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Institutional Context
Summary
The University of West London, the Career University, is integral to our local economy and community.
Our partnerships with industry and community provides students with skills, expertise and networks to create a talent pipeline that supports the local economy. With 70% of our students coming from London we can rightfully claim that our students are both firmly rooted in the local community, and an integral part in helping it flourish.
We provide business and community with support, intellectual expertise and access to resources to help turn sparks of innovation and entrepreneurship into flourishing business.
In everything we do, we endeavour to involve local communities and play an active part in the educational, cultural and economic life of our region.
Institutional context
The University of West London (UWL) draws on a heritage of over 150 years in teaching and professional education. As the Career University, connection to local business communities is at the heart of our mission. Based in the centre of one of the UK’s most successful business regions, the University has a wealth of experience and strong connections with key industries.
Recent league tables have firmly established the University as the top modern university in London1. UWL is ranked 34th in the Guardian University Guide and in 2020 The Times and Sunday Times Good University Guide named us University of the Year for Student Experience. UWL has always been firmly rooted within its local community, with over a third of our students coming from local boroughs in west London. Our students are very much part of the community we seek to serve. In supporting their aspirations, we help our local community to thrive.
From the outset, the UWL has played a significant role in the educational, cultural, and economic life of the region. This knowledge exchange (KE) mission remains at our core and inspires our students to become innovative and creative professionals connecting them to exciting and rewarding careers. All our students have a guarantee of experiencing the world of work which directly connects our teaching to the needs of economy and society, translating into high levels of employability and integration with local industry. Our vision is simple and continues to define UWL as an innovative, inclusive, and meritocratic community committed to making the country and our local community prosperous, healthy, open, and just.
At the heart of our strategic plan is a series of commitments, which form the bond between UWL, our students, stakeholders, and partners. Our Strategic Plan (Achievement 2023)2 commits the University to making a positive impact on the economy and civil society by:
Offering a transformative educational experience linking our students to the local economy to enhance their earning, employability and provide talent to enable local businesses to survive and thrive.
Being a model for quality, affordable higher education, widening participation and access to career-relevant education, building higher levels of aspiration across all communities.
Producing impactful research leading to positive social and economic benefits for our communities.
Being an engine of innovation and enterprise, supporting business start-ups in our local community.
This impact is achieved through our vocation-focussed portfolio of activity, manged through 9 academic schools/colleges, namely: London College of Music; London School of Film, Media and Design; The Claude Littner Business School; London Geller College of Hospitality and Tourism; School of Law; College of Nursing, Midwifery and Healthcare; School of Human and Social Sciences; School of Computing and Engineering and the recently launched School of Biomedical Sciences adding to an expanded STEM offer. External recognition of our integrated approach saw the University’s Claude Littner Business School win the Times Higher Business School of Year in 2019 and the West London Food Innovation Laboratory being shortlisted for Knowledge Exchange Initiative of the Year 2020.
For further information, please send queries to employer@uwl.ac.uk
Local Growth and Regeneration
Summary of approach
The University of West London (UWL) is at the heart of economic growth in our local community and beyond. Long established relationships with industry and local business translates innovative ideas into practice and ensures access to future talent.
Under a strategy of “today’s problems – tomorrow’s solutions” we harness our knowledge to empower the business communities around us. In delivering innovation that addresses the most pressing problems in our society, we support businesses to grow and flourish thereby enriching the economy.
As the Career University strategically working in partnership with businesses, local authorities, and community groups, we are creating a rich pipeline of skilled individuals demanded by businesses to drive economic growth and deliver regeneration in west London.
Aspect 1: Strategy
The University of West London has a wide regional, national and international role and defines its local area for the purposes of Regeneration and Local Growth as the London Councils (Barnet, Brent, Ealing, Hammersmith and Fulham, Harrow, Hillingdon and Hounslow) that form the West London Alliance (WLA). Within this region, we see ourselves as highly embedded in the two boroughs in which our campus sits, Ealing and Hounslow. Our reach extends along the Thames Valley through our healthcare related work, and globally through educational partnerships.
The west London (WL) area has a population of over 2 million people and 120,000 businesses. It represents a significant proportion of the UK economy, being larger than Glasgow, Leeds and Birmingham combined. The west London economy is home to a mix of multinationals (Sky, GSK, Heathrow etc.), small businesses and creative talent. COVID-19 has demonstrated how the vibrant west London economy has both benefitted and suffered from this diversity. The impact on Heathrow reducing to about 3-5% activity, and the implication for its supply chain, has been instrumental in economic decline in the region. Research undertaken within the WLA by Oxford Economics indicates that WL is likely to experience a higher economic impact than the national average: predicted at 9% of GVA for West London compared to 7% Nationally.1
UWL has always had a role in supporting local growth and regeneration, recognised in our strategic plan (Achievement 20232) to “produce the sorts of graduates, research and enterprise that will enhance the local, regional, national and international communities we serve”. As the Career University connection to business to inform the development of their current and future employees is core to our mission. In view of this, there is a clear recognition that in supporting local growth (and post COVID-19 recovery), UWL is not a lone actor and working collaboratively with partners is at the heart of our approach.
West London Alliance’s ‘Vision for Growth’, first published in 2016 and refreshed in 20203, provides the core identification of local need. This sets out the vision and priorities for the member councils: Sustainability & the circular economy; social and economic inclusion; data and digital innovation; global connection, work & productivity; growth sectors (clean tech, logistics, hospitality, education & research, digital & creative sectors, and healthcare). UWL has mapped its activity to these to better understand our part in local growth. West London Business’ commission on education and skills4, highlighting the role of links with business and Apprenticeships in developing and enhancing regional skills, has further influenced our approach and explicitly underpins our Apprenticeship Strategy.
More recently the focus has been refined through collaborative work on planning recovery post-pandemic. Drawing from work by Oxford Economics, this has resulted in a collaborative ‘Build & Recover’ strategy5 drawn together by the West London Alliance and including a wide range of stakeholders (Local Authorities, business representative bodies, major employers such as Heathrow, Further Education and Higher Education Institutions etc,). UWL has fed into this both directly and in partnership with three other HEIs active in west London (Brunel, Imperial and Middlesex Universities).
The result is two strategic themes:
Engagement with local bodies. Working with a wide range of local stakeholders and partners to:
to identify local need,
to clarify UWL role,
to align our delivery.
Specific UWL-led or delivered initiatives, arising from UWL’s KE strategy and other local needs identification:
UWL’s KE Strategy 2017-20206 promotes supporting the local economy in these 4 main strands:
Anchoring Local Talent development: Through developing students as source of talent for local business (recruitment, internship, etc); guarantees to all our students of experience of the world of work; growing and developing our Higher and Degree Apprenticeship offer to local businesses; providing expert professional programmes (Levels 7-8); and providing CPD and CE opportunities clearly linked to business need.
Business start-up and growth: Through the development of a dedicated space and infrastructure to support the creation and development of new businesses (the Westmont Innovation Hub) in part through substantial private donation; support to new food-beverage businesses through ERDF funded West London Food Innovation Lab; refocussing the business school’s central mission on entrepreneurship and business start-up; building on our track-record in the creative sectors; developing and sustaining partnership with our local Boroughs in economic regeneration.
Leveraging our physical and intellectual resource for benefit of local economy: Through drawing on the full range of resources at the University and aligning them with specific business needs in the West London economy.
Knowledge generation and clear routes to commercialisation: Maintaining credibility as a University through knowledge creation, but with clear and documented routes to turn knowledge transfer into commercial avenues that advantage the economy or society.
The output of this strategy is a range of activities that support our ability to contribute to regeneration and local growth. It falls into four broad categories:
Business Support such as staff-led or student-led initiatives; live briefs from industry that supports student’s employability but gives credible results for businesses to implement; academic consultancy, and sector-specific support such as new product development for the food industry.
Providing academic insights or expertise to support local businesses, professional communities, or policy makers.
Skills and talent development such as CPD, short courses, employer-focussed curricula, and apprenticeships targeted at key local sectors (hospitality, logistics, creative industries, digital, healthcare)
Business start-up support through careers support, Westmont Enterprise Hub and the West London Food Innovation Lab.
Aspect 2: Activity
Over the last three years delivery of this approach to regeneration has resulted in significant levels of activity for UWL in 2 main strategic themes:
Engagement
Engagement with partners has grown over the last three years, with representation in a number of bodies, partnership and initiatives. Some of this activity is long standing, such as UWL’s representation on the Board of Action West London (a regeneration charity), or membership of West London Business and local chambers of commerce. Other more recent initiatives include Great West Creatives, a GLA funded Creative Enterprise Zone based along the Great West Road, overseen by consortia of local businesses and creative organisations, and chaired by UWL’s Head of Research & Enterprise.
UWL is a core member of the Heathrow Skills Partnership (HSP), working collaboratively with Heathrow and its supply chain to both ensure and develop pipeline of skills to a key sector in West London and to provide programme of skills development for existing employees. Initial focus on delivering the skills needed to support the planned 3rd runway has pivoted following Heathrow’s recognition that its reduced economic activity during the pandemic has cascaded down, impacting the local supply ecosystem. The focus of HSP is now on the partnership’s role in recovery, including both practical reskilling and employment growth.
This pandemic-related working partnership has resulted in UWL supporting West London Business and the West London Alliance (in particular its Prosperity Board), and in the four local HEI’s working collaboratively on growth & regeneration, social inclusion & mobility, and how we collectively better communicate the roles HEIs can and do play in the local economy.
Specific UWL-led or delivered initiatives, arising from UWLs KE strategy and other local needs identification:
Core to our approach is UWL’s focus on employability and business start-up, which allows UWL to contribute in ways that wholly align with our core mission and strengths. An audit of activities undertaken in support of our local growth & regeneration approach highlighted significant levels of activity, distributed across all academic departments as well as a range of centrally supported initiatives.
Business Support
Business support activities that are student-led (but with guidance and support from UWL academics) include a wide range of ‘live briefs’ designed to provide insight and employability skills for students while creating implementable solutions for business challenges. Examples include: a communications strategy for a local Community Arts centre; branding consultancy for local cultural venue; and advertising & PR for Ealing Music Festival.
Other examples of student-led business support include:
Supporting a local theatre with community & outreach work
Fresh Minds for Business7, a student-based consultancy service that provides fresh and innovative solutions to business issues.
Business support activities that are staff led include:
Workshops for the Heathrow innovation unit to co-design ways to innovate and support worker resilience and adaptation to automation and innovation;
Future plates & future chefs activity with Sustainable Restaurants Association; support to the Health Communication Agency;
New product design and testing for food and beverages companies;
Free workshops for businesses on topics such as communication and power.
Providing academic insights and expertise:
UWL academics have provided support and insight drawn from their expertise to a number of different organisations, including charities and policy makers. The range of expertise include:
Affordable housing and planning,
E-learning for mental health & wellbeing,
Support to hospitality industry through the work of International Centre for Hospitality and Aviation Resilience Management,
Industry specific alumni events,
Working with Ealing Council on public space,
Gangs & gang crime and UWL’s National Centre for Gang Research,
Supporting the roll out of dementia friendly business practices by the Geller Institute for Ageing & Memory,
Running events for Asian family businesses to share experience and best practice.
Skills & talent development
Focusing on the key sectors in the West London Economic vision, UWL has leveraged its expertise and focused on employability to support skills and talent development through:
Apprenticeships in digital, data, healthcare, logistics, etc.
Short courses in robotics, coding, AI, and workplace resilience
Junior Music College and Junior Chefs academy
Business start-up support
Business start-up support has taken a huge stride forward in the last 3 years through two major strategic initiatives. The first being establishment of the Westmont Enterprise Hub8. This focused on UWL’s support to student, staff and the local community seeking to be innovative and establish their own businesses. In an incredibly short space of time (with formal launch in October 2018), this facility has over 1000 subscribers and has supported the formation of 102 businesses.
The second area of start-up support is the West London Food Innovation Lab. This lab is part of an ERDF-funded project to support SMEs generally, but with some very specific targets around supporting new food & beverage businesses. In the lab, 58 start-up businesses were assisted to develop new products to bring to market.
Aspect 3: Results
The overarching position is that the University of West London reviews the range of activities it undertakes and their performance on an ongoing basis, always focusing on core strengths. The key challenge with local growth and regeneration in a region like west London is disaggregating the impact of UWL as one amongst many partners (including 3 other HEIs).
In part the approach will develop over time as the four HEIs intend to work more closely in this area, including benchmarking and trying to capture the net positive impact on job creation and business start-up (as well as other economic metrics).
At a local level, UWL’s input into engagement activities is evaluated on the basis of: engaging in the impactful networks and partnerships; ensuring our voice is heard at these; and ensuring and reflecting on whether our contribution is valued.
In terms of more specific measures of achievement:
18 business have been supported by the Fresh Minds for Business initiative,
All targets for the Times Higher Education Awards shortlisted9 ERDF West London Food Innovation Lab project were achieved (engaging 95 SMEs of which 58 are start-ups, leading to the creation of 58 new products and the creation of a projected 156 jobs),
Apprenticeship strategic targets (set in the apprenticeship strategy) are on track, with the overarching KPI on apprenticeships in the University Strategic Plan (Achievement 202310) having already been met. Income has grown from £1m in 2017/19 to £3.2m in 2019/20, with learners now at 658.
These achievements are disseminated through social media, the University’s website and within our annual financial reports, all as part of our broad-based communications strategy. Our successful Public & Professorial lecture series allows interactive discussion informing both our community what we are doing whilst ensure we are attuned to their expectations.
For further information, please send queries to anthony.woodman@uwl.ac.uk
https://wla.london/wp-content/uploads/2020/07/2020-June-Oxford-Economics-Report-for-WLA-Impact-of-Coronavirus.pdf↩︎
https://www.uwl.ac.uk/sites/default/files/Departments/About-us/Web/PDF/strategic_plan/achievement_2023_a5_28pp_booklet_july_2018_v2_web.pdf↩︎
https://wla.london/wp-content/uploads/2020/07/Winning-in-the-new-economy-final.pdf↩︎
https://www.westlondon.com/wp-content/uploads/2018/12/WL-Education-Skills-Policy-Commission-September-2018-v1.36.pdf↩︎
https://wla.london/wp-content/uploads/2020/09/2020-September-Build-and-Recover-Plan.pdf↩︎
University of West London Knowledge Exchange Strategy 2017-2020↩︎
https://www.uwl.ac.uk/study/business/fresh-minds-business↩︎
https://www.uwl.ac.uk/business-services/westmont-enterprise-hub↩︎
https://evessio.s3.amazonaws.com/customer/3897c7b1-0c71-459a-8ee7-fd8251fd666e/event/5c3928ea-fc32-4e76-ba12-eac8e01ca262/media/General_Content/79d6016c-node_05_C3VCGI6T563JXF0_uwl.pdf↩︎
https://www.uwl.ac.uk/sites/default/files/Departments/About-us/Web/PDF/strategic_plan/achievement_2023_a5_28pp_booklet_july_2018_v2_web.pdf↩︎
Public & Community Engagement
Summary of approach
The University of West London’s influence is increasing globally, but our roots are firmly established in west London. This is reflected in the significant volume of work we do to provide access to education, engage with the public, and build our local communities.
We connect with those across our community who feel excluded, helping to raise their aspirations and supporting them to develop their skills to develop fulfilling careers.
Our students learn immensely from our local community by undertaking community-based work experience, working on live projects and volunteering their time.
We actively share our knowledge, expertise and technical know-how to spur growth, build mutually beneficial relationships within the community, and engage those around us in the impactful work we do.
Aspect 1: Strategy
As recognised by our strategic plan (Achievement 2023)1 the University of West London (UWL) has been intertwined with our locality for over 150 years. Local residents understand the enormous benefits UWL brings to our community, and collaboration and partnerships have never been stronger. In the coming years we aim to make UWL a lynchpin of community interaction – a true anchor institution. This will see us playing a central role in shaping new levels of innovation, co-operation, and business activity aimed identifying and improving the quality of entrepreneurial talent.
UWL’s approach to public & community engagement has developed into 4 main themes of activity:
Outreach - building a better understanding of UWL as a resource for the whole community: We are an integral part of the local community, seeking to maintain relationships and encourage all parts of the community (local residents, citizens in our local boroughs, businesses & professional communities, and civic society) to understand how they can engage with UWL from a provider of transformative education through to a source of relevant and applied knowledge & expertise;
Enhancing the Student Learning Experience through connections to community: As a teaching focussed institution, with employability at the heart of our approach, it is important that we also enhance students’ sense of their place in civic society through drawing real work examples into their studies and extra-curricula activities. We prioritise generating these from the full range of communities we interact with,
Public engagement with research and science: UWL’s research mission recognises the need to engage the public with research and science, both in terms of our role as educators but also in terms of open access to knowledge generated through public funds – we generate “useful knowledge”.
Supporting local growth, regeneration, and community building: As an integral part of our local community, we acknowledge that we have a role to play in supporting its development, sustainability and growth. This is in part economic, as evidenced in our KE mission to support both economy and society, while cognisant of the fact that this can only be achieved in partnership with other parts of our local community.
As a teaching-focussed institution much of what we do links back to how we support the local community through access to education as a transformative experience. UWL’s strategy for access focuses on raising student attainment and aspirations from primary school through to mature learners. This broader focus means UWL focusses outreach activity on groups who could benefit most within our community from raised aspirations.
This portfolio of support and activities offered is constantly developing based on four main aims, embedded in our Access and Participation Plan2:
Raising the attainment of those who would struggle to obtain a passing grade at GCSE or equivalent, to ensure more members of the community have access to higher education.
Equipping learners with skills useful for further and higher education and developing their existing skillset to maximise their chances of success in the future.
Helping learners understand what it means to study in a Higher Education environment, so they feel empowered to make appropriate decisions about their educational journey.
Using data to inform decision-making regarding activities, priority groups and overall student body.
Aspect 2: Support
UWL’s strategy describing how we engage with the public and the diverse communities served is at the heart of our mission, and this allows for it to be developed and supported in a distributed way.
Outreach - building a better understanding of UWL as a resource for the whole community: lies at the core of our approach and is supported by our dedicated Outreach Team who manage enquiries and external relationships working to identify suitable members of our academic and professional support staff that can work collaboratively with external stakeholders.
Enhancing the Student Learning Experience through connections to community: is embedded within the management of our educational offer, but with support from the Employer Engagement and Volunteering Teams located within the Careers department.
Public engagement with research and science: In launching a School for Biomedical Science co-located with Computing, Engineering and Health demonstrates the direct impact of research & science on our communities. Accessing this knowledge is a prime responsibility of our dedicated events team in close liaison with core internal departments including marketing & communications (to promote opportunities for public engagement), alumni and ultimately research teams in academic schools and our research centres.
Supporting local growth, regeneration, and community building: primarily supported through the Research & Enterprise Operations Department as a focal point for interacting with key economic stakeholders including local authorities, West London HEIs group, West London Business and local chambers of commerce.
A member of UWL’s Senior Management Group, the Head of Research & Enterprise Operations, also chairs a cross-university group (represented by the various departments listed above) to enhance coordination on public & community engagement. This group meets quarterly and reports directly to the University Research Scholarship and Enterprise Committee.
Aspect 3: Activity
Outreach - building a better understanding of UWL as a resource for the whole community:
This large area of activity includes:
Improving social inclusion and raising aspiration in the local community:
Engaging boys at risk of knife crime and gang affiliation with local PRUs, Schools and Brentford FC’s Community Sports Trust,
Academics researching education attainment in secondary schools,
Encouraging women into engineering,
Supporting external organisations such as Young Enterprise through providing mentors, judges and facilities,
CUREate, an OfS funded project seeking to raise awareness of the health professions amongst those with creative backgrounds,
Junior Music College, Junior Chef Academy and creative Saturday Clubs inspiring and engaging young people and building aspiration in under-represented communities,
Sponsoring Chiswick Book Festival, promoting literature of all genres to all age groups.
Raising public awareness of the University and what it can offer, achieved through being visible in the community and facilitating academics to engage. Examples include:
Workshops, academics attending events and giving short talks to organisations such as University of the Third Age, local libraries and local museums,
Supporting the Learning and Work Institute’s Festival of Learning,
Delivering free academic-led learning sessions and workshops libraries and café,
Delivering podcasts on various topics,
Focussed engagement with specific community or faith groups (e.g. our Jewish community, activities in support of black history and education)
Raising awareness in local business and professional communities about UWL and what we can offer. Examples include:
Running free lunchtime seminars at Chiswick Business Park on communication and power,
Project and people management sessions using Lego for adult learners,
The UWL Teacher Lates programme engaging with teachers, careers advisors and social workers who are working with local organisations supporting early years/family intervention in Ealing and Hounslow.
Delivering the Pyramid project – an afterschool initiative supporting self-confidence.
Enhancing the Student Learning Experience through connections to community:
Ensuring our students return to their communities with appropriate skills for employment is core to UWL mission. Examples include:
Engaging with business and professional communities
Engaging with the HIHR around mentoring
Working with an ethical business to design sustainable prints and knitwear
Attendance at business networking events.
Developing a sense of citizenship through engaging with civic society.
Attending shows and public events outside of UWL,
Running the UWL ArtsFest (fashion show, live radio broadcast, and arts festival organised for the local community),
Running a Christmas market,
Undertaking charity fundraising.
Engaging with public and patients.
Integral to the delivery of Nursing, Midwifery and Healthcare education at UWL.
Public advisors are involved in simulated learning, strategy development, course delivery, & curriculum development.
Entering external competitions that engage with the community.
Competitions run by Museum of Brands, Jo Cox foundation and Vlogfest,
Supported multiple entries (and winner/runner-up) to the Mayor of London entrepreneur challenge.
Offering opportunities for volunteering and community-based work-experience.
Volunteering with; Age UK; British Red Cross; Chefs in Schools; City Harvest; Zooniverse,
Mentoring school children online,
Supporting local community groups organising mutual aid,
The Felix Project as volunteer drivers, food collectors, and support with sorting food,
Sorting food in warehouses and delivering food boxes with FareShare,
Telephone befriending with Octavia Foundation,
Providing visual assistance over video call with Be My Eyes.
Public engagement with research and science:
As part of our research mission over the last 3 years UWL has run almost 100 events to engage either the public, alumni, professional and business communities. Through the University’s Geller Institute for Ageing & Memory; The Faringdon Centre for Non-Destructive Testing; The Richard Wells Centre the activities range from public talks on psychological factors related to virtual reality to demonstrating how research on multi-sensory activity can support people living with dementia. These activities reflect our key research activities around healthcare, mental health & wellbeing; sound & music; drug and substance misuse; gangs; technology; civil engineering; branding and communications.
Supporting local growth, regeneration, and community building:
Activities include:
Access and use of our academic knowledge & expertise to support the community and enhance its safety;
Contributing our academics to sit on advisory boards and professional bodies
Providing community access to our facilities;
Membership of multiple local partnerships engaging in regeneration and facilitating economic growth.
Where possible, UWL has sought to keep these activities ongoing online in response to the Covid-19 Pandemic. This includes business engagement online, volunteering adapted (from home, with NHS), online events and continuing networking and stakeholder meetings online.
Aspect 4: Results and learning
UWL recognises its approach to Public & Community engagement has emerged over time and is yet to be fully embedded within a comprehensive strategy with linked measures. We however have a range of relevant targets or measures in place for specific elements:
UWL’s access & participation plan include targets for participants in collaborative outreach activities, including:
Maths & English support in the community,
Science masterclasses,
Art & design activities,
The festival of learning aimed at older members of our community.
There are also targets for growth in levels of confidence around aspirations.
Public engagement data from events are measured through audit each year as part of the HEB-CI return
UWL monitors and reflects upon the range of external relationships it has as part of the annual cycle of reporting. Each report is scrutinised reviewed by Academic Board, highlighting areas for development and improvement for the following year.
We recognise and reward our excellent outreach activity. A good example of this is the annual V Awards3, which recognises and values excellent student volunteers and the difference they make to the community. Student volunteers gave 10,600 hours of support to our community in 19/20.
Aspect 5: Acting on results
We compare our performance against our targets, our associated learning on social inclusion and widening participation aspiration, and access levels within our Access and Participation Plan. On an annual basis UWL reflects on performance and adjusts its activity accordingly.
We work with media partners to share our community engagement activity through publications and websites that are popular in the local area. By building a significant local following on social media, we are able to connect with residents directly to communicate the work we are doing in the community and to create a place for one-to-one dialogue.
Throughout the year we run regular events that bring together local politicians, businesses, community groups and key stakeholders to create forums to communicate our work, listen to feedback and discuss ideas for the future.
Every year we produce a report on our outreach work which is shared with schools, colleges and community groups in the local area.
Recognising this is a relatively narrow focus, UWL aims to develop better mechanisms for evaluating performance and communicating with our stakeholders. From the 19-20 Annual Report onwards, we intend to include more clarity in our mission and plans on public and community engagements, and report on our activities and performance. This will build on the range of communication strategies already in place that will ensure we promote and communicate the range of activities and achievements we have made to our local stakeholders.
For further information, please send queries to anthony.woodman@uwl.ac.uk
https://www.uwl.ac.uk/sites/default/files/Departments/About-us/Web/PDF/strategic_plan/achievement_2023_a5_28pp_booklet_july_2018_v2_web.pdf↩︎
https://www.uwl.ac.uk/sites/default/files/Departments/About-us/Web/PDF/policies/access_participation_plan.pdf↩︎
https://www.uwl.ac.uk/current-students/support-current-students/volunteering/v-awards↩︎