Delivering Success For Your College Through International Skills Partnerships 27 and 28 June 2013

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

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

Introductions

International Skills Partnerships Session 1 Introduction to International Skills Partnerships It’s a short document - can’t write project plans at this stage An assessment of whether the college has the expertise and experience to lead an effective partnership project

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

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

Exercise: Benefits Working in groups please share your colleges motivations in considering engaging in international skills partnerships

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

Head of International Collaboration and Partnerships, “International skills partnerships are the most effective kind of staff development in the world.” Joanne Wallace, Head of International Collaboration and Partnerships, Bradford College

North Warwickshire and Hinkley College “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

“British Council has truly helped us to develop on a global basis.” Sanjeev Ohri, Director of Worldwide Operations, Dudley College

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

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.

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.

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

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

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

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

Case study: Dudley College and Technical Institute of Yemen Sanjeev Ohri, Director of Worldwide Operations, Dudley College

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?

International Skills Partnerships The Process

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

Foundation Partnership Advanced Partnership - 3 types of partnership – essentially the same model, but initiated in different ways. Typically, each lasts for a year, but flexibility with advanced partnerships Emphasis on impact and sustainability, hence aiming for advanced partnerships Start-up Partnership

Foundation Partnership Advanced Partnership Start-up Partnership

Foundation partnership projects: initiation phase Call announced in UK Travel grant application Assessment panel Briefing workshops Proposal Initial visit Travel grant funding is released Travel grant agreement Explain the colours: blue = BC supported activities grey = formal documentation assessment 1. BC prepares the groundwork: - Mutual priorities are identified - Budget is allocated Overseas organisations are selected – usually competitive process Assessment panel Partnership grant agreement Partnership grant instalment 1 Facilitated video-conference

Foundation partnership projects: delivery phase Partnership visits Ongoing collaboration Interim report Partnership grant instalment 2 Ongoing communication Ongoing M&E Mention BTLH

Foundation partnership projects: delivery phase Partnership visits Ongoing collaboration Final report Partnership grant instalment 3 Ongoing communication Ongoing M&E

Foundation partnership projects: post-delivery Advanced partnership application Impact follow-up

Foundation Partnership Advanced Partnership Start-up Partnership

Start-up partnership projects: initiation phase Partnership opportunity is announced in both countries Organisations approach prospective partners Proposal Assessment panel Partnership grant instalment 1 Partnership grant agreement 1. BC prepares the groundwork: - Mutual priorities are identified - Budget is allocated - Overseas organisations are selected – usually competitive process Initiation phase has fewer stages for start-up projects than for foundation projects

Start-up partnership projects: delivery phase Partnership visits Ongoing collaboration Interim report Partnership grant instalment 2 Ongoing communication Ongoing M&E Mention BTLH

Start-up partnership projects: delivery phase Partnership visits Ongoing collaboration Final report Partnership grant instalment 3 Ongoing communication Ongoing M&E

Start-up partnership projects: post-delivery Advanced partnership application Impact follow-up

Foundation Partnership Advanced Partnership Start-up Partnership

Advanced partnership projects: initiation phase Proposal Assessment panel Partnership grant agreement Partnership grant instalment 1

Advanced partnership projects: delivery phase Partnership visits Ongoing collaboration Interim report Partnership grant instalment 2 Ongoing communication Ongoing M&E

Advanced partnership projects: delivery phase Partnership visits Ongoing collaboration Final report Partnership grant instalment 3 Ongoing communication Ongoing M&E

Advanced partnership projects: post-delivery Impact follow-up

Miranda Swanson Skills Partnerships Manager British Council +44 (0) 7901 104404 miranda.swanson@britishcouncil.org www.britishcouncil.org/skillsforemployability

Embarking on a Partnership Session 2 Embarking on a Partnership It’s a short document - can’t write project plans at this stage An assessment of whether the college has the expertise and experience to lead an effective partnership project

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?

Developing An Effective Travel Grant Application

Travel grant application Form Guidelines Assessment grid

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. We are looking for partnerships that have impact – individual, institutional, national. Applicants that meet these 4 criteria are likely to have partnerships that achieve strong impact.

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 With a view to – Working in consortium, and Broader UK sectoral engagement (also list overseas organisations, themes and sectors)

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. SfE, PMI, UKIERI, EducationUK Scotland, Education Partnerships in Africa such as partnerships or consortia in the UK, collaboration with sector skills bodies, or experience with National Occupational Standards. Other relevant expertise such as…

Travel Grant Application – Preparatory activity Key point: Demonstrate that you have done the necessary groundwork. Research undertaken Building the internal team Establishing whole institution engagement Contacts established for the consortium and participation confirmed formally Meetings held, virtually or face to face

Travel Grant Application – Overview of initial ideas Key point: Demonstrate that you have a good understanding of partnership working. Impact Mutuality

Exercise: Travel Grant Applications Working 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.

Developing An Effective Partnership Proposal

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

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

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

Partnership Proposal - Key documents Form Guidelines Assessment grid

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

Partnership Proposal - Organisation details Key point: Include a number of partners, ideally including the relevant sector skills organisation in the UK and employer

Partnership Proposal - Preparatory activity Key point: Demonstrate that you have thought the proposal through with your partners and done the necessary groundwork

Partnership Proposal - Funding identified Key point: Your proposal will be strengthened if you have identified other funding to support the project

Partnership Proposal - Project overview Key point: Sell the project idea

Partnership Proposal - Project rationale Key point: Explain why the project is necessary and valuable, including focus on the country context

Partnership Proposal - Project summary Key point: Set out the activities, deliverables and impact - this section is of crucial importance

Partnership Proposal - Roles and responsibilities Key point: All participating organisations should be represented

Partnership Proposal - Extending other partnership work Key point: Your proposal will be strengthened if you show you have considered other projects

Partnership Proposal - Employers and other stakeholders Key point: Demonstrate that you have engaged stakeholders beyond the partnership

Partnership Proposal - Sustainability Key point: Demonstrate that you are approaching the sustainability of the partnership in a practical and proactive way

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

Partnership Proposal - Reach Key point: Targets should be ambitious but credible in all participating countries

Partnership Proposal - Publicity Key point: Demonstrate that you will publicise the partnership creatively and effectively

Partnership Proposal - Dissemination Key point: Ensure sufficient effort on dissemination at the close the project

Partnership Proposal - Communication Key point: Have a clear, thought-out approach to communication

Partnership Proposal - Project management Key point: Demonstrate that you have considered the management of the project

Partnership Proposal - Partnership networking Key point: Seek to engage with and learn from other partnerships

Partnership Proposal - Advanced partnership vision Key point: How might the partnership develop after the first year?

Partnership Proposal - Work plan Key point: A break down of all elements of the project - this section is of crucial importance

Partnership Proposal - Expenditure Key point: Make sure all items including staff time are calculated realistically

Exercise: Benefits Working in groups please review the work plan for the two quarters. How could it be improved?

Questions

Making A Success Of Your Skills Partnership: A College’s Perspective Session 3 Making A Success Of Your Skills Partnership: A College’s Perspective It’s a short document - can’t write project plans at this stage An assessment of whether the college has the expertise and experience to lead an effective partnership project

PLEASE SEE DUDLEY COLLEGE AND BRADFORD COLLEGE PRESENTATIONS

International Skills Partnership Opportunities Session 4 International Skills Partnership Opportunities It’s a short document - can’t write project plans at this stage An assessment of whether the college has the expertise and experience to lead an effective partnership project

China and Vietnam

PLEASE SEE CHINA AND VIETNAM OPPORTUNITIES PRESENTATION

Opportunities in Middle East and North Africa (MENA)

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

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.’  

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)

International Skills Partnerships web pages www.britishcouncil.org/learning-skills-for-employability-project-skills-partnerships-2.htm

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

Questions

Please complete your evaluation forms

Neil Shaw neil. shaw@britishcouncil. org Miranda Swanson miranda Neil Shaw neil.shaw@britishcouncil.org Miranda Swanson miranda.swanson@britishcouncil.org Emma Whitehead emma.whitehead@britishcouncil.org Jack Green jack.green@britishcouncil.org www.britishcouncil.org/skillsforemployability

Delivering Success For Your College Through International Skills Partnerships 27 and 28 June 2013