Transnational Co-operation Agreement by variablepitch347


									Transnational Co-operation Agreement
TCA Id code: 1185 Language: EN ETCIM extract : 15/4/2002

Title of the Transnational co-operation partnership F.I.D.E. DP involved DP CIP Id.



+33495236644 N.C.


FRFull emploi COR200111167 ITIT-GCAL068







A. Rationale and Objectives
1. Common interests/methodology/underlying problem
These four DPs have Equal Projects in measure 1.A. «Employability – access to labour market». In some sense there is already a common departure point. Furthermore, the fact that Corsica, Portugal and Calabria are seaside resort locations with tourist attractions is a second common departure point. The fourth DP (EASY project), with the leadership of Galdus, is closely linked with CSL (leader of the Dimora project). This is why we have decided to have two Italian projects in order to share the best practices between northern Italy and southern Italy. We can, more specifically, say that the common issue within the four DPs is the fact that all of them frequently have to face poverty, low levels of education, social exclusion and unemployment. At the same time, there are jobs available on the labour market in these regions which are not filled by local people.

The unemployment problem in the territories of these DPs is not mainly due to the lack of work or opportunities, but to social-cultural situations. This means there is a low level of empowerment, with lack of motivation towards life and jobs, economical and social-cultural poverty which is translated into low selfesteem, formulation of life expectations which are far removed from reality and low social-professional expertise. On the other hand, the social-cultural situations described are related to the devaluation of certain jobs, socially considered to be less prestigious, apart from poor qualifications. In methodological terms, all the DPs are aware that not enough work has been done in this area. They all consider that intervention must adopt a systemic focus, in order to face partial vision of the problems and to overcome the lack of co-ordination amongst the local actors of social-professional promotion. The Projects’ methodology foresees simultaneous action on two levels: by the territory’s actors and by the final beneficiaries. On a strictly transnational level, partners’ interests are centred upon the parallel development they might gain from these approaches and the learning opportunities.

2. Lessons learned from previous relevant actions
All the DPs are familiar with the strategy for implementing territorial networks. Whether in Portugal, Italy or France, the recognition that partial (and not systemic) action has failed to provide a satisfactory solution to these problems, has led States to conceive several types of territorial networks which are sectarian by nature. Such network results have been below expectations, mainly due to wasted resources not duly oriented to the result but invested in the institutionalisation of the networks. Previous experience matured by the private organisations integrating the DP tells us that a dynamic and committed strong leadership is required for these partnership networks to function, in a process of "dragging" the remaining actors. This has been the case with the four "Youthstart" projects in which Italian partners from the Easy Project and from the Dimora Project were involved. This has been also the case with the "Peniche’s Social Forum" promoted by ADEPE (from Istmo Project), and a “Horizon” project called CEPIS, promoted by Cercipeniche (which intended to promote entrepreneurial cooperation towards professional integration) were involved. The four Italian Youthstart projects involved more than 4500 young people, who received counselling and training. This experience allowed us to say that it is possible to motivate young people to work. It is also possible to take disadvantaged people towards successful training and a job by empowering both weak and strong points. On a different level, all of the DPs have extensive experience in job training and employment of people with special integration disabilities. Furthermore the transnational partnership in the SOFIA II Youthstart project held a meeting on “bilan de competences” (French experience) that was a fundamental element in both the DIMORA and EASY projects. Lastly, the previous transnational experience showed us that it is better to have few objectives and few partners in order to get to a successful result.

3. The common objectives of the DPs
Considering, on one hand, the common problems and methodologies pointed out in ‘A1’ and, on the other hand, the type of activities which the present level of relationship amongst DPs should allow, this Transnational co-operation agreement has the following objectives: · To exchange methodologies and know-how to reduce unemployment especially considering disadvantaged people · To exchange best practices on strategies to answer companies’ recruitment difficulties. · To influence local (and if possible national and European policies) on employability and job training. · To exchange ways to stimulate people to build realistic life projects.

4. The (common/complementary) products/deliverables foreseen
DPs expect to achieve the following common or complementary results: Exchange and share experiences on the war against unemployment, with particular reference to disadvantaged people

Creation of an international network (Corsica, Portugal, Italy) for the discussion of problems related to motivation towards work with special reference to disadvantaged people Development and creation of a handbook on motivation with special reference to disadvantaged people (e.g. “Why available jobs are unable to attract unemployed people – Who’s to blame?”) Exchange of best practices and mainstreaming process.

5. Added value on the strategy and intended results of each of the DPs involved
The four DPs will simultaneously implement parallel working methodologies. Naturally each one will have its own strong and weak aspects. It is precisely in the monitoring of these strong and weak aspects that the added value of the defined strategy lies. The products to be created on the common work will result from the individual experiences of each partner in its own stage. In this constant sharing there is room for new teaching, which can inclusively lead to the redefinition of the individual strategies and working methodologies of each DP. The added value will result also from a publication not provided for by the national projects which contains experience at international level and from a creation of an international network for the discussion of problems related to motivation towards work.

6. Added value and financial viability of associated partner(s)
(There are no associated partners)

B. Work Programme & Working Methodology
1. Transnational activities foreseen a. Typology of activities Transnational activities intended Exchange of information and experiences Parallel development of innovative approaches Import, export or adoption of new approaches Joint development Exchange of trainees/trainers/staff b. Overall transnational strategy
The guide expected to be produced from this TCA will be the result of several stages of common as well as isolated work. Each DP will develop its work, towards the goals it has defined, but this will be accompanied by moments of common work, of sharing and influencing the work to be done by all parties. Considering the predicted results of this TCA depend upon the conception of a guide to support future policy, this document will result from the common conclusion that each DP individually draw from its own projects. This is why it is necessary to work together on all the stages of the process – from conception to evaluation – in order to achieve a coherent product which is more that the mere sum of its individual parts. The ideas presented in this document should, whenever advisable, be illustrated with examples taken from DP experiences.

Rating *** **** ** ** **

c. Description of the activities/tasks Name of the Description activity

1. Exchange of experience about emplowerment

Exchange of experiences concerning counselling, training and employment, especially involving disadvantaged groups (empowerment) conducted in each national territory between the various transnational partners.

2. Parallel development of innovative approaches

Workshop concerning activation of the territory to break down the "barriers" that obstruct employment of disadvantaged people and the causes of alienation and hypothesis of what could be done.

3. Exchange of best practices

Exchange of experiences concerning strategies to contrast the recruitment difficulties of companies.

4. Conception of a handbook on Development and printing of a handbook on motivation in 4 languages motivation (why are available jobs unable to attract unemployed people?- who’s to blame?).

5. Dissemination and mainstreaming

Dissemination of results and mainstreaming by web sites

2. Methodology for sharing information, results and working tools
At pilot committee level: each individual DP will bring to the work sessions the documents, materials, etc. inherent the themes to be discussed during each session. As far as possible and in accordance with that allowed for by the budget, the work sessions will be attended by a representative from every partner from each PS. DEPENDING ON THE THEME CHOSEN the pilot committee members may invite experts to contribute their experience to the development of the project. The planned activities include some which are specifically aimed at a vast public, as follows: - dissemination of results and materials on the WEB - specific mailing (by mail or post) - dissemination of results during the final convention held by each PS on its own territory, to which the members of other PSs participating in the transnational agreement will be invited. As mentioned in ‘B.1.b’ the type of transnational co-operation that best suits us is the “parallel development of innovative approaches”. This model settles upon the definition of common objectives and sharing working methodologies and achieved results, although separately developed. Thus, we have as methodologies: Introduction of web contents (in the working language) Translation to the working language of the most relevant documents, such as working plans, execution and monitor or evaluation reports. Sharing this data amongst the partners by e-mail or regular mail.

3. Time schedule for milestones, outcomes and events
The five are scheduled in the following manner: Activity 1: July 2002 opening day and pilot committee: planning of activities and exchange of experiences concerning counselling, training and employment, especially involving disadvantaged people (empowerment) conducted in each national territory between the various transnational partners. Activity 2: May 2003 pilot committee : state of the art and exchange of experiences concerning activation of the territory to break down the "barriers" that obstruct employment of disadvantaged people and the causes of alienation. Guidelines for the preparation of the empowerment handbook. Activity 3: February 2004 pilot committee : exchange of experiences concerning strategies to contrast the recruitment difficulties of companies: state of the art on the preparation of the empowerment handbook. Activity 4: February until April 2004 development and printing of a handbook on motivation in 4 languages (why are available jobs unable to attract unemployed people). Activity 5: May 2004 - dissemination of results and mainstreaming through special links to the websites of the 4 projects. Participation in the conclusive seminars of each PS.

C. Financial Provisions
1. Breakdown of budget for each activity (euros)
1 FR-COR-2001-11167 IT-IT-G-CAL-068 IT-IT-G-LOM-028 PT-2001-020 Total 8950 9120 6256 4616 28942 2 8950 9120 6256 4616 28942 3 8950 9120 6256 4616 28942 4 10200 10201 7576 7576 35553 5 8950 9120 6256 4616 28942 Total 46000 46681 32600 26040 151321

2. Arrangements for cost sharing and avoiding double funding
Each DS will supporte the costs of its own uman resource (salaries, social security, travel, vacations, meals, phone and mail). Following the rule of reciprocity each DP hosting a transnational meeting they will supporte costs of meeting rooms, translation, interpreter (if it’s necessary) and will offer common meals. Publishing on the guide and evaluation on the project will be shared by all the DP. For that reason the DP will choice the less costing supplier between the suppliers individuated by all the partners. The DP will pay the selected supplier by invoice, and then will be refacture pro quota all the oder DP.

D. Organisational and Decision Making Arrangements
1. Contribution and responsibility of each DP
Each DP will assume the responsibilities provided for by the transnational agreement, electing the members who will take part in the pilot committee and carrying out the activities assigned in accordance with the cooperation agreement and by the pilot committee. The co-ordination of the transnational PS will be taken care for the start up by DIMORA and after transferred to ISTMO.

2. Role and tasks of TCA secretariat and external expertise
The transnational partnership secretariat will rotate according to the following schedule,: DIMORA, FULL EMPLOI, EASY, ISTMO. In this way the transnational work will be given extra added value so that each DP can take its own knowhow to the specific area of the secretariat. Every DP will elect someone to take care of all secretarial aspects.

3. Arrangements for decision-making
The pilot committee will be the organ responsible for making decisions. It will be made up of representative from each DP who have the power to act in the name and on behalf of the same. When experts or consultants attend upon invitation, they will not intervene in the decision-making process, unless in consulting capacity. Decisions will be taken by simple majority. In case of equanimity co-ordinator decision will prevail. The pilot committee will meet when provided for by the transnational co-operation plan and when at least 2 DPs issue a justified request to such effect.

4. Working language(s) • EN

E. Monitoring and Evaluation Procedures
1. Mechanisms for monitoring and evaluating of transnational experience and results
The monitoring and evaluation procedures will be conceived by an independent consultant in this field. The consultant will attend at least two work sessions (usually the opening and closing stages) and will also monitor the process with a series of questionnaires and interviews aimed at each partner. This expert will make use of the ISO 9001 quality procedures, given that at least 2 group leaders of the Italian DPs hold ISO 9001 certification. The consultant will also draw up a final evaluation report.

2. Mechanisms for updating work programme, working methodology and organisational arrangements
The work programme and working methodology adopted will be established in agreement between the members of the DPs during the first work session. At the end of every meeting an agenda will be prepared for the following meeting so that each DP is able to prepare reports and material in time and so that it is possible to make all the updates necessary to perform the activities. The pilot committee members will be in constant telephone and e-mail contact to keep up to date with the progress of team work and that assigned to each DP, and to arrange any changes to the work programme or the methodology adopted. The working methodology will be submitted to the monitoring consultant for comment or alteration. Each meeting will be organised with the co-ordinator of the pilot committee member in the seat that will host the meeting.

F. Other
1. Hyperlink(s) to other information/material (presentation of 4 more Italian system projects inherent inspiration for learning) in an editing course. Results of research into the causes of demotivation, which will involve all students in the 3 largest provinces in Lombardy (Milan, Brescia and Varese). The document will be available between October 2002 and January 2003.

2. Links to other linguistic versions of the TCA
Other linguistic versions of the TCA should be displayed on web pages of the following sites, after translation into the language of each DP:

3. Dates of (this version of) the TCA
1. Created 2. Sent to "validation by other DPs" by the DP in charge of the TCA secretariat FR-COR-2001-11167 IT-IT-G-CAL-068 IT-IT-G-LOM-028 PT-2001-020 3. Validated by all DPs France Italy Portugal 4. Approved by all managing authorities - - - - - - Validated Validated Validated Validated 12-04-2002 12-04-2002 12-04-2002 12-04-2002 12-04-2002 12-04-2002 12-04-2002

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