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Institutional Context
Summary
Since our foundation in 1829, King’s students and staff have dedicated themselves in the service of society.
As a civic university at the heart of London, King’s is spread across five main campuses in London, three co-located with major NHS hospitals, along with sites in Oxfordshire and Cornwall.
Institutional context
King's Strategic Vision 2029 sets out the university’s ambitions, where listening and responding to our local, national and global communities is a key feature of what we do and how we do it:
King’s portfolio includes world-class health and biomedical activity, alongside rich coverage of arts, humanities social sciences and law; our presence in engineering and natural/mathematical sciences is a current focus of growth.
A commitment to knowledge exchange reaches across our priorities – through innovation in research and education, through our service strategy, and by embracing both our civic role at the heart of London, alongside our commitment to partner internationally, developing culturally-competent people to serve the world.
It is also reflected in our approach to advancing knowledge exchange by bringing our researchers closer to other sectors and communities, including:
King’s Policy Institute: working to solve society’s challenges with evidence and expertise.
King’s Cultural Community: bringing together artists and cultural partners with staff, students and alumni to enhance research and drive innovation through engagement with arts and culture.
The Arts & Humanities Research Institute (AHRI): a platform to mobilise impactful, social justice-oriented research and education collaborations with civil society organisations.
King’s Entrepreneurship Institute: supporting entrepreneurial thinking, skills and action among King's students, staff and alumni.
Our distinctive London strategy, comprising both a capital-wide and hyperlocal focus on King’s local boroughs, as framed by King’s Civic Charter and #KingsLocal – our approach to partnerships with local borough councils, charities and civic organisations to address key thematic societal challenges.
Partnerships with Government including the Strand Group, Global Institute for Women’s Leadership and Policy Institute (above) to drive societal change.
King’s Health Partners: We are the academic partner in this NIHR/NHS England/Improvement-accredited Academic Health Science Centre (2020-2025); this includes two NIHR Biomedical Research Centres (£130m/5 years), and new joint venture with Guy’s & St Thomas’ Hospital for med tech commercialisation.
King’s Global Health Partnerships: in-country teams of staff and volunteers work alongside our partners to build strong and resilient health systems in Sierra Leone, DRC and Somaliland.
Our commitment to knowledge exchange across London includes hosting of MedCity (connecting industry and universities across London), leadership of the Research England “Connecting Capabilities” partnership London Advanced Therapies (includes dedicated SME engagement funding ), and leadership of the Innovate UK London AI Centre for Value-Based Healthcare (£40m public and industry funding across 4 universities, 11 NHS Trusts, 6 industry partners and 11 SMEs).
We believe in the value of “clusters”, bringing together the university, industry and other partners, including the NHS, to enhance knowledge exchange. Working with local authorities and investors, we have defined hubs for MedTech (St Thomas’), Biomedical Science (Guy’s), and Neuroscience & Mental Health (Denmark Hill), incorporating industry partnerships with Siemens Healthineers, Medtronic, Nvidia, GSK, UCB, Unilever, and SMEs in cell therapy, MedTech/AI, and more.
King’s ranks 5th in the UK in the 2022 Times Higher Education (THE) Impact Rankings, and remains the top ranked London university for the fourth year in a row.
For further information, please send queries to vpri@kcl.ac.uk
Local Growth and Regeneration
Summary of approach
Our strategy, Vision 2029, sets out King’s ambitions to be a civic university at the heart of London, partnering with local communities and organisations. King’s established a distinctive London strategy, comprising both capital-wide activity and a honed focus on King’s ‘home’ boroughs.
Through the King’s Civic Charter and bespoke Statements of Intent for collaboration with councils in our home boroughs, we seek to challenge inequality, build capacity, and grow resilience. #KingsLocal, a cross-university framework, enables faculties to drive relationships with local authorities, and work with local organisations and businesses to support growth.
Through our teaching, research, and targeted initiatives, such as Civic Challenge, London Venture Crawl and prioritising local procurement from local businesses, we seek to contribute to London’s dynamism.
Aspect 1: Strategy
The future of King’s is interwoven with the future of London – as a place to live, work, learn and experience. King’s strategic commitment to London arose from extensive consultation with staff, students and alumni leading to the development of Vision 2029.
Through Vision 2029 King’s has committed to deepen our relationships with our home boroughs, where King’s has campuses, in Lambeth, Southwark and Westminster, collaborating locally to support the communities around us, and to generate knowledge that has impact and benefits for communities locally, as well as national and globally.
Through consultation, we identified a huge appetite among staff and students to play a greater and more systemic role in London. To better understand where King’s might best collaborate and contribute to our local boroughs King’s initiated a two-phased internal and external consultation process. This led to the creation of the King’s Local Partners framework, known as #KingsLocal.
The internal consultation was open to all members of the King’s community while the external consultation gathered the views of local communities, authorities and businesses, providing clarity on their perspectives and expectations of King’s. Partners expressed universal support, with clear suggestions for areas of focus and the benefits. We mapped local authority strategies, the Mayor’s and King’s own strategies to identify four mutual priorities;
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Education & Attainment
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Health & Wellbeing
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Business & Enterprise
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Community Resilience
Vision 2029 also identifies the strategic role and importance of London to King’s research and innovation including symbiotic academic-industry collaborations that contribute to local growth with global impact, while also making a vital contribution to the health and wellbeing of London and Londoners.
South London is an area of significant deprivation, multi-morbidity, and worsening health inequality. The boroughs of Lambeth and Southwark present a complex urban environment, where poverty and prosperity exist side-by-side. For example, in Southwark, 40% of children are judged to be living in households in poverty, while in Lambeth, 8.2% of the working-age population are on out-of-work benefits, higher than the London average.
In April 2020, King’s Health Partners (KHP) was successful in re-designation as an Academic Health Sciences Centre for another five years, launching a new strategy to build on the success of their previous strategy, Improving Health and Wellbeing: Locally and globally 2014-2019. The KHP strategy for stronger health outcomes and economic growth centres on a joined-up commercialisation and industry engagement approach, connecting the university, KHP NHS trusts, and industry across south London.
King’s, with KHP, have developed a strategy to cultivate an environment where start-ups and SMEs can flourish, bringing innovation in translational research rapidly to market, and where multinational companies can partner with us to accelerate product development and evaluation. This enhances research, creates skilled jobs, attracts investment and improves health. By integrating academic, clinical and industry strengths to tackle challenges and drive growth, we can contribute to improving the lives of people in our local communities and across the capital.
KHP is now building on the strength of our relationships and partnerships in South London with Lambeth and Southwark in a major strategic initiative to build the South Bank Innovation Cluster, with a MedTech Hub at St Thomas’, a Biotech Hub at Guys and a Neuroscience & Mental Health Hub at Denmark Hill.
Aspect 2: Activity
Vision 2029 sets out King’s clear commitment to enable and strengthen our connections with and porosity to London’s businesses, policy makers, agencies and institutions. This includes creating opportunities for King’s students and staff to both learn from local businesses while also providing advice and expertise, developing opportunities for collaboration and partnership with industry, supporting the creation and scale-up of new ventures by our staff and students: and opening our doors and extending the use of our estate to support local businesses and communities.
Highlights include:
King’s has invested over £100m in Bush House, a series of five flagship buildings on our Strand Campus. Purpose-built facilities enable staff and student to develop collaborations with local businesses and communities. The King’s Business School (KBS), launched in November 2017, and based in Bush House, advances King’s ambitions to ‘make the world a better place’ locally and globally, through proximity and collaboration with the great diversity of entrepreneurs, business leaders, policymakers, and influential thinkers who are our neighbours.
Bush House and KBS have become the locus of many of King’s contributions to supporting the local economy, including the development and launch of the King’s Business School Consultancy Project where final-year undergraduate students are paired with small-medium enterprises (SMEs) to address live challenges faced by local entrepreneurs. Launched in 2018, the programme was developed with Westminster City Council and delivers mutual benefits by providing local SMEs with valuable support, while giving students an opportunity to test their skills and knowledge. The programme is currently being extended to the boroughs of Lambeth, Southwark and to #KingsLocal charity partners.
Free
business support and advice to local businesses is also provided through the King’s Legal Clinic. Launched
in 2019 in partnership with PricewaterhouseCoopers (‘PwC’), our PwC Legal Clinic offers free legal advice to
individuals and businesses from the local community. Under the supervision of PwC lawyers, our students
assist members of the public, sole traders, small business owners and social enterprises with one-off
advice. The clinic also helps advise on a range of legal issues including commercial and intellectual
property, employment, and housing. King’s Social Enterprise Clinic, in partnership with Charles Russell
Speechlys, offers free legal advice to start-up social enterprises and the self-employed on a range of
issues including the most appropriate business structure, employment law, and data protection
regulations.
King’s Entrepreneurship Institute, based at Bush House, is home to King's20 Accelerator,
a flagship programme supporting the 20 brightest and highest potential ventures from King’s to reach their
potential. Ventures can be at any stage of their development and the accelerator is open to all King's
students, staff and alumni. Ventures have
now gone on to raise over £20 million investment and generated over £17 million in revenue. As well
as employing over 400 people, many ventures have remained locally based in King’s home boroughs.
In 2017, the Entrepreneurship Institute established Venture Crawl, taking students across London on top of iconic red buses to visit London's top innovation hubs and workspaces and to experience the capital's start-up ecosystem first-hand and to meet entrepreneurial leaders. In 2018, the Venture Crawl grew from one university on one bus, to 13 universities on six buses, visiting 30 innovation partners across London.
CUSP London, located within the Faculty of Natural Mathematical & Engineering Sciences, and based at Bush House brings together researchers, businesses, local authorities and government agencies to apply urban science to improving public health and wellbeing. CUSP London provides a focus for shared research and dialogue between the faculty and organisations and businesses across London, including the Greater London Authority, borough councils, the London Ambulance Service and the Mayor’s Office for Policing and Crime. In 2018, Westminster City Council formed a data science partnership with CUSP London to test data-driven solutions to the city’s biggest challenges. The partnership deploys innovative tools to save money, contribute to the local economy, generate new insights, and improve service delivery for the Council and its residents.
In September 2018, King’s opened the doors to Science Gallery London (SGL). Located at King’s Guy’s Campus, SGL offers new ways for King’s to connect and collaborate with local communities. As well as generating collaborations with artists, seasons are co-created with young people from King’s local communities through its Young Leaders programme:15 to 25-year-olds drawn from King’s home boroughs and student body. These dynamic and creative young people – from biomedical students to textile designers – shape SGL’s approach so that its activity represents and champions their interests, and the interests of local communities.
As well as a prioritising procurement of locally sourced products from local businesses for the café, the courtyard of Science Gallery has also become a focus of collaboration with local businesses and the business improvement district, Team London Bridge, to support and promote innovations related to sustainable business including the use of cargo-bike deliveries encouraging local procurement and offering a venue for a new food market for local suppliers.
Launched in 2019, with funding from Innovate UK as part of the UK Government’s Industrial Strategy Challenge Fund, King’s led London Medical Imaging & Artificial Intelligence Centre for Value-Based Healthcare, based at our Westminster Bridge Campus, brings together four universities (King's, Imperial, QMUL and UCL), eleven leading NHS Trusts, multinational industry (Siemens, NVIDIA, IBM, GSK, GE), 11 UK-based SMEs and the Health Innovation Network. With additional funding provided in 2020, the Centre has now leveraged £14M of industrial funding in addition to £26M of public funding with the aim of using University R&D and NHS data and clinical expertise to help companies develop healthcare data science and AI tools to improve patient care and reduce healthcare costs.
The Centre is one of the key building blocks of King’s and our NHS and local authority partners ambitious plans to develop the St Thomas’ MedTech Hub, including the London Institute for Healthcare Engineering a new landmark development co-funded by Kings and Research England. The Institute also leverages substantial industry funding, and will allow major companies as well as SMEs, to co-locate with university researchers and NHS clinicians - building on King’s expertise in healthcare engineering to develop a leading centre for medical technology on London’s South Bank.
Aspect 3: Results
King’s has been ranked 5th in the UK, 5th in Europe and 24th in the world in the 2022 Times Higher Education (THE) Impact Rankings, in recognition of the university’s positive environmental and social impact. King’s also retained the top position among London universities in this ranking for the fourth year in a row. King’s delivers against this goal through ongoing cross-sectoral dialogue with national government bodies, international collaboration and research; and local collaborations underpinning our strategic commitment to communities in London.
In Vision 2029, Service is the term we have adopted at King’s to describe our commitment to society both through and beyond the traditional roles of education and research. The Service Annual Report showcases examples that embodies King’s commitment to societal impact, at home in London, across the UK and internationally. Focusing on London and on King’s Home Boroughs, London Stories draws together and illustrates the broad ranging examples of staff and students – throughout every faculty – whose teaching, research and community partnerships with London deliver on King’s strategic ambitions.
Evaluation and impact measurement is carried out locally in individual Institutes and on individual initiatives. Examples, reflecting the highlights noted in Aspect 2, include –
The Entrepreneurship Institute publish an annual Impact Report reporting on individual initiatives including Venture Crawl, Idea Factory and King’s 20 Accelerator, and work to create entrepreneurial learning opportunities both within and beyond the curriculum.
The King’s Legal Clinic publishes an annual report including information on activity including partnerships, community projects, and ‘facts, figures and feedback’.
Following evaluation of the previous King’s Health Partners strategy, application and interviews, KHP was re-designated in April 2020, as a National Institute for Health Research – NHS England/Improvement (NIHR-NHSE/I) Academic Health Sciences Centre (AHSC) with support from across the partnership and local healthcare system.
The evaluation of the King’s Civic Challenge, carried out by Rocket Science and funded by the Mayor of London, demonstrating the efficacy of King’s locally focussed collaborations, noting “Initiatives which strengthen the links between the university and local community offer a range of benefits including enabling the King’s community to better understand “real world issues”, and local organisations gaining access to university resources”.
King’s Civic Challenge was the last public event to take place at City Hall before lockdown. In Lambeth United: Our response to COVID-19, Jack Hopkins, Leader of Lambeth Council, and a member of the Civic Challenge judging panel described it “as a wonderful afternoon of celebration, partnership and investment in our neighbourhoods”. The Civic Challenge is a totemic example of King’s community collaborating with our local partners and communities to achieve our ambition to be a civic university at the heart of London.
For further information, please send queries to vpri@kcl.ac.uk
Public & Community Engagement
Summary of approach
Strategic Vision 2029 sets out King’s ambitions to make the world a better place. King’s has established Service (students, staff and alumni working together with our communities to make a positive social impact) as a core strategic priority, alongside Education and Research.
Public and Community Engagement at King’s is delivered in a holistic but decentralised way. We embed community engagement into our degree programmes, through service-learning modules that connect students and teachers with community partners. We work with citizens in participatory research, and host events and exhibitions. We enable student and staff volunteering and deliver award-winning widening participation activities. Our researchers and research centres and institutes have a strong focus on public engagement with dedicated staff supporting this effort.
Aspect 1: Strategy
Public and Community Engagement (P&CE) features in our Strategic Vision 2029 and is delivered across 5 strategic priorities - Education, Research and Service, both at home in London and internationally.
King’s College London works with many different communities and we have dedicated pathways to capture the thoughts and views of our communities, ensuring they are involved in co-creating and delivering research, engagement, and interventions.
The Education strategy sets out the guiding objectives for our service-learning programme, a credit-bearing curriculum that encompasses mutually beneficial community engagement. The Research strategy sets out how King’s influences policy and practice, enhances cultural life and cohesion, and adds value to the UK economy. The Service strategy sets out how we work collaboratively to effect positive societal change. Our London strategy enables us to build these collaborations through statements of intent with home borough councils as well as the King’s Civic Charter. Our Internationalisation strategy focuses on strengthening cultural competency and global problem solving skills in our students and staff, so they are equipped to help make the world a better place.
P&CE is delivered in a holistic and decentralised way at King’s, embedded in both faculty and directorate activities ranging from citizen science through to engaging parents in breaking down barriers to access higher education. P&CE funding is locally allocated through annual budgeting and planning processes. King’s offers various grants to enable P&CE activity, including the King’s Together Seed Fund, small grants schemes, and a Service Seed Fund.
Strategic leadership is provided by our Senior Management Team, Vice Principals for the 5 Vision priorities, and a dedicated Service Committee reporting into Academic Board.
Aspect 2: Support
Support is delivered through both centrally and locally managed programmes. Some examples are outlined below.
Practical Support
King's Cultural Community focuses on the development of partnerships with artists and cultural organisations that advance research and learning, engage public audiences, and add value to the cultural sector. Since opening in 2018, the free-to-visit Science Gallery London in London Bridge showcases work by scientific researchers, students, local communities and artists. To date it has presented five exhibitions, engaging 200 academics, 3,700 students and welcoming over 150,000 members of the public.
Our Impact & Engagement Services team has supported nearly 400 researchers to incorporate P&CE funding into research applications since 2017, securing over £2.5m in awards. Faculty-based Public Engagement professionals have supported researchers in securing over £1m in P&CE funding, including from the Wellcome Trust and the Paul Hamlyn Foundation.
The Policy Institute acts as a hub for linking insightful research with rapid, relevant policy analysis to stimulate debate and shape policy agendas. Over the past 3 years, it has led on a suite of critical initiatives to enable the translation of academic research into policy and practice by facilitating engagement between the public, academic, business and policy communities. They run policy labs for faculty-based academics as well as external clients, designed to being evidence closer to policy making, for example in bullying and mental health.
The Entrepreneurship Institute supports entrepreneurial thinking, skills and action among King's students, staff and alumni. In 2018/19 the Institute grew its engagement with students by over 2500, to form a total student community of more than 14,000 students. In addition, the Entrepreneurship Institute held the hugely successful “Start Up 2019” event, which brought together over 1500 members of the public who were either starting, or planning to start, a new business.
The King’s Engaged Researcher Network (KERN) brings together researchers, clinical and technical staff, and postgraduate students who are interested in engaging different audiences within their fields. They provide regular newsletters to members, highlighting funding and training opportunities; share best practice in P&CE through events. There are also other networks that support the delivery of P&CE activities, for example the Sustainability Champions and the Race Equality Networks.
The Arts & Humanities Research Institute (AHRI) acts as a platform to mobilise impactful social justice-oriented research and education collaborations with civil society organisations. Its unique REACH Space hub provides an experimental space for socially engaged research and ideas generating activities. AHRI runs seed funding schemes and professional development opportunities relating to P&CE. AHRI critically reviews its P&CE work through its working paper series.
Social media
King’s has an extensive presence online and on social media, where examples of P&CE are celebrated. Some examples include King’s College London; King’s Engaged Researcher Network; Service at King’s; Science Gallery London; Cultural King’s; Arts and Humanities Institute (AHRI); and The Policy Institute.
Training
In 2019-20, King’s piloted a Service Leadership Programme, which has provided an opportunity, through workshops and action learning sets, for staff participants to develop their skills in leading change, building community partnerships, and self-evaluation. Another example of King’s training is our Impact by Design course.
Recognition
King’s annual university staff awards highlight exemplary work from across both professional services and academic spheres. Awards that encompass public and community engagement activity include our commitment to London and local communities; sustainability; commitment to widening participation and social mobility; and serving the needs and aspirations of society. Our students can apply for a King’s Experience Award which formally recognises their Service, Culture, Research or Leadership activities.
Aspect 3: Activity
King’s is engaged in a significant and varied number of P&CE projects across many subject areas. Some examples are provided below.
Examples in response to Covid-19
The most recent example of citizen science at a large scale is The COVID-19 Symptom Study app. This research collaboration between Professor Tim Spector at King’s, and health science company ZOE is the largest public science project of its kind anywhere in the world. Over 4 million participants have downloaded the app to date and are using it regularly to report on their health.
In May 2020, AHRI developed Breaking Bread an opportunity for staff to support , a charity that runs cookery classes led by refugees, asylum seekers and migrants struggling to integrate and access employment, and just under 80 people benefitted.
The Policy Institute, in collaboration with the NIHR Health Protection Research Unit in Emergency Preparedness and Response and Ipsos MORI, has been tracking public attitudes, beliefs and behaviour throughout the coronavirus crisis. The research, conducted with members of the UK public, took place in April, May and July 2020. A total of 6,750 interviews were undertaken and the results have been used in government briefings.
Other examples of P&CE
Service users, community members, and patients are involved in P&CE at King’s through projects such as the landmark undertaken by a leading IoPPN academic; the Science Gallery London Young Leaders; and SHAPER.
is a parental engagement programme run in partnership with community organising charity Citizens UK and King’s. It uses community organising methods to mobilise and train local underrepresented parents, building university access experts in local communities and enabling leadership of campaigns for educational equality. Over 200 underrepresented parents have been engaged to date. After listening to concerns of local parents regarding child citizenship, King’s brought together 400 members of our community, and took part in the last 1,200-person London political assembly. Empoderando Padres has recently launched and engaged over 40 underrepresented parents so far in the Latinx community. It is an active network of parents striving to gain a greater understanding of the English education system so that they can better support and guide their children.
Our King’s Health Partners Summer School provides annual outreach sessions which aims to provide insight into careers and work within research, in order to encourage widening participation and access to higher education. Evaluation reports have shown that the Centre for Stem Cells and Regenerative Medicine (CSCRM) activities were the favourite aspect for the majority of students in the Summer School. Out of the 36 most recent online CSCRM event feedback responses, 32 stated they were more likely to consider a career in research.
The Alliance for a Cavity-Free Future, a King's-led global not-for-profit organisation, continues to advance its commitment to fighting against the initiation and progression of dental caries through expanding and improving partnerships, driving policy development, supporting local Chapters (28 across over 50 countries), and sharing best practice. The Alliance launched in 2016 and chapters work with their networks of professionals, public health officials, governments, and the public to raise awareness about staying cavity-free. Reports from 2019 demonstrated that over 700,000 people were reached through an awareness day alone, with over 8.6 million people reached in 2019 overall.
In 2019, the AHRI funded its Queer@King’s Research Centre to trial an activist-in-residence scheme in conjunction with ParaPride, the UK's first official charity focusing on the connection between the disabled and LGBT+ communities. The scheme provides LGBTQ+ activists from the Greater London area access to King’s resources, infrastructure and administrative support, alongside an activism activity budget of £1,500. Learning from this pilot scheme will be shared with other AHRI research centres and more widely, to build capacity for activist-in-residence schemes elsewhere in the university.
Aspect 4: Results and learning
For the last 3 years, King’s submitted evidence to the Times Higher Impact Ranking, which evaluates how universities are delivering against the UN SDGs. King’s placed 1st in London, 5th in the UK and 5th in Europe in 2022.
There are hundreds of P&CE activities from small to large scales across King’s, with different objectives and evaluation methods that are used to assess impact and inform future activity. Methods include surveys, questionnaires, testimonies, feedback forms, monitoring and evaluation frameworks, self-reflections. Some examples include:
King’s Civic Leadership Academy connects students with local community organisations to enhance civic services as well as support students in developing their leadership skills and employability outcomes. The What Works Department developed a theory of change and research protocols to evaluate the impact of the programme. Surveys and relational conversations (based on Citizens UK community organising principles) with stakeholders have ensured the activity continues to be beneficial to our community partners. King’s will now share learnings and expand this to other areas across the university. Experiences are shared publicly through these blogs.
King’s Civic Challenge brings together teams of students, staff and local charities to work together to co-create solutions to some of the challenges our communities face. The inaugural challenge took place in 2019-20 and we worked with Rocket Science to develop formative and summative evaluations including cohort surveys and participant interviews.
The Health Inequalities Research Network (HERON) is a research and public engagement network currently funded by the Wellcome Trust, comprising community members and organisations, researchers and healthcare practitioners. Focusing on mental health and the interface between mental and physical health, HERON aims to raise critical awareness of, help people share experiences about, and identify ways to reduce inequalities in health and healthcare. They lead research and evaluation work which involves people experiencing, or at risk of, inequalities in mental health or healthcare. Research is co-produced with local and national partners. Public engagement activities span multiple formats of engagement such as photography, physical activity, research methods training, and music.
Aspect 5: Acting on results
We have established a Service Committee that reports into Academic Board and Council, and each area of the Service strategy is given time on the agenda with discussions on how activity can be strengthened. There is a representative from each faculty, two student representatives, as well as leads for significant priority areas (for example the Civic Leadership Academy; Research Impact; Service Learning). In terms of looking at ways to evaluate our work systematically, measures are being actively developed. A recent collaboration between King’s, the University of Melbourne and University of Chicago looks at how we can better measure, recognise and value universities’ impact on society.
One local example is the School of Biomedical Engineering and Imaging Sciences P&CE monitoring and evaluation framework that students and staff use to evaluate their activity. They also run surveys and utilise the NCCPE Edge Tool to conduct self-evaluations with Public Engagement Committee members and Ambassadors. The Centre for Medical Engineering within the School has a dedicated academic lead and Public Engagement Advisory Board (includes charities, organisations, partners), a staff committee, student ambassadors, as well as a seed fund, evaluation framework, and awards.
For further information, please send queries to reza.razavi@kcl.ac.uk