LEADING PUBLIC SECTOR PROGRESS. Company profi le

Transcription

1 LEADING PUBLIC SECTOR PROGRESS Company profi le

2 2 An increasingly close bond between public sector and private organizations marks our economy. In this frame, we are a point of convergence for valueadded services in order to meet the great challenges and signifi cant opportunities we have in front of us: growth in international markets, reform and modernization of public administrations, the reorganization of the justice system, start-ups development along with SMEs business improvement, and digital education.

3 Leading public sector consulting throughout Italy and abroad Since its inception, LATTANZIO Advisory has focused on the public administration and public service provider sectors. This strategic choice diff erentiates us from other consultancies and has allowed us to take a leading role in supporting current reform and modernization processes in Italy and at the European level. We are specialized in technical assistance and evaluation in the framework of programs co-funded by European Funds and international donors. We have also gained an important role in cooperating with countries served by the IPA programs and ACP countries (Africa, Caribbean, Pacifi c); furthermore we provide services to European regional development banks and the Italian Ministries of Foreign Aff airs. International development, important projects At LATTANZIO ADVISORY Public Sector we are using international cooperation to build and develop the expertise gained over time in the Group s core areas of activity, relocating sectors such as management engineering, PA support and training to the international level. Around 50% of the company s turnover currently derives from international projects. From IPA countries to the extra-eu area, including African, Caribbean and Pacific countries, we have accumulated extensive experience over the years in managing international consortiums while at the same time developing a highly eff ective network of partners, key experts and working relationships all over the globe. Our distinctive approach is characterized by a capacity for generating and harnessing synergy: not only synergies with our satisfi ed clients at the national level, but also ongoing exchanges among the Group companies in planning the kind of public-private partnerships and digital learning projects that are increasingly prevalent in cooperative initiatives, communities of practice and the management of complex projects involving digital content and multilingual training. Some important positions held in international cooperation initiatives Institutional strengthening for national and local PA (Serbia, Croatia, Romania, Turkey, Moldavia, FYROM and Egypt) Technical assistance with the introduction of DIS (Decentralised Implementation Systems) in IPA countries (FYROM) Institutional strengthening for Structural Fund managing authorities and intermediate bodies in new member states (Romania, Croatia) Empowering the departments in charge of EU planning and EU funding management in pre-accession countries (Romania, Croatia) Technical assistance in the justice system sector (Romania) Organizing study visits to EU countries for PA personnel (Romania, Croatia) Professional training programs (VET) involving public-private partnerships (Croatia, FYROM, Romania) Providing training modules to PA in the context of institutional strengthening (Croatia, FYROM) Developing and carrying out institutional communication campaigns (Croatia, Turkey, Romania, Ukraine) Improving workplace safety (Turkey) Regional and inter-regional development plans (Romania, Ukraine, Moldavia) Introducing Performance Management Systems for PA (Ghana, Namibia, Sierra Leone) 3

4 Areas of expertise GOVERNANCE AND PA REFORM Organizational set-ups and models Change management Strategic and management planning and control Directional analytical accounting Operational cost rationalization Spending reviews Public Utilities associated management Outsourcing strategies and global services Work concession contracts. Service contracts Outsourcing management and control tools Investment monitoring Valorization of operative agencies LOCAL ECONOMIC DEVELOPMENT Territorial strategic planning Policies and tools for local development Investment promotion Territorial marketing Labor market development Public-private partnering models DIGITAL AGENDA AND E-GOVERNMENT Innovation strategies and plans for adopting new ICT technologies in businesses and PAs E-government systems. Planning Feasibility and impact assessment E-procurement Open data systems DEVELOPMENT FUNDS MANAGEMENT Ex ante, mid-term and fi nal evaluation Intermediate and fi nal results evaluation Organizational structure evaluation Intervention strategies and policies. Planning and exante conditionalities Effi cient organization of processes and cost management Technical support for Euro-planning Preparing announcements/notifi cations and assessment processes Models, indicators and information systems monitoring Audit and fi rst and second level checks Reporting and management of checks Direct management of thematic funds Communication and assistance for recipients SERVICE DELIVERY AND CITIZEN SATISFACTION Models and tools for transparency in administrative management Social accountability. Social accounting and mandate accounting Models for participatory and collaborative governance E-Democracy Citizen Satisfaction Analysis Service users charters of rights Call centers and portals for citizens and businesses Systems for ensuring effi ciency and quality. Excellence models for PA (EFQM, CAF) OUR CLIENTS ITALY Central administrative bodies - Cabinet of Prime Minister, Public Functions Department, Technological Innovations Department, Ministry of Foreign Affairs, Ministry of the Environment, Ministry of Productive Activities, Ministry of International Commerce, Ministry of Cultural Heritage, Ministry of Defense, Ministry of Economics and Finance, Ministry of Justice, Ministry of the Interior, Ministry of Education, Universities and Research, Ministry of Labor and Social Policy, Ministry of Health, Ministry of Economic Development, Ministry of Agricultural, Food and Forestry Policies, DGCS General Direction for Development Cooperation, Agency for Electricity and Gas Regional administrative bodies - Abruzzo, Basilicata, Calabria, Campania, Emilia Romagna, Friuli Venezia Giulia, Lazio, Liguria, Lombardy, Marche, Molise, Piedmont, Apulia, Sicily, Sardinia, Tuscany, Umbria, Valle d Aosta, Veneto, Internal Control Services Conference of Regions and Autonomous Provinces, Abruzzo Regional Council, Friuli Venezia Giulia Regional Council, Lombardy Regional Council Provincial administrations - Milan, Rome, Agrigento, Alessandria, Ancona, Autonomous province of Bolzano, Brindisi, Cagliari, Caltanissetta, Campobasso, Caserta, Catanzaro, Cosenza, Cuneo, Enna, Florence, Forlì and Cesena, Genoa, Livorno, Lecco, Lecce, Lucca, Macerata, Massa Carrara, Messina, Naples, Novara, Nuoro, Olbia Tempio, Oristano, Padua, Pistoia, Prato, Salerno, Savona, Taranto, Turin, Autonomous Province of Trento, Venice, Vibo Valentia Municipal administrations - Milano, Rome, Alcamo, Anzola nell Emilia, Aosta, L Aquila, Arco, Augusta, Avellino, Avola, Azzano Decimo, Bagno a Ripoli, Bari, Basiliano, Bolzano, Cagliari, Borgo San Lorenzo, Brindisi, Cavriago, Campo di Giove, Cernusco sul Naviglio, Corsico, Crotone, Enna, Desenzano del Garda, Favara, Finale Ligure, Florence, Foggia, Forlì, Lecce, Livorno, Lodi, Lucca, Macherio, Maglie, Maniago, Mantua, Marsala, Matera, Melegnano, Merano, Merate, Messina, Monreale, Monza, Mortara, Naples, Oristano, Padua, Palermo, Parma, Partinico, Pesaro, Piacenza, Pioltello, Pomigliano d Arco, Prato, Quartu Sant Elena, Reggio Calabria, Rivoli, Romans d Isonzo, Roseto degli Abruzzi, San Giuliano Terme, San Vito al Tagliamento, Schio, Sedigliano, Seregno, Settimo Milanese, Siracusa, Taranto, Tempio Pausania, Termini Imerese, Trento, Trevignano, Romano, Vercelli, Verona, Vicari, Vimodrone, Zola Predosa Public service providers - ACM Dolo, AMGAS Bari, AMPS Parma, AMTAB Bari, ARPAC Campania, ASM Foligno, ASPES Pesaro, ASTEM Lodi, CIIP Ascoli Piceno, EDISON Gas, SERTA Mira Valle Umbra Servizi National agencies - Inland Revenue Offi ce, Customs Offi ce, CNF, CONSIP, ENAC, Equitalia, FORMEZ, ISA Istituto Superiore Antincendi, ISAE, ISFOL, ISTAT, Italia Lavoro, SOGEI, Studiare Sviluppo Local agencies - Integrated Development agency, Lazio Region Development Agency, Veneto Agency for Agricultural Payments, Lombardy Regional Agency for Education, Training and Work, Abruzzo Regional Agency for IT and Telecommunications, Piedmonte Regional Environmental Protection Agency, Sicily Regional Environmental Protection Agency, Lazio Regional Public Adminstration Development Agency, ASIS, Veneto Region AVEPA, Valle d Aosta Consortium of Local Agencies, Emilia Romagna Civil Protection Service Center, Tindari-Nebrodi Inter-municipal Consortium, Matese Regional Parks Agency, Valle Umbra GAL, Innova Puglia, Regional Research Institute of the Lombardy Region, Lombardia Informatica, Inter-regional Cooperation and Development Observatory, Sannio Europa, Pisa Revenue Offi ce, SVIM Development Marche, Umbria Region WEBRED, Mountain communities of M. Lattari, Mugello and Monti Dauni, SFCU Sistemi Formativi Confi ndustria Umbria scarl, INGV Istituto Nazionale di Geofi sica e Vulcanologia Chambers of Commerce - Milan, Arezzo, Catania, Varese, Mondimpresa Health and Social Services - Lazio Region ADISU, Nord Ofantino Social Inclusion Agency, ASL 1 Umbria, Turin ATC, Vittorio Emanuele Hospital in Gela, Physiotherapeutic Hospital Institutes Judicial Courts Courts of law - Bolzano, Caltanissetta, Castrovillari, Catanzaro, Cosenza, Crema, Cremona, Marsala, Messina, Palermo, Palmi, Reggio Calabria, Rossano Calabro, Vibo Valentia Public Prosecutor s Offi ce - Caltanissetta, Reggio Calabria Appeals Courts - Caltanissetta, Catanzaro, Palermo, Reggio Calabria, Salerno Offi ce of the District Attorney - Bolzano, Caltanissetta, Castrovillari, Catanzaro, Cosenza, Crema, Cremona, Enna, L Aquila, Marsala, Milan, Palmi, Pescara, Reggio Calabria, Rossano Calabro, Termini Imerese, Trapani, Venice, Vibo Valentia

5 EUROPEAN COMMISSION DG Enlargement, DG EuropeAid, DG Environment, DG Research, DG External relations, DG Information Society and Media, DG Human Resources, DG Health and Consumer; DG Education, DG Trade, ENPI Italy Tunisia Cross- Border Cooperation Programme EU DELEGATIONS, OFFICES & AGENCIES ETF European Training Foundation, European Agency for Reconstruction EU Delegations in: Afghanistan, Albania, Argentina, Armenia, Barbados, Bolivia, Bosnia-Herzegovina, Burundi, Central African Republic, Costa Rica, Egypt, El Salvador, Ethiopia, Fiji, Gabon, Ghana, Guatemala, Guyana, Honduras, India, Jamaica, Jordan, Lebanon, Macedonia, Malawi, Morocco, Mozambico, Nicaragua, Niger, Nigeria, Pakistan, Rwanda, Somalia, South Africa, Sudan, Swaziland, Tagikistan, Tanzania NAO National Authorizing Offi cer of the European Development Fund in: Belize, Chad, Fiji, Guinea, Sierra Leone, Turkey INTERNATIONAL DONORS World Bank African Development Bank UNFPA - United Nations Population Fund, UNDP - United Nations Development Programme, UN Women - United Nations Entity for Gender Equality and the Empowerment of Women EUROPE Albania - Ministry of Finance Bulgaria - Center for Public Administration and Local Government (PALGO), Municipality of Sofi a, Bulgarian National Association of Municipalities Croatia - Handicraft Chamber of Varadzin, Ministry of Public Administration, Ministry of Finance Cyprus - Municipality of Limisso Greece - Xanti District Union of Local Agencies Macedonia, FYR - Ministry of Finance Central Financing and Contracting Department (CFCD), Secretariat for European Affairs (SEA) Malta - Ministry for Resources and Rural Affairs Moldova - Agency for Industrial Restructuring Romania - Ministry for European Funds, Ministry for Labor, Family, Welfare and Elderly People, Ministry for Agriculture and Rural Development, Ministry of Economy, Ministry of Regional Development and Public Adminstration, Ministry of Public Finance, Paying Agency for Rural Development and Fisheries, Superior Council of Magistracy, Center Regional Development Agency, Regional Development Agency for Bucharest-Ilfov, North-East Regional Development Agency, North-West Regional Development Agency, West Regional Development Agency, South-East Regional Development Agency, Regional Development Agency South-West Oltenia, Provincial Councils of: Braila, Calarasi, Caras Severin, Cluj, Dolj, Ialomita, Mehedinti, Olt, Timisoara, Valcea, Municipalities of Baia Mare and Satu Mare, Craiova, Drobeta Turnu Severin, Fetesti, Giurgiu, Novaci, Slatina Serbia - Ministry of Finance, Ministry for Public Administration and Local Selfgovernment, Standing Conference of Towns and Municipalities, Municipality of Belgrade, Chamber of Commerce and Industry of Uzice, Public offi cers Association Spain - Barcelona Municipal Institute of Markets Turkey - Ministry of Agriculture and Rural Development, Ministry of Finance, Ministry of Labor and Social Security, Undersecretariat of Treasury, CFCU - Undersecretariat of Treasury; Ministry of Agriculture Rural Affairs Ukraine - Ministry of Economics, Ministry for Emergencies, State Committee for Regulation and Entrepreneurship policies, Center for Corporate Restructuring and Private Sector Development MIDDLE EAST & NORTH AFRICA Egypt - Ministry of Commerce and Industry, National Research Center Jordan - Jordanian Investment Center Kuwait - National fund for SMEs Lebanon - Souk Al Taieb, Lebanese Civil Society Organisations Morocco - Ministry of Environment Tunisia - ENPI Cross-Border Cooperation Programme SUB-SAHARAN AFRICA Burundi - Ministry of Justice Central African Republic - Central Government Gabon - Ministry of Trade; Ministry of Economy and Sustainable Development Ghana - Ministry of Local Self-government and Rural Development, Ministry of Finance, Ministry of the Economy and Sustainable Development Malawi - Ministry of Rural Development Mozambico - Ministry of Interior Namibia - Department of the Offi ce of the Prime Minister Nigeria - Central Government Niger - Ministry of Education Rwanda - Regional Organisations Sierra Leone - National Authorising Offi cer of the European Development Fund, Government of the Republic of Sierra Leone, HRMO Human Resources Management Offi ce Somalia - Central Government South Africa - Ministry of Cooperative Governance and Traditional Affairs Swaziland - Central Government CENTRAL & EAST ASIA Afghanistan - Central Government Armenia - Ministry of Transportation and Railway Administration, Ministry of Education and Finance Georgia - Ministry of Transportation and Railway Administration Russian Federation - Ministry of Commerce and Economic Development Pakistan - Government of Pakistan Vietnman - Ministry of Foreign Affairs LATIN AMERICA Argentina - Servicio National de Sanidad y Calidad Agroalimentaria Barbados - OECS Network of Excellence in Tourism and Hospitality Training and Education Bolivia - Ministry of Rural and Spatial Development Guatemala - Ministry of Economy Guayana - Lands and Surveys Commission Nicaragua - Central Government 5

6 Development programs sustained by public resources. A key role in the evaluation process In Italy LATTANZIO ADVISORY Public Sector has taken a leading role in assessing programs co-funded by the European Union for developing less prosperous areas, promoting innovation in more prosperous areas and stimulating intelligent, Evaluating regional policies inclusive and sustainable forms of development throughout Europe. We take a distinctively independent, useful and participatory approach to evaluating public policies. In this way, the evaluation process works to Evaluating educational, training and employment policies strengthen the overall administrative capacities of the PA in charge of the programs under assessment and to bring more democracy to the decision-making process surrounding public investment. Evaluating rural development policies We believe policy assessment to be a fundamental service for regional administrations. This service is not limited to simply verifying outcomes in terms of the progress of a given program. Rather, we reconstruct the policy being implemented through a focus on specifi c issues and case studies and formulate proposals for improving its overall performance and effects. This process involves highlighting policy outcomes through new and innovative forms of communication such as video reporting, workshops, public events, informational brochures and online communication. Enhancing the specifi c contribution of the ESF and the results it has achieved through investment in education, training and employment and to disseminate them at the regional and national levels: this is what it means to act as a catalyst of innovation and cutting edge solutions in the culture of assessment by using participatory methods and adding a social dimension to the evaluation process. We draw on a wealth of experience gained over time and methods that fully match the high standards of quality established by the European Commission. The core of our approach centers around the assessment of rural development policies as an operational tool for improving programs, for fostering learning and sharing at all levels, for increasing aptitudes for innovation in benefi ciaries and decision-makers alike and for making concrete use of assessment outcomes. We focus specifi cally on the context of CAP reform, an area that requires ever-closer coordination among the various policies involved and, consequently, an evaluation process that prioritizes usefulness. ERDF ESF EAFRD Evaluating cooperation and networking programs Evaluating local development policies Evaluating policies for security and legality 6 Assessing cooperation programs involves outlining the effects they have on multiple and extended contexts. It involves examining the nume-rous initiatives and programs being carried out throughout the country, the multi-faceted issues and organizational structures at play and the diverse and complex administrative and managerial procedures involved. Experimental techniques and ongoing knowledge-exchange between the evaluators and the entities managing the programs: these are the foundation of our collective approach to assessing highly complex processes. Though these methods may challenge the actors involved, at the same time they offer precious opportunities for engagement at the European level. Policies that involve all the local actors, both public and private, in a multi-sector and integrated approach off er signifi cantly more added value than do conventional policies. It is for this reason that we strive to more deeply and accurately assess the effectiveness of the elements comprising public projects for local area development in terms of how well they are able to make a coordinated use of diverse resources and multi-form implementation tools. We believe evaluation should play a dynamic role: an iterative process of supporting planning processes throughout the entire life span of public programs and projects through a participatory approach based on principles of usefulness and communicability of the evaluation results. We off er ongoing support and continuous assessment of programmatic and operational choices without ever ceding the neutrality and independence that is so crucial to the entire evaluative process.

7 A bridge to the new Europe PARTNERING DEVELOPMENT IN EASTERN EUROPEAN COUNTRIES LATTANZIO ADVISORY Public Sector has chosen to point toward the Eastern European countries: EU neighbors, prospective members and new EU states. With a view to reciprocal exchange, LATTANZIO ADVISORY Public Sector valorizes skills developed in the Italian context and its growing presence in multiple Eastern European countries. Using its own established system of local professionals with specifi c local competencies and experience, it serves as a direct provider of consulting services in each of the countries where it operates. It is well positioned to partner all those (public administrations and businesses) interested in internationalization projects with Eastern Europe, capitalizing on its well-established territorial presence and, in particular, on the privileged relationship it enjoys with public administrations. Through these relationship and thanks to a deep understanding of each country s dynamics and processes, it aids clients in generating business opportunities, exchanging experience, and establishing international and transnational collaboration. LATTANZIO ADVISORY Public Sector has opted to put down roots in the local context in order to be close to its clients, offering them a regional presence, insights and knowledge in terms of culture, relationships, legal and regulatory issues and social and economic dynamics. In this way it is able to develop solutions that account for local specifi cities and enable ongoing benchmarking efforts, the valorization of successful models and the transfer of best practices nationally and internationally. Mare Nostrum Improving the cohesion of Europe s southern borders through local cooperation LATTANZIO ADVISORY Public Sector is engaged in promoting cohesion and integration between Europe and the Mediterranean. This highly important area is stimulated by a web of EU funding initiatives aimed at fostering cohesion through the development of ongoing relationships and collaborative projects that bring states, regions, cities and associations closer together. LATTANZIO ADVISORY Public Sector has gained significant experience both in designing local cooperation projects (between Italy and Malta, Italy and Tunisia, and Italy and Maritime France) and in directly managing European local cooperation projects. These projects have involved the Mediterranean of regions (MEDGOV), the Mediterranean of food and agricultural culture (Medifostak) and the Mediterranean and Middle East of markets (the Marakanda project) as well as cooperative initiatives among cities (UCAT) and in the field of marine monitoring (MOMAR), to name just a few examples. 7

8 Intervention modalities: backing businesses that seek to change LATTANZIO ADVISORY Public Sector has strategically chosen to present itself as an innovation agency, serving public administrations as they meet the challenge of change. Through each different intervention mode observatory, laboratory and work site we off er our clients a reading of the context and potential levers for action, an outline of the choices made by other administrations and a comparison of the potential solutions. Our products and services are designed according to a value-added logic and, in partnership with commissioning administrations, are aimed at: generating ideas and developing innovative solutions to face borderline issues in the process of reforming public systems translating ideas into concrete results in order to modernize administrations framing interventions for change as opportunities for cultural development, organizational learning and personal growth. Our intervention methods guarantee dynamic and flexible responses that take into account specific territorial features: in addition to governing technical components, they emphasize the development of the rational component among change actors in internal and interinstitutional governance. FOCUSING ON THE CLIENT Producing culture through teamwork: solutions that grow from below In order to bring about cultural development and organizational learning, projects of change must be based on two complementary trajectories: A logical trajectory (problem solving): a sequence of activities and choices by the work group that explore various alternatives to choose the most appropriate operational solutions for achieving a given objective. A cognitive trajectory (change management): a sequence of comparisons and evaluations carried out by the various actors on the basis of a shared language and a vision that takes into account the alternatives and consequences. The objective is to guide people in adopting a new cognitive model of planning, management and monitoring the activities to be carried out. Strategic and operational aspects of the change process Analyzing and evaluating various scenarios and diagnosing needs Identifying strategic alternatives and choosing model to reference and aspire to Mapping a path to get from the current situation to the aspired-to model Executive planning, implementation and assistance with experimentation Project management and consulting on tools for change Raising awareness among and training the human resources involved in change processes The experience offered by a highly specialized team of professionals 8 Key expert 1000 professionals PROFESSIONAL RESOURCES A young and experienced team LATTANZIO ADVISORY Public Sector currently boasts a team of over 60 professionals, all of which have accrued extensive and high-profi le experience in projects supporting public administrations. This core of internal professionals is backed by a consolidated network of over 1000 external key experts that is continually updated and present throughout national and international terrains. They collaborate with an established network of more than 300 partner firms in implementing projects requiring specifi c and/or complementary expertise.

9 Research, studies, conventions, training and publications. Leading eff orts to modernize the country LATTANZIO ADVISORY Public Sector organizes conventions, seminars and workshops, meetings aimed at exploring leading-edge issues in PA reform and modernization processes. Our experts offer an analytical interpretation of the issues in question through a consideration of the relevant variables, emergent models being developed in the more advanced international settings, methodologies and operational tools. As a rule, these initiatives also incorporate the contributions of active participants in the fi eld who are able to off er concrete experience in established and recognized best practices. We focus on constructing moments of dialogue and exchange between these expert participants, each of whom brings to the table the fruits of extensive experience within his or her specifi c administrative body. LATTANZIO GROUP EDITORE Tools for changing PA Manuals Reference models, modes of intervention and pathways of implementation related to the specifi c settings of innovation around which LATTANZIO ADVISORY Public Sector has developed consolidated methodologies. Strategic and management control manual: a contribution to efforts to redesign planning and control systems (Italian version) 1999, republished 2003, in collaboration with the Internal Control Services Conference of Regions and Autonomous Provinces Social Accounting for PA governance: a guide to the existing projects and options (Italian version) 2004, in collaboration with FORUM PA Planning and evaluating training: a guide for Public Administrations (Italian version) 2004, in collaboration with the MIPA Consortium on order of the Public Functions Department Experience Signifi cant cases and outstanding experiences carried out in Italian PA that contribute to the circulation of best practices and knowledge exchange among public employees. Governance and interinstitutional cooperation: the case of Lombardy s agricultural sector (Italian version) 2003, in collaboration with IREF the Lombardy Region s institute for public adminis- tration training. Planning, Budgeting, Controlling: the Lombardy case (Italian version) in collaboration with IREF the Lombardy Region s institute for public administration training. The One-stop Desk for production activities: the case of 19 municipalities aggregated in centralsalento (Italian version) 2003 Strategic Planning for Territorial Governance: Models and solutions for the sustainability and implementation of the Territorial Strategic Plan (Italian version) 2006 Managing Urban Development: Strategic planning for Large Areas: The experience of the Strategic Plan office of the Lecce municipality (Italian version) 2010 Studies Survey results, research studies and in-depth investigations concerning the leading-edge issues facing public administrations in their processes of transformation. Innovation in purchasing processes in regional and local PA (Italian version) 2003, in collaboration with FORMEZ on behalf of the Public Functions Department Monitoring operating costs: A guide for Public Administrations (Italian version) 2004, in collaboration with the Internal Control Services Conference of Regions and Autonomous Provinces 9

10 LEADING PUBLIC SECTOR PROGRESS KNOWLEDGE INTENSIVE BUSINESS SERVICES ENHANCING COMPETITIVENESS FOR GROWING SMEs WHEN EDUCATION BECOMES INNOVATION SOLUTIONS, SKILLS AND VISION FOR EFFECTIVE COMMUNICATION Growth in international markets, PA reform and modernization, judicial system reorganization, startup support, SMEs competitiveness, rural development, digital school: this is what LATTANZIO Group is for with its capacity to add value by integrating management consulting, IT, e-learning, market research and communication. These are commonly known as KIBS (knowledge-intensive business services), essential for public sector progress and improvement of SMEs way of doing business. ICT Lab ICT SOLUTIONS AND SERVICES TO GROW BUSINESSES AND PUBLIC ADMINISTRATIONS KIBS

11 LATTANZIOnet LATTANZIO Group Knowledge Network The website enables users to access the online Documentation Center, which is free of charge and reserved for LATTANZIOnet subscribers. By joining the more than 100,000 network subscribers, you can view the entire collection of seminar proceedings and consult databases, training resources and bibliographies. A subscription to LATTANZIOnet also entitles you to receive free of charge our Newsletter, with group-related news, activities and projects and the topics most fundamental for change in public administrations and businesses. Quality and environmental management certifications ISO 9001: ISO 14001: 2004 The LATTANZIO Group companies are UNI EN ISO 9001: 2008 and ISO 14001:2004 certifi ed for management consulting, research, managerial training, publication, information system development, communication and event organization. The LATTANZIO Group companies are members of CONFINDUSTRIA Assoconsult Federated Association of Consulting Firms which is an associate of CONFINDUSTRIA, CONFINDUSTRIA Intellect and FEACO (European Federation of Management Consulting Associations) as well as ASSOLOMBARDA and ELIG (European Learning Industry Group). Ezio Lattanzio is in his second term as President of FEACO, the European Federation of Management Consulting Associations based in Brussels. He is also past-president of Confi ndustria Assoconsult, the Italian association of management consulting fi rms, and past-president of Confi ndustria Intellect - the Italian Federation of consultancy, communication, market research and web publishing. 11

12 ADVISORY LEARNING COMMUNICATION ICT Lab LATTANZIO Group Spa VAT IT Head Offi ce Rome (Italy) Via Nazionale, 89A T F Milan Bari Washington DC (USA) Brussels (Belgium) Bucharest (Romania) info@lattanziogroup.eu