Title Y4 Regional Entrepreneurial Cooperation
Project Number 2009-1-FI1-LEO05-01586
Project Type Projets de transfert d'innovation
Marketing Text The developed regional Y4 entrepreneurial method aims at improving preconditions of enterprises (SMEs) to cooperate with local/public authorities' network. In order to facilitate and achieve the aims, local/public authorities and SMEs have practical modes of action, tools and ideas how to use the developed regional Y4 entrepreneurial cooperation method.
The reason for this multinational project was the development of regional competitiveness. Global market economy and aging population affect European societies. Low skills level and lack of appropriate education and training maintain weak competitiveness in many regions and countries. In the participating regions, there was/is a need for a competent and skilled workforce, and for stronger role of VET organizations to supply modes of action to develop entrepreneurship and HRD. The idea of the project was to bring together regional networks of educational organizations, local/public authorities and enterprises to support local economies by paying attention to the future professional demands, changing circumstances and improved competitiveness. The project partners defined their needs and objectives in preliminary discussions and Y4 master plans.
The aims, objectives and outcomes: First, the project collected previously developed good practices of each region related to pro-entrepreneurial culture/activities, and transfered these knowledge and experience within the partners. The aim was to build capability of small business and improve HRD. Second, the project aimed at enhancing the regional stakeholders network to improve preconditions for enterprises (esp. SMEs) through cooperation between them and public authorities. In cooperation VET, SMEs and local/public authorities developed modes of action that promote entrepreneurial attitude. Third, to develop a method that combines good HRD practices and solutions based on inspiring entrepreneurial support mechanisms and skills. This developed regional Y4 entrepreneurial method aims at improving preconditions of enterprises to cooperate with local/public authorities network. In order to achieve the aims the beneficiaries now have practical modes of action, tools and ideas how to use the developed regional Y4 entrepreneurial cooperation method (toolkit). The toolkit will contribute to dissemination of developed cooperation method.
All partners are experienced in transnational cooperation and have strategic obligations to contribute actively to the development of business/working life in their regions/sector. Jyvaskylan koulutuskuntayhtyma is the applicant–coordinator with the managing and learning role. Y4 Finland Ltd coached the process and is responsible for the development of the mode of action for "regional Y4 entrepreneurial cooperation" and the toolkit. All partners are involved in producing tangible and intangible outcomes through their responsible work packages and in cooperation with others.
The major impact is a change in regional operating climate of entrepreneurship that is supported by the committed regional/local network. The change in entrepreneurial climate will be examined by the entrepreneurial barometer during and after the project. Also, the provision of HRD will target better at the needs of enterprises, and thus improve competitiveness.
Overall objective was the development of competitiveness in the participating regions in Finland, Scotland, the Netherlands and Portugal. The focus of this project was to bring together regional networks of educational organizations, local/public authorities and enterprises to support local economies by paying more attention to future professional demands, changing circumstances and improved competitiveness and empowering SMEs' competence through promotion of cooperation-based entrepreneurial culture.
All partner countries have established regional advisory groups and started to cooperate with them during the project. Based on common and encouraging experience these stakeholders are interested in further steps to develop HRD and entrepreneurial activities in the region. The result was to bring together VET organisations with local public authorities and contribute to development of SMEs together. At the end of project partner regions tend to disseminate the developed models in other regions and/or organisations within their regional and national networks. Portugal has already taken steps here by widening the program to all of its 13 branches.
Formation tout au long de la vie
Entreprise, TPE, PME
Marché du travail
Activités de Services Administratifs et de Soutien
Product Types Autres
Instead of one common Y4 Toolkit the outcome/product of the project was process description for regional Y4 entrepreneurship development of the partner countries.
The original concept for the Y4 Toolkit enabled partners engaged in this project to examine existing practice within their organizations to see how entrepreneurialism is grown and developed through linkages between VETs and SMEs locally, regionally and nationally. As the project evolved, and through in depth discussions, it became clear that the Y4 Toolkit methodology developed as part of the original innovation programme would not ´fit´the needs of the different countries because of the contexts within which each organization operates.
As a result, each organization chose their own direction to go in when developing a toolkit approach which would allow them to put into place regional entrepreneurial development based on their own contextual needs. These approaches were based on the original toolkit but took quite different turns. In the case of both Scotland and Portugal, an internal investigation into own existing practices was the first step and from that ideas grew which were then developed into practices within existing programmes or additional programmes. From these developments, the Advisory Boards were able to be formed and the process then evaluated.
The Netherlands also took an internalized approach but from a strategic view, looking to make connections with a wider external audience. From these connections they were able to move towards developing a shared understanding of enterprise within their region and also within their College. From this process, it is possible to see that three ´new´models of practice have been formed. These are true adaptations of the original but offer a greater opportunity for growth and change.
(See the files for the further information.)