KA2 Strategic Partnerships Application Workshops 6 th February 2018 VET, Adult Education & School Fields.

KA2 Strategic Partnerships Application Workshops 6 th 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 21 st March deadline to swallace@leargas.ie Application form Webinar Wednesday 21 st 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 Countries

Strategic Partnerships Eligibility Criteria Duration: Where to Apply: Between 12 and 36 months To the National Agency of the country in which the Coordinator-applicant organisation is established. When to Apply: By 11 a.m. on 21 st March 2018

Strategic Partnerships 2018 Split between projects Strategic Partnership in the field of: % of KA2 funds allocated to the Strategic Partnerships for innovation % of KA2 funds allocated to Strategic Partnerships for exchanges of good practices Total Budget Available in 2018 VET 90% 10% 1,235,554 School 50% 50% 1,494,208 education Adult 80% 20% 1,216,913 education

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 partners

Activities & 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 Support

Activities 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 Support

Name of the project: [please complete the name of the project as in the application form] 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 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 Please insert rows as needed *Project activity types: An On/An Mn En Cn n PROJECT MANAGEMENT AND IMPLEMENTATION ACTIVITIES INTELLECTUAL OUTPUTS/ACTIVITIES TRANSNATIONAL PROJECT MEETINGS MULTIPLIER EVENTS LEARNING/TEACHING/TRAINING ACTIVITIES 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 application

Why 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 effectively

CURRENT 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?

Europe 2020 20 million fewer people at risk of poverty 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 o o o o o Rethinking Education 2012 Development of transversal skills problem solving, creative thinking, communication etc. Foundation or basic skills are achieved by all. Language learning Potential of ICT in learning and teaching ( and OER) Supporting Europe s teachers to upskill

Paris Declaration - Promoting Citizenship and the common values of freedom, tolerance and non discrimination through education- 2015 Upskilling Pathways -2016 New Skills Agenda -2016 School Development and Excellent Teaching for a Great Start in Life (2017) 2014-2020 4 million mobilities 2 million HE students 650,000 VET students 800,000 Staff from AE, HE, School, VET 25,000 partnerships

Strategic Partnerships Horizontal Priorities 2018 Strategic Partnerships must address either at least one horizontal priority or at least one specific priority relevant to the field that is mostly impacted ACHIEVEMENT OF RELEVANT AND HIGH QUALITY SKILLS AND COMPETENCES SOCIAL INCLUSION OPEN EDUCATION AND INNOVATIVE PRACTICES IN A DIGITAL ERA EDUCATORS (INITIAL TRAINING, RECRUITMENT, INDUCTION, PROFESSIONAL DEVELOPMENT ETC.) TRANSPARENCY AND RECOGNITION OF SKILLS AND QUALIFICATIONS SUSTAINABLE INVESTMENT, PERFORMANCE AND EFFICIENCY IN EDUCATION AND TRAINING SOCIAL & EDUCATIONAL VALUE OF EUROPEAN CULTURAL HERITAGE

Strategic Partnerships School Priorities 2018 STRENGTHENING THE PROFILE OF THE TEACHING PROFESSIONS PROMOTING THE ACQUISITION OF SKILLS AND COMPETENCES SUPPORTING SCHOOLS TO TACKLE EARLY SCHOOL LEAVING SUPPORTING EFFORTS TO INCREASE ACCESS TO EARLY CHILDHOOD EDUCATION AND CARE Strategic Partnerships VET Priorities 2018 DEVELOPING INSTITUTIONAL PARTNERSHIPS SUPPORTING INTERNATIONALISATION STRATEGY OF VET LEARNERS PROMOTING WORK BASED LEARNING INCREASING THE QUALITY OF VET PROVISION IN LINE WITH EQAVET RECOMMENDATIONS FURTHER STRENGTHENING VET COMPETENCES IN VET CURRICULA ENHANCING ACCESS TO TRAINING AND QUALIFICATIONS FOR ALL THROUGH CONTINUING VET CONTINUING PROFESSIONAL DEVELOPMENT OF VET TEACHERS, TRAINERS AND MENTORS Strategic Partnerships Adult Ed Priorities 2018 IMPROVING AND EXTENDING THE OFFER OF HIGH QUALITY LEARNING TO ENHANCE LITERACY, NUMERACY AND DIGITAL COMPETENCES FACILITATING ACCESS THROUGH SKILLS IDENTIFICATION, TAILORED LEARNING & VALIDATION OF NON/ INFORMAL LEARNING GUIDANCE TO ENCOURAGE ADULTS TO UPGRADE THEIR LITERACY, NUMERACY AND DIGITAL SKILLS EXTENDING AND DEVELOPING ADULT EDUCATORS COMPETENCES INCLUDING ICT

Group 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.ie

The 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) participating organisations external organisations external individuals }During and after project lifetime }local, regional, national, European level 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 S

Know 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 change

Impact Chain INPUT ACTIVITY OUTPUT OUTCOME IMPACT The resources you put into the project The actions you take to reach your project goals The tangible experiences or products the project creates The immediate effects of those experiences or products The fundamental changes

Home Based Care Impact Chain INPUT ACTIVITY OUTPUT OUTCOME IMPACT Staff time, Erasmus+ funding, expertise Virtual and physical mobility, training, research, pilot testing An online course, a guide for organisations, transnational conference Increased skills and knowledge among home care providers Better care for dementia sufferers in their own homes

Every 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 effects of the experiences or products your project creates impact beyond the lifetime of the project, your application needs to be clear on the progress 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 scale

Expected 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 understanding

Identify 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 committees

Indicator & Data Source How you know change is happening ( indicator ) Fewer incidences of racist bullying Teachers more aware of cultural considerations Parents of migrant children involved in school activities Where you get the evidence ( data source ) Incident reports, interviews with school kids Peer or video observation of class technique, lesson plans Membership of PTA, attendance at school events

Data 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 depth

Share what you learn

It s where you add your link to the chain INPUT IMPACT ACTIVITY OUTCOME OUTPUT

Dissemination 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 tasks

Dissemination Resources http://www.leargas.ie/blog/ dissemination_sharewhatyoulearn/ & www.leargas.ie/blog/dissemination 2

Impact Resources Impact+ Workshop https://erasmusplus.org.uk/impact Theory of Change http://www.theoryofchange.org/ Choosing Indicators http://www.advocacyinitiative.ie/resource/are we gettingthere tool identifying evaluation indicators social justiceadvocacy

Group 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 SOURCE

Tel: 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: Where to Apply: Between 12 and 36 months To the National Agency of the country in which the Coordinator-applicant organisation is established. When to Apply: By 11 a.m. on 21 st March 2018

Further Support Reminder Project Outline forms allow us to provide feedback on your idea Submit at least 2 weeks before the 21 st March deadline to swallace@leargas.ie Application form Webinar Wednesday 21 st 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