Your SlideShare is downloading. ×
0
Alan Hughes
Alan Hughes
Alan Hughes
Alan Hughes
Alan Hughes
Alan Hughes
Alan Hughes
Alan Hughes
Alan Hughes
Alan Hughes
Alan Hughes
Alan Hughes
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Alan Hughes

278

Published on

Presentation from Alan Hughes for the South of Scotland Business Solutions Dissemination event

Presentation from Alan Hughes for the South of Scotland Business Solutions Dissemination event

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
278
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
4
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Turning Knowledge into innovation in order that companies can gain a competitive advantage“FE providers possess the intellectual capital, equipment and facilities to provide low-cost support for innovation that could benefit local companies and the economy more generally”DfES and the Learning and Skills Council (LSC) 2005Lord Sainsbury’s review identified “considerable scope for further education colleges to help raise the innovation performance of SMEs” The Race to the Top A Review of Government’s Science and Innovation Policies 2007
  • New as well as improved products and servicesNew markets new understanding of customersNew processes taking advantage of the resources already in their business
  • Two accessible centres potential to link with more partnersDoor step business supportGateway to wider resources of higher education partners
  • Transcript

    • 1. South of Scotland Business Solutions Alan Hughes
    • 2. Introduction• Engaging SME’s and micro businesses in Knowledge Exchange – Scotlands largest business group – Difficult to reach – Becoming more important to government• Piloting Skills Utilisation – Difficult concept for smaller business – Value of Knowledge Exchange clearer to business• Promoting higher and further education resources – Increasing understanding of opportunities for business – Increasing local knowledge and links for learning organisations 2
    • 3. Championing the Research Agenda 3
    • 4. Bringing services together for the south 4
    • 5. SoSBS- Doing things Differently• The value of bespoke offering – Not selling services, solving problems – Best fit for business – Potential growth income source• Customer Focused – What do businesses really need – Where do they feel the added value – Changing the nature of business development offering• Informing curriculum development – Importance of staff time away from chalk face – Enterprise opportunities for students – Improve work readiness 5
    • 6. Opportunity for Future• Wider partnerships – Can we bring more to the party?• Developing National Rural agenda for business – Supporting the Single Knowledge Exchange Office – Lord Sainsbury definition of Knowledge exchange• Regional outcome agreements • Expert in delivery to SME’s and micro business • Link KE with business development 6
    • 7. Report on three year evaluation of Scottish Funding CouncilDeveloping Employer Engagement Programme (DEEP) & Knowledge Transfer (KT) Grants Brian Mellon – Frontline
    • 8. Employer engagement - maturity model Maturity Basic Developing Performing Best in class statement Information and EE/KT is not understood by A marketing plan has been EE/KT is valued internally Feedback from businesses communication all in the college prepared Market research is driving constantly sought – and Communications are Database is up to date and EE/KT activity and decision acted upon unplanned mined regularly making Businesses see college as KT is marketed through Market research is targeted The ‘appropriate’ media to ‘easy to buy from’ web-site, prospectus & EE/KT is promoted well communicate is selected on All staff promote the one-off leaflets internally a case-by-case approach colleges ability to add value Communication is a one- through EE/KT way process Relationships EE/KT is a separate activity EE/KT is an integrated college- Clients shape future KT Repeat business is the norm across the college wide activity delivery in a win-win College is ‘supplier of There is internal New clients are introduced to environment choice’ competition to deliver the wider college Clients ask for bespoke Client identification to KT Clients are directed to businesses are client solutions delivery is seamless information points managed Staff value the client College is viewed as an management process equal partner by businesses Project EE/KT is a ‘one-off’ activity EE/KT activity is planned in Project plans are made and Timescales are met management Ownership of a project advance adhered to Quality is assured may be unclear Resource is in place before Project goals are the focus Projects come within budget commitments are made Project ownership and Monitoring arrangements are responsibility is clear in place for each project Commercial ‘Loss leaders’ are Opportunities for KT are Staff recognise the KT aftercare is appreciated interface undertaken regularly actively sought across the importance of being ‘first internally & externally Demand for KT activity is college point of contact’ KT product is perceived as unproven A business case is made for An EE/KT business and/or high quality College is not viewed as each opportunity operating plan is in place Sell-on process starts during businesses externally KT is targeted where college Wider college capability is KT projects supply meets external promoted to clients demand Decision making Decision making process is A structured, decision making Solutions are sought beyond College decisions are unclear process is in place and is clear ‘no’ respected externally as Ad-hoc activity is taking Criteria is in place and Risks are minimised by being business driven place understood addressed in advance Staff support decisions Problems can be created Feedback to decisions is given Decisions are reversed if publicly through good intentions circumstances change Leadership The board is supportive of There is an acknowledged A portfolio of KT is held and Leadership is demonstrated EE/KT strategic drive to develop activity is driven at the best at all levels in the college for The management team EE/KT time EE/KT are supportive of EE/KT EE/KT has a champion(s) in the EE/KT mentoring takes place Businesses look to the Staff are coming forward college with departmental staff college to support with routes to develop Staff look to the EE/KT Third parties are referred to economic strategy EE/KT champion for support the college as a role model College leadership in EE/KT is seen as a competitive advantage Performance and Baselines are not well Hard and stretch targets are Ideas developed, prioritised KT team committed to results understood by team or set & agreed & action plan in place measure & achieve stakeholders Benchmarking is now Hard targets being achieved continuous improvement Objectives & targets are undertaken The reasons and benefits of Stretch targets being vague Key areas for improvement setting stretch targets is achieved Data requirements are identified with initial ideas understood by staff EE/KT is seen as a role model determined, but not yet developed in college for setting and gathered achieving stretch targets 8SC6223-203
    • 9. Maturity model progress – ‘Performing’ 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Information and communications Relationships Project Year 1 management Year 2 Commercial Year 3 interface Decision making Leadership Performance and resultsSC6223-203
    • 10. £M GVA impact over the three year evaluation 2006 2007 2008 2009 2010 TotalNet GVAYear 1 survey 3.66 3.77 3.92 11.36Year 2 survey 3.19 3.19 3.07 9.44Year 3 survey 1.44 1.44 1.39 4.27Total Net GVA 3.66 6.96 8.55 4.51 1.39 25.07Total Net GVA (PV) 3.66 6.72 7.98 4.07 1.21 23.65This is an average of £4.73m net GVA (Present Value) per year over thefive years that the evaluation covered.
    • 11. DEEP and KT - a systems view – value adding loops College sector reputation building College reputation building Relationship building Knowledge buildingSFC funding support Learning Better client Better DEEP - KT More EE -KT Better Engaging Deliver business economic process engagement understand college service in performance performance with clients client needs services client outcomes outcomes Developing Developing Developing Building Increasing college college client capacities value in client engagement service company and value relationships capacities capacities capacities Client business improvement College service and learner delivery improvement College strategy and economic engagement improvement
    • 12. Brian Mellon brian.melon@frontlinemc.com 07788 746552 Alan Hughes alan.hughes@frontlinemc.com 07795 845458FrontlineWillow House, Strathclyde Business Park, Lanarkshire, ML4 3PBT: 01698 464140 F: 01698 464141Central Court, 25 Southampton Buildings, London, WC2A 1ALT: 0207 404 7005E: enquiry@frontlinemc.com www.frontline-consultants.com

    ×