WORK PACKAGE 6. Regional Application of ET-Strategy and Action. Regional Territorial ET-Management Concept 6.2

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1 The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF 2C3273P1 ET-struct EconomicEducational Territorial Structure WORK PACKAGE 6 Regional Application of ET-Strategy and Action Regional Territorial ET-Management Concept 6.2 City of Hranice May

2 Contents Contents Executive Summary Situation Analysis Regional Shareholders Action plan Management Team Regional / National Publicity Sustainability and Future Prospects in the Region

3 1. Executive Summary 1.1 Main idea behind ET-Management in the region and the main goals The ET-struct project aims at an area that is critical to growth and employment potential. It aims to address essential issues surrounding a general lack of coherence between the connection of the educational system to the leading edge of technology and business practices. Also in Hranice, there is often a lack of an effective matching process across the interfaces of: (1) policy-making (2) economy/labour market (3) education/training. ET-struct final project Work Package, Work Package 6, has two Core Outputs which aim at securing the sustainability of the project outputs for the partner regions involved in the project after project lifetime and propose added value for other European regions who were not involved in the project but who would like to use the ET-struct project outputs to strengthen the knowledge triangles in their own regions. Partners in Hranice will establish his own regional system combining education, economy and policy. Organisational and financing schemes will be investigated during the project's lifetime in order to prepare the management systems to become a self-standing body that will further use and develop the strategies and tools developed after the project's lifetime. Hranice district belongs to Olomouc Region, and therefore, all steps taken for the benefit of local labor market have to be in compliance with the regional specifics Historical initiatives and experience Historically, cooperation between business and education has existed since the first industries came to the region in 1950s(?). However, a more systematic approach to such collaboration developed only in the new century, especially thanks to larger companies such as Schäffer, Sigma etc. (bude doplněno) 3

4 1.3 New opportunities with ET-struct ET-struct brings along many opportunities for supporting local labor market as it helps develop several quality analytical, learning and management tools (ET-Inventory, ET-LearnTrain, ET-Academy, ET-Strategy and Action, and ET-Management). The final aim is to match and optimise work force qualifications with the needs of regional economy in an innovative, ongoing, dynamic, flexible, and systemic process. It is our goal that many players involved in policy-making, economic development and education will work together regionally and at the same time at a transnational level with counterparts in other CE regions. Scheme 1: ET-struct WP6 Structure ET-struct Work Package 6 PLAN Core Output 6.1 Joint Policy Guidelines and Action Plan ET-Strategy and Action Reg. Politics CONCEPTS ET-Sustainability Plans STRUCTURES Core Output 6.2 ET-Management Territorial, organisational and management structures implemented in the ET-struct partner regions INTEGRATION in Regional Development Plans Reg. Economy Reg. Education/ Training 1.4 Key target groups 4 Activities deriving from this strategy are expected to have positive impact on the following target groups: Primary schools Pupils, age 6-15 (thinking about their future professions) Teachers and advisors (helping students on their way to the most suitable secondary education) School principles 4

5 Secondary technical schools Local companies Local government Regional government The general public Students, age (thinking about their future professions) Teachers and advisors (helping students on their way to the most suitable secondary education) School directors Top management (making strategic decisions) H.R. management (recruitment) Training teams Decision-makers (steering local economic dev.) City managers (personnel chiefs) Project managers Key service providers Decision-makers (steering regional economic dev. and in charge of secondary education) Regional Authority directors (personnel chiefs) Project managers Key service providers The public is benefiting from improved balance on the labor market 5

6 2. Situation Analysis 2.1 Summary of the territorial analysis On-going discussions show that not enough attention is paid to technical fields in the region although there is undoubtedly pressure to support the supply of qualified labor force for manufacturing industries. Research showed that most qualified graduates leave Olomouc Region for Prague, Brno and Ostrava (brain-drain). The number of graduates is relatively high, but they are missing practical experience and often also even sufficient knowledge of foreign languages. Some limits are embedded in rather a rigid legislation, which means that not all efforts on the side of schools and firms, though highly practical and clearly with positive impact, can be feasible. Unfortunately, technical schools have also be struggling with low support from decision-makers on the regional level who are responsible for secondary education in the region. The ET-Inventory carried out under WP3 pointed out to the following expectations of employers in reference to qualified labor force (education system): Practice-oriented preparation of future graduates - The employers ask mainly for extension and improvement of the practical part of education in schools; Teaching greater independence; Developing key competences - One of the frequently mentioned issues is foreign language learning, which should be taught from early on in life and more emphasis should be put on the active usage of and ability to communicate in a foreign language; Working with information- meaning researching, processing and using them, evaluating, generalizing, and looking for connections in them; Personal development - Not only intellectual development is important here, but also the strengthening of moral virtues, education towards humanity, thoughtfulness, decency, and social skills development should be emphasized; Adjusting offered education possibilities to job market s needs; Teacher s preparation - have up-to-date field knowledge, and who are capable of passing this knowledge on to their pupils and students Willingness to learn- Willingness to learn and self-educate even after the end of formal education is considered by the employers crucial for graduates of all fields and levels of education 6

7 2.2 Summary of relevant up-to-date legislation Summary of relevant up-to-date legislation and strategic documents that should be referred to: 1. Development Programme of the City of Hranice 2. Development Programme of the Olomouc Region 3. Act No. 128/2000 Coll. On Municipalities = Municipal Establishment (local government) 4. Act No. 129/2000 Coll. On Regions (regional government) 5. Act No. 500/2004 Coll. Administrative Code 6. Act No. 634/2004 Coll. On administrative fees 7. Act No 29/1984 Coll. A system of primary, secondary and higher vocational schools (=Education Act) 8. Act No. 564/1994 Coll. State and local government in the education sector 9. Strategy for Education for Sustainable Development of the Czech Republic ( ) 2.3 SWOT analysis and key conclusions SWOT analysis is used to define strengths, weaknesses, opportunities and threats ET-struct permanent structures will have to keep in mind. Strengths and weakness are internal factors. Opportunities and threats result from external environment. Often, there is a thin line between strength and opportunities and weakness and threats, but we must be aware of all four. SWOT analysis is a well-known method but shall not be overrated. Partners from Hranice use the SWOT analysis in the context of discussions with their regional stakeand shareholders. The discussions will be steered by PPs experts and the participants involved should all agree on the description of the current situation. The SWOT analysis must be a dynamic tool. 7

8 STRENGTHS 1. patience and willingness to cooperate (particularly among schools and companies) WEAKNESSES 1. high number of schools (particularly secondary) leading to struggle for students 2. interest in recruitment of quality graduates 2. low quality and motivation of students 3. geographic accessibility of schools and companies (public transport connectivity) 4. relatively high level of education 3. low interest of national and regional policymakers in matching supply and demand on the local markets 4. lack of financial resources OPPORTUNITIES 1. stronger communication of actors carrying the problems (problem solving) THREATS 1. weakening interest in technical qualifications 2. direct contact with the clients thru events (pupils, students, parents, advisors) 2. changing demography - ageing and urbanization 3. greater involvement of secondary school advisors in marketing activities with primary schools and companies 4. use of predisposition tests 5. taking advantage of projects and cooperation with sponsors 3. departure of larger companies leading to growing unemployment 4. decreasing support to local entrepreneurs 5. growing bureaucracy and barriers to entrepreneurship 8

9 3. Regional Shareholders The chapter identifies and presents a database of key relevant shareholders in Hranice district who will likely become members of the permanent territorial structures. It will suggest their roles in these structures for: A/ sustainability and commitment of each territorial regional structure (how to keep the key relevant stakeholders interested) B/ management of the structure (who will take the lead and what competences will he/she have) C/ effective and suitable communication (meetings, conferences, web-based tools etc.) D/ integration in regional development plans (how to access regional/local development plans) E/ connectivity in the meta-structure entitled Joint Management (possible roles of the international community in running the regional triangles) 3.1 List of shareholders with described competences 1 INSTITUTION City of Hranice CONTACT PERSON Radka Ondriášová, Mayor GROUP COMPETENCE starosta@mesto-hranice.cz Policy Local economic development in Hranice, responsibility for primary education Regional Authority of Olomouc Region Miroslav Gajdůšek, Department for Education m.gajdusek@kr-olomoucky.cz Policy Responsibility for secondary education in the region, links to regional development and regional decision-makers Secondary Technical School Hranice / National Association of Secondary Technical Schools Czech Rep. Drahomíra Drašnerová, Director dr@sps.hranet.cz Education Representing technical schools in the area, success stories from cooperation between the school and local companies Labor Office Hranice Pavel Remeň pavel.remen@pr.mpsv.cz Labor market Monitoring and connecting local labor market Chamber of Commerce Přerov SSI Schäfer Jitka Palková, Director Jana Kutínová HR Manager hkprerov@hkprerov.cz Economy Monitoring and supporting the needs of companies in the distrikt jana.kutinova@ssi-schaefer.cz Economy Interested in highly qualified labor force 1 (Shareholders must be considered those stakeholders who not only take interest in the issue and will thus be informed about activities of the triangle, but who can actually contribute financially or organizationally to positive changes to the cooperation environment of training facilities, business sector and public authorities). 9

10 4. Action plan The following activities have been proposed at the regional workshop in order to support the triangle (entrepreneurs, schools, training facilities etc.). Each activity includes expected timeframe and responsibility. A. Purchase and set up information banners will support better access to information on possibilities in technical fields on the side of schools and employers R: City of Hranice T: 31 December 2012 B. Organize hobby groups for pupils will motivate children to be more attracted to a variety of schools in the region R: Secondary Technical School Hranice T: 31 August 2012 C. Hold contests for pupils will increase competition among pupils and rise prestige of the technical education in the area R: Secondary Technical School Hranice T: 31 August 2012 D. Organize excursions, open days for parents and for pupils will enable to get hands-on experience for pupils and motivate parents by showing them applicability of the education R: Secondary Technical School Hranice and Sigma Pumpy / SSI Schäfer T: 31 December 2012 E. Arrange and support internships in companies (write in calendar) will support practical experience of students and enhance their CVs that are needed when seeking first jobs R: Secondary Technical School Hranice and Sigma Pumpy / SSI Schäfer / City of Hranice T: 31 October 2012 F. Translate pre-disposition test and provide it to local primary and secondary schools will enable to point out to possible suitable professional directions for young people R: City of Hranice T: 31 December 2012 (check ASAP) G. Establish a special position of triangle coordinator with the municipality will advice all organizations integrated in the knowledge triangle and coordinate their joint activities 10

11 R: City of Hranice (discuss with City Manager) T: 30 September 2012 H. Negotiate with shareholders on further activities will lead to further support of matching qualifications on the labor market R: all organizations under coordination of the City T: 30 September 2012 For negotiation with relevant shareholders, the development plans should include for example: - Establishing a steering and a working group actively dealing with current issues of the regional labor market - Taking specific measures to link the demands of the regional economy with and the offer of the regional education, lobby for changes with higher authorities, if needed - Enlarge the scope of services provided by public authorities to schools and business to the region - Allocate human capacities and financial resources for implementation of the action plan - Establish a specific fund that would support currently provided services (running the on-line and on-site regional modules, monitoring the recent trends on the labor market etc.) - Prepare or join an international project that would further support development and extension of the triangle and allow for exchange of best practices across Europe 11

12 5. ET-Management Team The STRATEGIC COMMITTEE and the CORE MANAGEMENT TEAM in Hranice, Olomouc Region, should be composed of three members (from shareholders), each representing one of the three angles of the triangle (policy/economy/education). Shareholders within the branches will elect its Chairmain, Coordinator respectively. These persons shall be present at all meetings to identify actual needs and requirements of the branches. Timeframe of the regular and ad hoc meetings will depend on the subject to work on and also the willingness and possibilities of the members. The basic requirement is to identify and attempt to resolve the problem (task) in the activities outlined in Action plan. Members will work on honorary basis while the Coordinator will be covered by public budgets. Strategic Committee high-level decision makers as a backbone influence and financial means preferably at the interface of economy/education /policy Core Management Team mid-level officials and administrators knowledge about region best practice examples Implementation Scheme 2: ET-Management Scheme Strategic Committee SST Core Management Team 12

13 6. Regional / National Publicity List of stakeholders who need to be informed (but are not engaged directly) INSTITUTION CONTACT PERSON GROUP Střední soukromá odborná škola Hranice Mgr. Petr Flajšar, ředitel skola@ssos.cz local school Střední lesnická škola Hranice Ing. Miroslav Kutý, ředitel sls@slshranice.cz local school Střední zdravotnická škola Hranice Mgr. Karel Ančinec karel.ancinec@szs-hranice.cz local school Gymnázium Hranice PhDr. Radovan Langer, ředitel langer.radovan@gym.hranet.c z local school Střední průmyslová škola Hranice Ing. Drahomíra Drašnerová, ředitelka dr@sps.hranet.cz local school Úřad práce v Přerově Ing. Michal Langoš, ředitel reditel@pr.mpsv.cz labor office Úřad práce v Hranicích Ing. Pavel Remeň pavel.remen@pr.mpsv.cz labor office Regionální agentura pro rozvoj Střední Moravy Ing. Martin Kučera kucera@rarsm.cz RDA Agentura pro podporu podnikání a investic CzechInvest, Regionální kancelář pro Olomoucký kraj olomouc@czechinvest.org Regional Office Czech Invest of Krajský úřad Olomouckého kraje Bc. Ing. Libor Kolář, ředitel reditel@kr-olomoucky.cz regional authority Krajský úřad Olomouckého kraje Mgr. Miroslav Gajdůšek, MBA, vedoucí odboru školství m.gajdusek@kr-olomoucky.cz regional authority Krajský úřad Olomouckého kraje Ing. Miroslav Kubín, vedoucí odboru investic a evropských programů m.kubin@kr-olomoucky.cz regional authority municipality Městský úřad Hranice Mgr. Vojtěch Bušina, vedoucí odboru školství Městský úřad Hranice Bc. Ing. Vladimír Vyplelík, tajemník vladimir.vyplelik@mestohranice.cz vojtech.busina@mestohranice.cz municipality Městský úřad Lipník nad Bečvou Ing. Jitka Suchánková, tajemník jsuchankova@mesto-lipnik.cz municipality Městský úřad Lipník nad Bečvou Ing. Lucie Žídková, vedoucí odboru školství a kultury zidkova@mesto-lipnik.cz municipality Magistrát města Přerov Ing. Jiří Bakalík, tajemník jiri.bakalik@mu-prerov.cz municipality Magistrát města Přerov Mgr. Romana Pospíšilová, vedoucí odboru školství, mládeže a tělovýchovy romana.pospisilova@muprerov.cz municipality Hospodářská komora okresu Přerov Ing. Jitka Palková, ředitelka hkprerov@hkprerov.cz chamber of commerce 13

14 Okresní hospodářská komora Olomouc Jaroslav Havelka, ředitel chamber of commerce Národní asociace pro rozvoj podnikání - NARP narp@narp.cz association for entreprene urship Asociace malých a středních podniků a živnostníků ČR Eva Svobodová, MBA, generální ředitelka svobodova@amsp.cz SME association Ministry for Regional Development / NCP for CENTRAL 2013 Programme Ing.arch. Stella Horváthová, Mgr. Tereza Tkadlečková nadnarodni@mmr.cz ministry Centre for European Projects Development Ing. Jiří Mošna, MBA CENTRAL2013@cep-rra.cz supporting NCP bit CZ training, s.r.o. Zdeněk Kotulák, MBA, ředitel pobočky Olomouc zdenek.kotulak@bitcz.cz training co. Union of Towns and Municipalities CR Mgr. Ingrid Štegmannová, vedoucí oddělení vnějších vztahů stegmannova@smocr.cz largest assoc. of municipal. Union of Towns and Municipalities CR Ing. Barbora Veselá, garantka rubriky dotace a granty vesela@smocr.cz largest assoc. of municipal. Střední škola polytechnická Olomouc Paedr. Polášek, projektový manager PolášekJ@ssprool.cz local school Krajský úřad Olomouckého kraje Ing. Pavel Sekanina, náměstek hejtmana - školství p.sekanina@kr-olomoucky.cz regional authority Krajský úřad Olomouckého kraje Ing. Petra Hájková - Odbor školství, mládeže a tělovýchovy p.hajkova@kr-olomoucky.cz regional authority AVL MORAVIA s.r.o Kateřina Ondráčková, personální manažerka katerina.ondrackova@avl.com company SIGMA PUMPY, Hranice s.r.o. Jiřina Holubová, personalistka jholubova@sigmapumpy.com company SSI SCHÄFER s.r.o. Miroslav Milý, vedoucí ekonomického oddělení miroslav.mily@ssi-schaefer.cz company SSI SCHÄFER s.r.o. Mgr. Dagmar Pecarová, asistentka vedení firmy dagmar.pecarova@ssischaefer.cz company SSI SCHÄFER s.r.o. Jana Kutínová, HR jana.kutinova@ssi-schaefer.cz company GESS CZ.s.r.o Novosad novosad.a@gess.cz company GESS CZ.s.r.o Miroslav Kolář kolar.m@gess.cz company GESS CZ.s.r.o Mgr. et Bc.Pavel Völkl obchodní konzultant volkl.p@gess.cz company Dakr, spol. s.r.o Lucie Ligocká, personální oddělení personál@dakr.cz company Moravský dřevařský klastr Maková Ludmila, projektový manažer klastru l.makova@msdk.cz wood cluster 14

15 Possible communication channels that can be used: Print Media Regional press Newsletters of the Region Newsletters of the schools, the city Marketing materials Online Radio and TV (national and regional radio stations, regional TV station) for special occasions Český rozhlas Olomouc Radio Čas Olomouc Tools The activities of the management team and their effectiveness are, among others, supported by: Newsletters Press releases Online publications Flyers Recommended procedures Letters to parents Meetings with the public Work meetings 15

16 7. Sustainability and Future Prospects in the Region Long-term sustainability of ET-struct outcomes in the region is one of greatest challenges for the partnership. There must be on-going evaluation and quality control established under evaluation guidelines in Work Package 5. Partners should always consider possibility to integrate activities of the ET-Management activities in the organizational and development strategies and assure their approval. In the meantime new technical fields are being profiled, mainly related to the automobile industries. It is absolutely necessary to communicate with these companies and ask them to share their requirements imposed on the graduates. Furthermore, the Regional Authority of Olomouc Region has been recognized as one of potential key partners the pressure for its more intensive involvement and interest must come from all who take interest in matching qualifications on the labor market primary schools representatives, technical secondary school directors, specific companies, the city as well as the labor office. The more actors there are, the greater opportunities appear. 16