1. Design, develop and deliver an Impact Leaders Programme
Liz Lesquereux

2. Today’s session will cover:
What is an Impact Leaders Programme?
Understanding the partnership journey and meeting everyone’s expectations
Designing a programme to achieve impact
Deliver an effective programme
Measures of success
Your Impact Leaders Programme
What is an Impact Leaders Programme? (background and overview at Nottm)
Understanding the partnership journey and meeting expectations (what stakeholders and academics want)
Designing a programme to achieve impact (Underpinning theories, skills, planning time and actions)
Delivering an Impact leaders programme (peer reviews, debates, and presenting)
Success of the Impact Leaders Programme (impact of our programme – internally and externally)
Deliver your Impact Leaders Programme (activity)

3. What is an Impact Leaders Programme?
Launched in September 2015, the programme engages social scientists from the across the University, along with their external stakeholder partners.
The key goals of the programme are to:
Improve skill-sets and capabilities,
Build and develop relationships with stakeholders to facilitate co-production of research and maximise impact,
Promote the exchange of people, skills and knowledge between the University and stakeholder organisations,
Drive culture change within social sciences,
Speed up the process of getting evidence into practice.
The programme is managed by a working group reporting to an Executive team.
We launched our inaugural Impact Leaders Programme in September 2015, which engages social scientists from the across the University, along with their external stakeholder partners.
Each academic participant works collaboratively with a stakeholder partner from an external, non-academic organisation with the aim of promoting the exchange of people, ideas, skills and knowledge between the University and partner organisation as well as developing impactful case studies.
The key goals of the programme are to:
Improve skill-sets and capabilities,
Build and develop relationships with stakeholders to facilitate co-production of research and maximise impact,
Promote the exchange of people, skills and knowledge between the University and stakeholder organisations,
Drive culture change within social sciences,
Speed up the process of getting evidence into practice.
Working group reports to the Executive team – good mix of academics and professional input inc the PVC for social sciences.

4. DESIGN IT
Understanding the partnership journey and meeting expectations
What academics want? What stakeholders want? Meeting everyone’s expectations

5. DESIGN IT
Understanding the partnership journey and meeting expectations
What academics want? What stakeholders want? Meeting everyone’s expectations

6. DESIGN IT
Understanding the partnership journey and meeting expectations
What academics want? What stakeholders want? Meeting everyone’s expectations

7. DESIGN IT

8. DESIGN IT

9. DESIGN IT

10. DESIGN IT

11. Impact partnership plans Underpinning theories Improving skills
DEVELOP IT
Impact partnership plans
Underpinning theories
Improving skills
Encourage co-production
Allow time for debates
Creative interactive exercises
Peer review and evaluation
Designing a programme to achieve impact (Underpinning theories, skills, planning time and actions)
How to encourage co-production and participation (peer reviews, debates, and presenting) Its not just about the partnerships, its about the group working and learning from each other.
Nicola Pitchford (Psychology), working with Barbara Trapani from VSO International
This partnership will build on the School of Psychology’s existing collaborations with VSO, who is the implementing partner of the Unlocking Talent Project (a project targeted at primary school children which uses innovative tablet technology combined with child-centred apps to deliver quality education to all). VSO have established a Community of Practice for participating countries and have embedded the project into their global education strategy. They have strong relationships with ministries of education in the 36 countries they operate in, so are ideally placed to extend this work to improve the lives of marginalised children throughout the world. 

12. Manage the logistics & costs Input into Impact P/ship plans
DELIVER IT
Manage the logistics & costs
Input into Impact P/ship plans
Up to 5K Grants
Access to CPD, KTP, Contracts
Reward and recognition
Present their plans back to you
Ongoing feedback
Deliver an Impact Leaders Programme
Manage the logistics well (dates and venues in advance with clear instructions and parking, offer costs to cover stakeholder’s travel and accomm, course notes in advance, have a nice lunch)
Input into Impact P/ship plans (not just at the end of the day)
Up to 5K Grants
Access to CPD, KTP, Contracts
Reward and recognition
Present their plans back to you
Get feedback
Pru Hobson-West (School of Veterinary Medicine and Science), working with Penny Hawkins from the RSPCA.
The public legitimacy of animal research relies on effective governance structures. The AWERB is the ‘Animal Welfare and Ethical Review Body’ which each animal research institution is required to have by law. The aim of this project is to work with the RSPCA and other national stakeholders to identify and prioritise training needs for AWERB members, and to co-produce a framework for improved ethical review. 

13. DELIVER IT
We get feedback on each session via BOS. It doesn’t always meet everyone’s expectations!

14. Speakers fees and expenses 3500 Participant’s travel and accommodation
DELIVER IT
Resource
Speakers fees and expenses
3500
Participant’s travel and accommodation
1000
Catering (£300 X 6 events)
1800
Stationery/ badges
100
TOTAL
6400
Approx costs only which do not account for staff time.

15. Nottinghamshire NHS Foundation Trust Educational International
SUCCESS!
Nottinghamshire NHS Foundation Trust
Educational International
Public Concern at Work
3M United Kingdom
Dunbia Ltd
VSO International
Premier Foods PLC
Bright Ideas Nottingham
Nottingham Crime & Drugs Partnership
Department for Transport
Cambridge Cognition
Case Matrix Network
BBC, FCO, RSPCA
British Library
Torch Academy
Ann Craft Trust
Clearview Medical UK
Nottingham NHS Hospitals Trust
Success of the Impact Leaders Programme (impact of our programme – internally and externally)
44 participants/ 22 successful partnerships
ARMA Award for impact
UEB Presentation – summer 2017
Cardiff University summer school

16. YOUR IMPACT LEADERS PROGRAMME
Interactive session – in small teams, discuss and jot down 5 things you would need to run your own Impact Leaders Programme
Factors to consider
Resources 1 2 3 4 5
Deliver your Impact Leaders Programme (activity)

17. Thank you and any questions?
Liz Lesquereux
Head of Business and Local Partnerships
Cheryl Brand
Impact Acceleration Officer, ESRC