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Knowledge Transfer Partnerships A DTI Business Support Solution
Version 6 June 06
HANDBOOK FOR KTP ASSOCIATES
HOW TO MANAGE YOUR KTP PROJECT
AND YOUR PERSONAL DEVELOPMENT
Knowledge Transfer Partnerships A DTI Business Support Solution
CONTENTS
1. WELCOME
4
2. REGISTERING AS A KTP ASSOCIATE
5
2.1
2.2
REGISTRATION PROCESS
WHY YOU NEED TO REGISTER
3. THE KNOWLEDGE TRANSFER PARTNERSHIPS
3.1
3.2
3.3
3.4
3.5
3.6
3.7
THE STRUCTURE OF THE PARTNERSHIPS
THE PURPOSE OF THE PARTNERSHIPS
KEY PEOPLE IN KNOWLEDGE TRANSFER PARTNERSHIPS
IMPORTANT ORGANISATIONS
THE FUNDING OF KNOWLEDGE TRANSFER PARTNERSHIPS
THE MANAGEMENT OF KNOWLEDGE TRANSFER PARTNERSHIPS
EXECUTIVE SUMMARY REPORTS
4. MANAGING YOUR PROJECT
4.1
4.2
4.3
4.4
4.5
12
CHALLENGE AND OPPORTUNITY
TIME COMMITMENT
FINANCE FOR YOUR DEVELOPMENT
PLANNING YOUR PERSONAL AND PROFESSIONAL DEVELOPMENT
FORMAL RECOGNITION OF YOUR DEVELOPMENT
FURTHER ACADEMIC QUALIFICATIONS
RECOGNITION AS A PROFESSIONAL IN YOUR SPECIALISM
RECOGNITION AS A COMPETENT MANAGER
7. RESOURCES FOR YOUR DEVELOPMENT
7.1
7.2
11
TERMS AND CONDITIONS OF EMPLOYMENT
CONFIDENTIALITY
REVIEW OF PERFORMANCE
PENSIONS
6. PERSONAL AND PROFESSIONAL DEVELOPMENT
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
9
YOUR ROLE
FINDING OUT THE DETAILS OF YOUR PROJECT
THE PROJECT TEAM
PROJECT MEETINGS
DOWNLOADABLE TOOLS
5. EMPLOYMENT ARRANGEMENTS FOR KTP ASSOCIATES
5.1
5.2
5.3
5.4
6
14
RESOURCES
PREPARING FOR THE MANAGING FOR RESULTS MODULE
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Knowledge Transfer Partnerships A DTI Business Support Solution
8. DEVELOPING YOUR MANAGEMENT SKILLS TO THE NATIONAL STANDARD AND
ACHIEVING THE NVQ IN MANAGEMENT
8.1
8.2
8.3
8.4
8.5
8.6
8.7
8.8
8.9
8.10
8.11
8.12
8.13
8.14
8.15
8.16
9. COMPLETING YOUR ASSOCIATESHIP
9.1
9.2
9.3
9.4
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LEARNING TO MANAGE TO NATIONAL STANDARDS
LEARNING TO BE A MANAGER
PERFORMING TO THE NATIONAL MANAGEMENT STANDARDS
THE NATIONAL MANAGEMENT STANDARDS
STRUCTURE OF THE STANDARDS
THE MANAGEMENT SKILLS MODEL FOR KTP ASSOCIATES
GAINING RECOGNITION FOR YOUR MANAGEMENT PERFORMANCE
ACHIEVING THE NVQ IN MANAGEMENT
PROGRESS EXPECTED
YOUR NVQ E-PORTFOLIO - LEARNING ASSISTANT
THE ASSESSMENT PROCESS
QUALITY ASSURANCE
APPEALS
WHY AN NVQ?
TIME COMMITMENT
BECOMING A CHARTERED MANAGER
22
FINISHING YOUR PROJECT
YOUR FINAL REPORT
ASSOCIATE CERTIFICATE
PREMATURE TERMINATION OF YOUR ASSOCIATESHIP
ANNEX 1
23
SPONSORS OF THE KNOWLEDGE TRANSFER PARTNERSHIPS
ANNEX 2
24
FORMAT FOR EXECUTIVE SUMMARY REPORTS TO THE LOCAL MANAGEMENT COMMITTEE
ANNEX 3
25
THE CHARTERED MANAGEMENT INSTITUTE AND ITS MANAGEMENT INFORMATION CENTRE
RECOMMENDED READING AND LINKS TO SELECTED MANAGEMENT STANDARDS
26
ANNEX 4
28
PROFESSIONAL INSTITUTIONS
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Knowledge Transfer Partnerships A DTI Business Support Solution
1. WELCOME!
CONGRATULATIONS ON YOUR APPOINTMENT AS A KTP ASSOCIATE.
This Handbook is for you. It explains how to make the most of the opportunity that working at
the heart of a Knowledge Transfer Partnership offers you to complete a challenging and rewarding project and develop your career.
Chapter 2 explains why you must register with the KTP Central Office as a KTP Associate. This is a
priority. If you have not already registered, you should follow the instructions in this chapter.
Chapter 3 explains the purpose of Knowledge Transfer Partnerships, how they are organised and
managed, who the key people and organisations are and the financial arrangements.
Chapter 4 explains how you should take charge of managing your Project.
Chapter 5 describes the employment arrangements for KTP Associates including contracts, salaries,
progress reviews and pensions.
Chapter 6 describes the extensive arrangements made to support your personal development as a
professional and a manager. This includes planning your personal development and your career and
taking part in the modular KTP Associate Development Course.
It is important that you work through the first, web-based module of the Associate Development
Course – An Introduction to Knowledge Transfer Partnerships – as soon as possible after
registering as a KTP Associate.
Chapter 7 lists the resources available to Associates throughout their partnership
Chapter 8 introduces the National Management Standards and explains how you can use them to guide
your development of management skills and qualify as a professional manager.
Chapter 9 provides information on the completion of your associateship and how to take the maximum
advantage of it in pursuing your further career.
Annexes 1 – 4 provide useful contacts and links.
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Knowledge Transfer Partnerships A DTI Business Support Solution
2. REGISTERING AS A KTP ASSOCIATE
2.1 REGISTRATION PROCESS
Your company Supervisor should have registered you as a KTP Associate. If not you will need to ask
them to visit http://www.ktponline.org.uk/admin/ and register as a Supervisor.
Once they have provided you with your username and password you can then log in to the site from
http://www.ktponline.org.uk/assocs/.
If you do not have web access, you should phone the KTP Central Office on 0870 190 2829 and ask for
KTP Associate registration.
2.2 WHY YOU NEED TO REGISTER
When you have registered as a KTP Associate you will:
be able to start work on An Introduction to Knowledge Transfer Partnerships, the web-based
introductory module of the KTP Associate Development Course
be able to book your place on the first two residential modules of the Associate Development
Course, Managing for Results and People Skills
be able to use KTP Knowledge, the web-based management learning support system
be able to register as a student member of the Chartered Management Institute and start the
process of learning to manage to the National Management Standards
receive details of other KTP Associates in your area who you may wish to contact
receive copies of the KTP Newsletter and regular updates on Additional Training Courses for KTP
Associates and Supervisors.
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Knowledge Transfer Partnerships A DTI Business Support Solution
3. THE KNOWLEDGE TRANSFER
PARTNERSHIPS
Knowledge Transfer Partnerships is a UK-wide activity that helps businesses to improve their
competitiveness and productivity by making better use of knowledge, technology and skills within
universities, colleges and research organisations.
3.1 THE STRUCTURE OF THE PARTNERSHIPS
The partners in each Knowledge Transfer Partnership are:
the Company Partner: this is usually a company but in some cases it can be a health or education
organisation
the Knowledge Base Partner: this is a university, college or research organisation.
One or more KTP Associates are employed in each Partnership. The Associates carry out strategic
projects which benefit the business of the Company Partner whilst they gain professional experience. In
carrying out their projects, the Associates are supported by both the Company and Knowledge Base
Partners and receive extensive professional and management training.
3.2 THE PURPOSE OF THE PARTNERSHIPS
Formally, the overall objectives of Knowledge Transfer Partnerships are to:
facilitate the transfer of technology and the spread of technical and business skills
stimulate and enhance business-relevant research and training undertaken by the knowledge base
provide company-based training for Associates to enhance their business and specialist skills.
Thus Knowledge Transfer Partnerships exist not only to benefit the Company Partners’ businesses and
the Associates’ careers but also to help the Knowledge Base Partners build closer links with businesses
so they can carry out research and teaching which reflects the needs of the economy.
Associates should always be aware that the success of the Partnerships depends on balancing
the benefits to all three parties.
3.3 KEY PEOPLE IN KNOWLEDGE TRANSFER PARTNERSHIPS
The key people responsible for your Knowledge Transfer Partnership are:
you, the KTP Associate
your Company Supervisor. This is an experienced employee of the Company Partner who will act
as your manager and guide. You should report to your Company Supervisor on a day-to-day basis
your Knowledge Base Supervisor. This is an employee of the Knowledge Base Partner who has
expertise relevant to your project. Your Knowledge Base Supervisor should normally visit you and
your Company Supervisor once per week to help you carry your project out and to guide your
professional development
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Knowledge Transfer Partnerships A DTI Business Support Solution
the Partnership Facilitator and Knowledge Base Leader. These are senior people from the
Company and Knowledge Base Partners who are responsible for ensuring that the Partnership does
not lose sight of its objectives and that their organisations make all necessary resources available
your KTP Adviser. A KTP Adviser is assigned to each Knowledge Transfer Partnership by the KTP
Central Office (see below). S/he will visit the Partnership every 3 or 4 months to take part in the
regular meetings of the Local Management Committee (see section 2.6) and to assess your progress
in developing management skills (see chapter 7). Your Adviser will have extensive experience and
you should regard them as a source of independent advice. They will help you if you have problems
that you cannot solve by discussion with your Supervisors or other employees of the Company or
Knowledge Base Partners.
3.4 IMPORTANT ORGANISATIONS
Fifteen public sector bodies, known collectively as the KTP Sponsors, provide financial support and set
the strategy for the Knowledge Transfer Partnerships. They are led by one of the sponsors, the
Department of Trade and Industry. The KTP sponsors are listed in Annex 1.
The Department of Trade and Industry has contracted the day-to-day management of Knowledge
Transfer Partnerships to Momenta on the Sponsors’ behalf. This company, based in Harwell,
Oxfordshire operates the KTP Central Office. The KTP Central Office will answer your queries
(graduate@ktponline.org.uk or telephone number 0870 190 2829) and is also responsible for:
co-ordinating the KTP Advisers
managing the KTP Associate Development Course
publishing guides and handbooks, including this document
providing the ktponline web site at www.ktponline.org.uk
publishing the KTP newsletter.
The Chartered Management Institute (CMI) is the UK’s professional body for management. By
arrangement with the Institute, the KTP Central Office is able to award national vocational qualifications
(NVQs) in Management to Associates to recognise the management skills they develop (see chapter 6).
3.5 THE FUNDING OF KNOWLEDGE TRANSFER PARTNERSHIPS
The government encourages the formation of Partnerships by making a grant to the Knowledge Base
Partner as a contribution to the costs of the KTP Project(s). The Company Partner also pays a share of
these costs. Specifically, this joint funding makes a contribution to the cost of:
your employment, by the Knowledge Base Partner, as a KTP Associate
the Knowledge Base Partner’s input to the work of the Partnership, including the work of your
Knowledge Base Supervisor
materials and equipment needed to carry out your Project
specialist training you may need for your professional development or to carry out your project
effectively.
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Knowledge Transfer Partnerships A DTI Business Support Solution
In addition to contributing to the grant, your Company Partner also meets the full cost of its input to your
Project and to accommodating you on its premises. The full cost of the Company Partner’s participation
often represents a very significant commitment by the company.
The expenditure of the grant and the Company Partner’s contribution is controlled by the Partnership’s
Local Management Committee (see the next section).
3.6 THE MANAGEMENT OF KNOWLEDGE TRANSFER PARTNERSHIPS
Each Knowledge Transfer Partnership has its own Local Management Committee (LMC). This
committee is responsible for top-level decisions regarding the conduct of the Partnership. This includes:
reviewing and (if necessary) revising the objectives of the Partnership
agreeing plans for the work of the Partnership
monitoring progress towards the Partnership’s objectives
monitoring and advising on your development
approving your training and development activities (see Chapter 5)
controlling the expenditure of the grant funds and other resources committed by the partners
reporting to the KTP Sponsors on the results of the Partnership in a final report. You will be
expected to contribute part of this document.
The LMC for each Partnership meets regularly (normally every four months) throughout the period of the
Partnership. The committee’s members are senior representatives of the Company and Knowledge
Base Partners, the Company and Knowledge Base Supervisors and the KTP Advisers.
You are expected to play an important role in the meetings of the LMC.
3.7 EXECUTIVE SUMMARY REPORTS
Before each meeting of the LMC, you will be expected to circulate an executive summary report to
members. You will be expected to present it formally during the meeting.
The executive summary is a formal report describing the progress made on your Project relative to the
objectives, the effects of this progress on the partners and proposals for the work to be carried out
before the next meeting of the LMC.
The executive summary should also report on the progress of your professional development and make
proposals for further development.
The executive summary is a management document of the type you are likely to need to produce
throughout your career. It should be concise and understandable to non-specialists.
A recommended format for the executive summary is given in Annex 2.
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Knowledge Transfer Partnerships A DTI Business Support Solution
4. MANAGING YOUR PROJECT
4.1 YOUR ROLE
You are expected to take responsibility for managing your project.
You will be given considerable support by your Supervisors and your KTP Adviser. The KTP Associate
Development Course and the KTP Knowledge management learning support system help you develop
into a competent, qualified manager.
4.2 FINDING OUT THE DETAILS OF YOUR PROJECT
In order to manage your Project effectively, you need to understand its objectives, the plans for carrying
it out and the benefits that it is expected to produce for the Company and Knowledge Base Partners.
This information is provided in the Partnership Proposal and Grant Application that was submitted to the
KTP Central Office before a grant was approved. You will be able to obtain a copy of this document
from either of your Supervisors.
You should obtain this information about your Project at the earliest opportunity and discuss it
with your Supervisors, to see if circumstances have changed and to understand the background
to your Project.
4.3 THE PROJECT TEAM
You and your Supervisors are the Project Team, responsible for the management of your Project.
Sometimes it is appropriate for other people, who make a significant contribution to the Project, to join
the Team.
You are expected to lead and co-ordinate the Project Team.
4.4 PROJECT MEETINGS
Between the LMC meetings, you should organise and lead meetings of the Project Team, which should
take place at least monthly.
The meetings of the Project Team should review progress against the objectives agreed with the LMC
and plan future activities in line with those objectives. The meetings should lead to clear agreement of
actions to be taken, who is responsible for carrying them out and the timescales involved.
Before each meeting of the Project Team, you should distribute an agenda to team members.
Immediately afterwards, you should record decisions and actions agreed and distribute written notes to
team members confirming them.
Organising and leading meetings of the Project Team effectively will make a big contribution to the
success of your Project. The training you will receive by taking part in the KTP Associate Development
Course will help you develop the skills needed to carry out this responsible task well. They will be useful
throughout your working life.
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Knowledge Transfer Partnerships A DTI Business Support Solution
4.5 DOWNLOADABLE TOOLS
The first, web-based module of the Associate Development Course, An Introduction to Knowledge
Transfer Partnerships, contains a number of downloadable tools which will help you manage your Project
including a work planner and a check-list for ensuring actions agreed at Project Team meetings are
carried out.
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Knowledge Transfer Partnerships A DTI Business Support Solution
5. EMPLOYMENT ARRANGEMENTS FOR
KTP ASSOCIATES
5.1 TERMS AND CONDITIONS OF EMPLOYMENT
You will be employed by the Knowledge Base Partner who should provide you with an employment
contract. This should set out the terms and conditions of your employment including hours of
attendance, holiday entitlement, confidentiality, arrangements for review of your performance, salary and
the period of notice required to terminate the contract.
Although your formal terms and conditions of employment will be set by the Knowledge Base Partner,
you should be sensitive to the fact that you will be working predominantly on the premises of the
Company Partner and with Company employees. You should therefore comply with standards that apply
in the Company.
5.2 CONFIDENTIALITY
You should ask your Supervisors to inform you about any agreements reached between the partners
regarding confidentiality and the ownership and protection of intellectual property so you do not
accidentally breach them. You may be asked to sign a confidentiality agreement.
5.3 REVIEW OF PERFORMANCE
You should expect to take part in at least two formal appraisals of your performance whilst you are a
KTP Associate. The purpose of the appraisal is for your Supervisors to discuss with you the strengths
and weaknesses of your performance and how it can be improved. The appraisal should also consider
your personal and professional development in the context of your personal development plan.
You may also use the occasion of the appraisal to comment constructively on the support you have
received from your Supervisors.
5.4 PENSIONS
You should speak to the personnel office of your employer (the Knowledge Base Partner) about your
options regarding pension arrangements. The office is responsible for providing you with factual
information and will be able to suggest sources of impartial advice.
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6. PERSONAL AND PROFESSIONAL
DEVELOPMENT
6.1 CHALLENGE AND OPPORTUNITY
As a KTP Associate, you will undertake a business-based project which is challenging intellectually and
important for the future of your Company Partner. You will be supported by Supervisors from both
partners each of whom have substantial (and potentially conflicting) interests in your Project’s progress.
You will need to develop and apply interpersonal skills and project management techniques as well as
further developing and applying your technical knowledge to practical situations. The project
management skills you will need to develop include planning, communicating, influencing, team working
and problem solving. These will be useful throughout your career.
The challenge of your Project and the considerable support arrangements provided for KTP Associates
will enable you to develop professional skills (technical, managerial and academic) rapidly and to a high
level. You will also be able to take advantage of arrangements to ensure that your development is
formally recognised and to exploit it in your future career.
6.2 TIME COMMITMENT
As a KTP Associate, you are expected to devote approximately ten per cent of your working time to
personal and professional development. The 15 days needed to attend the three compulsory residential
modules of the KTP Associate Development Course are included in the ten per cent time allowance.
6.3 FINANCE FOR YOUR DEVELOPMENT
The budget for your Partnership includes funds for Associate Development. These are provided to meet
the cost of your personal and professional development beyond participation in the Associate
Development Course, which is provided at no charge to your Partnership. Subject to the agreement of
the LMC, this funding may be used to finance your participation in training courses and other activities
for your personal and professional development.
You are expected to take the initiative in proposing personal development activities to your
Supervisors and ultimately to the LMC, in accordance with your Personal Development Plan
(PDP) (see below).
6.4 PLANNING YOUR PERSONAL AND PROFESSIONAL DEVELOPMENT
In order to make the most of the opportunity that being a KTP Associate offers, you will need to plan
your personal and professional development. The first (web-based) module of the Associate
Development Course, An Introduction to Knowledge Transfer Partnerships, provides a template and
guidance for drawing up the first version of your PDP.
The discipline of working to an evolving PDP is very worthwhile and evidence of doing so is increasingly
demanded by professional bodies (see section 6.10).
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Knowledge Transfer Partnerships A DTI Business Support Solution
6.5 FORMAL RECOGNITION OF YOUR DEVELOPMENT
By carrying out your project and taking advantage of the learning and development opportunities listed
in section 6.6, you will rapidly gain confidence and develop new knowledge and skills. In order to focus
your skills development efforts and to ensure others (such as potential employers) recognise your
capabilities, you need to gain formal recognition of your achievements academically, professionally and
as a manager.
The following sections explain how you can achieve recognition for your developing skills and
achievements.
6.6 FURTHER ACADEMIC QUALIFICATIONS
You are encouraged to make arrangements with your Knowledge Base Partner to gain a further
academic qualification in your specialist field. The level and nature of the qualification will depend on
your existing qualifications and the length and academic challenge of your project. Possibilities include a
post-graduate diploma, a masters degree or a doctorate.
You should discuss the acquisition of a further academic qualification with your Knowledge Base
Supervisor.
6.7 RECOGNITION AS A PROFESSIONAL IN YOUR SPECIALISM
The nature of your existing academic qualifications and of your work as a KTP Associate probably
entitles you to become a member of the professional institution most relevant to your specialism. For
example, engineers will be able to join one of the engineering institutions (such as the Institution of
Mechanical Engineers, physicists can join the Institute of Physics, marketers can join the Institute of
Marketing and IT specialists can join the British Computer Society).
You are encouraged to join the professional institution most appropriate to you. This will open up
networking and educational opportunities as well as enabling you to start on the path of gaining
professional recognition as, for example, a chartered engineer. Such recognition usually requires proof of
knowledge and professional experience. The experience you gain by working on your project may well
count towards the professional experience requirement, but gaining recognition of it is simplified if you
join the institution concerned at an early stage and take account of its requirements.
Contact details of professional institutions are given in Annex 4.
6.8 RECOGNITION AS A COMPETENT MANAGER
Chapter 7 describes how KTP Associates are expected to develop management skills to the National
Standards in Management. This can enable you to gain a professional management qualification and to
make progress towards becoming a Chartered Manager.
Your plans for gaining formal recognition of your new skills and knowledge should be
incorporated in your PDP.
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7. RESOURCES FOR YOUR DEVELOPMENT
A wide range of resources are available to support your personal and professional development. Section
7.1 describes them and explains, how to start using them.
7.1 RESOURCES
The KTP Associate Development Course. All KTP Associates are required to take part in the course,
which is provided at no charge to your Partnership. The Course is designed to enable you to:
- acquire a comprehensive range of management skills, to a nationally agreed standard, which you
will need to manage your Project and which will provide an excellent foundation for a career in any
field
- develop the skills and understanding needed to lead developing businesses
- plan your personal and career development.
Further details of the KTP Associate Development Course are at www.ktponline.org.uk
Courses and other development opportunities to meet your specific, personal and
professional development needs agreed by your Partnership’s LMC and financed from the
Partnership’s Associate Development budget
KTP Knowledge – the web-based management learning system made available to you when
you register as a KTP Associate. This provides learning material in easily assimilated “learning bites”
on any management topic you want to know more about
Study opportunities (such as short courses) on specialist subjects which may be available to
you as an employee of the Knowledge Base Partner. You should discuss this with your Knowledge
Base Supervisor
The Chartered Management Institute’s Management Information Centre. As a KTP Associate
you will automatically be registered as a student member of the Institute and be able to access the
Centre, which is a valuable source of management learning material. See Annex 3
Your Supervisors, who will be able to guide you within their areas of expertise and experience
Your KTP Adviser, who will be able to advise you on maintaining good working relationships within
your Partnership and how to plan your professional development in broad terms.
7.2 PREPARING FOR THE MANAGING FOR RESULTS MODULE
When you attend the first residential module of the Associate Development Course, Managing for
Results, you will need to take with you the first version of your PDP and a specification for a “mini
project”, agreed with your Supervisors.
You are expected to carry out your mini project in the three week gap between the first (Managing for
Results) and the second (People Skills) residential modules of the Associate Development Course. It
should take about three days’ work and be designed to:
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Knowledge Transfer Partnerships A DTI Business Support Solution
introduce you to as many functions and people within the Company Partner as possible
complement your main project (rather than be part of it)
provide the basis for you to prepare a formal written report and a presentation to be reviewed during
the People Skills module.
The web-based module, An Introduction to the Knowledge Transfer Partnerships, provides
guidance and formats for preparing your first PDP and specifying your mini project.
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8. DEVELOPING YOUR MANAGEMENT
SKILLS TO THE NATIONAL STANDARD AND
ACHIEVING THE NVQ IN MANAGEMENT
8.1 LEARNING TO MANAGE TO NATIONAL STANDARDS
You will need to develop considerable management skills in order to make a success of your Project and
your future career.
The National Management Standards are a nationally agreed framework to guide you in acquiring these
skills, and a route to gaining a professional award, the National Vocational Qualification (NVQ) in
Management at Level 4.
Your KTP Adviser is a qualified management skills Assessor and will guide you through the process of
developing and demonstrating your management competence.
This chapter explains more about the process of developing management competence to the National
Standards and gaining the NVQ in Management.
Before you can begin you need to register with CMI via the KTP Central Office. Details can be found on
the KTP Website. Please note if you do not complete your NVQ within 3 years from initial registration
with CMI, CMI may ask you to pay a one off re-registration fee.
8.2 LEARNING TO BE A MANAGER
As a KTP Associate, you learn the fundamentals of good management by participating in the KTP
Associate Development Course and using the support provided by KTP Knowledge. You have many
opportunities to put your learning into practise as you manage:
your KTP Project
the project team that supports you
the resources that you use for your Project
your own development.
8.3 PERFORMING TO THE NATIONAL MANAGEMENT STANDARDS
All KTP Associates are expected to develop their management skills to the National Standard.
The Knowledge Base and Business Partners in your Partnership were asked to specify, in the
partnership proposal and grant application for your Partnership, how working on your project will give
you the opportunity to practise the application of key management skills specified in the National
Standards. This requirement is reinforced when your Supervisors attend the Supervisors workshop at
the start of the Partnership.
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8.4 THE NATIONAL MANAGEMENT STANDARDS
You can view and download the National Management Standards at
https://system.learningassistant.com/MOMENTA. They are also available by Unit on the Learning
Assistant website for those who choose to complete their portfolio electronically. (see below)
The Management Standards were produced following consultations with practising managers, employers
and professional bodies. They define best practice in management.
8.5
STRUCTURE OF THE STANDARDS
The Standards are made up of Units, each of which concerns a specific aspect of management such as
Plan Change (Unit C5) or Managing your own resources and professional development (Unit A2).
For each Unit, the Standards define management best practice for the topic concerned. They specify:
Outcomes of effective performance – the measurable results of competent performance
Behaviours which underpin effective performance – behaviours displayed by individuals who work to
the required standard
Knowledge and understanding:
General Knowledge and understanding
Industry/Sector specific knowledge and understanding
Context specific knowledge and understanding.
8.6 THE MANAGEMENT SKILLS MODEL FOR KTP ASSOCIATES
The Management Standards list 22 Units. The following eight Units have been selected as those which
most closely reflect the key management skills which reflect the key management skills which you will
need to develop whilst you are an Associate.
Unit
Title
A2
Manage your own resources and professional development
B1
Develop and implement operational plans for your area of responsibility
C2
Encourage innovation in your area of responsibility
D5
Plan change
D2
Develop productive working relationships with colleagues and stakeholders
E6
Ensure health and safety requirements are met in your area of responsibility
F1
Manage a project
F3
Manage business processes
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8.7 GAINING RECOGNITION FOR YOUR MANAGEMENT PERFORMANCE
In order to prove you can manage to the National Standards, you need to demonstrate, for each Unit,
that you are meeting all the performance criteria in your work and that you have gained the knowledge
and understanding needed to meet the knowledge requirements.
Your KTP Adviser is a qualified Assessor of management skills. S/he will assess your progress in
developing your management performance by examining and discussing with you evidence you produce
from your work (see section 8.11).
When the Adviser is satisfied that you are performing fully to the Standard for all Units, you will be
officially credited with it on behalf of the CMI.
8.8 ACHIEVING THE NVQ IN MANAGEMENT
When you have been credited with all eight Units, you will be awarded the NVQ in Management.
8.9 PROGRESS EXPECTED
All Associates are expected to make steady progress towards achieving management skills to the
National Standard as this is an important feature of Knowledge Transfer Partnerships.
If your Associateship is for two years or longer, you are expected to achieve the full eight Units, leading
to the award of the NVQ in Management.
Associates whose contracts are for a period of less than 24 months are expected to achieve at least
four Units.
Associates who do not complete the full NVQ (ie eight Units) during their Associateships may ask the
KTP Central Office to provide a certificate from the CMI for the Units they have achieved. They may also
continue to receive assessments by KTP Assessors after the completion of their Associateships, at their
own expense.
8.10 YOUR NVQ E-PORTFOLIO – LEARNING ASSISTANT
In order to demonstrate to your Assessor that you have developed management skills to the National
Standard, you will need to accumulate a portfolio of evidence. You will gather all your evidence together
in an e-portfolio. This is completed on a web-based software programme called Learning Assistant.
Once you have completed the CMI Registration form (http://www.ktponline.org.uk/assocs/ Word
Document) and returned a signed copy to Momenta you will be sent your log-in for Learning Assistant
by e-mail. You will also receive a “Welcome Letter” and a KTP DVD to assist you with the introductory
module.
When you log in to Learning Assistant for the first time please go to the “Getting Started” word
document which you can find in your course folder under Unit X (X0.0) to help you get started. Under
each Unit you will find an “Evidence Planning and Guidance” document which will assist you with
suggestions for your evidence. Whilst you can choose what evidence you want to present to your
Assessor for each Unit, evidence you present should naturally occur from material which you will have
produced as part of your project work.
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Evidence of the management skills and knowledge you have acquired may take many forms. The most
common types are:
Products of Your Work
Examples likely to be used by KTP Associates are:
personal development plans (useful for Unit A2 Manage your own resources and professional
development)
reports (eg the reports you prepare and present at LMCs), minutes of meetings in which you play a
part (useful for F1 Manage a project)
designs or proposals you produce (useful for Unit C5 Plan change).
Reports on You at Work
Examples include reports by:
your KTP Adviser on your contribution to a LMC meeting (useful for Unit F1 Manage a project)
your knowledge base Supervisor on your guidance of a student project (useful for Unit D2 Develop
Productive Working Relationships with Colleagues and Stakeholders).
Evidence Folder and Cross-Referencing onto a Unit
When uploading evidence onto Learning Assistant the system will automatically allocate it a number. To
cross reference it to a particular Unit you need to go to your course folder and select a Unit. Then
choose your evidence and tick which outcomes, behaviours, knowledge and understanding criteria you
think the evidence meets. You can then submit the evidence to your Assessor for assessment.
Whilst the majority of your portfolio will be electronic, CMI will need to see hard copies of signed
documents for audit purposes. Details of which documents you should have as signed copy can be
found in Unit X (Portfolio Support File X0.2). You will also need to file some documents in Unit S which
will not be cross referenced to any Unit as these are continually updated throughout the course of your
NVQ. If you need any help with any of the aspects on Learning Assistant please contact your KTP
Adviser or the KTP Central Office on 0870 190 2829.
Witness Testimonies
Your Line Manager will be asked to witness your understanding of particular aspects of management by
confirming that you have demonstrated within each Unit the behaviours that underpin effective
performance.
Evidence Statements
These are statements which you prepare as the last stage in collecting evidence for each Unit. They
should confirm the outcomes of effective performance and lead your Assessor and Verifier to the
evidence by providing an audit trail. You should provide one for each Unit. The template for the
Evidence Statements can be found in Unit X0.4.
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Knowledge Transfer Partnerships A DTI Business Support Solution
8.11 THE ASSESSMENT PROCESS
Your KTP Adviser will guide you through the process of acquiring management skills and their
assessment. S/he will give you a briefing on the process at your first or second LMC meeting and will
set aside time before or immediately after each subsequent LMC meeting for assessments.
During these assessment meetings your Assessor will:
assess the evidence of your management skills you have presented
help you plan what evidence you should bring forward for the next assessment
suggest areas where you need to develop your skills and understanding further.
The assessment process consists of comparing the knowledge and skills you are able to demonstrate to
the Assessor with the requirements of the Standards. This will involve your Assessor examining
evidence you present, discussing aspects of your work with you and sometimes observing and reporting
on your performance during the LMC meeting.
Planning what evidence to bring forward should take account of the requirements of the Standards and
your work plans for the next period. Ultimately, it is your responsibility to decide what evidence to bring
forward. Your Assessor is responsible for determining whether it satisfies the Standards.
At the end of the assessment, your Assessor will inform you, for each Unit assessed:
whether:…..
a. you have presented sufficient evidence and you will be credited with the Unit,
or….
b. you have presented insufficient evidence and the Unit will not be credited until further evidence is
presented
or…..
c. you are not yet competent and you need to develop your skills further.
The Assessor will explain what further evidence may be needed and, if necessary, the areas in which you
need to improve your competence.
After each assessment meeting, your Assessor will provide you with an NVQ Assessment Report which
is a formal record of the assessment and its outcome which you should file in your portfolio of evidence.
Your Assessor will send a copy of the report to you by e-mail and you should upload this into Learning
Assistant under S0.0. Your Assessor may do this for you.
8.12 QUALITY ASSURANCE
There are strict quality controls on the assessment process. This means that you may be asked to send
a unit to the KTP Central Office for independent verification of assessments. This is known as a unit call
in for IV. The purpose of this is to have an internal verifier (senior assessor) confirm that he/she agrees
with the decision the assessor has made to credit your unit. When your completed portfolio is received,
you must have had a unit IV’d within the last year in order for your portfolio to pass. If you are
completing your portfolio online, a unit will automatically be IV’d on Learning Assistant.
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Knowledge Transfer Partnerships A DTI Business Support Solution
8.13 APPEALS
If you feel that your Assessor has carried out an assessment of your competence unfairly, you can
appeal to the NVQ Centre Manager at the KTP Central Office. If your appeal cannot be satisfied at that
level, you have the right to refer it to the CMI.
8.14 WHY AN NVQ?
Systematically developing management skills to the National Standard is a major benefit of being a KTP
Associate and should be of value throughout your career. The NVQ system for proving that you have
the skills was chosen for the following reasons:
it confirms your practical ability as well as your theoretical knowledge
it uses products which should occur naturally from your work as an KTP Associate rather than
having to produce a thesis or take an examination
become a Chartered Manager.
8.15 TIME COMMITMENT
You will have to devote some time to the process of developing your management skills. This will be
needed so you can:
assess and reassess your learning needs
acquire any management knowledge you need beyond that provided by the KTP Associate
Development Course (eg by using KTP Knowledge)
write reflective summaries for each of the Units of the Standards
assemble your portfolio of evidence in the format described in the Portfolio Support File X0.2
(Learning Assistant)
prepare for assessments.
Experience shows that this work is best done on a regular basis, setting aside around two hours per
week, on average.
8.16 BECOMING A CHARTERED MANAGER
Following receipt of a royal charter in 2002, the CMI has introduced the designation “Chartered
Manager” for people who have appropriate management qualifications and experience and who undergo
continuous professional development. CMI will then write to you to offer advice on the process of
becoming a Chartered Manager.
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Knowledge Transfer Partnerships A DTI Business Support Solution
9. COMPLETING YOUR ASSOCIATESHIP
9.1 YOUR FINAL REPORT
It is important that your Project should be completed effectively so that all participants gain the maximum
benefit from it. At the end of your Project you are required to complete a KTP Associate Final Report and
send it to the KTP Central Office. The report gives your personal account of the Partnership and your
achievements. It forms part of the overall final report on the Partnership, which contains the views of all
the participants.
Your final report should reflect your personal views and does not require the approval of anyone else.
However, it is good practice to discuss a draft version of your final report with the LMC for your
Partnership.
The final report helps the government evaluate the return on its investment in the Knowledge Transfer
Partnerships and provides feedback on the effectiveness of the management arrangements for the
Partnerships.
Approximately five months before your Associateship is due to end, and again one month before the
KTP Central Office will remind you to produce your final report and provide a format for its production.
You will be able to present your final report to your Assessor as evidence of your competence to
manage the closure of projects.
9.3 ASSOCIATE CERTIFICATE
If you complete at least seventy-five per cent of your Associateship, the KTP Central Office will provide
you with an Associate Certificate when you submit your final report. This describes the role of KTP
Associates, and gives details of your Project. This is intended to be a useful addition to your CV.
9.4 PREMATURE TERMINATION OF YOUR ASSOCIATESHIP
If your Associateship ends before your contract period is completed, for any reason, you should contact
the KTP Central Office’s Associate registration section.
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Knowledge Transfer Partnerships A DTI Business Support Solution
ANNEX 1
Sponsors of the Knowledge Transfer Partnerships
Biotechnology and Biological Sciences Research Council
BBSRC
Department for Environment, Food and Rural Affairs
DEFRA
Department of HealthDHDepartment of Trade and Industry
DTI
Engineering and Physical Research Council
EPSRC
Economic and Social Research Council
ESRC
Invest Northern Ireland
Invest NI
Natural Environment Research Council
NERC
Particle Physics and Astronomy Research Council
PPARC
Scottish Executive
SE
Welsh Assembly Government
WAG
Arts and Humanities Research Council
AHRC
European Social Fund
ESF
One North East
ONE
South East England Development Agency
SEEDA
The Northern Way
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Knowledge Transfer Partnerships A DTI Business Support Solution
ANNEX 2
Format for Executive Summary Reports to the LMC
Purpose
The Executive Summary should provide the LMC with a concise, up to date account of the status of
your Project relative to its objectives and to those of the KTP Programme. It should indicate the current
and potential impact on the company, the Knowledge Base Partners and your development. It should be
informative, understandable to a non-specialist, forward looking and aid decision taking. It is not a
substitute for a full record of what has been done and achieved.
Preferred format
The summary should be no more than two A4 pages (with appended Gantt Chart) organised under the
headings 1 to 4 below and preceded by a title page.
0. Title Page
indicate that document is a summary of your Project in the KTP Programme between the named
Company and Knowledge Base Partner
include date, reference number and your name
list persons to whom it will be distributed.
1. Project Aim
statement of aim, objectives and plan of your Project incorporating any changes agreed by the LMC
since the Project was initiated
statement of how the Project fits into the KTP Programme and how the Programme relates to the
future business plans of the partner company.
2. Activity Since Previous Meeting
summary of Project status at previous meeting
comparison of what was actually undertaken since previous Local Management Committee meeting
with plan (Gantt Chart) agreed at previous meeting.
3. Achievements to Date
record of achievements and deliverables since previous meeting, including progress against Project
plan and against PDP
record of benefits to the Company Partner and to you, the Associate
cost benefit estimates of what has been achieved to date including indications of accuracy
overall progress against aim and objectives.
4. Proposals for future action
alternative proposals for any changes to Project plan
estimate of costs and benefits of proposed actions, with indication of their accuracy
Gantt Chart showing actions (including training), key outcomes and deliverables (with dates) for
period to next meeting
indication of how proposed actions fit overall Project Plan and PDP
statement of resources required to achieve plans
training requirements
decisions required to enable plans to be implemented.
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Knowledge Transfer Partnerships A DTI Business Support Solution
ANNEX 3
CMI and its Management Information Centre
This represents an extensive and authoritative source of information about management. It is available
to all student members.
As a student member, you can borrow up to four books or pamphlets from the Centre at any time, for
an initial four weeks, but this can be renewed twice by telephone. To do so, contact the loans desk by
phone (01536 207400) or e-mail mic.bookloans@managers.org.uk with the title and author and your
membership number.
All materials are dispatched by first class recorded delivery (requiring a signature). There is a charge of
£2 for the first item and £1 for subsequent ones. The member has to pay for the return postage.
In addition to borrowing books and pamphlets, you can make contact with a researcher at
www.managers.org.uk/researchreports, who will draw up lists of materials tailored to your requirements
and order photocopies of journal articles.
Recommended Reading
The following table gives details of books which will help you understand more about management
topics appropriate to Level 4. The table shows how the contents of the books relate to the
Management Standards and whether the books are available from the CMI’s Management Information
Centre.
Subject to the agreement of your KTP LMC, funds from your training budget may be used to buy
management text books.
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Knowledge Transfer Partnerships A DTI Business Support Solution
RECOMMENDED READING AND LINKS TO
SELECTED MANAGEMENT STANDARDS
Title
Subject
Author
Publisher
Available
from MIC?
Meeting Customer
Needs
Internal
Communications
Marketing
Ian Smith
Butterworth
Heinemann
2nd - Y
other - Y
Managing
Information
Business
Applications of IT
(non-technical)
David A Wilson
Butterworth
Heinemann
3rd - Y
2nd - Y
Personal
Effectiveness
Covers MCI Personal Alexander Murdock
Competencies
and Carol Scutt
Butterworth
Heinemann
3rd - N
2nd - Y
Managing People
Managing Self and
Others
Rosemary Thomson
Butterworth
Heinemann
3rd - N
2nd - Y
Managing Financial
Resources
Costing, Budgeting,
Pricing
Mick Broadbent and
John Cullen
Butterworth
Heinemann
3rd - N
2nd - Y
The Management
Task
Managing
Performance
Rob Dixon
Butterworth
Heinemann
3rd - Y
Managing Quality
TQM
George Wilson, Philip Butterworth
McBride and Des
Heinemann
Bell
Y
How to Get Contol of Time Management
Your Time and Your
Life
Alan Lakein
Signet
Y
Staying OK
Updated Text on
Transactional
Analysis
Amy and Thomas
Harris
Pan
N
The One Minute
Manager
Tips for Effective
Management
Kenneth Blanchard
and Spencer
Johnson
Fontana/Collins
Y
TA Today
Transactional
Analysis
Ian Stewart and Vann Lifespace Publishing
Joinos
Y
Body Language
Non-Verbal
Communications
Alan Pease
Y
Sheldon Press
x = includes coverage (not necessarily complete) of topics relevant to this component of the Standards
y = available from MIC
n = not available from MIC
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Knowledge Transfer Partnerships A DTI Business Support Solution
Title
Subject
Author
Publisher
Available
from MIC?
Its Negotiable
Negotiation Skills
Gavin Kennedy
Arrow Books
N - But have other
books by Kennedy
on negotiation
Write Right
Effective Writing
Jan Venolia
David and Charles
N
Team Roles at Work
Personality Types
and Teamwork
Meredith Belbin
Butterworth
Heinemann
Y
Assertiveness at
Work
Oral Communication
Skills
David R Stubbs
Pan
N
The People Side of
Project Management
Good Coverage of
Project Management
Skills
Ralph Kliem and
Irwin Ludin
Gower
Y
Managing Activities
Explanations of
Management, linked
to Standards
Michael Armstrong
CIPD
Y
Goal Setting
Setting Targets and
Planning
Susan Wilson
AMACOM
N
Implementing Quality
Through
BS5750/ISO9000
Quality Management
David Irwin
Thorogood
N
Handbook of
Management
includes Resource
Management
Denis Lock
Gower
Y
Everything You Need
for an NVQ in
Management
722 pages for £15 good value!
Julie Lewthwaith
Hawksmere
Y
x = includes coverage (not necessarily complete) of topics relevant to this component of the Standards
y = available from MIC
n = not available from MIC
Please Note: This list is not exhaustive and a library search by subject is recommended to find answers
to specific needs.
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Knowledge Transfer Partnerships A DTI Business Support Solution
ANNEX 4
PROFESSIONAL INSTITUTIONS
Institute of Physics
76 Portland Place, London W1B 1NT
Tel: +44 (0)20 7470 4800, Fax: +44 (0)20 7470 4848
Email: physics@iop.org, Web: www.iop.org
Institute of Biology
1 Bierton Court, Spencer Hill Road, London, SW19 4EL
Tel: 020 8241 7499
Web: www.iob.org
Institute of Mechanical Engineers
30 Boileau Road, London, W5 3AH
Tel: 0208 248 7641
Web: www.imeche.org.uk
Institute of Chemical Engineers
One Portland Place, London, W1B 1PN
Tel: +44 (0) 20 7927 8200, Fax: +44 (0) 20 7927 8181
Web: www.icheme.org
Institute of Electrical Engineers
Savoy Place, London, WC2R 0BL
Tel: 020 7240 1871, Fax: 020 7240 7735
Web: www.iee.org
British Computer Society
1 Sanford Street, Swindon, Wiltshire, SN1 1HJ
Tel: 01793 417417
Email: E-mail: bcshq@hq.bcs.org.uk, Web: www.bcs.org.uk
Chartered Institute of Marketing
Moor Hall, Cookham, Maidenhead, Berkshire, SL6 9QH
Tel: 01628 427500, Fax: 01628 427499
Web: www.cim.co.uk
Chartered Management Institute
Management House, Cottingham Road, Corby, NN17 1TT
Tel: 01536 204 222, Fax: 01536 201 651
E-mail: enquiries@managers.org.uk, Web: www.managers.org.uk
Chartered Institution of Wastes Management
London Borough of Camden Street Environment Services , 211 Arlington Rd Camden Town, London,
NW1 7HD
Fax: 020 745 83808
Web: www.ciwm.co.uk
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