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GUIDEBOOK Transnational Innovation Camps for Youth

Lead in Publisher: Rieska Leader ry General Manager and Editor in Chief: Kirsti Oulasmaa Executive Editor: Rita Kovács Contributing Editors: Géza Antal, Maris Cirulis, Márton Horváth, Anni Isoherranen Illustration and photos: Fodor Péter, Horvát Márton Copyright: TransInnCamp – Rieska Leader ry With the support of the Erasmus+ programme of the European Union 2017

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 journey through transnational innovation camps for youth. There were totally four camps in Finland, Hungary, Transylvania (Romania) and Latvia and 80 youngsters 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 experience 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 involvement 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!



Table of contents 12 Organizing the camp 3 Lead in 7 The goal of the project (benefits) 8 Human resources

Partners Local cooperation Workshop leaders 10 Financial capacity 11 Preparation for the camp Participant selection Idea It’s a thematic camp or not


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 17 The method


The goal of the project (benefits)

23 24 25


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.

More than a camp, it’s a network


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.

Building entrepreneurial capacity or creating vendible start-up projects


26 27

Entrepreneurship cannot be divided from the topic of Small and Medium Sized Enterprises (SMEs) as the result of entrepreneurship 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:

SMEs are the backbone of the European economy. 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-responsibility and the creation of new enterprises not only helps to sustain the local population, but also offers the possibility of social and economical development;


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


Human resources Partners In the project we have had 5 partners’ altogether, 2 LAGs (Local Action Groups- rural development 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.

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.

For finding the right partcipants 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 finding the right mentors and enterprises to visit

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

You have to be in contact with the media as well, inviting them to the camp or sending them stories about the project. Search for workshop leaders 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 your workshop leaders, look for teachers/trainers in educational centers, universities. In our project we had a group of experts from the University of PĂŠcs. Having the same group during the 4 camps gave a possibility to develop the method together.


Prepearation for the CAMP

Financial capacity PROGRAMS 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.

PRESS CONFERENCE You might count the costs for renting a place, ordering coffee and for possible speakers.


Think how many of you will travel to where, count the local traveling as well. In bigger countries (like Romania or Finland), domestic traveling can cause a lot of costs as well.

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.)



You have to think about the accommodation, including the meals (breakfast, lunch dinner and coffee). You might have some additional costs to rent rooms from the building for workshops or use the sauna.

They 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.




Participant selection

Planning meetings are important to meet in person and talk about the project. It means traveling costs, accommodation, meals, needed equipment.

With 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.

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




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 participation. 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.

You 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 effectively. The key element is desire for teamwork.

Language skills are very important, 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.


Facebook survey

What kind of procedure you use 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. 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.


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 SPACE AND PLACE find a compact and a teeming region which can offer several programs, recreational opportunities also suitable accommodation and lots of good examples to show find your local partners find a suitable accommodation, which can provide you a bigger room for the lectures, programs together separated places for the teamwork (one for each group) flexible solutions for every unforeseeable problem catering in general, and also for coffee breaks etc.

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

The 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 audience 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 SCHEDULING Planning 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 participants, but it’s worth to share a working framework for scheduling.

build partnerships with local actors don’t forget: locality is important in rural areas, use local resources

THE REGION 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.

ACCOMODATION 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.


















Introducing mentors, lecturers

Motivation speeches

Separated group work with energizers if needed


Arrival Checking in

Separated group work interrupted with energizers if needed

Preparing for the final presentation


Inspiring study tours, local businesses and actors including Ice breaking, team building program

Public final presentation









Short introduction about the camp, accommodation, most important local information

Inspiring study tours, visiting local actors

Interactive lectures

Separated group work interrupted with energizers

Separated group work with energizers


15:30- 17:30

Fun together, getting to know each other

Gathering, brainstorming ideas

Selecting ideas, forming groups

Developing presentation skills

Finalizing presentations, trial presentation

Saying good bye









Entertainment, playing together


Recreaction, Entertainment


13:30- 15:30



Suggestions for program elements

Do not forget to take care of individual needs such as food allergy, 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 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 important. Information (neccessary 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.

Ice breaking, team building 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.

Study tours 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.

Gathering, brainstorming ideas 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 presentation skills, trial presentations It is very good if someone has an idea and a well-developed 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.

Roles Choose 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 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.

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 with some outsider look on the ideas day 4/5 coming to the press conference to see the presentations and give some feedbacks on day 6



They 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, motivating, 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.


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They give the academic, theoretical background of project- and business planning (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.

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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: spotting opportunities validating ideas learning through examples

motivation creativity planning and management working with others, mobilizing others self-awareness mobilizing resources understanding the entrepreneurial process creating a supportive environment

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


About the method, please contact PĂŠter Fodor - Teacher and consultant of The University of PĂŠcs -


Key messages teaching methods should be chosen for the learning and developing 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.






Local benchmarks and motivation speeches In every camp, the local partner and organizer has to choose approximatively 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” effect the examples gave a good common base for the following days to discuss academic topics, lecturers could refer to the seen things.

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 Canvas During the InnoCamps we have used the methodology of Osterwalder (2010) to lead participant 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’ customer, by keeping also her financial vitality and profitability.

A business model describes the rationale of how an organization creates, delivers, and captures value. (Osterwalder, 2010)


The Business Model Canvas by Osterwalder SECOND 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.

Brainstorming on business ideas Regarding the projects that the participants should work on, we had two initial assumptions. 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: “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 minutes for the participants and mentors


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

Mergers Voting

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

- participants choose the projects they like the most or have the most enthusiasm for - in order to keep diversity, team members from same nationality ≤((∑ participant from on nationality)/ number of projects))

Communication and public speech related competences are also important parts of entrepreneurial 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 enjoyable, successful presentation, that helped preparing for their final challenge in the camp.

Group information

Working in groups on business ideas and models After the site visits of the local benchmarks, the successful preparation of academic background 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 resources 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 2

One workshop leader has one team, for whom she/he is responsible for. Workshop leader should use a more generalist approach.


Workshop leaders help every team, but from a specialists point of view.

Based on our experience, the first approach was more effective, as the second was causing interferences and overlapping information for the participants.




THIRD GRAPH: The traditional keys to effective presentation

Beside the traditional approach of public speeches, we also used the latest recommendations of presenters on enjoyable performances. 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.

After the camp What about the ideas after the camp (support the developed ideas)

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.


YOU HAVE TO MAKE SURE... 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

Collect your experiences, write them down 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

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

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

Business Club you held a meeting with the participants 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

What we faced (to do, not to do)

Developed ideas

One idea at the TransInnCamp in Romania was to create a peer group of young entrepreneurs. 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.

Rabbit Rolls

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. Forrás:

Contacts and links

The struggle to choose the right participants

Partner organizations

The tasks of a mentor Sometimes 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 costs

Rieska Leader (FI)

Keskipiste Leader (FI)

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 knowledge and experience of rural development, funding small companies and local organizations. We have been actively using the Erasmus+ fund for about 5 years.

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.)

Think 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 participant fee. Rita Kovacs, +3587618300


Anni-Mari Isoherranen, +35840 544 8643

Zied Zeme (LV)

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 organizations, municipalities, entrepreneurs, women's organizations and youth organizations as well as representatives from agriculture sector. Maris Cirulis, +37129782159,


Mecsekvidék Leader (HU)

Bogátalji Mozgalom (RO)

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.

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 youngsters 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

Local contact: Marton Horvath, +36 70 609 8565

References Ahmed S.Z.F.- Koubaa M.B., (2013): Core Competencies And Phases Of The Organizational 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. 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.

About the method: Péter Fodor The University of Pécs

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 at OHIO UNIV on December 5, 2016 Osterwalder A., Pigneur Y.,: Business Modell Generation. John Wiley & Sons, Inc., Hoboken, New Jersey. 280 p.

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