1. CORPORATE SOCIAL RESPONSIBILITY & STAKEHOLDERS ENGAGEMENT A new way to monitor and evaluate Key Shop project KEY SHOP 3° MEETING – BURGAS, June 2008 Proposal by Speha Fresia

2. 2 Subject Key Shop Social Report: why? Social Accountability Social Report Building a Social Report Key Shop Social Report: the model Mission Stakeholders’ roles & engagement The process: the Copenhagen Charter A way for an useful benchmarking Key Shop Mission: a first proposal

3. 3 Key Shop Social Report: Why? Because: Key Shop is a Model that we want to disseminate all over Europe Key Shop is a Model that we want to disseminate all over Europe It acts as a Social Enterprise, based on bottom up and participatory approaches It acts as a Social Enterprise, based on bottom up and participatory approaches Its value cannot be explained only with monetary or quantitative standards Its value cannot be explained only with monetary or quantitative standards Its life could go further the end of the LLP project Its life could go further the end of the LLP project

4. 4 Key reasons for social accounting ]Ordinary financial accounts do not give an inclusive account of a company activities and do not measure the consistency between the social performance and the company mission and values ]to inform stakeholders to what extent the social performance of a company corresponds to the mission and to engage them in the company strategy ]to fulfil the commitment of transparency of all actions....and in a Social Enterprise ]to promote members’ participation in the activities and in the decision-making process

5. 5 Social Report aSocial Report as a communication tool aSocial Report as tool to control performances in relation to the mission and to benchmark aSocial Report as process for social strategy To communicate with stakeholders (LLP Authority, partners, users, workers, public institutions, civil society, networks members, donors etc.) about all activities run by the Key Shops To understand the social impact of all activities and to demonstrate the consistency between the Key Shops mission statement and their practices, and to compare their performances through benchmarking It can be used for developing the social strategy or, in other words, for redefining “continuously” the relationship between the Key Shop and its stakeholders

6. 6 Building the Social Report/1 The basic steps include: kdefining the Chart of Values and the Mission åtranslation of the Key Shop Project into specific values, aims and objectives against which performance can be measured (5 articles for the Mission: prevalent/main interest, “style” or method, market, environment, “original option” – The Chart of Values to be implemented during Key Shop project). kbuilding the Social Report plan ådefining quantitative and qualitative indicators on the basis of every point of the mission statement. The choice of indicators is based on several key principles: 3measurability (it has to be quantifiable) 3significant (it has to be meaningful for stakeholders) 3comparability (with previous years and with other Key Shops/Learning Centres). The Mission and the Social Report plan have to be validated by the Board of the Partnership and by each partners organisation

7. 7 Building the Social Report is not a short term activity, nor is it an activity confined to a particular aspect of a company organisation Building the Social Report/2 kcollecting information åsystemising the procedures to collect the information kdefining the communication plan ådissemination of the Social Report is a very important step in the entire process of social accounting; by reading the Social Report stakeholders understand what the Key Shop has and has not achieved and they can see if the Key Shop has carried out their recommendations. The Social Report must be distributed at least to LLP Authority, users/clients, employees, local networks members, European Education Community and opinion leaders

8. 8 Social Report for the Key Shop: THE MODEL Be clear about Strategies and Mission A.“Is it the aim clear and shared by everyone?” B.“Who has to share the aims?“ Build an integrated system among planning/ management/ check A. “Which are the aims?” B. “Which are the indicators?” Edit the Social Report Disclosure Building a Social Report is a process not just an output ACTION 1st Step 2nd Step 3rd Step STRATEGY MISSION COMMUNICATION Institutions Promoters Measuring the coherence.. Social Report

9. 9 Stakeholders’ roles and engagement Quality Interviews with policy makers Panel with the users Focus Groups with different Stakeholders Process and results must reflect values, views and needs of all stakeholders, not only those who have the most influence over the Key Shop project The European Awareness Scenario Workshop could be a perfect method/tool to implement the Key Shop Social Report and to strengthen main stakeholders engagement

10. 10 The process: the Copenhagen Charter Top management commitment Company vision, strategy and values The stakeholder reporting process Dialogue with stakeholders Determine key performance indicators Adapt management information systems Monitor performance and satisfaction with the company's values Objectives, budget and action plan for improvement Prepare, verify and publish report Consult stakeholders about performance, values and improvement targets Identify key stakeholders, critical success factors and values

11. 11 A way for an useful benchmarking From a project to structured Learning Centres........ looking for a benchmarking system with others national and European Key Shops about: PERFORMANCE INTEGRATED SYSTEMS/NETWORKS SERVICES/ACTIVITIES TARGET GROUPS

12. 12 Key Shop Mission: 1° proposal/1 Key Shop aims to contributing to a New Culture of Learning, promoting lifelong learning, key skills and self-organised learning. It is a learning space, real and virtual, where to get information, lifelong guidance, advice, training courses and coaching targeted to adult people. KS intends to support other EU organisations to run lifelong learning quality management, offering information courses, train the trainers seminars, implementing or opening 2° generation Key Shops.

13. 13 It supports key competences acquisition and mutual knowledge exchange between learners which will ensure bottom up inputs to non-formal and informal learning, generating a broad variety of methods and learning opportunities for all. KS answers to the special learning needs of senior citizens. Key Shop Mission: 1° proposal/2

14. 14 Key Shop Mission: 1° proposal/3 As open and attractive space for creativeness, methods are flexible and integrated, strictly centred on individual, holistic and gender oriented, taking into account the different types of personalities and ways of learning. Participatory approach foresees consistent tools, focusing KS activities on the needs of learners and on the high qualification of the staff.

15. 15 Key Shop Mission: 1° proposal/4 KS works in integration with the educational local system, fostering co-operation and stakeholders engagement. The growing of the KS Community and the mutual learning among learners and staff are enabled by the Internet Platform contributing to the European Lifelong Learning network.

16. 16 Key Shop Mission: 1° proposal/5 To develop and disseminate a New Culture of Learning, KS needs high qualified staff: the key role is played by the trainer called to become a coach and a facilitator of the learning processes. High professionalism is fundamental to practice our overall motto: Learning with fun is possible!

17. 17 Key Shop stakeholders: 1° outcome from Burgas meeting We propose to use the Zadeck Model: Project Who influences more Who is central for decisions and values Who interacts more with Who is more influenced by

18. 18 Key Shop stakeholders: 1° outcome from Burgas meeting Through the Zadeck Model and after the common discussions we have tried to identify KS stakeholders: Key Shop 1-LLP Commission; 2-National/local governments; 3-Partner organisations (management); 4-Sponsors/banks/foundations; 5-……….. 1-KS partnership; 2-Users/clients; 3-Folk high schools; 4-Elderly Centres; 5-…….. 1-Local partners & networks (public Libraries, Banks of time, bookshops, Adult Education Centres/System); 2-European education networks; 3-Guidance & employment centres; 4-Fair trade organisations; 5-Voluntary and cultural associations; 6-…………… 1-Users/clients/beneficiaries (adult learners and training staff); 2-KS staff and collaborators; 3-Local communities/Next door; 4-……………….

19. 19 Key Shop stakeholders: 1° outcome from Burgas meeting To define better (also with names and surnames) our stakeholders, we should revise together the previous Map and integrate it focusing on each one local context. Starting from each partners Stakeholders Map, we will draw the global map regarding the whole Key Shop project.

20. 20 Key Shop stakeholders: Next steps timetable timetable Each partner stakeholders mapOct-08 Global Stakeholders MapNov-08 First draft of indicators & toolsNov-08 Common definition of:Dec-08  Mission statement;  Indicators Plan;  Stakeholders Map;  Informative system & tools;  Action Plan linked to dissemination actions.