Survey On Diaspora Potential For Development GTZ - Final - Report-September 22 2010

IT consulting and engineering, business consulting and
education, 10000 Zagreb, Medvedgradska 35, Croatia

tel: 01-4667-059, fax: 01-4666-977
e-mail:chronos@chronos.hr, www.chronos.hr
Sur v ey on v al or i sat i on of Cr oat i an Di aspor a f or
economi c dev el opment of Cr oat i a
FOR GTZ OFFI CE ZAGREB
FI NAL REPORT
Aut hor : An t on Fl or i j an Bar i si c, MSc, CMC*
1
,
Su bmi t t ed t o: GTZ of f i ce Cr oat i a
At t n: Mr Br ank o Seci c,
SEPTEMBER 22, 2010.
1
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evidence of the highest standards in management consulting and adherence to the code of ethics of the profession
CHRONOS Info Final Report
Survey on valorisation of Croatian Diaspora for economic development of Croatia
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Introduction
Countries and international organizations increasingly perceive migration as a phenomenon whose
positive impacts in development terms can be substantial, provided that appropriate policies are in
place
(EC Communication from the Commission to Council of Europe -
Migration and Development: Some Concrete Orientations, COM(2005)
390 final, Brussels, 1.9.2005)
The above statement from the European Commission highlights both the positive potential of
migration for development and the important role that policies can play in enhancing the
development impact of migration.
The role that migrants play in promoting development and poverty reduction in countries of origin,
as well as the contribution they make towards the prosperity of destination countries, should be
recognized and reinforced. International migration should become an integral part of national,
regional and global strategies for economic growth, in both the developing and developed world.
(Global Commission on International Migration, 2005,p4)
There is a growing recognition among European governments that migrant entrepreneurs can play a
significant role in the development of the sending country. Policy initiatives by member states in
this area have particularly focused on business creation in the context of return and reintegration
programmes and channelling existing entrepreneurial activities into development in the home
country.
Although the conditions under which migration has positive or negative effects on development
remain a matter of dispute, there is broad agreement and evidence that migration can have a positive
impact on development; and insofar as migration policies help to determine migration flows, it can
be argued that these policies also affect development By influencing the volume, mix, and terms of
migration, migration policies may have an impact on those factors commonly assessed to be
relevant for development, including human capital formation, remittances (size and value), trade
flows, foreign direct investment, and skills transfer. These factors may be more or less amenable to
the influence of migration policies.
The prevailing definition of Diaspora seems to be a group that recognizes its separateness based on
common ethnicity/nationality, lives in a host country, and maintains some kind of attachment to its
home country or homeland. Since members of a Diaspora are self-identified, Diasporas can exhibit
very dynamic behaviour. This increases the difficulty of any effort to catalogue them based on their
potential for posing possibilities to contribute in economic development of the homeland.
Cataloguing is further complicated by the fact that Diasporas can overlap, and individuals can
belong to more than one Diaspora at a time. Furthermore, Diaspora is a term that applies to
groups with very different origins (e.g., migrants, exiles, refugees, expatriates). Sometimes the
differences in meaning among these terms are important; at other times, scholars use them
interchangeably. New forms of media, including communications technologies and alternative
financial tools, have provided a transformational means to accelerate mobilization of Diasporas.
While their actual mobilization characteristics vary extensively, some Diasporas have demonstrated
the ability to exert focused, organized, and powerful influence. Many Diasporas use networks to
coordinate activities. Therefore, understanding networks is essential for understanding Diasporas. In
particular, Diaspora associations are becoming increasingly important actors.
3
Recently in Europe as well as in other parts of the world (specifically in United States), the trend is
for migrants to become independent entrepreneurs. Today, one in twelve entrepreneurs in the
western parts of Germany has a foreign passport. While in other international circles the
significance of "ethnic entrepreneurship" is reflected in research, this phenomenon attracts
relatively little attention in Europe. Although it has been found that the receiving countries benefit
from this trend, but several questions remain unanswered: Can the entrepreneurial activities of the
Diaspora community stimulate economic exchange and know-how transfer to countries of origin?
How can international development cooperation encourage such activities? Might they be linked to
public private partnership (PPP) projects?
Labour migration and the creation of Diaspora communities thus have the potential for positive
economic impact on receiving countries, as well.
Specific situation (background to assignment)
A large number of Croats were forced over the course of the time for economic or political reasons
to leave their traditional homeland, thus today there exists quite a large Croat Diaspora outside of
their traditional homeland of the southern Central Europe.
The first large emigration of Croats took place in the 15th and 16th centuries, at the beginning of
the Ottoman conquests in today's Croatia and Bosnia-Herzegovina. People fled into safer areas
within today's Croatia, and other areas of the Habsburg Empire (today's Czech Republic, Slovakia,
Austria, Hungary, Slovenia, Croatia and small parts of Italy, Germany and Ukraine). This migration
resulted in Croat communities in Austria and Hungary.
At the end of the 19th and the beginning of the 20th century, larger numbers of Croats emigrated,
particularly for economic reasons, to overseas destinations. Some destinations included North
America (Croatian American and Canadians of Croatian ancestry), South America (above all Chile
Croatian Chilean) and Argentina (Croatian Argentine) ), Australia and New Zealand.
A further larger emigration wave, this time for political reasons, took place immediately after the
end of the Second World War.
In the second half the 20th century numerous Croats left the country as immigrant workers,
particularly to Germany, Austria, and Switzerland. In addition some emigrants left for political
reasons. This migration made a lowering of unemployment for communist Yugoslavia possible at
that time and created at the same time by the transfers of the emigrants to its families an enormous
foreign exchange source of income.
The last large wave of Croat emigration occurred during and after the Yugoslav Wars, when many
people from the region (not only Croats but Serbs, Bosniaks and others as well) had to leave as
refugees. Migrant communities that were already established in countries such as Australia, the
USA, and Germany grew as a result.
Abroad, the count is only approximate because of incomplete statistical records and naturalization,
but (highest) estimates suggest that the Croatian Diaspora numbers between a third and a half of the
total number of Croats. The largest emigrant groups are in Western Europe, mainly in Germany,
where it is estimated that there are around 450,000 people with direct Croatian ancestry.
The intention of this survey is to provide data on the potential of Croatian Diaspora with regard to
the economic development of Croatia.
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Terms of Reference
The task of the implementer was to provide data about possible economic valorisation of the
Croatian Diaspora. The data presented in the report are the result of a survey among institutions,
agencies and other stakeholders dealing with emigrant / Diaspora issues.
In particular, the assignment has been including the following tasks:
Preparation of the survey: Provide a working plan and timetable for the delivery of the
consultancy services based on the defined terms of reference; Identify and contact
institutions, agencies and other stakeholder dealing with emigrants / Diaspora issues; Define
a questionnaire and collect all the necessary information concerning the matter of the
research, collect and select additional background information 3 days;
Carry out the interviews
Preparing the short descriptive text for explaining the importance of Diaspora for
economic wealth of the homeland and a short statistical and descriptive analysis of the
survey results;
Preparing a final report with conclusions and recommendations further development
Partner organization
The Deutsche Gesellschaft fr Technische Zusammenarbeit (GTZ) is an organisation established to
support the German Government in achieving its development objectives.. They work worldwide in
the field of international cooperation for sustainable development providing viable, forward-looking
solutions for political, economic, ecological and social development in a globalised world and
promoting complex reforms and change processes.
The GTZ core competency is capacity development. They support developing and emerging
countries in building their capacities and managing the learning and change processes involved. In
that respect through the Open Regional Fund for Foreign Trade Promotion in South-East Europe
(ORF), GTZ is providing businesses and institutions with advisory services and training for them to
comply with quality standards or EU regulations.
Within the technical cooperation with the Republic of Croatia, GTZ launched the project
Economic Development and Employment promotion in the food sector. The overall goal of the
project is competitiveness improvement of the Croatian food sector. The project supports urgent
reform efforts of the Croatian government in the field of integration into the European market, since
the food sector is a very important one for employment and social politics.
On one hand, the project attempts to implement its measures at macro-level by advising the
Government in the field of improving sectoral and political framework conditions and developing
grant schemes for the food sector, while on the other hand on the micro-level it directly supports
enterprises in the food industry in adapting their product offer to new markets.
The German contribution includes consulting services by local and international experts, training
and specialization for the purpose of partner qualification, as well as, in some cases, grants for
visiting or participating in international and regional fairs.
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Target audience
According to the main question Potential of the Diaspora involvement for economic development
of Croatia the appropriate audience has been targeted. All the governmental institutions,
educational and research institutes, Chambers of commerce, Chambers of craft, Chamber of
agriculture, Croatian Heritage Foundation dealing with Diaspora issues, have been included into
survey.
Ministarstvo gospodarstva
Ministarstvo vanjskih poslova i europskih integracija
IMO, Odjel za medunarodne gospodarske i politicke odnose,
Fakultet Politickih Znanosti, Odsjek za medunarodnu politiku i diplomaciju
Ekonomski fakultet Zagreb:
Ekonomski Institut,
Hrvatska matica iseljenika
Institut za migracije i narodnosti
Agencija za promicanje izvoza i ulaganja
Hrvatska gospodarska komora
Hrvatska obrtnicka komora
Hrvatska poljoprivredna komora
The important intermediaries like regional development agencies, business and technology centres,
incubators and some other organisations have been also contacted. Entire sample of respondents
comprised about 52 different stakeholders each and ever of them dealing with different aspects of
Diaspora. The complete list of participants is given in the appendix to this report.
The survey has been conducted all over the territory of Croatia.
Methodology and approach
The questions are structured and standardized with an intention to reduce bias. They are ordered in
such a way that a question does not influence the response to subsequent questions. That approach
ensures reliability, and validity of the results as well as its generalization. Every respondent should
be presented with the same questions and in the same order as other respondents
Sample selection is critical to the validity of the information that represents the populations that are
being studied. In preparing sample for this survey there was used a combination of nonprobability
and probability sampling approach in order to ensure validity and true representation of the
population examined. This approach of the sampling helps to determine the focus of the study and
allows better acceptance of the generalizations that are being made and operational simplicity at
minimal cost.
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Working plan and timetable
Activity 1 2 3 4 5 6 7 8
Preparatory work/on desk research
Defining of the survey aims
Identification of target audience
Design of the questionnaire
Carry out the interviews
Collecting the additional information
Questionnaire analysis and processing
Elaboration of the results
Report writing
Respondents feedback analysis
According to the survey sample, 52 questionnaire forms have been sent. Response rate was 28,85%.
Unfortunately, the most important institutions havent responded to the questionnaire. Even, after
number of phone calls they avoided to give clear and unambiguous answers.
To the question Do you maintain contacts with Diaspora as an institution/agency, 3 out of 15
respondents answered positively.
7
Here is important to note that percentage of positive answers could be higher in the case of getting
feedback from institutions dealing with different aspects of Diaspora problems. Despite to the
repeated trials and phone contacts, Ministry of economy, Ministry of foreign affairs, Croatian
chambers of economy missed to send their answers. Some of organisations for whose is assumed
that they are invited to study different aspects of Diaspora sphere, answered that they do not have
nor collect any information about Diaspora (Faculty of economy, Institute of economy, chambers of
craft and agriculture). The survey results shows also that some intermediaries do not have organised
and structured approach to the Diaspora as important potential for boosting economic development
(Chambers of commerce, craft, agriculture, development agencies).
The summary of the answers to the question 2 Please, describe in short the structure and type
of work with Diaspora you practice in your organisation differs from the organisation to the
organisations. Some of them have organised units to deal with Diaspora but some work with
Diaspora occasionally having not a structured approach.
Within the Ministry of Foreign Affairs and European Integration, the Directorate for Croatian
Minorities, Emigration and Immigration the scope of activities includes the entire Croatian
Diaspora, both Croatian emigration and Croatian national minorities. The Emigration Department,
the Department for Croatian Minorities and Immigration Department deal with Diaspora. In this
questionnaire, the answers are provided by the Croatian Emigration Department (8 employees) and
the Croatian Immigration Department (9 employees)
The data and information are collected by using questionnaires, working on the field, consulting
publications, contacts, visits to the Diaspora, statistical reports, facebook etc
Within the ministry for foreign affairs - Emigration Department, the data are entered into the
database, classified according to the country in which the Croatian emigrants live, as well as
according to the type of data and the purpose of application.
Legal basis for collecting data on the Croatian emigrants is the Constitution of the Republic of
Croatia, Articles 10 and 11 and the Regulation of the Internal Organisation of the Ministry of
Foreign Affairs and European Integration and Diplomatic Missions and Consular Offices of the
Republic of Croatia in Foreign Countries, Article 61.
Answering the subquestion 2-f, What organisations you are cooperating with in receiving data
abouit Diaspora and for your area of responsibility? respondents quoted that they cooperate
with Central statistical office, EUSTAT, Diaspora associations, Croatian Heritage Foundation,
Immigration Department and Emigration Department of the ministry of foreign affairs, co-operate
with the institutions that have the similar scope of work (Croatian Heritage Foundation,
Parliaments Immigration Committee, Ministry of Science, Education and Sports, Institute for
Migration, Institute of Social Sciences Ivo Pilar, etc.).
Asked to elaborate on the issues and aspects of Diaspora the respondents mainly dealing with, only
answer from the ministry of foreign affairs quoted that they inform the immigrants about the
conditions of life in the Republic of Croatia, work on preservation of the national identity of all
generations of Croatian emigrants and facilitates return of Croatian emigrants to the homeland. At
the same time, it makes efforts in strengthening the bridging role of Croatian emigrants in the
countries where they live and work with the Republic of Croatia. It encourages Croatian emigrants
to engage economically in the homeland and provides necessary information to Croatian
entrepreneurs from emigration to invest in Croatian economy.
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It makes efforts in better informing the Diapora with regard to the political, economic and cultural
events in the homeland.
The MVPEI systematically monitors and updates data on the Croatian emigration, on the basis of
questionnaires, reports, pilot-programmes and notes from Diplomatic Missions and Consular
Offices of the Republic of Croatia; monitors situation of our emigrants in the receiving countries;
co-operates with the institutions with the similar scope of work (Croatian Heritage Foundation,
Parliaments Immigration and Emigration Committee, Ministry of Science, Education and Sports,
Institute for Migration, Institute of Social Sciences Ivo Pilar, etc.).
Institute for migration Zagreb organises conferences, roundtables and publish books and papers
about Diaspora issues.
According to the answers to question 3, Does your organisation provide information about
Diaspora or maintains a documentation centre?, respondents provide some form and quantity
of the information for Diaspora, but there is no documentation centre established.
Some answers to question 4, Please quote how data collection about Diaspora could be
improved?, are as follows:
Contacting Diaspora associations, using personal data and contact in gathering the information
could help in establishing basic data base on Diaspora. Involving of Diaspora members in strategic
planning processes could contribute to more effective and stronger cooperation.
According to MVPEI, all the institutions that deal with issues of the Croatian Diaspora should be
continually involved in the before mentioned issues in the framework of their scope of activities,
and in line with Law on the Croatian emigration and political stipulations and the overall strategy
for Diaspora.
On the question 5, According to you, how cooperation of your organisation with other
interested parties can be improved?, positively responded three participants,
Maintaining regular contact with Diaspora and institutions working in that field, sharing the
information and organising meetings
Cooperation with Diaspora associations, clubs and Croatian Heritage Foundation (HMI-CHF)
On question 6, Are there certain initiatives or actions organised for promotion, facilitation
and improvement of investment and trade activities of the Diaspora, regional development
agency Medimurja (REDEA) stated that they regularly organise promotional events about
investment opportunities but they are not directed particularly towards Diaspora members, and there
is no specific requirements or conditions for Diaspora.
No other institution or organisation provides this kind of information specifically aimed to
Diaspora.
On the question 7, Do you maintain personal contact with Diaspora?, 53% of respondents
answered positively and majority of contacts are with counterparts in Germany 32%
According to the answers on question 8, the contacts are usually established and maintained with
individuals rarely with organised groups and companies.
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Contacts with Diaspora Country of conatact
What kind of contacts
On the question 9, How do you rate the contact you nominated under the Q8 in context of
potential involvement into economic development of the country, majority of respondents
mark as useful
Reating of contacts
The diaspora has changed its opinion towards the business conduct in Croiatia in last 6-7
years. They are aware that Croatia is becoming more stable and business friendly society.
The procedures should be aleviated, more transparent rules of busienss conduct and real
estate operations should be introduced
10
There are more reserve expressed in answering on question 10 do you consider your contact
could express interest to be included in the activities related to economic development?
Majority of the respondents are not aware about willingness of their contacts to start investment in
Croatia. They are negative or reserved (dont know). This reflects conservative thinking and distrust
of Diaspora in investment opportunities, and as well, lack of proactive acting of Croatian
institutions in changing negative perception about economy, society, stability, rule of law and fair
treatment of Diaspora in Croatia.
Interest in investing
On the question 11, are there existing activities within your organisation involving Diaspora
into economic development?, 80% of the respondents came with negative answers. It shows that
Croatian institutions are passive and have no articulated policies and strategies in attracting
Diaspora to take part in economic development of the country
Organised activities involving Diaspora
Answers to question 12, By your opinion, what would be useful to do in terms of creating
better conditions for investment e.g. engagement of Diaspora members in Croatia?, are in
line with common perception of the situation in Croatia and as well, lack of systematic approach
and concept about how to attract and include the Diaspora resources in economic life, how increase
investment and contribute to the development and wellbeing of all citizens.
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According to the answers following should be done
Accelerate procedures; intensify activities of corresponding departments within MINGORP
Connect with Diaspora to share information
Reduce red tape, introduce tax incentives for investment, improve legal and regulatory
framework,
Investment in education, establishment of knowledge centres, routing of incentives to sMEs
because majority of Diaspora entrepreneurs coming from SME sector
Establish clear and unambiguous rules of the game, and requirements connected with
investment, promoting Croatia as a country friendly and attractive for investment
Connect development agencies with Diaspora associations
Reduce bureaucracy, reduce taxes
Make procedures simplest for investment, abolish barriers and complex procedures
Sharing information, education about procedures would increase level of investment
Identify interests of the Diaspora for investment, and their opinion about barriers for
investment
Coordination between technology and entrepreneur centres and development agencies
From the answers is visible that respondents are aware about communication problems with
Diaspora, lack of strategic thinking and coordination between stakeholders and as well red tape and
bureaucratic treatment of investors.
They have noticed lack of information about Diaspora potential, as well as insufficient promotion of
investment opportunities. Respondents also pledge for transparent procedures and fair rules of the
game and stable regulatory framework.
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Recommendations
Cooperation with Diaspora communities is a challenge and an opportunity. In that respect, all the
stakeholders (institutions, agencies, ministries, chambers) should generate a sound strategy on
working with Diaspora with clear objectives and expectations satisfying the needs of booth country
of origin and Diaspora community.
It is obvious that issue of migration has been ignored for long time. This for the economic
development important theme was reduced to effects of remittance and social and ethno issues.
Lack of a strategy to employ the Diaspora economic potential has already grave macro-economic
consequences. Without instituting an active investment policy, government will be faced with
Diaspora looking for other, informal ways of getting their money back home, and investing on
project with no real impact on economic development.
The survey clearly shows that Croatia lacks effective professional approach to Diaspora issues with
regard to recognise and use its tremendous economic potential.
Our impression is that government and its institutions, agencies and intermediaries do not recognise
and properly evaluate the relevance of the migration theme for sustainable economic development
and therefore cannot effectively use the positive effects of migration.
Analysing the survey data it is to conclude that no preparatory work has been done, and
Identification of problems that cooperation with Diaspora communities can help solve
Exploring possibilities for cooperation with Diaspora communities and their partners on
the ground (e. g. joint project activities, participation in professional events, and cooperation
in existing initiatives of the partner government for mobilising the Diaspora).
Map the Diaspora in receiving countries
o Size of the Diaspora
o Relationship of Diaspora communities with the government of the origin country?
o Percentage of highly skilled professionals among the migrants
o economic potential Diaspora possess
Involvement of all intermediary institutions that can establish contact with Diaspora
communities
Identification of suitable Diaspora communities as partners (weigh the strengths and
weaknesses of the organisations with regard to the sectoral competence, performance
capacity, economic power, investment capacity etc).
Establishing direct contact with partners of the Diaspora organisations on the ground in
order to test their performance capacity and potential role in the projects related to FDI and
economic development projects (local, regional and national wide) in terms of
organisational capacity, relationship with the partner in the Diaspora, risk of political
influencing of the project activities.
Defining formal procedures and requirements for the participating partners (including
assignment of roles, responsibilities, investment, management of PPP, etc).
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In addition to overall improvement of the business and investment climate, development
cooperation can support the adaptation of government and commercial information, advisory and
business services to the specific needs of migrants (for instance, stays in their home country that
may be only very brief). This does not necessarily call for separate structures to be established.
Instead, the existing structures should be provided with relevant advice. Investment opportunities
may be communicated via economic attachs at embassies and consulates in the host countries. In
addition, closer cooperation with chambers of industry and commerce in the host country and the
country of origin is to be sought.
Information sharing can be promoted among experienced business people in the Diaspora who
already operate in the country of origin and new business owners. This is already being put in
practice by independent networks of Diaspora entrepreneurs.
Although they are not primarily focused on a particular business Diaspora, chambers of commerce
can play an important role in linking the diaspora to the business community in their country of
origin. Croatian chambers (HGK) already hs a mandate to promote commercial ties (trade and
investment) between countries.
Within its regular activity and area of responsibility, they are already actively involved in
networking, matchmaking, business facilitation, and the provision of commercial information, as
well as market research, and conference and export promotion assistance. Chambers of commerce
also provide a link to the wider business community within a country or region that a Diaspora may
avail of.
Furthermore, chambers of commerce can play a key role in interacting with governments and
businesses in order to advocate economic policies surrounding both domestic and international
commerce. Each of these activities provides an opportunity for diaspora involvement in the
promotion of business in a country of origin (Johnson and Sedaca 2004:39).
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Appendices
15
1. Questionnaire form
Questionnaire - Diaspora
Potential of the Diaspora involvement for economic development of Croatia
1.) Do you mainain contacts with Diaspora as an institution/agency
Yes No
2.) Please, describe in short the structure and type of work with Diaspora you practice in your
organisation
a) Which department is responsible for work with Diaspora (no of employees)?
b) What way are data and information collected?Kako se prikupljaju podaci o dijaspori?
c) What legal ground is used in data collection and what criteria are applied for registration
of the data in the data base?
f) What organisations you are cooperating with in receiving data abouit Diaspora and for
your area of responsibility?
g) Please describe in detail which aspects and fields of work with Diaspora you are involved
with
h) please describe how your organisation involves the phenomenon of the Diaspora in
formulating strategies, operational plans and projects
Contact information
Name of the
institution
Date
Address Location
Contact
person
telephone
E-mail Web site
Type of the
institution
local gov. association chambers NGO
ministry institution agency institute
16
3.) Does your organisation provide information about Diaspora or maintains a documentation
centre?
If yes, - please describe how it works
4.) Please quote how data collection about Diaspora could be improved?
a) In your organisation:
b) In other institutions sending the information to you:
5.) According to you, how cooperation of your organisation with other interested parties can
be improved?
Please quote types fo cooperation with local authorities emigrants associations) or other Diaspora
associations
6.) Are there certain initiatives or actions organised for promotion, facilitation and
improvement of investment and trade activities of the Diaspora (custom regulations, brochures
about investment opprtunities, other useful materials, conferences, meetings)
7.) Do you mainain personal contact with Diaspora?
Yes No
a. If yes, what country?
Germany Swiss Austria Unated Kingdom America Scandinavia
other
8.) in case of contacts there are contacts with:
Individuals Companies
Organised group of people Organised and formalised network
Other ___________________
17
9.) How do you rate the contact you nominated under the Q8 in context of potential
involvement into economic development of the country ?
Useful (please explain):
Not useful (please explain):
10.) do you consider your contact could express interest to be included in the activities related
to economic development?
Yes No
11.) are there existing activities within your organisation involving Diaspora into economis
development?
Yes No
If yes, what type?
12.) By your opinion, what would be useful to do in terms of creating better conditions for
investment e.g. engagement of Diaspora members in Croatia?
2. Survey Diaspora List of participants
ZAGREB I ZAGREBAKA
1 Odjel za meunarodne gospodarske i politike
odnose, IMO
Ul. Lj. F. Vukotinovica 2, 10000
Zagreb, Croatia; tel.: +385-1-
4877460
Krevan Antun Dujmovic
(Jaka Puljiz)
antun.dujmovic@gmail.com
2 Fakultet Politikih Znanosti, Odsjek za
medunarodnu politiku i diplomaciju
prof. dr. sc. Luka Brkic,
izvanredni profesor
luka.brkic@zg.htnet.hr
3
4
Ekonomski fakultet Zagreb: Katedra za demografiju,
Prof. dr. sc. Jakov Gelo
Katedra za makroekonomiju i
gospodarski razvoj, Prof. dr.
sc. Radmila Jovancevic
nada.francekovic@efzg.hr
ankica.djuric@efzg.hr
jgelo@efzg.hr
radmila.jovancevic@efzg.hr
5 Ekonomski Institut, Trg J. F. Kennedyja, 10000
Zagreb tel. 385 1 2362 200
Nenad Starc nstarc@eizg.hr
6 Hrvatska matica iseljenika Katarina Fucek, prof. Radicev trg 3 katarina.fucek@matis.hr
7 Institut za migracije i narodnosti Trg Stjepana Radica 3
10000 Zagreb, Croatia
Tel.: +385 (0)1 6111 563
Dr. Jadranka CACIC-
KUMPES
Research Associate
jadranka.cacic-
kumpes@imin.hr
8 Agencija za promicanje izvoza i ulaganja Hebrangova 34
4866004
Boica Lapic bozica.lapic@croinvest.org
9 Hrvatska gospodarska komora 4828382 Sunanica Skupnjak-Kapi
direktor Sektora za
medunarodne odnose
sskupnjak@hgk.hr
sstipic@hgk.hr
10 Hrvatska obrtnika komora Medunarodna suradnja
poslovni razgovori
4806650
Draen Horvat
Snjeana Tomic 4806670
drazen.horvat@hok.hr
Hrvatska poljoprivredna komora Damjan Bogdanovi info@hrpk.hr
11 Regionalna razvojna agencija Zagrebacke
upanije d.o.o.
Ulica grada Vukovara 72,
10000 Zagreb
Tel: 01/6556 051
Zlatko Hercek, dipl.oec.
direktor Lovro Bencevic
098 9605467
strucni suradnik za razvoj
lovro.bencevic@zacorda.hr
19
12 Centar za transfer tehnologije Ivana Lucica 5, 10000 Zagreb
Tel: 01/6168 497
Prof. dr. sc. Ivan Juraga,
direktor
Melita Zrilic
melita.zrilic@fsb.hr
13
14
15
Razvojna agencija Zagreb TPZ d.o.o. D.Golika 63, 10000 Zagreb
Tel: 01/3667 149
mr. Marijan Oanic, direktor
Lidija Cilic, dipl. oec.
Voditeljica centra za razvojne
projekte
Saa Grozdanic, dipl. in.
Voditelj poduzetnickog centra
m.ozanic@raza-tpz.hr
l.cilic@raza-tpz.hr
s.grozdanic@raza-tpz.hr
16 VG Poduzetnicki centar d.o.o. Trg kralja Tomislava 34,
10410 Velika Gorica
Tel: 01/626 2800
Sanda Kulic Makar, direktorica uprava@poduzetnicki-centar.hr
DUBROVAKO-NERETVANSKA
17 Regionalna razvojna agencija Dunea d.o.o. Branitelja Dubrovnika 41, p.p.
358, 20000 Dubrovnik
Tel: 020/312 714
Melanija Milic
Direktorica
mmilic@dunea.hr
info@dunea.hr
18 Dubrovacki centar za poduzetnitvo Iva Vojnovica31,
20000 Dubrovnik
Tel: 020/418 401
DIREKTOR, Marija Previic dcp@dcp.hr
SPLITSKO-DALMATINSKA
19
Tehnoloki centar Split
Kopilica 5, 21000 Split
Tel: 021/393 333
Sladana Jakopovic, dipl. oec.
clanica Uprave i izvrna
direktorica
sjakopovic@tcs.hr
20 CEPOS, Centar za poduzetnitvo Split Kralja Zvonimira 14,
21000 Split
Tel: 021/323 051
ana Cagalj
direktor
zana.cagalj@cepos.hr
21 Poduzetnicki centar Sinj d.o.o. Vrlicka 41, 21230 Sinj
Tel: 021/824 453
1.1.1.1.1.1 direktor: Ana
Barac
pcsinjab@net.hr
IBENSKO KNINSKA
22 Regionalna razvojna agencija ibensko kninske
upanije
Prilaz tvornici 39,
22000 ibenik
Tel: 022/217 113
Drago Matic, dipl.oec.
direktor
drago.matic@rra-sibenik.hr
ZADARSKA
23 Razvojna agencija Zadarske upanije d.o.o Bartola kaica 3, 23000 Zadar
Tel: 023/312 245
Sanja Pericic, direktorica sanja.pericic@zadra.hr
20
OSJEKO BARANJSKA
24 Centar za poduzetnitvo Osijek etalite kardinala Franje
epera 13/2, 31000 Osijek
Tel: 031/283 820
Mr.sc. Darija Krstic, direktorica darija.krstic@poduzetnistvo.org
25 Regionalna razvojna agencija Slavonije i Baranje Stjepana Radica 4,
31000 Osijek
Tel. 031/221-841
dr.sc. Stjepan Ribic,
direktor
stjepan.ribic@obz.hr
26 Poduzetnicki centar Beli Manastir d.o.o. Kralja Tomislava 53,
31300 Beli Manastir
Tel: 031/710 211
Laura Blagus info@pcbm.hr
27 Poduzetnicki centar Belice Vij. S.H. Gutmanna 1,
31551 Belice
Tel: 031/665 255
Zoran Uranjek poduzetnicki. centar.belisce
@os.t-com.hr
28 Zadruga Poduzetnicka mrea - Centar za
promicanje i razvitak poduzetnitva
Kralja Zvonimira 10 ,
31327 Bilje
Tel: 031/751 480
zpm@zpm.hr
29 Miholjacki poduzetnicki centar d.o.o. Trg Ante Starcevica 1/1,
31540 Donji Miholjac
Tel: 031/630 944
VALENT POSLON iur. valent.poslon@gmail.com
VIROVITIKO PODRAVSKA
30 Valpovacki poduzetnicki centar d.o.o. Trg kralja Tomislava 14/i,
33550 Valpovo
Tel: 031/651 411
Ivana Bagaric, dipl. iur vpckontakt@gmail.com
31 VIDRA - Razvojna agencija Viroviticko
podravske upanije d.o.o.
LJ. Patacica 1,
33000 Virovitica
Tel: 033/743 131
Sanja Bonjak, univ. spec. oec sanja.bosnjak@ravidra.hr
POEKO SLAVONSKA
32 Poduzetnicki centar Pakrac d.o.o. Zona male privrede 5, HR -
34550 Pakrac
:(034) 290-650
Direktorica Vida Ilicic:
pcp@pc-pakrac.biz
33 Poduzetnicki centar Pleternica Ivana veara 2,
34310 Pleternica
Tel: 034/251 046
Dijana Ferkovic dijana.ferkovic @pleternica.hr
21
BRODSKO POSAVSKA
34 Centar za tehnoloki razvoj d.o.o. - Lokalna
razvojna agencija BP
Trg pobjede bb, Zgrada Projekt
Biro, p.p. 216 35000 Slavonski
Brod
385 35 441 604
Dragan Jelic, dipl.in. direktor@ctr.hr
35 Industrijski park Nova gradika d.o.o. Kralja Tomislava 1,
35400 Nova Gradika
Tel: 035/359 910
Ivan Sertic ivan.sertic@ipng.hr
MEIMURSKA
36 CakRA d.o.o. RRA Cakovca portska 2 40000 Cakovec
tel/fax: 040 311 230
Damira Vresk, dipl.iur.
direktor
damira@cakra.hr
37 Regionalna razvojna agencija Medimurje -
REDEA d.o.o.
Bana Josipa Jelacica 22
HR - 40 000 CAKOVEC
385 40 395 560
Matija Derk, dipl. politolog
direktor
matija.derk@redea.hr
VARADINSKA
38 AZRA Agencija za razvoj Varadinske upanije Franjevacki trg 7,
42000 Varadin
Tel: 042/422 200
Mario Feric, predsjednik uprave
Mario Klapa, tajnik
Vanja Borovic, kontakt
info@azra.hr
39 Razvojna agencija Sjever - DAN d.o.o. Zagrebacka 94, 42000 Varadin
Tel: 042/213 700
varazdin@dan.hr
BJELOVARSKO BILOGORSKA
40 Poslovni park Bjelovar Trg Eugena Kvaternika 6 ,
43000 Bjelovar
Tel/Fax: +385 43 221-590
ADELA ZOBUNDIJA,
dipl.inf. - Direktor
adela@poslovni-park.hr
41 Regionalna razvojna agencija Bjelovarsko
bilogorske upanije
Trg Eugena Kvaternika 13,
43000 Bjelovar,
tel. 043 / 225 - 999
JASMINA MILETIC, dipl. oec.
- v.d. direktor
jasmina@rerabbz.hr
info@rerabbz.hr
SISAKO MOSLAVAKA
42 Centar za poduzetnitvo grada Novske Osjecka 19, 44330 Novska
Tel: 044/608 652
Mara Ljubicic
ravnateljica
mljubicic@pc-novska.hr
43 SI-MO-RA d.o.o. Stjepana i Antuna Radica 8/b
44000 Sisak
Tel.: 044/ 544204
Julije Katancevic Direktor jkatancevic@simora.hr
22
KARLOVAKA
44 Poduzetnicki tehnoloki inovacijski centar B. Frankopana br. 8,
47300 Ogulin
Tel: 047/531 662
Ivica Boicevic ptic@genije.hr
KOPRIVNIKO KRIEVAKA
45 Koprivnicki poduzetnik Dravska 15
48 000 Koprivnica
Tel:+385 (0) 1 8000 096
048 210 367
Tihomir Cvetkovic pozivni.centar@poduzetnik.info
46 PORA Razvojna agencija Podravine i Prigorja Ulica brace Radic 2/1,
48000 Koprivnica
048/621-
Ravnateljica: Melita Bircic, inf. info@pora.com.hr
47 Durdevacki poduzetnicki centar Trg sv. Jurja bb,
48350 Durdevac
Tel: 048/280 671
eljko Turkovic durdevacki. poduzetnicki.centar
@kc.htnet.hr
KRAPINSKO ZAGORSKA
48 Zagorska razvojna agencija d.o.o. Magistratska 1, 49000 Krapina
Tel: 049/373 161
Direktorica
Ines Kos, dipl. oec.
ines@zara.hr
PRIMORSKO GORANSKA
49 Regionalna razvojna agencija PORIN d.o.o. Milutina Baraca 19,
51000 Rijeka
Tel: 051/634 330
Doris Soic
Direktorica
doris.sosic@porin.hr
50 Poduzetnicki inkubator Skrad (Pins d.o.o.) Ivana Gorana Kovacica 3,
51311 SKRAD
+385 51 820 045
STELA MULC, clan uprave stela@pins-skrad.hr
ISTARSKA
51 Istarska razvojna agencija (IDA) d.o.o. Mletacka 12/IV 52100 Pula
tel: ++385(52) 381 900
Darko Lorencin direktor darko.lorencin@ida.hr
LIKO SENJSKA
52 Poduzetnicki centar Licko-senjske upanije
d.o.o.
dr. Franje Tudmana 4,
53000 Gospic
Tel: 053/588 255
Drago Vlainic poduzetnistvo@gs.htnet.hr
3. About consultant
The trainer conducting the seminar is recognized CMC trainer, members of Croatian Association of
Management Consultants, Member of Training and Education Committee of ICMCI;
1. Anton Florijan Barisic, MSc, CMC, CEO and principal consultant of the CHRONOS Info
consulting company
Anton Florijan Barisic is CEO in Chronos Info, a consulting company with responsibility in field of
management, marketing strategy, HR management, CRM and development of IT resources. He
achieved the great experience implementig knowledge and skills of business consultancy in IT
industry, as well as wood, touristic, and food industry. He has achieved the master degree in
informatic sciences and business administration. He has obtained world recognized certificate CMC
2
for management consultants.
He is certified Master of Business Training and Consultancy. He attended a number of courses,
seminars workshops and specialisations in area of leadership and management, marketing, CRM,
Local Economic Development, Project management, change-, crisis-, and process management. He
has achieved master degree in the area of SME development as a key element of local econonomic
development on the University of Trento, Italia, attending European master studies on comparative
development.
Currently, he is working on his PhD thesis with regard to Human Capital and Local Development.
He is acting as trainer and lecturer in PUMA programm, lecturer on course for management
consulting at the VERN college, and seminar lecturer in SRCE, and trainer for entrepreneurs by
ILO methodology. For UNDP, as a LED expert, project manager, instructor and consultant, he leads
projects related to the local economic development in South-East Europe.
He is actual president of the Croatian Assocotiation of management consultants, and member of
ICMCI Commitee for education and training. He is also member of Eastbridge Europa aAssociation
supporting economic and technological Co-operation with South-Eastern Europe.
2
CMC - Certified Management Consultant - is an international branding and mark of qualification and represents evidence of the
highest standards in management consulting and adherence to the code of ethics of the profession
24
4. About CHRONOS Info
CHRONOS Info Ltd is a new generation business consulting company that embodies the evolution
and integration of management systems into tools for growth of our customers.
We are small, private Hi-Tech consulting, training and engineering company with providing ITC,
marketing, training, consulting services, management consulting and business development services
in Croatia and in countries of South East Europe.
Chronos Info has achieved the TQM ISO 9001:2000 Certificate for ICT consulting, and business
consulting services. Chronos Info has also obtained international CMC certificate for management
consulting issued by ICMCI. We are possessing an EFQM certificate qualifying us to act as European
Business Excellence Assessor
We have also accumulated knowledge and experience about the institutional, industrial and cultural
conditions in the field of our expertise offering a broad spectrum of competencies and services. All
this tight and transparent methodology ensures country-specific high quality and authentic solutions.
Our responsibility is to assist our clients in the achievement of their goals by successfully
implementing new techniques and strategies. We use established tools and instruments in mixed
teams of business administrators, economists and engineers. We want our clients to feel that we are
exceeding their expectations and providing them with the best value. Multi-language communication
skills are given in our local teams (English, Italian, Croatian, Russian or German) as well as lean,
service-oriented management support straight implementation in the described service flows.
These span distinct areas of expertise:
Project management
Project Cycle Management
Leadership and Management
Development and innovation management
Technology transfer management
Marketing
Organizational development
Customer relationship management
Human resources management
ICT consulting and engineering
EU funding TA services
Services in general
Promotion of economic development, SME-development: institutional development
organisations are being supplied with services and system solutions for self-help oriented,
sustainable development. Our special subjects are BDS development, development of
organisations, and strategy of institutions of SME-self-help.
Assistance in co-operation: local and regional in-depth knowledge together with our
consulting experience abroad enable us to study sectors with typical characteristics of
competition, costs and quality, to identify the best co-operation partners, to evaluate it and to
negotiate convenient contracts. Thereby, we optimal integrate public methods and subsidies.
25
Considering the reputation of our company, quality of service and experience in working on many
different projects, we are able to serve as a sounding board for our clients, providing all the services
within the scope of work required by Project description.
Our client oriented training and consulting service team has a strong background and is able to
address clients needs and concerns. We regard ourselves as our clients partner in growth, providing
an integrated service approach to help them achieve the level of success.
Our company has the qualifications and resources to tackle assignment important to our clients
having:
Excellent project management skills and senior commitment;
In-depth knowledge and practical experience of the management consulting industry;
An excellent track record of recent successful implementation of different projects in Croatia
and countries of South-East Europe
Broad resource basis ensuring capacity for prompt execution.
Strong local experience of key team members
Our pool of experts comprises LED consultants, management consultants, administrative experts,
trainers, and project managers. We work on a permanent basis with more than 10 consultants/trainers,
who will be involved in a number of different projects at any one time. In addition, experienced
experts are available for special topics.
Our strengths are:
15 years of experience in consulting and training both nationally and internationally
Our cooperation with universities means we apply the latest methodology in our fields of
specialization
Our contacts with business and industry mean the solutions we offer have been tested in
practice
Our contacts with administrations give us knowledge of conditions, possibilities, and suitably
adapted concepts
Our active cooperation with educational institutions and the pooling of experience among our
trainers enable us to exploitation the effects of synergy
The international activities of our experts and consultants and their world-wide deployment
provide them with a wealth of inter-cultural know-how
Our consultants qualifications in methodology and experience as a problem solving experts ensure
interactive, participant-oriented cooperation.
Our team
Being professional management consulting service company, we recognize that quality people are the
most valuable resource. Our people are of the highest caliber and are led by partners with substantial
international experience. The people that we use both in the project design and implementation have
diverse qualifications and have strong professional, and management skills. Their specialist skills,
which our firm will bring to every assignment, have been developed through their academic
background, rigorous internal and international training and extensive engagement experience.
Accomplishing our tasks we put together a multi-disciplinary team for assignment execution. Each
individual member of the team is a first-class specialist in his/her own field with full set of qualities
required for the implementation of this specific project.
Team members are committed to exceeding clients expectations continuously by delivering
management consulting services with a strong customer focus, superb competence and commitments
to the professional values of integrity and objectivity.
26
Clients, Services provided and fields of activities
More on. www.chronos.hr
1.1.1.1 Clients:
European Commission
World Bank
UNDP
OECD
ILO
Central and Local Governments
Institutions
1.1.1.2 Services Provided:
Project management
Project Cycle Management
Leadership and Management
Development and innovation
management
Technology transfer management
Marketing
Organizational development
Customer relationship management
Human resources management
1.1.1.3 Fields of Specialization:
Institutional Strengthening
Public Administration Reform
Local and Regional Development
Decentralisation
Public Finance
Private Sector Development
SMEs
Business Advisory Services
Industrial Coop. and Development
Innovation and Technology transfer
Training and Education
Training Needs Analysis
Curriculum Development
Training Evaluation
Training of Trainers
Training of International Project
Managers

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