TELECENTRE EUROPE | ANNUAL REPORT 2016
Strategic
overview
In 2016 Telecentre Europe’s work was guided by priorities set in the
Strategic roadmap of 2015-2017. These priorities were decided by
the Telecentre-Europe Board and Management to better respond to
contemporary challenges.
Partnerships
Our work in 2016 was guided by priorities set in the Strategic Roadmap 2015-2017, following a review of the
Strategic plan 2013-2017 carried out by the Telecentre Europe Board together with the Managing Director.
The changes at the management level generated the need to revise the priorities in order to better respond
to current challenges and opportunities. In this sense, 2016 has been a transitional year, where the Telecentre
Europe Board together with the new CEO developed a proposal to renew the vision and mission of the
organisation, that would also lead to a new identity. Telecentre Europe values its partners because they
bring us a different perspective and a lot of inspiration.
We are open to partner with NGOs, public institutions
and companies, to work together to bring digital skills
to all Europeans and ensure that they can benefit
from the opportunities of digital technology.
The graphic below shows how the strategic focus evolved from the start of the Telecentre Europe network.
It also provides an indication of what comes next for the organisation that regroups to tackle the digital
transformation implications for all (focusing on the 45% Europeans with insufficient digital skills). Therefore,
in 2017 Telecentre Europe will move on to a renewed vision and mission, and a new identity to reflect these
changes. In 2016 Telecentre Europe strengthened its partnership
with European SchoolNet and DIGITALEUROPE even
further. The three organisations are supporting the
European Commission together for the Digital Skills
and Jobs Coalition initiative.
When the telecentre movement emerged in the 90s their focus was on providing access for everyone
to the then limited Internet connection. As Internet access became increasingly widespread, telecentre
users started seeking advice on how best to use it. They needed skills. So telecentres started offering
trainings. Today, Internet is ubiquitous and the digital penetrates every area of our lives. People need skills
to find a job, grow in their career, or simply book a doctor’s appointment and stay in touch with family.
Telecentres’ training offers adapt to demand and grow to include more advanced digital skills, coding, system
administration, robotics, etc.
2016 strategic thematic priorities
•Digital skills for young people – organising Get Online Week, joining Cisco NetAcad, self-assessments of
digital skills through Skillage, developing the I-LINC platform, coding activities.
•Reskilling/upskilling unemployed – participation in the Digital Skills and Jobs Coalition, eSkills for Jobs,
adoption of DigComp.
•Integration of migrants – identification of best practices, searching for opportunities to engage member
organisations, scaling-up of existing initiatives.
2016 organisational development priorities
•Staff capacity development – core team relocated to Brussels
•New office – moving office to a central location, to accommodate the growing staff
•Engagement of members – through campaigns, events, EU funded projects, grants from private supporters,
strategic development of Telecentre Europe
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ANNUAL REPORT 2016 | TELECENTRE EUROPE
Under a new partnership with Cisco, Telecentre
Europe worked with six member organisations to
get people connected and skilled through the Cisco
Networking Academy, an IT skills and career building
programme.
In 2016, over 2,000 young people and un