WORK PACKAGE 6 Regional Application of ET

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
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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
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ET- Strategy and Action for Hranice
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)
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ET- Strategy and Action for Hranice
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
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ET- Strategy and Action for Hranice
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
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ET- Strategy and Action for Hranice
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
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ET- Strategy and Action for Hranice
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.
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ET- Strategy and Action for Hranice
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
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ET- Strategy and Action for Hranice
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).
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ET- Strategy and Action for Hranice
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
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ET- Strategy and Action for Hranice
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
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ET- Strategy and Action for Hranice
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
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ET- Strategy and Action for Hranice
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
Krajský úřad Olomouckého kraje
Mgr. Miroslav Gajdůšek,
vedoucí odboru školství
Krajský úřad Olomouckého kraje
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
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ET- Strategy and Action for Hranice
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
Krajský úřad Olomouckého kraje
Ing. Pavel Sekanina,
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,
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
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ET- Strategy and Action for Hranice
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
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ET- Strategy and Action for Hranice
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.
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ET- Strategy and Action for Hranice