Easing Transfer of Digital project results to VET
▶Summary
As learning organisations in VET, the project partners were adressing the top levels in their organisations to exchange transnationally about figuring out new, appropriate and successful pathways ...
▶Objectives
As learning organisations in VET, the project partners were adressing the top levels in their organisations to exchange transnationally about figuring out new, appropriate and successful pathways how to improve the structures and thus to increase the effectiveness of upskilling VET-staff when it comes to exploiting results from digital VET-projects which are dedicated to VET in general and particularly to the construction branch throughout Europe. This seeks to develop a joint Change Management. As the (construction) market stakeholders develop innovations and digital applications to promote their products and to support technical applications/installation as well as convey information about material characteristics and behaviours while in use, VET has to follow in the same speed to train people accodring market necessities. Often these necessities are not faced in an adaquate way, i.e. VET remains traditional instead of regarding itself as the counterpart of the same coin - market and VET. The overall achievement was reached insofar as SWOTs based in individual/personal and formal/administrative aspects have proved a variety of features to cope with inclduing conclusions how to start a digital change in a VET-centre.
▶Activities
There were 4 meetings and 3 phases timely between them: Kick-off meeting September 2023: presentation and breakdown of the project, administrative rules and tasks of the first phase ahead. 1. phase 9/2024-01/2025: monitoring cases & personal/individual profiles which foster/restrain digital transformation in form of SWOT analysis per partner for good and failed practices in order to derive mainstream SWOT 2. meeting February 2025: presentations and reviews of SWOTs per partner; exchange and discussion of mainstream aspects. Definition of tasks for the 2. phase. 2. phase 2-4/2024: monitoring formal, legislative and other administrave aspects to foster/restrain digital transformation in form of SWOT analysis per partner for good and failed practices in order to derive mainstream SWOT 3. meeting April 2025: presentations and reviews of SWOTs per partner; exchange and discussion of mainstream aspects. Definition of tasks for the 3. phase. 3. phase: deriving conclusions from phases 1 and 2 per partner and development of follow up ideas how to capitalize findings. 4. meeting June 2024: presenting conclusions/perspectives for development in Change Management in VET-centres per partner. FollowUp project There are minutes for each meeting.
▶Impact
Kick-off meeting Skopje, 9-23 - project approach and initial exchange of experience Each partner conducted SWOT analyses (6) related to individual/personal aspects of staff in VET-centres (project phase 1; 9/23-01/24). SWOTs were based on an agreed pattern and design. All 6 outputs are available in English language on E+PRP 2. Meeting, Berlin, 2-24 - phase 1 results´ presentations and exchange of experience Each partner conducted SWOT analyses (6) related to formal/administrative aspects in the context VET-centres operate (project phase 2; 2-4/24). SWOTs were based on an agreed pattern and design. All 6 outputs are available in English language on E+PRP 3. Meeting, Liege, 4-24 - phase 2 results´ presentations and exchange of experience Each partner drew conclusions (6) (project phase 3; 4-6/24) based on phases 1 and 2 as well as presentations in meetings 1-3. SWOTs were based on an agreed pattern and design. All 6 outputs are available in English language on E+PRP 4. Meeting, Vilnius, 6-24 - phase 3 results´ presentations and exchange of experience as well as summing up overall conclusions with development of an approach for a Change Management project providing with a structured and well balanced path incl. tools how to pursue it