Part Two - Higher Education Commission
Higher Education Commission:
Knowledge Exchange Strategic Plan (KESP)
July 2012- July 2017
Release date: February 2012
Developed by Jo Chaffer with HEC
PART TWO
Contents
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KE-D Objective: Supporting the community / public engagement / developing government ......... 15
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Section 5: monitoring, measuring and evaluation ....................Ошибка! Закладка не определена.
Section 7: risks ..........................................................................Ошибка! Закладка не определена.
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PART TWO
Section 1: HEC’s mission and challenges
1.1 Mission
The Higher Education Commission will facilitate Institutions of Higher Learning to serve as Engines of Growth for the Socio-Economic Development of Pakistan
HEC provides central support, direction and drivers to the HE sector promoting consistency in standards whilst encouraging differentiation between HEIs in terms of target audiences, offers and areas of excellence
1.2 Challenges
HEC is faced with three key challenges (a) Quality (b) Access and (c) Relevance to national needs. Building leadership is the final key area of focus.
1.3 Development
Accepting and acknowledging the objectives and goals developed in this KESP is a possible pathway for HEC to meet these challenges and achieve their mission.
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Section 2: KE objective and goals
2.1. The overarching KE objective
To create an enabling environment in which knowledge exchange activities can seed and flourish in a cohesive and coordinated manner facilitated and driven by professionals, champions and strong leaders.
2.2 The fundamental KE objectives
Which KE? Knowledge exchange will focus on activities encouraging skills
and expertise development and exchange alongside the development of entrepreneurial mindsets. The target audience within universities will be students.
This focus and approach will drive performance in academia and in universities as organisations.
There will be a focus on support of KE around social cohesion, strengthening government. However the main thrust will be on increasing productivity and performance in economic national priority areas such as energy, textiles and agriculture with special attention given to high-growth SMEs.
Differentiation and coordination: The KE objectives will stimulate
individual HEIs to work to their strengths and with their preferred communities and partners (locally, nationally and international) to create knowledge exchange activities that are relevant and right for them in their context. This is differentiation.
Simultaneously the KE objectives will allow the individual activities and approaches to be understood, guided and supported by HEC and its national initiatives. This is coordination.
Supporting individuals: KE professionals and champions will be nurtured
within HEIs i.e. without creating a centralised agency or service. They will be supported in creating their own peer network for sharing of good practice and CPD.
Timeline changes: Awareness-raising of the benefits and opportunities for
KE with showcasing of success stories will be the key early stage (years 1 and 2) objectives along with establishment of the metrics system and introduction of toolkits. Later years will focus on developing, fine tuning and coordinating efforts that have grown organically to create whatever strategic / sector structures and / or processes would be most productive and relevant.
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2.3 Five-year SMART goals
This section sets out specific, measurable, achievable, relevant and time-bound goals for the creation of the enabling environment and development of KE professionals and leaders. It then goes on to show SMART goals for each of the HEIF areas of knowledge exchange activity.
2.3.1. An enabling environment: objectives and goals
EE1 Objective: relevant mission
HEIs will be encouraged to question their mission and values and ensure that these are relevant to the needs of students, society and economy today.
Goal: By 2014 90% of HEIs will have reviewed their mission statements and values through an inclusive process involving students, academics, senior managers and other key stakeholders to ensure their HEI meets the needs and fits the context of their chosen audience, environment and national priority areas.
EE2 Objective: reward and recognition for academics
Academic staff will be recognised and rewarded for their external activities, entrepreneurialism and relationship building.
Goal: by September 2012 HEC will have developed and implemented a recruitment and tenure track system that recognises and rewards KE achievements and activities for between 10 and 20% of recruitment and promotion criteria. This will be fully adopted by all
HEIs using localised criteria within the 10-20% range as a system by July 2013.
EE3 Objective: reward and recognition for HEIs
Universities will be rewarded and recognised for their KE activities through national / international awards, new metrics, rankings and publically available data.
Goal: HEBCI (PK) will be returned by 85% of all HEIs by end 2015 and linked to
HEIF allocations.
Goal: An Entrepreneurial University of the Year award, Entrepreneurial Academic and Entrepreneurial Student of the Year awards will have been established and linked to similar international schemes by January 2014.
Goal: A Destinations survey charting student employment and enterprise postgraduation will have been established and adopted by 80% of all HEIs by end 2014 and all results published openly.
EE4 Objective: directed funding streams / financial stimuli
To have dedicated financial stimuli for KE development and activities
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Obj 4.1: Funding streams will support KE infrastructure development, activities, relationship building and also reward success.
Goal: A Higher Education Innovation Fund (HEIF) supporting development of KE potential and rewarding KE activities will be established in full by July 2013. HEIF will be linked by a formula to HEI KE strategic plans and HEBCI returns.
Obj 4.2: More generic funding streams will also require the awardee to show impacts on society and economy.
Goal: By July 2014 all research and development grants will require applicants to show their merit using quality of research plus impact of research, where impact amounts to
10-15% of the awarding and M&E criteria.
By July 2015 all core HE grants will have been reviewed and an assessment made as to how much of each core grant will reflect the level of impact an HEI has on economy and society. Any new criteria concerning impact will be established and implemented by July
2016.
Obj 4.3: Establish ring-fenced funding for developing entrepreneurial mindsets (that is not linked to commercial impacts).
Goal: to have created a multi-stakeholder led fund that supports any activity developing entrepreneurial mindsets in students, academics, researchers and managers by
July 2014.
Obj 4.4: Establish start-up seed fund for initial student, graduate and academic start-ups that can also be used to provide support through first three years of trading.
Goal: to have created a multi-stakeholder led fund, perceived as de-risked by commercial and venture investors through the BC-HEC management and support, awarded on a competitive basis to students, graduates and academics with robust start-up concepts and plans by July 2014
Obj 4.5: to have smart use of financial drivers 1 and 2 to develop KE that brings quick wins in high priority areas and with high growth organisations
Goal: to co-create a set of socio-economic outputs with relevant strategic stakeholders in national priority areas and direct a proportion of KE financial stimuli towards
KE activities that meet these defined outputs.
Obj 4.6: to have comprehensive and current knowledge of donor, development, international and other funding streams that may be available for HEIs / consortia to draw down to support KE activities
Goal: By July 2013 HEC KE team to have developed a scanning system and database of available funding streams and to be publishing and promoting these to HEIs, KE leaders and other stakeholders on a regular (fortnightly / monthly ) basis.
EE5 Objective: measuring and mapping KE activity and impact
To have a robust KE metrics system that will highlight areas of significant activity, high impacts and growth areas allowing HEC to push or pull its support of KE as needed.
Goal: The Higher Education- Business Community Interaction survey (HEBCI (PK)) in full and final format will be returned by 85% of all HEIs by end 2015 (see EE3);
A qualitative survey metric assessing the deeper impacts of community and public engagement will have been implemented by end 2015.
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HEC’s and HEI’s Quality Assurance systems will have been adapted to include relevant KE activity by July 2015
EE6 Objective: better vertical and horizontal collaboration within education
Improved vertical links with (vocational) colleges and schools and increased collaboration between HEIs geographically or by interest area will provide more sustainable, integrated opportunities for external KE partners and support broader and deeper exchange.
Goal: 60% of HEIs will have an explicit strategy strand for building relationships with local vocational colleges and schools and also to other HEIs (where relevant) to broaden and deepen KE marketing and offers and be implementing these strategies by July
2017
HEC’s KE core team will have developed sustainable relationships with college and school apex bodies at national and provincial levels around KE delivery and development.
EE7 Objective: Promotion of KE activities & developing relationships
To have a raised awareness of and high levels of engagement with KE concepts and practice nationally and to have strong cross-sector relationships
Objective 7.1: To have raised awareness with the general public nationally about the practice and benefits of KE and to have generated curiosity in the wider stakeholder groups
Goal: To have constant and consistent positive messaging in the general media
(traditional and virtual) on KE activities, impacts and benefits with the effect of raising awareness in the general public (they understand the concept and view this as a ‘good thing’) and specific interest from educators, business, public and third sector people
(interested to find out more)
Objective 7.2: to have proactive targeting of KE stakeholders (HEI internal, external, international) to engage with the concept and have buy-in and commitment from HEIs and all other key stakeholders to the KE objectives, goals and process.
Goal: to have a central campaign and team that proactively reaches out to key stakeholders in HEIS, in business, community and public sector bodies.
Goal: By 2017 at least 80% of HEIs have been met with and have actively participated in KE service development activities, KE networking events, made internal and public commitments to developing KE and have started KE activities; 30% of colleges and schools, 70% of industry apex bodies (e.g. Trade Associations), 30% of large and intermediate (I) NGOs, all provincial education ministries, all relevant federal ministries and
50% of all relevant public administrative bodies have a good understanding of KE concepts and practice, are supportive of KE development and will support and promote KE to their members / contacts.
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Objective 7.3: To have provided a means for engaged stakeholders to get started and share success
Goal: To have created, launched and be successfully managing an accessible platform for showcasing KE success stories, accessing KE development tools and resources with high user rates and membership.
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Objective 7.4: For all HEIs with active KE services to have developed and be running effective internal messaging and promotion campaigns highlighting the benefits, successes and opportunities KE presents to staff, students, managers and other stakeholders.
Goal: For 90% of HEIs to have KE internal marketing and communication campaigns using modern, appropriate marketing and communication tools targeting all stakeholders across the organisation to engage and activate KE.
Objective 7.5: To have developed relationships with all relevant apex bodies nationally and provincially and with key individual stakeholders
Goal: By 2015 HEC will have established good working relationships around KE with all relevant government ministries (provincial, federal); by 2017 HEI clusters will have formed good working relationships with their geographical and / or sector industry representatives in at least 50 locations across Pakistan; by 2014 HEC and individual / clusters of HEIs will have established good working relationships with either an SME cluster or a single large organisation leading to MOUs for KE development.
EE8 Objective: Encouraging KE broker agencies
To have an array of private sector KE brokerage and support agencies operating in key locations across Pakistan whose function is to broker linkages and relationships between universities and business, public or community partners with the aim of establishing commercially viable projects.
Goal: By 2017 there will be at least three commercially managed KE broker organisations (for profit / not for profit) operating across Pakistan with recognition from HEC as trusted partners. These KE brokers will be matching and supporting relationship build between universities, university clusters or university departments and external partners and drawing in funding to support the relationship and themselves.
EE9 Objective: Influencing the wider political, legal, tax and regulatory environment
To have sufficiently strong leadership and stakeholder support that KE leaders can influence the direction of new policy and legislation affecting KE development and lobby to adjust and remove existing barriers to KE growth such as weak protection for venture capital investments.
Goal: By 2014 the leadership of KE nationally and provincially will be recognised as a power base politically and in sector circles of influence. It will have a voice in creating environmental change to remove barriers and creating a more enabling political, economic, cultural and legislative environment for the growth of the knowledge economy through knowledge exchange
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2.3.2 Developing KE professionals and champions
PROF1 Objective: KE professionals in HEIs
To have a networked group of KE professionals facilitating the delivery and development of
KE activities within HEIs and championing KE both within their institution and with external partners and other stakeholders
Goal: By the end of 2015 there will be at least one KE professional in 90% of HEIs.
The KE professionals will have sufficient skills, knowledge, experience, connections and business exposure to facilitate relevant types of KE within that HEI; will market and promote the HEIs KE potential and successes to stakeholders and peers; will be an advocate and champion for KE internally and externally
Goal: there will be a membership based network of KE professionals that supports and promotes professional development, peer learning and sharing of best practice. The network will be started by July 2014 and self-sustaining by July 2015.
PROF2 Objective: KE professionals centrally
To have a core set of KE professionals and champions for KE within HEC, strategic groups, industry, government and third sector organisations.
Goal: by July 2012 there will be a KE Project Manager and KE team representing all divisions in HEC leading on, driving and promoting KE nationally; by July 2013 there will be a KE professional in each of the provincial education ministries and in relevant federal government ministries championing KE and KE champions in each of the major Chambers of
Commerce and other industry and third sector apex bodies
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2.3.3 Developing leadership
LEAD1 Objective: KE leadership within HEIs
HEIs will be supported in having effective, responsive and in-touch leadership with fit-forpurpose internal structures, systems and processes with strategic planning that enables consistent, well-considered change and progress. This will include strategic thinking around their own HEI’s enabling environments in areas such as managing intellectual assets.
Goal: By 2017 50% of all HEI VCs will have received strategic leadership training and / or entrepreneurial leadership development and will have implemented strategic, structural and personnel changes in their HEIs as a result. Leadership in these institutions will be more dynamic, progressive and business-like.
LEAD2 Objective: KE leadership nationally
HEC will have a professionally led team of multi-disciplinary experts leading and driving the development of KE goals, activities and impacts nationally from within the HE sector and in partnership with counterparts in business, public and third sector bodies
Goal: by July 2012 HEC will have a dedicated KE project manager leading a crossdepartmental team of KE staff including at least one full time assistant. This will be supplemented by a KE standing committee comprising all DGs meeting monthly. The KE team will have formed excellent working relationships with counterparts from non HE ministries and sector apex bodies and be meeting with them on at least a bi-monthly basis to share intelligence and drive development. By 2014 HEC will have a dedicated KE team and be reporting on KE in its annual reviews and forward planning.
LEAD3 Objective: sector and geographic strategic leadership
There will be strategic groups with market intelligence on the research, technology, market and skills needs and opportunities of specific industry sectors and similar strategic groups for geographic industry-university clusters. These groups will co-identify future opportunities and direction (new knowledge needs / skills) and provide communication and steer functions for their members and stakeholders.
Goal: there will be sector strategy groups for at least two sectors established by end
2012 and at least three geographic strategy clusters established by March 2013. These will form the models for further development of strategic groups.
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2.3.4 KE areas
FAC Objective: Facilitating KE (infrastructure)
FAC1 Objective: To have centralized KE services within most universities which, where necessary, are supported by auxiliary KE professionals within faculties. Where a centralized service offer does not fit the HEIs needs or environment HEIs will have a KE service serving the same functions but with best fit infrastructure and process.
Goal: at least 90% of HEIs will have a KE service of which the majority (70-90%) will be centralised i.e. cross-university. The centralized service will work across the entire organisation and be line managed from senior management offices (ProVC or VC). It will be the gateway for entry to the university for all external enquiries and partnerships, have high visibility in the HEI, through all marketing points, and in its service communities. Its role will focus on promoting the HEIs KE offers and existing KE work, developing partnerships and facilitating all types of KE both through development of academic staff and students and provision of relevant services and contacts.
FAC2 Objective: To have KE service teams representing clusters of HEIs collaborating either on all discipline areas or on specific themes.
Goal: to have at least 10 university clusters of at least 3 HEIs each working together multi-laterally (with multiple types of linkage) to promote, initiate, develop and deliver KE services to appropriate partners by July 2015 and to continue to increase this number year on year. The cluster services will be comprised of KE service representatives from HEI cluster members plus dedicated cluster staff. The cluster KE services will serve a similar role to individual HEI KE services but taking a more aggressive approach to relationship initiation and development.
FAC3 Objective: KE services will have a voice in policy, funding and the highest circles of influence through the relationship with the provincial, federal, and apex body KE leads and champions (see objective PROF2)
Goal: for all KE cluster services to have influence on policy and strategic decision making through excellent relationship brokerage with identified key contacts ad influencers within at least one decision making body by July 2016
FAC4 Objective: For service providers such as banks, insurers etc to have bespoke services that support the development of KE particularly with SMEs and to be acting as access routes to businesses, particularly SMEs, for HEIs wishing to promote their KE services and engage this audience.
Goal: to have agreements in place with at least 3 major service providers nationally and at least one provider per province to market KE services from HEI KE teams by July
2014; similarly to provide tailored support to specific KE originated ventures such as business support consultancy, technological investment, spin-outs and start-ups by July
2015
FAC5 Objective: For universities and university clusters to have representation / gateways on industrial trading estates and other suitable locations providing ‘one-stop shop’ entry points for local businesses and third sector organisations.
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Goal: to have at least 5 university (consortia) one-stop shops running on trading estates by 2015 and incremental increase year on year once successful models have been established.
FAC6 Objective: For HEIs to have shared access to market intelligence on business and third sector needs, demands and opportunities through centralised MI for KE services and / or strategic groups
Goal: to have developed agreements with any relevant established MI providers. If none exist to have developed agreements with the new sector strategic groups to access and be able to utilize their MI as it develops.
KE Area Objective: balance
To have a focus on the development of skills and expertise (B), enterprising students and staff (E) and commercialisation through consultancy and collaborative and contract research
(A) (for this strategic plan period).
KE-A Objective: Knowledge and research exploitation
KE-A1 Objective: To have a focus on developing consultancy by academic staff, researchers and students (post grad)
Goal: for at least 30% of income shown in the HE-BCI (PK) survey to be derived from consultancy services by July 2015 / to have at least three consultancy contracts pa being generated by 50% of HEIs by July 2015
KE-A2 Objective: To have a focus on developing contract and collaborative research opportunities
Goal: For 70% of research-strong HEIs to have at least two collaborative or contract research agreements in place and running by July 2015
KE-A3 Objective: To have opportunities, mindsets and drive for PHD researchers to commercialize their research outputs through development of business propositions
Goal: for 90% of PHD students to have undertaken an enterprise or similar module during their research period; for an ‘idea to innovate’ process for developing and filtering potential innovation concepts to business propositions accessible to and promoted to all PHD students; for ‘bridge year’ grants to be made available for PHD students that pass the ‘idea to innovation’ filter process to be able to start the process of technology / service commercialisation
KE-B Objective: Skills and human capital development
KE-B1 Objective: To have a focus on developing CPD offers for in-service staff.
Goal: for at least 30% of income shown in the HE-BCI (PK) survey to be derived from CPD services by July 2015 / for all HEIs to have at least three CPD development offers in progress to commercial / non-commercial partners by July 2013
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KE-B2 Objective: Equally to have a focus on creating HEI curricula that focus on skills (as well as knowledge) and current / future market factors and forces with strong ties to their respective non-academic (business / third sector) fields.
Goal: for at least one undergraduate and one postgraduate course per faculty in
70% of HEIs to have had external partner co-development and input by July 2015; for guest lecturers from fields of practice to be leading at least one lecture / semester on 30% of all undergraduate courses and 50% of postgraduate courses in 70% of HEIs by July 2015 rising to 40% and 60% by July 2017;
KE-B3 Objective: To have a strong and vibrant, stakeholder recognised Associate Degree programme running nationally in HEIs covering service sector and national priority socioeconomic areas
Goal: Associate Degree courses running in at least 50 centres nationally with at least
200 courses on offer
KE-B4 Objective
Goal: Student placements offered in at least 50 universities by 2016 in businesses, civil society organisations and public and government bodies
KE-B5 Objective: To have student and staff internships in businesses, civil society organisations and public and government bodies
Goal: Student and staff internships (virtual / real time) offered in at least 50 universities by 2016 in businesses, civil society organisations and public and government bodies
KE-B6 Objective: To have strong collaborative working with careers offices, recruiters and academics that strengthen ties with potential employers and create opportunities for employer engagement in teaching and learning at early stages in study programmes
Goal: Internal agreements within HEIs for strong communication, shared approaches and feedback loops between KE services, careers offices, recruiters and academics in 50% of HEIs by 2016
KE-C Objective: Knowledge sharing / diffusion
To have multiple knowledge exchange networks and sharing events for all stakeholders running regularly across Pakistan and its provinces and to be part of international knowledge sharing activities.
Goal: By July 2015: to have at least 3 locally run CONNECT (brand) networking and showcasing events per year and one national CONNECT annually (with international guests); to have HEI KE service led networking events / stakeholder get-togethers happening regularly (one per quarter) at multiple locations across the country; to have HEI representatives and HEI KE professionals regularly attending networking events delivered by other stakeholder groups nationally and locally; for Pakistani HEIs to host one international networking event per year and to be attending at least three international knowledge sharing events internationally p.a.;
Goal: for HEI KE professionals and representatives in over 70% of HEIs to be active members of real-time / virtual knowledge sharing networks and cascading their learning back across their institutions and local networks.
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KE-D Objective: Supporting the community / public engagement / developing government
KE-D1 Objective: For HEIs to have both in-curricula and extra-curricula engagement with the public and their chosen communities that builds bridges, creates social capital and raises societal aspirations.
Goal: for 90% of HEIs to have multiple (at least 5) KE activities and relationships with the public and their communities per year and have the development of ongoing and further relationships as a continuous activity by both KE services and leadership:
Goal: for 70% of HEIs to offer student social or community placements or projects
(accredited) to 70% of all undergraduates within the duration of their courses
KE-D2 Objective: For HEIs to be working with governments and other public agencies and organisations to build capacity, raise standards and develop leaders.
Goal: for at least 70% of HEIs (individually or in clusters) to have excellent partnerships with government and /or public agencies co-delivering activities that build capacity, raise political and bureaucratic working standards and support in the development of professional leaders. This may be through actions under KE-B (skills and human capital development) or broader packages of exchange.
KE-E Objective: Enterprise education and entrepreneurship
KE-E1 Objective: For university students, staff and leaders to have entrepreneurial mindsets and approaches to education
Goal: for at least 30% of HEIs to consider themselves (and market on) as centres where entrepreneurs and entrepreneurialism flourishes, is recognised and rewarded; for a further 50% of HEIs to have entrepreneurially aware and active leaders and staff that support and drive entrepreneurialism in the student and alumni bodies
KE-E2 Objective: to have in-curricula and extra-curricula enterprise training and development opportunities for students
Goal: for 70% of HEIs to have a mandatory, accredited enterprise module within at least 70% of all undergraduate and 90%of all postgraduate courses by 2017;
Goal: for 70% of HEIs to have active, sustainable student and staff enterprise clubs
(or equivalent) by 2015 and for these to be networked nationally and provincially (and possibly by theme) with access to national and international enterprise resources and support.
Goal: for Pakistan to be a major participant in Global Entrepreneurship Week on an ongoing basis and to be recognised for this internationally
KE-E3 Objective: to have for profit and not for profit start-ups and social enterprise projects flourishing in universities and with recent graduates
Goal: for 50% of HEIs to have at least ten student and ten graduate start-ups (for profit / not for profit) establishing each year that sustain for a period of three years +
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Goal: for 50% of HEIs to have at least 20 social enterprise projects underway and being delivered by their students and staff at any one time; for a further 20% of HEIs to have at least 50 social enterprise projects underway at any one time and to be recognizing and accrediting these both internally and (inter)nationally
KE-E4 Objective: for enterprise and entrepreneurialism to be supported and recognised by integrated systems and structures across each HEI
Goal: for KE services, student bodies, enterprise specialists, alumni teams and careers services to be working cohesively together to promote, support and drive entrepreneurialism in at least 50% of all HEIs by 2017
KE-E5 Objective: to have recognition and rewards for entrepreneurial activities and people
Goal: to have established and run Entrepreneurial University, Student Entrepreneur and Academic Entrepreneur of the Year awards nationally by July 2013
Goal: to have regular provincial and national enterprise competitions and for
Pakistani students and staff to be actively participating in international enterprise competitions
Goal: for student and graduate start-ups to be measured and recognised through national destinations metrics (see EE objectives) and for HEIs to promote and differntiate themselves on this basis
KEF Objective: Exploiting the university’s physical assets
To have policy and practice that promotes and enables the HEIs physical assets to be leased, rented and otherwise exploited for the income streams and goodwill this generates and to seed longer term, broader relationships with external partners.
Goal: for 90% of HEIs to have an explicit policy, guidance and tools to easily exploit the universities physical assets and to be promoting and marketing these to potential audiences for both commercial and non-commercial gain and development of short and long term relationships.
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Section 3: Outputs, action plan, timelines
This section covers the outputs (the things that will actually be in place when goals are achieved) and the action plans of how we will achieve these outputs. These are specific and in most cases contain timelines with milestones and critical points.
Timelines and outputs are shown in the attached spreadsheet.
3.1 An Enabling Environment
EE1: relevant mission
Outputs:
EE1: fit-for-purpose mission and values statements in 90% of Pakistan HEIs
Actions:
1.
HEC KE team develops tool kit for mission review process and trains facilitators
(outsourced)
2.
HEC launches HEIF: HEIF allocation requires HEI to submit an institutional KE strategic plan with evidencing of how this fits with HEI mission and values. HEC national push for mission review of all HEIs in conjunction with provincial HE counterparts
3.
HEI review process starts: HEC facilitators provide review support to batches of HEIs across the country in two stages – initial training then 6 monthly progress and feedback meeting with on-going phone / virtual support. 132 HEIs covered in 15 batches at 3 / year over 5 years
4.
National conference on HE mission and values review held by HEC and provincial HE teams – all VCs and senior managers encouraged to attend.
EE2: reward and recognition for academics
Outputs:
EE2.1 HEC tenure track system rewards KE activities and external experience as an equivalent to papers produced or teaching load. Documentation on process with HR policy templates available for HEIs
EE2.2 All academic staff recruited and promoted using a localised version of the HEC model. KE Professionals and other specialist staff are able to be recruited and promoted entirely on KE and external experience.
Actions
1.
HEC develops tenure track system including all template documentation and process specifications
2.
HEC promotes and publicises new tenure track system to HE sector and general public
3.
HEC team creates training programme for HEI managers and HR teams
4.
HEIs (senior managers and HR) trained in new tenure track system by HEC KE team in 6 batches of 22 over 1 year.
5.
HEIs adopt and adapt HEI HR policy templates to suit own situation within a range of
10-20% of recruitment and promotion criteria awarded for KE.
6.
Recruitment of all new staff begins based on new models
7.
Promotion of all existing staff begins based on new models
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EE3: reward and recognition for HEIs
Outputs:
EE3.1 85% returns on HEBCI
EE3.2 HEIF allocation based on HEBCI returns
EE3.3 national Entrepreneurial University, Academic and Student Awards scheme
EE3.4 80% returns on Destinations survey. Results published annually
Actions:
For HEBCI returns actions see EE5
For HEIF allocation see EE4 & 5
EE3.3
1.
Adapt and adopt the NCEE (UK) criteria and process for the Entrepreneurial
University of the Year awards. Adopt and adapt the NCEA (UK) criteria and process for the Enterprise Educator and Student awards
2.
Negotiate sponsors and supporters
3.
Promote the awards schemes
4.
Pilot scheme with all HEIs
5.
Roll out full scheme
EE3.4
1.
Negotiate use and adaptation of the Destination of Leavers of Higher Education survey with HEFCE and HESA (UK)
2.
HEC adapts survey to reflect Pakistani situation and capacity for collection: include self-employment and enterprise; include a 6 month and 3 year follow up
3.
Promote DLHE to HEIs and stakeholders
4.
Train data collectors in HEIs
5.
Pilot DLHE
6.
Adapt and roll out full DLHE
7.
Monitor and adapt as needed
EE4: directed funding streams / financial stimuli
Outputs:
EE4.1 Higher Education Innovation Fund (PK) established on an allocation basis with a 4 year cycle and linked to HE-BCI returns and submission of KE strategic plans
EE4.2 R&D grant criteria include 10-15% describing impact of research; all R&D grant applications assessed and made on this basis as well as subsequent monitoring and evaluation.
Core HEC grants reflect level of impact HE should have on economy and society and have appropriate awarding and M&E criteria
EE4.3 An ‘Entrepreneurial Mindsets’ Fund established, seeded and run by HEC and sponsor partners
EE4.4 A ‘Start-Up’ Fund established for new student, graduate and academic enterprises, seeded and run by HEC and sponsor partners
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EE4.5 A KE Financial policy targeting national socio-economic development priorities and quick wins.
EE4.6 Current and comprehensive market intelligence on available donor, development, international and other funding streams that HEIs or consortia may be able to draw down to support KE activities
Actions:
EE4.1 HEIF
1.
HEIF is currently being developed as a funding stream by HEC for an initial nonformula linked allocation of an equal award to all HEIs in July 2012.
2.
Award HEIF on the same basis in 2013 July, but with the addition of KE strategic plans as a criterion for award.
3.
In 2013-14 create an allocation system and budget streams to allow allocation based on potential and reward of KE on a 4 year cycle
4.
From July 2014 link HEIF to HE-BCI returns and KE strategic plan admission and roll out on a 4 year cycle
EE4.2 R&D Funds
1.
HEC R&D division reviews grant criteria and process: draws on UK REF for understanding of how to assess against impact
2.
HEC R&D division develops new grant criteria that reflect 10-15% impact of research and appropriate guidance notes. R&D personnel trained to deal with enquiries
3.
Promotion and awareness raising of new grant criteria and process
4.
New grant process rolled out
EE4.2 Core HE grants
1.
HEC ED, senior managers and all other key stakeholders review all HE funding processes and systems in an away day series.
2.
Recommendations from review turned into action plan by cross-divisional team led by ED office & Finance
3.
Any changes promoted and introduced gradually as precursor to next Development
Framework.
EE4.3 Entrepreneurial Mindset Funds
1.
HEC develop outline proposal for an Entrepreneurial Mindsets Fund
2.
HEC pitch to corporate and donor potential sponsors to attract funding agreements, administration and other support
3.
Funding streams agreed, partners agree grant criteria and process
4.
Grant developed and finalised
5.
Launch and promotion
6.
Roll out, M&E
7.
Review and adjustment
EE4.4 Start-Up Seed Fund
1.
HEC develop outline proposal for an Start-Up Seed Fund. There is initial agreement on this between HEC and BC.
2.
HEC pitch to corporate and donor potential sponsors to attract funding agreements, administration and other support. Having an HEC-BC established and managed fund will de-risk the investment for commercial, donor and venture sponsors.
3.
Funding streams agreed, partners agree grant criteria and process
4.
Grant developed and finalised
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5.
Launch and promotion
6.
Roll out, M&E
7.
Innovation Voucher scheme started as a subsidiary activity of the Seed Fund: this is a competitive scheme where eligible SMEs can bid for a voucher from the Fund. They can then redeem this voucher against KE services (any) from a universities’ group within their geographical region
8.
Review and adjustment
EE4.5 Smart outputs and quick wins
1.
HEC meets with key stakeholders in government, business and third sectors to define national priority areas for KE and where quick wins are needed
2.
HEC creates a policy document that directs all KE related funding towards stimulating activity in the identified priority areas
3.
The policy is implemented into the core criteria of all affected funding streams (HEIF,
R&D Funds, SUF)
EE4.6 Funding stream MI and dissemination
1.
HEC KE team carries out an initial scanning activity (using stakeholder information) of available fund sources and creates a database of fund type, criteria, accessibility etc. These will include sources like the Khyber Pakhtunkhwa & Fata Economic
Revitalisation Project, sector specific funds such as the Wellcome Trust, funding streams from other government departments relating to innovation etc and wider donor initiatives such as USAID World Trade programme
2.
Regular funding scans and update systems are established and the database managed and maintained with new information
3.
HEC KE team send out regular and adhoc newsletter style updates to HEI KE services, HEI consortia, sector strategic groups and other KE leaders and stakeholders
EE5 Measuring & Mapping
Outputs:
EE5.1 Higher Education Business and Community Interaction survey is fully localised and being returned by 85% of all HEIs
EE5.2 HEC has a qualitative metric and understands in depth the impacts of community and public engagement in a sample of HEI cases
EE5.3 HEC’s QAA processes and standards have absorbed KE activity and can QA this
Actions:
EE5.1 HEBCI
1.
Pilot HEBCI with 40 HEIs: train data collectors, put in proper processes in SIU /R&D teams
2.
(Pilot HEIs to run a KE audit as part of the data collections process)
3.
Adapt HEC SIU processes and HEBCI forms and guidance using feedback from pilot
4.
Put in place all necessary planning, training, processes, guidance etc to run HEBCI with all HEIs by end 2012
5.
(all HEIs to run a KE audit as part of the data collections process)
6.
Improve data collection and quality of data
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7.
Have a robust metric for mapping and measuring impact using income as a proxy by end 2015
8.
EE5.2 Qualitative metric
1.
Once HEBCI is established, start to investigate HECEM, REAP and other qualitative metrics to find a suitable model for localisation
2.
Pilot model with three or four HEIs and adapt as needed
3.
Introduce model and have piloters train up to 20 more HEIs
4.
Consolidate and review results
5.
Use results to drive financial stimuli and further community and public engagement options
EE5.3 QA on KE
1.
QAA reviews the KE activities impacting on curricula and courses
2.
QAA finds a way to incorporate KE developments within its guidance schemes and advice to Teaching & Learning professionals
3.
QAA issues guidance and policy to QECs and HEI leaders on the inclusion of KE activity types in its assessment
EE6 Educational collaboration
Outputs:
EE6.1 60% of HEIs have a strategy to collaborate with other HEIs, with colleges and schools on KE activities and development and are acting on this
EE6.2 HEC has agreements with secondary and college apex bodies to collaborate on KE development and activities
Actions:
EE6.1 HEIs
1.
HEC KE teams and HEI KE services look at models of excellent collaborative working from around the world.
2.
They work together to develop approaches that have local fit and will be applicable to similar HEIs (geographically close – similar organisational models)
3.
Several clusters of HEIs develop strands of their strategic plans to strengthen and develop links with other HEIs, colleges and schools
4.
National conference sharing best practice with other HEIs, schools and colleges
5.
Cascading out of learning and more HEIs develop strands of their strategic plans to strengthen and develop links with other HEIs, colleges and schools
EE6.2 HEC
1.
HEC KE lead initiates conversations with school and college apex bodies nationally and provincially
2.
Agreements developed for long term cooperation and collaboration on KE activities sharing goals where possible
EE7 Promotion of KE activities & developing relationships
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Audiences:
1.
The general public
2.
HEIs – leaders, senior managers, academics, students, researchers, KE professionals, administration and professional services, careers offices
3.
Business – leaders, managers, corporate researchers, apex bodies e.g.
Chambers, Trade Associations
4.
Service providers (banks, insurers, lawyers, accountants etc)
5.
Third sector – community leaders, community groups, NGOs, INGOs, development agencies, not-for-profit organisations, parents
6.
Public sector – governments, civil servants, public companies
7.
Education sector – heads, teachers, education managers
Outputs:
EE7.1 public awareness
A good level of general awareness of KE in the general public as a result of consistent positive messaging in the media: showcasing, reporting, blogging on the human interest aspects; social media streams; TV, radio and print media reporting on events, issues and stories, crowdsourcing challenges that engage the general public
Audience: 1
EE7.2 targeting stakeholders
Stakeholders from all sectors who have a good understanding of the KE concept and are committed to developing and delivering KE: specifically 80% of HEIs; 30% of colleges and schools; 50% of industry apex bodies; 30% of large and intermediate NGOs and 50% of all relevant public administrative bodies.
At least 200 new KE activities nationally per year and establish at least 400 new relationships pa generated by the targeted campaign
A CRM database of all key stakeholders and their relationship status
Audience: 2, 3, 5, 6, 7 (achieved through partnerships with 4)
EE7.3 toolkits and resources for getting started and showcasing success
Partly a Facilitating KE objective and output but recorded here for the communication of success and the promotion of the resource platform
A platform showcasing success stories and learning that provides resources, toolkits, mentor opportunities and funding sources etc for inspired users
Audience: 2
EE7.4 HEI internal messaging
Effective internal messaging and promotion of KE by HEI KE services that engages and activates internal stakeholders
Audience: 2 (KE professionals)
EE7.5 apex body and service provider relationships
Good working relationships between HEC and all relevant apex bodies internationally, nationally and provincially, service providers and with key individual stakeholders
Audience: apex bodies of 3, 4, 5, 6, 7
Actions:
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EE7.1 public awareness
1.
HEC KE team develops a PR and marketing campaign (outsourced)
2.
EE7.2 targeting stakeholders
1.
HEC KE team develops a campaign and specific marketing tools for engaging stakeholders (outsourced): campaign will be two layer – firstly direct messaging to easy-to-access stakeholders such as HEIs and large companies; secondly accessing hard-to-reach audiences such as SMEs through credible, respected intermediaries such as trade associations, apex bodies, sector networks and service providers such as banks.
2.
Engage service providers, trade organisations and apex bodies (see EE7.5)
Suggested tools: crowdsourcing tools asking for industry / sector challenges for research and development; case study video channels; networking events; seminars; closed invite events; open door events; …
3.
HEC KE team develops a CRM system for managing and developing relationships with all stakeholders
EE7.3 toolkits and resources for getting started and showcasing success
1.
Negotiate with NCEE regarding their Flying Start and Make It Happen platforms for entrepreneurs to gain access to existing resources
2.
Map the requirements of KE professionals, academics, students and other target HEI audiences
3.
Research other existing online resource sites for KE development and delivery e.g.
GEW and point to these from platform
4.
Create digitally versions of the toolkits and resources named as outputs in KE:A-F
FAC objectives and enable these for online use and download
5.
HEC KE team and new ‘enterprise coordinators’ (see KE-E) develop online mentor body and process to be hosted on platform
6.
Launch platform with targeted marketing campaign
EE7.4 HEI internal messaging
1.
Build capacity of batches of KE professionals and their HEI Marketing counterparts in marketing and communications skills to internal audiences
2.
HEC commissions development of internal messaging toolkit for use by KE services and marketing teams
3.
Launch, promote and disseminate toolkits and training packs
4.
Hold national / provincial seminars to share best practice on promotion (HEI KE service teams) and review toolkits etc
EE7.5 apex body and service provider relationships
1.
HEC KE team opens negotiations with service providers, apex bodies e.g. Chambers of Commerce, sector networks etc to engage them in discussions about KE and their potential roles
2.
Gain agreements to:
Co-promote KE to their circles of influence
Provide favourable conditions and terms to start-ups etc generated through
KE (service providers, professional networks)
Work together on KE development
EE8 Encouraging broker agencies
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Outputs:
Private sector KE brokerage and support agencies operating in key locations and / or nationally matching university and industry / third sector partners and brokering links between the parties. Where possible, agencies will aid in the drawing down of external / commercial / donor funding to support KE activities.
Actions:
1.
HEC KE teams and stakeholder allies to approach potential corporate bodies that may be interested in establishing agencies / advertising for expressions of interest
2.
HEC / allies generate interest in the concept, assist with business planning and guarantee to assist in promotion of the agency to HEI and industry markets. This is the only support required.
EE9 Influencing the wider political, legal, tax and regulatory environment
Outputs:
A powerful political and sector think tank /lobby group capable of initiating and driving change in the KE environment for the development of the knowledge economy through knowledge exchange
Actions:
1.
The consolidation of opinions on KE issues (barriers, opportunities) and strong leadership of KE in HEIs (LEAD1), nationally (LEAD2) and through the creation of sector and geographic strategic groups (LEAD3) with deep expertise and a solid shared practice base (PROF1.2) leads to the development of a lobbying function for
(KE) environmental change.
2.
This may be through formation of a pressure group or through appropriate use of social and traditional media to create pressure waves or through class-action type activities. The method and format of pushing for change will be organic and emerge from the group and its membership
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3.2 KE Professionals and Champions
PROF1 KE professionals in HEIs
Outputs:
PROF1.1 KE professionals in 90% of Pakistani HEIs
PROF1.2 A KE professionals CPD and best practice sharing network that also has a lobbying function with policy makers and sector influencers
Actions:
PROF1.1 HEI KE professionals
1.
HEC KE team works with stakeholders and existing KE staff (ORIC) to develop a comprehensive professional development programme to encompass all existing KE staff and new recruits. The training plan covers all skills and needs opportunities outlined in the ORIC needs analysis and uses a wide range of learning and development formats including mentoring, coaching, industry placements, virtual support and training days (see appendix for sample plan)
2.
HEC works with HEIs, develops Job Description templates and Person Profiles and releases HEIF to support the recruitment of at least one KE professional per HEI (see appendix for sample documents)
3.
HEC works with HEIs to ensure suitable infrastructure, support, resource and integration of KE professionals
4.
HEC KE team manages the roll out of the professional development programme across Pakistan HEIs with the support of provincial ministries, apex bodies and stakeholders
5.
HEC KE team supports the initial year in post for all new KE professional staff with frequent M&E, the professional development programme mentioned described above and KE professional conferences and seminars (such as AsiaEngage conference,
AURIL conference)
PROF1.2 network
1.
HEC KE team build the creation of the KE professionals CPD network into the objectives and deliverables of the professional development programme. As KE professionals come together they are encouraged to network and maintain links.
2.
HEC KE team provides resources for the development of a virtual platform (web / portal) to host the network interactions and resources
3.
HEC hosts a conference to set the framework, values, aims and functions of the network by KE professionals. Out of this comes the template and a group of KE professionals who will chair, administer and drive the network development during its first year. We envisage the network being membership based with HEI and corporate members paying a cost-based fee.
4.
The new network draws on support of AURIL and other KE professionals networks globally for access to resources, CPD programmes and events and to be linked in to a wider network of international KE professionals. The network has annual conferences to share best practice – international representatives are invited to participate in these (see Action 10 PROF2)
5.
As the network grows it develops policies of its own on key KE issues and mechanisms to influence and affect policy, practice and the environment for KE in
Pakistan.
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PROF2: KE professionals centrally
Outputs:
A core set of KE professionals and champions for KE within HEC, strategic groups, industry, government and third sector organisations.
Actions:
1.
HEC KE Project Manager creates a cross-divisional team to champion and develop KE both within their relevant divisions and on behalf of HEC as an organisation in the interim period until a full time HEC KE team is created.
2.
HEC KE Project Manager develops job descriptions and person specifications for at least two full time team members to assist in the development and delivery of this
KESP. The roles will be initially for: a.
a marketing & communications specialist with experience of managing professional development programmes; b.
an administrator with financial management experience and contracting skills; c.
a bank of senior consultants contracted to advocate, liaise with, negotiate, promote and develop relationships with HEI senior teams and senior personnel from key stakeholders (consultants should be equally versant with business, HE, third and public sector issues as well as government and ministries) d.
on-call experts with specialisation in different areas of KE
3.
HEC recruits KE core personnel as above and inducts and trains all new staff to a high level of expertise. All HEC KE staff engage in regular CPD to keep abreast of developments in all aspects of the KE field
4.
All new recruits to HEC in all divisions given ‘Intro to KE’ and ‘KE facilitation’ training as part of their basic induction programme
5.
HEC KE team negotiates a training programme with the National School of Public
Policy to provide introduction to KE and KE facilitation training to civil servants and other public sector employees through the National Management Collage and Civil
Service Academy as part of their existing professional development programmes.
6.
HEC KE team negotiates a training programme with all Provincial governments to provide ‘introduction to KE’ and ‘KE facilitation’ training to civil servants and other key representatives in the relevant ministries of education, industry and commerce, science and technology etc either as part of existing induction and CPD or as a bespoke programme.
7.
HEC KE team negotiates a training programme with Chambers of Commerce to provide ‘introduction to KE’ and ‘KE facilitation’ training to representatives within all
Chambers either as part of existing CPD or as a bespoke programme
8.
HEC KE team negotiates a training programme with: TDAP, SMEDA, Pakistan
Standard Quality Control Authority, Pakistan Industrial Technical Assistance Centre,
Cutlery Institute of Pakistan, Pakistan Horticulture Development Export Board, Dairy
Development Company, Pakistan Stone Development Company, Pakistan Gems &
Jewellery Development Company, Furniture Pakistan, National Energy and Power
Regulatory Authority, Water & Power Development Authority, Gem & Gemmological
Institute of Pakistan and the Trade Associations for Surgical Instruments, Sports,
Marble Textiles and Leather, to provide ‘introduction to KE’ and ‘KE facilitation’ training to key representatives.
9.
HEC KE team negotiates a training programme with NGO Resource Centre (Agha
Khan Foundation), larger NGOs and UN agencies working in the communities and
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10.
HEC KE team coordinate an annual KE conference for KE professionals and champions development sector to provide ‘introduction to KE’ and ‘KE facilitation’ training to key representatives.
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3.3 KE leaders
LEAD1 KE Leadership within HEIs
Outputs:
Dynamic, entrepreneurial, responsive leaders and leadership in Pakistan’s HEIs driving and developing KE within their own institutions and forging KE partnerships with stakeholders and collaborators
Actions:
1.
HEC KE and Governance and Coordination teams to audit the current capabilities of
HEI leadership against KE areas of activity and strategic goals outline din this plan
2.
HEC KE and Governance and Coordination teams to prioritise HEI leadership development for KE according to the audit results with those most able leaders and those with most potential being the first to receive professional development and support, thus creating role models and Beacon Universities for KE development.
3.
HEC KE team to develop a professional development programme for entrepreneurial, strategic leaders: in Year 1 this will include placement of several HEI leaders on the
International Entrepreneurial Leadership Programme with NCEE, UK. In years 2 and
3 this will include bringing the IEULP to Pakistan and localising for national delivery.
Continuation of the successful Masterclasses on strategic and entrepreneurial leadership. Development and integration of international leadership mentor programmes with other VCs from around the world. Other options and existing programmes of international quality should also be assessed and included.
4.
Leaders to receive on-going professional development in batches: initial development offers will be generic at introductory level; further development will allow differentiation creating more tailored opportunities that reflect leaders strengths and areas of interest. It will also depend on the degree of implementation of new strategies and approaches and the subsequent growth of KE in the various HEIs.
5.
HEC KE team to monitor and evaluate the professional development programme, the changes being driven as a result and the impacts of these
LEAD2 KE Leadership nationally
Outputs:
Dynamic, entrepreneurial and visionary national leadership of KE by HEC
Actions:
See PROF2 Actions 1-4
1.
Given the appointment of a KE Project Manager and development of the HEC KE team, HEC should build a high public profile being at the forefront of publicity and promotion of KE in all EE7 objectives (above) and be proactively developing its position as a central pillar of KE expertise and leadership
2.
Further actions will arise as a result of the leaders developing and adapting the strategic goals outlined in this document.
LEAD3 sector and geographic strategic leadership
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Outputs:
LEAD3. 1 Two sector strategy groups established, operating and continuing to develop their roles
For full development of this output please see the ‘collaborative bodies’ document in the appendix
LEAD3. 2 Three geographically based strategic clusters established, operating and developing their linkages, KE activities and role
Actions:
LEAD3.1 Sector Strategy Groups
1.
HEC KE team to continue negotiations and facilitation of the relationship building, establishment of group vision and goals with the nascent biotech cluster in Lahore and the ICT R&D Fund in Islamabad
2.
Development of guidance and strategy documents for each group with agreements developed between members and legal entities established (where necessary)
3.
Establishment of funding streams to support the core activities and structures of the groups with associated buy-in from stakeholders including government, development agents and sponsors in terms of resources and political goodwill
LEAD3.2 Geographic Strategic Clusters
1.
HEC KE team to begin negotiations and facilitation of the relationship building, establishment of group vision and goals with the potential industry and university partners in each of the selected locations. This will be a process of trial and error with multiple potential partner groups until sustainable clusters are established
2.
Development of guidance and strategy documents and an action plan for each group with agreements developed between members and legal entities established (where necessary)
3.
Establishment of funding streams to support the core activities and structures of the groups with associated buy-in from stakeholders including government, development agents and sponsors in terms of resources and political goodwill
4.
Audit of the industry side challenges, opportunities and needs and HEI side opportunities and needs regarding technology and research
5.
Audit of the industry side challenges and needs and HEI side opportunities regarding skills and expertise (technological, management, process)
6.
Evaluation of the local, national and international markets of the cluster themes e.g. metals, textiles, surgical implements.
7.
Creation of intelligence and information management storage and dissemination systems for information collected in 4,5,6
8.
Exploration at practitioner (researcher – consultant – management) level to understand specific small scale opportunities for collaboration and exchange between group members
9.
Commencement of several small scale KE activities facilitated by the HEI partners KE services with the support of HEC KE team and / or partner KE services from suitable
UK HEI where needed. Recording and monitoring of the KE activities and sharing of these with the group
10.
Promotion of the groups’ activities to relevant audiences
11.
Growth of group activities in all core areas
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3.4 KE Areas
Facilitating KE
FAC1 HEI KE Services
Outputs:
90% of HEIs have an effective, operational KE service promoting, facilitating, measuring and developing KE activities across the organisation and with a range of partners
Actions:
1.
Promotion of KE to and engagement of HEI leaders with the concept to gain authorisation and commitment to establishing KE services across their HEIs (EE7.2)
(LEAD1)
2.
Provision of HEIF – Year 1 to buy in staff, Year 2 to support infrastructure programme (EE4.1)
3.
Extensive training programme of KE professionals (PROF1.1) and development of
CPD network (PROF1.2)
4.
Support by HEC KE team and national push for establishment of FAC1goal (LEAD2)
5.
HEC KE team creates template / models for KE services to be based on as part of supporting the establishment package and toolkits for KE services best practice delivered through the KE professionals training programmes and CPD network. These are also accessible on the KE resources platform (EE7.3)
6.
KE services create web based and physical gateways to their HEI for external potential partners
7.
Consider the operating models for KE Services in terms of their legal and financial independence from the HEI allowing them to find the most effective trading model.
8.
KE services operational in all areas listed above
9.
On-going support, M&E and development drive by HEC KE team with inclusion in a
QA metric to ensure high standards
FAC2 HEI Cluster KE Services
Outputs:
KE services from individual HEIs established working agreements to co-promote, facilitate, measure and develop KE activities for their HEI clusters either on agreed themes, e.g. leather technology; public engagement on science, or as whole organisation MOUs encompassing all KE forms. For larger, more active clusters this may involve recruitment of
KE professionals for the core cluster as a cost shared by all and / or a central cluster KE service centre on or off site.
Actions:
1.
KE services established in HEIs (FAC1)
2.
HEIs become part of a geographic cluster based around a specific industry (LEAD3.2)
OR sign agreements with a single large corporation based on multi-level businessuniversity exchange and development OR agree to work together to promote KE activities generically OR work together to promote and develop a single type of KE
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such as public engagement around science. This action will involve entrepreneurial leadership, pro-active KE professionals and alignment of individual HEI KE strategic plans plus shared financial, legal and administrative burdens and reporting.
FAC3 Influencing policy
Outputs:
A force for change in the KE environment removing barriers and creating enablers through lobbying, influence, think tanks and policy development.
Actions:
See EE9
FAC4 Service Provider role
Outputs:
FAC4.1: Access routes to connect with SMEs and other businesses created through service providers
FAC4.2: Service providers have tailored offers and products that meet the needs of startups, spin-outs, incubatees, SMEs and other entities engaging in KE
Actions:
1.
HEC KE team negotiate with select group of service providers (use existing good relationships and stakeholder connections) to co-create more enabling solutions for start-ups (student, graduate, academic), spin-outs, incubator companies, social enterprises and projects and other KE activities e.g. student placements needing insurance, community engagement programmes needing bridging loans etc
2.
HEC KE team negotiate with the same select group of service providers (use existing good relationships and stakeholder connections) to develop communication and outreach pathways for university and university cluster KE services to promote their offers to SMEs
3.
Short-term pilot agreements made for both 1 and 2 and a piloting period begins
4.
M&E and final review by HEC KE team, HEI KE services, SMEs and KE actors determines scope and scale of larger, more permanent service solutions suite and access routes.
FAC5 One-Stop Shops
Outputs:
Establishment and operation of HEI / HEI cluster one-stop shops on major trading estates and other suitable sites accessible to multiple SMEs and / or non-profit organisations
One-stop shops acting as gatekeepers to the entire range of university KE offers (actual and potential), manned by KE professionals who are able to engage with local businesses to identify problems or opportunities then determine and connect the business with a suitable expert and / or service within their HEI(s). The KE professional would then facilitate the development of a knowledge exchange contract and the KE activities etc providing support
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and acting as an intermediary to both parties plus reporting on, measuring and promoting the outputs.
KE professionals would be both responsive to enquiries and also pro-actively target KE with high growth SMEs likely to produce a high ROI.
Innovation Voucher scheme: a trial scheme to provide SMEs with ‘Vouchers’ for a fixed amount of funds that they can redeem against any participating university for any appropriate solution to their need e.g. business service, technology development, value addition, student placement etc
Actions:
1.
HEC KE team negotiates with TDAP and other apex bodies for an in-principle agreement to trial the one-stop shop concept and have concessions on land rental, services etc
2.
HEC KE team, stakeholders, sector strategy groups and geographical strategy groups identify suitable sites
3.
Interested HEI senior managers and KE professionals (create clusters) begin talks with Trading Estate Managers and SME representatives to develop the idea and form agreements
4.
HEIs pool HEIF monies and leverage in corporate and other development funds to build the infrastructure, resources, facilities and marketing materials
5.
One-stop shop staffed and resourced by a mix of pooled HEI KE professionals and contract staff where needed
6.
One-stop shop managed by KE services consortia plus has steer from Trading Estate,
TDAP and other stakeholders
7.
Evaluation by HEC KE team, stakeholders, sponsors and HEI senior managers after 1 year
FAC6 MI access
Output:
Established access to market and sector information and intelligence pathways as HEIs and
HEI clusters of KE services become the trusted partners of apex bodies and other strategic and intelligence units
Actions:
1.
Formation of HEC KE team and leaders
2.
Formation of HEI KE services and KE professionals networks (as above)
3.
Formation of sector strategic bodies (as above)
4.
Establish linkages between 1, 2 and 3 through either regular MI updates, reporting, standing meetings or virtual shared access to information
KE Area balance
Outputs:
The majority of KE activity and impact in Pakistani HEIs within the scope of this KESP will be around the development of skill and expertise, enterprising students and staff and
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commercialisation through consultancy and also contract and collaborative research. These will be the major areas of impact as shown in HE-BCI returns
Actions:
1.
Funding streams, KE professional and stakeholder professional development programmes, leadership and barrier removal will target activities in the above areas
KE Areas by category
KE-A: Commercialisation
Outputs:
KE-A1 consultancy: Strong consultancy operations in over half of Pakistan’s HEIs generating significant income
KE-A2 contract and collaborative research: significant growth in contract and collaborative research generating income and reputation for HEI KE services
KE-A3 PHD: entrepreneurial PHD students commercializing their research outputs and leveraging their international connections to gain reputation and access to wider markets
Actions:
KE-A1 consultancy:
1.
KE services in HEIs develop an understanding of target audiences and their possible needs areas (market research)
2.
Audit of HEI to identify academics who are or have potential to be market-ready consultants and to identify excellent supply options to the demand (skills, knowledge) areas of target audiences
3.
Training for ORIC staff in consultancy approaches, principles and practice: backoffice and support skills and knowledge; outreach and marketing tactics to attract and secure deals; sector exposure and familiarization with core audiences
4.
Train the trainer training for ORIC staff in how to develop consultancy skills and approaches amongst target academic staff
5.
HEI clusters build better relationships with Chambers of Commerce, SMEDA, TiE and other apex bodies for business, public sector and NGOs and run training/ awareness sessions where needed
6.
Identify fund streams for community / not for profit / government based consultancy
7.
Creation of national ‘Innovation Vouchers’ scheme from HEC KE seed fund streams
(see EE4).
8.
National promotional initiative by HEC and business / NGO apex stakeholders and champions to market consultancy concept and benefits
9.
Marketing and relationship building leading to deals by individual or clusters of HEIs
(+ universities set up one stop shops on industrial estates see FAC5)
10.
Roll out of above activities including training schemes to all HEI KE staff
11.
M&E and review
KE-A2 contract and collaborative research
1.
KE services in HEIs develop an understanding of target audiences and their possible needs areas (market research)
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2.
Audit of HEI to identify research teams who would be willing to contract / collaborate in research with external partners and to identify excellent research areas that meet the demand (skills, knowledge) areas of target audiences
3.
Build better relationships with IPO university coordinators and run training where needed
4.
Work with senior managers to create an Intellectual Asset Management policy for their HEI that can be clearly messaged to potential partners / clients.
5.
Training for ORIC staff in contract research approaches, principles and practice: back-office and support skills and knowledge; outreach and marketing tactics to attract and secure deals; sector exposure and familiarization with core audiences
6.
Train the trainer training for ORIC staff in how to develop research collaboration and commercial research skills and approaches amongst target research staff
7.
Identify fund streams for community / not for profit / government based consultancy
8.
Creation of national ‘Innovation Vouchers’ scheme from HEC KE seed fund streams
(see EE4).
9.
(Inter)national promotional initiative by HEC and business / NGO apex stakeholders and champions to market contract and collaborative concept and benefits
10.
Marketing and relationship building leading to deals by individual or clusters of HEIs
(+ universities set up one stop shops on industrial estates see FAC5)
11.
Roll out of above activities including training schemes to all HEI KE staff
12.
M&E and review
KE-A3 PHDs
1.
Review the current TOR for the HEC funded PHD placements. If necessary amend to allow and encourage PHDs to spend time and develop applications of their research product or service that have either commercial viability or are useful to society.
2.
HEC to create a national ‘enterprise’ module for all PHD students to be taken in the first semester of their studies. Initially deliver centrally to cohorts of new PHDs from all HEIs then review and consider delivery by trainers within individual HEIs. The module will aim to create entrepreneurial mindsets and provide key skills, contacts, knowledge and exposure to enterprise practice (start up, spin out, project, IP, marketing and market research, relationship building etc)
3.
Review existing R&D U-ITSP grants and build in flexibility for the PHD to remain with their research team for the transitional development period (up to one year) where this is a critical factor in transforming new knowledge or maintain external partner linkages.
4.
Provide recognition through awards and publicity for PHDs commercialising on their new knowledge base. HEC and corporate sponsors to create an award scheme and to ensure Pakistani PHDs have awareness of and are encouraged to take part in collaborations for international competitions / bids for technology development funding such as the TSB competitions
KE-B Skills and Human Capital Development
Outputs:
KE-B1 strong CPD and short course activity in over 90% of HEIs by end 2015
KE-B2 relevant curricula that integrate and aligns closely with business and society needs, that have been co-developed with external partners and have input from them during delivery, that are QA’d and that are constantly being reviewed and developed.
KE-B3: Associate Degree courses running in at least 50 centres nationally with at least 200 courses on offer covering service sector and national priority socio-economic areas
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KE-B4 Student placements available and running in businesses, civil society organisations and public and government bodies
KE-B5: Virtual and real-time student and staff internships in businesses, civil society organisations and public and government bodies
Actions
KE-B1 CPD for in-service staff
1.
KE services in HEIs develop an understanding of target audiences and their possible needs areas (market research)
2.
Audit of HEI to identify academics who would be willing to develop CPD and short courses with / for external partners and to identify excellent teaching and learning practice that meet the demand (skills, knowledge) areas of target audiences
3.
Work with senior managers to create an external partner / KE policy for their HEI that can be clearly messaged to potential partners / clients on who they are and how they work.
4.
Training for ORIC staff in CPD opportunities and approaches, particularly around virtually delivery and non-training based formats: back-office and support skills and knowledge; outreach and marketing tactics to attract and secure deals; sector exposure and familiarization with core audiences
5.
HEI clusters build better relationships with Chambers of Commerce, SMEDA, TiE and other apex bodies for business, public sector and NGOs and run training/ awareness sessions where needed
6.
Train the trainer training for ORIC staff in how to develop CPD and short courses for clients including the process of liaising, needs assessments, M&E and after sales amongst target research staff
7.
Identify fund streams for community / not for profit / government based consultancy
8.
Creation of national ‘Innovation Vouchers’ scheme from HEC KE seed fund streams
(see EE4).
9.
(Inter)national promotional initiative by HEC and business / NGO apex stakeholders and champions to market CPD and in-service staff development concept and benefits
10.
Marketing and relationship building leading to deals by individual or clusters of HEIs
(+ universities set up one stop shops on industrial estates see FAC5)
11.
Roll out of above activities including training schemes to all HEI KE staff
12.
M&E and review
KE-B2 strengthening teaching & learning
Actions:
1.
KE services in HEIs develop an understanding of target external partners, their possible offers and expectations (market research) – nationally maintain a focus on agriculture, service sector, biotechs, ICT and export based businesses.
2.
Audit of HEI to identify academics and Heads of School who would be willing to work with external partners to modernise and develop currciula and to identify excellent course areas that meet the demand (skills, knowledge) areas of target audiences.
3.
HEI clusters build better relationships with Chambers of Commerce, SMEDA, TiE and other apex bodies for business, public sector and NGOs and run training/ awareness sessions where needed
4.
HEC and HEIs build betters relationships with USAID Trade Programme, YESNetwork and private sector training firms to incorporate export training and other key skills
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and knowledge based area training into management, enterprise and business courses.
5.
Training for ORIC staff in back-office and support skills and knowledge; outreach and marketing tactics to attract and secure deals; sector exposure and familiarization with core audiences
6.
Train-the-trainer training for ORIC staff in how to work with external partners on teaching and learning activities for target academic staff and managers
7.
In Year 1 send a batch of academics to Europe for the Enterprise Educators intensive programme. In Year 2 and 3 bring the IEEP Enterprise Educator course to Pakistan with NCEE and in Years 4 and 5 localise this for delivery by national trainers.
8.
Send Pakistan educators to the IEE Conference annually to ensure fit with international best practice.
9.
Identify funding streams for community / not for profit / government based consultancy
10.
Creation of national ‘Innovation Vouchers’ scheme from HEC KE seed fund streams
(see EE4).
11.
(Inter)national promotional initiative by HEC and business / NGO apex stakeholders and champions to market employability, enterprise and skills development potential for prospective external partners
12.
Localised campaigns by clusters of HEIs to local business community on student skills, awareness of partnership potential, raising standards of employable graduates, retaining graduates considering further study abroad through sponsored / tailored / joint post graduate offers etc
13.
KE teams to establish strong links with careers development services on campus, businesses, Chambers of Commerce etc and create feedback loops between these bodies to ensure strengthening collaboration, shared aims and achievable outputs in terms of employable/ employment opportunities and processes for graduates, early stage careers advice, graduate entrepreneur schemes etc
14.
Roll out of above activities including training schemes to all HEI KE staff
15.
M&E and review
KE-B3: Associate Degree
1.
Roll out and expansion of the Associate Degree programme by HEC to all areas of
Pakistan to build a vital and dynamic strongly business focused mechanism for creating skilled, knowledge workers with pre-service industry experience
KE-B4 Student placements
1.
HEC KE team raise awareness nationally to create goodwill in external organisations that wil lay the ground work for approaches from individual HEI teams
2.
Train ORIC staff and KE services in the development of student and staff placements
3.
Train the trainer course for ORICs / KE staff in the above to enable academics to spot opportunities and confidently enmesh work placements into their own professional practice and into student curricula.
4.
Focus on creation of virtual placements with national and international organisations to create the student experience with reduced costs and security risks.
5.
KE professionals and leaders negotiate with suitable organisations to establish placement opportunities and frameworks
6.
Review and adapt schemes as necessary
7.
Feed best practice up to HEC, showcase successes on HEI and HEC websites
KE-B5: Virtual and real-time student and staff internships
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1.
HEC KE team raise awareness nationally to create goodwill in external organisations that will lay the ground work for approaches from individual HEI teams
2.
Train ORIC staff and KE services in the development of student and staff internships
3.
Train the trainer course for ORICs / KE staff in the above to enable academics to spot opportunities and confidently enmesh work internships into their own professional practice and into student curricula.
4.
Focus on creation of virtual internships with national and international organisations to create the student experience with reduced costs and security risks.
5.
KE professionals and leaders negotiate with suitable organisations to establish internship opportunities and frameworks
6.
Review and adapt schemes as necessary
7.
Feed best practice up to HEC, showcase successes on HEI and HEC websites
8.
Creation of a national scheme for internship and student placement opportunities: creation of a national database of HEI contacts, students, opportunities, partners and funders that is built and promoted extensively by HEC KE team. Pilot in Year 1 and roll out in Years 2 and 3.
KE-C Knowledge Diffusion
Outputs:
KE-C1: Regular local and national networking events using the CONNECT brand and format
KE-C2: HEI KE professionals and interested leaders and academics attending industry /third sector led networking events on a regular basis
KE-C3: One international KE networking event per annum led and delivered by combined
KE professionals (through the KE professionals network – see PROF outputs)
KE-C4: Three KE international networking events/ year attended by Pakistani KE professionals (representing the KE Professionals network)
KE-C5: KE professionals to have established and be active participants in their own and other international KE networks (see PROF outputs and actions)
Actions:
KE-C1: CONNECT
1.
BC MarComms team to build relationships with KE professionals in at least 5 HEIs /
HEI clusters to build capacity and pass on brand information that will enable delivery of CONNECTs for different locations in Pakistan. The Council will own the brand and have vito on brand development and provide steer and guidance on delivery. Hosts will be encouraged and supported to source business and donor sponsors
2.
BC MarComms and HEC KE Professional services team to host one national CONNECT event each year leveraging support from all stakeholders and leaders to build bigger and better events each time. The events will include participation and input from UK apex bodies, sector representatives and the High Commission. The CONNECT event will be the forum for presentation of the Entrepreneur (University, Student,
Academic) awards (see EE2,3,4)
3.
Networking skills training for all KE professionals managed and run on a continuing basis across Pakistan by the HEC KE team
KE-C2: participating in other networks
1.
HEC KE team to facilitate introduction of HEI KE professionals to national / provincial networks and events hosted by business, public and third sector stakeholders such as TiE, Chambers of Commerce etc. Participation in the TiECON events and GEW events plus others as relationships evolved
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2.
British Council IHE team to facilitate introduction of KE professionals to UKTI delegate networking events in Pakistan and UK based KE networks such as AURIL,
GINN, IKT, TSB held KTNs and others
3.
HEC KE team to facilitate introduction of KE professionals to KE and sector networks in other countries where HEC has strong ties e.g. USA, Germany etc
KE-C3: international network event
1.
In Years 1 and 2 CONNECT will be the international networking event. In subsequent years HECs KE team will evolve and support the KE professionals network to establish their own major network event bringing in representation form many countries for the sharing of best practice and establishment of new partnerships
KE-C4: attending international networking events
1.
In Year 1 KE professionals and leaders (HEC, HEI) to attend AURIL conference UK,
AsiaEngage Malaysia and at least one other conference from National Centre for
Public Engagement (NCPE, UK), PraxisUnico (UK), Association of University
Technology Managers (AUTM, USA), SNITTS (Sweden), Association of European
Science and Technology Transfer Professionals (ASTP) etc. Returning delegates should then commit to disseminating learning through online sharing of documents, feedback etc and local and video-conferenced seminars. Sharing should include KE professionals and leaders plus key stakeholders form other sectors
2.
In Years 2 to 5 as the sector strengthens and diversification starts KE professionals should be selecting wider and more specialised conferences to attend and also present at as well as continuing to grow the relationships with the existing networks.
KE-D Community & Public Engagement, developing government
Outputs:
KE-D1: HEIs have multiple activities and relationships with both their local (geographical) communities and communities of interest
KE-D1.1: 70% of HEIs have in-curricula accredited placements and programmes for students to work collaboratively with their communities in two-way exchanges. This is built into strategic plans and implemented by all faculties
KE-D1.2: most HEIs have cross-faculty teams working collaboratively with their communities sharing knowledge, expertise and ideas to improve research, teaching and social capital and aspirations.
KE-D1.3: most universities have established student and staff volunteering schemes. This may result in a nationally recognised, frameworked volunteer scheme that is acknowledged by employers as a useful core skills development vehicle.
KE-D1.4: most HEIs have community-university steering groups / committees established that work together to establish joint programmes, define problems or opportunities to work towards and provide a framework for relationship building and good practice
KE-D1.5: HEIs and HEC form local and a national network for sharing best practice on community and public engagement
KE-D1.6: HEC, HEIs and key stakeholders have established a National Centre for
Community and Public Engagement that holds and develops resources for HEIs to better engage; that initiates and coordinates collaborative activities on national themes, such as positive life-pathways for young men; advises on metrics development and collects and manages research and data from community engagement metrics to develop national policy and create funding streams
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KE-D1.7: most HEIs have either whole-institution public events and / or open events and engagement activities led by specific teams on specific themes
KE-D2:
HEIs have good working relationships with national or provincial government departments and their agencies and are actively engaged in capacity building, standards development and leadership development.
Actions:
KE-D1.1: in-curricula exchange for students
1.
Complete the actions referenced in KE-B2 above with community and third sector / civil society partners i.e. co-creation of curricula, community leaders guest lecturing etc
2.
In-curricula community engagement placements are built into HEI strategic planning and authorized and coordinated through senior management. HEIs assess their levels of public and community engagement using the NCPE (UK) Edge tool and
Manifesto for direction and guidance
3.
Senior leaders are supported with training and guidance from NCPE in Year 1 and 2 and the localised training derived from the NCPE model in further years.
4.
Through relationships developed in KE-D1.4, create opportunities for students to have well-managed, useful (to the community) placements in relevant social and community organisations including schools, colleges, youth clubs, community groups, community service centres, NGOs and local governance organisations.
5.
Academics work with their QEC to quality assure and accredit the placement outputs: this is driven at national level by a policy statement from QAA providing guidance and / or framework for accreditation
6.
Academics work with KE services, administrators and careers guidance offices to create safe, sustainable packages for students
7.
HEI KE teams and academics feedback learning to the NCCPE (KE-D1.6) and draw on them for any resources or support needed
KE-D1.2: cross-university community engagement projects
1.
HEC KE team raise awareness of and engage KE professionals, champions and leaders in HEIs in the opportunities for community engagement.
2.
University KE services, academics and senior leaders establish university-community steering committees (D1.4) which identify deeper issues or aspirations from both parties.
3.
Audit of HEI to identify academics who would be willing to engage with communities on whatever basis (research, skills etc) and to identify areas of activity that meet the demand (skills, knowledge) areas of the communities
4.
Training for ORIC staff in community and public engagement and relevant backoffice and support skills and knowledge
5.
Train-the-trainer training for ORIC staff in community and public engagement (so they may train academics)
6.
Identify fund streams for community engagement
7.
U-C Committee selects a project to start working on
8.
ORIC staff and steering committee raise awareness of the community engagement project and approach / ask for academics to get involved
9.
Work with the NCCPE (PK) to feedback learning and also get support on M&E, processes of project delivery etc (KE-D1.6)
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10.
Roll out of above activities across more HEIs including training schemes to all HEI KE staff
11.
M&E and review
KE-D1.3 Student and staff volunteering
1.
HEC KE team lead awareness raising and engagement campaign on student and staff volunteering nationally
2.
Training programme for ORIC and KE professionals on supporting, establishing and managing student volunteering and academic staff volunteering
3.
Where student groups / unions (nonpolitical) exist, KE professionals / ORICs work with them to establish needs, motivations and terms of reference for student volunteering. Where they don’t already exist KE professionals / ORICs ask for student reps to come forward and form a student volunteering association (SVA).
4.
KE professionals and leaders work with SVA and community to develop an extracurricula programme for volunteering with appropriate safeguards and M&E
5.
Pilot and run volunteering programme ensuring a feedback loop with community –
SVA – KE services and U-C committee is running to make adjustments as needed
6.
Feed back into NCCPE
7.
Options for possible development of a national volunteer scheme explored with HEC
KE team
KE-D1.4 University-Committee Steering Groups
1.
HEC raise awareness and encourage (through HEIF etc) development of University-
Community Committees in all HEIs
2.
Each HEI establishes a U-C committee in a format ad with the people most appropriate for that environment
3.
NCCPE provides a forum for sharing learning across U-C committees and a voice for requests for support, policy input etc (KE-D1.5)
KE-D1.5 Network
1.
NCCPE and HEC KE team work to develop a national network of HEI representatives leading on community and public engagement for sharing of best practice etc
KE-D1.6 NCCPE
1.
HEC brings together international and national experts on community and public engagement and key stakeholders from HE and third sector to establish the parameters and scope for a National Centre for Community and Public Engagement.
It is suggested that initially this is a small scale outfit with a fairly limited field of activity around coordination of different HEI efforts (overview) and establishing / developing metrics for the understanding of the impacts of C+PE (at a deeper level than can be seen in HEBCI)
2.
The Centre should be resourced initially through a publicly sourced capital development grant and then maintained through a top slice of the HEIF allocation of universities engaged in and contributing to the development of community and public engagement and its understanding. The Centre should also be enabled to sell its market intelligence and research outputs if it wishes to.
KE-D1.7 Public events
1.
HEC KE team organise initial awareness raising and training for ORICs and KE professionals on the benefits of and practicalities of running public events
2.
HEI KE teams work with their U-C Committee to understand what events would be of interest to a public audience
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3.
HEI KE teams audit their university mission, strategic plan, academic and research outputs and people to develop a priority list of public engagement activities for the
HEI. Where possible HEIs should pool resources to run coordinated public events on joint themes e.g. Science Week; Farming Today; Creative & Digital Media exhibitions
4.
HEI KE teams should work with their Marketing teams, alumni offices and careers guidance services in development and delivery of public events to ensure maximum leveraging of assets and a wide impact
5.
Resourcing should be sought from corporate sponsors as part of their CSR actions and underpinned with HEIF
KE-D2: government capacity building
1.
HEI leaders pro-actively seek out and establish relationships with key influencers in government and public agencies in their locale and / or working in their area of specialisation. The VC office acts as an ambassador / advocate for the university building bridges that the KE professionals may then use to develop specific offers
2.
KE services run an audit of their HEIs capacity, potential and willingness to engage in development work with government and public agencies. From this they create an action plan highlighting priority programmes and offers.
3.
The development offer may be in any of the KE areas outlined in this KESP, be crossorganisational or by a single department, be student or staff led: this will be differet for each HEI.
4.
Where possible the KE offer should be delivered on a paid-for basis using HEIF allocation for the development and back-office costs.
KE-E Entrepreneurialism & Enterprise
Outputs:
KE-E1: students, staff and leaders with more entrepreneurial mindsets
KE-E2.1: accredited, mandatory enterprise modules within 70% of all undergraduate courses and 90% of all postgraduate courses
KE-E2.2: active enterprise clubs on 70% of all HEI campuses
KE-E2.3: activities across Pakistani HEIs that contribute to the prominence of Pakistan in
Global Entrepreneurship Week
KE-E3.1: university students and staff creating successful start-ups (for profit / not-forprofit)
KE-E3.2: university staff and students creating and running social enterprise projects
KE-E4: integrated support and recognition of entrepreneurialism by multiple offices in each university including careers, alumni, business & enterprise and KE
KE-E5.1: Highly sought-after Entrepreneurial University, Student and Academic of the Year
Awards
KE-E5.2: regular, popular enterprise competitions for staff and students hosted and sponsored by external agencies such as private business and business networks
KE-E5.3: published Destination of Leavers survey recognising and giving market advantage to entrepreneurially proactive universities
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Actions:
KE-E1: entrepreneurial mindsets
1.
Audit of academic staff interested in being entrepreneurial by ORIC / KE services in each HEI
2.
HEC KE team negotiate with NCEE and other local providers to develop training courses for academic entrepreneurs. In Year 1 send a small cohort to UK for participation in IEEP. In Years 2 and 3 bring IEEP to Pakistan and localise this for delivery by Pakistan trainers. Delivery by Pakistan trainers in Years 4 and 5.
3.
HEC KE team creates other academic entrepreneurial development programmes locally as needed
4.
Roll out academic entrepreneurial development programmes across HEIs over three year period (see KE-B2)
KE-E2.1: enterprise modules
1.
Have a nominated senior manager as the Enterprise Champion within each HEI overseeing E2.1 and 2
2.
Enterprise / Business schools within HEIs work with KE teams to develop short, generic enterprise modules that can be slotted into all undergraduate courses of all subject areas. Work with key stakeholders in enterprise such as TiE and YESNetwork to build on existing modules already in use in some HEIs.
3.
KE teams work with QEC and curriculum development teams in all HEIs to gain accreditation and acceptance of these modules. Delivery people (lecturers, guests) and mechanisms agreed
4.
Enterprise / Business schools within HEIs work with KE teams to develop short, generic enterprise modules that can be slotted into all postgraduate courses of all subject areas
5.
KE teams work with QEC and curriculum development teams in all HEIs to gain accreditation and acceptance of these modules. Delivery people (lecturers, guests) and mechanisms agreed for postgraduate courses
6.
Piloting period
7.
Review and embedding
KE-E2.2: enterprise clubs
1.
Have a nominated senior manager as the Enterprise Champion within each HEI overseeing E2.1 and 2
2.
HEC and other key stakeholders develop national consortium for supporting student enterprise development with resource platform, mentor network and international support (in progress now)
3.
Enterprise consortium brings in SIFE and UnLtd to provide off the shelf student enterprise activities and support
4.
Enterprise consortium brings in NCEE Make It Happen online resource platform and mentor network to seed and support activity
5.
Access to entrepreneurial fund streams and seed fund streams through HEC (See
EE5)
6.
Extension of boot camps and other training programmes from MITEF, Global
Innovation through Science & Technology (an international initiative for Muslim countries) and integration with other university support services such as incubation centres
KE-E2.3: GEW
1.
HEC and other key stakeholders develop national consortium for supporting GEW activities, showcasing and knowledge sharing (in progress now)
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KE-E3.1: student and staff start ups
1.
In universities with entrepreneurial leadership, enterprise champions and active enterprise clubs where enterprise modules are mandatory and with access to mentors and seed funding, KE services should actively promote and engage students and staff to develop start-ups
2.
Training for ORIC and KE staff in business-plan development, mentoring and coaching; accessing venture capital and commercial financing; supporting student enterprise
3.
Provision on HEI websites to show case student and staff start-ups
KE-E3.2: student and staff social enterprise projects
1.
Bring in SIFE and their off the shelf support and processes to start social enterprise projects in willing HEIs
2.
Provision on HEI websites to show case student and staff social enterprise projects
KE-E4: integrated professional services
1.
Senior managers, led by the Enterprise Champion, negotiate agreements between
Careers Guidance offices, employer recruiters, alumni offices, enterprise schools and
KE services to create a coordination body that jointly promotes enterprise, creates enterprise opportunities and resources internally and externally
This set up will be unique to each HEI
KE-E5.1 Awards
1.
See EE3.3
KE-E5.2 Enterprise Competitions
1.
HEC KE team work with TiE, MITEF and other existing competition holders plus international competitions to extend the scope and scale of these across Pakistan
2.
Where necessary create new enterprise competitions: particularly around social enterprise start-ups
KE-E5.3 Destinations Survey
1.
See EE3.4
KE-F Leasing facilities
Outputs:
KE-F: Each HEI has a policy for leasing and renting of university assets that gives clear guidance on all legal, financial, insurance and other aspects so that KE services may effectively and consistently offer and lease assets as an end point KE activity in itself or as a start point to building longer term relationships with external partners.
Actions:
KE-F:
1.
Training for KE service professionals and leaders on leasing opportunities, options, systems and safeguards organised by HEC KE team
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2.
HEI leaders supported (with mentoring and guidance) to create leasing policies and guidance documents for Faculty leaders etc which encourage suitable leasing and provide consistent terms of reference for contracting etc
3.
KE services audit the HEI for possible leasable equipment and facilities and start to market these to potential partners.
4.
KE services develop toolkits including contract templates to make leasing easier and more consistent for individual heads of schools etc whilst safeguarding the university’s assets
5.
KE services use the lease contract and period as a first point to relationship build with the lease for promotion of other KE services and partnerships
Section 4: finances
This section is to be developed by HEC KE team, Finance and Executive Director once the above outputs and actions are fully developed. The budget may drive the pace of change or the objectives may drive the budget demands.
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