UID:
almahu_9949320101402882
Format:
1 online resource (134 pages)
ISBN:
9783030788933
Note:
Intro -- Introduction -- References -- Contents -- Editors and Contributors -- 1 King Abdulaziz University Approach to Develop Financial Resources -- 1 Introduction -- 2 The Current Status of KAU, Its Financial Resources, and Its Need for Other Resources -- 3 Investment Management in KAU -- 4 General Administration for Self Resources -- 5 The Deanship of Community Services and Continuing Education -- 6 Research and Consulting Institute (RACI) -- 6.1 Scientific Chairs -- 6.2 Central Laboratories -- 6.3 Contractual Researches -- 6.4 Consultations -- 6.5 Educational, Academic and Training Supervision -- 6.6 Expertise Houses -- 7 KAU Research Endowment Fund -- 8 Wadi Jeddah Company -- 8.1 Wadi Jeddah Ventures Fund -- 8.2 Manarat Al-Maarifa -- 8.3 Kindasa Water Services Project -- 8.4 The Molecular Imaging Company, I-ONE -- 8.5 Montalqat Advanced Company for Communication and Information Technology -- 8.6 Clinical Research Organization (CRO) -- 8.7 Knowledge Medical Village Company -- 8.8 Saudi Alliance for Development of Education and Training-Safea -- 8.9 Jeddah International Academy -- 8.10 Jeddah Advanced Driving School -- 8.11 SAFEA Knowledge Institute for Training -- 9 Research Excellence Centers -- 10 Center of Creativity and Entrepreneurship -- 10.1 Business Incubators -- 10.2 Business Accelerators -- 11 Knowledge Economy and Technology Transfer Center -- 12 Technology Transfer by Marketing the University Research Outputs and Patents -- 13 Future Projects -- 14 Post-Coronavirus Pandemic University Funding -- 15 Conclusion -- References -- 2 Monetizing and Growing the Assets of Higher Education Institutions -- 1 Introduction -- 2 Higher Education Institutions as Economic Entities -- 2.1 Assets-What They Consist of -- 2.2 Monetizing Assets-What Organizations Do with Their Assets.
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2.3 Tracking Asset Monetization-Financial Reports and Their Limits -- 3 The Six Asset Monetization Tactics of Higher Education Institutions -- 3.1 "Wringing Out" Resources to Invest: Liquidation, Cost Reduction, and Efficiency Promotion -- 3.1.1 Cost Reductions to Balance the Budget -- 3.1.2 Costs Incurred as Well as Costs Saved by Economizing -- 3.1.3 Future Look: Closer Ties to Investments and More "Routine" Cost Controls -- 3.2 "Borrowing" Resources to Invest: Acquiring and Restructuring Debt -- 3.2.1 Borrowing to Survive Versus Borrowing to Thrive -- 3.2.2 Future Look: Making Debt a Part of More Complex Transactions -- 3.3 "Trading" Resources to Invest: Joint Ventures and Public Private Partnerships -- 3.3.1 Trading to Enhance HEI Value -- 3.3.2 The Role of Incentives in Long Term Trades -- 3.3.3 Future Look: Moving Toward Core Academic Assets -- 3.4 "Soliciting" Resources to Invest: Gifts, Grants, Endowments -- 3.4.1 The Cost of "Free Money" -- 3.4.2 Potential Donors as HEI Assets -- 3.4.3 Gifts to Endowments Versus Current Operations -- 3.4.4 Future Look: New Competitors, New Business Models, Old Uses -- 3.5 "Selling" Monetized Assets: Course, Degrees, Research -- 3.5.1 Limits to Selling Mainstream Services -- 3.5.2 After Selling, Collecting -- 3.5.3 Capturing the Market Value of Faculty Research -- 3.5.4 Future Look: Micro-analytics for Pricing Macro-services -- 3.6 "Creating" Monetized Assets: New Businesses, Programs, Services -- 3.6.1 Innovations Big and Small, Core and Non-core, Easy and Difficult -- 3.6.2 The Special Case of Monetizing Faculty Research -- 3.6.3 Future Look: Monetizing Innovation to Include Faculty -- 3.7 Conclusion and Discussion: Process Versus Purpose in a New Environment -- References -- 3 Making Choices: Matching Sustainable Funding with Strategic Priorities in Higher Education -- 1 Introduction.
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2 Existing Funding Models for Most Common Types of Universities -- 2.1 Incremental Funding -- 2.2 Zero-Based Funding -- 2.3 De-Centralized Funding -- 2.4 Activity-Based Funding -- 2.5 Performance-Based Funding -- 2.6 Centralized Funding -- 3 Budget Model for a Growing Modern University -- 3.1 Principles of the Model -- 3.1 Principles of the Model -- 4 Strategic Objectives and Plan for Research Intensive Universities -- 4.1 Building with Your Community -- 4.2 Implementation of Plan -- 4.3 Empowering Academic and Non-academic Units -- 5 Aligning University's Key Differentiators with External Funding Sources -- 5.1 Aligning Priorities Between Partners -- 5.2 Entrepreneurship, Commercialization, and Intellectual Property -- 5.3 Importance of External Funding Sources -- 6 Making Choices in the Time of COVID-19 -- 6.1 Internal Models During COVID-19 -- 6.2 External Funding for Research During COVID-19 -- 7 Conclusion -- References -- 4 The Constant Search for New Sustainable Funding Sources for Public Universities -- Abstract -- 1 Introduction -- 2 The Role of a University Leader -- 3 International Variations in the Funding of "Public" Universities -- 4 Lessons for Universities Elsewhere in the World -- 5 Alternative Sources of Income -- 5.1 Philanthropy -- 5.2 Industry/Business -- 5.3 Commercialisation of Research -- 5.4 Digital Technologies and Future Horizons -- 6 Conclusions -- References -- 5 Public Universities, in Search of Enhanced Funding -- 1 Introduction: Public or Private -- 1.1 Developments World-Wide in Public Versus Private -- 1.2 Some Figures on Private Versus Public -- 2 Funding Matters -- 2.1 Research Funding Matters for Innovation -- 2.2 Education Funding Matters for Economic Growth -- 2.3 Budgets Matter -- 2.4 Why is University Education Not Becoming Cheaper? -- 3 Resource Acquisition -- 3.1 Potential Sources: Government.
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3.1.1 Government Funding for Education -- 3.1.2 Government Funding for Research -- 3.2 Limits to Acquisition: Mission and Money -- 4 Endowments and Gifts -- 5 Tuition Fees and Access -- 5.1 International Students as a Source of Income -- 5.2 Selling Education -- 6 Income from Research Alliances, Patents and from Start-ups -- 7 Post COVID 19 and University Resources -- 8 Conclusions -- References -- 6 The Importance of Fundraising and Endowments: The Role of Private Philanthropy -- 1 Introduction -- 2 How Philanthropy is Done: Why Would Individuals Donate? -- 2.1 Pay It Forward -- 2.2 Make an Impact -- 2.3 Generate a Legacy -- 2.4 Create a Tax Benefit -- 3 The Mechanics of Philanthropy -- 3.1 Annual Giving -- 3.2 Capital Campaigns -- 3.3 The Fundraisers -- 3.4 The Forms of Revenue -- 4 How Resources Are Used -- 5 The Strengths, Weaknesses, and Dangers of Fundraising -- 5.1 Strengths of Fundraising -- 5.2 Weaknesses and Dangers of Fundraising -- 5.2.1 Donor Influence -- 5.2.2 Strategic Direction -- 5.2.3 Unforeseen Fiscal Costs -- 5.2.4 Institutional Beliefs -- 6 Conclusions -- References -- 7 Share the Mission: Philanthropy and Engagement for Universities -- 1 Introduction -- 2 Philosophy of Giving -- 3 Covid Disruption and Donation -- 4 Taxing Effects -- 5 The Magic of Matching -- 6 The Donation Pyramid -- 7 University as Family -- 8 Alumni Value -- 9 Uneasy Engagement -- 10 Conclusion -- References -- 8 Technology Transfer and Commercialization as a Source for New Revenue Generation for Higher Education Institutions and for Local Economies -- 1 Introduction -- 2 The Business of Technology Transfer -- 2.1 What Exactly is Technology Transfer -- 2.2 The Regulatory Framework for Technology Transfer -- 2.2.1 The Bayh-Dole Act (U.S.) -- 2.2.2 Other Countries with Legislation Similar to the Bayh-Dole Act.
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2.3 Protecting and Managing Technology Innovation and Investment -- 2.3.1 What is a Patent? -- 2.3.2 What is a Trademark or Service Mark? -- 2.3.3 What is a Copyright? -- 2.4 Summary -- 3 The Potential of Tech Transfer for Universities -- 3.1 The Impact of University-Based Tech Transfer -- 3.2 Technology Transfer Across Industries -- 3.2.1 Types of Technology Transfer -- 3.2.2 Identifying Market Opportunity -- 3.3 Mechanisms for Translating New IP Into Products for The Market: 1980 to Now -- 3.3.1 New Systems and Technologies -- 3.3.2 Financial Need -- 3.3.3 Investment -- 3.3.4 Laws and Policies -- 3.3.5 Government Programs -- 3.4 Summary -- 4 Tech Transfer on Campus-From Licensing to Entrepreneurship -- 4.1 The Entrepreneurial Ecosystem -- 4.1.1 Discovery -- 4.1.2 Enablement -- 4.1.3 Economic Development -- 4.2 Developing a System of Tech Transfer in a University: Fueling the 'Discovery Engine' -- 4.2.1 Cultural Balance -- 4.2.2 Support for Collaborations and Partnerships -- 4.2.3 Financial Incentives -- Develop Incentive Plans Carefully and Fairly -- Be Transparent -- Incentivize Individuals and Teams -- One Size Does Not Fit All -- You Get What You Incentivize -- 4.2.4 Supportive Physical Environment -- 4.2.5 Business Infrastructure -- Material Transfer Agreements (MTAs) -- Confidentiality Agreements (CDAs) -- Data Use Agreements (DUAs) -- Invention Disclosures (IDs) -- 4.2.6 Establishing Technology Transfer Offices (TTOs) -- 4.3 Summary -- 5 Bridging the Gap Between Innovation and Commercialization -- 5.1 Fueling the 'Enablement Engine' -- 5.1.1 Novelty Search -- 5.1.2 Filing the Application -- 5.1.3 Examination -- 5.1.4 Office Actions -- 5.1.5 Issuance, Appeal, Abandonment -- 5.2 Mechanisms for Disseminating and Commercializing Technology and IP-Fueling the 'Economic Development' Engine -- 5.2.1 Market Assessment.
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5.2.2 Intellectual Property (IP) Summary.
Additional Edition:
Print version: AI-Youbi, Abdulrahman Obaid International Experience in Developing the Financial Resources of Universities Cham : Springer International Publishing AG,c2021 ISBN 9783030788926
Language:
English
Keywords:
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