Institutional Context
Summary
Teesside University is an anchor institution and the key Higher Education Institution in its region of Tees Valley, North East England. Our mission is to generate and apply knowledge that contributes to the economic, social and cultural success of students, partners and the communities we serve. Through education enriched by research, innovation, and engagement with business and the professions, we transform lives and economies.
Institutional context
Based in Middlesbrough, Tees Valley, with additional campuses in Darlington and London, Teesside University has over 20,000 students, a growing international footprint, distinctive research strengths, and a clear business and engagement mission, operating as an anchor institution in its region.
Our mission is that we generate and apply knowledge that contributes to the economic, social and cultural success of students, partners and the communities we serve. Through education enriched by research, innovation, and engagement with business and the professions, we transform lives and economies.
We embed knowledge exchange throughout our strategic aims, and in particular:
Research and Innovation: Through a regionally engaged approach that is of global relevance, we will support recovery, regeneration, and renewal in the region and beyond.
Enterprise and Knowledge Exchange: To be an enterprising university, working in partnership to have a transformational impact on people, our region, and the wider world.
Our local economy is challenging, as the Tees Valley is underperforming in comparison to the rest of the country:
Business density (37% lower), new business creation (38% lower) and productivity (GVA, 17.8% lower) are all below the UK average.
Employment is 5.3% below the national average; while the number of high skilled jobs is 24% lower.
Nevertheless, our region is characterised by boundless ambition. It’s rich industrial legacy lives on in the area’s rail and engineering industries, its deep-sea ports and airport – together part of a unique Freeport - and its advanced manufacturing heart. Tees Valley is also a dynamic business location for digital and creative technologies, and a leading destination for process industry and new energy companies.
Our continued engagement in our local economy, with businesses and communities, and with partners involved in skills, innovation and business growth remains essential and underlines the importance and impact of our mission.
Consequently we:
Create confident, aspirational graduates who are successful in their chosen careers.
Exploit our knowledge base through collaborative research, workforce development and public engagement.
Connect academics with SMEs to build capacity, increase productivity and develop relationships.
Work with the Combined Authority on the development and delivery of its economic strategy.
Create an entrepreneurial culture inside and outside the institution.
We are committed to equality and diversity, and have embedded a governance structure to support this. The Equality and Inclusion Group (EIG) oversees the application of our principles and directs operations to deliver change. Its five subgroups - disability, ethnic and cultural diversity, faith and belief, gender and LGBTQ+ - each have an Executive Champion that acts as a figurehead and raises relevant issues at executive level. They meet regularly to plan initiatives develop collaborations.
In support of equality, diversity and inclusivity, we:
Maintained our HR Excellence in Research award (2021);
Hold an Athena Swan Bronze Institution Award (2018);
Retained our Investors In People Gold status (2021);
Were awarded Silver in Stonewall WEI (2022); Hold Disability Confident Leader status (2022); and
Are a signatory to the Race at Work Charter (2022) which is designed to improve the workplace outcomes for employees from minority ethnic backgrounds.
For further information, please send queries to innovate@tees.ac.uk
Local Growth and Regeneration
Summary of approach
Teesside University is an anchor institution in its region, contributing to economic growth through the provision of higher-level skills, research, innovation and business support. Its approach is rooted in its local economy, reflecting the industrial strengths and opportunities and meeting the challenges of an area that has seen the closure of key employers that once dominated. Teesside University plays a key role in supporting the Tees Valley establish itself as an enterprising, vibrant region focused on growth through digital, biosciences, health and clean and renewable energy.
Aspect 1: Strategy
Tees Valley is an area of some 670,000 people, bordered by County Durham to the north and west, and North Yorkshire to the south. We are an anchor institution within our region, and place our primary regeneration focus on Tees Valley, with collaborative work in the broader North East and Yorkshire areas.
Tees Valley’s ambition of clean growth is founded on a highly integrated industrial ecosystem, growth in digital and the biosciences, the substantial asset of Teesworks - a new Freeport embracing both maritime and aviation gateways, and a strong university/Regional Technology Office presence.
It needs, however, to combat the weaknesses of low business density with few scale-ups, low levels of business R&D, underperformance in education and skills, and low labour market participation.
The University is well placed to help address these issues and exploit the opportunities for growth, not least because we are fully invested in the Tees Valley, with a strong network of partnership organisations and a long history of aligning our strategic mission to that of our region.
This is embedded in our Enterprise and Knowledge Exchange Strategy (2022-2027), which has as its strategic aim:
To be an enterprising university, working in partnership to have a transformational impact on people, our region, and the wider world.
And its objectives to:
Create an entrepreneurial culture, developing the skills, behaviours, and confidence to fuel enterprise.
Develop and nurture sustainable strategic relationships, providing benefits to partners, students, alumni, and staff.
Drive regeneration, working with businesses and organisations to co-create solutions to challenges, drawing on the knowledge, expertise, and talents of our people.
Deliver high-level knowledge and skills essential for a talented, diverse, and future-facing workforce for our region and beyond.
Create connections between the University and the communities it serves, through meaningful interaction, collaboration, and inclusion.
We have worked closely with Tees Valley Combined Authority (TVCA) since its inception in 2016, contribute to the non-executive leadership of the Tees Valley Local Enterprise Partnership and as a key delivery partner across our local industrial strategy our ambition is to:
Lead the way as an exemplar region for clean energy, low carbon and hydrogen.
Develop pioneering capabilities in industrial digitalisation and ensure implementation of digital applications at scale.
Leverage the full potential of our innovation ecosystem in support of building R&D capability, commercialisation and business growth.
Grow and widen the pipeline of talent to support our competitive advantages and help more local people into jobs with good long-term prospects.
Attract investment and establish a global reputation for Tees Valley as a vibrant and thriving place to be, with world leading opportunities in clean energy.
More locally, we work with all five local authorities within in our region supporting their economic development and place strategies and collaborating with economic development, planning, culture and business teams. Our strong partnerships with NHS partners - led through our School of Health and Life Sciences and with integrated care systems as well as individual Foundation Trusts - ensures that we are alive and responsive to the strategic skills and innovation needs of our local health economy.
This approach extends to our engagement with individuals and communities through our Community Investment and Social Impact Strategy (2022-27), which was developed with local communities and places them at its heart.
In practice, this responsiveness to our local and regional economy sees us deliver:
Innovation and knowledge exchange based upon our research and delivering industry partnerships that support research impact.
Apprenticeships and continued professional development, supporting higher-level skills, building relationships that bring an employer perspective to teaching and employability.
Entrepreneurship and enterprise, encouraging and generating high-growth start-ups, and embedding this approach in the curriculum, supporting students, graduates and researchers to be entrepreneurial.
Campus investment, delivering a ten-year, £300m masterplan shaping the heart of Middlesbrough and Darlington and having a transformational impact on place and inward investment.
Sector-themed initiatives, such as digital, biosciences, health and clean growth, aligned with regional priorities, underpinning our curriculum, research, recruitment and employability developments.
Aspect 2: Activity
We delivered initiatives over the past three years that have transformed lives and economies drawing on our research and teaching, and often with the support and funding from our partners. These have included:
Industry-facing centres of excellence and expertise
Our Industrial Digitalisation Technology Centre supports SMEs in the Tees Valley to explore the opportunities that new digital technologies bring including Internet of Things (IoT), big data analytics, modelling, simulation and sensor technology. We work with SMEs to structure an innovation project that is practical and pragmatic and appropriate for the business and address this challenge through consultancy and mentoring that typically lasts from 12 hours to 3 months of support.
The National Horizons Centre (NHC) is our £22.3m centre of excellence for the biosciences and healthcare sector. The NHC brings together industry, academia, talent and world-class facilities to create real-world impact. This sees us work with industry on collaborative research, work alongside dynamic healthcare enterprises in our co-creation space and delivers unique and impactful industry training opportunities in biomanufacturing, biotechnology and digital analytics skills. For example, NHC’s partnership with the Advanced Therapies Skills Training Network and the biopharma industry delivered biomanufacturing related Continuing Professional Development courses to 361 learners in 50 different companies. While investment from industry partners such as CPI, FUJIFILM Diosynth Biotechnologies, Hart Biologicals and MOMA Foods, has delivered Knowledge Transfer Partnerships and funded PhD studentships that support competitiveness and generate new knowledge.
The construction of the £16.4m Net Zero Industry Innovation Centre (NZIIC) sees us cement our key role in the delivery of net zero ambitions for the region and the UK. A hub for industrial decarbonisation and a national centre of excellence for net zero technologies, the NZIIC positions Teesside firmly at the heart of the UK's green industrial revolution, providing a focus for major investment across four key areas: hydrogen and decarbonisation; circular economy; intelligent energy and industrial systems; and digital modelling and simulation. The centre’s academics have already begun work with industry partners working with 11 businesses in 2021-22, almost a year before the physical centre is open. A related initiative, the Tees Valley Hydrogen Innovation Project (TVHP) works with SMEs on the opportunities presented by the potential of a hydrogen economy. In the three years from 2019-20, worked with almost 40 businesses, exploring how hydrogen can replace or augment their current energy mix.
Support for business and enterprise
As the lead partner for the longstanding DigitalCity programme, we have continued to support new technology firms to grow through innovative products and services and help a wide range of businesses embed digital technologies for improved performance and competitiveness. It’s initiatives include Creative Fuse supporting the creative and digital sector, and programmes such as Accelerator, for digital start-ups and SCALE for ambitious, established businesses.
Grow Tees Valley has continued to help SMEs develop their capacity, grow markets through new products and services, and build leadership and management capability, drawing on academic expertise, partnerships and student and graduate talent through projects, internships and consultancy.
Teesside University’s Launchpad is at the heart of our unique enterprise ecosystem. It nurtures pre-starts, start-ups and students, offering a range of programmes, advice and entrepreneurial experiences inside and outside the curriculum. Embracing a vibrant incubator and co-working facility, and supporting enterprise clinics and studios across the university, Launchpad acts to ignite new business creation and foster its growth.
Developing talent, skills and employability
Our relationship with Kellas Midstream, an energy infrastructure business supporting the transition from North Sea gas to net zero, sees the firm invest in engineering scholarships with students from the School of Computing, Engineering and Digital Technologies, and will represent a £400,000+ investment over the life of the partnership. While academics from the School have delivered a programme of Skills Bootcamps across five themes, funded through the Department for Education via Tees Valley Combined Authority and the Institute of Coding national consortium, has engaged 196 learners since 2019.
In 2021-22, our portfolio of 26 degree- and masters-level apprenticeships delivered higher-level skills to 2057 learners working at 308 employers. This unlocks considerable employer investment in skills supporting industry and public services towards improved productivity and effectiveness. Apprenticeships are playing an increasingly important role in Tees Valley industry, supporting young people and adults to secure a lifetime of sustained skilled employment and meet the needs of our growing and rapidly changing economy.
An extensive programme of internships directly supports local organisations across all sectors with the provision of graduate talent to deliver specific projects. Internships play a major role in making employers aware of the benefits of recruiting graduate employees. At the same time, they help to equip graduates with job-ready skills, mindset and confidence, increasing their prospects of securing graduate-level employment in the region, and helping to retain key talent.
This activity has been made possible due to considerable investment from partners and the university itself. In the three years to September 2022 this saw over £14.3m invested through ERDF programmes alone, which is expected to double as significant capital programmes are completed.
Aspect 3: Results
In the three years to September 2023, our delivery of European Regional Development Programme initiatives supported 542 SMEs, including 139 of which received grant support, and saw employment increase in SMEs we worked with by 151 roles. Businesses that we worked with us introduced 123 new products over the same period. And these data represent only partial completion of the programme, with a further nine months remaining of ERDF delivery before this funding mechanism finally comes to an end.
Our support for employability has seen us deliver 357 internships, 1,034 virtual internships, 170 ‘year in industry’ and 638 applied practice postgraduate internships opportunities for our students over the past three years, with a strong bias towards opportunities with local employers.
Through our enterprise support activity we have assisted in the creation of at least 20 new graduate start-ups each year (HE-BCIS). Over 40% of these start-ups survive for more than three years, with all currently active graduate start-ups representing a collective turnover of over £59m per year, and creating 742 jobs (HE-BCIS).
New Skills Consulting updated its 2020 assessment of Teesside University’s economic impact in 2022 and concluded that despite the challenges of the Covid-19 pandemic, our contribution to GVA has increased to over £247m each year and supports almost 3,300 jobs and is felt most keenly in our local area, with our impact on Tees Valley being £161m GVA and over 2,100 jobs. Our knowledge transfer activities represent £145m contribution to UK GVA and over 1,000 jobs.
Public & Community Engagement
Summary of approach
Teesside University’s approach to public and community engagement reflects its role as an anchor institution in its region. It works in partnership across research and innovation, enterprise and knowledge exchange and community investment and social impact to involve stakeholders in our research, create and increase opportunities for engagement, build capacity in-house and with others, and support civic pride and wider public benefit.
It does this across its institutional themes of people and place, health and wellbeing, and net zero with proactive and strategic engagement with stakeholders and communities, backed by increased capacity to support public and community engagement, and a strengthened evaluation and impact team, led at Board-level and embedded throughout the institution.
Aspect 1: Strategy
Public and community engagement (P&CE) activities at Teesside University embody the university’s stated mission to “transform lives and economies”, ensuring its work meets community needs, is shaped by society, and drives local economic growth and productivity. Leadership sits with the University Executive and governance is embedded through our committee structures to board level (see figure 5). We have invested in P&CE support (see aspect 2) and leveraged project funding to support further P&CE activities (see section 3).
P&CE priorities are embedded in our Research and Innovation (R&I), Enterprise and Knowledge Exchange (E&KE), and Community Investment and Social Impact (CI&SI) strategies. We have committed to:
work in partnership with stakeholders and communities to ensure our research meets local and global needs (R&I)
create connections between the university and the communities it serves, through meaningful interaction, collaboration, and inclusion (E&KE)
build positive community relations and goodwill with all our publics (CI&SI)
Our P&CE approach has four goals.
Involve publics, patients, communities, and businesses in shaping research
Create opportunities for access to knowledge, expertise, facilities, people, and influence to benefit our communities and address material issues
Build capacity to strengthen public engagement and develop best practice
Contribute to civic pride and deliver public benefit
Aligned to its strengths, the university has established three intersecting institutional themes supported by cross-cutting digital technologies to enable interdisciplinary research, promote public engagement, and expand international working. The map shows we have identified key stakeholders involved in the co-production of our research under these themes: Health and Wellbeing, Net Zero, and People and Place.
Figure
Since 2020, our QR Social Priorities Fund (SPF) has strengthened engagement with Tees Valley Combined Authority (TVCA) and regional stakeholders (Tees Valley Education Trust, Thirteen Housing Group, South Tees Health Trust and Middlesbrough Council) to direct research for the benefit of local communities. This has included: seconding TVCA staff to work with social policy researchers to better understand, and anticipate, regional social and economic challenges; and developing joint studentships around digital inclusion and the green economy.
In 2021, our research centres developed Theory of Change plans to identify the intended societal and economic outcomes of their research, and the stakeholders they will engage with to deliver change. We have used this framework at institutional level across our three themes to set out our approach to P&CE and to help evaluate our intended impacts.
The Research Culture and People sub-committee of our R&I Committee is implementing a culture action plan under the ‘culture’ priority of our research strategy, which includes embedding EDI considerations into research activities. For example, impact managers in the Research and Enterprise Office (REO) support researchers to consider P&CE in project design – during bid development and once projects are live – through school-based Impact and Innovation Boards.
Aspect 2: Support
Since KEF 1, Teesside has published its corporate strategy (2022-27) Ambition Delivered Today and has identified P&CE as a strategic priority in both its R&I and E&KE strategic plans. We have reviewed how we support and fund P&CE and have invested university, QR and HEIF funds to strengthen our core team and enhance P&CE activity across the university.
We have reconfigured our professional support for research and innovation and academic enterprise into the Research and Enterprise Office (REO) and invested in new posts to resource public, societal and business engagement. We are also investing in community engagement and events roles through our Communications and Development (CAD) directorate. This will create a core community and public engagement team of nine staff across two services (REO and CAD), who will be co-located to deliver P&CE work.
We have a Research and Enterprise Development Programme and Impact and Engagement Resources in place to develop the engagement and impact practice of researchers. We funded 30 staff to attend Impact Integrators e-learning, a self-paced training package from Walcott Communications aimed at early to mid-career researchers. The course complements our schedule of internal impact training and the face-to-face support provided by our impact managers.
To ensure early-career researchers develop C&PE skills, we use QR Participatory Funds to offer them training and funding for C&PE activities. It is a condition of funding that applicants must undertake training offered in participatory research methods delivered by UCL’s Coproduction Collective. Staff applying are also signposted to UKRI’s co-production resources.
Our promotion criteria were refreshed in 2021 and now include activities related to public engagement across teaching, research, and enterprise and knowledge exchange promotion pathways.
As part of our research people and culture action plan, we have committed to conduct equality impact assessments (EIAs) to report on the allocation of funding and training opportunities to staff.
Aspect 3: Activity
The University organises its P&CE under three institutional themes.
Health and Wellbeing
Patient and public involvement underpins Teesside’s approach to health-based research.
Professor Zulf Ali’s EC Horizon 2020 SocketSense project successfully developed a sensor-based socket system for lower-limb amputees, engaging with patients and prosthetists to define project requirements.
Professor Samantha Harrison’s Balance in Pulmonary Rehabilitation project (BPuRe), funded through a £1.1m NIHR Advanced fellowship, involved six core members from patient support network Breathe Easy Darlington in its design and delivery. Network members also helped develop researchers’ understanding of living with breathlessness, through a series of five drawing workshops with a professional cartoonist.
Lockdown Babies, an IUK Community Research Network project led by Professor Dorothy Newbury-Birch, established a community steering group to oversee the project, provide advice on key issues and deliver feedback on the final report and dissemination activities.
Our proven track record in co-production methodologies combined with partnership working with health trusts, local authorities and communities continues with Newbury-Birch leading the £5m NIHR Health Determinants Research Collaboration with South Tees. This is one of 13 nationwide collaborations set up to establish new ways of working and improve the understanding of the long-term factors that affect people’s chances to lead healthy lives. This collaborative work across the region will develop a new culture of research and knowledge. Evidence-based research is underway in co-production with councils, communities and other agencies working to tackle regional health inequalities.
Net Zero
Public understanding and involvement in the net zero agenda is a recognised strength of Teesside’s work.
ERDF-funded Tees Valley Hydrogen Innovation Project supported 53 SMEs to develop new networks, products and processes to support a local hydrogen economy. Outputs included school outreach events involving 91 school children with Inspiron Learning, whose feedback demonstrated improved pupil understanding of the hydrogen economy and interest in future hydrogen careers.
ESRC-funded Harvesting the Sun Twice Project’s community engagement strategy in Kenya and Tanzania assessed how agrivoltaic technology can be co-designed with users, informing potential roll-out across East Africa and beyond.
Community Renewal Fund project Towards A Greener Tees Valley brought together engineering and design expertise to imagine a low-carbon home for social housing, with local community members involved in co-designing solutions.
EPSRC-funded CarbonFreeports: Freeports as opportunities not threats for place-based decarbonisation of transport project, funded through the Decarbon8 Network, engaged with local industry and policy stakeholders, including TVCA, Liverpool City Region authorities, and broader civil society organisations. Project outputs included a webinar series on planning for freeport alignment with net zero strategy.
Building on these industry and community engagements, researchers from Teesside and Durham universities’ engineering and social policy disciplines, secured a £4.8m RED fund award Growing Teesside’s Hydrogen Economy and Catalysing a Just Transition to Net Zero to start in March 2023. The project will explore social issues related to industrial decarbonisation and the transition to hydrogen energy adoption in the Tees Valley region. A series of participatory citizen-led events will be convened in collaboration with IPPR North; school outreach programmes will be run in partnership with the North East STEM Hub. The New Economic Foundation will evaluate the public impact of this work.
People and Place
Researchers across the university are involved in P&CE projects focused on place-making, pride in place, and place-based policymaking. Collaborations with stakeholders have been developed as a way of directing research for the benefit of communities (including with TVCA, Tees Valley Education Trust, Thirteen Housing Group and Middlesbrough Council).
The university’s Middlesbrough Institute of Modern Art (MIMA) engages the community in events to develop public understanding by exploring art, science, politics, economics and culture, via themes such as housing, migration, inequality, regeneration, and healthcare. The One Fifteen is a series of lunchtime talks in which academics from the university talk about ongoing research.
UKRI-funded project, Tees Valley Lab set out to enhance place-based partnerships in public engagement, by to co-developing societally relevant approaches through a process using community embedded interventions to stimulate community reflections on place.
The university launched its TU Community Hub in June 2022, following discussions with local voluntary organisations (Catalyst Stockton, Middlesbrough Voluntary Development Agency, Redcar & Cleveland Voluntary Development Agency and Hartlepower). The hub provides a gateway for community and voluntary organisations to collaborate on joint projects and access support from the university (such as a law clinic, business clinic and social enterprise support).
The university is supporting its VCSE partners to develop a £25k IUK Community Research Network project bid to empower people with disabilities to participate in research of all types, not just focused on their disabilities. Partners include Hartlepool Carers, Hartlepool BD, Hartlepower and the Joseph Rowntree Foundation.
Funding from Teesside’s AHRC Impact Acceleration Account (IAA) will build on this work, supporting the levelling-up agenda of the Tees Valley, and the cultural renewal of post-industrial towns and cities in the UK and internationally. We will extend the reach of our research across sectors, audiences, and geographies, engaging more deeply with hard to reach and marginalised communities.
Aspect 4: Enhancing practice
Teesside has continued to invest in its Evaluation and Impact Team, led by Associate Professor Helen Moore. The team responds to external requests for research-informed evaluation in regional social, economic and cultural policy with a particular focus on community engagement. It also advises researchers across the university on evaluation of P&CE, to improve the experience of publics. For example, the team suggested using an ‘engagement SWOT’ in the UKRI Enhancing Place-Based Partnerships in Public Engagement Programme, which all stakeholders including young people completed on a regular basis to provide feedback. Feedback on facilitators of and barriers to engagement enabled the researchers reflect on different ways of working to strengthen the societal impact of the university and its community stakeholders.
In 2020, the team analysed P&CE work across the university for a response for the UK 2070 Commission Tees Valley Taskforce. The contribution emphasised the need for positive working relationships between different levels of government and community stakeholders, to support sustained socio-economic improvements in the region, particularly in the wake of Covid-19.
Similarly, Sophie Suri, a research fellow funded through the £20m NIHR Applied Research Collaboration (ARC) North East and North Cumbria, provides expert advice on patient and public involvement and evaluation, including to the BPuRe project (see Aspect 3). For example, the collaboration with Breathe Easy Darlington led to a further involvement in the co-design of a walking football intervention. The Breathe Easy core team members evaluation led to the researchers reconsidering if the BPuRE physio intervention for balance training could be delivered in a more engaging way through football or dance. The benefits and insights from the evaluation of the work so far have been shared through a bimonthly Respiratory Rehabilitation Research Group, and an ARC seminar series involving all ARC sectors (NHS, primary care, public health, social care, and higher education) across the North-east and Cumbria.
Expertise, training and best practice is continually shared through Teesside’s P&CE community of practice. For example Newbury Birch has developed a programme on production and participatory research based on her book Co-Creating and Co-Producing Research Evidence. The programme, which has been offered to the community of practice and researchers outside of the university, includes sessions on the power of collaboration, engaging ethnic minority communities in research, and ‘how can I collaborate with public health students, academics and LA staff?’
Alongside developing in-house evaluative expertise, Teesside has supported stakeholders to do the same. For example, the Breathe Easy members have received methods training. The university used its QR Strategic Priorities Fund to second three of TVCA’s policy staff to collaborate with researchers to better evaluate P&CE and understand regional challenges such as health inequality, education, joblessness and poverty, and economic development and the revitalisation of the regional energy industry.
Figure
Aspect 5: Building on success
In the first year of a new corporate strategy, Teesside has made positive progress against plan in relation to the ‘purpose’ and ‘process’ elements of P&CE (as shown in the aspects 1 and 2 above) and through the NCCPE EDGE tool (below), which was reviewed by the R&I and E&KE strategy groups as part of the strategy development.
The rapid progress shown in the EDGE Tool is due to internal and external stakeholder engagement in the development of our P&CE plans, for example through TUCH where stakeholders reported difficulty in accessing university support and through the reflections of the Evaluation and Impact Team based on their work of what works with researchers and communities.
Evaluation of HEBCIS data show P&CE events have increased slightly yet attendees almost doubled between KEF 1 and KEF 2. During KEF 1 (2017-20) there were 270 events attracting 32,906 attendees compared to KEF 3 (2020-21) which held 298 events attracting 61,934 attendees.
However, we still have work to do on improving the ‘People’ dimension of the EDGE Tool, by expanding our efforts to include more staff, students, and publics in P&CE, in communicating the value of this work to public audiences and evaluating its impact. Expansion of activity, collation and communication of activities, and evaluation of P&CE (including through our community hub) will be a priority of the ‘core’ team.
NCCPE EDGE Tool Evaluation 2019 Compared to 2023
Figure
Governance
Overall accountability for P&CE sits with the Vice Chancellor with responsibilities for P&CE delegated to the University Executive across the portfolios R&I, E&KE and Environmental and Social Governance (ESG).
Strategy boards monitor the implementation of the R&I and E&KE strategic plans, which include P&CE objectives, chaired by the relevant PVCs. Boards meet quarterly to review progress against plan and report up to Academic Board through the university committee structures for R&I and E&KE.
The ESG board, chaired by the Executive Director of Communication and Development, oversees delivery of the CI&SI Strategic Plan. The ESG board reports directly to the University Executive which includes the Executive Director of Communication and Development and PVCs for E&KE and R&I.
Teesside recognises a need to improve external scrutiny of P&CE activities and the core P&CE team will use the Community Hub to engage stakeholders from volunteer organisations, local government, health trusts, and communities to review of PC&E activities to ensure transparency and public accountability.
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)