Assessing the sustainability of TAIS. The pilot 1 is a completely new trial in the context of Finnish reception services and will be mostly implemented with external project resources. Therefore, there is an obvious risk of the pilot remaining one-off effort. To avoid the risk, a lot of emphasis will be put on training of reception centre professionals during and particularly after the pilot cycles. Implementing the pilot 1 requires relatively little project resources. Travelling is not needed while some (subcontracting) resources need to be allocated for research assistants to be able to translate the information leaflets, feedback, surveys and the actual discussions as well if necessary. However, no budget allocation is needed since there already is money left for these types of subcontracting services. The pilot 2 is already an existing practice in some reception centres. However, there is a great variation in child-care service provision between different reception centres, and, to our knowledge, few written models for these services exist. Thus, as a result of the pilot cycles, a model for good practices in child-care services in the context of reception centres will be created. The modelling will help the coordinating authorities (The Finnish Migration Service and The Finnish Red Cross) and other local actors (reception centres) to implement quality child-care services in other settings as well. Implementing pilot 2 requires little project resources due to the fact that it is already included in the service provision of some reception centres. Some money needs to be invested in translating information leaflets and consent forms (for asylum seeking parents) and carrying out the empirical work during the pilot cycles. The latter include travelling costs, conducting interviews and translating them and translating surveys. At the moment, the estimation is that the expenses are quite modest and no budget re-allocations is needed.
Assessing the sustainability of TAIS. The self-interest of participating organisations should make them interested in being involved in the network even after the project's end. The bulk of the work is to produce guidelines about vulnerability profiles, case trajectories and a network of service providers. Sustaining the achievements is less costly: an improved structure and more skilled personnel should be the base of a no-cost model. Concerning the implementation, it is expected that a budget reallocation from "travel" to "other goods and services" is necessary.
Assessing the sustainability of TAIS. The DPP Strategy and the DASI Tool (Digitalised Admix Selection Interface) will continue operating after the end of the project as the ARU aims to increase the offers to select from, increment the number of users and diversify HVG profiles that can benefit from it. Given the flexible nature of the virtual organisation all thematic units are encouraged to use the tool with their own specific target groups. The TAIS Observatory will allow for the discussion, sharing, multiplication and transferability of the innovative concept at regional and national level as DPP is expected to a) generate genuine and sustainable improvements in the Learning and Training Environments (formal and non-formal and b) improve the situation of Highly Vulnerable target groups regarding attainment, social inclusion and well-being. DASI ensures sustainability as the tool is mostly implemented by ARU members’ and being based on CESIE’s server its updating and maintenance will not require additional funding resources at the end of RAISD’s project lifetime. Moreover, the tool allows adopting and adapting knowledge resources that have been developed and approved within European project context in many years of activity. (See examples in Table 2). Project resources as initially considered by the budget allocation should be sufficient for the set-up of the DASI Tool (Round 1) and Human Resources/Staff costs currently seem adequate for the implementation of the in-presence activities of Round 2 and Round 3 (Trainers and Data Analysist/Researchers). [N.B. Details still to be defined].
Assessing the sustainability of TAIS. Pilot 1: The R-SOS unit of the Refugees, Displaced Persons and Forced Migration Studies Center of Yarmouk University provides academic, social, life skills and career support services to refugee students. It provides information on available free training topics that may be necessary to improve skills. Social activities and life skills training will be organized. Psychological support will also be provided to support refugees. Additionally, the R-SOS unit will be responsible for implementing community-based experimental psychosocial support. In order to do this, the following sustainability structure will be established: The R-SOS unit will be developed to train specialists at the reception centre during and after the pilot sessions in particular. Implementation requires relatively few project resources. There is need travel and subcontracting resources are required for research assistants to be able to collect, analyse, translate worksheets, comments, interviews, surveys, and actual discussions if necessary. However, there is need to allocate a budget for these services types.
Assessing the sustainability of TAIS. ▪ Results achieved consistently demonstrate growth and improvement over time ▪ Emphasis on cascading continuous professional development within the displaced communities on maintaining continues health stability.
Assessing the sustainability of TAIS. Some examples were mentioned during the 5th ARU meeting. For example, in the case of option 2 as it is mention in question 3.6.1. However, regardless of the option that is finally chosen, sustainability of the TAIS must be discussed in greater depth. A note on the budget: We have reallocated 4,000 € to the TAIS from travels, subsistence allowances, and advisory board.
Assessing the sustainability of TAIS. We need to transfer funds from other WPs for this TAIS step for pilot 1 and 2. Due to COVID-19, arrangements in terms of TAIS include host community members (students, industry, media, non- governmental organisations and others), they are at this moment in great need to focus on their own situation (especially re-organizing things and maintain economy) and also vulnerable individuals. Simply, we are not priority for them at this moment under these alert conditions. AU states that the TAIS cannot be guaranteed as AU TAIS in not a priority for stakeholders and future beneficiaries.
