Teachers, Employees, Employers Understanding Processes

1. Teachers, Employees, Employers Understanding Processes • FINAL TEEUP CONFERENCE9th September, 2010North West Regional CollegeLondonderry, Northern Ireland (UK)PROJECT CLOSURE: Marilyn Lento, TEEUP Project Coordinator

2. How did TEEUP formulate? A small representative team – met for breakfast in Budapest in 2008, to discuss the concept of developing a project “which linked all the important aspects” of research – in order to produce a framework and pilot Guidance Tool. This Leonardo “Transfer of Innovation project developed developed onwards. The discussion focused on other projects which carried out research and investigation into competences. The Guidance Tool was to be based on research (collected from a number of identified partner countries) which help formulate a framework to development the Pilot Guidance Tool which could be used to provide to VET trainers, SMEs and Trade Unions to assist them in utilising training for the migrants and/or mobile workers. Project Design and Birth

3. Project Desirables: In line with the Commission Communication of 10 May 2007 on a European Agenda for Culture in a Globalising World 7; intercultural dialogue can help to bring individuals and peoples closer together cultural exchange and cultural cooperation, including in the audiovisual/technology sphere, can help to establish and strengthen relations based on partnership culture, an essential component of the knowledge-based economy, is also a sector with strong economic potential, in particular with respect to cultural and creative industries and sustainable cultural tourism Europe's place in the world, from an artistic, intellectual and scientific point of view, depends to a considerable extent on the dynamism of its cultural creative work and on cultural ties between Europe and the other regions of the world can be important for the development of intercultural dialogue and the setting up of common cultural projects; moreover, the Union has to ensure the promotion of its cultural and linguistic diversity. ProjectDesirables

4. Project Desirables: In line with the Commission Communication of 10 May 2007 on a European Agenda for Culture in a Globalising World 7; intercultural dialogue can help to bring individuals and peoples closer together (8 Partners from 7 countries: UK, Lithuania, France, Italy, Estonia, Spain, Sweden) cultural exchange and cultural cooperation, including in the audiovisual/technology sphere, can help to establish and strengthen relations based on partnership (Use of Clusternet, Skype, Emails, Facebook etc) culture, an essential component of the knowledge-based economy, is also a sector with strong economic potential, in particular with respect to cultural and creative industries and sustainable cultural tourism (Meetings in UK, France, Lithuania, Sweden, Lithuania) Europe's place in the world, from an artistic, intellectual and scientific point of view, depends to a considerable extent on the dynamism of its cultural creative work (intellectual collaboration on the design of templates, reports, surveys, results for the reaching Project Outcomes) cultural ties between Europe and the other regions of the world can be important for the development of intercultural dialogue and the setting up of common cultural projects; moreover, the Union has to ensure the promotion of its cultural and linguistic diversity (the promotion of interchange, learning about each partner countries’ differences, similarities, distinct customs, and the issue of collaboration leading to an EU synthesis or obliteration of those differences?) ProjectDesirables and Reality

5. “From a historical and cultural perspective, Europe is a continent of conflicts and differences based on strong national feelings and the idea of one nation's supremacy over others. It demonstrates its diversity in such aspects as nationalities, languages, religions, traditions and even the structures of states. If we look back on the history of Europe, we may find there are indeed some shared historical and cultural heritages in Europe…” Review of European Studies - On the Significance of Culture Construction of European Identity, Ying Wang, www.ccsenet.org/journal.html; Vol1, No. 2, December, 2009 Realities within the Project – Synthesis of Cultures – A Positive or a Negative Contribution to EU Strategies

6. Realities within the Project – Synthesis of Cultures – A Positive or a Negative Contribution to EU Strategies “The EU has adopted “unity in diversity" as its official motto. This is not-empty rhetoric, but has found expression at the level of practice. Creating a set of European symbols and implementing cultural cooperation programmes (and projects) and initiatives aim to foster a sense of European identity. But, these efforts are not to create European identity over and above existing national ones.”

7. Realities within the Project – Synthesis of Cultures – A Positive or a Negative Contribution to EU Strategies “On the contrary, they are designed to try to foster a sense of cultural unity on the basis of supporting and promoting cultural diversity. At first glance, this unity-in-diversity strategy may appear problematic, but in fact it does not. On the one hand, the theme of unity stresses commonalities, yet does not represent an effort to replace national with European identities.” On the other hand, the theme of diversity points to differences which exist alongside, but do not obliterate, those commonalities." The “unity-in-diversity” strategy represents a reasonable one---perhaps the only reasonable one--- for the creation of a supranational European identity.”

8. Working in the sphere of EU Projects – the challenge The magic and responsibility running cross-border, EU and International projects gives insight into “differentials.” These are areas – which, when examined, indicated major areas of concern Largest challenge – function beyond organisation, local, regional, country, legislative differences. Dealing with EU and International Projects – Three Aspects

9. Translation & Concept Transfer Semantical Differentials OBSTACLES European Perspectives Timeline Differentials Cultural Differentials Dealing with an EU Project • EU Approaches

10. Managing expectations, both your own, your Partners and your Hosts. There are many different visions of the same “project, “ and interpretation which must be constantly negotiated and renewed. The second is “panic management” - to be able to deal with the communication stress that multi-lateral projects inevitably create. Partners need many different kinds of information (reinforcement is often required); this adaptability is a key to a smooth-running project. Transform informal agreements to descriptive ones. When working with partners, from various countries, some who you have not worked with previously - trust and communications have to be developed more sensitively - Both roles and delegation of tasks must be reiterated and followed up consistently. Personal communications, use of the technology and the project’s leadership provide a good project synthesis. Commitment and personal empowerment with a dash of creativity are vital and making yourself available (sometimes during personal time) can often the mean the difference between success and failure in meeting outcomes. Dealing with EU and International Projects – Four Aspects

11. The TEEUP partners were chosen in order to meet the requirements of for the impact of the project because of their specialised areas, experience and knowledge of Vet Trainers, SMEs, Trade Unions (and associated organisations), knowledge of competences, EU Projects and Programmes and also work with migrants and/or mobile workers. Even in Budapest, early 2008, for the very first, informal brainstorming session, these requirements were mooted and discussed – knowing that the “impact” of the project depends on the best selection of available potential partners – taking into consideration their strengths and possible contribution to the project overall. Impact: Choice of Partners

13. The overall project was to impact on a number of target groups originally included in the TEEUP Proposal. These included: Impact for the Project – from proposal to Final Report

14. Impact – Target Groups

15. Problems: Differentials Timeline changes Changes in roles Reclarification of tasks Reallocation of some tasks Technical hiccups Additional training for partners Administration/Documents completion by ECOTEC (Funder) Problems affecting Impact

16. Other partnerships, trainers, training organisations Benefit from outcomes its methodologies and deliverables to be made available in the wider domain through the Website and downloadable pod casts. The dissemination of the outcomes will be available through the partners’ own networks. Opportunities for cooperation partnership after the lifespan of the Project. SMEs Formalised processes partnerships with VETS to engage about competencies. Knowledge transfer of competences to be integrated with company competencies in dealing with Migrants and Mobile Workers Recognition of the new competencies provided by the project outcomes and potential integration into their own training programmes. Trade Unions Identification of their contribution to Lifelong Learning and their positivity from the bottom up. Knowledge transfer of competences in their support of mobile workers and/or migrants through courses e.g. CMI Project Management Professional Bodies Recognition of the continuous development of competences supporting their dialogue (Chartered Management Institute etc) The integration of the competencies developed to be considered for integration in competency based programmes. Students/Employees of SMEs (those and those being trained by VETS or at SME’s) Mobility and employment opportunities and the support which can be provided by SME’s (Erasmus, NEM and EU Programmes and Exchanges e.g. ESCI, France) Decision–makers in VET and employment systems at a EU, national, local level Awareness of issues surrounding the best methodologies for training migrants and/or mobile workers. Long Term Impact – Experience (from TEEUP Project Proposal)

17. To investigate a common set of competences for Vocational Educational teachers and trainers (VETs) which can be eventually transferred to partnerships with Small, Medium Enterprises (SMEs) directed at the use of the “best practice” training methodologies for mobile workers and/or migrants. The competences will be included into a value driven Framework transferrable from a classroom situation or training in the workplace to SMEs. The intention is to equip VET trainers with a level of understanding and sensitivity which can be applied across the EU in their efforts – outside the legislative requirements - to work with and develop relationships and partnerships with SMEs. TEEUP Project Aims and Success

18. Through Lifelong Learning, opportunities exist for VET trainers to deliver training on behalf of their institutions and colleges onsite at SME’s. However, in instances where VET trainers are not delivering the training the competences will provide a dialogue of applicable, practical and tested competences relating to blended learning approaches with the SMEs. The project has five strands which explore such issues as VETs approaches and relationships with SMEs, the differences amongst the VETs in their advice, guidance and training opportunities, VETs existing experience as well as the identification of “best practice” culminating in a pilot Guidance Tool. TEEUP Project Aims

19. Reliance on PM monitoring Realignment Of roles & tasks Reliance on Technology Timeline Achilles Heal English Vs Other Language Differentials Partner “Share & Learn” Sessions Definitions Migrants/ Mobile Workers TEEUP Project Learning Bridge The Magic Mix

20. 1st TEEUP Meeting Outcomes met: Clarification of Project and Roles – 5 hours Definitions for migrants and mobile workers – 5 hours 6 agreed definitions of migrants 29 agreed definitions of mobile workers Four models of cooperation between VETS, SMEs, Trade Unions (Chambers and Employee Associations etc) designed for project basis – 6 hours By meeting conclusion – partner synthesis occurred! Meeting 1 - Derry

21. Valorisation reports (7) base on the countries participating in the Project will report on the VETS and SMEs relationships/partnerships. Exchanged between partners and secondary networks (FE colleges, universities, Training networks, professional bodies and other stakeholders) Expected penetration rate: 50% plus the information will be on the Website. Further partners will promote this information through their own networks and circulate reports. Interview surveys (Online – 210) with VETS and SMEs VETS – those affiliated with project VETS – those aware of project SMEs – participating in project and promoting project outcomes Expected penetration rate: 8 x 105 interviews plus the exposure in arranging the interviews x 3 (minimum) contacts plus the summary will be published on the Website. . Further partners will promote this information through their own networks and circulate reports. Mini case studies (21 mini case studies) documenting “best practice” from SME managers and citations from migrants and/or mobile workers Partners will have to approach companies (a minimum of 3 in order to produce a mini case study reflecting situation in country. Expected penetration rate 60% as case studies can be used by all stakeholders with knowledge of the project. . Further partners will promote this information through their own networks and circulate reports. Trade unions interviews (collection of 21 trade union case studies/scenarios) will document the participation of trade unions in working with VETS and SMEs to further Lifelong Training for migrants. Penetration rate 100% the participating trade unions will inform their membership about the project and will be asked to put it on their websites for their members and for the SMEs they work in partnership with. The summary will be put on the project website. Project Outcomes (from Proposal)

22. Developmental Framework which helped shape the indicators for competencies leading to the Guidance Tool The Pilot Guidance Tool by the Consortium partners with 14 VETS and SMEs testing of the tool to provide additional exposure to the Project and its outcomes. VETS – those affiliated with project; and those aware of the project through public relations and promotion effort SMEs – participating in project and promoting project outcomes. SMEs own networks within organisation and with Chambers of Commerce, Business affiliates etc. Further partners will promotion of this information through their own networks and circulate reports An E-platform enabling communications amongst the consortium will allow for the consortium partnerships and their institutions allowable access to track and monitor the project’s progress from commencement to completion. The TEEUP website for the project is expected to reach outcomes and products which will be accessible by the consortium, stakeholders and the public. It is expected that Standard web-statistic software will be utilised to monitor numbers visits to the website from commencement for 30 months. Registrations for the TEEUP Website are over 200 to date. Over 20 Beta pod casts used to document the consortium partner project outcomes (tasks) which will be accessible through the TEEUP website. ARchos Portable Media Devices will be provided to consortium partners which the downloadable Beta pod casts have been downloaded and shared with VETS, SMEs and others. It is estimated that over 100 + stakeholders will use this facility to monitor the Project. Final TEEUP Conference at Project conclusion. Project Outcomes (from Proposal)

23. New EU Strategic Framework for 2020 TEEUP Project inception 2008 – 2010 – the definition of migrants and/or mobile workers has disappeared The new EU Strategy focuses on mobility across all EU countries – with a focus of integration of all. Interim

24. Use of EU competences and acceptance varies – not all countries are up to date In the use of competences in education and training (and training in general) Diverse methodologies of training culture vary in EU countries The amount of training varies significantly from country to country relating to factors which influence training e.g. government policies A universal strategy should be adapted by all EU countries to training to address the current imbalance in order to compete with world markets However, it is important that the culture of EU countries is retained, as those cultures (and best practice) have historical significance for reflection, growth and understanding –all key issues in the fusion of EU progression. Globalisation and Lessons Learned

25. Thank you! All results of the TEEUP Final Conference can be found on the TEEUP Website: www.teeup.eu/