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Catalogue of Good Practices D1.2.1. Knowledge catalogue of Best Practices on inclusive territorial development

Structure of the document Contents INTRODUCTION.................................................................................................................................. 5 1. BEST PRACTICES OF AN INCLUSIVE SOCIETY: PEOPLE WITH DISABILITIES .................. 6 1.1. No.1. Accessibility for Persons with Disabilities to Public Institutions: The Case of Sevnica Municipality..................................................................................................... 6 1.1.1. Financial overview ......................................................................................................... 8 1.1.2. Strategic and financial recommendation ............................................................ 11 1.2. No 2. OBC Transportation................................................................................................. 14 1.2.1. Financial overview ....................................................................................................... 17 1.2.2. Strategic and financial recommendation ............................................................ 20 1.3. No. 3. Accessible ZICER ...................................................................................................... 23 1.3.1. Financial overview ....................................................................................................... 27 1.3.2. Strategic and financial recommendation ............................................................ 31 1.4. No. 4. “My work” .................................................................................................................. 35 1.4.1. Financial Overview ...................................................................................................... 38 1.4.2. Strategic and financial recommendation ............................................................ 40 2. BEST PRACTICES OF AN INCLUSIVE SOCIETY: SOCIAL ACTIVATION OF ELDERLY ..... 44 2.1. No.5. Zavod Oreli – Innovative Community Support for older people .............. 44 2.1.1. Financial overview ....................................................................................................... 49 2.1.2. Strategic and financial recommendation ............................................................ 52 2.2. No. 6. Baba Residence ....................................................................................................... 56 2.2.1. Financial Overview ...................................................................................................... 61 2.2.2. Strategic and financial recommendation ............................................................ 64

2.3. No. 7. “Elderly in action” (part of integrated multidisciplinary support services for elderly from 6th district of Bucharest, Romania) .................................... 68 2.3.1. Financial overview ....................................................................................................... 78 2.3.2. Strategic and financial recommendation ............................................................ 79 2.4. No. 8. Changing Trains Station Offingen ..................................................................... 83 2.4.1.Financial Overview ....................................................................................................... 88 2.4.2. Strategic and financial recommendation ............................................................ 90 2.5. No. 9. DANECT ....................................................................................................................... 94 3.5.1. Financial overview ....................................................................................................... 97 3.5.2. Strategic and financial recommendation ............................................................ 99 Development phase (project-based) .............................................................................. 100 2.6. No 10. SOCIAL MEDIA CAMPAIGN_ISG AMABILIS..................................................... 103 2.6.1. Financial overview ..................................................................................................... 109 2.6.2. Strategic and financial recommendation .......................................................... 112 2.7. No. 11. OBC ZAZELI ............................................................................................................ 115 2.7.1. Financial overview ..................................................................................................... 122 2.7.1. Strategic and financial recommendation .......................................................... 124 2.8. No. 12. Age is just a number – supporting older women through education, socialization and prevention .......................................................................... 128 2.8.1. Financial overview ..................................................................................................... 129 2.8.2. Strategic and financial recommendation .......................................................... 132 2.9. No. 13. Centre for Healthy Aging in Bihać ................................................................ 136 2.9.1. Financial Overview .................................................................................................... 140 2.9.2. Strategic and financial recommendation .......................................................... 142 2.10.No. 14. The Big Village Book of Taliándörögd ......................................................... 146 2.10.1.Financial Overview ................................................................................................... 149 2.10.2. Strategic and financial recommendation ....................................................... 151 2.11. No. 15. Dialogue Between Generations ................................................................... 155 1.

Identification data ........................................................................................................... 155

The objective(s) of the good practice ........................................................................ 156

Summary of the good practice .................................................................................... 156

Challenges during the implementation period ..................................................... 157

Measures taken to overcome the challenges ........................................................ 158

The result of the good practice ................................................................................... 158

7. Future perspectives for the initiatives (including pictures and visual materials) .................................................................................................................................... 160 8.

Relevance for the ELEVATE project ............................................................................. 160

Potential for learning or transfer ............................................................................... 161

10.

Recommendations for reusing this good practice ........................................... 161

2.11.1.Financial Overview ................................................................................................... 162 2.11.2. Strategic and financial recommendation ....................................................... 165 3.BEST PRACTICES OF AN INCLUSIVE SOCIETY: HEALTH SERVICES ................................. 169 3.1. No. 15. Joint centres of integrated health and social care .................................. 169 3.1.1. Financial overview ..................................................................................................... 175 3.1.2. Strategic and financial recommendation .......................................................... 177 3.2. No. 16. Joint social services community planning at the micro-regional level ......................................................................................................................................................... 181 3.2.1. Financial overview ..................................................................................................... 184 3.2.2. Strategic and financial recommendation .......................................................... 186 3.3. No. 17. Municipality of Irig good practice activities for elderly and persons with disabilities ......................................................................................................................... 190 3.3.1. Strategic and financial recommendation .......................................................... 196 4. FINAL STRATEGIC AND FINANCIAL RECOMMENDATIONS ............................................ 200 4.1. The core problem (common to almost all cases) ................................................... 200 4.2. Strategic principle (most important) ......................................................................... 200 4.3. Programmatic (content) recommendations ............................................................ 201 4.3.1 Move from “activities” to “services” ..................................................................... 201 4.3.2 Institutionalisation (critical step) ......................................................................... 201 4.3.3 Integration instead of fragmentation ................................................................. 201 4.3.4 Community ownership ............................................................................................. 202 4.4. Financial recommendations (core sustainability model) .................................... 202 4.4.1 Diversified funding structure ................................................................................. 202

4.4.2 Small but stable public funding (the key leverage) ......................................... 202 4.4.3 Multi-year agreements instead of annual grants ............................................ 202 4.4.4 Corporate / ESG partnerships (underused potential) ..................................... 203 4.4.5 Service-based revenue (where possible) ............................................................. 203 4.5. Governance recommendations .................................................................................... 203 4.5.1 Permanent coordination function ........................................................................ 203 4.5.2 Link planning to funding (“Plan = Money”) ............................................................ 204 4.6. Motivation model (why this works) ............................................................................ 204 4.7. Strategic positioning (critical mindset shift) ........................................................... 204 4.8. Key financial logic (the most important takeaway) .............................................. 205 4.9. Final strategic message................................................................................................... 205

Context INTRODUCTION The ELEVATE project aims to build capacities for partners to be active actors in making the Danube region a frontrunner in enhancing inclusion and accessibility key elements of balanced territorial development. By integrating best practices and pilot actions for placebased social inclusion the project aims to bring pragmatic solutions and empower the elderly and people with disabilities to be the agents of change towards an inclusive society. With the purpose of having a comprehensive basis for UNDERSTANGING – ADAPTING – REPLICATING the good practices shared within the project, this template proposes a framework for all the best examples for inclusive territorial development for inclusive communities. This way the knowledge is shared and understood in a structured way for building the capacity of project partners to adapt and reuse some of the best projects identified within the thematic focus of the ELEVATE project.

The role of these Good Practices is demonstrating good implementation of other inspiring examples of projects that extend the urban development and accessibility of older people & people with disabilities to a better life. Catalogue of Good Practices developed within the ELEVATE project aims to strengthen capacities for social inclusion and accessibility in the Danube region. The catalogue collects and analyses practical examples of initiatives that support inclusive territorial development, particularly for older people and people with disabilities. Its purpose is to help project partners and local stakeholders understand, adapt and replicate successful initiatives, thereby improving the implementation of inclusive policies and services in their regions.

1. BEST PRACTICES OF AN INCLUSIVE SOCIETY: PEOPLE WITH DISABILITIES 1.1. No.1. Accessibility for Persons with Disabilities to Public Institutions: The Case of Sevnica Municipality 1. Identification data Name of the good practice:

Disadvantaged target group(s): Organisation in charge of the good practice: Location of the practice:

Duration: Funding source: Geographical scope of the practice:

Accessibility for Persons with Disabilities to Public Institutions: The Case of Sevnica Municipality Persons with disabilities (including individuals with mobility, visual and hearing impairments) Municipality of Sevnica Country: Slovenia Region: Posavje City: Sevnica Ongoing (2022–present) Municipal budget, Ministry of Public Administration of the Republic of Slovenia Local

2. The objective(s) of the good practice To systematically improve the accessibility of public infrastructure and services for persons with disabilities by removing physical and communication barriers, introducing assistive technologies, and embedding accessibility within municipal planning and development strategies.

3. Summary of the good practice The Municipality of Sevnica has adopted a comprehensive approach to accessibility in public institutions, guided by its Action Plan for Persons with Disabilities 2025–2029. The initiative addresses infrastructural and informational accessibility. Recent upgrades include the installation of accessible restrooms in the municipal building, tactile signage and hearing loops in the public library, and wider improvements across town facilities

such as ramps, elevators, and assistive devices. The municipality also participates in the national project "Enabling Multimodal Mobility for Persons with Various Disabilities", which supports planning through an interactive mobility map. Stakeholders include municipal departments, local disability associations, and national institutions. Beneficiaries are residents with various disabilities and the general public.

4. Challenges during the implementation period • Limited municipal budget and the need to prioritise between several

infrastructure needs. • Coordinating multiple stakeholders (public institutions, national bodies, civil society). • Ensuring that implemented solutions respond to the real needs of persons with disabilities.

5. Measures taken to overcome the challenges • Phased implementation aligned with budget cycles. • Formation of a consultative body (Sevnica Disability Council) to guide

planning. • Close cooperation with the Association of Disabled Persons of Sevnica and national associations (ZDIS). • Participation in national programmes to access technical support and additional funding.

6. The result of the good practice Improved accessibility of key public buildings in Sevnica, benefiting persons with mobility, visual and hearing impairments, through specific physical upgrades and inclusive planning. Further details: • New accessible restrooms installed in the municipal building. • Tactile floor signage and hearing loops added to Sevnica Library. • Accessibility audits and mapping completed for Sevnica and Boštanj. • Strategic plan adopted; application for certification as "Municipality Tailored to the Needs of People with Disabilities" is in progress.

7. Future perspectives for the initiatives (including pictures and visual materials) • Planned installation of an elevator in the Sevnica Cultural Hall (2025). • Further implementation of hearing loops and tactile indicators in other

public institutions. • Launch of a dedicated municipal web portal for accessibility resources.

• Continued collaboration with civil society through the Sevnica Disability

Council.

8. Relevance for the ELEVATE project This good practice aligns directly with the core objectives of the ELEVATE project by showcasing how inclusive territorial development can be implemented at the local level. It reflects a place-based approach to accessibility, combining physical infrastructure improvements with participatory planning and stakeholder engagement. The practice contributes to the project’s goal of empowering people with disabilities and enhancing social inclusion in the Danube region through replicable and scalable solutions.

9. Potential for learning or transfer This practice demonstrates how a small municipality can make tangible improvements in accessibility through strategic planning, cooperation with stakeholders, and use of national-level support programmes. The phased and consultative approach, combined with practical implementation, makes this model replicable in other municipalities with limited resources. Key success factors include stakeholder involvement and integrating accessibility into broader urban planning.

10.

Recommendations for reusing this good practice

• Begin with a needs analysis in cooperation with local disability

organisations. • Set up a dedicated consultative body to steer implementation. • Ensure continuous monitoring and adapt measures based on user feedback. • Leverage national or EU-level projects to co-fund local interventions. • Focus not only on physical adaptations but also on digital and informational accessibility.

1.1.1. Financial overview Funding source The good practice is financed through a combination of public, EU and private sources, including: • EU funds (Erasmus+ grant) • Sponsors to be added in 2026, with the intention to form a consortium of sponsors (tourism organisations, national tourism organisation, telecommunications company, food company and bank) • Donors (individuals and legal entities) contributing through the Kind Life project via a transparent, blockchain-supported donation platform

•

A donation campaign for the Kind Life project aimed at enabling the staging of a theatre performance (comedy) in a retirement home

The amount of money dedicated to the activity The good practice has been financed primarily through the municipal budget of the Municipality of Sevnica, amounting to approximately €5,000.

Period in which money was spent 2022 – present (ongoing). Spending has taken place continuously and in line with: - Annual municipal budget planning - Phased implementation under the Action Plan for Persons with Disabilities 2025–2029 - Participation in national programmes and projects

What was money spent on (performed activities) Financial resources were allocated to the following activities: - Installation of accessible sanitary facilities in the municipal building - Installation of tactile floor signage and hearing loops in the Sevnica Library - Removal of physical barriers through ramps, minor adaptations and assistive devices in public institutions - Accessibility audits and mapping for Sevnica and Boštanj - Preparation of strategic and planning documents, including the Action Plan - Participation in the national project Enabling Multimodal Mobility for Persons with Various Disabilities, mainly covering planning, data integration and technical coordination

Who performed the activities Activities were implemented through a multi-stakeholder governance model involving: - Municipality of Sevnica (technical and administrative staff, urban planning and public infrastructure departments) - Local public institutions (library, cultural and administrative facilities) - Civil society organisations (Association of Disabled Persons of Sevnica, national disability umbrella organisations – ZDIS) - National institutions (Ministry of Public Administration) - External experts (accessibility and mobility experts and technical contractors) The model relied on a limited number of specialised experts, complemented by strong involvement of end users through consultative mechanisms.

Result of the activities - Tangible improvements in physical and communication accessibility of key public buildings

- Increased usability of public services for persons with mobility, visual and hearing impairments - Completed accessibility audits and spatial mapping as a basis for future investments - Strategic framework adopted and formal process initiated for certification as a Municipality Tailored to the Needs of People with Disabilities - Institutionalised cooperation between municipal authorities, civil society organisations and national institutions

Where was the money spent most effectively and where less so, and why? The funds were spent most effectively across all implemented activities, as the project follows a lean approach to resource use. No significant inefficiencies were identified.

If the funds were used less efficiently, how would they be better allocated in the future? Future improvements include: - Bundling accessibility upgrades during planned renovations to reduce unit costs - Increasing investment in digital and informational accessibility with high impact and relatively low cost - Strengthening monitoring mechanisms to prioritise interventions with the highest user impact

What is the realistic possibility of further financing? How is the project currently financed? Current financing is ensured through municipal budget allocations and national-level cofinancing. Future financing options include continued municipal commitments, national public calls and EU funding programmes focused on social inclusion and accessibility.

Other financing or collaboration possibilities for long-term sustainability Additional opportunities include: • Integration of accessibility measures into all publicly funded renovation and construction projects, ensuring mainstreamed financing rather than standalone budgets • Partnerships with national infrastructure and digitalisation programmes • Collaboration with universities and research institutions for pilot testing and evaluation • Participation in international projects and networks (such as Interreg ) to cofinance innovation and knowledge transfer

Long-term sustainability is primarily ensured through institutionalisation within municipal governance, rather than reliance on one-off project funding.

1.1.2. Strategic and financial recommendation Accessible Municipality Sevnica: From Projects to Long-Term Development Why this matters The Municipality of Sevnica has already taken important steps to improve accessibility through its Action Plan 2025–2029, phased infrastructure improvements and cooperation with disability organisations. However, key challenges remain: • • • •

limited municipal budget, dependence on short-term project funding, fragmented responsibilities, low long-term implementation motivation.

Accessibility is not only a social policy issue – it is a strategic development investment: • • • •

ageing population and increasing service needs, improved quality of life for all residents, accessible tourism and local economic potential, higher success in attracting EU funding.

Strategic objectives (2025–2030) 1. 2. 3. 4.

Accessibility as a standard in all public investments. Shift from project-based to structural financing. Development of services (not only infrastructure). Increased external funding and private-sector partnerships.

Recommended actions 1) Institutionalisation (high impact, low cost) • • •

Appoint a Municipal Accessibility Coordinator (0.2–0.3 FTE). Include accessibility targets in annual departmental work plans. Establish a permanent budget line (approx. €10,000–€20,000 annually).

Impact: stronger accountability, continuity and improved access to external funding.

2) “Accessibility in every investment” principle All renovation or construction projects should include: • •

accessibility assessment, integration of accessibility measures into planned works.

This is the most cost-effective and sustainable way to improve accessibility.

3) High-impact service development Priority low-cost solutions: • • • •

municipal accessibility web portal, public accessibility map, mobility support services for elderly and persons with disabilities, information/advisory point for vulnerable groups.

Digital and information accessibility offers high impact at relatively low cost. 4) Active external funding strategy Public sources • • •

ESF+ (social inclusion) Interreg (pilot and innovation projects) national ministry calls

Additional sources • • •

corporate social responsibility (CSR) partnerships, sponsor consortium, donations and community fundraising.

Target: leverage external funding to multiply municipal investment. 5) Measurable results to increase motivation Annual indicators: •

percentage of accessible public buildings,

• • • •

number of improvements implemented, number of service users, external funds secured, user satisfaction.

Public reporting increases transparency and political visibility.

Organisational model • • • •

Municipal Accessibility Coordinator Disability Council (advisory role) Partners: NGOs, public institutions, businesses Service delivery where possible through NGOs or social enterprises

Financial framework • • •

Municipal core funding: €10,000–€20,000 annually External funding potential: €30,000–€100,000 annually Major infrastructure improvements integrated into regular investment plans

Key message for decision-makers The greatest impact does not come from more projects, but from: • • •

clear responsibility, stable financing, integration of accessibility into all investments.

This approach strengthens Sevnica as: • • • •

an inclusive and age-friendly municipality, an attractive place to live and visit, a successful EU funding applicant, a financially efficient local government.

Recommended next step (2026): Appoint an Accessibility Coordinator and adopt an annual operational plan with measurable targets.

1.2. No 2. OBC Transportation 1. Identification data Name of the good practice:

Disadvantaged target group(s):

Organisation in charge of the good practice: Location of the practice:

Public Call for the Co-Financing of Oncology Patient Transportation Programs for Therapy from Local Self-Government Units in OsijekBaranja County Oncology patients residing in Osijek-Baranja County undergoing therapy at the Oncology Clinic of the Clinical Hospital Centre Osijek. Osijek-Baranja County

Duration:

Country: Croatia Region: Osijek-Baranja County City: 12 months (1.1.2025. – 31.12.2025.)

Funding source:

(Please fill in multiple sources, if it is the case) The budget of Osijek-Baranja County and the budgets of local self-government units

Geographical scope of the practice:

(National/ Regional/ Local) Regional

2. The objective(s) of the good practice Objective of the Public Call The subject of this Public Call is the submission of applications for the co-financing of programs by local self-government units within Osijek-Baranja County (cities and municipalities) that provide transportation for oncology patients to the Oncology Clinic of the Clinical Hospital Centre Osijek, funded from the Osijek-Baranja County Budget. Program Objective The objective of the program is to facilitate the treatment of oncology patients by providing free transportation from their home entrance to the entrance of the Oncology Department of the Clinical Hospital Centre Osijek, as well as return transportation home after therapy, every working day.

3. Summary of the good practice Osijek-Baranja County covers an area of 4,152 km² and comprises a total of 42 local selfgovernment units. Inter-municipal public transport in the County is organized as road, rail, and tram transport (the latter within the city of Osijek). Rural areas near urban centers are often better connected, while more remote rural areas face challenges such as a lack of routes and limited access to public transport services. Oncology patients belong to a category of individuals with extremely serious health conditions who require special care, including transportation from their doorstep to the entrance of the Oncology Department. In Osijek-Baranja County, the only Oncology Department is located within the Clinical Hospital Centre in the city of Osijek. According to the Croatian healthcare system, there are two models of co-financing patient transport. Sanitary transport includes transportation from the patient's home to the healthcare institution, but it is primarily intended for immobile patients, those with severe mobility issues, and those for whom independent movement is not recommended due to the nature of their illness. As a result, many oncology patients are not eligible for this service. Co-financing of public transport to the treatment location is available to all patients referred for treatment outside their place of residence, but only if the distance from the departure point to the destination exceeds 50 kilometers. Although state-level measures exist to provide patient transportation, Osijek-Baranja County has recognized that these measures are insufficient and inadequate for this specific category of patients. Due to the nature of their medical condition and treatments, as well as the long distances between towns, lengthy travel times, and the limited number of inter-municipal transport lines, these patients, especially those living in rural and remote areas, are often forced to cover part of the transportation costs to Oncology Department of the Clinical Hospital Centre Osijek using private means. The programs are implemented through co-financing within a public call that remains open throughout the entire budget year, and applications are submitted by local self-government units within the County. Since these units are most familiar with the needs of their local populations, they are considered the most competent to design and implement their own transportation programs. The funds can be used to cover all transportation-related costs, including vehicle maintenance, telephone expenses, work uniforms, and salaries for drivers and dispatchers. Osijek-Baranja County co-finances 50% of the total costs, while the applicantlocal self-government units commits to co-financing the remaining 50%.

A contract is signed with each local self-government unit whose program is approved for co-financing. The contract regulates the mutual rights and obligations of the local selfgovernment unit (as the beneficiary) and the County. It also stipulates the reporting obligations and deadlines regarding the implementation of the co-financed program. Reports must be accompanied by supporting documents and relevant attachments arising from the program's activities. Under the first Public Call, which started on July 25, 2024, and remained open until the end of the year, co-financing was provided for transportation programs for oncology patients from the Municipality of Bilje (16 patients included in the program, 288 trips) and the City of Belišće (3 patients included, 14 trips). A total of €3,066.68 was spent from the County Budget for these two programs, out of the €50,000.00 allocated for this purpose in 2024. Osijek-Baranja County, as the issuer of the Public Call and co-financer of the program, local self-government units, as program applicants and co-financers responsible for implementation in their respective areas, private companies, as transport providers for end users, public transport operators, and oncology patients, as the beneficiaries.

4. Challenges during the implementation period This pilot project is still in the early stages of implementation, and its expansion is expected in the coming period through the inclusion of additional local self-government units from across Osijek-Baranja County.

5. Measures taken to overcome the challenges N/A

6. The result of the good practice Under the first Public Call, which began on July 25, 2024, and remained open until the end of the year, co-financing was provided for transportation programs for oncology patients from the Municipality of Bilje (16 patients included in the program, 288 trips) and the City of Belišće (3 patients included, 14 trips). For 2025, Osijek-Baranja County published a new Public Call on January 20, 2025, for the co-financing of oncology patient transportation programs run by local self-government units within the County. The aim is to continue supporting municipal programs that provide free transportation for oncology patients to the Oncology Clinic at the Clinical Hospital Centre Osijek, funded from the Osijek-Baranja County Budget for 2025, with up to €50,000.00 allocated for this purpose.

So far, contracts have been renewed with the City of Belišće (€5,000.00) and the Municipality of Bilje (€11,790.00), while no applications have been received from other local self-government units.

7. Future perspectives for the initiatives (including pictures and visual materials) This pilot project is still in the early stages of implementation, and its expansion is expected in the coming period through the inclusion of additional local self-government units from across Osijek-Baranja County.

8. Relevance to the ELEVATE project This pilot program is linked to the ELEVATE project, as it involves a broader range of stakeholders through a single initiative - including regional authority, which carry out regulatory, legal, coordination, and organizational tasks within the fields of healthcare and social welfare; local self-governments, which understands the needs of the local population and responds to them more effectively; private enterprises and public transport providers, who are engaged in the implementation of activities; and finally, the beneficiaries - oncology patients, whose access to healthcare services within OsijekBaranja County has been significantly improved.

9. Potential for learning or transfer The collaboration of various stakeholders, including regional and local authorities, private companies, and public transport providers has enabled a swift and high-quality response to societal needs for which the state has not provided, or has insufficiently provided, funding. It also reflects the fact that transport connectivity and local needs vary across counties in Croatia, which is why this is a regional project. The program is being implemented in Osijek-Baranja County, which is part of the NUTS 2 region of Pannonian Croatia.

10.

Recommendations for re-using this good practice

This model of involving regional and local authorities, as well as private and public organizations through a project-funded initiative, can also be applied to elderly persons and persons with disabilities as target and beneficiary groups in other partner countries.

1.2.1. Financial overview Funding source The programme is financed through funds of local self-government units and the OsijekBaranja County budget.

The amount of money dedicated to the activity Allocated -2024:€50,000.00 -2025:€50,000.00

Period in which money was spent - July 25 - December 31, 2024 -January 1 - December 31, 2025

What was money spent on (performed activities) In 2024, the Osijek-Baranja County began implementing a pilot project that provides funds for co-financing the program of transporting oncology patients to their therapies at the Department of Oncology at the Osijek Clinical Hospital. The programs are implemented through co-financing through a public call open throughout the entire budget year, and are applied for by local government units from the County. Since the units know the specifics of their area best, they are considered the most competent to design their own transportation programs and its implementation in their area. The goal is to facilitate treatment for oncology patients by providing free transportation from their home to the entrance to the Osijek Clinical Hospital, as well as returning home after therapy, every working day. The funds can be used for all transportation costs, vehicle maintenance, telephone costs, work clothes and salaries of drivers and dispatchers. The costs of creating promotional material and other promotional activities are not considered eligible expenses. In this case, co-financing of up to 50% of the costs of implementing the program by the local government unit is provided.

Who performed the activities Local government units in the Osijek-Baranja County implemented transportation programs using their own means of transportation or in cooperation with utility companies, taxi services or civil society organizations that have a vehicle and driver at their disposal. and drivers.

Result of the activities Through the first Public Call, which began on July 25, 2024 and was open until the end of the year, programs for the transport of oncological patients from the area of the municipality of Bilje (16 patients included in the program, 288 transports) and the city of Belišće (3 patients included in the program, 14 transports) were co-financed. A total of 3,066.68 euros were spent from the County Budget for this purpose and for both programs, out of a total of 50,000.00 euros planned for 2024. Through the Public Call for 2025, which began on January 20, 2025 with the aim of continuing the co-financing of the program of municipalities and cities in the County, contracts were renewed with the City of Belišće (5,000.00 euros for the planned 15 patients), the Municipality of Bilje (11,790.00

euros for the planned 15 patients), and contracts on co-financing the program were concluded with the City of Našice (5,000.00 euros for the planned 50 patients) and the Municipality of Semeljci (8,500.00 euros for the planned 10 patients).

If the funds were used less efficiently or misallocated, how would they be better allocated in the future? Local government units are considered the most competent and accessible to carry out these types of activities for oncology patients living in their area. Efficiency and better allocation of funds in the future would be ensured by their greater motivation, i.e. by including as many units as possible in their programs in order to include as many oncology patients in the County as possible and to ensure their equal rights. Only 4 out of 42 local government units participated in this project,

What is the realistic possibility of further financing? How is the project currently financed? The County plans to continue supporting local transportation programmes in 2026 through a new Public Call, which will remain open throughout the year. The programme scope will be expanded to include transport to multiple clinics and institutes within the Clinical Hospital Center Osijek, depending on patients’ diagnoses. Local self-government units will be required to ensure better information dissemination, particularly through family (general) medicine doctors. A total of €70,000 has been allocated for the programme in 2026.

Other financing sustainability

collaboration

possibilities

for

long-term

As this programme represents an above-standard healthcare service for oncology patients, the current financing model is considered appropriate.Long-term sustainability would be strengthened if local self-government units integrate these transportation services as permanent budget programmes, with continued financial support from Osijek-Baranja County.

1.2.2. Strategic and financial recommendation Transport for Vulnerable Groups: From Pilot Projects to a Permanent Municipal Service Why this matters Many elderly people, persons with disabilities and chronically ill residents face serious barriers in accessing healthcare and essential services due to: • • •

long distances, limited public transport, health-related mobility limitations.

The OBC Transportation model demonstrates that organised transport significantly improves access to treatment and quality of life through shared regional and local financing. Key challenge Most municipal transport initiatives remain: • • • •

project-based, short-term, weakly institutionalised, with low implementation motivation.

The solution is to establish transport for vulnerable groups as a permanent municipal service. Strategic objectives (2026–2030) 1. 2. 3. 4.

Demand-responsive transport service for vulnerable residents. Integration into the regular municipal budget. Co-financing from regional, national or EU sources. Contract-based service delivery.

Service model 1) Demand-responsive transport (“transport on request”) Eligible users: • • • •

elderly (65+), persons with disabilities, chronically ill, socially vulnerable residents.

Main purposes: • • • •

healthcare access, social services, administrative needs, day care or community centres.

2) Organisation Municipality: •

service owner and financer.

Service provider: • • •

municipal utility company, private transport or taxi provider, NGO or social enterprise.

A multi-year contract (3–5 years) ensures operational stability. Financing Basic model • •

30–50%: regional/national or EU funding 50–70%: municipal budget

Shared financing significantly increases local implementation motivation. Potential funding sources • •

ESF+ (social inclusion and access to services) Interreg (pilot mobility solutions)

• •

national public calls (health, social care, mobility) CSR partnerships or local business support

Financial framework (indicative) Annual cost: •

€20,000–€40,000 (contracted service model, one vehicle equivalent)

Performance indicators (to strengthen political support) Annual monitoring: • • • • •

number of users, number of trips, cost per trip, user satisfaction, external funding secured.

Key message for decision-makers Long-term impact requires: • • • •

permanent budget allocation, multi-year service contracts, shared financing, treating the service as local social infrastructure, not a temporary project.

Recommended first step (2026): Launch a one-year pilot demand-responsive transport service with a plan for integration into the regular municipal budget.

1.3. No. 3. Accessible ZICER 1. Identification data Name of the good practice: Disadvantaged target group(s):

Organisation in charge of the good practice:

Location of the practice:

Hackhaton: Pristupačni Zagreb (Accessible Zagreb) • Persons with disabilities • Elderly persons with mobility challenges • Individuals with temporary physical limitations • Families with children in strollers City of Zagreb – Department for Social Protection and Persons with Disabilities, in collaboration with Zagreb Innovation Centre (ZICER) Country: Croatia Region: City of Zagreb City: Zagreb

Duration: Ongoing since 2019 Funding source:

• City of Zagreb budget • Project-based support (hackathon

implementation and app development) • Zagreb Innovation Centre (ZICER) resources and technical support • Sponsors Geographical scope of the practice: Local

2. The objective(s) of the good practice The Pristupačni Zagreb initiative seeks to improve the accessibility and inclusiveness of public spaces in Zagreb by systematically collecting, verifying, and openly sharing accessibility data for public and private venues. This project started through a hackathon organized by ZICER, the City of Zagreb, and the City Office for Social Protection and Persons with Disabilities. Teams of diverse professionals collaborated to develop three main tools: a comprehensive database of

public-interest venues, a mobile application, and a web interface allowing users to update accessibility information. Specific objectives include: • Empowering people with disabilities and mobility challenges by providing clear and trustworthy accessibility information, supporting independent city navigation. • Raising awareness among public institutions, businesses, and citizens about the value and current state of urban accessibility. • Supporting inclusive urban planning and development through reliable data and digital tools. • Encouraging citizen involvement by offering accessible methods for reporting and updating accessibility information. • Promoting cross-sector collaboration between city authorities, tech innovators, and NGOs to deliver inclusive urban solutions.

3. Summary of the good practice The Accessible Zagreb initiative addresses the lack of easily accessible, centralized data on the physical accessibility of buildings across public, private, and civic sectors in Zagreb. Recognizing the difficulties people with disabilities face in navigating urban spaces, the City of Zagreb, together with ZICER, developed a digital solution to enhance autonomy and inclusion. Initiated from a city-organized hackathon, the outcome was a mobile and web application featuring detailed assessments of over 2,500 facilities, each categorized by accessibility level. Entries include photographs and Google Maps integration for seamless navigation. Regular updates and community-driven data submissions keep the information relevant. Key stakeholders include Zagreb's city administration, ZICER, and local disabilityrights NGOs, while primary beneficiaries are persons with disabilities, elderly residents, parents with strollers, and the general population. The centralized data not only boosts daily mobility but also raises awareness and encourages collective responsibility for inclusive development.

4. Challenges during the implementation period During the implementation, several challenges emerged: • Collecting and verifying accurate, consistent accessibility data for thousands of venues required considerable fieldwork, coordination, and a robust assessment methodology. Ensuring unbiased data across different facilities was complex. • Engaging private facility owners and maintaining their participation was challenging without legal obligations or incentives.

• Developing a user-friendly digital platform balancing technical capabilities

with user needs required continuous development, updates, and maintenance. • Raising awareness and promoting platform usage involved significant communication efforts, particularly targeting groups with limited digital skills.

5. Measures taken to overcome the challenges To manage these challenges, strategic actions were undertaken: • A structured data-collection methodology was developed in cooperation with experts and end-users, supported by trained staff and volunteers who gathered and verified information, supplemented with photographic evidence for transparency. • Stakeholder cooperation improved through ongoing dialogue with public institutions and private owners, emphasizing social responsibility and the benefits of being listed as accessible locations. • Technical support was enhanced through collaboration with ZICER and local tech specialists, ensuring a robust, scalable digital platform, alongside regular maintenance and updates. • An outreach strategy was implemented, leveraging media, community organizations, and public events, and collaborating closely with disability associations to effectively reach target users.

6. The result of the good practice Accessible Zagreb successfully mapped accessibility for over 2,500 facilities, significantly enhancing mobility for people with disabilities. The initiative has fostered collaboration across sectors, heightened public awareness, and empowered users to actively shape a more inclusive city. Quantitative impacts: • Over 2,500 facilities assessed and categorized. • Google Maps integration for simplified navigation. • High platform engagement, including thousands of visits and app downloads. • Regular user-driven data updates. Qualitative impacts: • Improved cooperation between local authorities and disability-focused NGOs. • Increased stakeholder recognition of accessibility importance, with many facilities voluntarily requesting inclusion. • Established as a successful example of civic tech innovation, transforming from a hackathon idea into a sustainable service. • Actively utilized by city planners and infrastructure departments as an inclusive development tool.

This initiative exemplifies how combining technology, community involvement, and institutional support can lead to impactful solutions.

7. Future perspectives for the initiatives (including pictures and visual materials) Accessible Zagreb has set a solid foundation for future growth in inclusive urban planning. Plans include: • Continuous expansion to cover cultural institutions, recreational

spaces, and transport infrastructure, including regular reassessment of existing data. • Replicating the model in other Croatian cities, with discussions already underway. • Integration into broader smart city initiatives, allowing combined accessibility and real-time urban data. • Educational programs and advocacy campaigns targeting urban developers and business owners to enhance inclusive practices. • Enhanced user interaction features, including improved feedback options and interactive, gamified elements.

8. Relevance to the ELEVATE project The Accessible Zagreb initiative aligns directly with the goals of the ELEVATE project by demonstrating inclusive governance practices and enhancing local stakeholder capacities in inclusive urban strategies. It contributes to ELEVATE by: • Showcasing an integrated, user-centric approach combining digital innovation and community participation. • Enhancing cooperation between city authorities, tech innovators (ZICER), and civil society. • Offering a replicable model for inclusive urban development. • Serving as a practical case of using technology to facilitate citizen engagement and service improvement.

9. Potential for learning or transfer Accessible Zagreb is highly transferable due to its straightforward methodology, digital tools, and strong stakeholder engagement. Its success is built upon user participation, local government support, and scalable infrastructure. It is easily adaptable in municipalities already prioritizing smart city innovations or inclusive planning. Potential risks include inadequate coordination or insufficient political support. Other Croatian cities have expressed interest in adopting the model, and Zagreb is prepared to share its experience with ELEVATE partners.

10.

Recommendations for re-using this good practice

For successful replication: • Secure strong political and institutional backing. • Engage directly with end users and NGOs early to ensure the platform meets actual needs. • Develop standardized and easily applied accessibility assessment criteria. • Partner with local innovation hubs (e.g., ZICER) to improve platform quality and reduce costs. • Implement a comprehensive communication and outreach strategy. • Plan for ongoing platform maintenance, updates, and user support. Adopting this practice within a broader inclusive governance strategy enhances its effectiveness and sustainability.

1.3.1. Financial overview Funding source The good practice was financed through a combination of public funding, private sponsorship and in-kind contributions, including: - City of Zagreb – Office for Social Welfare and Persons with Disabilities - Private sector sponsors: Pevec, KING ICT, Franck, Coca-Cola, UNUO, Mlinar, Pivovara Medvedgrad - Zagrebački inovacijski centar (ZICER), primarily through in-kind support

The amount of money dedicated to the activity Development phase (April 2019 – hackathon): - In-kind contributions from ZICER, including venue, technical infrastructure and staff support - Participant incentives: gift cards from Pevec (€70) and KING ICT (€50) for 15 selected participants - Catering and hospitality services provided by sponsors - Mentoring and organisational support Post-implementation phase (2019–2025): - Contract with the winning team for completion of the mobile application and web platform - Ongoing maintenance and hosting costs covered by the City of Zagreb budget As co-organisers, ZICER and partners were primarily responsible for organisational setup, programme content and participant recruitment, while financial management, fundraising, budgeting and reporting were handled by the City of Zagreb.

Period in which money was spent - Initial development: 5–6 April 2019 (two-day hackathon) - Implementation and official launch: 20 September 2019 (European Mobility Week) - Continuous operation and maintenance: September 2019 – present

What was money spent on (performed activities) Phase 1 – Development (April 2019): - Organisation and facilitation of a collaborative hackathon - Database architecture design for accessibility information - Development of mobile applications (iOS and Android) - Development of a web platform with accessibility features - Creation of an administrative interface for data entry and updates - Integration with Google Maps navigation services - User interface and user experience design - Quality assurance and testing - Participant recruitment and coordination Phase 2 – Launch and implementation (September 2019): - Beta testing with disability advocacy organisations - Platform refinement based on stakeholder feedback - Official public launch and presentation - Organisation of a round table discussion on service development - Initial data collection for approximately 2,500 facilities Phase 3 – Sustained operations (2019–2025): - Ongoing platform maintenance and technical support - Regular database updates and expansion - Server hosting and infrastructure management - Continuous monitoring of accessibility compliance

Who performed the activities Primary stakeholders included: Public sector: - City of Zagreb, Office for Social Welfare and Persons with Disabilities (lead authority responsible for policy direction, funding and coordination) - Zagrebački inovacijski centar – ZICER (facilitating organisation providing infrastructure, event organisation, sponsor relations and fundraising support) Private sector technical partners: - CroCoder (lead development team coordinating volunteer technical implementation)

- Additional startups from the ZICER ecosystem - Approximately 15 selected volunteer developers, programmers and IT professionals chosen through a competitive process by an expert jury Corporate sponsors: - Pevec and KING ICT (participant incentive sponsors) - Franck, Coca-Cola, UNUO, Mlinar and Pivovara Medvedgrad (hospitality and catering sponsors) Civil society partners: - Disability rights organisations and advocacy groups (requirements definition, user testing and feedback) Expert resources: - IT mentors - Accessibility specialists from disability organisations - Project coordinators from the City of Zagreb and ZICER

Result of the activities Immediate outcomes (2019): - Successful development and launch of the “Pristupačni Zagreb” digital service, including a comprehensive database, mobile applications and a web-based management interface - Initial database of approximately 2,500 public, private and civil sector facilities with detailed accessibility information - Systematic categorisation of facilities by accessibility level - Integration of navigation via Google Maps - Establishment of sustainable data entry and update mechanisms Long-term impact (2019–2025): - Platform remains fully operational more than six years after launch - Continuous service provision to persons with disabilities and users requiring accessibility information - Improved social inclusion and independent mobility - Strong collaboration between public administration, innovation ecosystem, private sector and civil society - Replicable methodology for accessibility mapping adaptable by other cities - Contribution to compliance with EU and national accessibility frameworks Systemic benefits: - Data-driven accessibility monitoring - Increased accountability of facility operators

- Reduced information barriers for persons with disabilities - Enhanced reputation of Zagreb as an inclusive and digitally innovative city

Where was the money spent most effectively and where less so, and why? The most effective expenditure was the engagement of volunteer developers through the hackathon model. Limited financial incentives and strong in-kind support resulted in the delivery of a fully functional platform within 48 hours, which has remained operational for over six years. This approach generated exceptional value for money compared to traditional procurement models.

If the funds were used less efficiently or misallocated, how would they be better allocated in the future? Funding was optimally allocated to ensure long-term sustainability through the establishment of recurring operational budgets for maintenance and technical stewardship, recognizing the need for continuous support rather than one-off investments.

What is the realistic possibility of further financing? How is the project currently financed? The platform is fully integrated into the City of Zagreb’s services and is financed through the City budget, covering ongoing maintenance, hosting and updates.

Other financing or collaboration possibilities for long-term sustainability The project has strong potential for innovative financing and collaboration models, including: • Platform-as-a-service licensing to other cities and municipalities • Freemium models offering verified accessibility certification for facility operators • Research data licensing to universities and research institutions • Public-private partnerships with telecommunications providers for hosting and cobranding • Collaboration with accessible tourism networks, technology companies and universities • Skills-based volunteering and revenue-sharing models with disability organisations. The success of this approach later inspired the City of Zagreb to establish the Open Zagreb Hackathon series following a similar collaborative model.

1.3.2. Strategic and financial recommendation Digital Accessibility Platform: A Low-Cost, High-Impact Step Toward an Inclusive Municipality (2026–2030) Why this matters Residents with mobility limitations – including persons with disabilities, older people, parents with strollers and temporarily injured individuals – often face barriers not only in physical space, but also in lack of reliable information about accessibility. Without clear information: • • •

public services remain underused, residents lose independence, accessibility investments are not strategically prioritised.

The Accessible Zagreb model demonstrates that a central digital platform can significantly improve mobility, transparency and planning while requiring relatively low financial resources. Strategic objective Establish a municipal digital accessibility platform that: • • •

maps accessibility of public buildings and key private services, provides reliable information to residents, supports data-driven planning and investment decisions.

Core elements of the service 1) Public accessibility map Includes: • • • •

municipal buildings, health and social services, cultural and administrative facilities, selected private services (shops, tourism, hospitality).

Features: •

accessibility level classification,

• •

photos and basic information, integration with online maps.

2) Citizen and stakeholder involvement • • •

option to report barriers or updates, cooperation with disability organisations, voluntary data collection and verification.

This approach increases community ownership and reduces costs.

3) Management and planning tool The platform becomes: • • •

a database for prioritising investments, a monitoring tool for accessibility progress, a reporting system for municipal leadership.

In Zagreb, the platform is actively used by urban planners and infrastructure departments. Financing model Development phase (one-time) Estimated cost: €5,000–€20,000 Possible sources: • • • • •

EU programmes (Interreg, ESF+, Smart City initiatives) national digitalisation calls CSR partnerships with IT or telecom companies collaboration with universities or innovation hubs hackathon model (low-cost development through expert volunteering)

The Zagreb platform was initially developed through a hackathon with strong in-kind support from the innovation ecosystem. Operational phase (annual) Estimated cost: €2,000–€5,000

• •

hosting and technical maintenance data updates and coordination

Key principle: long-term sustainability is achieved when the platform is financed as a regular municipal service. Governance model To ensure long-term motivation and impact: • • •

Assign a responsible coordinator (0.1–0.2 FTE) Integrate the platform into regular municipal operations Establish partnerships with: o disability organisations, o local businesses, o tourism organisations, o IT partners

Additional development potential • • • •

“Accessible Business” label for local companies integration with tourism promotion (accessible destination) connection to smart city systems data sharing for research and regional cooperation

Performance indicators Annual monitoring: • • • • •

number of mapped facilities, number of platform users, number of reported improvements, accessibility upgrades implemented based on data, private-sector participation.

Expected benefits Social • •

greater independence and mobility for residents improved access to services

Economic • •

increased attractiveness for visitors and investors support for accessible tourism

Institutional • • •

data-driven decision-making higher success in EU funding increased visibility of municipal achievements

Key message for decision-makers The greatest impact does not come from large infrastructure projects alone, but from: • • • •

reliable information, smart use of data, small but stable annual funding, strong partnerships with the innovation and private sector.

A digital accessibility platform is a low-cost, high-visibility investment that strengthens inclusive and evidence-based municipal governance. Recommended first step (2026): Launch a pilot accessibility mapping project and prepare a development proposal with external funding support.

1.4. No. 4. “My work” 1. Identification data Name of the good practice:

“Moj posao” – “My work”

Disadvantaged target group(s): Organisation in charge of the good practice: Location of the practice:

People with disabilities People in Need in cooperation with partner organizations Nešto više, ProReha Country: Bosnia and Herzegovina Region: Federation of Bosnia and Herzegovina, Brčko District, Republika Srpska City: Cazin, Bihać, Trebinje, Banja Luka, Mostar, Vitez, Brčko 48 months (2020–2023.)

Duration: Funding source:

Czech Republic and Czech Republic Development Cooperation in cooperation with partner organizations People in need and Rytmus. Geographical scope of the practice: (National/ Regional/ Local) Regional

2. The objective(s) of the good practice The main objective of the good practice was to increase employment of people with disabilities and to support their integration into society. The initiative aimed to reduce social exclusion by enabling individuals with disabilities to actively participate in labour market. Also, through this project the aim was to support individuals with disabilities in engaging in broader social activities, such as sports, cultural and similar activities. One of the objectives of this project was to ensure that persons with disabilities are recognized and visible within the system, and that their potential is acknowledged as beneficial both to themselves and to society. Another objective was to enable persons with disabilities to utilize and enhance their existing abilities. Ultimately, the objective was to demonstrate that persons with disabilities can make meaningful contributions to both their own lives and to the community.

3. Summary of the good practice A) The main issue addressed by this practice is the low level of inclusion of persons with disabilities in the labour market and broader society. Many individuals with disabilities face systemic barriers to employment, a lack of tailored training opportunities and limited support from employers.

B) The practice achieves its objectives by facilitating the inclusion of persons with disabilities in the labour market through the following measures: a) Internship-practical work experience for people with disabilities Internship allowed persons with disabilities to gain experience working in a company for a defined period. Afterward, a number of them were offered employment. b) Income generation-earning income through agriculture or self-employment. The component enabled persons with disabilities to develop their own businesses (selfsustainable income), even after the project concluded. The steps in the implementation of project activities were as follows: 1.Data collection through public employment institutions - Data was collected on the number of persons registered as unemployed, as well as the number of employers who hire persons with disabilities. Based on this data, and in cooperation with the organization ProReha, retraining and additional qualification programs were organized for persons with disabilities. 2.Identification of participants-The second part involved identifying persons with disabilities and employers who would participate in the project. C) The main stakeholders include organizations implementing the project and other local partners. The primary beneficiaries are persons with disabilities who received employment opportunities, work experience and greater social inclusion.

4. Challenges during the implementation period One of the biggest challenges that emerged during the project implementation was the persistance of prejudice toward persons with disabilities. In addition, it was necessary to educate employers and other stakeholders that persons with disabilities can make valuable contributions through their work, rather than perceivi ng them primarily as recipients of financial aid (disability benefits). Additionaly, It was ne cessary to raise awareness among the families of the beneficiaries about the importance of their support. Another significant obstacle was the limited level of education among persons with disabilities and the lack of adapted workplaces suitable for their needs.

5. Measures taken to overcome the challenges 1. Employer Education: Through organizing roundtables and holding meetings at tended by employers, representatives of employment agencies, and local communi ties. 2. Presentation of Best Practices: Conducted in collaboration with the NGO Ryt mus. 3. Media promotion: Awareness was raised through television and radio program s focusing on persons with disabilities, their skills, employment opportunities, and i ncome generation. 4. Introducing People with Disabilities to Potential Employers- This was done with prior preparation by mentors.

6. The result of the good practice This practice proved to be successful, as a total of 18 individuals who completed internships in their local communities were offered permanent employment contracts. Additionally, people who were employed through the establishment of small businesses (e.g., in Cazin and Bihać) as part of this project received between 7 and 10 bee colonies. These businesses, focused on honey production, continue to operate and contribute to household incomes. A total of 10 families have increased their honey production in this way. Another example is a person with a disability in Sarajevo who opened a pastry shop. The total project budget was 600,000 euros and the entire amount was effectively utilized. ProReha, a non-governmental organization, based in Sarajevo, continues to support persons with disabilities in their empowerment, counselling, and integration. On April 15, 2025, the final conference of the program for the labour market integration of persons with disabilities was held at the premises of the Sumero organization. ProReha remains active in offering retraining, counselling, and rehabilitation services even after the completion of this program. Also, local communities supported this project, and most individuals who completed the internships continued working after the project ended.

7. Future perspectives for the initiatives (including pictures and visual materials) This project has initiated a systemic recognition of persons with disabilities, particularly through acknowledgment in the Law on Professional Rehabilitation. While it has not been scaled across all segments, it laid the foundation for further legal and policy-based inclusion.

8. Relevance to the ELEVATE project This project can be linked with the ELEVATE project, as both promote and focus on the social inclusion of people with disabilities in a way that makes them more active, healthier, and more beneficial to themselves and the community. In other words, society includes people with disabilities who have experienced or will experience old age, and, of course, it is better for them to be actively involved in the community.

9. Potential for learning or transfer Such practices are valuable because they enable the inclusion of people with disabilities in a way that allows them to take care of themselves, find employment, and reduce the burden on families and the community. Of course, this practice needs to be integrated in better ways, ideally through legal or systemic solutions that connect the government and non-government sectors. Some solutions have already been offered through this project, and the ProReha organization has continued to work on the inclusion, retraining, and upskilling of people with disabilities. This practice is potentially interesting for other regions to learn from for several key reasons:

Inclusive Employment Models: It shows how people with disabilities can actively contribute to society through employment. Empowerment and Self-Sufficiency: The practice emphasizes empowerment—helping people with disabilities become self-reliant and independent. Collaboration Between Sectors: The success of this project is based on collaboration between government and non-government sectors. By involving local communities, employers, and NGOs, it creates a strong support network for people with disabilities. This model can be adapted in other regions where such partnerships have not yet been fully explored or developed. Adaptable to Different Contexts: The approach is flexible and can be adapted to various regions, regardless of their specific economic, cultural, or social conditions.

10.

Recommendations for re-using this good practice

1.Adapt the approach to the local context 2.Research the needs in your country, the market situation, and legal frameworks. 3.Research and establish cooperation with NGOs, employers, and other institutions that are key to the success of the project. 4. Planning long-term sustainability – ensuring that work on the inclusion of people with disabilities and improving their status continues even after the project ends.

1.4.1. Financial Overview Funding source The project “My Work / Moj posao” was financed by the Czech Development Agency within the framework of Czech Development Cooperation. Implementation was led by People in Need (PIN) in partnership with ProReha, SUMERO and Nešto Više, with the involvement of local institutions, including the Public Institution Centre for Social Work Cazin.

The amount of money dedicated to the activity The annual budget amounted to approximately 200,000 BAM. The total project duration was four years (2020–2023), resulting in an estimated total budget of 800,000 BAM.

Period in which money was spent Financial resources were spent continuously during the period 2020–2023, in line with annual activity plans and defined project phases, ensuring continuity of support and gradual achievement of results.

What was money spent on (performed activities) The allocated funds were used for the following key activities: - Research and analysis of the inclusion of persons with disabilities (PwD) in employment processes, including legal and institutional framework analysis

- Establishment and facilitation of multisectoral working groups at entity and local levels - Vocational training, professional rehabilitation, practical work placements and tailored skills development for persons with disabilities - Employment support services, including job coaching, mentoring, counselling and individualized assistance during job search and employment - Support and sensitization of employers, enterprises and crafts willing to employ persons with disabilities - Awareness-raising activities targeting the general public and employers, promoting the right to work as a fundamental human right - Coordination, monitoring and partnership management activities

Who performed the activities The project was implemented by People in Need (lead organization), in cooperation with: - ProReha – professional rehabilitation, counselling and expert support - SUMERO – advocacy, inclusion and representation of persons with disabilities - Nešto Više – training, mentoring and community-based support Activities were carried out by multidisciplinary teams, including project managers, employment counsellors, job coaches, trainers, rehabilitation experts and external consultants. Local stakeholders such as the Centre for Social Work Cazin, local authorities, employers and organizations of persons with disabilities were actively involved.

Where was the money spent most effectively and where less so, and why? Funds were most effectively spent on direct support measures such as individualized counselling, job coaching, vocational training and practical work placements, as these activities produced tangible and measurable employment outcomes. Less effective spending was identified in one-off awareness activities, which, although important, had limited long-term impact when not combined with continuous engagement and follow-up actions.

If the funds were used less efficiently or misallocated, how would they be better allocated in the future? In future implementations, a higher share of funding could be allocated to: - Long-term employment support services - Continuous skills development aligned with labour market needs - Stronger follow-up mechanisms after employment Awareness-raising activities should be more targeted and integrated into broader employment support measures to increase efficiency.

What is the realistic possibility of further financing? How is the project currently financed? The original project was financed exclusively through external donor funding. However, the results and established partnerships create a realistic basis for further financing, particularly through: - International donors - EU-funded programmes - National and local public funding mechanisms

Other financing or collaboration possibilities for long-term sustainability Long-term sustainability could be ensured through: - Stronger involvement of local and entity-level institutions in financing employment support services - Integration of successful project components into public employment and social inclusion policies - Partnerships with the private sector and socially responsible companies - Continued collaboration between NGOs, employment services and social welfare institutions.

1.4.2. Strategic and financial recommendation Inclusive Employment for Persons with Disabilities: From Projects to a Sustainable Local System (2026–2030) Why this matters Many persons with disabilities face significant barriers to employment due to: • • • •

lack of practical work experience, limited access to tailored training, low employer awareness, structural gaps between social services and the labour market.

As a result, municipalities face: • • •

long-term social welfare costs, social exclusion and dependency, underutilised local workforce potential.

The “My Work” (Brčko) model demonstrates that targeted employment support – combining training, work placements and employer engagement – can lead to permanent jobs and self-employment outcomes.

Strategic objective Establish a local inclusive employment system that supports persons with disabilities to enter and remain in the labour market through practical, employer-oriented measures. Core components of the model 1) Work-based learning and internships • • •

short-term placements in local companies, practical experience aligned with real labour market needs, transition to permanent employment where possible.

This component produced the strongest employment results in the Brčko programme. 2) Individual employment support • • •

career counselling and skills assessment, job coaching and mentoring, support during job search and after employment.

Long-term follow-up significantly improves job retention. 3) Self-employment and micro-enterprises • • •

support for small business start-ups, income-generating activities (e.g. agriculture, crafts, services), pathways to long-term economic independence.

4) Employer engagement • • •

direct cooperation with local businesses, awareness activities and roundtables, matching training programmes to labour market demand.

Financing model Development phase (project-based) Possible sources: • •

ESF+ or IPA programmes (employment and social inclusion) international donors and development agencies

•

national employment programmes

The Brčko initiative was financed through international development cooperation. Operational phase (long-term) Estimated annual municipal contribution: €20,000–€50,000 (pilot scale) Key principle: Project funding develops the model – public funding sustains the service. Long-term sustainability requires integration into: • • •

local social services, public employment programmes, regional or national co-financing schemes.

Governance model To ensure motivation and continuity: • •

•

Assign a municipal coordinator (0.2 FTE) Establish a local partnership: o municipality, o employment service, o social services, o NGOs, o business community Use multi-year implementation agreements (3–5 years)

Private sector participation can include: • • •

co-financed internships, CSR contributions, participation in programme design.

Performance indicators Annual monitoring: • • •

number of participants, number of internships completed, number of permanent jobs created,

• • •

number of employers involved, employment retention after 6–12 months, cost per successful employment.

Direct employment outcomes are the most effective use of resources compared to oneoff awareness activities. Expected benefits Social • • •

reduced dependency on social assistance, increased independence and quality of life, stronger social inclusion.

Economic • • •

utilisation of local workforce potential, reduced long-term welfare costs, support for local businesses facing labour shortages.

Institutional • • •

stronger cooperation between sectors, improved access to EU funding, higher effectiveness than short-term project approaches.

Key message for decision-makers The greatest impact comes not from short-term social projects, but from: • • • •

integrating employment support into regular municipal services, providing stable annual funding, building long-term partnerships with employers, focusing on measurable employment outcomes.

Inclusive employment should be treated as local economic development policy, not only social policy. Recommended first step (2026): Launch a pilot Inclusive Employment Programme with 10–20 participants and develop a plan for integration into regular municipal funding.

2. BEST PRACTICES OF AN INCLUSIVE SOCIETY: SOCIAL ACTIVATION OF ELDERLY 2.1. No.5. Zavod Oreli – Innovative Community Support for older people 1. Identification data Name of the good practice: Disadvantaged target group(s): Organisation in charge of the good practice: Location of the practice:

Point for older people - A comprehensive system to help the older people at home Older people Zavod Oreli /Institute Oreli Country: Slovenia Region: Central Slovenia City: Kamnik

Duration: More than 15 years (01.02.2010 – in progress) Funding source: Geographical scope of the practice:

Municipality of Kamnik (through a call), projects Local

2. The objective(s) of the good practice Create an innovative, community-based model of support for older adults that enables independent living, reduces social isolation and strengthens intergenerational cooperation by integrating volunteer networks, modern digital tools and local institutional partnerships. Specific objectives are: • Supporting ageing in place through personalized, non-institutional help for older adults. • Coordinating and professionalizing volunteer efforts to provide regular, reliable assistance. • Bridging generations by engaging youth and students in volunteering for the elderly. • Enhancing service delivery using a custom ICT solution (»Prostovoljec« / »Volunteer«) for managing requests and volunteers. • Building sustainable partnerships at the local, regional, and national levels for long-term impact.

3. Summary of the good practice Institut Oreli was founded to address the growing challenges of an ageing population and social isolation among seniors in Kamnik. Many older adults face loneliness, limited access to services, and reduced engagement in community life. Traditional care models often rely on institutional support, prompting Institut Oreli to create an innovative, community-based approach that combines intergenerational volunteering, digital tools, and strong local partnerships. Zavod Oreli reaches its objectives through a community-driven approach, ensuring older adults receive practical assistance, social interaction and opportunities for lifelong learning: – Intergenerational Volunteering: Young people assist older adults with daily tasks, technology use, and social interaction. – Digital Tools: The custom “Prostovoljec” platform improves access to services and coordination. – Local Partnerships: Cooperation with municipalities, healthcare providers, and schools enhances impact. – Educational Programs: Training for students and professionals ensures long-term sustainability. – Inclusion Initiatives: Seniors stay mentally, socially, and physically active. Main stakeholders include older adults, volunteers of all ages, local communities, health and social workers, and educational institutions. The model strengthens community ties and promotes active ageing.

4. Challenges during the implementation period • It is necessary to develop and maintain an effective organizational operating

model, which must be supported by ICT. An important part is preparing older people for their old age. It is necessary to make a plan for old age (real estate, livelihood - healthy lifestyle, social network). One of the main challenges was coordinating a wide range of local institutions (municipality, social services, police, NGOs, health providers) to work effectively toward a shared goal. Building trust and ensuring consistent communication among stakeholders took time and effort. • Another challenge was recruiting and retaining volunteers across generations, especially younger people, who often had competing priorities. Implementing digital tools like the “Volunteer” platform also posed initial difficulties due to varying levels of digital literacy among staff, seniors, and volunteers. • Education of volunteers, with particular attention to leaders and equipping them with appropriate competencies

• Sustaining long-term financial support and political commitment from local

authorities required continuous demonstration of the model’s impact. • Finally, adapting the support model to the individual needs of elderly users— while maintaining a scalable and efficient system—was an ongoing balancing act.

5. Measures taken to overcome the challenges An aging society imposes on the local community the task of solving various challenges. Longer life expectancy means that we need to develop a new approach and system of solutions to support the elderly: • Older people can stay at home for longer, because we can offer them an appropriate set of services, which are listed above; • New services enable older people to live safely and orderly in their own homes. • Therefore, the local community must organize itself in a different way. It must introduce regular meetings of selected institutions, prepare a method of working, reporting and solving specific problems of users. • Volunteers must be recruited as early as possible (as early as in elementary school), then connect them into working groups, identify group leaders and enable them to develop competencies (e.g. project management), while at the same time developing a sense of belonging through selected activities. • Ensure ongoing financial support by agreeing on a longer period of time (possibly by granting a concession) with the municipality (mayor). • With a personal approach to solving the individual user's problem and delegating the selected volunteer, who with his/her competences best meets the user's needs. This is followed by checking the suitability and effectiveness of the individual case and replacing the volunteer in case of inadequate compatibility between the volunteer and the user. • Raising awareness and transferring knowledge about preparing for a quality old age and relationships between generations. Preparing various training courses for different target groups: among young people, middleaged people and the elderly.

6. The result of the good practice The practice has supported hundreds of elderly citizens in Kamnik to live independently, engage socially, and access help through a structured volunteer network. The Info Point has been active for 15 years, and over 14 institutions collaborate locally. Its digital tool “Prostovoljec” ensures efficient coordination. Recognized nationally, the model demonstrates strong impact and transferability through sustained local partnerships and international interest.

They received National award for „The best volunteer project of the year 2009, 2010 benefactors of magazine „Naša žena“ and Ministry of Labour, Family, Social Affairs and Equal_Opportunities. They have received more than 20 different awards and commendations from: Slovenska filantropija, the Slovenian Youth Council, and the Municipality of Kamnik. There are more than 100 volunteers in the database, of which 30 are active in 2024. 3880 volunteer hours were carried out in 2024; 210 visits were made.More than 50 different training modules have been carried out so far.

7. Future perspectives for the pictures and visual materials)

initiatives (including

The “Point for older people” model continues to evolve, building on its strong local foundation and partnerships. Institute Oreli plans to further expand the use of digital tools by upgrading the “Volunteer” platform with more advanced features, such as mobile accessibility and improved integration with social services. The Institute is actively exploring cross-border collaboration opportunities and participation in additional EU projects focused on active ageing and digital transformation in social services. Lessons learned from Kamnik are being shared with other municipalities in Slovenia and abroad. The long-term vision includes creating a replicable toolkit for municipalities interested in adopting the model, along with mentoring and capacitybuilding support. Volunteer platform:

Digital workshop:

Self-help group:

8. Relevance to the ELEVATE project The good practice implemented by Institute Oreli is closely linked to the project's objectives through its comprehensive and innovative approach to elderly care. It directly addresses the challenges of social isolation and population ageing by promoting intergenerational volunteering, leveraging digital tools and actively involving the local community—key priorities that align with the project's aim to improve the wellbeing of older adults. Institute Oreli also contributes to the development of sustainable elderly care models by offering a structured and scalable system that can be adapted by other municipalities or organizations. This supports the project's broader goal of enhancing community-based care frameworks across regions. The practice also encourages both local and European collaboration. Through its established partnerships with municipalities, non-governmental organizations and educational institutions, Institute Oreli facilitates knowledge exchange and strengthens support structures for elderly care in alignment with the project’s framework.

By integrating digital solutions such as its proprietary platform»Volunteer«, the practice modernizes how assistance is delivered, helping older adults maintain independence and social inclusion. This complements the project's emphasis on innovation and digital transformation in social services for the elderly.

9. Potential for learning or transfer This practice offers strong potential for transfer due to its modular, community-based approach that combines intergenerational volunteering, ICT tools, and local institutional coordination. Key success factors include long-term municipal support, strong volunteer engagement across generations, and a flexible digital platform (“Volunteer”) that can be adapted to other local contexts. Challenges may arise from varying levels of digital literacy or institutional cooperation in other regions. The model has already inspired interest on national level in Slovenia. It has been succesfully transferred to three other municipliaties in the Heart of Slovenia area (Litija, Lukovica and Šmartno pri Litiji) and was first tested through Local Action Group project and is now being funded by Municiplaities and all activities continue. Practice is especially relevant for regions facing population ageing and limited access to institutional elderly care, offering a scalable, low-cost solution for inclusive ageing.

10.

Recommendations for re-using this good practice

To successfully transfer this good practice, it is essential to ensure strong support from local authorities and foster collaboration among key stakeholders, such as social services, health institutions, NGOs, and educational institutions. Establishing a central coordination point (info point or advisory office) is crucial for managing services and communication. Training and motivating volunteers of all ages—especially youth—should be prioritized, as intergenerational cooperation is a core component. A flexible and user-friendly digital platform (such as "Volunteer") should be adapted to the local language and context to manage requests, tasks, and feedback efficiently. Additionally, raising awareness about ageing in place and building trust within the local community are key success factors. Before transfer, a needs assessment of the elderly population and existing support structures is recommended to ensure relevance and sustainability.

2.1.1. Financial overview Funding source As a non-governmental organisation, Zavod Oreli does not rely on a single funding source. Instead, it finances its activities through a combination of funding mechanisms, including: -Local municipal support: Institute Oreli appplies every year on Municipal call "Development of Municipal system of helping older people living at home" -Project co-financing (e.g. LAG, national and EU funds), primarily for specific initiatives

(one was LAG project Point for Older Adults); -Participation in projects financed by ministries or European/national funding programmes; - Donations. The amount of money dedicated to activity For the first year of activities to establish the Point for Older Adults, we need approximately 5.000 euros. Further development of activities at the Point depends on the size of the local community and the scope of activities. Our example is for local community with 30,000 residents. When the Point is fully operational, with all activities, it is necessary to provide 20-30,000 EUR/year. Period in which money was spent Annual costs are €20,000 - €30,000 What was money spent on (performed activities) Operation of a Counselling Office for Older Adults Coordination of institutions supporting older adults Education, training, and mentoring of volunteer groups Formation and management of volunteer groups and self-help groups • volunteer groups for helping others • self-help groups • intergenerational groups Organisation of social, educational, and community meetings Digital inclusion of older adults Development and operation of an integrated Information Point • online platform operating for more than 11 years • modules Volunteer and Opinions • tracking of requests, volunteer work, hours, mileage, quality of support Knowledge transfer and cooperation with higher education institutions Participation in EU and national projects • LAG Heart of Slovenia • international exchange of good practices Who performed activities (stakeholder and type, number of experts involved…)? Activities were delivered through a hybrid implementation model, involving: • NGO professionals (coordination and expertise), • Local volunteers (service delivery and social support), • Municipal and state institutions (funding and strategic support), • Local institutions and partners (integration into the local care ecosystem).

Result of the activities • A functioning, long-term community-based support system for older adults (Implementing home-based mobility with volunteers) • An established and operational Counselling Office for Older Adults Improved coordination among local institutions dealing with ageing (Home for the elderly, Social work center, Police, Labor office, Red Cross, Caritas, Health center - patronage, Diabetic Association, Disabled Association...) • A trained, motivated, and supervised volunteer network (Volunteering training, When to go to a nursing home, Diabetes, Dementia, Healthy lifestyle, Nutrition for the elderly, Adapting housing for living in old age, Real estate for the elderly ...) • Reduced social isolation through regular meetings, visits, and online contact Continuity of support during COVID-19 through digital and remote solutions • A replicable and transferable model, presented and transferred via LAS projectsA data-supported system for monitoring volunteer work and service delivery through the Information Point (ICTsupport) • Promotion and knowledge transfer: production of brochures, leaflets, preparation of short films, participation in local and national TV media. Where was the money spent most effectively and where less so, and why? The money was spent effectively on the listed activities, mostly for the operation of the Advisory Office and reimbursement of costs to volunteers, as well as the operation of support services for the ICT platform. If the funds were used less efficiently or misallocated, how would they be better allocated in the future? The money was spent optimally, but we would like to point out that due to the aging of the population, the volume of work is increasing. In the local community, we recognize that educating the population is crucial for a high quality of life in old age. Local communities are often limited to physical implementation, but lack knowledge and good solutions. What is the realistic possibility of further financing? How is the project currently financed? Project funding options include local community, donations, EU funds, and state sources. Current funding is from local community funds and donations. Do you see any other financing or collaboration possibilities for long-term sustainability? Points for the elderly become Points of the State Network, financed by the state through the granting of a license, while the development part and the exchange of good practices are mainly financed from EU projects.

2.1.2. Strategic and financial recommendation Community-Based Support for Older People: A Sustainable “Ageing in Place” Model for Municipalities (2026–2030) Why this matters Municipalities are facing rapid population ageing, leading to: • • •

increasing demand for social and healthcare services, rising costs of institutional care, growing social isolation and loneliness among older residents.

Without coordinated local support, many older people enter institutional care earlier than necessary, increasing long-term public expenditure. The Zavod Oreli (Kamnik) model demonstrates that a community-based support system can help older people live independently at home for longer while strengthening social cohesion and reducing system costs. Strategic objective Establish a Municipal Support Point for Older People that coordinates home-based assistance, volunteer services and local institutions to enable safe and independent living at home. Core elements of the model 1) Single entry point (Info & Coordination Centre) Services include: • • • •

counselling and needs assessment, coordination of available social and health services, referral and case management, individual support planning.

This central coordination improves efficiency and reduces fragmentation between institutions.

2) Structured volunteer network • • •

intergenerational volunteering (youth, adults, retirees), support with daily tasks, digital skills and social interaction, trained volunteer leaders and ongoing supervision.

More than 100 volunteers have been engaged in the Kamnik model. 3) Digital coordination system A simple ICT platform enables: • • • •

tracking requests and services, managing volunteers and schedules, monitoring hours and outcomes, data-based planning and reporting.

4) Local partnership model Regular coordination between: • • • • •

municipality, social work centre, health services, NGOs and charities, police and other local institutions.

The Kamnik model involves more than 14 local partners. Financing model Basic operational funding Estimated annual cost: €20,000–€30,000 (for a municipality of approx. 30,000 residents). Municipal funding should cover: • • • •

coordination staff, operation of the support point, volunteer training and support, ICT maintenance.

Development and expansion funding Possible sources: • • • • •

ESF+ (active ageing, community care) Interreg programmes LEADER / LAG projects national long-term care programmes CSR donations and community support

Key principle: Municipal budget ensures continuity – projects finance innovation and development. Governance model To ensure long-term motivation and sustainability: • • • •

Establish a multi-year agreement (3–5 years) or service concession. Assign a municipal coordinator (0.2–0.3 FTE). Organise regular inter-institutional coordination meetings. Integrate the service into the local long-term care system.

Long-term municipal commitment is essential for political and operational stability. Performance indicators Annual monitoring: • • • • • •

number of users supported, number of home visits and volunteer hours, number of active volunteers, user satisfaction, estimated prevention or delay of institutional care, external funding secured.

Data-supported monitoring increases accountability and political support. Expected benefits Social • • •

reduced loneliness and isolation, improved safety and quality of life, stronger intergenerational solidarity.

Economic • delayed entry into expensive institutional care, • cost-effective support compared to residential services. Institutional • better coordination between services, • higher efficiency of existing resources, • improved access to EU funding. Key message for decision-makers The greatest impact does not come from short-term social projects, but from: • • • •

organising community support as a permanent municipal service, providing stable annual funding, building long-term partnerships, using volunteers and digital tools to increase efficiency.

Community-based ageing support is not only a social measure — it is a strategic investment in sustainable local care systems. Recommended first step (2026): Establish a pilot Municipal Support Point for Older People and adopt a multi-year financing commitment within the municipal budget.

2.2. No. 6. Baba Residence 1. Identification data Name of the good practice:

Baba Residence

Disadvantaged target group(s): Organisation in charge of the good practice: Location of the practice:

Elderly 65+ years old from depopulating villages Ideas Factory Association Country: Bulgaria Region: Northwest City: Villages in Vidin, Vratsa and Mezdra municipality

Duration: 3-5 weeks; 2015 - nowadays Funding source:

Geographical scope of the practice:

Plovdiv 2019 / Financial Mechanism of the European Economic Area 2009-2014 Donations / Crowdfunding Plovdiv - European Capital of Culture 2019 Plovdiv - European Capital of Culture 2019 European Cultural Foundation As part of a project of the Bulgarian Biodiversity Foundation Tandem Regions / MitOst EEA Grants America for Bulgaria Foundation National with a regional focus in the Northwest of Bulgaria in the last 6 years

2. The objective(s) of the good practice To improve the quality of life in Bulgarian villages through intergenerational connections and the means of art and culture. To contribute to the development of decentralization practices in the field of culture in Bulgaria.

3. Summary of the good practice The ‘Baba Residence’ programme, a key project of the ‘Ideas Factory’, connects urban youth with elderly people from Bulgarian villages for three to five weeks. The programme combines research, design thinking and rural traditions. Young participants

live in the households of the rural elderly to learn about and help preserve cultural practices. They receive training in human-centred design and social entrepreneurship, then work together with their rural hosts to develop new ideas and solutions to village issues. As a result, specific products, services and initiatives based on local knowledge are developed to answer specific needs of villagers. Please provide information on the practice itself. In particular: The problem addressed: Depopulation and strong centralization tendencies both in the economic and cultural field in Bulgaria; geographically determined injustices when it comes to access to culture for the local people and access to other basic rights such as healthcare and transportation. Reach of its objectives and implementation: Through creating long-term connection of elderly from villages and young artists and diverse experts, which breed new local initiatives, events and occasions for togetherness. Main stakeholders and beneficiaries of the practice: Rural communities in the Northwest of Bulgaria, but also their local municipalities - even when not collaborating or supporting our initiative. Also, young Bulgarian artists who expand the scope of their research and creation through community engagement.

4. Challenges during the implementation period The long-term financial sustainability of the initiative and all its sub initiatives, together with the maintenance of the growing rural-urban intergenerational community. The coordination of Baba Residence requires expansion of the core team, which also requires additional financial means.

5. Measures taken to overcome the challenges Through the diversification of financial sources - trying to expand the crowdfunding income and to offer paid services, engaging elderly from rural communities, to companies in Bulgaria.

6. The result of the good practice Since its launch in 2015, the Baba Residence programme has operated in five different regions in Bulgaria. Since 2020, the programme has focused on expanding its network and addressing community needs through various initiatives, such as: • a knitting cooperative of elderly women in the north-west region’s rural areas, which collaborates with designers and sells products wholesale to IT companies; • three ongoing local festivals to brand and position local cultural heritage; • a CD recording of Bulgarian Muslim folklore, preserved in the Bulgarian National Radio archive;

• numerous fundraising and volunteer campaigns, including distributing 700

computers to rural children during the COVID-19 pandemic; • over 150 cultural events in rural areas, addressing the issue that 89% of local residents had not attended a cultural event in the previous year; • a vibrant network of artists, researchers, and 30 villages, based on longterm collaboration; • advocacy for access to culture and compiling a national index highlighting low cultural participation in rural areas; • water source, school, and cultural centre restoration; • co-creation of local products with designers, which are sold at various markets; • facilitation of sustainable relationships between foundations, funders, and capable villages.

7. Future perspectives for the initiatives (including pictures and visual materials) Besides the 3-5 weeks residency, our initiative encompasses many rural sub initiatives such as: volunteer actions in villages; a small women enterprise for woollen handicraft; fundraising initiatives; short artistic expeditions in villages and an archive and artistic projects, based on local cultural treasures. https://issuu.com/ideasfactorybg/docs/baba_residence_handbook_eng https://www.youtube.com/watch?v=N8WAd4dCbGU&list=PLWPmqgE_z2Eso_zCfowRH57X5a9CXO NZC&index=15 https://issuu.com/ideasfactorybg/docs/booklet_artistic_results_2024_eng?fr=sYzY1Yjg1MTU0OTM

8. Relevance for the ELEVATE project On one hand, our Baba Residence has been focused on the Northwest part of Bulgaria in the municipality of Vidin (by the Danube River), on the other - because of its strong

emphasis on intergenerational connections and culture and advocacy as means for improving the well-being of communities. Ideas Factory has been creating a network of cultural operators called Right to Culture Network, aiming at developing advocacy measures and data for improving the quality of life and access to culture of rural areas and elderly communities.

9. Potential for learning or transfer Baba Residence is a 10-year initiative, bridging the gap between urban youth and rural elderly, between the growing centre and periphery disparities, thus contributing to better quality of life in rural communities. It has been creating invaluable threads of connection, mutual support and exchange of knowledge with highest regard of the local knowledge and cultural heritage. One edition of Baba Residence has become a local prototype as part of the Tandem Regions program (a subprogram of the Tandem Europe network). A Turkish partner organization has also made a pilot version of an artistic Baba Residence in a Turkish village. The most precious tool which we rely on for its transferability is the Baba Residence handbook, available for free both in English and in Bulgarian. We also have a digital archive (from 2015-nowadays) with photos, videos, audio stories, recipes and other material, documented during the residencies. We've created 2 author booklets (with artistic results from 2023 and a Baba Residence handbook), a map with results and participated in the creation of 3 other handbooks together with other European civil organization - Edu-city handbook and the Competendo series of handbooks, where we share our practices and case studies. Another important culmination of the knowledge and experience sharing of our ruralurban community is during our international 2-day EMPATHEAST (empathy + east) forum, which we make in regional cities, related to the residency villages.

10.

Recommendations for reusing this good practice

Check out our Baba Residence handbook for our main insights and recommendations > https://issuu.com/ideasfactorybg/docs/baba_residence_handbook_eng

2.2.1. Financial Overview Funding source The Baba Residence initiative has been financed through a combination of EU, national and international grants, foundations and private donations, including: • • • • •

European Economic Area Financial Mechanism (2009–2014) – residency 2015 Charles Stewart Mott Foundation – residency 2016 Private donations – 2017 (fully funded by private donors) Plovdiv – European Capital of Culture 2019 Fund – 2018 and 2019 European Cultural Foundation – 2020

• • • •

Bulgarian Biodiversity Foundation (climate justice partnership project) – 2021 Tandem Regions Program / MitOst – 2022 European Economic Area Financial Mechanism Grants – 2023 America for Bulgaria Foundation – 2024

Additional funding sources include individual donors (one-time or monthly) via Patreon and GlobalGiving. The amount of money dedicated to the activity The average budget required for one full Baba Residence cycle is no less than €16,000. The amount of funding determines: - Duration of the residency (one month being the most effective format) - Number of participants and rural hosts - Scope of activities and production costs - Scale and program of the final community event Period in which money was spent 2015–2025 (ongoing). Each annual cycle lasts at least seven months, including preliminary research, field visits and preparation, excluding the project and grant application phase. What was money spent on (performed activities) The budget covers the full process of organising and implementing the residency, including: - Preliminary research and field work - Team travel, accommodation and daily allowances - Stakeholder meetings in the village and nearby regional city - Organisation of community meetings - Communication campaign and open call for participants - Honoraria, travel and daily allowances for participants (artists and experts) - Daily allowances for rural hosts - Donations to the local chitalishte (rural cultural-social hub) - Production costs (artistic or product-oriented outcomes) - Final community event costs (co-organised with local community) - Accounting and administrative costs

Who performed the activities The residency is implemented through collaboration between: - Coordinating and core project team - Local partners (municipality and/or town hall) - Chitalishte (local rural cultural-social hub) - Residency participants (artists and/or experts from various fields) - Rural hosts (local elderly residents) - Local community members - Guest artists contributing to final community events - National and local media representatives Where was the money spent most effectively and where less so, and why? Funding was most effectively invested in direct support to local people and rural cultural hubs (chitalishte), as well as in long-term artistic installations that remain in the village and enhance visibility of local cultural heritage. No clearly ineffective spending areas were identified; however, limited budgets often restrict the ability to provide higher honoraria to expert participants and larger direct support to local cultural hubs and elderly hosts. If the funds were used less efficiently or misallocated, how would they be better allocated in the future? Future improvements could include: - Improved project planning and budgeting through more detailed cost estimates - Clear timelines to prevent cost overruns - Greater allocation for participant honoraria and direct support to local cultural-social hubs - Better integration of sustainability-oriented cost planning within project design What is the realistic possibility of further financing? How is the project currently financed? The initiative continues to operate primarily through project-based funding. In 2026, one expert residency is planned within the ELEVATE project and another under the Erasmus+ project REMark. The team is also exploring offering the residency model as a paid service to municipalities as a potential income-generating mechanism.

Other financing or collaboration possibilities for long-term sustainability The Baba Residence model is replicable, flexible and open to international collaboration. Long-term sustainability opportunities include: - Offering the residency model as a paid service to municipalities in Bulgaria and other regions - Expanding partnerships with international cultural networks - Developing hybrid financing models combining grants, municipal funding and private sponsorship

2.2.2. Strategic and financial recommendation Revitalising Rural Communities through Intergenerational Innovation A Sustainable “Baba Residence” Model for Municipal Development (2026–2030) Why this matters Many municipalities and regions face increasing challenges: •

depopulation of rural areas,

•

ageing and social isolation of older residents,

•

declining cultural and social life,

•

loss of local knowledge and economic activity,

•

growing disparities between urban and rural areas.

Traditional short-term cultural or social projects often have limited long-term impact. The Baba Residence model demonstrates that intergenerational collaboration between urban professionals and rural communities can generate new local initiatives, strengthen social cohesion and support local economic development. Strategic objective Establish a municipal intergenerational residency and community innovation programme that connects young professionals with rural communities to co-create practical solutions for local development.

Core elements of the model 1) Intergenerational community residency •

Urban participants (artists, designers, entrepreneurs, experts) live in rural households for 3–5 weeks.

•

Activities include research, community engagement and co-creation of solutions.

•

Outcomes may include local services, products, events or development initiatives.

This approach combines social innovation, cultural revitalisation and local economic activation. 2) Development of local initiatives Results from previous cycles include: local festivals and cultural branding, restoration of community spaces, • social enterprises (e.g. handicraft cooperatives), • new tourism and cultural products, • long-term collaboration networks across more than 30 villages. 3) Post-residency support • •

To increase long-term impact: • mentoring for local initiatives, • connection to funding opportunities, • support for product development or market access, • integration into municipal development planning. Financing model Cost estimate Average cost per residency cycle: minimum €16,000. Costs cover: • research and preparation, • participant travel and accommodation, • community activities and events, • production of outputs, • coordination and administration.

Funding sources External development funding • EEA / Norway Grants • Creative Europe, Erasmus+ • Interreg programmes • cultural and social innovation foundations • LEADER / LAG programmes •

crowdfunding and individual donations

The programme has successfully operated since 2015 through diversified international and national funding.

Sustainability principle Municipal funding ensures continuity – projects support innovation and expansion. Recommended structure: • 30–50% municipal contribution • 30–50% EU or donor funding • 10–20% private sponsorship or earned income The model is currently being developed as a paid service for municipalities. Governance model To ensure long-term motivation and results: • • •

•

Establish a multi-year agreement (3–5 years) with the implementing organisation. Assign a municipal coordinator (0.1–0.2 FTE). Integrate the programme into: o rural development, o culture, o tourism, o social innovation strategies. Engage local stakeholders (community centres, NGOs, businesses, regional institutions).

Performance indicators Annual monitoring: • number of villages involved,

• • • • •

number of participants and local residents engaged, number of new local initiatives created, follow-up projects or investments generated, visitors and cultural events, external funding leveraged.

Expected benefits Social reduced isolation among older residents, stronger intergenerational connections, • increased community participation. Economic • development of local products and services, • new tourism opportunities, • support for social entrepreneurship, • •

•

attraction of external funding.

Territorial • revitalisation of depopulating villages, • stronger rural–urban connections, • increased visibility of the municipality. Key message for decision-makers The greatest impact does not come from isolated cultural projects, but from: • stable annual municipal funding, • multi-year partnerships, • linking culture with economic and rural development, • using external funds to scale and innovate. Intergenerational community innovation is not only a cultural initiative — it is a strategic tool for rural revitalisation and local economic resilience.

Recommended first step (2026): Pilot one municipal residency cycle and establish a multi-year financing framework within the municipal development budget.

2.3. No. 7. “Elderly in action” (part of integrated multidisciplinary support services for elderly from 6th district of Bucharest, Romania) 1. Identification data Name of the good practice:

Disadvantaged target group(s): Organisation in charge of the good practice: Location of the practice:

“Elderly in action” (original name: “Mișcare pentru sănătate”, as part of integrated multidisciplinary support services for elderly from 6th district of Bucharest, Romania) Elderly General Directorate of Social Assistance and Child Protection 6th District of Bucharest, Romania (DGASPC 6) Country: Romania Region: City: Bucharest

Duration: 44 months (01.09.2021 – ongoing) Funding source:

Local Council under City Hall 6th District of Bucharest Geographical scope of the practice: Local

2. The objective(s) of the good practice General Objective: Promoting health and social inclusion through sports activities adapted to the needs of the elderly. Specific Objectives: o Increasing elderly participation on regular physical activities o Development of coordination, mobility and balance skills for at least 100 elderly participants o Stimulating social interaction and the sense of belonging to the community (monthly thematic events on weekends) o Increasing the level of information on the importance of movement and preventing sedentary lifestyle o Creating a support network for an active lifestyle (involvement of partners).

3. Summary of the good practice The “Elderly in Action” program was initiated in response to the increasing isolation, physical inactivity and the sedentary lifestyle affecting seniors during the COVID-19 pandemic. Launched in September 2021 with 10 participants from Bucharest’s 6 th District, the program’s objectives include enhancing elderly participation in regular physical activities, improving coordination, mobility and balance skills for at least 100 seniors, fostering social interaction and community belonging, raising awareness of the benefits of movement and creating a sustainable support through stakeholder engagement. The practice operates through structured exercise sessions – gymnastic, dance, bachata and yoga – conducted weekly from Tuesday to Friday, two hours daily. Sessions take place outdoors in parks from May to October and indoors at the “Golescu Grant Mansion” Recreation and Personal Development Center during colder seasons, utilizing a heated sport dome. Implementation is made possible through collaboration with key stakeholders: the Local Council and the General Directorate of Social Assistance and Child Protection of the 6th District – DGASPC 6 (providing venues, program’s staff, elderly, local budget), National University of Physical Education and Sports (supporting the program with 20 master’s students annually through internships) and Decathlon Romania (offering sport equipment and accessories). Beneficiaries are elderly members of the 6th District Seniors Clubs under DGASPC 6, who also engage in monthly thematic events organised in partnership with stakeholders, reinforcing the program’s goals of promoting active, healthy aging within a supportive community framework.

4. Challenges during the implementation period The main challenge encountered in the implementation of “Elderly in Action” program was insufficient funding for promotional activities and sport equipment, as well as challenges in attracting participants during the initial phase.

5. Measures taken to overcome the challenges In the implementation of the Elderly in Action program, several targeted measures were adopted to address the challenges encountered. A key strategy involved establishing institutional partnerships to enhance both resource availability and program visibility. Collaborations with the National University of Physical Education and Sport (UNEFS) and Decathlon Romania proved instrumental in this regard. These partnerships provided access to sports equipment, professional expertise, and promotional support, thereby strengthening the operational and outreach capacities of the program. Moreover, the involvement of the Local Food Bank 6th District played a crucial role in supporting participants’ well-being by providing essential food products. This contribution

not only addressed immediate material needs but also promoted social inclusion and increased participation among elderly beneficiaries. Together, these collaborative efforts significantly reduced logistical and financial barriers, contributing to the overall sustainability and effectiveness of the program.

6. The result of the good practice The Elderly in Action program is considered successful due to a significant increase in participation - from 10 to over 500 participants – and sustained engagement, with more than 80 seniors involved daily. It earned 3rd place at the 2022 National Agency of Civil Servants (ANFP) Competition and took part in major local events, showing strong community engagement and sustainability. Quantitative results highlight impressive growth: from only 10 participants initially to over 500 currently engaged. Over 80 seniors now take part in daily activities, reflecting strong community integration and the program’s lasting appeal. Recognition at national level, such as the 3rd place at ANFP 2022 Competition, validates its quality and innovation. Qualitatively, the practice has strengthened cooperation between local public administrations and community stakeholders, enhancing both the relevance and sustainability of activities. Regular participation in important local events has also boosted the project’s visibility and public trust.)

7. Future perspectives for the initiatives (including pictures and visual materials) The Elderly in Action program has inspired the development of new initiatives aimed at promoting active ageing and intergenerational dialogue. The program has generated new community-oriented activities that extend its initial impact. A notable example is the involvement of seniors as occasional volunteers in nutritional education programs, where they support and guide children from 6th district of Bucharest. In 2025, as part of the International Social Work Day, seniors and children cooked together, strengthening bonds and promoting healthy habits. These collaborations showcase the program’s growing role in fostering solidarity between generations.

8. Relevance to the ELEVATE project The Elderly in Action program aligns closely with the goals of the Elevate project by promoting social inclusion, active ageing and intergenerational cooperation. Through its activities, the program empowers elderly to remain active contributors to their communities, addressing social isolation and enhancing quality of life – key priorities of Elevate. The involvement of elderly in educational and volunteering initiatives, such as cooking and nutritional workshops with children, fosters community cohesion and mutual learning. The program’s adaptability and potential for replication also support Elevate’s focus on scalable, sustainable good practices that strengthen local partnerships and civic engagement.

9. Potential for learning or transfer The Elderly in Action is a highly transferable practice, offering a low-cost, high-impact model for promoting active ageing, intergenerational dialogue and social cohesion. Its success relies on strong collaboration between local authority community centres and volunteers. Key success factors include flexibility in activities, integration into local events and recognition of elderly contributions. The model can be adapted to various socio-cultural contexts, especially in urban areas with aging populations. Its focus on inclusion and community- building makes it relevant for regions facing demographic shifts or looking to strengthen civic participation.

10.

Recommendations for re-using this good practice

To successfully transfer the Elderly in Action practice, it is essential to build strong partnerships between local authorities, community centres and civil society organizations. Start by identifying and engaging active seniors willing to contribute and design flexible, low-barrier activities that match their interests and strengths. Embedding the program into existing local events increases visibility and participation. Recognising elderly’s contributions – through public events and awards – helps maintain motivation and pride. It is also recommended to incorporate intergenerational components, such as volunteering with children, which significantly strengthen community ties. Finally, allocate minimal but consistent resources to ensure continuity and appoint a dedicated coordinator to facilitate communication between stakeholders. Documentation and storytelling (photos, testimonials) further support replication by illustrating the social impact and inspiring others to adopt the model. Testimonials: "Since I started exercising in the park, I feel younger" "I no longer feel the need to use a cane" "I have balance wherever I go" "I was able to bend down by myself to tie my shoelaces" "I feel blessed to have met you in the park"

2.3.1. Financial overview Funding source The programme is financed through local public funds from the Local Council for DGASPC Sector 6, complemented by sponsorships, donations and in-kind contributions, including former sponsorship from Decathlon Romania, food donations from the Local Food Bank Sector 6 and internships provided by the National University of Physical Education and Sports. The amount of money dedicated to the activity The total estimated budget amounts to approximately €83,500.00 (around €20,000 per year). This includes approximately €57,600.00 for physical training services provided by an external expert, €25,500.00 for specific events (Christmas, Easter, National Day and similar), and approximately €400.00 for promotional materials at the launch of the programme. Period in which money was spent September 2021 – present What was money spent on (performed activities) Funds were used for regular physical training sessions for older persons, organisation of thematic and festive events, and promotion of the programme at launch. Who performed the activities Activities were delivered by: • One external physical trainer contracted by DGASPC Sector 6 • Two DGASPC Sector 6 employees responsible for coordination, administration and logistics • One DGASPC Sector 6 communication employee • Volunteers, including one permanent senior volunteer, approximately 30 master’s students annually, and up to 10 teenage volunteers involved during specific events Result of the activities The programme achieved a significant increase in participation, from 10 initial participants to over 500 participants, with more than 80 seniors participating daily. It received national recognition, including 3rd place at the 2022 National Agency of Civil Servants (ANFP) Competition, and strengthened cooperation between public administration and community stakeholders.

Where was the money spent most effectively and where less so, and why? The most effective expenditure was investment in professional staff, particularly the physical trainer. No expenditures were considered less effective. If the funds were used less efficiently or misallocated, how would they be better allocated in the future? No inefficient or misallocated spending was identified. What is the realistic possibility of further financing? How is the project currently financed? The programme is currently financed by the Local Council budget. Due to economic constraints and reduced private sponsorship, local public funding remains the most realistic source of future financing. Other financing or collaboration possibilities for long-term sustainability Efforts are ongoing to attract new private sponsors and donors, as well as to identify suitable EU funds and grant opportunities to support long-term sustainability.

2.3.2. Strategic and financial recommendation Active Ageing as a Permanent Municipal Service A Sustainable Community-Based Model Inspired by DGASPC 6 (2026– 2030) Why this matters Municipalities are facing rapid demographic ageing, leading to: • • • •

increased social isolation among older residents, declining physical health and mobility, higher long-term healthcare and social care costs, growing demand for institutional services.

Short-term projects often fail to create lasting impact. The experience of DGASPC Sector 6 (Bucharest) shows that a simple, low-cost programme of regular physical and social activities can achieve strong participation and long-term sustainability when integrated into municipal services.

Strategic objective Establish a permanent municipal Active Ageing Programme that promotes physical health, social participation and community engagement among older residents.

Core elements of the model 1) Regular physical activity programme • • • •

Weekly sessions (e.g. gymnastics, dance, yoga, mobility training) Outdoor activities in parks during warmer months Indoor activities in community centres during winter Adapted intensity levels for different abilities

The Bucharest programme increased participation from 10 to over 500 seniors, with more than 80 daily participants. 2) Social and community engagement • • • •

Monthly thematic and cultural events Group activities that strengthen social connections Information sessions on healthy lifestyles Recognition of participant achievements

This combination significantly reduces isolation and strengthens community belonging. 3) Intergenerational component • • •

Seniors involved as volunteers in activities with children or youth Joint workshops, events and educational activities Strengthening community solidarity across generations

Financing model Basic operational cost Estimated annual budget: ~€20,000. Main cost items: • • • •

professional trainer or activity leader, coordination and administration, community events, minimal communication and promotion.

The most effective investment is qualified professional staff. Funding structure Core principle: stable municipal funding Recommended model: • • •

70–80% municipal budget (core operations) 10–20% private sponsorship (sports equipment, events) 0–10% EU or project funding (expansion or innovation)

Additional partners may include: • • • •

universities (student internships), sports companies, health insurance providers, food banks or social organisations.

The Bucharest experience shows that local public funding remains the most reliable long-term source. Governance model To ensure continuity and motivation: • • • • •

Integrate the programme into regular municipal social or health services Appoint a programme coordinator (0.1–0.2 FTE) Use existing public spaces (parks, community centres) Build partnerships with universities, NGOs and private companies Embed activities into local events and community life

Performance indicators Annual monitoring: • • • • • •

number of participants, daily attendance levels, number of activity locations, number of partner organisations, participant satisfaction, estimated health and wellbeing improvements.

Documentation and storytelling (photos, testimonials) increase public support and political visibility. Expected benefits Social • •

reduced loneliness and social isolation, stronger community engagement.

Health • •

improved mobility, balance and independence, prevention of falls and chronic conditions.

Economic delayed need for expensive institutional or medical care, • very low cost per participant compared to formal care services. Key message for decision-makers •

The greatest impact does not come from short-term health or social projects, but from: • • • •

small but stable annual municipal funding, integration into regular services, strong partnerships with local institutions, focus on measurable participation and wellbeing outcomes.

Active ageing programmes are not only social initiatives — they are a cost-effective investment in long-term municipal health and social sustainability. Recommended first step (2026): Launch a pilot Active Ageing Programme in 2–3 locations and establish a permanent budget line for long-term implementation.

2.4. No. 8. Changing Trains Station Offingen 1. Identification data Name of the good practice: Disadvantaged target group(s): Organisation in charge of the good practice: Location of the practice:

Umsteige.Station Offingen (Changing Trains Station Offingen) older people Municipality of Offingen / CoWorkLand e.G. Country: Germany Region: Bavaria City: Marktgemeinde Offingen

Duration: 12 months (01.09.2024 – 31.08.2025) Funding source:

Project funding by the Federal Ministry of Food and Agriculture Geographical scope of the practice: Local

2. The objective(s) of the good practice The municipal project "Umsteige.Station Offingen" is developing a concept for combining a multi-purpose building with mobility services. The ideas and needs of residents are being incorporated into this conceptual design process through a participation process. In designing the future use as a multi-purpose building, ideas are being developed with residents and are already being tested in a pop-up format.

The concept aims to develop alternatives for commuting workers (including working family caregivers), particularly in the form of co-working spaces. These are to be linked to local care services for children, the elderly, and the sick. In addition, the concept also incorporates community and association/club activities for older people; the development of the station area as a whole into a social meeting place is a key task.

3. Summary of the good practice The market town wants to renovate its vacant train station and create a community place, especially for associations and initiatives that make a very important contribution to integrating older people into community life, but which are complaining about a considerable need for space. It is necessary to develop an operating concept that will be accepted by political decision-makers, also due to its convincing economic viability. Coworking could contribute to the long-term revitalization, capacity utilization, and the most economical operation of a multi-purpose building. However, "coworking" is a completely new topic in the town of 4,255 inhabitants, and the demand has not yet been assessed. For the development of the concept "Multifunctional building combined with a mobility station," a specific location was created in a building with which many residents identify: A temporary co-working space was set up in the vacant train station building, which also serves as an attractive venue for community workshops and events. Key users: • Civic initiatives • Clubs, political parties, organizations • Commuters, including family caregivers/volunteers

4. Challenges during the implementation period Implementation presented everyone involved with numerous challenges: • Getting the project out of the town hall and the municipal council and into the wider small-town community, making it a topic of interest to many citizens. • Finding enough committed participants and reaching a broad spectrum of the population, uniting young and old people in the project. • Fulfilling the funding agency's mandate to combine the concept of a multifunctional building with a mobility station. • Setting priorities for the conceptual work in light of the large number of ideas. • Making completely new ideas understandable and, if possible, tangible for many people. • This also includes raising awareness of the coworking concept and determining long-term demand.

5. Measures taken to overcome the challenges • The municipality of Offingen cleared out the ground floor of the vacant train

station building and adapted it for temporary use (painting, heating). • The municipality collaborated with the CoWorkLand cooperative to set up and operate the pop-up coworking space and to collaboratively develop the concept. • Citizen participation workshops were held at the beginning of the project and three months after its launch. A 3rd citizen participation workshop will take place at the end. • A task force consisting of committed citizens was established in the community to ensure ongoing project work. • In addition to weekly coworking jellies, numerous events hosted by various clubs and organizations were held in the building, attracting hundreds of guests. This increased awareness of the project and the space provided for it in the community. • To explore the current demand for coworking options, 10 moderated coworking trial days ("jellies") were organized, during which user interviews were conducted, which will be evaluated for the concept. • Collaborations with experienced partners have been established in the region to test innovative usage ideas (repair café, food sharing). • The municipality has entered into a collaboration with a specialized consulting firm for the mobility support centre.

6. The result of the good practice The proposed provisional renovation of the station building as a place for meetings, events, and the development and testing of usage ideas has been very well received, providing an important foundation for gaining the necessary insights for concept development. • 3 citizen participation workshops were held. • Approximately 60 events/uses in the renovated building by almost 20 different users (organizations, associations, political parties, etc.) • A significant proportion of the planned/initiated measures have been realized for projects relevant to the target group, older people: 3 Repair Cafés; 2 computer training sessions for seniors held by the youth centre; 2 foodsharing meetings at the start of the project.

7. Future perspectives for the initiatives (including pictures and visual materials)

• The coworking jellies can be continued at any time. Coworking was made a

reality for the first time in Offingen. Whether there will be a permanent, consistent coworking offering remains to be seen. • If the station is appropriately renovated, it will be used extensively as an event venue by local clubs, political parties, organizations, and initiatives. • Repair Cafés are expected to take place regularly at the station in the future: A community is forming, and special space is available in the station building.

• It is also expected that the station will become the permanent location of

the food sharing initiative ("FairTeiler"). • The foundations have been laid for continuing innovative projects that have already begun, also with sufficient staffing. • As the project progresses, a solution will need to be developed that will enhance the station's attractiveness as a mobility hub, for example, as a waiting area with supply services.

8. Relevance for the ELEVATE project • The pop-up method of creating and testing co-working spaces close to home

in rural areas for working family caregivers (as well as volunteer caregivers); • The GP project at Offingen train station demonstrates the great importance of appropriate locations: For innovative inclusion projects, permanently functioning locations must be created – and can be created. • The project in Offingen demonstrates several innovative formats that contribute to improving the quality of life of older residents in rural areas (repair café, food sharing, senior computer course).

9. Potential for learning or transfer The challenges the project in Offingen addressed apply everywhere: Suitable spaces are needed – for encounters, social interaction, and innovation – that are attractive to people. Vacancy is widespread and puts a strain on the communities: But there is a lack of viable ideas for use that need to be developed and implemented locally. Even more so is there a lack of viable concepts for inclusive approaches (social innovations), whose demanding development overwhelms the capabilities of isolated villages and small towns. The project has demonstrated the chances for rural communities that: a. access financial support, for example, by participating in relevant funding projects;

b. work with partners with relevant experience; c. utilize the existing, but often previously undiscovered, potential of the people in the village and region; d. take the opportunity to try out new things and learn from mistakes. Developing and testing solutions at specific local identification places with the target groups reduces the risks of poor planning or failures and contributes significantly to the success of such projects.

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Recommendations for reusing this good practice

• "Practice makes perfect!": Success or failure can never be accurately

predicted. A trial-and-error approach can be very beneficial to avoid costly setbacks. • In villages and small towns, former “landmarks” (e.g., train stations, inns, etc.) are often empty – and can be converted for pop-up uses with varying degrees of effort. Give it a try! You don't have to reinvent everything! The approach described can be easily implemented with local/regional partners who contribute their networks and experience.

2.4.1.Financial Overview Funding source The project was funded by: - Federal Ministry for Agriculture, Food, and Regional Identity (BULE Programme “Land.Station”) - Co-financing by Markt Offingen Municipality The amount of money dedicated to the activity The total project budget amounted to approximately €45,000. Period in which money was spent October 2024 – October 2025 What was money spent on (performed activities) The allocated budget was used for: - Manpower (0.25 FTE for project management and community management) - Organisation of several citizen workshops for co-creation of programme and service concepts (pop-up testing phase) - Production of signs, posters and flyers - Rental of furniture, interior design and installation elements - Operational costs including electricity, heating and internet connectivity

Who performed the activities The project involved a broad range of stakeholders, including: - Mayor and members of the municipal council - Local associations (including volunteer fire brigades) - Party committees of local political parties - Regional environmental organisations - Local youth council - Private individuals - Consultant from CoWorkLand - External partner providing expertise in mobility Result of the activities The project achieved the following results: - Transformation of the long-vacant train station into a public issue with strong citizen participation - Restoration of key station functions (waiting area, restrooms) - Establishment of a pop-up rural coworking space, with approximately 50 events hosted - Creation of a venue for citizen participation processes - Development of a long-term concept for future station use, forming the basis for participation in the next round of state funding - Initiation of a Repair Café, now operating continuously - Establishment of a permanent food-sharing station - First-time testing and presentation of rural coworking in the municipality Where was the money spent most effectively and where less so, and why?The most effective expenditure was investment in manpower, particularly community management, which proved essential for activating citizens and coordinating participation processes. If the funds were used less efficiently or misallocated, how would they be better allocated in the future? Furniture rental could be reduced in the future if suitable furniture is available locally. However, quality and condition remain important to ensure attractiveness and usability of the space. What is the realistic possibility of further financing? How is the project currently financed? Markt Offingen Municipality has taken responsibility for further development of the train station, partially supported by federal funding programmes. Coworking activities, café functions and food-sharing initiatives continue under municipal support.

Other financing or collaboration possibilities for long-term sustainability A potential long-term sustainability model could include the establishment of a citizen cooperative responsible for operating and financing the station.

2.4.2. Strategic and financial recommendation Revitalising Vacant Public Buildings into Community and Innovation Hubs A Sustainable Model Inspired by Umsteige.Station Offingen (2026– 2030) Why this matters Many municipalities face similar challenges: • • • • •

vacant or underused public buildings, limited spaces for community activities and local services, social isolation among older residents, increasing demand for flexible work options close to home, pressure to invest without clear evidence of long-term demand.

Large infrastructure investments often fail when real user needs are unknown. The Offingen model demonstrates that temporary (“pop-up”) use combined with strong community engagement can transform vacant buildings into sustainable social and economic hubs. Strategic objective Transform vacant municipal buildings into multi-functional community hubs that combine: • • • • •

social and community services, activities for older residents, flexible workspaces, local initiatives and events, mobility and local service functions.

Core elements of the model 1) Pop-up testing phase (low-risk approach) Before major renovation: • • •

temporary interior setup, pilot activities and trial services, user feedback and demand assessment.

In Offingen, this approach enabled the testing of coworking, community events and new service ideas before final investment decisions. 2) Multi-functional use Typical activities include: • • • • •

community and association meetings, digital training for seniors, Repair Cafés and food-sharing initiatives, local events and workshops, rural coworking for commuters and caregivers.

Approximately 60 events were hosted with around 20 different user groups. 3) Strong community participation • • •

citizen workshops at key project stages, local task force of committed residents, partnerships with regional organisations and experts.

This significantly increased local ownership and acceptance. Financing model Development phase (project-based) Example project budget: ~€45,000 for 12 months. Possible sources: • • •

EU funds (ERDF, Interreg, LEADER) national rural or regional development programmes smart village / community innovation schemes

Funds typically cover: • • • •

project and community management, temporary equipment and setup, participation processes, operational pilot costs.

Operational phase (long-term) Key principle: small but stable municipal funding Recommended structure: • • •

Municipal budget: core costs (utilities, coordination) User contributions: coworking fees, space rental, events Project funding: expansion and new services

The most effective investment is community management (approx. 0.2–0.3 FTE). Governance model To ensure long-term sustainability: • • •

•

Appoint a municipal or contracted Community Manager Establish a multi-year operating model (3–5 years) Build partnerships with: o local associations, o social organisations, o businesses, o regional development agencies Consider a citizen cooperative or local operator for long-term management.

This increases local responsibility and reduces municipal burden. Performance indicators Annual monitoring: • • • • • •

number of users and events, occupancy rate of the space, number of partner organisations, revenue generated from use, community satisfaction, external funding secured.

Expected benefits Social • •

reduced isolation among older residents, stronger community engagement and volunteering.

Economic • • •

support for local entrepreneurship and remote work, increased utilisation of municipal assets, reduced risk of unused infrastructure investments.

Territorial • • •

revitalisation of central locations, increased attractiveness of the municipality, stronger local identity.

Key message for decision-makers Successful revitalisation is not primarily about renovating buildings, but about: • • • •

testing real demand before investing, providing ongoing community management, combining public funding with user-based revenue, developing spaces as local social and economic ecosystems.

A multi-functional community hub is not only a social project — it is a strategic investment in local resilience, economic vitality and efficient use of municipal assets. Recommended first step (2026): Launch a one-year pop-up pilot in a vacant municipal building and establish a multi-year operational framework based on demonstrated demand.

2.5. No. 9. DANECT 1. Identification data Name of the good practice:

DANECT

Disadvantaged target group(s): Organisation in charge of the good practice: Location of the practice:

Seniors ILEU e.V. (Institute for Virtual and Face-to-Face Learning in Adult Education) Country: Germany Region: Baden-Württemberg City: Ulm Pilotphase 2020, after that 4 project phases (each lastet one year)

Duration:

Funding source: Baden-Württemberg Foundation, Germany Geographical scope of the practice: On national, local and international level within Network of the Danube-Networkers, focus Danube region

2. The objective(s) of the good practice Within the framework of the pilot project DANECT, people of all ages, but especially seniors, from the Danube region come together to connect online. Born out of the difficulties to meet during the corona crisis, the project still helps to exchange when there is no possibility to meet in person. With the help of online video meetings, participants share their interests, emotions, but also their competencies. The project was a perfect way to practice community building and strengthen the community spirit of the Network. Many partners from the educational network of the Danube-Networkers (a European notfor-profit umbrella association of educational organisations and individual experts dealing with and promoting education and scientific research in the fields of Learning in Later Life, Social Participation and Intergenerational Dialogue along the Danube and in Europe) took part and supported the successful implementation of the project.

3. Summary of the good practice The project brings together people of all ages, especially senior citizens, from all over Europe, especially the Danube region, to network online. With the help of online video meetings, participants share their knowledge, interests, emotions and also their skills

through their own contributions (singing, music, poetry, presentations) at Sunday Come Together Sessions, cultural heritage lectures about topics presented by experts or in working groups; furthermore, they brush up their language skills (currently EN, FR) in international conversation groups. It was initiated during the pandemic to facilitate communication and encounters between people from the Danube countries via digital media. According to the motto “Meet friends and get new friends”, an international Danube community has emerged in which participants from the UK and other Western European countries are also involved. What is special is that the people involved in the events come from among the participants themselves. With the help of the partners, new people are constantly being added, especially young people in 2023. The come together sessions in particular, with presentations on their country/culture by participants from different countries as well as singing and music performances from different countries, were very well received. Challenge is to overcome the language barriers. The translations into 5 foreign languages (SRB, BG, RO, DE, UKR) open the door to interested people (especially older ones) who do not speak English. More interactivity in the offerings is desired in order to further promote active exchange. 1500 signs - Try to prepare an overview that complies with the limit. However, you should add further details here in the template. Please provide information on the practice itself. In particular:

4. Challenges during the implementation period How to develop a feeling for the others, for a common Europe Digital exclusion of the elderly (lack of access or experience with digital tools), Language barriers, many don’t speak English / the language of the neighbour Please explain the main challenges met during the implementation of the GP to stimulate the transfer to be successful.

5. Measures taken to overcome the challenges Developed user-friendly training materials and conducted workshops (esp. Zoom and other online Tools that help communication), used translator in the sessions (translator channel on Zoom) as well as other translation tools to tackle the problem, established local support groups with help of project partners that support people to access the sessions. As culture is a very unifying element connecting people even if they don’t speak the same language, we have also focused a lot on the topic of cultural heritage. Please explain the identified solutions for overcoming the encountered challenges for implementing the GP.

6. The result of the good practice A total of around 500 people from the Danube countries and other European countries were reached. The evaluation of an extensive survey on the course of the project to date, in which over 100 people from 15 European countries aged between 20 and 90 took part, as well as the process-related accompanying research, document the project's large,

continuous international and intergenerational reach and the active involvement of many participants. The project shows strong evidence of increased digital confidence among participants and it strengthened transnational networks of senior organisations and partners in the Danube countries and other European countries.

7. Relevance for the ELEVATE project The good practice contributes to ELEVATE by demonstrating how inclusion can be achieved through starting from points of interest and digital tools (here main target group senior from Danube countries) to foster cooperation, exchange and capacity building.

8. Future perspectives for the initiatives (including pictures and visual materials) Come Together Session are planned to continue with help of volunteers of the network including more and more young and old people to also foster intergenerational dialogue; it will be further fostered that all partners and participants integrate the methods they learned in their own work on a local level Please explain if and how your GP has generated other activities continuing and expanding the initial implemented actions.

9. Potential for learning or transfer This practice is interesting for others to apply because it brings together people from different countries and ages to share, exchange and learn from each other, which also reduces stereotypes – with the basis of online tools such as Zoom people who e.g. cannot leave the house anymore can be included and can be part of a community. There are many people who would profit from such format and to be included more in society.

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Recommendations for reusing this good practice

Community-building procedure from the beginning (getting to know each other) Conversation exchange Challenges by competitions and online advent calendar etc. A strong base of volunteers is helpful to support in all project activities (technical moderation, translators…). Find your online communication tool to use and then make online courses for all interested. Shared themes of interest: Include the participants into the planning (what topics are they interested in? how would they like to be included?). Have a look at all Danect activities on danect.eu.

3.5.1. Financial overview Funding source The project was financed through Baden-Württemberg public funding. The amount of money dedicated to the activity The project received funding in the range of €20,000–40,000 over several phases: - 2020: Pilot project - 2021: DANECT 1 - 2022: DANECT 2 - 2023: DANECT 3 - 2024: DANECT 4 The pilot project budget amounted to €17,000. Period in which money was spent Pilot project: 1 April 2020 – 30 November 2020. Subsequent DANECT phases were implemented annually from 2021 to 2024. What was money spent on (performed activities) During the pilot phase, funds were used for: - Personnel costs - Fees for experts and moderators - Technical moderation of online Zoom sessions - Translation services - Preparation of brochures - Organisation of online “Come Together” sessions - Establishment of five multinational working groups - Delivery of four online lectures - Organisation of an international digital Advent calendar Since the pilot phase, more than 100 digital Come Together sessions, lectures and working groups have been organised. Who performed the activities The project was implemented by ILEU as a digital international initiative with active participation of older and younger people from Danube countries. Key implementation features included: - Weekly digital Come Together sessions moderated by ILEU - Monthly digital lectures and workshops led by experts from different countries - Simultaneous interpretation via Zoom channels in three languages during the pilot phase, later expanded to five languages

- Active involvement of participants as contributors, moderators and presenters - Organization of competitions and exhibitions Older adults were not only participants but also active performers and co-creators of the activities. Result of the activities The international online project “Danube-Networkers invite: Come Together for connecting people and cultures along the Danube and Europe” (DANECT) achieved the following results: - Strengthened European awareness and intercultural exchange across Danube countries - Creation of new friendships and social connections across borders - Improved digital and media competences among participants, especially older adults - Increased knowledge through lectures, workshops and discussion groups - Long-term accessibility of content, with all sessions recorded and made available on the project website (danect.eu) The methodological approach demonstrated high transferability and can be applied at local, national and international levels. Where was the money spent most effectively and where less so, and why? The funding was spent effectively on the listed activities and was closely monitored and controlled by the funders. No less effective spending areas were identified. If the funds were used less efficiently or misallocated, how would they be better allocated in the future? This question is not applicable, as no inefficient or misallocated use of funds was identified. What is the realistic possibility of further financing? How is the project currently financed? The DANECT project was completed in 2024. Due to the project’s success and strong participant demand, additional funding has been provided by the same Baden-Württemberg funding scheme for a follow-up project. This new project focuses on organizational training, enabling older adults to independently organize and moderate digital Come Together sessions. Other financing or collaboration possibilities for long-term sustainability Long-term sustainability is supported through continued public funding and capacitybuilding of older participants, enabling replication and self-organization of digital community activities

3.5.2. Strategic and financial recommendation Digital Community Networks for Older Residents A Low-Cost, High-Impact Model Inspired by the DANECT Project (2026– 2030) Why this matters Municipalities are increasingly facing: • • • •

social isolation among older residents, limited mobility and reduced participation in community life, digital exclusion, growing demand for low-cost social and preventive services.

Traditional in-person programmes do not reach homebound or geographically dispersed populations. The DANECT model demonstrates that structured online community activities can significantly improve social connection, digital skills and active participation among older people at very low cost. Strategic objective Establish a municipal digital community programme that enables older residents to participate in social, cultural and educational activities from home while building longterm peer networks. Core elements of the model 1) Regular online community activities • • •

Weekly thematic sessions (culture, health, education, discussion) Small group formats (e.g. language groups, interest clubs) Interactive participation rather than passive content

The DANECT network reached around 500 participants from multiple regions and organised over 100 events. 2) Digital inclusion and skills support •

Basic training for video communication tools

• •

Local digital help sessions (with volunteers or students) Ongoing technical support for participants

This component directly reduces digital exclusion and increases long-term engagement. 3) Participant-led activities (key innovation) • • •

Older residents act as presenters, moderators or organisers Peer-to-peer learning and knowledge sharing Reduced dependence on professional staff

This approach increases ownership and long-term sustainability. Financing model Development phase (project-based) Possible sources: • • • •

ESF+ (social inclusion, digital skills) Erasmus+ (adult education, intergenerational learning) Interreg or regional cooperation programmes national digital inclusion initiatives

The DANECT pilot was implemented with a budget of approximately €17,000–€40,000 for development and initial coordination. Operational phase (long-term) Key principle: small but stable municipal support Estimated annual cost: €10,000–€20,000 Main cost items: • • •

part-time coordinator (0.1–0.2 FTE), basic technical infrastructure and support, volunteer coordination and communication.

Projects should finance innovation and expansion, while municipal funding ensures continuity.

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Governance model To ensure long-term motivation and sustainability: • •

•

Appoint a municipal or partner coordinator Build a volunteer network: o digital mentors, o session moderators, o peer facilitators Partner with: o libraries, o universities or schools, o NGOs, o senior organisations Integrate the programme into existing active ageing or social services.

Performance indicators Annual monitoring: • • • • •

number of active participants, number of online sessions organised, percentage of participant-led activities, improvement in digital skills, participant satisfaction and wellbeing.

User testimonials and participation growth provide strong political visibility. Expected benefits Social • •

reduced loneliness and isolation, increased participation for homebound residents.

Digital • •

improved digital literacy and confidence, greater access to online services.

Economic •

extremely low cost per participant,

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•

prevention of higher long-term social and care costs.

Key message for decision-makers The greatest impact does not come from short-term digital projects, but from: • • • •

small, stable annual funding, transferring responsibility to the community, building volunteer-led structures, integrating digital participation into regular municipal services.

Digital community networks are not only a social innovation — they are a cost-effective infrastructure for inclusive, resilient and ageing-friendly municipalities. Recommended first step (2026): Launch a pilot municipal digital community programme and establish a permanent budget line for coordination and long-term operation.

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2.6. No 10. SOCIAL MEDIA CAMPAIGN_ISG AMABILIS 1. Identification data Name of the good practice:

Disadvantaged target group(s):

Organisation in charge of the good practice: Location of the practice:

A national platform Kind Life/Prijazno življenje for active ageing, wellbeing and community participation seniors people with disabilities Institute ISG Amabilis Country: Slovenia Region: / City: /

Duration: Since 2024 (ongoing) Funding source: Geographical scope of the practice:

Sponsors, EU and municipal funds, sales National

2. The objective(s) of the good practice The main objective of Kind Life / Prijazno življenje is to: • promote active, healthy and socially engaged ageing, • reduce social isolation and negative stereotypes about ageing, • increase visibility of positive life stories and role models aged 50+, • connect older adults with opportunities, services and communities, • create a sustainable national platform that combines social impact, media visibility and cross-sector partnerships (public, private and civil society). Long-term objective: To develop Kind Life into a national platform for active ageing, wellbeing and community participation.

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3. Summary of the good practice The initiative responds to several societal challenges: • Rapid population ageing. • Increasing loneliness and social isolation among older adults. • Lack of positive media representation of ageing. • Fragmented communication of programmes and services for the 50+ population. • Low participation of older adults in community life. • Limited long-term sustainability of social initiatives due to project-based funding. The project was initiated to address the gap between: • •

existing opportunities for active ageing, and the lack of visibility, motivation and inspiration for older people.

Kind Life operates as a content and community platform, based on: Media storytelling • • •

Video stories, interviews and reports with inspiring individuals aged 50+. Participation of well-known public figures and celebrities. Distribution via TV, social media and digital channels.

Community activation • • •

Events and meetings with public figures. Promotion of local initiatives, associations and good practices. Cooperation with NGOs and community organizations.

Partnership model • • •

Collaboration with municipalities, institutions and organizations. Corporate partnerships (CSR and ESG). Media co-production and thematic campaigns.

Operational approach • •

Small, flexible core team. Continuous content production.

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•

Strong focus on authenticity and positive messaging.

Stakeholders • • • • • •

ISG Amabilis (platform operator) Municipalities and public institutions NGOs and community organizations Media partners Corporate partners (CSR/ESG) Public figures and ambassadors

Beneficiaries • • • • •

Adults aged 50+ and seniors Local communities Organizations working in active ageing Families and informal caregivers Society (through reduced isolation and more active ageing)

4. Challenges during the implementation period Main challenges: • Difficulty convincing the first sponsors to support a new concept. • Uncertainty about whether well-known public figures would participate without financial compensation. • Concern about availability of sufficient inspiring content. • Limited capacity of a small team to manage production, communication and organizational tasks simultaneously. After six months, the situation improved significantly: • • •

New content ideas and invitations arrive almost daily. The initiative gained visibility and credibility. Community interest and stakeholder engagement increased.

5. Measures taken to overcome the challenges • The team started with a two-month content plan to ensure initial stability of its social media channels. • Afterwards, a flexible and opportunity-based approach was adopted. • Continuous active communication and networking generated spontaneous collaborations at the very beginning. • Persistent outreach to sponsors and partners.

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• Continuous improvement of communication formats, events and celebrity engagement. Key lesson: Visibility and consistency build credibility and attract partners over time.

6. The result of the good practice After the initial phase: • • • • • •

Strong growth in content opportunities and collaborations. Increasing public recognition and media visibility. Engagement of public figures and ambassadors. Growing network of partner organizations. High audience reach through digital and media channels. Positive feedback from the 50+ audience and stakeholders.

The project has been evolving from a pilot initiative into a recognizable national initiative.

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7. Future perspectives for the initiatives (including pictures and visual materials) Future development directions: Platform development • •

Transformation into a national active ageing platform. Expansion of digital content and community features.

Sustainable financing • • • •

Long-term municipal partnerships. Corporate ESG partnerships. Thematic sponsorships. Development of a senior-focused service and tourism marketplace.

Programme expansion • • •

Regional and local storytelling. Thematic campaigns (health, wellbeing, digital inclusion, volunteering). Community events and intergenerational activities.

Visual materials • • • •

Video stories and documentaries. Social media campaigns. TV broadcasts. Event photography and testimonials.

8. Relevance for the ELEVATE project Kind Life is relevant because it: • Promotes active ageing and social participation. • Reduces social isolation. • Supports community-based approaches. • Uses innovative communication and media tools. • Demonstrates how social initiatives can develop hybrid sustainability models (public–private–civil sector). • Supports visibility of good practices across regions.

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9. Potential for learning or transfer The model is highly transferable because: • • • •

It requires low initial investment. It is scalable (local, regional, national). It can be adapted to different cultural contexts. It combines: o storytelling, o community engagement, o partnerships, o media communication.

Transfer options: • • •

Regional versions of the platform. Thematic campaigns (health, volunteering, rural ageing). Municipal subscription models.

Integration into national active ageing strategies.

10. • • • • • • • • •

Recommendations for reusing this good practice

Start with a small, committed team and pilot content. Focus on authentic, positive storytelling. Ensure continuous communication and visibility. Build credibility before seeking large sponsors. Combine public support with corporate partnerships. Develop long-term partnerships instead of short-term projects. Position the initiative as a platform or service, not a project. Measure reach and social impact to attract funding. Maintain strong networking with municipalities, NGOs and media.

2.6.1. Financial overview Funding source The project is financed through a combination of EU funding, private contributions and donations, including: - EU funds (Erasmus+ grant) - Sponsors to be added in 2026, with the aim of forming a consortium of sponsors (tourism organisation, national tourism organisation, telecommunications company, food company and bank) - Donors (individuals and legal entities) contributing through the Kind Life project via a transparent donation platform supported by blockchain technology (Truhoma platform)

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- Donation campaign for the Kind Life project, aimed at raising funds to enable the staging of a theatre performance (comedy) in a retirement home The amount of money dedicated to the activity Funding has been allocated to several core components of the project: - Project launch: approximately €4,000 invested in video editing and salaries for 1.5 project staff managing the project throughout the year - Co-creation of a 10-minute segment on fulfilling the wishes of older people in a morning TV show (in development), including: • purchase of media space • organisation of wish fulfilment activities (excursions, restaurant visits, sporting events, etc.) • recording and editing for Kind Life social media • field presence of the Kind Life team Estimated cost: approximately €13,000–15,000 + VAT per month - Corporate volunteering days organised by the Kind Life project team: promotion of volunteering within companies and visits by company employees to retirement homes with organised activities (approximately €2,500 + VAT per event) - With the addition of EU funds, further content will be developed, including social activation, intergenerational tourism, health and healthy eating content on social networks and the Kind Life media-sales platform Period in which money was spent 2025 – present. The main financial investment took place in 2025 during the project launch phase, including approximately €4,000 + VAT for video editing and staff costs for 1.5 project staff managing the project throughout the year. What was money spent on (performed activities) Financial resources were used for the following activities: - Organisation of filming related to fulfilling the wishes of older people and other project activities - Filming video material in the field - Video editing - Publishing video content on social media at least five times per week - Strategic planning and further development of project concepts - Outreach and engagement with potential sponsors and partners Who performed the activities The Kind Life project is implemented by a multidisciplinary team, including: - Two project managers leading and coordinating the project - Media ambassador for the project, a renowned Slovenian social worker who participates in wish-fulfilment activities

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- Host of the Kind Life podcast, who is also a physiotherapist and presenter - Media creators, including video and podcast editors - Editor and journalist for a magazine focused on health and social activation In addition, the project collaborates closely with nursing homes and has established a partnership with JRE restaurants. Result of the activities - Successful launch of the Kind Life project on social media, gaining over 3,000 followers on Facebook and Instagram within one year, with a total reach of over 11,000 people together with the project ambassador - Fulfilment of approximately 25 wishes of older people in 2025, benefiting around 100 older persons in total - Launch of the first Kind Life podcast in December 2025, covering health and seniorrelated topics and featuring celebrity guests - Establishment of a partnership with a magazine focused on health and social activation of older people; the first joint issue was published in December 2025 with a circulation of 10,000 copies - Creation of a solid foundation for cooperation with sponsors and television partners in early 2026. Where was the money spent most effectively and where less so, and why? The funds were used most effectively across all implemented activities, as the project follows a lean spending approach. No significant inefficiencies have been identified so far. If the funds were used less efficiently, how would they be better allocated in the future? The funds have not been used inefficiently so far. In the future, particular attention will be given to developing a carefully designed business model for the media sales platform, ensuring that sponsorship and EU funds are used as effectively as possible. What is the realistic possibility of further financing? How is the project currently financed? The project is currently financed primarily through limited EU funding. In the future, financing will be based on a combination of sponsorship and EU funds, as the project model is designed to align well with sponsor interests while certain components remain eligible for EU support. In addition, the sales component of the platform (health, wellness and tourism providers) will be financed through a dedicated advertising model on the platform. Other financing or collaboration possibilities for long-term sustainability

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At present, no additional financing options are foreseen beyond the planned business model, which is being developed with the objective of ensuring long-term financial sustainability of the project.

2.6.2. Strategic and financial recommendation From Media Project to Sustainable Social Impact Platform Strategic Partnership Opportunity for Municipalities and ISG Amabilis (2026–2030) Why this matters Municipalities are facing major demographic and social challenges: • rapid population ageing, • increasing social isolation and health risks among older residents, • growing demand for prevention and community-based services, • limited visibility of existing local programmes, • high costs of traditional service delivery. At the same time, most social initiatives remain dependent on short-term project funding, resulting in: • fragmented activities, • low implementation continuity, • limited long-term impact. Kind Life / Prijazno življenje offers an opportunity to shift from short-term projects to a permanent national platform for active ageing, wellbeing and community engagement. Strategic objective Develop Prijazno življenje as a national social impact platform that combines: • professional media and communication, • promotion of local good practices, • community activation, • partnerships with municipalities, institutions and private sector. This approach transforms social communication into long-term social infrastructure. Value for municipalities 1) Visibility of local policies and services Municipalities receive: • national media exposure of local programmes and good practices, • professional storytelling (video, articles, social media), • increased public awareness and participation. This strengthens political credibility and citizen engagement.

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2) Cost-effective communication and prevention Instead of fragmented campaigns, municipalities gain: • access to a national platform targeting the 50+ population, • coordinated communication on active ageing and inclusion, • support for preventive approaches that reduce long-term social and health costs. Typical annual participation cost: €2,000–€5,000, significantly lower than independent campaigns. 3) Access to partnerships and innovation Participation enables: • connection to national institutions and corporate partners, • exchange of good practices with other municipalities, • support in developing new community initiatives. Sustainable financing model Key principle: mixed public–private funding Source

Role

Municipal and regional contracts

Core operational stability

National institutions

Thematic programmes (health, tourism, social inclusion)

Corporate ESG partners

Additional funding and community investment

EU projects

Innovation and development

Target structure: • 40–60% public funding • 20–40% corporate partnerships • 10–20% project funding This reduces dependence on annual calls and ensures long-term continuity. Governance model To ensure sustainability: • Multi-year partnership agreements (3–5 years) • ISG Amabilis as central platform operator and content producer • Annual content cycles (not one-off campaigns) • Monitoring of reach, participation and social impact This model aligns social programmes with the stability and efficiency of private-sector operations. Expected benefits For municipalities • higher participation of older residents,

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• • •

improved visibility of local initiatives, stronger prevention and community engagement, better use of limited communication budgets.

For ISG Amabilis • financial stability beyond project cycles, • scalable national platform, • stronger position for EU and corporate partnerships. For society • reduced social isolation, • healthier and more active ageing, • stronger local communities. Key message for decision-makers Long-term social impact cannot rely on short-term projects. Sustainable results require: • small but stable annual municipal contributions, • multi-year partnerships, • integration of communication and community activation into permanent local strategies. Prijazno življenje should be developed not as a temporary campaign, but as national infrastructure for active ageing and community wellbeing. Recommended first step (2026): Establish pilot multi-year partnership agreements between ISG Amabilis and a group of municipalities, combined with national and corporate partners to secure a stable operational base.

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2.7. No. 11. OBC ZAZELI 1. Identification data Name of the good practice:

Disadvantaged target group(s):

Organisation in charge of the good practice: Location of the practice:

National Program Name: “ZAŽELI – Women’s Employment Program”, Phases 1, 2, and 3 Osijek-Baranja County Project: “ZAŽELI Home Assistance – Empowering and Activating Women in the Labour Market”, Phases 1 and 3 Target group: Women in a disadvantaged position on the labour market with no more than a secondary level of education (women over 50 years of age, women with disabilities, victims of human trafficking, victims of domestic violence, asylum seekers, women who have left institutional care (children’s homes), foster care, correctional institutions, etc.; women recovering from addiction, women recently released from prison (within the past 6 months), members of the Roma national minority, homeless women, and other vulnerable groups). Final beneficiaries: Persons over the age of 65 and persons with disabilities. Osijek-Baranya County

Duration:

Country: Croatia Region: Osijek-Baranja City: Beli Manastir, and municipalities Antunovac, Vladislavci, Draž, Darda 2 projects: 1. 30 months 14/12/2019-14/6/2021 2. 8 months 22/12/2022-22/8/2023 New Program ZAŽELI – Prevention of Institutionalisation, 36 months (2024.2027.)

Funding source:

(Please fill in multiple sources, if it is the case)

European social fund and National budget

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Geographical scope of the practice: (National/ Regional/ Local) The program is national, but the project was implemented at the local level

2. The objective(s) of the good practice To enable access to employment and the labour market for women from vulnerable groups, with a focus on hard-to-reach, rural areas and islands (i.e., less developed areas with higher unemployment rates). The specific objectives were to empower and enhance the work potential of hard-toemploy women and women with lower and secondary levels of education by providing employment within their local communities. This aimed to alleviate the effects of unemployment and the risk of poverty, while also encouraging social inclusion and improving the quality of life for the final beneficiaries - elderly and frail individuals, as well as persons with disabilities.

3. Summary of the good practice For years, the unemployment rate in Croatia has been above the European Union average. As in the EU overall, women represent a larger share of the unemployed population in Croatia. On the other hand, due to demographic changes and a growing number of elderly citizens, the social welfare system has come under increasing pressure. In response to these two challenges, the Ministry of Labour, Pension System, Family and Social Policy of the Republic of Croatia launched three calls for proposals for the implementation of the “ZAŽELI – Women’s Employment Program”. The program was cofinanced by the European Union through the European Social Fund under the Operational Programme “Efficient Human Resources 2014–2020.” The goal of the ZAŽELI program was to include women in disadvantaged positions in the labour market, thus addressing poverty reduction, lowering unemployment, preventing premature institutionalisation, and improving the quality of life for the final beneficiaries - elderly and/or frail individuals by providing them with daily support. Women from vulnerable groups, were employed for periods of up to 24, 12, or 6 months (in phases 1, 2, and 3 respectively), provided beneficiaries with daily assistance in the following areas: delivery of groceries, meal preparation, household cleaning, dressing and undressing, hygiene care, social integration, assistance in accessing various rights and services, as well as companionship, conversation, and escort to social and community activities. To employ women through the project, it was mandatory to conduct a transparent public recruitment process, explicitly stating that priority would be given to women registered as unemployed, with a special focus on vulnerable groups, including: women over 50, women

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with disabilities, victims of human trafficking or domestic violence, asylum seekers, women formerly in institutional care (such as children’s homes or foster care), correctional institutions, women recovering from addiction, women recently released from prison (within the past 6 months), members of the Roma national minority, homeless women, and other vulnerable groups. As part of the first and second phases of the ZAŽELI project, one of the mandatory activities was the education or training of women, with the aim of increasing their employability after the project’s completion. The type of training was determined based on the location of project implementation, the needs of the women involved, and the demand for labour on the local labour market. Eligible project implementers included local self-government units (cities and municipalities), regional self-government units (counties), and non-profit organizations active in the field of social services. Partner organizations could include institutions registered to provide care for elderly and/or frail individuals. The program also required two mandatory partners: 1. Regional or local offices of the Croatian Employment Service, which supported project implementers in identifying, informing, and employing women from the target group; 2. Centres for Social Welfare, which ensured that project beneficiaries were not already receiving assistance funded by the state budget or other public sources. The final beneficiaries of the projects were persons over the age of 65 and/or persons with disabilities or reduced functional capacity. Osijek-Baranja County implemented two projects under the ZAŽELI – Women’s Employment Program, in partnership with the Municipalities of Antunovac, Vladislavci, Darda, and Draž, as well as the City of Beli Manastir. Their role was to ensure the visibility of the project and the Public Call for beneficiary registration to receive assistance and support. The County also partnered with Care Homes for the Elderly and Infirm in Osijek and Beli Manastir, which were responsible for the selection and employment of women from the target groups.

4. Challenges during the implementation period At the beginning of the implementation of Phase 1 of the Programme, we faced challenges both with the employed women and the end beneficiaries. The women being employed were mostly those without completed primary education or with only primary education, often lacking any or having very limited work experience and work habits. On the other hand, home assistance services were not widespread in Croatia at that time, and many end beneficiaries either felt apprehensive about having a “stranger” enter their

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home or were concerned about the amount of documentation they were required to sign for administrative and reporting purposes. However, by the end of Phase 1, the women and beneficiaries had developed closer and more personal relationships, and in many cases, the women continued visiting their beneficiaries even after the project officially ended. As this Programme was co-financed by EU funds, it was designed as a project with a clear start and end, which meant that gaps in service provision occurred between different phases of implementation. In the subsequent phases it became necessary to match women with beneficiaries based on previously established relationships and mutual familiarity within local communities, to ensure continuity and trust in service delivery.

5. Measures taken to overcome the challenges During the implementation of the projects by Osijek-Baranja County, continuous monitoring of the work was carried out, alongside motivation and support provided to both the employed women and the end beneficiaries when needed. This support and supervision were delivered by employed project coordinators or managers who had prior experience working with socially vulnerable groups. During Phase 1 of the project, the women employed by Osijek-Baranja County completed training to become gerontocarers (home care assistants). Through this training, they acquired theoretical knowledge on how to identify and distinguish the needs of elderly persons, how to carry out procedures related to personal hygiene, hygiene and cleaning of living spaces, as well as laundry and personal items. They also learned how to adapt and perform tasks according to the needs of elderly individuals and household conditions, and how to communicate appropriately with older persons, applying professional etiquette when cooperating with relevant institutions.

6. The result of the good practice The outcomes of the ZAŽELI - Women’s Employment Program have had a positive impact on various socio-economic aspects affecting both individuals and local communities, through: • reducing unemployment among women by employing them within the project, • increasing the employability of women after the project’s completion, • improving the quality of life for elderly, infirm and persons with disabilities In this way, the program contributes to reducing poverty and social exclusion and directly supports the revitalisation of rural and hard-to-reach areas. As part of the ZAŽELI program, over 22,500 women were employed across Croatia, providing support and care services to nearly 130,000 elderly and frail persons.

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The implementation of these projects was 100% co-financed for project promoters, with 85% funded by the European Union and 15% from the State Budget of the Republic of Croatia. Osijek-Baranja County implemented two projects (Phases 1 and 3) between December 2019 and August 2023. Through Phases 1 and 3, assistance and support were provided to more than 500 final beneficiaries. In Phase 1, a total of 57 women were employed, while in Phase 3, 30 women were hired. During Phase 1, 46 women successfully completed a certified training program for gerontocarers. By involving relevant stakeholders and project partners, including the municipalities of Antunovac, Vladislavci, Darda, Draž, and the City of Beli Manastir as representatives of local self-government; the Croatian Employment Service and the Centers for Social Welfare Osijek and Beli Manastir as public sector partners; and the Care Homes for the Elderly and Infirm in Osijek and Beli Manastir as institutional partners, intersectoral cooperation was ensured.

This cooperation contributed to a synergistic and comprehensive approach to addressing the identified needs and challenges of the target and end user groups. The successful implementation of the project and strong collaboration with local selfgovernment units and partners have led to the planning of further project phases, including the development of new project proposals within future phases of the ZAŽELIWomen’s Employment Program, as well as the new "ZAŽELI – Prevention of Institutionalisation" initiative.

7. Future perspectives for the initiatives (including pictures and visual materials) The analysis and experience gained through the implementation of the ZAŽELI program have shown that the projects implemented to date have made a significant contribution to reducing the risk of social exclusion and preventing institutionalisation of elderly and frail individuals in Croatia, even though their primary focus was on the employment of women. At the same time, the analysis highlighted the need for more precise targeting of service users, in order to ensure that the most vulnerable groups in society receive daily support and assistance. To address the ongoing risk of social exclusion among elderly persons and persons with disabilities, and to ensure their access to daily support, the competent Ministry launched a new call for proposals under the title ZAŽELI – Prevention of Institutionalisation, as part of the Human Resources Development Programme 2021–2027. This call is introduced as

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a component of long-term care measures and prevention of institutionalisation, cofinanced by the European Union through the European Social Fund Plus. The general objective of the new program is to increase social inclusion and prevent institutionalisation of vulnerable groups by ensuring long-term care. The specific objective is to provide support and assistance in daily life for elderly persons and persons with disabilities. Osijek-Baranja County has continued to provide assistance and support to elderly and frail individuals by implementing the new “ZAŽELI – Prevention of Institutionalisation” program, which runs from April 2024 to April 2027. Project partners include the Care Homes for the Elderly and Infirm in Osijek, Đakovo, and Beli Manastir, which are responsible for employing the support service providers and maintaining the waiting list and registry of registered beneficiaries. It can be said that the long-standing implementation of these programs has raised awareness among the general public and local communities about the needs of the elderly and frail individuals. In many cases, despite the limited duration of the projects, beneficiaries were not left completely alone, as women continued providing informal support even after the project ended. Furthermore, both beneficiaries and the wider public have become more aware that there are alternative forms of support for those most in need, beyond institutional care, such as community-based, non-institutional assistance. Beneficiaries have been further empowered, as the continuation of out-of-institution care has helped them feel less isolated from society, despite their age or geographic distance in rural parts of the county.

8. Relevance for the ELEVATE project By involving relevant stakeholders and project partners-namely regional authorities (Osijek-Baranja County) and local self-government units (Municipalities of Antunovac, Vladislavci, Darda, Draž, and the City of Beli Manastir), as well as institutions such as the Croatian Employment Service and the Centres for Social Welfare / local offices of the Croatian Institute for Social Work as representatives of public authorities, and the Care Homes for the Elderly and Infirm in Osijek and Beli Manastir as providers of social services for elderly and frail individuals, intersectoral cooperation was ensured. This contributed to synergy and a comprehensive response to the identified needs and challenges of the target group and end users. In partnership with Osijek-Baranja County, the Care Homes for the Elderly and Infirm in Osijek and Beli Manastir are planning and implementing projects for the adaptation and

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expansion of their service capacities, in order to better serve elderly and frail persons in the County. The implementation of these programs has enabled older women (aged 50 and above) to participate in society through employment within their local communities, while also empowering persons over the age of 65 and persons with disabilities to feel less helpless, less neglected, and to have their voices heard, something that often wasn't the case due to social exclusion caused by health conditions, geographic isolation, or loneliness.

9. Potential for learning or transfer A key challenge faced by both the Republic of Croatia and the European Union is the shortage of qualified labour, particularly in the area of care provision. The implementation of these programs has enabled long-term unemployed individuals (primarily women) to gain qualifications and work experience, and to become better prepared for the labour market, especially in the field of care for the elderly and infirm. We believe this is an excellent example of how a single project, involving multiple categories of socially vulnerable groups and the collaboration of diverse stakeholdersfrom public institutions, local and regional authorities, to providers of social services for elderly and frail individuals, can promote social inclusion, empower beneficiaries, and make effective use of both human and financial resources. As a result, elderly and frail individuals as the final beneficiaries, no longer feel excluded from society due to their age, illness, or geographic isolation. They now benefit from regular contact and support, which allows them to participate more actively in society, including in decisions concerning their own needs, in short, “their voices are heard.” The cooperation between various stakeholders in the system-regional and local governments, public employment and social welfare institutions, and providers of social services to final beneficiaries has created strong synergies in identifying the problems and needs of the target groups, and has enabled a faster and more efficient response to changing circumstances. The program was implemented nationwide in the Republic of Croatia (NUTS 1), while the projects carried out by Osijek-Baranja County took place within the County’s territory, which forms part of the NUTS 2 region of Pannonian Croatia.

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10.

Recommendations for reusing this good practice

This model of involving multiple categories of socially vulnerable groups can also be applied to other vulnerable populations. In the context of the ELEVATE project, different services needed by elderly persons and persons with disabilities at the local level can be delivered by engaging, for example, migrants, young job seekers regardless of gender, persons with disabilities (where applicable), and other groups that face disadvantage in the labour market in specific local areas.

2.7.1. Financial overview Funding source The projects were financed through EU funds, with 85% provided by the European Social Fund and 15% by the National Budget of the Republic of Croatia. The amount of money dedicated to the activity Two projects were implemented under the ZAŽELI programme: - ZAŽELI Project 1: €1,144,848.14 - ZAŽELI Project 2: €196,854.47 Period in which money was spent - ZAŽELI Project 1: 14 December 2018 – 14 June 2021 - ZAŽELI Project 2: 22 December 2022 – 22 August 2023 What was money spent on (performed activities) The funds were spent on: - Employment costs (minimum wages) for women from vulnerable social groups providing home help services, including household maintenance, shopping, pharmacy visits, accompaniment to medical appointments, mobility support and social activities - Purchase of bicycles as transportation for home visits (Project 1 only) - Monthly distribution of hygiene and household supply packages to beneficiaries - Purchase of project promotional materials - Education and training of women to improve their labour market position (Project 1 only) - Project management costs, including a project manager and two coordinators Who performed the activities Eligible project implementers included local and regional self-government units and nonprofit organisations active in social services. Mandatory project partners were: - Regional or local offices of the Croatian Employment Service - Centres for Social Welfare

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Osijek-Baranja County implemented two ZAŽELI projects in partnership with the Municipalities of Antunovac, Vladislavci, Darda and Draž, and the City of Beli Manastir. Additional partners included the Homes for the Elderly and Infirm in Osijek and Beli Manastir. No specialised experts were hired. The programme targeted women over 50 years of age with at most secondary education. Final beneficiaries were persons over 65 years of age and/or persons with disabilities or reduced functional capacity. Result of the activities Key results include: - Reduction of unemployment among women - Increased employability of women after project completion - Improved quality of life for elderly and persons with disabilities - Contribution to poverty reduction and social inclusion - Support to rural and hard-to-reach areas Nationally, over 22,500 women were employed and nearly 130,000 beneficiaries supported. In Osijek-Baranja County, over 500 beneficiaries received support, 87 women were employed across both phases, and 46 women completed certified gerontocarer training. The success of the programme has led to planning of further project phases, including the initiative “ZAŽELI – Prevention of Institutionalisation”. Where was the money spent most effectively and where less so, and why? The funds were spent effectively across both implemented projects, with no significant inefficiencies identified. If the funds were used less efficiently or misallocated, how would they be better allocated in the future? Not applicable. What is the realistic possibility of further financing? How is the project currently financed? Further financing is ensured through the new programming period 2021–2027 under the initiative “ZAŽELI – Prevention of Institutionalisation”. The Osijek-Baranja County project runs from 25 April 2024 to 25 April 2027 and is financed by 85% from the European Social Fund Plus and 15% from the National Budget.

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Other financing or collaboration possibilities for long-term sustainability While municipalities and cities could theoretically continue providing these services independently, long-term sustainability is uncertain due to limited local budgets and a decreasing interest among workers, potentially leading to labour shortages.

2.7.1. Strategic and financial recommendation From Temporary Projects to a Permanent Home Care System Strategic Direction for Osijek-Baranja County – ZAŽELI Programme (2026–2030) Why this matters Osijek-Baranja County faces two major structural challenges: • •

rapid population ageing and increasing demand for long-term care, high unemployment among low-skilled and vulnerable women, particularly in rural areas.

The ZAŽELI programme has proven to be an effective dual solution by: • •

creating employment opportunities for vulnerable women, providing home-based assistance for older and disabled residents.

However, the programme’s reliance on project cycles creates service interruptions, reduces staff motivation and prevents long-term system development. Strategic objective Transform ZAŽELI from a project-based initiative into a permanent regional home care system that: • • • •

prevents institutionalisation, supports ageing at home, creates stable employment pathways, operates continuously between EU funding cycles.

Current results and impact • •

In Osijek-Baranja County: over 500 beneficiaries supported and 87 women employed Nationally: more than 22,500 women employed and nearly 130,000 beneficiaries

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•

Services include: o household assistance, o delivery of food and medicines, o accompaniment to medical visits, o social support and companionship.

The new ESF+ phase (2024–2027) already focuses on prevention of institutionalisation, confirming the programme’s long-term relevance. Financing model Core funding structure • •

85% ESF+ (EU funds) 15% national co-financing

This model should remain the primary source for employment and service delivery. Long-term sustainability principle EU funds for service delivery – regional funding for system stability Recommended additional regional investment: • •

small annual budget for coordination and continuity, operational capacity during gaps between project phases.

Estimated regional contribution: €50,000–€100,000 annually (depending on scale). Additional funding opportunities • • • •

National long-term care system integration Recovery and Resilience Facility (care economy) Health prevention programmes Interreg (service innovation and digital coordination)

Strategic development priorities 1) Establish a permanent Regional Coordination Unit Responsibilities: •

beneficiary registry and waiting lists,

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• • • •

workforce database, service quality monitoring, preparation of EU applications, coordination with municipalities and care institutions.

This is the single most important step to prevent service interruptions. 2) Integrate ZAŽELI into the long-term care system Position the programme as: core regional infrastructure for community-based care, not a temporary employment project. Benefits: • • •

reduced pressure on residential care facilities, lower long-term public expenditure, improved quality of life for older residents.

3) Develop professional career pathways To improve motivation and retention: • • •

certified training for home care workers, transition pathways to formal care sector jobs, continuous skills development.

4) Introduce a mixed service model (medium term) • • •

Fully subsidised services for vulnerable households Partial co-payment for higher-income users Potential integration with health insurance schemes

Expected benefits Social • •

reduced loneliness and isolation, improved safety and independence of older residents.

Economic •

job creation for vulnerable groups,

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•

lower institutional care costs.

Institutional • • •

service continuity between EU cycles, stronger eligibility for future EU funding, improved staff motivation and retention.

Key message for regional decision-makers The greatest risk to the success of ZAŽELI is not funding availability, but service discontinuity caused by project cycles. To ensure long-term impact, the programme must be managed as: • • •

a permanent regional service, supported by a small but stable regional budget, strategically aligned with the long-term care system.

Community-based home care should be treated as essential regional social infrastructure, not a temporary project. Recommended first step (2026): Establish a permanent Regional Coordination Unit for ZAŽELI and allocate a multi-year regional budget to ensure operational continuity between ESF+ funding phases.

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2.8. No. 12. Age is just a number – supporting older women through education, socialization and prevention 1. Identification data Name of the good practice: Disadvantaged target group(s): Organisation in charge of the good practice: Location of the practice:

Age is just a number – supporting older women through education, socialization and prevention Older women, 60+ Centre for Education and Research “Nahla” Bihać Country: Bosnia and Herzegovina Region: Una-Sana Canton City: Bihać

Duration: 10 months (January– October 2023) Funding source:

Geographical scope of the practice:

European Union with the support of Austrian Agency for Development and Austrian Red Cross (National/ Regional/ Local) National

2. The objective(s) of the good practice The project aimed to empower women of the third age through education, social support and preventive activities that contribute to their physical and mental health, strengthen social ties and raise the quality of life. The activities were designed to provide beneficiaries with the opportunity for active aging, learning new skills and connecting with each other.

3. Summary of the good practice It is estimated that people over 65 in BiH make 17% of the population, and the UN and EUROSTAT estimate that by 2050, 10% of the European population will be over 80, while more than 60% of single households will be over 60. Our society is unprepared for this increased number of the population of the third age, so this category of population too often encounters prejudices and complicating factors in fulfilling basic needs. The practice reached its objectives through implementation of Motivational seminars on physical health and nutrition, Motivational seminars on mental health and Therapeutic, creative and relaxation workshops (weaving, painting, knitting, aromatherapy yoga and pilates).

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Main stakeholders and beneficiaries of the practice: a) Center for Education and Research Nahla (CEI Nahla) – implementation of the project in Sarajevo, Tuzla and Bihać, provision of space, facilitators and direct work with the beneficiaries. b) Red Cross of Bosnia and Herzegovina - partner support in organizing activities and reaching target groups in the community.

4. Challenges during the implementation period Uneven interest of the beneficiaries in different types of activities - greater interest was shown in educational seminars compared to creative workshops. Due to the long-term social neglect of this population, it was necessary to invest more in building trust and motivating women to get involved.

5. Measures taken to overcome the challenges a) More intensive promotion of activities through direct contact, local networks and recommendations of participants. b) Improved cooperation with homes and institutions for the elderly in order to increase coverage and engagement of beneficiaries.

6. The result of the good practice a) Number of beneficiaries: 249 women over 60 from Sarajevo, Tuzla and Bihać. b) Total number of activities: 12 c) Types of activities: - Educational seminars on physical health and nutrition – adapting nutrition to the third age, disease prevention through nutrition - Seminars on mental health – facing the challenges of aging, breathing and relaxation techniques - Creative and therapeutic workshops – weaving, painting, knitting, yoga, aromatherapy and pilates as support for mental health and everyday activities The feedback from the beneficiaries was extremely positive. In addition to empowerment and new knowledge, the participants particularly emphasized the value of socializing, exchanging experiences and a sense of belonging.

2.8.1. Financial overview Funding source The project was fully financed through EU funds (100%). The amount of money dedicated to the activity Total project budget: €5,688.12

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Budget breakdown: - Human resources: €2,814.66 • Salaries (Project Coordinator and Marketing Assistant): €1,457.18 • Expert fees (seminars and therapeutic workshops): €1,357.48 - Public events (rent of premises): €1,636.13 - Visibility and promotion: €301.66 - Communication (telephone and internet): €843.63 - Office materials: €92.03 - Materials: €0.00 Period in which money was spent 18 November 2022 – 18 September 2023 What was money spent on (performed activities) The project budget supported: - Project coordination - Educational activities by experts in nutrition, psychology and creativity - Pilates and yoga training sessions - Three motivational seminars on physical health and nutrition - Three motivational seminars on mental health - Six therapeutic, creative and relaxation workshops - Online awareness campaign Who performed the activities - Center for Education and Research Nahla (CEI Nahla): lead implementer in Sarajevo, Tuzla and Bihać, providing premises, experts and direct work with users - Red Cross Organization of Bosnia and Herzegovina: partner organisation supporting activity organisation, outreach and expert provision Result of the activities - Improved social inclusion of 249 women aged 60+ across Sarajevo, Tuzla and Una-Sana Canton - Increased knowledge on physical and mental health, nutrition and self-help techniques - Positive public impact, reaching at least 30,000 citizens through an online campaign Where was the money spent most effectively and where less so, and why? Funds were spent effectively across all activities following a lean resource management approach. If the funds were used less efficiently or misallocated, how would they be better allocated in the future? No inefficiencies or misallocations were identified.

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What is the realistic possibility of further financing? How is the project currently financed? The project has been completed. CEI Nahla has launched a follow-up project focused on training gerontology assistants, co-financed at 50% by the Swiss Agency for Development and Cooperation (SDC). Other financing or collaboration possibilities for long-term sustainability Future initiatives may be supported through public calls targeting support and inclusion of older persons.

7. Future perspectives for the initiatives (including pictures and visual materials) Given the successful results achieved results during implementation, as well as the engagement and cooperation of all key stakeholders, this project can be easily continued in order to provide the older women with quality services and ensuring the long-term sustainability of projects and activities that contribute to their health, wellbeing and active participation in the community.

8. Relevance for the ELEVATE project This project addresses the same issues as the ELEVATE project, i.e. isolation of older adults in Bihać and promotes active and healthy ageing, enabling older adults to remain engaged in society through continued learning and social participation.

9. Potential for learning or transfer Considering the increasing share of the elderly population in Bosnia and Herzegovina, especially women who live alone, the need for such projects is great and growing. This practice has proven to be successful in strengthening mental health, increasing social inclusion and motivation for an active life in old age. It is recommended to implement

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similar activities in local communities throughout the country, with the involvement of relevant institutions and organizations in charge of dealing with the elderly population.

10.

Recommendations for reusing this good practice

This practice enables equal availability of services, prevents social isolation of elderly women and strengthens the sense of belonging and care in the entire community. Additionally, the involvement of local volunteers and the education of family members about basic care can strengthen the community's capacity for long-term care of the elderly women.

2.8.2. Strategic and financial recommendation From Pilot Activities to a Sustainable Active Ageing System Strategic Support for the “Age is Just a Number” Programme – Centre for Education and Research Nahla Bihać (2026–2030) Why this matters Bosnia and Herzegovina is experiencing rapid population ageing, increasing social isolation, and growing mental and physical health risks among older adults—especially women. At the same time: • • •

preventive community programmes remain limited, social and health systems face rising long-term costs, most initiatives depend on short-term project funding, resulting in interruptions and loss of impact.

The “Age is Just a Number” programme has demonstrated that low-cost communitybased activities can significantly improve wellbeing, social inclusion and active participation among older women. Proven results • • • •

249 participants across three cities 12 educational, psychosocial and physical activity programmes Improved mental wellbeing, social connection and confidence Online outreach to more than 30,000 people

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Activities included: • • • • •

health and nutrition education, stress management and psychological support, creative and therapeutic workshops, yoga, pilates and physical activity, community-building and peer interaction.

The programme has also led to the development of follow-up initiatives such as training for gerontological assistants. Strategic objective Transform the programme from a short-term project into a permanent Community Active Ageing Service that: • • • •

prevents social isolation and mental health decline, supports healthy and independent ageing, reduces long-term healthcare and social care costs, creates opportunities for employment and volunteering.

Financing model Core sustainability principle Small, stable public funding + donor support for development Recommended structure: Source

Role

Cantonal/municipal budget

Core operations and coordination

International donors (SDC, UN, EU)

Programme expansion and innovation

Corporate CSR partners (health, pharmacy, banking)

Thematic sponsorship and community engagement

Estimated minimum annual core budget: €10,000–€20,000 This level of investment ensures continuity and allows programmes to operate between project cycles.

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Strategic development priorities 1) Establish a permanent Active Ageing Community Programme • • •

Weekly group activities instead of project cycles Open participation for older women across the canton Use of existing community spaces

2) Develop peer-led community capacity • • •

Train participants as volunteer facilitators Create self-organised groups (exercise, creative, support) Reduce operational costs while increasing ownership and motivation

3) Link active ageing with employment pathways • • •

Expand training for gerontological assistants Connect participants to home care and community support services Address both ageing and unemployment challenges

4) Position the programme as a preventive health intervention Evidence-based benefits: • • •

reduced loneliness and depression, improved physical mobility, delayed need for institutional or medical care.

This positioning enables partnerships with: • • •

health institutions, insurance providers, pharmaceutical companies.

Expected benefits Social • •

reduced isolation and improved quality of life for older women, stronger community cohesion.

Economic •

very low cost per participant,

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• •

prevention of higher long-term health and social care costs, new employment opportunities in the care sector.

Institutional • • •

continuity between donor cycles, stronger eligibility for EU and international funding, scalable model for other municipalities.

Key message for decision-makers and donors The main risk to programme success is not lack of demand, but discontinuity caused by short-term project funding. Long-term impact requires: • • •

small but stable annual public support, multi-year donor partnerships, integration of active ageing into local social and health strategies.

Community-based active ageing should be treated as essential social and preventive infrastructure, not a temporary project. Recommended first step (2026): Establish a multi-year cantonal support agreement for core programme operations, combined with donor funding for expansion and workforce development.

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2.9. No. 13. Centre for Healthy Aging in Bihać 1. Identification data Name of the good practice:

Centre for Healthy Aging in Bihać

Disadvantaged target group(s):

240 senior citizens from Bihać (65+): • 90 female persons over 65 • 90 male persons over 65 • 30 female persons with limited mobility over 65 • 30 male persons with limited mobility over 65 Udruženje “Žene sa Une” Bihać (Association “Women from the Una River” Bihać) Country: Bosnia and Herzegovina Region: Una-Sana Canton City: Bihać

Organisation in charge of the good practice: Location of the practice:

Duration: 12 months (01.01.2024. – 31.12.2024.) Funding source:

European Union UNDP City of Bihać Geographical scope of the practice: Local – the project was implemented in the City of Bihać

2. The objective(s) of the good practice • Meeting the needs of the elderly and their involvement in social and educational activities. • Building local capacities that will increase the availability of social services and services for the elderly.

3. Summary of the good practice The problem was lack of Day centres for older people in Bihać, which would enhance quality of life for this group of socially isolated people with mobility issues and at risk of declining independence and wellbeing. Namely, people of all age groups have been leaving Bihać and other municipalities of Una-Sana Canton and finding jobs in EU countries. Most of them left their parents in their hometowns, who do not have

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opportunity to visit a place (Day centres for older people) where they can spend time with their peers, but also learn something new or acquire a new skill. The Centre for Healthy Aging was opened through this project, which met the needs of older people and their inclusion in social and educational activities. The practice reached its objectives through implementation of the following activities including older people: • Creative workshops • Educational workshops • Medical consultations • Psychological consultations • Nutrition consultations • Exercises with a physiotherapist • Home visits for disabled or immobile beneficiaries It still exists, but it is not opened on a daily basis. Activities are organized based on the needs of the beneficiaries and it is usually opened twice a week. Main stakeholders and beneficiaries of the practice: 1. The main beneficiaries are older people from Bihać 2. The main stakeholders are: ➢ The European Union (EU) – as the main donor, enabled the implementation of the project through support for programs for social inclusion, improving the quality of life of the elderly and strengthening local capacities in the field of welfare. ➢ United Nations Development Program (UNDP) – provided technical and operational support during all phases of the project: from planning and organization of activities to evaluation of achieved results. ➢ City of Bihać – provided institutional support and provided space for the Centre’s work, and coordinated activities with relevant city services, local institutions and organizations. ➢ Welfare Centre of Bihać - actively participated in the identification and selection of beneficiaries from the target group, and in the provision of welfare services to the elderly, especially those in a state of social need. ➢ Engaged experts - four nutritionists and one physiotherapist provided advice to beneficiaries on nutrition, physical activity and health care, contributing to the improvement of their general well-being. ➢ The local community and families of beneficiaries – were very involved and supportive through the promotion of the Centre’s activities, logistical assistance and motivating older family members to actively participate in the planned activities.

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4. Challenges during the implementation period • Mobility issues of elderly people from the rural areas • Lack of interest of some potential beneficiaries to participate in the project

activities

5. Measures taken to overcome the challenges In addition to planned home visits, planned activities implemented at the Centre for Healthy Aging (such as social and creative workshops and psychosocial counselling) were also organized at other locations accessible to older people. This initiative enabled a larger number of beneficiaries to participate in the activities, ensuring that the necessary services were available to all who needed them.

6. The result of the good practice During the project implementation the following results have been achieved: • 240 elderly persons participated in the project activities,

7. Future perspectives for the initiatives (including pictures and visual materials) Even though the project implementation ended on 31/12/2024 the Centre for Healthy Aging continues with its work due to its exceptional importance for improving the quality of life of the elderly in the community. During the implementation of the project, the Centre became a key point of support for the elderly population, providing health, educational and psychosocial services that proved to be extremely useful for beneficiaries. The great need for these services, as well as the positive response of the beneficiaries, confirmed that the Centre meets the real needs of the elderly, especially those who are socially isolated and facing specific health challenges. In addition, thanks to the continuous support of relevant institutions, local authorities and non-governmental organizations, the Centre has gained a solid basis for continuing its work. Given the successful results achieved results during implementation, as well as the engagement and cooperation of all key stakeholders, the Centre for Healthy Aging continues to work as a key institution for social inclusion and support for the elderly, with the aim of providing them with quality services and ensuring the long-term sustainability of projects and activities that contribute to their health, well-being and active participation in the community.

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9. Potential for learning or transfer This project can easily be transferred to every municipality of Una-Sana Canton, since there are no Day centres for older people there either.

10.

Recommendations for reusing this good practice

Establishing Day centres for older people in Bihać and other municipality of Una-Sana Canton is necessary to enhance quality of life for this group of socially isolated people with mobility issues and at risk of declining independence and wellbeing. They need to have a place to spend time with their peers, but also learn something new or acquire a new skill. Establishing mobile teams and satellite locations in rural areas as a response to the challenge of mobility issues of elderly people from remote or rural areas, the establishment of mobile teams (composed of social workers, medical technicians and psychologists) that would regularly visit beneficiaries in these communities is recommended. Parallel to this, satellite locations of the Centre can be formed (e.g. in local communities, centres of culture or schools) where weekly or monthly workshops, educations and consultations would be organized. This practice enables equal availability of services, prevents social isolation of elderly people outside the urban area and strengthens the sense of belonging and care in the entire community. Additionally, the involvement of local volunteers and the education of family members about basic care can strengthen the community's capacity for long-term care of the elderly.

2.9.1. Financial Overview Funding source The project was fully financed by UNDP (100%). The amount of money dedicated to the activity Total project budget: €18,965.58 Budget breakdown: - Preparatory activities / public presentation: €40.90 - Psychological and social support: €13,015.45 - Establishment of cooperation and capacity-building of key actors: €383.47 - Visibility activities: €303.20 - Human resources: €5,222.57 Period in which money was spent 1 January 2024 – 31 December 2024 What was money spent on (performed activities) Funds were allocated to: - Social and educational activities for senior citizens

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- Health-related activities (doctor consultations, nutritionist sessions, physiotherapy) - Creative workshops and psychosocial support (psychologist and social worker) - Home visits for beneficiaries with limited mobility - Capacity-building and cooperation activities with key community actors - Visibility and promotional activities Who performed the activities The activities were implemented by the Association Žene sa Une (Women from the Una River) in cooperation with external experts, including psychologists, social workers, doctors, nutritionists and physiotherapists. Result of the activities Expected Result 1 – Improved well-being and active inclusion of older persons: - 100 days of beneficiary stay in the Centre for Healthy Aging - 300 different social, educational, creative and psychosocial activities conducted - 180 beneficiaries (90 women and 90 men aged 65+) participated in activities - 60 home visits conducted for beneficiaries with limited mobility - 24 physiotherapeutic sessions implemented - 12 health trainings and 12 nutrition trainings delivered to beneficiaries Expected Result 2 – Strengthened local capacities and multi-sector cooperation: - Development of standard operating procedures and house rules - Public project presentation and media promotion - Expert meeting on “Healthy Aging” held - Establishment of communication channels and multi-sector cooperation - Creation of a model of good practice in community-based support for senior citizens Where was the money spent most effectively and where less so, and why? Funds were spent efficiently across all planned activities, following a lean and needsbased approach. If the funds were used less efficiently or misallocated, how would they be better allocated in the future? No inefficient or misallocated spending was identified. What is the realistic possibility of further financing? How is the project currently financed? The project is currently supported by the Association Žene sa Une through donor and volunteer funds.

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Long-term sustainability requires systematic public funding by social welfare institutions. Other financing or collaboration possibilities for long-term sustainability Sustainability could be ensured through institutional funding from: - Ministry of Health, Labour and Social Policy of Una-Sana Canton - City of Bihać - Federal Ministry of Labour and Social Policy

2.9.2. Strategic and financial recommendation From Project to Public Service: Sustainable Healthy Ageing in UnaSana Canton Strategic Support for the Centre for Healthy Aging – Association “Women from the Una River” Bihać (2026–2030) Why this matters Una-Sana Canton is facing rapid demographic change: • • • •

increasing number of older residents, outmigration of younger population, growing social isolation and health risks among older people, rising future demand for institutional care and social services.

At present, most community-based ageing initiatives depend on short-term donor projects. This results in: • • • •

interrupted services, reduced staff motivation, limited long-term impact, loss of trust among beneficiaries.

The Centre for Healthy Aging in Bihać has demonstrated that low-cost community support significantly improves wellbeing and independence among older residents. Proven local results • •

240 registered beneficiaries (65+) More than 300 social, educational and health-related activities

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• •

Home visits for immobile and vulnerable users High user satisfaction and strong community recognition

However, due to limited funding, the centre currently operates only part-time (approximately two days per week). Strategic objective Transform the Centre for Healthy Aging from a project-based initiative into a permanent community service that: • • • • •

prevents social isolation and health deterioration, supports independent living, delays or prevents institutionalisation, reduces long-term healthcare and social costs, serves as a model for expansion across the canton.

Financing model Core sustainability principle Stable public funding for basic operations + external funding for expansion Recommended structure: Source

Role

Cantonal budget (Social/Health)

Core operations and staffing

City of Bihać / municipalities

Co-financing and facilities

International donors (UNDP, SDC, EU, GIZ)

Programme expansion and innovation

Corporate CSR partners (health, pharmacy, banking)

Thematic support and equipment

Estimated minimum annual core funding: €30,000–€50,000 This level ensures full weekly operation and continuity between donor cycles. Strategic development priorities 1) Establish full-time operation • •

Activities 4–5 days per week Stable staff and programme planning

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•

Registration and monitoring of beneficiaries

2) Expand services to rural areas • • •

Mobile teams and outreach activities Use of community facilities in smaller municipalities Improved access for isolated populations

3) Develop volunteer and peer-support networks • • •

Train active seniors as group facilitators Engage community volunteers and families Reduce costs while increasing ownership and participation

4) Position the centre as preventive health and social infrastructure Evidence shows community programmes: • • •

reduce loneliness and depression, improve physical functioning, lower hospitalisation and institutionalisation rates.

This positioning enables partnerships with: • • •

health institutions, public health authorities, insurance and pharmaceutical sectors.

Expected benefits Social • •

improved quality of life and independence for older residents, stronger community cohesion.

Economic • • •

low cost per beneficiary, reduced demand for expensive institutional care, cost-effective prevention.

Institutional • •

service continuity and professional stability, stronger eligibility for international funding,

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•

scalable model for other municipalities in the canton.

Key message for cantonal leadership The main challenge is not the lack of successful projects, but the lack of stable operational funding. A modest annual investment can transform an effective pilot into a permanent system that: • • •

protects vulnerable older residents, reduces long-term public expenditure, strengthens social resilience across the canton.

Community-based healthy ageing should be treated as essential social and preventive infrastructure, not a temporary project. Recommended first step (2026): Establish a multi-year cantonal funding agreement for the Centre for Healthy Aging in Bihać and develop a plan for gradual expansion to other municipalities within Una-Sana Canton.

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2.10.No. 14. The Big Village Book of Taliándörögd 1. Identification data Name of the good practice:

The Big Village Book of Taliándörögd

Disadvantaged target group(s): Organisation in charge of the good practice: Location of the practice:

Duration:

Seniors & youth CTAY (Central Transdanubian Alliance for the Youth) Country: Hungary Region: Veszprém county City: Taliándörögd 2018

Funding source: Geographical scope of the practice:

EFOP – 1.3.1-15-2016-00001 municipal level

2. The objective(s) of the good practice Taliándörögd is a small municipality in western Hungary, with mostly elderly population. Younger generations commute to nearby cities for work or study. Older citizens are staying in their village taking care of the house, garden and animals facing loneliness and the feeling of isolation and uselessness. The project was designed to discover their values, knowledge of the past (history, cultural heritage, local history) and current challenges (growing loneliness, incompetence in using digital devices etc.) through a well-prepared transgenerational knowledge exchange. The Big Village Book project was designed to connect local young people to the nearby living seniors by collecting material for the Book about the present citizens of the village. For the greatest impact, organizations with community development expertise and knowledge of ethnographic research methodology were involved, mainly in preparation and final processing of the questionnaires. Young locals went in pairs to every household willing to participate and asked current citizens (mainly elderly) of the village a lot of openended questions, in a structured interview with the aim of collecting information to make the Big Village Book, which is a detailed snapshot of the current inhabitants of the village.

3. Summary of the good practice The Big Village Book project brought together local people of all ages, connected especially senior citizens to the young locals. Creation of the Big Village Book was one of the results, initiating transgenerational dialogues was another.

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To make and process 156 interviews was such a big job that a wider range of cooperation of local organizations was needed. Volunteers of the local municipality, local Parents Association and the local Women’s Association came to offer help and guidance to the local youth. Follow up events, like a big event for presentation of the Book, Transgenerational Talking Circles, celebration event of the newly discovered local values triggered local communication and built trust towards CTAY and the young people working in the projects. Based on the experiences of the Big Village Book project, the next year CTAY organized the project ‘Nagyinet’. Within this, local seniors gathered at CTAY Centre on a regular base, taking their own digital devices and local youth were teaching them how to use them.

4. Challenges during the implementation period The biggest challenge was building a level of trust in local elderly. For a 1,5 hours long interview and a picture in front of their house -this was, what was wanted of them, but they had to trust those pair of young people arriving, letting them enter the house. To fight this, there was a preparatory forum held in the village, every citizen was invited and was offered to ask their questions and expressed their concern. Several letters were sent to the households, one well before the start of the project, another one before starting the interviews. Household were given the option not to participate or participate without a photo. Also, several appointments were offered for the interview. In one of the letters inhabitants received a thumb sign (

), that they could

put on their door up ( ), if they were willing to participate or down ( ), if they were not. Key figures of the village had to be convinced and informed, as well. Elderly often consult a shopkeeper or a postman for information if they are unsure. Interviewers were chosen in a way, that one of them was always a local young girl or boy, if possible living in the same street to seem more trustworthy. They went in pairs with other volunteers to the houses.

5. Measures taken to overcome the challenges • One Big Village Book of 181 pages • 156 interviews during 3 months • 20 volunteers involved • 111 photos of current citizens in front of their houses • 156 households involved • Big village event for introducing the Big Village Book • Talking circles for discussing the results • Exhibition of the newly discovered local knowledge: 96 objects, and 167

photo was offered for public exhibition by 24 families – with a significantly higher than usual number of visitors

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6. The result of the good practice Local youth were introduced to the methodology and practice of ethnologic research while learning about their own village. Transgenerational knowledge transfer was supported involving elderly citizens not only in the interviews, but the follow up events, talking circles, exhibitions etc., where they normally don’t participate. Trust was built within different age groups. Hidden values of a seemingly slow and aging village were discovered, were collected and shown in an exhibition within the project. (Eg. bone carvings, drawings, old photos, crochet and embroidery patterns, special recipes)

7. Relevance for the ELEVATE project The good practice contributes to ELEVATE by demonstrating how inclusion can be achieved through a soft, participative research project. The Big Village Book is a nice example of transgenerational communication, knowledge transfer and trust building.

8. Future perspectives for the initiatives (including pictures and visual materials) Trust was built towards CTAY among the local elderly, that enabled to build the next projects in the village: - ‘Nagyinet’ project to overcome digital backwardness of the local elderly with the help of the local youth (2019) - Recipe book of the village of the discovered local recipes (2019) for making hidden knowledge visible Also, one of the young people participating and coordinating the project became Deputy Mayor of the village at the next elections.

9. Potential for learning or transfer The Big Village Book project was space-based, it was carried out in Taliándörögd, but the methodology of the project can be used universally in order to connect different generations and start intergenerational communication.

10.

Recommendations for reusing this good practice

• Starts intergenerational communication • connects local youth to local elderly • activates young people • results are tangible an demonstrable to a wider community • strengthens local identity • works toward a more inclusive society • valuable findings in local history

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The Hungarian Title of the project was Korlenyomat. Project brochure is available online here: https://www.koszi.org/_files/ugd/1f9ad7_99f421534db84977a8a88a5fd69be087.pd f

2.10.1.Financial Overview Funding source The good practice has been financed primarily through the municipal budget of the Municipality of Sevnica, amounting to approximately €5,000. Period in which money was spent 2022 – present (ongoing). Spending has taken place continuously and is aligned with: - Annual municipal budget planning - Phased implementation under the Action Plan for Persons with Disabilities 2025–2029 - Participation in national programmes and projects What was money spent on (performed activities) Financial resources were allocated to the following activities: - Installation of accessible sanitary facilities in the municipal building - Installation of tactile floor signage and hearing loops in the Sevnica Library - Removal of physical barriers through ramps, minor adaptations and assistive devices in public institutions - Accessibility audits and mapping for Sevnica and Boštanj - Preparation of strategic and planning documents, including the Action Plan - Participation in the national project “Enabling Multimodal Mobility for Persons with Various Disabilities” (planning, data integration and technical coordination) Who performed the activities Activities were implemented through a multi-stakeholder governance model involving: Municipality of Sevnica: - Technical and administrative staff - Urban planning and public infrastructure departments Local public institutions: - Library, cultural and administrative facilities Civil society organisations: - Association of Disabled Persons of Sevnica - National disability umbrella organisations (ZDIS)

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National institutions: - Ministry of Public Administration External experts: - Accessibility and mobility experts involved in audits and planning - Technical contractors for construction and installation works The model relied on a limited number of specialised experts, complemented by strong involvement of end users through consultative mechanisms. Result of the activities The implementation resulted in: ➢ Tangible improvements in physical and communication accessibility of key public buildings ➢ Increased usability of public services for persons with mobility, visual and hearing impairments ➢ Completed accessibility audits and spatial mapping serving as a basis for future investments ➢ Adoption of a strategic framework and initiation of the certification process as a Municipality Tailored to the Needs of People with Disabilities. ➢ Institutionalised cooperation among stakeholders. If the funds were used less efficiently or misallocated, how would they be better allocated in the future? Funds were used efficiently due to: - Phased implementation - Strong alignment between identified needs and investments - Direct involvement of persons with disabilities in planning Future efficiency improvements could include: - Bundling accessibility upgrades within planned renovations to reduce unit costs - Increasing investment in digital and informational accessibility (high impact, relatively low cost) - Strengthening monitoring mechanisms to prioritise interventions with the highest user impact What is the realistic possibility of further financing? How is the project currently financed? Current financing: - Municipal budget allocations

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- National-level co-financing through relevant ministries and programmes Realistic future financing options: - Continued municipal budget commitments under the Action Plan 2025–2029 - National public calls targeting accessibility and inclusive infrastructure - EU funding programmes focused on social inclusion and territorial cohesion The practice is well positioned for further funding as it is embedded in formal strategies and policy frameworks. Other financing or collaboration possibilities for long-term sustainability Additional opportunities include: - Integration of accessibility measures into all publicly funded renovation and construction projects (mainstreamed financing) - Partnerships with national infrastructure and digitalisation programmes - Collaboration with universities and research institutions for pilot testing and evaluation - Participation in international projects and networks (e.g., Interreg) Long-term sustainability is primarily ensured through institutionalisation within municipal governance rather than reliance on one-off project funding.

2.10.2. Strategic and financial recommendation From Community Project to Local Development Strategy Big Village Book – A Model for Sustainable Rural Community and Identity Building (2026–2030) Why this matters Many small rural municipalities face similar structural challenges: • • • • •

ageing population and youth outmigration, increasing social isolation among older residents, weakening community ties, loss of local knowledge, traditions and identity, limited resources for social and cultural development.

Short-term community projects often achieve strong engagement but lose momentum after funding ends.

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The Big Village Book (Taliándörögd) demonstrates that even low-cost initiatives can mobilise residents, strengthen intergenerational relationships and create a foundation for long-term local development. Proven local impact • • • • •

156 household interviews with older residents Participation of 20 volunteers and young people Creation of a 181-page community book documenting local life stories Photo and heritage exhibitions and community events Strengthened trust, social cohesion and intergenerational dialogue

The project successfully activated residents and built a strong sense of belonging and local pride. Strategic objective Transform the Big Village Book from a one-time initiative into a permanent Community Identity and Participation Programme that: • • • • •

strengthens social cohesion, supports active ageing, preserves local heritage, increases community participation, contributes to rural attractiveness and tourism.

Financing model Core sustainability principle Small, stable municipal funding + external funding for development Recommended structure: Source

Role

Municipal budget

Annual coordination and basic activities

LEADER / CLLD

Community development and rural innovation

National cultural or heritage funds

Content and exhibitions

Tourism organisations

Local storytelling and destination development

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EU programmes (Interreg, Erasmus+, ESF+)

Innovation and intergenerational programmes

Estimated annual core budget: €5,000–€10,000 This modest investment ensures continuity and prevents the loss of community engagement between projects. Strategic development priorities 1) Establish a permanent Community Heritage Programme • • •

Annual storytelling, documentation and exhibitions Ongoing collection of local memories, photos and traditions Creation of a digital village archive

2) Develop intergenerational community activities • • •

Youth interviewing and documenting older residents School partnerships Regular community dialogue events

This maintains the trust and participation built during the project. 3) Link community identity with rural tourism Local stories can be developed into: • • • •

heritage walking routes, thematic events and festivals, cultural interpretation materials, off-season tourism experiences.

This creates economic value from community heritage. 4) Build a volunteer and community leadership network • • •

Train local volunteers as facilitators, Support community-led initiatives, Reduce operational costs while increasing local ownership.

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Expected benefits Social • • •

reduced isolation among older residents, stronger intergenerational relationships, increased community participation.

Economic • • •

low-cost local development tool, support for cultural and rural tourism, increased attractiveness for residents and visitors.

Institutional • • •

stronger eligibility for EU rural funding, scalable model for other municipalities, long-term impact from minimal public investment.

Key message for mayors and regional leaders The greatest value of the Big Village Book is not the publication itself, but the activated community and strengthened local identity. Without small but stable operational funding, this social capital will be lost. With a modest annual investment, municipalities can transform a successful pilot into: • • •

permanent community infrastructure, a foundation for rural development, a driver of social resilience and local attractiveness.

Recommended first step (2026): Establish a multi-year municipal support agreement for a Community Identity Programme and integrate the Big Village Book into local rural development and tourism strategies.

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2.11. No. 15. Dialogue Between Generations 1. Identification data Name of the good practice:

“Dialogue Between Generations”

Disadvantaged target group(s):

Older persons (60+), socially isolated seniors; secondary beneficiaries: multigenerational families, caregivers, youth. Organisation in charge of the good Chisinau Municipality (City Hall) through: practice: • General Directorate for Culture and Cultural Heritage (lead for programme & logistics) • General Directorate for Medical and Social Assistance (DGAMS) (lead for social–medical components) Location of the practice: Country: Republic of Moldova Region: Chisinau Municipality City: Chisinau, Location of the practice: Public Garden “Stefan cel Mare si Sfant” (primary venue) and other municipal public spaces. Duration: Ongoing since June 2022 until present days 41 months (June 2022 –present) Funding source:

Municipal budget: • General Directorate for Culture & Cultural Heritage – programme, stage, artists, logistics; • General Directorate for Medical and Social Assistance – mobile medical teams, health-promotion materials, outreach and counselling; plus in-kind support from municipal utilities and public order services. Geographical scope of the practice: Local (municipal)

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2. The objective(s) of the good practice ✓ Reduce loneliness and social exclusion among older residents by turning central public spaces into welcoming, age-friendly community hubs every weekend. ✓ Foster intergenerational dialogue and solidarity by co-creating cultural moments shared by seniors, youth and families. ✓ Promote active and healthy ageing by embedding light physical activity (dance), health promotion and basic medical counselling into cultural events. ✓ Strengthen community resilience through regular, predictable, free public gatherings that expand social networks and civic participation.

3. Summary of the good practice In a city that keeps evolving and modernising, a strong community grows from real ties between people, across ages, and through their life stories. The seniors of Chisinau carry the city’s memory, continuity and wisdom. Caring for them means more than social or medical support. It means creating spaces where they stay active, feel valued, and stay connected to city life. From this vision came “Dialogue Between Generations” which is a municipal socio-cultural programme that brings residents of all ages together and turns public spaces into places for meeting, conversation, dance and joy. “Dialogue Between Generations” is a weekend socio-cultural project launched by Chișinău City Hall in June 2022. Its goal is to give older people an accessible, friendly space for socialising, recreation, and active participation in community life. The main objectives: ✓ reduce isolation and social exclusion among older people. ✓ promote dialogue between generations and strengthen community cohesion. ✓ provide an accessible and inclusive cultural and recreational alternative for all residents of the capital. ✓ support an active and healthy lifestyle by combining cultural activities with social and medical components. Designed as an open and regular programme, it takes place every weekend in the Public Garden “Ștefan cel Mare și Sfânt” and in other public spaces across the city. The project brings together hundreds of seniors, families, and residents of the capital in an atmosphere of celebration, dialogue, and closeness between generations. The project is implemented by Chisinau City Hall through the collaboration of two municipal directorates with complementary roles. General Directorate for Medical and Social Assistance: ✓ identifies and mobilises beneficiaries through territorial subdivisions; ✓ promotes health (mobile teams, basic consultations, blood pressure measurement, advice for healthy ageing);

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✓ prevents isolation (opportunities for interaction, volunteering, mutual support); ✓ provides social support by connecting participants to the municipal service network (pramary health care centers, day centres, home care, psychosocial assistance, programmes dedicated to older people). Impact 2022–2025: ➢ >18,000 senior participants; ➢ 300–400 per weekend; ➢ >250 on-site information and counselling sessions; ➢ ~60% report that the project helped them leave isolation more often and expand their social circle. ➢ leaving isolation more often and expanding their social circle. General Directorate for Culture and Cultural Heritage: ✓ designs and delivers the artistic programme (orchestras, ensembles, performers); ✓ showcases traditions and cultural heritage through themed and intergenerational moments; ✓ engages theatres, cultural centres and libraries; ✓ creates open cultural spaces for all generations. Impact 2022–2025: ➢ more than 150 artistic events have been organised within the project; ➢ over 200 local groups and artists have performed on the “Dialogue Between Generations” stage; ➢ diverse participation, with around 25% of attendees being young families who come together with parents and grandparents. Utilities and safety are ensured by Housing–Public Utilities (bio-toilets), “LUMTEH” (electricity), Police (public order), and Public Relations (communication). Municipal cultural institutions, local artists, and community or faith groups contribute programming and outreach. Primary beneficiaries are older residents, including persons with disabilities and their careers, secondary beneficiaries are young people and multigenerational families.

4. Challenges during the implementation period ✓ One of the main challenges reported in the early stages of the programme was the limited interest from older residents, especially when the activities were limited to dance and occasional workshops. Without a strong cultural anchor, participation remained modest, particularly among seniors less socially engaged. ✓ Weather and seasonality also posed recurring difficulties. During summer, high temperatures reduced participation, while in colder months, open-air events became impractical or unsafe for seniors with reduced mobility or chronic conditions.

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✓ Reaching the most isolated or homebound older persons was a persistent challenge, especially for those with mobility impairments or no access to digital communication. ✓ Operationally, the project required continuous cross-department coordination, involving both cultural and social-medical services, utilities, safety teams and sector administrations. ✓ Other logistical challenges included ensuring accessibility (seating, shade, toilets, safe paths), and establishing a consistent approach to data collection (attendance, feedback, service referrals) across weekends and locations.

5. Measures taken to overcome the challenges ➢ To improve participation, the cultural component was quickly adapted: the General

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Directorate for Culture began inviting well-known local artists to perform live in the park, creating a more attractive and emotionally engaging atmosphere. This change significantly increased turnout and transformed the event into a space of recognition and dignity for older people. To reach more vulnerable participants, joint mobilisation was carried out by social workers and primary health care teams. Family doctors, nurses and territorial social assistants worked together to identify seniors at risk of isolation and personally inform and encourage them to attend. Volunteers and informal carers were also involved to support transport or accompaniment. To address extreme weather conditions, hydration points and shaded seating were introduced during hot weekends, with medical assistants present at each event. For the winter period, an indoor venue was secured at the “Orion” Cultural Centre, allowing the programme to continue in a safe and warm setting. A formal mayoral mandate clarified the roles and responsibilities of each municipal structure involved, improving coordination between departments and ensuring predictable support for logistics (e.g. electricity, toilets, public order, sanitation, communications). To strengthen monitoring, a simple one-page template was introduced for attendance tracking, basic feedback and service referrals, allowing better documentation and follow-up while respecting participants’ privacy. Accessibility was improved through designated seating areas, cable covers, portable toilets near shaded rest zones, and trained staff (including medical and social support personnel) available throughout each event.

6. The result of the good practice Summary Since June 2022, “Dialogue Between Generations” has provided a predictable weekend hub where culture meets care. 18,000+ older residents participated; 300–400 attend on a typical

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weekend. 150+ editions featured 200+ local groups, and teams delivered 250+ on-site health/counselling contacts. ~60% of surveyed participants report going out more often and widening their social circle. The model is low-barrier, replicable, and strengthens intergenerational cohesion. Since 2022, Dialogue between Generations has activated a central park every weekend, engaging >18,000 seniors and families. Regular music and dance plus an onsite health–social desk draw 300–400 participants each weekend and have delivered 250+ guidance sessions. Approximative 60% of surveyed seniors report going out more often and expanding their social circle. Over 2022–2025, total public expenditure of ~€63,000 sustained a weekend, parkbased model that engaged >18,000 seniors and families and delivered 250+ health/social counselling sessions. With an estimated unit cost of ~€3.5 per unique participant, the model demonstrates high cost-effectiveness and is readily scalable to additional regions owing to reliance on existing public spaces and municipal teams. This practice is effective because it combines affordable cultural activities with immediate access to basic health checks and social counselling, all provided in an open and stigma-free environment. Attendance remains steady throughout the year, with families participating alongside seniors. This helps normalize active ageing in public spaces and actively counters ageism. The health and social desk offers routine health checks such as blood pressure, blood glucose, and other vital signs monitoring, brief counselling sessions, and personalized referrals to primary health care centres, day centres, homecare, and psychosocial services. By integrating leisure activities with health and social support, the program transforms recreation into meaningful care pathways. Quantitative evidence: Between 2022 and 2025, the program reached over 18,000 individuals, with an average of 300–400 attendees each weekend. More than 250 information and counselling sessions were delivered during this period. Approximately 60% of surveyed seniors reported feeling less isolated, citing more frequent outings and expanded social networks as key benefits. Qualitative evidence: Participants describe the events as safe, welcoming and energising, volunteers and artists note renewed routines among regular attendees. Public visibility strengthens trust in municipal services and eases first contact for those reluctant to seek help. The operational recipe: three seasonal time windows, a simple weather protocol with indoor back-ups, an accessibility kit (seating/shade/toilets), and a light monitoring pack all that’s things makes the practice easy to replicate across districts and cities.

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7. Future perspectives for the initiatives (including pictures and visual materials) This initiative has laid the groundwork for a long-term, inclusive approach to ageing in Chisinau. By turning cultural participation into a gateway to health and social support, it reframes older persons not as passive recipients, but as active members of civic life. The practice aligns with the municipality’s broader vision of becoming an age-friendly city, where public space, digital access and community infrastructure are interconnected. It is already informing plans for year-round continuity, with indoor editions in libraries and cultural centres, as well as decentralised formats in sector parks. The City’s digital platforms social.chisinau.md, https://proiecte.chisinau.md/en/pv-369-proiect-andquotdialog-intre-generatiiandquot are increasingly used to link participants with services and track follow-up. Looking ahead, the model is expected to shape future policies in intergenerational dialogue, community health, and inclusive urban development.

Watch the video of the events here

8. Relevance for the ELEVATE project “Dialogue Between Generations” exemplifies the kind of locally rooted, lowthreshold initiative that ELEVATE aims to promote. It brings together cultural participation and social-medical outreach in an accessible, dignity-based format that empowers older

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persons and persons with disabilities to engage in community life. The practice contributes to ELEVATE’s goals by addressing social isolation, enabling early identification of support needs, and fostering age- and disability-friendly environments. It also offers a model of integrated, person-centred service delivery at municipal level with combining visibility, participation, and care in a seamless public experience. Its simplicity, replicability and light infrastructure make it especially relevant for small and mediumsized cities aiming to build inclusive and participatory systems from the ground up.

9. Potential for learning or transfer This practice offers a valuable model for municipalities aiming to support older adults inclusive with disability through community-based initiatives focused on culture, health, and inclusion. By organizing regular activities in public spaces, municipalities can create accessible entry points to essential services. Success relies on clear scheduling, reliable logistics (such as staging, electricity, seating, and information desks), and dedicated outreach teams who connect participants with relevant services. Challenges, such as weak local coordination or limited outreach capacity, can be overcome through strong municipal mandates and effective partnerships. Several districts in Republic of Moldova have already adapted and implemented the Chișinău model with success, confirming its transferability in different territorial contexts. With standard operating templates, a shared communication approach, and peer exchange, it can be scaled across regions with minimal investment and strong social return.

10. Recommendations for reusing this good practice • Start small but consistently: pilot 8–10 consecutive weekends at fixed hours in a • •

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• •

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central, accessible public space. Ensure co-leadership between cultural services and both social and primary health care units from the beginning. Issue a formal municipal mandate (e.g. mayoral disposition or council decision) to define roles and secure logistical support (bio-toilets, electricity, public order, communication). Use simple infrastructure: compact stage, folding chairs, a small health and information desk, and printed materials in accessible language and at least two relevant languages. Involve local ensembles, cultural institutions, and community groups, with attention to intergenerational formats. Integrate primary care professionals or mobile health teams to provide basic screening (e.g. BP, risk factors), health counselling and referral to family doctors or health centres. Use events as informal entry points for coordinated referral to day centres, homecare services, psychosocial support and primary care follow-up.

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• Build light monitoring tools: attendance counts, feedback slips, referral logs —

respectful of privacy and easy to implement. • Plan for year-round continuity using indoor spaces such as libraries or cultural centres, and for gradual decentralisation into neighbourhood parks or community yards. • Document every step (staffing rota, SOPs, volunteer checklists, referral protocol) to allow easy replication or transfer to other localities. This integrated model works best when embedded in a broader local strategy that links cultural engagement, community health, and social inclusion as complementary dimensions of age-friendly urban life.

2.11.1.Financial Overview Funding source "Dialogue Between Generations" is financed through the municipal budget of Chișinău City Hall via two directorates: • General Directorate for Medical and Social Assistance (DGAMS): social workers, medical assistants, health promotion, on-site counselling • General Directorate for Culture and Cultural Heritage (DGCPC): artistic programming, sound systems, venue rentals, logistics The amount of money dedicated to the activity TOTAL 2022-2025: €131,685 DGAMS (Social & Medical): • 2022: €3,970 (7 months) • 2023: €6,948 (12 months) • 2024: €9,479 • 2025: €7,202 Subtotal DGAMS: €27,598 DGCPC (Culture): • 2022: €14,972 (7 months) • 2023: €26,203 (12 months) • 2024: €35,750 (12 months) • 2025: €27,161 (12 months) Subtotal DGCPC: €104,086 Unit cost: €7.32 per participant Average annual: ~€32,921

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Period in which money was spent 2022–2025 (ongoing) Launched: June 2022 Frequency: Every weekend Events/year: ~98 (2025) What was money spent on (performed activities) The funds were spent on: DGAMS: • Beneficiary mobilisation • Health checks (BP, glucose) • 250+ counselling sessions • Service referrals DGCPC: • 150+ artistic events • 200+ local artists • Sound & venue management • Cultural heritage promotion Support: utilities, electricity, public order Who performed the activities Lead partners: DGAMS and DGCPC (Chisinau City hall) Personnel: • DGCPC staff • Sector staff (Centru, Buiucani) • Social workers • Medical assistants • Artists Result of the activities Quantitative results: • 18,000+ participants • 300-400/weekend • 150+ events • 250+ counselling sessions

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Qualitative results: • 60% report reduced isolation • Intergenerational ties strengthened • Model replicated in other districts • Year-round continuity achieved Where was the money spent most effectively and where less so, and why? Most effective money expenditure: • Sound system & artists: core attraction drawing 300-400 weekly • On-site health desk: stigma-free service access Less efficient actions initially: • Early events without quality artists had lower turnout • Weather cancellations before securing indoor venues If the funds were used less efficiently or misallocated, how would they be better allocated in the future? Future improvements: • Digital outreach for isolated seniors • Transport subsidies • Expanded medical equipment • Volunteer training • Better data collection What is the realistic possibility of further financing? How is the project currently financed? Currently (ongoing): 100% municipal budget Future options: • Continued municipal allocation • National active ageing programmes • EU funds (ESF+) • Private sponsorship Other financing or collaboration possibilities for long-term sustainability Sustainability: • National policy integration • ELEVATE knowledge transfer • University partnerships • Cross-municipal network • CSR programmes

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2.11.2. Strategic and financial recommendation Dialogue Between Generations: From Weekend Events to an AgeFriendly Urban Participation Service Why this matters Chișinău has created an accessible and low-threshold model that combines culture, health promotion and social outreach in one predictable municipal format. The programme already shows strong results: more than 18,000 senior participants since 2022, 300–400 participants on a typical weekend, more than 250 on-site counselling contacts and approximately 60% of surveyed seniors reporting reduced isolation and a broader social circle. At the same time, the programme faces challenges typical for many successful local initiatives: • dependence on annual municipal allocations and seasonal logistics, • the risk that a visible public event remains seen as an “activity” rather than a strategic preventive service, • the need for stronger year-round continuity and decentralisation, • limited dedicated resources for outreach to the most isolated seniors, monitoring and follow-up. Dialogue Between Generations should therefore be understood not only as a cultural programme, but as a strategic municipal investment in active ageing, preventive community health and social cohesion. Strategic objective (2026–2030) Transform Dialogue Between Generations from a successful recurring public event into a stable age-friendly community participation service that: • reduces loneliness and strengthens intergenerational solidarity, • creates regular low-threshold access to health and social support, • supports year-round participation in different neighbourhoods, • becomes an integrated component of Chișinău’s age-friendly urban development policy.

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Core sustainability principle Stable municipal core funding + targeted external funding for expansion and innovation. The current model already demonstrates very strong value for money. With total public expenditure of €131,685 over 2022–2025 and a reported unit cost of €7.32 per participant, the programme delivers visible social activation, low-threshold counselling, cultural participation and public trust at relatively low cost. This creates a strong argument for preserving municipal core financing while using external resources selectively for scaling and quality improvements. Recommended financing structure Municipal budget: core operational financing for artistic programming, on-site health and social outreach, logistics, accessibility measures, communications and indoor seasonal continuity. National programmes: co-financing for active ageing, community health promotion, prevention and age-friendly city measures. EU funds (ESF+, Interreg, URBACT or similar programmes): expansion, digital tools, monitoring systems, replication, neighbourhood pilots and inclusion innovation. Corporate / CSR partnerships: support for equipment, hydration and comfort infrastructure, communications, volunteer mobilisation, small-scale transport support or themed intergenerational editions. In-kind municipal and institutional support: utilities, public order, sanitation, communication channels, indoor venues and cultural infrastructure. Recommended development priorities 1) Institutionalise the model Introduce a formal multi-year municipal framework (3–5 years) with a clearly assigned coordination function shared between the social-medical and cultural directorates. This would reduce uncertainty, improve planning quality and protect continuity across political or budget cycles. 2) Move from events to service logic Keep the festive and cultural identity of the programme, but define it formally as a lowthreshold community participation and prevention service for older people. This positioning makes the model easier to justify within municipal social, health and agefriendly urban policy.

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3) Strengthen year-round continuity Consolidate the indoor winter format and create a seasonal continuity model that combines outdoor park editions, indoor cultural-centre editions and gradual decentralisation into neighbourhood parks, libraries and community spaces. 4) Expand the health and referral pathway Develop the on-site health and social desk into a stronger early-support mechanism by standardising referral protocols to primary care, day centres, home-care services, psychosocial support and other municipal programmes for older residents. 5) Improve outreach to isolated seniors Allocate modest dedicated resources to targeted mobilisation through family doctors, social assistants, community mediators, volunteers and carers. The greatest additional social return is likely to come from reaching older people who still remain outside public life. 6) Introduce light but consistent monitoring Keep monitoring simple, but systematic: attendance, repeat participation, basic satisfaction, number of counselling contacts, referrals made, follow-up uptake and seasonal participation patterns. Visible evidence strengthens both political legitimacy and eligibility for external funding. Expected benefits Social: reduced isolation, greater confidence and stronger intergenerational ties among older residents and families. Health and prevention: earlier contact with support services, improved health promotion and lower risk of unnoticed deterioration among socially isolated seniors. Economic: very low unit cost compared to more intensive interventions, better use of existing public spaces and stronger preventive value before higher-cost support becomes necessary. Institutional: better coordination between municipal departments, stronger trust in city services and improved readiness for national and EU co-financing. Indicative financial direction The programme should retain guaranteed annual municipal core financing as its base. Additional funding should be used not for replacing the core model, but for: • decentralised neighbourhood expansion,

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• digital communication and participant follow-up, • transport support for less mobile seniors, • improved accessibility and comfort infrastructure, • monitoring and impact evaluation, • replication and peer-learning with other municipalities. Key message for municipal decision-makers The greatest strength of Dialogue Between Generations is not that it organises weekend events, but that it converts public space into a regular, trusted and low-cost entry point to participation, prevention and care. The strategic task for the coming years is therefore not to multiply isolated events, but to stabilise and scale the model as part of Chișinău’s longterm age-friendly community infrastructure.

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3.BEST PRACTICES OF AN INCLUSIVE SOCIETY: HEALTH SERVICES 3.1. No. 15. Joint centres of integrated health and social care 1. Identification data Name of the good practice: Disadvantaged target group(s):

Organization in charge of the good practice: Location of the practice:

Joint centres of integrated health and social care seniors people with health disabilities people in a crisis social situation Banská Bystrica Self-Governing Region (BBSK) Country: Slovakia Region: Banska Bystrica City: Banska Bystrica

Duration: Since 2021 (ongoing) Funding source: Geographical scope of the practice:

EU Funds Regional

2. The objective(s) of the good practice The Integrated Social and Health Care Centers (CISZS) The Centers operate within the framework of joint management of Regional municipal associations, which results in a more effective sharing of limited resources of municipalities with a small budget for social services. The aim of this service is to enable seniors and people with poor health to live in their home environment for as long as possible. CISZS provides seniors, people with health disabilities and people in a crisis social situation in ten micro-regions of the Banská Bystrica Self-Governing Region with the following services: advice in solving difficult social situations, assistance in arranging health care, accompanying to doctors and offices, provision of medical devices and other compensation allowances, monitoring SOS bracelets that can save lives.

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3. Summary of the good practice The Integrated Social and Health Care Centers (CISZS) project, implemented by the Banská Bystrica Self-Governing Region (BBSK), addresses the long-standing lack of coordination between social and health care services. This issue has been intensified by an ageing population, an increase in chronic illnesses, and unequal access to care in various regions. In many parts of the region, services are fragmented or unavailable, resulting in the overuse of hospitals and insufficient support for people in home settings. The CISZS model connects social and healthcare services through interdisciplinary teams composed of social workers, healthcare professionals, and other specialists. These teams assess clients’ needs, create individual care plans, and provide services directly in the clients’ home environment. The model is implemented in cooperation with municipalities, local service providers, and communities, ensuring that care is accessible, flexible, and tailored to local conditions. The main stakeholders include the Banská Bystrica Self-Governing Region as project coordinator, local municipalities, professional staff, and the non-governmental sector. The key beneficiaries are seniors, people with disabilities, individuals with chronic conditions, and their families. The aim is to improve quality of life and help clients remain in their natural home environment as long as possible.

4. Challenges during the implementation period One of the key challenges during the implementation of the CISZS model was persuading local mayors and municipalities to actively participate. Many of them lacked previous experience with joint inter-municipal projects and were hesitant to engage in shared service models. In some cases, there was limited trust in external coordination or uncertainty about the added value for their communities. Overcoming this required intensive communication, clear demonstration of benefits, and capacitybuilding efforts at the local level. Another challenge was the shortage of qualified staff, especially in rural areas, where it was difficult to recruit and retain professionals for interdisciplinary teams. Ensuring longterm financial sustainability beyond the pilot phase also posed difficulties, as integrated care requires consistent funding and systemic support. To ensure successful transfer, it is crucial to adapt the model to local needs, foster cooperation among municipalities, and secure political and institutional backing. Raising awareness about the benefits of integrated care among both professionals and the public remains essential.

5. Measures taken to overcome the challenges To overcome the initial reluctance of local mayors and municipalities, the project team focused on building trust through direct communication, regular meetings, and the involvement of local actors from the early planning stages. Successful pilot examples and

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peer-to-peer learning helped to demonstrate the benefits of inter-municipal cooperation in practice. Tailored support was also offered to municipalities unfamiliar with joint project management, including legal and administrative guidance. In response to workforce shortages, the project promoted flexible employment models and support for staff to expand their competencies. To improve the quality and consistency of service delivery, the Banská Bystrica SelfGoverning Region (BBSK) established a Methodical and Coordination Centre (MKC). This centre provides ongoing professional guidance to CISZS staff through regular monitoring, mentoring, and monthly training sessions. It plays a key role in maintaining professional standards, encouraging knowledge sharing, and supporting the continuous development of integrated care teams. To address financial sustainability, the BBSK advocates systemic changes at the national level and explores options for embedding integrated care funding into standard public service financing. These solutions contributed to gradually overcoming local resistance, improving implementation capacity, and laying the foundation for scaling and transferring the model to other regions.

6. The result of the good practice The CISZS model is considered good practice due to its measurable impact: 10 centres established, over 1,100 clients supported, and more than 30 professionals involved. It bridges health and social care, improves service accessibility in rural areas, and strengthens inter-municipal cooperation. Regular mentoring and training enhance quality and sustainability. The Integrated Social and Health Care Centers (CISZS) model implemented in the Banská Bystrica Region is recognized as a good practice due to its tangible results and systemic impact. Since the launch of the project, 10 centers have been established, supporting over 1,100 clients – mainly seniors, persons with disabilities, and chronically ill individuals – directly in their home environment. More than 30 professionals, including social workers, nurses, and care coordinators, have been engaged in the provision of integrated services. The region successfully utilized project funding of over €2.5 million with high efficiency and absorption. One of the key success factors is the establishment of the Methodical and Coordination Centre by the BBSK, which provides regular mentoring, monitoring, and monthly training to CISZS staff. This has helped to maintain service quality, build professional competencies, and ensure long-term sustainability of the model. The project has also had a positive qualitative impact – it significantly improved cooperation between municipalities, particularly in areas where joint service provision was previously uncommon. Through clear communication, shared training, and visible benefits for local communities, trust among stakeholders has increased. The model has contributed to relieving pressure on hospitals and shifting care from institutional settings to community-based support. It aligns with national and EU-level

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priorities in long-term care. One example of impact is the case of a rural senior who, previously dependent on emergency hospital care, now receives coordinated home support from a nurse and a social worker. Her health has stabilized, her quality of life has improved, and her family members have regained the ability to participate in the workforce. Inspired by such outcomes, neighboring municipalities are now exploring how to adopt the CISZS model themselves.

7. Future perspectives for the initiatives (including pictures and visual materials) (Body Text) Please explain if and how your GP has generated other activities continuing and expanding the initial implemented actions. The implementation of the CISZS model has successfully triggered follow-up activities that continue and expand the original intervention. The experience and results from the initial phase (3 centers) led the Banská Bystrica Self-Governing 0 is also actively advocating for legislative changes and systemic funding mechanisms at the national level, based on the lessons learned from the CISZS model. The practice has thus become a driver of broader innovation in the delivery of social and health care in Slovakia.

10 Regional municipal associations Almost 140 municipalities 25% of Banska Bystrica region covered Budget 2.3 mil EUR

8. Relevance for the ELEVATE project The establishment and operation of Integrated Social and Health Care Centers (CISZS) in the Banská Bystrica Region is closely aligned with the ELEVATE project's objectives and methodology. These centers exemplify a place-based solution that fosters inclusive territorial development and strengthens local resilience,

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especially in the context of demographic ageing and social exclusion—key challenges identified by the ELEVATE initiative. CISZS are designed as multi-functional hubs that integrate health, social, and community-based services under one roof, facilitating improved coordination between stakeholders, and empowering elderly citizens and people with disabilities to remain active in their communities. This approach mirrors the ELEVATE model’s emphasis on multi-level governance, universal design, and bottom-up co-creation, placing vulnerable groups at the heart of service development under the principle "nothing about us without us." Moreover, the CISZS experience contributes directly to ELEVATE’s ambition to develop and pilot a model that will reduce pressure on social security systems by supporting aging in place, encouraging cross-sectoral cooperation, and creating sustainable care systems adaptable for both rural and urban settings. The systemic coordination of services and the engagement of municipalities, NGOs, and care providers in CISZS operations also reflect the trans-sectoral partnerships promoted by ELEVATE. In summary, the CISZS model represents a scalable and transferable good practice that demonstrates how inclusive, locally-rooted solutions can support the goals of ELEVATE in building resilient, age-friendly and inclusive communities across the Danube Region.

9. Potential for learning or transfer The transferability of the Integrated Social and Health Care Centers (CISZS) model to other regions lies in several interlinked success factors that make it not only relevant but also adaptable across varying territorial contexts. A fundamental strength is its integrated service model, which brings together social and healthcare support in a single access point at the micro-regional level. This reduces fragmentation between service sectors and significantly improves accessibility for vulnerable groups, particularly elderly people and persons with disabilities. By coordinating services holistically, CISZS enables more efficient resource use, supports continuity of care, and ensures that users are not forced to navigate complex bureaucratic systems. This integration aligns closely with the objectives of inclusive and communitybased care, which are increasingly prioritized across Europe. Another key factor is strong cooperation at the local level. The model’s success in the Banská Bystrica Region has been grounded in effective collaboration between municipalities, regional self-governments and care providers, etc. These partnerships are not only formal but often built on mutual trust, shared needs, and long-term engagement in the region. The multi-level governance structure that emerges from such cooperation is critical, as it facilitates bottom-up innovation while ensuring institutional support from higher levels of public administration. What further strengthens the model’s transferability is its needs-based design. The Centers were created in response to very concrete demographic and territorial challenges, including rapid ageing, depopulation, and poor availability of services in rural

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and peripheral areas. As such, the model is not overly context-specific; rather, it reflects common trends across the Danube Region. This makes it highly relevant for territories facing similar pressures, especially where service gaps and institutional fragmentation already impact vulnerable populations. Finally, policy and financial anchoring have been crucial. The development of CISZS was closely linked to regional development strategies and supported by EU structural funds, which ensured not only initial implementation but also legitimacy within broader public policies. The Centers are thus embedded in strategic planning at the regional level and, increasingly, in national deinstitutionalization agendas. This embeddedness provides a stable institutional framework that other regions can replicate by aligning CISZS-like initiatives with their own strategic and funding instruments.

10.

Recommendations for reusing this good practice

To successfully reuse and adapt the Integrated Social and Health Care Centers (CISZS) model in other regions, several strategic and operational recommendations should be taken into account. First and foremost, it is essential to carry out a thorough local needs assessment, focusing on demographic trends, availability of services, and specific vulnerabilities of the target population. The CISZS model is most effective when it addresses clearly identified service gaps, particularly in regions affected by ageing, depopulation, or social exclusion. Regions interested in transferring this good practice should also prioritize building strong local partnerships from the outset. Cooperation between municipalities, healthcare providers, social service institutions, civil society organisations, and volunteers forms the backbone of the CISZS approach. It is therefore vital to create a coordination mechanism—such as a steering group or working platform—that brings all relevant stakeholders together, fosters joint planning, and ensures shared ownership of the process. Another key recommendation is to embed the initiative within regional or national strategic frameworks. This includes aligning it with deinstitutionalization strategies, integrated care policies, or regional development plans. Embedding the model in existing strategic priorities will increase its political and financial sustainability and facilitate access to public or EU funding streams. From an operational standpoint, starting small and scaling up gradually can help ensure long-term success. Initial pilot Centers can be launched in areas with high need and local leadership capacity, serving as proof-of-concept projects. Lessons learned can then inform the expansion to other municipalities or districts. Where possible, the use of existing infrastructure (such as municipal buildings or underused health/social facilities) is recommended to minimize startup costs and ease integration into local service networks.

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Additionally, capacity-building for frontline professionals and coordinators is crucial. The integrated nature of the model requires staff to work across institutional boundaries, understand case management approaches, and communicate effectively with multiple service providers and user groups. Investments into training and soft-skills development should therefore be seen as a core part of implementation. Lastly, transfer partners should not underestimate the importance of community outreach and trust-building. Especially in rural areas or among marginalized groups, it is necessary to actively inform and engage residents, create feedback channels, and continuously adapt services to their evolving needs. This user-driven dimension of CISZS is one of its greatest assets—and one of the main reasons for its long-term legitimacy and effectiveness.

3.1.1. Financial overview Funding source The project is financed through EU Funds (European Structural and Investment Funds – ESIF). The amount of money dedicated to the activity The annual budget amounts to approximately €816,400 per year. Period in which money was spent Year 2025 What was money spent on (performed activities) Provision of integrated social and health care services at community level, including: - Social counselling - Mediation of lending assistive medical devices - Assistance with applying for compensation benefits - Accompanying clients (to doctors, public offices, etc.) - Mediation of community-based, outpatient and residential social services - Preventive activities for seniors (lectures, discussions, group and leisure activities) - Support in accessing medical care (appointments, specialist navigation) - Public health promotion activities - Assessment-related activities for municipalities (social needs and support assessments) - Monitoring and signaling urgent needs (e.g. emergency or SOS solutions) Project development and system-building activities, including: - Training of professional staff (individual support planning, methods of working with seniors, legislation, assessment processes, debt relief, monitoring bracelets) - Coordination and working meetings (ministries, regional authorities, mayors, micro-

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regions) - Analytical and participatory territorial work (e.g. SWOT analyses) - Media and communication outputs (radio reports, documentary videos) - Expert events, conferences and exchange of experience (e.g. national conference on community long-term care) Who performed the activities In each Centre, services are delivered by a multidisciplinary team of three professionals: a Centre Coordinator, a Social Worker/Social Counsellor, and a Health Services Specialist. Result of the activities The project achieved the following results: - Improved access to integrated social and health care in rural areas - Strengthened support for ageing in place - Enhanced inter-municipal cooperation - Reduced pressure on hospitals and institutional care - Increased quality, continuity and sustainability of community-based care Where was the money spent most effectively and where less so, and why? Funding was used most effectively on frontline staff and coordination capacity, which created immediate and visible benefits through improved access, early identification of needs, and strengthened coordination across sectors. Resources invested in integrated processes and operational tools (shared intake routines, referral pathways and coordination mechanisms) also proved highly effective. Some system-building and partnership activities deliver their full impact over time, as cooperation structures and trust continue to mature. If the funds were used less efficiently or misallocated, how would they be better allocated in the future? No evidence of inefficient or misallocated spending was identified. Funds were consistently directed toward activities supporting effective Centre operations. In the coming period, Centres will further strengthen financial planning and long-term funding arrangements to ensure continued efficiency and sustainability. What is the realistic possibility of further financing? How is the project currently financed? The Centres are currently financed through the national project “Development of LongTerm Care Provided at Community Level in the Banská Bystrica Self-Governing Region”. Further financing is considered realistic, particularly given ongoing reforms of social services financing in Slovakia. Under the planned framework, CISZS could become part of the officially financed social services network, reducing dependence on temporary project

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funding. Other financing or collaboration possibilities for long-term sustainability Additional options for long-term sustainability include: ➢ Integration into the future national financing system for social services ➢ Co-financing by municipalities and micro-regions ➢ Regional-level support through the Banská Bystrica Self-Governing Region ➢ Continued use of EU funds for community-based services, prevention, training and innovation ➢ Collaboration opportunities include partnerships with healthcare providers, social service providers, civil society organisations and volunteers, as well as universities and training institutions.

3.1.2. Strategic and financial recommendation From Pilot Integration to a Sustainable Regional Care System Joint Centres of Integrated Health and Social Care – Banská Bystrica SelfGoverning Region (2026–2030) Why this matters The Banská Bystrica region faces structural pressures common across Europe: • • • • •

rapid population ageing, increasing prevalence of chronic conditions, rising demand for long-term care, shortages of health and social care staff, high costs of institutional and hospital care.

Fragmented health and social services often lead to: • • •

repeated hospitalisations, delayed support for vulnerable residents, inefficient use of public resources.

The Joint Centres of Integrated Health and Social Care (CISZS) demonstrate that coordinated community-based care significantly improves outcomes while reducing system pressure.

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Proven regional results • • • • •

10 integrated centres established More than 1,100 clients supported Interdisciplinary teams (social workers, health professionals, coordinators) Coverage of approximately 140 municipalities (around 25% of the region) Individual care planning, home support, case management and prevention

The model has already reduced pressure on hospitals and residential care services. Strategic objective Transform CISZS from a project-based innovation into a permanent regional system of integrated community care that: • • • • •

supports ageing at home, prevents institutionalisation, reduces hospital admissions, improves coordination across sectors, ensures long-term financial and workforce stability.

Financing model Core sustainability principle EU funding for innovation – public funding for system operation Current investment: • •

ESIF funding for establishment and development Annual operational costs: approx. €800,000+

Recommended long-term structure: Source

Role

National social and long-term care funding

Core operational financing

Regional budget

Coordination, quality management, cofinancing

Municipal contributions (microregional)

Local co-ownership and sustainability

EU funds (ESF+, ERDF)

Expansion, digitalisation, innovation

This diversified model reduces dependence on project cycles.

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Strategic development priorities 1) Integrate centres into the national long-term care system The most critical step is formal recognition of CISZS as: core community care infrastructure, not a temporary project. This ensures stable staffing, planning capacity and service continuity. 2) Strengthen the regional coordination structure Maintain and expand the Methodological and Coordination Centre to: • • • •

monitor quality and outcomes, provide continuous staff training, support municipalities, prepare EU and national funding applications.

3) Expand inter-municipal cooperation Small municipalities cannot sustain services alone. Microregional models allow: • • •

shared costs, professional service levels, equal access for rural populations.

4) Develop preventive and digital services Next-phase priorities: • • • •

early risk identification and case management, support for informal caregivers, telecare and remote monitoring, chronic disease management at community level.

Prevention reduces long-term system costs.

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Expected benefits Social • •

improved quality of life and independence for older residents, equitable access in rural areas.

Economic • •

lower hospitalisation and institutional care costs, more efficient use of public funds.

Institutional • • •

workforce stability and higher staff motivation, stronger eligibility for EU funding, scalable model for national reform.

Key message for regional decision-makers The main risk to CISZS is not effectiveness, but financial uncertainty caused by projectbased funding. Without stable operational financing: • • •

trained staff may leave, municipalities lose trust, system benefits are reduced.

With stable multi-year funding, integrated community care becomes: • • •

cost-effective public infrastructure, a key tool for managing demographic change, a foundation for sustainable health and social systems.

Recommended first step (2026): Adopt a multi-year regional financing framework for CISZS and negotiate its formal integration into national long-term care funding, while using EU resources for expansion and digital innovation.

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3.2. No. 16. Joint social services community planning at the micro-regional level 1. Identification data Name of the good practice: Disadvantaged target group(s):

Organisation in charge of the good practice: Location of the practice:

Joint social services community planning at the micro-regional level seniors people with health disabilities people in a crisis social situation Banská Bystrica Self-Governing Region (BBSK) Country: Slovakia Region: Banska Bystrica City: Banska Bystrica

Duration: Since 2021 (ongoing) Funding source: Geographical scope of the practice:

EU Funds Regional

2. The objective(s) of the good practice Joint Social Services Community Planning at the micro-regional level The main objective of the good practice is to establish a collaborative and systematic approach to planning social services at the micro-regional level, i.e. within associations of municipalities (micro-regions). By jointly preparing Social Services Community Plans (KPSS), municipalities enhance the quality, accessibility and sustainability of social services in rural and functionally interconnected areas.

3. Summary of the good practice Many small municipalities, especially in rural and mountainous areas, lack the individual capacity—in terms of finances, staffing, and expertise—to adequately plan and provide social services for their inhabitants. Fragmentation leads to inefficiencies, service gaps, and unequal access for vulnerable populations. The introduction of joint community planning at the micro-regional level emerged as a response to these challenges, offering a way to pool resources, share know-how, and plan strategically across municipal borders. The process involves forming a micro-regional working group made up of representatives from member municipalities, local service providers, civil society, and

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users. This group undertakes a joint needs assessment, maps existing services and gaps, and formulates shared priorities and measures in a Social Services Community Plan (KPSP). The plan includes projections of demographic trends, target group needs (elderly, people with disabilities, children, marginalized groups), and proposed solutions, which can be pursued collectively or in coordinated ways. Implementation is supported by facilitators or coordinators—often employed by regional authorities or umbrella organizations - who guide municipalities through the process, ensure participatory methods are applied, and provide methodological support. Key stakeholders include municipal authorities, social service providers, nongovernmental organizations, and in some cases, regional coordination bodies. Beneficiaries are residents, especially vulnerable groups who benefit from better targeted and more accessible services resulting from coordinated planning. The process also benefits local administrations, which gain planning capacity and better access to external funding due to the strategic nature of joint plans.

4. Challenges during the implementation period The main challenges included: • Unequal engagement of municipalities (some smaller ones lacked motivation or staff), • Lack of experience with participatory planning or data collection at the local level, • Administrative and political fragmentation, leading to difficulty in forming consensus.

5. Measures taken to overcome the challenges To overcome these barriers: • Capacity-building workshops and peer-learning sessions were organized for municipal staff and stakeholders, • Experienced facilitators were engaged to guide the planning process, • Emphasis was placed on building trust and shared ownership among the participating municipalities, • Smaller municipalities were offered technical support and simple templates to ease their engagement.

6. The result of the good practice The main outcome is the adoption of a joint Social Services Community Plan by all participating municipalities, which serves as a strategic document guiding social service development in the micro-region. In practice, this led to: • Improved coordination of services (e.g. mobile care, shared counselling),

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• Stronger capacity to apply for joint funding (from EU and national

sources), • Increased awareness of local needs and partnership-based governance, • Emergence of shared services in some regions (e.g. case managers, social workers shared between municipalities).

7. Future perspectives for the initiatives (including pictures and visual materials) The good practice has strong potential for further development. With the support of national deinstitutionalization policies and regional planning tools, the model can be institutionalized as a standard for planning social services in rural areas. Future steps include: • Linking the planning process with budgeting and service commissioning, • Expanding cooperation with healthcare and education sectors, • Introducing digital tools for data collection and service mapping.

8. Relevance for the ELEVATE project This practice directly supports ELEVATE’s goal of building inclusive territorial development through multi-level governance. It embodies a bottom-up co-creation process, empowers local stakeholders, and creates resilient and responsive governance structures—all in line with the ELEVATE model. The methodology also supports institutional capacity building, and through joint action, reduces costs and increases service efficiency in line with the goals of inclusive, accessible communities.

9. Potential for learning or transfer This good practice is highly transferable, particularly to territories with: • Multiple small municipalities, • Weak social infrastructure, • Willingness to collaborate but limited individual capacity. Transfer success depends on the availability of coordination support, training for facilitators, and policy backing. The practice has already been transferred informally within Slovak regions (e.g. from Banská Bystrica to parts of Trenčín and Prešov regions – NUTS 2: SK02, SK04). Similar practice of joint planning is taking part in Czech republic.

10.

Recommendations for reusing this good practice

Secure political commitment and formalize cooperation through micro-regional agreements. •

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Engage skilled facilitators or coordinators to manage the process and build trust. • Start with simple, practical goals and gradually build complexity. • Link the planning process with existing strategies and funding mechanisms. • Ensure active involvement of service users and NGOs to capture real needs. • Provide methodological support and templates for easier replication. •

This good practice offers a flexible yet structured framework for ensuring that even the smallest municipalities can meaningfully participate in shaping inclusive, needsbased, and sustainable social service systems—together.

3.2.1. Financial overview Funding source The activities were financed through EU Funds (European Structural and Investment Funds – ESIF). The amount of money dedicated to the activity The allocated budget amounted to €6,000 per micro-regional community plan of social services. Period in which money was spent Year 2025 What was money spent on (performed activities) Financial resources were primarily used for the preparation and implementation of joint community planning of social services (KPSS) at micro-regional level, including: ➢ Coordination and facilitation of the planning process among participating municipalities ➢ Collection and analysis of demographic data, needs assessments and mapping of existing services and gaps ➢ Stakeholder engagement through meetings, consultations and working groups with municipalities, service providers, NGOs and other local actors ➢ Drafting and finalisation of Social Services Community Plans (KPSS), including objectives, priority measures, implementation actions and monitoring frameworks ➢ Preparation of analytical and supporting documentation, summaries and action plans ➢ Communication and coordination activities to ensure shared ownership and formal adoption of the plans.

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Overall, funds were mainly invested in professional expert work and participatory planning processes to ensure that KPSS documents are evidence-based, realistic and jointly agreed. Who performed the activities The activities were coordinated and implemented by the Community Planning Coordinator, in close cooperation with CISZS staff, including the Centre Coordinator, Social Worker/Social Counsellor and Health Services Specialist. Result of the activities The main outcome was the successful preparation of Social Services Community Plans (KPSS) at micro-regional level, resulting in: • Jointly developed, evidence-based KPSS documents reflecting real local needs • Improved coordination and cooperation between municipalities and local stakeholders • Clear identification of service gaps and development priorities for vulnerable groups • A structured set of measures and actions supporting the development of accessible social services. Overall, the activities strengthened local planning capacity and provided a strategic basis for more effective and coordinated social service development. Where was the money spent most effectively and where less so, and why? • Funding was used most effectively on professional coordination and expert capacity, ensuring a structured planning process and high-quality KPSS outputs. • Resources invested in data collection and analytical work significantly improved the accuracy and relevance of the plans. • Investments in communication and partnership-building have a more gradual but strategic impact, supporting long-term cooperation and sustainability. If the funds were used less efficiently or misallocated, how would they be better allocated in the future? No inefficient use or misallocation of funds was identified. Resources were consistently directed toward key elements of the planning process. In the future, efficiency will be further strengthened through improved planning routines, data management and cooperation structures. What is the realistic possibility of further financing? How is the project currently financed? Community planning activities are currently financed through project-based EU support. The realistic possibility of further financing is high, as Social Services Community Plans are a legal obligation for municipalities in Slovakia.

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The micro-regional joint planning model enables cost-sharing among municipalities, reducing individual financial burdens while improving planning quality. Other financing or collaboration possibilities for long-term sustainability Long-term sustainability can be supported through: - Cost-sharing among municipalities within associations; - Continued use of EU and national funding schemes; - Stronger collaboration with CISZS centres, social service providers and NGOs to align planning with real service capacities and future financing of the social services network.

3.2.2. Strategic and financial recommendation From Planning Documents to Real Services Strengthening Joint Social Services Community Planning (KPSS) in the Banská Bystrica Self-Governing Region (2026–2030) Why this matters Small municipalities across the Banská Bystrica region face increasing pressure: • • • •

ageing population and growing demand for social and long-term care, limited financial and professional capacity, fragmented and uneven access to services, difficulty preparing and implementing strategic plans.

While micro-regional Joint Social Services Community Planning (KPSS) has improved cooperation and needs assessment, a key challenge remains: Plans are often prepared, but implementation is limited due to weak financial links and short-term project logic. Proven value of the micro-regional approach Joint planning enables municipalities to: • • •

pool professional and analytical capacity, conduct joint needs assessments, identify service gaps and priorities,

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• •

prepare shared project proposals, coordinate service development at micro-regional level.

This approach increases efficiency and improves access to services, especially in rural areas. Strategic objective Transform KPSS from a planning exercise into a permanent micro-regional service management and investment system that: • • • •

links planning with funding decisions, enables joint commissioning of services, strengthens long-term cooperation among municipalities, improves implementation and accountability.

Financing model Core sustainability principle Stable coordination funding + shared municipal responsibility + EU support for development Recommended structure: Source

Role

Municipal contributions (costsharing)

Core operational financing

Regional budget

Micro-regional coordination and technical support

National funding

Support for social planning and service development

EU funds (ESF+, Interreg)

Innovation, digital tools, new services

Estimated core cost: Approximately €5,000–€10,000 per micro-region annually for coordination and operational planning. This modest investment ensures continuity and prevents loss of capacity between project cycles. Strategic development priorities 1) Link planning to budgets (“Plan = Funding”)

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Implementation improves when: • • •

municipal and regional investments are aligned with KPSS priorities, only projects derived from approved KPSS plans are eligible for funding, planning directly influences financial decisions.

This significantly increases municipal motivation and accountability. 2) Establish permanent micro-regional coordinators A dedicated coordinator should: • • • • •

manage planning and implementation, support municipalities, monitor progress and results, prepare joint funding applications, facilitate stakeholder cooperation.

Coordination is the most cost-effective investment for long-term impact. 3) Move from planning to joint service commissioning Micro-regions should: • • • •

jointly procure or manage services (e.g. home care, mobile teams), share professional staff, ensure equal access across municipalities, reduce duplication and costs.

4) Integrate social planning with other sectors Future development should include: • • • •

health and long-term care coordination, prevention and community services, digital data systems for needs monitoring, support for informal caregivers.

Expected benefits Social •

improved access to services in small and rural municipalities,

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•

better response to ageing and vulnerability.

Economic • • •

shared costs and economies of scale, more effective use of public resources, increased success in EU funding applications.

Institutional • • •

higher implementation rates, stronger inter-municipal cooperation, stable professional capacity and higher staff motivation.

Key message for regional leadership The main weakness of community planning is not the quality of plans, but the lack of financial and institutional continuity. Without stable coordination and a clear link to funding: • • •

municipal motivation declines, plans remain formal documents, service gaps persist.

With modest but stable investment, KPSS can become: • • •

a core regional governance tool, a platform for efficient service delivery, essential infrastructure for managing demographic change.

Recommended first step (2026): Introduce a regional policy that links funding decisions to KPSS priorities and establish permanent micro-regional coordination with multi-year financing.

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3.3. No. 17. Municipality of Irig good practice activities for elderly and persons with disabilities 1. Identification data Name of the good practice: Disadvantaged target group(s):

Organisation in charge of the good practice: Location of the practice:

Municipality of Irig good practice activities for elderly and persons with disabilities • Elderly persons and pensioners’ associations • Persons with disabilities • Paraplegics • Families with children with developmental disabilities • Persons with distrophy Municipality of Irig Country: Serbia Region: Vojvodina City: Irig

Duration: Ongoing every budget year Funding source:

• Municipality of Irig budget • Project-based support

Geographical scope of the practice:

Local

2. The objective(s) of the good practice The objective of good practice in financing, as implemented by the Municipality of Irig, is to support the social inclusion, health, and well-being of elderly persons and people with disabilities through structured, needs-based, and sustainable financial mechanisms. Within this framework, the Municipality ensures the regular functioning of the local Association of Pensioners and organizes sports competitions that promote active aging and social participation among the elderly population. For persons with disabilities, the Municipality provides targeted financial support to several key groups: • Children with developmental disorders receive therapeutic treatment delivered by specialized defectologist, in cooperation with the local Parents' Association.

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• Individuals

diagnosed with muscular dystrophy benefit from personalized assistance for therapy through the engagement of qualified personal assistants. • Persons with paraplegia are supported through inclusive, therapeutic spa rehabilitation programs aimed at improving physical and emotional wellbeing. • Visually impaired and blind individuals are assisted through literacy programs using Braille, helping them regain independence and improve their quality of life. By financing these activities, the Municipality of Irig promotes transparency, equity, and efficiency in public spending, while directly addressing the specific needs of vulnerable groups. This approach reflects a model of good practice in local governance, fostering dignity, empowerment, and active community participation for all citizens, regardless of age or ability. Specific Objectives: 1. To ensure the regular operation and social engagement of the Association of Pensioners through financial support and organization of recreational activities. 2. To provide therapeutic treatment for children with developmental disabilities by financing expert-led interventions. 3. To improve the quality of life for persons with muscular dystrophy through the engagement of personal assistants for therapy support. 4. To enhance physical and psychological recovery for paraplegic individuals by financing inclusive spa rehabilitation programs. 5. To support the functional literacy of visually impaired persons through Braille education and training programs

3. Summary of the good practice The Municipality of Irig demonstrates a comprehensive and inclusive approach to supporting elderly persons and people with disabilities by implementing a structured model of good financial practice at the local level. Through targeted funding of associations and tailored support programs, the Municipality ensures access to essential services that promote social inclusion, health, and personal development. This good practice includes regular financial support for the functioning of the Association of Pensioners and the organization of recreational and sports events that encourage active aging. It also encompasses individualized support for persons with disabilities, such as therapeutic treatment for children with developmental disorders, personal assistance for individuals with muscular dystrophy, inclusive spa rehabilitation for paraplegic persons, and Braille literacy programs for the visually impaired.

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By aligning public funding with the specific needs of its most vulnerable citizens, Irig creates a model of sustainable, equitable, and participatory local governance. This approach contributes to improving the quality of life, reducing isolation, and fostering equal opportunities for all community members.

4. Challenges during the implementation period • Limited financial resources at the local level can restrict the scope or

continuity of support services. • Ensuring the availability of qualified professionals (e.g., defectologists, personal assistants) in a small municipality. • Logistical difficulties in organizing therapeutic and rehabilitation activities for users with mobility or transport limitations. • Need for continuous coordination between local authorities, service providers, and user associations. • Monitoring and evaluating the impact of diverse support activities with limited administrative capacity.

5. Measures taken to overcome the challenges • Prioritization of budget allocations to ensure continuity of essential services

despite limited resources. • Collaboration with local NGOs and regional institutions to engage qualified professionals and volunteers. • Establishment of regular communication and coordination mechanisms with user associations and service providers. • Simplified monitoring tools and periodic reporting to track activities and outcomes within existing administrative capacities.

6. The result of the good practice The implementation of good financial practices in the Municipality of Irig has resulted in measurable improvements in the well-being, inclusion, and support of elderly persons and people with disabilities. Regular funding has enabled the consistent operation of local associations and the provision of specialized services tailored to the needs of vulnerable groups. Key results include: • Increased participation of elderly citizens in community life through organized recreational and sports activities. • Improved developmental outcomes for children with disabilities through ongoing therapeutic support. • Enhanced independence and daily functioning of persons with muscular dystrophy through personal assistance services. • Improved physical and emotional recovery for paraplegic persons via inclusive spa rehabilitation.

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• Greater autonomy and integration of visually impaired individuals through

Braille literacy training. This practice has strengthened local social services, encouraged multisectoral cooperation, and demonstrated a replicable model of inclusive and community-based support. Quantitative results: • 1 Association of Pensioners continuously supported, with over 100 elderly participants engaged in regular activities. • 4 sports and recreational events organized annually for senior citizens. • 6 children with developmental disabilities received ongoing therapeutic treatment by a licensed defectologists. • 3 individuals with muscular dystrophy received personalized assistance services. • 4 paraplegic persons participated in therapeutic spa rehabilitation programs. • 5 visually impaired individuals completed Braille literacy training. Qualitative Results: • Improved social inclusion and reduced isolation among elderly citizens through active participation in community life. • Positive behavioral and developmental progress observed in children receiving therapeutic interventions. • Increased independence, emotional stability, and quality of life reported by persons with physical disabilities. • Strengthened collaboration between local government, associations, and service providers. • Higher public awareness and sensitivity toward the needs of vulnerable groups in the community.

7. Future perspectives for the initiatives (including pictures and visual materials) • Building on the successes of current financing practices, the Municipality

of Irig aims to further strengthen and expand support for elderly persons and people with disabilities. Future perspectives include: • Increasing the scope and diversity of services offered, including new therapeutic programs and assistive technologies. • Enhancing capacity-building efforts for local professionals and caregivers to improve service quality. • Strengthening partnerships with regional and national institutions to access additional funding and expertise. • Promoting greater community awareness and participation to foster an inclusive environment.

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• Developing sustainable financing models that ensure long-term continuity

and scalability of support services. • Introducing digital tools for better monitoring, reporting, and communication with beneficiaries. • These steps will contribute to a more resilient, responsive, and inclusive social support system, ensuring that vulnerable groups in Irig can enjoy improved quality of life and greater social integration in the years to come.

8. Relevance to the ELEVATE project • The Municipality of Irig’s initiative aligns closely with the core objectives of

the ELEVATE project, which aims to promote social inclusion, improve quality of life, and enhance accessibility for elderly persons and people with disabilities. • By implementing sustainable and needs-based financing models, this initiative contributes to the ELEVATE project’s goals of fostering communitybased support systems and empowering vulnerable groups. The focus on inclusive health and social services, capacity building, and multisectoral cooperation reflects the ELEVATE project’s emphasis on integrated approaches and innovative solutions. • Moreover, the initiative’s commitment to reducing social isolation, improving access to therapeutic and rehabilitative services, and supporting lifelong learning (such as Braille literacy) directly supports ELEVATE’s mission to elevate living standards and promote equal opportunities. • Through this synergy, the Municipality of Irig strengthens its role as an active partner in advancing regional development priorities aligned with ELEVATE’s vision for a more inclusive and resilient society.

9. Potential for learning or transfer • The good practice implemented by the Municipality of Irig offers valuable

lessons that can be adapted and transferred to other municipalities and regions facing similar challenges in supporting elderly persons and people with disabilities. • Key learning points include the importance of: • Establishing sustainable and transparent financing mechanisms tailored to local needs. • Engaging diverse stakeholders, including local government, NGOs, service providers, and user associations, in collaborative partnerships. • Combining community-based services with specialized therapeutic and rehabilitative support. • Prioritizing capacity building for professionals and caregivers to enhance service quality. • Implementing inclusive programs that promote social participation and reduce isolation.

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• These approaches demonstrate scalability and adaptability, making them

suitable models for replication in different socio-economic and cultural contexts. The experience gained by Irig can inform policy development, improve service delivery frameworks, and encourage innovation in local social protection systems across the region and beyond.

10.

Recommendations for re-using this good practice

• Adapt Financing Models to Local Contexts: Tailor funding mechanisms to the

specific demographic, social, and economic conditions of each community to ensure sustainability and relevance. • Foster Multi-Stakeholder Partnerships: Encourage collaboration between local authorities, NGOs, healthcare providers, and user groups to pool resources, expertise, and ensure comprehensive support. • Prioritize Community-Based and Inclusive Services: Develop programs that emphasize accessibility, social inclusion, and active participation of elderly persons and people with disabilities. • Invest in Capacity Building: Provide ongoing training and support for professionals, caregivers, and volunteers to maintain high-quality service delivery. • Implement Monitoring and Evaluation: Establish clear indicators and feedback mechanisms to assess effectiveness, improve programs, and ensure accountability. • Promote Awareness and Advocacy: Increase public understanding of the needs and rights of vulnerable groups to foster community support and reduce stigma. • Plan for Sustainability: Design financial and operational plans that guarantee long-term viability, including exploring diversified funding sources. By following these recommendations, local governments and organizations can successfully replicate and scale the good practices demonstrated by the Municipality of Irig, ultimately improving the lives of elderly persons and people with disabilities.

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3.3.1. Strategic and financial recommendation From Local Support Measures to a Sustainable Community Care System Strengthening Social and Disability Services in the Municipality of Irig (2026–2030) Why this matters The Municipality of Irig faces structural challenges typical for small and rural communities: • • • • •

a rapidly ageing population, increasing needs of persons with disabilities, limited local professional capacity, restricted municipal budgets, growing pressure on families to provide care.

Many municipalities rely on short-term projects, which leads to service interruptions, low staff motivation and limited long-term impact. Irig has already taken an important step by providing stable annual municipal funding for key social support services. This creates a strong foundation for building a sustainable local care system. Existing local achievements The municipality currently provides regular budget support for: • • • • • •

the Association of Pensioners (more than 100 beneficiaries), recreational and social programmes for older people, rehabilitation and therapy for children with developmental difficulties, personal assistance for persons with muscular dystrophy, rehabilitation for paraplegic persons, Braille literacy support for visually impaired residents.

These services have improved social inclusion, independence and quality of life for vulnerable groups.

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Strategic objective Move from individual programme support toward a comprehensive Local Community Care System that: • • • •

integrates services for older people and persons with disabilities, supports independent living at home, prevents institutionalisation, ensures stable multi-year planning and workforce motivation.

Financing model Core sustainability principle Municipal core funding + external funding for expansion Recommended structure: Source

Role

Municipal budget

Core services and operational stability

National programmes (social protection, disability, long-term care)

Co-financing and specialised services

EU / IPA funds

Service expansion, digitalisation, innovation

Corporate CSR partners (health, banking, medical suppliers)

Equipment and programme support

Priority action: introduce multi-year municipal funding commitments (3–5 years) to ensure service continuity. Strategic development priorities 1) Establish a Local Integrated Support Centre Create a single coordination point for: • • • •

older persons, persons with disabilities, families and informal caregivers, service referrals and case management.

Integration improves efficiency without significantly increasing costs.

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2) Expand community-based and home services Priority areas: • • • •

home assistance and mobile rehabilitation, support for family caregivers, group rehabilitation and prevention programmes, volunteer and peer-support networks.

Community services are significantly more cost-effective than institutional care. 3) Strengthen regional cooperation Small municipalities can improve sustainability by: • • •

sharing specialised professionals, preparing joint EU/IPA applications, developing inter-municipal service networks.

4) Introduce outcome monitoring Regular indicators should include: • • • •

number of beneficiaries, service continuity, reduction in institutional care needs, cost per user.

Demonstrating impact strengthens eligibility for national and external funding. Expected benefits Social • • •

improved independence and quality of life, reduced burden on families, stronger community inclusion.

Economic • •

lower long-term institutional care costs, more efficient use of limited municipal resources.

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Institutional • • •

higher staff stability and motivation, improved access to national and EU funding, long-term planning capacity.

Key message for municipal and regional leadership The main challenge is not the lack of projects, but the lack of long-term financial certainty. By treating community-based care as essential local infrastructure, and combining stable municipal funding with external resources for growth, Irig can build a sustainable system that effectively addresses demographic change. Recommended first step (2026): Adopt a multi-year municipal social services framework and establish a Local Integrated Support Centre as the coordination hub for all community-based services.

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4. FINAL STRATEGIC AND FINANCIAL RECOMMENDATIONS How to make social initiatives long-term, strategic and financially sustainable 4.1. The core problem (common to almost all cases) Across all examples, the main risks are: • • • • •

dependence on short-term project funding, activities stopping between funding cycles, low staff motivation and job insecurity, fragmented services, good pilots that never become permanent.

Key insight: Sustainability does not come from more projects. It comes from stable core financing and system integration.

4.2. Strategic principle (most important) Projects for innovation. Core funding for operation. Successful models (Irig, Banská Bystrica, ZAŽELI – later phases) follow this logic: Function

Funding source

Daily operation

Public or contractual funding

Development, pilots, scaling EU / donor projects Growth and visibility

Corporate partnerships

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4.3. Programmatic (content) recommendations 4.3.1 Move from “activities” to “services” Projects should become: • • • •

permanent community services, annual programmes, recurring content cycles, operational systems (centres, platforms, networks).

Examples: • • • •

weekly programmes instead of project workshops, permanent home-care networks, annual media cycles (Kind Life/Prijazno življenje), standing coordination units.

4.3.2 Institutionalisation (critical step) After a successful pilot: • • •

assign a responsible institution/unit, create a budget line, integrate into municipal/regional strategies.

Without institutionalisation: → the project will disappear.

4.3.3 Integration instead of fragmentation Most successful models integrate: • • • •

social + health (Banská Bystrica), employment + care (ZAŽELI), media + community + services (Kind Life/Prijazno življenje), culture + tourism + community (Big Village Book).

Integrated models attract funding more easily and have higher impact.

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4.3.4 Community ownership To reduce costs and increase sustainability: • • •

volunteers and peer leaders, user participation, partnerships with NGOs and local groups.

This increases motivation and continuity.

4.4. Financial recommendations (core sustainability model) 4.4.1 Diversified funding structure Recommended long-term structure: • • •

40–60% public funding (municipal/regional/national) 20–40% corporate / service revenue 10–20% EU or donor funding

This structure appears in most sustainable cases.

4.4.2 Small but stable public funding (the key leverage) Across examples, even small annual funding creates stability: • • •

€5k–10k (community projects) €20k–50k (local centres) regional co-financing for larger systems

Impact: • • •

staff stability service continuity higher ability to attract EU and corporate funds

4.4.3 Multi-year agreements instead of annual grants Recommended: • • •

3–5 year municipal/regional contracts annual subscription models (for municipalities or partners) framework agreements with institutions

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This dramatically increases motivation and planning capacity.

4.4.4 Corporate / ESG partnerships (underused potential) Especially for: • • • •

health and ageing programmes, prevention, community wellbeing, senior platforms (Kind Life/Prijazno življenje).

Companies prefer: • • •

long-term visibility, measurable impact, trusted platforms.

4.4.5 Service-based revenue (where possible) Examples: • • • •

municipal participation fees, training and consulting, media or communication services, tourism or marketplace commissions.

This moves the model closer to private-sector sustainability.

4.5. Governance recommendations 4.5.1 Permanent coordination function Every sustainable model includes: • • • •

a coordinator or coordination unit, data and monitoring, partner management, funding preparation.

Coordination is often the highest-return investment.

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4.5.2 Link planning to funding (“Plan = Money”) Motivation increases when: • • •

only priorities from the strategy are funded, plans directly influence budgets, results are monitored annually.

Without financial consequences, strategies remain formal documents.

4.6. Motivation model (why this works) Motivation in public/NGO sectors increases when there is: • • • • •

predictable funding, long-term contracts, clear responsibilities, measurable results, professional working conditions.

This reduces the “project mentality” and creates ownership.

4.7. Strategic positioning (critical mindset shift) Instead of: project organisation Become: service provider platform operator local infrastructure manager Examples: • • •

Kind Life/Prijazno življenje → national platform ZAŽELI → community care system Community centres → local preventive infrastructure

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4.8. Key financial logic (the most important takeaway) If an initiative secures: 10–15 stable annual partners or public contracts → it becomes financially stable → projects become optional (for growth), not essential (for survival).

4.9. Final strategic message The most effective model for long-term social initiatives is: Stable core funding • • • •

multi-year partnerships diversified revenue projects used only for innovation positioning as permanent social infrastructure

Key message The document concludes that the greatest impact in building inclusive communities comes not from launching more short-term projects, but from creating stable, integrated and well-financed services supported by strong partnerships and community involvement.

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Catalogue of Good Practices - ELEVATE Project