IMPORTANT LEGAL NOTICE
 

 Patto per l`economia sociale - L`innovazione nelle iniziative locali di sviluppo ascii version

Italy

 
DP Managing organisation : Amministrazione Provinciale di Ascoli Piceno
Other national partners : Associazione Volontariato Marche, Comitato territoriale di Ascoli Piceno
Associazione Volontariato Marche, Comitato territoriale di Fermo
Azienda Sanitaria ASL 12 di San Benedetto del Tronto
Azienda Sanitaria USL 13 Ascoli Piceno
CONFCOOPERATIVE DI Ascoli Piceno
Camera del Lavoro Territoriale di Ascoli Piceno - CGIL
Comune di Amandola
Comune di Ascoli Piceno
Comune di Fermo
Comune di Montegranaro
Comune di Offida
Comune di Petritoli
Comune di Porto Sant`Elpidio
Comune di San Benedetto del Tronto
Consorzio IL PICCHIO Soc. Coop Sociale a.r.l.
Coordinamento Nazionale Comunita` di Accoglienza
Italia Lavoro S.p.A.
Lega regionale cooperative e mutue delle marche - sede prov. di Ascoli Piceno
OLTRE Consorzio cooperative sociali Soc. Coop a.r.l.
Unione sindacale territoriale CISL Ascoli Piceno
Unita` Sanitaria USL 11 Fermo
Universita degli Studi di Ancona - Istituto di Studi Storici, Sociologici
EQUAL theme :Entrepreneurship - Social economy 
Type of DP :Geographical - Other - ASCOLI PICENO 
DP Legal status :Association without legal form 
DP identification :IT-IT-G-MAR-009 
Application phase :Project ended 
Selection date :14-05-2002 
Last update :24-04-2002 
Monitoring: 2003  2004   

Rationale

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The scope of the business activities carried out by `Equal` and the European Strategy for Employment requires the involvement of both sides of social economy, namely, co-operative businesses dealing with personal services (social co-operative, type A) and co-operative businesses dealing with the integration of underprivileged individuals in the work market (social co-operative, type B). As to co-operatives providing educational and social support services, the basic issue is to support:
- Qualifications of businesses in all their operational settings
- The qualitative development of the services they provide and a quality-oriented attitude, whether organizational quality, technical quality or quality to the end user,
- The ability to provide customer-satisfaction and service assessment tools to both customers and users,
- the implementation of social reporting systems directly implied by the task assigned to co-operatives on the grounds of their essential business structure (see law no. 381/91). On the whole, the basic problem lies in the fact that businesses in this area still do not seem ready to go through a general change which is determined by the new national and regional social laws. As a consequence of the new regulations, enterprises will only be able to successfully operate on the market if they are provided with suitable know-how in order to ensure the quality of their processes and results; indeed, in order to be successful, companies will have to:
- ensure wider connections with the territorial network through a multi-stakeholder business system;
- acquire the cultural and technical abilities required to take part in the local planning of social policies;
- abandon a business model of simple service manager at the lowest possible costs. Social businesses are faced with two alternatives: they may either improve as said above or be prepared to be gradually driven out of the market. Another basic issue is to further create management awareness to this perspective in the social businesses, by developing interest in co-managed projects and joint definitions (with policy-makers) of social policies.As far as employment-integration co-operatives are concerned (type B), the gap to be filled is even wider. The current outlook points out widespread business inadequacies and clear inability to challenge the work market, which this kind of business should have by definition. At present B-type co-operatives are few, financially weak (most have financial difficulties) and strongly dependent on public customers. This business sector may easily be defined as `relief-receiving`, as it deals with garden maintenance, cleaning services to local institutions and similar activities on an almost exclusive basis. The provider of these services is assigned the contract through private negotiations on the grounds of `social reward`. These businesses completely lack competitiveness in the market compared to profit-making businesses.Their activities are not well distributed and involved in different job market sections, often lacking impact on the most effective areas in the local industrial and economic context, where innovations and growth are stronger. These businesses are moreover unable to use the scarce facilities made available to support the creation and/or expansion of enterprises.The general pattern of job-supporting social businesses is affected by the global economic crisis that determines slower growth and inadequate development trends in our district, compared to the data shown by the other districts in the region.It is therefore necessary to act in order to create a general connection between this business type, the job market and other economic partners.An action is required to compensate for the lack of significant business relations with profit-making companies in order to establish trading agreements, system economy, exchange relationships, services favouring integration, partnerships on projects and local joint ventures.It is of the utmost importance to build up this system of connections in order to change the local market so as to boost employment which is now unsatisfactory, especially as far as weaker groups are concerned.Another deficiency in the reference context concerns the pattern of industrial relationships; this model exclusively aims at productivity, excluding all actions based on `moral commitment` and therefore determining low interest in interpersonal requirements and self-improvement. This pattern clearly creates disadvantages to those individuals who live in underprivileged conditions, preventing them from entering the job market and creating difficulties in maintaining successful social relations. Hence, the disadvantaged face greater problems in relating to the social environment and are gradually driven out of the job market, or have irregular job records, being unemployed and then re-employed in different contexts, thus progressively losing their professional identity and social role.In some cases the difficulties are caused by the problems in enforcing specific social regulations which are theoretically valid but impracticable and/or very gradually applicable. An example of this disadvantage is law no. 68, reforming compulsory job placing, which is still virtually unapplied and determines the total lack of access to the job market for the disabled. Another example is the track record of law no. 2 on immigration, that only created minor activities with a very low impact on the most serious problems of the individuals involved. With a view to this, we believe that policies should be based on actions involving the recipients as well as precise development strategies, avoiding simply supporting and protecting passive interests.egular job records, being unemployed and then re-employed in different contexts, thus progressively losing their professional identity and social role.In some cases the difficulties are caused by the problems in enforcing specific social regulations which are theoretically valid but impracticable and/or very gradually applicable. An example of this disadvantage is law no. 68, reforming compulsory job placing, which is still virtually unapplied and determines the total lack of access to the job market for the disabled. Another example is the track record of law no. 2 on immigration, that only created minor activities with a very low impact on the most serious problems of the individuals involved. With a view to this, we believe that policies should be based on actions involving the recipients as well as precise development strategies, avoiding simply supporting and protecting passive interests.

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Objective

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A definition of the objectives of our project arises from the latest provisions laid down by the EU to support the European employment strategy. More specifically, after carrying out several important experiments thanks to funds granted during the previously scheduled step of Structural Funding, we are now aware of the significance of `Local Development Employment Initiatives` (LDEI) to enhance the development of the job market (please refer to COM (2000) no. 196, `Operate on a local level on employment issues - provide a local setting to European employment strategies`). Another important factor is the streamlining of acknowledged methods and tools, already tested within the framework of Employment and Adapt initiatives as well as territorial covenants, `Third Sector` pilot plans and the provision concerning `Local capital for social purposes`.The concept of local employment development therefore represents a crossover priority in the new ESF regulations, which is clearly apparent in all national and regional plans.This is the context influencing our project, together with the suggestions gathered in previous experience as well as the directions given by the European Parliament, the Regional Committee and the Economic and Social Committee. The general objective of our project is therefore to promote the drafting and experimenting of `covenants on Social Economy` which may contribute to the growth, support and quality enhancement of businesses and services, through a shared process of negotiated planning.The above goals, consistent with the objectives defined in both general scopes for the application of Equal`s 2nd line, may then be divided into several detailed sub-objectives in order to better explain the project`s aim.
Sub-objective no. 1: Acquire a thorough knowledge of the elements affecting the internal and external development potential of social businesses, in order to devise integrated operating strategies on a local basis, able to support adequate development processes aided by the granting of secure services, support, incentives and funding.
Sub-objective no. 2: Promote the definition of co-operation efforts among local development institutions (Local authorities, job agencies, firms, social entities, service industries) by strengthening, supporting and operating networks and implementing working methods based on a network of all partners in the process.
Sub-objective no. 3: Promote the entrepreneurial and managerial development of social economy through innovative actions (coaching, tutoring, just-in-time training and focus groups) which will allow improving its competitiveness and performance while supporting its organizational adjustment to the development trends of the relevant market (namely, the reform of social and welfare services, company outsourcing policies, assignment of public administration services and contracts, identification of hidden market sections and creation of new requirements).
Sub-objective no. 4: draft, experiment and test quality assessment methods for non-profit businesses, able to join both the economic and the social dimension of Third-Sector organizations in an integrated framework. Specifically, the operating strategies included in this objective shall refer to the `laws for the implementation of an integrated system of welfare services and actions` (law no. 328/2000) as well as the `2000/2002 regional plan for an integrated system of welfare services and actions` in order to meet the emphasis on service quality to the policies entrusting and protecting the end-users, placed by Equal.
The general strategy proposed by this project is based on specific standpoints
:1) Attention to local development, seen as the ideal setting where implicit or unmet demands are identified and the job market is organized with greater effectiveness
2) The adoption of an integrated systematic approach which allows combining all policies and actions within a general reference frame in order to ensure the effectiveness of actions and enhance potential co-operation initiatives
.3) The adoption of methods such as `work by objectives` and `workflow management`, as this approach ensures the effectiveness of actions, rational planning, step-by-step management and the achievement of cost-effectiveness
4) Provide added value to previous activities carried out by `Occupazione` and `Adapt` projects. The involvement of partners who have acquired significant experience in the management of previous EC initiatives allows taking advantage of past achievements so as to innovate and improve action processes, objectives and contexts.
5) Approach to planning activities, through the involvement of all partners in order to identify resources, opportunities and obligations affecting local development;
6) Integration in the frame of local employment strategies, policies and initiatives in various sectors (innovation, environment, quality, culture, tourism and the like) in order to co-ordinate actions in a single rational frame to avoid the risk of unnecessary fragmentation and exploit all possible joint actions.
7) The use of Communication and Information Technologies (IT) for project Management, in order to enhance the use of updated technologies by building up a digital and technological framework to support the management of the partnership as well as the information and data flow connected to it.
8) Equal opportunities to men and women, through well-established gender comparative analysis methods, planning according to gender requirements and impact evaluation according to gender.
9) The adoption of a Bottom up approach , with an upward movement that directly involves all the key-partners and the recipients of the project, thus allowing the definition of objectives, methods and actions which effectively meet the requirements of the territory.
10) The enhancement of a transnational setting . Active transnational co-operation particularly contributes to provide the project with a wider, more involving scope, which is a basic requirement to ensure the validity and transferability of the whole project.
11) Stress placed on partnership, in order to censure the empowerment of all partners, process visibility, co-operation and joint activity management.

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Innovation


Nature of the experimental activities to be implemented Rating
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 ***
Anticipation of technical changes *
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 project is designed to create a cross-section innovation moving along two basic paths.

1. The requirement for a joint action on local development, social development and employment development, through the creation of shared processes joining these levels in order to:
§ Enhance the use of resources, professional skills and entrepreneurial skills in the area;
§ Promote co-operation among areas which show different development levels, in order to reduce local differences which are typical in the social-economic pattern of the EU.

2. Constant integration between labour and social policies. Within this context, the local initiatives for the development of social economy represent a winning strategy to join both dimensions in a solidarity-oriented and active-citizenship outlook, able to generate useful joint actions between job support and social support.

The innovative feature of the project may therefore be pointed out as follows:

Context innovation:
§ Creation of co-operation efforts involving all social-economic operators, favouring the diffusion of a network-oriented outlook which allows development planning on the grounds of tested joint methods;
§ Strengthening of the managerial and entrepreneurial skills of social economy in order to improve the management of `contracting out` and support the development of various organizational types ;
§ Achievement of adequate and sustainable joint objectives, involving economic and employment development, social development and improved standards of life.

Process innovation:
§ Promotion of a transnational process aimed at the creation of tested methods, approaches and tools for managing shared planning processes which may contribute to the development of social economy;
§ Creation and testing of experimental models for the quality assessment of non-profit businesses, in order to join both the economic and the social level, which characterised the service sector.

Objective innovation:
§ Creation of a rational reference pattern, at a European, national and local level, in order to build up local initiatives for the development of social economy that are able to enhance the strategic role of the service sector and its potential impact on employment;
§ Integration of sector policies within the wider frame of employment-supporting strategies, with the purpose of promoting the circulation of a systematised approach to the development issue.

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Budget Action 2

1 000 000 – 1 500 000 €

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Beneficiaries


Assistance to persons 
Unemployed  35.0%  35.0% 
Employed  15.0%  15.0% 
Others (without status, social beneficiaries...)  0.0%  0.0% 
  100.0% 
 
Migrants, ethnic minorities, …  50.0%  50.0% 
Asylum seekers  0.0%  0.0% 
Population not migrant and not asylum seeker  0.0%  0.0% 
  100.0%
 
Physical Impairment  25.0%  25.0% 
Mental Impairment  20.0%  20.0% 
Mental Illness  5.0%  5.0% 
Population not suffering from a disability  0.0%  0.0% 
  100.0% 
 
Substance abusers 40.0%  40.0% 
Homeless  0.0%  0.0% 
(Ex-)prisoners  10.0%  10.0% 
Other discriminated (religion, sexual orientation)  0.0%  0.0% 
Without such specific discriminations  0.0%  0.0% 
  100.0% 
 
< 25 year  20.0%  20.0% 
25 - 50 year  25.0%  25.0% 
> 50 year  5.0%  5.0% 
   100.0% 

Assistance to structures and systems and accompanying measures Rating
Gender discrimination ***
Support to entrepreneurship ****
Discrimination and inequality in employment ****
Disabilities ***
Other discriminations ***
Low qualification ***
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 recipients in this project was started in the period following the approval of the Operational Plan of EC Initiative. The data collected helped identify the need for promotion of shared planning aimed at local development, while maintaining national and European joint outlook and objectives.The creation of the project is based on the assumption of a bottom-up approach; however, the Partnership considers it fundamental to strengthen and improve the relationship with the recipients of the projects, even when managing the action, in order to avoid the risk of self-sufficient activities, disjointed from the actual requirements of development operators, while promoting a co-operating approach, managing a shared assessment system and contributing to the empowerment of the recipients.In order to ensure the above assumptions, the method adopted by the project implies:
1. Creation of an outside authority, composed of representatives of non-profit businesses and entrusted with the task of supervising all the processes involved by the action, from decision-making to implementation and assessment. This board will carry out counselling and support activities. Its operational effectiveness will be ensured by the following aids:
- Reference literature and documents will be made available;
- Involvement in project implementation and planning;
- Possibility to be included in the work team;
- Supervision of the assessment process;
- Availability of reports and records to draw useful suggestions for activity identification and action planning.

2. Direct involvement in local pilot projects where they will have the opportunity to actually test approaches, methods and tools made available for the development of local initiatives to support social economy.

3. They may interact by means of the Internet website included in the project whereby a digital framework is used to support information exchange, opinion-sharing and counselling.

 

 Between national partners

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The process whereby partners are involved in the project started with the creation of the project`s basic idea. The process resulting in the creation of an application form offered the partners many profitable opportunities to exchange ideas.In order to communicate project innovation to all levels and ensure the active involvement of all partners in the decision-making process and action management, the organizational method envisages the creation of teamwork groups divided into four levels:

Strategic direction team
This team will focus on the identification of strategic development trends for the action, biasing the further operational decisions and implementation steps. In order to ensure the active involvement of the partners, this team will involve all partners in a cross-action.

Operational direction team
This team will deal with the supervision of the process, ensuring the achievement of objectives, compliance with planning directions and consistency with national and regional policies. The team will be responsible for:- The direction of project activities;- Ensuring organizational and financial feasibility;- Operational co-ordination and connection to local operators;- Organization and co-ordination of transnational activities and partnership;- Information activities on the work in progress- Evaluation of the project`s impact on mainstreaming.
Team members: Ascoli Piceno district administration, CNCA, three municipality and two referent of cooperation organisation

Specific technical work unitsAs far as specific actions are concerned, central work units will be created, composed by representatives of the institutions involved and responsible for each sector connected to the initiatives. These groups are temporarily created to draft specific action plans and evaluate the relevant global impact.
Team members: all partners that may give added value to the action.

Operational staff involved in experimental actionsThe need for an assessment of the models through local experimental test processes implies the creation of task-focused operational teams, responsible for the management of several Local Pilot Projects. Team members: all partners that may give added value to the action.

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Transnationality

 

 Linguistic skills

  • English
  • français
  • italiano

 Percentage of the budget for transnational activities

  • 8.8%

 Transnational Co-operation Partnerships

Transnational Co-operation Agreement DPs involved
592 RITMO IT IT-S-MDL-055
PT 2001-208

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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
Amministrazione Provinciale di Ascoli Piceno Co-ordination of experimental activities
Design of the project
DP managing organisation
Evaluation
Monitoring, data collection
Transnational partnership
Associazione Volontariato Marche, Comitato territoriale di Ascoli Piceno
Associazione Volontariato Marche, Comitato territoriale di Fermo
Azienda Sanitaria ASL 12 di San Benedetto del Tronto
Azienda Sanitaria USL 13 Ascoli Piceno
CONFCOOPERATIVE DI Ascoli Piceno
Camera del Lavoro Territoriale di Ascoli Piceno - CGIL
Comune di Amandola
Comune di Ascoli Piceno
Comune di Fermo
Comune di Montegranaro
Comune di Offida
Comune di Petritoli
Comune di Porto Sant`Elpidio
Comune di San Benedetto del Tronto
Consorzio IL PICCHIO Soc. Coop Sociale a.r.l.
Coordinamento Nazionale Comunita` di Accoglienza
Italia Lavoro S.p.A.
Lega regionale cooperative e mutue delle marche - sede prov. di Ascoli Piceno
OLTRE Consorzio cooperative sociali Soc. Coop a.r.l.
Unione sindacale territoriale CISL Ascoli Piceno
Unita` Sanitaria USL 11 Fermo
Universita degli Studi di Ancona - Istituto di Studi Storici, Sociologici

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Agreement Summary

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The representation of the partnership identified as `Covenant on Social Economy - Innovation in Local Development Initiatives` is entrusted to Ascoli Piceno District Administration. The body is thus appointed as the sole Project Manager, reporting to the Granting Authority and the Managing and Funding Authority. The project manager is responsible for the management of the partnership, the management of the relationship with the local authorities involved in the project as well as the administrative and financial management of the public funds being granted, including the budgeting, accounting and certification of all expenditures.The Project manager is also entrusted with the general management of the partnership.The project manager therefore has the following tasks and powers: 1) general financial management of the partnership; 2) co-ordination of the functions assigned to the Directing Body and the Central Technical Unit; 3) enforcement of the resolutions issued by the Directing Body; 3)definition and management of the data monitoring and detecting system concerning the general quantity, quality and accounting information available on the partnership; 4) organization and management of the relationship with the Granting Authority; 4) any other operations required with a view to the correct, efficient and effective management of the initiative.The project manager is also responsible for providing the best possible conditions to ensure effective, profitable transnational operations, involving all the organizations in the partnership that many provide added value to the activities.b)The responsibilities within the partnership are shared according to principles which ensure the equal assignment, empowerment and involvement of all partners. To this purpose, a general directing team was created (involving all partners) as well as a technical unit having executive and consulting functions.Management responsibilities within the partnership are shared according to the following criteria, agreed upon by all partners:- identification of a leading partner co-ordinating all the other subjects involved in the implementation of project activities. In no case can this role be identified or mixed with the role as project manager for the partnership, as pointed out in the national partnership agreement;- all the other team members will contribute to the organization and management of single initiatives on the grounds of their specific professional and organizational skills, as agreed upon with the leading partner identified for the occasion.Based upon these criteria, responsibilities for the implementation of the working plan are shared as follows:SETTING UP A WEBSITELeading partner: Italia lavoro SpaMANAGEMENT, OPERATIONAL AND CO-ORDINATION ACTIVITIES, CONTROL OF FINANCIAL RESOURCESLeading partner: Ascoli Piceno District AuthorityTeam members: involvement of representatives of all the partner organizations who may give added value to the actionTHEME PLAN AND SOCIAL-ECONOMIC RESEARCHLeading partner: Ancona UniversityDRAFTING OF A LOCAL COVENANT FOR SOCIAL DEVELOPMENTLeading partners: Ascoli Piceno District Authority and partner municipalitiesTeam members: Asl 13, Asl 12, Asl 11, CNCA, Lega elle Cooperative, Consorzio Oltre, Consorzio Il Picchio, Confcooperative, CISL and CGILSERVICES TO SOCIAL ENTERPRISES TO FAVOUR ENTREPRENEURIAL AND MANAGERIAL GROWTHLeading partner (co-ordinating the office backup activities of the initiative): Consorzio Oltre and ConfcooperativeTeam members: Ascoli Piceno District Authority, CNCA, Lega delle Cooperative, Consorzio Il PicchioGRANTS/FUNDING/CREDIT FACILITIES/TAX RELIEFBsed upon the plan negotiated by the six local panels, the Ascoli Piceno District Authority shall grant funds/tax relief/credit facilities to social enterprisesINNOVATIVE TRAINING SERVICESLeading partner: `Coordinamento Nazionale Comunità di Accoglienza` and `Italia lavoro Spa`PROMOTION OF QUALITY INITIATIVES FOR CO-OPERATIVES BLeading partner (co-ordinating the office backup activities of the initiative): Lega delle CooperativeTeam members: Ascoli Piceno District Authority, CNCA, Consorzio Oltre, Consorzio Il Picchio and ConfcooperativePROMOTION OF QUALITY INITIATIVES FOR CO-OPERATIVES ALeading partner (co-ordinating the office backup activities of the initiative): Consorzio Il Picchio Team members: Ascoli Piceno District Authority, all the municipalities and Local Health Units involved in the project, CNCA, Lega delle Cooperative, Consorzio Oltre, Consorzio Il Picchio, Confcooperative , Ascoli Piceno AVM, Fermo AVMSOCIAL RESPONSIBILITIES ON BEHALF OF ENTERPRISESLeading partners: CGIL and CISLTeam member: Ascoli Piceno District AuthorityINFORMATION AND MAINSTREAMINGLeading partner: Ascoli Piceno District AuthorityTeam members: involvement of representatives of all the partner organizations who may give added value to the actionASSESSMENT AND MONITORINGLeading partner: Ascoli Piceno District AuthorityTeam members: involvement of representatives of all the partner organizations who may give added value to the actionTRANSNATIONAL ACTIVITIESLeading partner: Ascoli Piceno District AuthorityTeam members: involvement of representatives of all the partner organizations who may give added value to the actionRELATIONSHIPS WITH ALL THE AUTHORITIES INVOLVED AND FINANCIAL MANAGEMENT + CONTROLAs project manager of the partnership, the Ascoli Piceno District Authority is the reporting partner who will deal with the authorities involved. However, all partners aredirectly responsible for the correct financial and administrative management of the assigned budget.All partners agree and assure that the results of their project activities (products, tools, methods etc.) are advertised, publicized and made known to the general public in order to favour the horizontal and vertical mainstreaming process concerning the project.c)The sole reporting body responsible for the management of the relationships with the authorities involved is the project manager, whose tasks are as follows: 1) to provide financial, operational and procedural monitoring data; 2) to forward the data required for qualitative monitoring purposes; 3) to facilitate all audits and inspections carried out by EU officers, MLPS and Marche regional authorities or representatives of other appointed bodies, and provide all the necessary documents; 4) to manage any request for variations to the project and/or expense contra-entries, as well as drafting and forwarding enquiries, progress reports and final reports, certifications of all partnership expenditures, overall project statement of accounts. The project manager shall moreover deal with inspections, claims and appeals against budget item reductions and any other actions referred to specific requests by the authorities involved.It is self-evident that, with a view to the correct application of the provisions contained in the item herein, all partners must fully co-operate with the project manager and agree to comply with the latter`s requests concerning the project.d)The parties acknowledge that the project manager is the sole recipient of the funds granted to the partnership by the relevant authorities with a view to Action 2. The project manager therefore agrees to require the granting authority to pay out the funds in accordance with the conditions and terms provided for by the managing and funding authority. Subsequent transfers of funds from the project manager to the single partners shall be carried out according to the relevant payments made by the granting authority, as follows: 1) a proportional share according to the applicable expense budget shares; 2) refund of the actual expenses incurred; 3) the amount to be paid according to the contribution actually made by each partner; 4) a share calculated according to the assigned expense budget and the funds actually made available to the project manager by the managing and funding authority.The project manager agrees to draw up separate accounts and budgets for the partnership, referring to all project activities, as well as adopting suitable accounting systems for all the scheduled actions.As far as expenditure certifications are concerned, the project manager agrees to use the form provided by MLPS and the Marche region, and make all the relevant documents available for inspection.All partners are obliged to comply with any instructions given by the project manager on the matter, in order to ensure correct, justifiable management procedures.

Last update: 24-04-2002 dot Top


Amministrazione Provinciale di Ascoli Piceno

(----)
Piazza Simonetti, 36
63100 Ascoli Piceno
www.provincia.ap.it

Tel:0736/277312
Fax:0736/250006
Email:roberto.giovannozzi@provincia.ap.it

 
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:Public authority (national, regional, local)
Legal status:Public organisation
Size:>250
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

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The activities carried out by the Ascoli Piceno district authority in reference to its institutional role are beyond the scope of this section, as the regional evaluating body certainly has a great knowledge on the matter. With a view to the project herein, it seems therefore more interesting to report the full range of initiatives carried out over the past few years by the three councillors`offices whose activities deal with fields concerning the scope of `Equal`, i.e., social services, EC policies and job training. Job training and labour policy Within the context of job training, in compliance with the following laws and regional decrees: L 845/85, L.R. 16/90, L.R. 2/96, L.R. 31/98, L.R. 38/98, the authority managed courses on:- Initial training for the implementation of the objective of training requirements, as per art. 68 L. 144/99, - Apprenticeships; as per L. 196/97, art. 68 L. 144/99;- Continual and permanent training with subsequent activities of Planning, Evaluation, Approval, Management, reporting, supervising and monitoring.- ESF courses (six-year term 94/99 and new scheduling term 2000-06), ordinary funds, ministerial funding and acknowledged ministerial training courses (art.10 sub 2 L.R.16/90).- Through the Regional Job Training Schools, managed by the district authority, provincial local authorities, shared planning and management of projects dealing with Upper Education Integration (FIS and IFTS), in order to obtain professional degrees and post-graduate qualifications;For implementing active labour policies - L.R. 38/98 - the authority manages:- Activities for meeting job supply and demand, in compliance with law decree D.L. 181/2000;- Unemployment roll, with a view to the employment of registered unemployed citizens as civil servants - as per art.16 L.56/87 -, job redundancies- as per L. 223/91 and L. 236/93 -, employment as social service workers- as per l. 468/97, art. 7 -; - approval of on-site training employment contracts;- employment and job integration for the disabled, as per L. 68/99;- Provincial Labour Committee;- Initiatives aimed at supporting and creating new employment, in compliance with regional law bill L.R.31/97- Counselling activities: information, counselling and tutoring for the jobless, the unemployed, the employed and the underprivileged.The activities carried out by the Social Service Authority concern:- Co-ordination, promotion and support of municipal activities in the social services (see Regional Plan for an integrated service system 2000-02)- Activities increasing public awareness on issues concerning the underprivileged and social deprivation;- Youth policies, delegated to the management of the implementation of LR 46/95 as well as several local projects;- Policies supporting the handicapped, the underprivileged, the outcasts, the deviant and immigrants as well as activities for equal opportunities (against sex discrimination). The councillor`s office dealing with EC issues



Contact person(s)

Name First name Phone E-mail Responsibility
Giovannozzi Roberto 0736/277312 roberto.giovannozzi@provincia.ap.it Project manager on behalf of the Ascoli Piceno district authority

Last update: 24-04-2002 dot Top


Associazione Volontariato Marche, Comitato territoriale di Ascoli Piceno

(AVM AP)
Via Milano, 5
63100 Ascoli Piceno
www.csv.marche.it

Tel:800002625
Fax:0736/346265
Email:ascoli@csv.marche.it

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

Text available in

The local AVM branch aims at promoting, supporting and developing voluntary services through suitable means and initiatives in order to contribute to the growth of solidarity, by supporting and promoting the active involvement of citizens, organizations and individuals alike.Its main tasks include:
- Organization and management of services to the public at the Marche Voluntary Service Centre, in compliance with AVM Marche regulations;
- Supporting and favour relationships among voluntary organizations in the area and between these organizations and private and/or public education and training centres, businesses and the media; promote relationships and co-operation between voluntary organizations and local authorities;
- Promote initiatives to support voluntary services, support and promote suitable activities in order to remove the causes creating distress and unease, thus affecting human dignity and the standard of life;
- Promote voluntary commitment on behalf of associations and individuals.



Contact person(s)

Name First name Phone E-mail Responsibility
Sabbatini Ubaldo 800002625 ascoli@csv.marche.it Project manager on behalf of AVM - Ascoli Piceno branch

Last update: 24-04-2002 dot Top


Associazione Volontariato Marche, Comitato territoriale di Fermo

(AVM Fermo)
Piazzale Pelagallo, 2
63023 Fermo
www.csv.marche.it

Tel:800102625
Fax:0734/216706
Email:fermo@csv.marche.it

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

Text available in

The local AVM branch aims at promoting, supporting and developing voluntary services through suitable means and initiatives in order to contribute to the growth of solidarity, by supporting and promoting the active involvement of citizens, organizations and individuals alike.Its main tasks include:
- Organization and management of services to the public at the Marche Voluntary Service Centre, in compliance with AVM Marche regulations;
- Supporting and favour relationships among voluntary organizations in the area and between these organizations and private and/or public education and training centres, businesses and the media; promote relationships and co-operation between voluntary organizations and local authorities;
- Promote initiatives to support voluntary services, support and promote suitable activities in order to remove the causes creating distress and unease, thus affecting human dignity and the standard of life;
- Promote voluntary commitment on behalf of associations and individuals.



Contact person(s)

Name First name Phone E-mail Responsibility
Pascucci Rosario 800102625 fermo@csv.marche.it Project manager on behalf of AVM - Fermo branch

Last update: 24-04-2002 dot Top


Azienda Sanitaria ASL 12 di San Benedetto del Tronto

(ASL 12)
Via Manara, 3
63039 San Benedetto del Tronto
nessuno

Tel:0735/7931
Fax:0735/82184
Email:dir.gen.asl112@regione.marche.it

 
Responsibility in the DP:
Type of organisation:Other
Legal status:Public organisation
Size:>250
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

Text available in

The main activities carried out by the managing body are those typically assigned to Local Health Units. They basically concern promotion, maintenance and recovery of the physical and mental health of the entire population.The activities are carried out in the following operational settings:
- Hospital environment;
- Local health district;
- The prevention sector.



Contact person(s)

Name First name Phone E-mail Responsibility
Angelone Renato 0735/7931 dir.gen.asl12@regione.marche.it Project manager on behalf of local health unit ASL 12

Last update: 24-04-2002 dot Top


Azienda Sanitaria USL 13 Ascoli Piceno

(ASL 13)
Via degli IRIS
63100 Ascoli Piceno
www.asl13.marche.it

Tel:0736/358692
Fax:0736/42890
Email:asl@topnet.it

 
Responsibility in the DP:
Type of organisation:Other
Legal status:Public organisation
Size:>250
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

Text available in

The main activities carried out by the managing body are those typically assigned to Local Health Units. They basically concern promotion, maintenance and recovery of the physical and mental health of the entire population.The activities are carried out in the following operational settings:
- Hospital environment;
- Local health district;
- The prevention sector.



Contact person(s)

Name First name Phone E-mail Responsibility
Maresca Mario 0736/358692 asl@topnet.it Project manager on behalf of local health unit ASL 13

Last update: 24-04-2002 dot Top


CONFCOOPERATIVE DI Ascoli Piceno

(---)
Via Sacconi, 2
63100 Ascoli Piceno
confcooperative.it

Tel:0736/257215
Fax:0736/257269
Email:confcoop.ascoli@libero.it

 
Responsibility in the DP:
Type of organisation:Social economy enterprise
Legal status:Private
Size:Staff < 10
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

Text available in

- It represents and protects the moral and economic interests of its members and their partners within the district;
- Within its territory, it promotes new co-operative initiatives and the development of its members



Contact person(s)

Name First name Phone E-mail Responsibility
Di Egidio Maria Cristina 0736/257215 confcoop.ascoli@libero.it Project manager on behalf of Confcooperative - Ascoli Piceno

Last update: 24-04-2002 dot Top


Camera del Lavoro Territoriale di Ascoli Piceno - CGIL

(CDLT AP - CGIL)
Via Pretoriana, 55
63100 Ascoli Piceno
----

Tel:0736/24801
Fax:0736/252195
Email:-----

 
Responsibility in the DP:
Type of organisation:Trade Union
Legal status:Private
Size:Staff 50-250
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

Text available in

The Ascoli Piceno branch of work camerais the local section of one of the three main national trade unions (CGIL). Its main activities are those traditionally carried out by an organization to protect workers and to represent active partners on the job market and in labour policies.



Contact person(s)

Name First name Phone E-mail Responsibility
Colannino Angela 0736/24801 --- Project manager on behalf of CDLT AP

Last update: 24-04-2002 dot Top


Comune di Amandola

(---)
Piazza Risorgimento, 17
63021 Amandola
nessuna

Tel:0736/84071
Fax:0736/848037
Email:nessuna

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

Text available in

The main activities of the municipal administration may be determined in accordance with the Consolidation act of local authorities, entrusting the municipality with the following tasks (art. 13-18):
- Administrative functions concerning the population and the municipal territory, especially in personal and community services fields, distribution and use of the territory and economic development, except for any other functions explicitly assigned to other bodies by state or regional laws according to their relevant scope of activities;
- Implement decentralization and co-operation initiatives with other municipalities in the district;
- Manage poll services, the registry office, record office, military drafting and statistics;
As far as the scope of this project is concerned, the municipal administration is involved in the following responsibilities:
- Planning and management of social and support services within its territory;
- Providing adequate services and monitoring the quality of services entrusted to third parties (see social co-operative type B);
- Acknowledging organizations involved in providing personal services, in compliance with the provisions contained in law L. 328/2000 and the `Regional plan for an integrated system of social services and initiatives 2000-2002`.



Contact person(s)

Name First name Phone E-mail Responsibility
Rossi Franco 0736/84071 nessuna Project manager on behalf of Amandola municipality

Last update: 24-04-2002 dot Top


Comune di Ascoli Piceno

(---)
Piazza Arringo, 1
63100 Ascoli Piceno
www.comune.ap.it

Tel:0736/2981
Fax:0736/298206
Email:segreteriasindaco@comune.ap.it

 
Responsibility in the DP:
Type of organisation:Public authority (national, regional, local)
Legal status:Public organisation
Size:>250
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

Text available in

The main activities of the municipal administration may be determined in accordance with the Consolidation act of local authorities, entrusting the municipality with the following tasks (art. 13-18):- Administrative functions concerning the population and the municipal territory, especially in personal and community services fields, distribution and use of the territory and economic development, except for any other functions explicitly assigned to other bodies by state or regional laws according to their relevant scope of activities;- Implement decentralization and co-operation initiatives with other municipalities in the district;- Manage poll services, the registry office, record office, military drafting and statistics;As far as the scope of this project is concerned, the municipal administration is involved in the following responsibilities: - Planning and management of social and support services within its territory;- Providing adequate services and monitoring the quality of services entrusted to third parties (see social co-operative type B);- Acknowledging organizations involved in providing personal services, in compliance with the provisions contained in law L. 328/2000 and the `Regional plan for an integrated system of social services and initiatives 2000-2002`.



Contact person(s)

Name First name Phone E-mail Responsibility
Falciani Maria Angela 0736/298559 mariagela.falciani@comune.ap.it Project manager on behalf of Ascoli Piceno municipality

Last update: 24-04-2002 dot Top


Comune di Fermo

(---)
Via Mazzini, 4
63023 Fermo
www.fermo.net

Tel:0734/2841-284279
Fax:0734/229946
Email:carlo.servizi@libero.it

 
Responsibility in the DP:
Type of organisation:Public authority (national, regional, local)
Legal status:Public organisation
Size:>250
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

Text available in

The main activities of the municipal administration may be determined in accordance with the Consolidation act of local authorities, entrusting the municipality with the following tasks (art. 13-18):
- Administrative functions concerning the population and the municipal territory, especially in personal and community services fields, distribution and use of the territory and economic development, except for any other functions explicitly assigned to other bodies by state or regional laws according to their relevant scope of activities;
- Implement decentralization and co-operation initiatives with other municipalities in the district;
- Manage poll services, the registry office, record office, military drafting and statistics;
As far as the scope of this project is concerned, the municipal administration is involved in the following responsibilities:
- Planning and management of social and support services within its territory;
- Providing adequate services and monitoring the quality of services entrusted to third parties (see social co-operative type B);
- Acknowledging organizations involved in providing personal services, in compliance with the provisions contained in law L. 328/2000 and the `Regional plan for an integrated system of social services and initiatives 2000-2002`.



Contact person(s)

Name First name Phone E-mail Responsibility
Di Ruscio Saturnino 0734/2841 - 284279 carlo.servizi@libero.it Project manager on behalf of Fermo municipality

Last update: 24-04-2002 dot Top


Comune di Montegranaro

(---)
Piazza Mazzini, 1
63014 Montegranaro
www.comune.montegranaro.ap.it

Tel:0734/89791
Fax:0734/889991
Email:info@comune.montegranaro.ap.it

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

Text available in

The main activities of the municipal administration may be determined in accordance with the Consolidation act of local authorities, entrusting the municipality with the following tasks (art. 13-18):
- Administrative functions concerning the population and the municipal territory, especially in personal and community services fields, distribution and use of the territory and economic development, except for any other functions explicitly assigned to other bodies by state or regional laws according to their relevant scope of activities;
- Implement decentralization and co-operation initiatives with other municipalities in the district;
- Manage poll services, the registry office, record office, military drafting and statistics;
As far as the scope of this project is concerned, the municipal administration is involved in the following responsibilities:
- Planning and management of social and support services within its territory;
- Providing adequate services and monitoring the quality of services entrusted to third parties (see social co-operative type B);
- Acknowledging organizations involved in providing personal services, in compliance with the provisions contained in law L. 328/2000 and the `Regional plan for an integrated system of social services and initiatives 2000-2002`.



Contact person(s)

Name First name Phone E-mail Responsibility
Basso Giovanni 0734/89791 info@comune.montegranaro.ap.it Project manager on behalf of Montegranaro municipality

Last update: 24-04-2002 dot Top


Comune di Offida

(---)
Corso Serpente Aureo, 66
63035 Offida
www.topnet.it/comuneoffida

Tel:0736/889381
Fax:0736/889648
Email:munoff@topnet.it

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

Text available in

The main activities of the municipal administration may be determined in accordance with the Consolidation act of local authorities, entrusting the municipality with the following tasks (art. 13-18):
- Administrative functions concerning the population and the municipal territory, especially in personal and community services fields, distribution and use of the territory and economic development, except for any other functions explicitly assigned to other bodies by state or regional laws according to their relevant scope of activities;
- Implement decentralization and co-operation initiatives with other municipalities in the district;
- Manage poll services, the registry office, record office, military drafting and statistics;
As far as the scope of this project is concerned, the municipal administration is involved in the following responsibilities:
- Planning and management of social and support services within its territory;
- Providing adequate services and monitoring the quality of services entrusted to third parties (see social co-operative type B);
- Acknowledging organizations involved in providing personal services, in compliance with the provisions contained in law L. 328/2000 and the `Regional plan for an integrated system of social services and initiatives 2000-2002`.



Contact person(s)

Name First name Phone E-mail Responsibility
D`Angelo Lucio 0736/889381 munoff@topnet.it Project manager on behalf of Offida municipality

Last update: 24-04-2002 dot Top


Comune di Petritoli

(---)
Piazza Mazzini, 22
63027 Petritoli
nessuno

Tel:0734/658141
Fax:0734/658880
Email:Petritoli@provincia.ap.it

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

Text available in

The main activities of the municipal administration may be determined in accordance with the Consolidation act of local authorities, entrusting the municipality with the following tasks (art. 13-18):
- Administrative functions concerning the population and the municipal territory, especially in personal and community services fields, distribution and use of the territory and economic development, except for any other functions explicitly assigned to other bodies by state or regional laws according to their relevant scope of activities;
- Implement decentralization and co-operation initiatives with other municipalities in the district;
- Manage poll services, the registry office, record office, military drafting and statistics;
As far as the scope of this project is concerned, the municipal administration is involved in the following responsibilities:
- Planning and management of social and support services within its territory;
- Providing adequate services and monitoring the quality of services entrusted to third parties (see social co-operative type B);
- Acknowledging organizations involved in providing personal services, in compliance with the provisions contained in law L. 328/2000 and the `Regional plan for an integrated system of social services and initiatives 2000-2002`.



Contact person(s)

Name First name Phone E-mail Responsibility
Maccaferro Achille 0734/658141 petritoli@provincia.ap.it Project manager on behalf of Petritoli municipality

Last update: 24-04-2002 dot Top


Comune di Porto Sant`Elpidio

(---)
Via Garibaldi, 17
63018 Porto Sant`Elpidio
www.porto-sant-elpidio.it

Tel:0734/9081
Fax:0734/909783
Email:portosantelpidio@datacenter.it

 
Responsibility in the DP:
Type of organisation:Public authority (national, regional, local)
Legal status:Public organisation
Size:Staff 50-250
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

Text available in

The main activities of the municipal administration may be determined in accordance with the Consolidation act of local authorities, entrusting the municipality with the following tasks (art. 13-18):
- Administrative functions concerning the population and the municipal territory, especially in personal and community services fields, distribution and use of the territory and economic development, except for any other functions explicitly assigned to other bodies by state or regional laws according to their relevant scope of activities;
- Implement decentralization and co-operation initiatives with other municipalities in the district;
- Manage poll services, the registry office, record office, military drafting and statistics;
As far as the scope of this project is concerned, the municipal administration is involved in the following responsibilities:
- Planning and management of social and support services within its territory;
- Providing adequate services and monitoring the quality of services entrusted to third parties (see social co-operative type B);
- Acknowledging organizations involved in providing personal services, in compliance with the provisions contained in law L. 328/2000 and the `Regional plan for an integrated system of social services and initiatives 2000-2002`.



Contact person(s)

Name First name Phone E-mail Responsibility
Petrini Paolo 0734/9081 portosantelpidio@datacenter.it Project manager on behalf of Porto Sant`Elpidio municipality

Last update: 24-04-2002 dot Top


Comune di San Benedetto del Tronto

(---)
Viale De Gasperi, 124
63039 San Benedetto del Tronto
www.comune.san-benedetto-del-tronto.ap.it

Tel:0735/794270
Fax:0735/794243
Email:desantisa@comune.san-benedetto-del-tronto.ap.it

 
Responsibility in the DP:
Type of organisation:Public authority (national, regional, local)
Legal status:Public organisation
Size:>250
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

Text available in

The main activities of the municipal administration may be determined in accordance with the Consolidation act of local authorities, entrusting the municipality with the following tasks (art. 13-18):
- Administrative functions concerning the population and the municipal territory, especially in personal and community services fields, distribution and use of the territory and economic development, except for any other functions explicitly assigned to other bodies by state or regional laws according to their relevant scope of activities;
- Implement decentralization and co-operation initiatives with other municipalities in the district;
- Manage poll services, the registry office, record office, military drafting and statistics;
As far as the scope of this project is concerned, the municipal administration is involved in the following responsibilities:
- Planning and management of social and support services within its territory;
- Providing adequate services and monitoring the quality of services entrusted to third parties (see social co-operative type B);
- Acknowledging organizations involved in providing personal services, in compliance with the provisions contained in law L. 328/2000 and the `Regional plan for an integrated system of social services and initiatives 2000-2002`.



Contact person(s)

Name First name Phone E-mail Responsibility
De Santis Antonio 0735/794270 desantisa@comune.san-benedetto-del-tronto.ap.it Project manager on behalf of San Benedetto del Tronto municipality

Last update: 24-04-2002 dot Top


Consorzio IL PICCHIO Soc. Coop Sociale a.r.l.

(---)
Via Lungo Castellano Sisto V°, 56
63100 Ascoli Piceno
www.ilpicchio.it

Tel:0736/256417
Fax:0736/258377
Email:iride@mercurio.it

 
Responsibility in the DP:
Type of organisation:Social economy enterprise
Legal status:Private
Size:>250
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

Text available in

`Il Picchio`, an association of social co-operatives, was established in 1997, with the specific purpose of stimulating co-operation among the existing co-operatives operating on national territory, aiming at promoting human dignity and social opportunities for the underprivileged and borderline cases.Moreover, the ordinary activities of the association deal with the implementation and management of support services to its member co-operatives as well as providing, directly or through its members, all services concerning the following sectors: social and health services, education, tourism, job training with the contribution of the district authority and the European Social Fund; informing and increasing the awareness of citizens on social issues, co-operating with private or public bodies in managing its services, directly managing public and private institutions as well as hotels, hostels and restaurants.The association operates in the following fields: services to the elderly through the management of retirement centres, rest-homes, R.S.A., home support; services to children through educational entertainment, management of nursery schools and crèches, school support; services to the handicapped through the management of daytime centres and boarding homes, school and home support; transport, tourism, catering, cleaning services for housing and industrial buildings, car park management, freight and carrier services, services to company`s production departments, outsourcing, school transport and transport of sick people in ambulances on behalf of the Green Cross. It has an annual turnover of over 40 billion and 1500 partners. For the past 18 months Il Picchio has been working on the procedure required to obtain ISO 9002 certification for all its members in all its operational settings.



Contact person(s)

Name First name Phone E-mail Responsibility
Angelozzi Rosa 0736 256417 angerosall@libero.it Project manager on behalf of Il Picchio association

Last update: 24-04-2002 dot Top


Coordinamento Nazionale Comunita` di Accoglienza

(CNCA)
Via G. Baglivi, 8
00161 Roma
www.cnca.it

Tel:06/44230395
Fax:06/44117455
Email:cnca.progetti@flashnet.it

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

Text available in

CNCA, established in 1982, now includes about 280 federally-organized groups, located in 14 regional areas. It comprises 2.149 facilities, among which 177 co-operatives, screening centres, daytime support centres, study centres, laboratories and farms, Cag and Cig, road projects, employment support, training centres. It employs a staff of 11.925, of whom 6.570 are volunteers and 814 objectors to military service. It mainly deals with issues concerning drug-addicts and distressed minors in difficulty ; namely: prison, alcoholism, troublesome youth, psychological problems, AIDS, physical handicaps, borderline families, support to distressed women, immigration, homelessness, prostitution. Support has been given to 23.759 individuals and contacts have been made with 102.665 cases.To date, thanks to its organizational structure, the Federation has promoted over 35 projects, covering an overall budget well beyond 40 billion ITL.Its initiatives have helped CNCA acquire considerable experience and knowledge of the trends and demand of professional skills, thus continuously monitoring the development of the reference context and gaining remarkable competence in understanding and promoting non-profitable activities in Italy. Within the Ascoli Piceno district, C.N.C.A. boasts several organizations spread throughout the territory and co-ordinated by an operational office. The groups involved have effectively contributed to the development of social economy. The Federation includes the following communities, centres and associations: Comunità di Capodarco, Arcobaleno association, La Speranza association, La Speranza social co-operative, Farsi Prossimo, Cogito co-operative, Ama-Aquilone association, Service Coop co-operative, among others .



Contact person(s)

Name First name Phone E-mail Responsibility
Bertoldi Giordana 06/44230395 cnca.progetti@flashnet.it Project manager on behalf of the CNCA

Last update: 24-04-2002 dot Top


Italia Lavoro S.p.A.

(---)
Via Ostiense 131/L
00154 Roma
www.italialavoro.it

Tel:06/570121
Fax:06/5757220
Email:rrotundo@italialavoro.it

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

Text available in

Italia Lavoro is the national agency created by the Ministry of Labour to develop active employment policies with particular focus on the weaker brakckets of population in high-unemployment areas. The capital of the company is held by the Ministry of the Treasury and the operating methods are privatistic but with public purposes. Furthermore, through a regionally organised strucutre, it offers assistance and couselling services for local development and the growth of territorial systems. IL addresses Public Administration departments, Enterprises and Workers, on the basis of the new responsibilities granted to the Regional Authorities and of the action strategies defined at the European level. IL promotes enterprises and consortia for targeted markets and specific actions:cultural heritage, environment, personal services, co-operation, training, multimedia technologies and joint ventures.The company`s ongoing programmes focus on: assisting the launching of the new Employment Services, socially inserting and integrating immigrants, disabled persons as well as ex-offenders, finding stable jobs for Socially Useful Workers and monitoring the relevant regional policies. IL has been entrusted by the Ministry of Labour with implementing a project for teaching computer science and the English language to young people aged 16 to 32 residing in Southern Italy. The action involves 60,000 persons, who are provided with a computer for distance learning. In the following phase and after certification of the skills acquired, job-seeking assistance will be offered. IL as prepared a programme for assisting the launching of the Employment Services in order to monitor the action techniques, match labour demand and supply, improve the design and assistance to the territory, and develop the necessary technological support. The immigration project envisages : technical assistance for the social inclusion and integration of immigrants in Italy, also through the Employment Services, the organisation and qualification of the inflows, reception and job insertion within the territory. The action focusing on the disabled envisages assistance to the Employment Services, as a result of the implementation of the ` compulsory job placement ` law, through the supply of technical aids for the job insertion of handicapped persons. Other actions promoted include research, development, and the application of Information Technologies, also through distance learning. With regard to Socially Useful Jobs (` Off ` Project), IL has created a database of 110,000 workers, carried out 65,000 interviews, and networked 45,000 professional profiles. 18,000 job opportunities have been identified, also through the setting-up of joint ventures and co-operatives within the framework of public services and direct placement businesses. IL is creating an online Portal that will make available instruments for selection and guidance, distance learning, databases, access to a well-structured information



Contact person(s)

Name First name Phone E-mail Responsibility
Di Corcia Andrea 06/57012282 - 382 adicorcia@italialavoro.it Project manager on behalf of Italia Lavoro Spa

Last update: 24-04-2002 dot Top


Lega regionale cooperative e mutue delle marche - sede prov. di Ascoli Piceno

(---)
Via L.go Parisani
63100 Ascoli Piceno
www.marche.legacoop.it

Tel:0736/253528
Fax:0736/253528
Email:ascolipiceno@marche.legacoop.it

 
Responsibility in the DP:
Type of organisation:Social economy enterprise
Legal status:Private
Size:Staff 10-50
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

Text available in

- Promotion and development of co-operation;
- Improvement of its members` entrepreneurial activities
- Acting on behalf of its members when dealing with institutions and public administration
- Supporting and protecting the co-operatives` competitiveness
- Supporting business relations with companies in the area;



Contact person(s)

Name First name Phone E-mail Responsibility
Mattioli Simone 0736/253528 ascolipiceno@marche.legacoop.it Project manager on behalf of Legacoop.

Last update: 24-04-2002 dot Top


OLTRE Consorzio cooperative sociali Soc. Coop a.r.l.

(---)
Largo Parisani, 4/6
63100 Ascoli Piceno
-----

Tel:0736/390497
Fax:0736/399028
Email:s.ranieri@coopres.it

 
Responsibility in the DP:
Type of organisation:Social economy enterprise
Legal status:Private
Size:Staff < 10
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

Text available in

The scope of the association involves the following activities:
- Stimulating co-operation among co-operatives with the purpose of human promotion;
- Either directly or through its members, implementing and managing activities concerning the underprivileged, also providing them with job opportunities, in compliance with artt. 4 L. 381/91.
- Managing educational, social and health services of the following types: home, local, semi-boarding and boarding, to the following categories: minors, disorientated or troublesome minors, the elderly, the handicapped, the mentally disabled, drug-addicts, patients suffering from terminal illnesses, alcoholics, ex- prisoners and non-EC residents.



Contact person(s)

Name First name Phone E-mail Responsibility
Macerata Mauro 0736/390497 s.ranieri@coopres.it Project manager on behalf of Consorzio Oltre

Last update: 24-04-2002 dot Top


Unione sindacale territoriale CISL Ascoli Piceno

(CISL AP)
C.so Vittorio Emanuele, 37
63100 Ascoli Piceno
www.cisl.it

Tel:0736/24951
Fax:0736/249526
Email:cislap@tin.it

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

Text available in

The Ascoli Piceno branch of CISL trade union is the local section of one of the three main national trade unions. Its main activities are those traditionally carried out by an organization to protect workers and to represent active partners on the job market and in labour policies



Contact person(s)

Name First name Phone E-mail Responsibility
Angelini Antonio 0736/24951 cislap@tin.it Project manager on behalf of CISL union

Last update: 24-04-2002 dot Top


Unita` Sanitaria USL 11 Fermo

(ASL 11)
Via Zeppilli, 18
63023 Fermo
---

Tel:0734/625111
Fax:0734/625019
Email:asl11segreteria@asl11.marche.it

 
Responsibility in the DP:
Type of organisation:Other
Legal status:Public organisation
Size:>250
NUTS code:ASCOLI PICENO
Date of joining / leaving:27-08-2001 /

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The main activities carried out by the managing body are those typically assigned to Local Health Units. They basically concern promotion, maintenance and recovery of the physical and mental health of the entire population.The activities are carried out in the following operational settings:
- Hospital environment;
- Local health district;
- The prevention sector.



Contact person(s)

Name First name Phone E-mail Responsibility
Sebastiani Maurizio 0734/625111 asl11segreteria@asl11.marche.it Project manager on behalf of local health unit ASL 11

Last update: 24-04-2002 dot Top


Universita degli Studi di Ancona - Istituto di Studi Storici, Sociologici

(---)
Piazzale Martelli, 8
60100 Ancona
www.econ.unian.it

Tel:071/2207151
Fax:071/2207150
Email:ascoli@posta.econ.unian.it

 
Responsibility in the DP:
Type of organisation:University / Research organisation
Legal status:Public organisation
Size:Staff 10-50
NUTS code:ANCONA
Date of joining / leaving:27-08-2001 /

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The University has been involved in the studies of social policies for over twenty years. All the lecturers have dealt with global analyses focused on both the Italian welfare system and the welfare system in other Western countries.In-depth, studies on single sectors have moreover been carried out, such as dedicated studies on the health and education systems, pension schemes and welfare services.One of the basic study directions adopted in the past decade dealt with the privatisation of the welfare system and the growing role played by private partners, such as the `Third Sector`, within social security systems.



Contact person(s)

Name First name Phone E-mail Responsibility
Ascoli Ugo 071/2207151 ascoli@posta.econ.unian.it Project manager on behalf of University of Ancona

Last update: 24-04-2002 dot Top



 
 
 
 

 
 
 
 

 
 
 
 
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Patto per l`economia sociale - L`innovazione nelle iniziative locali di sviluppo

Rationale

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Ragionare come fa Equal sulla economia sociale nell`ambito del pilastro imprenditorialità, corrisponde alla costruzione di politiche di inclusione sociale nelle quali si sostengono i soggetti in situazione di bisogno, sia tramite interventi di assistenza e promozione del benessere (cooperazione sociale di tipo A), sia tramite l`integrazione occupazionale di soggetti con difficoltà di inserimento nel mercato del lavoro (cooperazione sociale di tipo B). Un intervento di questo tipo deve comunque fare i conti con la situazione attuale del contesto marchigiano (ed in modo particolare nell`ascolano) dell`economia sociale. Un contesto che potremmo definire largamente immaturo e che necessita di essere accompagnato verso un salto di qualità significativo rispetto a tutte le dimensioni che lo caratterizzano. Rispetto alla cooperazione che eroga servizi socio assistenziali ed educativi, si tratta di sostenere una salto verso la qualificazione delle imprese in tutte le loro dimensioni. Un salto rispetto alla qualità dei servizi offerti e alla capacità di strutturarsi in funzione del perseguimento della stessa, sia essa intesa come qualità organizzativa, come qualità tecnica, come qualità percepita. Un salto verso la capacità di offrire elementi di valutazione dei servizi e di soddisfazione sia alla committenza che all`utenza. Un salto verso la necessità di strutturare sistemi di rendiconto sociale in diretta conseguenza di quella missione che le cooperative sono chiamate a svolgere per loro stessa natura costitutiva (vedi legge 381/91). Il problema è in sostanza che le imprese del nostro territorio sembrano al momento impreparate a sostenere un cambiamento complessivo che sta in essere, determinato dalla nuova legislazione sociale sia nazionale che regionale. Tali normative porteranno come conseguenza che, sul mercato, saranno in condizione di operare con successo solo quelle imprese che avranno la capacità tecnica per garantire la qualità sia nei loro processi che nei loro risultati; quelle imprese che si garantiranno una capacità di connessione con la rete territoriale in un sistema di definizione dei propri servizi di tipo multi-stakeholder; quelle imprese che diventeranno culturalmente e tecnicamente capaci di partecipare al processo di pianificazione locale delle politiche sociali; quelle imprese che abbandoneranno un modello di semplice gestore di servizi al minor costo possibile. Siamo ad un bivio: o si lavora in tal senso oppure le imprese sociali di questo territorio sono destinate ad uscire progressivamente dal mercato. Al momento un altro problema rilevante appare anche quello di creare una sensibilità verso questo scenario da parte del management delle imprese sociali. Un salto che in questa fase viene richiamato anche dalla necessità di riformare la legge regionale n. 50 del 1995 andando a regolamentare una materia - quella dei contratti e convenzioni con le cooperative sociali - che deve aprire i propri orizzonti alla nuova impostazione nella concessione dei servizi cui richiamano le nuove normative e ad un regime che dovrà andare necessariamente verso logiche di accreditamento. Un salto verso la costruzione di quella capacità di coprogettazione che partecipa alla definizione delle politiche sociali e non costringe le organizzazioni al ruolo di semplice erogatore di servizi. Salto che comporta il dotare la nostra imprenditoria sociale di una reale capacità di confronto con la domanda sociale diffusa e non dei semplici compilatori di formulari e documentazioni da presentare alle gare di appalto. Questi elementi di qualità del servizio erogato e di partecipazione alla definizione delle politiche territoriali, fanno però il paio con un problema di diffusa debolezza organizzativa di tali imprese che molto spesso hanno carenza rispetto proprio alle qualità aziendali della loro organizzazione. Su questo versante diviene necessario individuare strumenti che aiutino anche da un punto di vista organizzativo un miglioramento strutturale delle aziende sociali in oggetto.Rispetto alla cooperazione di integrazione lavorativa (quella di tipo B), il salto da compiere è ancora più grande. La situazione attuale è quella di una diffusa immaturità imprenditoriale e di una incapacità evidente del settore di cogliere le sfide di partecipazione al mercato del lavoro che comporta la costituzione di questo tipo di impresa. La situazione attuale vede una cooperazione di tipo B quantitativamente esigua, economicamente debole (la maggior parte delle aziende hanno una situazione economica di difficoltà), e molto centrata su settori fortemente dipendenti da commesse pubbliche. Si tratta in maniera significativa di una economia che potremmo definire assistita: assistita - ci si passi il termine forte - in quanto agisce quasi esclusivamente sul settore della manutenzione del verde, della gestione di servizi di pulizia per gli enti locali e di servizi simili. Servizi che vengono spesso acquisiti tramite una trattativa privata sulla base di `meriti sociali` (come previsto dalla legge). Manca completamente una capacità di posizionamento sul mercato e di confronto e competizione con soggetti for profit. Manca una distribuzione e una azione su settori differenti del mercato del lavoro e spesso proprio su quelli maggiormente trainanti, sia rispetto al particolare contesto industriale ed economico locale, sia rispetto alle attività innovative che conoscono significativi trend di crescita. Manca anche una capacità di utilizzo dei pochi strumenti che sono a disposizione nell`ambito di interventi di sostegno per la creazione di impresa e/o per la sua espansione.Tale quadro complessivo delle imprese sociali di inserimento lavorativo sconta la più generale crisi economica che nella nostra provincia determina tempi più lenti e trend di sviluppo non al passo con le statistiche del resto della regione. Ma sconta anche una generale immaturità del settore in tutte le sue componenti; come sconta anche una concezione che sta portando questa tipologia di impresa a definirsi come una sorta di ghetto al quale sono destinati i lavoratori svantaggiati, rispetto ai quali il resto dei comparti produttivi può declinare qualunque responsabilità rispetto alla immissione sul mercato del lavoro. Diviene quindi necessario operare in funzione di una connessione complessiva di questa tipologia imprenditoriale con il mercato del lavoro e con gli altri soggetti economici. Intervenire rispetto ad una generale mancanza di relazioni significative con le aziende profit, rispetto alle quali costruire accordi commerciali, economie di sistema, relazioni di scambio, servizi finalizzati all`inserimento, partnership su progetti e concertazione di interventi locali. Diviene necessario lavorare verso questo sistema di connessioni (ed in questo senso Equal con la sua stessa struttura centrata sul tema della PS diviene elemento trainante anche in termini culturali) per poter costruire elementi di cambiamento del mercato locale favorevoli ad una situazione occupazionale largamente insoddisfacente (in special modo nel territorio della vallata del Tronto) soprattutto se andiamo a confrontare questa situazione con quella del resto del territorio regionale nel quale i tassi di disoccupazione sono bassissimi grazie anche alla capacità del tessuto industriale di assorbire largamente la manodopera locale. Un sistema di connessioni che deve permettere un generalizzato salto culturale - e conseguentemente sociale - per il quale le aziende pongono attenzione alla relazione sociale e alla costruzione di dinamiche lavorative maggiormente attente ai valori di inclusione sociale. Infatti l`altro elemento problematico della situazione è quello relativo al modello della relazione industriale che si crea nel nostro territorio. Un modello finalizzato in maniera esclusiva alla produttività, che con dinamiche di relazione centrate su un `committment morale` alla realtà aziendale determinano un basso livello di attenzione verso le esigenze relazionali e di affermazione dell`individuo. Chiaramente questo modello diviene ancora più escludente rispetto a soggetti che vivono problematiche di svantaggio sociale e determina difficoltà di accesso al mercato del lavoro o anche difficoltà di `sostenibilità` della relazione sociale. Vengono così a definirsi in maniera crescente problematiche connesse alla natura della relazione e alla progressiva fuoriuscita di questi soggetti dal mercato del lavoro oppure alla presenza di percorsi di lavoro estremamente tortuosi con frequenti fuoriuscite e rientri in contesti differenti e la conseguente progressiva perdita di identità professionale e di ruolo sociale. In alcuni casi esistono anche problemi più complessivi connessi alla scarsa capacità di applicazione di specifiche leggi a carattere sociale che rimangono sostanzialmente sulla carta e/o conoscono iter di applicazione molto lenti. Pensiamo in particolare alla legge 68 di riforma del collocamento obbligatorio che rimane in sostanza inapplicata e che determina la mancanza totale di accesso al mercato del lavoro di soggetti con disabilità. Ma potremmo pensare anche al modo in cui finora è stata allocata la legge 2 sulla immigrazione che ha determinato interventi di carattere secondario, che poco hanno inciso sulle problematiche più significative dei soggetti destinatari. In questo senso pensiamo che sia necessaria una politica nella quale sempre più la concertazione con i soggetti cui gli interventi sono destinati, venga legata a delle linee di sviluppo strategico e non semplicemente alla tutela assistenziale di interessi passivi.

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Objective

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La definizione degli obiettivi della proposta progettuale scaturisce dai più recenti orientamenti elaborati dall`Unione a sostegno della strategia europea per l`occupazione. Nello specifico, dopo anni di intensa sperimentazione condotta con il contributo della precedente fase di programmazione dei Fondi Strutturali, si è acquisita la consapevolezza che le possibilità di sviluppo del mercato del lavoro si basano sempre di più sul paradigma delle `iniziative locali per lo sviluppo dell`occupazione` (LDEI) (cfr. COM (2000) n. 196 `Agire a livello locale in materia di occupazione - Dare una dimensione locale alla strategia europea per l`occupazione) e sul mainstreaming di metodologie e strumenti già sperimentati nell`ambito delle iniziative Occupazione ed Adapt, dei patti territoriali, delle azioni pilota `Terzo Settore` e della misura `Capitale locale per scopi sociali`.Lo sviluppo locale dell`Occupazione rappresenta quindi una priorità orizzontale del nuovo regolamento del FSE, che trova riscontro in tutti i documenti di programmazione nazionali e regionali.E` in questo contesto (ma anche alla luce di quanto si è appreso dalle precedenti esperienze e sulla base dei suggerimenti del Parlamento Europeo, del Comitato delle Regioni e del Comitato economico e sociale) che il progetto si pone l`obiettivo generale di promuovere l`elaborazione e la sperimentazione di `patti per l`Economia Sociale` che contribuiscano alla crescita, alla sostenibilità ed alla qualità delle imprese e dei servizi, attraverso un processo condiviso di programmazione negoziata.Queste finalità, in linea con quanto definito in entrambi i macro-ambiti di intervento del II° asse di Equal, può essere opportunamente declinata in una serie di sub-obiettivi specifici, che contribuiscono ad esplicitare con maggior dettaglio la mission del progetto.
Sub-obiettivo 1: Acquisire una mappa cognitiva esaustiva degli elementi che condizionano il potenziale endogeno ed esogeno di sviluppo delle Imprese Sociali, al fine di elaborare strategie integrate di intervento, su base locale, in grado di sostenere adeguati processi di sviluppo, anche attraverso l`offerta di servizi reali e sostegni, incentivi, agevolazioni finanziarie.
Sub-obiettivo 2: Promuovere la definizione di rapporti collaborativi tra tutti i responsabili dello sviluppo locale (Pubbliche Amministrazioni, Servizi per l`Impiego, Imprese, Parti Sociali, Terzo Settore), mediante il consolidamento, la sostenibilità e l`animazione delle reti e l`implementazione di metodologie di lavoro che si fondano sul network di tutti gli interlocutori.
Sub-obiettivo 3: Promuovere lo sviluppo imprenditoriale e manageriale dell`economia sociale mediante interventi innovativi (coaching, tutoring, formazione just in time e focus groups) che consentano di accrescerne il livello di competitività, di efficienza e di agevolarne l`adattamento organizzativo alle dinamiche evolutive del mercato di riferimento (riforma dei servizi socio-assistenziali, outsourcing aziendale, affidamento di servizi e commesse da parte della Pubblica Amministrazione, emersione di segmenti di mercato sommerso e nascita di nuovi bisogni).
Sub-obiettivo 4: Elaborare, sperimentare e validare metodi di valutazione della qualità delle imprese no-profit, capaci di integrare in un quadro sistemico le due dimensioni, economica e sociale, che caratterizzano le organizzazioni di Terzo Settore. Le strategie di attuazione di questo obiettivo non potranno in particolare prescindere dalla `legge quadro per la realizzazione di un sistema integrato di interventi e servizi sociali` 328/2000 e dal `piano regionale per un sistema integrato di interventi e servizi sociali 2000/2002`, al fine di integrare l`attenzione che Equal pone alla qualità dei servizi con le politiche di accreditamento e di tutela all`utenza.
L`elaborazione della strategia generale del progetto si fonda su alcuni approcci specifici:
1) L`attenzione posta allo sviluppo locale quale ambito in cui possono essere meglio identificati i bisogni impliciti o disattesi e in cui può essere più efficacemente organizzato il mercato del lavoro. Il territorio rappresenta in questa logica non solo lo spazio per l`applicazione di decisioni prese altrove, ma soprattutto il luogo in cui è possibile combinare vari strumenti e mettere a punto modalità innovative per la promozione dello specifico contesto socio-economico.
2) L`adozione di un approccio integrato e sistemico, che consenta di ricondurre tutte le politiche e le azioni sperimentate all`interno di un quadro di riferimento univoco, capace di assicurarne l`efficacia e valorizzare le potenziali sinergie reciproche.
3) L`adozione di metodologie di `lavoro per obiettivi` e di `workflow management` quale approccio in grado di assicurare l`efficacia dell`intervento, la sua riorganizzazione, anche in itinere, ed il conseguimento di un adeguato rapporto costi/benefici.
4) Conferire valore aggiunto alle precedenti azioni condotte sul programma Occupazione ed Adapt. La presenza di partners che hanno maturato significative esperienze nella gestione delle precedenti iniziative comunitarie, consente di capitalizzare i risultati ottenuti e di innovare in senso migliorativo i processi, gli obiettivi ed i contesti di intervento.
5) L`approccio alla programmazione. Attraverso il coinvolgimento di tutti gli interlocutori territoriali, si provvede all`individuazione delle risorse, opportunità e vincoli che condizionano lo sviluppo locale; alla definizione degli obiettivi e dei risultati attesi ed alla costruzione degli interventi e delle metodologie di azione più idonee.
6) L`integrazione nell`ambito delle strategie locali per l`occupazione, delle politiche e delle iniziative di settore (innovazione, ambiente, qualità, cultura, turismo, etc.), al fine di coordinare gli interventi in un quadro logico unitario che concorra a evitare il rischio di inutili frammentazioni e consenta di sfruttare tutte le potenziali sinergie.
7) L`utilizzo delle Tecnologie di Informazione e Comunicazione (T.I.C.) per il Management del progetto. Nel corso degli ultimi anni, l`Information Society sta permeando esponenzialmente tutti gli ambiti dell`attività sociale ed economica del mondo intero. In questo contesto, il progetto compie quindi la scelta strategica di valorizzare il contributo delle moderne tecnologie, attraverso la costruzione di un digital and technological framework, a supporto della gestione della partnership, nonché dei flussi informativi e di lavoro ad essa correlati.
8) Pari opportunità tra uomini e donne, attraverso metodologie consolidate di:
- Analisi comparativa di genere, mediante la definizione di strategie ed azioni che tengano conto della diversità dei sessi.
- Programmazione secondo la specificità di genere, attraverso un approccio attivo alla programmazione che considera il genere quale variabile e criterio determinante delle scelte politiche e delle metodologie di intervento.
- Valutazione di impatto rispetto al sesso: con l`obiettivo di strutturare percorsi di valutazione delle strategie accertandone l`eventuale impatto differenziale sulle donne e sugli uomini, al fine di adattare tali proposte e neutralizzarne gli effetti discriminatori.
9) l`adozione di un approccio Bottom up - ascendente che, attraverso il coinvolgimento diretto di tutti gli interlocutori chiave e dei destinatari finali del progetto, consente di definire obiettivi, metodologie ed azioni in grado di rispondere alle reali e concrete esigenze del territorio.
10) La valorizzazione della dimensione transnazionale del progetto, che risulta imprescindibile per superare il rischio di parzialità di prospettive e di impostazioni autoreferenziali. In particolare, la collaborazione attiva a livello transnazionale contribuisce ad attribuire al progetto una vision più ampia e rappresentativa, presupposto per assicurare validazione e trasferibilità all`intervento complessivo.
11) L`attenzione posta alla partnership. Questo presupposto strategico si fonda su quattro principi essenziali:
- L`empowerment, vale a dire l`effettiva partecipazione di tutti i partner ai processi decisionali;
- La trasparenza, dei processi interni ed esterni, nella gestione delle singole attività e delle risorse pubbliche;
- Lo spirito di cooperazione. Il partenariato deve poter provare la sua capacità e la sua volontà di operare in un contesto di cooperazione transnazionale, chiarendo quale valore aggiunto deriverà da tale cooperazione transnazionale nell`attuazione delle varie componenti del programma di lavoro.
- L`assunzione congiunta di tutte le responsabilità connesse alla gestione progettuale.

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Innovation

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L`impostazione dell`intervento consente di delineare un`innovazione trasversale che si muove lungo due direttrici fondamentali (Cfr. ``La strategia di Equal per l`Innovazione`):

1. L`esigenza di coniugare lo sviluppo locale, lo sviluppo sociale e lo sviluppo occupazionale, attraverso l`elaborazione di processi condivisi di coesione che siano in grado di:
§ Valorizzare le risorse, le professionalità e la vocazione imprenditoriale del territorio;
§ Promuovere la collaborazione tra aree caratterizzate da un differente livello di sviluppo, al fine di ridurre la divaricazione territoriale che caratterizza la geografica socio-economica dell`Unione.

2. L`integrazione stabile tra le politiche per il lavoro e le politiche sociali. L`elaborazione di modelli di programmazione negoziata che tendono ad avvicinarsi sempre di più ai cittadini, non può prescindere dal prendere in considerazione l`insieme complesso, ma imprescindibile dei loro bisogni/diritti. Le iniziative locali per lo sviluppo dell`economia sociale rappresentano in questo contesto una strategia virtuosa per coniugare le due dimensioni in una logica solidaristica e di cittadinanza attiva, capace di generare utili sinergie tra percorsi di inserimento lavorativo e di inclusione sociale.

L`innovatività della proposta può quindi essere declinata come segue:

Innovazione di contesto:
§ Creazione di rapporti collaborativi tra tutti gli attori socio-economici, agevolando la diffusione di una cultura del network che consenta di programmare lo sviluppo sulla base di metodologie di concertazione validate;
§ Rafforzamento delle competenze manageriali ed imprenditoriali dell`economia sociale, che consentano di migliorare la gestione del contracting out e sostengano lo sviluppo delle innumerevoli realtà organizzative;
§ Perseguimento di obiettivi di coesione adeguati e sostenibili, che comprendano lo sviluppo economico-occupazionale, lo sviluppo sociale e più elevati standard di qualità della vita

Innovazione di processo:
§ Promozione di un lavoro transnazionale, finalizzato a creare metodi, approcci e strumenti validati per la gestione di processi condivisi di programmazione negoziata in grado di contribuire allo sviluppo dell`economia sociale;
§ Elaborazione e sperimentazione di modelli di valutazione della qualità delle imprese no profit, capaci di integrare le due dimensioni, economica e sociale, che caratterizzano il Terzo Settore.

Innovazione di obiettivi:
§ Elaborazione di un quadro organico di riferimento, a livello europeo, nazionale e locale, per la costruzione di iniziative locali per lo sviluppo dell`economia sociale che sappiano valorizzare il ruolo strategico del Terzo Settore ed il suo potenziale impatto occupazionale;
§ Integrazione delle politiche di settore all`interno delle più ampie strategie a sostegno dell`occupazione, con l`obiettivo di promuovere la diffusione di un approccio maggiormente sistemico al tema dello sviluppo.

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Agreement Summary

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Punto a
La rappresentanza della PS IT-G-MAR-009 è affidata all`Amministrazione Provinciale di Ascoli Piceno la quale, per effetto di tale designazione, è il `soggetto referente` (da ora `S.R.`) unico interlocutore dell`Amministrazione concedente e dell`Autorità di gestione e pagamento. Il S.R. assume direttamente la responsabilità di gestione della partnership, l`organizzazione delle modalità di gestione dei rapporti con le Amministrazioni referenti e la gestione amministrativa e finanziaria dei contributi pubblici erogati. La responsabilità della gestione della PS nel suo complesso compete al S.R..
Pertanto, il S.R. avrà i seguenti compiti e poteri: 1) gestione monetaria, finanziaria ed economica della PS; 2) coordinamento del Gruppo di Regia ed dell`Unità tecnica centrale; 3) definizione e gestione del sistema di rilevazione e monitoraggio dei dati quali-quantitativi e contabili riferibili alla PS; 4) organizzazione e gestione dei rapporti con l`Autorità concedente; 5) Ogni altra operazione funzionale alla corretta ed efficiente gestione dell`iniziativa

Punto b
La suddivisione delle responsabilità all`interno della PS è stata strutturata in modo da assicurare democraticità, empowerment e partecipazione da parte di tutti gli interlocutori. A tal fine si è provveduto alla creazione di una cabina di regia e di una unità tecnica. Le responsabilità nella conduzione del programma di lavoro sono distribuite come segue:
SITO INTERNET: Italia lavoro Spa
ATTIVITA` DI COORDINAMENTO, FUNZIONAMENTO E GESTIONE, CONTROLLO DELLE RISORSE FINANZIARIE: Provincia di Ascoli Piceno
MAPPATURA E RICERCA SOCIO-ECONOMICA: Università degli Studi di Ancona
ELABORAZIONE DEL PATTO TERRITORIALE SOCIALE: Soggetti referenti dell`azione: Provincia di Ascoli Piceno e comuni partner
OFFERTA DI SERVIZI: Soggetti referenti dell`azione (cui spetterà il coordinamento del back office dell`iniziativa): Consorzio Oltre e Confcooperative
INCENTIVI/AGEVOLAZIONI FINANZIARIE: provincia di Ascoli Piceno
FORMAZIONE: Coordinamento Nazionale Comunità di Accoglienza e Italia Lavoro spa
QUALITA` PER LE COOPERATIVE B: Soggetto referente dell`azione (cui spetterà il coordinamento del back office dell`iniziativa): Lega delle cooperative
QUALITA` PER LE COOPERATIVE A: Soggetto referente dell`azione (cui spetterà il coordinamento del back office dell`iniziativa): Consorzio il Picchio
RESPONSABILITA` SOCIALE DELLE IMPRESE: CGIL e CISL
DIFFUSIONE E MAINSTREAMING: provincia di Ascoli Piceno
VALUTAZIONE: provincia di Ascoli Piceno
TRANSNAZIONALITA`: provincia di Ascoli Piceno
RAPPORTI CON LE AMMINISTRAZIONI REFERENTI E GESTIONE/CONTROLLO FINANZIARIO: Provincia di Ascoli Piceno.
Tutti i partner accettano ed assicurano che i risultati delle rispettive attività progettuali verranno diffusi, pubblicizzati e resi di dominio pubblico, al fine di amplificare il processo di mainstreaming del progetto.

Punto c
L`unico interlocutore e responsabile della gestione dei rapporti con le Amministrazioni è il S.R. che deve: 1) fornire i dati di monitoraggio finanziario, fisico e procedurale; 2) garantire l`invio dei dati rilevanti ai fini del monitoraggio qualitativo; 3) consentire ai funzionari delle istituzioni preposte al controllo di procedere alle ispezioni ed all`acquisizione di documenti rilevanti; 4) gestire le eventuali richieste di variazione progettuale e/o di storni di spese, la proposizione di quesiti, la predisposizione e l`invio di rapporti intermedi e finali, le certificazioni delle spese della PS nel suo complesso, la predisposizione e l`invio del rendiconto per il totale del progetto. Ciascun partner si obbliga alla massima collaborazione con il S.R., impegnandosi fin d`ora ad adempiere ad ogni specifica richiesta di quest`ultimo.

Punto d
L`unico percettore del contributo concesso alla PS per l`Azione 2 è, nei confronti dell`Amministrazione concedente, il S.R.. Questi si obbliga pertanto a richiedere all`Amministrazione concedente il pagamento dei contributi secondo le modalità ed i termini previsti dall`autorità di gestione. I successivi trasferimenti dal S.R. ai singoli partners avverranno in corrispondenza delle relative erogazioni secondo la seguente modalità: 1) Pro-quota sulla base dei singoli budget assegnati; 2) l`importo effettivamente speso; 3) l`importo riconoscibile in proporzione al contributo erogato; 4) la quota calcolata sulla base del budget assegnato ed i fondi resi effettivamente disponibili al S.R. dall`autorità di gestione e pagamento.
Il S.R. si obbliga ad adottare un sistema contabile distinto o una codificazione contabile appropriata di tutti gli atti contemplati nel progetto.
Per la certificazione delle spese, il S.R. si obbliga ad utilizzare l`applicativo che sarà fornito dalle autorità di gestione e a predisporre gli atti necessari per eventuali visite ispettive.

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Empowerment

 With beneficiaries

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Il coinvolgimento dei beneficiari nell`ambito di questa progettazione è stato attivato nel periodo che ha seguito l`approvazione del Programma Operativo dell`Iniziativa Comunitaria. Nella fase iniziale ci si è posti l`obiettivo di riflettere su quali strategie occorreva sviluppare per accrescere la sostenibilità e la qualità dell`impatto occupazionale dell`economia sociale. Le indicazioni emerse hanno quindi contribuito ad individuare l`esigenza di promuovere una cultura della programmazione negoziata che punti allo sviluppo locale, conservando una vision ed obiettivi di coesione a livello nazionale e comunitario.Se la genesi del progetto si fonda sull`adozione di un approccio bottom-up, la Partnership ritiene strategico consolidare ed accrescere i rapporti con i beneficiari anche in fase di gestione dell`intervento al fine di:
- Sviare il rischio di impostazioni autoreferenziali costruite a tavolino e scollegate dalle reali esigenze degli agenti dello sviluppo;
- Promuovere approcci collaborativi che conducano alla elaborazione di strategie ed azioni condivise;
- Gestire un sistema di valutazione partecipato che includa anche il `punto di vista` dei beneficiari;
- Contribuire all`empowerment di questi ultimi, attraverso percorsi che non calano dall`alto, ma si fondano su reali percorsi di partecipazione attiva.
Al fine di assicurare quanto fin qui esposto, le modalità che verranno utilizzate nell`ambito del progetto prevedono:
1. La possibilità di prevedere un`authority esterna, composta da rappresentanti di imprese no profit, a cui verrà attribuito il compito di supervisionare tutti i processi dell`intervento, dall`assunzione delle decisioni, sino alla conduzione delle attività ed alla loro valutazione. Questo gruppo di lavoro avrà funzioni consultive e di orientamento; la sua operatività verrà garantita attraverso:
- La messa a disposizione di tutto il materiale ed i documenti prodotti;
- La partecipazione alla progettazione esecutiva dell`intervento;
- La partecipazione discrezionale alle équipe di lavoro;
- La supervisione del percorso valutativo;
- La predisposizione di relazioni e reports utili a fornire indicazioni per la riformulazione delle attività e delle strategie di azione.

2. La loro partecipazione diretta ai progetti pilota locali, in cui avranno l`opportunità di sperimentare concretamente gli approcci, le metodologie e gli strumenti predisposti per lo sviluppo di iniziative locali a sostegno dell`economia sociale.

3. Le interazioni che gli stessi potranno attivare utilizzando il sito internet predisposto nell`ambito del progetto e fruibile quale digital framework a supporto dello scambio di informazioni, riflessioni e orientamenti.

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Empowerment

 Between national partners

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Il processo di coinvolgimento dei partner ha avuto inizio fin dalla fase di costruzione dell`idea progettuale. Il lavoro che ha condotto alla elaborazione del formulario di candidatura si è infatti articolato attraverso sistematici e proficui momenti di confronto tra tutti gli interlocutori che hanno aderito all`iniziativa. In particolare, l`intento di costruire un progetto sul tema delle iniziative locali per lo sviluppo dell`economia sociale nasce da una lettura condivisa dei bisogni del Terzo Settore e dall`esperienza operativa maturata nel tentativo di rafforzare e promuovere la qualità delle imprese non profit.Al fine di socializzare l`innovazione del progetto a tutti i livelli ed assicurare la partecipazione di tutti i partner ai processi decisionali ed alla gestione delle azioni, le modalità organizzative che verranno adottate prevedono la creazione di gruppi di lavoro declinati su quattro livelli distinti:

Gruppo di regia
Il gruppo avrà la funzione specifica di tracciare le linee di sviluppo strategiche dell`intervento, esercitando una funzione di indirizzo che dovrà essere tradotta in scelte operative ed in prassi concrete. Al fine di assicurare la partecipazione attiva degli interlocutori coinvolti, questa unità di lavoro `assembleare` coinvolgerà trasversalmente tutti i partner del progetto.

Unità tecnica centrale
Il gruppo avrà l`obiettivo di supervisionare il percorso, assicurandone il perseguimento degli obiettivi, il rispetto della strategia e la coerenza con le politiche nazionali e regionali. Lo stesso sarà responsabile di:
- Dirigere le attività progettuali;
- garantire le condizioni di fattibilità sul piano organizzativo e finanziario;
- coordinamento operativo, raccordo e collegamento tra le operatività locali;
- l`organizzazione e coordinamento del partenariato e delle attività transnazionali;
- l`attività di informazione relativa allo stato di avanzamento del progetto;
- valutare l`impatto del progetto sul mainstreaming.
Partecipazione: Provincia di Ascoli Piceno, CNCA, tre referenti delle amministrazioni comunali e due delle organizzazioni consortili

Unità tecniche specifiche
Per le azioni più specifiche, si attiveranno di unità di lavoro centrali che prevedono la partecipazione di referenti degli enti, responsabili di singoli settori legati alle iniziative in atto. Tali gruppi, a carattere straordinario e temporaneo, avranno il compito di redigere piani di intervento specifico e valutarne l`impatto complessivo.
Partecipazione: Tutti i partner in grado di conferire valore aggiunto all`intervento

Staff operativi della sperimentazione
L`esigenza di validare le elaborazioni condotte, attraverso processi locali di sperimentazione validante, presuppone la creazione di gruppi operativi task-focused a cui attribuire la responsabilità della gestione di diversi Progetti Pilota Locali.
Partecipazione: Tutti i partner in grado di conferire valore aggiunto all`intervento.

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