Making an Impact - A New CPD Framework for our

sector December 2011

Need to Engage

• UK research – innovation gap – getting knowledge out from universities and PSREs

• Impact of UK research and education • Translation across disciplines & boundaries • Client/partner-focus • Service driven, problem-solving • ......Requires a new skill set

Opportunities for sector and for UK PLC

The Changing Landscape

• Tough economic climate • Comprehensive Spending Review • Massive Re-organisations • Redundancies /Job insecurity • Increasing Demands on us • Need to be more Professional

©AURIL Sept2011

The Initiative

• JISC and AURIL led collaboration • Builds on AURIL’s CPD Framework • JISC funded UK-wide multi-stakeholder project • Core BCE Framework underpinning an... • ....Online diagnostic tool skills self-evaluation • Business & Community Engagement:

i.e.‘ third mission’: knowledge transfer/exchange; employer engagement; public engagement; lifelong learning

Delivery by autumn 2012

Timely Nationwide Sector Review

• 17 Organisations on Working Group

• 20 Organisations on Advisory Group

• Representing every facet of sector

• In-depth survey

• Some interesting results………..

©AURIL Sept2011

Great Feedback, BUT a Wake Up Call

• Our roles not fully embedded • Our worth not fully valued • There is no real career path • Some respondents

− don’t understand aims − think only more experience is needed

Populating the Visual

• Survey analysis results • Broken down into

−Core attributes −Core “people-related” activities −Specialist aims & drivers −Specialist activities & processes −Specialist knowledge & skills

Main Result - A New Framework

• Deconstructed to Reconstruct • “Umbrella” Framework of all aspects of our work • Uses: - Recruitment, Annual Reviews, CPD - Strategic Planning - Helping Others Understand What We Do - Helping to “Place” Ourselves • No Levels at this Stage • Toolkit to Come

©AURIL Sept2011

Framework for BCE Engagement

Aims & Drivers

Aims & Drivers

Aims & Drivers

AURIL Sept2011

Communications Leadership

Relationships

Delivering Economic

Benefit

Delivering Social

Benefit

Delivering Internal Benefit

Personal Qualities

Energetic / Enterprising /Motivated / Pro-active Resilient / Tenacious / Determined / Optimistic

Patient /Calm / Unflappable / Consistent Empathetic /Open / Diplomatic

Ethical/ Honest/Trustworthy

Reflective/Active Learner Team Player

Flexible

Core Personal Qualities

©AURIL Sept2011

Relationships Need to be an effective and credible:

Networker /Co-ordinator /Collaborator /Partnership Mgr Recogniser / Respecter of others’ needs & standpoints

Facilitator / Negotiator/ Broker/Boundary Spanner Planner / Project & Programme Manager Deliverer / Completer Finisher/ Evaluator

Communications Need to be an effective and credible: Information-gatherer/ Summariser

Active Listener /Interpreter/Translator Oral & Written Communicator

Influencer / Persuader / Responder Salesperson / Promoter / Presenter

Leadership Need to be an effective and credible:

Motivator / Driver Decision-maker/Problem Solver

Organiser/Conceptualiser/Prioritiser Strategic Planner /Resource Investigator

Champion for Culture Change/Status Quo Challenger Lateral Thinker/Creative Thinker /Innovator/Visionary

©AURIL Sept2011

Logic Case Study – Young People • Delivering Social Benefit – new audience engaged in knowledge flows – e.g. target

communities engaged with, to access information generated by research and inform research process

• Specific Aims and Drivers – could be depending on the research/messages being promoted – cultural enrichment, quality of life, wellbeing, access to education

• Specific Activities and Processes – accessing events/festivals, access students, widening participation e.g. using existing social networks through students/ events and festivals to access online social media networks, and develop and repackage research to give messages in a language and format young people can relate to e.g. vox pops, podcasts, art, cartoons as well as the written word, getting young volunteers to support and develop the activities with you

• Specific Knowledge – community/audience insight e.g. young people use social media to communicate and are more likely to engage online than attend a meeting

• Specific Skills – audience reach and engagement – using different ways to reach and engage audiences e.g. social media

• The framework would offer resources, information and links to support the users activities under each of the sub headings

AIMS & DRIVERS

Income Generation/ Research Impact;

Enhanced Curriculum Development & Research

Profile / Reputation/ Public Standing;

Asset Protection / Exploitation;

Enriched Student Experience;

Core:

Improving Skills;

Developing Capacity;

Creating Opportunities;

Student /Graduate Access;

Raising BCE Profile;

Core Drivers:

Nat / Local Govt Policy;

Impact Agenda; Economy; Globalisation;

Influencing public services policy, practice, effectiveness;

Cultural enrichment, quality of life, health, well-being;

Social welfare, national security, cohesion Access to education;

Drivers: BIS Science & Society

Strategy; Social /Client values;

Charities’ Act;

Drivers: Organisation’s Values

Mission; HEFCE/HEIF/BIS

Strategies; Funding;

Innovations /New Technologies & Systems;

Improved Competitiveness/ Profitability;

New Businesses , Opportunities,

Jobs, Skills;

Drivers: Business Legislation &

Governance; Business & Client

values;

Business /Employer Needs Community /Public Needs

Internal Needs Internal Needs

©AURIL Sept2011

ACTIVITIES & PROCESSES

Innovative Products & Services; Sector/Discipline Clubs/Networks/Groups

New Business Formation/Incubation; Licensing; Joint Ventures;

Contract & Collaborative Research KTPs/ Bus Development Progs

WBL/ CPD/WFD; Science Park Facilities;

Facilities Hire;

Core: Opportunity

Identification, Opportunity Mgmt;

Project Management; Monitoring/Evaluation;

Meetings & Events; Consultancy, Coaching; Facilities Access/Hire;

Information gathering, storage, retrieval Enhancing Inter-disciplinarity

Encouraging economic regeneration and enterprise

Access to Knowledge - research, events, festivals, learning;

Access to museums, Libraries, Lectures, Exhibitions, Facilities;

Access to students, placements, volunteering ;

Access to research, advisory boards, trusteeships;

Institutional relationship Mgmt;

Partnership Building; Widening

Participation;

Administration; Plans, Policies, Processes,

Procedures, Approvals; Funding/Grant Applications, Mgmt; Research Governance, Mgmt, RIM;

Contract Mgmt; Student Enterprise &

Employability; Staff Development;

CRM Systems; Finance;

Business & Employer Services Community/Public Services

Internal Services Internal Services

©AURIL Sept2011

Focus: Opportunity Management

Social

New services

Social Enterprise

Volunteering / Placements

Skills Development

Collaborative partnerships

Facilities hire

Internal

Research and governance

Funding and grants

IP management

Internal consultancy

Contract management

Economic New products Joint ventures

Spin outs/ups/ins

KTP/Funded programmes

Business and skills WFD

Contracts Licensing

KNOWLEDGE & SKILLS

Commercial Insight Profitable Deal Brokerage Valuing, Costing & Pricing

Entrepreneurship Business Innovation Business Planning

Commercial & IP Law Fiscal Compliance

NPD & Design PPP

Auditing

Core

Management Championing BCE Horizon Scanning

Marketing Meeting Needs

Understanding Environment Investigative Research & Analysis

Information Management Project Management & QA

Budget Management Monitoring/ Evaluation

Sustainability

Community/Audience Insights Not for Profit Costing & Pricing

Not for Profit Deal Brokerage Audience Reach & Engagement

Community Cultures & Language Regeneration Partnerships

Budgeting

Internal Customer Service Championing Culture Change

Funding /Grant streams Knowledge Legal / Regulatory Compliance

Internal Governance Strategic Planning

Reporting & Metrics; Risk Management ; Finance, FEC, VAT

Commercialisation Routes & Techniques Community /Cultural Routes & Techniques

Internal Routes & Techniques Internal Routes & Techniques

©AURIL Sept2011

STILL TO DO

We have essential detailed tasks and processes to add once we have your input

•Different Types of Contracts & Agreements •Different Types of Collaboration Agreements, •Consultancy •Setting up Spin-outs •Managing Volunteering

Send any additional comments to

Linda.Baines@stfc.ac.uk

07770 652509