Developing a Research Impact Capture

SystemJulie Bayley

Coventry University Impact OfficerSenior Researcher in Health Psychology

Email: j.bayley@coventry.ac.uk

Twitter: @Julie_covuni

Overview1. Context and Coventry University

approach2. Impact Capture System (‘ERIC’)3. Experience and learning

Context • Increased impact weighting (REF 2020) and funder

requirements• Ongoing discussions on measurement, assessment

and definitions• Related drives eg. Open Access• Increasing focus on how to embed change

institutionally• How do we develop a systematised approach?

Coventry University approach• “Embedding Research Impact at Coventry” (ERIC)

– JISC funded project, May-Nov 2012*– Develop and test a prototype Impact Capture System

• Commissioned by the VC to rollout across CU• Programme of work to develop system and engage

academic staff– Revise / extend content and structure – Academic, business and strategic consultation

• Strategic commitment and sustainability planning

*http://www.publicengagement.ac.uk/about/impact-analysis

Prototype development process

1. Impact needs

analysis

Business and Community

Engagement

2. Create content

Research

3. Technical process review / system

adaptation

Information Management

4. Pilot test system

Research

Full rolloutPilot

Purchase database Full launch

Consultation and

engagement across faculties

Modify/ extend database

Embedding

External literature / guidance

‘ERIC’ system• Built within existing CU Research Information

Management system• Add details of (multiple) planned impacts, those

which occur unexpectedly or remove those which do not transpire.

• 4 steps to add an impact…..1. Plan impact (4 drop down boxes)2. Plan evidence3. Set/ receive email reminders4. Add/ update evidence

1a) Plan impact - choose area

1b) Plan impact - choose level

1c) Plan impact - choose type

1d) Plan impact - choose marker

2. Plan evidence

3. Set email reminders

Impact added

4. Add evidence / defer / update

Learning and experience• Benefits of ERIC

– ‘Institutional memory’– Flexible system supports impact planning from project

inception– Build and monitor ongoing impact portfolios – Reduced reporting burden for REF 2020– Support funding bids / reports to funders– CU marketing, case studies and reputation building

Challenges• Experience of REF 2014• Impact not well understood• Impact is not static or universally accepted• Very difficult to standardise across disciplines• Scepticism and suspicion• Control of information • Ownership and attribution of impact• Bridging academic / business divide• Combining narrative with metrics

Consultation summary (Barriers)

Barriers Frequency

Time constraints and workload 18

Issues with research management system (access, familiarity) 12

Limited awareness and understanding of impact / benefits of system 9

System difficulties 6

Attribution and tracking of impact 5

Opportunities• Accommodate non-funded projects • Build academic awareness of system and

impact• Develop tools for enhancing impact planning /

measurement • Change of research management system• Growth of impact culture

Consultation summary(Facilitators)

Facilitators FrequencyTraining and support 20Raise awareness of impact and system 18System edits 16Link and embed across university practices 10Utilise / report data (inc. REF 2020) 6Improve ease of access 4Increase relevance to academics / academic practice 3

Making it work….• Partnership is key• ‘Engage not enrage’ academics• Top-down support for bottom-up development• Across-university system interaction• Continued dialogue and revision • Centralised and committed approach, locally

translated

Next steps• Continue building and rolling out system• Embedding impact and behaviour change• Build impact infrastructure • Training• System changes• Dissemination (papers, reports, blogs)

Thank you and questions

Julie Bayley j.bayley@coventry.ac.ukTwitter: @Julie_covuni