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

2. Overview of the Day
1025– Session 1: Introduction to International Skills Partnerships
1140– Session 2: Getting Started
1345– Session 3: Making a Success of Your International Skills Partnership
1425– Session 4: International Skills Partnership Opportunities
1520– Questions and Discussion

3. 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

4. Introductions

5. 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

6. 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

7. 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

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

9. 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

10. 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

11. 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

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

13. 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

14. 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.

15. 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.

16. 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

17. 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

18. 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

19. 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

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

21. 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?

22. International Skills Partnerships The Process

23. 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

24. 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

25. Foundation Partnership
Advanced Partnership
Start-up Partnership

26. 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

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

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

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

30. Foundation Partnership
Advanced Partnership
Start-up Partnership

31. 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

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

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

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

35. Foundation Partnership
Advanced Partnership
Start-up Partnership

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

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

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

39. Advanced partnership projects: post-delivery
Impact follow-up

40. Miranda Swanson Skills Partnerships Manager British Council +44 (0)

41. 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

42. 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?

43. Developing An Effective Travel Grant Application

44. Travel grant application
Form
Guidelines
Assessment grid

45. 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.

46. 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)

47. 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…

48. 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

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

50. 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.

51. Developing An Effective Partnership Proposal

52. 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

53. 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

54. 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

55. Partnership Proposal - Key documents
Form
Guidelines
Assessment grid

56. 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

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

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

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

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

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

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

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

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

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

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

67. 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

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

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

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

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

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

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

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

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

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

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

78. Questions

79. 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

80. PLEASE SEE DUDLEY COLLEGE AND BRADFORD COLLEGE PRESENTATIONS

81. 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

82. China and Vietnam

83. PLEASE SEE CHINA AND VIETNAM OPPORTUNITIES PRESENTATION

84. Opportunities in Middle East and North Africa (MENA)

85. 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

86. 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.’

87. 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)

88. International Skills Partnerships web pages

89. 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

90. Questions

91. Please complete your evaluation forms

92. Neil Shaw neil. shaw@britishcouncil. org Miranda Swanson miranda
Neil Shaw Miranda Swanson Emma Whitehead Jack Green

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