-
8/8/2019 Manchester Beacon Interim Review - August 2010
1/83
ReportTitle
FinalReportforSteeringBoard
August2010
RegisteredName:EKOSLtd
RegisteredOffice:St.GeorgesStudios,93-97St.GeorgesRoad,Glasgow,G36JA
Telephone:01413531994
Web:www.ekos-consultants.co.uk
ManchesterBeaconforPublic
EngagementInterimEvaluation
-
8/8/2019 Manchester Beacon Interim Review - August 2010
2/83
EKOSQualityAssuranceRecord
Nameandemail DatePreparedby: MadelineSmith
NicolaGraham
ReginaTrenkler-Fraser
SuzanneMunro
16August2010
Proofedby: LornaBryson
16August2010
QualityControlledby: MadelineSmith
16August2010
Ifrequired,copiesofthisdocumentareavailableinlargeprintbycontacting
theauthordirect.
AspartofourgreenofficepolicyallEKOSreportsareprinteddoublesided.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
3/83
Contents
ExecutiveSummary 1
1. Introduction 9
1.1 Background 9
1.2 EvaluationAimsandObjectives 9
1.3 ApproachandMethod 10
1.4 StructureoftheReport 11
2. TheManchesterBeacon 12
2.1 GovernanceandManagementArrangements 12
2.2 NWDABeaconObjectives 14
2.3 ManchesterBeaconObjectives 15
2.4 AlignmentofObjectives 16
3. SupportedActivity 19
3.1 Funding 19
3.2 TheProjects 20
4. FeedbackfromStakeholders 24
4.1 Role 24
4.2 Rationale 24
4.3 PerformanceagainstExpectations 24
4.4 Objective1PEisEncouragedandSupported 26
4.5 Objective5:DeeperPartnershipWorking 27
-
8/8/2019 Manchester Beacon Interim Review - August 2010
4/83
4.6 OtherManchesterBeaconObjectives 30
4.7 Additionality 31
4.8 ValueforMoney 32
4.9 FutureDevelopmentIssuesandOpportunities 33
5. FeedbackfromParticipants 35
5.1 Background 35
5.2 FeedbackfromUniversityStaff 36
5.3 FeedbackfromNon-UniversityStaff 43
5.4 Importantvaluesinpublicengagement 49
5.5 NationalSurveyResponses 50
6. PerformanceAgainstObjectives 57
6.1 NWDAObjectives 57
6.2 ManchesterBeaconObjectives 60
6.3 StrategicAddedValue 62
7. LearningPointsandRecommendations 66
7.1 Conclusions 66
7.2 IssuesandLearningpoints 67
7.3 LearningforNWDA 71
7.4 LearningforBeaconandOtherFunders 72
7.5 Recommendations 74
Appendices 78
-
8/8/2019 Manchester Beacon Interim Review - August 2010
5/83
NWDA:EvaluationofManchesterBeacon
1
ExecutiveSummary
Introduction
ThisreportsetsoutthefindingsoftheevaluationoftheManchesterBeacon
forPublicEngagement,focusingontheNorthWestDevelopmentAgencys
(NWDA)fundingcontribution.
TheManchesterBeaconisoneofsixcentresinvolvedinaUK-wideinitiative,
fundedbytheHigherEducationFundingCouncilforEngland(HEFCE),
ResearchCouncilsUK(RCUK),andtheWellcomeTrust.ThefouryearUK-wideBeaconsforPublicEngagementinitiative(2008/12)seekstobring
aboutculturechangeinthewayHEIs,theirstaff,andtheirstudentsreach
out,listen,andengagewiththepublic.
ManchesterBeaconisapartnershipbetweenUniversityofManchester
(UoM),ManchesterMetropolitanUniversity(MMU),UniversityofSalford
(UoS),MuseumofScienceandIndustry(MOSI),andManchester:Knowledge
Capital(M:KC).
TheManchesterBeaconsecuredadditionalfundingfromApril2008to
March2010fromtheNWDA.Althoughthefocusofthisevaluationisthe
NWDAfundingwhichconcludedinMarch2010,itisineffectaninterim
evaluationofthewholeprogramme,whichshouldinformtheremaining
deliverytime(toDecember2011)andinputtodiscussionofthefuture
directionofsuchinitiatives.
NWDABeaconObjectives
InApril2008NWDAallocated240,000forBeaconrelatedactivity.The
specificobjectivesfortheManchesterBeaconfortheNWDAfundingwere:
toachievesignificantlyimprovedunderstandingandappreciationof
theuniversitiesandinstitutionsinthelocalareabyresidentsofthe
localcommunitiesbyMarch2010;
toachievemuchimprovedunderstandingandappreciationof
neighbouringcommunitiesbytheuniversitiesandinstitutions;
toputinplaceanumberof(intheregionoffive)sustainable
engagements/projectsthatinvolveacademicsworkingwithlocal
communities;
todevelopacadreofupto40academicswithanenthusiasmfor,and
experienceof,workingwithdeprivedcommunities;and
-
8/8/2019 Manchester Beacon Interim Review - August 2010
6/83
NWDA:EvaluationofManchesterBeacon
2
tohelpcatalyseanupliftinthenumberoflocalresidents(in
particularthosefromdeprivedcommunitieswithnopriorcontact
withtheHigherEducationInstitutions)withapositiveattitudetowardsworkingintheuniversitiesandothermajoremployers,or
studyingat(orwithhelpfrom)thoseHEIs.
ManchesterBeaconObjectives
Fivethemesandobjectiveswerearticulatedandadoptedbystakeholdersin
theManchesterBeacon.Thesearedescribedinmoredetailbelow:
Priority:Behaviourchange
Objective1:Publicengagementisencouraged,valuedandsupported
Objective2:ChangeperceptionsandimproveaccessibilityPriority:IncreasingEngagementlevel
Objective3:Increasingtherelevanceofinstitutionactivityand
connectivitywithcommunities
Objective4:Improvetheopportunitiesforsustainabletwo-way
learning
Priority:Deeperpartnershipworking
Objective5:DevelopdeeperpartnershipworkingacrosstheBeacon
partnersandwiththecommunity
TheoverallobjectivesfortheManchesterBeaconarestronglyalignedwith,
andcontributeto,NWDAsfundingobjectivesfortheManchesterBeacon.
SupportedActivity
Atotalofsevensustainableengagementprojectsweredelivered.The
projectswere:
o ArcSpaceManchester
o UoMDevelopmentAwards
o CommunityLeadershipProgramme
o CulturalAwards
o CommunityScienceAwardso MMUPublicEngagementFellowships(fundingleveredby
MMU)
o NetworkingandEvents(e.g.Comixed,MappingCreativity,
BeaconSummitmatch-fundedbyHEFCE,RCUK,Wellcome
Trustfunding).
Manyoftheseprojectsinvolvedseveralindividualresearchand
collaborationprojects,involvingacademics,culturalorganisationsand
communitypartners.Atotalof29individualcollaborativeprojectshave
beensupported,manymorethanthefivesustainableprojectsoriginally
anticipated.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
7/83
NWDA:EvaluationofManchesterBeacon
3
FeedbackfromStakeholders
Indepthconsultationtookplacewith20differentpartnersand
stakeholders.
ManagementandStructure
Themanagementanddeliveryoftheprogrammeisviewedtobeeffective
andtheprojectisfelttobewellmanaged.Themanagementandgovernance
structures(withthevariouscommitteesandworkinggroups)tookawhileto
beorganised,butarenowviewedtobeworkingwell.
Theteamiscreditedwithdrivingforwardtheprojectsuccessfully.The
approachisviewedtohavebeencreativeandenergetic,ifchallenging.The
supportfromseniorchampionsacrossthepartnersisseenascrucialandhasbeenverystronglyendorsedacrosstheManchesterBeacon.
PEPriorities
TheworkoftheBeaconwasfelttohavestronglyinfluencedthePEpriorities
oftheorganisation,especiallyatastrategiclevel.PEisnowevidentin
strategicdocuments,facultyplans,grantapplications,specificappointments
andisbeingbuiltintopromotionsandperformancecriteria.More
profoundlytheapproachusedbytheBeaconhasbeenadoptedinother
Publicandcommunityengagementendeavours.
PartnershipWorkingandcollaborationAlthoughthereisalonghistoryofpartnershipworkingbetweenthe
partners,newrelationships,andfurthercollaborationswerebuiltbecauseof
theBeacon.Itwashighlightedthateachpartnerbringsdifferentstrengths,
buttheyallhadslightlydifferingagendas(i.e.Researchfocussedor
Communityengagementfocussed),whichcanbeachallenge.MOSIs
inclusionasaculturalpartnerwasviewedtohaveaddedagreatdealtothe
programme,bringinganon-HEIperspective,PEprofessionalismand
expertise.Furthermore,M:KCssupportingrole,civiclinksand
understandingoftheBeaconsinnovativeapproacheshasbeenpivotal.
Itwasfeltthattheapproachtoengagementwiththecommunityhas
changedfromdoingthistopeopletoco-creationandanimprovingsense
oftreatingallasequals.Inadditiontherewasviewedtobeabetter
understandingaboutthediversityandrichnessofthecommunity.
OtherBeaconObjectivesandwiderbenefits
Thevastmajorityofthosewhorespondedfeltthattheimageofthe
organisationshadimprovedwiththecommunity,with93%feelingthatthe
institutionsweremoreimportantandrelevanttothelocalcommunities.
Accesstofacilitieswasseenasamoredifficultissue,althoughimprovement
hadbeenmadeincertainareas.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
8/83
NWDA:EvaluationofManchesterBeacon
4
AlloftherespondentsfeltthatwithouttheBeacon,althoughsomePE
projectswouldstillhavehappened,theywouldhavebeenslower,oflower
quality,andlesserimpact.TheinvestmentintheBeaconwasviewedashavinghadalargeimpact,throughinfluencingandcatalysingfurther
benefits,andreachingahighnumberofpeople.TheBeaconwasalsofeltto
becontributingtowiderbenefits,includingleadinglearning,developing
capabilityandestablishingManchesterasacentreofgoodpractice.
Futurefocus
ThemainfocusfortheBeaconuntiltheendofthecurrentfundingwasfelt
tobetobuildonthegoodwork,toembedthechangeofcultureand
reinforcethebehavioursacrosstheinstitutions,tosustainimpact.
MainstreamingPEandbroadeningengagementbeyondtheinitialenthusiastswasimportant,aswellasexploringmorejointprojects.
Participantbenefits
Atotalof31participantscontributedtotheevaluationthroughindepth
telephoneinterviewandonlinesurveys.BothStaffandCommunitygroup
membersidentifiedpositivelearningandpersonalbenefits
Alargemajorityofcommunitymembersreportedanimprovedrelationship
betweentheuniversityandthelocalcommunityandfelttheuniversitywas
betterconnectedwiththelocalcommunitythanbefore.Foruniversitystaff,92%ofrespondentsfeltthattheuniversityhasabetterunderstandingofthe
localcommunityandwasbetterconnectedasaresultoftheBeaconproject.
Participantsreportedgainingnewskillsandknowledge,increased
confidence,interestinnewideasthroughtheirinvolvementaswellas
enjoyment.Significantly,averyhighproportioneitherhadalreadytaken,or
plannedtotake,furtheractionasaresultoftheirparticipation.
Aparallelanalysiswasundertakenfromawidersurveyofstaffaspartofthe
UK-widestudyoftheBeacons.Whilst70%ofrespondentstothissurvey
reportedthattheyfelttheworkcultureoftheirinstitutionwassupportivetowardsPEactivities,only19%reportedthattheybelievedthatthe
institutionrewardsthosewhotakepartinPEactivities.Ofthosesurveyedin
theManchester,65%agreedthatengagementwithcommunitieshad
increased.
Performanceagainstobjectives
Thisevaluationevidencesthattheprogrammehasdeliveredwellagainstthe
NWDAobjectivessetatthestartofthefunding.Inmanycasesthemore
quantitativeelementshavebeenexceeded,andevidencegatheredshows
improvementsinthemorequalitativeobjectives.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
9/83
NWDA:EvaluationofManchesterBeacon
5
AnassessmenthasalsobeenmadeagainstManchesterBeaconObjectives,
andgoodprogressisevidencedhereaswell.InparticularObjective1(PEis
valuedandrewarded)andObjective5(deeperpartnershipworking),whichinsomewaysaretheunderpinningobjectivesoftheManchesterBeacon,
bothshowedgoodevidenceofimprovement.
IssuesandLearningpoints
Partnership
Thepartnersinvolvedareverydiverse,withdifferentstrengthsanddifferent
expectations.Thisdiversitymeanstheycanlearnfromeachother.The
culturalpartnerofMOSIhasbroughtdifferentstrengthstotheprogramme
andM:KChashelpedbringsupportandanunderstandingofinnovation.
Thereisalonghistoryofpartnershipworkingacrossthepartners.However
theBeaconhasallowednewpartnershipstobebuilt,newrelationshipsto
beformed,andadeepeningoftrust.AkeyfactorfortheManchester
Beaconistherealcommitmentfromthetopacrossallinstitutions.
Approach
TheapproachtakenbytheManchesterBeacon,oflisteninginthefirstyear,
althoughalwayspartoftheoriginalproposalintheBeaconbid,hasbeen
challengingforsome.Howevertheconsensusseemstobethatthishasimprovedthequalityofdelivery,andtheyarenowdoingbetterPEandnot
justmoreofit.
ManchesterBeaconisseenasoneoftheleadingBeaconsUK-wide.The
approachtakenbytheManchesterBeacon,thediversityofthepartnership,
andtheemphasisonlocalcommunitiesandtwo-wayengagementdiffers
fromotherBeacons.Theimportanceofseniorchampions,therelativelywell
resourcedteamandthediversitytheyhavemanagedtoengenderareallkey
elementsinthissuccess.
Structure
Thematrixstructure,wheretheteamispartoftheBeaconbuthostedin
theirhomeinstitution,hasbroughtbothpositivesandnegatives.Whilst
positiveinthat,theteammembersareallembeddedwithintheir
organisation,itischallengingtoeffectivelytrytoaligntwoagendas.
Theworkinggroupsstructureandtheirpurposetooktimetobeestablished,
butarenowmorestructured.Astheprogrammegoesintoitsfinalstages,
theyneedtomakesuretheyputforwardconcreterecommendationstothe
leadershipgroup.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
10/83
NWDA:EvaluationofManchesterBeacon
6
Overcomingbarriers
Languageisidentifiedasabigbarrierininitialstagesofengagement.
Buildingconfidenceandcapacityisastrongenablertowardstwo-way
engagement.ManyoftheprojectsinitiatedbytheBeacontacklethisissue.
Buildingtrustisakeychallenge.Itisbasedonpersonalrelationsandtakes
timetodevelop.TheroleoftheBeaconinusingengagementthrough
networks,eventsandprojectstofacilitate,channelandbuildconnections
hashelpedovercomethis.
Learningfromexperience
Therearegoodexamplesoflearningfromearlierprojectsfeedingintonew
projectdevelopment,showingthevalueofapartnershipprogramme,where
learningcanbeshared.Bothsuccessandfailurecanfeedintothislearning.
Followingsharinganddissemination,itisalsoimportanttoaddresswhatis
goingtohappennextasaresultoftheproject/interventiontoensurethey
arenotjustprojectsinisolationthatthenhavenolongertermimpact.This
isakeyelementinbuildingsustainabilityandlongtermchange.
Broker/Catalystrole
Theimportanceofthebeaconteamasabrokerandchannelforlinkages
shouldnotbeunderestimated.Thisworksbothbetweenthepartnersand
withthecommunity.
Earlyadopters
Asisinevitableinachangemanagementprogramme,thosemostengagedat
theearlystageswillbethosewhowerealreadyenthusiasticandearly
adopters.Thisisalsotrueforcommunityparticipantswherethemost
interestedaretheonesmostlikelytobecomeinvolved.Thisdoesallowa
smallminoritytoaccusetheBeaconofnotgoingfarenoughandplaying
safe.Thereisevidence,however,thatnewpeoplearebecomingengagedas
theprogrammeprogresses.
RaisingExpectations
OneriskintheBeaconapproachisthathavingsuccessfullyraiseddemand
andbuiltcapacitywithinthecommunity,thisraisesexpectations.Ifthisis
notsustainedthismaydisappointthecommunitypartnersandthetrust
reinforcingtheserelationshipswillbedamaged.Thisisakeyissuefor
sustainability.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
11/83
NWDA:EvaluationofManchesterBeacon
7
Embeddinglongtermchange
Atpresentthebeaconteamhavebuiltnetworksandrelationships,butthis
islinkedtotheindividuals,andisstilldisconnectedfromtheinstitution.
Withseniorsupportandonthegroundprojectsthereisatopdownand
bottomupapproach.However,therearestillmanystaffforwhomPEisstill
seenasanoptionalactivity.Recognitionandincentives,andsystemsand
processes,suchasperformanceobjectives,canhelpinthisagendabecome
embedded.
WhereastheimpactoftheManchesterBeacon(especiallygiventhesizeand
scopeoftheproject)shouldnotbeoverstated,itneverthelesshas
influencedandcatalysedawholerangeofchanges,improvementsandconnections,andbuiltamomentumbehinditsactivities.
LearningforNWDA
innovativeapproach-theapproachtakenbytheBeaconis
innovative,involvingengaging,listening,andidentifyingneedsand
mutualbenefits.Thereispotentiallearninghereforotherinitiatives
whereengagingdiversepartnerswithdifferingagendasisatthecore
oftheprogramme;
buildacrossstrengths-aspartoftheBeaconprogrammethe
Universitieshaveworkedcloselyinpartnership,togetherwithMOSI
andM:KC.Thisisacitywideapproach,whichrespondents
consideredtoenhancecivicprideandbuildManchestersreputation
asacentreofgoodpractice;
highStrategicAddedValue-thisprojecthasdeliveredhighSAV
returns.Throughleverage,influenceandparticularlythecatalytic
roleoftheManchesterBeacon,thishasbeenevidencedthroughthe
evaluation;and
maximisingassets -forNWDAakeypurposeofinvestmentwas
maximisingtheassetsoftheManchestercorridorandbuildingcoherentandattractiveplace.Bypromotingandadoptinggenuine
two-wayengagementpracticesandbuildingcapacityand
connectivitywiththelocalcommunitytheBeaconhashelped
engenderamoreconnectedenvironment.
LearningforBeaconandOtherFunders
partnership-amajorstrengthoftheManchesterBeaconhasbeen
thepartnership.Thisdeeperlevelofpartnershipshouldcontinueto
bebuiltuponandotheropportunitiesexplored,includingthefuture
-
8/8/2019 Manchester Beacon Interim Review - August 2010
12/83
NWDA:EvaluationofManchesterBeacon
8
plansforpublicandcommunityengagementandknowledge
exchangeactivity;
roleofbroker-theBeaconteamhasestablisheditselfasan
importantbrokerinmakingconnectionsandhelpingdevelop
linkages.Thenextstepistowidenthiselementofconnectivity.
commitmentfromthetop-oneofthesuccessesoftheManchester
Beaconisthelevelofseniorcommitment,withstrongchampions
acrossallpartners.Thisneedstobereinforcedandembeddedwithin
systemsandprocessesthatdemonstratethevalue,incentiviseand
recognisePE;
continuallearning-thelearningfrompilotsandpracticetested
throughtheBeaconneedstobecontinuallyreviewedandabsorbedintonewapproaches.Understandingofbarriersandhowto
overcomethemhashelpedinformnewactivity.Ensuringthis
environmentforlearningisnotlostoncethecurrentBeaconfunding
hasconcludedisanissuetobeconsideredforthefuture;
capturingimpactandbenefit-thelearningfromthisevaluation
processwillbeembeddedintointernalevaluationprocesses,
includingareviewoftheMonitoringandEvaluationFramework
(M&EF),languageandprocessesusedandforthefinalevaluationto
maximisecapturingofimpact.Inparticularcapturingthebenefits
andimpactsofinterventionsshouldbeahighpriority.Inaddition
considerationofhowtocoherentlygathercommunityperceptionof
improvedimageandrelevanceshouldbeexplored.Itisalso
importantaspartoftheculturechangetocapturethechangein
behaviours;
Sustainability-ambitionsforthefuturemustincludehowtokeep
peopledrivingatthesamepacesoasnottolosemomentumonce
theinitialfundingfinishes.Inadditionhavingbuiltexpectationsand
demandwithincommunitypartners,thoughtmustbegivenasto
howtocontinuetonurturethoserelationships,andensurethatinteractionisacontinualprocess;and
embeddinggoodpractice-amajorfocusfortheremainderofthe
Beaconfundingistoembedgoodpracticeintotheinstitutions.This
couldalsobepowerfullyreinforcediftheotherfundersofthis
programme(HEFCE,RCUK,WellcomeTrust)ensuredthatrecognition
ofPEisbuiltintotheirfundingcriteriaratherthanbeingseenas
separate.Thiscouldbeapowerfulincentiveifreinforcedfromthose
fundingHEIs.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
13/83
NWDA:EvaluationofManchesterBeacon
9
1. IntroductionThisreportsetsoutthefindingsoftheevaluationoftheManchesterBeacon
forPublicEngagementundertakenbetweenAprilandJuly2010.Thefocusof
theevaluationisontheNorthWestDevelopmentAgencys(NWDA)funding
contribution.
ThisSectionsetsoutthebackgroundtothisevaluation,itsobjectives,and
theworkcarriedout.
1.1 Background
TheManchesterBeaconisoneofsixcollaborativecentresinvolvedinaUK-
wideinitiativetosupportpublicengagementbetweenHEIsandthegeneral
public.ThenationalBeaconinitiativeisfundedbytheHigherEducation
FundingCouncilforEngland(HEFCE),ResearchCouncilsUK(RCUK),andthe
WellcomeTrust.
ThefouryearnationalBeaconsforPublicEngagementinitiative(2008/12)
seekstobringaboutculturechangeinthewayHEIs,theirstaff,andtheir
studentsreachout,listen,andengagewiththepublic.
InManchester,theinitiativeisapartnershipbetweentheUniversityof
Manchester(UoM),ManchesterMetropolitanUniversity(MMU),the
UniversityofSalford(UoS),theMuseumofScienceandIndustry(MOSI),and
Manchester:KnowledgeCapital(M:KC).
TheManchesterBeaconsecuredadditionalfundingfromApril2008to
March2010fromtheNWDA.Althoughthefocusofthisevaluationisthe
NWDAfundingwhichconcludedinMarch2010,itisineffectaninterim
evaluationofthewholeprogramme,whichshouldinformtheremaining
deliverytime(toDecember2011)andinputtodiscussionofthefuture
directionofsuchinitiatives.
1.2 EvaluationAimsandObjectives
TheNWDAMonitoringandEvaluationPlanspecifiedthedetailedevaluation
objectivesfortheManchesterBeaconfunding.
Theobjectiveswereto:
establishtheimpactoftheprojectagainstitsoriginalobjectives;
-
8/8/2019 Manchester Beacon Interim Review - August 2010
14/83
NWDA:EvaluationofManchesterBeacon
10
assessprogressandachievements,includinganydifferencesfrom
thoseforeseenattheoutset;
assesshoweffectivetheprojecthasbeenindeliveringagainstits
objectivesandtargets;
examinecosteffectiveness,includingconsiderationofqualitative
issues;
commentonthesustainabilityoftheprojectbenefits;
provideanassessmentofStrategicAddedValue(SAV);and
setouttheimplicationsforfutureprojects.
1.3 ApproachandMethod
Theevaluationwasstructuredanddeliveredinlinewithgoodpractice
guidancesetoutintheRDAImpactEvaluationFramework(IEF)1.
Theevaluationcomprisedthreemainelements:
adeskreviewofdocumentationanddatarelatingtotheNWDA
fundedBeaconproject;
semi-structuredface-to-faceandtelephoneinterviewswith20
stakeholdersincluding:
o projectteam;
o funders;
o ManchesterBeaconSteeringBoardmembers;and
o workinggroupmembers;
atelephoneandonlinesurveyofacademicstaffandcommunity
groupsstaff/membersinvolvedinNWDAfundedBeaconprojects.A
totalof31responseswerereceived.(N.B.thisisinadditiontothe20
stakeholderinterviewsabove).InadditiondatafromaUK-widesurveycollectedacrossallHEIsinvolvedintheBeaconsinitiative
(with356responsesfromtheManchesterBeaconHEIs)wasalso
analysed.
1
EvaluatingtheImpactofEnglandsRegionalDevelopmentAgencies:DevelopingaMethodologyandEvaluationFramework,DTIOccasionalPaperNo.2,February2006.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
15/83
NWDA:EvaluationofManchesterBeacon
11
1.4 StructureoftheReport
Theremainderofthisreportisstructuredasfollows:
Section2providesanoverviewoftheManchesterBeaconinitiative,
includinggovernanceandmanagementarrangementsand
objectives;
Section3describestheBeaconprojectsfundedbytheNWDA;
Section4setsoutthefeedbackfromstakeholders;
Section5setsoutthefindingsfromthetelephoneandonlinesurvey
ofprojectbeneficiaries,andtheanalysisofthewidersurvey;
Section6reviewstheperformanceagainstNWDAandManchester
Beaconobjectives;and
Section7presentsthekeylearningpointsandrecommendations.
AseriesofcasestudiesonNWDAfundedBeaconprojectsareincluded
throughoutthereport.
AppendixAcontainsdetailsoftheManchesterBeaconobjectivesand
evidenceofsuccess.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
16/83
NWDA:EvaluationofManchesterBeacon
12
2. TheManchesterBeaconThisSectionsetsoutsomebackgroundontheManchesterBeaconforPublic
Engagement.Itdescribes:
governanceandmanagementarrangements;
NWDABeaconobjectivesandfunding;
ManchesterBeaconclearObjectives;and
areasofalignmentbetweenManchesterBeaconobjectivesand
NWDAsobjectivesforsupportingBeaconactivity.
2.1 GovernanceandManagementArrangements
ASteeringBoardoverseesandguidesthedirectionoftheManchester
Beacon.
ItsmembershipconsistsoftheUniversityofManchester,theUniversityof
Salford,ManchesterMetropolitanUniversity,theMuseumofScienceand
Industry,andManchester:KnowledgeCapital.
EachofthepartnershasaprincipalinvestigatorontheSteeringBoardwhois
themainchampion(atViceChancellor,DeputyViceChancellorandProVice
Chancellorlevel)intheirorganisationfortheBeaconinitiative.Italso
comprisesotherseniorrepresentativesfromacrossthepartners.Anumber
ofworkinggroupshavealsobeenestablishedtohelpprogressareasof
importancefortheManchesterBeaconprogramme.Thegovernance
structureissetoutinFigure2.1.
Figure2.1:Governancestructure
-
8/8/2019 Manchester Beacon Interim Review - August 2010
17/83
NWDA:EvaluationofManchesterBeacon
13
TheSteeringBoardmeetsfourtimesperyearandprovidesstrategic
directionfortheBeacon,approvestheannualBeaconprogrammeof
activity,monitorsperformance,andreviewsinputfromitsWorkingGroups.
PartnersareactivelyengagedinfourWorkingGroups,including:
operations;
recognition;
evaluationandimpact;and
communications.
TheWorkingGroupsmeetatleastquarterlyperyear,involveseniorstaffandareresponsibleforprogressingactivityandsharinglearningin-between
SteeringBoardmeetings.TheGroupsinitiate,plan,deliver,andmonitor
Beaconprogrammestrandsandmonitorprogressagainsttheworkplan
(includingbudgetingandstaffing).WorkingGroupsalsoensureefficiency
andeffectivenessofalloperations,optimiseliaisonbetweenpartnersand
betweenkeyindividualactivities(e.g.website,communications,external
affairs,etc.),andsharelearningacrossthepartnership.
AManchesterBeaconprojectteamhasbeenestablishedthatare
responsiblefortheday-to-daymanagementandoperationofthe
ManchesterBeaconinitiative.
ThestaffteamincludesaCreativeDirector,aProjectManagerfromeachof
universitiesandMOSI(with2daysperweekallocatedtotheBeacon),and
anAdministratorworkingfull-timefortheBeacon.
Amatrix-managementsystemisused.Linemanagementresponsibilityfor
theProjectManagersrestswiththeirowninstitution/organisation.Theyalso
meetweeklywiththeCreativeDirectorinrelationtoBeaconactivity.
TheoverallmanagementandgovernancearrangementsareshowninFigure2.2,over.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
18/83
NWDA:EvaluationofManchesterBeacon
14
Figure2.2:Overallgovernanceandmanagementarrangements
2.2 NWDABeaconObjectives
InApril2008NWDAallocated240,000forBeaconrelatedactivity.More
detailonthisfundingissetoutinSection3.
ThespecificobjectivessetbyNWDAfortheManchesterBeaconwere:
toachievesignificantlyimprovedunderstandingandappreciationof
theuniversitiesandinstitutionsinthelocalareabyresidentsofthe
localcommunitiesbyMarch2010;
toachievemuchimprovedunderstandingandappreciationof
neighbouringcommunitiesbytheuniversitiesandinstitutions;
toputinplaceanumber(intheregionoffive)ofsustainable
engagements/projectsthatinvolveacademicsworkingwithlocal
communities;
-
8/8/2019 Manchester Beacon Interim Review - August 2010
19/83
NWDA:EvaluationofManchesterBeacon
15
todevelopacadreofupto40academicswithanenthusiasmfor,and
experienceofworkingwithdeprivedcommunities;and
tohelpcatalyseanupliftinthenumberoflocalresidents(in
particularthosefromdeprivedcommunitieswithnopriorcontact
withtheHigherEducationInstitutions)withapositiveattitude
towardsworkingintheuniversitiesandothermajoremployers,or
studyingat(orwithhelpfrom)thoseHEIs:
2.3 ManchesterBeaconObjectives
AnearlystepinplanningfortheevaluationprocessoftheManchester
Beaconwastosetclearobjectivesthatreflectedtheneedsandaspirationsofallpartners.
Thearticulationofobjectiveswasinformedby:
asurveycompletedbytheSteeringBoard,ProjectTeam,Working
Groupmembers,andcommunityparticipants-thisexploredkey
priorities,evidenceofsuccess,issues,andchallenges;and
aClearObjectivesWorkshopwithstakeholders-todiscuss,refine,
andagreesharedobjectivesfortheManchesterBeaconforPublic
Engagement,includingthemedareasoffocustoguideprogrammeandprojectdevelopment.
Theidentificationofclearobjectiveshashelpedthoseinvolvedbetter
understandhowsupportedprojects/activitiescancontributetothewider
ManchesterBeaconinitiative.
FivethemesandobjectiveswerearticulatedfortheManchesterBeacon.
Thesearedescribedinmoredetailbelow:
Objective1:Publicengagementisencouraged,valuedand
supported-toestablishinternalsystemsandprocessestohelpembedpublicengagementasaroutinepartofstaffrolesand
responsibilities;
Objective2:Changeperceptionsandimproveaccessibility-to
improvethedepthofunderstandingwithinlocalcommunitiesof
whatuniversities/culturalorganisationshavetoofferandhowitcan
beaccessed,includingthedevelopmentofapositiveattitude/image;
Objective3:Increasingtherelevanceofinstitutionactivityand
connectivitywithcommunities-toimprovetheconnectivityand
-
8/8/2019 Manchester Beacon Interim Review - August 2010
20/83
NWDA:EvaluationofManchesterBeacon
16
engagementbetweenacademiaandthegeneralpublicsothat
activityisincreasinglyseenasimportantandrelevant;
Objective4:Improvetheopportunitiesforsustainabletwo-way
learning-tofostermoreintensiveandsustainablewaysofjointwork
betweenresearchandcommunities,includingtheco-creationof
researchandknowledgeexchangeinbothdirectionsandincreasing
communityinvolvementininstitutionactivity;and
Objective5:DevelopdeeperpartnershipworkingacrosstheBeacon
partnersandwiththecommunity-across-cuttingobjectivewhere
thefocusisonthecollaborativeapproachandaddedvaluethrough
collectiveworkingbetweenthepartnerorganisations.
Theprocessfurtherexploredwhatevidenceofsuccesswouldbeapparent
(i.e.howwouldweknowtheobjectivehadbeenachieved)andisshownin
AppendixA.Thisinformedamonitoringandevaluationframeworkthatwas
subsequentlydevelopedaroundthefiveobjectivestoenabletheongoing
assessmentoftheManchesterBeaconforPublicEngagement.This
continuestoberefinedandinformedbydeliveryexperience.
2.4 AlignmentofObjectives
TheoverallobjectivesandmonitoringandevaluationframeworkfortheManchesterBeaconisstronglyalignedwith,andcontributesto,NWDAs
fundingobjectivesfortheManchesterBeacon.
Table2.1setsoutthefiveobjectivesoftheNWDAfundedBeaconactivity
(NWDADevelopmentandAppraisalform),anddetailstherelationship
betweentheseobjectivesandtheclearobjectivesdevelopedaspartofthe
overallManchesterBeaconinitiative.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
21/83
NWDA:EvaluationofManchesterBeacon
17
Table2.1:Alignmentbetweenobjectives
NWDAManchesterBPEObjective
ClearObjectiveContribution
Toachievesignificantlyimproved
understandingandappreciation
oftheuniversitiesandinstitutions
inthelocalareabyresidentsof
thelocalcommunitiesbyMarch
2010.
Objective2:Changeperceptionsandimprove
accessibility:Awarenessraisingactivities,provisionof
information,communicationsandthepromotionof
facilitiesandserviceswillhelptoimprovelocal
communitiesawarenessandunderstandingofthe
universities/culturalorganisations.
Toachievemuchimproved
understandingandappreciation
ofneighbouringcommunitiesby
theuniversitiesandinstitutions.
Objective5:Developdeeperpartnershipworking
acrosstheBeaconpartnersandwiththecommunity :
thereisafocusonactivitiesthatdemonstrateto
Beaconpartnersthevalueofworkingwiththe
communityandthesocialcapitalgeneratedasa
result.
Toputinplaceanumber(inthe
regionoffive)ofsustainable
engagements/projectsthat
involvesacademicsworkingwith
localcommunities.
Objective1:PEisencouraged,valuedand
supported:thereisacommitmenttothe
establishmentofsystemsandprocesses,etc.thatwill
helpembedpublicengagementasaroutinepartof
staffrolesandresponsibility.Thissupportivecontextwillencourageuniversity/culturalorganisationstaff
toengagewithcommunities.
Objective3:Increasingtherelevanceofinstitution
activityandconnectivitywithcommunities :
increasedinvolvementbetweenuniversitystaffand
communityrepresentativesineachothersevents
andactivities.
Objective4:Improvetheopportunitiesfor
sustainabletwo-waylearning: thiswillleadtomore
intensiveandsustainablejointworkingbetween
researchandcommunities.Projectactivitywill
increasetheco-creationofresearchandknowledge
exchangeinbothdirections,andtheincreased
communityinvolvementinallinstitutionactivity
includingnewbuildings,newcurriculumetc.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
22/83
NWDA:EvaluationofManchesterBeacon
18
Objective5:Developdeeperpartnershipworking
acrosstheBeaconpartnersandwiththecommunity
thereisafocusonincreasedpartnershipworking,sharingofexpertise(internalandexternalPE)and
projectswhichinvolvejointworkingat
project/communitylevel.
Todevelopacadreofupto40
academicswithanenthusiasm
for,andexperienceofworking
withdeprivedcommunities:
Objective1:PEisencouraged,valuedandsupported
thereisacommitmenttotheestablishmentof
systemsandprocesses,etc.thatwillhelpembed
publicengagementasaroutinepartofstaffrolesand
responsibility.
Objective3:Increasingtherelevanceofinstitution
activityandconnectivitywithcommunities :
increasedinvolvementbetweenuniversitystaffand
communityrepresentativesineachothersevents
andactivities.
Objective4:Improvetheopportunitiesfor
sustainabletwo-waylearning: thiswillleadtomore
intensiveandsustainablejointworkingbetween
researchandcommunities.Projectactivitywill
increasetheco-creationofresearchandknowledgeexchangeinbothdirections,andtheincreased
communityinvolvementinallinstitutionactivity
includingnewbuildings,newcurriculumetc.
Objective5:Developdeeperpartnershipworking
acrosstheBeaconpartnersandwiththecommunity
thereisafocusonincreasedpartnershipworking,
sharingofexpertise(internalandexternalPE)and
projectswhichinvolvejointworkingat
project/communitylevel.
Tohelpcatalyseanupliftinthe
numberoflocalresidents(in
particularthosefromdeprived
communitieswithnoprior
contactwiththeHEIs)witha
positiveattitudetowardsworking
intheuniversitiesandother
majoremployers,orstudyingat
(orwithhelpfrom)thoseHEIs:
Objective2:Changeperceptionsandimprove
accessibility: projectsseektodevelopapositive
attitudetowards,andimprovetheimageof,the
participatingorganisationsbythecommunity,
thereby,increasingcommunityaccessand
understanding;
Objective3:increasingtherelevanceofinstitution
activityandconnectivitywithcommunities: activities
willseektoincreasetheinvolvementbetween
universitystaffandcommunityrepresentativesin
eachotherseventsandactivities.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
23/83
NWDA:EvaluationofManchesterBeacon
19
3. SupportedActivityThisSectionprovidesanoverviewoftheprojectsfundedthroughtheNWDA
andotheractivitiesthatsupporttheoverallManchesterBeaconinitiative.
ThefocushasbeenonencouragingculturechangeinthewayHEIs,their
staff,andtheirstudentsreachout,listen,andengagewiththepublic
3.1 Funding
TheNWDAcontributed240,000towardsthesevenprojectsdescribedbelow.Fundinghasbeenusedtocoverstaffcostsandassociatedproject
activity.Table3.1providesabreakdown.
Table3.1:NWDAtotalfunding
Activity 2007/08 2008/2009 2009/10 Total
Staffcosts - 40,000 40,000 80,000
Pilotprojects,
events,
evaluation
10,000 70,000 80,000 160,000
Total 10,000 110,000 120,000 240,000Source:NWDAGrantOfferLetter,dated19December2008.
Table3.2showsthebudgetcontributionfromallfunders.
Table3.2:Partnerandfunderscontributions
Budget(000)
Source:
NWDA 240
HEFCE 1,200
Otherpartners
contributions 720
Total 2,160
-
8/8/2019 Manchester Beacon Interim Review - August 2010
24/83
NWDA:EvaluationofManchesterBeacon
20
Table3.3reviewsthebudgetallocationandexpenditureforNWDAfunding.
ActualexpenditureforthisprojecthasbeenauditedbyDeloitteLLP.
Table3.3:Capital,revenueandexpendituredetails
Budget Expenditure Variance
Source: Cap Rev Cap Rev Cap Rev
NWDA 240,000 240,000 0
Source:NWDAExitreport,June2010.
3.2 TheProjectsFiveprojectsweredirectlyfundedthroughNWDA.Itisworthnotingthat
severaloftheprojectsinvolvedanumberofdiscreteprojects/engagements
involvingacademicsandthecommunity.Abriefdescriptionissetoutbelow
andmoredetailedcasestudiesareincludedthroughoutthereport:
CulturalSeedAwards(September2009-April2010)-thisproject
consistedoffiveknowledgeexchangepilotprojectswhichwere
designedtopromotepartnershipworkingbetweenculturalassets,
communitygroups,andartsandhumanitiesresearchers/staff; CommunityScienceAwards(OctobertoNovember2009)-four
engagementawardsweremadetouniversitystaffandcommunity
groupstoworkinpartnershiptodevelopactivitytoengagediverse
audiencesattheManchesterScienceFestival.Topicareasincluded
chemistry,atmosphericandenvironmentalscience,andastronomy
witheventsandactivitiesdeliveredincommunitysettings;
DevelopmentAwards(MaytoNovember2009)-toaddresskey
institutionalculturechangeprioritiesidentifiedbyastrategicstaff
engagementevent,ninesmalldevelopmentawardsorquickwin
projectsweresupportedtodemonstratehowthelongtermgoalof
valuingpublicengagementofeverydayuniversitylifecouldbe
achieved;
Manchester(JulytoNovember2008)-ArcSpacewasthewinning
projectchosenfromfourundertheMappingCreativityinitial
engagementactivity.AHulme-basedcreativeclusterwassetupby
communityartistsinStWilfred'senterprisecentretofosterand
supportcreativeandethicalexchangebetweenacademics,creatives
andcommunitygroups;and
-
8/8/2019 Manchester Beacon Interim Review - August 2010
25/83
NWDA:EvaluationofManchesterBeacon
21
CommunityLeadership(March2009toAugust2010)-aUniversity-
communitypartnershipprogrammetodeveloptheleadershipskills
of30Manchesterresidentsandorganisationaldevelopmentwithinthethirdsector.Theprojectaimedtoincreaserelevanceforcivic,
community,businessandculturalpartnersthroughorganisational
developmentandpersonaldevelopment.Twoprojectswere
delivered:StepUpandInspiringLeaders.
NWDAfundingalsosupportedanumberofotherprojectsandactivities.
Theseprojectshaveleveredinfundingfromelsewhere(i.e.MMUforthe
PublicEngagementFellowships)fordelivery,withtheManchesterBeacon
facilitatingnetworking,groupmeetings,supportetc.Thesehavecontributed
stronglytotheobjectivesoftheManchesterBeacon:
MMUPEFellowships(September2008toNovember2009)-thiswas
establishedtofundgenuinetwowayengagementprojectsto
addressrealneedsidentifiedbylocalcommunities.Sixpublic
engagementprojectswereestablishedopeninguptwo-way
knowledgeexchangeandexpertisewithManchesterresidentsand
communitygroups.Theseintergenerationalandintercultural
projectsspannedarangeofdisciplinesincludingArtandDesign,
Computing,Microbiology,andSocialResearch.Thesixprojectswere:
o HulmeSweetHulmeo MovingMemories
o ManchesterMethods
o MossSideStories
o TheManchesterConferenceforBlackParents,Children&
YoungPeople
o WebAngels
NetworkingProgramme-Thissupportedarangeofactivity,
especiallyintheearlylisteningphaseoftheprogramme,which
helpedidentifyneedsandinformthedesignoffutureprojects,as
wellasbuildinganinitiallevelofengagementandconnectivity.Examplesincludedtwokeyprojects:
o Comixed-designedasawayofbringingdifferentpeople
togethertoexploreideascollaborativelyusingsocialmedia.
ThefirstComixedresearchwasthemedaroundscienceand
wasplannedtotieintotheManchesterScienceFestival.The
projectwasdeliveredinassociationwiththeResearch
CouncilsUKbecauseittooksomeoftheRCUKscross-cutting
scientificchallengesasastartingpointfordiscussions.Issues
-
8/8/2019 Manchester Beacon Interim Review - August 2010
26/83
-
8/8/2019 Manchester Beacon Interim Review - August 2010
27/83
NWDA:EvaluationofManchesterBeacon
23
Connectivity-CulturalSeedAward
CulturalSeedAwardsincludedfiveknowledgeexchangepilotprojectsdesignedto
promotepartnershipworkingandlearningbetweenculturalassets,communitygroups,and
artsandhumanitiesresearchers/staff.Thiswasinformedbyaninitialworkshopsession
lookingattheperceptionsofbarrierstoengagementandpartnershipworking.Fundingfor
CulturalSeedAwardswas7,380.TheManchesterBeaconisdoingtrulyinnovativework.
Thesepilotprojectscouldfeedintohowresearchcouncilskickstartthesepartnerships.
BAAGS(Barriers,Access,Aspirations,Gaps) wasledbyTheLouiseDa-CocodiaEducation
Trust,MMUandZionArtsCentre.Fundingof1,500wasusedtorunparticipatoryand
engagementworkshopswithyoungpeople(13-25years)fromSouthManchesterto
identifygaps,barriers,andaccesstoeducation,trainingandemploymentopportunities-
thisprojectwasthefirsttimeIhavetalkedaboutmyfuture,itmademethinkwhatIwant
todomoreseriously.
TheExploringYemeniCommunityHistoryinSalford projectwasledbytheYemeni
CommunityAssociation,theArtsUnit(UoS),andtheAhmedIqbalUllahEducationTrust.
Fundingof1,380wasusedtoprogressasurveyoftheYemeniCommunityusing
participatoryworkshops,andaseriesofmeetingstoencouragethelocalcommunitytoput
forwardideasandshapefutureactivity.
DisusedBuildingsactivitywasledbyManchesterCreativeCollectives,InstituteofSocial&
SpatialTransformation(MMU),andManchesterArchitectureandDesignFestival.Funding
of1,500wasusedtoengagewiththecommunitytoexplorehowdisusedbuildingsin
Hulmemightbeusedbythecommunity.
CollectingThoughtswasledbyZionArtsCentre,ManchesterSchoolofArt(MMU)and
MMUSpecialCollections.Fundingof1,500wasusedtodevelopaninformalspaceanda
methodologyforsustainableconversationsbetweenpeopleinuniversities,communities
andculturalvenues.Itsoughttobuildtrustanddeepenrelationshipsbyestablishingajoint
forumtoexchangeideasanddialogueandincreasethenumberofresidentsinvolvedin
universitiesandculturalactivities.Oneofthegreatachievementshasbeenthecreationof
anetworkofpotentialcollaborators.
MigrationResearchPanelwasledbytheGreaterManchesterForumforEuropean
Migrants,SalfordHousing&UrbanStudiesUnit(UoS)andSEVAManchester.Itfocussedonsharingthefindingsofrecentstudiesinmigrationtogetthecommunitiesviewonkey
issuesandgapswherefurtherresearchisrequired.Fundingof1,500wasprovidedby
HEFCEandprojectleadsweresupportedthroughsupportnetworkingmeetings
NWDAfundingwasusedtofundsupportnetworkmeetingsacrosstheprojectsincludinga
finaldisseminationeventand3supportmeetingswithaBeaconprojectmanager.Awide
rangeofimpactswerereportedbyprojectparticipantsincluding:aclearerunderstanding
oftheopportunitiestocollaborateinpartnershipwithothersectors;newlinkswithlocal
communitygroups,universitiesandculturalorganisations;increasedaccessibility;and
increasedconfidence.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
28/83
NWDA:EvaluationofManchesterBeacon
24
4. FeedbackfromStakeholdersThisSectiondrawstogethertheresponsesfromarangeofone-to-one
consultationswithstakeholders,deliverypartnersandfundersincludingthe
ManchesterBeaconteam,membersoftheLeadershipGroup,the
OperationsGroup,theCommunicationsGroup,theBeaconteamandwider
partnersandstakeholders.
4.1 Role
Indepthconsultationtookplacewith20differentpartnersandstakeholders
whohadvariouslengthsofengagementwiththeBeacon.Somehadbeen
involvedfromtheveryearlystagesofbiddevelopment,whilstothershadbecomeinvolvedmorerecentlybecauseofthespecificsoftheirroleor
throughinvolvementwithprojectsanddisseminationsevents.Notethat,
becauseofthisvarietyitwasnotrelevantforallrespondentstoanswer
everyquestion.
4.2 Rationale
Therewasvarietyofunderstandingofthestrategicrationaleandneedfor
theBeaconinManchester.Themainfocuswasfelttobe:
bringingahigherpriority,andcoordinatedfocustoPEactivitywithin
theuniversities,includingexplicitlyrecognisingthevalueofPEand
sharinglearninginthisarea;
theopportunitytoworkmoreeffectivelyinpartnership,including
buildingnewpartnerships;
improvingtheperceptionoftheinstitutionswiththelocal
community;and
engagingactivelywiththelocalcommunityinco-creation.
4.3 PerformanceagainstExpectations
IngeneraltheBeaconwasfelttohaveperformedwellagainstexpectations.
Therewassomefrustrationattheinitialstageswiththeemphasisonsetting
up,listeningandraisingawarenessratherthandelivery.Howeverthisis
viewedinretrospecttohavebeenapositivewiththequalityofresultant
activityimprovedforhavingtakenthatinitialtimeforpreparationand
consultation.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
29/83
NWDA:EvaluationofManchesterBeacon
25
4.3.1Challenges
Workinginpartnershipwithanumberofpartnersandbuildingthose
partnershipswashighlightedasachallenge.Thisisexploredthroughoutsection4.5below.
TheManchesterBeaconisaculturechangeprogramme,anditwas
highlightedthatchangingbehaviourisbothlongtermandchallenging.Also
thesheersizeoftheinstitutionsinvolved,andthefactthatthisagenda
permeatesallaspectsoftheinstitution,especiallywhencomparedwiththe
sizeoftheteam,meansthatafurtherchallengeisthehugeamountofwork
tobedone.
Engagingwiththecommunitywasalsohighlightedasanissue.Itwas
reportedthatthecommunityingeneralviewstheuniversitiesintheir
localitywithsomeapprehension.Relationshipsthereforehavetobebuiltfor
trusttodevelopandengagementactivitytobeinitiatedtoovercomethat
apprehension.
WhilstPEisbecomingahigheragendaitemforuniversities,respondents
highlightedthatitisstillviewedasnotasimportantasresearch,and
teaching.Thereweresomefearsexpressedthatwhilstmuchprogresshas
beenmade,therewerestillthosewhoviewedPEasaboxtickingelement
ratherthangivingittheprioritythatitshouldbewithintheuniversities.
4.3.2Managementanddelivery
Themanagementanddeliveryoftheprogrammeisviewedtobeeffective
andtheprojectisfelttobewellmanaged.Themanagementandgovernance
structures(withthevariouscommitteesandworkinggroups)tookawhileto
beorganised,exacerbatedbychangesinpersonnel,butarenowviewedto
beworkingwell.
Theteamingeneraliscreditedwithdrivingforwardtheprojectsuccessfully.
Theapproachisviewedtohavebeencreative,energetic,ifchallenging.
Thematrixmanagementstructurehascausedsomeissues.Whilstpositivein
that,theteammembersareallembeddedwithintheirorganisation,andas
suchunderstandeachseparateculture,itischallengingtoalsobetryingto
workasateamandeffectivelytrytoaligntwoagendas.
Thesupportfromseniorchampionsacrossthepartnersisseenascrucialand
hasbeenverystronglyendorsedwithintheManchesterBeacon.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
30/83
NWDA:EvaluationofManchesterBeacon
26
Otherchallengesraisedwerethetimetakenforsetup,includingrecruiting
ofstaff,andtheneedforearlierdefiningthepurposeandobjectivesofthe
programmeaswellasroles(especiallybetweennationalandManchester
teams).
Mostcommentsalsofocusedoncapturingthelearningatanearlystageto
maximiseimpact.
4.4Objective1PEisEncouragedandSupported
4.4.1Impactonworkpriorities
TheworkoftheBeaconwasfelttohavestronglyinfluencedonthePEprioritiesoftheorganisation,especiallyatastrategiclevel.PEwasevidentin
strategicdocuments,facultyplans,grantapplications,specificappointments
andisalsobeingbuiltintopromotionsandperformancecriteriaacrossthe
institutions.
MoreprofoundlytheapproachandmethodologyusedbytheBeaconhas
beenadoptedbytheorganisationsinotherPublicandcommunity
engagementendeavours.Amajorexampleofthisistheapproachtakenin
theMMUBirleyFieldsinvestmenttoengagewiththelocalcommunity,
wherePEisbuiltintotheactionplan.
4.4.2ChangeinunderstandingofPEamongststaff
AsshowninFigure4.1,94%ofthosewhorespondedfeltthattherehad
beenapositivechangeintheunderstandingandappreciationofPEamong
staffintheirinstitution(31%verymuch),withalargerproportionreporting
apositivechangefortheirownpersonalunderstandingandappreciation.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
31/83
NWDA:EvaluationofManchesterBeacon
27
Figure4.1:Towhatextenthastherebeenachangeintheunderstanding&
appreciationofPE
Note:N=14and15
RespondentsdescribedincreasedfocusandenergyforPEandtalkedofa
cultureshiftwithintheirinstitutions.
Howeverduetothesizeoftheorganisations,itwashighlightedthatnotall
staffhadundergonethatshift.FormanypeoplePEisstillanoptionalactivity.
4.5 Objective5:DeeperPartnershipWorking
4.5.1Partnershipaddedvalue
Althoughthereisalonghistoryofpartnershipworkingbetweensomeofthe
partners,newrelationshipshadbeenbuiltbecauseoftheBeacon.Itwas
highlightedthateachofthepartnersbringsdifferentstrengths,whichisapositive,butequallytheyallhadslightlydifferingagendas,whichcanbea
challenge.Howeveringeneralthepartnershipworkingandsharingof
differentexperiencesandapproacheswasseentohaveaddedvaluetothe
outcomesoftheprogramme,andincreasedlearning.
MOSIinclusionasaculturalpartnerwasviewedtohaveaddedagreatdeal
totheprogramme,bringingadifferentperspective,hugeamountofPE
professionalismandexpertise.Furthermore,M:KCssupportingrole,civic
linksandunderstandingoftheBeaconsinnovativeapproacheshasbeen
-
8/8/2019 Manchester Beacon Interim Review - August 2010
32/83
NWDA:EvaluationofManchesterBeacon
28
pivotalinhelpingtoengagemorebroadlyandlinkstrategicallywithother
actorsintheregion(notleastNWDA).
Ataprojectleveltherewassporadicevidenceofpartnershipworking,withthemajorityofprojectsstillbeingdeliveredatindividualinstitutions.
4.5.2Furtherpartnershipactivity
AsshowninFigure4.2,86%ofthosewhorespondedagreedthatasaresult
oftheBeacon,newpartnershipsbeyondtheBeaconpartnershadbeen
established,with93%alsoevidencingfurthercollaborationbetweenthe
Beaconpartners.
Figure4.2:HastheBeaconInitiativeledtofurtherpartnershipactivitywhichdidnotexistbefore?
Note:N=14and15
ExamplesgivenincludedtheresponsetotheWellingsStatementacrosstheuniversities,otherjointfundingbids,ArcSpaceandrenewableenergieswork
aswellasthesuccessoftheScienceFestivalinput.
4.5.3Catalysedotheractivity
Themajority(93%)ofrespondentsagreedthattheBeaconhadcatalysed
other/furtheractivityasshowninFigure4.3.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
33/83
NWDA:EvaluationofManchesterBeacon
29
Figure4.3:TowhatextenthastheBeaconcatalysedother/furtheractivity?
Note:N=14
Althoughitwasidentifiedthattherewasalotofactivitypreviouslyinplace,
andthereforewasdifficulttoquantify,therespondentsfeltthattheBeacon
washavingakeyinfluence.
ThebrokerageroleoftheBeaconinnetworkingwithnetworksandmaking
thoselinkagesthatcouldthenleadtofurtheractivitywasviewedtobeanimportantelementtothesuccessfulapproach.
4.5.4Changedrelationshipsbetweenpartners
Althoughtherehadalreadybeenexistingpartnershiprelationships,85%of
thosewhorespondedfeltthatasaresultoftheBeacontherelationship
betweenthepartnershadseenapositivechange.Althoughnot
fundamentallychangeditwasdescribedasbeingdeeperandbroaderwith
moresharingandtrustandinvolvingawidergroupofpeople.
4.5.5Changedrelationshipwithcommunity
Regardingrelationshipswiththecommunity,88%feltthattheBeaconhad
helpedchangetherelationshipinapositiveway,althoughitwas
acknowledgedtobestillearlydaysinthisrespect.Itwasfeltbysometobe
variableacrosstheuniversities,andstillfocusedoncommunityleadersand
representativesratherthanthewidercommunity.Severalrespondents
highlightedthatmuchmorecouldbedoneinthisarea.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
34/83
NWDA:EvaluationofManchesterBeacon
30
However,positivelyitwasfeltthattheapproachhaschangedfromdoing
thistopeopletoco-creationandanimprovingsenseoftreatingallas
equals.Thiswastobeencouraged.
Inadditiontherewasviewedtobeabetterunderstandingaboutthe
diversityandrichnessofthecommunity,whichinformedengagement
practices.
ItwasfeltthattheBeaconteamhadbuiltgoodrelationshipswiththe
community,butthatwasnotnecessarilyseenasconnectedtotheirhost
institution,i.e.theteamhadmadethoserelationshipsratherthanthe
institutions.
4.6 OtherManchesterBeaconObjectives
4.6.1Evidenceofchange
TherespondentswereaskedaboutprogresstowardsotherBeacon
objectivesincludingimage,access,jointactivitiesandrelevance.Table4.1
showstheresponses.
Table4.1:Pleasedescribewhatchangesyouhaveobservedandtowhat
extenttheBeaconinfluencedthischange
Imageofthe
learning
organisation
Improved
accesstothe
facilities
whichhave
notbeen
accessibleto
thepublic
before
Numberof
people
accessing
facilities
Thelearning
organisationis
undertaking
moreactivities
togetherwith
thelocal
community
Thelearning
organisation
hasbecome
more
important
andrelevant
tothelocal
community
Improvedvery
much 0% 0% 7% 33% 13%
Improvedtosome
extent 87% 87% 87% 67% 80%
Notchangedatall 7% 7% 0% 0% 0%
Changedtothe
negative 0% 0% 0% 0% 0%
Dontknow 7% 7% 7% 0% 7%
Note:N=15
Ingeneralalloftheseaspectswerefelttohaveimprovedtosomeextent
duetotheinfluenceoftheBeacon.Therewasunanimityinthefactthat
therearemoreactivitiestakingplacetogetherwiththelocalcommunity.
Accesstofacilitieswasseenasamoredifficultissue,butthatimprovement
hadbeenmadeincertainareasalthoughtherewasseentobemore
-
8/8/2019 Manchester Beacon Interim Review - August 2010
35/83
NWDA:EvaluationofManchesterBeacon
31
progresstobemadehere.87%ofthosewhorespondedfeltthattheimage
oftheorganisationshadimprovedwiththecommunity,with93%feeling
thattheinstitutionsweremoreimportantandrelevanttothelocal
communities.
Itwascommentedthataudiencesandparticipationofuniversity
engagementactivitywasmorediversethanpreviouslyandthatthis
observationwasanindicationofimprovementsacrosstheseelements.
4.6.2Unexpectedimpacts
AnumberofunexpectedbenefitsfromtheBeaconprogrammewere
highlighted,includingtheinfluenceinapproachtoothercommunity
engagementelements(e.g.MMUsapproachtoengagementaroundtheBirleyfieldscampusdevelopment),andhowPEisanissuenotjustfor
academicstaff,butpermeatesacrosstheorganisations.
Thediversityofapproacheswasviewedasbeingrefreshing,andtheBeacon
wasalsohighlightedasbeinganexcellentvehicleforpromoting
communicationandcollaborationacrosstheinstitutions.
Inadditionitwascommentedthatthelevelofinterestandparticipation
fromthecommunitywasaboveexpectations,althoughitwasalso
acknowledgedthattherearemanydifferentactivitiesandinfluences
underwayoverandabovetheBeaconprogramme,sotheattributionofthe
Beaconinthiswasdifficulttoquantify.
4.7 Additionality
AlloftherespondentsfeltthatiftheBeaconhadnotexisted,althoughsome
oftheprojectswouldstillhavehappened,theywouldhavebeenoflower
quality,oflesserimpactandslowertobedelivered.
4.7.1Widerbenefits
TheBeaconwasalsofelttobecontributingtowiderbenefits,including
leadinglearningonPE,developingthecapabilityofkeyplayersand
establishingManchesterasacentreofgoodpracticeasshowninFigure4.4.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
36/83
NWDA:EvaluationofManchesterBeacon
32
Figure4.4:TowhatextentistheBeacondelivering/contributingtowider
benefits?
Note:N=14,15and15,respectively
AlthoughtheBeaconisasmallinitiative,anditwashighlightedthatthe
outcomesneedtobeviewedinproportiontothis,theManchesterBeacon
wasfelttobecontributinginnovativeanddiverselearningtotheapproach
ofPEacrossthenationalBeaconprogrammeandwithintheinstitutions
involved.
4.8 ValueforMoney
TheinvestmentintheBeaconisrelativelysmall,andyetitwasviewedby
respondentsashavinghadalargeimpact,especiallythroughinfluencingand
catalysingfurtherbenefits,andreachingahighnumberofpeople.
Ataprojectlevel,onlysmallamountsofmoneywereinvestedinindividual
projects,andthishelpedlegitimiseandrecognisePEactivity.Fromthe
programmeleveltheinvestmenthadleveragedinfurtherfundingandalargeamountofotherresource(includingstafftimeetc.).
Itwascommentedthattheprogrammeitselfdoesntgenerateincome,but
thatitcontributedtowiderstrategicagendasandhelpedstimulate
movementinthecultureoftheorganisations.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
37/83
NWDA:EvaluationofManchesterBeacon
33
4.9 FutureDevelopmentIssuesandOpportunities
4.9.1InnexttwoyearsThemainfocusfortheBeaconuntiltheendofthecurrentfundingwasfelt
tobetobuildonthegoodworkthathadbeendoneandtoembedthe
changeofcultureandreinforcethebehavioursacrosstheinstitutions,so
thattheimpactcanbesustained.
MainstreamingPEandbroadeningengagementbeyondtheinitial
enthusiastswasalsoviewedtobeimportant,aswellasexploringmorejoint
projects.
4.9.2BeyondthecompletionoftheBeacon
Sustainabilityquestionsarealreadybeingaddressedindiscussionswithin
theworkinggroups.Itwasacknowledgedthatthereisademandandenergy
builtthroughtheexistingactivitythatwillbetoanextentself-sustaining,but
thathavingraisedexpectationsthereisachallengeinmeetingthoseand
keepingprogressmovingforwardifthecoreteamfocusisnolongerthere.
However,inatimeoffundingrestrictionsthemaintenanceoftheteaminits
currentformwasfelttobeunlikelyandnotinkeepingwiththeagendato
mainstreamPE.
Awellasactionacrossthepartners,ensuringthattheresearchfunders
makePEanintegralpartoffundingawardswillhelpincentiviseandreward
PEactivity,andshouldbeembeddedandmonitoredaspartofgrantaward
criteria.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
38/83
NWDA:EvaluationofManchesterBeacon
34
Community-CommunityScienceAwards
Followinganapplicationandselectionprocess,theManchesterBeaconawardedfoursmall
grants(500each)toacademics,researchers,museumstaff,andcommunitygroupsto
worktogethertodelivercommunityengagementactivitiesduringtheManchesterScience
Festivalwhichtookplacebetween24Octoberand1November2009.Thiswaswithaview
togeneratingagreaterinterestinscienceeventsamongmembersofthecommunity.
TheManchesterBeaconCommunityScienceAwardswereagreatcontributiontothe
ManchesterScienceFestivalandhelpedusopenuptheFestivaltomorepeoplewithinhard
toreachaudiences
TheSchoolofEnvironmentandLifeSciencesattheUniversityofSalforddelivereda
chemistrydemonstrationformembersofthecommunityattheStSebastiansCommunity
CentreinSalford.Thisinteractivesessionsoughttoinspireandinvigoratethosethatattendedaboutchemicalsciencesaswellaseducatethemonconceptssuchastheatom,
elements,compounds,andthechemicalphysicalproperties- manythanksforsuchan
entertaining,engagingandeducativeshow,itwasveryinspirational,especiallyforkids.
TheCentreforAtmosphericScienceattheUniversityofManchesterinvolvedmembersof
thecommunityinresearchintoweeklycyclesofrainfall,andinparticularwhetheritrains
moreatweekends.Itwasconsideredtobeafuntopicthatthecommunitywouldengagein
whilststillhavinglegitimatesciencebehindit.Membersofthecommunitycollecteddata
usingraingaugesandwereinvitedtotakepartinaworkshopduringtheManchester
ScienceFestivaltoanalysethedataandperformanexperimenttoguidetheirfindings.
TheRobyCommunityCentreinLongsightorganisedavisitformembersofthecommunity
tovisittheJodrellBankObservatoryforAstrophysicswhichformspartoftheUniversityof
Manchester.AmemberofstafffromJodrellBankwasalsoinvitedtogiveatalkabouttheir
workduringwhichlocalpeoplehadtheopportunitytoaskquestionsabouttheirroleand
workattheObservatory-itwasgreattoreceivethesupportfromtheManchesterBeacon
toorganisethetriptoJodrellBankforourSouthAsianMensGroup.
OMEGA(ManchesterMetropolitanUniversity) isapubliclyfundedpartnershipthatoffers
impartial, innovative and insights into the environmental effects of the air transport
industry andsustainabilitysolutions.OMEGAusedthe fundingtoprovidean information
and activity stand at the Manchester Science Festival where people could learn aboutaviationandcarbonoffsetting.Theoverallaimwastodirectlymakeuseofoutputfroman
OMEGA study tohelp peopleunderstand carbonoffsettingandhowinvestment in such
schemescanbringclimatechangebenefitswhentheychoosetofly. Intotal600peopleattendedtheevents.72%ofattendeesthatcompletedanevaluation
formratedtheeventsasexcellent.Themainreportedimpactsonparticipantswerethat
academicsandcommunitygroupsreceivedsupporttodelivercommunityengagement
activitiesanditprovidednetworkingopportunities.Plansareunderwayinrelationto
furtherengagementactivitiesfortheManchesterScienceFestival2010.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
39/83
NWDA:EvaluationofManchesterBeacon
35
5. FeedbackfromParticipantsThisSectionsetsoutfeedbackfromthetelephoneandonlinesurveysof
individualsthatengagedintheNWDAfundedBeaconprojects.
Wealsoreviewedsurveyresponses,providedbyparticipatingManchester
universitiesstaff,totheannualsurveyundertakenbyOakleigh(aspartof
thenationalevaluationofBeacons).Thiswasalargersurveyofstaffbeyond
thosewhohadbeeninvolvedinManchesterBeaconprojectsandactivity.
5.1 Background
Atotalof12indepthtelephoneinterviewswereundertakenwiththose
directlyinvolvedinthedeliveryofprojects.Themajorityoftheseproject
leadswereuniversitystaff.
Thetelephonesurveywassupplementedwithanonlinesurveyofwider
beneficiaries,includingotherstaff,localresidentsandcommunitygroups.
Thoseconsultedthroughthetelephonesurveywereaskediftheywouldbe
willingtopasstheonlinesurveytothosethathadengagedintheprojects.
Notalloftheprojectleadshadcontactdetailsforthosethatparticipated,an
issuewhichrequirestobeaddressedinfuture,toensurethattheimpactson
participantsarecapturedinatimelyfashion.Atotalof19onlineresponseswerereceived.
Atotalof31responseswerereceivedoverallfromthesurveyworkwhich
soughttoestablishthe:
impactsfromtheirpersonalexperience;
learningandpersonalbenefitsderivedfrominvolvement;
changesthattheprojectshaveresultedin;
futureengagementactivity;and suggestionsforhowbesttofurthersupportpublicengagement
activity.
Feedbackfromuniversitystaffandlocalresidents/communitygroupsare
reportedonseparatelyinthefollowingsections.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
40/83
NWDA:EvaluationofManchesterBeacon
36
5.2 FeedbackfromUniversityStaff
5.2.1ProfileofrespondentsAtotalof13responseswerereceivedfromuniversitystaff.Aspreadof
responseswerereceivedfromsenioracademics,senior
lecturers/researchers,management,andsupportstaff.Thisispositiveasit
highlightsthebreadthofengagementinBeaconactivityacrossdifferent
levelsofstaffwithinuniversities.
Thoseconsultedhadbeeninvolvedinoneofthesevenprojectsdescribedin
Section3thatreceivedNWDAfunding.
5.2.2Impactsfrompersonalexperience
Universitystaffwereaskedtoconsidertheextenttowhichtheyagreeor
disagreewithaseriesofstatementsregardingtheirpersonalexperiencein
theprojects.Figure5.1setsoutresponses.
Figure5.1:Impactsfrompersonalexperienceintheprojects
N=13(P.E.-PublicEngagement)
-
8/8/2019 Manchester Beacon Interim Review - August 2010
41/83
NWDA:EvaluationofManchesterBeacon
37
Overall,universitystaffwerehighlypositiveabouttheimpactoftheir
involvement.
Allstaffagreedthattheyhadabetterunderstandingofthelocalcommunityandgroupsfollowinginvolvementintheprojects.Almostallstaffreported
increasedpublicengagementsskillsandanimprovementinthequalityof
theirwork(92%each).
Asmallnumberofstaffdisagreedwiththestatements-thehighestreported
levelofdisagreementwas15%(tworesponses)inrelationtoallocating
moretimeandfeelingmoresupportedtoundertakepublicengagement
activity.
5.2.3BenefitsfromparticipationStaffwereaskedtospecifythenatureofanylearningbenefitsgainedfrom
participatingintheprojects.Figure5.2setsoutresponses.
Figure5.2:Learningbenefits
N=13
Staffwereoverwhelminglypositiveaboutthelearningbenefitstheyderived
fromparticipatingintheprojects.
Allstaff(oralmostallstaff)reportedthattheygainednewknowledge,new
skills,betterawarenessofrelevantissues,andimprovedqualityofwork
-
8/8/2019 Manchester Beacon Interim Review - August 2010
42/83
NWDA:EvaluationofManchesterBeacon
38
fromengagementinBeaconprojects.Otherbenefitsreportedincluded
developingnewpartnershipsandmakingfriends.
Staffwentontoreportawiderangeofbenefitsfromtheirinvolvementinprojects.Themainbenefitscitedincludethedevelopmentofnew
relationshipsandcontacts(100%),thattheexperiencewasfunandbrought
enjoyment(85%),andincreasedconfidence(69%).Figure5.3setsout
responses.
Figure5.3:Personalbenefitsgainedfromparticipation
Note:N=13(Percentagestotalmorethan100%duetomultipleresponses)
Universitystaffreportedavarietyofunanticipatedbenefitsarisingfrom
theirinvolvement.Thisincluded:
abetterappreciationofthescopeandvalueofpublicengagement
andoftwo-wayengagementinparticular;
abetterunderstandingofdifferentapproachesandmethodsof
publicengagement;
recognitionoftheircontributionfromcolleaguesandotherpeople;
increasedengagementwithotheruniversitystaffthattheyhadno
previouscontactwith;
establishmentoflong-lastingpartnerships;
-
8/8/2019 Manchester Beacon Interim Review - August 2010
43/83
NWDA:EvaluationofManchesterBeacon
39
thevalueofsecuringdifferentperspectivesfromtheinvolvementof
otherpeople;
mediacoverage;and
thedevelopmentofnewideas.
5.2.4Negativeeffects
Whileinvolvementwasratedpositivelyoverall,afewcommentswere
providedaroundnegativeeffectsresultingfromparticipatingintheproject,
including:
canbetimeconsuming(e.g.workingweekends/longerhours);
contributionnotacknowledged(e.g.notimeinlieu);
disconnectbetweenapproachestopublicengagementwouldliketo
haveusedcomparedtowhattheuniversitywascomfortablewith;
sometimesviewedasofsecondaryimportance;and
administrationdetailsandprocedures(e.g.slowpaymentprocesses).
5.2.5Futureaction
Itisenvisagedthatinvolvementinpublicengagementactivitywillleadonto
furtherrelatedaction.
Itisthereforepositivethatthemajorityofstaffhavealreadyusedtheskills
andexperiencesgainedfromtheprojectsinfurtheractivity(62%),withthe
remainderreportingthattheyplantodosointhefuture(38%).Figure5.4
setsoutresponses.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
44/83
NWDA:EvaluationofManchesterBeacon
40
Figure5.4:Futureactiontakenorplanned
N=13,13,13,11
Themajorityofstaffreportedthattheyhadalreadyorplannedtoinvolve
morecommunitymembersinacademicworkforco-creationandknowledge
exchangeandgetfurtherinvolvedinprojectswiththecommunity(85%and
76%respectively).
Viewsweremoremixed,howeveronwhetherstaffwouldbecomea
representativeonalocalcommunityforumorgroups-45%werenotsure
andafurther18%saidthatthiswasunlikelytohappen.
5.2.6Improvingperceptions,accessibilityandwiderchanges
Staffwereaskedforviewsonwhethertheprojectshadanimpacton
improvingtheperceptionandaccessibilityoftheuniversity/cultural
organisation-fromtheirperspectiveaswellthatofthelocalcommunity.
Figure5.5setsoutresponses.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
45/83
NWDA:EvaluationofManchesterBeacon
41
Figure5.5:Improvingperceptions
N=13,13,13,9,9,12,7
Inthemain,staffwerepositiveaboutthechangesinperceptions,etc.
resultingfromthesupportedprojects.
Moststaffwereoftheviewthattheuniversity/culturalorganisationhada
betterunderstandingofthelocalcommunity(93%reportedsome
extent/verymuch),thatthepolicyoftheuniversity/culturalorganisation
towardspublicengagementhadimproved(77%someextent/verymuch),
andthatthelocalcommunityhadanimprovedperceptionofthe
university/culturalorganisation(61%someextent/verymuch).
-
8/8/2019 Manchester Beacon Interim Review - August 2010
46/83
NWDA:EvaluationofManchesterBeacon
42
Staffwerethenaskedtospecifywiderchangesresultingfromtheprojects.
Figure5.6setsoutresponses.
Figure5.6:Resultingchangesarisingfromprojects
N=8,12,12,12,11,11
FromtheFigureabove,ofthosethatrespondeditcanbeseenthatallhave
participatedinfurtherresearchandknowledgeexchangeactivities.
Staffwerealsopositiveabouttheextenttowhichconnectionsandthe
relationshipbetweentheuniversity/culturalorganisationandthelocal
communityhadimproved-92%and83%reportingthattherehadbeena
positiveshiftrespectively(someextent/verymuch).
Staffweremorelikelytoreportthattheywerenotparticipatinginajoint
forumtoimprovethedialoguebetweenthelearningorganisationsandthe
localcommunity(55%).
-
8/8/2019 Manchester Beacon Interim Review - August 2010
47/83
NWDA:EvaluationofManchesterBeacon
43
5.2.7Supportingfutureengagementactivity
Staffprovidedarangeofrecommendationsfordecision-makerswithin
universities/culturalorganisationstofosterfurtherengagementactivitywithlocalcommunities.
Somesuggestionsincluded:
timeisthebiggestbarrier-somestaffundertakeengagementwork
intheirowntime;
focusofuniversitiesisonresearchandgettingpaperspublished-
needstobegreaterexplicitsupporttoenablestafftofeelthatthey
cangetinvolved;
itisnotfullyrecognisedorvaluedyetwithinuniversities-whilesome
staffmentionedthatithasbecomehigherprofileandmoreexplicitin
plans,etc,itneedstobeembeddedinHRpolicies(job
roles/descriptions,rewardandrecognition,researchfundingetc)and
supportedbystaffatalllevels;
fundingisimportantforprojects-givencutsineducationsector
budgetsandcompetingprioritiesthereneedstobeareal
commitmentandprioritygiventoengagementactivity;
grantsize-smallscalefundingmadeitdifficulttocoveractualcosts
oftheproject,needtoberealisticaboutwhatcanbedelivered;
thererequirestobeagreaternumberofsenioracademicsinvolved
andleadingonactivities;
developmentofane-forumormailinglistthatmakesiteasierfor
thoseinvolvedtolinkwithothers;
relevanttrainingforstaff;and
supportedactivityshouldnotbeone-off-thereisariskthatitcould
beviewedastokenistic.
5.3 FeedbackfromNon-UniversityStaff
5.3.1Profileofrespondents
Atotalof18responseswerereceivedfromnon-universitystaff.Responses
weretypicallyfrommembersorstaffofarangeofcommunitygroupsand
organisations.Responseswerereceivedfromthoseinvolvedinanumberof
theprojects,includingInspiringLeaders,CulturalSeedAwards,Manchester
ScienceFestivalCommunityAwards,andPublicEngagementFellowships.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
48/83
NWDA:EvaluationofManchesterBeacon
44
5.3.2Benefitsfromparticipation
Communitygroupstaff/memberswereaskedspecifythenatureofany
learningbenefitsgainedfromparticipatingintheprojects.Figure5.7setsoutresponses.
Figure5.7:Learningbenefits
N=18,17,17,18
Overall,communitygroupstaff/memberswerehighlypositiveaboutthe
impactoftheirinvolvement.
Themajorityofrespondentsagreedwitheachstatementandreported
increasedknowledge,skills,awarenessofrelevantissues,andimproved
qualityofwork.Otherbenefitsreportedincludehavinglearnedmoreabout
partnershipworkinganddevelopingnewcontacts.
Asmallnumberreporteddisagreement-thehighestreportedlevelof
disagreementwasinrelationtoqualityofworkhadimproved(17%).
Communitygroupstaff/membersalsoreportedawiderangeofother
benefitsfromtheirinvolvementinprojects.Themainbenefitscitedinclude
thedevelopmentofnewrelationshipsandcontacts(94%)andthatthe
experiencewasfunandbroughtenjoyment(83%).Thesamebenefitswere
reportedearlierbystaff.Figure5.8setsoutresponses.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
49/83
NWDA:EvaluationofManchesterBeacon
45
Itisalsopositivethatcommunitygroupstaff/membersreportedagrowing
interestinnewactivitiesfollowinginvolvementintheprojects(61%).
Figure5.8:Personalbenefitsgainedfromparticipation
N=18
Communitygroupstaff/membersreportedavarietyofunanticipated
benefitsarisingfromtheirinvolvement,including:
itfosteredpartnershipworkingbetweenorganisationsthathavenot
collaboratedtogetherpriortotheBeacon;
itopenedchannelsforcommunicationbetweendifferentpartners;
positivelinkswerecreatedwithuniversities(goodsupportandfeedback);
madenewcontactswithinthevoluntarysector;and
ithelpedtogeneratenewideastobetakenforward.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
50/83
NWDA:EvaluationofManchesterBeacon
46
5.3.3Negativeeffects
Aswithuniversitystaff,communitygroupstaff/membersratedinvolvement
positivelyoverall.Veryfewcommentswereprovidedaroundnegativeeffectsresultingfromparticipatinginprojects,theseincluded:
challengesinreachingparticulartargetgroupswithinthecommunity
(1);and
delaysfromuniversitystaffrespondingtoemail/telephone
correspondence(1).
5.3.4Futureaction
Allrespondentshadalreadyorplannedtogetinvolvedinotherprojects,and
themajorityhadorplannedtoaccessservices/facilitiesofthe
university/culturalorganisationanduseskillsgainedfrominitialinvolvement
(93%and86%respectively).Figure5.9setsoutresponses.
Engagingasarepresentativeonaforumorcommitteeofthe
university/culturalorganisationwastypicallyviewedasalonger-term
outcomeofparticipation.Almosthalfwerenotsurewhethertheywould
engageinthisway(47%).
Figure5.9:Futureactiontakenorplanned
-
8/8/2019 Manchester Beacon Interim Review - August 2010
51/83
NWDA:EvaluationofManchesterBeacon
47
N=15,14,14,15
5.3.5Improvingperceptions,accessibilityandwiderchanges
Asabove,communitygroupstaff/memberswereinthemainpositiveabout
changesinperceptions,etc.resultingfromthesupportedprojects.Figure
5.10setsoutresponses.
Figure5.10:Improvingperceptions
N=18,17,16,15,16,14,15
Communitygroupstaff/memberswerepositivethattheuniversities/cultural
organisationshadabetterunderstandingofthelocalcommunity(andvice
versa)-76%and83%respectively.Respondentsalsoreportedanincreased
awarenessofservices/facilitiesaswellasaninterestinfindingoutmore
abouttheuniversities/culturalorganisations.
Communitygroupstaff/membersweremorelikelytodisagreewithorwere
notsureaboutaccessingfacilities/servicesforthefirsttimeasaresultof
theirinvolvement(60%),whetherpoliciesofuniversities/cultural
-
8/8/2019 Manchester Beacon Interim Review - August 2010
52/83
NWDA:EvaluationofManchesterBeacon
48
organisationstowardspublicengagementhadchanged(57%),orwhether
accessibilityhadimproved(31%).Itmightbethatthatthereisaneedfor
furthercommunicationactivitytoinformcommunitiesaboutrecentchanges
anddevelopmentsinthisarea.
Communitygroupstaff/memberswerealsoaskedtospecifywiderchanges
resultingfromtheprojects.Figure5.11setsoutresponses.
Figure5.11:Resultingchangesarisingfromprojects
N=16,14,16,16,14,15
Similartouniversitystaff,respondentswerepositiveabouttheextentto
whichconnectionsandtherelationshipbetweenuniversities/cultural
organisationsandthelocalcommunityhadimproved-69%and63%of
communitygroupstaff/membersreportedthattherehadbeenapositive
shiftrespectively(tosomeextent/verymuch).Ahighproportionhadalso
participatedinresearchactivitiesandknowledgeexchangewiththe
university/culturalorganisation(64%).
Whileshowingsignsofprogress,communitygroupstaff/memberswere
morelikelytodisagreeornotknowwhethermorecommunitymembers
-
8/8/2019 Manchester Beacon Interim Review - August 2010
53/83
NWDA:EvaluationofManchesterBeacon
49
wererepresentedondecisionmakingbodiesorcommitteesofthe
university/culturalorganisationasaresultoftheprojects(73%)orwhether
therewasanincreasedparticipationinjointforumstoimprovedialogue
(64%).
5.3.6Supportingfutureengagementactivity
Communitygroupstaff/membersprovidedarangeofrecommendationsfor
decision-makerswithinuniversities/culturalorganisationstofosterfurther
engagementactivitywithlocalcommunities.
Somesuggestionsincluded:
supportedactivityshouldnotbeone-off-thereisariskthatitcouldbeviewedastokenisticorforced.Thereisaneedtomaintainand
enhancedialoguewithlocalcommunities;
strongerflowofcommunication,information,sharingresearch
findings,etc.-inparticularinrelationtofollow-up,nextsteps,
reportingbacktocommunitiestoensurethatawarenessisraised;
increasedpromotion-e.g.jointmeetings,website,forum,etc.to
ensurethatdialogueismaintainedanddeveloped;
universityspacesneedtobemademoreaccessibleandwelcoming(canbeadauntingenvironment);and
greatersharingofuniversityknowledgeandexpertisewith
communities.
5.4 Importantvaluesinpublicengagement
Thosethatrespondedtotheonlinesurveywereaskedforviewsonthefive
mostimportantvaluesinengagingwithlocalcommunities.Figure5.12sets
outresponses.
Themostcommonlyreportedvaluescentredonconsultation,openness,
accessibility,andasharedvision.
Thereweresomedifferencesinresponsesbetweenuniversityandnon-
universitystaff.Theformerweremorelikelytoreportvaluessuchasrespect
andopenness.Thiswasfollowedbyhavingasharedvisionandconsultation.
Non-universitystaffweremorelikelytoexpressvaluessuchasaccessibility
(noneoftheuniversitystaffsurveyedidentifiedthisasanimportantvalue),
sensitivityandconsultation.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
54/83
NWDA:EvaluationofManchesterBeacon
50
Figure5.12:Importantvaluesinundertakingpublicengagement
N=19
5.5 NationalSurveyResponses
Thissectionisbasedonareviewofsurveyresponsesprovidedbystaffofthe
threeuniversitiesinvolvedintheManchesterBeaconinJanuary2010aspart
oftheUK-wideevaluationprocessoftheBeaconinitiatives.
Involvementinpublicengagement
Respondentswereaskedabouttheextentoftheirinvolvementinpublic
engagementactivity(Table5.1).
-
8/8/2019 Manchester Beacon Interim Review - August 2010
55/83
NWDA:EvaluationofManchesterBeacon
51
Table5.1:Involvementinpublicengagement
Management Teaching/Research
Total
Includedinjob
description
62 39% 33 17% 95 27%
Anappraisaltarget 29 18% 39 20% 68 19%
Acriterionforpromotion 8 5% 40 20% 48 13%
Overall,only27%ofstaffreportedthatpublicengagementisincludedin
theirjobdescription-thisishigherformanagementthanteaching/research
staff.
Publicengagementisanappraisaltargetforlessthanafifthofstaff(19%)
andevenlessreporteditasacriterionforpromotion(13%).Agreaterproportionofteaching/researchstaffreportedthiswasthecaseeven
thoughfewerteaching/researchstaffreportedthatpublicengagementwas
includedintheirjobdescription.
Feelsupportedtoundertakepublicengagementactivities
Table5.2showsthatlessthanhalfofstafffeelsupportedtoundertake
publicengagementactivitiesbytheirinstitutionalsystemsandprocedures
(41%).Managementfeelmoresupportedthanteaching/researchstaff.
Table5.2:Supportedtoundertakepublicengagement
Number %
Management 75 47%
Teaching/Research 69 36%
Total 144 41%
Respondentswerethenaskedtoconsideraseriesofstatementsaround
feelingsupportedtoundertakepublicengagementactivities.Table5.3sets
outtheproportionthatagreedagreatdealortosomeextent.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
56/83
NWDA:EvaluationofManchesterBeacon
52
Table5.3:Extentstafffeelsupportedtoundertakepublicengagement
Management Teaching/
Research
Total
Peers/colleaguesinmy
departmentaresupportive
towardsthosewhotakepartin
P.E.activities
124 78% 129 66% 253 71%
Theworkcultureofmy
institutionissupportivetowards
thosetakingpartinP.E.activities
122 77% 126 65% 248 70%
Mylinemanagerisgenerally
supportivetowardsthosewhotakepartinP.E.activities
116 73% 137 70% 253 71%
SeniorManagement,including
DeansandViceChancellorsare
generallysupportive
101 64% 109 56% 210 59%
TheinstitutionIworkforrewards
thosewhotakepartinPE
activities
32 20% 37 19% 69 19%
Inthemain,stafffeelsupportedbytheirpeers/colleaguesandlinemanagers
totakepartinpublicengagementactivities(both71%)andfeelthatthe
cultureoftheirinstitutionissupportive(70%).
However,stafffeelthatseniormanagementissupportivetoalesserextent
(59%)andsignificantlyfewerreportthattheyarerewardedfortakingpartin
PE(19%).
Acrossallofthestatements,managementfeelmoresupportedthan
teaching/researchstaff.
Barrierstopublicengagement
Overtwo-thirdsofacademicsreportedthattherearebarrierstobecoming
moreinvolvedinpublicengagementactivities(70%)(Table5.4).
-
8/8/2019 Manchester Beacon Interim Review - August 2010
57/83
NWDA:EvaluationofManchesterBeacon
53
Table5.4:Anybarrierstobecominginvolvedinpublicengagement
Number %Yes 131 70%No 37 20%
Dontknow 18 10%
Total 186 100%
Themainbarriertoparticipatinginpublicengagementactivitywasaneed
formoretimetospendonteaching/research(58%).Thiswasfollowedbya
needtospendmoretimeonadministrationorthattheywouldhavetodoit
intheirowntime(both30%).Table5.5setsoutresponses.
Table5.5:Barrierstopublicengagement
Number %Ineedtospendmoretimeonmyresearch/teaching 107 58%
Ineedtospendmoretimeonadministration 56 30%
Iwouldhavetodoitinmyowntime 56 30%
Thereisnotenoughfunding 42 23%
Lackofopportunity 39 21%
Iamalreadyinvolvedenough 38 20%
Thereislittleseniorlevelsupport 30 16%
Iwouldgetnorecognition 26 14%
Idontknowhowto 18 10%
Therewouldbelittlebenefitforme 17 9%
Iamtoojunior 11 6%
Idonothavethetraining 10 5%
Idonthavetheconfidence 7 4%
Contentiousnatureofmyresearch 4 2%
Englishisnotmyfirstlanguage 4 2%
IfeelIamencroachingontheworkofthePress
OfficeorExternalRelationsstaff
4 2%
Ijustdontwantto 2 1%
Iwouldbebadatit 1 1%
IamonlyintheUKforalimitedperiod 0 0%
Peerpressure 0 0%
ThefollowingquestionswereaddedtotheOakleighsurveybythe
ManchesterBeacon.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
58/83
NWDA:EvaluationofManchesterBeacon
54
ImpactoftheBeaconsforPublicEngagementInitiative
StaffwereaskedtoconsidertheextenttowhichtheBeaconsforPublic
Engagementinitiativehadanimpactontheirownworkprioritiesandthoseoftheirpeers.Table5.6setsouttheproportionofstaffthatreportedan
impact(agreatdealortosomeextent).
Table5.6:PerceivedimpactoftheBeaconsinitiativeonpriorities
Management Teaching/
Research
Total
Increasedpublicengagementas
apriorityforme
44 28% 48 24% 92 26%
Increasedpublicengagementas
apriorityformypeers
51 32% 51 26% 102 29%
JustoveraquarterofstafffeelthattheBeaconsinitiativehasincreased
publicengagementasapriorityforthemselves(26%)andslightlymorefeel
thatithasfortheirpeers(29%).Managementwereslightlymorelikelythan
teaching/researchstafftoreportthatpublicengagementhadincreasedasa
priority.
Hastheinstitutionsengagementwiththecommunityincreased
Staffconsideredtheextenttowhichtheirinstitutionhadincreasedthelevel
ofengagementwithlocalcommunitiesoverthelasttwoyearsi.e.sincethe
startoftheBeaconsinitiative.Table5.7setsouttheproportionthat
reportedthatengagementhadincreased(agreatdealortosomeextent).
Table5.7:Levelofengagementbyinstitutionhasincreased
Management Teaching/Research
Total
Fortheinstitution 108 68% 123 62% 231 65%
Foryourdepartment/faculty 78 49% 99 50% 177 50%
Overall,almosttwo-thirdsagreedthattheirinstitutionslevelofengagement
withcommunitieshadincreased,whilstlessreportedthattheirown
department/facultyhadincreasedengagementoverthesameperiod(50%).
HaspartnershipworkingwithotherinstitutionsinManchesterincreased
LessthanathirdofstafffeelthatpartnershipworkingwithotherHigher
EducationInstitutions(HEIs)hasincreased(agreatdeal/tosomeextent)
overthelasttwoyears:
-
8/8/2019 Manchester Beacon Interim Review - August 2010
59/83
NWDA:EvaluationofManchesterBeacon
55
management-55responses,35%;
teaching/research-54responses,27%;and
total-109responses,31%.
-
8/8/2019 Manchester Beacon Interim Review - August 2010
60/83
NWDA:EvaluationofManchesterBeacon
56
Catalyst-DevelopmentAwards
TheUniversityofManchesterDevelopmentAwardsranfromMaytoNovember2009andinvolvedvariousschools/facultieswithinUoM,otherBeaconpartners,community
organisationsandprimaryschools.Itsoughttoaddressidentifiedinstitutionalculture
changepriorities.Ninedevelopmentawardsthattotalled7,500weremadetosupportthe
long-termgoalofvaluingpublicengagementaspartofeverydayuniversitylife.
Theprojectsincluded:
Buildingdialoguewithlocalcommunitiestodevelopcollaborativehealthhistories;
DevelopmentofaDermatologicalSciences/SchoolofTranslationalMedicinepublic
engagementpolicythroughengagementofSouthAsiancommunitiestobetterunderstand
informationrequirements;PrimaryScienceCollaborationexploredthedevelopmentofa
cross-BeaconHEIpartnershipbasedon