Business Development Process Manual

Business
Development
Process Manual

Business
Development
Unit

www.open.uwi.edu/bdu

We’re all about
#Business

CLOSELY MONITORING CHANGES IN
THE REGION, THE BUSINESS
DEVELOPMENT UNIT CREATES NEW
OPPORTUNITIES AND PURSUES
GROWTH STRATEGIES FOR THE
CAMPUS.

Table of Contents Page 1
Page 3
• Introduction Page 4
• List of Acronyms Page 14
• The Commercialization Process: Programme Development
• The Commercialization Process: Income Generating Centres, Page 16
Page 23
Sites and Companies.
• The Commercialization Process: Webinars

• Appendices

1

1.0 Introduction

Ms. Anneshia Welsh The University of the West Indies Open Campus has multiple
Head | Business Development Unit pathways to commercializing its products and services. This
document outlines The Open Campus’ high-level commercialization
processes which guide cross-functional activities to generate
income. Over the years, the campus embarked on several activities
to diversify its revenue streams and these include consultancies,
partnerships, leveraging its technological and physical
infrastructure and expanding its footprints into new territories. The
steps involved in the high-level commercialization processes for the
activities below are indicated herein:

• Developing programmes implemented as strategic
partnerships or collaborations and involving income
generation;

• Implementing Entrepreneurial and Innovative Initiatives
such as establishing Spin-off companies, Sites, and Centres
of Excellence; and

• Delivering fee-paying webinars

The Business Development Unit (BDU) is established within the Office of the Pro Vice-Chancellor
& Principal, The University of the West Indies (The UWI) Open Campus. The BDU is strategically
positioned within the campus to develop business engagements with internal UWI partners,
industry players, international development agencies, non-governmental organizations and other
business prospects.

Mission:
To focus the Open Campus’ efforts in attaining financial sustainability by optimising its academic
and administrative resources to ensure increased revenue generation from multiple sources
including partnerships with stakeholders across The UWI campuses as well as with the private
and public sectors regionally and internationally.

PARTNER DEVELOP IMPLEMENT

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Our primary activities

Enhancing Ideas, initiatives, and processes to optimize the use
of resources and achieve financial sustainability.

The Commercialization Process:
Programme Development

The Commercialization Process:
Centres, Sites and Companies

The Commercialization Process:
Webinars

The Business Development Unit focuses efforts to ensure
strategy is converted to actionable tasks aligned with the
campus’ functional units.

3

APAD Academic Programmes and Development Division

List of AQAC Academic Quality Assurance Committee
Acronyms BDU Business Development Unit
CATS Computing and Technological Services

CPEC Continuing and Professional Centre

CSDR Consortium for Social Development & Research

ERP Enterprise Resource Planning

F&GPC Finance & General Purposes Committee

KPIs Key Performance Indicators

M&C Marketing and Communication Department

MOA Memorandum of Agreement

MOU Memorandum of Understanding

OCAS Open Campus Academy of Sports

OCCS Open Campus Country Sites

OCLIS Open Campus Library & Information Systems

OCLT Open Campus Leadership Team

OCEMC Open Campus Executive Management Committee

PAIR Planning and Institutional Research

QA Quality Assurance

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2.0 The The Commercialization Process for Programme Development
Commercialization is intended to guide the steps involving programme
development at The University of the West Indies Open
Process: Campus. Traditionally, the majority of programmes developed
Programme by the Open Campus were implemented as strategic
Development partnerships or in collaboration with external stakeholders
including governments, private sector organizations, non-
governmental organizations, international bodies and civil
society.

Therefore, this narrative was developed to guide the users of
the Commercialization Process for Programme Development,
making specific reference to the phases involved within the
context of strategic partnerships or collaborations. This is a
comprehensive approach to product development beginning
at the ideation stage, market research, business development-
progressing through to the programme development stage
and leading to the stage where it is brought to - market.

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Commercialization Process- Programme
Development

Strategic Partnerships/Collaborations

The Commercialization Process also involves some key steps namely:

Engagement and appraisal of partner

Self-assessment of the campus Developing or Feasibility Study
or university to enter the reviewing business
partnership/collaboration
proposal

Conducting due diligence

Formalizing the Performing quality assurance
business relationship checks throughout the
programme design, development,
Programme delivery and evaluation phases
Development

It is recognized that the commercialization process for programme development involves multiple internal
and external stakeholders in varying stages of the process. Figure 1 illustrates the business development
processes applicable to the commercialization of programmes. In keeping with The University of the West
Indies Financial Procedures and Guidelines, throughout the commercialization process emphasis is placed
on the following for good governance; accountability, transparency, efficiency, productivity and value for
money.

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The roles and responsibilities of stakeholders working collaboratively, are important factors which play an
integral part to bring the programme to market. The role of the Academic Divisions in programme
development is critical and ensures that sustainability is embedded in the process. The process highlights
the Business Development Unit’s role to build and maintain the relationship with the partner during and
after the process to enable continued business engagements.
The due diligence required by the campus in collaboration with the University’s Legal Unit is also
acknowledged as an important part of the business development process. The Business Development,
Programme Design and Evaluation Phases incorporate feedback loops which direct users to re-evaluate
the business proposal, revisit roles, accountability and reassess criteria and key performance indicators in
previous phases and monitoring the progress toward goals agreed upon. These feedback loops will allow
for the commercialization process to return to previous phases at any point in time and provide for
continuous evaluation of the programme and its fit for commercialization. At any stage, the idea may be
abandoned if it is determined not to be viable.

Figure 1 outlines the high-level activities involved in Open Campus’ commercialization process for programme
development and each phase is explained in more detailed in the next few pages

This document gives a brief breakdown of the activities involved in the Open Campus’ commercialization
process for programme development.

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2.1 The Ideation When an idea is presented to The UWI (through the Open
Phase Campus) for the development of a programme, this
initiates the process. Ideas can be generated internally
(administrative staff, students, researchers, etc.) or
externally (alumni, industry, governments, international
bodies, civil society etc.)

A SWOT analysis of the initial concept is usually done. A Business Engagement Form will be
completed by the implementing unit or creator of idea and submitted to the Business
Development Unit together with the Business Proposal Concept Note if done separately.
Assessment and refinement of the idea is done in collaboration with the Business
Development Unit. Conversations are also held with external stakeholder/s to refine the
business proposal concept. The University’s Financial Procedures and Guidelines will be
followed in developing new projects or assessing project proposals or concept notes –
including an assessment of the evidence of the campus or university’s technical and
administrative competence, capability and capacity to implement Project successfully;
impact on academic programmes; overhead and capital requirements and other financial
implications will be considered.

If a feasibility study/market research was commissioned and completed at this stage, the
feasibility study/market research report should be reviewed. A Partner Appraisal Form is
then completed by the implementing unit to assess the viability of the partnership. The
completed appraisal is reviewed by the Business Development Unit and attached to the
Business Engagement Form with a recommendation. If after consultation with relevant
stakeholders including the Principal, a decision is taken that the business proposal concept
is not viable, then no need to proceed. Otherwise, the Business Proposal Concept Note is
submitted to the review committee.

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2.2 Market This stage requires an assessment of the demand for
Research the programme. An identification of potential target
audience, a literature review, and any avenue for
potential collaborations with local, regional or
international entities.

This may be done by the person or entity initiating the idea, PAIR, or commissioned using
partner funds. The market research report will be submitted to the Business Development
Unit for sharing with the Business Evaluation Committee.

Business Evaluation Committee: It is recommended that a committee to evaluate the
business proposal concept be established comprising officers from various departments
including but not limited to APAD, BDU, PAIR, CPEC, CSDR, OCCS, OCAS, OCLIS, Finance,
CATS, M&C, Registry, and ERP. Only proposals above an agreed amount will be presented
before the committee. The main criteria to evaluate the business proposal concept is
indicated below:

• Does the idea align with the strategy of The UWI and the Open Campus? If yes, what
is achievable in the long term or short term given the campus’ resources and partner’s
contribution?

• Is the proposal ethical?
• What are the initial risks involved?
• What is the impact of the project? Is there social, cultural, technological, or economic

value?
• Will there be any infringement of Intellectual Property (IP)?
• Is there a demand for the programme? Is it viable? If yes, what is the proposed

business model?

If the idea meets the criteria, then a full business proposal is developed where necessary,
particularly if financial resources from partners/collaborators are involved. If the project
does not seem viable by the Business Evaluation Committee, the OC has a chance to retract
from the proposal if needed or collaborate with the idea initiator to revise the proposal.
Depending on the decision taken, a representative from the Business Development Unit will
have discussions with the creator of the Business Proposal Concept Note and the proposal

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2.3 Business This process involves developing strategic partnerships
Development and collaborations, negotiating joint ventures, IP
Protection, feasibility study, conducting due diligence,
mobilizing resources and managing the financial impact
to the university together with any risks involved.

The Business Development Unit manages the business development process and
collaborates with several stakeholders to efficiently execute the various steps in this
process. The unit focuses efforts to ensure strategy is converted to actionable tasks aligned
with functional units. Additionally, the unit manages the preparation and analysis of the
Business Case and ensures that the feasibility study is done. Once it is established that the
project is viable, a framework agreement may be developed in the form of a Memorandum
of Understanding (MOU) to initiate the partnership. Non-disclosure agreements may also be
signed where relevant. The nature of the collaboration will determine how the agreement
between the university and the external party be structured. A legally binding document is
required if the collaboration involves cost and revenue sharing with an external party - in
this instance, a Memorandum of Agreement (MOA) or other appropriate document will be
drafted, reviewed by the relevant parties and executed. The University Legal Unit vets the
legal documents and conducts due diligence required in establishing these business
engagements and partnerships.

The terms of the agreement should clearly state the roles and responsibilities of the
university and partner/collaborator, indicate the contributions of each partner, how costs
and revenues are to be shared, whether joint certification is required and, how branding
arrangements are treated among other matters. Ownership of course materials should be
explicitly stated. If the intellectual property is owned by the University then the campus has
a free hand to bring the programme to market, otherwise the agreement would state
whether the programme will be delivered jointly or whether a license would be given to the
University to use course materials.

A licence is desirable, where the course materials are owned by the partner, the agreement 10
to deliver the programme jointly is only for a specific period and the continued delivery of
the programme is deemed feasible by The UWI. The licence may also be required if there is
foreseeable use of the course materials in other programmes.

Draft Agree on Negotiate Formalize Monitor
Agreement Deliverables Agreement Implementation

Additional resources may be mobilized to effectively execute the activities agreed in the
MOU or the MOA. Resource mobilization activities include but are not limited to seeking
grant funding, sponsorships, scholarships or acquiring human capital. If the arrangement
with the external stakeholder is for the programme to be developed under a contract for
services and the university does not own the intellectual property, a licence to use the
course materials for the continued delivery of the programme after the contract ends, is
negotiated by the Business Development Unit if required. This is usually negotiated at the
onset when the agreement between the University and the entity is being developed. The
terms and conditions for commercializing these materials acquired under a licence should
be agreed on by the University and the owner of the course materials. This is done in
instances where the University's branding is used, and the campus provides some
contribution in kind towards the programme development and administrative duties. Before
the next phase commences, resources are mobilized including the assignment of a project
manager who is briefed on the outcomes of the agreement. The project manager is then
responsible for ensuring that the deliverables agreed are achieved within budget and
timelines agreed while managing concomitant risks.

Based on the agreed terms of the MOU or MOA, the relevant Academic Division/s (APAD,
CPEC, CSDR, OCAS or OCCS) manage the tasks required for the next phases: programme
design, development and delivery including quality assurance. The Business Development
Unit facilitates the transition of the project to its programme design, development and
delivery phase, by meeting with internal stakeholders and sharing project documents. The
BDU then convenes an inception meeting with the relevant stakeholders including the
partner/collaboration. After this meeting, the unit ensures the project manager for the
programme implementation phases and all relevant stakeholders are clear on the
contractual obligations by organizing meeting/s and using other communication channels
to disseminate relevant information. The BDU will continue to provide oversight of the
contractual relationship between the University and the partner. This is necessary to ensure
among other things; all contractual obligations are met, funds are allocated or distributed
as agreed, project reports are prepared and any amendments to the agreement are done.
The BDU also manages the relationship with the external stakeholder and leverage any
other potential opportunities which may arise through new or further engagements with
these stakeholders. All quality assurance activities will be performed in accordance with the
agreed protocols for programme development and monitored by the academic programme
division/s, or relevant administrative units.

2.4 Programme 11
Design
The CPE course/programme proposal approval steps
2.5 Programme are included in the Quality Assurance (QA) process as
Development set forth on page 6 of the University’s AQAC short
course and programme guidelines. Please see page 34
in Appendices for University's AQAC short course and
programme guidelines. For undergraduate and
postgraduate programmes, a programme concept note
for submission to the Programme Development
Committee (PDC) is required. The programme proposal
is drafted by the relevant Academic Division when
support is received from the PDC. An internal review is
then conducted and once approved, will be handed over
for programme development.

The programme is then developed and feedback on the
curriculum provided through peer reviews. If done under
a partnership, the partner may provide feedback during
this phase. Depending on the specifications for
programme development, a prototype is shared with the
partner for feedback. The prototype is reviewed and if
the key performance indicators (KPIs) were not met, the
design process will be reiterated. A review and
subsequent revision of the programme may be
recommended. If reviews are positive, and relevant
parties approve the prototype, the programme is
delivered.

2.6 Programme In this pilot phase, the course/s is delivered based on the
Delivery agreed delivery modality, and to the agreed target
audience. Under some agreement, the target audience
may be a closed group. Participants are assessed and
evaluated under this pilot phase.

2.7 Evaluation 12

The programme development and delivery is evaluated
using a range of data collection instruments. If the
programme is developed under a partnership, the
evaluation report is presented to the Business
Development Unit for sharing with external
stakeholders. If the recommendation from the
evaluation report is for a review and revision of the
programme, the process goes back to the Programme
Development Phase.

2.8 Bring to If the evaluation report indicates that the pilot delivery
Market was successful, the programme may be offered to a
specific group or brought to the market jointly with the
partner/collaborator.

Where the partner/collaborator do not wish to offer the programme after the pilot phase
and the university has proprietary rights for the course materials, the programme will be
packaged for purposes of bringing it to market. At this phase, courses can be packaged as
standalone or specialized offerings to select groups. The programme may also be offered to
other tertiary institutions for delivery to their clientele under Franchise Arrangements.
Licences may be granted for a fee to educational institutions or entities wishing to use
selected portions of the curriculum for educational and training purposes. The Business
Development Unit will also seek funding opportunities to deliver the programme to target
groups. On the other hand, if the university develops the programme under contract and a
licence to use the course materials in the said programme is acquired from the owner; the
campus will be required to adhere to the terms agreed on.

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After the pilot delivery and depending on the agreements made in the MOA/MOU, the project is
then handed over fully to the academic divisions or the relevant stakeholders for sustainability.
The Business Development Unit will continue to manage the relationships developed with the
external stakeholders and seek new opportunities for collaboration.

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3.0 The The Principal or her designate, leads negotiations with
Commercialization Governments or the relevant authorities when the campus
seeks to expand its physical footprint into new territories. The
Process: request may be a strategic decision taken by the leaders of a
Centres, Sites and country to build the capacity of their citizens in specific areas.
Once the request comes to the campus, it triggers this
Companies process.

The formalization of the arrangement is done by developing an
Agreement which governs the terms and conditions under
which the campus will establish the new Open Campus
Country Site/s (OCCS) and support to be provided by the
relevant Government.

15

Business proposal concepts for the establishment of Campus Centres of Excellence, Centres for
Entrepreneurship and Innovation and Spin-out Companies may be initiated by anyone in the campus’
ecosystem. Support may be sought from the Campus Entrepreneurship and Innovation Committee
and the concept may be refined before it is presented to the Open Campus Leadership Team (OCLT),
now called the Open Campus Executive Management Committee (OCEMC).

/OCEMC

Figure 2: Showing Process for implementing Entrepreneurial and Innovative Initiatives such as establishing
Centres of Excellence, Spin-off Companies and Open Campus Country Sites

If the business concept is supported by the OCEMC, a full business proposal is developed
collaboratively with internal stakeholder units and due diligence conducted. The Business
Development Unit manages the preparation and analysis of the Business Case and ensures that the
feasibility study is done. The business proposal will again be shared with the OCEMC for onward
submission to the Finance & General Purposes Committee (F&GPC). F&GPC will approve the proposal
for implementation if among other criteria; it is deemed viable, aligns with the campus’/university’s
strategic objectives, and has demonstrated how risks will be managed if any.
The Business Development Unit drafts the MOU and/or agreements to formalize the arrangement
between the University and the Government or entity partnering on these arrangements.

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4.0 The With today’s technology, we can connect in real-time with our
Commercialization stakeholders. COVID-19 has changed the way we interact with
our stakeholders to host and promote activities. With face-to-
Process: face conferences and events cancelled for almost everyone,
Webinars the new normal has forced us to pivot many of our marketing
plans and strategies. Webinars have presented new
opportunities for the campus to generate revenues as persons
have found them to be a quick way to upskill to meet the
changing demands of the job market and for capacity building
for entrepreneurs.

In recent years, we have seen virtual events such as webinars
emerge as a top trend in e-learning and will probably continue
to rise.

As part of our income generation initiatives, webinars would requir
could be converted into digital programmes that can be sold and, w
introduction of pandemic protocols in the region, the business deve
institutions to conduct (and host) webinars. This process is segmen
and Promotions and, Event and Post-event Activities. The Webinar
delivering webinars (refer to page 35).

Figure 3: Showing the 1st phase o

re paid registrations to participate live, the recordings of webinars
webinars can be used as a corporate training tool. Since the
elopment unit has partnered with both private and public
nted into three main processes: Ideation and Approvals, Marketing
Quality Assurance Guidelines should also be followed when

of the webinar commercialization process

17

The process begins with a concept note and can be brought
forward to the department by internal or external parties.
Once the unit receives this concept note a request for
service form will be sent to the party for completion. This
form captures information such as the proposed date of the
webinar, services required by the campus (webinar
platform, event promotion, social media streaming,
certification, etc.). This form also captures information on
potential presenters, moderators and key contact
personnel. It is then returned to the business development
unit where a report will be submitted to the office of the
principal for approval.

Once the concept note has been approved, a meeting is
convened by the BDU and would include departments such
as CPEC, our webinar execution team* and, members from
the finance department. The relevant departments will be
briefed on the objectives of the webinar, the technologies
required and if certification is needed.

After this meeting, the relevant departments
collaboratively prepare an indicative budget for the
deliverables involved. This budget is reviewed by the BDU,
negotiations held with the client and a binding agreement
finalized. For inter-campus webinars, the budget may
include contributions in kind.

18

Once the agreement has been finalized, the marketing and promo
communications department on the event and creating a webinar a
the client request) a promotional website will be created and publ
opportunities will be sent to various key players in the public and pr

Figure 4: Showing the 2nd phase of th

otions phase begins. It starts with sensitizing the marketing and
action plan. If participants are expected to pay a fee (and based on

lished. Given the objectives of this event, letters for sponsorship
rivate sector.

he webinar commercialization process.

19

Simultaneously, the web registration system will be created and te
assets will then be sent to the MAC team to begin promoting the we
means.

Once promotions h
team together wit
analytics across th
their designate res
Three weeks prior
may make a recom
the partner would
these would be re
decision is made to
has been complete
before the event.

ested, as well as social media assets will be created. These
ebinar on our various social media platforms as well as other

have begun, ideally at least six weeks before the event, the marketing
th the webinar execution team monitors registration numbers and
he various platforms. During this time, the webinar execution team or
sponds to any queries or concerns that potential patrons may have.
to the event, if minimum registration numbers are not met, the BDU
mmendation as how the campus should proceed. The agreement with
outline the terms and conditions which governs how situations like
esolved. If the minimum registration requirement has been met or a
o go ahead, the webinar agenda is finalized with the client. Once this
ed a webinar test is conducted with the presenters at least one week

Test panellists and moderators are required to
log onto the webinar platform around the time
of the live webinar. During this test, the
webinar execution team together with support
from marketing and UWITV ensure that all
presenters meet the university's broadcasting
guidelines including having well-lit,
comfortable spaces to conduct their
presentation and appropriate backgrounds,
climatizing to webinar software controls, run of
show, and establishing backchannel
communication.

Fall-back protocols are discussed to manage
interruptions and outages. During the test if a
presenter or moderator has technical issues
the team contacts them to possibly mitigate
such.

20

After a successful webinar test, the webinar execution team finaliz
presentations from the panellists, introduction slides and the rele
teams. Email reminders are sent to registered participants three da

Figure 4: Showing the 3rd and final phase of t

On the day of the webinar, the technical support team logs on the p
made. Presenters and moderators will log in at least 40 minutes be
start of the webinar registered participants are admitted into the
the moderator is informed, and the webinar begins. The webinar te
concerns are treated accordingly. In the event of an interruption, b

zes and shares the main presentation slide deck. This includes any
evant branding. This is shared with the panellists and supporting
ays prior and at least three hours before the event.

the webinar commercialization process.

platform at least one hour before to ensure all technical checks are
efore start time for a “last looks” session. A few minutes before the
waiting room and an audio test is done. Once all systems are “go”,
echnical team monitors participants, and chat and any questions or
backup protocols are observed.

21

After the event, a thank you note and the recording is sent to regis
form would capture feedback webinar content, ease of access to t
the business development unit collaborates with the Office of Fina
be issued a list of attendees is created and sent to CPEC for creati
Once certificates are delivered an update is sent to the business de

Other Activities supported by th

Sponsored Research
The Business Development Unit identifies opportunities fo
researchers, departments, and schools. Support is provide
stage. The School for Graduate Studies and Research coo

En

strants and panellists, together with a webinar feedback form. This
the platform, audio and video clarity. In the event of a paid webinar
ance to ensure webinar fees are received. If there are certificates to
ion and delivery.
evelopment unit to generate a webinar closeout report.

he Business Development Unit

or sponsored research and matches these with appropriate
ed during the proposal writing and business development
ordinates the implementation of the research activities.

nd

22

Appendices 23

Business Engagement Form V2
Partnership Appraisal Form V1
Webinar Request Form (pending)
The University’s AQAC short course and programme guidelines
Webinar Quality Assurance Guidelines

Business Engagement Form V2 – November 2020 Download Editable Version 24

25

26

27

28

Partnership Appraisal Form V1 Oct 2020 Download Editable Version 29

30

31

32

Webinar Request Form (pending approval) Download 33

Extract from University's AQAC short course and programme guidelines 34

The Webinar Quality Assurance Guidelines 35

36

Business
Development

Unit

www.open.uwi.edu/bdu

Ver. 2-9-21