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Embedding Business & Community Engagement

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Clive Alderson provides an overview of the Embedding Business and Community Engagement project. The resource can be found via JISC infoNet: http://www.jiscinfonet.ac.uk/bce/embedding-bce ...

Clive Alderson provides an overview of the Embedding Business and Community Engagement project. The resource can be found via JISC infoNet: http://www.jiscinfonet.ac.uk/bce/embedding-bce

This presentation was delivered during a CPD & Training Project event.For more information see: http://www.netskills.ac.uk/content/projects/2008/jisc-bce-cpd/index.html

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  • Introduce presenters and JISC infoNet Give timings and domestics – fire drill, toilets, breaks, turn phones off All content backed by online resources – infokits Interactive session – give your experiences, challenge us if you have a different point of view, tell us what would work and what not – some of this would challenge your cultures perhaps Our methodology meant to supplement not to replace what you currently do Go round table to collect names, organisations and expectations for the day

Embedding Business & Community Engagement Embedding Business & Community Engagement Presentation Transcript

  • Clive Alderson Embedding Business & Community Engagement (BCE)
  • Business & Community Engagement
    • Employer Engagement
    • Business Development
    • Partnerships and Collaboration
    • Knowledge Exchange / Transfer
    • Continuing Professional Development
    • Public Lectures, Performances, Festivals
    • Museums, Libraries, Shared Facilities
    • Voluntary and Community Work
    • Alumni networking
  • The Embedding BCE Project
    • Identify the key business processes and system implications
    • Produce case studies and Development Plans
    • Produce an infoKit to help others do the same
    • Develop the understanding and role of central functions in supporting BCE operations
  • The Project Methodology
    • 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
  • Self-Evaluation Exercise
    • Half-Day discussion-based workshop
    • Workbook tool based on EFQM Beta Model
    • A managed conversation
    • Scoring - dealing with pockets of good/less good practice
    • Strengths, weaknesses, areas for improvement
  • Structure
    • Policy and Strategy
    • Processes and Systems
    • Partnerships and Resources
    • Roles and Skills
    • Customer Perceptions
    • Key Performance Results
  • Policy and Strategy
    • Strategies exist or are being written
    • Lots of directed effort but significant proportion of BCE is emergent and driven by self selecting enthusiasts
    • Disconnect between strategy and action
    • Not all areas perceive themselves (or want) to be involved
  • Roles and Skills
    • Numerous roles involved in BCE
    • Inconsistent degree of interconnectivity
    • Formal roles including marketing, BDM’s, process management
    • A perception that many academic practitioners are “self selecting”
  • Roles and Skills
    • Central roles e.g. BDM’S, KT Managers, Commercialisation Managers etc. have defined skill sets, but many other roles are not formalised.
    • CPD is therefore fragmented and often unstructured/ad hoc
    • Awareness of CPD providers and services is not uniform across the practitioner groups
  • Central Support Services
    • Many operational barriers
    • For many, there is a general lack of knowledge and awareness
    • Perception that BCE is not covered by core funding – it is an additional task
    • Where do we go, who do we contact to get involved?
    • Little evidence of BCE in departmental
    • plans and targets
  • Generic Skill Set – at the interface
    • Awareness and empathy with different contexts and cultures
    • PM Skills
    • Personal organisation
    • Ability to engage at different levels
    • Coaching, consulting, facilitation skills
    • Disposition and personality
  • Broader findings
    • Need to create ownership groups amongst management
    • Recognition and reward issues and the need to place greater emphasis on BCE within performance review processes
    • Clearly defined measures and metrics in all faculty plans
    • Establish effective forums for internal engagement
    • More emphasis on links between research and BCE strategy
  • The Embedding BCE infoKit
    • http://jiscinfonet.ac.uk/infokits/embedding-bce