3.3. The organisation

The partners interviewed mostly stated that they come into contact with young people thanks to the synergies established with the schools: —Each action, each project has its own purpose and objective aimed at the target population, we share the project with school managers and with the representatives of the local schools…

Working together for us means not offering additional spaces unrelated to the rest, but integrating what the young people do every day in their path. Besidesthat, a good contact channel is the provision of social services (guidance in order to find a job, educational inclusion, economical support): — First of all, they have to come to us because they need money, then we judge if they have right to receive the money (it depends on certain criteria). —The other type of reporting occurs through social workers, especially for projects aimed at the civic integration seekers, for people that are in a situation of social disadvantage, the communication comes to us directly from the social workers who contact us because we are a known reality and we can provide this type of support. Other synergies mentioned by partners are with associations, families, and reception centres for migrants. Talking about tools, partners have a specific division that is in charge of the communication (social media, press, blog) with the aim of reaching a wide audience of possible beneficiaries of the services. Finally, some organisations get in touch with the target population by ‘going out on the field’ : — We have our outreach work going to the streets to meet youngsters and to get in contact with them… Trying to motivate them to get some help to go further… —When we establish a contact in the street, workers say to youngest: you can call me! So, it' s quite easy, they don't need to make bureaucratic processes, they can just call me or write an email or come and visit us… I think it's very easy way to contact the person you have been talking to. During the previous stage of the MOVE Beyond project (called MOVE), we found three specific areas impacting on young people' s education, job opportunities and social transition: location, guidance, and the organisation' s characteristics. Precisely for this reason, we decided to interview the partners about their experience in these three areas, about the strengths and challenges they face to reach and keep the target population engaged. Given the specific historical period within which the project is taking place (duringtheCOVID-19pandemic), we have also investigated the strategies implemented by the organisations to keep the most vulnerable youngstersengaged, despite the social and physical distance imposed.

3.3. The organisation

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Intervieweeshave been stimulated to express their impressions concerning the strengths of their organisation from the management point of view,and we can distinguish two main dimensions:professional training need andautonomy. Among the professional figures who relate to young people with a socio-educational disadvantage, the partners indicated more traditional working figures: pedagogists, psychologists, educators; but also specific professionals able to face multilevel problems: counsellors, coaches, peer-educators, art field professionals. — With vulnerable youngest, we try to have a peer educator, an educator who, by age, experience, origin, is sympathetic to the children who participate in the training activity. —My organization has coaches who guide those youngest back to the labour market or back to school. —We work with museum educators… people with knowledge about art but who have based their work on the relationship with the public. The main role of the museum educator is to be able to take an artworkand make its relationship with the public meaningful. — Giving them some coaching services… now also online… sometimes they have problems with finding a way, like the labour market, like the field of study… So, they need some help with coaching. In addition to the professionals employed by the organisations, partners indicated some professions as an added value for working with vulnerable young people: — We need to work with people with different eyes, looking from different perspectives (musicians, artists), they can fill the gap and our blind spots. —People who know about biology culture who are in connection with the land, and artists are mostly connected with the project itself… One partner mentioned a very interesting project, which would be toinvolve young people during the project planning process: — Co-planning, if I had resources I would pay the beneficiaries, introducing them in the planning, favoring their point of view… for now, we have co-designed with teachers but for activities aimed at young people… instead… I would like to co-design with the target population…also for hiring them:If you participate,I will pay you! Related to the organisations'strengths, the interviews mentioned the ability to understand and supportthe professionals'training needs: —The organization gives us the possibility to explore and be creative…They give money to each project manager to develop different kinds of activities, hire people, and external contracts.

In fact, it is very important for the workers'well-being to have a supportive organisation behind them, able to understand their needs and wishes. Besides that, the ability of the organisation to identifythe training needs of employees is also important, because working with young people with multilevel problems implies continuous updates and specialisations on complex issues:

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—We needmotivational conversation, extra support for coaches who need to tackle various problems. —I have planned about 20 different training sessions for workers,and they are all related to our strategy… I think that it's really important to offer a chance for the staff who have training because it gives them new ideas and inspires them to try. Not all partners involved in the interviews have the opportunity to experimentwithlifelong learning.The setting of the organisations is more based on an ‘ up-to-you ’training method, based on workers' demand and initiative, especially for partners from southern and eastern Europe: — There is no structured plan let's say… a part of this activity is delegated to moments of training together. From the interviews, the dimension of autonomy emerged predominantly as input for creativity, problem solving,and flexibility in the management of problems: —Every staff member is self-responsible and that means that we gave space to each worker, and they have the possibility to make their own decisions. when you give them space, also for their own creativity and their own possibilities to risk… then you see that self-responsibility is growing from itself. Furthermore, autonomy also means the ability to make decisions and explore new possibilities. Several partners mentioned the skill to build a network as a strength of their organisation: —We have a good national and international network. —Overtime, most of our projects have developed online, involving other schools, associations, local authorities,and institutions. —Itis necessary to have a big network of companies to be informed what's happening down… and I tried to translate this to transfer that knowledge to schools… that is why I also have lots of contact with career counsellors in schools because they need to inform students what are important developments on the labour market and how they can prepare those students in the best way. The network they talk about is a very complex structure that involves actors working in the same field as organisations such as schools, companies, local and non-profit associations. This network is very important to involve different kinds of professionals, in order to address youth disadvantage. When a single element of the chain is missing, the effectiveness of the actions implemented is less strong. Cooperation and co-planning are the words most used by partners describing their own reference network; these are essential elements for achieving the objectivesset. Finally, flexibility also means being able to react rapidly to multiple problems or unexpected events. During the COVID-19pandemic,each organisation had to activate new strategies to cope with unusual ways of working and to be able to get in touch with the most

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