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HEInnovate A self-assessment tool for higher education institutions (HEIs) wishing to explore their entrepreneurial and innovative potential.

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Presentation on theme: "HEInnovate A self-assessment tool for higher education institutions (HEIs) wishing to explore their entrepreneurial and innovative potential."— Presentation transcript:

1 HEInnovate A self-assessment tool for higher education institutions (HEIs) wishing to explore their entrepreneurial and innovative potential

2 What is HEInnovate? A self-assessment tool for higher education institutions who wish to explore their entrepreneurial / innovative potential The simple purpose of helping higher education institutions identify their current situation and potential areas for action Seven broad areas, under which are the statements for self- assessment

3 What is an entrepreneurial and innovative higher education institution? Higher education institutions are changing New funding models Focus on employability, entrepreneurship and the student as consumer Internationalisation /globalisation New modes of engagement with stakeholders and local/regional environments Pressure of measuring impact Contributions to economic growth Pressure on academic careers Being or becoming an entrepreneurial / innovative higher education institution is a response to these challenges

4 What is an entrepreneurial and innovative higher education institution? The entrepreneurial HEI is (A. Gibb 2013): Designed to empower students and staff to demonstrate enterprise, innovation and creativity in teaching, research and the third mission Its activities are directed to enhance learning, knowledge production and exchange in a highly complex and changing societal environment As an organisation, it is dedicated to create public value via processes of open engagement

5 The origins of HEInnovate – UBForum 2011 Theme: Engines of Innovation - entrepreneurial universities Questions – What does it mean to be an entrepreneurial / innovative higher education institution? – What are the defining characteristics? – Are there already entrepreneurial higher education institutions from which lessons can be learnt? Forum conclusions and recommendations: – To come forward with a ‘guiding framework’ that would be available to HEIs as a tool for learning and inspiration

6 Who is HEInnovate for? Open to all HEIs (Universities, University Colleges, Polytechnics, etc) Free of charge Intentionally open and flexible so you can choose how to organise and use the results You can register on HEInnovate as an individual or as a group It is available at : https://heinnovate.eu

7 What does it do? Allows individuals to assess their HEIs in a systematic way Diagnose areas of strengths and weaknesses across seven areas, 45 different statements Opens up discussion and debate associated with the entrepreneurial / innovative nature of your institution Compares and contrasts evolution over time Access to high quality learning materials

8 How is it used? Register online at https://heinnovate.eu – Individually - any individual can create a personal account and complete the self assessment – As part of a group - the self assessment has a group function where individuals can be invited by an assigned group administrator to complete the tool for the purposes of internal comparison Anyone can set themselves up as a group administrator and invite others to complete the self assessment as part of a group

9 How do I use the statements to assess the HEI? Under each statement, there is a sliding bar which moves from n/a to 5 Click or drag the bar from the left to the right to indicate the score on a scale of 1-5, with 5 being the highest score The bar can be left at n/a (not applicable) if the statement is unanswered When finished, the results of the self assessment are displayed showing the average result for each of the seven areas and your detailed results i.e. the scores given for the individual statements

10 What happens to the results in a group? If you are part of a group, HEInnovate displays results compared to the group average

11 Group results can be used in many ways

12 Leadership and Governance 1.Entrepreneurship is a major part of the university strategy 1.High level commitment to implementing the entrepreneurial strategy 1.A model for coordinating and integrating entrepreneurial activities at all levels across the university 1.Faculty/Units have autonomy to act 1.The university is a driving force for entrepreneurship development in the wider regional, social and community environment

13 Organisational capacity, people and incentives 1. Sustainable financial strategy – long-term diversified/self-funded activities 1. Mechanism for collaboration across boundaries/silos 2. Recruiting and engaging entrepreneurs -attitudes and experiences as criteria 3. Career development policy addressing the entrepreneurial agenda/own key goals 1. Incentive and reward systems to support entrepreneurial behavior

14 Entrepreneurship development in teaching and learning 1. University structures support the development of entrepreneurial mindset and skills 2. A wide range of entrepreneurial teaching methods across all departments 3. Student-centered, problem-based “real life” learning across all departments 4. Validation of entrepreneurship learning outcomes 5. Collaboration and engaging with external stakeholders 6. Research results are integrated

15 Pathways for entrepreneurs 1. Awareness-raising across all faculties and staff 2. Encourage mechanisms tailored to the individual 3. Opportunities for staff and students to experience entrepreneurship 1. Support to move from entrepreneurial ideas to action + mentoring 1. Facilitate access to business incubation facilities + private financing

16 HEI – Business / external relationships 1. Commitment to collaborate with industry, society and the public sector 1. Active involvement in partnerships with a wide range of stakeholders 2.Strong links with incubators, science parks and other external initiatives 1. Support for mobility between academia and the external environment 2. Research, education and industry activities are linked together

17 The entrepreneurial HEI as an internationalised institution 1. Internationalisation strategy is key and reflect the entrepreneurial objectives 2. Support for international mobility 3. Recruitment of international and entrepreneurial staff 4. Teaching and learning environment tailored a global audience 5. Active participation in international networks – also as a feed back into the teaching, learning and research agenda

18 Measuring the impact 1. Assess the impact of the strategy and the response to entrepreneurial change 2. Assess the level of engagement in teaching across the institution 3. Measure the impact of entrepreneurial education activities in progression 4. Monitor the knowledge exchange activities – internal and external value / impact 5. Monitor and evaluate the start-up support activities

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