Transcript HEInnovate - Higher Education

HEInnovate
A self-assessment tool for Higher Education Institutions
12th June 2014
Paul 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
Introduction to HEInnovate
• 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
Aim of the workshop
 To introduce the HEInnovate assessment tool
 To generate discussion around the seven areas of selfassessment
 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
5
4
3
A
B
C
D
2
E
F
1
0
Leadership and
governance
Organisational
capacity and
incentives
Entrepreneurship
teaching and
learning
Pathways to
entrepreneurs
HEI - business,
external
collaboration
International
institution
Measuring the
impact
Guidance Notes
Case Studies - based on your results
Your results
26 responses from the HEIs
Overall results n=26
5.0
Median
4.0
3.0
2.0
1.0
0.0
Average
Variance
Leadership and governance
5.0
Median
Average
Variance
4.0
3.0
2.0
1.0
0.0
Entrepreneurship is a There is commitment at a The HEI has a model for The faculties and units The HEI is a driving force
major part of the HEI's
high level to
coordinating and
within the HEI have
for entrepreneurship
strategy.
implementing the
integrating
autonomy to act.
development in the wider
entrepreneurial strategy. entrepreneurial activities
regional, social and
at all levels across the
community environment.
institution.
Leadership and governance – results by score
12
10
8
6
4
2
0
Entrepreneurship is a major
part of the HEI's strategy.
There is commitment at a
The HEI has a model for
The faculties and units within The HEI is a driving force for
high level to implementing coordinating and integrating the HEI have autonomy to act.
entrepreneurship
the entrepreneurial strategy. entrepreneurial activities at
development in the wider
all levels across the
regional, social and
institution.
community environment.
Answered 1
Answered 2
Answered 3
Answered 4
Answered 5
Organisational capacity, people and incentives
5.0
Median
Average
Variance
4.0
3.0
2.0
1.0
0.0
The HEI's
The HEI has a
entrepreneurial
sustainable
objectives are financial strategy
supported by a
in place
variety of funding
sources
There are
mechanisms in
place for breaking
down traditional
boundaries and
fostering new
relationships
The HEI is open The HEI invests There are clear
to recruiting
in staff
incentives and
individuals with development to rewards for staff
entrepreneurial
support its
attitudes,
entrepreneurial
behaviours and
agenda.
experience.
The HEI gives
status and
recognition to
other
stakeholders
Organisational capacity, people and incentives – by score
12
10
8
6
4
2
0
The HEI's
The HEI has a
There are
The HEI is open to The HEI invests in
There are clear The HEI gives status
entrepreneurial sustainable financial mechanisms in place recruiting individuals staff development to incentives and
and recognition to
objectives are
strategy in place for breaking down with entrepreneurial
support its
rewards for staff other stakeholders
supported by a
traditional
attitudes,
entrepreneurial
variety of funding
boundaries and
behaviours and
agenda.
sources
fostering new
experience.
relationships
Answered 1
Answered 2
Answered 3
Answered 4
Answered 5
Entrepreneurial teaching and learning
5.0
Median
Average
Variance
4.0
3.0
2.0
1.0
0.0
The HEI stimulates
Staff take an
Entrepreneurial
and supports the
entrepreneurial
behaviour is
development of
approach to teaching
supported
entrepreneurial
in all departments throughout the HE
mindsets and skills.
experience
The HEI validates
Collaborating with Research results are
entrepreneurship external stakeholders
integrated into
learning outcomes. is a key component of entrepreneurship
teaching and learning
education and
development
training.
Entrepreneurial teaching and learning – by score
12
10
8
6
4
2
0
The HEI stimulates and
Staff take an
Entrepreneurial
supports the
entrepreneurial
behaviour is supported
development of
approach to teaching in throughout the HE
entrepreneurial
all departments
experience
mindsets and skills.
Answered 1
Answered 2
The HEI validates
entrepreneurship
learning outcomes.
Answered 3
Collaborating with
Research results are
external stakeholders is
integrated into
a key component of
entrepreneurship
teaching and learning education and training.
development
Answered 4
Answered 5
Pathways for entrepreneurs – pt 1
5.0
Median
Average
Variance
4.0
3.0
2.0
1.0
0.0
The HEI raises
awareness of
developing
entrepreneurial
abilities
The HEI actively
encourages
individuals to
become
entrepreneurial.
Business start-up The business start-up A tailored suite of
education is offered education offer is
business start-up
across the curricula
widely
courses exists
and faculties.
communicated
The suite of business
start-up courses has
a differentiated offer
Pathways for entrepreneurs – pt 2
5.0
Median
Average
Variance
4.0
3.0
2.0
1.0
0.0
The HEI provides
opportunities to
experience
entrepreneurship.
The HEI provides support Mentoring by academic The HEI facilitates access The HEI provides access
for individuals and
and industry personnel is to private financing
to business incubation
groups to move to action.
available.
facilities.
Pathways for entrepreneurs – by score
12
10
8
6
4
2
0
The HEI raises
The HEI actively
Business start-up
The business start-up
awareness of
encourages individuals education is offered
education offer is
developing
to become
across the curricula and widely communicated
entrepreneurial abilities
entrepreneurial.
faculties.
Answered 1
Answered 2
Answered 3
A tailored suite of
business start-up
courses exists
Answered 4
The suite of business
start-up courses has a
differentiated offer
Answered 5
Pathways for entrepreneurs – by score
12
10
8
6
4
2
0
The HEI provides
The HEI provides support for Mentoring by academic and The HEI facilitates access to
opportunities to experience individuals and groups to
industry personnel is
private financing
entrepreneurship.
move to action.
available.
Answered 1
Answered 2
Answered 3
Answered 4
The HEI provides access to
business incubation
facilities.
Answered 5
UB external relationships and knowledge exchange
5.0
Median
Average
Variance
4.0
3.0
2.0
1.0
0.0
The HEI is
The HEI
The HEI has strong The HEI provides The HEI specifically
The HEI links
committed to
demonstrates active links with incubators, opportunities to take supports mobility activities together to
collaboration and
involvement in
science parks
part in external
between academia
affect the whole
knowledge exchange external partnerships
entrepreneurial
and the external
knowledge
activities
environment.
ecosystem.
UB external relationships and knowledge exchange
12
10
8
6
4
2
0
The HEI is committed to The HEI demonstrates The HEI has strong links
The HEI provides
The HEI specifically
The HEI links activities
collaboration and
active involvement in with incubators, science opportunities to take
supports mobility
together to affect the
knowledge exchange external partnerships
parks
part in external
between academia and
whole knowledge
entrepreneurial
the external
ecosystem.
activities
environment.
Answered 1
Answered 2
Answered 3
Answered 4
Answered 5
Internationalisation of the entrepreneurial university
5.0
Median
Average
Variance
4.0
3.0
2.0
1.0
0.0
Internationalisation is a
The HEI explicitly
The HEI seeks and
The HEI demonstrates The HEI, its departments
key part of the HEI's supports the international attracts international and internationalisation in its and faculties actively
entrepreneurial strategy.
mobility
entrepreneurial staff
approach to teaching.
participate in
international networks.
Internationalisation of the entrepreneurial university – by score
12
10
8
6
4
2
0
Internationalisation is a key The HEI explicitly supports
part of the HEI's
the international mobility
entrepreneurial strategy.
Answered 1
Answered 2
The HEI seeks and attracts
international and
entrepreneurial staff
Answered 3
The HEI demonstrates The HEI, its departments and
internationalisation in its faculties actively participate
approach to teaching.
in international networks.
Answered 4
Answered 5
Measuring the impact
5.0
Median
Average
Variance
4.0
3.0
2.0
1.0
0.0
The HEI assesses the
The HEI assesses the
impact of its
level of engagement in
entrepreneurial strategy. 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.
Measuring the impact
12
10
8
6
4
2
0
The HEI assesses the impact The HEI assesses the level The HEI regularly assesses The HEI carries out regular The HEI carries out regular
of its entrepreneurial
of engagement in
the impact of
monitoring of knowledge monitoring of the impact of
strategy.
entrepreneurial teaching entrepreneurship teaching
exchange activities.
start-up support.
and learning
and learning
Answered 1
Answered 2
Answered 3
Answered 4
Answered 5
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 group
Nominate a chair of the group
Nominate a rapporteur
Leadership and Governance
1. Entrepreneurship is a major part of the
university strategy
1. High level commitment to implementing
the entrepreneurial strategy
1. A model for coordinating and integrating
entrepreneurial activities at all levels
across the university
1. Faculty/Units have autonomy to act
1. 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
1. Mechanism for collaboration across
boundaries/silos
2. Recruiting and engaging entrepreneurs –
using attitudes and experiences as criteria
3. Career development policy addressing the
entrepreneurial agenda/own key goals
1. Incentive and reward systems to support
entrepreneurial behavior
1. Entrepreneurship is a major part
of the university strategy
1. High level commitment to
implementing the entrepreneurial
strategy
1. A model for coordinating and
integrating entrepreneurial
activities at all levels across the
university (boundaries/silos)
Group Work – 1hour 15 mins
1. Sustainable financial strategy –
long-term diversified/self-funded
activities
1. Recruiting and engaging
entrepreneurs -attitudes and
experiences as criteria (career
development goals)
1. Incentive and reward systems to
support entrepreneurial behavior
1. University structures support the
development of entrepreneurial
teaching (mindset and skills)
1. Opportunities for staff and
students to experience
entrepreneurship
1. Student-centered, problem-based
“real life” learning experience
across all departments
1. Support to move from
entrepreneurial ideas to action
+ mentoring
1. Collaboration and engaging with
external stakeholders + Research
1. Facilitate access to business
incubation facilities + private
financing
Group Work – 1 hr 15 mins
External Relationships for Knowledge Exchange
1. Commitment to collaborate with industry,
society and the public sector
1. Active involvement in partnerships with a
wide range of stakeholders
2. Strong links with incubators, science parks
and other external initiatives
1. Support for mobility between academia
and the external environment
2. Research, education and industry
activities are linked together
Internationalisation
1. Internationalization strategy is key and
reflect the entrepreneurial objectives
2.
3.
Support for international mobility
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
1. Commitment to
collaborate with industry
and society
1. Support for mobility
between academia and
the external environment
2. Research, education and
industry activities are
linked together
1.
Support for
international mobility
2.
Recruitment of
international and
entrepreneurial staff
3. Teaching and learning
environment tailored a
global audience
Group Work – 1 hour 15 mins
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
HEI Small Group Discussions - afternoon
1. Discuss in groups how you can use HEInnovate within your institution
1. What are the most important area to work at in your institution?
1. What immediate actions will you take?
1. 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