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It is valuable for an organisation to have in place mechanisms that help to identify knowledge assets at the point of their creation or even in anticipation of their creation. By identifying them at this early stage, an organisation will be much better placed to make strategic decisions, for example around ownership, protection and potential wider uses that will allow their value to be maximised over the long-term. It can also provide an opportunity to consider whether the organisation already holds or has access to existing knowledge assets that could be leveraged or repurposed in a way that delivered greater value for money than creating a new asset. More information about the Re-use of Public Sector Information Regulations 2015 can be found in chapters 5 and 6, and Annex A.

A review like this could be complemented by a more comprehensive IP audit, potentially expanded to look at knowledge assets that cannot be easily protected through IP rights, such as knowhow. This may require expert support. Chapter 8 describes the types of support being established in government that may be available to help directly, or signpost to other sources of support. Once established, the Government Office for Technology Transfer will be able to offer some support to organisations in implementing parts of this guidance. More detail on this and other support is included in chapter 8. What are knowledge assets?There is a huge number of organisations that collect data to support their activities across government. Wherever there is systematic data collection, a potentially valuable knowledge asset may be generated. A further strategic consideration that should be given consideration is of the broader policy and economic context. This should include the principles set out in chapter 2 of this document, but also how the external environment may be changing to offer new opportunities and risks in how your knowledge assets are used. An organisation should therefore consider the processes and activities that it undertakes that are likely to give rise to significant knowledge assets. It is not possible to be comprehensive, given the wide range of circumstances under which knowledge assets can arise. However, any work involving the creation or compilation of information is likely to result in the generation of some knowledge assets. Some of the most common routes that will be applicable to many organisations include: How do I set out ownership and rights when collaborating with third parties and other organisations? public sector organisations should be seeking to ensure that UK society receives a fair share of the benefits in the knowledge asset that have been built up through public sector investment; unless they are appropriately protected, an organisation will not control the knowledge asset and are not in a position to make decisions about how the asset is managed and exploited to ensure this

formal appraisal guidelines, for example, having knowledge asset work included and rewarded as an explicit work objective that contributes to the overarching goals of the organisation The board of those organisations in scope should actively seek to recognise their knowledge assets and take steps to ensure their appropriate management through identification and appropriate protection and exploitation. It is for each Accounting Officer, supported by the board, to decide how. The board and Accounting Officer should be supported by the knowledge assets SRO and other colleagues within the organisation, as needed.

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International Col 1 Cambridge International Caribbean International Early Years Collins Big Cat for International Schools International Resources Webinars Catalogues Big Cat Writing Competition Winners 2023 Opportunity to be developed on the basis of external partnership, either commercial or on non-profit basis. Develop business case - consideration of right model, state aid/competition consideration. For external partnership opportunities: execute business case - marketing, negotiation / ongoing maintenance The approach to recording assets should also include consideration of how the organisation will allow this information to be shared, and how it will make use of others’ shared information to understand how it can work with other public sector organisations to improve the efficient and effective use of these assets. A strategy should include detail of how the organisation will identify and develop opportunities.

Game changing ideas have come from the UK public sector multiple times over the years, and we are keen for more of these knowledge assets to be developed, managed and exploited. These ideas can have much wider social, economic and financial benefits. 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 D. Lots of different IP rights are available, but not all knowledge assets can be protected via IP rights. It is also important to note that the three levels of knowledge asset protection can co-exist. Chapter 6: Exploiting knowledge assets through new applications and markets commercial disciplines can be used to improve the quality and expand the provision of the product or service, by introducing better incentives or supporting investment It is important to note that social and economic value can be quite long-term and hard to quantify, and it is understandable that many organisations may feel they are unable to afford the development cost or protection costs of knowledge assets without a financial/commercial incentive.the key principles for managing knowledge assets – identify, protect and exploit – which are underpinned by the principles of Managing Public Money Box 4.A: Examples of public sector procurement projects that are likely to be rich in knowledge assets 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. More detail on each of these types of asset and the associated IP rights and other methods of protection is set out in Annex A of this guidance. Who should follow this guidance?

In this guide, this part of the process has been split into two phases: early assessment and business case development. This is to draw out the different type of activity that can occur as an opportunity is taken through the funnel. In practice, these phases can often blend into each other and, as box 6.B seeks to illustrate, each phase itself will be iterative. Different organisations will want to do this in a way that suits them. Splitting up the development phase in this way also seeks to illustrate that there should be a number of decision points in this part of the process, to agree what opportunities should not be pursued further and, in increasingly fewer cases, whether a further commitment of resources is appropriate. In developing its knowledge asset management strategy, an organisation should consider how their governance structures support this decision-making process. Stage 1 – High-level assessment In general, knowledge assets generated by civil servants in the ordinary course of their duties will belong to their employer (i.e. the Crown), unless there is a specific term to the contrary in their contract of employment. However, where knowledge assets are generated by civil servants in their own time, or in pursuance of work that is not their job, the knowledge asset will usually belong to that individual. All public sector organisations should have a strategy in place to support the effective management of knowledge assets. This will include measures to: a) develop a strategy for managing their knowledge assets, as part of their wider asset management strategy (a requirement of MPM) 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 C

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regularly provides details of knowledge asset development (type, form, purpose, value) to knowledge assets officer Many registered rights require renewal fees to be paid, for example patents require annual fees, but some rights such as trade marks only require renewal every 10 years. If these renewal fees are not paid, the registered rights may be lost. The only official KS3 Maths White Rose textbook provides a UK-specific approach, which has been taught and refined in the classroom. It has been carefully planned and sequenced to support students as they progress through KS3 and prepare for GCSE. It helps all students to: