Criteria for Enterprise Route Esteem Innovation & Impact Contribution Academic Leadership Enterprise E1 Record of success in I1 Track record of relevant C1 record of securing AL1 Successful delivery of Evidence knowledge transfer to outputs at national and external funding leading to enterprise-related projects. would be demonstrably improve the international level (journal business growth and significant expected to performance of business, papers, conferences new (profitable) income streams Leadership in the design AL2 include: commerce or industry. publications, books). for the University. and delivery of enterprise or projects, such as “applied” E2 High standing in relevant I2 Development of new C2 Application of knowledge to knowledge exchange with national professional working relationships with improve public sector industry, consultancy services, organisations. business or other external performance and quality of life by training or CPD activities. partners for mutual benefit of informing public policy and E3 Active relationships with the University and external government and/or through AL3 Effective mentoring of external bodies or organisation. partnership with the voluntary colleagues, developing the skills organisations, for example as sector, or the cultural and base in enterprise activity. invited advisory roles and I3 Introduction of new partners heritage sector. membership of appropriate to the University in line with AL4 Successful programme boards. strategic ambitions. C3 Linking enterprise to the leadership. curricula, enhancing engagement E4 Contribution to the I4 Discoveries, inventions, of employers with students and AL5 Successful supervision of development of policies and patents or exploitation of the curricula and development of postgraduate research students. practice in the relevant sector. Intellectual Property Rights work-related opportunities for that lead (or are likely to lead) students. AL6 Leading capacity building E5 Major strategic contribution to benefit for the University or initiatives and staff development to enhancing the status of the society. C4 Influencing and shaping activity. University in enterprise and University policy and process to innovation. I5 Leading contribution to the ensure effective mechanisms are AL7 Collaboration with, and advancement of knowledge developed for enterprise activity. influencing of, colleagues within E6 Raising the profile of the transfer at national or the University in the development University through significant international level. C5 Serving on relevant school or of enterprise activity. public events or communication faculty-level committees and of research results to external I6 Establishing relevant groups within the University. audiences and bodies. networks or interest groups. I7 Communication of research results to the public or public bodies, leading to changes in practice/policy.
Criteria for Enterprise Route Enterprise Esteem Innovation & Impact Contribution Academic Leadership Evidence would be expected to include: E1 Record of success in knowledge transfer to demonstrably improve the performance of business, commerce or industry. E2 High standing in relevant national professional organisations. E3 Active relationships with external bodies or organisations, for example as invited advisory roles and membership of appropriate boards. E4 Contribution to the development of policies and practice in the relevant sector. E5 Major strategic contribution to enhancing the status of the University in enterprise and innovation. E6 Raising the profile of the University through significant public events or communication of research results to external audiences and bodies. I1 Track record of relevant outputs at national and international level (journal papers, conferences publications, books). I2 Development of new working relationships with business or other external partners for mutual benefit of the University and external organisation. I3 Introduction of new partners to the University in line with strategic ambitions. I4 Discoveries, inventions, patents or exploitation of Intellectual Property Rights that lead (or are likely to lead) to benefit for the University or society. I5 Leading contribution to the advancement of knowledge transfer at national or international level. I6 Establishing relevant networks or interest groups. I7 Communication of research results to the public or public bodies, leading to changes in practice/policy. C1 record of securing external funding leading to business growth and significant new (profitable) income streams for the University. C2 Application of knowledge to improve public sector performance and quality of life by informing public policy and government and/or through partnership with the voluntary sector, or the cultural and heritage sector. C3 Linking enterprise to the curricula, enhancing engagement of employers with students and the curricula and development of work-related opportunities for students. C4 Influencing and shaping University policy and process to ensure effective mechanisms are developed for enterprise activity. C5 Serving on relevant school or faculty-level committees and groups within the University. AL1 Successful delivery of enterprise-related projects. AL2 Leadership in the design and delivery of enterprise or “applied” projects, such as knowledge exchange with industry, consultancy services, training or CPD activities. AL3 Effective mentoring of colleagues, developing the skills base in enterprise activity. AL4 Successful programme leadership. AL5 Successful supervision of postgraduate research students. AL6 Leading capacity building initiatives and staff development activity. AL7 Collaboration with, and influencing of, colleagues within the University in the development of enterprise activity.