COMMISSION OF THE EUROPEAN COMMUNITIES 
Brussels, 22.07.1997 
COM(97) 384 final 
FINAL REPORT 
ON THE FORCE PROGRAMME 
- Action Programme for the 
Development of Continuing Vocational Training 
in the European Community -
(presented by the Commission) 

CONTENTS 
1. Council Decision and Context 
2. Objectives and Content of FORCE 
3. Institutional Structures 
4. Transnational Measures 
5. Outputs and Dissemination 
6. Continuing Vocational Training in Enterprises: Facts and Figures 
7. Linking Continuing Vocational Training to Community Policies 
8. Financial Resources 
9. Results from the External Evaluation 
10. Conclusion 
Annex I: Key Figures on the FORCE Network 
Annex II: List of FORCE Publications 
Final Report 
on the FORCE Programme 
for the Development of Continuing Vocational Training 
in the European Community 
INTRODUCTION 
The interim report prepared by the Commission (document COM(94)418 final of 13 October 
1994) set out the development of the FORCE Programme from 1 January 1991 to 31 December 
1993. 
This final report, while summarising the overall implementation of the FORCE Programme 
between 1 January 1991 and 31 December 1994, focuses more specifically on the issues related to 
outcomes: evaluation, exploitation, monitoring and dissemination of the results, and the conclusions 
to be drawn for the development of Community policy in the field of continuing vocational training. 
1. COUNCIL DECISION AND CONTEXT 
1.1. FORCE was launched on 1 January 199.1. for a period of four years, on the basis of Council 
Decision 90/267/EEC establishing an action programme for the development of continuing 
vocational training in the European Community. 
1.2. FORCE evolved as part of the growing consensus throughout the Community on the importance of 
continuing vocational training as a decisive factor in the economic and social strategies of the 
Member States, expressed in particular through the Council Resolution of 5 June 1989 on 
continuing vocational training, in which it requested the Commission to lay before it as soon as 
possible an action programme on continuing vocational training. 
1.3. In line with these developments, the Commission proposal COM(89) 567 final of 8 December 1989 
was submitted to the Council, the European Parliament and the Economic and Social Committee; 
on this basis, FORCE was adopted on 29 May 1990 (Decision 90/267/EEC) with the aim of 
supporting and complementing the policies and activities developed by and in the Member States in 
the area of continuing vocational training. 
2. OBJECTIVES AND CONTENT OF FORCE 
2.1. The objectives of the FORCE Programme, as stated in Article 2 of the Decision, were as follows: 
a) to encourage a greater and more effective investment effort in continuing vocational training and 
an improved return from it, in particular by developing partnerships designed to encourage 
greater awareness on the part of the public authorities, undertakings - in particular small and 
medium-sized undertakings - both sides of industry and individual workers, of the benefits 
accruing from investment in continuing vocational training; 
b)to encourage continuing vocational training measures by, for example, demonstrating and 
disseminating examples of good practice in continuing vocational training to those economic 
sectors or regions of the Community where access to, or investment in, such training is 
currently inadequate; 
c) to encourage innovations in the management of continuing vocational training, methodology and 
equipment; 
d)to take better account of the consequences of the completion of the internal market, in particular 
by supporting transnational and transfrontier continuing vocational training projects and the 
exchange of information and experience; 
e) to contribute to greater effectiveness of continuing vocational training mechanisms and their 
capacity to respond to changes in the European labour market, by promoting measures at all 
levels, in particular to monitor and analyse (he development of continuing vocational training 
and identify better ways of forecasting requirements in lerms of qualifications and occupations 
2.2. FORCE was made up of two sets of measures, set out in Article 3 of the Decision: 
- firstly, a 'common framework of guidelines' aiming at the promotion of common targets 
between the Member States, particularly as far as incentives to invest in continuing vocational 
training and wider access to it were concerned (Art. 5 of the FORCE Decision); Art. I 1 of the 
FORCE Decision required the Member States to report to the Commission on the steps taken 
to implement the common framework of guidelines, including information on current 
arrangements to promote and finance continuing vocational training. 
- secondly, the transnational measures backing up the Member State initiatives (Art. 6 and the 
Annex to the Decision). 
3. INSTITUTIONAL STRUCTURES 
3.1. The Commission was assisted in the implementation of the Programme by an Advisory Committee 
(after 1 July 1992, on the basis of the Council Decision of 16 March 1992, a Single Advisory 
Committee for EUROTECNET and FORCE) made up of two representatives from each Member 
State, usually from the Ministries of Labour and Education, and twelve observers from both sides 
of industry at European level (UNICE/CEEP and ETUC). This composition helped to ensure 
effective interplay between Community action and Member State policies and practice, and the 
Committee played an active role in advising the Commission on the operational guidelines 
governing FORCE, the allocation of budgetary resources and the overall balance between different 
measures. 
3.2. To ensure effective implementation of FORCE at national level, the Commission assigned to the 
FORCE Committee members the task of setting up National Coordination Units in each Member 
State. These Units carried out widespread information and advisory activities on the programme: 
publicizing calls for proposals, working closely with promoters on the presentation and 
management of projects, monitoring the projects throughout their implementation, and 
disseminating the results of the programme at national level; in addition, they played a key role in 
the implementation of the surveys/analyses strand of FORCE, particularly as far as contacts with 
the social partners and evaluation of the findings at national level were concerned. They met 
regularly at the invitation of the Commission to coordinate their activities at Community level 
3.3. Most Member States also set up National ('ommittees composed of the national representatives of 
the FORCE Committee, representatives of other administrations, both sides of industry, and 
usually the National Coordination Unit. Their role varied from country to country but involved 
essentially bringing together the principal institutional actors in continuing vocational training for 
the approval or validation of FORCE activities and dissemination of their results. This implied a 
two-way information flow between the Commission and the Member States and a forum for the 
coordination of Community and national priorities. 
3.4. The FORCE Technical Assistance Office, numbering 18-20 persons, provided technical assistance 
to the Commission at European level, carrying out a wide range of project-based tasks and specific 
expert and technical activities. 
4. TRANSNATIONAL MEASURES 
4.1. At the core of the transnational measures is the principle of the transfer of knowledge, innovation, 
experience and know-how throughout the Community, on the basis of active partnerships between 
companies, the social partners and research and training institutes. FORCE provided the first 
testing ground for a collaborative approach to the development of Community continuing training 
policy and practice. 
4.2. The transnational measures described in Article 6 and in the Annex to the FORCE Decision 
comprised Action I - Support for innovation in continuing vocational training and Action II -
Analysis, monitoring, assessment and forecasting. 
4.3. In practice these activities were grouped into 'direct1 and 'research" projects. After consultation of 
the FORCE Committee, two types of procedure were adopted to develop these two distinct strands 
of the Programme, and set out in the FORCE VADEMECUM. Briefly, the Type 1 procedure, 
referring to the 'direct' projects, involved publication of an open call for proposals in the Official 
Journal, and a three-fold selection process before consultation of the Advisory Committee and final 
decision by the Commission. The Type 2 procedure for the 'research' projects operated according 
to a restricted choice: the members of the Advisory Committee indicated expert organisations to 
carry out the work and were consulted on approach, content and methodology; findings were 
submitted to the FORCE National Coordination Units and the Advisory Committee for evaluation 
at national and European levels respectively. 
4.4. "Direct" projects 
4.4.1. So called because application was made directly to the Commission following a call for proposals 
published in the Official Journal (see OJ Nos C 11 I of 26.04.91, C I of 04.01.92 and C 92 of 
02.04.93), the direct projects covered: 
1) pilot projects focused on the development and dissemination of innovative training 
management, techniques and materials; 
2) qualification projects centred on the analysis of enterprise skill and training needs; 
3) exchanges between human resource managers, trainers, workers' representatives, unions and 
employers' associations, designed to promote the rapid dissemination of innovation in 
continuing vocational training. 
4.4.2. Three calls for proposals were announced during the life of FORCE, resulting in the selection of 
720 projects (out of a total of some 2400 submitted). Priorities were adjusted from call to call, 
but consistently addressed the quality of projects assessed from the point of view of their potential 
contribution to investment in continuing vocational training by companies and access to it for all 
groups of workers; the direct involvement of companies in priority, particularly S M Es, and of the 
social partners; the design, development and implementation of training plans as part of 
companies' business strategy; the significance of the transnational partnerships. 
4.4.3. The third and last call in 1993, it should be recalled, comprised two strands with a specific focus 
of particular significance for the development of continuing vocational training within the 
Community: Strand I centred on the development of training and qualification in companies as a 
response to the challenge of industrial changes and the dissemination and transfer of innovative 
solutions in the Member States; Strand II linked the 'direct' projects with the action-oriented 
research carried out under FORCE by focusing on the testing, dissemination and development of 
the results of the sectoral surveys of continuing vocational training plans (on the retail trade, 
agro-food and car repair sectors) and of the analysis of contractual policy on continuing 
vocational training. This was an initiative with a high potential for multiplier effects. The results 
are examined below. 
4.4.4. The 720 projects selected under the three calls created a highly significant transnational network 
of companies, social partners and training institutes (and, after 1993, public authorities) for the 
transfer of expertise and innovation in continuing vocational training. The network comprises 
over 7000 members of which 50% are companies, in large part SMEs or groupings of SMEs, and 
some 15% represent the social partners. (Direct company and social partner involvement in fact 
increased from call to call). The key figures on the FORCE Network are presented in Annex I to 
this report. 
4.4.5. Overall distribution of FORCE projects according to the country of origin of the contractor was 
as follows. 
Country N° projects Amount allocated (ECU) 
B 58 5,063.000 
D 75 6,640,500 
DK 31 2,770,000 
E 82 6,602.600 
F 90 6,480,375 
GR 70 5,428,500 
I 77 6,777,000 
IRL 48 3,536,000 
L 12 1,026,500 
NL 34 2,730,000 
P 43 3,421,475 
UK 89 7,343,400 
709 57,819,350 
4.5. "Research" projects 
4.5.1. The transnational 'research' projects comprise the FORCE Sectoral Surveys of continuing 
vocational training plans, the Analysis of contractual policy on continuing vocational training, the 
Statistical Survey of company continuing vocational training, the Reporting System - access, 
quality and volume of continuing vocational training in Europe - and the European Continuing 
Training Report. Together these activities provide a concentration of data on national systems 
and practices and a substantial fund of information for both sides of industry, companies and 
policy-makers at all levels. 
4.5.2. A number of innovations in respect of methodology and dissemination of results were introduced 
into the sectoral surveys, whose aims and procedures were described in the Interim Report on the 
FORCE Programme: 
- following the intermediate external evaluation, the methodological tools (overall examination 
of the sector, case-study analysis) developed for the first three surveys (retail trade, agro-food 
and car repair) were reinforced and simplified, then tested in the course of the fourth European 
survey on the road transport sector; the results confirmed the aptness of the approach and the 
transferability of the methodology; 
- the proposal to link the results of the surveys to the calls for proposals in respect of the 
"direct" projects was tested out in 19l)3 with the launch of a specific call for proposals tied in 
with the results of the first three sectoral surveys; the final external evaluation shows that the 
'specific calf approach is not conclusive and that the real added value of the surveys lies in a 
structured European debate with the parties concerned (enterprises, public authorities, social 
partners), as part of a systematic process of monitoring, evaluation and dissemination of the 
work (including pilot projects and exchange programmes) initiated by the Commission in liaison 
with the Member States and the sector's major players; 
- two further experiments in 1993-94 focused on carrying out sectoral analyses through the 
networking of "direct" projects accepted in the wake of the call for proposals in the motor 
vehicle construction and tourism sectors; the main benefit from this approach is not so much the 
identification of innovative, meaningful practices as the setting up of a common reference 
framework for transnational cooperation between the various parties directly involved (e.g. 
persons responsible for in-house training). 
4.5.3. The analysis of contractual policy gave rise to consideration of the mechanisms for 
disseminating "good practices" and the development of methodological tools relating to 
transferability; one outcome has been the setting up, on the initiative of the social partners and in 
the context of the Social Dialogue, of the support mechanism. 
4.5.4. The Synoptic Report on continuing vocational training access, quality and volume in Europe, the 
Community Statistical Survey on continuing vocational training in companies and the European 
Report on the current situation and future perspectives for continuing training in Europe are 
three essential and complementary instruments for pursuing the aims of Article 127 EC, namely 
to "develop exchanges of information and experience on issues common to the training systems of 
the Member States". The convergent perspectives emerging from these activities may be 
summarised as follows: 
* Broadening of access to continuing vocational training - It is acknowledged without question 
that wider access to continuing vocational training for the working population first and 
foremost places responsibility on individuals who require such training in order to maintain or 
enhance their employability. Improving access is not so much a matter of granting leave for 
training purposes (a measure which cannot be guaranteed to be effective) as of providing 
individual guidance, ensuring transparency of the training market, devising new ways of 
acquiring key skills, and developing a framework to promote the individualisation of training. 
This does not obviate the need for action on a number of fronts by public authorities and 
companies with a view to building an attractive, transparent and efficient mechanism to 
encourage individual awareness and to provide clarification of responsibilities as regards 
financing. 
It has also been found that, in various countries, access to continuing training in companies is 
enhanced through greater participation by categories of employees other than supervisory or 
managerial staff. The growing significance of training at the workplace reflects this 
development, even though various questions relating to validation of the skills thus acquired 
remain open. 
Decentralisation - At national level, this amounts to régionalisation, i.e. greater responsibility 
in training matters for the Regions, while at company level (especially the large companies) 
there is a loosening of hierarchical structures, i.e. greater responsibility for training is given to 
the different production units, departments, etc. within the company. 
Financing - Two trends are apparent. Firstly, there is a discernible move, both within 
companies and on the part of the public authorities of certain countries, towards cost control 
(proof of the usefulness of a continuing training course is of growing significance in this 
context) and, secondly, development of mixed financing systems. 
It should be noted that the question of greater cost control is considered in different countries 
not only from the point of view of company financing of continuing training but also in terms 
of financing of the training activities of individuals on the labour market, for whom it is 
deemed necessary to redefine the concepts of financing and the methods of allocating 
resources. 
As for the other "serious-" trend, the development of co-financing, it should be pointed out that 
the concept is not in itself a new one (there have for some time been systems based on "time 
invested by one party, money invested by the other') but its formalisation - and hence 
clarification of "who pays what?" - represents a strategic challenge for the countries 
concerned. 
* Quality assurance - There is a risk of the debate getting bogged down in rhetoric, although 
there is a real need to develop "Quality Charters" or even suitably standardised approaches to 
continuing training in accordance with national practices. (The ISO 9000 standards are but 
one example). 
A further requirement, no less important, is to clarify or even codify the status of the trainer, 
with particular reference to workers who spend part of their time training other people 
involved in reintegration or further vocational training courses. 
These perspectives are in line with the challenges identified and recognised generally for 
continuing training: access, development of skills, raising of the general level of qualifications, 
granting of a minimum qualification to groups at risk and all-round high-quality continuing 
training, with due regard for efficient achievement of the different objectives. 
5. OUTPUTS AND DISSEMINATION 
5.1. It was during the final year of FORCE that the majority of the findings and products of the 'direct' 
projects and of the research strand started to become available and that attention turned in priority 
to capitalising on these findings and products, to their evaluation and validation, to the most 
effective means of dissemination and, where appropriate, commercialisation, and to their 
significance for the future development of Community vocational training policy. 
5.2. Transnational Product' label 
5.2.1. FORCE pilot and qualification project promoters were contractually obliged to develop a tangible 
'product' such as a manual, software, interactive computer system or a report, analysis or 
methodology. End 1994 saw the finalisation of some .620 such products developed by the projects 
implemented under the three calls for proposals. It was therefore necessary for the Commission to 
introduce a procedure for the evaluation of these products in terms of the objectives of the 
FORCE programme. 
5.2.2. This process resulted in the identification of high-quality products and recognition of their quality 
through the allocation of a 'label'. It also called for a first analysis of the product 
commercialisation plans submitted by promoters and so served as a test of the initial strategy 
adopted by the Commission concerning the commercialisation of continuing training products. 
5.2.3. Evaluation was carried out both internally (by the Commission assisted by the Technical 
Assistance Office) and externally by independent continuing vocational training experts 
nominated by the members of the FORCE/EUROTECNET Committee. For products resulting 
from Strand II of the 1993 call, which was based on the results of the sectoral surveys and 
analyses of contractual policy, the Commission also consulted experts in the areas concerned. 
5.2.4. The core of the exercise was the adoption by the Commission, after consultation of the 
independent experts, of the relevant criteria for evaluation. It was agreed that there were two 
overall priorities in terms of FORCE objectives: a) quality and innovativeness and b) interest for 
transfer and dissemination. The final evaluation, while involving overall analysis of project 
6 
management and project characteristics in terms of thematic area and target groups, focused more 
specifically on the nature and quality of the project outcome or product, the effectiveness of the 
planned methods of transfer and dissemination and the relevance of the commercialisation plan 
where submitted. 
5.2.5. Overall positive assessment in terms of quality/innovativcness and dissemination/transfer was the 
basis of the decision on whether the product should be allocated the 'Transnational product' 
label. The Commission also placed particular importance on two technical criteria, i.e. the 
number of languages in which the product existed and its accessibility in terms of technical 
standards and user-friendliness. 
5.2.6. Following the internal and external evaluations, the members of the former 
FORCE/EUROTECNET Committee were consulted before a final decision list was drawn up, 
resulting in the allocation of the 'Transnational product' label to some 56% of the products 
eligible for consideration. 
5.3. Publication 
5.3.1. An essential first step towards the effective Europe-wide dissemination of FORCE results has 
been the systematic publication of information on the programme's outputs. 
5.3.2. As far as the 'direct' projects are concerned, the FORCE PRODUCT CATALOGUE provides a 
precise and accessible guide to the results: there is an entry for each project describing the 
product objectives, content, target groups and potential users, equipment necessary for use, 
languages and availability. 
5.3.3. The findings of the surveys and analyses strand of FORCE were systematically evaluated at 
national and European level by the relevant authorities and subsequently published and 
distributed. The FORCE DIRECTORY OF RESEARCH ON CONTINUING VOCATIONAL 
TRAINING IN EUROPE summarizes the content of the surveys and analyses carried out, notes 
the rapporteurs and central research teams involved in each case, and indicates where these works 
can be acquired. The Directory also reports on the findings of the European thematic and sectoral 
conferences organised by the Commission, usually in association with the National Coordination 
Units. 
5.3.4. The Data of the Continuing Vocational Training Survey are available at EUROSTAT and will be 
presented in the relevant EUROSTAT publications collection. 
5.3.5. A list of FORCE publications is presented in Annex II to this report. 
5.4. Dissemination and commercialisation 
5.4.1. The promoters of FORCE pilot and qualification projects were contractually obliged to provide 
for dissemination measures; in general these included existing networks (professional or sectoral 
federations or associations, chambers of commerce, regional consortia...), thematic or sectoral 
seminars, conferences and meetings, integration into course syllabuses, publication of information 
in the general press or professional journals. 
5.4.2. Commercialisation was however optional though dependent on the authorisation of the 
Commission; this raised the question of the appropriate conditions for commercialisation, 
conditions which would ensure that only quality projects received a 'seal of approval' from the 
Commission and which would take account both of the interest of the Community in exploiting 
the results and of the legitimate commercial rights of the individual promoter. 
5.4.3. Consequently a pilot experiment was launched under FORCE to test the appropriate terms for 
commercialisation; this involved the preparation of a supplementary contract to the original 
contract signed by the promoter, inspired by the provisions of Council Decision 94/762/EC 
concerning the rules for the dissemination of the research results from the specific programmes of 
research, technological development and demonstration of the European Community. 
5.4.4. Under this supplementary contract the Commission waived all rights to remuneration and, 
dependent on satisfactory evaluation of the product (see paragraph 5.2 above), gave its 
authorisation for commercialisation in return for 
- submission of a satisfactory commercialisation plan agreed by all project partners, 
- availability of the product to all partners, and to third parties on appropriate terms, 
- allocation to the Commission of information and demonstration rights in the product. 
5.4.5. About one-third of promoters submitted commercialisation plans of which the majority were 
approved. The Commission reserved the right to ask for a progress report after one year so as to 
test the results of this strategy and learn more about the practical issues confronting promoters in 
this area. 
5.4.6. This exercise could provide input to thinking on the preparation of a Community Instrument 
which would constitute a coherent and coordinated framework for the dissemination and 
exploitation of training products as the basis of an effective response to the Europe-wide need for 
vocational training and qualification. This Instrument would define 
1) the interests of the Community, and in particular 
- respond to the objectives of Community vocational training policy as set out in Article 127 
of the Treaty on European Union, 
- contribute to the strengthening of the competitiveness of European industry, 
- promote economic and social cohesion, 
- respond to the needs of other Community policies; 
2) the legal, commercial and industrial rights of individual promoters. 
5.5. Dissemination at national level 
5.5.1. FORCE National Coordination Units had a special responsibility for the dissemination of 
products at national level and were asked by the Commission to prepare national dissemination 
plans including information on 
- national networks, existing or to be set up, for the dissemination of training products; 
- analysis of the procedures and methods of dissemination and commercialisation of products 
prepared by each project: 
- priority projects (which could be the basis of LEONARDO multiplier-effect projects); 
- dissemination events, e.g. thematic or sectoral seminars, product fairs, organised at national 
level. 
5.5.2. Most Units had good relationships with the existing regional, sectoral and professional networks 
operating in the continuing training field in their countries and had set up more or less close-knit 
networks of FORCE promoters; a number had prepared national data bases, catalogues of 
products and newsletters; knowledge of and contacts with project promoters were generally good. 
However, it did emerge from this exercise that for the future reinforced cooperation between 
projects and National Coordination Units is necessary in this area: it is important for promoters 
to plan their dissemination and commercialisation activities in operational and financial terms 
from the outset of the project and for them to be able to consult the Coordination Units on the 
possibilities available and the obligations incurred in this field; Units should be encouraged by the 
Commission to take a more proactive line in promoting product dissemination. 
5.6. Impact Conferences 
5.6.1. The FORCE Impact Conferences, organised at the request of the Commission by the National 
Coordination Unit in each Member State, represented an opportunity to assess the outcomes of 
FORCE at national level and their significance for future Community vocational training policy. 
5.6.2. The Impact Conferences brought together the principal actors in the continuing vocational 
training area in each Member State. Organised around one theme of particular significance for 
the country concerned, often relating to industrial change in (he national context, all Conferences 
examined both the achievements of FORCE and the transition to future programmes, focusing on: 
- presentation of the practical results and products of projects and research, including 
organisation of a products fair; 
- discussion of the programme's added value as a Community programme; 
- analysis of its impact at national, sectoral, regional and enterprise level; to what extent had 
FORCE met the needs of companies, the national authorities, the social partners? 
- analysis of transnational cooperation in the framework of FORCE, particularly as far as the 
composition, development and functioning of transnational partnerships was concerned; 
- examination of the questions of dissemination and commercialisation; 
- promotion of new partnerships and networks in the context of LEONARDO and ADAPT. 
5.6.3. The reports on the individual Impact Conferences are available. They indicate a wide range of-
largely positive - experience of FORCE, impact on continuing vocational training at different 
levels. Analysis of the extent of this impact, its importance for different countries, and the levels 
on which it can be perceived, is a matter for the external evaluation of the programme (see 
Chapter 9 below) I lowever, it should be slated that nearly all national representatives of the 
programme noted its impact on continuing vocational training policy, mechanisms and 
infrastructure in their Member States. 
6. CONTINUING VOCATIONAL TRAINING IN ENTERPRISES: FACTS AND FIGURES 
6.1. Training provided by enterprises is one of the many ways in which learning experiences can be 
pursued throughout one's lifetime. The survey on Continuing Vocational Training (hereinafter 
referred to as CVT) carried out by enterprises employing 10 or more persons has recently been 
completed by EUROSTAT. This survey covers the year 1993 and consequently provides a 
snapshot of the situation at the time. It addresses only the then 12 Member States. 
6 2 Nearly 60% of enterprises provided CVT in 1993 
Within the European Union (EUR 12), nearly 60% of enterprises with 10 or more employees 
carried out various forms of CVT in 1993. 
% of enterprises (10 I ) providing CVT 
B 
46 DK 
87 D 
85 GR 
16 E 
27 F 
64 IRL 
77 1 
15 L 
60 NL 
56 P 
13 UK 
81 EUR 
58 
6.3 through different forms of CVT 
In those enterprises which provided CVT in 1993, 67% did so through external courses, and 40% 
through internal courses. CVT in the work situation was provided by 66% of enterprises, and 
conferences by 59%. Finally, CVT occurred through job rotation in 24% and through self-learning 
in 22%) of enterprises providing CVT. These forms of training are not mutually exclusive: some 
enterprises could be involved in all forms of CVT. 
% of enterprises ( 10 +) providing CVT 
External 
courses 
67 Internal 
courses 
40 CVT in the 
work situation 
06 Conferences 
59 lob rotation 
24 Self-learning 
22 
6.4. CVT Opportunities varied with the enterprise size 
On average, opportunities of participating in a CVT course seem to be higher in large enterprises 
than in small. In the total EUR 12, in enterprises employing up to 100, employees have less than 
half the chance of attending CVT courses by comparison with enterprises employing 500 or more 
in 1993. Employees of enterprises employing up to 50 have less than a one in six chance of 
attending a CVT course while those in enterprises employing 500 and over have better than a one 
in three chance of attending CVT courses. 
participation in CVT courses in % of total employment 
10-49 
13 50-99 
18 100-249 
23 250-499 
31 500-999 
34 1000 + 
43 All 
enterprises 
28 
10 
6.5 in nearly all the Member States 
participation in CVT courses in % of total employment 
Size of 
enterprise 
EUR 12 
Belgium 
Denmark 
Germany 
Greece 
Spain 
France 
Ireland 
Italy 
Luxembourg 
Netherlands 
Portugal 
UK 10-49 
employees 
13 
14 
37 
17 
4 
7 
II 
24 
2 
14 
13 
5 
20 50 - 59 
employees 
18 
15 
32 
16 
12 
9 
24 
32 
5 
17 
19 
6 
28 100-249 
employees 
23 
16 
37 
16 
17 
15 
31 
46 
9 
23 
24 
11 
36 250 - 499 
employees 
31 
30 
34 
22 
19 
26 
43 
59 
15 
30 
30 
12 
43 500 - 999 
employees 
34 
46 
33 
22 
24 
31 
45 
47 
23 
14 
30 
23 
48 1000 + 
employees 
43 
42 
28 
34 
18 
45 
54 
59 
31 
39 
38 
32 
52 
6.6. The average participation rate in CVT courses was 28 %, with major differences between 
Member States. 
Having combined the different approaches to CVT in different Member States, one observes that in 
1993, employees of enterprises which provided CVT accounted for between 39% (Portugal) and 
96% (Germany) of all employees. High levels of employees working for enterprises providing 
training are in Germany, Denmark, the UK, France, Ireland, Luxembourg and the Netherlands, 
each of which has 80% and upwards of employees working for such companies. At the other end of 
the scale, enterprises providing training accounted for between 39% and 67% of employees in 
Portugal, Italy, Greece, Spain and Belgium. 
The percentage of employees of enterprises which provide CVT and who attended CVT courses 
ranges from 49% (Ireland) to 24% (Greece). Most EUR 12 Member States have participation 
above 32%, while 4 stand at 41% or higher (Ireland - 49%, France - 42%, Belgium - 41%, UK-
41%). 
The probability of working for an enterprise which provided CVT in 1993 ranged from almost 
100% in Germany, Denmark and the United Kingdom to above 50% for virtually all the other EUR 
12 Member States. The probability of being an employee of a CVT provider and of participating in 
a CVT course in 1993 ranged from 24% to 49%. 
11 
EUR 12 
Belgium 
Denmark 
Germany 
Greece 
Spain 
France 
Ireland 
Italy 
Luxembourg 
Netherlands 
Portugal 
UK Employees of CVT 
providers as % of 
employees of all 
enterprises 
82 
67 
93 
96 
54 
57 
87 
87 
53 
80 
82 
39 
93 Employees who 
participated in CVT 
courses as % of 
employees of CVT 
providers 
35 
41 
37 
25 
24 
36 
42 
49 
27 
30 
32 
35 
41 Employees who 
participated in CVT 
courses as % of 
employees of all 
enterprises 
28 
25 
34 
24 
13 
20 
36 
43 
14 
24 
26 
13 
39 
7. LINKING CONTINUING VOCATIONAL TRAINING TO COMMUNITY POLICIES 
7.1. CVT AND INDUSTRIAL CHANGE 
7.1.1. Against the background of the new Treaty on European Union, in particular Art. 127 EC, and the 
White Paper on Growth, Competitiveness and Employment, the FORCE programme aimed at 
addressing one of their main objectives: the adaptation of the workforce to industrial change. 
7.1.2. In 1993. a special call for proposals was organised in the framework of the programme. Here, 
industrial change was defined as the ongoing process of change in all aspects of economic 
activity, brought about by developments in technology, production systems, work organisation 
and market and information strategies. Promoters were invited to submit innovative and 
transnational project proposals focusing on: 
* S ME training needs; 
* the anticipation of companies' medium-term qualification needs and the response to these 
needs in terms of innovative training and qualification products, methods and content; 
* the design, development and implementation of training plans which are part of companies' 
development strategies; 
* access to continuing vocational training by low-skilled or unqualified workers. 
7.1.3. In addition to the funding of the projects selected in the above call, the debate on industrial 
change concentrated on three perspectives: 
* the institutional perspective: In the framework of the Single Advisory Committee for FORCE 
and EUROTECNET. a working group was set up to prepare a report containing a short 
analysis of the main focus of industrial change projects in each Member State and a brief 
description of national strategies in the context of industrial change. Social Partner 
contributions on this issue complement Member State views. A European overview aims to 
provide a synopsis and to draw some conclusions for future activity. 
* the perspective of project promoters: discussions took place with project promoters on 
continuing vocational training projects dealing with industrial change. This debate resulted in 
12 
the definition of six main thematic fields of activity which are of particular importance in 
facing up to industrial change: 
- Provision of key competencies or multiskilling and the development of self-learning-
competence. Development of training-on-the-job methods to ensure that the delivery of 
training meets companies' needs. 
- Analysis of economic development and labour market trends in order to anticipate 
qualification needs at regional or enterprise level or to define new job profiles. 
- Training for unqualified or low-skilled workers, including those directly threatened by 
unemployment, to improve their job stability or to prepare them for new occupations. 
Especially companies or branches with a high rate of unqualified workers are developing 
specific measures in this field* 
- Training plans for an enterprise workforce as a whole or for the management level in the 
frame of a Human Resource Development strategy. 
- Design of training to meet the specific needs and problems of SMEs, with an emphasis on 
co-operation between suppliers and customers and with common continuing training 
strategies. 
- Intensive transfer of know-how in single project networks and dissemination of results and 
products on a regional, sectoral and transsectoral level. 
* the perspective towards structural policy: Building on experience with the reinforcement of 
FORCE in the EUROFORM initiative (cf. Interim Report COM(94) 418 final), FORCE 
aimed at stimulating a complementary approach towards training and industrial change. This 
tie-in with structural policy was important to ensure a coherent strategy towards adaptation to 
industrial change and contributed to the successful implementation of the new Objective 4 of 
the European Social Fund and the Community Initiative ADAPT. 
7.1.4. There are a number of conclusions which can be drawn from the FORCE debates on vocational 
training and industrial change; the following themes in particular merit future analysis and 
development, in order to transfer innovation into mainstream policy: 
* training plans and the ongoing improvement of skills and qualification in the process of 
industrial change; 
Ac development and provision of key competencies and their incorporation into vocational 
training and qualifications (the EUROTECNET programme has produced an important 
publication on this issue which complements the work on industrial change); 
the quality of vocational training supply will be an issue of particular importance lor the 
future; 
training and retraining of unqualified workers, those who are first victims of industrial change. 
must remain on the agenda and new ways of providing training have to be devised; 
systematic skill needs analysis and innovative training measures must be transferred into 
mainstream policies and programmes if they are to have a real impact; there is a need for 
effective linkage with structural policy: 
training in the context of industrial change requires the setting up of national systems of 
vocational qualification to improve the internal and external flexibility of workers and 
employees. 
13 
The FORCE programme permitted a strategic view of these issues and so contributed to the 
development of an overall Community approach on continuing vocational training in the context 
of industrial change. 
7.2. CVT AND INDUSTRIAL COMPETTTIVKNESS OF THE AUTOMOTIVE INDUSTRY 
7.2.1. In its Communication on the automobile industry of February 1994 (COM(94) 49 final), the European 
Commission announced that a transnational network including automotive companies would be 
established in the field of vocational training. The aims of this network would be to encourage co­
operation in the industry and to ensure a high level of participation of the automobile industry in the 
training programmes of the European Community. First efforts to create this network were undertaken 
within the framework of the FORCE programme. Starting in September 1994, a project was set up 
with two main objectives: On the one hand it aimed to ensure a wider and more effective dissemination 
and transfer of existing work in the automobile industry supported by the European Commission. On 
the other hand, its aim was to prepare new transnational projects with the participation of companies. 
The project was completed in the summer of 1995 and a final report presented in September 1995. 
7.2.2. The network explored three thematic clusters into which most of die training activity can be gathered. 
Training for new work structures is concerned with die new qualifications needed to work in team 
organisations, both in production and in product development. Training for co-makership is 
concerned with tile transfer of knowledge between ear manufacturers and suppliers: training in relation 
to quality management, new logistics and simultaneous engineering. The dnrd cluster refers to the 
development of training methods and training material, which are suitable for training while working. 
This is becoming increasingly necessary as training is now extended to much larger numbers of 
employees than in the past. 
7.2.3. The two main recommendations flowing from die network are: 
* A substantial number of transnational training projects aimed at helping industry in its efforts 
to cope with the completion of the Internal Market in the automobile industry and its 
supplying sectors should be supported in the future. There is a clear interest in the industry in 
participating in such projects and there is widespread agreement that the industry can profit 
from co-operation in this field. 
* A serious effort should be undertaken to support networking between these and other training 
projects in order to improve the exchange of information and experiences between enterprises. 
and ultimately to promote and develop future initiatives in response to jointly identified needs 
in the industry. 
7.2.4. Building on the existing experience, the most impoilmt players in the European automotive industry -
both manufacturers and suppliers under die lead of diuir European federations ACEA and CLEPA -
set up enhanced networks in die Leonardo da Vinci programme. The Commission, in its recent 
Communication on the European automobile industry (COM(96) 327 final), has already welcomed this 
work leading to common training approaches of the European industry. 
7.3. SURVEY OF CVT IN TI IE ROAD TRANSPORT SIX: TOR 
7.3.1. The final sectoral survey carried out under FORCE analyses in depth the forces of change 
affecting CVT in a sector for which the Community has a special responsibility, the training 
needs of this sector and examples of best practice. It sets out to examine what strategies are being 
adopted by companies to cope with, in particular, safety concerns and regulations, quality 
programmes. European legislation, technology developments, customer demand and 
. environmental concerns. 
7.3.2. The procedure adopted for the implementation of this survey - the methodology, choice of 
significant themes for analysis and case-studies - was closely monitored by the social partners of 
14 
the sector (the European secretariats and members of the national federations of the International 
Road Transport Union and the Committee of Transport Unions' Workers in the EC). 
7.3.3. The survey reveals a dramatic lack of investment in CVT, whatever the Member State or size 
of company concerned. Small companies in particular, for a variety of reasons, suffer from a lack 
of sophisticated or imiovative CVT; in larger companies it tends to be more effective because 
such companies are obliged to design formal training plans to ensure that all employees can 
deliver service to a set standard. 
7.3.4. The need for improvement in utilisation or take-up of training is generally admitted, particularly 
in the following areas: 
* New Technology Management: employees have to be trained in the operation and management 
of IT, EDI, satellite tracking and logistics systems. 
* Customer Service: customers have a strong influence on the type and level of CVT undertaken, 
often demanding the adoption of ISO 9000 and quality training programmes. What is more, 
while the core functions of the driver's job still include the transport of goods from place of 
origin to destination, loading and unloading, knowledge of transport goods and the relevant 
rules, increasingly he - or she - has to play the role of ambassador of the company and needs 
training in the area of customer relations. 
* Safety Standards: drivers need to learn to cope with stress, dangerous traffic conditions, 
advanced vehicle technologies, etc. 
* Foreign languages: the need for training in foreign languages is expected to grow along with 
the trend towards internationalisation of road transport. 
7.3.5. The report makes recommendations in four major areas: 
* Overall strategy: the allocation of responsibility for training at a high level in the 
organisation would ensure that training policy forms an integral part of overall corporate 
strategic development. Procedures for assessment of individual training needs and feedback 
from CVT participants should be formalised as part of this strategy; 
* Development of CVT plans and evaluation: CVT plans should be designed in relation to 
strategic objectives and related goals and existing employee skills matched against the 
targets. As far as the selection of CVT themes and purchase or design of CVT programmes 
are concerned, specific targets should be set in relation to these for the expected results of 
training; such targets could include, for example, reduction in road accidents, reduction in late 
goods deliveries, 100% utilisation of a new computer system, number of drivers reaching a 
certain level of fluency in a chosen language. Training results should be evaluated against the 
goals and targets originally set; 
* Training materials and techniques: innovative materials and training techniques should be 
investigated, for example, simulator driving machines, interactive videos, role play, case 
studies, group discussions; it is important to examine the potential of distance learning 
programmes which allow drivers to learn without significantly disrupting their schedules. This 
should lead to increased awareness of the capabilities and expertise of external training 
organisations and improved transparency regarding their operations. Important techniques 
would include the creation of innovative partnerships between training entities and small 
companies, and close contacts with customers so that training content can be continuously 
adapted to their needs; 
* Training culture: the corporate culture should be infiltrated with themes from the training 
programmes so that training becomes a continuous process. For example, quality programmes 
are continued with standards being set on a regular basis; training on satisfying customer 
needs will be more effective if there are few barriers between the employee and the customer; 
15 
CVT courses on safety are more meaningful if safety records are subsequently published on a 
regular basis. In addition, reward schemes can be set up after relevant CVT. Building 
relationships with the drivers in particular is important as they spend much of their working 
hours alone and can become isolated from the corporate culture. 
7.3.6. The findings of the survey were welcomed by the social partners of the sector, who have also 
expressed the wish to ensure the dissemination of the good practice identified in the report. 
Furthermore, a European analysis of the training and qualification needs of both companies 
and workers in the sector and a cost/benefit analysis of training in road transport are cofinanced 
under the LEONARDO da VINCI programme. It is to be expected that these activities will help 
decision-makers to put training at the top of the road transport agenda. 
8. FINANCIAL RESOURCES 
8.1. Financial support for FORCE over the four-year period 1991-1994 amounted to around 
83.4 MECU. While financial resources increased each year, owing in large part to the continued 
support of the European Parliament, they did not keep pace with the demand for projects. 
8.2. Allocation of financial resources to the different activities of the Programme are summarized below 
(round figures): 
Projects 
Sectoral surveys 
Contractual policy 
Statistical survey 
Managing Chart 
Art. 11 reports 
National Coordination Units 
Network activities (Conferences, seminars ...) 
Evaluation(4) 
Technical assistance 
Mini-budget(7) 
I TOTAL MECU 
1991 
9.5(1) 
0.5 
0.5 
0.1 
0.3 
-
0.9 
0.2 
-
1.8 
0.2 
14.0 1992 
13.3 
1.2 
0.3 
0.5 
0.1 
0.2 
1.0 
0.5 
-
1.8 
0.5 
19.4 1993 
17.9(2) 
0.6 
0.4 
1.5 
-
0.6 
2.3 
0.4 
0.3 
(5) 
-
24.0 1994 
17.4(3) 
1.3 
0.4 
3.2 
0.3 
0.3 
2.3 
0.8 
-
(6) 
-
26.0 
(1) Includes specific budget line of 1 MECU for projects originating in the 5 New Lander. 
a) Includes 8 MECU allocated to the second year renewal of 1991 and 1992 pilot and qualification projects. 
0) 9.9 MECU allocated to the renewal of 1992 projects and 7.5 MECU for projects accepted under Strand 11 of 
the 1993 call for proposals. 
(4) Docs not include the amount spent for the final external evaluation (0.18 MECU) which was paid on 
budget line B3-1021 in 1995. 
(5) 1.080,960 MECU on Technical Assistance "Personnel" budget line (Article Al 178 of the General Budget) 
and 868,500 ECU on the "Operations" line (Article A0238). 
(6) 1,041,709 MECU on Technical Assistance "Personnel" budget line (Article A01178) and 847,500 ECU on 
the "Operations" line (Article A02380). 
(7) Administrative costs linked to the programme (financed under budget line B8). 
16 
8.3. Comparison between commitment appropriations and payment appropriations is as follows. 
1991 ( ] 
1992 m 
1993 w 
1994 w 
1995 ( ' 
1996 t9> Commitment appropriations 
13,846,000 
18.920,000 
24,000,000 
26,()()(),000 Amounts committed 
13,845,289 
18.918,195 
23,996,220 
25.997,556 Payment appropriations 
13,846,000 
18,920,000 
19,200,000 
25,044,000 Amounts paid 
13.768.026 
18.773.648 
19.199,999 
24.699.492 
4.707.779 
583,929 
8.4. The audit work carried out under the FORCE Programme has been analysed on two levels, firstly 
in more specific financial terms and secondly with regard to the lessons to be learned in connection 
with the operational management of a programme «uch as FORCE. 
8.4.1. As far as financial transparency is concerned, there is a demonstrable need to adopt a number of 
specific measures, in priority: 
- stricter rules for eligibility of expenditure (especially for personnel costs); 
- revised budget forming part of the agreement on the basis of the allocation determined: 
- compilation of an administrative and financial manual to clarify the reporting rules and 
relations with the partners; 
- form of agreement for subcontracted tasks. 
8.4.2. As regards project evaluation practices, it is proposed that the interim evaluation be reinforced. 
It should be of a substantial nature, focusing on four elements: content innovation, financial 
report and budget for the second phase, transnationality of the partnership and quality of the 
training product; it should involve independent experts and be carried out according to a 
procedure whereby inadequate projects can be adapted or halted. As for the final evaluation, it 
should be more output-related, i.e. focused on the evaluation of training products (content 
innovation, educational quality, utilisation of new technologies and multimedia) and the financial 
report; it should incorporate an enhanced procedure for labelling of training products with a view 
to large-scale dissemination. 
8.4.3. As regards project follow-up, three specific activities to assist promoters are advocated: 
- development by the Commission of a training tool covering the various aspects of management 
of a transnational training project, with priority given to a module on the contractual and 
financial aspects; 
- training of experts on the Commission's accounting and financial procedures; they could 
operate as a "resource group" which promoters could call upon where necessary; 
- broadening of the tasks of the group of external evaluators which assists the Commission in 
evaluating proposals and products; they could visit each project - in accordance with a 
schedule set out by the Commission - in order to take stock of the activities and to advise the 
promoters on questions concerning the Commission's accounting and financial procedures. 
(8) Budget line B3-1023 (Development of Continuing Vocational Training - FORCE Programme). 
(9) Budget line B3-1021 (LEONARDO da VINCI Programme). 
17 
9. RESULTS OF THE EXTERNAL EVALUATION (,0) 
9.1. This evaluation has highlighted many of the undoubted strengths of the FORCE Programme. In 
particular: 
- Project contractors and partners were overwhelmingly positive about the benefits they enjoyed 
from participating in the programme. 
- New CVT knowledge was generated through project-based needs analyses, networks and 
surveys and studies. 
- Innovations occurred in the way training was delivered in many projects, in particular through 
a new focus on work-based learning. 
- The transnational dimension of FORCE has been strong both with regard to transnational 
goals and awareness and in tenus of cooperation between partners. 
- Most projects reported that they achieved their immediate objectives and dissemination 
activity was among project partners. 
- The programme was able to involve large numbers of SMEs, either through intermediary 
bodies or as pilot "test sites" - though less frequently as active partners. 
- The structuring of the Article 11 and CVT Survey exercise ensured comparability at a 
European level about national CVT policy and enterprise CVT practice. 
- FORCE was perceived to have reinforced and supported Member State CVT policies and to 
have been one of the most important sources of experience and inspiration for a number of 
successor European programmes including LEONARDO and ADAPT 
9.2. The FORCE Programme was inevitably less successful in achieving some of its objectives and its 
potential results were not always fully realised. In particular: 
- Knowledge from FORCE surveys and studies was not widely taken up by FORCE partners. 
- There is a lack of evidence so far of uptake of training outputs and products by intended 
beneficiaries - though this may be partly a problem of timescale. 
- There was an under-representation of beneficiaries with labour market disadvantage - i.e. the 
less skilled, women, etc., though it has been argued (see Interim Evaluation Report) that this is 
difficult to achieve within a mainstream enterprise-based programme. 
- Commercial exploitation of CVT products and services has not been common, although 
instances can be identified. FORCE experience tends to confirm that the European training 
market is not yet well developed. 
- Third Call priorities were less influential than might have been expected: Sectoral actors were 
already involved in FORCE prior to the Third Call for projects: and industrial change was 
very broadly interpreted. 
9.3. It is important to recognise that FORCE, as a relatively small programme, was effective because 
for the most part it supplemented and reinforced other CVT actions. Projects appeared to include a 
high proportion of partners already committed to vocational training in general, and CVT in 
particular. Many Member States were also becoming aware of the importance of CVT during the 
programme's lifetime, and FORCE was able to ""multiply", give focus to, and raise awareness of 
CVT possibilities and needs. 
(,(,) Final evaluation of the FORCE Programme, prepared by the Evaluation Consortium The Tavistock 
Institute. Bernard Brunhcs Consultants & Danish Technological Institute, London, August 1996. 
18 
9.4. Finally, this evaluation confirms what other studies have shown: that transnational cooperation and 
joint working between project partners is à learned activity. Thus those with previous transnational 
experience worked most closely together within FORCE. Many new enterprises, training providers, 
sectoral bodies and intermediary organisations were brought into a transnational programme for the 
first time through the FORCE Programme. They and their networks are likely to have become 
more effective participants in transnational cooperation as a result of the FORCE experience. 
10. CONCLUSION 
The FORCE Programme has achieved certain tangible results in relation to the investment made 
and the available resources. In,particular, enterprises have featured prominently in the projects, 
genuine transnational training partnerships nave been set up, a systematic policy for comparable 
information on national continuing training systems and arrangements has been devised, and a 
substantial contribution has been made to the development of knowledge on training practices, 
especially through the sectoral surveys and networks. This is due mainly to the fact that the 
Programme formed part of the strategy for the development of continuing training, encompassing 
national policies and Community activities (Social Dialogue, Access, Objective 4, etc.). 
Key recommendations concerned with improving the effectiveness of the Programme's 
management include: 
- stepping up Commission action for monitoring and evaluating transnational projects, taking 
into account the four elements of content innovation, financial report, transnationality of the 
partnership and quality of the training product; 
- developing a European capacity for research activity in the field of vocational training and 
upgrading the methodological tools for sectoral surveys; 
- systematising action to disseminate training products, providing légal certainty (property rights, 
etc.), backed up by professional dissemination mechanisms (specialist fairs, networks, 
publishers, resource centres). 
• Key recommendations concerned with improving the impact of the Programme include 
- systematising the methodologies for anticipating qualifications and skills needs, making such 
tools widely available to those responsible for training within enterprises, groups of enterprises, 
training organisations, professional institutes, etc.; 
- making a concerted effort with the Member States and specialist bodies to establish quality 
standards for the provision of continuing training; 
- developing new occupational profiles for specialists in continuing training, with particular 
reference to trainers and supervisors; 
- carrying out a Community statistical survey on available training facilities, thereby building up 
a complete picture of the continuing training field, supplementing the comparable statistical 
data already available in respect of individuals (Household Panel, Labour Force Survey) and 
enterprises (CVTS). 
Finally, as regards recommendations concerned with improving the impact of Community 
action in the continuing training field, attention should be paid in particular to establishing a more 
meaningful link between those responsible for a Community Programme such as FORCE and 
public officials at national and regional level with responsibility for selecting projects under the 
Structural Funds' Objective 4 and the Community Initiative ADAPT - in the context of their 
responsibilities for implementing the Community Support Frameworks and in accordance with the 
provisions governing operation of the Structural Funds. 
ANNEX 1-A: 
Key Figures on the FORCE Network ' FORCE PROGRAMME: 
NUMBER OF PROJECT CONTRACTORS, COORDINATORS AND PARTNERS 
PER CALL AND PER COUNTRY 
B 
D 
DK 
E 
F 
GR 
1 
IRL 
L 
NL 
P 
UK 
X 
Tot*! 1991 
E 
12 
26 
15 
34 
44 
65 
45 
15 
3 
4 
28 
53 
0 
344 P 
39 
124 
41 
74 
129 
64 
77 
59 
8 
40 
42 
122 
1 
» Q 
33 
44 
8 
34 
29 
25 
26 
9 
0 
11 
23 
20 
1 
\ 263 ' 84 
194 
64 
142 
202 
154 
148 
83 
11 
55 
93 
195 
2 
142? 1992 
E 
23 
32 
11 
49 
68 
7 
18 
29 
6 
14 
22 
54 
1 
;. 334 P 
89 
123 
54 
141 
159 
106 
173 
68 
14 
98 
121 
235 
6 
tm Q 
69 
81 
32 
127 
149 
117 
134 
58 
4 
38 
43 
84 
0 
! 9% 181 
236 
97 
317 
376 
230 
i 
325 
155 
24 
150 
186 
373 
7 
aa? 1993A 
E 
11 
1 
4 
12 
6 
4 
8 
10 
0 
11 
0 
6 
0 
1 n \ p 
80 
143 
52 
153 
168 
49 
129 
77 
3 
38 
43 
204 
0 
i m Q 
47 
94 
16 
81 
114 
47 
125 
20 
16 
29 
38 
46 
0 
i an \ 138 
238 
72 
246 
288 
100 
262 
107 
19 
78 
81 
256 
0 
m$ 1993B 
E 
3 
0 
2 
5 
17 
0 
14 
5 
0 
0 
0 
4 
0 
; 50 1 p 
53 
61 
30 
119 
83 
92 
72 
47 
2 
43 
67 
91 
0 
im Q 
67 
66 
47 
95 
94 
31 
62 
18 
10 
44 
33 
59 
0 
«** ! 123 
127 
79 
219 
194 
123 
14» 
70 
12 
87 
100 
154 
0 Total 
E 
49 
59 
32 
100 
135 
76 
85 
59 
9 
29 
50 
117 
1 
im \ m P 
261 
451 
177 
487 
539 
311 
451 
251 
27 
219 
273 
652 
7 
4m Q 
216 
285 
103 
337 
386 
220 
347 
105 
30 
122 
137 
209 
1 
! »$ \ 526 
795 
312 
924 
1060 
607 
883 
415 
66 
370 
460 
978 
8 
7405: 
ANNEX 1-B: 
Key Figures on the FORCE Network FORCE Programme 
Calls 91, 92, 93A, 93B 
B 
D 
DK 
E 
F 
GK 
I 
IRL 
L 
NL 
P 
UK 
X 91 
92 
93A 
93B 
91 
92 
93 A 
93 B 
91 
92 
93 A 
93 B 
91 
92 
93 A 
93 B 
91 
92 
93A 
93B 
91 
92 
93 A 
93 B 
91 
92 
93 A 
93B 
91 
92 
93A 
93B 
91 
92 
93 A 
93 B 
91 
92 
93A 
93B 
91 
92 
93 A 
93 B 
91 
î 
92 
93 A 
93B 
91 
92 
93A 
93 B 
j ' T-etst AUEF 
0 
5 
1 
0 
6 
3 
0 
0 
1 
1 
0 
0 
7 
11 
3 
1 
1 
8 
4 
2 
1 
5 
0 
0 
3 
5 
1 
0 
2 
2 
3 
1 
0 
0 
0 
0 
1 
2 
0 
0 
6 
6 
2 
2 
2 
6 
3 
0 
0 
0 
0 
0 
! mi c 
0 
l 
l 
0 
12 
17 
23 
3 
1 
0 
1 
1 
1 
2 
3 
0 
6 
14 
7 
1 
0 
5 
0 
0 
0 
4 
4 
1 
0 
0 
0 
0 
1 
1 
4 
0 
0 
0 
1 
0 
1 
1 
1 
1 
1 
5 
2 
1 
0 
0 
0 
0 
! 128: E 
8 
6 
1 
3 
12 
13 
2 
3 
9 
14 
1 
1 
11 
21 
3 
3 
29 
27 
0 
7 
19 
14 
4 
3 
22 
23 
10 
2 
6 
11 
1 
2 
0 
1 
0 
0 
7 
5 
0 
0 
9 
15 
5 
1 
13 
30 
1 
1 
1 
0 
0 
0 
3M GE 
8 
18 
16 
5 
22 
26 
17 
16 
6 
2 
7 
5 
22 
26 
30 
12 
26 
36 
31 
18 
27 
16 
14 
3 
6 
17 
22 
12 
7 
11 
3 
7 
0 
0 
0 
1 
6 
7 
6 
7 
3 
5 
3 
2 
23 
37 
29 
24 
0 
0 
0 
0 
647 GtvK 
1 
10 
14 
5 
6 
7 
10 
7 
3 
5 
3 
1 
21 
50 
33 
16 
7 
16 
20 
9 
14 
25 
21 
17 
19 
29 
15 
9 
2 
3 
3 
1 
2 
3 
0 
0 
1 
5 
5 
1 
7 
22 
4 
12 
11 
40 
32 
10 
0 
1 
0 
0 
$5& 0 
12 
17 
11 
12 
22 
38 
IS 
12 
8 
13 
3 
6 
17 
32 
18 
20 
16 
36 
24 
11 
11 
22 
8 
12 
11 
40 
25 
10 
7 
13 
10 
5 
0 
4 
2 
1 
7 
14 
9 
9 
7 
17 
1 
3 
19 
32 
18 
12 
0 
0 
0 
0 
«75 OE 
5 
16 
9 
24 
1 
5 
3 
5 
4 
7 
4 
12 
14 
15 
14 
17 
11 
19 
19 
21 
4 
12 
3 
10 
13 
30 
17 
16 
3 
4 
I 
4 
0 
0 
0 
2 
0 
7 
3 
5 
9 
17 
8 
9 
2 
14 
8 
8 
0 
0 
0 
0 
434 OF 
21 
40 
24 
14 
48 
38 
40 
13 
17 
18 
24 
18 
22 
40 
22 
25 
64 
78 
54 
37 
28 
39 
11 
13 
28 
52 
35 
22 
23 
37 
26 
8 
3 
6 
3 
1 
13 
34 
21 
21 
28 
30 
1* 
12 
52 
68 
53 
25 
0 
1 
0 
0 
1335 OP 
2 
5 
2 
4 
0 
2 
0 
0 
0 
1 
2 
1 
0 
1 
1 
2 
3 
16 
8 
12 
0 
2 
0 
1 
5 
2 
7 
0 
1 
4 
1 
2 
0 
0 
0 
0 
0 
9 
5 
3 
3 
2 
O 
1 
1 
6 
2 
4 
0 
0 
0 
0 
j 125 OS 
6 
25 
9 
25 
4 
II 
3 
16 
6 
14 
5 
15 
7 
23 
15 
33 
6 
27 
8 
14 
8 
14 
8 
12 
16 
47 
24 
39 
5 
8 
9 
10 
0 
1 
2 
2 
0 
6 
4 
5 
6 
6 
4 
9 
7 
22 
24 
18 
0 
0 
0 
0 
! 5U PME 
15 
25 
34 
28 
44 
66 
106 
44 
8 
21 
20 
17 
15 
67 
75 
78 
32 
76 
94 
47 
38 
64 
20 
43 
24 
63 
82 
34 
19 
53 
41 
24 
5 
7 
7 
5 
8 
55 
21 
24 
13 
52 
32 
37 
39 
76 
59 
40 
0 
0 
0 
0 
Î897 U 
6 
12 
8 
2 
15 
8 
15 
6 
0 
1 
1 
1 
4 
14 
7 
4 
1 
14 
8 
3 
3 
9 
2 
6 
0 
6 
3 
1 
6 
8 
6 
5 
0 
0 
0 
0 
3 
4 
2 
2 
1 
9 
3 
3 
21 
30 
16 
7 
0 
0 
0 
0 
im ?? 
0 
0 
0 
1 
0 
0 
0 
2 
0 
0 
0 
0 
0 
6 
18 
3 
0 
0 
8 
6 
0 
2 
6 
0 
0 
2 
6 
0 
0 
0 
2 
0 
0 
0 
1 
0 
0 
0 
1 
1 
0 
0 
2 
3 
0 
1 
5 
1 
0 
0 
0 
0 
77 CR 
0 
0 
1 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
2 
0 
0 
0 
0 
0 
0 
0 
2 
2 
0 
0 
5 
1 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
2 
1 
0 
0 
0 
0 X 
0 
1 
7 
0 
2 
2 
1 
0 
1 
0 
1 
1 
1 
9 
2 
5 
0 
9 
3 
6 
1 
1 
1 
1 
1 
5 
6 
1 
0 
1 
1 
1 
0 
1 
0 
0 
9 
2 
0 
9 
0 
4 
1 
5 
4 
6 
2 
2 
1 
5 
0 
0 
! m\ 122 Total 
84 
181 
138 
123 
194 
236 
238 
127 
64 
97 
72 
79 
142 
317 
246 
219 
202 
376 
288 
194 
154 
230 
100 
123 
148 
325 
262 
148 
83 
155 
107 
70 
11 
24 
19 
12 
55 
150 
78 
87 
93 
186 
81 
100 
195 
373 
256 
154 
2 
7 
0 
0 
74051 
ANNEX 1-A: KEY FIGURES ON THE FORCE NETWORK 
Abbreviations Legend 
CODE ORGANISA HON TYPE 
AUEF 
C 
E 
GE 
GRE 
O 
OE 
OF 
OP 
OS 
PME 
U 
PP 
CR 
X University Enterprise Training Partnership 
Chamber of Commerce 
Enterprise 
Large Enterprise (more than 500 workers) 
Group or Association of Companies 
Other Organisations 
Employer Organisation 
Training Organisation 
Joint Body 
Trade Union Organisation 
Small and Medium Sized Enterprise (less than 500 workers) 
University 
Public Authorities 
Regional Consortium 
Others 
ANNEX II: List of Publications 
A. Analysis of European Systems and Collection of Data 
Brandsma. J.. Kcsslcr. I7.. Miincli. .1.. ( 'onliniiing I 'ocational Training in h'urope : Slate of the art and 
perspectives. Uitgcvcrij LEMMA BV. Utrecht. 1995. (ISBN 90-5189-553-4) (EN; FR. DE) '*' 
European Commission. ( 'ontinuing I ocational Training : h'urope, Japan and the ( vited Stales. Office for 
Official Publications of Ihe European Communilies. Luxembourg. 1996 (forthcoming) 
EUROSTAT. Continuing I ocational Training Survey in enterprises 1994 (CHS) : Methods and 
Definitions. Office for Official Publications of the European Communities. Luxembourg. 1996. (ISBN 92-
827-8740-0) (EN. FR. DE) 
EUROSTAT. Continuing Vocational Training Snrwy in enterprises 1994 (CHS) : Results. Office for 
Official Publications of the European Communities. Luxembourg (forthcoming) '*' 
European Commission. Continuing I 'ocational Training Smvey - A report on the procedures adopted and 
the steps taken to implement the Sun-ey. Working Document, Brussels. 1996 (forthcoming) (EN. FR. DE) 
European Commission, FORCE - "Tableau de hard" on ( 'ontinuing Vocational Training, Office for Official 
Publications of the European Communities. Luxemburg. 1994. (ISBN 92-826-8712-0) (EN. FR. DE) 
Ant. M.. Kintzclc. J.. Van Haccht, A., Wallhcr. R.. Reporting System on Access, Quality and I hlume of 
Continuing Vocational Training in Europe. Luchtcrhand Vcrlag. Ncuwicd. 1996. (ISBN 3-472-02699-5) 
(EN.FR. DE) 
B. European Sectoral Reports 
Bertrand.. O.. Homs. O.. Knisc W.. Mcndcz-Vigo. M.. Van den Tillaart. H.. Training in the Retail Sector -
European Report. European Commission. Brussels. I°,n (EN. FR. DE) '*' 
Burns, J. & King. R. (University of Reading). Delay. F. (CREGE Management. Paris). Mallet. L. (CEJEE. 
Toulouse). Training in the Agrofood Sector -I'.nropean Report. European Commission. Brussels. 1993 (EN. 
FR,DE) n 
King, R.D. and Bums, J.A., Quality Management Systems and Training Policy in the hood and beverage 
Industry in Europe. Food Technology Centre, Univcr"y of Reading, 1994, (ISBN 0-7049-0536-1 ) 
Rauncr. F. & Spotll. G. (ITB), Olescn, K. & Clcmatildc. B. (DTI), Employment, Work and Training in the 
European Automobile Repair and Distribution Sector - European Report, European Commission. Brussels. 
1993 (EN. FR. DE) '*' 
Spottl, G.. Rauncr. F. & Moritz E.F., \'om Kjz-llaruhrerk zwn Qualilatssenuce - lk-r I S-amerikanische 
Kjz-Sektor nach der Trendwcnde. Donal Vcrlag, Bremen. 1996, (ISBN 3-931737-22-5) (Also available as 
ITB Working Document in EN and FR) 
Moritz, E.F., Rauncr. F. & Spôttl, G., Auslauschen stall reparieren - Der Erjolg des japanischen Kjz-
Seirice. Donat Vcrlag. Bremen. 1996. (ISBN 3-9317.37-09-8) (Also available as ITB Working Document 
in EN and FR) 
Dankbaar. B.. Learning to Meet the < i/obal Challenge - A Contribution to the Debate on C\~l in the 
Automotive Industry. Maastricht Economic Research Institute on Innovation and Tcchnologv (MERIT). 
Maastricht. 1995 
European Commission. Continuous Ideational Training in the Road Treight and Passenger Transport 
Sectors. Office for Official Publications of the European Communities. Luxembourg. 1996 (forthcoming) 
(EN. FR, DE) '*' 
C. Contractual Policy on Continuing Training 
Blai xiin. R.. Engels. C. Pellegrini. C. (Editors). Contractual I'olicies Concerning Continued Vocational 
Irai ing in the European Community Member States. Peters Press. Lcuvcn. 1994. (ISBN 90-683 I-582-X). 
(EN. FR. DE. IT) '"' 
Ehrcnbcrg. E.. Fclgcr. S.. Hcidcmann. W . Krusc. W.. Paul-Kohlhoff. A.. ( oiitinuous I ocational Training 
in lui rope - Documentation on the Social Dialogue. Edition Sigma. Berlin. 1995. (ISBN 3-89404-410-1) 
(EN. FR. DE. IT. ES) 
Luttringer. J.-M.. Development of Resources Allocation Techniques for Continuous Training in Europe -
Joint Investments ct- Branch T'unds - Implication of the Social Partners, Working document. CIRCE. 
Putcaux (France). 1995 (EN.FR) 
D. Thematic Areas 
European Commission. Industrial ( linage in the T'ORi '/•.' Programme - a I 'ontribution to the Discussion on 
the Role of Continuing \'ocational Training in adapting to Industrial Change. Working Document. 
Brussels. 1995 (EN. FR. DE) 
European Commission. ( 'ontinuing I 'ocational Training in Small and ,\ ledium-sized Enterprises. Results of 
the FORCE Programme. LEONARDO DA VINCI Document. Brussels. 1995 (EN. FR. DE) 
European Commission, Anticipation of Training and Skill Qualification Seeds - A synthesis of the results 
gained in the FORCE and EUROTEC.XFT programmes. LEONARDO DA VINCI Document. Brussels. 
1995 (EN, FR,DE) 
Severing. E., Stahl. T.. Quality Assurance m In-lnutse ( 'ontinuing Training - Case Studies from Europe -
Joint FORCE and EUROTECNET report. Office for Official Publications of the European Communities. 
Luxembourg. 1996. (ISBN 92-827-7131-8). (EN. FR. DE. IT. DA. NL. ES. PT. EL) 
European Commission. The Human Resource at the Heart of ( 'ompany Strategies - ( 'onference Report 
(Rome. Italy, 23-24 June 1994), LEONARDO DA VINCI Document. Brussels. 1996 (forthcoming) 
E. CEDEFOP publications 
CEDEFOP was closely associated in the implementation of FORCE sectoral surveys. 
'Training in the Retail Sector:- European Report. CEDEFOP. Thcssaloniki. 1994. (Cat. N" : HX-XO-93-727-
EN-C) (DA. DE. EN. ES. FR. IT. NL. PT) '"' 
Cnude to Training in the Retail 'Trade. CEDEFOP. Thcssaloniki. 1995. (Cal. N" HX-85-94-X58-EN-C) 
(EN. ES) 
Training in the Motor I 'elude and Sales Sector - European Report. CEDEFOP. Thcssaloniki. 1995. (Cat. 
N° HX-85-94-866-EN-C) (DE, EN. ES. FR. IT. NL. IT)'*' 
La Formation dans les Industries Alimentaires et des Boissons - Rapport Européen. CEDEFOP. 
Thcssaloniki, 1994 (Cal. N° HX-85-94-648-FR-C) (DE. ES. FR) '*' 
F. Directory/Catalogue/Evaluation 
European Commission. Directory of Action-Oriented Research on Continuing Vocational Training in 
Europe. LEONARDO DA VINCI Document. Brussels. 1995. 
European Commission. ( 'dialogue of'T'ORt 'E Training Products 1991-94, \ 'olumes f-fff. Office for Official 
Publications of the European Communities. Luxembourg. 1996. (ISBN 92-826-8051-7) (Multilingual. EN. 
FR, DE) 
European Commission, Final Evaluation of the T'ORCE Programme, prepared in 1990 bv the Evaluation 
Consortium The Tavistock Institute, Bernard Bmnhcs Consultants. & Danish Technological Institute. Office 
for Official Publications of the European Communities. Luxembourg (forthcoming) 
(*> 
National reports arc also available lor eaeh ot the then 12 Memhei States 

ISSN 0254-1475 
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DOCUMENTS 
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