The Intercultural city aims at building its policies and identity on the explicit acknowledgement that diversity can be a resource for the development of the society.

The first step is the adoption (and implementation) of strategies that facilitate positive intercultural encounters and exchanges, and promote equal and active participation of residents and communities in the development of the city, thus responding to the needs of a diverse population. The Intercultural integration policy model is based on extensive research evidence, on a range of international legal instruments, and on the collective input of the cities member of the Intercultural Cities programme that share their good practice examples on how to better manage diversity, address possible conflicts, and benefit from the diversity advantage.

This section offers examples of intercultural approaches that facilitate the development and implementation of intercultural strategies.

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Project Prosperimo

Ensuring the employability of refugees
6 months (July-December 2017) + 8 months’ employment
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The Prosperimo project aims to ensure the employability of the participants as kitchen assistants while raising restaurant owners’ awareness of refugees’ skills.

The learners selected for the project (through interviews and tests) first received training as kitchen assistants for two months, followed by an examination. Upon completing the latter, they joined the restaurants for four months. Clear and realistic objectives were set for the placements. If the objectives were attained, the restaurants undertook to offer them employment for at least eight months.  In short, the persons work for 12 months in a restaurant and are paid for two-thirds of the time.

The restaurants were contacted by GastroNeuchâtel, the sector’s umbrella organisation.

A total of 12 persons took part in the project, with the caveat that there should not be more trainees than could be absorbed by the labour market. The project was devised in partnership with other regions/bodies (four places for Neuchâtel). 

The project aims to create a win-win situation:

  1. A certain number of people per canton have the opportunity to be trained. The prospect of securing a fixed-term employment contract if the objectives are met acts as a strong pull factor.

For the restaurants: they are able to adjust the objectives according to their situation and to train people according to their needs. They undertake to offer them employment only if the objectives are met, and as long as they are satisfied with them. 

The project is currently underway. It is being implemented with GastroNeuchâtel (an umbrella organisation – employers) and with a training provider (Hôtel & Gastro Formation) as regards providing training and monitoring during the placements.


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