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WELCOME TO BRUSSELS

Diverse partnerships: a strategic approach. October 2007. WELCOME TO BRUSSELS. Anissa Benchekroun Head of International Relations- Actiris. Brussels as a paradoxical region : between economical indicators and social indicators Brussels a complex institutional environment

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WELCOME TO BRUSSELS

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  1. Diverse partnerships: a strategic approach. October 2007 WELCOME TO BRUSSELS Anissa Benchekroun Head of International Relations- Actiris

  2. Brussels as a paradoxical region : between economical indicators and social indicators Brussels a complex institutional environment Case Study: Josiane Van Meulen Diverse and strategic partnerships : ACTIRIS network Brussels

  3. Economic indicators : Productivity Investment Job creation or new companies Others : Baromètre des « villes d’affaires européennes » which has placed Brussels in the top 4 Buisness cities inEurope For example Brussels GDP : 20% of Belgium one But…. Brussels as a paradoxical Region

  4. Brussels has a poor and excluded population Related to unemployment : High rate (+/- 20 %), High youth employment rate : 35% non qualified Jobseekers : 2/3 haven’t finished school (we must remember that high qualifications are required by companies in Brussels ) High rate of long term unemployemt: between 55% and 70 % High number of people are living on social benefit incomes… Illiteracy :10 % within in the French community; Discrimination : unemployment rate within Non european community is 3 times higher Brussels as a paradoxical Region

  5. UNEMPLOYMENT RATE IN BELGIUM (2006)

  6. Fiscal system and financing of the regional public policies.

  7. At that stage : a strategic partnership goes from being IMPORTANT to ESSENTIAL

  8. Brussels : a complex institutional environment

  9. From Federal to Community … Professional Training …

  10. Employment : REGIONALIZATION FLANDERS BRUSSELS WALLONIA In Belgium, each Region has its own Employment Office for the placement of jobseekers

  11. INSTITUTIONS RESPONSIBLE FOR EMPLOYMENT & PROFESSIONAL TRAINING MATTERS

  12. Josiane Van Meulen : French monolingual, low qualifications, single parent with a child of 2 years, Lives in low cost housing, she was working for a company which went bankrupt So she needs to find solutions urgently .…. « Any ressemblance to the character is not coincidential… » Case Study

  13. At that stage : a strategic partnership goes from being IMPORTANT to ESSENTIAL to VITAL

  14. For example the partnerships which have been constructed by the regional public employment service, ACTIRIS. Accurate and Vital Strategic Partnership

  15. ACTIRIS PARTNERS Agreements with 130 partners

  16. Direct access to Actiris’ data bases for more than 100 partners (ESF) RPE« Local Employment Platform Network » •  Public Social Aid • Active Job Searching •  Socio-professional • Integration •  Training Centres

  17. Many other partnership as : Synerjob Asbl : Belgian NGO which comprises the public institutions responsible for employment and training matters. Eures :European Employment Services Partnership

  18. What has happened with her case ? Solutions to her problems : She has access locally to all gateways through the partnerships that have been created. French monolingual Agreement with private language school – « Cheque langue » Low competencies Skills ? Advisers of Actiris or its partners (RPE) Appropriate and available Training Job research Coaching Vacancies available Brussels < from 130 partners (RPE) Belgium < Synerjob asbl Europe < Eures Nursery issue Child care system for 3 months (Pes project) Permanent solution (General partnership of Actiris) And Josiane Van Meulen?

  19. Recipe for succes • Strategic Partnerships between PES and all actors involved + • Integrated, transversal policies

  20. Thank you for your attention !

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