Identification and assessment of the elements that ensure the sustainability of ESF operations implemented following calls for proposals. Annex III, Case studies.
Date: 2025-03-28
Institutions: Directorate-General for Employment, Social Affairs and Inclusion
Subjects: European Social Fund, call for proposals, case study, economic and social cohesion, economic growth, social policy, sustainable development

Identification and assessment of the 
elements that ensure the 
sustainability of ESF operations 
implemented following calls for 
proposals  

Annex III – Case studies 

December 2024 

Written by Ecorys  
December 2024 

 
 
 
 
 
EUROPEAN COMMISSION 

Directorate-General for Employment, Social Affairs & Inclusion 
Directorate G – Funds: Programming and Implementation 
Unit G1 - European Social Fund +  

Contact: Mihai Cornel Panaite 
E-mail:  mihai.panaite@ec.europa.eu 

European Commission 
B-1049 Brussels 

 
 
 
IDENTIFICATION AND ASSESSMENT OF THE ELEMENTS THAT ENSURE THE SUSTAINABILITY OF ESF 

OPERATIONS IMPLEMENTED FOLLOWING CALLS FOR PROPOSALS - VT/2023/011 

Identification and assessment of the 
elements that ensure the 
sustainability of ESF operations 
implemented following calls for 
proposals  

Annex III – Case studies 

December 2024 

2025 

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Manuscript completed in December 2024 

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PDF    ISBN 978-92-68-25694-7    doi: 10.2767/1355609   Catalogue Number: KE-01-25-060-EN-N 

 
 
 
 
 
 
 
 
IDENTIFICATION AND ASSESSMENT OF THE ELEMENTS THAT ENSURE THE SUSTAINABILITY OF ESF 

OPERATIONS IMPLEMENTED FOLLOWING CALLS FOR PROPOSALS - VT/2023/011 

Authors: 

Coordinator: Marco Pompili 

Task leaders: Andrea Ciffolilli, Nedyalka Dimitrova, Carmen Hoya 

Study team: Isabella Giorgetti, Lucía Nájera Archilla, Tomás Ruiz de la Ossa 

Experts contributing to the study: 

Elena  Sarpe,  Stefania  Sclocco,  Carmen  Pérez  Gómez,  Anna  Borowczak,  Agnieszka 
Górniak,  Roselina  Stoeva,  Kostadin  Andonov,  Goran  Momcilovic,  Vedrana  Knezevic 
(Ecorys), Julia Fellinger (3S), and Tina Orfanidou (Expert) 

The authors wish to acknowledge the valuable input and support provided by Mihai Cornel 
Panaite, Marta Testa and the Unit G1 - European Social Fund + of the DG Employment and 
Social  Affairs  in  producing  this  report.  The  authors  also  wish  to  thank  the  Managing 
Authorities, Intermediate Bodies and the other stakeholder who cooperated with the study 
team throughout the various tasks and activities. 

The  information  and  views  set  out  in  this  study  are  those  of  the  author(s)  and  do  not 
necessarily  reflect  the  official  opinion  of  the  Commission.  The  Commission  does  not 
guarantee the accuracy of the data included in this study. Neither the Commission nor any 
person acting on the Commission’s behalf may be held responsible for the use which may 
be made of the information contained therein. 

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 IDENTIFICATION AND ASSESSMENT OF THE ELEMENTS THAT ENSURE THE SUSTAINABILITY OF ESF 

OPERATIONS IMPLEMENTED FOLLOWING CALLS FOR PROPOSALS - VT/2023/011 

Summary 

Introduction ....................................................................................................... 9 

1.  Case Study BG: Call for Proposal “Integration of students from ethnic 
minorities and/or seeking or receiving international protection into 
education” (OP Science and Education for Smart Growth, Bulgaria) 11 

1.1.  Context and background ...................................................................... 11 

1.2. 

Implementation of operations and implications for sustainability ......... 13 

1.3.  Key call provisions/mechanisms with an impact on sustainability ........ 14 

1.4.  Conclusions and lessons learned ........................................................ 17 

1.5.  Annexes ............................................................................................... 18 

2.  Case Study CY: Call for Proposal “Placement of unemployed young 

graduates to gain work experience in businesses/ organisations” (OP 
Employment, Human Resources and Social Cohesion 2014-2020, 
Cyprus) ................................................................................................... 20 

2.1.  Context and background ...................................................................... 20 

2.2. 

Implementation of operations and implications for sustainability ......... 22 

2.3.  Key call provisions/mechanisms with an impact on sustainability ........ 23 

2.4.  Conclusions and lessons learned ........................................................ 25 

2.5.  Annexes ............................................................................................... 27 

3.  Case study DE: Call for Proposal “Business start-ups from 

unemployment” (OP Schleswig-Holstein ESF 2014-2020, Germany) 33 

3.1.  Context and background ...................................................................... 33 

3.2. 

Implementation of operations and implications for sustainability ......... 34 

3.3.  Key call provisions/mechanisms with an impact on sustainability ........ 36 

3.4.  Conclusions and lessons learned ........................................................ 37 

3.5.  Annexes ............................................................................................... 39 

4.  Case Study HR1: Call for Proposal “Support for social inclusion and 

employment of marginalized groups” (OP Efficient Human Resources, 
Croatia) ................................................................................................... 41 

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4.1.  Context and background ...................................................................... 41 

4.2. 

Implementation of operations and implications for sustainability ......... 43 

4.3.  Key call provisions/mechanisms with an impact on sustainability ........ 44 

4.4.  Conclusions and lessons learned ........................................................ 47 

4.5.  Annexes ............................................................................................... 48 

5.  Case Study IT: Call for proposal “Experimentation of innovative 

territorial welfare actions” (ESF Piedmont OP, Italy) .......................... 50 

5.1.  Context and background ...................................................................... 50 

5.2. 

Implementation of operations and implications for sustainability ......... 52 

5.3.  Key call provisions/mechanisms with an impact on sustainability ........ 53 

5.4.  Conclusions and lessons learned ........................................................ 56 

5.5.  Annexes ............................................................................................... 57 

6.  Case Study PL1: Call for Proposal “Provision of health services 
through medical day care homes and home-based assistance - 
RPKP.09.03.01-IZ.00-04-226/18” (ROP Kujawsko-Pomorskie ERDF-ESF, 
Poland) .................................................................................................... 62 

6.1.  Context and background ...................................................................... 62 

6.2. 

Implementation of operations and implications for sustainability ......... 63 

6.3.  Key call provisions/mechanisms with an impact on sustainability ........ 65 

6.4.  Conclusions and lessons learned ........................................................ 66 

6.5.  Annexes ............................................................................................... 67 

7.  Case Study PL2: Call for Proposal “Provision of social care services 

targeting the elderly and people at risk of social exclusion - 
RPKP.09.03.02-IZ.00-04-180/1” (ROP Kujawsko-Pomorskie ERDF-ESF, 
Poland) .................................................................................................... 69 

7.1.  Context and background ...................................................................... 69 

7.2. 

Implementation of operations and implications for sustainability ......... 70 

7.3.  Key call provisions/mechanisms with an impact on sustainability ........ 71 

7.4.  Conclusions and lessons learned ........................................................ 73 

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7.5.  Annexes ............................................................................................... 74 

8.  Case Study BE: Call for Proposal “Active job search workshops” 
(Brussels-Capital Region ESF Operational Programme 2014-2020, 
Belgium) .................................................................................................. 76 

8.1.  Context and background ...................................................................... 76 

8.2. 

Implementation of operations and implications for sustainability ......... 77 

8.3.  Key call provisions/mechanisms with an impact on sustainability ........ 79 

8.4.  Conclusions and lessons learned ........................................................ 82 

8.5.  Annexes ............................................................................................... 83 

9.  Case Study HR2: Call for Proposal “Set-up of Regional Centres of 
Competence in the Tourism and Hospitality Sector” (OP Efficient 
Human Resources 2014-2020, Croatia) ................................................ 86 

9.1.  Context and background ...................................................................... 86 

9.2. 

Implementation of operations and implications for sustainability ......... 87 

9.3.  Key call provisions/mechanisms with an impact on sustainability ........ 89 

9.4.  Conclusions and lessons learned ........................................................ 92 

9.5.  Annexes ............................................................................................... 94 

10.  Case Study PT: Call for Proposal "Vocational Higher Education and 

Training Courses (TeSP)" (OP Human Capital 2014-2020, Portugal) . 96 

10.1.  Context and background ...................................................................... 96 

10.2.  Implementation of operations and implications for sustainability ......... 97 

10.3.  Key call provisions/mechanisms with an impact on sustainability ........ 99 

10.4.  Conclusions and lessons learned ...................................................... 100 

10.5.  Annexes ............................................................................................. 101 

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Introduction  

The “Study supporting the Impact assessment of the future European Social Fund proposal: 
Identification  and  assessment  of  the  elements  that  ensure  the  sustainability  of  ESF 
operations  implemented  following  calls  for  proposals"  aims  to  evaluate  how  calls  for 
proposals in the ESF framework compare with other selection mechanisms in terms of their 
sustainability,  understood  as their  long-term  effectiveness.  In  this  respect,  the  study  has 
analysed data collected for the 2014-2020 period, covering all EU-27 Member States and 
the  United  Kingdom.  The  objective  is  to  provide  the  European  Commission  with 
recommendations to improve future ESF+ operations.    

As part of this study, an in-depth analysis of selected calls for proposals has been carried 
out  through  10  case  studies.  The  purpose  of  these  case  studies  is  to  examine  the 
characteristics  of  the  calls  for  proposals  which  may  influence  the  sustainability  of  ESF-
funded  operations  and  identify  the  enabling/hindering  factors  with  respect  to  the 
sustainability of ESF.  

The case study selection was done in two main phases. Firstly, a mapping of cases was 
conducted under Task 1 and a survey was launched under Task 2 of the study, which led 
to  a  preselection  of  long-list  of  30  calls  for  proposals1.  Based  on  the  preselection,  the 
research team shortlisted, in agreement with DG EMPL, the final 10 case studies, which 
are presented in the table below. 

A common structure was agreed upon for the completion of each of these case studies. The 
initial section comprises a comprehensive overview of the case study, encompassing the 
key  contextual  information  in  which  each  of  the  calls  under  analysis  took  place.  It  also 
includes a detail account of the specific elements associated with each call, such as the 
specific objectives, the target groups, beneficiaries or the rationale for addressing the need 
covered  by  the  call  through  a  one  of  call/continuing  support  among  others.  The  second 
section provides a more detailed examination of the implementation of the call, made up of 
an analysis of the activities undertaken and an evaluation of the potential outputs, results 
and impact of the call. Furthermore, the abandonment or continuation of the call is analysed, 
as  well  as  an  assessment  of  the  achievement  of  long-term  change.  The  third  section 
constitutes the core of the case study, and it includes an analysis of the arrangements for 
the  (dis-)continuation  of  the  activities  financed  by  the  call  and  the  main  factors 
supporting/hindering the sustainability of the operations implemented through each of the 
call’s implementation phases (i.e. call design, preparation, implementation and monitoring 
and evaluation phases). The potential for transferability of the main elements highlighted in 
the analysis to other contexts is also evaluated. In the final section, the key findings and 
lessons learned from each case study are presented for discussion. 

Ultimately,  to  complete  the  case  studies  and  to  gather  supplementary  information  to 
supplement that obtained through desk research, a total of 34 people were interviewed, and 
a survey was conducted and distributed to the beneficiaries of the various calls for proposals 
under analysis. The findings of this survey were taken into account during the analysis. 

1 See the main report for the criteria which were followed for the case studies selection. 

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Table 1: Final selection of case studies 

Type of call 

Country - 
Programme  

Name of the Call 

TO - IPs 

A - One-off 
support 

A - One-off 
support 

A - One-off 
support 

A - One-off 
support 

A - One-off 
support 

A - One-off 
support 

A - One-off 
support 

B- Continued 
support 

B- Continued 
support 

Bulgaria - OP 
"Science and 
Education for Smart 
Growth" 

Cyprus - OP 
Employment, 
Human Resources 
and Social 
Cohesion 

Germany - OP 
Schleswig-Holstein 
ESF 2014-2020 

Integration of students 
from ethnic minorities 
and/or seeking or 
receiving international 
protection into 
education 
Placement of 
unemployed young 
graduates to gain work 
experience in 
businesses/ 
organisations 

Business start-ups from 
unemployment 

Croatia - Efficient 
Human Resources - 
HR - ESF/YEI (HR1) 

Support for social 
inclusion and 
employment of 
marginalised groups 

Italy - ESF 
Piemonte OP 2014-
2020 

Experimentation of 
innovative territorial 
welfare actions 

Provision of health 
services through 
medical day care 
homes and home-
based assistance (Sub-
measure 09.03.01 no. 
RPKP.09.03.01-IZ.00-
04-226/18) 
Provision of social care 
services targeting the 
elderly and people at 
risk of social exclusion 
(Sub-measure 09.03.02 
No. RPKP.09.03.02-
IZ.00-04-180/18) 

Active job search 
workshops 

Poland - Kujawsko-
Pomorskie 
Voivodeship - 
ERDF/ESF (PL1) 

Poland - Kujawsko-
Pomorskie 
Voivodeship - 
ERDF/ESF (PL2) 

Belgium - Brussels-
Capital Region ESF 
Operational 
Programme 2014-
2020 

Croatia - Efficient 
Human Resources - 
HR - ESF/YEI (HR2) 

9 (9ii) - Call for 
proposals aimed at 
supporting education 
and human capital 
development  

8 (8ii) - Call for 
proposals aimed at 
supporting access to the 
labour market 

8 (8iii) - Call for 
proposals aimed at 
supporting 
entrepreneurship 
9 (i) - Call for proposals 
aimed at supporting 
access to the labour 
market 
9 (9v) - Call for 
proposals aimed at 
supporting access to 
and provision of health 
and social services 

9 (9iv) - Call for 
proposals aimed at 
supporting access to 
and provision of health 
and social services 

9 (9iv) - Call for 
proposals aimed at 
supporting access to 
and provision of health 
and social services 

8 (8ii) - Call for 
proposals aimed at 
supporting access to the 
labour market 

Set-up of Regional 
Centres of 
Competence in the 
Tourism and Hospitality 
Sector 

Vocational Higher 
Education and Training 
Courses (TeSP) 
(TeSP) 

10 (10iv) - Call for 
proposals aimed at 
supporting education 
and human capital 
development  
10 (10ii) - Call for 
proposals aimed at 
supporting education 
and human capital 
development  

B- Continued 
support 

Portugal - Human 
Capital OP 

Source: Own elaboration based on information collected through task 1 and task 2.

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IDENTIFICATION AND ASSESSMENT OF THE ELEMENTS THAT ENSURE THE SUSTAINABILITY OF ESF 

OPERATIONS IMPLEMENTED FOLLOWING CALLS FOR PROPOSALS - VT/2023/011 

1. 

Case Study BG: Call for Proposal “Integration 
of students from ethnic minorities and/or 
seeking or receiving international protection 
into education” (OP Science and Education 
for Smart Growth, Bulgaria) 

1.1. 

Context and background 

1.1.1. 

Relevant context  

Despite the positive results achieved in 2007-2013 programming period in the field of the 
integration of students from ethnic minorities (ESF projects included over 166,000 children 
and students from  ethnic minorities  in  activities  for  educational  integration),  some  issues 
persisted. These included problems such as children that remained outside the education 
system,  dropping  out  of  school,  premature  leaving  of  the  education  system,  insufficient 
fluency  in  Bulgarian  language  of  children  from  ethnic  minorities,  schools  in  Roma 
neighbourhoods that provided insufficient quality and where predominantly Roma children 
were enrolled, low awareness of education as a value and a prerequisite for a successful 
start in life by students and their parents, negative public attitudes towards ethnic groups 
(Application guidelines for the procedure). Internal analysis conducted by the MA and the 
Ministry  of  Education  concluded  that  the  main  factors  that  contribute  to  the  insufficient 
results were low awareness of the positivises of education integration, including among 
school and local authorities’ officials; limited scale of the previous projects (covering only 
one school or kindergarten) that were implemented usually without partners; discontinuity 
of activities after the end of the project due to lack of funding.  

The  one-off  call  for  proposal  “Integration  of  students  from  ethnic  minorities  and/or 
seeking  or  receiving  international  protection  into  education”,  was  launched  in 
September 2015 and had two application deadlines – in November 2015 and in April 2016. 
The  total  contracted  budget  stood  at  EUR  11.6  million  (out  of  EUR  12.8  million  initially 
dedicated) and the total paid amount at EUR 8.9 million. ESF support comprised 85% of 
the budget, the rest was from national co-financing. A total of 73 contracts were signed (63 
concluded successfully, 10 were cancelled). The projects were implemented between July 
2016 and November 2021. The call was financed under the Investment Priority (IP) 9ii 
“Socio-economic  integration  of  marginalised  communities  such  as the  Roma”,  Thematic 
Objective (TO) 9 “Promoting social inclusion, combating poverty and any discrimination”. 

The call goals and activities were aligned with several strategic documents including the 
National Strategy of the Republic of Bulgaria for Roma Integration (2015-2020), Strategy 
for educational integration of children and students from ethnic minorities (2015 – 2020), 
National strategic framework: Strategy for reducing the share of early school leavers (2013 
–  2020),  and  the  National  strategy  for  promoting  and  increasing  literacy  (2014  –  2020), 
among others. 

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1.1.2. 

Features of the call and motivations underlying its choice  

The  call  addressed  needs  that  were  identified  in  the  national  strategies  in  the  field  of 
integration of minorities and education mentioned above and built on the lessons learnt from 
the previous programming period. Specifically, the needs addressed were dropping out of 
schools or early school leaving, insufficient fluency of Bulgarian language from student from 
minority  groups  which  hinders  their  inclusion  in  the  education  and  in  the  social  activities 
within the school, education is not seen as a value and a requirement for a more successful 
life, stereotypes and prejudices toward minority groups.  

The goal of the call was to provide support to students from ethnic minorities and/or asylum 
seekers  to  achieve  their  professional,  social  and  creative  potential.  The  goal  was  to  be 
achieved  through  activities  that  focused  on  improving  the  conditions  for  equal  access to 
school  education,  motivating  students  and  their  parents  to  participate  in  the  educational 
process, improving the quality of education in schools where mainly students from minority 
groups study, providing additional classes in Bulgarian language for students with different 
mother tongue, fostering tolerance to people from different ethnicities and/or marginalised 
groups, encouraging parents’ involvement in the educational process. The funded projects 
had to focus on the field of educational integration within a settlement (town or village) or 
the  entire  municipality.  Medium-term  projects  (up  to  3  academic  years)  aimed  at 
implementing  municipal  policy  through  partnerships  with  various  organisations  and 
institutions were supported. 

Students from ethnic minorities, students seeking or receiving international protection, youth 
and parents comprised the target group of the call. At least 20% of the participants in each 
project should be students from marginalised/vulnerable ethnic minority families that were 
excluded from education or could be excluded from education due to cultural specifics or 
insufficient knowledge of Bulgarian language. Students that were not from ethnic minorities 
were also encouraged to participate in activities, to boost the integration effect.  

Three types of organisations could be beneficiaries and/or partners: municipalities, schools 
and NGOs. As the partnership was a mandatory requirement for application, effectively all 
three types of institutions should participate in each project. The three types of organisations 
were  almost  equally  distributed  among  the  beneficiaries  of  the  63  projects,  with  a  slight 
leading  share  for  schools  (Figure  1,  Annex  III).  A  total  of  238  partners  took  part  in  the 
projects, most of them schools, as in 26 projects more than one school within a municipality 
participated (Figure 2, Annex III).   

The intervention was designed as a call because it was believed that it would allow for 
greater flexibility and adaptability to design projects that reflect the needs of the target 
groups in a specific location (schools(s), town, municipality) as much as possible. It also 
allowed for gaining knowhow on new approaches and activities through the work with 
NGOs and to benefit from their experience with working with the target groups. 

Various  stakeholders  were  involved  during  the  design  of  the  call.  The  Managing 
Authority, Executive Agency “Programme Education” (a second-level budget spending unit 
to the Ministry of Education and Science) was responsible for the consultation process, and 
included the Ministry of Education, NGOs working with minority groups and/or in education 
and the National Association of Municipalities, among others. The implementation and the 
monitoring of the call and the projects were conducted by the Managing Authority. 

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1.2. 

Implementation of operations and implications for 
sustainability  

1.2.1. 

Analysis of the implementation phase 

The call supported a wide variety of activities. A key activity was providing additional 
Bulgarian language lessons for students, including those seeking or receiving international 
protection, for whom Bulgarian is not their native language. Support was also extended to 
students at risk of dropping out, particularly from ethnic minorities, and to those preserving 
their cultural identity in a multicultural setting. Career counselling and guidance were offered 
to help minority students continue to secondary education. Efforts were made to reintegrate 
school  dropouts  under  18,  involving  their  families  to  encourage  school  attendance  and 
acceptance  of  diversity.  Some  initiatives  targeted  overcoming  negative  public  attitudes 
based on ethnicity and cultural identity. 

Additional activities included art classes (drawing, singing, dancing, drama), sports events, 
and showcases like festivals and fairs. Art classes were especially popular and quickly filled 
up. Language classes needed more encouragement but benefited from group enrolments. 
Support  from  NGOs  working  with  minority  groups  was  invaluable,  contributing  to  the 
success  of  the  program.  Opportunities  for  children  to  present  their  skills  and  cultural 
heritage,  such  as  through  exhibitions  and  traditional  activities,  were  highly  valued  by 
families. 

A total of 16,609 students took part in activities of educational integration and reintegration 
in the projects, exceeding the 14,000-target value by 118%. Almost 15,000 students were 
integrated in the educational system, or 117% more than the target of 12,736 (ISUN, 2020).  

1.2.2. 

Sustainability of socio-economic effects  

Considering  that  the  ESF  intervention  was  focused  on  creating  and  supporting 
knowledge  and  soft  skills,  its  impact  is  hard  to  be  evaluated.  Most  of  the  projects 
covered two or three school years and, if the target group remained relatively unchanged, 
it means that some lasting effects on the attitudes of the students and their families possibly 
occurred. In addition, the consultation process revealed that most of the activities piloted 
through the project (the various art classes) have been taken up by other services 
funded through the municipality. The additional Bulgarian language classes continue to 
be conducted (also due to a change in the legislation that regulated the additional classes). 
A significant indirect sustainability-relevant effect, that was not planned, could be found in 
the  fact  that  the  schools  in  the  municipality  gained  experience  and  are  more 
comfortable to participate in (and actively look for) projects and to cooperate with 
other  schools  for  shared  activities.  In  addition,  the  good  practices  employed  during  the 
implementation of the projects, were transferred to other schools and/or other projects and 
partners.  

The sustainability of results was also supported by the launch of a direct award under the 
same OP. The direct award targeted effectively the same group (students at risk of dropping 
out)  and  covered  some  of  the  integration  and  retention  activities  included  in  the  call  for 
proposal  (additional  lessons  in  Bulgarian  language  and  other  school  subjects,  clubs  on 
various interests – arts, theatre, music, etc.). This project was implemented over a longer 
period (from 2016 to 2020), included students from all administrative districts in the country 
(no  or  very  limited  number  of  participants  from  some  districts  took  part  in  the  call  for 

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proposal)  and  covered  significantly  larger  number  of  students  strengthening  the 
sustainability of results (Executive Agency “Programme Education”, 2019).   

The  role  of  the  large  systemic  projects  in  the  education  system,  usually  funded  through 
direct awards to the Ministry of Education like the above-mentioned, cannot be denied but 
they  are  considered  to  be  more  rigid,  applying  a  “one-size  fit  all”  approach  that  is  not 
necessarily the best or reflecting the needs of the local communities. Although this approach 
solves  the  problem  with  limited  administrative  capacity  from  schools  and  smaller 
municipalities, larger flexibility could be considered when it comes to the specific activities 
in each school or municipality. Art-related activities, that were extremely well received by 
the  target  group,  could  be  used  to  inspire  more  out-of-the-box  approaches  for  learning 
Bulgarian (or other classes) and to improve the inclusion of minority children. 

1.3. 

Key call provisions/mechanisms with an impact on 
sustainability 

1.3.1. 

Arrangements for continuation (or lack thereof) of activities 
post-project. 

No  common  arrangements  for  continuation  of  activities  after  the  end  of  the  projects  (or 
which  specific  activities  continued)  were  identified  through  the  consultation  process.  In 
some cases, a specific strategy for guaranteeing the sustainability of the results was 
used, but in others it was acknowledged that the  sustainability of the results required 
long-term  work  with  the  target  groups  (that  effectively  change  annually).  As  the 
municipalities were  included  in  every  project,  either  as  a beneficiary  or as a  partner,  the 
financial sustainability of the activities (or some part of them) was secured through 
the budgets of the municipalities and continued after the end of the ESF support, the 
consultation process revealed. Some activities continued to be supplied albeit not through 
the schools but through community centres maintained by the municipalities. The additional 
classes in Bulgarian language as well as the extra classes for students in risk of dropping 
out or with learning gaps continued to be taught after a change in the legal framework in 
2016. 

The consultation process revealed that it is common that the new practices, approaches, 
use cases were employed by the schools (and/or the partners) after the projects finished. 
In addition, the administrative capacity and confidence gained by the beneficiaries and their 
partners, made them more open to seek new opportunities for similar projects or continue 
the partnerships created during the project implementation. 

1.3.2. 

Factors supporting or hindering the sustainability of 
operations implemented via calls for proposals 

The main factors that supported the sustainability of the operations during the design of the 
calls  were  the  open  consultations  with  stakeholders,  including  representatives  of  the 
organisations  that  can  be  beneficiaries  and/or  partners;  incorporating  the  findings  and 
lessons learned from previous interventions and the alignment with the strategic documents 
in the field.  

The  need  analysis  was  broadly  based  on  the  evaluation  of  previous  interventions 
with the  same  target  groups  during  the  2007-2013  programming  period  as  well  as the 

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strategic goals and priorities laid out in the Strategy for educational integration of children 
and students from ethnic minorities (2015 – 2020), Strategy for reducing the share of early 
school leavers (2013 – 2020) and the National Strategy of the Republic of Bulgaria for Roma 
Integration (2015-2020). The participants in the consultation process saw the compliance 
with the national policy framework as a very strong supporting factor, too.  

Various  stakeholders  were  involved  during  the  design  of  the  intervention,  including 
representatives  of  the  NGOs  and the municipalities,  mainly through  consultations on the 
draft  application  guidelines.  Some  suggestions,  for  example,  to  cover  the  costs  for 
participation  of  non-minority  students  and  coverage  of  more  than  one  municipality  in  a 
project were accepted and most probably had a positive impact on the sustainability as they 
provided for a wider inclusion of participants with different backgrounds, defied stereotypes 
and improved the cooperation among schools.    

The  consultation  process  revealed  that  some  characteristics  of  the  call  design  were 
positively assessed when it comes to sustainability. For example, the duration of the 
interventions – longer projects that cover at least two school years (preferably three) would 
have more sustainable results. Effective collaboration and coordination with partners and 
other interested parties were also assessed as sustainability supporting factors.  

Regarding the call preparation, the technical selection criteria for the proposals required 
that the applications should describe how the sustainability of the expected results of the 
project  would  be  secured  (Ministry  of  Education  and  Science,  2015).  The  assessment 
covered the financial sustainability, the institutional sustainability and sustainability of the 
impact  on  the  target  groups.  The  selection  criteria  also  covered  the  multiplication  and 
transferability  of  the  expected  effect.  The  applicants  had  to  demonstrate  that  the  project 
created  a  model  that  could  be  multiplied  (applied  again  or  increase  the  effect).  The 
envisaged motivational and informational mechanisms should be able to secure the model 
multiplication. It had to be described how the benefits of the project would continue to exist 
for the target groups after the end of the project.  

Several requirements focused on the beneficiary and the partners. They had to be familiar 
and  to  have  experience  working  with  the  target  groups.  Structures  (such  as  human 
resources  and  organisation)  that  ensured  the  continuation  of  the  activity  as  well  as  the 
involvement of the beneficiary and the partners in the sustainability of the activities had to 
be  clearly  described, to be  realistic  and reliable.  Finally,  the  potential  sources of  funding 
after the completion of the project had to be outlined and to be demonstrated that they are 
realistic and reliable.  

Adding  a  specific  selection  criterion  on  sustainability  and  clauses  on  continuation  of 
activities was generally seen as positively impacting the sustainability by the participants in 
the consultation process.  

The application guidelines of the call indirectly required that the project activities are well 
embedded  in  the  strategic  framework  for  Roma  integration,  providing  an  additional 
support  for  sustainability.  The  National  Strategy  for  Roma  Integration  stipulated  that  the 
municipalities  should  have  action  plans  on  achieving  the  strategic  priorities.  The 
municipalities  could  also  have  a  municipal  programme  for  integration  in  education  of 
children and students from ethnic minorities. The application guidelines of the call stated 
that  a  project  would  be  considered  successfully  completed  only  if  project  activities 
correspond  to  the  relevant  action  plans  or  programmes  for  each  year  of  the  project 
implementation. 

In relation to the call implementation, there was initial reluctance and low interest from the 
schools, particularly schools from the smaller settlements as they did not have experience 

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with  similar  projects.  However,  once  they  gained  experience  and  familiarity,  the  schools 
started  looking  for  similar  opportunities  outside  the  project  and  in  some  cases  lasting 
cooperations with other schools were formed. 

Another activity that was problematic was the involvement of the families of the children and 
youth. Due to various factors, including a high share of parents working abroad, families 
were  cautious  of  allowing  their  children’s  participation  in  the  activities,  especially  in  the 
Bulgarian classes. Often it was seen as evidence that the child had problems and was not 
doing  well  in  school.  Besides,  the  families  were  reluctant  to  self-identify  as  a  (Roma) 
minority as they were afraid that they could be discriminated against in the future. Consistent 
conversations  with  the  families,  participation  in  activities  of  students  from  various 
backgrounds  and  increasing  popularity  of  the  activities  due  to  the  snowball  effect, 
significantly mitigated this. 

Finally,  no  specific  factors  that  supported  or  hindered  the  sustainability  during  the 
monitoring and evaluation were identified. The MA supported the beneficiaries during the 
implementation of the projects but no specific impact on sustainability was identified during 
the consultation process. 

1.3.3. 

Good practices and their potential for transferability 

Several  good  practices  employed  and  project  characteristics  that  support  sustainability 
were identified during the desk research and the consultation process.  

The work with the target groups should be considered in a broader context and include work 
with the parents and the families of the students. Several of the projects used educational 
mediators that worked with the students that dropped out of education or at risk of dropping 
out and with their families. These were usually people from the same minority group and/or 
from  the  participating  NGOs.  Mediators  raised  the  awareness  on  the  positives  from 
education but also encouraged re-integration by providing information on needed steps to 
do  it.  The  work  of  educational  mediators  was  supported  through  BG05M2OP001-2.011 
“Support for success” funded by the OP Science and Education for Smart Growth between 
2019 and 2022 and after 2022 the Ministry of Education provided the budget. 

Projects should offer activities that are attractive, interesting and new for the students, that 
have a creative element and are flexible and adaptable to their skills and interests. These 
types of activities generally fall outside the usual lessons and activities in schools but can 
be used to encourage and facilitate learning the language and ease of expression. Besides, 
including  students  from  various  ethnicities  and  with  different  backgrounds  in  common 
activities works strongly against stereotypes, fosters inclusion and supports self-confidence 
and soft skills development.   

Finally,  the  interventions  should  be  of  sufficient  duration.  Ideally,  they  should  cover  all 
school years within a stage of education (usually three or four years). It will guarantee that 
a student cohort is covered by the intervention for each of the school years and the impact 
in terms of integration, learning outcomes and attitudes would be more sustainable. 

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1.4. 

Conclusions and lessons learned 

1.4.1. 

Key findings  

Several factors that support the sustainability of the ESF operations selected through call 
for proposals were identified. The competitive approach allows for greater flexibility and 
adaptability to local needs and resources and makes the intervention more focused and 
precise.  

Another  important  factor  is  the  involvement  of  various  types  of  organisations  in  the 
design and implementation of the call and the projects. Each organisation had specific 
expertise  and  experience  and  combining  them  leads  to  knowledge  exchange,  steep 
learning curve and wider transferability of the good practices after the end of the project.  

The duration of the support is pivotal to secure sustainability of the results and to foster 
lasting positive impact, particularly in cases where the engagement of the target group is 
challenging, its composition varies, or the achievement of results depends on changes of 
attitudes and beliefs.  

Moreover,  the  sustainability  of  ESF  operations  selected  through  call  for  proposals  is 
improved if they are aligned with the goals of the strategic framework in the relevant 
thematic area. On one hand, it means that probably there would be other projects (ESF-
supported or not) that work towards the same goals and synergies may occur. It also means 
that a thorough need assessment has been done and the supported interventions contribute 
to achieving a long-term goal.  

Additionally,  introduction  of  specific  requirements  on  sustainability  during  the 
selection  process  allows  applicants  to  assess  their  abilities,  resources  and  long-term 
options for  continuing  the  activities.  If the  selection  process  is  competitive, the  approved 
projects will be able to secure some sustainability of the activities and/or the results. 

The factors that limit the sustainability of the projects selected through calls for proposal 
mainly  come  from  their  limited  coverage  and  scope  and  the  relatively  low  budget 
(compared  to  direct  awards).  Even  if  a  project  selected  through  calls  for  proposals  can 
achieve  long-lasting  results,  the  changes  most  probably  will  make  difference  only  for  a 
limited number of people, families or organizations and they will be difficult to identify in a 
larger context even in a medium term.   

1.4.2. 

Main lessons learned for future implementation periods 

Operations that effectively call for changes of attitudes and beliefs require relatively long 
duration for securing sustainability of results and impacts. Support that covers only one or 
two years fails to achieve widespread or long-lasting changes.  

That  type  of  operation  also  calls  for  a  broader  definition  of  the  target  group  that 
accommodates all parties that may influence the sustainability of the operations and their 
results. In  the  case  of  children  and  students,  it means  that  the  active involvement  of the 
families in the activities is a necessity. 

Once it is proved that a practice or activity has significant and long-lasting impact on the 
target group, its financing could be covered by the state or local budget or the ESF support 
can be continued in a sustainable manner. 

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1.5. 

Annexes 

1.5.1. 

Annex I. Sources of Information  

•  Council of Ministers of the Republic of Bulgaria (2013). Strategy for reducing the share of early 

school leavers (2013 – 2020). Available at: https://sf.mon.bg/?h=downloadFile&fileId=2394  
•  Council of Ministers of the Republic of Bulgaria (2015). Strategy for educational integration of 

children and students from ethnic minorities (2015 – 2020). Available at: 
https://sf.mon.bg/?h=downloadFile&fileId=2395  

•  Council of Ministers of the Republic of Bulgaria (2022). National Program "Support of 

Educational Mediators and Social Workers”. Available at: 
https://www.strategy.bg/FileHandler.ashx?fileId=31780  

•  Executive Agency “Programme Education” (2019). Comparative analysis of direct award 

procedures and competitive selection procedures, available at 
https://sf.mon.bg/?h=downloadFile&fileId=2380  

•  ISUN, Information system for management and monitoring of EU funds in Bulgaria (2020). 
Description of projects funded through BG05M2OP001-3.002 Educational integration of 
students from ethnic minorities and/or seeking or receiving international protection. Available 
at: 
https://2020.eufunds.bg/bg/7/0/Project/Search?Prior=H0pOPIr753WJersUZ%2BG8OQ%3D%3
D&Proc=LPwwEXWjAdlI5O5ff5Xa4w%3D%3D&showRes=True  

•  Ministry of Education and Science (2015). Application guidelines for procedure BG05M2OP001-
3.002 Educational integration of students from ethnic minorities and/or seeking or receiving 
international protection. Available at: 
https://eumis2020.government.bg/bg/s/Procedure/InfoEnded/ddce223d-9e1d-4f81-acf9-
d8fc935dbfe2 

•  Ministry of Education and Science (2015). Application guidelines for procedure BG05M2OP001-
2.004 “Developing students’ abilities and increasing their motivation to learn through activities 
developing specific knowledge, skills and competences (Your lesson) - Phase 1”. Available at: 
https://eumis2020.government.bg/bg/s/Procedure/InfoEnded/a86de26c-5896-49c2-81a8-
1340a9e336fa  

•  Ministry of Education and Science (2017). Ordinance on inclusive education. Available at: 

https://lex.bg/bg/laws/ldoc/2137177670  

•  National Assembly of the Republic of Bulgaria (2012). National Strategy of the Republic of 

Bulgaria for Roma Integration (2012-2020). Available at: 
https://sf.mon.bg/?h=downloadFile&fileId=2396  

•  National Assembly of the Republic of Bulgaria (2015). Law on pre-school and school education. 

Available at: https://lex.bg/bg/laws/ldoc/2136641509  

•  Website of Amalipe Center for Interethnic Dialogue and Tolerance. Available at: 

https://amalipe.bg/  

•  Document reporting the findings from the interview with Valentin Spendjarov, Haskovo 

Municipality, project manager for BG05M2OP001-3.002-0246-C02 IT’S A COLORFUL 
ETHNO!, Bulgaria, conducted on 27 September 2023, in the context of the ex-post evaluation 
of ESF and EYI 2014-2020. 

•  Document reporting the findings from the interview with Amalipe, conducted on 27 April 2023, in 

the context of the ex-post evaluation of ESF and EYI 2014-2020. 

1.5.2. 

Annex II. List of stakeholders consulted  

Interviews with MA/IBs and other stakeholders 

•  Veselina  Tyufekchieva,  state  expert  -  Programming,  monitoring,  and  evaluation  Directorate, 
Executive Agency “Programme Education” (Managing Authority). Bulgaria. Interviewed 18th July 
2024. 

•  Maya Bukova, chief expert - Verification Directorate, Executive Agency “Programme Education” 

(Managing Authority). Bulgaria. Interviewed 18th July 2024. 

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•  Dinko  Draganov,  state  expert  -  Verification  Directorate,  Executive  Agency  “Programme 

Education” (Managing Authority). Bulgaria. Interviewed 18th July 2024. 

Questionnaire/interviews among project beneficiaries 

•  A  total  of  eight  beneficiaries  participated  in  the  online  questionnaire  –  three  NGOs,  one 
educational  institution,  and  four  municipalities.  The  survey  took  part  between  24  July  and  20 
August 2024. 

1.5.3. 

Annex III: Key tables and figures 

Figure 1: Share of beneficiaries by type of organisation, % 

School
38%

NGO
33%

Municipality
29%

Source: ISUN, authors calculations 

Figure 2: Share of partners by type of organisation, % 

NGO
23%

School
58%

Municipality
19%

Source: ISUN, authors calculations 

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2. 

Case Study CY: Call for Proposal “Placement 
of unemployed young graduates to gain work 
experience in businesses/ organisations” (OP 
Employment, Human Resources and Social 
Cohesion 2014-2020, Cyprus) 

2.1. 

Context and background 

2.1.1. 

Relevant context  

In the  period  2013-2015,  the  Cypriot  economy  faced  a  severe  financial  crisis,  leading  to 
high  unemployment  rates  for  young  15-29  years  old,  and  especially  among  young 
graduates.  According  to  EUROSTAT  (2024),  in  2013  the  percentage  of  NEETs  in  the 
population was 20.4% (17.3% in 2012) and the unemployment rate of 15-29 years old was 
27.5% (20.4% in 2012) (Table 1 in Annex III). In both cases there was a significant annual 
raise, along with a strong necessity for recent graduates to gain relevant work experience 
to improve their job prospects and increase their employability.  

To  address  these  challenges,  the  President  of  the  Republic  announced  in  2013  the  call 
“Placement  of  unemployed  young  graduates  to  gain  work  experience  in  businesses/ 
organisations”.  The  call  aimed  to  tackle  the  critical  socio-economic  effects  in  youth 
unemployment and underemployment of qualified graduates by providing opportunities for 
work experience. This intervention was designed in close collaboration with the Ministry of 
Labour,  Welfare,  and  Social  Insurance  to  enhance the  employability  of  young  graduates 
and  provide  businesses  with  skilled  personnel  and  qualified  human  resources  without 
incurring into high costs.  

The initial announcement occurred in April 2013, with subsequent two call for proposals in 
March 2014 (both funded by ESF 2007-2013) and later in May 2015 (funded by ESF 2014-
2020), all three reflecting the ongoing need and demand of the programme, for the specific 
period. 

2.1.2. 

Features of the call and motivations underlying its choice  

The ESF procedure “Placement of unemployed young graduates to gain work experience 
in businesses/  organisations”  is  a  “bundle”  of three  close-us calls  (2013/2014  and 2015) 
which  can  be  considered  as  a  one-off  operation  because  the  financing  of  the  activity 
stopped after the end of the ESF support. 

The  case  study  under  investigation  relates  to  the  call  launched  in  May  2015.  it  was 
implemented  under  the  OP  ‘Employment,  Human  Resources  and  Social  Cohesion’, 
Thematic Objective (TO) 8 ‘Promoting sustainable and quality employment and supporting 
labour mobility’, Investment Priority (IP) 8.ii ‘Sustainable labour market integration of young 
people, especially for those out of work, education or training’, and Specific Objective 8.2.2 
‘Inclusion of NEETs in the labour market by placing them in subsidized employment and 
work experience positions’. The budget of the call was initially EUR 10.2 million, being finally 

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reduced  to  EUR  6.0  million,  with  a  single  contracting  authority,  the  Human  Resources 
Development Authority (HRDA). 

The call main objective was contributing to reduce high unemployment rates among young 
graduates  in  Cyprus,  by  bridging  the  gap  between  academic  qualifications  and  practical 
workplace  skills,  enhancing  graduates’  employability  and  supporting  economic  recovery. 
Specific objectives included (i) Integrating young graduates into the workforce, (ii) Enabling 
businesses  and  organisations  to  utilise  qualified  personnel  and  (iii)  Reducing  youth 
unemployment and underemployment rates.  

The 2015 call was designed as a stand-alone intervention, following the cycles of 2013 and 
2014  of  the  previous  programming  periods.  The  call  involved  the  HRDA  as  the  single 
contracting  authority,  due  to  its  important  long-lasting  experience  in  designing  and 
implementing  interventions  in  the  field  of  promoting  employability  and  competencies’ 
development of targeted groups. The call provided intensive support to a specific cohort of 
young  graduates,  facilitating  their  entry  into  the  labour  market  and  aiming  for  long-term 
employability improvements.  Notwithstanding the periodic recurrence of these three calls 
and the implementation of a phased strategy to address ongoing requirements, these calls 
were concentrated within a defined period and were not repeated over time. The 2015 call 
was  the  last  in  the  series,  with  the  policy  makers  estimating  that  the  problem  has  been 
significantly reduced after its implementation, as revealed in the consultation process.  

In terms of its governance, the Managing Authority issues a call for proposal, and it was 
the competent body responsible for monitoring, and evaluation and ensuring compliance 
with  eligibility  criteria  and managing  overall  administration.  The  HRDA  acted  as  the  only 
implementing body and hired dedicated extra personnel to ensure a smooth implementation 
mechanism and to build the necessary operational capacity. 

The call’s target groups were: (a) unemployed young graduates under the age of 35 with 
a  tertiary  education  degree  or  postgraduate  degree  and  (b)  individuals  registered  as 
unemployed and referred by the Public Employment Service (PES). PES played a crucial 
role  in  identifying  eligible  participants  and  referring  them  to  the  call.  Private  businesses, 
non-profit organisations, public sector entities, and local government authorities participated 
as host organisations for the placements. They also provided mentorship, and supervision 
for practical training. 

The  operation  was  launched  through  a  closed-ended  call  by  the  HRDA,  ensuring  a 
transparent, competitive process for selecting both graduates and host organisations, due 
both  to  its  mechanism  and  use  of  an  application  platform  for  all  relevant  parties.  It  also 
allowed for the allocation of resources to those most in need and best suited to benefit from 
the call, maximising impact and sustainability. The consultation process revealed that the 
existence of a deadline in the submission of the proposals as well as the evaluation of the 
applications in one phase was an asset for ensuring the principle of equal opportunities in 
participation.  

The collaborative and well-coordinated efforts of all stakeholders ensured the successful 
implementation of the call. 

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2.2. 

Implementation of operations and implications for 
sustainability  

2.2.1. 

Analysis of the implementation phase 

The call  was approved for  funding  in November 2016  (the  delay was  caused due  to the 
need for adapting the Information System to the requirements of the programming period 
2014-2020), with the following structure: 

-  During  a  six-month  placement  period  (26  weeks),  the  graduate  was  assigned  to  a 
specific role within a company or organisation, carefully chosen to align with their field 
of  study  and  personal  career  aspirations.  This  placement  was  designed  not  only  to 
provide valuable work experience but also to immerse the individual in a professional 
environment  that  reflected  their  academic  background.  From  the  very  beginning,  a 
structured work plan was put in place, outlining the tasks and responsibilities that the 
trainee would undertake. This plan was followed diligently, with the trainee adhering to 
the working hours of the company or organisation. 

-  Throughout the placement, the graduate received € 125/per week. He/she also received 
guidance and supervision from a designated mentor, an experienced employee within 
the organisation, who ensured that the trainee was supported and that their work was 
aligned with the organisation's objectives. This mentorship was a crucial element of the 
experience, offering the trainee insights and advice that would help them navigate the 
challenges of their new role. 

-  To  ensure  the  quality  and  effectiveness  of  the  placement,  regular  checks  were 
conducted by the HRDA along with other relevant national and European authorities. 
These inspections aimed to verify that the call was being implemented as intended and 
that both the trainee and the organisation were meeting their respective commitments. 
Through these measures, the call sought to provide a meaningful and well-structured 
introduction to the professional world for the graduate, laying a solid foundation for their 
future career. 

The  call  received  2,937  applications  from  young  unemployed  graduates  and  1,146 
applications  from  businesses  and  organisations,  offering  4,762  positions  for  work 
placements. Following evaluation and submission of necessary documentation, placements 
began in  November  2015. Out  of the  initial  placements,  1,776 graduates  were  placed in 
various positions, with 1,450 successfully completing the call (success rate 81.6% over the 
initial 1,776).  Right after the closure of the call, the OP competent result indicator’s target 
of 23% was overrun by 56% (376 young graduates continued working, right after the closure 
of the call over 240 initially targeted-CR04). 

The call’s results were first evaluated by HRDA through a survey of participants immediately 
after  completion  and  approximately  8  months  later,  providing  valuable  insights  into  its 
effectiveness  and  areas  for  improvement.  An  external  evaluation  was  later  conducted  in 
2017  targeting  on  impact  and  sustainability,  as  a  common  approach  to  all  HRDA  Calls 
(Human Resources Development Authority, 2017). Approximately six months after the call’s 
completion,  apart  from  the  above  mapping,  the  2017  evaluation  highlighted  significant 
improvements in the employability of young graduates. Most participants (56.3%) reported 
being employed after the closure of the call.  The majority (78.5%) of young graduates rated 
the degree of utilisation of the knowledge and skills acquired during implementation as good 
or  very  good.  Additionally,  67.8%  believed  their  participation  improved  their  employment 
prospects. The majority (82.7%) were satisfied or very satisfied with the call. Furthermore, 
89.6% would recommend similar operations to others. 

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These results underscore the call's effectiveness in enhancing the employability of young 
graduates, particularly through placements in the private sector and small enterprises and 
highlight the high level of participant satisfaction and perceived improvement in employment 
prospects. In fact, the call contributed to the achievement of the OP result indicator for the 
Operational  Axis  2:  the  indicator  CR  04  (ESF)  ‘participants  in  employment  or  self-
employment after participation’ was achieved for the OP at 98.95%.  

2.2.2. 

Sustainability of socio-economic effects  

According to the consultation process, the call succeeded in reducing the unemployment of 
young graduates, facilitated by the overall comeback of the Cypriot economy after 2016. 
Indeed, within two years the unemployment rate decreased from 24.5% in 2015 to 21.6% 
in 2016 and 18.8% in 2017, as it can be illustrated by Figure 1 of Annex III.  For this reason, 
the Cypriot government considered that no repetition of the call, on a permanent basis, was 
needed,  since  other  open  calls  for  subsidising  new  jobs  could  cover  the  demand/supply 
from both sides (enterprises and young graduates).  

Also, it is worth mentioning that in terms of long-term Impact, the call fostered a culture of 
skills’  development  on  the  job  and  work  readiness  and  for  this,  it  established  a  trustful 
mechanism to bridge demand and supply for graduates. Based on the experience gained, 
the call could be re-activated in times of crisis; according to the consultation process this 
experience along with the operational capacity gained by both the MA and the HRDA may 
guide future employment policies and initiatives for young graduates, ensuring sustained 
employment benefits. 

2.3. 

Key call provisions/mechanisms with an impact on 
sustainability 

2.3.1. 

Arrangements for continuation (or lack thereof) of activities 
post-project. 

The continuation of activities after the support ended was not explicitly planned within the 
framework  of  the  call.  However,  the  possibility  of  re-launching  the  call  was  kept  open, 
particularly  in  response  to  changes  in  the  socio-economic  context,  such  as  worsening 
labour market conditions and rising unemployment among young graduates. This flexible 
approach  was  demonstrated  between  2014  and  2015  when  the  call  was  reactivated  to 
address the heightened need during the economic crisis. 

As  the  Cypriot  economy  began  to  recover,  the  urgent  needs  of  the  target  group  were 
successfully  addressed,  reducing  the  pressure  on  the  labour  market  and,  consequently, 
diminishing the necessity for continued support. Once the specific targets were met, and 
the situation stabilised, after 2016, it was decided that the call would not continue. Thus, the 
call was designed as a targeted intervention to address specific needs, with its continuation 
dependent on the evolving socio-economic conditions. 

However,  it  is  important  to  note  that  similar  calls,  drawing  on  the  experience  gained, 
operated  thereafter,  albeit  focused  on  very  specific  target  groups,  such  as  lowers,  civil 
engineers and architects. Additionally, open calls for new job placements were in place to 
respond  to  the  growing  demand  for  employment  opportunities  for  young  graduates, 
adapting to the changing needs of the labour market. 

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2.3.2. 

Factors supporting or hindering the sustainability of 
operations implemented via calls for proposals 

Based  on  the  information  gathered  during  the  consultation,  a  number  of  factors  were 
identified, throughout the various stages of its design and implementation, that contributed 
to the sustainability of results. 

Regarding  the  call  preparation  phase,  the  2015  call  was  initially  implemented  with  the 
support of national funds. It was formally activated as an ESF co-funded initiative in July 
2016  with  its  publication  Call  OP2/2.8.2.2/1/07.2016,  with  an  initial  budget  of  EUR  10.2 
million and the HRDA as the main implementing body. This shows a case in which the ESF 
complement  the  national  policies.  The  call’s  budget  was  adjusted  in  2020  at  EUR  6.42 
million and at EUR 6.0 million in 2023 (REMACO SA-ETAM SA, 2021). The budget seemed 
adequate considering that  in the  2015  cycle,  not  all  positions  were  covered.  The  budget 
covered  costs  associated  with  the  placement  of  unemployed  graduates,  including 
administrative expenses and oversight mechanisms. 

The call was meticulously designed to target young graduates under 35 who were struggling 
to enter the labour market, particularly those with less than three months of relevant work 
experience, with a solid intervention logic, in which all the needs of the young graduates 
were  carefully  considered,  as  can  be  seen  in  Annex  III  below.  To  ensure  fairness  and 
inclusivity, the selection criteria were aligned with principles of gender equality, accessibility, 
and environmental responsibility. Priority was given to the most vulnerable, including single 
those  with  higher  educational 
individuals,  and 
parents, 
qualifications, such as Master’s or Doctoral degrees. 

long-term  unemployed 

One of the key factors behind this success was the careful matching of supply and demand, 
which not only facilitated immediate job placements but also contributed to the sustainability 
of results, by facilitating the permanence at work the young graduated which entered into 
the  labour  market.  To  prevent  potential  abuses,  the  call  preparation  included  strict 
regulations that barred organisations from firing existing employees to create vacancies for 
new  applicants.  This  measure  helped  maintain  the  call’s  integrity  and  ensured  that 
opportunities were genuinely additive rather than exploitative. 

A  digital  platform  was  integral  to  the  call’s  success,  streamlining  the  application  process 
and facilitating the rapid matching of graduates with employers. This efficiency translated 
into a swift turnaround in announcing results, which was crucial in keeping both applicants 
and organisations engaged. 

The results  of the  2015 call  also  had complementary  effect  on  the  employment  policy  in 
Cyprus. By demonstrating a successful model, the call aligned with a continuously open call 
for ‘placements in businesses’ announced by the PES, ensuring that the opportunities for 
graduates and employers to connect did not end with the call’s closure. In fact, through this 
open call, employers who wished to retain graduates after their placement received financial 
incentives (contribution to cover part of the job position costs) to hire them permanently, 
fostering lasting employment opportunities.  

When it comes to the call implementation, the call was launched with a 2-month application 
window, providing ample time for potential beneficiaries to apply. The submission process 
transitioned  to  an  online  format  in  2015,  enhancing  efficiency  and  accessibility.  Training 
was provided to organisations and businesses to facilitate these submissions, addressing 
any technical challenges and improving overall participation. 

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The appraisal process involved collaboration with stakeholders, enhancing its efficiency and 
speed. Successful applicants were promptly notified and contracted. This collaboration and 
swift processing were crucial in maintaining the momentum and credibility of the call. 

The  monitoring  and  evaluation  phase  of  the  call’s  implementation  was  based  on  the 
application of qualitative control measures including monthly reports from participants on 
their work activities and additional reports from responsible personnel regarding their well-
being  and  performance.  This  proactive  approach  allowed  for  early  identification  and 
resolution of issues. The monitoring process also ensured that candidates were matched 
with jobs aligning with their degree and preferences, enhancing satisfaction and relevance. 

2.3.3. 

Good practices and their potential for transferability 

One of the key strengths of the call was its alignment with broader policy objectives and 
investment priorities. By ensuring that the call was closely tied to national goals, and not 
only  maintained  its  relevance  but  also  secured  long-term  sustainability.  Drawing  on 
experiences from earlier initiatives in the previous programming period, the call incorporated 
valuable lessons learned to refine its processes and outcomes. This approach allowed it to 
evolve and adapt, addressing challenges more effectively with each iteration. 

A  notable  feature  of  the  call  was  the  provision  of  grants  to  organisations,  designed  to 
incentivize participation and increase the likelihood of participants being hired. This financial 
support made it more attractive for employers to engage with the call, thereby expanding 
opportunities for graduates. 

In  an  effort  to  improve  efficiency,  the  call  streamlined  administrative  processes  by 
transitioning to online submissions. This shift not only simplified the application process 
for participants but also reduced the administrative burden, allowing for quicker processing 
times and more responsive management. The call also prioritized  proactive monitoring 
and  evaluation,  a  critical  component  in  addressing  issues  as  they  arose.  By  keeping  a 
close eye on the programme's progress, adjustments could be made in real time, ensuring 
that the scheme remained on track to meet its objectives. 

To ensure the transferability of these good practices key conditions should be met. Firstly, 
operational capacity should be ensured for the competent bodies in charge of coordination, 
management  and  implementation  of  the  call.  Moreover,  effective  collaboration  of  key 
stakeholders,  including  the  beneficiary,  government  agencies  (PES),  employers,  and 
participants  should  be  secured  by  an  efficient  mechanism,  preferably  supported  by  a 
dedicated  Integrated  Information  System.  Also,  flexibility  needs  to  be  considered  to 
constantly adapt, based on monitoring and evaluation findings. Last but not least, it is also 
very 
to  support 
implementation and management. 

financial  and  human  resources 

to  allocate  adequate 

important 

2.4. 

Conclusions and lessons learned 

2.4.1. 

Key findings  

The  call’s  ability  to  permanently  address  the  identified  need,  such  as  reducing  young 
graduates' unemployment, was significantly strengthened by the solid intervention logic of 
the call, built on past experience. Tailored selection criteria were also crucial, enabling the 
call to effectively reach its target group. Additionally, the rapid and user-friendly submission 

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and selection  process, which  included  training  for  applicants,  ensured that the  call  could 
fully  meet  the  identified  needs  and  achieve  its  objectives  (see  also  Annex  IV.  Selection 
Criteria of the Call). The efficient implementation of the call further contributed to its success, 
allowing the intervention to effectively intercept and address the target group's needs. An 
effective  monitoring  and  evaluation  (M&E)  phase  played  a  key  role  in  enhancing  the 
program's  capacity  to  deliver  lasting  results,  even  though  the  intervention  was  a  one-off 
initiative. 

With this being said, it also needs to be highlighted that the call has demonstrated several 
key attributes that ensure the sustained achievement of the call’s objectives: 

Combination of broader policy objectives to specific needs: The call was strategically 
aligned with broader policy objectives, such as OP ‘Employment, Human Resources and 
Social Cohesion’ TO 8 and SO 8.2.2, which focused on integrating young people into the 
labour market. This alignment ensured the call's relevance and garnered support from all 
stakeholders. At the same time, by keeping the target group specific, the call was tailored 
to meet its intended scope effectively. 

its  subsequent  updates 

Response to emerging/relevant needs: The call's activation during the economic crisis, 
along  with 
in  2014  and  2015,  demonstrated  a  strong 
responsiveness  to  changing  economic  conditions.  This  adaptability  allowed  the  call  to 
efficiently allocate resources during periods of high youth unemployment, ensuring timely 
and relevant intervention. 

Comprehensive  needs  analysis:  A  thorough  prior  needs’  analysis  was  conducted  to 
accurately  identify  the  target  group  and  the  scale  of  the  problem.  This  careful  planning 
ensured  that  the  call  was  designed  to  address  specific  needs  without  overstretching  its 
resources, thereby enhancing the sustainability of its results. 

Effective  selection  and  priority  criteria:  The  call's  well-defined  eligibility  and  priority 
criteria played a crucial role in directing support to those most in need, including vulnerable 
groups like single parents and long-term unemployed individuals. This targeted approach 
not  only  maximized  the  impact  of  the  intervention  but  also  contributed  to  the  long-term 
sustainability of its operations and outcomes. 

Incentives for organisations provided to integrate the intervention: Providing grants to 
organisations  for  hiring  participants  made  the  call  more  attractive  and  increased  the 
likelihood of sustained employment after the placement period. The concurrent "Business 
Staffing  Scheme"  further  reinforced  this  by  offering  additional  incentives  within  a  well-
coordinated framework, enhancing the durability of the intervention’s impact. 

Streamlined administrative processes: The transition to an online submission process in 
2015, coupled with training for participating organisations, greatly improved efficiency and 
accessibility.  These  streamlined  processes  helped  manage  the  administrative  load  and 
contributed to the overall effectiveness and sustainability of the call. 

Monitoring and Evaluation: Regular monitoring through monthly reports from participants 
and responsible personnel, along with comprehensive impact assessments, facilitated early 
detection  and  resolution  of  issues.  This  continuous  feedback  loop  allowed  for  ongoing 
improvements, thereby strengthening the call’s capacity to deliver sustainable results.   

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2.4.2. 

Main lessons learned for future implementation periods 

In essence, the approach highlights how the European Social Fund (ESF) plays a vital role 
in sustaining social initiatives and driving positive outcomes, even in challenging economic 
conditions. One of the key lessons revealed is the  effectiveness of providing targeted 
support  and  incentives  to  both  graduates  and  the  organisations  they  work  with.  This 
approach can make a significant difference in encouraging participation and ensuring that 
results  are  sustained,  especially  during  tough  economic  times.  By  offering  financial 
assistance/grants  the  call  helped  alleviate  the  immediate  financial  pressures  that 
participants and organisations were facing at the time.  

This  support  did  not  only  help  individuals  and  enterprises  in  the  short  term  but  also 
reinforced  the  overall  success  in  mid-term.  To  enhance  this  impact  even  further, 
complementary interventions, such as business staffing schemes, were giving opportunities 
for  new  job  placements,  after  the  closure  of  the  call.  These  additional  measures  were 
offering even more robust support, helping to maintain the momentum of the call, after a 
first 6-month period serving as an adequate on the job training period. 

Additionally,  some  complementary  drivers  to  consider  within  the  above  framework 
comprise: 

-  Adaptive  Design:  Calls  should  be  flexible  to  adjust  to  changing  economic 
conditions  and  incorporate  past  lessons.  This  ensures  ongoing  relevance  and 
impact,  with  decisions  on when  to  launch  or  close  calls  based  on  solid evidence. 
Aligning with Human Resources Development ensures that these efforts meet both 
current and future workforce needs. 

-  Efficient  Processes:  Streamlined  administrative  processes,  such  as  online 
submissions  and  training,  improve  accessibility  and  reduce  the  burden  on 
authorities.  This  leads  to  better  management,  higher  participation,  and  allows 
participants to focus on achieving call’s goals without getting caught in bureaucratic 
complexities. 

-  Coordinated Efforts: Integrating calls within a broader strategy and synchronizing 
with  other  interventions  creates  more  sustainable  solutions.  This  coordinated 
approach  enhances  the  overall  impact,  providing  a  comprehensive  response  to 
social  and  economic  challenges  and  supporting 
long-term  socio-economic 
sustainability. 

2.5. 

Annexes 

2.5.1. 

Annex I. Sources of Information  

•  Human Resources Development Authority (2024). Announcement of the Call to young 

graduates and enterprises-Descriptive Document of the 2015 Call (annex to the 
announcement). Available at: https://www.structuralfunds.org.cy/default.aspx?cmrid=918  

•  Human Resources Development Authority (2024). Announcement of the 2015 Call to young 

graduates and enterprises- Call’s Policy and Processes Guide. Available at: 
https://www.structuralfunds.org.cy/default.aspx?cmrid=918  

•  Human Resources Development Authority (2024). Call’s initial targets (2015) and achieved 

targets (2016) export from the Integrated Information System. Available at: 
https://www.structuralfunds.org.cy/default.aspx?cmrid=918  

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•  Human Resources Development Authority (2021). Business Staffing Plan with Graduates of 

Higher Education.  Available at: 
https://www.anad.org.cy/wps/portal/hrda/hrdaExternal/training/trainingUnemployed/Topics%20
Details%20Page/katartisi2.3/!ut/p/z0/pY5Ba8JAEIX_SjzkqLMkaPUYVBqCWkpB4l5k1GkcXXfjZ
rT6700spXiwl97e8N6b74GGHLTFMxco7Cya-l7o3jJN0yQdvKnZ63geqff-
eNgdfQziURZBBvppIJvFL80H3h2POgG9dlboIpBv_QaXtSJfM4IvWgV3y0pAJlSN-
2OGao1ChfNMlafqZKT6E3nf9F-
keGTLtvhVJ0uH0rgrbepB371Q7VHQC1ccdeKGGfnpcFqALlG2bbafDvKHSLnXq645T5Kk1boB
kwegZw!!/  

•  Human Resources Development Authority (2017). Evaluation report of the impacts of the 2015 

Placement Plan of Unemployed Young Graduates for Work Experience in 
Enterprises/Organisations. Available at: 
https://www.structuralfunds.org.cy/uploadfiles/Apasxolisi_AnthropinoiPoroi/EKTHESI_AKSIOL
OGISIS_PAN_final_NEW.pdf  

•  Human Resources Development Authority (2016). HRDA 2016 Annual Report. Available at: 

https://www.anad.org.cy/wps/wcm/connect/hrda/6618b244-b306-4517-8b3c-
07c9813fedce/ANNUAL+REPORT+2016+%2815-05-
18%29+HI.pdf?MOD=AJPERES&CONVERT_TO=url&CACHEID=ROOTWORKSPACE.Z18_H
HHAH9O0NGE980A7L632QJ0000-6618b244-b306-4517-8b3c-07c9813fedce-memtmDf 

•  Human Resources Development Authority (2015). HRDA 2015 Annual Report. Available at: 

https://www.anad.org.cy/wps/wcm/connect/hrda/fa2f8561-c3f6-4402-ae59-
0c6a16b5b532/ANNUAL+REPORT+2015+%2815-3-
17%29.pdf?MOD=AJPERES&CONVERT_TO=url&CACHEID=ROOTWORKSPACE.Z18_HHH
AH9O0NGE980A7L632QJ0000-fa2f8561-c3f6-4402-ae59-0c6a16b5b532-memupjd  

•  Ministry of Structural Funds in Cyprus 2014-2020 (2021). Operational Programme 

‘Employment, Human Resources and Social Cohesion’ 2014-2020. 2014CY05M9OP001. 
Available at: https://www.structuralfunds.org.cy/uploadfiles/CY%20ESF%20OP%202014-
2020_v.7.0_final.pdf  

•  Ministry of Structural Funds in Cyprus 2014-2020 (2016). OP’s 2016 Steering Committee 
meetings’ material. Available at: https://www.structuralfunds.org.cy/Meetings-Written-
Procedures  

•  Ministry of Structural Funds in Cyprus 2014-2020 (2015). OP’s 2015 Steering Committee 
meetings’ material. Available at: https://www.structuralfunds.org.cy/Meetings-Written-
Procedures  

•  REMACO SA-ETAM SA (2021). Evaluation report of the OP Employment, Human Resources 

and Social inclusion. Available at: 
https://www.structuralfunds.org.cy/uploadfiles/%CE%88%CE%BA%CE%B8%CE%B5%CF%83
%CE%B7_%CE%91%CE%BE%CE%B9%CE%BF%CE%BB%CF%8C%CE%B3%CE%B7%C
F%83%CE%B7%CF%82_%CE%95%CE%A0%CE%91%CE%91%CE%A0%CE%9A%CE%A
3_2020_final.pdf  

2.5.2. 

Annex II. List of stakeholders consulted  

Interviews with MA/IBs and other stakeholders: 

•  Nadia  Tofaridou,  Officer  A  -  Directorate  of  Training  Services,  HRDA-  (Contracting  Authority). 

Cyprus. Interviewed on 12th July 2024 

•  Dora Papavarnava, Acting Head of ESF Unit - Ministry of Labour, Welfare and Social Insurance- 

(Managing Authority). Cyprus. Interviewed 25th July 2024 

•  Adia  Pantelidou,  ESF  Unit  -  Ministry  of  Labour,  Welfare  and  Social  Insurance-  (Managing 

Authority). Cyprus. Interviewed 25th July 2024 

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Questionnaire/interviews among project beneficiaries: 

•  Kyriakos Kyriakou, Participant/Young Graduate, Cyprus, Interviewed on 18th July 2024 

2.5.3. 

Annex III: Key tables and figures 

Table 2: Unemployment rates for young 15-29 years old, and NEETs percentage (2012-2015) 

2012 

2013 

2014 

2015 

NEETs % of population 

17.3 

20.4 

19.5 

18.5 

Unemployment rate % (15-29 years old) 

20.4 

27.5 

26.2 

24.5 

Source: EUROSTAT 2024 

Figure 3: Evolution of young 15-29 unemployment 

Source: EUROSTAT 2024 

2.5.4. 

Annex IV. Call’s selection criteria 

Young graduates 

Eligibility criteria 

Young graduates should be: 

▪  Registered as unemployed at the Offices of the Public Employment Service (PES). 
▪  Referred for participation in the Scheme by the Public Employment Service (PES), as a result of 

individualised guidance. 

▪  Under 35 years of age at the application deadline. 
▪  Holders of a higher education degree/academic qualification, of at least three years of study or 

a postgraduate qualification, of at least one year of study. 

▪  Persons with  more than three months' experience relevant to their studies are  excluded. The 
duration of experience does not count work that was a prerequisite for obtaining their academic 
qualifications, or for obtaining the right to practise a profession. 

▪  Citizens  of  the  Republic  of  Cyprus  or  citizens  of  any  other  Member  State  of  the  European 
Economic Area or those who have the same rights as the above, who reside legally in the areas 
controlled by the Republic of Cyprus and have the right of free access to the labour market of 
the Republic 

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Graduates  who  participated  in  the  respective  Schemes  of  2013  and  2014  for  a  period  exceeding 
three months were excluded. 

Priority criteria: 

▪  Master's or PhD holders (1 credit). 
▪  Married/ Single with dependent child/children (1 credit). 
▪  Single  parents  (person,  living  with  at  least  one  dependent  child  and  unmarried,  widowed, 

divorced): 

➢  With 1 dependent child (2 credits). 
➢  With 2 or more dependent children (3 credits). 

▪  Long-term unemployed: 

➢  From 6 to 12 months (1 credit). 
➢  Beyond 12 to 24 months (2 credits). 
➢  Beyond 24 months (3 credits). 

For long-term unemployed who are orphans of 1 parent 1 credit is added and for those who are 
orphans of 2 parents 2 credits. 

▪  Unemployed not in employment, education or training (NEETs) (1 credit) 

In case of a tie, the date of registration of the unemployed person in the PES is taken into account, 
according  to  the  Renewal  Form  for  the  Registration  of  Unemployed  (ES19),  giving  priority  to  the 
longest unemployed. 

Regardless of the above,  priority for inclusion in the  Scheme is given to Persons with Disabilities 
(PWD). 

Participating enterprises/organisations 

Unemployed graduates are placed for work experience in businesses and non-profit organisations, 
services/organisations of the public and wider public sector including local authorities. 

Eligibility criteria for enterprise /organisations: 

▪  They carry out activities in areas controlled by the Republic of Cyprus and are registered in the 

Social Insurance Register, as employers or as self-employed persons. 

▪  They  have  proper  organisation  and  a  suitable  mentor,  who  will  undertake  the  guidance  and 

supervision of the graduate. 

▪  They do not employ illegal and/or undeclared workers. 
▪  The company/organisation employs the graduate at least 25 hours per week. 
▪  They have not reduced the number of their employees in the positions where graduates intend 
to  be  placed,  since  April  3,  2015.  It  is  understood  that  cases  of  reduction  due  to  voluntary 
retirement, retirement and dismissal due to serious misconduct are excluded. 

▪  The positions offered must be positions for which a bachelor's/academic qualification is required 

(see Graduate eligibility criteria). 

▪  The positions offered will not include persons who are major shareholders, owners or Directors 
of businesses/organisations, their spouses, or are related by first or second-degree kinship by 
blood or marriage to them. 

▪  The  offices  or other premises from where exercise their activities are located outside the home. 
▪  There are no administrative sanctions in force by the HRDA, which affect their participation in 

the Call. 

▪  A  maximum  number  of  positions  offered  for  each  enterprise  /organisation  is  determined 

according to the number of employees of the enterprise/organisation as follows: 

Number of employees 
enterprise / organisation 

Maximum number of 
positions 

1-4 

5-9 

1 

2 

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10-19 

20-49 

4 

7 

50 and over 

20% of the total 
employees 

It is possible to apply for additional positions, with appropriate justification, by enterprises that 
establish themselves for the first time in Cyprus or substantially expand their economic activities 
in Cyprus, with the intention of employing the unemployed after the completion of the placement. 

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Table 3: Intervention logic of the Cypriot call 

Identified need 

Objectives set  

Expected result  

▪  High youth 

▪  Increase 

employment among 
young graduates  
▪  Specific Objective: 

Enhance 
employability of 
young graduates 
through structured 
work placements, 
mentorship, and on 
the job skill-building. 

▪   

unemployment 
rates and limited 
work opportunities 
due to the 
economic crisis.  
▪  Young graduates 

lack work 
experience, 
making it 
challenging for 
them to secure 
permanent jobs in 
a competitive, 
shrinking labor 
market. 

▪  Short-Term Outcomes: Graduates 
gaining relevant work experience 
and improve their employability 
skills.  

▪  Medium-Term Outcomes: Increased 
employment rates among young 
graduates as they transition from 
placements to permanent positions. 

Impact (Long-Term) 

▪  Reduction in youth unemployment 
rates, contributing to economic 
recovery. Improved economic 
stability for young graduates, 
reducing reliance on government 
support and contributing to a more 
skilled, productive workforce 

Inputs 

▪  ESF and 

Government funding 
to cover program 
implementation 
costs.  

▪  Employers, public 
and private sector 
organizations.  

▪  Digital platforms for 
job matching and 
monitoring. 

Activities  

Outputs 

▪  Young graduates 
placed in jobs.  

▪  Employers 

participating in the 
program and 
offering positions 
to graduates.  

▪  Partnering with employers to 
offer subsidized internships, 
apprenticeships, or 
temporary positions for 
graduates.  

▪  Job Matching and Placement 

Services 

▪  Monitoring: Track 

participants' progress and 
gather feedback from both 
graduates and employers to 
measure effectiveness and 
identify areas for 
improvement. 

Key Assumptions 

(a)  Employers are willing to engage with young graduates; (b) graduates are motivated to participate; (c) funding is sufficient to sustain the 

program; (d) PES are involved in the matching by providing the relevant databases (unemployed youth and employers) 

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3. 

Case study DE: Call for Proposal “Business 
start-ups from unemployment” (OP 
Schleswig-Holstein ESF 2014-2020, 
Germany) 

3.1. 

Context and background 

3.1.1. 

Relevant context  

The corporate structure in Schleswig-Holstein is characterised by small and medium-sized 
enterprises (SMEs). One challenge for the State's companies in the earlies 2010s was to 
secure  the  supply  of  skilled  labour  for  the  future.  To  this  end,  the  existing  labour  force 
potential,  especially  of  women,  older  people,  and  people  with  a  migration  background, 
should be activated.  

In 2012, small and medium-sized enterprises (SMEs) accounted for 99.4% of all businesses 
in  the  state,  a  proportion  consistent  with  national  trends  in  Germany.  However,  these 
businesses faced challenges, particularly regarding the future availability of skilled labour. 
Labour  market  predictions  up  to  the  year  2035  showed  that  the  supply  of  labour  in 
Schleswig-Holstein will decline, while the demand for labour is likely to continue to rise (with 
an increase of a labour force gap in Schleswig-Holstein as high as 326,799 people by 2035). 
To  address  this,  there  was  a  focus  on  increasing  the  labour  force  participation  of 
underrepresented  groups,  such  as  women,  older  people,  and  those  with  a  migration 
background.  By  2012,  the  female  labour  force  participation  rate  in  Germany,  e.g.  had 
already  been  on  an  upward  trend,  reaching  around  54.6%  by  2013,  reflecting  broader 
national trends aimed at better integrating women into the workforce. 

The  call  for  proposal  “Business  start-ups from  unemployment”  in  Schleswig-Holstein, 
Germany,  was  carried  out  in  accordance  with  the  provisions  of  the  ESF  OP  Schleswig-
Holstein  20214-2020.  The  specific  goal  was  to  increase  the  entrepreneurial  skills  of  the 
unemployed  and  economically  inactive  individuals.  A  total  volume  of  EUR  15.6  million, 
including EUR 7.8 million planned from ESF funds, had been budgeted for funding the call. 
The funding campaign ran from 1 October 2014 to 31 December 2021 and a total of EUR 
8.3 million in ESF funding was spent. 

3.1.2. 

Features of the call and motivations underlying its choice  

The  call  was  financed  under  the  TO  8,  IP  8iii  “Self-employment,  entrepreneurship,  and 
business  creation,  including  small  and  medium-sized  enterprises  (SMEs)  and  micro-
enterprises”.  

The aim of the call was to strengthen and expand the sustainability of start-ups and their 
employment potential. Once a start-up had successfully been established under the call, 
there  were  funding  opportunities  from  the  employment  agencies,  the  job  centres,  the 
municipalities in Schleswig-Holstein, among others, as well as federal funding offers from 
the  ‘Credit  Institute  for  Reconstruction’  (Kreditanstalt  für  Wiederaufbau  (KfW))  and  the 
Federal  Office  of  Economics  and  Export  Control  (Bafa).  The  call  targeted  unemployed 

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people and inactive people providing support to set up their own businesses in Schleswig-
Holstein. The support was especially relevant for women, who have been underrepresented 
in business start-ups, and for people with a migration background. 

Beneficiaries  of  the  funding  were  legal  entities  under  private  law  that  acted  as  project 
organisers  outside  the  state  administration,  in  particular:  SMEs,  employment  and 
qualification organisations, corporations under public law, associations with legal capacity 
or foundations.  

The  rationale  for  launching  this  call  was  related  to  the  need  for  addressing  a  declining 
number of working individuals by remedying the disadvantages of unemployed and inactive 
people, especially women and migrants, in starting their own business in the regions, but 
also to the possibility of exploiting the high self-employment potential in the territory. Indeed, 
in  Schleswig-Holstein,  the  self-employment  rate has  consistently  been  above  10%  since 
2005,  slightly  higher  than  the  national  average.  The  significantly  higher  self-employment 
rate  was  used  as  an  indication  for  further  potential  to  be  exploited.  Since  employment 
agencies and job centres already offered funding support for start-ups from unemployment 
through  start-up  grants,  entry  subsidies,  and  other  integration  services  for  the  self-
employed, the call was used in a complementary way to enhance the success in early start-
up phases.  

Regarding  the  governance,  the  Managing  Authority,  the  Federal  Ministry  of  Economy, 
Labour,  Transport  and  Technology  of  Schleswig-Holstein,  worked  together  with  the 
Intermediate body Investment bank Schleswig-Holstein. The call was implemented through 
the  Intermediate  Body  as  an  idea  competition  addressed  to  beneficiaries  which  would 
ensure  2-year  funding  for  the  respective  projects.  The  project  proposals  should  include 
qualification and coaching measures to ensure assistance for potential entrepreneurs (out 
of  unemployment)  in  the  pre-start-up  phase  as  well  as  the  promotion  of  entrepreneurial 
skills. This idea competition invited beneficiaries to submit proposals for the implementation 
of such qualification and coaching projects. After the decision process of Intermediate body, 
funding was provided for eligible beneficiaries. 

3.2. 

Implementation of operations and implications for 
sustainability  

3.2.1. 

Analysis of the implementation phase 

Projects funded under the call included "start-up camps", which were used as a first point 
of  contact to  secure  the chances  of  success  for the  start-up  idea.  These start-up  camps 
were  implemented  at  around  20  locations  in  Schleswig-Holstein  from  around  10 
beneficiaries.  These  start-up  camps  regularly  offered  information  events,  one-to-one 
meetings,  two  or  three-week  seminars  on  commercial  and  entrepreneurial  qualifications, 
business plan advice and, if required, an expert opinion. The support was provided by the 
start-up centre as well as by external lecturers. Training and coaching sessions covered a 
wide range of topics, including suitability assessments for start-up projects, basic seminars 
on drawing up a business plan, or advice on other start-up-related topics such as ‘Marketing, 
sales, advertising,’ ‘Financial planning and capital requirements,’ ‘Legal and tax basics,’ and 
‘Insurance.’ The start-up camps also offered target group-specific counselling for migrants 
and  women.  With  the  help  of  this  support  programme,  the  aim  was  to  enable  those 
interested in setting up a business to do so successfully. 

This wide range of services provided comprehensive support to those interested in setting 
up  a  business  who  were  clients  of  the  employment  agency  or  job  centre.  In  addition  to 

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imparting  professionally  relevant  knowledge, 
development in terms of the participants' self-confidence. 

this  support  also 

included  personal 

The  project  aimed  to  target  6,900  unemployed  people  to  take  part  in  the  start-up  camp 
programmes. Especially women and people with migration background were targeted (as 
mentioned  above).  It  was  expected  that  60  per  cent  of  the  participants  will  still  be  self-
employed six months after their participation. 

By the end of the project, December 31st of 2021, 7,280 participants successfully completed 
the  measure.  Of  these,  46.9%  were  women  and  19.9%  had  a  migration  background. 
Consequently, the targeted number of participants was surpassed, with women and those 
with a migration background successfully targeted. From these, 2.930 participants were still 
categorised  as  ‘self-employment’  (40.25%)  and  540  were  in  social  security-covered 
employment.,  therefore  the  outcome  of  60%  of  the  participants  being  self-employed  six 
months after their participation was not fully achieved. 

Overall, however this builds on the positive experiences with ESF funding in the state from 
2007  to  2013,  where  a  similar  call  was  implemented,  where  55%  of  financed  start-up 
business were still in the market six months after the end of the funding period.  

Objectives  of  the  funding  were  successfully  met  in  the  sense  that  entrepreneurial 
competence  of  the  participants  was  achieved,  and  the  start-up  camps  consistently  had 
interested participants. The sustainability of start-ups initiated after receiving support was, 
according  to  the  Intermediate  Body,  successful.  Additionally,  the  founding  of  start-ups 
without  viable  business  concepts  were  prevented  to  reduce  the  likelihood  of  company 
failures.  

3.2.2. 

Sustainability of socio-economic effects  

The activities under the one-off intervention ended with the funding period of 2014-2020.  
The funding campaign, as said above, ran from 1 October 2014 to 31 December 2021. Last 
projects funded under this period ended on 31 December 2021. 

The  structures  established  during  the  ESF-supported  programme  continued  to  be 
utilised even after the funding ended. Although the programme's scope and capacity had 
to  be  reduced  without  ongoing  external  financial  support,  the  beneficiary  organisations 
partially  retained  their  advisory  positions  for  start-ups  from  unemployment.  The 
involvement of partners and interest groups appeared to have positively influenced the 
socio-economic  sustainability  of  the  results.  Network  structures  were  established  and 
maintained, which helped foster the development of several sustainable start-ups. It helped 
to  shape  a  successful  entrepreneurial  ecosystem  and  fostered  the  growth  of  individual 
businesses,  contributed  by  generating  employment,  encouraging  innovation,  and  driving 
local economic development. Additionally, the engagement of external lecturers facilitated 
a more comprehensive transfer of knowledge, according to respondents what was stated 
during consultation process.  

The consultation process revealed that one of the reasons the funding measures were 
not continued in the current funding period was the improved economic situation, 
which reduced the necessity for such programmes, leading to a shift in focus away from this 
specific measures. This shift underscores the program's success in contributing to a more 
resilient  and  self-sustaining  entrepreneurial  environment,  which  eventually  reduced  the 
necessity for ongoing external financial support. 

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3.3. 

Key call provisions/mechanisms with an impact on 
sustainability 

3.3.1. 

Arrangements for continuation (or lack thereof) of activities 
post-project. 

The  ESF  call  ‘Business  start-ups  from  unemployment’  ended  with  the  2014-2020 
programming  period.  This  was  due  to  several  factors.  Firstly,  as  highlighted  in  the 
stakeholders’ consultation, the importance of viable business ideas was key for potential 
entrepreneurs, especially given the significant (general) socio-economic demand for skilled 
workers  in  Schleswig-Holstein  at  the  time  that  the  funding  was  made  available  and  in 
Germany overall. However, the pool of unemployed individuals with feasible business 
ideas was relatively small, partly because many unemployed individuals, particularly long-
term  unemployed,  face  various  barriers  to  employment.  These  barriers  often  stem  from 
personal backgrounds and circumstances that hinder their employability despite the strong 
economic conditions and demand for skilled workers. This context influenced the decision-
making process for the current operational programme (2021-2027). During discussions in 
2019,  prior  to  the  COVID-19  pandemic,  it  was recognised  that  the  improved economic 
situation reduced the number of unemployed individuals who could benefit from the 
measure.  This  was  one  key  factor  in  deciding  not  to  continue  certain  funding 
measures in the current funding period.  

In  an  interview  published  in  2020,  a  representative  from  one  of  the  beneficiaries,  the 
significance  of  business  start-up  counselling  for  the  economically  disadvantaged  was 
emphasised:  "Business  start-up  counselling  is  a  crucial  task  for  us  as  an  economic 
development agency, as new businesses are vital for the economic prosperity of our region. 
Consequently, we will continue to offer business start-up advice with an expert in this field, 
though in a reorganized format." (WAP 2021). Even if the measures were not continued due 
to a reduced pool of unemployed individuals with feasible business ideas and the improved 
economic  situation,  this  highlights  the  ongoing  commitment  of  the  beneficiaries  to 
support new businesses from unemployment through expert advice. 

The stakeholder consultation revealed that a continuation of the funding via the ESF would 
have been desirable from the beneficiaries’ side, as they would have been able to maintain 
additional  personnel  resources.  However,  the  decision  not  to  continue  the  ESF  funding 
measures for business start-ups, despite the positive impact reported by beneficiaries, can 
be  understood  through  a  broader  lens  of  shifting  priorities  and  evolving  economic 
conditions.  The improved economic  situation  played  a crucial  role in the  decision  on  the 
discontinuation  of  the  funding.  As  the  economic  environment  became  more  robust,  the 
immediate need for extensive support programmes aimed at start-ups decreased. With a 
more  favourable  economic  climate,  there  were  fewer  unemployed  individuals  seeking  to 
start new businesses, and existing businesses may have faced less financial strain. This 
shift  in  the  economic  landscape  meant  that  the  perceived  urgency  for  such  funding 
measures diminished. 

The  funding  period  of  2021-2027  saw  a  strategic  shift  in  priorities,  emphasising  the  up-
skilling of people without formal qualifications, and the re- and up-skilling of the skilled labour 
force, rather than on supporting business start-ups (from unemployment). 

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3.3.2. 

Factors supporting or hindering the sustainability of 
operations implemented via calls for proposals 

The capability of the intervention to permanently satisfy the identified needs and achieve 
the  intended  change  (supporting  unemployed  and  inactive  people  to  start  their  own 
business) certainly benefited from a very solid needs analysis and intervention logic. 
The factors supporting sustainability in this case, therefore, can be mostly found in the call 
design and preparation phases.  

In the call design phase, the intervention logic significantly relied on the start-up camps 
which  advised  and  supported  people interested  in setting  up  a  business in a preliminary 
exploratory stage. The reliance on start-up camps was essential to identify needs of the 
target  group.  The  call  design  also  considered  the  fact  that  complementary  support  for 
setting up business already existed in the OP. The call was carefully designed to address 
a gap in existing start-up support in the OP, with a focus on enhancing sustainability by 
achieving long-term socio-economic outcomes and improving the survival rate of start-ups. 
While  there  were  already  funding  opportunities  available  for  the  post-start-up  phase—
through  employment  agencies,  job  centres  in  Schleswig-Holstein,  and  federal  funding 
programmes - the state government specifically supported unemployed and economically 
inactive  individuals  in  the  pre-start-up  phase,  helping  them  establish  businesses, 
contributing to the sustainability of the results. 

3.3.3. 

Good practices and their potential for transferability 

Good  practices  that  supported  the  sustainability  of  outcomes  included  strong  network 
structures and comprehensive support provided to participants. Individuals received 
thorough  advice  and  were  equipped  with  essential  business  tools,  allowing  potential 
stumbling blocks to be addressed in advance. After the ESF support ended, contact was 
maintained with the founders, enabling ongoing feedback and insights to be passed 
on to future participants interested in setting up a business. Additionally, the seminar 
programme,  the  Start-Up  camps,  were  continuously  evaluated  and  further  developed  to 
adapt to changing needs in a timely manner.  

Close  collaboration  between  the  Managing  Authority,  Intermediate  Body,  and 
beneficiaries  ensured  sustainable  outcomes,  allowing  many  beneficiaries  to  continue 
pursuing similar objectives even after ESF support ended, though often on a smaller scale 
due  to  the  absence  of  third-party  funding.  The  structures  of  Beneficiaries,  such  as  their 
partnership  networks  and  close  collaboration  with  trainers  etc.,  established  during  the 
programme  were  effectively  utilised  post-funding,  demonstrating  their  resilience.  For 
successful  transferability  to  other  calls,  strong  partnerships,  adaptable  frameworks,  and 
continued stakeholder collaboration seemed to have been essential. 

3.4. 

Conclusions and lessons learned 

3.4.1. 

Key findings  

The goal of this call to promote entrepreneurship among unemployed individuals appears 
to have been successfully achieved. Not only were participants able to transition into active 
employment  through  self-employment,  but  the  initiative  also  contributed  to  regional  and 
national economic growth, with additional jobs created as a result of the established start-
ups. This success builds on the positive outcomes from the previous ESF funding call in 
Schleswig-Holstein (period 2007-2013).  

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The needs of the target groups were highly considered in the call. However, it appears 
that while the original needs identified by the call were addressed, there was no adaptation 
to changing market needs, as mentioned during the consultation process. Nevertheless, the 
opportunity  to  establish  a  business  provided  participants  with  a  new  perspective, 
offering self-employment as a viable alternative to traditional employment. The risk of failure 
in self-employment was mitigated through entrepreneurial qualifications offered to those 
interested in starting their own businesses. Even for those who ultimately did not establish 
their own ventures, the programme had positive effects on their personal development, 
which in turn increased their likelihood of securing employment subject to social insurance 
contributions.  

Moreover, it was noted that the sustainability of the measures could have been greater 
if the  original funding structure  had been  maintained.  Although  the  effective  support 
structures were not completely dismantled, they were scaled back, resulting in sometimes 
insufficient  support  for  start-ups  and  limiting  the  impact  of  the  former  Beneficiaries.  This 
reduction  was  partly  due  to  a  declining  need,  as  the  share  of  unemployed  individuals 
interested  in  self-employment  had  decreased  over  the  funding  period  and  demand  was 
largely met. As a result, the focus shifted to other priorities in the following funding period 
(2021-2027).  With  the  onset  of  COVID-19— however  an  unforeseen development  at the 
expiration of the call funding—the original support for start-ups could have become a highly 
effective measure, with support valuable in addressing new economic challenges brought 
about by the pandemic.  

Finally, despite the fact of being a one-off intervention, the sustainability of the results of the 
call were enhanced by the fact the established start-ups as part of the call could access 
other  funding  funding  opportunities  from  the  employment  agencies,  the  job  centres,  the 
municipalities in Schleswig-Holstein, among others, as well as federal funding offers from 
the  ‘Credit  Institute  for  Reconstruction’  (Kreditanstalt  für  Wiederaufbau  (KfW))  and  the 
Federal Office of Economics and Export Control (Bafa). Therefore, the ESF support served 
as  complement  to  national  funds  and  enabling  to  foster  the  continuation  of  the  start-ups 
lifetime.  

3.4.2. 

Main lessons learned for future implementation periods 

A key lesson learned from the previous programming period was the importance of aligning 
interventions with evolving economic conditions. In Schleswig-Holstein, the improved 
economic situation led to a reduced number of unemployed individuals with viable business 
ideas. This shift influenced the decision not to continue certain funding measures into the 
2021-2027  programming  period.  The  implication  for  future  programming  is  the  need  for 
flexibility  and  responsiveness  to  changing  economic  conditions.  When  unemployment 
levels drop, there should be a shift towards initiatives that focus on up-skilling and re-skilling, 
ensuring that ESF funds address the most urgent labour market needs. 

Another critical lesson is the role of comprehensive support structures in ensuring the 
sustainability of outcomes. The success of the "Business Start-ups from Unemployment" 
program  was  significantly  supported  by  robust  mechanisms  such  as  start-up  camps  and 
comprehensive  counselling.  These  structures  helped  sustain  the  program's  impact  even 
after funding ended. Future ESF programming should, therefore, emphasize the creation of 
strong support networks that can continue to operate independently. This approach will help 
secure long-term benefits and the sustainability of the interventions. 

The programme revealed that the pool of unemployed individuals with viable business ideas 
was smaller than expected, underscoring the importance of targeting interventions that are 

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feasible  and  realistic.  For  future  programmes,  a  thorough  assessment  of  the  target 
group’s  potential  to  benefit  from  the  intervention  is  essential.  This  ensures  that 
resources  are  used  effectively,  focusing  on  initiatives  that  can  generate  significant  and 
sustainable outcomes. 

Finally, the importance of stakeholder collaboration cannot be overstated. The success 
and sustainability of the program were largely due to the  strong partnerships between 
Managing Authority, beneficiaries, and other stakeholders. This collaboration seemed 
key  to  the  program's  effective  design,  implementation,  and  sustainability.  Future  ESF 
programming  periods  should  prioritize  building  and  maintaining  strong  stakeholder 
partnerships to enhance the overall impact and sustainability of ESF-funded projects. 

3.5. 

Annexes 

3.5.1. 

Annex I. Sources of Information  

•  Bundesagentur für Arbeit (2023). Schleswig-Holstein, Land. Available at: 

https://statistik.arbeitsagentur.de/Auswahl/raeumlicher-Geltungsbereich/Politische-
Gebietsstruktur/Bundeslaender/Schleswig-Holstein.html?nn=25856&year_month=202408  

•  Christensen B., Klodt H., Schrader K., Steglich F. Stehn J. (2024). The Shortage of Skilled 
Workers in Schleswig-Holstein: Developments and Prospects. Available at: https://www.ifw-
kiel.de/publications/the-shortage-of-skilled-workers-in-schleswig-holstein-developments-and-
prospects-32904/  

•  Eurostat (2021). Unemployment rate varied across EU regions in 2021 - Products Eurostat 

News - Eurostat (europa.eu). Available at: https://ec.europa.eu/eurostat/web/products-eurostat-
news/-/ddn-20220429-1  

•  European Commission (2024). Inforegio - OP Schleswig-Holstein ESF 2014-2020 (europa.eu). 

Available at: https://ec.europa.eu/regional_policy/in-your-country/programmes/2014-
2020/de/2014de05sfop001_de  

•  Federal Ministry of Economy, Labour, Transport and Technology (2014). Guidelines for the 

promotion of action. Schleswig-Holstein. Landesprogramm Arbeit Aktion A3 - 
Existenzgründungen aus Nichterwerbstätigkeit. Available at: https://www.ib-
sh.de/produkt/landesprogramm-arbeit-aktion-a3-existenzgruendungen-aus-
nichterwerbstaetigkeit/  

•  Federal Ministry of Economy, Labour, Transport and Technology (2014a). State Labour 
Programme. Ideas competition for the realisation of projects to increase the skills of the 
unemployed and economically inactive. Landesprogramm Arbeit Aktion A3 - 
Existenzgründungen aus Nichterwerbstätigkeit (ib-sh.de). Available at: https://www.ib-
sh.de/produkt/landesprogramm-arbeit-aktion-a3-existenzgruendungen-aus-
nichterwerbstaetigkeit/  

•  Federal Portal Schleswig-Holstein (2014). Factsheet on EU Regional and Social Fund in 

Schleswig-Holstein. Investment in growth and employment. Available at: 
https://www.schleswig-
holstein.de/DE/fachinhalte/F/foerderprogramme/MWAVT/Downloads/factsheet_sh.pdf?__blob=
publicationFile&v=2  

• 

Internal Documents (List of operations of Schleswig-Holstein).  

•  Ministry of Economic Affairs, Transport, Labour, Technology and Tourism Schleswig-Holstein 

(2019). Final report. Impact evaluation 2018. Available at: https://www.schleswig-
holstein.de/DE/fachinhalte/A/arbeitsmarkt/Downloads/Wirkungsevaluierung.pdf?__blob=public
ationFile&v=1  

•  National Portal Schleswig-Holstein (2024). Business start-ups from unemployment. 

Qualification and coaching measures for people wanting to set up a business in the pre-start-

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up phase. Available at: https://www.schleswig-
holstein.de/DE/fachinhalte/A/arbeitsmarkt/existenzgruendung_a3.html 

•  National Portal Schleswig-Holstein (2014). Operational Programmes under the Objective 

‘Investment in Growth and Employment’. Available at: https://www.schleswig-
holstein.de/DE/fachinhalte/A/arbeitsmarkt/Downloads/Operationelles_Programm.pdf?__blob=p
ublicationFile&v=1  

•  Startbahn-Existenzgründung (2017). Pressrealese. Runway: Business start-up in its tenth year. 

Available at: https://www.eg-westholstein.de/newsletter/pm-startbahn-
existenzgruendung_2017.pdf  

•  Start-Up Westküste (2024). Website.  Available at: https://startup-kueste.de/  

•  WAP (2021). Start-up funding project expires. Available at: https://www.b2b-wirtschaft.de/kreis-

pinneberg/artikel/foerderprojekt-startbahn-existenzgruendung-laeuft-au 

3.5.2. 

Annex II. List of stakeholders consulted  

Interviews with MA/IBs and other stakholders: 

-  Kerstin Simon, Head of the Labour Market and Structural Funding Department concentrating 
on ESF Funding – Investment Bak Schleswig-Holstein (Intermediate Body). Schleswig-
Holstein, Germany. Interviewed on 31 July 2024. 

Questionnaire/interviews among project beneficiaries: 

-  Project employee of a local organisation – Schleswig-Holstein, Germany. Surveyed on 6 

August 2024. 

-  Project coordinator of a central/regional institution – Start-up and Technology Centre, CAT 

GmbH, Beneficiary. Schleswig-Holstein, Germany. Surveyed on 6 August 2024. 

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4. 

Case Study HR1: Call for Proposal “Support 
for social inclusion and employment of 
marginalised groups” (OP Efficient Human 
Resources, Croatia) 

4.1. 

Context and background 

4.1.1. 

Relevant context  

The call for proposal " Support for social inclusion and employment of marginalised groups 
" was a response to the socio-economic challenges facing Croatia during its early years of 
EU membership. It was designed to address unemployment, poverty, and social exclusion 
among  marginalized  populations  by  leveraging  EU  funding,  strengthening  institutional 
capacity, and fostering partnerships for sustainable development. The unemployment rate 
was particularly high in the years following the financial crisis, peaking at over 17% in 2013, 
when the call was launched. Although it gradually improved over the years, it remained a 
significant issue.  Moreover, youth unemployment was a critical problem, with rates among 
the highest in the EU, often exceeding 40%. This created an urgent need for initiatives to 
integrate young people into the labour market. In the same vein, the Roma community in 
Croatia faced significant social exclusion, discrimination, and marginalization, particularly in 
education,  employment,  and  housing.  This  population  experienced  much  higher  poverty 
rates  and  lower  levels  of  employment.  Individuals  with  disabilities  also  faced 
considerable barriers to employment and social inclusion. There were limited opportunities 
for meaningful employment and a lack of accessible services. Older workers, especially 
those over 50, struggled to find employment due to age discrimination and a mismatch of 
skills  with  labour  market  demands.  Women,  particularly  in  rural  areas,  faced  gender-
based  barriers  to  employment,  including  a  lack  of  access  to  childcare.  There  were 
significant  disparities  between  urban  and  rural  areas,  with  rural  areas  suffering  from 
higher  unemployment,  lower  levels  of  education,  and  poorer  access  to  social  services. 
These  disparities  contributed  to  the  marginalization  of  people  living  in  less  developed 
regions. A significant portion of the working-age population was economically inactive, 
particularly in marginalized communities. This was partly due to a lack of accessible job 
opportunities and support services. 

The  economic  challenges  and  high  unemployment  rates  contributed  to  rising  poverty 
levels, particularly among marginalized groups. Social exclusion and limited access to 
essential services like healthcare, education, and housing exacerbated these issues. 

4.1.2. 

Features of the call and motivations underlying its choice  

Croatia's accession to the European Union in 2013 necessitated the alignment of its policies 
with  EU  standards,  particularly  regarding  social  inclusion,  anti-discrimination,  and 
employment.  In that regard, there was a need to strengthen the capacity of institutions 
and organizations working with marginalized groups to effectively deliver services and 
support.  This  included  improving  the  capabilities of  local  governments, NGOs,  and  other 
stakeholders involved in social inclusion and employment initiatives. 

These  socio-economic  challenges  provided  a  compelling  rationale  for  the  Croatian 
government  to  launch  initiatives  aimed  at  enhancing  social  inclusion  and  employment 

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opportunities for marginalized groups, funded and supported by the European Social Fund 
(ESF)  under  the  2014-2020  programming  period.  The  call  for  proposals  for  "Support  for 
social  inclusion  and  employment  of  marginalised  groups"  was  a  response  to  these 
challenges,  aligned  with  both  national  priorities and  EU  funding  mechanisms.  The  exact 
budget was approximately EUR 13.322.500. The call was financed under the TO9, IP 9.i. 

Specific  objectives  of  the  call  were  to  enhance  employability,  i.e.  Improve  the 
employability of marginalized individuals through vocational training, skill development, and 
education,  promote  social  inclusion,  i.e. foster  social  inclusion  through  community-based 
initiatives,  support  services,  and  integration  programmes.  Furthermore  the  call  aimed  at 
supporting integration into the labour market, i.e. facilitate the integration of marginalized 
groups  into  the  labour  market  by  creating  job  opportunities,  offering  internships, 
apprenticeships, and supporting entrepreneurship and reducing discrimination, i.e. combat 
discrimination and promote equal opportunities in employment and social participation. 

The  target  groups  of  the  call  were  unemployed  individuals  from  marginalized  groups, 
including long-term unemployed, low-skilled workers, and those without formal education, 
persons  belonging  to  ethnic  minorities,  particularly  to  the  Roma  and  Serb  communities, 
persons  with  disabilities,  defined  as  individuals  with  physical,  mental,  or  intellectual 
disabilities, youth people and women. The call especially targeted to those facing multiple 
forms  of  discrimination  or  barriers  to  employment  (Ministry  of  Labour,  Pension  System, 
Family and Social Policy, 2019)  

Beneficiaries  ranged  from  non-governmental  organizations  (NGOs)  engaged  in  social 
services, advocacy, and direct support to marginalized communities, local governments and 
municipalities  implementing  local  integration  and  employment  programmes,  educational 
and  training  institutions  providing  vocational  training,  education,  and  skill  development 
programmes, employment agencies facilitating job placement and support services, social 
enterprises such as organizations that combine commercial activities with social goals. 

The  intervention  was  consistent  with  identified  needs  as  it  directly  targeted  the  barriers 
faced by marginalized groups in accessing employment and social services.  

Using a call for proposals allowed for a competitive, transparent process to identify and fund 
the most promising projects, ensuring effective use of resources and fostering innovation. 
This type of call allowed for a broad range of applicants to submit their project proposals 
within  a  specified  timeframe.  Projects  were  selected  based  on  a  competitive  evaluation 
process, assessing their relevance, feasibility, and potential impact. 

The (formerly called) Ministry of Labour and Pension System was the Managing Authority 
(MA)  for  the  entire  ESF  in  Croatia  for  the  period  2014  -  2020,  whereas  the  Ministry  of 
Demography, Family, Youth and Social Policy was declared Intermediate Body (IB) Level 
1,  and  the  Croatian  employment  Service  (HZZ)  was  declared  IB  Level  2.  While  the  MA 
oversaw the general governance of the OP and ensured the implementation of the OP in 
accordance with the applicable national rules as well as the rules of the EU, the IB1 was in 
charge of drafting the call documents, especially the rules for the selection process, with 
the  MA’s  approval.  The  IB2  oversaw  monitoring  the  implementation  from  a  financial 
perspective, evaluating whether the financed activities were delivered, expenditures were 
incurred, and compliance with national and EU rules was maintained throughout the entire 
project implementation period and selection process, with the MA’s approval. 

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4.2. 

Implementation of operations and implications for 
sustainability  

4.2.1. 

Analysis of the implementation phase 

The call involved a range of activities and services aimed at improving the socio-economic 
conditions  of  marginalized  groups.  The  main  activities  included  vocational  training  and 
education programmes, such as the provision of tailored vocational training and educational 
programmes  to  improve  the  skills  and  employability  of  marginalized  individuals  and 
development  of  partnerships  with  local  businesses  and  industries  to  align  training  with 
labour market needs. Furthermore, job placement and employment services called for the 
establishment  of  job  placement  services,  including  career  counselling,  job  search 
assistance,  and  internship  opportunities  and  support  for  entrepreneurship  and  self-
employment through business development training and access to micro-financing. Social 
Inclusion  Initiatives  related  to  the  community-based  projects  aimed  at  fostering  social 
inclusion, such as cultural and recreational activities, community centres, and social clubs 
as  well  as  support  services,  including  legal  advice,  healthcare  access,  and  housing 
assistance.  Awareness  and  anti-discrimination  campaigns  aimed  at  raising  awareness 
about the challenges faced by marginalized groups and to promote diversity and inclusion 
while workshops and seminars tended to educate employers and the general public about 
anti-discrimination  laws  and  practices.  Support  for  specific  groups  involved  specialized 
programmes  for  ethnic  minorities  (e.g.,  Roma),  persons  with  disabilities,  and  long-term 
unemployed  individuals  and  programmes  to  reduce  early  school  leaving  among 
marginalized youth and to support their transition into further education or employment. 

There is no available data on the measurement of output indicators related to the specific 
call2. Based on the outcomes and data from the projects, stakeholders (including NGOs, 
local authorities, and international organizations) were able to formulate and present policy 
recommendations  to  the  Croatian  government.  These  recommendations  focused  on 
enhancing support for marginalized groups through more inclusive and tailored approaches. 
The  insights  gained  from  project  implementation  also  contributed  to  strengthening 
institutional  frameworks  for  delivering  social  services  and  employment  support.  This 
included improving coordination between various government agencies and enhancing the 
capacity of local organizations to deliver services. 

The involvement of marginalised groups in advocacy efforts ensured that their voices 
were heard in the policy-making process. This helped ensure that policies were not only 
inclusive in design but also responsive to the actual needs and experiences of these groups. 
The positive outcomes from successful projects often led to their institutionalization within 
national policy frameworks, ensuring that the benefits of these initiatives continued beyond 
the project lifecycle. This helped create a more sustainable approach to social inclusion and 
employment support for marginalized groups.  

2  The  indicators  were  the  following:  educational  and  training  programmes  such  as  vocational  training 
programmes conducted. Number of participants enrolled and completed training programmes and partnerships 
established  with  local  businesses  for  training  programmes.  Employment  services  provided.  Job  placements 
achieved. Individuals receiving career counselling and job search assistance and new businesses started by 
marginalized individuals. Social inclusion activities (community-based projects implemented, participation rates 
in  social  and  cultural  activities,  support  services  provided  e.g.,  legal  advice,  healthcare).  Strengthened 
community  bonds  and  reduced  social  divides  and  increased  social  capital  and  resilience  in  marginalized 
communities helped the community integration. 

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4.2.2. 

Sustainability of socio-economic effects  

The call was a one-off intervention primarily due to its specific focus within a defined funding 
period under the European Social Fund (ESF) during the 2014-2020 programming period.  
Furthermore,  the  call  funded  specific  projects  that  were  designed  to  address  immediate 
needs related to social inclusion and employment of marginalized groups. These projects 
had a fixed duration, and once completed, the intervention was considered concluded. 

The  call  was  designed  to  address  specific  socio-economic  challenges  faced  by 
marginalized  groups  during  the  2014-2020  period.  While  the  needs  of  these  groups  are 
ongoing,  the  call  was  a  targeted  response  to  the  challenges  identified  at  that  time, 
particularly  in  the  context  of  Croatia’s  recent  EU accession  and  the  economic conditions 
post-2008  financial  crisis.  The  call’s  activities  were  designed  to  address  both  immediate 
needs and long-term integration into society and the labour market.  

Also,  tailor-made  programmes  were  implemented  through  special  initiatives  such  as 
targeting  the  Roma  population,  including  education  support,  housing  assistance,  and 
employment initiatives specifically designed to meet the needs of this community and with 
the  activities  focused  on  improving  accessibility  to  education,  employment,  and  public 
services for  people with disabilities,  including  workplace  adaptations  and  special  training 
programmes. 

Projects focused on building the capacity of individuals and communities to ensure long-
term  sustainability,  initiatives  aimed  at  creating  systemic  changes,  such  as  inclusive 
employment practices and supportive policy environments, and emphasis on establishing 
ongoing support mechanisms to maintain the benefits of the projects beyond the funding 
period, contributed to the sustainability of the interventions. 

The  sustainability  of  socio-economic  effects  from  the  call  largely  depends  on  the 
continuation  and  integration  of  successful  interventions  into  broader  frameworks.  While 
some interventions may have been one-off, many were continued or scaled up, contributing 
to  long-term  positive  changes.  The  persistence  of  original  needs,  such  as  high 
unemployment rates among marginalized groups and ongoing social exclusion, indicates 
that  continuous  support  and  capacity-building  efforts  are  necessary.  The  assessment  of 
human, organizational, and structural capacities suggests that while some capacities have 
been sustained, ongoing efforts are required to maintain and build on these achievements. 

4.3. 

Key call provisions/mechanisms with an impact on 
sustainability 

4.3.1. 

Arrangements for continuation (or lack thereof) of activities 
post-project. 

Ensuring  the  continuity of  the  activities after  the  finalisation of  the  project  was not  a key 
aspect of this measure, as this call, as mentioned before, was too broad in terms of scope, 
applicants  and  activities.  In  this  respect,  it  was  difficult  to  sustain  the  activities  of  this 
measure in the long run. However, the MA, learning from the 2014-2020 experience, was 
able to better understand the importance of sustainability and decided to focus more on this 
aspect in the ESF calls of the 2021-2027 period. In particular, the MA had been engaged in 
a collaborative process with the beneficiaries of this call in order to make it easier for them 
to launch more concise and easier to follow interventions in future calls for proposals. This 
allows improvement and potential continuation of similar activities under different measures 

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in 2021 and beyond as well as the possibility to focus more on the real and concrete needs 
of the labour market while at the same time building the capacities of the marginalised and 
vulnerable groups through other calls for proposals.  

Furthermore, the COVID-19 pandemic and two devastating earthquakes in Croatia marked 
the  years  2020  and  2021  activities  at  the  national  level.  During  the  COVID  crisis  the 
activities carried out have been successfully aligned with EU instruments for the purpose 
preservation of jobs and the health of citizens, however, a significant impact of the pandemic 
on individuals is assumed vulnerable groups in society, especially in the context of access 
to  health,  social  and  educational  services.  Among  other  things,  the  programme  will  be 
aimed  at  contributing  to  the  recovery  from  the  crisis  so  that  Croatia  can  continue  pre-
pandemic development  trends.  In  the  implementation of  the  ESF programme  2014-2020 
partnership  with  social  partners  and  civil  society  organizations  of  society  showed  its  full 
potential for achieving the set goals of the programme. Through implementation activities, 
social  partners  and  civil  society  organisations  have  the  opportunity  to  develop  their 
capacities to realize ESF+ goals.  

In essence, while many successful projects were continued through integration into national 
policies, securing additional funding, and fostering partnerships, others were discontinued 
due to short-term funding cycles, implementation barriers, or shifts in policy priorities. The 
motivations underlying these choices reflect a balance between the demonstrated success 
and impact of the projects, resource availability, and strategic alignment with broader socio-
economic goals. 

4.3.2. 

Factors supporting or hindering the sustainability of 
operations implemented via calls for proposals 

The sustainability of the call was influenced by several factors throughout its various stages 
of implementation.  

As regards the call preparation, alignment with broader EU strategic goals, such as those 
outlined in the Europe 2020 strategy, helped secure ongoing EU funding and support. In 
fact,  projects  that  better  addressed  EU  priorities  like  reducing  poverty,  increasing 
employment, and promoting social inclusion were often integrated into subsequent funding 
cycles. The choices made regarding the sustainability of the measure were often driven by 
strategic considerations such as focusing on activities that could be sustained with available 
resources, either through cost-effectiveness or by leveraging partnerships; or ensuring that 
initiatives were flexible and could be adapted to address emerging challenges or align with 
new policy priorities. 

In relation to the call design, projects that were well-aligned with national strategies, such 
as  Croatia’s  National  Social  Inclusion  Strategy  or  Employment  Strategy,  had  a  higher 
likelihood  of  being  sustained.  This  alignment  ensured  that  the  activities  were  viewed  as 
priorities by the government and were more likely to receive continued support under future 
calls.  Engaging  marginalized  communities  directly  in  the  design  and  implementation  of 
projects helped ensure that the initiatives were responsive to their needs and had local buy-
in. This engagement was crucial for sustainability, as it fostered a sense of ownership and 
commitment to the project's success. Ongoing advocacy and public awareness campaigns 
helped maintain political and public support for the initiatives, increasing the likelihood of 
continued funding and policy support. 

Regarding the call implementation, the capacity building efforts were crucial in contributing 
to  the  sustainability  of  the  operation.  The  measure  included  initiatives  to  strengthen  the 
capacity  of  local  organizations,  NGOs,  and  government  institutions.  These  efforts  were 
fundamental  in  ensuring  that  the  skills,  knowledge,  and  systems  required  to  continue 

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support  for  marginalized  groups  were  in  place  even  after  the  project  funding  ended. 
Moreover, the creation of effective partnerships and networks between government bodies, 
NGOs, and private sector entities helped ensure the continuity of services. These networks 
facilitated  knowledge  sharing,  resource  pooling,  and  coordinated  efforts,  all  of  which 
contributed to sustainability. Additionally, the sustainability of the measure was enhanced 
by projects that demonstrated clear, positive outcomes, such as significant improvements 
in employment rates among marginalized groups or reductions in social exclusion. These 
successes  made  a  compelling  case  for  continued  investment.  Projects  that  utilized 
evidence-based approaches and best practices were more likely to be sustainable. The use 
of  data  and  proven  methodologies  helped  ensure  that  the  initiatives  were  effective  and 
adaptable to future challenges. 

Conversely, when it comes to the factor that hindered the sustainability of the measure’s 
operations, the most significant challenge to sustainability was the cessation of funding at 
the end of the 2014-2020 programming period. Many initiatives were heavily dependent on 
this funding, and without it, they struggled to continue. While some projects were integrated 
into  national  or  local  programmes,  not  all  received  the  necessary  financial  support  to 
continue. Budget constraints at the national and local levels often hindered the sustainability 
of  these  initiatives.  On  top  of  that,  some  projects  were  not  fully  institutionalized  within 
existing government or NGO structures and remained heavily reliant on external funding. 
When this funding ended, these projects lacked the institutional backing needed to continue. 

The shift in national and EU priorities in the subsequent 2021-2027 programming period, 
including a focus on new issues like digital transformation and the green economy, meant 
that not all activities from the 2014-2020 period continued to receive attention or funding. 
Some  projects  were  designed  with  a  short-term  focus,  aimed  at  achieving  immediate 
outcomes without sufficient planning for how these activities would be sustained in the long 
run. This lack of long-term vision hindered the sustainability of the measure. On top of that, 
the  measure's  success  and  sustainability  varied  significantly  across  different  regions  of 
Croatia. In some areas, particularly those that  were  less developed  or more  remote, the 
implementation faced greater challenges, including weaker institutional capacity and limited 
access to resources, which hindered sustainability. 

Finally,  marginalized  groups  posed  challenges  to  creating  a  one-size-fits-all  solution, 
making it difficult to ensure the sustainability of initiatives across all contexts. 

4.3.3. 

Good practices and their potential for transferability 

Several good practices that are transferable to other contexts, both within Croatia and in 
other countries facing similar challenges can be identified. These practices revolve around 
the effective design, implementation, and sustainability of initiatives aimed at improving the 
socio-economic inclusion of marginalized groups. 

One  of  the  key  strengths  of  the  measure  was  its  emphasis  on  directly  involving 
marginalized groups in the design and implementation of projects. This participatory 
approach ensured that the initiatives were tailored to the actual needs of the communities, 
increasing their relevance and effectiveness. This helped ensure the sustainability of the 
projects and encouraged continued support even after the formal project period ended. The 
success  and  sustainability  of  these  projects  were  ensured  by  actively  involving  local 
stakeholders  at  all  stages—planning,  implementation,  and  evaluation.  This  inclusive 
approach  ensured  that  the  projects  addressed  the  specific  needs  and  challenges  of  the 
targeted  communities,  leading  to  more  relevant  and  sustainable  outcomes.  Local  NGOs 
and  community  leaders,  who  had  firsthand  knowledge  of  the  marginalized  groups' 
challenges, helped tailor interventions to the unique social and economic contexts of the 
regions. The approach of involving marginalized communities can be effectively transferred 

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to other regions or countries. It can be particularly useful in areas where there is a need to 
build trust between service providers and marginalized populations, as well as in contexts 
where local knowledge is crucial for project success. 

The call also focused on building the capacity of local institutions, NGOs and community-
based organizations, enabling them to continue supporting marginalized groups beyond the 
project’s  lifecycle.  This  included  training  and  resource  allocation,  which  equipped  these 
organizations  with  the  skills  and  tools  needed  to  sustain  activities  and  advocacy  efforts. 
Support was also provided in relation to the development of networks.  

By  involving  beneficiaries  directly  in  the  projects,  the  initiatives  fostered  a  sense  of 
ownership  and  responsibility  among  the  marginalized  groups.  This  empowerment  was 
crucial for the continuation of project activities, as beneficiaries were more likely to sustain 
the positive changes initiated by the projects. 

Finally, collaboration between different relevant sectors - government, NGOs, private 
sector, and communities - was crucial in delivering comprehensive support. This approach 
ensured  that  the  diverse  needs  of  marginalized  groups  were  met  through  a  coordinated 
effort. 

4.4. 

Conclusions and lessons learned 

4.4.1. 

Key findings  

Engaging local communities and stakeholders in the call design and implementation phases 
ensured  that  the  projects  were  relevant  and  supported  by  those  directly  affected. 
Collaborations with local organizations, NGOs, and other stakeholders provided additional 
resources and support, enhancing sustainability. 

The  calls  alignment  with  national  and  EU  policies  on  social  inclusion  and  employment 
allowed the existence of ongoing support and the integration of the calls into broader policy 
frameworks. Securing backing from relevant governmental and institutional bodies helped 
in maintaining the momentum of successful projects. Furthermore, the financing of projects 
that  included  sustainability  plans,  such  as  securing  additional  funding  or  establishing 
partnerships  for  continued  support,  were  better  positioned  to  maintain  their  impact  over 
time. 

The call offered several good practices that are transferable to other contexts. Key factors 
include  community-based  approaches,  capacity  building,  integrated  support  models, 
evidence-based  policy  making,  advocacy,  and  contextual  adaptation.  These  practices, 
when adapted to local conditions, can help other regions or countries address the complex 
challenges of social inclusion and employment among marginalized groups, leading to more 
sustainable and impactful outcomes. 

In conclusion, while there were significant efforts to ensure the sustainability of the call, its 
continuation was influenced by a combination of financial, institutional, and strategic factors. 
Successful  sustainability  was  generally  seen  in  projects  with  strong  institutional  backing, 
alignment  with  policy  priorities,  and  clear  evidence  of  impact,  while  challenges  arose 
primarily  due  to  financial  constraints,  changing  priorities,  and  weak  institutionalization. 
Finally, building the capacity of local organizations and stakeholders was key in contributing 
to the long-term sustainability of project outcomes.   

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4.4.2. 

Main lessons learned for future implementation periods 

One-size-fits-all  approaches  are  often  ineffective for  addressing  the  diverse  needs  of 
marginalized  groups.  Tailored  interventions  that  consider  the  specific  challenges  and 
contexts of different groups - such as the Roma community, people with disabilities, or long-
term  unemployed  -  are  essential  for  achieving  meaningful  outcomes,  thus  future 
programmes should emphasize the importance of customizing interventions to the unique 
circumstances of different marginalized populations, ensuring that support is relevant and 
responsive to their specific needs. The measure highlighted the importance of addressing 
structural barriers, such as discrimination, legal obstacles, and systemic inequalities, which 
often prevent marginalized groups from accessing employment and social services. Merely 
providing  services  is  not  enough;  underlying  issues  must  be  tackled  to  achieve  lasting 
change. 

Social  inclusion  and  employment  challenges  are  complex  and  multifaceted,  requiring 
comprehensive solutions. The success of the measure highlighted the need for integrated 
and  intensive  support  that  combines  vocational  training,  social  services,  psychological 
support, legal aid, and job placement. As such, programmes targeting marginalized groups 
should offer a range of services that address both immediate needs (e.g., job skills) and 
underlying issues (e.g., discrimination, mental health). 

Building the capacity of local institutions, NGOs, and government bodies is crucial for the 
long-term sustainability of social inclusion initiatives. When local actors are empowered with 
the skills, knowledge, and resources to continue activities beyond the project period, the 
likelihood  of  sustained 
increases  significantly.  The  active  involvement  of 
marginalized  communities  in  the  design,  implementation,  and  evaluation  of  initiatives  is 
critical for their success. When communities have ownership of the projects, they are more 
likely to engage with the services offered and contribute to the sustainability of outcomes. 

impact 

Collaboration between various sectors was also important for the implementation of the 
measure and its sustainability: multi-sectoral partnerships enabled a more comprehensive 
response to the needs of marginalized groups and facilitated resource sharing. 

The sustainability of the initiatives, however, was heavily dependent on continued funding 
and political support. The end of project funding often posed a risk to the continuation of 
successful initiatives. 

By incorporating these lessons learnt and implications, future programming under the ESF 
can be better positioned to achieve sustained and impactful results in supporting the social 
inclusion and employment of marginalized groups. 

4.5. 

Annexes 

4.5.1. 

Annex I. Sources of Information  

•  Government of the Republic of Croatia (2014). Strategy on fight against poverty, on inclusion of 
at: 

socially 
https://vlada.gov.hr/UserDocsImages/ZPPI/Strategije%20-
%20OGP/socijalna%20politika/Strategija-siroma%C5%A1tvo-27032014%5B1%5D.pdf 

marginalized 

minorities. 

Available 

people, 

on 

•  Government of the Republic of Croatia (2012). National strategy for the inclusion of Roma, for 

the period from 2013 to 2020. Available at: 

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OPERATIONS IMPLEMENTED FOLLOWING CALLS FOR PROPOSALS - VT/2023/011 

_https://pravamanjina.gov.hr/UserDocsImages/arhiva/Nacionalna%20strategija%20za%20uklju
civanje%20Roma%20za%20razdoblje%20od%202013.%20-%202020.pdf 

•  Ministry of Demography, Family, Youth and Social Policy (2017). Call on the Support for social 
at:  

of 
inclusion 
https://www.esf.hr/natjecaji/socijalno-ukljucivanje/podrska-socijalnom-ukljucivanju-i-
zaposljavanju-marginaliziranih-skupina-3/ 

marginalized 

employment 

Available 

groups. 

and 

•  Ministry of Demography, Family, Youth and Social Policy (2017). Guidelines for Applicants for 
the Call on Support for social inclusion and employment of marginalized groups 2014-2020. 
Available at:  https://www.esf.hr/wordpress/wp-content/uploads/2017/09/Upute-za-
prijavitelje.pdf 

•  Ministry of Labour, Pension System, Family and Social Policy (2019). Open call for submission 
of project proposals-Support for social inclusion and employment of marginalized groups. 
Available at: https://strukturnifondovi.hr/natjecaji/podrska-socijalnom-ukljucivanju-i-
zaposljavanju-marginaliziranih-skupina/  

4.5.2. 

Annex II. List of stakeholders consulted  

Interviews with MA/IBs and other stakeholders: 

•  Gordana  Dragičević,  Head  of  Sector-  Ministry  of  Labour  and  Pension  System  (Managing 

Authority). Croatia, Interviewed on 24th July 2024 

•  Bartol Zaninović, Head of Service- Ministry of Labour and Pension System (Managing Authority). 

Croatia. Interviewed on 24th July 2024 

•  Leona Barilović, Head of  Sector-Ministry of Labour and Pension  System (Intermediary Body). 

Croatia. Interviewed on 26th July 2024 

Questionnaire/interviews among project beneficiaries: 

IB2 has sent out the questionnaires to the beneficiaries (more than 90) upon the request of the MA. 
27  responses  were  received  from  NGOs,  public  sector  authorities  to  employment  and  education 
organisations. 

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5. 

Case Study IT: Call for proposal 
“Experimentation of innovative territorial 
welfare actions” (ESF Piedmont OP, Italy) 

5.1. 

Context and background 

5.1.1. 

Relevant context  

The  economic  crisis  that  began  in  2007  entailed  several  consequences  for  the  social 
services  in  Italy.  Firstly,  there  was  a  contraction  in  public  spending  in  the  field  of  social 
policies, which affected social services organised and financed by local authorities through 
a reduction in transfers of financial resources from the Central Government to local social 
service  providers.  Secondly,  there  was  an  increase  in  the  number  of  vulnerable  and 
impoverished populations asking for social support (see Figures 1 and 2 in Annex III). In 
this context, the 2014-2020 programming period was an unprecedented opportunity for Italy 
to use the European funds to introduce innovations in social spending aimed at transforming 
the existing welfare state system. 

A reform of the regional health and social care services was introduced in Piedmont in the 
last decade. This entailed the identification of territorial areas where the health and social 
care services could be integrated as well as a set of measures supporting several welfare 
projects. More in detail, in 2016, a decision by the Regional Council organised the planning 
and  the  managing  of  social  services  through  the  establishment  of  30  territorial  areas 
coinciding with health districts, in order to improve the integration between social and health 
services.  Each  area  includes  one  or  more  entities  managing  social  welfare  functions: 
alongside territories where the area and the managing entity coincide, there are multi-entity 
areas where multiple managing entities with managerial autonomy coexist within the same 
area (IRES Piemonte, 2023). The idea behind this renewed welfare system was to introduce 
an  innovative  concept  of  welfare  support,  aimed  not  only  at  protecting  new  vulnerable 
groups but also creating opportunities for development, employment, and resources. This 
concept involves the engagement of all relevant “actors” in the local productive and non-
productive sectors (employer associations, entrepreneurs, etc.), with the aim to revive the 
economy,  ensuring  employment and,  consequently,  fiscal  resources to support  essential 
social  services  (SocialFare,  2021).  In  this  work  in  progress  context,  Measure  1 
(Experimentation  of  innovative  territorial  welfare  actions)  of  the  We.Ca.Re.  Strategy 
(Welfare Cantiere Regionale – Regional Social Innovation Strategy) was activated by the 
Piedmont  Region,  which  financed  22  territorial  projects  within  the  30  social  cohesion 
districts with a commitment of EUR 6.4 million. 

5.1.2. 

Features of the call and motivations underlying its choice 

We.Ca.Re. is a strategy funded by the ESF and the ERDF (approximately EUR 20 million 
in total), and structured into four measures (see Table 1 in Annex III): 

•  Measure  1  supports  innovative  territorial  welfare  actions  coordinated  by  social 

service management entities (EUR 6.4 million of ESF under IP 9.v); 

•  Measure 2 concerns community welfare projects promoted by the third sector (EUR 

3.6 million of ESF under IP9.v); 

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•  Measure  3  targets  corporate  welfare  interventions  (EUR  4  million  of  ESF  under 

IP8.iv); 

•  Measure  4  aims  to  strengthen  corporate  projects  that  produce  socially  desirable 

effects (EUR 5 million of ERDF under IP 3.c). 

The case study focuses on Measure 1, titled “Innovative Territorial Welfare Actions,” which 
was  entirely  funded  by  the  ESF  under  IP  9.v.  It  supports  territorial  welfare  actions 
coordinated by social service management entities to achieve two main goals. 

The  first  goal  is  to  provide  innovative  solutions  to  the  Piedmont  territorial  welfare 
system  by  introducing  and  extending  “generative  welfare”  interventions  under  a  social 
innovation  perspective,3  based  on  user  empowerment,  civil  society  activation,  proximity, 
and  home  care.    The  social  innovation  process  for  services  involves  proposing 
transformations  to  the  type  of  services  offered  and  the  process  of  how  the  service  is 
provided and with what resources. This includes self-help services, mutual care services 
(for  the  elderly  or  minors)  offered  within  communities,  socio-economic  integration,  and 
services to assist with housing emergencies, catering to minors and families, the elderly, 
individuals with disabilities, and all vulnerable and at-risk individuals facing social exclusion. 

The  second  goal,  following  the  principle  of  collaborative  governance,  is  to  strengthen 
relationships and collaborative capacity at the territorial level between public and private 
entities in the planning and subsequent implementation of welfare interventions.   

Thus, as mentioned above, the target group is broad and potentially includes all vulnerable 
population  categories  supported  by  local  social  services  provided  within  the  Social 
Cohesion Districts. The categories of final recipients are identified by beneficiaries based 
on the specific needs observed at local level. 

The beneficiaries are partnerships composed of public and private entities, such as social 
service management entities within the Social Cohesion District, third sector entities and/or 
volunteer associations, municipalities, local health system companies, and other private or 
public operators (e.g., training agencies, universities, foundations) selected by the leader of 
each partnership (i.e.  social service managing entity). 

This  is  a  one-off  call  for  proposals  (lasting  from  2019  to  2021  with  fixed  application 
deadlines) aimed at supporting access to and provision of health and social services.  

Regarding the governance structure, the Managing Authority (MA) for the ESF Piedmont 
Operational Programme, which is the Regional Government of Piedmont, was responsible 
for  selecting  proposals  and  supervising  project  implementation  without  any  intermediate 
bodies involved. A co-design and co-implementation approach was followed in the project 
selection phase. Furthermore, project proponents were requested to pull together different 
entities within the same District, capable of effectively addressing emerging social needs 
with integrated and innovative solutions and tools. Additionally, an explicit selection criterion 
for  the  proposals  was  to  demonstrate  their  sustainability,  integration,  and  scalability 
within the ordinary administration of services to promote a welfare system that, alongside 
other territorial assets, contributed to the growth and development of the territory. 

3  Following  the  Evaluation  Report  (IRES,  2020  p.5),  we  recall  the  definition  of  social  innovation  provided  by  CERIIS 
(International Research Center on Social Innovation). This identifies Social Innovation through the following components: 
- It responds to a collective need; 
- It addresses that need through innovation, either in technology or in the relationships among the involved actors. This can 

include changes to both the production method and the usage of the interventions; 

- It has the potential to be economically self-sustaining in the long term, following the experimentation and start-up phases; 

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5.2. 

Implementation of operations and implications for 
sustainability  

5.2.1. 

Analysis of the implementation phase 

The implementation process  of Measure  1  is  divided into five phases.  In the  first  phase, 
from June 2017 to June 2018, the 22 project ideas were submitted by territorial aggregations 
of entities. In the second phase, from June to September 2018, the Region evaluated these 
project  ideas,  and  these  groups  of  entities  published  calls  for  expressions  of  interest  to 
identify partners from civil society. In the third phase, from September to December 2018, 
the  entities  developed  their  final  project  proposals,  including  detailed  projects  of  social 
services  and  interventions.  In  the  fourth  phase,  from  January  to  April  2019,  the  Region 
selected  and  approved  the  projects  submitted  by  the  entities,  defining  the  resources 
allocated  to  each  of  them.  The  fifth  phase  consisted  of  the  actual  implementation  of  the 
projects on the territory of each of these entities. The implementation was planned from the 
second  half  of  2019  to  2020,  but  it  was  then  extended  until  the  end  of  2021  due  to  the 
spreading of COVID-19 crisis. 

All selected projects focus on a single territorial area and include a single coordinating entity, 
except  for  the  area  of  Mondovì,  which  involves  the  participation  of  2  neighbouring 
coordinating entities. Table 2 in Annex III provides a summary of the resources allocated to 
the 22 projects. The projects, overall, mobilised a network of 147 partners and resulted in 
the experimentation of 80 territorial welfare service initiatives to meet specific territorial 
needs. 

From  the  design  phase  to  implementation  and  management,  the  Piedmont  Region 
supported  the  actors  with  external  companies  that  provided  support,  coaching,  and 
capacity-building services to implement innovative, effective, network-coordinated, and 
sustainable interventions. 

The final  Evaluation  Report  of  the OP  ESF  2014-20 (IRES  Piemonte,  2022b)  details  the 
outputs achieved by the Measure. Firstly, 19 out of 22 projects include interventions aimed 
at  strengthening  territorial  welfare through  the  spatial  and temporal  extension  of  partially 
pre-existing  services  that  were  not  uniformly  and  stably  guaranteed  across  the  territory: 
services for social and labour inclusion, services for minors and families, services for the 
elderly and non-self-sufficient individuals, services to address housing emergencies. More 
than half of the projects, 13 out of 22, included actions related to the design and governance 
of  territorial  social  policies:  the  establishment  of  planning  offices,  the  creation  or 
strengthening of discussion tables with stakeholders, actions to integrate existing services. 
These  are  interventions  consistent  with  the  Region’s  objective  of  strengthening  the 
collaborative  governance  of  social  policies;  they  represent  elements  of  relational 
innovation,  in  some  cases  accompanied  by  technological  innovations  with  the  use  of 
applications and digital platforms. 

In  9  out  of  22  projects,  there  were  interventions  that  can  be  considered  inspired  by  the 
concept  of  social  innovation  in  the  strict  sense  (for  instance  self-help  and  solidarity 
exchange services based on the activation of local civil society networks, following territorial 
animation actions). In the same number of projects, 9 out of 22, there are actions for sharing 
and  disseminating  information  on  existing  services  and  opportunities  in  the  territory, 
networking public and private entities and widely using IT and online platforms. Considering 
these  two  categories  of  interventions  together,  the  majority  of  projects  –  18  out  of  22  – 
contain at  least  one  intervention  of  social  innovation  in the strict  sense  (IRES  Piemonte, 
2022b). 

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 However, another crucial objective of the call was to promote greater continuity in the 
provision of these kinds of services. According to several opinions collected during the 
interviews  and  confirmed  in  the  final  Evaluation  Report  (IRES  Piemonte,  2022b),  for  the 
beneficiaries  of  Measure  1,  another  big  challenge  was  related  to  financial  self-
sufficiency.  At  the  end  of  the  intervention,  each  participant  had  to  seek  alternative 
resources  to  ensure  that  the  services  provided  could  continue.  This  task  proved  to  be 
challenging  for  many  of  them.  Given  the  socio-welfare  nature  of  these  services,  their 
sustainability  relies  heavily  on  substantial  public  support.  Any  interruption  in  funding  can 
have considerable consequences. 

5.2.2. 

Sustainability of socio-economic effects  

Although  achieving  financial  sustainability  was  occasionally  challenging,  the  social 
innovations  implemented  in  local  governance—such  as  establishing  social  networks 
between public and private entities—along with various innovative tools introduced in this 
context (e.g., the digitization of services through digital platforms) have resulted in lasting 
changes with long-term effects (IRES Piemonte, 2019, 2020, 2022a, 2022b).Our interviews 
with both the MA and the beneficiaries confirmed that the We.Ca.Re. Strategy, especially 
measure 1, contributed to producing permanent changes and capacities which are difficult 
to  reverse  in  the  territories.  The  initiative  facilitated  the  creation  of  new  connections 
between the implementing bodies and the local community, as well as the scale up 
and diffusion of innovative experiences, some of them already experimented at a smaller 
scale, relevant to new and emerging needs (IRES Piemonte 2022a). 

In terms of sustainability, bringing out this latent potential for innovation is probably the most 
significant  result  of  this  action,  as  unanimously  highlighted  during  the  interviews. 
Furthermore, it is worth noting the creation of private-public networks established thanks to 
the support of this measure (or also other measures of We.Ca.Re.). These have continued 
to exist after the conclusion of the project: for  instance, improving the quality of services 
offered to the target groups (e.g., work inclusion internships) or creating new Memoranda 
of Understanding that has been adopted by the Province of Cuneo. 

5.3. 

Key call provisions/mechanisms with an impact on 
sustainability 

5.3.1. 

Arrangements for continuation (or lack thereof) of activities 
post-project. 

Overall,  all  stakeholders  consider  the  activities  carried  out  through  measure  1  as  an 
initial  phase  that  needs  to  be  continued  to  achieve  results  that  appear  realistically 
attainable, including the consolidation of intervention methods and the learning achieved by 
the operators (IRES Piemonte 2022b, 2023). 

The beneficiaries interviewed confirmed that they are currently implementing initiatives that 
originated from We.Ca.Re strategy, even though they may no longer be referred to as such. 
They  are  collaborating  with  cooperatives  to  plan  future  development  initiatives  that  stem 
from We.Ca.Re strategy. They view their involvement with We.Ca.Re as a valuable learning 
experience. 

It has also been observed that We.Ca.Re increased the awareness of the territorial actors 
about the need to find additional funding, either from the budgets of the managing entities 
themselves or through participation in other calls for proposals, to continue the mission of 

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the  project  initiated  with We.Ca.Re. In  this  line, the  two  beneficiaries  interviewed  for this 
case study have obtained additional funds (received from foundations and private entities 
or from participation in other calls launched by public institutions). 

This autonomous refinancing process, although it can be seen as an interesting transfer of 
responsibility and commitment to local actors, is not free from risks. It is worth noting that 
the continuous search for resources and the construction of partnerships for participation in 
calls for tenders could force institutions to revise the features of innovative interventions (in 
terms  of  quantity  and/or  quality  of  services)  because  the  rules  and  requests  of  the  calls 
have changed (IRES Piemonte, 2022a). 

5.3.2. 

Factors supporting or hindering the sustainability of 
operations implemented via calls for proposal 

The interviews conducted  revealed that  there  were identifiable factors that facilitated the 
achievement of sustainable effects, as well as elements that hindered their development. 

Among the factors promoting sustainability, we note the following:  

From  the  beginning,  the  implementation  process  of  the  measure  was  guided  by  a 
commitment to sustainability. Indeed, in the design and preparation phases, the objective 
of  the  Managing  Authority  (MA)  for  the  call  for  proposals  was explicitly  aimed  at 
promoting  social  innovation  which,  for  its  own  nature,  is  likely  to  encourage 
sustainability of effects. This had the effect of somewhat changing the “rules of the game” 
for the actors in local welfare systems, forcing them to identify problems and/or solutions 
with  at  least  some  elements  of  discontinuity;  this  framework  of  reasoning  gave  greater 
weight and relevance to already existing experiences with innovative content, allowing them 
to emerge and become a reference for new planning. 

In  the  implementation  phase,  the  innovative  approach  suggested  by  the  intervention 
logic,  involving  discussion,  sharing,  and  broadening  of  interactions,  led  to  redefining,  at 
least partially, problems and solutions through the exchange and comparison of different 
viewpoints. In this regard, the activity carried out by the external support, coaching and 
capacity-building  activities  was  fundamental  during  all  phases  of  the  action  (such  as 
creation and design, implementation, management, and resource reporting). 

In addition to offering interesting perspectives and operational methods that led to structural 
actions of social innovation in services, the co-programming experience also provided the 
opportunity to recognise the importance of  building collaborative “discussion zones”, 
allowing  professionals  and  the  not-for-profit  entities  to  forge  ties  not  only  of  a  strictly 
operational  nature  but  also  to  investigate  and  share  the  meaning  and  significance  of 
territorial interventions. 

Moreover, the role played by external experts involved in training or discussion paths and 
by social private actors, who often had previously experimented with innovative intervention 
methods  later  adopted  in  We.Ca.Re.,  is  significant.  For  example,  this  is  the  case  with 
interventions for the employment inclusion of disabled people, where the “Monviso Solidale” 
Consortium  signed  a  Memorandum  of  Understanding  with  Confindustria  (an  Italian 
industrial association), or the creation of the digital catalogue of home services offered by 
the Consortium of Social Services (CSS) of Verbano. 

Last,  but  not  least,  communication  and  dissemination  activities  were  fundamental  to 
reach out to other potential private funders. More in detail, to ensure the sustainability of 
services provided, the beneficiaries need to secure financial resources. From the interviews 
conducted,  it  became  clear  that  having  a  communication  strategy  significantly  aided  in 

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fundraising efforts. This strategy enhanced their visibility and recognition among potential 
funders, who were already familiar with their services and reputation. 

Regarding  the  factors  that  hindered  the  achievement  of  lasting  and  therefore  socio-
economically sustainable results, the analysis allowed us to identify the following aspects: 

The  first  phases  of  the  projects,  focusing  on  the  establishment  of  partnerships  and 
identification of the concrete interventions, experienced significant delays. Furthermore, the 
governance  of  the  projects  was  often  characterised  by  costly  negotiations  both  among 
public partners and between them and third-sector entities. These elements reduce the time 
for the actual implementation of the innovative services: in fact, interviewees reported that 
it  would  have  been  appropriate  to  have  more  time  available,  to  consolidate  the 
collaborations, to identify potential opportunities to continue the experimentations, etc. One 
more point to consider is the amount of funding. The interviewed beneficiaries emphasised 
that public funding was limited, covering only about 20% of the total cost of the project. 
They expected more funding to cover the innovative interventions that required research 
and development expenses. 

The involvement and activation of civil society, particularly volunteer associations, often 
fragmented  and  weak,  from  an  organisational  point  of  view,  was  a  problematic  issue 
encountered in many territories (IRES Piemonte, 2022b). 

Many  managing  entities,  especially  smaller  ones,  also  encountered  significant 
administrative  difficulties  that  clearly  slowed  down  their  pace  and  the  quality  of  the 
interventions offered (IRES Piemonte, 2022b). 

The outbreak of the Covid-19 emergency and the consequent lockdowns, which occurred 
when  the  implementation  of  the  interventions  was  still  at  a  rather  early  stage,  caused  a 
substantial interruption of most ongoing activities for several months in most territories. On 
the one hand, this may have compromised some of the delivered actions and their future 
sustainability.  On  the  other  hand,  the  MA  intervened  by  extending  the  timeline  for 
implementing the actions to mitigate the negative effects. In this emergency, flexibility 
and adaptability may be considered crucial for overcoming unexpected obstacles occurring 
in the short run and achieving the long-term sustainability of the outcomes. 

5.3.3. 

Good practices and their potential for transferability 

Despite  delays  and  redesigns,  the  assessment  of  this  measure  by  the  local  actors 
interviewed for this case study and before by Ires Piemonte (2023) is substantially positive, 
especially as regards the transferability of the results. 

The  information  collected  indicates  that  the  challenging  objective  pursued  by  the  call  for 
proposals,  to  contribute  to  renew  the  regional  welfare  system  by  promoting  social 
innovation interventions and a systemic governance reform, was achieved. 

The  most  important  element  which  deserves  to  be  highlighted  is  that  a  co-design  and 
cooperation approach, introduced thanks to the measure, became a mainstream approach 
as  it  continued  to  be  adopted  and  financed  through  ordinary  budgets  also  in  the  years 
following the conclusion of We.Ca.Re strategy. Therefore, this can be considered a good 
practice which could be transferred elsewhere. 

Furthermore, this experience is to be considered seminal because it created synergies and 
networks  of  actors  at  the  territorial  level  for  the  provision  of  social  services  that  are  still 
functioning today (e.g. for the applications to the "National Recovery and Resilience Plan" 
calls for proposals). 

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5.4. 

Conclusions and lessons learned 

5.4.1. 

Key findings 

Several key factors which can encourage ESF sustainability emerged from this case study. 

Commitment  to  sustainability  since  the  start:  From  the  outset,  the  implementation 
process was guided by a strong commitment to sustainability. During the call design and 
preparation  phases,  the  objective  of  the  MA  was  explicitly  that  of  promoting  social 
innovation,  which,  as  previously  highlighted,  is  for  its  own  nature  more  likely  to  produce 
permanent changes and hence conducive to sustainability. This approach altered the “rules 
of the game” for local welfare system actors, thus compelling them to identify problems and 
solutions  with  elements  of  discontinuity.  This  framework  highlighted  and  gave  greater 
relevance  to  existing  innovative  experiences,  allowing  them  to  emerge  and  serve  as 
references for new planning. By focusing on sustainability from the beginning, the projects 
were designed to have long-term impacts, ensuring that the benefits would continue beyond 
the initial implementation phase. 

Innovative Methodology: When the intervention was designed, this involved discussion, 
sharing,  interacting  with  stakeholders,  which  helped  redefine  problems  and  solutions 
through the exchange of different viewpoints. The support, coaching, and capacity-building 
provided  by  external  agencies  were  fundamental  throughout  all  phases  of  the  action, 
including  creation,  design,  implementation,  management,  and  resource  reporting.  This 
innovative  methodology  encouraged  a  collaborative  approach,  fostering  a  sense  of 
ownership  among  the  participants  and  enhancing  the  overall  effectiveness  of  the 
interventions.  The  continuous  exchange  of  ideas  and  perspectives  allowed  for  the 
development of more comprehensive and effective solutions to the challenges faced by the 
local welfare system. 

Collaborative  “Discussion  Zones”:  The  co-programming  experience  emphasized  the 
importance of building collaborative discussion zones. These zones allowed professionals 
and the not-for-profit sector entities to forge ties not only of an operational nature but also 
to explore and share the meaning and significance of territorial interventions. By creating 
spaces for open dialogue and collaboration, the projects were able to leverage the collective 
knowledge and expertise of various stakeholders, leading to more innovative and effective 
interventions.  These  collaborative  discussion  zones  also  helped  to  build  trust  and 
strengthen relationships among the different actors involved, which is crucial for the long-
term sustainability of the projects. 

Role of External Experts and Social Private Actors: External experts and social private 
actors,  who  had previously  experimented  with  innovative intervention  methods,  played a 
significant  role.  For  example,  the  Monviso  Solidale  Consortium’s  employment  inclusion 
initiatives and the CSS of Verbano’s digital catalogue of home services brought valuable 
insights and experiences to the projects, helping to ensure that the interventions were both 
innovative  and  effective.  Their  involvement  also  provided  opportunities  for  knowledge 
transfer and capacity building, which are essential for the sustainability of the projects. By 
leveraging the expertise of these external actors, the projects were able to implement more 
sophisticated and impactful interventions. 

Communication  and  Fundrising:  By  effectively  communicating  the  successes  and 
impacts of the projects, the teams were able to attract additional funding and support (also 
from  the  private  sector),  which  is  essential  for  the  long-term  sustainability  of  the 

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interventions. Furthermore, the availability of additional resources allowed the projects to 
scale up their interventions and reach a larger number of beneficiaries. It also provided the 
necessary funding to support the implementation of innovative solutions that might not have 
been possible with limited resources.  

the  pandemic  presented  significant  challenges 

Flexibility:  Finally, 
to  project 
implementation. Thus, the flexibility in extending project timelines helped mitigate potential 
disruptions.  The  ability  of  the  projects  to  adapt  to  unforeseen  circumstances  is  a  crucial 
aspect  of  sustainability,  highlighting  the  importance  of  contingency  planning  for  future 
initiatives. 

5.4.2. 

Main lessons learned for future implementation periods 

The analysis of the call made it possible to identify important key lessons for the future. 

• 

• 

 The  call  development  process  was  guided  by  a  strong  commitment  to 
sustainability  since  the  start.  This  was  evident  in  the  design  and  preparation 
phases, where the objective was to promote social innovation. This is a lesson for 
future implementation periods which can be relatively easily transferred: to embed 
sustainability considerations from the initial stages of call design.  

Institutional  Support:  Strong  backing  from  local  and  regional  authorities  is 
essential. This includes integrating successful project elements into regular welfare 
policies and practices. 

•  Community  Engagement:  Sustained  involvement  of  civil  society  and  volunteer 
organizations is helpful. Their active participation ensures that the initiatives remain 
relevant and responsive to local needs. 

•  Capacity  Building:  Continuous  training  and  capacity-building  efforts  for  all 

stakeholders help maintain the quality and effectiveness of the interventions. 

•  Adaptability:  The  ability  to  adapt  to  changing  circumstances,  such  as  economic 

shifts or new social challenges, is vital for long-term sustainability. 

•  Partnerships: Strong, ongoing partnerships between public entities, private sector, 
and  non-profit  organizations  foster  a  collaborative  environment  that  supports 
sustained efforts. 

5.5. 

Annexes 

5.5.1. 

Annex I. Sources of Information  

•  Giraudo E. and Zamengo F. (2024). Coprogrammare per innovare: un’esperienza dalla provincia 
di  Cuneo.  Percorsi  di  Secondo  Welfare.  Available  at:  https://www.secondowelfare.it/governi-
locali/enti-locali/coprogrammare-per-innovare/  

• 

IRES Piemonte (2019). La strategia WE.CA.RE della Regione Piemonte: la progettazione delle 
azioni 
at: 
ricerca 
https://www.byterfly.eu/islandora/object/librib:962758#mode/2up  

territoriale,  Contributo 

281/2019.  Available 

di  welfare 

di 

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IRES Piemonte (2020). La strategia WE.CA.RE della Regione Piemonte: Analisi di attuazione 
2020. 
at: 
di 
https://www.byterfly.eu/islandora/object/librib:1048842#mode/2up  

Contributo 

303/2020. 

Available 

ricerca 

IRES  Piemonte  (2022a).  Reti  Territoriali  e  Innovazione  Latente.  Il  caso  del  programma 
WE.CA.RE  della  Regione  Piemonte,  Contributo  di 
ricerca  329/2022.  Available  at: 
https://www.byterfly.eu/islandora/object/librib:1255616#mode/2up  

IRES Piemonte (2022b). Risultati e lezioni apprese dall’attuazione del programma Fondo Sociale 
Europeo  2014-  2020.  Relazione  di  Sintesi  (ART.114.2  REG.  UE  1303/2013).  Available  at: 
https://www.regione.piemonte.it/web/temi/fondi-progetti-europei/fondo-sociale-europeo-
fse/programmazione-2014-2020-fse/pubblicati-risultati-lezioni-apprese-dallattuazione-
programma-fondo-sociale-europeo-2014-2020  

IRES Piemonte (2023). La Governance del Welfare Locale. Dalla Strategia We.Ca.Re. al PNRR, 
Contributo 
at: 
https://www.byterfly.eu/islandora/object/librib:1353646#mode/2up  

349/2023. 

Available 

ricerca 

di 

Istat (2021). Report sulla Povertà. Le statistiche dell’Istat sulla povertà, Anno 2020. Available at: 
https://www.istat.it/it/files//2021/06/REPORT_POVERTA_2020.pdf 

• 

• 

• 

• 

• 

•  SocialFare,  Centro  per 

l’Innovazione  Sociale  (2021).  WECARE3S  Welfare  sistemico, 
sostenibile,  scalabile.  Verso  il  20130:  un  nuovo  modello  di  welafare  regionale.   Available  at: 
https://wecare3sregionepiemonte.org/site/assets/files/1130/wecare3s_outlook_report.pdf  

5.5.2. 

Annex II. List of stakeholders consulted  

The list includes the following details for each of the interviewed stakeholders (such as the Managing 
Authority, Agency for Support Services, and Beneficiaries), as relevant to each case study.  

Interviews with MA/IBs: 

-  Ezio Elia, Head within the Office of Coordinating Implementation of ESF Programme and Other 

Cofinanced Interventions - Department of Education, Vocation and Labour for Piedmont 
Region (Managing Authority). Italy. Interviewed on 25.09.2024. 
Livio Tesio, Head of the Department of Welfare for Piedmont Region (Managing Authority). 
Italy. Interviewed on 25.09.2024. 

- 

-  Elisa Bacchetti, Deputy Operations Officer and Service for SocialFare – Centro per 

l’Innovazione Sociale (External Agency for Project Support Services and Capacity Building). 
Italy. Interviewed on 25.09.2024. 

Questionnaire/interviews among project beneficiaries: 

Due  to  the  specific  nature  and  the  number  of  projects  selected  and  financed  through  the  call  for 
proposals, we preferred conducting  deep  interviews  with beneficiaries rather than surveying all of 
them. Indeed, two deep interviews were performed (out of 22 total projects funded): 

-  Chiara Fornara, Head of CSS Verbano, and Dr. Paola Bazzani, Project Manager at CSS 

Verbano (Beneficiary). Italy. Interviewed on 10.10.2024. 

-  Enrico Giraudo, Head of “Monviso Solidale” Consortium (Beneficiary). Italy. Interviewed on 

11.10.2024. 

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5.5.3. 

Annex III. Key Tables and Figures 

Figure 1. Incidence rate of absolute poverty among families in Italy from 2012 to 2021 
- % values 

Source: Authors’ own elaboration based on Istat Report (2021, p. 2) 

Figure 2. Persons at risk of poverty or social exclusion in Italy and in EU-27 countries 
from 2015 to 2021 - % values 

Source: Authors’ own elaboration based on Eurostat data [ilc_peps03n] 

Note: This dataset is gathered and available only from 2015 to 2021 

Table 1. The Structure of We.Ca.Re. Program – Measures and Resources  

Measures 

Title  

Beneficiaries 

Resource
s 
million) 

(EUR 

Fund 

IP 

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Measure 1 

Azioni 
welfare territoriale 

innovative  di 

Managing  bodies  of  social  welfare 
services 
public-private 
partnerships 

lead 

6.4 

ESF 

9.v 

Measure 2 

Progetti  di  welfare  di 
comunità 
terzo 
settore 

del 

Third sector entities 

3.6 

ESF 

9.v 

Measure 3 

Progetti 
aziendale 

di  welfare 

Enterprises and Associations 

Measure 4 

Progetti  aziendali  con 
effetti 
socialmente 
desiderabili 

Enterprises  

4 

5 

ESF 

8.i
v 

ERDF 

3.c 

Source: Authors’ own elaboration based on IRES Piemonte Report (2022; p. 104) 

Table 2. List of projects financed through ESF resources (EUR) 

Managing 
Body 

CISSACA 
Alessandria 

Population 

Selected Project 

643111 

Quadrante AL&AT 

IRIS Biella 

168926 

We.com 

CSAC Cuneo 

162153 

Draios (sentieri): tracciare percorsi innovativi 
 per nuclei familiari con figli minori in situazione 
 di fragilità 

Cons. 
Monviso 
Solidale 

CSSM 
Mondovì 

169683 

News dal Monviso – Nuove esperienze di 
 welfare nel territorio del Monviso Solidale 

86130 

Silver care 

CSA Alba 

105475 

Vecchie radici per nuovi frutti. 
 Mutualità Circolare ed Economia di Scambio 
 nell’albese 

Conv. 
Comune Bra 

65788 

A.G.R.I. SOCIAL (Attivare Generazioni per la 
 Reciproca Inclusione Sociale) 

CISS 
Borgomanero 

154325 

Deperimetrazione dei servizi di contatto con la 
 vulnerabilità come sfida di innovazione 

Comune 
Novara 

104284 

Una Comunità che cura 

EUR 
Resource 

867617.14 

243144.11 

232471.75 

239082.57 

199570.57 

216701.57 

199610.49 

234782.47 

209794.75 

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89906 

Reti per il futuro 

200800.27 

886837 

TO-Link: connessioni di comunità 

571001.7 

144847 

An.Co.Re. – Anziani, Comunità, Reti 

230711.75 

CISA Ovest 
Ticino 
Romentino 

Comune 
Torino 

CISAP 
Grugliasco-
Rivoli 

CONISA 
Susa 

CISSA 
Pianezza 

CIDIS 
Orbassano 

119677 

Ben Essere in Valle 

87792 

We.Go.Change 

97249 

Attivare scintille 

CISS 
Pinerolo 

134770 

“Se io sono, tu sei e noi siamo” 
 Accompagnamento educativo delle relazioni 
 per contrastare le conflittualità e rafforzare la 
 coesione sociale 

CISS 38 
Cuorgnè 

517580 

C.I.S.T.A.I. – Coprogettiamo Insieme Sistema 
 Territoriali di Attività Integrate 

CSSAC 
Chieri 

103518 

Genitori, scuola, servizi: al lavoro verso un patto 
 educativo 

223412.8 

200327.31 

198758.3 

220738.12 

702872.02 

212383.45 

CISA 31 
Carmagnola 

53269 

SEMI – Sussidiarietà, Empowerment, Inclusione 

179712.54 

Unione 
Moncalieri 

153922 

Facciamo CO.S.E. – Comunità che Sviluppa 
 Energie 

CSSV 
Verbania 

170330 

We.Ca.Re. VCO – La comunità con le persone 
 anziane 

331661.49 

242804.22 

Comuni 
Conv. 
Vercelli 

172954 

WELfare COmmunity Meet – WEL.CO.ME. 

242040.65 

Source: Authors’ own elaboration based on IRES Piemonte Report (2022; pp. 104-105) 

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6. 

Case Study PL1: Call for Proposal “Provision 
of health services through medical day care 
homes and home-based assistance - 
RPKP.09.03.01-IZ.00-04-226/18” (ROP 
Kujawsko-Pomorskie ERDF-ESF, Poland) 

6.1. 

Context and background 

6.1.1. 

Relevant context  

The  Polish  context  was  marked  by  several  challenges  at  the  time  the  call  took  place. 
Particularly,  the  regional  authority  in  Poland  (the  so-called  Marshal  office)  for  Kujawsko-
Pomorskie  region,  although  committed  to  creating  intergenerational  and  interpersonal 
solidarity, by building the same development conditions for all the region’s inhabitants, had 
only limited competence and resources to effectively shape health policies, according to the 
Regional  Development  Strategy  of  Modernisation  2020  (Government  of  the  Republic  of 
Poland,  2012).    Healthcare  services  were  governed  at  the  national  level,  decentralised 
through  National  Health  Fund  with  regional  departments  and  government’s  regional 
representatives,  i.e.  voivodes.  However,  the  implementation  of  the  ESIF funds,  including 
ESF-co-funded  healthcare  services  was  implemented  by  the  Marshal  Offices  through 
Regional  OPs.  Moreover,  people  over  65  years  of  age  received  more  than  one-third  of 
medical consultations both in the area of primary health care and specialist consultations, 
and they constituted a growing group in Polish society. In that regard, the lack of provision 
of proper and sufficient care from the Polish geriatric care system, due to the insufficient 
number of medical personnel with qualifications in this field and too low number of outpatient 
clinics  and  geriatric  wards  was  particularly  concerning,  especially  for  the  Kujawsko-
Pomorskie region.   

The  call  analysed  in  this  case  study  encouraged  projects  supporting  Medical  Day  Care 
Homes  (MDCHs)  for  dependent  persons,  primarily  above  65  years  old.  The  call  was 
implemented under the ERDF/ESF Regional OP in Kujawsko-Pomorskie 2014-2020 (ROP 
W-KP).  This  call  was  modelled  after  the  medical  standards  of  care  elaborated  under 
previous national calls. More specifically, in 2015 the first 52 Medical Day Care Homes were 
created through a pilot scheme co-financed by the European Social Fund (ESF) under the 
national OP Knowledge Education Development 2014-2020 (OP KED). A total of fifty-three 
projects were selected for a total amount of approximately EUR 12 million of ESF funding, 
two  of  which  were  established  in  Kujawsko-Pomorskie.  The  following  regional  call 
announced in 2018 envisaged a total amount of just over 5,27 million EUR for co-financing 
projects  supporting  or  improving  access  to  health  care  services  for  elderly  and 
dependent persons similar as in the national call, however it did not grant continuation for 
services implemented under national call, but rather envisaged creating new Medical Day 
Care Homes and new home-based health services instead. The project's minimum value 
was 232,731 EUR, with 85% co-financing from the ESF. 

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6.1.2. 

Features of the call and motivations underlying its choice  

The  call  for  proposal  was  implemented  under  the  TO9,  IP  9iv  “Facilitating  access  to 
affordable,  sustainable  and  quality  services,  including  health  care  and  social  services  of 
general interest”. 

The  main  objective  of  this  call  was  deinstitutionalisation  of  medical  care  by  developing 
alternative forms of care such as creating or supporting Medical Day Care Homes per the 
standards developed under the OP KED, or long-term medical home care requiring nursing.  

The call targets groups were dependent persons, especially older persons. In addition, the 
projects included support for caregivers, e.g. psychological support or training in medical 
care and/or solutions to coordinate the delivery of medical services at the community level. 
The call was addressed to health care entities supporting mainly older patients above the 
age of 65, which were supposed to make up more than 50% of the MDCH's total number of 
patients.  More  specifically,  patients  immediately  after  hospitalisation,  whose  health 
condition requires increased care nursing care, supervision of drug therapy, comprehensive 
measures to improve and prevent counteracting progressive dependence or patients at risk 
of hospitalisation shortly or who, in the last 12 months, have received inpatient health care 
services were the main groups targeted.  

The  call’s  potential  beneficiaries  were  independent  public  healthcare  institutions,  non-
public  entities  operating  on  the  health  services  market,  research  institutes,  non-
governmental  organisations,  local  government  units  and  the  Catholic  Church.  Five 
beneficiaries from four (out of five eligible) subregions were selected in this call: one in the 
Bydgoski  subregion  (covering  three  MDCHs),  one  in  the  Torunski  subregion,  two  in  the 
Inowrocławski  and  one  in  Grudziądzko-Brodnicki.  The  amount  allocated  to  this  call  was 
therefore fully distributed.  

In terms of the governance, the Managing Authority (MA) for ROP WK-P, particularly the 
ESF  Department  of  the  Marshal's  Office  of  the  Kujawsko-Pomorskie  region,  was 
responsible for selecting the proposals and overseeing the project implementation with no 
intermediate bodies involved.  

Projects were selected through a competitive call for proposals procedure and applied a 
place-based  approach  with  allocation  earmarked  to  five  subregions.  The  purpose  of 
choosing  this  mode  of  selection  was  to  ensure  that  the  whole  region  was  adequately 
covered with new health services. The MA of the regional OP conducted a call for project 
applications from 17.09.2018 to 01.10.2018. The selection procedure lasted 100 days, with 
a formal evaluation lasting 15 days and a technical evaluation lasting 85 days. The project 
implementation for MDCH services could last no less than 18 months but no longer than 36 
months. 

6.2. 

Implementation of operations and implications for 
sustainability  

6.2.1. 

Analysis of the implementation phase 

Regarding the main activities carried out under this call for proposals, the first patients of 
MDCHs  started  to  be  admitted  in  July  2016.  The  MDCHs,  according  to  the  rules  of  the 
competition process under the OP KED, had to be operative for 3-5 years from the project's 
completion  date.  Since  2018  support  for  MDCHs  continued  at  the  regional  level  under 
Regional  OPs  2014-2020,  including  the  Regional  OP  Kujawsko-Pomorskie.  The  projects 
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selected under this call were expected to bring an added value to the existing health care 
system  by  providing  above-standard  or  new  services  that  increased  the  efficiency  while 
ensuring the  functional  sustainability  of results  developed  after the  end of their  financing 
from the ESF.  

The output and result indicators were measured in an aggregated way at the programme 
level. The evaluation study forecasting the anticipated final values of system indicators for 
this OP from 2022, based on project data from 31 December 2021, showed that the output 
relating to the  number  of  people  at  risk  of  poverty  or  social  exclusion  covered by  health 
services  in  the  programme  amounted to 1715  persons covered (total  number  of  all  calls 
related to this measure). The indicator was anticipated to meet 100% of the targeted value 
based on the numbers declared in the submitted projects.  When it comes to the results of 
the measure, the target of 240 health services places supported under the programme after 
the project completion was not met. Despite an attempt to include MDCH in the basket of 
guaranteed health benefits, the continuation of work qualifying this benefit as guaranteed 
and  publicly  financed  was  eventually  halted.  As  a  result,  after  the  end  of  their  stay, 
participants do not have the opportunity to continue their participation in the MDCH project 
and, as a rule, return to the care of Primary Health Care and/or Outpatient Specialized Care; 
less frequently - in case of deterioration of health  - to an inpatient facility (hospital ward, 
nursing facility).  

Focusing only on the call under analysis, it was shown that 570 persons were assisted in 
Day Care Centres (without the Włocławek subregion), home-based medical covered 945 
people  (without  the  Włocławek  subregion)  and  support  consisting  of  training,  both  group 
and individual, covered 400 carers. Despite challenges to the implementation phase caused 
by the COVID-19 pandemic, which required the extension of the eligible duration of projects, 
planned outcomes were achieved. The achievement of the output indicators in the projects 
was  also  challenged  and  the  numbers  of  patients  were  slightly  reduced,  however  not 
substantially,  which  showed  that  the  implementation  of  this  measure  was  generally  very 
successful.  

Overall,  after  this  intervention  the  need  to  create  medical  day  care  services  for  elderly 
persons in poor health condition still exists. This need is partly addressed by continuation 
of the mobile nursing home-based services and complimentary Day Care Homes.  

6.2.2. 

Sustainability of socio-economic effects  

The call for proposal under analysis was a one-off intervention, justified by the high cost of 
the  services  and  the  lack  of  the  stable funding  scheme foreseen  at  the  national  level  to 
continue  its  financing,  which  led  to  a  finalisation  of  the  projects  with  the  end  of  the  ESF 
support. During the COVID-19 pandemic, the legislative project to continue financial support 
for  the  Medical  Day  Care  Houses  in  Poland  was  withdrawn  from  the  Parliament.  The 
Ministry of Health reviewed this project and finally concluded that it cannot be funded under 
public healthcare funds, as the services provided in the facilities are above 50% social in 
their  features.  Consequently,  the  beneficiaries  were  not  able  to  sustain  the  original 
functionality of their facilities in terms of providing this specific health service since the cost 
of providing a medical service per person is too high to be covered by targeted individuals. 
The  support  for  the  Medical  Day  Care  Houses  was  therefore  abandoned  in  the  new 
programmes under the ESF+ for 2021-2027.  Despite that, the long-term homecare activity 
was still co-funded in Kujawsko-Pomorskie region under the ERDF. 

The main implications of the discontinuation of the support for MDCH were countervailed 
by the adoption of a new “Law on Special Geriatric Care” by the Polish Parliament, providing 
a more comprehensive approach to the topic of medical care for the elderly and foreseeing 
the establishment of Geriatric Centres that will be similar to the MCDH, although not fully 

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following the standards elaborated under the pilot projects from 2014-2020. This might help 
the facilities which invested funds in the previous programming period to continue with some 
services that are currently suspended. 

6.3. 

Key call provisions/mechanisms with an impact on 
sustainability 

6.3.1. 

Arrangements for continuation (or lack thereof) of activities 
post-project. 

As a result of discontinuity of public funding the selected facilities stopped functioning as 
the Medical Day Care Homes, such specific service is no longer available for the patients. 
The  beneficiaries  have  mostly  offered  their  services  during  the  project  implementation 
covering  the  required  period  of  project  sustainability  as  expressed  in this  call’s  selection 
criteria and rules. After the project termination both staff and equipment are employed to 
support  Day  Care  Homes  or  mobile  nursing  services.  This  way  of  providing  sustainable 
healthcare services has been accepted by the Implementing Authority due to lack of other 
public funding sources. Although patients can theoretically continue receiving the medical 
care services in form of Medical Day Care Homes, this is not very common due to the high 
monthly cost of such service per patient and the low-income characteristics of the target 
group. 

6.3.2. 

Factors supporting or hindering the sustainability of 
operations implemented via calls for proposals 

As  regards  the  call  preparation  phase,  the  MA  designed  mechanisms  to  ensure  the 
sustainability of ESF-implemented operations. The most important arrangements were built 
into  the  selection  criteria  (and  described  in  the  call  as  clauses).  More  specifically,  to  be 
selected, the project’s proponents needed to ensure the sustainability of the created health 
service places for at least the period corresponding to the project implementation period. 
Additionally, it was indicated that sustainability, understood as the institutional readiness of 
the  entities  to  provide  services  of  similar  scope  and  quality  to  those  provided  under  the 
project,  must  be  ensured  from  a  financial  source  different  than  European  funds  for  the 
future. In that respect, the sustainability of the project after its completion was also a key 
element of this call for proposals.  

Other  selection  criteria  that  contributed  to  the  sustainability  of  results  were  considered. 
These included the reliability of applicant, to be justified by the applicant showing that in the 
three years preceding the date of submission of the application for funding for the project, 
the applicant did not terminate, on its own initiative, the contract for co-financing a project 
implemented with EU funds in an immediate mode/without notice. The institutional capacity 
and  experience  of  the  potential  beneficiary  was  also  considered,  in  fact  the  potential 
beneficiaries  had  to  demonstrate  the  experience  in  the  thematic  area  of  the  project  in  a 
given  territory  and  in  working  with  a  given  target  group,  the  existence  of  the  necessary 
personnel to carry out the project, and how the partnership was legitimised. The criterion 
verified the organisational potential and resources of the potential beneficiaries, that are key 
to  sustain  the  results  of  the  project.  It  was  also  checked  whether  the  beneficiaries  are 
medical  entities  having  a  contract  for  the  provision  of  healthcare  concluded  with  the 
Kujawsko-Pomorskie  Regional  Branch  of the  National  Health  Fund.  This criterion  was  to 
ensure the financial sustainability after the project completion to continue the provision of 
similar  medical  services  co-funded  from  other  public  sources,  i.e.  under  National  Health 
Fund. Finally, the complementarity of the project with other projects financed from EU funds, 
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national funds or other sources was checked. This selection criterion also pointed out at the 
experience of the entity in both addressing services to the target group and managing ESF-
funded operations. 

Concerning  the  call  implementation  phase,  the  organisational  capacity  of  the  entities 
benefitting  from  this  call  was  funded  from  a  source  other  than  European  funds.  It  was 
designed  this  way  to  prevent  creating  one-off  medical  services  established  only  for  the 
purposes  of  the  project.  The  sustainable  financing  sources  after  the  termination  of  the 
project  were  to  ensure  continuity  of  medical  services.  If  the  project  envisaged  a  cross-
financing  expenditure  i.e.  an  element  of  infrastructure  was  created  in  the  project,  under 
Article 71 of the General Regulation, the sustainability must have been maintained for five 
years from the date of the final payment to the beneficiary. 

6.3.3. 

Good practices and their potential for transferability 

In  light  of  the  discontinuity  of  the  operation,  it  is  not  possible  to  engage  in  discourse 
regarding  the  transferability  of  the  practices  outlined  in  this  call.  Nevertheless,  two  good 
practices can be identified. Firstly, the existence of robust and detailed selection criteria that 
include  an  assessment  of  the  sustainability  of  operations  is  a  positive  element  that 
contributes  to  the  sustainability  of  results.  Secondly,  ensuring  that  projects  financed  by 
European  funds  can  also  benefit  from  other  financial  sources  contributes  to  the 
sustainability of results. This is because it allows potential financial barriers to be avoided, 
thus ensuring the continued viability of the project. 

6.4. 

Conclusions and lessons learned 

6.4.1. 

Key findings  

The Medical Day Care Houses (MDCH) pilot project in Poland, implemented under the ROP 
Kujawsko-Pomorskie,  faced  significant  challenges  in  achieving  long-term  sustainability, 
despite its initial success in addressing critical healthcare needs for the elderly population. 
The key conclusions and lessons learned from this pilot project highlight both the strengths 
and limitations of the initiative, particularly concerning its sustainability. The key conclusions 
include: 

-  Short-Term Success, Long-Term Uncertainty: The MDCH pilot project successfully 
established  medical  day  care  facilities  that  provided  essential  healthcare  services  to 
elderly  patients,  particularly  those  at  risk  of  hospitalisation.  However,  the  long-term 
sustainability  of  these  facilities  was  compromised  due  to  the  withdrawal  of  public 
funding. Despite initial provisions requiring MDCHs to remain operational for 3-5 years 
post-project,  many  facilities  struggled  to  continue  their  services  once  the  European 
Social Fund (ESF) support ended. 

-  Dependence  on  Public  Funding:  The  sustainability  of  the  MDCHs  was  heavily 
dependent on securing ongoing public funding. Attempts to integrate MDCH services 
into the basket of guaranteed health benefits under the public healthcare system were 
ultimately  unsuccessful.  This  failure  resulted  in  the  discontinuation  of  many  MDCH 
services, as the target population could not afford to cover the costs privately. 

-  Regulatory  Challenges:  The  lack  of  regulatory  support  for  the  continued  funding  of 
MDCHs under the public healthcare system was a significant barrier to sustainability. 
The services provided by MDCHs were deemed to be more social than medical, leading 
to their exclusion from public healthcare funding streams.  

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- 

Impact of COVID-19: The pandemic exacerbated the challenges faced by MDCHs, as 
legislative efforts to secure their funding were withdrawn. This unforeseen circumstance 
further strained the ability of these facilities to sustain their operations beyond the initial 
project period.   

6.4.2. 

Main lessons learned for future implementation periods 

The key lessons learned can be found below:  

-  Need for Robust Financial Planning: The experience of the MDCH pilot project 
underscores  the  importance  of  robust  financial  planning  that  extends  beyond  the 
initial funding period.  

-  Policy Integration is Crucial: Successful integration of pilot projects into existing 
public policy frameworks is essential for sustainability. The MDCH project highlights 
the need for early and continuous engagement with policymakers to secure long-
term support and funding for new healthcare models. 

-  Consideration of Service Nature: When designing healthcare projects, it is crucial 
to  clearly  define  the  nature  of  the  services  being  provided—whether  they  are 
primarily medical or social. This distinction has significant implications for funding 
and  sustainability,  as  seen  in  the  MDCH  project,  where  services  were  ultimately 
categorized as social, leading to funding challenges. 

In conclusion, while the MDCH pilot project demonstrated the potential to improve elderly 
care  in  Poland,  its  sustainability  was  hindered  by  financial,  regulatory,  and  unforeseen 
external challenges. Future initiatives should take these lessons into account to enhance 
the long-term viability of similar healthcare projects. 

6.5. 

Annexes 

6.5.1. 

Annex I. Sources of Information  

•  Busemeyer, Marius R., & Trampusch, Christine (2012). The Political Economy of Collective 

Skill Formation. Oxford: Oxford University Press. Available at: 
https://academic.oup.com/book/34606  

•  European Commission (2019). Council Recommendation on Upskilling Pathways: New 

Opportunities for Adults Taking stock of implementation measures. Available at: 
https://ec.europa.eu/info/sites/info/files/file_import/implementation-report-upskilling-
pathways_en.pdf   

•  European Expert Group on the Transition from Institutional to Community-Based Care (2012). 
EU guidelines for the transition from institutional to community-based care. Available at: 
https://www.funduszeeuropejskie.gov.pl/media/17881/12.pdf  

•  Eurostat (2021). Participation rate of young people in education and training by sex, age and 

labour status (incl. NEET rates), EDAT_LFSE_18. Available at: 
https://ec.europa.eu/eurostat/databrowser/view/EDAT_LFSE_18/default/table?lang=en&catego
ry=educ.educ_outc.edatt.edatt0    

•  Government of the Republic of Poland (2012). Regional Development Strategy of 

Modernisation 2020. Available at:  
https://orka.sejm.gov.pl/Druki7ka.nsf/0/7938232EA0AAD4F2C1257AD00052A8F6/%24File/972
.pdf 

•  Kujawsko-Pomorskie Voivodship (2018). Documentation of the call RPKP.09.03.01-IZ.00-04-
226/18. Available at: https://mojregion.eu/rpo/ogloszenia/9-3/poddzialanie-9-3-1-rozwoj-uslug-
zdrowotnych-konkurs-nr-rpkp-09-03-01-iz-00-04-226-18/  
Leszczyńska, B., Makurat, M. & Tymicki, K. (2017). Ongoing evaluation of projects OP KED on 
the establishment and running day care homes day care homes, Ministry of Health. Available 
at: https://www.ewaluacja.gov.pl/media/42308/DDOM_RK.pdf  

• 

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•  Ministry for Investment and Development (2018). Guidelines on the implementation of the 

principle of equal opportunities and non-discrimination, including accessibility for people with 
disabilities and the principle of equal opportunities for women and men under EU funds for 
2014-2020. Available at: 
https://www.funduszeeuropejskie.gov.pl/media/54997/Wytyczne_w_zakresie_rownosci_zatwier
dzone_050418.pdf  

•  Ministry for Investment and Development (2019). Guidelines for implementing projects 

involving funds from the European Social Fund in the area of health for 2014-2020. Available 
at: https://www.funduszeeuropejskie.gov.pl/media/75502/Wytyczne_zdrowie_zatwierdzone.pdf  

•  Ministry of Health (2015). National Strategic Framework. Policy paper for health care 2014-

2020. Available at: 
https://www.zdrowie.gov.pl/uploads/pub/pages/page_846/text_images/Krajowe%20ramy%20st
rategiczne%20www.pdf  

6.5.2. 

Annex II. List of stakeholders consulted  

The list should include the following details for each of the interviewed stakeholders (either Managing 
Authority,  Intermediate  Body  or  Beneficiary),  as  relevant  for  each  case  study.  Please,  follow  the 
format below:  

Interviews with MA/IBs and other stakeholders: 

-  Piotr  Bugajski,  Head  Specialist  within  the  Programming  Department  of  the  Office  for  Social 
Affairs  in  the  Department  of  European  Funds  Management  for  Kuyavia  and  Pomerania-
(Managing Authority). Poland.  Interviewed in 19.07.2024.  

-  Hanna Zielińska, Head of Social Affairs, Health and Education from the ESF+ Project Selection 
Unit  of  the  Department  of  European  Funds  Implementation  for  Kuyavia  and  Pomerania-
(Managing Authority). Poland. Interviewed in 2.08.2024. 

-  Anna  Marcinkowska,  Head  of  the  Office  for  Social  Affairs  ESF  +  Project  Selection  Unit, 
Department for the Implementation of European Funds for the Kuyavia and Pomerania Region-
(Managing Authority). Poland. Interviewed in 7.08.2024. 

-  Adrianna  Szuflicka,  Director  of  the  Academic  Medical  Centre  at  the  Economic  University  in 

Bydgoszcz-(Beneficiary). Poland. Interviewed in 6.08.2024 

Questionnaire/interviews among project beneficiaries: 

A questionnaire was sent to the beneficiaries. However, due to a lack of responses an interview was 
conducted.  

. 

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7. 

Case Study PL2: Call for Proposal “Provision 
of social care services targeting the elderly 
and people at risk of social exclusion - 
RPKP.09.03.02-IZ.00-04-180/1” (ROP 
Kujawsko-Pomorskie ERDF-ESF, Poland) 

7.1. 

Context and background 

7.1.1. 

Relevant context  

The analysis of needs regarding social cohesion for the 2014-2020 programming period of 
Cohesion Policy in the Kujawsko-Pomorskie region pointed out that the oldest people were 
at high risk of social exclusion in the region (Instytut Badań Strukturalnych, 2012). This was 
particularly worrying given the ageing of the population. Based on population demographic 
projections, by the end of 2035, the proportion of people in the post-working age group will 
have increased significantly, accounting for 26.5% of older people in the total population of 
Kujawsko-Pomorskie  region.  Attention  was  drawn  to  the  need  to  popularise  the  idea  of 
unrelated foster parenthood. The number of foster families has remained at the same level 
for several years, predominantly related. 

In  the  broader  context,  the  country  had  experienced  a  deinstitutionalisation  of  social 
services,  namely  the  transition  from  institutional  care  to  community-based  services.  This 
approach  was  implemented  based  on  the  "European  guidelines  for  the  transition  from 
institutional  to  community-based  care"  transposed  to  “National  guidelines  for  the 
development of local plans for the deinstitutionalisation of social services”, elaborated under 
measure 2.8 of the national ESF programme OP Knowledge, Education and Development 
2014-2020 (OP KED). 

In this context, the call for proposal analysed in this case study was financed by the sub-
measure 9.3.2 (Development of social services) of the 2014-2020 ERDF/ESF Regional OP 
in Kujawsko-Pomorskie (ROP W-KP). The call envisaged a total amount of just over EUR 
14  million  for  co-financing  projects  supporting  or  improving  access  to  social  care 
services  for  dependents,  especially  older  persons  and  persons  with  disabilities,  foster 
families, and people at risk of poverty and social exclusion at the community level. 

7.1.2. 

Features of the call and motivations underlying its choice  

The  call  for  proposals  was  aimed  at  encouraging  projects  supporting  or  improving 
access  to social  care services for  dependents,  especially  older  persons  and persons 
with  disabilities,  foster  families,  and people at risk  of  poverty  and social exclusion  at  the 
community level. The call was implemented under the TO9, IP 9iv “Facilitating access to 
affordable,  sustainable  and  quality  services,  including  health  care  and  social  services  of 
general interest”, and specifically met the objective of increasing the availability of social 
services, in particular, community services, care services and family and foster care support 
services for people at risk of poverty or social exclusion.  

This  one-off  call  financed  projects  that  included  various  facilities:  assisted  housing, 
assistive devices, services, and caregiver capacity-building professional training.  

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The call beneficiaries included legal entities that carried out social services in their 
statutory  activity.  In  the  case  of  implementing  social  services  (e.g.,  care  services)  and 
health services within one project, both services had to be included in the statutory activity. 
Support was targeted primarily at people with disabilities and dependants residing, 
working or studying in the Kujawsko-Pomorski region whose income did not exceed 
150%  of  the  income  criterion  (poverty  threshold  valorised  yearly).  Selection  of  project 
participants ensured preference for persons at risk of poverty or social exclusion from all of 
the following categories of persons: a) experiencing multiple social exclusion; b) with severe 
or  moderate  disability;  c)  with  multiple  disabilities  and  persons  with  mental  disorders, 
including  persons  with  intellectual  disabilities  and  persons  with  holistic  developmental 
disorders; d) benefiting from the OP Food Aid financed under the Fund for European Aid to 
the  Most  Deprived  -  FEAD  (individually  or  as  a  family);  e)  residing  in  degraded  areas 
designated in local or municipal revitalisation programmes.   

The  project's  minimum  value  was  23,150  EUR,  with  90%  co-financing  (less  developed 
region).  In more  detail, ESF co-financed 85%,  the  state  budget  5%,  and  private  sources 
10%. In relation to the governance structure, the Managing Authority (MA) for ROP WK-P, 
the  ESF  Department  of  the  Marshal's  Office  of  the  Kujawsko-Pomorskie  region,  was 
responsible for selecting the proposals and overseeing the project implementation with no 
intermediate bodies involved. The call was designed as a competitive procedure envisaged 
to support multiple diverse projects with relatively low budget at the community-based level. 

In total, 44 projects were selected in this call. However, the interest greatly exceeded 
expectations,  with  66  submitted  proposals  for  a  total  amount  twice  the  size  of  the  call’s 
allocation,  even though the  allocation  was increased  during the  procedure when the  MA 
observed the interest. The implementation of services could last no longer than 24 months; 
thus, the selected projects ended by 31 December 2020. 

7.2. 

Implementation of operations and implications for 
sustainability  

7.2.1. 

Analysis of the implementation phase 

The  main  activities  funded  by  the  call  included  support  to  various  facilities  (Day  Care 
Homes, community self-help homes, self-help clubs, centres providing day care or 24-hour 
care), assisted housing, assistive devices, services, and professional training for caregiver 
capacity-building.   

Regarding  the  thematic  scope  of  this  diverse  range  of  projects,  approximately  60%  of 
selected projects focused on older persons, particularly on services provided in day-care 
homes. In addition to sheltered apartments for homeless persons, all other eligible social 
care services were also covered.  

The output and result indicators are aggregated at the programme level and attributed to 
objective  9.iv,  hence  they  provide  an  overview  of  accomplishment  from  all  calls 
implemented  within  this sub-measure.  The Marshal's Office  of the  Kuyavian-Pomeranian 
Voivodeship (2022) presented the evaluation study forecasting the anticipated final values 
of system indicators for this Regional Operational Programme, based on project data from 
31 December 2021, provided a positive outlook for the output “Number of persons at risk of 
poverty  or  social  exclusion  covered  by  social  services  of  general  interest  under  the 
programme” with 27 776 persons, which is 145% of the targeted value for 2023, as well as 
the  result  indicator  “Number  of  social  services  places  supported  under  the  programme 
existing after the project completion” with 9057 places (224% of the targeted value for 2023). 

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Overall, figures indicate that the implementation of this and subsequent calls within the sub 
measure was highly successful. 

Despite challenges to the implementation phase of the projects caused by the COVID-19 
pandemic, the extended eligible duration of projects helped accomplish positive outcomes. 
The other  enhancing  factor  was  the  beneficiaries'  great  interest  in this  sub-measure  and 
subsequent calls.  

7.2.2. 

Sustainability of socio-economic effects  

The call for proposal in question was a one-off intervention, hence the projects’ ended with 
the  finalisation  of  ESF  support.  However,  the  concept  of  sustainability  was  taken  into 
consideration  and  defined  as  maintaining  the  supported  entity's  readiness  and 
capacity to provide services to a similar number of participants after the project ‘s 
completion. The provision of services should be continued with funding from other sources 
than ESF.  

Despite  being  a  one-off  intervention,  beneficiaries  could  apply  to  other  public  funding 
sources that covered similar interventions. In fact, regarding beneficiaries providing social 
services for the major targeted group of older persons, in December 2020, the Council of 
Ministers adopted a resolution on establishing the "Senior+" multi-year program for 2021-
2025. It envisages financial support for local government units to carry out their own tasks 
of  running  and  providing  places  in  senior  support  centres  by  developing  a  network  of 
"Senior+" Day Care Homes and "Senior+" Clubs in their areas. Moreover, a programme for 
Vouchers for Seniors is currently being prepared for implementation. This will support the 
target group in using their preferred social services. 

The fact that similar types of interventions (social-care services) can be financed in the next 
programming  period  under  the  ERDF4  also  demonstrates  that  the  need  to  support  such 
interventions still persists. The ERDF will finance integrated interventions, including housing 
and social services. This new intervention focuses more on the skilled workforce in the social 
care system and prefers bigger institutional players at the community level who coordinate 
the deinstitutionalised social care services and the referral system. 

7.3. 

Key call provisions/mechanisms with an impact on 
sustainability 

7.3.1. 

Arrangements for continuation (or lack thereof) of activities 
post-project 

Although the sustainability of projects based on the provision of services is mostly limited 
to the project implementation period, in many cases the provision of services continues well 
after project's termination. This is evidenced by the findings of the survey conducted with 
beneficiaries of the call. Two-thirds of the surveyed beneficiaries of this call were entities 
from  public  administration  or  public  health  care,  so  the  institutional  capacity  to  provide 
services is maintained, although, in one case, limited due to reduced financial resources. 
The NGOs and entrepreneurs were more likely to limit their engagement after completing 
the project. Half of the surveyed beneficiaries of this call was actively seeking other funding 
sources to continue providing services at the project level.  

4  CP4.III—Promote  the  socio-economic  inclusion  of  marginalised communities,  low-income  households, and 
disadvantaged groups, including people with special needs 

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All  respondents  appreciated  the  sustainability  of  the  project's  resources  (human, 
organisational, values), while half said that they are fully sustainable or to a great extent. In 
this  aspect,  most  respondents  pointed  out  the  skills  and  experience  acquired  during  the 
project and, in some cases, also the standards of care that were worked out. 

Therefore, the continuation of activities was ensured due to the acquired experience and 
skills by beneficiaries, although subject to their institutional capacity, but also through public 
funding of similar activities as indicated in the previous section.  Ultimately, indicating that 
the  needs  persist  and,  despite  the  positive  outcomes  of  the  call,  could  not  be  fully 
addressed. 

7.3.2. 

Factors supporting or hindering the sustainability of 
operations implemented via calls for proposals 

Regarding  the  call  design,  a  good  needs’  assessment  is  an  important  factor  in 
encouraging  the  sustainability  of  intervention.  Integrating  project  objectives  with 
broader policy frameworks, such as the Regional Strategy for Social Policy and the Europe 
2020 Strategy, contributed positively to the sustainability of the call. Projects aligned with 
these policies were better positioned to secure ongoing support and resources, ensuring 
continuity of services beyond the project’s lifecycle. According to the call's beneficiaries, the 
intervention  logic  was  adequate  to  their  needs  and  the  needs  of  the  target  groups.  As 
discussed above, the tendency to continue providing social services was observed among 
the surveyed beneficiaries. The most important factor impacting the sustainability of results 
is  funding  availability.  Almost  all  respondents  pointed  out  that  the  support  should  be 
continued  from  public  sources,  not  necessarily  ESF.  Such  funding  should  support  the 
provision  of  social  services  for  the  people  at  risk  of  poverty  from  either  the  supply 
(beneficiaries) or demand side (target groups). 

In  relation  to  the  call  preparation,  a  key  factor  supporting  the  project's  sustainability 
refers to the selection criteria established in the call as clauses. The selection criteria 
stated that projects must ensure sustainability of created places for providing social services 
at least for the period corresponding to the project implementation period. Additionally, it 
indicated that sustainability, understood as the institutional readiness of entities to provide 
services of similar scope and quality to those provided under the project, must be ensured 
from a source other than European funds. Overall, the inclusion of this criteria enhanced 
the  inclusion  of  sustainability  in  the  design  and  implementation  of  financed  projects.  
Interestingly,  the  term  sustainability  does  not  exist  in  the  Polish  legal  order  and  is  only 
implemented for EU-funded projects based on the Implementation acts and guidelines. 

7.3.3. 

Good practices and their potential for transferability 

Based on the findings on the section above, the following key factors have been identified 
as  good  practices  and  are  recommended  as  generally  transferrable  to  all  other  types  of 
ESF-funded projects.  

Firstly, a thorough needs assessment and proper targeting of the assistance both at the 
supply and demand side of projects has shown to be effective in fostering the sustainability 
of the results of the call for proposal. This step is crucial and easy to transfer to all calls for 
proposals.  

Secondly,  the  availability  of  other  types  of  funding  sources/  mechanisms  for 
beneficiaries and/ or target groups is crucial. Taking into consideration that despite the 
positive outcomes of the call the needs persisted, a key good practice was the availability 
of other sources of finding that covered similar interventions. This complementarity between 

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funds and interventions has proven effective in developing longer term impacts and could 
be transferred to other calls for proposals.  

Finally, a key good practice highly transferable relates to the definition of a clear set of 
selection  criteria  promoting  sustainability.  The  inclusion  of  criteria  enhancing 
sustainability  is  a  powerful  instrument  to  ensure  that  sustainability  of  results  is  already 
included in the design of the intervention and secured in the implementation.  

7.4. 

Conclusions and lessons learned 

7.4.1. 

Key findings  

The sustainability of the projects funded under the examined call for proposals has been a 
central  concern,  particularly  in  ensuring  the  long-term  impact  of  community-based  social 
services.  The  projects  successfully  addressed  critical  needs  in  the  Kujawsko-Pomorskie 
region by enhancing access to social services for vulnerable groups, such as older persons 
and  individuals  with  disabilities.  However,  the  sustainability  of  these  efforts  post-project 
remains contingent on several factors: 

-  Dependency  on  Continued  Funding:  The  sustainability  of  the  services  established 
under this call is heavily reliant on the availability of ongoing financial support. While the 
projects  achieved  their  immediate  objectives,  maintaining  the  service  levels  and 
continuing  to  serve  the  target  populations  requires  further  public  funding  beyond  the 
initial project period. This dependency highlights the need for well-structured financial 
strategies to secure long-term sustainability. 
in  public 
Institutional  Readiness:  Public  entities,  particularly 
administration and healthcare, demonstrated greater institutional capacity to continue 
providing services after the project’s conclusion. In contrast, NGOs and smaller entities 
faced  challenges  in  sustaining  their  operations,  primarily  due  to  limited  financial 
importance  of  bolstering  smaller 
resources.  This  disparity  underscores 
organisations' institutional readiness to enhance social services' overall sustainability. 

involved 

those 

the 

- 

-  Policy  Support  and  Integration:  Integrating  project  objectives  with  broader  policy 
frameworks,  such  as  the  Regional  Strategy  for  Social  Policy  and  the  Europe  2020 
Strategy,  contributed  positively  to  sustainability.  Projects  aligned  with  these  policies 
were better positioned to secure ongoing support and resources, ensuring continuity of 
services beyond the project’s lifecycle. 
Impact  of  COVID-19:  The  pandemic  posed  significant  challenges  to  project 
implementation,  yet  the  flexibility  in  extending  project  timelines  mitigated  potential 
disruptions.  The  adaptability  of  the  projects  to  unforeseen  circumstances  is  a  crucial 
aspect  of  sustainability,  demonstrating  the  need  for  contingency  planning  in  future 
initiatives.   

- 

7.4.2. 

Main lessons learned for future implementation periods 

An  overview  of  the  main  lessons  learned  in  relation  to  the  sustainability  of  this  call  is 
presented below: 

- 

Importance  of  Needs  Assessment:  A  thorough  needs  assessment  is  vital  for 
ensuring  that  the  projects  are  appropriately  targeted  and  aligned  with  the  actual 
needs of the community. This alignment not only enhances the immediate impact 
but  also  contributes  to  the  sustainability  of  the  projects  by  ensuring  ongoing 
relevance and support from stakeholders. 

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-  Building Skills of the social and care workers was the most sustainable outcome 
of  the  projects.  It  has  also  been  included  as  one  of  the  key  targets  in  the  new 
intervention supporting social services for the programming period 2021-2027 in the 
region.  The  sustainability  of  outcomes  could  be  considered  an  important  factor 
during programming interventions. 

-  Clear  Sustainability  Criteria:  Embedding  sustainability  requirements  in  project 
selection and implementation criteria proved effective in ensuring that projects were 
designed with long-term viability in mind. Future calls for proposals should continue 
to  emphasise  sustainability,  with  clear  expectations  and  guidelines  provided  to 
applicants. 

-  Flexibility  and  Adaptability:  The  ability  of  projects  to  adapt  to  changing 
circumstances, such as the challenges presented by the COVID-19 pandemic, is a 
key  factor  in  their  sustainability.  Future  projects  should  incorporate  flexible 
frameworks  that  allow  for  adjustments  in  response  to  external  factors,  ensuring 
continued service delivery. 

In conclusion, while the projects funded under this call made significant strides in improving 
access to social services, their long-term sustainability requires continued attention. Future 
initiatives  should  prioritize  financial  planning,  capacity  building,  and  policy  integration  to 
ensure that the positive outcomes achieved can be maintained and expanded upon in the 
years to come. 

7.5. 

Annexes 

7.5.1. 

Annex I. Sources of Information  

•  Busemeyer, Marius R., & Trampusch, Christine (Eds.) (2012). The Political Economy of 

Collective Skill Formation. Oxford: Oxford University Press.  

•  European Commission (2019). Council Recommendation on Upskilling Pathways: New 

Opportunities for Adults Taking stock of implementation measures. Available at: 
https://ec.europa.eu/info/sites/info/files/file_import/implementation-report-upskilling-
pathways_en.pdf  

•  Eurostat (2021). Participation rate of young people in education and training by sex, age and 

labour status (incl. NEET rates), EDAT_LFSE_18. Available at: 
https://ec.europa.eu/eurostat/databrowser/view/EDAT_LFSE_18/default/table?lang=en&catego
ry=educ.educ_outc.edatt.edatt0    

•  European Expert Group on the Transition from Institutional to Community-based Care (2012). 
Common European Guidelines on the Transition from Institutional to Community-based Care. 
Available at: https://deinstitutionalisation.com/wp-content/uploads/2017/07/guidelines-final-
english.pdf   
Instytut Badań Strukturalnych, (2012). Analysis of the development needs of the Kuyavian-
Pomeranian Voivodeship in the context of the new EU financial perspective 2014-2020. 
Available at: https://mojregion.eu/rpo/wp-content/uploads/sites/3/2022/12/11.-Analiza-potrzeb-
rozwojowych.pdf   

• 

•  Ministry of Family, Labour and Social Policy (2018). National guidelines for the development of 

local plans for the deinstitutionalisation of social services. Available at: 
https://www.gov.pl/web/rodzina/ogolnopolskie-wytyczne-tworzenia-lokalnych-planow-
deinstytucjonalizacji-uslug-spolecznych  

•  Marshal's Office of the Kujawsko-Pomorskie Voivodeship in Toruń (2018). Analysis of the 

socio-economic situation of the kujawsko-pomorskie voivodeship in the areas of influence of 
the European Social Fund in 2015-2017. Available at: https://mojregion.eu/rpo/wp-
content/uploads/sites/3/2018/12/Analiza-spoleczno-ekonomiczna-WK-P-w-obszarze-EFS-w-
latach-2015-2017.pdf   

•  Marshal's Office of the Kujawsko-Pomorskie Voivodeship in Toruń (2013). Strategy for the 
Development of the Kuyavian-Pomeranian Region up to 2020 - Modernisation Plan 2020+. 
Available at: 
https://www.mojregion.eu/files/dokumenty%20rpo/konkursy_nabory/3.1_Wspieranie%20wytwar
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zania%20i%20dystrybucji%20energii%20pochodzacej%20ze%20zrodel%20odnawialnych_nr_
102_30_05_2017/Strategia_rozwoju_wojewodztwa_kujawsko-pomorskiego_do_roku_2020_-
_plan_modernizacji_2020+.pdf    

•  Marshal's Office of the Kujawsko-Pomorskie Voivodeship in Toruń (2015). Social Policy 

Strategy of Kujawsko-Pomorskie Voivodeship until 2020. Available at: 
https://www.rops.torun.pl/strategie-i-programy/strategia-polityki-spolecznej/do-roku-
2020/file/538-strategia-polityki-spolecznej   

•  Marshal's Office of the Kujawsko-Pomorskie Voivodeship (2014). Regional Operational 

Programme in Kujawsko-Pomorskie 2014-2020 (ROP W-KP). Available at: 
https://mojregion.eu/rpo/prawo-i-dokumenty/regionalny-program-operacyjny/regionalny-
program-operacyjny-wk-p-2014-2020-archiwalny/  

•  Marshal's Office of the Kujawsko-Pomorskie Voivodeship (2018). Sub-measure 9.3.2 

Development of social services [competition no. RPKP.09.03.02-IZ.00-04-180/18]. Available at: 
https://mojregion.eu/rpo/ogloszenia/9-3/poddzialanie-9-3-2-rozwoj-uslug-spolecznych-konkurs-
nr-rpkp-09-03-02-iz-00-04-180-18/  

•  Marshal's Office of the Kuyavian-Pomeranian Voivodeship (2022). Evaluation of the degree of 
achievement the target values of the indicators set out in in the ROP WK-P for the years 2014-
2020. Available at: https://mojregion.eu/rpo/ewaluacja/aktualnosci-ewaluacja/zakonczenie-
badania-ewaluacja-stopnia-osiagniecia-zakladanych-wartosci-docelowych-wskaznikow-
okreslonych-w-rpo-wk-p-na-lata-2014-2020/   

7.5.2. 

Annex II. List of stakeholders consulted  

Interviews with MA/IBs and other stakeholders: 

•  Piotr Bugajski, Head Specialist with the Office for Social Affairs - Department of European Funds 
Management  for  Kuyavia  and  Pomerania,  Programming  Department  (Managing  Authority). 
Poland. Interviewed 19th July 2024. 

•  Hanna Zielińska, Head of Social Affairs, Health and Education - Department of European Funds 
Implementation for Kuyavia and Pomerania, ESF + Project Selection Unit (Managing Authority). 
Poland. Interviewed 2nd August 2024 

•  Anna  Marcinkowska,  Head  of  the  Office  for  Social  Affairs  ESF  +  Project  Selection  Unit  – 
Department  of  European  Funds  Implementation  for  Kuyavia  and  Pomerania,  (Managing 
Authority). Poland. Interviewed 7th August 2024 

Questionnaire/interviews among project beneficiaries: 

A  questionnaire  was  sent  to  all  beneficiaries  of  the  call  in  August  2024,  and  16  responses  were 
received. 

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8. 

Case Study BE: Call for Proposal “Active job 
search workshops” (Brussels-Capital Region 
ESF Operational Programme 2014-2020, 
Belgium) 

8.1. 

Context and background 

8.1.1. 

Relevant context  

Over the period 2014-2020, the Brussel-Capital Region was lagging behind Belgium and 
the EU average in several employment domains, as illustrated in Error! Reference source 
not  found.  in  Annex  III.  Particularly,  in  2013  the  region  had  lower  employment  rates 
compared to Belgium and the EU and higher young unemployment rates. Additionally, in 
2014,  the  region  was  also  characterised  by  a  high  NEET  rate  (15.8%)  compared  to  the 
Belgian average (13.3%). 

Against that background, the measure Active job search workshops was included in the 
Brussels-Capital Region ESF OP 2014-2020 with the aim of supporting Belgian jobseekers 
to facilitate their access to the labour market through personalised support schemes (IDEA 
Consult,  2023).  In  doing  so,  approximately  EUR  13.6  million  were  made  available  to  be 
invested during the 2014-2020 period and three calls for proposals were launched. The first 
one for the years 2014-2017, and extended for one year until the end of 2018, the second 
for the years 2019-2020 and the third for the years 2020-2021. In addition, in order to deal 
with the COVID-19 crisis, the measure was also funded under the REACT-EU programme 
with additional EUR 3 million for the period 2020-2021. 

8.1.2. 

Features of the call and motivations underlying its choice  

The call for proposals was aimed at supporting the access to the labour market, belonging 
to one of the groups mapped in the typology developed in this study. It was implemented 
under  Thematic  Objective  (TO)  8  ‘Promoting  sustainable  and  quality  employment  and 
supporting  labour  mobility’,  and  Investment  Priority  (IP)  8.ii  ‘Sustainable  labour  market 
integration of young people, especially for those out of work, education or training’.    

This call has been analysed in the context of calls that finance operations that continued 
after the end of the ESF support, as opposed to one-off operations. In this case, the use of 
repeated calls made it possible to continue this operation, and this could be assumed to 
lead to a persistent achievement of the intended changes and objectives also from a long-
term perspective.  

The main goal of this call was to finance a range of services to better support jobseekers 
in their search for employment through personalised support schemes. In particular, 
the  measure  aimed  at:  i)  Supporting  jobseekers  in  their  transition  to  employment;  ii) 
facilitating  job  placement  for  all  jobseekers;  and  iii)  increasing  the  number  of  job-ready 
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jobseekers (IDEA Consult, 2023). The call was targeted towards all jobseekers that have 
been  registered  with  Actiris  (Brussels  Public  Employment  Service)  and  domiciled  in  the 
Brussels-Capital Region. The measure gave priority to unemployed people, and particularly 
those with higher chances of entering the labour market. However, in order to ensure a level 
playing  field  for  all  jobseekers,  a  maximum  of  15%  of  jobseekers  with  higher  education 
qualifications (university or bachelor’s degree), who had been unemployed for less than 1 
year could benefit from the measure. On top of that, jobseekers who were being monitored 
under other Actiris partnership measures providing integrated support were excluded from 
individual support activities (Actiris, 2015; Actiris 2019).     

In terms of the governance structure of the call, Actiris was the Managing Authority of the 
OP and the responsible for the design and management of the call. The mechanism chosen 
by Actiris for this call for proposals was a restricted call.  Employment service providers 
were  the  expected  beneficiaries,  but  they  were  required  to  meet  certain  minimum 
requirements in order to be eligible to apply for it. These requirements were set forth in the 
call’s  tender  specifications  and  pertained  to  factors  such  as  the  presence  of  a  basic  IT 
structure, a good financial situation or sufficient human, material and technical capacity to 
provide the requested services.   

Following  the  publication  of  the  call,  the  selected  employment  service  providers  were 
designated as Actiris external partners and encompassed the Workshops for Active Job 
Search network (ARAE Network)5 (see Annex III) (IDEA Consult, 2023). Since its launch, 
the call had 16 beneficiaries.  At the end of the implementation period, as two beneficiaries 
ceased their activities, a total of 14 partners remained in agreement (ibid). 

The  rationale  behind  the  use  of  a  restricted  call  for  proposals  was  to  guarantee  the 
knowledge of potential partner organisations to provide the required services. Additionally, 
it also allowed Actiris to acknowledge the different approaches of applicant organisations, 
new methodologies, etc. Furthermore, call for proposal drives competition which enhances 
the motivation and ambition of organisations, ultimately translating into better results. 

8.2. 

Implementation of operations and implications for 
sustainability  

8.2.1. 

Analysis of the implementation phase 

The  main  activities  funded  by  the  call  were  the  provision  of  the  following  types  of 
employment services through the organisation of workshops by the beneficiaries: 

-  Helping people to work out their career plans  
-  Teaching the behavioural codes appropriate to the world of work 
-  Developing the tools needed (CV and covering letter) to actively look for a job 
-  Drafting a CV/covering letter as part of a Select/Youth Guarantee offer. 

Beneficiaries possessed adequate leverage to develop their methodologies, allowing them 
to  offer  either  individualised  and  tailor-made  services  or  collective  employment  services 
based on the needs of end-users. These activities were contingent upon alignment with the 
programme’s  objectives,  which  were  based  on  the  following  principles:  i)  personalised 
support; ii) development of the individual (success-oriented teaching); iii) real ownership of 

5  The  ARAE  network  has  been  in  operation  since  the  1990s,  following  the  signing  of  a  triennial  agreement 
between Actiris and partners specialising in the provision of support for active job search (IDEA Consult, 2023).  
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the  results  achieved;  iv)  empowerment  of  the  beneficiary;  v)  transparency  and 
confidentiality (Actiris, 2015; Actiris, 2019).  

Regarding the outputs of the operation, the initial target was to support 250 jobseekers per 
full-time equivalent (FTE) per year. However, from 2014 to 2017, the beneficiaries reported 
a lack of motivation to achieve the initially agreed targets (IDEA Consult, 2023). which led 
to  the  withdrawal  of  several  beneficiaries  from  the  measure  in  2017  and,  from  2019 
onwards,  the  target  was  revised  to  150  jobseekers  per  FTE  per  year  (Actiris,  2019). 
According to the evaluation of the measure (IDEA Consult, 2023), on average, each partner 
took  on  324  participants per  year  since  2015.  There  was significant  variation  between 
partners, both in the number of participants reached and in changes over the period. The 
average  was  148.6  participants  reached  per  FTE  per  year.  Overall,  the  number  of 
jobseekers reached was over 5,000 each year with a total of 31,095 beneficiaries over the 
2015-2020 period.  

As regards the results of the measure, it was aimed for 50% of positive exits within 6 and 
12 months after the end of the programme (Actiris, 2015; Actiris 2019, Actiris 2020). The 
following  were  considered  positive  exits:  i)  a  contract  as  an  employee  for  at  least  28 
consecutive  days  (regular job,  subsidised job,  activation formula);  ii)  creation of job  as  a 
self-employed person on a principal basis or as an employee in a company; iii) Entry into a 
cooperative of activities; iv) Resumption of studies; v) Entry into training (min. 20 hours per 
week);  vi)  Entry  into  an  in-house  vocational  training  programme  or  entry  into  a  training 
course recognised by Actiris, the VDAB (Public Employment Service of Flanders) and/or 
Bruxelles Formation (ibid).     

Due to data limitations, the available information refers to the 6-month job placement rate 
(including self-employment) (see Figure 5 in Annex III). Since 2015 and up to and including 
2020, the 6-month job placement rate did not exceed 46.5%. In fact, according to the figures 
provided by IDEA Consult (2023), it can be observed that after a very encouraging growth 
between 2015 and 2018 inclusive, the job placement rate fell significantly in 2019 to 32.2%, 
before rising again in 2020, despite the COVID-19 crisis. On average, over the whole period, 
the impact of the measure, expressed in terms of a 6-month job placement rate was 34.9%. 
Taking into consideration that the target was 50%, it was not fully achieved although it 
reached  rates  closed  to the target.  Despite this,  beneficiaries  have reported  overall 
satisfaction  with  regards  to  the  outcomes  of  the  call  as  it  was  effective  in  providing 
support  to  end-users  and  ultimately  fostering  employment.  Particularly,  the  vast  majority 
reported having achieved sustainable results. The fact that the target was not reached 
was heavily influenced by the lower educational level of its participants. In particular, it is 
important to note that as stated during the consultation process, the profile of the jobseekers 
initially targeted by this measure changed significantly over the years of implementation due 
to  lower  educational  standards  in  Belgium  and  in  Brussels  educational  institutions.  This 
could have led to poorer results for the implementation of the measure and therefore to a 
failure to achieve the initially intended target.     

Overall,  following  the  consultation  process,  it  can  be  concluded  that  participants  were 
positive  about  the  outcomes  of  the  activities  as  they  felt  guided  and  supported 
throughout  the  job  search  process  or  any  other  activities  in  which  they  were 
involved.  

8.2.2. 

Sustainability of socio-economic effects  

As  regards  the  evolution  of  the  measure  over  time,  the  extension  of  the  first  call  for 
proposals  for  the  year  2018  enabled  the  Partnerships  Department  of  Actiris  to  introduce 
flat-rate funding (unit costs) for ESF actions through Actiris (Actiris, 2019). In addition, the 
launch of the third call for proposals for the years 2020-2021 reinforced the offer of services 

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included  in  the  measure.  The  aim  of  this  reinforcement  was  to  quickly  put  in  place  the 
additional measures needed to support the population affected by the loss of jobs as a result 
of the COVID-19 crisis (Actiris, 2020). It also made it possible to deal with the additional 
influx of new jobseekers from Brussels. Moreover, this intervention has continued to receive 
support for the period 2022-2025 with national funds (Actiris, 2022).  

With respect  to the  sustainability of  the  results from  a  socio-economic  perspective, 
two things must be considered. Firstly, by looking at the evolution of the measure, although 
there  were  some  changing  factors,  such  as  the  COVID-19  crisis,  the  results  were 
sustainable to the extent that the targets were almost met, as most of the jobseekers who 
benefitted from this programme found a job after 6 months, in line with the call’s objectives. 
Secondly, due to the absence at the programme level of a requirement to monitor long-term 
results, there  is  a  lack  of  available  information  on  the sustainability  of  outcomes  over  an 
extended period. Nonetheless, nearly 35% of jobseekers secured employment 6 months 
after receiving ESF support, indicating certain level of sustainability. 

8.3. 

Key call provisions/mechanisms with an impact on 
sustainability 

8.3.1. 

Arrangements for continuation (or lack thereof) of activities 
post-project. 

Ensuring the continuity of the activities after the finalisation of the project was a key aspect 
of this measure. In this respect, different arrangements were put in place with the aim of 
sustaining  the  activities  carried  out  under  this  measure  over  time.  In  particular,  the 
Managing Authority had been engaged in a collaborative process with the beneficiaries for 
several years in the framework of this measure, which made it easier for them to access the 
funds  available from  the  REACT-EU  programme  in 2021.  This  was  because  the sudden 
availability of funds under this programme as a result of the pandemic required rapid project 
design in order to utilise these funds. After all the years working together, they were able to 
guarantee the quality of the projects to be funded, as they were already familiar with the 
capabilities  of  their  partners.  This  also  enabled  the  continuation  of  activities  under  this 
measure in 2021 and the ability to cope with the additional influx of jobseekers affected by 
the COVID-19 crisis. Furthermore, following the conclusion of the ESF 2014-2020 period, 
the measure was extended for the 2022-2025 period, with a new call for proposals launched 
for this period, to be funded with national funds (i.e., "Nouvel APPEL A PROJETS: "Ateliers 
de Recherche Active d'Emploi " ARAE 2022-2025") (Actiris, 2022). 

8.3.2. 

Factors supporting or hindering the sustainability of 
operations implemented via calls for proposals 

Based  on  the  information  gathered  during  the  consultation  process,  a  number  of  factors 
were identified that either contributed to or hindered the sustainability of the measure under 
study throughout the various stages of its implementation. 

From  the  outset,  the  call  implementation  process  was  informed  by  a  commitment  to 
sustainability. Firstly, the continuity of operations over time within this call for proposals was 
contingent upon the flexibility of both the Managing Authority and the beneficiaries during 
the  various  stages of  the  call.  In terms  of the  design  and preparation  of  the  call,  always 
preserving the objectives of the ESF operational programme, beneficiaries were afforded 
great  level  of  flexibility  in  devising  their  strategies  and  adapting  them  to  the  evolving 
demands of the Brussels labour market. This flexible approach was also present during the 
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implementation  of  the  call.  To  guarantee  the  sustainability  of  operations  and  their 
continuation over an extended timeframe, three calls for proposals were launched, and this 
allowed them to make modifications in their projects and methodologies in order to align 
with  the  persistent  needs  of  job  seekers  and  adapt  to  the  context  changes,  such  as  the 
COVID-19 pandemic.  

Secondly, the duration of the calls was identified as a crucial element that contributed to 
the long-term effect of the operations. As this project has been operational since 1991, a 
key insight derived from previous implementation experiences was to shorten the duration 
of the calls. The maximum duration of projects was reduced to two or three years, reflecting 
the  necessity  to  adapt  to  unforeseen  circumstances  and  allow  for  the  necessary 
adjustments  in  the  event  that  the  results  deviate  from  those  originally  anticipated. 
Furthermore,  this  also  allowed  beneficiaries  to  remain  motivated  throughout  the 
implementation period of the project, thereby preventing any potential decline in their levels 
of activity. This is justified by the fact that they would have to compete again for the award 
of the project every few years.  

Thirdly, the  quality  in the  preparation  of the  call  was  also of  significant  importance.  The 
tender specifications of the call under analysis required potential beneficiaries to develop a 
comprehensive qualitative methodological  approach for  reaching  and tracing jobseekers. 
This  resulted  in  the  establishment  of  minimum  quality  standards  for  all  services  offered 
during the subsequent implementation phase of the projects, enhancing better and more 
sustainable  results.    Additionally,  as  previously  mentioned,  the  call  for  proposals  was 
restricted those organizations engaged in the provision of employment services. The vast 
majority of potential beneficiaries, given the fact that the ARAE network was established in 
the  90s,  had  prior  experience  working  with  Actiris  and  were  therefore  aware  of  the 
requirements needed, information requested, and all the specific elements needed to apply 
for this call.  As a result, the Managing Authority, during the preparation of the proposal, 
was  able  to  ensure  that  the  project  quality  was  sufficiently  high  to  guarantee  that  the 
provided services met appropriate standards. 

Beneficiaries reported having received support from MA and this affected the sustainability 
of results as part of the implementation process.  

Fourthly,  the  monitoring and  evaluation  of  the  calls  constituted  a  significant  factor  in the 
long-term sustainability of the results. The process of monitoring and evaluating the results 
of the measure to ensure the robustness and reliability of the analysis took approximately 
two years. While it could be argued that this length of time could jeopardise the sustainability 
of the results, throughout this period there was an ongoing verification of all operations, 
and rigorous quality control measures were in place. This approach enabled Actiris to 
respond expeditiously to  any  deviations  from  initial  expectations.  They  were  also  able to 
identify  the  underlying  causes  of  these  deviations,  whether  external  factors  such  as  an 
economic crisis or internal factors such as a lack of human resources and address them in 
their future calls. 

Fifthly, the integration of the beneficiaries into the ARAE Network through partnership 
agreements with the beneficiaries of the call was a crucial element for the sustainability of 
the  operations.  The  existence  of  a  network  of  beneficiaries  with  whom  they  had  already 
worked  represented  a  mechanism  that  contributed  to  the  sustainability  of  results.  More 
specifically, both the beneficiaries and the Managing Authority were informed of how the 
processes had worked in the past and were able to learn from previous mistakes. It also 
allowed them to provide a service that was better suited to the needs of jobseekers and to 
maintain high quality standards throughout the service delivery process.  

Sixthly, two additional factors were identified as critical to the success of the employment 
services: the proximity of the services to the jobseekers and the diversity of services 

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offered.  The  provision  of  services  in  different  areas  of  the  region  enabled  employment 
service providers to reach a greater number of unemployed individuals and access areas 
where services were previously unavailable. Furthermore, in light of the diverse profiles of 
jobseekers  in  the  region,  it  was  essential  to  provide  programmes  tailored  to  both  highly 
qualified  and  less  qualified  individuals.  This  also  facilitated  knowledge  sharing  among 
partners if necessary. 

Seventhly,  the  presence of  sustainability  criteria  in the  call  preparation  as well  as the 
alignment  with  other  existing  national/regional  policy  strategies  throughout  all  the 
implementation  phases  of  the  call  were  other  factors  supporting  the  sustainability  of 
operations that were highlighted.  

In another vein, there were factors that were not adequately addressed, which ultimately 
hindered the long-term viability of the operations.  

A  notable  shortcoming  was  the  lack  of  visibility  regarding  the  beneficiaries  and  the 
services  they  provided  during  the  call  implementation.  The  beneficiaries  asserted  that 
greater effort was required to enhance the visibility of their roles and to motivate jobseekers 
to avail themselves of the available opportunities. They observed that the services provided 
in this measure were not sufficiently well-known among jobseekers (IDEA Consult, 2023). 
Furthermore, the partners experienced an  increase in workload compared to what was 
initially anticipated, particularly in regard to administrative responsibilities and a reduction 
in their coaching role. The beneficiaries informed Actiris that the administrative tasks they 
were required to undertake had a detrimental  impact on their work, resulting in a loss of 
focus (ibid). 

8.3.3. 

Good practices and their potential for transferability 

The  analysis  of  the  present  call  for  proposal  yielded  insights  that  could  inform  future 
endeavours. A best practice that was identified and that contributed to the sustainability of 
results was the establishment of partnership agreements with the beneficiaries of the 
call.  These  agreements  facilitated  sustained  cooperation  and  collaboration  between  the 
Managing Authority and the beneficiaries to adapt their activities if needed.  Moreover, this 
approach could be transferred to other contexts if adapted to the local needs. The potential 
for transferability is evidenced by the fact that this measure was first introduced in Belgium 
in 1991, following the successful implementation of a similar approach in Canada. 

Another  element  to  highlight  is  the  successful  use  of  flexibility  throughout  the 
implementation phases of the call. Of course, it is important to stress that flexibility can be 
a  double-edged  sword  if  there  is  not  enough  guidance  or  control  over  the  beneficiaries’ 
activities  as  this  could  bring  about  a  lack  of  realisation  of  the  project.  However,  in  this 
context, flexibility proved to be very rewarding in terms of adapting to the changing needs 
of jobseekers and delivering sustainable results.  

Additionally, the ongoing verification of all operations, including quality checks and regular 
communication  between  the  Managing  Authority  and  the  beneficiaries,  encouraged  the 
delivery  of  high-quality  services.  This  could  be  considered  to  increase  the  likelihood  of 
achieving long-term effect on the labour market and a good practice that could potentially 
be transferred to other contexts. 

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8.4. 

Conclusions and lessons learned 

8.4.1. 

Key findings  

The analysis of the implementation of the call for proposals yielded three principal attributes 
that were identified as being instrumental in ensuring the sustainability of the operations in 
question. 

Firstly,  the  utilisation  of  repeated  calls,  with  abbreviated/shorter  duration,  with  an 
optimal duration of two or three years, was identified as a pivotal factor in sustaining the 
level of motivation and involvement of beneficiaries in the delivery of the services. This 
is  due  to  the  fact  that  each  period  of  time  they  would  have  to  undergo  the  competitive 
process  to  be  awarded  the  call,  which  would  ensure  their  continued  motivation  and 
commitment.  Moreover,  this  approach  permitted  both  the  Managing  Authority  and  the 
beneficiaries  to  adapt  to  the  evolving  dynamics  of  the  labour  market.  It  allowed  for  the 
modification  of  the  call’s  terms  of  reference,  when  necessary,  thus  guaranteeing  the 
consistent pursuit and achievement of the objectives set out in the calls.  

Secondly, the proximity of the services to the jobseekers was identified as a significant 
factor for the sustainability of the operations. In particular, as this call targets all unemployed 
jobseekers, irrespective of their age, it was of utmost importance to ensure that the services 
were easily accessible and geographically proximate, particularly for older jobseekers who 
often  lack  the  necessary  digital  skills  to  access  to  the  services  through  digital  means. 
Furthermore, this also diminished the administrative burden on the jobseekers, as they were 
not  obliged  to  comply  with  the  legal  and  formal  procedures  of  the  Public  Employment 
Services and could maintain consistent communication with the calls’ beneficiaries, which 
would  ultimately  result  in  a  higher  level  of  comfort  and  motivation  for  the  jobseekers  in 
benefiting from the services. 

Thirdly, the diversity of services offered was also considered to be a key factor in ensuring 
the long-term effects of operations. In more detail, while some beneficiaries were required 
to interact with individuals possessing high level of skills, other were in contact with those 
who  lacked  such  abilities,  and  who  also  faced  social  challenges.  This  allowed  for  the 
provision of a range of services that could be tailored to the specific circumstances 
of each beneficiary and contribute to the achievement of longer-term results.   

8.4.2. 

Main lessons learned for future implementation periods 

The analysis of the call for proposals ‘Active Job Search Workshops’ and implementation 
offers an opportunity to identify two key lessons for the future.  

The existence of a long-established and consolidated relationship between the Managing 
Authority and the beneficiaries, that allows for an assessment of their level of quality and 
involvement  on  a  constant  basis,  as  exemplified  in  the  Belgian  case,  has  proven  to 
contribute to better outcomes. This is because it has facilitated a deeper understanding of 
the processes involved and the quality requirements that must be met.  

Furthermore, the existence of such a relationship allows for a greater degree of flexibility in 
the  provision  of  services  by  the  beneficiaries  and  consequently  beneficiaries  are  able to 
provide tailor-made services and adapt them to the changing needs of the labour market, 
thereby ensuring sustainable results. 

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8.5. 

Annexes 

8.5.1. 

Annex I. Sources of Information  

•  Actiris (2015), APPEL A PROJETS Ateliers de Recherche Active d’Emploi (ARAE) 2015 – 

2017, Appel à projets n° AP 3/2015 – ARAE. 

•  Actiris (2019), Nouvel appel à projets ARAE 2019-2020 dans le cadre du « Programme 

Opérationnel (PO) FSE 2014-2020 ‘Investissement pour la croissance et l'emploi’ de la Région 
de Bruxelles-Capitale (RBC) », Appel à projets n° AP 4/2019 – ARAE.  

•  Actiris (2020), Appel à projets restreint ARAE 2020-2021 visant les partenaires ARAE pour 
faire face à l’impact de la crise sanitaire du Covid-19 sur l’emploi en Région de Bruxelles-
Capitale (RBC), Appel à projets n° AP 5/2020 – ARAE.  

•  Actiris (2022), Nouvel APPEL A PROJETS : « Ateliers de Recherche Active d’Emploi » ARAE 

• 

2022-2025, Appel à projets n° AP 6 / 2022 – ARAE.  
IDEA Consult (2023), Evaluation du programme Opérationnel FSE 2014-2020 pour la Région 
de Bruxelles-Capitale, Final Report, April. Available at: 
https://www.actiris.brussels/media/ciseusxo/4-evaluation-en-continu-fse-rbc-2023_final-h-
5BA474B3.pdf   

8.5.2. 

Annex II. List of stakeholders consulted  

Interviews with MA/IBs and other stakeholders: 

Tim Goetmaeckers, Programme Manager-Actiris (Managing Authority). Belgium. Interviewed in 9th 
July 2024 

Nicolas D’Hondt, Project Manager-Actiris (Managing Authority). Belgium. Interviewed in 16th July.  

Questionnaire/interviews among project beneficiaries: 

All 14 beneficiaries of the call (i.e., organisations providing employment services) were contacted by 
the Managing Authority to complete the survey. Eight responses were received, four from labour or 
employment institutions, three from private companies, one from a non-profit making association and 
one from a professional integration into employment and vocational training organisation.  

8.5.3. 

Annex III. Key tables and figures  

Table 4: A comparison of the principal socio-economic indicators of the Brussels-Capital 
Region, the Belgian national average and the EU average. 

Indicator 
2013/2014 figures) 

(in 

Brussels-Capital 
Region 

Belgian Average 

EU average 

Source(s) 

Employment 
Rate 
(20-64 years) in 2013 

56.8% 

67.2% 

66.8% 

Unemployment  Rate 
in 2014 

18.5% 

8.7% 

11% 

Unemployment  Rate 
for young people (15-
24 years) in 2014 

39.5% 

23.4% 

24.1% 

IDEA 
Consult 
(2023)  +  Eurostat 
(2024a) 

IDEA 
Consult 
(2023)  +  Eurostat 
(2024b) 

IDEA  Consult  + 
Eurostat (2024b) 

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Unemployment  Rate 
for 
low-skilled 
people in 2014 

30.9% 

17.7% 

19.9% 

NEET rate in 2014 

15.8% 

13.3% 

16.% 

IDEA  Consult  + 
Eurostat (2024b) 

IDEA  Consult  + 
Eurostat (2024c) 

Source: Authors’ own elaboration based on IDEA Consult (2023) and Eurostat (2024a; 2024b; 2024c).  

Figure 4: Average number of beneficiaries reached per FTE, 2015-2020 

200

150

100

50

0

120

100

80

60

40

20

0

2015

2016

2017

2018

2019

2020

Average number of beneficiaries per FTE

% of target achievement

Source: Authors’ elaboration based on IDEA Consult (2023) 

Figure  5:  Percentage  of  participants  in  the  measure  in  employment,  including  self-
employment, six months after participation ended 

50%

45%

40%

35%

30%

25%

20%

15%

10%

5%

0%

2015

2016

2017

2018

2019

2020

Source: Authors’ own elaboration based on Idea Consult (2023) 

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Figure 6: ARAE Network 

Source: IDEA Consult (2023) 

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9. 

Case Study HR2: Call for Proposal “Set-up of 
Regional Centres of Competence in the 
Tourism and Hospitality Sector” (OP Efficient 
Human Resources 2014-2020, Croatia) 

9.1. 

Context and background 

9.1.1. 

Relevant context  

In Croatia, tourism is a key economic sector significantly contributing to GDP (in 2018, 
when the call was formed, tourism accounted for about 20% of Croatia's GDP) (Orsini and 
Ostojić,  2018),  employment,  and  regional  development.  But,  despite  its  importance,  the 
sector  faced  challenges  such  as  seasonality,  skill  shortages,  and  the  need  for  quality 
improvement  in  service  provision,  especially  with  regards  to  price  surges.  Furthermore, 
Croatia has struggled with relatively high unemployment rates (although falling steadily from 
2013),  particularly  among  youth  -  in  2018,  youth  unemployment  rate  was  around  20%, 
higher than the EU average of around 14%. In addition, there was a significant mismatch 
between the skills provided by the education system and those demanded by the labour 
market. This gap was especially pronounced in the tourism and hospitality sectors, where 
employers  frequently  reported  difficulties  in  finding  adequately  skilled  workers  (Cedefop, 
2020). Finally, the Croatian educational system has been undergoing reforms to better align 
with labour market needs, which included also modernisation of the vocational education 
and training (VET) to ensure that students acquire relevant skills and competencies (this 
investment was also part of the ESF support in the amount of around EUR 31 million). The 
reforms  focused  on  the  implementation  of  dual  education/work-based  learning  and  the 
enhancement of the VET quality, with the aim to standardise the quality and accessibility of 
modern  equipment  throughout  the  country,  but  also  to  significantly  modernize  the 
educational  programmes  and  make  them  more  in  line  with  the  trends  and  needs  of  the 
private sector. 

9.1.2. 

Features of the call and motivations underlying its choice  

The call for proposals "Set-up of Regional Centres of Competence in the Tourism and 
Hospitality Sector" took place in the context described above, with the main objective to 
support  the  tourism  sector's  growth  and  competitiveness  through  projects  of  strategic 
importance. The call was financed under the OP Efficient Human Resources, with a total 
budget of EUR 51.529.888,42, out of which 85% financed by the European Social Fund. 
The call was launched under the TO10, IP 10.iv “Improving the labour market relevance of 
education  and  training  systems,  facilitating  the  transition  from  education  to  work,  and 
strengthening vocational education and training systems and their quality, including through 
mechanisms  for  skills  anticipation,  adaptation  of  curricula  and  the  establishment  and 
development  of  work-based  learning  systems  including  dual  learning  systems  and 
apprenticeship schemes”. In parallel to the ESF call, another call was launched under the 
OP “Competitiveness and Cohesion” financed by the ERDF (in the amount of around € 100 
million), with the objective to provide infrastructural support to the same applicants. 

The main objective of the ESF call was to strengthen institutional and human resources 
in the tourism sector to increase their opportunities in the labour market. Particularly 
the call aimed at (i) enhancing the capacity and expertise of human resources in the tourism 

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and hospitality sector through the establishment of programmatic and staffing conditions in 
regional  Centres  of  competence;  (ii)  improving  work-based  learning  opportunities  for 
students  and adult  participants  in vocational  education  and training  and  (iii)  encouraging 
collaboration between the educational, public, private, and civil sectors.  

The target groups of the ESF call were the educational staff- teacher and educators- of 
the  Regional  Centres.  The  call  also  targeted  students  enrolled  in  vocational  education 
programmes  and  adult  learners  participating  in  education  programmes,  as  it  provided 
funding for new curricula and modernisation of educational processes together with capacity 
building of teachers and mentors. This would ultimately result in a superior experience for 
the users of those services. 

Before the launch of the ESF call, a “preselection process”/open call had been done based 
on the national legislation, namely the Law on vocational education (Article 33) for schools 
to become Centres of competences (in relevant fields, one of which was the tourism and 
hospitality sector). Following the law, a first competitive open call was launched to select 
among the Croatian schools those to be chosen to operate as “Centres of competences” 
(based on different criteria: General parameters, Sector parameters, Additional parameters, 
Parameters  related  to  the  development  plan)  (Ministry  of  Science  and Education,  2018). 
The results of this open call were then adopted in the official legislation. Accordingly, the 
ESF  call  for  proposals  was  therefore  restricted  to  those  6  beneficiaries,  (i.e.,  Regional 
Centres of Competence) in vocational education in the tourism and hospitality sector that 
fulfilled the requested criteria and that had been preselected beforehand6. 

Looking at the governance structure, the (formerly called) Ministry of Labour and Pension 
System was the Managing Authority (MA) for the entire ESF in Croatia for the period 2014 
- 2020, the Ministry of tourism and Sports was declared Intermediate Body (IB) Level 1, and 
the  Agency  for  Vocational  Education  and  Training  and  Adult  Education  (ASOO)  was 
declared IB Level 2 (Government of the Republic of Croatia, 2014). While the MA was in 
charge of the general governance of the OP and ensured the implementation of the OP in 
accordance with the applicable national rules as well as the rules of the EU, the IB1 oversaw 
drafting of the call documents, especially the rules for the selection process, with the MA’s 
approval.  IB2  oversaw  monitoring  the  implementation  from  a  financial  perspective, 
evaluating whether the financed activities were delivered, expenditures were incurred, and 
compliance  with  national  and  EU  rules  was  maintained  throughout  the  entire  project 
implementation period. 

9.2. 

Implementation of operations and implications for 
sustainability  

9.2.1. 

Analysis of the implementation phase 

The establishment of the regional centres of competence involved several critical activities 
aimed at enhancing vocational education and training in Croatia. Key among these was the 
organization of work and the development of the centres, which required the creation of 
essential documents to guide their structure and growth. These documents provided the 
framework  for  operational  procedures  and  strategic  planning,  ensuring  that  the  centres 
could function efficiently and meet their educational objectives in the long term. 

6  (i)  High  School  Zabok,  (ii)  Tourist  and  catering  school  Split,  (iii)  Hospitality  and  tourism  school  Osijek,  (iv) 
Catering school Opatija, (v) School of Tourism, Hospitality and Trade Pula and (vi) Dubrovnik School of Tourism 
and Hospitality 

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Furthermore, networking and collaboration with stakeholders were vital components for 
the  successful  establishment  of  Centres.  The  Centres  engaged  in  partnerships  with 
economic  entities,  taking  into  account  the  needs  of  the  economy  and  labour  market  to 
ensure that the training programmes were relevant and aligned with industry demands. This 
collaboration  extended  to  the  development  of  occupational  standards  and  qualification 
standards  (e.g.  barista  and  sommelier),  ensuring  that  the  training  provided  met  the  real 
needs. 

Enhancing  the  competencies  of  educators  and  mentors  through  targeted  training 
programmes was also a priority, as a total number of 1.189 teachers were supported and 
educated through the projects. Moreover, the modernisation of vocational curricula and 
the  introduction  of  new  adult  education  and  lifelong  learning  programmes  were 
significant  steps  for  the  future  sustainability  of  Centres.  Each  school  developed  new 
programmes  for  which  they  have  received  approval  from  the  Ministry  of  Science  and 
Education  (MZOS),  confirming  compliance  with  established  norms.  The  procurement  of 
necessary  equipment  facilitated  the  practical  implementation  of  project  activities,  further 
supporting the modernisation efforts. 

Each school introduced new programmes tailored to current industry needs, ensuring that 
students  received  up-to-date  and  practical  training.  A  total  of  4.137  VET  students  were 
supported through educational activities at competence centres. These efforts collectively 
strengthened the regional Centres' capacity to deliver high-quality vocational education and 
training, meeting the evolving needs of the labour market and contributing to the sector's 
overall sustainability and growth. 

Finally,  the  establishment  of  new  economic  facilities  (called  “Akademis”),  where 
students can engage in real-world work situations, has bridged the gap between theoretical 
knowledge and practical application. These facilities provide hands-on experience, making 
the learning process more effective and directly applicable to industry needs - Initiatives like 
the  Osijek  mini-brewery  cooperative  have  demonstrated  the  Centres'  ability  to  foster 
entrepreneurship and community engagement. 

Looking  at  the  connected  outputs  and  impacts  of  the  work  done,  and  activities 
implemented, they are highly linked to the sustainability aspect of the schools. The regional 
Centres of competence, especially in the tourism and hospitality sector, have laid a strong 
foundation through infrastructure development, curriculum enhancement, capacity building, 
and  robust  partnerships.  All  these  results  favoured  the  sustainability  of  the  Centres’ 
activities.  For  example,  the  improved  collaboration  with  the  Centres'  founders  and  other 
stakeholders led to new employment opportunities and stronger support structures which 
will in the long term positively impact the financial and operational stability of the Centres. 
The previously mentioned accreditation process for all  six Centres not only validated the 
Centres'  efforts  but  also  enhanced  their  credibility  and  attractiveness  to  prospective 
students  and  partners,  reinforcing  consequently  the  operational  sustainability  of  the 
Centres.  With  the  introduction  of  adult  education  as  a  new  service for  the  Centres,  they 
have broadened their scope with positive implications for the sustainability of the activities. 
In  fact,  the  diversification  should  help  ensure  steady  enrolment  numbers  and  additional 
revenue streams, contributing to the financial sustainability of the Centres. To conclude, by 
modernising  facilities,  updating  curricula,  providing  real-world  training  opportunities, 
expanding educational offerings, fostering entrepreneurship, achieving formal accreditation, 
and  enhancing  stakeholder  cooperation,  the  Centres  were  well-positioned  to  continue 
delivering high-quality vocational education and training. This comprehensive approach not 
only met the immediate needs of students and the industry but also ensured the long-term 
viability and success of the Centres ensuring long term change.  

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9.2.2. 

Sustainability of socio-economic effects  

After  the  ESF  call,  the  regional  Centres  have  continued  to  receive  support  through 
national funding mechanisms. This includes allocations from the state treasury, i.e. the 
Ministry  of  Education.  Furthermore,  given 
the  Centres  still  operate  as 
schools/educational  facilities,  and  thus  continuously  in  contact  with  the  education  sector 
and its needs, ensures that the Centres remain operational and able to respond to national 
educational  priorities  and  labour  market  needs.  In  addition,  they  will  continue  to  receive 
support through ESF+, though indirectly, under the financial support for the modernisation 
of vocational education. Considering these investments, the Centres will be provided with 
support  for  networking  with  partner  institutions  and  economic  entities  and  developing 
mechanisms  for  connecting  with  the  European  platform  of  Centres  of  excellence  in  VET 
with the aim of raising the quality and competitiveness of VET at the local/ regional level.  

that 

The  preliminary  review  of  trends  and  changes  in  the  priority  area  (Ministry  of  Labour, 
Pension system, Family and Social Policy, 2021) under which the call was published shows 
that most needs remained relevant in today's socio-economic context, although there have 
been  certain  positive  developments  in  each  observed  area  thanks  to  ESF  support.  The 
needs  of  the  labour  market,  particularly  in  the  tourism  and  hospitality  sector,  are 
continuously changing, so for the centres to remain sustainable, it is necessary for them to 
keep  addressing  the  needs  for  teacher  professional  development,  strengthening  student 
competencies, and aligning sectoral curricula with labour market needs. 

With all the activities carried out, the Regional Centres of Competence have a better ability 
to  focus  on  expanding  programmes,  implementing  sustainability  initiatives,  further 
enhancing industry collaboration, engaging with the community, and ensuring continuous 
improvement through effective monitoring and evaluation. These efforts aim to sustain the 
positive impacts and adapt to the evolving needs of the tourism and hospitality sector, and 
thus complement the socio – economic development of the country. 

9.3. 

Key call provisions/mechanisms with an impact on 
sustainability 

9.3.1. 

Arrangements for continuation (or lack thereof) of activities 
post-project. 

As mentioned above, the activities initiated under this call will persist, as the Centres are 
integral  components  of  the  Croatian  education  system,  particularly  of  the  vocational 
education  system,  as  demonstrated  by  their  reinstatement  in  2023.    Following  their 
modernisation,  they  will  be  better  positioned  to  provide  an  even  higher  standard  of 
education  being  the  key  component  of  the  modernisation  efforts  of  the  VET  sector. 
Relatively  to  three  key  areas  of  the  Centres  (1.  modernisation  of  programmes,  2. 
cooperation with other actors and 3. diversification of activities), it is possible to state that 
in all of them Centres’ activities will continue after the completion of the ESF project: 

-  The  programmes  and curricula have  been  adopted  by  the relevant  agencies, but the 
labour  market's  needs  are  continuously  evolving,  necessitating  ongoing  updates  to 
curricula and training programmes with support from ASOO and the relevant Ministry.  
-  Cooperation  with  various  stakeholders,  including  industry  partners,  educational 
institutions,  and  governmental  bodies,  is  another  key  segment  likely  to  persist. 
Continued cooperation is motivated by the mutual benefits it offers, since businesses 
gain  access  to a  skilled  workforce,  while  educational  institutions  receive support  and 

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feedback from industry experts. Partnership ties have been set during the project (with 
different activities, e.g. a digital HUB for presentation of local products in Zabok) and 
are likely to progress. One of the biggest successes of the call was establishing tighter 
bonds  with  the  regional  authority  (founder  of  the  schools)  -  through  this  obligatory 
partnership,  they  have  gained  better  mutual  understanding  and  have  realized  the 
importance of working more closely together for the greater good of the region, aligning 
interests and needs.  

-  Diversification of educational offerings, including adult education and lifelong learning 
programmes, but also new programmes, is also set to continue. By offering a range of 
programmes  tailored  to  different  demographics,  including  working  adults  seeking  to 
upskill or reskill, the Centres can remain relevant and accessible to a broader audience. 

Looking only at financing, besides the aforementioned treasury and ASOO support, there 
are several opportunities for diversified funding of future activities, which could help with the 
financial sustainability, marked as the most challenging one.  

-  Schools have now been introduced to EU project management (managing a project of 
this size and scope was really challenging for them) and are more likely to take up the 
opportunities within the scope of EU programmes, such as Erasmus and Interreg. By 
leveraging these EU programmes, the Centres can continue to expand their educational 
offerings, engage in international collaborations, and enhance their role as Centres of 
competence. 

-  As previously mentioned, adult education has emerged as an additional self-financing 
category. By offering specialized courses and training programmes for adults seeking 
to upskill or reskill, the Centres can generate additional revenue.   

-  As underlined, newly formed schools (or parts) function as small Akademis T- operate 
as  small  hotels  or  businesses,  such  as  microbreweries  –  but  are  still  educational 
institutions. These Akadems offer students hands-on experience in real-world business 
operations,  enhancing  their  practical  skills.  However,  they  face  legal  restrictions  on 
revenue generation due to their status as educational institutions. Changes in legislation 
could  provide  more  opportunities  for  these  Akademis  to  generate  income,  but  such 
changes have not yet been fully implemented. If legal adjustments are made to allow 
for  greater  financial  flexibility,  these  units  could  significantly  enhance  their  financial 
sustainability through diversified funding sources. 

However, based on the consultation process, it is evident that additional financial support 
is  necessary  to  realise  and  sustain  future  plans,  thereby  achieving  permanent  goals. 
Although the current goals have been met, sustaining them permanently is challenging due 
to the need for continuous updates to the curricula and for adapting the training required for 
new employees to evolving educational methods. 

Overall, ensuring high-quality vocational education and training is a national priority in which 
the  Centres  have  been  recognised  as  playing  a  crucial  role  in meeting  the  needs  of  the 
labour  market,  i.e.  committing  to  continuous  improvement  and  innovation  in  vocational 
education driven by the need to stay competitive. 

9.3.2. 

Factors supporting or hindering the sustainability of 
operations implemented via calls for proposals 

One of the most relevant factors that supported the sustainability of projects financed under 
this call is their strategic importance and inclusion as key pillars to the modernisation 
of the vocational education and training in Croatia. ESF funds were used to help kick 
start this reform in a way that would not be possible without the external funds given the 
size of the investment.  

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Regarding the call design, several factors have been identified promoting sustainability of 
results.  Continuous  communication  with  the  schools  and  stakeholders  throughout 
the needs analysis was essential in drafting calls that would be relevant in the long term. 
The  Ministry  of  Science  played  a  crucial  role,  for  instance,  in  communication  with  the 
Association  of  entrepreneurs  in  the  hotel  industry  in  Croatia  (UPUHH),  as  well  as  other 
professional associations that voiced employers' needs, hence ensuring the relevance of 
the  call,  sustaining  result  in  the  long  term,  e.g.  making  sure  the  new  services  would  be 
beneficial for the private sector in the long term.  

Detailed preselection of potential beneficiaries (as explained earlier) narrowed down to 
six eligible schools, resulted in a focused approach. In the mentioned preselection stage, 
with detailed and diverse selection criteria employed, long term capacities for sustainability 
and transfer of knowledge were ensured. 

One  of  the  more  interesting  aspects  and  specificalities  of  this  call  was  the  parallel 
investment through ESF and ERDF that impacted positively the sustainability of projects 
since  the  investment  was  multidimensional  combining  infrastructure  with  soft  measures. 
This has ensured the proper infrastructural support for the continuation of activities in the 
long term. Finally, long term sustainability of results has been ensured by the changes to 
the Law on vocational education (Art. 33), where it is noted that “funds for carrying out 
the activities of the centres are provided by the founder” this has been noted as a highly 
significant positive change ensuring financial sustainability of the centres and linking them 
more closely to their founders. 

However, the  same legislative  changes  are also  a  factor  that  could hinder  sustainability. 
Although  the  Law  mentions  the  possibility  of  the  centres  to  “acquire  income  from  other 
sources”, they are still registered as not for profit institutions and can therefore not be fully 
active  on  the  market  ultimately  not fully  providing  schools  with  diverse funding  options, 
which they cite as a major challenge for financial sustainability going forwards. 

Regarding  the  call  preparation,  several  factors  have  also  been  identified  promoting 
sustainability of results. Firstly, inspiration from abroad provided a good example of how 
to set  things  up (e.g. school-hotels,  Akademis) and served  as  best  practice  examples of 
successful  lasting  interventions  (taken  from  Italy  and  Spain).  These  have  helped  the 
governing bodies to detect key elements for sustainability in the future. Another international 
aspect helped the successful implementation and ultimately ensured better sustainability - 
the option to have international renown educational institutions for associated partners in 
the project, with activities taking place exclusively in Croatia. Beneficiaries have stated that 
the inclusion of partners had a positive impact on the socio-economic sustainability of the 
results/effects  and  that  it  gave  the  project  additional  strength,  significance  and  stronger 
cooperation  possibilities  creating  useful  links  and  partnerships  for  the  future.  During  the 
preparation, sustainability was included in the assessment documentation (20% of the 
total scoring), praised by users as a positive aspect that helped them think about these long-
term aspects while drafting the proposals.  

Regarding the call implementation, one of the factors that promoted sustainability of results 
was the continuous cooperation and communication between beneficiaries (exchanging 
thoughts and best practices in the implementation that helped in the long run).  In addition, 
continuous support was provided by the governing bodies, e.g. ASOO provided assistance 
in preparing contracts for equipment suppliers to protect schools from any negative factors 
in  the  long term  and  ensure  minimal  investments  in the  long run  for  maintenance  of  the 
equipment. Finally, the budget of the call was sufficiently large, even increased after the 
initial launch, ensuring costs were not cut, thus supporting sustainability since it allowed for 
different  activities  that  helped  with  sustainability  afterwards  (e.g.  linking  with  foreign 
schools) —this was a unique opportunity to generously finance schools and invest in their 
overall modernization. 

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Looking at the monitoring and evaluation stage, given the fact there were prolongations with 
the project durations (both ERDF and ESF investments were partly prolonged, up to the 
maximum length till the end of 2023), no complete evaluation of the effectiveness has 
yet been done. However, the preliminary evaluation of the priority axis marks the positive 
sides of the investments, stating that projects financed through this call, following the multi-
criteria analysis, were one of the most effective and economical interventions (Ministry of 
Council, Peacebuilding, Citizens and Social Policy, 2021). In addition, long-term monitoring 
ensures 
inherently 
for  5  years,  which 
understandable since a school will remain in its usual educational purpose. 

that  the  purpose  remains  unchanged 

is 

In the long term, there are factors possibly hindering sustainability, mainly connected with 
the financial sustainability of projects and their ability to maintain the results in the long term. 
For  example,  employment  of  non-teaching  staff  is  problematic,  reception  services  are 
necessary  for  accommodating  guests,  but  hiring  for  such  roles  falls  outside  the  official 
staffing structure, requiring support from other stakeholders. What is more, the sustainability 
of infrastructure is a concern due to the upkeep of large facilities, which must operate and 
generate revenue solely to cover costs. 

9.3.3. 

Good practices and their potential for transferability 

With regards to the potential of transferability, given the specific nature of beneficiaries of 
this limited call for proposals, it is rather weak according to the interviewed actors. However, 
IB2 (Ministry of Tourism and Sports) has transferred the good cooperation with the private 
sector  and professional associations on the  preparation  of  future call  for proposals.  This 
structured  consultation  was  used  for  example  in  the  open  call  “Improving  access  of 
vulnerable groups to the labour market in the tourism and hospitality sector” in order to get 
the insights from employers and civil society sector. 

9.4. 

Conclusions and lessons learned 

9.4.1. 

Key findings  

The sustainability of the regional Centres of competence established under this call can be 
attributed to several key factors. Firstly, the open call with a preselection process based 
on  detailed  information  ensured  a  good  balance  between  quality  and  feasibility  of  the 
different procedures supporting the Centres, including the ESF proposals. This meticulous 
selection process helped identify projects with the highest potential for long-term success, 
aligning  resources  with  strategic  objectives  and  ensuring  that  only  the  most  promising 
initiatives received funding having also in mind the regional coverage across the country. 
The key attribute for the sustainability of projects is the fact they are the corner stones of 
the modernisation process of vocational education and training system in Croatia. ESF (and 
ERDF) funds have been used as a tool to support the implementation of a reform process 
along  with  other  (usually)  direct  awards.  This  presence  of  a  broader  strategic  policy 
framework has given importance to the success of the projects and sustains their long-term 
obligation to maintain and build on the results from the ESF support. 

Other factors, such as collaboration was also vital for the future sustainability. The effective 
cooperation  from  the  beneficiaries  with  employers  was  crucial  in  designing  relevant  and 
impactful  programmes.  Employers  provided  valuable  insights  into  the  current  and  future 
needs  of  the  labour  market,  allowing  the  centres  to  tailor  their  curricula  and  training 
programmes  accordingly.  Collaboration  was  also  strong  between relevant  ministries  and 
agencies  that  further  supported  the  call’s  objectives.  This  inter-ministerial  cooperation 
facilitated comprehensive support and streamlined processes, ensuring that the initiatives 
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received the necessary backing and resources for successful implementation. Additionally, 
once projects were approved for financing, the beneficiaries jointly expressed their concerns 
and  initiated  solutions,  demonstrating  a  collective  commitment  to  addressing  challenges 
and  improving  outcomes.  Cooperation  and  partnership  were  also  strong  looking  at  the 
content of the activities, emphasizing the cooperation with cross-border entities, and their 
founders/regional  authorities.  These  partnerships  fostered  a  collaborative  environment, 
enabling knowledge sharing and resource pooling, which enhanced the overall capacity and 
effectiveness  of  the  Centres.  Assessing  sustainability  as  part  of  the  project  evaluation 
process ensured that long-term viability was considered from the outset, forcing projects to 
create robust plans for maintaining their impact. 

In addition, the joint financing through the European Social Fund (ESF) and the European 
Regional  Development  Fund  (ERDF)  maximized  the  impact  of  the  call,  despite  some 
implementation challenges. This approach provided a substantial budget, ensuring that all 
activities critical for the sustainability of the projects were adequately funded. The results of 
projects co-financed by ESF, have proven to be sustainable due to their lower maintenance 
costs compared to infrastructure investments. 

Although the call was launched as a restricted call for proposal, it streamed good results 
and was the optimal way in going forward. Had the call been opened for wider applicants, 
the funding would have been dispersed across many projects, potentially diluting the impact 
and failing to address the initial challenge of establishing regional Centres of competence 
effectively. On the other hand, if the call had been too narrow, such as financing only one 
school as a coordinator, it would have led to centralization and inefficiency. This approach 
would not have adequately built capacity across the sector or addressed the diverse needs 
of different regions. The limited call (with detailed preselection process) struck a balance by 
ensuring  focused  and  impactful  investments  while  promoting  collaboration  and  shared 
resources among multiple institutions. This method ensured that the objectives were met 
efficiently and sustainably.   

9.4.2. 

Main lessons learned for future implementation periods 

Looking at the key lessons learned, available analyses and evaluations indicate that the key 
contribution of the European Social Fund (ESF) lies in the ability to implement investments 
more rapidly and to support a larger number of target group members than would not be 
possible without EU funding (Ministry of Labour, Pension System, Family and Social Policy, 
2020).  This  was  the  case  with  this  call,  since  major  strategic  projects,  such  as  the 
introduction of regional Centres of competence in vocational education, could not have been 
executed  to  the  same  extent  and  within  the  same  timeframe  without  EU  co-financing. 
Without EU co-financing, especially the infrastructural part from ERDF, the start of project 
implementation would likely have been significantly delayed, and it would certainly not have 
been  possible to develop  all  the  Centres of  competence simultaneously.  It  is  more  likely 
that  they  would  have  been  developed  one  by  one,  in  accordance  with  budgetary 
capabilities, which would have drastically decreased their sustainability. 

In the context of ESF, and this call for proposals, there was no single concrete sustainability 
indicator tracked long-term; instead, monitoring was more focused on the level of goals and 
meeting indicators. It is potentially necessary to define clearer key performance indicators 
that contribute to achieving the objectives of sustainability.  For the specific call, it remains 
essential  to  ensure  regular  and  high-quality  monitoring  of  the  participation  in  lifelong 
education programmes and the application of improved or new educational programmes in 
higher and vocational education. This monitoring should continue beyond the mandatory 
sustainability period to truly understand the long-term results. 

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Finally, consideration should be given to potentially different project funding methods, such 
as financing projects for longer periods. This would allow more time to develop sustainability 
and potentially enable projects to reach a stage where they can independently open new 
opportunities and consider future ventures. 

9.5. 

Annexes 

9.5.1. 

Annex I. Sources of Information  

•  Cedefop (2020). Skills developments and trends in the tourism sector. Skills intelligence. 

Available at: https://www.cedefop.europa.eu/en/data-insights/skills-developments-and-trends-
tourism-sector 

•  Government of the Republic of Croatia (2014). On the bodies in the management and control 
systems of the use of the european social fund, the european regional development fund and 
the cohesion fund, in connection with the objective »investment for growth and jobs. Available 
at: https://narodne-novine.nn.hr/clanci/sluzbeni/2014_09_107_2070.html  

•  Kristian Orsini and Vukašin Ostojić (2018). Croatia’s Tourism Industry: Beyond the Sun and 

Sea. Available at: https://economy-finance.ec.europa.eu/document/download/a84f66c0-e4b8-
4f28-ab31-b4f5e130f126_en?filename=eb036_en.pdf    

•  Ministry of Council, Peacebuilding, Citizens and Social Policy (2019). Guidelines for Applicant 

and additional Call documents. Available at: 
https://www.esf.hr/natjecaji/obrazovanje/uspostava-regionalnih-centara-kompetentnosti-u-
sektoru-turizma-i-ugostiteljstva/  

•  Ministry of Labour, Pension System, Family and Social Policy (2021). Evaluation of 

effectiveness, efficiency and of the effect of the Operational Program Effective human 
resources 2014 - 2020 – Priority axis 3 "Education and lifelong learning". Available at: 
https://www.esf.hr/wordpress/wp-content/uploads/2021/09/Zavr%C5%A1no-
izvje%C5%A1%C4%87e_evaluacija_PO3_Obrazovanje-i-cjelo%C5%BEivotno-
u%C4%8Denje_2021.pdf  

•  Ministry of Labour, Pension System, Family and Social Policy (2020). Evaluation Activities. 

Available at: https://www.esf.hr/europski-socijalni-fond/evaluacijske-aktivnosti/   
•  Ministry of Council, Peacebuilding, Citizens and Social Policy (2021). Evaluation of 

effectiveness, efficiency and of the effect of the Operational Program Effective human 
resources 2014 - 2020 – Priority axis 3 "Education and lifelong learning". Available at: 
http://www.esf.hr/wordpress/wp-content/uploads/2021/09/Zavr%C5%A1no-
izvje%C5%A1%C4%87e_evaluacija_PO3_Obrazovanje-i-cjelo%C5%BEivotno-
u%C4%8Denje_2021.pdf  

•  Ministry of Council, Peacebuilding, Citizens and Social Policy (2022). OP Efficient Human 
Resources 2021 - 2027. ESF+ in Croatia. Available at: https://esf.hr/esfplus/operativni-
program-2/     

•  Ministry of Regional Development and European Union Funds (2019). ERDF Call: 

Infrastructure development of regional competence centres in structural training as part of the 
process of reform of structural training and qualification-. Available at : 
https://strukturnifondovi.hr/en/natjecaji/uspostava-infrastrukture-regionalnih-centara-
kompetentnosti-u-strukovnom-obrazovanju/  

•  Ministry of Science and Education (2018). Procedure for appointing regional centres of 

competence in priority sub-sectors of vocational education and training, i.e. the decision on the 
adoption of the network of Regional Centres of competence in vocational education. Available 
at: https://narodne-novine.nn.hr/clanci/sluzbeni/2018_05_45_854.html   

•  Web sites of respective centres and Akademis: 
• 
• 
• 
• 
• 
• 
• 
• 

https://rckdu.hr/naslovnica/tusdu/ 
https://akademis-cingrija.eu/en/ 
https://akademis-gariste.eu/en/ 
https://www.rcktu-zabok.hr/ 
https://hub.rcktu-zabok.hr/ 
https://rck-utso.hr/ 
https://rck-utso.hr/akademis-ucenicki-dom/ 
https://ugostiteljskaskolaopatija.hr/projekti/rck-recepti/ 

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• 

https://tus-st.hr/category/rck/ 

9.5.2. 

Annex II. List of stakeholders consulted  

Interviews with MA/IBs and other stakeholders: 

•  Natalija  Havidić,  Director  -  Ministry  of  Tourism  and  Sport,  Directorate  for  Strategic  Planning, 

Digitalisation and EU Funds (Intermediate Body). Croatia. Interviewed 2nd of July. 

•  Ozren  Pavlović  Bolf,  Head  of  Service  -  Ministry  of  Tourism  and  Sport,  Development  program 
monitoring and operational planning service (Intermediate Body). Croatia. Interviewed 2nd of July. 
Jelena Goričanec Mamić, Head of Department - Ministry of Tourism and Sport, Department for 
Monitoring  the  Implementation  of  the  Development  Program,  Reporting,  Communication  and 
Visibility (Intermediate Body). Croatia. Interviewed on 2nd of July. 

• 

•  Ana Buljan, Head of the Service - Ministry of Labour, Pension System, Family and Social Policy, 
Service for Control and Implementation of Projects II (Managing Authority). Croatia. Interviewed 
on 11th of July. 

•  Martina Hundrić, Assistant director for the implementation of EU structural instruments - Agency 
for  Vocational  Education  and  Training  and  Adult  Education  (Intermediate  Body).  Croatia. 
Interviewed on 4th of July. 

•  Anita  Tomić,  Service  manager  -  Agency  for  Vocational  Education  and  Training  and  Adult 
Education,  Service  for  contracting  and  control  of  public  procurement  procedures  in  the 
management and control system (Intermediate Body). Croatia. Interviewed on 4th of July. 

•  Sonja  Bajza  Service  manager  -  Agency  for  Vocational  Education  and  Training  and  Adult 
Education, Service for tender preparation and contract implementation in the management and 
control system (Intermediate Body). Croatia. Interviewed on 4th of July. 

Questionnaire/interviews among project beneficiaries: 

The questionnaire has been sent to all six beneficiaries, with five responses. Given the questionnaire 
was  anonymous,  there  are  no  contact  details  mentioned.  However,  all  the  respondents  were 
Headmasters/Project managers in their respective Schools. 

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10. 

Case  Study  PT:  Call  for  Proposal  "Vocational 
Higher  Education  and  Training  Courses 
(OP  Human  Capital  2014-2020, 
(TeSP)" 
Portugal)  

10.1. 

Context and background 

10.1.1. 

Relevant context  

The Portuguese  education  and  training  system suffered  from  several  weaknesses  at the 
time the first edition of the call took place, in 2016. In particular, the main elements to be 
improved were the following: low levels of qualification of the young and adult population 
and participation in the different education and training subsystems (Quaternaire Portugal, 
2014); the share of early leavers from education and training (18.9%) higher than the EU 
average (11.8%) in 2013 (Eurostat, 2024a) and the share of the population aged 25-34 who 
had successfully completed tertiary studies (e.g. university, higher technical institution, etc.) 
lower than the EU average in the same year (Eurostat, 2024b).  

In that context, the measure “Vocational Higher Education and Training Courses” was 
included in the Human Capital Operational Programme (POCH) with the aim of contributing, 
to the greatest extent possible to addressing those deficiencies. A maximum budget of EUR 
38.8 million was allocated to the call, with an 85% co-financing rate from European funds 
(i.e., a maximum of EUR 27.6 million funded with the ESF) (Portugal 2020, 2023). By the 
end of  2021,  67  courses  were  approved  and  EUR  23.5 million  had been  executed  (19.9 
million  funded  with  the  ESF)  (ibid).  The  relatively  low  level  of  execution  was  due  to  the 
transfer  of  this  operation  to  the  regional  POs  in  2018,  as  the  POCH  underwent  a 
reprogramming in that year (Quaternaire Portugal, 2022a). 

10.1.2. 

Features of the call and motivations underlying its choice  

The call under analysis constituted a continued call for proposals, offering continued support 
by financing the call over several years. It was aimed at supporting education and human 
capital development, following the classification developed in this study. It falls under ESF 
thematic objective 10 “Investing in education, training and lifelong learning” and investment 
priority 10.ii which relates to the improvement of the quality, efficiency and access to tertiary 
and equivalent education, with a view to increasing participation and attainment levels.  

The main objective of the call was to broaden and diversify the range of higher education 
programmes offered in the country to bring them closer to labour market needs, and as a 
consequence, to increase the number of citizens with higher qualifications (Portugal 2020, 
2016).  As identified during the stakeholder consultation, the main need addressed by this 
call was the lack of opportunities for students enrolled in vocational secondary education in 
the  Portuguese  education  and  training  system  to  continue  their  education.  Prior  to  the 
introduction of these courses, the sole avenue open to them was to undertake the national 
examinations and apply to the mainstream procedure for accessing higher education. 

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On top of that, the measure aimed at improving the competitiveness of the regions in which 
they were taught (i.e., the North, Centre and Alentejo regions) and addressed their needs 
by  promoting  strong  regional  cohesion.  It  did  so  through  the  definition  of  study  plans 
coherent  with  the  labour  market  demand,  the  provision  of  training  programmes  in  a 
workplace  setting,  and  the  inclusion  of  a  mandatory  interaction  with  companies  and 
business associations in the regions implementing the programme (ibid).  

The first and second editions of this call (i.e., for the years 2016 and 2017) targeted young 
people,  defined  as  those  aged  between  17  and  30,  with  either  an  incomplete  or  full 
secondary  education,  who  are  seeking  short-term  higher  education  training  at  post-
secondary level and who do not hold a higher academic qualification (ISCED levels 5 to 6) 
(ibid). For the remaining editions of this call (i.e., for the years 2018 under the management 
of  the  national  authority  and  for  2019  and  2020  under  the  management  of  the  regional 
authorities), the target group underwent an amendment as the call was limited to students 
who had completed secondary education.  

Public or private polytechnic higher education institutions located in the regions of North, 
Centre and Alentejo, as well as the organic units of polytechnic higher education integrated 
into  university  higher  education  institutions  in  those  regions  were  the  potential 
beneficiaries of this call (ibid).  

The rationale behind the choice of this call for proposals was largely determined by the 
prevailing political priorities of Portugal at the time. Nevertheless, the selected mechanism 
encourages  competition  between  potential  beneficiaries,  which  ultimately  enhances  the 
quality  of  the  projects.  The  use  of  a  competitive  mechanism  allowed  for  the  selection  of 
interventions that had to be innovative, able to identify post-secondary education pathways 
in line with the labour market and coherent with the needs and difficulties experienced by 
students coming from VET. 

Regarding the governance structure, the call was implemented by a centralised Managing 
Authority (the Managing Authority of the Human Capital Programme7.), with them assuming 
responsibility for the preparation, implementation and monitoring of the call for proposals, 
while the various departments were tasked with specific roles. Other stakeholders, such as 
potential beneficiaries, were effectively consulted; however, the majority of responsibilities 
remained in the hands of the Managing Authority. 

10.2. 

Implementation of operations and implications for 
sustainability  

10.2.1. 

Analysis of the implementation phase 

Regarding the activities financed through this call, the funding encompassed the courses, 
the instructors, and the individuals who underwent training, in addition to all the expenses 
pertaining to these activities. The beneficiaries of the operation had to define the scope and 
strategy for implementing the courses in order to make them compatible with the two types 
of eligible courses. The first type of eligible operations had to be in line with the national 
strategy for intelligent specialisation (ENEI in Portuguese) or the Agenda Portugal Digital, 
excluding those that are part of the Regional Intelligent Specialization Strategies (EREI, in 
Portuguese). Secondly, in the case of multi-regional operations (North, Center, Alentejo), 
these had to be aligned with ENEI or the Agenda Portugal Digital and/or EREI.  Typically, 
the courses had 120 European Credit Transfer System (ECTS), and lasted for 4 curricular 

7  This  organisation  is a  mission  structure  within  the  Central State  Administration,  established by  Council  of 
Ministers Resolution 73-B/2014 of 16 December  

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semesters,  being  divided  into  three  components:  i)  general  and  scientific  training;  ii) 
technical training; and iii) work-based training (Direção-Geral do Ensino Superior, 2021).  

In terms of the outputs of the operations, a target of 6500 people supported by the TeSP 
was set. By the end of 2021, the target was achieved, as 6592 people were supported by 
these courses, representing a 102% implementation rate (Quaternaire Portugal, 2022b).   

When it comes to the impacts of the intervention, it is very difficult to disentangle the effects 
of this intervention alone, as it has to be seen as part of the whole package of interventions 
offered by the POCH. However, a specific result indicator was established to measure the 
rate of certifications or continuation of studies at the conclusion of the intervention, with the 
objective of reaching a target of 65% (Quaternaire Portugal, 2022a). Upon calculation of the 
indicator, it was demonstrated that 60% of students who had obtained certification in 
the TeSP either completed the programme or continued their studies (50% male and 
70% female), approaching the target of 65%. Moreover, an examination of the longitudinal 
data on early school leavers in Portugal (Eurostat, 2024a), reveals a notable decline in the 
figure, as this goes from a value of 18.9% in 2013 to one of 8% in 2023. This figure is even 
below the EU average (9.5% EU 27). Although it is not possible to ascertain the precise 
impact  of  the  TeSP  courses  on  this  trend,  it  seems  plausible  to  state  that  TeSP,  in 
combination with the natural dynamic and other initiatives, contributed to the improvement 
of the indicator. 

Despite  the  non-achievement  of  the  target,  the  consultation  process  revealed  that  the 
beneficiaries perceived the target groups' needs to have been permanently met. This 
was  evidenced  by  the  acquisition  of  scientific  and  technical  skills  by  the  target  groups 
following  their  participation  in  the  courses.  Additionally,  the  majority  of  students  either 
pursued  further  studies  or  entered  the  labour  market  following  the  completion  of  the 
courses, as stated in the stakeholder consultation process.  

10.2.2. 

Sustainability of socio-economic effects  

The measure continued over time, as three national calls for proposals were launched in 
the years 2016, 2017 and 2018, respectively. Moreover, after a complete reprogramming 
of the POCH, the measure was transferred to the regional operational programmes of 
the Center, North and Alentejo regions which implemented the measure until the end of the 
ESF period. Additionally, the measure has also been financed through the ESF+ and the 
Recovery and Resilience Facility which allowed the continuation of the activities. 

According to the available evidence, the measure was  very effective in ensuring long-
term  change  as  it  allowed  the  continuation  of  studies  for  the  participants  and  an 
increase  in their  skills.  In  essence,  the  results  of  the  stakeholder  consultation  process 
have consistently highlighted the success of the objectives set out in the call, which enabled 
the key needs of the target groups to be addressed. This success is evidenced by the fact 
that  a  significant  number  of  students  continued  their  studies  after  the  completion  of  the 
TeSP  in alternative  training  or  educational  programmes,  or that  they  have acquired  both 
scientific and technical skills, as well as the necessary skills to facilitate their integration into 
the labour market. This potentially enhanced the long-term impacts on society. Furthermore, 
the financial support provided through this call for proposals enabled the institutions 
to expand their capacities to deliver future activities. 

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10.3. 

Key call provisions/mechanisms with an impact on 
sustainability 

10.3.1. 

Arrangements for continuation (or lack thereof) of activities 
post-project. 

Besides  the  repeated  calls  financed  under  the  POCH,  a  number  of  arrangements  were 
implemented with a view to ensuring the continuity of its activities. Firstly, as it has been 
repeatedly  stated,  in  2018  a  reprogramming  of  the  call  for  proposals  ensured  the 
continuation of the activities in the regions of Norte, Centre and Alentejo, which were 
to  be  implemented  under  the  framework  of  their  regional  operational  programmes. 
Furthermore,  the  activities  have  benefited  from  supplementary  funding  from  two 
European sources for the 2021-2027 period: the Recovery and Resilience Facility (RRF) 
and the ESF+.  As the activities implemented in this call represented a novel approach to 
the  Portuguese  training  system,  it  was  decided  that  a  continuation  was  necessary, 
particularly in light of the promising results that they yielded. In this regard, the RRF provided 
the requisite infrastructure and equipment to facilitate the continuation of these activities, 
while the ESF+ supported the specific courses under this call. 

10.3.2. 

Factors supporting or hindering the sustainability of 
operations implemented via calls for proposals 

The sustainability of the operations implemented under this call for proposal was influenced 
by a number of factors, which will be discussed in the following lines.  

To  begin  with,  the  formulation  of  a  national  policy  strategy  and  its  alignment  with 
existing regional strategies proved to be a pivotal factor in the design and implementation 
phases  of  the  call,  especially  for  achieving  long-term  results  and  guaranteeing  the 
sustainability of operations. In particular, as previously stated, this call for proposals was 
informed  by  the  national  strategy  for  intelligent  specialisation.  This  strategy  served  to 
identify the underlying needs of the Portuguese educational and training system, to guide 
the actions to be taken and to ensure that the objectives were aligned with those of this call. 
This facilitated the seamless implementation of the call during its inaugural years and the 
subsequent reprogramming of the call from the national to the regional authorities in 2018. 
This was achieved by explicitly indicating all relevant information and effectively mitigating 
any potential burden associated with this process. 

The  presence  of  continuing  clauses  and  selection  criteria  explicitly  related  to  the 
sustainability in the preparation phase of the call for proposals was identified as another 
key factor in supporting the sustainability and continuation of the operations implemented 
in the call, as stated during the stakeholder consultation. In particular, the definition of the 
courses  and  the  specific  activities  that  were  to  be  undertaken  in  a  dedicated  piece  of 
legislation  which  included,  among  other  things,  the  obligation  to  consider  the  long-term 
results of the activities was highlighted as a key factor in ensuring the sustainability of the 
operations. The incorporation of didactic methodologies defined by legislation, along with 
the inclusion of provisions pertaining to the provision of social support by multidisciplinary 
teams and the establishment of reception and support offices, were pivotal elements in the 
preparation phase of the call and helped in having a long-term impact. 

Furthermore,  the  continued assistance  and  engagement  of  the  Managing  Authority, 
particularly through consistent communication with the beneficiaries both in the preparation 
and implementation phases of the call for proposals, providing them with technical support 

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and  permanent  contacts  available  for  any  queries  or  clarifications,  including  those  of  an 
administrative  nature  such  as  reimbursement  requests,  was  identified  as  a  key  factor  in 
ensuring the sustainability of the operations.  This, along with the collaborative approach 
adopted  in  the  preparation  of  the  call,  which  involved  consultation  with  a  range  of 
stakeholders, including beneficiaries, was perceived as a positive factor in promoting the 
long-term viability of operations’ results. 

10.3.3. 

Good practices and their potential for transferability 

With regard to the transferability of activities conducted to other contexts, a notable best 
practice that has been identified as a crucial element in attaining sustainable outcomes is 
the alignment of national and regional strategies and policies. This approach entailed 
the  provision  of  detailed  guidelines  to  the  regional  authorities  at  the  time  of  the 
reprogramming of the POCH programme, which they subsequently assumed responsibility 
for implementing. This has the potential to be transferred to other contexts, where it could 
contribute  to  the  development  of  more  effective  and  sustainable  solutions  that  take  into 
account the local needs and address them in a more nuanced manner. The potential for 
transferability was  demonstrated  by  the  actual  transfer  of  the  specific  programme 
under analysis from the national to the regional authorities, as previously discussed. 
However, in doing so, it is essential that representatives from the organisations that take 
part in the programme are involved in this process, as they can facilitate communication 
between the relevant parties. Additionally, the institutions in charge of student committees 
can assist in this regard, as they can be approached more easily and provided with a full 
explanation of the nature of the intervention and its main aims. 

10.4. 

Conclusions and lessons learned 

10.4.1. 

Key findings  

Overall, three principal attributes of the ESF operation were instrumental in ensuring the 
long-term effects of the call under examination.  

Firstly, the establishment of the necessary arrangements to ensure the coordination 
of  national  and  regional  strategies  was  of  paramount  importance.  As  previously 
explained,  the  national  strategy  for  intelligent  specialisation  constituted  the  principal 
guideline employed in the preparation and implementation of the call for proposals under 
analysis.  This  proved  to  be  pivotal  in  ensuring  the  long-term  outcomes  of  this  call.  In 
particular, it ensured a smooth transition when the POCH was reprogrammed and the fact 
that a clearly established long-term objectives were always aimed to achieve.  

Secondly,  the  continuous  cooperation  between  the  Managing  Authority  and  the 
beneficiaries  of  the  call  as  well  as  other  stakeholders  was  key  to  its  success.  More 
specifically, the provision of uninterrupted support provided to the beneficiaries ensured that 
the  impact  of  the  operation  was  sustained  over  time,  and  that  the  potential  obstacles 
encountered  during  both  the  preparation  and  implementation  phases  of  this  call  were 
effectively overcome. 

Thirdly, the strategic importance ascribed to this action was pivotal. In particular, the 
provision of sustained support for this initiative over several years enabled the achievement 
of critical mass effects and the addressing of the issues identified at a national level, rather 
than merely for a limited number of recipients. This has also an impact on the long-term 
effect of the intervention.  

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In addition, it is essential to consider the provision of financial assistance to students from 
disadvantaged  backgrounds  to  ensure that  their socio-economic  status  does  not  impede 
their ability to enhance their skills and educational level, thus contributing to the long-term 
success of the operation.   

10.4.2. 

Main lessons learned for future implementation periods 

The principal insight derived from the Portuguese case study is that formulation of a well-
defined  strategy  that  aligns  with  national  and  regional  interests  exerts  a  beneficial 
impact.  In  particular,  the  approach  adopted  by  the  Portuguese  authorities,  as  has  been 
repeatedly  emphasised  throughout  this  case  study,  enabled  them  to  incorporate  both 
national and regional needs and address local needs and incorporate all these elements 
into  their  planning.  This  factor  avoided  potential  burden  when  the  management  of  the 
operation  under  analysis  was  transferred  from  the  national  authorities  to  the  regional 
authorities. It is essential to give due consideration to this aspect in future programming. 

10.5. 

Annexes 

10.5.1. 

Annex I. Sources of Information  

Direção-Geral do Ensino Superior (2021), CURSOS TÉCNICOS SUPERIORES 
PROFISSIONAIS | Relatório 2021, June. Available at: 
https://wwwcdn.dges.gov.pt/sites/default/files/relatorio_ctesp_2021_junho_v1a.pdf  
Eurostat (2024a). Early leavers from education and training by sex, EDAT_LFSE_14 . 
Available at: 
https://ec.europa.eu/eurostat/databrowser/view/sdg_04_10/default/table?lang=en&category=t_
educ.t_educ_outc  
Eurostat (2024b). Tertiary educational attainment by sex, EDAT_LFSE_03. Available at: 
https://ec.europa.eu/eurostat/databrowser/view/sdg_04_20/default/table?lang=en&category=t_
educ.t_educ_outc  
Portugal 2020 (2023). BOLETIM INFORMATIVO 24, Programa Operacional Do Capital 
Humano. Available at: https://www.poch.portugal2020.pt/pt-
pt/Resultados/Documents/POCH_BOLETIM_n24_vf.pdf  
Portugal 2020 (2016). AVISO n.º POCH-68-2016-01 Concurso para apresentação de 
candidaturas Cursos Técnicos Superiores Profissionais (TeSP). Available at: 
https://www.poch.portugal2020.pt/pt-pt/Noticias/Documents/20160530_POCH-68-2016-
01_Aviso%20TeSP.pdf  
Quaternaire Portugal (2022a). Avaliação Intercalar do Programa Operacional Capital Humano 
(POCH), Relatório Final VOLUME 1. Available at: https://www.adcoesao.pt/wp-
content/uploads/RF_AV-INTERC_POCH_VOL-1_F.pdf  
Quaternaire Portugal (2022b). Avaliação Intercalar do Programa Operacional Capital Humano 
(POCH), Relatório Final VOLUME 2. Available at: https://www.adcoesao.pt/wp-
content/uploads/RF_AV-INTERC_POCH_VOL-2_F.pdf  
Quaternaire Portugal (2014). Availaçao Ex-Ante Programa Operacional Do Capital Humano, 
AGÊNCIA PARA O DESENVOLVIMENTO E COESÃO. Available at: 
https://portugal2020.pt/wp-content/uploads/poch_5_exante_rf.pdf   

10.5.2. 

Annex II. List of stakeholders consulted  

Interviews with MA/IBs and other stakeholders: 

-  Miguel Areosa Feio, Head of Unit of Strategic Monitoring, Evaluation and Communication – 

Pessoas 2030 (Managing Authority). Portugal. Interviewed in 23rd July, 2024.  

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-  Ana Pereira, Technical Secretary for Planning and Financial Management- Pessoas 2030 

(Managing Authority). Portugal. Interviewed in 23rd July, 2024. 

-  Sónia Ferreira, Responsible for the unity managing the operation- Pessoas 2030 

- 

(Managing Authority). Portugal. Interviewed in 23rd July, 2024. 
Jose Maria Azevedo, Project Manager-Comissão de Coordenação e Desenvolvimento 
Regional do Norte (Managing Authority), Portugal. Interviewed in 6th August, 2024. 
-  Berta Magalhães, Project Manager-Comissão de Coordenação e Desenvolvimento 
Regional do Norte (Managing Authority), Portugal. Interviewed in 6th August, 2024.  

Questionnaire/interviews among project beneficiaries: 

All beneficiaries of the call were contacted by the Managing Authority to complete the survey. Eight 
responses have been received from seven educational institutions and one public administration.  

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