TRANSFER-AUDIT

ENHANCING INSTITUTIONAL KTT STRATEGIES WITH P2P

Andrea Frank

Frankfurt, 20 March 2019

AGENDA

2

1. Introduction & motivation

2. Transfer-Audit: process, elements & USP

3. Observations & consequences

ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019

MOTIVATION

CHANGING ENVIRONMENT FOR HIGHER EDUCATION INSTITUTIONS

3

→But: only 42% of HEI have formal institutional transfer strategies!

(Source: SV-Hochschulbarometer, Gründungsradar)

ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019

Society Accountability of public funding

Impact of research

Politics Increasing relevance of KTT in Funding

Create added value für industry and

society

HEI Increasing significance of external funds

Request for cooperation

STRATEGY

TRANSFER AND COOPERATION IS NOT A STRATEGIC DIMENSION

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adapted from Stifterverband, Kienbaum 2016

ENHANCING INSTITUTIONAL KTT STRATEGIES

„How well is your

university able to achieve

strategic goals?“

„To what extend do

target formulation

processes exist for the

following areas at your

university?“

Frankfurt, 20 March 2019

knowledge and technology

transfer

digitization

research

teaching

30

35

40

45

50

55

60

65

70

75

25 30 35 40 45 50 55 60 65 700

0

0

0

0

0

0

0

0

0

0

0

0

0

0 0

internationalization

administration

target formulation process

goals are

achieved

TRANSFER-AUDIT

P2P COUNSELING FROM HEI FOR HEI

5

FOCUS: HEI Cooperation-strategies

Critical analysis

Development with regard to institutional goals and strategies

OUTPUT: Strategic and operative recommendations

APPROACH: Broad understanding of transfer

Exchange of technology, knowledge, services, personnel etc.

bidirectional

Cooperation with industry, non-profit-sector, public sector and society

ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019

TRANSFER-AUDIT

ELEMENTS AND PROCESS

6

Self-Report Audit-Visit Audit-Report

Implemen-tation

Project-Team HEI

Audit- Team with external experts

ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019

ENHANCING INSTITUTIONAL KTT STRATEGIES

6 months prior to audit visit:

- start of coordination

Stifterverband & HEI:

• challenges & development goals

• suggestions & selection of external

audit team

4 months prior to audit visit:

- HEI starts self report

- recruitment & preparation of

external experts (Stifterverband)

2 months prior to audit visit:

- HEI submits self report

- final preparation of audit team

- organization & planning of audit

visit (Stifterverband & HEI)

audit

visit

1 month after audit visit:

- draft audit report & discussion with

audit team

- selection of good-practice examples

- optional feedback from HEI

- final editing & layout

3 months after audit visit:

- final audit report to HEI

- together with collection of

good-practice examples

7 months after audit visit:

- HEI sends short report about

developments & consequences

1 year after audit

report:

- feedback survey

- optional revisit

TRANSFER-AUDIT

HIGH DEMAND FOR A SYSTEMATIC ANALYSIS

40 HEI

6 Federal states

24 Universities

15 Universities of

Applied Sciences

1 Film University

> 20 external experts

from Science, Businesses

and Civil Society

> 400 internal experts

within project teams

80 Audit-Days

> 750h of „intensive

transfer discussions“

8 Frankfurt, 20 March 2019 ENHANCING INSTITUTIONAL KTT STRATEGIES

USP

FOR UNIVERSITIES

9 ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019

Success depends on

HEI‘s willingness to

adapt strategic

recommendations

P2P Time and

space for KTT

Confidential process

Mutual learning

Involvement of leader-

ship

External process

management

BUT

OBSERVATIONS FROM THE TRANSFER-AUDIT:

RECURRING CHALLENGES & NEEDS FOR COUNSELING

10

Definition of/view on transfer

Transfer strategy: key objectives and integration in institutional priorities

Structures, processes and incentives

Performance measurement and indicators for broadened transfer

Internal and external communication

Networking und visibility

Development of transfer-enabling organizational culture at HEI

Frankfurt, 20 March 2019 ENHANCING INSTITUTIONAL KTT STRATEGIES

A YEAR AFTER

RESULTS OF A SURVEY AMONG PARTICIPATING HEI

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Major changes occur in organizational structures and processes

(including leadership)

Redesign of incentives

Refocus on demand: What do they need instead of what can we offer?

Redesign of existing strategies: integrate and merge

Frankfurt, 20 March 2019 ENHANCING INSTITUTIONAL KTT STRATEGIES

INTERIM CONCLUSION

ENHANCING INSTITUTIONAL KTT STRATEGIES 12 Frankfurt, 20 March 2019

THANK YOU

13 ENHANCING INSTITUTIONAL KTT STRATEGIES Frankfurt, 20 March 2019