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Embedding impact: effecting institutional change through the development and rollout of an impact capture system

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Slides from an ARMA 2015 talk on building impact into the research process, with a focus on research management.

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Embedding impact: effecting institutional change through the development and rollout of an impact capture system

  1. 1. 1 Embedding impact; effecting institutional change through the development and rollout of an Impact Capture System Julie Bayley Impact Officer Senior Researcher in Health Psychology Email: j.bayley@coventry.ac.uk Twitter @Julie_covuni Julia Ryall Programmes Director Post Award Email: j.ryall@coventry.ac.uk •To share Coventry’s experience of embedding impactPurpose •To offer insight into developing strategies for your own institutionAim •Research directors, managers and officers, funders, stakeholdersAudience •Brief, to support planning for your institutionExercises Resources •Blog - http://blogs.coventry.ac.uk/researchblog/category/impact/ •Session materials (slides, booklet) •Link to paper and slides (“Strategies for the management and adoption of impact capture processes”) from EuroCRIS 2014 •Link to “How-to guide for developing an Impact Capture System”, LSE Impact of Social Sciences blog post
  2. 2. 2 Overview 1. Background and HE context 2. Coventry approach (with ‘ERIC’) 3. Research support context 4. Next steps 5. Q&A Section 1 Background and context
  3. 3. 3 Research Impact • Research Councils UK (RCUK) definition: – 'the demonstrable contribution that excellent research makes to society and the economy'. • Broad types: – Academic – Economic – Societal – Environmental Impact Drivers • REF 2014 – Impact added to assessment criteria (not in RAE 2008) • Academic excellence 65% • Impact 20% – Retrospective tracking and capture • Expected increased weighting for impact in REF 2020 • Increased funder requirements for impact (eg. Horizon 2020) • ‘Return on Investment’
  4. 4. 4 Related context • Ongoing discussions on measurement, assessment and definitions e.g. – Acceptable metrics – Appropriate metrics – Altmetrics – Proxy measures • Related drives eg. Open Access, international strategy • Increasing focus on how to embed change institutionally • How do we develop a systematised approach? Challenges • Experience of REF 2014 • Impact understanding / awareness • Impact is not static or universally accepted • Scepticism and suspicion • Standardisation across disciplines • Attribution and ownership • Intangible impact • Time lag / tracking • Control of information • Bridging academic / business divide • Combining narrative with metrics • Non-funded projects
  5. 5. 5 Section 2 Coventry University Approach EXERCISE 1 Booklet page 6-7
  6. 6. 6 Impact is a good thing Impact can be captured by an academic self service system
  7. 7. 7 Impact capture and assessment are separate activities Different impacts can be ranked / weighted
  8. 8. 8 Ranking / weighting impact is motivating for academics Priority should be placed on REF 2020 impact rather than impact in broader terms
  9. 9. 9 Impact is a ‘virtuous activity’ Academics are suspicious about Centrally led initiatives
  10. 10. 10 “Embedding Research Impact at Coventry” (ERIC) • JISC funded project (2012) to develop a pilot impact capture system • System to plan and capture impacts from project inception • VC commission: redeveloped to cover whole university • Development: – Development of impact markers – Review of literature and guidance – Academic and stakeholder consultation *http://www.publicengagement.ac.uk/about/impact-analysis Prototype development process 1. Impact needs analysis Business and Community Engagement 2. Create content Research 3. Technical process review / system adaptation Information Management 4. Pilot test system Research
  11. 11. 11 Full rolloutPilot Purchase database Full launch Consultation and engagement across faculties Modify/ extend database Embedding External literature / guidance ‘ERIC’ system • Built within existing CU Research Information Management system (BIDS) • Add details of (multiple) planned impacts, those which occur unexpectedly or remove those which do not transpire. • 4 steps to add an impact…..
  12. 12. 12 1. Plan impact 2. Plan evidence
  13. 13. 13 3. Set email reminders 4. Add evidence / defer / update
  14. 14. 14 Benefits of ERIC • ‘Institutional memory’ • Flexible system supports impact planning from project inception • Build and monitor ongoing impact portfolios • Reduced reporting burden for REF 2020 • Support funding bids / reports to funders • CU marketing, case studies and reputation building Consultation feedback Barriers Facilitators 0 2 4 6 8 10 12 14 16 18 20 Time / workload System familiarity Impact awareness System difficulties Attribution and tracking 0 2 4 6 8 10 12 14 16 18 20 Training Raise awareness System edits Link across university Utilise data Access Increase relevance
  15. 15. 15 Section 3 Research Support Context Supporting the Impact Agenda • Coventry’s Story: Past, Present, Future • Changes in the Project Life Cycle • Tensions, concerns, worries, solutions….
  16. 16. 16 Coventry University Commitment • Part of new “Excellence with Impact” strategic plan • Impact Capture System (ERIC) • Central Impact Officer (Academic) • Faculty / research centre based impact personnel • Broad and growing support structure for impact support • Increasing reputation and presence across higher education • Impact is valued
  17. 17. 17 Impact across the project lifespan Research project £ Academic output Citations Impact From...Impact considered at the end of the project.. Academic “project” Academic output Citations and metrics ImpactOther dissemination Impact monitoring / evidencing Impact planning To…Impact built in from the start of a project… CULTURAL and SYSTEMS integration
  18. 18. 18 CULTURAL and SYSTEMS integration Academic’s Impact Funded Projects Non- Funded Events / Conferences To.. Articles Media Presence Esteem Markers BIDS EventsForce Ethics Moodle Repository M&C ?? Publicly Funded Projects £ Articles From… DisseminationConference BIDS Repository Impact Academics Heterogeneous Research Support Homogeneous Strategic leads Themes Everything? Cross Cutting Subject Specific Indexed / Meta Tags Immediacy Impact ‘Cogs’ More FUNDING Benchmarking Ownership Organisational Reputation Own Reputation Longevity RE-USE Performance Measure? Ranking Standardisation Individuals Key Challenges Diverse Context We don’t know what the Strategic Leaders will require next New different drivers? When? ? What is the information for Impact ‘Cogs’ Ownership Organisational Reputation Own Reputation Longevity Standardisation Individuals Key Challenges Diverse Everything? Cross Cutting Subject Specific Indexed Immediacy RE-USE Benchmarking Performance Measure? Context
  19. 19. 19 Academics Research Support Strategic leads Exercise 2: Your cogs Booklet page 13 Impact ‘Cogs’ Ownership Organisational Reputation Own Reputation Longevity Standardisation Individuals Key Challenges Diverse Everything? Cross Cutting Subject Specific Indexed Immediacy RE-USE Benchmarking Performance Measure? Context Section 4 Next steps
  20. 20. 20 .…as a Sector • Build in impact from the start • Translate “Impact” • Engage Academics – Behaviour change, embed, deal with suspicion… • Engage Stakeholders • Build networks (internal and external) • Bridge academic / research support divide ….at Coventry • Continue building and rolling out system • Grow impact culture / infrastructure • Embedding impact and behaviour change • Training • System changes • Dissemination (papers, reports, blogs)
  21. 21. 21 Exercise 3: .…at your Organisation 1. 2. 3. Booklet page 15 Summary • Top-down support for bottom-up development • Consider what works in your context • ‘Engage not enrage’ academics • Across-university system interaction • Continued dialogue and revision • Centralised and committed approach, locally translated • Partnership is key
  22. 22. 22 Thank you Questions? Julie Bayley Email: j.bayley@coventry.ac.uk Twitter @Julie_covuni Julia Ryall Email: JRyall@cad.coventry.ac.uk

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