Improving our support for Knowledge Exchange

Achievements

• The University Research Strategy incorporates Knowledge Exchange (KE), including Impact
• KE Governance responsibilities have been clearly aligned with URC and UPEC

Next steps against our objectives for Priority 1

• Further work to develop KE and Impact KPIs
• Due Diligence Task and Finish group to develop processes, policies and systems for research activity related to Due Diligence

Achievements

• KE Policies and Processes revised and updated
• To ensure a consistent Due Diligence approach, a Task and Finish Group integrated three key processes. The Due Diligence Operations Group has implemented a comprehensive system covering all partnership types, including revised guidance for staff and a unified Due Diligence and Approvals Panel (DDEAP)

Next steps against our objectives for Priority 2

• Further work to develop a process for monitoring and regular review of KE Policies and Processes
• Development of a CPD and Consultancy costing and pricing model as part of the BIEI programme

Achievements

• Research and Knowledge Exchange Contracts (RKEC) have created a new Research and Knowledge Exchange Contracts document explaining the university's positions for research and knowledge exchange contracts and the justifications around them. It aims to inform colleagues and external partners and streamline the contracts process
• BIEI's 'Working with Business' pages offer resources for engaging with new or existing relationships
• Praxi Auril (PrA) delivered an Introduction to Business Development Programme for 60 staff and bite size drop-in training sessions continued subsequently. A PrA Developing Partnerships Workshop engaged over 60 PrA members

Achievements

• New promotions criteria

Next steps against our objectives for Priority 4

• Further work through the BIEI program to explore the integration of KE into staff workload models and appraisal systems

Achievements

• Review of current feedback practices completed
• New feedback forms designed for any University service (internal or external). The Internal Feedback Form is intended for significant interactions with internal customers and the external feedback form is for canvassing external customers after completing a piece of work or achieving significant milestones for them.

Next steps against our objectives for Priority 5

• Develop appropriate processes for reviewing and acting on feedback 
• Feedback collection and review will be included in the Customer Relationship Management (CRM) project. The Centre of Excellence for Science and Innovation Studies (CESIS) has given approval for the implementation and advancement of a CRM system in support of BIEI. Initially, this will involve six business areas, each with numerous collaborators and different systems methods for managing partners. A framework for the utilisation and structure of the CRM will be introduced. The CRM will take an 'adopt' not 'adapt' approach with the core framework being developed and implemented across the institution.
• The project will establish a clear process for data entry, reporting and management to reduce duplicate data entry as far as possible 

Alongside the priority areas we identified a wide range of additional areas where we could improve KE culture and support - key achievements in these areas are listed below.

Communications

• A Knowledge Exchange webpage has been developed which reflects the University's commitment to public good
• A monthly KE newsletter showcases activities, best practice and policy developments
• The Working with the University external page and video highlight opportunities for collaboration, emphasising the university's expertise and creativity
• The monthly Business Engagement Forum enables staff to collaborate, share ideas, and address key challenges in engaging with external partners

Business engagement 

• Enterprise works, is the gateway for SMEs, start-ups, entrepreneurs, and community groups. Enterprise Works helps these businesses and organisations to grow, driving social change by encouraging and supporting entrepreneurial activity
• The Building Industrial Engagement initiative is helping drive industry interactions and generate new income streams
• Nine research innovation fund (RIF) grants provide funding to drive regional growth and business engagement
• A new internal fund, Partnership Acceleration and Commercial Engagement (PACE), supports ambitious partnership and commercial income-generating projects, primarily focused on generating income from Consultancy and CPD services

Capacity building

• New Associate Deans for Partnership, Engagement, and International (AD-PEIs) have been appointed and whose portfolios include championing impact and knowledge exchange
• New practice-based senior roles have been recruited, funded via the BIEI, to drive industrial engagement and income 
• Following the NCCPE review of Public Engagement (PE) at York, implementation of recommendations includes:
  • The Dean of Social Sciences has assumed the role of senior champion for PE with Research, collaborating with the Pro-Vice-Chancellor for Partnership and Engagement to provide joint leadership in this domain.
  • The new Associate Deans for partnerships, engagement and international (AD PEIs) in each faculty are specifically tasked with providing leadership on PE.W
  • A new internal Public Engagement with Research webpage has been launched hosting information on support and funding for PE 
  • Some training requirements within Schools have been identified through discussions with HoDs/workshops etc detail a through review of commercialisation and IP and public engagement (review of training needs)