Ghid Iniv Mediul de Afaceri

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AReviewofBusinessUniversityCollaboration

ProfessorSirTimWilsonDL

February2012


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Preface

Justascastlesprovidedthesourceofstrengthformedievaltowns,andfactoriesprovidedprosperity

intheindustrialage,universitiesarethesourceofstrengthintheknowledgebasedeconomyofthe

twentyfirstcentury.

LordDearing,September2002

ThewordsofLordDearingcontinuetoringtrue.TheeconomicandsocialprosperityoftheUK

dependsuponahealthyknowledgebasedeconomy.Inourgloballycompetitiveeconomic

environment,neverbeforehastherebeenagreaterneedforatalented,enterprisingworkforce,for

constantinnovationinproductandservicedevelopment,forathrivingcultureofentrepreneurship,

fordynamicleadingedgescientificandtechnologicaldevelopmentandforworldclassresearchthat

attractsinvestment. Incollaborationwithbusiness,andwiththesupportofgovernment,theUK

universitysectorhasthecapabilitytofulfilLordDearingsvision:tobethesourceofstrengthinthe

UKsknowledgebasedeconomyofthetwentyfirstcentury.

Universitiesareanintegralpartoftheskillsandinnovationsupplychaintobusiness.However,this

supplychainisnotasimplelinearsupplierpurchasertransaction;itisnottheacquisitionofasingle

productorservice.Thissupplychainismultidimensional,ithastobesustainable,andithastohave

quality,strengthandresilience.Theseattributescanonlybesecuredthroughclosecollaboration,

partnershipandunderstandingbetweenbusinessanduniversities.

Themultidimensionalnatureofthesupplychainisrepresentedbyalandscapeofbusiness

universitycollaboration,consistingofanumberofhighlydiversedomainsofactivity.Forexample:

theeducationofhighlyskilledgraduates,appliedresearchinadvancedtechnologies,bespoke

collaborativedegreeprogrammes,scienceparkdevelopments,enterpriseeducation,supportfor

entrepreneurs,industrysectorfoundationdegrees,higherlevelapprenticeships,collaborative

research,incompanyupskillingofemployees.Manydomainshaveaseconddimension,definedby

businesssector forexample:thecreativeindustries,agriculture,communications,biopharma,

engineering.Universitiesoperateinspecificdomains,meetingtheneedsofarangeofbusinesses;no

oneuniversitycanoperateinalldomains.Theneedsofindividualbusinessesalignwithdifferent

domainsandsuccessfulbusinessesoftencollaboratewithseveraluniversitiestomeettheirneeds.

Increasinglyuniversitiesoperatingindifferentdomainscollaboratewitheachothertoprovide

supportforaparticularindustryoremployer;theconceptofcollaborativeadvantageisgaining

momentumwithintheuniversitysectorandneedstobecomecommonpractice.

Toachieveworldleadershipinuniversitybusinesscollaboration,alldomainsinthelandscapemust

attainexcellence;thestrengthofthesupplychainisdefinedbyitsweakestlink. Effectivejoinedup

policyinthisfield,therefore,hastobeinformedbyknowledgeoftheentirelandscape.Policyhasto

bebalancedtoensurethattheeconomicbenefitsderivedfrominvestmentinonedomainarenot

dilutedbyunderperformanceinothers. Thatisboththepresentandthefuturepolicychallenge.

InsuchadiverselandscapeitisnotsurprisingthatthisReviewcontainsmanyrecommendations;the

performanceofacomplexsystemcanoftenbesignificantlyimprovedbyrelativelysmallchangesin

itscomponentparts.Thathasbeenmyintention:toproposeanagendaforchange;anagendathat

willhelpmaketheUKthebestplaceintheworldforuniversitybusinesscollaboration.


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Acknowledgements

InundertakingthisReviewIhavebeensupportedbymanypeoplewithexperience,expertiseand

enthusiasmforthecontributionofbusinessuniversitycollaborationintheeconomicfutureofour

country.Withouttheirsupport,andtheendorsementoftheiremployers,thisReviewwouldhave

beenimpossibletoundertake.

TheCoreTeam:

AlixGreen(PrincipalAdvisertotheReview)UniversityofHertfordshire

ChristopherMillwardHigherEducationFundingCouncil

forEngland

AndrewBattarbeeDepartmentforBusinessInnovation&Skills

TheEditorialBoard:

ColinMonkUniversityofBrighton

TrudyNorrisGreyIT&TelecommunicationsIndustry

DrMalcolmSkingleCBEGlaxoSmithKline

TheReviewPanel:

DrGrahamBaldwinUniversityofCentralLancashire

PaulBlackmoreUniversityofExeter

DrRichardBlackwellSouthamptonSolentUniversity

ProfessorStephenCaddickUniversityCollegeLondon

DrPhilClareUniversityofOxford

ProfessorCliffHardcastleTeessideUniversity

ProfessorHelenHigsonOBEAstonUniversity

KeithRobsonSurreyUniversity

ProfessorChrisRuddUniversityofNottingham

JohnWiddowsonCBENewCollegeDurham

ResearchCoordinationandtheSecretariat:

HigherEducationFundingCouncilforEngland

PeterSeddon

NickiJackson FionaGray ChrisRowell


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TheAdvisoryBoard:

DrDavidAttwood,BAESystems

DrCharlieBall,HECSU

AlastairBalls,CentreforLife

ProfessorAlanBarrell,NACUE

AnthonyBaxendale,MIRALtdMartinBirchall,HighFliersResearch

HelenBostock,Barclays

DrBrianBowsher,NationalPhysicalLaboratory

DrTimBradshaw,CBI

LiamBurns,NUS

JillianBurton,LloydsRegister

DinahCaineOBE,Skillset

DrMichaelCooke,Devroplc

DrJennyCooper,NationalGrid

ProfessorGeoffreyCrossick,UniversityofLondon

ProfessorBobCryan,UniversityofHuddersfieldNicolaDandridge,UniversitiesUK

MichaelDavis,UKCES

ProfessorDavidDelpy,EPSRC

HushpreetDhaliwal,NACUE

DrDavidDocherty,CIHE

MartinDoel,AOC

RobFarace,NHSInstitute;InnovationandImprovement

ShaunFensom,ManchesterDigital

BeverleyFirth,Mills&Reeve

DrSallyAnnForsyth,Goodman

JamesFothergill,CBIDavidS.FrostCBE,NationalLEPnetwork

DianaGarnham,ScienceCouncil

DrSteveGaskin,UniversityofExeter

CarlGilleard,AGR

DrPhilipGraham,AURIL/QueensUniversityBelfast

DrIainGray,TechnologyStrategyBoard

DrPhilipGreenish,RoyalAcademyofEngineering

LibbyHackett,UniversityAlliance

ProfessorPaulHannon,NCEE

AnthonyHarper,JaguarLandRover

DrMatthewHarrison,RoyalAcademyofEngineeringIainHeath,Centrica

ProfessorRayHudson,UniversityofDurham

TimHutchings,HCCI

ProfessorJimIley,RSC

StephenIsherwood,Ernst&YoungLLP

MarkJefferies,RollsRoyceGroup

ProfessorChrisJenks,BrunelUniversity

DrChristopherJones,ResearchInMotionUKLimited

SarahJones,ABPI

ProfessorEwartKeep,SKOPE

TonyKing,CliffordChanceAcademy,CliffordChanceLLPDrJeffKipling,GlaxoSmithKlineR&D

SteveLegg,IBMUKI

AndyLeonard,BPExploration

DrIanLyne,RCUK

ProfessorCarlLygo,BPP

DrPaulMackenzie,Hexcel

DrAdamMarshall,BritishChambersofCommerce

PaulMarshall,1994Group/AssocofBusinessSchools

AnneMarieMartin,AGCAS

ProfessorJonathanMichie,UniversityofOxford

DonnaMiller,EnterpriseRentACarEllenMiller,LondonBusinessSchool

GeoffMulgan,NESTA

DrDavidNettleton,NationalPhysicsLaboratory

ProfessorRicParker,RollsRoyceGroup

MillardParkinson,StHelensCollege

JeffPatmore,BT/UniversityofCambridge

ProfessorAndyPenaluna,SwanseaMetUniversity

DrWendyPiatt,TheRussellGroup

MatthewPinner,FederationofSmallBusinesses

KarenPriceOBE,eskillsUK

DrAllysonReed,TechnologyStrategyBoardSameerSavani,A|D|SUKCEOForum

IanShottCBE,ShottConsulting

ColinSirett,Airbus

TimothySlack,Airbus

SonjaStockton,PwC/BrightFutures

PamTatlow,Million+

ProfessorBrianTurton,Cassidian

SimonWadey,Airbus

JohnWalker,FederationofSmallBusinesses

SaraWeller,formerlyArgos

DrAndyWestwood,GuildHEPhilipWhiteman,Semta

DrJackieWilbraham,AstraZeneca

KirstenWilliamson,PetrusCommunications

DrAstridWissenburg,ESRC

AlanWoodsOBE,SkillsforJustice

JoannaWoolf,Cogent

TherecommendationswithintheReviewhavebeeninformedbymanycontributions,somefrom

peoplewithwidegenericknowledgeofthefield,manywithspecialistexpertise.Iamindebtedto

themallfortheirsupport.However,thecontentofthisReviewanditsrecommendationsremainmy

responsibilityandminealone.

ProfessorSirTimWilsonDL


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Contents

Preface .......................................................................................................................................2Acknowledgements................................................................................................................ 3

TheCoreTeam:......................................................................................................................3

TheEditorialBoard: ...............................................................................................................3

TheReviewPanel:..................................................................................................................3

ResearchCoordinationandtheSecretariat: .........................................................................3

HigherEducationFundingCouncilforEngland .....................................................................3

TheAdvisoryBoard:...............................................................................................................4

Contents.....................................................................................................................................5

Executivesummary....................................................................................................................1

Recommendations.....................................................................................................................4

Principles................................................................................................................................4

Substantiverecommendations..............................................................................................5

Reflectiverecommendations.................................................................................................9

Chapter1:Introductionandmethodology..............................................................................13

1.1Introduction ...................................................................................................................13

1.2Roleofuniversitiesinbusinesssupport ........................................................................13

1.3Thebestplaceintheworldforindustryuniversitycollaboration .............................13

1.4BoundariesoftheReview..............................................................................................15

1.5Methodology..................................................................................................................15

1.6ReflectionsontheReviewprocessandoutcomes ........................................................16

Chapter2:AHistoryofrecentgovernmentpolicyonbusinessuniversityinteraction .........18

2.1Introduction ...................................................................................................................18

2.2Innovationandknowledgeexchange:developingtheecosystem................................18

2.3InterventionsbytheHigherEducationFundingCouncilforEngland ...........................19

2.4Researchandinnovation ...............................................................................................19

2.4.1TheLambertReview ...................................................................................................19

2.4.2TheWarryReport .......................................................................................................19

2.4.3TheSainsburyReview .................................................................................................20

2.4.4TheCoalitiongovernment ..........................................................................................20

2.5Employerengagementandskills ...................................................................................20

2.5.1FollowingtheDearingReview:employabilityskills....................................................21

2.5.2Postgraduateskills ......................................................................................................21

2.5.3TheLeitchReview .......................................................................................................22

2.5.4TheCoalitiongovernment ..........................................................................................22

2.6Nongovernmentalinterventions ..................................................................................22

2.7Reflections......................................................................................................................23

Chapter3:TheLandscapeofbusinessuniversitycollaboration ............................................23

3.1Introduction ...................................................................................................................23

3.2Landscapeanddomains.................................................................................................23

3.3Relationshipmanagementandtheemergenceofstrategicpartnerships....................25

3.4Collaborativeadvantage ................................................................................................27

3.5Firstenquiryconnectivity ..............................................................................................27


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3.6Responsivenessofuniversitiestobusinessneeds ........................................................28

3.7Reflections......................................................................................................................29

Chapter4:Developmentofskillsandknowledgeforemployment........................................30

4.1Introduction ...................................................................................................................30

4.2Careeraspirationsandskillsdevelopment....................................................................30

4.3Employersviewsonemployabilityskills.......................................................................31

4.3.1Skillsprofilinganddiagnostictools.............................................................................31

4.3.2Developingemployabilityskillsthroughformallearningenvironments ...................32

4.3.3Developingenterpriseskills........................................................................................32

4.3.4Theroleofsocialenterprise .......................................................................................33

4.3.5Promotingentrepreneurship......................................................................................34

4.3.6TheEnterpriseAlliance ...............................................................................................36

4.4Theroleofbusinessmentors.........................................................................................36

4.5Workexperienceasaformalpartofaprogramme:placementsandinternships .......37

4.5.1Placements..................................................................................................................37

4.5.2Internships ..................................................................................................................39

4.5.3Skillsdevelopedthroughextracurricularactivities ....................................................40

4.5.4Recordingskillsdevelopmentandacademicachievements ......................................41

4.6Developingcurriculatomeetemployerneeds .............................................................41

4.6.1Employeradvisorygroups ..........................................................................................42

4.6.2Certificationbyindustrybrands ...............................................................................42

4.6.3Kitemarkingbysectorskillscouncils...........................................................................42

4.6.4Accreditationbyprofessionalbodies .........................................................................43

4.6.5Corporateprogrammes:upskilling .............................................................................44

4.6.6Corporateprogrammes:oncampus...........................................................................44

4.7Pathwaysforprogression:meetingstudentaspirationsandemployerneeds.............45

4.8Postgraduateeducation.................................................................................................46

4.9Languageskillsandculturalawareness.........................................................................48

4.10Diversityofuniversitiesinenterpriseprofiles.............................................................49

4.11Reflections ...................................................................................................................51

Chapter5:Businessuniversitycollaborationinresearchandinnovation.............................52

5.1Introduction ...................................................................................................................52

5.2Researchandtechnologyorganisations ........................................................................52

5.3Businessinvestmentinresearchanddevelopment......................................................52

5.4Impactevaluationofuniversityresearch ......................................................................53

5.5Networksthatconnectbusinessestouniversitiesinresearchmatters........................535.5.1Theroleofintermediaries ..........................................................................................54

5.5.2Informalnetworking ...................................................................................................54

5.5.3Structurednetworking................................................................................................54

5.6Peopleandknowledgeexchange ..................................................................................56

5.6.1Knowledgetransferpartnerships ...............................................................................57

5.6.2Innovationvouchers ...................................................................................................57

5.7BusinessuniversitycollaborationinResearchCouncilsandtheTechnologyStrategy

Board....................................................................................................................................58

5.7.1ComplementarityoftheResearchCouncilsandtheTechnologyStrategyBoard .....58

5.8Creation

ofcentres

ofexcellence ..................................................................................60

5.9Employabilityskillsoffulltimeresearchstudents ........................................................60


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5.9.1RecentdevelopmentsinPhDprogrammes................................................................61

5.9.2Careersofresearchgraduates....................................................................................62

5.9.3EmployabilityconsiderationsinthestructureofPhDprogrammes ..........................63

5.10Recentchangesingovernmentpolicy:immigrationcontrols.....................................64

5.11Reflections ...................................................................................................................64

Chapter6:Graduaterecruitment:theinterfacebetweenstudents,universitiesand

employers ................................................................................................................................66

6.1Introduction ...................................................................................................................66

6.2Studentawarenessofgraduateemploymentprospects ..............................................66

6.3Advice,guidanceandtheKeyInformationSet..............................................................66

6.4AbsorptivecapacityofUKbusiness ...............................................................................68

6.4.1Graduateselectionbycorporates ..............................................................................69

6.4.2Internshipsandplacements:changingrecruitmentpractices ...................................70

6.4.3Graduaterecruitmentbythesmallandmediumsizedenterprisesector.................71

6.5Thechangingnatureofcareersservices .......................................................................71

6.6Reflectionsonkeydevelopments..................................................................................72

Chapter7:Universitiesintheirlocalcommunities:enablingeconomicgrowth ....................73

7.1Introduction ...................................................................................................................73

7.2Localenterprisepartnerships ........................................................................................74

7.2.1Connectivitywithsmallandmediumsizedenterprises.............................................75

7.3Universitiesinexportgenerationandinwardinvestment............................................76

7.3.1Universitiesasbusinesses:amajorexportsector......................................................76

7.3.2Internationalconnectivity...........................................................................................77

7.3.3Agenciesforinwardinvestment .................................................................................77

7.3.4Specialistsinsectorsandtechnologies.......................................................................78

7.3.5Enterprisezonesandscienceparks............................................................................80

7.4Reflections......................................................................................................................81


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Executivesummary

1. SincetheLambertReview(2003)therehasbeenahugechangeinboththequantumandthe

qualityofbusinessuniversitycollaboration.Thischangehasnotonlybeenstimulatedby

governmentfundinginitiativesbutalsobyagrowingrealisation,withinbothbusinessand

universities,ofthecentralroleofuniversitiesinprovidinghighlevelskills,aworldclassresearchbaseandacultureofinquiryandinnovation.Universitiesareanintegralpartofthe

supplychaintobusinessasupplychainthathasthecapabilitytosupportbusinessgrowthand

thereforeeconomicprosperity.However,asustainablesupplychainisnotasimplelinear

supplierpurchasermodel;strengthandresilienceinsuchasupplychainisderivedfromclose

collaborationandanunderstandingofeachpartysprioritiesandcapabilities.Theobjectiveisto

attainworldleadershipinbusinessuniversitycollaboration;improvementsneedtobemadein

thesupplychaintoattainthatstatus.

2.

Thelandscapeofbusinessuniversitycollaborationconsistsofalargenumberofhighlydiverse

domainsforexample,

applied

research

inadvanced

technologies,

incompany

upskilling

of

employees,bespokecollaborativedegreeprogrammes,scienceparkdevelopments,enterprise

education,entrepreneurialsupportforstaffandstudents,higherlevelapprenticeships,skills

developmentofpostdoctoralstaff.Aseconddimensionofeachdomainisdefinedbyindustry

sectorforexample,thecreativeindustries,agriculture,biopharma,engineering.Universities

operateinspecificdomains,meetingtheneedsofarangeofbusinesses;nooneuniversitycan

operateinalldomains.Similarlytheneedsofbusinessalignwithdifferentdomainsanditisnot

unusualforabusinesstocollaboratewithseveraluniversitiesinmeetingthoseneeds.To

achieveworldleadershipinbusinessuniversitycollaboration,alldomainsmustattain

excellence.Itisnecessarytounderstandtheentirelandscapeofcollaborationinorderto

ensurethatpolicyintendedtoimproveperformanceinonedomaindoesnotadverselyaffect

performanceinanother.Knowledgeoftheeffectivenessofthedomainsinthislandscapeis

currentlydispersedandinsomedomainsisdominatedbyanecdoteratherthanevidence.A

sourceofauthoritativeknowledgeshouldbeestablished,asourcewithagovernancestructure

wherebusinessanduniversityleaderssitasequals.

3. Likebusinesses,universitiesthriveoncompetition;competitionhasbeenadriverof

performanceandefficiency.However,inthefieldofbusinesssupporttheconceptsof

collaborativeadvantagealsohavemeritandtherearemanyexamplesofconsortiaof

universitiesaggregatingtheircapabilitiestomeetbusinessneeds.Nevertheless,inthecontext

oftheuniversitysectorasawhole,furtherclarityoftheportfolioofeachuniversityscapability,alliedwithareferralsystem,willimprovecollaborationand,critically,thereputationofthe

universitysector.Toachieveoptimaluniversityperformanceinbusinesssupport,universities

shouldmakeexplicitdecisionsabouttheirdomainsofoperation,ensurethattheirenquiry

systemsareeffectiveandestablishreferralmechanismstohelpbusinessesfindtheappropriate

universitysupportfortheirneeds.

4. Inordertoenhancegraduateskillslevelsandensureasmoothandeffectivetransitionbetween

universityandbusinessenvironments,thereisaneedtoincreaseopportunitiesforstudentsto

acquirerelevantworkexperienceduringtheirstudies.Sandwichdegreeprogrammes,

internshipsandworkbasedprogrammesallhaverolestoplayinachievingthis.Further,

measurestopromoteprogressionintohighlevelapprenticeshipsneedtobeintroducedin


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ordertomeetbusinessneeds.Governmenthasaroletoplayinboththesefieldsthrough

fundingsupportandregulatorychanges.

5. Thereisexistingandexpandinggoodpracticeinbusinessuniversitycollaborationindegree

programmedesign,deliveryandsponsorship.Thishasclearadvantagesforthecompany,the

studentandtheuniversity.Wherethebusinessuniversitycollaborationsupportsstudentswhoarenotaburdenonthepublicpurse,governmentshouldensurethatthedevelopmentofsuch

programmes,andtheconsequentialopportunitiesforstudents,arenotinhibitedbyregulation.

6. Strategiestoensurethedevelopmentandrecordingofstudentsemployability,enterpriseand

entrepreneurialskillsshouldbeimplementedbyuniversitiesinthecontextoftheuniversitys

missionandpromotedthroughitspublicliteraturetoinformstudentchoice.Itisforuniversities

todeterminetheeducationalcontextwithinwhichthoseskillsaredevelopedandtheemphasis

thatisplacedupontheintegrationofskillsdevelopmentwithinthecurriculum.Extracurricular

opportunitiesforentrepreneurialactivitiesshouldbefacilitatedbyuniversitiesincollaboration

withtheNationalAssociationofCollegeandUniversityEntrepreneurs(NACUE)andother

nationalorganisations.TheHigherEducationAchievementReport(HEAR)isrecommendedfor

recordingeachstudentsdevelopment,activitiesandachievementsforthepurposesofself

awarenessandfutureemployment.

7. Networkingbetweenuniversitiesandthebusinesscommunityisacriticalcomponentofan

efficientinnovationecosystem.Thereareseveralestablishednetworkingtoolsatnationaland

regionallevelsthatcreatelinksbetweenuniversities,businessandresearchtechnology

organisations.Thesemechanismsneedtobeconstantlyevaluated,reviewedandupdatedas

mediainnovationschangecommunicationscapabilityandexpectation.

8.

Giventheinternationalmobilityofcorporateinvestmentinresearch,sustainingresearchcollaborationthroughestablishingstrategicpartnershipsandlongterminvestmentisa

measureofUKuniversityresearchexcellence,businesscommitmentandgovernmentsupport.

Withinthesmallandmediumsizedenterprises(SME)sector,growthininnovationwillbenefit

fromfurtherspecificandtargetedgovernmentintervention.Thelongestablishedsuccessful

KnowledgeTransferProgrammemeritsfurtherinvestmentandtheinnovationvoucherschemes

pilotedintheWestMidlandsshouldbeextendedtootherpartsofthecountry.

9. Despitesignificantinvestmentsandimprovementsinpostgraduateresearchstudentskills

development,thereisneedforfurtherdevelopmentinthecontextofenterpriseskillsand

businessexperience.Postdoctoralstaffwouldbenefitfromsimilarsupport.PhDstudentsand

postdoctoralresearchstaffshouldhavetheopportunitytoundertakeinternshipstomaintain

contactwiththeapplicationofresearch.

10.

ThepresentinvestmentinCatapultcentresiswelcomed.Theexistinginnovationand

knowledgecentreshavethepotentialtoprovideapipelineoffuturecentres.Itisimportant

thatthesecentresengagewithbusiness,universitiesandotherresearchorganisations,

exchangingstaffexpertiseinastructuredandplannedmanner.

11. Thereiswidespreadconcernthatthegovernmentspoliciesonimmigrationwilldamagethe

UKsresearchbase.Whetherthisdamagewouldbecausedthroughperceptionofregulationor

throughactual

regulation

isunclear.

This

issue

needs

to

be

resolved.

The

UKs

research

base

is


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attheheartofitsinnovativecapability;wecannotaffordtoerodetheintellectualcapitalofour

universitiesthroughtheunintendedconsequencesofourimmigrationpolicy.

12. Thereisasignificantmisalignmentbetweentheaspirationsofgraduatestoobtainemployment

inthecorporatesectorandthenumberofjobsthatareavailableinthatsector.Universities

haveanimportantroleinhelpingstudentsunderstandtheopportunitiesthatareavailableintheSMEsectororinselfemployment.

13.

Therecruitmentprocessesusedbythelargestgraduaterecruitersarehighlyselectiveand

rigorousbuthavethepotentialtodeliveroutcomesthatmaybeinconsistentwithcompany

diversitypolicies.Areviewoftheparametersusedwithinthepreinterviewfilters,together

withconsiderationoftheuseofHEARintheselectionprocess,shouldprovidetherecruiter

withimprovedreliabilityandthereforealowerriskofinappropriateappointments.The

graduateselectionprocessesusedbySMEsarevariable,normallylessformalthanthemethods

usedbythecorporatesector,andareoftentailoredbyuniversitycareersservicestomeetthe

needsofthecompany,placingadditionalpressuresonthisservice.Thereisagrowthintheuse

ofworkexperience,eitherthroughplacementsorinternships,asapositivefactoringraduate

recruitment.Thisemphasisestheneedtoexpandworkexperienceopportunitiesamongthe

studentpopulation.

14. Universitieshaveakeyroletoplayinlocalenterprisepartnerships(LEPs)andcanbenefitfrom

thebusinessconnectivitythatsuchpartnershipsprovide.AstheLEPsmatureintheirstructures

andnetworks,thereareopportunitiesforuniversities,individuallyandasconsortia,tosupport

theirlocaleconomythroughproactiveengagement,boththroughincreasedcollaborationwith

SMEsandthroughpartnershipswithmajorcorporates.

15.

Universitiesareinternationalorganisations,notonlyinrecruitingstudentsfromallpartsoftheworld,butalsothroughinternationalresearchpartnershipsandjointventureinvestments

overseas,oftenwiththeprivatesector.Theyareanunderutilisedresourceintermsofinward

investmentandjobcreation.UKuniversitiesattractsignificantresearchsponsorshipfrom

internationalcompaniesand,whilsttherearedirectandpositivebenefitsthroughintellectual

propertyandjobcreationinuniversities,thereisinsufficientattentiongiventotheopportunity

foradditionalinvestmentsintheUKfromtheseactivities.

16.

Enterprisezonesprovidelocationswheretherearefinancialincentivesforinvestmentandjob

creation.Severalarelocatedclosetouniversitiesandcouldbenefitfromthestrengthand

reputationofthoseuniversitiesinpromotion,andfromtheircapacityforresearch,innovation

andhighlevelskillsprovision,toattractbusiness.Further,localauthoritiesareacquiringthe

powerstocreateenterprisezoneconditionswithinexistingandprospectiveuniversityscience

parks.Thisisanopportunitythathasthepotentialtoachievesignificanteconomicgrowthin

somewaysemulatingtheUSbusinessclustersthatexistaroundtheirresearchintensive

universities,butexploitingthecomplementarynatureofexcellencewithintheUKuniversity

sector.

17.

IfthepotentialofUKbusinessuniversitycollaborationisfulfilled,thenextReviewwillreport

thatuniversitiesarefirmlyattheheartofoureconomy,collaboratingwithbusinessand

governmentingeneratingthewealththatisnecessaryforahealthyandprosperoussociety.


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4

Recommendations

Principles

TheUKhasmadehugeprogressinbusinessuniversitycollaborationduringthelastdecade;those

whohavebeenengagedinthisfieldoverthatperiodhavenotedboththeculturalchangeandthe

outcomesthathavebeenachieved.Butthechallengeistoattainworldleadershipinthisfield,and

furtherchangeisneeded.

TheUKhasoutstandingpotentialinthefieldofbusinessuniversitycollaboration;itdevelopsand

attractssomeofthebesttalentintheworldandasupplychainecosystemisalreadyinplace.Given

thediversityoftheexistingcollaboration,itisnotsurprisingthattherearemanyrecommendations

inthisreport;incomplexinteractivesystemsrelativelyminorchangestosubsystemscan,together,

haveaprofoundeffectupontheperformanceofasystemasawhole.Thathasbeenmyobjective.

Changeinpracticecanbestimulatedbyvariousstrategies:changemotivatedbygoodmanagement,

improvinganorganisationsperformanceinpursuitofitsobjectives;changemotivatedbydirector

indirectfundingincentives;changemotivatedbyregulatoryrequirement.Inthepastdecadeall

threemethodshavebeenusedtostimulatebusinessuniversitycollaboration.However,duringthe

formulationofmyrecommendationsIhavebeenveryconsciousofthelimitationsofthepublic

purse.AndIwouldpreferlessregulation,notmore,whereverpossible.Mostofthe

recommendationswithintheReviewthereforefeaturechangemotivatedbyleadershipandgood

management:thepursuitofamissionoranobjective.Relativelyfewrequirefundingfromthepublic

purse,andwhereverpossibleregulatorychangesareintendedtoremovebarriersnottointroduce

them.

Sustainedimprovementsarebestachievedthroughculturalchange:promotingbehavioursthatmay

besupportedorinhibitedbyreward,structures,regulationsandprocedures.Butwhateversystem

changesaremade,realprogressisdeliveredthroughbelief,commitmentandleadership

leadershipinuniversities,inbusinessandingovernment.Inthecontextofgovernmentinfluence,

theroleofbusinessuniversitycollaborationinsecuringeconomicgrowthisnotsolelyanissuefor

theDepartmentofBusiness,InnovationandSkills(BIS),itreliesuponthesupportofmanydifferent

governmentdepartments;itrequiresjoinedupgovernmenttobesuccessful.

RecommendationsaremadethroughouttheReview;theyarelistedbelow.Areferenceparagraphis

suppliedwitheachrecommendationtoguidethereadertothesectionoftheReviewthatsupports

it.Thesubstantiverecommendationsfeatureinthisreportasitalicisedandcoloureddarkred.Ihave

alsomaderecommendationsthatrequirereflectionbyleadershipofindependentorganisationsissuesthatwouldbenefitfrombeingrevisitedandreexamined.Theseareitalicisedwithinthetext

ofthereport,colouredgreyandaresetoutundertheheadingreflectiverecommendationsinthe

sectionbelow.

Allhaveacommonpurpose:tohelpUKbusinessuniversitycollaborationbecomeaworldleader.


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5

Substantiverecommendations

Recommendation1,paragraph3.2

The

Council

for

Industry

and

Higher

Education

(CIHE)

should

be

invited

to

develop

its

structure

anditsinfrastructuretobecomeanindependentsubscriptionbasedcharitythatbecomesthe

focusforinformationonbusinessuniversitycollaboration.Itwillgatherandmaintaina

comprehensiverepositoryofgoodpractice,undertakecommissionedstudiesandprovidea

reliableinformationsourceforfuturesubstantivereviews.

Recommendation2,paragraph4.3.6

NationalAssociationofCollegeandUniversityEntrepreneurs(NACUE)hasthepotentialtobea

majorcontributortothedevelopmentofentrepreneurialismamongstourstudentbody.It

deservessupportfrombusinesssponsors,universitiesandgovernmentinpromoting

entrepreneurship.SuchsupportshouldbeconditionalonNACUEretainingitscloseconnectivitystudententrepreneurialsocieties,anditsactiveengagementintheEnterpriseAlliance.


Sandwichdegreesshouldbeencouragedthroughanewcompactbetweenstudents,

universities,governmentandemployers,reflectingthebenefitstoallpartiesfromthe

enhancedemploymentoutcomesarisingfromthem.Thepresentregulationspermitafeeofup

to4,500forsandwichyears.Universitiesareencouragedtoadoptalowerfee;aninitial

guidelinefeeof1,000issuggested.TheHigherEducationFundingCouncilforEngland(HEFCE)

shouldestablishamechanismwherebyuniversitiesareincentivisedtoexpandsandwich

programmesthroughchangestothestudentnumbercontrolsthatitoperates.TheStudentLoanCompanyshouldsuspendinterestchargesonanyexistingloanduringtheperiodofthe

placement.Governmentshouldsupportcompaniesthathoststudentsonfullsandwich

placementyearsthroughataxcreditorgrantmechanism.


Ideally,everyfulltimeundergraduatestudentshouldhavetheopportunitytoexperiencea

structured,universityapprovedundergraduateinternshipduringtheirperiodofstudy.Where

suchinternshipsarepaid,governmentshouldexaminethefeasibilityofsupportingcompanies

thathoststudentsthroughataxcreditorgrantmechanism.Whereinternshipsareunpaid,

universitiesshouldusetheirOFFAfundstosupporteligiblestudentsratherthancondonea

policythatcouldinhibitsocialmobility.


Thegovernmentsupportedgraduateinternshipprogrammeshouldbecontinued.However,

recognisingtheconstraintsonthepublicpurse,itisrecommendedthatonlycompanies

enteringintothegraduateinternshipprogrammeforthefirsttimearesupportedbyaoneoff

subsidy.Repeatedgraduateinternshipsareforthecompanyand/ortheuniversitytofund.For

theavoidanceofdoubt,theuseofauniversitysOFFAfundsshouldnotbepermittedto

supportunpaidgraduateinternships.


13/89

6


Thesectorskillscouncil(SSC)kitemarkingofprogrammesistobewelcomedinthatitisa

systemofindustryrecognitionthatinformsstudentsofthenatureoftheprogrammeandbrings

employersclosertocurriculumdefinition.Itisforuniversitiestodecidewhethertoengagewith

SSCkitemarkingornot.WhereindividualprogrammesarekitemarkedbyaSSC,thatfactshouldberecognisedwithintheKeyInformationSet(KIS)providedforapplicantsandincludedinthe

universityspromotionalmaterial.Giventhethreedifferentbusinessmodelsadoptedbythe

threeSSCs,theUKCommissionforEmploymentandSkills(UKCES)shouldmonitorthe

performanceofeachbusinessmodelintermsofrecruitment,financialviabilityand

employmentoutcomes.AnyfutureSSCkitemarkingshouldalsobeincludedinsucha

monitoringactivity.AformalreviewoftheeffectivenessofSSCkitemarkingshouldbe

undertakenbyUKCESin2015.


Thegovernmentsubsidisedschemeforemployeeupskillinghasnowfinished,andfutureinhousecorporateprogrammeswillfallwithinthenewfundingenvironment.HEFCEshould

monitorthesustainabilityofuniversityactivityinthisfieldandreporttrendsandsignificant

marketfailurestogovernment.


Wherethefinancialsupportavailabletoastudentfromanemployerisatleastcomparableto

thesupportavailablethroughtheStudentLoanCompany(SLC),andwherethereisnoburden

onthepublicpurse,theenrolmentoffullysponsoredstudentsonprogrammesthatare

relevanttothebusinessoftheiremployershouldbeoutsidethestudentnumbercontrols

operatedbyHEFCE.


Foundationdegreesshouldbereaffirmedasaqualificationintheirownrightratherthan

necessarilyasasteppingstonetoanhonoursdegree.Pathways,includinghigherlevel

apprenticeshipsandprofessionalqualifications,shouldbecomeaprioritydevelopmentandbe

thesubjectofpromotionamongstcareersadvisoryservices.


FoundationdegreeawardingpowersshouldberevisitedtoenableconsortiaofFEcolleges,ora

nationalCNAAtypeorganisation,workinginpartnershipdirectlywithemployersand/orSSCs,

toobtainsuchpowers.


Universitiesshouldpublishthejobdestinationsofrecentfulltimepostgraduatetaught

students,bydepartmentassoonaspossible.ThedevelopmentofadistinctivepostgraduateKIS

shouldbeaprioritydevelopmentforHEFCE.


HEFCEshouldmonitorpostgraduatetaughtenrolmentsandidentifyanybarrierstoenrolment

thathavebeencreatedbythenewstudentloansystemandadvisethegovernmentofitsconclusions.


14/89

7


TheAssociationofGraduateRecruiters(AGR),CBIandUniversitiesUK(UUK)shouldundertake

researchintotheskillsrequirementsofUKbusinessoftaughtpostgraduatestudentstoinform

universitiesofbusinessneedsinthisregard.


TheTechnologyStrategyBoard(TSB)shouldworkwithuniversities,researchfundersand

businesstoestablishaboundaryscanningcapabilitywithintelligentbrokeringtofacilitate

innovation.Thiscouldincludeopeninnovationprojectsexposingexistingresearchinformation

onchallengeareas,providingavaluableresourceforbusiness.Whenestablished,thisfacility

shouldhavethecapabilitytoreciprocateitsservice,linkingcompaniesinrelevantsectorsto

universitiesseekingcollaborationtodevelopapplicationsforitsresearch.


TheTSB,withResearchCouncilsUK(RCUK)andUUK,shouldevaluatethepresentschemesofsecondmentofstaff,identifystrengthsandweaknesseswithintheresearchportfolioand

proposemeasurestostrengthenthesebusinessuniversitylinks.Suchastudyshouldinclude

therolesoffellowsandentrepreneursinresidencewithinCatapultcentres.


Allfulltimepostdoctoralresearchstaffshouldhavetheopportunitytobenefitfrom8to12

weeksofworkexperienceoutsideacademeeverythreeyearsduringtheircontract.They

shouldreceivecareerguidancefromtheuniversitysprofessionalstaffeachyearoftheir

employmentasanintegralpartoftheirappraisal,andbeencouragedtoattendashort

intensiveenterpriseskillsprogrammealongsidepostdoctoralstafffromotherdepartmentsoftheuniversity.Fortheavoidanceofdoubt,thesemeasuresshouldbeintegratedwithinthe

contractsofpostdoctoralresearchstaffand,wherepossible,embeddedwithinexternalfunding

arrangements.


TheTSBisencouragedtobuildonprovensuccessandexpandboththeKTPandtheminiKTP

programmestomeettheneedsofbusiness.TheTSBshouldalsobeencouragedtofind

mechanismstofacilitatenetworkingbetweenKTPassociatesaspartofabroaderagendato

unifythepeopleexchangeprogramme.Foralimitednumberofappropriatecases,theTSB

shouldconsiderraisingtheircurrentfinancialcontributionforsalarieswhereitisnecessaryfor

postdoctoralstafftobeemployedonaKTPprogramme.


Theinnovationvoucherschemeshouldbereintroducedunderthegovernancestructureofthe

TSB,workingthroughtheLEPnetwork,whichwilldeterminelocaleligibilitycriteria.The

governmentmaywishtoadvisetheTSBonthebroadparametersoffunddistributioninthe

lightofitsprioritiesforeconomicregeneration.Thevalueofthevouchershouldbesetbythe

TSBafterconsultationwiththeLEPnetworkandexperienceduniversityproviders.

Recommendation

19,

paragraph

5.8

Buildingontheinnovationandknowledgecentresandothermodels,theTSBandRCUKshould


15/89

8

seektoidentifyareaswhicharenotyetreadyorappropriatefortheCatapultmodelbutfor

whichthereisanindustryappetiteforresearchbaseinteractionornewmarketareas.

Coordinationofexistingschemesforthesesmallercentreswithinanumbrellaschemehasthe

potentialtoprovideadynamicpipelineforCatapultcentres.


Toinformprospectivedoctoralstudentsofpotentialcareeropportunities,universitiesshould

publishthejobdestinationsofrecentlycompleteddoctoralstudents,wherepossibleby

department,attheearliestopportunity.


AllfulltimePhDstudentsshouldhaveanopportunitytoexperienceatleastone8to12week

internshipduringtheirperiodofstudyandshouldbeencouragedtoattendashortintensive

enterpriseskillsprogrammealongsideresearchstudentsfromotherdepartmentsofthe

university.Universitiesshouldincreasesupportforpostgraduatestudentsseekingtosetup

theirownbusinesses.


Thegovernment,CBI,RCUKandUUKshouldjointlyevaluatetheimpactofUKBAcontrolsupon

thelikelyfuturehealthofourresearchbase.


AsamatterofpriorityHEFCEsupportedbyTheAssociationofGraduateCareersAdvisory

Services,theEnterpriseAllianceandtheHigherEducationStatisticsAgency(HESA)should

undertakeacriticalexaminationofthedefinitionofgraduateemployment,andofthereliability

ofthepresentsystemofdatacollectionandanalysis,toensurethattheKISprovidesafairand

accuratepictureofgraduateemploymentwithinsixmonthsofgraduation.Further,HEFCE

shouldundertakepreliminarywork,withtheSLCasappropriate,toestablishwhetherareliable

systemofgraduatecareerprogressioncouldbesupportedbyHMRCdataonlongerterm

earnings.


Graduaterecruitersusingfilteringmechanismsshouldundertakeasystematicandfrequent

reviewofscreeningalgorithmsinthelightofthequalitiesofthegraduatesthatthecompany

hasrecruitedandthediversityobjectivesofthecompany.


TheAGRandtheCharteredInstituteofPersonnelandDevelopmentshouldjointlyassessthe

useoftheHigherEducationAchievementReport(HEAR)ingraduaterecruitmentandadvise

theirmembersofthechangesthatwillberequiredtoexploititspotential.Attheearliest

opportunityemployersshoulduseHEARasareferencebaseforevaluatingstudent

achievementandskills.


16/89

9


Universitycareersservicesandtheirlocalenterprisepartnership (LEP)shouldcollaborateto

establishaskillssupplychainbetweenuniversitiesandlocalbusiness,integratingplacements,

internshipsandemploymentservices.


LEPshavethepotentialtohaveasignificantinfluenceuponeconomicgrowthintheirlocalities.

Universitiesarekeyplayersinthesupplychainforresearch,innovationandskills;theyshould

beattheheartofanLEP.GovernmentshouldworkwiththeLEPnetworktounderstandlocal

prioritiesandneedsforgovernmentfunding,includingactivitiessupportinggenericbusiness

universityengagement.


UKTrade&Investment(UKTI)shouldreconsidertheroleofuniversitiesinprovidingcritical

intelligence,supportandambassadorialengagementwithpotentialinvestors.


Asenterprisezonesdevelopmanagementstructuresandclarityaroundtheirspecificofferto

inwardinvestors,localuniversitiesandUKTIshouldbestronglyengagedtodelivercoherent

internationalpromotionofeachenterprisezone.


Universities,UKTI,localauthoritiesandLEPsshouldworktogetherwithotherrelevant

organisations(suchastheUKScienceParkAssociation)todevelopcoherentroutesforthe

internationalpromotion

ofavailable

space

and

development

opportunities

inuniversity

linked

scienceandinnovationparks.Further,thegovernment,inconjunctionwiththeLEPs,should

examinethebenefitsofusinglocalauthorityenterprisezonetypemeasuressuchassimplified

planningorlocaltaxationtosupportuniversitylinkedscienceandinnovationparks.

Reflectiverecommendations

Recommendationswithinthissectionidentifyissuesthatinhibittheefficiencyofbusinessuniversity

collaboration,but

where

there

isno

common

solution.

Rather

each

recommendation

should

be

consideredbyuniversity,businessandgovernmentleadersinthecontextoftheirown

organisationsrole,positionandcontributiontothebusinessuniversitysupplychain.

Reflectiverecommendation1,paragraph3.3

Bothbusinessanduniversityleadersshouldreflectupontheirorganisationalknowledgeof

thefulllandscapeofbusinessuniversitycollaboration,andonthemanagementofthe

partnershipsthattheyhave.Foruniversitiesthisreflectionshouldextendtostrategic

decisionsconcerningthedomainsthattheuniversitywishestoprovide;forbusinessit

shouldextendtomatchingneedstothoseuniversitiesthatbestmeettheirrequirements

withintheappropriatedomain.


17/89

10


Collaborationbetweenuniversitiesinsupplyingbusinessneedscanonlybenefitthe

universitysectorasawhole.Universitiesmaywishtoreflectupontheconceptsof

collaborativeadvantageinmeetingbusinessneedsandreviewtheirpoliciesonthereferral

ofbusinessenquiriestootheruniversitiesorrelevantagencies.Thispolicyshouldextendto

consortiaofuniversitiesandtheoperationofsuchreferralsystemsshouldbeassuredby

anygovernmentagencythatfundssuchconsortia.


Universitiesthatdonotregularlyreviewtheeffectivenessoftheirenquirymanagement

systemsshouldundertakeanaudittoensureefficientfirstlevelresponsiveness;an

ineffectiverelationshipmanagementsystemcarriessignificantreputationalrisks.

Reflectiverecommendation4,paragraph4.3.1

Universitiesshoulddecidewhethertointroduceformalskillsdiagnosticsfortheirstudentsand,

iftheydoso,whethertheyarediscretionaryormandatory.Suchpracticeshouldfeaturein

promotionalliteratureavailabletoprospectivestudents,coveredatopenday/applicant

day/interviewsandinitiatedearlyinthefirstyearoftheundergraduateprogrammeofstudies.


Universitiesshouldreflectontheopportunitiesthatareprovidedforstudentstodevelop

employabilityskillsthroughtheformallearningmethodologiesusedwithintheuniversityand

ensurethatstudentsareabletoarticulatetheskillsthattheyhavedevelopedthroughtheir

learningexperiences.Itisforuniversitiestoensurethattheirstaffhavetheappropriateskillsto

supportstudentsinthisprocess.


Universitiesshouldreflectonthestrategiestheyusetoensurethatstudentshavethe

opportunitytodevelopenterpriseskillsboththroughtheformalcurriculumandthrough

optionalstudyorpractice,andreflectontheintegrationofenterpriseeducationinthe

professionaldevelopmentprogrammesforacademicstaff.


Thepracticeofbusinessandalumnimentorssupportingundergraduatestudentsshouldbe

evaluatedbytheHigherEducationAcademy(HEA)andtheconclusionsdisseminated

throughouttheuniversityandappropriatebusinesssectors.


Unpaidgraduateinternshipsarecommoninsomefieldsofbusiness.Universitiesmaywish

considertheboundariesofethicalpracticeininternshipsandreflectonwhethertheycontinue

collaboratingwithcompaniesthatdonotmeettheuniversitysethicalstandards.

Reflectiverecommendation9,paragraph4.5.4andparagraph6.4.1

UniversitiesthathavenotcommittedtoengagingwithHEARshouldreflectupontheimpactof

thatdecisionupontheskillsdevelopmentandsubsequentemploymentprospectsoftheir

graduates.


18/89

11


Universitiesthatworkwithemployersthroughindustryadvisorygroupsshouldconsider

includingtheexistenceofsuchagroup,itsmembershipanditsinfluence,withintheuniversitys

enterprisestrategyandwithinthematerialthatitprovidestoapplicantsandstudents.


TheSocietyforBiology,respondingtotheneedsidentifiedbytheAssociationofBritish

PharmaceuticalIndustries(ABPI),isdevelopinganaccreditationprocessfordegreelevel

programmes.TheSocietyshouldreflectonmeasurestoaccelerateitsdevelopment.


InthecontextofencouragingmoreUKstudentstostudyortotakeaninternship/placement

outsidetheUK,universities,togetherwiththestudentsunions,shouldreflectonmechanisms

thatpromoteinternationalinternshipsandplacementsamongstthestudentbody.


UniversitiesandtheirLEPsshouldreflectonhowtheinternationalmultilingualnatureofa

universitycommunitycanbeutilisedforthebenefitoflocalbusiness.


BISandUKTIshouldreflectonmechanismstosupportinternationalinvestmentintheuniversity

researchbaseandtoensurethatsuchinwardinvestmentisfullyexploitedinthecontextof

economicgrowthintheUK.


Theportfolioofknowledgetransfernetworks(KTNs)fundedbytheTSBisanacknowledged

resourcefacilitatingnetworkinginindustrysectors.Althoughtheywerereviewedtwoyears

ago,theTSBmaywishtoreevaluateandifnecessaryrefreshtheKTNsandreassesswhether

thenetworkingtoolin_connectprovidesavalueformoneysolutiontoitsnetworkingactivities.


AtanoperationallevelwithintheResearchCouncils,businessinputissoughtduringproposal

assessmentprocesses.ContributionstothisReviewreportbusinessrepresentativesbeing

discouragedbytheamountofpaperworkinvolved.Thecouncilsmaywishtoreviewtheir

processesandseeknewmethodsthatwilllightentheburdenuponpanelmembersfrom

business,whilstmaintainingtheirinfluence.


Intherapidlychangingenvironmentofresearchtranslationitisessentialthatthereisa

systematicinteractionbetweenRCandTSBgoverningbodiesandstaffinordertoensurethere

areongoingagreementsaboutwhichservicesareofferedonanopenbasistowhichmarkets.

Thestrategicpartnershipgroup(directorlevelindividualsfromRCUKandTSB)shouldpropose

measurestoensurethatsuchinteractionisestablished.


19/89

12


Ashorterpostgraduateprogrammeisworthfurtherconsiderationbyuniversitiesworkingin

partnershipwithbusiness.Forexample,atwoyearmasterslevelprogrammemayprovidea

morebusinessfocusedofferingandhelpaddresssomeoftheuncertaintiesofthefutureof

masterslevelPGprogrammes.ThisMPhilequivalentwouldbecosteffectiveandpotentiallyencourageearliertransitionoftalentedPGstudentsintotheworldofwork,whilstmaintaining

thebenefitofresearchlededucation.


TheKeyInformationSet(KIS)providedtoundergraduateapplicantsisunproven.HEFCEshould

reviewtheuseoftheKISbyapplicantsonanongoingbasisinordertoinformfuture

developments.


Toprovidestudentswithinformationaboutcareerprospects,universitiesmaywishtoestablishafouryearcareerprojectionfromasampleoftheirgraduatesassupplementaryinformation

foruseinparalleltotheKIS.Toprovideacommonframework,universitiesmaywishtoaskUUK

tocommissionpreliminarydesignworkinthisfield.


Largecompaniesrepresentonlyafractionoftheopportunitiesavailableforgraduate

employment,yetaredisproportionatelypopularintermsofgraduateapplication.Universities

shouldreflectonhowstudentsperceptionsofemploymentwithsmallandmediumsized

companiescouldbeimproved.


Giventhechangingnatureofcareersservicesinthesector,universitiesmaywishtoreviewthe

physicalandorganisationalpositionoftheircareersserviceandthelevelofinteractionithas

withthestudents,employersandtheacademiccommunity.


Careersandemployabilitysupportwillbecomearecognisedpartoftheongoingstudent

experience,ratherthananaspectthatonlycapturestheattentionofstudentsinthefinalyear

ofadegreestudy.AtthatstageitmaymeritinclusionwithintheNationalStudentSurvey.At

thenextiterationoftheNationalStudentSurvey,HEFCEmaywishtoconsiderhowcareersandemployabilitysupportprovidedbyuniversitiescouldbeincluded.


Theinfluenceofuniversitiesineconomicgrowthextendsacrossmanyparliamentary

constituencies.MembersofParliamentmaywishtoreflectupontheirknowledgeofboththe

presentandpotentialcontributionoftheirnearestuniversitiestotheeconomicprosperityof

theirconstituenciesandtheirindividualrolesinsupportingbusinessuniversitycollaborationin

thatregard.


20/89

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Chapter1:Introductionandmethodology

1.1Introduction

Wealsowantouruniversitiestolookagainathowtheyworkwithbusinessacrosstheirteachingand

researchactivities,topromotebetterteaching,employersponsorship,innovationandenterprise.We

haveasked

Professor

Sir

Tim

Wilson,

former

Vice

Chancellor

of

the

University

of

Hertfordshire,

to

undertakeareviewintohowwemaketheUKthebestplaceintheworldforuniversityindustry

collaboration.

WhitePaper:PuttingStudentsattheheartofhighereducation.paragraph13,June2011

1.2Roleofuniversitiesinbusinesssupport

TheeconomicandsocialprosperityoftheUKdependsuponhealthy,wealthproducingbusinesses.

UKcompaniesfacechallengesunparalleledinrecenthistory;constantlyincreasingglobal

competition,theimpactsofthefinancialcrisisandinternationalinstabilityarejustsomeofthe

factorsthatfacetheUKsbusinessleaders.Neverbeforehastherebeenagreaterneedforinnovationinproductandservicedevelopment,forheightenedcorporateefficiency,forrisk

managementininvestment.Neverbeforehastherebeensuchafocusonsecuring,retainingand

developingtalentamongsttheworkforce.TheUKuniversitysectorisanationalresourcethathasa

centralroletoplayinsupportingUKbusinesssuccessinaddressingthesechallenges.

Universitiesareanintegralpartofthesupplychaintobusiness,asupplychainthathasthecapability

tosupportbusinesshealthandthereforeeconomicprosperity.Athrivingknowledgeeconomy

dependsuponitsuniversitiesinthreecriticaldimensions:theapplicationandexploitationof

researchcapability;theenterpriseandentrepreneurialculturethatisdevelopedamongstits

students;and

the

applicability

ofthe

knowledge

and

skills

ofall

its

graduates.

Theuniversitysectorcannotachieveexcellenceintheserolesbyitself;asustainablesupplychainis

notasimplelinearsupplierpurchasermodel.Supplychainsthatexcelinperformancearethose

wherecollaborationisstrongandresilient;wherethereisconstantcommunicationinboth

directions,bothoperationalandstrategic;wherethereisacommonunderstandingoftheobjectives

oftheotherparty;wherethereisawillingnesstochangeexistingpracticestomeettheneedsofthe

collaborators;andwheretheboundariesofcapabilityaretransparentandrespected.Inthese

contextsthereareanumberofweaknessesinthepresentbusinessuniversitysupplychainandthis

Reviewattemptstoidentifythoseandmakesrecommendationsthatwillstrengthentheweaklinks.

ForUKuniversitiestotaketheirplaceasworldleadersinbusinesssupportandinteraction,weneedanewcovenantbetweenbusinessanduniversities:acovenantthatgeneratespartnershipsand

collaboration,acovenantthatcanonlybeachievedthroughgreatercommunicationand

understanding.Governmenthasaroletoplayinachievingthatbycreatinganenvironmentthat

enablesandpromotessuchrelationships.Buttheprimaryresponsibilityforsuccesslieswiththe

primaryparties:universityandbusinessleaders.

1.3Thebestplaceintheworldforindustryuniversitycollaboration

Toachievetheaccoladeofworldleaderrequiresanotionoftheattributesthatjustifysucha

status.Thereisnoaccepteddefinitionofsuchattributes.ForthepurposesofthisReviewthe

followingdefinitionisadopted.


21/89

14

Worldleadingbusinessuniversitycollaborationisdynamicandinteractive,leadingto:

1. Thedesignanddeliveryofprogrammesthatarerelevanttocurrentandfuturebusiness

needs,ensuringprogressionopportunitiesateverylevelofachievementandasmooth

transitionbetweenthedifferentenvironmentsofuniversitiesandbusiness;

2.

Graduateswhoseekknowledgeandskillsthatarerelevanttotheirfuturecareersandwho

areconfidentintheirability;

3. Opportunitiesforstudentstointegrateworkexperienceandstudy,ensuringconnectivity

betweenacademicstudyandtheworldofemployment;

4.

Anenterprisingandentrepreneurialcultureamongstuniversitystudentsandstaff,where

successinenterpriseandentrepreneurshipiscelebrated,rewardedandpromoted;

5. Businesseseffectivelyandefficientlyupdatingemployeeskillsandseeinguniversitiesasa

naturalsourceoftheexpertisetodoso;

6.

Graduaterecruitmentthatmatchesbusinessneedwithgraduateskills,meetsthediversity

objectivesofemployers,isseentobefairbythestudentpopulationandprovides

performancefeedbacktouniversitiesandstudents;

7.

Sustainingworldclassresearchwithinouruniversities,attractingthebesttalenttotheUK,

developingresearchinformedleadersinbothuniversitiesandbusiness,andensuringthat

thereisaconstantexchangebetweenacademeandbusinessofresearchideasandpeople;

8.

Acultureofpursuingtheapplicationofuniversitybasedresearchexcellence,ensuringthat

universityresearchcapabilitiesarefullyexploitedingeneratingeconomicwealth,optimising

theuseofgovernmentsupportinresearch,innovationanddevelopment;

9. Collaborationwithgovernmentagenciestoundertakeregularforwardlookstocoidentify

areasoffutureknowledgeandcapabilitycreation,whereresearchinvestmentshouldbe

allocatedand,whereverpossible,collaborativelydevelopedandresourced;

10.

Recognitionthattheuniversitysectorrepresentsadiversesetofinstitutions,eachwithits

ownportfolioofbusinesssupportcapabilities,leadingtoanoptimalmatchingofbusiness

needwithuniversitystrength;

11.ThecreationofeconomicgrowththroughpartnershipwithgovernmentagenciesandLEPs,

leveragingeachuniversityscapabilitiestosupportindigenouscompaniesandtoattract

inwardinvestment;

12.

UKuniversitiesbeingchampionedbybusinessleadersandgovernmentagenciesasbeing

worldclassinbusinesssupportandaprimaryreasonforinvestingintheUK.

IftherecommendationswithinthisReviewareenactedthentheobjectiveofmakingtheUKthebest

placeintheworldforindustryuniversitycollaborationwillbesignificantlycloser.


22/89

15

1.4BoundariesoftheReview

Iamconsciousthatnotallinstitutionsthatdeliverhighereducation(HE)carrythenameuniversity

andtodifferentiatethoseinstitutionsthroughoutthisreportwouldleadtounnecessaryrepetition.

ForthepurposesofthisReview,allinstitutionsthatholddegreeawardingpowersandthoseFE

collegesthatdelivervalidateddegreelevelprogrammesareincludedwithinthegenerictermuniversities.

IamalsoconsciousthatthisReviewfocusesuponthebusinessuniversitycollaborationinthe

contextoftheEnglishHigherEducationsystem.Ihavenothesitatedtouseinformationandcase

studiesfromacrosstheUKinwritingthisreportandmuchofthecontentofthisReviewisequally

validinthecontextofotherpartsoftheUK.NeverthelesssomeoftherecommendationsImake

maynotapplyoutsideEngland.

TheReviewdoesnotincludeanyconsiderationoftherolethatuniversitiesplayinmeetingthe

needsofthepublicsector,althoughtheroleofsocialenterpriseinsupportingcharitable

organisationsisincludedinthecontextofenterpriseeducation.Themechanismsforfundingtheexploitationofcuriositydrivenresearchbyuniversityownedspinoutcompanies,whilstbriefly

examined,doesnotreceivetheindepthstudythatitdeserves.Todosowouldhavedriventhe

Reviewintoaspecialistareanotconsistentwiththebroadthemeofbusinessuniversity

collaboration.

Universitieshaveawiderpurposethantosupporteconomicgrowth,andbusinesscollaborationis

onlyoneofasetofinteractionsthatuniversitieshavewithpartnerorganisations.Conversely,many

oftheirpartnerorganisationsalsohavestrongcollaborationwithorganisationsoutsidethe

universitysector,andthereforeoutsidethescopeofthisReview.Thisappliesparticularlyinresearch

andinnovationwherethereareseveralkeyresearchorganisationsthatarenotwithintheuniversitysectorbutcollaboratewithbothuniversitiesandbusiness,andcouldbeimpactedbythe

recommendationsmadeinthisReview.Inthatcontext,theinherentrisksofunintended

consequenceshavebeenmanagedthroughtheReviewsmethodologyofiterativeconsultation,a

processthathasincludedorganisationsoutsidethescopeoftheReview.

1.5Methodology

Thelandscapeofbusinessuniversitycollaborationchangesrapidlyandanystudyofthesedynamic

relationshipscanonlybebaseduponthelandscapeatoneparticularmomentintime.Withinthe

landscape,universitiesandbusinesseshavetogetherdevelopedahugelydiverserangeofstrategies

andpartnerships,oftenwithgovernmentsupport.Thesuccessofsomestrategieshasbeentheobjectofrigorousevaluation;othersaresorecentthatsuchanalysisdoesnotyetexistandtheir

benefitsmaynotberealisedforseveralyears.ThisReviewhasbeenundertakeninasixmonth

period.Itcannotclaimtobearigorouspieceofacademicresearch;itsconclusionsand

recommendationsarebaseduponinformedjudgement.

IamawarethattheReviewmaybeseenasdrivenbythesupplysideofbusinessuniversity

relationships.Tosomeextentthisistrue;ithasbeenadeliberatefeatureofthemethodology.Ina

situationwheretherearearound140suppliersandtensofthousandsofclients,andwhereeach

supplierisprovidingmultipleservicestomultipleclients,criticalselfappraisalofthesupplierisa

legitimateand

useful

exercise.

However,

the

Review

does

not

depend

solely

upon

universities

perspectivesoftheirowncollaborationwithbusiness;ithasbeenvalidatedbybusinessinputand


23/89

16

hasembracedbusinessperspectivesonstrengths,weaknessesandopportunitiesinbusiness

universitycollaboration.

TheReviewhasbeensupportedbyanumberofkeygroups:

ACoreTeamofcolleagueswhohavenotonlycontributedtheirownexpertiseinthisfieldbut

havedriventheprojectforward,ensuringthatdeadlineshavebeenmetandprovidingthe

constantchallengethatIfoundinvaluablethroughoutmyprofessionalcareer.

AReviewPanelofcontributorswithbothindepthexperienceofbusinessuniversity

collaborationandacultureofevidencebasedresearch.Theircontributionsprovidethe

foundationsofthisreport.

AnEditorialBoardofbusinessanduniversityrepresentatives:peoplewithconsiderable

personalandorganisationalexperienceinthefield.Theirchallengesandcommentshavebeen

invaluableduringthefinalstagesoftheReview.

AnAdvisoryBoardofindividualswithexperienceandexpertiseinthefield,ofteninspecificareasofactivity.TheirinsightsandknowledgehavenotonlyinformedtheReview,theyhave

guideditsdirection.

DuringthesixmonthsofthisReview,Ihaveadoptedaniterativeapproachtoarrivingatmy

recommendations.Aperiodofinitialresearchanddiscussionswithpeoplewithawealthof

experienceinthisfieldinformedthepublicationofasetofthinkpieces;documentsdesignedto

invitecomments,correctionsandevidence.ThedistributionofthesethinkpiecestotheAdvisory

BoardandtheirpublicationonaReviewwebsite1

,togetherwithblogandtwitterconversations,

providedabodyofevidenceandopinionfrommanysources,oftenfromthosewithexperienceand

expertiseinthe

field.

Inparallel

to

this

iterative

process,

the

Review

Panel

moulded

their

contributionsaroundtheevidencebeinggatheredthroughtheconsultationprocess,theirown

knowledgeoftheirspecialistfieldsandtheexistingpublishedresearch.

Informedbythisformativework,Ipublishedasetofindicativerecommendationscirculatedtothe

AdvisoryBoardandtootherrelevantpartiesforfurtherfeedback.InthefinalphaseoftheReviewI

havesoughttoconsolidatethecontributionsfromtheReviewPanelandtheevidencereceived

throughthisiterativeprocessintoacoherentreport.DuringthislatterprocessIhavebeen

supportedbytheEditorialBoard,whoseinputandguidancehasbeeninvaluable.

Thisprocessofiterativeevidencegatheringandinformedjudgementhasservedtocrystallisemy

initialviewsintoasetofrecommendationsthatIbelievewillmovetheUKbusinessuniversitycollaborationtowardsworldclassstatus.

1.6ReflectionsontheReviewprocessandoutcomes

WhenIstartedthisReviewinJuly2011Iexpectedtouncoverawidelandscapeofexistinggood

practiceinbusinessuniversitycollaboration.Thatexpectationhasbeenexceeded.

Thediversityofouruniversitysectorisahugestrengthanditshouldberecognisedandcelebrated;

ithasthecapabilityofplayingamajorroleinthefutureeconomicprosperityofourcountry.The

Reviewidentifiesmanyareaswhereimprovementcanbeachievedwithrelativelysmallchanges;the

realbenefitwillbederivedfromthesynergyofcomprehensiveimplementation.Itrustthatthis

1http://www.wilsonreview.co.uk


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Reviewwillactasfoundationforprogressandenhancement;goodpracticebenefitsfrompositive

changeandworldleadershipinbusinessuniversitycollaborationisachallengingtarget.

IfthepotentialofUKbusinessuniversitycollaborationisfulfilled,thenextReviewwillreportthat

universitiesareirrevocablyattheveryheartofoureconomy,collaboratingwithbusinessand

governmentingeneratingthewealththatisnecessaryforahealthyandprosperoussociety.

IlookforwardtoreadingthatReview.


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Chapter2:AHistoryofrecentgovernmentpolicyonbusinessuniversityinteraction

2.1Introduction

Sincethe1990sseveralgovernmentpolicyinitiativeshavesoughttopromotebusinessuniversity

interaction.Thosewhohaveexperiencedtheimpactoftheseinterventionsareabletoreflectupon

amajorshiftintheenvironmentfor,andcultureof,businessuniversityinteractionduringthis

period.Itisnotablethatbusinessuniversityinteraction,anditsdevelopment,hasenjoyedallparty

support,reflectingthefundamentalimportanceofthisrelationshiptotheUKeconomy.Therehave

beenmanychangesasaresultofthesepoliciesandinitiatives;therecommendationswithinthis

Reviewseektobuilduponthosechanges.

TheestablishmentoftheDepartmentforInnovation,UniversitiesandSkills(DIUS),andsubsequently

theDepartmentforBusiness,InnovationandSkills(BIS),hasprovedtobeakeygovernancechange

inthefieldofbusinessuniversityinteraction.Hithertopolicyinthisspherehadbeendivided

betweenthetradeandeducationministries,hencedefiningtwodifferentstrandsofactivityfocusing

oninnovationandskillsrespectively.Policynowemanatesfromasinglegovernmentdepartment,

althoughthereisachallengeforsuchalargedepartmenttoachieveallsynergiesbetweenits

multipleinterestsintheroleofuniversities.

Intermsofdirectfunding,universitiesnowreceiveasinglefundingstreamofHigherEducation

InnovationFunding(HEIF).Thisfundingsupportsawiderangeofbusinessuniversityinteractionand

rewardssuccessingeneratingbusinessincome.Withinthisframework,universitiesdefinepriorities

accordingtotheirownmissionsandlocalities,andthishasyieldedbenefitsinareassuchasthe

contributionofscienceandtechnologytobusinesscompetitiveness,improvinggraduateenterprise

andemployability,andaddressingspecificbusinessskillsrequirements.

InparallelwiththeevolutionofthesupportfromHEFCE,theResearchCouncils(RCs),coordinated

byRCUK,havedevelopedtheirportfoliooffundingstreamstopromotebusinessuniversity

collaborationandtheexploitationofresearch.InrecentyearstheTSBhasemergedasamajor

influenceinresearchexploitation,focusingitsinvestmentsinnewbusinessopportunitiesforthe

applicationofresearchandresearchcapability.

Thesechangeshavetakenplaceinparalleltoashiftawayfromlinearnotionsoftechnologytransfer

andgraduaterecruitment,tothemoresophisticatedandintegratednotionofanecosystemof

businessuniversityinteractions.

2.2Innovationandknowledgeexchange:developingtheecosystem

Priortothe1990s,governmentpolicyhadalreadychangedtheresearchexploitationsystemfrom

oneinwhichuniversitiespublishedtheirresearchfindingsandindustrymanagedthesubsequent

intellectualpropertyandinnovation,tooneinwhichuniversitieswereencouragedtoenhancetheir

technologypush,developingtheirownintellectualpropertymethodsthroughpatenting,licensing

andspinouts.Thislinearmodelofresearchexploitationhassincebeensucceededbyafocuson

morecomplexinteractionsbetweenuniversitiesandbusiness,particularlyfollowingthe1993

ScienceandTechnologyWhitePaper,RealisingourPotential2

.

2http://www.officialdocuments.gov.uk/document/cm22/2250/2250.pdf
http://www.official-documents.gov.uk/document/cm22/2250/2250.pdfhttp://www.official-documents.gov.uk/document/cm22/2250/2250.pdfhttp://www.official-documents.gov.uk/document/cm22/2250/2250.pdfhttp://www.official-documents.gov.uk/document/cm22/2250/2250.pdfhttp://www.official-documents.gov.uk/document/cm22/2250/2250.pdfhttp://www.official-documents.gov.uk/document/cm22/2250/2250.pdf


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Theecosystemapproachhassoughttodeterminetherolesofcontributorsrelevanttoinnovation

andtoestablishframeworksandincentives,overseenbygovernment,toencouragecollaboration

throughaprocessofknowledgeexchange.

2.3InterventionsbytheHigherEducationFundingCouncilforEngland

Adecadeago,HEFCEdevelopedsupportmechanismsforknowledgeexchange,bothintheformof

fundingandinthecollection,analysisandcommunicationofactivity.Measuresembracedactivity

fromtheresearchandteachingmissionsofuniversities,capturingthecontributionsofuniversities

toenhancinginnovationthroughstudentandstaffenterprise.BuildingonHEFCEsHigherEducation

ReachOuttoBusinessandtheCommunity(HEROBC)fundestablishedin1999,andthethen

DepartmentofTradeandIndustrysUniversityChallenge3andScienceEnterpriseChallenge

4

funds,theHEIF5hasincreasedfrom78millioninitsfirstround(20012004)to150millionper

annumduringthecurrentspendingreviewperiod(20112014).Thisfundinghasevolvedfroma

competitiveprocesstoonewherefundingisallocatedbysuccess,rewardingincomegeneration.

Alongsidethisfundingintervention,theHigherEducationBusinessCommunityInteraction(HEBCI)6

surveywasintroducedtomeasureknowledgeexchangeactivity,demonstratinga34percent

increaseinincomefrom2003to2004tomorethan3billioninthelatestsurveyof2009to2010.

Forevery1investedthroughHEIF,universitiesinEnglandhaveproducedareturninexcessof57

.

2.4Researchandinnovation

Thelongtermcommitmenttoaspecificfundingstream,alliedtoincreasingfundingfortheresearch

base,wasannouncedinthegovernmentsScienceandInnovationInvestmentFrameworkin20048

,

respondingtotheLambertReviewofBusinessUniversityCollaboration.9Itplacedbusiness

universitycollaborationfirmlywithintheportfolioofUKuniversities.

2.4.1TheLambertReview

Amongstmanyfindings,theLambertReviewidentifiedthatcompanieslocatedtheirresearchand

development(R&D)activitiesnearexcellentresearchbasesandimportantmarkets.Raisingthe

demandfrombusinessforR&DintheUKwasidentifiedasamajorchallenge.Thereview

recommendedaseriesofmeasurestoenhancebusinessuniversityinteractions,includingimproving

intellectualpropertynegotiationsandreducingthefocusonuniversityspinoutcompanies.The

LambertReviewwasfollowedbytwosubsequentreports:theLambertreports10

11onIntellectual

Property,whichprovidedtemplateagreementsforbusinessuniversityresearchcollaboration.

2.4.2TheWarryReport

TheWarryReport(2006)12

,sponsoredbyRCUK,identifiedhowtheRCscouldmakeastepchangein

promotinganddemonstratingtheeconomicandsocialimpactoftheirinvestments,buildingonthe

existingCASEstudentships,theRCfollowonfundingtosupportresearchexploitation,and

3http://www.bis.gov.uk/policies/science/knowledgetransfer/earlierschemes/university_challenge_seed

4http://www.bis.gov.uk/policies/science/knowledgetransfer/earlierschemes/science_enterprise_challenge

5http://www.hefce.ac.uk/econsoc/buscom/heif

6http://www.hefce.ac.uk/econsoc/buscom/hebci

7http://www.hefce.ac.uk/pubs/hefce/2009/09_15

8http://www.hmtreasury.gov.uk/ent_sciinnov_index.htm

9http://www.hmtreasury.gov.uk/lambert_review_business_university_collab.htm

10http://www.ipo.gov.uk/whyuse/research/lambert/lambertmrc/lambertmrcoutline.htm11http://www.ipo.gov.uk/whyuse/research/lambert/lambertmc/lambertmcoutline.htm

12http://www.rcuk.ac.uk/Publications/archive/Pages/Increasingei.aspx
http://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/university_challenge_seedhttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/university_challenge_seedhttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/university_challenge_seedhttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/university_challenge_seedhttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/university_challenge_seedhttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/university_challenge_seedhttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/science_enterprise_challengehttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/science_enterprise_challengehttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/science_enterprise_challengehttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/science_enterprise_challengehttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/science_enterprise_challengehttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/science_enterprise_challengehttp://www.hm-treasury.gov.uk/ent_sciinnov_index.htmhttp://www.hm-treasury.gov.uk/ent_sciinnov_index.htmhttp://www.hm-treasury.gov.uk/ent_sciinnov_index.htmhttp://www.hm-treasury.gov.uk/ent_sciinnov_index.htmhttp://www.hm-treasury.gov.uk/lambert_review_business_university_collab.htmhttp://www.hm-treasury.gov.uk/lambert_review_business_university_collab.htmhttp://www.hm-treasury.gov.uk/lambert_review_business_university_collab.htmhttp://www.hm-treasury.gov.uk/lambert_review_business_university_collab.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mrc/lambert-mrc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mrc/lambert-mrc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mrc/lambert-mrc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mrc/lambert-mrc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mrc/lambert-mrc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mrc/lambert-mrc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mrc/lambert-mrc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mrc/lambert-mrc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.rcuk.ac.uk/Publications/archive/Pages/Increasingei.aspxhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.rcuk.ac.uk/Publications/archive/Pages/Increasingei.aspxhttp://www.rcuk.ac.uk/Publications/archive/Pages/Increasingei.aspxhttp://www.rcuk.ac.uk/Publications/archive/Pages/Increasingei.aspxhttp://www.rcuk.ac.uk/Publications/archive/Pages/Increasingei.aspxhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mc/lambert-mc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mrc/lambert-mrc-outline.htmhttp://www.ipo.gov.uk/whyuse/research/lambert/lambert-mrc/lambert-mrc-outline.htmhttp://www.hm-treasury.gov.uk/lambert_review_business_university_collab.htmhttp://www.hm-treasury.gov.uk/lambert_review_business_university_collab.htmhttp://www.hm-treasury.gov.uk/ent_sciinnov_index.htmhttp://www.hm-treasury.gov.uk/ent_sciinnov_index.htmhttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/science_enterprise_challengehttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/science_enterprise_challengehttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/university_challenge_seedhttp://www.bis.gov.uk/policies/science/knowledge-transfer/earlier-schemes/university_challenge_seed


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collaborativeresearchinitiatives.SinceApril2009allapplicantsapplyingforRCresearchgrants,are

requiredtoproduceanImpactSummaryandPathwaystoImpactstatement.13

2.4.3TheSainsburyReview

Thedemandsideofbusinessuniversitycollaborationwasstimulatedbyfundingtargetedat

business;theTSBandtheRegionalDevelopmentAgencies(RDAs)tookactiverolesinpromoting

collaboration.The2007SainsburyReviewTheRacetotheTop14

,andthesubsequent2008

InnovationNation15

WhitePaper,identifiedspecificleadershiprolesfortheTSB,workingwithRCs

andcomplementingarenewedandrefocusedHEIF.TheSainsburyReviewidentifiedthe

performanceofanationalinnovationecosystemincludingawiderangeofactorsextendingfrom

universitiestoresearchinstitutes,governmentfundersandregulators,businessandinvestorsas

centraltothecountrysinnovationrate,anditspecifiedthecontributionsthatshouldbemadeby

differentparties.

DuringtheirexistencetheRDAshadasignificantimpactuponmanyuniversities,althoughtheextent

ofthisimpactvariedbetweenregions:investinginuniversitiesthroughskillsdevelopmentinitiativesandwithcapitalinputstosupportscience/innovationparks.TheTSBhasnowbecomeaprimary

funderofcollaborativeresearchandinnovationsinceitsformation,engaginguniversitieswith

businessthroughstructurednetworkingandpeopleexchange:rolesthathavebeenwidely

welcomedbyboththeuniversityandbusinesscommunity.

2.4.4TheCoalitiongovernment

TheCoalitiongovernmentaffirmedthecommitmentofpreviousadministrationstobusiness

universitycollaborationasapolicypriority.InitsfirstComprehensiveSpendingReview16in2010

anditsInnovationandResearchStrategy17in2011ithascontinuedthegovernmentssupport

despiteaclimateoffiscalretrenchment,andindoingsoemphasisedtheimportanceofuniversities

insupportingthegovernmentspriorityofeconomicgrowth.LEPs,targetingeconomicgrowthwithin

localities,haveundertakenmanyoftheresponsibilitiesoftheformerRDAs;theirimpactwillbe

measuredinyearstocome.

2.5Employerengagementandskills

MuchoftheUKHigherEducation(HE)systemwasfoundedinthecontextofsupplyinggraduates

withtheskillsneededbyemployers.Thegrowthofcivicuniversitieswasinpartlinkedtoproviding

graduatesforprofessionssuchasmedicineandengineering.Theformerpolytechnicswere

distinctiveintheirlinkswithbusiness,providingarangeofhighskillvocationalprovisionparticularly

inthesciencesandtechnologies.Nowasingleuniversitysectorformorethantwodecades,

universitieshaveevolvedintoahighlydiversesetofinstitutions.Inparallel,furthereducation

colleges(FECs)havebecomeadistinctivepartoftheHEsystem,oftenwithstudentswithdifferent

educationalbackgroundsthantraditionaluniversitystudents.

Formanyinstitutions,employerengagementhasbecomefirmlycementedwithintheiracademic

culture.Thishasbeenachievedthroughinnovationinteachingandlearning;incompany

programmes,industrydesignedcourses,andplacementandinternshipsforstudents.Inrecentyears

13http://www.rcuk.ac.uk/kei/impacts/Pages/home.aspx

14http://webarchive.nationalarchives.gov.uk/+/http:/www.hmtreasury.gov.uk/d/sainsbury_review051007.pdf

15http://www.bis.gov.uk/assets/biscore/corporate/migratedD/ec_group/1808C_b16http://www.hmtreasury.gov.uk/spend_index.htm

17http://www.bis.gov.uk/assets/biscore/innovation/docs/i/111387innovationandresearchstrategyforgrowth.pdf
http://www.rcuk.ac.uk/kei/impacts/Pages/home.aspxhttp://www.rcuk.ac.uk/kei/impacts/Pages/home.aspxhttp://webarchive.nationalarchives.gov.uk/+/http:/www.hm-treasury.gov.uk/d/sainsbury_review051007.pdfhttp://webarchive.nationalarchives.gov.uk/+/http:/www.hm-treasury.gov.uk/d/sainsbury_review051007.pdfhttp://webarchive.nationalarchives.gov.uk/+/http:/www.hm-treasury.gov.uk/d/sainsbury_review051007.pdfhttp://www.bis.gov.uk/assets/biscore/corporate/migratedD/ec_group/18-08-C_bhttp://webarchive.nationalarchives.gov.uk/+/http:/www.hm-treasury.gov.uk/d/sainsbury_review051007.pdfhttp://webarchive.nationalarchives.gov.uk/+/http:/www.hm-treasury.gov.uk/d/sainsbury_review051007.pdfhttp://www.bis.gov.uk/assets/biscore/corporate/migratedD/ec_group/18-08-C_bhttp://www.hm-treasury.gov.uk/spend_index.htmhttp://www.bis.gov.uk/assets/biscore/corporate/migratedD/ec_group/18-08-C_bhttp://www.bis.gov.uk/assets/biscore/corporate/migratedD/ec_group/18-08-C_bhttp://www.bis.gov.uk/assets/biscore/corporate/migratedD/ec_group/18-08-C_bhttp://www.bis.gov.uk/assets/biscore/corporate/migratedD/ec_group/18-08-C_bhttp://www.bis.gov.uk/assets/biscore/corporate/migratedD/ec_group/18-08-C_bhttp://www.bis.gov.uk/assets/biscore/corporate/migratedD/ec_group/18-08-C_bhttp://www.hm-treasury.gov.uk/spend_index.htmhttp://www.hm-treasury.gov.uk/spend_index.htmhttp://www.hm-treasury.gov.uk/spend_index.htmhttp://www.hm-treasury.gov.uk/spend_index.htmhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy-for-growth.pdfhttp://www.bis.gov.uk/assets/biscore/innovation/docs/i/11-1387-innovation-and-research-strategy

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