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Video Conferencing, Web Conferencing, Webinars, Screen Sharing

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Zoom is the leader in modern enterprise video communications, with an easy, reliable cloud platform for video and audio conferencing, chat, and webinars across mobile, desktop, and room systems. Zoom Rooms is the original software-based conference room solution used around the world in board, conference, huddle, and training rooms, as well as executive offices and classrooms. Founded in 2011, Zoom helps businesses and organizations bring their teams together in a frictionless environment to get more done.

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Mentimeter word cloud results 'what words should feature in KE strategy?'

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Mentimeter word cloud results 'what words should feature in KE strategy?'

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This is the word cloud created from the first Mentimeter question shared during the webinar

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Mentimeter word cloud results 'what words should not feature in KE strategy'

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Mentimeter word cloud results 'what words should not feature in KE strategy'

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This is the word cloud created from the second Mentimeter question shared during the webinar

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Presentation from Rupert Lorraine, University of Plymouth

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Presentation from Rupert Lorraine, University of Plymouth

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Rupert Lorraine presents his experience of placing KE at the heart of Creative Placemaking

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Engaging Students in Knowledge Exchange programme (ESiKE) evaluation report

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Engaging Students in Knowledge Exchange programme (ESiKE) evaluation report

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The University of Plymouth was one of only twenty higher education providers which was awarded funding from the Office for Students and Research England’s competition, designed to explore the impact of student involvement in knowledge exchange (KE).

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Presentation from Kirstie Cochrane, Essex University

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Presentation from Kirstie Cochrane, Essex University

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Kirstie Cochrane outlines what processes and drivers have been used for the development and now the implementation of Essex Universities' Enterprise and Innovation Sub-strategy

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Presentation from Cheryl Metcalf, University of Southampton

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Presentation from Cheryl Metcalf, University of Southampton

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Cheryl Metcalf presents the Knowledge Exchange and Enterprise Strategic Plan from University of Southampton. Where the mission was to "achieve remarkable things to change the world for the better and transform lives."

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Presentation from Krista Mcmillan and Alison McAnena, UCL

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Presentation from Krista Mcmillan and Alison McAnena, UCL

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Krista Mcmillan and Alison McAnena talk outline the development of UCL's KE strategy.

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Presentation from Hugh McFaul, Open University

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Presentation from Hugh McFaul, Open University

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Hugh McFaul presents his reflections on changing frameworks and provides some initital findings from him recent PhD research.

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Mission Clarity in Knowledge Exchange, Keele University

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Mission Clarity in Knowledge Exchange, Keele University

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https://www.keconcordat.ac.uk/mission-clarity-in-knowledge-exchange-keele-university/

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Knowledge exchange is a recognised part of the overall institutional strategy and is valued for the social, cultural and economic outcomes it helps us achieve. We have a clear understanding of the institutional role and the purpose of KE, including the recognition of the needs and interests of potential and current partners and beneficiaries. The Keele Deals - strategic agreements with civic partners to leverage Keele's expertise, capacity and assets for the benefit of the local area- form a large part of our KE Plan. As a result of the profile given to external engagement we are witnessing a growing appetite within Keele's academic community to become active in this area.

1. Please provide a brief description of the KE project/ case study and why you believe it is considered good practice or innovative (and for whom). What challenge were you trying to address?

All universities in receipt of HEIF are required to produce a strategy and a plan. What is distinctive about Keele is that early on, we agreed significant deals (4 of them) with our local civic partners, the Local Enterprise Partnership (LEP) and the hospital trusts. These were about acknowledging shared challenges that were aligned to our strengths within the university and the local economy and finding the areas where we could make a difference.

The first deal took 18 months and enabled us to move forward with a number of significant ERDF projects. These were based on an understanding that one of the fundamental weaknesses of the local economy was that it performed very poorly in terms of R&D. So that was one of the areas we sought to address. We also capitalised on a growing recognition and expertise at Keele around various aspects of sustainability and renewable energy on campus. That enabled us to find the connections into UK Government to secure resources to enable the Deal to be agreed.

2. Where did the idea for the project/ programme come from? Was this related to a strategic objective? How did you secure senior buy in?

The Senior Team at Keele recognised the opportunity that the Keele Deals provided us and European and other Local Growth funding, which were used to maximise impacts in the local area. That team knew how to get involved in these programmes and recognised the importance of building partnerships. The Keele Deals may have been the first of their kind in the sector and had a focus on the economy and Net Zero transitions.

3. What impact/ outcome has this project/ activity had on your university? Students? Local economy? Staff? Other external parties, e.g. businesses.

Our clarity of mission has enabled us to position external engagement at the centre of our research and education activities. Through our programmes, we've been successful in placing a high number of students and graduates with local employers and it's been very popular with local enterprises where we've made over 300 placements. For Keele, one of the most signifcant elements of that programme was experiential learning, and local SMEs realised the benefits of graduate skills.

We've also been very impactful in economic terms through our Mercia Centre for Innovation Leadership, which provided six months' training for SMEs in innovation, funding and finance, HR- It was very successful in directly leading to company growth, generating 310 new jobs and £26m to the local economy.

Finally, our smart energy network demonstrator (SEND) had a transformational strategic impact on the local area. Siemens was a partner and it has led Keele into significant programme delivery using the campus as a demonstrator. We have supported hundreds of local SMEs, and hosted thousands of visitors, including overseas delegations, and this has spawned new collaborations with major industrial players.

4. How did you measure impact?

We have built in a number of mechanisms required for ERDF projects. With Keele deals, we continue to engage at the end of our projects to measure impacts such as the number of jobs etc. At the end of every programme, we commission summative assessments of the project- both qualitative and quantitative. We also regularly conduct an economic impact assessment undertaken which has helped us understand the impact of our programmes. In some programmes, for example SEND, we also monitor behavior change and investment in sustainability by businesses.

KEF has also enabled us to collectively understand and benchmark ourselves and the KE Concordat process has provided us with an opportunity to take stock.

5. What types of resources were required to implement this project?

All of the Deals to varying degrees have required significant leadership and the first Keele Deal helped us to open the door to further ERDF funding.

With the end of ERDF funding, we are focusing more on larger opportunities and using the relationships we have with SMEs to work with Innovate UK and others.

6. Describe any challenges that you have had to overcome either before, during or after implementing this project?

Our biggest challenge is that we're a relatively small university and we have had to focus on building capacity to deliver local impact. European programmes provided medium to long-term certainty. We recognise that we still need to support education and research impact via external funding. Opportunities often come with very short notice; however and it can take six months to build partnerships and projects.

Some academics have found it easy to translate this mission and enhance their research and education through KE. For others, the high-level statements seem remote and difficult to understand. The intermediary steps are not always clear and the sense that this remains a separate third area of activity clearly can persist. Communicating an accessible and useful KE mission for KE in research and education in the context of an ambitious outward-facing strategy will continue to be a key focus for development.

7. Next steps?

There is a lot going on at the moment. We're continuing to grow the science and innovation park. We're focusing on seeking out partners to help, acknowledging they'll bring with them further opportunities to grow. We don't yet have an innovation centre with a focus on energy and the environment and that is something that is in the pipeline, and there are some tremendous areas of fundamental and applied science with further potential to benefit businesses and the regional and UK economy, so we're working with academic leaders to support that.

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Mission Clarity in Knowledge Exchange, Keele University |

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We have a clear understanding of the institutional role and the purpose of KE, including the recognition of the needs and interests of potential and current partners and beneficiaries. The Keele Deals - strategic agreements with civic partners to leverage Keele's expertise, capacity and assets for the benefit of the local area- form a large part of our KE Plan.

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Business engagement approach in the art and design context, Royal College of Art

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Business engagement approach in the art and design context, Royal College of Art

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https://www.keconcordat.ac.uk/business-engagement-approach-in-the-art-and-design-context-royal-college-of-art/

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The Royal College of Art has a robust and comprehensive set of procedures using a systemic approach to support all phases of business engagement. We developed process flowcharts to support pre- and post-award development, built a contracts library to support different types of KE (e.g. contract research, collaborative research, studio projects, executive education) and set up a proposal toolbox with useful templates. Processes include due diligence and risk assessment, ethics, GDPR and data governance to ensure full compliance with legal requirements and give confidence to our partners.

1. Please provide a brief description of the KE project/ case study and why you believe it is considered good practice or innovative (and for whom). What challenge were you trying to achieve?

At the RCA, we undertake a systemic approach to external business engagement in order to develop collaborations and long term partnerships with businesses, local SMEs, cultural organisations, museums and libraries - such approach underpins our KE policies and processes.

We practice cross-disciplinary research and innovation based on the STEAM (science, technology, engineering, arts and mathematics) agenda which interlinks with the SHAPE movement led by the British Academy to address current societal, technological and environmental challenges. In order to articulate our skills and capabilities, it has been important to understand and develop our unique value proposition to external partners. In the art and design context, it can be challenging as industry partners often do not have experience of working with art and design universities and it takes time to articulate the value of design and creativity for innovation and growth.

It has been important to develop case studies and video materials that can be shared with business partners and help demonstrate benefits of working with the RCA. We have developed a library of case studies and a proposal toolbox to support our academics with tools and templates in order to speed up business engagement. One of the key success factors in business engagement is speed and how fast universities are able to respond to enquiries.

2. Where did the idea for the project/ programme come from? Was this related to a strategic objective? How did you secure senior buy in?

Industry focus has been the RCA's DNA since its foundation in 1837. Today, knowledge exchange (KE) is one of the RCA's strategic goals alongside research and education excellence. KE is prominently featured in the RCA Strategic Plan 2022-27 and manifested in the RCA HEIF Accountability Statement.

When we carried out the KEC self-evaluation, we undertook a design led approach using divergent and convergent creative thinking to understand the College's current position and opportunities (discover and define) and identify scope for improvement and transformation (develop and deliver).

When we started developing our value proposition, it was critical to understand our capabilities and expertise from the user point of view, i.e. industry and businesses. In the arts and design context, research tends to be more provocative and speculative therefore it requires multiple conversations and iterations before a challenge and a potential solution can be contractually defined and articulated. We work with companies across all industry sectors including healthcare, finance, retail, entertainment, telecommunications, automotive, manufacturing as design is a critical capability to facilitate digital transformation, increase productivity, improve efficiency and co-create new user experiences.

We have a really supportive senior management team who steer the direction of our approach.

3. What impact/ outcome has this project/ activity had on your university? Students? Local economy? Staff? Other external parties, e.g. businesses.

Our holistic approach has produced impact at multiple levels.

Internally, we have been able to equip our professional services and research staff with effective tools to support KE development including templates, policies, processes, due diligence and risk checks, proposal toolbox and ready-to-use examples of past projects. We will soon be launching the KE Academy to deliver practical training and support to academic and professional services staff as well as students.

Students benefit from industry collaboration by enhancing their portfolios, improving their communication, presentation, team working skills, and increasing their employability and entrepreneurial capacity.

Our holistic approach to business engagement and cross-departmental collaboration has a positive impact on the RCA KEF performance. In the past three years, the RCA generated £2.3m from its executive education training and £2.4m from consultancy* (*source HE-BCI).

Overall, the RCA has kept its top global ranking (QS World University Rankings) in art and design in the past nine years, a true endorsement by international academic, research and business communities.

4. How did you measure impact?

We use a combination of quantitative and qualitative metrics including KEF data, client feedback, testimonials and a level of internal interest from our research community to engage with industry.

5. What types of resources were required to implement this project? (if you are able to confirm resource and funding amounts that would be helpful however, we understand this may not be a possibility for everyone).

We use the HEIF funding to partially cover staff costs who support business engagement and enterprise activities.

6. What are the governance structures in place to oversee it?

As a small university, our organizational hierarchy and structure is lean which enables a fast decision making process. To support research and knowledge exchange activities, the RCA operates the Research & Innovation Committee, Research and Knowledge Exchange Ethics Committee and the KEF strategy group which provide guidance and oversee KE related activities.

7. Describe any challenges that you have had to overcome either before, during or after implementing this project?

One of the main challenges is our capacity because the RCA is a small-size specialist university with a global reputation. There is a high demand for design and critical thinking capabilities across all industry sectors therefore we need to balance our priorities and resources.

8. Next steps?

We have ambitious plans to ensure sustainability and growth of our KE activities which we outlined in the KE Concordat and its priority actions. In the short term, our key priorities include deploying research management and CRM systems, further developing internal capacity via the KE Academy and continue refining KE processes.

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Business engagement approach in the art and design context, Royal College of Art |

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The Royal College of Art has a robust and comprehensive set of procedures using a systemic approach to support all phases of business engagement. We developed process flowcharts to support pre- and post-award development, built a contracts library to support different types of KE (e.g.

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Edinburgh Beltane Public Engagement Network, Queen Margaret University

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Edinburgh Beltane Public Engagement Network, Queen Margaret University

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https://www.keconcordat.ac.uk/edinburgh-beltane-public-engagement-network-queen-margaret-university/

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Edinburgh Beltane Public Engagement Network, Queen Margaret University |

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QMU is a member of the Edinburgh Beltane Public Engagement Network (Beltane). This is a longstanding 13-year collaborative network for researchers interested in making academic research accessible to a wide variety of audiences with an emphasis on co-production.

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Engaging students in Knowledge Exchange, University of Plymouth

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Engaging students in Knowledge Exchange, University of Plymouth

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https://www.keconcordat.ac.uk/engaging-students-in-knowledge-exchange-university-of-plymouth/

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Engaging students in Knowledge Exchange, University of Plymouth |

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The Engaging Students in Knowledge Exchange project was launched in 2020. It began as part of our mission to identify best practice and barriers to student KE and to create and evaluate interventions that boost engagement and accessibility in student KE in order to understand specifically how this t…