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More than half of all UK research is a product of international partnerships. With this in mind, HMG has published Trusted Research Guidance for Academia which provides advice on the importance of properly protecting valuable information. This Guidance for Academia covers: how to protect research; safe international collaborations; use of legal frameworks; and who researchers are at risk from, and where. HMG also has Trusted Research Guidance for Industry, which provides more specific information when industry work with academia, and includes issues around ownership, publishing, and protection etc. knowledge assets can have considerable value and impact beyond their original purpose and exploiting this is part of good asset management. This value can be social, economic and financial, and is often a combination of these. capitalise on opportunities for income generation from knowledge assets, or to deliver wider social and economic benefits This chapter explains the very first step of managing knowledge assets, which is to identify them. It covers:

Stages 2 and 3 form an iterative process: likely that you will go round these stages more than once and opportunity will shape change.) E. Exclusive rights for contractors over government funded knowledge assets will rarely be appropriate. Chapter 5: Protecting knowledge assets The strategy should also consider how management of knowledge assets can be supported by integrating such considerations into existing processes, such as project and programme management. derive value from underutilised knowledge assets in accordance with principles of Managing Public Money

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As part of their knowledge asset management strategy each department should have a clear policy on enforcement, which should be based around the purposes of the department and the overall public interest. Enforcement should, in most circumstances, be a last resort after other forms of dispute resolution have been discounted. Box 4.B. provides a simplified version of a model that you can use to test your thinking before going into contracts with third parties. The remainder of this chapter provides an overview of the IP rights available under each knowledge asset class. More detailed information about all of these rights, including the legal basis and, where applicable, how to register these rights, is contained in Annex A. Information Once identified, the organisation should have a method of recording these systematically, with key information relevant to their effective management.

Skills requirements also grow as you go through the funnel. It is important to have those with a deep understanding of the asset helping to inform this process from the start. But as an idea is developed other expert skills will be needed, particularly around business development. The idea that goes into the funnel may look quite different by the time it’s got to the other end, as it receives more scrutiny and is developed further. The value and impact of knowledge assets is often contingent on a particular set of circumstances, which will change over time; for example, a unique invention which everyone is licensing today might become obsolete tomorrow. For these reasons it is important to consider from time to time whether you need to continue protecting an asset, or whether it is acceptable to allow the right to lapse. There are costs in keeping rights in force and these should be balanced against ongoing benefit to your organisation. Trusted Research and managing risk in international partnerships Any kind of public sector asset can and should be considered. Candidates include both physical and intangible assets, for example land, buildings, equipment, software and intellectual property.”Achieving this understanding for knowledge assets requires a more specific focus on the following areas: investment by another organisation in knowledge assets to make it both available to all and more accessible. Could also consider option to charge for access on cost-recovery basis Often documents and other knowledge assets may need to be re-used many years after their creation, and by different people and teams. They should be clearly marked with IP ownership information to facilitate such use and to avoid any potential misuse. More detail on IP marking is provided in Annex A. While identifying knowledge assets as they are generated is the ideal, many organisations putting in place a knowledge asset management strategy will be doing so for the first time and will have an existing range of knowledge assets. In addition, it is likely that any ongoing processes to capture and record knowledge assets at the time they are generated will have some gaps as knowledge assets can be generated in such a range of circumstances, and value can arise in unexpected places. For this reason, it is good practice when putting in place a new knowledge asset management strategy, and from time to time thereafter, to conduct a review aimed at identifying existing knowledge assets.

social value – harnessing knowledge assets to deliver better outcomes for citizens and improve the quality of public services

When she finally moved to Munich to study biology and philosophy in May 1942, her brother Hans, a medical student at the same university, and some of his friends had already begun to actively question the system. Serving on the Eastern Front, they learned about the crimes committed in Poland and Russia first hand and saw the misery with their own eyes. They knew they couldn’t remain quiet. Starting in June 1942, they began printing and distributing leaflets in and around Munich, calling their fellow students and the German public to action. Other members of their circle joined in the endeavor, writing four pamphlets until the fall of the same year. As a student, Sophie had seen the flyers and applauded their content as well as their authors’ courage to speak truth to power. When she found out about her brother’s involvement, she demanded to join the group. She did not want to stay passive anymore. third party knowledge assets, including the importance of properly protecting and exploiting third party rights Reputational assets refer to ways of distinguishing the goods and services of one entity from those of another, and includes the reputation built up in a brand (including that of the government) as well as specific rights such as trade marks and coats of arms.

develop a commercial partnership – there are a number of different options and models, more detail on which is provided later in this chapter and in annex CNote: Organisations should employ a governance structure that is appropriate for their size of knowledge asset holdings. The below is an example of what a governance structure would look like for an organisation where knowledge assets play a significant role. Knowledge assets management committee All public sector organisations should have a strategy in place to support the effective management of knowledge assets. This will include measures to: