Beiträge zur Hochschulforschung - European University Association

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48 Mark Lammerts Challenges of university-business cooperation Mark Lammerts, Director of Marketing & Communications, Delft University of Technology Delft University of Technology generates between 15 to 20 per cent of the total income from contract work with the private sector which is above average on the European continent. This paper describes the different ways of Delft University to work with the corporate sector such as contractual research and working in consortia. It then pictures how it makes use of its extensive on-campus research facilities for partners from industry, and shows a range of services that are offered to third parties. The article concludes with a glance at success factors and pitfalls in working with the corporate sector. 1 Introduction When Delft University of Technology was established by King Willem II, it was as a “Royal Academy for the education of civilian engineers, for serving both nation and industry, and of apprentices for trade”. The latter suggest that Delft University has strong ties with corporate world from the early days of its existence, and indeed it has. Traditional links with the corporate sector exist on many levels and over all of its eight different faculties. Delft University of Technology is the Benelux’ biggest technical university and to- gether with Imperial College, ParisTech, Aachen and ETH Zürich it forms the so-called IDEA league. No less than 5 out of 8 deans of this university have worked in the corporate sector before joining the university, which demonstrates its unique knowl- edge of the corporate world and the strong ties it has with companies. Diversifying income is about more than working with the corporate sector. Currently 4.5 per cent of Europe’s university funds come from philanthropy. A good example of this are the Nanoscience activities of Harvard, Delft, Cornell and Caltech, which have been recognized by the Kavli Foundation as being at the frontiers of nanoscience, and grants are received in order to “to seek answers to the most fundamental questions”. The Kavli Institute of Nanoscience at the department of Nanoscience in Delft is the only Kavli Institute for Nanoscience outside of the US. In general terms there are several ways to diversify income streams among which philanthropy (as above), student contributions, international public funding and funding Beiträge zur Hochschulforschung, 33. Jahrgang, 2/2011
University-business cooperation from working with the corporate sector. All diversification types are explored at Delft University of Technology. This is the focus of the next part of this article. The need for diversification of income streams Over the last couple of years student numbers at the University have risen dramati- cally as can be observed in graph 1. At the same time public funding has stalled (graph 2), a common issue across European universities, but especially eminent in Delft. Clearly this situation requires an active strategy towards diversifying income streams and, although currently around a quarter of the university’s income is coming from other streams than from direct public funding, this might need to grow further. Graph 3 demonstrates that the level of income from contract work has already risen strongly 16,600 in recent years. 16,100 Graph 15,600 1: Strong increase in student numbers 15,100 16,600 14,600 16,100 14,100 15,600 13,600 15,100 13,100 14,600 12,600 14,100 1995 13,600 1996 1997 13,100 12,600 1995 1996 360 400 340 380 320 360 300 340 280 320 300 1997 1998 1999 2000 2001 Graph 2: Public income stream flattens 400 380 1998 1999 2000 2001 280 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Beiträge zur Hochschulforschung, 33. Jahrgang, 2/2011 49 2002 2002 2003 2003 2004 2004 2005 2005 2006 2006 2007 2007 2008 2008 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2009 2009
Page 1: IHF Beiträge zur Bayerisches Staat
Page 4 and 5: Impressum Beiträge zur Hochschulfo
Page 6 and 7: 2 Orientation, themes and target au
Page 8 and 9: 4 Editorial Obwohl Hochschulen als
Page 10 and 11: 6 We would like to warmly thank the
Page 12 and 13: 8 Abstracts Partnerschaften und die
Page 14 and 15: 10 Abstracts Mark Lammerts: Challen
Page 16 and 17: 12 Jean-Marc Rapp An introduction t
Page 18 and 19: 14 Jean-Marc Rapp long-term financi
Page 20 and 21: 16 Jean-Marc Rapp The European Unio
Page 22 and 23: 18 Thomas Estermann, Enora Bennetot
Page 44 and 45: 40 Nigel Thrift Income diversificat
Page 46 and 47: 42 Nigel Thrift that, on average in
Page 48 and 49: 44 Nigel Thrift relationships with
Page 50 and 51: 46 Nigel Thrift South Africa and Ta
Page 54 and 55: 50 Mark Lammerts Graph 3: Increasin
Page 56 and 57: 52 Mark Lammerts Joining forces wit
Page 58 and 59: 54 Mark Lammerts strategy building,
Page 60 and 61: 56 Mark Lammerts When talking to me
Page 62 and 63: 58 Joanna Motion, Adrian Beney Inco
Page 64 and 65: 60 Joanna Motion, Adrian Beney 3 Lo
Page 66 and 67: 62 Joanna Motion, Adrian Beney Ther
Page 68 and 69: 64 Joanna Motion, Adrian Beney able
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Page 72 and 73: 68 Sheila Gupta Professionalisation
Page 74 and 75: 70 Sheila Gupta ment structures. Go
Page 76 and 77: 72 Sheila Gupta institutions are of
Page 78 and 79: 74 Sheila Gupta ■ Delivering new
Page 80 and 81: 76 Michael Jansen Funding condition
Page 82 and 83: 78 Michael Jansen This is in partic
Page 84 and 85: 80 Michael Jansen 2012. This notabl
Page 86 and 87: 82 Michael Jansen which can only be
Page 88 and 89: 84 Michael Jansen ing the strategy
Page 90 and 91: 86 Thomas Estermann, Monika Steinel
Page 96 and 97: 92 Bibliography Bibliography Aartse
Page 98 and 99: 94 Hinweise für Autoren Hinweise f
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