Steering Committee Meeting 1. Budapest 18-19 November 2010 WELCOME. Euro Contact Business School. The Project. Preparatory Meeting January 2010 Introductions (all partners) How we can best work together. Leonardo – 2010 Call. UK – Successful proposals = 29
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Steering Committee Meeting 1 Budapest 18-19 November 2010 WELCOME
The Project • Preparatory Meeting January 2010 • Introductions (all partners) • How we can best work together
Leonardo – 2010 Call • UK – Successful proposals = 29 - Unsuccessful = 48 • Germany 13 • Spain 11 • Finland 11 • Hungary 3 • Norway 1
Marny Thompson Centre Manager Norton Radstock College 0044 1761 418634 0044 7772 703065
Norton Radstock College “…will be recognised for excellent learning & support, inspiring and nurturing success”
Established 1948 for mining community • Vocational training: health & social care, engineering, motor vehicle, horticulture, I.T & business, animal care, art & design • 3 learning centres & sixth form centre • 800 full time –80% 16-18 years • 5000 part time students -90% adults • 300 staff
European Focus • 150 partners, 24 countries • Raising levels of training & vocational education • Rural tourism –Trans-Rural, ERTD, City Guides, Tourism for All (TACTALL) • Business – MINT Innovation Management, SME focus • Teaching skills – LIFE, Good School
EfVET European Forum of Technical and Vocational Education and Training • Promotes quality & innovation, sharing of good practice, platform of influence • Peter Hodgson President www.efvet.org
Meeting objectives • Understand project objectives • Understand work packages and each partner responsibilities • Agreement on Needs Analysis, questionnaires • Timescales WP2 and WP3 in particular, responsibilities of partners • Reporting requirements; timesheets and financial • Valorisation and dissemination plans for each country • Communication and collaboration with all partners; identify any potential problems • Project evaluation
Project objectives • Target groups • Transfer of Innovation • Guiding from School to Work (DE) • MINT Innovation Management (UK) • Key milestones, work packages and end products
WP1 • roles and responsibilities of VET and social partners • communication between VET and social partners • the entre-coach website (www.entre-coach.eu) • links with other websites including partner websites • communication between meetings and monthly status reports, timesheets
WP7 • evaluating product and process during the project • ensuring cultural suitability of the product • ensuring quality of the products/results • brief overview of external evaluation and requirements from partners (Tracey Torble)
WP6 • project approach to dissemination and exploitation (group work) • Intellectual Property Rights • Valorisation plans and records by country • Database of contacts in target groups by country • Europe wide dissemination – the role of EfVET • project brochure • newsletters
GROUP WORK • How do we raise awareness of the project throughout our own countries and Europe? • How do we make it sustainable?
WP2 – Needs Analysis • Target groups (Teachers and SMEs) • Findings from Guiding from School to Work and MINT Innovation Management (BM and NRC) • Role of Associate Partners • The entre-coach role definition
Day 2 - WP2 (continued) • Combining needs already defined with the needs analysis of WP2 • Requirements of country report • Timescales of analysis – January 2011 • Survey approach by country and sample size
Defining learning outcomes • group work - involving target groups to identify training needs • best means of course 1 and 2 delivery • definition and agreement of the entre-coach role • defining the entre-coach competences
Learning outcomes ‘A student learning outcome is a defined outcome of a learning process that can be assessed in some way that is measurable’
The entre-coach teacher • WP3 aims and timescale • partner responsibilities • creation of course outline and methodology • use of existing learning resources (MINT and Lern-coach) • creation of learning resources • use of moodle (VLE) • agree actions required • course 1 user guide • entre-coach teacher assessment
What, when, how? • Competences (all) • Course structure – teachers (P3) • Course timing – 3 participants each P0, P1, P2 and P4; June and September 2011 • Use of moodle? • Assessment, certificates
Overview • WP4 Adapt entre-coach teacher (course 1) • Feedback from trained entre-coach teachers • WP5 Pilot entre-coach course (course 2)
WP1 – Financial Overview • Contracting • Agreement/partner agreements • 1st payment 40% • National agency monitoring visit & feedback in 1st year • Interim report by Nov 2011 • Feedback from interim report • 2nd payment of 40% (must spend 70% of 1st payment) • Final report by Nov 2012 • Final payment of 20% on approval of Final Report
Staff costs • Statutory staff, having either a permanent or a temporary employment contract with the partner; • Temporary staff, recruited through a specialised external agency; • Staff members of project partners are not allowed to operate in a subcontracting capacity for the project.
Staff costs (2) • May not exceed the maximum for country (at all – this is a new rule) • May be audited • Real daily staff cost rates – • based on average rates corresponding to the applicant's usual policy on remuneration, comprising actual salaries plus social security charges and other statutory costs included in the remuneration • non statutory costs like bonuses, lease car, expense account schemes, incentive payments or profit-sharing schemes are excluded.
Staff costs (3) • Organisations in the UK - salary cost is basic salary plus National Insurance contributions made by the employer plus any pension contribution made by the employer. • This should then be divided by the number of working days in a year (Monday to Friday) to give a daily rate. • For each individual the total staff costs for the project are calculated by multiplying their daily rate by the number of days spent on the project • If the actual salary of an employee increases then this should be reflected in the costs charged to the project from the date the change was made • We don’t need to see evidence, you need to keep in case of audit by NA or Commission • We do need Timesheets and Daily Rates for each member of staff, staff type (1,2,3,4) plus start and end dates working on the project
Partners to be aware • If the project is audited you will need to show for your own staff: • A list of all personnel employed on the project giving the exact dates of their work plus their position • Employment contracts for both permanent and temporary staff • Official document or internal accounting record displaying National Insurance Numbers (or equivalent) of staff • Payroll/salary slips for the project duration • Calculation of related charges (e.g. pensions) • Bank statements showing payments made to personnel • Evidence of calculation of daily rates • Timesheets
Timesheets Timesheets should clearly show: • Individual staff member’s name; • Partner organisation name; • The time worked, as days or fractions, not as hours – so .5, .25 or 1 (as this is what the Interim/Final Reports request); • The daily rate; • Work Package number, and (briefly) the nature of the work undertaken, and • Signed by the individual and the legal representative. • Emailed monthly please
Travel • Two ways of paying subsistence: • If your organisation’s normal mode of operation is to claim the subsistence daily rate, you must still produce the boarding cards and hotel bill • Otherwise, receipts to be kept as evidence of all costs, plus boarding cards • Travel by car can be claimed up to € 0.22 per km, or the price for a rail, bus or plane ticket whichever is the cheapest
Travel tickets and boarding passes for journeys charged to the project (originals for the promoter, copies for partners) • When calculating the number of days for which to apply the Daily Subsistence Rate it should be noted that a FULL day normally includes an overnight stay. In duly substantiated cases, where there is no overnight stay, a pro rata reduction of a full day’s allowance may be allowed, resulting in a maximum cost claimed of up to 50% for that day. • Receipts and invoices to evidence all expenditure on the project for all partners to be submitted with the Final Report, with the exception of indirect costs for which no supporting evidence is required to be submitted. • Indirect costs should however be actual costs, and be able to be substantiated in the event of an audit. (Note the percentage on this project is low and not 7%)
Next steps • summary of outcomes and actions required • expected results and any likely problem areas where help required
And before we go • next meeting Finland (March 17 & 18) • progress required before this meeting • key topics for discussion • dates for the diary (2011 - Course 1 - June 27-July 1, September 8-9, Project meetings 2011 September 7 (DE), 2012 March 22-23 2012 (ES), September 13-14 (UK) )