Diapositivo 1

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Ariadne Kick off meeting
Retro planning and work packages
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1. Presentation of the School ESCEM
2. Presentation of the Chaire and the training
   lEconomie Sociale et ses enjeux
3. Presentation of the training offer
4. The origins of the project
5. The specificity of management in social economy
   and the needs for specific training
6. The overall objectives of the project
7. The work packages

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ESCEM School of Business Management

• ESCEM Tours/Poitiers
• one of the French grandes écoles specialising in
  business and management, doubly accredited by
  AACSB and EQUIS in 2006, ESCEM boasts the highest
  international academic standards and is committed
  to developing top-quality, innovative teaching
  and research
• By obtaining both AACSB International and EQUIS
  accreditations in 2006, ESCEM has joined the
  select club of top European Management schools
  reaching the highest international academic
  standards.

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ESCEM School of Business Management

• ESCEM Tours/Poitiers
• By structuring its curriculum and its mission
  around 4 strong values that are
• commitment,
• integrity,
• curiosity
• and humility,
• ESCEM wishes to train future managers who will
  contribute to making changes. The keys to
  understanding companies lie in knowing how to
  listen, being aware of CSR (Corporate Social
  Responsibility), accepting other cultures and
  different ways of doing and thinking.

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ESCEM School of Business Management

• ESCEM Tours/Poitiers  
• KEY FIGURES
• 2800 students
• 13 000 alumni
• 70 full-time faculty members
• 110 partner institutions
• 28 double degrees
• 16 of graduates work internationally
• 450 professional visiting lecturers
• 2 campuses (Tours, Poitiers) and offices in Paris
• 400 corporate partners

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The Chair in Social Economy Management

• The Chair in "Social Economy and Management"
• Created in partnership with leading businesses
  and organizations in the sector (AUDIENS, MAIF,
  FEHAP, ANDESI, CIRIEC France).
• The Chair works on current issues in the social
  economy, as well as the specificities of
  management in those businesses.
• It provides
• training aimed at social economy employees and
  designed to strengthen the sense of belonging to
  their company by means of management
  mobilisation.
• studies and research seminars, in partnership
  with CIRIEC on the specificities of management in
  social economy

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The origins of the project

• In March 2009 the Chair launched a training
  program on the Social Economy and Management for
  managers of Social Economy organisations.
• In the past year, there have been 10 such
  training programmes, each catering to around
  fifteen people, i.e. a total of 150 people having
  attended the training.
• From the very first programme, we have witnessed
  a particularly high level of attendance at the
  training classes.
• The assessments of participants reveal a strong
  awareness of the specificities of social economy
  businesses and a stronger sense of belonging at
  the end of the training.

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The origins of the project

• We are particularly gratified to note that we are
  tackling key issues regarding the social economy
  model for economic and social development, in the
  following contexts
• economic and financial crisis based on the
  dominant economic model
• the socio-ecological transition that we have been
  observing for some years.

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The specificity of management in social economy
and the needs for specific training

• We noted that this training programme raises
  management awareness of
• the merits of the Social Economy
• the sense of belonging and pride at belonging to
  this sector
• the need to develop consistency between
  everyone's daily practices as regards the values
  advocated, the key is therefore to be
  particularly attentive to individual behaviour
• the essential role of managers in their ability
  to act as facilitators and intermediaries to
  encourage employees also to develop an awareness
  of the importance of the Social Economy and the
  sense of, and consequently pride in, belonging

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The specificity of management in social economy
and the needs for specific training (ctd.)

• The role of management according to Mintzberg

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The specificity of management in social economy
and the needs for specific training (ctd)

• As a leader, that is as the person who shows the
  direction, the manager needs to be well aware of
  the specificities of Social Economy, hence the
  need for a specific training.
• Indeed, most professionals in the field are today
  recruited based upon their technical skills, and
  less upon their human skills and the values they
  are keen on promoting.
• Therefore, social economy organisations may be
  losing the specificities of their culture as they
  get more professional and less militant, if
  they dont give good care to maintaining their
  culture and values throughout the process.
• The addition of a specific management training in
  social economy appears therefore vital to this
  professionalization process

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The overall objectives of the project

• It seems therefore relevant to recommend
  transferring this on-going training experience to
  the context of a partnership forming part of the
  European Leonardo (dissemination) programme
• Ahead of this transfer, the objective is to study
  the common European model for the management of
  organizations in social economy (référentiel
  terms of reference) and to design and develop
  enhanced training modules

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The overall objectives of this initiative

• This project is the opportunity to reach the
  following goals
• Seminars and publications
• A symposium will be held in France in march 2012
  
• the opportunity of other seminars should be
  carried out by the other partners
• A publication should be considered on  What is
  management in the social economy, what are its
  specificities and how to teach it
• Strengthening of the partnerships
•  Developing activities beyond the Ariadne project

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The overall objectives of this initiative

• This project is the opportunity to reach the
  following goals (ctd.) 
• The development of an E learning platform
• A common e-learning platform for 2013/2014
• Help new members in the European Union to open
  themselves to social economy
• By the means of innovative training programs

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WP 1 - Project management Partnership meetings

• Leader Escem
• Time span 10/2010-09/2012

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WP 2  - Transfer and integration of innovative
intial training

• Leader Escem
• Time span 10/2010-01/2011
• Step 1 - Synthesis and background information by
  ESCEM for kick-off
• Step 2 - Presentation of the "Chaire" of Social
  Economy and Management QA
• Step 3 - Bilateral meetings with each partner for
  better integration of concepts

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WP 3 - European ToR in Social Economy

• Leader HEC Liège
• Time span 02/2011-10/2011
• Step 1 - Validation of a common ToR in Generic
  Management based on existing ToR
• Step 2 - Comparative elements on national Social
  Economy status by each partner
• Step 3 - Identification of specific issues
  regarding Social Economy (after s 2 and WP 2)
• Step 4 - Finalisation of a European ToR framework
  on Management in Social Economy

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WP - 4 Further development of Training solution
in Management of Social Economy

• Leader Euricse
• Time span 10/2011-08/2012
• Step 1 - Enrich pre-exisiting BEFR based on WP3
  --gt ready for WP6
• Step 2 - Adaptation translation to UK and IT
  needs and context --gt ready for WP6
• Step 3 - Validation/Finalisation based on WP5 and
  first seminars of WP6
• Step 4 - S3 --gt Modular approach to include in
  existing management training (all countries)
• Step 5 - Quality Assurance approach to be
  integrated via the Strategy of the training offer

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WP - 5 Development of the Hungarian module and
the corresponding transfer process

• Leader BGF
• Time span 10/2011-05/2012
• Step 1 - Assessment of Hungarian specificities to
  adapt the European ToR Framework
• Step 2 - Identify organisations and people for
  the last phase of WP6
• Step 3 - Adapt S1 and S2 of WP4 based on this
  assessment and the input of people/organisations
• Step 4 - Translation of that approach into a
  transfer mechanism

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WP 6 - Pilot seminars Evaluation and validation
of the training modules

• Leader Open University
• Time span 03/2012-08/2012

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WP 7 - Promotion, dissemination and Exploitation
plan

• Leader Mac- Team
• Time Span 12/2010-09/2012
• Steps
• Action 1 - Communication strategy and plan
• Action 2 - Internet website
• Action 3 - Communication and promotional
  materials (to be defined by Action 8 on top of
  www, leaflet)
• Action 4 - Support to users on collaborative
  tools
• Action 5 - 1 or several publications (CIRIEC
  Revue intl, Management Avenir, CIRIEC
  collection)
• Action 6 - joint Ariadne/CIRIEC symposium
• Action 7 - Support to partners to implement
  events/conferences
• Action 8 - Exploitation and Action plans

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WP 7 - Promotion, dissemination and Exploitation
plan (ctd.)

• Deliverables

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Hermes-OSROpen Social Responsibility

• For more information www.social-economy-training
  .eu info_at_social-economy-training.eu.eu B 32
  485 800 009F 33 680 184 029