1. Designing and Implementing an Institutional Impact Strategy: Two Experiences
Sarah Hall
Research Impact Strategy and Policy Manager
&
Saskia Walcott
Ex-Research
Impact Manager

2. “No strategy required”
Saskia Walcott
Former Research Impact Manager at University of Bath and now independent consultant

3. My experience Role: 50% IAA Manager and 50% Research Impact Manager
Existing structure: departmental impact champions; ARD lead on impact at faculty level and ProVC Research lead at university level
Impact Awards associated with IAA
No impact strategy and no desire for “yet another strategy”...but there was a rolling schedule of activity centred around the IAA calendar
....and a relaxed line manager...

4. A lot of talking

5. Some impact training

6. Mostly... unsure...

7. Settled on three areas of focus:
1. Coordinating the cross-campus impact team

8. Different levels of understanding and interpretations of role
2. Skilling and engaging the impact champions
Different levels of understanding and interpretations of role
Doing different things
Wanted to create a better ‘network’ approach
Hosted events to share what doing and approaches

9. 3. Impact beyond the REF
Most academics on board with ‘impact’ – generally very positive
EPSRC IAA helped to encourage collaborative projects with external industrial partners
If unable to access the IAA (not an EPSRC grant holder) there was no equivalent resource
Similar problem with the awards...

10. Reflections on working without a strategy
Have to have structure that gives semblance of form to what you are doing
Without an official strategy difficult to validate what you do (status)
Difficult to measure
Acquiring budget is much more difficult
...As is ‘buy-in’
Important to articulate the organisation’s definition of impact (not the REF definition)

11. Why have an institutional strategy?
Many impact managers employed to “deliver” the impact aspect of REF2014. But impact is more than just the REF…
Important for grant applications, particularly in light of GCRF and ISRF
“Making the case” for research funding at the national level
Supports collaboration, partnerships and Enterprise
Significant for marketing & communication & reputation building
Involves cultural change within research community
Research impact is too “big” to manage alone

12. How did we go about it?
What do we want to achieve? 10 overarching aims and objectives
To have clear delineation of responsibilities in respect of impact
To communicate a clear definition of impact internally to ensure that all researchers understand what impact is for their discipline, are able to identify where it might occur and how to develop it
To identify potential and achieved impact arising from both research and research-related enterprise
To track impact, implementing IT systems at the appropriate time to capture impact activity and store evidence
To facilitate and to develop impact where appropriate, actively seeking opportunities to broaden the reach and significance of impact by adopting international and global perspectives.

13. Overarching aims and objectives
What do we want to achieve?
To provide recognition and reward for staff whose work produces significant impact
To provide appropriate professional development support for impact activities.
To integrate impact into researcher development and performance processes in ways which promote equality, inclusivity and transparency.
To communicate the impact of research (both realised and potential) externally and maximise the reputational benefits of impact to the University
To prepare for REF2021 and future research assessment exercises

14. Implementation Plan How are we going to achieve it?
Through an institutional implementation plan
Commitment to making the plan SMART (Specific, Measurable, Attainable, Realistic, Timely)
So implementation plan included:
Exactly what we would do to achieve the aims
How we would assess whether the objective was achieved
Who would be responsible for delivering each activity
When they would do it by

15. An example
6. To provide recognition and reward for staff whose work produces significant impact
Heads of Department and Heads of College will take account of impact activity and potential when appointing new staff and in the allocation of resource. Responsibility: HoDs, HoCs
Consideration will be given to how the creation of research impact will be included in criteria for reward through the annual review round. Responsibility: PVC (R&E), HoCs, Vice Chancellor, Staffing Policy Committee
Achievement in research impact will form part of the University’s promotions criteria. Responsibility: Provost; HR

16. An example
6. To provide recognition and reward for staff whose work produces significant impact
Subject to funding, an Impact Awards will be held to recognise and promote impactful research both internally and externally. Responsibility: Research Impact Strategy and Policy Manager; PVC (R&E), Marketing and Communications, Impact Co-ordinators and College Leads on Impact, Alumni Relations
Note: Of the four actions in the implementation plan, only one relates to Impact Manager activity

17. A second example
5. To facilitate and to develop impact where appropriate, actively seeking opportunities to broaden the reach and significance of impact by adopting international and global perspectives
Led to a successful bid for an internally funded REF-Research Impact Development Fund. Now on third annual call.

18. Challenges The impact manager cannot “control” everything
SMART – Specific, Measureable, Attainable, Relevant, Timebound
Dissemination and buy-in for the impact strategy (network of Impact Coordinators and College Leads was critical)
Confidence – overcoming feeling “small” in a large organisation
Managing workload: prioritising, delegating and saying “no”
Understanding how the University functions in its entirety takes time – sharing of strategies across divisions, departments, Colleges helps (and the drinking of a lot of coffee)

19. Why have an institutional strategy?
Attempt to draw together a large and complex organisation to achieve a broad-ranging goal, i.e. more impactful research
A framework for measuring and reporting on progress
A vehicle for raising awareness of impact and “making things happen”

20. Questions