Msp Scenario Final

Institute of Innovation Research Harold Hawkins Building The University of Manchester Manchester UK

Contribution of Universities to the Knowledge Capital A Scenario for Success in 2008 A report by Luke Georghiou and Jennifer Cassingena Harper

Foreword In the front rank of the knowledge society By Councillor Richard Leese, Leader, Manchester City Council Manchester has an increasingly bright future. With our excellent infrastructure, including a major international airport, the expanding Metrolink network and a sequence of highly successful major cultural, commercial and sporting developments incorporating world-class design, our physical environment is first class. Looking to our economic future, we are moving rapidly towards becoming a city in the front rank of the knowledge society – using our brains to drive regeneration. Here too we have the makings of an excellent infrastructure – three universities with a combined income of £670 million, including the new University of Manchester which will be an institution that is truly world-class in its breadth and quality of research. Realising the potential of the City’s intellectual assets is the task we have set ourselves in the Manchester: Knowledge Capital Prospectus. This provides a powerful vision of where we are going in the 21st Century and a unifying focus for our drive towards urban renaissance and competitiveness. Articulating that vision will require continuing concentration and effort. I am delighted to see in this report of the Scenario Workshop a picture of the way in which universities could contribute to the Knowledge Capital in five years time. It is not the only possible future, but it contains many elements that we can and should aspire to. We need stretch goals of this kind to make us rise to the challenge. I was particularly pleased to see that this high-tech future is an inclusive one, spreading the benefits right across the City and improving our living environment. Some of our leading thinkers and drivers took part in this exercise and I commend others to read about their work, take up the debate and push forward our city’s vision.

Councillor Richard Leese

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In a knowledge-driven economy, relations between universities and business are a key issue. This report describes the process and outcome of a Success Scenario Workshop on how universities could contribute to the development of the City-Region of Manchester as a Knowledge Capital, with its economy founded on science and the creative sector. The Scenario was developed by senior stakeholders from business, Government and universities and presents a vision of what success would look like in 2008.

Summary

The Scenario has five dimensions:

Infrastructure Success in 2008 Spreads the Reach of the Knowledge Producers to All Parts of the City-Region A network of hotspots of university-industry interfaces has spread away from the campuses across the City-Region. Entrepreneurs are attracted by the combination of café culture and easily located specialised spaces for innovation. The Manchester Science Park brand defines the quality level.

Human resources Success in 2008 Makes Manchester a Net Importer of Graduates The exodus of graduates to the Southeast has been reversed as high quality jobs in small entrepreneurial firms attract the best. Rising teaching quality has pervaded the entire Manchester education system with mentoring one of its hallmarks. Highly qualified and entrepreneurial immigrants are actively sought.

University missions Success in 2008 Sees Each Manchester University Recognised as World-Class in Terms of its Mission Following the emergence of the new University of Manchester as a world-class research-driven institution, Manchester’s other two universities achieve similar levels of excellence within the context of their own missions. All three treat reach-out as an integral activity but approach it in distinctive and complementary styles.

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Inward investment Success in 2008 Sees Integrated Policies Attracting Massive Investment by Multinationals and Entrepreneurs Integrated packages combining land-use, infrastructure and academic linkages have attracted huge investments by multinationals in the region, providing a natural market for start-up firms. Regional resources are used to gear and attract national and European investment.

Networking Success in 2008 Sees Firms of All Sizes and Ages in Manchester Sourcing Knowledge and People and Meeting Development Needs from the Universities Networking is seen as the key to businesses understanding how universities can help them. Much better interfaces now allow medium-sized firms to work with academics, while business joins city government in securing and supporting centres of excellence.

Ten key actions are proposed to reach success, along with indicators of success. These in turn can be encapsulated in three headings:

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Focus academic resources in centres of excellence.

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Promote networks, drop moribund ones and create new networks where they do not exist.

> Develop a cadre of people ready to lead and work in a networked Knowledge Capital.

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The concept of the knowledge-driven economy has brought the relations between universities and business to the centre of policy for nations, regions and cities seeking economic regeneration and growth through innovation. Manchester, one of Europe’s foremost ‘City-Regions’ and the economic motor of the Northwest of England has undergone a fifteen-year process of transformation and regeneration away from traditional industries and towards science-based, creative industries and services. These developments have been strongly influenced by the major asset of Manchester’s four universities. With the two most research-intensive of these about to combine to form an institution with world-class aspirations, the opportunity now exists to drive the process much further over the next five years and

secure Manchester’s position as a powerhouse of the knowledge economy. This report describes the process and outcomes of an exercise in which leading stakeholders in the CityRegion developed a ‘success scenario’ for businessuniversity linkages in the context of the City’s broader vision of becoming a ‘Knowledge Capital’. The success scenario is not intended to be a prediction or even a plan of action. However, it paints a picture of a future that can really be achieved if sufficient drive and resources are mobilised by the stakeholders.

Introduction Business-university links occur in four major dimensions, each with different pay-offs and barriers to be overcome:

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In Research Collaboration the model is normally that a company either directly sponsors research in a university or else works within the framework of a government-sponsored collaborative programme. In either case, the pay-off for the company is access to new knowledge in the context of an area of its interest, and access to skills and capabilities it does not possess itself. For universities, the benefits include additional income and contact with real-life problems and, in some cases, company facilities. Barriers to successful collaboration include mismatched expectations about timescales and research directions, ownership of intellectual property, and lack of an adequate interface to identify and manage collaborations.

> Commercialisation of knowledge developed in universities is concerned with founding new firms or licensing knowledge to existing ones. In this area the main incentives for universities are contributing to the community, attracting good staff and providing the conditions for educating students in entrepreneurship. Exploitation revenue is a bonus, but is now recognised as being unlikely to grow beyond a few percent of the institution’s income. However, for the broader benefit of the national and regional economy it is vital that a high-quality supporting infrastructure exists for young and growing firms.

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For most companies the most visible and immediately valued contribution of universities is Human Resource Development, including the supply of trained graduates and the knowledge transfer that comes with them. The key in this area is in maintaining the quality of the intake, especially in science and engineering, and then in channelling graduates into productive careers.

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The fourth dimension of linkage is in the softer but nonetheless vital domain of Networking and Reach-out. This includes a wide variety of personal and institutional contacts, formal and informal, many of which represent the only channel to the vast population of existing firms with knowledge deficits. Providing an interface for such activities and an incentive for academics to take part, both represent important challenges.

Business-university linkages have been the focus of a great deal of policy attention in recent years. During 2003 two major national policy reviews have been addressing this topic:

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The Department of Trade and Industry’s Innovation Review.

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The Lambert Review of Business-University Collaboration sponsored by HM Treasury.

At the same time, two important developments in Manchester have brought a further focus on this issue:

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The emergence of the Knowledge Capital Manchester concept as a unifying theme 1 for capitalising on the knowledge base in the City’s universities .

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Project Unity, creating a new university combining the Victoria University of Manchester and UMIST as the new University of Manchester, with a consequent detailed examination of structures and actions in relation to business and the community.

In the meantime, Manchester Science Park Limited has been examining its own strategy in relation to improving links between its tenant companies and universities. As part of 2 this appraisal a study was carried out by PREST exploring best-practice in this domain . One recommendation of this work was to apply foresight techniques to build a shared vision of the role of the Science Park and other organisations in developing such linkages. A second recommendation was for the Science Park to increase its engagement with the strategic discussions of its participating universities, particularly in the context of Project Unity. This led to the idea that the foresight activity could be extended to the broader topic of business-university linkages in Manchester and linked to the articulation of the Knowledge Capital concept. With sponsorship from Manchester Science Park, the Regional Affairs Directorate of the University of Manchester and PREST, Institute of Innovation Research, University of Manchester, the concept of the Success Scenario Workshop was developed.

1 http://www.manchesterknowledge.com/knowledgecapital.html 2 Improving Links Between Tenant Companies and Higher Education Institutions: Exploring Emerging Scenarios for Manchester Science Park, Jennifer Cassingena Harper, PREST, University of Manchester, 8 April 2003

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Process of Workshop The Success Scenario Workshop used an approach developed by the Institute of Innovation Research at the University of Manchester and previously applied in developing national strategies for ICT, 3 biotechnology and nanotechnology . It is intended to develop a shared vision among senior stakeholders of what success in this area would look like in five years time and to begin the process of developing a road map to get there. The purpose of having such a vision of success is to set a ‘stretch target’ for all the stakeholders. The fiveyear horizon has been chosen to get beyond short-term considerations and to allow immediate actions to follow. It also marks the halfway point in the ten-year vision of Knowledge Capital. A key element of the method is that those who take part are in a position to implement the outcomes, which at least in part they have already bought into through

their own participation and contributions – a situation far removed from the receipt of a consultant’s report. During April and May 2003 a list was compiled of key individuals who could be seen as shaping and driving the future of business-university links in Manchester. These came from business and commerce, national, regional and local government, intermediary organisations and the City’s four universities (see List of Attendees on page 20). These were invited to the Scenario Workshop taking place on the evening of June 12th and all the next day. Participants were sent a briefing document setting out the objectives of the Workshop and several background documents:

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The Science Park Review – the output of the review which examined the success factors involved in a science park developing active links with its academic hinterland.

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Manchester: Knowledge Capital – the Core Cities Prospectus, published by Manchester City Council and the Knowledge Capital Partnership in June 2003, a document setting out a vision for maximising the City’s and Region’s use of its intellectual capital and other assets to drive competitiveness and growth.

> The submissions of the universities to the Treasury’s Lambert Review of Business-University Links, which was in process during the exercise (several of the Workshop participants had taken part in an earlier meeting held at PREST at which Richard Lambert and his team were briefed on the state of links at Manchester University and UMIST).

3 For copies of the outputs see http://www.ost.gov.uk/policy/futures/index.htm#top

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The Workshop began with a dinner which included a basic briefing and a keynote speech by Dr John Beacham which set six challenges to the delegates for the future of Manchester as an innovation capital:

1. The opportunity presented by Project Unity in terms of critical mass and international focus;

2. Contiguous developments in the Mersey Corridor (Liverpool and Daresbury);

3. The Knowledge Capital concept and in particular its fusion of Science, Arts and Medicine;

4. The potential of Northwest hotspots for developing Science and Technology through Centres of Excellence, entrepreneurs and enterprise centres;

5. The importance of finance and attracting inward investment;

6. The role of Government support including regionalism and policies to promote knowledge transfer. These were encapsulated as Money, Knowledge and Entrepreneurs. An open discussion followed. On the following day an introductory plenary session set out some of the issues and recent research findings in the field of business-university links. Following this the Workshop proceeded with three plenary and two parallel sessions (see Structure Diagram overleaf). The first set of parallel sessions aimed to identify the main driving forces for alternative futures (Drivers and Shapers) under the headings:

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Business needs Universities and their mission Land, infrastructure and human resources National, regional and city policies and strategies

The results from these provided the basis for the first elements of the Success Scenario. A second round of parallel sessions then examined necessary developments in the four main areas of business-university interaction that were outlined above:

Commercialisation (Land and infrastructure development, spin-outs, spin-ins, franchising, consultancy) Human Resource Development (Supply of graduates, placements, continuing education and training) Research collaboration (Making use of centres of excellence) Networking/Business Development (Soft knowledge transfer, responding to enquiries) In the final plenary session key actions and indicators of success were identified. The results from the day’s deliberations are presented in this report.

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Briefing pack sent out in advance

Opening Dinner with VIP Speech and initial discussion

First plenary – briefing on backround and objectives

Business needs

Universities and their mission

Land, infrastructure and human resources

National, regional and city policies and strategies

Initial Break-out groups on Drivers and Shapers

Second plenary on main elements of Success Scenario

Commercialisation

Human resource development

Research collaboration

Networking and business development

Second Break-out groups on building the model in key areas

Third plenary on combining the elements in a scenario

After meeting – document prepared, circulated for comment, finalised and disseminated

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Structure of Workshop

Scenario for Success in 2008 The outputs of the Workshop are summarised in this section in the form of a scenario for success in 2008. This brings together the key drivers and shapers identified by the participants and highlights the different but related dimensions of this successful outcome:

Five Dimensions of Success

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3.1 Infrastructure

Human Resources

3.5 Networking

3.3

University Missions

3.4

Inward Investment

3.1 Infrastructure: Success in 2008 Spreads the Reach of the Knowledge Producers to All Parts of the City-Region Innovation hotspots spread across the city-region In 2008 Manchester has shown the world that in a knowledge-driven City-Region, proximity between knowledge producers, their collaborators and knowledge users does not mean that infrastructural developments have to be confined to the immediate surroundings of the universities. A network of hotspots (university-industry interfaces/spaces) has emerged throughout the City-Region, taking advantage of the continuing development of the broadband/wireless infrastructure and mass transport policy. The hotspots provide an attractive setting and one-stop shop for knowledge interactions, facilities and services. Academic institutions have realised that they too can be present in these off-campus locations and most hotspots include university spin-offs, research projects and student enterprise centres.

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Café Culture attracts entrepreneurs A new integrated approach to the use of land was first set in motion with the sale of land resulting from Project Unity. This highlighted the fact that the borderlines between the cultural and social infrastructure, knowledge infrastructure and leisure facilities could be further reduced with the development of the Oxford Road Corridor. Entrepreneurs were attracted by the buzz associated with the café culture and the excitement of exploring/ exploiting innovative spaces. Inevitably this drove up property prices in the area and stimulated the development of new zones as entrepreneurs sought cheaper accommodation. These began as Knowledge Capital satellite sites but many can now be regarded as hubs in their own right. By promoting social cohesion, these new zones have contributed to the safety and security of the City-Region, thereby enhancing the image and attractiveness of the region as a whole.

Specialised spaces and the Science Park brand A particularly attractive feature is the guarantee of quick availability, adaptability and the high quality of premises for companies at all stages of growth, ranging from cheap space with shared services for start-ups, through high quality, high-tech image Science Park buildings, and up to prestige sites for multinationals. An on-line fast track service is available which matches urgent property requests with available properties. Specialised clusters also appeared, with the area around the University of Manchester dubbed Bio-City, while other areas focused on emergent technologies such as nanotechnology, or else on putting high tech into existing industries such as textiles and metal engineering. The growth of knowledge-based business was strongly aided by Manchester’s reputation as a city friendly to knowledge-based initiatives with fast-track planning approval for developments which meet key criteria.

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Another success factor in the development of infrastructure was the availability of professional property management services and branding specialised in supporting knowledge-based companies. Manchester Science Park recognised the trend towards multiple and specialised sites at an early stage and developed its brand as a franchise representing a defined quality level recognised by potential tenants. The logo is now so common that a recent newspaper article joked that it was being mistaken for the latest (and healthiest) fast food franchise!

Living and working in the Knowledge Capital An unusual feature of many of the hotspots is that they are not commuter targets. Incubators have been built that aim to provide a complete environment for the entrepreneur including close-by living space – similar to the studio-lofts to be found in artists’ colonies. The wide spread of the Knowledge Capital has also created jobs for less-qualified people in the areas where they live. These new integrated communities have begun to reduce social exclusion and crime and hence create a virtuous circle where they become more attractive to business.

3.2 Human resources: Success in 2008 Makes Manchester a Net Importer of Graduates At one time Manchester’s universities effectively operated a successful business exporting graduates to the Southeast of England. Some of the intake would come from there in the first place, but many of them (and even many graduates born in the Northwest) would be forced to seek employment in the South because the quality and quantity of job opportunities to absorb them did not exist in Manchester. In five years that situation has turned around. The economic drivers of the knowledge-based sectors, and the quality of life and cultural buzz of the city, have encouraged a high and growing proportion of Manchester graduates to stay in the region. Most of the new jobs are in small entrepreneurial firms and in services for these companies. Training of graduates in entrepreneurship and intrapreneurship has helped to enable this shift. The proportion of graduates in Manchester’s workforce has increased substantially.

Quality rising in universities and schools It is not only the quantity but also the quality of graduates that has increased. Continuous efforts to improve the quality of Manchester’s universities’ teaching have fed back into first class recruitment and greater demand for their graduates. Graduates are also attracted to Manchester’s universities because of ongoing efforts to improve the choice and content of courses on offer, with the aim of making them more responsive to Knowledge Capital employers. Graduates are now better equipped to work in an entrepreneurial context with a majority having had some form of contact with business or other employers as a part of their training. Universities have also been pro-active in carrying the Knowledge Capital concept into the City’s schools with the benefit being the creation of a natural pipeline into the knowledge-based economy. Manchester Education has become a shorthand for an integrated approach that other regions seek to emulate – mentoring at all levels is one of its hallmarks. Graduates’ positive experience at Manchester’s universities is reflected in their continuing investment in education and training – with an increasing number returning to pursue doctoral studies/research. The opportunities for lifelong learning have increased to meet growing needs and many of the programmes are now being offered through distance learning.

Proactive approaches to careers advice and guidance services The excellent support facilities, already available at the Manchester universities to help graduates to embark on the right careers, have been further extended to promote a wider human resource strategy across the City-Region. Employers and graduates are encouraged to develop closer links at all levels of the education and training chain.

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Attracting highly qualified and entrepreneurial immigrants The first class airport and cultural diversity of the city, the excellent reputation of the schools and universities, and the pro-graduate mentality of leading firms, encourage Manchester as the destination of choice for highly qualified and entrepreneurial immigrants - a bureau of the City Council exists to facilitate their arrival and integration - the universities benefit in attracting world-class academics. The bureau moves quickly to forge links with immigrant entrepreneurs, sometimes before they arrive. The private sector benefits from the business and research links which the immigrants can facilitate with their home country.

3.3 University missions: Success in 2008 Sees Each Manchester University Recognised as World Class in Terms of its Mission Teaming up for success The successful restructuring stimulated through Project Unity has encouraged the other Manchester universities to re-examine their missions. Driven by the revised RAE and Project Unity the dispersion of missions among Manchester’s universities becomes clearer and more complementary. The critical mass generated through Project Unity has transformed the new university into a world-class institution. The new Manchester University of Manchester has consolidated its position as the science driver of the region and is regarded as a peer by the former Golden Triangle Institutions. We now have a Diamond as the core of the English system – an irony not lost on the Northwest as the region’s response to the failure to secure the Diamond Oxford synchrotron had been part of the early momentum towards this transformation. This success story means that the University attracts the attention of academics and policymakers from other regions in the UK and EU. This generates more resources for the University as other universities are keen to team up on international projects.

Cambridge

London

Reaching out for success Manchester Metropolitan University re-emphasises its vocational and professional mission and close linkages to local industries summarised as ‘relevance with science added’. This provides a basis for reaching out not only to high-tech sectors, but also to apply knowledge in the regeneration of traditional sectors and in the service sector. Salford University reiterates its philosophy that collaboration with business and the community reaches to every corner of the University and that all staff have something to offer the outside world in return for interesting and challenging problems to study. All three universities treat reach-out as an integral activity in the same way as research and teaching but as with the other two activities, they approach it in their own distinctive and complementary styles. Complementarity provides the best basis for working together and so joint approaches to firms become more frequent and collaboration between universities is the norm.

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Reaching out beyond Science and Technology

Well-trained professional managers and inspired leadership a key to success

Universities redefine their missions to incorporate the Knowledge Capital vision and to make reach-out an integral activity in the same way as research and teaching reach-out is no longer seen as the preserve of science and engineering. An equal number of new business and public service ideas emerge from the increasing interaction and synergy with the arts, humanities and social sciences departments.

The chance for success of these companies is bolstered by the active engagement of the new University’s School of Business and Management – the largest full-service school in the UK.

Some of the most exciting businesses find their markets on the sharp edge between content and technology – smart clothing threatens to revive the golden days of the textile industry since the potential of nanotechnology was harnessed with the ingenuity of fashion designers, while massive computer power, combined with the knowledge of social services in social science departments, has led to a series of start-up companies offering solutions in public service productivity, benefiting consumers and workers alike.

One particularly successful idea is to bring in worldclass leaders to act as mentors for rising stars in the City-Region – the master class held by Bill Clinton on growing the new economy was an early success. At a slightly lower level but with high commitment, part of the route to success has been the identification and emulation of ‘heroes’ in HEI-Business links and efforts to learn systematically from these role models.

Centres of excellence - a beacon for reach-out The universities’ consistent and targeted efforts to develop closer links with the city and regional government, private industry and charities to share resources and know-how to meet local needs and opportunities, have paid off. The pooling of ideas and resources for driving the Knowledge Capital strategy forward, has allowed the setting up of a number of world-class centres of excellence won against national and European competition. In turn these Centres of Excellence provide a strong impetus to reach out through their visibility and the guarantee of quality they carry with them. The universities’ centres of excellence and high foreign student intake has helped to stimulate foreign direct investment, attracting top names to the region.

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3.4 Inward investment: Success in 2008 Sees Integrated Policies Attracting Massive Investment from Multinationals and Entrepreneurs Investing in innovation and innovative approaches The decision by the Region to make inward investment in innovation its top policy priority pays dividends as technology-based multinational companies (MNCs) are attracted by integrated packages covering land use, planning, labour, connectivity, facilities, academic links and image. These integrated packages could only be successfully developed, implemented and maintained as a result of the cooperative ethic which has grown among the operators of these services. This has allowed the packages to be refined over time in response to MNC needs. The pro-MNC culture has attracted huge technology investments in the region which have resulted in a virtuous circle whereby the revenue generated has partly been re-invested in maintaining and improving the packages. As a result, improvements in the infrastructure and massive regeneration projects have been possible, transforming the City into a secure and attractive location for business and community. Benefits are not confined to large firms and their employees - the newly attracted multinationals act as a natural market and pole for science-based start-up firms.

Destination of choice for entrepreneurs A second package is equally successful in attracting global entrepreneurs from the USA and the Far East. Civic leadership and a common civic vision promote and deliver Manchester as a destination of choice for investors, entrepreneurs, academics, students, tourists and more…

Science policy targeted to help win resources Regional science and innovation policy is built upon a dual concept of helping to build centres of excellence in the region but then relying on them to win national resources for excellence on merit. The second wave of regional policy is then focused on exploitation of the opportunities arising from that excellence and using them as a further attractor of investment.

Policy challenges It is recognised that serious challenges remain for regional policy. Manchester will encounter pressures from developments in the next five years, including the lapsing of Objective 1 funding for Merseyside and the resource demands of Liverpool Capital of Culture. Resources will also need to be found to build networks which do not correspond to RDA boundaries, notably the Trans-Pennine Corridor.

Putting Manchester on the European knowledge and innovation map Manchester has made a concerted effort to put itself in the European ring and is now punching well above its weight in participation rates in knowledge based initiatives and the development of the European Research and Innovation Area. Collaboration is particularly intensive with two classes of peers – similarly driven cities such as Milan and Barcelona, and smaller countries with populations similar to the region such as Finland. Manchester’s immigrant mix means that links are also strong with the member states sharing a common past, such as Ireland, Malta and Cyprus.

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3.5 Networking: Success in 2008 Sees Firms of All Sizes and Ages in Manchester Sourcing Knowledge and People and Meeting Development Needs from the Universities Better networking builds deeper links… Through better networking, graduate recruitment, lifelong learning and word-of-mouth, the majority of knowledge-based businesses in Manchester have reached a good understanding of the services that universities can offer them. There is a good linkage between changing business needs and changing skills and the role, content and delivery of lifelong learning.

...And better interfaces mean better networking A single conduit (but providing services for different types of businesses, SMEs, MNCs, ICT, BIOTECH... and their needs) exists for businesses to find services in universities and this is complementary to a wide interface consisting of personal contacts and networks. Universities have extended their contacts from big business and start-ups and now work equally well with existing medium-sized firms and growing companies. An appropriate balance has been found between common arrangements and individual customised services. This is seen as part of a system which supports innovators and entrepreneurs. In return, business is ready to play its part in securing and supporting Centres of Excellence in the universities – given that the choice of specialisation of these centres has emerged from a process of business-university consultation and partnership.

City government is responsive to growing businesses… Manchester is widely perceived as one of the UK’s easiest places to start and grow a business. Access to city government at the top level is easily achieved and business feels that it is in a politically supportive environment which is quick to respond to their needs or changing circumstances. New forms of incentives have been identified through business-university-local government links.

...And business is responsive to city initiatives Business has fully engaged with the Knowledge Capital concept and has a role in its leadership. The media is also perceived as a friendly, well-informed and proactive supporter of the knowledge capital. It does not neglect its duty to criticise any slippage in the concept.

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Ten Key Actions to Reach Success Participants in the Workshop identified ten key actions necessary to achieve the Success Scenario:

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Target and build-up Centres of Excellence in universities;

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Bring business and HEI cultures closer by ensuring that business and academic leaders network and that this is matched by networking at middle rank;

Universities to develop a concerted strategy for interacting with business networks and helping to create new ones where they do not exist – also be prepared to drop those that have outlived their purpose;

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City/RDA/business/universities to consider an exercise in mapping and evaluating networks as a first step to broader proactive strategy. More systematic use made of existing networks to get access to prime movers and shakers nationally and worldwide;

Universities to provide physical space for networks at their entrepreneurial interfaces such as incubators;

Engage locally based business education in developing leaders and managers equipped to work in networked Knowledge Capital;

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Engage business in mentoring university staff in terms of understanding the business environment;

Focus on a knowledge-based inward investment strategy;

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Promote the Knowledge Capital concept to academics and business;

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Foster a ‘can-do’ culture.

Indicators of Success Indicators of success are set out to tell us when we are achieving the Scenario: Dynamic infrastructure >

Intelligent infrastructural development stimulates the launch of a network of hotspots including university spin-offs, research projects and student enterprise centres.

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The emergence of a café culture round these innovation hotspots attracts entrepreneurs, stimulating the development of new zones for affordable, close-by living space.

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Integrated land policies and professional property management means that companies are attracted by quick availability, adaptability and highquality premises.

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The dynamic infrastructure is helping to reduce social exclusion and crime.

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Net importers of high-quality brains >

A high and growing proportion of Manchester graduates staying in the region.

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The proportion of graduates in Manchester’s workforce increased substantially.

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Quality of students and teaching is rising in universities and schools.

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Graduates better equipped to work in an entrepreneurial context.

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Opportunities for lifelong learning have increased.

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Proactive approaches to careers advice and guidance services.

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Dynamic infrastructure and excellent reputation of universities attracting high-quality brains from abroad.

World-class universities

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The new University developed by Project Unity as the science driver of the region and as a peer of world-class universities.

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The other universities also offering world-class technical training and services for local industry.

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High level of reach-out beyond science and technology to tap new opportunities opening up through synergies with the arts, humanities and social sciences.

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World-class leaders attracted to act as mentors/role models for inspired leadership.

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The success of the early centres of excellence leads to a steady growth through the attraction of additional national and EU funding.

Massive inward investment >

MNCs drawn by attractive all-inclusive packages successfully developed through a cooperative ethic among different operators.

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Re-investment of revenue generated plugged back into the infrastructure.

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Manchester’s science and innovation policy targeted to build centres of excellence to win national resources and attract further investments.

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Spill-over benefits to other parts of the Northwest replace Objective 1 funding as source of investment for development.

Intelligent networking >

Strong linkage between changing business needs and skills and content of lifelong learning.

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Closer university-business interfaces support innovators and entrepreneurs and increase number of sustainable start-ups.

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City-business links and networks encourage new forms of cooperative governance.

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List of Attendees John Allen

Chairman, Manchester Science Park

John Barnacle

Chief Executive, Pro Manchester

John Beacham

Innovation Adviser, Department of Trade and Industry

Sandra Burslem

Vice-Chancellor, Manchester Metropolitan University

Kathryn Carr

Knowledge Capital, Manchester City Council

Jennifer Cassingena Harper

Head of Policy Unit, Malta Council for Science and Technology & Visiting Fellow PREST

Rod Coombs

Pro-Vice Chancellor, UMIST

Gillian Cox

Director, CONTACT Partnership

Jane Davies

Chief Executive, Manchester Science Park

Peter Fell

Director of Regional Affairs, University of Manchester

John Garside

Vice-Chancellor and Principal, UMIST

Luke Georghiou

Professor and Director, PREST, University of Manchester

Pamela Harbron

Science Manager, Northwest Development Agency

John Hawkins

Deputy Secretary, Association of Greater Manchester Authorities

Emma Jones

Chief Executive, Redbrick

Jim Keaton

Chairman, Campus Ventures

Peter Mackenzie

Manchester Airports Group

Tim May

Professor, SURF, University of Salford

Stan Metcalfe

Professor and Director, CRIC, University of Manchester

N.Khan Moghal

Director, Manchester Council for Community Relations

Rodger Pannone

Chairman of Council, University of Manchester

Catherine Potter

Managing Director, Campus Ventures

Jane Ratchford

Head of Careers Service, University of Manchester/UMIST

Angie Robinson

Chief Executive, Manchester Chamber of Commerce

Sally-Anne Sagar

Head of Information for Business and Community, University of Manchester

Mike Shields

Chief Executive, Northwest Development Agency

Phil Sloan

Director of R&D, Central Manchester and Manchester Children’s University Hospitals NHSTrust

Maire Smith

Chief Executive, Manchester Innovation Ltd

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Professor Luke Georghiou Director, PREST/IOIR, University of Manchester, Oxford Road, Manchester M13 9PL UK tel: +44 (0)161 275 5921 Email: [email protected] Jane Davies, Chief Executive, Manchester Science Park Limited, Kilburn House, Lloyd Street North, Manchester M15 6SE tel: +44 (0)161 226 1000 Email: [email protected] ISBN 0 946007 09 8 2003

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