The project aims to develop human capacities in the Sárospatak — Tokaj region. The consortium consists of 7 municipalities in Borsod-Abaúj-Zemplén County and a 100 % state-owned non-profit company: The municipalities of Sárospatak, Olaszliszka, Vámosújfalu, Tokaj, Tarcal, Bodrogkeresztúr and Erdőbénye and the Tokaj Wine Region Development Nonprofit Kft. According to the HCSO data of 1 January 2016, the total population of the project area is 23723. The project area concerned is part of the economically and socially underdeveloped department of BAZ: GDP per capita (HUF 2438 000) represents 70.6 % of the national average. The 3 municipalities of the consortium are Sárospataki with beneficiary status and 4 municipalities are part of the Tokaj district with the status to be developed. Ensuring access to high-quality human public services is therefore essential for their catching up. This requires the following objectives to be achieved by means of the listed planned activities: 1. Objective 1: Complex kindergarten service development: supporting access for disadvantaged children; early (community and individual) development of preschoolers, promotion of social and personal development; health promotion of preschoolers; raising awareness of parents’ responsibilities and strengthening their participation in education; provision of physical, technical and human conditions for specific activities Activities: assessment of the obstacles to attending kindergarten for disadvantaged children over 3 years of age, and the establishment of an action plan; assessing the restructuring needs of local public transport; direction bus service; craft workshops, music programs, sports camps, environmental programs, excursions, movement coordination sessions, organisation of swimming training, individual development (Difer measurement), health week with the involvement of parents, “Responsible parents” programme series, awareness-raising workshops, organisation of open days in kindergarten; OKJ trainings (preschool nurse, young child career) and trainings (movement development, education for environmentally conscious behaviour, behaviour disorder, hyperactivity management, etc.), kindergarten equipment procurements. 2. Objective 1: Development of personalities and competences of children/students through the organisation of out-of-school programmes to help children/students reach out of school and the labour market: promoting the acquisition of 21st century knowledge; helping to deepen and complement the knowledge acquired in the school by organising excursions and holiday programmes (easing the workload of working parents); career guidance, individual career model and talent management to help young people gain access to the labour market and economy; encouraging the advancement and integration of disadvantaged children; improving cooperation between municipalities, institutions and parents Activities: improving young people’s financial knowledge (financial planning, living, entrepreneurship), etiquette education, eco-games and quizzes, holiday camps (sustainability, IT, natural science and humanities, language camps), school trips and occupations with curricula-related themes, career guidance surveys, professional presentations, launch of role-playing programmes, talent management (music, arts, science), mentoring of disadvantaged pupils, assessment of the needs of community transport restructuring, launch of guidance bus services; organising demonstrations for disadvantaged people in existing sports and art groups 3.Objective: Ensuring access to public education for disadvantaged children/students: financial support for further education for disadvantaged but well-skilled pupils, support for access to kindergarten/school, prevention of early school leaving Activities: scholarship programme, assessment of traffic management needs, launch of a bus, development of a model programme for early school leaving 4. Objective 1: Improving physical, technical and human conditions for basic human public services maintained by municipalities: improving the professionalisation of human public services (quantitative and qualitative), sensitising staff in human public services, enhancing their regional knowledge, strengthening cooperation, information flow and knowledge transfer for efficient performance of tasks, improving access to human public services Activities: assessment of specialist/skilling capacities, development of targeted programmes, creation of a database; professional trainings (public education specialist I. OKJ training, accredited training in cultural heritage management) and trainings (communication, stress management, sensitising training, social skills development, expansion of region-specific knowledge, etc.), organisation of professional workshops and case conferences, assessment of transport management needs The small equipment acquisitions essential for the implementation of the activities, as well as renovation...