IMPORTANT LEGAL NOTICE
 

 DIMORA( Development & Improvement for Many Opportunities in Regional Activities) ascii version

Italy

 
DP Managing organisation : ASSOCIAZIONE CONSORZIO SCUOLE LAVORO
Other national partners : ASSOCIAZIONE INFORJOB
COMUNE DI CARDINALE
COMUNE DI CENADI
COMUNE DI GIZZERIA
COMUNE DI MONTAURO
CONSORZIO BENI CULTURALI ITALIA scarl
CONSORZIO SCUOLE LAVORO CALABRIA S.c.ar.l.
FAST (Formazione Avanzata per lo Sviluppo del Turismo)
LEMILLE&UNACASA
OBIETTIVO LAVORO
EQUAL theme :Employability - (Re-)integration to the labour market 
Type of DP :Geographical - Rural area - CATANZARO 
DP Legal status :Association without legal form 
DP identification :IT-IT-G-CAL-068 
Application phase :Project ended 
Selection date :21-06-2002 
Last update :30-04-2002 
Monitoring: 2003  2004  2005   

Rationale

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The context in not changed in the last six months. The social economical context of the D.I.M.O.R.A. project reference area is strongly characterised by rather widespread underemployment and unemployment, as well as a considerable migratory flow of unemployed youths, some of whom with high-level education obtained in universities inside and outside the region.This trend has been confirmed by the national demographic data referred to 2000 and issued in June 2001 by Istat and shows different patterns for the Centre-North and the South and Islands. Data analysis by geographic areas shows natural decrease (deficit of deaths over live births: -17,202 units) and positive migration rates (235,512 units) in the Centre-North and the opposite in the South and Islands (natural increase equal to 34,796 units and negative migration rate equal to -64,188).This data is completed by the critical unemployment rate in the D.I.M.O.R.A. project target area. According to historical data recently presented by Istat concerning the period 1993/2000, the number of employed persons has decreased in Calabria in total by 56 thousand units. Workers seeking employment were 141 thousand in 1993 and 181 thousand in 2000, despite a decrease of 26 thousand during the last year (source: Il Sole24 Ore - 25 June 2001).An additional confirmation of the criticality concerning the target territory results from Istat data processed by Svimez. This study analysed 2000 unemployment data published by `Il Sole24Ore` on 11 June 2001 on a province-by-province basis and showed an unemployment rate of 28% in the province of Catanzaro versus the average of 21% in the South and 3.8% in the Northeast area.This situation is partially supported by Excelsior 2000 project data on employment and training needs gathered by the Italian national UnionCamere system showing that the expected growth rate for nearly all southern regions in 2001 exceeded 5%, with 6.9% peaks in Calabria. Even if last year`s favourable trends were repeated during the next decade, the gap between Southern and Centre-Northern regions would only partially be filled, as shown in the 2001 National Employment Action Plan.Consequently, the fact that employment in our region in 2000 has grown by 1.9% with respect to 1999 and the unemployment rate has gone from 28.0 to 26.0% is due to the introduction of national reforms concerning the labour market over the last years, namely part-time, temporary jobs, new apprenticeship, fiscal incentives. The diffusion of temporary jobs is increasing, especially in public administration and tourism (source: Banca D`Italia: Notes on Economy Trends in Calabria in 2000, Catanzaro 2001). This context clearly shows signs of informal work legalisation.Unemployed workers include a high percentage of youths with high education qualifications and interesting general culture levels. They face severe difficulties in completing their education with training schemes capable of making them appealing for the labour market related to the viscosity of the labour market in the region.Factors and causes of the discrimination problem Factors and main causes of the discrimination problem include:- Lack of a communication channel on the labour market between demand and supply, with special reference to the disadvantaged population. - Lack of an information channel on `alternative` or `integrative` proposals to schools for access to employment schemes. - Lack of consolidated methods for relationships between disadvantaged population and services in the territory. - Lack of integration between parties capable of offering services in the territory. - Lack of operators and skills needed to launch employment, including self-employment and/or and entrepreneurial activities, leading to the consequent lack of employment alternatives to public administration or farming. This explains the high concentration of employment in the public tertiary sector.In this context, the restoration of artistic and cultural heritage in the reference territory will boost the tourist sector. This is an irrevocable issue in pursuing regional development strategies, since this area can count on a combination of ingredients which make it one of the most interesting in the South of Italy. The geographic, climatic, environmental, historical, anthropological, ethnic - Albanian communities (Gizzeria), Occitan communities and Grecanic communities - and territorial characteristics of Calabria present outstanding features.Unfortunately, the traditional tourist system is not a valid support for endogenous territorial development. The traditional system is not capable of intercepting and attracting a considerable part of potential demand and, moreover, does not offer suitable tools to increase in value the wealth of available traditions, values and heritage and to enhance appeal. Furthermore, the system is not able to adequately support and develop the professional technical skills which may be expressed and activated by local administrations, associations and enterprises for economic and occupational growth.Despite the fact that tourist sector development in Calabria is one of the key objectives of the regional plan, results have often been disappointing because public investors have not been able to develop coherent and correct planning with respect to the peculiarities of the area and real needs required to launch economy for various reasons. Vast resources have been spent for studies and plans which, unfortunately, have not been able to create a self-propelled integrated system, capable of binding interventions and production system consolidation in the region. The situation led to the disorganised development of hotels and alternative accommodation which lack complementary infrastructures for ensuring the permanence of tourists in the area, besides coastal resorts, in a region with approximately 800 kilometres of coastline and hills and mountains covering approximately 90% of the territory. Essentially, we can affirm that this is the result of the lack of a development plan on regional level.The tourist potential in the partnership`s area is still poorly exploited, despite elements of considerable natural beauty. Historically, the coasts of Calabria have played a fundamental role in commercial exchanges in the Mediterranean since the 5th and 4th century BC. Today, we must consider the crucial, positive role of enriching the sea and the coasts as a natural resource for economic and occupational development. This will create the minimum conditions to activate promotion which is strategically indispensable to be included in the major national and international tourist circles with other countries in the Mediterranean area.A better qualification of tourist offering is required to overcome the difficulties in achieving this objective deriving from the implementation of a system in which all segments are functional.Briefly, we can say that the key issue for development in the territory under examination is related to the difficulty of fully increasing in value human, cultural and environmental resources available and is explained by the problematic integration of acting parties and tools and the difficulty in attracting external resources and specialised skills.The D.I.M.O.R.A. project intends to focus on the context of employability of individuals in the identified areas, by studying, setting up and experimenting a truly integrated approach, which is aimed at reducing the difficulty of access to employment of disadvantaged population with interventions targeted at creating new opportunities to withhold youths in minor centres that are impoverished by the flight of human resources.

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Objective

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The objective of Equal community initiative - and specifically that of the D.I.M.O.R.A. project - is to favour the creation and dissemination of approach methods, practices and tools capable of renewing the various causes of identified discriminations on systemic level, rather than promoting and creating projects-interventions which effect the manifestation of a certain need.Objective of the project is to overcome the difficulties described in the previous section by implementing territorial partnerships between public and private sectors aimed at identifying and sharing a system of actions for optimising and facilitating integrated, innovative and disseminated tourism development as the engine and flywheel of economic and occupational development.The target is to create a reticular structure in the territory, by integrating the supply of hospitality, the enjoyment of cultural, environmental, historical and social heritage and by organising a local disseminated network of enterprises connected to extra-regional and international circuits.Only by integrating acting parties and services in the territory and by creating openings towards international systems and networks can the factors obstructing access to employment be overcome, offering real opportunities of access to vocational schemes, in which time increases opportunities instead of increasing marginality.The first crucial arising need is to reinforce links and integration processes between parties by developing a common culture, supported by appropriate methodological and operative tools, which is based on enriching skills and specific characteristics of each, to create and implement a process capable of creating added value, i.e. capable of creating a positive summation in which integration multiplies individual skills.Considering such premises, the objective of the D.I.M.O.R.A. project can be described according to three dimensions: cultural, methodological and systemic.4. The cultural objective essentially concerns the various acting parties in the territory consists in identifying a concrete model of integration which is based on the knowledge of reciprocal potentials, experiences and points of strength and where each party can adopt a common language to overcome the risk of excessive self-referencing.It is crucial to stress that this idea of integration cannot and must not attempt to identify the least common denominator of acting parties, whereby standardisation and misrepresentation. Conversely, the objective will be maximum increase in value of cultural, operative, professional and technical specificities considering the needs and development aspirations on each party, being this the true unifying element.5. The essentially cultural aspect must be backed up by adequate methodology and tools in order to be expressed. The objective of integration is the creation of conceptual and behavioural models to define a true process which must operatively employ shared tools for connecting, communicating and exchanging.The very nature of the process stresses the irrevocable objective of opening to third parties who will not be taking part in the initial phases of the project. All measures must therefore be adopted to ensure maximum transferability of created models and tools to favour horizontal mainstreaming.6. The third key issue of the general project objective is related to its specifically systemic nature. The actions which are intended to be implemented in the context of the D.I.M.O.R.A. project, in order to fully express their efficacy, must have a wider scope with respect to simple chronological and operative context of the project itself. The objective must consequently be that of identifying and implementing methods and means for connecting `outside` the project to offer real support to the system, by the dissemination of effective models and the factual contribution in defining sector-specific policies.With reference to this, the systemic objective of D.I.M.O.R.A. will also address identifying intervention models and methods which can fill `niche` gaps missing in the reformation of education, training and employment services being implemented in Italy and in Calabria over the past years, specifically referred to D.Lgs. 469/97, L.196/97, L.196/97 and D.Lgs.181/2000.The increased responsibility of the region and provinces in the matter of addressing, planning and managing the wide array of employment policies make it urgent to identify specific intervention methods and to punctually respond to the specific needs of the various target groups.The Equal D.I.M.O.R.A. project therefore intends to develop active partnerships between various institutional acting parties, the labour market, business processes and social voluntary associations.In this context, the meeting of supply and demand for labour is facilitated by actions capable of correlating the phases of guidance, training and support for entrepreneurship in the fields of culture, protection and enrichment of architectural and environmental heritage and tourism.The initiative herein presented consists of planning a process according to a bottom-up approach, capable of enriching the various nodes in the network by allocating precise responsibilities to the various acting parties involved.Subsequent steps will be articulated as follows:
- A careful survey of underemployment and unemployment characterising towns in the DP territory will be conducted.
- Suitable tools will be experimented to create the conditions for ensuring access to employment to disadvantaged individuals by providing employment in the field of tourist services.
- A correlated, systemic approach to guidance, training and entrepreneurship will be managed to favour access to employment, with special reference to long-term, highly educated unemployed individuals aimed at enriching human resources as fundamental added values for local and disseminated social and economic development.
- Partners - including FAST di FRANCOROSSO, Consorzio Beni Culturali Italia, Inforjob, Le Mille&unacasa, Obiettivo Lavoro, the townships of Montauro, Gizzeria, Cenadi and Cardinale - will be involved in dynamically integrating each party`s specific actions and attracting considerable investments in the DP territory by external operators. The intervention of external operators will overcome seasonal needs, ensuring longer stays in hotels with respect to the current values and allowing tourist sector entrepreneurs to work nearly all year round, with considerable benefits in economic and social terms deriving from the related activities.Briefly, on demand side, the general objective is to create devices capable of making the interaction between various DP acting parties and their progressive integration with the territory effective for creating businesses. On supply side, the objective is to make the labour market accessible by creating appropriate supply and exploiting operative incentive tools and labour market flexibility.To state the necessary concreteness of the action, the general objectives of the D.I.M.O.R.A. project described above will be expressed in terms of specific objectives gauged according to recipients` issues:
· To decrease the number of unemployed adults.
· To decrease the number of unemployed individuals with medium-to-high level education.
· To certify the recipients` skills.
· To decrease the migratory flow.
· To promote individual and associative entrepreneurship as a tool to fight informal work.
· To support access to employment for women and dissemination of culture in general.
· To create stable partnerships capable of generating long-lasting effects which go beyond the timeframe of the project.
· To create a `single front-office` and implement connections between parties existing in the territory which currently are not co-ordinated.The objectives of D.I.M.O.R.A. fall within the scope of national employment policies aimed at enriching human resources considered strategic development factors, reforming training process schemes and re-qualifying supply, also on territorial training scheme level..

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Innovation


Nature of the experimental activities to be implemented Rating
Guidance, counselling ****
Training ***
Training on work place ***
Work placement ****
Employment aids (+ for self-employment) ****
Integrated measures (pathway to integration) **
Employment creation and support ****
Training of teachers, trainers and staff ***
Improvement of employment services, Recruitment structures ***
Conception for training programs, certification ***
Work organisation, improvement of access to work places **
Guidance and social services ***
Awareness raising, information, publicity ****
Studies and analysis of discrimination features **

Type of innovation Rating
Process-oriented ****
Goal-oriented ***
Context oriented ****

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The innovative experimentation of the DP complies with the general directives of Equal, specifically in relation to `the stabile integration of labour policies and social policies` and `supporting local, social and occupational development`. These objectives can be obtained by modelling and experimenting a device intended to:
1) make public and private acting parties in the territory and involved in the tourist, cultural heritage and training sectors work according to the same cultural and methodological framework, while preserving the specific characteristics of each;
2) create a `single front-office` for integrating and co-ordinating services which are currently reciprocally isolated and promoting training and qualified access to employment in the tourist and cultural heritage sectors;
3) encourage new entrepreneurship by means of new training schemes and feasibility studies implemented by DP acting parties;
4) draw up a new self-sustainable co-operation network to stabilise the `deal` between various acting parties.This general objective is achieve by means of actions which present numerous innovative aspects, in terms of process and context:
· research developed by several acting parties, defined by matching territorial development needs, existing professional profiles and characteristics of new profiles to be created;
· modelling and experimenting an intervention device (single front-office) for creating entrepreneurship and access to employment, moving from capitalisation and enrichment of skills and experiences in the territory by means of integration;
· defining operative methods for creating a stabile `meeting table` for acting parties in the aforesaid sectors, aimed a consolidating a self-sustainable co-operative network for territorial development;
· designing and experimenting new training schemes devoted to creating professional skills for integrated development in the tourist and cultural heritage sector;
· feasibility study drawn up jointly by DP for developing a restoration project for sites of tourist and cultural heritage interest to create new employment opportunities.Mainstreaming innovation. The innovative character of mainstream actions described in section 3.17 is ensured mainly by the presence of public and private partners and secondly by the fact that the DP is actually a `network of networks` (the private partners are business networks working on regional and national level).

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Budget Action 2

500 000 – 1 000 000 €

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Beneficiaries


Assistance to persons 
Unemployed  38.0%  32.0% 
Employed  11.0%  10.0% 
Others (without status, social beneficiaries...)  5.0%  4.0% 
  100.0% 
 
Migrants, ethnic minorities, …  6.0%  4.0% 
Asylum seekers  0.0%  0.0% 
Population not migrant and not asylum seeker  50.0%  40.0% 
  100.0%
 
Physical Impairment  4.0%  3.0% 
Mental Impairment  0.0%  0.0% 
Mental Illness  0.0%  0.0% 
Population not suffering from a disability  51.0%  42.0% 
  100.0% 
 
Substance abusers 0.0%  0.0% 
Homeless  0.0%  0.0% 
(Ex-)prisoners  0.0%  0.0% 
Other discriminated (religion, sexual orientation)  3.0%  4.0% 
Without such specific discriminations  52.0%  41.0% 
  100.0% 
 
< 25 year  17.0%  13.0% 
25 - 50 year  38.0%  32.0% 
> 50 year  0.0%  0.0% 
   100.0% 

Assistance to structures and systems and accompanying measures Rating
Gender discrimination ****
Support to entrepreneurship ****
Discrimination and inequality in employment ****
Disabilities **
Low qualification ****
Racial discrimination **
Unemployment ****

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Empowerment

 

 With beneficiaries

Participation
Promoting individual empowerment
Developing collective responsibility and capacity for action
Participation in the project design
Participation in running and evaluating activities
Changing attitudes and behavior of key actors

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The involvement of final recipients (unemployed and never employed youths) in the project development phases is an important factor for D.I.M.O.R.A. project implementation. Only the construction of appropriate devices and suitable involvement mechanisms for all phases and individuals involved in the intervention will be capable of providing the operative skills required by appropriation of objectives and operative methods specific to each macro phase and not only theoretical knowledge `on paper`. The involvement of recipients will trigger a personal potential estimation process by which will make the project activities their own, exciting and stimulating. Participation will be active to pursue various purposes and generate overall project objective results which can be gauged at the end and in progress during macro phase development. ù
A. Involvement in information exchanges (advertising and dissemination): Meetings and workshops with national and transnational project partners will be organised. Events will be advertised on information channels and will open to public participation according to methods to be planned by the steering committee with the objective of livening exchange of information and discussion on functional issues for specific project actions. A final workshop will be organised to disseminate the results obtained at the end of the planned advertising activities.
B. Involvement in experimentation: Final recipients will be involved as `critical` action users. Co-responsibility techniques for participants will be employed for all implementation and management phases to achieve the objectives, report critical issues and present corrective actions with the agreement of the process leaders. Operative tools in this phase will include questionnaires, interviews, meetings with privileged interlocutors and comparative analysis of expectations and results.
C. Involvement in auditing and assessing: The steering committee`s actions in the various phases of the project will be continuously monitored, controlled and assessed by applying quality management systems: application processes will be characterised by the use of customer satisfaction questionnaires.

 

 Between national partners

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Partners will be involved throughout the project. A steering committee will be created to guarantee integration of DP members. The committee will meet regularly to identify operative methods, define sub-objectives and monitor and share results. Furthermore, each phase will include the involvement of several acting parties. Each phase will be co-ordinated by the partner who has the highest skill level. The involvement process thus structured is not limited to sharing a general idea without changing the individual operating methods of the involved acting parties. On the contrary, the process combines various skills which will be the wealth of the entire DP, contributing to overcoming the typical fragmentation of many interventions and ensuring interaction between public and private enterprises. Moreover, the involvement of local and regional authorities, during endogenous potential assessment and project operative implementation, will ensure coherence between planned activities and local needs. Active involvement implementation will be consolidated by the creation of specific workgroups for each phase. Workshops and seminars will be opportunities for meeting local issues and final recipients. The D.I.M.O.R.A. web site will be used for exchanging experiences by means of forums and seminars to facilitate involvement of final recipients.The logical involvement process of partners is described below:STEERING COMMITTEE All partners will take part in this activity.ENDOGENOUS POTENTIAL ANALYSIS Co-ordinator: CSL Calabria, with the participation of CSL Italia, Lemille&unacasa, Consorzio Beni Culturali Italia, O.L, townships of Gizzeria, Montauro and CenadiECONOMIC EFFICIENCY ASSESSMENT AND ADDED VALUE GENERATION PROCESS CONSTRUCTION Co-ordinator: CSL Italia with the participation of CSL Calabria, Francorosso, INFORjob, Il Consorzio Beni Culturali Italia, O.L.EXTERNAL OPPORTUNITY ANALYSIS AND NATIONAL-INTERNATIONAL CIRCUIT INTEGRATION METHODS Co-ordinator: Francorosso with the participation of CSL Italia, CSL Calabria, Inforjob, Lemille&unacasa, Consorzio Beni Culturali Italia, O.L.INTERVENTION PROGRAM ENGINEERING Co-ordinator: CSL Italia with the participation of CSL Calabria, O.L. and Consorzio Beni Culturali ItaliaPROJECT OPERATIVE LINE IMPLEMENTATION Co-ordinator: CSL Italia with the participation of CSL Calabria, Francorosso, Consorzio Beni Culturali Italia, O.L., townships Gizzeria, Montauro and CenadiOPERATIVE TOOL CREATION Involved partners will be CSL Italia, CSL Calabria, O.L., Francorosso, Consorzio Beni Culturali, Lemille&unacasa, Inforjob.

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Transnationality

 

 Linguistic skills

  • English
  • français
  • italiano
  • português

 Percentage of the budget for transnational activities

  • 5.5%

 Transnational Co-operation Partnerships

Transnational Co-operation Agreement DPs involved
1185 F.I.D.E. FR COR-2001-11167
IT IT-G-LOM-028
PT 2001-020

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Background

 

 Involvment in previous EU programmes

  • Two and more partners involved in A&E

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National Partners


Partner To be contacted for
ASSOCIAZIONE CONSORZIO SCUOLE LAVORO Co-ordination of experimental activities
Design of the project
DP managing organisation
Evaluation
Monitoring, data collection
Transnational partnership
ASSOCIAZIONE INFORJOB
COMUNE DI CARDINALE
COMUNE DI CENADI
COMUNE DI GIZZERIA
COMUNE DI MONTAURO
CONSORZIO BENI CULTURALI ITALIA scarl
CONSORZIO SCUOLE LAVORO CALABRIA S.c.ar.l.
FAST (Formazione Avanzata per lo Sviluppo del Turismo)
LEMILLE&UNACASA
OBIETTIVO LAVORO

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Agreement Summary

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The partners will delegate the following functions to the project leader Ass. Consorzio Scuole Lavoro in the co-operation agreement:
- stipulating deeds related to implementation of the DIMORA project;
- representing partners in front of the administration;
- being responsible for steering and managing the partnership as project directors.

The co-operation agreement states that the `project leader and the partners accept at this time that the results of project activities (products, tools, methods, etc.) will be disseminated, advertised and publicised`.
PS organisation mechanisms will be ensured by a steering table (formed by a reference person from each PS member) whose tasks consist in implementing monitoring, verification and assessment actions to maximise efficacy and efficiency and to provide indications to the co-ordinators of the various phases on a case-by-case basis.
The project expresses the intention to work and disseminate results in a transnational co-operation networking perspective (each partner is in turn involved in local, national and international networks): this objective is applied in dissemination and mainstreaming macro phases, as well as in transnational activity organisation.
By signing the agreement, members are obliged to determine common methods, time schedules and other issues related to managing and implementing the project, also in relation to the tasks pertaining to each partner. Co-ordination or direction will be provided for each phase of the project. A steering committee will be responsible for implementing the various phases. In addition to intervening in the case of arising problems, the general project direction will work in close contact with the steering committee.
The partnership will be governed by the co-operation agreement, as well as by specific bilateral organisation agreements which may be stipulated by the project leader and members. The project leader and each partner will carry out the tasks assigned to them fully independently as concerns fiscal, management and operational matters. Personnel will be made responsible for perfectly carrying out the tasks entrusted to them. By signing the co-operation agreement, the project leader will commit to performing the activities required for finalising funding applications with Regione Calabria, co-ordinating performed funded activity budgeting, co-ordinating project administrative and secretarial matters and stipulating sureties. Contribution management will be ensured by the project leader who has experience in managing complex projects. The project leader will apply for funding installations, distribute funds to partnership members on a pro quota basis, collect the partners` expenditure reports and transmit information to Regione Calabria, monitor budget advancement according to prudent management criteria and correct in progress as required, analytically account for costs and co-ordinate the budgets of all partners in a uniform fashion.

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ASSOCIAZIONE CONSORZIO SCUOLE LAVORO

(CSL)
VIA XX SETTEMBRE 22
10121 TORINO
www.cslitalia.net

Tel:011/53.87.92
Fax:011/56.230.33
Email:sede.nazionale@cslitalia.net

 
Responsibility in the DP: Co-ordination of experimental activities
Design of the project
DP managing organisation
Evaluation
Monitoring, data collection
Transnational partnership
Type of organisation:Education / training organisation
Legal status:Private
Size:Staff 10-50
NUTS code:TORINO
Date of joining / leaving:27-08-2001 /

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The Consorzio Scuole e Lavoro (CSL) is an Association of 20 Bodies performing its activity all over Italy in the fields of training, advice, research, guidance and services to firms. The head office is in Turin. The associated bodies work in Piedmont, Lombardy, Veneto, Trentino, Emilia Romagna, Tuscany, Marches, Latium, Campania, Molise, Basilicata, Apulia, Calabria, Sicily. It is UNI EN ISO 9001 certified. It was acknowledged by the Ministry of Labour according to L 40/87 as Private Body for the Management of Training Activities at national level (in the training year 1999-2000 it provided more than 1 million training hours to over 5,000 recipients). It is an associate and training reference body of the Compagnia delle Opere (17,000 associated companies in Italy), a member of CONFAP (National Confederation for Vocational Training Maintenance) a member of Obiettivo Lavoro (a primary temporary job company). It is a Regional Academy Cisco and is starting up 12 training centres (local academy) in the field of networking technologies.
Thanks to the work of some members, it co-operates with Microsoft to CTEC and MCP programmes in the IT training. For Sviluppo Italia S.p.A. it develops editions for training and tutoring of the youth interested in the creation of new companies. Within the Ministry of Agriculture and Forestry it co-operates to training projects of Macro Marketing Organizations on the fruit and vegetable market. It maintains stable relations with national and local Institutions, Provincial Education Offices and entrepreneurial world. It represents an efficient link between school systems and the employment environment. It promotes the connection with bodies and organisations that favour the exchange between labour demand and supply. In Europe it has relations with a network of partners in Great Britain, France, Germany, Sweden, Belgium, Spain, Greece and Portugal. The services it offers - directly or through the local offices are the following ones:
· Guidance for introduction to work: stages and training in enterprise
· Vocational training for both compulsory schooling and youth in trouble off the schooling or training path
· Post-certification training in co-operation with either enterprises that look for skilled profiles or partners at a national level (Microsoft, Cisco)
· Post-degree training in ATI with Universities, schools and enterprises (IFTS, Master)
· Re-qualifying of staff on mobility and redundancy fund.
· Training and tutoring to young entrepreneurs
· Training, re-qualifying and maintenance of employed personnel and apprentices
· Research on analyses of requirements and study of links between labour demand and supply
· National and transnational projects for advice, research and training



Contact person(s)

Name First name Phone E-mail Responsibility
Serra Francesco 011/53.87.92 francesco.serra@cslitalia.net member of the pilot commettee

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ASSOCIAZIONE INFORJOB

(INFORjob)
Piazza De Gasperi, 32
35131 Padova
www.inforjob.it

Tel:049/66.35.28
Fax:049/87.80.308
Email:inforjob@infojob.it

 
Responsibility in the DP:
Type of organisation:Organisation providing support and guidance for disadvantaged groups
Legal status:Private
Size:Staff 10-50
NUTS code:PADOVA
Date of joining / leaving:27-08-2001 /

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INFORjob, a non-profit National Association established in 1996, is made of Bodies that tackle Vocational Training, Guidance and introduction to the employment. Its social scope is the development of Training Integrated Systems, Guidance to Employment, Tutoring, technical assistance and support to the creation of new enterprises.
The Association was established with the objective of overcoming the fragmentation of single skills and facilitating the integration of experiences matured in the various regional situations, developing profitably design capabilities, technical resources, operational skills, educational methodologies and the territorial link of the founder members mainly engaged in vocational training regional programs.
Areas of intervention:
- Development of equal opportunity plans, by L 125 for equal opportunities
- Training for the development of women entrepreneurship
- Development of the national Bed & Breakfast network also through training activities for enterprise start-up P.O. 940029/l/3 file 5 - file 89/29; South Employment Emergency: P.O. 940026/I/1 file 88/26
- On-line guidance activities and advice services for the creation of enterprises
- Development of N.O.W. plans regions of objective 1)
- System actions in the field of increase in value of Tourist and Cultural Environmental Assets
- Hosting culture as a `system` for the integration and increase of local supply for tourists
- Training for the development of autonomous and associated employment

INFORjob works with direct responsibility in the implementation of actions. It has matured a remarkable experience in design and implementation of multi-regional operational plans with funds from the Ministry of Labour, as below described.

Activity produced:
291,000 hours of theoretical training
92,000 hours of operational stages
50,000 hours of technical assistance and support
650 trained scholars
600 enterprises with an agreement for business stages
43 training regional courses implemented
19 regions involved
5 regional service centres started in the Southern regions for the supply of assistance services, job support and promotion of women entrepeneurship
15 development agents trained at a national level for the increase of value of tourist and cultural environmental assets for the promotion of local service centres
110 experimented the technical assistance technical-organisational pattern for the implementation of their entrepreneurial idea
11,000 hours of attendance registered at the `job shops` regional offices.



Contact person(s)

Name First name Phone E-mail Responsibility
TUCCIO ELENA 049/66.35.28 inforjob@inforjob.it member of the pilot commettee

Last update: 30-04-2002 dot Top


COMUNE DI CARDINALE

(no)
Via V. Emanuele n. 5
88062 Cardinale
no

Tel:0967/93.051
Fax:0967/93.99.28
Email:comune.cardinale@libero.it

 
Responsibility in the DP:
Type of organisation:Public authority (national, regional, local)
Legal status:Public organisation
Size:Staff 10-50
NUTS code:CATANZARO
Date of joining / leaving:27-08-2001 /

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Cardinale is located at 560 m above sea-level on the Ionic inland of Catanzaro province and has a population of 3,030 inhabitants.
It is crossed by provincial roads Soverato-Serra S.Bruno, Cardinale-Satriano and is involved in the future construction of the Trasverwale delle Serre that will link the Ionian Sea to the Thyrrenian Sea.
The agriculture economy of this town supplies a remarkable production of hazel-nuts.
The municipal administration - for the development of services for the individual and the community and the economic development - has promoted the following activities:
§ Promotion of a service enterprise for the management of a very precious naturalistic and tourist area within the triennial plan for the environmental protection 1994/96 - Nuova Occupazione Aggiuntiva (N.O.C.) of the Calabria Region. The intervention has concerned the protection and increase in value of the environmental wealth of an area which is a municipal domain. Among the objectives there is the creation of new jobs in the environmental sector, the territorial and planning and the maintenance of historical-artistic assets of a high naturalistic and tourist interest area.
§ `ELISIR` Project within the I.C. LEADER II - GAL `Serre Calabresi`, addressed to support and help of elderly people in straitened conditions. For this purpose a set of services has been performed for a concrete support to self-sufficient and non-self-sufficient elderly people
§ `EOS 2000/2001 Project - CREATION OF SUPPORT SERVICE TO SERIOUSLY HANDICAPPED PEOPLE`.
The scope of this project is that of facilitating and implementing social integration of those people affected by particularly serious pathologies.
§ Implementation of a protection and prevention plan for the hydrogeological risk, as fixed by DL 180/98 `Urgent provisions for the prevention of the hydrogeological risk and in favour of the areas undergone to landslide disasters in the Campania region` (Sarno Law) turned into L 267/98.
By application of this law the consolidation of the Collina Costa will be started on the slopes close to the centre of Cardinale, removing any type of hydrogeological tie on the centre itself.
§ The above mentioned plan facilitates the implementation of a project presented within a PIT for the building of hotel village in the historical centre evacuated after the flood of 1972.
The purpose is that of restoring the buildings of the historical centre, by restructure and re-qualifying of buildings (300 flats owned by the Municipality) aimed at hosting tourist and cultural activities. The Municipality is looking for a distribution optimization of the flats by adjusting them to current living needs, though maintaining the original typologies and materials typical of the mountain hystorical centres of the Calabrian pre-Serre.



Contact person(s)

Name First name Phone E-mail Responsibility
MAMMONE DOMENICO 0967/93.308 - 340/22.93.866 comune.cardinale@libero.it member of the pilot commettee

Last update: 30-04-2002 dot Top


COMUNE DI CENADI

(no)
Piazza P.D. Gallo n.1
88060 Cenadi
www.comunedicenadi.it

Tel:0967/95.51.05
Fax:0967/95.52.41
Email:comunedicenadi@libero.it

 
Responsibility in the DP:
Type of organisation:Public authority (national, regional, local)
Legal status:Public organisation
Size:Staff < 10
NUTS code:CATANZARO
Date of joining / leaving:27-08-2001 /

Text available in

Cenadi, a town of Catanzaro province, with a population of 674 inhabitants, goes from the Ionic versant of the Serre, along the woodland slopes of the Serralta San Vito and faces the towns of Vallefiorita, Polia, Cortale, Filadelfia. The centre of the town is situated along the slopes of the Serralta and is at about 500 m above sea-level, while the mountain territory is higher than 800 m above sea-level.
It belongs to the Comunità Montana Fossa Del Lupo, the G.A.L., the Serre Calabresi, the Consorzio Forestale Serralta - San Vito, the Territorial Pact of Soveratese.
The activities performed for the development of services for the individual and the community, the equipment and use of the territory and the economic development are the following ones:
§ Start-up of a consolidation project, increase in value and re-qualifying of the urban historical centre, with the restructuring of the houses for E.R.P. (Public Residential Building) to let to tourists and to the families of emigrants from Cenadi that desire to stay in their country of origin.
§ Creation of a mountain refuge in `Minghiozzo`, within the tourist path `Sentiero Italia`, for hosting working groups, students, boy scouts. This naturalistic area, equipped for public use, is provided with infrastructures for free time and is the ideal place for education and study activities.
§ Creation of picnic areas San Giovanni (Ponticelle) and Betticchia.
§ Creation of naturalistic paths that go along various kilometres across a thick beech-wood.



Contact person(s)

Name First name Phone E-mail Responsibility
Montesano Vincenzo 0967/95.51.05 comunedicenadi@libero.it member of the pilot commettee

Last update: 30-04-2002 dot Top


COMUNE DI GIZZERIA

(no)
Via Albania
88040 Gizzeria
no

Tel:0968/40.30.45 - 40.33.21
Fax:0968/40.37.49
Email:no

 
Responsibility in the DP:
Type of organisation:Public authority (national, regional, local)
Legal status:Public organisation
Size:Staff 10-50
NUTS code:CATANZARO
Date of joining / leaving:27-08-2001 /

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Gizzeria is a town of Catanzaro province with a population of about 4,000 inhabitants and is situated at 650 m above seal-level in front of the Tyrrhenian Sea.
It covers a wide and various territory: mounts, upland plains, terracing and a coast with approximately 8 km of beach.
It is in the middle Thyrrenian territory, at fifteen minutes from the major road, train and plane junctions of the region (airport and railway station of Lamezia Terme, A3 motorway exit).
The economy of the territory is based - apart from the public tertiary - also on the cultivation of traditional crops: wheat, grape, olive.
In town there are several cultural associations that perform a significant activity for the recovery of old traditions linked to different peoples.
Actually after the destruction of the village by Saracens in 981, the first nucleus of Gizzeria developed around the San Nicola Monastery built in the Byzantine period.
In the XV century the village was reached by a numerous community of Albanian refugees.
It is a centre of historical-artistic-cultural-environmental interest for the various and important typology of assets to be found in it, among which the imposing bastion and the various sighting towers built by the Malta Knights.
The town of Gizzeri participates in the activities of the Comunità Montana of Reventino - Tiriolo - Mancuso Mounts.



Contact person(s)

Name First name Phone E-mail Responsibility
ROSATO MICHELE 00968/403045 - 403321 no member of the pilot commettee

Last update: 30-04-2002 dot Top


COMUNE DI MONTAURO

(no)
Via Santa Caterina
88060 Montauro
no

Tel:0967/548123-548126
Fax:0967/54.81.31
Email:no

 
Responsibility in the DP:
Type of organisation:Public authority (national, regional, local)
Legal status:Public organisation
Size:Staff 10-50
NUTS code:CATANZARO
Date of joining / leaving:27-08-2001 /

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Montauro, a town of Catanzaro province, extends over a territory of 1,154 hectares. It goes from 0 m above sea-level to approximately 600 m above sea-level, from the Ionic versant of the Serre, along the woodland slopes of the Serralta San Vito. It borders on the towns of Gasperina, Montepaone, Squillace and Palermiti as well as on the Ionian Sea along the Gulf of Squillace.
The town centre rises close to the variant for Gasperina founded in the VIII century by Greek and Basilian monks. With the arrival of the Normans and the Carthusian monks from Serra San Bruno, Montauro developed thanks to the processing of stone, wood and iron. Still today Montauro has a high number of portals made in different styles beside all the urban perimeter.
The municipal administration, within the triennial plan of public works, has planned the following types of intervention for the restoration and increase in value of the artistic, cultural and environmental wealth:
· Restoration of Grancia S.Anna, a monastery located on a small hill south of the country that dominates all the Gulf of Squillace, from the point of Pietra Grande to Soverato
· Achievement of a picnic area
· Re-qualifying of various streets and squares of the town.
Many social-cultural activities are performed by clubs and cultural associations mainly composed of women, among which the Band Association and the Fiaccola San Pantaleone Association. The latter, for the veneration of the Saint Patron of the Town - that reminds of the already mentioned Basilian monks - has operated various twinships with European and non-European countries where the Saint is venerated.
Montauro is among those towns that belong to the Territorial Pact of Soveratese: it is scheduling various interventions - also on infrastructures - to guarantee the tourist and economic development of a territory that does not lack very precious natural beauties, first of which are the sea and its costs.



Contact person(s)

Name First name Phone E-mail Responsibility
SANSO SALVATORE 0967/54.81.23 - 54.81.26 anag1montauro@tiscali.it member of the pilot commettee

Last update: 30-04-2002 dot Top


CONSORZIO BENI CULTURALI ITALIA scarl

(no)
Via Gropello, 16
10138 Torino
www.consorziobeniculturali.it

Tel:011 4400111
Fax:011 4400222
Email:informazioni@consorziobeniculturali.it

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Private
Size:Staff < 10
NUTS code:TORINO
Date of joining / leaving:27-08-2001 /

Text available in

The CONSORZIO BENI CULTURALI ITALIA (ITALY CULTURAL ASSETS CONSORTIUM) was established in 1993 in Rome, promoted by the Tourism, Culture and Sport Federation of Confcooperative. The federation gathers over 1,000 co-operatives spread all over the Italian territory and has adopted this tool for the implementation of a capillary and efficient network for sharing know-how, methodologies and skills.
The activity of the consortium deals with various fields: peculiar cultural productions (research, design, event), operators training, creation of new jobs, advice, supply of services according to quality patterns. Among the trained jobs are: cultural and environment promoters, archivists, cataloguers, building site archaeological engineers, exhibition and museum operators, information office staff.
The Consortium offers its services to its members and to all the enterprises working in the tourist and cultural field. In this context the Consortium offers its customers the following: *Feasibility studies for the increase in value of the artistic, architectonic, archaeological, book and landscape wealth; *conception, organisation, promotion of exhibitions, shows, cultural events, cultural paths and guided tours, services for the protection, maintenance and management of integrated services for monuments, archaeological and museum sites, exhibition areas, museums, galleries, libraries and archives. The Consortium can also implement activities of external relations, communication, press office, organisational secretary supporting events and tourist-cultural activities.
The consortium also tackles the study and increase in value of environmental resources through the research and revision of historical and naturalistic paths, the checks of their condition and deterioration, cleaning, maintenance and management of historical gardens and green areas.
A recent implementation has been the foundation of the `Cesare Pavese Literary Park` in Piedmont, for which the Consortium has looked after the anthropologic-literary research on the author and the landscape, the conception, implementation and promotion of the `Sentimental Travels`. Literary parks are inspiration sites of authors where their visual and emotional experiences are maintained through activities stimulating curiosity and imagination, by performing any kind of action aiming at recovering the remembrance of the literary man or of his inspiration. All this is performed also considering the environment, history, customs and traditions of the whose who live on site. The activity of the Consortium has made this path a real event both for the tourists that take part in it and for the local population that has seen local economies increased of value and could regain possession of its origins.



Contact person(s)

Name First name Phone E-mail Responsibility
COSSETA MONICA 011 4400111 monica.cossetta@consorziobeniculturali.it member of the pilot commettee

Last update: 30-04-2002 dot Top


CONSORZIO SCUOLE LAVORO CALABRIA S.c.ar.l.

(CSL Calabria)
Via G.Pinna 31
88040 Lamezia Terme
www.cslitalia.net

Tel:0968/41.93.14
Fax:0968/41.98.28
Email:cslcal@tiscalinet.it

 
Responsibility in the DP:
Type of organisation:Organisation providing support and guidance for disadvantaged groups
Legal status:Private
Size:Staff 10-50
NUTS code:CATANZARO
Date of joining / leaving:27-08-2001 /

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The Calabria Consorzio Scuole e Lavoro Cooperative mainly tackles vocational training with the funds supplied by public administrations, national and international institutions and private individuals
and namely:
- Design and organisation of 1st and 2nd level specific training actions addressed to unemployed and not yet employed young and adult people aiming at becoming entrepreneurs
- Design and organisation of Istruzione e Formazione Tecnica Superiore - IFTS - (Higher Technical Education and Training) addressed to employed and unemployed people having a certificate or enrolled at University
- Guidance and/or re-qualifying (skill balance) activities, help and support of the introduction to work also through training actions for people belonging to social discrimination (LSU, LPU, staff enrolled in mobility lists, youth considered as in trouble, etc.)
- Design and organisation of training activities addresses to the staff interested in temporary job and specific courses for the staff supplying temporary job proposals (ref. Art. 5 L 196/97 and following)
- Uninterrupted training for the re-qualifying of small and medium-sized enterprises
- Co-operation with Permanent Territorial Centres on guidance and pre-training paths supported by non-training help measures such as: information, guidance, motivation and support.



Contact person(s)

Name First name Phone E-mail Responsibility
CITTADINO MARIA 0968/41.93.14 - 328/86.90.514 cslcal@tiscalinet.it member of the pilot commettee

Last update: 30-04-2002 dot Top


FAST (Formazione Avanzata per lo Sviluppo del Turismo)

(FAST)
Via Sebenico 7/a
20124 MILANO
www.fast.alpitour.it

Tel:02/44405695
Fax:0171/313219
Email:marzia.pagani@francorosso.it

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Private
Size:Staff < 10
NUTS code:MILANO
Date of joining / leaving:27-08-2001 /

Text available in

FRANCOROSSO was established in 1953. It started its activity dealing with tour operating in the European area then extended to Africa and other short, medium and long range destinations. Finally it reached all the continents and has become an major competitor against foreign operators. In 1974 it became an S.p.A. with the trade mark `FRANCOROSSO INTERNATIONAL`. In the following years it adopted the `CLUB` formula, with sports and amusement activities. Afterwards, for the Tropical and African Dream sites, it created the `ALL INCLUSIVE` innovative formula and implemented two `Sea Clubs` on two islands of the Maldives, currently spread in tenths of international spots. In 1998 FRANCOROSSO and ALPITOUR joined to build - on a more global market scenario with a more and more sophisticated scale economy - a group aiming at consolidating leadership in Italy e getting a major role on the European market. It became the first Italian group able to face international competition. Francorosso has consolidated its leadership on the Italian market to guarantee production and distribution activities with the most prestigious trade marks and has increased its activity organisation abroad in the travel consumption areas. All the companies belonging to the group, though supplying services also to operators from other Countries, have Italian customers` taste and requirements as reference point. In the last three years their turnover increased by 80% and the number of customers rose by approximately 70%. Within the Group there are also: `Karambola`, a company that prepares tourist packages for those who desire to customize their holiday and freely manage their time. `Sportime`, preparing tourist offers combined with sport and addressed to those searching for alternative ideas to traditional holidays. The latest innovation is `ITALIAN HOLIDAY`, a trade mark that allows customers to find a series of Italian characteristics during their holidays. Thus the cultural and operational approach is oriented to match and make the most of the Italian tradition with the customs of tourist sites. Francorosso Incentive is a company of the Francorosso group created for the implementation of promotion, meeting and convention travels. Thanks to the know-how acquired in this field, from the beginning the company was able to offer its customers a solid organizational capacity and a wide range of destinations and opportunities, together with a constant capacity of customizing each initiative according to the customer firm. Training activities have been managed by FAST di Francorosso Incentive, linked to FRANCOROSSO INCENTIVE: European Social Funds courses held in Lombardy and, in co-operation with O.L. (Obiettivo Lavoro) and CSL, 7 courses financed with the 4% fund of temporary job in Piedmont and Lombardy involving near 100 addressees.



Contact person(s)

Name First name Phone E-mail Responsibility
Gennari Fosca 02/44405695 fosca.gennari@francorosso.it member of the pilot commettee

Last update: 30-04-2002 dot Top


LEMILLE&UNACASA

(no)
Piazzale Olimpia, 28
37138 Verona
no

Tel:049/663528
Fax:049/8780308
Email:lemille&unacasa@inforjob.it

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Private
Size:Staff 10-50
NUTS code:VERONA
Date of joining / leaving:27-08-2001 /

Text available in

Lemille&unacasa S.r.l. is a tertiary company for the design, assistance and promotion of new enterprises in the field of tourist reception.
The company actions want to develop a Network of Enterprises for familiar reception with solid branching links, that acts with the local bodies in charge of the increase in value of the territory, the environment and culture, promoting with them services and utilities for the improvement of tourist supply.
Lemille&unacasa develops its activity through the franchising contract system granting its franchised dealers:
- Estate advice
- Vocational training
- Financial advice
- Standard supplies
- Support to start-up
- Support to promotion
- Advice for the fully operation of the Bed & Breakfast activities started and support during follow-up and update phases
- Management of arrivals

The customers of Lemille&unacasa can be divided in two macro-categories:
- Direct customers, coming from the booking central office and sent to the B&B franchised enterprises according to their origin circuit that identifies the type of family hospitality that is the Circuito relax (Relax Circuit), the Circuito città d`arte (Art town Circuit), the Circuito naturalistico (Nature Circuit)
- Indirect customers, coming from the buyers circuit and from bodies with an agreement, working on the tourist market buying or selling tourist packages that is Cral aziendali (Business Circles), Associazioni turistiche, culturali e del tempo libero (Tourist, cultural and free-time associations), Agenzie di viaggio (Travel agencies), Tour operators, Circoli ricreativi (Recreation Centres), APT, Enti di promozione turistica italiani e stranieri (Italian and Foreign tourist promotion Bodies).

Lemille&unacasa, when designing its proposal for the development of the B&B National Network has made co-operation agreements with important national Enterprises and Agencies in order to guarantee quality, service and cheap conditions to all the franchised.
Moreover, the link with the European networks of family hospitality enterprises (Bed & Beakfast) in Germany, Austria, France and Ireland guarantees the exchange of experience and the transfer of proven management methodologies in the entrepreneurial sector for tourism as well as the promotion of structures abroad



Contact person(s)

Name First name Phone E-mail Responsibility
PERBELLINI GIANNI 049/663528 le mille&unacasa@inforjob.it member of the pilot commettee

Last update: 30-04-2002 dot Top


OBIETTIVO LAVORO

(OL)
Via Palmanova n.67
20132 Milano
www.obiettivolavoro.it

Tel:02/281751
Fax:02/28175202
Email:info@obiettivolavoro.it

 
Responsibility in the DP:
Type of organisation:Employment services
Legal status:Private
Size:>250
NUTS code:MILANO
Date of joining / leaving:27-08-2001 /

Text available in

Obiettivo Lavoro is a co-operative society working since 1998 in the field of temporary job. It gathers national institutions such as CISL, The Co-operative League, Compagnia delle Opere, Confcooperative, ACLI. Today the members - about 400 - represent a reach and distributed entrepreneurial overview.
O.L. is the first no-profit company in Italy for the supply of temporary job. In the last years there was a large increase of supply contracts made with customers with such a territorial expansion of branches to make the service capillary and fulfilling the requirements of customers and employees. The number of branch offices where this activity is performed is constantly growing: from 73 branch offices in 1999 to 106 in 2000. In the first months of 2001 9 new branch offices were open in Apulia, Campania, Calabria, Sicily and Sardinia completing coverage of the whole national territory and continuing the attention towards employment in Southern Italy.
The company tackles with supply of temporary job performances (L 24 June 1997 no. 196), promoting also training, assistance and guidance initiatives to employment for unemployed people.
The data of the first three years of O.L. work are evidence of a constant growth:
· over 60,000 workers who have found a job;
· 18 million hours worked;
· more than 60% of workers is under 30;
· 330 direct employees;
· a total turnover of 570 billion Italian lire;
· over 6,000 customer enterprises;
· more than 25% of O.L. temporary workers has been hired by employers at the end of their mission.
O.L. obtained these results mainly for a strict relation with social and entrepreneurial forces and with local administrations. O.L. also promotes - to facilitate unemployed individuals find a job - training, assistance and job guidance activities for unemployed individuals, with specific reference to the provisions specified in art. 5 of L 196/97.
In the year 2000 and in the first five months of 2001 the increase in the number of new jobs in Southern Italy was considerable - an interesting signal of an economy that in the South presents grow rates higher than the national average: from 900 new jobs in 2000 to 1,200 new jobs in the first five months of 2001. This piece of data has a remarkable meaning and represents all the occupational potentials expresses by temporary job opportunities. Out of the 2,000 jobs in the period examined, more than 75% are started in Calabria equally shared between public and private sectors. Age ranges of new employees mainly concern youths: approximately one third of the newly employed is under 25 and another 28% is between 26 and 30 years old.



Contact person(s)

Name First name Phone E-mail Responsibility
Gori Mauro 02/281751 info@obiettivolavoro.it member of the pilot commettee

Last update: 30-04-2002 dot Top



 
 
 
 

 
 
 
 

 
 
 
 
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DIMORA( Development & Improvement for Many Opportunities in Regional Activities)

Rationale

Text available in

Il quadro degli elementi problematici non è cambiato negli ultimi sei mesi. Il contesto socioeconomico dell`area di riferimento del progetto D.I.M.O.R.A. è fortemente caratterizzato da fenomeni di sottoccupazione e disoccupazione piuttosto diffusi, nonché di un consistente flusso migratorio dei giovani disoccupati anche con qualifiche elevate conseguite magari in università fuori Regione.Questa tendenza è confermata dai dati del bilancio demografico nazionale dell`anno 2000 rilevati dall`Istat e resi pubblici in giugno 2001 da cui risultano andamenti opposti tra il Centro-Nord e il Sud e le Isole. L`analisi dei dati per ripartizioni geografiche evidenzia i saldi naturali negativi (eccedenze di deceduti rispetto ai nati vivi: -17.202 unità) e saldi migratori positivi (235.512 unità) nel Centro-Nord a fronte di andamenti opposti nel Sud e nelle Isole (saldo naturale positivo pari a 34.796 unità e saldo migratorio negativo pari a -64.188).A ciò si aggiunge la criticità del tasso di disoccupazione dell`area obiettivo del progetto D.I.M.O.R.A.. Se si prende in considerazione il periodo 1993/2000, il numero degli occupati, secondo le serie storiche diffuse di recente dall`Istat, è diminuito in Calabria complessivamente di ben 56mila unità. Le persone in cerca di occupazione, pari a 141mila unità nel 1993, sono risultate 181mila nel 2000, nonostante una riduzione di 26mila unità nell`ultimo anno (fonte:Il Sole24 Ore - 25/06/01).Un` ulteriore conferma delle criticità che interessano il territorio preso in esame emerge da una elaborazione Svimez su dati Istat. Lo studio, elaborando la graduatoria provinciale sulla base dei tassi di disoccupazione del 2000 e pubblicati su Il Sole24Ore del 11 giugno 2001, evidenzia che la provincia di Catanzaro ha un tasso di disoccupazione del 28% contro una media del 21% nel Mezzogiorno ed il 3,8% del Nord-Est.A parziale conforto di tale situazione vanno evidenziati i dati riportati dal Progetto Excelsior 2000, indagine sull`occupazione e i bisogni formativi delle imprese, curata dal sistema UnionCamere nazionale, da cui si evince che quasi tutte le regioni del Sud presentano tassi di crescita attesi per il 2001superiori al 5% con `punte` del 6,9% in Calabria. Tuttavia anche se nel Mezzogiorno si ripetessero nel prossimo decennio le tendenze favorevoli emerse nel corso dell`ultimo anno, si otterrebbe un recupero solo parziale del gap con le Regioni del Centro-Nord, così come viene evidenziato nel Piano di Azione Nazionale per l`Occupazione 2001.Se nella nostra regione l`occupazione nel 2000 è cresciuta dell`1,9 per cento, rispetto al `99, e il tasso di disoccupazione è passato dal 28,0 al 26,0 per cento, ciò è dovuto anche all`introduzione di riforme nazionali che hanno interessato il mercato del lavoro nel corso degli ultimi anni: part-time, lavoro temporaneo, nuovo apprendistato, incentivi fiscali. In crescita è risultato il ricorso al lavoro interinale, soprattutto da parte della Pubblica Amministrazione e degli operatori del turismo (fonte: Banca D`Italia: Note sull`andamento dell` Economia della Calabria nel 2000, Catanzaro 2001). In tale contesto sono stati registrati chiari segnali di emersione del lavoro sommerso.Tra i disoccupati figura un`alta percentuale di giovani in possesso di titolo di studio elevato e dotata di livelli di cultura generale interessanti; essi trovano però gravi difficoltà sia nel completare il proprio percorso con una formazione capace di renderli appetibili al mercato del lavoro, sia nelle vischiosità che il mercato del lavoro presenta nella regione.Fattori e cause del problema di discriminazioneQuali fattori e cause principali all`origine della discriminazione si identificano:- mancanza di un canale di comunicazione a livello di Mdl fra domanda e offerta con particolare riferimento alle fasce deboli;- mancanza di un canale di informazione sui percorsi `alternativi` o `integrativi` alla scuola per l`accesso al lavoro;- mancanza di metodologie consolidate nei rapporti tra fasce deboli e servizi presenti sul territorio;- mancanza di integrazione tra i soggetti in grado di offrire servizi sul territorio;- assenza nel territorio di alcuni operatori e relativi skill necessari al decollo di attività lavorative, anche di tipo autonomo e/o imprenditoriale da cui deriva che spesso non esistono alternative all`occupazione se non il pubblico impiego e l`agricoltura. Ciò spiega l`elevata concentrazione di addetti al terziario pubblico.In tale contesto il recupero del patrimonio artistico e culturale del territorio di riferimento permetterebbe il potenziamento del settore turistico, che rappresenta per l`area qui presa in esame una leva irrinunciabile nel perseguimento delle sue strategie di sviluppo regionale potendo contare su un mix di ingredienti che ne fanno uno dei territori potenzialmente più interessanti del Mezzogiorno. La Calabria, infatti, si presenta con caratteristiche geografiche, climatiche, ambientali, storiche, antropologiche, etniche(comunità albanesi - Comune di Gizzeria, occitane, grecaniche) e territoriali di grande pregio.Purtroppo il sistema turistico concepito in senso tradizionale non costituisce un valido supporto allo sviluppo del potenziale endogeno del territorio. Esso risulta incapace di intercettare ed attrarre una larga parte della domanda potenziale e più ancora non offre strumenti idonei per valorizzare e rendere appetibile il patrimonio di tradizioni, valori e beni disponibili. Inoltre non appare in grado di sorreggere e sviluppare adeguatamente le competenze tecniche professionali che Amministrazioni, Associazionismo ed Imprenditoria locale possono esprimere ed attivare in funzione della crescita economica ed occupazionale.Sebbene lo sviluppo del settore turistico della Calabria sia stato uno degli obiettivi centrali del processo programmatorio regionale, i risultati sono stati spesso deludenti in quanto l`investitore pubblico non è stato in grado, per cause diverse, di sviluppare appieno una progettualità coerente e corretta rispetto alle peculiarità d`area ed alle reali esigenze di decollo dell`economia. Sono state spese ingenti risorse per studi e progettazioni, ma purtroppo non si è riusciti a creare un sistema integrato autopropulsivo capace di legare gli interventi all`esigenza di un rafforzamento del sistema produttivo della Regione. Si è così registrata un`azione disorganica di sviluppo della ricettività alberghiera ed extralberghiera carente di infrastrutture complementari idonee a garantire una permanenza dei turisti nell`area, al di là dell`attività squisitamente balneare, in una Regione che, pur con circa 800 Km di costa, presenta comunque un sistema collinare e montano pari al 90% dell`intero territorio. In sintesi, si può dire che è mancata una vera programmazione di sviluppo a livello regionale.Il potenziale turistico dell`area compresa tra i Comuni della Partnership risulta quindi ancora scarsamente utilizzato nonostante i forti elementi di attrattiva naturale. Così come storicamente la Calabria, con le sue coste, già fin dal V e VI Secolo a.C. assunse un ruolo fondamentale per gli scambi commerciali intermediterranei, così oggi si deve guardare al ruolo fondamentale e positivo che può svolgere la valorizzazione del mare e delle sue coste quale risorsa naturale per lo sviluppo economico ed anche occupazionale. In tal modo si potranno creare le condizioni minime affinché si possa attivare, con i Paesi compresi nel Bacino del Mediterraneo, quella promozione strategicamente indispensabile per entrare nei grandi circuiti di turismo nazionale ed internazionale.Per superare le difficoltà al raggiungimento di tale obiettivo occorre una migliore qualificazione dell`offerta turistica, derivante dall`attivazione di un sistema funzionale in tutti i suoi segmenti.In sintesi si può affermare che il problema centrale dello sviluppo del territorio esaminato è connesso alla difficoltà di valorizzare appieno le risorse umane, culturali e ambientali disponibili e trova la sua ragione in una difficile integrazione tra attori e strumenti presenti e nella difficoltà di attrarre dall`esterno risorse e competenze specialistiche.Il progetto D.I.M.O.R.A. intende invece focalizzarsi sull`ambito dell`occupabilità degli individui delle zone identificate, studiando, predisponendo e sperimentando una modalità di approccio veramente integrato che sia mirato a ridurre le difficoltà di inserimento lavorativo dei soggetti più deboli sul mercato del lavoro con interventi volti a creare nuove opportunità per trattenere i giovani nei piccoli centri impoveriti dagli esodi delle risorse umane.

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Objective

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La finalità dell`Iniziativa Comunitaria Equal, e segnatamente quella del progetto D.I.M.O.R.A., non è quella di promuovere la realizzazione di progetti-intervento che vadano a colpire la manifestazione di un particolare bisogno, bensì favorire l`elaborazione e la diffusione di modalità di approccio, di prassi, di strumenti che siano in grado di innovare a livello sistemico l`affronto delle diverse cause di discriminazione individuate.Il progetto si pone l`obiettivo di superare le difficoltà descritte nella sezione precedente attraverso l`attivazione di una partnership territoriale tra soggetti pubblici e privati, finalizzata ad individuare e condividere un sistema di azioni per ottimizzare e facilitare uno sviluppo integrato del turismo, innovativo e diffuso, come motore e volano dello sviluppo economico ed occupazionale.L`obiettivo è quello di dare vita a strutture di tipo reticolare sul territorio, integrando offerta di ospitalità e fruizione dei beni culturali, ambientali, storici e sociali, e organizzando reti di imprenditorialità locale diffusa connettendole con circuiti sovraregionali ed internazionali.Solo attraverso l`integrazione tra attori e servizi del territorio e l`apertura a sistemi e reti internazionali si possono superare gli ostacoli dell`accesso al mondo del lavoro, offrendo reali opportunità di inserimento in percorsi professionali in cui il tempo che passa non aumenta la marginalità, ma accresce le opportunità.La prima, sostanziale, esigenza che emerge è quella di rafforzare i processi di collegamento ed integrazione tra i diversi soggetti attraverso lo sviluppo di una cultura comune che, sostenuta da adeguati strumenti metodologici ed operativi, sia basata sulla valorizzazione delle competenze e delle specificità di ciascuno necessaria alla progressiva costruzione e implementazione di una filiera capace di creare valore aggiunto, cioè in grado di determinare un gioco a somma positiva in cui l`integrazione funge da moltiplicatore delle singole capacità.A seguito di tali considerazioni, l`obiettivo del progetto D.I.M.O.R.A. può essere declinato in tre dimensioni: culturale, metodologica e sistemica.
1. L`obiettivo di natura culturale, che riguarda essenzialmente i diversi attori che agiscono sul territorio, consiste nell`individuazione di un modello concreto di integrazione che, basato sulla conoscenza delle reciproche potenzialità, esperienze e punti di forza, consenta a ciascun soggetto di adottare un linguaggio comune e permetta di superare il rischio di una eccessiva autoreferenzialità.È qui opportuno sottolineare che tale idea di integrazione non può e non deve giocarsi nel tentativo di individuare il minimo comune denominatore tra i diversi attori, rischiando così di omologarli e snaturarli; l`obiettivo sarà quindi la massima valorizzazione delle specificità culturali, operative, professionali e tecniche dei singoli, cogliendo nell`attenzione al bisogno e nel desiderio di sviluppo di ciascuno il vero elemento unificante.
2. L`aspetto più squisitamente culturale non potrà comunque esprimersi senza essere sostenuto da un dotazione metodologica e strumentale adeguata. L`integrazione pone quindi come obiettivo l`elaborazione di modelli concettuali e comportamentali atti a definire una vera e propria filiera che, nella sua operatività dovrà potersi avvalere di strumenti condivisi di connessione, comunicazione e scambio.E la natura stessa di tale filiera rende obiettivo irrinunciabile la sua apertura anche a tutti i soggetti terzi che non parteciperanno alle fasi iniziali del progetto. Sarà pertanto necessario adottare tutte le misure atte a garantire la massima trasferibilità dei modelli e degli strumenti elaborati, in un`ottica di mainstreaming orizzontale.
3. La terza chiave di lettura dell`obiettivo generale del progetto è quella di natura più squisitamente sistemica. Le azioni che si intendono attivare nell`ambito del progetto D.I.M.O.R.A., per poter esprimere appieno la loro efficacia, dovranno avere un respiro più ampio rispetto al semplice ambito cronologico ed operativo del progetto stesso. L`obiettivo dovrà pertanto essere quello di identificare ed implementare, sin dalle prime fasi dell`attività, modalità e mezzi di connessione con `l`esterno` del progetto al fine di offrire reale sostegno allo sviluppo del sistema, sia attraverso la diffusione di modelli efficaci, sia attraverso il fattivo contributo alla definizione delle policies specifiche del settore.A questo riguardo, l`obiettivo sistemico di D.I.M.O.R.A.. consisterà anche nell`individuazione di modelli e modalità di intervento che possano colmare eventuali tasselli `di nicchia` mancanti all`imponente riforma del sistema istruzione, formazione, servizi per l`impiego che si sta realizzando in Italia ed in Calabria negli ultimi anni a partire dai disposti del D.Lgs. 469/97 e della L.196/97, della L.196/97 e D.Lgs.181/2000.Le accresciute responsabilità della Regione e delle Provincie in materia di indirizzo, programmazione e gestione dell`ampio spettro delle politiche del lavoro pongono infatti come assolutamente urgente l`identificazione di modalità di intervento specifiche, adeguate a rispondere in maniera puntuale alle specifiche esigenze dei differenti target group.Il progetto Equal `D.I.M.O.R.A.` intende quindi sviluppare un partenariato attivo fra i diversi attori Istituzionali e del mondo del lavoro, della filiera dell`imprenditoria, del volontariato sociale.In tale contesto l`incontro tra domanda e offerta di lavoro è facilitato da azioni capaci di correlare le fasi di orientamento, formazione e accompagnamento alla creazione d`impresa in campo culturale, di tutela e valorizzazione di beni architettonici ed ambientali e turistici.L`azione che qui si propone prevede la pianificazione di un processo, attraverso un approccio di tipo bottom up, capace di valorizzare i diversi nodi della rete attraversò l`assegnazione di responsabilità precise ai diversi attori coinvolti.Si intende quindi procedere a:
- Un`attenta ricognizione dei fenomeni di sottoccupazione e disoccupazione che caratterizzano il territorio dei Comuni della PS;
- Una sperimentazione di strumenti idonei a creare le condizioni per l`inserimento lavorativo dei soggetti più deboli sul mercato attraverso la promozione di attività lavorative nel campo dei servizi turistici;
- Una gestione correlata e sistemica delle attività di orientamento, formazione e creazione d`impresa, al fine di favorire l`accesso al mondo del lavoro, con particolare riferimento ai disoccupati di lunga durata ad alta scolarità, tesa a valorizzare la risorsa umana quale valore aggiunto fondamentale per lo sviluppo socioeconomico locale e diffuso;
- Un coinvolgimento dei partner quali la FAST di FRANCOROSSO, Il Consorzio Beni Culturali Italia, Inforjob, Le Mille&unacasa, Obiettivo Lavoro, i Comuni di Montauro,Gizzeria, Cenadi, Cardinale, al fine di integrare dinamicamente le peculiarità di azione di ciascuno e di attrarre notevoli investimenti sul territorio della PS da parte degli operatori esterni all`area. L`intervento di operatori esterni permetterà di superare il fenomeno della stagionalità assicurando alle strutture alberghiere soggiorni più lunghi rispetto a quelli attuali ed agli intraprendenti operatori economici del turismo di lavorare per quasi tutto l`anno con i notevoli benefici che ne deriveranno sul piano economico - sociale, anche attraverso gli indotti che si andranno a creare.In sintesi sul lato della domanda, l`obiettivo generale è quello di creare dispositivi capaci di rendere effettiva l`interazione tra i diversi attori della PS e la loro progressiva integrazione con il territorio anche attraverso la creazione di strutture imprenditoriali; sul lato dell`offerta, di rendere accessibile il mercato del lavoro attraverso la creazione di un`offerta adeguata e lo sfruttamento degli strumenti operativi di incentivazione e di flessibilità del mercato del lavoro stesso.Per la necessaria concretezza dell`azione svolta, gli obiettivi generali del progetto D.I.M.O.R.A. sin qui esposti si declineranno in obiettivi specifici misurabili correlati alle problematiche dei destinatari:
· Diminuzione del numero di disoccupati adulti;
· Diminuzione del numero di inoccupati in possesso maggiormente di qualifiche medio alte;
· Certificazione delle competenze dei beneficiari;
· Diminuzione del flusso migratorio;
· Promozione dell`imprenditorialità singola e associata quale strumento di lotta al sommerso;
· Sostegno all`inserimento lavorativo femminile ed alla diffusione della cultura di genere;
· Creazione di partnership stabili, capaci di produrre effetti duraturi che vanno oltre la conclusione del progetto;
· Costituzione di uno sportello unico e attivazione di collegamenti tra realtà già presenti sul territorio, ma non coordinate tra di loro.Gli obiettivi di D.I.M.O.R.A. si inseriscono nel quadro delle politiche nazionali per l`occupazione orientate alla valorizzazione delle risorse umane quale fattore strategico di sviluppo, alla riforma dei percorsi delle filiere formative e all`ampliamento e riqualificazione dell`offerta anche all`interno di patti formativi territoriali.

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Innovation

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La sperimentazione innovativa attuata dalla PS si conforma alle direttrici generali di Equal ed in modo particolare a `all`integrazione stabile fra le politiche del lavoro e le politiche sociali` e `al supporto allo sviluppo locale, sociale e occupazionale` Questo avviene attraverso la modellizzazione e la sperimentazione di un dispositivo destinato a:
1) portare gli attori pubblici e privati presenti sul territorio ed impegnati sulle filiere turistica, culturale e formativa ad operare secondo uno stesso schema culturale e metodologico pur conservando le specificità di ciascuno;
2) realizzare uno `sportello unico` che integri e coordini servizi finora isolati tra loro e promuova la formazione e l`inserimento lavorativo qualificato nei settori turistico-culturale;
3) incentivare nuova imprenditorialità attraverso nuovi percorsi formativi e studi di fattibilità realizzati dagli attori della PS;
4) elaborare un modello di rete cooperativa autostenibile, al fine di rendere stabile il `patto` fra i diversi attori.Tale obiettivo generale si realizza attraverso azioni che presentano numerosi aspetti innovativi sia di processo che di contesto:
· ricerca sviluppata da più attori e dedicata alla definizione del matching fra le esigenze di sviluppo del territorio, profili professionali esistenti e caratteristiche dei nuovi profili da formare;
· modellizzazione e sperimentazione di un dispositivo (Sportello Unico) di intervento per la promozione dell`imprenditorialità e dell`inserimento lavorativo che muova dalla capitalizzazione e valorizzazione delle competenze e delle esperienze presenti sul territorio mediante la loro integrazione;
· definizione delle modalità operative per la costruzione di un `tavolo` stabile di concertazione tra gli attori delle filiere summenzionate finalizzato al consolidamento di una rete cooperativa autosostenibile per lo sviluppo del territorio;
· progettazione e sperimentazione di nuovi percorsi formativi dedicati alla creazione di skill professionali per lo sviluppo integrato del settore turistico e dei beni culturali;
· studio di fattibilità realizzato congiuntamente dalla PS per lo sviluppo di un progetto di recupero di siti di interesse turistico-culturale, al fine di creare nuove opportunità occupazionali.Innovazione di mainstreaming. Il carattere innovativo delle azioni di mainstreaming descritte alle sez. 3.17 è assicurato innanzitutto dalla presenza di partner sia pubblici sia privati e in secondo luogo dal fatto che la PS è in realtà una `rete di reti` (i partner privati rappresentano infatti reti di imprese attive a livello regionale e nazionale).

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Agreement Summary

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I membri della PS hanno conferito mediante la firma dell`accordo di cooperazione mandato collettivo speciale gratuito e irrevocabile, con obbligo di rendiconto e con rappresentanza esclusiva e processuale, alla Capofila Ass. Consorzio Scuole Lavoro alla quale in forza di questo mandato si sono delegate le funzioni di:- stipulare, in nome e per conto della Capofila nonché dei membri tutti gli atti consequenziali connessi alla realizzazione del progetto DIMORA;- rappresentare in esclusiva, anche in sede processuale, i partner, nei confronti dell`Amministrazione, per tutte le operazioni e gli atti dipendenti dal suddetto incarico, fino all`estinzione di ogni rapporto;- responsabilità di indirizzo e gestione della partnership in qualità di direttori di progetto.Per quanto riguarda i sottopunti i, ii, iii ed iv contenuti nel par. 3.1.1 dell`Avviso 02/01 si precisa quanto segue:i: ); Si fa riferimento alla sezione 3 presentazione della capofila Consorzio Scuole Lavoro ii) : Si fa riferimento all`accordo di cooperazione nel cui art. 8 è espressamente previsto che ` Il Capofila ed i partner accettano sin d`ora che i risultati delle attività del progetto (prodotti, strumenti, metodologie etc.) siano diffusi, pubblicizzati e resi di dominio pubblico`.iii) I meccanismi organizzativi della PS sono assicurati dalla presenza del tavolo di pilotaggio (composto da un referente di ogni membro della PS) che ha il compito di porre in essere azioni di monitoraggio, verifica e valutazione per garantire il massimo livello di efficacia ed efficienza e che darà indicazioni a sua volta ai coordinatori delle diverse fasi. iv) Il progetto stesso esprime la volontà, concretizzata in fasi e attività , di operare in un contesto di cooperazione transnazionale (i partner sono a loro volta realtà coinvolte in reti locali, nazionali ed internazionali) di networking e di diffusione dei risultati: questa intenzione trova campo applicativo nelle macrofasi di disseminazione e mainstreaming e nelle attività transnazionali.
Con la firma dell`accordo di cooperazione i membri si sono obbligati a concordare modalità, tempistica e quanto connesso alla gestione e realizzazione del progetto anche in relazione ai compiti spettanti a ciascuna parte.Ogni fase del progetto prevede un coordinamento o una direzione di fase; questi ruoli sono i principali referenti della realizzazione della singola attività o fasi. L`organo preposto per assicurare una corretta realizzazione delle singole fasi, al fine di mantenere organicità e corerenza tra le stesse è il comitato di pilotaggio. La direzione generale del progetto, referente ultimo dell`iniziativa , oltre ad intervenire in caso di evidenti problemi di realizzazione del progetto, opererà in stretto contatto con il comitato di pilotaggio.
La Partnership è disciplinata da quanto disposto dall`accordo di cooperazione nonché da specifici ulteriori accordi organizzativi che potranno essere stipulati bilateralmente fra la Capofila e i membri inerenti le modalità circa la realizzazione del progetto.La Capofila e ciascun partner eseguiranno le prestazioni di propria competenza in totale autonomia fiscale, gestionale ed operativa, con personale responsabilità in ordine alla perfetta esecuzione dei compiti a ciascuno affidati.Il Capofila si è impegnato con la firma dell`accordo di cooperazione a svolgere in favore della partnership ogni attività occorrente per la migliore redazione di tutti gli atti necessari al perfezionamento della concessione del finanziamento con la Regione Calabria, nonché a coordinare:gli aspetti amministrativi e legali correnti;i rapporti con la Regione Calabria.il coordinamento della rendicontazione delle attività finanziate svolte fino alla data di scadenza del progettoil coordinamento amministrativo e segretariale del progetto, compreso il versamento degli importi di competenza di ciascuno dei soggetti attuatori la stipula delle eventuali fidejussioni sulla base dell`atto di adesione che sarà stipulato con la Regione Calabria.La modalità di gestione dei contributi finanziari verrà assicurata dal capofila che ha maturato rilevante esperienza nella gestione di progetti complessi.Esso si occuperà di:richiedere ed incassare le tranches di finanziamento ad avanzamento progetti.distribuire pro quota ai membri delle partnership i finanziamenti ricevuti secondo l`avanzamento dei lavori.richiedere ai partners l`avanzamento dello speso in modo da poter trasmettere alla regione Calabria il monitoraggio dello speso secondo le procedure previstecontrollare l`avanzamento del budget impegnato e speso secondo criteri di prudente gestione apportando i necessari aggiustamenti in corso d`operacontabilizzare i costi seguendo un regime di contabilità analiticacoordinare il rendiconto di tutti i costi dei partners in modo da adottare una procedura uniforme

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Empowerment

 With beneficiaries

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La partecipazione attiva dei beneficiari finali (giovani disoccupati ed inoccupati) alle fasi di sviluppo del progetto è fattore importante per la realizzazione del progetto D.I.M.O.R.A. Per un progetto dalle caratteristiche indicata, solo la costruzione di adeguati dispositivi e la realizzazione di meccanismi opportuni di coinvolgimento in tutte le fasi dei soggetti destinatari dell`intervento, potrà fornire non solo conoscenze teoriche o `sulla carta`, ma, attraverso l`appropriazione degli obiettivi e delle modalità operative proprie di ogni macrofase, le competenze operative necessarie. Il coinvolgimento dei destinatari, innescherà un processo di riconoscimento delle potenzialità personali tale da rendere proprie, appassionanti e stimolanti, le attività oggetto del progetto. La partecipazione attiva dovrà perseguire diversi scopi e generare risultati misurabili in itinere, all`interno dello sviluppo delle Macro fasi, e finali, sull`obiettivo complessivo del progetto.
A. Partecipazione a scopo informativo (pubblicizzazione e disseminazione). Verranno effettuati incontri e workshop con i partner nazionali e transnazionali del progetto. Gli eventi saranno pubblicizzati attraverso i canali di informazione in modo da essere aperti alla partecipazione pubblica secondo modalità da progettarsi in sede di comitato di pilotaggio, con l`obiettivo di animare l`informazione ed il confronto su temi funzionali alla realizzazione di specifiche azioni progettuali. Un workshop conclusivo, in cui verrà data ampia diffusione dei risultati raggiunti, terminerà le attività di pubblicizzazione previste.
B. Partecipazione a scopo sperimentale: I beneficiari finali saranno coinvolti in veste di fruitori `critici` delle azioni. Tutte le fasi di erogazione e di gestione vedranno l`impiego di specifiche tecniche di co-responsabilizzazione dei partecipanti per conseguire gli obiettivi, segnalare le eventuali criticità e proporre le opportune azioni correttive in accordo con i conduttori dei processi. Strumenti operativi di questa fase saranno la somministrazione di questionari, interviste, colloqui con interlocutori privilegiati e il confronto aspettative-risultati attesi.
C. Partecipazione a scopo di controllo e valutazione: Le azioni del Comitato di pilotaggio nelle varie fasi del progetto saranno sottoposte ad monitoraggio, controllo e valutazione costante mediante l`applicazione di sistemi di gestione della qualità: le procedure applicative sono caratterizzate dal ricorso a questionari per la customer satisfaction

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Empowerment

 Between national partners

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Il coinvolgimento dei partner è previsto durante l`intero svolgimento del progetto. La creazione di un comitato di pilotaggio, infatti, garantisce l`interazione dei membri della PS, diventando sede di riunioni a scadenze regolari per l`identificazione delle modalità operative, per la definizione dei sottoobiettivi e per il monitoraggio e la condivisione dei risultati ottenuti. Inoltre ogni fase del progetto prevede l`integrazione di più attori in cui la responsabilità di coordinamento è assegnata al partner con gli skill più elevati. Così strutturato, il processo di coinvolgimento non si limita ad una condivisione di un`idea generale, che lascia immutate le modalità operative individuali degli attori coinvolti. Tale processo bensì riunisce competenze diverse che divengono patrimonio di tutta la PS, contribuisce a superare la frammentarietà tipica di molti interventi e garantisce l`interazione tra i sistemi delle imprese pubbliche e private e delle istituzioni. Inoltre il coinvolgimento delle autorità locali e regionali sia nelle fasi di valutazione del potenziale endogeno che di attivazione delle linee operative del progetto, consente di mantenere una coerenza tra le attività previste e le esigenze locali. La messa in atto del coinvolgimento attivo sarà rafforzata dall`istituzione di gruppi di lavoro specifici per ogni fase. Workshop e seminari saranno luogo principale di confronto con le istanze locali.e i beneficiari finali. Il sito web di D.I.M.O.R.A consentirà scambi di esperienze mediante forum e seminari facilitando il coinvolgimento dei destinatari finali.Di seguito viene illustrato il processo logico di coinvolgimento dei partners:COMITATO DI PILOTAGGIOA questa attività partecipano tutti i partner.ANALISI DEL POTENZIALE ENDOGENOCoordinatore: CSL Calabria, con la partecipazione del CSL Italia, Lemille&una casa, il Consorzio Beni Culturali Italia, O.L, comuni di Gizzeria, Montauro e CenadiVALUTAZIONE DI EFFICIENZA ECONOMICA E COSTRUZIONE DELLA FILIERA GENERATIVA DEL VALORE AGGIUNTOCoordinatore: CSL Italia con la partecipazione del CSL Calabria, Franco Rosso, INFORjob, Il Consorzio Beni Culturali Italia, O.L.ANALISI DELLE OPPORTUNITÀ ESTERNE E DELLE MODALITÀ DI INTEGRAZIONE CON I CIRCUITI NAZIONALI ED INTERNAZIONALICoordinatore: Franco Rosso con la partecipazione del CSL Italia, CSL Calabria, Inforjob, Lemille&unacasa, Consorzio Beni Culturali Italia, O.L.INGEGNERIZZAZIONE DEL PROGRAMMA DI INTERVENTOCoordinatore: CSL Italia con la partecipazione del CSL Calabria, O.L. e Consorzio Beni Culturali ItaliaATTIVAZIONE DELLE LINEE OPERATIVE DI PROGETTOCoordinatore: CSL Italia con la partecipazione di CSL Calabria, Franco Rosso, Consorzio Beni Culturali Italia, O.L., comuni di Gizzeria, Montauro e CenadiCREAZIONE DI STRUMENTI OPERATIVI I partner coinvolti saranno CSL Italia, il CSL Calabria, O.L., Franco Rosso, il Consorzio Beni Culturali, Le mille&una casa, Inforjob

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