1. To define the long-term vision and the mission of the Centre

The complexity of the domain targeted by the CENTRIC Centre of Excellence (management of the territory, land mapping and land registry), its scientific, economic and societal relevance will require the definition of a long-term vision and mission for the Centre resulting from the intersection of horizontal (enabling) factors, e.g., social and economic factors, with vertical (technical) research and technological trends.


  1. To carry out a detailed SWOT analysis of the domain of territorial management and cadastre in Romania

A detailed SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis of the domain of territorial management and cadastre in Romania, will highlight local (at regional and national Romanian level) strengths and constraints, as well as opportunities and threats.


  1. To define a long-term scientific and innovation strategy

Based on the results of the aforementioned SWOT analysis, a long-term scientific and innovation strategy will be

identified, including:

  • the assessment of technology background;
  • the identification of current scientific situation and trends;
  • the analysis of high-end technologies required to enhance the scientific and innovation profile of the Centre;
  • the analysis of international orientation and positioning of the Centre of Excellence within the international scene;
  • the current market situation and market trends;
  • and the analysis of technology transfer services required for the Centre, either through direct actions or through specific services that will have to be made available through the Centre and through indirect actions, based on involvement of third parties (e.g., industrial or institutional stakeholders).


  1. To perform a market analysis (including analysis of demand and supply aspects in the geospatial domain)

A further objective will be to perform a comprehensive market analysis, starting from the definition of the primary target stakeholders for the Centre of Excellence, especially regarding provision of applied research, contract research, consultancy as well as other innovation-centric actions (e.g., know-how and training). The analysis will also include identification of significant market trends and factors influencing the potential “customers” of applied research services (e.g., local industry or public administrations) and partners required in order to establish the targeted innovation ecosystem.


  1. To identify the Business Concept of the Centre

An additional objective will be the definition of the “business positioning“ of the Centre of Excellence, meant as the description of activities and services of the Centre, including applied or contract research, consulting activities etc. Services and activities to be performed will be identified based on the strengths and weaknesses of the current ecosystem, the expected level of demand for the different services, the number of potential “clients” (i.e., industrial stakeholders to which contract research activities could be targeted) and the perceived gaps and needs on the market.


  1. To analyse possible cooperation, strategic alliances and long-term partnerships

A comprehensive analysis will be carried on to identify collaboration situation reflecting the activities of the Centre of Excellence in Europe and possible partners (at both Romanian and EU level) and cluster potentials. The analysis will identify the profile of national and international partnerships needed for establishing actionable and productive links and bridges between the Centre of Excellence and a strategically defined number of public and private external stakeholders. The focus will be on identifying first the most relevant profiles, and then single out the added-value of the different specific partnerships in terms of capacity building and the models to be implemented for win-win and long-term collaborations in the long-term.


  1. To identify critical success factors

The analysis will also include identification of critical success factors such as:

  • the identification of the most suitable Legal Entity, according to the scope and mission as well as national and international legal and operational requirements;
  • the idenfitication of the geographical location of the Centre, including all administrative procedure related to operational start of the activities of the Centre in phase 2 (e.g. acquisition of permits etc.);
  • the stakeholders and ownership structure;
  • the management principles, management style and governing structure.


  1. To write By-Laws and other charter document

Building on results of the previous specific objective #7, the activities of the project will include editing of the key

set of reference documents for the formal activation and operation of the Centre of Excellence, e.g.:

  • Organisation chart and personnel-related documents (e.g. code of conduct, administrative documents, etc.).
  • Staffing and employment policies, including contractual aspects and contract templates.
  • Governance documents such as general assembly charter and rules of procedures.
  • Management members and management rules.


  1. To define the operational plan of the Centre

The aforementioned achievements will be functional to the definition of an operational plan that will include a full description of the different phases of development for the activities of the Centre, the practical milestones to be achieved as well as the infrastructure, equipment needed for its activities with a time horizon of five operating budgets as well as the service-oriented administration of the Centre.


  1. To prepare a financial plan for the Centre

The business planning activities will also include the definition of a detailed financial plan accounting for multi-year projections for expenses (including those required for provision of hardware, technologies and infrastructure) and financial resources from multiple sources of revenues will be considered and forecast, including:

  • Funds available as part of phase 2 of the project;
  • Participation to EC calls and other international programmes;
  • Private-public partnerships;
  • Contract research and value–added services;
  • Knowledge-transfer and other service activities (e.g. training), innovation and patenting activities;
  • National and international fundraising (e.g., from industry and Governments etc.) and event sponsorships;
  • Financial resources for infrastructural developments coming either from national resources as well as from European Structural and Investment Funds (ESIF).


  1. To define a strategic growth roadmap

In parallel to the definition of the operational and financial plans, and on the basis of the scientific and innovation

long-term plan, the analysis will identify a strategic growth roadmap, which will project a long-term growth path accounting for financial and strategic choices. The analysis, which will be then updated every year, will ensure in the long-term leadership based on most relevant opportunities, trends and technologies yet accounting for organisational and financial aspects in order to ensure a financially sustainable growth path for the Centre.


  1. To promote capacity building, knowledge and technology transfer and ensure visibility of the initiative

In addition to the previous objectives, all converging to the creation of a sound business plan for the Centre of Excellence, the phase 1 of the project will also aim at the creation of a suitable ecosystem at the national Romanian and EU level, through a number of capacity building and dissemination activities, which will involve the RTD community, the local governments, the industrial world, the wide pool of stakeholders involved related initiative at national and international level as well as representative from investor community.



Centre for ExcelleNce in TerRItorial management and Cadastre