THE COPIE TOOLKIT
FOR INCLUSIVE
ENTREPRENEURSHIP
Developed and tested by the partners of the
Community of Practice on Inclusive Entrepreneurship (COPIE)

COPIE’s formula on
inclusive entrepreneurship
∑ COPIE = e(e) COPIE’s lesson is that you can create employment
through entrepreneurship.
e = s × i × q A comprehensive strategy for inclusive
entrepreneurship is strategic, integrated and quality
based.
i = s × t × i × p Integration means involving stakeholders, tailoring
to target groups, coordinating instruments and
paying attention to process (education – pre-start ...
post-start).
q = c × l Quality requires both capacity and learning, so that it
improves over time.
2

Contents
COPIE’s formula on inclusive entrepreneurship 2
Inclusive Entrepreneurship in the new regulations for EU Structural Funds 5
the copie toolkit IN DETAIL 6
stage 1: Diagnosis 7
The COPIE Diagnosis Tool 8
stage 2: Stakeholder engagement in policy planning 10
COPIE Action Planning Tools 11
stage 3: improving service infrastructure 13
entrepeneurship education 13
COPIE Entrepreneurship Education Diagnosis Tool 13
COPIE Entrepreneurship Education Case Study: Finland 15
Quality Management 16
Survey and comparative analysis of skills requirements for business advisors 16
COPIE business advisor profiling 18
COPIE business advisor training 20
COPIE business advisor self-help guide 21
COPIE business start-up advisor passport 22
Integrated Business Support 23
COPIE Resources Map Tool 23
Access to Finance 26
COPIE Manual on Access to Finance for ESF Managing Authorities 26
List of COPIE partners and experts 28
3

preface
In 2010, 32.5 million people were self-employed in the European Union (EU).
This is equivalent to approximately 15% of total EU employment. The European
Employment Observatory confirms that ‘Self-employment is an important driver
of entrepreneurship and job creation and thus contributes to the European Union’s
goals of more growth and better jobs’.
But the full potential of self-employment is not and national entrepreneurship support structures.
yet tapped; especially when it comes to people With this summary document, we are now
from disadvantaged backgrounds who still face pleased to present the COPIE tools to a broader
significant barriers in setting up and running their range of decision-makers and stakeholders in
own business. entrepreneurship from across Europe.
Promoting inclusive entrepreneurship and As part of this COPIE Toolkit for Inclusive
introducing effective support measures Entrepreneurship, readers will find included a
means assisting people to take control of first stage diagnostic tool to map the strengths
their professional future, attain professional and weaknesses of existing regional or national
satisfaction, realise a better income and entrepreneurship structures. To foster active
contribute to regional growth. To design and stakeholder engagement in designing an inclusive
deliver deliberately inclusive entrepreneurship entrepreneurship policy, we also suggest a joint
policies across Europe is thus not only relevant action planning methodology that can be applied
for reducing unemployment but also for fostering throughout the overall policy planning process.
active labour-market inclusion of the (long-term) We finally offer a series of instruments for support
unemployed, economically inactive women, interventions in the four priority areas of:
single parent households, migrants and ethnic
minorities, young people, seniors, people living qqentrepreneurship education;
in rural areas, individuals with disabilities, or ex- qqquality management for start-up and business
offenders. advice;
qqintegrated business support; and
As a transnational learning network established qqaccess to finance.
in 2009, we as the Community of Practice
on Inclusive Entrepreneurship (COPIE) have We are pleased to offer this set of tools for
worked together on a set of tools that allow for a your own policy planning, and we trust that our
strategic, integrated and high quality approach to experience will help decision-makers and ESF
inclusive entrepreneurship policy in the European Managing Authorities from across Europe to
Structural Funds (ESF). We have developed and design and deliver similar initiatives for the new
tested these tools over the past three years to period of the European Structural Funds (2014–
assess and improve our own individual regional 2020).
With best wishes,
The partners of the Community of Practice on Inclusive Entrepreneurship (COPIE)
4

introduction
Inclusive Entrepreneurship in the
new regulations for EU Structural Funds
On March 14, 2012, the EU Commission presented the ‘Common
Strategic Framework’ (CSF) which intends to help Member States and
their regions in programming and setting clear investment priorities for
the next financial planning period from 2014 until 2020.
A central focus of this framework is to ‘increase coherence between policy
commitments made in the context of Europe 2020 and investment on the ground’, and
to ‘combine various funds to maximise the impact of EU investments’ (EU Commission
press release March 14, 2012).
In terms of COPIE’s work on fostering inclusive entrepreneurship in Europe, the
CSF confirms the importance of investments into self-employment and social
entrepreneurship. As part of the thematic objectives 8: ‘Promoting Employment and
Supporting Labour Mobility’ and 9: ‘Promoting Social Inclusion and Combating Poverty’,
key priorities are set out for self-employment, social entrepreneurship and social
innovation.
Actions defined for the ESF include:
qqSupport in particular for unemployed, disadvantaged and inactive people to start and
develop businesses in all sectors, including care and health, work integration, green
jobs and community development. Such support comprises skills development,
including information and communications technology (ICT), entrepreneurial and
management skills, mentoring and coaching and the provision of inclusive business
development and financial services for business starters.
qqCapacity-building and support structures for the promotion of social enterprises, in
particular through social entrepreneurship education and training, networking, the
development of national or regional strategies in partnership with key stakeholders,
and the provision of business development services and easier access to finance.
Actions defined for the European Regional Development Fund (ERDF) include:
qqDevelopment of business incubators and investment support for self-employment
and business creation, in particular in areas offering new sources of growth, such as
the green economy, sustainable tourism (including the silver economy) and health and
social services.
5

introduction
With the COPIE Toolkit for Inclusive Entrepreneurship, COPIE is well prepared
to propose to EU Member States and their regions a set of instruments on how
to design and deliver inclusive entrepreneurship policies.
the copie toolkit IN DETAIL
By offering a methodology on joint action planning for inclusive entrepreneurship policy,
COPIE responds to the Commission’s call for coordination among EU Structural Funds and their
programming at the Member State and regional level.
With the COPIE diagnosis tool regions and Member States in Europe can gather crucial data
and assess and reflect on the current state of the entrepreneurial system.
The COPIE tools on quality management, access to finance, integrated business support
services and entrepreneurship education help to design effective interventions in these
priority areas of inclusive entrepreneurship support.
In addition, to share and increase knowledge on inclusive and social entrepreneurship across
Europe and beyond, COPIE set up an online wiki knowledge centre called wikipreneurship in
2008. Wikipreneurship.eu currently contains about 1,000 articles on inclusive entrepreneurship,
local development, social entrepreneurship and social innovation.
The diagram below provides you with an overview of all the COPIE tools:
In the chapters that follow, each stage and its respective tools will be explained in more detail.
They offer information on added value; steps for implementation; resources required; origin;
stage of development; case studies; and additional web links.
A complete list of contact persons is included at the end of this document, and we cordially
invite you to make use of them and get in contact with our COPIE members and partners for
first-hand experience.
6

stage 1 diagnosis
Diagnosis
Introduction The development of successful inclusive entrepreneurship policies
requires a good understanding of the existing entrepreneurship support
environment. COPIE has thus developed a tailored methodology
to assess strengths and weaknesses of existing start-up support
infrastructures.
In contrast to other studies such as the Global Entrepreneurship Monitor (GEM), which
provide aggregate data for the national level, COPIE’s analytic focus is on sub-national
regional and local contexts. Capturing perceptions and views of relevant stakeholders
in a selected region, city, or city district provides decision-makers with a detailed picture
of the current positive and negative features of regional support systems. At the same
time, the application of the methodology helps to raise awareness of the specific
needs of certain target groups among the different stakeholders during the process of
gathering information.
Following the same methodology of diagnosis across various COPIE partner regions
furthermore allows for comparison between different regional infrastructures and helps
to identify successful approaches and promising initiatives from across Europe.
7

stage 1 diagnosis
The COPIE Diagnosis Tool
Brief The COPIE Diagnosis Tool is a standardised instrument for assessing local or regional
description business support infrastructures and their inclusive approach towards entrepreneurship.
and added It combines a secondary analysis of the overall start-up environment in the region
value with a direct survey among decision-makers, start-up and business advisors, and
entrepreneurs.
The survey analysis focuses on the The benefits of the COPIE Diagnosis Tool
following questions: include:
qqHow do decision-makers, advisors qqincreased awareness of strengths and
and entrepreneurs assess the overall weaknesses within the regional support
framework conditions and the economic infrastructure;
and political funding environment for
start-up initiatives in their region? qqopportunities for comparing perceptions
of the needs of different stakeholder
qqDo the three groups perceive existing groups and clients; and
regional support services differently?
qqprovision of access to European
qqIs it possible to identify specific groups good practice in specific areas of
of people that experience disadvantage entrepreneurship support and
while realising their goal of becoming self- the opportunity for transnational
employed? collaboration through COPIE.
Steps for To implement the COPIE Diagnosis Tool, the following five steps need to be taken:
implementation
e
Step 1: Commissioning of study
To ensure a direct link between the study and the policy-making process, the study
should ideally be commissioned by a political decision-making body (e.g. a Ministry of
Economy or a Ministry of Labour).
Step 2: Secondary analysis
e
This includes framing the area of study and collecting relevant data (e.g. on economic
conditions, employment situation, market sectors, offers for those interested in setting
up a business and for businesses, etc.).
e e e
Step 3:
Selection and contacting of interviewees
Step 4:
Conduction of interviews and collection of results
Step 5:
Preparation of an overall report and joint reflection of recommendations for action
Resources For the secondary analysis, one person is required for one month to conduct the initial
required research and to compile the results.
q For the interview process the following resources are required:
qqStaff time or expert fee (usually one or two people) to identify relevant interview
partners for the three survey groups (decision-makers, advisors and entrepreneurs).
qqStaff time or expert fee (two people for the duration of one to two months) to schedule
and conduct the interviews, and to compile the data.
qqStaff time or expert fee (one person) for one month to produce the final report.
COPIE has produced a manual on how to use the COPIE Diagnosis Tool which is
available free of charge through the COPIE website. In addition, COPIE provides the
questionnaires to conduct the interviews in different formats with the three stakeholder
groups of decision-makers, advisors and entrepreneurs. An evaluation tool and a manual
on how to use the evaluation tool can also be obtained through the COPIE lead contact
upon request.
8

stage 1 diagnosis
Origin The COPIE Diagnosis Tool was developed by a group of COPIE members in 2006/2007
in the context of the European Community Initiative EQUAL. It has experienced a series
of updates with the latest one being realised in 2011 with support from iq consult GmbH,
Berlin.
Stage of Mature (applied and tested in more than three regions/Member States)
development
Further Further documents related to the Tool:
details www.cop-ie.eu/copie-tools-copie-diagnosis-tool
Local or regional implementation – final reports:
www.cop-ie.eu/policy-debate-copie-reports
Case studies Wales (2007) Flanders (2007)
Asturias (2007) Basque Country (2008)
Rheinhessen (2008) Torino (2009)
Portugal (2007) Berlin-Mitte (2007)
Ustecky Region (2008) Andalusia (2008)
Extremadura (2008) Venice (2009)
Lisbon Brandenburg (2010)
Limerick, Longford, Dublin (2008) Vienna (2011)
Northamptonshire (2009) Lisbon Azores, Portugal (2012)
Testimonial “Inclusive Entrepreneurship is in an early stage in Portugal. For us, the application of the
Diagnosis Tool confirms that business starters need to be able to realise their business
concepts, being conscious that micro-initiatives faces a series of specificities that
are different to traditional models; namely that at the centre of a micro-business is
the entrepreneur. In order to strengthen skills and to meet the individual needs of the
entrepreneurs, the tool identifies the need of an integrated supported-system that has
to be flexible and has to take into account the regional level. In the actual Portuguese
context the tool works like a check list helping to clarify that the vulnerable groups needs
tailored and integrated support systems, identifies the gaps, and that this is not business
as usual. The tool works like a starting point to identify new strategies to support these
business starters.”
Catarina Silva Maciel, Portugal
“ he tool works like a starting
T
point to identify new
strategies to support these
business starters.”
9

stage 2 stakeholder engagement
Stakeholder engagement
in policy planning
Introduction Designing inclusive entrepreneurship policies based on a sound
understanding of successful structures and of challenges requires a
multi-stakeholder and cross-departmental approach.
The fundamental message that runs right through COPIE’s approach to policy planning
is that no single department, no single agency, no single organisation will be successful
in creating an entrepreneurial region or Member State. It is therefore essential from the
outset that the key organisations work together and deliberately and explicitly agree
to follow some form of joint action planning. Building upon the COPIE Diagnosis Tool
which calls for an inclusive entrepreneurship regional action plan, COPIE has chosen
to test a specific methodology on action planning. This methodology can be used to
bring together stakeholders to create consensus about what needs to be achieved,
how best to evaluate it, what the collective communication messages are and how to
ensure residual value at the end of the programme.
10

stage 2 stakeholder engagement
COPIE Action Planning Tools
Brief The COPIE Action Planning Tools for developing and sustaining effective inclusive
description entrepreneurship policies focus on the following topics:
and added
value qqDeveloping a common vision
qqAgreeing an evaluation strategy
qqBuilding an integrated campaign
qqPlanning for a legacy
These topics were identified through baseline studies in participating COPIE partner
regions. They can be adapted and changed to other local or regional priorities.
According to the action planning methodology, each topic is addressed through a
specific 1.5 day interactive and participatory workshop. The workshops start with an
analysis of what is currently state-of-the-art in the respective topic area, before leading
on towards discussing visions of success and comparing experience to date. Participants
are then asked to reflect on strengths and further areas of development. At the end of
each workshop delegates are encouraged to commit to undertake specific actions which
are followed up after the workshop through a series of teleconferences.
By involving a range of entities including ESF Managing Authorities, business support
providers and policy departments in the workshops, this approach to action planning
helps to address the issues from various angles and thus plan policies in a truly integrated
approach. It helps partners to integrate EU-funded activity with locally-funded activity,
and it stimulates practical actions of value to all attendees.
Steps for Partners will need to have an interest in joining up activity in promotion of
implementation entrepreneurship supported by regional/Member State funds and structural funds from
Europe.
Step 1:
e
Commissioning of baseline study and identification of four or five key stakeholders
The baseline study will confirm policy intentions of each stakeholder and resources
currently available to the support of entrepreneurship and opportunities for future joint
working. The selected stakeholders will be interviewed as part of the baseline study and
they (or members or their organisations) are expected to participate in the workshops.
Step 2:
e
Realisation of the four 1.5 day workshops
The exact topics for these workshops will be agreed following the baseline study.
Workshops can be held solely in a given region but are more valuable to participants
when held with other regions .The format works well with four regions participating, each
bringing four delegates. If the scheme is run on an interregional basis, workshops would
be hosted by each region in turn. In the testing of the action planning methodology, four
workshops were held each with four or five Member States/regions.
Step 3:
e
Workshop report and follow-up of pledges for action through teleconferences
11

stage 2 stakeholder engagement
Resources Partners will need to be able to identify a person to act as the first point of contact for the
required action planning. This person would agree arrangements in advance of each workshop and
q provide feedback after each workshop by email and teleconference. The meeting rooms
would be provided by the host partner institution, any travel and accommodation costs for
delegates attending would be met by the delegates themselves.
The costs for implementing the COPIE Action Planning Tools include:
qqStaff time or expert fee for the baseline studies plus travel and subsistence.
qqStaff time or expert fee to run the workshops plus travel and subsistence.
These costs need to be calculated for up to 20 delegates and need to include all liaison with
regional coordinators in advance of the event, facilitation of the workshop itself and the
delivery of a report recording the workshop.
Origin The tool was developed by Iain Willox, the COPIE expert for the topic of Action Planning to
the German Federal Ministry of Labour and Social Affairs.
Stage of Mature (applied and tested in more than three regions/Member States)
development
Further Further documents related to the Tool:
details http://www.cop-ie.eu/copie-tools-action-planning
Case studies Asturias (2010) Czech Republic (2010) Germany (2010)
Flanders (2010) Wallonia (2010)
Testimonials “I have understood how I might use more role models, and I have reconfirmed how
important it is to provide appropriate support to all interested people and in particular
achieve a good geographical coverage. In addition, the idea that entrepreneurship could be
seen as a transversal activity is an interesting one.”
Jenny Charlier, Director, ESF Agency French Speaking Belgium
“I now have a deeper awareness of the necessity for cooperation between the Department
of Labour and the Department of Economy, for example, the need to ensure that frontline
officers from both departments have at least basic information about both employment
opportunities and self-employment opportunities.
I also have a deeper awareness of the necessity for a good allocation of promotion and
communication budgets to stimulate desire to start up a business. This must be seen
differently to the requirement for accurate and up-to-date information about how to start
up.”
Didier Clarinval, Responsable de l’animation transversale, Agence de Stimulation
Economique
“ have a deeper
I
awareness of the
necessity for a good
allocation of promotion
and communication
budgets to stimulate desire
to start up a business.”
12

Stage 3: Improving service infrastructure – education
Entrepreneurship
Education
Introduction Entrepreneurship is one of the eight key competences for lifelong
learning and represents a valuable set of knowledge, skills and attitudes
that enable people to transform ideas into actions.
The role of education in the development of this competence should not be
underestimated. Evidence suggests that making entrepreneurship education an integral
part of the curriculum leads to an increase in entrepreneurial intention and attitude
but also to greater prospects to get a job. The Europe2020 strategy thus highlights
the importance of entrepreneurship education in promoting a more competitive and
entrepreneurial workforce.
COPIE Entrepreneurship Education Diagnosis Tool
Brief description The COPIE Entrepreneurship Education Diagnosis Tool builds upon the COPIE Diagnosis
and added value Tool as described in Stage 1 of this COPIE Toolkit. It is structured in a very similar way:
Policy-makers, practitioners, intermediary organisations, students and employers
are asked to rate and comment on a series of statements about the definition, policy,
practices, evaluation and dissemination of entrepreneurship education programmes in a
selected geographical area. Opinions are then compared with the help of the tool.
The benefit of the Entrepreneurship Education Diagnosis Tool is that it helps policy-
makers and practitioners to analyse, reflect and identify the main gaps or challenges
in the entrepreneurship education ecosystem by involving all relevant stakeholders.
To address these gaps and challenges decision-makers are then exposed to existing
good practices elsewhere in Europe to help design an action plan for entrepreneurship
education.
Steps for The tool can be applied by following five simple steps:
implementation
Step 1:
e
Setting up a regional support group
e
Step 2:
Selecting a geographical area
Step 3:
e
Selecting interviewees from different stakeholder groups
Step 4:
e
Analysing matrix results
Step 5:
e
Action planning based on results
13

Stage 3: Improving service infrastructure – education
Resources Ideally, the regional support group consists of:
required
qqManaging Authority or Intermediate Bodies for EU Structural Funds
q qqPolicy-makers representing ministries involved (e.g. Education and Economy)
qqA national/regional expert
Other people can be included as necessary.
For the interview process the following resources are required:
qqStaff time or expert fee to identify relevant interview partners for the
three survey groups (decision-makers, advisors and entrepreneurs).
qqStaff time or expert fee to schedule and conduct the interviews, and to
compile the data.
qqStaff time or expert fee to produce the final report.
COPIE has produced a manual on how to use the COPIE Entrepreneurship Education
Diagnosis Tool which is available free of charge through the COPIE website. In addition,
COPIE provides the questionnaires for the different stakeholder groups. An evaluation
tool and a manual on how to use the evaluation tool can also be obtained through the
COPIE lead contact upon request.
Origin The COPIE Entrepreneurship Education Diagnosis Tool was developed by Ciudad
Industrial del Valle del Nalón, S.A.U. (Valnalón) in Asturias as part of their function as
COPIE lead experts on entrepreneurship education to the ESF Unit at the Ministry of
Labour and Social Affairs in Spain. In the course of the process, Valnalón experts closely
cooperated with iq consult GmbH, Berlin, who have responsibility for adapting the COPIE
Diagnosis Tool.
Stage of Young (tested in at least one region)
development
Further Further documents related to the Tool: http://cop-ie.eu/thematic-groups-
details entrepreneurship-education-tools
Case studies Saxony-Anhalt (2012)
Testimonial “Working with the COPIE Education Tool showed us once more: Fostering
Entrepreneurship Education has to be realised as a collaborative action – while all players
in the field of course continue to follow different perspectives. This gets even more
challenging as the world of schools and the world of companies are still not familiar with
each other.”
Gerhild Vollherbst,
Deutsche Kinder- und Jugendstiftung (German Children and Youth Foundation)
“ orking with the COPIE
W
Tool showed us once more:
Fostering Entrepreneurship
Education has to be realised as a
collaborative action.”
14

Stage 3: Improving service infrastructure – education
COPIE Entrepreneurship Education Case Study: ESF
support to entrepreneurship education in Finland
Brief Finland has consistently been using ESF funds to finance entrepreneurship education
description projects in a unique way. Under a specific National Development Programme for
and added Entrepreneurship Education, ‘Driving Change through Entrepreneurship Education and
value Competence Development Programme’, the Finnish National Board of Education has
been acting as the funding authority and grants support for ESF projects developing
entrepreneurship education. The main aims for projects are defined as follows:
qqPromoting teachers’ and principals’ competence in entrepreneurship education.
qqCreating regional networks across school boundaries, which include different
stakeholders.
qqBuilding learning pathways supporting business and entrepreneurial competence from
pre-primary to higher education.
qqDeveloping learning environments and teaching materials, familiarising learners with
business activities and increasing action-based learning for individuals and groups.
In all their activities, the Finnish decision-makers have put a specific emphasis on
coordination of initiatives, aligning projects to overall investment priorities and cross-
departmental collaboration.
By describing the Finnish approach in detail, the COPIE report provides insights into ways
on how to open up new funding possibilities for entrepreneurship education projects
within the framework of the ESF 2014–2020 programming period. It specifically focuses
on three mains aspects:
qqIntegration of entrepreneurship education within Finland’s current ESF Operational
Programme.
qqCoordination method between ESF and the Ministry of Education.
qqImplementation and impact of ESF-funded entrepreneurship education projects.
The Finnish case can thus serve as a case study for other Member States and regions
interested in strengthening entrepreneurship education through the European Social
Fund.
Further A PDF copy of the report can be obtained here:
details http://cop-ie.eu/sites/default/files/TG_Education_Finland_studyvisit_report_may2011.
pdf
Testimonial “Before going to Helsinki, I expected to get during the study visit a good view on how
entrepreneurship education is organised in Finland. I must say that my expectations were
fully met. We even got an overview of other ESF-supported projects too. What struck me
most is ‘the culture of confidence’ in the education system in Finland. Lessons learned
are that we have to better diffuse best practices in Flanders and that we have to focus on
teacher training.”
Ilse Boeykens, Department of Economy, Science and Innovation, Flemish Government
15

Stage 3: Improving service infrastructure – quality
Quality Management
Introduction As recognised by various EU studies, self-employment is an important
driver of entrepreneurship and job creation in Europe. It offers a
professional opportunity for people to gain their own income and
become independent from social welfare transfers, especially in times
of high unemployment. Tailored support can help these people to
overcome initial start-up barriers which they might encounter due to
the nature of their business, their background or existing framework
conditions that favour larger high-growth businesses over micro and
small sized companies.
However, in order to have a meaningful impact, this support has to be offered in line with
a sound quality management system which takes into account the changing support
requirements within the start-up environment. Ideally, this quality management system
is established at a regional or national level.
Key aspects to be considered when designing the system are:
qqenhancing transparency in the business advisor market; and
qqsetting mandatory standards for publically funded support schemes.
This not only increases competition between service providers but also helps both public
agencies and entrepreneurs to make a sound choice.
As part of COPIE’s work, the Thematic Group on Quality Management has developed
a tailored model for a regional or national quality management structure for inclusive
entrepreneurship support. More details on this model can be obtained through the
COPIE website.
Survey and comparative analysis of skills requirements
for business advisors
Brief The survey helps decision-makers to obtain information on how different groups of
description stakeholders perceive the overall relevance of certain skills requirements for business
and added advisors, and on how these groups then assess the situation in their geographical
value location in this regard. The three groups addressed are entrepreneurs who are in the
process of starting up a business, businessmen/women who have set up a business in
the last two years and business start-up advisors.
The survey is based on a defined matrix of competences which refers to four areas of
knowledge, experience, skills and advisory approach, and it contains additional questions
which help to evaluate the regional business start-up support infrastructure. As a result,
the survey allows for a quantitative comparative analysis between the different groups.
Decision-makers will be able to identify differences between the three related groups
and get an overview of where to optimise advisors’ capabilities.
16

Stage 3: Improving service infrastructure
Steps for To carry out the survey, the following steps need to be taken:
implementation
e Step 1:
Selection of groups to be interviewed (minimum of 10 people per group)
e
Step 2:
Definition of the interview methodology
This could be one of the following options:
Online survey using one of the free/open source tools (LimeSurvey or SurveyMonkey) or
other appropriate applications
Email with a MS Word or PDF form attached
Telephone interviews
Forms sent out by ordinary mail
Personal interviews
Step 3:
e
Collect data based on methodology and compile all the data in the Excel analysis tool
which is provided together with the questionnaires
Step 4:
e
Evaluate data by using existing charts and/or by adding new ones in order to get the best
insight on the data
Resources Staff time or expert fee (one person) for one month with knowledge on how to run
required surveys, analyse and summarise the data.
q COPIE provides the three questionnaires (for advisors, businessmen/women, and
existing entrepreneurs) as MS Word or PDF files and also offers the evaluation tool in an
MS Excel template.
Survey documents are currently available in English, Spanish and German.
Origin The survey was developed by iq consult GmbH, Berlin, which serves as the COPIE expert
consultancy for the topic of quality management to the German Federal Ministry of
Labour and Social Affairs.
Stage of Young (tested in at least one region)
development
further The survey is available for download here: http://cop-ie.eu/copie-tools-quality-
details management
Case studies Extremadura (2010) Galicia (2010) Spain (2010)
Testimonial “This tool brings the entrepreneurs’ real needs to light and puts them in contrast with the
real support offered at regional level.”
Aurelio Jiménez Romero, INCYDE Foundation, Spain
17

Stage 3: Improving service infrastructure
COPIE business advisor profiling
Brief The business advisor profiling is a (self-) assessment tool for business advisors. It helps
description them to evaluate their skills against a defined set of standard competences that are
and added required for working as business start-up advisors. The questionnaire to be used during
value the profiling is based on a defined matrix which shows the minimum requirements
towards competences and refers to a set of basic training modules. It refers to all topics
as defined in each training module, putting greater emphasis on knowledge and skills as
compared to experience and approach.
The business advisor profiling is useful to identify training needs, but also shows key
aspects to be considered throughout a business start-up advisor selection process. The
questionnaire can also be used from an organisation or an evaluation stance to identify
competence gaps among a group or a network of business advisors. This approach
at the same time serves as a strong mechanism to define and design broader training
programmes.
Steps for If used for self-assessment, business advisors can simply download the questionnaire
implementation and the evaluation sheet from the COPIE website.
If used in a group setting, the following steps need to be taken:
Step 1:
e
Decision on group to interview
e
Step 2:
Definition of interview methodology
The options are:
a. Online survey using one of the free/open source tools (LimeSurvey or SurveyMonkey)
or other appropriate applications
b. Email with a MS Word or PDF form attached
c. Telephone interviews
d. Forms sent by ordinary mail
e. Personal interviews
Step 3:
e
Collect data based on methodology and compile all the data in the Excel analysis sheet
which is provided together with the questionnaires
e
Step 4:
Evaluate data by using existing charts and/or by adding new ones in order to get the best
insight on the data
The qualitative data will be checked and, if needed, the evaluator will contact advisors to
clarify or add more information.
18

Stage 3: Improving service infrastructure – quality
Resources Staff time or expert fee (one person) for one month with knowledge on how to run
required surveys, analyse and summarise the data.
q COPIE provides the questionnaire in a MS Word or PDF format and the evaluation tool in
an Excel file. The survey documents are available in English, Spanish and German.
Origin The business advisor profiling was developed by iq consult GmbH, Berlin, which serves
as the COPIE expert consultancy for the topic of quality management to the German
Federal Ministry of Labour and Social Affairs.
Stage of Young (tested in at least one region)
development
Further The profiling documents are available for download here: http://cop-ie.eu/copie-tools-
details quality-management
Case studies Galicia (2011) Spain (2011) Saxony-Anhalt (2012)
Testimonials “This tool is really useful if you have to select and manage a homogeneous group of
advisors. All competences are assessed, and strengths and weaknesses are easily
identifiable.”
Aurelio Jiménez Romero, INCYDE Foundation, Spain
“This tool has helped us to identify skills gaps, also among highly experienced advisors,
and to close them through tailored offers.”
Dr. Renate Ott, Regional business advisors network, Saxony-Anhalt
“ his tool has helped us to
T
identify skills gaps, also
among highly experienced
advisors, and to close them
through tailored offers.”
19

Stage 3: Improving service infrastructure – quality
COPIE business advisor training
Brief The COPIE Thematic Group on Quality Management defined a set of basic training
description modules to help trainees to achieve the minimum requirements for becoming business
and added start-up advisors.
value
The titles of the nine training modules are:
1. The consultation process 6. The enterprise’s daily life
2. The entrepreneur 7. Financing
3. The advisor 8. Financial planning
4. The enterprise 9. Practice module
5. The market
Descriptions of the training modules are currently available in Spanish, German and
English (only the first module). A short table summary is also available in all three
languages.
Steps for Although the steps required for implementing the training modules will vary from one
implementation organisation to another, it is recommended that before starting to define the training
programme, potential participants apply the COPIE business advisor profiling. The
results from this exercise will help the organisation in charge of designing the training
programme to set priorities among the different topics.
Resources The exact human and material resources needed to implement all the modules depend
required on various factors. When planning the implementation of the tool, decision-makers are
q
encouraged to take into consideration the number of (potential) advisors to be trained;
the nature of the geographical area in which the training sessions are to take place; the
number of teachers available and the time frame in which the entire programme is to be
implemented.
COPIE provides detailed descriptions of modules 1–8 and a short summary document
which refers to all nine modules.
Origin The COPIE business advisor training was developed by iq consult GmbH, Berlin, which
serves as the COPIE expert consultancy for the topic of quality management to the
German Federal Ministry of Labour and Social Affairs.
Stage of Young (tested in at least one region)
development
Further The training modules are available for download here: http://cop-ie.eu/copie-tools-
details quality-management
Case studies Galicia (2011) Rheinhessen (2012)
Testimonial “To date there are no tailor-made training offers for established advisors. With this tool
new career entrants can be trained and already established advisors can plan for their
further education.”
Dr. Ralf Sänger, Coordinator of the Federal start-up service of the nationwide
Integration through Qualification (IQ-network)
20

Stage 3: Improving service infrastructure – quality
COPIE business advisor self-help guide
Brief Based on the British ACCBA/SFEDI community-based business advisors’ guide, COPIE’s
description Thematic Group on Quality Management has developed a self-learning handbook in
and added Spanish for business advisors in Galicia. The guide is written and designed in a way that
value advisors can refer to the appropriate sections whenever they need to, rather than read
from cover to cover.
Throughout, advisors find that the guide:
qqintroduces them to the real life world and work of a business advisor;
qqhelps them develop their own confidence, capability, competence and knowledge;
qqprovides them with analytical tools and checklists which they can use to help their
clients;
qqdeals with problems and opportunities a client may have from pre-start, through start-
up, to an existing business;
qqshows them where to go if they need more assistance; and
qqcontributes to them meeting competence standards developed by COPIE and gets
them ready to be assessed against these standards.
To complement the theoretical sections, case studies from local business advisors have
been included to bring the reader closer to the advisor’s real experiences.
Steps for The handbook can be distributed for groups or networks of advisors to complement
implementation formal training programmes. Its distribution can be in digital form or in paperback
version.
Resources In order to adapt the handbook to the desired implementation area, staff time or an
required expert fee for at least one person is required for a period of at least one month to
q
coordinate and write the case studies. If the handbook requires adaptations in terms of
its graphic design or of language, staff time or an expert fee for an extra person would be
also required.
COPIE provides the basic layout in an InDesign format.
Origin The business advisor self-help guide was developed by iq consult GmbH, Berlin, which
serves as the COPIE expert consultancy for the topic of quality management to the
German Federal Ministry of Labour and Social Affairs.
Stage of Young (tested in at least one region)
development
Further The guide is available for download here: http://cop-ie.eu/copie-tools-quality-
details management
Case study Galicia (2011)
21

Stage 3: Improving service infrastructure – quality
COPIE business start-up advisor passport
Brief The COPIE business start-up advisor passport is an individual instrument for business
description start-up advisors to plan, control and document their skills development process. The
and added passport shows the current state of training within each of the eight training modules
value required to be certified as junior advisor at any time. Advisors can thus prove that they
have acquired specific skills in business start-up support. With the passport, advisors are
given a comprehensive overview of the contents of the junior advisor training.
Advisors will therefore have a document which contains detailed information on the prior
knowledge and skills they have acquired and the qualifications they will achieve during the
training programme. The passport aims to raise awareness among advisors and helps
them review and document their progress.
Steps for Once the specific contents of the training programme are defined and updated, based
implementation on an InDesign file, the document file is ready to be printed.
The coordinating organisation can then distribute the material among the advisors,
together with a user guide and an explanation of how the control process will work.
Resources If needed, staff time or an expert fee for one person is required to update the curricula
required descriptions. Printing of materials can be subcontracted to a professional printing
q
service.
COPIE provides an InDesign file which can be adapted to the individual organisational
framework.
Origin The business advisor start-up passport was developed by iq consult GmbH, Berlin, which
serves as the COPIE expert consultancy for the topic of quality management to the
German Federal Ministry of Labour and Social Affairs.
Stage of Young (tested in at least one region)
development
Further The business advisor passport is available for download here: http://cop-ie.eu/copie-
details tools-quality-management
Case study Galicia (2011)
22

Stage 3: Improving service infrastructure – integrated services
Integrated Business
Support
Introduction Providing for effective business support services is at the heart of
regional entrepreneurship programmes. Member States and regions
in Europe have established and financed a large number of support
structures and schemes for different sectors and for different stages in
the entrepreneur’s itinerary.
However, to in effect offer all entrepreneurs tailored assistance throughout the whole
process of starting up a business, i.e. from the development of the idea up to the
consolidation and growth stage, it is crucial to take an integrated and coordinated
approach to service delivery. This requires the collection of information on existing
business support structures and their services and resources for collaboration in the
area. To ensure transparency and effectiveness of the system, this information needs to
be distributed among clients in an easily accessible way.
COPIE Resources Map Tool
Brief The COPIE Resources Map offers users a comprehensive overview of existing
description organisations and services, based on a detailed analysis of the business support
and added infrastructure in a given geographic area. By grouping services along the five stages of
value motivation, pre-start-up, start-up, access to finance and growth and consolidation, it
serves as a structured guide for both clients and stakeholders in the region.
Compared to other diagnostic tools described in the Toolkit, the Resources Map does
not specifically focus on gathering customer or stakeholder feedback on individual
segments of the support chain. As a basis for further reflection it rather seeks to capture
and provide detailed data and information on all services offered and on the resources
available to clients. In fact, the very process of collecting the data allows public and
private stakeholders to actively engage in a process of discussion on the role of individual
organisations and services within the overall entrepreneurial support chain. Depending
on the results of this analysis, decision-makers are able to identify the strengths
and to then design an action plan to address weaknesses or fill gaps in the support
environment. The Resources Map Tool therefore enhances the effectiveness and
efficiency of support structures and organisations delivering services in the area, and, as
a result, the allocation of public resources.
23

Stage 3: Improving service infrastructure – integrated services
Steps for To implement the Resources Map Tool, the following steps need to be taken:
implementation
Step 1:
e
Setting up a regional support group
The implementation of future policy actions requires the active involvement of decision-
makers. This should be realised by setting up a regional support group and by explaining
- current thinking, process, objectives and expected outcomes of this action to the
stakeholders from the outset.
e
Step 2:
Identification of all entrepreneurship support services active in the selected
geographic area.
This step is highly relevant to establish a mechanism for an extension of work based
on the agreed objectives. It should involve those working on each stage of the
entrepreneur’s itinerary.
e
Step 3:
Definition of work methodology including online tools or other forms of collaboration
e
Step 4:
Collection of data through standardised questionnaire
e
Step 5:
Evaluation of data and reflection of results among key stakeholders
e
Step 6:
Development of Resources Map document based on standard format
e
Step 7:
Distribution of Resources Map among decision-makers (in the first step) and service
providers and other institutions that have direct access to potential clients
Resources Access to decision-makers (Directorates-General (DGs) and Managing Authorities) who
required define policies and design programmes to promote entrepreneurial spirit in the area, and
q one expert on this issue in the area.
The development of the Resources Map requires staff time or expert fee:
qqto identify entrepreneurship support services acting in the area and contacts;
qqto establish guidelines and coordination of data collection; and
qqto create the Resources Map document.
COPIE provides a Resources Map guide to help organise business support services in a
European region. It is available free of charge through the COPIE website.
In addition, COPIE provides the standardised questionnaire to develop the Resources
Map as well as a sample Resources Map document from the Spanish Principality of
Asturias.
24

Stage 3: Improving service infrastructure – integrated services
Origin The Resources Map was developed by CEEI Asturias which serves as the COPIE expert
consultancy for the topic of integrated business support to the Principality of Asturias.
Stage of New
development The questionnaire has been used by the Czech Republic, Galicia, Kaunas region and
Extremadura.
Further A guide on how to apply the Resources Map is available for download here: http://www.
details cop-ie.eu/copie-tools-integrated-business-support
case studies Asturias (2007) Czech Republic (2011)
Galicia (2011) Kaunas (2011)
Testimonial “The Resources Map is a key element to organise business support structures in the
region according to their role in the entrepreneur’s itinerary. It helps to identify strengths
and weaknesses of the organisations and the business support package, and as a result,
allows for new policies and the implementation of services of added value to promote
and improve entrepreneurship and to optimise the existing structure.”
Noemi Iglesias, Business Innovation Centre Galicia
“ he Resources Map
T
is a key element to
organise business support
structures in the region.”
25

Stage 3: Improving service infrastructure – finance
Access to Finance
Introduction 92% of all businesses in Europe are micro-businesses with less than 10
employees. They contribute significantly to the European economy and
play a major role with regard to employment and the European labour
market.
In addition, self-employment and micro-entrepreneurship in particular have proven to be
a way of facilitating social and economic inclusion for individuals excluded from the labour
market. These include the (long-term) unemployed, economically inactive women, single
parent households (mostly headed by women), migrants and ethnic minorities, youths,
seniors, people living in rural areas, individuals with disabilities, or ex-offenders.
When thinking about starting up or in the process of running a business, access to
appropriate finance is a major barrier for these people to realise their ambition. Therefore,
the European Union has given microcredit high priority as a cross-cutting theme in the
Union’s internal, regional, enterprise and employment policies. In fact, in 2007 the European
Commission estimated the potential demand for microfinance by entrepreneurs from at-
risk groups at 712,900 loans representing 6,145 million EUR. With the financial crisis taking
place, it is assumed that this demand is expected to be even higher.
European Structural Funds can serve as an effective mechanism to unlock financial
opportunities for small scale entrepreneurs from disadvantaged backgrounds. As, in fact,
confirmed COPIE, ‘microfinance lies at the intersection of at least two structural funds’
scope: the European Social Fund (ESF) and the European Regional Development Fund
(ERDF)’. Due to the variety in the regulatory environment between regions and Member
States, individual models of using European Funds for microfinance differ. Exchanging
experience is therefore key for future policy-making in this area.
COPIE Manual on Access to Finance for ESF Managing
Authorities
Brief The COPIE Manual on Access to Finance for ESF Managing Authorities supports ESF and
description ERDF Managing Authorities in organising and implementing microfinance schemes through
and added financial engineering in the framework of a dedicated inclusive entrepreneurship policy
value within the National Reform Plans and the associated Operational Programmes.
The Manual follows a step-by-step approach along the main decision points in a policy cycle
and combines information, experience, tools and examples from the COPIE partnership
and the wider microfinance community in Europe that is relevant to the design of
microfinance operations under the ESF. It specifically:
qqaddresses strategic and operational issues in microfinance systems;
qqpresents tools, methods and checklists to identify and assess policy as well as policy
implementation issues and options;
qqanalyses the legal and institutional environment;
qqdiscusses good governance and the linkages between financial institutions and business;
qqidentifies development services; and
qqprovides practical examples.
By using the Manual to design microcredit schemes, decision-makers are exposed to
clear pathways to policy development in microfinance, and they can learn from practical
experience of other ESF Managing Authorities at the same time. A crucial aspect for any
programme to be considered is its potential of becoming independent from public aid in
the long term. In the field of microfinance, through the ESF, decision-makers can help build
capacities of financial intermediaries and test, adapt and professionalise credit procedures
for the future. In this, the Manual serves as an important guide.
26

Stage 3: Improving service infrastructure – finance
Steps for The handbook is available for download on the COPIE website and can be
implementation distributed among decision-makers and financial service providers. Contact
information for specific schemes is included in the document.
Origin The Manual was written by the German Microfinance Institute which serves as
the COPIE expert consultancy on microfinance to the ESF Managing Authority
Flanders.
Case studies and experience from other regions and Member States in Europe
were gathered through a series of peer review events conducted as part of the
COPIE Thematic Working Group on Access to Finance. More information on this
process can be found on the COPIE website.
Stage of New
development
Further The Manual is available for download here: http://www.cop-ie.eu/copie-tools-
details access-to-finance
More information on COPIE’s Thematic Group on Access to Finance and the
different peer review meetings can be found here: http://www.cop-ie.eu/
thematic-groups-access-to-finance
Testimonial “Working within COPIE is a very useful practice for INVEGA while working with
the ESF. Fostering entrepreneurship is a core contribution to the European
development.”
Viktorija Jonušaitė, Investicijų ir verslo garantijos (INVEGA), Lithuania
27

List of COPIE partners and experts
Central Federal Ministry of Labour and Social Affairs, Germany
Management EF 2 – ESF Implementation
and lead Wilhelmstr. 49 10117 Berlin, Germany
partner Tel.: ++49 (0)30 18527-6792
Action Fax: ++49 (0)30 18527-5104
Planning, Contact person: Bettina Reuter
Quality Contact email: bettina.reuter@bmas.bund.de
Internet: http://www.bmas.de
Further lead ASTURIAS (SPAIN): Lead partner: Integrated Business Support
partners Regional Ministry of Economy and Employment – General Directorate of Trade and
Entrepreneurs – Department of Entrepreneurs
Contact email: dgcomercio@asturias.org
CZECH REPUBLIC: Co-lead partner: Access to Finance
Ministry of Labour and Social Affairs, Department for ESF Management
Contact email: Filip.Kucera@mpsv.cz
FLANDERS (BELGIUM): Lead partner: Access to Finance
ESF Agency Flanders
Contact email: joeri.colson@esf.vlaanderen.be
SPAIN: Lead partner: Entrepreneurship Education
Ministry of Labour and Social Affairs – European Social Fund Unit
Contact email: ggarciagp@meyss.es
Group of ANDALUCIA (SPAIN): Quality Management
additional Regional Ministry of Employment – Regional Employment Service
partners Contact emails: clarai.carmona@juntadeandalucia.es and
mariaa.cruzado@juntadeandalucia.es
EXTREMADURA (SPAIN): Quality Management, Integrated Business Support
Regional Ministry of Equality and Employment
Contact email: dgempleo.sexpe@extremaduratrabaja.net
GALICIA (SPAIN): Quality Management, Integrated Business Support
Regional Ministry of Economy and industry – Business Innovation Centre (BIC Galicia),
Regional Ministry of Labour (Directorate-General for Recruitment and Entrepreneurship)
and Regional Ministry of Treasure (Directorate-General for Economic Planning)
Contact emails: niglesias@bicgalicia.es and mcancelo@bicgalicia.es
LITHUANIA: Access to Finance, Integrated Business Support
Ministry of Social Security and Labour
Contact emails: Arturas.Bytautas@socmin.lt and Zaneta.Maskalioviene@socmin.lt
WALLONIA (BELGIUM): Action Planning
ESF Agency French Speaking Belgium
Contact emails: jenny.charlier@fse.be and caroline.vanderlinden@fse.be
28

Dissemination Incyde Foundation (Spain): Quality Management, Entrepreneurship Education
partners Contact email: aurelio.jimenez@cscamaras.es
Ministry of Economy of the German Federal State of Baden-WuerttemberG
(Germany)
Contact email: elke.burkhardt@mfw.bwl.de
IQ Network Integration through qualification (Germany): Quality Management
Contact email: ralf.saenger@ism-mainz.de
Deutsches Mikrofinanz Institut (DMI) e.V. (German Microfinance Institute)
(Germany):
Access to Finance
Contact email: brigitte.maas@mikrofinanz.net
German Children and Youth Foundation (Germany): Entrepreneurship Education
Contact email: gerhild.vollherbst@dkjs.de
COPIE COPIE Diagnosis Tool: Norbert Kunz, Florian Brix, iq consult GmbH
Thematic Contact emails: kunz@iq-consult.com and brix@iq-consult.com
Experts
Action Planning, Central coordination: Iain Willox
Contact email: iainwillox1@btinternet.com
Quality Management: Norbert Kunz, Benat Egana, iq consult GmbH
Contact emails: kunz@iq-consult.com and egana@iq-consult.com
Access to Finance: Marion Cahen, Hefboom and Brigitte Maas, Deutsches
Mikrofinanz Institut (DMI) e.V. (German Microfinance Institute)
Contact emails: marion.cahen@hefboom.be and brigitte.maas@mikrofinanz.net
Entrepreneurship Education: Iván Diego Rodriguéz, Valnalón
Contact email: ivan@valnalon.com
Integrated Business Support: Ana Mendez, CEEI Asturias
Contact email: ana@ceei.es
Central coordination – Communications Dissemination: Stephanie Koenen
Contact email: mail@koenen.co.uk
29

This action is supported by the
European Commission under the
‘Learning for Change – Setting
up Learning Networks under the
ESF 2007–2013’ programme.

Published by:
Federal Ministry of Labour and Social Affairs
EF 2 – ESF Implementation
53107 Bonn
www.esf.de
www.cop-ie.eu
Text:
Stephanie Koenen and COPIE Thematic Experts
Photos:
Frank Woelffinger, Berlin, www.studio36.de
Layout:
Heedi Design, Edinburgh, www.heedi.co.uk
June 2012
This action is running under ‘Learning for Change – Setting
up Learning Networks under the ESF 2007-2013’ and
receives funding by the European Commission.