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Erasmus+: Knowledge Alliances

Bratislava 28 May 2015

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Knowledge Alliances

Specific features-Lessons learnt

Gilles GERVAIS

Programme Manager

Structure of the new Erasmus + Programme

ERASMUS +

KA1

Learning mobility

KA2

Cooperation for innovation

KA3

Support for policy reform

Sport

Jean Monnet

Youth

Table of contents

KA specific features

Award criteria

Lessons learnt from the previous call

- Applications submitted in April 2014:Overview

- Recurrent issues

- Examples of good practices

Project examples

Specific features

Date: in 12 pts

Education and Culture

Knowledge Alliances

Composition Minimum 6 organisations from 3 programme countries + partner

countries if added value

Minimum 2 HEIs + 2 enterprises

Duration 2 or 3 years

Budget 2 years: up to 700.000€ 3 years: up to 1.000.000€

Management Centralised to EACEA

Special attention to Mobility: Optional

• Mobility of students/researchers/staff in so far they support /complement the other project activities + bring added value. Mobility does not constitute the main activities NB: The budget for mobility activities can not be used to finance ordinary costs for

travels and susbistence (e.g attendance costs, partnership meetings)

Partner countries: Optional

• If applicable, the involvement of an organisation from a Partner country must bring an essential added value to the project

The « ECHE charter » requirement

• HEIs established in a Programme Country must hold a valid Erasmus Charter for Higher Education

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Business

Higher

Education

Research

Knowledge Alliances: Cooperation and Innovation

What are KA Alliances

• Big international cooperation projects

• Innovation

• High impact to the systems

• Sustainable cooperation

• Education and training links with business

Innovation in higher education

Impact beyond the project's lifetime

Sustainability of university-business

cooperation

ESSENTIAL FEATURES: INNOVATION/IMPACT/SUSTAINABILITY

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Knowledge alliances

Develop innovative ways of teaching, learning and governance

Stimulate entrepreneurship and entrepreneurial competence of students, academics and company staff

Strengthen the flow and exchange of information and knowledge

Stimulate the co-creation of knowledge

Stimulate the cooperation between higher education institutions and companies

KA 2:

Cooperation for innovation (2)

Boosting innovation in

higher education,

business and in the broader

socio-economic environment

Developing entrepreneurship

mind-set and competences

Stimulating the flow and exchange of

knowledge between higher education and enterprises

Impact beyond the project's

lifetime

Sustainability of university-business

cooperation

Objectives and Impact

WHICH ACTIVITIES ARE SUPPORTED?

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Joint development of new learning and teaching methods (like new multidisciplinary curricula, learner-centered teaching and learning);

University problem based learning in association with companies

Identification and validation of innovation skills

New leadership skills

Organisation of continuing educational programmes and activities with and within companies

University support to SME creation and growth, Etc.

Award Criteria

4 Award criteria (E+ Programme Guide)

• Relevance of the project

• Quality of the project design and implementation

• Quality of the project team and the cooperation arrangements

• Impact and dissemination

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Design of the proposal

• Coherent-issues, solutions, target groups, activities, budget

• Evidence-based-needs analysis, state of the art

• Clear-objectives, solutions, outputs

• Rigorous in its planning-what activities, when, for how long, and with what resources

• Explicit-no information for granted, if it is not in your proposal it cannot be taken into account

• Concise-write efficiently, respect the character limitation- more is not better

• Circumscribed-your proposal should focus on a specific issue

Selected projects

Applicant countries

Austria Cyprus France

Finland

Ireland

Italy Lithuania

2 1 1 1 1 3 1

• Most represented topic: Support to the development of entrepreneurial skills

• These projects involve entreprises, professional associations, from the food sector, textile sector, SMEs,etc.

• Partner country involved: Switzerland

Lessons learnt from the previous call

Applications Submitted

in April 2014

Overview

150 applications were initially expected

…230 applications were submitted

Submitted applications Countries of the Applicant organisations

Submitted applications Composition of the partnership

Wide diversity of sectors: health, tourism, environment, engineering, transport, SME support, food sector, textile, etc.

Entrepreneurship, entrepreneurial attitude and skills in >50 % of applications

>70% of the proposals have put forward

new curricula, study programmes, courses or training modules

Among the less represented expected results:

new cooperation arrangements/funding (9,6%)

Submitted applications

Sectors and Topics

Selection outcomes

With the budget available + substantial additional funding:

10 selected projects

8,4 M€

Recurrent issues

Quality of the submitted applications: Recurrent weaknesses

Rationale-Objectives: Lack of information on how the application is meeting the KA objectives- Ideas and rationale tend to come from the HEIs perspective only

Consortium- enterprises: Too few companies actively involved and show solid commitment of setting up an alliance with the purpose of building a long lasting partnership with HEIs

Needs analysis: lack of adequate, detailed and convincing explanation

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Recurrent weaknesses

State of the art-innovation: state of art rarely ventures beyond a superficial consideration of the lead partner's or consortium's own experience – Lack of information on innovation

Impact -sustainability: many proposals underestimated the importance of defining proper impact and sustainability strategy

Weak or undefined exploitation of results

Sustainability: limited to the reviewing of project results, updating of conclusions, maintenance of the project website

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Examples of good practices

Good examples

• Balanced cooperation between HEIs, industry

"The consortium is large, well balanced, and has the competences needed to deliver the project. The participating organisations' commitment to the project is credibly demonstrated. The HEIs involved are well versed in entrepreneurship education and provide access to a large range of PhD students. The inclusion of a large number of companies with experience along the "innovation chain" is a key strength."

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Good examples (continued)

• Needs analysis

"Project design is based on relevant studies about current course offerings on entrepreneurship within Europe. The project draws from a number of previous projects and initiatives. The proposal provides links to the relevant European policies and strategies. It also builds on many initiatives from individual institutions."

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Good examples (continued)

• Project design and implementation

"The proposed methodology is clear. The work plan provides for a

logical sequencing of activities, and graphics further illustrate the

content and duration of the individual work packages. The proposed

project management structure is highly relevant for a project of this

size and duration. The project manager, work package leaders, task

leaders, and management board each have clear roles and

responsibilities. Planned collaboration mechanisms are well suited.

Management and delivery is expected to contribute to strong leadership

and active decision-making"

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Good examples (continued)

• Impact

"The project’s target groups are defined and sufficiently quantified. The main target group will take part in the needs analysis stage and in pilot testing. Other target groups include academic and company staff involved in entrepreneurship education, incubation centres, business angel and venture capital investors, business and start-up support organisations and networks as well as national and European decision makers. The project has a potential to provide a step change in entrepreneurship support by disseminating the project to a range of academic, incubation and entrepreneurship centres, and engaging with private capital investors and business support networks."

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Good examples (continued)

• Sustainability

"Sustainability of project results will be achieved by including the developed tools in the HEIs concerned and beyond. The objectives for sustaining the collaboration between HEIs and the private sector are very ambitious. It is not only intended to maintain and expand the existing partnership, but the aim is also to establish a global innovation competencies network"

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Examples of Knowledge Alliances

Date: in 12 pts

Education and Culture

A Knowledge Partnership for the definition and launch of the

European Teaching Factory Paradigm in manufacturing education

Dr. Dimitris MAVRIKIOS Dr. Lennart MALMSKÖLD

Laboratory for Manufacturing

Systems and Automation (LMS)

Director: Prof. G. Chryssolouris

Volvo Group

Trucks Technology

Keys for success in University-Business relations

Trust Respect Common interest Commitment

Trust

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