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THE EMERGING   HIGER EDUCATION ENVIRONMENT STUDENTS * ENLIGHENED & DEMANDING * NEW DIMENSION OF  KNOWLEDGE SATISFACTION SUPPLIERS TEHNOLOGY * RAPID ADVANCEMENT *SHORTENED LIFECYCLES MARKET * GLOBALISATION * TURBULENCE EXISTING COMPETITORS NEW COMPETITORS UNIVERSITIES  UNDER GROWING PRESSURE * TIME - TO - MARKET PRESSURE * PRICING  PRESSURE * GLOBAL  QUALITY  STANDARDS * VARIETY & CUSTOMISATION
Our objectives is to find answers to listed questions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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D rivers of Change ,[object Object],[object Object],[object Object],[object Object]
 
Integrated Research Programmes for Scale  of Impact   Increase probability of impact by alignment behind common goals: • Stakeholders, Funding, People, skills/capabilities, disciplines • Weight of effort and skills spectrum to match problem • Clarity of direction for all stakeholders towards exploitation • Spin-off disruptive technologies within relevance envelope • Greater potential for  the  scale of impact
University Funding: Approaching a crossroads   University Competence  set Model of Financing Matching performance management  systems
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Assessment Review Process An Interactive Discussion during  Workshop ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Task 2 Internal / External Assessment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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The H E  Roadmap Three Questions #1  What are today’s most pressing scientific challenges?  #2  What are the road blocks to progress  and finacial growth ? #3  What efforts bridge H E  as a whole?
Three Major T opics #  # 1  Enrollment growth  and graduate enrollment “ Networks and pathways” #2  Research teams of the future “ Interdisciplinary” “ Public private partnerships” #3 Re-engineering the university's financial sources “ University's Research networks“ “ Community research”
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Non profit or profit making institutions 1 5 3 2 4 The Legislative framework 1 5 3 2 4 -Science and Research 1 5 3 2 4 1 5 3 2 4 On Track Warning Off Track On target Excellent Innovation Public Perception 1 5 3 2 4 Trend 01Q1 01Q2 01Q3 01Q4 Financing from the National Budget and own revenue 1 5 3 2 4
How does the co-operation work? ,[object Object],[object Object],[object Object],[object Object]
[object Object]
Current Environment ,[object Object],[object Object],[object Object],[object Object]
University Innovation Fund Exploitation of University IP (20% to UF, 50-80% to inventor) I N C O M E S C O S T S University Central Budget (=???) Fees of IP Protection  Running expenses of Patents Other costs
Learning from best ,[object Object],[object Object]
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[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: AUTM, 2000 Survey
[object Object],[object Object],[object Object],[object Object],[object Object],Source: AUTM, 2000 Survey
Patent Office Statistics ,[object Object],[object Object],[object Object],[object Object],[object Object]
Exploitation of University IP National and EU Funds Industrial finance Collaborators Material Transfer Agreements Secrecy Declarations „ Only” publication University Ownership of the IP Common Ownership of the IP Used IP Who owns the IP? Service patent? Employee’s patent? Inventor’s patent? Who has the right of exploitation? Who has the right to buy a license? 1. Inventor 2. Inventor …  n. Inventor Industrial partner owns the IP Royalty to the University? No more question. To be decided Outputs Stakeholders University
Levels of Technology Transfer Service type functions Managing industrial partners Building up an IP portfolio (patents etc.) IP marketing (lisence stb.) Spin-off companies Business type functions  „ Pre-seed” financing Complexity ,[object Object],[object Object],[object Object],[object Object],Changing the attitude towards patenting Incubator, science park Level 1 University patent office (~” l ocal IP manager”) Level 2 Full function TTO – incubator („business-development”)
Patent Warehousing Is This A Strategy to Be Pursued? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Technology Transfer Summary  John Hopkins University   Performance Metric 2004   5-Yr Total * Denotes all time high
Key to success Invention Disclosers Invention Disclosers Invention Disclosers Invention Disclosers
Task 3.  Readiness Assessment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Task 4. Learning from Best Practice resourcing from excellence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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Summary -Key messages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Developing A Workable Plan Next Steps ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Marina Dabic Managing University Resources

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  • 4. THE EMERGING HIGER EDUCATION ENVIRONMENT STUDENTS * ENLIGHENED & DEMANDING * NEW DIMENSION OF KNOWLEDGE SATISFACTION SUPPLIERS TEHNOLOGY * RAPID ADVANCEMENT *SHORTENED LIFECYCLES MARKET * GLOBALISATION * TURBULENCE EXISTING COMPETITORS NEW COMPETITORS UNIVERSITIES UNDER GROWING PRESSURE * TIME - TO - MARKET PRESSURE * PRICING PRESSURE * GLOBAL QUALITY STANDARDS * VARIETY & CUSTOMISATION
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  • 10. Integrated Research Programmes for Scale of Impact Increase probability of impact by alignment behind common goals: • Stakeholders, Funding, People, skills/capabilities, disciplines • Weight of effort and skills spectrum to match problem • Clarity of direction for all stakeholders towards exploitation • Spin-off disruptive technologies within relevance envelope • Greater potential for the scale of impact
  • 11. University Funding: Approaching a crossroads University Competence set Model of Financing Matching performance management systems
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  • 21. The H E Roadmap Three Questions #1 What are today’s most pressing scientific challenges? #2 What are the road blocks to progress and finacial growth ? #3 What efforts bridge H E as a whole?
  • 22. Three Major T opics # # 1 Enrollment growth and graduate enrollment “ Networks and pathways” #2 Research teams of the future “ Interdisciplinary” “ Public private partnerships” #3 Re-engineering the university's financial sources “ University's Research networks“ “ Community research”
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  • 26. Non profit or profit making institutions 1 5 3 2 4 The Legislative framework 1 5 3 2 4 -Science and Research 1 5 3 2 4 1 5 3 2 4 On Track Warning Off Track On target Excellent Innovation Public Perception 1 5 3 2 4 Trend 01Q1 01Q2 01Q3 01Q4 Financing from the National Budget and own revenue 1 5 3 2 4
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  • 30. University Innovation Fund Exploitation of University IP (20% to UF, 50-80% to inventor) I N C O M E S C O S T S University Central Budget (=???) Fees of IP Protection Running expenses of Patents Other costs
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  • 36. Exploitation of University IP National and EU Funds Industrial finance Collaborators Material Transfer Agreements Secrecy Declarations „ Only” publication University Ownership of the IP Common Ownership of the IP Used IP Who owns the IP? Service patent? Employee’s patent? Inventor’s patent? Who has the right of exploitation? Who has the right to buy a license? 1. Inventor 2. Inventor … n. Inventor Industrial partner owns the IP Royalty to the University? No more question. To be decided Outputs Stakeholders University
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  • 40. Key to success Invention Disclosers Invention Disclosers Invention Disclosers Invention Disclosers
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