HEInnovate A self-assessment tool for Higher Education Institutions 12th June 2014 Paul Hannon, Swansea University Rebecca Allinson, Technopolis.

HEInnovateA self-assessment tool for Higher Education Institutions

12th June 2014Paul Hannon, Swansea University

Rebecca Allinson, Technopolis

Agenda

Agenda• Welcome and introduction• Aim of the workshop• Presentation of the results• Group discussions around the seven areas• Plenary feedback - Q&A

• Self-assessment tool for HEI – to explore entrepreneurial potential

• An initiative of the European Commission and the OECD

• Open to all HEIs (Universities, University Colleges, Polytechnics, etc)

• It provides a tool to open up discussion and debate associated with the entrepreneurial nature of your institution -> A joint action plan

• It is available at : http://heinnovate.eu

Introduction to HEInnovate

Aim of the workshop To introduce the HEInnovate assessment tool To generate discussion around the seven areas of self-

assessment To explore the strengths and weaknesses in your HEIs To discuss how HEInnovate could be used within

your(s) HEI to develop the entrepreneurial potential

Get started..

Get started..

Manage groups..

View assessments

Group function: Discussing and comparing results – through facilitated workshops

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Guidance Notes

Case Studies - based on your results

Your results

26 responses from the HEIs

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Leadership and governance

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Leadership and governance – results by score

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Organisational capacity, people and incentives

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Entrepreneurial teaching and learning

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Entrepreneurial teaching and learning – by score

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Pathways for entrepreneurs – pt 1

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Pathways for entrepreneurs – pt 2

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Pathways for entrepreneurs – by score

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Pathways for entrepreneurs – by score

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UB external relationships and knowledge exchange

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UB external relationships and knowledge exchange

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Internationalisation of the entrepreneurial university

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Internationalisation of the entrepreneurial university – by score

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Measuring the impact

The HEI assesses the impact of its entre-preneurial strategy.

The HEI assesses the level of engagement in entrepreneurial

teaching and learning

The HEI regularly assesses the impact of entrepreneurship

teaching and learning

The HEI carries out regular monitoring of knowledge exchange

activities.

The HEI carries out regular monitoring of the impact of start-up

support.

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Small group discussions

To generate discussion around the areas of the self-assessment (each table can chose from 2-3 areas to focus on)

In groups – looking at the statements identify and priorities main challenges or barriers to developing against the statements in your institutions, particularly regarding the urgency and the level of influence you have to affect change. Identify 1 or 2.

Report back from groups

For each groupNominate a chair of the groupNominate a rapporteur

Leadership and Governance1. Entrepreneurship is a major part of the

university strategy

2. High level commitment to implementing the entrepreneurial strategy

3. A model for coordinating and integrating entrepreneurial activities at all levels across the university

4. Faculty/Units have autonomy to act

5. The university is a driving force for entrepreneurship development in the wider regional, social and community environment

Organisational Capacity, People and Incentives

1. Sustainable financial strategy – long-term diversified/self-funded activities

2. Mechanism for collaboration across boundaries/silos

3. Recruiting and engaging entrepreneurs –using attitudes and experiences as criteria

4. Career development policy addressing the entrepreneurial agenda/own key goals

5. Incentive and reward systems to support entrepreneurial behavior

1. Sustainable financial strategy – long-term diversified/self-funded activities

2. Recruiting and engaging entrepreneurs -attitudes and experiences as criteria (career development goals)

3. Incentive and reward systems to support entrepreneurial behavior

1. Entrepreneurship is a major part of the university strategy

2. High level commitment to implementing the entrepreneurial strategy

3. A model for coordinating and integrating entrepreneurial activities at all levels across the university (boundaries/silos)

Group Work – 1hour 15 mins

Group Work – 1 hr 15 mins

1. University structures support the development of entrepreneurial teaching (mindset and skills)

2. Student-centered, problem-based “real life” learning experience across all departments

3. Collaboration and engaging with external stakeholders + Research

1. Opportunities for staff and students to experience entrepreneurship

2. Support to move from entrepreneurial ideas to action + mentoring

3. Facilitate access to business incubation facilities + private financing

External Relationships for Knowledge Exchange

1. Commitment to collaborate with industry, society and the public sector

2. Active involvement in partnerships with a wide range of stakeholders

3. Strong links with incubators, science parks and other external initiatives

4. Support for mobility between academia and the external environment

5. Research, education and industry activities are linked together

Internationalisation

1. Internationalization strategy is key and reflect the entrepreneurial objectives

2. Support for international mobility

3. Recruitment of international and entrepreneurial staff

4. Teaching and learning environment tailored a global audience

5. Active participation in international networks – also as a feed back into the teaching, learning and research agenda

Measuring the Impact

1. Assess the impact of the strategy and the response to entrepreneurial change

2. Assess the level of engagement in teaching across the institution

3. Measure the impact of entrepreneurial education activities in progression

4. Monitor the knowledge exchange activities – internal and external value/impact

5. Monitor and evaluate the start-up support activities

Group Work – 1 hour 15 mins

1. Commitment to collaborate with industry and society

2. Support for mobility between academia and the external environment

3. Research, education and industry activities are linked together

1. Measure the impact of entrepreneurial education activities in progression

2. Monitor the knowledge exchange activities – internal and external value/impact

3. Monitor and evaluate the start-up support activities

1. Support for international mobility

2. Recruitment of international and entrepreneurial staff

3. Teaching and learning environment tailored a global audience

HEI Small Group Discussions - afternoon

1. Discuss in groups how you can use HEInnovate within your institution

2. What are the most important area to work at in your institution?

3. What immediate actions will you take?

4. What long term effect will you be aiming for?

HEInnovate.eu

For more information: [email protected]

Rebecca Allinson, Technopolis Group, Brighton,and

Paul Hannon, Swansea University