Development of a framework for knowledge mobilisation and

impact competencies Julie Bayley, Coventry University, UK

David Phipps, York University, Toronto, Canada

Monica Batac, Ryerson University, Toronto, Canada

Ed Stevens, University of Bath, UK

1. Identify and select frameworks:

• commercialization competency frameworks were excluded focus on university based knowledge brokers

2. Collation and qualitative synthesis of frameworks final set

3. Survey

4. Analysis (underway)

5. Self Assessment Tool (to come)

1. Identification and selection of frameworks

Melanie Barwick

Ed Stevens

Megan Harris

Anne Wales

2. Collation and qualitative synthesis

94 80 competencies 11 categories

• Wording modified to produce discrete, action based statements

• Ongoing iteration within team to: • Agree categorisation

• Agree competency wording

3. Final competency set 80 competencies in 11 categories

A. Change management

B. Communication

C. Creating, sourcing and synthesising (research) knowledge

D. Evaluating impact of KT

E. Facilitating and negotiating

F. Leading, managing and driving KT

G. Managing legal issues and IP

H. Managing partnerships/relationships

I. Networking and engaging stakeholders

J. Training and capacity building

K. Understanding, creating and using KT tools, products and practices

Sample

49%

23%

18%

7% 3%

Organisation type

University

Non-academic institution

Other

Academic research hospital

Other academic institution

‘Other’ includes independent consultants, non profit organisations, government departments and research networks

46%

34%

8%

5%

5%

2%

Country

Canada

UK

USA

Africa

Europe

Australia / Pacificregion

0

20

40

60

80

100

120

KMb non-commercial

Impactplanning/strategy

Impact evidencecapture

PublicEngagement

Impact infomanagement

KMb Commercial Impact directlysupporting REF

Other

Freq

uen

cy

Job function

1. Internal communication skills

2. Developing and maintaining professional relationships

3. Working in teams, communities and networks

4. Managing multiple conversations

5. External communication skills

6. Active listening

7. Organizational link: acting as a connection point to your organisation

8. Facilitating sharing of knowledge

9. Partnership and relationship management skills and processes

10. Reporting and presenting knowledge

1. Intellectual property skills and management

2. Commercialization techniques: skills and knowledge in commercializing research

3. Managing legal issues related to knowledge translation

4. Licensing and patents

5. Conducting deals and decision making in legal and commercial activities

6. Conducting valuations of technologies/business/IP

7. Setting up or supporting spin off / start-up businesses

1. Broad partnership and communication skills crucial

2. Commercial and legal skills are niche; highly relevant only for those whose role focuses on this.

3. Very broad range of organisations, job types, job functions, job titles: ‘One size does not fit all’

4. Internationally relevant

5. Competencies appear to split between: 1) Core [needed by all working in KMb space]; 2) Specialised [highly focused expertise in specific areas]

Self Assessment Tool

Self Assessment tool

• Translate competencies and findings into a self assessment tool

• Support: • Individual self assessment

• Training needs assessment (CPD)

• Performance management

• Focus on identifying strong core skills PLUS specialisms needed

• Core skills for everyone

• Specific skills from people who have similar roles

• Pick and chose unique skills from all competencies

Unacceptable Acceptable

Ineffective

Effective

Thank you