Principle 1:


Knowledge exchange is a recognised part of the overall institutional strategy and is valued for the social, cultural and economic outcomes it helps us achieve. We have a clear understanding of the institutional role and the purpose of KE, including the recognition of the needs and interests of potential and current partners and beneficiaries, ensuring a commitment to inclusivity and equality.

Clarity of mission is essential for efficient and effective KE. Staff, students and external organisations need to understand the aims and priorities of the institution’s senior leaders and governors in relation to the whole range of KE activities undertaken by the institution.


Key enablers could include :


A strategy relating to KE is developed in consultation with staff, students and key partners and is accountable to senior leaders of the institution. It will be regularly reported on and updated following institutional consultation and approval by governing bodies.


A clear statement exists concerning the modes of KE that are a priority and hence supported in the context of an underpinning institutional strategy and priorities; the statement explains how the benefit will be maximised for wider social outcomes at local and national levels and social and cultural benefit should be considered alongside economic benefit.


Where this is a KE objective, a published statement is made on the nature of the civic/ regional leadership role of the institution within its place-based contexts, including its role in bringing together public, private and third-sector organisations into a wider KE ecosystem.


A defined approach to both academic and professional leadership roles within the senior management team, and how institutional accountabilities relating to KE are overseen by the institution’s governing body.


An evidenced approach to sustainable institutional investment to meet agreed institutional KE objectives that demonstrates full consideration of maximising opportunities for the efficient, effective and shared use of both human and capital assets.


A clear commitment to provide routes and support for students to engage with all aspects of KE, including enterprise and entrepreneurship, with due consultation with students on the approach.


A clear recognition of the role of key partners in KE and the reciprocal benefits this can bring to all parties involved through co-creation of strategy and approach.

© 2020 National Centre for Universities and Business V 1.1.0