CEI BioTic Granada

Universidad de Granada | Consejo Superior de Investigaciones Científicas | Parque Tecnológico de Ciencias de la Salud de Granada


With active participation by the partner-promoters, management of the Campus will have an open structure. The different partners (Local and Regional Government, Academic Institutions, Businesses, Transfer Agents and International Agents) will participate directly in the management of the BioTic Granada Campus. An International Advisory Board will be set up specifically to facilitate the participation of International Agents.

Eco-dynamizing campus life: resources and waste management, energy-saving and environmental management at faculty level

This management structure forms the basis for creating a Campus that is open, agile and dynamic, with the capacity to grow, improve and continually adapt.

To consolidate the BioTic GRANADA Campus, the following fundamental principles have been established:

  • Representativeness. All participants must be represented in the Campus management.
  • Management capacity. Develop the capacity to organise and adapt with agility, efficiency and effectiveness in decision-making.
  • Transparency and sound governance. Be mindful of the social responsibility of the Campus.
  • Coherence, flexibility and co-responsibility. In decision-making, consider the value contributed to the project.
  • Objectivity. Strive for the best option to achieve excellence and international renown.
Landscaping, campus planning and new buildings in the Health Sciences Technology Parkd
  • Mutual knowledge. Facilitate mutual knowledge amongst the partners, beyond formal commitments. Come to understand the specific requirements and expectations of all parties.
  • Connectivity and communication. Establish regular communication channels between partners, both formal and informal.
  • Commitment. Foster commitment based on credibility and far-removed from opportunism.
  • Build confidence through shared values, communications and joint experiences.
  • Open collaboration. Keep collaboration open and seek economies of joint-working. Consider how to achieve and maintain value-generation for all concerned.

Underlying principles to help consolidate the Campus


Adaptation of buildings and facilities to the EHEA, promotion of GMP (good manufacturing practices) rooms, and plans for sports facilities on campus and in Sierra Nevada

Much of the coordination and management of the Campus will be undertaken via a Web platform which will serve as a communication medium to achieve agility and efficiency in coordination and management processes

Management structure

The following diagram shows the management structure of the Campus.

Management structure of the Campus

Management structure

Below, the composition of each of the management components reflected in the diagram is described:

Sustainable urban mobility plan: bicycle lending system and promotion of public transport.

Plan for info-accessibilty, universal WiMax access
  1. Campus Council: Composed of representatives of all the partners of the BioTic Granada Campus – promoters, local and Autonomous Region public administration, academic bodies, businesses, transfer agents, other entities and social agents. It is the highest representative body.
  2. International Advisory Board. Composed of representatives of the international academic institutions and centres for transfer that form part of, or collaborate with, the BioTic Granada Campus.
  3. Social Affairs Committee. Composed of representatives of the Town Halls and Diputación (provincial council), of social agents and of the University community, selected by the Campus Council.
  4. Scientific Committee. Composed of teaching and research specialists from partner-promoter organisations and from the other partners, selected by the Campus Council.
  5. Enterprise Committee. Composed of representatives from businesses and innovation agents, selected by the Campus Council.
  6. Board of Directors: Composed of 15 people, including the University Rector, the Campus Coordinator, the Health-Science Technology Park Manager, the President of CSIC, the Minister for Economy, Innovation and Science, the Minister for Health, Granada Town Hall, Granada Diputación, representative from business, and coordinators of strategic areas.
  7. Campus Coordinator. Selected by the Board of Directors, this is an executive decision-making post.
  8. Departmental Units. These are charged with carrying out the actions described in the Strategic Plan, in coordination with partners. The personnel heading up each Unit will be designated by the Board of Directors following proposal by the Campus Coordinator, and must be expert in the sphere of management of that Unit. As a minimum the following Units will be set up:
    • Finance and Administration. Responsible for administrative matters and producing economic and financial reports.
    • Marketing and International Relations. Responsible for coordinating the actions of partners, and managing the functions of internal and external communications and the international promotion of the Campus.
    • Units for specific strategic projects. These are responsible for promoting and developing specific strategic projects as outlined in the Strategic Plan.
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