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TRANSFER-AUDIT
ENHANCING INSTITUTIONAL KTT STRATEGIES WITH P2P
Andrea Frank
Frankfurt, 20 March 2019
AGENDA
2
1. Introduction & motivation
2. Transfer-Audit: process, elements & USP
3. Observations & consequences
ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019
MOTIVATION
CHANGING ENVIRONMENT FOR HIGHER EDUCATION INSTITUTIONS
3
→But: only 42% of HEI have formal institutional transfer strategies!
(Source: SV-Hochschulbarometer, Gründungsradar)
ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019
Society Accountability of public funding
Impact of research
Politics Increasing relevance of KTT in Funding
Create added value für industry and
society
HEI Increasing significance of external funds
Request for cooperation
STRATEGY
TRANSFER AND COOPERATION IS NOT A STRATEGIC DIMENSION
4
adapted from Stifterverband, Kienbaum 2016
ENHANCING INSTITUTIONAL KTT STRATEGIES
„How well is your
university able to achieve
strategic goals?“
„To what extend do
target formulation
processes exist for the
following areas at your
university?“
Frankfurt, 20 March 2019
knowledge and technology
transfer
digitization
research
teaching
30
35
40
45
50
55
60
65
70
75
25 30 35 40 45 50 55 60 65 700
0
0
0
0
0
0
0
0
0
0
0
0
0
0 0
internationalization
administration
target formulation process
goals are
achieved
TRANSFER-AUDIT
P2P COUNSELING FROM HEI FOR HEI
5
FOCUS: HEI Cooperation-strategies
Critical analysis
Development with regard to institutional goals and strategies
OUTPUT: Strategic and operative recommendations
APPROACH: Broad understanding of transfer
Exchange of technology, knowledge, services, personnel etc.
bidirectional
Cooperation with industry, non-profit-sector, public sector and society
ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019
TRANSFER-AUDIT
ELEMENTS AND PROCESS
6
Self-Report Audit-Visit Audit-Report
Implemen-tation
Project-Team HEI
Audit- Team with external experts
ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019
ENHANCING INSTITUTIONAL KTT STRATEGIES
6 months prior to audit visit:
- start of coordination
Stifterverband & HEI:
• challenges & development goals
• suggestions & selection of external
audit team
4 months prior to audit visit:
- HEI starts self report
- recruitment & preparation of
external experts (Stifterverband)
2 months prior to audit visit:
- HEI submits self report
- final preparation of audit team
- organization & planning of audit
visit (Stifterverband & HEI)
audit
visit
1 month after audit visit:
- draft audit report & discussion with
audit team
- selection of good-practice examples
- optional feedback from HEI
- final editing & layout
3 months after audit visit:
- final audit report to HEI
- together with collection of
good-practice examples
7 months after audit visit:
- HEI sends short report about
developments & consequences
1 year after audit
report:
- feedback survey
- optional revisit
TRANSFER-AUDIT
HIGH DEMAND FOR A SYSTEMATIC ANALYSIS
40 HEI
6 Federal states
24 Universities
15 Universities of
Applied Sciences
1 Film University
> 20 external experts
from Science, Businesses
and Civil Society
> 400 internal experts
within project teams
80 Audit-Days
> 750h of „intensive
transfer discussions“
8 Frankfurt, 20 March 2019 ENHANCING INSTITUTIONAL KTT STRATEGIES
USP
FOR UNIVERSITIES
9 ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019
Success depends on
HEI‘s willingness to
adapt strategic
recommendations
P2P Time and
space for KTT
Confidential process
Mutual learning
Involvement of leader-
ship
External process
management
BUT
OBSERVATIONS FROM THE TRANSFER-AUDIT:
RECURRING CHALLENGES & NEEDS FOR COUNSELING
10
Definition of/view on transfer
Transfer strategy: key objectives and integration in institutional priorities
Structures, processes and incentives
Performance measurement and indicators for broadened transfer
Internal and external communication
Networking und visibility
Development of transfer-enabling organizational culture at HEI
Frankfurt, 20 March 2019 ENHANCING INSTITUTIONAL KTT STRATEGIES
A YEAR AFTER
RESULTS OF A SURVEY AMONG PARTICIPATING HEI
11
Major changes occur in organizational structures and processes
(including leadership)
Redesign of incentives
Refocus on demand: What do they need instead of what can we offer?
Redesign of existing strategies: integrate and merge
Frankfurt, 20 March 2019 ENHANCING INSTITUTIONAL KTT STRATEGIES
INTERIM CONCLUSION
ENHANCING INSTITUTIONAL KTT STRATEGIES 12 Frankfurt, 20 March 2019
THANK YOU
13 ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019
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