Скачать презентацию th 2010 WILOs — June 10 -11 Swansea Скачать презентацию th 2010 WILOs — June 10 -11 Swansea

b4be11a9373e6aff8c3bd259160785b5.ppt

  • Количество слайдов: 24

th 2010 WILOs - June 10 -11 Swansea Philip Graham Executive Director Go raibh th 2010 WILOs - June 10 -11 Swansea Philip Graham Executive Director Go raibh maith agaibh as an chuireadh Diolch yn fawr am fy ngwahodd i Gymru!

 3 Themes of this Presentation The Past The Present The Future. . . 3 Themes of this Presentation The Past The Present The Future. . . Knowledge Transfer Landscapes

WHY ARE WE DOING THIS? Research has moved on so must KT Associations • WHY ARE WE DOING THIS? Research has moved on so must KT Associations • In the 1980’s: Research was individually led; institutes; nationally focused Knowledge Transfer was opportunistic and altruistic • 2000’s: Research is more strategic; assessments; institutes; international emphasis Knowledge Transfer more important; we have 3 rd mission and a permanent stream of funding • 2010+: Research is strategic; professional; institutes; global competition Knowledge Transfer; key strategic component; and is increasingly professional

The AURIL Offering Then • Was the key knowledge and technology transfer association in The AURIL Offering Then • Was the key knowledge and technology transfer association in the UK and Ireland – 120 members • Represents and influences the sector’s views funders and stakeholders • Networking, Jiscmail – old boys/girls club - gate keeping! • Post job vacancies • Annual conferences • Workshops – Research Special Interest Group (lunch Club!) • Opportunities for members to exchange ideas and share experience • Best practice – guidelines, publications and templates • A Fraternity NO PUBLIC FUNDING!!

WHY ARE WE DOING THIS? • Research has moved on so must KT Associations WHY ARE WE DOING THIS? • Research has moved on so must KT Associations • In the 1980’s: Research was individually led; institutes; nationally focused Knowledge Transfer was opportunistic and altruistic • 2000’s: Research is more strategic; assessments; institutes; international emphasis Knowledge Transfer more important; we have 3 rd mission and a permanent stream of funding • 2010+: Research is strategic; professional; institutes; global competition Knowledge Transfer; key strategic component; and is increasingly professional

The AURIL Offering • represents the sector’s views to government, industry, funders and stakeholders The AURIL Offering • represents the sector’s views to government, industry, funders and stakeholders at all levels; • influencing policy of funders, Government, industry, higher education, public sector research, agencies and other stakeholders; • influences national and European thinking • Jiscmail • Post job vacancies & opportunities for career development, • national & international survey results; • annual conferences and networking events on key and current topics that contribute to policy formation by Council for focussed discussions with stakeholders; • CPD, training and learning opportunities, events and workshops; • opportunities for members to exchange ideas and share experience; • best practice – guidelines, publications and templates PUBLIC FUNDING!! – HEROBIC, HEIF 1 – 4, and devolved equiv.

What did AURIL Deliver • Membership growth – 1, 500 THE Biggest in Europe What did AURIL Deliver • Membership growth – 1, 500 THE Biggest in Europe • influencing policy • • • • • Lambert State Aid debate Schedule 22 Taxation forum Business / University / Charity Collaboration & VAT Business Simplification Scheme HEIF Metrics HEIF Assessment panels Research Councils Assessment Panels Representation on EVERY KT Stakeholder working Group Jiscmail and social networking Post job vacancies & opportunities for career development, Mentoring national & international survey results; annual conferences and networking events on key and current topics that contribute to policy formation by Council for focussed discussions with stakeholders; CPD Competency Framework and learning opportunities, events and workshops; opportunities for members to exchange ideas and share experience; best practice – guidelines, publications and templates

WHY ARE WE DOING THIS? • Research has moved on so must KT • WHY ARE WE DOING THIS? • Research has moved on so must KT • In the 1980’s: Research was individually led; institutes; nationally focused Knowledge Transfer was opportunistic and altruistic • 2000’s: Research is more strategic; assessments; institutes; international emphasis Knowledge Transfer more important; we have 3 rd mission and a permanent stream of funding • 2010+: Research is strategic; professional; institutes; global competition Knowledge Transfer; key strategic component; and is increasingly professional – massive engagement & networking

AURIL: AMPLIFYING THE IMPACT • Knowledge Exchange 2. 0 requires AURIL 2. 0 • AURIL: AMPLIFYING THE IMPACT • Knowledge Exchange 2. 0 requires AURIL 2. 0 • AURIL ‘moving towards an open membership model’ • New developments in communications and widening access • With the support of UUK and Funding Councils AURIL is extending membership benefits to ALL employees in subscribing institutions - no additional cost to the current membership fee. • The Cap of 10 or 20 members, depending on the fee paid, is now removed.

WHY ARE WE DOING THIS? • Innovation is a social process. It is no WHY ARE WE DOING THIS? • Innovation is a social process. It is no longer a sole activity. • The distinctions between the KT or exchange professional, academic or KE intermediary are increasingly meaningless. • Innovation is spread right across an institution and involves many players. • By its very nature Knowledge Exchange does not stand still - so models for KE organisations need to move forward and develop. • This leads us to AURIL 2. 0 which is an all embracing OPEN model. • We believe that in the current economic climate AURIL, and all KE related individuals within an institution, will have a key role to play in driving the economy forward into growth.

 • The AURIL “Hot Topic” page on Ginnn has become the My AURIL • The AURIL “Hot Topic” page on Ginnn has become the My AURIL Platform and Members Site • only members will have access. This will contain mailings, jobs, events, etc. But by embedding it within a large KE network it will allow all members to: ü Create their own KE space with both internal and external KE contacts built round areas of KE of interest to them. ü Form or join new groups themselves – their own institutional or national ones! ü Post Articles, papers (both practitioner and academic) and comment! ü Interact and connect with others with similar interests and thereby stimulating debate on KE, Innovation and enterprise. • The My AURIL space is to be the central HUB for all KE activity and communications

NATIONAL ISSUES – The Future SUM Nice figures! • The National debt today - NATIONAL ISSUES – The Future SUM Nice figures! • The National debt today - £ 770 billion • National Debt in 5 years time - £ 1. 4 trillion • For every £ 4 pounds the Government spends it borrows £ 1 • In 5 years time National Debt will cost everyone - £ 22, 000 • Level of interest payments in 5 years - £ 70 billion • The funding for 3 rd Mission activities for the period , 2000 -2011 will be over £ 1 billion. . HEFCE estimates that there are now 12, 500 practitioners working in the KT sector. • Harold Macmillan • Someone is going to ask what they got for their money!

NATIONAL ISSUES Major National Issues will drive Devolved & Regional strategies – not a NATIONAL ISSUES Major National Issues will drive Devolved & Regional strategies – not a time to stand alone!! • Long term funding commitment for 3 mission – Will it continue? – Changing National Agenda – doing more with less – How will it be allocated – Formula, competition, mixture (they will look at other administrations!) – Included in QR and we fight for every penny? – Collaborations/shared resources – Wellings, Hauser etc • Devolved Budgets – Cut now or Postpone? • Regional Strategy/Ending of Structural Funds - Pressure on EU budgets. • Research Council Budget – Assessor, Cuts? , harder to get! Peer Review, Fierce Competition • REF • Impact – Critical and is not going away!

IMPACT - Wont go away and on everyone's agenda • Tremendous pressure on & IMPACT - Wont go away and on everyone's agenda • Tremendous pressure on & confusion in the sector • What are the main Drivers of Impact – – Accountability Reward a certain type of Impact Reputation – does it feed into future research funding Communication – good stories • Communications must drive the impact agenda • Better to have an advocate recognising your input rather than signing your own praises. • Better to have a group to promote you talk of the contributions made to society – use of “economic Impact” turns academics off.

IMPACT - Wont go away and on everyone's agenda • We have a PR IMPACT - Wont go away and on everyone's agenda • We have a PR challenge in getting our ROI across • Scope and scale of KE activities makes it a more difficult sell • Impact will have wider implications for core funding (RCs/REF) • UUK & Funding Councils have a role to play – 3 rd mission, still the weakest part of their activities • Explain difference between the social impact and the ROI of TT activities • Need to carve up our offering to make different arguments to different stakeholders/sectors • UUK & AURIL are preparing a document for Govt. & other stakeholders but we also need to do something internally V IMPORTANT

IMPACT - Wont go away and on everyone's agenda • Is it counter-productive to IMPACT - Wont go away and on everyone's agenda • Is it counter-productive to identify KE as an entity/activity in its own right? • Better to link it up to community engagement, as a large part of HEI activities/mission. • Make research more engaged with business – KE as part of business engagement – which we have been doing for years but not highlighting it • UUK, RCUK, TSB, Funders, BIS AURIL all joining to make an impact statement • “Here come that bunch who want our money – better to say here come that group who can solve our problems!”

OPERATIONAL ISSUES – Scenario Planning Things we will need to address and quickly • OPERATIONAL ISSUES – Scenario Planning Things we will need to address and quickly • Where do we go from here? Do we wait until new models forced on us • Is the 3 rd mission model now outdated? And what should it be? • Should be seen as a positive opportunity • Possibility of funding moving back to Research & Teaching • Is KE genuinely embedded with senior management? – Will KE be counted as a front line service – or treated like other support/professional services – If its embedded harder to remove – Service level agreements with faculties: reliant on them buying time • Shared Services or Out-Sourced?

OPERATIONAL ISSUES – Shared / Outsourced • All devolved administrations are asking HEIs to OPERATIONAL ISSUES – Shared / Outsourced • All devolved administrations are asking HEIs to look at collaboration on KE activities: – Scotland – Knowledge House - Durham, Newcastle, Northumbria, Sunderland, Teesside and the Open University in the North of England – Wellings report on Hub and Spoke – Irish Model • If you have a “larger” regional office some issues: – – – How do they work with the different legal entities/governance of different HEIs Difficult to set up and takes time Collaborations cost – in terms of time and effort Has been shown to work in Australia Research Councils have shared back office functions – is KE any different? • Perception that IP management, commercialisation and business development are all the same kind of activities.

OPERATIONAL ISSUES – Shared / Outsourced • IP exploitation is main focus for outsourcing. OPERATIONAL ISSUES – Shared / Outsourced • IP exploitation is main focus for outsourcing. • Some claim 25 year contracts with IPO orgs make it very difficult to control. – cherry picking? • Should you outsource Knowledge Transfer Managers/BDMs some are looking to outsource some of business development services – allows some variability and offers more opportunities to secure value for money. • Legal resources are better in house (i. e. cheaper) as will typically pay lawyers £ 250 per hour – in-house lawyer more cost effective • In house staff are seen as non-outsiders and academics more likely to relate to TTOs • Even if you outsource the IP management you still need internal department as well. • Does the density level of research funding in universities justify individual offices – should it be country wide – return of BTG?

Regional Strategy - Challenges • Its important to get this right as takes time Regional Strategy - Challenges • Its important to get this right as takes time to bed in • Several options – Pitch with collaborative bids for RC Funding against your peers – Target what you do to fit with the 2 big strategic priorities of WAG: social justice and the economy – Research Funding to focus on Digital, Carbon technologies, Health & Bioscience, and advanced engineering / manufacturing (these are also the TSB priorities so everyone is chasing them and its going to get crowded) – find a niche area of activity – Concentrate on STEM? – Stick to an internal regional community based agenda • But – – Small nation Can be dexterous One size does not fit all Find out what you are good at and don’t cut and paste

Final Thoughts • AURIL Council is currently made up by members from all devolved Final Thoughts • AURIL Council is currently made up by members from all devolved administrations: • • • Ms Davena Rankin, Chair: Glasgow Caledonian University Dr Alun Tlusty-Sheen, Vice Chair: University of Westminster Prof Oisin Mac. Namara, Immediate Past Chair: Northumbria University Ms Linda Baines, Company Secretary, Treasurer; Science and Technology Facilities Council Mr Brian Mc. Caul: University of Leeds Professor Stephen Hagen: University of Wales – Newport Dr David Mc. Beth: University of Strathclyde Mr Michael Metelits: Goldsmiths, University of London Mrs Deborah Lock: Kingston University London Dr David Bembo: Cardiff University Dr Eoin O'Neill: Trinity College Dublin • To become a national fighting force we need to become a strong regional fighting force