The European economy and society are changing at an unprecedented pace. New technologies, digitisation artificial intelligence, decarbonisation and social pressures require the education and training sector to modernise. VET must be a driver for European innovation and growth, it must be part of strategies economic, industrial and innovation strategies, including those related to recovery and the green and digital transition.

BT4VET intends to contribute to the innovation and increased attractiveness of VET providers by providing them with innovative Business Modelling management tools brought together in a digital business dashboard to be used and adapted to their own operational contexts to better position themselves in the market and develop competitive and sustainable integrated services. In this way the consortium partners and consequently the VET ecosystem will be equipped with tools that will enable them to actively contribute to supporting processes of economic and social growth and, where necessary, mitigate moments of crisis and financial contraction.

BT4VET OBJECTIVES:

GENERAL: to support innovation and sustainable VET competitiveness by making more resilient operators with potential to become ‘agents of change’ of the socio-economic development of territories, as providers of integrated services for the human resources/professional value chains of the intervention context.

SPECIFIC1: to equip VET providers, senior functions and operators, with the capacity to develop strategies of sustainable positioning sustainable positioning strategies in order to become providers of integrated services to companies and operators in the territory able to support processes of economic/social growth, innovation and employability. The potential of innovators and service providers is undermined by:

1. Internal inertia: many VET providers experience an ‘embryonic’ relationship with public funding; this may generate internal resistance/ostracisms with respect to the modernisation of: supply, modus operandi, organisation, role in economic contexts

2. External resistance: the perception of VET as a mere vocational school undermines the credibility towards the general public.

SPECIFIC2: to increase the competences of VET managers/operators making them able to develop operational and business models business models also digital in order to position the institution competitively and at the same time sustainably in the economic fabric of the territory in the respect of the dual nature of training realities devoted to the development of people and systems that need to qualify as economic operators in order to survive and prosper.

SPECIFIC3: to free VET institutions from the protectionist dynamics of public funding, which is safe but dangerous in the long run as it generates long term as they generate limited visions.

BT4VET makes these objectives concrete by developing a panel of innovative digital tools to support the positioning strategic and sustainable positioning of VET providers.