STRATEGY FOR THE DEVELOPMENT OF HUMAN RESOURCES
South Moravian Region
Concise version for general public
BRNO, 2006
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
STRATEGY FOR THE DEVELOPMENT
OF HUMAN RESOURCES
IN THE SOUTH MORAVIAN REGION –
concise version
1
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Content
INTRODUCTION
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1.
2.
3.
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INTRODUCTION TO THE REGION
SWOT ANALYSIS
STRATEGIC VISION AND STRATEGIC AIMS OF HUMAN RESOURCES DEVELOPMENT
IN THE JMK
MAIN STRATEGIC AIMS OF THE STRATEGY FOR HUMAN RESOURCES DEVELOPMENT
IN THE JMK 2006 – 2016
SHORT-TERM IMPLEMENTATION PLAN 2006 – 2008
4.
5.
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15
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CONCLUSION
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SOURCES
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ATTACHMENTS
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I.
II.
III.
IV.
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Co-operation chart in SDHR implementation phase, administrative provision of CAP
Problem-solving team
List of abbreviations
Maps
Written up by a team from Masaryk University consisting of problem-solving groups from the following
departments: Faculty of Economics and Administration (Departments of Public Economy and Regional
Economy and Administration), Faculty of Social Studies and Centre for Regional Development.
In the compilation of this study knowledge obtained from the Analysis of Human Resources in the JMK, EU, CR
and JMK documents and the results of consultation with specialists was used.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
INTRODUCTION
Dear Readers,
It is an indisputable fact that the position of regions in the European Union is gradually strengthening and in the
future regions will play a role that will be of utmost importance in the development of European society. As parts
of national and super-national units, regions have the huge potential to realistically integrate the social, economic, technological and ecological processes within their respective territories. It is also without dispute that there
is a high degree of correlation between the prosperity of the state as a whole and the prosperity of its regions.
Membership in the European Union places further requirements on its regions related to the level of preparation
of the different types of activities reflected on the one hand in the continual improvement of effective administration and on the other hand in the further development of all areas in the geographically designated unit. This is all
closely related to the implementation of a high quality and comprehensive policy in the field of human resources
with the aim of increasing economic output by increasing the skills of the citizens, their application and overall
cultivation of society. The South Moravian Region is fully aware of these facts and reflects them in the form of its
Strategy for the Development of the South Moravian Region 2006-2016. An important factor, which has significantly influenced the conceptual form of the document before you, is the current highly dynamic development in
the field of employment and in social policy in general in the European Union member states.
These questions are largely covered in the Lisbon Strategy, whose current revision in the form of the document
entitled "Main guidelines for growth and jobs 2005-2008" will have an important impact on development in all
EU regions. The Strategy for the Development of Human Resources in the South Moravian Region 2006-2016
is conforming its priority axes (i.e. Support for education, adaptability, employment and competitiveness) to the
conclusions adopted in this internationally-valid strategic document and it thereby allowing the region to make
maximum use of the synergistic effect in realizing projects in the field of human resources development (e.g. by
using the principles of multi-source financing – in the form of structural funds designated to each operational
programme in the CR and by using finance provided by the European Investment bank for each project).
In its final form this strategy consists of several parts, whilst the fundamental element remains the definition of
short-term and medium-term priorities for the development of the region's human resources. Its contents are as
follows:
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Methodology
Situational analysis
SWOT analysis
Problem analysis
Main strategic aims
Short-term implementation plan
Communication action plan
Appendices describe the profile of the region using cartograms and the results of interviews held with specialists, etc.
From these documents a concise version was drawn up, which you now find before you. This sums up the main
substance of the entire strategic document and is a guide through the options for the detailed study of certain
parts of the entire Strategy for the Development of Human Resources in the South Moravian Region 2006-2016.
The entire document is available on the internet pages of the Regional Authority of the South Moravian Region
(department of regional development).
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
1.
INTRODUCTION TO THE REGION
In population and size, the South Moravian Region is the fourth largest region in the Czech Republic. Its current
form was set out in Act No. 347/1997 Coll., which entered force on 1.1.2000, and its subsequent amendments.
On its last amendment on 1.1.2005, twenty-five communities from the Vysočina region were added. The region
borders on Austria to the south, Slovakia to the south-east, and also five Czech regions – from west to east these
are: South Bohemian Region, Vysočina Region, Pardubice Region, Olomouc Region and the Zlín Region.
The region is divided into seven districts. In order of population size these are: Brno-city, Brno-country, Hodonín,
Břeclav, Znojmo, Blansko and Vyškov. In 2005 a total of twenty-five communities from the Vysočina region were
incorporated in the South Moravian Region, which became part of the Brno-country district. The territory of the
district increased by almost 13 thousand hectares and the number of inhabitants increased by almost seven thousand. As of 1.1.2005 the South Moravian Region had 672 communities, of which 48 had city statute, 34 have the
function of authorised town, 21 have the statute of community with extended activity, 158 communities have a
registry office and 64 communities have building authority powers. As of 31.12.2005 the region had a population
of 1,130,400 inhabitants.
The South Moravian Region is the third most densely populated region in the CR, but the demographic structure of the region is worsening due to the ageing of the population. The inhabitants of the region are spatially
relatively stabilised. There are no extreme differences in demographic characteristics and development trends
between each district in the region (with the exception of the Brno agglomeration). There has been a significant
improvement in the death rate and an increase in life expectancy. In contrast there has been a long-term natural
population loss throughout the South Moravian Region, especially in the city of Brno. The migration balance in
the city of Brno is negative, and in recent years there has been a massive fall in birth and pregnancy rates, and
there is a large representation of older age groups in the smaller-populated communities in the region and in the
city of Brno.
The employment potential of the region is great. At the end of 2005 a total of 517,800 people were in work in
the South Moravian Region, of which 296,300 were men and 221,500 were women. The primary sphere of the
economy encompasses 3.9% of employees, the secondary sphere 38.5% and the tertiary sphere 57.6%. Men make
up 57.2% of all employees, and women 42.8%. The sectoral structure of employment in the region is, in contrast to the country as a whole, slightly favourable; there is lower employment in the secondary sphere and higher
employment in the tertiary sphere. The differences in the sectoral structure of employment between men and
women are in the region relatively marked.
With regard to the structure of employment branches the processing industry dominates, which encompasses
a share of more than one quarter of the employees in the region. Retail and trade comes second with an approximately half share of the remainder, and the building sector is also important. Other positions are occupied
exclusively by the tertiary sector: education and manufacturing services, transport and communications, public
administration and defence and the health sector.
Employee qualifications are in the South Moravian Region more favourable than in other regions. In the regional economic base, more than 90 thousand workers with university education are employed, as are over 186,000
workers with secondary education and more than 215,000 workers with a vocational certificate; only approximately 25,000 workers have completed basic education only. Therefore over 53% of the total regional workforce
has school leaving certificate or higher. In contrast to the state average there are considerably more universityeducated employees, whilst the share of employees with secondary education and school leaving certificate and
vocational certificate is lower. Only one place in twenty is occupied by workers with basic education only, which
is lower than in other areas of the country. The overall educational level of the employment base in the South Mo-
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
ravian Region was positively most influenced by the presence of the city of Brno, whose employment base comes
second only to Prague in its level of education.
The employment structure in the South Moravian Region is strong in comparison with the state average. It is
significant that the economic base of the region makes more use of highly-qualified specialists than in other regions of the country. The category "scientific and specialist intellectual workers" forms one eighth of total employees in the region, in comparison with the state average of approximately one ninth. The category "technicians,
health professionals and teaching professionals", i.e. people who have completed secondary education, has an
above-average representation. In the blue-collar industrial category the situation in the South Moravian Region
is – despite not very positive development in recent years – still more favourable than in other state regions. In the
category "craftsmen and qualified workers", i.e. those with blue-collar qualifications using their craft skills, there
are still almost 100,000 employees, and in the category "machinery and equipment servicing" there are 61,800
employment places. The fact that the category "auxiliary and unqualified workers" is lower in the region than in
other areas of the country is positive. Overall this category forms 6.8% of the total number of employment places
in the region.
Within the Czech Republic the South Moravian Region has an above-average unemployment rate. As of
31.5.2006 there was a total of 56,400 persons registered as being unemployed at the labour office, and the level
of unemployment was 8.9%. This figure is approximately one eighth higher than the state average. Whilst the
South Moravian Region has a 10.8% share of the workforce in the CR, it has 12.2% of the country's unemployed.
Of the fourteen regions of the CR, the level of unemployment is higher in only four of them. Of all the districts in
the region, the most affected area is the Hodonín district, where over 13% of the economically active population
is out of work, which is one-third higher than the current state average. The level of unemployment is high in the
Znojmo district (12%) and also in the Břeclav district (9 %). Long-term the lowest unemployment rate is in the
Brno-country district (6%).
As of 31.5.2006 the labour offices in the region reported almost 9,200 vacant work places, of which a total of
45% are in the city of Brno. Employers are showing the greatest interest in workers with vocational certificates;
workplaces suitable for such workers form almost one half of the total number available. In comparison with the
CR as a whole there is a greater interest in workers with completed secondary education, and the demand for
unqualified workers is slightly lower. Those workers with only basic educational levels have a minimal chance
of entering the employment market in the Brno-city, Vyškov and Blansko districts. Also relatively low – with the
exception of the Znojmo, Břeclav, Vyškov and Brno-city districts – is the demand for workers with university education. The smallest demand for this sector is in the Hodonín and Brno-country districts. With regard to absolute
numbers, almost every second workplace for those with university education is in the city of Brno, and in the case
of those with secondary schooling with leaving certificate this number is every three places in five.
Active employment policy in the JMK is carried out by the labour offices using the standard means, but its ability
to be influenced from regional level is minimal. The creation of new workplaces indisputably means a benefit
to the regional development, but with regard to the extent of its work potential their numbers are small. Using
grants the labour offices can only provide help in providing work to disadvantaged persons; they are not, however, able to form a more significant overall employment structure in the South Moravian Region. The total number of participants in the Accreditation Training Programme (APZ) is not high, and the number of applicants
aged over 50 is low. In contrast the number of applicants with school leaving certificate and university education
is high. Expenditure on placing applicants on APZ programmes is continually increasing, and APZ is carried out
at district level, by which means the effective allocation of resources in the region is hindered.
During 2005 the average gross salary in the national economy within the South Moravian Region reached
17,641 CZK (private enterprise sector not including small businesses, budgetary sector without regard to number of employees). In contrast to the state average, wages in the region are approximately one tenth lower, which
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
expressed in absolute terms represents a difference of almost 2,000 CZK. Of the 14 regions of the CR the South
Moravian Region is in fifth position, but the level of the difference between the regional salary level and the state
average has in recent years continued to widen. Currently, in all the regional districts – including Brno – workers
receive below-average salaries in comparison with the country as a whole. The salaries of men are approximately
one-third higher than those of women, which approaches the salary ratios in the majority of EU countries. The
salaries of "manual workers" reached only approximately 62% of the salary levels of "non-manual" workers. Currently the salaries of "management and directors" are more than three times higher than the salaries of "auxiliary
and unqualified" workers, the salaries of university-educated workers is more than 2.5 times higher, and salaries
of workers with specialist secondary education is almost two times higher.
The structure of educational institutions and educational programmes is diversified, and the large share of
tertiary education is typical in the JMK (Brno is the second largest centre of tertiary education in the CR); the
number of secondary school graduates with school leaving certificate is increasing. It has been shown, however,
that the preparation of young persons is still insufficient with regard to professional direction and that the skills
of graduates do not correspond to employers' requirements. In addition research shows that there is a low level of
qualification in secondary vocational school teaching staff, and the further education courses on offer are insufficient. In the JMK there is a significant regional differentiation in the level of education of the population (the
level of education is low in the Znojmo, Břeclav and Hodonín districts and very high in Brno).
Adaptation of human resources to the changing regional conditions and the adaptation of human resources in
the context of the accession of the CR to the EU are simplified by the above-average level of education of the population in the JMK including the above-average level of education in the manual professions. On the other hand,
it does not yet conform to current requirements probably due to the fact that in the JMK a comprehensive system
of life-long learning is not in place. The spatial mobility of the workforce continues to be low.
The adopted EU strategic aims in the field of human resources development are being asserted in the JMK, but
their implementation is not systematic. The competitiveness of human resources on an inter-regional scale
with regard to the "new countries" is acceptable, but is falling behind with regard to the "old countries". At a
national level there is above-average employment in the "high-tech" and "medium-tech" manufacturing sectors
within the CR. This is due to the position of Brno as the second most important research and development centre
in the CR (universities, Academy of Sciences of the Czech Republic institutions, etc.) and the above-average level
of education in the region within the CR. However, in comparison with advanced member states of the EU, there
is below average employment at NUTS II level in the demanding knowledge-based service sectors and a belowaverage share of university educated scientific and technological workers within the EU. Progress towards an
information and knowledge-based society in comparison with the new member states of the EU is relatively
dynamic, but a gap remains between the original member states which represents a future threat to the JMK.
Communication and co-operation between each body involved in human resources development in the JMK is
characterised by an interest in communication and co-operation. The institutional, political and specialist background for strategic management can be evaluated as being relatively favourable, but there are some problems
affecting the legislative demarcation of the competence of communities with extended activity and the position
of self-governing business institutions. The legislative framework and its ties to the EU legal system has been
largely harmonised, but some small problems remain.
Social integration in the region and the removal of barriers hindering entry to the employment market for persons threatened with social exclusion has in the JMK the same characteristics as the CR as a whole. The low rate
of integration of disadvantaged persons in the employment market is a fact. Gender discrimination is an ongoing
problem in the employment market, but the JMK has, in comparison with other regions of the CR, some favourable indicators.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
2.
SWOT ANALYSIS
This SWOT analysis relates to Situational analysis and is based on knowledge and the characteristics of the main
positive and negative features of the development of the region in the field of human resources. The SWOT analysis particularly stresses the influencing external factors emanating from the higher hierarchical order, reflecting
the basic influences generated by membership of the CR in the EU. The analytical knowledge that has been
formulated had been classified by the authors in the following areas:
1. Situation in the region
2. Development of human resources
3. Problem of competitiveness and co-operation, education
The aim of SWOT analysis is to determine the strengths and weaknesses of each problem area and to name the
external opportunities and threats to the development of the region in the field of human resources to a degree
that allows the formulation of key problem areas for the development of the region and to create an all-embracing
strategic vision for the development of human resources. In the SWOT analysis simple, yet concise, formulations
were selected which, where possible, might objectively evaluate the actual strengths and weaknesses of the JMK
in the field of Human Resources Development and the resulting positive and negative results of the processes
involved in the development of Human Resources.
STRENGTHS
1. Situation in the region
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absence of extreme differences in demographic features and development trends between each district in the
region (with the exception of the Brno agglomeration), a distinct improvement in death rates, increased life
expectancy
high-quality secondary and university education in the JMK
extensive work potential of the region, above-average level of education in the region's population which is
manifested in the level of education in the manual professional workforce
good transport accessibility for the workforce
2. Development of human resources
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well-established institutional structure of the educational system, a relatively dense network and convenient
regional availability of schools in region, on a national scale the high numbers of students in each level of
education (including tertiary), equality of men and women in the education system, access to education for
children and young persons with specific educational needs
increased demand for workforce as a result of the wave of foreign investment in the region (industrial zones)
support and development of small (including cottage industries) and medium-sized enterprises
development of agricultural areas in the region by diversifying economic activity and increasing employment
in the area in question
good conditions for the development of tourism in the region with positive effects on employment
well-developed scientific research base in the JMK and a higher number of employees in education, especially
higher education, the position of Brno as the second most important scientific research centre in the CR –
universities, main centre of military further education in the CR, Czech Academy of Sciences institutions
higher number of employees in the service sector
well-qualified workforce, especially in technical fields
positive influence of important academic and scientific research bases in Brno on the level of average salaries
in the South Moravian Region in certain main employment categories
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
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good accessibility to health care facilities in the JMK
high quality of social services, multi-source financing for facilities providing social services in the JMK
relatively well-developed network of NGO’s providing social services in the JMK
lower level of female unemployment in comparison with other regions, higher proportion of women in retraining courses
3. Competitiveness and co-operation, education
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high share of tertiary education (Brno is the second largest centre of tertiary education in the CR)
increasing proportion of secondary school leavers with school leaving certificate
creation of a legal framework for the participation of regional public administration institutions and their
constituent parts in the JMK, legal norms allowing the functioning of the network of NGO’s in the JMK,
which significantly cultivate human capital, legal mechanisms allowing access to information about HR
development.
existence of a system of legal tools for making use of European funds in the field of human resources, priority
given to the development of HR in the legal system of the EU (the Amsterdam Treaty, recognition of qualifications, etc.)
legislative regulations allowing co-operation between the public and private sectors (e.g. Framework Programme for the Support of the Development of Technology Centres and Strategic Services), system of investment incentives in the field of HR for the private sector
implementation of SDHR for the Czech Republic and other medium- and long-term strategic documents in
JMK conditions
WEAKNESSES
1. Situation in the region
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unfavourable demographic development in the region, massive fall in birth and pregnancy rates, long-term
natural population decline throughout the South Moravian Region, especially in the city of Brno, negative
migration balance in the city of Brno
relatively closed nature of the city of Brno in relation to other regional districts
significant representation of older age groups in the populations of smaller communities in the region and in
the city of Brno
falling level of employment in the population, falling proportion of women
high unemployment rate, especially in southern districts and also in Brno, growing level of long-term
unemployment, low level of integration of disadvantaged persons in the employment market
low regional and professional mobility of the workforce in the JMK
average level of creation of new employment opportunities
discrepancy between the direction of professional preparation of young persons and the requirements of the
employment market
insufficient development of the life-long learning system
2. Development of human resources
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insufficient link between the educational system and the content of education on the requirements of the
regional employment market, insufficient transparency of the educational system, undeveloped system of
educational certification
absence of a targeted concept of life-long (or further) education in the JMK
relatively low participation by the population in further education, insufficient motivation on the part of all
interested parties in the further education process (especially employers)
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
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high proportion of long-term unemployed and prevailing regional differences (in employment rates,
unemployment rates, training of the workforce)
high proportion of unemployed young people and their lack of motivation in entering the employment market
insufficient awareness of the problem of equality for men and women and the ways to prevent discrimination
insufficient motivation of the disadvantaged in order to involve them in the employment market policy programmes, insufficient aims of employment market policy programmes with regard to disadvantaged groups.
low emphasis on active aging strategies
undeveloped entrepreneurial infrastructure, insufficient interaction between entrepreneurial entities and
science, research and development institutions in the JMK
unfavourable situation in the employment market due to unemployment levels and the number of free
employment opportunities in the JMK
at NUTS III level there is a lower proportion of highly-qualified scientific and technology workers within the
EU 15
low level of work productivity in the EU 15
at NUTS III level there is below-average employment in the knowledge-based service sector within the EU 15
low levels of expenditure on education with regard to the EU 15
significant differential in education of the population (low level of education in Znojmo, Břeclav and Hodonín and very high in Brno)
lower average earnings in the main employment classes (groups) and sub-groups in the South Moravian
Region than in the Czech Republic as a whole, both in the entrepreneurial and non-entrepreneurial spheres.
Low level of influence imposed by the position of the city of Brno as the second largest centre of employment
in the Czech Republic on the level of average earnings in the South Moravian Region in the context of the
country as a whole (salaries do not correspond to the position of Brno).
Lack of interconnection between the system of employment, education, social services and health services in
the JMK
insufficient network of care services and social care for citizens with health problems and for senior citizens
in general
a system for the training of social service workers not yet fully developed
insufficiently-developed programmes for the prevention of socially pathological phenomena including tertiary anti-drug prevention for children under the age of 15
higher salary disproportion between men and women, absence of tools and conceptual measures supporting
the removal of discrimination in the employment market, lack of an equal opportunities policy
weal motivational environment for the employment of population groups threatened with social exclusion
at NUTS III level lower level of governmental expenditure on science and research within the EU 15
significant disproportion in the provision of home PCs and access to the internet between Brno and the Brno
agglomeration and the rural areas (especially in the Znojmo region)
3. Competitiveness and co-operation, education
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low level of co-operation between education institutions and work experience (Secondary Professional Training centres, Secondary Business Schools, universities)
The skills of graduates do not fully correspond to employers' requirements of employers, insufficient direction shown by graduates with regard to the employment market (unwillingness to take up positions that do not
meet expectations, unwillingness to add to qualifications)
insufficient legislative ties between the education system and the employment system, insufficient further
education options
low qualification level of teaching staff in Secondary Professional Training centres
lack of unified qualification, certification and accreditation system
lack of clear-cut legislative demarcations for the competence and accountability of the main bodies involved
in the field of human resources policy (state, employers, unions, towns and regions, professional organisati-
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
•
ons, schools and educational institutions, etc.).
The rules for financing certain sections in the human resource development system have not yet been formulated
OPPORTUNITIES
1. Situation in the region
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anticipated strengthening in the attractiveness of the Brno-city district to migrants, limitation in the current
intensity of suburbanisation
initiation of a more positive trend with regard to birth and pregnancy rates
increase in the flexibility, quality and effectiveness of the education system in the JMK, its opening to the
wider world, the development of institutions and structures ensuring links between the educational sphere
and the employment market, support for all forms of specialist training, the generation of a comprehensive
system of life-long-learning
exploitation of the scientific potential of the region in its support of research, development and innovation
processes
development of the tertiary sector, especially in services for businesses and research and development
support for investors in the areas affected by the most problems (including completion of industrial zones
and industrial premises)
higher level of exploitation of entrepreneurial self-government in order to improve the entrepreneurial environment
strengthen the integration role of Brno as the second most important development hub in the Czech Republic
combined with the activation of "Moravian" development axes of national importance
exploitation of the partnership wit Low Austria and Slovakia in the field of HR, exploitation of multi-party
international partnerships
2. Development of human resources
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effective implementation of the Strategy for the Development of the Economy of the South Moravian Region
and the South Moravian Regional Development Programme
effective implementation of the Long-term Educational Aims and the development of a training system in the
South Moravian Region
support for the development of further education and the addition of IT and other training
switch-over to educational programmes that develop the competence and skills necessary for life in the
‚knowledge-based companies'
linkage of regional employment market policy to the National Employment Action Plan for 2004-2006 under
regional conditions
strengthening of the mobility of the workforce and its flexibility and motivation
development of a civic society that offers services and measures for threatened/disadvantaged groups
strengthening of the importance of male/female equality
emphasis on the active aging strategy (increasing the economic activity of older persons)
demand for workers in sectors with high added value
increase in innovative activities carried out by entrepreneurial entities by supporting co-operation in a scientific research and manufacturing capacity
the growth in foreign investment and growth in small and medium-sized businesses strengthen the demand
for workers
potential for growth in new areas of employment opportunity in the tourism sector
deepening of co-operation with social and regional partners, and strengthening of co-operation between
public administration, local government and not-for-profit sector.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
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Greater level of exploitation of the scientific and technical potential of the region in the support of research,
development and innovation processes in industrial companies and the high-tech sector
development of institutions and structures creating links between the educational sphere and the employment market
exploitation of comparative advantages in the field of employment costs in order to gain foreign investors
implementation of Accreditation Training Programmes for small businesses (including cottage industries),
as a result of which employment and employability of the work force will increase
speeding-up in the growth of average earnings in the South Moravian Region and levelling with the Czech
Republic average, especially in relation to the strengthening of the position of the city of Brno as a development centre with a supply of one of the highest-educated and qualified workforces in the country
implementation of a National Action Plan in order to fight poverty and social exclusion
reform of the social services with an emphasis on the introduction of and adherence to social service quality
standards in the JMK
growing non-state not-for-profit sector providing services to at-risk groups
optimisation of the exploitation of health care facilities in the region, health prevention programmes including socially pathological features and anti-drug prevention
support for policies enforcing equal opportunities between men and women as tools to reduce salary disproportions and to reduce female unemployment, exploitation of regional grants to support projects strengthening equal opportunities and the support of female entrepreneurs
support for the research into reasons for and effects of disproportions in the JMK employment market.
Support for training and development of part-time employment opportunities
development of e-government, e-health, e-learning, e-business and other new services
deepening of co-operation between the public, civic and private sectors in the JMK, strengthening of the role
of III communities.
3.Competitiveness and co-operation, education
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content reforms to primary and secondary education, development of further education, opportunities for
financing from EU funds for the JMK
quality background for educational institutions providing life-long learning for employees of partner companies that play a role in the development of human resources in the JMK
support for specialised education, research and development (greater cultivation of human resources) in the
regions and microregions of the JMK
acceptance of an active employment policy in the strategic document files
exploitation of newly-created programmes and funds at EU level (TAIEX, SIGMA, etc.)
strengthening of strategic planning at a regional level, support for the position of micro-regions (voluntary
community associations) and communities (especially III communities) as the basic elements of an effective
human resource cultivation
exploitation of incentives provided by the "National Innovation Policy of the CR for 2005-2010" and the
"Regional Innovation Strategy of the JMK" in order to increase the competitiveness of the region in human
resources
THREATS
1. Situation in the region
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reduction in the internal potential of the region in the field of HR as a result of an unfavourable demographic
development, and further worsening of the already unfavourable age structure of the population in the region
demographic and socio-economic risks stemming from the process of suburbanisation
further fall in the level of economic activity in the population
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
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•
•
•
•
danger of emigration of better-educated and younger sections of the population, especially to Prague (brain
drain)
continuing widening of the gap between the level of education in the Brno agglomeration and in other districts
widening of the gap between the larger towns and smaller settlements (population-wise) with regard to population ageing and level of education
inability to ensure a growth in employment in the population, inability to lower the number of long-term
unemployed, low level of creation of new work opportunities
insufficient implementation of "active and preventive measures" for unemployed and inactive persons, insufficient support for the integration of disadvantaged persons in the market
lack of success in removing today's marked regional inequalities in the employment market
Insufficient support for the adaptability and mobility of the workforce
Lack of success in attempting to alter working conditions as part of the "grey economy" on legal employment
insufficient support for the support of human resources and a system of life-long education (lack of legislation)
insufficient support for business and its over-regulation
insufficient support for the active ageing process (lengthening of working activity, later retirement)
reduction of the volume of foreign investment in the region should the system of investment incentive cease,
stimulated by the existence of the west-east gradient
2. Development of human resources
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
low level of interest from businesses in the further training of their employees (missing system of motivation
for employers to play a part in further education), low level of co-operation between educational institutions
and businesses
small number of vacant work places, lack of workplace creation
growth in the number of marginalised groups, and the related growing level of socially negative phenomena,
low degree of attention paid to the question of equal opportunities for men and women (only a formal approach)
relatively high level of unemployment amongst secondary school graduates
ageing population and insufficient work opportunities for older persons
insufficient financial resources in the field of employment market policy (also in education)
failure to use planning documents in the field of social inclusion for disadvantaged groups (especially the
National Action Plan for Social Inclusion)
insufficient attention paid to flexible contractual and working arrangements (career progression) and innovative forms of work organisation
insufficient support for science and research and lack of links between science and research and the region’s
economic situation
insufficient attention paid to and support for the education process which forms a part of the education system at all levels.
growth in the level of male unemployment could have an unfavourable effect in the future on the attempts to
increase average earnings in the region
should the link between the qualification requirements of the region not be made with the future range of teaching and studying disciplines in schools, the disproportion between supply and demand in the employment
market will grow
a fall in work productivity will result in a low level of interest shown by businesses in the training of their
employees
the structural stagnation of the economy as a result of the small demanding knowledge-based service sector
any further stagnation and shortfall in the level of average salaries in the South Moravian Region behind the
Czech Republic average, especially in highly-qualified professions, can lead to a partial drain of education
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
•
•
•
•
workers to regions with better earning prospects
growth in the proportion of socially-marginalised groups and the related growing level of socially pathological phenomena
failure to ensure a comprehensive approach, flexibility and linking between services provided to threatened
groups
growing level of user-members using institutional facilities (related to an ageing population)
insufficiently rapid removal of information illiteracy in certain areas of the JMK
3.Problem of competitiveness and co-operation, education
•
•
•
•
•
•
•
•
in case of economic problems, women and other specific groups are more at risk of unemployment and nonstandard (i.e. less stable) employment. (especially in case of fixed-term contracts, and exclusion from the
active workforce)
great differences at district level, both in overall unemployment and level of unemployment within each specific group
failure to provide direct access for the population to tertiary education (growing financial difficulty, etc.)
risk of unemployment for graduates of teacher-training and, in future, possibly also law and economic
schools
falling number of pupils in secondary schools – requirement for an optimisation of the secondary school
structure
insufficient level of co-operation between private sector entities and educational institutions at all levels
low level of motivation shown by adults in further education in the form of co-operation between the education system and entrepreneurial entities
insufficient transparency in the working of the public tender system
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
3.
STRATEGIC VISION AND STRATEGIC AIMS OF HUMAN RESOURCES DE-
VELOPMENT IN THE JMK
In 1994 the number of workers in the agricultural, industrial and building sectors in the Czech Republic fell
below one half of the total workforce. The CR thus formally breached the boundary between an industrial and
post-industrial society, which is typified by the dominant role of services and the creation of a hierarchical
position between the state and its regions in economic development, not on the basis of quantitative, but also of
qualitative factors especially due to the innovative efficiency and concentration of management functions). These
facts, made possible by the Czech Republic's economic lag behind the countries of the original EU 15, mean that
the central role in the long-term strategic vision of the region logically befits an increase in the competitiveness
of a given region, which is defined as being its ability to generate a high level of income and employment in an
international context, in a systematic appreciation of its ability to achieve an ongoing sustainable increase in the
productive potential of the region.
In this context the strategy for the development of human resources in the South Moravian Region and its
individual subregions plays an important role, relying on the determination of adopted strategic aims of the EU
in the field of DHR (Lisbon Strategy, and the revised Lisbon Strategy) and its application in JMK conditions. An
emphasis is placed on the concretisation of the aims that arise from the requirements for the development of the
region with regard to target groups. An important factor is the definition of measurable aims, the identification
of indicators and quantifiers whilst respecting specific areas with a particular stress on life-long learning and a
system of regional management of human resources.
The formulation of a strategic vision is based on the document "Strategic Development in the JMK" in which
the JMK vision is defined as follows (literal citation): "the JMK as a dynamically developing region which, in
accordance with the principles of sustainable development, has at its disposal an effective and competitive economy based on modern technology and high added value, a high level of education with an emphasis on the
preparation and use of high-quality human resources, maintains an acceptable environment and countryside,
has a modern farming system, maintains regional cultural features, makes full use of its favourable geographic
position on important continental axes and its tourist potential, and channels its process of suburbanisation."
Based on the formulation of a Strategic Development of the JMK strategic vision and district characteristics
written up in the Analysis of Human Resources Development in the JMK it is possible to generate the following
strategic vision and strategic aim for the Strategy for the Development of Human Resources in the JMK.
STRATEGIC VISION OF THE JMK IN THE FIELD OF HUMAN RESOURCES
Well-qualified, adaptable and competitive human capital in an open and effective market place, guaranteeing
equal opportunities for all, using the potential of Brno as the second most important educational and innovation
centre in the CR.
STRATEGIC AIM IN THE FIELD OF THE DEVELOPMENT OF HUMAN RESOURCES IN THE
JMK
Increase in employment and overall economic growth in the region through the development of an effective
employment market based on:
•
•
well-qualified, flexible and competitive human capital generated by education and the innovative potential of
the JMK
the adaptability and competitiveness of human resources in the JMK
14
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
•
4.
an effective employment policy including the subsequent introduction of equal opportunities and the integration of socially-excluded population groups whilst respecting the principles of sustainable development 1
MAIN STRATEGIC AIMS OF THE STRATEGY FOR HUMAN RESOURCES
DEVELOPMENT IN THE JMK 2006 – 2016
The result of the work carried out on the main aims encompasses not only the measures presented here, but
also the recognition that at a regional level it is necessary to construct an effective and permanently-functioning
system for the strategic management of the development of human resources similar to the system that exists at
national level. This should encompass alongside the regional self-government bodies and relevant departments
at the regional authority also the state government institutions including labour offices, community representatives, Regional Development Agency, business, employer and professional organisations, representatives of
schools at all levels and other educational institutions, important regional businesses and advisory and consulting firms, NGO’s and regional organisations with European scope. The Council for the Development of Human
Resources in the JMK, which consists of representatives of regional local government and social partners should
then – alongside co-ordinating the creative process and implementation of the SDHR in the region - guarantee
the basic framework of social composition and support in the solution of "crisis situations" in the region, which
consists for example of a significant growth in unemployment or a critical shortfall in certain professions in the
regional employment market.
Each measure2 included in the main aims should be gradually developed and time-limited using the capacity of
those institutions and organisations that will be responsible for their implementation once approved.3 Only this
approach will guarantee the implementation of an SDHR in the JMK.
1. Sustainable development is based on the integration of and balance between economic, social and ecological aims. Sustainable
development represents development that fulfils the requirements of the current generation without threatening the opportunities of
future generations (see http://www.nczm.cz).
2. Measures relating to tertiary education are taken from strategic materials available from public, private and state universities in
the SMR and Ministry of Schools, Youth and Physical Education strategic documents.
3. An overview of measures relating to regional education based on the "long-term aims of education and development of the education system in the South Moravian Region". When creating any key activity it is necessary to pay heed to these documents. The features
of each measure are also described therein.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Diagrammatic representation of measures within each priority area
Main strategic aims and recommendations of the SDHR JMK for 2006-2016
Priorities and measures for SDHR for the 2006–2016 period
1. Development of human capital
2. Adaptability and competitiveness
3. Development of an employment
policy
1.1 Lifelong learning for all and its
implementation
1.2 Quality of education within the
regional education system
1.3 Quality assurance, monitoring
and evaluation of education – regional education
1.4 Equal opportunities in education příležitostí ke vzdělávání
1.5 Development of an integrated
advisory systém in education
1.6 Increase in the professionality
and social position of teaching staff
in the regional education system
1.7 Change in education opportunities
1.8 Special-interest education
1.9 University education of the
region‘s population
1.10 Adjustment of the educational
process including the structure
of educational programmes to the
needs of the labour market
1.11 Education and training of children and
young persons (social norms and skills)
1.12 Development and quality of human resources in the public sector
1.13 Human resources in NGOs
1.14 Human resources in the business
sector (further education)
1.15 Devt. of HR with the aim of increasing absorbsion capacity in the region
1.16 Excellence and internationalisation of universities
1.17 Further educatrion of employees and employers
16
2.1 Support for professional mobility
2.2 Support for geographical mobility with reference to the regional
labour market
2.3 Support for economic restructuring
2.4 Support for mobility of research
staff betweeen the private and
public sectors
2.5 Proposed system of additional grants in selected branches in
relation to law no. 72/2000 Coll. on
Investment Incentives
2.6 Devt. of modern information
and communication technology in
the contact between authorities –
business community
2.7 Devt. of a technological basis for
the widening of public access to the
internet
2.8 Training and courses for the
public aimed at the effective use of
the internet and modern means of
communication
2.9 Ongoing analysis of motivational and demotivational factorsin
HR
2.10 Optimisation of the decisionmaking process when investing
finance obtained from EU and state
budgets in the development of HR
2.11 Support for interregional
(cross-border) co-operation
3.1 Increase in the extent and efficiency of active employment policy
measures
3.2 Modernisation and increased
effectivity of public services and
employment
3.3 Improvement of the information
systém for the ongoing monitoring
of development in the regional
labour mkt trhu práce
3.4 Equal employment opportunities
3.5 Removal of unjustified differences in employment structure and
unemployment in each microregion
3.6 Support for social inclusion in
communities
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Priority 1 – Development of human capital
Measure 1.1: Life-long learning for all and its implementation
Features of the Measure:
The Measure is goal-directed in such a way that as per traditional forms of initial education (pre-school, primary, secondary, higher
specialist, university), further education might be developed, which can be aimed at various target groups. This will involve the
simplification of access to education and better application of the population in the labour market (support for social integration
and cohesion). It also aims to make full use of the legislative options available to introduce life-long education, to provide support
for schools in regional education and other organisations that offer applicants the opportunity to profit from distance learning qualifications. and to make use of the opportunities offered by the Ministry of Education, Youth and Sports to introduce further life-long
learning programmes.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
•
•
•
•
•
•
•
•
Support for the creation of a regional information centre for life-long learning.
Use legislative initiatives set up by the region in approving the law on life-long learning.
Support for the development of distance learning at secondary and higher specialist schools.
Support for schools that pool together their potential in order to develop their educational activities, which in their content
overreach the specialisation of those schools.
Creation of conditions for the support of community schools.
Provide support in the life-long learning teaching process for the introduction and use of information technology that will make
distance learning possible.
Creation of conditions for the easier linking of starting-level and further education between institutions that provide each form
of education.
As part of life-long learning, create professional programmes at universities both in co-operation with organisations in the
public and private sectors with the aim of creating programmes "to order", according to requirements.
Strengthen the importance and improve the quality of educational programmes offered by the University of the Third Age as
an expression of the public mission especially in public universities in the JMK
Support the work of the University of the Third Age in the JMK.
Prepare regional regulations pertaining to life-long learning.
Use legislative initiatives set up by the region in approving the law on life-long learning.
Measure 1.2: Quality of education within the regional education system
Features of the Measure:
The Measure is aimed at the support for a provision of an information campaign for the creation of REPs, the support of the
creation of SEPs and communication support during the creation of SEPs. It is a fact that curriculum reform means a more effective
education – more useful for children, pupils and students, and leads to a growth in the level of education of the nation and in
improvement in its economic potential. The aims of curriculum reforms as the main tool in the gradual and long-term influencing of
the education process are set by the long-term aims of the CR; additions to curricular reforms require specialist, financial, material,
promotional and social support; in this respect the region acts as a middleman between the Ministry oof Education, Youth and
Sports (MŠMT) and schools. Its aim is to provide targeted support for curriculum reforms.
Key activities, and groups of activities that make up the Measure:
•
•
Framework and school educational programmes, improvement in the quality of foreign language teaching, improving pupils'
and teachers' basic skills in the field of IT literacy, creation of conditions to improve the quality of education at the second level
of primary school.
Support for and provision of an information campaign for the creation of REPs, the support of the creation of SEPs and communication support during the creation of SEPs.
Measure 1.3: Quality assurance, monitoring and evaluation of education – regional education
Features of the Measure:
The new structure of educational content (REP) brings with it a need also for the creation of a comprehensive system of education
which would monitor the results of education and confront it with the requirements of education users (schools, pupils, parents,
trustees, students, employers, etc.).
Key activities, and groups of activities that make up the Measure:
•
Pupil assessment, pupil's personal portfolio, assessment at key stages of pupils' education, evaluation at school level, evaluation of the educational system and parts thereof, assessment of students, accreditation.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Measure 1.4: Equal opportunities in education
Features of the Measure:
The idea behind this Measure is the assurance of equal opportunities without regard to the type of disadvantage (health, economic, social, ethnic, gender). This is one of the most important expressions of social cohesion in society. Part of this Measure is the
prevention of socially pathological phenomena in schools and the closely-related support for the care of children and young persons in their free time, especially in the area of special-interest education in educational facilities. Care for talented pupils, removal
of social inequalities, multicultural education, support for children with special educational needs – integration, development of
schools for the handicapped and support for university students with special needs.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
Support for exchange of experience between teachers from multicultural schools; develop education in the field of multiculturalism and the application of knowledge gained in practical work, etc.
Education on healthy lifestyle, development and support for social competence, improvement of specific primary prevention,
support for programmes centred on the prevention of violence in schools and school facilities.
Support for proposals for free-time activities.
Institutional provision of an approach to the education of people with specific requirements and people threatened with social
exclusion.
Measure 1.5: Development of an integrated advisory system in education
Features of the Measure:
The Measure aims to rationalise of the network of advisory centres in the JMK, provide support to of new forms of advisory care,
and to provide services related to education and training directly in schools. The main aim of effective advisory care is seen not
only in the specialist work carried out by advisory workers in school facilities (PPP, SPC), but in relation to the essential integration
of pupils with special educational needs and a growth in anti-social phenomena in particular schools, in work with an actual risk
posed by threatened clients, classes of pupils and in considered co-ordinated co-operation with teaching groups from each school.
Key activities, and groups of activities that make up the Measure:
•
Rationalisation of the network of advisory centres in the JMK, support for new forms of advisory care, provision of services
related to education and training directly in schools, the creation and implementation of comprehensive services for pupils
and parents with regard to choice of school.
Measure 1.6: Increase in the professionalism and social position of teaching staff in the regional education system
Features of the Measure
The Measure aims to ensure the provision of the required quality of teaching, and to create better conditions to pursue this career
with the aim of gaining talented and motivated people in the education system. This means co-operation with the MŠMT, training
of teachers to bring in curricular reforms, training of teachers to carry out reforms in ‚maturita' and school-leaving examinations,
heightening the competences of teachers in their pedagogical-psychological work, accessibility of FETS to small schools, support for
FETS management in the region – training for FETS trainers, further education for teachers leading to the fulfilment of priorities set
by government.
Key activities, and groups of activities that make up the Measure:
•
•
Support for the further training of teaching staff with the following priorities:
Subject-based education, preparation for entry of graduates into the labour market, project management, team co-operation,
auto-evaluation of schools, community schools, methods and forms of work centred on active teaching and more effective
education and training.
Measure 1.7: Change in education opportunities
Features of the Measure:
Continuing optimisation in the school network, respecting the demographic development and institutional changes in the region.
Rationalisation and optimisation of range of specialisations offered by secondary schools.
Key activities, and groups of activities that make up the Measure:
•
Support for specialisations with below-average level of graduate unemployment, support for specialisations with a higher graduate demand on the labour market, gravitation towards a homogeneity in the educational range offered by schools, increase
in the level of materially technical and personnel teaching provision, optimisation of number of higher specialist schools and
linking to the bachelor study of subjects at universities in the region.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Measure 1.8: Special-interest education
Features of the Measure:
Filling of free time with special-interest activities with the following aims: formation of young persons' personalities, support for
natural interests, requirements and talents as a form of prevention of negative features that threaten today's young generation.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
Support for free-time activities.
Support for the ongoing and further education of House of Children and Youth
Build a quality network of information centres for young persons in the region.
Monitoring and support for NGO’s providing free-time activities.
Measure 1.9: University education of the region's population
Features of the Measure:
Increasing the capacity of Universities in the region and an improvement of co-operation between universities and second tier
schools in the region. Implementation of the Measure in order to allow the university education of the children of asylum seekers
and persons with specific needs (mentally or physically handicapped), who would not be able to graduate from university without
specific conditions. In 2005 the number of university-educated citizens of the JMK was approximately 15.8% of the total population.
The JMK is therefore placed in second place after Prague (however, it lags well behind the average in the EU "15"). Because the
quality of human potential is otherwise dependent on the number of university-educated persons, it is essential to permanently
increase this proportion in the JMK.
Key activities, and groups of activities that make up the Measure:
•
Communication platform with universities
Measure 1.10: Adjustment of the educational process including the structure of educational
programmes to the needs of the labour market
Features of the Measure:
Increasing the level of information provision between labour offices in the JMK (as the guarantor of regional education) and
between secondary, higher specialist schools and universities in the region about graduates and prospective requirements of the
labour market. Improving the level of education in schools and school facilities on all tiers of the educational system and development of support systems in education in relation to the requirements of the labour market. Support for NGO’s providing educational services aimed at changes to or addition to qualifications, in relation to the requirements of the labour market. In secondary,
higher specialist schools and universities to adjust the student profiles to work experience requirements, making use of the integration of obligatory work experience in study programmes. Create the conditions for the ongoing co-operation between schools and
the business sector and public sector organisations including local government units, using the input of leading specialists in school
lecture and project work.
Key activities, and groups of activities that make up the Measure:
•
•
•
Create a unified system of mutual information provision about educational programmes between educational institutions in
the region (formal schooling, NGO’s and other entities), labour offices and the JMK.
Create a system of mutual information provision between the JMK, secondary, higher specialist schools and universities and
labour offices about the requirements of the labour market.
To prepare in co-operation with professional bodies a unified system for the implementation of obligatory work experience for
university students using the potential of the entrepreneurial sphere in the region and the amicable environment of the local
governmental territorial units (region, IIIrd tier community)
Measure 1.11: Education and training of children and young persons (social norms and skills)
Features of the Measure:
Improve education in primary and secondary schools. Support for extra-curricular activities of children and young persons.
Key activities, and groups of activities that make up the Measure:
•
•
Innovation of educational programmes encompassing social norms and skills.
Development and diversification of children's extra-curricular activities.
Measure 1.12: Development and quality of human resources in the public sector
Features of the Measure:
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
The Measure is aimed at the development and quality of human resources in the public sector. This means the improvement in the
training of officers at local government units, the training of administrative officers in the region and the training of staff in public
sector organisations.
Key activities, and groups of activities that make up the Measure:
•
•
•
Implement training programmes as part of life-long learning using the relevant legislation relating to training in given groups
of individuals.
Widen study programmes in universities, including at bachelor level, for the education of given groups of individuals. In each
case using information technology for the introduction of distance forms of training.
Introduction a system of certification of institutions and educational programmes.
Measure 1.13: Human resources in NGO’s
Features of the Measure:
Improvement in the training of employees and volunteers in NGO’s.
Key activities, and groups of activities that make up the Measure:
•
•
Using existing and introducing new training activities in secondary schools, higher specialisation schools and universities to
improve the level of education in employees and volunteers in NGO’s in the region aimed at the improvement in the quality of
their work and their application in the labour market.
Target the specifics of NGO features based on their remit (charity, social services, ecology, extra-curricular activities of children
and young persons, education in the community, physical education and sport, anti-drug activities, etc.
Measure 1.14: Human resources in the business sector (further education)
Features of the Measure:
This Measure is targeted at the support of specific specialist education with the aim of supporting the development of human resources in the business (market) sector differentiated by size and specialisation of the business and its position in the national economy. The aim is to increase added value of human capital in its separate categories for its employees in business and services, in
industry and production and in agriculture. The Measures are aimed at the development of specialist and professional knowledge,
qualification of employees and dependence on ongoing technological changes by means of the corresponding range of re-training
programmes and training with an emphasis placed on training in the field of information technology, trades and languages.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
•
Training of employees in large businesses and firms.
Training of employees in small and medium-sized businesses.
Training of employees in business and services.
Training of employees in industry and the building sector.
Training of agricultural employees.
Measure 1.15: Development of human resources with the aim of increasing absorpsion capacity in the region
Features of the Measure:
Provide support for educational and training activities for interested parties in the public sector, not-for-profit sector and the entrepreneurial sector, which helps the widest possible range of citizens to obtain knowledge and skills, permitting the processing of
projects for drawing on EU funds.
Key activities, and groups of activities that make up the Measure:
•
•
•
Basic introduction to the opportunities for drawing upon EU funds and the methodology for project formulation.
Outline training for project managers.
Specific training for project assessment.
Measure 1.16: Excellence and internationalisation of universities
Features of the Measure:
The purpose of this Measure is to create a European centre for education and research in the region using the existing structure
of universities, their pedagogical and scientific research base, with the aim of permanently improving the quality of its human
potential thereby increasing its competitiveness. Support co-operation between the region and universities. The development of the
infrastructure of support organisations will allow a high quality to be obtained in all areas of universities, teaching and support
activities (excellence).
Key activities, and groups of activities that make up the Measure:
20
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
•
•
•
•
Co-operation with all types of university in the region, i.e. public, state and private, with the aim of setting up a partner for
holding discussions with the JMK on the region's strategic aims.
Support for all forms of mobility for students and teachers and international co-operation in science and research.
Linking universities and the JMK in order to increase the competitiveness of the region by building joint technological and innovation centres (Jihomoravské inovační centrum – JIC (South Moravian Innovation Centre), Centre for Technology Transfer).
Support for the activities of the South Moravian centre for the mobility of students and teachers.
Measure 1.17: Further education of employees and employers
Features of the Measure:
This Measure is aimed at increasing the competitiveness of firms on the global market, especially on the EU market, by strengthening their adaptability under constantly changing technological, business and legal conditions. This means the development of
human resources in businesses by means of ongoing development and maintenance of a level of employee and employer qualification that corresponds to the latest knowledge in the field of management, technology and legislation both on a national and EU
level and also with regard to the protection of the environment.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
•
•
Support for the processing of plans for the development of human resources in businesses.
Systematic monitoring of the development of management, technology, legislation and problems regarding the protection of
the environment.
Monitoring of the requirements of businesses in the field of further education of employees and employers.
Training activities in businesses and at chambers of commerce.
Advice provision in the field of human resource development in businesses.
Use and support of international co-operation within the EU in the field of human resources development for businesses.
Priority 2 – Adaptability and competitiveness
Within this priority field, these measures will significantly contribute to the increase in adaptability of employees,
employers and businesspersons in the face of changes in economic and technological conditions and will provide
support to their competitiveness. These Measures are aimed specifically at the support of professional mobility in
relation to the regional labour market, the support of economic restructuring in the region, the support of mobility and relocation of research personnel between the public and private sectors.
In this respect the IT and computer literacy of the population is of utmost importance. This requires the strengthening of the technological base in order to widen access for the population to the internet, the development of
modern information and communication technology for communication between the authorities and businesses
and businesses and the authorities. To this end training courses for the public aimed at the effective exploitation
of the internet and modern means of communication. The permanent analysis of motivational and non-motivational factors in the development of human resources is closely linked to this problem, and should serve to remove
administrative, financial and psychological barriers.
Of no less importance is the addition of grants in selected branches in relation to the law on investment incentives, and the optimisation of the decision-making process when investing finance obtained from structural funds
and programmes written up by departments and state funds in the field of "human resources".
Measure 2.1: Support for professional mobility
Features of the Measure:
Support for professional mobility by means of increasing the competitiveness of employees and employers, through developing
specialist knowledge and skills, including conditional recognition of qualifications gained in work experience, through the widening
of the range of short-term training programmes on offer and by introducing a knowledge certificate system.
Key activities, and groups of activities that make up the Measure:
•
•
•
Selection of potential areas of educational, institutional and personnel provision.
Selection of professions suitable for the standardisation of certificates and institutional provisions.
Establishment of an association of training facilities centred on human resources in the industrial sector, general and professional chambers and the labour office.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Measure 2.2: Support for geographical mobility with reference to the regional labour market
Features of the Measure:
Increase the geographical mobility of the economically active population in the region with regard to the situation in local labour
markets and thereby de facto helping to reduce the level of unemployment in problem areas of the region. Complete an integrated
transport system in the JMK and simplify travelling to work through the provision of more public transport links. Make efforts to
improve the housing market and to create conditions for an increase in residential development in areas showing growth in new
workplaces.
Key activities, and groups of activities that make up the Measure:
•
•
Co-ordination of timetables ensuring an optimal operation of the transfer system.
Increase the number of users of public transport and their adaptability to this type of transport to work. Limiting private transport to work in the interest of improving the environment.
Optimising the use of tools and schemes to support the construction of housing in areas with a sufficient supply of work
places.
•
Measure 2.3: Support for economic restructuring
Features of the Measure:
Support for the entrepreneurial environment in order that it may be suitable for the development of small and medium-sized
businesses and the establishment of new businesses by means of the provision of information and advisory services. Support for
education and specialist preparation in the field of entrepreneurial and management skills with the aim of increasing the competitiveness of companies with an emphasis on their position in the EU single internal market.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
•
Methodological and information support in the creation of business plans.
Support for the work of the Regional Chamber of Commerce.
Carrying out of analysis of the educational needs of employees in the JMK, especially those of starting businesses.
Creation of a regional internet portal aimed at business-making in the JMK.
Create an integrated information site.
Measure 2.4: Support for mobility of research staff between the private and public sectors
Features of the Measure:
Increase and strengthen the mobility of scientific research staff, which would allow them to recognise real needs and problems and
which would also make it easier for them to use the results of basic and applied research in market practise. Training of scientific
research staff in the field of economics, management and the law, with the aim of gaining knowledge in the area of basic business,
the option to gain information about the markets and competition, teambuilding and the protection of intellectual property. Support for the establishment of new knowledge-based businesses by scientific research staff (‚spin-off firms').
Key activities, and groups of activities that make up the Measure:
•
Advice in the field of programmes for the support of business (especially programmes aimed at the establishment of companies).
Make part-time work and motivation of scientific research workers and workplaces advantageous in favour of this type of
employment relationship.
Motivate the participation of scientific research workers in EU framework programme projects, which provide support for cooperation between the research and the business spheres and help in creating contacts.
Provide support for the International Mayo centre for clinical research.
•
•
•
Measure 2.5: Proposed system of additional grants in relation to Act No. 72/2000 Coll. on Investment Incentives
Features of the Measure:
Develop progressive branches and departments with the help of targeted grants, support the creation of a network of innovative
firms including the development of clusters.
Key activities, and groups of activities that make up the Measure:
•
1.
2.
3.
Increase public expenditure on science and research aimed at applied industrial research system of additional grants centred
on:
various forms of training activities and re-training
implementation of scientific and developmental activities particularly in innovative SMEs
provision of new technological and manufacturing facilities
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Measure 2.6: Development of modern information and communication technology
in the contact between the authorities and the business community
Features of the Measure:
Introduction or widening of technical media and acquisition of software allowing the portage of a significant range of agendas
and administrative operations related to business carried out using electronic means of communication. Support will be given to all
projects that will lead to the rationalisation between the authorities and the business community.
Key activities, and groups of activities that make up the Measure:
•
•
Provision of technical media and software allowing on-line communication with the authorities and software allowing on-line
communication with the authorities and the transaction of business agendas electronically.
Education and training of staff on the acquisition of methods and the mastering of electronic communication techniques and
the transaction of agendas.
2.7: Development of a technological basis for the widening of public access to the internet
Features of the Measure:
A significant widening of the places from where the public and businesses in the JMK will have access to the internet. Construction
of new internet stations and widening or provision of access to places where the basis technical media already exist, e.g. libraries,
information centres, schools, local authorities, labour offices (EURES).
Key activities, and groups of activities that make up the Measure:
•
•
Construction of new stations for access to the internet where there is a considerable deficit of such places in the JMK.
Widening and modernisation of existing stations allowing pubic access to the internet.
Measure 2.8: Training and courses for the public aimed at the effective exploitation
of the internet and modern means of communication
Features of the Measure:
Provide the public with the option to gain basic knowledge and skills necessary for using the internet and media for on-line communication with the authorities.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
•
Processing of case studies aimed at the synthesis of knowledge gained so far in each area.
Basic training for work with the internet.
Basic training for the electronic transaction of agendas.
Permanent training of the public in the rational use of modern information and communication technology.
Building or innovation of multi-functional regional and local information and training centres.
Measure 2.9: Ongoing analysis of motivating and demotivating factors in the development of human resources
Features of the Measure:
Ongoing gaining of knowledge of the reaction of the public in the region to certain legislative measures, decrees and regulations
influencing decision-making in human resources when applied to the labour market. Improvement in the system of obtaining and
evaluation of information from job applicants. Extending the work of the Council for Economic and Social Agreement with regard
to the systematic obtaining of information from the entrepreneurial sphere and unions, their acceptation and optimisation in the
Council's decision-making processes.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
•
Monitoring of persons registered at the labour office.
Evaluation of information regarding barriers to the integration of human resources in employer relations obtained from the
business sector and the unions.
Optimisation of the system of co-operation between the labour offices ad professional organisations and local government.
Creation of an information system for parents and persons influencing choice of career.
Create a network of diagnostic, informational and advisory system for the support of choice of school and choice of career.
Measure 2.10: Optimisation of the decision-making process when investing finance obtained
from EU and state budgets in the development of human resources
Features of the Measure:
Optimise the system of project creation in the field of human resources, thereby obtaining the maximum effect from finance invested in the development of human resources.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Key activities, and groups of activities that make up the Measure:
•
•
Create a system for the generation of high-quality projects that correspond to the requirements of the labour market.
Support the implementation of clusters4 in the v BCEA relevant for the development of human resources in the JMK.
4
Measure 2.11: Support for interregional (cross-border) co-operation
Features of the Measure:
Support for cross-border co-operation between adjacent areas which should not be placed at a disadvantage by their position
within the region and within their state borders and isolation from their natural partners on the other side of any border. The generation of a correspondent institutional and infrastructural framework for the optimum functioning of interregional co-operation in
border areas. Provide help to each micro-region in the JMK in activities leading to the creation of diversified forms of international
co-operation (e.g. partnership agreements). Support activities optimising the use of European funds for the development of interregional co-operation. Initiate interregional projects leading to the increased competitiveness of business entities in the CR.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
Correspondent training of staff in regional development centres.
Provision of wider support when formulating inter-regional co-operation, especially in the new infrastructural and institutional
elements whist using various grants (European Union co-operation).
Creation of conditions for increasing work with the wider public in a neighbouring region.
Redefinition of co-operation in the Weinviertel- Pomoraví-Záhorie is support for the CENTROPE project.
Priority 3 – Development of an employment policy
A labour market policy measure will significantly contribute to the strengthening and development of human
capital and must therefore necessarily form an integral part of a strategy for the development of human resources. This Measure is aimed mainly at persons who for various reasons have lost, on a short or a long term basis,
contact with the labour market (unemployment or job-seekers). It is becoming more common in EU countries
to show attempts to use this Measure both in the activation and the prevention of unemployment. This Measure
and other means are being used more commonly to support employed persons who are at greater or lesser risk of
unemployment. More consequent support (most commonly in the form of advisory and information activities, or
financial subsidy) is also directed at employers, who can allow their employees to strengthen and develop their
work potential.
Although the provision and implementation of such Measures in the CR is to a great degree in the competence of
state institutions (i.e. labour offices, Ministry of Employment and Social Affairs), it appears that in the JMK this
process can play an important and active role in several respects:
•
•
•
especially in relation to mutual provision of information and co-operation between state administration
entities and the private sector, which can lead to a better targeting for the employment policy Measure at a
regional level
it can also contribute to the provision/intermediation of alternative sources of finance for projects and institutions working in the field of labour market policy (e.g. by means of EU grants), thereby helping to widen
the range of activities in the field of work with the unemployed and people in the region who are threatened
with unemployment
an unequivocal determining factor is also the position of the region as the creator of the master planning
strategy for the development of the region, an integral part of which includes the determination of the direction and character of the economic development in the region linked to the development of employment and
human resource development
4. A cluster is a collection of regionally conjoined companies (businesspersons) and associated institutes and organisations – especially the tertiary education institutions (universities, further education colleges) and research institutes – their links have the potential to
strengthen and inrease their competitiveness.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Measure 3.1: Increase in the extent and efficiency of active employment policy measures
Features of the Measure:
The Measure is aimed especially at the provision of the rapid integration of the unemployed in the labour market and the avoidance of unemployment for people threatened with unemployment. Of particular importance is the goal-directed support for individuals and groups that are disadvantaged in the labour market (school leavers and young persons, handicapped citizens, people
over the age of 50 years, unqualified persons or with few qualifications, women returning from maternity leave, people with small
children, long-term unemployed, members of ethnic minorities). The basic condition for the effectiveness of the active employment
policy Measure is the timely, quality and goal-directed intervention and inclusion of all relevant parties on a regional level.
Key activities, and groups of activities that make up the Measure:
•
•
Support for the unemployed and persons threatened with unemployment (especially disadvantaged groups) in active employment policy programmes and increasing the range of measures with regard to the situation in the region and each microregion, an emphasis on motivational, information and advisory activities with a preventive character.
Targeted support for state, non-state and private institutions operating in the field of the labour market (advice, information),
support for the diversification of economic resources in the financing of employment development programmes.
Measure: 3.2 Modernisation and increased effectiveness of public employment services
Features of the Measure:
Increase in the effectiveness of the existing services and strengthening co-operation with public administration institutions,
employers, professional associations, educational organisations and NGO’s; increasing the personnel capacity in public employment services and their training and an increase in the effectiveness of using SB and EU economic resources in the training of
public service staff with regard to the priorities stemming from the EES. Public employment services must ensure high-quality and
timely help to the unemployed, those threatened with unemployment and job applicants. The basic premise is to aim at the increase in individual skills and provide a wider range of services that can best support their re-integration into the labour market. This
Measure is centred on the quality and extent of services provided as part of the work of the labour office and on co-operation with
other institutions operating in the labour market (especially service ‚providers').
Key activities, and groups of activities that make up the Measure:
•
•
•
Information and advisory activities aimed at the greater co-operation between employment services and other state administration and local government institutions, professional organisation, NGO’s, etc.
Acquisition of high-quality staff, their theoretical and practical preparation, extra training
Implementation of "tailor-made programmes", work with marginalised groups, individual proactive approach.
Measure 3.3: Improvement of the information system for the ongoing monitoring
of development in the regional labour market
Features of the Measure:
The Measure is aimed at the development of a central information system for public employment services including analysis, prediction and monitoring of labour market developments. The introduction and widening of the monitoring system and evaluation of
public programmes (gaining of measurable outputs) will contribute to the ongoing higher-quality evaluation of the situation in the
regional labour market and the increase in effectiveness of these programmes and measures.
Key activities, and groups of activities that make up the Measure:
•
Creation of a system allowing the regular evaluation of the situation in the regional labour market, completion of databases,
regular monitoring and evaluation of the implementation and effect of active employment policy programmes, presentation
of selected data and information.
Measure 3.4: Equal opportunities in the labour market
Features of the Measure:
The Measure is aimed at the removal of prevailing inequalities between men and women in the labour market and the introduction
of equal opportunity principles for men and women in practice. Support for this Measure directed towards the harmonisation of
family and working life. The measure also supports a non-discriminatory approach to members of ethnic and national minorities,
immigrants and foreign workers.
Key activities, and groups of activities that make up the Measure:
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
•
•
•
•
Goal-directed increase in public consciousness of discrimination again women in the labour market and options for combating
it, regular monitoring and evaluation of the effectiveness of the system adopted to protect people against discrimination on
the basis of gender, and the introduction of gender mainstreaming.
Support for new forms of employment and the creation of conditions for the maximum participation of women in the labour
market, support for social services in the field of childcare and care of the elderly or ill family members.
Support for activities allowing the smoother integration of ethnic and national minorities, immigrants and foreign workers in
the labour market, training, etc.
Support for the increased knowledge of the JMK population about the functioning of ethnic and national minorities, immigrants and foreign workers in the region.
Measure 3.5: Removal of unjustified differences in employment structure and unemployment in each microregion
Features of the Measure:
Opatření je zaměřeno na odstraňování neopodstatněných rozdílů ve struktuře zaměstnanosti a nezaměstnanosti v některých
regionech Jihomoravského kraje. Jeho cílem je snižování, případně redistribuce nezaměstnanosti mezi různými skupinami obyvatel
a cílená podpora hospodářského rozvoje některých lokalit.
Key activities, and groups of activities that make up the Measure:
•
•
•
Implementation of active employment policy programmes (training and education, job creation, information and advisory
work), an emphasis on the participation of persons from disadvantaged sections of the labour market.
Targeted support for employers (support for start-up businesses, motivation for employers to employ members of disadvantaged groups).
Support for educational and training programmes for private and Not-for-profit organisations, support for EU projects.
Measure 3.6: Support for social inclusion in communities
Features of the Measure:
The Measure will be implemented through activities in the field of employment and social services. Its aim is to provide support for
specific groups in the region's population in the labour market and in society. In the field of employment it is necessary to centre
on persons who have been excluded from the labour market on a long-term basis (see disadvantaged groups in the labour market)
with the aim of aiding their return to normal working and social activities. In the field of social services it is necessary to aim attention particularly towards the actual social service providers, i.e. their necessary qualifications and capacity, and to solve problems
associated with socially excluded groups.
Key activities, and groups of activities that make up the Measure:
•
•
•
Implementation and development of specific inclusive Measures and provision of support for the creation of new work places
for the long-term unemployed and for persons threatened with social exclusion (programmes for education, training and
employment of the long-term unemployed and persons threatened with social exclusion, advice, motivation for employers to
employ long-term unemployed and persons threatened with social exclusion).
Education and training activities aimed at ensuring high-quality and accessible social services, life-long learning programmes
for social service providers.
Strengthening of the personnel capacity in entities concerned with social inclusion programmes, increasing the range, accessibility and quality of social services provided, introduction of quality standards for social services, creation of partnerships
between the not-for-profit sector, state administration institutions and local government and the private sector.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
5.
SHORT-TERM IMPLEMENTATION PLAN 2006 – 2008
The short-term implementation plan for the SDHR in the JMK includes a collection of concrete Measures that
will fulfil three main priority areas in the field of Human Resources Development for 2006-2008. Overall it can
be stated that this is a collection of diverse Measures that are made transparent using a tabular format. All parties
involved (e.g. JMK, Chambers of Commerce, NGO’s) will therefore be able to use this material immediately for
their every-day activities.
Overall this collection of priorities covers five main recommendations, which will hereby become a certain type of
horizontal theme for this Short-term Implementation Plan:
•
•
•
•
•
•
Attempt to use in a flexible manner the resources and advantages of the South Moravian Regional economy
and to support for all sides an increase in the "flexibility" of capital, technology and human resources themselves, provide support for innovation and adapt the existing business, marketing and financial strategies to
the new opportunities and changes in the entrepreneurial environment. The main aim should be to increase
the number of work places.
Introduce measures such that the range of activities related to preparation for employment reacts flexibly to
the changing criteria and growing demands on the total employability of the workforce. In addition to define
and formulate a system of "further education", which must become an important tool for the maintenance
and recovery of employability.
This "new approach to education" to be introduced with an emphasis on life-long learning. Adapt the existing systems in place in the region to the labour market under ‚information society' conditions and provide
support to investment in the integration of information and communications technology and in education.
Much more than previously to attempt to increase attention to "top talent", which in the South Moravian Region make up approximately 2 – 3% of the total, i.e. 20 – 30 000 persons. Adapt the existing education system
in the region and suitable allocation mechanisms.
Introduce basic adaptability Measures, for example geographical mobility linked to the regional labour market, economic restructuring and support for the mobility of research workers between the public and private
sectors.
As part of the Regional Authority structure to create new departments for the development of human resources.
The use of a short-term implementation plan in the form of each Measure is also heightened by the use of a
project reservoir for actual feasible projects within each Measure. These projects were selected from the existing
reservoir, which was provided by the project submitter. In each of these cases, in which the total costs for each
project are laid out, it is most clear into which areas each measure has been targeted. The comprehensive ShortTerm Implementation Plan therefore lends the JMK the option in the short term to fully develop the potential of
the human capital in the region.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Diagrammatic depiction of each Measure within each
priority area of the Short-Term Implementation Plan for 2006-2008
Priorities and measures for the SDHR for the 2006–2008 period
1. Development of human capital
2. Adaptability and competitiveness
schopnost
3. Development of an employment
policy
2.1 Support for professional mobilioty
3.1 Increase in the range and effectivity of active employment policy
measures
1.1 Life-long learning for all and its
implementation
1.2 Quality of education within the
regional education system
1.3 Quality assurance, monitoring
and evaluation of education – regional education system
1.4 Development of an integrated
advisory systém in education
1.5 Special interest education
2.2 Support for mobility of research
workers between the public and
private sectors
2.3 Training and courses for the
public aimed at the effective use of
the internet and modern means of
communication
3.2 Modernisation and increase in
effectiveness of public employment
services
3.3 Improvement in the information
systém for the ongoing monitoring
of developments on the regional
labour market
3.4 Equal opportunities for men and
women on the labour market
1.6 Devt and quality of human
resources in the public sector
1.7 Human resources in the business sector (further education)
1.8 Devt. of HR with the aim of
reaching absorption capacity in the
region
1.9 Excellence and internationalisation of universities
1.10 Further education of
employers and employees
1.11 Generation of a system of
external communication in the HR
secment in the SMR
28
3.5 Removal of unjustified differences in employment structure and
unemployment in each microregion
3.6 Support for social inclusion in
the community
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Priority 1 – Development of human capital
Measure 1.1: Life-long learning for all and its implementation
Aim of the Measure:
The Aim of this Measure is the simplification of access to education and better application of the population in the labour market
(support for social integration and cohesion)..
Features of the Measure:
Prepare regional regulations pertaining to life-long learning. Use legislative initiatives set forth the region in approving the law on
life-long learning. Support for the creation of a regional information centre for life-long learning.
Key activities, and groups of activities that make up the Measure
•
•
•
Prepare regional regulations pertaining to life-long learning.
Use legislative initiatives set forth the region in approving the law on life-long learning.
Creation of a regional information centre for life-long learning.
Target groups:
•
Population of JMK aged 25-64 years.
Measure 1.2: Quality of education within the regional education system
Aim of the Measure:
Curricular reform is a priority, and it should increase quality, effectiveness and innovation in education at all levels. In this respect
the region acts as a middleman between the MŠMT and the schools. Its task is the specific support of curricular reforms.
Features of the Measure:
Support and provision of an information campaign for the creation of a REP, support for the formation of SEPs and communication
support in the creation of a SVP
Key activities, and groups of activities that make up the Measure
•
Implementation of an information campaign for the creation of a REP and support for the creation of a SVP.
Target groups:
•
Regional schools
Measure 1.3: Quality assurance, monitoring and evaluation of education – regional educational system
Aim of the Measure:
Creation of a comprehensive system of education evaluation, which would monitor the results of the education system and confront
it with the requirements of education system end users.
Features of the Measure:
Creation of a comprehensive system of education evaluation , which would monitor the results.
Key activities, and groups of activities that make up the Measure
•
Comprehensive system of education system evaluation.
Target groups:
•
Pupils, entities operating in the regional education system, universities.
Measure 1.4: Development of an integrated advisory service in education
Aim of the Measure:
Provision of specialist work carried out by advisory staff in school advisory facilities.
Features of the Measure:
Rationalisation of the network of advisory centres in the JMK, support for new forms of advice work, provision of services related to
training and education directly in schools
Key activities, and groups of activities that make up the Measure
•
•
Creation of a network of advisory centres in the JMK.
Provision of advisory centres in individual schools.
Target groups:
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
•
Population of JMK aged 25 – 64 years.
Measure 1.5: Special interest education
Aim of the Measure:
Filling of free time with special interest activities centred on various areas: personality formation for young people, support for
natural interests, requirements and talent as a prevention of negative phenomena threatening today's young generation.
Features of the Measure:
Communication, information and grant support for free-time activities.
Key activities, and groups of activities that make up the Measure:
•
•
Creation of a quality network of information centres for young people in the region.
Research in the field of free time activity provision provided by not-for profit organisations
Target groups:
•
Children and young persons, staff at individual institutions (especially NGO’s).
Measure 1.6: Development and quality of human resources in the public sector
Aim of the Measure:
Development and quality of human resources in the public sector, i.e. in state administration institutions and in all organisational
branches of the public sector.
Features of the Measure:
Improvement of the quality of the training of officers in local government units, improvement in the quality of training of staff in the
public sector.
Key activities, and groups of activities that make up the Measure:
•
•
•
Accreditation for new training programmes as part of life-long learning for local government officers.
Widen the study programmes of universities to include appropriate distance learning that can be offered to administration
officers in the region.
Introduction of a certification system for institutions and training programmes in the JMK.
Target groups:
•
Local government officers, state administration officers, staff in public sector organisations (as well as the public sector, also
the justice sector, the police, army, education, social services, culture, etc.).
Opatření 1.7: Lidské zdroje v podnikatelském sektoru (další vzdělávání)
Aim of the Measure:
Support the further education of craftspersons through co-operation between businesses and schools.
Features of the Measure:
Educational activities in schools, businesses and chamber of commerce premises.
Key activities, and groups of activities that make up the Measure:
•
Develop the education of craftspersons by means of chambers of commerce.
Target groups:
•
Craftspersons, self-employed craft professional and future craftspersons.
Measure 1.8: Development of human resources with the aim of increasing the absorption capacity of the region
Aim of the Measure:
The aim is to increase the absorption capacity of the region (to NUTS II level) and also the administrative microregions for the new
2007–2013 period with the aim of fully exploiting the opportunities laid out in the 2007-2013 National Development Plan and other
strategic documents.
Features of the Measure:
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Support for the activities of information centres and other interested parties (Chambers of commerce, RDA etc.) in the preparation
process of projects that make use of public finance.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
Prepare a methodology for interested parties in the preparation process of projects that make use of public finance in the
region - Guidelines.
Support for the ongoing training of information centre staff in all administrative units in the region.
Support for communication between staff taking part in the preparation and implementation of projects with the relevant
managing bodies of each programme (Ministry for Local Development, Ministry of Employment and Social Affairs, etc.).
Provide information and ensure sufficient training on the new programmes in the 2007–2013 period (ROP etc.)
Target groups:
•
Information centre staff, NGO staff, business entities, entities interested in the opportunities to make use of public finances in
the 2007-2013 period.
Measure 1.9: Excellence and internationalisation of universities
Aim of the Measure:
To create in the region a European-standard centre of education and research using the existing structure of universities, their
teaching and scientific research potential with the aim of constantly improving human potential and thereby also increasing its
competitiveness.
Features of the Measure:
Deepening of co-operation between all universities in the region and the JMK with the aim of increasing the quality of the human
potential in the region.
Support the activities that already exist and to play a role in the creation of new joint institutional activities in universities and the
JMK (BCES, JIC, South Moravian centre for the international mobility of university teachers and students, Centre for technology
transfer, etc.). By using analysis of the long-term aims of universities, to initiate proposals for co-operation in their short-term specifications and updates for the support of strategic activities in order to increase the competitiveness of the region.
Key activities, and groups of activities that make up the Measure:
•
•
•
Support the communication environment in all universities in the region, i.e. public, private and state universities.
To debate in the regional council the status of co-operation between the region and universities in existent joint scientific
research and educational institutions and activities that will depend on the creation of new institutions with such a character.
Use the analysis of existent long-term aims of all universities in the region with the aim of implementing short-term joint Measures in order to achieve an increase in the quality of the human potential in the region and an improvement in the cohesion
between the strategic aims of regional secondary education managed by the region and the strategic aims of universities.
Target groups:
•
Representatives of the region and the Brno City Hall, universities in the region, existing joint R+D and educational organisations, offices of the Czech Academy of Sciences, EU institutions influencing R+D and training activities, MŠMT.
Measure 1.10: Further education of employers and employees
Aim of the Measure:
Increase in the competitiveness of companies on the global market and especially on the EU market by strengthening their adaptability under constantly changing technological, business and legal conditions.
Features of the Measure:
Over the next period there will be further liberalisation in the EU markets, and increasing pressure from rapidly expanding economies such as China, Korea , India and the so-far unknown quality of the Russian market. A general feature will be an increase in
competition and therefore pressure on the technical level of products, prices, speed and flexibility of delivery and services. It will
only be possible to come to terms with such trends by increasing the knowledge potential of companies in all areas of their activities, which will be defined by quality, acceptance of the current situation and the speed of provision of knowledge and information,
being able to react both to instant changes and to trends.
Key activities, and groups of activities that make up the Measure:
•
•
Training programme aimed at monitoring instant changes in the business environment by means of seminars on current technological, business and legal themes.
Training programme aimed at the support of the strategic management of companies and innovation.
Target groups:
•
JMK population aged 25-64 years.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Measure 1.11: Generation of a system of internal communication in the human resources segment in the JMK
Aim of the Measure:
The aim of the Measure is to strengthen active communication between interested parties at regional, national and super-national
level, in order to ensure a co-ordinated approach in the JMK in the field of human resources development. The creation of a regularly functioning discussion forum with important partners (especially neighbouring regions and central state administration organs)
in order to effectively play a role in the process of writing up strategic documents, especially at EU level (mentioning of proposals at
Council of Ministers working parties, etc.).
Features of the Measure:
The Measure is aimed at the implementation of a multi-functional communication framework, which would for the South Moravian
Region ensure a continual reception and reflection in the field of human resources on the part of the relevant interested parties
(stakeholders). Its aim is to allow the JMK to react to the latest trends in the field of human resource development and increase
the effectiveness of communication between all partner entities. A secondary aim is the creation of a discussion framework, which
would allow the JMK, thanks to co-ordination with its partners, and intervention in the process of writing up strategic documentation at EU and CR level.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
•
Creation of co-ordination sites between the JMK, Brussels and Strasbourg, which would be able to effectively communicate
with leading EU bodies and ensure a reflex to the newest pieces of knowledge and to reciprocally debate the relevant documents while they are in the process of being written up.
Implementation of a regular communication system with the state-wide Council for the development of human resources in
the CR, where co-operation on the writing up of national documents for the field of human resources development will be
effectively provided.
Implementation of a communication framework with the National Education Fund, in order to attain the maximum possible
level of co-operation between this institution and the JMK in the field of the implementation of the principle of sustainable
development of human resources.
The introduction of a permanent system of communication with regions in the CR, especially the neighbouring regions (e.g.
Vysočina, Zlín region), on the basis of regular consultation on the options for the implementation of projects in the field of
human resources development.
Creation of a communications nexus on the basis of regular meetings with neighbouring regions in the bordering countries
(e.g. Lower Austria, Trenčin region), in order to enable co-operation on interregional projects in the field of human resources
development and to ensure an effective level of co-ordination and exchange of experience in the field of human resource development with regard to third party entities (EU bodies, etc.)
Target groups:
•
Relevant organs for the field of human resources development in the JMK (RDA, Chambers of Commerce, etc.), project partners (NGO’s, etc.), CDHR .
Priority 2 – Adaptability and competitiveness
Measure 2.1: Support for professional mobility
Aim of the Measure:
The aim of the Measure is to increase the adaptability of employers and employees to changes in the economic environment by
supporting professional mobility.
Features of the Measure:
Support for professional mobility by increasing the competitiveness of employers and employees in the form of the development
of specialist knowledge and skills, including conditional recognition of qualifications obtained in work experience by widening the
range of short-term training programmes on offer and by introducing a skills certificate.
Key activities, and groups of activities that make up the Measure:
•
•
•
Selection of a covering institution.
Selection of professions suitable for standardised certification.
Selection of co-operating institutions.
Target groups:
•
Population of the JMK aged 30-55.
Measure 2.2: Support for the mobility of research staff between the public and private sectors
Aim of the Measure:
The aim of the Measure is to increase and strengthen the mobility of scientific research workers, which will allow them to recognise
the real needs and problems and which will also allow them to use the results of basic and applied research in the labour market.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Features of the Measure:
Support for the establishment of new knowledge-based businesses by scientific research workers (spin-off firms). Support for the
greater application of part-time work for staff – i.e. part-time in the academic or research sphere and also part-time in the business
sphere.
Key activities, and groups of activities that make up the Measure:
•
•
Formulation of a pilot project.
Formulation of case studies.
Target groups:
•
Science and research staff.
Measure 2.3: Training and courses for the public aimed at the effective use
of the internet and modern means of communication.
Aim of the Measure:
The aim of the Measure is to support education and training activities for the public and for entrepreneurs allowing them to use the
internet and electronic contact with the authorities and the execution of specialist agendas.
Features of the Measure:
Provide the public with the opportunity to obtain basic knowledge and skills necessary to be able to use the internet and devices for
on-line communication with the authorities.
Key activities, and groups of activities that make up the Measure:
•
•
Formulation of case studies aimed at the synthesis of knowledge previously obtained in each field
The building or innovation of multi-functional regional and local information centres.
Target groups:
•
Selected age and social groups aged 30+
Priority 3 – Development of an employment policy
Measure 3.1: Increase in the range and effectiveness of active employment policy Measures
Aim of the Measure:
The aim of the Measure is to particularly ensure the involvement of the unemployed in the Labour market and to avoid unemployment for people who are threatened with unemployment. Goal-directed support for individuals and groups who are disadvantaged
in the labour market (school graduates and young persons, handicapped persons, people over the age of 50 years, those without
qualifications or with a low level of qualification, women returning from maternity leave, people with small children, the long-term
unemployed, members of ethnic minorities, immigrants and foreign workers). The basic pre-requisite for the effectiveness of the
active employment policy is the timely, high-quality and goal-directed intervention and the linking between all parties concerned on
a regional level.
Features of the Measure:
Widening the range and overall strengthening of active employment Measures when employing job applicants. Increasing the
targeting of the active employment Measure to include persons who are disadvantaged in the labour market and support for their
inclusion in the labour market. Increasing the quality of active Measures, with an emphasis placed on prevention. Inclusion of all
parties involved in the provision and implementation of active Measures at a regional level.
Key activities, and groups of activities that make up the Measure:
•
•
•
•
Increasing the effectiveness of the labour market policy with regard to the situation in the JMK microregions (creation of
new programmes, inclusion of employers, etc.), support for the participation of the unemployed and persons threatened with
unemployment in active labour market policy programmes (informing the public on the requirement for Measures, activate
then unemployed, etc.).
Creation and widening of programmes that are designed to prevent long-term unemployment, improve the effectiveness of
programmes (motivational, information and advisory activities, individual approach, activation of the unemployed, etc.).
Increase the range and quality of measures for specific groups on the labour market (creation and implementation of "tailormade' programmes"5, support for employers etc.).
Targeted support for institutions operating in the labour market (advice, information and further education activities, financial
support, etc.).
Target groups:
•
Unemployed, job seekers, persons threatened with unemployment, employers, not-for-profit organisations, unions.
5
5. Participation in "tailor-made" programmes is derived from the actual features of the target group and also from the possibility
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Measure 3.2: Modernisation and increase in the effectiveness of public employment services
Aim of the Measure:
The aim of the Measure is to ensure quality and timely help for the unemployed, those threatened with unemployment and job
seekers from public employment services. The basic premise is a concentration on increasing skills of individuals and providing a
wider range of services that can best support reintegration in the labour market. This Measure is focussed on the quality and range
of services provided by the labour offices and co-operation with other institutions operation in the field of the labour market (especially service ‚providers').
Features of the Measure:
Increasing the effectiveness of existing services and strengthening co-operation with public administration institutions, employers,
professional associations, educational and not-for-profit organisations. Increasing the personnel capacities of public employment
services and their training. Increasing the effectiveness of the use of SB and EU economic resources in the training of public
employment service staff with regard to the tasks stemming for them from EEC priorities.
Key activities, and groups of activities that make up the Measure:
•
•
•
Coordination of the co-operation between employment services (information and advice activities, employment agencies) with
state administration and local government institutions, employers, professional organisations, educational and not-for-profit
organisations.
Support for the qualification and professional training of employees at employment services, gaining qualified personnel, their
continuous theoretical and practical preparation, extra training.
Implementation of "made-to-measure programmes", work with marginalised groups, an individual pro-active approach (as a
working method for employees providing or supporting the provision of employment services).
Target groups:
•
Staff at public employment services, institutions operating in the labour market (training organisations, advisory and mediation organisations, etc.)
Measure 3.3: Improvement of the information system for the continuous monitoring
of developments in the regional labour market
Aim of the Measure:
The aim of the measure is to develop the managing information system for public employment services including analysis, prediction and monitoring of developments on the labour market. The introduction and widening of a system of monitoring and assessing
public programmes (obtaining measurable and assessable results) will contribute to the continuous high-quality evaluation of the
situation in the regional labour market and the increased effectiveness of these programmes and Measures.
Features of the Measure:
Intensification of the system of regular monitoring of the situation in the regional labour market. Regular evaluation pf the effectiveness of active employment policy.
Key activities, and groups of activities that make up the Measure:
•
•
•
Improvement of the information system for the regular evaluation of the system in the regional employment market.
Regular monitoring of the situation in the regional labour market (database completion, evaluation of the implementation and
effect of active labour market policy programmes, presentation of selected data and information).
Creation of the body for the monitoring and evaluation of activities in the labour market at South Moravian Region level
Target groups:
•
Labour offices (analytical sections), South Moravian Region (working party for the labour market).
Measure 3.4: Equal opportunities for men and women in the labour market
Aim of the Measure:
The aim of the Measure is to remove the prevailing inequalities between men and women in the labour market and the introduction
of a principle of equal opportunities for men and women in practice. Support for the Measure aimed at the harmonisation of family
and working life.
Features of the Measure:
Implementation of activities and Measures removing discrimination against women in the labour market. Development of the Measure aimed at harmonising family and working life.
to combine various types of Measure as part of these programmes in such a way that it is possible to select the most suitable form of
intervention for a particular employee. The starting-point for the implementation of a "tailor-made" Measure should be first-and-foremost
advisory work, during which the service provider might in a qualified manner and in co-operation with an unemployed client judge the
client's expectations of entering the labour market and include that person in a particular type of active labour market policy programme.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Key activities, and groups of activities that make up the Measure:
•
•
•
Goal-directed increasing of public consciousness of the problem of discrimination against women in the labour market and
the opportunities available to fight it, regular monitoring and evaluation of the effectiveness of the adopted system for the
protection of persons against discrimination on the basis of gender, the introduction of the principle of gender mainstreaming,
support for centres providing pro-family activities in the JMK.
Support for new forms of employment for women and the creation of conditions for the maximum participation of women in
the labour market (including support for women starting out in gainful employment, goal-directed increase in the motivation
of employers to employ women and improve the quality of women’s' career paths).
Support for social services in the field of child care and care for elderly or ill members of the family.
Target groups:
•
Young partners (women and men), women, (especially those returning from maternity leave and mothers with small children,
women aged over 50 years), maternity centres, training institutions, employers, organisations operating in the field of the
labour market.
Measure 3.5: Removal of unjustified differences in the employment and unemployment structure in individual microregions
Aim of the Measure:
The aim of the Measure is the removal of unjustified differences in the employment and unemployment structure in certain regions
of the South Moravian Region. Its aim is the reduction, or redistribution of unemployment between various sections of the public
and the targeted support for the economic development of certain localities.
Features of the Measure:
Strengthening of the active employment policy whilst repeatedly integrating the unemployed in the labour market in selected microregions in the JMK (support for foreign investment, development of industrial zones).
Key activities, and groups of activities that make up the Measure:
•
•
•
Implementation of active employment policy programmes in the labour market under local conditions (training and education,
creation of workplaces, information and advisory activities), emphasis on the participation of persons from disadvantaged
groups in the labour market.
Target support for employers in selected microregions (support for start-up businesses, motivation of employers to employ
persons from disadvantaged groups in the labour market, etc.).
Support for educational and training programmes in private and not-for profit organisations, support for EU projects.
Target groups:
•
Unemployed persons and those threatened with unemployment, employers, educational institutions and organisations operating in the labour market in selected JMK microregions, communities (Vranov area community association).
3.6 Support for social inclusion in communities
Aim of the Measure:
The aim of the Measure is to support the inclusion of specific groups of the public in the region in the labour market and in society.
In the field of employment it will be necessary to target persons who have been excluded from the labour market on a long-term
basis (see disadvantaged persons in the labour market) with the aim of helping their repeated inclusion in regular working and
social activities. The Measure also supports a non-discriminatory approach to members of ethnic and national groups, immigrants
and foreign workers, both in the field of the labour market and also in questions of greater inclusion in society. In the field of social
services it will be necessary to direct attention in particular to the social service providers themselves, i.e. at their necessary qualifications and capacity, and to solve questions related to the social exclusion of certain sections of the population.
Features of the Measure:
The development of inclusive programmes for the support of the long-term unemployed, handicapped and those threatened with
social exclusion. The implementation of a range of activities aimed at the removal of a discriminatory approach towards members
of national and ethnic minorities, immigrants and foreign workers. The development of programmes aimed at the increase in qualification levels, knowledge and skills of social service providers. Increasing the quality of state and non-state entities and organisations concerned with social inclusion programmes for specific groups.
Key activities, and groups of activities that make up the Measure:
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
•
•
•
•
Implementation and development of specific inclusive Measures and support for the creation of new work places for the
long-term unemployed, handicapped and persons threatened with social exclusion (including members of national and ethnic
minorities, immigrants and foreign workers).
Targeted increase in public consciousness about the options and barriers facing members of ethnic and national minorities,
immigrants and foreign workers in the region and support for the implementation of activities allowing the integration of
members of ethnic and foreign workers in the society (in the labour market, in education, in questions surrounding the provision of housing, etc.).
Education and training activities aimed at the assurance of high-quality locally available social services, life-long education
programmes for social services providers in the state and not-for-profit sectors.
Strengthening the personnel capacity of entities concerned with social inclusion programmes, increasing the range, access
and quality of social services provided (including the introduction of quality standards for social services and the creation of
partnerships between the not-for-profit sector, state administration and local government institutions and the private sector).
Target groups:
•
The long-term unemployed, handicapped and people threatened with social exclusion, organisations creating educational and
inclusive programmes for members of national and ethnic minorities, immigrants and foreign workers, state and non-state
organisations that provide social services.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
CONCLUSION
The result of work carried out on the Strategy for Human Resources Development in the South Moravian Region
for 2006-2016 is not only the Measures listed above, but also the recognition that at a regional level it is necessary
to build an effective and permanently functioning system of strategic management of the development of human
resources, and a similar system at a national level. This should encompass, as well as regional local government
bodies and the relevant departments at the regional authority, also state administration institutions including
labour offices, representatives of communities, the Regional Development Agency, business, employer's, unions
and professional organisations, representatives of schools at all levels and other educational institutions, important regional businesses and advisory and consultation firms, NGO’s and regional organisations with a European dimension. The Council for the Development of Human Resources in the JMK, which consists of representatives of the regional local government and its social partners would – alongside the co-ordination of the process
of creation and implementation of a strategy for the development of human resources in the region – guarantee
the basic framework for social mediation and the provision of aid in the solution of "crisis situations" in the
region, such as the significant growth in unemployment or the critical lack of certain professions in the regional
labour market.
It can be expected that the aforementioned system can be prepared by using experience that will come with the
processing of each part of the Strategy for the Development of Human Resources in the JMK and by making use
of the implementation of activities that create a part of each Measure, defined in the relevant parts of the Strategy.
In this respect it will be necessary to carry out the following steps in particular at a regional level:
•
•
•
•
•
Make attempts to make flexible use of the resources and quality of the economy of the South Moravian
Region and to provide all-party support to an increase in the "flexibility" of capital, technology and human
resources themselves, to support innovation and adapt the existing business, marketing and financial strategies to the new opportunities and changes to the business environment. The main aim should be to engender
a growth in the number of newly-created employment opportunities.
To make it possible for the comprehensive activities related to preparation for employment to be able to react
flexibly to the changing criteria and growing demands on the overall employment of the workforce. In addition to define and formulate a system of "further education" which must become an important tool for the
maintenance and renewal of employment.
This "new approach to education" should be implemented with an emphasis on life-long-learning. Educational systems in the region should be adapted to the requirements of the market under "information society"
conditions and there will be support for investment into the integration of information and communication
technology and education.
There will be much greater attempts to pay more attention to "top talent", which makes up approximately
2-3% of the population of the South Moravian Region, i.e. 20-30 thousand persons. In addition to adapt the
existing educational system in the region and the relevant allocation mechanisms.
Implement basic Measures for the adaptability process, which will include for example geographical mobility
linked to the regional labour market, economic restructuring and support for the mobility of research staff
between the public and private sectors.
Only when the listed Measures are sufficiently fulfilled will the quality of human resources in the South Moravian
Region improve significantly. This in turn will lead to an acceleration in economic growth and subsequently also
to a growth in the living standards in the region's population – which is the basic aim of each regional policy.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
At this point one important and highly complicated problem should be pointed out, the solution of which the
regional policies of the South Moravian Region will not be able to avoid in the near future. This problem is
associated with the question of employment and its identification was made possible as a result of the processing
of the "Strategy". In its analytical section it appears that in the current employment structure of the region, two
fatal problems have been identified. One of these is the still too archaic branch structure of employment which
is set – in a modern economy – on an extremely high number of workers in the secondary sphere, especially in
industry. The second is the overall low number of workers with tertiary education, i.e. higher and university education. During the course of the writing of the Strategy – especially on the basis of international comparison – it
was shown that these two problems will be impossible to solve if they are not solved concurrently. The diagnosis
of the problem is surprisingly simple: should there prove to be a significant rise in the number of workers in
the South Moravian Region with an education level that is higher than school leaving certificate level, this will
not provide an initiative to employers from the secondary or primary spheres of the national economy, for the
existing workforce qualification structure is sufficient for them. Tertiary education requires a tertiary economic
sphere for its workers, who have higher or university education which, in relative terms, has three times as many
workers than in the industrial manufacturing sector. It is therefore possible to consider it to be conclusive that the
growth in the number of workers with tertiary education in the national economy, which is for the South Moravian Region – as for the entire CR – now vitally important and which must happen rapidly, is dependent on how
rapidly the number of workers in the industrial sector will fall (!). Each 1% fall in employment in the industrial
sector and subsequent 1% rise in employment in the tertiary sector should in the CR theoretically mean the creation of approximately 10 thousand new workplaces for employees with higher or university qualifications. When
making a comparison with other countries it can be inferred that this development should not be diverted, in fact
it is essential. As a result of this it will mean a necessity to develop the economic structure in the region especially
by strengthening the tertiary sphere, in particular the extensive market services sphere and generally all activities
with a high scientific, research and innovation content.
It is also a document of extreme importance - from a viewpoint of the practical implementation of regional policy
– of detailed knowledge of the issues surrounding human resources in the region.
In conclusion there are several important points to consider.
•
•
Work on the Strategy for the Development of Human Resources in the South Moravian Region was carried
out by several dozen specialists, but the number of people who in whichever form – be it work in individual
committees or by making "suggestions" to the constantly processed materials – took part in the resultant
wording of the Strategy, is far higher. The result is a document that is several hundred pages in length. It is
unparalleled at a regional level in the Czech Republic in its material content, extent and depth. It should be
added that work on the writing of the text of the Strategy is only just beginning. The Strategy should be considered to be material that in essence only defines on the one hand the current situation in the field of human
resources and trends that are under way and on the other hand proposes targets that should be attained in
this field including the essential steps that will lead to the attainment of such targets. It will be essential to
periodically update and refine the entire material, and this is due to the dynamic development in this complicated area. All the Measures included in each section of the strategic document should therefore be gradually
processed and given time limits, working with the capacities of those institutions and organisations that will
be responsible for their implementation following the approval of the document. Only this method will be a
guarantee of the effective implementation of the Strategy for the Development of Human Resources in the
JMK.
The question of human resources development, in which the labour offices will play a priority role, is highly
specific. The existing offices will play an important role here, where on the one hand the regional local government is responsible for the overall development of the region (including human resources), whilst on the
other all of the tools to be used to formulate human resources development, are at the disposal of the labour
offices, which are institutions that are definitely subordinate to central state government and are completely
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
•
independent from regional local government. With such a situation in place it is a big problem to start up a
high-quality and functioning system for the co-ordination of work activities which has, with regard to the
effective development of the area, already become essential. It is a problem to define the spheres and level of
accountability, to bring in independent institutions for co-operation and to intervene in their organisational
structures. It is no longer possible to intervene in their budgets, even though it would lead to an "improvement". It is therefore necessary to quickly find ways in which the labour offices, as representatives of state
administration, can play an intensive role in work on the Strategy on the basis of bilateral advantages from
this co-operation.
It is important to bear in mind the importance of the year 2006 to the South Moravian Region and for the
Czech Republic as a whole. Following the accession of the CR to the EU the functioning of the public sector
and public administration is to a great degree influenced by the timeframes adopted at EU level and one of
the important milestones is set for the end of 2006.
Clear signals as to the importance of the new 2007-2013 period can be seen in the many strategic documents at
EU and CR level (Strategy for Sustainable Development, Strategy for Human Resources Development, National
Reform Programme, etc.). The conclusions contained within these material must be reflected in the ‚cooking'
process as should the implementation of a human resources policy in the JMK in all time horizons (short-term,
medium-term and long-term) with regard to the specific situations in the region. This strategic document fully
reflects this situation. The South Moravian Region can, in an EU framework, be generally defined as being a
dynamic region with highly qualified human capital and with a huge potential for further development, set by, for
example, its advantageous position and good infrastructure. This situation must, nevertheless, be taken as being
a means by which these new Measures may be implemented, which will in turn help the existing potential of the
region to continue to develop.
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
SOURCES
Development, planning and strategic materials from the JMK and other institutions
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•
•
•
•
•
•
•
•
•
•
•
•
•
Strategy for the development of the Brno region
Strategy for the development of the South Moravian Region
Strategy for the development of human resources– Analysis and main strategic directions and recommendations for SDHR in the JMK
Programme for the development of the South Moravian Region
NUTS 2 Region of cohesion South West – presentational publication, 2004
Regional NUTS 2 operational programme for the South Moravian Region (being written up in parallel)
Documents by the Council for Human Resources Development in the JMK
Long-term plan for education and development of the educational system in the South Moravian Region,
JMK, December 2005
Development strategy for microregions and communities in the South Moravian Region
Mission statement by the South Moravian Regional Council
Publicly accessible public university and BCES strategic materials
Results of expert interviews with representatives of private universities
Results of expert interviews with management form public and state universities
Results of meetings between management from Masaryk University, the Minister for Education, Young Persons and Physical Education and head teachers from secondary schools in the JMK.
Development, planning and strategic material at CR level
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•
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•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
National development plan for 2004-2006
Strategy for the development of human resources for the Czech Republic (February 2003)
Employment action plan (1999, 2001, 2002)
Operational programme for the development of human resources (2003)
Addendum to the HRD operational programme(2005)
Communication action plan for the HRD (2005)
Strategy for the evaluation of the HRD operational programme (2005)
Joint regional programme (2003)
Long-term plan for the development of education and the development of a training-education system in the
Czech Republic (2002)
Vision for the development of the Czech Republic to 2015 (2000)
National innovation strategy for the CR (2004)
National innovation policy (2005)
NRP for the CR 2007 - 2013
CR Strategy for sustainable development
Strategy for the economic growth of CR (2005)
NRP for the CR (National Lisbon Programme 2005 – 2008)
Strategy for the regional development of the CR 2007 - 2013 (in progress)
National development plan 2007 - 2013 (draft)
National strategic reference framework 2007 - 2013
Manifesto of the CR government
Strategy for the development of tertiary education (2000 - 2005) – MŠMT
Long-term plan for education and for scientific, research, development, artistic and other creative work in
universities for the 2006-2010 period – MŠMT
Update to the university reform programme - MŠMT document from 24.1.2006
CR government decree of 14.9.2005 no. 1175 on the update to the university education reform plan
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
•
Bologna Process – creation of a European field for university education
EU, OECD, UN documents
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•
•
•
•
•
•
•
•
•
•
Bologna Charter – targets and aims for life-long education (1999)
Council Regulation (EC) no. 1260/1999 laying down general provisions on the Structural Funds
Commission Regulation (EC) no. 1159/2000 on information and publicity measures to be carried out by the
Member States concerning assistance from the Structural Funds
Conclusions of the European Council in Lisbon – The Lisbon Process (2000)
Memorandum on lifelong learning (2000)
Lifelong Learning for All (OECD 1966)
Electronic Europe (EU action plan 2000)
Report by the European Commission COM (2005) 24 dated 2.2.2005 at the spring sitting of the European
Council – "Working together for growth and jobs" – "A new start for the Lisbon Strategy" report by President Barroso following a meeting with Vice-President Verheugen
Report by the European Commission COM (2005) 0141 dated 12.4.2005 "Integrated Guidelines for Growth and Jobs (2005 – 2008)" including the Commission Recommendation on the broad guidelines for the
economic policies of the member states and of the Community (under article 99 of the EC Treaty) and a draft
Council Decision on guidelines for the employment policies of the Member States (under Article 128 of the
EC Treaty)
European Commission SEC (2005) 192 dated 4.2.2005 - Lisbon action plan incorporating EU Lisbon programme and recommendation for actions to member states for inclusion in their national Lisbon programmes – Companion document to the Communication to the Spring European Council 2005 {COM (2005)
24}"Working together for growth and jobs"
European Commission SEC (2005) 193 dated 4.2.2005 - Delivering on growth and jobs: A new and integrated economic and employment co – ordination cycle in the EU – Companion document to the Communication to the Spring European Council 2005 {COM (2005) 24} "Working together for growth and jobs" – A new
start for the Lisbon strategy
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Strategy for the Development of Human Resources in the South Moravian Region – Concise version
ATTACHMENTS
1. Co-operation chart in SDHR implementation phase, administrative provision of CAP
2. Problem-solving team
3. List of abbreviations
4. Human resources cartogram for JMK
I.
Co-operation chart in SDHR implementation phase, administrative
provision of CAP
South Moravian Regional Council
South Moravian Regional Board
Committee and Commissions of the Region
HR Development
Strategy
Governor
RRLZ ČR
RHSD
Founder
HR Development
Council
JMK Regional Authority
(Publicity and Communication Managers, HR Dept.)
EU Institutions
NVF
Public
HK Founder
Obce III.
Integrated Info Centers
ÚP
Partners for RLZ
Notes: CESA – Council for Economic and Social Agreement, CC – Chamber of Commerce, Community III. – offering IC technical key,
LO – Labour Office, CDHR CR – Government Council for the Development of Human Resources NEF – National Educational Fund,
Committee – Committee for Education, Training and Employment, Commission – Commission for Education and Training, Social Commission, Commission for Regional Development
Council for the Development of Human Resources in JMK – managing body - implementation of the Strategy
for the Development of Human Resources for the 2006-2008 period, conclusions to control and monitoring
42
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Partners for the Development of Human Resources – administration and management of the implementation
of SDHR and informing the public
Regional authorities – managers for communication and publicity, department for HR development – coordination and communication with partners during the implementation of the SDHR, communication with
other regions, foreign partners and EU organs, informing the public, control, monitoring, passing of information
to the CHDR
Integrated info centers – communication with project partners and the Regional Authorities during the implementation of activities included in the SDHR 2006-2008, informing of the public
Regional Council and Board – monitoring of the implementation of SDHR for the 2006-2008 period
Definition of areas of accountability for each partner
Definition of areas of accountability per aforementioned activity will, following approval of the document by the
Council and Board, be completed by the addition of the following:
•
•
•
•
•
Council Statute for the development of human resources in the JMK
Organisational chart for the JMK Regional Authority (creation of a separate department for the development
of human resources)
Obligations of the Regional Authority managers for communication and information
Integrated information centres
Statute for the newly-created infrastructural institutions according to the passed SDHR JMK, which will play
a role in the CAP implementation process
Due to the public administration model used in the CR, in which there are relatively complicated relationships
between state administration and local government, but also within local government, which are set by its independent and delegated authority, it is important to delimit the categories of responsible institutions and responsible entities (see chart). By law the South Moravian Region is the responsible institution, which is structured
in such a way that it has several organs and departments that, within its legislative and delegated authority and
competence, carry out each public policy task and administrative activity.
When fulfilling the priorities and Measures in the SDHR it is necessary to take into account the disparities
between the competences and relationships in the JMK and the organisations managed or set up by it, and also
with the communities in its administrative zone in delegated and independent authority, self-governing business
institutions, trade unions, etc. The complicated nature of this problem is made stronger by the fact that these
entities can act as both co-operating institutions and responsible entities.
Responsible institution – South Moravian Region
According to § 35 of Act No. 129/2000 Coll., on Regions (regional government), the region co-ordinates the development of its territory, approved programmes for the development of its territory by means of by-laws, ensures
their implementation and checks that they are being fulfilled.
Co-operation institutions
Co-operating institutions can be a public or private subject that either within its remit or on the basis of a contract
plays a role in the implementation of the Measures.
43
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Responsible entity
A responsible entity is responsible for the effectiveness and correct management of the Measures within the relevant priorities defined in the SDHR JMK. Responsible entities are particularly responsible for the following:
•
•
provision of a system for gathering reliable financial and statistical data in the implementation of each Measure
introduction of adequate control mechanisms for the effective use of public resources,
provision of communication between target groups and managing bodies that cover financial support from
public sources (financial support from the EU, state budget, etc.). Responsible entities ensure that there is an
adequate level of information about the options for using public funds in co-operation with partner institutions, and will be active in contacting the target groups in each Measure (role of partner entities, etc.).
Chart: Relations between responsible institutions, co-operating institutes and responsible entities
Organisations managed or
founded by JMK
Responsible Institution
South Moravian Region
CO-operating
institutions
(Council, Board, Governor,
Regional Authority, d, committees, commissions)
(Labor Offices,
schools, educational institutions)
RRLZ
Government organisations
within JMK
Municipalities in JMK
(autonomous or delegated
competence)
Public and
private universities
Self-governed business
institutions
NNO
Responsible entity for the
implementation of the measure
PUBLIC ADMINISTRATION
44
Trade unions
Responsible entity for the implementation of the measure
OTHERS
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
II.
Problem-solving team
Problem-solving team
Institution
Doc. Ing. Jaroslav Rektořík, CSc.
Project Leader
Faculty of Economics and Administration, MU – Vice Dean
Ing. František Svoboda Project contact
person
Faculty of Economics and Administration, MU - IVS
Ing. Markéta Řežuchová Co-ordinator
Faculty of Economics and Administration, MU
Ing. Eduard Bakoš Contact person for public
relations
Faculty of Economics and Administration, MU
Doc. PhDr. Jan Šelešovský, CSc.
Head of working party
Faculty of Economics and Administration, MU - KVE
Mgr. David Póč
Faculty of Economics and Administration, MU - KVE
Ing. Katarína Poluncová
Faculty of Economics and Administration, MU - KVE
Ing. Mirka Wildmannová, Ph.D.
Faculty of Economics and Administration, MU - KVE
Ing. Marek Pavlík
Faculty of Economics and Administration, MU - KVE
PhDr. Karel Vališ
Faculty of Economics and Administration, MU - KVE
Mgr. Simona Škarabelová, Ph.D.
Faculty of Economics and Administration, MU - KVE
Mgr. Jiří Špalek, Ph.D.
Faculty of Economics and Administration, MU - KVE
Post-graduate students of Public Economy at
MU in Brno
Faculty of Economics and Administration, MU - KVE
Doc. RNDr. Milan Viturka, CSc.
Head of working party
Faculty of Economics and Administration, MU – KRES – head of department
RNDr. Jaroslav Maryáš, CSc.
Faculty of Economics and Administration, MU – KRES - proděkan
Mgr. Petr Tonev
Faculty of Economics and Administration, MU - KRES
Ing. Vladimír Žítek
Faculty of Economics and Administration, MU - KRES
Mgr. Josef Kunc
Faculty of Economics and Administration, MU - KRES
Ing. Viktorie Klímová
Faculty of Economics and Administration, MU - KRES
Doc. RNDr. Václav Toušek, CSc.
Head of working party
Centre for regional development, MU
Mgr. Ondřej Mulíček, Ph.D.
Centre for regional development, MU
Prof. PhDr. Tomáš Sirovátka, CSc.
Head of working party
Faculty of Social Studies, MU - Vice Dean
Mgr. Markéta Horáková
Faculty of Social Studies, MU
Mgr. Václav Kulhavý, M.Sc.
Faculty of Social Studies, MU
PhDr. Jiří Winkler, Ph.D
Faculty of Social Studies, MU
Mgr. Blanka Plasová
Faculty of Social Studies, MU
Mgr. Kristina Peláková
Faculty of Social Studies, MU
45
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
III.
List of abbreviations
CEDR
CR
FETS
EAFRD
EFF
ERDF
ESF
EES
EU
CF
IOP
InMP
JIC
JMK
JZ
CAP
KHK
KR
KRP
KÚ
HR
SME
MU
NRP
NDP
NSRR
NUTS
Obce II.
Obce III.
CC
BCEA
OP
OPI
OPIB
OP RLZ
OP RVMZ
OR
PRK
ROP
RPIC
RPS
CDHR
SHR
REP
SB
SRH JMK
SB JMK
SDHR
SROP
SZ
SWOT
SVP
ÚSC
VŠ
46
Central Budget Subsidy Registry
Tourism
Further Education of Teaching Staff
European Agricultural Fund for Rural Development
European Fisheries Fund
European Regional Development Fund
European Social Fund
European Employment Strategy
European Union
Cohesion Fund
Integrated Operational Programme
Info Point for Businesses
South Moravian Innovation Centre
South Moravian Region
Other Resources
Communication Action Plan
Regional Chamber of Commerce
Regional Budget
Short-term Implementation Plan
Regional Authority
Human Resources
Small and Medium-sized Enterprises
Masaryk University
National Reform Programme
National Development Plan
National Strategic Reference Framework
Nomenclature of Territorial Units for Statistics
Municipalities with commissioned local authority
Municipalities with extended state administration competence
Chamber of Commerce
Branch Classification of Economic Activities
Operational Programme
Operational Programme - Infrastructure
Operational Programme - Industry and Business
Operational Programme - Development of Human Resources
Operational Programme - Rural Development and Multifunctional Agriculture
Municipal Budget
Regional Development Programme
Regional Operational Programme
Regional Advisory and Information Centre
Community Support Framework
Council for the Development of Human Resources
Economic Development Strategy
Regional Education Programmes
State Budget
South Moravian Economic Development Strategy
South Moravian Development Strategy
Strategy for the Development of Human Resources
Joint Regional Operational Programme
Private Resources
Strengths, Weaknesses, Opportunities and Threats Analysis
School Education Programme
Territorial Self-Governing Units
University
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
IV.
Maps
Strategy of Development of the JMK 2005
Education structure
The South Moravian Region
as of March 1st, 2001
Proportion of inhabitants
with basic or no education (%)
municipality
Unemployment
Strategy of Development of the JMK 2005
The South Moravian Region
as of June 30th, 2005
unemployment rate
municipality
47
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Strategy of Development of the JMK 2005
Unemployment
The South Moravian Region
as of June 30th, 2005
long term unemployment rate
municipality
Strategy of Development of the JMK 2005
Unemployment
The South Moravian Region
as of June 30th, 2005
Proportion of women
of all job seekers (%)
municipality
48
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Unemployment
Unemployment
Strategy
StrategyofofDevelopment
Developmentofofthe
theJMK
JMK2005
2005
The
TheSouth
SouthMoravian
MoravianRegion
Region
as
asofofJune
June30th,
30th,2005
2005
Proportion of people aged 50+
of all job seekers
municipality
Human resources
Strategy of Development of the JMK 2005
The South Moravian Region
weak
threatened
neutral
developing
strong
municipality
Development of population size during years 1991 - 2004 (max.= 100).
Inhabitants with secondary and higher education according to the Census
2001 (max.=).
Old age index (65+/0-14) in the year 2004 (min.=100).
Permanently inhabited flats built after 1990 according to the Census 2001
(max.=100)
49
Strategy for the Development of Human Resources in the South Moravian Region – Concise version
Labor market and unemployment
Strategy of Development of the JMK 2005
The South Moravian Region
weak
threatened
neutral
developing
strong
municipality
Number of entrepreneurs per 1000 inhabitants as of November 11th, 2005
(max.=100).
Unemployment rate as of December 21st, 2004 (min.=100).
Long term unemployment rate as of December 31st, 2005 (min.=100).
Socio-economic synthesis
The South Moravian Region
weak
threatened
neutral
developing
strong
municipality
Development of population size in the years 1991 - 2004 (max.=100).
Number of inhabitants with secondary or higher education as of March
1st, 2005 (max.=100).
Number of inhabitants employed in the primary sector as of March 1st,
2001 (min.=100).
Number of inhabitants employed in the tertiary sector as of March 1st,
2001 (min.=100).
Unemployment rate as of December 31st, 2006 (min.=100).
Technical infrastructure connection - complex gas-sewage-water supply
(max.=100).
Proportion of permanently inhabited houses built before 1945 as of March
1st, 2001 (min.= 100).
Population density in 2004 (max. = 100).
50
Strategy of Development of the JMK 2005
Velké Opatovice
Olešnice
Letovice
Kunštát
BOSKOVICE
Rájec-Jestřebí
TIŠNOV
BLANSKO
Adamov
Ivanovice na Hané
KUŘIM
ROSICE
VYŠKOV
BRNO
Rousínov
Zbýšov
Oslavany
ŠLAPANICE
Modřice
IVANČICE
MORAVSKÝ KRUMLOV
SLAVKOV U BRNA
BUČOVICE
Rajhrad
Dolní Kounice
Újezd u Brna
Ždánice
ŽIDLOCHOVICE
Klobouky u Brna
POHOŘELICE
KYJOV
Miroslav
HUSTOPEČE
Vracov
ZNOJMO
Velké Pavlovice
Hrušovany nad Jevišovkou
Bzenec
VESELÍ NAD MORAVOU
Dubňany
HODONÍN
Podivín
Velké Bílovice
Strážnice
MIKULOV
Valtice
BŘECLAV
Lanžhot
Published by
the Department of Regional Development
the Authority of the South Moravian Region
Žerotínovo nám. 3/5, 601 02 Brno
www.kr-jihomoravsky.cz
in cooperation with
the Regional Development Agency South Moravia
Královopolská 3052/139, 612 00 Brno – Žabovřesky
www.rrajm.cz
REGIONAL
DEVELOPMENT
AGENCY
SOUTH MORAVIA