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Empowering Communities through Education, Advocacy, and Innovation in 2013

In 2013, our strategic pillars focused on enhancing education and training, advocating for digital employment, and fostering research and innovation. Key initiatives included programs for elders and care workers, youth skill upgrades, and tools to strengthen unemployed populations. We organized campaigns like Get Online Week and SPARK Forum for social empowerment. Our research addressed essential issues in caregiving and digital competence, promoting a framework for digital inclusion and capacity building across European networks. Collaboration with members and external involvement aimed at sustainable growth and resource optimization.

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Empowering Communities through Education, Advocacy, and Innovation in 2013

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  1. Planned Activities 2013

  2. Strategic Pillar 1 – Education & Training People • Elders and Care workers: Carer+, CareNet • Kids: M4all • Youth: enhanced Skillage version (adapted to EC’s DCF) • The unemployed: globalization of Employment Toolkit TCs Capacity Building • Multimedia skills: TMA (Telecentre Multimedia Academy) • Network capacity: Unite IT • - Capacity Building of non-EU networks (w/TC.org)

  3. Strategic Pillar 2 – Advocacy & Campaigns Advocacy • Grand Coalition for Digital Jobs + local coalitions • e-Competence/Digital Competence frameworks • Social innovation • Digital empowerment for Social inclusion • Campaigns & Events • Get Online Week 2013 • SPARK World Telecentres Forum • TE Annual Summit 2013 (as part of Unite IT) Transfer of A&C expertise outside EU (w/TC.org)

  4. Strategic Pillar 3 – Research & Innovation Research • Skillage/GOW/... data exploitation • MIREIA Impact Assessment framework exploitation • e-Competence/Digital Competence frameworks piloting • Strategy-oriented research through funding proposals • R&I in ongoing projects (Carer+, etc) Innovation • Collection of good examples from members • Approach sister organisations working on innovation • Global TC mapping & TC2020 w/TC.org

  5. Issues faced • European Projects: • Carer+/Carenet: research expertise on Care giving field + fieldwork in Belgium • MIREIA: weak/non active/no partners in a number of countries • TMA: more strategic dissemination role (incl. lobbying) required from TE • M4all: pilot user trial in Belgium and other countries • EC fundraising better aligned to strategy + avoid competing w/members • Private Grants: • Microsoft grant: external expertise needed (MTA, DCF, TE new visual identity) + rebranding dependent on new strategy • TC.org grant: lack of readiness of regional networks (for globalisation of TE products) + no renewal of RCC subcontract • Accenture: hidden costs (new platform, migration)

  6. Issues faced • Events&Campaigns: • General Assembly: being not-project related makes difficult its funding • GOW: national incentives dependent on ad-hoc fundraising • SPARK: recovery of invested staff costs dependent on event incomes • Summit: funding through Unite IT project • Internal: • All roles need to be more linked to funding sources (projects, grants) • More and cheaper capacity required to perform all tasks and deliveries • Development of more services to members dependent on resources • Base in Brussels make administrative costs higher • Reduced budget for business development and PR • Overall budget constrains until new funding is acquired

  7. Solutions • More strict link of activities to budget lines/allocation • Definition of two business units: • Public funded projects (managed by PP) • Private funded projects & Campaigns (managed by LB) • Reorganisation of staff in categories and redefinition of contracts • Downsize of Communication role and open process of recruitment • Reduction of expenditure in Management by time reduction • Cheaper clerical work in Brussels with an financial & admin. assistant • External expertise/research capacity subcontracted optimizing costs • More active fundraising linked to new strategy • Increased cooperation with Members

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