*Coding Scheme for the Evaluation Process*

Baptista et al. [24] argue that government support and recognising the potential for the scaling of social innovations should be determined using a categorisation scheme. We identified five layers on how to include social innovation in youth work, namely policy intervention; profit orientation; geographical scale; organisation direction; and social inclusion. These layers are adapted from Baptista et al. [24] for use in this study and are presented below.

#### **4. Findings**

The analysis of all 51 documents covering 28 countries from the EU gave us a deeper understanding of how the youth programmes are organised and what aspects they address. In the present study, this analysis is presented thematically. Figure 2 below graphically shows the dimensions and subdimensions which we used in our analyses.

**Figure 2.** Dimensions of social innovations.

#### **5. Policy Intervention: Market Failure or Profit Generation**

According to Baptista et al. [24] a several social innovations address market failures, such as the problems concerning school-to-job transitions. The cases analysed in this paper have different attitudes to the policy level for youth work. Some interventions attempt to solve market failures and others aim to establish new organisations, such as public and private partnerships. Given that the Youth Guarantee Programme aims to address youth unemployment and/or a transition to the labour market, the project's primary objective is to address the shortcomings of education systems and provide decent jobs opportunities for young people. Almost every project we analysed targets the creation of jobs for youth cohorts; therefore, they can be accepted as policies that address market failures. However, some programmes support the nurturing of entrepreneurship in participating young people by channeling funds to young entrepreneurs. The "Self-employment Subsidy" project in Croatia provides subsidies to young entrepreneurs of up to 37,000 Euros, depending on the number of employees that are involved. The "Entrepreneurship Promotion Fund" in Lithuania provides microcredit of 25,000 Euros to young entrepreneurs, in addition to consultation service support. Another microcredit programme has been developed in Italy (the "SELFIEmployment" project) which channels up to 50,000 Euros to young applicants. As all these enterprises are profit-seeking, it is worth discussing to what degree these projects may be accepted as social innovations, as many of these investments are eventually turned into profit-making private institutions.

An additional point of discussion is the provision of individual incentives to the participants. Almost half of the projects we analysed channel material incentives to participants of approximately 30 Euros per day. This small incentive contributes significantly to sustained attendance and to the success of programmes, as noted by the organisers of these activities. Other programmes support employers for each young person they employ during the program, and this is a factor that contributes to the success of projects that adopt this approach as part of their engagement strategy.

#### *5.1. The Profit Orientation*

Another dimension of categorisation relating to social innovations is the tendency to generate profit from their activities. The studied cases have, in most instances, a variety of approaches in terms of defining "profit". Some interventions only focus on "delivering social value and satisfying social needs, that is not possible to fulfil through the market" and we label these interventions as "pure social innovations". Some others are social "bifocal" innovations, which generate a positive social value and create monetary value [24] (p. 386). Social innovation is also referred to when indicating the need for the society to solve pertinent problems, such as discrimination, poverty, or pollution [25]. In these situations, the focus rests on changes in social relations, human behaviour, as well as norms and values. Social innovation is then combined with other concepts, such as social empowerment and inclusion, social capital, and cohesion. In line with the profit orientation, the social innovation approach creates new capabilities and expertise for public administrations; enriches curricula; creates new management forms; changes routines and processes; as well as encouraging dynamic capacity building for management and organisation, which may also lead to profit. However, it is also possible that this can add new services and functions to potential new jobs.
