1. IP management in knowledge transfer Dr Alun Tlusty-Sheen MInstKT AURIL Council www.auril.org.uk University of Westminster www.westminster.ac.uk

2. Briefing “I believe the work of the Institute for Knowledge Transfer and of AURIL in building capacity for successful knowledge transfer is exemplary in the European region … [would you] share your organizations' experience with and approach towards IP management in knowledge transfer help our constituents advance their understanding of these issues identify what steps they can take to promote knowledge transfer in their countries

3. Roles in IP Management KT Officers Government Money IP Income AURIL KT Training

4. Abbreviations HEFCE –Higher Education Funding Council for England HEIF –Higher Education Innovation Fund HECAF –Higher Education Active Community Fund HEI –Higher Education Institutions PSRO –Public Sector Research Organisation

5. About me … UK KT since 2003 at University of Westminster International KT 1994-2002 London Business School MSc LBS 1992-93, Research Fellow Marketing B2B Software 1984-1992 D Phil “Prehistoric Iraqi Archaeology” Oxford 1979-1982 … “normal” path for UK KT people …

6. What do we do – 1 Manage intellectual property Broker partnerships and strategic alliances Identify, evaluate, exploit knowledge Bid for research / exploitation / development funding Manage contracts for research and consultancy Conduct/commission technology audits

7. What do we do – 2 Create Start-Up / Spin-Out Companies Negotiate contracts, close deals including licenses Support and train Company managers Establish work-based CPD training programmes Hire of equipment and facilities Train fellow professionals Market and promote services

8. Organisation (HEIs and PSROs) define and manage KT differently Part of Academic Administration Part of Corporate Services Report direct to Vice Chancellor 100% Subsidiary Company Public Company with external shareholders … with different missions …

9. Different Missions Raise income Regenerate local economy Accelerate diffusion of new discoveries Improve student employability through more relevant curricula delivered by more real world aware academics –Spider diagrams that follow from Library House Metrics for the Evaluation of Knowledge Transfer Activities at Universities March 2009 - www.libraryhouse.net

10. University of Oxford

11. Spin Outs - Queen’ University Belfast

12. Consultancy- University of Surrey

13. External Investment Raised by Spin Outs UCL London

14. Contract Research and Spinouts Imperial College London

15. Wide range of actions underpinned by common skill bases Problem solving and managing Information & Communications Relationships Decision Making Process Commercial Interface Projects Operations Within a Legal Context

16. Impact Private Sector => competitiveness & growth Public Sector => effective, harmonious policy Culture => enrichment Community => resources and ‘voice training’ … a more ‘intelligent’ society …

17. Government Money (www.hefce.ac.uk) 2000-2004(Bid)£210M –HEROBC, HEIF 1, HEACF 2004-2006(Bid)£200M –HEIF 2, HEACF 2 2006-2008 (Allocation +Bid)£238M –HEIF 3 2008-2011(Allocation –max&min) £400M –HEIF 4 http://www.ikt.org.uk/heif3/Heif3landing.aspx

18. IP Income In 2005-06 and 2006-07 just over 1% of University income £94 million at an IP protection cost of £17 - £20 million 29 HEIs spent more on protection than income – 72 HEIs had more income 13 >£1M (#1 £9M, #2 £3M), 6 >£0.5M and 19 >£0.1M Collaborative Research £651 - £783 million 8% Consultancy £242 - £288 million 3%

19. AURIL is the largest knowledge transfer professional body in the UK and Ireland dedicated to Developing partnerships between higher education, business and the community Supporting innovation and competitiveness Representing industrial liaison, knowledge/ technology transfer, commercialisation, research administration specialists in UK and Rep. of Ireland

20. AURIL Offers Ability to influence national thinking eg funders, Government, industry and other stakeholders Exchange of best practice through the development of policies, processes, guidelines and procedures and their measurement and performance monitoring Networking and collaborative partnerships – Annual Conference, GINNN ‘professional-social network’, SIG/Professional themes

21. An Example: Lambert Agreements 2004-2009 http://www.innovation.gov.uk/lambertagreements/ Idea to provide ‘standard’ contracts for 5 common forms of University-Industry Collaboration –Reduce negotiation time,Support ‘naïve’ negotiators Findings of 2009 not officially available … –Lambert ‘4’ most popular –Industry still sees IP policy, bureaucracy and influence of legal professionals as main barriers to KT –Universities still see Lack of resources as an issue and to a lesser extent those above

22. KT Training-Learning from Experience KT as Project Management with a twist does not work KT is a loose collection of defined competencies eg legal KT is an interfacing role between many stakeholders

23. KT Training - Institute for Knowledge Transfer www.ikt.org.uk Stakeholders through IKT recognise relevant external ie not IKT provided training for definable competences Effectiveness is the ability to call on and manage expertises Fellow practitioners recognise effectiveness and elect Members Mentor network starting October ‘08

24. Next Steps Professional association for University/PSRO KT Units to foster dialogue with –IP users –Government –Own institution Professional association for KT individuals to develop the individual skills and esprit de corps

25. KT is an Emerging Profession Older professions can be more prescriptive about knowledge bases eg law, medicine KT may be more rigidly defined in future Present needs satisfied by diversity of skills and origins Interpersonal skills vital