Getting from ideas to projects:
providing support for project promotors
8th Basecamp Meeting
Athens, 10-5-2012
1
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)?
RBM
Challenge
·
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?
·
How to deal with uncertainty (risk management)?
·
How to ensure quality management of organisations?
·
How to enhance organisational learning?
·
Other
X
X
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
2
Country and Organisation
Author / organisation:
Sven Jansson
Tel: 08-579 171 14
Fax: 08-579 171 01
E-post: sven.jansson@esf.se
Liljeholmsvägen 30B, 3 tr
Box 471 41
100 74 Stockholm
Managing authority for The European Social Fund, and
The European Integration Fund 2007 – 2013
Country / region: Sweden
3
Cooperation between structural funds
Regional fund
Social fund
ESF-council
OP
TVV
RP
OP
Regional plan RP
OP
Operative program
MC Monitoring Committée
MC
Structural fund
partnerships in
Each region
RP
OP
RP
OP
RP
OP
RP
OP
RP
OP
MC
MC
RP
OP
The Monitoring Committee
•
Oversees the implementation and
guarantees quality and efficiency.
•
Consist of representatives from
authorities, non-profit organisations,
labour organisations and universities.
Eight regions – eight plans
1.
2.
3.
4.
5.
6.
7.
8.
Övre Norrland
Mellersta Norrland
Norra Mellansverige
Östra Mellansverige
Stockholm
Västsverige
Småland och Öarna
Sydsverige
Head Office in Falun and
Stockholm
Structural Fund Partnerships
•
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.
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.

Supporting projects and Thematic Groups - Support
structure for the project implementation and impact
Before
application
Preparation /
Preplanning
Implementation
Accessibility and Gender Mainstreaming
Project
development
Learning & Strategic
Impact (SPEL)
Thematic Groups
After the
project
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/tematiskgruppentreprenors
kapochforetagande.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
Helpdesk
With 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 to
gender 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/inenglish/
Summing up
Process 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 implement
in 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 implement
in 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 2025 million Euro
Scoring
Rule of law
neutral
positive
NA
negative
-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
Transparency
neutral
positive
NA
negative
-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
Responsiveness:
neutral
positive
NA
negative
-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
X24
Scoring
Consensus oriented
neutral
positive
NA
negative
-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
Equity and inclusiveness
neutral
positive
NA
negative
-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
Effectiveness and efficiency
neutral
positive
NA
negative
-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
25
Scoring
Accountability
neutral
positive
NA
negative
-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
Coherence
neutral
positive
NA
negative
-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
26
Crucial steps to take / pitfalls to avoid
•
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
Transferability
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
X
28
The practice can
be fully integrated
without adaptation