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Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
Embedding BCE - Institutional Showcase (Keele)
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Embedding BCE - Institutional Showcase (Keele)

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  • Humanities Law, Politics and Justice Life Course Studies Public Policy and Management Environment, Physical Sciences and Applied Mathematics Science and Technology in Medicine Primary Care and Health Sciences
  • Humanities Law, Politics and Justice Life Course Studies Public Policy and Management Environment, Physical Sciences and Applied Mathematics Science and Technology in Medicine Primary Care and Health Sciences
  • Humanities Law, Politics and Justice Life Course Studies Public Policy and Management Environment, Physical Sciences and Applied Mathematics Science and Technology in Medicine Primary Care and Health Sciences
  • Humanities Law, Politics and Justice Life Course Studies Public Policy and Management Environment, Physical Sciences and Applied Mathematics Science and Technology in Medicine Primary Care and Health Sciences
  • Humanities Law, Politics and Justice Life Course Studies Public Policy and Management Environment, Physical Sciences and Applied Mathematics Science and Technology in Medicine Primary Care and Health Sciences
  • Humanities Law, Politics and Justice Life Course Studies Public Policy and Management Environment, Physical Sciences and Applied Mathematics Science and Technology in Medicine Primary Care and Health Sciences
  • Humanities Law, Politics and Justice Life Course Studies Public Policy and Management Environment, Physical Sciences and Applied Mathematics Science and Technology in Medicine Primary Care and Health Sciences
  • Humanities Law, Politics and Justice Life Course Studies Public Policy and Management Environment, Physical Sciences and Applied Mathematics Science and Technology in Medicine Primary Care and Health Sciences
  • Humanities Law, Politics and Justice Life Course Studies Public Policy and Management Environment, Physical Sciences and Applied Mathematics Science and Technology in Medicine Primary Care and Health Sciences
  • Transcript

    • 1. Dr Peter Hooper Head of Research and Enterprise Services Telephone: 01782 733371 I Email: [email_address] I Website: www.keele.ac.uk/businessenterprise
    • 2. Keele University <ul><li>Small university, large campus (600 acres) </li></ul><ul><li>8,500 students </li></ul><ul><li>1,700 staff </li></ul><ul><li>Turnover over £100m </li></ul><ul><li>Research grants and contracts c. £11m </li></ul><ul><li>Multi-professional, inter-disciplinary ethos </li></ul><ul><li>13 Schools and 7 Research Institutes </li></ul>
    • 3. The old...
    • 4. And the new…
    • 5. To the future…
    • 6. The sub-regional economy <ul><li>North Staffordshire </li></ul><ul><li>Significant socio-economic issues </li></ul><ul><li>Major regeneration challenge </li></ul><ul><li>Local universities have key role </li></ul><ul><li>Keele Science Park – 50 companies, 700 employees, major expansion underway </li></ul><ul><li>Keele University local impact is worth £130m </li></ul>
    • 7. Keele as an agent of change <ul><li>Increased support of the UK’s service-based knowledge economy and importance of employer engagement </li></ul><ul><li>Creating and sharing knowledge </li></ul><ul><li>Fewer boundaries: more people making use of the University </li></ul><ul><li>Supporting organisations and individuals </li></ul>
    • 8. The Strategic Framework <ul><li>University Strategy – Enterprise is a key strand </li></ul><ul><li>Ultimate Campus University for 21 stC </li></ul><ul><li>Three major themes: </li></ul><ul><ul><li>Environment, Ageing, Regeneration </li></ul></ul><ul><li>Enterprise Strategy </li></ul><ul><li>HEIF Business Plan </li></ul>
    • 9. Keele’s HEIF strategy <ul><li>Broad spectrum of enterprise activity </li></ul><ul><li>HEIF focuses on key areas </li></ul><ul><ul><li>Central resource and expertise </li></ul></ul><ul><ul><li>Enterprise activity at ‘coal face’ </li></ul></ul><ul><ul><li>Consultancy, CPD and beyond </li></ul></ul><ul><li>Ties breadth of activity and strengths together through new initiatives </li></ul><ul><ul><li>‘ Global’ engagement with key partners </li></ul></ul><ul><ul><li>User/employer engagement </li></ul></ul>
    • 10. Enterprise @ Keele University <ul><li>Knowledge exchange income £5.2 and growing </li></ul><ul><li>MedTech cluster – increasing interactions </li></ul><ul><li>Strong licensing income (Health) </li></ul><ul><li>Growing consultancy activity (Pharmacy, Science, Education) </li></ul><ul><li>Developing CPD/Short Courses (Management, Social Sciences) </li></ul>
    • 11.  
    • 12. The Enterprise agenda <ul><li>IP-related </li></ul><ul><ul><li>Spin-outs </li></ul></ul><ul><ul><li>Licensing </li></ul></ul><ul><li>Expertise-related </li></ul><ul><ul><li>Consultancy </li></ul></ul><ul><ul><li>Contract research </li></ul></ul><ul><ul><li>Applied research </li></ul></ul><ul><li>Enterprise education </li></ul><ul><ul><li>Student enterprise </li></ul></ul><ul><ul><li>Entrepreneurship </li></ul></ul><ul><ul><li>Bizcoms </li></ul></ul><ul><li>Knowledge exchange </li></ul><ul><ul><li>Studentships, KTP’s </li></ul></ul><ul><ul><li>Staff exchanges </li></ul></ul><ul><li>Employer engagement </li></ul><ul><ul><li>Placements </li></ul></ul><ul><ul><li>CPD & Short courses </li></ul></ul><ul><ul><li>Conference business </li></ul></ul><ul><li>Regeneration </li></ul><ul><ul><li>Science & Business Park </li></ul></ul><ul><ul><li>NSRP - subregional agenda </li></ul></ul><ul><ul><li>AWM & wider region </li></ul></ul>
    • 13. BCE @ Keele: engagement <ul><li>JISC project regarded as key opportunity to calibrate our policies and strategies </li></ul><ul><li>26 staff directly engaged in project </li></ul><ul><li>DVC, 2 PVCs, Research Institute Director, Head of School, HR Director, IT Director, Director of Academic Services, Head of External Relations, Head of Research & Enterprise Services, Head of Science Park, plus other managers </li></ul><ul><li>Front line staff from units across the University </li></ul>
    • 14. BCE @ Keele: perceptions <ul><li>Confirmed out perceptions in some areas </li></ul><ul><li>Confounded our expectations in others </li></ul><ul><li>BCE and Enterprise less well-embedded than we’d thought </li></ul><ul><li>Systems seen as area for major improvement </li></ul><ul><li>Semantics critical – translating BCE into meaningful language for the academy </li></ul>
    • 15. BCE @ Keele: strengths <ul><li>Strategic and operational plans for BCE </li></ul><ul><li>Support mechanisms </li></ul><ul><li>Strong relations with employers & community </li></ul><ul><li>Proactive management of ideas and knowledge </li></ul><ul><li>Applying what we learn </li></ul><ul><li>Management and organisational structures </li></ul>
    • 16. BCE @ Keele: weaknesses <ul><li>Objectives not clearly understood across whole Institution </li></ul><ul><li>Up to date market intelligence needed </li></ul><ul><li>Engagement could be stronger with some sectors (employers and community) </li></ul><ul><li>BCE processes not fully integrated with systems </li></ul><ul><li>Service delivery standards poorly defined </li></ul><ul><li>Poor understanding of customer perception </li></ul>
    • 17. BCE @ Keele: feedback <ul><li>Limited feedback – still collating views </li></ul><ul><li>Overall report a fair reflection of where we are </li></ul><ul><li>General consensus that exercise valuable </li></ul><ul><li>Participants keen to be involved in ‘where next’ steps </li></ul>
    • 18. BCE @ Keele: impact <ul><li>Immediate impact on front-line BCE staff </li></ul><ul><li>Most noticeable in Humanities and Social Sciences </li></ul><ul><li>BCE seminar </li></ul><ul><li>Increase in applications to innovation funds </li></ul><ul><li>New models being tested and implemented </li></ul>
    • 19. BCE @ Keele: informing policy <ul><li>JISC project very timely </li></ul><ul><li>2010 – 2015 Institutional Strategy </li></ul><ul><li>Two key strands </li></ul><ul><ul><li>Research and Enterprise </li></ul></ul><ul><ul><li>External Partnerships and Knowledge Exchange </li></ul></ul><ul><li>mid-term review of HEIF4 Institutional Plan </li></ul><ul><li>Revamp of iK Innovation Fund </li></ul><ul><li>New systems being implemented or appraised </li></ul>
    • 20. BCE @ Keele: where next? <ul><li>Policy and Strategy – feeding into current process </li></ul><ul><li>Processes and Business Systems – informing current developments and investments </li></ul><ul><li>Partnerships and Resources – reinforcing shift of emphasis from TT  KT  KE </li></ul><ul><li>Roles and Skills – informing evolution of structures </li></ul><ul><li>Performance Measures and Reporting - reappraising </li></ul>
    • 21.  

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