Professor Jane Turner Pro Vice-Chancellor Enterprise and Business Engagement

Transcription

1 Professor Jane Turner Pro Vice-Chancellor Enterprise and Business Engagement The Role of Higher Education in Increasing Economic Prosperity in the Local Region

2 Aims 1. To illustrate the national and regional economic impact of HE institutions; 2. To illustrate the overarching role of Universities; 3. To explore the challenges surrounding universities impact upon economic prosperity; 4. To present the Teesside University approach.

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5 The role of Universities in economic prosperity.. Business/University collaboration is firmly on the agenda (Dowling Review, 2015; Young, 2013; Witty, 2013; Heseltine, 2013; Wilson, 2012); 1. To contribute to regional growth, jobs, infrastructure, investment and community wellbeing; 2. To support greater business productivity and export-led, knowledge-intensive growth, 3. To respond to skill needs as the shape of the workforce changes, 4. To anticipate future needs and drive research and innovation.

6 Universities are brimming with expert knowledge that attracts scholars and businesses from all over the world. However only a small percentage of UK firms cite universities as their principal source of information for innovation (5% of SMEs and 2% of larger firms). NCUB (2014)

7 The challenges to economic prosperity 1. Universities perceived predominantly as educators / providers of accommodation, 2. Business - difficult to identify academic partners / academic capability lies, 3. IP / contract negotiations difficult to complete, 4. Business / academia operate to different timescales, 5. Perception in academia - engaging with industry not core activity 6. Public support for the innovation system - too complex. Dowling (2015)

8 The orgs relevant to university business collaboration

9 Key Actions 1. To grasp a widening mandate and operate as anchor institutions - providing leadership, continuity and connectivity 2. To be strategically integrated into regional growth agendas (sources of strategic thinking, insight, expertise); To operate as active partners with government and business; To be seen as natural partners in delivering growth and innovation funding;

10 Key Actions 4. Government and business to consult universities as key partners when developing industrial strategy/ long term sectoral strategies. Innovation should be a core component of policies aimed at promoting productivity and competitiveness, 5. To ensure effective brokerage, particularly for SMEs, and continued support for activities that help seed collaboration;

11 Key Actions 5. To shape the curriculum to the needs of the region thus driving growth - drawing from LMI 60% of NE graduates remained in the region (DLHE 2012/13)

12 Teesside University 1,564 FTE staff 20,323 students Direct, indirect and induced spending 122 million million spent within Tees Valley 14.5 million elsewhere in the North East. Remaining 37.6 million - spent elsewhere in UK or overseas.

13 A proactive approach Strategic imperative in Teesside 2020 Active partnership with business (cross sectors) and the local community Membership of LEP boards and committees contribution to SEP Leadership of major innovation initiatives Staff development Embedding R&D & innovation via knowledge transfer Aligning courses to current & future industry needs Graduate enterprise and commercialisation

14 DigitalCity at Teesside University : Phoenix Building

15 DigitalCity Partnership with public and private sectors Established in businesses created 700 jobs Supported over 650 core digital businesses and over 100 in the wider SME market Creating a digital business supercluster on back of digital strengths Business and job creation Adoption of digital technologies by high-growth companies Graduate retention and attraction Investment

16 To conclude. Universities have significant impact on the economy / surrounding community through both direct and indirect expenditures and through its role in the development of graduate talent, workforce development, research and innovation. The call to action is to better articulate the economic and social value of universities to business, the local community, policy makers, and key government agencies.

17 Thank you

18 Key Actions: People are central to successful collaborations. Provide more explicit recognition for staff who have moved between industry and academia in either direction, or discipline-hopped ; and Career pathways for enterprise in academia Universities need to ensure that recruitment and promotion criteria for relevant disciplines reward rather than penalise academics who have achieved excellence in translational and collaborative activities, and that these messages are communicated effectively. For academics in relevant disciplines, spending time in industry should be seen as a mark of esteem that enriches their career, analogous to gaining international experience. Universities and research institutions should expect newly appointed Principal Investigators in such disciplines to gain industrial experience (if they do not already have any), and funding agencies should ensure that grant conditions encourage this. [Univs/RCs]

19 Which graduate level jobs are set to decrease most over the next few years? Which are the highest employing graduate level jobs in our region? Which industries are these jobs found in? Which industries are set to grow or decrease the most in our region? How do the courses at our institution compare to the current and future needs of our regional economy? By delving down beneath the regional geography (i.e. to county/unitary authority level, and even local authority level) can we get even more specific in terms of the needs of the county, city or town we serve?

20 Critical success factors High-level commitment Partnership working Creating a supportive business community The virtuous circle (enterprise- employabilityinnovation- skills- teaching- research)

21 Core to the vision and mission; Input and alignment with the SEP; Development of Grand challenge research themes to reflect regional and national needs; Recruitment of grad tutors 50 to support the research agenda Staff career pathways in place Strategic direction in place - led from the top Core engagement with intermediaries Out reach work stretching targets around enterprise income ESIF CRM ongoing outreach to employers BIMs Mayoral Development Corporation