Module 3: Planning an Incubator -

www.infodev.org – www.idisc.net Basic Training

 Module 3: Planning an incubator
EMPREENDEDORISMO E
DINAMIZAÇÃO ECONÓMICA LOCAL

César Yammal Stefan Schandera

• infoDev facilitator for Latin America, Incubation • Consultant to infoDev, World Bank, on business
Program, since 2006 incubation (since 2006). Regional facilitator for
• Supervised infoDev grants to incubators in Eastern Europe and Central Asia (ECA).
about ten Latin American countries • Managed political youth party in East Germany
• Feasibility work for a full-fledged incubator in • Co-founded PR agency as a student, today
Nicaragua employing 15 people
• Country assessments on potential of • Managed consulting company focusing on
incubation to support alternative energies SMEs technology transfer and academic
• President, Innovos Group. S.A., a Science, entrepreneurship in Germany
Technology an Innovation (STI) Consultancy Firm • Since 2002, has supported incubation
• Monitoring and Evaluation systems in Mexico development programs in Eastern European and
and Chile Central Asian countries (Kazakhstan, Uzbekistan,
Georgia and others)
• STI Specialist, World Bank, 1997-2006
• Sector focus areas: Renewable energies,
• Science and Technology, Innovation and agriculture innovation, IT
Competitiveness investment projects in Chile,
Mexico, Nicaragua, Uruguay and Venezuela

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 Module 3: Planning an incubator
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Basic Training Module
Objectives:

By the end of the basic training module, the trainee will understand:

:: Objective 1: how to undertake a feasibility study for an incubator focusing in particular

on market analysis and stakeholder support;

:: Objective 2: the different types of business model incubators can follow to ensure
sustainability;

:: Objective 3: the important elements of strategic planning and preparing a business plan
for an incubator;

:: Objective 4: the considerations to take into account when setting key incubation policies
such as entry and exit criteria;

:: Objective 5: what are the different types of governance structure incubators can choose.

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 Module 3: Planning an incubator
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Module Introduction

Establishing an incubator is a significant, long term investment for the

community at stake.

Effective planning is a key factor in ensuring the future success of such an

initiative and the return on investment for the principle stakeholders.

THEREFORE - the incubator development team should apply a systematic

approach to planning an incubator exploring step by step:
• the feasibility study planning
• the incubator’s business plan
• the incubator policies

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 Module 3: Planning an incubator
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Rules DINAMIZAÇÃO ECONÓMICA LOCAL

¾Ask us to slow down if we are speaking too fast.

¾Stop us if you don’t understand what we’re saying.
¾Please, please, please….. Ask questions and offer comments.
¾Our goal is to help you enhance both your knowledge and your skill.
Skill development only comes with practice. Please engage in the
exercise as you and your colleagues apply what you are learning.
¾Please note that we have structured the schedule so that you have a 30
minute networking break – specifically to enhance your opportunities for
informal networking and also to give you time to check e-mail – and so
forth. THEREFORE, during the rest of the session PDAs and laptops
should be off.
¾ Comments & Questions: 2 minutes max.
¾ Let’s try to speak English but please feel free to speak in Portuguese or
Spanish.
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 Module 3: Planning an incubator
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Five Minute Exercise

Please take out a piece of paper and write down your responses to the following:

¾What are your personal goals for your participation in this program. (At the end
of this session, what will we have accomplished through this shared learning
experience – if you are going to consider this program a success?)

¾Write the three most important questions you want to have answered.

Now, let’s discuss your ideas.

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Module 3: Index for Basic Training

Component 1: Feasibility Study Planning

1. Pre-feasibility study – putting together the right team to plan an incubator
2. Components of a Feasibility Study
3. Understanding the Market Need (including Stakeholder Analysis)
4. How to assess when an incubator is not the appropriate solution?

Component 2: Business Planning

1. Vision & Mission Statements and Strategies for an incubator
2. Designing a Sustainable Business Model
3. Components of the Incubator Business Plan
4. Overview of Infrastructure considerations

Component 3: Incubator Policies

1. Entry and selection criteria
2. Incubator Programmes: Incubator Contracts
3. Exit/Graduation policies
4. Overview of Incubator Governance and Management

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Module 3: Schedule of Activities

8:30am – 8:45am Introductions and

Setting Expectations

8:45am – 9:15am Presentation and Discussion of Component 1

9:15 am – 9:45am Exercise: Commissioning a feasibility study

9:45 am – 10:00 am Exercise Debrief

10:00 am – 10:30 am Presentation and Discussion of Component 2

10:30am – 11:00am Networking Break

11:00am – 12:00 Presentation and Discussion of Component 3 & Case Studies

11:45am – Noon Module Wrap Up

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Component 1: Feasibility Study

Planning

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 Feasibility Study Planning
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1.1 Putting together the right team to plan an incubator

a working group must be set up, derived from this consensus, and should be capable of
carrying through the incubator project. The group should be driven by the will to effectively
contribute to the development of the economic activity and employment in the operating
area of the planned incubator.

Universities/
Local From sector specific fields which
Research Finance
Government are strong in the region e.g. ICT,
Institutes sector
agro-food…

Public or Private regional Private

economic development authorities Sector Other enterprise
development initiatives

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Initial tasks of the development team

‰ Reaching a consensus on the basic concept and

objectives of an incubator;

‰ Setting a timeframe and tasks for the preliminary

work to be carried out to assess the feasibility of creating an incubator;

‰ Learning more about business incubation as a

concept and in application;

‰ Securing resources for feasibility study planning;

‰ Implementation of feasibility study;

‰ Decision on results and planning of next phase of

development.

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Learning and capacity building

Incubator Keeping up to date

study tours with emerging trends
Online
training Incubator
resources networks and
events

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1.2 Components of a feasibility study

Feasibility studies typically examine the following core topics, at a

minimum:
‰ Market - the composition of the area’s entrepreneurial pool
and needs of prospective clients, now and into the future

‰ Stakeholder ‘buy in’ - community support and project

champions

‰ Facilities and Services

‰ Infrastructure - availability of the necessary built and ICT

infrastructure

‰ Financial feasibility - both short and long term, including

establishment costs

‰ Likely impact – to justify a business case

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1.3 Understanding the market need (incl. stakeholder
analysis)

Knowing your market:

ƒ What is the target market?
• R&D organizations and researchers prior to proof-of-concept stage
of development
• Individuals or companies past proof of concept stage, but prior to
institutional funding
ƒ What segments or niches are being targeted?
• Is it all high tech or industry segments?
• Characteristics, needs and location?
ƒ Responding to market demand or creating a new market?
Would pre-incubation programs increase target market size?
ƒ R&D Commercialization (Spin Out) Benchmarks
Quick, dirty and a good reality check. Many university associated incubators do NOT
get the majority of their tenants from the universities themselves
ƒ How large is the market targeted? Is there sufficient critical mass to justify
establishing an incubator? Who else is already competing in the marketplace?

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Services, infrastructure and financial feasibility

ƒ Pre-business incubation – services to nurture the market for intensive

incubation, typically focusing on developing ideas and business plans, often with
competitions and in conjunction with universities.
ƒ Core Business Incubation – delivered from one or more business incubator
buildings.
ƒ Outreach Business Incubation – incubation support to companies not located
in the business incubator but which visit the business incubator from time to time.
ƒ Virtual Business Incubation – purely on line business incubation support, by
way of information and a growing set of on line support services, such as
business plan reviews, mentoring (once a face to face relationship has been
initiated) certain types of advice.
ƒ Post Business Incubation – supporting companies that have graduated in the
next phase of their business expansion.

Buildings need to be suitable for flexible configuration, in a location that is good for
business (for the clients), free and debt minimized.
Financial feasibility - both short and long term, including establishment costs
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1.4 How to assess when an incubator is the appropriate
solution?

Does the proposed incubator project have:

‰ A solid market?

‰ A sound financial base?

‰ Strong community support?

‰ True champions?

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1.4 How to assess when an incubator is the appropriate
solution?

Solid Market: what does the market analysis show?

ƒIs there a deal-flow? Now and in the future?
ƒIs there a critical mass to justify an incubator being established?
ƒWhat size incubator is justified by the market?
ƒHow many tenants does the incubator need?
ƒWhat are the key market requirements? Can the incubator fulfill them?

Decision: Go / No-Go

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1.4 How to assess when an incubator is the appropriate
solution?

Sound Financial Base

ƒHave the start-up and short and long term costs been clearly
established?
ƒHas a clear business model for sustainability emerged from the feasibility
study?
ƒIs there a clear financial commitment to support the start up and initial
operation costs of the incubator? To provide ongoing support (depending
on business model)

Decision: Go / No-Go

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1.4 How to assess when an incubator is the appropriate
solution?

Strong Community Support

ƒDoes the incubator fit within the economic development priorities and
local innovation support eco-system of the community?
ƒHow well is the incubator project supported by key stakeholders in the
community?
ƒAre they willing to support the project politically and financially?

Decision: Go / No-Go

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1.4 How to assess when an incubator is the appropriate
solution?

True champions
ƒWho is/are the project champion(s)?
ƒIs the community behind them?
ƒDo they have the knowledge and experience to run a successful
incubator?

Decision: Go / No-Go

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If no clear “Go”…

OR

… Further research is … An incubator may not be the

required in order to obtain an most appropriate solution for
affirmative response the community in question

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 Exercise 3.1
EMPREENDEDORISMO E
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Commissioning a feasibility study

STEP 1 (5 minutes):
¾ Split up into groups which will represent the development teams for an incubator. Appoint a
chairperson.
¾ Each person takes on the role of a different stakeholder e.g. universities, large businesses,
investors, local government development representatives.
¾ Each stakeholder should state how they are prepared to support the incubator if it goes
ahead.

STEP 2 (10 minutes):

¾ Each stakeholder representative should explain what question(s) their
stakeholder group wants answered in a feasibility study.
¾ They should also suggest what response would encourage them to support the
incubator concept (Go) decision or alternatively what results would most likely
cause them to reject an incubator concept (No Go).

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 Exercise 3.1
EMPREENDEDORISMO E
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Commissioning a feasibility study

STEP 3 (5 minutes):
Put together a brief specification for a feasibility study
(using the feasibility template provided)

STEP 4 (10 minutes):

Group presentation and discussion

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 Exercise 3.1: Template EMPREENDEDORISMO E
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Who are the development Promoter Type e.g. How they are prepared to support the
team? university incubator? e.g. promotion and
client identification
Specify who are main
promoters, how are
they prepared to
support the incubator?

Feasibility study heading 1-2 topics to be addressed ‘Go’ or ‘No Go’ decision making
under each heading e.g. criteria e.g. market too small less
size of market than 100,000 people
Market
Facilities and Services e.g.
physical incubator or
virtual?
Infrastructure - e.g.
broadband capacity …

Financial feasibility – e.g.

set up costs …

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 Feasibility Study Planning
EMPREENDEDORISMO E
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1.1 Putting together the right team to plan an incubator

a working group must be set up, derived from this consensus, and should be capable of
carrying through the incubator project. The group should be driven by the will to effectively
contribute to the development of the economic activity and employment in the operating
area of the planned incubator.

Universities/
Local From sector specific fields which
Research Finance
Government are strong in the region e.g. ICT,
Institutes sector
agro-food…

Public or Private regional Private

economic development authorities Sector Other enterprise
development initiatives

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 Feasibility Study Planning
EMPREENDEDORISMO E
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1.2 Components of a feasibility study

Feasibility studies typically examine the following core topics, at a

minimum:
‰ Market - the composition of the area’s entrepreneurial pool
and needs of prospective clients, now and into the future

‰ Stakeholder ‘buy in’ - community support and project

champions

‰ Facilities and Services

‰ Infrastructure - availability of the necessary built and ICT

infrastructure

‰ Financial feasibility - both short and long term, including

establishment costs

‰ Likely impact – to justify a business case

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 EMPREENDEDORISMO E
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Component 2: Business Planning

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Component 2: Business Planning

OBJECTIVES

At the end of the component, trainees shall be able to:

:: Objective 1: identify the optimal business model

:: Objective 2: put together a business plan starting with the development of a strong
vision and mission statement and strategic objectives.

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 EMPREENDEDORISMO E
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Component 2: Business Planning
INDEX

Section 2.1.: Vision & Mission Statements and Strategies for an

incubator

Section 2.2.: Designing a Sustainable Business Model

Section 2.3.: Components of the Incubator Business Plan

Section 2.4.: Overview of Infrastructure considerations

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 Business Planning
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2.1 Vision, mission statement & strategies for a business
incubator

In summary, the main elements of the strategic framework of an incubator are as follows:

‰ A vision for the future

‰ A mission that defines what the incubator is doing

‰ Values that shape the incubator’s actions

‰ Strategies that zero in on the incubator’s key success approaches

‰ Strategic objectives to guide the incubator’s daily, weekly and monthly actions.

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Different strategic objectives for different types of
incubators

9 Technology Commercialization
9 Technology Transfer
9 Foreign Investment Attraction
9 Employment Creation
9 Wealth Creation
9 Development of a particular industry
9 Economic diversification
9 Support for entrepreneurs and growth clients from BDS/BAS/BDC style support
services
9 Helping Students become entrepreneurs
9 Entrepreneurship Development
9 To address social disadvantage, e.g. for women

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2.2 Developing a sustainable business model

“A business model (also called a business design) is the mechanism by which a

business intends to generate revenue and profits.”

Self sustainability is a perennial issue for business incubators across the globe, one that
should be considered from three principal perspectives:

¾ ‘Deal flow” i.e. the need for an ongoing critical mass of quality clients

¾ Ongoing government and policy support

¾ Financial self sustainability

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Ongoing quality ‘deal flow’ – demand from quality clients

Deal flow process

Business Incubation
3 Intensive
Virtual and outreach The ‘funnel’ leading to Business Incubation
incubation

Pre-incubation
Physical’
‘
The wider
Business Incubation Business Incubation
Entrepreneurship environment
100
awareness
Outreach
and/or
‘virtual’

Formal and informal

‘gateways’ including LRCs,
CRCs, Schools, Colleges…

Deal flow issues

9Incubator design Feeder channels
9Critical mass
9Networks
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Ongoing government and policy support

Public Support Issues

ƒ Public Private Partnership: In many cases incubators are managed through public-
private partnerships. Although they may have a public goal they should be managed
like private sector businesses (either for profit or not for profit). It is often difficult to
marry the two perspectives but nonetheless essential in order to secure long term
sustainability.
ƒ Adapt to trends: To maintain public support and relevance over time business
incubation needs to continually adapt to changing circumstances and public policy
priorities. They need to understand the changing environment, emerging market
failures and they need to recognize the social process of incubation. To survive
incubators must constantly review their fundamentals – their target market, service
portfolio and social objectives.
ƒ Accountability to stakeholders: Incubators should be aware they don’t operate in
isolation. If the board of directors includes public representatives and the incubator
receives subsidies from public money, from the outset a clear policy should be put in
place to demonstrate accountability and value for money. This could take the form of
an annual performance report and/or client survey for example. Success stories
should be highlighted through PR or appropriate media.
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Financial self-sustainability

ƒ Business incubation is a business itself and needs to maximize the revenue that
is earned from its clients.

ƒ The extent to which business incubation can be financially self sufficient, the
strategies to be used and the time it will take need to be addressed carefully in
the design and planning phases of development.

ƒ If achieving self sufficiency means management needs to spend substantial time

on non-business incubation activities, possibly fund raising or developing and
managing other revenue earning businesses, then problems can arise.
Management will have less time to spend helping develop the clients’ businesses
and over time the value of the services provided can deteriorate, diminishing the
business incubator’s brand and image in the community. Ongoing operational
funding can relieve this pressure, allowing management to spend more time
working with clients.

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2.3 Components of the incubator business plan

It supposes to:
ƒ Confirm the feasibility study results
ƒ Identify and resolve any remaining problem areas
ƒ Set performance benchmarks
ƒ Communicate the strategy with others
ƒ Provide a template for management

It has to be developed by the Board and management team for the

following reasons:
ƒ Facilitate understanding of the feasibility study
ƒ Ensure the plan is within the interest and capacity of those
required to implement it
ƒ Give a sense of ownership
ƒ Enable easier updating

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2.3 Components of the incubator business plan

ƒ Operating Plan
o Facilities
ƒ Mission statement o Entry and exit policies
o Types and level of services
ƒ Objectives (short, o Relations with other services
medium and longer term) o Staffing
o Role of the Board
ƒ Market Plan
o Target businesses ƒ Relationship with Stakeholders
o Their specific needs
o How to attract them ƒ Financial Plans
o Pricing o Capital budget
o Occupancy levels o Operational budget
o Cash flow projections
o Profit targets

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2.4 Overview of infrastructure considerations

Benefits of providing enterprise accommodation for the entrepreneurs

ƒ Availability of shared services such as common reception and meeting room facilities;
ƒ Economies in running costs e.g. high speed broadband at lower cost;
ƒ Co-operation with other tenants (discovering new ideas following their involvement, development of
joint-products);
ƒ Beneficial effect on reputation and turnover, better chances of success.
With regard to the disadvantages, these may include:
ƒ lower identity status;
ƒ higher charges in some cases in particular in high profile sectorial incubators.

Benefits for the incubator:

• Higher more tangible ‘visibility’ in the marketplace;
• Improved security : in particular for incubators relying on public funding, it is more
difficult to close down a physical incubation building than a virtual incubator;
• Improved access to clients;
• Better opportunities for stimulating networking and synergies between client
companies.

One condition is imperative: the provision of physical incubation space should never
represent a cost for the incubator
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MODULE 3 (Basic Training) Component 1 and 2 WRAP UP

Key Insights expressed by workshop participants through a discussion facilitiated by the

trainer.

Key Insight #1:

Key Insight #2:

Key Insight #3:

Key Insight #4:

Ken Insight #5:

And so forth.....

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Component 3: Incubator policies

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Component 3: Incubator policies

OBJECTIVES

At the end of the component, trainees should:

:: Objective 1: be able to decide on who qualifies to join the incubator (entry criteria) on
the basis of the adequate process used to assess whether the applicant
qualifies;

:: Objective 2: be able to ensure that the incubatee develops and grows its business;

:: Objective 3: be able to identify what stage should the incubatee exit the programme;

:: Objective 4: have gained a good understanding of overarching incubator policies such

as incubator management and governance policies and procedures.

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Component 3: Incubator policies
INDEX

3.1.: Entry and selection criteria

3.2.: Incubator Programmes: Incubator Contracts

3.3.: Exit/Graduation policies

3.4.: Overview of Incubator Governance and Management

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 Incubator policies
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3.1 Entry and selection criteria

Preliminary query: who makes the decisions on whether or not companies make the grade?
- incubator managers
- selection committees made up of a cross-section of individuals who can assess all aspects
of the potential business from entrepreneurial traits to export potential.

The same team must define the criteria for entry and selection. As this is one of the
most essential elements of incubator policy, the approval of the selection, entry and
graduation policies of an incubator should be approved at board level.

The concern to ensure a high level of occupation of the common premises should on no
account cause the incubator to make concessions with regard to its objectives and fundamental
criteria, which are, and should remain, the stimulation and facilitating of the creation of
enterprises and new innovative activities.

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A few basic characteristics of a selection process should DINAMIZAÇÃO
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the following

ƒ Incubators should accept a diverse range of clients to increase synergy and diminish direct
market competition.
ƒ Applicants should be for-profit ventures (except for some exceptions such as arts
incubators…).
ƒ They should be identified within the technologies or other cluster supported by the incubator.
Applicants should be early-stage – generally within the first two years of business
operations – not yet profitable and still growing. Exceptions may be made for small firms that
are changing focus, in a “turn-around” mode, substantially restructuring or launching a new
business project. Those that can properly use access to an affiliated institution such as an
university, federal laboratory or other strategic partner should meet the basic requirements of
the partner if their success involves using the partner’s resources.
ƒ They should have the ability to pay rents and fees charged by the incubator while
developing positive cash flow.
ƒ They should have a management team that is capable of handling technical and operational
aspects of the business or understand the need for and be willing to obtain needed technical
assistance.

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A few basic characteristics of a selection process DINAMIZAÇÃO
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include the following

ƒ Applicants should be able to benefit from the added value provided by the incubator and its
resource network.
ƒ Applicants should be able to benefit from the added value provided by the incubator and its
resource network.
ƒ They should provide economic benefits in the form of job and wealth creation or otherwise
develop a product or service that will benefit the region and/or sponsor.
ƒ They should not be in direct competition with an existing client or, if they do, management
should take care to ensure that any intellectual property risks or other conflicts are mitigated.
ƒ Innovative potential: Some incubators for example the Business Innovation Centre (BIC)
network in Europe focus strongly on the innovation potential of companies.
ƒ Local/international focus: some incubators closely assess the international focus of
companies.
ƒ Level of commitment: it is important to understand why a company wants to locate in your
incubator. What are their motivations: Price? Reputation? Access to other companies?
Companies entering the incubator must be committed first and foremost to following the
incubator program and growing their business.

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3.2 Incubator programs: incubator contracts

A formal lease agreement must be signed between client and landlord (the incubator).

This lease agreement will typically state:

o The space and facilities to be provided and procedures for modification
o The pricing policies for space and services such as IT, common services etc
o Payment modalities
o Duration of the contract including options for early exit/extension subject to the terms of
the overall graduation policy
o Procedures for setting development objectives and monitoring progress towards these
objectives
o Exit policy (if progress milestones aren’t met or non-compliance with other contractual
obligations)

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INCUBATOR-CLIENT HANDBOOK
TABLE OF CONTENTS

INTRODUCTION Visitor Parking

Mission Trash
History Use of Testing Facilities & Research
Client Companies Equipment
GETTING STARTED POLICIES & RULES
Business Hours Retention in the Incubator
Security and Building Access Graduation Criteria
Contact Numbers Termination
FACILITIES & SERVICES Hazardous Materials
Professional Services Lease Rules
Conference Rooms Modification of Policies & Rules
Signage & Logos APPENDIX A – IT SERVICES
Information Technology Services
Mail Room & Copier Services
Shipping & Receiving
Parking
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Monitoring company development

Target milestones may include for example:

ƒ Completing or updating specific parts the business plan,

ƒ Recruiting new members to the management team in response to identified

weaknesses,

ƒ Securing IPR protection for a new product or service,

ƒ Completing venture training,

ƒ Securing early stage investment,

ƒ Signing strategic partnerships agreements with key suppliers or clients.

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3.3 Exit/Graduation policies

Differentiation between ‘graduation’ and ‘exit’

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3.3 Graduation policies

The factors that define the duration of the stay within the incubator are usually determined by:
o Follow-up of the company’s performance assessment system or progress against
agreed milestones;
o Vision and understanding held by the incubator manager;
o Perception held by the entrepreneur;
o Timeframe variables which cover the company’s incubation period.

The most commonly used graduation criteria are:

¾ An experienced management team
¾ Financial stability (e.g. funding and or turnover to operate for 6-12 months)
¾ Significant product sales and backlog of orders
¾ No continuing need for incubator services
¾ Space requirements exceeding the incubator capacity

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Summary of Graduation or Exit Criteria (2002 NBIA State
of the Incubation Industry Study)

Company has outgrown space available at the incubator 77%

Client has spent the maximum time allowed in the incubator 68%

Client company has achieved agreed-upon milestones 63%

Client has failed to meet certain benchmarks or milestones 54%

Business assistance needs of client are beyond what incubator can provide 50%

Client company has an experienced independent management team 39%

Client company has had a liquidity event or attracted additional financing 59%

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Post graduation follow-up

Monitoring long-term incubator performance

Effective monitoring of graduate firms improves the accuracy of monitoring data on incubator
performance. Typically, graduate companies are monitored for at least a year post-
graduation, which enables the incubator to assess the longer-term impacts of its activities in
terms of new job creation, multiplier and other indirect effects such as possible opportunities
for future cooperation (mentoring , support of spin-off businesses, intrapreneurship training
etc). Positive feedback from these client surveys will go a long way towards satisfying public
investors in the incubator.

Post graduation programs

In some cases incubators agree a program of ongoing after care with incubation graduates
typically up to one year after graduation. This can take the form of a gradual phasing out of
support for companies who may for example have followed an accelerated graduation
program.
The value of a graduate ‘alumni’ club: permanent links are maintained between the incubator
and their graduates and these linkages are fostered by offline (mentoring programs,
conference speakers etc) and online forums (case studies, ask the expert forums etc).

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3.4 Overview of incubator governance and management

Focus on Public-Private Partnerships

The vast majority of incubators world-wide take the form of public-private partnerships. Less
than 15% of incubators globally are private and generally correspond to the ‘for-profit’ type
incubators more prevalent in developed economies like the US and Japan. In Europe, 13%
of incubators in the EBN incubator network are ‘for-profit’ incubators.

An important lesson from developed countries and infoDev’s work is that Public Private
Partnerships (PPPs) show a significant success factor. Business incubation thrives when the
public and private sectors work together and build local capacity. This applies to any
business incubator anywhere, but how a PPP is affected will vary depending on the local
situation. The details of PPPs are discussed comprehensively in Component 6.

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3.4 Overview of incubator governance and management

The role of the board is to:

¾ Direct and manage the incubator manager:

• Supervise their work and progress against the implementation of the incubator
business plan;
• Provide legitimacy for the manager ;
• Ensure the accountability of the manager;
• Support, care for and nurture the manager;
• Legal protection and validity for the manager.

¾ Provide a policy oversight and direction;

¾ Have a thorough financial overview of incubator operations and strategy;

¾ Ensure the incubator meets it’s legal responsibilities.

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Please stay in touch with us:

www.idisc.net

César Yammal (Latin America): [email protected]

Stefan Schandera (ECA): [email protected]
Julian Webb (Asia and Caribbean):
[email protected]
Heinz Fiedler (MENA): [email protected]
Steve Giddings (Africa): [email protected]
Mustapha Nezghani (Africa): [email protected]
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