereof people not activated 40 4 %

70


Target Group

46 % young women

61 % between 18 to 21 years old

58 % with migrant background or without German citizenship

Duration of the coaching process

13 % less then 3 month

34 % between 3 and 6 month

42 % between 6 and 12 month

12 % more than 1 year

71


People activated (31.12.2015) 722 100 %

In employment 186 26%

In process of jobsearching 103 14 %

in educational/ vocational training 364 50 %

in qualification 69 10 %

72

www.jugendaktivplus-hamburg.de

Johann-Daniel Lawaetz-Foundation

Sieglinde Ritz, Runhild Mehrkens, Katrin Triebl

([email protected], [email protected], [email protected])

Ministry of Labour, Social and Family Affairs and Integration

ESF managing authority

Ulrich Wolff ([email protected])

Office for Family Affairs

Peter Hoffmann ([email protected])

Further Information

73

Social Europe


Seminar



Workshop A3

The added value of the social economy to the integration of migrants

74

Migration and Mobility: State of Play

Jorg Peschner

Filip Tanay

Employment and Social Governance Directorate, DG EMPL

21 June 2016

*The content of this presentation is the opinion of the author and does not necessarily represent the official position of the European Commission.

75

Intra-EU mobility and migration

76

ESDE 2015 Intra-EU mobility and migration: Efficiently-used tools to generate higher growth?

Extent of the demographic challenge

Individual drivers of EU-mobility

Labour Market performance (static)

Labour Market dynamics (transitions)

Efficient sectoral allocation

(Over-) Qualification

Wages, Social Benefis, Public Budget

Long-term impact on the economy

…..

ESDE 2015

77

EU

0.0

0.5

1.0

1.5

2.0

2.5

EU-15 EU-10 EU-3 Non-EU

odds

ratio

No controls Full model

Native-born = 1

Labour market performance 2012/13 (STATIC): Odds of being in employment, age 20-64, resident <= 10 years

Region of birth 78


0.0

0.5

1.0

1.5

2.0

2.5


odds

ratio


Native-born = 1

EU

Region of birth 79


0.0

0.5

1.0

1.5

2.0

2.5


odds

ratio


Native-born = 1

EU

Region of birth 80

Potential external factors (EU-3/Migr): • Immigration channel (reason for having migrated in the first place) But also: • Labour legislation (legal restrictions)? • Discrimination? • Low assessment of formal education?

81

Share of people with at least upper secondary education, working in elementary occupations, in % by nationality, avg. 2009-2014

Over-qualification

0

5

10

15

20

25

30

35

40

DE FR ES IT UK BE AT IE NL

% o

f res

pect

ive

popu

lati

on 1

5-64

Non-EU Migrants

Nationals

Source: Eurostat EU LFS 82

Potential contribution to host-country’s growth performance … … if qualifications gained through mobility and migration were used more efficiently! Evidence from the Labour Market Model: Simulation of higher migration 83

Simulation with DG EMPL’s Labour Market Model: Migration shifts each year by 0.1 % of the population aged between 25 and 49

Economic impact: additional migration

General LM-Model simulation

Public budget effect (net transfers back to households): -0%, 0.6% of GDP, resp.

DE

0%

1%

2%

3%

4%

Popu

l.

GDP

Inve

stm

.

Empl

.

Low-skilled migrationHigh-skilled migration

Increase in the long run

84

ESDE 2015 Intra-EU mobility and migration: Tools to generate higher growth?

Yes! But their potential is not efficiently

used.

• Low mobility rates across the EU (4% of WAP)

• Low return on migrants' human capital,

especially higher education

85

Ordinal logistic regression: odds ratio for receiving some benefit or assistance, relative to the native-born population (=1), by region

** ******

****

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

EU15 EU10 EU3 Non-EU

odds

rat

io

With control for labour status

Without control for labour status

Welfare dependency

EU

Native-born = 1

86

Refugee integration

87

Main questions

1. Size of the current wave

2. Labour market and social situation of refugees

3. Policies in place to help

88

1st time asylum applications, EU-28, 2015

Size of the current wave

The size of the current wave..

Source: Eurostat 89

Unaccompanied minors in asylum applications, 2015


…with rising issue of unaccompanied minors

Source: Eurostat 90

1st time asylum applications by age


New wave is young !

Source: Eurostat 91

1st time asylum applications and 1st instance asylum decisions as a % of total population, 2015


… shows a clear need for EU level response

Source: Eurostat 92

So perhaps not quite a tsunami…

93

Labour market and social situation

outcomes Pre-existing integration

outcomes

94

Labour market outcomes

Low labour market performance compared to many other migrants (EU-25*)

Source: Eurostat 95

Nearly half of refugees are low educated, but a fifth are highly educated

Source: DG EMPL calculations based on EU-LFS 2014 module

2014

Social outcomes Education

96

…coupled with social integration challenges for all non-EU born

Source: Eurostat

2014 2014 2015

Social outcomes

97

Any good news?

98


Employment outcomes of refugees catch up with time, but it takes up to 20 years

Source: Eurostat

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

<05 5 to 9 10 to 14 15 to 19 20+

Emp

loym

en

t ra

te (

%)

Years of residence

Employment

Study

Family

Refugees

99


Education seems to matter - yet return could be higher

Source: Eurostat

Employment rates of refugees and other non-EU born by education level in the European Union, 15-64, 2014

0%

10%

20%

30%

40%

50%

60%

70%

80%

Low Medium High

Overall average EU28

100


Having intermediate language skills gives a big boost to employment chances


Policies in place to help

102

Source: EEPO ad hoc country reports (Feb 2016) & OECD Policy Booklet on the Integration of Humanitarian Migrants (Jan 2016)

Majority of MS are already investing in refugees

103

However Need to remove 'external factors' that keep refugees from contributing to growth Today, access barriers are still significant.

104

Minimum period before labour market access is granted

Countries

Immediate access EL, PT, SE

Upon 2 months IT

Upon 3 months AT, DE, BG, RO*

Upon 4 months

BE

Upon 6 months CY, CZ, EE, ES, FI, NL, PL + DK***

Upon 9 months HR*, FR, HU, LV, LU, MT*, SK, SI

One year UK***

No access LT + IE*** *: assuming that draft laws (reducing the duration) that have been announced have effectively been passed and entered into force **: have announced that legislation will be put in conformity with Directive 2013/33/EU but no information confirming it ***: not bound by the Reception Conditions Directive 2013/33/EU

105

Conclusions

• The flows we are witnessing are considerable but not insurmountable – they call for an EU level response

• Integration of refugees is a long process

o particularly for the low-educated and for women

• Both intermediate language and education give big boost to refugees' employment chances

• …but it needs to be activated for the labour market: Remove barriers & invest!

What have we learnt?

106

Additional slides for discussion

107

0

50 000

100 000

150 000

200 000

250 000

300 000

350 000

400 000

450 000

1985 1987 1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015

Germany

Asylum applications – all citizenships (1985-2007) and 1st time asylum applications TCN (2008-2015)


Historical precedent (?)


Asylum applications – all citizenships (1985-2007) and 1st time asylum applications TCN (2008-2015)


Historical precedent (?)


Distribution of asylum seekers across Member States (1st time asylum applications), 2015


Most affected countries


Distribution of asylum seekers across Member States (1st time asylum applications & 1st instance decisions), 2015


Most affected countries (?)



…which becomes even more visible when looking separately by gender…



…and once unemployed, refugees find it difficult to return to jobs


Share of nationals among non-EU born who have been in the country for at least 10 years, by category, 15-64, 2014

Social outcome

…but refugees tend to be more likely to naturalise


…and even transmitted onto the 2nd generation's education

2nd generation

176

226

276

326

Levels and

Score

Native-born offspring of foreign-born Native-born offspring of native-born

2

3

>3

<2

2012

Mean literacy scores by migration background among 16-34 year-olds, 2012

Source: OECD Settling In (2015) - OECD Programme for the International Assessment of Adult Competences (PIAAC) 2012.

115

Building new communities

Chiara Guidoreni

www.camelot.org

1st annual seminar “Transnationality in progress” ESF Transnational Platform

21-22 June, Hotel Bloom - Brussels

116

Camelot

Camelot is a cooperative that provides services in education and in intercultural and social cohesion.

Camelot is active in the territories of Ferrara and Bologna to encourage inclusiveness and autonomy of people in need through social recovery paths and job placement.

The cooperative has a young management team that, with competence and specific expertise, ensures daily quality services and continuous research of best practices to provide the highest degree of reliability possible for the institutions and partners involved.

Since its launch in 1999, Camelot has represented an innovative experience, generating a continuous and constant growth. Today, the cooperative employs 200 people (mostly women, the average age is 37 years old) who are turning paths of professional development by enhancing the abilities of each to benefit the needs of all.

Building new communities Chiara Guidoreni

June 21th 2016

www.coopcamelot.org

117

Camelot

The cooperative is specialized in three distinct sectors:

1

Society and Rights

2

Social inclusion and job placement

3

Education

Chiara Guidoreni

June 21th 2016

www.coopcamelot.org Building new communities

118

Camelot

Society and Rights

This sector is focused on planning, implementation and managing of innovative services of high quality, addressed to response to social needed.

The main tasks of our projects are the extension of rights and the integration of migrants, reached through different activities:

- Projects dedicated to hosting applicants for international protection (such as SPRAR – the System of Protection of asylum seekers and refugees and CAS – Extraordinary Welcome Centres);

- mediation of conflicts, community development and support to vulnerable people;

- Linguistic and cultural mediation;

- Provide of services: informative and legal advice and assistance.

Activities are managed by a young, multi-ethnic and specialized team who grants different professional skills

Chiara Guidoreni

June 21th 2016

www.coopcamelot.org Building new communities

119

Camelot


June 21th 2016

www.coopcamelot.org

A growing social – the income increase through years

*in euro

120

Camelot

The Staff

Total Employed 191

• Under 35 102

• Women 121

• Men 70


Chiara Guidoreni

June 21th 2016

www.coopcamelot.org

Associated employed 84 Associated volunteers 11 Total associated members 95 • Women 58 • Men 37

121

Camelot

Ex beneficiaries of hosting projects for asylum seeker now employed in Camelot

Camelot decided to employ some ex beneficiaries hosted in projects for applicants for international protection (both adults and under-18s) in the cities of Ferrara and Bologna, believing in the added value of their experience and skills:

• 6 social workers/keeper;

• 10 linguistic and cultural mediators (part time contract);

Objectives:

- to enhance specifics skills and to improve abilities and talents of migrants in the multiprofessional team

- to take the opportunity to collaborate with persons that we know since their entering in the project and that already share Camelot’s mission.

- To grant a high quality service focusing on active listening, understanding of individual needs and cultural mediation


June 21th 2016

www.coopcamelot.org

Main countries of origin: Senegal, Guinea, Gambia, Mali, Nigeria, Ghana, Pakistan Main languages: mandinga, bambara, fula, wolof, diola, twi, urdu (English and French)

122

Camelot

Some case studies:

• Re-StartUp

• Social Inclusion Project – Municipality of Bologna

• “Pilastro” Project


June 21th 2016

www.coopcamelot.org

123

RE-start up (2012)

RE-StartUp was a national network for creation and development of cooperative companies managed by vulnerable people who already obtained international protection (refugee status or subsidiary protection status). Partners came from 5 italian regions: 3 social cooperatives, 3 ONLUS associations working in the migrant sector, 1 cooperative trade association, 1 cooperative working on professional training and education. Activity 1: Phase 1 - widespread of opportunities, research in the territorial context; Phase 2 - To identify subjects for professional courses; Phase 3 - Professional courses; Phase 4 - Selection of business initiatives on the territory; Phase 5 - Start-up Phase 6 - Thematic seminars. Activity 2: Phase 1 - Conclusion of the supporting activities of the 6 cooperative companies started up in the ”Activity 1”; Phase 2 - Startup of other 6 cooperative companies; Phase 3 - Conclusion of the supporting activities of the 6 cooperative companies started up in the phase 2 of the “Activity 2”;

Phase 4 - Monitoring and controlling and evaluation seminars.


Chiara Guidoreni

June 21th 2016

www.coopcamelot.org

124

New Cooperative Companies Ferrara, T.A.R – Società Cooperativa Parma, World in progress Soc.Coop. sociale Brescia, Gekakè Società Cooperativa Roma, Makì – Risto Mobile Soc. Coop. Lecce, Rugiada Società Cooperativa Trieste, Curry Mix, Impresa individuale Ferrara, Happiness Società Cooperativa Parma, Lo Sciame Società Cooperativa Brescia, Debo Sartoria, Impresa individuale Lecce, Africasia Società Cooperativa Roma, C.I.S. Società Cooperativa Trieste, Dj Sartoria, Impresa individuale Main business sectors: food service and catering, resturants, shopes, dress making, honey making, bike repearing.


Chiara Guidoreni

June 21th 2016

www.coopcamelot.org

RE-start up

125

ESF – Municipality of Bologna (dal 2015-Today)

The project, leaded by the Municipality of Bologna, focuses on active inclusion to improve the employability and the participation in the job market of vulnerable people.

The project wants to build a local system network to support vulnerable people with the cooperation of different institutional subjects such as the Municipality of Bologna, public office for work, social assistants, cooperative that manage hospitality projects, education and training private schools.

Beneficiaries:

• Disadvantaged persons;

• Asylum seekers and refugees;

• Vulnerable categories (psychological disease and physical handicap eg..)


Chiara Guidoreni

June 21th 2016

www.coopcamelot.org

126

ESF – Municipality of Bologna

Activities will be realized in 1-10 months (from November 2015 to August 2016)

Steps:

• Individual tutoring;

• Technical and professional courses for the acquisition of basic skills in a specific sector (small groups 4-5 students):

• Internship;

• Evaluation and certification of acquired competences.

Total duration for each beneficiary 3-4 months (300-400 hours), including 2-3 months of retributed internship (€ 450,00/month).


Chiara Guidoreni

June 21th 2016

www.coopcamelot.org

127

ESF – Municipality of Bologna

Professional Areas: - sales;- food service;- maintenance of green areas;- dress making;- mechanical, electricity;- agricultural;- logistic and storehouse;- car reaparing

The role of Camelot in the Project:

• To identify and advice suitable beneficiaries from SPRAR project and CAS

• To attend the interview between the beneficiary and public office for work

• To speak with the public office for work, after the interview, to identify the best matching (person – professional course available)

• To monitor, in collaboration with the private school, the activities and the attendance of the beneficiary to the course and internship


Chiara Guidoreni

June 21th 2016

www.coopcamelot.org

128

“Pilastro” Project (2014-Today)

Pilastro Area is a popular and peripheral neighbourhood in the San Donato district in the city of Bologna, with 1.376 immigrant residents (708 men and 668 women), 19,3% of the residents are not italian. The most represent citizenships are: Morocco (215), Romania (204), Bangladesh (180), Serbia (125), Pakistan (76), Moldova (74), Tunisia (73) Albania (47), Ucraina (43) e China (36).

Camelot manage the Pilastro Project, based in a public building granted for free by the Municipality of Bologna, called “neighborhood space”, where several activities are organized:

• Handycraft workshops;

• Information services, socialization activities, civic mindedness;

• Co-projectation of local initiatives;

• Team building and coaching;


Chiara Guidoreni

June 21th 2016

www.coopcamelot.org

129

“Pilastro” Project

The main aims of the Pilastro Project:

1. Social mediation and community empowerment;

2. Courses for the acquisition of basic skills;

3. Incubation for a future start up of a community’s cooperative company

The first step towards the born of the community’s cooperative company has been the set up of the “Mastro Pilastro” Association:

After a formation course, some Pilastro inhabitant (including immigrant residents), offer services to the community for an arranged retribution, such as:

- Domestic works (wall painting, cleaning houses, electric and hydraulic mainteinence eg..)

- Aid for not self-sufficient residents (grocery shopping, health care eg..)


Chiara Guidoreni

June 21th 2016

www.coopcamelot.org

130

“Pilastro” Project


Chiara Guidoreni

June 21th 2016

www.coopcamelot.org

131

Conclusive considerations

Can social economy initiatives support migrants’ integration? - Risks

• The difficulty to solve an high debt for a migrant without a support network or personal savings. It is important to consider in the projects the possibility to obtain access to non repayable financing;

• Project timing: the duration of the projects must be sufficient to reach the self economic sustainability for the cooperative company;

• Discontinuity of payments: in the Italian context, often the debtors postpone the payments;

It is important to plan integration projects, considering the timing of hospitality projects and the duration of each step of the start up development, to avoid that the involved person could have some problem to satisfy basic needs (housing, food…) while working on the cooperative.


Chiara Guidoreni

June 21th 2016

www.coopcamelot.org

132

Conclusive considerations

Can social economy initiatives support migrants’ integration? - Opportunities

• Strengthening of self-esteem will leads migrants to consider itself as an active protagonist of his/her life and not simply a beneficiary of public support.

• Migrants have professional skills that can be included in several sectors of the Italian job market lacking in specialist workers;

• Social economy initiatives help migrants to reach the self economic sustainability and to obtain independence by public funded hospitality projects;

Actions for integration contribute to improve the social perception of migrants often considered as a passive social category without any spirit of initiative.


June 21th 2016

www.coopcamelot.org

133

www.coopcamelot.org

THANKS FOR THE ATTENTION

For further information feel free to contact me

[email protected]

www.facebook.com/coopcamelot

134

Promoting microcredit in

Belgium

135

Vision

Each human being regardless its educational background, its income, its economic position or its geographical origin has a right to economic initiative and a right to choose its destiny in our

society

136

The Unmet Demand

0

250 000

500 000

750 000

1 000 000

1 250 000

Start-Up Jobseekers Selfemployed

137

0

25000

50000

75000

100000

125000

Start-Ups Jobseekers Self-employed microloans

The Unmet Demand

138

Mission

139

Corporate Values

Trust

Solidarity

Respect

Professionalism

Innovation

140

140

141

Corporate structure

Cooperative company

Social Purpose

Capital: 4,2 M EUR

23 employees

Non profit

Subsidized

Budget: 600 k EUR

4 employees & 150 volunteers

microStart SCRL-FS microStart Support Asbl

142

142

Governance microStart SCRL/CBVA

Philippe Maystadt

Chairman

Antonio Cano

AG Insurance Luc Haegemans

BNPP Fortis

Emmanuel Landais

Adie

Samuel Clause

EIF

Olivier Brissaud

microstart Support

143

143

Management microStart Group

Patrick Sapy

General Manager

Denis Hees

Operations Manager

Mathieu Godfroid

Chief Financial Officer

Ludo Moyersoen

mS Support Coordinator

144

Business model

145

our operations

146

Offices / Contact points

147

Products and services Business Loans

500 -15.000 EUR

48 Installments max.

Fees: 5% upfront

Interest Rate: 8,95%-9,95%

Individual-Group Lending

Investment-cash

148

Contact Recep

tion

Instructi

on Credit

comittee

Disburs

ment

Follow up

Renew

al

Through

Prospection or

Partner

With or

without

appointment

Identification

of client’s

needs

Information on

microstart

Creation of the

credit file with the

client

Weekly Min. 6 months

Business development

Services before start-up

Individual Group

Business development

Services after start-up

Individual Group

Work Flow

149

Up-front services

Training to prepare the business management exam Individual help or Group trainings to build a project:

• YouthStart • DreamStart (for < 30 years old)

Expert meetings (marketing, sales, law, …) Individual coaching on the field Specific trainings (budget management, accountancy, marketing, …)

Post creation services

Products and services Business Development Services

150

Results # contacts

601 980

1 710

2 949

3 632 4 000

0

1000

2000

3000

4000

5000

2011 2012 2013 2014 2015 2016

151

Results # loans per year

100

275 392

582

869 970

0

250

500

750

1000

1250

2011 2012 2013 2014 2015 2016

152

Outstanding

€416 409

€1 341 012

€2 407 939

€4 441 550

€8 150 000

€11 100 000

€0

€3 000 000

€6 000 000

€9 000 000

€12 000 000

2011 2012 2013 2014 2015 2016

153

Our Customers

Our customers

154

Professional occupation Before microloan

Jobseeker

33%

Inactive 7%

Selfemployed 43%

Employee

18%

155

Below Poverty Line

80% 156

Born Abroad 70% 157

Our Impact

158

1000 new jobs 159

* Total amount during the years 2011 and 2012

** As of the end of 2011

MicroStart scrl-fs

• Granted loan from

BNP: €1,300K*

• Capital: €1,210K**

• 5 board members

and 1 to 7 employees

MicroStart asbl

• 3 board members +

3 employees

+ 100 volunteers

• Donation €88K*

Impact study 2014 Input

160

MicroStart scrl-fs • Granted loan from BNP:

€1,300K* • Capital: €1,210K** • 5 board members and

1 to 7 employees

MicroStart asbl • 3 board members + 3

employee + 100 volunteers • Donation €88K*

Microfinance

Business

Development

Services

Impact study 2014 Activities

161

MicroStart scrl-fs • Granted loan from BNP:

€1,300K* • Capital: €1,210K** • 5 board members and

1 to 7 employees

MicroStart asbl • 3 board members + 3

employee + 100 volunteers • Donation €88K*

Impact study 2014 Output

162

Regulatory framework in Belgium

Immediate loss of Social Income

High Amount of Social Contributions

University Degree to get your VAT Number

If not, Central Jury organized by the

Regional Agency of Economy

Advocacy

163

Contact microStart Belgium Patrick Sapy - CEO (FR-NL-ENG-DE)

[email protected]

+32 478 44 53 59

164

Social Europe


Seminar



Workshop A4

Co-creating new models for partnership and policy change

165


Aim of the Workshop: to discuss two main topics • How do we co-create new models for policy

change and partnership?

• How do we ensure that end users/target groups are at the centre of these new models?

(governance and partnership)

166


Input I: Co-creating new models for policy change and

partnership by Mr. Søren Eikers, SKAT, Danish Tax Administration

Input II: Ensuring that end users/target groups are at the

centre of these new models by Ms. Mirjam Wingelaar, Municipality of Amersfoort, The Netherlands

Framed by Benedict Wauters, ESF Agency Flanders

(governance and partnership)

167

Frame: New Synthesis approach • Public

management is about the “AND”: in terms of

performance: • “Traditional” results

(outputs, outcomes) • Civic results

in terms of the use of power:

• Government • Collective • Collaborative • People.centred

J. Bourgon, A new synthesis for public administration

168

Frame: New Synthesis approach • Public

management is about the “AND”: in terms of

performance: • “traditional” results

(outputs, outcomes) • civic results

in terms of the use of power:

• Government • Collective • Collaborative • People.centred

J. Bourgon, A new synthesis for public administration

169

Synthesizing is about creating the power of a narrative of change for a better future.

A narrative of change helps to reconcile aspirations for a better future with concrete actions by:

Re-framing challenges to focus on societal as well as agency outcomes Re-thinking issues by utilizing the assets of other actors

Re-creating policy responses by engaging society to enact sustainable change.

In synthesizing these approaches, practitioners can effectively re-design the narrative surrounding their policy challenges to illustrate the change they seek to effect

170

Ms. Jocelyne Bourgon is President of PGI - Public Governance International and President Emeritus of the Canada School of Public Service. She has published extensively on the subject of public administration:

• “The Future of the Public Service: A Search for a New Balance.” (Australian Journal of Public Administration) • ‘Responsive, Responsible and Respected Government: Towards a ‘New’ Public Administration Theory” (International Review of Administrative Sciences )

New Synthesis World, a network with 6 countries, including 2 EU ones (Netherlands and UK) and Brazil, Singapore, Australia and Canada.

Further reading

171

Co-creation The systematic process of creating new public policies and services with people, not for them.

172

Professional empathy Experiencing what citizens experience

New mode of knowledge

173

User centered

User involved

Co-creation

Co-production

174

Co-creation

Co-production Professionals produce

Experts create

Co-creation can enable co-production

175

All ressources

Citizen focus

System focus

Individual resources

”Can I run faster?”

”Who can take over some of our work”?

”How do we collectively achieve the best possible outcomes for citizens?”

”How do I give citizens a good experience?”

Paradigm shift?

176

Administration

Service Policy Democracy

Legal certainty and

transparency

Outcome Changes of behaviour

Improvement in services for citizens and

business

Internal Effectiveness

Innovation is a new idea

which is implemented and gives value

Four bottom lines of success

177

Approaches Design Anthropology Public management

5.000 Citizens

850 Enterprises

150 accountants

Forums for dialogues

and testing

178

27-07-2016 178

179

Co-creating Training material for kids

180

27-07-2016 180

Partnership: Automatic transfer of personal data for credit rating

Approval for use of personal income data Bank Approval for use of

personal income data

Personal income data

181

Easy SMV

182

27-07-2016 182

The voice of citizens must always be present

Start dialogs and perhaps co-production will emerge

Eternel Experts and users gives new perspectives

Arts as media for concepts and dialogs

Arts as media for concepts and dialogs

Co-production must be integrated in strategies and processes

183

User involvement challenging the public sector

“My staff don’t question the new insights we gained from involving citizens. But they question the consequences for our organization”.

Natascha Dexter Head of Division Danish Tax Administration

184

Contact data

Chief advisor Søren Eikers

[email protected]

185

Social innovation Amersfoort

Questions, trends and practices of a local government in

the Netherlands

186

Context of trends and questions

Politics vs democracy

Owner vs civil servants

Stakes vs stakeholders

187

Question: how democratic is our democracy?

188

Practice: mix it up and

learn together

Councillors

Citizens Civil

servants

Councillors

Citizens Civil

servants

This is where the magic happens

189

Question: can we add new roles?

Symbolyze, connect,

guardian/keeper

Law enforcement

Involve, solidarity

Structuring, magistrate

Partner

190

Practice: role shift in city center project

vs

191

Practice: co-creation and facilitating citizens

192

Practice: networking, action agenda

193

Question: where do we start?

194

Practice:

Actor analysis

Influencers

Users/buyers Executers

Decision

makers

1 2 3 4

1. decision making

2. co-operating

3. advising

4. being informed

195

Practice: area specific cooperation

196

Social Europe


Seminar



Session B – Taking the ESF Transnational Platform to the next level

197

Social Europe


The website & database The website and database Transnationality in Progress Brussels, 21-22 June 2016

Toby Johnson, Yves Boisselier, Brice Gatelet 198

Social Europe

198

The website and database

199

Social Europe

- Access via ECAS account - Create organisation - Create project - Faceted search for partners (multiple filters) - Free text search on whole site - Read news and events - Download documents - Create & comment on discussion topics in 12

thematic fora (managed by Thematic Experts)

From the summer: - Upload of TCAs - MA approval of TCAs

199

Database functions

200

Social Europe

So far 4 calls online with links to their MA sites: - Flanders - Germany (mobility) - Finland - Sweden

200

Calls

201

Social Europe

How project promoters use the partner search database 1. Use your ECAS account (or create one) 2. Create your organisation 3. Create one or more project ideas 4. Search for partners 5. Negotiate offline 6. Draw up and sign a Transnational Co-

operation Agreement (TCA) between partners

7. Upload TCA 8. Each partner appends the TCA to their

national project application 202

Social Europe

How Managing Authorities use the partner search database

1. Use your ECAS account (or create one) 2. (AEIDL creates 187 MAs as organisations) 3. Validate your organisation – e.g. add

additional contacts 4. Send calls + EN summary to AEIDL 5. Optionally screen organisations & projects 6. Approve [project + TCA] packages

+ Send news to AEIDL!

203

Social Europe

IT PL

ES

TNC TNC

TNC

TCA (IT, PL, ES)

National projects can be

different TCA is

same for all

partners

Function of the TCA

204

Social Europe

TCA One TCA signed

between all partners in the project

objectives, results,

activities

activities and budget of

each partner

Approval of TCAs

TCA TCA

Overview for all partners & MAs

One partner

publishes TCA

Each MA Approves

TCA 205

Social Europe


Toby Johnson & Aleksandra Kowalska

Transnationality in Progress Brussels, 21-22 June 2016

Co-ordinated calls and beyond . . . .

206

Social Europe

Timetable for 2016 co-ordinated call

National/regional calls published

[optional preparatory phase]

Window for partnership building

Application deadline

Project evaluation

Projects start

Window for project implementation

Projects end

206

Jan-Jun 16

May-Sep 16 30 Sep 16 Oct-Dec 16 Jan 17 2017-2018 Jan 20 latest

207

Social Europe

MS Themes Opens Closes Budget BEnl employment, inclusion, youth (not

mobility), learning & skills, social economy, refugees

26 Jan 30 Sep €2.5m

FI employment, inclusion, youth, learning & skills

15 Apr 3 Oct

PL employment, social integration, youth, lifelong learning, social economy, governance

Jun 30 Sep €4.8m

SE inclusion, youth, social economy, migrants Apr 30 Sep €7m

SI social economy July 31 Aug €0.1m

BEfr youth + ?? Sep? Nov? €3m

Actual co-ordinated call timetables

208

Social Europe

MS Themes Opens Closes Budget BG employment, inclusion, social economy,

learning & skills, governance (TO 8-11) Danube: Apr €2.5m EU-wide: Jun €7.5m

PL mobility (3 calls) 9/29 Jul €21.5m

employment, inclusion, youth, LLL, social economy, reconciliation, senior enterprise

€9.3m

transnational learning networks 15 Apr €2.3m

all themes: transnational component added to national project

Apr, Aug €4.6m

welfare & integration co-operation models [optional call]

Dec €4.8m

SE all calls allow transnational component

Calls outside the common framework

209

Social Europe

How to maximise impact

Challenges:

- Administrative delays staggered timetables

- Small budgets for co-ordinated calls

Narrow choice of partners

Solutions:

- Maximum flexibility for partnering

- Enable latecomers to join

- Build confidence & capacity of MAs

Wider participation in 2018

210

Social Europe

Partnerships are possible:

- between co-ordinated call(s) & flexible call(s)

- between projects in same theme

- cross-theme – e.g. youth + learning & skills + social economy social entrepreneurship training

- ESF project(s) + non-ESF project(s) – e.g. other EU funds, non-EU funds, self-funded

- partnership with only one ESF project – e.g. mobility

- same project in multiple TCAs

Flexibility – no artificial barriers to partnership

211

Social Europe

a) New projects form entirely new TCAs

2016

b) New projects are added onto existing TCAs. TCA is amended

2017

c) Overlapping TCAs

d) 2nd co-ordinated call

2018

SE FI PL

SE FI PL LT

SE FI PL

SE

LT

SE FI PL LT

LT ??

Integrating latecomers

212

Social Europe

Modular project design

2016

2017

213

Social Europe

- Calls published on website with English summary

- Guidance notes

- Thematic networking

- Online fora

- Missions to regional meetings

- Telephone & e-mail support line

- Seminars… ?

Building confidence & capacity in MAs

214

Co-ordinated call of proposals in Poland

Monika Kalinowska

Center of European Projects

Intermediate Body of OP KED

Priority Axis IV Social innovations and transnational cooperation

215

General information

Launching call of proposals: end of June 2016

Gathering of the proposals: September 2016

www.cpe.gov.pl www.power.gov.pl

216

Themes

• Modernisation of labour market institutions, such as public and private employment services, and improving the matching of labour market needs, including through actions that enhance transnational labour mobility as well as through mobility schemes and better cooperation between institutions and relevant stakeholders;

• Enhancing access to affordable, sustainable and high-quality services, including health care and social services of general interest;

• Promoting social entrepreneurship and vocational integration

in social enterprises and the social and solidarity economy in order to facilitate access to employment;

217

Themes • Enhancing equal access to lifelong learning for all age groups

in formal, non-formal and informal settings, upgrading the knowledge, skills and competences of the workforce, and promoting flexible learning pathways including through career guidance and validation of acquired competences;

• Improving the labour market relevance of education and training systems, facilitating the transition from education to work, and strengthening vocational education and training systems and their quality, including through mechanisms for skills anticipation, adaptation of curricula and the establishment and development of work-based learning systems, including dual learning systems and apprenticeship schemes;

218

Themes

• Investment in institutional capacity and in the efficiency of public administrations and public services at the national, regional and local levels with a view to reforms, better regulation and good governance.

219

Parameters

admission criteria

horizontal criteria

essential criteria

220

The co-ordinated transnational call for proposals in Sweden

Helena Eklund,

The Swedish ESF Council

221

The call

• Published the 3rd of May • Closes the 30th of September • 63 million SEK = aprox. 7 million EUR • The projects will be financed 100 % = no

need for co-financing • The same rules and standards will be

applied as for other Swedish projects. 222

Themes

• Social Economy • Inclusion • Youth Employment (NEETs and Mobility)

• Migrants Specific priority will be given to projects addressing the EU strategy for the Baltic Sea Region (EUSBSR) and projects demonstrating social innovation.

223

• The call (including all subthemes) is placed in the subtheme 2.3 and from that follows that all projects should apply or develop methods for women and men who are far from the labour market.

• Specific expected results can be found under each subtheme.

• All projects should have an added value from their transnational cooperation that couldn’t been achieved in another way.

Expected results

224

http://www.esf.se/Min-region/Nationellt/Utlysningar1/

E-mail:

[email protected] Helena Eklund

[email protected] Louise Stiernström

225

Transnational call Flanders

• Call preparatory phase

– Deadline 18 April 2016

• 50 projects were submitted

• 22 projects have been approved

– Start of the preparatory phase: 1 June 2016

226

Actions

• Preparatory phase (4 months) – Deadline to submit the project for phase 1: 30 September 2016 – Lump sum: 15.000 EUR

• Phase 1: actual project (30 months) – Budget: 255.000 EUR – Start project: 1 January 2017 – End phase 1: 30 June 2019 – Validation

• Phase 2: dissemination (6 months) – Budget: 30.000 EUR

227

Themes

• Themes of the projects: – Entrepreneurship

– Soft skills (caring sector)

– Refugees

– Life long learning/competences

– Former detainees

– Transgender

– Dual learning

– Social economy

– … 229

Find partners?

• Via the partner search platform

• With help of ESF Flanders

• Other channels

230

European ESF MA’s from common framework and flexible approach …

231

Social Europe


Seminar ‘Transnationality in progress’ Brussels, 21-22 June 2016

Elevator pitches

The first year of activity of the nine Thematic Networks

232

Employment TN

233

Employment TN

MEMBERS:

• B(nl) Lead Member State;

• 20 other Member States: BE(fr); BG; CZ; DE; EE: EL; ES; FI; FR; HR; HU; IE; IT; LU; LV; PL; PT; RO; SI; SK;

• Two EU-level Stakeholders: ETUC and COFACE (Families in Europe).

234

Objectives

Launching a mutual learning process with three dimensions, namely:

Process: form a community

Intellectual content: identify common problems and solutions and effective ways of organising calls

Dissemination and mainstreaming: ensure a positive impact on policies

235

Main Themes

Transition from Long Term Unemployment (LTU) to Work

Transition from Work to Work (including self-employment)

Mutual Learning Activities

• Peer reviews, study visits, policy papers and operational tools

• All focused on action-oriented content 236

Immediate Priorities Transition from long-term unemployment to work • One stop shops • Job integration agreements • Quality standards for guidance

services • Outreach to LTU people and

preventing individuals that are registered from becoming LTU

Q

237

Immediate Priorities Transition from work to work • Workability and sustainable careers • Self-employment • Active ageing measures • Reconciliation of working and private

life • Creating new training and work

experiences

238

Youth Employment Update

ESF Seminar

Brussels 22nd June 2016

239

Who’s Round the Table?

YOUTH EMPLOYMENT CORE GROUP

Germany France Poland

Finland Belgium (NL) Belgium (Fr)

Sweden Hungary Andalusia

Spain Italy Czech Republic

Hamburg Bulgaria Croatia

Estonia European Commission European Youth Forum

European Foundations Centre ETUC

240

Who’s round the table?

• 7 Members plan (or have implemented) Mobility calls • 7 Members plan Co-ordinated calls on other Youth theme • 7 Members either no co-ordinated call or undecided

YOUTH EMPLOYMENT CORE GROUP

Germany France Poland

Finland Belgium (NL) Belgium (Fr)

Sweden Hungary Andalusia

Spain Italy Czech Republic

Hamburg Bulgaria Croatia

Estonia European Commission European Youth Forum

European Foundations Centre ETUC

241

Process update

• 3 Network meetings

• 2 surveys

• Draft baseline study

• Agreement on NEET Focus

• Workplan draft

• Network links to Inclusion, Employment, Learning & Skills

242

Our Focus

NEE

T

OUTREACH

ACTIVATION

SERVICE INTEGRATION

MOBILITY

243

Early emerging messages

• Challenges to ensure interventions reach most needy

• Evident need for innovation and creativity in the ESF pipeline

• Links with Simplification

• Examples of big ideas – Flanders, Italy etc 244

Learning and Skills ESF transnational cooperation

network

245

Did you know that …. 70 million Europeans lack

adequate basic skills

40%

20%

25%

But by 2025, 50% EU jobs will need highly skilled workers

246

And did you know that …. Skills mismatch

SKILLS ≠ JOB

Right skills?!

Right jobs?!

employers

40

%

30

%

247

Skills are a pathway to employability and prosperity

IF AND ONLY IF

the right training + the right skills + the right support

available to people in the EU

NEW SKILLS AGENDA FOR EUROPE

10 June 2016

10 actions to help equip people with better skills 248

OUR NETWORK

Lead Ms: Italy Belgium Flanders Belgium Wallonia Finland Lithuania Latvia Poland Czech Republic Hungary Croatia Greece DG EMPL

249

Our priorities ?

1. Work based learning systems for better skills

Oct. 2016: study visit (BE) “Competence center” >> case study & Policy brief

250

Our priorities ?

2. Recognition and validation of prior learning acquired in non-formal and informal environments

251

Our priorities ?

And later on…

Learning systems for soft & transversal skills

Basic skills including a digital dimension (linked to skills guarantee)

252

How ?

Collective intelligence, innovation and creativity (building collective knowledge) Mutual learning: identification of MS

strengths and needs Rooted in practical work (study

visits, peer reviews, workshops, L&S ambassadors…) Result oriented

253

INTERESTED ? A CONCERN IN YOUR COUNTRY?

Thanks a lot !!!

Welcome if you want to join

And I wish you a very good 254

ESF transnationality

platform 2015-19

Inclusion

Elevator Pitch

254 255

Membership

22 MS with 11 involved:

BE (NL), BG, CZ, EE, FI, FR, LI

NL, PL, ES, SE

National Stakeholders: 4

EU Stakeholders: 9 255

256

256

Key Questions Methods Outputs

How to promote an integrated active inclusion approach?

3 workshops per year (1 on each Policy discussions and debates Field Visits Practice exchange (inside and outside ESF) Seek synergies and links with transnational exchanges

Case Studies Policy Recommendation Proposals on soft indicators.

How to promote de-institutionalization in service provision, ensuring no one is left behind?

How to reach and sustain involvement of people and communities experiencing poverty, exclusion and discrimination CROSS CUTTING Better measurement? 257

Thematic Network on Partnership

By Leda Stott, AEIDL Thematic Expert 258

Partnership poem P is for Participation which held us back at the start

As very few MAs were interested in taking part

A is for Action to rectify this stalemate

By bringing in those willing to engage and animate

R is for the Rough Ride at our very first meeting

Where the lockdown in Brussels meant attendance was fleeting

T is for Tenacity in our efforts to build a strong alliance

With Estonia’s leadership and The Commission’s firm guidance

N is for New members who came forward to join the team

And accompany us on our journey as we advanced upstream

E is for the Energy and Enthusiasm during our second convening

When after hard deliberations we reached agreement on our meaning

R is for Robustness as we went forward with determination

Armed with a baseline study and an inquiry into what gets lost in translation

259

Partnership poem

S is for Suggestions and Solutions using co-creation

In order to address partnership challenges with creativity and innovation

H is for the Hard work that has gone into our investigation

Of multi-level partnership connections and effective collaboration

I is for Ideas on how to raise the bar for partnership working

With stronger policy impact and better sharing of learning

P is for Progress, Persistence and Passion

With thanks to the members who have made this all happen...

260

ESF Transnational Platform THEMATIC NETWORK ON MIGRANTS

Brussels

260

Jyostna PATEL, Gender Expert of the ESF Transnational Platform

and Thematic Expert on Migrants AEIDL core team – [email protected]

Elevator Pitch on the

TN on MIGRANTS 22 June 2016

261

What we have done

• 14 MSs (2 regions) + 6 stakeholders + officials from EU institutions

• Elevator Pitch by participating Member States and stakeholders on the situation in their countries/ organisations

• Policy updates from DGs EMPL, HOME and JUST

• Metaplan exercise to identify challenges

• Draft baseline study

261 262

Challenges for the network

• Access to the labour market and relevant services

• Recognition/validation of competences and skills

• Approaches to integration

• Awareness raising

• Linking funds with policy priorities

262 263

What we can build on

• Share information with and contribute to the work of relevant services in the EU institutions

• Continue to learn from strategies and practices of stakeholders

• Support MAs engaged in coordinated calls : BE (Fl), Sweden

• Capacity building on issues related to gender equality and non-discrimination

• Feedback on the baseline study

263 264

Next steps

• Finalise the priorities the network will focus on • Adopt the work programme and timeline for the

network • Identify good practices in the priority areas • Decide on working methods: study visits,

working groups,peer reviews,… • Implement the work programme • Build up a mainstreaming plan • Strengthen relationships with stakeholders

264 265

We need you…

• We have 14 MS and 6 stakeholders

• But if you are not a member, consider joining

• We need your input for better matching funding with policy and to improve practices…and

• To disseminate and mainstream the learning

265 266

SOCIAL ECONOMY THEMATIC NETWORK

elevator pitch

Dorotea DANIELE Brussels 22.06.2016

267

Members: 12 MAs from BE (Nl + Fr), CY, CZ, EL, ES, FI, HR, HU, PL, SE, SI, SK, IT(?) EU Stakeholders: REVES, SEE, CECOP National stakeholders: CZ, ES, HU, PL, SE, SI, IT Heritage from SEN: partnership model, peer review methodology, clusters www.socialeconomy.pl

268

Policy challenges: quality job creation & development, migration, local-based economy, social innovation Clusters: Finances/funding, Employment policy, Professionalisation, Legal aspects, Access to markets, Policy development Methodology: Peer review, Presidency conferences, webinars

269

What has happened so far in the

ESF Simplification TN Luca Santin

Thematic Expert of the TN

International seminar ‘Transnationality in progress’ 21-22th June 2016 , Brussels

269

270

Growing up

270

September 2015: - Brand new theme for TNC - 4 MS interested (in brief: it started as a “Baby TN”)

Today:

22 Member State involved Clear priorities Concrete objectives and actions

271

Who is involved - Member States

271 272

Who is involved – EC

272

Besides MS representatives, not a few EC officials have participated in the TN’s activities and meetings, representing the following Units/Services:

DG EMPL Unit F1 Policy and Legislation - SCO and JAP Team

DG EMPL Unit G2 Audit Shared Management I

DG EMPL Geographical Units

Secretariat-General - Structural Reform Support Service

273

What has been done so far

273

Representing the State of the Art in each MS

Identifying main “problems” and “solutions”

Working on the “EU Travel Guide to Simplification”

• Map of SCOs practices (good one and not-so-good ones) • Practical EU level Dictionary on Simplification • Map of decision makers and stakeholders

Discussing recommendations from the HLG on Simplification

Selecting potential topics to be addressed by the TN

Developing “EU-Level SCOs” – jointly designed by MS and EC

274

What topics and sub-themes

274

Simplified cost options is a key topic!

But “Simplification” means a lot more than just SCOs:

275

With whom we will be connected

275

Simplification is a JOINT EFFORT and a JOINT RESPONSIBILITY

276

276

What we can count on

Right people involved (practitioners from MS, directly

involved in implementing Simplification)

Support and engagement of the EC

Strong and concrete interest towards the theme(s)

Willingness (and enthusiasm) to share and work together

Capacity to shift from very specific (national) needs to issues and proposal potentially interesting for all MSs

............................. and to KEEP IT SIMPLE!!!

277

277

“You do not really understand something unless you can explain it to your grandmother” (Albert Einstein)

& “Il semble que la perfection soit atteinte non quand il n'y a plus rien à ajouter, mais quand il n'y a plus rien à retrancher”

(Antoine de Saint Exupéry)

TN’s inspiring quotes (so far):

278

278

Luca Santin

[email protected]

Thank you!

279

Thematic Network on Public administration and governance

279 By Benedict Wauters

AEIDL Thematic Expert

? 280

Public administration and governance…

280 281

Our network

281 282

Who attended? 1. Czech Republic (lead) 2. Bulgaria 3. Romania 4. Greece 5. Croatia 6. Slovenia 7. Slovakia 8. Poland 9. Latvia 10.Lithuania 11.Estonia

Almost all countries in the East of

Europe, from North to South

283

Themes?

Prioritising (strategy)

Organisational learning

Innovation Leadership 284

What?

• First network planning meeting Brussels (January 2016)

• Study visit to Amsterdam Youth protection agency with focus on “lean” (February 2016)

• Second network planning meeting Sofia (May 2016)

• Study visit to Slovakia with focus on one stop shops (November 2016)

• Study visit to Scotland (January 2017) –TBC…

• … 285

What?

285 286

What?

Critical reflection… … occurs when we analyze and challenge the validity of our presuppositions and assess the appropriateness of our knowledge, understanding and beliefs given our present contexts (Mezirow, “How critical reflection triggers transformative learning” in pages 1-20 of J. Mezirow (Ed). Fostering Critical Reflection in Adulthood. Jossey-Bass Publishers, San Fransisco.)

286 287

Social Europe


Seminar



Workshop B1

Building partnerships with stakeholders

288

URBACT in a nutshell

• EU Learning & Exchange programme for cities

• Focus on sustainable integrated urban development

• Funds networks of EU cities to collaborate on tackling shared problems

• Emphasis on participative methods

• Strong capacity bulding focus

289

The programme planning cycle

Problems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation

Launch

290

Today’s focus

• Process overview

• Building relationships

• Problem solving

• Stakeholder mapping

• Sharing outputs

291

Problem-analysis “If I had one hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” Albert Einstein

292

The Problem Tree

EFFECTS

PROBLEM

ROOT CAUSES

293

Stakeholder Analysis

294

Stakeholder Analysis Grid

INFLUENCE

IMPORTANCE

HIGH

HIGH

LOW

LOW

295

FURTHER RESOURCES

http://urbact.eu/urbact-local-support-group-toolkit-%E2%80%93-guidance-participative-policy-making

296

Social Europe


Seminar ‘Transnationality in progress’ Brussels, 21-22 June 2016

Workshop B2

Implementing community-led local development

297

Using CLLD to achieve ESF objectives Urszula Budzich-Tabor, FARNET Support Unit

Brussels, 22 June 2016

[email protected]

298

Why CLLD in the ESF?

• Bottom-up approach: the local community identifies needs/challenges, proposes solutions and defines projects

• Strategic approach: not funding of individual projects, but of the whole strategy

• Partnership: all key actors in the area must be involved in the decision-making process: public, private and NGO, and none can dominate

• Area-based: funding concentrated on a clearly defined area (e.g. with specific problems)

299

It’s a learning process!

• Managing Authorities learn to trust local actors, understand they don’t have to approve everything up-front

• Local partnerships learn to take responsibility for their area

• Networking and peer-learning are at the heart of the method

• A lot of scope for innovation (methodological, social...)

• Links with governance, participatory democracy...

300

The use of CLLD in different EU Funds

301

EMFF: Expected number of FLAGs (from OPs) and average budget (EU contribution)

8

3

27

10

8

32

8

24

10

7 7

30

7 7

25

12

18

10

4

19

0,00

0,50

1,00

1,50

2,00

2,50

3,00

3,50

4,00

4,50

5,00

0

5

10

15

20

25

30

35

BG CY DE DK EE ES FI FR GR HR IE IT LT LV PL PT RO SE SI UK

Average budget per FLAG (M€) No. of FLAGs

302

EAFRD: Expected number of LAGs and average budget (EU contribution)

303

Foreseen use of CLLD in ERDF and ESF

0

50 000 000

100 000 000

150 000 000

200 000 000

250 000 000

300 000 000

350 000 000

400 000 000

450 000 000

500 000 000

AT BG CZ DE ES FR GR HU IT LT PL PT RO SE SI SK UK

ESF

ERDF

• 17 Member states (ERDF 16 ESF 13)

• Total allocation EUR 1.8 bn (ERDF 67%, ESF 33%)

• Use of Funds • 12 using both Funds • 4 ERDF only • 1 ESF only

• 1 specific OP for CLLD

• Predominant use of IP 9d/9vi

304

MS planning to support multi-funded strategies (i.e. where one local strategy can be financed from several EU Funds)

305

ESI Funds involved in CLLD (multi-funded or single-funded LAGs)

306

Member States where CLLD is possible also in urban areas:

307

Lead Fund provisions in PA (out of 20 MS which allow multifunding)

308

Some national specificities

• Most regionalised MS leave the choice of applying CLLD to regional authorities, so that:

• In Austria, Germany, France, Italy, Poland, Spain only 1 or 2 regions are actually applying CLLD outside EAFRD/EMFF

• There can be significantly different approaches e.g. to multifunding or Lead Fund within the same MS (e.g. UK)

• Finland applies CLLD also from national budget in urban areas

• Malta has CLLD only in EAFRD, but envisages integration with an SME support instrument under ERDF

309

Some national specificities

• Coordination mostly aims to avoid overlap/double funding, but there is not much information on how synergies will be achieved

• Measures to ensure a coordinated approach include:

- Joint MA for all CLLD Funds (SE)

- Joint body with delegated responsibilities (DK)

- Joint Monitoring Committee (UK Sc)

- Nominating a „Lead Ministry” (SK)

- National Permanent Conference (CZ)

310

Example 1: Sweden

• All 4 Funds applying CLLD

• A special OP for CLLD under ERDF and ESF (in addition to CLLD provisions in the RDP and EMFF OP)

• One Managing Authority (national)

• Harmonisation of rules: eligibility, decision-making, reporting (as far as possible)

• One National Network

• Common IT system

• 53 LAGs, different combination of Funds

311

2016-07-27

53 LAGs

Swedish Board of Agriculture (Managing Authority)

EAFRD ESF ERDF EMFF

Rural Development Programme (RDP)

EMFF OP

ERDF and ESF OP for CLLD

312

2016-07-27

Funding for CLLD 2014-2020 in Sweden (approximate amounts in EUR)

EU funding 50 % Swedish co-funding

Fund National 17 % Other public 33 % Total

EAFRD 84 000 000 28 926 433 55 073 567 168 000 000

ERDF 6 846 240 2 357 587 4 488 653 13 692 480

ESF 6 725 424 2 315 982 4 409 441 13 450 848

EMFF 7 000 000 2 380 000 4 620 000 14 000 000

Total 104 571 664 35 980 003 68 591 661 209 143 328

313

• Cope with the fact that each ESIF has its own culture

• New cooperation structures, new partners • Define harmonised national implementing

legislation • Develop proper and functioning IT-systems for

applications, decisions and payments that are ready in time

• Communication and publicity • Cities and urban-rural linkages

Challenges of good coordination between the Funds

(source: Swedish MA)

315

Example 2: Kujawsko-Pomorskie, Poland

316

Challenges addressed by CLLD:

• 12.8% – registered unemployment rate (second highest in Poland)

• 9.5% people living in extreme poverty (below minimum existence level); average rate for Poland 7.4%

ESF CLLD in the Regional OP: • 36,5 M€ (almost 7% of total ESF budget in ROP) for: „Social and economic activation of people affected by or at risk of poverty and social exclusion” • Estimated number of people affected by or at risk of

poverty supported through CLLD: 11 155 • 40% of them will start seeking work • 4% will start working

317

What can be done?

• Not all action has to be directly focused on changing status of groups at risk on the labour market

• Implementing active integration solutions, such as:

• Self-help (or mutual help) clubs and groups (peer support, peer coaching)

• Community centres

• Youth clubs

• Job clubs

• Vocational training, social competences

• Supporting of organization and animation of local communities (with help of local leaders and animators)

318

Why is the regional MA doing this? (source: ESF MA Kuj.-Pom.)

• We believe that CLLD approach will allow local communities to initiate and implement development measures in a participative way.

• CLLD will contribute to increasing social capital – increased social participation or broadly understood civic activity.

• It’s a better way to confront social challenges: the means, the actions and the actors are accepted by the community, the people we’re helping are part of the process at all stages.

319

From the point of view of one LAG in Kujawsko-Pomorskie:

320

Krajna and Paluki LAG strategy

• Multifunded: ERDF, EAFRD and ESF

Fund € (approx.)

ERDF 2 500 000

EAFRD 1 800 000

ESF 700 000

Running costs & animation (Lead Fund – to be decided*)

700 000

TOTAL 5 700 000

*Lead Fund will be selected using a special formula that ensures a fair sharing of running and animation costs between all the participating funds

321

Challenges for ESF funding in the LAG area: • high levels of long-term unemployed, especially

among women;

• many (especially young) people leaving the area to look for employment elsewhere, including abroad;

• ageing communities and an increasing number of people in need of social benefits;

• a small number of companies with the potential to create jobs;

• a low level of professional qualifications;

• poor infrastructure.

322

The LAG response • Active integration in the Notec Valley (ca. €700 000, ESF):

• social integration of individuals and families at risk of poverty/exclusion (self-help clubs, community centres, youth clubs, job clubs, training courses).

• strengthening community organisation and developing local leaders and animators (funded using umbrella projects)

• Social integration component of the local strategy will be coordinated with other components:

• Developing business in the Notec Valley (ca. €1.2 million, EAFRD). • Improving infrastructure for social inclusion (ca. €1.3 million,

ERDF). Infrastructural investment must be linked to an ESF-funded social integration project.

• By 2023, the LAG expects • 14 new businesses • ca. 80 new jobs • 555 people at risk of poverty/exclusion asssisted (of which 28 will

have found employment as a result of LAG support).

323

Some examples of „social” projects from FARNET practice (1):

Jobs for injured fishermen (FLAG Marennes-Oléron, France) Social enterprise – a sheltered workshop created to facilitate the return of injured or disabled fishermen to work, capitalising on their skills

https://webgate.ec.europa.eu/fpfis/cms/farnet/sites/default/files/documents/FARNET_GP_017-FR05-EN_Jobs-Injured-Fishermen.pdf

Women entrepreneurs in Andalusia’s fisheries areas (7 Andalusian FLAGs, ES) A project to encourage more women to set up their own businesses and to understand what sort of support they would need to do this, including the production of 14 videos with stories of successful women entrepreneurs

https://webgate.ec.europa.eu/fpfis/cms/farnet/women-entrepreneurs-andalusia%E2%80%99s-fisheries-areas

324

Some examples of „social” projects from FARNET practice (2):

Attracting young people to professional fishing (South Finland FLAG) “Master-Apprentice” practical training for young to learn from more experienced fishermen, combined with grant support for investment in fishing business

https://webgate.ec.europa.eu/fpfis/cms/farnet/files/documents/GP49_FI04_young-fisherwoman_EN.pdf

Getting young people into professional sea fishing (Cornwall FLAG, UK) Developing skills and knowledge of young unemployed people from the area and helping them to find work in the fishing industry.

https://webgate.ec.europa.eu/fpfis/cms/farnet/files/documents/GP54-UK20_EN_getting-young-people-into-fishing.pdf

325

Social Europe


Seminar



Workshop B3

Organising a peer review

326

• A mutual and voluntary learning process • between well-qualified equals • based on systematic exchange of

experiences • and evaluation of policies, actions,

programmes or institutional arrangements [Thea Meinema, PRSI]

need for indicators & evidence

What is peer review?

327

Flows of learning in peer review

328

How did SEN use peer review? 1. Define clusters of issues 2. Scoping document for each cluster 3. Identify 3 contrasting cases - by MA-SE team 4. Write up case studies 5. Comparative background paper 6. Partner comment papers 7. Seminar 8. Summary report website

329

Choice of cases Proposals by SE representatives (interviews, focus groups) Choice by steering group Criteria: – relevance to issues – track record, scale of application – evidence of effectiveness & sustainability –

monitoring & evaluation data – variety of contrasting approaches – balance across different environmental conditions

330

Contents of case studies • Context and history of how it developed • Summary of main characteristics (including

funding) • Evidence/justification (hard evidence, soft

evidence) • Outcomes for different stakeholders • Strengths and weaknesses • Comparisons with alternatives (in same territory

or elsewhere) • Assessment and transferability

331

Comparative background paper • sets out the common issue being investigated • presents the three contrasting approaches –

paying due attention to the context (economic, social, cultural, institutional, etc.) that has produced them

• analyses the strengths and weaknesses of the approaches

• compares and contrasts them

332

Partners comment papers • Brief summary of situation in own country

regarding the topic • Comments on the proposed good practices • Questions arising from the proposed good

practices • Discuss relevance / utility/ transferability of

good practice to own country / region • Specification of points for learning and

discussion based on background paper • How do you disseminate the peer review

findings in your own country?

333

Summary report • the various characteristics of the

approaches examined – a deeper comparative analysis

• the points raised in the comment papers, discussion and workshops

• in what senses is it (or is it not) a good practice?

• policy implications at various levels • guidelines for Structural Fund

involvement

334

Dissemination is vital SEN’s own channels:

• news stories on website • reports on website • clickable matrix Other channels

• national ministry websites/newsletters • social economy websites/newsletters • idea of policy briefs for ministers

335

Time and costs • 3 months before the meeting and

1 month after • Cost of expert work before the

meeting (background paper), during the meeting, after the meeting (summary report, comments from the peers)

• Cost of the case study presentation 336

Tips for a sucessful peer review • Peer review expert (thematic and

relational skills) • Choice of cases • Follow-up during preparation • Commitment of participants • Respect of deadlines

337

Social Europe


Seminar



Session C – A social innovation approach to ESF and policies

338

Social Europe


Seminar



Workshop C1

ESF simplification in support of social innovation

339

339

Simplification & Social Innovation (an odd couple?)

Luca Santin ESF Simplification TNC Network – Thematic Expert

[email protected]

Workshop C1 – ESF simplification in support of social innovation International seminar on ‘Transnationality in progress’

21-22th June 2016 , Brussels

340

340

What are we talking about?

Simplification: [uncountable, singular] the process of

making something easier to do or understand (Oxford Dictionary)

In practice:

341

What are we talking about? Social innovation: development and implementation of

new ideas (products, services and models) to meet social needs and create new social relationships or collaborations (EC “Guide to Social Innovation”)

Source: Young Foundation,

The Open Book of Social Innovation

341 342

Presenting two experiences: Both based on the implementation of an ESF

simplification measure, often perceived as a “very

administrative thing”: Simplified Cost Options (SCO).

(At this point you may think:

“this has nothing to do with social innovation ……”)

342 343

Experience 1:

Unaccompanied foreign minors Object: Individual paths of employment services and training

Target group: unaccompanied foreign minors and young immigrants

Location: Italy - Regions under the 2007-2013 Convergence Objective

Beneficiaries: Partnerships established between Local Public Administrations and Public/Private providers of training and employment services (mandatory Lead Partner: Local Municipalities)

Developed by: Italian Ministry for Labour and Social Policy – DG for Migration

343 344

Experience 1: Unaccompanied foreign minors A graphical representation:

344 345

Experience 2:

University Career Centres Object: System Action for the standard setting and testing of

career guidance and placement services provided by Universities

Target group: University students and graduates

Location: Italy – whole Country

Beneficiaries: 75 Universities

Developed by: Italian Ministry for Labour and Social Policy & Italia Lavoro S.p.A. (National Technical Agency)

345 346

Main results and outcomes: Unaccompanied foreign minors: 483 (out of 554)

participants succesfully completing the individual paths

University Career Centres: over 2.000 stakeholders directly involved in the design and assessment of standard career of services. A common set of quality standards adopted by all (75) Universities.

346 347

How simplification contributed

Basically, simplification “did” two things: - “Encouraged” - “Supported”

347

348

“Simplification encouraged”: how? Adopting simplification measures required: Willingness, to take a real “cultural leap”, to break

paradygms (and preconceptions)

Capacity, to set up a planning and decision-making process based on dialogue and mutual understanding (and trust)

Courage, to implement simple and innovative solutions (in “complicated” frameworks)

348 349

“Simplification supported”: how? Designing the SCO systems required: Involvement and engagement of all stakeholder (upfront)

Shared design of (innovative) actions and processes

Focus on outcomes and results (clear, measurable,

achievable, sustainable)

349 350

“Simplification supported”: how? Designing the SCO systems required:

350

Decision-making levels

351

“Simplification supported”: how?

In terms of rationale and methodology, the correct and effective implementation of SCOs required a preliminary definition of the standards of the related service.

Prior definition of appropriate technical “standards” is needed when preparing standard scales of unit cost.

Such a definition served four fundamental purposes:

1. Set out appropriate, acceptable levels of performance (including minimum levels of quality, results, conditions .....);

2. Ensure the nature and characteristics of the service is jointly validated and made explicit and clear to all actors, avoiding the risk of asymmetrical implementation or discrimination;

3. Encourage operators to provide higher standards of service delivery

4. Facilitate the monitoring and comparative evaluation of services

351 352

So, in brief:

What (apparently) started as a “very administrative thing”, in the end played a key role in encouraging and supporting the ……. development and implementation of new ideas to meet social needs and create new social relationships or (AND) collaborations (reminds you of something?)

352 353

About “scaling” and “systemic change”

1. Unaccompanied foreign minors / young immigrants The very same approaches, solutions and processes developed in the ESF Framework (or using an ESF simplification measure) have been used afterwards to implement Programmes and actions financed with National Funds (at a larger scale).

2. University Career Centres The quality service standards have been taken as a reference for the development of Career Centres, contributing to the promotion of the role of career services within the wider national education system.

353 354

The “Perfect storm” doesn’t exist (in the seas of social innovation and simplification)

No matter how relevant and effective an experience can be, the

room for improvement is always huge, and we should start from

what we have learnt, so …….

354 355

Few (simple) lessons coming from the past: Clear definitions are good, over-definitions are not

The second name of a “bad standard” is “rigid (and useless) rule”, the second name of a “good standard” is “reference”

The need for standards & conditions is often inversely proportional to the level of experience

Anyway, simplification is not just about standards

Result-based approaches, in principle, won’t kill you (at least not under certain conditions)

355 356

Workshop C1 – ESF simplification in support of

social innovation International seminar on ‘Transnationality in

progress’ 21-22th June 2016 , Brussels, Hotel Bloom

Funding social innovation with ESF: too complex to be possible? Benedict Wauters

Expert thematic network on public admin and governance

Workshop

357

BENEDICT WAUTERS

• Expert in project/programme/strategy/policy development and evaluation

• 15 years+ of experience in the public sector (European Commission – DG EMPL and the Flemish government) as well as the business sector (e.g. manager at Deloitte Consulting)

• Consulted for United Nations, OECD, European Commission (DG Research, DG Employment), NGOs, government departments, cities and regions in the Netherlands, Poland, France, Belgium,…

• lecturer at several universities and business schools in various European cities, in strategy, risk management, research methodology, impact evaluation…

• Director at the Flemish Ministry of Labour and Social Economy, Brussels for innovation, methodology and impact evaluation

358

A “gift” to you

Contact me at [email protected]

359

Individual well-being and

development?

Concept presented to panel of 2 thematic experts, ESF and one

innovation expert 360

IVE and…? • IVE focuses on challenges rather than

concepts! • It is the innovation process that we put

forward that provides at the end of phase 1 several inputs that allow us to decide whether to fund the more expensive phase 2

• But what if people already have a concept?

361

It must be demonstrated this works better than

existing solutions and that it is underutilised in our

region / country!

Just a “good idea” is hard to fund with

public money

In IVE, it is phase 1 that provides assurance, in IVA it is

evidence for the innovative practice in a different context.

363

IVE Phase 1 outputs

• A concept description • An experience map • A high level business model • Results from the concept test with

users and future service providers • A report on phase 1 • A plan for phase 2

364

Experience map

365

365

Business model canvas

366

Concept description

• Overarching challenge in terms of the groups that are intended to benefit

• Specific question being addressed (based on the exploratory research)

• Solution that offers an answer to the question • Demands of the service as a process • Measuring relevant impact in terms of well-being • What are the present alternatives for the solution? Who

are the providers of this solution? What are their strengths / weaknesses?

• Trends and wider framework (if relevant) • Future scaling up

366 367

IVE Phase 2 outputs

• Fully elaborated Business Model • Impact evaluation report • Service blueprint • Fully elaborated scenarios • A report on phase 2

368

Service blueprint

368 369

Mission impossible?

• Innovation is hard to plan in detail: At most, phases and types of activities can be

proposed but not clear who will do what, when,… in detail

• Innovation is hard to “judge” Requires domain expertise, as well as an

“innovation” mind-set External experts busy, no “control” on how well

they get into the “file” and in any case, they also represent only one perspective

• Who “owns” the innovation? ESF, project partners, EU…?

370

How do we keep it simple?

• All outputs are standardised (templates provided) and have extensive guidance

• Concept test to be taken from stakeholders and users (with standard questions)

• Expert panel decides on CONCEPT by consensus, guided by mandatory criteria: No scoring by criteria: holistic assessment (but

ONLY on criteria) Only four “results”: A = really good,

B=borderline OK, C= borderline not OK, D= really bad

ESF judges phase 2 plan and phase 1 process

371

How do we keep it simple?

• Phase 1 and 2 are already approved at the start: if “no go” at end of phase 1, then we simply stop the project no funding gap if approved possible to file an objection to the decision if

rejected • Finance: wage costs + 40% overhead wage costs based on standard rates (unit

costs per hour) driven by registration sheets • Outputs to be registered under Creative

Commons licence 372

Social Europe


Seminar



Workshop C2

Using human-centred design

373

Bas Leurs and Kelly Duggan

Brussels, June 2016

HUMAN

CENTRED

DESIGN

374

Nesta

Nesta is the UK's innovation

foundation

We help people and organisations

bring great ideas to life

We do this by providing

investments and grants, and

mobilising research, networks and

skills

Independently funded through an

endowment provided by the

National Lottery 375

Innovation Skills

Bootcamps, Masterclasses, Clinics, Toolkits, Practice Guides

Demystify and spread innovation

methods, tools and skills. Build

innovation capacity.

Learn how to develop

ideas into action,

adopt new methods

and approaches.

Understand and be

able to articulate the

benefits of design

driven innovation.

Integrate innovation

methods and tools into

the daily practice of

organisations and scale

innovation capacity.

Making it

happen

Spreading

skills

Raising

awareness

376

How might Human-

Centred Design help you

create and deliver better

solutions?

Objective of this session

Key principles and process of HCD

Practical exercises

Wrap up and reflection

377

Design?

378

Herbert Simon (1969)

Herbert Simon’s Definition of Design

"Everyone designs who

devises courses of action

aimed at changing existing

situations into preferred

ones."

379

Human-Centred

Design

380

Design is about creating a better fit

SOLUTION PROVIDER

SOLUTION

F I T

382

What about policy making?

GOVERNMENT

POLICY

F I T

383

SOLUTION PROVIDER

SOLUTION

F I T

Ecosystems

384

SOLUTION PROVIDER

SOLUTION

F I T

Principles of Human-Centred Design

Four principles to create a better fit across these relations

385

SOLUTION PROVIDER

SOLUTION

F I T

Making ideas, processes,

problems visible and tangible

to discuss and evaluate them.

Step into someone else’s

shoes…

Work across organisations,

silos, domains to deliver an

integrated offer.

Testing out

assumptions and

improving on

ideas that work.


Four principles to create a better fit across these relations

386

Illustrative cases

of HCD principles in Practice

387

EMPATHY

Step into someone else’s shoes…

388

Source: Blockbuilder Facebook/

Making ideas, processes, problems visible and

tangible to discuss and evaluate them.

VISUALISING

Blockbuilders This social enterprise carries out workshops for

local governments, in which neighbourhoods are

designed by young people using Minecraft. By

using a software they are familiar with, young

people are able to communicate their ideas in a

medium they feel confident and engaged with,

allowing them to contribute to local decision

making processes such as Neighbourhood Plans

and community development. 389

ITERATING

Testing out assumptions and improving on ideas that work.

390

COLLABORATING

Work across organisations, silos, domains to deliver an

integrated offer.

391

Human-Centred Design

Human-Centred Design is a

process that starts with people

and ends with solutions that fit

with their daily needs,

aspirations, preferences,

limitations and context. The key to the HCD-method is to deeply understand the people

and communities you're serving. It requires using an iterative

approach to improving ideas, catalyse collaboration by

developing a shared goal and using the power of visualisation to

navigate complexity and explore new futures.

392

Design process

393

Where does your policy design start?

http://www.aljazeera.com/mritems/Images/2016/1/6/132d661028164186808c0cdabb68a6cf_6.jpg 394

Design Process: Double Diamond

Design Council (2002) 395

Discover Understanding users

and their contexts

396

Travel experiences and touch points

point of contact

where service

users and service

providers interact.

While you were traveling, you may have

used and experienced several services

through their “touch points”

397

Some of these experiences

may have been great, others

may have been frustrating.

Your travel experience

398

Split the table in half

A B 399

Sharing your travel experience

For each side of the

table, quickly identify,

who had a challenging

journey?

`

400

Tools for Discovery

401

? ?

A B

Exercise: User Journey Map

One side of the table is going to interview

to other side of the table and map out the

entire trip with the User Journey Map:

what are the touchpoints and their

corresponding experiences over time?

Start from the beginning (booking the

trip) to arrival at venue. 402

Online booking platform

Write down, or draw, the touch-point on a

post-it.

Position the post-it starting from the left

of the sheet (beginning of the timeline),

and position it vertically corresponding

with the respondent’s experience

(positive, neutral, negative).


403

Map out the entire trip with the User Journey

Map: what are the touchpoints and their

corresponding experiences over time?


TAXI!

In

flight

meal


404


Quick and simple to use

Couldn’t find the hotel

4am start!

TAXI!

In flight meal

Draw a line between each touch-point.

Emphasising the highs and lows of the

journey.

Is this map an accurate representation of

your experiences?


405

Now… swap sides!

406

Mapping: making the intangible visible

When designing services, the challenge is to design a coherent and

holistic experience across a service user’s journey over time and across

a range of touchpoints. These experiences are intangible and mapping

helps to make them visible. It helps to build empathy with users and

develop a shared understanding across stakeholders.

407

Define Identifying key issues

and opportunities

408

What are the key issues? Or do you see gaps or opportunities for new solutions

to improve the travel experience?

Identify key issues or opportunities

Choose one of the

issues or opportunities

you identified.

409

Develop Generate ideas and

build prototypes

410

Why would you prototype?

• It’s a cheap way to learn from failures.

• Develop shared understanding among different

stakeholders and getting feedback.

Prototyping is about making ideas visual and

tangible to discuss and test them at an early stage of

the innovation/design process.

Prototyping

ROOM FOR ERROR

RESOURCES Time, material, money

Getting the solution right

T I M E

411

Products / Service

Touchpoints

Types of prototypes

Processes / Service

Organisations

Networks /

Systems

You may use different prototypes to test how it “looks like”,

“behaves like”, “works like”, “feels like”.

412

High

fidelity

Prototyping

Low

fidelity

Crude

sketch

Paper

prototype

Clickable

prototype

413

Building prototypes

414

What-if… Paper prototyping: how does the interface look like?

415

Building prototypes

416

Leon

Age: 71 years

Lives in: Maastricht (NL)Family: Three children, two grandchil-dren, spouse passed away two years ago.

Occupation: Retired psychotherapist, currently volunteers for the Red CrossHobbies: Loves reading German literature, listening to classical music and cycling along the Meuse river.Travel experience: Annual holiday to Austria.

ScenarioLeon needs to make his way to the airport and is concerned that perhaps he

hasn’t done all the relevant checks before he embarks on his journey. He is

finding the whole process a bit daunting. He is also a bit concerned about the

language difference and how he may navigate an airport he has never been to

“I'm not very technology savvy! Yester-day, I had my first Skype call with my grandson in Italy. It was magic! I have to check-in for my flight on-line…. I’m not sure if it has worked? What is wrong with paper tickets you used to get in the post?”

-

“I fell off my bike last month, my left leg is still bruised and painful. I am all right now but the fear of falling is much greater now I am a bit older and since having this accident I worry about travelling alone.”

Prototyping

How is your solution

going to look, feel,

work, behave like?

Make your ideas is

visible or tangible!

You may use the

templates to visualise

one touchpoint from

your solution. 419

Deliver Presenting your solutions

420

Evaluating your ideas

Take the prototype you

developed and

evaluate it out with the

other half of the table.

How did they respond?

What feedback did you

get?

421

Wrap up

& Reflection

422

SOLUTION PROVIDER

SOLUTION

F I T

Making ideas, processes,

problems visible and tangible

to discuss and evaluate them.

Step into someone else’s

shoes…

Work across organisations,

silos, domains to deliver an

integrated offer.

Testing out

assumptions and

improving on

ideas that work.


423

Proximity

DESIGNER/

POLICY MAKER

USER/

CITIZEN

To build empathy you need to increase cognitive

and emotional proximity

424

If you’re considering

Human-Centred Design

as a method…

425

Reflections

Put one key insight from

today and your next

step on the card. 427

Social Europe


Seminar



Workshop C3

Digital social innovation

429

Europe’s leading supplier of digital integration solutions for migrants

430

Societal information

Employ-ment

Language & Education

Housing

The individual at the center

The needs decide the solutions!

Communication of societal information

Language learning & studies

Competency mapping and matching against

job opportunities

Vacant housing, based on where the

individual’s competency is needed

Messaging service

Banking service

Mobilearn: complete solution for integration and the individual

432

Mobilearns role in integration

►Many European countries have comparable migration processes and systems

►Mobilearn creates socio-economic value by reducing the amount of public resources required to support newcomers and converting them into assets

►Mobilearn believes that successful integration must come from the individual's perspective - based on their individual needs and situation

►Mobilearn enables individuals to take control of and actively participate in their own integration into their new society

433

Products / solutions

Problem: To orient your self in a new society, understanding the laws, rules, rights. Mobilearn solution: Comprehensive, reliable government information from authorities. Available around the clock, at the user's own language, directly in the mobile phone. Searching can be performed in native language and search results presented in the mother tongue, with translation.

Problem: As newcomer finding a job in local society is hard. Takes long time for identifying, matching and rating validation. Mobilearn solution: Mapping based on the individual soft skills (such as stress resistance and ability to work in groups etc) and hard skills (eg knowledge in the health care professions). The matching is after that done against permanent or temporary jobs, based on potential, theoretical knowledge and language skills.

Problem: Finding accommodation for yourself and family. Some help is provided by the authorities, but the number of vacant homes is the bottleneck. Mobilearn solution: By exploiting the potential of the private housing market Mobilearn offers the possibility of a platform where individuals rent out rooms or entire homes. This linked to ”employment” ensures that newly-arrived, as far as possible, be placed not only where there is accommodation, but also where there is work that matches the individual's competence.

Problem: Lack of language skills affect the ability to work and to get into the Swedish society. Mobilearn solution: Digital language (Swedish) course in mobile. Shorter (12 weeks) and more efficient learning method than traditional language class room education. Students learn faster and with better pronunciation. The method is tested and evaluated by linguists from Chalmers University of Technology in Gothenburg in collaboration with one of Sweden's largest educational company Hermods, in several locations around Sweden.

SOCIETAL ORIENTATION EMPLOYMENT

HOUSING LANGUAGE & EDUCATION

UNHCR has identified four areas (below) required for successful integration – Mobilearn provides a whole by addressing all areas.

434

Value added services

Problem: To get in touch with the new arrivals and reach out with important information. Mobilearn solution: A message inbox for the user inside Mobilearn application. Offers for example municipalities and authorities a quick and easy way of sending important information. Requires no technical security identification etc. to get started. A message can be sent to multiple individuals at the same time and in multiple languages. User language in Mobilearn controls what language the message is displayed on.

Problem: To receive payment salary to bank account in case you are working as a newcomer during the asylum process. Mobilearn solution: An integrated banking service where every newcomer receives a payment card I order to make payments, receive payments (such as salary from work), withdraw money, etc.

Problem: Authority restrictions on mutually sharing information about individuals. The authorities operating as isolated silos without important information sharing, concerning individuals for example in the asylum process. Mobilearn solution: A cloud service (like Dropbox), where the user owns their own information. Individuals can share information freely to official bodies that are part of the asylum process. Mobilelearn is approved as personal data representative at the Swedish Data Inspection Board, for the handling of official documents and personal information (such as name, age, resume and results of competence analysis).

Problem: Newcomers' primary communications channel with family, relatives and friends still left in their old home countries is mobile phone. It is often expensive for them to call and immigrants change number (prepaid) frequently. Also local calls, for example, calls to authorities etc. are charged to immigrants in many cases already strained economy. Mobilearn solution: A subscription with free data traffic to the Mobilearn service, free calls to (Swedish) authorities and heavily discounted rates for calls to their old home countries and free calls to others with the same subscription.

MESSAGING BANK SERVICE

GOVCLOUD MOBILE SUBSCRIPTION

435

► In existence for 6 years - established 2010.

► Offices in Stockholm, Gothenburg, London and Brussels.

► Invested 23 million SEK (≈ 2,3 million €) in product development, translation and establishment.

► Driving innovation in European integration.

► Offers a complete digital solution in the integration of new arrivals.

► Approximately 150 municipalities in Sweden have purchased / procured Mobilelearn

► Successful pilot with the Swedish Employment Service regarding early intervention and competence mapping (procured in 2015, conducted from 2015 to 2016).

► Successful pilot with the Swedish Migration Board regarding meaningful occupation (procured in 2015, completed 2016).

► Extensive dialogue with German Arbeitsagentur and Immigration regarding a pilot with competence mapping of new arrivals in Brandenburg.

► Preliminary proposal applied, for pilot project: “Upscaling digital integration initiatives platform” within the commission, together with the Group of the Progressive Alliance of Socialist & Democrats on the European Parliament

Mobilearn, the company

436

Mobilearns mission

Our mission is to simplify the integration process for newly arrived individuals, converting them to assets, rather than an imposition to society.

Mobilearns vision

Mobilearn wishes to empower the individual and facilitate the tools needed to integrate into a new society.

437

Digital first! Digital reform of the Swedish Public Sector From E-government to Smart government

438

Ministry of Enterprise and Innovation

Government Offices of Sweden

Social challenges drives open and datadriven co-creation!

Foto

: Osk

ar K

ihlb

org/

Folio

439



Smart society – smart government?

440



Data is the new plattform for co-creation and datadriven innovation!

Big data (Sensors,

Blockchain, Cognitive)

Smart government, smart society

smart economy

Open data MyData

Public sector information (PSI)

441



Smart health

442



Smart society

443



Smart traffic

444



Smart government?

445


Government Offices of Sweden 446



Emerging eco-systems in SE

447



How can governments work with and promote datadriven eco-systems?

448



Building the Swedish eco-system for open and datadriven innovation

• Promoting suppliers of OGD – Focus on agencies – Private suppliers

• Developing services for aggregation

• Promoting developers – Promoting social innovation – From data to start-up – From start-up to scale-up

449

Social Europe

Publications of the ESF Transnational Platform

450 http://ec.europa.eu/esf/transnationality 450

esf transnational platform - european commission · social europe • facilitated by allen mercer...

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