KA2 -Strategic Partnerships Application Workshops VET, Adult Education & School Fields - 6th February 2018 - Léargas
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
KA2 –Strategic Partnerships
Application Workshops
6th February 2018
VET, Adult Education & School Fields
Leargas.Ireland @Leargas www.leargas.ie
Aims for the day • Understanding the structure and activities of KA2 Strategic Partnerships projects • How to describe the needs and impact of your project • Understanding the Award Criteria used when assessing applications • Time for questions and clarifications
Agenda for the day • 10.30 – 11.00 Overview and Roadmap • 11.00 – 11.45 Needs Analysis • 11.45 – 12.00 Coffee Break • 12.00 – 12.30 European Priorities • 12.30 – 13.30 Impact and Dissemination • 13.30 – 14.15 Lunch • 14.15 – 14.45 Project and Quality Management • 14.45 – 15.45 Strategic Partnership Activities • 15.45 – 16.00 Summary and questions
Further Support • Project Outline forms – allow us to provide feedback on your idea – Submit at least 2 weeks before the 21st March deadline to swallace@leargas.ie • Application form Webinar – Wednesday 21st February 10.00am – To take you through the 2018 Application form and budget • Draft Application form with prompt questions • Telephone support for queries • Applicant pack to include relevant documents etc. by email
What is a Strategic Partnership?
Strategic Partnerships aim to support the development, transfer
and/ or implementation of innovative practices as well as the
implementation of joint initiatives promoting cooperation, peer
learning and exchange of practice at a European level.
The partnership can take the form of one of two types;
1. Strategic partnerships supporting the exchange of good
practices
2. Strategic partnerships developing Innovation
Strategic Partnerships for Exchange of Good practices
The aim of this type of project is to allow organisations to;
• Develop and reinforce networks,
• Increase organisational capacity to work at a transnational level
• Exchange ideas, practices and methods
• May also develop small tangible outputs
• Disseminate the findings of their activities in a way that is
proportionate to the aims and scope of the project
Strategic Partnerships for developing innovation Strategic Partnerships for developing innovation are expected to develop innovative outputs (Intellectual Outputs) that are relevant and useful to the field. Projects engage in intensive dissemination and exploitation activities of produced products/ innovative outputs. Applicants have the option to request a dedicated budget for Intellectual Outputs and Multiplier Events.
Strategic Partnerships – Eligibility Criteria
Who can participate?
Any type of public or private organisation. Examples:
• a higher education institution
• a school/institute/educational centre (at any level, from pre-school to upper secondary education, and
including vocational education and adult education)
• a non-profit organisation, association, NGO
• a public, private small medium or large enterprise (including social enterprises)
• a public body at local, regional or national level
• a social partner or other representative of working life, including chambers of commerce, craft/professional
associations and trade unions
• a research institute/ a foundation
•a body providing professional counselling and information services
• a body validating knowledge, skills and competences acquired through the validation of non-formal and
informal learning
• See p.112 of Programme Guide for further examples
Please note that applicants and participants must be registered companies.
Sole traders cannot apply
Strategic Partnerships – Eligibility Criteria
Number and profile of organisations for
Strategic Partnerships
At least 3 organisations from 3 different Programme Countries
• All participating organisations must be identified at the time of applying for
a grant.
• All participants (includes all project partners) must register with the
Participant Portal
Strategic Partnerships – Eligibility Criteria Who can apply/participate? • Any organisation from a Programme Country can apply • Organisations from Partner Countries anywhere in the world can take part as project partners (not as applicants) and only if they bring essential added value to the project • Note: If the partner country is deemed not relevant then the entire application is failed. •Projects can also include Associated Partners however they are not eligible to receive funding (see p.111 of Programme Guide)
Strategic Partnerships – Eligibility Criteria
Programme CountriesStrategic Partnerships – Eligibility Criteria
Duration: Between 12 and 36 months
Where to Apply: To the National Agency of the country in
which the Coordinator-applicant organisation is
established.
When to Apply: By 11 a.m. on 21st March 2018Strategic Partnerships 2018 – Split between projects
% of KA2 funds allocated to Total Budget Available in 2018
% of KA2 funds
Strategic Strategic
Partnership allocated to the
in the field Partnerships for exchanges of
Strategic Partnerships
of: good
for innovation
practices
VET 90% 10% €1,235,554
School €1,494,208
education
50% 50%
Adult €1,216,913
education
80% 20%Funding Principles
• Maximum grant of €150,000 per year
‐ Therefore a three year project will have a maximum grant of €450,000
‐ A two year project will have a maximum grant of €300,000
‐ Pro‐rata approach for projects between 24 and 36 months – maximum
of €12,500 allowable per month (e.g. a 25 months project will have a
max. grant of €312,500)
• Grants are activity‐driven
‐ Therefore applicants should focus on the aims and objectives of the
project rather than the potential grant size
• Applicant managed funding ‐ The Coordinator organisation applies to manage
the grant on behalf of the other partnersActivities & Budget – Exchange of Good Practice
Activities are directly related to the project grant
• Automatic Activity:
‐Project management & Implementation
• Conditional Activities:
‐ Transnational Project meetings
‐ Transnational Training, Teaching & Learning Activities
• Conditional Supports:
‐ Exceptional Costs; Special Needs Support; Linguistic SupportActivities and Budget – Development of Innovation
Activities are directly related to the project grant
• Automatic Activity:
‐Project management & Implementation
• Conditional Activities:
‐ Transnational Project meetings
‐ Transnational Training, Teaching & Learning Activities
‐ Intellectual Outputs
‐ Multiplier Events
• Conditional Supports:
‐ Exceptional Costs; Special Needs Support; Linguistic SupportName of the project: [please complete the name of the project as in the application form]
PROJECT TIMETABLE
MONTHS M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24 M25 M26 M27 M28 M29 M30 M31 M32 M33 M34 M35 M36
Project activity*
Project mgmt & imp
Trans. Project Meetngs
Intellectual Output 1 (O1)
O2
O3
Trans Teach, Train, Learn 1
(C1)
C2
Multiplier Event 1 (E1)
E2
E3
Please insert rows as needed
*Project activity types:
‐ PROJECT MANAGEMENT AND IMPLEMENTATION
An ACTIVITIES
On/An ‐ INTELLECTUAL OUTPUTS/ACTIVITIES
‐ TRANSNATIONAL PROJECT
Mn MEETINGS
‐ MULTIPLIER
En EVENTS
Cn ‐ LEARNING/TEACHING/TRAINING ACTIVITIES
n ‐ number of the activity
Please enter all main project activities and meetings, intellectual outputs and related activities, multiplier events and training/teaching/learning activities. Use the reference numbers as they appear in the application form.
Where no numbers exist in the application form (i.e. for activities included in project management and implementation), use reference numbers A1, A2 etc. For each activity, meeting or event, indicate the month(s) in which
they will be produced/take place by colouring the corresponding cells.Roadmap Activity
10 minutes
• Participants reflect on their current position in terms of
designing their applicationWhy focus on the clarifying the need for your project?
Why focus on clarifying the need for your project? Section E in the application form: Description of the Project • Please explain the context and the objectives of your project as well as the needs and target groups to be addressed?
Why focus on clarifying the need for your project? Relevance Criteria The evaluator must evaluate the extent to which… • The proposal proves that a solid analysis, drawing on existing knowledge, know‐how, and practice, has been carried out to identify needs of the target group(s), and organisations. • The needs identified are relevant for the field under which the proposal was submitted and are clearly linked to the priorities that the project intends to meet.
Why focus on clarifying the need for your project? Impact Criteria The evaluator must evaluate the potential impact of the project; • On participants and participating organisations, during and after the project lifetime • Outside the organisations and individuals directly participating in the project, at local regional, national and/or European levels
Why focus on clarifying the need for your project?
Being clear on the need for your project
helps you address these award criteria
more clearly and effectivelyCURRENT SITUATION DESIRED RESULTS
Group Exercise
20 Mins • Read the short project description • How would you evidence the gap/need for this project? • How would you demonstrate that the project idea will address the gap?
Macro ‐ Secondary research, Policy documents Micro – primary research, examples from partners, testimonials Transnational v National approach
Tea/Coffee Break
Thinking about Erasmus+ priorities for KA2 Strategic Partnerships
Thinking about Priorities The application form asks… • Please select the most relevant horizontal or sectoral priority according to the objectives of your project. • Please comment on your choice of priorities.
Thinking about Priorities
• The evaluator must evaluate if the project addresses at least one of the
priorities ( either horizontal OR field specific) as specified in the Programme
Guide.
• If the project addresses a Horizontal Priority, it must clearly prove the impact
in the field under which it is applying.
• If a project addresses the horizontal priority ‘inclusive education, training and
youth’ it will be considered highly relevant.
• The Irish National Agency is not prioritising a European priority in a national
context.
• If a proposal does not provide convincing evidence that is relevant to at least
one priority the proposal must be scored as ‘weak’ for the award criterion
‘Relevance of the Project’ as a whole, and rejected as a consequence.Where are the priorities coming
from?20 million fewer people at risk of poverty
Europe 2020 40% completion of tertiary education
Employment rate 75% among 20‐64 year olds
Early school leaving at < 10%
Lifelong learning & mobility
Quality of Education & Training
Equity, social cohesion, active citizenship
Creativity, innovation, entrepreneurship
Rethinking Education 2012
o Development of transversal skills – problem solving, creative thinking,
communication etc.
o Foundation or basic skills are achieved by all….
o Language learning
o Potential of ICT in learning and teaching ( and OER)
o Supporting Europe’s teachers to upskillParis Declaration - Promoting Citizenship and the
common values of freedom, tolerance and non
discrimination through education- 2015
New Skills Agenda -2016
Upskilling Pathways -2016
School Development and Excellent Teaching for a Great Start in Life
(2017)
4 million mobilities
2 million HE students
650,000 VET students
2014-2020 800,000 Staff from AE, HE, School, VET
25,000 partnershipsStrategic Partnerships
Horizontal Priorities 2018
ACHIEVEMENT OF RELEVANT AND HIGH
QUALITY SKILLS AND COMPETENCES
Strategic
Partnerships must SOCIAL INCLUSION
address either at
least one horizontal OPEN EDUCATION AND INNOVATIVE
PRACTICES IN A DIGITAL ERA
priority or at least
EDUCATORS (INITIAL TRAINING,
one specific priority RECRUITMENT, INDUCTION, PROFESSIONAL
relevant to the field DEVELOPMENT ETC.)
that is mostly TRANSPARENCY AND RECOGNITION OF
impacted SKILLS AND QUALIFICATIONS
SUSTAINABLE INVESTMENT,
PERFORMANCE AND EFFICIENCY IN
EDUCATION AND TRAINING
SOCIAL & EDUCATIONAL VALUE OF
EUROPEAN CULTURAL HERITAGEStrategic Partnerships Strategic Partnerships Strategic Partnerships
School Priorities 2018 VET Priorities 2018 Adult Ed Priorities 2018
DEVELOPING INSTITUTIONAL
PARTNERSHIPS SUPPORTING
STRENGTHENING THE PROFILE OF THE IMPROVING AND EXTENDING THE OFFER
INTERNATIONALISATION STRATEGY OF VET
TEACHING PROFESSIONS OF HIGH QUALITY LEARNING TO ENHANCE
LEARNERS
LITERACY, NUMERACY AND DIGITAL
PROMOTING THE ACQUISITION OF SKILLS PROMOTING WORK‐BASED LEARNING COMPETENCES
AND COMPETENCES
INCREASING THE QUALITY OF VET FACILITATING ACCESS THROUGH SKILLS
SUPPORTING SCHOOLS TO TACKLE EARLY PROVISION IN LINE WITH EQAVET IDENTIFICATION, TAILORED LEARNING &
SCHOOL LEAVING RECOMMENDATIONS VALIDATION OF NON/ INFORMAL
LEARNING
SUPPORTING EFFORTS TO INCREASE FURTHER STRENGTHENING VET
ACCESS TO EARLY CHILDHOOD EDUCATION COMPETENCES IN VET CURRICULA
AND CARE GUIDANCE TO ENCOURAGE ADULTS TO
ENHANCING ACCESS TO TRAINING AND UPGRADE THEIR LITERACY, NUMERACY
QUALIFICATIONS FOR ALL THROUGH AND DIGITAL SKILLS
CONTINUING‐VET
EXTENDING AND DEVELOPING ADULT
CONTINUING PROFESSIONAL
EDUCATORS COMPETENCES INCLUDING
DEVELOPMENT OF VET TEACHERS,
ICT
TRAINERS AND MENTORSGroup exercise 10 mins Read the project description on your table Assign a horizontal and/OR field specific priority to it
Impact and Dissemination
Charis Hughes
Communications & Impact Research
Léargas
Leargas.Ireland @Leargas www.leargas.ieThe Score • 30 out of 100 points • Must score 15 points to pass threshold
The Award Criteria Summarised Projects show potential for impact on: • participants (staff/learners) }During and after project lifetime • participating organisations • external organisations }local, regional, national, European level • external individuals Results should be: • Replicable and transferrable • Shared with a relevant audience • As accessible as possible • Sustainable beyond the end of the funding
Why the Low Scores? • Last section of form = application exhaustion! • Impact and dissemination may feel less tangible and more distant than project activities • Unsure how to ‘forecast’ impact before it’s happened • Out of direct control: need engagement from others • “The most common adaptation to a deficit is avoidance”
Why Impact Matters
“It’s one thing to be concerned by a
problem, another to take action, and
then a whole other thing to take the kind
of action that has the potential
to bring about changes and solve it”
‐ Rev Dr Bernard LaFayette Jr,
‘From Freedom Rides to Ferguson’What to do Reverse the order and begin with impact: • What change do you want to create? • How do your project activities lead to that change? • How will you measure the difference you make? • Who will directly benefit from the changes you bring about? • Who will benefit from learning about the changes later?
How Experts Assess “Experts make a judgement on the extent to which applications meet the defined criteria. This judgement must be based on the information provided in the application. Experts cannot assume information that is not explicitly provided. Information relevant for a specific award criterion may appear in different parts of the application and experts take all of it into account when scoring.” 2017 Erasmus+ Guide for Experts on Quality Criteria
Why Impact Matters
SKnow the Change Ask yourself “Why?” or “Then what?” “We want to educate teachers about PEI” Why? “So they understand how to use it” Why? “So they can encourage their organisations to adapt it/work with parents to reduce stress/improve mental and physical health of children in their care/ etc…”
The Impact Chain
(Or Impact Framework, Impact
ACTIVITY OUTPUT OUTCOME IMPACT
Pathway, Theory of Change,
Logic Model etc…)
Whatever you call it, it can help
you see how your activities
can lead to long‐lasting changeImpact Chain
INPUT ACTIVITY OUTPUT OUTCOME IMPACT
The immediate
The actions The tangible
The resources effects of The
you take to experiences or
you put into those fundamental
reach your products the
the project experiences or changes
project goals project creates
products‘Home‐Based Care’ Impact Chain
INPUT ACTIVITY OUTPUT OUTCOME IMPACT
Virtual and An online
Staff time, physical course, Increased skills Better care for
Erasmus+ mobility, a guide for and knowledge dementia
funding, training, organisations, among home sufferers in
expertise research, transnational care providers their own
pilot testing conference homesThe Award Criteria Summarised
Projects show potential for impact on:
• participants (staff/learners) }During and after project lifetime
• participating organisations
• external organisations
}local, regional, national, European level
• external individuals
Results should be:
• Replicable and transferrable
• Shared with a relevant audience
• As accessible as possible
• Sustainable beyond the end of the fundingEvery Small Change is Part of a Bigger Picture!
A Word in Your Ear
Your change can be small
but it must affect participants, organisations,
individuals, systems…
REMEMBER THAT OUTPUTS
DO NOT GUARANTEE IMPACT!Not if I don’t read it!
What’s Wrong with this Picture?
“Léargas have bought lunch,
I’m guaranteed not to go hungry”
“My child goes to grinds,
she’s guaranteed to pass her exams”
“The impact is guaranteed by providing our
online linguistic and cultural modules and app”The Strange Case of the Missing Outcomes
To show sustainable
“The
immediate
impact beyond the
effects of lifetime of the project,
the
experiences your application needs to
or products
your project be clear on the progress
creates”
you expect to make and
how you will measure it.Progress and Measurement To measure progress, you will need: • an expected impact (the change you want) • an indicator (a way of knowing it’s happening) • a data source (evidence).
Progress and Measurement
Expected impact (change
you want):
Improve general fitness
Indicator (how you know
it’s happening):
Lost five kilos
Data source (evidence):
Bathroom scaleExpected Impact: Examples
Participants: Improve skills, motivation
or confidence; increase employability
Organisations: Introduce new
technology; improve work structure
Systems: Change curriculum to
strengthen connection to world of work
Ways of thinking: Increase tolerance and
intercultural understandingIdentify Your Expected Impact
What specific events do you hope
to see?
What would make you celebrate?Expected Impact & Indicator
Change you hope to see (‘expected impact’):
Improve migrant integration into school life
How you can tell that change is happening
(‘indicator’):
‐Fewer incidences of racist bullying
‐Teachers more aware of cultural considerations
‐More parents of migrant children
involved in school committeesIndicator & Data Source
How you know change is Where you get the evidence
happening (‘indicator’) (‘data source’)
Fewer incidences of racist ?
bullying
Teachers more aware of
cultural considerations ?
Parents of migrant children
involved in school committees
?Indicator & Data Source
How you know change is Where you get the evidence
happening (‘indicator’) (‘data source’)
Incident reports, interviews with
Fewer incidences of racist school kids
bullying
Teachers more aware of Peer or video observation of
cultural considerations class technique, lesson plans
Parents of migrant children Membership of PTA, attendance at
involved in school activities school eventsData Sources (evidence)
Before and after:
Interviews
Surveys
Reflective journals
Peer observation (video/work)Choosing Data Sources
Get specific:
Who will gather the evidence?
When? How? What questions?
Be practical:
If you have four participants, record a discussion
rather than emailing a survey
Mix qualitative and quantitative sources:
Numbers show the breadth of impact but
stories and testimonies show its depthShare what you learn
It’s where you add your link to the chain
INPUT
IMPACT ACTIVITY
OUTCOME OUTPUTDissemination Plan
• Who can benefit from what you’ve learned?
• What do you want them to know?
• How can you best reach them?
(“appropriateness and quality of
sharing the outcomes”)Who to share with
• Who can use your knowledge?
• Who can take your information
and put it into action?
• Think beyond your immediate network!Prioritise your Effort
What to share Knowledge that is • Transferable • Replicable • Sustainable
How to share
• The medium should fit the message
(Videos and infographics suit some topics very well,
but are less useful for abstract concepts)
• All partners must be involved so that the
whole project is reflected
• Dissemination must be a continuous process,
not a one‐time effort when the project ends
• Allocate resources to dissemination: you may need
specific assistance with press releases, maintaining
a website, graphic design, or other tasksDissemination Resources
http://www.leargas.ie/blog/
dissemination_sharewhatyoulearn/
& www.leargas.ie/blog/dissemination‐2Impact Resources
Impact+ Workshop
https://erasmusplus.org.uk/impact
Theory of Change
http://www.theoryofchange.org/
Choosing Indicators
http://www.advocacyinitiative.ie/resource/are‐we‐getting‐
there‐tool‐identifying‐evaluation‐indicators‐social‐justice‐
advocacyGroup Exercise
• Identify three specific goals for one of the project examples
• Think of at least one indicator for each goal
• Think of at least one data source for each indicator
*Use the Expected Impact sheet to help you*
*Write each element on a different post‐it!*
PROJECT GOAL INDICATOR DATA SOURCETel: 01 887 1280 Email: comms@leargas.ie Leargas.Ireland @Leargas www.leargas.ie
Good luck with your project! Leargas.Ireland @Leargas www.leargas.ie
Lunch Break
Strategic Partnership Activities
Group exercise • 4 Tables: Exchange of Practice, Intellectual Outputs, Multiplier Events, LTTA • Spend 15 minutes at the first table to discuss the questions then move on to the next table to review and extend the answers already there. • Report back to the group
Roadmap Activity Where are you now?
Strategic Partnerships – Reminder
Duration: Between 12 and 36 months
Where to Apply: To the National Agency of the country in
which the Coordinator-applicant organisation is
established.
When to Apply: By 11 a.m. on 21st March 2018Further Support ‐ Reminder • Project Outline forms – allow us to provide feedback on your idea – Submit at least 2 weeks before the 21st March deadline to swallace@leargas.ie • Application form Webinar – Wednesday 21st February 10.00am – To take you through the 2018 Application form and budget • Draft Application form with prompt questions • Telephone support for queries • Applicant pack to include relevant documents etc. by email
KA2 Contacts • School Education (KA201) – dobrien@leargas.ie • Vocational Education and Training (KA202)– swallace@leargas.ie • Adult Education (KA204) – dshannon@leargas.ie
You can also read
