Institutional Context
Summary
Leeds Beckett University (LBU) has 23,336 students and 2,797 staff based on two campuses in Leeds. Our purpose is to use our knowledge, skills and assets to make a positive and decisive difference to people, organisations and communities through the delivery of excellent education, research and service. We lead the Leeds Inclusive Anchor Network (LAN), we rank among the top 15 universities for Knowledge Transfer Partnerships (KTPs), and we engage with over 12,000 organisations.
Our Strategic Plan 2021-2026 sets out our ambitions and values. To read more about how we fulfil our purpose, click here.
Institutional context
LBU’s knowledge exchange focus
Nine academic schools house 22 Research Centres and over 55 subjects in sports sciences, business, law tourism, health and biomedical sciences, computing, built environment, education, social sciences, humanities, creative arts, architecture and design. We have developed powerful inter-disciplinary expertise in improving population health outcomes - led by the Leeds Beckett Obesity Institute and supported through our spin-out company MoreLife; sustainable cities and living - led by Leeds Sustainability Institute; and inclusive growth – through Leeds Business School which has Small Business Charter accreditation. The work is underpinned by an extensive partnership programme and national standing of KTPs.
We embedded a strong commitment to Equality, Diversity and Inclusion (EDI) in our Strategic Plan, and this runs through our knowledge exchange projects and programmes.
Commitment to local inclusive growth
The Leeds Inclusive Anchor Network was established to ensure the knowledge, skills and assets of the city’s largest organisations are harnessed to increase inclusive economic growth. The 13 anchor organisations employ 1 in 6 people who work in Leeds and have a combined purchasing power of over £2bn. The network developed a common operating framework which binds the anchors together, provides a clear focus for our actions and a basis for evaluating impact. The Local Government Association, in its latest review of Leeds City Council, cited the LAN work as being of high national significance.
Our total economic impact on the UK economy is £1.43 billion (Figure 1).
Figure Total Economic Impact of Leeds Beckett University
During the Covid-19 pandemic, LBU played an immediate role in the fight against Covid, and we continue to address the long-term effects on the economy and society.
Infrastructure for KE
LBU has invested more than £140 million in new facilities to underpin our regional impact in sport and exercise science, creative and cultural studies, business support and healthcare. Our facilities are open to the public and used by our stakeholders for collaborative research projects, continuing professional development, public lectures and community events.
Image LBU Specialist Facilities
In 2022, we opened The Knowledge Exchange, a city centre space to host knowledge exchange events for our stakeholders. Professional support for knowledge exchange is primarily provided through the Research and Enterprise service, a 45 strong team with dedicated pre- and post-award project support, specialist expertise in governance and policies, a degree apprenticeship team, management of events and Research & KE development.
Image The Knowledge Exchange at Leeds Beckett University
Skills development
We are an important contributor to skills development. Data from the Graduate Outcome survey show that 52% of our students are from Yorkshire and the Humber, and 59% were working in the region on completion of their studies. Our regional employer partners informed and co-delivered professional development programmes, including Women in Leadership, Digital Leap and a Graduate Development Programme that provided 1740 hours of experiential learning for our graduates. We successfully deliver 19 Degree Apprenticeship programmes in management, digital, built environment, health and social work and environmental health involving over 400 employers.
For further information, please send queries to ResearchInfoandGovernance@leedsbeckett.ac.uk
Local Growth and Regeneration
Summary of approach
Leeds Beckett University (LBU) is committed to making a positive and decisive difference to local growth and regeneration in Leeds and its wider region. We do so by playing a leading role in the Leeds Anchor Network, and by using our resources and partnerships to support inclusive growth. Our successful and growing Knowledge Transfer Programmes alongside a suite of business development programmes for Small and Medium-Size Enterprises aim to develop capabilities and capacity for innovation and growth. We are also a key contributor to skills development through inputs to policy, our educational portfolio and Continuing Professional Development programmes. In all our activities, we engage with historically excluded groups to make economic growth and development truly inclusive.
Aspect 1: Strategy
Inclusive growth and the Leeds Anchor Network
The City of Leeds and the wider Leeds City Region under the West Yorkshire Combined Authority (WYCA) are the strategically important ‘local’ areas of LBU, while Yorkshire and the wider Northern Powerhouse region are where we seek to contribute to regional development. The City of Leeds is a key driver of economic growth in the wider city region which has a £64.6 billion economy that is forecast to grow by 21% in the next 10 years. Leeds has seen its population expand by 8% between 2011-2021 to over 800,000. It is home to the largest legal and financial services sector outside London, alongside creative and digital industries, construction, retail and leisure. Yet Leeds has several economic challenges relating to the distribution of wealth and attending educational, social and health inequalities. Data from the Index of Multiple Deprivation (2019) ranks Leeds in 92th place out of 317 local authorities when it comes to the average level of deprivation, but this increases to 33rd place when looking at the proportion of neighbourhoods that are in the most deprived decile. Leeds has a slightly higher proportion of workless households (16%) than the national average (14%). It is against this backdrop that the City Council launched its Inclusive Growth Strategy 2018-2023.
The Leeds Inclusive Anchor Network (LAN), which LBU leads, brings together the 13 largest employers in Leeds. LAN seeks to ensure that the knowledge, skills, and assets of the organisations are used to support inclusive growth, and it does so through a commonly agreed operating framework that has 5 dimensions:
1. Leadership commitment: We make an institutional commitment to being an anchor through the LBU Strategic Planning Framework and the supporting Anchor Plan.
2. Employer commitment: LBU made a commitment to be a good employer, which we enact through our recruitment and colleague development practices, as well as support for health and wellbeing. We pay the living wage and are signed up to the regional diversity dashboard.
3. Procurement: We use our purchasing power to support local businesses and deliver social value. 70% of our spend is local, two-thirds is with Small and Medium-Sized Enterprises (SMEs) and two-thirds of that in economically deprived areas.
4. Environmental impact: We commit to carbon neutrality by 2030. LBU achieved a 65% reduction in scope 1 and scope 2 emissions, and we joined the Leeds pipes network of the West Yorkshire Combined Authority.
5. Alignment of services with local needs: Our academic schools ensure that teaching, research and knowledge exchange reach and benefit our communities, and that historically excluded and disadvantaged communities benefit from economic growth.
Identifying local growth and regeneration needs through partnerships
To ensure that our growth and regeneration programmes meet local and regional needs, we undertake consultation, planning and, where appropriate, co-creation of activity with our partners. In addition to the LAN, strategic partners for local growth and regeneration include:
Local authorities: We have signed Memoranda of Understanding (MOUs) with Leeds City Council, Wakefield District Council, and Calderdale Borough Council. We work together with the councils’ economic development, inward investment and culture and society teams, which has resulted in many joint activities to address specific local growth and regeneration needs.
The West Yorkshire Combined Authority (WYCA): LBU collaborates with WYCA’s policy, innovation and business teams to share intelligence on funding to address specific needs of the local economy and infrastructure; and to shape local and regional growth plans. Together with the Leeds City Region Local Enterprise Partnership and WYCA, LBU plays a key role in the West Yorkshire Innovation Network by broadening the understanding of, and access to, innovation to include knowledge exchange for supply chain companies and end-users of innovative technology and practices.
We participate in the Leadership Group for Leeds of the West and North Yorkshire Chamber of Commerce to help formulate responses to business challenges.
LBU represents the universities within the WYCA area on the West Yorkshire Manufacturing Advisory Board.
We engage with business representative organisations including the regional Institute of Directors, the Yorkshire Asian Business Association and local business clubs and societies. As part of our engagement with Yorkshire Universities and University Alliance, we join with university partners to co-deliver local growth and regeneration projects. The Yorkshire & Humber Policy Engagement Network (Y-PERN), in which our Business School is an active partner, was recently awarded £3.9 million from the Research England Development (RED) Fund to enhance the effectiveness of inclusive regional development strategies and policies.
LBU is a key partner of the Leeds Innovation Arc, which is a partnership of civic, university, and NHS trust organisations that has shaped a proposal and framework for development, policy and planning to realise the creation of an innovation district. The partnership will deploy its assets to accelerate and attract investment in innovation to support sustainability, health and wellbeing, and to promote growth and social mobility.
Image 1 LBU programmes of business support and engagement
Aspect 2: Activity
Business Support for Small and Medium-Size Enterprises (SMEs)
SMEs are an important part of the economic landscape and account for more than half of the employment in Leeds. Over the last three years, LBU has provided research, Continuing Professional Development (CPD), consultancy and regeneration services to over 10,000 SMEs (Figure 1). Our University Business Centres delivered direct support to over 400 SMEs in Leeds, Wakefield and Halifax. The partnerships with local authorities and WYCA led to the direct investment of over £500,000 in our programme of SME engagement and management development. In recognition of the breadth and depth of its SME engagement, our Leeds Business School was successful in achieving Small Business Charter accreditation.
Figure 1 Number of SMEs accessing services in the last three years
Programmes and projects that we delivered included:
Knowledge Transfer Partnerships – Between 2019/20 and 2021/22, we delivered 10 Knowledge Transfer Partnerships, and were awarded a further 8 KTPs in 2022/23. In March 2023, our portfolio of 14 active KTPs ranks LBU in 15th place nationally for the size of our KTP engagement.
The Ad:Venture Accelerate programme, part-funded by the European Union’s Regional Development Fund and the Northern Powerhouse, is a growth programme providing a suite of business services for start-ups and early stage businesses.
We participated in an 18-month programme funded by the WYCA to support 125 regional SMEs to increase their productivity.
Since its opening in 2022, our Knowledge Exchange delivered training for 40 local growth managers and growth hub professionals; hosted the launch of Excellence in Yorkshire with 40 invited guests from the local business ecosystem; welcomed the Lloyds chief economist who delivered a breakfast briefing to 40 delegates; offered SME clients the space to hold business meetings; welcomed LBU partners visits (e.g. local hospital trusts, Nigerian University Bursars exchange programme); and facilitated student consultancy projects with local SMEs.
The Help to Grow programme is a 12 week programme aimed at managers of SMEs to support business performance, resilience and long-term growth.
Skills development
We contribute to local growth and regeneration through the provision of highly skilled graduates and continuing professional development (CPD) programmes. Data from the Graduate Outcome Survey show that 52% of our students are from Yorkshire and the Humber originally, and that 59% were working in the region on completion of their studies, evidencing the contribution we make to retaining skilled employees. In the last three years, over 11,900 graduates were awarded their first degrees and we graduated over 2,700 students with teaching qualifications. We trained more than 1,000-degree apprentices for 400 employers, and our apprenticeship provision was rated ‘Good’ by Ofsted in November 2022.
Our Business Engagement team run a Career Readiness Data survey (24,134 respondents) to target and develop career interventions to meet the regional skills needs, and preferences and aspirations of our students. Central professional development programmes are employer informed and co-delivered. For example, our recent Graduate Development Programme worked with 11 local employers to provide 1740 hours of experiential learning for graduates over a substantive professional development and training programme. Working with the WYCA has enabled us to maximise opportunities for our entrepreneurial students to access start-up support through the Start-up West Yorkshire programme.
We deliver a range of projects and programmes to support skills development, employment and job creation, and social inclusion. An example is the £1.7million #WECAN project, funded by the European Union’s European Social Fund, to empower women through coaching and networking. In collaboration with Edge Hill University and Social Enterprise Yorkshire and Humber, the project offers diagnostics, management and leadership training, networking and access to resources, as well as working with organisations and the wider ecosystem to dismantle barriers for women in business.
The above activities and our partnership with West and North Yorkshire Chamber of Commerce has led to LBU being invited to work with the Chamber to develop the implementation of the Local Skills Improvement Plan (LSIP) to support the skills needs of local businesses.
Aspect 3: Results
The results of LBU’s local growth and regeneration activities are evaluated and communicated at different levels.
The Anchor Progression Framework, developed by LAN with support from the Joseph Rowntree Foundation, forms the basis for an annual assessment of LBU’s anchor contribution. The results are shared with the anchor partners and inform case studies of impact and good practice. This framework helps us review progress with our anchor strategy and is regularly referenced in staff briefings. Notable achievements include procuring 70% of our goods and services in West Yorkshire and supporting local jobs through our capital development programme; employing 5% of the total anchor workforce and being seen as a ‘good employer’ especially regarding workplace health and wellbeing. Additionally, the contribution LBU makes to environmental sustainability through 65% scope 1 and 2 carbon reductions is the first step in a wider sustainability strategy. The LAN was recognised by the Local Government Association as being of high national significance.
Our projects and programmes that support local growth and regeneration are underpinned by logic models, or similar, to track outputs and assess outcomes and impacts both quantitatively and through qualitative feedback. Examples include:
Work to evaluate the economic impact of KTPs shows that from the last seven completed KTPs, an estimated total of £11.4m was added to company performance over three years after the KTP was completed. In recognition of the recent strong growth in our KTP Portfolio, LBU was asked by the Knowledge Transfer Network and Innovate UK to share our experiences to support other HEIs to grow their KTP numbers.
The 11th cohort of Ad:Venture Accelerate supported 227 SMEs directly. Evidence of the impact of this programme comes directly from programme participants:
“I think Accelerate is pivotal for any entrepreneur or business owner in the first three years. It allows you the time to think, joins the dots and understand the foundations, and the many hats you will be wearing of running your own business.”
The Brand Map, Jul-22
“Accelerate was great for helping us learn new skills from experts and while on the course we met people we have gone on to collaborate with, and that’s what the programme does; it helps you build networks across Leeds and the city region.”
Madeby Studios, Jul-21
The LBU Business Centres in Wakefield, Halifax and Leeds supported the incubation and development of over 400 new businesses since 2019.
The Help to Grow management programme has been extended to March 2025, and will deliver a management training to a further 11 cohorts of 275 SMEs. In 2021/22, we delivered the programme to 75 SMEs in three cohorts. Participant feedback demonstrates the impact of this programme on the businesses involved:
“Help to Grow has been an exceptional learning experience, not only for myself but for the whole Smith and Allan team. The concept of working “on the business” and not “in the business” has been the biggest takeaway from the course. I’ve found so much value in this new way of thinking.”
Rebecca Miller (Partner), Smith and Allan
“I found Help to Grow thought-provoking, helpful and productive. I have already taken a number of ideas and concepts and implemented them within my business. And my mentor helped make a number of helpful suggestions and introductions. I would wholeheartedly recommend enrolling on this scheme”
Edward Mason (Director) Whitelock’s
The #WECAN project is supporting over 900 women in SMEs in the Leeds City Region to increase their skills in leadership, management and networking. The programme has impacts at the individual, organisational and regional levels as it addresses the historical exclusion of women in business leadership.
“WECAN developed confidence within colleagues and provided skills and techniques to challenge and change how we operated - which has been by far for the better of the organisation. This has allowed us as a business to more agile and to more quickly respond to the new challenges which now seem to come at us very regularly.”
Andrew Morrison (CEO), York Civic Trust
Public & Community Engagement
Summary of approach
The Leeds Beckett Strategic Plan 2021-2026 articulates our purpose: to make a positive and decisive difference to people, organisations and communities through excellent education, research and service. Public and community engagement (P&CE) is central to identifying the needs of our stakeholders, embedding our research and learning in relevant contexts, and co-creating values with and for our communities. P&CE is championed by our leadership team, including leadership of the Leeds Anchor Network by our Vice Chancellor. The nine academic schools, affiliated research centres and two inter-disciplinary Research Institutes design, deliver and evaluate projects and programmes that authentically engage with diverse publics, supported by dedicated teams of professional staff in service departments.
Aspect 1: Strategy
Leeds Beckett University’s Strategic Plan 2021-2026, sets out our purpose, values, and the impact we seek to achieve through education, research and knowledge exchange. Our aim ‘to be recognised globally for the positive difference we make as an inclusive anchor with the people, organisations and diverse communities of the Leeds City Region’ marks a step-change in how we strategically position and support P&CE. P&CE is championed by our Vice Chancellor, who chairs the Leeds Anchor Network (LAN).
Our approach to P&CE is developed by mapping internal knowledge, resources, and assets against external benchmarks, informed by stakeholder consultations. The UN Sustainable Development Goals provide a cross-cutting framework for identifying areas of intended impact in knowledge exchange, and also informed our Sustainability Strategy. National, regional and City objectives for economic, social, health and cultural development also shaped our P&CE priorities. We engage with a wide range of stakeholders strategically and operationally. We developed three strategic cross-cutting themes for P&CE - inclusive growth, sustainable living and healthy lifestyles. The inclusive growth theme is spearheaded through the LAN, assessed through the Anchor Progression Framework and forms an integral part of the Local Growth and Regeneration strategy. The Leeds Sustainability Institute, with over 30 years of experience in evaluating sustainability in cities, along with our Sustainability Team lead the sustainable living theme. Healthy lifestyles is led by the Obesity Institute incorporating a >250 strong Patient and Public Involvement and Engagement (PPIE) hub Obesity Voices; and works with our spin-out company MoreLife to maximise its impact. Nine academic schools and their research centres contribute to these themes through projects and programmes outlined in Aspect 3.
Equality, Diversity and Inclusion is a cross-cutting theme in P&CE, embedded into our commitments to the LAN, built into research and KE projects, and sustained through our whole systems approach as shown in figure 1. P&CE is built on the premise of situated, applied and co-created KE, building communities of practice for those most marginalised. LBU Together provides a mechanism for sharing activities, initiatives and research, making a difference for our diverse communities. An example that illustrates our approach is Lincoln Green, an innovative social justice-led local skills and employment project in Leeds built on strong partnership working.
Figure LBU's approach to Public and Community Engagement
Our strategic plan is supplemented by Schools’ 5-year plans, where education, research and KE strategies are developed through a subject-based lens, including the relationships each school has with its stakeholders, and how P&CE informs different aspects of the academic portfolios. Each professional service area also has a 5 year plan, with the Research and Enterprise Strategic Framework articulating the overall objectives for KE and P&CE support. LBU’s approach to P&CE is to co-create the vision and purpose for P&CE through a common Strategic Framework and key thematic areas; providing central professional advice and services on policies, partnerships, practices, place-based intelligence, and people support for P&CE; and design and deliver programmes together with and for relevant organisations, networks, and communities. Our governance, leadership and management structures and processes support this approach to P&CE as shown in figure 2.
Figure Governance, leadership, and support for P&CE
Aspect 2: Support
Given the scale and scope of P&CE, we adopted a hybrid model for support for P&CE. At School level, P&CE is enabled through subject-specific professional support and Communities of Practice in Research Institutes and Centres. The Obesity Institute and the Leeds Sustainability Institute lead on two of our cross-cutting themes with core academic and support staff and colleagues who collaborate on a project basis. All academic colleagues have 10% of their workloads allocated for research and scholarly activities, with increased time for roles with significant responsibility for research and knowledge exchange projects and activities. The University’s Academic Promotions Policy provides a promotion pathway to Reader and Professor through the Knowledge Exchange route, recognising excellence in P&CE alongside the more traditional routes of research and learning and teaching. We recognise and celebrate excellent P&CE practice of all our colleagues through the Vice Chancellor’s Message of the Day updates, Research and KE newsletters, Golden Robes and Becketts Big Thank You.
In Professional Services, P&CE is supported through targeted interventions with stakeholders. For example, External Relations provide community liaison with City residents and organise public events and Business Engagement support student enterprise and CPD.
Engagement in P&CE is reinforced through a suite of development opportunities. We work with Vitae in delivering a Researcher Development Programme that supplements our internal development offer. We run a programme called Impact Integrators to link academic colleagues at different career stages across LBU to embed and accelerate impact.
Student engagement in P&CE is supported through our schools and Business Engagement. Our students gain practical experience through involvement with projects and activities such as Landscape design, Health and Practice Hub, Project Office, Law Clinic, Sports Clinic and Graduate Employability.
The University’s digital and web-based services provide an accessible portal for the public to work with us through online events, podcasts and showcasing of our partners including community partners. Schools employ community-embedded researchers, co-fund PhDs with companies and community organisations, and engage advisory committees. Figure 3 depicts the different touchpoints through which we support P&CE and how our communities and partners engage with us.
Figure Institutional Support to Public and Community Engagement
Higher Education Innovation Funding (HEIF) funds our Research and Enterprise services. Institutional core funding supports student enterprise, widening participation, dedicated professional services for P&CE in schools and central service departments, and academic staff time for involvement in P&CE. Quality Research (QR) funding is used in subject areas where P&CE is a major pathway to impact, and to facilitate patient and public engagement in research and innovation. Additionally, we seek to build in funding for P&CE in research and KE bids. Recent growth in both QR and HEIF enabled us to increase the scale and scope of P&CE whilst making it more financially sustainable.
EDI is incorporated in all that we do. Through our Athena Swan Bronze award and aspirations to achieve Race Equality Charter, we ensure EDI is embedded into planning documents and enshrined in our strategic aim. With the support of Research England’s Enhancing Research Culture funding, we launched an Equity and Inclusion Fund supporting researchers and the careers of historically excluded groups at LBU. A total of 16 projects were funded in 21/22. We also work with Advance HE who provide development support with a primary research project on the barriers that underrepresented academics/researchers face in their careers at LBU.
Aspect 3: Activity
We engage in a university-wide programme of impactful P&CE. We co-create local solutions and adapt and scale these in different contexts, supported by a communication strategy to showcase our achievements.
Healthy Lifestyles: We focus on positive and scalable community interventions in physical and mental health. P&CE activities include Obesity Voices, a >250 strong PPIE research hub and the ICoachKids initiative, which supported 12,000 coaches to put kids first in sport education, policy and practice. The mental health in schools initiative has supported over 2,000 schools to date.
Other examples include:
Sustainable Living: We use our knowledge and resources to co-create solutions to achieve sustainable living in urban settings. Working with policy-makers, companies, environmental NGOs, our students and local residents, we work to promote net zero, renewables, biodiversity and sustainable land use. Examples include:
Inclusive Growth: CommUNity is programme of activities that brings together the knowledge and resources of community organisations and those of LBU, and the CommUNity Learning course has supported 102 members to date. Our Business Engagement initiatives supported businesses and students through multiple interventions and a focus on skills development. The LBU Law Clinic, run by staff and students for those unable to access legal advice, assisted with over 80 cases in 2022. Global support for inclusive growth is delivered through projects such as Gender and Energy Access in Ghana. Other examples include:
Using social media, events and open lectures, we reach a wide audience on matters of public interest, for example:
Our whole systems approach to P&CE was demonstrated during the Covid-19 pandemic, when LBU provided an agile and speedy response to the health emergency in our region. Our Vice Chancellor was a member of the City Region’s ‘Gold Command’ Group and chaired the ‘Bronze Command’ Group” for the HE sector coordinating the Leeds Universities’ health efforts. The leading work of Professor Jane South has been influential in formulating and learning from community responses to the pandemic.
Other P&CE activities during the pandemic included:
Aspect 4: Enhancing practice
We employ a range of mechanisms to evaluate and enhance the quality of our P&CE practice. The University Executive team oversee the institutional approach. Three institutional KPIs are directly and indirectly linked to P&CE – 1) Top 20% in KEF for Public and Community Engagement; 2) 80% of our students in graduate jobs and 3) 80% of academic staff independent researchers producing work of national and international significance. We use Tableau dashboards to monitor and review the overall institutional as well as school performance.
LBU is annually assessed through the LAN Anchor Progression Framework. The framework combines quantitative metrics and qualitative indicators on our anchor role and benchmarks our performance against the other LAN partners. University impact is evaluated annually through external auditors and this information is shared widely stakeholders through an annual impact report.
LBU, Leeds Trinity University and the University of Leeds work collaboratively with Leeds Council to evaluate local community engagement and to foster positive community relationships with residents impacted by the geographical proximity of our collective campuses. The universities provide a dedicated service which is reviewed annually. We engage with Yorkshire Universities and the University Alliance to extend collaborative reach and engagement of P&CE through shared opportunities, projects and initiatives and work with them to establish baseline metrics for joint projects.
Internally, Research and Enterprise Services support evaluation and reflection on practice, using data from engagement with business communities. We used HEIF funding from 2021 onwards to create a Research Information and Governance team, who will support the institutional collation of evidence for research impact, KE and P&CE and sharing of best practice. Additionally, as outlined in the HEIF Accountability return (2021 to 2025), we have an evaluation and lessons learned framework which will be used for monitoring and provides a vehicle for continuous improvement .
Aspect 5: Building on success
LBU’s progress against our anchor commitments is monitored through the Anchor Progression Framework, involves internal evaluation and goal setting against the five anchor dimensions followed by sharing of best practice and collaboration opportunities within the network. The LAN featured in case studies of what can be learned from anchor networks and was commended by the Local Government Association in its recent review of Leeds City Council as being of high national significance.
Projects and programmes of work are monitored within schools and departments. An example of good practice is the Leeds School of Art which has shared and celebrated the outcomes of over 40 P&CE projects. We encourage colleagues to sit on external committees and boards to seek feedback and share best practice.
Figure 4 depicts our internal annual review and improvement process. Every School and Service within the University provides an annual review of its plans and performance against the 5-year plan. Conducted by the Executive team with School and Service leaders, the iterative annual process provides opportunities to act on stakeholder feedback and share lessons learned. The results are reported through the governance structures shown in figure 2.
Figure 4 Mechanisms for continuous improvement at LBU
Through the National Coordinating Centre for Public Engagement, we keep up-to-date with sector practices and have piloted the use of the EDGE tool, which we plan to use more systematically in future to develop a culture of continuous improvement.
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