Transnational InnovationCamps for Youth

GUIDEBOOK

3

Lead in Welcome to the guidebook of Transnational Innovation Camps for Youth. This guidebook is made and developed by five partner organizations from rural areas of Finland, Romania, Latvia and Hungary.Some of the partners had experience in innovation camps and started to believe that using this method, other countries in Europe could develop their own rural activities too. Innovation camps so far had been mainly targeted for adults, but we wanted to find out how to organize an innovation camp especially for youth with an international twist.So we set up an ERASMUS+ project for Strategic partnership and started our jour-ney through transnational innovation camps for youth. There were totally four camps in Finland, Hungary, Transylvania (Romania) and Latvia and 80 young-sters involved. During the camps young people worked in small groups with different topics to develop rural areas. The topics could be for example local cultural events, agriculture, green care, marketing of the area, rural businesses etc.. They improved business plans by the help of experts and a group of official workshop leaders. At the end of the camp they presented the ideas publicly.After four amazing camps and at least 16 new business ideas we had a good expe-rience of how to organize a camp like this. The idea of this guidebook is to show and tell the others how to do it.There were also other results besides the innovation camp method and the guide book. Thanks to this project we were able to improve young people’s knowledge of business skills, international and cultural knowledge and also their involve-ment in rural development.

We hope you will find this guidebook useful in your work with young people and enjoy the innovation camps like we have!

Design & layout: DIVERSITY ADVERTISING

Publisher: Rieska Leader ryGeneral Manager and Editor in Chief: Kirsti Oulasmaa

Executive Editor: Rita KovácsContributing Editors: Géza Antal, Maris Cirulis, Márton Horváth, Anni Isoherranen

Illustration and photos: Fodor Péter, Horvát MártonCopyright: TransInnCamp – Rieska Leader ry

With the support of the Erasmus+ programme of the European Union2017

Table of contents

Lead inThe goal of the project (benefits)Human resources Partners Local cooperation Workshop leaders Financial capacityPreparation for the camp Participant selection Idea It’s a thematic camp or not

54

Organizing the camp SPACE AND PLACE The Region The accommodation Place for the final presentation Short introduction of scheduling Suggestions for program elements Roles Mentors Speakers Workshop leaders The method

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1011

12

17

6

The goal of the project (benefits)

In this project we organized four camps in four different countries. First of all these camps were organized as a test, their main goal was to find the best method to develop rural youngster´s entrepreneurial skills during an intensive week. All four camps were different in some ways from each other, so the camp as a working environment, could be developed. After the four camps we managed to come up with a general method for those who want to make a workshop about enhancing readiness, to start an enterprise or business. We already have the best recipe, we will present it on the following pages.

CAMP

Each and every participant developed a knowledge to start a business, but also they became part of a community. These four camps resulted in a community which has a similar point of view and a similar experience about the world of business in rural areas. With the help of this working method, we were able to create an international entrepreneurial community. In the case of local, small and medium businesses it could be incredibly helpful to have a personal connection with an international group. This is the key to our methods success.

More than a camp, it’s a network

Building entrepreneurial capacity or creating vendible start-up projects

KEYMESSAGES

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Entrepreneurship cannot be divided from the topic of Small and Medium Sized Enterprises (SMEs) as the result of entrepre-neurship is the birth of a new organization, usually in a small size. SMEs are the legal and organizational frameworks for entrepreneurship. The importance of the topic is declared by the European Commission as:

Entrepreneurship and SMEs have a significant importance in rural development as the activities of SME’s are usually labour intensive, they have a high impact in employment and helps keeping local, rural population in the regions. The self-responsibili-ty and the creation of new enterprises not only helps to sustain the local population, but also offers the possibility of social and economical development;

SMEs are the backbone of the European economy.

an increase in SME activity will result typically in a proportionally larger rise in employment than an increaseof similar magnitude in the activity level of large enterprises.

232425

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2627

Human resourcesPartners

In the project we have had 5 partners’ altogether, 2 LAGs (Local Action Groups- rural develop-ment organizations) from Finland, 1 from Latvia, 1 from Hungary and a youth organization from Transylvania, Romania.

Choosing your partners thoughtfully is extremely important. You have to have the common interest in youth, entrepreneurship and development to be able to focus on your target. When you have the common understanding of the aims of the project and the camp, you can share the tasks based on the individual skills, knowledge and interests.

There should be one main coordinator of the project (in our case Rieska Leader), coordinating all the activities, managing financial tasks and communicating with the funders.

8

Coordinator´s tasks: taking care of the budget and all the financial issues, communication via emails, skype, and phone. Feedback-meetings after the camps, monitoring, reporting.

Individual tasks during the organization: searching for participants, agreements with participants (under 18), traveling arrangements, own camp space, accommodation, meals, program, own part of the budget, mentors, business examples, press conference.

For finding the right mentors and enterprises to visit

For finding the right partcipants

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You have to be in contact with business incubators, -advisers and -organiza-tions and educational centers.

Local cooperation - As you are preparing your local camp or are looking for participants, you will need a numerous partners in your area. The best way is to go to High Schools, Youth centers and other youth organizations. As we are looking for active, English speaking participants, they can give you the contacts. Use the social media actively as well.

For having a fun, refreshing program

For your hard working participants you will need some energizers, so you have to know what your area offers for youngsters. Sporty, team building activities might be the best to refresh their mostly brain-working time in the camp.For better visibility of the project

Search for workshop leaders

You have to be in contact with the media as well, inviting them to the camp or sending them stories about the project.

For finding your workshop leaders, look for teachers/trainers in educa- tional centers, universities. In our project we had a group of experts from the University of Pécs. Having the same group during the 4 camps gave a possibility to develop the method together.

10 11

PROGRAMSPRESS CONFERENCE

MANAGEMENT

MEETINGS

SPEAKERS

It can be anything based on the nature of your

area. You can order team building activities, take them to an adventure

park (Transylvania) or to a spa&sauna (Finland).

Your program´s budget is really up to you.

TRAVELING

Think how many of you will travel to where,

count the local traveling as well. In bigger coun-tries (like Romania or

Finland), domestic traveling can cause a lot

of costs as well.

ACCOMMODATION

You have to think about the accommodation,

including the meals (break-fast, lunch dinner and

coffee). You might have some additional costs to

rent rooms from the build-ing for workshops or use

the sauna.

You might count the costs for renting a place, ordering coffee and for

possible speakers.

Think about the resources you will need: how many

days your worker will work on this project altogether.

Count the hourly salary with all the needed taxes and you

get a basic management budget. You will need to

consider phone and internet costs, flyers, advertisement,

and needed equipment as well (flipchart, papers, pens

etc.)

WORKSHOP LEADERSThey are your key persons. Do not save money at least

on this part. They have to be experienced and motivated to get the best out of your

young participants.

Planning meetings are important to meet in

person and talk about the project. It means

traveling costs, accom-modation, meals, needed

equipment.

If you use speakers (Riku Rantala, Finland) count their cost as well. They might be great motiva-

tors but their presence is not a must.

MENTORS

It is important to have a budget for the mentor´s

costs: travel, fees, accommodation, meals

etc. Sometimes they agree to come with lower

costs or no fees.

Financial capacity Prepearation for theCAMP

Participant selectionWith participant selection you have to try to keep the homogeneity of the group, it

means that participants should be similar or equal age, background, knowledge and education level, language skills, motivation and responsibility. Otherwise it

can be a tricky task to arrange the camp program and daily tasks educative, involving and comfortable for everyone.

Ages

IDEA

If you use the Erasmus+ project’s Youth in Action subprograms,

youngsters have to be between 13 and 30 years old. We have chosen

the age gap of 16-30. Do not forget to clarify this as soon as you open the call for participa-

tion. Afterwards you will have to fill the report to prove it. In some

cases you can specialize the age to reach the homogeneity of the

group. The age of the participants is really up to you, but keep the

homogeneity in mind.

BackgroundYou should select participants with similar educational level,

experience, motivation and other skills., but at the same time

diversity can bring creativity and new concepts. We faced situations

when very diverse participants could still work together effective-

ly. The key element is desire for teamwork.

Language

What kind of procedure you use

Language skills are very impor-tant, because camp program

requires a teamwork and a lot of communication. Translations will

complicate everything. We suggest to define one working

language, usually it is English for international projects, but it can be any other language that most

of the participants can speak.

To invite participants, make an online open call form application. State all the requirements for the participants and basic information including draft program of

the camp. We recommend to ask for the CV and a motivation letter, also a short business or project idea description can be valuable for selection procedure. At the same time, do not forget to do the offline invitation and promotion activities. Visit

educational institutions, youth centers and other organizations where you can meet youngsters.

Facebook survey

Before the camp we invited all of the participants for the FB group to get to know each other online and to start networking. Also we created the FB survey with a simple question “Please click what you are interested in”. And participants had to choose among options like: tourism, event/festivals, nature, food, media, apps, agriculture etc. This helped us to understand what the general interests of the group are.

12 13

It’s a thematic camp or not?

Before you organize the camp, you have to think of yourself - do you want to focus on specific theme or sectors, like youth unemployment, tourism in concrete region, added value in agriculture? Organizing the thematic camp can give you more concrete and targeted results, at the same time it is narrowing down participants and adding risk for low interest and passive involvement. We decided that we leave the space open and up to participants to decide what are the topics they want to develop.

Organizing the camp

THE REGION

ACCOMODATION

Choosing the right place for the camp is very important in the aspect of the success of the program. Regardless of whether the camp has a particular topic (such as tourism, enterprise development, social entrepreneurship etc.) or it is general (local

developments) it worths choosing a region that gives good examples according to the topic. This type of area and it’s community highly simplifies the organizing process, the positive atmosphere motivates the residents of the camp better and helps to solve the unforeseeable problems through the local partners. Program elements should preferably be close to each other which may

differ from country to country according to their specialties.It is also important to choose a region which can offer several physical and mental recreation opportunities nearby. Locally

acquired experiences, impressions, local entrepreneurs, civilians, NGOs and success stories shown by study tours are the key for future team work, motivation and idea development.

Due to the structure of the program, each program element, particularly idea development, interactive training parts are tightly bound to the place of accommodation. So it is necessary to find the perfect place that provides all housing, meal, day care, the possibility of presentations, calm group/team work and energizer programs responding flexibly to

any changes. This doesn't mean it has to be in one building, rather in an easily accessible area. Flexibility is equally important for organizers and partners so they can react proactively to program changes by allowing to save time. The

accommodation can be an enterprise example for the participants.

Accommodation may be placed farther from city centers, but close enough to reach it by the group within a short time. Events should offer active programs, because they have beneficial effects on personal relationships, joint

work and group dynamics.

PLACE FOR THE FINAL PRESENTATIONThe place of the closing event should not be forgotten. Giving place for the press conference is the highlight, so it needs infrastructure providing enough space for presentations, number of audi-ence and catering. Based on our experiences, the final presentation is favorably held close to the accommodation and place of team work. The place of the final presentation is not necessarily separated from the accommodation.

SHORT INTRODUCTION OF SCHEDULINGPlanning the camp with foreign participants has to be one week including traveling. Program of the camp is tight. The daily routine should be scheduled strictly so it fits the accelerated pace of idea development. The program is successful if after the camp, people will join their own community full of experiences, possessing new abilities.In general, it’s important that campers join programs together rather than alone.The schedule of the camp can vary because of the different topics, local conditions, diversity of the partici-pants, but it’s worth to share a working framework for scheduling.

D1 D2 D3 D4 D5 D6 D7

08:00-08:30

08:30-10:30

10:30-12:30

12:30-13:30

13:30- 15:30

15:30- 17:30

18:00-18:30

18:30-

Traveling

Traveling

ArrivalChecking in

Lunch

Short introduction aboutthe camp, accommodation,

most importantlocal information

Fun together, get-ting to know each

other

Dinner

Inspiring studytours, local

businesses andactors including

Ice breaking,team building

program

Breakfast

Relaxing

Lunch

Inspiring studytours,

visiting local actors

Gathering,brainstorming

ideas

Dinner

Separatedgroup workinterrupted

with energizersif needed

Breakfast

Entertainment

Lunch

Separated groupwork interruptedwith energizers

Developingpresentation

skills

Dinner

Separatedgroup work

with energizersif needed

Breakfast

Recreaction,Entertainment

Lunch

Separated groupwork withenergizers

Finalizingpresentations,

trial presentation

Dinner

Introducingmentors, lecturers

Motivationspeeches

Breakfast

Entertainment,playing together

Lunch

Interactivelectures

Selectingideas, forming

groups

Dinner

Preparing forthe final presen-

tation

Public finalpresentation

Breakfast

Leaving

Traveling

Breakfast

Entertainment

Lunch

Celebration

Sayinggood bye

Dinner

find a compact and a teeming region which can offer several prog-rams, recreational opportunities also suitable accommodation andlots of good examples to show

find a nice place for the final presentation which is accessible,has good infrastructure, and measure up for a small conference

build partnerships with local actors

don’t forget: locality is important in rural areas,use local resources

find your local partnersfind a suitable accommodation, which can provide you

a bigger room for the lectures, programs togetherseparated places for the teamwork (one for each group)flexible solutions for every unforeseeable problemcatering in general, and also for coffee breaks etc.

SPACE AND PLACE

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Do not forget toSuggestions for program elements

take care of individual needs such as foodallergy, and sanitary, etc.

keep flexibility due to weather conditions

count with traveling times

check the next program element regularly

be open minded for every change

Arrival Ice breaking,team building

Study toursGathering,

brainstormingideas

According to our experiences, the first day of the

international camp is always about traveling and

accommodation. After housing, everyone has to get

the right and necessary information about the camp. Mainly healthcare, policing and local rules are impor-tant. Information (necces-

sary phone numbers, maps, and brochures) can be

provided to newcomers as a starter pack including a schematic program plan.

Day one should consist on short games to develop the team spirit, to learn about

the region and to have common meals depending on the time-schedule. The

first day should not be hard for the campers.

The camp is based on common work, so it is

inevitable to commence the

communication among the campers who came

from different countries and are of different ages and

interests. (This goes back to team and room schedule). Training and

group development games can accomplish

these effectively by fitting into the daily

routine. Team building programs can be

organized as part of study visits.

Visiting prosperous enterprises, local inspiring

entrepreneurs talking about their success stories. Both

failure and success can inspire youth.

Energizers

It’s recommended to break long lasting working sessions with short

physically active breaks, called energizers. Let’s play locally well-known games,

have some fun. You will need 10-30 minutes for that.

When ? Usually around coffee break in the

afternoon.

By the end of the day, ideas should be commonly

gathered and systematized during a brainstorming

session. Everyone who has ideas, can present them.

(see Method Chapter)

Developing presen-tation skills,

trial presentations

It is very good if someone has an idea and a well-de-

veloped canvas for that, but the presentation has almost

the same importance. Develop presentation skills

also in theoretical and practical meaning. Watch

presentations of great presenters, analyze and

discuss about it.

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Mentors The mentors are always LOCAL and experienced in developing businesses. Their tasks are giving feedback, helping, guiding, and being the other point of view in a local context.

RolesChoose your mentors, lecturers/ speakers and workshop leaders considering that they have to be open minded, youth-orientated, easily communicating, and good examples for the youngsters. Pedagogical skills or backgrounds are a plus as well any experiences with youngsters.

Mentors tasks:

giving an example (visited enterprise/project on day 2) or a motivation speech on day 3

looking at the workshops, listen to ideas and giving feedback, help with their opinion withsome outsider look on the ideas day 4/5

coming to the press conference to see the presentations and give some feedbacks on day 6

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SpeakersThey are speakers for the first working day (day 3), people who can give examples about business- or project-life. Their tasks are to be inspiring, moti-vating, giving the youngsters the push they need to move forward with their ideas. You can invite outsiders, even known faces to inspire the youngsters, or your speakers can be your mentors.

Workshop leaders They give the academic, theoretical background of project- and business plan-ning (day 3). In our case the lectures about the business canvas. They are taking care of the workshops, guiding the teams, helping them to prepare their presentations. The youngsters are working with them during the camp.

THE METHOD

Into actionResources

Ideas & opportunities

Spotting opportunities

Creativity

Vision

Valu

ing

idea

s

Ethi

cal &

sus

tain

able

thi

nkin

g

Learning through experienceWorking with others

Coping with ambiguity, uncertainty & risk

Planning & managementTaking the i

nitiativ

e

Mob

ilisi

ng o

ther

s

Fina

ncia

l & e

cono

mic

lite

racy

Mobilising resources

Motivation & perseverance

Self awareness & self-efficacy

It is important for Camp Organizers to understand the process of entrepreneurial competence development and the birth of new businesses. Different types of

participants and duration of camps might have a different focus on the process and competences. In the four InnoCamps our team has selected and focused on the

following issues:

*

FIRST GRAPH: The EntreComp framework of the EC. Source: Bacigalupo et. al. 2016

spotting opportunitiesvalidating ideas creativity

working with others,learning through examplesplanning and management

self-awarenessmobilizing resources

motivation

mobilizing others

understanding the entrepreneurial processcreating a supportive environment

About the method, please contactPéter Fodor - Teacher and consultant of The University of Pécs - fodor.peter@mevid.hu

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Key messagesteaching methods should be chosen for the learning and develop-ing goals of the camps, every competence could be taught by different methods

we have used an experience triangle model we have created: seen (local best practices), heard (lectures on academic background), and actively done (working on own projects).

In order to make an organizer team able to set up a schedule and working plan to deliver their proposed goals, they need to choose the right framework and methodologies. In the following table we have summarized our framework and the tools we have used to carry out our goals to develop the participants’ competences mentioned earlier.

GOALS/METHODS

VISITING LOCAL BENCH-

MARKS

MOTIVATIONSPEECHES OF

LOCAL MENTORS

LECTURESENTREPRE-NEURSHIP

LECTURES ONBUSINESS

MODEL CANVAS

BRAINSTORMINGON BUSINESS

IDEAS

FORMULATINGGROUPS BASED ON

INTEREST & DIVERSITY

WORKING INGROUPS ON

BUSINESS IDEAS AND MODELS

MENTORING OFTEAMWORK,

BUSINESS MODELGENERATION

TRAINING ONEFFECTIVE

PRESENTATIONS

SPOTTINGOPPORTUNITIES

CREATIVITY

VALIDATINGIDEAS

LEARNINGTHROUGHEXAMPLES

WORKINGWITH OTHERS

PLANNING &MANAGEMENT

SELF-AWARENESS

MOTIVATION

MOBILIZINGRESOURCES

MOBILIZINGOTHERS

UNDERSTANDING THEENTREPRENURIAL

PROCESS

CREATINGSUPPORTIVE

ENVIRONMENT

Local benchmarks and motivation speeches In every camp, the local partner and organizer has to choose approxi-matively 3-4 successful local SME’s that the group could visit within one day. These visits have several purposes and benefits:

participants get a personal impact on local economy, circumstances and people,they get familiar with the area

as several topics were involved, every member can find inspiration professionally,

the “if he or she can do it, then I can do it” effectthe examples gave a good common base for the following days to discussacademic topics, lecturers could refer to the seen things.

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Lectures on entrepreneurship Entrepreneurship is a choice. But not every active person realize the difference from being an employee and or establishing their own wellbeing and future. There is a common set of competences that employees and entrepreneurs share, but there is also a relevant difference too. In this phase lecturers have shown the effects of entrepreneurship on economy, the advantages and disadvantages of entrepreneurial life and the needed set of skills and competences. This might give a good checklist for the participants to evaluate their current state of becoming an entrepreneur and get motivation to it.

Lectures on Business Model CanvasDuring the InnoCamps we have used the methodology of Osterwalder (2010) to lead partici-pant s through on a way how to build up a new business. The Business Model Canvas is simple and easy to use visual aid that helps entrepreneurs to think over their whole business process, the most important elements of it, combined also with financial aspects. It is more simple, clear and easy to use, than the former business plans were, but gives the possibility to show how will the new organization capture and deliver value for its’ custom-er, by keeping also her financial vitality and profitability.

A business model describes the rationale of howan organization creates, delivers, and captures value.

(Osterwalder, 2010)

The Business Model Canvas by OsterwalderSECOND GRAPH

The BMC consists of 9 blocks, related closely to each other. The upper part of the model describes the primary value chain of the company, the lower part relates to

the financial flow of it. During the lectures every blocks were described through examples from the former days or well known cases. By the end of the lecturing day, participants were able to understand the most basic elements of an entrepreneurship

and they get a framework on how to start working out their ideas.

Regarding the projects that the participants should work on, we had two initial assump-tions. The first one was to set projects, tasks or at least topics of the projects preliminary, related to the problems and challenges of the local entrepreneurs. The second alternative was to let the participants bring their own ideas and working them out. Both solutions

have advantages and disadvantages. Passion is a key element in entrepreneurial motivation and success.

As Cardon et. al. describes:

Brainstorming on business ideas

“the content of “passion” is an intense positive emotion, whose empirical referents or objects usually involve venture-related opportunities, tasks, or activities and that has a motivational effect that stimulates

entrepreneurs to overcome obstacles and remain engaged.”

That is why we have chosen the second alternative, when participants could bring their own idea. This solution brought the next challenge of how to reduce the number of projects to the idea of 5

participant / project level. We have created the following procedure for this:

Idea pitches idea owners present their idea in two minutesfor the participants and mentors

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22

Mergers - mentors and workshop leaders merged the similar or related ideas - goal: to avoid loss of passion and motivation of participants

Voting - every participant is ranking her/his favorite projects- goal: to select the most popular 4-5 projects

Group information - participants choose the projects they likethe most or have the most enthusiasm for

- in order to keep diversity, team members from samenationality ≤((∑ participant from on nationality)/ number of projects))

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Working in groups on business ideas and models After the site visits of the local benchmarks, the successful preparation of academic back-ground and the selection of the projects, participants should use their knowledge to work out their project. This is the point when theoretical knowledge should be turned to practical one, and when the most common entrepreneurial issues appear. With the use of BMC, they needed to work the concept of value creation, customer segments and relations, key activities and resourc-es out and to prove that they understood and could refer to the challenges of new ventures. The final deliverable was a 20 minute presentation for the local press, mentors, workshop leaders and other participants where audience could ask questions and give feedbacks.

Mentoring of team work, business model generation Workshop leaders had the role during the 3rd and 4th day to monitor the progress of the teams and to help them overcoming the possible obstacles they meet. So did the mentors and the organizers. For these reasons workshop leaders have used status reports from the teams, summaries of their progress, asked questions to foster thinking and creativity and made pre-pitches to give feedback on current state of the development. The value created by the workshop leaders for the youngsters were mainly the decade long entrepreneurial experience and industry related knowledge, the workshop leaders had in different fields. During the four camps our team have used two different approach for mentoring:

1 2One workshop leader

has one team, for whom she/he is responsible for.

Workshop leader should use a more generalist

approach.

Based on our experi-ence, the first approach was more effective, as

the second was causing interferences and

overlapping informa-tion for the partici-

pants.

Workshop leaders help every team,

but from a specialists point

of view.

Training on effective presentations

After the campWhat about the ideas after the camp

(support the developed ideas)

Communication and public speech related competences are also important parts of entrepre-neurial toolset as they need to convince their sponsors, investors, customers, they need to

influence their behavior. Thus we decided to hold a training session on how to do an enjoya-ble, successful presentation, that helped preparing for their final challenge in the camp.

PLANNING.PREPARATION

.STRAREGY.STRUCTURE

EXECUTION.FORMAT

.STYLE

FEEDBACK.INTERACTIONS

.BOMBS

THIRD GRAPH: The traditional keys to effective presentation

Beside the traditional approach of public speeches, we also used the latest recommendations of TED.com presenters on enjoyable perfor-

mances. It is including the advices on how to make presentations filled with emotion (the passion and emotions towards the topic; story telling)

original and memorable.

During the camp you should let your participants know what kind of tools and funds are to help to develop their ideas into real businesses. Try to send them to the right contact persons

already during the camp and be available after if needed.

24 25

What we faced (to do, not to do)

Contacts and links Partner organizations

The struggle to choose the right participants

The tasks of a mentorSometimes it was hard to find the best way to use the mentors. Some felt that they were there a little bit too much, sometimes the youngsters said they wanted to have more opinions from outside. Best way was to have them on the third day with motivational speeches, on the fourth/fith one to give feedback and at the press conference to tell their opinion.

Traveling costsThink about your budget. In Erasmus + projects, there is a km-based traveling cost maximum, which was not enough for the most of the time. We solved the problem by transferring travel costs between the partners and collecting partici-pant fee.

One idea at the TransInnCamp in Romania was to create a peer group of young entrepre-neurs. The group would have meetings during the weekends with different themes around entrepreneurship and everyday life of young

entrepreneurs. The group would also offer peer support between the meetings for

example through social media. Based on this idea Reisjärvi Christian College in Finland started a Leader-funded project in 2017 to

create this kind of peer group model for local young entrepreneurs. One of the camp

participants and owners of the idea is on the project steering group.

Forrás:fb.me/trusugala

Matiss Zalcmanis (LV) together with 4 other international team members during the Camp in

Finland developed business concept for rabbit meat processing which he named “The Rolling

Rabbit”. Matiss Zalcmanis’s family owns a business farm, where they breed rabbits. With

the aim to develop existing business they created the product with added value - ready

made rabbit meatballs in the jar that are healthy, with no allergens and dietary. Shortly after the camp, Matiss worked on the idea and

started to produce this product. He sells the product directly, in the eco-shops, local markets,

online, and his customers are families with children, people with lactose and gluten

intolerance. Matiss admits that camp gave him extra kick to finalize his idea.

Business Club Developed ideas Rabbit Rolls

Rieska Leader (FI) Keskipiste Leader (FI)

Zied Zeme (LV)

Rieska Leader ry is a LAG, a Local Action Group in Northern

Ostrobothnia, Finland. It is a rural development organization, which includes 7 municipalities. During it`s 20 years of activity, Rieska Leader collected a lot of knowl-

edge and experience of rural development, funding small

companies and local organizations. We have been actively using the Erasmus+ fund for about 5 years.

Public and private partnership association „Zied zeme“ or "Land in Bloom" [ENG] is

established on May 25, 2005. It is situated in the central part of LATVIA, near capital city RIGA.

We are implementing Local development strategy in 5 administrative territories (Ikskile, Ogre, Kegums,

Lielvarde, Baldone district), covering 42 331 inhabitants.

Association represents non-governmental organiza-

tions, municipalities, entrepre-neurs, women's organizations and youth organizations as well as representatives from

agriculture sector.

YOU HAVE TO MAKE SURE...

Collect your experiences, write them down

that all your participants have

insurances

under 18 you need a permission from the parents of the

youngsters

you have shared clearly the tasks

and roles with your partners

you held a meeting with the partici-pants where they

get all the info they need about the

country you will visit (currency,

time zone etc.), the flights, the

program, needed equipment etc. and what it takes to get the most out of the

camp

to keep being flexible during the camp, to be able to change programs due to weather conditions, time

issues etc.Prepare feedback forms on paper to your participants, which they can fill on the last day of the camp. Collect all the feedbacks and put them into a folder. Take them under consideration

Hold meetings with the partners during the camp if needed and email or skype-meetings after the camp

Rita Kovacs, +3587618300rita.kovacs@rieskaleader.fi

www.rieskaleader.fi

Keskipiste-Leader is a rural development association, one of the 54 Finnish local action

groups. Our mission is to support local and balanced development of the area. Our focus

during 2014-2020 is in three themes: entrepreneurship, local communities and

democracy and youth participation. The area of the LAG Keskipiste-Leader is situated in the

middle of Finland and it consists of eight communities: Haapajärvi, Haapavesi,

Kärsämäki, Nivala, Pyhäntä, Pyhäjärvi, Reisjärvi and Siikalatva. This area of 10 400 km2 has under 45 000 inhabitants. Special characteristics of this rural area are active

villages, strong and original culture, fantastic entrepreneurial spirit and a large number of

children and young people.)

Anni-Mari Isoherranen, +35840 544 8643anni-mari.isoherranen@keskipisteleader.fi

www.keskipisteleader.fi

Maris Cirulis, +37129782159maris@ziedzeme.lv,www.ziedzeme.lv

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Useful links

References

Ahmed S.Z.F.- Koubaa M.B., (2013): Core Competencies And Phases Of The Organi-zational Life Cycle. In: International Journal Of Business And Management Studies.

Vol 5, No 1, 2013 ISSN: 1309-8047 (Online) p. 461

Bass L., (2016): 5 Phases of the Startup Lifecycle: Morgan Brown on What it Takes to Grow a Startup. https://growthmarketingconf.com/5-phases-of-the-startup-life-

cycle-morgan-brown-on-what-it-takes-to-grow-a-startup/

Bacigalupo, M., Kampylis, P., Punie, Y., Van den Brande, G. (2016). EntreComp: The Entrepreneur-ship Competence Framework. Luxembourg: Publication Office of the

European Union; EUR 27939 EN; doi:10.2791/593884

Cardon, M.,S., Wincent J., Singh J., Drnovsek M., (2009): The Nature And Experience Of Entrepreneurial Passion. in: Academy of Management Review. 2009, Vol. 34, No.

3, 511–532.

European Commission (2015): Annual Report on European SMEs 2014 / 2015. SMEs start hiring again Sme Performance Review 2014/2015. Final Report .November

2015.

Gibb, A., Ritchie, J., (N.Y.): Understanding The Process Of Starting Small Businesses. Downloaded from isb.sagepub.com at OHIO UNIV on December 5, 2016

Osterwalder A., Pigneur Y.,: Business Modell Generation. John Wiley & Sons, Inc., Hoboken, New Jersey. 280 p.

Mecsekvidék Leader (HU)Mecsekvidék Egyeseület is a Leader Action Group

including 38 villages around Pécs. The LAG’-s main goal is to develop the living conditions and the possibility of

employment of the rural population. The strategy is focusing on local business, social entrepreneurship and

youngsters. In the association there are around 100 members and- such as in the board- the members are deputies of local enterprises and civil associations and

from the local government.

Local contact: Marton Horvath, +36 70 609 8565 marton.horvath@mecsekvidek.hu

Bogátalji Mozgalom (RO)Bogátalji Mozgalom Csíkrákos és Göröcsfalva on his full name is a Youth NGO, from Transylvania, Romania. The

organization was founded in 2000, by some local young-sters who wanted to make a stronger community of

hungarian youth of their villages. Main goal of the Bogátalji movement is to involve young people to the village’s

community life with organizing different programs. Our main projects are based on the principles of innovation, participation and conservation of cultural herritage. Our

members frequently take part in Erasmus and EVS projects, and we are happy to be partners in future projects too.

Local contact: Géza Antal, +40 749 606 727 antal.geza@miert.ro

https://eacea.ec.europa.eu/erasmus-plus_enhttps://www.facebook.com/ProgrammeErasmusPlus

http://ec.europa.eu/programmes/erasmus-plusfb.me/trans.inn.camp/

About the method:Péter Fodor

The University of Pécsfodor.peter@mevid.hu

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