INNO-APPRE-NET. Cooperation for innovation and the exchange of good practices Strategic Partnerships for Vocational Education and Training

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1 INNO-APPRE-NET Cooperation for innovation and the exchange of good practices Strategic Partnerships for Vocational Education and Training Develop Innovative Apprenticeship Network of Vocational Schools and Very Small Enterprises in the Metal Construction Sector Output: O9 Development of the Project Management and Quality Assurance Guide 1

2 This project is co-funded by the European Union. The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project number Project Title Acronym Authors EL01-KA Develop Innovative Apprenticeship Network Of Vocational Schools And Very Small Enterprises In The Metal Construction Sector INNO-APPRE-NET Vassilios Siomadis (IME GSEVEE) Eleni Deligianni (IME GSEVEE) Athanasia Theodoridou, Project Manager (OAED) Contributors Partners Output Identification Output Title Output type Activity Code Activity Title Version Eleni Marathokampiti (IME GSEVEE) IME GSEVEE, OAED O9 Project Management and Quality Assurance Guide Development Policy recommentations/ Guidelines O9-A1 Development of the Project Management and Quality Assurance Guide Final 2

3 The Partnership The Steering Committee of the Project Athanasia Theodoridou, Project Manager, OAED Vassilis Siomadis, IME GSEVEE Fritz-Gerhard Kuhn, CJD Maximiliansau Juergen Wolf, BFI OOE Giulia Meschino, EVTA Ira Papageorgiou, INE GSEE 3

4 CONTENTS 1. INTRODUCTION THE PURPOSE OF THIS GUIDE THE PROJECT PROJECT PARTNERS PROJECT SCOPE PROJECT OBJECTIVES TARGET GROUPS PROJECT RESULTS PROJECT IMPACT PROJECT INNOVATION PROJECT ACTIVITIES & PARTNER S ROLES PROJECT MANAGEMENT & IMPLEMENTATION (PMI) PROJECT INTELLECTUAL OUTPUTS PROJECT MULTIPLIER EVENTS EXCEPTIONAL COSTS THE PROJECT S MANAGERIAL MECHANISM THE LEAD PARTNER THE STEERING COMMITTEE (SC) ACTIVITY LEAD PARTNERS THE PROJECT MANAGER (PM) THE DISSEMINATION MANAGER (DM) FINANCIAL MANAGERS (FM) EXTERNAL EVALUATOR OUTPUT DELIVERY/ SUBMISSION/ INTERNAL REVIEW PROCESS STEP 1 (PREPARATION) STEP 2 (IMPLEMENTATION) STEP 3 (DELIVERABLE APPROVAL PROCEDURE) COMMUNICATION/ DOCUMENTATION STANDARDS DOCUMENTATION STANDARDS COMMUNICATIONS STANDARDS PROJECT BRANDING & LOGOS ERASMUS+ PROJECT RESULTS DISSEMINATION PLATFORM (VALOR) RECOGNITION OF EU FUNDING & USE OF ERASMUS+ LOGO DISCLAIMER OTHER DISSEMINATION ACTIONS INTELLECTUAL PROPERTY RIGHTS MONITORING/ REPORTING REQUIREMENTS ACTIVITY MONITORING/ REPORTING FINANCIAL MONITORING/ REPORTING DISSEMINATION MONITORING/ REPORTING MONITORING TOOLS ACTIVITY SPECIFICATIONS FORM ACTIVITY MONITORING REPORT FINANCIAL MONITORING REPORT TIMESHEETS PARTNERS DISSEMINATION REPORT QUALITY ASSURANCE CHECKLIST QUALITY OBJECTIVES & INDICATORS QUANTIFIED IMPACT ASSESSMENT INDICATORS IN TERMS OF OUTPUTS QUANTIFIED IMPACT ASSESSMENT INDICATORS IN TERMS OF RESULTS QUALITATIVE ASSESSMENT/ INDICATORS ABBREVIATIONS & GLOSSARY ABBREVIATIONS GLOSSARY REFERENCES ANNEX I - ACTIVITY SPECIFICATIONS FORM ANNEX II - ACTIVITY MONITORING REPORT ANNEX III - FINANCIAL MONITORING REPORT

5 ANNEX IV - TIMESHEETS ANNEX V - DISSEMINATION PLANNING TOOL ANNEX VI - DISSEMINATION REPORT FORM ANNEX VII - QUALITY ASSURANCE CHECKLIST ANNEX VIII - MULTIPLIER EVENTS EVALUATION FORM

6 1. Introduction 1.1 The Purpose of this Guide This Quality Assurance & Management Guide describes the managerial activities, roles and responsibilities, the decision-making processes and the quality assurance procedures that will be used during the life-cycle of the project titled: Develop Innovative Apprenticeship Network of Vocational Schools and very Small Enterprises in the Metal Construction Sector ) INNO-APPRE-NET). It has been prepared to support effective decision making, efficient control of resources and regular monitoring throughout the project from programming, through to identification, formulation, implementation and evaluation. Its purpose is to facilitate the relationship within the INNO-APPRE- NET partnership and also between the partners and the National Agency (State Scholarships Foundation/ IKY), while helping the partners monitor progress and quality in terms of their own activities. Quality is defined primarily in terms of the relevance, feasibility, effectiveness and sustainability of the project s activities and outputs, including how well they are managed. In regard to Quality Assurance, this Guide will define the appropriate quality standards and monitoring procedures, in order to ensure that all partners will analyze the goals and objectives of the project at its early stages, and systematically identify critical quality requirements and the processes to meet them. Quality audits will be specified and carried out during the project in order to ensure that the implementation of all tasks abides by the project objectives. This Guide will form the basis for self-assessment of the project. The internal evaluation of the project will be continuous and performed according to specific measurable criteria. This Guide consists of recommendations and guidelines aiming to promote consistency and clarity of approach as regards the co-ordination of resources and activities, the communication strategy, the planning of resources/ activities, the scheduling, the control of the project s progress and the quality control of the products/outputs, while allowing for operational flexibility. In more detail, it includes: The design/production process of project outputs and the monitoring process; The internal review process of the project s outputs; The quality objectives and quality indicators of the project; The definition of the format for the project s documents; The monitoring tools. 6

7 2. The Project 2.1 Project partners The six organisations presented in the following table are working together on a project under the Erasmus+ programme, entitled Develop Innovative Apprenticeship Network of Vocational Schools and Very Small Enterprises in the Metal Construction Sector with the acronym INNO-APPRE- NET. The project s number is EL01-KA and its duration is thirty six (36) months starting from the 1 st of September 2014 and ending in the 31 st day of August Three out of the six beneficiaries, namely the project s Lead Partner, OAED and also IME GSEVEE and INE GSEE are based in Greece, one in Austria (BFI OOE), one in Germany (CJD Maximiliansau) and one in Belgium (EVTA). The project s partners are undertaking either jointly or individually all the work specific to this project. Namely, the project s partners are the following bodies i.e. organizations/ institutions/ associations: 1. Manpower Employment Organisation (OAED) 2. Small Enterprises Institute of the Hellenic Confederation of Professionals, Craftsmen & Merchants (IME GSEVEE) 3. Labour Institute of the Greek General Confederation of Labour (INE GSEE) 4. CJD Maximiliansau (CJD) 5. Berufsförderungsinstitut Oberösterreich (BFI OÖ) 6. European Vocational Training Association (EVTA) All partners are under the obligation to respect the requirements/ guidelines of project management, dissemination and exploitation as set by the European Commission and the Erasmus+ National Agency in Greece (State Scholarships Foundation/IKY). Furthermore, they are bound to follow the 7

8 above rules and to work within the limits and in agreement with the approved project application form of the project. 2.2 Project Scope The INNO-APPRE-NET project aims to: To contribute to the development of common European/ national apprenticeship strategies/policies therefore leading to a common understanding between main stakeholders. To contribute to the development of a common methodology for researching good practices about apprenticeship mechanisms, methods and techniques. To improve the capacity of VET institutes to provide high quality apprenticeship services to the young workforce or to anyone interested in upgrading their knowledge and skills in the Metal Construction Sector. To this end, the partners are designing and piloting an innovative apprenticeship system under European cooperation that will support the development of high quality apprenticeship schemes in the Metal Construction Sector (MCS). 2.3 Project Objectives The INNO-APPRE-NET specific objectives are the following: a) Identifying the "green skills demand in the Metal Construction Sector (MCS) b) Developing a methodological approach towards SME's in the MCS in order to increase their participation in apprenticeship (i.e. offering more apprenticeship positions) c) Designing a 12-month apprenticeship course/ curriculum d) Developing appropriate multilingual ICT training content /tools and training guides e) Establishing an apprenticeship intermediate body network of VET schools and very small enterprises in the MCS 2.4 Target Groups INNO-APPRE-NET has identified public, private and non-government organizations which have crucial stake in its activities and for each identified stakeholder group the project will: Determine specific communication needs (contributions and methods used) for the INNO- APPRE-NET project; 8

9 Identify the information and materials/ resources necessary to maximize its use of and/or contribution to INNO-APPRE-NET activities; Evaluate where and into what INNO-APPRE-NET activities, input may be most appropriately solicited from the community's members; The target audience for the duration of the project will be the following: Internal Audience The internal audience is the members of the project consortium and the partners own institutions and organizations which need to stay well informed about the progress of the project in order for the project to develop a high profile. Thus, the results of the project can/will become part of the partner s organizations living on even after the end of the project. Moreover, if the partner organizations leaders are well acquainted with the project then they will be able to promote it and advertise its achievements during their networking and publicity events. Primary Target Groups The primary target group addressed in the project s activities are the Organizations involved in or responsible for VET, i.e. for training and quality assurance, e.g. instruction, evaluation, certification, curriculum development, national professional profiles development for the Metal Construction Sector. In more detail, the project s primary target group is comprised by the following stakeholders: Relevant Public Bodies and national experts from: o Ministries of education o Authorities responsible for awarding VET qualifications in the skilled crafts sector, i.e. accreditation bodies, etc. Representatives of employers and employees in the MCS i.e. third-level trade unions and national sectorial employer s associations etc. Secondary local professional organisations and employer associations of the Metal Construction Sector representing SMEs VET and apprenticeship providers Employers of the Aluminium and Metal Construction Sector (MCS) Dissemination activities will focus not only on executive/ leadership members of the target group institutions but also on their operational staff, i.e. employers, practitioners, teachers and trainers, examiners, regular employees, etc. 9

10 Indirect Beneficiaries The indirect beneficiaries of the project, who are also part of the target group, are the: Candidate apprentices, namely individual learners in VET as they will benefit from the improvements which will take place within the framework of the project s implementation. Their outlook of apprenticeship and the level of their interest in participating in the innovative apprenticeship course of INNO-APPRE-NET are crucial to the success of the project. European Target Group The European target groups are the pertinent target groups at macro-level which include European Agencies like Cedefop as well as European social partners and European professional associations and interested parties in other European countries. 2.5 Project results The INNO-APPRE-NET project results per Activity Code are the following: Identification of the green skills demands of micro and small-medium enterprises of the Metal Construction Sector (MCS) O2-A1 Updated guidelines on the National professional Profiles of the MCS O3-A1 Design and establishment of an Intermediate Apprenticeship Network of very small enterprises and VET providers in the MCS O4-A1 Design of a 12-month Pilot Apprenticeship Programme for the MCS and pertinent curricula, including training programmes, teaching methods/materials, in-company traineeship procedures, required laboratory equipment, etc. O5-A1 and O7-A1 respectively Development of a Validation System for the assessment of MCS apprentice curricula effectiveness, i.e. a list of criteria/ procedures that need to be met for the suggested pilot apprenticeship programme to acquire added value at national/ European level O6-A1 Development of an Exploitation Plan for improving training/certification procedures in sectors similar to the MCS O8-A1 Systematic support for the micro-enterprises and SMEs of the MCS in optimizing their human resources management and facilities in order to becoming part of the European lifelong learning system O10-A1 10

11 Implementation of the Pilot Apprenticeship Programme in three pilot VET Schools and quality assessment of the pilot experience by the beneficiaries, i.e. host-companies and apprentice O11-A1 and O12-A1 respectively Activities O9-A1 Development of the Project Management and Quality Assurance Guide and O16 External Evaluation concern the effectiveness of project management and implementation and as such they are not classified as project results. The same holds true for activities O1-A1 Development of the dissemination plan of the project s results, O14 Dissemination of Project Materials and O15 Project Website since their outputs are only means for the successful dissemination and sustainability of the project s results. 2.6 Project Impact The direct impact of INNO-APPRE-NET on the identified target groups is anticipated as follows: Accreditation bodies will have the opportunity to harmonize their methods and techniques with other similar bodies in Europe VET/ Apprenticeship providers will acquire access to established training methodology /tools/ techniques Policy makers will have a tool (i.e. a validation system) to evaluate best/ good practices for the certification of the apprenticeship experience SMEs of the MCS will acquire start-up support for their participation in apprenticeship and also the opportunity to have a say in training procedures and a decisive role in the apprenticeship programmes Via INNO-APPRE-NET, all key stakeholders identified as the project s primary target group will be granted the opportunity to develop specific expertise on providing quality apprenticeships in the Metal Construction Sector (MCS). 2.7 Project Innovation The innovative character of INNO-APPRE-NET lies upon the following elements: 1) INNO-APPRE-NET adopts a sector-specific approach in order to make apprenticeships more attractive and accessible to SMEs. The project will: a. Strengthen the link of apprenticeship with the labour market, by: i. identifying the green skills demand of relevant SMEs and the learning needs of apprentices in the MCS 11

12 ii. adapting the content and provision of apprenticeships to the labour market needs b. Ensure that employers of SMEs in the MCS acquire apprentices with relevant skills and MCS apprentices acquire qualifications with real labour market value c. Demonstrate the benefits of apprenticeship to employers of SMEs in the MCS and motivate their involvement with apprenticeship, by: i. matching micro-enterprises and SMEs of the MCS with highly-trained apprentices who bring added value to the business with their green skills, thus assisting the companies transition to the green economy ii. piloting IVET training of MCS apprentices in green skills relevant to the MCS 2) INNO-APPRE-NET aligns measures to support EU s objective for promoting employment through the increase of quality/ scale of apprenticeship provision with targets for transitioning to a greener and more sustainable economy, by: a. Providing apprentices with generic green skills, which are much needed in the MCS in view of EU s environmental and climate change policies enactment b. Greening occupations, namely that of the metal construction craftsmen, via reviewing/ updating the existing National Professional Profiles of the MCS 3) INNO-APPRE-NET contributes to tapping the unreleased potential for increasing the demand for apprenticeship by companies of the MCS, by: a. Focusing on companies having less to none prior experience with apprenticeships b. Offering non-financial support measures to micro-enterprises and SMEs of the MCS in implementing good-quality apprenticeships 4) INNO-APPRE-NET develops a methodological approach towards increasing the participation of SMEs in participation in that it promotes systematic cooperation between VET schools and SMEs of the MCS, by: a. Designing an Intermediate Apprenticeship Network of VET schools and certified microenterprises to bridge the gap between the education and labour market, by: i. Selecting/ registering and certifying micro-enterprises in terms of their infrastructure in order to participate in the pilot apprenticeship programmes 12

13 ii. Ensuring regulated and controlled matching and apprentice positioning in MCS companies by all interested parties and stakeholders, namely employers, VET providers and students/ candidate apprentices iii. Forging operational alliances between companies and promoting close cooperation with all interested parties and stakeholders, namely employers, VET providers and students/ candidate apprentices b. Actively engaging sector-based employer associations and trade unions in the Intermediate Apprenticeship Network of VET schools and certified micro-enterprises 5) INNO-APPRE-NET will transform SMEs to quality apprenticeship venues, by: a. providing tools/ methodology/ guidelines which micro-enterprises and SMEs of the MCS can use to improve their facilities so that they can provide suitable apprenticeship venues b. defining/ developing the technical conditions that should be met for apprenticeship labs in three specializations of the MCS and providing appropriate equipment 6) INNO-APPRE-NET will contribute to the optimization of apprenticeship schemes in Europe, by: a. Contributing to the development of common strategies/ policies under its partnership b. Informing apprenticeship policies based on the project s results. The project will: i. develop a Validation System, (i.e. a list of criteria/ procedures that need to be met for the suggested pilot programme to acquire added value at national/ European level) that will enable policy makers to assess the effectiveness of apprentice curricula in the MCS ii. evaluate quality of the pilot apprenticeship course experience by all beneficiaries, namely companies and apprentices iii. disseminate its results, good practices, products, success stories and learning paradigms c. Developing a Dissemination Plan in order to ensure that the project s results will be made known, accessible, promoted and will be taken up and embedded in the community d. Developing an Exploitation Plan in order to safeguard that the project s results will serve as a platform for improving the training/ certification procedures of apprenticeship in sectors similar to the MCS. 13

14 3. Project Activities & partner s roles In this chapter we present the INNO-APPRE-NET project activities per activity code and title in relation to the project s time-schedule and the partners roles in each activity. Activities are organised in groups according to the following thematic classifications: Project Management and Implementation (PMI), Intellectual Outputs, Multiplier Events and Exceptional Costs concerning subcontracting activities. 3.1 Project Management & Implementation (PMI) Project Management of INNO-APPRE-NET All partners, 1 st 36 th month Dissemination activities All partners, 1 st 36 th month Quality Assurance and Internal Evaluation activities All partners, 1 st 36 th month Monitoring/ assessment of the pilot apprenticeship programme implementation All partners, 24 th 36 th month Managerial Meetings: Kick off Meeting in Greece with the participation of all partners o Organizer: OAED, 1 st month 1 st Semi-annual Managerial Meeting in Greece, with the participation of all partners o Organizer: IME GSVEE, 6 th month 2 nd Semi-annual Managerial Meeting in Germany, with the participation of all partners o Organizer: CJD, 12 th month 3 rd Semi-annual Managerial Meeting in Austria, with the participation of all partners o Organizer: BFI OOE, 18th Month 4 th Semi-annual Managerial Meeting in Belgium, with the participation of all partners o Organiser: EVTA, 24 th month 5 th Semi-annual Managerial Meeting in Greece, with the participation of all partners o Organiser: INE GSEE, 30 th month Final Managerial Meeting in Belgium, with the participation of all partners o Organizer: EVTA, 36 th month 3.2 Project Intellectual Outputs O.1. Development of a dissemination plan of the project s results o Lead Partner: IME GSEVEE, with the contribution of OAED 1 st 4 th month 14

15 O.2. Study on the green skills demands of the metal construction companies (e-research, with the use of a questionnaire, to 400 companies across EU member states o Lead Partner: IME GSEVEE, with the contribution of all partners 1 st 6 th month O.3. Guidelines for updating the existing National Professional Profiles of the metal construction sector (desk research, with the use of EQF, ECVET principles/ credit system) o Lead Partner: EVTA, with the contribution of all partners 6 th 12 th month O.4 Design and establish an intermediate apprenticeship network of Vocational Schools and Very Small Certified Enterprises in the Metal Construction Sector (network) o Lead Partner: IME GSEVEE, with the contribution of all partners 12 th 18 th month O.5 Design a 12-month apprenticeship course (curricula, learning methodologies, pedagogical approaches, etc.) o Lead Partner: CJD, with the contribution of all partners 12 th 18 th month O.6 Develop an appropriate validation system (criteria, procedures etc.) of the course o Lead Partner: INE GSEE, with the contribution of all partners 12 th 18 th month O.7 Design and develop the appropriate multilingual (English, Greek and German) ICT training content/ teaching methodology and the necessary digital Training Guides o Lead Partner, BFI OOE with the contribution of all partners 18 th 24 th month O.8 Development of the Exploitation Plan of the project s results o Lead Partner: OAED, with the contribution of all partners 30 th 36 th month O.9 Development of the project s management & quality assurance guide o Lead Partner: IME GSEVEE with the contribution of OAED 1 st 4 th month O.10 Transformation of SME s into Quality Apprenticeship Venues Research o Lead Partner: CJD with the contribution of IME GSEVEE & BFI OOE 8 th 14 th month O.11. Implementation and assessment of the Pilot Apprenticeship Course o Lead Partner: OAED with the contribution of IME GSEVEE 18 th 22 nd month O.12 Assessment of Trainees and Enterprises Views on the Pilot Experience o Lead Partner: INE GSEEE with the contribution of IME GSEVEE 13 th 22 nd month O.13 Guidelines of the technical specifications for the laboratories o Lead Partner: BFI OOE with the contribution of OAED & CJD 7 th 14 th month O.14 Production of dissemination materials 15

16 o Lead Partner: OAED with the contribution of CJD 13 th 36 th month O.16 External Evaluation o Lead Partner: EVTA with the contribution of OAED 2 nd 36 th month 3.3 Project Multiplier Events E.1. 1st Thematic Workshop in Greece, with the participation of all partners, concerning the specification and description of the necessary training needs and skills Intellectual outputs covered: O1, O2 Organizer: IME GSEVEE Place: Greece Time: June 2015 E.2. 2nd Thematic Workshop in Belgium, with the participation of all partners, concerning the existing national professional profiles of the metal construction sector Intellectual outputs covered: O3 Organizer: EVTA Place: Belgium Time: December 2015 E.3. 3nd Thematic Workshop in Germany, with the participation of all partners, concerning the suggested training curricula Intellectual outputs covered: O5 Organizer: CJD Place: Germany Time: June 2016 E.4. 4th Thematic Workshop in Austria, with the participation of all partners, on suggested training materials Intellectual outputs covered: O5, O7 Organizer: BFI OOE Place: Austria Time: December 2016 E.5. 5th Thematic Workshop in Greece, with the participation of all partners, concerning the pilot implementation and the exploitation of the project results Intellectual outputs covered: O8 Organizer: INE GSEE Place: Greece Time: June 2017 E.6. Final Conference of the project; one-day transnational dissemination event with the participation of all partners, concerning the presentation of the project s final results to the target groups Intellectual outputs covered: O1, O2, O3, O4, O5, O6, O7, O8, O9, O10, O11, O12 & O13 Organizer: EVTA Place: Belgium Time: August

17 E.7. E.9. Three National Dissemination Events; one-day events in three of the partners countries in order to inform the target groups in Greece, Germany and Austria about the INNO-APPRE-NET project on a national level: E.7: 1 st National Event in Greece Organiser: OAED Place: Greece Time: April 2016 E.8: 1 st National Event in Germany Organiser: CJD Place: Germany Time: April 2016 E.9: 1 st National Event in Austria Organiser: BFI OOE Place: Austria Time: April Exceptional Costs Dissemination Materials Activity code O14-A1 Subcontracting the production/ printing of multilingual (English, Greek, German) dissemination materials; design of two sixteen-page brochures and printing of copies each Lead partner: OAED 12 th -36 th month Project Website Activity code O15-A1 Subcontracting the design/ development of a multilingual (English, Greek, German) project website, including project logo and graphical identity Lead partner: OAED 1 st 4 th month Laboratory Equipment Activity code O13-A1 Subcontracting the supply of required laboratory equipment to certified micro enterprises/ SMEs participating in the Pilot Apprenticeship Programme Lead partner: OAED 7 th 13 th month External Evaluation Activity code O16 A1 Subcontracting an external body to conduct the evaluation of the project s activities and results and to certify the extent to which the planned objectives were met Lead partner: EVTA 1 st 36 th month 17

18 4. The Project s Managerial Mechanism For purposes of efficiency and effectiveness in terms of the project s management and quality assurance, the following bodies were established even before the project s lifetime. Their objective is to act as designated authorities on all matters concerning the quality assurance and project management of INNO-APPRE-NET: The Partners The Lead Partner (OAED) The Steering Committee (SC) In addition, during the implementation phase of the project the following persons/ physical entities become involved as well: Activity Lead Partners Project Manager (PM) Dissemination Manager (DM) Financial Managers (FMs) External Evaluator 4.1 The Lead Partner All the managerial work will be coordinated and supervised by our Lead Partner, namely, the Manpower Employment Organisation of Greece (OAED). 4.2 The Steering Committee (SC) The Steering Committee (SC) is the highest administrative body of the transnational partnership. It was established in order to monitor and supervise the whole project and its progress. The Steering committee is responsible for overseeing all Technical and Financial aspects of the project as well as any links to any other related projects. Its role is to plan, monitor and review all activities and outputs and to take corrective action s, if necessary, in order to ensure the successful outcome of the project. 18

19 More detailed information concerning the duties and responsibilities of the Steering Committee members will be described as follows. The Steering Committee s duties and responsibilities are: Schedules, monitors and coordinates the orderly and timely implementation of the project. Sets/ approves the qualitative and quantitative performance indicators of individual project activities and outputs Establishes committees for the smooth operation of the project, if required. Resolves any disagreements between the partners. Reviews project reports, refines the timetable and makes decisions regarding the project s strategy, implementation of activities, budgets and resource allocations. Documents its meetings and maintains records of its detailed Minutes. Ensures compliance with the grant agreement conditions and disclosure rules during the implementation of the project. Is responsible for the overall scientific and technical quality assurance of the project Representatives (physical entities/ persons) will become designated by the partners to sit on the Steering Committee and undertake the following: Participate in the semi-annual physical and the intermediate virtual Managerial Meetings Contribute to the overall planning and monitoring of the project s implementation The Steering Committee is composed of one regular and one alternate representative from each partner organisation and is chaired by the Project Manager. The SC is currently made up of the following members: Head of the SC is Ms. Athanasia Theodoridou, from the Lead Partner OAED. OAED: o Ms. Athanasia Theodoridou (Head of SC) o Ms. Maria Mpartsoka (alternate member) IME GSEVEE: o Mr. Vassilios Siomadis (regular member) o Ms. Eleni Deligianni (alternate member) EVTA o Mr. Tommaso Grimaldi (regular member) o Ms. Giulia Meschino (alternate member) BFI OÖ o Mr. Mag. Jünger Wolf (regular member) o TBA (alternate member) CJD Maximiliansau o Mr. Fritz-Gerhard KUHN (regular member) o TBA (alternate member) INE GSEE o Ms. Ira Papageorgiou (regular member) o Ms. Natasa Betziou (alternate member) 19

20 The Steering Committee (SC) will meet regularly to review project status and plan ahead; once every six months, and on occasion, as required. Vis-à-vis managerial meetings have been scheduled to take place once per six months in order to be aligned with the Thematic Workshops of the project. The purpose of such planning aims at achieving lower travel costs for PMI and more efficient management of the INNO-APPRE-NET financial resources. Following the Kick-off meeting, which took place in Athens on the 12 th 13 th of January 2015, the SC will successively meet in: Athens on the 25 th 26 th of June 2015, for the 1 st semi-annual Managerial Meeting Belgium, in December 2015, for the 2 nd semi-annual Managerial Meeting Germany, in June 2016, for the 3 rd semi-annual Managerial Meeting Austria, in December 2016, for the 4 th semi-annual Managerial Meeting Greece, in July 2017, for the 5 th semi-annual Managerial Meeting Managerial Meetings will always be held either at the headquarters of the consortium i.e. at the Lead Partner s (OAED) premises in Athens, Greece, or at the location of each partner organisation responsible for organizing and hosting each managerial meeting. The travel /subsistence costs will be incurred by all partners, while the hosting expenses (minutes, refreshments, etc.) by the partner responsible for organizing and hosting each managerial meeting. Whenever conflicts or problems arise, interim meetings will be held via conference calls (e.g. via Skype, etc.) and correspondence. In between the semi-annual managerial meetings the Head of the SC who is also the Project Manager undertakes the responsibility to distribute via (internal mailing lists) all the necessary information and documents, that will allow and enable the SC members to monitor the progress of implementation concerning all Activities and to remain informed about their responsibilities and in general of any matter within their remit. The voting rules of the Committee are, in summary, the following: Decisions shall be taken by the regular representatives of all partners present or by the alternate representatives Decisions shall be taken by a majority of the votes of the members present or represented, if consensus is not achieved INNO-APPRE-NET - Strategic Partnerships for vocational education and training 20

21 Any member may appoint a substitute or a proxy to attend and vote at any meeting Invited attendees by the partners are permitted, but they hold no voting rights Each member shall have only one vote Defaulting members may not vote Minutes of the managerial meetings will be sent via to all members of the Steering Committee for review and/or comments. The official records of all the SC decisions made during a managerial meeting will become signed at the following Managerial Meeting. However, validation of decisions concerning extremely urgent matters may precede a vis-à-vis managerial meeting. In this case, the decisions of the SC will be considered signed by consent, provided that all partners are informed timely, demonstrably and in written, via / fax and only if all members or at least the majority of the SC members agreed upon them. The above arrangements are intended to facilitate the work of the Steering Committee and to ensure efficient managerial operations. Accordingly, in each and every case, the Steering Committee may decide to change the afore-mentioned rules during the implementation phase of this project, if deemed necessary. 4.3 Activity Lead Partners Every individual Activity of the project will have an Activity Lead Partner including Activity O9-A1 Project Management & Quality Assurance Guide Development. Activity Lead Partners will be responsible for the detailed coordination, planning, monitoring and reporting of each Activity including its Outputs. All partners are to plan, schedule, coordinate and monitor the implementation of at least one activity as its Lead Partner Organization. They are also responsible of defining the specifications of any Activity/-ties they are leading as Activity Lead Partners. In order to support effective management and monitoring during the implementation stage of the project, key tools have been created like the Activity Specifications Form (please see Annex I). This form is to be completed by the Activity Lead Partners; one form/ document per each project activity. Since plans are only best estimates of what will happen in the future, the Activity Specifications Form should be modified by the Activity Lead Partners on an ongoing basis, in order to take into account what actually happens during implementation. 21

22 Activity Lead Partners, in close collaboration with the Project Manager, are responsible for all operational, administrative and organizational issues concerning the activities undertaken by their organization/ institution/ association as leaders. Their duties are the following: Prepare the Activity Specifications and submit it to the PM and the involved partners for approval Ensure compliance of the implementation processes with all technical (i.e. planning, timeschedule, available resources etc.), legal and financial provisions Monitor activity s implementation and output delivery in compliance with the managerial processes and time-schedule and inform the PM and the SC accordingly Update the project s partners about required inputs and necessary documentation Report on specialized issues and update the action plan with all relevant corrective and preventive actions. Correct part of actions undertaken by their Agency as well as the preventive actions that may be required in agreement with the Project Manager Implement all necessary actions to improve the quality of the Activity s Outputs and/ or the efficiency of their proposed Activity Specifications in agreement with the Project Manager Review the outputs of the pertinent Activity they are leading Activity Lead Partners will have to inform the Steering Committee and the Project Manager regularly, on the progress of their activity/-ies, whether concerning an Intellectual Output, or a Multiplier Event or a Learning/ Teaching/ Training Activity. They should also collaborate with the Dissemination Manager as regards the dissemination events concerning the outputs/ results of the activity/-ies they are leading as Activity Lead Partners. In order to support effective management and monitoring during the implementation stage of the project, key tools have been created like the Quality Assurance Checklist (see Annex VII). This form is to be completed by the Activity Lead Partners in order to evaluate internally the quality of the project s outputs prior to the submission and approval of the deliverables by the Steering Committee (SC); 1 form/ document per deliverable. 22

23 4.4 The Project Manager (PM) The Project Manager (PM) will be assigned by the Project Lead Partner (OAED). This person is responsible for overseeing all the administrative, operational and financial aspects of the project and for the day-to-day coordination of the project. The PM has already planned the project s implementation in terms of time-schedule (i.e. the project Gantt chart) and resource allocation and presented it in the kick-off meeting of INNO-APPRE-NET. Following that, she reviews and monitors overall implementation, reports to the SC and re-plans whenever deemed necessary. In more detail, the PM is responsible for assuming the following duties: Monitors the overall implementation of the project and collaborates with the Activity Lead Partners to ensure successful progress of activities in accordance with the INNO-APPRE- NET contractual obligations. Manages the technical and financial aspects of the project in collaboration with the Financial Managers and the Activity Lead Partners, and is responsible for the technical, legal and financial consistency of the whole project. Plans, monitors project implementation, reviews regularly, re-plans, reports to the SC and repeats the cycle throughout the project s implementation. Acts as a primary contact for the Erasmus+ National Agency (State Scholarships Foundation/ IKY) and submits all required documents, data and deliverables (outputs) to the Erasmus+ National Agency (IKY). Prepares signs and submits all required Reports (e.g. interim, final) on the physical and financial progress of INNO-APPRE-NET to the Erasmus+ National Agency (IKY) after consolidating the input of all partners. Certifies the legitimacy and regularity of all payments within the project. Takes measures to ensure compliance with current legislation regarding the management of funding and the conditions for the correct execution of management operations. Monitors and controls the financial documentation of the Project and ensures compliance of all administrative processes and outputs with the pertinent provisions. Coordinates the communications between the partners. In order to achieve the above tasks, the Lead Partner organisation (OAED) will support the Project Manager by recommending/ providing required administrative support staff. 23

24 4.5 The Dissemination Manager (DM) The Dissemination Manager (DM) is the physical entity/ person appointed by the the Project Lead Partner, OAED, who is responsible for undertaking the monitoring of all dissemination activities and the coordination of all partners in terms of implementing the project s Dissemination Plan. This person will collaborate with representatives of the National Erasmus+ Agency (IKY), to ensure compliance with the general rules for dissemination. In more detail, the Dissemination Manager (DM) should: Collect regularly information from the National Erasmus+ Agency on matters of publicity and general rules concerning dissemination. Inform the partners for all matters related to the planned dissemination activities and ensuing deliverables according to the project s Dissemination Plan. Coordinate partners and follow up on the progress of all dissemination activities and pertinent outputs, in accordance with the Dissemination Plan. Inform the Project Manager (PM) and the Steering Committee (SC) for all matters relating to the dissemination activities and any pertinent deliverables. Keep a record of all required documentation of the project s dissemination activities and outputs. Collect all the necessary information from the involved partners on the progress of the dissemination activities annually, including the Dissemination Report Forms (please see Annex VI) and ensure consistency with the official requirements in terms of dissemination before submitting them to the Program Manager. Monitor/manage the design of the project s official logo/ graphical identity and the preparation of printed materials (i.e. flyers/ brochures) Assist in uploading all relevant content on the website and on the Erasmus+ Dissemination Platform. Manage and update the website development (O15 Project Website), the updating of the social media pages and connect with the National Erasmus+ Agency (IKY) social media in order to promote the project s activities and advertise its achievements. Assist in the implementation of Activity O14-A1 Dissemination of Project Materials on behalf of OAED. Prepare the project s semi-annual e-newsletters based on the inputs of all the partners involved in this activity under the supervision of the Project Manager 24

25 Maintain the mailing lists i.e. internal, external mailing lists (from the partners) and diffuse all publicity materials in agreement with the Dissemination Plan e.g. send out the e- newsletters, press releases etc. In order to support effective management and monitoring during the implementation stage of the project, key tools have been created like the Dissemination Report Form (please see Annex VI). This form is to be completed by all partners and to be submitted to the Dissemination Manager once prior to the Interim Report check and once prior to the Final Report check; one form/ document per reporting period. All partners should designate a person responsible for the design, implementation and monitoring of the dissemination activities in their country, who will also prepare an Intermediate and a Final Dissemination Report and submit it to the Dissemination Manager of the project. For a detailed description of each partner s responsibility per dissemination activity please refer to the Dissemination Plan of INNO-APPRE-NET. 4.6 Financial Managers (FM) All partners, including the Lead Partner (OAED) should designate a member of their agency/ organisation/ institution as responsible person for all financial issues. These persons/ entities are called Financial Managers (FM) and their role and subsequent duties is the following: Collect all necessary information from the Project Lead Partner (OAED) pertinent to financial issues Inform the Steering Committee (PM) and the Program Manager (PM) for all matters related to their organization s internal financial rules and the project expenditures and costs of their organizations Ensure compliance of their organization s expenditures and costs with the pertinent provisions of their bilateral contractual agreement with the Lead Partner (OAED) Keep a record of all the required documentation of their organization s expenditures and costs related to the project. In more detail, they keep in file the following: a) Transnational Project Meetings: Tickets/ purchase invoices, Boarding passes, Signed statements by the agency of the host country with reference to people, purpose of travel and exact dates b) Intellectual Outputs: Time-sheets/ proof of employment, i.e. contracts, payrolls etc. c) Multiplier Events: detailed agendas, signed participant lists with names, date and place of event, details of participants (names, s, signatures, sender organisations) 25

26 d) Exceptional Costs: contracts, invoices Complete the Financial Monitoring Report and submit it to the Project Manager/ Lead Partner (OAED) accompanied by all the supporting documentation In order to support effective management and monitoring during the implementation stage of the project, key tools have been created like the Financial Monitoring Report (please see Annex III). This form is to be completed by the FMs and to be submitted to the PM once prior to the Interim Report check and once prior to the Final Report check; one form/ document per reporting period. 4.7 External Evaluator According to project activity O16-A1 External Evaluation an external body will be subcontracted to conduct the external evaluation project with the aim of certifying the extent to which the planned objectives of INNO-APPRE-NET were met. Partner organisation EVTA as Activity Lead Partner of the aforementioned activity will undertake the assignment of implementing the external evaluation of the project with the support of the Project Lead Partner (OAED). The body responsible for the project s External Evaluation will be assigned by EVTA, in order to monitor and evaluate project s progress and results and provide guidance to the Steering Committee. The External Evaluator is the physical entity/ person who will monitor and evaluate the project s progress and results and will provide guidance to the Steering Committee. 26

27 5. Output Delivery/ Submission/ Internal Review Process 5.1 Step 1 (Preparation) Each Activity Lead Partner, in cooperation with the Project Manager and the other partners involved in each activity, proceeds to the design/ specification of the operational tasks of the activity including any pertinent dissemination actions/events, the implementation methodology, the time-schedule, the description of deliverables and defines the quality standards of the activity s processes/outputs, plans resource allocation and assigns roles/ duties to the partners involved. In order to do so, all Activity Lead Partners should fill out the annexed Activity Specifications Form which is a work-sheet including the detailed description of the Activity, the expected outputs and outcomes, the timeschedule etc.. Following that, the Activity Specifications Form is discussed and approved by the Steering Committee during each managerial meeting. However, since the managerial meetings are scheduled one per semester, Activity Lead Partners are also allowed to submit the Activity Specifications Form via correspondence, prior to a managerial meeting, for time efficiency reasons. In this case, the form will be considered approved by consent, provided that all partners are informed timely, demonstrably and in written, via and only if all members or at least the majority of the SC members agreed upon them. If any kind of disagreement occurs between the partners, during the implementation phase, the matter should be immediately referred to the Steering Committee. 5.2 Step 2 (Implementation) The implementation of each Activity starts, after the approval of the Activity Specifications Form by the Steering Committee. Each partner involved in the specific activity informs the Activity Lead Partner, the SC and the PM, at the bi-annual Managerial Meetings and via in between the visà-vis meetings, about the progress of his activities and about any problems that might occur. During Managerial Meetings, the current implementation of the physical/ financial object of all activities implemented each semester (work - results - costs) as well as any resulting deliverables already submitted, become certified by the SC on the basis of the originally approved Activity Specifications Form. In case need arises for amendment of the Activity Specifications Form and/ or the pertinent budget, then, if and only if it is adequately justified, the process restarts from step 1. Finally, the Steering Committee (SC) proceeds to Step 3, namely, the partial or final approval of the physical object of each Activity and of the final or provisional acceptance of its deliverables. 27

28 5.3 Step 3 (Deliverable Approval Procedure) All final versions of outputs i.e. deliverables such as documents, products, guides, etc. must be sent to the Steering Committee (SC) by each Activity Lead Partner. The SC determines whether the outputs comply with the project s Quality Standards, which are already defined in the Activity Specifications Form and also examines/ controls the scientific integrity of the deliverables content, the methodology of the pertinent activity s implementation and recommends to the External Evaluator whether or not the output is of acceptable quality. In order to support the quality assessment of the project s outputs, a tool has been created entitled as Quality Assurance Checklist (see Annex VII). This checklist is to be completed by the Activity Lead Partners in order to evaluate internally the quality of the project s outputs prior to approval of submitted deliverables; one form/ document per deliverable. The factors that have defined in order to evaluate internally the quality of the project s outputs are presented in Chapter 8 under paragraph 8.6 Quality Assurance Checklist. In regard to the approval of an output, the SC is the body responsible for deciding whether to accept a project deliverable. If the SC overrules a deliverable, after clear and specific justification, the deliverable then is sent back to the Activity Lead Partner, with all the suggestions, amendments and adjustments that need to be done. Following that, the aforementioned procedure starts from the beginning. 28

29 6. Communication/ Documentation Standards 6.1 Documentation Standards All text documents shall use the Microsoft Word format (MS Office 2003 or newer version). All documents will be written using Times New Roman, or Arial or Verdana, or Tahoma, or Trebuchet, or Calibri, or Cambria, or Georgia or Helvetica fonts, size 12 for the body of texts and 14 for headings. The documents margins will be set as follows: 3 cm up, 2,5 cm down, 2 cm left, and 2 cm right. Each document has one main editor. Comments are given by MS Words track changes tool. The commented document is named by adding date and commenter s initials in the end of filename. The main editor compiles the changes in the master version. All documents have to be sent to the PM also in editable format before submission to commission. All tables and calculations should use the Microsoft Excel format (MS Office 2003 or newer version), or a format predefined by the partner. Any widely accepted by the academic community statistical processing tools can be employed according to the needs and types of the data collected. Any diagrams or figures too complex to be realized by the internal tools of the corresponding applications above should use the Microsoft Visio format (MS Office 2003 or newer version). All presentations (slide shows) should use the Microsoft PowerPoint format (MS Office 2003 or newer version). Final text documents, slide shows and especially all documents submitted to third parties (including the Commission) should be converted to PDF file format. In general all images should use the JPEG format. In case layered images are required for further processing, the Adobe Photoshop format should be used. In order to minimize the size and to optimize the quality of project related videos, recent video codec (e.g. DivX) should be used. 6.2 Communications Standards 29

30 The common way of communication and distribution of all the necessary information and documents among partners will be via (mailing list). Teleconferences will be held using an open-source application (e.g. Skype). All reports and deliverables that are generated within the project should use the official project templates, with the project title, logo and slogan which are available for download on the project website and the dedicated space of the project on the open-source Dropbox file hosting platform. All reports and deliverables must also publicly acknowledge the support received from the European Union by including the Erasmus+ logo and also display the logo of the Greek National Agency namely, the State Scholarships Foundation (IKY). More details on this issue can be found in sections Each project partner is allowed to develop an individual webpage about the project on her/his web site. These web pages should always provide a link to the project s web site. Websites that inform about INNO-APPRE-NET should also include a section stating the co-funding from the European Commission and Erasmus+ Programme and with an explicit mention to the National Authority (The Hellenic State Scholarships Foundation/ IKY) Project branding & logos According to activity code O15-A1Project website, the INNO-APPRE-NET partnership will create/ maintain a project website which will serve as a central marketing instrument, as a medium of information and download of the project s tangible outcomes. The partnership should also design a project logo which will serve as the visual identity of the INNO- APPRRE-NET project in order to help people identify and remember the project. The project website shall be kept up-to-date with at least the following information: o Project visual identity, i.e. project title, project logo, a project slogan o Contact details of the project Lead Partner (OAED) and other members of the partnership o Project description o List of the project s target audience o Access to principal project results o Acknowledgement of the European Union s financial support o Display of the Erasmus+ programme and the National Agency s logo 30

31 According to Article 7.3 of the Erasmus+ Key Action KA2 Handbook as provided by the National Agency, namely the State Scholarships Foundation (IKY) the partnerships should maintain and regularly update the project website and the social media in order to: o Inform directly any interested parties on the opportunities offered by the Erasmus + programme; o Promote the good practices of the INNO-APPRE-NET project. All partners must publicly acknowledge the support received from the European Union by including the Erasmus+ logo on any and all project outputs or promotional materials internet included. It is also the partners duty to display the logo of the Greek National Agency namely, the State Scholarships Foundation (IKY) in all and every publication, poster, dissemination materials etc. whether printed or digital. The pertinent logos can be found and downloaded from the following webpages of the National Agency s website (IKY): o (more detailed in Greek) o (in English) A detailed Graphic Design User Guide for Erasmus+ and graphic material can be found at the following webpage: Erasmus+ Project Results Dissemination Platform (VALOR) The European Commission s platform for the dissemination and exploitation of project results offers a comprehensive overview of all projects funded under the Erasmus+ programme and highlights best practices annually with the contribution of the National Agencies. This platform will serve as a useful tool in disseminating the outcomes of the INNO-APPRE-NET project and making available its tangible resources, products, and deliverables. The INNO-APPRE-NET project summary will be automatically published in the platform and it must include the following information: Context/ background of project Project objectives Number and profile of participants Description of activities Methodology of project implementation Short description of results 31

32 Foreseen project impact Accordingly, the Lead Partner OAED, as the coordinator and legal representative of the INNO- APPRE-NET partnership according to Article 7.1 of the Erasmus+ Key Action KA2 Handbook as provided by the National Agency (IKY) should provide all other necessary information and upload the project s final intellectual outputs/ products/ deliverables including URL links to the project s website, onto the platform before the end of the project. This is also a contractual requirement as mentioned at Article I.10.2 of the INNO-APPRE-NET contractual agreement and will be evaluated as part of the assessment of the project s final report. The Erasmus+ Project Results Platform is available at the following link: Recognition of EU funding & use of Erasmus+ logo The Erasmus+ visual identity guidelines are provided by the European Commission at the following address: Detailed information on the use of the EU emblem in the context of EU programmes is available in a PDF document available at: Minimum height of the EU emblem (flag) is 1cm. Fonts used w/the flag can be: Arial, Calibri, Garamond, Trebuchet, Tahoma, Verdana. Font size must be proportionate to emblem size. Colour of the font should be reflex blue (same as the EU flag). The European Union name must be displayed in full. The Erasmus+ programme name can appear with the flag In addition, all partners must recognize publicly the support received under the Erasmus+ programme by displaying the following sentence: "With the support of the Erasmus+ programme of the European Union" next to the EU flag emblem. e.g., in accordance with the visual identity guidelines as mentioned at Article 7.2 of the Erasmus+ Handbook Key Action KA2, as provided by the National Agency, namely the State Scholarships Foundation (IKY). The digital version of the aforementioned Handbook document is available at the following address: file:///c:/users/user/desktop/downloads/yyybook_ka2_final_ pdf 32

33 6.2.4 Disclaimer Finally, all partners must include a disclaimer on any and all publication produced by the project to indicate that it reflects only the authors views and that the European Commission and the National Agency (the State Scholarships Foundation - IKY) are not responsible for any use that may be made of the information it contains. Partners should use the following sentence in all materials concerning the communication and dissemination of the INNO-APPRE-NET project results which were co-funded by the Erasmus+ programme: "The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein. The funding disclaimer text is available in all official EU languages at: 33

34 6.2.5 Other Dissemination Actions According to Article 7.3 of the Erasmus+ Key Action KA2 Handbook as provided by the National Agency, namely the State Scholarships Foundation (IKY) the partnerships should: Create and disseminate informational and promotional materials concerning the INNO- APPRE-NET project and the Erasmus + programme. Send out press releases on the INNO-APPRE-NET project and its good practices to the National Agency (IKY) for further diffusion and dissemination of the project s results at national, regional and international level. Connect with the Social Media of the National Agency (The State Scholarships Foundation IKY) for further promotion of the INNO-APPRE-NET activities: o Facebook: o LinkedIn: o o YouTube: Intellectual Property rights As mentioned in Article I.9 of the INNO-APPRE-NET contractual agreement, if the beneficiaries produce educational materials under the scope of the Project, such materials shall be made available through the Internet, free of charge and under open software licenses 1. Since the INNO-APPRE-NET contractual agreement is available only in the Greek language, an English template of the multi-beneficiaries grant agreements between the National Agency (NA) and the beneficiaries of INNO-APPRE-NET Erasmus+ project can be found at the following webaddress: 1 Open licence a way by which the owner of a work grants permission to others to use the resource. A license is associated to each resource. There are different open licences according to the extent of the permissions granted or the limitations imposed and the beneficiary is free to choose the specific license to apply to their work. An open licence must be associated to each resource produced. An open licence is not a transfer of copyrights or Intellectual Property Rights (IPR). 34

35 7. Monitoring/ Reporting Requirements 7.1 Activity Monitoring/ Reporting Project activities include the project intellectual outputs and the project multiplier events as described in Chapter 3 of this Project Management and Quality Assurance Guide. The Project manager (PM) monitors the overall implementation of the project and collaborates with the Activity Lead Partners to ensure successful progress of activities in accordance with the INNO-APPRE-NET contractual obligations. Activity Lead Partners are responsible for the detailed coordination, planning, monitoring and reporting of each Activity including its Outputs. They monitor each activity s implementation and output delivery in compliance with the approved Activity Specifications Form, the project s managerial processes and the planned time-schedule, and inform the PM and the SC accordingly. All partners, however, should keep note that throughout implementation they should inform the Activity Lead Partner and the PM on their progress concerning the implantation of the actions/ tasks they have undertaken within each activity. They should also document the progress of their individual actions within activities in the Activity Monitoring Form (see Annex II). This form is a tool used for the successful monitoring of all the activities undertaken by each partner either as Activity Lead Partner or partner involved in the activity. It includes data on the partner s achieved goals and results for all the activities in which the partner contributed to, together with the actual timing, and reports of any problems that may have arisen and of the solutions adopted to address these problems. The Activity Monitoring Form should be completed and signed by the members of the partner organisations who sit on the Steering Committee (SC), and must be submitted to the Project Manager annually; once before the interim report check and the final report check. All partners should also designate a person responsible for the design, implementation and monitoring of the dissemination activities in their country. This person will be responsible for communicating regularly with the Dissemination Manager (DM) in order to coordinate on the successful implementation of the project dissemination activities, including the organisation of the multiplier events which their organisations have undertaken as Lead Partners of the pertinent activities, in accordance with the following: the project Dissemination Plan the general rules for dissemination as set by the National Erasmus+ Agency (IKY) their organisations bilateral contractual agreements with the Project Lead Partner (OAED) 35

36 These persons are also responsible for keeping a record of all the required documentation of their organisations dissemination activities and outputs. They should use the Dissemination Planning Tool to plan their organisations dissemination activities and the Dissemination Report Form to document their organisations implemented dissemination activities. Finally, they should ensure consistency with the official requirements in terms of dissemination and prepare an Intermediate and a Final Dissemination Report which they will submit to the project s Dissemination (DM) Manager; once before the interim progress check and once before the final report check. Following that, the Project Manager, in collaboration with the Steering Committee, prepares an Annual Report for the progress of the project activities which submits to the National Agency (The State Scholarships Foundation/ IKY) accompanied by all the pertinent outputs/ deliverables, i.e. documents, products, etc. 7.2 Financial Monitoring/ Reporting The Steering Committee (SC) as the highest administrative body of the transnational partnership is responsible for overseeing all financial aspects of the INNO-APPRE-NET project. The Project Manager (PM) as the person responsible for the technical, legal and financial consistency of the whole project manages the financial aspects of the project in collaboration with the Financial Managers and the Activity Lead Partners. The PM also takes any measures necessary to ensure compliance with current legislation regarding the management of funding and certifies the legitimacy and regularity of all payments within the project. The PM controls the financial documentation of the Project and ensures compliance with pertinent provisions and prepares/ signs and submits all required Reports (e.g. interim, final) on the financial progress of INNO-APPRE-NET to the Erasmus+ National Agency (IKY) after consolidating the input of all partners. In order to support the effective and efficient financial management/ monitoring of the project, all partners, including the Lead Partner (OAED) will designate a member of their agency/ organisation/ institution as the responsible person for all financial issues. These persons/ entities are called Financial Managers (FM) and their role is to monitor their organisations expenditures/costs and ensure compliance with the pertinent provisions of their bilateral contractual agreement with the Lead Partner (OAED). The FMs inform the Project Manager (PM) for their organization s internal financial rules and project expenditures and costs incurred/ claimed for. The FMs keep record of all the required documentation of their organization s expenditures/ costs related to the project. In more detail, they keep in file the following proof documents per cost category: 36

37 a) Transnational Project Meetings: travel itineraries, boarding passes, invoices/ receipts, signed statements by the host country agency with reference to people, purpose of travel and dates. b) Intellectual Outputs: Time-sheets and proof of employment, i.e. contracts, payrolls etc. c) Multiplier Events: detailed agendas, signed participant lists with names, date and place of event, details of participants (names, s, signatures, sender organisations) d) Exceptional Costs: contracts, invoices In addition, the FMs complete the Financial Monitoring Report forms and submit them to the Project Manager and the FM of the Lead Partner (OAED) accompanied by all the supporting documentation. This form is to be completed by the FMs and to be submitted to the PM on a yearly basis; one form/ document per reporting period. Once prior to the INNO-APPRE-NET progress report, once prior to the Interim Report check and once prior to the Final Report check. For more details on eligible costs/ expenditures and a detailed description of the Financial Monitoring Report tool please see Chapter 7 and for the Financial Monitoring Report template please visit Annex III. 7.3 Dissemination Monitoring/ Reporting The Project Lead Partner, OAED, will designate a Dissemination Manager (DM), i.e. a physical entity/ person who will be responsible for undertaking the monitoring of all dissemination activities and the coordination of all partners in terms of implementing the project s Dissemination Plan. This person will collaborate with representatives of the National Erasmus+ Agency (IKY), to ensure compliance with the general rules for dissemination. The DM will coordinate, follow up and keep a record of all the dissemination activities and dissemination materials of the project. The DM will also collect all the necessary information from the involved partners on the progress of the dissemination activities annually and the partners Dissemination Reports Forms to be submitted to the Project Manager. All partners should designate a person responsible for the design, implementation and monitoring of the dissemination activities in their country, who will be responsible for preparing an Intermediate and a Final Dissemination Report that will be submitted it to the Dissemination Manager (DM) of the project. In order to assist the partners in implementing dissemination activities a Dissemination Planning Tool was created (see Annex V). For more detail on the project s dissemination activities please consult the INNO-APPRE-NET Dissemination Plan; for the partners Dissemination Report Form analysis see Chapter 8 and for the partners Dissemination Report Form template please visit Annex VI. 37

38 8. Monitoring Tools 8.1 Activity Specifications Form In this form the Activity Lead Partners describe analytically the tasks, methodology, partners role, deliverables, human resources, quality/quantitate standards, in order to implement each activity of the INNO-APPRE-NET project. One Activity Specifications Form will have to be prepared for every project Activity. The Activity Specifications Form is submitted to the Steering Committee for approval before the outset of each project Activity s implementation. Within the subject matter of the Activity Specifications Form, the Activity Lead Partners will have to define and describe the following issues: Create a Task/ Action List Define the Implementation Methodology Set Quality Standards for the processes/outputs Define the roles/ duties of the partners involved Prepare a Time-Schedule Plan the Resource Allocation Organise any relevant dissemination activities, i.e. multiplier events Upon approval of the Activity Specifications Form implementation of the relevant activity commences. This form is presented in Annex I. 8.2 Activity Monitoring Report The Activity Monitoring Form supports the efficient monitoring of the project s activities by all partners. This form is used as a tracking tool in order to document all the partners progress on the tasks undertaken by their organisations, together with the planned and actual timing for each task, the results achieved and any problems that may have arisen and the solutions adopted to address these problems. This form tracks the partner s actions within activities for each reporting period, hence it includes data showing: The project Activities in which each partner contributed The individual tasks undertaken by the each partner per project Activity The status of progress per individual task undertaken by the partner The resources allocated to the partners actions (workdays) The planned and actual timing for each task The results achieved per action Possible discrepancies with the Activity Specifications 38

39 Any problems that may have arisen pertinent to implementation of the partners actions The solutions adopted to address these problems. The Activity Monitoring Tool will make it possible to monitor the partners actions within the individual Project Activities, i.e. intellectual outputs and multiplier events. It should be used regularly by all partners as a monitoring tool in order to document and keep track of their own progress. The content of the Activity Monitoring Report will be discussed during the project s Managerial Meetings. All partners should complete and submit to the Steering Committee and the Project Manager one Activity Monitoring Report per year. Once prior to the INNO-APPRE-NET progress report, once prior to the Interim Report check and once prior to the Final Report check. The Activity Monitoring Report is presented in Annex II. Based on the Activity Monitoring Reports of all partners, the Project Manager, in collaboration with the Steering Committee, prepares the Annual Progress Reports of the project which submits to the National Agency (The State Scholarships Foundation/ IKY) accompanied by all the pertinent outputs/ deliverables, i.e. documents, products, etc. 8.3 Financial Monitoring Report The Financial Monitoring Form includes five categories of costs, according to the project s budget headings/ categories and also an additional section summarizing all the partner s expenditures pertinent to the INNO-APPRE-NET project and providing instructions for the use of the tool. Each section provides a clear image of the project s expenditure over time. The Financial Monitoring Report document consists of five sections, dedicated respectively to: Project Management and Implementation (PMI) costs: eligible costs under this category are staff costs for general PMI, i.e. planning, coordination, finances, communication, local project activities, etc. All partners are awarded a 250 lump sum for PMI per month, except for the Project Lead Partner (OAED), who receives a 500 monthly lump sum. Staff costs per Intellectual Output Activity: the approved costs associated with all the project s approved intellectual outputs are listed in the pertinent annex of the project s grant agreement. Staff costs for intellectual output activities are based on specific pre-determined unit costs according to the staff category, i.e. Managers or Researchers/ Teachers/ Trainers or Administrative Staff or Technicians. There is an applicable unit cost valid per workday (i.e. 8 hours of work) for the specific staff category and country of origin; therefore, partners should not claim actual salary costs. In order for the costs to be eligible all partners need to demonstrate a formal link with the persons whose staff costs are being claimed for. To demonstrate this formal 39

40 link, all partners need to provide proof of the nature of their professional relationship, e.g. contract of employment. Individual Timesheets for each person will need to be completed, submitted and kept on file (please see next paragraph, 7.4 Timesheets). Transnational project Meetings expenditures: it includes contributions towards the travel and subsistence costs associated with meetings held between the INNO-APPRE-NET partners at the location of one of the partners for implementation/ coordination purposes. The amount awarded to each partner is based on the number of staff approved to participate in each meeting and the relevant distance band (following the Commission s online distance calculator 2. Within INNO-APPRE-NET there is provision for two grant amounts based on the applicable unit cost for each relevant distance band: 575 for distances between km and 720 for distances 1999 km. Distances are calculated based on the Online Distance Calculator supported by the European Commission. For travel and subsistence costs to be eligible under the Transnational Project Meetings budget category activities must include at least two different Programme Countries and the distance between their place of departure and arrival must also be at least 100 km. For travel distances less than 100 km all pertinent costs fall under the PMI budget category. Multiplier Event Costs (only for the partners who organised/carried out such an event): pertains to the costs incurred for organising events (i.e. renting premises, catering etc.) aimed at disseminating the Intellectual Outputs produced by INNO-APPRE-NET. These costs are calculated on the basis of the number of participants taking part in each multiplier event, namely 100 for each local participant and 200 for each foreign participant. Any staff members from the partner organisations cannot be included in these figures; their travel costs for the multiplier events are to be covered by the PMI category. All multiplier event costs are eligible only if they are directly linked to the dissemination of the project s intellectual outputs. Proof documents for the implementation of such activities are the Multiplier Event Reports which must include the following: a detailed description of the Multiplier Event, i.e. the event s Minutes proof of attendees for each event, i.e. a signed participants list the Invitation sent to the participants and the multiplier event s Agenda presenting explicitly the multiplier purpose/role of the event and its direct link to specific IOs other documents distributed at the event 2 Distances are calculated based on the online distance calculator supported by the European Commission: 40

41 Exceptional costs: it concerns the subcontracting costs and costs related to the depreciation of equipment, as long as they are provisioned by approved by the NA (IKY) project application. No additional subcontracting costs can be added to the project after the application stage. The Greek NA will reimburse 75% of the eligible costs actually incurred based on the pertinent invoices with maximum financing limit the for the whole project. In terms of supporting documents the partners will need to retain invoices for subcontracting costs and for depreciation costs, proof of purchase/ rental/ lease of any equipment. These vouchers will need to show the name and address of the body issuing the receipt/ invoice, the exact amount, the currency of the transaction and the date issued. An additional section summarizing all the project expenditures per partner/ per reporting period and providing instructions for the use of the tool, i.e. eligible costs per budget category, etc. Each section is organized based on the time-schedule for the project activities, providing a clear view of the evolution of project expenditures over time. All partners should complete and submit to the Steering Committee and the Project Manager one Financial Monitoring Report per year. Once prior to the INNO-APPRE-NET progress report, once prior to the Interim Report check and once prior to the Final Report check. The form is presented in Annex III. Based on the Financial Monitoring Reports of all partners, the Project Manager, in collaboration with the Steering Committee, prepares the Annual Progress Reports of the project which submits to the National Agency (The State Scholarships Foundation/ IKY) accompanied by all the pertinent documentation i.e. travel itineraries, vouchers, receipts, invoices, timesheets, etc. which demonstrate that the activities and outputs covered under these budget categories have taken place and/or have been produced in accordance to the INNO-APPRE-NET approved application. Even though the design of the Financial Monitoring Report is self-explanatory, explicit instructions on the use of this tool have been provided during the projects 1 st Managerial Meeting in Athens when all the managerial tools were presented and approved by all partners. 8.4 Timesheets These excel forms are spreadsheets in which all partners declare the days when each of their staff members worked for the project (per staff category) based on a statement of hours worked per person. Only one cost category is relevant to the Timesheets, namely, Staff costs for the development of the project s Intellectual Outputs (IOs). 41

42 Timesheets are a monitoring tool for recording the amount of time spent on each intellectual output per staff member. Each digital/printed excel file is annual, it corresponds only to one person and it should bear the name of the partner s staff member; one Timesheet per staff member involved in the project per year. Each and every person working on the project has to fill in and sign such a timesheet for every reporting period. Once prior to the INNO-APPRE-NET progress report, once prior to the Interim Report check and once prior to the Final Report check. Each Timesheet file name should be personalized by inserting the staff member s name and the organization name in the file name (e.g., Timesheet_2014_Deligianni_IMEGSEVEE) and by including the staff category to which the employee belongs, the dates and the total number of days worked for the development of any project intellectual output. The first page of each annual Timesheet is a summary of the number of hours recorded in each month. It is also necessary to specify the type of tasks carried out each month in the Activity Description field (e.g. commenting on the 1st version of the O2 Questionnaire; informing stakeholders about the project, etc.). It is important that staff members distinguish between the work they have done for each Intellectual Output separately (reference number 1 to 16). Partners should bear in mind that they have to input the corresponding daily rate appropriate for their country and for the staff category of the employee. This depends on the daily rate that applies to their country. The INNO-APPRE-NET Timesheets template is presented in Annex IV. 8.5 Partners Dissemination Report The Dissemination Report tool was created in order to assist all partners with the tracking and annual reporting of dissemination activities. The person responsible for the design, implementation and monitoring of dissemination activities in each partner s organisation/ institution/ agency should prepare and submit Intermediate and Final Dissemination Reports (the template of this Report is presented in Annex VI). This form reports on all the dissemination activities held within the framework of the partners contribution to the INNO-APPRE-NET project. In more detail, this form includes the following: Description of all the dissemination activities undertaken by each partner per reporting period Aims of the dissemination activities undertaken The Target Groups per dissemination activity The progress status of each dissemination activity A description of all the deliverables subsequent to each activity (attached to the report) 42

43 The results of the dissemination activities carried out by each partner The estimated impact of the implemented dissemination activities Partners should send their Dissemination Reports to the project Dissemination Manager in due time prior to the preparation of the project s Progress report, Interim report and Final report respectively. 8.6 Quality Assurance Checklist The Quality Assurance Checklist is a key tool that has been created in order to support internal evaluation and quality assurance of the project s deliverables, i.e. products/ documents/ guides, etc. This form is to be completed each Activity Lead Partner responsible for certifying the quality of an Activity outputs prior to approval of submitted deliverables. One Quality Assurance Checklist form/ document will be prepared per deliverable. With this tool the SC can control whether the project deliverables comply with the project s Documentation and Communications Standards and the specific Activity Specification Standards. The factors that have defined in order to evaluate internally the quality of outputs are the following: The degree to which the output serves its purpose as described in the approved project application form The degree to which the output achieves the identified aims of the pertinent activity The degree to which the output complies with the Activity Specifications Form The degree to which the output complies with the planned timetable The degree to which the output complies with the Quality Standards The degree to which the output s content has been developed sufficiently The degree to which the output s content is comprehensive/ cohesive/ coherent The degree to which the output complies with the Documentation Standards This form is presented in Annex VII. 43

44 9. Quality Objectives & Indicators Impact assessment is an essential part of the quality assurance process, in order to evaluate achievements and generate recommendations for future improvements. Therefore, some key indicators will be identified below to measure progress towards goals. The achievement of the projects objectives and specific aims will actually speak to the effectiveness of the project activities. o Operational objectives are expressed in terms of outputs (e.g. guidelines); o Specific objectives are expressed in terms of results (e.g. number of institutions reached) 9.1 Quantified Impact Assessment Indicators in terms of Outputs The expected impact of the INNO-APPRE-NET in terms of outputs should be the following: In terms of Outputs Indicator Definition Target value Management reports Progress/ interim/ final Report 3 Studies/ Analysis - Green Skills Demands of the MCS - Assessment of Trainees & enterprises views on Pilot Apprenticeship Course experience 2 Methodology development/ guidelines - Project Results Dissemination Plan - Updated guidelines on the National Professional Profiles of the MCS - Project Results Exploitation Plan outlining ways of improving training/ certification processes - Transformation of SMEs into Quality Apprenticeship Venues 6 Policy recommendations development/guidelines - Increasing SMEs of the MCS participation in Apprenticeship - Laboratory Technical Specifications for apprentice labs in 3 MCS specializations Project Management & Quality Assurance Guide as a tool for subject-matter relevant projects 1 44

45 Certification methodology Register of SMEs Certifying micro-enterprises of the MCS in terms of infrastructure/ HR Register of very small enterprises of the MCS that fulfill certain criteria concerning apprenticeship 1 1 Intermediate body establishment Intermediate Apprenticeship Network establishment 1 Apprenticeship Course/ curriculum design Validation System development Learning teaching/training materials/ guides Design of a multilingual Apprenticeship course/ curriculum in electronic form A validation system for assessing the effectiveness of Apprenticeship curricula Design/ development of new multilingual Training Content and Tools for VET schools in electronic form Certification process Validation of the pilot apprenticeship programme 1 Pilot implementation final report Implementation & Assessment of the Pilot Apprenticeship Course 1 Dissemination materials Production of dissemination materials 2 brochures 6 news releases 6 E-newsletters 5 Thematic Workshops 3 National Multiplier Events 1 Final dissemination Event Project website Multilingual; access to/ share knowledge, practices, project tangible outputs 1 Dissemination reports Interim/ Final Dissemination Report 2 Exploitation Agreement Project results exploitation agreement 1 External Evaluation Report A report by an external body certifying the extent to which planned objectives were met 1 45

46 9.2 Quantified Impact Assessment Indicators in terms of Results In terms of Results Indicator Definition Target value Project visibility No. of project website visitors No. of years project website remains active after project lifetime 3 yrs. Permanent links to existing partner networks via their organisations websites 6 links Key-stakeholder engagement No. of institutions/ associations/ organisations reached through Multiplier Events participants stakeholders 5 10 in Greece/ Germany/ Austria/ Belgium Impact of Dissemination activities No. of e-newsletter recipients 800 Total no. of printed brochure copies printed/ circulated copies (2 brochures x 1.000) Media coverage Target groups reached through multiplier events Participation/ involvement of SMEs / employers in Apprenticeship No. of articles/ press releases issued in Greece, Austria, Germany and Belgium No. of participants attending the Multitier Events No. of recipients/ MCS SMEs reached through the Green Skills Demands research At least 6 Min.175 participants 20 x 5 thematic workshops x 3 national events 75 x 1 project final forum Min. 400 SMEs Geographical dispersion Areas (regions) reached Across EU Updated Guidelines on National Professional Profiles of the MCS Participation of VET school s in the pilot apprenticeship MCS specializations addressed by Lab Specifications Mainstreaming No. of countries participating No. of VET schools involved in implementing the pilot apprenticeship curricula No. of MCS specializations addressed by the technical specs/ equipment provision No. of subject-relevant events in which project will be presented 4 countries (Greece, Germany, Austria, Belgium) 3 VET schools 3 specializations of MCS 12 national/european events in total 2 events per partner 46

47 9.3 Qualitative Assessment/ Indicators In regard to the qualitative indicators for assessing the quality of participation and experience there has been provision, even from the beginning of the project, of receiving feedback from the participants of the multiplier event activities, i.e. key stakeholders, peers, policy-makers and candidate apprentices, via questionnaires i.e. an Evaluation Form that will be administered during the events (please see Annex VIII). In regard to the pilot apprenticeship course developed by INNO-APPRE-NET, special provision has been made for this crucial output within project Activity O.12 A1 Assessment of Trainees and Enterprises Views on the Pilot Experience. Several tools have been created in order to assist all partners with the planning, monitoring and reporting of the project s activities which are annexed. Furthermore the managerial mechanism of the project as described in Chapter 4, the Output Delivery/Submission/Internal Review Process and the monitoring/reporting requirements as analysed in Chapters 5 and 6 respectively, distribute the project work and responsibilities and allocate monitoring duties (i.e. Dissemination Manager, Financial Managers, etc.) in a way that that they ensure an efficient and timely implementation of the project activities. Furthermore, the project SC will encourage all partners to provide feedback/ recommendations on improvements regarding operational/ managerial issues i.e. the processes, and quality assurance of the activities implementation. A timeslot will be dedicated to this matter at all Managerial Meetings. Last but not least, the External Evaluation as foreseen within activity O16-A1 will certify the extent to which the planned objectives of the project were met in terms of outputs and results, and will provide the partnership with recommendations on improvements of its pertinent processes and/or deliverables if necessary. 47

48 10. Abbreviations & Glossary 10.1 Abbreviations IO INNO-APPRE-NET MCS VET SMEs Intellectual Output Acronym of project Develop Innovative Apprenticeship Network of Vocational Schools and Very Small Enterprises in the Metal Construction Sector with project No EPP EL- EPPKA-APPREN The Metal Construction Sector Vocational Education and Training Small-medium sized enterprises 10.2 Glossary Apprenticeship: According to the 2012 study by the European Commission DG Employment, Social Affairs and Inclusion on apprenticeship supply in the Member States of the European Union, there is not a single and commonly accepted definition of apprenticeship (European Commission DG EMPL, 2012). However, within the framework of INNO-APPRE-NET, the partnership defines apprenticeship as described by Cedefop, the European Centre for the Development of Vocational Training. Cedefop defines apprenticeship as the systematic, long-term training alternating periods at the workplace and in an educational institution or training centre. The apprentice is contractually linked to the employer and receives remuneration (wage or allowance). The employer assumes responsibility for providing the trainee with training leading to a specific occupation (Cedefop, 2014). According to the aforementioned study by DG EMPL this definition establishes the existence of a contractual relationship between the employer and the student (linked to remuneration) as a sinequa-non requirement for defining an apprenticeship specific scheme (European Commission DG EMPL, 2012). According to the analytical highlights of the EU Skills Panorama, apprentices are often contractually linked to an employer (sometimes via a training institution) and receive a wage or INNO-APPRE-NET - Strategic Partnerships for vocational education and training 48

49 allowance. The employer typically assumes responsibility for directly providing a substantial portion of the training. As such, apprenticeships are closely associated with offering practical, relevant skills and knowledge to new labour market entrants (EU Skills Panorama, 2014). Apprenticeship-type schemes: According to the 2012 report by the DG EMPL, apprenticeship-type schemes are those forms of Initial Vocational Education and Training (IVET) that formally combine and alternate company based training (periods of practical work experience at a workplace) with school-based education (periods of theoretical/practical education followed in a school or training centre), and whose successful completion leads to nationally recognized IVET certification degrees. This definition makes no explicit reference to the existence of a contractual direct relationship between the employer and the apprentice (European Commission DG EMPL, 2012). Cooperation for innovation and the exchange of good practices: within the framework of the Erasmus+ programme, means transnational and international cooperation projects involving organisations active in the fields of education, training and/or youth, and may include other organisations (EU Regulation no. 1288/ 2013). Dual system/ alternance learning: Education or training combining periods in an educational institution or training centre and in the workplace. The alternance scheme can take place on a weekly, monthly or yearly basis. Depending on the country and applicable status, participants maybe contractually linked to the employer and/or receive remuneration. The German dual system is an example of alternance training (Cedefop, 2014). Dissemination: dissemination is the process of making the results and deliverables of a project available to the stakeholders and to the wider audience. Dissemination is essential for take-up, and take-up is crucial for the success of the project and for the sustainability of outputs in the long term (EC CHAFEA, 2012). Green Skills: Cedefop defines green skills as the knowledge, abilities, values and attitudes needed to live in, develop and support a sustainable and resource-efficient society (Cedefop, 2012). According to OECD and Cedefop, green skills are those skills needed to adapt products, services and processes to climate change and the related environmental requirements and regulations (OECD/Cedefop, 2014). 49

50 Green Jobs: The Green Jobs report of UNEP and others, defines green jobs as positions in agriculture, manufacturing, construction, installation, and maintenance, as well as scientific and technical, administrative, and service-related activities that contribute substantially to preserving or restoring environmental quality (UNEP et al., 2008). According to the International Labour Organisation, in practice, this includes jobs that: a) reduce consumption of energy and raw materials b) limit greenhouse gas emissions c) minimize or avoid altogether waste and pollution d) help to protect ecosystems and biodiversity e) enable enterprises and communities to adapt to climate change (ILO, 2012) Guidelines: a guideline is a statement by which to determine a course of action. A guideline aims to streamline particular processes according to a set routine or sound practice. Erasmus+ programme: Erasmus+ is a programme funded by the European Commission within the multiannual financial frameworks. The Erasmus+ funding programme was established in 2013 for union action in the field of education, training, youth and sport; it aims specifically at boosting skills and employability. Its objective it to increase the quality and relevance of Europe s education systems by providing funding for the professional development of education and training staff, as well as youth workers and for cooperation between universities, colleges, schools, enterprises, and NGOs. Erasmus+ was established by EU Regulation no. 1288/ 2013 and it fulfils its objectives through the following three types of key actions (KA): (a) KA1 learning mobility of individuals; (b) KA2 cooperation for innovation and the exchange of good practices; and (c) KA3 support for policy reform (State Scholarships Foundation/ IKY, 2015) Know-how: Practical knowledge or expertise (Cedefop, 2014). Partnership: within the framework of the Erasmus+ programme, means an agreement between a group of institutions and/or organisations in different Programme countries to carry out joint European activities in the fields of education, training, youth and sport or establishing a formal or informal network in a relevant field such as joint learning projects for pupils and their teachers in the form of class exchanges and individual long-term mobility, intensive programmes in higher education and cooperation between regional and local authorities to foster inter-regional, including cross- 50

51 border, cooperation; it may be extended to institutions and/or organisations from partner countries with a view to strengthening the quality of the partnership (EU Regulation no. 1288/ 2013). Process: Set of interrelated or interacting activities which transform input into output (ISO, 2008). Results: According to the European Commission s Logical Framework Matrix hierarchy of objectives, results are the tangible products/ services delivered as a consequence of implementing a set of Activities. The hierarchy of objectives used by some other donors (and indeed within the context of the Erasmus+ programme) refer to these results as Outputs. Staff: within the framework of the Erasmus+ programme, means persons who, on either a professional or a voluntary basis, are involved in education, training or youth non-formal learning, and may include professors, teachers, trainers, school leaders, youth workers and non-educational staff (EU Regulation no. 1288/ 2013). Skill: Ability to apply knowledge and use know-how to complete tasks and solve problems (Cedefop, 2014). Skill needs: demand for particular types of knowledge and skills on the labour market; total demand within a country or region, economic sector, etc. (Cedefop, 2014). Social partners: employers associations and trade unions forming the two sides of social dialogue. The concept of social partner originates in France and Germany and was subsequently taken up in EU circles; (Cedefop, 2014). Strategy: a plan of action or method of approach designed to achieve successfully an overall goal or objective; (Oxford Dictionary of English, 2015). Transnational: within the framework of the Erasmus+ programme, relates, unless otherwise indicated, to any action involving at least two countries of the Erasmus+ funding Programme as referred to in Article 24(1) of EU Regulation no.1288/2013 (EU Regulation no. 1288/ 2013). 51

52 11. References Cedefop (2012). Green Skills and Environmental Awareness in Vocational Education and Training, European Commission, Luxemburg. Available at: [Accessed 15 May 2015] Cedefop (2014). Terminology of European education and training policy: a selection of 130 terms. 2nd ed. Luxembourg: Publications Office. Available at: [Accessed 4 May 2015] European Commission CHAFEA, Managing Projects (2012). Disseminating Project Results. [ONLINE] Available at: [Accessed 01 June 15]. European Commission, Directorate-General for Employment, Social Affairs and Inclusion (2012). Apprenticeship supply in the Member States of the European Union. Luxembourg: Publications Office of the European Union. Available at: [Accessed 4 May 2015] EU Skills Panorama (2014). Apprenticeships Analytical Highlight. Prepared by ICF GHK and Cedefop for the European Commission. Available at: [Accessed 4 May 2015] EUR-Lex/ Electronic Official Journal of the EU (2013). Regulation (EU) No 1288/2013 of the European Parliament and of the Council of 11 December 2013 establishing 'Erasmus+': the Union programme for education, training, youth and sport and repealing Decisions No 1719/2006/EC, No 1720/2006/EC and No 1298/2008/EC Text with EEA relevance. EU Law and Publications. [ONLINE] Available at: [Accessed 22 June 15]. ILO (2012). Working Towards Sustainable Development: Opportunities for Decent Work and Social Inclusion in a Green Economy, ILO and International Institute for Labour Studies, Geneva. Available at : [15 May 2015] ISO/ International Organization for Standardization (2008). Concept and Use of the Process Approach for management systems. [ONLINE] Available at: df. [Accessed 22 June 15]. 52

53 OECD/ Cedefop (2014). Greener Skills and Jobs, OECD Green Growth Studies, OECD Publishing, Paris. DOI: State Scholarships Foundation/ IKY (2015). Discover Erasmus plus. [ONLINE] Available at: [Accessed 22 June 15]. UNEP/ ILO/ IOE/ ITUC (2008). Green jobs: Towards decent work in a sustainable, low-carbon world. Report produced by Worldwatch Institute and commissioned by UNEP, as part of the joint UNEP, ILO, IOE, and ITUC Green Jobs Initiative. Available at: [17 May 2012] 53

54 Annex I - Activity Specifications Form Annex II - Activity Monitoring Report Annex III - Financial Monitoring Report Annex IV - Timesheets Annex V - Dissemination Planning Tool Annex VI - Dissemination Report Form Annex VII - Quality Assurance Checklist Annex VIII - Multiplier Events Evaluation Form INNO-APPRE-NET - Strategic Partnerships for vocational education and training 54

55 Activity Specifications Form Project Title: * Project No: * Develop Innovative Apprenticeship Network of Vocational Schools and Very Small Enterprises in the Metal Construction Sector EPP EL-EPPKA-APPREN Activity Title & Code: * Activity Lead Partner: * Involved Partners:* List of Actions/ Tasks * Implementation Methodology: * Deliverables: * Quality standards of procedures/ deliverables: Partners duties, roles & responsibilities: Time-Schedule: The Activity Lead Partner is in charge of the activity implementation and in more detail, responsible of the following: All the other involved partners will be responsible for all these following tasks: Exceptional Costs: (if any required) Meetings & Thematic Workshops: (if any required) Event Title: Event Topic (description): Time & place : Participants: No. of participants: 1

56 Other Activities: (if any required) * These fields must be in compliance with the project s approved application REQUIRED HR/ WORKDAYS Staff Category Planned workdays Qualifications (1) Manager (2) Researcher/ Teacher/ Trainer (3) Technician Previous managerial experience, strong leadership skills and working experience in international projects co-funded by the EU. Experience in planning and designing seminars, workshops, conducting studies/ research or teaching/training and also experience in working with decision makers and stakeholders. Required qualifications cannot be specified; they diversify according to working field and the type of work (4) Administrative Intercultural communication skills, networking, organizing and prioritizing, presentation skills and working with others. Excellent knowledge of written and spoken English. Work experience on relevant to the project issues i.e. adult education, vocational training, apprenticeship, etc. 2

57 Activity Monitoring Report Reporting partner: Reporting period: Contact Person: Date: Activities undertaken in the monitored period Please Indicate the status of accomplishment of the individual actions/tasks your organization is responsible for and the resources allocated to those actions. Please describe the actions carried out by your organization for each Activity during the monitored period: Activity No. Adjust the size of the box accordingly Please add or subtract lines accordingly Deadline Actions taken under each activity Outputs/ Results Progress Status (in %) Resources allocated (workdays) Subcontracted Tasks: YES NO If yes, please describe in detail Other Activities (e.g. translations, statistical analysis hire of premises/ services, i.e. recording of minutes, for workshops/focus groups, etc.): YES NO If yes, please describe in detail Do your actions correspond to the Activity Specifications? YES NO If No: What kind of discrepancies did you identify during implementation in relation to the activity specifications? What has been done and by whom to tackle these issues? Comments & further suggestions (concerning other issues, e.g. financial aspects) Partner s Assigned Member of the Steering Committee Date 1

58 Financial Monitoring Report Project Title: Project No. : Develop Innovative Apprenticeship Network of Vocational Schools and Very Small Enterprises in the Metal Construction Sector EPP EL-EPPKA-APPREN Reporting period: Reporting partner: Contact Person: Project Management and Implementation (PMI) Items of the budget 1 Name of partner organisation Reporting period (No of months) Lump Sum per month i Total PMI costs for the period Subtotal A Transnational project Meetings ii Destination Dates Purpose Duration (days) No. of participants Total Costs iii Subtotal B Intellectual Outputs Output Id. code Staff Category iv Employee Name Role in IO Actual No. of working days Total Costs Subtotal C Multiplier Events 2 Venue Dates Item description Purpose No. of foreign participants No. of local participants Event Costs 1 Please add and/or subtract lines to the table accordingly 2 Please mention only the Multiplier Events that were organised by your organisation 1

59 Subtotal D Exceptional Costs Item description Purpose Actual expenditure Subtotal E Total (A+B+C+D+E) Partner s member responsible for Financials Date i Please use 500,00 euros for OAED/ 250,00 for all the other partners ii There is provision for two grant amounts based on the applicable unit cost for each relevant distance band: 575 for distances between km and 720 for distances 1999 km. Distances are calculated based on the Online Distance Calculator supported by the European Commission: iii Please multiply: No. of participants x No. of days per person x Approved Grant per participant. Please note that the amount of the approved grant depends on the Distance Band 2

60 iv Please choose 1 for Managers; 2 for Teachers/ Trainers/ Researchers; 3 for Administrative Support Staff; 4 for Technicians; 3

61 please insert your logo here Project Title: Project No: Develop Innovative Apprenticeship Network of Vocational Schools and Very Small Enterprises in the Metal Construction Sector EL01-KA Partner: Year: Total 2015 Total hours worked in 2015: 96 Employee: Position: Supervisor/ Legal Representative: Staff Category ³ : Month Hours worked on the project Reference of Output(s) 1 Contractual no. of hours per day 2 Total no. of days January 8 see monthly timesheet 1, 3 8 1,00 February 8 see monthly timesheet 1, 3 8 1,00 March 8 see monthly timesheet 1, 3 8 1,00 April 8 see monthly timesheet 1, 5 8 1,00 May 8 see monthly timesheet.. 8 1,00 June 8 see monthly timesheet. 8 1,00 July 8 see monthly timesheet 8 1,00 August 8 see monthly timesheet 8 1,00 September 8 see monthly timesheet 8 1,00 October 8 see monthly timesheet 8 1,00 November 8 see monthly timesheet 8 1,00 December 8 see monthly timesheet 8 1,00 Total hours: 96 Activity description Total days: 12,00 1 Please use the following ref.codes: 1 O1-Development of the dissemination plan of the project's results; 2 O2-Green Skills demands of Metal Construction Companies; 3 O3-National Professional Profiles update; 4 O4-Intermediate Apprenticeship Network Design; 5 O5-Apprentice Course Design; 6 O6-Validation System Development; 7 O7-Multilingual ICT Training Content and Tools Design; 8 O8-Project Result Exploitation Plan Development; 9 O9-Project Management & Quality Assurance Guide Development; 10 O10-Transformation of SME's into Quality Apprenticeship Venues; 11 O11-Implementation and Assessment of the Pilot Apprenticeship Course; 12 O12-Assessment of Trainees and Enterprises Views on the Piloting Experience; 13 O13- Laboratory Technical Specifications; 14 O14- Dissemination of Project Materials; 15 O15-Project Website; 16 O16-External Evaluation; 2 In case of part-time staff please calculate full time equivalent ³ Please choose only ONE category per Employee among the four categories Cost claimed under Erasmus+ for Outputs per Employee Total no. of working days per category ² : Total Costs per Category of Staff: Daily rate Managers ¹ : 164,00 4,00 656,00 Daily rate Teachers/Trainers/Researchers ¹ : 137,00 4,00 548,00 Daily rate Administrative support staff ¹ : 78,00 4,00 312,00 Daily rate Technicians ¹ : 102,00 0,00 0,00 Total days for Outputs 2015³ : 8,00 Total Costs for Outputs 2015: 1 there rates are only for Greece; every partner should use their own daily rate according to their country 2 please check first the project budget - for each partner's no. of working days per Output 3 this number must be the same with the Total days no. (cell L32) of the previous table 1.516,00 ¹ Employee Signature: Date Supervisor/ Legal Representative Signature: Date

62 Dissemination Planning Tool Project No: Partner: Period: WHEN? WHERE? WHAT? WHAT FOR? TO WHOM? HOW MANY? Timing Place Content Purpose Target Groups Impact dd.mm.yyyy City, country Presentation, article, press conference, etc. Info about project, marketing tool, promotion of course, project news, etc. VET experts, teachers, sector organisations, stakeholders, etc. Number of people dd.mm.yyyy EXAMPLE Athens, Greece > online Addresses target audience across Europe Project logo Visual identity of the project National stakeholders & national bodies, representatives of companies & social partners, apprentices & the unemployed, VET & apprenticeship providers, employers dd.mm.yyy EXAMPLE Athens, Greece > online, addresses target audience across Europe Project website Central marketing instrument; project presentation, dissemination materials download; National stakeholders & national bodies, representatives of companies & social partners, apprentices & the unemployed, VET & apprenticeship providers, employers dd.mm.yyy EXAMPLE Athens, Greece > online newsletter to across Greece Article in the organisation s Monthly Newsletter Presentation of the project to employers communities and project news Organisation members, representatives of SMEs and other professional organisations based in Greece 500 INNO-APPRE-NET - Strategic Partnerships for vocational education and training

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