Report

You should adapt your strategies to the emerging needs, new opportunities, changes and challenges of the labour market, renewing your training catalogue at least every three years.

Did you know that the success of an operational plan often depends on the level of staff involvement, sharing and participation (member commitment)?

The needs of stakeholders (companies, young people, families...) must always be taken into account when defining differentiated strategies and an offer dedicated to specific targets.

You should include internationalisation as part of your overall strategy.

You should always carefully analyse the operational context of your intervention before tackling an international project, checking the availability of resources, skills, time and consistency with your vision and mission.

You should plan and develop your international path, starting with solid sector-specific (local) experience and the existence of successful 'local' projects in those specific areas and sectors.

You should carefully analyse the sectors/issues on which European and international funds insist most, before applying for an international project, thus increasing the chances of success of your proposal.

You should facilitate access to language courses to improve the language skills and international competences of all staff.

You should promote the creation of an international area with specialized human resources.

Investment should be made in international activities, developing the skills and profiles of different staff: trainers, designers, consultants, researchers, administrative and reporting staff.