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Yr Athro /Professor Iwan Davies

Campus Gwyddoniaeth ac Arloesedd Prifysgal Abertawe. The Science and Innovation Campus. Yr Athro /Professor Iwan Davies. Ionawr /January 2013. Bartneriaeth Ddysgu Ranbarthol Regional Learning Partnership. Swansea University.

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Yr Athro /Professor Iwan Davies

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  1. Campus Gwyddoniaeth ac Arloesedd Prifysgal Abertawe The Science and Innovation Campus Yr Athro/Professor Iwan Davies Ionawr/January 2013 BartneriaethDdysguRanbarthol Regional Learning Partnership

  2. Swansea University

  3. Key Priorities for Higher Education_________________________________________________________________________________________________________ Opportunity High quality learning and teaching – internationally respected standards Excellence Competitive world-class research Impact Economic, social and cultural contribution

  4. Regional and National Mission: Swansea University The University has a key role to play “Universities and specialized research centres are the driving force behind innovation in nearly every region” Clusters of Innovation National Report, USA Council on Competitiveness, Washington DC, 2001

  5. The economic geography of the UK, Universities and urban areas 87% of economic activity 82% of Universities

  6. Strategic Leadership • Historically, UK universities have tended to engage with wealth creation indirectly and piecemeal, including • Providing skilled graduates • Collaborative research with industry • Consultancy and other support to existing companies and businesses • Spin-out new companies to exploit university IP and expertise • Licensing IP A more strategic approach is required if universities are to be powerhouses of a Knowledge Economy

  7. There is growing evidence that the current Science Park model fails to maximise the potentially mutual benefits of University/Industry collaboration

  8. The New Landscape for Learning Transformational £400m development to include existing campus and a new Science and Innovation Campus Construction of new Campus: 80% expansion of Engineering 100% expansion of Business and Economics 60 acres of new Campus with focus on R&D 800+ additional acres of SSSI and beach Campus with 1000+ students in residence in Phase 1

  9. Construction of Bay campus • Transfer of staff and students • Closure of Hendrefoelan student village • Refurbishment programme at Singleton Park • Reinvestment at Singleton Park Campus Development Programme

  10. The International Context Academic world has always been characterised by centres and peripheries The centre-periphery dynamic and networks Nearly 3 million students are studying outside their home countries By 2020 this will rise to 7 million

  11. Research Outputs: Activity Index for UK, China, Brazil and India across ten research fields in 2000 and 2010 International Comparative Performance of the UK Research Base – 2011, p 32; Fig 4.3

  12. China “China must rely on scientific innovation and an improvement in labour quality to enhance the quality and efficiency of (economic) growth. Universities are at the centre stage of a more sustainable economic path”Prime Minister, Wen Jiabao, March 2011

  13. Brazil’s Innovation Strategy • Strengthen the National Innovation System • Increase R&D in strategic areas • A growing knowledge workforce • More knowledge created through citation • FINEP (the Innovation Agency) to invest • $2bn per annum to finance innovation

  14. International collaboration map for the UK in the period 2006-2010, world excluding Europe International Comparative Performance of the UK Research Base – 2011, p 58; Fig 5.2A

  15. Responding to the Future The abundance of the virtual created a hunger for the ‘real’ Unique assets: Facilities; The Professoriate; The Transcendent Outstanding education Safe community environment Outstanding facilities International alumni

  16. Responding to the Future ‘Bricks’ replaced by ‘clicks’ perception Location does matter Science and engineering facilities Learning how to learn even in social sciences is a 1:1 experience Learning to do Learning to be Learning to become Control and proximity matters for disruptive innovation Network of researchers and tryst among this is essential in building critical mass Regional dimension and shared facilities The entrepreneurial University

  17. Vision 2030 • Not aspiring high enough • Hitting the wrong mark • “If we accept a home of our own makingFamiliar habits make for indolence.We must prepare for parting and leave takingOr else remain the slaves of permanence.”Herman Hesse – ‘Stages’ • “The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.”Michaelangelo

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