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Institutional Context
Summary
Birmingham City University is a dynamic, anchor institution with over 25,000 students from just under 100 countries, actively engaging with 2,500+ businesses, with 1,425 formally assisted to start, grow or innovate since 2017/18. BCU’s mission is to be the University for Birmingham, and to work with individuals to enable them to transform their lives and to achieve their potential. Two-thirds of students are from Birmingham and the West Midlands with over half from BAME backgrounds reflecting the University’s commitment to inclusivity.
The University also has a growing international profile for its work on STEAM; an interdisciplinary cross-collaborative approach, that combines STEM with Arts, driving innovative solutions to today's challenges.
Further information on BCU’s KEF strategy and activity is available here.
Institutional context
Birmingham City University’s (BCU) roots date back more than 175 years to the creation of the Birmingham Government School of Design in 1843. This heritage is reflected in its current unique education offering, and status as one of the largest providers of arts education in the UK. The award of the Queen's Anniversary Prize in 2019, in recognition of the outstanding work of the University’s School of Jewellery, emphasises the continuing importance of its practice focus.
Today, BCU comprises four faculties delivering more than 1,000 courses: Health, Education and Lifesciences; Computing Engineering and the Built Environment; Business, Law and Social Science; and Art Design and Media which incorporates the £57m Royal Birmingham Conservatoire, opened in 2017 and built for the digital age.
BCU places a focus on practice-led education, academic excellence, applied research and innovation, and engagement of business leaders in course design. In terms of economic impact, the University’s expenditure stimulates £532m of gross value added contribution to UK GDP; and supports 7,060 jobs nationally through direct employment, supply chain and wage consumption impacts.
BCU’s ‘University for Birmingham’ mission reflects its role as an anchor institution in Birmingham and the wider West Midlands, but also as a civic university. It’s 2025 Strategy places community at the core of its ambition, whilst the diversity of its student body reflects that of the city, and the emphasis on transforming life opportunities. This place-based outlook has shaped the University’s approach to knowledge exchange across all KEF perspective areas, whilst also maintaining a global outlook.
The University’s STEAM agenda, for example, has underpinned new interdisciplinary and collaborative research partnerships; driven open innovation with regional and national businesses and entrepreneurs; facilitated considerable levels of public and community engagement (PCE) through access to facilities and workshops; whilst also making a substantial contribution to local growth and regeneration (LGR).
The University’s strong sense of place has ingrained a culture of PCE through research; shaped a position as an active thought leader and innovator in the region playing to its applied and practice based strengths; whilst also promoting culture and learning to a wider audience through a programme of public events, including public lectures, exhibitions, and artistic performances.
BCU actively engages with over 2,500 businesses regionally, nationally and internationally and has extensive sector linkages driving research, collaboration and innovation around identified priority areas and key economic strengths such as smart specialisation, creative and digital, advanced manufacturing, and health and wellbeing, including nursing, midwifery, social work and education. Since 2017/18, 1,425 regional businesses were formally assisted to start, grow or innovate across 11 KE support projects.
BCU’s place-based approach has most recently been demonstrated through support for socio-economic recovery from COVID-19. This included direct assistance to keep business moving through the BCU Advantage business support platform; 300 nurses taking up positions within the NHS to support the nation-wide effort; creation of an AI tool to speed up diagnosis; development of a world-first COVID Digital Safety Certificate; and the creation of a 1,000 strong volunteering group to support communities.
For further information, please send queries to kef@bcu.ac.uk
Local Growth and Regeneration
Summary of approach
Birmingham City University's approach to LGR is outlined in its 2025 Strategic Plan, and guided by its mission to be the ‘University for Birmingham’ through facilitating growth, innovation and productivity. The University has long-established and engrained partnerships with local and regional political, commercial and civic stakeholders to understand socio-economic needs, and to promote a position of thought leadership.
LGR activity is varied, comprising major funded programmes, capital investment, and specialist knowledge exchange, aligned to the Local Industrial Strategy’s foundations of productivity. All activity is underpinned by effective partnerships to achieve strategic goals; reviewed to determine the extent to which it has addressed objectives; and shared through Open Access platforms.
Further information on BCU’s KEF strategy and activity is available here.
Aspect 1: Strategy
Strategy and Area
The University’s 2016-2020 Strategic Plan (covering the last 3 HE-BCIS years) stated a dual commitment to ‘transforming Birmingham and the Region’ and ‘transforming student’s lives’. This was reaffirmed in the 2018-20 Strategy Refresh through the mission to be ‘The University for Birmingham’ through regional recognition as a collaborator supporting economic, social and cultural improvement in the city region; and ‘Enabling Personal Transformation’.
BCU’s current ‘University for Birmingham’ mission in its 2025 Strategy reflects its ongoing role as both an anchor institution in Birmingham and the wider region, but also as a civic university. This contains a clear commitment to Local Growth and Regeneration (LGR): ‘We will continue to work closely with all parts of our city and region, its corporates, policy makers and its communities, to ensure that the University plays an active role in facilitating growth, innovation and productivity’.
The University’s strategic approach to LGR is embedded in the Plans of both its four faculties, and Research, Innovation and Enterprise and Employability Directorate.
In defining ‘local’, BCU predominantly works across 3 geographical boundaries defined by statute:
The West Midlands Combined Authority (WMCA); and,
The Midlands Engine (ME).
Whilst the University also has a significant national and international footprint, this statement maintains an intentional focus on the above ‘local’ approaches to LGR.
Identification of Need and Strategy Response
As a university with a strong place-based mission, BCU has long-established and engrained partnerships with local and regional political, commercial and civic stakeholders to understand socio-economic needs, and to promote a position of thought leadership. This includes representation on key advisory boards, and shaping regional Strategies and Plans, such as the Strategic Economic Plans of the GBSLEP; the WMCA; the WM Local Industrial Strategy; and the WMCA Regional Skills Plan. Most recently, BCU has worked with regional leaders in response to COVID-19 through, for example, targeted support for business resilience and recovery.
In addition to partnership, intelligence is also secured through a range of other channels and activities, including:
Joint research and briefings with key partners such as the Quarterly Business Report;
Commissioned market research and consultation to identify areas of specific need, such as the Tech and Digital Deep Dive report;
Faculty or School-led Industry Advisory Boards to support curriculum development, student employability and research;
Formal partnership with other regional Institutions through bodies such as Midlands Enterprise Universities, and West Midlands Combined Universities to drive productivity and growth through skills, innovation and enterprise.
Events, such as the Mayor's Clean Growth Challenge, which have brought together key stakeholders to achieve a strategic goal.
This rich tapestry of intelligence and insight has provided BCU with clarity regarding the LGR needs of the area, which may be broadly categorised under the Local Industrial Strategy’s foundations of productivity, as drivers and enablers of growth. Examples of need and alignment with strategy and investment response include:
People, Skills and Employment:
Need: The WM has an employment rate of 72.4% (75.6% nationally); and an above average unemployment rate (5.5%). The region also has one of the highest proportions of manufacturing employment nationally, with automotive, aerospace and rail technologies representing key sector strengths.
Response: Securing £32.4m of enterprise income since 2017/18 supporting large-scale project-based interventions specifically targeted to address identified skills and employment challenges. This includes the Graduate Re-tune project which supports the acquisition of highly skilled jobs through working in partnership with bodies such as DWP and Jobcentre Plus.
Infrastructure and Environment/ Place:
Need: Integrated transport networks and digital connectivity to connect the region and maximise the (inter)national reach.
Response: Strategic investment in 5G research, and high-profile collaborative events to demonstrate its application.
Ideas/ Innovation:
Need: Levels of business innovation across the UK including the WM are low by international standards. Compared to the strongest LEP of 39 nationally, WMCA LEPs are ranked 6th, 14th and 19th against new to firm products/services and 23rd and 30th against process innovation.
Response: STEAM Strategy providing a centre for innovation, creative thinking, prototyping and business development, and establishment of new STEAM Incubator.
Business Environment:
Need: GVA per head in 2017 was £23,903 - £3,652 lower than the UK; and the impact of Brexit on the economy.
Response: Targeted COVID-19 business support and growth Programmes through BCU Advantage; and Centre for Brexit Studies to examine the impact of Brexit on business and the economy.
Aspect 2: Activity
LGR activity is varied, comprising major funded programmes; capital investment; and specialist knowledge exchange. All activity is underpinned by effective partnerships to achieve strategic goals, and overseen by BCU’s Deputy Vice-Chancellor for Research, Innovation, Enterprise and Employability. The foundations of productivity have again been used as a thematic framework to exemplify activity:
People, Skills and Employment:
Support for Growth: The £3.3m Higher Level Skills Match project provided local companies with access to graduates, interns and project staff with the skills businesses need to grow. It was designed with and for businesses, supporting small and medium-sized enterprises in the GBSLEP area. The project represented a collaborative partnership between BCU, two other HEIs, and three local authorities.
Skills Gaps: BCU is working in partnership with FE and HE providers, and leading sector employers across the GBSLEP to deliver an Institute of Technology. The £10.1m GBSIoT project will develop new, industry-responsive technical education with a focus on advanced manufacturing and engineering, supporting employers to address skills gaps through access to relevant technical skills provision and local talent.
Infrastructure and Environment/ Place:
Regeneration: The University has supported the regeneration of the city through investing over £120m in its campuses and facilities over the last 3 HE-BCIS years, and committing a further £90m. Activity is aligned with both the Birmingham Development and Curzon Investment Plans to underpin the impact of a planned £724m regional programme of local infrastructure.
Ideas/ Innovation:
STEAM: BCU is acknowledged as an international thought-leader in STEAM - an interdisciplinary way of thinking that combines Arts with STEM skills to drive innovation. The University’s STEAMhouse facility is a catalyst for new research partnerships, collaboration and engagement with business, the public and third sector; skills development; enterprise and entrepreneurship. Examples include STEAM innovation with Balfour Beatty Vinci to drive new construction methods; and a health hack with NHS England to explore how technology can improve patient interaction.
Citizen Engagement: In 18/19 a major piece of pilot work to develop the ‘Citizen Lab’ approach using STEAM methodology applied to public reform was completed. This resulted in two pilot projects focused on School Exclusion and Unemployment. Partnerships developed with Local Authorities, Microsoft and DWP were instrumental in the success of these programmes, and in understanding how to interlink complex spaces.
Business Environment:
BCU Advantage: A broad range of KE-led activities are offered through BCU Advantage, the University’s business support platform to assist SMEs to start, grow and innovate; underpinned by investment in a robust CRM to support longer-term sustainable engagement. In Mar-20, a dedicated COVID business support microsite was launched including access to finance; key sources of information and assistance; and a series of 15 free webinars, partnering with experts and specialists from across BCU and industry.
In addition, BCU has made significant investments to maximise the impact of its LGR activity, including:
Human capital: Investment in staff base including the creation of a Partnership Team and enhanced Intelligence capacity to drive new research impact, knowledge, and collaborative activity; and secondment of academic staff members to West Midlands 5G to maximise the regional technological benefits.
Physical capital: Since 2017/18, BCU has secured over £17.5m capital, and invested £60m to underpin its Government-backed STEAM agenda. This led to the opening of the 20,000sq.ft Phase 1 Innovation Centre in May-18, a Business Incubator in Mar-19 capable of supporting up to 40 start-ups, and the development of a 120,000sq.ft Phase 2 building due to open Sep-21.
Strategic investment: Exemplified by investment in the West Midlands National Park, complementing existing plans for growth, including HS2, 215,000 new homes, Coventry City of Culture 2021, and the Commonwealth Games, all of which are set to bring significant regional economic gains. The concept has since been formally adopted by the WMCA.
Aspect 3: Results
All LGR activity undergoes some level of evaluation and review to determine the extent to which it has addressed strategic objectives, and delivered intended achievements. Assessment varies in scope and formality depending on the nature of activity, scale of intervention, and funder requirement (where applicable). At a macro level, this includes consideration of:
Outputs measuring the LGR benefits delivered for target beneficiaries (individuals and businesses) and areas. For example, businesses assisted, business start-ups, or changes in the performance of targeted businesses typically evidenced via monitoring and participation data.
Outcomes usually reflecting measures of socio-economic and environmental characteristics of areas or groups of people. Outcome data includes jobs created or supported, or influence on policy or practice.
Impacts typically referring to the outcome change which can be attributed to the LGR intervention, economic measures such as contribution to GVA, or cultural or social impact.
Examples of outputs, outcomes and impacts against the foundations of productivity include:
People, Skills and Employment: In Dec-19 the aforementioned Higher Level Skills Match project completed. Over two and half years, 328 businesses signed the SME Skills and Graduate Talent Charter and 179 businesses completed a Skills Project. A project extension has since been secured until Dec-22.
Infrastructure and Environment/ Place: BCU has played a principle role in the physical regeneration of Birmingham’s Eastside District, and creation of the Knowledge Hub, driving place-based innovation. Of specific note is the University’s work in shaping the HS2 development, including engagement events with partners such as Birmingham City Council, Environment Agency, Homes England, and GBSLEP to critically review and create both a bigger vision for public realm development, and shared spatial vision and goals.
Ideas/ Innovation: Since opening in May-18, STEAMhouse Phase 1 has created: 73 innovative new products, 19 new to market products, 34 research collaborations; supported 65 new enterprises; and provided 257 enterprises with personalised support. Across 19/20 alone there were over 10,000 visits to the facility. Meanwhile, the Big Data Corridor project provided deep knowledge transfer to 43 regional businesses to understand the benefits of Internet of Things data, producing 7 new products to market.
Business Environment: Since 2017/18 the university has formally assisted 1,425 businesses through 3 or 12 hour interventions across 11 business growth projects with a combined BCU value of £8.3m, and has actively engaged with over 2,500. Projects provided a range of support mechanisms, including skills for enterprise and entrepreneurship; and access to graduate talent through knowledge transfer.
BCU’s influence on policy and practice, and support for infrastructure and innovation may be exemplified by the WM Local Industrial Strategy's inclusion of STEAMHouse; and National Centre for Universities and Business’s State of the Relationship report which highlighted BCU’s leading collaborations with business to support innovation and provide socio-economic benefit.
Communication and Recognition:
BCU recognises the public benefit of unrestricted access to research outputs and operates an Open Access by Default Policy, ensuring products are accessible and available to all. These materials are held in the BCU Open Access Repository supporting rapid dissemination, and increased use of outputs by businesses, government, charities and the wider public.
The results of BCU LGR activity are also communicated through independent review such as the 2020 Socio-economic Impact Report which confirmed a £392m gross value added contribution to regional GDP (£532m nationally).
BCU regularly receives external recognition for its work through award. Examples over the 2019/20 HE-BCIS period include winning an AGCAS Award for working in partnership to tackle skills gaps; a Greater Birmingham Chamber of Commerce award for supporting business growth and innovation; and a UKRI Knowledge Transfer Network award for business impact.
Regular consultation on BCU LGR strategy and performance is held through an outsourced perception survey, which captures views from community leaders, schools and colleges, local employers, leaders from relevant professional or sector bodies, and HE representatives.
For further information, please send queries to kef@bcu.ac.uk
Public & Community Engagement
Summary of approach
Birmingham City University's approach to PCE is outlined in its 2025 Strategy, and guided and celebrated by its mission to be the ‘University for Birmingham’, reflecting its role as both an anchor Institution in Birmingham and the wider West Midlands, but also as a civic university.
PCE activities are typically aligned to one or more thematic activity pillars: partnership to advance growth and innovation; championing and supporting diversity; knowledge making, sharing and exchange; and cultural and creative identity. Community groups are engaged in project shaping, review and evaluation to ensure identified needs are met; with activity shared with communities through a range of mechanisms including publications, events and exhibitions.
Further information on BCU’s KEF strategy and activity is available here.
Aspect 1: Strategy
Birmingham City University’s (BCU) 2016-2020 Strategic Plan (covering the last 3 HE-BCIS years) stated a dual commitment to ‘transforming Birmingham and the Region’ and ‘transforming student’s lives’. The current 2025 Strategy continues this strategic focus with a mission to be the ‘University for Birmingham’, reflecting its role as both an anchor institution in Birmingham and the wider West Midlands, but also as a civic university.
Public and Community Engagement (PCE) is central to this place-based approach, with aligned priorities articulated in the 2025 Strategy, including:
Improving the breadth and depth of social, community and cultural engagement;
Widening access to the University and its resources;
Having a physical presence (beyond its campuses) in at least three areas of the city which suffer from high disadvantage;
Supporting staff and students to undertake voluntary work in the community.
Strategy development was led by a significant programme of public consultation in Nov-19, enabling the University to more fully understand the needs of public and community groups; and ensuring that these groups could inform aligned strategic priorities. PCE opportunities and needs are also commonly identified through routes such as professional partnerships; cultural partners; practitioner networks; representation on Boards or Steering Groups; and through research.
A detailed Public and Community Engagement Strategy and Plan underpin BCU’s PCE priorities; provides detailed goals, leadership and governance for University staff; and makes clear the responsibilities of senior academic and professional service managers. The Strategy is framed around four thematic pillars of activity:
Partnership to advance growth and innovation;
Championing and supporting diversity;
Knowledge making, sharing and exchange; and,
Cultural and creative identity.
BCU’s commitment to PCE is also reflected in its Faculty Plans, with academic quality improved through close engagement with external stakeholders, driving world-class research, ensuring ongoing programme relevance, and enhancing the student experience through opportunities for placements, internships, volunteering and mentoring.
Aspect 2: Support
BCU provides a range of practical support mechanisms to deliver PCE, linked to its Strategy and Plan:
Embedded Impactful Research: Including setting up independent bodies and research centres such as the Sir Lenny Henry Centre for Media Diversity; and mapping the social issues in the city through the Birmingham 2029 agenda.
Funded Programmes and Activities: Such as the Vice-Chancellor’s Strategic Investment Fund which supported a range of PCE programmes and activities since its creation in May-18. This includes a professional mentoring scheme connecting business, public sector and civil society with opportunities to mentor BCU students.
Widening Participation: Through BCU hosted or supported events including public lectures, performances and galleries, or community initiatives. This includes the £1.2m community based IntoUniversity Education Hub, opened in north Birmingham in March 2019 to increase access for young people to study at University.
Recognition and Reward: Outstanding staff and student contributions to PCE are recognised through the University’s Extra Mile Awards for those who make a difference to the local student body, community and region. Meanwhile, the Graduate+ awards support and recognise extra-curricular student activity including community-based volunteering.
Advisory and Governance: Representatives from public and private sectors, and social, community and voluntary groups sit on various Boards and groups such as the Board of Governors, and Faculty Advisory Boards. Functions include ensuring BCU meets its objectives and charitable obligations; supporting strong community engagement; and partnership working to address specific needs or enhance practice. External staff advisory and governance roles are also commonplace, such as Presidency of the Transatlantic Business Council.
Promotion of Opportunities: Opportunities for participation are actively publicised through a range of outlets including student-facing services such as the Student's Union; the daily staff newsletter; and intranet. Opportunities available to participants or businesses from outside the University are typically publicised through the BCU website, social media channels and the dedicated business support platform, BCU Advantage.
Oversight: Senior academic oversight and nominated champion for each thematic pillar of PCE, supported by clear strategic actions articulated in the PCE Plan, to underpin Institutional ambition and commitments.
Aspect 3: Activity
Reflecting the embedded nature of PCE activity across the Institution, activity and review typically take place across three organisational levels:
Institutional: A pan-university response linked to the 2025 Strategy, PCE or Faculty Plan; or aligned to an externally driven strategic priority such as widening participation;
Faculty or School: Themed around areas of academic expertise and typified by larger events such as festivals or conferences;
Project-level: Based around specific funded projects or research groups, these are often smaller-scale activities including workshops, screenings, and seminars.
Activities under each thematic pillar include:
Partnership to Advance Growth and Innovation
| Initiative and Link | Focus | Overview | Volume | Practical Support |
|---|---|---|---|---|
| Innovation Fest | Professional Practice | Student-led digital and technological solutions to tackle business challenges, supported by partners such as Microsoft and Santander | 2020 event:
|
Focussed KT sessions enabling businesses to connect with university expertise |
| COVID-19 Business Support | Business | Dedicated COVID-19 business support microsite, and development of a world-first COVID Digital Safety Certificate to manage business risk |
|
Support to access finance; key sources of information; and bespoke webinar series |
Championing and Supporting Diversity
| Initiative and Link | Focus | Overview | Volume | Practical Support |
|---|---|---|---|---|
| Housing and Hate Crime Knowledge Exchange | Professional Practice | Connecting social housing providers and national networks to hate crime research to support an evidence-based response to working with victims, developing policy, and preventing hate |
|
Academic expertise shared with housing focused practitioners, providers and networks |
| Growing You | Business | Business growth programme targeted towards regional BAME SMEs, delivered in partnership with GBSLEP |
|
Online diagnostic tool; workshops including strategy, leadership and engagement |
Knowledge Making, Sharing and Exchange
| Initiative and Link | Focus | Overview | Volume | Practical Support |
|---|---|---|---|---|
| Law Clinic | Professional Practice/ Civil Society | Student-supported clinics providing advice, case preparation and representation, and facilities |
|
Student opportunities, free advice and representation for local communities |
| Increasing BAME Groups in Health and Social Care | Professional Practice / Civil Society | Creation of a best practice toolkit for researchers to help increase the number of BAME groups in health and social care research |
|
Workshops with researchers to test, use and reflect on practice and the toolkit |
Cultural and Creative Identity
| Initiative and Link | Focus | Overview | Volume | Practical Support |
|---|---|---|---|---|
| Open School Doors | Professional Practice/ Civil Society | A multilateral project that brought together researchers, teachers and parents from Austria, Germany, Greece and the UK to develop resources for schools’ work with refugee and newly arrived families |
|
Enhanced teaching and learning; supported community engagement; shared at City of Sanctuary regional/ international meetings, demonstrating reach beyond Birmingham |
| Stories of Sacrifice | Civil Society/ Policy | An exhibition on Muslims in WW1 at the British Muslim Heritage Centre, researched and curated by a BCU academic |
|
Dedicated website, public involvement in steering committees and actual exhibition content |
Public and community groups are typically engaged in project shaping, review and evaluation to ensure identified needs are met.
Aspect 4: Results and learning
Results derived from PCE activity may be exemplified through a high-level typology of outcomes and impact, which includes:
Influencing public sector, industry bodies and professional associations to improve policy and strategy. BCU leads the K-Hub - a network promoting new thinking in regional development, whose principles have been incorporated into Birmingham City Council's Big City Plan. The School of Law’s human rights expertise is internationally recognised, with, for example, BCU experts working with the Myanmar National Human Rights Commission to recommend that the Myanmar government consider a moratorium on the death penalty.
Changing and improving professional practice through application of new knowledge. BCU’s toolkit for successfully engaging BAME communities in health and social care research is equipping researchers with the skills and tools to recruit and retain this group in their research. BCU is a regional provider of training for teaching staff on the ABRACADABRA programme - a reading intervention shown to deliver improved outcomes in KS1 children.
Social and community benefits through community assets. The School of Jewellery worked with the Birmingham Museum and Gallery to create reproductions of key items from the Staffordshire Hoard, now on permanent display as a centrepiece of public engagement and learning about regional cultural heritage.
Improved teaching and learning. The Open School Doors project developed materials to support schools with refugee and newly arrived families. Learning has been integrated into taught modules on the BCU MA Education, BA Early Childhood Studies, Primary ITE, Teach First PGDE and Secondary PGCE.
All PCE activity undergoes some level of evaluation and review to assess the extent to which it has addressed strategic objectives, and delivered intended achievements. At a macro level, approaches focus on:
Outputs indicating the scale of activity, such as counts of community participants, website visitors, podcast downloads, publications, etc. These are often evidenced via activity monitoring and participation data.
Outcomes usually reflecting short-term results of PCE on individuals, systems or practice. Outcome data includes primary research with participants through surveys, interviews, feedback forms, focus groups, user feedback, and community fora.
Impacts typically referring to longer-term societal or behavioural change resulting from the PCE activity which often require longitudinal assessment, such as BCUs work in human rights.
BCU’s PCE Plan also includes targeted outcomes and impact against each thematic pillar, which guides activity, such as: increased staff participation, influence on policy, and enhanced community engagement.
Success and quality of PCE activity is also evidenced via awards, with recent successes including a Knowledge Transfer Network award for business impact, and STEAMHouse being shortlisted in the THE Awards 2019 ‘Knowledge Exchange Initiative of the Year’.
Aspect 5: Acting on results
BCU recognises the public benefit of unrestricted access to research outputs and operates an Open Access by Default Policy, ensuring products are accessible and available to all. These materials are held in the BCU Open Access Repository supporting rapid dissemination, and increased use of outputs by businesses, government, charities and the wider public.
The University’s PCE Plan also underlines the requirement for timely reporting of impact and sharing of results from activity. A range of mechanisms are typically employed, reflecting the breadth of stakeholder groups and beneficiaries engaged including:
Publications showcasing innovative research, projects or initiatives such as New Thinking publication from the Centre for Media and Cultural Research; and learning from knowledge exchange events, such as the Architectural Humanities Research Association Conference.
Independent Review, such as Oxford Economics’ review of BCU’s socio-economic impact.
Bespoke Websites for research centres or interest groups including the Cine-Excess Film Festival, and Birmingham Comics Festival.
Social and Digital Media including footage from PCE events, such as the TigerLab business challenge series; and findings from research centres, including the Centre for Brexit Studies YouTube channel.
Events and Exhibitions such as the Songwriting Studies Research Network which organised two one-day events featuring high-profile guests including Nile Rodgers.
Press Coverage, either through BCU Channels or specialist external media to maximise coverage, as in the case of the housing and hate crime knowledge exchange.
Project-based PCE is subject to stringent internal review which considers deliverables, strategic fit, and lessons learnt. Project planning also includes consideration of communication and dissemination, which are agreed with partners to maximise impact.
Formal feedback mechanisms include an annual staff survey which explores understanding of strategic mission, values and internal communication – 72% of staff in 2019 could explain what the University is trying to achieve. Regular public consultation on strategy and performance is also held through a perception survey, capturing views from community leaders, schools and colleges, local employers, leaders from relevant professional or sector bodies, and HE representatives.
For further information, please send queries to kef@bcu.ac.uk