1. Promotion of mobility Strategy to enhance the mobility of teachers, trainers and tutors (VETPro) as a preliminary stage for mobility of young people RE.FORM.E.-Meeting Berlin, 21 st of Oct. 2011 Working group 1 „Europarcours“ ® BZB, 2011

2. Strategy to enhance mobility 1.Survey concerning RE.FORM.E-partners on practical mobility of trainers  Only 3 partners responding  No strategy, but problems: only 50% LdV-subsidy, costs for substitution, lack of linguistic competences on trainer level 2. Survey on trainers within the BZB  Individual, but rather differentiated opinions, no statistical significance Outcome: approach was not target oriented! 2 Initial approach towards strategy development

3. Strategy to enhance mobility Study „Impact of mobility of VET-experts (VETPro)“ The statements hereafter, the data and recommendations are based on the study results on behalf of the European Commission, realised by WSF Wirtschafts- und Sozialforschung, Kerpen/Germany, May 2010. Aim of the study was the analysis of impacts of transnational mobility measures onto the VET-experts personally, onto their organisations and onto national VET-systems. As a result of that, measures for a multilayer strategy to enhance the mobility of VET-staff can be deduced. VETPro are vocational teachers and vocational school directors, trainers in companies and HR managers, tutors and VET-centre directors. 3

4. Strategy to enhance mobility Methods and range of the study  Representative, interbranch online-survey of approximate 6.000 VETPro-mobility participants in the years 2005 through 2008  Survey of project promoters, who did VETPro-mobilities  Workshops with responsibles from education, national agencies, project promoters, government representatives, social and economic partners in 10 LdV-partner countries (UK, FR, DE, IT, LV, NL, PL, SE, SL, TR)  Additional survey of 42 experts in 10 LdV-partner countries (UK, FR, DE, IT, LV, NL, PL, SE, SL, TR)  Final workshop with VETPro, experts, promoters, staff of the GD Education and Culture of the European Commission in Brussels, Belgium 4

5. Strategy to enhance mobility Impact concerning VET-staff (VETPro) 1. 80 % of VET-staff benefits highly and personally from the mobility experience  Individual impacts in form of qualitative changes concerning linguistic, professional and intercultural competences  Stronger personal involvement in measures to improve training  Enhancement of the apprenticeship success ratio  More responsibility at workplace  Better career options and higher income  Encouragement of motivation onto life long learning 5

6. Strategy to enhance mobility Impact concerning VET-staff (VETPro) 2. Knowledges, skills and experiences gained within the range of stays abroad are made use of in daily practical work  Use of new contents in initial and further training (47 %)  Application of new teaching and learning methods (45 %)  Contribution of new professional techniques and practices (47 %)  More active involvement in designing of work processes (42 %)  Development of new concepts for apprenticeship (42 %)  Initiation of entirely new processes and innovations (39 %) Figures in percent: results of the survey within the range of the study (multiple responses were possible) 6

7. Strategy to enhance mobility Impact concerning sending organisations/SMEs 1. Mobility of VET-staff leads to decisive changes and innovations  Promoters/companies pursue a strategy of internationalisation (55 %)  Participating staff is regarded as important instrument for improving quality of initial and further training (45 %)  Mobility experiences of staff is placing organisation more into transnational networks (48 %)  Setting up a further training plan for teachers and trainers (39 %)  Human resource development for activities on the European market (42 %) Figures in percent: results of the survey within the range of the study (multiple responses were possible) 7

8. Strategy to enhance mobility Impact concerning sending organisations/SMEs 2. Mobility of VET-staff raises profile of the organisation/SME  Enhancement of attractiveness and image benefit by organisation/company  Generation of an innovative environment of the VET-practice in terms of method and content regards  Improvement of the career paths of the VET-staff in the organisation/ in the company and on the labour market  Impulse for sustainable partnerships and networks by multiplier effects – widening the range of transnational contacts  Stronger profile of organisation/company within the fostering competition in the VET-context/in the EU-market 8

9. Strategy to enhance mobility Impact concerning national VET-systems 1. Mobility of VET-staff as important impulse for internationalisation, modernisation and innovations in initial and further VET  Promotion of intercultural and linguistic competence by transnational mobility of VET-staff  Fostering of the adoption of learner focuses methods through mobility experiences  Enhancing the use of multimedia in initial training  Dissemination of innovative teach and learn methods in initial training  Fostering of the sustainable impact of mobility projects through transfer into training practice 9

10. Strategy to enhance mobility Impact concerning national VET-systems 2. Mobile VET-staff as a very important and rather effective multiplier  Mobile trainers and teachers lead to increase of mobility of trainees to a high extend  Highly increased acceptance of the significance of international competences in business (SMEs) and VET  Development process for European and national qualification frameworks (EQF/NQF)  Important role for the future adaptation for processes of learn outcome oriented conveying of competences  Sensitisation of SMEs related to the European market 10

11. Strategy to enhance mobility Measures to promote mobility 1. Successful concepts of mobility of VET-staff are supported by tandem partnerships and auto-teaching  Biggest effects in terms of gaining knowledges and competences are reached by hospitations (71 %)  As well as the exchanges with colleagues abroad (79 %)  Heterogenous composition of groups of VET-teachers and company trainers  High impact realised by tandems of teachers and trainers (30 %)  and own teach and train activities abroad, which should be fostered in future Figures in percent: results of the survey within the range of the study (multiple responses were possible) 11

12. Strategy to enhance mobility Measures to promote mobility 2. Successful concepts involve VET-staff at the preparation stage of mobility in terms of profession and content  Projects developed by teachers and trainers on their own are the most successful ones, if contents are appropriately adapted  Joined strategy of staff and management for human and organisational resource development towards mobility  The impact of stays abroad increases, when responsible VET-staff follow the increase in competence of teachers and trainers 12

13. Strategy to enhance mobility Measures to promote mobility 3. Preparing the VETPro  Linguistic preparation in terms of conversation and professional vocabulary  Intercultural training to cope with the culture of the host country  Sufficient time for VET-staff to plan and prepare mobility measures  Integration of mobility into training of trainers and teachers to convey know-how for realisation of own mobility projects thereafter 13

14. Strategy to enhance mobility Measures to enhance mobility 4. Claims to intensify VETPro-mobility  Higher degree of participation of trainers and staff-responsible people of companies as a pre-condition for higher degree of participation of trainees from SMEs in mobilities  More trainers and teachers should get to know the daily work/building sites abroad  Stronger orientation at the demands of VETPro-mobility onto demand of companies  Less informal visits – more practical activities/hospitations  Mobility proof for VETPro, training companies, organisations, schools 14

15. Strategy to enhance mobility Measures to enhance mobility 5. Results transfer by project promoters / companies  Development of a dissemination plan  Systematic transfer management, branch and target group oriented markting concerning results  Realisation of regional conferences for results´ transfer  Convicting of companies of the benefits of mobility for trainers and trainees  Dissemination of best-practise as standard repertoire  Making use of websites and social networks to spread information and having publicity for own transnational activities 15