Collaboration between public, private and not-for-profit employment and training bodies

Regional employment offices offer some integrated services and are moving towards a one stop shop model as a result of the merging of benefit administration and activation

Box 3.1. Developing human capital in South Moravia

The Human Resource Development Strategy of the South Moravian Region (2006 - 2016) was prepared by Masaryk University for the South Moravian Region Council for HRD, the advisory body which promotes and facilitates the implementation of the strategy. The strategy contains human resource and employment analysis, and identifies regional strengths, weaknesses, opportunities and threats. The strategic vision is based on the strategic development in the South Moravian Region report which intends to promote “a high level of education with an emphasis on the preparation and use of high-quality human resources”.

The strategy seeks to promote “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 Czech Republic”. The strategic aim is to increase employment and overall economic growth in the region through developing an effective employment market based on:

  • • well-qualified, flexible and competitive human capital generated by education and the innovative potential of the region
  • • 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.

These priorities are promoted through 34 measures. The strategy is complemented by short-term implementation plans which are very specific and contain measures to deliver the main priorities (the period 2006-2008 specified 20 measures) and every measure has its own indicators. Implementation is monitored, evaluated and reflected in further planning and the plans are updated every two years.

A recent implementation plan for the 2012-13 strategy reflects recent developments in the labour market, especially the impact of the global economic crisis and unfavourable demographic developments. It also responds to the need to incorporate new strategic documents from the European or national level. It updates and redefines measures under the main priority lines proposed in the original HRDS, reducing their number to ten but describing them more in detail. For every measure, its objective, content, key actions, specific names of responsible persons, cooperating bodies, funding, indicators and impact areas are indicated.

Source: South Moravian Region (2006), Human Resource Development Strategy of the South Moravian Region, www.kr-jihomomvsky.cz/Default.aspx?ID=42488&TypeID=2.

policies. The recent reforms have impacted on the extent of joint working, particularly in the employment area. In the face of reduced staff numbers and resources, additional functions and a higher numbers of jobseekers, there has been “silo-isation” of activities as staff are under increasing pressure.

Local cooperation was historically weak during communist times when localities were not encouraged to think “locally” or to cooperate with other neighbourhood institutions but to follow strict reporting requirement to the national level. Currently, it appears that there is little coordination or communication between public and private providers on the delivery of employment services and there is no shared labour market policy framework.

Following from the reform of employment services, private employment agencies have been authorised to provide services on a for-profit basis to specific target groups.

Cooperation between the PES and private agencies appears to be limited to placing more highly skilled jobseekers. The regional labour office mediates with private employment agencies to place job seekers and the target group is mainly “at risk” groups which have been out of work for more than five months.

There is greater collaboration between the PES and the not-for-profit sector, a sector which is funded mainly by European Social Funds. The sector delivers training and carries out its own projects within different grant schemes. Cooperation takes place mainly on a project-by-project basis and third sector bodies also exchange information within the Council for HRD and other advisory bodies.

Communication between employment services and vocational education and training institutions appears to be limited in both case study regions but is aided by the presence of the Councils for HRD. The regional labour office is responsible for employment policy while the Regional Authority oversees regional education/training with key decisions made by the Regional Council. There is some evidence of joint working between the employment and training portfolios in South-Moravia with information exchanged on local labour market issues such as graduate unemployment. VET training programmes and courses are delivered directly by institutions, such as schools, or are outsourced to the private sector by the PES.

 
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