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faculties of Engineering, Science and Agriculture, and Social Sciences. The relationship between the faculty BDOs and thecampus wide BDO has never been formally spelled out, but there is an understanding with the Ag/Science BD Unit that theywould focus on the technology and the stakeholders, with the campus BDO working on common issues of intellectual property(IP) policy, contracting and staffing.According to Finance and General Purposes Committee paper (2002), the BDO’s first activities involved marketing universityexpertise in a consulting mode. The BDO has now spun off the bulk of its consulting activities to the university consultingcompany and done something similar for international operations, by helping set up an international office and supporting it asit grows. We were not able to meet with the consulting company, but found the international office in an embryonic state, witha recently hired director and no staff.The BDO is now involved principally with obtaining major international research grants, marketing the expertise of the campusto the private and public sectors, overseeing (IP) on the campus and UWI and seeking philanthropic gifts. It seems the IPactivities do not focus solely on research-related issues but respond to all requests about IP issues from the Campus Principal,such as developing a policy for copyright and royalties the university would have to pay to outside agents for things likephotocopying. Earlier attempts at focussing on fundraising have been reduced to accommodate other requests. The BDO hasalso been tasked with commercializing property owned by the university and acquiring new property for expansion. In additionthe office serves to assist the development of certain community colleges and junior universities in the region. The Director isalso called upon to write speeches for the Campus Principal, edit research reports, attend to visits by international dignitaries,represent the university in external stakeholder meetings and explore potential international relations. BDO staff have beenasked as well to write a business plan for a university lab which is producing industrial products for sale, relating to graphite, andare responsible now for dealing with food concessions where the university has external contracts and acquisition of land. OneBDO officer has spearheaded a Master’s degree in sports management with FIFA.The BDO is housed in its own building (undergoing reconstruction) and generally enjoys infrastructure at a developed countrylevel. It has a Director, 4 permanent professional staff, 1 professional staff on contract, 2 research assistants and 2 support staff.All staff seem very well educated and highly committed to carry out their core activities. Nevertheless, they are not formallyeducated in the specialized aspects of their fields and not as well trained in these aspects as would be their colleagues in mostdeveloped country universities. For example, no one has a Master’s degree in Research Management, which would be quitecommon in developed country universities in an office like this. In fact, the better universities would often have people on staffqualified at a PhD level in appropriate fields.4.1 RM and BD Activities at the UWI St. Augustine CampusIn the course of the consulting project, we found both a lack of academic literature on defining and organizing these concepts,and professional management overview of what was occurring at the UWI. Therefore, we focussed on organizing the activities ofBD and RM into a single framework. Table 1 summarizes this thinking. It lists the various types of products or services theuniversity has to sell to customers or exchange with stakeholders. Within each category, we list the different types of productsnoticed and then the different type of customer or stakeholder for each product. The remaining 2 columns on the right portray theinvolvement we noted by the BDO and the UWI.This table should not be viewed as a complete representation of the situation of BD and RM at the UWI, given the short timeperiod for gathering data and the fact that this seems to have been the first attempt to do so for the full range of activities andinstitutions involved. For example, in the first row, only 1 instance is noted where a facility was named for a donor – and in thiscase the organization became an independent body outside the UWI control. From this knowledge, we would conclude theuniversity has hardly begun to address this issue, but it probabl a more thorough search would note a few more instances.However, much more work would still be required to create a strong evaluation, for example by comparison against a peerinstitution. In leading business schools, practically every lecture room can have a corporate plaque on it, and the sale of thename of the school usually nets many millions of dollars. Against this kind of benchmark, it would seem likely that the UWI,even if more instances are to be found, will still be barely scratching the surface on this particular practice.While the picture overall of the UWI is rather limited engagement, it does not mean there is no or only limited potential for more;in fact, there is enormous potential that could be quickly harnessed in many areas that would generate huge sustained benefitsfor the university and Trinidad and Tobago. One example worth mentioning relates to the “Caribbean Anthurium KnowledgeIndustry”. An informal brochure with this title indicates a clear desire to use advanced scientific knowledge directly for industrialdevelopment, as well as an awareness of the major components that would take action on this desire. There is a focus on theindustry, its needs, the role of knowledge, the ways of producing innovation, the function of stakeholder involvement, discussionof mechanisms to innovate and create new firms, market the knowledge and handle profits. While this is a nascent initiative, itdemonstrates the opportunities exist and that there are faculty who want very much to develop them. Making this happen is nota trivial task, but not impossible.5. ConclusionsBoth BM and RM are critically important activities for the UWI and for any other university. They need to be examined in muchgreater detail and practiced much more professionaly.While there are significant overlaps, BM and RM are not identical. When they are displayed together in the form of Table 1, itdoes show that universities have many “non-traditional” products and services of great value they can use to sell to customersand engage stakeholders. Creating and managing these individual products needs to be done in a devolved manner usingspecialized organizations within the university. Most universities do have these specialized organizations, but what many do nothave, like the UWI, is a coherent and complete management oversight. While executing RM and BD should be done byspecialist organizations, some repeated in multiple structures in each faculty, the RM/BD function is something that should bedone by a single office at the overall university level. Its purview should cover all the activities listed in Table 1 from the point ofMadrid, October 20, 21 & 22 - 2010331