6 habermalz strategic partnerships (1)

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From ERASMUS Intensive Programmes

to ERASMUS+ Strategic PartnershipsDr. Sabine Habermalz | 26.11.2013

ERASMUS Institutional Coordinator | International Office


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From ERASMUS Intensive Programmes to ERASMUS+ Strategic Partnerships | Dr. Sabine Habermalz | 26.11.2013Slide

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ERASMUS SOKRATES LLP ERASMUS+

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EU Budget

Period

EU Education

Programme

ERASMUS

Pilot Programme (6 years) ERASMUS

(since 1987)

1995 - 1999 Sokrates I ERASMUS(95/9699/00)

20002006 Sokrates II ERASMUS

(00/0106/07)

20072013 Lifelong Learning

Programme (LLP)

ERASMUS

(07/0813/14)

2014 - 2020 ERASMUS+

(14/1520/21)
http://www.youtube.com/watch?v=t0KGqqGTY5I


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http://www.youtube.com/watch?v=t0KGqqGTY5I


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LLP/ERASMUS ERASMUS+

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Youth in Action

Programme

InternationalHE Programmes

(currentlyErasmus Mundus,

Tempus,

Alfa, Edulink)Grundtvig

Erasmus

Leonardo

Comenius

Lifelong

Learning

Programme:

One integrated ProgrammeCurrent Programmes

Erasmus +

Key Action III

Policy

Support

Key Action II

Institutional

Cooperation

Change of Paradigm:

from the sector-specific approachtowardsaction mode

63% 25% 4%

Key Action I

Learning

Mobility

Source: Euro ean Commission

Total budget:14.7 billion~ 40% more than before


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Participating CountriesParticipating Institutions

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EU Member States:

Austria - Belgium - Bulgaria - Croatia - Cyprus - Czech Republic - Denmark - Estonia -

Finland - France - Germany - Greece - Hungary - Ireland - Italy - Latvia - Lithuania -

Luxembourg - Malta - Netherlands - Poland - Portugal - Romania - Slovakia - Slovenia -

Spain - Sweden - United Kingdom

EFTA/EEA Countries:

Iceland - Liechtenstein - NorwayMacedonia - SwitzerlandTurkey

HEI (Higher Education Institutions):

Must apply for ERASMUS CHARTER FOR HIGHER EDUCATION (ECHE)

Results to be published in December 2013

Institutional StrategyModernization Agenda


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Participating CountriesParticipating Institutions

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KA2

Cooperation for innovation- Higher Education-

1. Erasmus StrategicPartnerships: more intensecooperation betweeninstitutions.

2. Knowledge Alliances:structured partnershipsbetween HEI and businesses

3. Specific support with

neighbourhood countries:Capacity building throughpartnerships between EUand ENP universities with amobility component.

4. Rest of the world: Capacitybuilding betweenuniversities in the EU and

Asia, Latin America & Africa.

HE Strategic Partnerships

Support HEIs in their Modernisation strategy

Knowledge Alliances

University-business cooperation for more

innovation

Support to Neighbourhood countries (ENP)Partnerships between HEIs from EU and ENP

Curriculum development, modernisation, modern teaching andlearning, improve HEIs governance, stronger links with the

world of work, ...

+ INTEGRATED MOBILITY of students and staff

Cooperation with Asia, Latin America and Africa

Mobility limited to HEI staff to achieve projects objectives

Decentralised

Budget share: 25%



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ERASMUS+ Strategic Partnerships

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Sectoral and cross-sectoralstructured cooperation (education, training and youth +

other relevant stakeholders) to implement innovative practices leading to high quality

teaching, training and learning, institutional modernisation and social innovation

Activities ranging from small scale projects (i.e. allowing access for newcomers) to

more ambitious, larger scale projects

Fully decentralised management to enable better consideration of the nationalcontextand achieve maximum impact

In Higher Education ERASMUS+ aims at supporting HEIs in order to achieve the

objectives set under the HE Modernisation Agenda

Action should result in the transfer, development and implementation of innovative

practicesat institutional, local and regional level



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ERASMUS+: Strategic Partnerships in Higher Education

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Specific Objectives:

Enhance quality of teaching and relevance of learning offers by developing new and

innovative approaches

Promote take-up of innovative practices in Higher Education

Raisinglabour market relevance of study programmes and qualifications

Foster provision and assessment of key competences

Prevent drop-out, facilitate accessandinclusionof non-traditional learners

Partnerships:

Benefit from the different experience, profiles and specific expertise

partnerships involve the most appropriate and diverse range of relevant

partners, depending on the nature of the activities, size etc.



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Specific Activities:

There is large flexibilityas long as activities are linked to the objectives of the action and

most appropriate to reach the specific objectives of the project.

You may develop, test, adapt and implement innovative practicessuch as

Joint study programmes &joint curricula,Intensive Programmes & common

modulesincluding e-modules

Project-based transnational collaboration between enterprises & students / staff

Pedagogical approaches and methodologies, better use of ICTespecially aimed at

delivering transversal competences, entrepreneurialand creative mind-set

Greater variety of study modes (distance, part-time, modular learning), notably throughnew forms of learning, strategic use of ICT, virtual mobility etc.

Cooperation and exchange of practicebetween staff responsible for support services

(guidancecounselling, coachingmethodsand tools etc.) or those involved in student

support services



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Mobility Activities:

Theadded value and the need to realise the objectives of the project have to be

described at application stage

Such mobility may include

Blended mobility of students combining short term physical mobility (< 2 months) with

virtual mobilityIntensive Programme-like mobility

Long term teaching assignments (2 12 months)

Short term joint staff training events < 2 months

Activities must take place in the country/countries of the organisations involved in theStrategic Partnership

Participating studentsmust be registered in a HEI and enrolled in studies leading to a

recognised tertiary level qualification

Participating staffmust be employed in a HEI or in an enterprise



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Who can participate:

Public or private institutions in higher education, in other fields of education, training and

youth or in the labour market

HEIsfrom a participating country must hold a validHigher Education Charter (ECHE)

Organisations from third countries may participate in case ofobvious added value

The applicant must be an organisation active in higher education, and located and registered

in a participating country

Eligibility Criteria:

A project consists of at least threeinstitutions from three participating countries

Projectscan last 2 or3 years,depending on objectives and type of activities

Applications to be submitted to the National Agency of the country in which the

applicant organisation is located and registered

Lump Sum approach(es) foreseenFurther details to be found

in the Programme Guide

(not yet published)



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From IP to Strategic Partnership:

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Intensive Programmes

at least 3 partners, 1 EU country

project duration 1 - 3 years

annual application (+ renewals)

eligible institutions: HEI only mobility as central activity

multinational & interdisciplinary

courses

strategic focus welcome

participants from 3rdcountries only

from organisational costs

Budget: 20,00080,000 Euro per

project


Strategic Partnership

at least 3 partners, 1 EU country

project duration 1 - 3 years

single application for the whole period

eligible institutions: HEI, companies, NGOs mobility as oneoption amidst others

significantly enlarged opportunities for a

variety of activities and products

strong opportunity for support of strategic

activities + higher impact+ sustainability

participants from 3rdcountries can be funded

if value added is properly explained

Budget frame per project significantly higher


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Financial Provisions:

Negotiations settled: ~25 % overall share for KA 2, details not published

Funding will depend on the range and variety of activities; everything between 50,000

and 300,000 Euro seems to be imaginable but no determined minimum & maximum

grant yet Project size between former LLP Partnerships/IP and Centralised Actions

Open question: how to deal with cross-sectoral applications?

Five Cost Categories:

Project Management & Implementation [lump sum]

Intellectual Products [unit costs/ DSA]

Transnational Conferences / Seminars / Events [unit costs]

Learning/Training Mobility Activities [unit costs]

Exceptional Costs [real costs]



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Quality Assessment:

Applications are evaluated by an independent committee on the national level, with respect to:

Relevanceof the project (30%)

Adequate needs analysis EU added value, Modernisation Agenda etc.

Quality of the project design and implementation (20%)

Quality of Work Programme

Consistency between objectives, activities and budget, cost-effectiveness

Quality of methodology & quality control measures

Quality of the project team& cooperation arrangements (20%)

appropriate mix of participating organisations & distribution of responsibilities/tasks

involvement of newcomers

effective mechanisms for coordination and communication

Impact, disseminationand sustainability(30%)

Quality of measures for evaluating the outcomes

Potential impact (within and outside partnership) & sustainability

Quality of dissemination plan



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6 habermalz strategic partnerships (1)

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