The recent Staff Working Document (SWD) on Innovation Union (EC, 2014) takes stock of how it has been implemented and
promotion of civic capitalism and changes to social service provision through a. investigation of key processes within social enterprises for delivering inclusion
Commission Staff Working Document Accompanying the European commission Communication‘Research and innovation as sources of renewed growth COM (2014) 339'.
and ACCA will seek to build on this existing knowledge through further engagement and promotion of the relevant initiatives.
Promotion based on clear evidence-based claims related to environmental performance will enhance internal and external reputation.
Researching competitors product environmental performance may identify relative strengths of your product that you can exploit in promotion.
Start promotion within a community of interest e g. networks of suppliers and customers and extend it to the likeminded crowd who have affinity with your product,
CAPS representatives will describe the inputs of their project including the budget, the human resources available at project level,
and finally, CEPS staff for creating the conditions for a smooth and constructive sharing of experiences and expertise within the context of this very valuable initiative.
and IP management in universities and public research organisations The‘Third Mission'launched by the Lisbon Agenda for universities requires specialised human resources that universities should be able to form
and retain, with prospects of a professional career. A NEW APPROACH TO INNOVATION POLICY IN THE EUROPEAN UNION 9 EU institutions should devote efforts to improving the‘professionalisation'of the management of public-funded universities and research institutions.
various preparatory policy documents, communications and staff working documents in particular, the Communication Reviewing Community innovation policy in a changing world;
the promotion of knowledge partnerships and the strengthening of links between education, business, research and innovation, including through the EIT,
the number of staff examiners that each office has), or because of different propensities by firms and institutions to apply for patent protections,
which have acquired these competencies through acquisitions or recruitment. A dynamic business environment requires changes in core competencies.
75 9. 7 RESEARCH OUTPUT PER ACADEMIC STAFF...76 9. 8 NUMBER OF CO-PUBLICATIONS...
the two Rapporteurs and the European commission staff responsible for this activity, met prior to each meeting to prepare the work of the expert group. 22 A workshop with Commissioner Potocnik,
and academic recruitment, aid research partnerships (with other academic institutions or with public/private organizations), and initiate/sustain philanthropic relationships.
how much output vis-á-vis funding Quality of academic staff and Phd students Attraction capacity:
recruitment of students, academics and researchers from outside region and internationally HE Executives/Management Policy and planning Strategic positioning Research strategy development/management Investor confidence/value-for-money
and efficiency Quality assurance Publicity Student and academic recruitment Improve and benchmark performance and quality Institutional and discipline/field data re. level of intensity, expertise,
how much output vis-a-vis funding Quality of academic staff and Phd students Attraction capacity: recruitment of students, academics and researchers from outside region and internationally Identification of Partnerships (academic, public/private sector, NGOS, research organisations, etc.
HE Research Groups Strategic positioning Research strategy development/management Investor confidence/value-for-money and efficiency Student and academic recruitment Discipline data re. level of intensity, expertise,
quality and competence benchmarked against peer institutions Quality of academic staff and Phd students Attraction capacity:
recruitment of students, academics and researchers from outside region and internationally Identification of Partnerships (academic, public/private sector, NGOS, research organisations, etc.
GOVERNMENTS AND GOVERNMENT AGENCIES EU and National Governments Define policy and inform decisions about HE system
recruitment of students, academics and researchers from outside region and internationally Quality of academic staff and Phd students Efficiency level:
recruitment of students, academics and researchers from outside region and internationally Efficiency level: how much output vis-a-vis funding Research infrastructure:
recruitment of students, academics and researchers from outside region and internationally Efficiency level: how much output vis-a-vis funding HE Agencies Define policy
recruitment of students, academics and researchers from outside region and internationally Quality of academic staff and Phd students Efficiency level:
quality and competence 32 Student and Academic Recruitment Benchmarking against peer institutions, nationally and worldwide Quality of academic staff and Phd students INDIVIDUALS Academics and Researchers Identify career opportunities Identify research partners Identify best research infrastructure and support for research Institutional and field data re level of intensity,
expertise, quality, competence and sustainability Performance of individual institution benchmarked against peers in field of interest Employment conditions Impact of research on teaching,
Staff/student ratio Institutional research support Students Inform choice of HEI Identify career opportunities Institutional and field data re level of intensity, expertise, quality,
and support Graduate career and employment trends Quality of the research infrastructure Staff/student ratio PEER HEIS Identify peer HEIS
quality and competence Competitive positioning of institution and researchers Trends in graduate employment and competence Quality of academic staff and Phd students SPONSORS AND PRIVATE INVESTORS Benefactors/Philanthropists
relevance and impact of research activity Quality of academic staff and Phd student Contributor to own brand image Institutional data re level of quality and international competitiveness
and worldwide Quality of academic staff and Phd students Alumni Determine institutional performance vis-a-vis national and international competitors Institutional data re level of quality and international competitiveness
sustainability, relevance and impact of research activity Quality of academic staff and Phd student Reflect pride
and worldwide Quality of academic staff and Phd students PUBLIC OPINION Determine institutional performance vis-a-vis national and international competitors Quality, sustainability, relevance and impact of research activity Student
Typical examples are the number of (academic) staff employed or revenues such as competitive, project funding for research.
A typical example is the total of human resources employed by university departments, offices or affiliated agencies to support
Research outputs per‘Research Academic'staff Number of publications and other research outputs per academic staff or full-time equivalent (FTE.
Comparable definition of‘Academic Staff'and‘Research Time'can be difficult. Agreement on definition of‘Research Academic'.
Number Prestigious Nat'l/int'l Awards and Prizes A count of the number of prestigious national and international prizes won either in total or per academic staff.
Research income per academic staff or FTE Research income per academic staff or FTE supports cross-institutional comparisons,
adjusted for scale of institution. Important measure of research activity. Comparability is dependent upon institutional mission, context and discipline.
SUSTAINABILITY AND SCALE Postgraduate Research Student Load The ratio of research students (or Phd students) per academic staff or per‘Research Active'staff.
'Percentage‘Research Active'per total academic staff Ratio of the number of‘Research Active'per total academic staff.
Peer review panels are used also to assess the quality of research outputs and outlets of individual researchers for career promotion,
Research income‘research active'as percentage of total academic staff; libraries, equipment, etc. Drive Research Mission Differentiation Research output/bibliometric data Output per research academic Peer review Self evaluation Ratio of research income:
Data on Research Outputs, including output per academic staff Data on ratio of research income:
Data on research outputs, including output per academic staff; Peer review and/or citation data to determine scholarly impact;
representing the academic staff. Philippe Emplit is a member of the Interuniversity Council CIUF of the Belgian Communauté française CFB, the organism responsible for collecting in a coherent way the statistics for all CFB universities.
She is interested in the subject of mobility and knowledge flows focusing on the higher educated people, the human resources of S&t and the impact of foreign direct investments on mobility.
President of the Wollongong Women's Centre in the 1980s and Convener of the Richmond Education Centre, established by Labor's Schools Commission in the 1970s) and university bodies (i e. elected staff representative on the Councils of Prahran
Some universities could require staff to achieve 2 or 3 out of these 4 indicators.
Used as a proportion of total academic staff, this indicator can assist universities in building research capacity.
This approach to indicators can also be drilled down differentially to faculties and other units within universities. 9. 7 RESEARCH OUTPUT PER ACADEMIC STAFF Description:
Number of publications and other outputs per academic staff or Full Time Equivalent (FTE. The total research output is divided by the respective number of staff.
Who is counted depends on the type of output e g. the number of Phd graduates should be related to the number of professors
whereas the number of publications might be better related to the number of all research active staff.
not all academic staff may be research active. Therefore, it is may be difficult to determine the right denominator
which need to be taken into account. 9. 9. 2 RESEARCH INCOME PER ACADEMIC STAFF Description:
Research Income Divided by the Number of Academic Staff or FTE. Pro This indicator enables assessment adjusted to the size of the knowledge cluster,
e g. the number of academic staff or FTE because of the way different universities and countries consider this category.
Destabilisation and‘churn'in the system as the pressure to recruit talented staff results in rapid-paced mobility.
Increased differentiation amongst academic staff in terms of salaries and work-mix (teaching & research. Increased emphasis on effective performance management of academic units (faculties etc), research groups and individual academic staff.
Greater cohesion and organisation of discipline groupings, especially in professional fields such as creative arts, architecture, law, business and commerce,
of senior scientists (permanent academic staff), based on a common format; 1. 7. Representative publications authored by members of the team
. 1. Staff 3. 2. Teaching activities (incl. size of the classes) 3. 3. Financial data 3. 4. Third-mission activities the documents prepared by the disciplinary
"i e. internally available for ULB members of staff. The reports on discipline-specific teams are strictly"confidential,
research strategy, including human resources strategy and the focus of research, as well as issues such as the availability and quality of support services, research infrastructure, databanks, the teaching load of research-active staff,
and the staff-student ratio. Future Potential. While it is impossible to assess the future,
the panels were asked to focus on such indicators of future research potential as the Unit's vision and plans for the future,
issues such as the age and career profile of the research-active staff, the size of the unit,
list of research-active staff, description of the department's research profile (2 pages max.
complete list of publications, list of selected publications (2 per research-active staff) plus two copies of the publications selected, a short list of the best publications (three per permanent professorship
All the staff of the Evaluation Office were recruited through an open application procedure. Costs: Salary costs of the Evaluation Office:
'and deciding upon applications for promotion. Policy Objective (s: The main objective of AERES is the evaluation of all French research teams
-Research (Quality of research, Impact/effectiveness, efficiency)- Promotion of young researchers-Knowledge transfer (Transfer to society, knowledge dispersion) Indicators:
"Impact"relative to human resources; publications/citations/third-stream funding/patents per full-time equivalent researcher. Promotion of young researchers:
number of people working for their doctorate; number of (female) doctorates; Phd programmes; Phd process;
The ranking team is comprised of six CHE members of staff; additional human resources are provided by Die Zeit for the publication and programming of the online-version.
There are additional costs for the poll conducted among students and for the analyses of publications.
CHE now takes all publications into consideration that were produced by members of staff holding a doctorate.
1. Graduate schools for the promotion of young researchers 2. Clusters of Excellence for the promotion of top-level research 3. Institutional Strategies for advancing top-level university research.
These funds are to be available for the universities and their partner institutions for research and the promotion of young researchers until 2012.
A measure of research efficiency which compares competitive research funding won in 2007 with the number full-time equivalent academic staff.
Student-staff ratio. Full-time and part-time undergraduate students (weighted), divided by full-time equivalent teaching staff. A ratio of 10:1 as a benchmark for excellence, worthy of 100pts in the league table.
Source: Calculated from: Universities HEA 2007 data; institutes 2006 Department of education and Science data. Completion rates.
Teaching staff Full-time equivalent number of staff engaged in teaching. Mature/overseas students Those over 23;
Staff and collaboration ca. 14 units. Duration 4 (four) years. First appointment (Minister Berlinguer) in 1999;
while complementary information on human resources, financial resources, other research outcomes, and evaluation practices were submitted by end of September 2004.
In addition, it stated that academic staff not producing scientific publications in the last two or three years will not receive full salary upgrade
20%use of internal academic staff for teaching 20%adoption of student satisfaction surveys for the evaluation of teaching activities.
A reflection on the leadership, strategy and policy of/for the research programme An assessment of the quality of the research staff,(human resources, funding policies and facilities An assessment of the quality and quantity of the publications and of the publication strategies An assessment of the academic
ARWU uses several comparative and seemingly objective indicators of academic or research performance, including alumni and staff winning Nobel prizes and fields medals,
Given the expansive range of stakeholders in higher education, including students and their families, academic staff, institutions, governments,
such as the academic and research performance of faculty, alumni, and staff. The measures evaluated include publications, citations,
or research performance, including alumni and staff winning Nobel prizes and field medals, highly cited researchers,
Staff of an institution winning Nobel prizes and field medals Highly cited researchers in 21 broad subject categories Award Hici 20%20%Research Output Articles published in Nature
and the scholarly capacity of academic staff works toward giving ARWU a relatively solid level of credibility among a broad array of higher education stakeholders, in particular, researchers and policymakers.
the WUR intends to meet the needs of consumers (students, academic staff, researchers, policy makers) seeking reliable information about universities around the world.
PRSP staff researchers identify manually the actual number of articles and citations within the SCI/SSCI to identify those produced by each individual campus. This staff-intensive approach is used also to ensure the‘highly cited ESI'calculations are representative of overall institutional quality and not an outlier.
Dissemination, incl. how much information is available regarding data and methods: Dissemination is through the website,
After an initial planning and evaluation process by professional staff, Maccabi raised the idea of computerising Maccabi-affiliated independent physicians with the Independent Physicians Organisation
and it was agreed to set up a multidisciplinary committee comprised of representatives of the independent doctors and senior staff from the Maccabi Medical Department and IT Department.
and not when it is convenient for technical staff to provide it. When health IT was in its early stages,
e g. references in the monthly newsletters of involved cluster managers and promotions via diverse online intermediaries,
Despite multiple promotions and reminding activities only 131 respondents filled out the questionnaire, out of which the answers of only 70 could be analyzed.
Lack of Qualified Human resources as Barrier to Innovation BARRIERS TO INNOVATION IN SMES: CAN THE INTERNATIONALIZATION OF R&d MITIGATE THEIR EFFECTS?
SMES with a staff of 50 to 249 employees were found to be suffering more from this scarcity (60%)than did large firms (40%)(BITKOM, 2007b.
a) Financial constraints b) Finding qualified, suitable human resources c) Finding suitable cooperation partners with knowledge resources d)( International) Marketing of innovative products e
fast-growing markets such as China and India, may offer tremendous opportunities, e g. in the form of vast pools of qualified human resources in science and technology, cheaper labour costs and access to new, fast
BMBF, 2007). 3 3 DBR (2005), citing India's Department of Industrial Policy and Promotion,
Staff 14,942 Students 8, 438 7 Adlershof in Figures Science and Technology Park 11 non-university scientific institutes (1, 760 employees) 6
500 staff) Headquartered in Adlershof Utilization of UMG Si for solar cell production Microsystems and Materials Fields of Competence Semiconductor crystals Reference Materials Special Materials Catalysts Chemical analysis
Increasing private investment Services 45 WISTA-MANAGEMENT GMBH Services for Companies Comprehensive building infrastructure Favorable rent and additional expenses Incubation and promotion of start-ups
High Tec Facilities Lab and related office space at low rents for SME Flexibility Berlin Subsidies Investment subsidies Research subsidies Personel recruitment subsidies
buy and long-term lease, project development High quality community and service facilities Highly qualified staff Efficient networks Established basis for business with the international market Low costs in Berlin
they should bring talented people into the region, harness regional strengths on a global scale and foster an open exchange of knowledge, staff and expertise.
the jobs emerging from the staff salary and student living expenditure in the region and universities'economic activity induced by additional expenditure in the regional supply chain.
human resources, attracting talent to the region and developing stronger clusters. The Capital Region Growth Forum in Hovedstaden (2007-2020) is the most important regional body for innovation and business development:
and technology centre (ZIT) that serves as the technology promotion agency of the region and the Vienna Science and Technology Fund (WWTF) that promotes different initiatives,
This work was cofinanced through the European Social Fund through The Sectoral Operational Programme Human resources Development 2007-2013,
Promotion of scientific and technological excellence, support of international R&d connections The planned interventions of the measures are aligned fully with the RDI Strategy coordination with the S3 plans is ongoing Measuring the progress Monitoring
The passage from demand to research was mediated by a virtuous combination of use of existing capabilities, accumulated knowledge and human resources,
pedagogical staff & scientists with monitoring & documentation of everyday situations 17 Employment Context This section very briefly summarises the main findings arising from the desk research carried out across Europe in relation to strategic issues, trends and challenges
whilst on the other hand there is evidence this condemns many who do not have such resources to a working life characterised by intermittent and uncertain work and income. 11 In Europe,
Slivers of Time's portal can be tailored to specific needs linking employers wanting short-term staff with workers offering flexible work,
80,000 job seekers with loose links to the labour market, with 13. 7m potential, facilitated by 9 full-time-equivalent staff across the UK.
and enables them to plan their working life much better around other demands on their time.
plus 10 additional staff (team leaders and skilled employees), compared to former‘normal'workplace. CSE:
This model enables much greater control over the strategic disposition of personnel resources in deploying both permanent and occasional staff
and employment contracts, mediated as necessary by policy-makers and regulators to circumvent exploitation and ensure that the societal interest is also upheld.
The creation of a fully equipped workshop with skilled staff to instruct and assist in the use of the equipment that is needed,
& strengthen social cohesion-Online internet platform and social media for promotion, news, contacts, discussions, advice,
legal and regulatory frameworks do not hinder their successful operation but instead move to permissiveness, if not direct promotion of them.
legal and regulatory frameworks do not hinder their successful operation but instead move to permissiveness, if not direct promotion of them.
legal and regulatory frameworks do not hinder their successful operation but instead move to permissiveness, if not direct promotion.
The promotion of new types of open data and the shared knowledge creation this enables,
legal and regulatory frameworks do not hinder their successful operation but instead move to permissiveness, if not direct promotion of them.
The promotion of new types of open data and the shared knowledge creation this enables,
importance of health promotion-Consumers'personal choices and behaviors are significant determinants of their overall health,
For instance, THE WHO led Ottawa Health Convention of 198671 summarises that health promotion goes beyond health care.
For instance, health promotion is seen to support personal and social development through providing information, education for health,
The public sector staff involved (doctors, nurses and physiotherapists) have been very positive in their use and acceptance of the Patient Briefcase,
generating sales and raising awareness, promotion for HIV/AIDS projects/organisations, de-stigmatisation, and maybe even other charitable TLDS being registered.
Heavier promotion to ensure such practices with better channels of distribution will undoubtedly ensure the better reception of e-health.
which normally require a staff home visit, an outpatient visit at the hospital or admission to hospital.
The technology enables the patient to maintain close personal contact with specialist staff and doctors, nurses and physiotherapists as in the hospital setting,
staff & scientists with monitoring & documentation of everyday situations-Advanced training for pedagogical personnel & parents in diagnostic skills.
In fact all cases support knowledge communities for the students, teachers and sometimes parents or other pedagogical staff and to varying degree technical designers (for instance game designers in the Quest to learn example.
open system and a promotion and communication plan that will help to identify this initiative as a reference for Catalan competitiveness amongst citizens.
transparent system of participation and a promotion and communication plan. 10. As in the two previous agreements, ECAT 2020 encourages participation
and employment, helping to ensure that they make appropriate choices about their professional career and training needs.
& promotion of scientific excellence are not sufficient. Carefully designed policy instruments should target knowledge exploitation and technology transfer.
and on the promotion of innovative clusters. When the programme was launched the government declared that pole cities will receive €400m (altogether) for the implementation of their strategies.
which was responsible for the management of innovation promotion programmes, for consultancy in innovation management issues,
For the past couple of years the trend for regional innovation promotion is marked by the centralisation of coordination to the national level and a shift towards OPS as the main (unique) funding mechanism.
and to the promotion of specific industries/technologies. Support to the development of accredited innovation clusters was continued in the framework of the Enterprise Development Operational Programme of the New Széchenyi Plan.
Human resources The regional innovation policy mix does not target human resources in terms of supporting higher education institutions'education activity.
Priority 3 of the New Hungary Development Plan (Social Renewal) targets among other things tertiary education, specifically the development of human resources necessary for research development and innovation.
X X X X Science-industry co-operation and technology transfer X X X X X Human resources development X X X
INNOREG's policies have focused mainly on the promotion of regional innovation culture (section 3. 1). Other policy initiatives included project generation:
Foundation for Enterprise Promotion and Pro Régió Agency Central Hungary Regional Development Agency Ltd. INNOREG participates in innovation strategy design as well as in the measurement of regional innovation and in the monitoring and evaluation of regional innovation programmes.
It is to be achieved through the development of infrastructure and human resources and the realisation of a socially conscious
supporting innovation oriented developments, improving human resources, improving public services, revitalisation of natural environment, developing the region's transport structure.
It is to be achieved through the development of infrastructure and human resources and the realisation of a socially conscious
development of human resources of the demand and supply sides, presenting and spreading modern product development methods.
media events that provide publicity to innovative actors'results. 6. Promotion of the diffusion, production and use of new products and technologies by information provision about access to venture capital or to business angels
CENTRE FOR DISTANCE-SPANNING TECHNOLOGY-Sweden LUNARIA, SOCIAL PROMOTION ASSOCIATION-Rome, Italy MAPPINGFORCHANGE-London, UK MODUL UNIVERISTY VIENNA-Vienna, Austria NESTA-UK
require promotion to start the raising awareness process. Making sense of the issue is a preliminary requirement for people developing an interest in,
and health promotion. The requirement for custom-built products and services (individualisation of care) and real-time delivery (to improve customer satisfaction.
as is increased an documentation workload for staff and direct healthcare professionals. Other issues to be addressed include training, physical security and confidentiality of patient-related data.
Promotion of education, training, and national planning capacity in information systems and technology Convening groups for the implementation of standards Providing continuity of funding Ensuring the equitable distribution of resources,
and values of a museum's staff The services a museum manages The business model of a museum The way a museum communicates
Staff-mobile technologies in museums require staff to'think digitally 'and to apply this mindset across all aspects of their work.
whether those are its staff and their expertise, monetary funds for initial and continued development or the technical infrastructure needed to manage
and promotion-whatever a museum produces, it will be wasting its time and resources if it does not actively engage in marketing these new projects and services to its public.
The marketing needs to involve as much creative thinking as the development of the mobile offer itself to ensure that the right method of promotion is used
which provided temporary staff for over fifteen years. Digitising the Stadtgeschichtliches Museum Leipzig. Volker Rodekamp 31 32 The entire process of collection management has now been changed
and additional staff to perform retrospective documentation. It has become clear that the broadened presence of the museum's collections on the Internet
Without additional staff and technical equipment, however, it will be a challenge to adequately serve these new requests
It is no longer only a matter of free entrance, simplification of contents, effective communication or good cultural promotion.
all members of staff personally contacted their colleagues, friends, associations and local communities-schools, families,
staff could be motivated and, most importantly, so that partial results could be communicated in a transparent and efficient manner to the public,
promotion of know-how; education; and the digital community; 2. Sustainable development-the'green'economy; low carbon emissions;
and traditional job descriptions are becoming scarce. Most of these conditions are irreversible. There is no going back.
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011