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

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 2012

1 ET- Strategy and Action for Hranice

Contents

Contents .................................................................................................................................................. 2 1. Executive Summary ..................................................................................................................... 3 2. Situation Analysis ........................................................................................................................ 6 3. Regional Shareholders ................................................................................................................. 9 4. Action plan................................................................................................................................. 10 5. Management Team ................................................................................................................... 12 6. Regional / National Publicity ..................................................................................................... 13 7. Sustainability and Future Prospects in the Region .................................................................... 16


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.

1.2. 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)


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. Education/ Training

Reg. Economy

4 http://www.etstruct.eu

1.4 Key target groups 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


Secondary technical schools

Students, age 15-19 (thinking about their future professions) Teachers and advisors (helping students on their way to the most suitable secondary education) School directors

Local companies

Top management (making strategic decisions) H.R. management (recruitment) Training teams

Local government

Decision-makers (steering local economic dev.) City managers (personnel chiefs) Project managers Key service providers

Regional government

Decision-makers (steering regional economic dev. and in charge of secondary education) Regional Authority directors (personnel chiefs) Project managers Key service providers

The general public

The public is benefiting from improved balance on the labor market


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


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 (2008-2015)

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.


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)

3. low interest of national and regional policymakers in matching supply and demand on the local markets

4. relatively high level of education 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

3. departure of larger companies leading to growing unemployment 4. decreasing support to local entrepreneurs

4. use of predisposition tests 5. growing bureaucracy and barriers to 5. taking advantage of projects and cooperation entrepreneurship with sponsors


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 competences1 INSTITUTION

CONTACT PERSON

EMAIL

GROUP

COMPETENCE

City of Hranice

Radka Ondriášová, Mayor

[email protected]

Policy

Local economic development in Hranice, responsibility for primary education

Regional Authority of Olomouc Region

Miroslav Gajdůšek, Department for Education

[email protected]

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

[email protected]

Education

Representing technical schools in the area, success stories from cooperation between the school and local companies

Labor Office Hranice

Pavel Remeň

[email protected]

Labor market

Monitoring and connecting local labor market

Chamber of Commerce Přerov

Jitka Palková, Director

[email protected]

Economy

Monitoring and supporting the needs of companies in the distrikt

SSI Schäfer

Jana Kutínová HR Manager

[email protected]

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).


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


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


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


6. Regional / National Publicity List of stakeholders who need to be informed (but are not engaged directly) INSTITUTION

CONTACT PERSON

EMAIL

GROUP

Střední soukromá odborná škola Hranice

Mgr. Petr Flajšar, ředitel

[email protected]

local school

Střední lesnická škola Hranice

Ing. Miroslav Kutý, ředitel

[email protected]

local school

Střední zdravotnická škola Hranice

Mgr. Karel Ančinec

[email protected]

local school

Gymnázium Hranice

PhDr. Radovan Langer, ředitel

[email protected] z

local school

Střední průmyslová škola Hranice

Ing. Drahomíra ředitelka

[email protected]

local school

Úřad práce v Přerově

Ing. Michal Langoš, ředitel

[email protected]

labor office

Úřad práce v Hranicích

Ing. Pavel Remeň

[email protected]

labor office

Regionální agentura pro rozvoj Střední Moravy

Ing. Martin Kučera

[email protected]

RDA

[email protected]

Regional Office of Czech Invest

[email protected]

regional authority

[email protected]

regional authority

Drašnerová,

Agentura pro podporu podnikání a investic CzechInvest, Regionální kancelář pro Olomoucký kraj

Krajský úřad Olomouckého kraje

Bc. Ing. Libor Kolář, ředitel


Mgr. Miroslav Gajdůšek, vedoucí odboru školství


Ing. Miroslav Kubín, vedoucí odboru investic a evropských programů

[email protected]

regional authority

Městský úřad Hranice

Bc. Ing. Vladimír Vyplelík, tajemník

[email protected]

municipality

Městský úřad Hranice

Mgr. Vojtěch odboru školství

[email protected]

municipality

Městský úřad Lipník nad Bečvou

Ing. Jitka Suchánková, tajemník

[email protected]

municipality

Městský úřad Lipník nad Bečvou

Ing. Lucie Žídková, vedoucí odboru školství a kultury

[email protected]

municipality

Magistrát města Přerov

Ing. Jiří Bakalík, tajemník

[email protected]

municipality

Magistrát města Přerov

Mgr. Romana Pospíšilová, vedoucí odboru školství, mládeže a tělovýchovy

[email protected]

municipality

Ing. Jitka Palková, ředitelka

[email protected]

chamber of commerce

Hospodářská Přerov

komora

okresu

Bušina,

MBA,

vedoucí


Okresní hospodářská Olomouc Národní asociace podnikání - NARP

pro

komora

Jaroslav Havelka, ředitel

rozvoj

[email protected]

chamber of commerce

[email protected]

association for entreprene urship

Asociace malých a středních podniků a živnostníků ČR

Eva Svobodová, MBA, generální ředitelka

[email protected]

SME association

Ministry for Regional Development / NCP for CENTRAL 2013 Programme

Ing.arch. Stella Horváthová, Mgr. Tereza Tkadlečková

[email protected]

ministry

Centre for European Development

Ing. Jiří Mošna, MBA

[email protected]

supporting NCP

Projects

bit CZ training, s.r.o.

Zdeněk Kotulák, pobočky Olomouc

ředitel

[email protected]

training co.

Union of Towns and Municipalities CR

Mgr. Ingrid Štegmannová, vedoucí oddělení vnějších vztahů

[email protected]

largest assoc. of municipal.

Union of Towns and Municipalities CR

Ing. Barbora Veselá, rubriky dotace a granty

[email protected]

largest assoc. of municipal.

Střední Olomouc

Paedr. Polášek, projektový manager

Poláš[email protected]

local school


Ing. Pavel Sekanina, hejtmana - školství

[email protected]

regional authority


Ing. Petra Hájková - Odbor školství, mládeže a tělovýchovy

[email protected]

regional authority

AVL MORAVIA s.r.o

Kateřina Ondráčková, personální manažerka

[email protected]

company

SIGMA PUMPY, Hranice s.r.o.

Jiřina Holubová, personalistka

[email protected]

company

SSI SCHÄFER s.r.o.

Miroslav Milý, ekonomického oddělení

[email protected]

company

SSI SCHÄFER s.r.o.

Mgr. Dagmar Pecarová, asistentka vedení firmy

[email protected]

company

SSI SCHÄFER s.r.o.

Jana Kutínová, HR

[email protected]

company

GESS CZ .s.r.o

Novosad

[email protected]

company

GESS CZ .s.r.o

Miroslav Kolář

[email protected]

company

GESS CZ .s.r.o

Mgr. et Bc.Pavel Völkl obchodní konzultant

[email protected]

company

Dakr, spol. s.r.o

Lucie Ligocká, personální oddělení

personá[email protected]

company

Moravský dřevařský klastr

Maková Ludmila, manažer klastru

[email protected]

wood cluster

škola

polytechnická

MBA,

garantka

náměstek

vedoucí

projektový


Possible communication channels that can be used: Print Media 

Regional press



Newsletters of the Region



Newsletters of the schools, the city



Marketing materials



www.sps.hranet.cz



www.mesto-hranice.cz



www.kr-olomoucky.cz



www.ssi-schaefer.de

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


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.


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

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