Here we will share our partnership intellectual outputs - our achievements, learning and results. This section demonstrates and provides evidence of the intellectual outputs we have undertaken in our partnership work plan and the goals we have achieved. It will also highlight any new learning and or added value outputs, outcomes and deliverables.
An adapted Net-Working for Quality Assurance model relevant for the wider VET journey, across a variety of case studies and across partner countries.
To develop a well-researched and relevant model of Interagency working focused on Quality issues (Quality Culture and Quality Assurance), which is based on the previously developed NQA model and which supports EQAVET. It aims to be relevant to a range of VET journeys which will be defined as part of this Output and inclusive of all relevant stakeholders. The target group will include Learners (particularly those most vulnerable during various stages and at transition points in the VET journey), and all relevant stakeholders at both local provision and regional/national policy levels.
NQA: A Quality Label
To develop the Net-Working for Quality Assurance (NQA) brand into a quality label, launch and establish it in each partner country so that it is recognisable as associated with Quality and Interagency working. The brand should be recognised by national systems.
Implementation of the NQCA Model
This output aims to put quality culture at the core of QA (QALLL, recommendation 2) by building interagency networks across the partnership that will committee to developing quality cultures within and across the partnership stakeholders. Ownership of the approach will be enabled by involving stakeholders from the outset. A participatory approach whereby key stakeholders activity participate and buy into the process will be essential and ensure that stakeholder membership feel that there is value in their participation. The aim is to implement the adapted NQCA model at local/ regional and learner levels.
Toolkit for Policy Impact
This output aims to develop a toolkit which can be used by Policy Makers to participate in and support the development of Quality Culture and Quality Assurance at national, regional and local levels. Often at the national level, QA is characterised as a formal, bureaucratic procedure which is delivered using a top down management approach. QALLL and the NQA project emphasised the 'closing of the quality cycle', connecting the bottom up qualitative approach with the top down quantitative approach. The NQA project sought to engage the national /policy level across partner countries however this proved to be a difficult process, with levels of engagement varying across the partnership, as commitment was based on the prevalence of existing relationships rather than on a strategic approach.
The involvement of MetropolisNet as leader of 104, with its specific transnational scope and range of action will endeavor to support the development of a strategic toolkit for policy makers relevant across the partnership and beyond. MetropolisNet is a consolidated entity at EU level which aims to promote learning experiences in VET, the labour market and social inclusion in metropolitan European contexts.
NQCA Training and Master training
This output aims to further adapt the Training for stakeholders (at local, regional and national levels) in interagency working and Quality Culture and Assurance and to train two Master Trainers from each partner country who will deliver one Training course each in their own country. This will ensure participation in the project by members of new potential interagency groups across the partner country. Participants at local, regional and national level will be invited to participate in the training and to establish similar networks promoting quality culture and assurance.
Social Impact Evaluation
This Output aims to evaluate the impact of interagency working, by measuring the social value created for a range of key stakeholders. The NQA project identified a lack of enthusiasm for interagency working at a national level, where time and resource implications were perceived as barriers, and where the value of interagency working did not out weight the costs associated with interagency working. This was also a concern at local levels, where organisations were reluctant to release staff to work in an interagency way, where staff representation could be changed at each meeting etc.
This IO seeks to measure the impact of this way of working, particularly in relation to Quality culture, learner’s experiences, improvements in quality across the journey and across a range of case studies.