ReSTI: Deliverable 5.2.2. Report from the mid-term meeting of the pilot course

Excellence in ReSTI

Project Code:

DTP1-1-450-1.2

Document type:

Deliverable 5.2.2

Project start date:

01/02/2017

Project end date:

31/07/2019

Excellence-in-ReSTI Excellence in research, social and technological innovation project management

Deliverable 5.2.2 Report from the mid-term meeting of the pilot course Due date of deliverable: 30/06/2019

Actual submission date: 30/06/2019

Project co-funded by European Union funds (ERDF, IPA) Project webpage: www.interreg-danube.eu/excellence-in-resti

Report from the mid-term meeting of the pilot course (D5.2.2.)

Excellence in ReSTI

Document Control Sheet Work package Number

WP5

Work package Title

Implementation of Pilot

Activity Number

A5.2

Activity Title

Kick-off meeting and implementation of face-to-face courses

Deliverable Number

D5.2.2.

Deliverable Title

Report from the mid-term meeting of the pilot course

Dissemination level

Public

Main author

Claudia Kummer (FHB)

Contributors

Regina Rowland (FHB), Stella Kalac (SIL), Gabor Szudi (ZSI), Peter Kaldos (DJ)

Quality Assurance

Pamela Bartar (ZSI)

Versioning and Contribution History

Version

Date

Author/ Editor /Reviewer

_v01

03/04/2019

Claudia Kummer (FHB)

Gabor Szudi (ZSI)

Conceptualization of Structure and Content

_v02

20/04/2019

Stelle Kalac (SIL)

Claudia Kummer (FHB)

Chapter 4

_v03

19/06/2019

Claudia Kummer (FHB)

Regina Rowland (FHB)

Main chapters 1,2, writing texts & including graphs

_v04

25/06/2019

Regina Rowland (FHB)

Claudia Kummer (FHB)

Chapter 5

Claudia Kummer (FHB)

Regina Rowland (FHB), Peter Kaldos (DJ)

Chapters 3, 6, annexes.

Gabor Szudi (ZSI)

Pamela Bartar (ZSI)

Reviewing, Proofreading and QA

_v05

27/06/2019

final

30/06/2019

Document last saved on

27/06/2019 6

Contributors

Description/Comments

Report from the mid-term meeting of the pilot course (D5.2.2.)

Excellence in ReSTI

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Report from the mid-term meeting of the pilot course (D5.2.2.)

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Content Content..................................................................................................................................................3 Executive Summary..............................................................................................................................5 1

Introduction..................................................................................................................................5

2

Meeting Concept Note..................................................................................................................6 2.1 Planning, Venue and Logistics.................................................................................................6 2.2 Content and Activities.............................................................................................................6

3

Mid-term feedback on the ReSTI Pilot.........................................................................................7 3.1 Process of collecting feedback................................................................................................7 3.2 Evaluation and validation of feedback....................................................................................8

4

Train-the-Trainer Workshop A – Social Innovation...................................................................9 4.1 Purpose and Objectives...........................................................................................................9 4.2 Set-Up of the Workshop..........................................................................................................9 4.3 Workshop agenda and preparation........................................................................................9 4.4 Workshop sessions................................................................................................................10 4.4.1

Session 1: Internal Skills and Capacities to Innovate..................................................10

4.4.2

Session 2: Your Values..................................................................................................11

4.4.3

Session 3: ReSTI Network Social Value Statements....................................................11

4.4.4

Session 4: ReSTI Network Features and Activities......................................................12

4.5 Impact of this workshop........................................................................................................12 5

Train-the-Trainer Workshop B – Innovation in the Business Context....................................13 5.1 Purpose and objectives..........................................................................................................13 5.2 Setup of the workshop...........................................................................................................13 5.3 Workshop Agenda and preparation.....................................................................................13 5.4 Session Content: The Business Model Canvas......................................................................14 5.5 Impact of this workshop........................................................................................................16

6

Conclusions and Recommendations..........................................................................................17 6.1 Content...................................................................................................................................17 6.2 Organization and Information..............................................................................................18 6.3 Expectations...........................................................................................................................19

7

List of Annexes............................................................................................................................21 7.1 Annex 1 – Agenda...................................................................................................................21 7.2 Annex 2 – Venue Information...............................................................................................21 6

Report from the mid-term meeting of the pilot course (D5.2.2.)

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7.3 Annex 3 – Participant List.....................................................................................................21 7.4 Annex 4 – Evaluation Sheet...................................................................................................21 7.5 Annex 5a – Feedback & Sharing Introductory Presentation...............................................21 7.6 Annex 5b – Feedback & Sharing Survey for Participants....................................................21 7.7 Annex 5c – Feedback & Sharing Survey for Partners..........................................................21 7.8 Annex 5d – Feedback & Sharing Wrap-up Presentation.....................................................21 7.9 Annex 6 – Presentation: Module 4........................................................................................21 7.10

Annex 7 – Presentation: Module 5....................................................................................21

7.11

Annex 8 – Train-the-Trainer Workshop A.......................................................................21

7.12

Annex 9 – Train-the-Trainer Workshop B.......................................................................21

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Report from the mid-term meeting of the pilot course (D5.2.2.)

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Executive Summary The Mid-Term Meeting of the ReSTI.academy pilot training course with the title “Excellence-inReSTI 2nd Pilot Participant Meeting” took place on 4 and 5 March 2019 at Digitalis Jolet Nonprofit Ltd (DJ)’s office, in Gellerthegyi utca 30-32, H-1016 Budapest. The event was organised by Digitalis Jolet Nonprofit Ltd in a joint effort with University of Applied Sciences Burgenland (FHB, Austria) in the capacity as WP leader of Work Package 5 “Implementation of Pilot”. ZSI as project lead was responsible for overall mainstreaming of the two-day programme and quality assurance of the feedback sessions.

22 fully funded participants, 3 non-funded participants, and 18 project team members participated in the face-to-face meeting. Each partner from the consortium was represented by at least one attendee, which ensured consistent and thorough learning interactions between all parties. In sum, event participants represented more than 34 organisations from 12 countries.

1 Introduction While 25 funded participants had confirmed their attendance for the second face-to-face meeting in Budapest, the consortium regrettably received three cancellations due to illness or cancelled flights as a result of bad weather conditions. In order to provide an incentive for keeping up the motivation among the group of non-funded participants, ZSI had monitored the progress of this group and awarded the best three participants with an invitation to the Budapest meeting. The programme was adapted so that these “temporary” participants could get connected with the main group and catch up with their level of information and network status. The total number of participants in this event was therefore 25. Annex 3 shows the list of participants in the main parts of the programme (first meeting day, networking dinner, second meeting day; see fig. 1).

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Figure 1 ReSTI participants & faculty representatives at the Mid-Term Meeting

2 Meeting Concept Note 2.1 Planning, Venue and Logistics The mid-term meeting was held at the premises of Digitalis Jolet Nonprofit Ltd (DJ Gellerthegyi utca 30-32, H-1016 Budapest. The main conference room for plenary sessions (see fig. 2) was located at the entrance in the ground floor while two smaller rooms on the forth floor were reserved for small-group workshops and taskforce meetings by consortium members.

Organizers made use of the Handbook on organization, effectuation and control of dissemination events (D.2.3.2.) containing all necessary information about how to plan and organize an event.

Annex 1 and 2 contain the agenda of the event and useful information on the venue.

Figure 2 Main Conference Room at the Venue The local host organized accommodation at a near-by hotel “Mercure Buda” located at ten minutes’ walking distance An evening networking dinner was organized at a local restaurant, giving participants the opportunity to connect with each other and to create informal collaboration units for the upcoming online learning phase.

2.2 Content and Activities The agenda was divided into three main parts: The first day was dedicated to administrative issues and a general feedback session about the past three modules. A short summary of the results is described in chapter three of this report, with the aim of providing an overview of the tackled topics. After that followed a brief introduction to both modules 4 and 5 (see Annexes 6 and 7) that closed the first day.

Fulfilling the requests by participants from the first meeting’s feedback survey, the second day was dedicated entirely to module content driven sessions. Two train-the-trainer workshops formed the heart of the event that were designed as appetizers for the upcoming module 4 (Social Innovation) and module 5 (Innovation in the Business Context). Both workshops are described in detail in chapters four and five of this report.

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3 Mid-term feedback on the ReSTI Pilot 3.1 Process of collecting feedback The aim of the 2 hours’ session of “feedback & sharing of experiences of the ReSTI programme” was to gain insights on cognitive and affective responses to the first half of the pilot programme.

In contrast to the course and module based feedback sessions, the present method allowed a broader perspective and a more connective view of participants’ learning environment and their personal progress. The feedback process was designed and facilitated by University of Applied Sciences Burgenland (FHB), Claudia Kummer, and Centre for Social Innovation (ZSI), Gabor Szü di.

The process for collecting participants’ feedback included the following steps: 1) Introduction to experience-sharing exercise (FHB; see Annex 5a and Annex 5b) ǀǀ 10 mins 2) Individual written feedback-giving (overall impressions) ǀǀ 20 mins 3) Presentation on feedback and recommendations given to module 1 & 2 (ZSI) ǀǀ 20 mins 4) Presentation on feedback and recommendations given to module 3 (UB) ǀǀ 20 mins 5) Individual written feedback-giving (recommendations) ǀǀ 20 mins 6) Group written feedback-giving (3-4 people), prioritizing ǀǀ 20 mins 7) Plenary discussion of three high-priority recommendations per group (see Annexes 5d) ǀǀ 30 mins Steps 3, 5, 6 and 7 involved participants actively. The specific advantage of the multiple-phase feedback collection was that it allowed to get very individual insights through the first two rounds of silent writing whereas in the last two steps, discussions led to a group consensus on the prioritization of recommendations (see fig. 3).

Figure 3 Group feedback giving and prioritizing At the same time while participants were reporting their focused feedback in step 7, ZSI asked the course developers and module leaders to work in teams on a complementary set of self6

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reflection questions dealing with their courses’ content and their reflection on feedback by participants (see Annex 5c).

In the final plenary discussion, each group of participants explained their view on the three most important recommendations and answered to questions by the module leaders. The feedback forms were collected to provide a discussion basis for module leader task force on day 2.

Figure 4 Plenary report of participants’ recommendations ǀ module leader task force

3.2 Evaluation and validation of feedback Parallel with the train-the-trainer workshops on day 2, a task force of module leaders and course developers held a meeting to analyze the list of recommendations and to develop action points for the second half of the pilot. As a result of these negotiations, the most important take-away messages are collected in Annex 5d:     

Improved thematic coherence between courses More understandable internal course structure More target-group specific role of ReSTI Plaza Workload and timeline related issues Assessment related recommendations

A more in-depth and holistic feedback analysis will follow in Report D5.3.2 in the context of presenting the online pilot implementation.

The summary of the module leaders’ analysis and proposed action points was finally presented to the participants in the closing session of the second meeting day. This allowed the consortium to validate their evaluation of the first half of the pilot and get some more input on specific questions arising for the design of the second half of the training.

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4 Train-the-Trainer Workshop A – Social Innovation 4.1 Purpose and Objectives Train the Trainer workshop on social innovation was designed for several purposes:    

to introduce and experience Module 4 Social Innovation activities and themes (e.g. building empathy, experimenting with some social innovation methods,…), to assess impact of co-creation for social change, to begin co-developing ReSTI network and giving it a human centered value, to build relationships across ReSTI network and facilitate meaningful exchange between participants and ReSTI consortium members.

4.2 Set-Up of the Workshop The workshop was conceptualized and facilitated by Module 4 leader SIL, represented by course developer Mirna Karzen. For this Train the Trainer workshop on social innovation, SIL decided to use various social innovation tools and adjust them in order to achieve workshop’s general goal – building ˝ReSTI network social values˝. The workshop programme was designed in coordination with FHB (Regina Rowland) who was facilitating a parallel session on business planning for ReSTI network. That way, both workshops could offer various topics and tools but at the same time to establich mutual synergies with having one umbrella topic that is designing and building a future ReSTI network. The structure of this workshop session was designed to last two and a half hours and for capacity of 14 to 16 participants. It was aimed to bring together half of ReSTI participants in the morning sessions and half in the afternoon session. That way, workshop quality and time would be managed properly, and group dynamics could be assured.

4.3 Workshop agenda and preparation 09:30 – 12:00: Workshop 1 for 14 participants (in parallel with FHB workshop) 13:30 – 16:00. Workshop 2 for other 14 participants (in parallel with FHB workshop)

Figure 5 Social Innovation: Train the Trainer workshop flow The workshop facilitator prepared a PowerPoint presentation and printed process instructions sheets (see Annex 8; see also fig. 5) to help participants navigate throughout the process, printed template sheets for interactive session 1 and 2 as well as flipchart markers and lost of pens and post-its.

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The workshop area was a classroom with a set-up of three working stations; desks with each having 4 chairs and one flipchart stand. Moreover, there was a space for project consortium partners to observe the workshop and provide their insights following a set of questions on Observers’ Sheet. Besides working equipment, the facilitator instructed participants to enjoy, be open to collaborative approach, have courage to speak their mind and have fun during the process.

4.4

Workshop sessions

The workshop was divided into four main areas (interactive sessions). After short introduction to the workshop’s aims and agenda, the participants discussed how they envision the future ReSTI network, what it can represent, and which resources they can bring in it. The aim of this discussion was to give a common sense of what ReSTI network can be and emphasize the importance of their engagement in its sustainability. Participants’ responses included human resources such as connections among local or regional stakeholders, knowledge and expertise in ReSTI topics, professional experience from different sectors and areas and more.

4.4.1 Session 1: Internal Skills and Capacities to Innovate The first session was aimed at accessing participant’s internal knowledge and capacities to innovate. The aim of this task was for each participant to individually evaluate their own level of skills and capacities. Participants were given an adjusted Capital System Methodology template.

They scored their own capacities from 0 (minimum) to 4 (super skilled) and got a visual representation of areas they excel in to areas they are supposed to work on and learn more about (see figure 6). The general conclusion was that ReSTI participants are mostly good at capacities related to analytical & strategic thinking and careful observations of processes.

However, what they mostly lacked were soft skills – inspiring others, storytelling, thinking outside the box etc.

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Figure 6 Adjusted Capital System Methodology Template

by Stella Kalac, original version can be found at: www.silearning.eu

4.4.2 Session 2: Your Values The second session was oriented towards building empathy by conducting interviews with participants. The aim of the session was to use interview format to find out which values participants stand for, what their goals are and which principles they follow in their everyday life. Moreover, this exercise pointed out the relevance of considering individual values when building a common business or network values such as ReSTI network. Individual values in this case, serve as a reference point when building a network and increase participant’s dedication, motivation, give a sense of common energy and enthusiasm towards ReSTI network.

Participants formed a group of two and using the Value mapping template played a role of the interviewer and interviewee. Values extracted from these interview sessions included professionalism, openness, curiosity, building connections with people, sharing and giving, commitment, reliability, enthusiasm, altruism, individuality and more.

Figure 7 Social Innovation – Workshop in Progress (1) 4.4.3 Session 3: ReSTI Network Social Value Statements The third session involved combining results from previous two sessions in order to form relevant ReSTI network social principles and values. Participants gathered in teams of four and mutually decided which values and capacities they should include as a part of ReSTI network values and learned how they can form a value statement. Exercise included discussion, collecting insights, finding patterns and designing a statement vision. Some statements participants designed include the following ones: 1. ReSTI network will share its resources to build the ability to approach the right people.

2. ReSTI network will inspire growth by staying goal oriented and continuously applying strategic thinking.

3. ReSTI network will sustain the growth of networks by thinking outside the box and continuously promoting different tools and approaches.

4. ReSTI network will foster fairness by careful listening to needs and expectations of others.

5. ReSTI network will inspire other sectors to use sustainable approaches/methods in their work.

6. ReSTI network will support policy to stay committed to their goals in RI. 7. ReSTI network will inspire flexibility and thinking out of the box by bringing different people together.

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8. ReSTI network will bring different people together to raise innovation capacities and research /business opportunities.

9. ReSTI network will share impactful network results to inspire members and form new partnerships.

10. ReSTI network will empower its members to pursue multidisciplinary approach in their work.

11. ReSTI network will commit to recognize and fill in the need gaps of research and project management community.

12. ReSTI network will foster radical collaboration among different sectors and stakeholder groups.

13. ReSTI network will educate local stakeholders how to pursue their goals to achieve local social change.

4.4.4 Session 4: ReSTI Network Features and Activities Lastly, the fourth session was designed as a short brainstorming session aim at listing innovative activities and features that the future ReSTI network can have to pursue its value statement.

Here, participants were working in groups to design network features that could be implemented in the short term after the project ends. Some results included ideas such as Facebook ReSTI generation groups, ReSTI alumni groups, ReSTI regional ambassadors, conferences, ReSTI time bank for skills and knowledge exchange, crowdsourced best practice example mechanisms and more.

Figure 8 Social Innovation – Workshop in progress (2) At the end of the workshop, project partners observing the process provided their feedback on the workshop, summarized their key results and insights and emphasized the value of using socially innovative approaches in collaboration and working on building innovative ideas.

Participants shared their insights and felt enthusiastic on learning more on social innovation through Module 4.

4.5

Impact of this workshop

By engaging and collaborating with others during this workshop, ReSTI participants:   

started exploring practical paths to build and sustain future ReSTI network learned how to collaborate in a group to achieve results and solve problems practiced empathy, active listening, human centered design approach and creativity 6

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

got a sense of what activities in Module 4 look like, prepared their mindset towards active learning and hands on approach in problem solving processes.

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5 Train-the-Trainer Workshop B – Innovation in the Business Context 5.1   

Purpose and objectives

to teach participants how to engage with Module 5 activities to offer a practice session because innovation can only be “learned” through “doing” to showcase how to a) set up such an activity (because some of the activities ask participants to run workshops, and instructions were shared as seen below in the same template format in which all activities are described in Moodle) and b) to experience, from scratch, such a workshop

5.2

Setup of the workshop

The workshop was conceptualized and facilitated by Module 5 leader FHB, represented by course developer Regina Rowland. Half of the participants worked with Module 4 instructors, while the other half worked with Module 5 instructors. The groups switched after lunch so that all participants were trained in both modules.

Participants in this session were put into small groups of 3-5 people and were taken, gradually, through the development of the business model canvas with the additional use of video instructions (the same instructions that are included in course 5.4 of the ReSTI.academy); they were coached through these steps by instructors and mentors present in the room.

Figure 9 Innovation in the Business Context - Workshop facilities

5.3

Workshop Agenda and preparation

09:30 – 12:00: Workshop 1 for 14 participants (in parallel with SIL workshop) 13:30 – 16:00. Workshop 2 for other 14 participants (in parallel with SIL workshop)

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Participants co-developed a business strategy for the establishment of a “ReSTI Network” organization. The learning objective was to co-construct knowledge and gain experience in how to begin co-developing a road map for such an endeavor. In this 2,5-hour activity, participants discussed and made plans for establishing, nourishing, and maintaining a mutually beneficial ReSTI Network.

Available ReSTI consortium members (~5) observed the groups in action without interacting with the participants. Their job was to observe, consolidate and reflect and to report their observations mid-way and at the end of the session to the whole group. Desired outcomes were    

to experience a Module 5 activity (design thinking methods for business strategy) to explore the (classic) Business Model Canvas together to begin co-developing a ReSTI Network to build relationships across ReSTI Stakeholders

5.4

Session Content: The Business Model Canvas

The session consisted of several steps of learning, each requiring group discussions and negotiations to agree on the vision, potential implementation, and level of impact of a business strategy for the network to thrive. Each team also presented their outcomes and learnings to the rest of the groups during several rounds.

At the beginning of the learning process, participants were introduced to the basic concept of the Business Model Canvas using Mike Lachapelle (2017) short video instructions that are also part of course 5.4. The use of materials for this type of innovation session was also elaborated on (working wall, work sheets, post-its and pens, 9-fields of the Business Model Canvas graphic).

After becoming familiar with the nine key building blocks of the Business Model Canvas (figure 10 and 11), participants embarked on the strategy development step by step: 1.

2.

3.

4.

5.

6.

7.

8.

9.

customer segmentation value proposition customer relationships channels key activities key resources key partners revenue structure cost structure

Figure 10 Working on the Business Model Canvas – Customer Segmentation

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Figure 11 Business Model Canvas featuring Key Activities.

Lachapelle, M. (2017). Overview of key activities. Retrieved from

The instructions to participants were given orally and were supported by hand-outs for each step in the process (see Annex 9) simulating the ReSTI.academy online programme potential.

This design allowed participants to become familiar with the method and with the “logic” of module 5 instructions as a preparation for the upcoming online phase. An example instruction is shown in figure 12.

Figure 12 Instructions step-by-step – example The first building block to work on concerned customer segment/s. Here participants thought about their customers’ problems or job issues, the gains they might enjoy when participating in a ReSTI Network and/or the pains that would be alleviated through it, and the markets in which they operate.

After participants had defined proper customer segments, they needed to think about the value such a network would hold for them. The challenge here, in particular, was about NOT simply describing the product to be innovated, but the value it would truly provide for the defined customer segment (in other words, HOW this network would bring gains and/or alleviate pains). This leg ended with writing a value proposition that was compelling and promising. While some participants were familiar with the parts of such a development, the creative processes and materials used represented a new way of working for most.

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Next they thought about strategies for not only attracting customers but also have them keep coming back for more, they described the nature of the relationship they wanted to create with the network and how to develop the customer base deeper and wider. The groups closed with discussing the channels they might use for completing the business transactions in this network and the mechanics of the interactions.

There would be more steps to complete the canvas fully, for which the session was too short.

However, the intent of becoming familiar with Module 5 innovation process and working methods was achieved and the groups stopped at a logical point (having completed four fields on the right side of the canvas).

5.5

Impact of this workshop

Both groups needed about the same amount of time to complete a third of the canvas. Both groups had four teams, and in both groups three teams did well, while one team struggled a bit due to team dynamic issues (they couldn’t agree on most tasks they were asked to perform and/or had different experience levels with the content to start with and which circumstance caused confusions and frustrations in the team). Regardless, participants gained experience in innovation steps customary in the business context. They learned how to set up a working wall and how to engage their team around this work space. They all worked with flexible “post-its” for sketching information quickly (a key ingredient in rapid innovation steps), and learned what kind of materials are required and what kind of extra instruction sheets might be helpful in innovation tasks (see figure 13).

Figure 13 Innovation in the Business Context – Workshop Participants In the feedback for the session, in relation to this train-the-trainer session (Module 5) participants reported as most useful:     

Module 5 presentation & expectations Working in teams, interactivity, brainstorming Interactive formats, group works, prompt feedback Workshop business model canvas Practical exercises & practice based on upcoming modules

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6 Conclusions and Recommendations At the closure of the event, attendees were requested to fill out the feedback forms (see Annex 4). 32 forms were returned to the organizers, and their analysis yielded insights into participants’ and partners’ perception of the meeting and several suggestions for adjustments for the follow-up face-to-face meetings.

To enable comparison with the kick-off meeting, the questionnaire followed a similar structure and reflected similar questions. The three sections were: Feedback format on “Content” (1) and “Organization and Information” (2) used Likert scales from 1 (very satisfied) to 4 (not satisfied).

The “Expectations” section asked for indications as to whether respondents’ expectations were “met or very likely that they will be met in the future” (1), “partially met or not clear if it can be met in the future” (2), and “not met or unlikely that they will be met in the future” (3). At the end of the questionnaire, participants were invited to share freely in their own words comments about how the event met their expectations, and what they found to be the most and the least useful aspects of the event.

6.1 Content The “Content” section dealt with respondents’ level of satisfaction with the general content and more specific content in the respective presentations and interactive sessions of the meeting.

Summarizing all aspects, the average satisfaction with content was high or even very high (mean = 1.40), varying between average values of 1,19 and 1,75. Figure 14 shows the average ratings for all items. The best activities in the eyes of respondents were “Module 4 introduction” and “Train-the-Trainer Workshop A” followed closely by the “wrap-up session” as a result of the feedback activity (1.8).

Content 5

4

3

2

1

0

1.40625

1.1. Methods used during event

1.40625

1.2 Setup of issues and topics under discussion

1.75

1.3. time dedicated to different topics

1.375

1.4 quality of presentations

1.375

1.5 quality of the moderation

1.3125

1.6. interaction with participants

1.5

1.7. supporting documents

1.43333333333333

1.8. feedback & sharing experiences

1.19354838709677

1.9. Module 4 Introduction

1.41935483870968

1.10. Module 5 Introduction

1.24137931034483

1.11. Train-the-Trainer A - SIL

1.53571428571429

1.12. Train-the-Trainer B - FHB

1.29166666666667

1.13. Wrap-up Session

Figure 14 Respondents’ Feedback on Content 6

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These results are also reflected in participants’ comments on the most useful aspects of content:    

Workshop Sessions by SIL and FHB / business model canvas / innovation practice / Social Innovation (14 mentions) Presentation of the modules / explanation of online implementation (8 mentions) Focused feedback & sharing of experiences session – highly appreciated since it could improve future courses (7 mentions) Networking aspects / connecting with others / interactive group works (6 mentions)

The least useful aspects of content mentioned include:  

Timing / presentations – partially too detailed or lengthy / timing of workshops: whole day is too tiring / (4 mentions) Workshop sessions by SIL and FHB / too demanding / not directly related to business market (2 mentions)

In conclusion, participants were generally (highly) satisfied with the meeting’s content. In a result of the kick-off meeting’s feedback, the organizers had foreseen a larger share of moduleoriented sessions as compared to administrative sessions. This strategy was highly welcomed by participants, who rated the workshop sessions (chapter 4 and 5) as the most beneficial parts of the event. Also, participants’ satisfaction with more in-depth module presentations was reflected in the evaluation of this meeting. Given the positive reactions to networking elements of the meeting, the organizers conclude that their objective of connecting participants and faculty was successfully reached. For the final meeting, there is potential in adjusting the schedule so that the presentations include less detail and more variety (e.g. small breaks, different kinds of sessions with diverse activity levels) to keep up motivation throughout the meeting.

6.2 Organization and Information The “Organization and Information” section was intended to seek feedback on all aspects concerning the organisation, hosting, venue, and communication before and during the event. All ratings were between 1,1 and 1,5 (mean = 1,29). Among the top ranked items were “information on accessibility of venue” and “information or advice on hotel options”, as well as “information on objectives, content, and programme”. All items in this section were seen very positively by participants.

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Organization and Information 5

4

3

2

1

1.20689655172414 1.46666666666667 1.23333333333333

0

2.1. Overall organisation of event 2.2. event's venue 2.3. accessibility of venue

1.46666666666667

2.4. technical infrastructure

1.31034482758621

2.5. material offered at the event

1.46666666666667

2.6. food and beverages

1.21428571428571

2.7. style and level of communication (organisers)

1.16666666666667

2.8. information on accessibility of venue

1.16666666666667

2.9. information or advice on hotel options

1.2

2.10. informatoin on objectives, content, programme

Figure 15 Respondents’ Feedback on Organization and Information The free-comments section yields fewer comments about organisation, which is even more obvious than in the first meeting. It may be interpreted in the sense that the organisation of the event seems less important than the content offered.

Positive comments can be summarized as: 

Networking possibilities / attractive evening programme

Negative aspects include: 

too long breaks

It is worth mentioning that nearly of the aspects’ evaluation improved slightly as compared to the kick-off meeting – except for 2.2. event’s venue, which was literally the same value. The most important improvement was achieved in 2.4. technical infrastructure (1,47 as compared to 2,12). This can be explained by the learning curve of the partnership in managing events as a team, and also by the more efficient flow of communication owing to the strengthened network of faculty and participants. Thus recommendations for the final meeting include: keeping up the high level of organisational and informational standards, and planning enough networking opportunities.

6.3

Expectations

Similar to the kick-off meeting, the participants’ expectations were (almost) fully met during the kick-off meeting. Without exceptions, all participants rated the match with expectations between 1 and 2 (1 being the best and 3 the worst). Average values ranged from 1,06 (getting the desired information) and 1,20 (getting the insight into implementation of online modules) – see figure 16.

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Report from the mid-term meeting of the pilot course (D5.2.2.)

Excellence in ReSTI

Match with Expectations 5

4

3

2

1

1.0645161290 3226

0

3.1. Getting the desired/necessary info

1.2

3.2. Getting the insight into implementation of online modules

1.1290322580 6452

3.3. Networking with other participants and faculty

Figure 16 Respondents’ Feedback Match with Expectations Only 10 mentions were counted in the free-writing section of the “expectations” part:    

All fine (3) networking – there is still more potential (3) misbalance between module work and (too much) feedback (2) other (2)

In sum, the feedback survey confirmed that      

the joint efforts of the consortium to prepare this meeting were highly appreciated the train-the-trainer workshops met participants’ expectations to learn module-related content and get prepared for the upcoming online phase state-of-the-art technical and digital facilities were successfully improved learners appreciate networking even more as they form a closer community non-funded participants and fully funded participants did not differ substantially in their evaluation tendencies participants appreciate the fact that their feedback is heard and taken seriously.

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Report from the mid-term meeting of the pilot course (D5.2.2.)

Excellence in ReSTI

7 List of Annexes 7.1 Annex 1 – Agenda 7.2 Annex 2 – Venue Information 7.3 Annex 3 – Participant List 7.4 Annex 4 – Evaluation Sheet 7.5 Annex 5a – Feedback & Sharing Introductory Presentation 7.6 Annex 5b – Feedback & Sharing Survey for Participants 7.7 Annex 5c – Feedback & Sharing Survey for Partners 7.8 Annex 5d – Feedback & Sharing Wrap-up Presentation 7.9 Annex 6 – Presentation: Module 4 7.10 Annex 7 – Presentation: Module 5 7.11 Annex 8 – Train-the-Trainer Workshop A 7.12 Annex 9 – Train-the-Trainer Workshop B

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