Welcome and Introduction Programme 10.15: Coffee and Registration - PDF document

Welcome and Introduction

Programme 10.15: Coffee and Registration 10:30 Understanding Strategic Partnerships 10:50 Needs Analysis/Proportionality/Priorities 12.00 Understanding Impact 12:30 LUNCH 13.30 Writing Comments 14:00 Budget Assessment 14:45 Consolidation process 15:15 Questions and Close

and Strategic Key Action 2 Partnerships

Key Action 2 Centralised Decentralised • Cooperation for • Knowledge • Strategic Innovation and Alliances Partnerships the Exchange of supporting • Capacity ‐ building Good Practices Innovation for Higher • Targets the Education • Strategic development, Partnerships • Capacity ‐ building transfer and/or supporting for Youth implementation Exchange of • Sector Skills of innovative Good Practices Alliances practices • School Exchange (separate Call) • Targets positive Partnerships and long ‐ lasting change on the participating organisations

Understanding Partnerships Strategic

1. GO 1. GOAL ALS AND AMBITIONS S AND AMBITIONS Understanding Strategic Partnerships  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 exchanges of experience at European level.  Strategic Partnerships  Strategic Partnerships supporting Innovation : to develop supporting Exchange of Good innovative outputs and engage in Practices : to develop or reinforce intensive dissemination and networks, to increase capacity to exploitation actions associated operate at transnational level, and with new/existing products and to share and discuss ideas, innovative ideas. practices and methods.  In 2018, two new formats have been introduced for Strategic Partnerships supporting Exchange of Good Practices, namely : School Exchange Partnerships and Transnational Youth Initiatives .

2. FIELDS and FORMA 2. FIELDS and FORMATS Understanding Strategic Partnerships FIELD Strategic Partnerships: Types and Formats SP supporting Innovation Adult Education SP supporting Exchange of Good Practices Higher Education SP supporting Innovation SP supporting Innovation School Education SP supporting Exchange of Good Practices School Exchange Partnerships (new for 2018) Vocational Education SP supporting Innovation and Training SP supporting Exchange of Good Practices SP supporting Innovation Youth SP supporting Exchange of Good Practices Transnational Youth Initiatives (new for 2018)

2. FIELDS and FORMA 2. FIELDS and FORMATS Understanding Strategic Partnerships Cross ‐ Sectoral Partnerships  Projects can also choose to run cross ‐ sectoral Strategic Partnerships  There is no separate application form for a cross ‐ sectoral Strategic Partnership, applicants must still choose the main field under which the application is to be presented  There is no specific location in the application form for the project to identify themselves as a cross ‐ sectoral partnership. They may specifically state this in the narrative or it may be clear from the chosen priority.

3. NEW FORMA 3. NEW FORMAT FOR SE FOR SE Understanding Strategic Partnerships School Exchange Partnerships  aims to provide mobility opportunities for pupils and staff in the school sector to help the participating schools to develop as organisations, to increase their ability to work internationally and to strengthen their European dimension.  only schools from Programme countries can participate: minimum of 2 and maximum of 6 schools from at least 2 different Programme countries .  supports mobility activities (LTTs) of staff, pupils and accompanying staff, as well as PMI, exceptional and special needs costs (according to standard rules for KA2 ‐ SPs); no funding available transnational partner meetings, IOs or MEs.  funding limited to €16,500 per school per year (special needs funding is extra).

7a. KNOWING THE DIFFERENCE Understanding Strategic Partnerships Strategic Partnership for Innovation [all fields] Manage Exceptio Project Special IOs MEs LTTs ment Meetings nal Needs targeting the development of innovative outputs alongside intensive dissemination and exploitation actions associated with new or existing products and innovative ideas

7b. KNOWING THE DIFFERENCE Understanding Strategic Partnerships Strategic Partnership for Exchange of Good Practices (not HE) Manage Project Exceptio Special LTTs ment Meetings nal Needs targeting those wishing to develop or reinforce networks , to increase their capacity to operate at transnational level, and to share and discuss ideas, practices and methods (such partnerships might also produce tangible outputs and are expected to disseminate the results of their activities albeit in a manner proportional to the aim and scope of the project)

7c. KNOWING THE DIFFERENCE Understanding Strategic Partnerships School Exchange Partnerships (SE only) Manage Exceptio Special LTTs ment nal Needs targeting mobility opportunities for pupils and staff in the school sector, to help the participating schools to develop as organisations, to increase their ability to work internationally and to strengthen their European dimension; important for quality assessment to be proportional aligning actions and activities with the type and format of this funding action

4. P 4. PARTNERS AND A NERS AND ACTORS RS Understanding Strategic Partnerships  Most Strategic Partnerships are required to involve at least 3 partners from 3 programme countries (Youth SPs and SEPs reduce this to 2 partners from 2 programme countries)  No upper limit to the number of partners yet management (PMI) contributions are paid for a maximum of 10 organisations.  Strategic Partnerships are open to organisations active in any field of education, training and youth , or other socio ‐ economic sectors , including those with a transversal remit (e.g. local and regional authorities, recognition bodies, trade organisations, chambers of commerce, guidance centres, cultural bodies).  Strategic Partnerships should involve an appropriate range of partners bringing forth complementary experience and expertise that will enable goals and objectives to be delivered, with participation having confirmed strategic value in all cases (SEPs are an exception for which schools only participation is targeted).

4. P 4. PARTNERS AND A NERS AND ACTORS RS Understanding Strategic Partnerships Pr Prog ogramme Countries mme Countries

A PARTNER COUNTRY (from anywhere in the world) can participate where there is genuine added value with specific skills, experience or expertise brought forth that is essential for successful project achievement (and which is not able to be found in Erasmus+ programme countries ). Receives funding but cannot host LTTAs (apart from Short ‐ term Staff Training)

• UK participation continues as previously • Associated partners can participate (no funding can be accessed, but roles must be described)

Assessment and Scoring

Assessment and Scoring: Criteria and Ceilings ASSESSMENT CRITERION MAXIMUM SCORE 30 Relevance Quality of Project Design 20 20 Quality of Project Team Impact and Dissemination 30 Note 1: scores apply to all KA2 Strategic Partnerships (including SEPs) Note 2: to be considered for financing, projects must achieve at least 50% under each criterion plus at least 60 points in total.

Assessment and Scoring: Use of Scoring Bands VERY GOOD GOOD FAIR WEAK …application …application …application broadly …application fails to addresses all relevant addresses the addresses the address the criterion aspects of the criterion well, criterion, but there or cannot be judged Scoring criterion in question although some small are some due to missing or convincingly and improvements could weaknesses; the incomplete Ceiling successfully; the be made; the answer answer gives some information; the  answer provides all gives clear relevant information, answer does not the information and information on all, or but there are several address the question evidence needed and nearly all, of the areas where detail is asked, or gives very there are no evidence needed. lacking or the little relevant concerns or areas of information is information. weakness. unclear. 0 ‐ 14 30 P OINTS 26 ‐ 30 21 ‐ 25 15 ‐ 20 [fails threshold] 20 P OINTS 0 ‐ 9 17 ‐ 20 14 ‐ 16 10 ‐ 13 [fails threshold] Note: additional scoring bands exist in other funding actions

Thinking about Priorities

Thinking about Priorities The application form asks… • Please select the most relevant horizontal or sectoral priority according to the objectives of the 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.

Thinking about Priorities Where are the priorities coming from?