JISC BCE project<br />Newcastle University<br />
About Us<br />Zoë Bright – School Manager, School of Education, Communication and Language Sciences (ECLS). <br />Francis ...
Newcastle University<br />Almost 5000 staff <br />Approximately 20,000 students<br />Over 1000 engagement activities<br />
Why take part<br />School of ECLS is one of the most active in the field of engagement <br />Civic University<br />Recentl...
Importance of BCE<br />Critical to the success of the University in its civic role<br /> Critical to the success of the Un...
The Project<br />The process:<br />Bid<br />Introductory meeting<br />Interviews<br />Evaluation exercise<br />Case Study<...
Difficulties encountered<br />Initial buy in – required PVC endorsement<br />Trying to secure meetings with high level, bu...
The Case study<br />Case Study provided a valuable overview of the range of the activity carried out within the university...
Self evaluation feedback<br />Very productive exercise<br />Very difficult to get 10 people out of the nearly 5000 staff w...
Engagement strengths<br />School and Service level strategies exist<br />A real mix in terms of activity maturity<br />Eng...
Engagement weaknesses<br />CRM recording is not effective<br />Too quick to say “too difficult as it is a University”<br /...
Implementing the Strategy<br />Establishing Deans for Engagement<br />Schools to have Directors of Engagement<br />Faculti...
<ul><li>Any Questions?</li>
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Embedding BCE - Institutional Showcase (Newcastle)

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Embedding BCE - Institutional Showcase (Newcastle)

  1. 1.
  2. 2. JISC BCE project<br />Newcastle University<br />
  3. 3. About Us<br />Zoë Bright – School Manager, School of Education, Communication and Language Sciences (ECLS). <br />Francis Barber – Business and Engagement Manager, North Leadership Centre.<br />
  4. 4. Newcastle University<br />Almost 5000 staff <br />Approximately 20,000 students<br />Over 1000 engagement activities<br />
  5. 5. Why take part<br />School of ECLS is one of the most active in the field of engagement <br />Civic University<br />Recently appointed a PVC for engagement<br />Starting to produce a university wide engagement strategy<br />
  6. 6. Importance of BCE<br />Critical to the success of the University in its civic role<br /> Critical to the success of the University financially<br />Critical to the success of the REF <br />
  7. 7. The Project<br />The process:<br />Bid<br />Introductory meeting<br />Interviews<br />Evaluation exercise<br />Case Study<br />
  8. 8. Difficulties encountered<br />Initial buy in – required PVC endorsement<br />Trying to secure meetings with high level, busy people across the University<br />Last minute cancellations due to other University priorities<br />The weather<br />
  9. 9. The Case study<br />Case Study provided a valuable overview of the range of the activity carried out within the university<br />Drew together some of the thinking that was happening independently<br />
  10. 10. Self evaluation feedback<br />Very productive exercise<br />Very difficult to get 10 people out of the nearly 5000 staff who have a representative overview of the whole university<br />Would have been interesting to do it with other groups of stakeholders (internal and external)<br />
  11. 11. Engagement strengths<br />School and Service level strategies exist<br />A real mix in terms of activity maturity<br />Engaging with formal groups<br />Institutionally connected with regional funders<br />
  12. 12. Engagement weaknesses<br />CRM recording is not effective<br />Too quick to say “too difficult as it is a University”<br />Meeting demand<br />Not good at engaging with community groups<br />
  13. 13. Implementing the Strategy<br />Establishing Deans for Engagement<br />Schools to have Directors of Engagement<br />Faculties/Schools to have development plans and strategies for engagement<br />HR – promotions criteria<br />
  14. 14. <ul><li>Any Questions?</li>

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