Northampton changemaker campus selection panel feedback

University of Northampton Panelist Reflections and Feedback SELECTION PROCESS

Criterion 1: Change Leader(s) entrepreneurial, innovative, empathic leader mandated to build social entrepreneurship with interdisciplinary campus-wide scope: change leader has significant, dedicated time to advance social entrepreneurship/social innovation initiatives.

Biggest Strength in this Criterion: Tim and Wray are strong leaders with exceptional commitment to growing social entrepreneurship on their campus.

They have been working on this for many years and have demonstrated an agile and entrepreneurial approach to finding what works. They are “operators” who are creating opportunities in imaginative and effective ways.

Biggest Area of Growth in this Criterion: Senior buy-in is growing, but still early-on in the process. Neither Tim nor Wray have the status to permanently embed social entrepreneurship deeply at their university. There will be a need to lure campus traditionalists to join. The Vice Chancellor seems to have a strong personal influence on strategic direction, which may be problematic, especially if he is unsupportive of some of the necessary changes. Does the VC understand the full breadth of changes or is he mostly interested in enterprise?

Criterion 2: Change Team - representation from different roles, divisions, and disciplines with a vision, viable strategy and action plan, as well as accountability structures to advance social innovation campus-wide.

Biggest Strength in this Criterion: Core Group = Change Team. Excellent representation of diverse interests. The rapid growth over years (now 30 people) is impressive. The decentralized model leverages university resources in great ways.

Biggest Area of Growth in this Criterion: No clear organizing/unifying principles. Activities seem a bit disconnected. Working with students and staff who are not naturally inclined towards this work or aware of what it is-how will you change hearts and minds? Phase III’s “Core Goup” is important to develop/reach and the VC is key in this process.

Criterion 3: Institutional Ecosystem - favorable conditions and/or significant momentum with 1-3 aspects of the six institutional ecosystem elements: community & culture, teaching & curriculum, research, applied learning, leadership, and resources & strategy.

Biggest Strength in this Criterion: An inclusive definition of SE is being used which leads to a big tent outreach. As a result staff, students, government and the community are all embedded in this vision. It is an incredible level of investment from the school. There is definitely built-in teaching/curriculum across disciplines with new research areas emerging. Students are excited about SE and faculty are experimenting with it.

Biggest Area of Growth in this Criterion: The student piece needs more development. Once again concern is raised regarding the depth and breadth of VC’s support.

Criterion 4: Unique Contribution/Social Impact - a deep conviction and understanding of what the institution has to contribute to advancing social innovation beyond campus across higher education and how the institution can contribute to positive social impact in communities both local and global.

Biggest Strength in this Criterion: They (Tim and Wray) are seriously committed to institutional change in a way I’ve never seen from middle level leaders.

There is a strategy of “being” not just “doing” and the research/evolution are very exciting aspects. A unique contribution is occurring where faculty and students do not merely study but also launch enterprises. There is a special outreach to disadvantaged students and partnership niches seem unlimited.

Criterion 5: Action Plan - a clear vision, strategy and an action plan for advancing a campus-wide social innovation initiative and increase the institution’s contribution to positive social and environmental impact.

Biggest Strength in this Criterion: Strength: Changemaker Campus designation can be a catalyst for Northampton as validation of what has occurred so far in the campus’ SE work. The CC designation can help Northampton approach a new level. They have a clear vision that is transformational.

Biggest Area of Growth in this Criterion: There doesn’t not seem to be a widely adopted/highly supported action plan for the next 3-5 years. While the University seems happy with the progress to date there does not seem to be an ambitious sense of urgency outside of Tim, Wray and a small group of others. Start with a co-op ownership with staff. How do you plan on engaging the students deeply in the process of shaping the initiative? This area needs more time and development.

Overall: Areas of Strength/Unique Assets The strength and comprehensiveness of the vision will be an incredible asset to the network. This is a very entrepreneurial school that is willing to try new things and break the mold. Not overly controlling and a great environment for innovation among students, staff and faculty. Great people doing great work.

Overall: Areas in Most Need of Development Integration. Increase communication across students, faculty, staff. This will help in delving into how to change the hearts and minds of people who are already at the institution.

6,000 staff with two years to shift them. This subject needs a review.

There needs to be more structure to the vision and plan. I think CMC designation should be contingent on this. I also strongly recommend a branding and messaging campaign to unify the disparate activities across campus.

Additional Comments & Notes Hopefully, the CMC designation will be a powerful catalyst once locked-in and it can formalize the momentum they have. The risk is that they may not rise to the challenge, so I would make certain action items requirements of acceptance. That will give Tim and Wray the power they need to make it happen.

Infrastructure and procurement is needed within each of the seven schools with the deans. Understand who makes a cross institutional role -- SE leaders and social science leaders attend monthly meetings with Core Group.