ALMA MATER STUDIORUM – UNIVERSITA’ di BOLOGNA SEDE di FORLI'F A C O L T A' d i E C O N O M I AMBNanoMicro13

SUSTAINABLE REFURBISHMENT, RETROFIT, ENERGY MANAGEMENT IN HOUSING

The organizations of territorial Governance in Science and Development.

Massimo Bianchi massimo.bianchi@unibo.it

M.Bianchi References ( Theory )• From national particularisms to European Public Administration through rediscovery of local systems:

Makroökonomische Materialien of the Institut für Wirtschaftswissenschaftenwe , University of Salzburg, Salzburg ,n.3 April 1999

• Cross border public centres of support and technical assistance for small business development, Economic Research, Faculty of Economics And Turism, Pula 1999

• Efficacy and efficency of Multi Campus Model in the Organisation of big Universities Some lessons from the development of University Seats in Romagna Millennium III Quarterly, Black Sea University Foundation, n° 67, Bucharest, Romania 2001.

• Lessons for diversity management from Development Projects in Balkan Countries .Comunicazione al Convegno “The Balkans in the global space “ Joanina – Grecia 11-14 Settembre 2000. VII Conferenza di Portoroze, Dnevi slovenske uprave. Portoroz 2000. Ljubliana University, November 2000

• Products and services tracking in excellence management, 7th World Congress for Total Quality Management, Vol. I, Sinergie Cueim 25-27 June 2002, pp. 317-331

• "The municipalities' services for the development and support of small and medium enterprises".Working Papers des Institut für Wirtschaftswissenschaften der Universität Salzburg 17-20 april 2002, n° 9 ( http.//www.sbg.ac.at/wiw/scherrer/).

• Managerial and evaluation problems in development projects of transition countries. ,International Symposium on Learning Management and Technology Development in the Information and Internet Age. The convergent paths of Public and Private Organizations. Bologna 21-22 Novembre 2002, Economia Aziendale 2000WEB, n. 1, 2004, www.ea2000.it

• Trust impact in the renewal of management systems :Theoretical problems and empirical evidences for boundary maintaining. Submitted to Economic Research, Publishing forecast on December 2004.

• 2009 ( With L.Tampieri, J.Tesic, J.O.Imoniana) Comparing the role of managerial control in micro family business start up in Bosnia Erezegovina, Brazil and Italy , Corporate Ownership and Control, Vol. 7, issue 2, Winter , ISSN 1727_9232 pp. 224-237, ( pp. 18, par. 665, ch. 43706 )

• 2010 – • 2010 Networking approach for the development of European major river basins. The case of Low Volga.

UIB Revue ISSN 1990 -5580 pp. 6 , par. 3039 ch. 29542• 2012 ( With J.Sligoriceniene, A.Kaklauskas,D.Strelmikienè) Multiple criteria decision support system for the

assessment of energy generation technologies considering the dimension of values, International Journal of Strategic Property Management , V.16,n° 4, Dec. 2012,Routledge, ISSN1648-715 X

The good environment for advanced enterprises

The effectiveness of various forms of science and technology (S&T) capacity-building initiatives, including technopoles, incubators, and high-technology industry clusters has been proven in developed and developing countries alike ( UN Network of Technology Parks and Incubation Schemes )

Technoparks are believed to promote economic growth and generate value by enhancing the ability of its tenants —high technology firms — to survive and grow in a very competitive environment. Nevertheless, there is conflicting evidence regarding the actual effectiveness of technoparks. As regards Kazakhstan, it differs from developed countries in that most of its R&D activities are carried out by public organizations rather than businesses. No noticeable shift towards firm-based R&D occurred during the 1990s. This fact reflects that Kazakh techno parks do not really act as vehicles for the commercialization of new technologies. ( Slavo Radosevic and Marat Myrzakhmet about Kazakhstan Techno Parks )

http://www.poloforli.unibo.it/

STP Italian Trend

Some empirical applications

TYPE EXAMPLE WEB SITES COUNTRY Industrial Park Green Park http://www.greenpark.co.uk UK Technological Pole

Polo Tecnologico di Pordenone

http://www.polo.pn.it Italia

Scientific Park PST “Luigi Dainelli”

http://www.friulinnovazione.it Network Italy-India

Tecnological Park

Parco Tecnologico Padano

http://www.tecnoparco.org Italy

Virtual Park Virtual Knoledge Park

http://vkp.leeds.ac.uk UK

Science City Sophia Antipolis http://www.sophia-antipolis.org

France

Different genders

• Research park ( Basic research )• Science park ( Applied research )• Technology Park ( The simple applied product and

services prevails on research and science )• Tecnopolo ( Network of research centers )• Innovation Centre ( Promotional center of innivaton )• Business incubator ( to create and support the start

up of entreprises )• Commercial park ( To sold products and services )• Virtual park ( To manage the information and links of

associated organizations

http://www.poloforli.unibo.it/

http://www.poloforli.unibo.it/

http://www.poloforli.unibo.it/

SEP is a complex organization among academic institutions, national laboratories, industrial organizations, and/or other public/private entities to

create new and meaningful knowledge of significant benefit to society (National Science Fundation

The SEP definition still accepted is “an organisation managed by specialised professionals, whose main aim is to increase the wealth of its community by promoting the culture of innovation and the competitiveness of its associated businesses and knowledge-based

institutions ” (IASP)..

These definitions didn’t give us and idea about the real motivations of this kind of organization :

A structure or a process ?

A recovering of existing and previous experiences or a new perspective beyond the present situation ?

A result of a local peculiar history or an objective of a methodology ?

In Parks management two main structures are involved : Informal organization based on establishing and make visible links among business

organizations and the Formal one connected to the functioning of an official institution.

In Project Management Action ( and process flow ) prevails to establishment

Main elements of Local Embeddedness ( E.R.Model )

High NetworkInterconnections

Clusters andDiffusion ofsettlments

Balance among Sectors

Universities and Research

centers

Local Government Support and SMEs

Services

Local Culture Cultural Heritage

Self Identity

SMEsDiffusion

Emilia Romagna

Model

From structure to action in different local systemsEuropean Model Transition Countries Project development action

1. S.M.E. Diffusion 2.1. Poor diffusion of S.M.E. and opportunist entrepreneurship

Collaboration and education of entrepreneurs

2. Sturdy link of economic activities with the local culture

2.2. Scarce awareness of historic and environmental values. No critic acceptance of western models of competitive and exploiting economy.

Creation of a cultural enterprise devoted to the organization of cultural events and of the recovering of cultural heritage.

3. Support of local municipalities in the development of territory and entrepreneurship

2.3. No interest of local municipalities to territorial development and a strong orientation to welfare as assistenzialism to people without any attempt to evolve in active life.

1.2. E-government interventions to implement Governance tools and project evaluation in Local Municipalities for the creation of Entrepreneurial Services and so called “one stop” business shop in connection with Local Development Agencies (LEDA)

4. University seats spreaded in the territory

Few centralized Universities that are not at all diffused in the territory

1.1. Support action to local Universities for the development and improvement of curricula studiorum and LLL oriented to entrepreneurial and managerial development. Establishment of a practice community with Long Distance Workshop of simulated enterprises.

5. High network interconnections

Territorial data warehouse practically not existent and many problems with web

Project and carrying out of a Information Territorial System.

6. Settlements and industrial areas diffused in the territory with an particular attention to ecology

Last years has been devoted to the exploitation of the environment without any consideration for cultural heritage and eco-balance.

Delivering of tools of territory analysis and programming of urban development that enable investors and public powers to find settlement places outside archeological areas.

ASTER’S ORGANISATIONAL STRUCTURE

BOARD OF DIRECTORSBOARD OF DIRECTORS PRESIDENTPRESIDENT TECHNICAL SCIENTIFIC TECHNICAL SCIENTIFIC COMMITTEECOMMITTEE

DirectorDirectorHUMAN RESOURCES HUMAN RESOURCES AND PROFESSIONAL AND PROFESSIONAL

GUIDANCEGUIDANCE

ADMINISTRATION ADMINISTRATION

STAFFSTAFFCOMMUNICATIONCOMMUNICATION

TECHNICAL ASSISTANCE TO TECHNICAL ASSISTANCE TO THE REGIONAL GOVERNMENT, THE REGIONAL GOVERNMENT,

ANALYSIS AND ANALYSIS AND MONITORINGMONITORING

NETWORK SERVICESNETWORK SERVICES PROJECT MANAGEMENT,PROJECT MANAGEMENT, DEVELOPMENT AND DEVELOPMENT AND

PROMOTIONPROMOTION

GENERAL MEMBERS MEETINGGENERAL MEMBERS MEETING

A Matrix Organization Deputy Director

Development and Int.Coop.Department

Legal and General Department

SME Support Department

Legal Support

Financial Support

SME Statistics and Analisis

Innovations and Inventions Research

Info Service

Intern.Cooperation

Republic.Network

Education

Promotion and P.R.

Publishing

Research center

Village tourism agency

Business tour

Education center

Spin off center

Cultural, scientific and business park

Show roomBusiness Incubator

Meeting center

Local culture

Local enterprise

Museum

Laboratory for distance support

UniversityHotels and restaurants

Hunting

The Basic Network of an Integrated Science Park

Different Business Dimensions• Performance hardly ever comes from

standard service. Custom your product, get right directions

• TARGETED DOSSIER• SITE SELECTIONS• ON SITE MEETINGS

• Key players:– Investors– Specialised Medias– Professionals

But also …

Parks`

Key Stakeholders

Other Stakeholders

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INDIPENDENT UNIONS OF

ENTERPRISES

ENTREPRENEUR-SHIP

DEVELOPMENT FUNDS

MICRO CREDIT FINANCIAL

INSTITUTIONS

CHAMBER OF COMMERCE

STATE BUREAU OF LABOUR

MARKET

AGENCY FOR FOREIGN

INVESTMENT

SUPPORT GROUPS

BUSINESS ALIANCE

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TTHHEE SSCCIIEENNCCEE PPAARRKK

Positioning correctly STP strategy on the Chessboard ( M.Penza )

World economy is slowly shifting from Globalisation to what I call “Polarisation”

Rising economies of Far East and Near Est, emerging CSI as well as Latin America will soon find their place on the world chessboard ( BRICS )

Identify S.E.P. competitive advantage:

Market

International Logistic Hub

Commodities

Cost of qualified Manpower

Cost of Land

Targets•Services to grant

•Needs to satisfy

Resources•Human

•Professional

•Financial

•Economical

•Managerial

•Knowledge

PROCESSING RESULTS

The Territorial Develpoment as an Organizational Process

RESULTS

TARGETS

RESOURCES

EFFICACY= Results /

Targets

EFFICIENCY=

Results / Resources

?ADEQUACY =

Resources / Targets

THE QUALITY LEVEL

Local Development Agency

PARAMETERS INDEXES

Objective

Resource

Result

EFFICACY

EFFICIENC

Y

ADEQUACY

Parametri2 Scientific and Business Park

PARAMETERS INDEXES Organizational Function

Target Resource Result ( Outcome )

EFFICACY EFFICIENCY ADEQUACY

Visitors reception

N° of visitors ( Schedule

d )

Square meters of premises Headcount

( Staff )

N° of visitors (

Effective )

N° effectice visitors / scheduled n° of visitors

N° of visitors ( staff headcount ( Or quaremeters of premises )

How many resources (

Staff or premises ) have been

offered for each visitor.

Business center

N° of business meetings

or participan

ts to (

Scheduled )

Reception capablity in

business center

N° of business

meetings or participants

to ( Effective )

Business agency

Scheduled new

iniziative start up ( or n° of

initiatives survived

after three years )

n° ore di apertura al Pubblico

dell'Ufficio

Effective new

iniziative start up ( or

n° of initiatives survived

after three years )

Research center

Sch. N° of new ideas

submitted for

enrolment

Staff head count

n. of research projects

Eff. N° of new ideas submitted

for enrolment

General Meeting

Board of Advisors

Board of Directors General Manager

Administrative and Legal Advisor

Chief Executive Officer

Business Services New Business Promotion Administrative Sector

Unit A Unit B Area Area Office Office

STRATEGIC STRUCTUREctrlstrges1

Missions :

Targets Definition

Reasources Allocation

Fulfill Results

OPERATIVE STRUCTURE

Mission :

Strategic Control

Mana-gerial

Control

Ad

EzEc

Gov

erna

nce

Str

uctu

re

Exe

cuti

ve

Str

uctu

re

Targets Resources

Results

EFFICACY EFFICIENCY

ADEQUACY

How to connect strategic obiectives to operative ones ?

Subjective Objective

Maintenance Improvement Maintenance Improvement

Evaluation method Measuring method

SME Development Agency( Governance level )

Subjective Objective

Maintenance Improvement Maintenance Improvement

The image of A Park Autoritative and influential

The coordination with external stakeholders

Number and amount of funded projects

N° of innovative research plans on SMEs development and perspectives

Evaluation method Measuring method

Board of directors report

Stakeholders commettee

Comparison of n and global amount with the previous year one.

New research plans created and n of scientific partners involved in projects.

SME Development Agency(Managerial level )

Subjective Objective

Maintenance Improvement Maintenance Improvement

The coordination among SEP sectors and units

The information of board of directors

Staff costs Introduction of an incentive system connected to effectiveness of individual results

Evaluation method Measuring method

Board of directors report

Comparison with previous year staff costs.

Start un of incentive system within the year

SME Development Agency( Operative Units – New Entrepreneur Business Counter

)Subjective Objective

Maintenance Improvement Maintenance Improvement

The professional level of staff devoted to Business Counter

The quality of service\

Number and amount of funded projects

N° of innovative research plans on SMEs development and perspectives

Evaluation method Measuring method

Board of directors report

Stakeholders commettee

Comparison of n and global amount with the previous year one.

New research plans created and n of scientific partners involved in projects.

The three levels of co-ordination

• By negotiation ( Governance )• By program ( Management )• By standardization ( Operative

Units )

Cluster and Networking.

Not an enterprise by project but a project for enterprise

The basis of networking

• What is the starting point of push strategies ?– The financial support. – The entrepreneurial leadership.– The committment

Push approach

Pull approach

Push and pull approach sto business creation

• PUSH– Professional training– Financial support and

facilities– To realize an

economic dimension

• PULL– The committment– The fulfillment of

committment and learning process

– The making of a stabilized structure of links with customers and suppliers

Bologna, Italy (FACTS)

• Bologna is one of the richest Italian Cities, well known for its SME’s Clusters, automatic machinery, quality food, and strategic position towards Europe and Mediterranean area

Bologna, Italy (IMAGE)

• Spaghetti alla bolognese

• Mortadella “Ballooni”• __________• NOTE: “Spaghetti alla Bolognese” doesn’t

even exists. Though, you will find it written all over the world’s Italian Menus

…and place correctly on the Chess Board

( m.Penza ) DEFINING SEP COMPETITIVE ADVANTAGE…

-Market size

-Finance

-Logistic

- Cost of Key factors

-Oil & Energy

-Commodities

-Quality of environment