Imperial College of Science, Technology and Medicine

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Institutional Context

Summary

Imperial College London is a research-intensive university with a mission to achieve enduring excellence in research and education in science, engineering, medicine and business for the benefit of society. Our international reputation for excellence in research and teaching sees us ranked among the world’s top ten universities.

Imperial is rated as the UK’s most innovative university, and 10^th in the world. Knowledge exchange and innovation are at the core of how we operate, most recently enabling us to be at the frontline of the global response to the COVID-19 pandemic.

Imperial’s main campus is located in South Kensington, with additional sites across West London and Surrey, including a new 23-acre campus in White City designed to facilitate innovation and entrepreneurship.

Institutional context

‘Informing, influencing and inspiring’ policy makers, businesses and the public is central to our College Strategy, ensuring that our expertise and research translate into economic and societal benefits. In addition, two of the four capabilities outlined in our Academic Strategy (2020-2025) focus on knowledge exchange: “Entrepreneurial - We translate ideas into new products, services and companies, including contributing to industry and the economy”; and “Engaged - We collaborate with communities, stakeholders, governments and industry locally, nationally and internationally to ensure that our work is relevant, timely, and accessible”.

Collaborating with business and nurturing enterprise

We work with over 500 industry partners annually to translate research into practical commercial applications. Key activities include:

Our Industry Partnerships and Commercialisation (IPC) team helps our academics and businesses work together to translate new insights into commercial opportunities. In 2018-19, over 17% (£64.8m) of our total research income (£368m) derived from industry partnerships.
Through Imperial Consultants (ICON) and Imperial Projects (IPROJ), between 2016 and 2019, our academics provided expertise to over 1000 companies, generating an income of over £50m.
We provide world-class support to startups. The Imperial Venture Mentoring Scheme (IVMS) links our staff and students to a pool of experienced entrepreneurs, while the Imperial Enterprise Lab provides bespoke workspace and mentoring to Imperial students. Between 2016 and 2019, our student startups have generated over £86m in external investment.
The College is making significant investments at our White City Campus developing a network of facilities that enable co-locating companies of all sizes to grow including the White City Incubator (IWCI), the Translation and Innovation Hub (I-HUB) and Scale Space.
Between 2016 and 2019, Imperial College Business School Executive Education has provided short-courses to over 3,600 participants from over 390 companies.

Our researchers and enterprises have worked rapidly to address the COVID-19 pandemic. Supported by £40m of UK government funding, Imperial’s RNA-based vaccine is a prime candidate in the race to develop a COVID-19 vaccine. To ensure that this is available to low-income countries, Imperial has formed a new social enterprise VacEquity Global Health (VGH). Furthermore, Imperial-based startup DnaNudge secured a £161m order from the UK government for 5.8m high-speed, lab-free COVID-19 test kits.

Informing decision making and policy

Through our Public Affairs office and six Global Challenge Institutes, we ensure that the College contributes to important public policy debates, engaging with decision-makers at regional, national and global levels.

Imperial’s epidemiological modellers have provided governments around the world with crucial insights into the COVID-19 pandemic, helping to save thousands of lives. Additionally, through the REACT study, our researchers are using home-based testing to monitor the spread of COVID-19 throughout England.

Engaging and empowering communities

Imperial’s vision for Societal Engagement is to “empower people through engagement with science, technology, engineering and maths (STEM)”. Our societal engagement team provides training, resources and guidance to staff and students on public engagement, as well as running a variety of public programmes within local communities, online and on-campus, for example 60,000 people participated in our 2019 Festival.

Local Growth and Regeneration

Summary of approach

Our local growth and regeneration activities are primarily focused in Hammersmith, West London, where we are developing our 23-acre White-City Campus. Working in partnership with key local organisations, our shared vision is to transform the area into a global beacon for innovation in the scientific, tech and creative industries.

At White City we are building a network of facilities enabling companies of all sizes to co-locate and innovate. We are proactive in organising events, establishing networks and offering bespoke support to a wide range of enterprises. We have created a range of programmes to support local communities in developing the skills, networks and confidence to fully participate in and benefit from the presence of Imperial and the growing local economy.

Aspect 1: Strategy

At a local-scale, Imperial’s growth and regeneration efforts are concentrated in Hammersmith, West London, where we are developing our new 23-acre White City Campus focusing on science and technological innovation. At White City we are realising a once-in-a-generation opportunity to develop an integrated collaborative campus, enabling co-located research groups, businesses and community partners to work together in new and innovative ways, helping to address global challenges as well as creating high-quality jobs and economic growth for the local area.

Imperial’s White City development sits at the core of an extensive science and technology-based local regeneration plan for the White City Opportunity Area (WCOA), one of 45 such areas across Greater London that were identified in the Mayor’s London Plan as providing “significant capacity for [economic development] and new employment”. Falling within the London Borough of Hammersmith and Fulham (LBHF), the White City Campus is surrounded by significant pockets of deprivation, with several areas falling within the 20% most deprived in England.

In this context, we launched a strategic ‘Partnership for Growth’ with LBHF in 2016 to deliver inclusive economic growth in the local area, and Imperial’s White City development is a core component of the LBHF Industrial Strategy ‘Economic Growth for Everyone’. Imperial is a founding member of LBHF’s Industrial Strategy Board, where we work in partnership with other key local partners such as URW-Westfield, Novartis, Berkeley St James, Television Centre and White City Place, as well as representatives from local schools, colleges and non-profit organisations.

At a regional scale, Imperial is part of the European Regional Development Fund (ERDF)-funded Better Futures project, established to stimulate technological innovation within CleanTech SMEs in Greater London. Better Futures has been designed and delivered through a partnership between Imperial, the Greater London Authority (GLA), the Old Oak Park Royal Development Corporation (OPDC), Sustainable Bridges, London Borough of Haringey and West London Business.

Aspect 2: Activity

A. Spaces and infrastructure

The College is developing cutting-edge facilities and collaborative workspaces at our White City Campus, offering businesses – from startups to global enterprises – the opportunity to work alongside world-leading academics and researchers at every stage of their growth and development.

The Translation and Innovation Hub (I-HUB)

The Translation and Innovation Hub (I-HUB) opened in autumn 2016 and provides over 17,300m² of adaptable, high-specification laboratory and office spaces for over 50 startups, spin-outs, local businesses and corporate partners, including Airbus, Saab, Analytik Jena and Arborea.

The construction of the I-HUB and the neighbouring Molecular Sciences Research Hub (MSRH) –together representing a £150m investment – was supported by the UK Research Partnership Investment Fund (UKPRIF) and £90m of co-investment from Voreda Capital.

Imperial White City Incubator (IWCI)

Based within the I-HUB, the 1,670m² Imperial White City Incubator (IWCI) is dedicated to small, early-stage technology businesses, offering the largest concentration of flexible laboratory and office space with specialised commercialisation services in London (Research England, 2019). Since opening in October 2016, the White City Incubator has physically incubated over 20 companies who have collectively raised almost £100m in investment and created more than 140 jobs.

In addition, the IWCI offers training, support, and access to professional networks. Through the Innovation Academy, startups are offered training in areas such as company formation, business and IP management. Up to August 2019, approximately 400 inventors have attended the Innovation Academy and 99.5% of attendees rated the speakers ‘good’ or ‘excellent’.

During the COVID-19 pandemic, Incubator-based companies are rapidly adapting their technologies and applying their skillsets to help the global fight. For example, MediSieve have re-focussed their work to develop magnetic blood filtration systems to remove the inflammatory cytokine interleukin 6 (IL-6) from the blood of COVID-19 patients.

Scale Space

Imperial ThinkSpace has partnered with digital venture builder Blenheim Chalcot to build the 18,500m² Scale Space facility within the south side of the White City Campus. As well as providing physical office space, Scale Space is a peer-to-peer, member-led network created specifically to help innovative businesses accelerate growth.

The Invention Rooms

Opened in 2017, The Invention Rooms are community innovation spaces with cutting-edge workshops, design studios, and interactive spaces that are supporting new ways of working with the community and our partners. Since opening in 2017, 20,000 local people have engaged with programmes delivered in these spaces:

The Reach Out Makerspace: A workshop and design studio for young people from the local community to get hands-on experience of making and prototyping, providing several funded programmes, including the Schools Challenge and the Maker Challenge programmes.
The Advanced Hackspace: This facility provides staff, students, businesses and the wider community with access to specialist prototyping and manufacturing equipment. In addition, the Hackspace provides training classes, networking opportunities, funding, mentoring and technology showcases. Between August 2016 and July 2019, the Hackspace has supported over 1,400 members, many of whom have accelerated their ideas to form successful startups.
Interaction Zone: A community interaction space which is open daily to local residents and hosts diverse range of events and activities including science workshops, tech drop-in sessions, coding clubs, evening classes and social events.

B. Facilitating collaboration and networking

As well as creating physical spaces that promote collaboration and innovation, Imperial has been proactive in creating networks, organising events, and offering bespoke support to a wide range of researchers, enterprises and organisations. Some key highlights include:

Imperial College Academic Health Science Centre (AHSC)

The Imperial College AHSC is a strategic partnership between Imperial, The Institute of Cancer Research (ICR), and three NHS Trusts. Established in 2007 as the first of its kind in the UK, the Imperial College AHSC facilitates the translation of scientific and engineering advances into new ways of preventing and treating disease, directly benefitting patients at the AHSC Trust’s nine hospitals located across London and the South East.

White City Innovators’ Programme

The White City Innovators’ Programme, run in partnership with NatWest, is the Incubator’s flagship pre-accelerator programme, supporting the development of technology-focussed early-stage companies by providing funding, workspace and training for entrepreneurs. Up to the end of 2019, 36 startups have taken part in this 5-week programme, with 87% of the 2019 cohort rating the content and speakers as ‘excellent’ or ‘very good’.

Upstream

Launched in January 2018, Upstream is a partnership project between the London Borough of Hammersmith and Fulham (LBHF) and Imperial to support the development of the science, tech and creative industries that are emerging as key drivers of economic growth around White City. Core activities include:

One-to-one business support: Imperial has provided one-to-one support to 99 local companies.
The DeepTech Network: A series of White City events bringing together innovative startups, business leaders and academics working in the field.
Regular one-off events: A series of 47 talks and networking events have been held, working in partnership with local businesses such as Blenheim Chalcot and the BBC.

Better Futures

Better Futures is a European Regional Development Fund (ERDF)-funded partnership project aimed at stimulating technological innovation within CleanTech SMEs in Greater London. Imperial and Imperial Consultants (ICON) are lead partners in key steps of the project, including:

SME Engagement: Making links with CleanTech SMEs through partner networks, marketing and engagement events. Up to the end of 2019, the programme has directly supported over 100 CleanTech startups across London.
Product Development: ICON provides ‘innovation vouchers’, enabling eligible SMEs to collaborate with College researchers, working to progress their products and address the scientific and engineering challenges they face.
Internships: Imperial provides a brokering service to create opportunities for student placements within the CleanTech startups.

C. Embedded inclusion and engagement

At White City we have developed and delivered a range of programmes that support local residents and businesses to develop the skills, networks and confidence they need to fully participate in the growing local economy. Some key examples include:

Maker Challenge programmes

Based at The Invention Rooms, the Maker Challenge programmes are extracurricular activities aimed at local young people from hard-to-reach backgrounds who would not otherwise participate in conventional university widening participation initiatives. Supported by an in-house team of student mentors and technicians, these intensive courses give participants the opportunity to develop skills and confidence through making and prototyping.

Since September 2017, the Maker Challenge has supported 13 cohorts of 237 young people (14-18 year olds), of which 44% were from local target schools. An independent assessment conducted by WPI Economics in 2019 found that, from mid-2017 to mid-2019, Maker Challenge programmes delivered £1.75m of social value from an initial £1.03m investment.

Agents of Change

Agents of Change is a pioneering community leadership network with over 200 members that supports, empowers and connects female community leaders to drive positive social change. Established in 2018 by Imperial, Hammersmith United Charities, the Lyric Theatre and LBHF, this programme brings together grassroots community leaders with local businesses and organisations. The Agents of Change network runs a free 6-month Imperial-accredited leadership programme for local women which, over the past two years, has provided training to 32 local leaders.

The Petit Miracles Hub

The Imperial White City Incubator (IWCI) has partnered with local charity Petit Miracles, which provides training and work experience in crafts, trades and business skills. Hosted within the IWCI, the Petit Miracles Hub provides a space for local business owners to showcase and sell their products, with shared meetings spaces and further business support to help local ventures grow. For example, in May 2018, the IWCI co-hosted two free sessions with Petit Miracles for local residents: ‘Marketing and Social Media for Business’ and ‘Face-to-Face Selling in a Digital World’.

Aspect 3: Results

We are continuing to develop of our White City Campus and, in 2019, our masterplan for a further 240,000m² development in the southern section of the site was approved. As the White City Campus is in its relative infancy, it is too early to gauge the cumulative, long-term economic and social impact of our activities on the local area, however, the initial results outlined below are promising.

Supporting local economic development

Since opening in October 2016, the Imperial White City Incubator (IWCI) has physically incubated over 20 companies, 4 of which have graduated. Collectively, startups based in the IWCI have raised just under £100m in external investment and created over 140 jobs.

Working in partnership with LBHF on Upstream, since January 2018, we have provided one-to-one advice to 99 businesses in the science, tech and creative industries, provided in-kind support to 7 organisations, held 47 events, and developed on active online community with over 2,800 participants.

Through Better Futures, Imperial has directly supported 17 CleanTech SMEs, and over 100 startups with Sustainable Ventures. Early results from an interim independent project evaluation suggest multiple benefits to participating SMEs. In terms of growth in turnover and employment, 3 of 11 business surveyed are already reporting increased turnover due to participation in Better Futures, and around half of SMEs surveyed expect turnover and/or staff numbers to increase as a direct result of taking part in the project. In addition, many participants noted the benefits of co-location and the CleanTech networks in stimulating collaboration and innovation. The project has won additional funding and will now run to 2022.

Our social impact at White City

In addition to ongoing evaluation of our impact on local communities, an independent assessment was conducted in 2019 by WPI Economics, examining the social value created by the College’s programme of community engagement and civic investment at White City.

This analysis found that, from mid-2017 to mid-2019, the activities of the College in White City had created £2.7m of social value for the local community, from an initial investment of £2.3m in programmes that create social value. In the same period, the College has invested 5,267 hours working with the White City community and provided 148 days of access to our community spaces. Overall, 3,289 residents surveyed have experienced a positive impact on their lives from our engagement. A notable example in the report was the Maker Challenge programme, where it was estimated that £1.03m of investment had delivered £1.75m of social value (70% increase on the initial investment).

Public & Community Engagement

Summary of approach

As a university focused on science and its impact in the world, at Imperial we engage because we want to be a responsible force for good in society. We aim to share ideas, gain insights and create positive outcomes for the public and research.

We coordinate a varied programme of events, activities and partnerships around four strands: schools outreach and widening participation; public engagement with research; community engagement; and patient engagement and involvement. Our dedicated team support staff and students to engage through practical opportunities, training, funding and networks. Our approach is rooted in collaboration - it’s about being a good neighbour and a good citizen, to include and inspire others, and find solutions to the challenges affecting us all.

Aspect 1: Strategy

Societal engagement (SE) is a core theme in our College Strategy and Academic Strategy. Our vision for engagement, set out in our Strategy for Engaging with Society, is focused on empowering people through engagement with science, technology, engineering and maths (STEM).

As a university focused on science and its impact in the world, we engage because we believe our education and research is enhanced when it is relevant, inclusive and responsive to the needs of society. For us, engagement is about being a trusted neighbour and a good citizen, inspiring and collaborating, and finding solutions together.

Our Strategy sets out our main activity strands:

Through working with schools, pupils and teachers we aim to widen participation in STEM and universities.
We engage and involve members of the public in our research, through discussions and dialogue, festivals and workshops.
We work in partnership with our local communities to address local challenges and to be a responsible civic university.
Patients, carers and their networks are involved in engagement with medicine and health research.

We work with underrepresented groups from diverse socioeconomic and cultural backgrounds through our wide-ranging programmes. We work locally (in areas surrounding our campuses), nationally and globally. Our target audiences for engagement activities are specific to the needs of the communities we partner with and/or the particular research focus.

The College has a senior engagement champion in Professor Maggie Dallman, Associate Provost (Academic Partnerships), whose role is to lead on engagement strategy and ensure SE is supported and integrated within policies, practices and procedures. Our engagement work is governed by an action plan and cross-college strategic group (involving academics and professional services staff).

Our central public and community engagement team (18 members) coordinate engagement programmes and spaces, deliver training and support, and connect staff and students to audience groups and evaluation expertise. Our work is guided by our Public Engagement with Research Strategy, and extensive consultation with public partners. Schools Outreach and the Patient Experience Research Centre also have dedicated teams (30 and 2 members respectively). SE also features in our Faculty/Departmental strategies and c.10 departments have dedicated engagement staff.

Self-assessment scoreDeveloping your strategy5

Aspect 2: Support

Our central teams provide a range of capacity building initiatives to support the breadth of societal engagement (SE) work across the institution. These initiatives include structured training programmes, supported practical opportunities, and specific guidance.

We have an extensive training programme for staff and students around public and community engagement, including courses relevant to all career/study stages, reaching c.300 annually (see Figure 1). For students, we deliver an undergraduate 20-week module on Public Engagement (PE) and sessions as part of the Graduate School Research Impact Programme, reaching c.200 PhD students annually. Our skills and attributes map underpins our training, providing a personal development road-map for individuals. We evaluate each session and refresh our provision based on feedback.

Figure 1: Staff training and opportunities model

Reward and recognition

PE is recognised within academic workload planning and promotions criteria since 2019.
The annual President’s Awards for Excellence in Societal Engagement (launched in 2016), sit alongside parallel streams for Research and Education, recognising staff, students and community partners who have delivered excellence in SE (102 nominations over five rounds, 30 winners). Evaluation of the impact of receiving these awards shows that awardees felt encouraged to do more engagement, more confident, and that their expertise had been validated.

Seed Funding

Annual SE seed fund supports five projects annually, each up to £2,000. Projects include science activities in supermarkets, drama workshops with young people living with HIV, and a multisensory journey into the universe. Project leads report gaining new skills, inspiration, partnerships and funding opportunities.
Community engagement seed fund - inviting proposals from local residents and organisations.
New Rapid Response Seed Fund (introduced May 2020) to support PE with research during social distancing.

Communications

Our SE ‘sub-brand’ enables professional and cohesive communication to internal and external stakeholders.
Internal: We share engagement opportunities and guidance with staff and students via the SE web pages and monthly SE Newsletter (450 contacts). Two networks bring together departmental academic, professional services and engagement staff to share opportunities and gain feedback.
External: We communicate with public and community groups via web pages, newsletters, partner channels, Community engagement newsletter (digital and print, reaching 20,000 households), and Imperial Spark twitter account (10,000 followers).

Self-assessment scoreSupport structures and recognition5

Aspect 3: Activity

The College has established a range of engagement platforms which marry the needs of audiences to those of our research.

Our Public Engagement programme provides members of the public with opportunities to find out about current research, have fun and share experiences and insights with researchers. Our programme includes the Great Exhibition Road Festival, a collaboration between 20 cultural and/or academic institutions in South Kensington, led by Imperial (60,000 visitors in 2019), and Imperial Lates, targeted at 18+, involving dialogue events, exhibits and creative activities exploring topical issues (800 visitors per event).

Example Festival activity:

Activity: Mrs X performance and discussion about antibiotic resistance, co-created through a series of workshops.
Audience: Patients, public clinicians, GPs and researchers co-created the script. Festival visitors attended performances.
Needs met: Mutually beneficial insights, questions and concerns were shared between diverse participants during workshops and performances.

Our Community Engagement programme focuses on those living and working within a one-mile radius of our White City campus. Activities are developed in partnership with local organisations to meet the needs and interests of community groups in education, research, employment, health and enterprise. The Invention Rooms are community spaces hosting activities that bring researchers and residents together. Since opening in 2017, 20,000 local people have engaged with programmes, including many from underrepresented backgrounds.

Example:

Activity: 241 Hands-On family science activity packs including everything needed to complete at home.
Audience: White City families identified by Hammersmith and Fulham Family Assist Team as most at risk of exclusion during lockdown.
Needs met: Activities were developed for families with no access to digital equipment/Wi-Fi during lockdown. Following positive feedback, we are producing 400+ more packs for further families to benefit.

Imperial’s Schools Outreach programme supports schools, teachers, parents and pupils to engage with current research, gain awareness and experience of higher education and widen participation in STEM. In 2018/19 there were 22,804 interactions with young people.

Example:

Activity: Digital Reach Out Reporter resource provides topical science activities for teachers, with input from researchers.
Audience: 24,000+ visits to site since launch in 2016.
Needs met: enables teachers to use current research in lessons, facilitating access to up-to-date and accurate scientific knowledge and supporting pupils in discussions about the research process.

Imperial is developing a new Maths School in partnership with Woodhouse College, targeting underrepresented groups and enabling students to work directly with Imperial academics.

Imperial’s Patient Experience Research Centre coordinate a range of engagement activities enabling the public (specifically patients and carers), to share experiences, discuss ideas and inform clinical developments and health research.

Example:

Activity: COVID-19 Engagement and Involvement programme. Including four online public Q&A events (involving researchers working on the COVID-19 vaccine and health inequalities), involvement surveys and free online public course reaching 133,000 individuals so far.
Audience: Averaging 220 live and 1,200 post-event views per Q&A event, including from communities most at risk of effects of virus.
Needs met: Providing accurate, evidence-based, accessible content about COVID-19, in a time of uncertainty and concern, facilitating transparent and rapid communication to inform both research and community.

Self-assessment scoreDelivering your strategy4

Aspect 4: Results and learning

Underpinning our Strategy for Engaging with Society, is our outcomes framework detailing key indicators and measures of success against our nine objectives.

We systematically evaluate our societal engagement (SE) work to understand our impact and improve our practice. Highlights include:

Public Engagement: Great Exhibition Road Festival

Visitor survey (750 responses), contributor and volunteer surveys (150 responses), interviews and creative in-event evaluation.
Visitors come to have an enjoyable day out, inspire children about science (families) and learn about the latest research (adults).
87% of respondents said the Festival had increased their knowledge of current research and 94% would come again.
“It was fantastic to have so many different activities the children could just drop in and do. They also really loved chatting and being shown things by the Imperial students”.
We introduced a Family Zone in 2019 due to 2018 evaluation revealing families with under 12s wanted a specific area.

Community Engagement: The Invention Rooms

Our Community Engagement programmes are rooted in consultation with local people, based on identified need, and co-designed with collaborators. Feedback is gained using surveys, short interviews, and work with partner organisations.
Example: We co-developed a women’s network and leadership programme, Agents of Change, with a group of local women and three partner organisations. The first pilot was co-created with the participants and the second round built on learning from the first.
Example: What the Tech?! digital literacy initiative for elderly residents at risk of social isolation. The programme has been particularly important during the pandemic; participation has increased, and we are looking to expand further in collaboration with local partners.

In effectively supporting our staff and students to carry out and evaluate quality engagement, we are enabling better outcomes for both the public and research. All staff and student training, awards and seed funds are evaluated and adapted based on feedback, e.g.

98% reported that the masterclass increased their understanding of engagement.
New masterclass added to meet researchers’ needs around engagement with controversial issues.

Our all-staff SE survey (every two years since 2015) measures the impact we are making towards embedding an institutional culture of engagement (response rate:1/10 staff, 1000 responses in 2019). The findings inform our capacity building and public programmes. Comparison shows that participation in engagement is increasing – 50% respondents had been involved in some form of engagement activity within the past year in 2015, 63% in 2019.

Self-assessment scoreEvidencing success4

Aspect 5: Acting on results

Since the development of Imperial’s first Societal Engagement (SE) Framework in 2015, the scale and impact of our work has grown enormously. We created our Strategy for Engaging with Society to reflect the developments in our internal and external landscapes, and to ensure our work remains relevant and timely.

Progress and learning around SE is communicated to internal and external stakeholders through publications, newsletters, and events, such as the opening of our Invention Rooms and Festival thank you party. Our brochures for internal and external stakeholders show highlights from 2016-17, and our refreshed strategy along with case studies. We make evaluation summaries accessible (e.g. Festival reports) and communicate through our internal and external networks.

Through our capacity building programme we share learnings from our practice and evaluation with staff and students. This supports the development of effective engagement, thereby better meeting the needs of the public and research.

Highlights:

Our annual Engagement Day conference for >100 staff. In 2020, 93% attendees felt inspired by what they saw/heard. “Very enjoyable and informative event!”
We coordinate two networks – SE Champions (70 members, meets quarterly) and Engagement Practitioners (35 members, meets every other month) through which learning and opportunities are shared.
External publications e.g. recent paper about the Engagement Academy in the Research for All journal.

We have the philosophy, infrastructure and teams in place to work in partnership with many organisations to deliver our SE strategy in a way that is responsive to the needs of our target public groups. We consult and collaborate with:

20 cultural and academic institutions in South Kensington to deliver the Great Exhibition Road Festival
Westminster City Lions – to deliver our youth engagement programme for their most at risk 13-16 year-olds.
Hammersmith and Fulham Family Assist Team to develop STEM backpacks for 250 of the most at risk young people in the borough during the COVID-19 pandemic.
Consultation around community health priorities leading to involvement activities, for example the Hearing Birdsong project around hearing loss working with White City and Hackney communities.

Self-assessment scoreCommunicating and acting on the results4