tecnocampus mataro maresme leonar janer · tecnocampus mataró-maresme: entrepreneurship and...
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http://www.terrtoires-de-demain.org 1
RENCONTRES DU NUMÉRIQUE DE L'ESPACE MOBILE DU SUD CHARENTE ET ETATS GÉNÉRAUX DU RÉSEAU DES LIVING LABS ET ESPACES FRANÇAIS DE L’INNOVATION
(Mercredi 24 octobre 2012 – Jeudi 25 octobre 2012)
Tecnocampus Mataro Maresme
Leonar Janer
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Where
company and
university go
hand-in-hand
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Contents
1. The Present
2. Strategic Planning
3. The future
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1. The present
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TecnoCampus is an initiative promoted by the City Council of Mataró and
the main stakeholders of the territory in a strong public-private
partnership collaboration that shapes a business and knowledge based
PARK.
This is a singular model where a unique institution, the TecnoCampus
Foundation, is the managing organization for both the business park and
the University Centre.
This is a model that envisages the development of a real Knowledge hub
as a result of the creation of a virtuous circle in between university and
companies, that represents 30 years of university studies in Mataró, and
an investment in a new Campus and a Park opened in 2010 November.
The Park head office is a 50.000square meters environment that
integrates three university schools, the CETEMMSA technological centre,
a business incubator and flexible spaces for the emplacement of
innovative and technologically based companies.
The Park is a project promoted and financed by the City Council of
Mataró, with the support of the main economical and social stakeholders
of the territory.
This municipal effort promoting strategies that are linked to the
University, the entrepreneurship , and the R+D+i had labeled the project
with the honor of and Innovation given by the Economy
and Competitiveness Spanish Ministry.
Introduction
The present
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Population stats:
GDP stats: Territorial GDP/Catalonian GDP
Area Number of
Inhabitants
% over
Catalonia
People aged
18
Maresme 434.879 5,77% 4.268
Vallès Oriental 399.900 5,30% 3.784
Subtotal 834.779 11,07% 8.052
Metropolitan
Region
4.777.042 63,36% 49.349
Main setting figures: demography and GDP
Area % over
Catalonia
Maresme 4,09%
Vallès Oriental 5,43%
Subtotal 9,52%
Metropolitan Region 37,63%
The territory immediately influenced by TecnoCampus can be divided into two areas: (1) Maresme and
Vallès Oriental areas of direct impact of the activity-, and (2) the Metropolitan Region area, as scope
area, and where Mataró is considered as the Northern Gateway of that Big Barcelona.
The present
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1997: EUM (Escola Universitària
del Maresme) is created by the
Council of Maresme region.
1982: EUPMt (Escola Universitària
Politècnica) is created by the City
Council of Mataró.
1999: Director Plan for the
Information Society of Mataró.
TecnoCampus Foundation creation
for the IT/IS development in Mataró.
EUPMt has 1.327 students, and
EUM has 1.173 students.
Development of the
project
Activity opening Bases and premises
1982- 1999 2000-2009 2010-nowadays
Some historical data
2004:. New mission for
TecnoCampus: the promoter of the
Park. Definition of TecnoCampus
model, as a Science and innovation
park.
2007: Foundation stone
ceremony for the Park.
2009: EUPMt and EUM activity is
subrogated to TecnoCampus.
Municipality of Mataró Business
Creation Services are subrogated
to TecnoCampus. The total number
of students is almost 1.000.
30 / 2
2009- 10: New degrees
deployment according to the EHEA
model.
2010: Opening of TecnoCampus
Park. Beginning of activity and
definition of a wide portfolio on
entrepreneurship services.
2010: ESCS (Escola Superior de
Ciències de la Salut) is created as a
TecnoCampus Foundation School.
2012: New degrees (Marketing
and Digital Communities, and
Physical Activity and Sports
Science), with a total offer of 10
degrees and 3 master programs,
with 1.782 students in 2012, and
a projected figure of 2.100
students on 2015.
The present
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 7 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
Space of 10.818 m2.
Investment of: 15,6 M
• 10 Degrees
• 4 Master degrees
• 12 Post-graduated degrees
Space of 15.136m2.
Investment of: 18 M
82 settled companies
80%
Occupancy in the Park
The who and what. Some figures and stats
1.782
Students in 2012.
431 students engaged as first
trial (75,8% over total)
CETEMMSA
UNIVERSITY CENTRES
BUSINESS
CENTER
INCUBATOR
AUDITORIUM
Space of 1.089m2.
Investment of: 1,35 M
23 settled companies
Space of 2.528 m2.
Investment of: 4,5 M
197 activities 2011- 2012
167 People working with TecnoCampus
Teaching and Research Staff: 61 %
Services and Administrative Staff: 39%
12,2M Annual budget(EPE+ Foundation)
TCM INNOLAB
47%
34%
19% EUPMT
EUM
ESCS
The present
TCM1: University building
TCM2: Business Centre
TCM4: Convention Centre
TCM3: Business Centre
Foyer
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 8 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
The management of the Park
TecnoCampus is a project promoted by the City Council of Mataró , that has undertaken the most of the investment.
Real Estate property of the Park is by EPEL TecnoCampus, a local public institution 100% owned by City Council of Mataró.
The management and working operation is done by TecnoCampus Foundation, as a public-private partnership institution.
EPEL as the promoter institution agrees with TecnoCampus an affecting price for the renting of the spaces.
TecnoCampus Foundation is divided into two main areas of activity: (1) University Centers and (2) Business and Innovation
Area. General Manager will encompass into a unique strategy both areas, the University and the Business and Innovation Centre.
From a Human Resources perspectives, TecnoCampus Foundation is a work team of 167 persons: 61% Teaching and Research
Staff, 15% Business and Innovation Area, 15% General Services and 9% Support to Universities.
The present
BOARD/PRESIDENCY
GENERAL MANAGER
EUPMt EUM ESCS BUSINESS + INNOVATION AREA
BUSINESS
CENTER
REAL
ESTATE
BUSINESS
CREATION
CENTER
TECHNOLOGY
TRANSFER
CENTER
UNIVERSITY CENTRE SUPORT
GENERAL SERVICES: ADMINISTRATION / MARKETING / HUMAN RESOURCES / INFRASTRUCTURES
/ GENERAL SE CRETARY
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40%
26%
34%
68%
13%
19%
89%
10% 1%
2009 2012 2015
TecnoCampus Foundation revenue evolution
Student taxes Services and projects Public funding
Student number evolution at TecnoCampus University Centers
0
500
1000
1500
2000
2500
2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015
In the period 2009- 2013, the total number of
students at TecnoCampus will be increased in
a 100%
Turnover and students progression
Number of students
The present
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Electronics and Automatic
Control Engineering
Engineering
Engineering
Media
Administration and Innovation
Management
Leisure Management
Business Administration and
Innovation Management/Tourism
and Leisure Management
and Digital Communities
Entrepreneurship and Innovation
Destination Management and
Tourism and Leisure Facilities
Activity and Sports Science
Chronicity and Dependence
The portfolio of university degrees at TecnoCampus
The present
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Sectorial supply all in one
TECHNOLOGY
BUSINESS
TEACHING:
-
Administration and Innovation Management
-
Communities
-
Management
RESEARCH:
-CEO: Competences, Entrepreneurship and
Occupancy
-GRABET: Applied Research in Welfare
Economics and Tourism.
HEALTH-AND-BUSINESS
•
• Multidisciplinar research
TECHNOLOGY
- AND - HEALTH
•
• Multidisciplinar research
HEALTH AND
WELLNESS
TEACHING:
-
-
-
-
TEACHING:
-
-
Activity and Sports Science
RESEARCH:
-Preemptive health and cancer
-Ageing, Dependence and
chronicity
RESEARCH AND TECHNOLOGICAL TRANSFER:
•Digital Signal Processing (Biometrics)
•Netlab
•CCU: urban Knowledge Centre
•Power Electronics
•CCI: Integration Competences Centre
The present
TECHNOLOGY
- AND - BUSINESS
•
• Multidisciplinar research
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- Aprendre a Emprendre (learning
entrepreneurship): Entrepreneurship
spirit encouragement addressed to
primary and secondary school students
in Mataró.
- TCM Innolab: Pre-incubation lab with
the ambience and the resources where
ideas can evolve into businesses. The
ideas incubation centre.
- InnoEmprèn: Mentoring program
mainly addressed to innovative business
projects.
- University Degree in
Entrepreneurship and Innovation.
-Cre@tic awards: Best business project
prize that is worth 15.000.
- The incubator: Start-up speeding up
space for up to three years.
- Financing forum. The place where the
financing of a project can be solved
The present
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9
9
11
3
1
TecnoCampus has in effect 43 agreements with
international university centers.
From those, 34 are in Europe, mainly in the Central
Area (France, Germany, Poland, Belgium and
Switzerland), Italy and United Kingdom.
Besides, some cooperation and exchange program
agreements are in effect with Central and Southern
America (Mexico, Dominican Republic and
Argentina), and one with China.
Most of the agreements are exchange programs for
students and teaching and research staff (81%). The
remaining agreements are cooperative programs for
research, teaching and technological transfer
projects.
Nowadays, the main objectives in the area of
internationalization are:
• To increase the number of University
Centers with agreements, mainly for
students and teaching and research staff.
• To promote TecnoCampus Summer School
Campus.
• To increase the number of international
projects in cooperation.
TecnoCampus University Centers: an international campus
The present
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 14 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
WHAT ARE WE?
A University Center
A place for start-
ups, at a reasonable
cost and with
financing facilities
A business center
where resources and
training are easy to
get
A park, with flexible
offices, on m2 and
services, top rated in
quality
WHAT ARE WE
OFFERING ?
Upstanding
and University
Tutelage, mentoring
and support for
entrepreneur
growing
Access to advanced
research and
business innovation
programs
Well standing and
corporate image at
the Park. Students,
Networking and
Access to innovation
programs
WHICH IS THE RESULT?
A brilliant future for
our students
A pool of innovative
and of new creation
companies that will
compete on a global
market and will
create occupancy
The growth and
acceleration of
companies
The development of
a real Knowledge
hub as a result of the
creation of a virtuous
circle in between
university and
companies
Value Creation
Students
Entrepreneurs
Businessmen
Companies
Value revenue
C
O
E
V
O
L
U
T
I
O
N
The present
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 15 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
2. Strategic Planning
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 16 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
Strong crises: GDP forecast with a decrease (-
1,7% and 5,7 M unemployed people). Decline
in consumption. Lack of credit. Reduction in
R+D funding and increase for university fees
(60% in medium stripes)
Knowledge society. The world is organized in
a knowledge-intensive economy that creates
knowledge hubs, requiring universities that
will be the protagonists of such transformation
(knowledge based economy)
Globalization. Staff requires a constantly
changing curriculum, focused on the
development of skills related to talent,
innovation, competitiveness in a global
environment and creativity for being really
open minded people.
Entrepreneurship on the rise. The lack of
economic competitiveness and low
productivity raise the value of innovation and
personal curriculum. The lack of opportunities
and the growth of business on the net,
stimulate entrepreneurship.
Some boundary and environment conditions
Demographics growing. The growth of
people aged under 18 (21% forecast in 2020).
The growth in demand for university studies
(nowadays 40% youth) due to the
unemployment and a strong need for highly
trained professionals.
ICT demand unsatisfied. There is a demand
for well-trained ICT professionals not satisfied
by the system. There is a lack of vocations
among young people for engineering studies.
In parallel, it is identified a market need for
technology managers, technologists and digital
experts.
Governance on debate It is open a debate on
the need for new models of university
governance that foster excellence: society
needs to overcome the gap between university
and companies, to improve efficiency and to
focus on current training needs.
Titles expansion. The deployment of the
EHEA and LOU in Catalonia results in an
organic growth of technical schools. The open
university degrees catalog makes possible to
create new degrees focused on the needs and
double degrees.
Strategic Planning
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SWOT Analysis
• STRONG MODEL, well defined and with a great capacity to
create a co-evolution space of talent, entrepreneurship and
business.
•CRITICAL MASS big enough in a territory with an
entrepreneurial culture and a growing in the number of
applications by students.
•AGILITY in the government by a Foundation rooted in the
region (that is democratic and representative) that can act as a
mini-university with its own model.
•PROXIMITY CULTURE and close in the deal.
•COMMITMENT of so many highly motivated teams.
• HIGHLY INNOVATIVE on degrees and masters (80% revenue
comes from that are less than three years old)
EXCELLENT FACILITIES in a privileged location just in front of
the Sea.
-COST-VALUE. Enhancing balance between product cost and market
differential value.
-GAP between university and companies.
• LACK OF R+D and increase of national and international indexed articles.
• CULTURES diversification and intercultural conflicts as the result of the
recent merging of university centers and other services
• LACK OF ALIGNMENT. Important dispersion in focus. Lack of incentives
to enhance and differentiate.
• AVERSION TO CHANGES. Lack of internal ability for risk management
• DOUBLE AFILIATION (UPF and UPC) which is restricting teaching,
organization and brand references.
•GOVERNANCE weak governance capacity based on the overlap of
different models based on various historical legacy and mergers.
- FINANCING of the investment unstructured.
• LOCAL POLITICAL WILL strongly favorable to TecnoCampus.
•UPF. Responsiveness of UPF, focused in innovative models and
university degrees related to their interest and usability in the
territory.
•EARLY RETIREMENTS that can allow teaching and research staff
renewing.
•UNIVERISTY CENTRES INTEGRATION that deeps in a transversal
model that stimulates human resources and can define double
university degrees both intra TecnoCampus as international.
•TECHNOLOGY ON EDUCATION. New digital technologies
applied to improve teaching and looking for new target groups.
•CETEMMSA and the integration with such big and important
institution will build a single project with strong potential.
•BARCELONA as a brand , as a Mediterranean brand.
• CRISES. Economic crises effects on university fees, offices prices, public
funding for R+D
•UPC. Low responsiveness by the UPC in our growth
•ENGINEERING DEGREES (12%) in danger of losing weight in the
project despite 95% employment for graduated students.
•HIGH EXPECTATIONS on stakeholders for TecnoCampus project.
•COMPETITION from other entrepreneurial hubs (Wayra,
SeedRocket,..). University education market liberalization.
•LACK OF DIFFERENTIATION. Competition with other private
university centers with more aesthetically products.
•LOCAL INFLUENCE and relevance in a competitive environment that
requires strong and solid storyboards.
STRENGTHS WEAKNESSES
OPPORTUNITIES THREATS
Strategic Planning
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Such a mission can be carried out through:
I) The generation of ENTREPRENEURIAL TALENT
II) The activity of BUSINESS DEVELOPMENT
The Mission
To develop productive fabric that will be generator of employment, wealth,
knowledge and quality of life in the region.
The Mission
Strategic Planning
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 19 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
ACADEMIA
CA
MP
US
FOU
ND
ATIO
N
ACADEMIC DIRECTOR
TEC
HN
OLO
GY
RESEARCH GROUPS TEACHING UNITS
ACADEMICAL SECRETARY INNOVATION, QUALITY DIRECTOR
UNIVERSITY SERVICES
TRA
NSV
ERSA
L U
NIT
S
CRAI
ACADEMICAL OFFICE
JOB BANKING
DIGITAL FACTORY
SOCIAL AND SPORTS ACTIVITIES
PAR
K
ENTREPRENEUR SUPPORT SERVICES
INNOLAB BUSINESS CREATION
INCUBATOR VENTURE CAPITAL
BU
SIN
ESS
SER
VIC
ES
REA
L ES
TATE
FUN
DIN
G
AN
D
AC
CEL
ERAT
ION
SER
VIC
ES
CO
NFE
REN
CE
CEN
TER
GO
VER
NA
NC
E A
ND
STR
ATE
GY
GEN
ERA
L M
AN
AG
ER
PLR
ESID
ENC
Y
BO
AR
D
II. Governance Model
Strategic Planning
DEPUTY HEAD TEACHER
COORDINATOR FOR DEGREE N
COORDINATOR FOR DEGREE 1
ACADEMIC DIRECTOR
BU
SIN
ESS
AN
D S
OC
IAL
DEPUTY HEAD TEACHER
COORDINATOR FOR DEGREE N
COORDINATOR FOR DEGREE 1
ACADEMIC DIRECTOR
HEA
LTH
AN
D W
ELLN
ESS
DEPUTY HEAD TEACHER
COORDINATOR FOR DEGREE N
COORDINATOR FOR DEGREE 1
INTERNATIONAL RELACIOSHIP DIRECTOR
TRA
ININ
G
SCH
OO
L TE
CH
NO
LOG
Y TR
AN
SFER
RESEARCH DIRECTOR
GENERAL SERVICES
FACILITIES MARKETING AND COMMUNICATION
FINANCE AND ADMINISTRATION
HUMAN RESOURCES
SECRETARY AND OPERATIO NS
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IN
TE
RN
AT
IO
NA
LIZ
AT
IO
N
EN
TR
EP
RE
NE
UR
SH
IP
PR
OF
ES
SIO
NA
LIZ
AT
IO
N
ENTREPRENEURIAL
TALENT
Strategic Planning The Mission
I) Generation of ENTREPRENEURIAL TALENT
Focused on SKILLS specific to the university degrees and
ATTITUDES that foster entrepreneurship.
From the main pillars of the TecnoCampus:
PROFESSIONALIZATION
Market oriented university degrees with a strong
practical and experimental basis.
INTERNATIONALIZATION
Introduction of an international culture starting
with people mobility, double international degrees
and lectures in English.
ENTREPRENEURSHIP
Core training in entrepreneurship, promotion of
entrepreneurial attitude and everything you can
need to be an entrepreneur (innolab, innoempren,
degree)
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Strategic Planning An integral project: knowledge hub
UNIVERSITY
R+D
INNOVATON
FINANCING
SER V ICES
BUSINESS
TRAINING
ENTREPRENEURSHIP
INCUBATOR
• Integral support for business creation
• incubator
• Business Center
• Congress and Conference Centre
• Advice and support programs
• Networking Services
• Support for internationalization
• Financing Services :Investment
Forums, Investors club, Venture Capital
• R & D Center labeled by Tecnio
• Cross-training activity (Permanent
Master, Postgraduate, Degree, CFGS ...)
• Knowledge and Technology Transfer
Activity
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park TecnoCampus Mataró-Maresme · 22 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
The vision represents a commitment to the region that has made the investment and has to be projected
in an significant influence area in the greater Barcelona.
The vision is measurable and ambitious, clearly identified with the creation of economies that will turn
TecnoCampus from the economic engine it is supposed to be into a generator agent of INFLUENCE.
The desire of being a referent involves creating a solid and distinctive product and building a strong
brand linked to the following attributes: (I) Technology, (II) Innovation, (III) Entrepreneurship and (IV)
Quality of live.
The vision of branding is based on the potential of TecnoCampus and its importance as a unique project
that can be placed in the TOM (top of mind) in its class.
The Vision of TecnoCampus
To be a referent in the University-Company relationship both in Catalonia and
Europe in the field of entrepreneurship and knowledge, directly or indirectly related
to the generation of 15% of sectorial GDP growth in the region.
The Vision
Strategic Planning
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 23 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
Strategic Planning The Values
Commitment. Sharing the mission and making it our cause. Developing a critical and
constructive engagement from self-discipline. Adding the existing leadership and
becoming one leader when an issue is unattended. Committed to economic recovery
and the creation of occupancy.
Service oriented. The customer is our reason for being and we can not fail on that. It
has been placed in us the highest expectations: his future. Therefore, we should be
demanding and rigorous, knowing that our decisions are not just a commercial
transaction but a transaction of expectations.
Rigor. As a direct consequence of the importance of the work done. Rigor emanating
from the culture of hard work, the satisfaction of a job well done, the transparency in
management, austerity, teamwork and respect for the organization and its structure.
Universality. Because we are citizens of a global, diverse and plural world. Because we
are committed to the values of freedom, democracy, ethics in work and progress in a
Social and Market oriented Economy. Because our companies and our students are
working in a highly demanding global market.
Innovation. The essence of the Academia, that it is our home. The result of a critical
spirit, love of science, curiosity, research, reason and the constant search for
excellence, never attainable. Education as the core of our project (from the Latin
meaning Educare that means leading to the light).
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 24 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
Strategic Planning Backbone elements of the strategy: basic principles of the strategic plan
TRANSVERSALITY
• Doing permeable both the university area
and the enterprise and innovation area
• Integrating all the activity at the
university area, both in teaching, and
research in a common environment, with
the same rules
• Focusing the activity on projects, seeking
to achieve an interdepartmental vision
with objectives as a group.
• Encouraging multidisciplinary teamwork
and a true culture of entrepreneurial
university
GOVERNANCE
• Strengthening the Foundation as a
governing body
• Fostering a results orientation
• Measuring the quality in an
environment focused on rigorous and
transparent meritocracy
• Being excellent as a result of an
environment that values and recognizes
SOSTENIBILITY
• Being efficient in managing resources,
mostly from private sources.
• Gaining commitment and clear rules
with a framework program with
Mataró City Council.
• Reaching new revenue lines in
competitive tendering
• Achieving economies of scale through
transversal activities
• Growing in a balanced way with
elements of flexibility.
• Modernizing processes to improve
productivity.
AU
TO
NO
MY
TERRITORIALITY
• Becoming an agent of economic
development in the region
• Raising awareness socially about
innovation
• Acting as a catalyst for business creation
and entrepreneurship
• Transfering knowledge to business
• Acting as a hub of permanent training
for professionals
• Generating activity that puts on the map
of knowledge nodes the territory
• Developing internationalization projects
that connect the region to the world.
STRONG TEAM WORK
EXCELLENCE
RE
CO
GN
IT
IO
N
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 25 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
Strategic Planning The need, the opportunity and the challenge
CRITICAL MASS. A youth in the area
that requires to be trained for a global,
competitive, super-technological, in
constant change and focused on a
frenetic innovation world.
STUDIES highly market oriented,
application and content oriented, and
highly linked with companies and
entrepreneurship.
A PROFESSIONAL UNIVERSITY
TRADITION inherited of 30 years of
university degrees in Mataró, with a need
for a solid project where university and
company go hand in hand.
A SECTORIAL ACTIVITY centered in 3
areas consistent with the needs of the
region hosting TecnoCampus.
An ENTREPRENEURAL REGION
THAT SUPPORTS THE PROJECT. A
territory with a rich industrial past
that has now the opportunity to again
be one of the engines of the nation,
thanks to its entrepreneurial spirit
which endures. The city is committed,
excited and proud with TecnoCampus
project, in which it can seen a
relevant player to be able to change
the crises situation and the lack of
opportunities.
A UNIVERSITY THAT SUM (which
is specially true for UPF) as a
prestigious university that recognizes
the uniqueness of TecnoCampus
project and that takes the project
over.
A UNIQUE AND PRIVILEDGE
ENVIRONMENT with modern
facilities in front of the Sea An
upstanding area focused on creativity
and innovation.
THE CREATION OF A
VIRTUOUS CIRCLE OF
COEVOLUTION BETWEEN
UNIVERSITY AND COMPANY
To make strong our singular
model (where university and
company go hand in hand),
creating a truly virtuous circle
between the co-evolution space
where talent, business and
entrepreneurship meet the
university environment that
excels and acts as a nucleus of an
independent and self-sufficient
really prestigious University.
THE NEED THE OPPORTUNITY THE CHALLENGE
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I. II. III. IV.
Strategic Planning Strategic objectives I
• A unique adscription to one University, where 3 centers, of three
sectors are managed by academic directors and transversal teaching
units.
• Consolidation of new degrees and deployment of a highly
system.
• Redesigning the Plan to increase the number of PhD and the fields
of really applied research at the three university centers.
• Pedagogical innovation using new technologies and the net.
• Strong strategy for an on-line campus and an international
marketing campaign.
• Development of new graduated and post-graduated degrees
(logistics, marine, energy, bioengineering, e-health, business
engineering, biomechanics).
• Promotion of research and technology transfer in a cross-sectorial
way
•Creating the Quality Management Unit as core to the project.
• Creating the Internationalization Unit as core to the project.
• Commitment to proximity and personal treatment (tutoring, in-
• English at all level courses, especially in the 3rd
and 4th
year.
•Creating a new degree, as one international and teach in English.
•Development of international and internal double degrees.
• Deployment of electronic e-books (tablets for everyone)
I. Academic field
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I. II. III. IV.
II. Campus Field
• Deployment of a Permanent Training School
• Improvement of the Technology Transfer activity (more
international)
• Integration with CETEMMSA highly qualify technology
center
• International Summer School.
• Campus focused on the popularization of Science,
Technology and Entrepreneurship.
• Intensive program for promoting Innovation and
Engineering (at secondary schools).
• Focus on the University Community: mobility, Erasmus,
IAESTE, accommodation facilities, social activities,
employment opportunities and job bank.
•Creating a hall of residence for students.
• Empowering TecnoCampus Language School.
• Improvement of activities towards the merging of
university students with companies (internship on
companies and in-company scholarship).
• Creating TecnoCampus Sports Club.
• Better funding of CRAI (library) focusing on the
promotion of e-books.
Strategic Planning Strategic objectives II
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 28 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
I. II. III. IV.
III.A Park and Entrepreneurship Field
• Intense participation on competitive national and
international programs (horizon 2020).
• Promoting CREATIC awards and new programs
promoting and popularizing the entrepreneur.
•Business acceleration program.
• Investment Club deployment link to the business and
corporate network at the region.
• Deployment of InnoLab, as the innovative and focused
for entrepreneurship investment for the future at
TecnoCampus.
• Promotion of TecnoCampus business incubator, business
acceleration programs and business landing programs.
•Internationalization for the business incubator and all the
entrepreneurship programs (talent attraction programs).
• Promoting the figure of industrial and in-company phD.
• Deployment of the project Mataro2020.
Strategic Planning Strategic objectives III
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 29 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
I. II. III. IV.
III.B Park/Services Field
• Deployment of a Quality Control Service (SLA , data center, cloud solutions) • Development of the TecnoCampus project beyond the region with invest in Mataró.
• Improvement of any marketing, communication and
networking dynamic with companies at TecnoCampus.
• Stronger University companies connection (establishing
university chairs funded by private companies)
• Strengthen social stakeholders to the project (trade
• International real estate promotion
• Ending of Nau Minguell project
• Promoting sports at TecnoCampus
• Expansion of classrooms within CETEMMSA area at the
park (synergies with technology center)
•Providing highly valued services to industrial areas of the
region
Strategic Planning Strategic objectives III
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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 30 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park
I. II. III. IV.
IV. Foundation/Corporate Field
• Development and strengthening of the Foundation as
representative and democratic governing body.
• Development of TecnoCampus Senate as an advisory board
for the strategic accompanying the project, integrated by
elected representatives of the Academia, TecnoCampus Park
Alumni, former executives at TecnoCampus, and stakeholders
of the region.
•Assignment of all the TecnoCampus degrees at a single
University.
•Integration of University centers into a single and unique
organization with a shared governance model base on
competition merit.
•Modernization of the employment framework based on
demand, commitment, variable incentives, teaching and
• Deployment of an Balanced Scoreboard, with a transparent
and shared set of indicators.
• Efficiency plan for the company, and digitalization of
processes, with auto-financing as a goal.
•Deployment of an CSR plan (NGOs, youth, education,
gender equality, entrepreneurship for socially complex
groups, ethics, cooperatives).
Strategic Planning Strategic objectives IV
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I. II. III. IV.
V.
• Marketing and promotion activities for university degrees
(LINNK, promotion of Engineering).
• Creating TecnoCampus Digital Factory as a content
management and generation factory: highly qualified digital
• Deployment of a CRM tool for structuring communication
and marketing.
• Promotion of TecnoCampus.TV an deployment of the
agreement with m1TV (DTT)
•Public relationship strategy (events, conferences,
International Associations IASP-, media presence,
•Creation of the Maresme Business Club
•Deployment of a Sponsoring program.
• Regional commitment (IMPEM, City Council, MEM, social
and cultural associations, CatalunyaEmpren
•Focus on professional oriented secondary schools.
• Promotion of the Conference Center
• Deployment of some kind of TEDxMataró Program
•Deployment of TecnoCampus Alumni community,
expanding Alumni involvement with TecnoCampus.
Strategic Planning Strategic objectives V
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The future is
ours