john burke and clive alderson embedding business & community engagement

John Burke and Clive Alderson

EmbeddingBusiness & Community Engagement

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To promote the Business and Community Engagement (BCE) agendaTo give an overview of others’ activity in the Business and Community

Engagement (BCE) arenaTo identify the BCE Landscape – what activities are YOU involved in?To introduce the Embedding BCE resourceTo discuss a methodology for reviewing supporting functionsTo report some of the common findings of interest to the sector in generalTo show the benefits of undertaking a review of BCE activity in FE and HE

Aims of Today’s Event

Embedding BCE

What activities are you aware of that your college or university engages in with the business, or wider communities?

The BCE Landscape

The BCE Landscape

Employer EngagementCPD CoursesWork-Based LearningKnowledge Transfer PartnershipsStudent PlacementKnowledge Exchange ForumPublic lecturesConferencesPublic performance and FestivalsMuseumsConsultanciesBespoke trainingApplied Research

Public services e.g. hair & beautyShared resources or facilitiesCommunity learningCommunity surveysClinical trialsBusiness incubationSpin-out companiesKnowledge licensingCollaborative workingStaff placementsVoluntary workRaising aspirationsPartnerships

Supporting The BCE Landscape

Central co-ordinating units Finance HR IT and Information Systems Facilities Management Libraries

Case Studies

Presentation

Embedding BCE

What would demonstrate that Business & Community Engagement activities were valued and that they were embedded as a normal way of working?

The Nature of Embedded

Any necessary alternative ways of working have been identified

BCE processes are not seen as unnecessary or an annoyance

BCE work and practitioners are valued as much as T&L and Pure Research

BCE practitioners have clear routes to progression

The Nature of Embedded

identifying the key business processes and system implications

developing the level and nature of engagement between central functions and BCE operations

identifying areas for process improvement and existing pockets of good practice

Aims of a Review

One-to-one interviews Impartial, open and frank discussion How BCE is supported by core business

functions and processes Balance of agenda Perceptions not necessarily reality Case study production

Stakeholder Interviews

Embedding BCE

Policy and Strategy Processes and Systems Partnerships and Resources Roles and Skills Customer Perceptions Key Performance Results

The Review Structure

Strategies exist or are being written Lots of activity is taking place Planning is undertaken at middle or lower

level, with an eye to strategic direction Senior Management are given overall

responsibility Not all areas perceive themselves involved

Policy and Strategy

Central co-ordinating units Finance HR IT and Information Systems Facilities Management Libraries

Processes and Systems

Academics did not mention IT until prompted Access to systems off campus The IP issue Information Systems Little or no use of Web2 Little or no differentiation between core and

BCE within IT teams (same as HR & Finance)

IT – Specific Issues

Funding Partnerships Strategic Partnerships Commercial Partnerships Knowledge Exchange Partnerships Knowledge Transfer Partnerships CPD Partnerships Collaborative Training Partnerships The Public

Partnerships and Resources

Language and The Fear Factor Attitudes to Commercialism Marketing is 2-way Internal Communications and Engagement Placing a Value on Knowledge

Roles and Skills

Measuring Participation Rates Qualitative Measurement Who did you say you were...?

Customer Perceptions

Statutory Returns Problems of Measuring Impact External Benchmarking and Evaluation Working to Standards Setting the Targets

Performance Measurement

Embedding BCE

Half-Day discussion-based workshop Workbook tool based on EFQM Beta Model A managed conversation Scoring - dealing with pockets of good and

less good practice Strengths, weaknesses, areas for

improvement

Self-Evaluation Workshop

Embedding BCE

Prioritisation of Areas for Improvement Identifying resources and risks Setting the timescale Meshing with existing development work

Development Planning

Links and Contacts

• http://www.jiscinfonet.ac.uk

• j.burke@northumbria.ac.uk

• follow johnburke1 at Twitter

• http://jbep.blogspot.com (John Burke’s Education Project blog)

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