The Entrepreneurial Learning Strategy of the North Macedonia

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The Entrepreneurial Learning Strategy of North Macedonia is a comprehensive plan aimed at fostering an entrepreneurial culture and enhancing entrepreneurial skills across various educational levels and sectors.
What are the main aims and objectives?

The Entrepreneurial Learning Strategy aims to cultivate an entrepreneurial mindset among young people by integrating entrepreneurship into both formal and non-formal education systems. Its primary objectives include raising awareness about the importance of entrepreneurial learning, improving teacher competencies, creating a supportive and collaborative environment between educational institutions and the entrepreneurial ecosystem and equipping education institutions with modern technologies to support entrepreneurial learning activities. Overall, the strategy aims to improve employability, create lifelong entrepreneurial learning systems, and strengthen entrepreneurial spirit and skills.

How does the program work?

The Entrepreneurial Learning Strategy was split into three main phases:

Phase 1 (2014 – 2016)

The short-term goals were immediate steps to kickstart the strategy’s implementation:

  • Integrate Entrepreneurial Learning: Incorporate entrepreneurial learning outcomes as a key competence into the national curriculum at all educational levels.
  • Raise Awareness: Develop widespread awareness about the significance of entrepreneurial learning among the population.

Phase 2 (2016 – 2018)

The medium-term goals set the foundation for the long-term objectives by focusing on educational reforms and network support:

  • Curriculum Development: Develop and implement an education curriculum that better prepares entrepreneurs to create SMEs capable of competing in the EU market.
  • Real-life Company Creation: Facilitate the creation of more real-life companies through educational institutions, enhancing practical entrepreneurial experience.
  • Strengthen Networks: Develop strong networks to support young entrepreneurs, providing them with the necessary mentorship and resources.

Phase 3 (2018 – 2020)

The long-term goals focused on broad, impactful outcomes to be achieved by the end of the strategy period:

  • Increase Awareness: Elevate the level of awareness among all citizens about the importance and meaning of entrepreneurial learning at all levels.
  • Enhance Teacher Competencies: Improve the entrepreneurial learning competencies of teachers across all levels of education, ensuring that every teacher is entrepreneurially literate.
  • Create Collaborative Environments: Foster supportive and collaborative environments among educational institutions, local communities, businesses, and families to enhance entrepreneurial learning activities.
  • Equip Educational Institutions: Provide state-of-the-art technologies for entrepreneurial learning activities at all educational levels throughout the country.

The strategy is focused on several key sectors and actors that are crucial for fostering entrepreneurial learning across the country:

Primary and Pre-school Education

The strategy emphasizes the importance of instilling entrepreneurial skills at an early age. Initiatives in primary and pre-school education focus on fostering creativity, teamwork, and a sense of responsibility among young learners. The goal is to make children aware of their community and the broader world of work, thereby nurturing an entrepreneurial spirit from a young age.

Secondary Education

At the secondary education level, the strategy aims to deepen students' entrepreneurial skills through more structured activities. These include idea generation, problem-solving, and the execution of practical projects. Secondary education seeks to prepare students for future careers by providing them with a robust understanding of entrepreneurship and its relevance to their personal and professional lives.

Universities

Universities are identified as key players in advancing research and development and supporting students in transforming innovative ideas into entrepreneurial ventures. The strategy calls for universities to provide mechanisms such as start-up accelerators and incubators to encourage student entrepreneurship.

Informal and Non-formal Education

This sector is recognized for its role in offering entrepreneurial learning opportunities to individuals across all age groups, beyond formal education settings. The strategy highlights the importance of lifelong learning and the development of entrepreneurial competences that are relevant and adaptable to changing economic conditions.

 

What is the overall cost?

The strategy was funded through a combination of national and local government budgets, educational institutions’ own funds, donor communities, local businesses, and non-governmental organizations (NGOs). However, the overall cost of implementing the strategy is not known. 

How was it implemented?

The Entrepreneurial Learning (EL) Steering Committee is central to the strategy's implementation. It comprises representatives from key stakeholders, including government ministries, educational institutions, and business sectors. The committee is tasked with overseeing the strategy's rollout, ensuring milestones are met, and evaluating progress.

  • Ministry of Education and Science (MoES): Takes a leading role, particularly through its departments that focus on science, technology, and educational development. MoES is pivotal in integrating entrepreneurial learning into educational curricula and fostering innovation.
  • Ministry of Economy (MoE): Responsible for formulating national strategies for SME development and entrepreneurship, supporting business incubators, and enhancing the competitiveness of SMEs.
  • Ministry of Labor and Social Affairs (MoLSA): Implements programs aimed at reducing unemployment and promoting entrepreneurship among various demographic groups.
  • Other governmental bodies: Including the Cabinet of the Vice-president of the Government responsible for Economic Affairs and the Bureau for Development in Education, play supportive roles in policy formulation and educational program development.

Additional stakeholders involved in the entrepreneurial learning ecosystem:

  • Ministry of Finance (MoF): Ensures the allocation of the national budget for entrepreneurial initiatives.
  • National Committee for Innovation and Entrepreneurships (NCIE): Coordinates governmental policies to boost innovation and competitiveness.
  • Agency for Promotion of Entrepreneurship of the Republic of Macedonia (APERM): Focuses on promoting entrepreneurship and supporting the creation of small businesses.
  • Employment Service Agency of the Republic of Macedonia (ESA): Supports employment through various programs, including those encouraging entrepreneurship.
What impact has been measured?

Policymakers can point to several areas of achievement: 

  1. Curriculum Integration: The strategy successfully integrated entrepreneurial learning outcomes into the national curriculum at all educational levels, including primary, secondary, and higher education. This included the introduction of subjects like "Innovation" and "Business and Entrepreneurship" in secondary schools.
  2. Teacher Training: Significant efforts were made to improve teacher competencies through continuous professional development programs. For instance, in 2019, the Bureau for Development of Education provided training for 2,000 teachers.
  3. Supportive Environment: The strategy fostered collaboration between educational institutions, local communities, and businesses. This included the establishment of the National Entrepreneurship Education Network, which combined university and school teachers to create a pipeline methodology for entrepreneurial education.
  4. Technological Integration: Efforts were made to equip educational institutions with modern technologies to support entrepreneurial learning activities. This included the development of virtual and real-life companies through educational institutions

However, to date, no detailed impact assessments have been conducted on the impact of the strategy on the wider ecosystem. 

What lessons can be learned?

Support from Stakeholders:

Ensuring comprehensive support from all stakeholders involved in the implementation of the strategy is crucial. This includes not only educational institutions and policymakers but also the broader community, businesses, and entrepreneurs. The strategy emphasizes the need for a collaborative environment where all parties are actively engaged in fostering entrepreneurial learning.

Financial and Human Resources:

Limited financial resources are highlighted as a significant barrier. The strategy requires adequate funding to be successfully implemented, which involves securing financial support from various sources including the national budget, local businesses, and international donors.

There is also a concern about the availability of skilled human resources to drive the strategy. This includes educators who are adequately trained to deliver entrepreneurial learning and other personnel essential for the administrative and operational aspects of the strategy.

Curriculum Flexibility:

Developing a flexible curriculum that can adapt to the rapidly changing economic and technological landscape is another challenge. The strategy calls for a curriculum that not only addresses current needs but is also agile enough to prepare students for future job markets, including jobs that do not yet exist.

Awareness and Engagement:

Raising awareness about the importance of entrepreneurial learning among all segments of society is crucial. This involves educating students, parents, teachers, and the wider community about the benefits of entrepreneurial skills and ensuring they are supportive of the initiative.

Teacher Training Programs:

Creating effective teacher training programs that reflect the real needs of the market is essential. Teachers play a pivotal role in the strategy, and their ability to deliver entrepreneurial education impacts its success. Therefore, developing comprehensive training programs that equip teachers with the necessary skills and knowledge is a priority.

Enterprise Involvement:

Active involvement of enterprises in the educational process is vital for the practical application of entrepreneurial learning. This includes partnerships and collaborations with businesses to provide real-world experiences to students and to ensure that the education provided is relevant and applicable

CURATED BY

Tom Hancock

Research Associate
Global Entrepreneurship Network
United Kingdom