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Planned Activities 2013

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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Planned Activities 2013

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  1. Planned Activities 2013

  2. 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)

  3. 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)

  4. 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

  5. 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)

  6. 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

  7. 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

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