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Exploitation and learning opportunities

Page history last edited by Randolph Preisinger-Kleine 13 years, 4 months ago

Transfer strategies do not exist in each of the countries. And those who have such strategies differ in the way it is made explicit.

 

There was an internal transfer between the sub-networks in Germany, which came into being out of the teamwork. Furthermore knowledge gained out of the Learning Region got a place in the evaluation that was published after the end of the project.

 

Sweden: In order to contribute to such a proposed value-adding mechanism for conversion of Lundaland to a learning and entrepreneurship supporting organization some specific ICT tools and instruments for micro-project monitoring and collaboration in teams will be needed. Some of these tools and instruments will be possible to develop and test within the R3L+ project by CCAB, based on experiences made earlier of how to make team work more effective and efficient by modern communication and collaboration technology.

 

Ireland: Development and testing of a quality assurance framework will be assisted in this instance by the existence of: (1) A formal commitment to capturing impact and measuring progress. (2) An acknowledgement of the importance of developing a formal way of fulfilling this commitment. (3) An openness to involve a wide range of stakeholders, and to welcome feedback from potential beneficiaries within the context of ongoing review, planning and quality assurance. (4) A commitment to establish strong links between the City of Learning Strategy and the state-sponsored programme for regeneration in Limerick. (5) An openness to learn from the experience of learning region networks elsewhere, and to hopefully use results from the project to inform their own development options. The overall guiding principle for involving stakeholders will be to demonstrate and promote the mutual benefits of involvement in the R3L+ project: We will benefit greatly from an open and candid discussion of what kinds of approaches to QA are appropriate and practical in their circumstances. We will also benefit from the fact that our contacts will be with those stakeholders who recognise the potential for themselves in developing effective approaches to QA – and not with those who may be engaging just to fulfil a requirement or obligation.

 

Hungary: Partners in R3L+ must consider that the main enabling factor for a transfer strategy is that project partners recognise the choice for sharing best practices of currently operating learning regions and not wanting to copy, but enabling partners to learn. Current constraint is the problem of compatibility of regions and their activities. R3L+ must consider in its transfer strategy the impact of different economic, social, cultural, etc. contexts influencing regional partnership building. On the other hand, good practice example of the application of R3L+ in connection with the Bavarian Learning Regions, for example, ought to be discussed and distributed.

Comments (1)

poleduc@... said

at 2:50 pm on Nov 17, 2010

A first exploatation step was made in Romania while the Bucharest-Ilfov partnership was engaged in an exchange of good practice with West Region of Romania in spring, 2010. The outcomes of the cooperation between this two regions indicated the convergent practices but, at the same time, the differences in the management and functioning of the partnerships. On this occasion new learning opportunities were mutually explored, including convergent tools for quality assurance.

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