After thorough preparation, the pilot plan is clearly defined, and all stakeholders understand their respective roles and responsibilities. While the plan provides a roadmap for running the pilot, it is expected to evolve over time through the process of co-creation, incorporating new insights and shaping the piloting path while maintaining alignment with the jointly agreed-upon goals. A well-structured plan facilitates easier and quicker adjustments, ensuring adaptability while staying focused on the desired outcomes.
The pilot manager plays a crucial role in facilitating the pilot’s execution, supporting both the pilot host and the pilot team during the initial stages and throughout the whole piloting phase. The pilot manager, as a representative of their city, oversees the progress of the pilots of their city. Often involved from the beginning of the open call, the pilot manager collaborates with their city organisation to identify challenges and has a comprehensive understanding of the city’s needs.
While the tasks of the pilot manager can be divided among clloeagues, it is essential that the coordination of these tasks is managed by one designated person.
TIP – Time management. Plan how much time you can allocate for the piloting activities. While the role of a pilot manager is inspiring, it’s essential to avoid becoming overly immersed in tasks that should be carried out by others.
The Piloting Toolkit aims to simplify the work of pilot managers by offering an overview of the piloting process and providing essential tools such as meeting agenda and reporting templates. These templates help streamline meetings and document pilot progress effectively, ensuring smoother management of pilot projects. Explore the full list of the tools in chapter Documents of the Piloting Toolkit.
In addition to the CommuniCity Piloting Toolkit, pilot managers receive support from project partners who have implemented the process during the first round of the CommuniCity Open Call and are experts in the field.
Training workshop with CommuniCity project partners. Photo: CommuniCity project
CommuniCity project organises training workshops for cities participating in its open call rounds. The project partners attended a training workshop in Helsinki in November 2022. Subsequently, the second round training workshop for three partner cities and four replicator cities was held in Porto in June 2023. The third round training workshop together with replicator cities was held in Amsterdam in June 2024. These hybrid workshops aim to align and finalise the challenges of the respective calls and prepare cities for the remainder of the open call and piloting activities.
Photo: CommuniCity project
Bi-weekly meetings of the CommuniCity Replicator City Open Call are organised by OASC in the third round. These meetings aim to support the replicator cities’ pilot managers by providing practical guidance and facilitating the exchange of lessons learned. Many city representatives involved in the initial open call preparations, including challenge identification, have transitioned into the role of pilot managers for the piloting phase.
Similarly, the same concept of recurring meetings continues in the third open call round organised by the coordinator OASC. This consistent support structure ensures continuity and facilitates effective collaboration among replicator cities’ pilot managers and CommuniCity project.
Experts from CommuniCity partners support the pilot managers, but also the pilot teams, in the piloting phase for example by organising info sessions of co-creation and the CommuniCity Technical Framework.
The CommuniCity project offers a collection of meeting agenda and memo templates to aid cities in piloting implementation. Three mandatory meetings involving the pilot manager, pilot host, and pilot team serve as the foundation for piloting structure. Additionally, a voluntary but highly recommended pilot host meeting is important for the pilot host and pilot manager to gain common understanding of the expectations after the winner application is chosen. The pilot manager is responsible for organising all these meetings.
Documentation process for all the meetings above: The agenda serves as a memo. The memo (PDF) will be uploaded to the CommuniCity Open Call Platform. If the pilot manager does not have access to the platform, they should contact their supporting city admin to complete the upload for them.
The pilot host meeting and the kickoff meeting are part of the preparation work and are described in chapter Arranging a pilot host meeting and a kickoff meeting.
The midterm meeting serves as a crucial checkpoint in the pilot process. While ideally positioned in the middle of the piloting phase, the timing is best assessed collectively during the kickoff meeting. Typically, it occurs before engaging with residents, ensuring all preparations meet the standards set by the pilot host.
The lead applicant submits a report, forming the basis for the midterm meeting. This midterm report reviews actions taken during the initial pilot phase, allowing all parties to provide feedback and enhance collaboration. Together, the remaining months of the pilot plan are reviewed, and concrete action points are agreed upon.
Pilot manager ensures the midterm meeting will take place and is recorded to the CommuniCity Open Call Platform.
Midterm meeting agenda template
The arrangements for the midterm meeting closely resemble those of kickoff meetings, with the addition of the midterm report process:
Schedule the meetings well advanced to ensure all parties are available; the midterm meeting in the kickoff meeting, and the final meeting in the midterm meeting. are available; the midterm meeting in the kickoff meeting, and the final meeting in the midterm meeting.
Share the materials to all parties preferably a week before the meeting:
During the midterm meeting, the pilot team will present the progress of the pilot, highlighting learnings and addressing any potential issues encountered. Simultaneously, the pilot host will share their insights and expectations for the remaining duration of the pilot, particularly if any challenges have arisen during implementation.
It is crucial, especially in the case of issues, to agree on practical tasks and schedules to address them effectively. Negative feedback should be communicated no later than the midterm meeting to ensure that corrective actions can be taken, ultimately leading to positive outcomes for the pilot.
The memo of the midterm meeting includes possible modifications to the pilot plan.
The final meeting represents the culmination of the piloting experience, serving as a platform for comprehensive review and feedback from all participants. While administrative finalisation of the pilot is required, the primary objective of the meeting is knowledge sharing among stakeholders.
Participants share insights gained from the pilot, facilitating mutual learning and understanding. Additionally, discussions may include potential communication actions and opportunities for further collaboration. The lead applicant submits the final report before the meeting, which serves as a basis for discussions. Upon acceptance of the final report and conclusion of the final meeting, the final payment is processed.
Final meeting agenda template:
The arrangements for the final meeting are similar to midterm meetings, including the reporting process.
Occurring meetings are recommended to be agreed at the kickoff meeting where the parties have established practicalities for the piloting, including maintaining active and productive collaboration between the pilot host and pilot team. One suggested method is to schedule weekly meetings, lasting 15-30 minutes each. During these meetings, the previous week’s progress and next week’s action points can be briefly reviewed with the pilot host and team. If additional time is required to address specific issues, separate meetings can be arranged as needed.
The pilot parties can collectively determine the specifics of documenting these update meetings. Occurring meetings and co-creation events are not to be documented on the CommuniCity Open Call Platform. Instead, it is recommended that the pilot manager or the lead applicant organise a shared folder for documentation purposes, streamlining the pilot work process. This approach enhances collaboration and ensures efficient management of pilot-related documentation.
CommuniCity project is a citizen-centred project and co-creation is at the core of it. All pilots are unique and CommuniCity does not require specific co-creation methods to be applied. Co-creation should be regarded as a valuable tool throughout the pilot process.
The pilot teams have been planning their co-creation activities already in their open call application. The co-creation plan has evolved in the preparations phase, when deeper understanding of the pilot environment and stakeholders expectations and resources have been formed.
The pilot teams hold the primary responsibility for organising co-creation events of its pilot. Nevertheless, the pilot hosts, being crucial participants in the co-creation process, utilise their expertise to contribute to the planning phase. An integral aspect of this planning involves evaluating when end users can be incorporated into the co-creation process from its early phases.
InclusiVerse, an innovative virtual reality application developed by CTRL Reality, emerged through a collaborative effort with the Virtual Disability Services for Clients in Work and Day Activities (VIPA) program under the City of Helsinki’s Disability Services. This pioneering application was meticulously crafted to address the specific needs of individuals with developmental disabilities, aiming to bolster their social and digital skills in a nurturing virtual environment.
At its core, InclusiVerse offers users a safe and immersive space to practise social interactions, simulate daily routines, and navigate novel situations. By fostering real-time collaboration and customizable settings, the application empowers users to confidently manoeuvre through the complexities of daily life.
The journey of creating InclusiVerse began with CTRL Reality engaging closely with VIPA staff to gain a deep understanding of the target audience and their requirements. Through collaborative meetings and workshops, insights were gathered and educational scenarios were meticulously defined to shape the application’s development.
Subsequently, armed with invaluable feedback and insights, the development phase commenced. Simultaneously, preparations were made to involve the end users – the disabled clients – in the co-creation process. A concerted effort was made to ensure accessibility, with a roadshow visiting five Work Activity units to engage approximately 150 end users directly.
The impact of InclusiVerse was profound, evident in the enhanced social interactions and boosted confidence observed among users. These outcomes underscored the vital role of inclusion and accessibility in fostering a more equitable society.
As the pilot phase concludes, CTRL Reality remains committed to expanding the reach of InclusiVerse, breaking down barriers, and fostering understanding. For VIPA, the experience of co-creating with a technology development company and witnessing the transformative potential of virtual technology has been enlightening, showcasing the valuable role virtual tools can play in the lives of their clients.
Photo: Timo Korkalainen
In the wake of concluding the series of pilot projects, an important event was organised. The co-creation workshop hosted organisations, pilot teams, and key city figures involved in the field of social services and decision-making. This served as an invaluable forum for sharing the rich experiences learned from the pilots, highlighting the strengths and positive aspects, pinpointing areas needing refinement, and deliberating on future directions.
Porto Digital, together with Domus Social and the Municipality of Porto, managed the co-creation event, encapsulating the essence of collaboration that characterised the end of the piloting phase. Hosted in the vibrant city of Porto, and in the heart of the intervention area, the event stood as a testament to the collective efforts and dedication of all involved. It attracted a diverse group of participants, including representatives from the pilot management organisations and other stakeholders, who convened to share insights and outcomes from the piloting phase.
The primary objective of this event was multifaceted: to reflect on the pilots’ accomplishments, to identify challenges and lessons learned, and to strategise for the enhancement of future open calls. Through open discussions, interactive sessions, and feedback mechanisms, the participants engaged deeply with the material, offering a wealth of perspectives and expertise. The event not only celebrated the successes but also paved the way for critical reflection on what could be optimised in subsequent rounds.
This collaborative endeavour had a rich exchange of ideas, fostering a sense of community and a shared commitment to advancing social integration through digital and innovative solutions. The insights gathered from this event underscored the value of continuous learning and adaptation, setting a dynamic course for future co-creation initiatives in Porto. The success of the gathering highlighted the importance of open dialogue and mutual support among all stakeholders, ensuring that the journey of social innovation remains responsive, inclusive, and impactful.
Photo: CommuniCity pilot teams, pilot hosts and other pilot stakeholders at the co-creating workshop organised by pilot managers in Porto.
The grant is disbursed to the lead applicant in accordance with the piloting contract terms.
By default, the initial payment is 50% in the beginning and the remaining 50% at the end of the pilot.
The first payment is made following the signing of the Pilot Contract and successful completion of the kickoff meeting, indicating mutual agreement among piloting partners to commence the pilot.
The second and final payment, constituting the remaining 50% of the grant, is disbursed after the lead applicant fulfils all obligations, including submission of the final report. Evaluation of these obligations occurs during the final meeting, with assessment conducted by both the pilot manager and pilot host.
Main photo: Jussi Hellsten, City of Helsinki
