Transcript Open Days 2008 Presentation on JASPERS

BSRUN Seminar
Research and Innovation Centres at
Universities: Building, Running and Maintaining
AN OVERVIEW OF BUSINESS MODELS
Dr Mark Mawhinney
R&D Specialist
12 May 2011
Outline of Presentation

The components of a model

Our experience

What have we still to understand ?
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The Sources of Modelling
Source
Building
Running
Maintaining
Theory
√
√
√
Best Practice
√
√
√
Benchmarks
√
√
√
Is a model possible which ticks all the boxes ?
3
The Boundaries

And fits political aspirations ?

And fits regulatory requirements ?

And ensures innovative character ?

And is sustainable ?
4
Initial Views

Don’t apply ‘one’ size fits all, particularly
where politics and regulation varies

Accept that risk is inherent and that it must
be acknowledged and managed

Look at other models and then
copy/adopt/ignore
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So what is the experience with
the ERDF programme
2007-2013 so far ?
The Sources of Modelling
Source
Building
Running
Maintaining
Theory
√
√
√?
Best Practice
√
√
√?
Benchmarks
√
√
√?
Some sources are more helpful than others
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Building

Benchmarks are available but must be
used with caution

Best practice has often been encapsulated
in regulation

But the construction team is critical !


Track record
With the right experience
8
Example Benchmarks
Reference
US data biomed facility (2009)
US data chemistry facility (2009)
M2/scientist
Bldg/equip
ratio %
Bldg cost/m2
(€)
16
3560
16.2
4045
UK data health facility (2006)
3300
UK data research labs (2006)
4400
Proj 180 nanotech facility
33
50
1113
Proj 052 biotech facility
34
2084
Proj 016 nanotech facility
30
2621
Proj 001 teaching block
75
3678
Proj 030 biomed facility
38
555
Proj 018 biomed facility
48
2607
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Up and Running

Best practice comes through guidance for
major research programmes such as FP7
and guidance such as DFID (ref ?)

Benchmarks much harder to utilise

But the operations team is critical !


Track record
With the right experience (both finance and R&D)
10
Innovative Character

European Commission is using
Technology Transfer as the vehicle to
partly judge this

Technology Transfer is a process but
innovation should have a culture

However, we must start somewhere and
TT is a good starting point



It needs systems
It needs buy-in
It needs a good team
11
CBA captures the Innovation Journey
R&D
Strengths
Academic Output
Application
Market
Application
12
The model so far

Innovation
√

Flexibility
√

Value for Money
√

Expertise and known strengths √
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In Summary

Building, running (or start-up) and maintaining
are different

We know that innovativeness, flexibility, financial
nous and having the right expertise are essential
components for the first two

We can guess that maintenance and, ultimately,
sustainability will require the same but in what
form ?




It needs existing institutions to compare
It needs good but standard ‘business practice’
It needs a good team (again !)
Acknowledgement of the risk and managing it
14
What are the risks for sustainability ?
Risk
Standard business
practice
Money in ≠ money out Manage the finances
Demand insufficient
or dries up
Look for new markets
Competition too
strong
Revise product range
R does not produce D Adopt the work
force/revise products
Regulation gets in the Lobby govt ?
way
15
JASPERS Implementation Support

Pilot programme in Poland

Many things to sort out but we live by
belief in innovativeness, flexibility,
financial nous and having the right
expertise

Programme based on expressed needs

Lessons shared where possible
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Thank you for your attention- Questions?
Mark Mawhinney
Jaspers Team
T +352 43 79 83535
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