Strategic Plan TecnoCampus 2022

Document presented in May 2017

About the TecnoCampus Strategic Plan 2022

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.

Methodology

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.

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Considerations

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

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

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

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.

Campus emprenedor

Entrepreneurial campus

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

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

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

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

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

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

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

TecnoCampus Health

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

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

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

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.

Desenvolupament i millora del model de govern

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

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

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.

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Teaching staff

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Students enrolled

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Administrative and service staff

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Postgraduate degree programmes

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Funds allocated to research

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University schools

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Official master’s degree programmes

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Foreign students who have studied at TecnoCampus

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Internship offers published

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EU universities with bilateral Erasmus agreements

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Non-EU universities with bilateral agreements with TecnoCampus

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Official bachelor’s degree programmes

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Official double degree programmes

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TecnoCampus-endorsed postgraduate and master’s degree programmes

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Students who apply to study at TecnoCampus as their first choice

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University-company collaboration agreements

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Entrepreneurs assisted over the last year

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Businesses in the incubator

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Start-ups created in the last year

TecnoCampus has established itself as a key contributor to knowledge creation, training and innovation.

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Editions of the Creatic Awards for Entrepreneurship

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Employees of the park’s hosted businesses

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Businesses hosted by the park

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Turnover growth at accelerated businesses

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Events hosted at the Conference Centre last year

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Requests for manufacturing in the Cooperatèxtil program

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Consolidated expense budget for the Foundation and the local public company in 2016

Data corresponding to 2017

1982

Polytechnic University School of Mataró (EUPMT) created by the Mataró City Council.

1992

CETEMMSA created by employers from Mataró and Maresme.

1994

Maresme University School (EUM) created by the Maresme Regional Council.

1999

Mataró publishes Master Plan for the Information Society. Creation of the TecnoCampus Foundation.

2004

The Foundation’s mission is revised and it becomes the park’s promoter. Definition of the TecnoCampus model, a technology and innovation park.

2007

CETEMMSA becomes a foundation. It shifts from a strictly regional connection to an industry-specific one, namely, printed electronics.

2009

The Foundation assumes the EUM’s and EUPMT’s activity and the City Council’s start-up services.

2009-10

Implementation of the new degree model in the European Higher Education Area (EHEA).

2010

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.

2011

The School of Health Sciences (ESCS), affiliated with Pompeu Fabra University, opens its doors.

2012

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.

2017

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.

Mission, vision and values

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.

Mision

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:

  • Consolidate an offer of higher education that is highly professional and committed to the development of the people who make up the TecnoCampus community.
  • To manage a technological and entrepreneurial park that helps to improve the competitiveness of companies, innovation, and internationalization, while becoming a link of the relationship between the university and the company.
Vision

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.

Values
Rigor
Commitment to quality, rigor and professionalism in teaching, entrepreneurship and business services, in order to become a reference model.
Transparency
Recognition as an organization with its own organizational capacity and committed to the institutions and the rigor in the fulfillment of the objectives set, as well as in the review of the results obtained.
Social Commitment
Commitment as a Foundation to contribute actively to the economic and social improvement, through a management based on ethics, equity, sustainability and the realization of actions and initiatives that have a significant impact on social progress.
Proximity
Consolidation as an economic engine and social impact with the commitment to respond to the challenges that arise, positioning students and users as the center of academic and professional activity to establish a model of close and trustworthy relationship.
Innovation and entrepreneurship
Ability to adapt to a dynamic and competitive environment in order to position itself as a reference institution thanks to talent and creativity.
TecnoCampus Community
The responsibility of the Foundation to train people and professionals who constitute a cohesive community in a framework of equality, gender equity, flexibility and transversality that ensures the generation of opportunities and the transmission of their own values, as well as the promotion of styles Healthy living for members of the university community.

Strategic areas

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.

Tecnocampus Mataró
  • Avinguda d’Ernest Lluch, 32
  • 08302 Mataró (Barcelona)
  • Tel. 93 169 65 01