The TecnoCampus 2022 Strategic Plan has arisen from the need for in-depth reflection following a period of strong growth dating back to the inauguration of the park’s new facilities in 2010. Constant increases in the numbers of students and businesses (currently over 3,000 and 120 respectively) since then are testament to the sound judgement behind an approach conceived in the 1990s and implemented in the first decade of the 21st century.
The TecnoCampus Mataró-Maresme Foundation has different instruments for managing and promoting the institution. Firstly, it enjoys market recognition, with students and businesses choosing TecnoCampus freely and against a backdrop of fierce competition. Secondly, it has the support of two highly distinguished institutions, Mataró City Council and Pompeu Fabra University.
The TecnoCampus 2022 Strategic Plan raises points for consideration, challenges, strategic lines and specific actions. It is the result of a broad participation process carried out in recent months, intended to provide guidelines for the consolidation of a successful project linking the economy, knowledge, progress and social commitment.
The first step to prepare the current strategic plan was to assess the previous one. The second was to assess the perceptions of numerous professionals, using both quantitative methods (objective data to analyse the degree of achievement of and deviation from the previous plan) and qualitative ones (interviews with people and focus groups). The participation was quite high: 126 people participated in the various individual and group sessions.Read more
The participatory work revealed several key considerations for the institution’s future. These considerations were used to develop the action lines and strategies. They highlight the need to strive for excellence and to have distinctive traits, such as entrepreneurship, in addition to strengthening the institution’s international connections and its commitment to its immediate surroundings.
Considerations for the development of the TecnoCampus 2022 Strategic Plan
Quality growth and search for excellence
The undergraduate programme’s growth-based dynamic should be replaced by one of consolidation and excellence in teaching, services, business relations, etc. Without renouncing market opportunities, we must focus on meeting the quality criteria set by the Catalan University Quality Assurance Agency (AQU Catalunya). To this end, we must expand our permanent teaching and research staff, the number of PhDs on staff and the number of credentialed PhDs and strengthen talent recruitment. Cooperation between schools, digital training and innovative teaching methods are also key aspects in this area.
Dual university-business education model
Fostering and strengthening the relationship between the university sphere and the park’s businesses is key to consolidating the dual education model, including internships and bachelor’s degree final projects at businesses. Increasing the relationship with vocational training centres can add value to the project. Likewise, creating institutional investment instruments (venture capital) would make it possible to promote students’ start-up projects. An investment plan in laboratories and simulation systems to hone professional skills is also needed.
Promotion of strategic alliances
TecnoCampus needs a proactive strategic alliance policy targeting specific sectors (ICT, health, social sciences, maritime, etc.) and areas of action (teaching, research, innovation, economic promotion, etc.). In addition to UPF, Eurecat, the Maresme Health Consortium, the Hospital Germans Tries i Pujol Research Institute, the Health ICT Foundation, Fagem, Pimec, Ràdio i Televisió de Mataró, trade unions, Gentic, the Port, the Tourism Promotion Consortium, Maresme Regional Council, etc., have been identified as preferred partners. The relationship with Eurecat should be reviewed in accordance with its new orientation.
Entrepreneurship is key to bolstering TecnoCampus’s positioning of excellence, differentiation and uniqueness. Developing the ‘entrepreneurial campus’ concept at the international level is an opportunity to promote the international relations of TecnoCampus start-ups and attract entrepreneurs from other countries seeking to implement their business model in the TecnoCampus environment.
Sustainability and economic stability: public-private funding model
TecnoCampus should ensure sustainability and increase its revenue stability. Programme agreement with the Catalan government to ensure greater revenue stability. Preparation of a service portfolio with the Mataró City Council to make it easier to define the objective of commissioned services and facilitate accountability. Promotion of fundraising strategies. Assurance of the project’s sustainability and achievement of future goals.
UPF - TecnoCampus framework
A new relationship framework needs to be established to allow TecnoCampus to become a benchmark institution for UPF. Developing a proposal to embrace specialization, uniqueness and excellence in complementary areas (e.g. aspects of teaching, research or services) could be a good starting point, with entrepreneurship as the main identified area of value. Bilaterally increasing participation in the governance and management of the respective institutions could lead to improvements in TecnoCampus’s academic management and research.
Bilingual international campus
Agreements with international universities to promote the mobility of teaching and research staff, administrative and service staff, and students have a positive impact that should be further strengthened. To this end, joint initiatives and coordination of the internationalization strategy with the attached university, UPF, could be very beneficial. Promoting TecnoCampus’s international relations as a technology and business park would enable the promotion and recruitment of new businesses and the internationalization of those already hosted at the park.
Local integration: Mataró, university city
TecnoCampus’s perceived value can be increased through initiatives such as making it more accessible from the city with public transportation, improving the route from the Renfe train station, or campaigns to spread and nurture the ‘university city’ concept. Initiatives should be undertaken to bridge the gap between the institution and the local population and to increase the positive perception of a return on the city’s investment. Likewise, a regional focus on entrepreneurship projects or projects to attract investment should be promoted.
Promotion of the TecnoCampus District
Developing the area around TecnoCampus makes it possible to strengthen and promote the TecnoCampus model and increase its attractiveness as a unique project grounded in excellence. The Foundation can contribute to the conceptual definition of the TecnoCampus District and engage in the promotion of a model that enables the development of new infrastructure (new spaces for businesses, student residence halls, dual vocational training centres, sport campus, etc.).
Applied research and knowledge transfer
Efforts should be made to promote research (groups, researchers, publications, publication quality, etc.) and a focus on applied research and innovation (transfer). University-business chairs are a good formula for this, as is the definition of talent recruitment strategies. Each university school will also promote strategic research partnerships, as, due to its size and the need to achieve critical mass, TecnoCampus has to cooperate and partner with third parties in this area.
TecnoCampus Health focuses on three facets of a field with a strong regional presence: e-health, medical devices and health ICT and biotech. The TCM6 building, to date primarily used for teaching, could be a new hub for companies from the industry to generate synergies and bolster the TecnoCampus model of interaction between students-teaching staff and businesses. The aim is to create teaching and business spaces and forge strategic alliances with prominent players, such as Mataró Hospital, the Maresme Health Consortium, the Health-ICT Foundation or Cetemmsa-Eurecat.
Innovation and entrepreneurship park model
The park’s business spaces are fully occupied. New businesses, aligned with the TecnoCampus model’s strategy (priority industries), should gradually be chosen. Efforts should be made to increase park businesses’ satisfaction with the park’s services (Internet access, utilities, cleaning, etc.). Additionally, the TecnoCampus brand must be projected beyond its immediate surroundings, hosting businesses in other parts of the city/region located farther inland (cooperation with the Maresme Business Help Desk (PAE), etc.).
Adaptation of the organizational structure to future challenges, maintaining flexibility and agility
Organizational needs should be carefully analysed in order to meet the challenges posed in the Strategic Plan. The administrative and service staff and teaching and research staff, which have grown little compared to the numbers of students and businesses to be served, should be enlarged. New people are needed for new jobs (e.g. recruiting businesses).
Mataró 2022 driver
TecnoCampus can be an important instrument for the implementation of Mataró’s Strategic Plan in terms of issues such as training and job creation or the city’s image and importance. TecnoCampus is also aligned with Mataró’s strategy of sectoral specialization in the areas of health, sport, textiles, social economy and maritime activities. The specialization and regional competitiveness projects (PECTs from the Catalan), undertaken within the framework of the Research and Innovation Strategy for the Smart Specialization of Catalonia (RIS3CAT) and the Catalonia ERDF 2014-2020 operational programme, make it possible to consider regional specialization projects for the health and wellness and textile industries.
Development and improvement of the governance model
One proposal is to incorporate an international advisory board to assist with the internationalization process and provide support for the continuous updating of the institution’s strategy. Another is to develop and facilitate bachelor’s degree programme councils as a key tool for strengthening university-business relations. Other measures proposed between the two institutions include further empowering the UPF delegate to TecnoCampus and creating a committee to monitor the programme agreement with the City Council.
Socially responsible organization
TecnoCampus’s organizational social responsibility could be boosted by increasing social scholarships and partnership programmes with social and third-sector organizations.
Postgraduate programmes and online model
The continuing education offer (postgraduate and master’s degree programmes and in-company training) should be further developed and the digital education model should be applied with new postgraduate degree programmes in health ICT, industry 4.0, business analytics or digital marketing. Cooperating with the park’s businesses to define programmes is key.
Administrative and service staff
Postgraduate degree programmes
Funds allocated to research
Official master’s degree programmes
Foreign students who have studied at TecnoCampus
Internship offers published
EU universities with bilateral Erasmus agreements
Non-EU universities with bilateral agreements with TecnoCampus
Official bachelor’s degree programmes
Official double degree programmes
TecnoCampus-endorsed postgraduate and master’s degree programmes
Students who apply to study at TecnoCampus as their first choice
University-company collaboration agreements
Entrepreneurs assisted over the last year
Businesses in the incubator
Start-ups created in the last year
TecnoCampus has established itself as a key contributor to knowledge creation, training and innovation.
Editions of the Creatic Awards for Entrepreneurship
Employees of the park’s hosted businesses
Businesses hosted by the park
Turnover growth at accelerated businesses
Events hosted at the Conference Centre last year
Requests for manufacturing in the Cooperatèxtil program
Consolidated expense budget for the Foundation and the local public company in 2016
Polytechnic University School of Mataró (EUPMT) created by the Mataró City Council.
CETEMMSA created by employers from Mataró and Maresme.
Maresme University School (EUM) created by the Maresme Regional Council.
Mataró publishes Master Plan for the Information Society. Creation of the TecnoCampus Foundation.
The Foundation’s mission is revised and it becomes the park’s promoter. Definition of the TecnoCampus model, a technology and innovation park.
CETEMMSA becomes a foundation. It shifts from a strictly regional connection to an industry-specific one, namely, printed electronics.
The Foundation assumes the EUM’s and EUPMT’s activity and the City Council’s start-up services.
Implementation of the new degree model in the European Higher Education Area (EHEA).
Inauguration of the new TecnoCampus building in El Rengle. Launch of the park and definition of the service portfolio for entrepreneurs and of the three university schools.
The School of Health Sciences (ESCS), affiliated with Pompeu Fabra University, opens its doors.
Start of the 2012-2016 Strategic Plan, resulting in financial stability, full occupancy of the park with more than 120 businesses, a two-fold increase in the number of degree programmes and a three-fold increase in the number of students.
Development of the new 2022 Strategic Plan, intended to lead to TecnoCampus’s consolidation as both a centre of academic excellence and a technology park.
As a result of the strategic work, TecnoCampus’s mission, vision and values have taken on new meaning and been partially revised to enable the institution to thrive in this new stage of consolidation, following that of the inauguration of the new complex in 2010.
Contribute to the economic and social growth of the territory linked to Mataró and Maresme, through an integral model of knowledge generation, training, business, and innovation. In order to do this, two central objective types are assumed:
To be a model of reference in the national and international scope in the interrelation between the university and the company. Do it through a quality educational experience connected to the business world, thus consolidating TecnoCampus as an instrument of transformation and economic and social development of the territory linked to Mataró and Maresme.
TecnoCampus has defined four strategic areas, aligned with its mission and vision. The first three have to do with how this mission will be carried out. The fourth is related to the institution itself, as the subject of a strategy that integrates TecnoCampus’s holistic model, which defines and embodies the project’s uniqueness.
The four strategic areas are strongly interconnected, like the fours faces of a tetrahedron, the image used to visually represent the TecnoCampus 2022 Strategic Plan.
1.1.1. Plan the programming of new degree programmes for a campus limited to 3,500 students. Supplement the model deployed in recent years with new proposals. Foster synergies between existing degree programmes.
1.1.2. Consolidate the quality system. Continue to work on the accreditation of academic programmes according to Catalan University Quality Assurance Agency (AQU Catalunya) and Spanish Quality Assessment and Accreditation Agency (ANECA) criteria. Undertake re-accreditation processes and work to achieve self-accreditation. Selectively study the possibility of obtaining international accreditation for certain degree programmes.
1.1.3. Implement the professional development assessment programme for teaching and research staff. Improve knowledge of teaching staff’s activity and outcomes.
1.1.4. In the coming years, achieve a model consisting of 50-60% permanent teaching staff and 50-40% adjunct teaching staff.
1.1.5. Ensure that 50% of teaching staff have PhDs, of whom 60% are credentialed in compliance with current university planning regulations. Achieve this by encouraging research.
1.1.6. Highlight the value of quality service, learning and innovation based on resources and leadership in the promotion of teaching innovation programmes and digitization of training.
1.1.7. Promote a tutorial action plan for students that delivers quality and differential value in each stage.
1.2.1. Introduce external internships into curricula seeking a model increasingly similar to dual-degree models.
1.2.2. Increase the orientation towards project-based work, interactivity, case studies and laboratory simulations. This will require an investment plan to ensure that facilities are consistently up to date. Develop a business simulation environment at the School of Businesses and Social Science.
1.2.3. Encourage connections between university talent and businesses by creating specific programmes that are easily accessible by both. Specifically, encourage students to do their final projects at businesses or through internships.
1.2.4. Implement the university start-up service for bachelor’s and master’s degree programmes, with customized products and services (pre-incubator, pre-seed programme, Yuzz programme, FabLab, Entrepreneurial Summer School, Intensem, optional cross-disciplinary entrepreneurship project subjects, Junior Empresa, soft skills, etc.). Foster the academic value of students’ entrepreneurial projects within their curriculum.
1.2.5. Invest in a career service able to provide personalized assistance to all students through an employment service, international internships at companies, postgraduate programmes, career guidance, individual advice, etc.
1.3.1. Create research groups funded under the ordinary budget to promote scientific output and increase the options of obtaining external funding through competitive grants.
1.3.2. Link research to each school’s lines of work, establishing communication mechanisms to enable the identification of synergies.
1.3.3. Adapt the hiring, promotion and development policy for teaching staff. Create mechanisms to discount teaching hour credits. In general, improve aspects of academic careers to reflect the value of applied research as a strategy to enhance institutional prestige.
1.3.4. Create a support structure to encourage the securing of competitive funding and transfer contracts, as well as provide support for the credentialing of teaching staff. Open opportunities for post-doctoral grants and contracts for lecturers with PhDs.
1.3.5. Develop a research communication strategy. Promote the research done at the three schools.
1.3.6. Create chairs in conjunction with public and private institutions to encourage the study of issues of social interest and regional impact.
1.3.7. Create mechanisms to conduct research with the Maresme Health Consortium, generating synergies between the two institutions’ objectives.
1.4.1. Improve the lifelong learning strategy. Endow the schools with resources as generators of the offer based on their knowledge areas.
1.4.2. Include lifelong learning as another routine activity in the service departments (academic management, infrastructure, communication, etc.), adapting the structure to naturally include the production of this service.
1.4.3. Develop infrastructure and knowledge to progress towards a virtual lifelong learning campus with its own digital model enabling the delivery of online or blended training.
1.4.4. Consolidate the two current official master’s degree programmes and develop another within the School of Engineering and Technology. Increase the number of TecnoCampus-endorsed master’s degree and postgraduate programmes.
1.4.5. Develop the alumni association through governance and a budget to reinforce this group.
1.4.6. Increase international recruitment for lifelong learning through products that enable TecnoCampus to stand out within the UPF group.
1.4.7. Develop a strategy for relations with lifelong learning agents, businesses and social agents (unions and employer associations), leveraging the university seal for ad hoc projects and in-company training.
1.5.1. Create university life services that help generate a sense of belonging to TecnoCampus and that are permeable to the city.
1.5.2. Invest in the development of the Student Information Point as a tool to facilitate the development of the university experience.
1.5.3. Develop the ‘healthy campus’ concept and spread it to the park and to all areas of the city.
1.5.4. Delve deeper into the area of university sport, adding more content to the agreement with the city’s Junts per l’Esport [Together for Sport] club association.
1.6.1. Create double degree programmes with international universities and degree programmes with European universities and launch a process to internationalize the postgraduate offer.
1.6.2. Develop an international student recruitment plan with special emphasis on the South American market. Optimize promotion and recruitment instruments.
1.6.3. Implement the Europe-South America global entrepreneurial universities network, to be led by TecnoCampus.
1.6.4. Hold annual international seminars and meetings and increase the institution’s active presence at international fairs, conferences and seminars.
1.6.5. Increase teaching in English in all degree programmes until it accounts for at least 20% of all teaching. Create degree programmes taught entirely in English. Include English as an official language at TecnoCampus among students, teaching and research staff and administrative and service staff, combining it with Catalan and Spanish.
1.6.6. Create a visiting foreign lecturer programme, both to host such lecturers and to enable TecnoCampus lecturers to complete stays abroad.
1.6.7. Promote research and knowledge transfer alliances with international partners or networks that enable participation in international projects.
2.1.1. Support the definition and promotion of the TecnoCampus District. Create a formal coordination area for the project led by the City Council.
2.1.2. Implement the TecnoCampus Health project as the first TecnoCampus enlargement (TCM6), reproducing the campus-park (businesses and institutions) formula.
2.1.3. Develop a project that enables the new areas under development to host an Industry 4.0 space to attract businesses that cannot currently be located at the park.
2.1.4. Have TecnoCampus participate in the planning for the new vocational training centre planned by the Catalan government based on a shared strategic vision.
2.1.5. Promote the development of sport activity and infrastructure, taking advantage of the degree programme in Physical Activity and Sport Sciences (PASS) and the value of sport.
2.1.6. Promote joint TecnoCampus-Port activity, incorporating lines of action defined in the Maritime Maresme project, taking advantage of the Logistics and Maritime Business and PASS programmes.
2.1.7. Develop a programme to internationalize the park and its businesses based on the bilateral agreements with other members of the IASP global park network to which TecnoCampus belongs.
2.2.1. Further the creation of an innovative TecnoCampus community that acts as an open knowledge hub and regional innovation multiplier, with connections to industry and other key players, such as Cetemmsa-Eurecat.
2.2.2. Specialize in the process of incorporating and renewing the businesses at the park, defining a new framework for selecting the businesses to be hosted that emphasizes a high degree of innovation, real commitment to job creation, and links to the university schools.
2.2.3. Maintain an offer based on connection, a data-processing centre, host services and an innovative community that consistently outperforms the market standard.
2.2.4. Encourage industrial doctorates targeted at park businesses and the region with innovative objectives. Contribute the necessary assets to encourage businesses to hire this kind of talent. Do the same with bachelor’s and master’s degree final projects.
2.2.5. Ensure fluid relations between the university community and park businesses. Carry out joint initiatives that facilitate the incorporation of students as interns or the completion of final projects at businesses, as well as connections with academics focused on research or knowledge transfer and innovation projects. Set up grants and other mechanisms to stimulate this work flow.
2.3.1. Establish the park as a benchmark for entrepreneurs in the region and of importance to all Catalonia.
2.3.2. Expand the current start-up paths to include online solutions in order to improve the service’s results and access to it. Strengthen the incubator by transferring management of the local public company to the Foundation.
2.3.3. Connect the park’s innovative practice with the university’s start-up service in a holistic model.
2.3.4. Create a specific communication plan to publicize all start-up initiatives. Firmly establish the Creatic Awards.
2.3.5. Create a new financing model to cover incubation, acceleration and business growth programmes.
2.3.6. Develop the FabLab, an open space for prototyping in business models and for work based on an open innovation system.
2.3.7. Sign cooperation agreements with experts to define TecnoCampus-specific acceleration programmes in its areas of sectoral specialization. Include the health- and textile-sector proposals of the Strategic Regional Competitiveness Programme (PECT) in this strategy.
2.3.8. Create entrepreneurship programmes in the areas of social economy and development cooperation.
2.4.1. Position the park as a European benchmark in the innovation and entrepreneurship ecosystem.
2.4.2. Define an outgoing service catalogue to internationalize the TecnoCampus community businesses and local industry. Include a proposal for soft landings at international parks in our network.
2.4.3. Endow the incubation and acceleration programmes with an international dimension to attract entrepreneurial and innovation talent from around the world, especially in relation to the ICT, health and textile areas of specialization.
2.4.4. Create and facilitate an International Business Club, i.e. a forum for regular meetings between internationalized businesses and businesses interested in embarking on this path to opening new markets to share experiences, discover new markets and leverage synergies at the international level.
3.2.1. Revitalize the TecnoCampus Conference Centre to make the city more relevant and attractive for business tourism.
3.2.2. Move towards new forms of social economy and do so with the Unió de Cooperadors Foundation and the TecnoCampus Chair in Social Economy.
3.2.3. Undertake joint initiatives with the City Council and the various agents in the social, cultural, educational, health and sport arenas to help create projects that benefit people. Additionally, work with the Maresme Regional Council to create synergies in services for entrepreneurs.
3.2.4. Carry out actions to promote health, especially related to aging, and to spread technology, with special emphasis on cultivating passions for technology as a means of opening up job opportunities (Xnergic).
3.2.5. Actively participate in the project to integrate local television and radio broadcasting and to create a learning space for the bachelor’s degree programme in Audiovisual Media.
3.2.1. Implement Mataró’s Strategic Regional Competitiveness Programme (PECT), within the European Regional Development Fund (ERDF) programme, as a new park activity to foster regional development. Do so establishing a line of cooperation with Eurecat in order to create a service area for innovation at regional businesses, especially in the health and textile industries.
3.2.2. Implement the Marina-Besòs PECT as a key partner to create a start-up internship (incubation and acceleration), even within the TecnoCampus Health project.
3.2.3. Set up a joint TecnoCampus-Eurecat innovation and development office to act as a development agency for business competitiveness with custom-designed programmes for local businesses.
3.3.1. Develop the TecnoCampus Business Network seeking reciprocal benefits in the global service portfolio: innovation projects, student internships, participation in research and knowledge transfer projects or in-company lifelong learning actions.
3.3.2. Develop an extramural strategy for TecnoCampus. Define and package a service including connectivity, community, networking, training and discounts, among other things, to be targeted initially at businesses in the El Rengle building and, subsequently, at innovation-based business parks and industrial estates.
3.3.3. Partner with PUMSA to deploy the Invest in Mataró project to attract investment (wealth + jobs).
3.3.4. Develop the Mataró Business Office as a tool for the City Council and for promoting economic activity. Add new features to digitize the relationship between government and businesses.
3.3.5. Play an active and leading role in improving services for business parks and industrial estates.
3.4.1. Create the student residence hall and services to help people find housing during their time at TecnoCampus. In general, raise the university’s profile in Mataró as an asset for residents and a generator of wealth in itself.
3.4.2. Develop features to open the university’s doors to the public (educational conferences and congresses, summer school, school for Maresme Education Movement (MEM) teachers, cultural and educational events, grants and sponsorship of educational institutions, etc.).
3.4.3. Create TecnoCampus science awards to position the city in the university and research imaginary.
4.1.1. Make progress on a board organized around three stakeholders: the City Council (political parties and municipal council), the university (UPF) and social agents (employers association, unions, businesses, society, workers and students).
4.1.2. The multi-year programme agreement with the Mataró City Council should provide financial stability, and TecnoCampus’s impact on the region should be assessed.
4.1.3. The Academic Council, responsible for academic coordination, and Senate, a plural participatory body, should also be bolstered.
4.1.4. Reinforce the degree programme councils to connect them to industry and create the student council as a participatory body. A business and/or entrepreneurship council could help define the business and entrepreneurship area’s programmes.
4.1.5. Develop the code of good governance and make the necessary adaptations to ensure compliance with the Foundation Transparency Act (transparency website).
4.2.1. Resize the organization to respond to the growth and challenges of the new stage, retaining agility as a differential feature.
4.2.2. The corporate departments (Core Services and Infrastructure, Financial Management, Human Resources and General Secretary’s Office, Communication and Campus Services, and Business and Start-up Services) should define the service portfolio and process map.
4.2.3. Academic management should stress organizational and academic quality aspects, individually showcasing each school and its projects within a common umbrella and strengthening the role of planning, innovation and institutional relations. Emphasis should also be placed on consolidation and teaching quality.
4.2.4. Work to improve the collective bargaining agreement: categories, work by objectives, teaching and research staff and administrative and service staff development assessments, research recognition, recognition of responsibilities, taking on new staff to meet needs, etc.
4.2.5. Create an organizational social responsibility (OSR) protocol that commits the organization to good practice and reinforces the instruments for participation and communication.
4.3.1. Embrace digitization as a means of improving the service experience. Implement the online academic management service and digital secretary’s office. Implement the virtual campus service, which should become the backbone for the entire system of content and interactions in the training process, during and after university (alumni). At the same time, promote the link with the apps, which should be used to organize university life based on a digital experience.
4.3.2. Develop an IT and telecommunications services action plan that ensures the institution’s digital development with quality and IT security assurances.
4.3.3. Update the personal data protection, intellectual property, business coordination and risk protection policies. Implement the regulatory compliance programme.
4.3.4. Develop an internal training plan to reinforce the skills needed for growth at the organizational level and to respond to the challenge of digitization.
4.3.5. Develop the business intranet as an information and cooperation mechanism to organize the ‘innovation park’ concept.
4.4.1. Establish a programme agreement between the TecnoCampus Mataró-Maresme Foundation and Pompeu Fabra University that defines the relationship between the two institutions with a multiannual horizon, thereby enabling predictability and stability in management. Define UPF’s services in this area, under the concept of academic supervision, assigning a strong role to the UPF delegate. Work to increase the presence of TecnoCampus schools in UPF’s participatory and academic coordination bodies.
4.4.2. Implement TecnoCampus’s strategic commitment in the field of entrepreneurship within UPF as a whole. Develop a proposal to become a unique benchmark institution in this area within the UPF group. Develop the Entrepreneurial Summer School as a joint TecnoCampus-UPF project of a national and international scope in Mataró.
4.4.3. Define a joint reciprocal framework for action and regulation with UPF for postgraduate and lifelong learning programmes. In this line, link TecnoCampus’s master’s degree programmes to UPF doctoral programmes. At the same time, facilitate admission to UPF master’s degree programmes by TecnoCampus students.
4.4.4. Foster the concept of a Mataró campus within the UPF group to make the experience of TecnoCampus students a UPF experience and so that UPF communications include Mataró as another campus.
4.5.1. Pursue a programme agreement with the Catalan Secretariat General for Universities to finance TecnoCampus in accordance with the public education service promoted by the Mataró City Council.
4.5.2. Create a need-based scholarship fund providing one third of all students with varying levels of financial aid. To this end, set up a social scholarship fund with funding from the Foundation, Mataró City Council, the Catalan government, UPF and private businesses.
4.5.3. Create other scholarship programmes that support specific programmes (internationalization, high-performance sport, research, social action and cooperation, etc.).
4.5.4. Develop fundraising strategies to carry out specific projects.
4.5.5. Evaluate inorganic growth and regional expansion models.