 When you and your partners have a new and innovative idea for a strategic partnership project, you can consider two different types of strategic partnership projects. Strategic partnerships supporting exchange of good practices or strategic partnerships supporting innovation. So what is the difference between these two types of partnerships? Let's take a look. Projects supporting exchange of good practices aim to facilitate the development and reinforcement of networks, increase the capacity to work on transnational level, share ideas, methods and practices. What does this mean? Projects supporting good practices are less complex strategic partnership projects. They aim to strengthen the cooperation between organizations and build their capacity. They create environments for sharing innovative good practices, ideas and methods. This can also be a starting point for developing new and innovative methods and ideas. Designing long-term strategic partnerships is very different from one-off sharing meetings like seminars. Therefore partners should consider how to make the best use of this long-term cooperation. Projects supporting exchange of good practices can consist of transnational meetings, local activities and learning mobility for youth workers and or young people. Transnational meetings and learning mobility focus on the exchange of practices in a certain field. In local activities, youth workers use and explore their newly acquired inspiration and competences by implementing the outcomes in their local practices. This should result in the quality development of youth work practices on local or regional level. For projects supporting exchange of good practices, it is not necessary to develop outputs. But sometimes partners decide to create a product. This type of strategic partnership does not have a specific budget available for products and therefore they are usually low-cost. Strategic partnerships supporting innovation are projects that develop innovative practices and intellectual outputs. Partners engage to have an extensive dissemination of innovative ideas and use the activities for the implementation of newly produced products or methodologies. Strategic partnerships supporting innovation are more complex strategic partnership projects. The operative word here is innovation. Projects supporting innovation should aim to make a considerable and systemic positive change in youth work practices, educational approaches or methodologies. Innovation means that something does not exist yet and the change is beneficial to stakeholders. This needs a good analysis of what is out there and what is not developed yet. Innovation can also be a result of cross-sectoral work where, for example, schools implement innovative methods and youth work gets the added value through cooperation with formal education in new ways. Strategic partnerships supporting innovation develop the so-called intellectual outputs or educational products. Examples of these outputs are research and development of new educational methods, approaches, apps, games and tools, toolkits, manuals or tools for the recognition of skills, knowledge or competences. The development of such intellectual outputs is generally very time-consuming. Part of this time is covered by specific staff costs that you can apply for. Also, projects supporting innovation involve more complex activities than projects supporting exchange of good practices. In addition to transnational meetings, learning mobilities and local activities, these projects include the development of intellectual outputs and multiplier events. National or international multiplier events are specifically aimed to share intellectual outputs with others outside the project. Because of these extra dimensions, projects supporting innovation are more complex and demanding. They require more expertise on the topic and a high quality of outcomes. Time investment of staff is higher and all partners need to be completely committed to make this investment. Although such projects usually have a larger budget, partners should also be committed to take responsibility for large amounts if they step into one of these partnerships. The time investment of staff is higher and all partnerships need to be completely committed to make this investment. As a result of these extra dimensions, this type of project usually has a more significant and broader impact.