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Embedding BCE - Institutional Showcase (Strathclyde)
 

Embedding BCE - Institutional Showcase (Strathclyde)

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    Embedding BCE - Institutional Showcase (Strathclyde) Embedding BCE - Institutional Showcase (Strathclyde) Presentation Transcript

    • Embedding BCE Case Study: University of Strathclyde Diane McDonald Alasdair MacKay, Ursula Kelly [email_address]
    • The Strathclyde case study
      • Knowledge Exchange @ Strathclyde
      • Participation rationale:
        • Baseline of current situation and perceptions
        • Inform future developments
      • Sponsored by Vice Principal Kenny Miller
      • Coordinated between Information Resources and Research &Innovation Directorates
      • Undertaken during major period of restructuring, including new Principal
    • Interviews
      • Involved:
      • 26 participants
      • Range from academics to professional services staff
      • Engaged in Business and Community activities
      • No problems with engagement
      • Pleased about:
      • Opportunity to talk about Knowledge Exchange
      • Diversity of involvement
      • Chance to identify key issues
    • Key findings
      • Confirmed perceptions:
      • Knowledge Exchange embedded within strategy:
          • 1 of 3 core strategic foci
          • Research & Knowledge Exchange Committee
          • Vice Dean for Knowledge Exchange
      • High performer:
          • Knowledge Transfer Grant, Knowledge Transfer Partnerships
          • Strathclyde Entrepreneurial Network, Hunter Centre etc
      • Research & Innovation role embedded within processes
      • Significant breadth and depth of knowledge exchange profile
    • Some areas for attention
      • Much knowledge exchange not directed or recorded
        • i.e. Ground up enthusiasts
      • Academics’ career success still judged mainly on research and teaching & learning activities
      • Room for improved sharing of information
        • e.g. Shared intelligence
    • Development Plan ideas (1)
      • Policy and Strategy
      • Improved systems for capturing the volumes and outcomes of all types of knowledge exchange
      • Roll out Vice Deans for Knowledge Exchange (KE)
      • Include representation from Information Systems at strategic forums for planning KE activity
      • Roles and Skills
      • Framework of competency and skills for KE practitioners
      • KE an explicit element in all staff development plans and reviews
      • Use the Researchers Portal to improve knowledge management and the sharing of good practice in KE
      •  
      •  
    • Development Plan ideas (2)
      • Processes and Business Systems
      • Continuous development of CRM processes
      • Use of the Researchers Portal to share marketing information and contact management issues
      • Establish on-line registration and payment systems for CPD and commercial training courses
      • Central register for all CPD participants
      •   Partnerships and Resources
      • Partnership review to evaluate the impact of current arrangements and identify ways to maximise opportunities
      • Establish partnership development plans in each faculty
      •  
    • Development Plan ideas(3)
      •   Measurement and Performance Results
      • Conduct a mapping exercise and/or establish a working group to identify the breadth of KE engagement activities being undertaken and to propose improvements in activity capture
      • Improve the dissemination of performance results for KE, and use the findings to stimulate involvement and activity
    • The next stage
      • Feedback workshop to be arranged
        • Early 2010