ET-struct Regional Application of ET-Strategy and Actions ... All 14 LLLCs which operate in Slovenia function as a partnership that develops consultancy,

ET-structRegional Application of ET-Strategy and Actions

Regional Territorial ET-Management Concept 6.2

South-East Slovenia

(http://www.etstruct.eu)

The project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF.

Partners

The European Office, Vienna Board of Education (AT)Vienna Business Agency (AT)

Ministry of Education, Science and Culture Mecklenburg-Vorpommern, Schwerin (DE)Training and Education Centre of Trade and Industry, Schwerin (DE)

The City of Hranice (CZ)The Secondary Technical School Hranice (CZ)The Statuary City of Karviná (CZ)

The University of Economy in Bydgoszcz (PL)Lower Silesian Vocational Information and Teachers Training Centre in Wałbrzych (PL)

Regional Development Agency of Gorenjska BSC (Business support centre Ltd) Kranj (SI)Institution for Adult Education Kočevje (SI)Development and Education Centre Novo mesto (SI)

CNA Modena - National Confederation of Crafts and Small and Medium-Sized Enterprises, Modena (IT)Agency of Vocational Training, Modena Formazione (IT)Region of Veneto, Department of Labour, Venice (IT)ENAIP VENETO Regional Agency of Vocational Training, Padua (IT)

Association of Students-Economists of Zakarpattya (ASEZ) (UA)

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Contents1. Executive Summary 021.1 Main idea behind ET-Management in the region and the main goals 021.2 Historical initiatives and experience 021.3 New opportunities with ET-struct 031.4 Key target groups 03

2. Situation Analysis 042.1 Summary of the territorial analysis 042.2 Summary of relevant up-to-date legislation (drawn under WP3) 082.3 SWOT analysis and key conclusions (drawn under WP6 and discussed at meetings) 09

3. Regional Shareholders 103.1 List of shareholders with described competences 103.2 Comments and frequency of updates 12

4. Action plan 134.1 Identification and implementation of support services to the triangle 134.2 Taking advantage of ET-Academy and ET-LearnTrain (WP4) 14

5. Management Team 155.1 Management Structure 155.2 Main actors in the core team and their scope of duties and competencies within the triangle 165.3 Financial resources for running the management team 165.4 Management Concept – Scheme 17

6. Regional / National Publicity 176.1 List of stakeholders who need to be informed 176.2 Media List 206.3 Tools (press releases, events, website, leaflets, etc.) 21

7. Sustainability and Future Prospects in the Region 217.1 On-going evaluation (under the guidelines of WP5) 217.2 Possibility of integration in development strategies (local, regional, national) and their approval 227.3 Institutional, financial, and functional sustainability from regional perspective 22

8. References 23

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1. Executive Summary

1.1 Main idea behind ET-Management in the region and the main goalsThe ET-Management concept for SE Slovenia is focused on the existing concept of the partnership Lifelong Learning Centre of Dolenjska (Center vseživljenjskega učenja Dolenjska) that will be developed further and upgraded throughout and beyond the project’s lifetime.

The Dolenjska LLLC is one of 14 Slovenian lifelong learning centres (LLLC). The main objective of these centres is to facilitate and increase the participation of adults in lifelong learning, increase employability and social inclusion of adults, decrease regional differences, achieve a higher standard of living, and to connect education providers with decision-makers and the economy. The centres operate within the framework of six-year projects that are financed by the European Social Fund and the Ministry of Education, Science, Culture and Sport.

In the Southeast region, the Dolenjska LLLC was set up in 2005. The centre was set up as a regional centre and as a partnership unites different social partners in the local community, the economy, and education. The centre’s activities are geographically dispersed throughout the region, which provides all adults with the opportunity to partake in lifelong learning in the vicinity of their home.

One of the main objectives of the Dolenjska LLLC is the development and implementation of modern approaches in education. It is also to ensure tailor-made learning and education is adapted to the modern way of life which is lacking in time and overflowing with technical opportunities. The main participants of the Dolenjska LLLC are educational institutions. Financing is provided by state, European, and municipal development funds as well as private capital.

1.2 Historical initiatives and experience in building the links between economy and education in the regionSoutheast Slovenia assumed the prevailing polycentric pattern of development. However, it is not assuming it in a traditional manner, as this step has not proven to be very efficient. Geographically, as well as in terms of ethnicity, the region is divided into three geographical areas: Dolenjska, Bela krajina, and Kočevje-Ribnica. Even more so than geographically, this internal division is conditioned by developmental differences and differences in development opportunities of individual areas. The Pokolpje local development partnership arose from aspirations for a more balanced regional development along the state border. Until it serves as an outer EU border, this border will remain a new development limitation. Underdeveloped areas in the region emphasise regional connections, especially in terms of a more balanced spatial and socioeconomic intertwining of areas of residence and work. Without this, immigration to regional and sub-regional centres will continue and developmental differences in the countryside will continue to grow. It has been established that developmental needs increase readiness for participation and therefore regional and any other connections and harmonisation of interests are especially important. They are needed for a faster (more harmonised) regional development of partnerships with the more developed parts of the region much more than alliances within the framework of the underdeveloped area.

The development strategy that established different successful ways for facilitating regional development also unleashed creativity. Furthermore, it required consent among main participants of regional development and other development partners, as well as regulated their jurisdiction among the subjects of local community, the economy, and non-governmental organisations. It is evident that the partnership between development and education institutions are aligned with needs of the region’s special development.

The lifelong learning centres are an example of a successful partnership in the field of adult education. In an individual region, they represent a model of long-term, oriented connections between all the main players in the field of providing information, consultancy, and different forms of lifelong learning and self-directed learning. All 14 LLLCs which operate in Slovenia function as a partnership that develops consultancy, learning, and education that are adapted to regional needs and thus contribute to better employability, strengthen small and medium-sized enterprises, and promote the development of the region. Their objective is to form a permanent partnership. The main players of all LLLCs are adult education centres, which are Slovenian educational institutions for adults with the longest tradition. Adult education centres (formerly known as worker’s universities and literally translated as people’s universities) used to hold, and in some places still hold, the lead role in the development of adult education.

In the Southeast region, the Dolenjska LLLC started operating in 2005 with the aim of providing all inhabitants of Southeast Slovenia with the opportunity to participate in lifelong learning. The centre is set up as a regional centre and, as a partnership, unites different social partners in the local community, the economy, and education. Here, the partners develop and implement a diverse offer of educational programmes for adults, from non-formal to formal education, from primary school for adults, to higher education and different advanced training and work training programmes, and programmes for personal development and active citizenship. One of the main objectives of the Dolenjska LLLC is the development and implementation of modern approaches in education that ensure tailor-made learning and education that are adapted to the modern way of life. Financing is provided by state, European, and municipal development funds and private capital.

The importance of the Dolenjska LLLC partnership has also been recognised by the 2007-2013 Regional Development Programme, which is the main programme document at the regional level. The document marks the LLLC partnership as an important catalyst for development in the field of human resources and social welfare within the framework of Measure 2: Facilitating the culture of lifelong learning and personal development for all generations. The region’s vision in this field is a developed, efficient, and high quality system for the development of human resources that supports economic competitiveness and innovations and contributes improved social welfare for the quality of life to all its inhabitants. A comprehensive and high quality system of supporting institutions for the development of human resources needs to be established. Although this has already been set up and is of a high quality, these fields need to be upgraded, expanded, and completed. The field needs to be facilitated and receive additional investments where it is lacking (e.g. the development of higher education, R&D, innovation systems, scientific and research activity, etc.). This will allow us to contribute to facilitating the development of intangible factors of competitiveness, to create supply and demand in the labour market, and also indirectly to foster a higher quality of life throughout the region.

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The objectives for this field, which is of exceptional importance for development, are: to reduce education deficits in the region; to increase investments in research and development; to increase interest in and provide opportunities for lifelong learning; to increase the offer of high quality jobs; and to enhance social welfare for all social groups.

1.3 New opportunities with ET-structET-struct brings along many opportunities for supporting the local labour market as it helps develop several quality analytical, learning, and management tools (ET-Inventory, ET-LearnTrain, ET-Academy, ET-Strategy and Action, and ET-Management). The initiatives and tools that were developed within the ET-struct project were thus transferred to the Dolenjska LLLC partnership, as this offers the region precisely the upgrade that is foreseen by the 2007-2013 Regional Development Plan.

ET-Learn Train enabled the development of new learning content (ET-Learn Train Transnational and Regional Modules) that is directed toward acquiring new skills for new jobs. This content has been adapted to the requirements of the region (as determined on the basis of the analysis presented in WP3) and provides the required added value within the framework of existing services of the LLLC partnership. A wide circle of people worked on preparing the e-content who obtained the know-how for the preparation and implementation of e-learning. E-content was developed covering the subject matters of entrepreneurship, intercultural communication, and social entrepreneurship. Furthermore it significantly upgraded the existing e-material of the LLLC project. This content enables the acquisition of new knowledge for operating in a globalised world. The e-content that was developed in the ET-struct project provides an even greater level of accessing ICT services and products, and of inclusion in the information society for all citizens. Implementing the use of e-content substantially contributes to overcoming obstacles and thus improving efficiency and the quality of life. The ease of accessing e-content provides different social groups, such as marginal groups, vulnerable groups, people with special needs, the elderly population, and the unemployed, with much better opportunities to participate in the society and better employment possibilities.

The knowledge of individual employees who worked on the ET-struct project will be expanded within the institutions and at joint workshops of professional and strategic partners and target users. The added value of ET-struct, ET-Academy and ET-Learn Train is that the project partners can continue to develop, improve, and increase the products/outcomes after the project lifetime because of the “know-how” gained during the project lifetime. The partners from SE Slovenia will also expand the obtained knowledge within the existing Dolenjska LLLC partnership, and the e-content will continue being available at the website portal of the Dolenjska LLLC. This will be the basis for the sustainability of the project after the project’s lifetime.

Within the framework of the existing Dolenjska Lifelong Learning Centre partnership, we will use new initiatives of the ET-struct project (especially the new initiatives in WP6 – ET-Strategy and Action and ET-Management) to upgrade, expand, and complete the extensive network of partners from Southeast Slovenia. This will enable connections and future development of the already well-functioning supply of consulting and provision of information, self-directed learning, and all types of ICT-supported learning for adults and youth in the region. In the recent period, an important step forward was made in this field by organising regional workshops and searching for new partnerships with regional companies: ET-Inventory, ET-LearnTrain, ET-Academy, ET-Strategy and Action, and ET-Management and the initiatives of the ET-struct project were presented to professional and strategic partners.

The centre thus promotes new opportunities for lifelong learning and enables broader cooperation in non-formal lifelong learning of all individuals in the region. It thus contributes to a higher level and better culture of lifelong learning and enhances the participation in non-formal lifelong learning, especially for those groups of residents who are currently either unaware of the importance of lifelong learning or who simply cannot access it. The centre publishes its offer on the online portal. From the beginning of December 2006 to the end of July 2012, the portal was visited by 71,803 unique users, which represents 51% of the region’s population.

The region’s population has demonstrated an exceptional response to the offer of the Dolenjska Lifelong Learning Centre l. There were 37,463 adults involved in different activities of the Dolenjska LLLC in the 2008-2011 period, which represents 32% of the region’s adult (over the age of 15) population. This proves that the LLLC is the right answer to the region’s needs and plays an important part in contributing to the development of competences and social inclusion of adults.

1.4 Key target groups The LLLC unites partners and different activities in the fields of education, regulating the labour market and in other specific fields that are important for the development of human resources in the region and that maintain and motivate access to different activities of lifelong learning.

The Dolenjska LLLC partnership can be classified into the following subgroups:

• Educational institutions as main participants and often also implementers of educational activities according to individual sub-regions.

• Regional stakeholders – a network of strategic and professional partners that importantly co-shape the activities in the field of human resources and social welfare:

• Strategic partners are representatives of the economy, development centres as catalysts of regional development, business incubators, chambers of commerce, chambers of craft, municipalities, employment services, social work centres, personnel agencies, non-governmental organisations.

• Professional partners are educational institutions on all levels of the education system that can significantly co-shape the activities of the LLLC and contribute to a better accessibility of the offer of lifelong learning in the region.

Users – adults, who wish to upgrade their skills and knowledge, which will allow them a faster and easier adaptation to the requirements of social and economic life. Special attention is paid to vulnerable groups such as: the elderly population, women, population with a lower level of completed education, the unemployed, young unemployed adults, early school dropouts, adults with special needs, migrants and ethnic minority members, the Roma people, people living in the countryside, and prisoners, etc.

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2. Situation Analysis 2.1 Summary of the territorial analysis2.1.1 Presentation of the region of Southeast Slovenia In terms of surface, Southeast Slovenia (SE Slovenia) is the largest of the 12 development regions in Slovenia that were established at the NUTS-3 level. It comprises the geographical area of Dolenjska, Bela krajina, and Kočevje-Ribnica. It unites 21 local communities or municipalities: Črnomelj, Dolenjske Toplice, Kočevje, Kostel, Loški Potok, Metlika, Mirna, Mirna Peč, Mokronog-Trebelno, Novo mesto, Osilnica, Ribnica, Sodražica, Semič, Straža, Šentjernej, Šentrupert, Škocjan, Šmarješke Toplice, Trebnje, and Žužemberk. Eight municipalities border on the Republic of Croatia: Loški Potok, Osilnica, Kostel, Kočevje, Črnomelj, Metlika, Novo mesto, and Šentjernej.

The Pokolpje local development partnership is developed in the region and is located at the border area connecting border municipalities (a border problem area). The objective of the partnership is to ensure faster development of the less developed area within the framework of the region. The region is managed by mayors of all municipalities who are joined in the Regional Development Council that serves as an expert and partner body.

The centre of the region is the town of Novo mesto that the Spatial Planning Strategy of Slovenia sees as a regional centre of national importance. However, Novo mesto is not a conventional regional metropolis. The Kočevje-Ribnica area, which used to be part of the Central Slovenia region, is still more connected with Ljubljana than the official centre of the region.

Over ¾ of SE Slovenia’s surface belong to areas with special development problems. Almost one half of the region lies in the Natura 2000 territory, some municipalities in full. 73% of the region is covered with forests or is in the process of being overgrown. 24% of the region’s surface is intended for farming and 1.8% is built-up. In terms of size, the largest municipality is the Kočevje Municipality and the smallest the Osilnica Municipality.

Over 142 thousand (or almost 7%) of residents of the Republic of Slovenia live in this area, including almost 0.7% of Roma people. In terms of population, the largest municipality is the Novo mesto municipality with almost 30% of all residents in that region. The smallest municipality in terms of population and surface is the Osilnica municipality with less than 1% of the region’s population residing in this municipality. The region houses 6.6% of all those employed in Slovenia. The average age of the population is lower than the average age in Slovenia; as well as the age structure is more favourable. However, it is also declining in the region. A larger number of people move to the region than move out. A negative migration flow is recorded predominantly by municipalities with poorer development possibilities. More than one half of employed persons are employed outside the town of residence, and one tenth commute to work to neighbouring regions.

The region has a high employment and a low unemployment level, but in different parts of the region this level differs dramatically. The region has fewer jobs than the number of persons in employment and unemployed persons together. The lack of jobs is the greatest in Bela krajina and in Kočevje. There is a characteristic unemployment structure, especially considering long-term unemployed, women, older workers and first time job seekers. The majority of employed persons, as much as 80%, are employed in commercial companies, especially in larger industrial companies.

The underdevelopment of the region is seen in the poor educational structure, which is also connected with poorer educational opportunities in the region, especially in higher education institutions. This is also the origin of the development need to strengthen knowledge that would be adapted to the needs of the region and its economy.

The largest economic activity in the region is shown by Dolenjska. It houses 58% of all companies in the region that employ 66% of all persons employed in commercial companies and that generate 81% of all revenue. Dolenjska also houses 59% of all entrepreneurs. A special characteristic of the economy are large industrial companies as main actors in the region’s economic and social development. These companies are export-oriented and make the region the largest exporter among Slovenian regions. The industry generates 40% of the region’s added value. Companies that have not yet fully adapted to the requirements of the global market and that predominantly show poorer results usually operate in the textile and wood-processing sector, where larger commercial companies reduced the number of employees by over 6,000. The economic activity of smaller businesses and sole proprietors is however less notable. Even though the region on average spends more on research and development than the Slovenian average, the value of this fact is diminished by the implementation of R&D activities being linked to a smaller number of large companies.

The region’s average company is underequipped with work material, but achieves better economic results, is thriftier in operation, records better return on assets and return on capital, higher productivity measured by revenue per employee and approximately the same value added per employee as the average Slovenian company. Commercial companies in the region on average record lower labour costs and have a high equity-to fixed assets ratio.

Despite its fast economic development, the region manages to preserve the environment and nature. The region is spatially diverse, with a prevailing countryside. The settlements are dispersed. The region still underutilises its rich natural and cultural heritage, which is seen as one of its development potentials. The region’s infrastructure is rather poor, as it is internally poorly connected and difficult to access. It therefore does not sufficiently utilise its advantages – the geographic and transport centre or crossing between Ljubljana, Zagreb, and Karlovac, its position in the Slovenian motorway cross and as the border region. The region’s accessibility improved with the completion of the Dolenjska motorway, which is part of the Slovenian motorway cross, and the Pan-European Corridor X. In order to achieve better internal connections and links to neighbouring Slovenian and frontier regions, an efficient and speedy implementation of the structural development project of development axis 3 and 3a is of decisive importance. Better accessibility and connections of the region are a prerequisite for the development of Bela krajina and the Kočevje-Ribnica area, the countryside, and the development of tourism in relation to natural and cultural heritage.

The high level of preservation of the environment and nature, the natural landscape, the region’s geographic position, its rich natural and cultural heritage, and business initiative make tourism a realistic development opportunity for the region. Spa tourism has already established

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itself in the region. River tourism is slowly asserting itself with the Krka being one of the most beautiful Slovenian rivers and the Kolpa one of the cleanest. Winter and all-year recreational tourism are developing in Rog. Tourism does not only represent an opportunity for Dolenjska, but also a development opportunity for Bela krajina and the Kočevje-Ribnica area. This opportunity is connected with the development of transport and tourist infrastructure in the countryside and a more efficient organisation of the public-private sector. There are 911 recognised natural features in the region, many of monument, natural reserve, and scientific importance. There are two protected nature parks in Bela krajina, the Kolpa, and the Lahinja nature parks. The protection of the Kočevsko-Kolpa Natural Park is foreseen for the future. 38 areas are part of the Natura 2000 network. The region boasts an exceptionally rich and preserved natural and artificial heritage, which represents a large but unutilised development potential.

2.1.2 Preparation of the regional development plan for SE Slovenia, in-cluding the formal cooperation of the region’s key playersIn the SE Slovenia development region, the cooperation between the economy, politics, and education began on the formal level with the drawing up of the 2002-2006 Regional Development Plan for Southeast Slovenia (RDP SES). The RDP is the main programme document on the regional level determining the region’s development advantages, specifying development priorities, and covering programmes, actions, and objectives of facilitating the region’s development.

The 2002-2006 RDP was the first true “cohesion project” of the SE Slovenia development region and its key players. The region comprised of Dolenjska and Bela Krajina, were already connected to the Kočevje-Ribnica area that once used to be a broader part of Dolenjska. Before statistical regions were formed, the Kočevje-Ribnica area was part of Central Slovenia, where it still has some of its institutions (the Regional Chamber of Commerce and Industry, the regional unit of the Employment Service, etc.).

The cooperation between the economy, politics, and education continued on a formal level with the preparation of the RDP for the 2007-2013 period. The preparation involved the expert and broader public, operators of planning, and development planning within the framework of individual RDP programmes: the economy; human recourses and social welfare; the environment, space, and infrastructure; rural development and tourism; and heritage. The preparation of the RDP was led by a project group and individual programmes were prepared by smaller working groups. The developmental needs, opportunities, and objectives of the region and programmes were verified in workshops. The RDP considers and supports national development directives. During the preparation, knowledge transfer for the implementation of the RDP was conducted. An important objective of preparing the RDP was the training of motors of development in the region and the setting up of development partnerships and alliances in planning and implementing the regional development programme.

When preparing the RDP, the following development activities were recognised as the most important for the development of the region:

1. Increasing economic efficiency and performance2. Generating new quality jobs3. Improving accessibility and connectivity4. Faster and more uniform development by including underdeveloped areas5. Education for the needs of the economy and the region6. Strengthening the entrepreneurial sector by facilitating growth of small businesses7. Developing an environmentally friendly support for entrepreneurship and business infrastructures 8. Ensuring sustainable development

The development vision of SE Slovenia for the 2007-2013 period is A Region of Knowledge and Equal Development Opportunities. In order to realise this development vision, four development priorities were developed:

1. Connections within and outside the region2. Institutions for knowledge development and transfer3. Joint marketing and promotion for breaking through to international markets 4. Better development opportunities and quality of life

The implementation of these priorities is being realised in the field of the economy, human resources and social welfare, the environment, space and infrastructure, and the development of the countryside, tourism, and heritage.

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2.1.3 Estimated public finance framework and the participation of actors from the economy, politics, and educationWhen estimating the required financial resources and possibilities for realising the RDP, the following were considered:

• The state’s contribution in accordance with Article 19 of the Promotion of Balanced Regional Development Act on the basis of the GDP, whereby 0.5% of GDP annually will be devoted to the co-financing of the RDP.

• The development opportunities of local communities that were established on the basis of the municipalities’ budget income and expenses, and the evaluation that annually 11.11% of municipal budget funds will be available for the implementation of the RDP.

• Development opportunities of other regional development partners on the basis of the regional GDP and on the basis of past investments into development in the amount of 0.55% of the regional GDP.

• The co-financing ratio for the RDP implementation projects – 40% European and other development funds and 60% local communities and the region.

• The active participation of the economy and the non-government sector in preparing content for the implementation of the regional development programme without financial contribution.

2.1.4 Organisation and preparation of regional development programmesThe drafters of the 2007-2013 RDP joined related regional development projects of the same kind into reasonable projects. While recording regional development projects, they also established their stage of implementation readiness.

Regional development projects are included in individual programmes and support the actions of the RDP. It is possible, within a programming period, to determine priority development projects with RDP implementation plans among the projects recorded in the RDP, and projects that still need to be recorded with regard to the region’s development needs at the time of preparing the annual implementation plan of the RDP. Especially in later years of the programming period, the RDP will need to be updated on the project level with regard to the realisation of the region’s development objectives and the changed development conditions both on a national and regional level.

2.1.5 The method of decision-making on development priorities and projectsIn Slovenia, relations in the field of development planning are established in accordance with development planning pursuant to the Promotion of Balanced Regional Development Act and related strategic documents on the national level (the Strategy for the Economic Development of Slovenia, Slovenia’s Development Strategy, National Development Programme, and Spatial Planning Strategy of Slovenia). Even though the Promotion of Balanced Regional Development Act speaks in favour of simultaneous development and spatial programming, it can be established that the region is facing interruptions in the preparation of regional spatial development that have been caused by the unclear spatial legislation (Spatial Planning Act) since 2003.

Different sector strategies place regional planning in a subordinate position. This is reflected in sector ideas not consistently supporting development opportunities of individual regions. This is why we are trying to establish a harmonised level and inter-sectoral development planning in the region. If the first regional development programmes would have been seen as a list of “local and joint development needs” from local communities and not only as the total sum was “regional” at the time of implementing the current regional development programme, the understanding of the term “regional” would also be broader. However, the success of implementing regional ideas largely depends on the connections between different sectors and partners and project implementation.

The new regional structure (Regional Development Council and Regional Council) still does not hold all the power that regional management requires. It shapes and adopts the collective development vision of the region, including cost, strategic, and tactical ideas of facilitating development from the viewpoint of development perspectives, improving economic, social and environmental conditions, the region’s competitiveness, and its limitations. In the implementation however, it is still rather limited in ensuring the required financial resources and in regional marketing. In order to be able to represent regional interests more efficiently, we would require provinces in legal, content, and financial sense.

2.1.6 The structure of regional bodies and implementation In order to prepare the 2007-2013 RDP, a Regional Council, which now counts 21 members and a Regional Development Council, which now counts 52 members, were established. The council appointed the Novo Mesto Development Centre to prepare the RDP and appointed committee heads of the Regional Development Council for human resources, infrastructure, environment and space, the economy, rural development, and for tourism and heritage. The heads of committees managed the preparation of the regional development programme for their fields. The preparation and adoption of the RDP includes mayors of all municipalities of the development region, representatives of the economy, trade unions, and non-governmental and other partners on a regional level.

The Regional Development Council adopted the programme of preparing the RDP thus expressing its agreement with the requirement for regional development. It participated in all phases of preparing the RDP (the strategic part, the programming part) and discussed and adopted the proposed RDP.

The Regional Council was included in the preparation of the RDP. It determined the co-financing methods of preparing the RDP and at each session discussed information on the preparation of the RDP as a regular agenda item and adopted the plan.

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Figure 1: The structure of regional bodies and implementation

2.1.7 Objectives and actions in the field of human resources and social welfare In light of the New Skills for New Jobs initiative, which is also the basis of the ET-struct project, this WP6 regional concept further concentrates of the field of human resources and social welfare. The 2007-2013 RDP places great emphasis on these objectives, as the human resources and social welfare programme includes the following actions, objectives, and indicators:

Within the framework of Action 2: Facilitating the culture of lifelong learning and personal development for all generations, the Lifelong Learning Centre is mentioned as an important regional development project and catalyst of development. In SE Slovenia, the Centre has been running since 2005 under the auspices of the Novo Mesto Development and Education Centre and its partners.

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2.1.8 The Lifelong Learning Centre regional development project The first lifelong learning centres in Slovenia emerged in 2005, which were aimed at providing opportunities to adults for the development of new non-formal knowledge and skills. Lifelong learning centres perform the mission of expanding the concept of lifelong learning and treading new grounds in acquiring knowledge for a higher quality of life, better competitiveness in the labour market and general personal growth. The centres are set up as regional centres and unite the partnership of different social partners in the local community, the economy and education. They implement different activities predominantly aimed at acquiring new non-formal knowledge and skills. This is especially for those groups of the Slovenian population whose learning and education no longer take place within the regular school system, but who need to search for new skills and the possibilities of acquiring them themselves. The operation of lifelong learning centres is co-financed by the Ministry of Education, Science, Culture and Sport, the European Social Fund, the implementers themselves, and by local communities.

One of the main objectives of lifelong learning centres is the development and implementation of modern approaches in education that ensure tailor-made learning and education that are adapted to the modern way of life, which is lacking in time and overflowing with technical opportunities.

In support of regional partnership, the Dolenjska LLLC implements the following activities with regard to the requirements of the local environment:

a. Providing information and advice to adultsb. Lifelong learning info pointsc. E-learning platform for self-directed learning in an online classroomd. Mobile consultancy for Roma peoplee. Validation of non-formal knowledgef. Quality self-evaluation within the framework of ISIO

In terms of organisation, the activities are classified with regard to regional areas in which the Dolenjska LLLC operates:

• Dolenjska• Bela Krajina• Kočevje-Ribnica

2.2 Summary of relevant up-to-date legislation (drawn under WP3) National Committee for Literacy Development, National Literacy Strategy, Ljubljana, 2006.

Resolution on the Master Plan for Adult Education in the Republic of Slovenia until 2010 (ReNPIO), Official Gazette of the Republic of Slovenia, no. 70/2004.

Government Office for Local Self-Government and Regional Policy, Operational Programme for the Development of Human Resources for the period 2007-2013, Ljubljana, 2007 Government of the Republic of Slovenia, Active Employment Policy Programme for the Period 2007-2013, Ljubljana, 2006, http://www.ess.gov.si/SLO/DEJAVNOST/Programi/apz_2007_2013.pdf (27. 7. 2009).

Resolution on the Master Plan for Adult Education in the Republic of Slovenia until 2010 (ReNPIO), Official Gazette of the Republic of Slovenia, no. 70/2004.

Government of the Republic of Slovenia, Active Employment Policy Programme for the Period 2007-2013, Ljubljana, 2006, http://www.ess.gov.si/SLO/DEJAVNOST/Programi/apz_2007_2013.pdf (27. 7. 2009).

Government of the Republic of Slovenia, National Development Programme for the Period 2007-2013, no. 30300–1/2008/9.

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2.3 SWOT analysis and key conclusions (drawn under WP6 and dis-cussed at meetings)SWOT analysis for the field of human resources and social welfare in SE Slovenia

Strengths Weaknesses

• Low unemployment level.• Predominantly sufficient infrastructure in kindergartens,

primary, and secondary schools that however requires maintenance and refurbishment.

• Generally well-developed level of community activities.• The younger generation involved in formal education on all

levels.• A developed system of professional higher education.• Bigger companies in the region as a plethora of knowledge.• Bigger companies investing in employee education.• Regional consensus on the need for the development of

higher education.• Developed social and hobby activities.

• Big differences within the region (employment possibilities).• Low educational level.• Insufficient educational projects for a better social inclusion of

the youth (e.g. problems with addition, poor self-image).• A lack of flexibility in the offer of shorter educational

programmes for the needs of the economy, and lack of demand for these types of education.

• Poor social position and integration of the Roma people.• Insufficient awareness of ecological issues and knowledge of

investments.• Inappropriate spatial conditions for the operation of

institutions in the field of adult education.• Poorly developed higher education.• Poorly developed research work.• Lack of interest of the majority of companies for investing

in human resources.• Educational programmes are not harmonised with the

needs of the regional economy.• Lack of research and innovation infrastructure (network

incubator, technological park, centre of excellence).• Lack of cooperation in the development of human

resources in the region.• Lack of developed programmes for elderly adults.• Lack of environmental care, which might have a negative

impact on human health and the quality of living.• Increase of differences in ensuring equal opportunities.

Opportunities Threats

• Employment opportunities in the field of implementing social care services.

• Faster development of services in healthcare, social care, and education.

• Investments in the development of higher education and research activities.

• Opportunity to transfer knowledge from bigger companies.• Raise the level of knowledge for the needs of the economy

and own welfare by providing lifelong learning for all generations (formal and non-formal).

• Consensus on the need to set up a regional innovation system.

• Inclusion of retirees.

• Changes in legislation that the region cannot influence.• Dependency of the population and its social security on

employment in a smaller number of bigger companies.• The youth’s orientation toward idleness and addiction to

different substances (legal and illegal).• Brain drain to bigger towns.• Impeded decentralisation of the higher education by

university lobbies.

Source: 2007-2013 RDP

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3. Regional Shareholders3.1. List of shareholders with described competences

Institution Contact person Type of partner

Competences Contact details

Novo Mesto Research and Education Centre

Marjeta Gašperšič, Director

Education lead partner of the LLLC partnership and member of the Core Team for the sub-region of Dolenjska

[email protected]

Kočevje Adult Education Centre

Maja Rupnik, Director

Education project partner and member of the Core Team for the sub-region of Kočevje-Ribnica

[email protected]

Institute for Education and Culture

Nada Žagar, Director

Education project partner and member of the Core Team for the sub-region of Bela Krajina

[email protected]

Trebnje Centre for Education and Culture

Patricija Pavlič, Director

Education project partner and member of the Core Team in the sub-region of Dolenjska, Trebnje

[email protected]

Lokal Patriot – Multimedia Centre of Dolenjska

Andrej Krštinc, Director

Education project partner and member of the Core Team, responsible for technical and ICT implementation

City Municipality of Novo mesto

Alojzij Muhič, MayorTončka Novak, Department of Social Activities

Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]/ 393 92 54, 07/ 393 92 02

Municipality Črnomelj Mojca Čemas Stjepanovič, Mayor

Politics strategic partner, member of the Regional Development Council and the Regional Council

Municipality Dolenjske Toplice

Jože Muhič, Mayor


[email protected] 38 45 180, 041 408 555

Municipality Kočevje Vladimir Prebilič, Mayor


[email protected]

Municipality Kostel Valentin Južnič, Mayor


[email protected]

Municipality Loški Potok Janez Novak, Mayor


[email protected]

Municipality Metlika Darko Zevnik, Mayor


[email protected]

Municipality Mirna Dušan Skerbiš, Mayor


[email protected]

Municipality of Mirna Peč

Andrej Kastelic, Mayor


[email protected],041 635 696

Municipality Mokronog-Trebelno

Anton Maver, Mayor


[email protected]

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Municipality Osilnica Antun Volf, Mayor


[email protected]

Municipality Ribnica Jože Levstek, Mayor

Politics strategic partner, član regionalnega razvojnega sveta in sveta regij

[email protected]

Municipality Sodražica Blaž Milavec, Mayor


[email protected]

Municipality Semič Polona Kambič, Mayor


[email protected]

Municipality of Straža Alojz Knafelj, Mayor


[email protected] 07 308 36 96, 031 375 911

Municipality of Šentjernej

Franc Hudoklin, Mayor


[email protected],07/ 393 35 60, 041 630 270

Municipality Šentrupert Rupert Gole, Mayor


[email protected]

Municipality of Škocjan Jože Kapler, Mayor


[email protected] 38 46 301, 041 693 147

Municipality Šmarješke Toplice

Bernardka Krnc, Mayor


[email protected] 38 44 330, 031 719 838

Municipality Trebnje Alojzij Kastelic, Mayor


[email protected]

Municipality Žužemberk Franc Škufca, Mayor


[email protected] 388 51 80; 041 630 070

Novo Mesto Social Work Centre

Polde Jevšek Public authority

strategic partner [email protected]

Employment Service of the Republic of Slovenia, Novo mesto unit

Tatjana Muhič, DirectorNada Markelj

Public authority

strategic partner

Ministry of Education, Science, Culture and Sport

Dr Jurij Šink, Acting General Director, Directorate for secondary and higher education and adult education

Public authority

strategic partner (01) 400 54 41(01) 400 53 69jurij.sink(at)gov.si

Chamber of Craft and Small Business of Slovenia, Regional office of Novo mesto

Adolf Zupančič, Breda Koncilja

Economy strategic partner, member of the Regional Development Council

[email protected] 33 24 358

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Chamber of Commerce and Industry of Dolenjska and Bela krajina

Tomaž Kordiš, Nina Šab


Development Centre Novo mesto

Mojca Špec Potočar, Director

Regional development agency

strategic partner, responsible for regional development plan

Grm Novo mesto – Centre of Biotechnology and Tourism,

Tone Hrovat,Irena Avsenik

Education professional partner, area of environment, agriculture, tourism and gastronomy

[email protected]

Novo Mesto School Centre, adult education unit

Zlatko Zepan, Aleksandra Barič Vovk

Education professional partner [email protected]

Novo Mesto Prison Vladka Blas Public authority

professional partner [email protected]

Pavla Golie Trebnje Library

Tanja Cuder Udovič, Director

professional partner [email protected]

Novo Mesto School of Economics, College of Economics

Iris Fink Grubačević

Education professional partner [email protected]

Kočevje-Ribnica Development Centre

Milena Glavač Regional Development Agency


[email protected]

Employment Service of the Republic of Slovenia, Kočevje unit

Anita Kovačik Public authority


ŠENT, Novo Mesto Day Centre

Amina Nur professional partner

Metlika People’s Library Marta Strahinič, Director

professional partner

Red Cross, Novo mesto unit

Barbara Ozimek professional partner

REVOZ personnel department

Economy strategic partner

KRKA personnel department


Adria Mobil personnel department


3.2 Comments and frequency of updatesThe strategic partners of the Dolenjska LLLC meet twice a year at scheduled meetings. The professional partners meet three to four times a year at scheduled meetings. The list of stakeholders is managed electronically with only expert associates of the Dolenjska LLLC project having access to the database. The database is updated in the event of changes in contact information of individual representatives.

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4. Action plan 4.1 Identification and implementation of support services to the triangle (entrepreneurs, schools, training facilities, etc,) The following activities were or will be implemented in the Lifelong Learning Centre partnership in support to regional connections of policy, the economy, and education:

Workplan structure: Activity: Organisation of the 1st ZaTe Regional Festival – Knowledge Activates You

Basic description The first ZaTe regional festival is the first and largest career event in the SE region promoting all educational institutions and other organisations that are involved in education and employment on the national and regional levels. It relates to the organisation of free lectures, workshops, consultancy corners, a knowledge stand, etc. Target group: employed persons, job seekers, students, etc.

Outcome Participation of 40 organisations, implementation of over 100 events, a total of 1,600 participants The content of workshops and presentations is related to the subject matter of entrepreneurship development, experiences and knowledge for employment, opportunities for education and learning, etc. At the festival, target users were introduced to ET-struct and the ET-Learn Train portal, i.e. the content of regional modules of Developing Entrepreneurship, Why Entrepreneurs Should Master Communication and Social Entrepreneurship in the Local Environment.

Funding Ministry of Education, Science, Culture and Sport, ESF, Novo mesto municipality, implementers

Deadline 9 March 2012

Responsibility (specific organisation/person) Festival programme committee, expert associates of the Novo Mesto Development, and the Education Centre

Activity: Lifelong Learning Week

Basic description Annual nationwide promotional campaign in the field of education and learning; RIC Novo mesto and ZIK Črnomelj are coordinators of the LLW in SE Slovenia bringing together partners to raise public awareness of the importance of learning – in all life-periods and for all roles one assumes as an individual or member of a family, workplace, or society as a whole.

Outcome Coordination and cooperation with different regional partners, preparing an events calendar and implementing all workshops

Funding Ministry of Education, Science, Culture and Sport, implementers, local communities, Novo Mesto Development and Education Centre, Črnomelj Institute for Education and Culture

Deadline 30 June 2012

Responsibility (specific organisation/person) Expert associates of the Novo Mesto Development and Education Centre and of the Črnomelj Institute for Education and Culture

Activity: Negotiate on further actions with shareholders

Basic description Scheduled work meetings of strategic and professional partners

Outcome Implementation of the required activities in support of local development

Funding Project financing by the ESF and the Ministry of Education, Science, Culture and Sport, ET-struct

Deadline 31 December 2012, permanent task

Responsibility (specific organisation/person) Expert associates of the Novo Mesto Development and Education Centre, Novo Mesto Consultancy Centre

Activity: Consultancy Centre Days

Basic description Open days promoting consultancy and lifelong learning in regional consultancy centres, annual event

Outcome Public presence, motivation of final users

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Funding Project financing (ESF, Ministry of Education, Science, Culture and Sport)

Deadline 31 December 2012, permanent task

Responsibility (specific organisation/person) Novo Mesto Consultancy Centre

Activity: Organisation of the 2nd ZaTe Regional Festival – Knowledge Activates You

Basic description Promotion of educational institutions and other organisations that are involved in education and employment on regional and national level. It relates to the organisation of free lectures, workshops, consultancy corners, a knowledge stand, etc. Target group: employed persons, job seekers, students, etc.

Outcome Involvement of a broad spectrum of providers from the field of human resources

Funding Ministry of Education, Science, Culture and Sport, ESF, the local community

Deadline 30 March 2013

Responsibility (specific organisation/person) Festival programme committee, expert associates of the Novo Mesto Development and Education Centre

4.2 Taking advantage of ET-Academy and ET-LearnTrain (WP4) ET-struct has or will contribute the following activities in support of the regional connections of politics, the economy, and education in the lifelong learning centre:

Activity: Fit for Future Trends – regional promotional event

Basic description Meeting of regional actors and discussion on the development in the SE region, especially in relation to the development of human resources toward a better quality of life and creating new jobs, presentation of good practices and cooperation in the region.

Outcome Implemented meeting

Funding ET-struct

Deadline 18 April 2012

Responsibility (specific organisation/person) Novo Mesto Development and Education Centre and Kočevje Adult Education Centre

Activity: Development and implementation of e-material

Basic description Training for the preparation of e-material for teachers following the Et-Academy and Et-Learn Train models

Outcome Rules for the preparation of e-material, new e-material

Funding ET-struct

Deadline 30 September 2012

Responsibility (specific organisation/person) Novo Mesto Development and Education Centre

Activity: Translation and new implementation of the My Business Organisation e-material

Basic description Translation of the interactive e-material in accordance with demand of local partners

Outcome New e-material in Slovenian that is published on the ET-Learn Train portal

Funding ET-struct


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Responsibility (specific organisation/person) Novo Mesto Development and Education Centre, Kočevje Adult Education Centre

Activity: Organisation of regional workshops for target users

Basic description Training aimed at acquiring new skills for better employability of individual groups with the help of developed e-material/modules within the framework of WP4 (ET-Academy and ET-Learn Train)

Outcome Implementation of workshops

Funding ET-struct

Deadline 31 December 2012

Responsibility (specific organisation/person) ET-struct project partners

Activity: Getting together regional stakeholders in Kočevje

Basic description Dialogue and ongoing cooperation for new opportunities in the area of tourism and social entrepreneurship

Outcome Agreements for new incentives and training with the help of the WP4 ET-learn Train Regional Module

Funding ET-struct

Deadline 31 December 2012

Responsibility (specific organisation/person) Kočevje Adult Education Centre

Activity: Purchase and design of promotional material

Basic description promotional material for support and motivation of key target groups

Outcome project-specific promotional material

Funding ET-struct


Responsibility (specific organisation/person) Novo Mesto Development and Education Centre

5. Management Team 5.1 Management Structure The following bodies operate on the level of the Dolenjska LLLC partnership:

I. CORE TEAMII. STRATEGIC COMMITTEEIII. COMMITTEE OF EXPERTS

I. THE CORE TEAM comprises representatives of consortium partners, partners of the Dolenjska LLLC project, which implement the following activities with regard to the needs of the local environment:

• Providing information and advice to adults – Consultancy Centre • Lifelong learning points• E-Learning Platform for Self-Directed Learning • Mobile consultancy for Roma people• Validation of non-formal learning• Quality self-evaluation within the framework of ISIO

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The representatives of the Core Team are further classified with regard to their territory of operation. This classification is in line with the sub-regions of SE Slovenia:• Dolenjska: The Novo Mesto Development and Education Centre, The Trebnje Centre for Education and Culture, Lokal Patriot,• Bela Krajina: The Črnomelj Institute for Education and Culture• Kočevje-Ribnica: The Kočevje Adult Education Centre

The project is managed by the project manager with the help of the project group comprising trained activity implementers from each partner organisation. The project group meets at scheduled meetings and decides on all matters regarding the operation of the LLLC. Appropriate organisation of the project group is the responsibility of the lead partner, while all project partners have to see to the regular participation of the project group member at meetings and his/her performance of tasks. Each partner has to participate in the implementation of all its tasks professionally and actively. Furthermore each has to implement them in the highest quality, within the determined deadlines and to cooperate with other partners in a partner relationship.

II. THE STRATEGIC COMMITTEE comprises strategic partners that meet at scheduled annual work events. Strategic partners are representatives of the economy, development centres as catalysts of regional development, business incubators, chambers of commerce, chambers of craft, municipalities, employment services, social work centres, and personnel agencies. These are:

• High-level decision makers, who have influence and financial means • Preferably at the interface of economy/education/policy

III. COMMITTEE OF EXPERTSIt comprises professional partners, i.e. representatives of educational institutions on all levels of the education system that can significantly co-shape the activities of the LLLC.

It needs to be stressed that the strategic committee and the committee of experts operate within the framework of the activity of Information and consultancy in adult education. The implementer of this activity is the Novo Mesto Consultancy Centre, which is also the strongest link between education providers (especially adult education). The continuation of the project will be oriented toward making especially the strategic council and its stakeholders the main participant in the development of activities provided by the Dolenjska Lifelong Learning Centre.

5.2. The main partcipants in the core team and their scope of duties and competencies within the triangle (using the shareholders list) – strategic and operational level The consortium partners are united in the LLLC in the form of a network of participating organisations. All partners have concluded consortium agreements on the participation in the LLLC network that clearly define all content-related, financial rights, and obligations of the lead partners and project partners.

The LLLC is managed by project managers with the help of a project group comprising of representatives from all partner organisations.

The work methods of the project group include: discussion, preparation, and discussion of project reports, choice, and implementation of appropriate methods for the implementation of project activities. Communication pathways among group members have been established via email, telephone, and face-to-face meetings.

The LLLC project groups meet at scheduled meetings and decide on all matters regarding the operation of the LLLC.

5.3 Financial resources for running the management team The operation of the Dolenjska LLLC is financed from the European Social Fund and the Ministry of Education, Science, Culture and Sport. Unrecognised project costs are mostly co-financed by local communities and implementing organisations with own funds.

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5.4 Management Concept – Scheme

6. Regional / National Publicity 6.1 List of stakeholders who need to be informed



City Municipality of Novo mesto

Alojzij Muhič, MayorTončka Novak, Department of Social Activities


[email protected]/ 393 92 54, 07/ 393 92 02

Municipality Črnomelj

Mojca Čemas Stjepanovič, Mayor


Municipality Dolenjske Toplice

Jože Muhič, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected] 38 45 180, 041 408 555

Municipality Kočevje

Vladimir Prebilič, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

Municipality Kostel

Valentin Južnič, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

Municipality Loški Potok

Janez Novak, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

Municipality Metlika

Darko Zevnik, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

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Municipality Mirna

Dušan Skerbiš, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

Municipality of Mirna Peč

Andrej Kastelic, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected],041 635 696

Municipality Mokronog-Trebelno

Anton Maver, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

Municipality Osilnica

Antun Volf, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

Municipality Ribnica

Jože Levstek, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

Municipality Sodražica

Blaž Milavec, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

Municipality Semič

Polona Kambič, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

Municipality of Straža

Alojz Knafelj, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected] 07 308 36 96, 031 375 911

Municipality of Šentjernej

Franc Hudoklin, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected],07/ 393 35 60, 041 630 270

Municipality Šentrupert

Rupert Gole, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

Municipality of Škocjan

Jože Kapler, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected] 38 46 301, 041 693 147

Municipality Šmarješke Toplice

Bernardka Krnc, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected] 38 44 330, 031 719 838

Municipality Trebnje

Alojzij Kastelic, Mayor Politics strategic partner; member of the Regional Development Council and the Regional Council

[email protected]

Municipality Žužemberk

Franc Škufca, Mayor Politics strategic partner, member of the Regional Development Council

[email protected] 388 51 80; 041 630 070

Novo Mesto Social Work Centre

Polde Jevšek Public authority


Employment Service of the Republic of Slovenia, Novo mesto unit

Tatjana Muhič,Nada Markelj

Public authority

strategic partner

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Ministry of Education, Science, Culture and Sport

Dr Jurij Šink, Acting General Director, Directorate for secondary and higher education and adult education

Public authority

strategic partner (01) 400 54 41(01) 400 53 69jurij.sink(at)gov.si

Chamber of Craft and Small Business of Slovenia, Regional office of Novo mesto

Adolf Zupančič, Breda Koncilja


[email protected] 33 24 358

Chamber of Commerce and Industry of Dolenjska and Bela krajina

Tomaž Kordiš, Nina Šab


Development Centre Novo mesto

Mojca Špec Potočar, Director

Regional development agency


Grm Novo mesto School of Agriculture

Tone Hrovat,Irena Avsenik

Education professional partner, area of environment, agriculture, tourism and gastronomy

[email protected], [email protected]

Novo Mesto School Centre, adult education unit

Zlatko Zepan, Aleksandra Barič Vovk

Education professional partner, [email protected]

Novo Mesto Prison Vladka Blas Public authority

professional partner, [email protected]

Pavla Golie Trebnje Library

Tanja Cuder Udovič professional partner, [email protected]

Novo Mesto School of Economics, College of Economics

Iris Fink Grubačević Edcuation professional partner, [email protected]

Kočevje-Ribnica Development Centre

Milena Glavač Regional Development Agency


[email protected]

Employment Service of the Republic of Slovenia, Kočevje unit

Anita Kovačik Public authority


ŠENT, Novo Mesto Day Centre

Amina Nur professional partner,

Metlika Public Library

Marta Strahinič professional partner,

Red Cross, Novo mesto unit

Barbara Ozimek professional partner,

REVOZ personnel department Economy strategic partner

KRKA personnel department Economy strategic partner

Adria Mobil personnel department Economy strategic partner

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The ZSSS Trade Union

personnel department strategic partner

6.2 Media List

Media Contact person Email

The Slovenian Press Agency Barbara Štrukelj [email protected], [email protected]

Radio

Radio Sraka Marjanca Rozman, Drago Vovk [email protected]

Studio D Lojze Bojanc [email protected], [email protected]

Radio Krka Robert Erjavec [email protected]

Radio 1 Iztok Kavšek [email protected], [email protected]

Radio SLO 1 Tatjana Pirc [email protected]

Radio SLO 2 Mirko Štular [email protected]

Radio Univox Jasna Jankovič [email protected]

TV

TV Vaš kanal, Mesečnik Tatjana Petrič [email protected], [email protected], [email protected], [email protected]

Tv Kočevje.si

RTV Slovenija Jože Žura [email protected]

Dobro jutro Jasmina Gabrijel, Rok Smolej [email protected], [email protected]

RTV SLO Petra Držaj [email protected]

RTV SLO Sobotno popoldne [email protected]

RTV SLO Turbulenca Milica Prešeren [email protected], [email protected]

PRINT MEDIA

Dolenjski list, ŽIVA, dolenjskilist.si

Živa Šošter, Marija Krnc Kogovšek, Igor Vidmar

[email protected]; [email protected], [email protected], [email protected]

Udarni list Majda Luzar [email protected]

VIVA Karmen Pustavrh, Vesna Žunič [email protected], [email protected]

Zdravje and Naša žena Marta Krpič [email protected]

Finance Gašper Vehovec [email protected]

Nedelo Helena Kocmur [email protected], [email protected]

Ona Sabina Obolnar [email protected], [email protected]

Dnevnik Vesna Žist, Petra Mlakar [email protected]

Novi medij Jasna Šinkovec [email protected]

Žurnal Jerca Božič Kranjec [email protected]

Delo Zdenka Lindič Dragaš, Primož Zrnec [email protected], [email protected]

Tourist Information Centres

TIC Dolenjske Toplice [email protected], [email protected]

TIC Šmarješke Toplice [email protected]

TIC Novo mesto [email protected]

TIC Metlika [email protected]

TIC Škocjan [email protected]

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Media Contact person Email

Municipal newsletters

Belokranjec Andreja Milavec [email protected] 041 614 915 in Marta Strahinič

Naši koraki, newsletter of the Škocjan Municipality

Mateja Robek Zaletelj Občina Škocjan [mailto:[email protected]]

Newsletter of the Dolenjske Toplice municipality

Mojca Kren [email protected]

Newsletter of the Trebnje municipality

[email protected]

Newsletter of the Šentjernej municipality


Suhokranjske poti [email protected]; [email protected]

Newsletter of the Mirna Peč municipality


Websites

park.si, borzaznanja.si, ric-nm.si, lokalpatriot.si, nevladnik.info, pavza.com, dolenjskilist.si, delo.si, vaskanal.si, napovednik.com, dolenjska.net, kulone.com, ŠC NM, Pavla Golie Trebnje Library, lokalno.si, dolenjskilist.si, KC Primoža Trubarja, radio Krka, radio 1, Novi medij, Mesečnik, Romske novice, Chamber of Commerce of Dolenjska and Bela krajina, Infotehna, Planet Siol.net, Žurnal, Studio D, dolenjska.net, novomesto.si, e-utrip.si (Kočevje)

Company bulletins

(companies in SE region representing different business sectors)

6.3. Tools (press releases, events, website, leaflets etc.) The activities of the management team and their effectiveness are, among others, supported by:

• Newsletters – preparing special e-news in an attractive format to notify the main target groups; sent to email addresses of stakeholders and media three times a year.

• Press releases – regular notification of the public via press releases; at least three times a year • Online publications – continuous publications on the websites of consortium partners and the project portal• Flyers – designing special brochures and leaflets to inform the public• Press conferences – press conferences or conferences involving media participation; at least twice a year • Regular Stakeholders meetings• Regular meetings of the project group• Organisation of the ZaTe festival• Organisation of Consultancy Centre Days• Organisation and promotion of the partnership within the framework of the Lifelong Learning Week• Publication of professional findings in journals or professional literature• Publish information on the free offer of the project in regional print and TV media (at least 10 publications a year)• Publish information on the free offer of the project in municipal newsletters (at least 10 publications a year)

7. Sustainability and Future Prospects in the Region 7.1 On-going evaluation (under the guidelines ofWP5)Years of operation of Slovenian LLLC are reflected in their harmonisation with both European and national guidelines of development in adult education that indicate the need for a more sustainable development concept, so that the activity is not based on temporary project funding but on stable long-term financing from the national budget.

A review of the LLLC operation clearly shows that a sustainable concept has been developed, which has been creating in an open learning environment in all Slovenian regions thus enhancing accessibility of lifelong learning. LLLC provide each individual access to information and consultancy services, ICT-supported independent learning with the help of new technologies and information as close to home as possible and motive the individual for his personal and professional development.

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The realisation of LLLC objectives brings favourable direct and indirect, economic and non-economic benefits to the whole region on the level of:

• The society (increased economic growth, employability, favourable effects on the quality of life, social cohesion, human health, a more responsible environmental attitude, lower crime rates, active citizenship, and some other broader social processes (inclusion of women in active life, etc.)).

• The company (accessibility and possibility of receiving information, advice for employed persons, and the possibility of free self-directed learning).

• The individual (greater employability, smaller probability of unemployment, better social inclusion, etc.).

LLLC unite partners and different activities in the fields of education, regulating the labour market and in other specific fields that are important for the development of human resources in the region and that maintain and motivate access to different activities of lifelong learning.

The anticipated results are also harmonised with the Master Plan for Adult Education in the Republic of Slovenia, whose objectives are:

1. To improve general adult education.2. To increase educational levels with 12 years of successfully completed schooling as the basic educational standard.3. To increase employability opportunities.4. To increase learning opportunities and participation in education.

7.2 Possibility of integration in development strategies (local, regional, national) and their approvalThe Dolenjska LLLC partnership is already included in the Regional Development Programme of SE Slovenia for the 2007-2012 period as a regional development project in the field of human resources and social welfare. It needs to be ensured that the project remains one of the priority development projects in the next programming period and that the regional decision making bodies will recognise it as such.

7.3 Institutional, financial, and functional sustainability from regional perspectiveIn the future, LLLC need to direct their operation predominantly toward development and implementation of:

• Providing information and advice, which is directed so as to provide adults with high quality information and advice that is adapted to the individual’s period in life. In the future, we need to keep ensuring they are accessible to all adults and special attention needs to be paid to vulnerable target groups.

• Valuation and recognition of knowledge that was obtained in non-formal learning, informal learning and through experience. • Quality system auditing and quality assurance in all activities of the LLLC with internal and external approaches. • The system of professional development of LLLC employees that will be based on ongoing assessment of needs. • Non-formal education oriented toward the needs of the region and specific groups and individuals and flexibility of methods and

organisation. • Promotion of lifelong learning in the region.• Partnership cooperation that will be directed toward expanding the LLLC network that should include a large number of

stakeholders from the field of human resources development in the region. • New activities that will be directed toward the promotion, and if required coordination, of all forms of non-formal adult education in

the region.

For the majority of these directions, all LLLC should establish appropriate connections on a national level and thus ensure equal services and quality for all inhabitants of Slovenia.

With regard to the Dolenjska LLLC partnership, the following should be done in the future:

• The name of the centre should be changed, as its current name often misleads that the centre operates only in Dolenjska, even though the partnership is active in the entire area of SE Slovenia,

• Systematically introduce e-education in accordance with the experience and guidelines provided in WP4 (ET-Academy, ET-Learn Train),

• Organise working groups for individual fields (e.g. sustainable development and the environment, entrepreneurship and innovations, tourism and cultural heritage, education of the Roma people, etc.), and unite providers of adult education in joint preparation of special and combined educational programmes that are adapted to these fields,

• Enhance its activity for a greater regional recognisability• Systematically and permanently establish connections with the economy and politics pursuant to WP6 guidelines• Establish an efficient system for permanent recognition of educational needs in the local environment (with the help of tools

developed in WP3),• Strengthen the role of the strategic committee and the committee of experts on the level of the entire LLLC,• Include the LLLC project in a new development programme,• Expand the activities of the project by connecting it with other projects,• Form new project proposals and search for appropriate tenders in order to upgrade and expand project activities, • Ensure an additional financing period from cohesion or structural funds and• Position individual activities in the public network, thus ensuring a more permanent source of financing.

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8. ReferencesACS, 2011: INFO-ISIO 2011, Informiranje in svetovanje v izobraževanju odraslih. Ljubljana: Andragoški center Slovenije. URL: http://arhiv.acs.si/glasila/Info_ISIO_2011.pdf (24 July 2012).

Publications and documents published within the framework of ET-struct. Available at: http://www.etstruct.eu/publications.html (24 July 2012)

Radinovič Hajdič M. 2008. Pridobivanje neformalnih znanj z e-učenjem. URL: http://tvu.acs.si/datoteke/AK/2008/Radinovic.pdf (24 July 2012).

Radinovič Hajdič M. 2012. Analiza koncepta CVŽU v Sloveniji za pripravo regionalnega Et-Management koncepta.

RC NM, 2006: Regionalni razvojni program razvojne regije Jugovzhodna Slovenija 2007 -2013. Novo mesto: Razvojni center Novo mesto. URL: http://www.rc-nm.si/docs/RRP%202007-2013.pdf (24 July 2012).

RC NM, 2012: Analiza stanja v Regiji JV Slovenija za pripravo regionalnega ET-Management koncepta – 1. verzija. Novo mesto: Razvojni center Novo mesto.

RC NM: Ocena izvajanja regionalnega razvojnega programa 2002-2006. Novo mesto: Razvojni center Novo mesto. URL: http://www.rc-nm.si/docs/ocena%20izvajanja%20RRP%202002-2006.pdf (24 July 2012).

RIC NM, 2008. Elaborat za dejavnosti CVŽU. Novo mesto: Razvojno izobraževalni center Novo mesto.

RIC NM, 2011. Katalog izobraževalne ponudbe 2012. Novo mesto: Razvojno izobraževalni center Novo mesto.

RIC NM, 2011. Letni delovni načrt zavoda za leto 2012. Novo mesto: Razvojno izobraževalni center Novo mesto.

RIC NM website: http://www.ric-nm.si/si/ (24 July 2012).

Online portal of the Dolenjska LLLC: http://www.cvzu-dolenjska.si/ (24 July 2012).


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ET-struct Regional Application of ET-Strategy and Actions ... All 14 LLLCs which operate in Slovenia function as a partnership that develops consultancy,