1.
Clive Alderson Embedding Business & Community Engagement (BCE)

2.
Business & Community Engagement <ul><li>Employer Engagement </li></ul><ul><li>Business Development </li></ul><ul><li>Partnerships and Collaboration </li></ul><ul><li>Knowledge Exchange / Transfer </li></ul><ul><li>Continuing Professional Development </li></ul><ul><li>Public Lectures, Performances, Festivals </li></ul><ul><li>Museums, Libraries, Shared Facilities </li></ul><ul><li>Voluntary and Community Work </li></ul><ul><li>Alumni networking </li></ul>

3.
The Embedding BCE Project <ul><li>Identify the key business processes and system implications </li></ul><ul><li>Produce case studies and Development Plans </li></ul><ul><li>Produce an infoKit to help others do the same </li></ul><ul><li>Develop the understanding and role of central functions in supporting BCE operations </li></ul>

4.
The Project Methodology <ul><li>One-to-one interviews </li></ul><ul><li>Impartial, open and frank discussion </li></ul><ul><li>How BCE is supported by core business functions and processes </li></ul><ul><li>Balance of agenda </li></ul><ul><li>Perceptions not necessarily reality </li></ul><ul><li>Case study production </li></ul>

5.
Self-Evaluation Exercise <ul><li>Half-Day discussion-based workshop </li></ul><ul><li>Workbook tool based on EFQM Beta Model </li></ul><ul><li>A managed conversation </li></ul><ul><li>Scoring - dealing with pockets of good/less good practice </li></ul><ul><li>Strengths, weaknesses, areas for improvement </li></ul>

6.
Structure <ul><li>Policy and Strategy </li></ul><ul><li>Processes and Systems </li></ul><ul><li>Partnerships and Resources </li></ul><ul><li>Roles and Skills </li></ul><ul><li>Customer Perceptions </li></ul><ul><li>Key Performance Results </li></ul>

7.
Policy and Strategy <ul><li>Strategies exist or are being written </li></ul><ul><li>Lots of directed effort but significant proportion of BCE is emergent and driven by self selecting enthusiasts </li></ul><ul><li>Disconnect between strategy and action </li></ul><ul><li>Not all areas perceive themselves (or want) to be involved </li></ul>

8.
Roles and Skills <ul><li>Numerous roles involved in BCE </li></ul><ul><li>Inconsistent degree of interconnectivity </li></ul><ul><li>Formal roles including marketing, BDM’s, process management </li></ul><ul><li>A perception that many academic practitioners are “self selecting” </li></ul>

9.
Roles and Skills <ul><li>Central roles e.g. BDM’S, KT Managers, Commercialisation Managers etc. have defined skill sets, but many other roles are not formalised. </li></ul><ul><li>CPD is therefore fragmented and often unstructured/ad hoc </li></ul><ul><li>Awareness of CPD providers and services is not uniform across the practitioner groups </li></ul>

10.
Central Support Services <ul><li>Many operational barriers </li></ul><ul><li>For many, there is a general lack of knowledge and awareness </li></ul><ul><li>Perception that BCE is not covered by core funding – it is an additional task </li></ul><ul><li>Where do we go, who do we contact to get involved? </li></ul><ul><li>Little evidence of BCE in departmental </li></ul><ul><li>plans and targets </li></ul>

11.
Generic Skill Set – at the interface <ul><li>Awareness and empathy with different contexts and cultures </li></ul><ul><li>PM Skills </li></ul><ul><li>Personal organisation </li></ul><ul><li>Ability to engage at different levels </li></ul><ul><li>Coaching, consulting, facilitation skills </li></ul><ul><li>Disposition and personality </li></ul>

12.
Broader findings <ul><li>Need to create ownership groups amongst management </li></ul><ul><li>Recognition and reward issues and the need to place greater emphasis on BCE within performance review processes </li></ul><ul><li>Clearly defined measures and metrics in all faculty plans </li></ul><ul><li>Establish effective forums for internal engagement </li></ul><ul><li>More emphasis on links between research and BCE strategy </li></ul>

13.
The Embedding BCE infoKit <ul><li>http://jiscinfonet.ac.uk/infokits/embedding-bce </li></ul>