regional foundations on the map projects and lessons learned

local development philanthropy regional focus

EFC REGIONAL FOUNDATIONS NETWORK regional foundations on the map Contents projects and lessons learned

\ \ Introduction: Regional foundations - Finding common ground 04

\ \ Community Foundation West-Flanders - Youth Bank 08

\ \ Cultiva-Kristiansand Kommunes Energiverksstiftelse - Cultiva Express 12

\ \ Dullertsstichting - 2GetThere 15

\ \ Fondation Chimay- Wartoise – Forsud 18

\ \ Fondation de Lille - Bourses de l’Espoir (Scholarships for hope) 22

\\ Fondazione Cassa di Risparmio di Cuneo - EmergenzaCasa (Housing Emergency) 26

\ \ Fondazione con il Sud - San Gennaro extra moenia - A door from the past to the future 30

\ \ Fonds 1818 - Green Schoolyards 33

local development \ \ Fonds Schiedam Vlaardingen e.o. - YETS Foundation 36 philanthropy \ \ Fundación Barrié -Science Seed Fund 39 regional focus \ \ Trust for London - London Living Wage 42

EFC REGIONAL \ \ Tulip Foundation - The Marketplace 46 FOUNDATIONS NETWORK

01 Introduction Regional foundations - Finding common ground

Foundations in Europe What is the Regional Foundations as a successful practice project (s)/ Have a clear role for the foundation Network? programme(s) and have the potential for On another level it is essential for the replication in other regions. with a geographical scope The Regional Foundations Network foundation to have a self-awareness and – whether it is a city or its was recently established as a group Key findings clear view of its role, its mission, why it is of European private foundations embarking on a project and where it will surroundings, a province or a Although the projects analysed differ in lead. All these will be valuable points of with a public- interest purpose that their geographic scopes, target groups and have a geographically defined focus reference if and when facing challenges wider region – seem to have areas of intervention, some elements and throughout the trip. implemented comparable and allocate their resources to recommendations from foundations behind organise activities beneficial to local seem to be recurrent: Partnership is essential ways of working as they are communities. Founding members Once it has pinpointed and embraced of the network are: Community A good evidence base is needed to start a new initiative its role, the foundation should identify facing similar opportunities Foundation West- Flanders (Belgium); The funders interviewed have pointed the types of expertise and different Cultiva - Kristiansand Kommunes and challenges, despite out how important it is to have a good actors that are needed for the project Energiverksstiftelse (Norway); evidence base for embarking on a new to succeed, e.g. local universities, local the varied dimensions of Fondazione Cassa di Risparmio di Cuneo initiative. It is critical indeed to be well municipalities, associations, businesses, (Italy); Fonds Schiedam Vlaardingen their target areas and the aware of the challenges faced by the or employment services. Numerous e.o. (The Netherlands); Stichting Fonds target territory, and what the factors foundations interviewed have highlighted beneficiaries of their action. 1818 (The Netherlands); and Stiftung are that are delaying its development. the fact that working with partners that Braunschweigischer Kulturbesitz Many foundations interviewed have are deeply rooted in the territory makes a (Germany). In order to share important learnings indeed implemented their projects as huge difference as they are known at local from projects that have the potential to Methodology a consequence of an in-depth study or level; they have the capacity to engage a broader spectrum of actors in the region; be replicated by other foundations, the Following is a brief outline of the observation of their region, conducted and their motivation derives also from their European Foundation Centre (EFC) and methodology used in this mapping: by experts, universities, observatories, connection with the local area. its network of Regional Foundations has • The EFC Secretariat made an initial or other institutes. Feedback and inputs conducted research on successful initiatives scanning of the landscape and produced from local organisations that know the The foundation is often a catalyser promoted by European foundations that a list with foundations that fit the criteria territory in depth are also an invaluable In several projects examined, the have a geographically defined focus for their of the study. Around 100 foundations source of information. Understanding is foundations have played the key role of activities. The aim of the research is to start with a geographically defined focus were key, both to plan effectively actions to creating synergies among the different sharing practices that may inspire the design identified across Europe. address the issues, but also to be aware local players that were involved. This of similar initiatives in other regions. The • As a start, 12 foundations from this and positively exploit the strengths and involvement, which also included specific initiatives selected for the study have proved list were selected to be interviewed resources of the region which can be the expertise of the foundation, brought to bring positive results in the context of regarding an initiative implemented source of the ingredients that are needed much-needed coordination or good their implementation and have the potential to unblock its growth. by their foundation that they consider communication that multiplied the on the map foundations Regional for being replicated in other contexts.

5 effectiveness of existing local actions. resources and energy in developing, testing be ineffective, engaging individuals with Once the initiative has The foundations have not acted simply as and improving models that could be reused, a similar background, age, or that had grantmakers, but they have often played adapted, and eventually scaled up. Building encountered similar issues in the past as been implemented, the role of catalyst for local organisations, a methodology and learning through using those faced by the beneficiaries of the increasing significantly the impact of their it seems to be a valuable investment not project, has been considered key by the actions. only for a given initiative but more broadly funders. its methodology and in finding sustainable solutions to common Promoting the culture of the project Sharing - With other funders and the issues faced by society. lessons learned When working with local partners several outside world foundations have encountered some Creating synergies with existing For the funders interviewed, sharing with can become an barriers as partners were not always programmes peers and partners while developing the prepared to work collaboratively in Several projects presented in this study initiative seems to be highly important. co-designing the activities, ensuring have been created by linking different Indeed, each experience is an opportunity invaluable resource the sustainability or reporting on the programmes or projects existing in the for learning and improving. Once the results. The initiatives implemented by portfolio of the foundation targeting initiative has been implemented, its for other funders the foundation with its partners have different needs of the same beneficiaries. methodology and lessons learned can represented often an opportunity to Some projects were also originated as a become an invaluable resource for other or organisations develop a “culture of the project” within the consequence of observing a recurrence in funders or organisations facing similar different actors involved. the type of requests received for a given issues in other contexts. Sharing can grant. represent the beginning of a new positive facing similar Building a good methodology and learning change and can benefit other communities. while using it The motivational power of peers issues in other The foundations interviewed have often In different cases the value of involving identified in the methodology used individuals that beneficiaries perceive as contexts. to develop the initiative the essential peers has been indicated as a successful element that may ensure its replicability. element. Indeed, where other initiatives Foundations dedicate great efforts, in the same framework had proved to Regional foundations on the map foundations Regional

7 Community Foundation Project in focus West-Flanders Youth Bank Roeselare Location: Belgium, West Flanders, Roeselare

Target population: Youth Youth Bank Key issues: Community empowerment / Youth development Total budget: €6,000 per year

Year: Since 2008 ______

Geographical focus of the foundation: West Flanders, Belgium

www.streekfonds.be

As the first so-called What is crucial in the project is its participative and empowering elements. How it works “community foundation” Through this initiative, the foundation What is crucial in in Belgium, the foundation does not invest in the individual social The foundation annually allocates a sum projects traditionally, but rather in the to the Youth Council of Roeselare which the project is its aims at strengthening decision making process conducted by the distributes it among the selected projects local philanthropy in West youngsters involved, to develop their own proposed by young people to develop criteria for the allocation of the grants. Only initiatives that have a social and community participative and Flanders, with particular two criteria are set from the beginning: development aim. Adhering to the concept the project must be initiated and run by of Youth Bank the foundation lets the young empowering elements. attention to initiatives that young people and its related activities must people decide to what extent they want the promote opportunities for be not-for-profit. The awarded projects foundation to be involved and how they want awarded can vary from organising trips to allocate the money. The foundation meets children and young people. for disabled people to the organisation of quite regularly with the coordinator from the political debates and workshops in schools Youth Council to review together if and how Collaboration for the communal elections. the foundation presence is needed. The project is backed by the local Founded in 2001 under the auspices of the administration: Each year, when the King Baudouin Foundation, the foundation Origin The foundation also pays for some trainings, grant is allocated a celebration takes brings ideas, people and resources together After learning about the original project in particular there is an annual training in place where the mayor of the city and to take initiatives that will lead to a better during an EFC meeting in Northern Ireland, Dublin for the Youth Bank coordinators the local city council attend, together society in West Flanders. where the first Youth Bank was originally from all over the world, which is extremely with the local politicians who are in created, the Community Foundation of West important because it’s an excellent charge of youth issues. The selected Project overview Flanders, which traditionally invests in less occasion for the personal development of grantees are also encouraged to raise Youth Bank Roeselare, known locally as disadvantage local youth, decided to launch the coordinators both professionally and partially their own funds, which they JOEF, is a project developed, run and the first Youth Bank in Belgium in 2008. personally to create an important network usually obtain from local businesses and dedicated to young local people aged The foundation initially invited people from of peers. The Youth Bank international local service clubs. between 15 and 20-years-old. Following five different cities to present them the organisation provides the concept and the Youth Bank concept, the foundation Youth Bank concept and offered a starting toolbox to the new coordinators, which Learnings annually provides financial support of is based on the previous exchanges and workshop. Finally, Roeselare with its Youth Keys to success – Trust youth to get the job €6,000 to Roeselare’s Youth Council who learning among different Youth Banks. This Council expressed its interest in running done then forward the grant to their selected it. Investing in the Youth Bank marked an entails some suggested steps, starting from As a foundation, it is essential to be peers to develop social projects in and for important shift away from the traditional the definition of one’s criteria. It is precisely able and willing to give away some their community. model of grantmaking embraced up to that the whole process of developing these responsibilities, accepting that this can point by the foundation. criteria, rather than the criteria themselves, which counts for the foundation. be risky as the decision on where to on the map foundations Regional

9 With a rather small investment, the impact in the life of those who participate seems to be enormous – their empowerment and human development is priceless.

allocate the money is up to the young project shares with the unexperienced similar things, but what is essentially people involved. ones its lessons learned from past different in the Youth Bank is not so much A key ingredient for the success of the editions of the Youth Bank. the type of project they promote but project is the dedication and quality Why this project can be a model of rather the fact that it is run by people of the hosting organisation and key good practice – A small investment for a usually not included in such an initiative, staff that take on the responsibility of priceless impact and therefore gives these young people a say in the local community they might running the project. For the project to Despite being a relatively small project not otherwise have had. This changes succeed, the coordinator should ideally for the foundation, the Youth Bank has significantly the opportunity for young be someone with a credible coaching role changed significantly the strategy of people coming from any background, but still young enough to be considered a the foundation, the way it now decides to contribute to their own community peer. on projects, and how it gives youth a building. Challenges – Finding the right organisation primary role – not simply as actors but

The importance of having the right rather as creators of their own future. coordinator can be seen both as one of In general, the Youth Council activities the key successful elements but also as and budget are defined and attributed a potential challenge. Indeed, it is likely following the priorities identified by the that the person will change position local municipalities, while the Youth Banks and move on, which may consequently can be considered the “out of the box” change the project. A strategy to space, the experimenting ground where remove this block may be to open up young people can develop their plans to broader ranges of organisations and independently. associations to increase the options With a rather small investment, the impact for the selection, and also to offer in the life of those who participate seems an introductory workshop where the to be enormous – their empowerment organisation that has already gained and human development is priceless.

some experience in managing the Many youth movements are already doing on the map foundations Regional

11 Cultiva-Kristiansand Project in focus

Cultiva Express Kommunes Location: Norway, Kristiansand Target population: Youth Energiverksstiftelse Key issues: Arts and culture / Sports / Talent development / Youth development

Total budget: €345,000 annually Cultiva Express Year: Since 2006 ______

Geographical focus of the foundation: Kristiansand, Norway

www.cultiva.no

The foundation was between 15 and 35-years-old, while the financially. Looking at the investment of by established artists within their field Arts’ one targets young artists between the foundation, some local politicians in the and are introduced to the art industry to established in 2000 by the 20 and 35-years-old. The Arts grants government found it particularly relevant increase their professionalism. Cultiva local authority to ensure scheme also exists at a national level but and managed to include it in the national Express Art also organises and supports it only targets the age segment from 16 to budget for talent development. Currently, artistic workshops and develops events to that the profit made by 22-years-old. the project at national level is still supported lift the cultural environment and artistic selling shares in the local A number of criteria have been set by by the Arts Council and managed by the expertise of Kristiansand. Moreover, every the university, including the fact that university. year a prize is organised to recognise energy corporation is only individuals and ad hoc groupings are In parallel, the concept behind the project the year’s best talent. One artist and one of lasting benefit to the eligible to apply, and that they have to be was so interesting for the foundation that athlete are awarded a prize which consists resident or be studying in Kristiansand. they decided to implement it locally to of an additional support of €5,000. The community of Kristiansand. Applicants should ideally propose complement the national project, raising university decides on the winners, who projects that bring something new or the age limit to include older applicants, are presented by the chairman of Cultiva’s innovative to the city, and they are asked and adding the Sport scheme to the original board. The main aim of the foundation is to to present them locally. One of the aims concept that only included grants for Arts Collaboration secure jobs and good living conditions in of the programme is to stimulate artists projects and activities. The programme is entirely outsourced Kristiansand by providing grants to projects to go back to Kristiansand to nourish How it works to the local university of Agder to boost which set up art, cultural, and educational and establish their artistic venture after Cultiva Express offers three opportunities credibility and reach a specific target group. institutions or organisations that completing their education. contribute to innovation, development and – two types of grants application for either It is indeed essential for the foundation To support this programme the competence-building within the creative Sports or Arts, and an Arts mentorship to have the project developed in the foundation granted €345, 000 allocated milieu of Kristiansand. programme. Young talents can indeed best possible way by those that are the as follows: around €140,000 for the Art apply for a grant up to €3000 each, most competent in the field. The Cultiva grant scheme, € 86,000 for the Sport depending on the age of the applicant and grantmaking portfolio includes a number Project overview grant scheme and €119,000 to cover the scheme selected, to finance their own of different projects, and it is in the nature Cultiva Express aims at strengthening and management and mentoring costs. current project. The grant can cover any of the foundation to refer to experts to developing artistic and athletic talents in Origin aspect of the project except for general implement them. There are no other Kristiansand. The programme, which is project management and the applicant’s funders involved in Cultiva Express. financially supported by the foundation, The programme was built on the model remuneration. of a national programme called TRAFO. Learnings is managed by the Center for Young Arts In addition to this option, to further NO, developed in 2001 by the Arts Keys to success – Introducing young people at the Faculty of Fine Arts, University of increase the quality of the talent Council. In 2005 the programme was to creative professionals Agder. The main goal is to help young programme, Cultiva Express Art has in danger of closing down, so in order talents to develop their skills in two developed an additional option, the Throughout the years, the foundation has to save it, Cultiva decided to bring it areas: Sports and Arts. The sport grant mentoring programme, where talents can observed a growing number of local talents to the University of Agder to secure it on the map foundations Regional scheme is dedicated to young athletes apply for financial support to be guided who have actively contributed to building a

13 Dullertsstichting 2GetThere

Project in focus

2GetThere (“to get there” and “together”)

Location: City of Arnhem

Target populations: Disadvantaged people / Youth

Key issues: Education / Employment / Professional development / stronger creative industry. Every year the School drop-out / Youth development university shares an annual report where Total budget: €250,000: 50% provided by Dullertsstichting and it lists the type of grants they have given, Stichting Het Burger en Nieuwe Weeshuis; and 50% by other some statistics on the applicants and on organisations the type of projects granted. Building from the experience built up Year: 2012- 2013 over the years of the programme, Cultiva has also financed the start-up of the Geographical focus of the foundation: City of Arnhem and Competence Centre for Young Arts with surroundings, The Netherlands the purpose of helping the young talents to be guided in the creative industry. www.dullertsstichting.nl The importance of providing these opportunities to meet and learn from experts from the creative market industry has emerged as a key lesson learned. In addition to this, the foundation has Why this project can be a model of good Project overview also supported the university in the practice – A powerful tool for youth The main aim of the 2GetThere is a joint project of the development of a Master Programme empowerment foundation is to reduce Dullertsstichting and Stichting Het Burger for Talent Development and Music The results and impact of this programme Management. poverty of the population en Nieuwe Weeshuis. It is a peer-to-peer have shown that it is a powerful way to coaching method of providing guidance Challenges – Finding the right partner support the empowerment and development of the city of Arnhem and to young people aged 16 to 28 years who organisation of the youth in the region. to support young people have left school and who have not found In the case of Cultiva, it was not difficult The methodology of Cultiva Express, an alternative educational path or a job, to identify the right organisation to developed and tested throughout the years, with no financial means. and so are living in a sort of vacuum. run the programme. The university was has proved to be capable of stimulating The reasons for dropping out of school already running it and had therefore built young talents to return to Kristiansand and are varied, and include difficult relations The foundation supports both individuals its expertise in the field. But finding the nourish it authentically. with parents, the wrong friends, lack of and institutions. “Helping where help right partner could be a real challenge This changes significantly the opportunity motivation, psychological problems, drug is needed “ has long been the goal of for other foundations who are operating for young people coming from any problems or lack of financial means. These Dullertsstichting. where there is not a similar type of background, to contribute to their own young people are reached and coached institution. community building. by a team of coaches aged 20 to 30 years with diverse ethnic and educational on the map foundations Regional

15 life experience. Being comfortable with the law was a temporary law of three years coach makes it easier for the young people and there was no legislative follow-up to regain confidence in themselves and at local level. This means that the only find the right way for their personal and budget available is part of the one that professional development. Coaches also the national government gives to schools benefit from the programme as they are to cover their operational costs. A small hired for 2.5 years and during this period part of this budget must be allocated to they receive a salary, attend training on prevent school drop-out. Through this counselling, and acquire the “rhythm of project, the stakeholders are trying to work”. Also, once the contract expires, they coordinate the use of these resources receive assistance in finding a job. The in order to create synergies in activities entire process allows them both to build and be more effective. The challenge was self-confidence and to approach the labour to convince the schools that using part market with proper work experience. Within of their budget for this project would be 1 to 2.5 years after the programme, 98% effective. One of the biggest challenges of the coaches find regular employment. was also to convince local authorities Currently there is a team of 8 coaches, 2 that this is a very successful approach interns, 1 project assistant, 1 project leader and that the (financial) support of this and 1 supervisor. Beneficiaries must live in initiative should be made permanent. the city of Arnhem. During their work, the group of coaches have identified illiteracy as one of the Collaboration backgrounds. These coaches, who work the municipality of Arnhem was unable to main challenges. More financial means When the foundation decided to engage with an informal approach, have often further support the initiative due to budget would be needed for the team to be able in this project in 2012, local government, had the same personal experiences as constraints. The Dullertsstichting and the to tackle this problem in a more effective schools, and social housing corporations the people they are trying to help. In Stichting Het Burger en Nieuwe Weeshuis, way. decided to join the initiative and 2015, of the 168 young people who were a centuries-old foundation that supports Why this project can be a model of good provide some financial resources. The approached, 71% were able to find their initiatives developed for children and practice – Proven success of peer-to-peer involvement of the foundations provided way to school, a job, or an internship. young people aged 25 years or younger, approach a “bridge” period but the municipality of Furthermore almost 100% of the coaches stepped in to support the project until the Arnhem was encouraged to contribute This “peer-to-peer” approach has have continued with their education municipality could secure funding for the in order to show their engagement. The proven to be successful as it has made or have found regular employment, longer term. The grant given by the two coaches work with the local employment it easier to reach more young people mainly in social work, or have become foundations amounted to €125,000 and services and youth support offices. The who need guidance, a group that is independent professionals. The project represented 50% of the total budget of the initiative was given visibility in the local often difficult to make contact with. The has been awarded a prize by the ILO initiative. The additional 50% was collected newspaper as well. “2GetThere” team of coaches have been (International Labour Organisation) as through crowdfunding or given by the local able to overcome problems similar to an example of best practice in tackling government, schools and social housing Learnings those that the young people they are youth unemployment. The idea behind this corporations. In 2013 the municipality of Keys to success - Empathy brings better coaching are facing. The recognition by initiative is that young people can connect Arhnem confirmed its commitment to results the International Labour Office (ILO) is more easily with each other, and help each support the initiative for five years until Through the “2GetThere” team, a new another sign that this programme can other more effectively. 2018. approach characterised by empathy has serve as a model of good practice in Origin How it works been developed which allows a greater tackling youth unemployment. number of young people who have The peer-to-peer approach methodology The project was initiated in 2010 by the With “2GetThere” the young people can dropped out school to be reached than makes the project easily replicable even Municipality of Arnhem, thanks to a choose a coach from a team of youth with traditional, more formal means. with a small budget. Another aspect that temporary law implemented for three coaches which is very diverse: The team not Challenges – Making the case for a new could be replicated in other contexts years (2009 – 2012) promoted by the Dutch only includes cultural and ethnic differences, approach is encouraging schools to use in a Ministry of Social Affairs and Employment there is also great diversity in terms of coordinated way the budget that they that allocated a budget at national level gender, age and educational background. The approach of the project was often have been allocated for the problem of to combat school drop-out and youth This allows young people to identify a coach discussed at political level as it was school drop-out and make more effective unemployment. Despite the success of that they will be comfortable with. Often very different from the more formal one use of those financial resources. the initiative, when the financial support this means the coach comes from the same developed by the local governments from the government stopped in 2012, background or has been through a similar and schools. Furthermore the national on the map foundations Regional

17 Fondation Chimay- Project in focus

Forsud Wartoise Location: 6 municipalities located in the area around Chimay (Chimay, Momignies, Couvin, Frodchapelle, Sivry-Rance and Viroinval)

Target populations: Children / Students / Teachers / Youth Forsud Key issues: Education and training / Professional development / Youth development

Total budget: €200,000 per year

Year: Since 2005 ______

Geographical focus of the foundation: The city of Chimay and surroundings, Belgium

www.chimaywartoise.be The foundation training opportunities in the region within a structured and coordinated supports initiatives that framework. Forsud currently involves target young people, 6 municipalities, 6 schools, 500 teachers and 5,000 students both from foundation engaged to ensure that associations, local subsidised free schools (écoles libres) teachers received appropriate music and subsidised public schools (écoles training. By opening a dialogue with businesses and public officielles). Through this initiative the teachers, it became clear that there was a authorities. foundation was able to help different need to expand training and enhance other types of schools work together. This skills. Therefore school directors, teachers allowed the replication of initiatives and The main programme areas of the and the foundations started to work brought an “economy of scale”, using foundation are mobility, lifelong learning, together to develop training activities in in a more efficient way the resources at education and training, the development further areas. In order to better structure the disposition of schools and enabling a of the use of digital tools, childcare, the the activities, the foundation encouraged large number of schools to move forward promotion of employment at local level, teachers to establish a not-for-profit in terms of quality of skills of their disability, ageing, the development of local association (aisbl). The goal was then teachers. associative life and to a lesser extent the that the teachers did not attend trainings promotion of energy saving and green Origin individually and elsewhere, e.g. Louviere, energy. The foundation has been working for 17 Charleroi, Brussels, Liege, but would Project overview years in the field of training of primary attend trainings as a group in the area. school teachers and pupils. At first the This project was initiated in the south Forsud is an initiative implemented in foundation had encouraged schools to of the provinces of Hainaut and Namur, the southern part of the Provinces of offer students music classes every 15 days which is quite far from the decision- Hainaut and Namur aiming at supporting as music was considered as a structuring making centres and is poorly served in the development of trainings for primary element that would have helped children terms of means of communications and school teachers in order to enhance and in building an open mind. The initiative transport networks where teachers could improve their skills to boost the quality was implemented in collaboration with not find opportunities to improve their of primary education in the region. the local music association, Jeunesses competences. The region indeed was Forsud is playing a catalyst and musicales. The principle was that the lagging behind and children and young coordination role in gathering Jeunesses Musicales led the class one people were considered the key element inputs from the different schools week and the school teacher the following for the development of the area. Investing and in identifying and implementing week. However teachers did not intervene in primary school teachers meant investing trainings that respond to teachers’ as they felt that they did not have the in local youth development. needs. This allows teachers to find competence to give music classes. The on the map foundations Regional

19 Forsud is playing a catalyst and Challenges – Building bridges One of the challenges was the lack of coordination role in gathering inputs networks between the different types of schools: subsidised free schools and from the different schools and subsidised public schools. This was slowly overcome through the years and now in identifying and implementing schools are collaborating. An important everyday challenge is to trainings that respond to be attentive to the training needs that are emerging and make sure that the teachers’ needs. programme does not fall into a routine. To this end it is really important to maintain the motivation and to encourage people involved in the project to propose new ideas. It is not just a matter of creating This initiative is part of a range of organise the trainings and organise the network but also animating it through initiatives that the foundation is the replacement of teachers when they meetings and encouraging teachers to supporting targeting children and young attend trainings. It plays a key role in Learnings share ideas that they have come across people from 0 to 25 years (e.g. creation of terms of coordination and creation of Keys to success - Breaking down barriers to and consider relevant. a kindergarten, scholarships for students, synergies among schools. Training follows reach more students The fact that the foundation has grants for the development of talents). the standards and the criteria set by the Forsud is an element of aggregation been established by an abbey has led How it works Walloon Region. and coordination of different initiatives some directors not to send their staff Forsud currently sees the involvement promoted by the schools. It currently to trainings as they were afraid that At the beginning Forsud organised of schools in six municipalities in the involves 6 municipalities, 6 schools, 500 the trainings would have a religious training for primary school teachers, region: Chimay, Couvin, Froidchapelle, teachers and 5,000 students. Barriers connotation. This barrier has been as well as ensuring their jobs are Momignies, Sivry-Rance, Viroinval. Every between subsidised free schools (écoles overcome by opening a dialogue with covered while they are in the training. year the association presents annual libres) and subsidised public schools directors. Subsequently, the project has penetrated programmes and budgets to the board (école officielle) were overcome when Another important challenge was to the teaching sector in the region and has of the foundation who evaluates them. developing training. Also, now primary ensure the sustainability of the project become a tool that also helps to spread in Currently the foundation provides the schools teachers and directors work by making people understand that the schools information and communication project with 70% of its budget, the other together, share educational tools and aisbl needed to be financially autonomous technologies such as interactive boards, 30% is provided by public authorities. are developing an approach that is and that there was a need to find funds tablets, PCs connected to the internet by geographical area not by type of different from the ones provided by the etc. This project allows schools that are currently facing decreasing financial school. This allowed the programme to foundation. To this end the foundation The activities of Forsud currently are resources to be able to update teachers’ reach a greater number of teachers and assisted the directors and teacher to developed following two main axes: skills for the benefit of the quality of students. fundraise from the region. 1. Provision of general trainings education in the region. The approach of proceeding gradually Why this project can be a model of good for primary school teachers (e.g. and capitalising on the knowledge practice – Bringing economy of scale nonviolent communication, theatre, Collaboration and the relations with teachers and Through this initiative the foundation was art, how to deal with students’ In order to implement high quality directors allowed the initiative to grow able to help different types of schools difficult behaviours) trainings for teachers Forsud co-designs significantly over the years. work together. This allowed the replication 2. Deployment of information and trainings with accredited training centres. On 13 May 2016, at the occasion of the of initiatives and brought an “economy of communication technologies in Furthermore universities have expressed ‘day Mus’école’ 700 teachers attended scale”, using in a more efficient way the schools with technical assistance to interest in the initiative as they try to 40 trainings. Following the success resources at the disposition of schools teachers understand the process and the context of Forsud, the creation of a school and enabling a large number of schools to The role of Forsud as an association is to in which this unique initiative has been focussing only on training of primary move forward in terms of quality of skills identify training needs, identify trainers, developed. school teachers is under evaluation. of their teachers. Regional foundations on the map foundations Regional

21 Project in focus

Fondation de Lille Bourses de l’Espoir (Scholarships for hope)

Location: Nord-Pas-de-Calais Bourses de l’Espoir Target populations: Disadvantaged people / Students / Unemployed / Youth

Key issues: Education / Employment / Professional development (Scholarships for hope) Social integration / Youth development Total budget: Average of €75,000 per year, for 50-55 scholarships. Since the beginning of the project, approx. €500,000 has been allocated for a total of 271 scholarships.

Year: Since 2007 ______

Geographical focus of the foundation: Hauts-de-France (former Nord- Pas-de-Calais and Picardie)

www.fondationdelille.org Fondation de Lille is This action is particularly relevant as the foundation operates in a region of France the largest regional with the youngest population, a very foundation in France. high unemployment rate and a very low standard of living. Through this successful is a border region with a strong cultural The foundation aims initiative, the foundation leverages small diversity that is perceived more as a grants to have a big impact on the lives of liability than an opportunity to exploit. In to be a trustworthy people experiencing difficulties. Within this order to tackle this problem the foundation interface between donors programme, the foundation also supports - together with local companies, the associations that implement small projects municipality, social services, universities and beneficiaries, in at local level to fight illiteracy and to and other relevant stakeholders - decided promote cultural diversity and living well partnership with public to initiate this programme. together. Since 2007 240 individuals have and private local players, benefited from the Bourses de l’Espoir. How it works to tackle the issues Each year an average of €75,000 is The programme provides financial allocated for 50-55 scholarships. Since affecting the region. support to two main groups. The first the beginning of the programme around comprises academically strong students €500,000 has been allocated for a total of aged 17 or older who often have The foundation supports activities in 271 scholarships. already enrolled for higher education the following fields: local social actions Origin or specialised training, but are finding (actions sociales de proximite); education; it difficult to continue due to financial The region of Nord- Pas- de- Calais has training; labour market insertion; fight reasons. The second group is made up of around 4 million inhabitants with the area against illiteracy; international solidarity; individuals who face a situation such as around Lille being the most developed. intercultural dialogue and promotion of the illness or unemployment, obliging them The region has a very young population, Francophonie; and climate change. to attend specific training to re-enter a high unemployment rate and a very the labour market, the cost of which Project overview low standard of living. This situation is cannot be covered by the state or local linked to the economic background of the The main aim of the Bourses de l’Espoir organisations. (Scholarships for hope) is to provide region, historically based on the textile and Potential beneficiaries are identified equal opportunities through education mining sectors which have experienced a by students’ social services, universities, and training by giving financial support to severe crisis in the last decades. Illiteracy grandes écoles, local associations, and individuals of different ages who are facing in the region is also much higher than employment offices. A first selection of challenges in continuing their education the national average, presenting another obstacle to accessing the labour market. applications is done by the Ethics and

or training to access the labour market. on the map foundations Regional Furthermore the Nord- Pas- de- Calais Arbitration Committee, which is composed

23 The main challenge is to maintain the engagement of local companies… which allows companies to feel ownership of the initiative.

of representatives of civil society. Next, their contacts with local businesses for Committee (Comité ethique et d’arbitrage), a key driver for raising the visibility of candidates are interviewed. There are potential internships or jobs. composed of civil society representatives, the initiative, showing that there are two main criteria to select beneficiaries. Within this programme, the foundation which can make suggestions on the organisations working together for the The first is the social criterion – the also supports associations that activities of the foundation. improvement of the population’s living scholarships are not necessarily given to conditions and a consequent growth in implement small projects at local Learnings people who excel, but to people who have level to fight illiteracy and to promote terms of partnerships and beneficiaries. Keys to success - Leveraging resources shown effort and who are facing a social cultural diversity and living well together Follow-up of beneficiaries of the grant and problem. The second criterion is based on through different activities: access to The financial aid allocated by the the establishment of relations among them geography - priority is given to persons sport, training on performing arts, and foundation creates a leverage effect are also important challenges as they have from the region or who have been living in experimental writing laboratories for that allows the scholarship recipient often attended different types of training the region for at least three consecutive pupils who do not have French as their to obtain additional resources from and may have different backgrounds. Last years (with some exceptions). If an native language. other structures, e.g. the sum given but not least is the need to be up to date applicant does not fit the criteria of the by the foundation is often boosted by on the training and education sector in the programme, the foundation may decide Collaboration additional resources provided by the region. to direct him to another foundation who school or university. Collaboration is key to the success of Why this project can be a model of good could support the request. Challenges – Keeping local companies this project. The foundation works with practice – Replicable methodologies The type and level of the education/ engaged universities, social workers, grandes écoles, The Bourses de l’Espoir shows how a training curricula is not a criterion - other foundations and local entrepreneurs. The main challenge is to maintain the foundation can leverage small grants the scholarships support every type Knowing how to work in partnership is engagement of local companies in the to have a big impact on the lives of of curriculum. The scholarships can be essential as the foundation does not have implementation of the programme. It is people experiencing difficulties. Similar used both to cover tuition costs or living the resources and sufficient expertise therefore important to make sure that partnerships can be created in regions expenses. to carry out the programme alone. there is a “return“ on their investment facing similar problems. The methodology The foundation is also committed to Particularly important is the relationship which allows companies to feel ownership for the analysis of dossiers can be providing continuous support, even after with banks and local companies that help of the initiative and to realise that it is replicated, as long as the projects are tied the recipients have received financial scholarship recipients to obtain internships, positively impacting on local development. to the needs of the territory. help facilitating the search for a job or apprenticeships or regular employment. To this end a ceremony is held annually an internship. A club of the winners of This phase is particularly crucial as often which enables companies to come the scholarship, Club de lauréats, was beneficiaries, and in particular students, do into contact with the grant recipients. established in 2012 to bring together not have the contacts to obtain even a first Furthermore regular informal breakfasts all the people who have received the job or internship. In this way, local companies are organised with all partners aimed at scholarship. The main aim of this club is to and banks play a dual role: financial raising issues and finding joint solutions. In allow new beneficiaries to benefit from the supporters and potential employers. this context one of the biggest challenges feedback of former laureates, to promote Furthermore within the board of the is to attract the attention of the local networking among them and to facilitate foundation there is an Ethics and Arbitration media. Local media coverage would be on the map foundations Regional

25 Project in focus

Fondazione Cassa di EmergenzaCasa (Housing Emergency)

Location: 14 municipalities in the Province of Cuneo, Italy (Alba, Borgo S.D., Boves, Bra, Busca, Ceva, Cuneo, Dronero, Fossano, Risparmio di Cuneo Mondovì, Racconigi, Saluzzo, Savigliano, Sommariva B.), Target populations: Disadvantaged people / Families / Unemployed / Youth EmergenzaCasa (Housing Key issues: Employment / Housing / Poverty reduction Total budget: €1.2 million in 2015. More than €4 million has been Emergency) spent in total between 2011 and 2015. Year: Since 2011 ______

Geographical focus of the foundation: Piedmont Region, Province of Cuneo, Italy

www.fondazionecrc.it The foundation focuses rent due to the economic crisis. Currently, 17 municipalities in the province, covering exclusively on public and a total population of about 283,000 social benefit activities inhabitants, are participating in the project. The project entails three different actions: Cassa di Risparmio di Cuneo’s observatory in the fields of social an initiative to prevent eviction; an initiative “Centro Studi” was undertaking a socio- to manage the housing crisis by renovating economic analysis of the territory that cohesion, welfare, buildings to be temporarily used by families would shed a light on the real situation culture, education, in need; and a pilot measure to encourage and critical issues faced by citizens as a independent living of citizens under 30. consequence of the crisis. The foundation’s and sustainable local A new entity has been created in each subsequent actions were developed with participating municipality to manage the development, mainly in a strong evidence base, to ensure that project - the local commissions for housing its work would address the real problems the district of Cuneo, emergency. These are not considered of the population. After meeting the key as legal entities but rather as working in south Piedmont, actors dealing with the social emergency groups composed of the municipality, problems in the province, the foundation Northern Italy. the local entity in charge of social- proposed a new model of partnership to assistance services, and the different local ensure good communication and effective associations that are active in the field of Established in 1992 from the former Cassa collaboration among the partners. Indeed, social emergencies (such as Caritas, etc.). di Risparmio di Cuneo S.p.A, the foundation the different organisations were lacking These commissions illustrate how essential operates through disbursements of coordination. The foundation has played coordinated efforts are to success in contributions to public and private non- a key role in unifying the different entities tackling this issue. profit entities and through projects and supporting them in working together promoted directly, in partnership with local Origin successfully. players. Between 2010 and 2011 the foundation took How it works Project overview a series of actions to address the problem The Housing Emergency project has EmergenzaCasa (Housing Emergency) of an increase in poverty generated by revolved around three main actions. aims to highlight the housing emergency the economic crisis. Indeed, in a rather The first one, and the largest in terms of in the province of Cuneo. The project wealthy region of Italy the economic proportion of the budget, aims to prevent provides one-off economic contributions crisis hit families later than in other less the eviction of families that are temporarily and related services in support of families wealthy regions, and slowly started to unable to pay their rent. This is done by and individuals that are at risk of eviction manifest through alarmingly growing rates stipulating a “pact of solidarity” that is of unemployment and other situations of or face severe difficulties in paying their signed between the family or individual at on the map foundations Regional difficulty. At the same time, Fondazione

27 The foundation has succeeded in creating important new synergies among the different actors who are usually tackling different aspects of the same issues independently...

risk, the owner of the house and the local yearly support, but they can apply again Indeed, very often the impossibility to commission for housing emergencies. in a new cycle if still in need. The total pay the rent for those applying for the The owner receives the money from the budget allocated for the project by the Housing Emergency’s support was a commission to cover the rental debts and foundation is divided each year among the consequence of a job loss. At the same commits to keeping the tenants for the next 17 municipalities to be distributed among the time, alleviating eviction risk allowed six months. Additionally the owner also selected families and individuals. the person more time to dedicate to the tries to renegotiate the rental agreement search for a job. Therefore, in 2014 the into a more balanced and sustainable one Collaboration foundation decided to partially connect for the tenants, upon an analysis of their Collaboration among the various actors the housing emergency project with the real economic situation. The second type in these housing emergency situations Employment Emergency project, which of action comes into play when an eviction – from the beneficiaries themselves to was created in parallel to tackle the rise cannot be avoided. The municipalities devote social workers to government agencies in rates of unemployment produced by dialogue with Regione Piemonte, to try to resources to renovating apartments that can to the foundation – shows how each plays the crisis. This merged project has been ensure that the resources allocated by the temporarily host the evicted families. a key and complementary role. Flow of already modified upon testing it for a state to the regions will complement those The third type of activity consists of a pilot information and coordination is essential for couple of years, and is now becoming allocated by the local administration once initiative to help young people under 30 the success of the initiative. The local media more and more effective in addressing the foundation has exited the project. who have a precarious job situation to be has played an important role in covering the the housing problem by supporting the Why this project can be a model of good able to live independently. The financial initiative at a local level, ensuring that all reinsertion of the individual in difficulty practice in the labour market. support in this case is given to help cover actors have a say and are well represented Through the Housing Emergency project, the rental fee for one year in exchange in this framework. Challenges – Efficiency in collaboration the foundation has helped address for the beneficiary’s commitment to a Learnings Initially, it proved difficult to create an a serious issue faced by the region’s minimum number of hours of social work efficient network and collaborative group population. The foundation has succeeded and volunteering. This initiative is indeed Linking the related issues of housing and among the different actors, as they were in creating important new synergies also promoting volunteering among young employment not used to working together. In this among the different actors who are usually people as a way to be more engaged in In 2015, a total of 591 agreements were area, the foundation has played the key tackling different aspects of the same their community while also gaining their signed in the different municipalities, role of catalyser, as opposed to simply a issues independently, and are now instead economic independence. and about 1600 total in the 5 editions of provider of resources. The foundation is constituting a new strong entity capable The selection of the families or individual the project with a commitment of more also starting to reflect on an exit strategy of uniting forces to have more impact in in need is done by the commission on the than €4 million by Fondazione Cassa since in the long term it does not want to resolving the problem. basis of a set of criteria defined by the di Risparmio di Cuneo. Throughout the act as a substitute to the municipalities commissions together with the foundation years the foundation has observed a in addressing the problem, and believes and stated in the convention that is clear connection between housing and that it is important to avoid the need for stipulated at the beginning of each cycle of employment issues, frequently faced support becoming chronic.

the project. The families receive a one-off at the same time by the same person. on the map foundations Regional From 2015, the foundation has open a

29 Project in focus

Fondazione con il Sud San Gennaro extra moenia – A door from the past to the future San Gennaro extra moenia - Location: Rione Sanità, neighbourhood of Naples Target populations: Tourists / Unemployed / Youth

Key issues: Arts & culture / Cultural heritage / Social integration A door from the past to the Total budget: €370,000 spent by the foundation plus €100,000 co- financed

Years: 2008-2010 future ______Geographical focus of the foundation: Southern Italy (Basilicata, Calabria, Campania, Puglia, Sardinia and Sicily).

www.fondazioneconilsud.it

The mission of the through a door. After 40 years of being closed, the door was finally reopened foundation is to as a consequence of the renovation of strengthen the role the basilica made possible thanks to the support given by Fondazione con il Sud. of voluntary and third The physical reconnection of the two Origin How it works sector organisations and areas of the city was also a symbolic reconnection and re-appropriation of the A call for proposals to enhance the Along with the architectural renovation of foundations in promoting community with its territory and heritage, cultural and artistic sector as a social the basilica and its catacomb, the training local development, re- boosting its history and culture, and development tool in the southern of the tour guides and information staff, promoting its youth potential. regions of Italy was launched in 2008 by the creation of the two information points Fondazione con il Sud. The Archdiocese and the B&B, other side activities have been without replacing the role Through this initiative, implemented of Naples responded to the call with a developed. Indeed, the profit generated by between 2008 and 2010 by a partnership of public institutions. proposal for the reconnection between the initiative has also served to support two led by Naples’ archdiocese, not only the neighborhood and the archeological more organisations of youngsters in the were the catacombs successfully area, combined with the support to local area: an electrician and technician social reopened to the public in 2010, increasing The foundation enhances the social social enterprises. enterprise (Officina dei Talenti) which takes enormously the tourism in the area, but infrastructure, which is a requirement for care of the maintenance of the spaces and this also produced a number of other The proposal perfectly fit the criteria civil and economic development of the installations, and one of artisans-artists (Iron initiatives. Indeed, more than ten local of selection of the foundation in South of Italy. The foundation is active Angels) which realises works of Arte Povera young unemployed people have become many aspects. Indeed, the project was in Southern Italy (Basilicata, Calabria, to enhance the value of the space and tour guides; two info points have been presented by a local partnership, strongly Campania, Puglia, Sardinia and Sicily). creation of related events. A taxi-cooperative set up; and a B&B has been opened to rooted in the territory, and was aimed at has been supported to bring more tourists Project overview encourage tourists to lodge in the area. renovating a historical building while also to the area, and the local restaurants, shops The catacombs have been restored engaging in the local area in its artistic Rione Sanità, originally a neighbourhood and artisans have welcomed positively successfully to become accessible to all, and touristic management, in particular for Naples’ wealthy aristocracy, has the initiative proposing related projects to making them the first site of this kind in the young people of the area, with long been characterised by high rates complement the initiative. the world entirely accessible to disabled significant social returns. of unemployment, poverty, and the people. Moreover, it presented a good widespread presence of Camorra, Collaboration sustainability plan, significant co- which turned it into one of the most In the first year of the relaunched activity, A good engaged partnership with different financing, and the key engagement of disadvantaged area of Naples. One of its they have registered a 297% increase local actors has been one of the key volunteers, all representing important greatest historical and artistic examples of visitors, the majority being foreign elements determining the success of this criteria for the foundation. of heritage, the Basilica of San Gennaro tourists, and generating an income of initiative. Created in 2006, the cooperative and its catacombs, connects Rione Sanitá more than €180,000 euros. La Paranza which has been reinforced Regional foundations on the map foundations Regional with the more wealthy area of Naples through this project, has trained the tour

31 Fonds 1818 Green Schoolyards guides, giving a job to 10 youngsters and is now in charge of the entire management of the Catacombe. L’Altra Napoli, a well-known local organisation recognised internationally, which was originally created by a group of Project in focus friends with a strong commitment to the territory of Naples and in particular Rione Sanitá, has been able through its wide Green School Yards network to attract the for-profit sector and Location: Netherlands, The Hague and Surroundings other funds for the sustainability of the project. Target populations: Children / Families / Neighbours / Youth The media engagement, which has been Key issues: Education / Environment / Nature / Social Integration / significant at the local level but also Youth development nationally, has played an important role presented some difficulties, due to the lack Total budget: €6 million (plus €4 million fundraised by the schools) also in promoting tourism in the area, of experience with this kind of reporting. which has increased significantly. Eventually, despite their different natures Years: 2010-2015 and backgrounds, the partners have ______Learnings managed to work together and create real Geographical focus of the foundation: The city of The Hague and Key to success - Locally-rooted synergies to achieve the important results surroundings partnerships creating a shared methodology. Having a locally-rooted partnership has Why this project can be a model of good www.fonds1818.nl turned out to be one of the key elements practice - Successful synergies for the success of the project. Indeed, This initiative has proved to be a good although its methodology remains valid example of how to bring social economic and has already proved to be replicable, benefits through the enhancement of the social return and outcome have not the cultural and historical heritage of been equally relevant when replicated an area. Thanks to the long period of Fonds 1818 supports Fonds 1818 was established in its present by the same partnership in another area its development, it has been possible to form in 1992. It is a private, non-profit of Naples, outside of their main area of involve different actors of the community numerous social initiatives organisation created to make donations commitment which is Rione Sanitá. It has and to bring transversal results also from focusing on care, welfare, to projects of general interest in the area therefore been observed that the rooting a cultural point of view. The income from around The Hague in the Netherlands. In the partnership locally is an essential the tickets to access the sites has been art, culture, nature, doing so, the foundation operates closely ingredient to keep in mind for future used to fund a young local orchestra in line with the ideals of its predecessors, replications of this project. inspired by Abreu’s famous model. But the environment and the original Dutch savings banks at the Challenges - From grantgiving to co- the most important unexpected outcome education. Alongside beginning of the 19th Century. creating of the project has been the creation financial support, the Project overview An initial challenge that has been of Fondazione San Gennaro which is observed is the difficulty of working now operating in the neighbourhood foundation also helps The Green Schoolyards programme with the objective of building on the collaboratively in a partnership, not simply organisations by providing aimed at giving primary school children dividing the roles and being accountable synergies created through the project. a place to experience a diversified for each partner’s part, but putting in The foundation aims to trigger the change them with knowledge and natural environment where they could from the bottom towards a sustainable and place a real process of co-designing and networks. play more peacefully during school co-creating, and moving away from the participatory development of Rione Sani hours, and giving their families and process of the traditional grant allocation. the whole neighbourhood access to a Regional foundations on the map foundations Regional The accountability report has also common open-air space after school and

33 during the weekends. The experience During the process, the foundation has also turned out to be an important proposed a series of workshops on safety, development opportunity for all the design, fundraising, education, and on how actors involved, who were able to share to involve volunteers. Additionally, the their knowledge and experience and learn foundation soon realised that trainings were from each other in a number of related needed to provide the schools with some fields. A total of 240 private or public competence to deliver their sustainability schools were each allocated a grant for plan since this was not among their an amount between €8,000 and €25,000 traditional core activities. Each school for a total of €6 million invested by the was asked to participate in maintenance foundation (including the cost of the workshops with 5 representatives (including website and conferences organised around teachers, neighbours, and parents). This was the initiative), and another €4 million a great opportunity for all actors involved fundraised by the participating schools. to gain new skills, share and deepen their knowledge but also start to work more Origin collaboratively. The foundation started receiving some general grants applications to bring more Collaboration the applicants, and that 100% of the project children are playing much more peacefully, nature into schools located in wealthy For this initiative, which was covered by the would be financed. This is different from enjoying the diverse stimuli provided by neighbourhoods. Convinced of the potential local media, the foundation worked together how these types of grants usually work. As a the schoolyards. A paved schoolyard is of applying this same idea to schools in less with the municipalities on the educational consequence, the schools felt very relieved often occupied by children playing soccer, advantaged neighbourhoods where children side and in the maintenance workshops. that there was no compulsory fundraising while other corners are dedicated to have less opportunity to be in contact with Indeed, it was already foreseen within the requested, and, with the pressure off, they relaxation and observation. In addition nature, the foundation decided to start a local administration’s yearly plans and managed anyway to raise voluntarily an to this, schools that tended to compete specific programme with this purpose and activities to deliver educational experiences average of 100% more in total. against each other have started to be to allocate €200,000 to a defined number in nature. By joining this initiative they Challenges - Predicting workload much more collaborative on a daily basis, of schools. The foundation first launched could comply with these and provide the after working together on this project. The programme brought a lot of extra the initiative in one of the cities where it experience daily in the school yards instead work for schools and in some cases, with The initiative has encouraged a movement is traditionally active, and before opening of just occasionally with an external trip. the financial support of the foundation, of embracing the natural environment the call for applications, the foundation Initially, the foundation explored possible they had to hire process managers, which as a key life and learning experience invited all the schools to participate in an collaborations with other foundations had not been foreseen at the outset. The and it has lifted up this field to a higher “inspirational session” with some experts but finally no other donor expressed an accountability of the grant was another level. The initiative has been adopted presenting examples of schoolyard designs. immediate interest. Nonetheless, some complex aspect to manage for schools, as as an example by some political parties The foundation eventually expanded additional private funding raised by the they are not often accustomed to working that have put forward a motion in the the programme both geographically and schools did come from foundations. with foundations and these types of projects. parliament which was accepted to raise financially, and dropped the initial set national funds from the government to Additionally, it was not possible to anticipate number of schools that could apply. Learnings support this type of initiative in other from the beginning how many schools parts of the Netherlands. Moreover, two How it works Key to success - Flexibility would apply and consequently how much universities and one high school are now Being flexible and in a continuous dialogue additional work would follow under the The main activity of the programme was working on a Phd on the green schoolyard, with the actors involved has been key in responsibilities of the foundation’s project the actual planning and consequential for which they have raised some EU funds the success of the project. Indeed, the manager. It turned out to be a very building of the green schoolyards. The and created a consortium which includes independence of Fonds 1818 in managing demanding programme to manage. grants were allocated to the schools that the participation of the foundation for the were selected following these criteria: the programme ensured a higher level of Why this project can be a model of good freedom to listen, understand and re-shape knowledge side. The aim is to bring nature the schoolyards had to be accessible practice - Successful approach to a into the curriculum of schools. to the public during the evenings and or adjust the programme in the process to universal issue better satisfy the needs of the schools and weekends; children had to have a big say The main goal of the programme was other actors involved. The full process ended in the design; schools needed to present a to bring children in contact with nature. up being very organic, inclusive and well- plan for maintenance; and the yards had The programme has met this goal clearly, connected to the realities on the ground. to be designed with a diversity of natural enriching the lives of the children greatly. elements. In addition to this, the foundation decided Reports from the schools show that the that no co-financing would be required of on the map foundations Regional

35 Project in focus

Fonds Schiedam YETS Foundation

Location: The Netherlands, Schiedam Vlaardingen e.o. Target populations: Disadvantaged people / Students / Youth Key issues: Education / Health / School drop-out / Social integration / Sports / Youth development YETS Foundation Total budget: €38.000 to date Year: Since 2014 ______

Geographical focus of the foundation: Cities of Schiedam, Vlaardingen and Maassluis

www.fondssv.nl

The foundation’s aim and a and a reduction in negative social outcomes have been observed in the area. is to support projects The YETS Foundation works with young which contribute to vulnerable people in disadvantaged neighbourhoods and uses The YETS the quality of society grant from Fonds Schiedam Vlaardingen and social skills; in shaping their role within Methodology in all its projects implemented e.o., for a one-day event to provide the society; and helping them learn how to with the income from and executed by the local coaches basketball training as an educational and connect with the different actors in their in collaboration with local partner the endowment. The personal development tool to vulnerable community. These activities are not directly organisations. Fonds Schiedam Vlaardingen students who had no access to sport. covered by the grant allocated to YETS, foundation is active e.o. supports the YETS project in a school Falling very well in the main areas of but the students are encouraged to apply in Schiedam, where students are selected support of Fonds Schiedam Vlaardingen separately to the grant application ‘Your in the fields of social from the second year of the high school e.o., it was decided to implement this Idea’ of Fonds Schiedam Vlaardingen e.o. welfare, arts and culture, and get involved in the programme for two initial project and increase the financial to develop the social activities they are years. The selection takes into account support allocated to it in the Life College interested in. This serves as part of their healthcare, sports, several aspects, including who among in Schiedam. The school had been educational training, to stimulate their active education, nature and the students has the greatest need and previously part of another initiative participation in the community, develop could profit the most from its activities of the foundation, called the “8-to-8 their skills and learn how to present their environment. of personal development and social concept” which aimed at providing more project and connect with relevant actors to integration. Indeed, the YETS projects are opportunities for students to participate get it funded and realise it. The grant, which Fonds Schiedam Vlaardingen e.o. was born based on three pillars: sports, education in educational and personal development has a maximum of €2,000 and only covers of two local banks, the Bondsspaarbanken and social integration. By participating in activities that otherwise would have not operational costs, is generally open to young of Schiedam and Vlaardingen. When the programme, the students have to be been accessible to them, by extending the people between 12 and 25 years old who these banks were sold to a national bank committed to the three aspects, so they closing time of the school until 20:00. wish to develop activities for their social the proceeds were used to create an do not only participate only in the sports environment. endowment for this foundation. trainings but they also have to show a How it works certain behaviour, follow the rules, take Besides the sports training, which represents Collaboration Project overview their educational courses seriously, and the main activity of the project, a number The main partners in YETS projects are Through this project, Fonds Schiedam actively contribute to the social activities. of side activities are proposed around it, always schools, and, depending on the Vlaardingen e.o. is tackling very serious Up until now the foundation has granted such as study tables, art workshops, movie specific school, other partnerships may be and widespread issues faced by numerous €37.680. youngsters in the area of Schiedam, such as nights and other community activities (e.g. created. Financially, municipalities and other dropping out of high school and following Origin days with the elderly, tours to accompany business (Rabobank gave its support in one people with disabilities, activities with edition of the project) are also involved. destructive paths. In the three years of The YETS Foundation’s founder and the project, high success rates of students refugees. etc.). The full set is considered Additionally, the social activities involve director had originally obtained a youth on the map foundations Regional key in developing the students’ professional different community partners that can vary

37 Fundación Barrié Science Seed Fund

Project in focus

Science Seed Fund

Location: Galicia, Spain

Target populations: Businesses / Researchers / Technology depending on the projects proposed:In the Why this project can be a model of good transfer officers past, sports clubs and day care centres practice - A holistic approach Key issues: Entrepreneurship / Research / Science / Technology for the elderly have been part of these By covering the three areas of sports, transfer activities. The University of Amsterdam has education and social integration the Initial endowment: €5,5 million (investment up to 2015: €3 million) played an important role both in designing project offers a range of activities that the methodology and in evaluating the have an impact on the individual’s growth Years: Since 2011 project. and touches on different aspects of ______personal development. The programme Learnings Geographical focus of the foundation: Galicia, Spain also shows improvements in participants’ Keys to success - Trust and collaboration health: The students get the chance to www.fundacionbarrie.org Among the key elements of the success participate in outdoor activities, they are of the project, one is certainly the trust offered one healthy meal per week and in both the project leader and the school get to have a healthy, nutritious breakfast were the project was implemented. The each day in an age where nutrition is The aim of the foundation produced in Galicia. The fund exclusively school had a very good understanding essential for the development of the brain supports research groups that are of the critical issues faced by the and functioning of an individual. is to foster the sustainable working on high quality projects with students, and the project leader was The YETS Foundation and project development of Galicia, results that can be applied in society the right person to create the empathy implemented in the Life College, also with a potential to be commercialised. they needed to generate motivation represent successful outcomes of various Spain with particular Fundación Barrié played a key role in and engage in the programme seriously. grants and link back to previous or current defining new ways for collaborations Collaborating with other parties such as initiatives of the foundation, bringing emphasis on human between academia and industry to local governments was also essential for continuity across the foundation’s range capital investments. achieve a common goal complementing the full development of the project of focus areas. According to the mid-term each other and proving that high Challenges - Tackling social problems of evaluation conducted by the University quality research is compatible with the beneficiaries of Amsterdam, which also developed The foundation is active in the following market. Four projects are currently The social problems faced by the the YETS methodology, the first project areas: heritage and culture; education; supported in a range of disciplines youngsters could represent a challenge was a real success and ended up with a research and social action. The foundation’s from biomedicine to high-performance for their continued engagement in the team joining an international basketball headquarters is in A Coruña, Spain. computing software, showing promising programme, and very often they lack tournament in Italy (for many participants results including four validated proofs- Project overview support from their family for different it was the first time they had gone abroad). of-concepts, three new international reasons. Building good locally-rooted The YETS project has been implemented in With the Science Seed Fund Fundación patents, and two new Galicia-based partnerships is also essential for this other schools, including one in Ghana, and Barrié aimed at creating a methodology companies. project, and can be challenging. has already proved to be replicable and to foster the generation of economic

successful in other contexts. returns out of excellent research on the map foundations Regional

39 Origin evaluated considering the quality of the intelligence, contacts, expertise, business research was essential for the project to In a region with an ageing population, technology, its uniqueness, its advantages direction, etc. Being the leading funder allows succeed. a high rate of unemployment and high over existing technologies, the team behind the foundation to have more flexibility and Challenges - Finding new ways to work production costs, Fundación Barrié started it, the competition, the expected returns, speeds up some practical processes to match together and estimated time to be introduced in the the rhythm of the market. to think about ways to boost prosperity The biggest challenge for Fundacion market. Finally, five projects were chosen. in Galicia through a more balanced, Barrié was to find new ways of Four projects are currently supported in a Collaboration diversified, and sustainable growth. collaboration between academia and range of disciplines from biomedicine to high- Following an intuition that science could The foundation works with a range of industry, which were not used to working performance computing software, areas in bring positive development in the region, partners in this initiative. The groups of together in the past to achieve a common which research proved to be excellent in the the foundation commissioned the first researchers that receive support may be goal complementing each other’s roles. region. So far, €3 million has been spent for report on science in Galicia comparing linked to universities, hospitals, research Another challenge was to strengthen the the project. its research system with international groups, or other foundations. Among these entrepreneurial mind-set of researchers. are University of A Coruna, University of standards. The research found that With a few exceptions, the fund supports Why this project can be a model of good Santiago de Compostela, hospital foundation their system was comparable to the activities that are not strictly research such practice - Developing a clear, replicable Ramon Dominguez or Gradiant (Galician other countries from a technical point of as the study of patentability and freedom methodology view but was not generating the same of operation, prototyping work, eligibility Telecommunications and Technology This initiative is considered a best level of economic income. Therefore, check for international patents, feasibility Center Foundation). A regular and fruitful practice because the foundation has the foundation decided to create and studies, identification of potential commercial collaboration with the business community succeeded in developing a new model explore new ways to put industry actors applications, definition of business models, is a key element of the fund as well. Various for technology transfer. It is based on a and scientists together to work on the proof of concepts, search for partners, etc. types of funders have been involved in the clear and tested methodology that can be improvement of technology transfer and Science Seed Fund, including investment In order to address all the critical factors transferred, improved, and implemented create projects that generate an economic funds, venture capitalists or angel investors. and achieve the objectives of the fund elsewhere and that can also continue income while also impacting positively Local authorities make up another key group and, therefore, to produce economic value, to exist and be fostered in Galicia in the on society. To build their model, the of partners. Fundación Barrié has started it proved to be necessary to set up new future. As a matter of fact, through the foundation analysed examples from other a new project to transfer the Science Seed companies and licensing technologies Science Seed Fund, Fundación Barrié is countries and finally decided to establish a Fund methodology to public authorities so to existing business. In this framework, a not simply developing the methodology Science Seed Fund to create public-private that the model can be replicated and scaled number of coaching activities and support but it is also learning while using it and partnerships that would generate economic up. Over the next year, the foundation will have been offered in parallel by experts to building it. Moreover, after a few years value from research and intellectual capital. indeed work with the Galician Innovation support the researchers and technology Agency to reproduce and improve the model from its inception, the foundation is now How it works transfer professionals in improving their developed so far. observing a real change in the research skills and managerial capabilities; to develop community culture and mentality which The foundation, in partnership with technology the business plans; to create international Learnings seems to be more proactive and business transfer offices, universities, and research networks; to commercialise results, etc. These oriented. This is proving that high quality centres, made an initial selection of 75 projects Key to success - Starting with excellence included training by international technology research is compatible with the market, that were in line with the purpose of the One key element of the success of this transfer experts; creating and developing and is capable of producing positive fund. After technical, legal, and economic project was being able to identify existing international specialised business fora; and economic outcomes and well-being. pre-screening, evaluation and due diligence scientific excellence in the region, and developing transferable skills for researchers. processes with international experts, this using this as the basis of the project. list was reduced to seven projects that were Fundación Barrié is the leading partner Starting from an excellent quality of Regional foundations on the map foundations Regional presented to the investment committee and bringing financial resources but also market

41 Project in focus

Trust for London London Living Wage

Location: London, United Kingdom London Living Wage Target populations: Disadvantaged people / Employers / Low-paid employees

Key issues: Employment / Poverty reduction / Social integration

Initial endowment: Approx. £1 million, second instalment of £250,000

Year: Since 2009

Geographical focus of the foundation: London, United Kingdom

www.trustforlondon.org.uk

The foundation works Project overview As part of the foundation’s work around to reduce poverty and low pay and in-work poverty, Trust for inequality in London by London launched the Living Wage Special Initiative in 2009 investing more than Origin funding the voluntary £1 million with the aim to deliver “a step Building up from the concept of a Living change” in the number of employers and community sector Wage that was rooted in various traditions, voluntarily signing up to the living wage. the modern UK Living Wage Campaign and others, as well as by Focusing on low-paid workers made was initially launched in 2001 by members sense as this benefits the communities using its own expertise of London Citizens UK. As a result of they live in and addresses segments of the growing interest from a number of and knowledge to support the population that the Trust has been employers, the Greater London Authorities working with for a long time. The Living work that tackles poverty established the Living wage Unit in 2005 Wage Special Initiative works with and to calculate the London Living Wage. and its root causes. alongside the Living Wage Campaign Convinced of its importance and willing which was launched in 2001 by London to support and improve its traction, in Citizens UK. The Trust’s special initiative 2008 Trust for London decided to select consists of a combination of campaigning The foundation focuses on the problems the campaign as a special initiative and and employer accreditation; research on of social isolation, injustice and exclusion made an initial grant of about £1 million. the impact and benefits to employers and recognises the need to provide help The Trust would set up an advisory group and employees as well as on the costs to for young people between the ages of and work alongside campaign organisers employers paying the living wage; and 10 and 25 experiencing poverty. The on the campaign. The foundation was de an impact evaluation of the initiative. foundation supports projects involving: facto working on the basis of the findings Since its launch in 2001, the Living Wage The provision of advice, information and of the first London’s Poverty Profile also Campaign has impacted tens of thousands assistance with advocacy, local initiatives supported by Trust for London, which was of employees and put over £210 million to combat racial harassment or crime, as showing an evident increase in the numbers into the pockets of some of the lowest well as education and training initiatives of the benefits recipients together with paid workers in the UK. and schemes. The foundation is also other signs of higher levels of poverty as involved in its own initiatives include Currently, paying the Living Wage is a consequences of the economic crisis. locally-based work, social funding a recognised sign of good practice in Indeed, Trust for London engaged in the programmes for which applications are employment. In 2015 the number of campaign at a critical time right before invited, and alliances with other funders accredited employers reached 1,500. By the crisis, with a substantial investment to deal with certain complex issues. May 2016, the number had gone up to over a long period of time, and on an issue 2,500 that was perceived as quite controversial on the map foundations Regional

43 in the country, and therefore rather and solid collaboration has been built: risky. Nonetheless, despite some initial London Citizens UK has worked on the reservations inside the organisation, the campaign and accreditation; Queen Mary Trust finally was convinced to embark in University has been commissioned to carry that has supported the initial mandate and else a step change in terms of the number this initiative. out the research on the impact and benefits determined the subsequent objectives; of employers reached, resulting in more Since the engagement of Trust for London, for the employers and employees of a mutual understanding and support than 1,000 employers signing up including a the Living Wage Campaign has grown into a Living Wage; and the Institute for Public among the different partners; and a good number in the public sector. A great number national movement. Policy Research (IPPR) and the Resolution media strategy. For the latter, it seems of people are benefitting from more wages Foundation, with whom the foundation to be important to be self-aware as an in their pockets according to the research How it works had already collaborated in the past, have organisation and have an understanding of conducted by the Queen Mary University, The three elements of the initiative are the examined the costs to employers of paying a what embarking on such initiative can mean and the employees themselves are happier campaign, the research, and the evaluation. Living Wage. Finally, a multiyear evaluation to be able to defend the position of the because of less turnover and a higher quality has been conducted by Cambridge Policy The foundation has used its asset base as a organisation and its motives. It is essential of employees. Consultants to assess the impact of the way of encouraging and influencing agencies to be flexible and willing to embrace change By demonstrating its direct impacts, initiative. The initiative is also supported it works with or invests in to become according to shifting external circumstance benefits and costs, the Living Wage has by an Advisory Group which includes living wage employers. Trust for London and to not pull out at the first challenge. gained a space in the political and business representatives from a range of different also expects all its advisors, auditors, and Challenges - Uneven progress debates, and low pay is now on the agenda sectors. While there was not initially a lot investment managers to be accredited living of local governments. In London some of participation from other funders, the Despite the successes of the initiative so far, wage employers and it requires the same districts are setting up their own living wage initiative is now supported by a number progress in some key target sectors have for any kind of corporate event, working commissions. Similar initiatives have taken of other funders. Media have also played proven to be difficult: in particular in the only with living wage employers. Indeed, for place also in other cities in Europe. an important role: The foundation has social care, hospitality, retail and education the foundation the investment is not just an succeeded for example in engaging a widely sectors. Typically the foundation is not an arm’s length funding relationship, but rather and freely distributed newspaper “Evening expert in the taxation system, and has now a full engagement in it. Standard” to spread the campaign. The gained much more knowledge in this area, but it could have been helpful to have a Collaboration media coverage has contributed to making broader background understanding since the It’s in the foundation’s organisational the campaign more consistent, and it has beginning. culture to work with other organisations. now developed a life of its own. The Living Wage can be seen as an example Why this project can be a model of good of communities, businesses, campaigners Learnings practice - Achieving far-reaching impact Key to success - A solid evidence base and other groups creating synergies to find A key achievement of the initiative has been practical, non-statutory means to address According to the foundation, the key the setting up of the Living Wage Foundation working poverty. elements for the success of such an which has been accrediting employers since initiative have been a solid evidence base For each element of the initiative, a strong 2012. This has triggered more than anything on the map foundations Regional

45 Project in focus

Tulip Foundation The Marketplace

Location: 11 municipalities in Bulgaria The Marketplace Target populations: Businesses / Children / Civil society / Elderly Local community / NGOs / Youth

Key issues: Community empowerment / Professional development

Total budget: €100,000 allocated since the beginning of the initiative

Year: Since 2010 ______

Geographical focus of the foundation: The foundation does not limit its support to one geographical region, but instead supports locally- rooted initiatives with a limited geographical focus.

www.tulipfoundation.net

The mission of the as a good practice as it has implemented a methodology that positions businesses and foundation is to not-for-profit organisations at the same level. Through this process the mind-set has encourage social changed and participating organisations How it works responsibility in have adopted a more active, stronger role not perceiving themselves only as grantees The Marketplace is a local event that aims at Bulgarian society by but also as contributors. This project facilitating supply and demand of materials, enhancing cooperation is also helping NGOs and businesses to goods, services and volunteering between overcome the lack of resources to cover civil and business organisations. The event, among civil society, the costs for services and goods provision which is implemented in partnership with the corporate sector, due to the economic crisis. Since 2010, 37 local municipalities, brings together NGOs, Marketplace events have been organised in local civil groups, local businesses or local and national and local 11 municipalities in Bulgaria. branches of big businesses, and local media. authorities to improve The Marketplace is open to anyone who has Origin an interest in participating, including local the quality of life The project started in 2010. The Tulip activists, children, youth, and individuals. and developmental Foundation, which had already been active Others involved include people who receive for 10 years, was receiving feedback from some support in the framework of a local opportunities for the NGOs that fundraising to support their NGO programme to actively participate in people of Bulgaria. activities was really difficult. At the same the organisation and implementation of the time the economic crisis was already having event. This is a really important aspect as it a negative impact both on businesses that involves the community in a genuine way. Project overview were facing difficult times and NGOs that, The first step in setting up one of these with fewer resources, had to support more events is to establish a “local initiative The Marketplace is a local event that people in need. The Tulip Foundation got group” that will coordinate the work and aims at facilitating supply and demand of inspired by the model of the Marketplace, that is ideally composed of 1 representative materials, goods, services and volunteering which had already been implemented in of the business sector, 1 representative between civil and business organisations The Netherlands, to try to alleviate the of the NGO sector and 1 person that is an without the exchange of money. problem of lack of resources. Businesses expert in public relations/communication Every participant organisation promotes and not-for-profit organisations realised and who has contacts with local media. the services and goods that it could offer in that an effective use of resources could be The Marketplace events do not take place exchange for some others that they would done through the exchange, and not only in “everyday” venues but in the city halls, need. This initiative, started by the Tulip the payment, of goods and services.

museums, galleries, and cultural clubs on the map foundations Regional Foundation in 2010, could be considered

47 Through this process the mind-set has changed and the NGOs have adopted a more active, stronger role and have shed the perception of themselves as just grantees and not contributors.

of the municipalities. This provides inviting local officials to the opening, and between equals: NGOs and businesses a special atmosphere that facilitates having well-known local people such as are on the same level and have resources the networking among participants writers, artists, and athletes chair the to offer that could be exchanged for and increases the effectiveness of the event. This helps the event to gain visibility other services or goods that could exchange. The foundation plays an active and ownership within the local community. fit their needs. It is really important role in the preparatory phase, an essential to make sure, through trainings and Since 2010, 37 Marketplace events have element for the success of the event. information, that all players understand been organised in 11 municipalities in Preparations may last 1-2 months and the mechanism in order to avoid chaos Bulgaria. see the foundation providing trainings to on the day and consequently the failure local NGOs and staff of the municipality Collaboration of the initiative. on the methodology of the Marketplace. The key partnership is with local Another element that contributes to the The foundation provides all the materials municipalities that host the events and success of the initiative is the balance for the training and guidelines for the help the foundation in identifying local that has been kept in the areas of work organisation of the event. NGOs and businesses to invite to the of NGOs. Ideally it would be good to have At the event, an example of exchange events. The local NGOs and business NGOs working in the social field, sports, capital, knowledge and expertise. Through could be a local NGO that is looking for communities are essential parts of the environment, and culture. This allows the trainings and guidance the foundation computers to start a basic ICT training initiative. businesses to find more easily what they helped NGOs to acquire an understanding could be interested in, facilitating the programme in local schools. At the Local media also play an important role of their strengths. matching. same time a local bank is upgrading its to inform the local community about computing equipment. A possible deal the work of NGOs and to identify which Sometimes local clubs, sport clubs, Why this project can be a model of good could be that the bank gives its old businesses are “socially committed”. This schools, local museums and galleries practice - Companies and non-profits as computers to the NGO and in exchange the is a key element to building ownership of decided to join the event even if they co-creators NGO makes available its expertise or offers were not officially registered as NGOs. the initiative within the local community. This initiative could be considered as a to organise team- building activities for These players, e.g. museums, showed Inviting the media falls within the best practice as it has implemented a the bank, involving the employees in one enormous potentials in terms of responsibility of local partners. This helps methodology that positions businesses of the activities of the NGO or providing resources that could be made available avoid the perception that the event is and not-for-profit organisations at the the bank with their premises for a meeting to business or to NGOs. promoted by an external actor based in same level. Through this process the or celebrations. This is particularly Sofia. Challenges - Nurturing confidence of NGOs mind-set has changed and the NGOs have valuable for small local businesses that The biggest challenge was to make the adopted a more active, stronger role and often do not have the resources or Learnings NGOs understand the value of their work have shed the perception of themselves the space to organise these types of Challenges - A partnership of equals at local level even if they receive limited as just grantees and not contributors. activities. It is also important to make the The element that is key for the success support and that they do have resources This initiative is easily replicable as it is engagement of the municipality visible is the approach based on partnership to exchange with businesses and other based on an easy methodology that is during the Marketplace by, for example, on the map foundations Regional NGOs - especially in terms of human implemented step-by-step.

49 consumption. AllEFC publications are available atefc.issuelab.org The EFC prints alimited amount of paper products to decrease paper This publication hasbeenprinted usingenvironmentally-friendly ink. Creative Commons licenses. Unless otherwise noted, images inthispublication were acquired under NonCommercial-NoDerivatives 4.0 International License. This work islicensed underaCreative Commons Attribution- European Foundation Centre (EFC) 2016 foundations working regionally. practical expertise to buildasense of community amongEuropean The EFC Regional Foundations Network aimsto exchange ideas and funders. 200 philanthropic organisations, includingfoundations andcorporate Established in1989 by 7foundations, theEFC now represents more than philanthropy. understand, engagewithandtogether strengthen theenvironment for for usasanorganisation, handinwithourmembers, to reflect on, inhabits gives usa“helicopter view” thatpresents auniqueopportunity and global perspective oninstitutional philanthropy andthelandscape it to foster positive social changeinEurope andbeyond. OurEuropean We ourmembers, support both individuallyandcollectively, intheirwork landscape. with afocus onEurope, butalso withaneye to theglobal philanthropic The EFC istheplatform for andchampionof institutional philanthropy – About theEFC

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