Common challenge
Coastal regions in the 2 Seas Area have to deal with specific challenges in relation to ageing as they are confronted with a particular mix of ageing people. This not only includes local elderly, but also the influx of ageing newcomers and visitors of an increasing average age. As this population puts pressure on health and social care systems, it is essential to enable them to stay active and independent for longer, to improve their wellbeing and quality of life to reduce costs and pressures on care systems.
Overall objective
The SAIL overall objective is to stimulate active ageing and longer independent living by identifying new ways of helping people remain independent for longer, more self-reliant and less dependent on traditional health care and social care services. Different from the current, mono disciplinary approach, SAIL will introduce a social innovation process of co-creation to identify new partnerships and opportunities, especially in unlikely combinations between different sectors, to develop new, sustainable business and service models that encourage active ageing.
Main outputs
General Image SAIL Poster & Banner
10 pilots in the partner regions under two themes (movement & wellbeing), created through social innovation and with the active participation of elderly and service providers (incl business, local authorities and health care providers), based on specific needs of the elderly and by looking at local potential in the region. Through the pilot activities the elderly will become more active, healthy and independent but also coached in social innovation processes, contributing to an increased independence and a durable process.
The joint creation and monitoring of the pilots and the resulting feasibility analysis will ensure the robustness of the solutions, i.e. their contribution to healthy ageing and achieving viable business and service models but also pave the way for wider-scale implementation.
Cross Border approach
The joint development of the pilots: in WP3 project partners will define jointly how they set-up and implement the pilots. Although the actual implementation will take place locally, the entire process is informed by the joint work of the partners. Peer reviews and site visits will deepen this process (WP1, 2, 3).
The monitoring and joint methodology for evaluation is putting the individual experiences in a cross-border perspective. In particular the feasibility study will look specifically at elements how to pave the way for wide scale implementation across the 2 Seas area.
The transfer of the outputs and the knowledge into follower communities and across networks will put particular emphasis on the cross-border elements.
Finally, the project is built already on a distinct cross-border element by using and transferring the knowledge that has been built-up in SUSTRIP (HZ) and Destination FeelGood (BU).
Subprojecten
| Project | Startdatum | Einddatum | Samenvatting |
|---|
| Communication | 1 januari 2017 | 30 juni 2020 | The focus on social innovation makes communication a key element for the long term success of the project: it depends on the active participation of the target groups and lives on through an active stakeholder involvement. (1) Internal communication and involvement of the target groups: the elderly and local service providers are very different and both will need targeted communication in order to reach them effectively and ensure their longterm engagement. Elderly are a particularly difficult group to reach, the partners will develop a set of tools that helps to ensure the active engagement of the elderly in the pilots, based both on past experiences and also on the contributions of the observer partners who are representing elderly. (2) External communication. Active engagement with wider stakeholders is crucial to disseminate project results, but even more to ensure the transfer and durability of the project results and outputs. From the beginning, partner will identify and engage with potential follower communities that can take up the results and implement further (through targeted information, coaching, inviting them to relevant project events etc.). They will also make active use of their existing networks to ensure a wide uptake of the project through regular information. The observer partners will contribute with their own networks in collecting and disseminating information. |
| Movement and Sports | 1 januari 2017 | 30 juni 2020 | Physical activity is crucial for the wellbeing of elderly people and the partners have therefore decided to develop pilot initiatives jointly around the theme ‘movement and sports’. Each region will focus on a different aspect of the movement theme to provide complementary solutions and to test a high number of approaches: Norfolk will for example focus on people in sheltered housing, Oostende on an area in the city where mobility rates are the lowest, Zeeland on the particular divide between beach area and village centre. Some of the pilots like Oostende’s ‘Beweeg aan zee’ come already with concrete proposals that will be tested in the social innovation process, other pilots start with the social innovation from scratch, based on a concrete problem (e.g. Cadzand). All these different settings are not unique to the chosen locations but have been selected because they are emblematic for many other places across the 2 Seas area. Partners will work with the same indicators (e.g. physical fitness of participants) and on the basis of agreed joint baseline values (e.g. percentage of elderly in the communities making use of sports facilities) from work package 3. If a particular pilot requires specific investments, they will be financed outside of the project. Norfolk will lead this work package as they have already collected numerous experiences from previous initiatives and are particularly active and connected in the movement and sports area. |
| Project Management | 1 januari 2017 | 30 juni 2020 | This work package is dedicated to the smooth running of the project. All partners contribute under the lead of HZ.It includes the steering group meetings that will take place every six months, the regular (at least 2x per year) submission of financial claims, the annual progress reports and a midterm review. In addition all central programme requirements are included in this work package. The project aims to be cost-efficient with travel, steering group meetings will always be organized back-to-back with thematic partner meetings budgeted in WP3 to limit travel expenses. The same will apply to meetings with the programme, i.e. the training of the project partners will in principle coincide with the first partner meeting. This is also the reason why no separate costs for management have been included in the budget. In each of the four regions, the regional partners will also ensure the regional coordination with their associated knowledge partners (joint preparation of workshops here applicable, etc.) and define roles on regional level to ensure smooth cooperation. In addition to the regular face-to-face meetings, regular exchange and communication will take place through other means (phone, skype meetings, emails...). The project will ensure that a regular exchange will not only take place between partners but also with the programme (territorial facilitators and joint secretariat). It will closely monitor performance and delivery. |
| Research | 1 januari 2017 | 30 juni 2020 | This work package is subdivided in two parts: (1) the practical joint development of the pilots and the social innovation process by all partners and (2) the joint monitoring and evaluation through all knowledge partners. For (1), partners will determine together how they will setup the pilots and what they will concretely do in each phase of the pilot, i.e. the explore phase, the design & develop phase, the test phase and the evaluate phase. Thefact that all pilots will go through the same steps allows a maximum of comparison, feedback and adjustment of each step. This joint methodology will form a solid basis for other interested organisations in the 2 Seas area beyond to embark on a similar trajectory. For (2), the aim is to develop a robust evaluation and monitoring methodology on two levels (a), how does the health&wellbeing of the elderly change, (b) how effective are the pilots and the social innovation process on the whole. Under the lead of Bournemouth University all knowledge partners will form an experts group. Each regional knowledge partner will assist with the monitoring in their own region to facilitate the data collection and to avoid language barriers. The developed joint theoretical framework will capture the results and allow a meaningful crossborder monitoring. For the theoretical input, the partners can already build on the results of the Destination Feelgood project (http://bit.ly/2d660oS) and Sustrip (http://bit.ly/2cWoZnl). |
| Wellbeing and Food | 1 januari 2017 | 30 juni 2020 | Wellbeing and food is the second theme that partners have identified as a key issue that is both important for theelderly and provides good development potential for the local economy: several smart and unlikely combinations can be established here. The proposed pilots also address a particular territorial challenge of the 2 Seas coastal areas: isolation and loneliness is a common problem among elderly. Especially in places where first and second residents and tourists form distinct groups of elderly, the problem is even further exacerbated. The partners tackle the topic from a number of different angles: wellbeing in the context of specific health problems (Norfolk, Dementia Friendly Walking), the inclusion of caregivers and local farms in the cycle (France), healthy food (Zeeland) and communication aspects (Belgium). This variety ensures that the developed solutions can be taken up by many other communities, depending on what particular problems they face. It also means that the SAIL social innovation process will be tested against different conditions: concrete pilot ideas and solution-open pilots are competing strategies to find out which process works more effectively. As for the movement pilots, no investments are planned: where investments are necessary, they will be financed through other means. Each pilot is expected to deliver a social and/or economic return and the readiness of stakeholders to invest in this process is a further factor to define the success. |
