Work Package 07: Governance & Funding
Objectives
▪ Ensure quality and evaluate the impact of the EU-Re.COVE Model
▪ Engage production systems and local ecosystems to create a sustainable, effective, and efficient governance
▪ Base the EU-Re.COVE macro-structure on sustainable financial models combining public and private funding, as well as income-generating activities
▪ Co-create skills ecosystems and contribute to strengthening the community of practice of international centers of professional excellence
Task No: T7.1
Assessing the project's impact is a fundamental activity for understanding the actual effectiveness, quality, and sustainability of the EU-Re-COVE system. Even more, it's crucial for establishing a strong, broad, and recognizable governance, as well as long-term economic and financial sustainability, on concrete foundations and realistic opportunities. In the initial phase of developing the evaluation procedures, the methodological structure, impact indicator table, survey tools, timing, and data collection objectives are defined. Methodological Approach: The analysis will be conducted based on the "Theory of Change" framework, utilizing GECES guidelines and the SROI model (with counterfactual analysis). Technical Procedures and Tools: Both quantitative (structured questionnaires and use of proxy data) and qualitative (in-depth interviews, focus groups, participant observation, etc.) technical and informative procedures will be applied. The evaluation activity involves the following reporting steps: an intermediate report (after 2 years) and a final report (after 4 years). A sample of participating organizations (90%), target groups (80%), and stakeholders (60%) will be involved in the initial data collection (verification of the baseline situation) through questionnaires (quantitative data) and interviews (qualitative analysis). These procedures will be repeated in the project's follow-up two years after its completion, aiming to collect necessary ex-post data. For each E.U-RE-COVE territorial Unit, Operational Teams will be organized. These teams, according to the evaluation plan's timelines and the prepared tools, will collect and record data, information, materials, documents, and records necessary for conducting the analysis, processing, and drafting of the planned Reports, for which P11 and P12 are responsible. The drafting of the Evaluation Reports, particularly the Final Evaluation Report, will also provide an opportunity to refine and improve the entire system or parts of it, and to make corrections and modifications. In the final evaluation phase, information and data collected at the regional level will undergo comparative analysis. The result will be the definition and drafting of a single Final Report with conclusive elaborations regarding both the different aspects of the regional contexts and an international perspective. The Report will finally be validated and authorized by the Project Steering Committee. This process, structured across multiple functional Units, ensures an equitable distribution of work among partners, more effectively enhancing communication and collaborative relationships, and a shared, clear, open, and transparent final evaluation. All partners commit to repeating the evaluation procedures two years after the project's conclusion. The report will then be validated and authorized by the Project Steering Committee. This multi-functional process ensures an equitable distribution of work among partners, enhancing communication and collaborative relationships more effectively, and leading to a shared, clear, open, and transparent final evaluation. All partners commit to repeating the evaluation procedures two years after the project's conclusion.
Participants Name: P11-P12
Participants Role: BEN
Task No: T7.2
Here's the English translation of the provided text, focusing on clarity and conciseness: An effective governance model for the International Units of Excellence for Urban Regeneration training can lead to: Improved quality of activities and services offered Increased credibility and reputation Efficiency and productivity in managing activities and resources Long-term sustainability Defining the governance system is a complex process that requires the commitment not only of all partners but also the active participation of strategic stakeholders capable of influencing the network's decision-making nodes. This process will be developed through the following operational phases: Peer-to-peer Capacity Building and virtual coworking practice exchange via a sharing and cooperation platform for decision-makers, managers, and training coordinators from partner organizations. This will involve the participation and coordination of experts and managers from representative university and business organizations. The primary objective of this important phase (30 days x 20 people) is to build a "community of practice" capable of sharing and co-designing a common governance model (Guidelines). This model will be based on an equitable distribution of decision-making responsibilities and a dual level of mutual functionality (from the Unit to the territories and vice-versa). Topics addressed within the community of practice will include:Governance structure (responsibility centers, organizational chart, advisory bodies) Governance processes (strategic planning, monitoring and evaluation, conflict management, etc.). Founding principles (transparency, accountability, efficiency, equity, sustainability). Participants from the previous phase, working collaboratively within the community of practice, will develop and define the Guidelines for the Common Governance Model. These will be integrated and supported by common Regulations, forming the basis of the future Statute for the newly established organization. In-person and streaming workshops (3 national workshops x 40 participants x each E.U-RE-COVE territorial Unit) will be held to share and present the model (Guidelines + Regulations) during its development, as well as the adherence protocol. These events will involve stakeholders (businesses, chambers of commerce, professional and sectoral associations, trade unions, local/national authorities and institutions, and social partners). Finally, there will be a collection of adhesions and subscriptions, with interested stakeholders committing to specific and concrete pledges. These stakeholders will then be included in the Governance system, contributing to the assignment of roles and functions.
Participants Name: All Partners
Participants Role:
Task No: T7.3
The financial feasibility analysis of the COVE system aims to ensure the future sustainability of the project and the Units of Excellence. This will be achieved by identifying and planning resources from various sources, along with sharing rules, timelines, methods, and risks. This activity will be developed through the following operational phases: Peer-to-peer Capacity Building and virtual coworking practice exchange via a sharing and cooperation platform for financial managers and administrative training staff from partner organizations. This will involve the participation and coordination of experts and managers from representative university and business organizations. The primary objective of this important phase (30 days x 20 people) is to build a "community of practice" capable of sharing and co-designing a common economicfinancial feasibility plan to ensure the future sustainability of the International Training Unit of Excellence. Participants will work to develop the following structure: Market analysis Analysis of financial, human, and infrastructural resources Risk analysis Identification of the incoming financial mix, including public grants from direct funds, structural funds, other ministerial funds, and other public bodies, guarantee funds, bank financing, private contributions from national and international associations and foundations, private investments and donations, sale of highly specialized products and services on the market, and potential membership and participation fees. Definition of the five-year provisional budget and long-term financial projections. Sustainability strategies (efficient and effective expense management, partnership and networking development, improvement of product and service offerings, development of research and business incubation activities, development of an alumni and testimonial community, continuity of monitoring, evaluation, and communication actions). Participants from the previous phase, working collaboratively within the community of practice, will elaborate and define a Financial Feasibility and Sustainability Plan. This plan will assure all stakeholders and potential supporters and funders of the International Training Unit of Excellence's stability and development. Territorial workshops, both in-person and streaming (3 national workshops x 40 participants x each E.U-RE-COVE territorial Unit), will be held to share and present the Financial Feasibility and Sustainability Plan during its development, as well as its related adherence protocol. These events will involve stakeholders (businesses, chambers of commerce, professional and sectoral associations, trade unions, local/national authorities and institutions, and social partners). Finally, there will be a collection of adhesions and subscriptions with specific and concrete commitments from public and private stakeholders, investors, and supporters. These commitments will form the basis for future contracts and for leveraging know-how, structures and spaces, human, material, and economic resources.
Participants Name: P1-P2-P3-P4 P5-P6-P7 P8-P9-P10 P14-P15-P16 Associated Partners: ROMA CAPITALE (ITALY) DiSCo - REGIONAL AUTHORITY FOR THE RIGHT TO EDUCATION AND KNOWLEDGE PROMOTION (ITALY) MANCOMUNITAT DE LA RIBERA ALTA (SPAIN) KENTRO EPAGELMATIKIS KATARTISIS DIAS EPE (GREECE) REGION OF EAST MACEDONIA AND THRACE(REMTH) (GREECE) CITY OF SIERPC (POLAND)
Participants Role:
Task No: T7.4
The objective of this activity is to strengthen the governance system and ensure the future sustainability of the system. This will be achieved by initiating a constant dialogue and shared planning with European institutions, as well as formally recognizing the ecosystem of competencies at an international level. Therefore, this activity includes: Improving, expanding, and institutionally validating territorial pacts for skills in Social Urban Regeneration. This will involve specific focus areas to be developed within the program of interventions and events planned in T7.2 and T7.3. Organizing two international workshops in Brussels at EU institutional venues. These workshops will facilitate the sharing and presentation of the WP results (Governance Model + Financial Sustainability Plan) and the developed skill ecosystems. There will also be opportunities for one-to-one meetings with foreign intermediaries and investors. Defining and elaborating an International Protocol with the participation of Partner organizations, national and international stakeholders, and relevant European institutions. This protocol aims to foster the matching of supply and demand for skills, both among E.U-RE-COVE territorial Units and at an intersectoral level. It will also facilitate foreign investments through specific formulas and methods for integration into the system's digital platform. Adhering to the "Community of Practices" of European Units of Vocational Excellence. This will involve organizing virtual events for exchanging experiences and results with other relevant COVEs (at least two virtual workshops).
Participants Name: P1-P3 P5 P10 P12-P13 P16 All Associated Partners
Participants Role: COO+ BEN+ AP