Periodic Reporting for period 1 - HEI Initiative (HEI Initiative - Innovation Capacity Building for Higher Education)
Reporting period: 2023-01-01 to 2023-12-31
Within Horizon Europe and included as one of the three specific objectives in the European Institute of Innovation and Technology's (EIT) Strategic Innovation Agenda (SIA) 2021-2027, the European Commission (EC) expects the EIT and the EIT Knowledge and Innovation Communities (KICs) to raise the bar in higher education and create systemic impact by (i) strengthening the innovation and entrepreneurial capacity of Higher Education Institutions (HEIs) at institutional level, (ii) integrating HEIs in innovation ecosystems and (iii) enlarging the EIT KIC reach to engage EIT KIC partner and non-partner HEIs by launching the “HEI Initiative.”
The SIA 2021-2027 specifies that to achieve this specific objective, EIT and the KICs must build on successful existing policy initiatives inter alia (but not limited to): HEInnovate and Regional Innovation Impact Assessment Framework. The HEI Initiative requires consortia to integrate the EIT Knowledge Triangle Model and contribute to and leverage Smart Specialization Strategies at national and regional level, especially when strengthening the link of HEIs to their local and regional ecosystems. The SIA 2021-2027 also calls for the HEI Initiative to unlock mutual reinforcing synergies with the European Universities Initiative, and several projects have done so during the 2021-2022 period, for example six successful Cohort 1 projects came from existing European University Alliances. The initiative has already incorporated a stronger emphasis on the above into the strategic leadership of the HEI Initiative over the 2023 period with implemented Call 3.
In July 2021, the first cohort of 24 projects started (one was discontinued at the stop-go phase 1 stage meaning there are now 23 cohort #1 projects), in July 2022 the second cohort of 26 projects started, and in July 2023 the third cohort of 16 projects started. This means a portfolio of 65 projects were funded by the HEI Initiative during the pilot phase. Considering 370 HEIs are involved in the first three cohorts alone, the initiative's pursuit of 500+ participating HEIs by 2027 (if extended past the Pilot phase) is on track, meaning the potential significance of the HEI Initiative for innovation and entrepreneurship capacity building in European higher education is impressive.
The SIA 2021-2027 specifies that to achieve this specific objective, EIT and the KICs must build on successful existing policy initiatives inter alia (but not limited to): HEInnovate and Regional Innovation Impact Assessment Framework. The HEI Initiative requires consortia to integrate the EIT Knowledge Triangle Model and contribute to and leverage Smart Specialization Strategies at national and regional level, especially when strengthening the link of HEIs to their local and regional ecosystems. The SIA 2021-2027 also calls for the HEI Initiative to unlock mutual reinforcing synergies with the European Universities Initiative, and several projects have done so during the 2021-2022 period, for example six successful Cohort 1 projects came from existing European University Alliances. The initiative has already incorporated a stronger emphasis on the above into the strategic leadership of the HEI Initiative over the 2023 period with implemented Call 3.
In July 2021, the first cohort of 24 projects started (one was discontinued at the stop-go phase 1 stage meaning there are now 23 cohort #1 projects), in July 2022 the second cohort of 26 projects started, and in July 2023 the third cohort of 16 projects started. This means a portfolio of 65 projects were funded by the HEI Initiative during the pilot phase. Considering 370 HEIs are involved in the first three cohorts alone, the initiative's pursuit of 500+ participating HEIs by 2027 (if extended past the Pilot phase) is on track, meaning the potential significance of the HEI Initiative for innovation and entrepreneurship capacity building in European higher education is impressive.
In its first 3 years, the EIT HEI Initiative has reached remarkable results: 65 projects with almost 800 organisations involved, of which 328 HEIs, from 42 countries, over 40000 participants trained, and 1100 startups supported.
This has been possible through the collaboration and commitment of the existing 8 KICs, the entire EIT Ecosystem that united to support the design, development and implementation of the Initiative. As such the team efforts have allowed to organise - despite the Covid Restrictions in 2021 - 3 successful IVAP workshops and 8 co-creation workshops. The Initiative’s team defined five Impact Pathways, developed and adopted its own Theory of Change, experienced Cohort-specific Sensemaking sessions and supported the sharing of knowledge across projects through online tools, such as the Resource Hub.
In 2023, the HEI Initiative demonstrated remarkable performance across various dimensions. The initiative witnessed substantial progress through the successful expansion of its scope, incorporating Cohort 3 projects with a strategic emphasis on deep tech, thereby contributing significantly to the Deep Tech Talent Initiative. Notably, the initiative dedicated efforts to enhance usability, making improvements to infrastructure and features, ensuring optimal functionality for all pilot cohorts involved.
One of the key highlights of the year was the sustained focus on increasing the visibility and impact of the HEI Initiative and its associated projects. This was achieved through targeted initiatives in branding, communication, and dissemination activities, solidifying the initiative's presence in the ecosystem. The proactive approach to project management and coordination was evident in the successful completion of key deliverables and milestones. Among these achievements was the implementation of a robust Data Management Plan (DMP), showcasing the initiative's commitment to responsible and organized data handling. Overall, the HEI Initiative's performance in 2023 reflects a commitment to growth, innovation, and strategic management, positioning itself as a dynamic force in the landscape of initiatives fostering technological advancements and talent development.
This has been possible through the collaboration and commitment of the existing 8 KICs, the entire EIT Ecosystem that united to support the design, development and implementation of the Initiative. As such the team efforts have allowed to organise - despite the Covid Restrictions in 2021 - 3 successful IVAP workshops and 8 co-creation workshops. The Initiative’s team defined five Impact Pathways, developed and adopted its own Theory of Change, experienced Cohort-specific Sensemaking sessions and supported the sharing of knowledge across projects through online tools, such as the Resource Hub.
In 2023, the HEI Initiative demonstrated remarkable performance across various dimensions. The initiative witnessed substantial progress through the successful expansion of its scope, incorporating Cohort 3 projects with a strategic emphasis on deep tech, thereby contributing significantly to the Deep Tech Talent Initiative. Notably, the initiative dedicated efforts to enhance usability, making improvements to infrastructure and features, ensuring optimal functionality for all pilot cohorts involved.
One of the key highlights of the year was the sustained focus on increasing the visibility and impact of the HEI Initiative and its associated projects. This was achieved through targeted initiatives in branding, communication, and dissemination activities, solidifying the initiative's presence in the ecosystem. The proactive approach to project management and coordination was evident in the successful completion of key deliverables and milestones. Among these achievements was the implementation of a robust Data Management Plan (DMP), showcasing the initiative's commitment to responsible and organized data handling. Overall, the HEI Initiative's performance in 2023 reflects a commitment to growth, innovation, and strategic management, positioning itself as a dynamic force in the landscape of initiatives fostering technological advancements and talent development.
Looking at the EIT Initiative Theory of Change and looking across the Domains, we can notice that the Domains 1, 4, and 2 (Fostering institutional engagement and change, strengthening partnerships (KT), and Contributing to the development of innovations and businesses), are showing strong progress. We see that the flexibility played a large role in which connections sparked between different stakeholder groups and where opportunities arose for further development of more deep support (as in the support of Ukrainian partners).
The HEIs need to continue to be active in sharing solutions among them and other actors of regional, national, international ecosystems and flexible to respond to the current needs and problems of the society. Dissemination of achievements and outstanding results would enable HEIs to influence local, regional, and national initiatives for a more innovative and entrepreneurial society and thus focus on collective impact.
Further work on understanding the market interest for start-ups that address societal challenges and it is important that that HEIs continue to submit new proposals as the Initiative grows.
The HEI portfolio results are greater than the sum of constituent parts. The Initiative is a proof that it is more impactful to combine HEIs into a deliberately design portfolio, rather than only supporting HEIs one-by one. The initiative provides a space that enables HEIs to operate in enabling environments that support the application of new tools, practices, innovation, and change.
The HEIs need to continue to be active in sharing solutions among them and other actors of regional, national, international ecosystems and flexible to respond to the current needs and problems of the society. Dissemination of achievements and outstanding results would enable HEIs to influence local, regional, and national initiatives for a more innovative and entrepreneurial society and thus focus on collective impact.
Further work on understanding the market interest for start-ups that address societal challenges and it is important that that HEIs continue to submit new proposals as the Initiative grows.
The HEI portfolio results are greater than the sum of constituent parts. The Initiative is a proof that it is more impactful to combine HEIs into a deliberately design portfolio, rather than only supporting HEIs one-by one. The initiative provides a space that enables HEIs to operate in enabling environments that support the application of new tools, practices, innovation, and change.