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Institutional Context
Summary
Oxford Brookes University is a medium research-intensive university incorporated in 1992. Total income in 2018-19 was just over £200m of which £12.3m was attributable to knowledge exchange activities. There were approximately 1,900 staff, of whom 43% were academic and senior staff, and just under 17,000 students, of whom 23% were postgraduates. The main campus is in the city of Oxford. The University’s research and teaching spans a wide range of disciplines from social sciences, humanities and business studies to health and life sciences, engineering and the built environment. Knowledge exchange activities reflect this breadth of interest while adapting to local needs and there is a strong focus on enterprise and entrepreneurship.
Institutional context
Oxford Brookes University is a medium research-intensive university placed in Cluster E of the Knowledge Exchange Framework. It is a modern university incorporated by Statute in 1992 with precursor organisations dating back to 1865. It is a member of University Alliance, which represents professional and technical universities.
In 2018-19 total income was £203m, of which £12.3m was attributable to knowledge exchange activities. The average number of staff (FTE, excluding hourly-paid) was 1,876, with academic and senior staff making up 43% of the workforce. There were 16,709 students, of which 3,901 (23%) were postgraduate students. The main campus is in the city of Oxford.
The University’s Vision and Strategy 2020-35 comprises four Strategic Pillars: Education and Enterprise, People and Culture, Research and Innovation, and Partnership and Place, together with nine cross-cutting Strategic Enablers. The Research and Innovation Pillar sets out the ambition to double the overall contribution of Research, Innovation and Knowledge Exchange activities by 2035 and to support, promote and invest in innovation, knowledge exchange and impact. The Partnerships and Place Pillar aims to build on the University’s status as an integral part of the local community and as a stakeholder in the success of Oxford and the wider region.
The University’s research and teaching spans a wide range of disciplines from social sciences, humanities and business studies to health and life sciences, engineering and the built environment. Knowledge exchange with key sectors such as life sciences, motorsport and high-performance engineering is well-established and there are recognised opportunities in other sectors experiencing strong growth such as technology businesses and creative industries and in low carbon solutions. Support for staff and student entrepreneurship and enterprise has received substantial additional investment over the past three years.
Oxfordshire has a highly skilled and productive workforce and high levels of employment. There is above average investment in R&D, and strong growth in economic output and jobs created, increasing further the demand for graduate-level staff. However, prosperity is unequally spread - there are pockets of severe deprivation and the development of a more inclusive economy is a priority for local government and a stimulus for social enterprise.
Oxfordshire hosts several research institutions of international importance and a strong community of research and knowledge-intensive businesses, although there are few large corporates. The University's Business School is working with Oxfordshire’s SMEs and the Local Enterprise Partnership to address the challenges of managing growth. Hospitality and tourism is also a significant sector representing 10% of the local economy. This has been hit especially hard by Covid-19 and its future recovery is a particular concern and a priority for business support.
Although Oxfordshire has received public investment in infrastructure through the Local Growth Fund and in large-scale research assets, publicly funded business support is limited. Historically, no European Regional Development Funds (ERDF) were allocated and in the latest round the allocation was the second lowest of any LEP area. This means that large-scale business support and job creation initiatives seen in other areas are not present in Oxfordshire.
For further information, please send queries to kef@brookes.ac.uk
Local Growth and Regeneration
Summary of approach
The University’s focus for local growth and regeneration is the city of Oxford and the wider economic geography of the Oxford region. Priorities for activities have been determined by deep engagement with the Local Enterprise Partnership and the Local Industrial Strategy, through partnership working with local government and the business community, and by consultation. Internal networks for research, innovation and knowledge exchange have been created to support specific initiatives in priority areas. Activities have included a virtual incubator for AI businesses, energy-saving audits and support for Scale Up businesses. Opportunities for students and graduates to contribute to local growth through entrepreneurship, internships and technical training have been developed.
Aspect 1: Strategy
The focus for local growth and regeneration as stated in the Partnerships and Place Pillar of the University Strategy 2020-35 is the city of Oxford and the wider economic geography of the Oxford region. There are strong links to other stakeholders in the city and more widely to stakeholders and partners across Oxfordshire.
Areas of strategic interest extending beyond the boundaries of Oxfordshire include the Oxford-Cambridge Arc, which extends across Oxfordshire, Buckinghamshire, Northamptonshire, and Bedfordshire to Milton Keynes, Cambridge and Peterborough. This pan-regional geography offers a significant opportunity to drive economic growth at a place and national level and incorporates the Motorsport Valley cluster for motorsport and high-performance engineering. Sector-specific geographic priorities include the Greater Thames Valley for Life Sciences.
The strategic priorities in the Five-Year Institutional Knowledge Exchange Strategy (2016-21) submitted to HEFCE, included, firstly, support for the development and implementation of initiatives to realise the potential of Oxfordshire for sustainable economic growth through participation in stakeholder forums, partnerships and collaborations and, secondly, to provide opportunities for engagement with businesses, regionally and more widely, in support of the transfer of skills through training and access to talent, taking account of the priorities of the national Industrial Strategy and the Local Industrial Strategy for Oxfordshire.
The ambition in the Partnerships and Place Operational Plan 2020-22 is to increase the involvement of staff and students in research, innovation, knowledge exchange and entrepreneurial activities to enhance the economic prosperity, health and well-being, and social and cultural vitality of the local community to support recovery from Covid-19
Priority areas for activities have been identified through engagement with the Oxfordshire Local Enterprise Partnership (OxLEP), the business community and other stakeholders, comprising four themes aligned with the national Industrial Strategy (Ethical Artificial Intelligence, Healthy Ageing, Sustainability and Resilience, and the Future of Transport), together with Life Sciences, Business, Entrepreneurship and Enterprise, and Social Enterprise.
There has been deep engagement with OXLEP since its creation. The University is represented on the main OxLEP Board by the Vice-Chancellor as Non-Executive Director and Deputy Chair Elect, and on six out of seven sub-groups (Skills, Innovation, Business Support, Clean Growth, Tourism and Visitor Economy, Programmes) by two Pro Vice-Chancellors and other senior staff. The University and OxLEP jointly host a business development role which facilitates the deployment of University expertise in support of OxLEP priorities. The University has actively participated in the development of the Local Industrial Strategy through its membership of the Steering Group which shaped it and the Implementation Group which followed. The University leads or is a partner in seven projects listed in the Oxfordshire Investment Plan, ranging from entrepreneurship skills for early career stage researchers to support for scale up businesses. The University is also represented on the Economic Recovery Task Force, a county-wide partnership between OxLEP, local authorities and other stakeholders which oversees plans for economic recovery post Covid-19.
The University is represented on the Steering Group of the Oxford Strategic Partnership (OSP), which helps to provide direction for the City of Oxford's future. A particular concern is the inequality within the city and aspirations for an inclusive economy. The University is also represented on the City’s Economic Growth Steering Board which oversees plans for the economic development and regeneration of the City.
The University is a founder of OSEP CIC, formerly Oxfordshire Social Entrepreneurship Partnership, which works to promote social enterprise in Oxfordshire and provide opportunities for students to engage with the sector. The University nominates a Director and works in partnership with leading local social enterprises.
Other means of gathering evidence of local needs include membership of Advanced Oxford, a membership organisation representing major knowledge-intensive businesses in Oxfordshire, and Oxfordshire Voice representing businesses from all sectors. The University participates in the annual Business in Oxford exhibition and the B4 business network, and attends occasional business consultations, for example in connection with the Local Industrial Strategy and the Scale-Up Institute.
The University is a partner of the Oxford Academic Health Science Network which connects with NHS providers and collaborative organisations and with the health and life sciences industry in Oxfordshire and the Thames Valley. A specific consultancy project was commissioned to develop engagement with the Life Sciences sector in Oxfordshire and research its needs.
In late 2019, Oxford Brookes Business School (OBBS) was commissioned by OxLEP to investigate the local ecosystem that supports Scale Up businesses to inform the development of a county-wide strategy for business support. The report proposed several recommendations for sustainable and affordable support measures as well as mapping the Scale Up support available in Oxfordshire and formed the basis for the Business School’s own Scale Up offer.
The Vision for the University in 2035 states that it will contribute fully to a vibrant and globally-recognised innovation ecosystem in the Oxford region and will be recognised as an integral part of the local community and a stakeholder in its success.
Aspect 2: Activity
Activities within the themes identified through the Local Industrial Strategy are coordinated through Research, Innovation and Knowledge Exchange networks of academic colleagues supported by the University’s Research and Business Development Office.
The Institute for Ethical AI (Institute for Ethical AI) helps organisations working in the professional services sector to maximise the benefits of AI and data analysis through the development of ethical and trustworthy software solutions. The initiative was supported by a grant of £1.2M from the Research England University Enterprise Zone (UEZ) fund with co-investment of over £500,000 by the University. The UEZ project has created a virtual incubator for early stage companies operating in the AI field and has helped individual companies and sector consortia on the development of AI solutions. The Institute collaborated in an accelerator programme for AI companies in Summer 2020 which supported 8 businesses and made awards of £40,000.
The University is a partner in Project LEO, an ambitious smart grid trial based on Oxfordshire, and in OxFutures, an ERDF-supported initiative to improve uptake of energy-saving measures. The University is engaging with the Oxfordshire 2050 planning team to make available its regional planning expertise. The University is a member of the Living Oxford consortium which aims to develop and coordinate Living Labs projects in Oxfordshire, including inputs to the West Oxfordshire Garden Village, which aims to create a sustainable innovation community in a garden village setting.
The University has collaborated with OBN, a leading membership organisation for Life Sciences businesses, to produce a consultancy report on the opportunities for the University to contribute to the development of the Life Sciences cluster in Oxfordshire, including the potential for collaborative research and consultancy, provision of services and equipment, student interns and graduate employment. This initiative has been interrupted by Covid-19 and the next stage of engagement will follow. The Bio-Innovation Hub provides laboratory facilities and office accommodation for a small number of life sciences companies on the main university campus with a focus on collaborative research and student projects. An upgrade and expansion is planned to respond to the recognised shortage of laboratory space for early stage companies in Oxford.
The University’s School of Engineering, Computing and Mathematics provides focussed support for the motorsport and high-performance engineering cluster in Oxfordshire. Typically, 80 Bachelors students and 55 Masters students graduate each year from the Motorsport Engineering programme, many of whom find employment in the sector. Williams Advanced Engineering and Renault F1, based in Oxfordshire, and Mercedes High Performance Powertrains in Northamptonshire are recruitment partners. Oxford Brookes graduates are employed in every F1 team and in several Formula E teams. The University is supporting the industry’s transition to electric propulsion with specialist equipment in the High Voltage and Energy Storage Laboratory. The University is a partner in Mobility Oxford, a consortium of local authorities, universities and businesses which promotes smart mobility solutions across Oxfordshire.
The University’s Business School (OBBS) launched a pilot of the Scale Up network in late 2019. Nine local organisations participated in structured sessions with OBBS experts and in facilitated action learning groups over a period of a year. The nine organisations were from a wide range of sectors including retail, professional services, and non-commercial, employing on average 20 staff.
OBBS has undertaken consultancy for local clients on economic impact, starting with Blenheim Palace in 2017. OBBS was commissioned by OxLEP in 2018 to produce a major report on Oxfordshire’s business visitor economy, co-funded by a range of stakeholders and with investment of £25,000 by the University, centring on the viability of a conference centre for the region.
The University’s Enterprise Support programme has been expanded considerably since January 2018 with investment of just over £500,000 in 2019-20 with additional external co-funding of £100,000 from sponsors including Santander Universities. Two incubator / co-working spaces have been provided to service a community of 168 pre-start, start-up and early stage businesses, with plans to increase capacity further in 2021-22. Seven fully funded internships were provided in 2020 for students and recent graduates to join local start-up companies. The scheme will be expanded to include social enterprises in 2020-21, working with OSEP. There were 25 newly registered graduate start-up businesses in 2018-19.
The University has participated in the formation and development of the Arc Universities Group, which brings together the ten universities in the Oxford-Cambridge Arc to address the needs of the enlarged region through collaboration, with an initial investment of £20,000.
Aspect 3: Results
The University is a recognised key stakeholder in the Oxford region, not only by virtue of the number of its employees and procurement spend but as a strategic partner to OxLEP, local government and the Oxfordshire research and business community due to its role in nurturing graduate talent, as a source of expertise and new technology, and in venture creation.
Nigel Tipple, Chief Executive of OxLEP said:
“The University is a valued partner and active contributor to our work, helping to shape many of our strategic policies and programmes in support of the sustainable economic growth and development of the county. Their advocacy, leadership and networks have brought significant value to our partnership working locally, across the Oxford-Cambridge Arc, and nationally, and this commitment looks set to help us navigate economic recovery as we move through the response to Covid 19 and implications of the EU transition negotiations. Their engagement, challenge and support across all our programmes and at Board is a vital part of the maturing partnership approach.”
Local growth and regeneration activities and outcomes are formally reported to the University’s Knowledge Exchange Steering Group at its quarterly meetings and annually to Senior Management and the Board of Governors.
The Institute for Ethical AI UEZ project hosts 16-20 companies working in its virtual incubator, nearly all based in the Oxford region. Four companies so far have reported major business benefits, such as investment, grant awards and client wins, which they attribute in part to support from the Institute. Published case studies include a collaboration with a law firm funded by Innovate UK to improve efficiencies in contract processing which could help law firms gain new business (Case studies). The launch event in February 2020 attracted guest speakers from IBM and the Office for Artificial Intelligence, and support from OxLEP and the then Science Minister.
The OxFutures project received an interim external assessment in May 2020 http://oxfutures.org/wp-content/uploads/OxFutures-Interim-Summative-Assessment-report-May20.pdf
The University’s contribution was to provide expert energy audits to 136 SMEs in Oxfordshire. If the recommendations are fully implemented there will be an estimated saving of 3.4GWh in energy, equivalent to £340,000 in energy costs and 1,000 tonnes CO2 per annum, of which 38% had already been realised by beneficiaries. Funding has now been extended by a further three years to 2023.
The pilot of the Scale Up network was well-received by participants. On average, the commercial businesses saw their workforce grow by 30% and turnover by 54% during the period of the programme. Extensive testimonials were provided, one of which was reported as an article in B4, an Oxfordshire business magazine (Stronger together: Navigating the challenges of local businesses in transition). The Scale Up network is being expanded in 2020-21 with co-funding from OxLEP.
For further information, please send queries to kef@brookes.ac.uk
Public & Community Engagement
Summary of approach
The University’s Public and Community Engagement (PCE) Strategy has been developed to give a more structured and coordinated approach to PCE across the University. Dedicated PCE staff and many other contributors engage regularly with community organisations, professional bodies and the general public to understand how the University can serve their needs. A diverse programme of events and festivals brings the work of the University to a wider public and enriches the life of society. In a small number of cases the impact of these activities is evaluated and reported on. However, we recognise more could be done to collect and collate information and feedback from participants to make sure that the strategy is working to increase public benefits.
Aspect 1: Strategy
The University’s Public and Community Engagement (PCE) strategy has been developed to give focus and commitment to the University’s aims and objectives for PCE and coordination to its diverse PCE activities. PCE comprises one of several cross-cutting themes that underpin the University Strategy for 2020-35. The University has been a signatory to the National Coordinating Centre for Public Engagement (NCCPE) Manifesto since 2014.
The PCE Strategy states the aims of the University’s PCE programme to be:
To work in collaboration with our communities through sustained and reciprocal engagement to foster a love of learning, to inspire the students and researchers of tomorrow, and to enable change and improve practice so that the University can better serve its publics.
To work with professional and business communities to understand their needs and to develop better professional and business practice.
To participate in civic and community forums as a fully engaged stakeholder to address the challenges and concerns affecting our communities
To enrich the life of society through the promotion and sponsorship of accessible and engaging cultural events and exhibitions
The University’s well-established Public Engagement Network (PEN) provides a forum for staff and student representatives to share knowledge and discuss ideas for the promotion and delivery of the University’s PCE programme. The implementation of the University’s PCE strategy is overseen by a Steering Group drawn from PEN members and comprising university academics and managers with responsibility for PCE. The Chair of the PEN Steering Group is the PVC Research & Global Partnerships who is the champion for PCE in the University’s senior leadership team, the Vice-Chancellors Group (VCG).
The PEN Steering Group will develop an annual PCE plan which sets out the activities to be undertaken and the budget and resources required. The annual forward plan will be reviewed and approved by VCG and an annual report on achievements and impact will also be produced for review by VCG and the Board of Governors.
In developing the University Strategy for 2020-35, a Community Strategy Supper was held where neighbours, critical friends and committed partners were invited to help develop a vision for Oxford Brookes, contributing to the adoption of Partnerships and Place as one of four strategic pillars.
The University is a member of the Oxford Strategic Partnership (OSP, https://www.oxford.gov.uk/oxsp/), which brings together representatives from the community, business, and the public and voluntary sectors to facilitate partnership working and to provide direction for the city's future, respond to local priorities and engage more effectively with local concerns. The University is represented on the OSP Steering Group. The University also works with community forums, such as Headington Forward and local Residents’ Associations.
Members of the public can raise queries or make complaints by contacting the Community Engagement Team by telephone, and by a dedicated e-mail address and webform advertised on the University website. Nearly 2,000 e-mail enquiries were received in the twelve months to September 2020.
Many University facilities are available for community use. These are listed on the website and promoted in occasional advertising campaigns.
Aspect 2: Support
The academics and professional services staff who undertake PCE comprise the Head of Community Engagement and her team, the PEN Coordinator and Assistant, and Faculty PCE coordinators, ten posts in all, and numerous other contributors who include PCE as part of their portfolio of work. The Research and Business Development Office engages with local and regional stakeholders for knowledge exchange and impact, and the Marketing & Communications Directorate supports engagement with the local community and manages the open events programme.
University initiatives and events are supported by Faculty and University budgets, the Central Research Fund and the Higher Education Innovation Fund. External events such as the Oxford Science and Ideas Festival, Headington Festival and Cowley Road Carnival also receive sponsorship.
The Brookes Alumni Fund and the Student Impact Fund provide support for students undertaking projects with environmental or community benefits with grants of up to £500.
Training in PCE is provided through the Engage Academy and other shorter courses. Media training is available for all staff and research students.
The Board of Governors comprises 16 members of which 10 are independent of the University. All the independent members bring substantial expertise and experience, including the professions, healthcare, education and community arts.
Other University and Faculty committees benefit from community and professional representation, including the Engineering and Computing Industrial Advisory Boards. University staff actively engage with professional organisations such as the Nursing and Midwifery Council and the Universities’ Council for the Education of Teachers.
The Brookes People Awards are a biennial celebration of the contribution of staff members in support of the Guiding Principles of the University. One category of award is reserved for those who have made a significant difference to others in the University or within the wider community through volunteering or external engagement. In 2018, three teams and three individuals were recognised with an award or were short-listed. Individuals can be recognised informally at any time with certificates and other tokens of recognition.
The University’s Volunteer Centre offers a free brokerage service to promote mutually beneficial volunteering roles with community groups in the local area to students, Community groups can register with an online portal to promote their opportunities. The Centre also runs events including an annual Volunteer Fair enabling recruitment throughout the academic year.
Aspect 3: Activity
The Community Events and Activities programme comprises a wide-ranging series of open lectures, exhibitions and themed events and festivals, which are free and open to all. The current programme planned for 2020-21 has been curtailed in view of the Covid-19 restrictions but digital engagement opportunities are being pursued, such as Beyond the Science Bazaar 2021.
The open lecture programme features guest lecturers of distinction and eminent university researchers. There are approximately 25 lectures each year, some with links to wider initiatives such as Black History Month, Athena Swan and LGBTQ+ Pride.
The Glass Tank is the University’s exhibition space which stages changing exhibitions of work by University students, alumni and external artists which engage and challenge the public.
The biennial Think Human Festival showcases research and teaching in the Humanities and Social Sciences and demonstrates the relevance of these disciplines to our everyday lives. The 2020 festival prioritised performance-led events and off campus events held in community venues across the city. The programme comprised 35 events across two weeks, including events for school groups.
Outburst is an annual 3-day event that takes University research and expertise off campus to a local theatre, and provides a variety of stimulating and fun events, including performances, workshops, exhibitions and group discussions for all ages, ranging from robotics to storytelling.
Science Bazaar is an annual 1-day event that aims to share knowledge of science through exciting and interactive exhibits and activities including health, biology and neuroscience, and the natural world. lt is intended for children and families and is especially recommended for children aged 5-12.
The Documentary Club screens documentaries weekly throughout the academic year which address a wide range of cultural, political and social issues which are intended to broaden the perspectives of university students and stimulate engagement with the broader community beyond.
The annual Oxford Human Rights Festival was founded by University students in 2003 and aims to raise awareness of human rights issues. The scope of the Festival ranges from local issues, such as poverty and inclusivity, to international issues, including refugees and migration.
The Equality, Diversity and Inclusion events programme is widely promoted to and attended by the local community and to specific groups such as Oxford Pride, the African Caribbean Kultural Heritage Initiative and LGBT community groups. The Black History Month 2020 programme features collaboration with community groups such as Kuumba Nia Arts and Unlock the Chains Collective.
The University also makes a significant contribution to events organised by others. These include the annual city-wide Oxford Science and Ideas Festival comprising 105 events in 35 venues covering science, technology, culture and society.
Activities directed towards professional groups include a webinar series for educationalists on the post-Covid curriculum.
Service User Groups have been established for nursing and other allied health professions and social work to provide patient and other service user inputs into student recruitment, the development of research projects and to give a user perspective in teaching and training.
Aspect 4: Results and learning
Data are collected on attendance at University events and reported in the Higher Education Business and Community Interaction Survey. In 2018-19, attendance at public lectures was 3,820 and 40,794 at all other events combined. The University was ranked in the 2nd Quartile (76/165) of universities responding to the survey for number of attendances.
Comprehensive analysis of participant response to the Think Human Festival 2020 has been provided in an impact report (https://drive.google.com/file/d/1-Z_Bcc7Ddge_UmCHUp233KsL1NgyipY4/view).
There were over 2,000 attendees of whom 87% were members of the public with 150 secondary school students attending the schools programme. Qualitative feedback and testimonials were provided by staff, students and attendees. Attitude surveys showed that 70% of attendees agreed that the event they attended changed or challenged their thinking and that 75% were inspired to find out more. Over 70% of school students said they had increased awareness of what kind of research takes place at a university. Many testimonials were collected – a typical example was “a stellar example of what a university can do when it pushes beyond the walls of the campus.” Collaborations were developed with over 14 external arts and community centres and charities to develop and host public events on and off campus.
The Think Human 2020 festival built on the previous festival in 2018 reflecting on the successes and opportunities this had created, including outreach to schools and partner organisations.
Science Bazaar provides approximately 30 activities provided by researchers and support staff across all four Faculties. The providers assess the appeal and success of their activity, supplemented by feedback assessment forms. There were over 2,000 attendees in 2020. Feedback was recorded from nearly 300 attendees of whom 88% gave the highest possible satisfaction rating and 92% intended to return to a future event. The most popular events are identified and suggestions for future activities are incorporated in the programme. Returning attendees are asked about anything in a previous year which they had applied to their lives. Examples of responses included an increase in recycling and upcycling; increased interest in science and maths by children, and excitement and inspiration to attend university in the future.
Attendance data and participant feedback from other events and initiatives are not systematically collated and shared but the event organisers will separately collect informal feedback to inform future events.
Aspect 5: Acting on results
There are already examples of good practice across the university that develop opportunities to engage with communities, and to share and co-create relevant content that responds to community needs and feedback. The work to develop the PCE Strategy involved benchmarking against other universities’ published strategies and the NCCPE EDGE which has identified priority areas for improvement, including the wider use of surveys and feedback to inform strategy and planning, and the development of a more structured outcome framework to assess the effectiveness of strategy.
Identified opportunities for short-term improvements include the collation of impact reports from public engagement activities into a single annual report for senior management and Governors and to make available suitable infographics and other forms of reporting on the impact of past events and programmes. Training in PCE will be established as part of the Explore@Brookes programme, a continuing professional development framework for academics and research staff.
Think Human is being established as a brand for public engagement which extends beyond a biennial festival to develop an ongoing programme of content co-created with local partners and collaborators to increase and sustain impact.
There has been limited coordination of efforts to date to act on results and improve effectiveness. However, the strategy and structures now in place will facilitate a more collaborative and consultative approach which maximises the benefits for the communities served by the University.
For further information, please send queries to kef@brookes.ac.uk