delivering success for your college through international skills partnerships 27 and 28 june 2013
TRANSCRIPT
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Delivering Success For Your College Through International Skills Partnerships
27 and 28 June 2013
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Overview of the Day
1025–1125 Session 1: Introduction to International Skills Partnerships
1140–1300 Session 2: Getting Started
1345–1425 Session 3: Making a Success of Your International Skills Partnership
1425–1520 Session 4: International Skills Partnership Opportunities
1520–1600 Questions and Discussion
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Objectives
By the end of the workshop you will have gained an understanding of:
• what benefits can be delivered by international skills partnerships
• the different kind of partnerships and the processes involved
• how to write a strong application for a travel grant
• how to write a strong project proposal
• what makes a good partnership
• specific partnership opportunities
• what your organisation’s next steps might be
• the support and guidance available to take your partnership work forward
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Introductions
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Session 1Introduction to International Skills Partnerships
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What are international skills partnerships?
• Pre-commercial output-focussed partnerships between consortia of institutions in the UK and counterparts overseas that pilot new approaches to furthering skills development and employability
• Typically funded for 12 months, typically funded to around £15000
• Emphasis on sharing knowledge and experience
• Project plan with clear deliverables
• Priority sectors and themes
• Managed, supported and evaluated by British Council
• Integrated partnership approach
• Key aims: innovation, mutuality, impact, sustainability
• Since 2008, British Council has facilitated some 70 partnerships with over 30 countries
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What are international skills partnerships not?
• Generally a one-to-one, college-to-college partnership
• Short-term
• Generally a quick win
• A low maintenance, marginal activity
• About student recruitment
• Primarily about cultural relations
• Primarily about mobility
• Inward-looking, impacting on only those directly involved
• About gaining advantage over other colleges in a limited international market
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Exercise: Benefits Working in groups please share your colleges motivations in considering
engaging in international skills partnerships
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Benefits
• Motivate and capacity-build students and staff
• Enrich your college’s culture
• Enhance your college’s profile and reputation, in the UK and internationally
• Enhance your college’s approach to skills development, including in the area of curriculum development, quality assurance and employer engagement, across different thematic areas and sectors
• Build relationships with other organisations including employers in the UK and internationally
• Build a strong presence and rewarding presence in the partner country
• Identify new business opportunities
• Contribute to the development of skills and employability in the UK and the partner country
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“International skills partnerships are the most effective kind of staff
development in the world.”
Joanne Wallace,
Head of International Collaboration and Partnerships,
Bradford College
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“International partnerships are the future of education. Careers will be
global, so gaining cultural appreciation is hugely beneficial to
my students.”
Marion Plant
Principal
North Warwickshire and Hinkley College
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“British Council has truly helped us to develop on a global basis.”
Sanjeev Ohri,
Director of Worldwide Operations,
Dudley College
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What is British Council’s role?
• Liaises with governments to identify priorities and design appropriate specifications for partnerships
• Initiates, facilitates, monitors and evaluates partnership projects
• Provides expert feedback and guidance on partnership performance
• Provides partners with information about country contexts and introductions to key stakeholders
• Facilitates mutually beneficial links between different partnerships
• Facilitates linkages between partnership work and policy development
• Promotes the work of partnerships and helps disseminate results
• Recognises and rewards excellence in partnership work
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What is the key goal of British Council partnerships?
• Promoting higher quality skills development that meets industry needs and helps young people to prosper. This is tied up with developing closer links between education, employers and policy makers.
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What outcomes is British Council looking for from its partnerships?
An active network of local and global employers, employer representative organisations and other skills stakeholders is established
Knowledge and understanding of effective approaches to skills development is improved
Young people are better prepared for the world of work and enterprise Understanding and recognition of the benefits of working internationally and
how to do this effectively is increased New approaches to skills development are implemented at institution/
organisation level Policy changes and/or new approaches to skills development are
implemented at national and/or system level
• Higher quality skills that meet industry needs are developed.
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Successful partnerships: Case study 1
• A partnership that has led to ground-breaking taster courses being introduced in the partner country, allowing students to experience different courses before selecting the most appropriate one for them, helping to ensure that students embark on the right training path first time
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Successful partnerships: Case study 2
• A partnership that has led to an innovative new entrepreneurship curriculum being implemented in the UK and the partner county across a range of subjects, building on students’ natural creativity to help them develop a strong practical enterprising outlook and enhance their employability
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Successful partnerships: Case study 3
• A partnership that has led to the partners going on to develop a successful joint enterprise company, winning contracts valued at £1m to date, and ensuring the long-term sustainability of the partnership
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Successful partnerships: Case study 4
• A partnership that has informed the national strategy on quality assurance in skills in the partner country, leading to quality assurance processes being rolled out to technical training institutions across the country, improving the quality training of hundreds of thousands of young people
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Case study: Dudley College and Technical Institute of Yemen
Sanjeev Ohri,
Director of Worldwide Operations,
Dudley College
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Bradford College British Council projects: IMPACT
Bradford College has undertaken 18 projects in 5 years in 11 countries
Definition of impact:
• the action of one object coming forcibly into contact with another! or
• marked effect or influence
Internal impact (organisation)
• Internationalisation: CPD/Curriculum Development e.g Film School/Student Exchange/Commercial Spin-offs/CV Building
External impact (where we ‘fit’)
• Policy change/reform: Skills/UK plc/Education Exports - short term window?
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International Skills Partnerships The Process
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Partnership process
• Designed in close consultation with the skills sector
• Detailed review over 18 months, including seminars focused on international skills partnerships
• Built on experience of over 5 years, 70+ partnerships, 30+ countries
• Led to a new partnership strategy
• Key features include flexibility, facilitation of networking, more effective monitoring and support
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Advanced Partnership
Start-up Partnership
Foundation Partnership
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Advanced Partnership
Start-up Partnership
Foundation Partnership
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Foundation partnership projects: initiation phase
Travel grant agreement
Call announced in UK
Briefing workshops
Travel grant application
Assessment panel
Travel grant funding is released
Initial visitProposal
Assessment panel
Partnership grant agreement
Partnership grant
instalment 1
Facilitatedvideo-
conference
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Foundation partnership projects: delivery phase
Partnership visits
Ongoing communicatio
n
Ongoing collaboration
Ongoing M&E
Interim report
Partnership grant
instalment 2
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Foundation partnership projects: delivery phase
Partnership visits
Ongoing communicatio
n
Ongoing collaboration
Ongoing M&E
Final reportPartnership
grant instalment 3
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Foundation partnership projects: post-delivery
Advanced partnership application
Impact follow-up
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Advanced Partnership
Start-up Partnership
Foundation Partnership
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Start-up partnership projects: initiation phase
Partnership grant
agreement
Partnership grant
instalment 1
Organisations approach prospective
partners
Partnership opportunity
is announced in both
countries
Assessment panelProposal
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Start-up partnership projects: delivery phase
Partnership visits
Ongoing communicatio
n
Ongoing collaboration
Ongoing M&E
Interim report
Partnership grant
instalment 2
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Start-up partnership projects: delivery phase
Partnership visits
Ongoing communicatio
n
Ongoing collaboration
Ongoing M&E
Final reportPartnership
grant instalment 3
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Start-up partnership projects: post-delivery
Advanced partnership application
Impact follow-up
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Advanced Partnership
Start-up Partnership
Foundation Partnership
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Advanced partnership projects: initiation phase
Partnership grant agreement
ProposalAssessment
panel
Partnership grant
instalment 1
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Advanced partnership projects: delivery phase
Partnership visits
Ongoing communicatio
n
Ongoing collaboration
Ongoing M&E
Interim report
Partnership grant
instalment 2
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Advanced partnership projects: delivery phase
Partnership visits
Ongoing communicatio
n
Ongoing collaboration
Ongoing M&E
Final reportPartnership
grant instalment 3
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Advanced partnership projects: post-delivery
Impact follow-up
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Miranda SwansonSkills Partnerships ManagerBritish Council+44 (0) 7901 [email protected]
www.britishcouncil.org/skillsforemployability
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Session 2Embarking on a Partnership
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Things to consider before applying for a partnership
• Does your college have a fit-for-purpose international strategy?
• How does an international skills partnership cohere with your college’s international strategy?
• What benefits does your college aim to get out of a partnership?
• Which countries do you want to work with? And which do you not want to work with?
• Can your college spend the necessary staff time on a proposal, partnership and related work? Which staff would be involved?
• Can you source any additional external funding to support the partnership?
• What other organisations can you involve in the partnership, both as partners and supporters, and what can they add?
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Developing An Effective Travel Grant Application
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Travel grant application
• Form
• Guidelines
• Assessment grid
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Travel Grant Application – Assessment criteria
• Evidence that the applicant organisation could involve a range of stakeholders
• Previous experience of international collaborative work or transferrable skills
• The extent to which the preparatory activity reflects a sound, well researched approach
• The extent to which the initial project ideas are realistic, imaginative and achievable; the extent to which they develop previous work and contain something new.
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Travel Grant Application – Organisation details
Key point:
•Your application will be strengthened if you demonstrate an ability to involve a number of other organisations in the prospective partnership
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Travel Grant Application – Experience
Key point:
•Describe your institution’s relevant experience and explain how this would help you to lead an effective skills partnership.
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Travel Grant Application – Preparatory activity
Key point:
•Demonstrate that you have done the necessary groundwork.
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Travel Grant Application – Overview of initial ideas
Key point:
•Demonstrate that you have a good understanding of partnership working.
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Exercise: Travel Grant ApplicationsWorking in groups please compare the two
examples of a section of a travel grant application.
Please a) identify which is successful and which is unsuccessful and b) list three
specific points for comparison.
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Developing An Effective Partnership Proposal
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What are the key features of a successful partnership?
• Delivers planned outputs
• Creates impact that benefits significant numbers of people in key target audiences
• Outward-looking, engaging other stakeholders, including employers and policy-makers and other partnerships
• Focused on sustainability from the start
• Is ambitious and energetic, responsive to new opportunities, including business opportunities
• Communicates effectively, both between partner organisations and with British Council
• Publicises the partnership and its project effectively from the start
• Disseminates the results of the partnership project effectively
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What are common reasons for a partnership proposal being rejected?
• Generic and lacking innovation
• Too inward focussed
• Lack of clarity
• Don’t meet British Council objectives
• Over-promising
• Lack of mutuality
• Lack of country context
• Lack of consideration of sustainability
• Unambitious, with limited, low level of impact
• Excessive focus on mobility and intercultural dialogue
• Lack of value for money
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Start-up Partnerships – How to lay the foundations
• In-country contacts – you need a partner
• Employer contacts and broader network
• Business visits to the country including meeting with British Council
• Online research
• Media
• Partnerships already working in the country
• Conferences and seminars
• Foundation partnership calls and related briefings
• British Council skills newsletter
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Partnership Proposal - Key documents
• Form
• Guidelines
• Assessment grid
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Partnership Proposal - Context
• Designed to be clear and step-by-step
• Reflective of impactful, output-focussed partnerships that British Council now facilitates
• Full guidelines detailing what’s needed in each section, plus an assessment grid for reference
• Only one section requires a full page - most paragraphs or tables
• Bullet points can be used, word limits are maximums
• Designed to provide framework for discussions with partners and to be completed by partners together
• Developing a partnership requires commitment from the partners and British Council
• Solid proposal provides foundation for strong partnership and success
• Six monthly review and where required revision of documentation
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Partnership Proposal - Organisation details
Key point:
• Include a number of partners, ideally including the relevant sector skills organisation in the UK and employer
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Partnership Proposal - Preparatory activity
Key point:
• Demonstrate that you have thought the proposal through with your partners and done the necessary groundwork
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Partnership Proposal - Funding identified
Key point:
• Your proposal will be strengthened if you have identified other funding to support the project
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Partnership Proposal - Project overview
Key point:
• Sell the project idea
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Partnership Proposal - Project rationale
Key point:
• Explain why the project is necessary and valuable, including focus on the country context
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Partnership Proposal - Project summary
Key point:
• Set out the activities, deliverables and impact - this section is of crucial importance
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Partnership Proposal - Roles and responsibilities
Key point:
• All participating organisations should be represented
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Partnership Proposal - Extending other partnership work
Key point:
• Your proposal will be strengthened if you show you have considered other projects
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Partnership Proposal - Employers and other stakeholders
Key point:
• Demonstrate that you have engaged stakeholders beyond the partnership
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Partnership Proposal - Sustainability
Key point:
• Demonstrate that you are approaching the sustainability of the partnership in a practical and proactive way
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Partnership Proposal - Maximising impact
Key point:
• Demonstrate that you have thought about the impact of the project and have strong practical ideas to maximise it
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Partnership Proposal - Reach
Key point:
• Targets should be ambitious but credible in all participating countries
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Partnership Proposal - Publicity
Key point:
• Demonstrate that you will publicise the partnership creatively and effectively
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Partnership Proposal - Dissemination
Key point:
• Ensure sufficient effort on dissemination at the close the project
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Partnership Proposal - Communication
Key point:
• Have a clear, thought-out approach to communication
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Partnership Proposal - Project management
Key point:
• Demonstrate that you have considered the management of the project
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Partnership Proposal - Partnership networking
Key point:
• Seek to engage with and learn from other partnerships
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Partnership Proposal - Advanced partnership vision
Key point:
• How might the partnership develop after the first year?
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Partnership Proposal - Work plan
Key point:
• A break down of all elements of the project - this section is of crucial importance
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Partnership Proposal - Expenditure
Key point:
• Make sure all items including staff time are calculated realistically
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Exercise: Benefits Working in groups please review the work plan for the two quarters. How could it be
improved?
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Questions
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Session 3Making A Success Of Your Skills Partnership: A College’s Perspective
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• PLEASE SEE DUDLEY COLLEGE AND BRADFORD COLLEGE PRESENTATIONS
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Session 4International Skills Partnership Opportunities
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China and Vietnam
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• PLEASE SEE CHINA AND VIETNAM OPPORTUNITIES PRESENTATION
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Opportunities in Middle East and North Africa (MENA)
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Opportunities in Middle East and North Africa (MENA)
• Start-up partnerships
Commitment from the region to fund start-up partnership that clearly meet country priorities, are mutually beneficial and will create impact
Priority countries: Egypt, Iraq, Libya, Morocco, Tunisia, Yemen
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Opportunities in Middle East and North Africa (MENA)
• Foundation partnership
Etisalat Academy, Sharjah, United Arab Emirates (UAE)
An arm of the telecommunication company, the Etisalat Group
‘Etisalat Academy is the largest single-source provider of training and development solutions in the Middle East. For 30 years we have been providing consultancy and human capital development services to telecoms, government agencies, oil & gas companies, financial institutions and organizations across all industries and business sectors.’
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Opportunities in Middle East and North Africa (MENA)
• Foundation partnership (cont)
Two travel grants of £2000 each Timeline: • Call to be announced: w/c 8 July• Deadline for travel grant applications: 29 July• Assessment panel: 2 August• Notification of applicants: 5 August• Travel grant payment: 9 August• Travel grant visit: September (exact dates tbc)• Foundation partnership proposal deadline: End October (exact dates tbc)• Partnership project delivery begins and 1st grant instalment is paid: End November
(tbc)
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International Skills Partnerships web pages
www.britishcouncil.org/learning-skills-for-employability-project-skills-partnerships-2.htm
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Next steps
• Explore the partnership area of our website and read our General Guidelines
• Review international strategy with key colleagues and consider how international skills partnerships might fit
• Discuss partnerships with employers and other external contacts
• Read our e-newsletters and e-newsflashes for news of new opportunities
• Consider applying for start-up partnerships
• Consider applying for foundation partnership with China/UAE
• Visit colleges already involved in partnerships – ideally during inward visits
• Contact British Council for guidance
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Questions
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Please complete your evaluation forms
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Neil Shaw [email protected] Swanson [email protected] Whitehead [email protected] Green [email protected]
www.britishcouncil.org/skillsforemployability
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Delivering Success For Your College Through International Skills Partnerships
27 and 28 June 2013