Waking up Sleeping Projects A Solution for Employment & Business Development February 2006

1. Waking up Sleeping Projects A Solution for Employment & Business Development February 2006

2. SOPHIA ANTIPOLIS and the ”WAKING UP SLEEPING PROJECTS” PROGRAM Direction départementale du travail, de l'emploi et de la formation professionnelle des Alpes-Maritimes

3. Reminder: Employment situation in Sophia-Antipolis • Unemployed population 8 000 • (January 2006) • Among which Executives1 500 • Lay-offs> 5 • Space Available> 75 000 m² • PACA Region : 214 000 unemployed people (January 2006) DALKIA

4. Genesis of the project • Increase of the executives unemployment in the Sophia Antipolis technopolis • Experiment of “Waking up Sleeping Projects” in other regions and/or countries • Wish of various actors to launch a new experiment although risky • Challenge = To find an innovative solution considering the lack of traditional solutions (Legal aspects)

5. Positioning of the project Executives candidates Telecom Valley Members Applications/CV Sleeping projects City of VALBONNE Employment Dept Telecom Valley CICOM Candidates Sleeping projects ANPE Other companies

6. Job seeker needs: • To overcome isolation • To reconnect to the economic world • Not to lose his/her know-how • To be « USEFUL » again • To rebuild a network • To increase self-confidence (Distress…..) • To gain experience… Improve Resume/CV

7. Project Sponsors • Telecom Valley Detection of sleeping projects (members & others) • City of Valbonne Selection, Validation • (Espace Emploi) of Candidates & Support • CICOM Project Management / Training & coaching • ANPE Candidates Follow-up ,Administrative Support • ASSEDIC Legal Support, Difficult Cases & Financing • DDTEFP Legal Validation / Financing of non-helped • workers (max 5 candidates) • CR PACA Project Financing

8. Planning • Sleeping Projects Selection : September 2004 • Candidates Selection :September – October 2004 • Official start:October 13, 2004 • Selection and Matching of the candidates to each Sleeping Project :October - November 2004 • Effective start : December 1st with 40 candidates • 1st Outcome:June 24, 2005 • Presentation to the media : July 12, 2005

9. Program Outcome • CANDIDATES’ POINT OF VIEW • Very useful program because employment market is very difficult and few concrete actions are proposed • Positive program because it responds to the following needs of the candidates : • To overcome isolationSocial integration • To reconnect to the economic world Back to companies • No to lose his/her know-how Validation & Revalidation • To be « USEFUL » again Renewal of motivation • To rebuild a network To open doors / To create one’s own project • To increase self-confidence (Distress…..) To offer a solution/ A psychological support • Individual & collective coaching very appreciated • Update resume

10. Program Outcome • COMPANIES’ POINT OF VIEW • Very useful program for start-ups • Appreciated program by big companies • Qualified Candidates • Good support from institutionals (Espace Emploi, ANPE, DDTEFP, Assedic) • Quite useful employment assistance to companies • Companies ready to start again • Several other companies contacted us

11. Results • Number of candidates : 40 • Number of companies : 30 • Candidates with solution : 30 • Of which direct job contract : 20 • Of which company creation or similar : 9 • Of which medium term solution : 1 • Candidates still supported : 10 • Rate of repositioning : 75% (February 28th 2006)

12. A POSITIVE OUTCOME • « I want to thank you for welcoming us in this program and for all the energy which was put that enabled us to work on great projects in Sophia Antipolis.... • Thank you!!! • I think the concept should be renewed because it will allow companies not to be afraid of taking risks thanks to the sleeping projects and to integrate people with a lot of potential....» (Ferial Benafou)

13. Contribution of the Waking up Sleeping Projects program to your region

18. EntrepreneurialSpirit EqualOpportunity ProfessionalIntegration Adaptation

19. How to implement the Waking up Sleeping Projects program in your region ?

20. Fundamental points • I.Aims of the program • II.Target • III.How it works • IV.General data • V.Program Phases

21. I. Aims of the program • Aimed goals : • Coach 35 to 50Executives (max 9 months). • Help them find a job or create their own business. • The action must lead to reposition a minimum of 60% of candidates (job contracts, company creation or training) • Contents : • Welcoming of the candidates • Orientation on the projects • Support within the company then after recruitment • The bottom-up selection of the sleeping projects is crucial in order to reach a satisfying relocation rate.

22. II. Target • Companies • The program is addressed to big companies and SMEs who : • - Have a development opportunity. - Lack the time necessary or means to achieve it • Candidates • It is targeting primarily long term unemployed executives or assimilated executives : • Ready to invest in a development project. • The candidate benefits from the title of intern. • He’s given a “consultant” business card

23. III. How it works • Validation of the projectsA project committee analyses and validates the projects in order to ensure a coherence within the action plan. • Selection of the candidatesAccording to the project and sought profile, the executive is selected, while mobilizing qualified services (ANPE,DDTEFP,ASSEDIC,ESPACE EMPLOI). • Implementation of the project over 6 months No allowance or wage is due by the company. The executive perceives its usual allowances throughout the mission. He’s not an employee of the company during the internship. • Follow-up & Coaching ( 7 to 9 months) The coach ensures the coordination for the implementation of the project, as well as the follow-up of candidates until their potential integration.

24. IV. General data • The project consists mainly of : • Activities of welcoming, orientation & follow-up • Number of interns sought : 35 to 50 executives • Total duration : 105 hours / intern • Duration of accompaniment services  : up to 9 months • Activities of training (training course + workshops) • Number of interns sought : 35 to 50 • Total number of training hours : 32 200 to 36 800 • Number of hours per trainee : 920

25. V. Program Phases Phase 1 Phase 2 Phase 3

26. Phase 1 • Search and selection of the training courses • Selection of the candidates • Call for applications • Candidates interviews • Adequacy of Candidates to Sleeping Projects • Administrative formalities • Contract for the training courses • Statute of the intern • Workshop on company integration • Entry in the company

27. Phase 2 • Beginning of coaching (9 months max). • Individual follow-up • Collective follow-up • Beginning of the workshops & trainings (6 months). • The candidates participate in collective workshops in which they are taught : • Techniques of interview & recruitment • Telemarketing • Approach of the hidden market of employment • Re-motivation method • MS Office and Internet Training (job search) • Entrepreneurship workshop • Consultant workshop • Project management (PMI Method) • During this phase the candidate is still considered as a job seeker and keeps his allowance

28. Phase 3 • At the end of the training course, the follow-up goes on for 3 months. • During this time, the candidate can either have an employee or a job seeker statute.

29. Your role

30. YOUR ROLE • I.Partnerships needed • II.Training plan & coaching • III.The team • IV.Logistics • V. Implementation Planning • VI.Assessment, follow-up, improvement of the program

31. I. Partnerships needed Candidates Science Park / Network Applications / CV Sleeping projects Coach Consultants CICOM Candidates & Financing Sleeping projects Government & Social partners Clubs of companies

32. Types of partners • Coach : • Strong integration in the local economy, allowing a perfect harmony between the private and public actors. • Consultants : • Re-known for the quality of their services • Science Park / Network • A great knowledge of the local economy • Clubs of companies • A network of companies • Anpe,Assedic,DDETFP,Regional Council, Communities ,Cities • Social & financial Partners

33. II. Training plan & coaching • Key Success Factors  Show that the maximum will be done to offer the candidates an adequate training allowing them to find a job. • Offer the candidates an individual & collective training and follow-up. (Customized services, include meetings in the company and modern techniques of coaching via Internet.) • Offering the candidates an innovative services package to help them succeed during this transitional period

34. II. Training plan & coaching • GENERAL OUTLINE OF THE PROGRAM • The program consists in coaching people using a training course to find a customized solution of personal or professional repositioning: • Getting a job contract • Having a project of company creation or renewal • Planning a long-term repositioning training • Other personal project

35. II. Training plan & coaching • METHODOLOGY • Services offered : • Welcoming of candidates • Courses • Coaching during the 6-months training • Coaching for program exit • Organization of resources : • Specialized teaching/coaching staff • Logistics supplied by the science park

37. III. The team • The teaching / coaching staff is composed of : • The coach • Consultants specialized in coaching job seekers • Specialized consultants (training) • Chief Assistant • The Coach has the responsibility : • To guarantee that the project evolves correctly • To guarantee the service quality of the various partners • To guarantee the quality & relevance of the reporting to the project committee

38. IV. Logistics • Organization of specific logistics  : • For welcoming, interviews, information, coaching • For the training and job search follow-up • For the workshops

39. V. Phases of the project Phase 1 Phase 2 Phase 3

40. VI. Assessment, follow-up, improvement of the program • Project committee • Implementation of the committee with 1 representative of each partner of the project. • Goals : • To evaluate the integration of the candidates in the companies • To respond to certain criteria, such as training requests… • To anticipate difficulties/barriers in the project operation. • To allow a permanent brainstorming time to improve the program and optimize the results. • Everyone is welcome to the project committee meetings which are occurring every month. • Assessment of the program / Post-Implementation Review: • Value of the program and synergy between partners • Qualitative results in integration of the candidates • Quantitative results in repositioning the candidates • A global assessment takes place on the n+8 or n+9 month according to the partners remarks. • The conclusions of the assessment will be taken into account to decide implementation actions for the next program launch.

41. THE ROLE OF CICOM

42. THE ROLE OF CICOM • I.Methodology & project management tools • II.Assistance with the financial arrangement • III.Coaching for the project launch • IV.Assistance in piloting the project • V.Coordination of training & coaching • VI.Assistance in post-implementation review • VII.Communication

43. THE ROLE OF CICOM • Methodology & Project Management tools Schedule of conditions of the project • Supply support for project management & follow-up • Supply support for candidates management • Supply support for company management • Supply support for reporting • Supply standard contractual documents • Assistance with the financial arrangement • Help define financing basis • Technical support for the financial arrangement

44. THE ROLE OF CICOM • Assistance in the project launch • Presentation of the project to the partners • Support in networking with institutional organizations (legal framework, technical engineering..) • Support in selection of sleeping projects • Support in selection of candidates • Assistance in setting up project management tools • Assistance in piloting the project • Reporting set-up • Participation in the project committee meetings • Experience feedback on the programs carried out and in progress • Help in managing certain issues • Participation in assessment meeting

45. THE ROLE OF CICOM • Training and coaching organization • Help define the training scheme • Provisioning consultants (if necessary) • Assistance with post-implementation review • Experience feedback on the project carried out and in progress • Brainstorming for improvement • Implementation of corrective actions

46. THE ROLE OF CICOM • Communication • Added-value of partners • Communication about the project • Communication around the project • Communication towards institutional organizations

47. In shortthe role of each one • Choice of a coach • Methodology & project tools • Presentation of the project to the partners • Financial arrangement • Assistance with the financial arrangement • Search & selection of the sleeping projects • Search & selection of the candidates • Contracting with candidates, companies and partners • Project launch and implementation • Assistance with project launch • Project operation • Assistance in piloting the project • Training and coaching action plan • Training and coaching advice • Post-implementation review • Assistance with post-implementation review • Communication • YOU YOU + CICOM CICOM

48. Financing the Waking up Sleeping Project Program

49. Financing arrangements • 2 financing means : • Institutional financing • Institutional financing + Participative financing : • From companies • From candidates • Potential financing sources : • European Structural Fund (ESF) • ASSEDIC • Regional institutions • Cities… • ANPE, DDTEFP • Companies / Candidates

50. Budget example for35 candidates • Your Service 80 000 € • CICOM Assistance 30 000 €* • Total 110 000 € • Be careful the budget may vary depending on the level of services offered *Travel and stay expenses not included