Renewing the ashoka u commitment

1. Renewing the Ashoka U
commitment
2013-2017
Tim Curtis
Change Leader
Tim.curtis@northampton.ac.uk

2. History
www.northampton.ac.uk/changemaker
• ‘Number 1 for Social Enterprise in the UK’, 2010
• First and only Changemaker Campus in the UK, 2013
• Widening of relevance, connection to employability, and
revival of Transforming Lives + Inspiring Change
objectives
• 20 Campuses grows to 37+ in Canada, Latin America
and Australasia 2013

3. The Changemaker
difference
A unifying narrative
for:
Employability
Student experience
Community/civic
involvement
REF Impact and societal
impact
STEAM outreach
Global mission group
Unique value
proposition
Focal point for
Transforming Lives +
Inspiring Change
The University of Northampton is committed to developing
knowledgeable graduates, who are socially responsible, digitally
proficient and highly employable global citizens – the
Changemakers of the future.

4. Ashoka U Changemaker
Principles
Graduates understand that they:
1. Have a responsibility to make positive
changes in society.
2. Have the power and resources to make
a difference (tangible and intangible).
3. Take initiative to bring about innovative
change, local and systemic.
4. Work with others to maximise impact,
working in groups and networks.
5. Know and live authentically according
to their positive values.
6. Practice empathy by engaging in
another person’s world without
judgement.
Changemaker relates to social, environmental and economic outcomes i.e. sustainability

5. Changemaker Clarity
The University of
Northampton is
committed to developing
knowledgeable
graduates, who are
socially responsible,
digitally proficient and
highly employable global
citizens – the
Changemakers of the
future.

6. Selection Criteria in
2012
Change Leader(s)
mandated to build social
entrepreneurship with
interdisciplinary campus-
wide scope
Change Team -
representation from different
roles, divisions, and
disciplines
Institutional ecosystem
elements: community &
culture, teaching &
curriculum, research,
applied learning, leadership,
and resources & strategy.
Unique
Contribution/Social
Impact: advancing social
innovation beyond
campus
Action Plan - a clear
vision, strategy; increase
the institution’s
contribution to positive
social and environmental
impact.

7. Selection Panel
Feedback 2013
“Tim and Wray are strong
leaders with exceptional
commitment to growing
social entrepreneurship on
their campus.”
“Senior buy-in is growing,
but still early-on in the
process.”
“Change Team. Excellent
representation of diverse
interests. The rapid growth
over years (now 30 people)
is impressive.”
“No clear organizing/unifying
principles. Activities seem a
bit disconnected.”
“a big tent outreach.” “The
student piece needs more
development.”
“There is a strategy of
“being” not just “doing”
There doesn’t not seem to
be a widely adopted/highly
supported action plan for
the next 3-5 years.
“How do you plan on
engaging the students
deeply in the process of
shaping the initiative? This
area needs more time and
development”

8. Areas most in need of
development 2013
“Integration. Increase
communication across
students, faculty, staff.
This will help in delving
into how to change the
hearts and minds of
people who are already
at the institution”.
“There needs to be
more structure to the
vision and plan. I also
strongly recommend a
branding and
messaging campaign
to unify the disparate
activities across
campus.”

9. Responding to the 2012
Selection Criteria
Change Leader(s) mandated to build
social entrepreneurship with
interdisciplinary campus-wide scope
Tim and Wray selected by AshokaU as
Change Leaders. Chris Moore and Sue
Allen with strategic responsibility. VC
overall strategy. Sylvia Hughes leading
Governors
Change Team - representation from
different roles, divisions, and
disciplines
Core group created, reps from every
department and school
Institutional ecosystem elements:
community & culture, teaching &
curriculum, research, applied learning,
leadership, and resources & strategy.
Changemaker Challenges and CM
Schools, CM Hub, ILT Change
Curriculum, Transforming Lives
Institutional Strategy, CM Week, CM
Awards and Certificate, CM Handbook
20,000 reads in 2yrs
Unique Contribution/Social
Impact: advancing social
innovation beyond campus
Connection to employability and
student experience, leadership in
terms of research and innovative
ideas for embedding
Range of activities and events
across all parts of the University
Action Plan - a clear vision,
strategy; increase the institution’s
contribution to positive social and
environmental impact.
Transforming Lives + Inspiring
Change strategy, CM Challenges
Summary from “A review of 5 years of the Changemaker Initiative 2010 to 2015

10. Renewal 2017
Fuel collaboration between institutions, with other programs at
Ashoka, and across sectors to reframe the role of colleges and
universities.

11. Renewal 2017 Process
50% will be the standard
criteria from 2012, (360
self-evaluation) but with
'how are you measuring
success' and 'how are you
ensuring longevity'. i.e
evaluative
50% will be collaborative
forward-look in terms of
our contribution to field
leadership, other
campuses and helping
other universities
Two day site visit:
• day one is a show and tell based
on evaluative,
• day two is the collaborative part
with senior leaders.
• opportunity to invite UK
influential third party to be part of
that- HEFCE, Cabinet office,
TEF key influencers or
whomever.
• Also another AshokaU partner
campus will be there to help us
Timeframe, start Jan
2017, launch event March
2017, finish by the
summer

12. Renewal 2017
Another 360o Self
Evaluation
http://tinyurl.com/gl43v7l
Stories and stats. (repeat
survey)
People from first report:
Petford, Denny, Curtis,
Sinclair, Bannerman,
Pryce
Suggested ‘new’ people:
Irwin, Maxwell, Wicks,
Awardees, inc students,
CM Programme leaders,
SU leadership
Showcase examples:
strategic embedding,
initiatives, student
outcomes, projects
Re-run the 2012
Staff/Student survey
http://tinyurl.com/jzp5ak6

13. Network Advisory Group
Priorities
Faculty Retreat and
Research Stream: to add
academic rigor to the field
Impact Measurement: to
establish clarity around,
(1) the intent of and, (2)
achievable outcomes for
social innovation
education
Knowledge and
Resource Sharing: to
make Changemaker
Campus knowledge and
resources accessible to
the network
Student Exchange and
Joint Programs: to
develop programs and
partnerships for
Changemaker students
across the network
Professional
Development for Change
Leaders: to provide
professional development
opportunities tailored for
Change Leaders
Priorities for campus members:

14. To work on
Field Leadership:
Seeking to have an impact
on Higher Education as a
whole; convening high-
level conversations, media
strategy, influencing
influencers, strategic
partnerships with networks
Thought Leadership:
new models and advocacy
of how higher education
could be.

15. The ask:
To complete the 2017 survey
www.northampton.ac.uk/changemaker
Renewal 2017 page
Suggestions and ideas for
the forward looking plan
• Influencing the field of
‘changemaker’ in higher
education
• Utilising and contributing to
Ashoka U consortium
Preparing for and participating in the Renewal Evaluation
process
Staff and Students to
participate in one day site
visit
24 May 2017
UMT members to
participate in forward
looking workshop
25 May 2017

16. www.northampton.ac.uk/ch