The basic objective of the project is to establish a system of coordination and consultation at county level in order to develop the catching-policy cooperation at county level, to make them systematic and to bring back the lives of the population of individual settlements in a way that creates opportunities, increasing equal access to services. Develop cooperation models at county level to bring about improvements that help people in long-term poverty, social exclusion and disadvantaged people to catch up, and more effective interventions by organisations working with them, improving equal access to public services and socio-economic assets and strengthening social inclusion. 1. Recruitment staff for the duration of the project 2. Organizational development, sensitising training/training for the employees of county municipalities. 3. In order to coordinate the interventions at county level, the integration of the project results into the county development policy documents (county development plans, educational district and county equal opportunities action plans, ITSs), regulations. 4. Coordination for social inclusion: taking stock of developments in the county involving the target groups of MNTFS, contacting the projects in order to enforce the catching-up aspects, monitoring and helping to coordinate projects. Furthermore, make proposals to the counties in order to implement the MNTFS Action Plans reviewed every 3 years at county level. The staff of the Jász-Nagykun-Szolnok County Local Government Office, as professional implementers, are also involved in the tasks set out in points (3) and (4), as described in point 1.2. 5. The County Inclusion Forums are held 2 times a year (April and October) and 6 Forums are planned for the entire project period. Each Forum shall be structured according to the fields of intervention of the MNTFS. During the first Forum, the participants will learn about these lines of intervention, the objectives of the project, its planned activities, its tasks, and the content of the mandatory activities. A working group will be set up, which will be embedded in the perspective of the fundamental areas of intervention of the National Social Inclusion Strategy. A series of thematic days strengthening community cooperation is organised 4 times a year and 12 events are planned for the entire project period. It is necessary to organise the events in relation to disadvantaged target groups with broad, relevant public involvement. 6. Sensitising and organizational trainings/trainings contribute to a more efficient organizational operation and are a tool for the provision of modern public services. During the implementation of the project, a 10-hour training course will be held on “Shaping of the Performing Attitudes” which aims to strengthen equal opportunities, integration, inclusion and to understand and prevent stereotypes, prejudices and discrimination. Sensitisation is necessary for the employees of the local government, as the identification of the problems, opportunities and needs of disadvantaged social groups in an integral way and their understanding, enabling and empathic attitude towards the target groups are essential both in everyday life and in the work of the office. The training is provided by an external organisation with extensive professional experience in the field of social inclusion and equal opportunities. 7. By the end of the 24th month of the project, the preparation of the Map of the Service Route will be completed, focusing on the lack of services at local level and their proposals for solutions. The accessibility of existing services in the county to the population is continuously examined step by step in the dimensions of the MNTFS intervention areas and in relation to the HEP target groups. 8. In order to strengthen and ensure the sustainability of the cooperation generated by the project at county level, we undertake to create a County Chance Creating Pact by the end of the 30th month following the conclusion of the grant contract. 9. Presentation of local and horizontal catch-up processes, preparation of a report on the implementation of the programme. The aim is to review the development programmes to be implemented in the county in the framework of the project and to implement the catching-up aspects in them both locally and horizontally. The intervention will increase the focus on catch-up objectives through at least 1 programme. 10. The county catch-up staff of the project participates in the organisation of the background institution of the Ministry of Human Resources responsible for social catch-up, at 2 professional consultation days a year.