<< Background >>The social economy refers to a diversity of enterprises and organisational models such as cooperatives, mutuals, associations, foundations, social enterprises, charities and other legal forms regulated at Member State level. Social economy organisations share common principles and features that unify them, including: 1. People before profit 2. Democratic governance 3. Open membership 4. Solidarity and responsibility 5. Autonomous management and independence from State 6. Reinvestment of most of the profits (Social Economy Europe, Co-designing the Action Plan for the Social Economy: For an economy that works for people and the planet, 2021). Longer-established social economy (LESE) organisations are defined as social economy organisations in existence over 7 years. Unlike early-stage social economy organisations, LESE organisation have track records of delivering goods and services, matured management and corporate governance structures, experienced staff and, importantly, assets and resources that can be leveraged for growth and the provision of additional services to vulnerable communities. This project aims to: 1. Support LESE organisations to review and update their social mission to be more impactful and adapt their business models to be more effective. 2. Ensure that LESE organisations are ready to adapt to a greener and more digital business ecosystem, and lead the way in driving a sustainable economic model that works for people and the planet. 3. Increase the visibility and understanding of the social economy in Europe and its vital socio-economic contribution by establishing a LESE EU network and information hub. 4. Research and present how various education stakeholders serving the European social economy can use our model and better support the ongoing needs of LESE organisations through education and training and provide a model for replication. 5. Build the capacity of partner organisations and stakeholders to support social economy members and beneficiaries. In doing so, this project will address an identified gap in the training offerings available to social economy organisations, i.e., ongoing support beyond the start-up phase. Social entrepreneurship, enterprise, and innovation became a key priority for many funders, including the EU, in the last 10 – 15 years. This was driven by the 2009 global economic crisis and the resulting widespread public discontentment with the functioning of the global economic system, which fuelled interest in more inclusive and pluralistic economic systems. However, despite this surge in interest, it is still a little understood sector, lacking recognition and with most of the supports available entirely focused on driving social entrepreneurship and development of new enterprises. Little is available in terms of ongoing training and supports, or in helping organisations to scale up or modernise (European Commission, A map of social enterprises and their eco-systems in Europe, 2015). Recognising this gap, The Wheel ran a pilot training programme for LESE organisations in 2021. It was hugely successful and oversubscribed. An interim evaluation of 32 participating organisations had 92% rate the programme as excellent. 85% of participants said that their reach to target groups had improved since attending the training. Based on this success and a clear appetite for such training, The Wheel set about building a consortium of European social economy representative bodies, training institutes, and research organisations to bring the project to EU level. RevitaLESE EU was born from this, and brings together leading social economy partners from Latvia, Croatia, Malta, Greece, and Cyprus. Together, we will deliver on the project’s objectives and bring the social economies of our respective countries closer together, and closer to EU objectives.<< Objectives >>The overall goal of RevitaLESE EU is to revitalise the European social economy sector, maximise its impact, and increase its overall visibility and recognition as a key contributor to the 2020 Agenda, and the possibility of an economy that works for people and the planet. To do this, we will co-create and valorise a training programme (Project Result 1), produce a replicable model and study of ongoing training needs (Project Result 2), and create a Europe wide information and networking hub for established social economy organisations (Project Result 3). Specifically, the project has set the following objectives: 1. Support LESE organisations to review and update their social mission to be more impactful and adapt their business models to be more effective. This will be delivered through PR1 RevitaLESE EU Training Modules 2. Ensure that LESE organisations are ready to adapt to a greener and more digital business ecosystem, and lead the way in driving a sustainable economic model that works for people and the planet. This will be delivered through PR1 RevitaLESE EU Training Modules 3. Increase the visibility and understanding of the social economy in Europe and its vital socio-economic contribution by establishing a LESE EU network and information hub. This will be achieved through PR 3 RevitaLESE EU Network and Hub. 4. Research and present how various education stakeholders serving the European social economy can use our model and better support the ongoing needs of LESE organisations through education and training and provide a model for replication. This will be achieved through PR2 RevitaLESE EU Validation, Impact and Sustainability Report 5. Build the capacity of partner organisations and stakeholders to support social economy members and beneficiaries. This will be achieved through a combination of delivering the PRs 1 – 3, training events, multiplier events, and impact, dissemination and sustainability activities. Capacity building of the partner organisations specifically is a key objective. We are all social economy leaders in our respective countries, many of whom played important roles in liaising with Government and the EU in understanding and supporting the social economy. We now need to ensure we have the internal capacity to provide ongoing support. Long term, we want to influence how ongoing support is provided to LESE organisations, create greater synergies and partnerships between social economy at EU level, and showcase the value and impact of this sector as a source of sustainable, inclusive economic development for the future of Europe. Another key goal is looking at how the social economy is understood in each partner country, how our various national policies and legal structures affect the social economy in Europe and how this can further the Social Economy Europe policy paper objectives for the social economy and the overall objectives of the Toledo Declaration and the EU’s Action Plan for the Social Economy, which is due out this year.<< Implementation >>A1. Management Management activities will take place throughout the project (M1 – M24) and is intended to ensure good communication and organisation of staff, activities, goals, deadlines, and the consortium itself. It includes the hosting, organisation, and attendance of project meetings. This cost will be absorbed by the Project Management and Implementation budget. A2. Financial reporting Finances will be recorded closely throughout the project (M1 – M24) to ensure it is running according to budget. Copies of contracts for all staff involved in the project will be submitted at the start of the project. Each partner will submit timesheets on a quarterly basis to monitor working days spent on the PRs. Certificates of attendance and sign in sheets from each partner meeting will be catalogued. Sign in sheets and photographic evidence form multiplier events will also be required and reported on. Evidence (invoices, proof of payment) for any extraordinary costs will also be monitored. This cost will be absorbed by the Project Management and Implementation budget. A3. Quality Quality assurance will also be a continuous activity (M1 – M24) and will set certain standards to be maintained across all other outputs and activities and will look at risk analysis and prevention. This cost will be absorbed by the Project Management and Implementation budget. A4. Facilitating stakeholder involvement Communication and relationship building with stakeholders will be an important and continuous part of the project (M1 – M24). This cost will be absorbed by the Project Management and Implementation budget. A5. Delivery and management of Project Results (PRs) Full details about this activity describing all three PRs are in the Project Results Section. The oversight of this project and management of researchers and trainers involved will be absorbed by the Project Management and Implementation budget. It will run from M1 – M24. A6. Training Activities Full details about these activities is in LTT Activities Section. This organisation, coordination, and management of this activity, along with attendance by relevant staff, will be absorbed by the Project Management and Implementation budget. They will take place in Month 11 (staff training) and Month 23 (learner training). A7. Impact, Dissemination and Sustainability These three activities overlap regularly and will be carried out throughout the project (M1 – M24). The costs of management of impact, dissemination and sustainability plans including communications, liaising with press, creating content for social media, newsletters, website updates, and other marketing materials will be absorbed by the Project Management and Implementation budget.<< Results >>The immediate expected outcome is that participating organisations will refocus their social mission onto the most current social needs and adapt their business models to be more efficient at delivering goods and services to their communities of interest and in an increasingly more digital and green planet. The project aims to deliver 3 specific project results (PRs): PR1 REVITALESE EU TRAINING MODULES We will produce five modules adapted for blended learning that provide a comprehensive training package for LESE organisations in need of revitalisation. Throughout each module, the goal will be to streamline the operational process, increase focus on social impact, and promote innovation and new ways of working. Each module will include trainer guidelines, content, tools, and resources including digital tools for better online learning. PR2 REVITALESE EU VALIDATION, IMPACT AND SUSTAINABILITY REPORT The results of PR1 will be piloted in each partner country to at least 100 LESE orgs across the EU (approx. 20 per country but with lower targets for small population countries, e.g. Malta). This will take place in two phases so that improvements can be made after the first phase, and then an improved version can be piloted before a final version is released. Learners will have the opportunity to earn a digital badge after completing each module in recognition of their learning. Those who complete every module can earn a RevitaLESE Alumni Badge. Our research partner DCU will co-produce a data collection methodology, in conjunction with partners and will analyse data collected by the partners. DCU will present the findings as part of an Impact and Sustainability Report. Alongside the results, our pedagogical approach, and learner outcomes framework, the report will also feature case studies from each partner country demonstrating the diversity and scope of Europe’s social economy. It will also include analysis of the ongoing training needs of LESE organisations necessary to deliver on national and EU policies and action plans (e.g. the EU Action Plan for the Social Economy due to be released in Autumn 2021). It will analyse how all stakeholders in social economy education: higher education, vocational education and training, and social economy representative bodies can work together to increase social innovation and nurture a European social economy that is healthy, diverse, and has the future skills and support necessary to thrive. PR3: REVITALESE EU NETWORK AND HUB The goal of this work package is to inspire, support and incentivise LESE organisation revitalisation. It centres around content development and network building and includes a central “hub” that will feature case studies, podcasts, videos, an interactive map of the RevitaLESE EU network and access to training and resources. This hub will be the home of the RevitaLESE network which will meet regularly at national and EU level throughout the project and beyond its lifetime. - The overall outcome of these results, and other project activities like the training, multiplier events and project management activities will be: - a revitalised social economy in each partner country - a valorised and effective model for LESE organisations’ revitalisation at EU level, made freely available for replication via PR2 and through our dissemination and sustainability plans - a permanent network for exchange of best practice and innovation, partnership building and policy engagement for the European social economy - A social economy that is better understood and recognised - Social economy education stakeholders who are more informed about the ongoing training needs of LESE organisations - Communities that are better served by LESE organisations - Inspiration and mentorship opportunities for social entrepreneurs and newer social economy organisations

WISEs4Youth general objective of this project is to develop training activities for social entrepreneurial skills development targeting potential young social entrepreneurs in Western Balkans. Below project specific objectives and number of targeted beneficiaries. 1. Promote youth social entrepreneurship in the Western Balkans region through training and mobility activities (such as study visits).2. Create replicable and sustainable training methodology and modules that will orient and guarantee and effective and targeted training implementation. 3. Promote mobility and exchanges between the different project partners countries through study visits organised in successful WISEs or social enterprises. 4. Implement structured training activities involving partners and young potential entrepreneurs, through the empirical application of training modules. 5. Strengthen the creation of regional WISEs and social enterprises networks in the region, promote the social impact of these business and achieving among others common growth and inclusion of young people. 6. Impact measurement from project results (Toolkit). The project main activities are: study visits, peer-to-peer events, trainings and final toolkit for beneficiaries. Number of beneficiaries: at least number 5 trained new young social entrepreneurs in each partnership countries. Through the dissemination of toolkit to at least number 10 young potential social entrepreneurs and 5 WISEs /social enterprises per partners’ country. Involvement of number 2 local or national authorities for each project partner country through the peer learning activities.

THE CONTEXTThe farming sector has never stopped innovating and every generation brings new technological and organisational improvements and competencies. However, the pace of technological innovation is proceeding faster than ever before, and it is important to ensure that EU farmers take full advantage of this “digital revolution”. Policy advisors underline that the main concern for farmers is access to training and that this should be considered especially from a small farm perspective otherwise Europe will fail to maximise the benefits of digital technology.MAIN OBJECTIVEThe SFIB project will be implemented by 8 complementary project partners from 5 countries and focus on minding the gap between current farming industry digitization trends and the digital & smart technology era. The project wants to open a way to a new digital and technology innovation-oriented training method in the farming industry by combining the “Innovation Broker” approach in the farming sector with the current efforts put in place by the EU in the field of “Digital Innovation Hubs”.TARGET GRUPS AND PARTICIPANTS1) Owners, Managers, operations and technical staff of SMEs of the farming sector2) Cluster & Technical Service and Coaching staff, Thematic Business Consultants, Trainers of Cluster & Sectorial Organizations3) Technical Service and Coaching Staff, Consultants of Technology Parks, Business Development Centres, Digital Innovation Hubs4) Policy officers, Technical staff involved in defining innovation and training strategies, policies & action plans of Economic Development Bodies 5) Directors, Teaching staff, Learners & students, Phds of VET and Higher Education institutions6) Innovation brokersNEEDSA) RAISE & INCREASE AWARENESS about the potential of digital and smart farming potential B) OBSERVE & UNDERSTAND TECHNOLOGY AT WORK thus facilitating digitization and smart tech understandingC) IMPROVE THE QUALITY OF DIGITAL INNOVATION LEARNING APPROACHES by introducing a new professional figure and new cooperation-based learning mechanisms targeted to the farming sectorE) Guarantee the AVAILABILITY OF CONNECTED TRANSNATIONAL INNOVATION LEARNING STRUCTURES that will facilitate the distributed availability WORKING METHODThe project has been designed around 8 workpackages.WP 1 - Management – Indicator: Project implemented respecting time and qualityWP2 - Communication, Dissemination and Exploitation – Indicators: 1) Extended stakeholder base (including Innovation Brokers and DIHs), 2) Extended interested final beneficiaries, 3) Project anchored to professional training policiesWP3 - SMART TECH-MAP: M2-M5, focused on Intellectual Output 1 to answer the need “RAISE & INCREASE AWARENESS about the potential of digital and smart farming potential”. Indicators: 1) Increased knowledge about farming smart technology trends, 2) Increased knowledge level about knowledge gaps in the farming sectorWP4 – DIGITAL INNO BROKER MAP: M6-M8, focused on Intellectual Output 2 to answer the need “RAISE & INCREASE AWARENESS about the potential of digital and smart farming potential”. Indicator: 1) Consolidated network of Innovation BrokersWP5 – DIGITAL INNOVATION HUBS FOR SMART FARMING: M9-M12, focused on Intellectual Output 3 to answer 2 needs: “RAISE & INCREASE AWARENESS about the potential of digital and smart farming potential” and “OBSERVE & UNDERSTAND TECHNOLOGY AT WORK thus facilitating digitization and smart tech understanding”. Indicator: 1) Consolidated network of DIHsWP6 – SMART TECH & DIGITAL INNOVATION BROKERS: COMPETENCE PROFILE: M13-M18, focused on Intellectual Output 4 to answer 2 needs: “IMPROVE THE QUALITY OF DIGITAL INNOVATION LEARNING APPROACHES” and “Guarantee the AVAILABILITY OF CONNECTED TRANSNATIONAL INNOVATION LEARNING STRUCTURES”. Indicators: 1) Available Competence profile of the Digital Innovation Broker, 2) Available Training Method, Package & Tools, 3) Cooperation Agreements between Innovation Brokers and DIHsWP7 – SMART TECH & DIGITAL READINESS & INNOVATION TRAINING: INCREASING THE FARMING INDUSTRY TECHNOLOGY READINESS LEVEL: M19-M30, focused on Intellectual Output 5 to complete the answer to the 2 above needs “IMPROVE THE QUALITY OF DIGITAL INNOVATION LEARNING APPROACHES” and “Guarantee the AVAILABILITY OF CONNECTED TRANSNATIONAL INNOVATION LEARNING STRUCTURES”. Indicators: 1) Available digital readiness assessment tool for the farming sector, 2) Available Smart Tech & Digital Readiness TrainingWP8 – SHARE, VALIDATE AND TRANSFER EVIDENCES: M31-M36 focused on Intellectual Output 6 to answer the need “Guarantee the AVAILABILITY OF CONNECTED TRANSNATIONAL INNOVATION LEARNING STRUCTURES”Indicators: 1) Available list of extended stakeholders, 2) Completed Transfer Sessions, 3) Increased number of interested rural / regional areas in our method, 4) Method transferred to other EU areas.

"With ""Europe 2020"", the EU has set a number of goals to be achieved by 2020 in the fields of education, employment and social inclusion, and the aims of the PRESS project were to contribute to the achievement of these objectives to fight against poverty and social exclusion, especially of disadvantaged women, with attention to young Roma women, which was the target group of the project. PRESS involved direct and indirect beneficiaries: public administrators, policy and decision makers, professionals of social organizations, social entrepreneurs, disadvantaged workers in job insertion, representative of target group from the 6 partner countries: Hungary, Belgium, Spain, Portugal, Croatia and Italy. The partner organizations were 7: Galileo Progetti Nonprofit Kft., coordinator; ENSIE – European Network of Social Integration Enterprises; FAEDEI - Faedei Federación de Asociaciones Empresariales de Empresas de Insercion; A3S – Associação para o Empreendedorismo Social e a Sustentabilidade do Terceiro Sector; ACT Group; Ulisse Cooperativa Sociale Onlus; RES – Réseau d'Entreprises Sociales. According to the EU Commission, the Social Economy and Social Entrepreneurship, in particular the Work Integration Social Enterprises (WISE) have proven to be an important and effective tool for development and social inclusion of disadvantaged groups. Based on this, the project in order to achieve its objectives realized learning activities and opportunities to exchange experiences and discussion about the existing models and best practices, methodologies of social economy and social enterprises/WISEs, public/private partnership strategies at European at national level for the inclusion of disadvantaged women, encouraging the dialogue and collaboration between social enterprises and decision-makers in the partner countries. In the frame of the project one international training/learning activitiy was realized in Budapest where each partner presented its context analysis (the situation, the needs of the target group, the existing legal framework, best practices, actual strategies and policies) and in each partner country one transnational meeting, in total 6. In the frame of the meetings study visits were organized at social enterprise / WISEs), in order to deepen the context in partner countries and discuss the experiences and good practices, the critical nodes and in almost all meetings also a visit/direct meeting with the target group of the project (disadvantaged persons/Roma and immigrants women) were realized. The most important results and impact attained are the increased knowledge of the model of Social Economy, Social Entrepreneurship, WISEs and the increased awareness of their role in the social inclusion of the target group, the increased cooperation and widened network of the partner organizations and their stakeholders at European level, the increased dialogue among public bodies/decision makers and social organizations in order to achieve a better adaptation of good practices to national realities, the establishment of an informal professional network in Hungary of the organizations of reference, a better knowledge and understanding of the situation of the target group. The knowledge about different European realities and the exchange of good practices, initiatives has increased the awareness of the operators of the sector, has enriched the baggage of ideas, strategies, methodologies that the partners themselves can import and adapt in their context, and the emerged needs and results of PRESS project have already brought new common ideas and project design involving not only the project partners but also stakeholders outside of the partner countries too thanks to the intensive dissemination activity which was done continuously on local, regional, national, European level. The learning materials prepared and used during the implementation have been gathered in a final publication (available freely on http://www.ensie.org/pressproject), which Includes information about the analysis of the project context, the PRESS project and partners, disadvantaged groups in the EU, legislative framework and strategies in the EU, social economy and WISEs, WISE models in Europe, public procurement, national contexts, strategies and good practices in the project partner countries."

Project Youth Empowerment and Entrepreneurial Revolution developed training module and curriculum for the young people from NEET group taking in consideration their needs, current skills and key competences needed for self-employment.Each partner invested their knowledge and networks in order to get best results and develop tailored-made training program best suitable for NEET group. Communication platform was opened allowing partners to share research and ideas regarding young people from NEET group. It was concluded that NEET is not recognised by the state institutions in any of the participating countries and as a result there was no valid and detailed data on the exact number and characterises of this group.Participants for testing of training were selected from Carrier Center Strong Youngsters NEET youth based on their motivation to become entrepreneurs 26 of them participated in testing. Their evaluation proved that the training curriculum is according to their needs and that support of Mentors is necessary. SOS CV has mentorship program and the mentors were engaged to help youth further develop their entrepreneurial ideas. Conferences in 3 partner countries were delivered and all relevant stake holders were invited by mail and phone, meetings were done with institutions in order to motivate them to participate. Stakeholders from state institutions didn’t show on conferences but stakeholders from other youth programmes did, for example E2E (From Education to Employability – Youth Skills Development and Public Private Partnership in Serbia).Long term benefit for NEET young people is developed training and raised awareness of their needs in general.