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26them, two are fundamental: 1) a form, to be filled at the beginning of the process, containingthe entrepreneur’s profile, an assessment of the business idea and the relatedcredit risk; 2) an Entrepreneur dossier, to be produced at the end of each mentoringprocess, tracing all the actions and decisions implemented during the mentoring phase.3.4 Collaboration with other project partners• Be consistent across regions while being context-sensitive. Ensuring coherence in deliveringmentoring services to different cohorts of participants can be challenging, especiallyif the project and programme is implemented in different areas or countries. At thesame time, migrant entrepreneurship is embedded in a wider socio-cultural-economiccontext that varies considerable from area to area. Ideally, mentoring should be implementedby partners that have extensive experience on migrant entrepreneurship at locallevel, as they can quickly leverage their network. Convening a meeting between partners,including local ones, before the beginning of the project can help identify context-specificneeds and criticalities, discuss possible solutions and ensure proper methodologicalcoherence. Involving relevant stakeholders in a consultative fashion can also be helpfuland give the project/programme more legitimacy.3.5 Collaboration with key external stakeholders• The value of a mentor lies in his/her work experience, personal credibility and professionalnetwork. The higher the quality of these three assets, the rarer the people whoown them. Sometimes mentors are identified within one or multiple partners, sometimesthey are recruited as external stakeholders. When having to resort to external expertise,partners should be part of or access relevant networks of professionals. Externalstakeholders include:o Specialised companies and individual professionals. These actors can make relevantthematic support directly available to participants. To facilitate outreach and networking,you should prepare a list of qualified and experienced professionals andcompanies to regularly use in your activities.o Public stakeholders. National and local public stakeholders are often responsible formaking available funding for start-ups available. As such, they could play a key role incommunicating and disseminating opportunities among participants. Municipalities,especially if medium-big size, may equally activate their existing networks to enhancesynergies with your project/programme, avoid duplications and reinforcing theBuilding Integration ThroughEntrepreneurship
27complementarity among different policy lines supporting entrepreneurship and migrantintegration.o Entrepreneurs associations. Entrepreneurs associations can provide mentors with acompetitive profile as well as contribute with their expertise and network as they aregenerally sector-based and can reach out to several members at onceo Civil society organisations. Organisations with past or on-going projects/programmeson financial inclusion could provide information on financial opportunities and inclusionstrategies.o Banks. Chances that migrants can get bank loans vary from country to country butare generally low. Framing migrants’ business projects as being part of a sound project/programmeon migrant entrepreneurship could work as guarantees and increasesuch chances. Alternatively, you could reach out to “niche banks” as these might havemore competitive lending conditions.Building Integration ThroughEntrepreneurship
Page 1 and 2: Building Integration ThroughEntrepr
Page 3 and 4: 3ForewordMicro economies of Europea
Page 5 and 6: 5Table of contentsIntroduction…
Page 7 and 8: 7implement effective projects with
Page 9 and 10: 91.3 Critical issues and recommenda
Page 11 and 12: 11In order to meet people’s socio
Page 13 and 14: 131.5 Collaboration with key extern
Page 15 and 16: 15Chapter twoBuilding entrepreneuri
Page 17 and 18: 17o Providing first-hand experience
Page 19 and 20: 19migrant speakers should also be i
Page 21 and 22: 21The YMCB project:Practice spotlig
Page 23 and 24: 23on the available resources (i.e.
Page 25: 25• Facilitate access to mentors
Page 29 and 30: 29Practice spotlight - Mentoring an
Page 31 and 32: 31This process led to this toolbox,
Page 33 and 34: 33activities - e.g. training and me
Page 35 and 36: 35Box 1 - How to conduct a project/
Page 37 and 38: 37Annex 1 - Material for outreach a
Page 39 and 40: 39Group 4: leadership and initiativ
Page 41 and 42: 411.3 Attachment on business idea1.
Page 43 and 44: 43The seller perspectiveIdentify yo
Page 45 and 46: 45Is there a warrant?What is the ri

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