Objectives: Net-Working for Quality Culture and Assurance aims to design, develop and implement a model of Interagency working which focuses on Quality Culture and Quality Assurance across the VET journey. Eight partners from across six programme countries will adapt and develop the Net-Working for Quality Assurance model (developed in a previous Leonardo da Vinci TOI project - LLP/LdV/TOI/2012/IRL-502) so as to ensure its relevance across a wider VET journey (defined as including some/all of the following stages: decision to access VET, through employment services, through a guidance process, initial referral into VET, VET provision, transition to employment/ higher education, up-skilling in the workplace). Context/needs addressed: The previous NQA project identified that quality tends to exist within services/provision but can be significantly reduced during transition points in a clients VET journey. The Interagency approach aims to strengthen the links between stakeholders particularly in relation to shared goals and trust, and develop a culture of quality which will be aspired to by a range of stakeholders representing various stages of the VET journey. Previously, NQA sought to influence the long term achievement of Bruges (2010) which advocates the progression of individual citizens through the creation and delivery of quality assured VET initiatives 'Given the role of VET in European Societies and economies, it is crucial to ensure the sustainability and excellence of vocational education and training' (Bruges Communique, 2010). However, NQA found that quality VET journeys involve many stakeholders and many stages and that the quality of this journey particularly for those most disadvantaged required a continuum of quality assurance underpinned or enabled by quality cultures. Quality assurance within VET provision is not sufficient, but requires the VET sector to cooperate with a range stakeholders from employment services, to employers and that 'a transparency and a common approach to quality assurance in VET' (Bruges, 2010) should be a longer term objective. NQCA seeks to do just this. NQCA will research VET journeys, identify VET case studies, research QA/quality culture/Interagency working and develop an NQCA model. It will further develop NQA as a quality label, design and test Master training and NQCA training, implement 91 interagency meetings , 6 transnational meetings and 7multiplier events. It will take a serious approach to Policy-Practice gaps, create a space for this dialogue and design a Toolkit for Policy Makers to support sustainability and recognition. NQCA will demonstrate the value created through use of a Social Impact Evaluation and disseminate widely the learning achieved. The partners will utilise a Implementation science methodology (IO3). Target Groups: Learners (particulraly those disadvantaged in Education/Labour market), stakeholders involved in the VET journey (including employers), National stakeholders with a Quality agenda, European wide QA. Core partnership: 8 organisations representing 6 countries (Ireland, UK (Northern Irealnd and England), Finland, Germany, Hungary and Italy) and includes community based employment support services, learning/skills/entrepreneurial consortium, a Chamber of commerce, a large VET school, a national VET organisation, an EU wide social inclusion/labour market/and policy focused consortium, a large city based employment support service focused on employment & labour market policy, education policy and lifelong learning. Main results: NQCA model, NQA quality label, Implemented and tested pilot of interagency working (7 locations), Toolkit for Policy makers, Master training & NQCA training, Social Impact Evaluation. Impact: -Learner impact: quality will underpin their entire VET journey, placing the learner at the centre of VET provision. -Particiapting organisations: development of interagency working and quality culture, enabling bottom up approaches to QA, creating geographical areas recognised by the NQA quality label -National organisations: improve channels of communications between the bottom up approach & the top down policy approach, to lessen the gap between policy and practice, and enable quality culture to exist within the full quality cycle. -The NQA evaluation identified that many partners/stakeholders were not aware of the need for a forum to discuss quality assurance and VET. NQCA aims to have this type of wide scale impact though the creation of such fora and interagency networks in order to support organisations to work on/understand quality in VET. NQCA seeks to have long term enduring impact on partners & stakeholders as it will affect values, beliefs and behaviours and is a model which is transferable to many situations, contexts and other sectors. Improved cooperation between stakeholders will lead to improved quality across the VET journey, ultimately impacting on the low skilled and the unemployed.