en model on network building to support international actiivities in vet

Model on Network building to support international activities in VET

Partnership project call 2008 The Dutch Alliance, The Netherlands HETEL, Basque Country, Spain Salpaus for Finnet, Finland

Product of partnership project: Networking to promote international cooperation in VET Schools

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Index

1. Introduction ................................................................................................................................................................................. 3

2. National Network for international cooperation / activities ..................................................................................................... 4

2a Value of participation in a national Network .................................................................................................................................... 4

2b Key issues, relevance and possible activities ................................................................................................................................. 5

2c Recommendations for conditions and structure .......................................................................................................................... 13

2d Recommendations for communication ........................................................................................................................................... 13

3. International Network of Networks .......................................................................................................................................... 15

3a Benefits of an international Network of Networks ....................................................................................................................... 15

3b Recommended activities for an international Network of Networks ....................................................................................... 17

3c Suggestions ............................................................................................................................................................................................ 18

4. Final remarks ............................................................................................................................................................................. 19


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1. Introduction

The partnership between The Dutch Alliance from the Netherlands, HETEL from the Basque Country in Spain and FINN NET from Finland was based on three Networks with broad experience in international activities, but functioning in different ways in their own country. Together we formed an international Network of Networks to investigate the best way to build a national network to support international activities The objective of the partnership was to improve the quality of the international activities of VET schools by means of:

• establishing a strategic cooperation between the three national / regional Networks • focusing on 8 fields of strategic cooperation that are key-issues when promoting international activities • presenting best practices, test them and select the best • describing the results in a model: “Model on Network building to support international activities in VET schools”

This Network of Networks has had the opportunity to explore during two years the advantages and the disadvantages of national networks and such a complex network as an international Network of Networks. Now we can present to you our “Model on Network building to support international activities in VET” and we hope that others can benefit from our experiences. Furthermore we developed ideas on the cooperation of national Networks within an international Network. We can now draw conclusions out of our experiences. Based on them we will describe in this Model key-issues that are relevant and meaningful for a successful national / regional network that aims to promote international activities in VET schools. We also will give recommendations for the conditions and structure for a successful national or regional network and for the communication within such a network. Furthermore the partners reflected on their experience within this partnership and concluded on the added value of a national network participating in an international Network of Networks.


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2. National Network for international cooperation / activities

2a Value of participation in a national Network Regarding the value of participating in a national network the following has been concluded:

1. It facilitates the international operational work Network members can share information and ideas. Partners can help each other to find: partners, work placements and funding possibilities for international activities. Expertise in individual schools can be transmitted to the other partners. In a network programmes for incoming visits can be a shared responsibility and conferences can be attended, on behalf of the network, by representatives of the group. A national Network increases the prospect of further and future cooperation and helps to strengthen bonds. 2. Higher efficiency As information can be gathered by some members there is no need for everybody to do the same work. Roles and tasks and responsibilities can be shared which will lead to synergy and efficiency. 3. Growth of the individual schools The network can take care of training of the people involved in international work by inviting experts to discuss themes and organizing workshops. Promotion activities within the colleges can be copied and further elaborated. Together increased tolerance of difference and acceptance can be promoted. The strength and ideas of the network can influence partner institutions. 4. Good Public Relations The network as promoter of internationalisation presents itself as a reliable and strong international partner to the National Agency. As a consequence the individual schools will be considered professional partners in internationalisation. Reputation and appreciation among national colleges generate prestige and good publicity for the network and the member schools.


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5. Strategy An experienced network can support each other to develop and improve policy plans for internationalisation. An experienced network has more power and added value considering national decision making. Awareness of each partner’s strengths and abilities can be used for common goals. Networks can fill the gap between policy making level and the practical implementation level. 6. Quality In a network schools can stimulate each other to benchmark towards improvement. 7. Strength and influence As a member of a network you are much stronger than alone

2b Key issues, relevance and possible activities At the start of the partnership we stated that 8 Key issues were success-factors when promoting international activities in VET. Looking back after presenting best practices and testing examples we can draw conclusions which of these Key issues are meaningful for a Network. We distinguish 3 types/ stages of development in a network: Starting / Average / Well-experienced. The following scores show our view on the relevance of the Key issue, on a scale of 1-5


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Starting Network

0

1

2

3

4

5

6

European policy Partner database Mobility students Staff Development Cooperation Ininnovation

Dissemination Ofprojects

Preferredpartnership

Country basedPolicy


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Average Network

0

1

2

3

4

5

6




Country basedPolicy


8

Well Experienced Network

0

1

2

3

4

5

6




Country basedPolicy

We made an inventory of suggestions on possible activities a network could undertake regarding each Key issue. In the examples it is shown, reading from left to right, how activities develop when the networks develops from “starting” to “well-experienced”.


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“The following Key issues are success- factors when promoting international activities in VET”

Possible activities for a starting Network

Possible activities for an average Network

Possible activities for a well-experienced Network

European policy

Follow a training by experts of National Agency (NA)

Attend general meetings with National Agency (NA)

Attend European meetings

Read information package of NA and info from other partners

Follow the developments of European policies

Contribute to discussions and make improvement suggestions

Information on European programmes for internationalisation will be a basis for discussion

Follow and read the European measures and programmes

Discuss European development as EQF, ECVET and the influence on colleges

Partner database

Attend general presentations and face to face meetings

Develop and collect fact sheets

Maintain and update fact sheets

Build up a network of partners and collect basic data

Working method of partner data base should work effectively and can be improved by mutual visits

The maintaining of the database is part of secretarial work Share also information on deeper level of


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each others organisation ( beyond the basic data) Exchange description for applications ready and up to date

Collect new information on new partners

Test and develop

Arrange updating

Start with a few partners; ask your network partners for help

Choose strategic partners for your international activities

Focus on trustworthy partners

Mobility students

Follow a training on European programme / projects to get the finance Pay visits to host organisation; start slowly, small numbers Arrange a systematic meeting dynamics (meet on a regular basis)

Organise exchange of students in bigger numbers Make follow up visits Arrange a systematic meeting dynamics (meet on a regular basis)

Widen group of host organisations Establish frequent follow contacts via email / phone Arrange a systematic meeting dynamics (meet on a regular basis)

Share partners in the network and share know how in managing projects

Increase amount of mobility’s

Find new partners and improve the quality of mobility: tools, materials

Stage of comparing and benchmarking

Stage of common procedures and sharing

Stage of improving common procedures and projects

The easiest way to start international activities is to apply for funding and learn to know your NA

Look for enthusiastic staff Make an implementation plan for teacher mobility too. Teacher mobility can be the key for

Then increase the mobility numbers and look for additional funding; establish procedures


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Be a partner in a project successful student mobility

Staff development

Showing the way to others, incorporate new members in the network Organise expertise training on internationalization Arrange a training course in an international environment

Describe clear competences for staff Organise joint training, VET pro’s study visit and general regional trainings

Make staff development a part of HRM programme

Staff development is relevant for international affairs employees and directors

Involve teachers in staff development

Make a broad based common strategy for staff development in international affairs

It is the coordinator who introduces internationalisation in the college

The coordinator learns in the national network from advanced colleagues

The network organises staff development together with partners of the network

Cooperation in innovation

Organise face to face meetings for awareness raising how international cooperation can contribute to innovation

Organise face to face working groups on specific topics regarding innovation

Organise face to face working groups and virtual meetings. Notify and invite your partners to join you

Share information on innovation projects / good practices

Test if good practices from others are applicable

Be critical , select the “right partners and promoter ” for a project

The starting network informs partners on innovative activities

Undertake activities within the network

The network seeks improvement of the network activities by joint efforts to develop innovation


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Dissemination of projects

Raise awareness concerning dissemination

Produce magazines, website issues etc

Develop a dissemination strategy

Learn dissemination skills Exchange good practices and learn from each other

Profit from valorisation and exploitation of results

Define the possible end-users Define the stake-holders Involve the end-users and stake holders Preferred partnership

Get to know different partners Check common interests and aims

Select preferred partners

Share letters of intent for mobility

Share mutual trust and build a partnership

Formalise commitment in Memorandum of Understanding

Define joint needs

Focus on joint goals

Improve the quality

Country based policies

Share information on country based policies

Explore the impact of country based policies on the institute level

Implement elements of the policy in your organisation

Collect information via experts in meetings

Collect information via experts and coordinator in a network

Collect information and share it in the network and peer to peer groups

Get aware of frames set and ongoing trends

Undertake coherent action Deliver active input concerning the policy


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2c Recommendations for conditions and structure All 3 networks in this partnership have a variety of experience in working within a national network. Reflecting on the experience of participating in this partnership project we collected the following recommendations for the conditions / structure of a successful network:

1. Commitment and a positive attitude from the management in every college is crucial for the success of the network 2. From every school there should be a long-lasting representative in the network, supported by others in the institution, and each

representative should have allocated time to carry out tasks. Besides time there are also facilities and financial resources needed. One of the representatives should act as the coordinator of the network.

3. An executive board representing the boards of the member schools will give support and strength to the plans of the network. Between

the network coordinator and this board there need to be direct structural communication. It is essential to have trust from the board to bring autonomy to the network. As flexibility is needed the board has to trust their representatives in the network and give space for the network to act.

4. Within the network it is necessary to establish clear roles and regular meetings should be held to increase trust between members. The

network should define mid- and long-term objectives and strategies.

5. Being a registered network is an advantage e.g. to apply for projects and funding.

2d Recommendations for communication Reflecting on the experience of participating in this partnership project we collected the following recommendations for the communication within a successful network:

1. Trust For a successful communication it is important to build up trust. Regular meetings with long-lasting partners and team building can help to achieve this. Knowing each others organisation is also a way of understanding communication.


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2. Communication

Regular meetings should be held in person and telephonically every 6 weeks to 2 months. Also e-communication can be used, in order to stay in touch when necessary in between meetings. It is recommendable to organize once a year a two day meeting to evaluate the passed year and to discuss strategies and themes for the year to come. E-mail, e-platforms, telephone and even a digital platform as “Second life” can serve to communicate, but face to face meetings it will also be necessary. Moodle has proved to be useful as a free accessible database for the partnership. It is advisable to make one person responsible for the communication. Put tasks, agreements, plans, evaluations and minutes on paper for everyone to read and re-read. A secretary to the network can help to watch over deadlines. Let communication evolve from communication by accident to long term meeting schemes and develop and implement a good communication plan based upon common understanding of terminology. Differences and personal relationships can influence the communication. This should be taken into consideration Communication to the home-institutions to disseminate information to managers and policy makers provides an optimal benefit of the network.


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3. International Network of Networks

The partners reflected on their experience within this partnership and concluded on the added value of a national network participating in an international Network of Networks as follows:

3a Benefits of an international Network of Networks It is concluded that the benefits for a national network to link to an international Network can be, on strategic European policy level:

• an international network of networks supports strategic planning on national level by providing an established basis for cooperation • a good “bridge” for broadening the European issues and objectives with other international partners • it enhances the good image of the national network for national agents, such as the government and the National Agency (NA) • existing international networks lower the threshold for the national networks of the newly acceded EU countries to participate in

international projects • participation in an international network strengthens inter-dependency and cooperation between national network partners • promotion of issues that have arisen through both national and international networking • to promote VET institutions and their unique selling points • more insight in and understanding of inter-cultural differences can be gained • it provides an introduction to the national developments, views and instruments of other countries • it delivers a contribution to innovation

on organisation level:

• it provides a good platform for benchmarking, e.g., sharing common processes such as how to attract students to VET, enhancing multicultural competences of students, teachers and staff in general

• it promotes trust and commonly agreed mobility procedures among international network • it leads to sharing of know-how and good practices (expertise in obtaining funding, writing and management of projects, exchange and

use of tools for day-to-day management of projects) • the availability of a wide network offers more possibilities for mobility (both students and staff) with quality assurance


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• an international network provides a platform to exchange ideas, policies, activities • it makes it easy to find preferred, reliable partners and companies in their local network with whom one could work on the basis of

mutual trust • it gives the possibility to build a strong consortium for international projects • it offers feed back on national innovations and developments • it helps to professionalise international activities of VET schools • it increases the chance on approval of larger scale projects (Transfer of Innovation - TOI) because of a strong partnership op partners • it gives shorter lines / close connections and therefore faster decisions amongst partners


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3b Recommended activities for an international Network of Networks

• long term cooperation in mobility for staff and student mobility, possibly with a guaranteed minimum of students • establish annual objectives and their systematic follow-up • development and recognition of pan-European study modules in connection with testing and promotion of ECVET (common documents,

transparent assessment, recognition and accreditation of learning outcomes) • development of a common quality approach for mobility arrangements • systematic thematic benchmarking and document sharing • shared project planning – long-term continuity • active anticipation of development trends and funding opportunities through sharing of information • start with VET projects, and after that student exchange. Followed by other types of cooperation such as pilot and TOI projects • once a year a consortium meeting and once a year a conference on strategic and more practical topics • communication activities like plenary meetings / annual meetings and virtual communication • feed back sessions to assess each others project proposals and reflect on Success factors in order to improve the quality • promote VET • organise sessions with stakeholders • a stable international network of networks is well-equipped to establish larger-scale innovation projects. A size of 4 – 5 partners would

be crucial • establish visits for employees of various levels of the partner schools as introduction to innovations, technology, instruments in order to

learn from each other. This will improve the quality of the education. It could be possible to jointly develop new procedures and instruments for the involved partners

• bi-lateral cooperation between 2 partner schools is possible • organise staff exchange, job shadowing programs • extending the network on both European and possibly national levels • use of social media in network management • increase readiness to fund networking through basic funding • strengthen organisation level ties


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3c Suggestions Suggestions for the way of working together and the communication between the networks

• building up trust between partners by meeting agreed deadlines, objectives and commitments • meetings are the basis for good relationship among partners; commitment is very important • annual meetings of the network • meetings during projects, meetings at conferences of EFVET, Leonardo da Vinci in Brussels etc. • keep a joint digital platform for communication active with a clear manual, and a digital newsletter; use of social media for

communication and participation • working together sharing costs in a fair way and divide the workload equally among partners • reaching agreements through consensus and complying with them • appointing clear responsibilities in each network, e.g., for contact with the networks • for each national network 1 / 2 persons could be the contact person for the international network. They provide continuity in the

communication between partners and the link between national network and international network. They monitor / guarantee the sharing of the information on national level and can be the mediator for the national partners to be connected to the right partner of other networks

• make people responsible in pairs from different countries for one subject or theme • rotation and clear division of network responsibilities • equality and sense of respect among partners • open discussion on both negative and positive aspects of cooperation • in the future the communication can be more direct between partners because we learned to know each other in an informal way • awareness of and respect for cultural differences


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4. Final remarks

During our two years of cooperation we have grown as an international network. The partners have proven throughout the project to be able to work together with their members of the national Network in an international Network and to achieve input from the national partners where needed. We are happy that Leonardo da Vinci funding enabled us to establish this Model. In general the model can be regarded as a very suitable instrument for the improvement of networking regarding international cooperation. How could the network model be used?

It could be used to discuss at management level the participation in a network It could help to define your position in a network and set goals for further development It could help to define your role in any network You could use the model to disseminate it to your partners

We can say that our “Model on Network building to support international activities in VET” has been tested in many different ways. We present it as a support to improve internationalisation in VET and we hope that many students will benefit of our results! The Dutch Alliance, The Netherlands HETEL, Basque Country, Spain Salpaus for Finnet, Finland Date: September 2010 Place: Zwolle, The Netherlands

en model on network building to support international actiivities in vet

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