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  • To equip the UAB with a tool to understand the knowledge transfer opportunities of its research groups.
  • To convert partially and punctually collected and interpreted information into explicit, operative, and systematic knowledge.
  • To determine priorities in the management of knowledge transfer.
  • To diagnose potential obstacles to meeting the needs of the groups in order to guide the university’s policy and services.
  • Structured knowledge of the characteristics of the transfer carried out by UAB groups.
  • Identification of the needs of UAB groups to exchange knowledge more efficiently.
  • Increased experience of the UAB in managing internal competitive processes.
  • Ordered evaluation of the reasons for the UPC to decide on creating a technology center with its own legal personality, based on the UPC centers in the Generalitat’s IT network and other possible UPC centers or research groups.
  • The feasibility study of the potential UPC technology center was conducted in 2 phases:
    – Phase 1: Planning, description, and strategic objectives.
    – Phase 2: Planning, description, and strategic objectives.
  • Organization systems.
  • Economic resources.
  • Institutional and management criteria.
  • Relationship between the central unit and the members of the CTUPC (UPC Technology Center).
  • Proposal for the dashboard (scorecard).
  • Electronic publication dedicated to research funding.
  • Complete and updated compilation of research funding programs.
  • To provide concise, understandable, and permanently updated information.
  • Vigilance and consultancy.
  • Drafting and management.
  • Information and alerts service to stay informed of news affecting funding programs.
  • The subject of interest is the programs, where the available information has a broader and more permanent scope than a mere collection of calls.
  • Content is newly created according to what the issuing bodies publish, selecting only the relevant content.
  • The target audience is the researcher, the research group, or the company.
  • Customization and integration into the university’s website, so that the researcher perceives it as an added service from the university.
  • Articulable with existing information products. OTRI staff have a management tool to edit and update links from the database to documents generated by the university offices.
  • The outsourcing of this work allows the human resources of the offices to be dedicated to tasks with greater added value.
  • An information service and personalized online communication channels.
  • Training project designed to reinforce cross-border integration, within the framework of the European Union.
  • Coordination of the consortium for the drafting of a cross-border cooperation project and for budget preparation.
  • Project monitoring and mentorship.
  • Negotiation with the programming committee to overcome objections raised to the project.
  • Financial monitoring and execution of the allocated funds.
  • Support to partners in expense certification.
  • To secure FEDER funding (European Regional Development Fund).
  • To correctly execute the assigned funds.
  • Obtainment of a grant of approx. €600,000 for the execution of a total budget of approx. €1,000,000.
  • 100% execution of the budget.