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The Humber and North Yorkshire New Technology Institute Professor Graham Jones Director of the Research and Enterprise Office University of Hull.

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Presentation on theme: "The Humber and North Yorkshire New Technology Institute Professor Graham Jones Director of the Research and Enterprise Office University of Hull."— Presentation transcript:

1 The Humber and North Yorkshire New Technology Institute Professor Graham Jones Director of the Research and Enterprise Office University of Hull


3 ResearchReach-Out University of Hull Research and Enterprise Office










13 RDA (Yorkshire Forward) Clusters Biosciences Chemicals Digital Engineering & Metals Food & Drink


15 Yorkshire Forward RES Objectives for Yorkshire and Humber Grow the regions businesses Higher business birth rates More private and public investment Improved education, learning and skills Connecting communities to economic opportunity Enhanced infrastructure and environment

16 The Local Digital Agenda Hull-York Digital Axis The Digital Estuary Project DigEst Hull ICT Alliance Hull City Digital Digital Development Zone Commercial Leaders (BBC, KIT…) Science Parks / Incubators

17 Digital City - Overview Integrating the opportunities and practice of information and communication technologies into the current and future life of the city Transforming the economy, business and employment to create a prosperous economy in the Information Age Creating an intelligent, knowledge driven City Including all citizens and communities in the opportunities for a prosperous, healthy, safe, and sustainable quality of life in the City Becoming a beacon for good governance, participation, and public service development and delivery Applying information and communication technologies to innovate, pioneer, and modernise Fulfilling Hulls unique opportunity to benefit from the Information Age

18 A Hull Digital Media Centre? we believe efforts to support exploitation of the Regions science base in the digital industries should be focused on the York-Hull axis, not diffused across the Region. an emerging example of good practice in collaboration, the concept of the Digital Media Centre is to create an innovative environment that brings together the converging digital technologies of audio-visual media, information technology and telecommunications into a centre where enterprise can flourish. the centre, based in Hull, would put Hull at the forefront of digital-related enterprise in the Yorkshire and Humber Region. Arthur D Little - Cluster Report, 2002

19 The Local Digital Agenda Hull-York Digital Axis The Digital Estuary Project DigEst Hull ICT Alliance Hull City Digital Digital Development Zone Commercial Leaders (BBC, KIT…) Science Parks / Incubators

20 Humber DigEst - The Proposal Feasibility study to explore potential for the Humber Trade Zone as a digitally enabled global gateway. Involves creation of: –A National Centre for Digital Innovation (Connectivity) –A National Centre for Local Interactive Communications (Content) –A central facility as a platform for the management and roll out of these offerings within the region and across the e-20 community

21 The Humber DigEst Global Gateway addresses regeneration and development issues on four levels: –Local Conditions are not conducive for the creation of new businesses, nor the growth of existing ones where they concentrate on local markets. Progress in the Humber 2001/2002, Humber Forum –Regional The region needs to develop a knowledge based competitive edge and prepare its businesses to seize the opportunities of the information revolution. Yorkshire Forward RES –National Government target to be most competitive Public Sector facing structure within G8; world leader in the production of learning materials AND to be a world leader in e-delivery of public services with 100% of services online by 2005 –EU The EUs 2 nd report on economic & social cohesion recognised the need to drive trade & development outside the congested core of Europe

22 Humber & North Yorkshire NTI History HEFCE invitation to bid Summer 2001 Bid submitted Feb 2002 HEFCE notification May 2002 NTI Steering Group May 2002 NTI Executive Advisory GroupJuly 2002 HEFCE capital funding (£1.2 million) awardedOct 2002 NTI National Meeting (London)12 Nov 2002 NTI Consultation Event14 Nov 2002 Business Plan Delivery20 Dec 2002 Programme Manager Appointment20 Jan 2003 Bid Evaluation CommitteeFeb 2003 NTI Operational March 2003

23 Bid Evaluation Committee Proposed Panel: –NTI Director (Non-Exec) –1 Learning & Skills Council –1 Business Link –1 Yorkshire Forward –1 Higher Education –2 Further Education –1 Private Sector Technology Business –1 City Representative Criteria? Technology Training

24 New Technology Institute Humber and North Yorkshire from Mission to Action to Impacts John Trinnaman, Milburn Trinnaman La Court (mtl) Keith Butler, Research & Enterprise Office, University of Hull

25 New Technology Institutes: The HEFCE Mission Origins: – White Paper on Enterprise, Skills and Innovation (February 2001) – HEFCE Invitation for Bids (July 2001) – No more than 2 per region – Outcome of Bids (May 2002) Core purpose of NTIs: – Increase the supply of technician and higher level skills in ICT and advanced technologies – Better advice and support to SMEs on new technology adoption and on innovative business practices – Encourage lifelong learning and progression to higher education qualifications – Note: no central prescription

26 New Technology Institutes: Core Elements Delivery: – High quality teaching (NVQ 3 to Foundation Degree) for FT students; those in employment – Innovative, flexible, user-friendly and attracting non-traditional students – providing progression pathways – SME support on employer commitment to higher level skills, adoption of new technology and of innovative practices, increase entrepreneurship Processes: – Collaborate with key agencies on skills gaps, tailoring content and delivery – Work placements, staff exchanges, training sessions on company premises Principles: – Additionality – Income generation and sustainability – HEI-led consortia

27 New Technology Institutes: How it Works HEFCE provides capital – staged over 2002/03 to 2003/04 Consortia bid for Additional Student Numbers funding via HEFCE and LSC Consortia may seek other funding for additional activities to fulfil Core Purpose/Core Elements Consortia may generate income from full cost provision or from Business Sponsorship Monitoring returns to DfES and Treasury (plus to other funders) 6 monthly

28 What New Technology Institutes Must Monitor No of new/additional courses commenced No of courses proposed No of students applying to NTI new courses No of students enrolled No of contacts made with SMEs Activities for and amount of income generated Expenditure against planned profile

29 Humber and North Yorkshire New Technology Institute The consortium: HEFCE contract (for £1.2m capital) agreed – September 2002 A Hub and Spoke Model – REO = Hub; Spokes = 11 institutions A diverse catchment so no one size fits all specialisms Hub commission bids (capital or revenue) from spokes and is accountable for NTI to HEFCE/LSC To date, an Executive Advisory Group has helped on planning Unfolding guidance and clarification – funding silos to overcome Bishop Burton College Selby College Yorkshire Coast College North Lindsey College East Riding College Wyke College Franklin College Grimsby College Wilberforce College Hull College University/College of York St John University of Lincoln University of Hull

30 Humber and North Yorkshire New Technology Institute Operations Market development with leading SMEs ICT/advanced technology training NVQ 3&4 & vendor qualifications Skills demand & supply Spokes & hub Innovation & technology Promotion: low level/non-using SMEs Skills supply Spokes Skills demand Spokes & hub FOUNDATIONSProject development Content generation Courses/qualifications Marketing Foresight research Networking Financial management Funding/income generation Monitoring/audit

31 Humber and North Yorkshire New Technology Institute Targets Additional student numbers to 2004/05 – 2,000 full and part-time (FTE financial implications may be circa £3m) SMEs assisted to 2004/05 – 300 (at least) (financial implications £450k-£1.5m) Other projects targets to be determined – may involve £2m to 2004/05 Spend (invest) £1.2m capital – wisely!

32 Managing the New Technology Institute From EAG to Executive Board Board comprises stakeholders: –Drives strategy –Commissions delivery and new projects –Appraises bids and allocates £ to spokes Management team: –CEO –Projects development –Contracts/finance –Operations

33 Going Live Business plan by December Financing (cocktails across silos) Recruitment Executive Board Process/systems manual Marketing and communications plan Delivery spring 2003

34 University of Hull Expertise in: – eLearning – Graphics and Virtual Environments – Games Development – Wireless Information Systems – Internet Computing

35 University of Hull and the NTI An opportunity to: –Widen participation in education –Provide training in new media technologies –Bridge the gap between technology and creativity –Develop new systems for media creation, management and deployment –Engage the local community –Develop new and existing hi-tec industry in the Yorkshire area

36 NTI National Open Day Tuesday 12 th November 2002 Marketing/Branding Curriculum Finance/Implementation/Getting Started Advanced Technology

37 Impacts (Rather than Outputs) Responsive to and driving business demand Market relevant, specialist skills New entrepreneurship and innovation cultures Credible, professional HE/FE performance Demanding businesses, demanding students Bottom line business and economic impacts

38 Detailing the Business Plan Workshop Questions The NTI concept is advanced technology including ICT. How should we define advanced technology? Are there particular sectors / clusters that should be targeted? The NTI has a target of 3000 (additional) students trained to NVQ 3/4 or equivalent. What are the most effective means of engaging SMEs to achieve this level of enrolments? The NTI has a target of 300 SMEs helped. Which forms of help will achieve the NTI mission i.e. workforce development, managerial development, technology advice/transfer, product/process/services innovation? It is proposed that a panel commissions bids for capital and revenue expenditure. What key appraisal criteria and frequency would you envisage?

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