# data[].attributes.headline
IT - the strategy is for the period of the 3 years (ie. the mandate of the NA's Director)

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IT - the strategy is for the period of the 3 years (ie. the mandate of the NA's Director)

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IT - it is crucial to consult also the end-beneficiaries (youth)

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IT - it is crucial to consult also the end-beneficiaries (youth)

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SLOVENIA - although we think mainly of youth sector, and this is our focus, we go broader and cross-sectoral - thinking of education in general

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SLOVENIA - although we think mainly of youth sector, and this is our focus, we go broader and cross-sectoral - thinking of education in general

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There is not so much time for a proper six years planning. people are currently involved in other issues

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There is not so much time for a proper six years planning. people are currently involved in other issues

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Visibility of the programme is a challenge in the youth field - breaking a common stereotype that Erasmus+ if only for students (higher education)

# data[].attributes.subject
Visibility of the programme is a challenge in the youth field - breaking a common stereotype that Erasmus+ if only for students (higher education)

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- such problems in many countries (BG, IT, PL, SLO, Spain)

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Findig common goals and creating a common strategy on horizontal priorities in cooperation with other sectors (it is also a challenge).

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Findig common goals and creating a common strategy on horizontal priorities in cooperation with other sectors (it is also a challenge).

# data[].attributes.body
NAs do the planning but then the EU's framework changes and NAs have to re-evaluate, change and adapt

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Nice exapmple from Slovenia - focusing on the IMPACT

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Nice exapmple from Slovenia - focusing on the IMPACT

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irregardless of any changes, we focus on the change and the difference that we would like to bring in the 7 years time - impact on both the NA, the sector ect.

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the need and difficulty to link such a long term planning with the other tasks (beyond NA role) of the organisation

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the need and difficulty to link such a long term planning with the other tasks (beyond NA role) of the organisation

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Strategy brings more structure - eg. in SNACs

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Strategy brings more structure - eg. in SNACs

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Basing on their strategies NAs merge in cooprration o SNACs. Narrowing the focus - NAs are more conscious in picking up the SNACs they engage into - not engaging in every SNAC is the tendency

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Investing now saves time in the future.

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it is good to have a clear focus on country priorities

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it is good to have a clear focus on country priorities

# data[].attributes.body
this connects to strategy - also in terms of indicators

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the moment is not chosen by ourselves. colleagues are not open for that now

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the moment is not chosen by ourselves. colleagues are not open for that now

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we are touching the very basics of an organisation with a six years plan. therfor it is no surprise - and needed - to start with very general questions like mission and vision

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we are touching the very basics of an organisation with a six years plan. therfor it is no surprise - and needed - to start with very general questions like mission and vision

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It pushes NAs towards a more strategic thinking

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It pushes NAs towards a more strategic thinking

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We don't know how to plan our resources for the future for the next plans.

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We don't know how to plan our resources for the future for the next plans.

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indictors have to be set carefully, stakeholders consulted, NAU etc.