E-Learning Course 4 Strengthening the regional economic development Theme 1:

1. E-Learning Course 4 Strengthening the regional economic development Theme 1: EU, regional and national context: challenges, policy context, recommendations

2. Session 4Contribution and vision of EDU-LAB: Facilitate interaction between actors

3. After the closer look on the broader regional, the specific Danube region context and the wider policy approach, this session will present the level of tackling the issue, which is closest to the issues to be tackled. The herewithin presented Interreg project, EDU-LAB is part of the already described Danube Transnational Programme. It is aimed at creating labour-market relevant education schemes. The following session will introduce expected results, issues to be adressed and the functioning of its cooperation model.

4. Structure • Vision of EDU-LAB: stakeholders‘ voices • Expected results • Issues to be adressed • Triple-Helix in Action • Presentation of partners and stakeholders • Way of work • New Danubian Governance in Labour Market Relevance of Higher Education • Danubian Charter of Young Talents

5. Vision of EDU-LAB: stakeholders’ voices _ Expected results Enhanced cooperation common understanding impact on decision-makers regional development communication governance model capacity building social responsibility exchange of best practices knowledge partnership new perspectives • Before the project’s start, project partners and stakeholder were asked what they expect from the project and which results they wish for with its implementation. • In general, the following key-words can be deducted from the stakeholders’s voices gathered.

6. Vision of EDU-LAB: stakeholders’ voices _ Expected results “We want to see other practices of different countries. We want to learn best practices to improve our education, especially the quality improvement.“ John von Neumann University, Kecskemét • Achieving a greater understanding of the purpose and essence of dual studies among all stakeholders • Enhanced cooperation on the issue of dual learning • Positive influence and impact on decision-makers and especially on the state institutions and administrations responsible for education • Better understanding of the impact of dual studies on regional development. Institute for the Study of Societies and Knowledge (ISSK), Bulgarian Academy of Sciences (BAS)

7. Vision of EDU-LAB: stakeholders’ voices _ Expected results • Capacity building for quick recognition of changes in labour market needs and for prompt adjustments of higher education curricula responding to these needs • Establishment of responsible research and innovations at higher education institutions • Socially responsible relationship between higher education, knowledge and society, with relevant performance indicators monitored Mechanical Engineering Faculty (University of Sarajevo) • New perspective for education to employment in the higher education • Identification of sectors and specific needs for modifications and improvement of relevant legal regulations at national and institutional level • Appropriate governance models regarding the labour market needs • Guidelines for institutional and policy actors Institute Mihajlo Pupin, University of Belgrade

8. Vision of EDU-LAB: stakeholders’ voices _ Expected results • Creation of new development opportunities, mainly in the field of employment • New institutional capacities for a more effective, wider and deeper transnational cooperation across the region. Department for Development and International Projects of Government of Zenica-Doboj Canton, Bosnia and Herzegovina • Emerge as a recognized partner for cross-sectoral communication and cooperation in Croatia and beyond. • Gain knowledge about new models of governance and their application in education. • Boost recognition of the Foundation as an ‘agent of change’ that can contribute valuable insights for regional education policy. Stiftung Wissen am Werk, Croatia • Best practices from other countries • Dissemination of results among Bulgarian companies and universities • Linking education to employment • Adjusting university curricula to labour market needs Bulgarian Industrial Association

9. Vision of EDU-LAB: stakeholders’ voices _ Expected results • Improve capacities to identify the companies’ needs for required knowledge and skills • Involve more employers in the design of curricula • Identify needs for the improvement of regulations at national level Chamber of Commerce and Industry of Serbia (CCIS) • Project partnership as a basis for new project ideas in the field of young population and employability • New business contacts • Useful e-learning courses and useful policy recommendations; • New governance model resulting in better employability of young people; Development Agency of the Una-Sana Canton, Bosnia and Herzegovina

10. Vision of EDU-LAB: stakeholders’ voices _ Issues to be adressed Lack of cooperation study degrees with few relations to labour market Independence of Higher Education Institutions brain-drain lack of ommunicationencourage employers to engage in education Shaping education is everybody’s task Youth unemployment • Before the project’s start, project partners and stakeholder were also asked where they see challenges and which issues they would like to adress with the project • In general, the following key-words can be deducted from the stakeholders’s voices gathered.

11. Vision of EDU-LAB: stakeholders’ voices _ Issues to be adressed • Lack of cooperation between the representatives of goverment, business and universities John von Neumann University, Kecskemét • Knowledge and skills transfer from generation to generation in R&D and high education • More professionally-oriented study programmes vs. independence of the HE institutions; • Role of knowledge in companies: training and education of employees Institute Mihajlo Pupin, University of Belgrade • Cultural change • Attitudes to education in the public and corporate sectors • Understanding and benefiting from mobility Foundation ‘Knowledge at Work’, Croatia

12. Vision of EDU-LAB: stakeholders’ voices _ Issues to be adressed • Stronger coordination between the various stakeholders relevant for the education system • Orient education and training delivery to economic growth projections • Encourage employers to become more involved in the design of curricula • Involvement of stakeholders in improvement of education legislation Chamber of Commerce and Industry, Serbia “Achieving tangible results in the area of the project objectives will change the face of the city and will improve the demographic structure.“ MunicipalityofVratsa, Bulgaria

13. Vision of EDU-LAB: stakeholders’ voices _ Issues to be adressed - summary Major societal challenge: Brain Drain out of the Danube region Hundreds of thousands of young talents leave the Danube region in order to study and work abroad.

14. Vision of EDU-LAB: stakeholders’ voices _ Issues to be adressed - Response by EDU-LAB EDU-LAB adresses:

15. Vision of EDU-LAB: stakeholders’ voices _ Expected results - summary Formation of a sustainable and committed network of partners within the EDU-LAB, which might make it possible to look beyond and contribute to the implementation of a new model and culture of cooperation and interaction in the sphere of education and learning. A triple helix cooperation model with partners from education, business and politics/administration in a joint learning process including further actors from civil society – towards a quadruple helix.

16. Triple-Helix in Action

17. Triple-Helix in Action • Triple helix in action for a new governance model • joint learning process in multilevel, transnational and inter-sectoral workshops with relevant stakeholder groups, • development of common orientations, framework of understanding and co-ordinated approaches for a new mindset of cooperation in higher education

18. Triple-Helix in Action Cooperation

19. Triple-Helix in Action - Presentation of partners and stakeholders

20. Triple-Helix in Action - Presentation of partners and stakeholders ERDF (European Development Fund): • Bulgaria • Croatia • Germany (Baden-Württemberg, Lead Applicant) • Hungary • Romania • Slovakia • Slovenia IPA (Instrument forPre-Accession): • BosniaandHerzegovina • Serbia Associated Strategic Partners (ASP) • Belgium (Danube Rectors‘ Conference) • Bulgaria • Croatia • Slovenia

21. Partner Consortium 1/2

22. Partner Consortium 2/2

23. Triple-Helix in Action - Way of Work – Project intervention logic

24. Triple-Helix in Action - New Danubian Governance in Labour Market Relevance of Higher Education • Develop a new Danubian governance model by implementing thetriple helix cooperation: • joint learning process in multilevel, transnational and intersectoral workshops with relevant stakeholder groups: politics/administration, education and business. • Development of common orientations, framework of understanding and coordinated approaches for a new mindset of cooperation in higher education. • Development of recommendations for actions and strategies to ensure the labour-market relevance of education and training systems. • Development of a strategy for establishing a new Danubian governance model.

25. Triple-Helix in Action - New Danubian Governance - Development • How? • Based on the stakeholder seminars and workshops and findings of other workpackages all project partners and associated strategic partners will participate in the exchange of best practices and contribute to the development of a new Danubian governance model on the labour market relevance of higher education. • Essentials? • Encouraging the further development of Higher Education Acts • Fostering the creation of more professionally-oriented study programmes • Enhancing professional training (train the trainers) in companies • Strengthening the regional economic development

26. Triple-Helix in Action - New Danubian Governance – Policy Recommendations • The participation of permanent staff of project partners and associated strategic partners in the learning interactions will provide them with a deeper knowledge and experience, also after the project closure. • Institutional capacities will be developed and will enable a long-lasting impact. • The policy recommendations • will serve as a guide to where, with whom and how to start implementing the new Danubian governance model in labour market relevance of higher education. • will be available for free via the DTP website and can be used once EDU-LAB has been finalized, • are durable and transferable and serve as a basis for further improvement and extension.

27. Triple-Helix in Action - New Danubian Governance – Policy Recommendations - Implementation • The implementation of the developed policy recommendations depends on capacity building and involves: • workshops to enhance institutional capacities to increase the labour market relevance of higher education, • training the target groups in improvement of governance, leadership, administration (including human resource development, financial management and legal matters) • In order to: • enhance the effectiveness and competitiveness, as well as planning and organizational abilities • adapt the new governance model according to the specific needs,

28. Triple-Helix in Action - New Danubian Governance – Policy Recommendations – Implementation- Capacity Building • Capacity building measures include: • E- Learning courses: • designed to pursue the project specific objectives. • strengthen institutional capacities among the target group members in the Danube region. • Training on new governance model • requires learning interactions in person. • Target groups: national public authority, higher education and research, support organisations

29. New Danubian Governance in Labour Market Relevance of Higher Education- Danubian Charter of Young Talents The ‘Danubian Charter for Young Talents’ will embody the new governance model for improving the professional chances for young people in their home areas. Its objective is to promote a new mindset connecting higher education more closely to the labour market. The charter will pave the path for the implementation of the new governance model by securing long-term commitment of stakeholders from the three target groups. It will be designed as a strategy paper setting out recommendations for implementation, based on a common vision for the Danube Region.

30. New Danubian Governance in Labour Market Relevance of Higher Education- Danubian Charter of Young Talents • The process will be an important part of the strategy to foster communication between partners and long-lasting commitments to the new Danubian Governance Model. • The charter will be jointly developed by the project partners and associated strategic partners. How will the Charter be used? • The document can be shown as a statement of commitment by each signing partner. • It may be extended to include further organisations and signing partners. • It can be integrated into institutional activities. • It has political relevance by stretching beyond institutional frameworks. • It can highlight the later inclusion of bodies in charge of promoting new educational schemes and so raise awareness.