Getting from ideas to projects: providing support for project promotors 8th Basecamp Meeting Athens, 10-5-2012 1
Dec 29, 2015
Getting from ideas to projects:providing support for project promotors
8th Basecamp MeetingAthens, 10-5-2012
1
RBM Challenge
2
1. Getting external stakeholders to commit to a common view of the future (stakeholder engagement)
· How to sensitise and convince stakeholders to focus on results?
· How to deal with the short term focus of politicians on tangible items (e.g. roads) whereas the Lisbon strategy deals with longer term, more intangible items (human capital, social inclusion)?
· How to ensure coherence between bodies within the funds to achieve results?
· How to take a broader view in order to capture synergies between different programmes?
· Other
2. Operationalising the common view of the future (strategic orientation and coherence)
· How to define results that are realistic, operational and for which the programme managers want to be held accountable?
· How to avoid data overload?
· How to measure performance (indicators)?
· Other
3. How to change organisational culture from input oriented to results oriented? (delivery planning)
· How to set up results oriented project formulation and appraisal systems? X
· How to deal with uncertainty (risk management)?
· How to ensure quality management of organisations?
· How to enhance organisational learning? X
· Other
4. Checking how we are doing and acting on it (M&E)
· How to ensure that results can be attributed to projects?
· How to ensure good quality of information?
· How to link finance to performance?
· Other X
Author / organisation:Sven JanssonTel: 08-579 171 14 Fax: 08-579 171 01 E-post: [email protected] Liljeholmsvägen 30B, 3 trBox 471 41100 74 Stockholm
Managing authority for The European Social Fund, and The European Integration Fund 2007 – 2013
Country / region: Sweden
Country and Organisation
3
Cooperation between structural funds
Social fund Regional fund
ESF-council TVV
MC
MC Monitoring Committée
MC
MC
OP Operative program
OP
OP
OP
OP
OP
OP
OP
RP
Regional plan RP
RP
RP
RP
RP
RP
RP
Structural fundpartnerships in
Each region
OP
• Oversees the implementation and guarantees quality and efficiency.
• Consist of representatives from authorities, non-profit organisations, labour organisations and universities.
The Monitoring Committee
Eight regions – eight plans
1. Övre Norrland2. Mellersta Norrland3. Norra Mellansverige4. Östra Mellansverige5. Stockholm6. Västsverige 7. Småland och Öarna8. Sydsverige
Head Office in Falun and Stockholm
• Each of the eight regions has a joint Structural Fund partnership for the European Social fund and the Regional Development Fund.
• It consist of elected representatives from municipalities and county councils, and representatives from labour organisations, county administrative boards, the Swedish Employment Service, other stakeholders and associations. The Sami Parliament (Sametinget) is also represented in the two northernmost regions.
• These partnerships are tasked with prioritizing the projects deemed eligible by the managing authorities.
Structural Fund Partnerships
ESF in Sweden 2007 - 2013
• SEK 6.2 billion, excluding national co-financing• Approximately 3000 projects
• 30 per cent, Skills provision (Priority axis 1)• 70 per cent, Increased labour supply (Priority axis 2)____________________________________• ESF is only a small part of all resources for employment
policy/social measures in Sweden
= • Opportunity for innovativ actions and development of new
methods
Priority 1: Skills provision• Employees• Private and public sector and social economy• 30% of the ESF in Sweden
• Targets Improve the adaptability and employability of
workers
Prevent long-term sickness leave
Combat discrimination
Priority 2: Increased labour supply• Unempolyed more than 1 year, ages 25-65• Unemployed more than 3 months, ages 16-24• 70% of the ESF in Sweden
• Targets Young Immigrants Long-term sickness leave.
Learning & Strategic Impact (SPEL)
Learning & Strategic Impact (SPEL)
Accessibility and Gender MainstreamingAccessibility and Gender Mainstreaming
Supporting projects and Thematic Groups - Support structure for the project implementation and impact
Project developmentProject developmentProject developmentProject development
Thematic GroupsThematic GroupsThematic GroupsThematic Groups
Thematic Groups in ESF 2007-2013
• Integration into Workinglife (Institute for Future Studies)The main focus is (re-) entry and integration into working life for people with foreign backgrounds, people with disabilities, and people who are long-term sick. WEB http://www.framtidsstudier.se/
• Theme Group Youth (Ungdomsstyrelsen)The main focus is on methods to counteract unemployment among young and strategies for the development of the transition between school & work. WEB http://www.temaunga.se/
• Workplace Learning & conversion (Luleå University of Technology)The main focus is the efforts of employees to meet future demands in the workforce through training, including work as a tool for learning, increased ability to cope with changes and validation of skills. WEB http://www.arbetsplatslarande.se/
• Business and entrepreneurship (Tillväxtverket)The main focus is how entrepreneurship and business can contribute to reducing exclusion in the workplace. This thematic group included social economy and entrepreneurship as a tool of empowerment and to counteract exclusion. WEBhttp://www.tillvaxtverket.se/huvudmeny/insatserfortillvaxt/tematiskgruppentreprenorskapochforetagande.4.21099e4211fdba8c87b800017388.html
• Equality & discrimination into Workinglife (Arbetsmiljöforum)This thematic group focuses on all forms of discrimination. This includes new methods to promote equal treatment/opportunities in employment and skills enhancement initiatives to improve skills in working life.WEB http://www.temalikabehandling.se/
The task for the thematic Groups
The task for the Thematic Groups is to develop, analyze and discuss the project results in order to affect more long term than the individual projects can do themselves.
The Thematic Groups will achieve the impact and influence audiences under the thematic area.
THE TASK FOR THE SUPPORT PROJECT ACCESSIBILITY
•Main purpose is to help projects to work with accessibility for people with functional disabilities.
•Example of support:•From a idea to make an ESF application for a pre-study •From the projects have received approval and started
HelpdeskWith consultants by telephone or e-mail support.
Regional coaches who support the Projects on the spot
•Responsible is the Swedish Authority Handisam in corporation with Swedish handicap organizations
•Further information in English http://www.tillgangligtprojekt.se/Processtod/About-us/
The task for the Support project Gender
• Initial talks and an introduction togender equality.
• Advice and ideas on how tointegrate a gender equality perspective into the projects.
• Basic training and workshops• in gender equality and gender• Mainstreaming
• ESF Jämt is the Swedish name of the County Administrative Board’s (Swedish regional Authority)
• 8 supporters including 1 national coordinator are working to make gender equality a central feature
• Further information in English www.esf.se/jamt
The task for the Process support – Project development
• The main purpose for this 8 regional project is to help projects in the beginning of the project and to create a idea to a application
• Most of the work is to create and develop the project idea with regard to the application
• Some support is to the project owner in connection with financial reporting.
• The projects is regional and have different contractors in each region.
• The steering and decisions of support to the projects are made of the director of regional ESF council
The task for the process support project for strategic impact and learning (SPeL)
• The process support has three main missions:
• 1. Methodological Support for projects
• 2. Stimulate Regional Learning
• 3. Additional dissemination of results
Examples of activities for methodological support:
-procurement and planning of ongoing evaluation
-communication and strategic impact-education of Steering Groups for Sustainable development work
-organization of learning processes in the project
Working methods is telephone, meetings with individual projects, networks, seminars, training, written guidance
Examples of measures for (regional) learning processes:
- link experiences of ESF projects to regional stakeholders- supporting regional seminars together with national thematic groups- activities with the regional structural fund partnerships
Working methods is mainly seminars and presentations
Examples of measures for supplementary dissemination of results:
-articles on the Web platform
- seminars and conferences which bring together projects or thematic groups
- input to government investigations
- publications
-Further information in English: http://www.spl.nu/om-oss-spl/in-english/
Summing upProcess support projects
•The main task is to provide the projects with the right guidance and tools• The support is free for the projects, but you must have a OK from the Authority (Swedish ESF council) •Support is offered on accessibility, gender mainstreaming, project development and strategic impact and learning. •Expert advice is provided here as to how these perspectives can be assured in the application and how they remain a natural aspect of the continuing project work.
How was this possible to implementin the program?
• In the ESF program:
Projects with special orientation in Priority axis
2 finance Thematic Groups about 8 million Euro
in 3 year + 25% in co-funding
Projects with a special orientation in Priority axis 2
aim at bringing together knowledge
within a subject area relevant to the programme,
work for this knowledge to be disseminated,
have an impact and facilitate the program in attaining
its objectives.
These are the 5 thematic projects in Sweden
How was this possible to implementin the program?
Projects with special orientation in Priority axis 1
Projects with special orientation in Priority axis 1 can focus on supporting processes.
Within the framework of such projects, knowledge and support can be provided to players working
with potential and ongoing ESF projects in Priority axis 1 or 2 in order to contribute to raising
quality in both preparatory and implementation phases. Support may consist of a dialogue and
other knowledge raising initiatives on the aims and contents of the program e.g. the criteria,
the objectives, strategic impact, follow-up and project evaluation, transnational work etc.
The investment for all support projects is about 20-25 million Euro
Scoring
24
Rule of law
negativeneutral positive NA
-2 -1 0 1 2
XPractice is substantially hindering
improvements
Practice is somewhat hindering
improvements
Practice is not having any effect
Practice is having a modest effect
Practice is having a substantial effect
Transparency
negativeneutral positive NA
-2 -1 0 1 2
Practice is substantially hindering
improvements
Practice is somewhat hindering
improvements
Practice is not having any effect
Practice is having a modest effect
Practice is having a substantial effect
XResponsiveness:
negativeneutral positive NA
-2 -1 0 1 2
Practice is substantially hindering
improvements
Practice is somewhat hindering
improvements
Practice is not having any effect
Practice is having a modest effect
Practice is having a substantial effect
X
Scoring
25
Consensus oriented
negativeneutral positive NA
-2 -1 0 1 2
XPractice is substantially hindering
improvements
Practice is somewhat hindering
improvements
Practice is not having any effect
Practice is having a modest effect
Practice is having a substantial effect
Equity and inclusiveness
negativeneutral positive NA
-2 -1 0 1 2
XPractice is substantially hindering
improvements
Practice is somewhat hindering
improvements
Practice is not having any effect
Practice is having a modest effect
Practice is having a substantial effect
Effectiveness and efficiency
negativeneutral positive NA
-2 -1 0 1 2
Practice is substantially hindering
improvements
Practice is somewhat hindering
improvements
Practice is not having any effect
Practice is having a modest effect
Practice is having a substantial effect
X
Scoring
26
Accountability
negativeneutral positive NA
-2 -1 0 1 2
XPractice is substantially hindering
improvements
Practice is somewhat hindering
improvements
Practice is not having any effect
Practice is having a modest effect
Practice is having a substantial effect
Coherence
negativeneutral positive NA
-2 -1 0 1 2
Practice is substantially hindering
improvements
Practice is somewhat hindering
improvements
Practice is not having any effect
Practice is having a modest effect
Practice is having a substantial effect
X
• Steering. MA must steer: ideally monthly meetings
especially in the beginning, ongoing discussion on
methods used and how they are performing
• Right and relevant partners : competence (especially
analytical capability for looking at potential of ideas
and for analysing results in their context) and relevant
network; consortium is crucial
• Request capability from MA: enough time, resources
and programme management competence especially
in terms of dealing with complexity
Crucial steps to take / pitfalls to avoid
Transferability
28
It is not at all possible to adapt the
practice at all
Some elements of the practice can be
adapted
A substantial amount of the practice can be
adapted
The practice requires little adaptation: most elements can
be integrated directly
The practice can be fully integrated without adaptation
X