Institutional Context
Summary
We are an institution with enterprise at its core, renowned for supporting the growth of our local and regional economy. As an anchor institution for the region, our approach is grounded in our civic mission, as such, we prioritise place-based collaborations that deliver economic, social, environmental, and cultural benefits to our local communities.
Our extensive engagement with our communities, those people, partnerships, businesses, and organisations within the local area, reflects our institutional history and translates into the entrepreneurial approach we apply to our knowledge exchange endeavours.
We prioritise growing, enabling, and connecting our diverse talent with industry, and it is through these collaborations that we co-design, implement and grow business ideas and ventures, making our expertise accessible to industry.
Institutional context
Our vision to transform lives reflects the ambition and inspiration that is central to the University. It is built on the belief that whatever someone’s background, wherever they’re from, we will drive their potential and power them to succeed. We are committed to having a positive transformational impact on every member of our university community, and to sharing our successes with the community around us.
We play a vital and unique role in the Hertfordshire economy, which was recognised in our 2019 award from Research England as one of 20 University Enterprise Zones. Cultivating the next generation of entrepreneurial talent is central to our approach, for example:
The number of start-ups we’ve supported has more than tripled in the last five years - the highest growth rate in the East of England
Our incubator has catered to the needs of more than 140 start-ups since its launch in 2018
We have helped businesses scale-up and grow through schemes like the Hertfordshire Sustainability Accelerator, which offered intensive support worth £250k to 10 SMEs that led them to develop new sustainable products and services.
Our research seeks to deliver globally, inclusively, and at pace. We ranked in the top 25% of all UK universities in terms of research impact in the 2021 Research Excellence Framework, a metric for which it also achieved the highest ranking of any post-92 university. 90% of our research was classified as having an ‘outstanding’ (4*) or ‘very considerable’ (3*) impact.
Our Enterprise
Strategy is strongly orientated towards sectors identified as high
priority by stakeholders in the county. As a result, we have formed four
clusters of excellence to bring together expertise from across the
institution and offer a central point for businesses and partners
to collaborate and deliver knowledge exchange activities in innovative
ways. The clusters have an embedded focus on sustainability and
equality, diversity, and inclusion.
Figure : Herts University Enterprise Zone Clusters of Excellence Framework
Our strategic cross-institutional approach to knowledge exchange aims to create transformative benefits for the economy and our communities through world-class expertise in business, innovation, and skills by:
Providing opportunities for students and graduates to pursue entrepreneurship.
Welcoming businesses to our community in the University Enterprise Zone.
Offering flexible ways for businesses to work with us.
Our Knowledge Exchange and Knowledge Transfer Partnerships bring together expertise from students, researchers, and industry alike to solve specific business problems. Over 2016-21, the University supported nine projects through Knowledge Transfer Partnerships, three times the average across the East of England. In 2021/22, 3600 hours of Research, Development and Innovation support were delivered, of which at least 27% were delivered through knowledge exchange programmes. For example:
The Hertfordshire Science Partnership (an innovative collaboration with Hertfordshire Local Enterprise Partnership) leveraged £6m of funding to provide 40 SMEs in the agri-tech and life sciences sector, with various types of support, including research collaborations that often included the placement of a graduate researcher.
For further information, please send queries to be@herts.ac.uk
Local Growth and Regeneration
Summary of approach
Local growth and regeneration are a core strength of the University’s knowledge exchange activity and portfolio. As the only multidisciplinary university in the county of Hertfordshire, we play a unique role in the regional ecosystem, making a significant and tangible contribution to the development of an entrepreneurial and innovative local economy.
This is done in close collaboration and consultation with key local stakeholders and is fully aligned with the university’s ambition of generating opportunities and transforming lives. Results from our various activities, demonstrate the breadth, depth, and impact of our efforts in supporting sustainable and inclusive economic growth, innovation and placemaking in our region.
Aspect 1: Strategy
As an anchor institution in the region, we are highly connected with relevant stakeholders within Hertfordshire and its constituent local areas, whilst ensuring we also remain connected at national and international levels. We are the only research institution represented on the Hertfordshire Local Enterprise Partnership (LEP) Board, with senior staff sitting on key sub-groups such as the Enterprise and Innovation Board and Skills and Employment Board. We also have senior representation on every district council economic development group in the county, as well as key multi-stakeholder industry panels - such as the ones we helped set up with the LEP to drive priority sectors for the local economy including life sciences and the film industries.
In addition, we proactively partner with industry and other key institutions to enhance synergies and maximise our joint impact; these include BRE, Rothamsted Research, Stevenage Bioscience Catalyst (SBC) and the Cell & Gene Therapy Catapult (CGTC), GSK, Ocado. Through our specialist subsidiary company, Exemplas, we deliver business support to SMEs in Yorkshire & Humber (Y&H) and East of England (EoE) and leverage Innovate UK funding to support SME innovation throughout the EoE.
Our Enterprise Strategy clearly outlines our vision for knowledge exchange activities including our approach to local growth and regeneration, which is to deliver impactful knowledge exchange collaborations that create value for our local communities by utilising and applying our research and business support expertise and by making our infrastructure and other assets available to our communities.
Our focus areas and priorities for knowledge exchange, including local growth and regeneration, are centred around four clusters that act as collaborative centres of excellence in the region:
Health and Care Cluster
Science, Medicines, and Technology Cluster
Advanced Materials and Manufacturing Cluster
Screen Arts Cluster
This cluster approach enables us to apply our expertise from across the institution in a focused and strategic way and to provide research and insights on potential futures, alongside practical support for organisational talent development, business growth and productivity to a wide range of businesses, entrepreneurs, and other organisations. In turn, each cluster offers a central and accessible entry point for businesses and other partners to collaborate with the institution and explore innovative ways of approaching challenges and opportunities.
Some of the key strategic objectives of our Enterprise Strategy which guide our local growth and regeneration work include:
Playing a leading role in local growth and regeneration, enabling a dynamic entrepreneurial community by opening our campus to provide targeted support for start-ups, as well as acceleration and growth support for small and medium-sized enterprises and larger businesses with scale-up potential.
Facilitating and strengthening strategic partnerships for knowledge exchange across the University Enterprise Zone innovation ecosystem, ensuring we respond to county priorities in an agile and effective way.
Playing a key role as a connector and proactive contributor to ecosystems within the local and regional community to provide targeted benefits for businesses and form long-term research partnerships for our academic cohort.
Continually reviewing our estate and infrastructure to ensure it is fit for purpose and accessible to businesses and other organisations within the local community.
Collaborating with businesses and strategic partners to identify new opportunities to commercialise our equipment and facilities, establishing flexible business arrangements.
Harnessing the potential of the Enterprise Hub space by expanding our business growth and entrepreneurship support provision.
Aspect 2: Activity
A holistic approach to Enterprise, Business and Entrepreneurship Support
The University recognises the critical contribution its enterprise and business support activities can make to Hertfordshire’s wider place-making activities and national priorities. As a member of the Hertfordshire LEP’s Enterprise and Innovation Board, the University and its subsidiary, Exemplas, played an important role in the development of the LEP’s enterprise and innovation strategy as well as contributing to national-level business growth priorities.
As noted before, the University’s Enterprise Strategy articulates a cross-institutional and multi-disciplinary approach to achieving the ‘Enterprise Pillar’ of the University’s Strategic Plan. Indeed, the four knowledge exchange clusters identified – ‘Health & Care’, ‘Science, Medicine & Technology’, ‘Advanced Manufacturing & Materials’ and ‘Screen Arts’ – are closely aligned with Hertfordshire’s sectoral priorities. Following this framework, the University has developed a bespoke offer that has been co-designed with key partners to address the needs of priority sectors in the region.
A clear example of this proactive, agile and strategic approach is that despite the many challenges posed by the pandemic during the 2020-2022 period, we managed to increase our engagement with SMEs in the local area by putting in place an expanded and targeted enterprise and business support core offering. Throughout 2021-22 alone, we engaged with 278 new SMEs. Support has been provided through our renewed 12-month Incubator Programme that built on the pilot co-financed by ERDF from 2017-2020 and incorporated a new theme-focused programme, virtual support and facilitated hybrid sessions.
Additions to our core provision in 2021-22 included the launch of a new scale-up support programme in the format of a sustainability-focused Accelerator. The Herts Sustainability Accelerator was designed in partnership with the Herts Growth Hub responding to a growing local need for R&D support around green tech and know-how. The scheme supported 10 Hertfordshire-based SMEs with scale-up potential to launch an innovative and sustainable product, service and/or technology. Businesses received a package of wrap-around support worth up to £25k including 1-2-1 mentoring, training, and specialist technical, commercial, and creative marketing support from a multidisciplinary team of over 40 academic, technical and business experts from across our different Schools and research centres, including the Climate Change Research Centre and the Centre for Future Societies Research.
The pandemic and the EU exit transition posed a unique set of dual challenges for UK businesses. As such, there was a significant increase in demand from businesses seeking support. We partnered with the Hertfordshire Growth Hub and swiftly deployed our joint resources to launch the Volunteer Business Support Scheme in June 2020, a free and confidential 1-2-1 business mentoring programme. During an 18-month period, the scheme enlisted and trained 78 local business leaders as volunteer mentors, providing a total of 1,516 hours of critical one-to-one business mentoring support to 328 local businesses throughout both lockdowns. Since then, the University has set up an ongoing business mentoring service and during the last year alone provided over 740 hours of business mentoring support to local SMEs.
The new challenges presented by the post-Covid period have also prompted us to broker new partnerships, resulting in programmes such as the incredibly successful Watford Young Entrepreneurs Programme (part funded by the Covid Recovery Fund), Herts Camera Action and Build Back Better (both part funded by the Community Renewal Fund).
Impactful Industry Partnerships and Applied Research to Enable Sustainable Innovation
The University draws on its academic expertise in sustainable development, health, social care and technology, to help inform the decision-making process of planning authorities. Our deep know-how in areas such as life sciences, sustainable agriculture and technology, supports the ongoing relationship with Hertfordshire LEP. The University actively supported Hertfordshire LEP to develop its Life Sciences sector strategy, with academic experts at the University helping draw up the Life Sciences wing of Hertfordshire’s LEP Strategic Economic Plan in 2014, which culminated in the publication of ‘Hertfordshire’s Cell and Gene Therapy Cluster 2021’ and the launch of a new life sciences industry panel in 2022, of which the University is a part.
An initial output of this collaborative approach is the Hertfordshire Science Partnership, an innovative collaboration between the University and the Hertfordshire LEP, which leveraged £6m of funding to provide 40 companies with various types of support, including research collaborations that often included the placement of a graduate researcher. Although the project will be officially ending in March 2023, the R&D models/projects with businesses it created will continue under the Enterprise Strategy through the Science, Medicines, and Technology cluster, highlighting its success and business impact.
Aspect 3: Results
To ensure our local and regeneration activity delivers impact, robust monitoring and standardised indicators measures are embedded in across programme activity. These measures include:
Jobs created.
New products to market.
Graduate business start-up.
Enterprises receiving: Grants, Support, Finance, Non-financial support.
Entrepreneurs receiving: Grants, Support, Finance, Non-financial support.
The table below summarises the outputs of our key programmes between 2019 to 2022.
| Initiative | Outputs | Impacts |
|---|---|---|
| Hertfordshire Science Partnership |
|
|
| University Enterprise Zone |
|
|
| Incubator Programme |
|
*2017-2020 Evaluation Report |
| Volunteer Business Support Scheme |
|
*23% response rate based on 77 out of 328 completing the evaluation survey. |
| International Trade support |
|
|
| Innovate UK – I2S/ Edge |
|
|
Watford Young Entrepreneurs Programme
|
|
|
Community Renewable fund- Herts Camera Action |
|
|
Community Renewable Fund – Build Back Better r |
|
|
| Hertfordshire Law Clinic |
|
|
Public & Community Engagement
Summary of approach
Public Engagement is deeply embedded into the philosophy of the University of Hertfordshire and essential to our vision to transform lives and power potential. Central to our vision is offering opportunity, embracing flexibility and building community.
Grounded in our civic mission, we foster communities of learning and exploration, that celebrate diversity and share our passions and expertise. It is through our engagement practices that we co-create an environment that is connected locally and globally, with a culture that is inclusive, ethical and inquisitive. By collaborating and learning from our communities, we provide meaningful opportunities with positive mutual benefits.
Our Public Engagement Strategy compliments our Research Strategy and Enterprise Strategy, setting out how we work with our communities.
Aspect 1: Strategy
The University of Hertfordshire (Herts) has made significant progress in its public and community engagement strategic approach. In 2021, Herts published its Public Engagement Strategy (PE), which sets out our engagement goals. The Strategy was developed by a cross-University working group that led on consultation, and using the NCCPE audit tool, conducted an internal assessment of PE to identify strengths and areas for improvement. Herts’ PE Strategy builds on these findings and has been developed in alignment with our Strategic Plan 2020-2025. The Strategy was approved by the Chief Executive’s Group and subsequently published.
Responsibility for PE is devolved, with resources and leadership based accordingly in our Schools and Strategic Business Units, all of whom have local or theme-based PE operational plans. Activity is monitored through Research Theme Champion Meetings, the Knowledge Exchange Advisory Group and Research Groups. EDI is also embedded as a key consideration of PE activities, underpinned by mandatory EDI training for all staff on a biannual basis.
PE is a key pillar of our 6 Research Themes: Food; Global Economy; Health and Wellbeing; Heritage, Cultures and Communities; Information and Security; and Space. Aligned to these Themes the Schools have allocated resources to deliver PE activity via a Research Theme Champion (RTC), which is a ring-fenced 0.3FTE role.
In 2022 an in-depth stakeholder mapping exercise was undertaken to identify the key partnerships and communities Herts engages with. Partnerships have been identified in 4 key areas:
This piece of work has underpinned an ongoing communication outreach project, designed to maintain and build relationships with stakeholders.
Moving forward, key objectives for Herts include centralised governance processes and monitoring against the Strategy.
Aspect 2: Support
Herts recognises the need to support colleagues focusing on improving and facilitating PE. As part of their role, RTCs are responsible for driving forward the collective research activities delivering high quality research excellence combined with research broadening and enrichment of the wider academic and public community. This includes coordinating all research under these Themes and fostering multi-disciplinary research across Themes.
Alongside the RTCs, selected Schools have dedicated PE manager roles designed to lead on community and public outreach activities, including engagement projects with students, schools and young people. Each Research Group is also responsible for devising Impact Plans, of which PE is a key component.
Herts has centralised support for engagement activities. Herts’ Marketing team are responsible for running events and driving engagement to meet the University’s strategic goal of increasing public attendance at events by 50%. Herts’ Research team are responsible for driving and monitoring impact of Herts’ research activities, including PE. Through Herts’ Enterprise and Business Development team, the Director of Business Development and Engagement leads on a suite of outreach and engagement activities targeting businesses, entrepreneurs, key stakeholders, and the local health economy, addressing Herts’ position as an anchor institution. Exemplar projects include the University Enterprise Zone and University ICS Programme, a £3m NHS England funded project designed to facilitate and drive engagement between the Herts and West Essex Integrated Care System (ICS) and the communities it supports.
Herts’ commitment to EDI is evidenced in our Impact Accelerator Account (IAA) awards which ringfences funding and resource to promote the EDI of provision and dissemination of funds. This work sits alongside ongoing initiatives including mandatory EDI staff training and self-assessment teams working towards achieving Athena Swan Departmental awards.
PE is reported to staff through staff briefings, all-staff comms, targeted communications to researchers and external business collaborators, and through the intranet. Good practice is recognised through these channels, with staff invited to submit newsworthy items to the internal comms teams. Impact on, and engagement with, the public are systematically recognised through communications, whilst our annual Vice Chancellor’s Awards ceremonies invite nominations in engagement-focused activities including the “Community Contribution” and “Researcher of the Year” award.
Aspect 3: Activity
Encompassed by the PE Strategy, Herts has a well-developed engagement approach with resources allocated centrally and within each School, ensuring a holistic approach. Responsibility for PE is devolved to RTCs and Engagement Managers, with a specific focus on areas of excellence including Health and Wellbeing, Food, and Heritage, Cultures and Communities.
Between 2019-2021, Herts’ engaged 44,279 people across a broad range of PE activities (HEBCI).
Our AHRC IAA (2021) included an allocation of budget for PE activities, which was partly used to establish the Arts and Science group to explore ways in which the Arts can help configure scientific concepts to broaden their public understanding. This allowed Herts to share innovative models of practice in this area and scale up engagement with NGOs, charities and government agencies in novel, visual ways to increase public understanding of the consequences of the climate crisis.
Through the IAA, Herts also ringfenced funding for capacity-building activities which facilitated opportunities for continuous improvement and adapted approaches to knowledge exchange and engagement based on a marked increase in practical experience. Investment in capacity building extended and deepened networks with key partners, for example via the University-led Hertfordshire Cultural Education Partnership, which sought to improve the lives of the region’s children and young people through access to high quality arts and culture. The programme also facilitated the development of a more integrated schools engagement programme.
The Outreach and PE Team in the Department of Physics, Astronomy and
Maths work to support and maintain the science capital of people in
under-served local communities in Hertfordshire with embedded evaluation
at the core. This includes a coherent programme of events and activities
for school pupils from KS1-4 in our widening participation partner
secondary and primary schools and public events such as our open
evenings at Bayfordbury Observatory; the team works with ~4,000 learners
a year.
Other exemplar programmes include:
Activity
Detail and Outputs
UH Arts and CultureAn arts and cultural programme that delivers a relevant, ambitious and innovative cross-arts programme.
St Albans Museum and Gallery Collaboration: Barbara Hepworth: Artist in Society ExhibitionThis major exhibition of twenty sculptures and drawings explored a short period in the life of one of Britain’s most celebrated artists, and highlighted Hepworth’s connection to Hertfordshire.
The exhibition received 48,147 visitors and 2,000 participants on an associated learning programme.
Centre for Research in Public Health and Community Care (CRIPACC)Co-production of health studies with external stakeholders and members of the public in partnership with the NIHR Applied Research Collaboration in the East of England; Professor Wendy Wills is the Director of NIHR ARC.
Our Patient Experience and Public Involvement Unit has led evaluations of the impact of patient and public involvement in research, and shared best practice. For example, a community project to engage with children and their families living in Stevenage about their health and wellbeing.
New Geographies: New Town Stories Community ExhibitionThe artist worked with participants to respond to the New Geographies project through exploring our relationships with local areas and specifically what ‘public art’ might be. The project concluded with an online exhibition, activities and a ‘giant’ book for ‘Festival of Ideas Reimagined’ (1,250 visitors).
Food in Later Life Online GameCreated by Focus Games and CRIPACC, and converted to online format in 2020, the game helps those who work with and live alongside older people to understand how to help the older generation remain 'food secure'.
Drawing on research findings, the CRIPACC team carried out a collaborative project with Hertfordshire County Council to engage with young people and prioritise issues related to obesity. The findings were shared with local counsellors and authority staff at a Healthy Stevenage Partnership meeting, which has been used by Stevenage Borough Council to improve the active environment for young people.
RobotsThrough partnerships with cultural institutions and proactive media engagement, the Adaptive Systems Research Group engaged the public in what socially interactive robots can do, applying balance and reason to typically excitable debates on whether robots will ‘take over the world’. In 2020 the Robots exhibition toured Europe and the Far East and was visited by circa 500,000.
Open Graves, Open MindsThrough extensive public engagement, pedagogical innovation and outreach activities the team has i) increased public awareness of how Gothic narratives can challenge perceptions of otherness and difference, helping to combat prejudice and hate crime; ii) used her research into folklore and myth to promote ecological conservation;; iii) worked with and inspired the Young Adult Fiction of the novelist Marcus Sedgwick. This work was presented at the British Council’s
Being Human Festival in November 2020 which had 173,000 visitors.The History of CoffeeProfessor Jonathan Morris’ expertise in the coffee sector has been highly influential:
Podcast (100,000 downloads)
New York Vulture video (100,000 views)
BBC Radio 4 episode (c.2.5M listeners, c.800K podcast listeners)
This project increased community in astronomy and STEM in libraries, with the ambition of broadening families’ expectations of astronomy and STEM. The work involved a wide range of PE, including workshops, events and story time sessions with young people. The project increased the number of STEM books borrowed from partner libraries by almost 2000, helping to improve science literacy.
SEPnet Year 3 Primary Careers Pilot SchemeThe University is a member of the South-East Physics Network (SEPnet), which undertakes a wide range of outreach in schools and the community with diverse PE programmes. The project creates a double intervention set of workshops ran over two terms with an intersession activity for year 3 pupils (age 7-8) across 3 primary Schools.
Widening Access and Student Support (WASS)Through developing relationships with local schools and listening to feedback from students and teachers our programme has evolved to include more focus on academic skills, attainment and enrichment.
Bayfordbury Observatory’s programmeA programme is designed to inspire the next generation of astrophysicists and astronomers; involving open evenings, school visits, inflatable planetarium for roadshow events and stargazing projects in local primary schools.
Heritage HubFocused on bringing together community interests in history and heritage across the region, the Hub provides a unified, outward-facing identity for our heritage engagement activities, pooling our academic expertise to run collaborative initiatives with the public, social enterprises, housing associations, libraries, local authorities and museums.
Hertfordshire Law ClinicProvides free legal advice in areas of unmet need including family and housing law, improving access to justice in our community.
Aspect 4: Enhancing practice
Whilst responsibility for PE is devolved to staff within Schools and SBUs, Herts provides centralised support to staff members in the evaluation of engagement activity to ensure continual assessment and opportunities for improvement:
Research-based engagement projects have evaluation embedded into the core of the activity, with time dedicated to analysis and impact. Project teams and RTCs are supported by the Impact team to assess impact and engagement, which is underpinned by a formalised case study that contributes to lessons learnt and future improvements.
Business activity with local stakeholders, enterprises and the local communities is evaluated by the Enterprise and Business Development team. Activities are coordinated and supported by the team with dedicated Accounts and Operations support, responsible for evaluating the success and impact of engagement activity, including feedback, evaluation, analysis and areas for improvement in future activity.
Outreach and Engagement activities led by Engagement Managers have evaluation built into the project, with focus groups, debrief and analysis embedded into project design. This activity is also supported by the WASS team who are responsible for supporting outreach activities with school-age children. The team also lead on evaluation of the support provided and associated impact.
Events and Campaigns are supported by colleagues within Marketing and Communications. All marketing activity is tracked and reported, including attendee numbers, outcomes and lessons learned. This activity aligns to the strategic goal of increasing attendance at events by 50% by 2025.
All engagement activities are analysed to inform future practice and foster a culture of continual improvement. Activities are reported within REF, KEF and HEBCI returns. Locally, Herts acknowledges the need for a mechanism to centralise the reporting and governance of engagement evaluations. These will inform future activities and areas of focus, allowing the University to align these to existing and future targets as set out in the PE Strategy.
Aspect 5: Building on success
Herts has made significant progress over the last 3 years, with the publication and implementation of the PE Strategy which outlines the positive progress made alongside the targets and aims still to be realised before 2025. This dovetails with existing, complementary strategies including the University’s Enterprise Strategy, Research Strategy, and Strategic Plan, which cumulatively demonstrate Herts’ holistic approach to engagement.
Herts also compiles and publishes annual strategic and financial statements, which include assessments of engagement results and impact in target communities – (2019/20, 2020/21, 2021/22). These reports provide an institutional level review of the extensive engagement activity our bottom-up organic approach has delivered.
Herts has made progress in raising the profile of the impact of PE through targeted marketing campaigns, designed to engage new audiences. The ‘Powering Progress’ Research Campaign in 2021/2022 was designed to harness the potential of students, businesses, researchers, and the global community and highlight the impact of Herts’ work. The campaign focussed on areas of excellence, known to be important to the public: Health & Food, AI & Robotics, and Climate Change & Sustainability. The campaign engaged over 27,000 through social media, over 65,000 web visitors and PR audience of over 40 million. An evaluation was conducted with over 2,000 people to gauge the impact and level of engagement with audiences, which has informed future planning for cross-institutional PE events.
The success of this campaign, associated metrics, insight data, and staff feedback has been reported to the Chief Executive’s Group and Vice Chancellor’s Executive and shared with staff across the institution. Due to the noted success of the campaign, Herts built on this engagement activity with an Enterprise Campaign in 2022/23, which focuses on how the University innovates and disrupts through knowledge exchange and collaborative research. The campaign showcases the impact Herts has on the economy and business growth, with the opportunity for entrepreneurs and businesses to engage.
Herts has seen increased success in the 2021 REF results and the impact case studies continue to be showcased to inspire and support academic staff. In REF 2021, Herts research ranked in the UK's top 25% of all universities for research impact, placing Herts as the top ranked post-92 University and demonstrating a rise of 61 places, the highest of any University. Herts also rose from 83rd to 62nd in research excellence rankings, with 78% of Herts research rated ‘world leading’, more than doubling Herts’ 2014 results.
Building on the success of previous PE activities, a working group has been formed to develop future events including the 2024 Festival of Ideas which will bring together exemplar practice in Research, Education and Knowledge Exchange. The working group will form a Community of Practice that will drive forward our institutional goals co-creating PE for mutual benefit.
Whilst Herts continues to build upon previous and current PE activities, a need for central oversight has been identified. Accordingly, work is underway to further embed engagement into Herts’ governance and reporting structure, ensuring ongoing innovation and focus on public and community engagement activities to be implemented by 2023/24.
Note You are currently viewing the latest version of this narrative statement. View the previous version as published in previous iterations of the KEF (KEF1 and KEF2)