esf transnational platform - european commission · social europe • facilitated by allen mercer...
TRANSCRIPT
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Social Europe
ESF Transnational Platform
Brussels, 21-22 June 2016
Seminar
‘Transnationality in progress’
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Programme & Presentations
(Published on 7 September 2016)
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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
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Session A – Strengthening the impact of the ESF thanks to transnational cooperation
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Workshop A1
Promoting and recognising skills
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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)
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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
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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?
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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)
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New Skills Agenda for Europe
Key elements and actions, including
Skills Guarantee
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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
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Skills Guarantee
• Improved life chances and employability
• More resilient human capital base
• Higher and more inclusive growth
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Demographic challenges
WHY?
Source: Eurostat, Cedefop
Labour supply trends (labour force age 15+)
Technology
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64 million low-qualified adults
Source: Eurostat 2015
inactive people
unemployed people
employed people
23.3 million
34.1 million
6.6 million 18
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Adult educational attainment in EU
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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%
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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?
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Skills assessment
Tailored E&T offer
Validation and recognition
Cooperation and Partnership
Outreach, Guidance and Support
Measures
Monitoring and Evaluation
The Skills Guarantee
(HOW?)
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Skills Guarantee
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Trendhuis
Marijke Brants, Head Research, Trendhuis
Nathalie Bekx, CEO, Trendhuis 21/06/2016
Time4YourTalent Discovery of hidden talents
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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
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Need for TOOLS to enable EFFICIENT talent management
1. Defining talents 2. Developing talents 3. Validation of informal learning
I. Context
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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
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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
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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
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Step 1: defining talents A) Talent scan (10 min): - Based on theory of Quinn - 8 profiles
II. Tools
create
compete
cooperate
control
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Step 1: defining talents B) Talent interview (45 min)
- Face-to-face - From childhood till now - Focus on positive
TALENT PROFILE
II. Tools
+
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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
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Step 3: Validation of informal learning
II. Tools
Benchmark for each dimension and each talent
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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
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• 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/
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• 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.
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• 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.
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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...
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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.
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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.
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Workshop A2
Empowerment and access to the labour market for disadvantaged youth
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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
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Sweden Sjuhärad The municipalities involved within Sjuhärad
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Companies
Individuals
Schools
Authorities Non-profit organizations
TOGETHER
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Companies
Individuals
Schools
Authorities Non-profit organizations
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Contact Project manager Pernilla Knutsson
[email protected] +46 33 430 10 21
www.samverkanvg.se/point
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“LEARNING BY DOING”
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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
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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.
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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:
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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:
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Methodological Model:
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.
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Methodological Model:
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.
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Cashier
Supplementary trade activities:
Information, stock…
Warehouse storage
activities
Fresh Shop Assistant
Shop Assistant
Methodological Model:
Example: supermarket training pathway
TRAINING PATHWAY
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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:
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Keys of Success:
Recruitment and selection process.
Companies as key allies.
Training model: rotation, mix theory-practice...
Colaborative model: Public Administration-NGOs-Companies
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www.gitanos.org/english www.gitanos.org/que-hacemos/areas/employment/aprender_trabajando.html
Thank You!!
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YOUTH ACTIVE PLUS
Accompaniment, Support, Internships, Job Projects
Katrin Triebl Lawaetz-Foundation Hamburg
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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
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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
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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
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Location of the partner
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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)
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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
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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
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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
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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 %
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Results: some figures
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
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Results: some figures
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 %
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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
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Workshop A3
The added value of the social economy to the integration of migrants
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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.
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Intra-EU mobility and migration
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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
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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
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Labour market performance 2012/13 (STATIC): Odds of being in employment, age 20-64, resident <= 10 years
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
EU
Region of birth 79
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Labour market performance 2012/13 (STATIC): Odds of being in employment, age 20-64, resident <= 10 years
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
EU
Region of birth 80
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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?
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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
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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
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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
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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
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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
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Refugee integration
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Main questions
1. Size of the current wave
2. Labour market and social situation of refugees
3. Policies in place to help
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1st time asylum applications, EU-28, 2015
Size of the current wave
The size of the current wave..
Source: Eurostat 89
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Unaccompanied minors in asylum applications, 2015
Size of the current wave
…with rising issue of unaccompanied minors
Source: Eurostat 90
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1st time asylum applications by age
Size of the current wave
New wave is young !
Source: Eurostat 91
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1st time asylum applications and 1st instance asylum decisions as a % of total population, 2015
Size of the current wave
… shows a clear need for EU level response
Source: Eurostat 92
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So perhaps not quite a tsunami…
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Labour market and social situation
outcomes Pre-existing integration
outcomes
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Labour market outcomes
Low labour market performance compared to many other migrants (EU-25*)
Source: Eurostat 95
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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
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…coupled with social integration challenges for all non-EU born
Source: Eurostat
2014 2014 2015
Social outcomes
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Any good news?
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Labour market outcomes
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
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Labour market outcomes
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
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Labour market outcomes
Having intermediate language skills gives a big boost to employment chances
Source: Eurostat 101
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Policies in place to help
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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
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However Need to remove 'external factors' that keep refugees from contributing to growth Today, access barriers are still significant.
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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
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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?
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Additional slides for discussion
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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)
Size of the current wave
Historical precedent (?)
Source: Eurostat 108
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Asylum applications – all citizenships (1985-2007) and 1st time asylum applications TCN (2008-2015)
Size of the current wave
Historical precedent (?)
Source: Eurostat 109
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Distribution of asylum seekers across Member States (1st time asylum applications), 2015
Size of the current wave
Most affected countries
Source: Eurostat 110
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Distribution of asylum seekers across Member States (1st time asylum applications & 1st instance decisions), 2015
Size of the current wave
Most affected countries (?)
Source: Eurostat 111
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Labour market outcomes
…which becomes even more visible when looking separately by gender…
Source: Eurostat 112
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Labour market outcomes
…and once unemployed, refugees find it difficult to return to jobs
Source: Eurostat 113
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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
Source: Eurostat 114
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…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.
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Building new communities
Chiara Guidoreni
www.camelot.org
1st annual seminar “Transnationality in progress” ESF Transnational Platform
21-22 June, Hotel Bloom - Brussels
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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
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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
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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
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Camelot
Building new communities Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
A growing social – the income increase through years
*in euro
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Camelot
The Staff
Total Employed 191
• Under 35 102
• Women 121
• Men 70
Building new communities
Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
Associated employed 84 Associated volunteers 11 Total associated members 95 • Women 58 • Men 37
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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
Building new communities Chiara Guidoreni
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)
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Camelot
Some case studies:
• Re-StartUp
• Social Inclusion Project – Municipality of Bologna
• “Pilastro” Project
Building new communities Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
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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.
Building new communities
Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
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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.
Building new communities
Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
RE-start up
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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..)
Building new communities
Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
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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).
Building new communities
Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
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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
Building new communities
Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
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“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;
Building new communities
Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
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“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..)
Building new communities
Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
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“Pilastro” Project
Building new communities
Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
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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.
Building new communities
Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
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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.
Building new communities Chiara Guidoreni
June 21th 2016
www.coopcamelot.org
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www.coopcamelot.org
THANKS FOR THE ATTENTION
For further information feel free to contact me
www.facebook.com/coopcamelot
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Promoting microcredit in
Belgium
135
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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
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The Unmet Demand
0
250 000
500 000
750 000
1 000 000
1 250 000
Start-Up Jobseekers Selfemployed
137
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0
25000
50000
75000
100000
125000
Start-Ups Jobseekers Self-employed microloans
The Unmet Demand
138
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Mission
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Corporate Values
Trust
Solidarity
Respect
Professionalism
Innovation
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140
141
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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
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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
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143
Management microStart Group
Patrick Sapy
General Manager
Denis Hees
Operations Manager
Mathieu Godfroid
Chief Financial Officer
Ludo Moyersoen
mS Support Coordinator
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Business model
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our operations
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Offices / Contact points
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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
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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
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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
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Results # contacts
601 980
1 710
2 949
3 632 4 000
0
1000
2000
3000
4000
5000
2011 2012 2013 2014 2015 2016
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Results # loans per year
100
275 392
582
869 970
0
250
500
750
1000
1250
2011 2012 2013 2014 2015 2016
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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
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Our Customers
Our customers
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Professional occupation Before microloan
Jobseeker
33%
Inactive 7%
Selfemployed 43%
Employee
18%
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Below Poverty Line
80% 156
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Born Abroad 70% 157
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Our Impact
158
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1000 new jobs 159
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* 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
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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
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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
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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
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Workshop A4
Co-creating new models for partnership and policy change
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Co-creating new models for partnership and policy change
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)
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Co-creating new models for partnership and policy change
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)
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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
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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
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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
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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
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Co-creation The systematic process of creating new public policies and services with people, not for them.
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Professional empathy Experiencing what citizens experience
New mode of knowledge
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User centered
User involved
Co-creation
Co-production
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Co-creation
Co-production Professionals produce
Experts create
Co-creation can enable co-production
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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?
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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
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Approaches Design Anthropology Public management
5.000 Citizens
850 Enterprises
150 accountants
Forums for dialogues
and testing
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27-07-2016 178
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Co-creating Training material for kids
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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
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Easy SMV
182
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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
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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
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Social innovation Amersfoort
Questions, trends and practices of a local government in
the Netherlands
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Context of trends and questions
Politics vs democracy
Owner vs civil servants
Stakes vs stakeholders
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Question: how democratic is our democracy?
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Practice: mix it up and
learn together
Councillors
Citizens Civil
servants
Councillors
Citizens Civil
servants
This is where the magic happens
189
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Question: can we add new roles?
Symbolyze, connect,
guardian/keeper
Law enforcement
Involve, solidarity
Structuring, magistrate
Partner
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Practice: role shift in city center project
vs
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Practice: co-creation and facilitating citizens
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Practice: networking, action agenda
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Question: where do we start?
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Practice:
Actor analysis
Influencers
Users/buyers Executers
Decision
makers
1 2 3 4
1. decision making
2. co-operating
3. advising
4. being informed
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Practice: area specific cooperation
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Session B – Taking the ESF Transnational Platform to the next level
197
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Social Europe
ESF Transnational Platform
The website & database The website and database Transnationality in Progress Brussels, 21-22 June 2016
Toby Johnson, Yves Boisselier, Brice Gatelet 198
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Social Europe
198
The website and database
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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
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Social Europe
So far 4 calls online with links to their MA sites: - Flanders - Germany (mobility) - Finland - Sweden
200
Calls
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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
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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!
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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
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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
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Social Europe
ESF Transnational Platform
Toby Johnson & Aleksandra Kowalska
Transnationality in Progress Brussels, 21-22 June 2016
Co-ordinated calls and beyond . . . .
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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
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Jan-Jun 16
May-Sep 16 30 Sep 16 Oct-Dec 16 Jan 17 2017-2018 Jan 20 latest
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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
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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
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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
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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
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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
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Social Europe
Modular project design
2016
2017
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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
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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
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General information
Launching call of proposals: end of June 2016
Gathering of the proposals: September 2016
www.cpe.gov.pl www.power.gov.pl
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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;
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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;
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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.
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Parameters
admission criteria
horizontal criteria
essential criteria
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The co-ordinated transnational call for proposals in Sweden
Helena Eklund,
The Swedish ESF Council
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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
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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.
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• 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
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http://www.esf.se/Min-region/Nationellt/Utlysningar1/
E-mail:
[email protected] Helena Eklund
[email protected] Louise Stiernström
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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
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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
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Themes
• Themes of the projects: – Entrepreneurship
– Soft skills (caring sector)
– Refugees
– Life long learning/competences
– Former detainees
– Transgender
– Dual learning
– Social economy
– … 229
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Find partners?
• Via the partner search platform
• With help of ESF Flanders
• Other channels
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European ESF MA’s from common framework and flexible approach …
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Social Europe
ESF Transnational Platform
Seminar ‘Transnationality in progress’ Brussels, 21-22 June 2016
Elevator pitches
The first year of activity of the nine Thematic Networks
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Employment TN
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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).
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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
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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
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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
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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
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Youth Employment Update
ESF Seminar
Brussels 22nd June 2016
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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
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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
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Process update
• 3 Network meetings
• 2 surveys
• Draft baseline study
• Agreement on NEET Focus
• Workplan draft
• Network links to Inclusion, Employment, Learning & Skills
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Our Focus
NEE
T
OUTREACH
ACTIVATION
SERVICE INTEGRATION
MOBILITY
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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
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Learning and Skills ESF transnational cooperation
network
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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
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And did you know that …. Skills mismatch
SKILLS ≠ JOB
Right skills?!
Right jobs?!
employers
40
%
30
%
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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
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OUR NETWORK
Lead Ms: Italy Belgium Flanders Belgium Wallonia Finland Lithuania Latvia Poland Czech Republic Hungary Croatia Greece DG EMPL
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Our priorities ?
1. Work based learning systems for better skills
Oct. 2016: study visit (BE) “Competence center” >> case study & Policy brief
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Our priorities ?
2. Recognition and validation of prior learning acquired in non-formal and informal environments
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Our priorities ?
And later on…
Learning systems for soft & transversal skills
Basic skills including a digital dimension (linked to skills guarantee)
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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
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INTERESTED ? A CONCERN IN YOUR COUNTRY?
Thanks a lot !!!
Welcome if you want to join
And I wish you a very good 254
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ESF transnationality
platform 2015-19
Inclusion
Elevator Pitch
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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
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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
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Thematic Network on Partnership
By Leda Stott, AEIDL Thematic Expert 258
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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
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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...
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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
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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
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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
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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
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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
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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
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SOCIAL ECONOMY THEMATIC NETWORK
elevator pitch
Dorotea DANIELE Brussels 22.06.2016
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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
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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
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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
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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
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Who is involved - Member States
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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
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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
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What topics and sub-themes
274
Simplified cost options is a key topic!
But “Simplification” means a lot more than just SCOs:
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With whom we will be connected
275
Simplification is a JOINT EFFORT and a JOINT RESPONSIBILITY
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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!!!
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“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):
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Thematic Network on Public administration and governance
279 By Benedict Wauters
AEIDL Thematic Expert
? 280
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Public administration and governance…
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Our network
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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
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Themes?
Prioritising (strategy)
Organisational learning
Innovation Leadership 284
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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
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What?
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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.)
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Workshop B1
Building partnerships with stakeholders
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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
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The programme planning cycle
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch
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Today’s focus
• Process overview
• Building relationships
• Problem solving
• Stakeholder mapping
• Sharing outputs
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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
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The Problem Tree
EFFECTS
PROBLEM
ROOT CAUSES
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Stakeholder Analysis
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Stakeholder Analysis Grid
INFLUENCE
IMPORTANCE
HIGH
HIGH
LOW
LOW
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FURTHER RESOURCES
http://urbact.eu/urbact-local-support-group-toolkit-%E2%80%93-guidance-participative-policy-making
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Social Europe
ESF Transnational Platform
Seminar ‘Transnationality in progress’ Brussels, 21-22 June 2016
Workshop B2
Implementing community-led local development
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Using CLLD to achieve ESF objectives Urszula Budzich-Tabor, FARNET Support Unit
Brussels, 22 June 2016
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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)
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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...
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The use of CLLD in different EU Funds
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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
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EAFRD: Expected number of LAGs and average budget (EU contribution)
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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
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MS planning to support multi-funded strategies (i.e. where one local strategy can be financed from several EU Funds)
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ESI Funds involved in CLLD (multi-funded or single-funded LAGs)
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Member States where CLLD is possible also in urban areas:
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Lead Fund provisions in PA (out of 20 MS which allow multifunding)
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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
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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)
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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
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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
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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
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• 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)
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Example 2: Kujawsko-Pomorskie, Poland
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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
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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)
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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.
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From the point of view of one LAG in Kujawsko-Pomorskie:
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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
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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.
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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).
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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
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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
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Workshop B3
Organising a peer review
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• 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?
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Flows of learning in peer review
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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
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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
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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
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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
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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?
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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
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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
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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
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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
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Session C – A social innovation approach to ESF and policies
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Workshop C1
ESF simplification in support of social innovation
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Simplification & Social Innovation (an odd couple?)
Luca Santin ESF Simplification TNC Network – Thematic Expert
Workshop C1 – ESF simplification in support of social innovation International seminar on ‘Transnationality in progress’
21-22th June 2016 , Brussels
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What are we talking about?
Simplification: [uncountable, singular] the process of
making something easier to do or understand (Oxford Dictionary)
In practice:
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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
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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 ……”)
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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
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Experience 1: Unaccompanied foreign minors A graphical representation:
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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)
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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.
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How simplification contributed
Basically, simplification “did” two things: - “Encouraged” - “Supported”
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“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)
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“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)
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“Simplification supported”: how? Designing the SCO systems required:
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Decision-making levels
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“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
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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?)
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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.
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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 …….
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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)
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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
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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
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Individual well-being and
development?
Concept presented to panel of 2 thematic experts, ESF and one
innovation expert 360
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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?
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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.
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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
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Experience map
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365
Business model canvas
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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
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IVE Phase 2 outputs
• Fully elaborated Business Model • Impact evaluation report • Service blueprint • Fully elaborated scenarios • A report on phase 2
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Service blueprint
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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…?
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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
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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
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Workshop C2
Using human-centred design
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Bas Leurs and Kelly Duggan
Brussels, June 2016
HUMAN
CENTRED
DESIGN
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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
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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
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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
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Design?
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Herbert Simon (1969)
Herbert Simon’s Definition of Design
"Everyone designs who
devises courses of action
aimed at changing existing
situations into preferred
ones."
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Human-Centred
Design
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Design is about creating a better fit
SOLUTION PROVIDER
SOLUTION
F I T
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What about policy making?
GOVERNMENT
POLICY
F I T
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SOLUTION PROVIDER
SOLUTION
F I T
Ecosystems
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SOLUTION PROVIDER
SOLUTION
F I T
Principles of Human-Centred Design
Four principles to create a better fit across these relations
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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.
Principles of Human-Centred Design
Four principles to create a better fit across these relations
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Illustrative cases
of HCD principles in Practice
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EMPATHY
Step into someone else’s shoes…
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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
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ITERATING
Testing out assumptions and improving on ideas that work.
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COLLABORATING
Work across organisations, silos, domains to deliver an
integrated offer.
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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.
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Design process
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Where does your policy design start?
http://www.aljazeera.com/mritems/Images/2016/1/6/132d661028164186808c0cdabb68a6cf_6.jpg 394
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Design Process: Double Diamond
Design Council (2002) 395
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Discover Understanding users
and their contexts
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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”
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Some of these experiences
may have been great, others
may have been frustrating.
Your travel experience
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Split the table in half
A B 399
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Sharing your travel experience
For each side of the
table, quickly identify,
who had a challenging
journey?
`
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Tools for Discovery
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? ?
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
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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).
Exercise: User Journey Map
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Map out the entire trip with the User Journey
Map: what are the touchpoints and their
corresponding experiences over time?
Online booking platform
TAXI!
In
flight
meal
Exercise: User Journey Map
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Online booking platform
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?
Exercise: User Journey Map
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Now… swap sides!
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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.
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Define Identifying key issues
and opportunities
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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.
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Develop Generate ideas and
build prototypes
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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
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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”.
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High
fidelity
Prototyping
Low
fidelity
Crude
sketch
Paper
prototype
Clickable
prototype
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Building prototypes
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What-if… Paper prototyping: how does the interface look like?
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Building prototypes
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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
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Deliver Presenting your solutions
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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?
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Wrap up
& Reflection
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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.
Principles of Human-Centred Design
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Proximity
DESIGNER/
POLICY MAKER
USER/
CITIZEN
To build empathy you need to increase cognitive
and emotional proximity
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If you’re considering
Human-Centred Design
as a method…
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Reflections
Put one key insight from
today and your next
step on the card. 427
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Social Europe
ESF Transnational Platform
Seminar
‘Transnationality in progress’
Brussels, 21-22 June 2016
Workshop C3
Digital social innovation
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Europe’s leading supplier of digital integration solutions for migrants
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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
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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
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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.
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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
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► 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
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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.
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Digital first! Digital reform of the Swedish Public Sector From E-government to Smart government
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Ministry of Enterprise and Innovation
Government Offices of Sweden
Social challenges drives open and datadriven co-creation!
Foto
: Osk
ar K
ihlb
org/
Folio
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Ministry of Enterprise and Innovation
Government Offices of Sweden
Smart society – smart government?
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Ministry of Enterprise and Innovation
Government Offices of Sweden
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)
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Ministry of Enterprise and Innovation
Government Offices of Sweden
Smart health
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Ministry of Enterprise and Innovation
Government Offices of Sweden
Smart society
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Ministry of Enterprise and Innovation
Government Offices of Sweden
Smart traffic
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Ministry of Enterprise and Innovation
Government Offices of Sweden
Smart government?
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Ministry of Enterprise and Innovation
Government Offices of Sweden 446
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Ministry of Enterprise and Innovation
Government Offices of Sweden
Emerging eco-systems in SE
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Ministry of Enterprise and Innovation
Government Offices of Sweden
How can governments work with and promote datadriven eco-systems?
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Ministry of Enterprise and Innovation
Government Offices of Sweden
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
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Social Europe
Publications of the ESF Transnational Platform
450 http://ec.europa.eu/esf/transnationality 450