UMass Boston Emerging Leaders Program Team Project PresentationAndrea Wight
The fellows in the Center for Collaborative Leadership's Emerging Leaders Program practice collaborative leadership skills by working together in peer-led teams on projects that involve multiple stakeholders and have a civic impact. On June 22, 2016 the fellows presented their team findings working with the following sponsor organizations: Mass Business Roundtable, Retailers Association of Massachusetts, Boston Municipal Research Bureau, Tech Networks of Boston, Italian Home for Children, Generation Citizen, Boston Athletic Association, and the Center for Social Policy.
2012 Improving Quality in the Early Years (Sandra Mathers, Rosanna Singler and Arjette Karemaker)
This research, undertaken in partnership with the University of Oxford, looks at how different groups – parents, Ofsted and early years providers – understand quality. It was funded by the Nuffield Foundation.
Dr Julie Harris
Principal Research Fellow
University of Bedforshire
The International Centre - Researching Child Exploitation, Violence and Trafficking
UMass Boston Emerging Leaders Program Team Project PresentationAndrea Wight
The fellows in the Center for Collaborative Leadership's Emerging Leaders Program practice collaborative leadership skills by working together in peer-led teams on projects that involve multiple stakeholders and have a civic impact. On June 22, 2016 the fellows presented their team findings working with the following sponsor organizations: Mass Business Roundtable, Retailers Association of Massachusetts, Boston Municipal Research Bureau, Tech Networks of Boston, Italian Home for Children, Generation Citizen, Boston Athletic Association, and the Center for Social Policy.
2012 Improving Quality in the Early Years (Sandra Mathers, Rosanna Singler and Arjette Karemaker)
This research, undertaken in partnership with the University of Oxford, looks at how different groups – parents, Ofsted and early years providers – understand quality. It was funded by the Nuffield Foundation.
Dr Julie Harris
Principal Research Fellow
University of Bedforshire
The International Centre - Researching Child Exploitation, Violence and Trafficking
Slides from NHS Citizen Research Workshop convened on the 7th of April 2015 at the University of Westminster to discuss the Research Hub, a brand new element of the NHS Citizen design intended to support wider research and knowledge sharing.
The aim of the workshop was to explore possible research questions and projects and this presentation introduces what NHS Citizen research might look like in its different forms.
Presentation from the Entrepreneurial Librarian Conference, October 17, 2014. Wake Forest University. entrelib.org. Marcy Simons, University of Notre Dame
This presentation provides an overview of the Systematic Inquiry Cycle and Logic Modeling as tools for designing and developing a research study or project/program initiative.
2018 Planning and Budgeting Forum NACUBO: Budgeting for collaborationbrightspot
Elliot Felix and Richard Minturn, University of Virginia, presented "Budgeting for Collaboration: Planning a Shared Services Advising Center" which shows show how UVA created an integrated budgeting tool that forecasts space, technology, staffing, and operational costs for an “Advising Center” that brings together different units to share space, services, and data.
Slides from NHS Citizen Research Workshop convened on the 7th of April 2015 at the University of Westminster to discuss the Research Hub, a brand new element of the NHS Citizen design intended to support wider research and knowledge sharing.
The aim of the workshop was to explore possible research questions and projects and this presentation introduces what NHS Citizen research might look like in its different forms.
Presentation from the Entrepreneurial Librarian Conference, October 17, 2014. Wake Forest University. entrelib.org. Marcy Simons, University of Notre Dame
This presentation provides an overview of the Systematic Inquiry Cycle and Logic Modeling as tools for designing and developing a research study or project/program initiative.
2018 Planning and Budgeting Forum NACUBO: Budgeting for collaborationbrightspot
Elliot Felix and Richard Minturn, University of Virginia, presented "Budgeting for Collaboration: Planning a Shared Services Advising Center" which shows show how UVA created an integrated budgeting tool that forecasts space, technology, staffing, and operational costs for an “Advising Center” that brings together different units to share space, services, and data.
Lecture presented by Christine M. Abrigo at PAARL Seminar- workshop with the theme "Managing Today’s Learning Commons: Re-Skilling Seminar for Information Professionals" held on September 20-22, 2016 at the Crown Legacy Hotel, Kisad Road, Baguio City.
SCUP 2018 Annual Meeting: Ending the Runaround brightspot
Director Adam Griff, Dick Minturn (University of Virginia), and Robert Nalls (Nalls Architecture) presented “Ending the runaround: Creating a one-stop-shop for student advising” at SCUP's 2018 Annual Conference. Using UVA’s vision for Total
Advising as a case study they walked attendees through how to create a more effective and operationally efficient student experience by bringing distinct partners together.
Boosting student success: The role of data analyticsPeter Alston
In this short presentation to the Chartered ABS Annual Conference 2016, Baback and myself will talk about the importance of Learning Analytics and how it may prove to be a useful tool with regards to the impending Teaching Excellence Framework (TEF) Review. Baback and I will also talk about our own experiences and highlight what we are doing with respect to learning analytics.
The presentation slides for a half-day workshop that reviews the methods to identify the value of the academic library for students, faculty and the college or university itself.
This workshop presents a recently developed mechanism for quantitative assessment of community-based learning, called the Community-Based Learning (CBL) Scorecard. Facilitators will reflect on the development of the CBL Scorecard by their Teagle-funded Consortium of liberal arts schools as an effort to promote assessment that improves student learning, with an instrument that employs a quantitative scale. Though the grant has concluded, the consultant had previously had capacity to allow for benchmarking across participating institutions. The workshop will include Q&A sessions about how the Scorecard provides a meaningful tool for assessing student learning and a brainstorming session about how the Scorecard can be applied at participant institutions to improve student learning and the teaching of CBL courses. The Scorecard will be shared via hard copy or drop box, and if participants find it useful, please keep facilitators informed so future use can be further explored. THANK YOU!
This presentation was provided by Lisa Hinchliffe of The University of Illinois, during Session Seven of the NISO event "Assessment Practices and Metrics for the 21st Century," held on December 13, 2019.
Poster: Perspectives on Increasing Competency in Using Digital Practices and ...Katja Reuter, PhD
We believe that the quality and efficiency of all phases of the clinical and translational research (CTR) process can potentially be increased by using digital practices and tools in open and networked contexts. However, most CT researchers lack the training to take advantage of the benefits that the Internet and the social Web provide. Standardized training in digital practices and tools (Digital Scholarship) to conduct CTR has not been formalized through structured curriculum, learning approaches, and evaluation. Our overall goal is to develop a robust curriculum to train CTR researchers in digital scholarship. Here we present preliminary data from a qualitative study that describes the range of key stakeholders’ perspectives on the need to: (A) formalize educational efforts in digital scholarship among CTR trainees; and (B) develop an educational framework that defines core competencies, methods, and evaluation methods. Presented at Translational Science 2018 conference in Washington, DC on April 20, 2018.
How University Library Services Sunderland are using strategic marketing to shape their approach to customer relationship management, performance and cultural change.
An overview of how University of Sunderland have employed strategic marketing techniques to form a Library Quality Model through which we have nurtured cultural change and a new performance model. Our presentation also provides links to practical Quality Model publicity campaign examples displayed via our Pinterest pages.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Value and Impact as Service Drivers: University of Sunderland
1. Service Engagement
and Impact Manager
Value and
impact as
service drivers: University of Sunderland
Library & Study Skills
Kay Grieves
@kayjgrieves
CILIP Leaders Forum
Webinar
29th March 2018
#cilipwebinar
a transferable
model
2. Overview
• Background to performance as service driver
- Facilitated
conversation
- Rounded narrative
- Data-visualization
• Transferable Model
• Examples
- using evidence to influence faculty action planning
- using evidence to support advocacy with University
Executive• Building on the model
• Opportunities for sharing and questions
3. University of
Sunderland
NE coast of England
(London and Hong Kong)
Approx. 19,000 students
(7000 off campus)
Post ’92 University
Two Sunderland
campus libraries
Widening participation
4. Value and Impact Model as driver of
A transferable, agile model to drive and
engage our entire service in
understanding, articulating and
evidencing the relevance, value and
impact of the Library’s contribution to
and impact upon our customers’
experience and engagement and the
learning outcomes and the strategic
priorities of the University.
service culture, planning &
delivery
Understanding to position, plan and deliver
library services which impact upon learning
outcomes and University policy (Relationship
Management).
To nurture relationships which facilitate the
articulation of our expected impact and
therefore inspire high impact engagement.
To be able to evidence that impact
and contribution so as to ensure continued
recognition and resource.
5. Why our value
and impact
model is a
service driver
• Agile and connected – informing service
going forward not just performance
• Informs our culture, values and behaviours
• Defines our credibility, role, purpose and
contribution to wider University priorities –
‘thought-leadership’
• Informs and underpins strategic action
planning; decision making and service
delivery (Relationship Management)
• Nurtures engagement and captures its
impact
• Ensures we can articulate benefit,
contribution and impact
6. PERFORMANCE MODEL PRE
2008• Performance of individual
services and systems
• Quantitative - constant increase
of output and efficiency
• Static standards and PIs: not
connected to current strategic
priorities
• Data generated from systems
not people
• Qualitative – unsolicited and
satisfaction-focused
• Stand-alone function - lack of
relevance and ownership
Did not drive service as :
• No concept of ‘impact’ or
‘engagement’ only speed and volume
as measures and levers –inward-
looking
• No overt link to outcomes for
customer or wider contribution to
University priorities – assumed
• Fixed measures not linked to priorities
• Measured against itself
• Stand alone function – lack of
ownership
• Purely retrospective. Not informing
culture, service planning or delivery
7. Emergence
of value
& impact
( Matthews (2012), quoted in Jantti, 2014, p.1 )
“Indicators, measures and analysis
that may have served libraries well
in the past, are now being questioned
for their adequacy to communicate
outcomes, impact or positive affect for the
various stakeholder groups the library
serves.”(Matthews (2012), quoted in Jantti, 2014, p.1)
8. Initial
Drivers
A new
way
• Challenging times: scrutiny, accountability,
H.E. consumer-focused climate
• People back at our heart
• True ‘engagement’ as opposed to ‘use’
• Defining our purpose, role and contribution
within the University (Relationship
Management)
• Capturing evidence of engagement, benefit,
difference and impact against current
priorities and articulating this effectively
• Strategic approach to capturing the
qualitative and maximizing it’s potential
• Culture: owned and embedded
• Agile and relevant evidence-base
9. “to embrace the human objectives like success,
happiness, productivity, progress, relationships, experiences
and impact. How can we help users attain their goals,
achieve wellbeing, realise benefits, move forward, make
personal
connections, participate fully and have significant
effect on their worlds through us?”
( Neal, 2011,
p.427 )
Humanizing our service culture
AND PERCEPTION OF PERFORMA
10. Strategic Marketing
“To be able to advocate clearly and with
strength you need to have the solid foundation
of detailed understanding of your service…
Marketing is not just about raising awareness of
the service you provide. It includes
understanding your stakeholders and user
community, building ongoing relationships with
them, identifying how your service benefits
them, what improvements it can make to their
situation.”
( CILIP Impact Toolkit, 2016 )
11. Evidence
culture
“(Libraries) must perform based on both
common indicators of quality (such as
accreditation) and unique objectives that
align with the institutional mission and goals.
Stakeholders judge libraries based on how
well their services, collections, and spaces
align across both these areas.”
( Connaway et al., 2017, p. 4 )
12. ( Connaway et al., 2017, p. 2 )
“How well can… staff demonstrate that the
academic library is useful to students?
…show how their programmes, collections
and spaces impact student learning
outcomes and institutional goals? Can they
illustrate to provosts the library’s
value to support increased spending?”
Relevanc
e
and
value
13. “The question confronting library
leaders now is how they can
increase the value of the library
and more strategically articulate it
in terms of the new agenda around
learning outcomes.”
( Liz Jolly, (2015) quoted in Chad
and Anderson, June 2017, p.4 )
Articulation
of value
14. Rounded
Narrative
(Showers, 2015,
p.xxxvi)
“A mixed-method approach where
both quantitative and qualitative
approaches are taken, enables the
service to understand what the user
actually does and the context for
these actions and the experience that
those interactions provide. The
coalescence of data is incredibly
powerful.”
qualitative
existing
qualitative reflective
FACILITATED
LIBRARY
STAFF
qualitative reflective
FACILITATED
STUDENTS qualitative reflective
FACILITATED
ACADEMIC
STAFF
TELL THE
STORY
DATA
quantitative
data
EXISTIN
G
quantitative
data
NEW
15. A strategic approach to capturing
qualitative impact evidence
“Encourage students to reflect upon how they are
learning, or to initiate a conversation... Instead of
using a system to assess students’ performance or
ability.”(Shacklock, 2016,
p.5 )
“The aim of marketing is to create value for the
customer and to capture value from the customer
in return.”
( Kotler & Armstrong, 2009, p.26 )
18. ‘Journal Engagement’
Campaig
n
Rationale
OVERALL STRATEGIC
PRIORITY
To increase academic and student
engagement with journals in teaching
& learning
(student success and value for money
of reduced collection)
BY
Articulating benefit messages about the
contribution of journals to attaining learning outcomes
(Assessment Criteria)
Generating evidence to inform new
Faculty Action Plans (for Relationship Management)
-Understanding experience of using journals
-Understanding position of journals in teaching,
learning and assessment across the Faculties
-Understanding how academic staff engage
students with journals through assessment and
feedback
20. Articulate and
contextualize
• Video shown to large cohorts
• Library promotion/Campus
‘Roadshows’
• Social-media campaign
• Assignment Drop-Ins
• Contextualized by linking to
University Assessment Criteria
• All library teams: ownership
22. Harvest rounded
narrative
Qualitative
• Benefits and impact
• Search experience and challenges
• Student experience of academic staff
engagement with teaching, learning and
assessment
Quantitative
• Journal usage
• Reading list data
• Study skills data
23. Articulating
our evidence
”Data-visualization is the graphical
display of abstract information for two
purposes: sense making… and
communication. Important stories live in
our data and data visualization is a
powerful means to discover and
understand these stories and then
to present them to others.”
Data
Visualization
( Few, 2013 )
24.
25.
26.
27.
28. Faculty Action Planning
• Programme level evidence
• Conversation starters
• Contextualizing usage data patterns
• Evidence ‘hunches’ and anecdotal
perceptions
• Inform opportunities priorities and
objectives
• Provide benchmark for
improvement
30. “Complex story-telling calls for
ever more creative approaches to
data-visualization that allows
viewers to discover patterns
that might otherwise be
hard to uncover.”
( JISC, 2014
)
Annual Reporting
31.
32. Success
es• Timely in HE climate
• Model embedded and
increasingly owned
• Qualitative and quantitative
agile evidence
• Data-vizualisation skills
developing
• Well received by executive
• Inclusion in institutional data collection
• Analyzing service-wide evidence in agile
manner: utilizing university expertise
• Engaging academic staff: focus groups
• Longitudinal impact studies
(pilot with one cohort this year)
• Relationship Management/Action planning –
engaging liaison team and academic staff
Opportunities
33. Conclusion
“A new narrative for communicating
our role and unique contribution to the
University’s agenda.”
( Jantti, 2014, p. 3 )
35. References
Barber, M. Donnelly, K. and Rizvi, S. (2013) An avalanche is coming: Higher
education and the revolution ahead. IPPR. Available at: http://www.ippr.org
(accessed 20th August 2015)
Chad, K. and Anderson, H. (2017), ”The New Role of the Library in Teaching
and Learning Outcomes”, Briefing Paper No. 3, Higher Education Library
Technology, Ken Chad Consulting Ltd. Available at:
https://doi.org/10.13140/RG.2.2.14688.89606/1 (accessed 24 July 2017).
CILIP (2016) CILIP VLE: Impact Toolkit. Available at: https://vle.cilip.org.uk
(accessed 30 October 2017).
Connaway, L.S, Harvey, W., Kitzie, V. and Mikitish, S. (2017), Academic Library
Impact: Improving Practice and Essential Areas to Research, Association of
College & Research Libraries, Chicago, Illinois. Available at:
http://www.ala.org/acrl/sites/ala.org.acrl/files/content/publications/whitepa
pers/academiclib.pdf (accessed 30 October 2017).
Few, S. (2013), “Data Visualization for Human Perception”, The Encyclopedia
of Human-Computer Interaction, 2nd ed., The Interaction Design Foundation,
available at: https://www.interaction-design.org/literature/book/the-
encyclopedia-of-human-computer-interaction-2nd-ed/data-visualization-for-
human-perception (accessed 20 July 2017).
Jantti, M. (2014), “Aspiring to excellence: maximising data to sustain, shift
and reshape a library for the future”, presented at the Library Assessment
Conference, Association of Research Libraries, Seattle, United States, pp. 1–9.
JISC. (2014), “Data visualisation”, available at:
https://www.jisc.ac.uk/guides/data-visualisation (accessed 20 July 2017).
Neal, J.G. (2011), “Stop the Madness: The Insanity of ROI and the Need for
New Qualitative Measures of Academic Library Success”, Declaration of
Interdependence: The Proceedings of the Acrl 2011 Conference, March 30-
April 2, 2011, Philadelphia, Pa, presented at the A Declaration of
Interdependence, Assoc. of College and Research Libraries, Philadelphia,
Pennsylvania. Available at:
http://www.ala.org/acrl/sites/ala.org.acrl/files/content/conferences/confsan
dpreconfs/national/2011/papers/stop_the_madness.pdf (accessed 20 July
2017).
Shacklock, X. (2016), From Bricks to Clicks - The Potential of Data and
Analytics in Higher Education, Higher Education Commission, London.
Available at: http://www.policyconnect.org.uk/hec/research/report-bricks-
clicks-potential-data-and- analytics-higher-education (accessed 24 July 2017).
Showers, B. (2015), “Going beyond the numbers: using qualitative research to
transform the library user experience”, in Showers, B. (Ed.), Library Analytics
and Metrics: Using Data to Drive Decisions and Services, Facet Publishing,
London.
Editor's Notes
It is a definite model
Articulation
Evidence
Performance: engagement, effectiveness, strategic objectives, value and impact (Dom’s report: Student Success/Enhancing Teaching and Learning)Use Olivers objectives from Annual Report
Strategic action planning/decision making: response to specific needs (agile evidence base) Know where we are going, why and what effect we hope to have. RM Action planning
Thought leadership and advocacy: Relationship management; making a case; take-up and ability to recognize and articulate impact and build it into service design. Communicating our role and value
Thought leadership and advocacy: Relationship management; making a case; take-up and ability to recognize and articulate impact and build it into service design. Communicating our role and value
This could be a paper in itself
Understanding our contribution to strategic direction; understanding service purpose, objectives, offers and culture; understanding impact, value and customer segments; understanding difference, benefit, value and impact; articulating value and impact, nurturing customer relationships to enable communication and understanding
Think about what we already have and what we need to gather from new
It is a definite model
Articulation
Evidence
Performance: engagement, effectiveness, strategic objectives, value and impact (Dom’s report: Student Success/Enhancing Teaching and Learning)Use Olivers objectives from Annual Report
Strategic action planning/decision making: response to specific needs (agile evidence base) Know where we are going, why and what effect we hope to have. RM Action planning
Thought leadership and advocacy: Relationship management; making a case; take-up and ability to recognize and articulate impact and build it into service design. Communicating our role and value
Thought leadership and advocacy: Relationship management; making a case; take-up and ability to recognize and articulate impact and build it into service design. Communicating our role and value