1
F
TECHNICAL ASSISTANCE
(INSTITUTION BUILDING)
KAYSERI-ERCIYES TECHNOPARK
REGIONAL INNOVATION CENTRE
EuropeAid/128636/D/SER/TR
2nd PROGRESS REPORT
Reporting period 21 May - 20 November
Dec 02, 2013
st
1 Progress Report
Technical Assistance (Institution Building)
Kayseri-Erciyes Technopark Regional Innovation Centre
This project is co-financed by the European Union and the Republic of Turkey.
iii
TECHNICAL ASSISTANCE
(INSTITUTION BUILDING)
KAYSERI-ERCIYES TECHNOPARK
REGIONAL INNOVATION CENTRE
EuropeAid/128636/D/SER/TR
2nd PROGRESS REPORT
Dec 10, 2013
nd
2 Progress Report
Technical Assistance (Institution Building)
Kayseri-Erciyes Technopark Regional Innovation Centre
iv
V1 20131205
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Kayseri-Erciyes Technopark Regional Innovation Centre
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Project Title: Technical Assistance (Institution Building), Kayseri-Erciyes Technopark, Regional Innovation Centre
Project Number: EuropeAid/128636/D/SER/TR
Beneficiary Country:
Turkey
Main beneficiary
Ministry of Science, Industry and Technology – DG for
European Union and Foreign Affairs, IPA-Regional
Competitiveness Operational Programme Coordination and
Implementation Directorate
Address:
TOBB İkiz Kuleleri C-Blok 23. Kat Eskişehir Yolu 9. Km.
06530, ANKARA
Contact Person:
Mr. Ayhan KARACA
Director of DG for European Union and Foreign Affairs
Date of report:
EC Contractor
G&G Consulting and Consortium
Head-Office Address:
Farabi Sok. No: 14
Kavaklıdere, Ankara
Tel. Nr. +90 312 468 63 33
Fax Nr. +90 312 468 63 36
e-mail: bcakim@ggcons.com
Contact Person: Mr. Bülent ÇAKIM- Project Director
Kayseri Office Address:
Erciyes Technopark
rd
3 Building No: 17 / Melikgazi
Contact Person: Leif GRAHM - Team Leader
Tel. Nr. +90 352 224 10 38
+90 544 515 45 01
e-mail: leif.grahm@ggcons.com
Dec 10, 2013
Reporting period: May 21, 2013 – Nov. 20,2013
Author of report: Team Leader
Contracting Authority
Senior Representative of
End Recipient
Ayhan Karaca
[name]
Sinan KABALOĞLU
[name]
Operation Coordination Unit Bilgin YAZLIK
[name]
Team Leader
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Leif Grahm
[name]
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Kayseri-Erciyes Technopark Regional Innovation Centre
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Contents
PROJECT SYNOPSIS ............................................................................................................................ 1
1.
2. INTRODUCTION ..................................................................................................................................... 3
OVERVIEW OF THE FULL PROJECT ...................................................................................................... 4
3.
3.1. SUMMARY OF PROJECT PROGRESS SINCE THE START 21 NOV 2012 ....................................................................... 4
3.1.1 Preparatory work before project start ........................................................................................................ 4
3.1.2 Kick off Meeting...................................................................................................................................................... 4
3.1.3 Inception period ..................................................................................................................................................... 4
3.1.4 Project Implementation starts. The first reporting period ................................................................ 4
3.1.5 Empirical investigations. The second reporting period ...................................................................... 5
3.1.6 Overview reflection ............................................................................................................................................... 6
3.2 SUMMARY OF THE PROJECT PLANNING FOR THE REMAINING PROJECT ..................................................................... 6
3.2.1 Catching up with training. Third reporting period. .............................................................................. 6
3.2.2 Networking and roll out activities will characterise the fourth reporting period. ............... 7
3.2.3 Timetable, work plan, and planned outputs from 21 May 2013 on............................................... 8
3.2.4 Timetable for the rest of the project, demonstrated as Gantt-scheme ...................................... 10
3.2.5 Milestones for the rest of the project ......................................................................................................... 11
4. PROJECT PROGRESS, REPORTING PERIOD 21 NOV 2012 - 20 MAY 2013, DETAILED DESCRIPTION ............ 12
4.1 PA 1 EMPIRICAL STUDIES ......................................................................................................................................... 12
4.1.1 Stakeholder analysis ......................................................................................................................................... 12
4.1.2 TNA-analysis, according to best practice ....................................................................................... 13
4.1.3 Workshop on the SNA and TNA-study ............................................................................................... 14
4.1.4 ET/YIC assessment......................................................................................................................................... 15
4.1.4 Integrative stakeholder analysis .......................................................................................................... 17
4.2 VISIBILITY ACTIVITIES DURING THE PERIOD............................................................................................................... 18
4.2.1 Transforming the Erciyes Technopark’s web site to a web portal .................................. 18
4.2.2 Development of our own web page...................................................................................................... 19
4.2.3 Visibility by marketing of the Training Programme............................................................... 20
4.2.4 Innovation fair ................................................................................................................................................ 20
4.2.5 Preparatory work for project competition............................................................................................ 20
4.2.6 Other mass media reactions ......................................................................................................................... 21
4.2.7 Visibility gadgets ................................................................................................................................................ 21
4.3 CAPACITY ENHANCEMENT........................................................................................................................................ 21
4.3.1 Development of training programme ....................................................................................................... 21
4.3.2 Development of training packages ............................................................................................................ 23
4.3.4 Coaching, customised consultancy to individual firms ..................................................................... 24
4.3.5. Specific Consultancy support to ET organization .............................................................................. 26
4.6 ORGANISATIONAL ISSUES DURING THE PROJECT PERIOD ........................................................................................ 27
4.7 RESOURCE UTILISATION FROM START TO 20TH NOVEMBER 2013......................................................................... 28
5. PLANNED PROJECT ACTIVITIES FOR FORTHCOMING REPORTING PERIOD, 21 NOV 2012 - 20 MAY 2013,
DETAILED DESCRIPTION ........................................................................................................................... 30
5.1 SUPPLEMENTARY ANALYTIC WORK RELATED TO PA1, EMPIRICAL INVESTIGATIONS .............................................. 31
5.2 VISIBILITY EFFORTS INCREASED, PA2 ....................................................................................................................... 31
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5.2.1 Innovation fair ..................................................................................................................................................... 31
5.2.2 Business competition ........................................................................................................................................ 31
5.2.3 Profiling, branding and marketing as visibility means .................................................................... 31
5.2.4. Special efforts for marketing training ..................................................................................................... 32
5.3 CAPACITY BUILDING. PA3 IS THE MAIN FOCUS FOR THIS REPORTING PERIOD....................................................... 32
5.3.1 Preparation of training material .............................................................................................................. 32
5.3.2 Training of trainers .......................................................................................................................................... 33
5.3.3 Study visits ............................................................................................................................................................. 33
5.3.4 Organisational development cooperation with ET/YIC ................................................................... 34
5.3.2 Coaching and consulting to individual firms continues .................................................................. 34
5.3.3 Coaching of entrepreneurs start up in relation to the Incubator and preincubator .......... 35
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LIST OF ACRONYMS
AC
BAN
CA
DTL
EEN
ET
ETTO
FDI
FRT
GDP
HRM
ICU
ICT
INNOREG
IPR
IASP
ISKUR
KOSGEB
MC
M&E
MIS
MOG
MoM
MoSIT
OCU
ORAN
PA
PEST
PNA
PSC
PT
RTDI
SME
SRER
STE
SWOT
TAT
TDZ
TL
TNA
ToR
TTGV
TTO
WG
YIC
nd
Advisory Committee
Business Angels Network
Contracting Authority
Deputy Team Leader
Enterprise Europe Network
Erciyes Technopark
Erciyes Technopark’s Techncology Transfer Department
Foreign direct investment
Field Research Team
Gross Domestic Product
Human Resource Management
Innovation Consulting Unit
Information and Communication Technologies
TA Kayseri Erciyes Regional Innovation Center
Intellectual Property Rights
International Association of Science Parks
Turkish Employment Agency
Small and Medium Industry Development Organization
Management Committee
Monitoring and Evaluation
Management Information System
Market Orientation Group
Minutes of Meeting
Ministry of Science, Industry and Technology
Operation Coordination Unit
Middle Anatolia Development Agency
Principal Activity
Political, Economic, Social and Technological
Preliminary Needs Assessment
Project Steering Committee
Project Team (TAT, SE, JE, G&G Backup Team)
Research, Technology Development and Innovation
Small and Medium Enterprises
Senior Representative of End Recipient
Short Term Experts
Strengths, Weaknesses, Opportunities and Threats
Technical Assistance Team
Technology Development Zone
Team Leader
Training Needs Assessment
Terms of Reference
Technology Development Foundation of Turkey
Technology Transfer Office
Working Group
Yozgat Innovation Centre
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List of appendices
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
33
35
37
38
39
nd
1
2
3.1
3.2
3.3
3.4
3.5
3.6
4
5
6
7.1
7.2
8.1
8.2
9.1
9.2
10
11
12
13
14.1
14.2
14.3
14.4
14.5
14.6
14.7
14.8
14.9
15
16
17
18
19.1
19.2
page no
Summary of the report from SNA-study:" University Potential Analysis Report
for Improving Collaboration in between Erciyes University and Erciyes
Technopark"
Summary of the report from TNA-study:" Assessment of Innovation Capacity of
SMEs and Training Needs Assessment"
Agenda of the workshop on TNA and SNA studies
Participation list from the Workshop
Presentation of the TNA-study
Presentation of the preliminary Training programme
Presentation of the SNA-study, STE
Press reactions to the Workshop
Assessment of Erciyes Technopark and Yozgat Innovation Center
Integrative stakeholder report
ET's web portal. YIC's web site. ToR and offer to respond to the Tor
ToR for Regional innovation project's web site
Some illustrations of the web-site image
English brochure on the Training Programme
Luncheon marketing meeting in social media
Photos from ET's participation in "Innovation Turkey 2013"
Persons and organisations met at "Innovation Turkey 2013"
Tubitak recommendations for project Competition
Other mass media reactions
Visibility gadgets
Training programme
ToR for 3 Senior trainers in HRM
ToR for 3 junior experts in HRM
ToR for Senior trainer and junior expert in Project Management
ToR for Senior trainer and junior expert IPR
ToR for Senior trainer and junior expert on Open Innovation Strategy
development
ToR for Senior trainer and junior expert on entrepreneurship training
ToR for Senior trainer and junior expert on Basic Business Development
ToR for Senior trainer and junior expert on Marketing
ToR for Senior trainer and junior expert on Business Administration
Programme for training of trainers
Tenant companies that have applied for Tubitak R&D support
ToR for legal support for Transfer of Technology
ToR for consultancy on ISO-certification support
Agenda for PSC meeting in Kayseri
Presentation of progress of the Regional Innovation project in Kayseri
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40
45
46
49
53
58
68
69
91
95
97
99
107
111
113
124
127
130
143
145
149
152
156
159
163
167
171
175
179
180
184
187
189
191
1
1. Project Synopsis
Project title:
Project number:
Beneficiary
Country:
Technical Assistance (Institution Building), Kayseri-Erciyes Technopark, Regional
Innovation Centre
EuropeAid/128636/D/SER/TR
Ministry of Science, Industry and Technology – DG for European Union and
Foreign Affairs, IPA-Regional Competitiveness Operational Programme
Coordination and Implementation Directorate
Turkey
Project Objectives and Beneficiaries
The overall objective of the Project according to the ToR is to increase competitiveness by
supporting enterprises and improving business, R&D, Innovation, Technology and ICT environment.
Immediate objectives are:
To provide technical assistance to support the Research and Technological Development &
Innovation Initiatives and Strategies in Kayseri and Yozgat provinces.
Specific objectives are:
 Enhancing the capacity of the Erciyes Technopark Management for better assessment of
needs and potential in the region and required actions for the development of technology
based and innovative businesses;
 Improving performance, competitiveness and entrepreneurship of the Erciyes Technopark
management as well as companies and knowledge intensive SMEs in the region;
 Provision of networking scheme for the innovation centres;
 Increasing awareness relevant to innovation support programmes.
Main project beneficiaries/partners
Ministry of Science, Industry and Technology is the main beneficiary, and the end recipient is
Kayseri Technopark and Yozgat Innovation Centre.
Project activities
PRINCIPAL ACTIVITY I. FIELD RESEARCH AND STUDIES
-Stakeholder and target group analysis -Preparation of survey/study tools, questionnaire-Field
and market research-Analysis of empirical material-Training needs assessment-Assessment of
status of Erciyes Technopark and YIC-Organising workshop -Preparing report
PRINCIPAL ACTIVITY II. VISIBILITY AND PUBLICITY
-Preparing project communication strategy -Web site development for Erciyes Technopark and
YIC and for the Project itself -Preparation of Brochures and other promotion material
PRINCIPAL ACTIVITY III. CAPACITY BUILDING
-Evaluation of applications, selection -Providing trainings -Consultancy support to Erciyes
Technopark and YIC tenants, or other entrepreneurs -Study visits -Establishment of MOG and ICU Designing MIS and CRM for Erciyes Technopark management -Misc. assistance
PRINCIPAL ACTIVITY IV. ESTABLISHMENT OF NETWORKS FOR INNOVATION DEVELOPMENT
-Establishment of Erciyes Technopark-BAN and YIC-BAN business angel networks and obtaining
membership from EBAN -Access to international networks, obtaining membership for Erciyes
Technopark to International Association of Science Parks (IASP) -Promoting Virtual Enterprise
applications for academicians -Organising international conference on TDZs
PRINCIPAL ACTIVITY V. PROJECT CLOSURE
-Organising project closure event -Preparing draft final and final report
Expected outputs/results
Result 1: Enhanced training needs assessment capacity for innovative business, after interaction
with organisations, management and at least 100 SMEs visited and video recorded after getting the
written permission of them.
Result 2: Awareness of EU’s IPA activities will increase in the region and the Technopark concept and
the existence of support programmes will be known by stakeholders. Curricula and manuals will be
2
elaborated and disseminated after practical testing, and especially successful success stories will be
published. The final summarising report should be in use by future generations.
Result 3: Improved performance by training of Erciyes Technopark and YIC management staff and
140 existing tenants and new entrepreneurs.
1. At least 240 entrepreneurs and/or SMEs benefitted from training activities by the end of the
project;
2. TTO’s assistance to at least 11 SMEs per year in their applications process for TÜBİTAK,
TTGV, or San-Tez funds in Erciyes TDZ to be ensured;
3. TTO’s assistance to at least 4 SMEs per year in their application process for TÜBİTAK, TTGV,
or San-Tez funds in YIC to be ensured;
4. At least 50 entrepreneurs per year benefitting from services of “project and research studios
in Erciyes Technopark Regional Innovation Centre;
5. At least 30 entrepreneurs and/or SMEs benefitting from full equipped offices by the end of
the project in Erciyes Technopark;
6. At least 15 entrepreneurs and/or SMEs benefitting from full equipped offices by the end of
the project in YIC;
7. Reports relating the analysis about stakeholder and target group, effects of R&D supports to
the sector, target group, etc.;
8. Review and current analysis and SWOT analysis of Erciyes Technopark and YIC;
Road Map Report of Erciyes Technopark and Technology Transfer / Innovation centre model
9. At least 40 Resident firms and outside entrepreneurs will benefit from consultancy services. ;
10. Visibility, publicity and internationalization plan developed;
11. Website established.
Result 4: Provision of national and international innovative networks, for the innovation centres. 1
international conference will be organised. 2 project competitions and 2 Innovation fairs will be
organised to generate new good business plans.
Project Starting Date: 20.11.2012
Project Duration:
24 Months.
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2. Introduction
TAT will follow a reporting periodicity with interim reports every 6 months. This second progress
report will follow a structure as recommended by EU guidelines. It starts with a project synopsis,
which is a short overview of the whole project.
The introduction will be followed by a presentation of past and present and future project activities;
the first part of chapter 3 will give an overview of what has happened since start of the project, and
the second part is devoted to what has been planned for the reminder of the project. Chapter 4 will
go deeper into the present project period and underline what concrete achievements have been
attained during this last reporting period.
Chapter 5 outlines the detailed projections for next six months. These are based on the ideas
presented in the Inception report and the initial proposal. Under the assumption that the project
and its beneficiaries work as “learning organisations” we assume that the presented material will be
discussed by the “steering committee” (or equivalent decision-makers), and there will be
suggestions for improving the proposed programme. This means that some minor changes of time
order and modifications can be made as a result of practical experiences on the functionality of the
present programme plans.
A graphical presentation of the report shows the following structure.
PRESENT PERIOD
FUTURE PLAN PERIOD
Inception period
Reporting period 1
Reporting period 2
21 Nov 2013 -20 Maj 2013 21 May2013 - 20 Nov 2013 21 Nov 2013 - 20 May 2014
Chapt 1, Synopsis
Chapt 2, Introd
Chapt 3
Chapt 4
Chapt 5
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From start till now, OVERVIEW
Present period DETAILED
Final reporting period
21 May - 20 Nov
Remaining period OVERVIEW
Future period DETAILED
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3. Overview of the full project
3.1. Summary of project progress since the start 21 Nov 2012
3.1.1 Preparatory work before project start
The proposal for the project is a document concentrating temporary ideas about innovation policy
and practical means how to fulfil general ideas in connection to this. It summarises and integrates
experiences from international consultancy partner organisations from Spain, Greece, Sweden and
Turkey.
Before project Kick Off the partners were convened to a couple of days meeting in Ankara, to discuss
their common approach to innovation development in Turkey, and to prepare the project start.
Teambuilding in the consortium, and closer contact to the TAT staff in order to perform the proposal
relevant services, was also on the agenda.
An enthusiastic group also used the time to prepare to forthcoming Kick Off meeting, in order to
convince the MoSIT staff, the Techno park representatives, and other stakeholders that they had
hired a creative and able Contractor and team.
3.1.2 Kick off Meeting
The MoSIT organized the Kick Off meeting. The MoSIT took this opportunity to explain their views on
administrative and financial matters as well as how they would like to see the project proceed. This
was followed by a standard presentation of the project and the TAT. The TAT started to Inception
Period work on the following day.
3.1.3 Inception period
Admittedly Inception Period has lasted more than usual. We feel that this was due to the fact that
this project was one of the earliest of the kind. However, the differences relevant to the content
were settled thanks to the good will of the parties and in its final form the Inception Report was
satisfactory not only for all concerned but also for all practical purposes and thus became an overall
guide for the project implementation.
3.1.4 Project Implementation starts. The first reporting period
In formal sense the implementation period started within the last stages of the Inception period
which has lasted more than expected as a result of required modifications. One important setback
for the project implementation was that various forthcoming activities were not dealt with by task
managers or the local beneficiary, until the IR was approved. The basic structure was kept up,
however, and activities were started before incidental period was finished.
We deem the basic project structure as follows:
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Field Studies (Stakeholder analysis, Technopark status review,
local indstrial amrket analysis and Technopark tenants TNA)
VISIBILITY (communication strategy, Web page, visibility
Strategy, on ET/YIC and IPA)
Training and coaching (of trainers, TTO staff, regional
industrialists, technopark tenants and others)
Networking ( Business angels connections, appl for
membership in IASP, Internat Conference events)
Field studies are supposed to be the main instrument for designing a training programme based on
regional needs. The most important activities will be the capacity enhancement programme, the
second box, the structure of which will be decided in the light of results to be derived by the
assessments indicated in the first box. The third box adds the idea that networking also should be
done, to improve overall capacity of the Technopark. Across these three boxes floats the “visibility
cloud” as some kind of “oiling for various mechanisms” in order to make the project work better by
creating awareness both of the Technopark and the IPA project.
3.1.5 Empirical investigations. The second reporting period
The field studies, as noted in the upper located box in the figure below, have now been
implemented and the empirical phase has finished. These include the SNA-study of university
academic professionals, students and others, a TNA study of regional industry, also comprising a
study of training preferences and marketing investigation of awareness of ET/YIC. This last study
also made an overview of the status of regional industry, concluding with a SWOT analysis.
The assessment of ET and YIC based on participant observations, interviews, but mainly on the TNA
and SNA studies has been published in its present form. This analysis will go on in the future, as a
part of continuous cooperation with the ET (and maybe YIC in the future) management. A workshop
with stakeholders has been implemented, for fine tuning of the Training Programme that the
SNA/TNA-studies have resulted in.
On the Visibility side, a strategy has been formed gradually. It is not formalised in a comprehensive
document yet, but lots of activities have been generated. These include e.g. innovation exhibitions,
luncheon meetings with mass media, various kinds of info material etc. A communication action plan
was elaborated during last reporting period, and the Web portal development is just about to be
finished.
Concerning the main focus of the activities, the Capacity Enhancement in the fat framed box below,
formulation of the training programme is finished, the training of trainers approach is agreed with
ETTO, and the project development and coaching of individual firms has started. And this is the
direct connection to work to be done during next reporting period.
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SNA, University
assessm
TNA,Preference
study, Marketing
(SWOT)
ET/YIC status
assessm
Visibility strategy
Workshop
VISIBILITY
WEB portal,
web-pages
Web-based adm
Communication
Action Plan
Train
SME
ToT, TTO
HRM
Proj Dev
Study trips
Coaching
ET
branding
Networking ( Business angels connections, appl for
membership in IASP, Internat Conference events)
ET
marketing
ET
recruitment
CRM
MIS
3.1.6 Overview reflection
The importance of understanding correctly what would be the best approach to adopt with a view to
improving the capacity of ET and YIC, to render them pivotal players for improving regional
competitiveness has grown as time went by. The project is now approximately half way through and
despite the fact that the training programme is lagging behind the original schedule by about two
months. However, we believe that this delay is not unsurmountable and we believe that there will
be no problems in catching up the original timing eventually. It is our earnest belief that with minor
modifications of scheduled activities the required technical support trainings would be delivered as
foreseen. Especially positive are the increased priority of coaching and project support activities to
individual companies, and we expect to have some real success stories during the forthcoming
period.
3.2 Summary of the project planning for the remaining project
3.2.1 Catching up with training. Third reporting period
While the second period was concentrated on empirical observations and formulation of questions
and ideas for future work, the third reporting period, which is just about to start, will be very much
focused on Capacity Building.
Training will be the main theme, and it will have several targets:
 Training of regional industry, in accordance to needs observed at the TNA-study
 Training of trainers, which means that staff in ET (and YIC if established according to plans)
will have train together with other groups in the common training programme, but also be
prepared to take over the training material thus worked with for future deserving of training
themselves.
 The ET/YIC staff will also have special training related to consultancy activities and project
management under the Technopark regime.
Capacity building will also be made by making study trips.
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

Two of them are destined to Technoparks in central Turkish regions. They will be made in
the very beginning of the report period.
An international joint three state visit will be made during spring or early summer, which is
in the middle of the reporting period.
Capacity building in the form of consulting and coaching to
 individual firms, both Technopark tenants and other regionally located firms, and
 potential entrepreneurs within the Technopark’s incubator/pre-incubator, some of these as
result of the business competition to be organised in cooperation with our project
Viability effort will increase and other technical assistance will continue.
3.2.2 Networking and roll out activities will characterise the fourth reporting period.
A few networking activities will have started before this reporting period, but during the last period
of the project there will be larger concentration on these efforts, mainly in order to secure
sustainability of the Technopark
Relations to international Technoparks and their organisations will be spent more resources on.
Relations to international stakeholders of other kinds, e.g. FDI-organisations, will be searched.
Further elaboration of financial relations on the market will be done, and special efforts will be made
to connect to or start financial organisations like Regional Business Angels, Further development of
fruitful relations to business angels’ European organisation EBAN will also be made. A large
international conference will be held.
The “Roll out” phase means that all activities will be finished off; Training material will be properly
documented and experiences disseminated. Visibility activities will be finished off by producing new
brochures using the achievements on profiling of the Technopark as point of departure, success
stories will be published etc. The final report will be published and lessons learned from the project
disseminated.
The roll out activities, however, also demands that there should be presented ideas and possibly also
preparations for future ways of following up ideas and activities planted by the project. In this way
sustainability will be still more reinforced.
The following sections will give a more systematic overview of activities to come for the rest or the
project.
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3.2.3 Timetable, work plan, and planned outputs from 21 May 2013 on
Task Name
Duration
(days)
Start
Finish
RESULT AREA 4. Increased awareness of teknopark and
innovation support programs in the region.
456
Mon
11.02.13
Mon
10.11.14
456
Mon
11.02.13
Mon
10.11.14
PA2 Activity 2. Improving existing web site of KET
and creating new web site for the YIC
23
Mon
09.12.13
Fri
01.02.14
Fully Operational Erciyes
Technopark Web Portal
Fully Operational YIC Website
PA2 Activity 4. Preparation of an animated slide
show
20
Tue
29.07.14
Mon
25.08.14
Animated Slide Show
30
Mon
02.12.13
Fri
10.01.14
Project
Prestige Book
PA2 Activity 6. Additional visibility and publicity
activities
391
Mon
13.05.13
Mon
10.11.14
Innovative
projects
developed
Innovative ideas and designs
developed
PA2 Sub-Activity 6.2. Organizing innovative project
competition
256
Mon
13.05.13
Mon
05.05.14
Innovative
Project
Competitions organized
325
Mon
22.07.13
Fri
17.10.14
Innovation Fairs organized
Principal Activity Two: Visibility and Publicity
PA2 Activity 5. Preparation of project brochure
PA2 Sub-Activity 6.3. Organizing innovation fair
PA2 Sub-Activity 6.4. Increasing the Visibility of the
Project by Using Various Media Tools
PA2 Sub-Activity 6.5. Organizing final dissemination
event
RESULT
AREA
2.
Improved
performance,
competitiveness and entrepreneurship of Teknopark
management and companies and knowledge intensive
SMEs in the region
Principal Activity Three: Capacity Building
Outputs
Brochure
30
Tue
17.12.13
Mon
27.01.14
Local
TV
&
Radio
Programmes
Information
Bulletin
Promotional
Materials
Visual Materials such as
Photographs and Videos
11
Mon
27.10.14
Mon
10.11.14
Final Dissemination
organized
405
Mon
06.05.13
Fri
21.11.14
395
Mon
20.05.13
Fri
21.11.14
Event
Methodology for evaluating
applications
developed
Directive
for
Applicant
Evaluation
Applications evaluated
PA3 Activity 1. Application Evaluation
395
2013-0624
Fri
07.11.14
PA3 Activity 2. Providing Trainings
374
Mon
17.06.13
Fri
12.09.14
5
Mon
09.12.13
Fri
21.12.13
Training
Training
Customized
Materials
PA3 Sub-Activity 2.2 Training of Trainers
15
Mon
02.01.14
Thu
18.01.14
The Erciyes Technopark and
YIC Staff trained
PA3 Sub-Activity 2.3. Delivering Trainings
305
Mon
23.12.13
Fri
12.09.14
Trainings delivered
394
Mon
20.05.13
Thu
20.11.14
335
Mon
20.05.13
Fri
29.08.14
PA3 Sub-Activity 2.1 Developing training plan and
required training materials
PA3 Activity 3. Consultancy to Resident Firms and
Outside Entrepreneurs
PA3 Sub-Activity 3.1. Providing customized
consultancy for individual firms
nd
Curricula
Manual
Training
Customized
Consultancy
services provided
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PA3 Sub-Activity 3.2. Suggestions of additional
consultancy for incubating firms
PA3 Sub-Activity 3.3. Establishing pre-incubator in
Erciyes TP
394
Mon
20.05.13
Thu
20.11.14
Consultancy for Incubating
Firms
30
Wed
30.10.13
Tue
10.12.13
Pre-Incubator established
PA3 Activity 4. Organization of Study Visits
73
2013-1109
PA3 Sub-Activity 4.1. Study visit in Turkey
51
Wed
10.07.13
Wed
18.09.13
Mon
03.02.14
Mon
09.11.13
Mon
07.02.14
Fri
13.11.13
Study visit to Istanbul
5
Study visit to Ankara
5
National and international
study
visits
organized
Study visit reports
Two national study visits
organized
Study visit reports
International study
organized
Study visit reports
visit
PA3 Sub-Activity 4.2. Multi-country visit
10
PA3 Activity 5. Establishing MOG and ICU
17
Mon
17.03.14
Tue
08.04.14
Guidelines for establishment
of MOG and ICU prepared
Job descriptions made
115
Tue
10.06.14
Mon
17.11.14
Patent Office established,
Ateliers
for
Prototype
Production
established,
Library established
272
Mon
02.09.13
Tue
16.09.14
272
Mon
02.09.13
Tue
16.09.14
PA3 Activity 7. Providing Assistance on Additional
Areas
RESULT AREA 3. Provision of Networking Scheme for
the Innovation Centres
Principal Activity Four: Assisting KET Networking with
Innovation Centres
PA4 Activity 1: Establishing KET-BAN Business Angels
Network (BAN) and YIC-BAN and obtaining membership
from EBAN
36
Mon
13.01.14
Wed
26.03.14
Erciyes Technopark-BAN and
YIC-BAN
establishment
documents
Review report on feasibility
of Erciyes Technopark-BAN
and YIC-BAN
PA4 Activity 2: Accessing to international business
networks, obtaining a membership of the KET to
International Association of Science Parks (IASP)
29
Mon
02.09.13
Thu
14.11.13
Prepared documents for
membership applications
PA4 Activity 3: Promoting Virtual
application for academicians
32
Mon
13.01.14
Mon
31.03.14
2
Mon
15.09.14
Tue
16.09.14
57
Mon
01.09.14
Tue
18.11.14
9
Thu
06.11.14
Tue
18.11.14
270
Mon
13.05.13
Fri
23.05.14
PA4 Activity 4:
Conference on TDZs
Organizing
an
Enterprise
International
Principal Activity Five: Project Closure
PA5 Activity 3. Preparing Project Final Report
Preparing Project Reports
Report on management
principles and system for
Virtual Enterprise
International
Conference
organized
Next table shows the same activities in a Gantt-scheme, i.e. graphically illustrated distributed over the project
time.
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3.2.4 Timetable for the rest of the project, demonstrated as Gantt-scheme
Month
1 2 3 4 5 6 7 8 9 10
Principal Activity Two: Visibility and Publicity
PA2 Activity 2. Transforming the existing web site of ET into a web portal by integrating various IT
applications used by ETP Management and creating new web site for the YIC
PA2 Activity 4. Preparation of an animated slide show
PA2 Activity 5. Preparation of project brochure
PA2 Activity 6. Additional visibility and publicity activities
PA2 Sub-Activity 6.2. Organizing innovative project competition
PA2 Sub-Activity 6.3. Organizing innovation fair
PA2 Sub-Activity 6.4. Increasing the Visibility of the Project by Using Various Media Tools
PA2 Sub-Activity 6.5. Organizing final dissemination event
Principal Activity Three: Capacity Building
PA3 Activity 1. Application Evaluation
PA3 Activity 2. Providing Trainings
PA3 Sub-Activity 2.1. Developing training plan and required training materials
PA3 Sub-Activity 2.2. Training of Trainers
PA3 Sub-Activity 2.3. Delivering Trainings
Block A Human Resource Management Trainings
Block B Innovation Management Trainings
Block C Economic Management Trainings
PA3 Activity 3. Consultancy to Resident Firms and Outside Entrepreneurs
PA3 Sub-Activity 3.1. Providing customized consultancy for individual firms
PA3 Sub-Activity 3.2. Suggestions of additional consultancy for incubating firms
PA3 Sub-Activity 3.3. Establishing pre-incubator in ET
PA3 Activity 4. Organization of Study Visits
PA3 Activity 5. Establishing MOG and ICU
PA3 Activity 7. Providing Assistance on Additional Areas
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12
13
14
15
16
17
18
19
20
21
22
23
24
11
Month
1 2 3 4 5 6 7 8 9 10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
Principal Activity Four: Assisting ET Networking with Innovation Centres
PA4 Activity 1. Establishing ET-BAN and YIC-BAN and obtaining membership from EBAN
PA4 Activity 2. Accessing to international networks, obtaining a membership from IASP
PA4 Activity 3. Promoting Virtual Enterprise application for academicians
PA4 Activity 4. Organizing an International Conference on TDZs
Principal Activity Five: Project Closure
PA5 Activity 1. Organizing project closure workshop
PA5 Activity 2. Preparing Draft Final Report
PA5 Activity 3. Preparing Project Final Report
3.2.5 Milestones for the rest of the project
Following two tables show the milestones. The first diagram, a Gantt-scheme, shows graphically the distribution of the critical points in time distributed over the
whole project period. The second illustrates the same milestones in a logical sequence of time in a flow chart.
Milestones in a Gantt-scheme:
Month
Principal Activity Two: Visibility and Publicity
Preparation of project brochure
Organizing final dissemination event
Principal Activity Three: Capacity Building
Developing training plan and required training materials
Delivering trainings
Establishing pre-incubator in ET
Organizing Study visits
Establishing MOG and ICU
Providing Assistance on Additional Areas
Principal Activity Four: Assisting ET Networking with Innovation Centres
Establishing ET-BAN and YIC-BAN and obtaining membership from EBAN
Accessing to international networks, obtaining a membership from IASP
Promoting Virtual Enterprise application for academicians
Organizing an International Conference on TDZs
Principal Activity Five: Project Closure
Organizing project closure workshop
Preparing Draft Final Report
Preparing Project Final Report
nd
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
M9
M20
M5
M8 M18
M5
M17
M6
M10
M6
M6
M6
M11
M11
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M12
M13
M14
M16
M18
M19
M21
12
4. Project progress, reporting period 21 Nov 2012 - 20 May 2013,
detailed description
The main focus on this second reporting period has been on implementation of the empirical
studies. The presentation will start with briefing about them, but the work done will not follow time
order of their accomplishment. Instead there will be descriptions made according to the three
principle areas (PA1 –PA3), where substantial work has been done so far.
4.1 PA 1 Empirical Studies
4.1.1 Stakeholder analysis
Stakeholder analysis is supposed to be a substantial point of departure in Best practices for most
studies which are promoted by European Union. By understanding the various stakeholders’
different kind of interests in a programme target area, you create understanding not only for the
stakeholder’s different kind of involvement in the project. You also can show that there will be
variation in the kind of perception of the consequences that will be considered as project results for
different participants.
Against this background the first level of stakeholder analysis was introduced as a general
characterization of the project setting as a demand on the preparatory study in the ToR, to be
presented in the Inception Report. Hence this first step was presented according to the demands,
showing different kinds of attitudes and preparedness vis à vis the Regional Innovation project and
the Technopark from the different stakeholders. On the whole, however, all interviewed parties
showed positive attitudes, and were more or less prepared to support the project with resources
from their own organisations.
During the following period of project implementation a discussion was introduced from OCU where
intentions were expressed to go much deeper in the stakeholder analysis, especially concerning the
relations between the regional universities and industry, and the role of Erciyes Technopark as an
intermediate part in this relation. Subsequently a second level of stakeholder analysis, a university
assessment, was planned. Some basic ideas behind this can be described by the following figure:
The university should be
assessed
concerning
its
innovative possibilities, capacity,
obstacles and other restrictions,
and their actual output, in order
to make the relations between
academic work and industrial
cooperation
understandable.
Ideas for improvements should
be discussed, where especially
ET’s role should be paid interest
to: Needs for services should be
in focus of this SNA-study.
nd
Technopark
measures to meet
potential problems
University
assessment
Technological
achivement
Commercially
viable output
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There were intense discussions with OCU on how to cover all relevant parts of the university and
what methodology would suit the focus on commercialization best. We agreed on using a
professional expert very experienced in the regional academic system, and because of resource
restrictions primarily using group discussions for data collection (combined with other methods). A
short summary mainly of the investigation process is presented in Appendix 1.
Results: The study shows a very complicated path between formulation of an idea, the project
elaboration and financing, and following cooperation and commercialization. There are lots of
obstacles within the academic system. However, most important problems seem to be the lack of
mutual understanding between the academic and the commercial industrial cultures. There are no
easy ways to overcome mistrust just by organizing cooperation (but it is a good first step).
Erciyes Technopark can play a more important role here also as an intermediary with “one foot in
each camp”. A conclusion, indirectly understood from the report, is that ET should provide an
commercial environment with a Business Community, where academic entrepreneurs should abide
time to learn the intricate commercial culture, and where industrial development departments
might come closer to understand the creative spirit of the technological front from university
people.
Given the importance of the role of the Technopark, it is surprising how limited the knowledge of the
opportunities still were at the time of the data collection in the project. There are indications that
these conditions have improved later, but more must be done to this.
Output: A draft report “University Potential Analysis Report for Improving Collaboration in between
Erciyes University and Erciyes Technopark” is available on the Regional Innovation project’s web
page www.etbim.tr.
4.1.2 TNA-analysis, according to best practice
TNA-analysis is also an instrument which is regarded as Best Practice according to EU standards, to
be used before implementing training programmes. TNA analysis can be made in many ways. If the
target is a single person, a company or local industry the approaches will be different. Sometimes
you compare existing experiences to needs which are derived from job instructions. Sometimes you
compare the actual experiences with necessary characteristics for a successful industrial segment.
The TNA-study of the Regional innovation project has chosen a method that identifies essential
capacities of the industries. If low qualifications are found, it shows needs where qualifications need
to be increased. If qualifications are very high, there might be an opportunity to improve the
companies’ competitive edge. This means that high as well as low qualifications are searched for in
essential areas for commercial success. In this way “needs” for training are located.
The study has also asked about the “preferences” for training. The results of the studies show
different, but partially overlapping results. When the companies state a problem, they are not
always aware of the fact that there is training available as a remedy for the problem. Hence the risk
is that they might pronounce preferences for conventional training courses instead, just because of
ignorance.
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Results: Three main approaches crystallize as areas where training is needed. The most striking
result is that almost all companies express problems related to recruitment of labour force with the
proper qualifications. Even if people have got the right education in the region, they leave for better
jobs in more central areas of Turkey. If they are trained on the job, which may be a heavy investment
for the firm, the risk for mobility increases instead of the opposite.
The second large area of need for improvement is concerning economic management. A large
amount of companies have a surprisingly low capacity utilisation, and other indicators of low
economic efficiency. If this is an effect of low precision of the survey instrument or not can be
discussed, but it is a well-known fact from science of work that high creativity often comes together
with low efficiency. A good project manager (aiming at introducing change) is seldom a good
production manager (aiming at maintaining efficient production). And the results show that the
investigated sample of companies show an unexpected high degree of R&D activities and high
degree of innovativeness (which may be explained by the large proportion of Technopark tenants in
to total sample).
The project has resulted in a report, which is summarised in Appendix 2. A very interesting database
has also been delivered, which offers opportunities for further processing, to go closer into the
relations between various subgroups of the sample, and the variation of the results.
The project has also resulted in a structure for a training programme, where the basic results from
the needs analysis is a base for three main blocks. The first concerns the overwhelming problem with
personnel issues, which will be overcome by Human Resource training. The second block concerns
the competitive edge of the industrial structure, viz. Innovation Management, where we believe that
further specialised training really can increase competitiveness. The third concerns economic
management, as a base for increased “institutionalisation” which seems to be a real need for,
especially if the international orientation of the industry will be stimulated.
The specification of the training blocks has used results from the preference investigations made in
the same survey.
Output: A draft report “Assessment of Innovation Capacity of SMEs and Training Needs Assessment
Report”. This report is available at our web page www.etbim.tr.
The report also contains presentation of data from
 supplementary on-line survey, issued for Erciyes and Bozok Universities’ students, mainly
concerning attitudes related to entrepreneurship
 a supplementary on-line survey, issued for Erciyes and Bozok universities’ academic
professionals concerning academic project planning
4.1.3 Workshop on the SNA and TNA-study
The SNA and TNA studies and the preliminary reports from them were processed in workshop,
according to the original plans of the project.
The purpose of a workshop is not primarily to disseminate results, but to require an input from
participants. In this way the most important stakeholders were given an opportunity to participate in
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the finalizing of the reports, as well as exert proper influence of the Training Programme, that was
developed as an outcome of the results from the mentioned studies. Another important purpose,
not to be forgotten even if this workshop is seen as a part of the empirical work of the project, is the
visibility effect of this event.
The seminar was a high profile event, opened by the deputy rector Professor Dr. Abdulhakim of
Erciyes University, and rector Prof. Dr. Tamer Uçar of Bozok University and TL Prof. Dr. Grahm. DTL
Ass. Prof. Dr. Colakoğlu and Deputy Director of Erciyes Technopark Mr. Yazlık were moderating and
summarizing the event. The agenda and participation lists are attached as Appendix 3.1 and 3.2
In the first part of the workshop the TNA-study and the following training programme was presented
by the senior expert Erdal, who had managed the study. (The introductory speeches are presented in
Appendix 3.3 and 3.4) The open auditorium workshop was concentrated around the training
programme, and some of the dominating viewpoints were recommendations to
 Select courses which were not easy to find elsewhere on the market, e.g. from university or
private training institutes
 Concentrate the resources around a few courses for better quality and marketing, rather
than shallow coverage of too many subjects
 Try to use unconventional pedagogical approach to profile the courses as adapted to existing
regional industry’s needs. Adapt as much as possible to participating companies
 If possible, try to use homogeneous participant groups for classes
 Do not forget Yozgat in the planning
More comments can be read as appendix to the final TNA-report.
The second part of the workshop was concentrated on the SNA study, where participation of the
academic auditorium was part of the project design. (The presentation of senior expert Prof. Dr.
Kiper is attached as Appendix 3.5) Intensive discussions ended in recommendations on extended
ways of cooperation between university and industry, where ET should play a more central role.
A third part of the workshop was devoted to an overall evaluation from OCU’s side, where the
conclusions and recommendations from the auditorium were considered. On the whole, it was
stated from OCU’s side that the empirical investigations had corresponded to their demands, and
they were satisfied with the conclusions made by the experts. OCU also agrees at large with the
general statements made at the workshop.
Press reactions to the seminar I shown in Appendix 3.6.
4.1.4 ET/YIC assessment
The SNA-study shows that inventions from university projects that are intend to for commercial
markets need much more than general information on entrepreneurial development. Various kinds
of service will be required to make products viable for the market, and a business culture is needed
to transform an academician into a real entrepreneur. The academic system recognizes the great
value of industrial utility of their education and research, but the system does not offer the
necessary means. Does the Technopark do it instead?
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Education and training is always needed to have a successful industry in the region. But is University
attendance enough for industrial managers, or do they demand training that is especially adapted
to industrial needs? And, if so, who will supply it? The TNA-study shows that there really are specific
problems, many of them especially large in the Kayseri region.
These issues are raised in the Assessment against the background of the SNA and TNA studies. A
frame of reference has been formulated in terms of the five main dimensions, in line with what best
practice prescribes for a general assessment. The conclusions are made in an ongoing process where
change happens faster than the report is written. Subsequently this kind of assessment will not be a
final presentation of the status of things. The assessment continues during full project period, to be
presented as part of the final report. In this way experiences will successively be developed together
with ET management, and, if feasible, implemented in the organization.
Preliminary results: The first issue concerns if the ET is doing what Technoparks “are supposed to
do”. Relevance is supposed to be shown by recruitment of “leading edge” tenants, and by playing a
local significant role. This means that politicians and other important players proudly should present
the Technopark as representative for the city and regional industrial development. – Relevant
ambitions can be recognized at ET, but there is still some way to go.
The second issue concerns effectiveness. This means doing the right things. To correspond to the
demand from the SNA study and provide a Business Community and the demands from the TNAstudy in terms of presenting needs oriented services (much more than those presented in the TNAstudy) means effectiveness. ET corresponds to these demands, and shows a proper organizational
structure, even if there is needed some development here also.
When it comes to efficiency we believe that the young and dynamic staff will make a good job,
especially after some training of trainers has been implemented and maybe some recruitment of
financial professionals have been done. The property management function (PMC) does not show
efficient result, however, and there is needed creative action to elaborate new supplementing
sources of income, in ways already performed by other Technoparks.
A Technopark needs several decennia to wield impact on regional industry. Both SNA and TNA study
shows little awareness so far in University and Industry of Technopark possibilities. But the
organization is young, and significant indications of change have already started to appear.
Sustainability is the last dimension to be analyzed. Favored conditions that exist at present,
stipulated by Law and by treatment of state organisations, might give a good start. Planning must be
done, however, with the ambition to have a development in the long run independent of market
obstructing incitements for change.
Output: The report “Assessment of Erciyes Technopark and Yozgat Innovation Centre” is available in
Appendix 4
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4.1.4 Integrative stakeholder analysis
Stakeholder analyses have been done on two levels before, as described under 4.1.1 above. The first
level was general interviews during inception phase on various stakeholders’ attitudes vis a vis the
project proposal. The second was a deeper analysis with special focus on university and industry.
We will now make the analysis still more sophisticated by regarding all social institution that have
interest in or can exert influence on the Technopark as stakeholders. We regard this as the third
level of the analysis. We will use all empirical studies and observations made by us so far as basis for
inferences. We will not only try to integrate the SNA, TNA and the ET/YIC assessments, which one by
one presented their own perspectives on what was regarded as the most important stakeholders.
In order to make it possible to discover general trends or patterns we have sorted the numerous
numbers of stakeholders, which are possible to recognize in our material, into five main groups.
Besides these we have the management of the Technopark, which is regarded as the Technopark
itself.
Following figure summarizes how the groups are sorted:
Technopark org
The green boxes are marking the
most significant players in each
group
OWNERS
POTENTIAL ENTREPRENEURS
Municipal
POTENTIAL
organisations’
TENANTS INUSTRY
Students, targets
State innovation
Dev.dep.
Graduates,
orgnisations’s
intrapreneurs
Academic
targets
Universities as
professionals
R&D system
University
Chamber of
commerce and
Industry
Industrial zone
org.
Chamber of
Commerce and
trade
Management
The four categories of
stakeholders are:
 OWNERS
 POTENTIAL
ENTREPRENEURS/
POTENTIAL TENANTS
 USERS OF THE
TECHNOPARK
 INVESTORS, and
 OTHERS
ET,
Technopark
YIC,
Innovation Centre
Mass media
Hi Tech Industry
Private consumers
Outsourced R&D,
large corporations
USERS
ET Tenants
Serivice providers
Venture
companies
INVESTORS
Tubitak
Bank and
accounting
Business angels
FDI
Innovation funds
Kosgeb
TTGV
ORAN
MoSIT
When generalizing the tendencies based on observations related only too few of the players of each
group we oversimplify the picture, of course. We accept this for the sake of the discussion.
The first group is dominated by the main owner, the university. This stakeholder has not
accentuated returns on investments of capital as primary or even secondary purpose of the
Technopark. Some discussions in the SNA study points at the fact that some owners regard the
Technopark as the research organization of the university. This is a position that really needs further
discussion.
The second group consists of potential tenants, which regards the Technopark as an important
opportunity for finding the most fruitful environment for developing new innovative ideas into
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commercial products. It is possible to trace some bias in the SNA study, but it is also existent in the
TNA study, where stakeholders mainly are supposed to be academicians. -More innovations
emanate from industry than from university, which the ET-assessment points out. Do not forget the
special interests of the significant role played here by Industry.
The users are a well-defined group of Tenants, but the ET-assessment makes clear that more
subgroups should be included here. Not only leading innovators, but also more service providers.
The issues are brought up in the SNA study, but few concrete recommendations are made.
The fourth group that seems to have increased their notice of the Technopark significantly during
the ongoing project period is the Investors. Maybe some visibility activities start to give effects. In
this group we have defined state and other organisations as “investors” in the sense that they want
to use their available funds, grants or loans, for good projects in order to simulate returns in the
form of innovation and growth. The Technopark has started to fill this very important role. Sorry to
say, however, private investors on the market, e.g. the attractive FDIs, have still not found the
Technopark. The ET-assessment points this out.
There is a group of “other” stakeholders also. Mass media might be the most significant of these.
Obviously press and TV have started to discover opportunities for telling good stories from the
Technopark environment. This progress report gives a few examples. More is there to come when
the big success cases (or new scandals) will occur.
A stakeholder analysis makes a point in discussing the proximity between stakeholders and the
system they have stakes in, and about the variation of power between different stakeholders. This
makes it possible to predict were the most fruitful campaigns or other efforts to promote change
can be done. It is also used to fore say what main changes are to be expected, and makes possible to
propose actions to support or mitigate these. The integrative report, Appendix 5, gives examples of
this.
4.2 Visibility activities during the period
4.2.1 Transforming the Erciyes Technopark’s web site to a web portal
The objective of this particular activity is to transform the existing Website of the Erciyes Technopark
into a full-fledged Web Portal by integrating various IT applications used by the Erciyes Technopark
Management essentially for administrative financial and technical operations. There is also an
intention to replicate it for use by YIC, when this organisation will be elaborated after proper
registration as legal person.
The development of ET’s website is intended for multipurpose use, and the following sections are
planned:



Erciyes Technopark website (Tenant information, business applications, announcement
system, survey system, etc.)
YIC website; (Tenant information, business applications announcement system, survey
system, etc.)
TTO website; (All TTO activities must be presented online.)
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


Project website
A system for the reports on the company activities; (A system where the necessary legal
reports to be given to the Ministry by the tenants in the region every month regularly
are found in it)
TTO management/job tracking and expert panel; (Following up the business processes;
monitoring TTO staff; performance analysis etc.)
All these sub-sections are supposed to communicate with the database of the current software,
TEKPO, and the general information will be stored at the same place. The system is prepared under
direct control of ET management. CVs for Proposed consultants are sent to SRER and CA for
approval. They are supposed to finish the job soon after approval
ToR for the job is attached as Appendix 6
Output: A preliminary system based on the above ideas is working, but further elaboration is
expected. A new web address is also registered for YIC, under the domain name
www.bozokteknopark.com. It is expected to be in service next month
4.2.2 Development of our own web page
The implementation of the web page of the Regional Innovation project is in principal ready. The STE
involved for the job has finished his mission, but is still at our disposal for minor changes.
The web page includes a calendar of events, showing the project’s main activities and events, but
also larger events arranged by other organisations, if they are of general interest for innovation
development. A special section will be used for the time schedule of the training programme, which
is just under implementation.
Other main categories of the web page are
 Home
 About Us
 Services
 News
 Announcement
 Links
 Gallery
 Surveys
 Contact
The fact that the first web page structure is finished does not mean that development has stopped.
Special interest will be paid to further elaboration, not only of the substance but also of the
structure of the web page.
Appendix 7.1 shows the ToR for the developer’s work
Appendix 7.2 gives examples of graphic looks of the web page.
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4.2.3 Visibility by marketing of the Training Programme
The training will need special marketing to be noticed by industry. Attention is created by mass
media, posters, and advertising and general information activities. In order to make regional
companies send managers for participating in courses on working hours, there is needed more. The
value added of participation and learning must be properly understood.
A number of efforts have been made. These will also have general effect on visibility if the activities
performed by the Technopark:

The project will require from each involved trainer that s/he can formulate the most
important arguments for attending their course. This will be used in marketing.

Brochures have been developed for creating attention. (Appendix 8.1)

A Special data base is prepared, offering participants of the TNA study priority when
choosing course. Direct marketing by telephone will be used.

2 lunch meetings have been held for general promotion of the Technopark and special
marketing of the training programme. The first was targeting local mass media, and the
second focused on important local stakeholders. Reactions in social media are shown in
Appendix 8.2. These events have also been seen as occasions for testing various methods for
increasing visibility in general
4.2.4 Innovation fair
At the end of last project reporting period we took part of an event organized by ETTO in
cooperation also with Erciyes University, Kayseri Chamber of Commerce, and Kayseri Chamber of
Industry, the Organized Industrial Zone and an Engineering club of students. The “Project Park”
showed many examples of creative students and also more advanced entrepreneurial projects. A
few of them have later been in contact with our office, to discuss ways to organize participation in
entrepreneurship development.
This event gave a number of experiences. These were supplemented by others in “Innovation Turkey
2013”, in Istanbul, which was initiated by the Regional Innovation project. Erciyes Technopark was
the official participant and four advanced tenants from the park were co-exhibitors. The
participation generated insights not only in the way good marketing by exhibitions should be done. It
also made comparative material from other participating Technoparks in Turkey available, and
created lots of contacts in general. Some photos from the fair are attached (Appendix 9.1) and a
preliminary list of organisations met Appendix 9.2). The activities inspired to participation in new
events, in order to increase contact net as well as experiences on how to use this marketing medium
the best way. Consequently ET participated in the “Istanbul Innovation week”, shortly after this
reporting period’s end, and an event with Turkcell is planned in Kayseri. Next project report will
have more comments on this.
4.2.5 Preparatory work for project competition
The first project competition organized in cooperation with the Regional Innovation project will take
place during next reporting period. In the recently finished period, however, various kinds of
preparations for arranging a business competition have been taking place. Among other objectives,
the idea is that the competition will end up in a number of selected candidates for participation in
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the incubator/pre-incubator activities in ET. This department will be established as soon as building
4 is ready. At present the plan is March 2013.
Preparations have been made on how to
 Formulate a attentive Title of the competition
 Select target groups and market the competition vis à vis them
 Discuss general rules and what preparatory material that should be distributed to the
participants
 Composition of jury, decision of rewards
 Attempts to find challenging new ways of formulating demands to the participants:
Requirements of formulating a striking pitch, e.g. by means of using You Tube
 Time and process
Appendix 10 shows the basic recommendations form Tubitak.
4.2.6 Other mass media reactions
The TAT has pronounced the ambition to work closer to mass media. A few personal contacts have
been built up, but no large effort has been made so far to use these.
In examples above we have shown attendance by press and media at luncheon meetings and on the
Workshop event. A couple of more examples will be given here. One is from the important Project
Steering Committee. The other concerns attention to the Bozok Technopark, where we have some
ongoing contacts with the University rector (though not in the specific occasion mentioned by the
appended article.) Other mass media have also shown attention, but it is not listed here. Appendix
11 gives some examples.
4.2.7 Visibility gadgets
The project is also working with traditional means for creating attention, as recommended in the
communication strategy: Pens, notes blocks, paper files to be used as brochures, suitcases with
discrete logos. To be used for marketing in combination with events. And we have used our
incidental budget reservations also for some more conspicuous exhibition billboards. Appendix 12
illustrates.
4.3 Capacity enhancement
4.3.1 Development of training programme
A programme has been developed by TAT in accordance to the main results of the TNA-report based
on needs for training for regional industry. It is also related to preferences expressed during the
same study. The programme was slightly altered according to the comments from the Workshop
described above.
Hence the Training programme has been divided into three blocks (as described in Appendix 13).
The first block concerns Human Resources Management, and contains three subtitles for courses
 Leadership training
 Talent Management
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 Learning Organisations
All three are seen as strategic issues for industrial development in the globalizing world today, to
meet the challenges of fast changing labor markets with new demands on labor force.
The second block aims at strengthening the competitive advantages of the regional industry, by
improving Innovation Management. The best way of doing this is learning how to be good at
accomplishment of
 Project management
 Intellectual property rights
 Open Innovation Strategy management
 Entrepreneurship development
The third block concerns the necessary demands for making efficient organisations of companies
that have spent their resources more on innovative development than standardization of
production. Increased efficiency is needed to meet new competitors, national or international.
 Basic Business development
 Marketing
 Business administration, other
Subsequently 10 different courses have been developed. Courses will be delivered in modules lasting
for 2 – 4 days. The goal is that minimum 242 participants will be attending the classes according to
demand in the ToR for our project. The ambition, however, is that we will reach the double amount
of participants. We will not follow the distribution of training courses the way it is suggested in the
ToR, where almost all training capacity is concentrated to the four compulsory subjects (Project
management, IPR, Entrepreneurship training and sustainability). Our intention is to distribute the
training capacity more even between all 10 courses mentioned above.
By using a system with call off-agreements with the trainers, we intend to adapt the supply of
courses also to the areas where the demand is the largest. In practice this means that all courses will
be presented in two rounds, in this way spending around 70% of the resources. Then an evaluation
will follow, after which only the courses with high demand will be called off. If demand is to low, we
will discuss transferring resting training resources into other technical support (after agreement with
OCU).
A training calendar including the first two training rounds in every group will be presented at the end
of December. Full day training courses will, according to experiences from the Elazığ project, start
early afternoon, and last to late evening, including break for a meal and social interaction between
participants. Participants should be allowed to change course time, including use of weekends, if
there is consensus within a group and with trainer.
Output: training programme, Appendix 13
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4.3.2 Development of training packages
For all senior trainers there has been reserved preparatory time for development of the training
package for respective course. For each of the three blocks one of the senior trainers also has been
assigned time for coordination of all courses within the block.
It should be noted that the preparation is not only made for presenting the course twice or more
times. The preparatory material is representing packages of knowledge to be used later by ET and
YIC (or by other organisations in EU). Two rounds of performing the training course are supposed to
be needed for practical testing if the packages are good or need improvement.
In reality the packages in themselves represent a more important future output of the project than
the trained persons, who might change positions, forget or sometimes not learn properly. The
packages should thus be regarded as the legacy of the whole training project.
Output: The output so far contains the ToRs developed for the 10 areas. Basic directives of the
substance to be developed by the senior trainer are specified there. Appendix 14.1-14.9 shows ToR
for all senior and junior experts.
4.3.2 Development of special programme for training of trainers
General training
ToR for the Regional Innovation project states that the TTO-staff of the Technoparks shall take part
of the training to be able to take over after some first round. The intention is that they shall be
trained in order to be responsible for the training themselves when the project is finished.
In practice ET management will appoint two persons from the ETTO staff for each training block,
with the purpose that there always should be one person available at every course. Besides learning
from the training, these persons will give feed-back and have a tight relation to the senior trainers
that are responsible for the course. An internal expertise profile will be delivered vis a vis the
training blocks.
Special training for trainers
Certain courses are not aimed at private industry. Project cycle management, PCM, is never
practiced as project management method by private companies. The method is very timeconsuming and used mainly to gain control. Private companies that use project management
methods for creativity and demand efficient time use would, for example, prefer benchmarking
instead. PCM, however, is used by public organisations or international donors, who finance large
projects, which might be future tasks for ETTO. Conclusion: PCM should be mastered by ETTO but
not trained by regional industry.
The same thing is true for a method like Result Oriented Capacity Change, ROACH. In this method
training projects will be implemented based on strategic capacity change, and results will be
measured not only by test of learnt subjects. It will also be measured by the real effects of using
these new skills or qualifications that are gained by the training. This is another example of an
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expensive but safe method of controlling results of implemented training, seldom used by private
companies. Large international organisations use it to make safe investments in training.
These two examples indicate that here are several methods which are good for project managing
organisations like a Technopark, but not feasible for individual firms. A set of these kinds of methods
and models were discussed during the TNA, made with the staff of ET. At another occasion with it
was practiced with a few persons connected to the Bozok University.
Based on conclusions from these small investigations a short programme on training for trainers will
be introduced. It will have the form of internal seminars for small groups of ET staff, maybe also
potential staff from YIC (or Bozok Technopark) and other selected persons. A preliminary time
schedule will be presented at the end of January, but dates will be adjusted from meeting to
meeting, dependent on time available from the participant persons. The seminars will be led by TL
or DTL from the Regional Innovation project. If there is possible to transfer resources from other
activities (e.g. left over training capacity from the ordinary programme) external trainers might be
assigned for support. We have discussed the special need for this e.g. when it comes to financial
training.
Output: A tentative Training programme for trainers is presented in Appendix 15.
4.3.4 Coaching, customised consultancy to individual firms
General support, application for special support, and mentoring
Project planning during Inception period formulated the objective of coaching as providing
assistance to resident firms of ET on financial and administrative issues including sales. Marketing
and contact work for creating partnerships abroad with companies working in similar fields are also
good examples of common tasks.
The point of coaching in difference from tutoring is that the consultant never takes the initiative
from the client. In principle the consultant works reactive, and stimulates by supplementary
proposals or general advice related to whatever problem the client raises.
The contacts so far have been within the Technopark Tenants and in one case a large non-resident
company. Discussion has been on general economic conditions, product development, and market
relations. In a few cases international contacts have been searched for future introduction of new
market relations. Several sessions have been dealing with the Turkish innovation stimulation system;
in form a grants or loans, mostly those provided by Tubitak.
In order to generate experiences for training in coaching in the Training of Trainers programme (see
the section above) we are elaborating and working with a CRM module for customer relations in
coaching. Reports on coaching cases handled so far are possible to print out (classified). The
database contains detailed information from the sessions.
A booklet about Tubitak’s “1507 Program” has been prepared. 100 copies of it have been distributed
to tenants by ETTO, and a A letter has been sent to invite SMEs for mentoring on the 1507 Project
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preparation. Information has also been given on how to register to ARBIS and PROBIS databases of
TUBİTAK. Notice about patent search related with the companies’ own fields of R&D are also
distributed.
Output: A few international relations have been tested as distributors for export of products, and
one example of international partnership in product development has been handled. Help with
applications for support from TÜBITAK’s R&D program has been delivered to 10 companies. In a few
cases, support has been granted. Lately one of our coaching companies was granted 250.000 USD
for development project from Tubitak. At the moment we have indications of that at least one more
company will soon be granted support. The list of Tubitak firms where applications are supported is
appended as 16.
Support to cluster formation
Modern innovation policy usually includes cluster formation objectives. The idea is that several
functionally related conglomerates of companies from the same geographical area can mobilise the
critical mass needed. This is supposed to increase both internal creativity and strength, and external
visibility on the market. Cluster formation means that a step is taken from the common network
economy, where relations means a lot but the organisation is weak, into a strong organised system
with shared goals. Many ideas exist on how to organise a cluster, and international experiences tell
different stories from sector to sector, from one geographical area with its specific characteristics to
another.
Ministry of Economy supports the formation of clusters. For this purpose a group has been formed,
URGE, for Improving International Competitiveness Support Program. Erciyes Technopark can offer
five separate projects for this program from different industrial sectors. The first cluster was
organized in connection to the software sector, including 23 enterprises.
A second cluster is formed, KAYMOB, related to the furniture industry. It involves 21 small and
medium sized enterprises. i The number of members is expected to increase.
The elaboration of the application dossiers for applying ministry has been supported by TAT.
Business training and consultancy needs of cluster members were analyzed.
These clusters will be followed by new formation of clusters and application for support. Next in line
are the machinery sector, electrical appliances and food industry, where applications are supposed
to deliver during 2014. TAT has experiences on cluster formation and cluster management from
earlier international projects, and is prepared to support by request.
Output: Preliminary approval was obtained from the Ministry of the program. When the program
starts for increasing the businesses' export the training, consulting, international business trip,
purchasing committee and qualified professionals supports will be provided. The support for each
one is about 3,250,000 USD, which is 80% of the project budget. This will be provided as a grant by
the Ministry of Economy.
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4.3.5. Specific Consultancy support to ET organization
Capacity building on Technology transfer. Guiding manual for contracting when license bound rights
are commercialised.
PA3, on capacity building, includes all headlines in this section so far, but there is also reserved
means for “providing assistance for additional areas” (PA 3.7). As the project’s TAT is supposed to
support establishment of a patent office connected to Erciyes Technopark, which has not begun yet,
we have seen as a first step to support capacity building in relation to use of Intellectual Property
Rights.
For the practical purpose of developing the necessary juridical documents, and knowledge how to
use them when licenses are negotiated and sold in transfer of technology processes, two short term
experts have been assigned (STE and JTE).
In a situation where university research patents will be traded it is necessary to establish a structure
within the framework of internal directives and policies, then to prepare reference agreements to
serve as basis for contractual relations. The fact that part of the income will be obtained by State
Universities must be taken into consideration. ToRs for the assignments, attached in Appendix 17,
gives details on how the tasks have been approached.
ET Management and TTO were informed about the latest status of Intellectual Property Rights.
Output: A minor English comment on the job is presented by the consultants, but no comprehensive
report will be delivered. The output however is materialised in the documents (only in Turkish) that
are available in ETTO’s archive. These document catalogues include:



















Erciyes University Invention Disclosure Form
Erciyes University Intellectual Product Disclosure Form and Measures
Erciyes University ETTOMER (Erciyes Technology Transfer Office) Regulation
Incubation Service Agreement
Pre-Incubation Service Agreement
Employee Confidentiality Agreement
Confidentiality Agreement
Agreement for the Distribution of Rights between the University and the Investor Company
Agreement for the Distribution of Rights between the University and the Investor Company
Agreement for the Distribution of Rights between the University and the Instructors
Agreement for the Distribution of Rights between the Investor and the Entrepreneur
Service Agreement
Agreement for the Distribution of Rights between the Investor and the Entrepreneur
Project Agreement
University Service Agreement
Project Agreement
University – Industry Cooperation Agreement
Project Agreement
ETTO – Industry cooperation Agreement
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Support on ISO-certification
ET plans to certify its organisation according to ISO 9000 standards, by the Turkish Institute for
Standardisation. In the process, which is supposed to last for about two months, the Regional
Innovation project will supply short term expert support. The proposed consultant has not started
during this reporting period.
Networking
The concentration on networking will be expressed in several kinds of efforts during the final
reporting period (that start the 21st of May 2014). General work, mainly in relation to visibility
promotion, has networking effects however. New contacts are continuously created.
Some first efforts for contact with IASP, the world Wide Technopark professional organisation, have
been taken. A planned travel to an international conference was cancelled, however.
First preparatory drafts for application for member ship in the European organisation for business
angels have also been prepared. There is no substantial progress to report for the first reporting
period, however.
4.6 Organisational issues during the project period
MoSIT (SRER and CA) has decided to follow a rational system of coordinating Project Steering
Committees, PSC, for all three (so far only two: Elazığ and Kayseri/Yozgat) Regional Innovation
projects and the corresponding Construction projects. This gives a better overview on what happens
in relations to these three Technoparks, but detailed information will get lost instead. Hopefully this
can be compensated with good direct relations between the Technical Assistance Teams, TAT, and
the Task Managers at MoSIT and responsible persons in the EUD.
TAT has requested information from SRER during this period on their intentions to introduce a
parallel management system of more advisory character, in accordance with ideas launched by the
project ToR. No such intentions have been expressed, however.
During the reporting period the 4th Project Steering Committee meeting was convened in Kayseri,
including also Elazığs Technopark project and both construction projects. It was a positive and very
informative meeting, followed by a dinner with mingling opportunities. New important contacts
were established.
The agenda from the meeting is attached, Appendix 19.1, and the presentation made by our TL,
Appendix 19.2.
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4.7 Resource utilisation from start to 20th November 2013
The empirical phase has finished. A few work days reserved for short term experts, which are
exclusively related to this period are not used. We will propose reallocation of them to the
continued work, after discussion with OCU and decision by CA.
The following table marks unused working days during the PA 1 with yellow highlighting.
Other
Task Name
JE
SE
Planned
Used
Remaining
Planned
Used
Remaining
58
46
12
132
105
27
21
10
11
32
27
5
8
8
0
3
3
0
PA1 Activity 3. Field and market research
10
10
0
100
78
22
PA1 Activity 4. Analysis of field survey results
7
7
0
PA1 Activity 5. Training needs assessment
5
5
0
4
3
1
Inception Phase
RESULT AREA 1:Enhanced capacity for better assessment of
needs and potential in the region and required actions for the
development of technology based and innovative businesses.
Principal Activity One: Field Survey and Studies
PA1 Activity 1. Stakeholder and Target group analysis
PA1 Activity 2. Preparation of field survey/study toolsquestionnaire
research
PA1 Sub-Activity 2.1 Developing methodology for field
PA1 Sub-Activity 2.2 Developing the questionnaire
PA1 Activity 6. Reviewing and assessing the current status of
the KET and YIC
PA1 Activity 7. Organizing a workshop
One
PA1 Activity 8. Preparing Synthesis Report for Principal Activity
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Following table gives an overview of the resources utilisation for the first 12 out o4 24 available
months. Half project time has passed, but what about the resources?
Project Title: Technical Assistance (Institution Building) Kayseri-Erciyes Technopark Regional
Innovation Centre
Planning Period 21 May 2013-20
Nov 2013
Country: Turkey
Resources/Inputs
Personnel:
Team Leader
Deputy Team Leader
Personnel STE:
Senior
(Instructor)
Senior Expert
Junior Expert
Total
Planned
Period
Planned
Period
Realized
Total
Realized
Available for
Remainder
350
350
120
120
81
106
173
196
177
154
209
191
300
50
67
137
0
45
113
0
50
113
209
141
187
Expert
Total:
1 400
868
Incidentals:
EUR
235.000
EUR
223 137,38
14 200,00
11 862,62
11 862,62
As can be see, the spending of working days of the TAT (TL and DTL) are almost exactly half of the
resources available. A little less for the TL and a little more for the DTL, this is in accordance with the
more detailed plans.
Concerning short term consultants a little less than 40% is spent, which also is according to plan,
given that the rather resource consuming training period is about two months late, compared to the
original plans. This resource gap will be compensated during the present reporting period, after
which also the training component is supposed to be on schedule.
At large, the project is on schedule; empirical investigations are concluded, and technical assistance
in relation to capacity building, besides training and study tours, is a little ahead of schedule.
The incidental budget is almost untouched. Expected travelling and networking with other projects
etc. have been suppressed in comparison with expectations. And the very resources consuming
study trips are just about to start. So there is no surplus to be expected here.
As a summary there are reasons to claim that the project is in balance, with small time delays
possible to catch up in one sector, and reasonable extra advancements in other.
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5. Planned project activities for forthcoming reporting period, 21
Nov 2012 - 20 May 2013, detailed description
The reporting period starts by producing the Progress report for the second reporting period.
Besides this there are several tasks on-going from last period. Most important here are some minor
finalising of written reports from the empirical studies, recruitment of new short term trainers and
experts, and some fine tuning of the ToRs for these together with OCU, and the decision making
process also including SRER and CA. The training programme is decided, but the schedule for classes
and other forms for training is not possible to decide until there is final approval of the ToRs and the
agreements are made with the trainers.
Besides these going tasks, there are a number of new tasks to be performed during this intermediate
reporting period. The incidental period proposed the following in the list below. However, the order
in between them has been shifted in a few cases, and it is expected that even more changes will be
done during the period, after discussion and approval by OCU.
The presentation that follows after this table will not follow the time order, but is demonstrated in
relation to the Principal Areas (PA) where they belong.
Following timetable shows the specific activities to be introduced during next reporting period
according to plan.
#
Start
Finish
14
Mon 17.12.13
Fri 27.01.14
25
Mon 09.11.13
Fri 13.11.13
15
Mon 17.12.13
Fri 27.01.14
26
17
18
19
Mon 20.05.13
Fri 29.08.14
Mon 09.12.13
Mon 21.12.13
Tue 02.01.14
Thu 18.01.14
Tue 23.12.13
Mon 12.09.14
31
Mon 03.02.14
Fri 07.02.14
20
23
Mon 22.10.13
Fri 18.10.13
Mon 20.05.13
Tue 20.11.14
29
Mon 24.06.13
Fri 07.11.14
30
Mon 17.03.14
Tue 08.04.14
32
Mon 17.0314
Fri 10.06.14
33
Mon 10.06.14
Fri 17.11.14
35
Mon 07.04.14
Fri 12.04.14
Activity
Increasing the visibility of the Project (local TV & radio
programmes, Info Bulletin)
Organize a study visit to Ankara; prepare a Study Visit Report
Provide trainings for the Erciyes Technopark and the YIC
managements in media relations
Provide customized consultancy to individual firms
Prepare Training Curricula and develop training materials
Training of Trainers
Delivering trainings
Organize a study visit to Istanbul; prepare a Study Visit Report
Organize an Innovative Project Competition
Provide business support activities to develop the incubating firms
Develop a methodology for selection of firms for tenacy in the
Erciyes Technopark; prepare a Directive; application evaluation
Establish Marketing Orientation Group and Innovation Consulting
Group; prepare Guidelines
Establish pre-incubator in the Erciyes Technopark
Additional capacity building activities: Patent Office, Prototype
Production Ateliers, Library, etc.
Organize a joint study visit to 3 EU countries
Input
DTL & SE
TL & DTL
DTL & SE
Act.#
PA-2.6.4
PA-3.4
TAT
TAT
TL,DTL & SE
SE
PA-2.6.4
PA-3.3.1
PA-3.2.1
PA-3.2.2
PA-3.2.3
TL & DTL
PA-3.4
TAT
TAT
PA-2.6.2
PA-3.3.2
TAT
PA-3.1
TL & DTL
PA-3.5
TL & DTL
PA-3.3.3
TAT
PA-3.7
TL & DTL
PA-3.4.2
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5.1 Supplementary analytic work related to PA1, empirical investigations
The empirical period is finished. In principle all studies are reported. However there are some
interesting data available, which still are not processed. And information from these might be very
valuable when it comes to final reporting of this project in the last reporting period. Subsequently
there will be some continued minor work on the TNA study. There are reasons to elucidate the
variation between various sectors, geographical areas, industrial zones, sizes of firms etc., of the
already described problems and opportunities.
There will also be some further elaboration of the SNA-study to summarise patterns of explanatory
chains for hindrances of collaboration between academic and industrial parties, and discussion of
the Technopark’s role here.
These discussions will also connect to on-going assessments of the Technopark’s activities, in order
to make recommendations both on practical issues of economic gainful activities and on policy
issues. The last issue mostly concerns profiling of the Technopark
5.2 Visibility efforts increased, PA2
5.2.1 Innovation fair
Organizing and taking part of exhibitions and innovation fairs is in principle an going activity, that
continues from last year. During this period, however, the ambitions will increase and qualitatively
new approaches will be tested. If this will be made in combination with appointment of award
winners in the business competition or not has yet not been decided. It will be discussed with ETTO
first. If so decided, it will be organized in early spring. If they will not be combined, the exhibition can
wait until early summer.
5.2.2 Business competition
The business competition will be organized in early spring. As mentioned in the report from last
reporting period, preparation has already started. Basic principles are mentioned above. Working
title for our project is “Kayseri Cup”, and we will try to focus on new or unconventional marketing
approaches, as one of several criteria for evaluating the business plans.
The basic idea is that price winners and other clever entrepreneurs that will be discovered during
the competition will be offered favourable conditions in the new incubator of ET. Support from
ET/the Regional Innovation project will be both introductory training and then individual coaching.
We hope that it will be possible to find some good example to be characterized as a success, where
the project has had the opportunity to follow the case from the beginning.
5.2.3 Profiling, branding and marketing as visibility means
The communication strategy of the Technopark will be further elaborated, and some critical factors
from the Technopark assessment will be brought out for further development. To a large degree this
is about creating a real positive image for the Technopark that up till now has been rather ”grey” in
people’s mind (in spite of the neon lights). It is time to try to find a real profiling issue, and start
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working on branding. The ambition should be that at least 80% of the academicians should have a
concrete idea of what a Technopark is doing, and at least 50% of regional industry should show a
very positive attitude to the existence and role of the Technopark in promoting regional industry.
What kind of organization will be needed to reach this position within a year?
5.2.4. Special efforts for marketing training
Training is a way to make regional industry to come closer to the Technopark, and feel a little more
comfortable with the environment, and loose a little respect for the “technological giants” who are
supposed to rule inside the walls.
Subsequently attendance to training courses is not only
- a direct way of improving regional industry, but also an
- indirect way of developing material that could make a small piece of the puzzle that will
generate income to ET in the future, but also
- a way of making industry coming closer to know and understand the Technopark.
Hence the new reporting period will start with intense development work related to marketing of
training and indirect also the Technopark per se.
5.3 Capacity building. PA3 is the main focus for this reporting period
5.3.1 Preparation of training material
This issue is prepared during last reporting period. (See above). As soon as the training experts are
assigned, however, “preparation of the materials” will take place.
TL, DTL or the persons in reach of the TAT that are available for the purpose and qualified in
respective block (HRM; Innovation; Economic management) or the 10 specific subjects in the
Training programme will act as ball plank and controller that the instruction of the ToR will be
followed. Before launching the first courses’ presentation round the TL will approve the substance.
Special attention should be paid to use of unconventional training methods, according to
recommendations from the Workshop and others. TAT has a few ideas, but we hope for creative
actions from the experts. Maybe the junior experts can play a special role here doing an intensive
contact work with industries in order to find ways of collaboration in new ways?
The large importance of the training packages per se has been noticed in the review from last
reporting period.
5.2.2 Delivery of training
Here is the heavy point of this whole reporting period. 3 senior trainers will also be block
coordinators, coordinating not only within their blocks, but also considering that there will not be
too much overlapping between the blocks.
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10 courses will be presented in two rounds. We will consider these rounds not only as training for
the participants, but also as instruments for developing the courses to a mature level, to become
interesting enough for use as a commercial product in the future. The ETTO staff with special
responsibility for each course will communicate with the block coordinators, and make clear that
their comments and feed-back from evaluating participants will be documented properly before
final evaluation.
After evaluation the courses will continue where there is demand, at least until the targeted number
of participants have been trained (242), but hopefully many more.
5.3.2 Training of trainers
ET staff and especially ETTO staff are supposed to visit all 10 courses for their own training, but
giving extra attention according to the demands expressed in the section above.
There is also formulated a special program only for trainers, open for ET and YIC staff and other
relevant persons that have been invited. The issue has been described in the section concerning
planning of activities during last reporting period.
Besides these courses seminars and other forms of training that will be used, there is training
available that has started in collaboration and discussion with TAT. For example is training is also
offered to ETTO staff from Tubitak, Turkish Patent Institute and Ministry if Economy.
5.3.3 Study visits
Study visits are important parts of the capacity building for the management in ET and YIC as well as
for central administrators related to the activities. TAT will organize two study visits in Turkey, both
for 5 days including travels. The first trip will be made to Ankara in the beginning of December 2013.
The purpose is to create a better understanding of the existing circumstances in Turkish TDZs. How
do they elaborate their profiles? What kind of tenants’ qualifications characterizes the Park? How
do they market their business community? What kind of services do they offer? What is their
approach on economic management? – There are several important questions to be formulated, and
much to be learnt from those who met the problems and opportunities long before ET and YIC.
In Ankara we are supposed to meet
- Bilkent Cyberpark
- Hacettepe Technopark
- Gazi Technopark
- ODTÜ
- Ankara Üni. Technopark
- TTGV
After digesting the experiences and finding out that there are much more questions to be answered
by organisations of similar kind as ET, the trip will go to Istanbul and its environment. This is planned
to happen in the beginning of February 2014.
Preliminary planning have included visits to
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- ARITEKNOKENT,
- Yıldız Teknokent and
- Sabancı University
There will be added more by supplementary planning to come.
In late spring or early summer ET should have increased their market communication capabilities,
formulated a new and more precise profile, and started to recruit tenants and organize business
community and services according to this. International networking will have started, but not
developed to a contact net necessary to maintain yet. Successful projects in the Technopark should
be several at this time. In this situation the international multi-country study trip will be made.
Normally such a trip would be planned to parks with similar profile as the one ET aims to develop. It
should be planned to parks where future contacts are expected to be especially valuable (and these
are usually built on various kinds of similarity), and the trip should be planned to Technoparks that
will relate themselves to interesting projects from ET, in exchange of their efforts to host the visiting
professional guests.
During the inception phase of the project it was proposed that the international roundtrip should be
made to

Surrey Research Park in UK,

Adlershof in Germany,
 Sophia Antipolis in France.
After finishing the domestic study trips it is time to confirm if these parks still are the ones that best
correspond to the wishes for capacity building for the concerned management and other
participants. If so, an intense preparatory work will start directly, to see what kind of mutual
interests that can motivate all parties to a fruitful joint meeting.
5.3.4 Organisational development cooperation with ET/YIC



Organisational development at ET (and YIC if requested) will continue, and new impulses
from the study trips will be considered
The customer relation management system, CRM, will be further elaborated, under support
also forms TAT, e.g. related to experiences on how to administrate coaching cases.
The recruitment system for Tenants might be further elaborated if new selection principles
will be established. A special Market Orientation Group, MOG, will be considered to support
recruitment of profile supporting tenants. The idea of ICU will be tested. TAT support with
successive evaluation of applications will continue.
5.3.2 Coaching and consulting to individual firms continues
Coaching of Tenants have so far been successful and will continue. The way of approaching the
companies by explaining the basic principles for granting support from state and other organisations
is a popular way of starting the collaboration. Extended work including international contacts, local
cluster formation, and recognition of dynamic areas for future projects or just simple inspiration for
continued development will be added.
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Coaching will be done to tenants as well as established regional firms outside the Technopark, in a
few selected cases. The ambition can be to connect and even locate their development departments
to the Technopark. They might function as commercial magnets for more entrepreneurial SMEs that
could use subcontracting relations as a springboard for future development.
5.3.3 Coaching of entrepreneurs start up in relation to the Incubator and preincubator
A Technopark thrives because of its advanced tenants, but survives because of renewal injected by
new entrepreneurs in the system. This is often the reason for hosting a non-profit incubator system
also in strictly commercial private technoparks.
The entrepreneurship development in ET, however, will be extra important because of the basic
ownership interests from the University. It also gives a trusted position in the municipality and the
political sphere. At the moment it is also accentuated by the fact that the new buildings are
conditioned to certain work, where entrepreneurship development might be a proper activity.
The conclusion is that our project will give high priority to the entrepreneurship development, and
the TL will pay special attention to these issues. This also comes natural because of the specific
qualification profiles of our TAT staff.
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APPENDICES
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Appendix 1 University assessment with focus on service needs to improve
cooperation between University and Regional industry
Summary of the report
University Potential Analysis Report for Improving Collaboration in between Erciyes
University and Erciyes Technopark
Stakeholder and Target Group Analysis1
The Consultant has carried out this activity in close cooperation and collaboration with the OCU
(Operational Coordination Unit) as envisaged, although there were certain delays, due to certain
unforeseeable hindrances, which are partially elucidated in the introduction section above on the one hand
and throughout the rest of the report when and where relevant.
1. Objective
The overall objective of this Principal Activity is twofold: Initially what is aimed at is to take a snapshot and
analyse the present day outlook of stakeholders, as well as target groups comprehensively.
This would be followed by paving the way towards closer cooperation and collaboration between the
University and Technopark in the first place and accelerating the commercialisation of the accumulated
knowledge and knowhow of the University thereafter.
This second part would be carried out by formulating comprehensive recommendations based on the
assessment of the outcomes of this activity.
2. Background
The main challenge of this activity was to form a clear and precise opinion of the existing capabilities,
dimensions and directions of the target groups. Another likely input envisaged would have been to propose
improved legal framework on a “need to” basis.
As stipulated in the proposed methodology, we have carried out Stakeholder and Target Group Analysis
and then assessed the outputs on the one hand and in the light of the ensuing conclusions, we have briefly
regarded the corresponding legal framework from the standpoint of incentives, assistance and financing of
R&D initiatives and activities.
We believe current rules and regulations as well as financing thereof that dominate the RDTI scene needs a
careful and in depth reconsideration.
Bearing in mind that Erciyes University, being the biggest shareholder of the Erciyes Technopark has a
special importance for the success of the Technopark in general and this project specifically in it deserves
1
PA1-1 Stakeholder and Target Group Analysis
38
particular attention. Moreover, our initial impression was as such that there was a direct correlation
between the success of the Technopark and the involvement and contribution of the University.
3. Implementation
The work was carried out through the following three phases:
 Initial Phase:
During this phase, the TAT has developed the theoretical base of required processes and documents
including the questionnaire for the activity in close cooperation with the University in general and the
Planning, Innovation and R&D Coordination Board (“The Board” hereinafter) established therein in
particular.
The work plan as well as the questionnaires were finalised in full collaboration with the Board.
 First Operational Phase: Capacity Assessment
This phase has started with a meeting held on 12 July 2013. The
meeting was primarily attended by 96 teaching staff and
researchers. The main aim hence the agenda of this meeting
was to share the work plan and the proposed schedule with the
participants.
The Manager of the ET has made a presentation with regard to
the capacity and the capabilities of the Technopark per se.
One of the cornerstones of this phase was the interview sessions
held with the institutional Units of the Erciyes University between
29 July and 1 August. Seven sessions were organised in
accordance with pre-arranged appointments with 93
academicians and researchers. However, the real participation
has surpassed the projections and the total number of
participants totalled 121.
The participants were asked to fill the questionnaire they were
presented with during these sessions. At the end of the activity, 40 questionnaires were received.
The other cornerstone of this phase was individual interview sessions that were held on 19-23 August 2013
in ten groups as scheduled. Although 88 academicians were
invited to participate in reality only 57 of them were able to
make it. The participants were again asked to fill a
questionnaire. Significantly 62 questionnaires were received
meaning five academicians who could not make it to the
sessions were interested enough to make their contributions.
A similar work was carried out for the institutional units of
Bozok University on 4th and 5th of September 2013 during
39
which 29 university staff members were interviewed and requested to fill the questionnaires. Once this
session was concluded, personal interviews were held with 17 academicians and they were also requested
to fill the questionnaires.
 Second Operational Phase: Capacity Development Suggestions
The TAT has prepared the “University Potential Analysis Report” based on the findings and data ensuing
from the questionnaires, analysis and assessments thereof as well as certain recommendations submitted
to the Board on 10 October 2013.
The Report was reviewed in the light of the comments by the
Board and was presented in the workshop that was organised
on 23 October 2013 in the University of Erciyes. The Report
was finalised to include the conclusions derived from the
deliberations that took place during the workshop and
submitted to OCU on 11.10.2013.
4. Outcome
Probably the most important outcome of this activity was to induce the participants to reflect on issues
that were not very high on their personal and professional agendas as a result of their academic
obligations.
This particular outcome became evident during the deliberations of the workshop and from the views of
the participants shared privately with the members of the TAT.
Combined instruments used during various phases of this particular activity, which comprised of
informative meetings, questionnaires and semi-structured meetings.
These semi-structured meetings did not only that gave food for thought to participants and induced them
to be forthcoming but also provided interviewers with insights that went well beyond simple fact-finding
exercises.
5. Outputs
 Stakeholder and Target Group Analysis Paper,
 Comments on the Regulation and amendment proposals,
 University Potential Analysis Report for Improving Collaboration in between Erciyes University
and Erciyes Technopark
 Potential Analysis Report within the scope of Technology Transfer and Commercialization of
Knowledge in Bozok University
40
Appendix 2 Training Needs Analysis for Regional
Summary of the report
Assessment of Innovation Capacity of SMEs and Training Needs assessment Report
Field and Market Research and Training Needs Assessment1
Broadly speaking, technoparks thrive on creating synergy and to a certain extent symbiosis between their
residents as well as interested enterprises that do not physically present in their premises for various
reasons. This is why capacities and capabilities of these enterprises should attain certain level so that they
can benefit from the opportunities and possibilities Technoparks offer.
1. Objective
The objective of this principal activity is to determine the capacity building needs of the stakeholders
including the ET management and ET resident firms as well as SMEs involved in RDTI activities.
Given that the conclusions of this activity will clearly denote capacity levels hence the training needs of
the project audience, our TAT has placed a particular importance for properly planning specific tasks
addressing all aspects of the assignment with a special care.
Within this general framework, one of the most important tasks was to develop customised methodology
and questionnaire(s) and other tools for field surveys that will on the one hand and open new horizons for
the participants by inducing them to reflect on new possibilities on the other.
2. Background
The main idea behind this approach was to highlight the RTDI capabilities in firm-based, sectoral and
regional terms. The outcome thereof was supposed to classify the region in general and target firms in
particular with regard to their respective development levels.
The aim was to elaborate a pertinent investigative tool that could be used to not only evaluate the RTDI
capabilities of the scrutinised SMEs, but also for market analysis these firms would or could be targeting.
Certainly, the Situation Analysis that was carried earlier would have contributed in adopting the right
approach and methodology in determining innovation capabilities, competitive capacities as well as their
strengths and weaknesses of the SMEs that would be subject to this particular activity.
1
PA1-2 Preparation of field survey /study tools / questionnaires
PA1-3 Field and Market Research
PA1-4 Analysis of Field Survey Results
PA1-5 Training Needs Assessment
41
Our contract stipulated visiting at least 100 SMEs with a view to exploring the level of engagement of
individual companies in the field of technology development through collaboration with the Erciyes
Technopark and more specifically the TTO staff.
We were to set out by holding discussions and exchanging ideas with stakeholders with a view to
obtaining detailed information on SMEs and then pilot test the questionnaire with selected SMEs. Having
accomplished that, we were going to carry out face-to-face surveys and complement their findings by
carrying out an electronic survey to expand the sampling size in the light of the experience gained in the
light of first phase of the activity.
3. Implementation
Within the framework of fieldwork, particular attention was paid to socio-economic background of the
region in general and Kayseri and Yozgat in particular, with a view to ensuring methodology proposed
corresponds to realities instead of being theoretical.
The questionnaire was then prepared taking all relevant factors that have an impact on economic
activities in the region. The questionnaire comprised of the following four sections:
 Data relevant to R&D structures, production, marketing and sales;
 Innovation structure, HR management etc.;
 Information regarding the preferences of potential training beneficiaries with respect to
training topics;
 Perception of interviewed firms with regard to the ET and YIC and their expectations
therefrom.
The draft questionnaire was placed under close scrutiny in collaboration with ET management as well as
representatives of other principal stakeholders. Next, it was pilot tested with four enterprises through
face-to-face interviews before it was finalised. Once ready, Google Documents version of the
questionnaire was forwarded to all SMEs with a view to keeping them abreast with what was going on as
well as with the hope that those who are interviewed could also provide some feedback.
 Implementation Process of the Field Work
Preliminary Phase:
a. SME visits and data
collection
b. Electronic data
collection
Operational Phase I:
Operational Phase II:
Report based on
innovation
Presentation of report at
the Workshop
 Preliminary Phase – Pilot Interviews
42
As stated above, the questionnaire was pilot tested with four enterprises pre-selected by the ET
management on their merits of cooperative spirit. The aim of the pilot testing was to gauge whether the
customisation was pertinent and pave the way for contributions from stakeholders.
Within this framework, certain aspects of the questionnaire, such as the logical sequence and
discernibility as well as the sufficiency of data it would help collect were verified.
Consequently, necessary amendments and revisions were made and the questionnaire was given its final
form by making a proviso for feedbacks regarding the difficulties faced during the interviews.
 Operational Phase I: Visits to SMEs and Collecting
data
This phase has started on July 11th, 2013 and ended on August
29th, 2013 in Kayseri and on September 5th, 2013 in Yozgat
during which the TAT members visited production lines and
laboratories of the 133 selected enterprises in accordance with
the agreed action plan and collected data by conducting faceto-face interviews with the responsible personnel. These
interviews were carried out in line with the semi-structured
interview technique.
The only departure from this technique happened when
responsible personnel of Kayseri and Yozgat sugar factories were
collectively interviewed by the force of circumstances.
Elsewhere, electronic form of the questionnaire was sent to an
enterprise group. This online questionnaire which was
somewhat simplified by eliminating open-ended questions;
hence it was shorter. It was also sent to academicians and
selected university students.
Questionnaires were duly filled by raw data obtained from
respective enterprises. Moreover, this raw data was enriched by personal impressions, comments and
assessments of our expert interviewers at the end of each interview.
 Operational Phase II: Preparation of an innovation based report that contains needs analysis
of enterprises
The most important output of this activity is the determination of training needs. These needs were
indeed pinpointed by combining the data derived from questionnaires with technological and commercial
data and information obtained from international, national, regional and sectorial reports.
Evaluation of enterprises was made on the following three principal directions:
 Innovative capacity and innovation management
 Economic management capacity
 HR management capacity
43
The TAT has prepared a detailed draft report that contains analysis and assessments on enterprises
visited and general outlook of their respective sectors nationally and globally as well as SWOT analysis
with respect to capacities and capabilities of the subject audience.
Furthermore, in the light of projected technological developments in related sectors, our experts have
developed recommendations concerning training and consulting needs and included them in the draft
report.
According to principal conclusions of the report the findings of the TNA indicate that trainings should be
focused on the following five principal sectors:
 Principal Sectors:
 Furniture
 IT
 Metal goods
 Machinery
 Textiles
As far as trainings are concerned needs could be categorised under two modules as stipulated in the ToR:
 Training Modules
 Main Training Modules
1.
Entrepreneurship
2.
Project Planning and Management
3.
Project sustainability
4.
Intellectual property rights (incl. patent, trademark, useful model,
etc.)
 Management Modules
1. Human Resource Management
a. Leadership
b. Talent
c. Learning Organisations
2. Innovation Management
a. Open innovation strategies
b. Technology Management
c. Application for State Supports
d. Design and Redesign
3. Economic Management
a. Sales and marketing
b. Foreign Trade
c. Financial Management
d. Quality Management
As far as modules and their contents are concerned, priority was placed on topics that
 Could be introduced into day-to-day operations immediately
 Are more practical than theoretical
 Would remedy shortcomings in terms of knowledge and capability
44
Moreover, particular emphasis was placed on to maintain the compatibility between the results of the
TNA and stipulations of the ToR.
Finally, the planning of modules includes a leeway for meeting additional training requirements or
demands that could emerge during the implementation of the programme.
4. Outcome
Overall 133 SMEs were visited which means that the number of visited enterprises is 33 per cent more
than targeted.
The activity per se has clearly indicated the sectors and areas, where capacity-building activities are
needed. This was very helpful in the process of planning the trainings.
One salient yet unintended outcome of this exercise was directing the managements of the firms
interviewed to reflect and consider various options with respect to RDTI. Indeed, our experts felt that
good number of SME personnel interviewed left the meetings with a changed optic on the importance of
RDTI and with some additional motivation.
Finally, the activity has also served as an awareness-raising component as planned. Indeed, good number
of firms has become aware or more aware of the ET and the opportunities and possibilities it offers, an
outcome, which was as efficient and useful as a fully paid communication activity.
5. Output
 133 SMEs visited,
 Electronic surveys conducted
 TNA Report
 RDTI Assessment Reports of Kayseri and Yozgat SMEs
Appendix 3.1
45
AGENDA
09.30
10.00 -10.15
Tea, registration
Opening speeches
Erciyes Universitesi Dep. Rector Prof. Dr. Abdulhakim Coskun
Bozok Universitesi Rector Prof. Dr Tamer Uçar
10.15 - 10.30 Introduction
Team Leader of the Innovation Project, Leif Grahm
Presentation of the empirical investigations, and their expected contribution the project at large
10.30 - 13.00
Training Needs Assessment of regional industry
10.30 - 11.00 Senior Expert Yasemin Erdal, Presentation of results and findings of the TNA-study on ET technopark
tenants and industry Kayseri - Yozgat region
11.00 - 11.30 Discussion. Moderator: Dep Team Leader Mustafa Colakoglu
11.30 - 11.45 Coffee break
11.45 -12.05 Senior Expert Yasemin Erdal: Presentation of framework for training programme, with concrete courses
specified
12.05 -12.35 WORKING GROUPS
3 working groups, one on each programme sector, will discuss programme proposals
Presentations from each group
12.35 - 13.00 Summarising discussion. Moderator: DTL Mustafa Colakoglu
13.00
Lunch buffet, mingle
14.00 - 15.30
University Assessment on needs for commercialisation
14.00-14.25 Senior Expert Mahmut Kiper: Presentation of unversity assement and proposals to increase cooperation
between university and industry
14.25-15.00 WORKING GROUPS
Working groups will elaborate organisational variations of the proposals presented to them in the draft
report from the project, with sepcial attention to the roles of ET and YIC
15.00 - 15.20 Presentations from each group
15.20 - 15.30 Summarising discussion. Moderator: DTL Mustafa Colakoglu
15.30
Coffee break
15.45 - 16.30 Summary of the workshop's bearing on the future Technopark/innovation center activities
15.45 - 16.15
Dep. Director Erciyes Technopark Bilgin Yazlik: Presentation of ET/ETTO's short, medium and long term
visions, and the importance of the recommendations from the two workshop sessions for these.
16.15 - 16.30 Concluding discussion, Moderator DTL Mustafa Colakoglu
16.30
Closing the meeting: TL Leif Grahm: How do we proceed from here?
Appendix 3.2
46
47
48
Appendix 3.3 Presentation of the TNA Study 49
Projenin Amacı

Erciyes Teknopark Bölgesel İnovasyon Merkezi Teknik Yardım
Projesi Kasım 2012 tarihinde başlamıştır.

Projenin
amacı
Kayseri’deki
üniversitelerde
Ar-Ge
çalışması
sonuçlarının sanayi işletmelerine aktarılarak ticarileştirilmesinin
sağlanması,
uluslararası
bilgi
ve
teknoloji
tabanlı
yenilikçi
girişimcilerin
piyasalara açılması suretiyle Kayseri’nin rekabet
gücünün artırılmasıdır.
Eğitim İhtiyacı Belirlenmesi (TNA)
Aktivitesinin Amacı
Söz konusu çalışma Kayseri ve Yozgat’ta bölgesel sanayinin

eğitim
ihtiyaçlarını
belirlemek,
yenileşim
potansiyellerini
değerlendirmek ve Erciyes Teknopark ile ilgili farkındalık seviyesini
tespit etmek amacıyla yapılmıştır
Uygulama Süreci
Veri Toplama Metodolojisi

1. Aşama:
a. Firma ziyareti
ve veri toplama
b.Bilgisayar
ortamında veri
toplama
Çalışma
uygulanırken
kullanılan
metodoloji
yüz
yüze
gerçekleştirilen görüşmeler ve e-posta ile gönderilen kısa soru
2. Aşama:
Yenileşim ve TNA
esaslı ortak rapor
3. Aşama:
Çalıştay ile
paylaşım
formu şeklinde olmuştur.

Kayseri ve Yozgat’ta Temmuz- Ağustos aylarında 5 uzman
tarafından
toplam
gerçekleştirilmiştir.
133
firma
ile
yüz
yüze
görüşme
50
TNA, Bölgesel Sanayi Saha Çalışmalar, Görüşme, Muhatap Sayısı
YÜZ YÜZE GÖRÜŞMELER
Erciyes Teknopark
Görüşme
Organize Sanayi Bölgesi
Görüşme
Kayseri Serbest Bölgesi
Görüşme
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66
5
10
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133

Dört bölümden oluşan soru formunda ilk olarak şirketlerin istatistiki
verileri içerisinden; Ar-Ge yapıları, üretim, satış, planlama, pazarlama
ve yatırımlarına ilişkin veriler derlenmiştir.

Formun ikinci bölümünde şirketlerin yenileşim yönetimi, ekonomik
yönetim ve insan kaynakları yönetimi becerileri irdelenmiştir.

Formun üçüncü bölümünde potansiyel eğitim katılımcılarının eğitim
konularına ilişkin tercihleri ile ilgili bilgilerin temini amaçlanmıştır.
90

Son bölümde ise işletmelerin Erciyes Teknopark’ı algılamaları ve
Teknopark’tan beklentileri tespit edilmeye çalışılmıştır.
30
874
19
60
Şirketlerin Genel Profili
Uygulamada Yaşanan Sıkıntılar


Şirketlerin yüz yüze görüşmelere umduğumuzdan daha az ilgi
Anketi uyguladığımız kuruluşların;

%87’si anonim veya limitet şirket statüsünde bulunmakta olup
şahıs şirketleri yalnızca %13’ü oluşturmaktadır.

Şirketlerin %56’sı organize sanayi bölgesinde, %34’ü ise
teknoloji geliştirme bölgesinde yer almaktadır.

İşletmelerin %41’i 15 yaş üzerinde %18’i ise 8-15 yaş
arasındadır.

Görüşülen işletmelerin yaklaşık %26’sı yazılım, %24 metal
eşya, %22 mobilya, %15 makine, %8 tekstil, %5 diğer
sektörlerde (enerji, gıda, vs.) faaliyet göstermektedir.

Görüşülen işletmelerin yaklaşık %75’i Ar-Ge faaliyetlerinde
bulunduğunu ifade etmiştir.
göstermesi nedeniyle hedef örneklemi tam olarak tutturamamamız

Görüşülen şirketlerin bir kısmında istediğimiz bilgileri verebilecek,
ilgili pozisyondaki muhatapları bulamamamız

Çalışmanın gizliliğini belirtmemize rağmen, firmaların verilmesinde
sakınca olmayan bilgileri paylaşmaktan imtina etmesi

Daha önce de benzer çalışmalara dahil olmuş firmaların, bu
çalışmalardan hiçbir somut yarar görmemiş olması nedeniyle
çalışmamıza önyargılı yaklaşmış olmaları
Olumlu Bulgular

İşletmelerin bir çoğunun ulusal ve uluslararası standart ve uygunluk
gereklerine uyumlu üretimler gerçekleştirildiği görülmüştür.

İşletmelerin çoğunluğu yöre kısıtı olmaksızın Türkiye geneline satış
yapabilmektedirler.

Aralarında uluslararası düzeyde iş yapan işletmeler bulunmaktadır.

Proje bazlı olarak üniversitelerle bazı konularda işbirliği yapıldığı
görülmektedir.

Alınmış olan patentler fikri haklar stratejilerinin oluşumuna öncülük
etme potansiyeli bakımından önemli görülmektedir.

Girişimci kültüre sahip, ticarete yatkın oldukları görülmektedir.

Büyük çoğunluğu geleneksel birer aile şirketi olmaları nedeniyle
hızlı karar alabilmekte ve uygulayabilmektedirler
İyileştirilmesi Gereken Bulgular

Üniversite ile işbirliği yeterli seviyede değildir.

İşletmeler arası, sektör odaklı işbirliği platformları eksiktir.
İşbirliğine yatkın olmayan bir kültüre sahipler.

OSB’de bulunan firmalar arasında Erciyes Teknopark ile ilgili bilgi
ve ilgi eksikliği bulunmaktadır.

Kamuya iş yapan işletme sayısı yok denecek kadar azdır. (%10)
Önemli bir pazardan faydalanamamaktadırlar.
51
İyileştirilmesi Gereken Bulgular

İşletmelerin çoğunluğu, Ar-Ge yaptıklarını iddia etseler bile, düşük - orta
düzeyde teknolojik ürünler üreten işletmelerden oluşmaktadır.

Devlet
desteklerinden,
özellikle
Ar-Ge
faaliyetleri
İyileştirilmesi Gereken Bulgular

bilince sahip değildirler.

için
olanlardan,
yararlanan işletme sayısı çok az. Ar-Ge projesi yönetim sisteminin
Ulusal/uluslararası ilişki ve işbirliği ile proje yürütme konusundaki deneyimsizlik
göze çarpmaktadır.
İşletmelerin çoğunluğu Ar-Ge faaliyetlerinin ve yatırımlarının sonuçlarına

yönelik ölçme- izleme- değerlendirme yapmamaktadır.

İşletmeler; lojistik, tedarik zinciri, satış sonrası izlenebilirlik gibi kritik unsurlarda
sistematik, otomasyona dayalı süreç yönetimi uygulamamaktadırlar.

kurumsallaşmadığı anlaşılmaktadır.

İşletmeler kurumsallaşmanın önemi ve nasıl olması gerektiği konusunda yeterli
İşletme ölçeğinde kapsamlı ve stratejik planlama eksikliği; yıllık ve uzun dönemli
hedefleme/gerçekleşme yaklaşımının bulunmadığı gözlenmektedir.
Fikri haklar yönetimi ile ilgili daha etkili bir strateji yararlı görülmektedir.

Finansman sorunları ağırlıklı olarak; alacakların tahsili ve vadeli satışlardan
kaynaklanmaktadır. Bu, finansman yönetimi
konusunda bilgi ve beceri
eksikliğinden kaynaklanmaktadır.
Yenileşim Ekseni için Öneriler
İyileştirilmesi Gereken Bulgular

Ürünlerini piyasada yeterince tanıtma ve marka olma konusunda sıkıntı

İşletmelere Ar-Ge ve yenileşim süreçlerinin anlatılması ve işletmelerde yeni iş
modellerinin oluşturulması için gerekli bilgilendirme yapılmalıdır.

ETTO personeli Üniversite- Sanayi arasında aktif köprü görevi görmeli, iki tarafı
da çok iyi tanımalı, arz ve talebi birleştirmeye çalışmalıdır. Firmalar ve
akademisyenler sık sık ziyaret edilmeli, eşleştirmeler yapılmalı, TTO personeli
için üniversite – sanayi arasında gerçekleştirilen işbirliği başarı ve performans
değerlendirme kriteri olarak belirlenmelidir. OSB’de açılacak Teknopark uzantısı
da bu konuda faydalı bir çözüm olabilir.

Türkiye’de Ar-Ge ve inovasyonun geri kalmasının bir nedeni de yüksek bütçeli
AR-GE yatırımların gereksiz görülmesidir. Ar-Ge alanında verilen devlet desteği
ve teşviklerin büyüklüğü konusunda Türkiye dünyanın başta gelen ülkelerinden
biridir. İşletmeler bu destekler ve finansman kaynakları hakkında
bilgilendirilmelidir.

Dünya pazarlarındaki yenileşim konusunda en iyi başarı hikayelerinin işletmelere
tanıtılması ve onların teşvik edilmesi gerekmektedir.
yaşanmaktadır. Rakipler karşısında rekabet edebilmeleri için düşük fiyat stratejisi
benimsemektedirler. Bu da işletmelerin karlılığını azaltmaktadır. Daha etkin ve
sistematik bir tanıtım/pazarlama yaklaşımı benimsenmesi gerekmektedir.

Kalifiye eleman bulma ve şirkette tutamamak; büyüme, karlılığın sağlanması ve
rekabetçiliğin artırılması önünde en önemli problem olarak belirtilmiştir.

İnsan kaynakları kapsamında performans değerlendirme, ödüllendirme, yetenek
yönetimi gibi politikalar izlenmemekte, bu nedenle işletmelerde işgücü devir
hızının yüksek olduğu görülmektedir.

Üst yönetimce belirlenen strateji ve planların çalışanlarca algılanmasının
sağlanması ve çalışanların motivasyon ve aidiyetlerinin artırılması konusuna
verilen önem artırılmalıdır.
Yenileşim Ekseni için Öneriler

Ekonomik Yönetim Ekseni için Öneriler
Üniversite öğrencilerinin, temel araştırmanın yanı sıra, pazarın
ihtiyaçlarına
araştırma
cevap
alanlarına
verebilecek,
uygulama
yönlendirilmesi
alanı
konusunda
olabilecek

Kurumsallaşma konusunda eğitim ve danışmanlık hizmetlerinin
verilmesi, atölye çalışmaları ile kurumsallaşma sorunlarının
tartışılması, çözümler önerilmesi ve içselleştirilmesinin sağlanması
gerekmektedir.

Kalite standartları, yönetim bilişim sistemleri, insan kaynakları
yönetimi, muhasebe ve finansman standartları vb. konularda eğitim
ve danışmanlık hizmetleri bu proje kapsamında verilmelidir.

Ekonomik/ idari yönetim konusunda uygulamalı eğitimler verilmesi
ve başarı kriterlerinin oluşturularak tanıtılması gerekmektedir.
üniversiteye
önemli görev düşmektedir.

Üniversite ve sanayiyi bir araya getiren platformların etkin hale
getirilmesi ve yaygınlaşması gerekmektedir. Başta üniversite
olmak üzere tasarım ve araştırma merkezlerinin sanayiye
tanıtılması gerekmektedir.

Önemli rekabet avantajı potansiyeli olduğu düşünülen bazı önemli
konular için Ar-Ge projeleri belirlenerek, üniversitelerle işbirliği
halinde yapılması için pilot çalışmalar gerçekleştirilmelidir
52
İnsan Kaynakları Ekseni için Öneriler

İstihdam açığı olan sektörler tespit edilip, bu sektörlere yönelik mesleki
eğitimlerin düzenlenmesi gerekmektedir. Mesleki ve teknik eğitimin
kalitesinin yükseltilmesi, nitelikli eleman açığının kapatılması için önemlidir.

İnsan kaynakları yönetimi gözden geçirilerek çalışanların sürekliliği ve
sadakati sağlanacak biçimde geliştirilmelidir. Nitelikli işgücü temini ve
sürekliliği konusundaki zorluklar; performans yönetimi modelinin
oluşturulması, kariyer planlaması, yetenek yönetimi, yedekleme sistemi, ödül
sistemi vb. sistemleri geliştirerek aşılmalıdır.

Personel performans değerlendirme ve ödüllendirme süreçlerinde Ar-Ge
sürecindeki öneri ve katkılarının da bir kıstas olarak ele alınması yararlı
sonuçlar verebilecektir. Proje kapsamında bu konularda ilgili eğitimler
sağlanmalıdır.
TEŞEKKÜRLER
04.12.2013
Appendix 3.4 Presentation of the Preliminary 53
Training Programme
Eğitim ihtiyacı analizi nedir?

Eğitim ihtiyacı analizi,
bilgi ve becerileri
artırmaya
ihtiyaç
duyulan bir konu olup
olmadığının, varsa bu
boşluğu
doldurmak
için ne gibi bir eğitimin
verilmesi gerektiğinin
belirlendiği
metodolojidir.
2
Eğitim İhtiyacı Belirleme Süreci
Lokasyona göre işletmelerin eğitim
tercihleri
OSB
• Kurumsallaşma
• Verimlilik artırma
• Satış- pazarlama
• Devlet desteklerine
başvuru
• Yenilikçi ürünler
geliştirme
• Zaman yönetimi
• İş planı geliştirme
• İnsan kaynakları yönetimi
• Liderlik
• Kalite yönetimi
• Raporlama
• Dış Ticaret
İhtiyacın tespit
edilmesi
Eğitim sonucunun
değerlendirilmesi
Eğitimin
planlanması
Eğitimin
verilmesi
ET
• Devlet desteklerine
başvuru
• Satış- pazarlama
• Mobil uygulamalar
• Teknojinin
ticarileştirilmesi
• Sözleşme yönetimi
• Zaman yönetimi
• Fiyatlandırma
• Proje yönetimi
• AB fonları ve proje
çevrimi yönetimi
• İş planı geliştirme
• Kurumsallaşma
3
Çalışan sayısına göre işletmelerin eğitim tercihleri
•
•
•
•
•
•
•
•
•
•
1-10
Devlet
desteklerine
başvuru
Satışpazarlama
Teknoloji
ticarileşmesi
Mobil
uygulamalar
Sözleşme
yönetimi
Proje yönetimi
AB fonları ve
proje çevrimi
yön.
Inovasyon yön.
Yenilikçi ürün
geliştirme
Zaman yönetimi
•
•
•
•
•
•
•
•
•
•
•
•
11-50
Devlet
desteklerine
başvuru
Satışpazarlama
Kurumsallaşma
Iş planı
geliştirme
Liderlik
Raporlama
Dış ticaret
Zaman yönetimi
Verimlilik
Finans &
muhasebe
İş güvenliği
Proje yönetimi
•
•
•
•
•
•
•
•
•
•
•
•
•
•
51-250
Kurumsallaşma
Verimlilik
Satışpazarlama
Iş planı
geliştirme
Zaman yönetimi
Raporlama
Yenilikçi ürün
geliştirme
IK yönetimi
Devlet
desteklerine
başvuru
Liderlik
Kalite yönetimi
Risk yönetimi
Inovasyon yön.
Finans &
muhasebe
•
•
•
•
•
•
•
•
•
•
•
•
•
•
251-1000
IK yönetimi
Yenilikçi ürün
geliştirme
Verimlilik
Satışpazarlama
Kurumsallaşma
Iş planı
geliştirme
Zaman yönetimi
Liderlik
Kalite yönetimi
İş güvenliği
Problem çözme
Proje yön.
Raporlama
Finans &
muhasebe
Sektörlere göre işletmelerin eğitim tercihleri
Metal Eşya
Satış- pazarlama
Makine
Yenilikçi ürün
geliştirme
Tekstil
Dış
Ticaret
IT
Mobil
uygulamalar
Mobilya
Kurumsallaş
ma
Diğer
Finans &
muhaseb
e
Kurumsallaşma
Satışpazarlama
IK
yonetimi
Kalite
yönetimi
Kurumsallaşm
a
Yenilikçi
ürün
geliştirme
Devlet
desteklerine
başvuru
Satışpazarlama
Verimlilik
yönetimi
İşçi sağlığı ve
güvenliği
Yenilikçi
ürün
geliştirme
Satış
teknikleri
IK yönetimi
Verimlilik
yönetimi
İnovasyon
yonetimi
Teknolojinin
ticarileştirilme
si
Devlet
desteklerine
başvuru
Is planı geliştirme
Proje Yönetimi
Sözleşme
yönetimi
Mobilya
tasarımı
Raporlama
Satış teknikleri
Devlet
destekleri
ne
başvuru
Verimlilik
yönetimi
Yenilikçi
ürün
geliştirm
e
Proje
yönetimi
Satış teknikleri
İş planı
geliştirme
Devlet desteklerine
başvuru
Zaman
yönetimi
Sunum
teknikleri
Zaman
yönetimi
Satışpazarlama
Kalite yönetimi
Raporlama
Liderlik
İş planı
geliştirme
Satış
teknikleri
Zaman
yönetimi
Proje yönetimi
Liderlik
İş planı
geliştirme
İnovasyon
yonetimi
Zaman yönetimi
Devlet
desteklerine
başvuru
Girişimcili
k
Kurumsallaşm
a
AB fonları ve
proje çevrimi
yönetimi
1
2
3
4
5
6
7
8
9
1
0
İşçi
sağlığı ve
güvenliği
Verimlilik
yönetimi
Girişimcil
ik
İş planı
geliştirm
e
İnovasyo
n
yonetimi
1
04.12.2013
54
Gelişim eksenlerine göre eğitim önerileri
1. Proje yönetimi
2. Fikri Mülkiyet Hakları (FMH) Yönetimi
3. Girişimcilik
4.
5.
6.
7.
8.
Açık inovasyon stratejileri
Teknolojinin ticarileştirilmesi
Devlet destekleri ve hibeler
Kalite yönetimi
Tasarım
1.
2.
3.
4.
Dış ticaret
İş planı hazırlama
Finans & Muhasebe
Satış- pazarlama
5. Liderlik
6. Yetenek yönetimi
7. Öğrenen örgütler
8. Maaş ve teşvik yönetimi
9. Küreselleşme
10.İşçi güvenliği, memnuniyeti
Ana modüller
1. Eksen:
Yenileşim Yönetimi Kabiliyeti
2. Eksen:
Ekonomik Yönetim Kabiliyeti
3. Eksen:
IK Yönetimi Kabiliyeti
Ana Modüller için eğitim önerileri
Eğitim programı 2: FİKRİ MÜLKİYET HAKLARI (FMH) YÖNETİMİ
İçerik:
- FMH oluştururken dikkat edilmesi gerekenler
- FMH tescil süreçleri
- FMH teşvikleri ve başvuru süreci
- İlgili mevzuat
Hedef katılımcı:
İşletmelerin FMH (patent, faydalı model, marka tescil) alanında çalışan
veye bu alanda görevlendirmeyi düşündüğü personel
Beklenen sonuç:
İşletmeleri FMH konusunda bilinçlendirmek ve patent, marka tescil,
faydalı model başvuru ve buluş bildirim formlarını yapabilme; FMH
alanında sağlanan devlet desteklerine başvuru yapabilir hale getirmek
Ana Modüller için eğitim önerileri
Eğitim programı 1: PROJE YÖNETİMİ
İçerik:
- Proje nedir?
- Proje çevrimi yönetimi
- Mantıksal çerçeve
- Problem tanımlama
- Risk ve varsayım
- Strateji belirleme
- Finansal planlama
- Takip
Hedef katılımcı:
İşletme yöneticisi- işletmelerde proje yönetimi alanında çalışan personel
Beklenen sonuç:
İşletmeleri, faaliyetlerini belirli bir zaman, bütçe ve kalite standartları
çerçevesinde yönetmeleri konusunda bilgilendirmek ve disipline etmek
Ana Modüller için eğitim önerileri
Eğitim programı 3: GİRİŞİMCİLİK
İçerik:
- Yeni iş fikri geliştirme
- Yeni iş fikri için pazar analizi
- Fizibilite çalışması
- Start-up sürecini planlama– SWOT, Problem çözme teknikleri
- Detaylı pazar araştırması ve planlama
- Organizasyon planı yapma
- Bütçeleme& finansal planlama
-İş planı taslağı yapma
-Yatırımcıya (iş meleği ve yatırım fonu) sunum yapma
-Kurumsallaşma
Hedef katılımcı:
Kendi işini kurmayı hedefleyen son sınıf öğrencileri, akademisyenler, yeni şirket
kurup büyütmeyi hedefleyen girişimciler
Beklenen sonuç: Bölgede girişimciliği özendirerek, start-up’ların sayısını artırmak,
yeni iş kurmuş girişimcilerin karşılaştığı sıkıntıları aşma konusunda yetkinliklerini
geliştirmek
Yenileşim Yönetimi için Eğitim Önerileri
Yenileşim Yönetimi için Eğitim Önerileri
Eğitim programı 4: AÇIK INOVASYON STRATEJİSİ
Eğitim programı 5:TEKNOLOJİNİN TİCARİLEŞTİRİLMESİ
İçerik:
- Akademi ve sanayi arasındaki arayüz
- İşletme içi eğitim için yönetim teknikleri
- Yeni uygulama alanlarının tespiti
- Bilgi değiş tokuşunu teşvik etmek (iyi uygulama örnekleri)
İçerik:
- Teknoloji Yönetimi
- Teknolojik Yenilik Stratejisi
- Teknoloji Transferinin Genel Sistemi
- Teknoloji Transfer Modelleri
-Etkin Teknoloji Transferi İçin Planlama ve Değerlendirme
-Başarılı Teknoloji Transferinin İndikatörleri
- Lisanslama
Hedef katılımcı:
Akademisyenler, araştırmacılar, işletmelerin yöneticileri ve Ar-Ge
faaliyetlerinden sorumlu personeli
Beklenen sonuç:
Açık inovasyon, işletmelerin inovasyon yapabilme kapasitelerini dış
kaynaklar yardımıyla geliştirmeleri olarak nitelendirilebilir. Bu eğitim
sonucu; işletmelerin Ar-Ge faaliyetlerini müşterileri, tedarikçileri,
çalışanları, üniversitelerle işbirliği içerisinde yapması teşvik edilecek ve
işletmelere gerekli yol gösterilecektir.
Hedef katılımcı:
Akademisyenler ve yenilikçi Ar-Ge faaliyetleriyle uğraşan tüm işletmeler
Beklenen sonuç:
Akademik çalışmaların sanayiye aktarılması, pazara sunulması ve
ticarileşmesi; Ar-Ge ile uğraşan işletmelerin Ar-Ge çalışmalarını katma
değeri yüksek ürünlere dönüştürebilmesi
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55
Yenileşim Yönetimi için Eğitim Önerileri
Eğitim programı 6: AR-GE FAALIYETLERİNİN FİNANSMANI (DEVLET
DESTEKLERİ)
İçerik:
Aşağıdaki her bir program ve başvuru süreci ilgili genel bilgilendirme
- TÜBİTAK Destekleri
- KOSGEB Destekleri
- EU- HORIZON 2020
- San-Tez Programı
- Teknogirişim sermaye desteği
Hedef katılımcı:
Akademisyenler ve yenilikçi Ar-Ge faaliyetleriyle uğraşan tüm işletmeler
Beklenen sonuç:
Ar-Ge yapan firmaların ve akademisyenlerin yüksek maliyetli Ar-Ge
faaliyeteri içi kaynak yaratarak Ar-Ge’ye daha fazla kaynak ve zaman
aktarmalarını sağlamak
Yenileşim Yönetimi için Eğitim Önerileri
Eğitim programı 8: TASARIM
İçerik:
- Mobilya tasarımı
- İleri tasarım (makine ve metal eşya sektörü için)
Hedef katılımcı:
İşletmelerde Ar-Ge ve tasarımdan sorumlu personel
Beklenen sonuç:
İşletmelerin tasarım becerilerini geliştirerek, farklılık yaratmak ve marka
olmalarını sağlamak. Mobilya ve ileri tasarım eğitimi farklı eğitimler olarak
düzenlenecektir ve eğitimlerin tam içeriği katılımcıların istekleri doğrultusunda
belirlenecektir.
Ekonomik Yönetim için Eğitim Önerileri
Eğitim programı 10: FİNANS & MUHASEBE
Yenileşim Yönetimi için Eğitim Önerileri
Eğitim programı 7: KALİTE YÖNETİMİ
İçerik:
- Toplam Kalite Yönetiminin Temel İlkeleri
- Verimlilik yönetimi
- Kalite sistemleri
- Müşteri ilişkileri yönetimi
- Organizasyon ve kalite
-Kalite yönetiminde kullanılan teknikler
Hedef katılımcı:
Işletmelerin kalite yönetimi departmanlarında çalışan ve belgelendirmeden
sorumlu personel
Beklenen sonuç:
İşletmelerde, verimliliği ve kaliteyi arttırma, şikayetleri ortadan kaldırma,
maliyetleri azaltarak eldeki kaynakların optimum kullanımını sağlama, işlem
zamanını kısaltma ve gelişmelerin sürekli izlenerek kurumsal faaliyetlere
aktarılması için katılımcıları bilgilendirmek.
Ekonomik Yönetim için Eğitim Önerileri
Eğitim programı 9: İŞ PLANI HAZIRLAMA
İçerik:
- Iş planı nedir
-Stratejik düşünme
-Mevcut durum analizi
-Organizasyonel konular- şirket misyon-vizyon ve hedefleri
-Pazar analizi
-Finansal analiz
Hedef katılımcı:
İşletmelerin strateji oluşturma ve karar verme aşamasında etkili orta ve üst düzey
yöneticileri
Beklenen sonuç:
Kurumsal bir yapıya sahip olmayan ve iş planı yapmadan faaliyetlerine devam
eden işletmeleri iş planının önemi konusunda bilgilendirmek ve iş planında olması
gerekenler, iş planı yapılması ve revize edilmesi ve raporlama konularındaki bilgi
ve becerileri artırmak.
Ekonomik Yönetim için Eğitim Önerileri
Eğitim programı 11: SATIŞ- PAZARLAMA
İçerik:
- Finansman Fonksiyonu ve Temel Finansal Kararlar
- Finansal Tablolar (Bilanço, Gelir Tablosu, Nakit Akış Tablosu, ...)
- Finansal Tabloların Analizi, Karşılaştırmalar ve Yorumlanması
- Finansal Planlama ve Bütçeleme
- Paranın Zaman Değerine İlişkin Uygulamalar
- İşletme Finansman Kaynaklarının Secimi
- Finansal Riskler Ve Yönetim Teknikleri
İçerik:
- Temel pazarlama prensibi
-Müşteri ilişkileri yönetimi
-Pazarlama stratejisi oluşturma
- Segmentasyon oluşturma
- Satış teknikleri
- Satış sunumu
- e-ticaret
- Değer zinciri analizi
Hedef katılımcı:
İşletmelerin finans muhasebe alanında çalışan veya bu alanda kendini geliştirmek
isteyen personeli
Hedef katılımcı:
İşletmelerin satış-pazarlama faaliyetlerinden sorumlu personeli
Beklenen sonuç:
Finans ve muhasebe alanında kendini geliştirmek isteyen işletme çalışanı ve
yöneticileri için finansal yönetimin temel kurallarını öğreterek, işletmelerin bu
konudan sorumlu çalışanlarını, yöneticilerini, öğrendiklerini iş hayatına
uygulayabilir seviyeye getirmek
Beklenen sonuç:
İşletmelerin satış-pazarlama faaliyetleri uzun vadeli çizilmiş ve stratejik
olarak belirlenmiş esaslara göre yapmalarını sağlamak
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Ekonomik Yönetim için Eğitim Önerileri
İK Yönetimi için Eğitim Önerileri
Eğitim programı 12: DIŞ TİCARET
Eğitim programı 13: LİDERLİK VE ETKİN YÖNETİCİLİK
İçerik:
- Dış ticarete başlangıç ve temel esaslar
- Dış ticarette teslim ve ödeme şekilleri
- Temel dış ticaret belgeleri
- Dış ticaret mevzuatının tanıtılması
- İhracat – ithalat iş akışları
- Gümrük mevzuatı ve gümrükleme işlemleri
- Serbest bölgeler ve ithalat-ihracat işlemleri
- Dış ticarette teşvikler, devlet yardımları
İçerik:
- Liderlik ve yöneticilik kavramı
- Liderlikte duygusal zeka
- Yöneticilik ve etkili takım çalışması
- Değişim yönetimi
- Yöneticilik ve problem çözme
- Liderlikte koçluk becerisi
- Yöneticiler için imaj ve beden dili
Hedef katılımcı:
Dış ticaret yapan veya yapmak isteyen tüm işletmelerde dış ticaret faaliyetleri ile
görevlendirilmiş personel
Beklenen sonuç:
İşletmeleri dış ticaret konusunda bilgilendirerek uluslararası pazarlara
yönlendirmek. Bölgeden yapılan ihracat oranında artış sağlamak
Hedef katılımcı:
İşletme sahipleri ve üst düzey yöneticiler
Beklenen sonuç:
Katılımcılara, günümüzün rekabet ortamında özgün çözümler üretecek,
modeller geliştirecek ve uygulayacak yönetici kadrosunu yetiştirmek ve onlara
bütünü görmeyi sağlayan bir perspektif kazandırmak
İK Yönetimi için Eğitim Önerileri
İK Yönetimi için Eğitim Önerileri
Eğitim programı 14: YETENEK YÖNETİMİ
Eğitim programı 15: ÖĞRENEN ÖRGÜTLER
İçerik:
-Yetenek havuzu yaratma, yetenekli personeli etkileme ve istihdam etme
-Yetkinliklere dayalı eğitim ve geliştirme
- Kariyer yönetimi ve geliştirme
-Performans yönetimi ve değerlendirmesi
- Terfi sistemi
İçerik:
-Bulunduğu ortamın farkında olan;
-takım arkadaşları ile ortak bir vizyonu paylaşan kişilerden oluşan;
-yeni düşüncelerin beslendiği, geliştirildiği ve uygulandığı;
- öğrenmenin öğretildiği; geleceği şekillendirmede etkili olmak isteyen örgütler
oluşturulması hedeflenmektedir.
Hedef katılımcı:
- Bölgedeki tüm işletmeler, özellikle insan kaynakları yönetiminden sorumlu personel
Beklenen sonuç:
- Işletmeleri IK yönetiminin önemi konusunda bilinçlendirmek. İşletmelerin en büyük
sorunu olan kalifiye eleman bulma ve işletme bünyesinde tutma becerilerini
geliştirmek ve personel yönetimi konusunda yaşanan sıkıntıları azaltmak
İK Yönetimi için Eğitim Önerileri
Eğitim programı 16: MAAŞ VE TEŞVİK YÖNETİMİ
İçerik:
- Etkili maaş ve ödüllendirme sistemi
- Maaş yönetimi ve yan haklar
- Genel personel yönetimi
Hedef katılımcı:
- Bölgedeki tüm işletmeler, özellikle insan kaynakları yönetiminden sorumlu
personel
Beklenen sonuç:
- Işletmeleri IK yönetiminin önemi konusunda bilinçlendirmek. İşletmelerin en
büyük sorunu olan kalifiye eleman bulma ve işletme bünyesinde tutma
becerilerini geliştirmek ve personel yönetimi konusunda yaşanan sıkıntıları
azaltmak
Hedef katılımcı:
- Bölgedeki tüm işletmeler, özellikle insan kaynakları yönetiminden sorumlu
personel ve şirket misyon- vizyonunu belirleyen üst düzey yöneticiler
Beklenen sonuç:
- Işletmeleri IK yönetiminin önemi konusunda bilinçlendirmek. İşletmelerin en
büyük sorunu olan kalifiye eleman bulma ve işletme bünyesinde tutma
becerilerini geliştirmek ve personel yönetimi konusunda yaşanan sıkıntıları
azaltmak
İK Yönetimi için Eğitim Önerileri
Eğitim programı 17: KÜRESELLEŞME
İçerik:
-IK yönetiminde çok kültürlülükten faydalanma
- Küresel pazarlarda demografik engelleri aşmak
- Yabancı pazarlardaki ihtiyaç ve talepleri anlamak
Hedef katılımcı:
- Bölgedeki tüm işletmeler, özellikle insan kaynakları yönetiminden sorumlu
personel
Beklenen sonuç:
- Işletmeleri IK yönetiminin önemi konusunda bilinçlendirmek. İşletmelerin en
büyük sorunu olan kalifiye eleman bulma ve işletme bünyesinde tutma becerilerini
geliştirmek ve personel yönetimi konusunda yaşanan sıkıntıları azaltmak
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İK Yönetimi için Eğitim Önerileri
Eğitim programı 18: İŞÇİ GÜVENLİĞİ, MEMNUNİYETİ VE ÇALIŞMA ORTAMI
İçerik:
- Motivasyon unsurları
- İşyerinde cazibe unsurları ve itici faktörler
- Yeni İşçi sağlığı ve güvenliği kanunu hakkında bilgilendirme
Teşekkürler
Hedef katılımcı:
- Bölgedeki tüm işletmeler, özellikle insan kaynakları yönetiminden sorumlu
personel
Beklenen sonuç:
- Işletmeleri IK yönetiminin önemi konusunda bilinçlendirmek. İşletmelerin en
büyük sorunu olan kalifiye eleman bulma ve işletme bünyesinde tutma
becerilerini geliştirmek ve personel yönetimi konusunda yaşanan sıkıntıları
azaltmak
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Appendix 3.5 Presentation of the SNA Study
58
Takım Üyeleri
Mahmut Kiper
Tülay Akarsoy Altay
Mesut Deren
Şükrü Çam
2
Amaç ve Hedef
Teşekkür
Bu iş paketinde;
- Prof. Dr. Sayın Abdülhakim Coşkun’a
- Girişimcilik ve İnovasyon Kurulu Üyelerine,
- Toplantılara katılan ve anket formlarını dolduran
ERÜ ve Bozok Ü. Mensuplarına,
- Sayın Bilgin Yazlık’a
tüm süreç boyunca katkıları nedeniyle teşekkür
ederiz.
3

Amaç: Erciyes Üniversitesi ile Erciyes Teknoparkı arasında daha
ileri ilişki ve işbirliği yaratılarak, bu yöndeki gelişmelerin etkisiyle
üniversitedeki bilginin ekonomik değere dönüşme/ticarileşebilme
ivmesini artırmak,

Hedef: Yukarıda belirtilen amacı mümkün kılacak üniversite
potansiyelinin analizi ve üniversitedeki bu potansiyelin işbirliğini
geliştirici yönde kullanılabilmesini sağlayacak ve/ya kolaylaştıracak
yöntem ve önerilerin geliştirilmesi
olarak ortaya konmuştur.
4
Görüşme İstatistikleri
-Görüşmeler ve Soru Formları

12 Temmuz 2013 tarihinde, ağırlıkla görüşme yapılacak Üniversite Yapıları
(merkez, enstitü vb.) ve araştırmacılarından yaklaşık 96 kişinin katılımı ile
ve “İş Planlarının ve Zaman Planının Paylaşımı” ana gündemiyle yapılan
açılış toplantısında ayrıca Erciyes Teknoparkı Yöneticisince Teknopark
Yetenekleri ile bir bilgilendirme de sağlanmıştır.

29 Temmuz – 1 Ağustos 2013 tarihleri arasında onaylanan randevu planına
göre Erciyes Üniversitesinin “Kurumsal Birimleri” ile 7 grup halinde görüşme
oturumları yapılmış ve katılımcılardan hazırlanan soru formlarını
doldurmaları istenmiştir.

19-23 Ağustos 2013 tarihleri arasında onaylanan randevu planına göre
Erciyes Üniversitesinin farklı birimlerinden Akademisyenler ile 10 grup
halinde bireysel görüşme oturumları yapılmış ve katılımcılardan hazırlanan
soru formlarını doldurmaları istenmiştir.
5
6
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59
Girişimci ve Yenilikçi Üniversite Endeksi-2013
Bilimsel Araştırma Yetkinliği

YÖK tarafından 2010 yılı için 131 üniversite için yapılan SCI, SSCI,
AHCI'te yayımlanan yayınların yayın sayısına göre oluşturulan
sıralamada Erciyes Üniversitesi, toplamda 667 adet net yayın ile tüm
üniversiteler arasında 9. sırada yer almıştır

Erciyes Üniv. tarafından 2012 yılında TÜBİTAK’a 119 adet proje
başvurusunda bulunulmuştur. Bu rakama göre Erciyes Üniversitesi,
11. sırada yer almaktadır. Destek oranlarına bakıldığında ise 2012
yılında 22 proje kabulü ile %18’Lik bir başarı oranından söz etmek
mümkündür. Bu rakamlar kendisinden yukarda yer alan
üniversitelerle karşılaştırıldığında kendisinden daha çok proje
başvurusunda bulunan üniversitelerden daha yüksek bir başarı
oranına sahip olduğu görülmektedir.
7
8
Bilgi Üretim Sistemleri

EÜ’nin (Raporun 3. Kısmında açıklanan) temel ve disipliner
araştırmalarda yoğunlaşan ‘Mode 1’ Bilgi Üretim yaklaşımında
oldukça iyi bir konumda olduğu, ekonomiye doğrudan katkı ve bu
amaçla bilginin ticarileşmesi ve teknoloji transferi ile ilgili süreçlerde
yoğunlaşan ‘Mode2’ bilgi üretim yaklaşımında ise oldukça mesafe
katetmiş olmakla birlikte özellikle uygulama ve planların
yaygınlaştırılması ve disiplinler arası ve işbirliği ağyapılarında
kurumsallaşmış ortamlarda ortak çalışma ve teknoloji transfer
süreçleri için araştırmacılara kolaylık sağlayacak şekilde sistemlerin
kurulmasında ve bu yöndeki motivasyonun artırılması konularında
halledilmesi gereken meselelerin olduğu gözlenmektedir.
Erciyes Üniv. Kurumsal ve
Bireysel Anket Sonuçları
9
Kurumsal Anket Sonuçları
10
Kurumsal Anket Sonuçları
11
12
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60
Kurumsal Anket Sonuçları (Sanayi Hizmetleri)
Kurumsal Anket Sonuçları (Fon Kaynağı ve
Çıktılar)
13
Kurumsal Anket Sonuçları (ETP ile İşbirliği)
14
Kurumsal Anket Sonuçları (ETP ile İşbirliği)

Erciyes Teknopark ile işbirliği yapan birimlerin oranı %18.

Bu birimlerin Teknopark ile hangi konularda işbirliği yaptıkları
sorgulandığında en çok verilen yanıt “Bölümde Teknoparkta işletme
sahibi akademisyenlerin bulunması” olmuştur.
Onun dışında verilen diğer yanıtlar şöyledir:

Ortak seminerler düzenlenmesi

Endüstriyel Tasarım Merkezinde ortak çalışma yapılması

Bölümün sunduğu imkanlardan Erciyes Teknopark çalışanlarının
faydalanıyor olması

Teknopark yetkililerinden çeşitli konularda görüş alınması
15
Bireysel Anket Sonuçları (Sanayi İle İlişkiler)
16
Bireysel Anket Sonuçları (Projeler ve Ortaklıklar)
17
18
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61
Bireysel Anket Sonuçları (Proje Fon Kaynakları)
Bireysel Anket Sonuçları (Proje Çıktıları)
19
Bireysel Anket Sonuçları
(Bilginin Ticarileşmesi Önündeki Engeller)
20
Bireysel Anket Sonuçları
(Bilginin Ticarileşmesi İçin İhtiyaçlar)
21
22
Kurumsal ve Bireysel Görüşme Sonuçları
ETP İle İlişkiler
Fikri Haklarla İlgili Sorunlar:
23

Fikri mülkiyete konu bir buluş gerçekleştirildiğinde başvuru süreci yeterince
bilinmiyor ve takip edilemiyor. Ayrıca fikri hak süreçleri ve yapılması
gerekenler ile ilgili yazılı prosedürler mevcut değil.

Neyin orijinal olduğu bilinmiyor, buna da bağlı olarak fikirler ve buluşlar
korumadan yoksun bir biçimde dışarıya açılıyor.

Araştırmacılara patent başvuru ve alma süreçleri konusundaki bilgilendirme,
yönlendirme ve destekler yeterli değil.

Bazı projelere ve çıktılarına yurt dışından ilgi olursa ne yapılması gerektiği
bilinmiyor.

Hoca ile sanayici doğrudan karşılıklı geliyor ve hoca hak kayıplarına
uğruyor.

Hocaların spesifik alanda yaptıkları çok değerli araştırmalar yayına dönüyor
ve Türkiye değil başka ülkeler bunlardan yarar sağlıyor.
24
4
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62
Kurumsal ve Bireysel Görüşme Sonuçları
Kurumsal ve Bireysel Görüşme Sonuçları
Proje Kaynakları, Destekler ve Destekleme Mekanizmaları/Mevzuatla İle İlgili Sorunlar:










Döner sermaye süreçlerindeki yetersizlikler ve bu süreçlerin karmaşık olması ve ödenen
payın yeterince motive edici olmaması bu kanalın kullanılması için istek yaratmıyor.
Genel olarak desteklerle ilgili kanun ve mevzuatlarda da yetersizliklerin olması ve
süreçlerin çok karmaşık olması proje yapma motivasyonunu etkiliyor.
Pek çok araştırma kaynak sıkıntısı nedeniyle gerçekleştirilemiyor.
TÜBİTAK’ın, YÖK’ün, Üniversitenin farklı uzman veri tabanları var, her birine ayrı girmek
gerekiyor, bu da bıktırıcı ve caydırıcı oluyor.
Araştırma desteklerinde giderek artan şekilde güdümlü projeler önem kazanmaya başlıyor
ancak bu konularda üniversite ve ET’ten yeterli açıklama ve destek gelmiyor.
Ticarileşmede San-Tez önemli bir program ancak ortaya çıkacak FH firma tarafından
sahipleniliyor ve paylaşılmak istenmiyor.
EÜ yayın sayısında ilk onda ancak Girişimcilik ve Yenilikçilik Endeksine göre 21. Sırada,
YÖK’ün akademik yükselme kriterleri ticarileşme konusunda motive edici değil.
Üniversiteye ya da araştırma merkezlerine yeni gelenlerin oryantasyon sorunları oluyor,
kime danışacaklarını ya da destek alacaklarını bilmiyorlar.
Türkiye’deki onay sistemindeki sorunlar yaşam bilimleri alanındaki ticarileşebilir
çalışmalarda motivasyonu düşürüyor.
Yurt dışı fonlardan yararlanacak çok fazla proje önerisi geliştirilemiyor.
25
Kurumsal ve Bireysel Görüşme Sonuçları
Birimlerde ve Birimlerarası İşbirliklerinde Yaşanan Sorunlar:

Araştırmalarda en önemli unsur olan öğrencilerin bu süreçler için yeterince motive
edilememesi, onlara yeterli finansmanın sağlanamıyor olması (mevzuatlarda sorunların
yaşanıyor olması) en değerli proje unsurlarından birinden mahrum kalınmasına yol açıyor.

Bölüm ve merkezlerin altyapı olanaklarının diğer bölümlere yeterince açılamaması,
bölümler arası işbirliklerinin fazlaca yapılamıyor olması disiplinler arası çalışmaların önünü
tıkıyor.

Üniversite altyapısının en son teknolojiler ile teçhizatlandırılmamış olması, bu teçhizatları
edinecek olanakların bulunmaması pek çok yönden olumsuz etkiler yaratıyor.

Kurulan Araştırma Merkezlerinin kendi kadrolarını oluşturamaması, fakülte elemanlarının
bu merkezlerde de görevlendiriliyor olması merkezlerin kurumsallaşmasını ve
fonksiyonlarını yerine getirmesini güçleştiriyor.

Laboratuvarlarda yapılan test/analizler pahalı ve akredite değil, bu nedenle sanayicilerce
tercih edilmiyor.

Kurulan araştırma merkezlerinde mühendislik fakültelerinin fikirleri ve bir çok bölümün
yetkinlikleri dikkate alınmıyor.

Üniversite yönetimi ile bölümler arasında iletişim kopukluğu var.

Erciyes üniversitesinde, üniversite-sanayi işbirliği için varolan birimin tanınmaması,
işlevlerinin bilinmemesi ve söz konusu birimin hali hazırda çalışmaması proje sayısının
artması önünde engel teşkil ediyor.
Akademisyenlerin İş Yükü, Yaklaşımları ve Farkındalık İle İlgili Sorunlar:

Eğitim yükünün ağır, Ar-Ge ve buluşların ticarileşmesini motive eden / güdüleyen
mekanizmaların yetersiz olması proje yapma ve bilginin ticarileşmesini olumsuz
etkiliyor.

Değişime tepki ve direncin kolay aşılamaması bu tür çabaların ivmelenmesini önlüyor.

Başarılar ödüllendirilmiyor.

Üniversitede oldukça fazla fikir var, ancak motivasyon yok. Yükselmelerde bilimsel
makale önemli olduğundan kültürel olarak ve mevzuatlar nedeniyle hocalar ve
araştırma görevlilerinin ticarileşmeye odaklı araştırmalara vakitleri olmuyor. Yönetimin
baskısı ile proje desteklerine başvurulması da yararlı sonuçlar vermiyor.

Hoca proje yürütürken çok fazla birimle muhatap oluyor ve enerjisini ve
motivasyonunu kaybediyor.

Temel bilimler bölümleri için temel araştırmalar ve eğitim ticarileşmenin önünde
geliyor ve ticarileşme ve sanayi ile ilişkiler konusunda neler yapabileceklerini
bilmiyorlar.

Hocalar bu konulardaki mevzuat ve sistemleri pek bilmiyorlar.

Proje yapmak akademisyenlere bir itibar sağlamıyor.

Eğitim sisteminin ezbercilik ve problem çözme üzerine olması, Ar-Ge’nin kaynağı olan
problemin tespiti üzerine olmaması proje konularının belirlenmesinde zorluklar
yaratıyor.
26
Birimlerde ve Birimlerarası İşbirliklerinde
Yaşanan Sorunlar (Devam)










27




28
Kurumsal ve Bireysel Görüşme Sonuçları
Kurumsal ve Bireysel Görüşme Sonuçları

Bölümler arası ortak lisansüstü programların açılamaması disiplinler arası çalışmalar
için önemli bir aracın devreye girmesini önlüyor.
Öğretim üyelerinin teknolojinin ticarileşmesi ile ilgili kavram, süreçler ve destekler gibi
konularda yeterli bilgileri yok.
Hocalar alanlarında gelişen teknolojiler ile ilgili kendilerini yenilemiyorlar, ilerlemeleri
yeterince izlemiyorlar.
Üniversitenin yeni spin-off yaratma konusunda destekleri yeterli değil ve önemli
çabaları gözlenmiyor.
BAP uygulamaları hakkında oldukça şikayet olmasına rağmen bunların çözümü
konusunda yönetimin yeterli çabası görülmüyor.
Hocalar arasındaki kişisel sorunlar ve sıkıntılar da pek çok işbirliğini engelliyor.
Yenileşimin esas ayağı olan temel bilimlere gerekli önemin verilmemesi ve bu
alanların da proje işbirliklerinde dikkate alınmaması bu bölümlerin motivasyonunu
azaltıyor.
Fen Bilimleri fakültelerine yeterince araştırmacı öğrenci gelmiyor.
Sosyal Bilimler, Eğitim gibi enstitülerin çalışma alanları daha çok kuramsal kalıyor ve
mühendislik gibi teknoloji ve ticarileşmesine çok yakın olunamıyor.
Üniversitenin Endüstriyel Tasarım yetkinliklerinden yeterince yararlanılmıyor,
projelerde yeterince yer verilmiyor.
Sanayi ve Diğer Aktörlerle İlişkilerde Yaşanan Sorunlar:
Proje Yönetim Sistemleri İle İlgili Sorunlar:
Bulunmuş yeniliklerin tekrar tekrar çalışılıyor olması, araştırma öncesi taramaların
yeterince yapılamıyor olması ticarileşebilecek proje sayısını azaltıyor.
Dokümantasyon ve bunların sistematiği ve paylaşıma açılması konularında önemli
zaafiyetler bulunuyor.
Sarf malzemeleri vb. gereçlerin teminlerinin çok vakit alıyor olması; izin, olur
süreçlerinin uzun ve zaman alıcı olması, mevzuatın yıldırıcı olması proje yapmayı
güçleştiriyor.
Proje formları hocalar tarafından yazılıyor, alınan projelerde gerekli form ve bürokrasi
de hocalarca yürütülüyor ve proje almak eziyet haline geliyor.
Tezlerin belirlenmesinde sanayi ile ilişkiler kapsamında belirli esaslar yok.
29

Sanayinin kısa vadeli beklentileri işbirliğini engelliyor, sanayiden çok küçük sponsorluk
destekleri bile alınamıyor.

Üniversite de sanayinin beklediği çözümler için hazırlıklı değil, onlara öncelik vermiyor.

Belediye gibi bölgedeki büyük kamu kuruluşları da üniversite ile ilişki kurmuyor,
danışmanlık almıyor.

Yöre halkından da üniversiteye beklentileri konusunda talepler gelmiyor, üniversite
üzerinde toplumsal bir baskı oluşmuyor

Sanayiye yapılan hizmetlerin karşılığı alınamıyor.

Bölgedeki çiftçiler üniversiteden yeterli desteği göremediklerini belirtmektedir.

EÜ hastaneleri özel hastanelerle rekabet etmek zorunda kaldığı için araştırmalara yeterli
zaman ayrılamıyor.

Sanayi ile ilişkiler kurumsal değil kişisel bazda oluyor. Bölgedeki sanayiciler Erciyes
Üniversitesi’ndeki öğretim elemanlarına güven duymuyor ve yeterli değeri vermiyor, başka
illerdeki Üniversite Hocaları ile çalışıyor.

Ülke olarak bir kalkınma planımızın bulunmaması nedeniyle akademisyenlerin hangi
alanlara yönelebileceklerini bilemiyor olması.
30
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63
Teknopark Faaliyetlerinin Geliştirilmesi İçin
Öneriler
Teknopark’dan Beklentiler

Sanayi için önemli problemlerin gelmesi ve bunların ilgili bölümlerle

ilişkilendirilmesinde ET önemli bir işlev görebilir.

ET’ten alınabilecek hizmetler ve destekler konusunda araştırmacılar sürekli olarak

bilgilendirilmeli.

ET öğrencilere özel destekler tasarlayabilir. Bu kapsamda staj, proje vb. konularda

öğrenciler ile sanayi eşleştirilmesinde TP aktif rol oynayabilir.

ET’te firması olan hocaların yaşadığı pazarlama ve pazar araştırma konularında TP

destek olmalı.

ET web sitesi iyileştirilerek, ET’teki firmaların tanıtımları daha etkin yapılmalı.

Teknoparktaki işletmelerin ERÜ ve imkanlarını yeterince biliyor olmasında ET’e

önemli sorumluluklar düşmektedir.

Teknopark sanayi ile bölümler arasında buluşmalar düzenleyebilir.

ET küresel ölçekte işbirliklerine ve ilişkilere de aracılık etmelidir.

ET da proje başvurusu ve yönetimi konularında destek birimleri oluşturmalıdır.
31
ET’te bazı öne çıkan başlıklarda çalışma grupları oluşturularak talep görecek proje
konularının belirlenmesi ve bu projeler için sanayi ve üniversite eşleştirmeleri
yapılması önerilmektedir.
Yukarıdaki öneri ile de ilişkili olarak TP endüstriden gelen problemlerin toplanmasında
ve üniversiteye yönlendirilmesinde daha sistematik ve aktif bir rol üstlenebilir.
Teknopark yetkilileri ve işletmeleri ile disiplinler bazında ve öğrencilerle (lisans,
lisansüstü) karşılıklı tanıtım toplantıları, çalıştaylar vb. yöntemlerin devreye alınması
ve böylece ilişki ağlarının geliştirilmesi önemli işbirliği fırsatları yaratabilecektir.
ET’te proje ve değişik konularla ilgili formal ve tanımlı bir danışma biriminin
oluşturulması çok yararlı olacaktır.
Üniversite tarafından Devreye Alınması Önerilen “(Buluş) Beyan Formu”nun
Hızlıca Sonuçlandırılması: BAP ve benzeri desteklerle yürütülen projeler için Proje
Sonuç raporu, yayın vb. araştırma çıktılarının alıcı ortama açıklanması öncesi zorunlu
bir aşama olarak geliştirilen bir beyan formunun doldurulması sisteminin üniversite
rutinlerinden biri haline getirilmesi için hem araştırıcı tarafından kolayca
doldurulabilecek bir formun tasarlanması hem de doldurulan bu formlarla ilgili patent
taraması, ticarileşebilme potansiyeli vb. konularda hızlı bir değerlendirme ile fikri hak
potansiyelinin değerlendirilmesi ve sonucun hızlıca ilgili araştırmacıya bildirilmesi
önemli bir aşama olarak görülmelidir.
32
Teknopark Faaliyetlerinin Geliştirilmesi İçin
Öneriler






ET, bölgedeki sanayilerden öne çıkanların gruplandırılarak, kümelenme vb. işbirliği
ağyapıları çalışmalarına ve buradan da üniversite ile köprüler kurulmasına öncülük ve
aracılık etme fonksiyonunu yerine getirmelidir.
ET bölge sanayine yeni üretim alanları, konularındaki teknolojik gelişmelerle ilgili
bilgilendirme sistemleri oluşturmalı ve bunu yaparken de üniversite potansiyelini ve
katkılarını dikkate almalıdır.,
ET, EÜ merkezleri ile ilişkilerin kurulması ve geliştirilmesine özel bir önem vermeli ve
bunun ilk adımlarından olarak ET’te Merkezlerin tanıtımı amaçlı faaliyet ve metotlar
kurgulamalıdır.
ET sermaye temininde yol göstermeli, mümkün olan durumlarda aracı olmalıdır.
ET teknolojinin ticarileşmesine önem vermek isteyen ya da ilgilenen hocalardan
oluşan bir uzman havuzu oluşturabilir.
ET’te de kişiler arasında işbirliğine yönlendirecek ARBİS benzeri bir veri tabanı
kurulması değerli işbirliklerini mümkün kılabilir.
Bozok Üniv. Kurumsal ve
Bireysel Anket Sonuçları
33
Kurumsal Anket Sonuçları
34
Kurumsal Anket Sonuçları
35
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64
Bireysel Anket Sonuçları
Bireysel Anket Sonuçları (Projeler ve Ortaklıklar)
Fikri Mülkiyet Hakları Durumu
Sanayi ile işbirliği düzeyi
37
Bireysel Anket Sonuçları
(Bilginin Ticarileşmesi Önündeki Engeller)
38
Bireysel Anket Sonuçları
(Bilginin Ticarileşmesi İçin İhtiyaçlar)
39
40
Üniversite ve Alt Birimler Bazında Üniversite
Koordinasyonunda Politika, Strateji Oluşturma ve
Kaynak Planlamalarının Yapılması

ÖNERİLER
41
Görüşme ve anketlerden de görüleceği gibi , üniversitenin stratejilerinin çok
bilinmediği, fakülte ve bölümler bazında ise yeterli seviyede ve dokümante
edilmiş stratejilerin bulunmadığı gözlemlenmiştir. EÜ’nin ATGİ süreçlerine
nasıl baktığı ve ne şekilde ele alacağı ile ilgili temel bir politika oluşturup iş
ve dış paydaşlarla paylaşması ve bunu destekleyen stratejileri oluşturması
ve mevcut olanları bu çerçevede iyileştirmesi süreç için en kritik unsurlardan
biri olarak görünmektedir. Bu politika üniversite birimlerine de yol göstermeli
ve onların olası kaynaklar, çok çeşitli teknolojiler ve bilimsel alanlar
içerisinde ticarileştirme için hedef sektörler, hedef teknolojiler belirleyerek
uzmanlaşmaya gitmelerini, uzmanlık alanları ile ilgili araştırma altyapılarına
yoğunlaşmalarını sağlamalıdır.
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Üniversite ve Alt Birimler Bazında Üniversite Koordinasyonunda
Politika, Strateji Oluşturma ve Kaynak Planlamalarının Yapılması
Üniversite ve Alt Birimler Bazında Üniversite Koordinasyonunda
Politika, Strateji Oluşturma ve Kaynak Planlamalarının Yapılması
Bu çalışmalarda özellikle dikkate alınması önerilen iki husus şunlardır;
İlave olarak bu temel politikayı destekleyecek şekilde;
 Teknoloji transfer ve ticarileşme uygulamaları ile ilgili yaklaşımlar,
kural ve rehber dokümanlar,
 Araştırmacıları ve toplumu da rahatlatacak şekilde bu süreçlerde
toplumsal yararın nasıl sağlandığı,
 Değişik durumlarda çıktıların hak sahipliliği esasları,
 Sorumluluklar, haklar ve kurallar düzeni,
 Ticarileşen çıktıların paylaşım esasları,
 Teknoloji transferi-kariyer ilişkileri ve uygulamaları
 gibi ana unsurlarda ve yeterli seviyelerde dokümanların
hazırlanması ve paylaşılması bu tür çalışmaların önünü açacaktır.

Disiplinler arası çalışmalar özendirilmeli, bu amaçla birimler arası iletişim
ilerletilmeli ve üniversite yönetimleri bu süreçlerde aktif rol almalıdır. Ayrıca,
disiplinler bir araya gelerek ortak tezler oluşturmalıdır.

Tezlerin ve araştırmaların teknolojinin bugünkü durumundan daha ileri
götürülebilmesi için gelişen teknolojilere paralel şekilde altyapılar da
geliştirilmeli ve tez ve araştırma konuları bu gelişmelere göre belirlenmelidir.

Yine bu çerçevede henüz TT ve bilginin ticarileşmesi için konumlarını
belirlemede sıkıntı yaşadıkları görülen bir çok bölümün sanayi ile ilişkiler ve
teknolojinin ticarileşmesi konusundaki potansiyellerini (örneğin Hukuk
Fakültesi fikri haklar, iletişim fakültesi tanıtım ve pazarlama, Endüstri Müh.
Bölümü sistemler ve yönetimleri vb.) öne çıkaran stratejiler geliştirmesi çok
değerli sonuçlar doğurabilecektir.
43
Uzmanlaşmış Birimlerin Varlığı
İletişim stratejisinin oluşturulması ve uygulanması
En fazla sorun belirtilen alanlardan biri olarak Üniversitenin kendi akademisyenlerinin fikri
mülkiyet haklarına başvuru ve tescil süreçlerinde yardımcı olması başta olmak üzere
görüşmelerde aşağıdaki şu hususlarda da bazı gelişmeler sağlanması beklendiği
anlaşılmıştır;

Araştırmacılara ulusal ve uluslar arası destekler için Proje hazırlama ve yönetimi
konusunda destek verecek bölüm(ler) bazında ya da merkezi bir birim oluşturulması çok
yararlı sonuçlar verebilecektir.

Teknoloji transferi, ticarileşmesi, Fikri haklar, Araştırma, Teknoloji Geliştirme ve İnovasyon
(ATGİ) sistem ve politikaları, Proje yönetimi vb. pek çok konuyu kapsayan “Teknoloji
Yönetimi ve Politikaları” gibi bir lisanüstü program açılabilir ve bu program aynı zamanda
üniversite içine ve dışına da eğitim ve seminerlerle yaygın bir hizmet sunmayı
hedefleyebilir. Böylece bu konularda eksikliği hissedilen uzmanların da yetişmesi
sağlanabilir.

44
Merkezler disiplinler arası projelerin hayata geçirilmesi ve yürütülmesinde önemli ve aktif
bir rol oynayabilir. Bu kapsamda özellikle GenKök örneğinde olduğu gibi kendi sistemlerini
ve proje yönetim yaklaşımlarını geliştirmeleri önemli görülmektedir. Merkezlerin başta EÜ
bölümler, enstitüler ve merkezler arası olmak üzere, yurt içi ve dışına doğru işbirliği
ağyapısını geliştirmeleri pek çok başarı öyküsü yaratabileceği gibi, araştırmalarda ve
bunların ticarileşmelerinde kritik bir büyüklüğün yaratılabilmesinde önemli işlevler
45
görebilecektir.
İletişim stratejisinin oluşturulması ve uygulanması

Yapılan görüşmeler ve değerlendirmelerde hemen her bölümde
bilginin ticarileşmesi ve teknoloji transferi ile ilişkili olabilecek çok
sayıda çalışma gerçekleştirildiği ancak bundan sonraki süreçler için
destek alınamadığı için araştırma sonuçlarının daha ileri
götürülemediği ortaya çıkmaktadır.

Bu çabaların merkezi ve birimler içinde kurulmuş bir önceki
maddede açıklanmaya çalışılan kapsamda belli merkezlerden
yönlendirilmesi ve başarı hikayelerinin yaygınlaştırılması önemli bir
unsur olarak ortaya çıkmaktadır.

Bu doğrultuda üniversite çapında gerçekleştirilen faaliyetlerin iç ve
dış paydaşlarla paylaşılabilmesi için bir iletişim stratejisinin
oluşturulması ve paylaşılması önemli görülmektedir.
46
Sanayi ile ilişkiler
Bu kapsamda özellikle aşağıdaki şu hususların dikkate alınması yararlı sonuçlar
verebilecektir;

Başarıların ödüllendirilmesi ve başarı öykülerinin yaygınlaştırılması için Üniversite
yönetiminin sistem(ler) kurması yararlı olacaktır.

Üniversite bölümleri arasındaki etkileşimi ve iletişimi artırıcı formal ve informal
kanallar oluşturmalıdır. Bu kapsamda farklı bölümlerden araştırmacıların bir araya
gelmelerini sağlayan sosyal ortamlar ve alanlar da yaratılmalıdır. Bu kapsamda ayrıca
bölümler arası proje buluşmaları da ortak proje sayısını artırıcı bir yöntem olarak
dikkate alınabilir.

Üniversitenin Teknoloji Transfer ya da Sanayi İle İşbirliği Yapabilecek bölüm, enstitü,
araştırma ve uygulama merkezleri vb. birimlerinin bu çerçevede sunabilecekleri
hizmet ve altyapılarını tanıtmaları ve bu süreçleri nasıl yöneteceklerine dair
yönergelerini oluşturmaları ve tüm bu süreçlerde TTO ile ne tür işbirlikleri
yapabileceklerini belirlemeleri oldukça değerli sonuçlar doğurabilecektir.
47

Sanayinin sürekli olarak üniversite ile işbirlikleri kurmasını
sağlayacak ilk ve değerli araçlardan olan test ve analiz yapılarının
sanayinin ihtiyaç duyacağı şekilde iyileştirilmiş ve akreditasyon ve
uygunluk onay belgeleri alınmış şekilde geliştirilmesi yararlı
olacaktır.

İletişim stratejisinin bir parçası olarak tespit edilecek hizmet alanları
ile ilgili broşürlerin ve web tabanlı tanıtım ve bilgilendirmelerin
hazırlanması ve bu ve benzeri araçlar aracılığı ile öncelikli
sektörlerde, bölüm bazında, hizmet odaklı tanıtımlar
gerçekleştirilmesi önerilmektedir.
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Sanayi ile ilişkiler
Fikri Haklar
Sanayi ile ilişkilerin geliştirilmesi için öne çıkarılabilecek diğer bazı
hususlar da şunlardır;
BAP ve benzeri desteklerle yürütülen projeler için Proje Sonuç raporu, yayın vb.


araştırma çıktılarının alıcı ortama açıklanması öncesi zorunlu bir aşama olarak
geliştirilen bir “buluş beyan” ya da sadece “beyan” formunun doldurulması sisteminin
Üniversite ile sanayi arasında eleman rotasyonları için
mekanizmalar oluşturulması bilinen ve değerli bir ÜSİ mekanizması
olarak gündeme alınmalıdır.
üniversite rutinlerinden biri haline getirilmesi hem buluşların ticarileşmesi ve bu
Kritik önemde olan Belediye ve diğer kamu kurumları ve bölgedeki
büyük firmalarla ortak projeler için çabalarda üniversite yönetiminin
öne çıkması beklenmektedir.
Sonuçlandırılmasını sağlayacak şekilde çalışmalıdır. BAP ve benzeri desteklerle
kapsamda fikri hak sahipliliği hem de TTO ile direk bir bağ olması bakımından çok
önemli bir aşama olarak değerlendirilmektedir. TP’da bünyesindeki TTO aracılığı ile
Üniversite tarafından Doldurtulan “(Buluş) Beyan Formu”nun Hızlıca
yürütülen projeler için Proje Sonuç raporu, yayın vb. araştırma çıktılarının alıcı ortama
açıklanması öncesi zorunlu bir aşama olarak geliştirilen bir beyan formunun
doldurulması sisteminin üniversite rutinlerinden biri haline getirilmesi için hem

araştırıcı tarafından kolayca doldurulabilecek bir formun tasarlanması hem de
Sanayici ile üniversiteyi bir araya getirebilecek proaktif bir
koordinasyon merkezinin kurulması ve bu merkezin sanayi
projelerindeki hukuki, mali vb. konuları da dikkate alan esnek bir
yapıda kurgulanması beklenmektedir.
doldurulan bu formlarla ilgili patent taraması, ticarileşebilme potansiyeli vb. konularda
hızlı bir değerlendirme ile fikri hak potansiyelinin değerlendirilmesi ve sonucun hızlıca
ilgili araştırmacıya bildirilmesi önemli bir aşama olarak görülmelidir.
49
50
Eğitim ve Rehber Dokümanları
Destekler

Mevcut yapıda Ar-Ge desteklerinin ağırlıklı olarak BAP koordinasyonunda
yürütüldüğü belirtilmektedir. Ancak sağlanan destekler ağırlıklı olarak idari
takipten ibaret olup, idari ve mali konular daha çok projeyi gerçekleştiren
akademisyenlerin takibindedir. Bu durum benzer konularda farklı
akademisyenlerin sürekli öğrenme gerçekleştirmelerine neden olmakta ve
verimsizliğe yol açmaktadır. Bu nedenle projelerin idari ve mali kısımları ile
ilgili daha etkin bilgi sağlanması ve proje prosedürleri ile ilgili yüklerin
araştırıcıların üzerinden alınması gerektiği düşünülmektedir.

Ar-Ge destekleri kapsamında güdümlü projeler genellikle öne çıkan
alanlarda yoğunlaştığından, yayın taramalarındaki yoğunlaşmalardan
teknolojik gelişmelerdeki gidişi değerlendirecek ve bu konularla güdümlü
projeler konusunda bilgi sağlayacak üniversitede bir mekanizma kurulması
da yararlı olacaktır. Bu kapsamda yaygınlık ve erişilebilirlik unsurları da
önemle ele alınmalıdır.

Gerçekleştirilen görüşmelerde akademisyenlerin ticari süreçlerle çok ilgilenmedikleri,
akademik kaygılarla hareket ettikleri ve sürecin başta fikri mülkiyet olmak üzere çoğu
aşaması hakkında bilgi sahibi olmadıkları belirlenmiştir. Akademisyenlerin iş
yoğunluğuna göre belirlenecek tarihlerde bu alanlarda deneyimli kişilerce, gerçek
vakalar üzerinden verilecek eğitimlerin önemli olduğu düşünülmektedir. Ticarileşme
süreci için dışarıdan alınacak eğitimler ön plana alınırken, destekler gibi konularda
özellikle üniversite içinde çok sayıda proje gerçekleştirmiş akademisyenlerin
gerçekleştireceği eğitimlerin daha başarılı olabilecektir. TÜBİTAK girişimcilik, BSTB
SAN-TEZ destekleri gibi alanlarda çok sayıda destek almış, ilgili komisyonlarda
hakemlik gerçekleştirmiş çok sayıda öğretim üyesi bulunmaktadır.

Fikri haklar kanunları ve uygulamaları ile ilgili ya da diğer konularda olduğu kadar, bu
süreçlere destek sağlayan kurumların kural ve süreçlerini de açıklayan rehber ve
tavsiye dokümanları süreçlerin kolaylaştırılması ve anlaşılır kılınması için faydalı
olacaktır.
51
Üniversite Bölümlerinin Niteliklerine Özel Plan ve
Sistemlerin Geliştirilmesi
Sürekli İzleme ve Etki Değerlendirme Sistemi

52
Uygulamaların periyodik olarak bağımsız sistemlerce
değerlendirilmesi, bulgulara göre iyileştirme ya da sonlandırma
çalışmaları ülkemizde yaygın değildir. Bu nedenle sorunların tespit
edilmesi ve çözümler için gerekli verilerin elde edilmesi oldukça
zorludur. EÜ bu amaçla kurduğu Takip, İstatistik Veri (TİV) birimi bu
anlamda çok önemli bulunmaktadır. Bu birimin daha sistematik ve
kurumsal bir yapılanmaya kavuşturulması hem süreçlerin
değerlendirilmesi ve hem de iyileştirme önerilerinin geliştirilmesinde
öncü rol oynayabilecektir.
53
Sorun ve beklentilerden de anlaşılacağı gibi her bölüme has durumlar da
olabilmekte ve bunların kendi özelinde ele alınması gerekmektedir.
Bölümlerin beklentilerine ve önerilerine ilişkin bazı örnekler aşağıda
sunulmaktadır.

Çevresel etki değerlendirmesine yönelik raporların yanısıra ‘ekolojik
endüstriyel alanlar’ üzerinde de Kayseri’de çalışmalar yapılmaya
başlanması

İmar planları, atıkların kontrolü, çevre, nakli alanların tasarlanması gibi
konularda Çevre Mühendisliği ile Şehir ve Bölge Planlama bölümlerinin
daha yoğun işbirliği yapması

Bazı bitki islah ya da gen çalışmalarının kabul görmesi için bu tür
çalışmaların ihtiyaçlara ve taleplere göre seçilip, planlanması ve planlama
aşamalarında pilot uygulama ve yaygınlaştırma çalışmalarının da
(tohumların ücretsiz dağıtımı, hasat ile ilgili danışmanlık vb.) ele alınması
54
yararlı olacaktır.
9
04.12.2013
67
Spin-Off’ların Oluşumu için Çerçeve Şartlar




Görüşmelerde Öne Çıkarılan Diğer Öneriler
Ülkemizde ayrı ayrı sistemlerle bu destekler sağlanmaya çalışılmaktadır. Mevcut durumda
BSTB, TÜBİTAK, KOSGEB tarafından sağlanan farklı girişimcilik destekleri bulunmaktadır.
Bu destekler oldukça dağınık bir yapıdadır ve akademisyenlerin alışık oldukları akademik
desteklerden farklı koşulları bulunmaktadır. Bu aşamalarda akademisyenlere yardımcı
olacak uzman personelin varlığı önem taşımaktadır.
Riski minimize etmek, başarısız ticarileşme oranlarını azaltmak üzere “Girişimci fikirlerinin
işletme inkübatörüne aktarılmadan önce pazar potansiyelinin test edilebileceği, riskin
azaltıldığı gerçek veya sanal ortamlar” olarak tanımlanan ön kuluçkalıklar da bu kapsamda
giderek önem kazanan diğer bir araçtır. Bu kapsamda KOSGEB’in değerli destekleri
bulunmaktadır.
Uzun vadede ise girişimcilerin çeşitli finansman imkanlarına erişimlerini sağlanması ve bu
finansman imkanlarının oluşturulması öncelikli hedefler arasında olmalıdır. Bireysel katılım
yatırımcısı (melek yatırımcı) ve ilgili risk sermayesi ağlarının yerel bazda oluşturulması, bu
amaçla bölgedeki diğer işbirliklerinin oluşturulması ve Erciyes Üniversitesi’nden çıkan
buluş sahiplerinin bu fonlara yönlendirilebilmeleri hedeflenmelidir.
EÜ bünyesinde bulunan Akademik Girişimcilik Kurumu bu amaç için doğru bir yapılanma
olarak değerlendirilmektedir.

Üniversiteye ya da araştırma merkezlerine yeni gelenlerin oryantasyon sorunlarını
minimize etmek üzere, karşılaşabilecekleri sorunlar, bunlarla ilgili birimler ve
sorumlular, üniversite tanıtımı, sosyal imkanlar vb. konularda yol gösterici bir kılavuz
ve rehberlik hizmeti verebilecek bir birim hayata geçirilebilir.

Üniversite “Endüstriyel Doktora”benzeri programları gündemine alabilir. Bu konuda
TP’da önemli bir arayüz işlevi görebilir.

Bölgedeki sanayicilerin ve çiftçilerin öncelikli ihtiyaç ve beklentileri analiz edilerek,
onların da katıldığı organizasyonlarla yaygın etkili projeler önceliklendirilebilir.

Merkezlerin kendi uzmanlık alanlarında dünyada ve Türkiye’deki gelişmeleri ve
gelecek için beklentileri içeren Strateji Raporları hazırlamaları hem öncelikli proje
konularının belirlenmesinde, hem de merkezlerin prestij ve bilinirliklerinde önemli bir
rol oynayabilecektir.
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56
Görüşmelerde Öne Çıkarılan Diğer Öneriler

BAP’ın da ikiye ayrılarak TÜBİTAK 1001 ile 1507’e benzer iki farklı sınıf destek
(akademik ve sanayi odaklı) oluşturulması gündeme alınabilir

Bu tür çalıştayların sürekli hale getirilmesi yararlı olabilecektir.

Öğrencilerin de mutlaka bu süreçlerin içine sokulması için çalışmalar yapılmalıdır.

Üniversitenin Tıp alanlarına sağladığı destekleri temel bilimlere de sağlaması
beklenmektedir.

Cihaz envanteri çalışmasının akademisyenlerin talepleri doğrultusunda daha
kapsamlı yapılması ve paylaşılması önemli görülmektedir.

Fen bilimleri için de bir bakım-onarım-kalibrasyon birimi kurulması (varolan birim
sadece Tıp Fakültesine hizmet ediyor) yararlı olacaktır.

Eğitim, danışmanlık, araştırma, vb. hizmetler ve bu kapsamda da araştırma ve
uygulama merkezleri de ayrıştırılmalı ve akademisyenlerin hangisine ağırlık vermek
istediklerine göre tercihleri dikkate alınmalıdır (mevzuatlar da buna müsaade etmeli).

Tasarım, işbirliklerinde daha yaygın olarak dikkate alınmalıdır.

Bölge ihtiyaçlarını belirlemek üzere çalışmalar yapılmalıdır.
Teşekkür Ederim…
Mahmut Kiper
mahmut.kiper@gmail.com
57
58
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68
Appen
ndix 3.6 Prress Reacttion to thee Worksho
op 69
Appendix 4 ET/YIC assessment
1
Assessment of
Erciyes Technopark
and
Yozgat Innovation Centre
Technical assistance
(Institution building)
Kayseri-Erciyes Technopark
Regional Innovation center
TAT/ draft 2013 11 19
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2
Assessment of Erciyes Technopark and Yozgat Innovation Centre
Table of content
Foreword............................................................................................................................................... 3
Background .................................................................................................................................................... 3
Target for analysis ................................................................................................................................. 3
Empirical base for future project activities........................................................................................... 4
Methodology and Frame of reference for this summarising report......................................................... 5
1.
What characterizes an ideal Technopark or Innovation Center? – The “relevance”
aspect examined
6
Clearing out the concepts ..................................................................................................................... 6
Comments and conclusions .................................................................................................................. 7
A general perspective on the principles governing the organisation of the Technopark .................... 8
Comments and conclusions .................................................................................................................. 8
2.
What are the main functions of a Technopark. – The aspect of “Effectiveness” examined. ............... 9
3.
How does a Technopark accomplish their tasks?
4.
Has the Technopark brought considerable change to the local community yet? – Analysis of “Visibility and
Impact” aspect of the Technopark. .................................................................................................... 19
5.
Independence and long term development. – On “sustainability” of technoparks under recent legal conditions
............................................................................................................................................................ 21
- The aspect on “efficiency” investigated
Disclosure:
The following memo is a normative analysis. It is based on a few larger empirical analyses and several personal
observations on the job. These data are related a normative structure, describing what is supposed to be Good
European Practice on Technoparks. As such a model does not exist in any official documentation, the reader
should be aware of that it is based on the writer’s own experiences, and this opinion does not necessarily
reflect the opinion of the project’s TAT. The purpose of the publication is merely to be a bit provocative, in order
to raise questions for further discussion with ET management, MoSIT and s smaller groups of persons related to
ET. In this way new issues may be formulated, to be thoroughly analysed before the final report of the Regional
Innovation project will be produced within a year.
15
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3
Assessment of Erciyes Technopark and Yozgat Innovation Centre
Foreword
In last Progress Report (PR 1) a large “fact finding” report was appended regarding Assessment of Erciyes
Technopark and Yozgat Innovation Center. The main text in the progress report presented shortly the frame of
reference, which is used for this report.
By now we have made a number of systematic studies (a wide Training Need Analysis, TNA, containing several
approaches, and a university assessment, presented as a Service Needs Assessment, SNA, covering the
expectations on the Technopark as an intermediate between University and Industry). We have also made a
number of studies of ET in our roles of participant observers. Similar has been done with YIC. A smaller TNA
for staff in ET and YIC has also been conducted.
The report presented here is a result of those empirical approaches in combination with general experiences
regarding these kinds of organisations. The purpose, however, is more to wake a number of new questions
than presenting final statements on status of things. We interpret that the overall purpose of the Regional
Innovation project is to exert influence on regional industry, by increasing its competitiveness in relation to
other parts of Turkey and surrounding markets. The main idea is that this should be done do by improving the
abilities and capacities of ET and YIC. This means in practice that the kind of overview presented in this report
will be done also in the final report. Subsequently this second report should only be regarded as an
intermediate report. More final positions will be presented later.
Leif Grahm, TL/ November 2013
Background
Target for analysis
ToR for our Regional Innovation project prescribes that we shall make an assessment of Erciyes Technopark
and Yozgate Innovation Center.
Erciyes Technopark is a limited Corporation started in 2004, with Erciyes University holding 84% of the shares
and a founding capital of 300.000 TL. The Equity has increased by grants from the Government with
approximately 7 MTRY bound basically in 20.000 m2 internal space in the buildings, and there is
approximately 7 MEUR more under transfer from EU, bound in 10.000 m2 more building space. The ground
space covers a park of approximately 28 Ha.
Yozgat has planned an Innovation Center with the Bozok University as main owner, but it is not realized. A new
building is under construction by private sponsors, and it is expected that it will be ready to use within next
half year. The vision has grown from “Innovation Center” to Bozok “Technopark”, where Bozok University is
the main shareholder with 75% of the setup capital of 500.000 TRY. The building will probably be rented,
maybe to an insignificant price. No legal person (Technocpark) is still registered, however, and this means that
our Innovation project still has no counterpart in Yozgat. We regard the present rector as “vision owner”,
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4
however, and our project stands by for support if required when formulating the basic principles for future
elaboration of the organisation. The conclusion is that we still cannot include Yozgat innovation Center in our
assessment, but will come back to this issue when the Technopark is realized.
Empirical base for future project activities
Two different approaches to assess the Technopark are more usual than others. The first approach is the very
common expert evaluation, where the consultant just gives process recommendations based on literature,
and, in the best cases, their former experiences form international cases. We call this the “besserwisser
method”.
In the second approach, as proposed from the Regional Innovation project, we take for granted that we should
adapt international experiences to local and regional conditions. This is done by paying serious attention to
empirical studies, to work as general knowledge base when elaborating our framework for general
assessment.
Two main studies have been done:
The first is a Training Needs Assessment, TNA, also including a simple technological audit, TA, and a study of
training preferences. Besides this there is a basic market investigation of awareness and interest in
cooperation with Erciyes Technopark. The Final report is published on the projects web site, www.etbim.tr, as
“Assessment of Innovation Capacity of SMEs and Training Needs Assessment”. (Draft report)
Connected to the TNA-study is an on-line study, where a large number of University students have showed
their interests in training in general, and especially in entrepreneurship issues. There is also an interview study
of professional academicians, presenting their views on starting and developing commercial projects. These
two studies are presented in the TNA study above.
The second main study concerns the universities’ relations to industry. Problems and opportunities are
interviewed about, in the perspective of what the intermediate role of the Technopark might mean. We have
called this a Service Needs Analysis, SNA-study. It is also presented on our web site: “University Potential
Analysis Report for Improving Collaboration in between Erciyes University and Erciyes Technopark” (Drat
report). Connected to this study is a mixed approach of interviews of industrial representatives training needs
and university professionals’ opinion on industrial needs. So far it is only published in Turkish.
In our Inception report we have proposed the following first steps of our Technopark assessment:
@PA1-6. Reviewing and Assessing the Current Status of the Erciyes Technopark and the YIC
The objective is to assess the current status and capabilities of the Erciyes Technopark and the YIC.
Methodology: The Consultant will first evaluate the capacities of the Erciyes Technopark and YIC with regard to
their internal organization and then will assess their capabilities in terms of playing a pivotal role in improving
the R&D potential of the region, IT and technological infrastructure, quality of services provided and increasing
economic development of the region.
The review will include desk research, consultations with stakeholders and relevant government bodies and
the findings will be compiled in a detailed report. A TNA analysis for Erciyes Technopark’s staff and especially
the TTO members will be carried out meticulously.
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Both an assessment in relation to standards agreed about with OCU and self-assessment, presented as
desirable training issues like the following will be made:
i. Technology audit (Which has been done and presented both in the TNA report mentioned above )
ii. Market investigations (Which is presented in the same TNA report)
iii. Partnership search (A study trip to IASP conference planned, but refused as it did not coincide with ToR
restrictions for international study trips. Other contacts approached but not determined)
iv. IPR-strategy (First step ready, by preparing contract templates and others. Reported only in Turkish so
far, at web page. The training programme, see appendix PR2, also include IPR issues)
v. Project planning and cost estimations (coaching activities, on-going, Cluster projects for ET supported
so far)
vi. Funding of projects, application process (On-going. Principles reported in PR1. Will be evaluated
further.)
vii. Commercialisation (Included in Training of Trainers programme, see below)
viii. Business law, legal consultancy (Part of the legal assignment as mentioned above. Comparative legal
study of conditions for Technoparks in Europe still waiting for decision)
ix. Networking strategy (Left for the 4th reporting period)
x. HRM (Important part of the training programme. See PR2)
xi. Economic growth strategies (Temporary SWOT analysis delivered in TNA study. A deeper analysis will
be done in 3rd reporting period, as basis for strategy and road map for future development.)
xii. Other requirements that could emerge in the process.
The report will include SWOT and recommendations what needs to be done so that the Erciyes Technopark
and the YIC assume a pivotal role in terms of regional development in general and RTDI in particular. In other
words, the report will outline the principal milestones of a specific road map for the development of the region
and with a particular emphasis on the Erciyes Technopark and the YIC. The TTO and YIC staff will work on the
review process together with the TAT. The report will not only analyse the problems but also put forward the
possible solutions.
Output: Report on “Capacity Assessment of the Erciyes Technopark and the YIC”
Methodology and Frame of reference for this summarising report
The methodological approach for making a summarising assessment of present status of ET is based on data
collection as described in the section above, and some supplementary observations and interviews with staff
from management and the TTO of ET. These data have been related to an “ideal type” of a Technopark.
“Ideal” does not mean that this kind of Technopark exists in reality. In principle the ideals represent normative
statements of what is supposed to be a good Technopark. The ideals do not state what is right or wrong, but
are based on more or less wanted values. The final decision on these ideals should be taken by the ET’s board,
and this report mainly aims to raise the issue of discussion these matters.
The ideals will be formulated as narrative demands on a good Technopark, with the ambition of making it
simple by concentrating them into a few most important criteria. These will be presented within a frame of
reference for making the assessment, which stands on classical scientific ground.
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This frame of reference depicts the five most important aspects to be analysed:
 Relevance
 Effectiveness
 Efficiency
 Impact
 Sustainability
1. What characterizes an ideal Technopark or Innovation Center?
– The “relevance” aspect examined
Clearing the concepts
There are no authoritative (meaning disciplinary) definitions of Technoparks, Innovation Centres etc. On
national basis you can define whatever, and a society can institutionalise it by providing the proper regulation
by Law. However, an industrial agglomeration of whatever kind can avoid to be classified as “technoparks” or
“science centers” etc. by using fantasy names, which is very common way to avoid prejudiced expectations on
what they should do. See for example Symbion, Technopolis, Ideon etc.
With the intention to create a little order in chaos, however, I will try to make a tentative assortment of the
concepts here, to make clear what kind of Technopark the following analysis is based on. – And this is not
necessarily conforming to the present legislation in Turkey on TDZ.
The following table will try to sort the industrial organisations by “level” of knowledge, and “kind” of purpose
of industrial cooperation. See the following table:
Figure 1. Placing the Technopark in a context of level and kind of organisation
Purpose of org.
Park
Center
Targeted support area
Level of org.
Industrial
Techno, Innovation
Scientific, Research
Organised
Zone
Industrial Permanent
exhibitions, e.g for
industrial sectors
Technopark, classical Innovation
Center,
type
technical
service
centres
Science Park
Dissemination center
for new knowledge.
Fund supported Univ
research
Regional support area
Incubators,
incubators
pre-
University research on
budget state
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7
In accordance to this table, a Technopark should provide an organisation for industrial cooperation on a
technical level between normal industrial work and development, and the most advanced scientific research
level. The Technopark is advanced but is not, however, an organisation primarily for making research . The
commercial aspect related to innovation is more important.
With the main commercial focus, the Technopark is “inner directed”, which means that the park tries to
include participants to increase its own strength and commercial capabilities. This is different from the
Innovation Centers’ ambitions to be “outer directed”, which means that they primarily aim at making new
knowledge available for the surrounding society. If it is a scientific center, in principle they are altruistic in their
ambitions to make new findings known.
To be a targeted support area is not the main idea of a Technopark, because it is supposed to stand on its own
legs. An incubator, however, that might be included in a Technopark organisations for recruitments purposes
and others, is not supposed to be profitable. Hence it is legitimate that the society in some was support this
organisation, e.g. with the general purpose of increasing entrepreneurial activities in the region or country.
From EU perspective regional support is a bit problematic. We will come back to this issue later in the project.
A basic definition of a Technopark (similar to what is used by IASP) is:
A Technopark is a structured community aiming at developing innovation, i.e. the commercial application of
the invention. A Technopark usually brings together in one location the components necessary for making
innovations happen: academicians, research institutions, and industry. The organisation mostly relies on
momentum and long term vision elaborated by community leaders and other stakeholders, and articulated by
the board. The intangible side (social energy, scientific knowledge, social consensus, entrepreneurship) is as
important as the material side (hard infrastructure, technological facilities, R&D investments).
Comments and conclusions
There is no doubt that ET’s existence so far can be regarded as relevant to these basic ideas of what should be
considered as a Technopark.
Some comments, however, questioning in which degree the mentioned conceptions has been lived up to, will
be formulated under the aspects of “effectiveness” and “efficiency”. We will discuss if the “leading edge”
strand of companies have been in focus of recruitment, or if “good enough” has been the criterion, in order to
safeguard the Technopark’s function of taking care of university entrepreneurs’ commercialisation
opportunities.
We will also comment upon the tendency of marketing the Technopark with the economic advantages given
by the Law, thus advocating a tendency of creating a giant incubator rather than an innovative profit
generator.
We are aware of, however, the special legal and regulatory conditions of Turkey, which explains these and
other deviances from the ideal model used for this assessment. – So, the conclusion still is that the “relevance
aspect” of the assessment is approved.
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A general perspective on the principles governing the organisation of the
Technopark
Criterion 1. Leading edge activities
A technopark should represent the leading edge concerning technology and general knowledge about
industrial development in the region. For this, pooling of resources is necessary. The management and
technical staff cannot carry out all of the missions and services needed by its users or stakeholders. Pooling of
financial resources, special international competencies, technical resources etc must be done, providing
national and international connections for developing capacity-building services, for expert services, for
collaborative projects, and for cross-fertilization of competences developed within the Technopark and those
developed in other Technoparks.
Criterion 2. Focus on tenants, not on management
The tenants are the most important resource of the Technopark, when creating a business community that
makes the leading edge concept possible to meet, the Park attractive for future recruitment. The concept of
“critical mass” not only referring to number of tenants, but also the quality of the resulting collective
competences, should always be considered by the Technopark management. In practice this means that
relations to tenants should be treated especially respectful, to make it possible for the Technopark
management to rely on their competence and loyalty.
Criterion 3. Local identity
Regional integration is a must. A technopark should be considered as one of the city’s main functional
organisations. It creates jobs, knowledge, stimulates exchange between industry, university, and social and
political organisations. In the extension this means economic value for the region. Its promotion to the city
population and economic actors, its accessibility and links with other innovation players in the city should be
addressed with special care. The management of the technopark should reflect this integration
Comments and conclusions
There is no doubt that ET’s existence so far can be regarded as relevant to these basic ideas of what should be
considered as a Technopark.
Some comments, however, questioning in which degree the mentioned conceptions has been lived up to, will
be formulated under the aspects of “effectiveness” and “efficiency”. We will discuss if the “leading edge”
strand of companies have been in focus of recruitment, or if “good enough” has been the criterion, in order to
safeguard the Technopark’s function of taking care of university entrepreneurs’ commercialisation
opportunities.
We will also comment upon the tendency of marketing the Technopark with the economic advantages given
by the Law, thus advocating a tendency of creating a giant incubator rather than an innovative profit
generator.
We are aware of, however, the special legal and regulatory conditions of Turkey, which explains these and
other deviances from the ideal model used for this assessment. – So, the conclusion still is that the “relevance
aspect” of the assessment is approved.
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2. What are the main functions of a Technopark. – The aspect of
“Effectiveness” examined.
Figure 2: Difference of focus of knowledge.
The following section will try
to go a little more into
details than the Relevanceaspect has done.
The
aspect
of
“effectiveness” is next. First
we want to illustrate the
difference
between
“effectiveness”, in
this
section, and “efficiency,
which will be presented in
next.
EFFECTIVENESS
EFFICIENCY
INPUT
Output
Doing right things
Input
OUTPUT
Doing things right
Subsequently the main issue for this section is to describe what should be the main tasks to be done by a
Technopark. Literature about Technoparks suggests a number of good practices and discusses what good
government should be. However, nowhere we find a good overview of services to be provided.
If we look at various Technoparks own homepages we find enumerations of services actually provided, but
seldom or never classified in a proper way. Cleaning services are presented in the same list as international
networking and financial services.
Hence, we have made an own classification scheme, and based on this an overview of potential services. We
also added a number of categories for contexts in which the services may be used, in such way elaborating a
scheme possible to use for empirical observations of what services are used in reality.
We have not made any empirical survey using this instrument for hard documentation of all activities in
Erciyes Technopark. Partly because no resources are reserved for this in the project proposal, and partly also
because ET still is under a period of developing its service arsenal, and it would give an unfair picture showing
a temporary situation at the moment. We have, however, used the matrix for soft overview discussions with
several persons well acquainted to the actual work in the Technopark.
PROBLEMS, OPPORTUNITIES (E.G.UNUSED CAPACITY)
Scientific and other capabilities for technological development,
intellectual or physical
Scientific publications (national or international), quantity
References, quotations
R&D projects: No. of supported projects, amount of money
Scientific awards, qantity/period
No of post graduates (prop. of these Dr-level)
Intellectual property achievements, realised or pooled
No of patents applications/period
No of international (world?) patent applications
No of patents granted/period
No of utility models/industrial designs
Interaction and cooperation with significant national or international
organisations
No of joint innovation projects with industry/period
No, and amount received support for univ.industry coop
No of projets in internat cooperation (proj-proj, proj-org-proj)
Total amount/period ggrants received for interantional coop
No of students/grduates, academic professionals invovled today
Entrepreneurship and innovation culture
No of courses/year in entrepreneursip, no of students involved
No of ongoing AL-programmes on Entreprneurial projects
No of academic professionals working fulltime at present with
technology transfer, technoparks, incubators or other
innovationtion support orgs
Involvement in commercial or industrial activities
No of academic professionals owing commercial companies
No of employees of firms ownd by academic professionals
No of academic professionalscontracted/employed by external
industrial firms
No of firms based on own patents, utlity models
No of firms based on licensces
Physical conditions
Business services
Profiling and marketing of the Technopark itself
Business plan development
Branding (leading edge technology)
Recruitment and selection policy
Promotion (of Technopark itself)-awareness
Marketing (awareness)
Maintenance of community (activity and event planning)
Activity and event planning
HRM-policy and leadership (of Technopark itself)
Leadership
Talent management
Project management
Recruitment policy (of tenants)
Leading edge
Stars (or dev. Dep. From Stars)
Critical mass
Synergy stimulation
PMC-stake
Networking
Value chain organization of tenant firms (vertical integr.)
Sub supplier and subcontracting
Cluster formation
See cluster manual (cluster administrator etc)
Cluster promotion etc
Team building
·
Internal (and external) communication strategy
Office space support
Subsidised rents
Meeting space and forum (meeting rooms)
Technical services
Laboratories, workshops, do it yourself, or sales of services
Access to professional lego-work
Adm services
Rented admin services, ( accounting, auditing, tel exchange
Book-keeping, accounting, auditing, teleservice (e,g, exch
Office technology, collective use or rent
Subscrption of info system
Business advisory services (BAS-org)
Access to BAS-org (Kosgeb, TTGV, et al)
Access to other, e.g. CoC
Access to event planning
Business support servicces (consultancy)
MOG (marketing orientation group)
ICU (Innovation Consulting group)
Coaching services
Legal support
Entrepreneurship development
Market introductions (incubator services, supported or not)
Marketing and sales (Branding, NB Techno park profiling)
Training (preferably non disciplinary courses)
Transfer of technology (brokerage)
Technological brokerage (license sales or procurement)
B2B
International nodes
Spec services (like EEN, EBN,)
Incubation services
Pre incubation
Incubation trad menus
Financial support
In-house capital
Business angelse network
Venture capital
Other capital syndicated
Social infrastructure
Restaurants, catering services
Shops
Banking services
Social services
Security services
General and specific
IT security
Water
Telecom/internet, dimension and security
Waste treatment
Good environment, parking sites
External communication (travelling)
Physical infrastructure
Flexible office space
Electricity for park profile purposes
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Fig.3. Service matrix for Technopark observations
Business community formation
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Criterion 1: Good physical infrastructure
Basically the services are classified in three categories, which we use as the base for formulating criteria on a
well-functioning Technopark. The first concerns the physical infrastructure. This is a very important part of the
Technopark. It should be technically satisfactory for the kind of activities that will be performed within the park,
but it will also create the image that will reinforce the profile of the Technopark, which will be marketed
externally to catch attention of future tenants as well as other stakeholders. It also includes the social aspects,
when constructing the necessary social meeting places, which makes occasional contacts stimulate
development of the Business community, which will be discussed below. Large and serious criticism has been
formulated to the fact that the Technopark at the moment is not able to provide restaurant services, and not
even a café. This means that tenants have to travel to city for lunch break or representation with other
companies, if they want to go outside their own office premises. As this first service aspect belongs to a
separate construction project we will not dig deeper into it.
Criterion 2: Adequate business development service
The second kind of services to be provided concerns what generally is called Business development services.
The criterion on business services shows a large variation from Technopark to Technopark. The list in Business
services (to individual firms) as mentioned in
our matrix includes
 Financial support
 Office space support
 Technical services
 Administrative services (and control)
 Business advisory services (BAS-org)
 Business support services
 Transfer of Technology (brokerage)
 Incubation services
Our specifications of the services listed above shows many variants which are not taken care of by ET (yet), but
at large it is possible to say that the organisation are handling the right tools (with exception of financial
services, which should be expected in the future, at least via external pooling, and incubation services, which are
not about to be delivered yet because of delay of incubator premises in the new building).
Our SNA-report, however, tells that the services are not enough. In spite of the fact that ET established a
daughter, ETTO, in the organised industrial zone, commercial couplings between university and regional industry
is still much lower than what should be expected. – This is, however, an issue for next section on “efficiency”.
Criterion 3: Capability of building a Business Community
To develop an invention from recent academic research into commercial innovation training e.g. in business
administration is seldom enough. Often availability or entrance into a business community is the best way to
promote commercialisation. A business community in short means a private and secure environment for various
organizations, who want to share basic values and norms. It also helps sharing knowledge, information on
promotions, offers, services, products or events. It connects to networks, support establishment of new
contacts or reinforce current ones. An academic professional might accelerate a commercial career considerably
by shifting the Academic Community for a Business Community.
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The Business community formation as a decisive issue for the success of a Technopark is not a task of formal
organisation, as it is based on the realisation and development of a normative structure collectively adhered to
by tenant companies and their closest relations. However there are many tasks, more or less service related, for
the Technopark management that play an important role in this formation process.
In our service matrix we have noted the following tasks (collective services to the business community):
 Profiling (of the park’s business community)
 Promotion of the community on the market
 Maintenance of the community
 HRM-policy and leadership (of the TP itself)
 Recruitment policy
 Networking
 Cluster formation
 Team building
Especially important is that the Tenants identify themselves with the Technopark profile, and feel that they are a
part of this collective, and are prepared to proudly present themselves as representatives for this when they are
on business missions. In this way the collective competence of the Technopark reinforces their market value,
and vice versa, they contribute to the collective competences and the market position of the Technopark.
Subsequently conformity with the Technopark profile is he most important selection criterion when recruiting
new tenants.
So far we have seen little of management’s work on profiling, but the project has had discussions about it. And
preliminary proposals for selection instruments have been under scrutiny.
On the whole, however, we can see that work has started on all the headlines summarised in the list above (but
not an all practical applications mentioned under the headlines in the matrix). Our conclusion is that the process
has started, and the direction of development is right.
Besides the service functions related to Business development and Community formation, there is another
fundamental task of the Technopark. This is the basis for
Criterion 4: The Technopark should maintain a Property Management Function on at least
sustainable level.
Some technoparks, usually private, or in private public partnership, PPP, claim that the main function of the
Technopark is to produce returns ofthe investments in the Technopark property. The fact that the Tenants make
profits is not the ultimate goal, but only a condition for making them economically strong enough to pay rents
and service fees. Public owners, however, might have a little different view when stating that the ultimate
objective is to generate innovations, economic growth, industrial renewal, increased employment or other
social values. However, this should always be done under a self-sufficient economy. A Technopark should never
rely upon subsidies (in principle).
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In organisational terms this means that we should regards the Technopark as having a dual structure: Business
service and Community formation on one hand, and Property Management on the other. This is the reason for
the commonly used acronym PMC, the Technopark is considered as a Property Management Corporation.
This dual structure is well reflected in Erciyes present organisational structure; Two deputy managers are
responsible for each half: One for the Business Development part, and the other for the Property Management.
There is no official organogram over the organisations which are delivered by ET. This means that our
interpretation of the relations of responsibility not necessarily are the final, as they are not confirmed by the
board. And some issues are still uncertain for us. We will continue developing a clear picture of the conditions.
It can be seen, however, the important Business Community formation functions seems to cut across the two
areas. The important recruitment issues are under the PMC-manager, while international relations is under the
Business development manager. In reality there is close cooperation, and it might even be an advantage that al
parts of the organisations regards the overall business community formation as part of their responsibilities.
Some uncertainties remain. However, to be straightened out in the future. Marketing of the Technopark will
need reinforcement (which will be discussed in next section). The project proposal has discussed a Market
Orientation Group, MOG, as support for the TTO-department. Marketing must be natural already for the small
TTO-group, while the Technopark itself really would need some systematic approach to the issue. (CRM would
be a helpful tool, when doing this). Other small idiosyncracies will be discussed in the future.
In summary the conclusion is that ET seems to have a proper organisational structure at the moment. We
expect that several new functions will be added in the future. A few has been proposed in our SNA report.
Financial requests from Tenants will ask for others. But there is no reason to start a process of increased
institutionalisation in itself. That would only create unnecessary bureaucracy. First there should be a staff
available to handle the problems. And this will be one of the issues of next section.
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14
Figure 4.
Erciyes Technopark
ORGANISATIONAL CHART
Board
MoSIT
(Vacant)
CEO
YIC (Bozok
rector)
Dep manager
Business
developm
Dep manager
Constr & Property
management
Management of Business
Community
.
Adm
OCU
TTO
ETTO
Incubator
Preincubator
Internat.
relations
Real Estate
Managemt
RECRUITM
& tenant
relations
.
Procurement
.
Accounting
.
Tax
exempt
.
Restaurant
Social
meetingpl.
ET/YIC
Project
Consultancy
Training
ToT
Training
Center
Univ
Coop unit
MOG
Construct.
Project
Maintenan.
Cleaning
Security.
Info unit
Incubation
center
CRM
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3. How does a Technopark accomplish their tasks?
The aspect on “efficiency” investigated
-
”Efficiency”, as shown in the Fig 2, stands for doing things the right way. The figure shows that focus is
changed from “input” to the “output” of the activities. Here it is important, however, to make clear that
efficiency in principle means the quotient between input and output, between cost and benefits. When
discussing efficiency below we will subsequently discuss the expected output in relation efforts made in the
organisation to reach the intended results.
With these points of departure we will discuss the success criteria for recruitment and fostering (1) qualified
tenants, in order to achieve the collective strength that is the main qualification of the Technopark. We will
also discuss criteria for (2) the qualifications of the Technopark staff. We will then look at success criteria for
the especially important functions of (3) transfer of technology and (4) attracting investments. The section
will be closed off with the basic function for long term survival – (5) the PMC’s ability to make money.
Criterion 1: Tenants should be outstanding in several respects, e.g. as defined by various ranking
lists
Most analysts claim that the most important resources of a Technopark is its Tenants. What makes the park
most interesting for new firms to be recruited is not the services offered by the TTO or the office space in
itself. It is the advanced environment of professional colleagues that build up the collective competence,
which also makes the Technopark interesting for politicians and people from other organisations as a change
agent for the region.
MoSIT made a ranking of Technoparks 2011, and out of the around 60 existing Technoparks in Turkey ET was
given the very good ranking of No 8. It is interesting to note that criteria used were for example to tenant
companies R&D capabilities, strategic investments for the future, successful export orientation, contacts to
commercial networks etc. (And some indicators of the Technopark’s own organizational capabilities, of
course.) Tubitak and other similar organisations also use scientific and other capabilities for technological
development, intellectual property achievements, entrepreneurship and innovation culture etc.
A simple conclusion is that high occupancy rate of high profile Tenant companies is most essential, NB that
these companies usually are private independent companies, not managed by but of course fostered by the
culture developed by Technopark. How this culture is built up by giving priority to stimulation and
suppressing the necessary part of control is an important task to be further discussed.
ET seems to have succeeded reasonably well with recruitment. Our TNA study shows that the Tenant
companies on average are more technically advanced than regional firms at large. A few success cases may
be noted. Few if any “stars” are seen (market leading companies with cutting edge technology). A few cases
were noted as “tax evaders” only, which is a problem that must be actively approached by the management
in the future to increase the level of efficiency. (The problem of taxation advantages as motive in
competition with the attraction of the Business Community will be further elaborated below.)
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Criterion 2: Professional staff that knows industry from all perspectives: Technical, economic and
cultural
Lindholmen Science Park in Gothenburg is hosting 10.000 tenants. Very professional Technopark staffs of
about 7 persons only take care of all issues on strategy and policy for profile development, and project as
well as current management of the park. Administrative and service functions are procured form external
organisations.
In Erciyes Technopark 3-4 persons take care of the management, 6 persons perform TTO-services, supported
of 3 juniors on internship, and in close cooperation with a couple of persons in a daughter company located
in the Organised Industrial Zone. 3 persons take care of the administration, supported by 1 secretary.
Construction maintenance, cleaning and other services need a few persons. The whole organisations besides
these mentioned is supported by7-8 service providers. This organisation takes care of approximately 150
companies, employing around 4-500 employees. Is this an efficient organisation? – it is hard to tell. Most
tasks are handled internal, while the external resources needed for the example of Lindholmen above are
not known by us!
The big difference, however, is that we know that while the management of Lindholmen can buy properly
qualified persons for different tasks, ET is bound to the existing staff. A quick look at management, central
administration and TTO-staff tells that most of them seem to be recruited from the academic system.
If you will commercialize ideas from universities or from other industries it means that you will make ideas
materialize in new industries. Most important then is that you can understand and speak the language of
industry.
It is probably very controversial when we claim that the intermediary role of a Technopark between academy
and commercial adaptation should not mix equal parts of culture from university and industry. You are only
there to make industry! You should know industry from technical, social, economic, political and cultural
perspectives. Not primarily from disciplinary approaches taught at universities. This explains what private
technoparks, and larger public owned ones, usually recruit their managers from industry or finance, rather
than from research and academy. Let us conclude by softening the statement a bit by stating that a balanced
mix of experiences from academy and industry is good, but maybe not always optimal.
All personnel at ET we talked to seem to have some industrial experience, but their academic experience still
is dominating. Let us assume that future recruitment will have in mind to strengthen industrial and financial
experiences in the staff.
The TTO-staff, which will have most of the client/customer related contacts, are young, but seem to be a very
dynamic group. They will build new experiences in relation to projects developed within the Technopark. A
simple TNA-analysis made showed wide differences in prior and present work tasks, and also experiences
from earlier projects and assignments. We agreed
That the TTO staff (and other persons in the staff ass the needs will tell) will follow selected parts of the
training programme, which is constructed to reflect regional industrial needs, according to out TNA-study
(see www.etbim.tr ). We also agreed on a training program for trainers, to strengthen already existing
knowledge and build new where it is needed. Following program was proposed to start next calendar year,
with a couple of training sessions each month.
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Figure 5. Priority themes for training of ET (and YIC) staff
Commercialisation process
IPR and licensing, contractual isses, evaluation issues
Approach when University is source of innovations
Approach when Industry is source of innovations
Standardised techniqes for project planning
PCM (or MBO or Benchmarking)
SWOT
ROACH
TA and TNA
Feasibility studies
Methodology for survey investigation
Development of investigation model
Measurement, scales
Cross tabulation and interpretation of soft data
Practical cases
Coaching, mentoring
Reacting and acting
Business models to be used
Creativity, network and process
Entrepreneurship development
Orientation on basic methods
SYB, IYB (or other ILO-methods)
OPM (open proj management)
Cluster development
Preparation
Implementation
Change
Financing
Incubator financial approach
Business angels and other market financial means
Business development
(Compulsory to follow parts of econoomic courses below
Our conclusion is that the present staff does not meet the assessment criterion in a long term perspective,
but with training and some recruitment the problems will be solved.
Criterion 3: Transfer of Technology– including commercialization, should be a profitable activity in
the long run
The dominating service provided by technoparks is often called “transfer of technology”, performed by an
TTO-department. The TTO-concept is often given a very wide interpretation including everything in a
commercialization process. This means that the outcome of the process in terms of all firms established in
the Technopark with innovative ideas should be regarded as results. Efficiency of the Technopark than is
equal to the occupancy rate, and is actually more dependent on the marketing and recruitment department
than the TTO.
An interpretation of the TTO tasks comprising all services delivered includes much more than transfer of
technology, and, if used, should not be measured by services delivered. This would be focused on means
instead of goals. From efficiency perspective the results should be measured by profits generated from these
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activities. So far ET’s ETTO-department shows no results in this respect. The activities are still under
development, and the more will be expected from a mature organisation within a couple of years. However,
we should be aware of that this kind of income usually plays a marginal role in the economy of a Technopark
The most narrow operationalisation of the transfer of technology concept, which actually is common in
international comparisons, measure the number of contracts that have been intermediated by the TTO. How
many license agreements have been made? The numbers may be low but the license fees can be high, if you
are dealing with really good inventions that are placed on the market. So far, ET’s activities here have not
shown any remarkable results. However ET’s membership in the EEN-system is one way to improve this. The
EEN is interesting by the fact that it is not only focusing on transferring university research results to
industry, but works very much with distributing ideas in between industrial units in different countries.
EEN is a “shiny” system where pure participation demands lots of resources before real output will be
expected. More trivial but in reality much larger amount of technology is transferred through planned or
random business contacts. Various kinds of exhibitions represent a well-known medium, where ET has made
a timid but promising start. Most fruitful activities for transfer of technology, however, is normal business to
business contacts. In organized form they are often called B2B. Here the value of large industrial networking
is obvious, domestic and international. It is part of ET’s ambitions, and further development is expected
soon.
Criterion 3: The Technopark’s capability of attracting investments
It should be easier for an innovative company to attract investors for new technology if they are Tenants in
the Technopark compared to any other location. The environment should be regarded as “knowledge
collateral” by the investors making the investments safer. The Tenants might also be supported by financial
management of the Technopark in syndicating various funds and investors to cooperating risk sharing
financers.
The financial managers of Technoparks should also work to attract financially strong companies to allocate
development departments from them in the Technoparks, to make these companies share the innovative
ideas of the Business Community. This will, in turn, attract subcontractors or cluster partners to the same
environment.
This kind of marketing of the Technopark is very much dependent on the profiling of the park. An IT-park will
naturally attract a Microsoft development daughter company (in hard competition with 30 other
Technoparks in Turkey with similar profile), while a Technopark profiled around furniture technology and
design would attract IKEA or Bontempi.
ET does not have an Investors Department (yet) and lacks staff with financial competence. At present they
are in no position of financial means for investing neither in incubating firms (seed financing) or in the more
advanced ordinary Tenant companies. Through the Regional Innovation project, however, there are plans to
connect and regionally organize business angel’s networks; preparatory activities are going on.
The conclusion is that ET is not very efficient when it comes to attracting foreign direct investments, FDI, but
some tentative activities on joining ideas like EBAN have started, and discussion on local “Business Angels”
goes on.
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Criterion 4: PMC activities should generate profits
ET owns property of considerable value: Besides the initial capital delivered from the owners, grants related
to real estate should be worth around 15 MEURO, based on deflated value of the original investment. (The
intention of this assessment is not to make an audit, so we do not need the registered or real values. We just
want to know very approximately, in order to understand how it is used.)
Half this capital (the new building is not ready yet) generates an income from rents and all the activities
related to these means of about 700.000 EUR. As return on capital placed in building this seems to be a little
low. And the rent level is, as a quick survey told us, slightly under market prices compared to office space in
the city, but considerably higher than the organized Industrial Zone’s rents for space for manufacturing
purposes (which should be expected).
The conclusion is that rents seem to be a little too low, which probably is decided with the intention to make
it attractive on the market. This might be an initial strategy, before capacity utilization has reached targeted
level. In the long run, however, low prices should not be an argument for attracting advanced companies to
the Technopark.
As the income is generated from the company’s equity, there is no interest cost. Subsequently 75% can be
used for covering costs of staff, doing much more than maintaining and administrating the buildings and
tenants. These “much more” activities should generate extra revenues (or be closed down according to
economic efficiency criteria). As the profit and loss statement shows a red saldo, the conclusion is that the
PMC aspect of the Technopark is not satisfactory at present. Considering the short period this staff has been
working the figures are less frustrating. Given also that a period of building capacity of the staff, parallel to
increased market orientation and visibility actions increasing awareness off the Technopark in Industry and
university is going on, the situation might be seen as temporary acceptable.
There must be a discussion in the near future how to use rent incomes for further income generating
activities. Experiences from Technoparks abroad should show the way tdo a situation that needs no external
financial support.
4. Has the Technopark brought considerable change to the local
community yet? – Analysis of “Visibility and Impact” aspect of
the Technopark.
Seen from historical point of view Erciyes Technopark might have left the baby-status and started to grow in
the child period.
Silicon Valley, which is not a Technopark but a local network economy, is supposed to have originated in the
1950’s , became known at the end of 1970s represents a trend shift in the 1970-ties (including several
Technoparks). In the 1980’s Scandinavian economies, especially Finland, copied these ideas, and they show
their success cases in the 2000’s. 20 – 30 years might be seen as reasonable time for a Technopark to
develop and find out if conditions have made a success or a failure come out.
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Erciyes Technopark has at least one year left to its 10th birthday and still not grown out of the youth
problems. It is still very much dependent on its main founder, The Erciyes University, and tend to be seen as
its organisational extension as research organisation. Future will tell if the University will establish its own
research in all faculties (not only research centers) and let the Technopark rely upon commercialisation of
the products. No radical changes of these systems are seen yet, and making the Technopark to a research
organisation would not be a commercial success.
Subsequently it is too early to evaluate impact, before basic buildings are ready, reasonably sized
professional staffs is on site, and the basic service functions of the park are organised. Hence we limit the
assessment to criteria by focusing on visibility.
Criterion 1. Innovative regional industry and university professionals should be aware of the
existence and the basic functions of the Technopark
The Technopark should be visible for all categories in the region that might be regarded as potential clients.
What meets most people is the outside, that will look modernistic and create the image of an high Tech
Temple. Present light ramp creates attention and reinforces this kind of impression.
However, the Technopark should not only be known for its name or looks. There should also be expectations
of potential services for entrepreneurial activities as well as technical support to regional industry of a kind
difficult to find in other ways.
Most important, however, is that the small target group of very advanced entrepreneurs or representatives
of market leading technologies identify the Technopark as the Business Community in which they think they
will match their qualifications in stimulating industrial culture. Discouraging results from out SNA study show
that very few , only around 25% of academic professional really know what is going on in these new
buildings close to the University. Several cannot even identify the physical buildings. The TNA studies show
similar results with even lower attention to what is going on in the Technopark. The market investigations
made parallel to the TNA-study shows that very limited groups of potential clients are interested in using the
services of the park, still fewer are prepared to locate in the premises.
These investigations are made under very limited resources, and we should be very careful not to generalise
the results made on these small samples. There are reasons, however, to make some deeper cross analysis to
find out, which groups are interested and which are ignorant. Based on these hypothesises can be
formulated for future testing.
The conclusion is that the visibility so far is far too low to what should be expected if the Technopark will
work as the attractive technopole that we all think it will be. We should note, however, that recent activities
have changed the described satiation essentially. We do not have data to prove it, but the investigation in
themselves have worked as alarm watches, a few good events planned, meetings and activities, where also
the regional Innovation project has played a part, have changed the information flow. Lots of positive
indications have begun to be seen in the project environment. We hope it will spread in the region at large.
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Criterion 2. The “flagship function” must be the vision of the day for mass media
Local mass media need good news (or scandals). Today the Technopark is an abstraction, because figures
about occupancy rates or turnover do not make “news”. And it is difficult to understand what the
organisation really is doing.
There are two ways to overcome this. The first is about telling success stories. ET has so far started to
prepare this approach, and the Regional Innovation project will help formulating the scenes for these
descriptions. The basis for these, however, must be true stories. Opportunistic exaggerations will create a
risk of opposite effects. There are a few really good ideas in a the Technopark worthy of having their stories
told for a wider audience. We want more.
The second, and more pervading approach is, however, to connect to the necessary work on profiling. Every
time mass media will characterise the region’s an industrial dynamism the first voice should be from the
Technopark. If the sectors which usually are associated with the Kayseri/Yozgat region are furniture, metal
industry, and food, it should be considered it they also are the most innovative ones. In such case related
advanced software production, chemistry and nanotechnology might be the most exciting recruits for the
Technopark (if such companies exist in Kayseri)
Profiling is not enough. To make it easy in communication and creating attention branding is a well-known
marketing technique that must follow up. Start with giving the Technopark a good fantasy name. “ET” is not
possible. “Symbion”, “Technoppolis”, “Ideon” are already occupied. Think hard. – When the city Governor
during next TV interview characterises the city by mentioning the historical environments, the exclusive
‘Erciyes University and the Industrial whip: the Technopark-name, the “flagship” objective is reached.
5. Independence and long term development. – On
“sustainability” of technoparks under recent legal conditions
Sustainability means that the Technopark will survive and develop in a long term perspective. It will manage
to keep an active business community under an attractive profile. This will make the “stars”, externally
recruited or internal success cases, stay in the system, which in turn attracts more promising firms. A number
of criteria to make this possible are described below.
Criterion 1. The Technopark must show that it is useful (“generates value added”) for the regional society
at large.
If common man on the city street as well as politicians have the impression that the Technopark is doing
something good it is much easier to survive. The positive image can be based on very vague ideas, such as
improving the climate for industrial change, or creating employment in the long run. The point is that it is not
necessary to beat the wind and defend the organisation every time some problems occur. In a positive
business climate you are much more prepared to be experimental and take risks. Active ambitions are always
better than conservatism, even if present positions may be stable.
So far the general awareness of Erciyes Technopark in Kayseri or the region at large is low, as discussed in
last section. The few common persons you meet in town (taxi drivers, shop owners) has a very weak
conception of the organisation, but all reaction met so far are positive; “it sounds interesting”. Academicians
and industrial contacts also know little, but show positive expectations; Mass media shows curiosity, and has
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in several cases of contacts reacted directly by publishing something after contacts. The conclusions are that
so far we do not find proofs for basic conditions for sustainability in this respect, but the conditions and
tendencies point in the right direction.
Criterion 2. The Technopark must stand on its own legs.
There are reasons to point out again that our normative approach is a Western Technopark model. A TDZ in
Turkey has other legal regulations, especially concerning tax exemptions.
A Technopark that survives only if granted subsidies is not a Technopark, but rather some kind of incubator.
The tenants of a subsidized system will risk a tendency to get stigmatized for not being full scale “stars”.
Companies in free economic zones, FEZ, also have a tendency to be value depreciated, because a sale of the
company is bound to restrictions. Similar might happen to Turkish Technopark tenants. There is also a risk
that tenants have decided to locate in the Technopark simply because of tax advantages. It will be more
difficult to build up the Business Community, if tenants not have a predisposal for this.
Initial capital free from demands for economic returns is usually accepted, however. It is common in Europa
that Technoparks are started with “cheap capital”, especially in PPP-ownership (Private Public Partnership),
where the public part often is based on in kind property.
From sustainability point of view there are also reasons to consider if the favored positions of Technopark
companies will last over the tenant firms’ life cycles.
Of course the technopark’s tenants will receive their tax exemptions as long as present regulations exist, and
as long as they fulfill the conditions for it . It would be good, however, if awareness was raised on the
advantages of a fast development to a profit level above the subsidy threshold. The conclusion is that the
Technopark administration should regard the existing legal system as a temporary period on their road map
to the future sustainable Technopark.
Criterion 3. The PMC system should generate profits.
A Technopark should be composed by tenants representing the best companies in according to the
Technoparks’s profile. These complies should be prepared to pay high rents, and in some cases fees for
services, in order to be located in a synergetic industrial environment, which is outstanding when it comes to
attract investors’ attention.
To show these Technopark characteristics, the income generated by the Technopark should be covering
necessary costs for management with one foot in the university and the other foot in industry and financing.
As shown in the section above on efficiency, the Technopark has not reached this level yet. Our conclusions,
however, after discussion with management and staff, we believe that after some changes are about to
come. There will be special attention paid to recruitment of leading tenant companies to support formation
of the critical mass, some recruitment of staff with supplementing qualification will be made, and proper
training and successively gained experiences all over will generate the necessary base for profitable PMC.
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Appendix 6 Erciyes Technoparks Web Portal
TERMS OF REFERENCE
for short term Junior and Senior Expert on
Improving Existing Web Site of ERCIYES TECHNOPARK and Creating New Web
Site for the Yozgat Innovation Center
Project title
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark
Regional Innovation Centre Project
EuropeAid/128636/D/SER/TR
Activities
PA2.2: Improving Existing Web Site of ERCIYES TECHNOPARK
Duration,
and
total Senior Expert 32 wd’s
amount of working days
Junior Expert 20 wd’s
Prepared by
TL
To
SRER/CA, OCUD
Background
In the Pre-accession Economic Programme 2004 an SME strategy and an action plan defined a road map
to implementation of national policies for SMEs and increasing competitiveness in the EU harmonization
process. The Regional Competitive Operational programme (RCOP) was put into effect, and works as an
umbrella for the Regional Technopark and Innovation Centre Project, which is implemented by the
Ministry of Science, Industry and Technology (MoSIT). The RCOP aims to concentrate on strategies in
order to improve the productivity of SMEs, to upgrade their R&D infrastructures, to increase ICT usage,
and to improve their service quality, advertising and marketing capabilities. The ToR for the Regional
Technopark and Innovation Centre Project, the “ETBİM Project”, will give more details.
Project Objectives
The overall objectives of the Regional Innovation project are to increase regional competitiveness by
supporting enterprises and improving business, R&D, innovation technology and the ICT environment.
Accordingly the general scope of the project comprises four distinct but highly interrelated processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark’s
management, and for the connected companies, as well as the knowledge intensive SMEs in the
region
- Enhanced capacity for better assessment of needs and potential in the region and required
actions for development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
The objective of the assignment is the development of Erciyes Technopark existing website.
Activities and tasks of the assignment
PA2.2: Improving Existing Web Site of Erciyes Technopark
Software Architecture:
 The system will be developed by using Java Programming Language.

The system can be run on any server that has Java VM. (Microsoft Windos or Linux)
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Mysql database will be used.
System interface will be designed by using ExtJS.
Web-based system will work in all browsers that support WebSocket technology.
Users will be able to login to the system with their username and password.
Each user authority can be adjusted on the basis of role.
The system will have mobile support.
TTO Interface Software Framework
 Performance Measurement of ETTO Experts – Performance Card: The admins will register every
expert to the system. The experts will be able to log-in to the system with their user names and
follow all their activities under their own accounts. The experts will able to see their
responsibilities such as active duty lists, reminders etc. The reminders will alert until the duties
are finalized. The admins will automatically or manually direct the requests, and each expert will
be responsible for a duty. The admins will be able to track the experts reply durations, duty
status etc. The admins will have authority to change the duties between experts. A simple
evaluation will be requested from the person who has delivered the service fully or when the
service was not able to be completed. This evaluation will to scoring of the quality of service and
a summary on the service evaluation. This will enable to measure the performance of the
experts. The performance reports will be presented to the board of management regularly.
 Recording all information and documents about the service delivered: Official documents
received will be scanned and saved into the system. Electronically received applications will also
be saved into the system.
 Saving service past person based or enterprise based: The person or enterprise registered to the
system once will be tracked with ID No or Tax No. The experts will check if the person or
enterprise is already registed and act accordingly. This will enable the new experts registered to
the system to be able to check the enterprises and the technology transfer qualifications of the
academicians, the integration will be easier. The system will enable to create Black List or White
List.
 Saving Various Databases:
i. Company contact details and area of expertise database
ii. Database for Researchers outside Erciyes University and Contact details
iii. TUBITAK Application database
iv. Invention Declaration, Pre Research Report and Patent Application database
v. As a summary, all services and all data necessary will be saved onto the system
systematically.
 Applying different authorities to users: Beneficiaries, experts, admins will have different level of
authorities.
 Online Presentation of all ETTO Services: Beneficiaries can log-in with their own accounts to
follow their past technology transfer services and be able to apply for a new service.
 Automatic Twinning Suggestions: The system will scan the database periodically with the
parameters identified by the admins and will determine the twinnings (for example if a new
electronics company’s’ qualifications match with and academician from the electronics
department the system will automatically make the match). The admins will appoint an expert
for the duty and track it.
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Periodic Activity Setups and Reminders: The experts will be able to setup the system and
reminder in order to follow the trainings, meetings, one on one consultancies etc. The system
will operate the setup according to the scenario and remind the experts.
Special Reports and Producing Statistics: The system will have a special statistic and report
production section.
Deliver Requests such as Contact, Info, Service, and Appointment: The beneficiaries will send
their requests with online forms and the admins will appoint the expert.
Creating e-mail lists and sends e-mails to special e-mail groups: The announcements will be
saved, archived. The beneficiary will be able to choose whether to or not to receive notices.
Periodic Notices / Publish News / Set Reminders: The experts will make announcements of
activities, supports...and the beneficiary will choose to be reminded by clicking “remind me”.
Providing Visual Content and documents: The visuals of activities, sample projects, forms,
standard documents will be open to public and can be downloaded.
User Friendly Simple Interface: The system will be very simple and user friendly.
Integration with AVES: The new system will be integrated with the university’s database. The
experts will be able to use AVES in routine operations.
Web Based: The system is targeted to be independent and easily reach from outside.
Automatic Backup: The system will back up the system periodically.
Calendar of Events: The beneficiary will see the calendar. The registered ones will be able to
track their appointments.
Administrative and Financial Process: The projects will be followed from this screen. The process
from contracting to payment will be followed.
Producing Automatic Contracts: The system will remind the necessary contracts to the experts
and will fill in the blanks when necessary.
Integration to Erciyes Technopark Automation Software for Incubation Processes: The system
will connect to the automation software and get necessary information.
Social Account Integration and Automatic theme sharing: The announcements made via the
system will be publishing in social media.
Compatible with Mobile Devices: A mobile interface will be developed.
SMS Reminders: Users and experts can set SMS reminders.
Create Documents automatically: The standard documents, official correspondence templates
will be created automatically by the system.
Presentation of Support Programmes: Basic information about the supports will periodically be
update.
Bulletins: ETTO bulletins will be published through the system.
Success Stories: Success Stories will digitally present via the system.
Surveys: There will be a survey system that online forms can be created, and the replies will be
archived.
Project Request Registry and Reply Forms: The industrialists will register their technology needs,
their problems and requests for solutions. The experts will analyse and reply and do the
necessary.
Functions that will be added through the years:
- Investor Functions
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- License Marketing and Sales Functions
- FH Portfolio Management Functions
- Other TTO Connection Functions
- TUBITAK 1513 Programme Monitoring Screens
Deliveries
On the basis of the above explanations, the deliverables of the assignment will be as follows;
Senior Expert
- Needs analysis report for web portal of Erciyes Technopark and YIC
- System developed
- Work instructions to Junior Expert
- Assignment report
Junior Expert
-
Developed Erciyes Technopark web site
Trained Erciyes Technopark Experts for the maintenance of web portal and development of its
content
Expert Profile
The experts should have the following qualifications;
Senior Expert
-
Experience in relevant and most frequently used website design software
Planning, design and implementation of complete and improved web sites
Design with standards compliant codes with emphasis on browser compatibility, accessibility, and
search engine optimization
Audio and video editing for the web
Experience on technoparks is an asset
Junior Expert
-
Experience in relevant and most frequently used website design software
Planning, design and implementation of complete and improved web sites
Design with standards compliant codes with emphasis on browser compatibility, accessibility,
and search engine optimization
Audio and video editing for the web
Training capacity on web design, updating and maintenance
Assignment Reporting
The Senior Expert will elaborate after the completion of their mission, a report covering the overall
assignment. The report will be prepared in English; a Turkish translation of the final report will be made
available to the relevant beneficiaries, if so required. Report will be given to TL not later than 7 calendar
days following the end of each activity. TL may ask ad hoc reports.
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Appendix 7.1 ToR for Regional Innovation Project Website
TERMS OF REFERENCE
For short term Junior Expert on Creating Project Website
Project title
Technical Assistance (Institution Building)
Kayseri-Erciyes Technopark Regional Innovation Centre Project
EuropeAid/128636/D/SER/TR
Activities
Duration,
and
total
amount of working days
Prepared by
To
PA2.3: Establishing a project web site for INNOREG and YIC
Duration: 10 days - Junior Expert
Mustafa Hilmi Çolakoğlu, DTL
SRER/CA, OCU
Background
In the Pre-accession Economic Programme 2004, a SME strategy and an action plan defined a road map
for the implementation of national policies for SMEs and increasing competitiveness in the EU
harmonization process. The Regional Competitive Operational programme (RCOP) was put into effect,
and works as an umbrella for the Regional Technopark and Innovation Centre Project “INNOREG
Project”, which is implemented by Ministry of Science, Industry and Technology (MoSIT). The RCOP aims
to concentrate on strategies in order to improve the productivity of SMEs, to upgrade their R&D
infrastructures, to increase ICT usage and to improve their service quality, advertising and marketing
capabilities.
Project Objectives
The overall objectives of the “INNOREG Project” are to increase regional competitiveness by supporting
enterprises and improving business, R&D, innovation technology and the ICT environment. Accordingly
the general scope of the project comprises four distinct but highly interrelated processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark
management, and for the connected companies, as well as the knowledge intensive SMEs in the
region
- Enhanced capacity for better assessment of needs and potential in the region and required
actions for development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
The objective of the assignment is the creating a new website for INNOREG Project. The INNOREG
Project website will contain detailed information about the project activities and relevant
announcements. It will be interactive and user friendly for the general audience. It will explain the
objectives and rationale of the Project–with photographs and other visual graphics and will comprise a
calendar of events, success stories of the companies as well as documents, materials and reports
approved by the End Recipient.
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Visual design of website will have modern smart lines. In order to combine these two features, the
website will have a clear and well-tailored main page welcoming all types of visitors and providing
guidance to users with different concerns with a view to enabling them to reach their point of interest
without confusion.
The source codes will be copied to a CD and delivered to the Erciyes Technopark Management.
Activities and tasks of the assignment
The fully operational INNOREG ana YIC Project web site should include the following possibilities for
users;
- Tenants, industry representatives, university professionals and students will be predetermined
categories when registering into the system as new users.
- Information, such as area of expertise/ interest, e-mail address, will be requested from the user
during their registration to the system.
- To create e-mail lists for different topics and send group e-mails to listed addresses
- To add, delete and update project announcements and events
- To send e-mail messages to registered addresses about project activities, technical services and
job applications
- To post information about the trainings/ seminars or remove the existing ones
- To display the names of the people who are registered for trainings and consultancy assignments
- To serve as a forum for messages, questions and answers
- Other common useful functions
Expert Profile
The Junior Expert should have the following qualifications;
-
At least 5 years’ experience in relevant and most frequently used website design software
Planning, design and implementation of complete and improved web sites
Design with standards compliant codes with emphasis on browser compatibility, accessibility, and
search engine optimization
Training capacity on web design, updating and maintenance
Assignment Reporting
The Junior Expert will elaborate after the completion of his mission, a report covering the overall
assignment. The report will be prepared in English; a Turkish translation of the final report will be made
available to the relevant beneficiaries. Report will be given to TL not later than 7 calendar days following
the end of assignment. TL may ask ad hoc reports.
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Appendix 7.2 Some Illustrations from the Website
98
Appendix 8.1 Brochure of
the training Programme
99
1
TRAINING PROGRAMME
to be performed within the framework of
Erciyes Technopark and
Yozgat Innovation Centre
by the ongoing
Regional Innovation Project
in order to
increase capacity for regional industry
November 2013
st
1 Progress Report
Technical Assistance (Institution Building)
Kayseri-Erciyes Technopark Regional Innovation Centre
100
Training programme for regional industry and potential
entrepreneurs in Kayseri – Yozgat region
Empirical studies show startling results on training needs of regional industry, and
the Universities need accomplishment of closer relations to industry.
Recent studies made in the Regional Innovation Project show that Industry has a very
innovative profile. However, improved business success needs better handling and
achievement of new knowledge, in order to increase trade with new products or licenses
for new ideas. Most industry experiences shortage of labour force with the right
qualifications. And in spite of the fact that capacity utilization in industry in general is low,
there is needed capacity increase for specific market related purposes. It is obvious that
there is a need for training, which has been dammed up during last years’ fast economic
development.
Based on the studies1 and contemporary international experiences three basic training
blocks have been planned. Participation in training during this first year will be free of
charge for staff, managers and potential entrepreneurs. These blocks that will be
presented below concern (A) Human Resource Management, (B) Innovation
Management, and (C) Economic Management.
The largest challenges for regional industry in the near future
will be Human Resource problems
International studies today tell that the real problems facing
innovative companies in the near future concerns managing
talent, managing in demographics, becoming learning
organisations, managing change and cultural transformation.
Our regional training needs assessment, TNA, confirms that
similar problems are relevant for the Kayseri region. The
survey point out that most companies have problems on
recruitment of qualified staff, and problems to retain them if
they are given proper internal training. Career planning is
seldom made, and the awareness of various kinds of
incentives and salary system to attract, stimulate and keep
labour is low.
1
The studies are available for downloading from ,www.etbim.org
101
We have formulated a training programme on these issues. And we are just about to
assign domestic and international experts to formulate training courses containing Talent
Management and other issues, according to the latest bearing ideas of Europe, and also
other measures related to advanced Human Resources practices. The outline below gives
the basic structure, from which concrete courses will be presented.
Block A. Human resources management
1.
Leadership Training
Vision and value base
The leadership role
Basic organisational framework
Legal and regulatory framework
Recruitment and personnel policy
Labour environment and health issues
2.
Talent management
Selecting, sourcing
Attracting, incentive systems, incl salary formation
Training and developing, retaining
Promotion systems, career management
Moving employees in the organisation
3.
Learning organisations
Creative organisation
Lifelong learning, comparative advantages
Training will be provided partly at Erciyes Technopark’s premises, and partly in the
Industrial Zones of Kayseri. If demand is high for the courses for Yozgat, we will consider
giving classes also there. The intention is to provide training during work hours, but if
participants prefer evening lectures and weekend classes, this form will be considered.
Training will be provided in course modules corresponding to 2 – 4 days, and the first
modules are planned to start in the beginning of December.
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Good skills in project management are necessary to bring
innovative ideas or products to markets – and it helps a lot for
receiving support for flying start
Our study on service needs assessment, SNA, for entrepreneurial
innovators and other, show many interesting results. Special
interest was focused on various kinds of organisation and
arrangements to improve connection and cooperation between
University and Industry, with special focus on the intermediate
role of Technoparks. Most obvious is that there is needed
training on project management, in order to make it possible to
launch new concepts or products on the market.
An overview of project management methods will be provided, where classical approach,
such as it is standardized by the international organization Project Management Institute,
PMI. Also more pragmatic methods like management by objectives, MBO, Benchmarking
and other techniques will be presented.
The ideal is that the Technopark and Innovation center will foster sustainable and
profitable firms, definitely not dependent on subsidies. There are, however, a number of
economic incitements of state or other organisations available for innovative firms, to
trigger faster decision making in when launching new projects. Special courses will be
prepared in how to use these means e.g. from Tubitak, KOSGEB, Oran and others, for
stimulation of good project development. When it comes to projects on cluster formation
Ministry of Economy might support. Concerning international research cooperation
projects EU’s new project on Horizon 2020 might be considered.
The main impression from the SNA-study, however, is the high importance of upgrading
the knowledge of Turkish knowledge and use of the Patent institution. Courses on
Intellectual property rights, IPR, will be presented including practical use of patent
registers for finding new ideas, for checking the possibility of registering own ideas, and
informing about the procedure of protection among many other things. High priority will
be given to these courses.
A supplementary strategy will also be presented, which so far
very seldom is seen in Turkey: Open innovation strategies. By
openness, instead of keeping your ideas secret, you reach
potential and contributors to your idea. After selective
partner search you win success by fast/first market
penetration, rather than protection. This new strategy has
been successfully used in Western Europe and America the
last decades.
Entrepreneurship development will have its own kind of contribution. It will be provided
in relation to the new incubator/pre-incubator premises that will be opened soon in
Erciyes Technopark. The course modules will be distributed over a longer period, and will
intersect a parallel ongoing coaching programme for selected entrepreneurs.
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Block B. Innovation management
4.
Project Management
Basic Project Management methods
PMI approach
Financial support on R&D projects (state, sector, Internat. coop etc.)
Managing a practical design project, e.g. by FEM
5.
Intellectual Property Rights (IPR)
Establishment of IP-strategy
Conditions for patentability
Granting procedures at National, European and International levels
Management of an IP-portfolio
6.
Open Innovation strategies
Interface between academy and industry
Management tools for in-company training
Exploring new application fields
Stimulate exchange of knowledge (best practice)
7.
Entrepreneurship and entrepreneurship development (incl Spin Offs, Spin Outs)
Training program e.g. according to ILO
Coaching programme by ETTO
Conditions for training will be similar to Block A, as presented above (with the exception
of the entrepreneurial courses, as mentioned). The courses will start a little earlier,
however. The preliminary plan tells that project management courses will start at the end
of November.
Regional industry shows the common combination of high
creativity and low efficiency. – Increasing the capacity as well as
the capacity utilization is the remedy for improvement.
The TNA-study shows surprisingly low capacity utilization. This might be an effect of blunt
survey instrument. However, it is actually consistent with organization theory, which
predicts that companies’ interest in creativity and renewal often is developed at the
expense of elaboration of efficient routinized economic management. The study shows
several examples of low degree of institutionalization with lack of (written) business plan,
marketing plan, human resource plan and routines etc.
The ambition of the project is to increase the capacity of industry, mainly in the form of
skills and qualifications for the staff. However, it will also be done by stimulating proper
use of capacity in the form of production equipment, real estate, personnel at large, and
capital. This means that we are into the discipline of Economic Management.
Our courses will have two main parts. The first concerns business planning in general. We
intend to introduce training on formulating a business plan for general use as guidance
and coordination of the company’s activities. This will be combined with general
economic management, as it is seen from the manager’s view: The main components is
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to decide what activities lead to highest effectiveness, what capacity adjustments will be
done accordingly, and how will financing efforts provide the necessary liquidity to
perform these actions?
The second part will concern some basic component of necessary business administration
in every company. These entire components are disciplines available for studies in the
university at the institute of business administration. Our ambition here is, however, to
be a little more adapted to the needs as expressed by the participants of the courses, to
use training pedagogics closer to the companies’ ongoing activities, using practical cases
and trying to elaborate some projects as show cases for the groups.
The list below shows three components. There have been requests for more, e.g.
procurement. At present we do not decide the content, but will let this open to the
senior trainer expert that will be assigned for the purpose. We also leave it open if the
second part will be one course model of 6 days, or if these resources will be divided
into several shorter sub courses.
Block C. Economic management
Basic business
8.
development
Business plan development
Economic management from leadership perspective
9.
Business administration
Sales and marketing
Pricing
Risk management
Brand management
Distribution and trade
Import/export
e-trade
Financing
Attractiveness of investments, basic
guide
Seed financing
Venture finance, Business angels
Other market financial opportunities
Project support (domestic, international)
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The first course is supposed to start in the beginning of December, and the conditions are
similar as those demonstrated above. There is an ambition, however, to be a little more
pragmatically oriented on this last block, when trying to be more coaching oriented and
responding to practical problems of the participants.
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Appendix 8.2 Marketing Lunch on Media
107
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projeorrtaklarıvedestekleyicileriyerellbasınileb
birarayage
eldi.Projehhakkındabilgiler
verenE
ErciyesÜniv
versitesiRektörYard
dımcısıveT
TeknoparkBaşkanıAbbdulhekim
Coşkun
n,Teknoparrk’ınErciye
esÜniversittesininenaaktifkurum
muolduğunnuvurgulad
dı.
ErrciyesTekn
noparkBölg
geselİnovaasyonMerk
keziTeknikDestekProojekapsam
mında,
projeorrtaklarıvedestekleyicileriyerellbasınileb
birarayage
eldi.Projehhakkındabilgiler
verenE
ErciyesÜniv
versitesiRektörYard
dımcısıveT
TeknoparkBaşkanıAbbdulhekim
Coşkun
n,Teknoparrk’ınErciye
esÜniversittesininenaaktifkurum
muolduğunnuvurgulad
dı.
mmerOtel’dedüzenle
enenyemekklitoplantıy
yaErciyesÜniversitessiRektör
Om
Yardım
mcısıveTek
knoparkBaşkanıAbdu
ulhekimCo
oşkun,Tekn
noparkGennelMüdür
Yardım
mcısıBilginY
Yazlık,ErciiyesTeknooparkGenellMüdürYa
ardımcısıSeelahattin
Gönülatteş,ErciyessTeknoparrkBölgesellİnovasyon
nMerkeziT
TeknikDesttekProjesi Takım
LideriL
LeifGrahm,,ErciyesTe
eknoparkB
Bölgeselİno
ovasyonMerkeziTeknnikDestek
kProjesi
TakımL
LideriYard
dımcısıMusstafaHilmi Çolakoğlu,,ErciyesTe
eknoparkB
Bölgesel
İnovasyyonMerkezziTeknikD
DestekProjeeasistanıA
AliMuratPancar,ErciiyesTeknop
park
Bölgeseelİnovasyo
onMerkeziTeknikDe stekProjeSorumlusu
uDuyguYazzıcıvebasıın
mensup
plarıkatıldı.
EKNOPARK
K’DABÜYÜ
ÜKADIMLA
ARATTIK
TE
Dü
üzenlenenttoplantıdaTeknoparkkkonusund
dabilgilerv
verenErciyyesÜniverssitesi
RektörYardımcısııveTeknop
parkBaşkaanıAbdulheekimCoşku
un,Teknopaarkların
yapılan
nmasıkonusundayapıılandeğerleendirmeto
oplantıların
ndaeksiklikklerinortay
ya
çıktığın
nıvebuekssiklikleriba
azalarakçaalışmaların
ndahadikkatliyapıldıığınıbelirte
erek,”
Eksiklik
kleringiderrilmesiaşa
amasındabü
üyükadımlarıdabera
aberindeatttık.BizErcciyes
ÜniverssitesiTeknoparkolara
akdahaku
urumsalilerrliyoruz.Ya
aptığımızinncelemelerrve
çalışmaalarınsonundaTeknoparkErciy esÜniversitesininenaktifkurum
mlarındanbiri
oldu.”ŞŞeklindeko
onuştu.
ER
RÜTEKNOPARKTÜR
RKİYE’NİN ENÖNEMLİKURUM
MLARIARA
ASINDA
Co
oşkun,“Teknoparklarr,birüniveersiteveyaaraştırmak
kurumundaave/veya
öncülüğğündeürettilenbilginiinticarileşm
mesineimk
kânsağlamakveböyleecekatmad
değeri
yüksekürünlereld
deetmeksuretiyleböölgeveülkeekalkınmassınakatkıssağlamayıa
amaç
edinen;;Ar‐Geveiinovasyonttemellifirm
malarıbüny
yesindebarrındıran,yööneticiveya
işleticib
birşirkettarafındany
yönetilenvvemevzuattındaöngörrülenbirtaakımdestek
k
mekaniizmalarınasahiportam
mlardır.Teemelfelsefeeveamaçla
arıaynıols adaülkele
erin
kendisosyo‐kültü
ürelyapıları,kalkınmaamodellerii,idarivehukukisisteemleriv.b.
nedenleerleteknop
parklarlailg
gilifarklıissimlendirm
melerortaya
açıkmıştır..Birbilimv
ve
teknolo
ojiparkıolaaraktasarla
ananErciyeesTeknopaark,Türkiye'ninönem
mliaraştırm
ma
108
merkezlerindenbirisiolanErciyesÜniversitesiKayseriMerkezKampusalanındailk
etabı147binmetrekare,ikincietabı130binmetrekareolarak,toplamda277bin
metrekarealanüzerindebulunmaktadır.Bölge;Kayseri’deSivasCaddesiileTalas’ı
birleştirenAşıkVeyselBulvarıüzerindekonumlanmaktadır.Şehirmerkezi,üniversiteler
vesanayikuruluşlarınayakınlığınınyanında,ulaşım,haberleşme,tümaltyapı
imkânlarındakikolaylığınyanısırakamukurumvekuruluşlarınayakınlığıilehem
araştırmaalanındaişbirliğiniarttırıcıhemdekamuylayakınilişkilersağlayacakbir
konumdadır”dedi.
“160KADARAR‐GEPROJESİÜZERİNDEÇALIŞMALARINADEVAM
ETMEKTEDİR”
“4691sayılıTeknolojiGeliştirmeBölgeleriYasasıkapsamındaErciyesÜniversitesi
TeknolojiGeliştirmeBölgesi’nin(ErciyesTeknopark)yöneticişirketiolarakgörevyapan
ErciyesTeknoparkA.Ş.2005yılındakurulmuş,2007yılıNisanayıitibariileaktif
faaliyetegeçmiştir.ErciyesTeknopark’ınvizyonununveamaçlarının
gerçekleştirilmesindenbirinciderecedesorumlutüzelkişiliktirveKayseri’deki3
üniversiteErciyesTeknopark’aortakdurumdadır”diyekonuşanErciyesÜniversitesi
RektörYardımcısıveTeknoparkBaşkanıAbdulhekimCoşkun,,“ErciyesTeknopark
2013yılıKasımayıitibariile140’ınüzerindekiAr‐Gefirmasınatoplamda20.300m2’lik
nitelikliofisalanlarıileevsahipliğiyapmaktadır.İleriteknolojiürünüyazılımlardan,
robotiksistemlere,savunmasanayisiürünlerinden,medikalcihazlarakadarbirçok
alandafaaliyetgösteriliyor.ErciyesTeknoparkfirmalarıbünyelerinde300’denfazla
niteliklipersonelçalıştırırken,160kadarar‐geprojesiüzerindeçalışmalarınadevam
etmektedirler.Bölge,kurulduğugündenbugünekadartoplamda70MilyonTL’yiaşan
birar‐gecirosunaulaşmıştır.
ERCİYESTEKNOLOJİTRANSFEROFİSİ(ETTO)
ErciyesÜniversitesiRektörYardımcısıveTeknoparkBaşkanıAbdulhekimCoşkun,
ErciyesTeknoparkbünyesindeyeralanTeknolojiTransferOfisi2009yılındailkolarak
ProjeOfisiadıaltındakurulmuşvezamanlayenifonksiyonlaredindiğinibelirterek
açıklamasınaşuşekildedevametti,“Bugünofisgelişmişfonksiyonlarıilefaaliyetlerine
devametmektedir.ErciyesTTOiçinhâlihazırda577m2alanasahipdiğertüm
teknoparkfonksiyonlarındanizoleözelbirçalışmaalanıtahsisedilmiştir.AyrıcaETTO
faaliyetlerindekullanılmaktaolanKayseriOrganizeSanayiBölgesindeÜniversite–
SanayiİşbirliğiİrtibatOfisibulunmaktadır.ErciyesTeknoparkuzunyıllardır
sürdürdüğüteknolojitransferofisihizmetiiçinyalnız2013yılıiçindeyaklaşık700Bin
TLharcamıştırvebirbukadardahakaynağı2014yılıiçinplanlamıştır,devameden
dönemdedeTTOfaaliyetleriiçinartanbirbiçimdemaddikaynakplanlamasıyapılmıştır.
ErciyesTeknoparkA.Ş.TTOfaaliyetlerinigerçekleştirmekmaksadıile2013yılında
limitedşirketstatüsündebirşirket(ETTOLtd.Şti.)kurmuştur.ProjeDestek,Üniversite
–Sanayiİşbirliği,FikriHaklar,GirişimcilikveKuluçkabirimleriTTO’nunaltıbirimleri
olarakhizmetvermektedirler.2014yılında10patentbaşvurusuyapılmasınısağlamak,
enaz40girişimciyeücretsizkuluçkahizmetvermekamaçlarıileyolaçıkanETTO,
çalışmalarınahızladevametmektedir”şeklindekonuştu.
http://www.kayserimac.com/haberdetay.aspx?id=4800
109
Appendix 8.2 Lunch with Media Representatives and Local Chambers
Invitation and Photos from the Events
110
111
Appendix 9.1 Photos of ET’s Participation in “Innovation Turkey 2013”
112
Appendix 9.2 Persons and Organizations met at "Innovation Turkey 2013"
113
114
115
116
117
118
119
120
121
122
123
124
Appendix 10 Reflections on Tübitak’s rule-set on business competition
Reflections on Innovative Project Competition
The mission of the Innovative Project Competition is mainly to rise;
-
The level of awareness in the region about the Erciyes Technopark and its capabilities
The level of awareness in the region about the state RDTI grants and use much more
sources by the regional SMEs
To motivate the university students, new graduates and young employees in industry to be
an innovative entrepreneur in KET
To accelerate the start-ups
To support the young entrepreneurs in KET Pre-incubator
To meet the new project ideas with investors
To pull the attention of business angels and venture capitalist to the region
To develop the network between the enterprises and institutions
So, the following steps will be discussed and clarified for organizing Innovative Project
Competition;
1. The time schedule of the project competition
- The name and logo of competition will be designed by KET
- The place (Erciyes University, live broadcast by local TV’s)
- The date and channels of announcement
- Web sites of KET, YIC and Project
- Erciyes University TV and Radio1
- Web sites of regional universities
- Web sites of other technoparks
- DÜNYA Newspaper2
- Local newspapers, TV’s and radios3
- Posters and brochures
- Sectoral journals (i.e. KOBİLIFE4)
- Others
- Date of announcement for sponsorship
- Date of evaluation of sponsorship applications by KET Management Board
- Date of start and finish for application to competition, way of application
- Date of meeting of pre-selection committee of the projects
- Date of the competition of the pre-selected projects in front of the jury and the award
ceremony
2. Target groups and sector of competition
1
http://medya.erciyes.edu.tr/
http://www.dunya.com
3
http://www.sanalbasin.com/sehir-gazeteler-yerel-yozgat-gazeteleri-oku
http://www.sanalbasin.com/sehir-gazeteler-yerel-kayseri-gazeteleri-oku
2
4
http://kobilife.com/
125
Who will compete? (Students and new graduates of Erciyes University, Melikşah
University, Nuh Naci Yazgan University, Abdullah Gül University and Bozok University)
- Audience groups of the competition. (SMEs, students, financial organizations,
professors, investors)
- Cooperation with student clubs5
- Cooperation with university alumni associations6
- Cooperation with supporting state organizations (TUBİTAK, TTGV, KOSGEB, ORAN, etc.)
- Determination of the sectors to compete (IT and software, machinery etc. which will
reflect the capacity of the region, universities and technopark.)
3. Sponsors
- Determination of rules for sponsorship
- Call for sponsorship
- Big enterprises (The big enterprises from Kayseri in the list of ISO 1000)
- Banks and other financial organizations
- Local TV’s and newspapers
- Universities
-
- Application for TUBİTAK Project No: 15037 by Erciyes Technopark
4. Application, Evaluation and Granting8
- Preparation of application forms to apply from web sites
- Preparation of pre-selection criteria
- Generation of pre-selection committee
- Constitution of the jury (ET, University, Chambers, Investors, Financial Organizations)
- Determination of the grants and rules
- Free office and other facilities in pre-incubator for 12 months
- Business plan consultancy support
- Networking support
- IPR consultancy support
- Financial consultancy support
- Training (attendance to special training programs of the Project)
- Print of projects identification catalog
- Determination and invitation of opening speeches
- Recruitment of moderator
5. Reporting about the activities and precautions for the next years to KET
The activities will be summarized and some precautions will be give for the next project
competition.
Proposal for Action Plan:
5
http://bilgiedinme.erciyes.edu.tr/ogrenci_kulup_topluluk.asp
http://ermed.erciyes.edu.tr/
7
http://www.tubitak.gov.tr/tr/destekler/sanayi/ulusal-destek-programlari/icerik-1503-proje-pazari-destekleme-programi
8
http://www.aricekirdek.com.tr/web/uploads/2013/Cekirdek%20%2713%20Girisimci%20Bilgilendirme%20Kitapcigi.pdf
6
126

Overview of similar national activities
New Ideas New Businesses www.yfyi.info
Young Minds, Bright Ideas www.gsb.gov.tr
Research Project Competition of TUBİTAK
http://www.tubitak.gov.tr/tr/yarismalar/icerik-arastirma-projeleri-yarismasi

Detailed Time Planning

Composing the Coordination Committees for Project Competition and Innovation Fair

Determination of the place

Luncheon ceremony

Determination of conditions for accession to competition

Determination of sector/s

Definition of the function of Erciyes Technopark in activities

Definition of the function of Yozgat Innovation Center in activities

Selection of local TV Channel for Innovative Project Competition

Criteria for attending to Project Competition or Innovation Fair

Determination of stakeholders/target groups for Project Competition

Determination of stakeholders/target groups for Innovation Fair

Organizing the jury for project competition

Determination of the awards and sponsors for Innovative Project Competition

Preparation of Application Rules

Preparation of preselecting and selection Criteria for project competition and innovation
fair.

Preparation of communication plan for activities

Grant policy project competition

Price policy for innovation fair

Will be a service provider in innovation fair?
Appendix 11 Other Mass Media Reactions
127
Erü Teknopark 70 Milyon Liralık Ar Ge Cirosuna
Ulaştı
12 Kasım 2013 15:56
Erciyes Üniversitesi (ERÜ) Teknoloji Geliştirme Bölgesi
(TEKNOPARK) kurulduğu günden bugüne kadar, 70 milyon liralık Ar Ge
cirosuna ulaştığı belirtildi.
Erciyes Üniversitesi (ERÜ) Teknoloji Geliştirme Bölgesi (TEKNOPARK) kurulduğu günden
bugüne kadar, 70 milyon liralık Ar-Ge cirosuna ulaştığı belirtildi.
Erciyes Teknopark Yönetim Kurulu Başkanı Prof. Dr. Abdulhakim Coşkun, Teknoparklar'ın, bir
üniversite veya araştırma kurumu öncülüğünde üretilen bilginin ticarileşmesine imkan sağlamak
ve böylece katma değeri yüksek ürünler elde etmek suretiyle bölge ve ülke kalkınmasına katkı
sağlamayı amaç edinen, Ar-Ge ve inovasyon temelli firmaları bünyesinde
barındıran mekanizmalarına sahip ortamlar olduğunu söyledi.
ERÜ Teknopark'ın 2005 yılında kurulduğunu, 2007 yılında ise aktif olarak faliyete geçtiğini ifade
eden Coşkun, şunları kaydetti:
"Bilim ve teknoloji parkı olarak tasarlanan Erciyes Teknopark, Türkiye'nin önemli araştırma
merkezlerinden birisi olan Erciyes Üniversitesi Kayseri Merkez Kampus alanında ilk etabı 147
bin metrekare, ikinci etabı 130 bin metrekare olarak, toplamda 277 bin metrekare alan üzerinde
bulunuyor. Erciyes Teknopark 2013 yılı Kasım ayı itibari ile 140'ın üzerindeki Ar-Ge firmasına
toplamda 20 bin 300 metrekarelik nitelikli ofis alanları ile ev sahipliği yapıyor. İleri teknoloji ürünü
yazılımlardan, robotik sistemlere, savunma sanayisi ürünlerinden, medikal cihazlara kadar birçok
alanda faaliyet gösteren Erciyes Teknopark firmaları bünyelerinde 300'den fazla nitelikli personel
çalıştırırken, 160 kadar ar-ge projesi üzerinde çalışmalarına devam ediyorlar. Bölge, kurulduğu
günden bugüne kadar toplamda 70 milyon lirayı aşan bir Ar-Ge cirosuna ulaştı."
Erciyes Teknopark'ın, Avrupa Birliği ile etkin işbirliği içerisinde de faaliyetler yürüttüğüne dikkati
çeken Coşkun, bu faaliyetlerden katılım öncesi mali yardım aracı (IPA) kapsamında devam
eden Erciyes Teknopark Bölgesel Yenilikçilik Merkezi adlı Avrupa Birliği projesinin Teknopark
ve bölge için büyük önem taşıdığını vurguladı.
Proje kapsamında Erciyes Teknopark'a tam donanımlı 10 bin 200 metrekare kapalı alana sahip
iki adet bina, Yozgat'a 2 bin metrekare kapalı alana sahip bir bina veErciyes Teknopark'a 200
kişilik bir konferans salonu inşa edilmekle beraber Teknopark ve Erciyes Teknoloji Transfer
Ofisi'nin (ETTO) kurumsal kapasitesinin artırılmasına yönelik aktif faaliyetler yürütüldüğünü ifade
eden Coşkun, "Toplamda yaklaşık 7,8 Milyon avro bütçesi olan proje bittiğinde yüzlerce
girişimciye ücretsiz kuluçka ofisi ve hizmeti sunulacak bir kuluçka merkezi de kurulmuş olacak"
diye konuştu. - Kayseri
http://www.haberler.com/eru‐teknopark‐70‐milyon‐liralik‐ar‐ge‐cirosuna‐5297443‐haberi/ 128
Girişimciye kuluçka
k
ofisi
o
Erciy
yes Üniver
rsitesi (ER
RÜ) Tekno
oparkı,
yöne
etim kurullu ve çalış
şanları ile
e
gerçe
ekleştirdikleri basıın toplanttısında,
Tekn
nopark'ın faaliyetle
erini
değe
erlendirdi..
14 Kasım
m 2013 Perşembe
08:48
ERÜ Tekknopark Yönetim Kurulu Başkanı vve Erciyes Üniversitesi
Ü
Rektör Yaraadımcısı Pro
of. Dr.
Abdulha
akim Coşkun
n, Erciyes Üniversitesi
Ü
Rektör Yard
dımcısı Hasa
an Yetim, K
KOSGEB Kay
yseri
Hizmet Müdürü Erd
dal Çınar, te
eknopark idaarecileri ve çalışanların
nın katıldığı toplantıda ERÜ
E
Teknopa
ark hakkınd
da bilgiler ve
erilirken faaaliyetleri de ele alındı.
AVRUPA
A'NIN SİSTE
EM VE STAN
NDARTLARII UYGULANIIYOR
İsveçli B
Bilim Adamı ve Takım Lideri
L
Leif G
Grahm'ın da katıldığı toplantıda konnuşan ERÜ
Teknopa
ark Yönetim
m Kurulu Başkanı ve Ercciyes Ünive
ersitesi Rektör Yardımcıısı Prof. Dr.
Abdulha
akim Coşkun
n, Teknoparklar'da Avrrupa'nın 100
0 senedir uy
yguladığı sisstem ve
standarttları uyguladıklarını ifad
de ederek, buna alışma
aya çalışıldığını ifade ettti. Coşkun,,
Türkiye''deki Tekno
oparklar içerrisinde ERÜ Teknopark
k'ın gerek faaliyet noktaasında, gere
ekse
donanım
m noktasınd
da iyi seviye
elerde olduğ
ğunu belirterek, bugüne
e kadar gerrçekleştirdik
kleri
çalışmallar ve proje
eler hakkında bilgiler veerdi.
20 BİN METREKAR
RE AKTİF AL
LAN
ERÜ Tekknopark'ın çalışmaları,
ç
fiziksel özeellikleri, donanım özellik
kleri ve faaliiyet alanları ile ilgili
bilgiler vverilen topla
antıda ERÜ Teknopark''ın 20 bin metrekare
m
ak
ktif alanda ffaaliyetlerin
ni
yürüttüğ
ğü ifade edildi. Bugüne
e kadar hayyata geçirilen ve geliştirrme aşamassında olan projeler
p
hakkınd
da da bilgilerin paylaşıld
dığı toplantııda, ağırlıklı olarak yazılım sektörüüne dair Türrkiye ve
dünyada
a kullanılan birçok projjenin hayataa geçtiği ve
e üretilen ya
azılımların yüüzde 55 kad
darının
yurt dışına pazarlan
ndığı ve şu anda aralarrında Atak Helikopterle
H
eri için yakıt pompası üretimi,
elektron
nik hastane yatakları, fa
arklı ve fon ksiyonel optik okuyucu
u, mikro rüzzgar türbini gibi bir
çok projjenin geliştirildiği belirttildi.
70 MİLY
YON LİRA AR-GE
A
CİROSU
ERÜ Tekknopark Yönetim Kurulu Başkanı vve Erciyes Üniversitesi
Ü
Rektör Yaraadımcısı Co
oşkun,
ERÜ Tekknopark'ın kurulduğu
k
günden
g
bug
güne kadar geçen süre içerisinde 770 milyon liralık ArGe cirossuna sahip olduğunu
o
ifade ederekk, ERÜ Teknopark'ın Erc
ciyes Üniverrsitesi içerissinde en
aktif birrim olduğun
nu kaydetti. Coşkun, Errciyes Ünive
ersitesi ve Teknoparkı'nndaki gelişm
melerin,
çalışmalların toplum
mu ve ülkeyii etkileyecekk olduğunu bildirerek "Türkiye
"
arttık inovasyo
onun,
yeniliğin
n kaçınılmazz olduğunu anladı. Buraada medyay
ya da büyük
k sorumluluuk düşüyor. Medya
daha ço
ok sansasyo
onel haberle
erin peşindee koşuyor, ancak bu gib
bi teknolojiyye, gelişmey
ye dair
haberlerin yapılmassı, bunların öne çıkarılm
ması gelişen
n bir ülke için gerekli. B
Bunlara önccelik
verilmessi dileğimizd
dir" diyerek bu konuda ki düşüncellerini dile ge
etirdi. İsveççli Takım Lid
deri Leif
Grahm iise, teknolo
oji faaliyetleri konusund
da teknoparrk ve medya
anın işbirliğii içerisinde olması
gerektiğ
ğini dile getirerek, med
dya temsilcillerine işbirliği çağrısında bulundu.
129
GİRİŞİMCİYE ÜCRETSİZ 'KULUÇKA OFİSİ'
Gerçekleşen toplantıda, gelecek mart döneminde faaliyete geçecek; girişimcilere danışmanlık
yapacak ve akademik destek verecek olan 'kuluçka ofisi' projesi hakkında da bilgiler verildi.
Toplam yaklaşık 7,8 milyon euro bütçesi ile 'kuluçka projesi' faaliyete geçtiğinde, yüzlerce
girişimciye ücretsiz kuluçka hizmeti sunulacağı belirtildi. Kurulacak olan kuluçka ofisine,
aklında projesi olan herhangi birinin gelerek, burada bu projesinin geliştirilmesi adına her
türlü yardımı alacağı ifade edildi. Erciyes Teknoloji Transfer Ofisi (ETTO) hakkında da bilgiler
verilen yoplantıda, Teknoloji Transfer Ofisi'nde, kurumların kapasitelerinin artırılmasına
yönelik aktif faaliyetler yürütüldüğü, buna dair projeler üretildiği de vurgulandı.
HABER:KAAN AKBAŞ
http://www.kayserianadoluhaber.com.tr/haber/Girisimciye‐kulucka‐ofisi‐7655 Appendix 12 Visibility Gadgets
130
GİRİŞİMCİLİK
PROJE YÖNETİMİ
YETENEK YÖNETİMİ
AR-GE DESTEKLERİ
KALİTE YÖNETİMİ
AÇIK İNOVASYON
KÜRESELLEŞME
TASARIM
İŞ PLANI
LİDERLİK
DIŞ TİCARET
ÖĞRENEN ÖRGÜTLER
SATIŞ VE PAZARLAMA
FİNANS VE MUHASEBE
FİKRİ MÜLKİYET HAKLARI
MAAŞ VE TEŞVİK YÖNETİMİ
TEKNOLOJİNİN TİCARİLEŞTİRİLMESİ
İŞÇİ GÜVENLİĞİ, MEMNUNİYET VE ÇALIŞMA ORTAMI
131
132
133
ERCIYES TEKNOPARK BÖLGESEL INOVASYON MERKEZI
TEKNIK DESTEK PROJESI
TECHNICAL ASSISTANCE (INSTITUTION BUILDING) ERCIYES TECHNOPARK
REGIONAL INNOVATION CENTRE
EuropeAid/128636/D/SER/TR
KOBİ AR-GE BAŞLANGIÇ
DESTEK PROGRAMI
TÜBİTAK 1507
134
TÜBİTAK 1507 KOBİ AR-GE BAŞLANGIÇ DESTEK PROGRAMI
YENİLİK NEDİR?
A- Ürün Yeniliği
1. Şirketinizde
mevcut bir ürünün yeni modellerinin geliştirilmesi (temel bir
üründe yapılan değişikliklerle yeni ürünler geliştirilmesi veya mevcut bir
ürünün yeni bir alana uygulanması için yapılan uyum çalışmaları)
2. Şirket için yeni bir ürün geliştirilmesi (benzerleri pazarda veya sektörde
mevcut olup firmanın ürün ailesinde olmayan bir ürünün geliştirilmesi)
3. Şirket için yeni bir ürün platformu geliştirilmesi (kendisinden yeni modellerin
türetilebileceği temel bir ürünün geliştirilmesi)
4. Ülke için yeni bir ürün geliştirilmesi
5. Dünya için yeni bir ürün geliştirilmesi (yeni bir fikir odağında dünya
pazarlarında olmayan bir ürünün geliştirilmesi)
B- Süreç Yeniliği
1. Maliyet düşürücü veya standart/kalite yükseltici sonuçların elde edilmesi
amacıyla yeni tekniklerin geliştirilerek uygulanması
2. Üretimle ilgili olarak yeni bir yöntem veya teknoloji geliştirilmesi
135
1507 PROGRAMININ AMACI NEDİR?

Yeni ürün üretilmesi

Ürün kalitesi veya standardının yükseltilmesi

Maliyet düşürücü ve standart yükseltici yeni tekniklerin geliştirilmesi

Yeni üretim teknolojilerinin geliştirilmesi
 Proje ve kaynak yönetimi yeteneğinin kazanılması
 Ar-Ge kültürü ve Ar-Ge yapılanmasının oluşturulması,
 Bilgi kazanımlarının dokümante edilerek kalıcılığının ve sürekliliğinin sağlanması
 Üniversite - sanayi işbirliğinin oluşturulması
 Ticari başarının sağlanması
 Dünya pazarlarında rekabet edebilir başarılı firmalarımızın sayılarının arttırılması
 Rekabet gücünün arttırılarak daha çok ihracat yapılması
 İthalatı azaltıcı yerli ürünlerin geliştirilmesi
 Üretim teknolojilerinin geliştirilerek verimliliğin ve üretim kalitesinin arttırılması
 Nitelikli işgücü istihdamının arttırılması
1507 PROGRAMINA KİMLER BAŞVURABİLİR?
KOBİ tanımına uyan ve sektörüne bakılmaksızın firma düzeyinde katma değer yaratan
Türkiye’de yerleşik ve daha önce TÜBİTAK’tan destek almamış tüm sermaye şirketleri proje
başvurusunda bulunabilir. Bir şirketin ikisi ortaklı olmak üzere en fazla 5 projesi
desteklenebilir.
1507 PROGRAMINDA SAĞLANAN DESTEĞİN ORANI NEDİR?
Projenin toplam bütçesi, 500.000.- TL ile sınırlandırılmıştır. Destek oranı her dönem için
sabit olup proje bütçesinin %75’tir.
BAŞVURU NASIL YAPILIR?
PRODİS- Proje Değerlendirme ve İzleme Sistemi http://eteydeb.tubitak.gov.tr
PROJE BAŞVURUSU İÇİN YETKİ ONAYI NASIL ALINIR?
Kuruluşa ait en son tarihli Noter Onaylı İmza Sirküleri (ıslak imzalı ve kuruluş kaşeli kopyası)
Kuruluşun tesciline ilişkin Türkiye Ticaret Sicil Gazetesi (Ana sözleşmede yapılan sonraki
değişiklikler dâhil ve ıslak imzalı ve kuruluş kaşeli kopyası)
Kuruluşa ait onaylı Vergi Levhası (ıslak imzalı ve kuruluş kaşeli kopyası)
Proje Başvurusunda Bulunan Kuruluşlara Ait Başvuru Kriterleri Değerlendirme ve Tasdik
Formu (Proje Başvurusunda Bulunan Kuruluşlara Ait Başvuru Kriterleri Değerlendirme ve
Tasdik Formu Hazırlama Kılavuzuna göre düzenlenecektir).
136
HANGİ GİDERLER DESTEKLENİR?
a) Personel giderleri
b) Seyahat (yalnızca ulaşım) giderleri
c) Alet, teçhizat, yazılım ve yayın alım giderleri
d) Ülke içindeki üniversiteler, TÜBİTAK’a bağlı Ar-Ge birimleri, özel sektör Ar-Ge kuruluşları
ve benzeri Ar-Ge kurum ve kuruluşlarına yaptırılan Ar-Ge hizmet giderleri
e) Yurtiçi ve yurtdışı danışmanlık hizmeti ve diğer hizmet alım giderleri
f) Malzeme ve sarf giderleri
g) Proje dokümanları danışmanlık hizmeti alınarak hazırlatıldığı durumlarda, AGY101
dokümanı için en fazla 5.000 (beş bin) TL ve AGY301 dokümanları için toplam en fazla 5.000
(beş bin) TL olmak üzere proje bazında en fazla 10.000 (on bin) TL destek sağlanır.
h) Yeminli Mali Müşavir giderleri
i) 1512 Bireysel Girişimcilik Aşamalı Destek Programı 3. Aşaması kapsamında desteklenen
projeler için proje genel gideri (projenin her bir AGY301’i için belirlenen dönemsel
desteklemeye esas harcama tutarının %10’u)
PROGRAMDA HANGİ GİDERLER DESTEKLENMEZ?
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)
l)
m)
n)
o)
p)
q)
Katma Değer Vergisi,
Her Türlü Kar, Fırsat Maliyeti, Sermaye Kullanım Maliyeti, Sözleşme Masrafları,
Amortismanlar, Depozitolar, Avans Ödemeleri,
Dağıtım, Pazarlama Ve Reklam Giderleri,
Patent, Faydalı Model, Endüstriyel Tasarım, Coğrafi İşaret Tescil Giderleri, Marka Tescil
Giderleri,
Muhasebe Giderleri, Sekreterlik Vb. İdari Giderler,
Huzur Hakkı, Murahhas Azaya Ödenen Üyelik Ücretleri, Brüt Ücretin Yanında Teşvik,
Motivasyon, Vb. Prim Giderleri,
Personele Nakdi ya da Ayni Olarak Verilen Yemek Ve Servis/Ulaşım Giderleri,
Kuruluş Ortaklarına Ait Bağ-Kur Primleri, Sosyal Yardımlaşma Vakıf Ödentileri,
Konaklama Giderleri
Şehir İçi Nakliye Giderleri (Gümrüklerden Ve Limanlardan Yapılan Nakliye Hariç) Ve
Posta Giderleri,
Seyahatlerde Araç Kiralama Giderleri, Özel Oto Ve Kuruluş Otosu İle Yapılan
Seyahatlerde Kullanılan Yakıt Giderleri,
Proje Ar-Ge Faaliyetleri İle İlintili Olmayan Üretime Yönelik Altyapı Yatırımı Ağırlıklı
Giderler,
Fotokopi Makinesi, Projeksiyon Cihazı Gibi Büro Makineleri, Büro Mefruşatı,
Isıtma, Aydınlatma Ve Üretimde Sarf Edilen Enerji Masrafları, Su Giderleri,
Telefon, Faks, Haberleşme, İnternet Kullanım Maliyetleri,
Vergi Mevzuatında Kabul Edilmeyen Giderler,
r) Ofis, Depo, Stant Kira Giderleri,
s) İnşaat Ve Tesisat Giderleri,
t) Kırtasiye Giderleri,
u) CE (Test Giderleri Desteklenir) Ve Kalite Belgelendirme Giderleri.
137
I. ENDÜSTRİYEL AR-GE İÇERİĞİ TEKNOLOJİ DÜZEYİ VE YENİLİKÇİ YÖNÜ
1
Günümüz teknoloji düzeyini ileri götüren bir projedir.
2
Çalışma uluslararası bazda yenilik içermektedir.
3
Proje sonuçları şartname, standart veya teknik regülasyonun geliştirilmesine
yol açabilecek niteliktedir.
4
Farklı teknoloji alanlarında yeni uygulamalara veya araştırma çalışmalarına
yol açma potansiyeli vardır.
5
Proje çıktısının tasarımı ve geliştirilmesi için gereken teknoloji proje sonunda
ülkemize kazandırılarak teknolojik dışa bağımlılık azalmakta veya
kalkmaktadır.
6
Kendisinden yeni modellerin türetilebileceği temel bir ürünün (firmanın mevcut
ürünlerinden farklı yeni bir ürün platformu) geliştirilmesi projesidir.
7
Çalışma ulusal teknolojik bilgi birikimine katkı sağlamaktadır.
8
Konu başlığı ile ilgili varsa eklemek istediğiniz diğer kriterler
II. PROJE PLANININ VE KURULUŞ ALTYAPISININ PROJE İÇİN UYGUNLUĞU
1
Projede bilgi akışı ve karar alma süreçlerini gösteren kapsamlı bir yönetim
planı yapılmıştır.
2
Kuruluşta, projenin gerektirdiği tüm alanlarda bilgi birikimi vardır.
3
Kuruluşta Ar-Ge birimi ve Ar-Ge faaliyetlerine ayrılmış personel ve
donanım bulunmaktadır.
4
Kuruluş, Ar-Ge projelerinden elde ettiği bilgi ve deneyimin kalıcılığını
sağlayacak yöntem ve mekanizmalara sahiptir.
5
Kuruluşun, Ar-Ge sürecinde gözden geçirme ve iyileştirme sistemi vardır.
Verilerin (zaman, kaynak, maliyet, hedefler v.b) izlenmesi, değerlendirilmesi ve
sürecin
geliştirilmesine
yönelik adımlar bir sistematik içerisinde
gerçekleştirilmektedir.
6
Proje ekibinde bilimsel yetkinlikte araştırmacılar vardır.
7
Kuruluşa Ar-Ge projeleri yapabilme altyapısı ve sürekliliği kazandıracak bir
projedir.
8
Firma projedeki risk unsurlarını ve olası aksaklıkları yönetecek önlemleri
planlamıştır.
9
Konu başlığı ile ilgili varsa eklemek istediğiniz diğer kriterler
138
III. PROJE ÇIKTILARININ EKONOMİK YARARA VE ULUSAL KAZANIMA
DÖNÜŞEBİLİRLİĞİ
1
Proje çıktısı firmanın küresel pazarda yer almasını sağlayacaktır.
2
Proje çıktısı yeni bir pazar veya kullanım alanı oluşturmaktadır.
3
Proje sonucunda ulusal güvenlik için gereken ve/veya tedarikinde
güçlük çekilen ürün veya teknoloji geliştirilecektir.
4
Doğal/sınırlı kaynakların değerlendirilmesi ve etkin kullanımı
sağlanacaktır.
5
Teknoloji tabanlı firmalar ortaya çıkarma potansiyeli bulunmaktadır.
6
Projenin ve çıktılarının bölgeler arası gelişmişlik farklılığını azaltma
etkisi olacaktır.
7
Proje çıktısı yeni iş alanları yaratarak istihdamı arttıracaktır.
8
Projenin bilimsel araştırmalara katkısı vardır.
9
Projenin Ar-Ge yeteneklerini geliştirerek, Türkiye’nin küresel rekabet
gücünü artırma potansiyeli vardır.
10
Proje faaliyetleri ve çıktısının çevreye ve canlılara doğrudan olumlu
etkileri vardır ve projenin temel hedeflerinden birisi budur.
11
Proje faaliyetleri proje sonrasında firmaya uluslararası projelerde yer
alma yeteneği ve olanağı kazandırabilecektir.
12
Proje faaliyetlerinin Ar-Ge işbirlikleri oluşturma etkisi vardır.
13
Projedeki işbirliklerinin yan sanayi geliştirme ve yan sanayiye bilgi
aktarma etkisi vardır.
14
Proje, konusuyla ilgili veya farklı
çalışmalarına katkıda bulunmaktadır.
sektörlerdeki
Konu başlığı ile ilgili varsa eklemek istediğiniz diğer kriterler
araştırma
SİZE HANGİ HİZMETLERİ SUNACAĞIZ?
139
1. Sizinle ile birlikte işletmenizin teknolojik hedeflerinin belirlenmesi
2. Ar-Ge imkânlarınızın tespit edilmesi
3. Proje fikrinizden yola çıkarak proje konusu ile ilgili sektörel analiz yapılması
4. Proje fikrinizin amacı, kapsamı ve gerekleri konusunda bilgilendirilmeniz ve istenen
bilgiler
-
Proje ve kuruluş bilgileri
Limited veya anonim şirket ana sözleşmesi
Son tarihli bilanço
Yetki kararı ve imza sirküleri
Proje sonucunda beklenen ürün
Projenin endüstriyel Ar-Ge içeriği, teknoloji ve yenilikçi yönü
Proje planının ve kuruluş altyapısının proje için uygunluğu
Proje çıktılarının ekonomik yarara ve ulusal kazanıma dönüşülebilirliği
Proje bütçesi (TL)
Proje süresi (ay)
Proje yürütücüsünün özgeçmişi ve diploma sureti
Proje ekibi
Varsa daha önce yapılan projeler hakkında bilgi
5. Ar-Ge Projesi başlatma gerekçeleri ve amaçlarınızın belirlenmesi
6. Ar-Ge konusuyla ilgili tarama yapılması,
- Patent taraması
http://www.epo.org/searching.html
http://twpat.tipo.gov.tw/tipotwoc/tipotwekm
http://www.uspto.gov/patents/process/search/index.jsp
http://ipri.ngb.co.jp/japan/japanese-patent-search/
http://www.asiapatent.net/
- Bilimsel makale taraması
- Kitap vb. yayın taraması http://libgen.org
- Tez taraması YÖK
- AB mevzuat taraması Eurolex
- Ulusal standartların taraması
- Uluslararası standartların taraması
- Konu uzmanlarının taraması ARBİS
- Üniversite öğretim üyelerinin taraması ARBİS
- Benzer ürünlerin taraması
- Benzer konuda çalışan şirketlerin taraması
- Konuyla ilgili konferans ve kongrelerin taraması
- Konuyla ilgili ulusal ve uluslararası fuarların taraması
- Konuyla ilgili kuruluşların taraması
- Konuyla ilgili laboratuarların taraması
- Dış ticaret verilerinin taraması
- Konuyla ilgili cihaz ve ekipmanların teknik özellikleri ve temin kaynakları
7. Ar-Ge Projenizin ekonomik yarara ve ulusal kazanıma dönüşebilirliğinin tespiti
140
8. Ar-Ge Projenizin çıktısının işletmenizin verimliliğine ve rekabet gücüne etkilerinin
ortaya konulması
9. Ar-Ge Projenizin çıktısının satış ve pazar tahminlerinin yapılması
10. Ar-Ge Projenizin yeni teknolojilere katkısının belirlenmesi,
11. Ar-Ge Projesi başarı kriterlerinin belirlenmesi,
12. Ar-Ge Projesi metodolojisinin belirlenmesi, AR-GE aşamalarının planlanması, bu
kapsamda yararlanılan yöntem ve teknolojilerin açıklanması,
13. Ar-Ge Projesinin kapsadığı faaliyetler doğrultusunda detaylı proje planının yapılması,
iş akışına uygun olarak iş paketlerine bölünmesi, proje ara çıktılarının belirlenmesi,
14. Ar-Ge Proje planı ve iş paketleri doğrultusunda, proje teknik anlatımının yapılması ve
proje kapsamında yapılacak faaliyetlerin açıklanması,
15. Ar-Ge Projesi için gerekli olan personel, teçhizat, donanım, yazılım, seyahat, sarf
malzemesi, danışmanlık ve hizmet alımlarının belirlenmesi ve yapılacak harcamaların
teknik olarak gerekçelendirilmesi,
16. Ar-Ge Proje bütçesinin ve nakit akış tablolarının oluşturulması,
17. Başvuru Dosyasının hazırlanması
18. Proje yürütücünün Hakem Heyeti görüşmesi için hazırlanması
19. Dönemsel ve Final Raporlama yönteminin anlatılması
20. Proje muhasebe işlemlerinin anlatılması
21. ARBİS kaydınızı yapmanız https://giris.tubitak.gov.tr/kullaniciadiilegiris.htm
22. PRODİS Hesabınızı açmanız
https://giris.tubitak.gov.tr/yenikayit.htm;jsessionid=63175D1EE15DAFA9F98819F4B6
D51C8D
23. Proje İş Akış Şeması hazırlamak için kullanabilirsiniz;
http://www.vertex42.com/ExcelTemplates/excel-gantt-chart.html
Koçluk Hizmeti:
Erciyes Teknopark 3. Bina 2. Kat
Tel: 224 81 12
141
142
143
Appendix 13 Training programme
Block A. Human resources management
1.
2.
3.
Leadership training
Vision and value b ase
The leadership role
Basic organisational framework
Legal and reulatory framework
Recruitment and personnel policy
Labour environment and health issues
Talent management
Selecting, sourcing
Attracting, incentive systems, incl salary formation
Training and developing, retaining
Promotion systems, career management
Moving employees in the organisation
Learning organisations
Creative organisation
Lifelong learning, comparative advantages
Block B. Innovation management
4. Project Management
Basic Project Managment methods
PMI approach
Financial support on R&D projects (state, sector, Internat coop etc.)
Managing a pratical design project, e.g. by FEM
5. Intellectual Property Rights (IPR)
Establishment of IP-strategy
Conditions for patentability
Granting procedures at National, European and
Management of an IP-portfolio
6. Open Innovation strategies
Interface between academy and industry
Management tools for in-company training
Exploring new application fields
Stimulate exchange of knowledge (best practice)
7. Entrepreneurship and intrapreneurship development (incl Spin Offs, Spin Outs)
Training program e.g. according to ILO
Coaching programme by ETTO
Block C. Economic management
8.
9.
10.
Basic business development
Business plan development
Economic management from leadership perspective
Business administration
Sales and marketing
Pricing
Risk management
Brand management
Distribution and trade
Import/export
e-trade
Financing
Attractivity of investments, basic guide
Seed financing
Venture finance, Business angels
Other market financial opportunities
Project support (domestic, international)
144
§
TENTATIVE TRAINING SCHEDULE
PROGRAMME
FORFOR
- staff at ET and YIC
- Regional industry, including tenants in ET
- Potential entrepreneurs among students,
studnets,
ToR +
selection Prep
46
47 48 49 50 51 52
1
2
3
4
5
6
7
8
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44
Block Y. Training of trainers, for ET staff in their role as future trainers
a. Pedagogic approach:, how ro teach SMEs, EU best practice
Not
b. forCommercialisation
publ
process
c.
d.
e.
f.
g.
h.
Standardised techniqes for project planning
Coaching, mentoring
Entrepreneurship development
Cluster development
Financing of projects in incubator
Business development (follow the programme for industry in general)
Block A. Human resources management
1.
2.
3.
Leadership training
Talent management
Learning organisations
Eval
Eval
Eval
Block B. Innovation management
4.
5.
6.
7.
Project Management
Intellectual Property Rights (IPR)
Open Innovation strategies
Entrepreneurship and intrapreneurship development (incl Spin Offs, Spin Outs)
Eval
Eval
Eval
Block C. Economic management
8.
9.
Basic business development
Business plan development
Economic management from
Business administration
Sales and marketing
Distribution and trade
Financing
Eval
Eval
Module performed by trainers' trainer
Module performed by Senior expert
Module performed by Junior expert
145
Appendix 14.1 ToR for 3 Senior Trainers in HRM
TERMS OF REFERENCE
for short term senior instructors on
training in Human Resource Management
Project title
Activities
Duration, and total amount of
working days
Period of performance
Place of performance of
coordination, development
and delivery of training
Prepared by
To
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark
Regional Innovation Centre Project
EuropeAid/128636/D/SER/TR
PA3 Sub-Activity 2.1 Developing training plan and required training materials
in Human Resource Management, and 2.3 delivering training
1. Senior Expert (Instructor and coordinator)on Leadership training with
estimated 25 wd (work days) within a total framework off 34 wd at most
10 wd for preparatory work
2. Senior Experts (Instructors) on Talent Management with estimated 21wd
within a call off framework of 29 wd at most 5 wd for preparatory work,
and
3. Senior Expert (Instructor) Learning organisation training with estimated
12 wd within a total call off framework of 16 wd at most 4 wd for
preparatory work
According to Scheme decided in cooperation with the Technical Assistance
Team (TAT)
Kayseri, and to some extent in Yozgat.
TL
CA, OCU
Background
In the Pre-accession Economic Programme 2004 an SME strategy and an action plan defined a road map to
implementation of national policies for SMEs and increasing competitiveness in the EU harmonization process.
The Regional Competitive Operational programme (RCOP) was put into effect, and works as an umbrella for the
Regional Technopark and Innovation Centre Project, which is implemented by the Ministry of Science, Industry
and Technology (MoSIT). The RCOP aims to concentrate on strategies in order to improve the productivity of
SMEs, to upgrade their R&D infrastructures, to increase ICT usage, and to improve their service quality,
advertising and marketing capabilities. The ToR for the Regional Technopark and Innovation Centre Project, the
“ETBİM Project”, will give more details.
Project Objectives
The overall objectives of the Regional Innovation project in Kayseri - Yozgat are to increase regional
competitiveness by supporting enterprises and improving business, R&D, innovation technology and the ICT
environment. Accordingly the general scope of the project comprises four distinct but highly interrelated
processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes’ management, and for the
connected companies, as well as the knowledge intensive SMEs in the region
- Enhanced capacity for better assessment of needs and potential in the region and required actions for
development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
This activity aims to increase the capacity and knowledge of the SMEs in Kayseri in the specific field of the
training program. The specific training topic is decided according to the TNA results. We have found out that
most of the SMEs need to be trained in this field to increase their competitiveness, improve their productivity
and upgrade their functional performance. We will try to reduce their inefficiencies in the required field
through up-to-date, comprehensive and interactive training programmes. Moreover, we shall organise
experience-based and target oriented training programs aiming at developing multi-functional skills.
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Activities and tasks of the assignment
Position 1. Coordinator for the Human Resource Management Block, and Developer and Trainer for
Leadership Training
The consultancy service will concern coordination within the HRM block. As the three proposed components
for Human Resource Management, as presented below, might be partly overlapping each other, a coordinator
will be responsible for the overall structure on how the components will be composed. In practice this means
that proposals for planning the other two components will be read and edited in relation to the coordinators
own component. After finished training the coordinator is supposed make a very short summary of the final
composition of the three components.
This first position also includes development of the Leadership component. For coordination and development
preparation 10 days are reserved. The training package is supposed to be contained in a unit comparative to 3
work days (wd). The expert is supposed to organise this training time in the most fruitful way, which should be
made in cooperation with the TAT.
The substance of the Leadership training course will include classical issues such as
- Vision and value base for the company
- The leadership role
- A company’s basic organisational framework
- The legal and regulatory framework for private companies
- Main policy areas (like personnel policy, health and security, environmental policy, gender policy etc)
When elaborating the training module the developer, however, should have freedom to propose alternative or
supplementing approaches in accordance with their experience as HRM-consultants. If possible the specific
interests of participants (if known in advance) should be considered.
Delivering training will be done within the period December 2013 – November 2014, in accordance to a
scheme proposed by the Trainer and decided in cooperation with TAT. 2 times 3 wd will be reserved for the
first course and a repeated performance of it (i.e. two “rounds”). Then a general evaluation of demand from
regional industry and other factors will decide if more rounds of the course will be called off (within the
framework of 34 days). It is estimated that at most six rounds more will be called off, but this will depend on
circumstances as mentioned.
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
Position 2. Developer and Trainer for Talent Management
For development of the Talent Management component 5 days are reserved. The training package is supposed
to be contained in a unit comparative to 4wd. The expert is supposed to organise this training time in the most
fruitful way, which should be done in cooperation with the TAT.
When it comes to substance, “Talent Management” today has become the key wording of human resources
development. It is used both in strategic perspective, concerning long time supply of qualified labour under
cultural and demographic transformation, and the more short term oriented problem. These might concern
solving issues related to ideas on keeping labour force by the jobs where training investments have been made,
instead of losing them to external markets. The concept of talent management today has become a theme for
consultancy rather than academic discipline. This means that the whole lot of topics often includes recruitment
and selection, sourcing of labour force, training and developing labour force and retaining the staff, promotion
systems, incentive formation, and career management and others. It is the task of the developer to show what
the most interesting issues for training are, given that this is the area where the project’s TNA-study shows the
largest problems.
Delivering training will be done within the period December 2013 – November 2014, in accordance to a
scheme proposed by the Trainer and decided in cooperation with TAT. 2 times 4 wd will be reserved for the
first course and a repeated round. Then a general evaluation of demand from regional industry and other
factors will decide if more rounds of the course will be called off (within the framework of 29 days). It is
expected that at most four more rounds will be called off, but this will depend on circumstances as mentioned.
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT
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Position 3. Developer and Trainer for Learning Organisations
For development of training for Learning Organisations 4 days are reserved. The training package is supposed
to be contained in a unit comparative to 2 wd. The expert is supposed to organise this training time in the most
fruitful way, which should be made in cooperation with the TAT.
Learning Organisations as concept for training organisations has existed on the consultancy market for several
decades by now. In spite of this it actuality has lately been accentuated as the needs for corporations to
prepare their employees to cope with new complexities have accelerated. These activities have been especially
important where national education systems are failing to arm new workers with the skills they will require to
keep pace with competitors’ development. In such an environment companies will succeed or fail based on
how well they link employee training to their business strategy.
Classical training modules have used Peter Senge’s conceptual approach around Personal mastery, Successful
conceptualization, sharing the visions, team learning, and systems thinking. There are several acknowledged
successors to Senge, which have developed practical concepts for corporate training. The substantial task of
the developer is to adapt recent knowledge on Learning Organizations to an industrial environment as
described in the TNA-study. If the 2 days module as proposed does not seem feasible for the training, the
developer is free to propose, after agreement with TAT, a 3-days module. In this case, however, the number of
times to perform the course will decrease within the same resource frame.
Delivering training will be done within the period December 2013 – November 2014, in accordance to a
scheme proposed by the Trainer and decided in cooperation with TAT. 2 times 2 wd will be reserved for the
first course and a repeated round. Then a general evaluation of demand from regional industry and other
factors will decide if more rounds of the course will be called off (within the framework of 16 days). It is
expected that at most four more rounds will be called off, but this will depend on circumstances as mentioned.
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT
Required qualifications and skills
Education and Skills
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy
- Good command of English is necessary for documentation according to EU standards and
communication with TAT
General professional experience
- Minimum 5 years general professional experience in development of curriculum and delivery of
training
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experience
Working experience in
- Designing training programs
- Experienced lecturer or group leader for training issues
- Familiar with techniques on monitoring and assessing training impact
- Good communication and presentation skills
Deliveries
Training
Training should be delivered according to call off agreements. Trainers should have a general ambition to use
progressive and unconventional training pedagogics to supplement traditional training classes. Study visits,
Action Learning methods and training connected to industrial sites and actual problems might be used. Expert
should submit the participant list and photos taken during the training rounds as well as evaluation of each
training round.
Training Package
The training package from each component above should include development of curriculum, and instructions
for training sessions. Purpose of the course, and goals for the training should be specified. A general
description of target groups, and how adaptation to these is made, is expected. Training material should be
presented in English and Turkish, preferably in ppt-format, and hand-outs, and modules for social media such
as You Tube, if any, should be documented.
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The training module should have the ambition of being tailor made in relation to needs from regional industry.
Basic information on these needs is documented in the TNA-report (available at www.etbim.org). The reporting
of the development work will be made as a preliminary overview before starting the course, and the full
documentation is supposed to be delivered within one week after finalising the last round of the course by the
Senior Trainer. A short evaluation based on participants’ view is expected to be appended to this report.
Overview report
A short overview report and internal evaluation of the training components of Human Resources Management
should be delivered based on the coordinators planning instructions and separate internal evaluations
delivered by the trainers from the different components.
Mission Report
After finishing the assignment the expert will prepare a mission report. These reports will be prepared in
English; a Turkish translation of these reports will be made available to the relevant beneficiaries. Reports will
be submitted to the Team Leader within 7 calendar days following the end of each mission.
All reports and training material will be delivered English and translated into Turkish. Copyright of the material
will belong to European Union. The documentation may be used by Erciyes Technopark or Yozgat Innovation
Centre in their future work.
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Appendix 14.2 ToR for 3 Junior Experts in HRM
TERMS OF REFERENCE
for short term junior experts on
trainings in Human Resource Management
Project title
Activities
Duration, and total amount of
working days
Period of performance
Place of performance of
coordination, development and
delivery of training
Prepared by
To
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark Regional
Innovation Centre Project
EuropeAid/128636/D/SER/TR
PA3 Sub-Activity 2.1 Developing training plan and required training materials in
Human Resource Management, and 2.3 delivering training
1. The Junior Experts on Leadership will have estimated 12wd (work days)
within a call off framework of 18wd;
2. The Junior Expert on Talent Management and Learning Organizations
24wd within a framework of 36wd;
According to Scheme decided in cooperation with the Technical Assistance Team
(TAT)
Kayseri, and to some extent in Yozgat.
TL
CA, OCU
Background
In the Pre-accession Economic Programme 2004 an SME strategy and an action plan defined a road map to
implementation of national policies for SMEs and increasing competitiveness in the EU harmonization process.
The Regional Competitive Operational programme (RCOP) was put into effect, and works as an umbrella for the
Regional Technopark and Innovation Centre Project, which is implemented by the Ministry of Science, Industry
and Technology (MoSIT). The RCOP aims to concentrate on strategies in order to improve the productivity of
SMEs, to upgrade their R&D infrastructures, to increase ICT usage, and to improve their service quality,
advertising and marketing capabilities. The ToR for the Regional Technopark and Innovation Centre Project, the
“ETBİM Project”, will give more details.
Project Objectives
The overall objectives of the Regional Innovation project are to increase regional competitiveness by
supporting enterprises and improving business, R&D, innovation technology and the ICT environment.
Accordingly the general scope of the project comprises four distinct but highly interrelated processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark’s management,
and for the connected companies, as well as the knowledge intensive SMEs in the region
- Enhanced capacity for better assessment of needs and potential in the region and required actions for
development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
This activity aims to increase the capacity and knowledge of the SMEs in Kayseri and Yozgat in the specific field
of the training program. The specific training topic is decided according to the TNA results. We have found out
that most of the SMEs need to be trained in this field to increase their competitiveness, improve their
productivity and upgrade their functional performance. We will try to reduce their inefficiencies in the
required field through up-to-date, comprehensive and interactive training programmes. Moreover, we shall
organise experience-based and target oriented training programs aiming at developing multi-functional skills.
Activities and tasks of the assignment
Position 1.Junior Expert for Leadership Training.
This first position will assist the responsible Senior Trainer in preparing and delivering training, in accordance
with guidelines given by the senior trainer in consensus with TAT. If the Junior Expert will take over training or
pedagogic workshops or group work after some introductory period by the Senior Trainer, at least one lecture
should be performed in joint action between the two of them.
The substance of the Leadership training course will be decided by the Senior Trainer, and include classical
issues such as
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-
Vision and value base for the company
The leadership role
A company’s basic organisational framework
The legal and regulatory framework for private companies
Main policy areas (like personnel policy, health and security, environmental policy, gender policy etc)
Delivering training will be done within the period December 2013 – November 2014, in accordance to a
scheme proposed by the Senior Trainer and decided in cooperation with TAT. The Junior Expert in Leadership
training will assist the senior in all necessary parts. Basic support will last for 12 days. An extension may be
called off by the Senior Trainer in cooperation with TAT within a framework of 18 days (including the first 12
days). If the Junior Expert will take over training classes after the Senior Trainer, at least one lecture should be
performed in joint action before.
The Junior Expert should be prepared to work evenings and weekends, if requested by participants and agreed
with TAT.
Position 2. Junior Expert for Talent Management and Learning Organizations
This second position will assist the responsible Senior Trainers in preparing and delivering training, in
accordance with guidelines given by the senior trainers in consensus with TAT. If the Junior Expert will take
over training or pedagogic workshops or group work after some introductory period by the Senior Trainers, at
least one lecture under each subject should be performed in jointly with the Senior Experts.
When it comes to substance, “Talent Management” today the concept of talent management has become a
theme for consultancy rather than academic discipline. The whole lot of topics often includes recruitment and
selection, sourcing of labour force, training and developing labour force and retaining the staff, promotion
systems, incentive formation, and career management and others. The Senior Trainer will show what the most
interesting issues for training are.
Learning Organisations as concept for training organisations has existed on the consultancy market for several
decades by now. In spite of this it actuality has lately been accentuated as the needs for corporations to
prepare their employees to cope with new complexities have accelerated. These activities have been especially
important where national education systems are failing to arm new workers with the skills they will require to
keep pace with competitors’ development. In such an environment companies will succeed or fail based on
how well they link employee training to their business strategy.
The Senior Trainer will decide the training substance and module after agreement with TAT.
Delivering training will be done within the period November 2013 – November 2014, in accordance to a
scheme proposed by the Senior Trainers and decided in cooperation with TAT. The Junior Expert will assist the
senior expert in Talent Management and senior expert in Learning Organisations trainings in all necessary
parts. Basic support will last for 24 days. An extension may be called off by the Senior Trainer in cooperation
with TAT within a framework of 36 days (including the first 24 days). If the junior expert will take over training
classes after the Senior Expert, at least one lecture in each subject should be performed in joint action before.
The Junior Trainer should be prepared to work evenings and weekends, if requested by participants and agreed
with TAT
Required qualifications and skills
Education and Skills
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy
- Training will be in Turkish language, but good command in English is necessary for communication
with TAT and for support at documentation.
General professional experience
- Minimum 2 years general professional experience in education and/or training
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experience
- Familiar with techniques on monitoring and assessing training impact
- Good communication and presentation skills
Deliveries
Training
Support to Senior Trainers, and TAT if requested. Training should be delivered according to call off agreements.
Training should be delivered according to call off agreements. The Junior Expert should have a general ambition
to use progressive and unconventional training pedagogics to supplement traditional training classes. Study
151
visits, Action Learning based on practical pilot cases may be valuable, and training connected to industrial sites
and actual problems might be used. Methods based on social media may be elaborated together with
participants.
Training Package
Supplementing material to training package and instructions for training sessions shall be delivered by the
Senior Trainer. The Junior Expert shall inform the Senior Trainer on administrative and other conditions for the
training taken care of as well as Junior Expert is responsible for keeping the attendance sheets of each training
sessions together including the relevant photos taken during the training sessions as well as evaluation of each
participant participated to the trainings.
Mission Report
After finishing the assignment the expert will prepare a mission report. This report will be prepared in English; a
Turkish translation of these reports will be made available to the relevant beneficiaries. Reports will be
submitted to the Team Leader within 7 calendar days following the end of each mission.
All reports and training material will be delivered in Turkish and English. Copyright of the material will belong to
European Union. The documentation may be used by Erciyes Technopark or Yozgat Innovation Centre in their
future work.
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Appendix 14.3 ToR for Senior Trainer and Junior Expert on Project
Management
TERMS OF REFERENCE
for short term Senior Instructor and short term Junior Expert on
training in Project Management
Project title
Activities
Call off agreements duration, and
total amount of working days
Period of performance
Place of performance of
coordination, development and
delivery of training
Prepared by
To
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark Regional
Innovation Centre Project
EuropeAid/128636/D/SER/TR
PA3 Sub-Activity 2.1 Developing training plan and required training materials in
Project Management, and 2.3 delivering training in the same area.
1. Senior Expert and Instructor for estimated 25 wd (work days) within a call
off framework of 34 wd.
2. Junior Expert of training for estimated 12 within a framework of 18 wd.
According to Scheme decided in cooperation with the Technical Assistance Team
(TAT)
Kayseri, and to some extent in Yozgat
TL
CA, OCU
Background
In the Pre-accession Economic Programme 2004 an SME strategy and an action plan defined a road map to
implementation of national policies for SMEs and increasing competitiveness in the EU harmonization process.
The Regional Competitive Operational programme (RCOP) was put into effect, and works as an umbrella for the
Regional Technopark and Innovation Centre Project, which is implemented by the Ministry of Science, Industry
and Technology (MoSIT). The RCOP aims to concentrate on strategies in order to improve the productivity of
SMEs, to upgrade their R&D infrastructures, to increase ICT usage, and to improve their service quality,
advertising and marketing capabilities. The ToR for the Regional Technopark and Innovation Centre Project will
give more details.
Project Objectives
The overall objectives of the Regional Innovation project in Kayseri - Yozgat are to increase regional
competitiveness by supporting enterprises and improving business, R&D, innovation technology and the ICT
environment. Accordingly the general scope of the project comprises four distinct but highly interrelated
processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark’s management,
and for the connected companies, as well as the knowledge intensive industry in the region
- Enhanced capacity for better assessment of needs and potential in the region and required actions for
development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
This activity aims to increase the capacity and knowledge of the SMEs in Kayseri in the specific field of the
training program. The specific training topic is decided according to the results of a training needs assessment,
TNA, and an assessment of needs for service/support from Technopark or Innovation Centre, SNA, concerning
commercialisation of innovative ideas in industry and research in connection to the universities. We have
found out that most of the SMEs need to be trained in this field to increase their competitiveness, improve
their productivity and upgrade their functional performance.
Activities and tasks of the assignment
1. Coordinator for Innovation Management, Developer and Senior Trainer for Project Development
Block B of the training programme refers to Innovation management. The Senior Instructor of Project
Management will also be responsible as coordinator of the Innovation Management block. As the four
proposed components for Innovation Management might be partly overlapping each other, the coordinator
will be responsible for the overall structure on how the components will be composed. It can also mean that if
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some of the Senior Trainers from the same block claim that some essential aspect of Innovation Management
is missing, decision should be taken together with TAT in which component this aspect will be brought in for
training. In practice the coordination means that proposals for planning of the other three components will be
read and edited in relation to the coordinators own component. After finished training the coordinator is
supposed make a very short summary of the final composition of all four components.
The assignment also includes development of the substance of Project Management training to cover the
needs for knowledge and practical skills. Preparatory work for coordination and development of the project
management component renders 10 wd (work days). The training package for Project Management is
supposed to be contained in a unit comparative to 3 wd. The expert is supposed to organise this training time
in the most fruitful way, which should be made in cooperation with the TAT.
Concerning the substance of the component the following should be noted: Goal oriented activities under
limited resources to be managed under time restriction usually are called projects. They can belong to two
main classes. The first type concerns reproductive projects, where a known processes will are repeated, to
achieve known goals under known conditions. This is not the main concern of our training. The second type
concerns projects where new ideas, products or market relations will be developed, without taking for granted
that the solution on how to do it is known from the beginning. This kind of creative projects is the target for our
training.
Typical areas to establish control over are
- Project time management
- Project cost management
- Project quality management
- Project human resource management
- Project communication management
- Project risk management
- Project procurement management
Several complex methods as well as simple techniques have been developed, and presented in the literature.
Some of them focus on control, other focus on stimulation of creativity. Management by objectives, MBO,
Project cycle management, PCM, Benchmarking, are some of the classical techniques. Several others are
possible to mention.
The substance of the training to be developed for training will give a short overview of the rich flora of
approaches in academy and praxis. Then there will be presented some useful examples of commonly used
project management models in commercial context (not from bureaucracy or international cooperation). If
conditions are favourable in training groups, it is recommended to manage a pilot case related to some of the
participants’ on-going activities.
The developer, however, should be allowed to demonstrate approaches from own experiences in practical
applications. If possible, these should be selected close to the specific interests of participants (if known in
advance).
Delivering training will be done within the period December 2013 – November 2014, in accordance to a
scheme proposed by the Senior Trainer and decided in cooperation with TAT. 2 times 3 wd will be reserved for
the first course and the repeated performance of this course (i.e. two “rounds”). Then a general evaluation of
demand from regional industry and other factors will decide if more rounds of the course will be called off,
within the framework of 34 days (incl. the first 25 days). It is expected that at most six rounds more will be
called off, but this will depend on circumstances as mentioned.
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
2. Junior Expert for Project Management training
The Junior Expert in Project Management training will assist the Senior Trainer in all necessary parts in
accordance with guidelines given by the senior trainer in consensus with TAT. If the Junior Expert will take over
training or pedagogic workshops or group work after some introductory period by the Senior Trainer, at least
one lecture should be performed in joint action between the two of them.
The substance of the Project Management training course will be decided by the Senior Trainer, and include
classical issues such as
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-
Project time management
Project cost management
Project quality management
Project human resource management
Project communication management
Project risk management
Project procurement management
Delivering training will be done within the period December 2013 – October 2014, in accordance to a scheme
proposed by the Trainer and decided in cooperation with TAT. Basic support will last for 12 days. An extension
may be called off by the Senior Trainer in cooperation with TAT within a framework of 18 days (including the
first 12 days). If the Junior Expert will take over training classes after the Senior Trainer, at least one lecture
should be performed in joint action before.
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
Required qualifications and skills
1. Education and Skills for Senior Trainer
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy
- Good command of English is necessary for documentation according to EU standards and
communication with TAT
General professional experience for Senior Trainer
- Minimum 5 years general professional experience in managing commercial projects, with
practical use of some of the relevant methods like MBO, Benchmarking, Props, Lean or similar
methods.
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experience for Senior Trainer
Working experience in
- Designing training programs
- Experienced lecturer or group leader for training issues
- Familiar with techniques on monitoring and assessing training impact
- Good communication and presentation skills
2.
Education and Skills for Junior Expert
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy
- Training will be in Turkish language, but good command in English is necessary for
communication with TAT and for support at documentation.
General professional experiences for Junior Expert
- Minimum 2 years general professional experience in education and/or training
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experiences for Junior Expert
- Some experience as lecturer or group leader for training issues
- Good communication and presentation skills
Deliveries
1. For Senior coordinator, developer and trainer
Training
Training should be delivered according to call off agreements. The Trainer should have a general ambition to
use progressive and unconventional training pedagogics to supplement traditional training classes. Study visits,
Action Learning based on practical pilot cases may be valuable, and training connected to industrial sites and
actual problems might be used. Methods based on social media may be elaborated together with participants.
Training Package
The training package should include curriculum, and instructions for training sessions. Purpose of the course,
and goals for the training should be specified. A general description of target groups, and how adaptation to
the needs of these groups is made, is expected. Training material should be presented in English and Turkish,
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155
preferably in ppt-format, and hand-outs, and modules for social media such as You Tube, if any, should be
documented.
The training module should have the ambition of being tailor made in relation to needs from regional industry.
Basic information on these needs is documented in the TNA-report available at the projects web site
(www.etbim.org). The reporting of the development work will be made as a preliminary overview before
starting the course, and the full documentation is supposed to be delivered within one week after finalising the
last round of the course by the Senior Trainer. A short evaluation based on participants’ view and progress is
expected to be appended to this report.
Overview report
A short overview report and internal evaluation of the training components of Innovation Management should
be delivered based on the coordinators planning instructions and separate internal evaluations delivered by
the trainers from the different components.
Mission Report
After finishing the assignment the expert will prepare a mission report. These reports will be prepared in
English; a Turkish translation of these reports will be made available to the relevant beneficiaries. Reports will
be submitted to the Team Leader within 7 calendar days following the end of each mission.
All reports and training material will be delivered English and translated into Turkish. Copyright of the material
will belong to European Union. The documentation may be used by Erciyes Technopark or Yozgat Innovation
Centre in their future work.
2.
For Junior Expert
Training
Training should be delivered according to call off agreements. The Junior Expert should have a general ambition
to use progressive and unconventional training pedagogics to supplement traditional training classes. Study
visits, Action Learning based on practical pilot cases may be valuable, and training connected to industrial sites
and actual problems might be used. Methods based on social media may be elaborated together with
participants.
Training Package
Supplementing material to training package and instructions for training sessions shall be delivered by the
Senior Trainer. The Junior Expert shall inform the Senior Trainer on administrative and other conditions for the
training taken care of as well as Junior Expert is responsible for keeping the attendance sheets of each training
sessions together including the relevant photos taken during the training sessions as well as evaluation of each
participant participated to the trainings.
Mission Report
After finishing the assignment the expert will prepare a mission report. This report will be prepared in English; a
Turkish translation of these reports will be made available to the relevant beneficiaries. Reports will be
submitted to the Team Leader within 7 calendar days following the end of each mission.
All reports and training material will be delivered in Turkish and English. Copyright of the material will belong to
European Union. The documentation may be used by Erciyes Technopark or Yozgat Innovation Centre in their
future work.
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Appendix 14.4 ToR for Senior Trainer and Junior Expert on Intellectual
Property Rights
TERMS OF REFERENCE
for short term Senior Instructor and Junior Expert on
Training in Intellectual Property Rights
Project title
Activities
Call off agreements duration,
and total amount of working
days
Period of performance
Place of performance of
coordination, development
and delivery of training
Prepared by
To
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark
Regional Innovation Centre Project
EuropeAid/128636/D/SER/TR
PA3 Sub-Activity 2.1 Developing training plan and required training materials
in Intellectual Property Rights, and 2.3 delivering training in the same area.
1. Senior Expert and Instructor for estimated 20 wd (work days) within a call
off framework of 29 wd.
2. Junior Expert for estimated 12 wd within a framework of 18 wd
According to Scheme decided in cooperation with the Technical Assistance
Team (TAT)
Kayseri, and to some extent in Yozgat.
TL
CA, OCU
Background
In the Pre-accession Economic Programme 2004 an SME strategy and an action plan defined a road map to
implementation of national policies for SMEs and increasing competitiveness in the EU harmonization process.
The Regional Competitive Operational programme (RCOP) was put into effect, and works as an umbrella for the
Regional Technopark and Innovation Centre Project, which is implemented by the Ministry of Science, Industry
and Technology (MoSIT). The RCOP aims to concentrate on strategies in order to improve the productivity of
SMEs, to upgrade their R&D infrastructures, to increase ICT usage, and to improve their service quality,
advertising and marketing capabilities. The ToR for the Regional Technopark and Innovation Centre Project will
give more details.
Project Objectives
The overall objectives of the Regional Innovation project in Kayseri - Yozgat are to increase regional
competitiveness by supporting enterprises and improving business, R&D, innovation technology and the ICT
environment. Accordingly the general scope of the project comprises four distinct but highly interrelated
processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark’s management,
and for the connected companies, as well as the knowledge intensive SMEs in the region
- Enhanced capacity for better assessment of needs and potential in the region and required actions for
development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
This activity aims to increase the capacity and knowledge of the SMEs in Kayseri in the specific field of the
training program. The specific training topic is decided according to the results of a training needs assessment,
TNA, and an assessment of needs for service/support from Technopark or Innovation Center, SNA, concerning
commercialisation and protection of innovative ideas in industry and research in connection to the universities.
We have found out that most of the SMEs need to be trained in this field to increase their competitiveness,
improve their productivity and upgrade their functional performance.
Activities and tasks of the assignment
1. Senior developer and trainer of Intellectual Property Rights
The assignment includes development of the substance of training to cover the needs for knowledge and
practical skills concerning Intellectual Property Rights, IPR. For this purpose 5 days are reserved. The training
package is supposed to be contained in a unit comparative to 3 work days (wd). The expert is supposed to
organise this training time in the most fruitful way, which should be made in cooperation with the TAT.
The substance of the IPR training course will include basic commercial issues such as
1
157
- Establishment of an IP strategy for the company
- Conditions for patent and other IPR registration, and the basic process
- Granting procedures at national, European and international level
- Management of and IP-portfolio, including issues about trade with licenses
The course should also include pragmatic issues like
- Availability of patent registers for simple search tasks
- Use of patent registers as source for generating new ideas
When elaborating the training module the developer, however, should have freedom to propose alternative or
supplementing approaches in accordance with their. If possible the specific interests of participants (if known
in advance) should be considered.
Delivering training will be done within the period December 2013 – November 2014, in accordance to a
scheme proposed by the Trainer and decided in cooperation with TAT. 2 times 3 wd will be reserved for the
first course and the repeated performance of this course (i.e. two “rounds”). Then a general evaluation of
demand from regional industry and other factors will decide if more rounds of the course will be called off
within the framework of 29 days (including the 20 wd already spent).
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
2. Junior Expert on Intellectual property rights
The Junior Expert in Intellectual Property Rights training will assist the Senior Trainer in all necessary parts.
Basic support will last for 12 days. An extension may be called off by the Senior Trainer in cooperation with TAT
within a framework of 18 days (including the first 12 days). If the Junior Expert will take over training classes
after the Senior Trainer, at least one lecture should be performed in joint action before.
Delivering training will be done within the period December 2013 – October 2014, in accordance to a scheme
proposed by the Trainer and decided in cooperation with TAT
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
Required qualifications and skills
1. Education and Skills for Senior Trainer
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy
- Trainings will be made in Turkish or English
General professional experience for Senior Trainer
- At least 5 years’ experience in working with intellectual property right management, IPR contract
management, application evaluation in IPR
- International experiences on use of the patent institution
- Minimum 5 years general professional experience related to education and/or training
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experience for Senior Trainer
Working experience in
- Designing training programs
- Experienced lecturer or group leader for training issues
- Familiar with techniques on monitoring and assessing training impact
- Good communication and presentation skills
2. Education and Skills for Junior expert
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy
- Good command of English
General professional experience for Junior expert
- At least 1 years’ experience in working with intellectual property right management, IPR contract
management, application evaluation in IPR
- Minimum 2 years general professional experience related to education and/or training
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experience for Junior expert
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158
-
Experienced lecturer or group leader for training issues
Good communication and presentation skills
Deliveries
1. For Senior developer and trainer
Training
Training should be delivered according to call off agreements. The Trainer should have a general ambition to
use progressive and unconventional training pedagogics to supplement traditional training classes. Study visits,
Action Learning methods and training connected to industrial sites and actual problems might be used.
Methods based on social media may be tried together with participants.
Training Package
The training package from each component above should include development of curriculum, and instructions
for training sessions. Purpose of the course, and goals for the training should be specified. A general
description of target groups, and how adaptation to these is made, is expected. Training materiel should be
presented in English and Turkish, preferably in ppt-format, and hand-outs, and modules for social media such
as You Tube, if any, should be documented.
The training module should have the ambition of being tailor made in relation to needs from regional industry.
Basic information on these needs is documented in the TNA-report (available at the project’s web page
www.etbim.org).
The reporting of the development work will be made as a preliminary overview before starting the course, and
the full documentation is supposed to be delivered within one week after finalising the last round of the course
by the Senior Trainer. A short evaluation based on participants’ view is expected to be appended to this report.
Mission Report
After finishing the assignments the expert will prepare a mission report. These reports will be prepared in
English; a Turkish translation of these reports will be made available to the relevant beneficiaries. Reports will
be submitted to the Team Leader within 7 calendar days following the end of each mission.
Reports and training material will be delivered English and translated into Turkish. Copyright of the material
will belong to European Union. The documentation may be used by Erciyes Technopark or Yozgat Innovation
Center in their future work.
2. For Junior expert
Training
Training should be delivered according to call off agreements with TAT and schedule from the Senior Trainer.
The Junior Expert should have a general ambition to use progressive and unconventional training pedagogics to
supplement traditional training classes. Study visits, Action Learning methods and training connected to
industrial sites and actual problems might be used. Methods based on social media may be tried together with
participants.
Training Package
Supplementing material to training package and instructions for training sessions shall be delivered by the
Senior Trainer. The Junior Expert shall inform the Senior Trainer on administrative and other conditions for the
training taken care of as well as Junior Expert is responsible for keeping the attendance sheets of each training
sessions including the relevant photos taken during the training sessions as well as evaluation of each
participant participated to the trainings.
Mission Report
After finishing the assignment the expert will prepare a mission report. This report will be prepared in English; a
Turkish translation of these reports will be made available to the relevant beneficiaries. Reports will be
submitted to the Team Leader within 7 calendar days following the end of each mission.
Reports and training material will be delivered English and translated into Turkish. Copyright of the material
will belong to European Union. The documentation may be used by Erciyes Technopark or Yozgat Innovation
Center in their future work.
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159
Appendix 14.5 ToR for Senior Trainer and Junior Expert on Open Innovation
Strategy Development
TERMS OF REFERENCE
for short term Senior Instructor and short term Junior Expert on
training in Open Innovation Strategy development
Project title
Activities
Call off agreements duration,
and total amount of working
days
Period of performance
Place of performance of
coordination, development
and delivery of training
Prepared by
To
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark
Regional Innovation Centre Project
EuropeAid/128636/D/SER/TR
PA3 Sub-Activity 2.1 Developing training plan and required training materials
in Open Innovation Strategy, and 2.3 delivering training in the same area.
1. Senior Expert and Instructor for estimated 14 wd (work days) within a call
off framework of 20 wd.
2. Junior Expert of training for estimated 6 wd (work days) within a
framework of 8 wd.
According to Scheme decided in cooperation with the Technical Assistance
Team (TAT)
Kayseri, and to some extent in Yozgat
TL
CA, OCU
Background
In the Pre-accession Economic Programme 2004 an SME strategy and an action plan defined a road map to
implementation of national policies for SMEs and increasing competitiveness in the EU harmonization process.
The Regional Competitive Operational programme (RCOP) was put into effect, and works as an umbrella for the
Regional Technopark and Innovation Centre Project, which is implemented by the Ministry of Science, Industry
and Technology (MoSIT). The RCOP aims to concentrate on strategies in order to improve the productivity of
SMEs, to upgrade their R&D infrastructures, to increase ICT usage, and to improve their service quality,
advertising and marketing capabilities. The ToR for the Regional Technopark and Innovation Centre Project will
give more details.
Project Objectives
The overall objectives of the Regional Innovation project in Kayseri - Yozgat are to increase regional
competitiveness by supporting enterprises and improving business, R&D, innovation technology and the ICT
environment. Accordingly the general scope of the project comprises four distinct but highly interrelated
processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark’s management,
and for the connected companies, as well as the knowledge intensive industry in the region
- Enhanced capacity for better assessment of needs and potential in the region and required actions for
development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
This activity aims to increase the capacity and knowledge of the SMEs in Kayseri in the specific field of the
training program. The specific training topic is decided according to the results of a training needs assessment,
TNA, and an assessment of needs for service/support from Technopark or Innovation Center, SNA, concerning
commercialisation of innovative ideas in industry and research in connection to the universities. We have
found out that most of the SMEs need to be trained in this field to increase their competitiveness, improve
their productivity and upgrade their functional performance.
Activities and tasks of the assignment
1.
Developer and Senior Trainer for Open Innovation Strategy development
160
The assignment includes development of the substance of Open Innovation Strategy development training to
cover the needs for knowledge and practical skills. Preparatory work for coordination and development of
Open Innovation Strategies component renders 4 wd (work days). The training package for Open Innovation
Strategies is supposed to be contained in a unit comparative to 2 wd. The expert is supposed to organise this
training time in the most fruitful way, which should be made in cooperation with the TAT.
Concerning the substance of the component it should be noted that during the latest years, open
innovation has become increasingly important as it enables companies to be able to respond in a quick and
flexible way to changes in the environment. Open Innovation strategy also makes companies remain
competitive despite the shortening lead time of products to market. In the European business context, this
shift is noticeable.
The advantages of open innovation for large corporations working worldwide are apparent. However, also
smaller companies can benefit from cooperation with other parties. Although the increasing mobility of highly
educated employees, the growing amount of entrepreneurs and the emergence of venture capital might at first
sight seem to be a threat to the survival of the current business, it also creates opportunities. Hence when
cooperation with innovative entrepreneurs and with universities in order to promote innovations new
technologies occur, that do not fit the current strategy. Those innovations can be brought to external markets
through new alliances.
Managers of European companies are increasingly discovering open innovation as a major challenge to speed
up their innovation process and to improve the innovation based growth strategies. So far we have seen little
of this in Turkey, so it would place the Kayseri /Yozgat region on the map by making real efforts to stimulate
growth this way.
The developer should consider the following main characteristics when proposing training for developing an
Open Innovation Strategy:
- The strategy should function as an interface between academia and the needs of practitioners
- It should pay special attention to developing management tools and in-company training
- New application fields for open innovation should be looked for
- The training shall contribute to awareness with respect to open innovation in Europe
- Training should give an overview of research and publication in the field of open innovation focusing
on the best practices in Europe and around the world
- Training shall also stimulate exchange of knowledge (e.g. best practices) between experienced
practitioners.
Delivering training will be done within the period January 2013 – October 2014, in accordance to a scheme
proposed by the Trainer and decided in cooperation with TAT. 2 times 2 wd will be reserved for the first course
and the repeated performance of this course (i.e. two “rounds”). Then a general evaluation of demand from
regional industry and other factors will decide if more rounds of the course will be called off, within the
framework of 20 days (incl. the first 14 days). It is expected that at most six rounds more will be called off, but
this will depend on circumstances as mentioned.
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
2. Junior Expert Open Innovation Strategy development training
The Junior Expert in Project Management training will assist the senior in all necessary parts. Basic support will
last for 6 days. An extension may be called off by the Senior Trainer in cooperation with TAT within a
framework of 8 days (including the first 6 days). If the Junior Expert will take over training classes after the
Senior Trainer, at least one lecture should be performed in joint action before.
Delivering training will be done within the period January 2013 – October 2014, in accordance to a scheme
proposed by the Trainer and decided in cooperation with TAT
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
161
Required qualifications and skills
1. Education and Skills for Senior Trainer
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy
- Training will be made in Turkish language, but reporting and a large part of communication in the
project will need good command of English language
General professional experience for Senior Trainer
- Management of at least 1 practical training based on Open Innovation Strategy
- Minimum 5 years general professional experience in managing commercial projects, with
practical use of some of the relevant methods like MBO, Benchmarking, Props, Lean or similar
methods.
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experience for Senior Trainer
Working experience in
- Designing training programs
- Experienced lecturer or group leader for training issues
- Familiar with techniques on monitoring and assessing training impact
- Good communication and presentation skills
2.
Education and Skills for Junior Expert
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy
- Good command of English
General professional experiences for Junior Expert
- Minimum 2 years general professional experience in managing commercial projects,
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experiences for Junior Expert
- Some experience as lecturer or group leader for training issues
- Good communication and presentation skills
Deliveries
1. For Senior developer and trainer
Training
Training should be delivered according to call off agreements. The Trainer should have a general ambition to
use progressive and unconventional training pedagogics to supplement traditional training classes. Study visits,
Action Learning based on practical pilot cases may be valuable, and training connected to industrial sites and
actual problems might be used. Methods based on social media, e-learning and similar techniques may be
elaborated together with participants.
Training Package
The training package should include curriculum, and instructions for training sessions. Purpose of the course,
and goals for the training should be specified. A general description of target groups, and how adaptation to
the needs of these groups is made, is expected. Training material should be presented in English and Turkish,
preferably in ppt-format, and hand-outs, and modules for social media such as You Tube, if any, should be
documented.
The training module should have the ambition of being tailor made in relation to needs from regional industry.
Basic information on these needs is documented in the TNA-report available at the projects web site
(www.etbim.org).
The reporting of the development work will be made as a preliminary overview before starting the course, and
the full documentation is supposed to be delivered within one week after finalising the last round of the course
by the Senior Trainer. A short evaluation based on participants’ view and progress is expected to be appended
to this report.
162
Mission Report
After finishing the assignments the expert will prepare a mission report. These reports will be prepared in
English; a Turkish translation of these reports will be made available to the relevant beneficiaries. Reports will
be submitted to the Team Leader within 7 calendar days following the end of each mission.
Reports and training material will be delivered English and translated into Turkish and. Copyright of the
material will belong to European Union. The documentation may be used by Erciyes Technopark or Yozgat
Innovation Centre in their future work.
2. For Junior Expert
Training
Training should be delivered according to call off agreements with TAT and schedule from the Senior Trainer.
The Junior Expert should have a general ambition to use progressive and unconventional training pedagogics to
supplement traditional training classes. Study visits, Action Learning based on practical pilot cases may be
valuable, and training connected to industrial sites and actual problems might be used. Methods based on
social media may be elaborated together with participants.
Supplementing material to Training Package
Supplementing material to training package and instructions for training sessions shall be delivered by the
Senior Trainer. The Junior Expert shall inform the Senior Trainer on administrative and other conditions for the
training taken care of, as well as Junior Expert is responsible for keeping the attendance sheets of each training
sessions including the relevant photos taken during the training sessions as well as evaluation of each
participant participated to the trainings.
Mission Report
After finishing the assignment the expert will prepare a mission report. This report will be prepared in English; a
Turkish translation of these reports will be made available to the relevant beneficiaries. Reports will be
submitted to the Team Leader within 7 calendar days following the end of each mission.
All reports and training material will be delivered English and translated into Turkish. Copyright of the material
will belong to European Union. The documentation may be used by Erciyes Technopark or Yozgat Innovation
Centre in their future work.
LG20131117
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Appendix 14.6 ToR for Senior Trainer and Junior Expert on Entrepreneurial
Development
TERMS OF REFERENCE
for short term Senior Instructor and Junior Expert on
training in Entrepreneurial Development
Project title
Activities
Call off agreements duration,
and total amount of working
days
Period of performance
Place of performance of
coordination, development
and delivery of training
Prepared by
To
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark
Regional Innovation Centre Project
EuropeAid/128636/D/SER/TR
PA3 Sub-Activity 2.1 Developing training plan and required training materials
in Entrepreneurship Training, and 2.3 delivering training in the same area.
1. Senior Expert and Instructor for estimated 31 wd (work days) within a call
off framework of 46 wd.
2. Junior Expert on Entrepreneurship training for estimated 20 wd within a
call off framework of 30wd.
According to Scheme decided in cooperation with the Technical Assistance
Team (TAT)
Kayseri, Erciyes Technopark, the incubator
TL
CA, OCU
Background
In the Pre-accession Economic Programme 2004 an SME strategy and an action plan defined a road map to
implementation of national policies for SMEs and increasing competitiveness in the EU harmonization process.
The Regional Competitive Operational programme (RCOP) was put into effect, and works as an umbrella for the
Regional Technopark and Innovation Centre Project, which is implemented by the Ministry of Science, Industry
and Technology (MoSIT). The RCOP aims to concentrate on strategies in order to improve the productivity of
SMEs, to upgrade their R&D infrastructures, to increase ICT usage, and to improve their service quality,
advertising and marketing capabilities. The ToR for the Regional Technopark and Innovation Centre Project will
give more details.
Project Objectives
The overall objectives of the Regional Innovation project in Kayseri - Yozgat are to increase regional
competitiveness by supporting enterprises and improving business, R&D, innovation technology and the ICT
environment. Accordingly the general scope of the project comprises four distinct but highly interrelated
processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark’s management,
and for the connected companies, as well as the knowledge intensive industry in the region
- Enhanced capacity for better assessment of needs and potential in the region and required actions for
development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
This activity aims to increase the capacity and knowledge of the SMEs in Kayseri in the specific field of the
training program. The specific training topic is decided according to the results of a training needs assessment,
TNA, and an assessment of needs for service/support from Technopark or Innovation Center, SNA, concerning
commercialisation of innovative ideas in industry and research in connection to the universities.
1
164
Activities and tasks of the assignment
1. Senior developer of training course and expert on Entrepreneurship development
The assignment includes development of the substance of Entrepreneurial Training to build up a general
1
understanding of entrepreneurship and intrapreneurship and correspond to practical needs for making the
company in progress work satisfactory. For this purpose 6 days are reserved. The training package is supposed
to be contained in a unit comparative to 5 work days (wd) but this unit will be implemented over an extended
period, as needed by the project development. The expert is supposed to organise this training time in the
most fruitful way, which should be made in cooperation with the TAT.
The participant potential entrepreneurs will all bring their visions for starting their own companies. Before
starting their project to build up their own business, they will be introduced about various possible models for
entrepreneurship development, such as
- Individually oriented functional models, which dominate the courses around the globe today, teaching
about legal conditions, administrative planning, accounting, basic financial planning etc.
- Collectively oriented models, e.g. for start of cooperative, a la Mondragon, or group oriented private
commercial approach, a la Saiolan, also from Spain.
- Network oriented trial and error models in open systems, such as we know them from the Stanford
School and related to the Silicon Valley syndrome.
A practical mix that will be agreed on (with TAT), probably based on functional training. We find this kind of
training as standardised models in UN by UNIDO or ILO, or the World Bank by IFC or IBRD. The resulting training
module will distribute 5 days, one by one. These formal training sessions will be cutting across the continuously
on-going coaching scheme for some of the same participants. Hence the developer should consider how to
make a course possible to coordinate with a multifunctional coaching system.
Delivering training will be done within the period from the end of December 2013 until November 2014. As it is
important that the training corps will be part of building a business community within the Technopark
premises, which is seen as an essential aspect of the identity formation of the entrepreneurs, the starting date
will also be dependent on when the new facilities for ET’s incubator and pre-incubator are available.
The five training days will not necessarily be delivered in blocks of 5 consecutive days. As the course
participants will be involved in parallel coaching sessions, there might be reasons to make some split ups in the
training schedule to fit the ongoing process of developing new companies. If so, this will be agreed with the
TAT. The basic 5 days module will be performed for 2 rounds. Then an evaluation will take place. If there is
positive response and course participants enough more courses will be called off within the total framework of
46 days (including the 15 days already worked so far).
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
2. Junior Expert on entrepreneurship development
The Junior Expert in Entrepreneurship training will assist the senior in all necessary parts. Basic support will last
for 20 wd. An extension may be called off by the Senior Trainer in cooperation with TAT within a framework of
30 days (including the first 20 days). If the Junior Expert will take over training classes after the Senior Trainer,
at least one lecture should be performed in joint action before.
Delivering training will be done within the period from end of December 2013 – November 2014, in
accordance to a scheme proposed by the Senior Trainer and decided in cooperation with TAT.
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
Required qualifications and skills
1. Education and Skills for the Senior Expert
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy
1
Intrapreneurship is used as term for Spin Out activities for starting new commercial units originated within a
company, corresponding to entrepreneurship as a Spin Off from research activities at universities or
elsewhere.
2
165
- Training will be delivered in Turkish
- Good command of English
General professional experience for the Senior Expert
- General knowledge on existence of various schools of entrepreneurship training
- Leadership training, with special focus on creativity is an advantage
- Minimum 5 years general professional experience in training issues related to SME’s
- Been involved, management position, in at least 2 substantial projects on entrepreneurship
development
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experience for the Senior Expert
Working experience in
- Designing training programs
- Experienced lecturer or group leader for training issues
- Familiar with techniques on monitoring and assessing training impact
- Good communication and presentation skills
2.
Education and Skills for the Junior Expert
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy
- Good command of English
General professional experience for the Junior Expert
- Been involved in at least one substantial projects on entrepreneurship development
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experience for the Junior Expert
- Experienced lecturer or group leader for training issues
- Good communication and presentation skills
Deliveries
1. For Senior developer and trainer
Training
Training should be delivered according to call off agreements. The Trainer should have a general ambition to
use progressive and unconventional training pedagogics to supplement traditional training classes. Study visits,
Action Learning based on practical pilot cases may be valuable, and training connected to industrial sites and
actual problems might be used. Special focus should also be on the course participants’ own ideas and
possibility to use them as pilot project for the whole group (with owners’ permission). Methods based on social
media may be elaborated together with participants.
Training Package
The training package should include curriculum, and instructions for training sessions. Purpose of the course,
and goals for the training should be specified. A general description of target groups, and how adaptation to
the needs of these groups is made, is expected. Training material should be presented in English and Turkish,
preferably in ppt-format, and hand-outs, and modules for social media such as You Tube, if any, should be
documented.
The training module should have the ambition of being tailor made in relation to needs from regional industry.
Basic information on these needs is documented in the TNA-report (which can be downloaded from
www.etbim.org)
The reporting of the development work will be made as a preliminary overview before starting the course, and
the full documentation is supposed to be delivered within one week after finalising the last round of the course
by the Senior trainer. A short evaluation based on participants’ view and progress is expected to be appended
to this report.
Mission Report
After finishing the assignments the expert will prepare a mission report. These reports will be prepared in
English; a Turkish translation of these reports will be made available to the relevant beneficiaries. Reports will
be submitted to the Team Leader within 7 calendar days following the end of each mission.
3
166
Reports and training material will be delivered English and translated into Turkish. The documentation may be
used by Erciyes Technopark or Yozgat Innovation Centre in their future work. Copyright of the material will
belong to European Union.
2. For Junior Expert
Training
Training should be delivered according to call off agreements with TAT and schedule from the Senior Trainer.
The Junior Expert should have a general ambition to use progressive and unconventional training pedagogics to
supplement traditional training classes. Study visits, Action Learning methods and training connected to
industrial sites and actual problems might be used. Special focus should also be on the course participants’ own
ideas and possibility to use them as pilot project for the whole group (with owners’ permission). Methods
based on social media may be elaborated together with participants.
Training Package
Supplementing material to training package and instructions for training sessions shall be delivered by the
Senior Trainer. The Junior Expert shall inform the Senior Trainer on administrative and other conditions for the
training taken care of as well as Junior Expert is responsible for keeping the attendance sheets of each training
sessions including the relevant photos taken during the training sessions as well as evaluation of each
participant participated to the trainings.
Mission Report
After finished assignment the, expert will prepare a mission report. This report will be prepared in English; a
Turkish translation of this report will be made available to the relevant beneficiaries. Reports will be submitted
to the Team Leader within 7 calendar days following the end of each mission.
Reports and training material will be delivered English and translated into Turkish. Copyright of the material
will belong to European Union. The documentation may be used by Erciyes Technopark or Yozgat Innovation
Centre in their future work.
LG20131117
4
167
Appendix 14.7 ToR for Senior Trainer and Junior Expert on Basic Business
Planning
TERMS OF REFERENCE
for short term Senior Instructor and Junior Expert on
training in Basic Business Planning
Project title
Activities
Call off agreements
duration, and total amount
of working days
Period of performance
Place of performance of
coordination, development
and delivery of training
Prepared by
To
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark
Regional Innovation Centre Project
EuropeAid/128636/D/SER/TR
PA3 Sub-Activity 2.1 Developing training plan and required training
materials in Basic Business Planning, and 2.3 delivering training in the
same area.
1. Senior Expert and Instructor for estimated 17 wd (work days)
within a call off framework of 21 wd.
2. Junior Expert on Basic Business Planning training for estimated 8
wd within a call off framework of 12 wd.
According to Scheme decided in cooperation with the Technical
Assistance Team (TAT)
Kayseri, and to some extent in Yozgat.
8 out of 9 days preparation for the Senior Instructor might be work at
home office
TL
CA, OCU
Background
In the Pre-accession Economic Programme 2004 an SME strategy and an action plan defined a road
map to implementation of national policies for SMEs and increasing competitiveness in the EU
harmonization process. The Regional Competitive Operational programme (RCOP) was put into
effect, and works as an umbrella for the Regional Technopark and Innovation Centre Project, which is
implemented by the Ministry of Science, Industry and Technology (MoSIT). The RCOP aims to
concentrate on strategies in order to improve the productivity of SMEs, to upgrade their R&D
infrastructures, to increase ICT usage, and to improve their service quality, advertising and marketing
capabilities. The ToR for the Regional Technopark and Innovation Centre Project will give more
details.
Project Objectives
The overall objectives of the Regional Innovation project in Kayseri - Yozgat are to increase regional
competitiveness by supporting enterprises and improving business, R&D, innovation technology and
the ICT environment. Accordingly the general scope of the project comprises four distinct but highly
interrelated processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark’s
management, and for the connected companies, as well as the knowledge intensive industry
in the region
- Enhanced capacity for better assessment of needs and potential in the region and required
actions for development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
This activity aims to increase the capacity and knowledge of the SMEs in Kayseri in the specific field
of the training program. The specific training topic is decided according to the results of a training
needs assessment, TNA, and an assessment of needs for service/support from Technopark or
168
Innovation Center, SNA, concerning commercialisation of innovative ideas in industry and research in
connection to the universities.
Activities and tasks of the assignment
1. Coordinator for Economic Management, Developer and Senior Trainer for Basic Business
Planning
Block C of the training programme refers to Economic management. The Senior Instructor of Basic
Business planning will also be responsible as coordinator of the Economic Management block.
The block has been given three sub-components. The first, “Basic Business Planning” is supposed to
be general creativity oriented and is targeted for the top management in the company (and the TTOstaff at the Technopark and Innovation Centre). The second have more of a business administrative
character, in medium sized firms usually taken care of by middle management, responsible for
functional sectors of the business. The third component is mainly concentrated on finance. As the
three proposed components for Economic Management might be partly overlapping each other, the
coordinator will be responsible for the overall structure on how the components will be composed.
Not only overlapping parts should be looked for, but also missing fundamental parts of the very wide
concept of Economic Management. If claims will be raised for supplementary parts, the coordinator
should consider to restructure the use of resources in the second and third component on business
administration, and decisions will be taken together with TAT. In practice the coordination also
means that proposals for planning of both components will be read and jointly edited. After finished
training the coordinator is supposed make a very short summary of the final composition both
components.
The assignment also includes development of the substance of Basic Business Planning to cover the
needs for knowledge and practical skills. Preparatory work for coordination and development of the
project management component renders 9 wd (work days). The training package for Basic Business
Planning is supposed to be contained in a unit comparative to 2 wd. The expert is supposed to
organise this training time in the most fruitful way, which should be made in cooperation with the
TAT.
Concerning the substance of the component the developer might consider a general approach and
propose a structure intended for executive management overview, if referring to established
research and literature. One common approach is to base the view on three central concepts for
managing the company:
- Activity. This refers to decision making on change or development of the kind of services or
goods will be produced, under which conditions, for which markets etc.- Capacity. Is capacity utilization high or low? Is the most important strategic issue to reduce
capacity (“rationalisation”) or to acquire new? Related to which kind of activity?
- Liquidity. Success in sales might lead to bankruptcy if the cash flow is not secured. The
managers task is to make sure that all operations are properly financed.
It is not enough that the creative mind of the manager keep these basic dimensions in mind for long
term planning. S/he should also make sure that a “business plan” as a coordinating instrument,
always under development but available at any time, is made visible for staff and customers. Three
basic components often makes the base
- The product (goods or services)
- The market
- The company’s qualifications for this
It is possible to dig very deep into the “art of formulating business plans”. Many consultant firms
have made as their speciality to present ready-made concepts for “happy consulting”, as this is the
most common way to start coaching or support to private enterprises. It is the task of the developer
to find a fruitful concept among these, in order to make sure that also the practical part of the Basic
Business Planning will be satisfactory. (Here we are approaching the area where coordination with
the second component of Economic Management will be needed.)
169
Delivering training will be done within the period December 2013 – October 2014, in accordance to a
scheme proposed by the Trainer and decided in cooperation with TAT. 2 times 2 wd will be reserved
for the first course and the repeated performance of this course (i.e. two “rounds”). Then a general
evaluation of demand from regional industry and other factors will decide if more rounds of the
course will be called off, within the framework of 21 days (incl. the first 17 days). It is expected that
at most four rounds more will be called off, but this will depend on circumstances as mentioned.
The trainer should be prepared to work evenings and weekends, if requested by participants and
agreed with TAT.
2. Junior Expert training of Basic Business Planning
The Junior Expert in Basic Business Planning will assist the senior in all necessary parts. Basic support
will last for 8 days. An extension may be called off by the Senior Trainer in cooperation with TAT
within a framework of 12 days (including the first 8 days). If the Junior Expert will take over training
classes after the Senior, at least one lecture should be performed in joint action before.
Delivering training will be done within the period December 2013 – October 2014, in accordance to a
scheme proposed by the Trainer and decided in cooperation with TAT
The trainer should be prepared to work evenings and weekends, if requested by participants and
agreed with TAT.
Required qualifications and skills
1. Education and Skills for the Senior Expert
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy is requested
- Training will be delivered in Turkish
- Good command of English is expected
General professional experience for the Senior Expert
- Minimum 5 years general professional experience in training issues related to SME’s
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experience for the Senior Expert
Working experience in
- Designing training programs
- Experienced lecturer or group leader for training issues
- Familiar with techniques on monitoring and assessing training impact
- Good communication and presentation skills
2.
-
Education and Skills for the Junior Expert
University degree (BS or BA) in Social Sciences or Engineering
Computer literacy is requested
Good command of English is expected for communication with TAT and reporting
General professional experience for the Junior Expert
Practical business experiences from cooperation with industrial organisations
Familiarity with SME training needs
Specific Experience for the Junior Expert
Experienced lecturer or group leader for training issues
Good communication and presentation skills
Deliveries
1. For Senior developer and trainer
Training
170
Training should be delivered according to call off agreements. Trainers should have a general
ambition to use progressive and unconventional training pedagogics to supplement traditional
training classes. Study visits, Action Learning methods and training connected to industrial sites and
actual problems might be used. Expert should submit the participant list and photos taken during the
training rounds as well as evaluation of each training round.
Training Package
The training package from each component above should include development of curriculum, and
instructions for training sessions. Purpose of the course, and goals for the training should be
specified. A general description of target groups, and how adaptation to these is made, is expected.
Training material should be presented in English and Turkish, preferably in ppt-format, and handouts, and modules for social media such as You Tube, if any, should be documented.
The training module should have the ambition of being tailor made in relation to needs from regional
industry. Basic information on these needs is documented in the TNA-report (available at
www.etbim.org). The reporting of the development work will be made as a preliminary overview
before starting the course, and the full documentation is supposed to be delivered within one week
after finalising the last round of the course by the senior trainer. A short evaluation based on
participants’ view is expected to be appended to this report.
Reports and training material will be delivered in Turkish and English. Copyright of the material will
belong to European Union. The documentation may be used by Erciyes Technopark or Yozgat
Innovation Centre in their future work.
Mission Report. After finishing the assignments the expert will prepare a mission report. These
reports will be prepared in English; a Turkish translation of these reports will be made available to
the relevant beneficiaries. Reports will be submitted to the Team Leader within 7 calendar days
following the end of each mission.
2. For Junior Expert
Training
Support to Senior Trainers, and TAT if requested. Training should be delivered according to call off
agreements.
Training Package
Experiences and administration of trainings will be reported to the Senior Trainer, in order to be
included in the Training (which will be delivered by the Senior Trainer). Junior Expert is responsible
for keeping the attendance sheets of each training sessions together with administrative and other
conditions for the training taken care of including the participant list and relevant photos taken
during the training sessions as well as evaluation of each participant participated to the trainings.
Reports and training material will be delivered in Turkish and English. Copyright of the material will
belong to European Union. The documentation may be used by Erciyes Technopark or Yozgat
Innovation Centre in their future work.
Mission Report. After finishing the assignment the expert will prepare a mission report. This report
will be prepared in English; a Turkish translation of these reports will be made available to the
relevant beneficiaries. Reports will be submitted to the Team Leader within 7 calendar days following
the end of each mission.
171
Appendix 14.8 ToR for Senior Trainer and Junior Expert on Business
Administration – Sales and Marketing
TERMS OF REFERENCE
for short term Senior Instructor and Junior Expert on
training in Business Administration-Sales and Marketing
Project title
Activities
Call off agreements duration,
and total amount of working
days
Period of performance
Place of performance of
coordination, development
and delivery of training
Prepared by
To
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark
Regional Innovation Centre Project
EuropeAid/128636/D/SER/TR
PA3 Sub-Activity 2.1 Developing training plan and required training materials
in Business Administration, and 2.3 delivering training in the same area.
1. Senior Expert and Instructor on Business Administration-Sales and
Marketing training for estimated 21 wd (work days) within a call off
framework of 29 wd.
2. Junior Expert on Business Administration-Sales and Marketing training for
estimated 16 wd within a call off framework of 24 wd.
According to Scheme decided in cooperation with the Technical Assistance
Team (TAT)
Kayseri, Erciyes Technopark
4 days out of 5 days preparation for the Senior Instructor might be work at
home office
TL
CA, OCU
Background
In the Pre-accession Economic Programme 2004 an SME strategy and an action plan defined a road map to
implementation of national policies for SMEs and increasing competitiveness in the EU harmonization process.
The Regional Competitive Operational programme (RCOP) was put into effect, and works as an umbrella for the
Regional Technopark and Innovation Centre Project, which is implemented by the Ministry of Science, Industry
and Technology (MoSIT). The RCOP aims to concentrate on strategies in order to improve the productivity of
SMEs, to upgrade their R&D infrastructures, to increase ICT usage, and to improve their service quality,
advertising and marketing capabilities. The ToR for the Regional Technopark and Innovation Centre Project will
give more details.
Project Objectives
The overall objectives of the Regional Innovation project in Kayseri - Yozgat are to increase regional
competitiveness by supporting enterprises and improving business, R&D, innovation technology and the ICT
environment. Accordingly the general scope of the project comprises four distinct but highly interrelated
processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark’s management,
and for the connected companies, as well as the knowledge intensive industry in the region
- Enhanced capacity for better assessment of needs and potential in the region and required actions for
development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
This activity aims to increase the capacity and knowledge of the SMEs in Kayseri in the specific field of the
training program. The specific training topic is decided according to the results of a training needs assessment
(TNA), and an assessment of needs for service/support from Technopark or Innovation Centre (SNA),
concerning commercialisation of innovative ideas in industry and research in connection to the universities.
Activities and tasks of the assignment
1. Senior developer and trainer for Business Administration-Sales and Marketing
The Training Needs Assessment (TNA) shows that the regional industry in Kayseri is relatively advanced when it
comes to innovative capabilities. In line with general knowledge in organisational theory we could also see that
the same industry seemed to be relatively inefficient, in terms of not showing the generally expected degree of
institutionalisation. Low proportion of written business plans, low degree of elaborated schemes for human
172
Resource management, lack of organised plans for sales, market development or trade etc. Subsequently it was
decided to elaborate training in business administration, and disciplines or subjects shall be presented in
harmony with depicted themes appointed as preferences in the TNA-study.
Hence, the he assignment also includes development of the substance of selected areas of Business
Administration – Sales and Marketing to cover the needs for knowledge and practical skills at regional
companies. Preparatory work for development of the Business Administration-Sales and Marketing component
renders 5 wd (work days). The training package that will be the output of this is supposed to be contained in a
unit comparative to 4 wd. The expert is supposed to organise this training time in the most fruitful way, which
should be made in cooperation with the TAT.
Concerning the substance of the component the developer might consider disciplinary approaches in training,
or mixed approaches in connection to selected cases. In either case it is expected that the 4 days unit will
comprise
- Sales and marketing. This is the most dominating theme and can be elaborated in various ways. As
important elements are considered
o Branding, which is a specific aspect of profiling or specialising the market activities
o Pricing, and the most common methods used by different types of markets
o Risk management, which is related to, has a much wider bearing than marketing
- Distribution, which includes
o Specific trade strategies
o Technical and administrative aspects on export and import
o e-trade, and other new forms of trade
Business administration includes a vast number of disciplines that will be excluded because of the limited
resources at disposal. If any specific demand will be formulated, however, on essential parts missing for the
basic business training needed for regional industry, the developer should propose adding these under same
resource framework, and propose it for TAT for joint decision.
Delivering training will be done within the period December 2013 – October 2014, in accordance to a scheme
proposed by the Senior Trainer and decided in cooperation with TAT. 2 times 4 wd will be reserved for the first
course and the repeated performance of this course (i.e. two “rounds”). Then a general evaluation of demand
from regional industry and other factors will decide if more rounds of the course will be called off, within the
framework of 29 days (incl. the first 21 days). It is expected that at most four rounds more will be called off, but
this will depend on circumstances as mentioned.
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
2. Junior Expert for Business Administration-Sales and Marketing
The Junior Expert in Business Administration-Sales and Marketing will assist the senior expert in all necessary
parts. Basic support will last for 16 wd. An extension may be called off by the Senior Trainer in cooperation
with TAT within a framework of 24 wd (including the first 16 days). If the Junior Expert will take over training
classes after the Senior Expert, at least one lecture should be performed in joint action before.
Delivering training will be done within the period December 2013 – October 2014, in accordance to a scheme
proposed by the Trainer and decided in cooperation with TAT.
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
Required qualifications and skills
1. Education and Skills for the Senior Expert
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy is requested
- Training will be delivered in Turkish
- Good command of English is expected
General professional experience for the Senior Expert
- Minimum 5 years general professional experience in training issues related to SME’s
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experience for the Senior Expert
173
2.
-
Working experience in
Designing training programs
Experienced lecturer or group leader for training issues
Familiar with techniques on monitoring and assessing training impact
Good communication and presentation skills
Education and Skills for the Junior Expert
University degree (BS or BA) in Social Sciences or Engineering
Computer literacy is requested
Good command of English is expected for communication with TAT and reporting
General professional experience for the Junior Expert
Practical business experiences from cooperation with industrial organisations
Familiarity with SME training needs
Specific Experience for the Junior Expert
Experienced lecturer or group leader for training issues
Good communication and presentation skills
Deliveries
1. For Senior developer and trainer
Training
Training should be delivered according to call off agreements. The Trainer should have a general ambition to
use progressive and unconventional training pedagogics to supplement traditional training classes. Study visits,
Action Learning based on practical pilot cases may be valuable, and training connected to industrial sites and
actual problems might be used. Special focus should also be on the course participants’ own ideas and
possibility to use them as pilot project for the whole group (with owners’ permission). Methods based on social
media may be elaborated together with participants.
Training Package
The training package should include curriculum, and instructions for training sessions. Purpose of the course,
and goals for the training should be specified. A general description of target groups, and how adaptation to
the needs of these groups is made, is expected. Training materiel should be presented, preferably in pptformat, and hand-outs, and modules for social media such as You Tube, if any, should be documented.
The training module should have the ambition of being tailor made in relation to needs from regional industry.
Basic information on these needs is documented in the TNA-report (which can be downloaded from
www.etbim.org). The reporting of the development work will be made as a preliminary overview before
starting the course, and the full documentation is supposed to be delivered within one week after finalising the
last round of the course by the Senior Trainer. A short evaluation based on participants’ view and progress is
expected to be appended to this report. Reports and training material will be delivered in English and
translated into Turkish. The documentation may be used by Erciyes Technopark or Yozgat Innovation Centre in
their future work. Copyright of the material will belong to European Union.
Mission Report. After finishing the assignment the expert will prepare a mission report. These reports will be
prepared in English; a Turkish translation of these reports will be made available to the relevant beneficiaries.
Reports will be submitted to the Team Leader within 7 calendar days following the end of each mission.
2. For Junior Expert
Training
Support to Senior Trainers, and TAT if requested. Training should be delivered according to call off agreements.
Study visits, Action Learning based on practical pilot cases may be valuable, and training connected to industrial
sites and actual problems might be used. Special focus should also be on the course participants’ own ideas and
possibility to use them as pilot project for the whole group (with owners’ permission). Methods based on social
media may be elaborated together with participants.
Training Package
Experiences and administration of trainings will be reported to the Senior Trainer, in order to be included in the
Training (which will be delivered by the Senior Trainer). Junior Expert is responsible for keeping the attendance
sheets of each training sessions together with administrative and other conditions for the training taken care of
including the participant list and relevant photos taken during the training sessions as well as evaluation of
each participant participated to the trainings. A short evaluation based on participants’ view and progress is
expected to be appended to this report.
174
Reports and training material will be delivered in Turkish and English. Copyright of the material will belong to
European Union. The documentation may be used by Erciyes Technopark or Yozgat Innovation Centre in their
future work.
Mission Report. After finishing the assignment the expert will prepare a mission report. This report will be
prepared in English; a Turkish translation of these reports will be made available to the relevant beneficiaries.
Reports will be submitted to the Team Leader within 7 calendar days following the end of each mission.
LG20131117
175
Appendix 14.9 ToR for Senior Trainer and Junior Expert on Business
Administration - Finance
TERMS OF REFERENCE
for short term Senior Instructor and Junior Expert on
training in Business Administration-Finance
Project title
Activities
Call off agreements duration,
and total amount of working
days
Period of performance
Place of performance of
coordination, development
and delivery of training
Prepared by
To
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark
Regional Innovation Centre Project
EuropeAid/128636/D/SER/TR
PA3 Sub-Activity 2.1 Developing training plan and required training materials
in Business Administration, and 2.3 delivering training in the same area.
1. Senior Expert and Instructor on Business Administration-Finance training
for estimated 11 wd (work days) within a call off framework of 15 wd.
2. Junior Expert on Business Administration-Finance training for estimated 8
wd within a call off framework of 12 wd.
According to Scheme decided in cooperation with the Technical Assistance
Team (TAT)
Kayseri, Erciyes Technopark
2 days out of 3 days preparation for the Senior Instructor might be work at
home office
TL
CA, OCU
Background
In the Pre-accession Economic Programme 2004 an SME strategy and an action plan defined a road map to
implementation of national policies for SMEs and increasing competitiveness in the EU harmonization process.
The Regional Competitive Operational programme (RCOP) was put into effect, and works as an umbrella for the
Regional Technopark and Innovation Centre Project, which is implemented by the Ministry of Science, Industry
and Technology (MoSIT). The RCOP aims to concentrate on strategies in order to improve the productivity of
SMEs, to upgrade their R&D infrastructures, to increase ICT usage, and to improve their service quality,
advertising and marketing capabilities. The ToR for the Regional Technopark and Innovation Centre Project will
give more details.
Project Objectives
The overall objectives of the Regional Innovation project in Kayseri - Yozgat are to increase regional
competitiveness by supporting enterprises and improving business, R&D, innovation technology and the ICT
environment. Accordingly the general scope of the project comprises four distinct but highly interrelated
processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark’s management,
and for the connected companies, as well as the knowledge intensive industry in the region
- Enhanced capacity for better assessment of needs and potential in the region and required actions for
development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
This activity aims to increase the capacity and knowledge of the SMEs in Kayseri in the specific field of the
training program. The specific training topic is decided according to the results of a training needs assessment
(TNA), and an assessment of needs for service/support from Technopark or Innovation Centre (SNA),
concerning commercialisation of innovative ideas in industry and research in connection to the universities.
Activities and tasks of the assignment
1. Senior developer and trainer for Business Administration-Finance
The Training Needs Assessment (TNA) shows that the regional industry in Kayseri is relatively advanced when it
comes to innovative capabilities. In line with general knowledge in organisational theory we could also see that
the same industry seemed to be relatively inefficient, in terms of not showing the generally expected degree of
institutionalisation. Low proportion of written business plans, low degree of elaborated schemes for human
Resource management, lack of organised plans for sales, market development or trade etc. Subsequently it was
176
decided to elaborate training in business administration, and disciplines or subjects shall be presented in
harmony with depicted themes appointed as preferences in the TNA-study.
Hence, the he assignment also includes development of the substance of selected areas of Business
Administration – Finance to cover the needs for knowledge and practical skills at regional companies.
Preparatory work for development of the Business Administration-Finance component renders 3 wd (work
days). The training package that will be the output of this is supposed to be contained in a unit comparative to
2 wd. The expert is supposed to organise this training time in the most fruitful way, which should be made in
cooperation with the TAT.
Concerning the substance of the component the developer might consider disciplinary approaches in training,
or mixed approaches in connection to selected cases. In either case it is expected that the 2 days unit will
comprise
- Financing. Special preferences have been formulated for
o General ideas on attractiveness of investments (for easy financing)
o Various forms of market financing: Venture finalising on several levels, Business angels, and
other forms
o Financial supports for R&D projects, economic grants and various forms of subsidies
(international, e.g from EU projects, or State and other domestic organisations like Tubitak,
KOSGEB, Oran and others).
Business administration-Finance includes a vast number of disciplines that will be excluded because of the
limited resources at disposal. If any specific demand will be formulated, however, on essential parts missing for
the basic business training needed for regional industry, the developer should propose adding these under
same resource framework, and propose it for TAT for joint decision.
Delivering training will be done within the period December 2013 – October 2014, in accordance to a scheme
proposed by the Senior Trainer and decided in cooperation with TAT. 2 times 2 wd will be reserved for the first
course and the repeated performance of this course (i.e. two “rounds”). Then a general evaluation of demand
from regional industry and other factors will decide if more rounds of the course will be called off, within the
framework of 15 days (incl. the first 11 days). It is expected that at most four rounds more will be called off, but
this will depend on circumstances as mentioned.
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
2. Junior Expert for Business Administration-Finance
The Junior Expert in Business Administration-Finance will assist the senior trainer in all necessary parts. Basic
support will last for 8 days. An extension may be called off by the Senior Trainer in cooperation with TAT within
a framework of 12 days (including the first 8 days). If the Junior Expert will take over training classes after the
Senior Expert, at least one lecture should be performed in joint action before.
Delivering training will be done within the period December 2013 – October 2014, in accordance to a scheme
proposed by the Trainer and decided in cooperation with TAT.
The trainer should be prepared to work evenings and weekends, if requested by participants and agreed with
TAT.
Required qualifications and skills
1. Education and Skills for the Senior Expert
- University degree (BS or BA) in Social Sciences or Engineering
- Advanced computer literacy is requested
- Training will be delivered in Turkish
- Good command of English is expected
General professional experience for the Senior Expert
- Minimum 5 years general professional experience in training issues related to SME’s
- Practical business experiences from cooperation with industrial organisations
- Familiarity with SME training needs
Specific Experience for the Senior Expert
Working experience in
- Designing training programs
- Experienced lecturer or group leader for training issues
177
-
Familiar with techniques on monitoring and assessing training impact
Good communication and presentation skills
2.
-
Education and Skills for the Junior Expert
University degree (BS or BA) in Social Sciences or Engineering
Computer literacy is requested
Good command of English is expected for communication with TAT and reporting
General professional experience for the Junior Expert
Practical business experiences from cooperation with industrial organisations
Familiarity with SME training needs
Specific Experience for the Junior Expert
Experienced lecturer or group leader for training issues
Good communication and presentation skills
-
Deliveries
1. For Senior developer and trainer
Training
Training should be delivered according to call off agreements. The Trainer should have a general ambition to
use progressive and unconventional training pedagogics to supplement traditional training classes. Study visits,
Action Learning based on practical pilot cases may be valuable, and training connected to industrial sites and
actual problems might be used. Special focus should also be on the course participants’ own ideas and
possibility to use them as pilot project for the whole group (with owners’ permission). Methods based on social
media may be elaborated together with participants.
Training Package
The training package should include curriculum, and instructions for training sessions. Purpose of the course,
and goals for the training should be specified. A general description of target groups, and how adaptation to
the needs of these groups is made, is expected. Training materiel should be presented, preferably in pptformat, and hand-outs, and modules for social media such as You Tube, if any, should be documented.
The training module should have the ambition of being tailor made in relation to needs from regional industry.
Basic information on these needs is documented in the TNA-report (which can be downloaded from
www.etbim.org)
The reporting of the development work will be made as a preliminary overview before starting the course, and
the full documentation is supposed to be delivered within one week after finalising the last round of the course
by the Senior Trainer. A short evaluation based on participants’ view and progress is expected to be appended
to this report.
Reports and training material will be delivered in English and translated into Turkish. The documentation may
be used by Erciyes Technopark or Yozgat Innovation Centre in their future work. Copyright of the material will
belong to European Union.
Mission Report. After finishing the assignment the expert will prepare a mission report. These reports will be
prepared in English; a Turkish translation of these reports will be made available to the relevant beneficiaries.
Reports will be submitted to the Team Leader within 7 calendar days following the end of each mission.
2. For Junior Expert
Training
Support to Senior Trainers, and TAT if requested. Training should be delivered according to call off agreements.
Study visits, Action Learning based on practical pilot cases may be valuable, and training connected to industrial
sites and actual problems might be used. Special focus should also be on the course participants’ own ideas and
possibility to use them as pilot project for the whole group (with owners’ permission). Methods based on social
media may be elaborated together with participants.
Training Package
Experiences and administration of trainings will be reported to the Senior Trainer, in order to be included in the
Training (which will be delivered by the Senior Trainer). Junior Expert is responsible for keeping the attendance
sheets of each training sessions together with administrative and other conditions for the training taken care of
including the participant list and relevant photos taken during the training sessions as well as evaluation of
178
each participant participated to the trainings. A short evaluation based on participants’ view and progress is
expected to be appended to this report.
Reports and training material will be delivered in Turkish and English. Copyright of the material will belong to
European Union. The documentation may be used by Erciyes Technopark or Yozgat Innovation Centre in their
future work.
Mission Report. After finishing the assignment the expert will prepare a mission report. This report will be
prepared in English; a Turkish translation of these reports will be made available to the relevant beneficiaries.
Reports will be submitted to the Team Leader within 7 calendar days following the end of each mission.
LG20131117
179
Appendix 15 Training of trainers
Block Y. Training of trainers, focusing on ET staff in their role as future
trainers
a.
Pedagogic approach:, how ro teach SMEs, EU best practice
Attention factors
Basic principles for result orientation
Result control, attitude formation and feedback
b. Commercialisation process
IPR and licensing, contractual isses, evaluation issues
Approach when University is source of innovations
Approach when Industry is source of innovations
c.
Standardised techniqes for project planning
PCM (or MBO or Benchmarking)
SWOT
ROACH
TA and TNA
Feasibility studies
d. Methodology for survey investigation
Development of investigation model
Measurement, scales
Cross tabulation and interpretation of soft data
Practical cases
e. Coaching, mentoring
Reacting and acting
Business models to be used
Creativity, network and process
f. Entrepreneurship development
Orientation on basic methods
SYB, IYB (or other ILO-methods)
OPM (open proj management)
g. Cluster development
Preparation
Implementation
Change
h. Financing
Incubator financial approach
Business angels and other market financial means
Business development
(Compulsory to follow parts of economic courses stand progr)
180
Appendix 16 Tenant Companies that have applied to TUBITAK R&D Support
Tenant companies at ET that have been coached and delivered applications to the
TÜBİTAK 1507 R&D Program
1
2
3
4
5
6
7
8
9
10
11
12
Nivera Bilgi Teknolojileri Turizm Tic.Ltd.Şti. - Reseliva
Lean Yazılım ve Bilişim Teknolojileri
Argetek Elektronik Tasarım ve Yazılım San.Tic.Ltd.Şti.
Emar Proje Yazılım Danışmanlık Ltd.Şti.
Yaprak Yazılım Bilişim Teknolojileri San.Tic.Ltd.Şti.
Pronic Yazılım Otomasyon Danışmanlık Ltd.Şti.
Code 5 Yazılım Donanım Otomasyon Sistemleri San.Tic.Ltd.
İpek Yolu Yazılım Hizmetleri
Bilişim Bilgisayar Ltd.Şti.
ISD Yazılım Danışmanlık Eğitim ve ArGe San. Tic. Ltd. Şti.
Atlas Sayaç AŞ
Nalbantoğlu Paper Co.
Appendix 17 ToR for Legal Support for Transfer181
of Technology
1
TERMS OF REFERENCE
For Short Term Junior Expert (STSE) on Field and Market Research
Project title
Activities
Duration, and total amount
of working days
Prepared by
To
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark Regional
Innovation Centre Project
EuropeAid/128636/D/SER/TR
PA 1.3 Field and Market Research
PA 1.3- 15 man-days (4 days will be performed in Kayseri)
TL
CA, OCU, SRER
Background
In the Pre-accession Economic Programme 2004 a SME strategy and an action plan defined a road map
to implementation of national policies for SMEs and increasing competitiveness in the EU harmonization
process. The Regional Competitive Operational programme (RCOP) was put into effect, and works as an
umbrella for the Regional Technopark and Innovation Centre Project, which is implemented by the
ministry of Science, Industry and Technology (MoSIT). The RCOP aims to concentrate on strategies in
order to improve the productivity of SMEs, to upgrade their R&D infrastructures, to increase ICT usage,
and to improve their service quality, advertising and marketing capabilities. ToR for the Regional
Technopark and Innovation Centre Project, will give more details.
Project Objectives
The overall objectives of the Project are to increase regional competitiveness by supporting enterprises
and improving business, R&D, innovation technology and the ICT environment. Accordingly the general
scope of the project comprises four distinct but highly interrelated processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark
management, and for the connected companies, as well as the knowledge intensive SMEs in the
region
- Enhanced capacity for better assessment of needs and potential in the region and required
actions for development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
Specified activities of these tasks aim at the following objectives;
- increase the knowledge and capability of TTO staff about intellectual property rights
management
- increase the knowledge about the legislation on the necessary areas; such as legislation on IPR
issues, deals between the entrepreneur and investor, deals between the Erciyes Technopark and
tenant
- provide consultancy services to ETTO in terms of contract management
182
2
Activities and tasks of the assignment
The STEs will provide consultancy in the following areas:
1) Analysis of the existing legislation, evaluation of the existing legal documents and a situation analysis
2) Developing the written rules and procedures:
- Directives
- Regulations
- Templates for application forms
4) Preparation of the standard contracts
- Contracts that will be prepared for the usage within the University
- Contracts that will be prepared regarding the coordination between University and TTO
Deliveries
The short term experts are expected to provide the templates for the following contracts;
Legal assistance that will be provided to Erciyes University:
1. Intellectual Property Rights Regulation of Erciyes University will be prepared (or revised if there
is an existing regulation)
2. Academic Entrepreneurship Regulation of Erciyes University will be prepared (or revised if there
is an existing regulation)
3. Erciyes University Innovation- R & D Coordination Committee Regulation will be prepared (or
revised if there is an existing regulation)
4. Erciyes University Research Coordination Regulation will be prepared (or revised if there is an
existing regulation)
5. Erciyes University Research, Strategy and Political Decisions Template (ERÜ Araştırma Strateji ve
Politika Kararları Taslağı ve Şablonu)
Legal assistance that will be provided to Erciyes TTO:
1. Draft Pre- incubation center office allocation and / or rent contract (that will be
finalised/completed following the establishment of the pre-incubation center)
2. Draft incubation center office allocation or rent contract (that will be finalised/completed
following the establishment of the pre-incubation center)
3. Revised version of the existing Technopark rent contracts
4. Draft Intellectual property rights sales contracts
5. Draft Intellectual property rights licensing contract
6. Draft Intellectual property rights transfer contract
7. Draft Privacy contracts between the academician / entrepreneur, University and the TTO
8. Draft Contract for service and consultancy given by ETTO
9. Draft Contract based University- Industry project contract
10. Draft Commercialization contract for academic projects
183
3
11.
12.
13.
14.
15.
Investment Fund contract
Business Angels Network contract
Invention declaration form
Academic entrepreneur application form
Application file of the applicant companies to Technopark
Mission Reporting: The expert will elaborate after the completion of his/her mission, a report covering
the overall assignment. The reports will be prepared in English; a Turkish translation of the final report
will be made available to the relevant beneficiaries, if so required. Report will be given not later than 7
calendar days following the end of each activity.
Qualifications needed
The non-key experts are required to have the following qualifications:
 University degree in the relevant social/economic or engineering sciences
 Good command of English,
 At least 5 years of experience of working in connection to a Technopark or Technology Transfer
Office
 At least 5 years of experience in intellectual property right management, IPR contract management,
application evaluation in IPR
 Experience in providing consultancy for the establishment and capacity building of a technology
transfer office model
 Delivery of trainings to SMEs
 Experience in training of trainers
 Good knowledge of IPR legislation in Turkey and familiarity with IPR legislation of different countries
184
1
TERMS OF REFERENCE
For Short Term Senior Expert (STSE) on Application Evaluation and Providing Assistance on
Additional Areas
Project title
Activities
Duration, and total amount
of working days
Prepared by
To
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark Regional
Innovation Centre Project
EuropeAid/128636/D/SER/TR
PA 3.1 Application Evaluation
PA 3.7 Providing Assistance on Additional Areas
PA 3.1- 3 man-days
PA 3.7- 12 man-days (4 days will be performed in Kayseri)
TL
CA, OCU, SRER
Background
In the Pre-accession Economic Programme 2004 a SME strategy and an action plan defined a road map
to implementation of national policies for SMEs and increasing competitiveness in the EU harmonization
process. The Regional Competitive Operational programme (RCOP) was put into effect, and works as an
umbrella for the Regional Technopark and Innovation Centre Project, which is implemented by the
ministry of Science, Industry and Technology (MoSIT). The RCOP aims to concentrate on strategies in
order to improve the productivity of SMEs, to upgrade their R&D infrastructures, to increase ICT usage,
and to improve their service quality, advertising and marketing capabilities. ToR for the Regional
Technopark and Innovation Centre Project, will give more details.
Project Objectives
The overall objectives of the Project are to increase regional competitiveness by supporting enterprises
and improving business, R&D, innovation technology and the ICT environment. Accordingly the general
scope of the project comprises four distinct but highly interrelated processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes Technopark
management, and for the connected companies, as well as the knowledge intensive SMEs in the
region
- Enhanced capacity for better assessment of needs and potential in the region and required
actions for development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
Specified activities of these tasks aim at the following objectives;
- increase the knowledge and capability of TTO staff about intellectual property rights
management
- increase the knowledge about the legislation on the necessary areas; such as legislation on IPR
issues, deals between the entrepreneur and investor, deals between the Erciyes Technopark and
tenant
- provide consultancy services to ETTO in terms of contract management
185
2
Activities and tasks of the assignment
PA 3.1. Application Evaluation
The STE will prepare a directive for evaluating the applications, managing the whole application
evaluation, IPR and commercialization process. The necessary forms and flow charts will be prepared for
the selection of innovative projects.
PA 3.7. Providing Assistance on Additional Areas
The STEs will provide consultancy in the following areas:
1) Analysis of the existing legislation, evaluation of the existing legal documents and a situation analysis
2) Developing the written rules and procedures:
- Directives
- Regulations
- Templates for application forms
4) Preparation of the standard contracts
- Contracts that will be prepared for the usage within the University
- Contracts that will be prepared regarding the coordination between University and TTO
Deliveries
The short term experts are expected to provide the templates for the following contracts;
Legal assistance that will be provided to Erciyes University:
1. Intellectual Property Rights Regulation of Erciyes University will be prepared (or revised if there
is an existing regulation)
2. Academic Entrepreneurship Regulation of Erciyes University will be prepared (or revised if there
is an existing regulation)
3. Erciyes University Innovation- R & D Coordination Committee Regulation will be prepared (or
revised if there is an existing regulation)
4. Erciyes University Research Coordination Regulation will be prepared (or revised if there is an
existing regulation)
5. Erciyes University Research, Strategy and Political Decisions Template (ERÜ Araştırma Strateji ve
Politika Kararları Taslağı ve Şablonu)
Legal assistance that will be provided to Erciyes TTO:
1. Draft Pre- incubation center office allocation and / or rent contract (that will be
finalised/completed following the establishment of the pre-incubation center)
2. Draft incubation center office allocation or rent contract (that will be finalised/completed
following the establishment of the pre-incubation center)
3. Revised version of the existing Technopark rent contracts
186
3
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Draft Intellectual property rights sales contracts
Draft Intellectual property rights licensing contract
Draft Intellectual property rights transfer contract
Draft Privacy contracts between the academician / entrepreneur, University and the TTO
Draft Contract for service and consultancy given by ETTO
Draft Contract based University- Industry project project contract
Draft Commercialization contract for academic projects
Investment Fund contract
Business Angels Network contract
Invention declaration form
Academic entrepreneur application form
Application file of the applicant companies to Technopark
Mission Reporting: The expert will elaborate after the completion of his/her mission, a report covering
the overall assignment. The reports will be prepared in English; a Turkish translation of the final report
will be made available to the relevant beneficiaries, if so required. Report will be given not later than 7
calendar days following the end of each activity.
Qualifications needed
The non-key experts are required to have the following qualifications:
 University degree in the relevant social/economic or engineering sciences
 Good command of English is an asset,
 At least 7 years of experience of working in connection to a Technopark or Technology Transfer
Office
 At least 7 years of experience in intellectual property right management, IPR contract management,
application evaluation in IPR
 Experience in providing consultancy for the establishment and capacity building of a technology
transfer office model
 Delivery of trainings to SMEs
 Experience in training of trainers
 Good knowledge of IPR legislation in Turkey and familiarity with IPR legislation of different countries
187
Appendix 18 ToR for Consultancy on ISO Certification
1
TERMS OF REFERENCE
for Providing Assistance on Quality Management System of Erciyes
Technopark
Project title
Technical Assistance (Institution Building) Kayseri-Erciyes
Technopark Regional Innovation Centre Project
EuropeAid/128636/D/SER/TR
Activities
PA3 Sub-activity 3.2 Suggestions of additional consultancy for
incubating firms
Duration, and total amount 12 working days
of working days
Prepared by
DTL
To
OCUD, SRER, CA
Background
In the Pre-accession Economic Programme 2004 a SME strategy and an action plan defined a road map
to implementation of national policies for SMEs and increasing competitiveness in the EU harmonization
process. The Regional Competitive Operational programme (RCOP) was put into effect, and works as an
umbrella for the Regional Technopark and Innovation Centre Project, which is implemented by the
ministry of Science, Industry and Technology (MoSIT). The RCOP aims to concentrate on strategies in
order to improve the productivity of SMEs, to upgrade their R&D infrastructures, to increase ICT usage,
and to improve their service quality, advertising and marketing capabilities. ToR for the Regional
Technopark and Innovation Centre Project will give more details.
Project Objectives
The overall objectives of Technical Assistance (Institution Building) Kayseri-Erciyes Technopark
Regional Innovation Centre Project is to increase regional competitiveness by supporting enterprises
and improving business, R&D, innovation technology and the ICT environment. Accordingly the general
scope of the project comprises four distinct but highly interrelated processes;
- Improved performance, competitiveness and entrepreneurship of Erciyes’ management, and for
the connected companies, as well as the knowledge intensive SMEs in the region
- Enhanced capacity for better assessment of needs and potential in the region and required
actions for development of technology based and innovative businesses
- Provision of networking scheme for the innovation centres
- Increased awareness of the Technopark and the innovation support in the region.
Objectives of the assignment
Assisting to Erciyes Technopark and incubating firms for developing their quality management system
and preparation to apply for ISO 9000 Certification. To this end, consultant will provide the necessary
consultancy for preparing the ground work relevant to application initially and on what needs to be done
thereafter.
Activities and tasks of the assignment
-
-
Briefing to Erciyes Teknopark and incubating firms’ experts and managers about quality
management system
Review of existing documentation of Erciyes Technopark related with incubating firms
188
2
-
Start of quality documentation according to ISO 9000 standard
Comparing Law No: 4691 on Technology Development Zones with existing applications
Integration of processes into ET’s regular routines
Organizational development and change of job descriptions
Preparation of documentation by department
Defining quality standards
Preparation of procedures
Supporting on quality management system and documentation
Deliveries
Erciyes Technopark managers and experts and quality handbook of Erciyes Technopark will be ready to
apply ISO 9000 certification to any certified quality organization.
Qualifications needed
Non-key expert is expected to meet the following requirements:



University degree in relevant field to the assignment
Good command of English,
At least 5 years of working experience in field of quality management systems
Practical experiences
 Necessary condition: At least 5 years’ experience of working with ISO 9000
 Experience in organisational development
 Experience in consultancy given to technology based Small and Medium Sized Enterprises (SMEs)
 Experience in ISO 9000 consultancy
General experiences
 Experiences in issues of quality management
 Experience in training, event organization and training of trainers
 Experience of international networking
Language capabilities
 Fluency in English
Formal training
 Necessary condition: BA degree in social sciences (Business Administration, Economics, International
Relations etc.) or engineering.
 MBA would be an asset
Appendix 19.1 Agenda and Participation List of Steering
Committee Meeting
189
This project is co-financed by the European Union and the Republic of Turkey
AGENDA OF STEERING COMMITTEE MEETING-V
DEVELOPMENT OF THE RESEARCH & TECHNOLOGICAL INFRASTRUCTURE OF GAZİANTEP
TECHNOPARK
PROJECTS
ERCİYES TECHNOPARK REGIONAL INNOVATION CENTRE
FIRAT RAINBOW SURROUNDING ENTERPRISE TASKFORCE(FIRASET)
SUBJECT
VENUE
DATE
STEERING COMMITTEE MEETING / GENERAL ASSESSMENTS OF THE PROGRESS OF THE TDZ
PROJECTS
ERCİYES TDZ PREMISES / KAYSERİ
17th of SEPTEMBER, 2013




PARTICIPANTS
Mr. Özgür ALTINOKLAR (Delegation of European Union to Turkey)
Mr. Haluk HANGÜL, Mr. Enver YALÇIN, Mr. Serhat UĞUR, Ms. Emel ÇİMEN, Ms. Hande MERÇAN
AYGEN, Mr. Mehmet AŞICI, Ms. Mehtap ALPER,Mr. Gökhan KAYA (MoSIT / RCP-CID)
Mr. Sinan KABALOĞLU, Mr. Hasan Tahsin ÇOBANOĞLU, Mr. Halit ATEŞ, Mr. Emre ALKAYA (MoSIT / DG
for S&T)
Mr. Murat KALEM, Mr. Murat ALTUN, Mr. Cihan TATAR, Ms. Özlem DEMİRTAŞ (MoSIT / Internal
Auditors Department)

Mr.Turgut SAYILIR, Mr. Bilal KENAR (Board of Treasury Controllers)

Ms. Deniz KURAN GÜN , Ms.Türkan ÇAKMAKYURDU (Gaziantep Technopark)

Mr. Cemal ÇETİN (Grontmij A/S, Supervision of the Construction of the Gaziantep Technopark)

Mr. Abdulhakim COŞKUN, Mr. Bilgin YAZLIK (Erciyes Technopark)

Ms. Ahu Nur IRGATOĞLU (The Representative of Bozok University)





Mr. Hakan ELMALI, Mr. Brian O’SULLIVAN,Mr. İbrahim TOK (PM Group Ltd., Supervision of the
Construction of the Erciyes Technopark)
Mr. Leif GRAHM, Mr. Mustafa Hilmi ÇOLAKOĞLU, Ms. Duygu YAZICI, Mr. Murat PANCAR (G&G
Consultancy, Consultant of the Technical Assistance for the Erciyes Technopark)
Mr. Erhan AKIN (Fırat Technopark)
Mr. Edin BEGOVIC, Mr. Vladimir BABAMOV, Mr. Mehmet BAYDAR (Roughton International Ltd.,
Supervision of the Construction of Fırat Technopark)
Mr. Michel SETUAIN, Mr. Javier CASANOVA, , Ms. Nehir MUTLU (Idom, Consultant of the Technical
Assistance for Fırat Technopark)
190
This project is co-financed by the European Union and the Republic of Turkey
AGENDA OF STEERING COMMITTEE MEETING-V

Opening remarks by Co-Chairmans, Mr. Sinan KABALOĞLU (SRER) and Mr. Prof. Dr.
Abdulhakim COŞKUN (Chairman of Erciyes TDZ)

Adoption of the agenda
14:30
Assessment of the progress of Works & Supervision Activities for the TDZ’s
14:40
SESSION - 1

(15 Minutes
Presentation / Lot 1-Supervision of the Construction for Gaziantep TDZ )

WORKS &
SUPERVISION
Presentation of Mr. Cemal ÇETİN (Team Leader) on behalf of Grontmij A/S.
Presentation of Mr. Brian O’SULLIVAN (Team Leader) on behalf of PM Group Ltd. (15
Minutes Presentation / Lot 2-Supervision of the Construction for Erciyes TDZ )

Presentation of Mr. Vladimir BABAMOV (Team Leader) on behalf of Roughton Int.
Ltd. (15 Minutes Presentation / Lot 3-Supervision of the Construction for Fırat TDZ )

Questions & Answers
Thanks the Engineers for participations.
15:40
15:50
SESSION - 2
TECHNICAL
ASSISTANCE
(INSTITUTION
BUILDING)
Break Time for 10 minutes to start Session - 2
Assessment of the progress of Technical Assistance & Supply Activities

Presentation of Mr. Leif GRAHM on behalf of G&G Consultancy (15 Minutes Presentation /
Lot 2- Technical Assistance/Institution Building for Erciyes TDZ)

Presentation of Mr. Javier CASANOVA on behalf of IDOM (15 Minutes Presentation / Lot 3Technical Assistance/Institution Building for Fırat TDZ)

Questions & Answers
Thanks the Consultants for participations.
16:40
17:00
SESSION - 3
SUPPLY
COMPONENT
AND
OTHER ISSUES
Break Time for 20 minutes to start Session – 3 (Coffee Break)

Supply Components for the TDZ Projects

General Assessment of the overall components of the TDZ Projects

Discussion and evaluation of any other problems or suggestions related on
implementation of the relevant activities

Any other issues
The adoption of the possible date and location of the next Steering Committee Meeting
18:00
CLOSURE OF THE MEETING
191
192
193
194
195
9/16/2013
196
Appendix 19.2 Presentation of Progress of the Regional Innovation Project
Technical Assistance (Institution Building) Kayseri‐Erciyes Technopark Regional Innovation Center
Overview of project progress
2013-09-17
For Project Steering Committee meeting
1
2
Technical Assistance (Institution Building) Kayseri-Ecriyes Technopark Regional Innovation Center
TNA, Field studies of Regional Industry , full interview, no. of respondents
INTERVIEWS
a Erciyes Technopark
b Organised industril zone
c Kayseri Free zone
Interview
Interview
Interview
Total
57
70
5
132
Interview ………………………Total
6
TNA, Field studies in Yozgat, full internview, no of respondents
d Yozgat Organized Industrial Zone
ON LINE SURVEY
TNA, for industry, Limited approach, Kayseri
e Erciyes Technopark
f Kayseri Industrial zone
f Kayseri Sugar Factory
On line survey
On line survey
On line survey
Total
7
50
20
77
TNA, for industry, Limited approach, Yozgat
h Boğazlıyan Sugar Factory
On line ……….…...…….…..Total
10
225
Expression of interest for a training programme
INTERVIEWS, KAYSERI
i
Erciyes University Professors
Interview…………...………..total
90
ON LINE SURVEY, KAYSERI
ii Erciyes University Students
iii Erciyes University Professors
On line survey
On line survey
Total
874
30
904
Total
19
60
79
ON LINE SURVEY, YOZGATI
iv Bozok University Professors
v Bozok University Students
Technical Assistance (Institution Building) Kayseri-Ericyes Technopark Regional Innovation Center
3
On line survey
On line survey
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark Regional Innovation Center
1 073
4
1
9/16/2013
197
ET/YIC assessment, basic variables
RELEVANCE
University assessment on service needs, no. of respondents
Field sudies in Kayseri
Group interviews
122
Suppl. Individ. enquetes answered
Academicians private views, 10
Group interviews
sessions
Erciyes University, 9 sessions:
57
Suppl. Individ. enquetes answered
179
Total
Field studies in Yozgat, Univ assessment combined with Academicians' TNA
Bozok University, 1 session
Group interviews
Total suppl from these 44
17
EFFICIENCY
Current status of tenant capabilties (Compare Tubitak eval, EU‐
innovation etc)
Rational organisation (incl recrutment mecanism)
Property management: profit and loss satement, assets balance
17
Total
Yozgat Innov Center
Make money
61
32
Academicians private views, 1
Interviews
session
Eriyes Technopark
Locally ancohored profile
Leading edge tenants
Commercialisation orientation
EFFECTIVENESS
Providing locally needed services (by their own or by pooling or
subcontr.)
Managing the Technopark/center Business Community (profiling)
Capabılıty to attract capital (FDI, venture, state support etc)
IMPACT
49
Awareness of Technopark and Innovation center, from industry and
university
Use of ET/YIC in local economic politics
Single succes cases, or general change agent SUSTAINABILITY
Mature organisation
Independency of external support (still attracting capital, of course)
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark Regional Innovation Center
5
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark Regional Innovation Center
6
Technical Assistance (Institution Building) Kayseri-Ericyes Technopark Regional Innovation Center
7
Technical Assistance (Institution Building) Kayseri-Ericyes Technopark Regional Innovation Center
8
2
198
9/16/2013
Thank you for listening
Technical Assistance (Institution Building) Kayseri-Erciyes Technopark Regional Innovation Center
9
3
The content of this publication is the sole responsibility of the G&G Consulting Consortium and can in no way be taken to reflect the views
of the European Union.

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