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Planned Activities 2013. Strategic Pillar 1 – Education & Training. People Elders and Care workers: Carer+, CareNet Kids: M4all Youth: enhanced Skillage version (adapted to EC’s DCF) The unemployed: globalization of Employment Toolkit TCs Capacity Building

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slide2

Strategic Pillar 1 – Education & Training

People

  • Elders and Care workers: Carer+, CareNet
  • Kids: M4all
  • Youth: enhanced Skillage version (adapted to EC’s DCF)
  • The unemployed: globalization of Employment Toolkit

TCs Capacity Building

  • Multimedia skills: TMA (Telecentre Multimedia Academy)
  • Network capacity: Unite IT
  • - Capacity Building of non-EU networks (w/TC.org)
slide3

Strategic Pillar 2 – Advocacy & Campaigns

Advocacy

    • Grand Coalition for Digital Jobs + local coalitions
    • e-Competence/Digital Competence frameworks
    • Social innovation
    • Digital empowerment for Social inclusion
  • Campaigns & Events
    • Get Online Week 2013
    • SPARK World Telecentres Forum
    • TE Annual Summit 2013 (as part of Unite IT)

Transfer of A&C expertise outside EU (w/TC.org)

slide4

Strategic Pillar 3 – Research & Innovation

Research

    • Skillage/GOW/... data exploitation
    • MIREIA Impact Assessment framework exploitation
    • e-Competence/Digital Competence frameworks piloting
    • Strategy-oriented research through funding proposals
    • R&I in ongoing projects (Carer+, etc)

Innovation

    • Collection of good examples from members
    • Approach sister organisations working on innovation
  • Global TC mapping & TC2020 w/TC.org
slide5

Issues faced

  • European Projects:
  • Carer+/Carenet: research expertise on Care giving field + fieldwork in Belgium
  • MIREIA: weak/non active/no partners in a number of countries
  • TMA: more strategic dissemination role (incl. lobbying) required from TE
  • M4all: pilot user trial in Belgium and other countries
  • EC fundraising better aligned to strategy + avoid competing w/members
  • Private Grants:
  • Microsoft grant: external expertise needed (MTA, DCF, TE new visual identity) + rebranding dependent on new strategy
  • TC.org grant: lack of readiness of regional networks (for globalisation of TE products) + no renewal of RCC subcontract
  • Accenture: hidden costs (new platform, migration)
slide6

Issues faced

  • Events&Campaigns:
  • General Assembly: being not-project related makes difficult its funding
  • GOW: national incentives dependent on ad-hoc fundraising
  • SPARK: recovery of invested staff costs dependent on event incomes
  • Summit: funding through Unite IT project
  • Internal:
  • All roles need to be more linked to funding sources (projects, grants)
  • More and cheaper capacity required to perform all tasks and deliveries
  • Development of more services to members dependent on resources
  • Base in Brussels make administrative costs higher
  • Reduced budget for business development and PR
  • Overall budget constrains until new funding is acquired
slide7

Solutions

  • More strict link of activities to budget lines/allocation
  • Definition of two business units:
    • Public funded projects (managed by PP)
    • Private funded projects & Campaigns (managed by LB)
  • Reorganisation of staff in categories and redefinition of contracts
  • Downsize of Communication role and open process of recruitment
  • Reduction of expenditure in Management by time reduction
  • Cheaper clerical work in Brussels with an financial & admin. assistant
  • External expertise/research capacity subcontracted optimizing costs
  • More active fundraising linked to new strategy
  • Increased cooperation with Members