Institutional Context
Summary
Founded in 1965, at a time of challenge and change, Warwick was established as a civic university from the outset, and still asserts an open and progressive approach to higher education. Rapidly accelerating to become one the world’s highly ranked research-intensive universities, Warwick remains committed to building comprehensive capacity for effective knowledge exchange, placing partnerships with industry and community at the heart of our institutional purpose.
Based in Coventry, Warwickshire and the West Midlands, our mission is to be a regional force for good, working alongside regional businesses, strategic partners, and communities to co-create new ideas with local impact, that lead to applied commercial innovation, socio-economic development, nurturing local talent, and providing transformative opportunities for local people from all backgrounds.
Institutional context
Warwick’s 2030 strategy is to point the way ahead in research, education, and innovation, creating real-world impact across our strategic priorities of Innovation, Inclusion, International, Sustainability and Regional Leadership.
We have a clear strategy for delivering high-quality Knowledge Exchange (KE), set out in our KE Concordat and backed by senior level university commitment. We are building on our strong track-record and looking at new approaches; for example, recognising the positive impact of hosting the British Science Festival in 2019, we established the Warwick Institute for Engagement to focus our investment in public and community engagement. Our research excellence and partnerships shape our local KE approach, informing local decision-making and providing unique perspectives on approaches to regional policy, and support for business, community and the third sector. This engagement informs us where our KE activities can be most beneficial for local stakeholders and co-creates Knowledge Exchange approaches with partners.
This approach enabled Warwick’s rapid response to the COVID-19 pandemic, working with regional partners to rise to the challenge. Our researchers provided expert real-time COVID-19 science advice to government through SAGE committees and sub-groups and quickly developed new, less invasive rapid coronavirus testing kits. We partnered in Leamington’s Rosalind Franklin Laboratory, intended to become one of the UK centrepieces in preparing for future pandemics; Warwick provided epidemiological modelling, genomic sequencing, lab assessment, and training for NHS leadership. Warwick fundraised to establish an Institute for Global Pandemic Planning, providing comprehensive solutions for leaders around the World. Warwick supported regional businesses to survive the pandemic, with business strategies and innovation support to diversify into new markets and engagement in Ventilator Challenge UK.
We were a Principal Partner in Coventry, UK City of Culture, helping to plan and deliver the programme and established a new methodology for evaluating the impact of major cultural events, particularly in reaching marginalised communities. As part of City of Culture, we funded and organised the ‘Resonate’ programme, delivering c150 events and activities throughout the year to large audiences, both in-person and online: engaging with local communities across the city. Our investment in cultural infrastructure, includes a £45m redevelopment of Warwick Arts Centre and a new £57.5m Faculty of Arts building, forming a new ‘cultural quarter’ on campus, contributing to the legacy of City of Culture.
Warwick has had a significant impact on the national and regional economy. Our expertise continues to drive approaches to regional productivity, skills and enterprise and informed the ‘reset’ strategy of the local economy post-pandemic with a greater emphasis on creating and scaling innovative businesses. Warwick Innovation District provides support for entrepreneurs and incubation support to accelerate businesses in key sectors such as health, CreaTech, DeepTech and clean transport, while WMG runs major innovation support programmes for manufacturing supply chains and enables transformational business growth through its expertise and partnerships.
Warwick has supported local communities to develop capabilities for transformational change, leading major programmes in our local neighbourhood of Canley and working with community groups across Coventry and Warwickshire through the Warwick Institute of Engagement.
For further information, please send queries to KEF@warwick.ac.uk
Local Growth and Regeneration
Summary of approach
Warwick has clear strategies for the growth and regeneration of our local area. Our geographical focus is Coventry and Warwickshire, extending to the greater West Midlands. We have three key strategies for leading the economic, social and cultural growth of our region, making it a better place for all to study, work, live, and visit - and more sustainable for future generations. Our approach is focused on our research leadership, place-making, and partnerships. We are supporting local people and places to recover from the COVID-19 pandemic by ensuring growth strategies benefit from Warwick’s expertise, activities and facilities. The difference we make is evidenced in a variety of ways, from policy changes and industry partnerships, through to transformational impact.
Aspect 1: Strategy
Regional Leadership
Warwick’s Regional Leadership is a key pillar of our institutional strategy, underpinning our activity and ensuring an emphasis on local growth and regeneration. Our strategic objective is to play a still greater role in leading the economic, social and cultural growth of our region.
Our primary geographical focus is Coventry & Warwickshire, which remains at the core of our identity. In addition, we contribute to the wider Midlands region, the West Midlands Combined Authority (WMCA) and Midlands Engine.
Our approach
Our approach to local growth is informed by our research and regional engagement. Warwick’s world-class research centres and programmes work closely with regional businesses, communities, local authorities and partners - providing a unique perspective on our place. This informs where we focus our Knowledge Exchange activities so that they provide maximum social and economic benefit for our region.
Our centres of expertise, such as the Enterprise Research Centre (ERC), the Productivity Institute and High Value Manufacturing Catapult, drive new ideas and innovation, with a strong focus on regional need and identifying barriers to growth. Partnerships in areas such as mental health, creative industries and energy enable us to lever funding to explore ‘what works’. Our collaborative approach to local growth is reflected in the range of projects we deliver with regional partners, allowing us to meaningfully engage with stakeholders and informing delivery of our regional policy engagement, our programmes for industry and our support for the regional economy.
We have focused our local growth activities on:
addressing the issue of regional productivity in key supply chains
recovery from the COVID-19 pandemic
strengthening and diversifying the regional economy through support for innovation and enterprise
ensuring regional businesses have access to skills and talent for growth and that local people have access to those opportunities
Partnerships
Warwick is committed to playing a leading role in our region. Our Vice-Chancellor attends the CWLEP Board, WMCA Economic Growth Board and West Midlands Growth Company Board. Key academics have advised CWLEP, the Productivity and Skills Board, the Midlands Engine Observatory and Economic Board, and we convene the Regional Productivity Forum. Professional services staff sit on the Coventry and Warwickshire Place Board, Business in the Community, and many partnership boards across the region. WMG leads the West Midlands Innovation Alliance virtual innovation team in manufacturing, supporting businesses in all the sectors and major market opportunities of the WM Local Industrial Strategy. We supported a senior secondment from the University to the role of Strategy and Partnerships Director at CWLEP, enabling further alignment our activity with the changing needs of Coventry and Warwickshire.
These commitments enabled the University to react quickly with regional partners in response to COVID-19.
Place
Our expertise and partnerships enable us to support local growth and place-shaping - combining our activities, leadership and civic responsibilities to contribute to economic and social value. Warwick is committed to our role as an anchor institution and recognise our responsibility to play our part in creating a connected innovation ecosystem with the infrastructure, talent and ideas to generate sustained and inclusive growth.
We champion our region and have made strategic investments in resources to improve outcomes for the people who live here.
Aspect 2: Activity
Warwick works closely with regional partners to ensure that the region’s economic direction has a rigorous, evidence-based approach and key local strategies benefit from Warwick’s expertise.
Improving regional productivity was a key focus:
Professor Nigel Driffield leads the regional hub of the ESRC Productivity Institute, working with stakeholders to understand how regional economic performance can be improved. This work has included an agenda-setting analysis outlining key issues and future priorities to close the productivity gap in the region.
We are founder members of the High Value Manufacturing Catapult (HVM Catapult) with an overarching mission to improve the competitiveness of UK manufacturing through collaborative R&D projects, transferring knowledge into businesses (many in our region), and educating highly skilled people.
The Cultural economy is significant to growth and quality of life in the region. Professor Jonothan Neelands has shaped cultural strategy across Coventry and Warwickshire, providing expertise in developing the creative economy and measuring the social impact of culture. Warwick was a principal partner in Coventry City of Culture and a member of Coventry’s Cultural Compact and Warwick District Council’s Creative Compact.
Warwick also supported significant areas which underpin the future growth of the regional economy:
Transport and connectivity are central to the sustainable economic development of the region. We work with partners to consider the future transport needs of the region and co-develop sustainable solutions that will drive growth. Examples include WMG’s collaboration with Ingerop/Rendel to design and manufacture a novel track for Coventry City Council’s flagship Very Light Rail project. This system has greatly reduced track installation costs, making urban rail a possibility for smaller towns and cities in the future. The Midlands Future Mobility programme is developing the environment for connected autonomous vehicles in the West Midlands. Additionally, we are working with BT and Warwickshire County Council, using our expertise to explore how 5G could stimulate innovation and boost the economy.
Energy security is essential to regional development. Dr Caroline Kuzemko engages with Energy Capital; steering the regional response to energy and fuel poverty. Warwick was involved in the WM RESO project, a £2.62 million project to design a new local energy system based on the city of Coventry.
Our Knowledge Exchange activities are focused on building innovation assets which drive regional productivity; creating facilities where new businesses can be incubated and accelerated; delivering business growth and commercialisation programmes; and ensuring regional businesses have access to skills and talent for growth.
Innovation assets
Warwick understands that the region needs excellent innovation infrastructure to enable local growth and to attract inward investment. We have invested in facilities to support co-location with industry, contract and collaborative research and industry-level testing. Examples include:
The £130 million UK Battery Industrialisation Centre (UKBIC) is a pioneering 18,500 m2 state-of-the-art national facility, which has been developed to support UK industry with development of battery technologies for future electrification. It was incubated by WMG and spun out as a separate company in 2019.
The Energy Innovation Centre (EIC): completed in 2019 with funding including £20m as part of the Midlands Engine’s Energy Research Accelerator programme. The facilities are unique in Europe with a battery forensics laboratory; battery cell, module and pack testing; prototyping and pilot manufacturing capability.
We work with inward investment teams across the region to capitalise on the opportunities our facilities and expertise offer to investors. For example, we have worked closely with Stratford District Council to support economic development by attracting inward investment at University of Warwick Innovation Campus - Stratford-upon-Avon.
Warwick Innovation District: incubating and accelerating growth businesses
Our Science Park (UWSP) has space for high-growth companies (currently 142 tenant companies with 3,000+ staff) providing dedicated support to address the most common barriers to growth: access to finance, skills and markets. UWSP delivers Business Ready, a c£1m ESIF-funded programme (with 25% University contribution) and operates the largest syndicate-based and second most active business angel investment activity in the UK, Minerva Business Angels.
We provide spaces and hubs for networking and run a range of innovation incubators and programmes spanning key regional sectors of health and wellbeing, clean transport, deep tech and CreaTech. This includes our partnership at the CreaTech hub in 1 Mill Street in Leamington which is a base for our creative incubation and business support programmes.
University of Warwick Innovation Campus - Stratford-upon-Avon continues to develop as an innovation hub hosting national facilities for Defra and Innovate UK and with high growth businesses such as Lotus Engineering and Corteva connecting to R&D.
Innovation programmes and business growth support
The university supports a local ecosystem of innovative high-growth companies, through commercialisation, innovation support and business growth programmes. For example:
Warwick Innovations commercialises outputs from our world-leading research. It delivers the Innovate UK-funded Innovation to Commercialisation of University Research (ICURe) programme across the Midlands, using development programmes for early-career researchers to undertake knowledge exchange.
The Digital Innovation for Manufacturing (DI4M) programme, as part of the HVM Catapult, has assisted regional companies to grow, develop new products and become more competitive through access to digital manufacturing expertise and facilities.
WMG was a strategic delivery partner for the £1.9m Made Smarter West Midlands programme (2021-22), a national movement to drive growth amongst UK makers and to advance the UK economy. Collaborating with CWLEP Growth Hub, WMCA and the Manufacturing Technology Centre in Coventry, WMG contributed its knowledge and expertise to boost manufacturing.
We showcase our partnerships and share knowledge with industry at regular industry and stakeholder fora and we open up our facilities for business use via Warwick Scientific Services and the Research Technology Platforms (RTPs.) Many Midlands based companies take advantage of our RTPs, including Amtico, Advanced EPI and Norton Motorcycles.
Degree apprenticeships, internships, training and CPD
Warwick is addressing local skills shortages, including through customised programmes, short courses and masterclasses for business. For example:
The University runs over 20 successful undergraduate and postgraduate apprenticeship programmes developed with industry and professional bodies to meet current and future skills needs. Our Degree Apprenticeship Centre received £10m local growth funding and was officially opened in June 2021.
The WMG Skills Centre addresses skills shortages facing business and industry via short courses in subjects ranging from supply chains to digital healthcare.
Warwick Business School’s specialist MSc and MBA Strategic Consultancy projects provide organisations with targeted, practical solutions to business issues and the WMG internship programme enables students to apply their science and engineering knowledge to help businesses meet a challenge or exploit an opportunity.
We build innovation capacity within regional industry, engaging in 19 Knowledge Transfer Partnerships over the review period.
Warwick Enterprise supports students to become entrepreneurs.
Warwick also reacted quickly to support businesses through the COVID-19 pandemic, leading discussions about the post-pandemic economic recovery, and supporting businesses to diversify and survive as the economy shut down.
Aspect 3: Results
We are proud of our significant contribution to local growth and regeneration:
Productivity and growth
Our policy influence has helped to steer regional and national approaches and our business growth programmes have delivered significant regional impact. Some examples are:
Professor Stephen Roper from the ERC has provided advice to Innovate UK on the business cases for key regional economic development programmes such as the Catapults and the Innovation Accelerators.
The RESO project produced evidence on the importance of local governance and place-based approaches to successful, smart local energy systems. The significance of this project for the West Midlands’ net zero ambitions was reflected in a recent report by Energy Capital and WMCA.
As a key partner in the Midlands Future Mobility project, Transport for West Midlands included connected autonomous vehicles into their WM Local Transport Plan, building a vision for a more resilient and sustainable regional transport infrastructure that will be essential for growth.
An independent evaluation of the DI4M programme estimated that the programme had: supported over 360 businesses in the region; increased net additional employment by 464 people and safeguarded the employment of a further 1629. The programme at that point had created net additional GVA of £31.3m.
We have secured strategically important inward investment to the region, our University of Warwick Innovation Campus - Stratford-upon-Avon is now home to Lotus Engineering’s Advanced Engineering Centre along with Rimac, Corteva and Lyra Electronics, amongst others.
Warwick can demonstrate the transformational impact of these programmes with a range of with local business:
Ramfoam Ltd. The creation of new virtual supply chain and production facility enabled Ramfoam to make 54 million visors in 2020 and save significant costs. Further engagement with two interns resulted in a new product line and costing system expected to generate between £1-2m in additional revenue.
Genius Facades Ltd. Digital manufacturing healthcheck, roadmap to industry 4.0 and development of a customised networked system reduced production waste by 10% and increased productivity by 15%, increasing turnover by £1m per month.
Sarginsons Industries Ltd. Having identified that 47% of sand is wasted and never used before it is disposed of in the diecast process, a WMG Net Zero roadmap has identified how Sarginsons can tackle waste reducing it to just 2%.
Post-COVID-19 recovery
Professor Driffield’s research was used to inform plans for economic recovery post-pandemic. He was appointed by the Business, Energy and Industrial Strategy Committee (BEIS) as a Specialist Adviser to its Post Pandemic Growth Inquiry and led the post-COVID-19 recovery strategy for Coventry and Warwickshire.
WMG enabled businesses to pivot their capabilities and strategies. For example, we supported the delivery of the Ventilator Challenge UK, a consortium of industrial, technology and engineering businesses who came together to produce medical ventilators for the UK.
The University was a partner in the the Rosalind Franklin Laboratory in Leamington Spa, providing expertise in epidemiological modelling, genomic sequencing, discovery and development, lab assessment and training.
Diversifying the regional economy
ICURe has resulted in significant growth and investment for innovative companies, including: 261 new licences; 25 patents filed; 27 spin-out companies employing 555 people; and securing £87m of investment funding.
Spin-out CryoLogyx secured £300k from Innovate UK to build on research emerging from Professor Matthew Gibson’s laboratories. Dr Thomas Congdon was inspired to commercialise his research by taking part in Warwick’s Deep Tech Innovation programmes before receiving further support from ICURe.
Our innovation networks and incubators have supported 1,966 businesses and have inspired in excess of 14,000 people through their innovation events and activity. £1.4m funding has been secured through our Clean Transport Accelerator and our Creative Futures Incubator has helped 20 start-ups to raise £1.4m in new projects, commissions and business, creating 23 new jobs.
UWSP’s latest 3-year figures show business support to 1,663 businesses, 466 events delivered, 290 start-ups supported and 25 companies incubated. 234 jobs have been created and £12.67m finance has been raised by our companies.
Talent and Skills
At any time, Warwick is delivering around 1,000 apprenticeships, mainly with local engineering companies such as Jaguar Land Rover.
The WMG Internship Programme connects 40 interns to companies each year, helping local businesses to access resources, supplies, and expertise. An 8-week internship with Bellagio Stone delivered annual cost savings of over £25,000 with further work saving an estimated £1m.
WMG Academy Trust has operated academies in Coventry and Solihull since 2017, encouraging STEM careers to a wide range of local young people and offering invaluable opportunities with business. Students attending WMG Academy have a high success rate in achieving places at university, advanced apprenticeships or work.
Warwick celebrates and communicates Success Stories through a range of social media, videos and events including industry days.
Warwick is committed to continually improving its Knowledge Exchange, strengthening monitoring and evaluation, comparing best practice and identifying new approaches. This includes baseline assessment and both internal and independent external evaluation of programmes. Recent examples include a Beauhurst report looking at Warwick Innovation District and a DI4M interim evaluation by BWI.
Public & Community Engagement
Summary of approach
Warwick put engagement at the centre of its 2030 University strategy by strengthening substantially its P&CE structures, support, funding and evaluation in order to empower its staff and students to engage and collaborate more effectively and extensively with community partners in Coventry & Warwickshire. As a result we have successfully supported our local communities to emerge stronger and more connected from COVID-19 and played a significant role in the celebration of Coventry UK City of Culture, in evaluating its impact and in making the case for the benefits of such celebrations in the future. We are proud of what we have achieved and are committed to developing still further our place at the heart of our region.
Aspect 1: Strategy
P&CE at Warwick is a strategic enabler of our 2030 vision to point the way ahead as one of the world’s exceptional universities, helping to transform our region, country and world for the collective good. Overall leadership for P&CE sits with both the Registrar (responsible for delivery of the 2030 vision) and the Vice-President for Regional and National Engagement (VPRNE). The Registrar chairs the Knowledge Exchange Group (KEG), which brings together the heads of all teams delivering and supporting P&CE (alongside our wider KEF + KE-C agendas). These include:
The Community Engagement team (CET), part of the Regional Strategy & Partnerships team (RSPT), who oversee our engagement with local stakeholders and work with Coventry and Warwickshire (C&W) communities to support improved access to opportunities. They in turn work with Warwick Volunteers (WV), who run a comprehensive student volunteering programme with C&W community partners.
Research Executive (RE) and Research and Impact services (RIS), who support national and regional P&CE connected to research within departments and faculties.
Warwick Arts Centre, who deliver a free Creative Learning (CL) programme for schools and families on campus/ in C&W communities.
Warwick Institute of Engagement (WIE): created in 2020 in discussion with NCCPE, as a pan-University P&CE flagship hub for our staff and students. WIE builds capacity, expertise and opportunities for effective long-term collaboration and engagement between staff, students and C&W community partners and publics.
P&CE activities are funded through both central University funding and external funds, particularly HEIF. A sub-group of KEG have responsibility for allocating our HEIF allowance in alignment with strategic goals.
In the period 2019-2022, responding both to the needs and opportunities of our C&W region, the University prioritised three particular P&CE goals:
Supporting the transformational development of our local C&W communities, particularly in helping them emerge from COVID-19 more connected and with a stronger sense of self-empowerment.
Contributing fully to both delivery and evaluation of Coventry UK City of Culture (Cov-CoC) (May 2021-22). Our University-funded programme of activities was developed in line with Cov-CoC’s Logic model (which we helped develop) and was overseen by the Cultural Programmes Partnership Board (CPPB), chaired by VPRNE.
Making best use of both the opportunities and challenges of this period, guided by our KEF/ KE-C priorities and 2030 Vision, to cement the University’s place at the heart of our C&W communities and to ensure a positive P&CE legacy from Cov-CoC for both C&W and the University.
Aspect 2: Support
Funding and Support:
In Canley, adjacent to the University, CET, working with WAC CL, Centre for Lifelong Learning (CLL) and local community partners (supported by WV placements), focused on co-creating community leadership, resilience and pride during COVID-19, through the ‘Planning for Real’ and ‘Playing out in Canley’ projects. 2021/2022 evaluation demonstrate their community value and impact: 100% of responders strongly agreed/ agreed with the phrase ‘I feel better about my community and its future as a result of being involved with this project” (72% female, 62% did not note a disability, 57% white).
RE and RIS provide multiple funds for P&CE, collaboration and co-production activities by individuals/departments linked to research, drawn from University resources and external HEIF, UKRI, Wellcome and ESRC IAA funds. RIS officers, based in Faculties, support the development/evaluation of projects and run training programmes. 21 P&CE-related REF Impact case-studies were submitted in REF2021.
WIE’s core team of P&CE officers works with 143 Academic/Professional Services Staff and Student Fellows through 12 Learning Circles (LCs) dedicated to different areas of P&CE activity. The Fellows, from across all Faculties/ career stages and backgrounds ensure a wide set of EDI perspectives are built into our planning (alongside a dedicated ‘Inclusive P&CE’ LC). 12 ‘Regional Fellows’, leading representatives of the local communities we work with, ensure community voices at the heart of WIE. WIE core team and Fellowship developed a programme of P&CE training, which they also continuously evaluate and improve, including:
- a web-based and in-person SkillsFest CPD programme for staff and students, evaluated by staff & student training LCs + feedback from participants (1232 staff/ 921 student users in the period: ‘This was a brilliant session..it gave me a lot to think about’ – Podcasting Your Research).
- an Interdisciplinary Taught UG P&CE module for students (23 students completed 2021-22: ‘My overall experience on the module was very interesting and rewarding’ – Module student). WIE supports staff who teach P&CE in their own departments e.g. Classics, Life Sciences. In addition, WIE oversees a P&CE-focused UG summer research programme (over 300 students supported 2020-22).
Recognition and Reward:
P&CE is recognised within the University’s Academic Promotion scheme as an independent area of activity, alongside mapping of P&CE activity in staff annual Performance Development Reviews. In 2020-1 a WIE LC, with the Provost, updated the P&CE related criteria to reflect best practice, and began annual P&CE promotion case workshops supporting those applying. Successful promotion cases are highlighted to inspire future applicants.
In 2019-20, RE/RIS ran a scheme providing staff buy-out for those writing REF Impact case-studies. 7 P&CE-related case studies were supported (total buy-out of £49,354).
To ensure Professional Services staff and students could equally be rewarded for their P&CE, in 2021-2 WIE inaugurated the Warwick Award for Public and Community Engagement (WAPCE). The first awards (with prize money to support continued CPD in P&CE) were made in June 2022.
The University, through 2020-2, consulted on a universal workload model, recognising a % of time that can be dedicated to P&CE activities, to be rolled out in 2023/4.
Aspect 3: Activity
2019-20:
British Science Festival: Focused on building awareness, understanding of, and interest in science/research with a diverse regional audience. 128 events featuring 221 speakers (35% from Warwick) and 16,910 unique visits. 92% of audiences rated events as excellent or good.
Planning for Real – Canley. CET/CLL led a community consultation programme with over 700 residents to enable Canley to develop its community leadership and its initial response to COVID-19 (e.g. developing community e-newsletters and the setting up of Canley Food Hub).
Collaborative Research Projects: Following 26 collaborative research projects 2017-9, in 2019-20, 13 further projects were funded by RE (see videos of key projects) to build thriving local neighbourhoods and connect people and places through culture in lead up to Cov-CoC.
2020-21:
Playing Out – Canley: CET/WAC, with Canley residents’ steering group, won £200K from Spirit of 2012 to build on ‘Planning for Real’ project, using creativity as a basis for civic participation and connectivity through and post Covid. 43 events delivered (workshops, parades, community projects and film screenings) with over 600 attendees, organised by 75 community volunteers. In the 2021 Household survey, rates of cultural participation in Canley stood at 53%, a 46% increase from 2018 (2nd biggest increase of any neighbourhood in Coventry during the period).
Coventry Creates 1.0: Responding to the perilous position of the creative industry during COVID-19, RE supported over 18 projects with local artists to produce art reflecting the city’s key themes and issues.
2021-22:
Resonate Festival: Designed with the goals of sharing knowledge, engaging the University in the region and increasing both the cultural capital of the region and community pride as we emerged from COVID-19 and celebrated Cov-CoC. WIE organised 150 free public events in the period with c. 8000 in person attendees and c. 5000 online. More than 200 staff and 100 students were involved, in conjunction with more than 80 independent artists and over 60 regional organisations: 95% of attendees rated events ‘Very good’ or ‘good’; 81% said they had a more positive image of the University as a result and more than 30% said they had a more positive feeling about their community as a result of the events.
CL Programme: 195 creative sessions on campus and in the community delivered by WAC to over 7500 people. This included workshops for young people, students and the elderly; a training programme for young people in theatre management; ‘Family Sunday’ programmes; and an extensive schools programme.
Playing Out - Canley: WAC/CET co-delivered with community partners 65 creative sessions with 2690 attendees, alongside 600 art packs and 16000 community newsletters delivered to homes. CET, in conjunction with community leaders, developed local youth opportunities: a Positive Youth Foundation programme; workshops with young residents; and a new youth club (winning £10K funding from Lottery Community fund).
Artist-Researcher Collaborations: RE led a series of research projects in association with communities and the creative industry to support post-COVID-19 recovery: Coventry Creates 2.0 (13 projects delivering works of art reflecting on city’s issues); Emerging from Lockdown (project of interviews/artworks reflecting on reclaiming freedom post Covid leading to a video exhibit); Coventry Biennial (projects and exhibitions reflecting artistic practices in the region).
Collaboration and Co-Production Fund: WIE funded 14 projects involving more than 890 people, 18 partner organisations and 11 artists, to develop/strengthen collaborations between the University and regional organisations. Results after 1 year: £33K investment facilitating 1769 hours of time invested leading to 10 further collaborative research funding bids, 2 planned publications, 2 conferences, 2 PE events and contribution to development of 2 new University research centres.
WV activities were hard hit by COVID-19 and the cessation of in-person engagements. Despite this across 2019-22, 1683 students contributed 18,814 volunteering hours across the West Midlands (supporting on self-help, food poverty, the importance of green spaces, free legal advice, refugee status, child literacy and attainment). Volunteers benefitted equally e.g. “As an International student, volunteering helped me throughout this pandemic tremendously” Hannah Amir. In 2021 WV won the Under 25 Young Volunteers Award from Warwickshire Community and Voluntary Action.
Aspect 4: Enhancing practice
Building Staff & Student Expertise in Evaluation:
A WIE LC is dedicated to developing evaluation best practice, with outcomes communicated to core team, wider Fellowship and networks. WIE’s Skills Festival resources support staff and students with evaluation of their individual activities. WIE’s UG student taught P&CE module dedicates sessions to evaluation.
RIS supports staff members with evaluation training and Faculty Impact officers provide ongoing support on evaluation for those writing REF Impact case-studies.
Undertaking Evaluation and Reflection on Warwick activities:
BSF: A BSF Evaluation report was prepared with BSA. This shaped the design of our Cov-CoC Resonate festival (e.g. value of BSF family day influenced design of on-campus 3 day festival in Resonate).
Resonate Festival: Following the application of Cov-CoC Logic Model to Resonate, feedback linked to our strategic goals was collected at events by the University (from both staff, students and community participants) and also through the Cov-CoC booking + feedback system. For the on-campus 3 day festival, Earthen Lamp conducted independent Q+Q evaluation. All evaluation was analysed as part of the Resonate Report, released Autumn 2022 and widely publicised.
Coventry Creates (2020-22): This 2 year collaborative project between researchers and artists, led by RE, was evaluated through interviews with participants and feedback forms for event attendees with results published.
Planning for Real/ Playing out in Canley: Feedback was incorporated on an ongoing basis from local participants and residents, as well as from attendees at events. Reports were produced for 20-21 and 21-22, and data from wider community surveys also reviewed.
WV: Annual analysis reports created, leading to new relationship management system being development in Sept 2021.
WIE produces a public Annual Report containing reports + evaluation of all its activities.
Leading Evaluation of Regional and National activities:
The University was a leading member, alongside Coventry University, Coventry City Council and Coventry City of Culture Trust in the development of a Performance Measurement and Evaluation Strategy for City of Culture 2021-22, linked to the Cov-CoC Logic Model focused on cultural, social, economic and health and wellbeing impact of CoC 21-22. Evaluation is conducted principally by Warwick + Coventry Universities with multiple public reports published so far (with impacts verified by DCMS) and more due 2023-4.
The AHRC-funded Warwick UK Cities of Culture Project focuses on the distinctive role that arts, humanities and social science researchers, in collaboration with other disciplines, can play in place-shaping and in the success of the UK CoC programme. Insights were communicated through public conferences in 2021 and 2023 and the Future Trends series of open access academic papers. This learning feeds into the development of Bradford’s 2025 CoC year and into future justifications of the value of the CoC award within DCMS.
Aspect 5: Building on success
Warwick is proud of the ways in which the enhancement and evolution of its P&CE infrastructure, support mechanisms and activities 2019-22 have contributed towards its 2030 vision, as well as its immediate goals of making an important contribution to Cov-CoC and supporting its local C&W communities to emerge more connected and empowered post COVID-19.
Annual/Project reports containing feedback and evaluation are shared and analysed across the University, the region and nationally, in order to evidence outcomes against goals, share good practice and encourage continuous improvement:
The University:
University Executive Board and University Council reviewed and endorsed the University’s engagement with Cov-CoC; responses to COVID-19 and the creation of WIE, and positively reviewed P&CE programmes against key goals.
The Registrar has been leading a 2030 Strategic Vision review process, with P&CE activities + attainment an active element of a forthcoming strategy refresh.
The Region:
WIE’s Regional Fellows (independent community leaders) scrutinize WIE activities through Regional Fellowship Boards and pass learning on to their networks.
Playing Out in Canley learning has been shared continually with the local steering group, preparing them to lead activities going forward.
The success and learning from the RE-led artist-researcher collaborations of 2020-22 were debated as part of the 2022 Coventry Biennial event with key regional stakeholders + a report published.
Warwick’s Cov-CoC evaluation work has been discussed extensively with Coventry City Council as part of Cov-CoC Legacy project.
Nationally:
WIE invited to lead a NCCPE Leadership in Action Seminar and to present to the UKRI Public Engagement Team about its P&CE approach, activities and impact.
Warwick’s Cov-CoC evaluation (particularly re impact of CoC on economic regeneration) has been verified, and widely flagged, by DCMS.
The AHRC Warwick UK Cities of Culture Project has been sharing its insights regularly across the HE Sector, with multiple groups involved in Bradford CoC, and with DCMS on the value of City of Culture award.
The learning from this period is now informing our development of a deeper, more permanent, level of engagement and collaboration between our staff/students and our regional communities, including:
Expanding the RSPT to include new posts related to Community Engagement and Cultural Partnerships across a wider geographic area of the West Midlands.
Expanding WIE core team with a Student P&CE officer to lead student-focused training and P&CE opportunities across the University.
Launching an ongoing Resonate P&CE events programme across a wider area of the West Midlands to provide a permanent channel for engagement and collaboration between the University and the region.
Developing a University Cultural Strategy to maintain the momentum and connection created by Cov-CoC and specifically to guide both the development of our campus as a community destination and our ongoing support for Coventry’s cultural journey.
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)