fame transnational kick-off partner meeting meeting … · 19:00 project dinner 24 january 2017,...

ERASMUS+ KA2 Strategic Partnership

2016-1-HU01-KA203-022930

FAME – Family Business Sustainability and Growth

This project has been funded with support from the European Commission.

The European Commission support for the production of this publication does not constitute

endorsement of the contents which reflects the views only of the authors, and the Commission

cannot be held responsible for any use which may be made of the information contained therein.

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FAME

TRANSNATIONAL KICK-OFF PARTNER MEETING

MEETING MINUTES

Date: 23-24 January 2017

Venue: Budapest, Hungary

Host partner: Budapest Business School

Participants:

Budapest Business School, Hungary (P1)

– Host Partner, Coordinator

István ÁBEL

Miklós LOSONCZ

Sára CSILLAG

Andrea MADARASINÉ SZIRMAI

Péter JUHÁSZ

János Pál NÉMETH

Nick CHANDLER

Tamás NÉMETH

Karina SZÁSZVÁRI

Péter SOLTÉSZ

László VARGA

Zsófia TARNAI-KIRÁLY

Leeds Beckett University, UK (P2)

David DEVINS

Brian JONES

Cracow University of Economics, Poland

(P3)

Jan BRZOZOWSKI

MAC-Team, Belgium (P4)

Pascal ECHARDOUR

Confederation of Hungarian Employers

and Industrialists, Hungary (P5)

István WIMMER

Gabriella WÁGNERNÉ TOMCSIK

Katalin KLAJKÓ

SMEs and Entrepreneurship Policy

Center, Croatia (P6)

Mirela ALPEZA

Nicolas PIROTTE (as TRANSEO

representative)


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AGENDA - Detailed programme

23 January 2017, Monday

Venue: Budapest Business School – Lotz Room (29-31 Markó Street, H-1055 Budapest)

Morning session

Timing Programme Lead/responsible

09:15 Arrival, registration, coffee

09:30 Welcome by the host István ÁBEL – Budapest

Business School

09:35 WP2 Collating of the results of the off-

project preparatory research - IO1

Collating – Part 1.

Miklós LOSONCZ – Budapest

Business School

10:00 WP3 Curriculum development – IO5

Transition issues

Jan BRZOZOWSKI – Cracow

University of Economics

11:00 Coffee break


Corporate Governance, HR, Immigrants’

Integration

Jan BRZOZOWSKI – Cracow

University of Economics


Entrepreneurial finance

Péter JUHÁSZ – Budapest

Business School

12:45 Lunch break

Afternoon session



Fundamentals of SME management

Brian JONES – Leeds Beckett

University

14:30 WP2 Collating of the results of the off-

project preparatory research - IO1

Collating – Part 2.


Business School

15:00 WP2 Collating – Publication issues on

the selected topics in connecting to the

4 modules – Part 3.


Business School

15:30 Coffee break

15:45 WP4 Online development Tamás NÉMETH – Budapest

Business School


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16:30 WP5 Work-based learning plan - IO6

Work based learning plan

Péter SOLTÉSZ – Budapest

Business School

16:45 WP6 Dissemination and WP7

Exploitation and sustainability

David DEVINS – Leeds Beckett

University

17:15 End of the day

19:00 Project dinner

24 January 2017, Tuesday

Venue: Budapest Business School – Lotz Room (29-31 Markó Street, H-1055 Budapest)

Morning session


09:15 Arrival, registration, coffee

09:30 WP1 General project management –

partner agreements, financial issues,

modification of the original work plan

László VARGA – Budapest

Business School

10:15 WP8 Quality management – QM plan,

planned QM actions

Pascal ECHARDOUR – MAC-

Team

10:45 Coffee break

11:00 Active participative process – (3 steps – 3

x 20 minutes)

1) Quality management dashboard

(PE)

2) CooSpace and online

development tools (LV)

3) Website hands-on session and

web-conference on-line tools (PE)


Business School

Pascal ECHARDOUR – MAC-

Team

12:00 Lunch break

13:00 WP7 Exploitation and sustainability –

Certification approach

Péter SOLTÉSZ – Budapest

Business School

13:20 Action planning till the second partner

meeting and the 5-day training session

in Brussels


Business School

14:00 End of the meeting


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Meeting Minutes

The kick-off meeting of the FAME project started with a short commemoration of the

victims of the terrible bus accident that happened the preceding weekend causing the

injury of one and the death of possibly two BBS students. Afterwards István Ábel, project

manager has given the welcome and opening speech of the transnational partner

meeting on behalf of the coordinator Budapest Business School.

The participants made a short introduction of themselves and their role within the FAME

project.

WP2 Collating the results of the off-project preparatory research

Miklós Losoncz (WP leader) informed the participants on the current state of collating

research materials related to the project: the participating members, the task leaders, the

number of uploaded documents, and the state of summaries, too. He highlighted the

parts that are missing yet and the parts that need some more input. He defined the

framework of the literature summary documents that need to be completed.

He also briefly explained the rationale of the project: the starting points (literature

availability and the importance of SME and Family Business related documents among

them), the planned activities and intellectual outputs. He also mentioned some key issues

and challenges that need either clarification or arrival at a common understanding so that

all consortium members understand the same under the specific terminology:

What is SME, and what definition should be used?

What is Family Business and what definition should be used?

Explanation on the lack of a universally accepted definition and description of FBs and

therefore a suggestion that we tailor the available research data and to the needs of the

FBs.

The two main target groups were defined:

2nd year of University Master courses in the field of sustainability of Family

Businesses

Family Business owners and manager who are facing the challenges of making

their company sustainable

He suggested the following focus of the collating and module development activities:

In terms of the subject: the needs of small and medium-sized FBs with their specific

features that are different from the SMEs in general.


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In terms of the persons: the stakeholders (owners, managers, employees,

accountants, employees of banks, government bodies, etc.) of FBs

The partners agreed that the approach must be size specific, focusing primarily on small

and in some cases medium-sized enterprises as they provide the majority of the

companies falling into the category of SMEs in the participating countries.

Suggestions and other comments to the topic:

considering sustainability in terms of environmental responsibility

sustainability of the Master course on the long term – it must be close to the

market needs

Mirela added that we need to find the market niche that we can fill in about FB

education as the market is quite filled with other institutions offering FB courses.

It is important to remember that gaining new scientific results is not the aim of the project,

but if some new knowledge arises, it is more than welcome. Therefore, publication is

encouraged but not obligatory. If a publication opportunity presents itself, it is worth

discussing it in terms of dissemination, the selection of possible journals etc., it can also

be a “working paper” that is finalised later.

Péter Juhász suggested to first publishing a special issue, and then later on a book.

David Devins promised to look after possible options in the UK for publishing a special

issue of a journal.

WP3 Curriculum development – Transition issues

Jan Brzozowski (WP leader) informed the partnership that the draft structure of the

Transition issues module is not balanced now, as not many feedbacks came back from

the partners so far. The proposed main topics are:

Power transfer

Experience transfer

Culture transfer

The partners agreed that entrepreneurial exit should also be part of transition issues, as

it is not an event, but a process that may even take years to finish.

Clear added value has to be presented compared to the INSIST modules (dealing with

transition) in this module.

Valuation of SMEs/FBs before deciding on the transition ways or exit strategies is very

important – it will be part of the Entrepreneurial finance module.


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Distribution of the work:

40% Module leader – 30%-30% Module members

The budget allocation reflects the distribution of work.

WP3 Curriculum development – Corporate governance, HR, Immigrants’ integration

The initial structure of the module:

Immigrant, diaspora, ethnic and minority entrepreneurship

What are the key differences and interlinkages between those concepts

Sound explanation why we are focusing on ethnic and minority entrepreneurship

Main types of ethnic and minority entrepreneurship

Ethnic and minorities’ economic integration and entrepreneurship

Push factors towards entrepreneurship: segmentation of labour market and brain waste

Pull factors towards entrepreneurship: exploring new opportunities

Entrepreneurship and economic integration: puzzled relationship

Political implications

Ethnic and minority entrepreneurship development: the role of family

Ethnic and minority specific resources

Risk of ghettoization/enclavization

Transnational families and transnational diaspora entrepreneurship

Family entrepreneurs vs. ethnic and minority entrepreneurs: towards a unifying approach

within the SME sector

HR management is small (family) business (Hungary – structure tbd)

Difference between family and non-family managers

Carrier development in family and non-family firms

Reward management for engaged performance in family firm

Benefits and limits of familial loyalty

Competition for talent: how family firms can attract best & brightest

Designing sound reward policies for a specific level of enterprise development

Corporate governance: the perspective of SMEs

Governance structure of SME with particular emphasis on family firms

Challenges for decision-making in a family context


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Different types of family firm management and its impact on firm's survival and its

development

Professionalization of management in family businesses – challenges and opportunities

Professionalization of the management in family and SME

Transition of management to non-family members: challenges and opportunities

Management training for family firm needs

Role of a director [role and legal obligations of a director of SME]

The board and its workings; vision and future focus, strategy setting, oversight and

corporate accountability [LEEDS]

Family business charter

Challenges of formalization within family firms and SMEs

Family institutions: family gathering, family council, family assembly etc.

Family business council: pros and cons

Family constitution

First, he mentioned again that we should use the term minority entrepreneurship instead

of immigrants’ integration, as the partners agreed on it at the Pre-kick-off meeting. Now

the partners agreed that in the area of HR, the traditional HRM path should be applied,

and the specificities of small sized enterprises and FBs should be in focus. Jan suggested

that professionalization of the management in family and SME (point 6 in the summary

document) should be eliminated and the topics of this section should be covered in their

respective other topics (ie. management training in point 4, HR management). The

partners agreed that a new draft will be made based on the discussions, and it will be

circulated so that everyone can think it through thoroughly.

The partners agreed to write one key sentence for the clarification of the topic in terms

of learning outcomes / learning objectives and results and expectations for all modules.

This way it will be easier to prepare the draft design, the exact expectations and what

materials should be prepared. We will see where potential overlaps are and whether the

aspects of the same topic are different. We cannot fully avoid overlaps, but this way we

can minimise them.

Sára Csillag presented the internal structure of the HR part; BBS will be responsible for

that.

The issue of Family Business Institutions and Family Business Charters came up. Materials

that can be circulated are available in English and in French.


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Mirela Alpeza suggested that the Western-European practices cannot be copy-pasted to

the Eastern-European countries, but it can be a good learning point in terms of how these

practices can be introduced in the education of Eastern-European countries.

David Devins emphasized the importance of the familiness approach, which can be part

of the development of this module.




WP3 Curriculum development – Entrepreneurial finance

The three main areas that we plan to cover are:

Corporate Finance

Personal Finance

Ethical Issues

Remark: philanthropy is the least covered by literature.

Seven areas need more input:

working capital management

investment decisions

dividend policy

state subsidies

M&As

Philanthropy

Ethical challenges

Potential topics for further investigation:

valuation issues

optimal financing policy

taxation and state subvention

risk management

ethical challenges

This module will focus on the special characteristics of Family Businesses, general

corporate finance will be covered earlier in the curriculum (should be part of the first year

curricula of the Master courses). There will be only small sections referring back to general


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corporate finance in this module, but the main materials will be about the characteristics

of FBs, how the general knowledge can be applied in FBs.

Nicolas Pirotte suggested: we need to make sure we do not “reinvent the wheel”, so that

we provide new knowledge compared to what they learn in the previous years.

David Devins: we need to make sure to have something in the finance module on how to

finance growth (linked to the sustainability of FBs).

Péter Juhász suggested: sustainability can be covered in controlling, not external

reporting. Also, it should be case-study based.

In ethical issues, there are several topics to be covered: basically in FBs there are a group

of people dominated by one person, and if the influencers in the family and in the

business are the same, the people may not be confident in sharing their opinion with the

leader in case it is confronting the opinion of the leader. There is also the issue of the

leaders not behaving ethically, just maximising profit, or the managers having the same

attitude to meet the profit requirements of the owner. Also inside trade should be more

investigated: whether they do it and get/don’t get caught or don’t do it at all.

There is another issue and its size cannot be properly estimated: many times certain

financial events, misdeeds are not in the books of the company, also assets the owners

may use, but are not officially the property of the Business and it therefore does not

increase the value of the business in case the owner aims to sell. It is mainly valid for

owners aiming to sell outside the family, but it can become an issue when selling inside

the family too.

Pascal mentioned that the transfer of know-how is also an aspect that is very difficult to

measure and evaluate, and can be a problem even if the transfer is within the family.




The literature summary document for this module will be circulated in order to help others

to understand better what exactly is expected in their respective summary documents per

module.

WP3 Curriculum development – Fundamentals of SME management

The initial structure of the Fundamentals of SME management module:

Managing the SME environment:


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Entrepreneurship in the context of our times

Turbulent times – Politics, Economics, Social, Technological, Legal and Environmental

(PESTLE)

SME micro-environment

Government, SMEs and family businesses

Policy (European, National, Local, Sector), SMEs and family businesses

Making, Taking and managing opportunities

Entrepreneurs and Owner Managers:

Family businesses entrepreneurs and owner managers

Personal attributes , skills and behaviours of entrepreneurs and owner managers

Entrepreneurial Leadership

Growth and Development:

Family Businesses Growth and Development – the question of why? (models frameworks

and explanations)

Growth in SMEs – the question of how? (explanations for growth, SWOT)

Constraints of Growth – barriers and how to manage them in the context of external and

internal operating environment

Options for growth – managing growth, risk and diversification

Growth through market penetration, buying in and buying out

New products, new services:

Product life cycles (PLC)

Portfolios of products

Portfolio strategies

Management of New Products and new services via PLC

Entrepreneurial Marketing:

Does marketing and entrepreneurship equal Entrepreneurial Marketing?

Marketing in an SME context

Theory, practice, tools and processes – what can be done and how should it be done?

(marketing strategies, 4P, 7Ps, differentiation, customers, market research, sales)

Digital marketing and SMEs

SMEs and internationalisation:

SMEs in a globalised world – globalisation: its meaning and implications

SMEs and internationalisation


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Advancing SME internationalisation

Holding back from and barriers to SME internationalisation

The stage model of internationalisation

Export strategies

SME internationalisation – policy and support

It is very important to differentiate this module from the other modules of FAME and also

the INSIST project’s Strategy module.

In this module the family dimension of SME management should be emphasized. Also, in

the proposal, we have written that we will investigate the possibility of adapting tools

used in large (multinational) enterprises to the SME FB environment.

Innovation (management) and internationalization should be also covered here

according to Mirela Alpeza’s suggestion.

Brian Jones suggested adding Innovation as a separate heading under Fundamentals of

SME management.

FB culture is also very important and we need to cover it, but we need to be careful not

to duplicate what is already covered in other modules.

Mirela Alpeza suggested that if we talk about exit strategies, we also need to talk about

how they can enter the business world, and in this case covering the whole company

lifecycle.

The module leader should consider the difference between Family Businesses and

Businesses owned by families.

(ie. opportunity identification) – suggested place: entrepreneurship in the context of our

times.

Brian Jones: we will incorporate these comments into the document, and that will serve

as a good skeleton, but we will need some flexibility when writing the materials.




In the end, the participants agreed to continue collating and review the collected

materials, work on the revision of the module structure completed with the learning


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objective/outcomes. Module leaders and member still have some time for the completion

of the summaries on the collected literature, which will be the basis for Miklós Losoncz,

compiling the synthesis of the literature (draft IO1 – synthesis report). Further investigation

in some topics would be useful, and it can give innovative character to the training

materials. If there is time, some parts of the training materials can be developed before

the 5-day meeting, but it is not necessary, we will have time to do that after the meeting

as well. Working on publication issues is optional; it should be agreed first by the module

developer teams.

WP4 Online development

Tamás Németh from BBS provided basic information on the planned activities in the e-

learning development module. One purpose of the Brussels meeting will be providing

more information on how the e-learning platform works, what are the main features, what

can and cannot be done, what information will be necessary and in what format. A short

summary of these can be found in the meeting presentation.

László Varga described that the work of the offline and online modules will be going in

parallel with each other. The two platforms can be either complementary to each other,

or the online session can be an introductory material too.

Answering a question Tamás Németh said, that they do not specifically push the

development of the mobile version of the online module.

WP5 Work-based learning plan

The case studies for the work-based learning plan would basically mean 2 feasibility

studies: one for Hungary, one for Poland. It would not require extensive work, it would

be approximately 10 pages per country, and would be prepared together with the

associated partners and the compilation with the UK partners. This is not a large objective

of the project but it can serve as a follow up and the base of future projects.

WP6 Dissemination and WP7 Exploitation

David Devins introduced the most important topics related to the Dissemination as the

leader of the WP.

We plan to connect the universities with the business communities to exploit the project

results. For enhancing impact, we can use our associated partners. Also at a certain level,


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we need to get the word out to our universities to other teachers, trainers and the

students as well.

The guidance document contains all the important information on how to use the logo

and social media, etc.

It is very important to keep in mind, that dissemination must be done already during the

project duration not only at the end of the project.

Each partner must develop their own dissemination plan – and based on those LBU and

BBS will compile and finalise the Dissemination Plan of the project.

Nicholas Pirotte promised that Transeo will/can be a good dissemination channel of the

FAME project.

WP8 Quality Management

Pascal Echardour on behalf of MAC-Team, as the leader of the Quality Management WP

introduced the main elements of the planned quality assurance actions.

There will be monthly/bimonthly meetings in order to make sure we are on track

with the implementation. Also if necessary, the module teams can also organise

smaller group meetings.

GoToMeeting platform can be used for this (MAC-Team can provide the platform)

Dashboard will be accessible from the website for which everyone will get the

username and password. For partners who participated in INSIST, the same login

data can be used.

The QM staff will work with the module leaders to define QM targets and also the

level of measurement. Everyone must accept the rules once they are finalised.

“FINAL” folders will be prepared on CooSpace for the finalised documents.

Feature of the website: it is possible to post articles only in Polish for example, and

it will only be visible for people selecting “Polish” language on the website.


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Postponed issues for DAY2

The partners agreed that David will send an email with the EU definition of Family

Businesses, and the advantages and disadvantages of using this definition will be

explained.

The partnership agreed on targeting small and medium size Family Businesses, as

these are the characteristics for Hungary and Poland. It is worth using the INSIST

project materials for consultation purposes but we do not necessarily need to

harmonize FAME with INSIST, but we need to come up with something coherent.

Publication is not obligatory but is welcome, also it can be part of the

dissemination activities

László Varga will circulate the literature summary of the finance module, which is

on CooSpace for helping the others see what is expected in that document.

David Devins will pursue the opportunities of publishing a book and/or special

issue on a journal.

The deadline for the 150 pages material will be 8-10 months after the Brussels

meeting. It should be practice oriented with short examples/case studies,

questions, exercises etc. There is no need or requirement of detailed theory review.

All universities should talk to companies to get lively examples for the online

training materials, however we need to incentivize them as no one will work for

free for us

The module development guide and the e-learning module development guide

will be prepared as semi-final before the Brussels meeting and the purpose of the

Brussels meeting will be to finalise the guide, the structure of modules and who

will do exactly what within each module.

There is an issue for LBU that they need to justify for the Dean of LBU why so many

people will spend so much time at the Brussels meeting. Supporting materials

would be necessary. There will be a detailed programme to support the decision

The problem is that we agreed with the Agency in 5 days, there is only a very slight

chance that we can shorten the duration of the meeting, and there will be enough

to do then. In addition, at least 4 people MUST be there for the full duration of the

meeting.

The partners agreed to update their documents based on what has been discussed,

circulate them within the module teams, and send the semi-final versions to László Varga.


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Other matters and information

Objectives of the Brussels meeting

Finalisation of Collating

Agreement on the final version of the module development guide

Finalisation of the module structure

Agreement on the content of the curricula on “Chapter level”

Agreement on the distribution of work between module members

Agreement on the e-learning development guide

Agreement on the input/raw materials in detail to the e-learning development

NOTE: suggestion from LBU to change the location for the Brussels meeting to

Leeds to allow the required participation from the LBU side (arised after the kick-

off meeting)

WP1 Project Management and financial issues

The CooSpace accesses have been created for all the team members requested.

The partner agreements have been signed, BBS will send the hard copies back by

post.

BBS will start the transfer of the first pre-financing payment until 31st January, 2017.

Setting up the website is in progress – http://fame-programme.eu.

Modifications in the distribution of work:

As discussed there has been a slight change in the distribution of responsibilities within

the partnership, here are the main responsibilities after the change in IO1 and IO5:

WP1 – General project management – responsible: P1 BBS

WP2 – Collating (IO1 Collating) – responsible: P1 BBS

WP3 – Curriculum (content) development

o IO2 Fundamentals of SME management – responsible: P2 LBU

o IO3 Entrepreneurial Finance – responsible: P1 BBS

o IO4 Corporate Governance, HR, Immigrant’s Integration – responsible: P3 CUE

o IO5 Transition Issues – responsible: P3 CUE

WP4 – Online development – responsible: P1 BBS

WP5 – Work-based learning plan (IO6 Learning plan) – Responsible: P3 CUE

WP6 – Dissemination – Responsible: P2 LBU

WP7 – Exploitation and sustainability – Responsible: P2 LBU

WP8 – Quality management – Responsible: P4 MAC-Team

http://fame-programme.eu/


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Budget modification based on the change of responsibilities:

WP2 – Collating (IO1 Collating)

From P3 CUE to P1 BBS

Change in the budget:

- 10 managerial days (880 EUR) + 35 trainer days (2.590 EUR)

- totally 3.470 EUR

WP3 – Curriculum (content) development

IO5 Transition Issues

From P1 BBS to P3 CUE

Change in the budget:

- 10 managerial days (880 EUR) + 15 trainer days (1.110 EUR)

- totally 1.990 EUR

Modified budget for the whole project:

Partner

Name

Project

management

Transnational

Project

meetings

Intellectual

Outputs

Multiplier

Events

Exceptional

costs

Transnational

training,

teaching and

learning

Total

grant

revised

Totals: 42 000 21 275 113 248 15 000 6 375 18 600 216

498

BBS 12 000 5 175 34 530 5 000 1 875 6 200 64 780

LBU 6 000 4 600 39 240 5 000 1 875 6 200 62 915

CUE 6 000 4 600 23 690 5 000 1 875 6 200 47 365

MAC-Team 6 000 2 300 1 284 0 750 0 10 334

CEPOR 6 000 2 875 7 252 0 0 0 16 127

MGYOSZ 6 000 1 725 7 252 0 0 0 14 977

Other Budget modification suggestions:

1. Project management and implementation – between partners

Because of the reduction of the transnational training event’s organisational costs

from MAC-Team

About 500-1000 EUR (it depends on the room needs) from BBS, LBU and CUE to

MAC-Team, first of all for room renting and buffet in case of the 5+1 days event

in Brussels


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2. From Transnational training event to Intellectual outputs (staff costs)

Reduction on the number of participants in Brussels from 8 to 4/5 persons in case

of LBU and CUE

Based on that, redistributing about 2.325 – 3.100 EUR/partner – BBS will check it

with the ERASMUS+ Agency

Financing matters:

1st payment – 40% of the total grant, within 30 days after signing the partner

agreement (+ transparency declaration)

2nd payment – 40% of the total grant, within 30 days after BBS submitted the

Progress Report

Final payment – maximum 20% of the total grant, within 30 days after the

acceptance of the final report by the Hungarian ERASMUS+ Agency

First pre-financing payment:

from TPF to BBS: in December 2016

from BBS to the partners: end of January 2017

Exchange rates

All payments by the ERASMUS+ Agency shall be made in Euro – and BBS transfers the

pre-financing payment towards the partners in Euro as well.

Exchange rates for the FAME project for costs incurred in another currency:

Hungary: 311,48 HUF/EUR

Poland: 4,4299 PLN/EUR

UK: 0,84815 GBP/EUR

Croatia: 7,5368 HRK/EUR

Belgium: using EUR

Reporting:

Progress report:

about activities done before 31st July, 2017

deadline: 30th September 2017

Using Mobility Tool

Final Report:

about all activities of the project


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deadline: 28th February 2019

Using Mobility Tool

This report is considered as a request for pending balance

Financial administration:

Partners should send the cost collection tables with the timesheets on a 4 months basis

to BBS – continuous monitoring of the partners’ financial situation:

Mid-May 2017: about all payments from the beginning of the project till end of

April 2017

Mid-September 2017: about all payments between May – August 2017 – to the

Progress Report (about first 8 months of the project)

After the Progress Report

Mid-January 2018: payments between September - December 2017

Mid-May 2018: payments between January - April 2018

Mid-September 2018: payments between May – August 2018

Mid-January 2019: payments between September – December 2018 – to the Final

Report as well


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Action Planning

Task Deadline Responsible

WP1 General Project Management

Partner agreements – back to the partners 31 January 2017 BBS

Transfer of the first pre-financing payment 31 January 2017 BBS

Project website – accesses to all project members 31 January 2017 BBS

Transnational training event and the second partner

meeting in Brussels

22-26 May 2016 All partners

Financial reporting by the partners (about the first 4

months)

15 May 2017 All partners


WP2 Collating

Review of module structures and completed with the

Learning Objectives

15 February

2017

All partners

Collection of further literature 15 February

2017

All partners

Harmonisation of the module structures 15 March 2017 BBS

Completion of the summaries on the collected

literature

15 March 2017 All partners

Summary and synthesis of the literature (draft IO1 –

synthesis report)

1 April 2017 BBS

Review of the synthesis report 15 April 2017 All partners

Summary and synthesis of the literature (final IO1 -

synthesis report)

30 April 2017 BBS

Research activities on selected topics by modules

(optional)

15 May 2017 All partners


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WP3 Curriculum Development

Harmonised module structures – ready for finalisation

in Brussels

15 April 2017 BBS

Draft module development guide and proposed

methodology for the face-to-face parts

28 February

2017

BBS

Feedbacks of the partners on the guide and the

methodology


Final module development guide and proposed

methodology for the face-to-face parts (ready to agree

on in Brussels)

30 April 2017 BBS


WP4 E-learning Development

Draft e-learning development guide and methodology

for the online parts

28 February

2017

BBS

Feedbacks of the partners on the guide and the

methodology


Final e-learning development guide and methodology

for the online parts (ready to agree on in Brussels)

30 April 2017 BBS


WP6 Dissemination and WP8 Quality Management

Dissemination activity table for completion 31 January 2017 LBU and BBS

Dissemination action plan by the partners 15 February

2017

All partners

Dissemination Plan 15 March 2017 LBU and BBS

Webpage for the project at the institutional websites 15 March 2017 All partners

Quality management dashboard (final version – ready

to use)

31 January 2017 MAC-Team

and BBS

Quality management plan 15 February

2017

MAC-Team

and BBS


2016-1-HU01-KA203-022930






21

This project has been funded with support

from the European Commission.

The European Commission support for the

production of this publication does not

constitute endorsement of the contents which

reflects the views only of the authors, and the

Commission cannot be held responsible for

any use which may be made of the

information contained therein.

fame transnational kick-off partner meeting meeting … · 19:00 project dinner 24 january 2017,...

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