1. T HE IMPACT AGENDA AND THE NEW CHALLENGE Richard Thorpe 31 st March 2014

2. I NTRODUCTION AND W ELCOME Podcast of David Willetts at ABS launch event http://www.policyreview.tv/video/905/6812

3. T HE C HALLENGE The impact agenda (and REF) is a response to demand for public value and for research to drive wealth, innovation and social value It is not going to go away To maximize impact a strategy is required in advance of research activity Identifying, estimating and achieving impact is not a core skill of the research community – these skills take time to acquire It is critical to take advice when learning the ‘rules of this new game’

5. T HE P RESENT R EALITY ? If ‘The duty of an intellectual in society is to make a difference’ (Sir Thomas Moore)........................ then what is happening in the field of management and business is nothing short of the management of Indifference (Andrew Pettigrew) Concluding that the social science research community has a long way to go to realise its potential 4

6. L OOKING FORWARDS : THE SHAPE OF THE UNIVERSITY 2014-2020? Social and economic impact Education and student experience Research and knowledge creation Graduation and employability

7. I MPROVE THE MEASUREMENT AND ASSESSMENT OF RESEARCH IMPACT Engagement is important for good research, not its antithesis In order to pursue impact there may be moves pressure to attach impact ratings to individuals as well as institutions Universities are recognizing the need to support a more rounded assessment of research quality

8. T WO THEMES IN OUR RECOMMENDATIONS Incentives Rebalance incentives for university departments and staff, to better recognise and reward activities that link to impact and engagement Capabilities Build capabilities at individual and school level, so that engagement can better take place

9. “How can we change ladders ?

10. The challenge is: To understand the ‘rules of this game’ and how to manage within them Learn some new skills Make some choices? Measure our progress “I am not what happened to me, I am what I choose to become.” – C.G. Jung

11. W HAT IS R ESEARCH I MPACT ? Impact is defined as an effect on, change or benefit to the economy, society, culture, public policy or services, health, the environment or quality of life beyond academia Impact includes but is not limited to: The activity, attitude, awareness, behaviour, capacity, opportunity, performance, policy, practice, process or understanding Of an audience, beneficiary, community, constituency, organisation or individuals In any geographic location whether locally, regionally, nationally or internationally

12. W HAT IS NOT R ESEARCH I MPACT ? In the context of REF: Impacts on research or the advancement of academic knowledge within the higher education sector (whether in the UK or internationally) are excluded Impact on students, teaching or other activities within the HEI (except CPD activities) are excluded Media activity, PR and dissemination, public engagement, consultancy – are grey areas

13. W HAT DOES THE LITERATURE SAY ? Category 1: Climate and context Category 2: Relationships between researchers & knowledge users Category 3: Research Production Category 4: Researchers’ roles Factors that influence research use Category 5: Knowledge user role Category 6: Evaluation

14. I MPACT M ODELS & F RAMEWORKS

15. KT0OP1KT1OP2KT2OP3KT3OP4KT4OP5 Process Issues: the Knowledge Translation Value Chain Theory development Reporting basic research Theory to Practice thought experiments Practitioner – oriented research outputs Engagement of Users Output designed to engage practitioners Widespread dissemination Sector Reports Services & Support Directly useable output Code: KT = Knowledge Translation OP = Output Renewal and Extension of Research Agendas

16. KT0 Emerging Technologies Entrepreneurial Narratives Information Management Evolution of Business Knowledge OP1 4* Academic journals KT1 IKC in Regenerative Medicine Interdisciplinary research with Nanoscientists OP2 Models for accelerating innovation outcomes KT2 Business collaborations (1-1), Balfour Beatty, Connect Yorkshire, Rolls- Royce OP3 Joint papers with practitioners KT3 Seminars for practising managers SME Knowledge Network Keyworth Institute Northern Leadership Academy OP4 AIM Report on Knowledge Generation in SMEs “Leaderful Communities” book Action Learning Sets in leadership KT4 Information Management consultancy Consultancy to NHS Manufacturing Excellence consultancy OP5 Manufacturing Leadership Masters Innovation Module on MBA AIMTech database platform Textbooks on Research Methodology Theory development Reporting basic research Theory to Practice thought experiments Practitioner – oriented research outputs Engagement of Users Output designed to engage practitioners Widespread dissemination Sector Reports Services & Support Directly useable output Code: KT = Knowledge Translation OP = Output Bullet points are examples of c-TIE Activities Renewal and Extension of Research Agendas C-TIE Impact Portfolio

18. What to measure ? Programme Evaluation People Development PoC Projects Innovation Management Research Cross-activity learning to inform IKC sustainability Investments actions OutputsImpact Outcomes Regular meetings with core team to review innovation management within programme, formal interviews with Exec members, mid-term evaluation of programme management Observation/feedback on work of project teams, support for business planning Medical Technology Innovation Personal Development Programme for PDRAs, action learning reviews for IKC Core Team Topic based research projects, production of briefing notes aimed at innovation professionals (accelerating innovation, cultures of innovation) Impact and engagement Better programme management Better projects Capability building Faster, more relevant skills and knowledge development Key activities Contribution to Tranche 2 proposal Leadership-for-innovation programme Responsible Innovation research project Contribution to wider university Impact agenda

19. What to measure ? Human capital People Development PoC Projects Innovation Management Research Cross-activity learning to inform IKC sustainability Investments actions OutputsImpact Outcomes Development of individuals through the course of the interaction/involvement Observation/feedback on work of project teams, support for business planning Medical Technology Innovation Personal Development Programme for PDRAs, action learning reviews for IKC Core Team Topic based research projects, production of briefing notes aimed at innovation professionals (accelerating innovation, cultures of innovation) Impact and engagement Enhanced contribution to an organisation Better projects Capability building Faster, more relevant skills and knowledge development Key activities Contribution to Tranche 2 proposal Leadership-for-innovation programme Responsible Innovation research project Contribution to wider university Impact agenda

20. What to measure ? Human capital People Development Social Capital Innovation Management Research Cross-activity learning to inform IKC sustainability Investments actions OutputsImpact Outcomes Development of individuals through the course of the interaction/involvement The development of relations and networks through which knowledge can flow Medical Technology Innovation Personal Development Programme for PDRAs, action learning reviews for IKC Core Team Topic based research projects, production of briefing notes aimed at innovation professionals (accelerating innovation, cultures of innovation) Impact and engagement Enhanced contribution to an organisation Greater exchange of knowledge Capability building Faster, more relevant skills and knowledge development Key activities Contribution to Tranche 2 proposal Leadership-for-innovation programme Responsible Innovation research project Contribution to wider university Impact agenda

21. What to measure ? Human capital Innovation capacity Social Capital Innovation Management Research Cross-activity learning to inform IKC sustainability Investments actions OutputsImpact Outcomes Development of individuals through the course of the interaction/involvement The development of relations and networks through which knowledge can flow New ways of thinking and operating Topic based research projects, production of briefing notes aimed at innovation professionals (accelerating innovation, cultures of innovation) Impact and engagement Enhanced contribution to an organisation Greater exchange of knowledge Capability building Faster, more relevant skills and knowledge development Key activities Contribution to Tranche 2 proposal Leadership-for-innovation programme Responsible Innovation research project Contribution to wider university Impact agenda

22. What to measure ? Human capital Innovation capacity Social Capital Knowledge generation Cross-activity learning to inform IKC sustainability Investments actions OutputsImpact Outcomes Development of individuals through the course of the interaction/involvement The development of relations and networks through which knowledge can flow New ways of thinking and operating What has come out of the interaction and engagement that is available within the public domain Impact and engagement Enhanced contribution to an organisation Greater exchange of knowledge Translating and disseminating Faster, more relevant skills and knowledge development Key activities Contribution to Tranche 2 proposal Leadership-for-innovation programme Responsible Innovation research project Contribution to wider university Impact agenda

23. What to measure ? Human capital Innovation capacity Social Capital Knowledge generation A measure that incorporates both academic outputs and societal benefits Investments actions OutputsImpact Outcomes Development of individuals through the course of the interaction/involvement The development of relations and networks through which knowledge can flow New ways of thinking and operating What has come out of the interaction and engagement that is available within the public domain Impact and engagement Enhanced contribution to an organisation Greater exchange of knowledge Capability building Faster, more relevant skills and knowledge development Key activities Economic Value Added

24. M EASURING R ESEARCH I MPACT : K EY C ONCEPTS  Reach  Significance  Evidence

25. C LIMBING THE L ADDER OF R ESEARCH U TILIZATION STAGE 6: APPLICATION – research gives rise to applications & extensions by professionals concerned STAGE 5: INFLUENCE – research results influenced the choice & decisions of practitioners & professionals STAGE 4: EFFORT – efforts were made to adopt the results of the research by practitioners/professionals STAGE 3: REFERENCE – work has been cited as a reference in the reports, studies & strategies of action elaborated by practitioners and professionals STAGE 2: COGNITION – research reports were read and understood by the practitioners and professionals STAGE 1: TRANSMISSION – research results were transmitted to practitioners and professionals

26. F LOWS OF K NOWLEDGE, E XPERTISE AND I NFLUENCE : A METHOD OF ASSESSING POLICY AND PRACTICE IMPACTS FROM SOCIAL SCIENCE RESEARCH Source: Laura Meagher, Catherine Lyall and Sandra Nutley (2008) Research Evaluation 17(3) p163-173

27. U SEFUL L INKS http://blogs.lse.ac.uk/impactofsocialsciences/2012/10/24/dunlea vy-advice-note-2-case-study/ http://blogs.lse.ac.uk/impactofsocialsciences/2011/04/14/maxim izing-the-impacts-of-your-research-a-handbook-for-social- scientists-now-available-to-download-as-a-pdf/ http://blogs.lse.ac.uk/impactofsocialsciences/2011/05/24/a- beginner%e2%80%99s-guide-to-the-different-types-of-impact/ http://lubswww.leeds.ac.uk/restricted/staff-intranet/research- and-innovation/