Hranice - ET
Transkript
Hranice - ET
ET-struct R e g io nal A pplic at ion of ET-Str ateg y and Act io ns R e g io nal Te rrit orial ET-Manag ement C oncep t 6 .2 C it y of H ranice (h ttp ://www.etstr u c t .eu ) The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. Partners The European Office, Vienna Board of Education (AT) Vienna Business Agency (AT) Ministry of Education, Science and Culture Mecklenburg-Vorpommern, Schwerin (DE) Training and Education Centre of Trade and Industry, Schwerin (DE) The City of Hranice (CZ) The Secondary Technical School Hranice (CZ) The Statuary City of Karviná (CZ) The University of Economy in Bydgoszcz (PL) Lower Silesian Vocational Information and Teachers Training Centre in Wałbrzych (PL) Regional Development Agency of Gorenjska BSC (Business support centre Ltd) Kranj (SI) Institution for Adult Education Kočevje (SI) Development and Education Centre Novo mesto (SI) CNA Modena - National Confederation of Crafts and Small and Medium-Sized Enterprises, Modena (IT) Agency of Vocational Training, Modena Formazione (IT) Region of Veneto, Department of Labour, Venice (IT) ENAIP VENETO Regional Agency of Vocational Training, Padua (IT) Association of Students-Economists of Zakarpattya (ASEZ) (UA) Contents 1. Executive Summary02 1.1 Main idea behind ET-Management in the region and the main goals 02 1.2 Historical initiatives and experience 02 1.3 New opportunities with ET-struct02 1.4 Key target groups 03 2. Situation Analysis 03 2.1 Summary of the territorial analysis 2.2 Summary of relevant up-to-date legislation 2.3 SWOT analysis and key conclusions 3. Regional Shareholders 3.1 List of shareholders with described competences 03 03 04 04 04 4. Action plan 05 5. ET-Management Team 05 6. Regional / National Publicity 06 7. Sustainability and Future Prospects in the Region 08 01 The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 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. 2. 3. Policy-making Economy/labour market 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. Furthermore, it would be for those who would like to use the ET-struct project outputs to strengthen the “knowledge triangles” in their own regions. Partners in Hranice plan to establish their own regional system combining education, economy and policy. Organisational and financing schemes will be investigated during the project’s lifetime in order to prepare a management system that would run as a self-standing body that will further use and develop the strategies and tools developed after the project ends. Hranice district belongs to Olomouc Region, and therefore, all steps taken for the benefit of local labour market shall be in compliance with the regional specifics and current economic trends. 1.2 Historical initiatives and experience Historically, cooperation between business and education has existed since the first industries came to the region in the 1950s. However, a more systematic approach to such collaboration developed only in the new century, especially thanks to a couple of larger companies, especially SSI Schäfer and SIGMA PUMPY HRANICE. SSI Schäfer established its first plant in the Czech Republic in 1993. Since then, it has become one of topic storage system manufactures in Central Europe. SIGMA PUMPY was founded as early as 1883 in Hranice which has been for centuries an important railroad junction but until recently, without any major industry. SIGMA manufactures high-tech pumps and engines. Both corporations have been active partners to local schools who seek practical training and employment opportunities for their students. 1.3 New opportunities with ET-struct ET-struct brings along many opportunities for supporting local labour 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 02 The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 1.4 Key target groups Activities deriving from this strategy are expected to have positive impact on the following target groups: Primary schools Students, 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 labour market 2. Situation Analysis 2.1 Summary of the territorial analysis On-going discussions show that not enough attention is being paid to the skills in technical fields in the region even though there is undoubtedly pressure to support the supply of qualified labour 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 lack sufficient knowledge of foreign languages (which is naturally one of many competences requested by international companies). Some limits are embedded in a rather rigid legislation. This means that the efforts made by schools and firms are highly practical and can have a positive impact. Unfortunately, technical schools have also been 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 labour force (educational system): • • • • • • • • Practice-oriented preparation of future graduates - the employers ask mainly for extension and improvement of the practical part of education in schools. Fostering greater independence in learning. Developing key competencies - 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 values, education towards humanity, thoughtfulness, decency, and social skills development should be emphasized. Adjusting educational possibilities to the 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. 2. 3. 4. 5. 6. 7. 8. 9. Development Programme of the City of Hranice Development Programme of the Olomouc Region Act No. 128/2000 Coll. On Municipalities = Municipal Establishment (local government) Act No. 129/2000 Coll. On Regions (regional government) Act No. 500/2004 Coll. Administrative Code Act No. 634/2004 Coll. On administrative fees Act No 29/1984 Coll. A system of primary, secondary and higher vocational schools (=Education Act) Act No. 564/1994 Coll. State and local government in the education sector Strategy for Education for Sustainable Development of the Czech Republic (2008-2015) 03 The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 2.3 SWOT analysis and key conclusions SWOT analysis is used to define strengths, weaknesses, opportunities and threats that 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 strengths and opportunities and weakness and threats, but we must be aware of all four. SWOT analysis is a well-known method, but should not be overrated. Partners from Hranice used the SWOT analysis in the context of discussions with their regional stake- and 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 Weaknesses 1. 1. 2. 3. 4. Patience and willingness to cooperate (particularly among schools and companies) Stronger communication of actors carrying the problems (problem solving) Direct contact with the “clients” thru events (pupils, students, parents, advisors) Relatively high level of education 2. 3. 4. High number of schools (particularly secondary) leading to struggle for students Low quality and motivation of students Low interest of national and regional policy-makers in matching supply and demand on the local markets Lack of financial resources Opportunities Threats 1. 1. 2. 3. 2. 3. 4. 5. Stronger communication of actors carrying the problems (problem solving) Direct contact with the “clients” thru events (pupils, students, parents, advisors) Greater involvement of secondary school advisors in marketing activities with primary schools and companies Use of predisposition tests Taking advantage of projects and cooperation with sponsors 4. 5. Weakening interest in technical qualifications Changing demography - ageing and urbanization Departure of larger companies leading to growing unemployment Decreasing support to local entrepreneurs Growing bureaucracy and barriers to entrepreneurship 3. Regional Shareholders The chapter identifies and presents a database of key relevant shareholders in the Hranice district who will likely become members of the permanent territorial structures. It will suggest their roles in these structures for: 1. Sustainability and commitment of each territorial regional structure (how to keep the key relevant stakeholders interested). 2. Management of the structure (who will take the lead and what competences will he/she have). 3. Effective and suitable communication (meetings, conferences, web-based tools etc.). 4. Integration in regional development plans (how to access regional/local development plans). 5. Connectivity in the “meta-structure” entitled Joint Management (possible roles of the international community facilitating the regional triangles) 3.1 List of shareholders with described competences 1 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 decisionmakers Secondary Technical School Drahomíra Hranice / National Association Drašnerová, of Secondary Technical Director Schools Czech Rep. [email protected] Education Representing technical schools in the area, success stories from cooperation between the school and local companies Labor Office Hranice [email protected] Labor market Monitoring and connecting local labor market Pavel Remeň 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). 04 The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. Chamber of Commerce Přerov Jitka Palková, Director [email protected] Economy Monitoring and supporting the needs of companies in the distrikt SSI Schäfer [email protected] Economy Interested in highly qualified labor force Jana Kutínová HR Manager 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. 1. 2. 3. 4. 5. 6. 7. 8. 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: 30 June 2013 Organize hobby groups for youth – will motivate students to be more attracted to a variety of schools in the region R: Secondary Technical School Hranice T: continuously Hold contests for pupils – will increase competition among students and increase the profile of technical education in the area R: Secondary Technical School Hranice T: 31 August 2013 Organize excursions, open days for parents and students – will enable to get hands-on experience for students and motivate parents by showing them applicability of the education R: Secondary Technical School Hranice and Sigma Pumpy / SSI Schäfer T: 30 June 2013 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 January 2013 Translate pre-disposition test and provide it to local primary and secondary schools – will enable to point out to possible suitable professional directions for youth R: City of Hranice T: 31 January 2013 (check ASAP) 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 T: 30 September 2012 – FINISHED Negotiate with shareholders on further activities – will lead to further support of matching qualifications on the labour market R: all organizations under coordination of the City T: 31 March 2013 For negotiation with relevant shareholders, the development plans should include: • • • • • • Establishing steering and working groups actively dealing with current issues of the regional labor market. Taking specific measures to link the demands of the regional economy with the offer of the regional education, and lobby for changes with higher authorities, if needed. Enlarging the scope of services provided by public authorities to schools and business to the region. Allocating human capacities and financial resources for implementation of the action plan. Establishing 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.). Preparing or joining a new 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 chairman, coordinator respectively. These persons shall be present at all meetings to identify actual needs and requirements of the branches. The timeframe of the regular and ad hoc meetings will depend on subject matter and also the willingness and availability of its 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 an 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 05 The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. Core Management Team • Mid-level officials and administrators • Regional Knowledge • Best practice examples • Implementation Strategic Committee Core Management Team Scheme 2: ET-Management Scheme 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] local school Střední průmyslová škola Hranice Ing. Drahomíra Drašnerová, 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 Agentura pro podporu podnikání a investic CzechInvest, Regionální kancelář pro Olomoucký kraj [email protected] Regional Office of Czech Invest Krajský úřad Olomouckého kraje Bc. Ing. Libor Kolář, ředitel [email protected] regional authority Krajský úřad Olomouckého kraje Mgr. Miroslav Gajdůšek, MBA, vedoucí odboru školství [email protected] regional authority 06 The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. Krajský úřad Olomouckého kraje Ing. Miroslav Kubín, vedoucí odboru investic a evropských programů [email protected] Městský úřad Hranice Bc. Ing. Vladimír Vyplelík, tajemník [email protected] municipality Městský úřad Hranice Mgr. Vojtěch Bušina, vedoucí [email protected] odboru školství 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 Hospodářská komora okresu Přerov Ing. Jitka Palková, ředitelka [email protected] chamber of commerce Okresní hospodářská komora Olomouc Jaroslav Havelka, ředitel [email protected] chamber of commerce Národní asociace pro rozvoj podnikání – NARP [email protected] association for entrepreneurship Asociace malých a středních podniků a živnostníků ČR Eva Svobodová, MBA, generální ředitelka [email protected] SME association Ministry for Regional Development / NCP for Ing.arch. Stella Horváthová, CENTRAL 2013 Programme Mgr. Tereza Tkadlečková [email protected] ministry Centre for European Projects Development Ing. Jiří Mošna, MBA [email protected] supporting NCP bit CZ training, s.r.o. Zdeněk Kotulák, MBA, ředitel pobočky Olomouc [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, garantka rubriky dotace a granty [email protected] largest assoc. of municipal. Střední škola polytechnická Olomouc Paedr. Polášek, projektový manager Poláš[email protected] local school Krajský úřad Olomouckého kraje Ing. Pavel Sekanina, náměstek hejtmana školství [email protected] regional authority Krajský úřad Olomouckého kraje 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, vedoucí ekonomického oddělení [email protected] company regional authority municipality 07 The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 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, projektový manažer klastru [email protected] wood cluster Possible communication channels that can be used in further exposure of the triangle: Print Media • Regional press • Newsletters of the Olomouc Region • Newsletters of the schools and the City of Hranice • Marketing materials Online • • • • www.sps.hranet.cz www.mesto-hranice.cz www.kr-olomoucky.cz www.ssi-schaefer.de 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, are 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 The long-term sustainability of ET-struct outcomes in the region is one of the greatest challenges for the partnership. There must be an ongoing evaluation and quality control established under evaluation guidelines in Work Package 5. Regional partners shall always consider the 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 and linked mainly 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 stronger role and interest must come from all who take interest in matching qualifications in the labour market (E.g. primary schools representatives, technical secondary school directors, specific companies, the city as well as the regional labour office). Greater opportunities will be created with more participants involved. 08 The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. © 2013, ET-struct The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF.