Public engagement with research - Scottish Funding Council€¦ · The National Coordinating Centre for Public Engagement is uniquely placed, as the only national centre of excellence

RKEC/16/06

Agenda Item 8 18 February 2016

Disclosable

Public engagement with research

• This paper invites the Committee to note recent work on public engagement with research and to consider future funding for the National Co-ordinating Centre for Public Engagement

Recommendations

The Committee is invited to:

• Note recent work on public engagement with research through the PE Concordat, the survey of factors affecting public engagement with researchers and the NCCPE;

• Consider the priority that the executive should place in seeking future funding for the National Co-ordinating Centre for Public Engagement.

Financial implications

• The NCCPE budget request has not been finalised however the amount sought from SFC is likely to be relatively small.

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Public engagement with research

Purpose

1. This paper invites the Committee to note recent work on public engagement with research and to consider future funding for the National Co-ordinating Centre for Public Engagement.

Background

2. While no longer explicit in our strategic plan, SFC remains committed to public engagement with research through their support for the PE Concordat (see below). Additionally institutions are invited through their Outcome Agreements to provide a statement on their plans and ambitions for public and cultural engagement.

3. REF 2014 for the first time included a measure of the impact of research, public engagement is recognised as a route to impact.

4. The Nurse review affirmed engaging with the public as one of the three core elements of national research strategy: ‘For a national research endeavour to be successful there needs to be an effective dialogue and understanding between research scientists, politicians and the public.’

Concordat for Engaging the Public with Research

5. SFC are signatories to the Concordat for Engaging the Public with Research1. The concordat outlines the expectations and responsibilities of research funders with respect to public engagement, to help embed public engagement in universities and research institutes.

6. The Concordat consists of a set of key principles for the future support of public engagement, and under each principle, an explanation of how it may be embedded into institutional practice. The Concordat's key principles are:

• UK research organisations have a strategic commitment to public engagement;

• Researchers are recognised and valued for their involvement with public engagement activities;

• Researchers are enabled to participate in public engagement activities through appropriate training, support and opportunities;

7. The signatories and supporters of this Concordat undertake regular reviews of their and the wider research sector’s progress in fostering public engagement

1 http://www.rcuk.ac.uk/per/Pages/Concordat.aspx

http://www.rcuk.ac.uk/per/Pages/Concordat.aspx

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across the UK.

8. The next meeting of the PE Concordat Working Group will take place in March 2016.

Survey of factors affecting public engagement with researchers

9. In AY 2015 SFC as part of a Consortium of 16 funders of UK public research commissioned TNS BMRB in partnership with Dr. Kevin Burchell of the University of Westminster to conduct a research study to investigate the current landscape of public engagement by researchers in higher education, research institutes and clinical settings.

10. The research was intended to help the Consortium understand the factors which affect public engagement in order to help develop the culture of public engagement by researchers in the UK and to inform future policy and practice in the sector.

11. The research programme comprised a literature review, a web survey of researchers and staff working in roles which facilitate public engagement and a qualitative study of in depth telephone interviews with researchers and staff who support public engagement.

12. The survey was designed to build on the 2006 Royal Society Survey of factors affecting science communication which was based on a sample of researchers in science, technology, engineering, and mathematics (the STEM disciplines). The 2015 survey had a broader set of aims and included researchers from all disciplines including those in the arts, humanities and social sciences (AHSS). However, a comparison of key measures between the two surveys has provided broad evidence of change in the sector over the previous decade in terms of participation in and attitudes towards public engagement.

13. The full report is available on the Wellcome Trust’s website.

14. The report was launched at the NCCPE Engage conference in November 2015.

15. The Consortium has now been dis-banded and the findings will be taken forward by the NCCPE funders group and the PE Concordat working group. SFC is represented on both groups.

National Co-ordinating Centre for Public Engagement (NCCPE)

16. SFC have for the last two years contributed towards funding the NCCPE (£20k per annum) up to March 2016. SFC is one of a number of funders including the other HE funding bodies, Wellcome and RCUK.

17. The NCCPE provides a ‘one stop shop’ enabling anyone in the sector to access

http://www.wellcome.ac.uk/About-us/Publications/Reports/Public-engagement/WTP060031.htm

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expertise and resources to support public engagement focussing on the particular challenges of supporting effective lasting, cultural change within HEIs and research institutes.

18. The NCCPE have developed a proposal for future funding. A near final version of the proposal, final budget still to be agreed, is attached for information at Annex A.

19. The National Coordinating Centre for Public Engagement is uniquely placed, as the only national centre of excellence in this space, to engage the sector effectively. They have a track record of successfully supporting capacity building through training and development in the sector, as highlighted in Annex A of the proposal and in the case study attached at Annex B.

20. Funding for the NCCPE has previously been split equally between Wellcome, RCUK and the funding bodies, with the funding bodies contribution further split according to the Barnett formula. This results in a relatively small contribution from the SFC.

21. Committee are invited to note the proposal and discuss whether this is a priority for SFC’s support.

Recommendation

22. The Committee are invited to:

• Note recent work on public engagement with research through the PE Concordat, the survey of factors affecting public engagement with researchers and the NCCPE;

• Consider the priority that the executive should place in seeking future funding for the National Co-ordinating Centre for Public Engagement.

Risk assessment

23. There is a risk that if the other funding bodies continue to fund NCCPE but SFC do not that Scotland falls behind the rest of the UK in this agenda.

Financial implications

24. The NCCPE budget request has not been finalised however the amount to be sought from SFC is likely to be relatively small.

Publication 25. This paper will be published on the Council website

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Further information

26. Contact: Hazel McGraw, Policy Officer tel: 0131 313 6657, email: [email protected].

mailto:[email protected]

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Annex A

NCCPE Further Funding Proposal

The National Coordinating Centre for Public Engagement is seeking an initial 12 month period of transitional funding from our funding consortium, to consolidate the progress already made by the sector whilst supporting an increase in the quality and impact of universities’ public engagement practice across the UK. Why public engagement? Public engagement is recognised by each of the consortium members as an important route to impactful and meaningful research. As signatories or supporters of the Concordat for Engaging the Public with Research the consortium have made a commitment to the sector to support the public engagement agenda by promoting and supporting public engagement through the following four Concordat principles:

• Reward and recognition • Skills, support and opportunities • Strategic commitment • Implementation and impact

Why now? Engaging with the public is of increasing strategic importance for higher education (HE), to strengthen relevance, responsiveness and accountability and to build trust. The recent Nurse review affirmed engaging with the public as one of the three core elements of national research strategy: ‘For a national research endeavour to be successful there needs to be an effective dialogue and understanding between research scientists, politicians and the public.’ The PER landscape is changing. More researchers feel equipped to ‘do’ public engagement, and increasing numbers see it as a core part of their role2. Attitudes in science, technology, engineering and maths are also beginning to shift, and levels of participation by researchers in the arts, humanities and social sciences remain high at 88 per cent. Although the developments are positive with an increasing number of researchers feeling better equipped, demonstrating an increased interest and, in some cases, having access to increased support; Public engagement with research remains a work in progress with researchers continuing to report barriers such as time and access to the right opportunities. We continue to see a preference for activities designed to ‘share research,’ with a lower proportion of researchers collaborating with communities to inform and stimulate research. 2 See ‘Factors Affecting Public Engagement by Researchers’ (2015) http://www.wellcome.ac.uk/About-us/Publications/Reports/Public-engagement/WTP060031.htm

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The PER community has grown and is on the road to becoming established. The numbers of engagement professionals and engaged researchers is increasing and many institutions are recognizing PE within their institutional strategies. However, although there is an increased commitment, which is a culture change within itself, many institutions continue to need support to move from commitment, to action and then to quality public engagement with research practice. Why us? The National Coordinating Centre for Public Engagement is uniquely placed, as the only national centre of excellence in this space, to engage the sector effectively. We have a track record of successfully supporting capacity building through training and development, of promoting the value of public engagement in local, national and international forums and of bringing in additional funding from partners such as the Heritage Lottery Fund and the Arts Council England to contribute conceptually and financially to the this agenda (Annex A). The NCCPE’s primary focus is to act as an agent of change: working at the intersection of policy and practice to accelerate the adoption of more ‘engaged’ and impact-focussed research practice. We play a critical role translating the expectation of funders and creating effective interventions that stimulate innovation in the sector. At the same time, we use our various programmes to gather intelligence to feed back into the policy making process. This is most vividly demonstrated in our work to inform the development of the impact assessment process in the REF, and to support the effective integration of public engagement within this. We are an entrepreneurial organisation, spotting opportunities to secure additional funding to enhance the impact of our core mission. Since 2010 we have enhanced our core funding by 26% through bidding for additional project and consultancy income. In 2008-9 we also attracted an additional one off grant of £1.1 million from V to enhance student volunteering in HE. Critically, our strategy is focussed on building the capacity and capability of others, not to ‘own’ the public engagement agenda. Through our partnerships with sector organisations like Vitae and ARMA we are seeing public engagement increasingly embedded in the practice and products of key influencers and enablers. We are also working closely with civil society organisations (like the Lottery Funds, Arts Council, the BBC and the museums sector) and our own Community Partner Network, building ‘absorptive capacity’ in civil society; scaffolding collaboration; stimulating innovation and accelerating the exchange of good practice. Public Engagement with Research Priorities In the next year the NCCPE propose four areas of focus for our activities,

• Consolidating and recognising the progress made to date

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• Developing the structures for the stimulation and recognition of good practice in public engagement with research activity at institutional level, building on current gains to build capacity and help create a more positive culture for public engagement.

• Supporting the PE community of researchers and practitioners as a centre of PE excellence • Developing a business plan which is robust to changes in the external funding environment,

building on successful developments to attract external funding and develop consultancy functions

What next? The NCCPE will continue to work with 6 key HE PE audiences at the strategic and operational levels

• Funders and policy makers in public engagement, including PE Concordat and non PE Concordat signatories

• Manifesto for Public Engagement Institutional Signatories: undertaking good practice and seeking recognition for good practice

• Manifesto for Public Engagement Institutional Signatories: aspiring to good practice but struggling to implement coordinated action

• Potential Manifesto for Public Engagement Institutional Signatories: have pockets of interest in public engagement within the institution but have not made a strategic commitment to PE

• Uninterested HE Institutions: See the PE agenda as not relevant to their organisation and are not participating in conversations about PE.

• Public engagement practitioners and researcher community: consists of individuals in public engagement practitioner or researcher roles developing good practice and networks for PE across the UK.

The NCCPE will also continue to work with non HE and non-research funder audiences including civil society funders and professional networks to stimulate ‘demand’ for engagement, and feed critical intelligence into the HE sector. In the next period the NCCPE’s activity will be framed by the Concordat for Engaging the Public with Research which informs our Public Engagement Manifesto. We will work with the audiences identified above to

1. ENCOURAGE debate and ACCELERATE change towards a more positive culture for public engagement

2. RECOGNISE and support the implementation and embedding of good practice 3. Move those aspiring to good practice to ACTION 4. Encourage the Potential Manifesto for Public Engagement Institutional Signatories to make a

COMMITMENT 5. Involve the Uninterested in the PE CONVERSATION 6. Support the PE practitioner and researcher community to DRIVE change and exhibit

DISTINCTION in their own areas. The activities will be delivered through a combination of our existing portfolio of tried and tested products and services and new provision, which include but are not limited to our:

• extensive training programme, which includes a new development programme for senior managers, ‘Leading for Impact’

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• bespoke consultancy service offer to HEIs • highly regarded and intensively used website and social media presence • national Engage competition and annual Engage conference which attract hundreds of

participants and applicants • Public Engagement Network and Ambassadors • wider communications activity to stimulate debate including international engagements and

our new open access journal ‘Research for All’, developed in partnership with the UCL / IoE press

• investment in research and learning in PE In 2016-2017 we will pilot a new mechanism to support PE recognition which will prioritise the embedding PE, the ‘Public Engagement Watermark’. Work packages The work will be delivered through seven work packages Encourage and Accelerate, Recognise, Action, Commitment, Conversation, Drive and Distinction and Business Planning. It is expected that 82.5% of NCCPE’s effort3 will be expended on the seven works packages with a further 17.5% expended on externally funded project work. 1. ENCOURAGE and ACCELERATE: Funders and policy makers in public engagement Support the development, roll out and evaluation of PE policy, and work to secure increases in the quality and quantity of public engagement undertaken in HEIs Engage We will actively engage with HE and other funders, policy makers and HEIs through existing forums such as PE STEM forum. We will also create opportunities for our consortium, other relevant funders in this space and HEIs to share intelligence and inform policy and practice, through dedicated events and appropriate platforms at our Engage conference. Advise and influence Through our existing relationships with our consortium funders, HEIs and policy and funding organisation in this space, we will continue to advise on and influence culture change and practice in public engagement. Translate We will work with policy and funding organisation to support the sector in translating policy into practice using a combination of our existing portfolio of services and new provision such as Leading for Impact for HEI senior leaders, accelerating the adoption of good practice and policy implementation. We will continue to adapt our services to support the sector reflecting evolving policy and funding priorities 3 This figure is not a proxy for funding, it represents the percentage effort the NCCPE will allocate to the work.

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Understand Through our regular engagement with the sector and policy we will gather intelligence on policy and practice in HEI public engagement. We will identify areas, such as our current assessment of PE in REF impact case studies, which require further investigation to understand and inform PE policy and practice. 2. RECOGNISE: Manifesto for Public Engagement Institutional Signatories- undertaking good practice Institutions who are either currently exhibiting good practice in embedding public engagement and are able to demonstrate that PE is now embedded or is in the process of becoming embedded across the institution as a whole will be supported in the following ways. Guidance We will provide online guidance to support institutions including those participating in the Watermark pilot, which will include facility to feedback and review their experiences of the process itself. We will also continue to offer consultancy. ‘Virtual’ support (by phone or email) will not be charged for, but we will expect institutions to make a contribution to the costs of on-site visits and workshops/facilitated sessions. Assessment NCCPE will work to pilot the watermark with 3 institutions with the intention of completing the assessments by April 2017. Award A minimum of 3 institutions will have completed the award process by Easter 2017. Subject to the success of the pilot and agreement from the participating institutions successful awards will be announced at Engage 2017. Development and maintenance All post award institutions will be provided with a co-created development or maintenance plan against which they can continue to develop and can be used as part of future review. 3. ACTION Manifesto for Public Engagement Institutional Signatories: aspiring to good practice Institutions who are currently exhibiting a commitment to PE but are not able to demonstrate a culture of good practice will be invited to engage with the capacity building services and resources made available through the NCCPE. Subject to the success of the Watermark pilot this group will be a primary future audience for engaging with Watermark and associated support services in the future. The centre will develop, progress, support and raise awareness as described below.

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Develop Current signatories who are striving to embed PE practice in their research culture will be encouraged to engage with networks, consultancy, guidance and the centre’s training offer. The centre will also continue to engage with the sector and individual institutions to develop further training that is driven by the needs of the sector. Progress Actively engage and support 2-4 institutions who are not participating in the Watermark pilot but are beginning to embed PE Subject to the success of the pilot at the end of the grant period we aim to have

• 3 institutions expressing an interest in engaging in a tested Watermark process in the next academic year (17-18)

Support The NCCPE will continue to support institutions striving to improve and embed their public engagement practice through

• Digital resources • Consultancy • Training provision (current offer and bespoke) • Activities to support the public engagement community

A digital presence will also be developed for the outcomes of the Watermark pilot, sharing learning from the process and if appropriate resulting in guidance for applicants to a tested Watermark scheme in the following year. Awareness Raising The centre will proactively engage with networks, professional service organisation and audience appropriate media to promote the value of public engagement with research. This will be supported by an improved offer through the NCCPE website including the route to engaging with the Centre and the manifesto which will be made clearer. 4. COMMITMENT: Potential Manifesto for Public Engagement Institutional Signatories

Institutions who are not currently Public Engagement Manifesto Institutional Signatories who have an interest in public engagement but have not made a formal commitment will be targeted as potential manifesto signatories. The centre will promote and identify and engage whilst supporting new signatories and providing essential information. Promote The centre will proactively engage with networks, professional service organisation and audience appropriate media to promote public engagement with research and the Manifesto for Public Engagement.

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Identify and Engage The Centre will begin conversations with a minimum of 14 institutions who are not current signatories of the Manifesto for Public Engagement across the UK nations.

• 1 Northern Irish • 2 Welsh • 3 Scottish • 8 English

New Signatories The Centre will aim to achieve a minimum of 5 new signatories which will include institutions from more than 1 nation. Information The Manifesto for Public Engagement element of the NCCPE website will be updated and reinvigorated. 5. CONVERSATION Unlikely to become Manifesto for Public Engagement Institutional Signatories

Institutions who are not currently Public Engagement Institutional Signatories and do not identify Public Engagement as relevant to their academic and institutional practice will be targeted in small numbers by the Centre through awareness raising and the provision of information. Awareness Raising The centre will proactively engage with networks, professional service organisation and audience appropriate media to promote the value of public engagement with research. Information Accessibility of information on public engagement practice through the NCCPE website will be improved and the route to engaging with the Centre and the manifesto will be made clear. 6. DRIVE AND DISTINCTION Support will be provided for the broader practitioner and researcher PE community through training, networks, information and profile and recognition. Training The NCCPE will continue to deliver its current portfolio of training on a cost recovery basis:

• Beginners' guide to public engagement • Beginners' guide to evaluation • Evaluation masterclass • Research in context

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• Engaging with communities • Training the trainer • Bespoke training • Public Engagement Academy • Leading for Impact

The Centre will offer a number of subsidised places to institutions who are beginning to strategically embed public engagement with research. These places will focus on strategic training and capacity building training e.g. training the trainer, academy, and leading for impact. We will seek to build on existing relationships with sector bodies including Vitae, ARMA and the HEA to extend our offer through their memberships. Networks The NCCPE will continue to support the PER community networks which it hosts and participate in appropriate networks

• Public engagement network • Ambassadors Scheme • Engaged Practice Learning Exchange • UK Community Partner Network (Participant)

Information The Centre will continue to act as a Centre of Excellence providing access to information in the following areas

• Practice • Case studies • Policy • Contacts • Further development of the Edge Tool

The Centre will continue to act as a point of contact and advice for institutions, however it is acknowledged that the Centre will also be offering consultancy service and that the Director will ensure there is an appropriate balance struck between services and support. The Centre will develop and promote the recently launched open-access professional journal, ‘Research for All’, in partnership with the UCL / IoE press. The call for papers for the first issue generated very significant interest. Our first publication will be in December 2016. The journal will support our drive to enhance the quality of PE by providing a much needed space for practitioners and researchers working in different domains to share and critique theory and practice. Profile/Recognition

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The Centre will continue to run its flagship international conference Engage on a cost recovery basis which acts as an annual hub for engagement practitioners and researchers. In 2015 the conference attracted over 50 HE institutions including both manifesto and non-manifesto signatories. The Centre will continue to run national awards to recognise excellence in public engagement to raise aspirations and promote public engagement. In 2014 the awards received 230 entries from across the UK. 7.Business Plan Through the 16-17 funding period we will continue to support and enhance the culture for public engagement with research in universities whilst seeking to move towards a business structure underpinned by a sustainable financial model. The model will aim to balance a variety of funding sources including a diverse range of research and public engagement funders and customers that reflect and support our mission. Working with our host institution(s) we will draw on expertise in business development whilst seeking to grow our income generating activities. Previous analysis has demonstrated that a traditional membership model would be ineffective at the sector’s current stage of development in this area. However, we are taking proactive steps toward sector and alternative funder contribution through the piloting of the watermark, increasing consultancy provision and attracting grants in addition to the consortium’s funding. We will also review our governance structures and through negotiation with our hosting organisations seek to open up the Centre’s strategic planning to a wider group of institutions and funders. The feasibility of this model will be tested as part of the business planning work as a route to diverse funding and increased impact. External Funding The Centre has already secured project funding of >£100K (subject to final negotiations) for the following activities in 2016-2017:

• Coordination of the Catalyst Seed Fund and SUPI projects • Secretariat support for the Wellcome/BIS PE Funders Forum • Coordination of a Social Innovation network (HEFCE)

It has submitted a consortium bid to H2020 to support culture change in the area of Responsible Research and Innovation in collaboration with a consortium of 21 European and Global innovation networks and institutions committed to this agenda. A successful bid would secure £75K pa. A response to proposal will be received in March 2016. We have been encouraged to submit a three year bid to Arts Council England’s resilience fund to take forward our Museum-University Partnerships Initiative which we are in the early stages of developing.

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We have been encouraged by BIS to consider tendering for the Sciencewise project. The ITT is expected in February 2016. Note: Business planning will require 15% of NCCPE’s allocated effort.

Deliverables Each work package is built around a series of deliverables and measured against key performance (KPI) indicators. The work is broken down below with associated KPIs, target dates and funding source and associated with the relevant Concordat for Engaging the Public with Research principles. ENCOURAGE and ACCELERATE: Funders and policy makers in public engagement

Working with funding and policy stakeholders including non HE and non-research funder audiences to stimulate ‘demand’ for engagement, and feed critical intelligence into the HE sector. This work package aligns with the following Concordat for Engaging the Public with Research principles

• Reward and recognition • Skills, support and opportunities • Strategic commitment

Key performance

indicator Target dates Funding Source

Engage

2 roundtable events 5 platform slots for funders

April and December 2016

Fees Grant funding from outside the consortium Consortium: Encourage and accelerate workstream

Advise and influence

2 funders meetings 8 liaison meetings 1 consultation response 3 x advice giving activities 2 x blogs

April 2016 – March 2017

Consortium: Encourage and accelerate workstream

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Translate

Delivery of Engaging for Impact programme; 6 refreshed items of guidance / resources

May – December 2016

Fees Consortium: Encourage and accelerate workstream

Understand

REF PE case study review published and disseminated 2 articles and 2 blogs to disseminate 1 x new research synthesis funded

April 2016 – March 2017

Consortium: Encourage and accelerate workstream Bid for additional research funding

RECOGNISE: Manifesto for Public Engagement Institutional Signatories- undertaking good practice Institutions who are either currently exhibiting good practice and can be engaged in the watermark pilot or who are seeking to embed existing good practice will be supported in the following ways This work package aligns with the following Concordat for Engaging the Public with Research principles

• Reward and recognition • Skills, support and opportunities • Strategic commitment

Key performance


Project management Meeting promotion, guidance, assessment, award and development and maintenance KPIs. Quarterly keeping in touch meetings.

As below Reports June September December March.

Consortium: Quality Development stream

Guidance Online guidance and community support.

September 2016


Assessment 5 institutions engaged in the pilot

January 2017 Consortium: Quality Development stream

Award 3 institutions assessed by April 2017

3 institutions assessed April 2017


Development and maintenance

Each institution that completes assessment will have

All institutions assessed will have plans in place by July


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an action or maintenance plan

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Action: Manifesto for Public Engagement Institutional Signatories: aspiring to good practice Institutions who are currently exhibiting a commitment to PE but are not able to exhibit a culture of good practice will be invited to engage with the capacity building services and resources made available through the NCCPE. It is not expected that these institutions will participate in the Watermark pilot. This work package aligns with the following Concordat for Engaging the Public with Research principles


Key performance


Project management Meeting promotion, guidance, assessment, award and development and maintenance KPIs. Quarterly keeping in touch meetings.


Consortium funding: Action Development Stream

Develop Delivery of the existing general advice and support services with targeted delivery of the following provision; Training the trainer Bespoke training Public Engagement Academy Leading for Impact Bespoke training Actively engage and support 2-4 institutions who are not participating in the Watermark pilot but are beginning to embed PE and would benefit from

April 2016-April 2017 October 2016-April 2017

Fees Consortium funding: Action Development Stream

4 May – July will be a small amount of delivery and can be supported through the NCCPE reserve funds should applications for further funding for the following financial year be unsuccessful. This fund is limited to 3months and does not support the centre to work at full capacity.

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subsidised strategic provision and general advice and support services.

Progress 3 institutions expressing an interest in participating in a tested Watermark process in 17-18 academic year (subject to the success of the 16-17 pilot) Successfully deliver Leading for Impact Deliver sector wide events i.e. Engage conference Identify 5 additional institutions (these may be the same as new manifesto signatories) who are seeking, at institutional level, to support and improve PE and provide guidance on, good practice, accessing support and engaging with NCCPE initiatives

April 2017 April 2017 Autumn 2016 April 2017

Consortium funding: Action Development Stream Note: It is expected that Watermark assessment and support for the 17-18 institutions onwards would be largely supported by fees. Fees Consortium funding: Action Development Stream (support year1) Fees A small number of places will be allocated to support developing institutions making a strategic commitment to embedding PE.

Support Online guidance and support materials

January 2017

Consortium funding: Action Development Stream

Commitment: Potential Manifesto for Public Engagement Institutional Signatories

Institutions who are not currently Public Engagement Manifesto Institutional Signatories have an interest in public engagement but have not made a formal commitment.

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This work package aligns with the following Concordat for Engaging the Public with Research principles

• Strategic commitment Key performance


Project management Meeting promotion, guidance, assessment, award and development and maintenance KPIs. Quarterly keeping in touch meetings


Consortium funding: Commitment activity stream

Identify and Engage 14 institutions who are not current signatories of the Manifesto for Public Engagement across the UK nations. -1 Northern Irish -2 Welsh -3 Scottish -8 English

7 institutions by February 2017 Further 7 institutions by May 2017


Promote Speak at a minimum of 3 events covering the UK nations

April 2016-April 2017


New Signatories

Achieve 5 new signatories Identify new signatories that would benefit from NCCPE training programmes and offer a training subsidy as appropriate. Maximum of 3 places per institution may only take up enabler training if a strategic leader participates.

April 2017 April 2017

Consortium funding: Commitment activity stream Fees

Information

Update the manifesto for PE web presence

September 2016 Consortium funding: Commitment activity stream

Conversation: Unlikely to become Manifesto for Public Engagement Institutional Signatories

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Institutions who are not currently Public Engagement Institutional Signatories and do not identify Public Engagement as relevant to their academic and institutional practice. This work package aligns with the following Concordat for Engaging the Public with Research principles

• Strategic commitment Key performance


Project management Meeting promotion, guidance, assessment, award and development and maintenance KPIs. Quarterly keeping in touch meetings


Consortium funding: Conversation activity stream

Awareness Raising

Target disengaged institutions ideally through professional or academic networks. Mentor a minimum of 2 disengaged institutions. The institutions must be from different nations.


Consortium funding: Conversation activity stream

Information

Revise the route for joining the manifesto and refresh.

September 2016 Consortium funding: Commitment activity stream

Drive and Distinction Support for researchers and practitioners, networks and training not framed by institutional commitment. This work package aligns with the following Concordat for Engaging the Public with Research principles


Key performance


Project management Meeting promotion, As below Fees (contribution

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guidance, assessment, award and development and maintenance KPIs. Quarterly keeping in touch meetings

Reports June September December March.

from cost recovery of training) Grant

Training

Deliver of the existing training below Beginners' guide to public engagement Beginners' guide to evaluation Evaluation masterclass Research in context Engaging with communities Training the trainer Bespoke training Public Engagement Academy Leading for Impact

To be set by NCCPE’s existing training schedule

Fees Grant: A small number of subsidised places will be offered in line with the Commitment Activity Stream

Networks

Support and participate in the following- Public engagement network Ambassadors Scheme Engaged Practice Learning Exchange UK Community Partner Network (Participant)


Drive and distinction stream: Consortium Funding

Information The Centre will continue to act as a Centre of Excellence providing access to information on best practice Practice Case studies Policy Further development of the Edge Tool

To be set in-line with programme development

Drive and distinction stream: Consortium Funding Contributions may be made from additional grants as appropriate.

Profile and recognition

Engage international conference

Annual Autumn 2016

Fees

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Public Engagement Awards (biannual)

Launch 2016 competition in March 2016. Winners announced at Engage 2016

External Sponsorship Consortium sponsorship

Business Plan Key performance


Business Plan

Draft business plan Final business plan

September 2016 December 2016

Consortium: Business plan activity stream.

Governance Develop an alternative governance model which is acceptable to the consortium and test its feasibility.

September 2016 Draft December 2016 Final

Consortium: Business plan activity stream.

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NCCPE budget: 2016-2017

NCCPE BUDGET 2016 proposal Staff total 268,417 Overhead (currently agreed as 70%) 187892

web 8000 Events 40000 research 5000 Rent and office costs 17700 Travel 10000 Consultants 10000 Competition costs 55000 Evaluation 0 Other costs 333592 Income from events etc Income from Engage -38000 Income from PE Academy -24000 Income from Leading for impact -15000 Income from Consultancy -15000 Income from Sector training -5000 Income from Watermark -4000 Competition sponsorship -20000 Project income -15000 Total income -136000 Total 466009 Cash: (50% of fec) -93946 Total bid 372,063

Budget notes The budget for 2016-17 includes the below and represents a 5% reduction on 2015:

• Additional staff costs to allow us to recruit an additional member of staff as Research and Business Development manager for the centre. This role will both support the delivery of ongoing project work, and contribute to the development and implementation of the Centre’s new business plan

• Significantly reduced office and rent costs due to our move to the Arnolfini. NB: some of the high office costs in 2015 were recouped by subletting space in our offices to a tenant

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• Significantly reduced travel costs. This will be achieved by passing on a significantly higher proportion of these costs to clients

The budget includes our projection of income from the various products and services we have already developed or are launching in the year ahead

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Annex A: NCCPE Outputs: UK Nations Activity Scotland Wales Northern

Ireland England

Manifesto signatories

TOTAL: 8 Edinburgh Napier University; Glasgow Caledonian University; Heriot-Watt University; Queen Margaret University, Edinburgh; University of Aberdeen; University of Edinburgh; University of Glasgow; University of Strathclyde;

TOTAL: 5 University of Cardiff; University of Aberystwyth; University of Wales Trinity St David; Swansea University; University of South Wales

TOTAL: 1 Queens University, Belfast;

TOTAL: 44 Aston University; Anglia Ruskin University; Bath Spa University; Brunel University; Bournemouth University; Diamond Light Source; Edge Hill University; Goldsmiths College, University of London; Queen Mary, University of London; Royal Holloway, University of London; SOAS - School of Oriental and African Studies; University College Falmouth; University College London; University of Bath; University of Bradford; University of Brighton; University of Bristol; University of Cambridge; University of Chester; University of Durham; University of East Anglia; University of Hertfordshire; University of Huddersfield; University of Leicester; University of Lincoln; University of Liverpool; University of Manchester; University of Newcastle; University of Northampton; University of Northumbria at Newcastle; University of Nottingham; University of Portsmouth; University of Reading; University of Salford ; University of Sheffield; University of Southampton; University of Surrey; University of the West of England, Bristol; University of Warwick;

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University of Winchester; University of York; University of Birmingham; University of Leeds; University of Oxford

PE Academy delegates

4 3 1 16

Attendees at Engage (2015)

22 16 7 209


29 21 9 261


17 8 3 214

Newsletter subscribers

88 58 11 1201

Competition entries

42 8 4 168

Consultancy activity 2014-15

• SRUC (consultancy and advice)

• UHI (2 impact workshops in Oban and Inverness – open to all Scottish HEIs) (2015)

• Queen Margaret (2 impact and engagement strategy workshops) (2015)

• Beltane Network (Keynote at networking event) (2015)

Ongoing liaison with: • Aberdeen

(Catalyst) • Glasgow

(Catalyst Seed Fund)

• Strathclyde (SUPI)

• Cardiff University (skills sharing x2)

• Visit to Aberystwyth to meet with VC and senior team (2014)

• Ongoing consultancy for PE leads at Aber, Cardiff, Bangor

• Ongoing

liaison with Cardiff University SUPI project

• QUB: keynote at Democratic Innovation conference (2014)

• Meeting with VC and PVC Engagement (2014)

• Ongoing liaison with QUB SUPI project

• Ongoing liaison with QUB Science Shop

Also support for PE activity in Northern Ireland

• Newcastle University Impact Awards (judge and plenary slot)

• Southampton Uni (keynote and workshop)

• Brighton University (workshop)

• Oxford Brookes (keynote)

• Lincoln (keynote) • Hertfordshire

University (keynote)

• Nottingham University (workshop for research leaders)

• Bath Spa (workshop)

• Winchester University (workshop for senior leaders)

• Chichester university (workshop for senior leaders plus training event)

• University of Birmingham (workshop plus plenary)

• Royal Veterinary School (workshop)

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• Bristol (workshops x2)

• Loughborough University (keynote, workshop x2)

• MMU – workshops (x2)

• Warwick – workshop (x2); plenary input to PE conference

• Leeds (keynote) • Liverpool John

Moores (keynote), workshops x 2

• Kingston (keynote) workshops

• Lancaster (workshops x 2)

• Northumbria (workshops x 3)

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Annex B

NCCPE-MR01 15 January 2016 To whom it may concern Dear Sir or Madam, Letter of endorsement for the work of the NCCPE I wish to offer the following comments and testimony by way of endorsement of the previous work of the NCCPE and my sincere hope that a decision will be taken to continue to support financially this highly important Centre. I will do this by commenting on the two most relevant aspects of my engagement with Professor Manners and his team at the NCCPE: NCCPE support for UHI and Scottish REF Managers Group UHI Two day visit in June 2015 to visit Oban and Inverness Campuses and run various workshops for staff from UHI and other Scottish HEIs. Over 60 staff attended. Institutions represented included: UHI; University of West of Scotland; University of Dundee; Perth College; Moray College; University of Aberdeen’ University of Stirling; Robert Gordon University. Some feedback is provided below. - ‘Excellent overview of background and useful to have all of that in one place. Also an opportunity to spend a bit of quality time thinking about PE, what it means and how it could affect the organisation at different levels. The EDGE tool was interesting and could see that being adopted across the organisation’. - ‘It was helpful to hear about the current trends in policy and best practice re. PE. Charting the move from KT to KE to PE and Engaged Research was very helpful. Also hearing about some of the practical research ideas applied by other universities was very helpful’. Scottish REF Managers Group: Workshop on REF Impact Case Studies Workshop for the REF Managers’ Group in 2013, relating to Public Engagement and the link to the development of Impact Case Studies for the 2014 REF submission. The event was coordinated by Michael Rayner, Chair of the REF Managers’ Group. (Note: the REF Managers’ Group is a sub-Group of Universities Scotland’s Research & Knowledge Exchange Committee. It therefore includes in its membership all of Scotland’s 19 HEIs) TESTIMONY The high value of the work of Paul Manners individually, and his Team at the NCCPE, cannot be overstated in my view. Indeed, I have dealings with all of Scotland’s universities and HEIs, largely relating to the REF and the RAE before it, and can state categorically the very high regard in which the work of Paul and the Centre is held. A number of colleagues at Scottish Universities have sought to engage with the Centre in the past, and have routinely sent representatives to the workshop events that have been put on, both around

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the UK and in Bristol. This includes attendance from my own colleagues at the University of the Highlands and Islands. It is important to note that the UK-wide nature of the remit for the Centre has been very beneficial. Not only do colleagues in Scottish HEIs secure help on matters that are relevant to us in our own national context, but we can also learn from, and share with, representatives from institutions from other parts of the UK. This provides a very rich pool of information and knowledge exchange, and I would certainly cast my vote in favour of keeping the Centre in operation at a UK-wide level. Paul himself is regarded as a (if not ‘the’) leading UK authority on the matter of Public Engagement for universities, and his engaging approach, tailored and relevant programmes, and thorough preparation, ensure both enjoyable sessions for participants and, perhaps more importantly, a legacy of practical actions for attendees to take back to their own institutions. Attendees are often provided questions to answer in advance and resources to read, so that the workshop sessions can be pitched at exactly the right level. The participants are then encouraged to access and make use of the NCCPE’s web based resources, which are numerous and mainly practically oriented. This is backed-up by a team of professional staff who engage with enquiries in an efficient and effective manner. All in all, this makes for an exceptional experience of working with the Centre, and provides a near to unique range of resources that are available for colleagues/participants to access at any time. The sessions Paul and his team deliver have led to a range of follow-up activities in institutions. For example, the event for the REF Managers’ Group in early 2013 was somewhat in the form of a ‘train the trainer’ structure. This provided attendees from each Scottish HEI with the tools and materials they required in order to take the key elements of the training they received back into their own institutions, and to run workshops of their own. In the case of UHI, I ran several such follow-up events, which involved a further 50 or so colleagues across the University. The same thing was true of all the other institutions who sent delegates to the original event in Edinburgh. The net result was a significantly improved process of engagement with developing the crucial REF Impact Case Studies, and recognition of the high importance of incorporating relevant aspects of Public Engagement in the texts, in relevant places. The very successful results secured from the Impact Case Studies submitted by Scottish HEIs in the last REF owe much to this early input from Paul and his colleagues at the NCCPE. I would also comment on the more recent training events that Paul led for me and my colleagues at UHI in the summer of 2015, to which we also invited participants from other Scottish HEIs to attend our Inverness-based workshop. Once again, Paul’s versatility, and the enormous range of experience he possesses, was evident in that he was able to deliver 2 workshops on 2 successive days to very different audiences, and make both events highly relevant to each of them. In the first case, the workshop involved participants who were mainly either Marine Scientists or other Science-based academics. In the second event, the workshop involved a very diverse range of academics and professional colleagues, largely from the Arts, Humanities, Social Sciences, Health and Professional Support areas. Remarkably, Paul delivered sessions that were highly regarded by both audiences, and these events have been followed-up by the further engagement of colleagues in developing their own Public Engagement activities, not least in respect of connections that have been made and fostered with local agencies, community groups and

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businesses. For example, colleagues from UHI’s Centre for History have been working with local museums staff to develop Apps for use in tour-guiding, and for creating a ‘living experience’ when visiting their various locations. In addition, seminars have been set up to engage the Public more directly in the work of our Centre for Diabetes and Cardiovascular Science. A number of Town and Gown events have been put on, and the University has renewed vigour when ensuring that the public are kept involved in our research developments. But it is not only in respect of UHI’s research that the link to the Public has been encouraged, because developments and opportunities on the teaching side of our activities are also now routinely having their Public Engagement aspects emphasised, as a way of building community links and ties with the University. These types of engagements are being encouraged across the whole UHI Partnership, which covers a geographical territory that is 1/6th the land mass of the whole of the UK, spread across 13 Academic Partners that comprise the University. Although work in respect of Public Engagement was already underway in and across UHI, Paul’s workshop ensured renewed and reinvigorated interest, and has led to a number of new engagements taking place that otherwise would not have come about. In summary, I cannot endorse highly enough the positive benefit that has been derived from the work and activities of Paul Manners and his Team at the NCCPE. I believe that the sector would lose a significantly important resource if it were decided not to continue funding for this highly important work, which has already built-up a huge range of experience and expertise that would be the envy of any nation throughout the world. There is still much that the sector has to learn about Public Engagement, which is a constantly developing and evolving area of activity, and so I believe that there is considerably more for the Centre to do in the future, to help the HEI sector and encourage further development and refinement of our links to, and engagement with, the general public. Yours faithfully

M J Rayner Michael Rayner Dean of Research

and Chair of the Scottish-based REF Managers Group

Documents

Public engagement with research - Scottish Funding Council€¦ · The National Coordinating Centre for Public Engagement is uniquely placed, as the only national centre of excellence