Note You are currently viewing a previous version of this narrative statement as published in previous iterations of the KEF (KEF1 and KEF2). View the latest version
Institutional Context
Summary
The University of Huddersfield is strongly committed to civic engagement and embraces its role as an anchor institution in West Yorkshire and the Leeds City Region. Offering a broad portfolio of disciplines ranging from STEM, humanities and social sciences to business, education, art and design, our KE priorities reflect regional demographics and challenges. In particular, we are committed to enabling support mechanisms for the large concentration of local SMEs and public sector organisations to innovate and upskill, thereby improving regional productivity levels and social wellbeing. Ensuring our graduates are equipped with enterprising and entrepreneurial skills for their future careers is also a key priority and connecting them more directly with regional employers to retain their skills locally is very important.
Institutional context
The University of Huddersfield (UoH) was designated university status in 1992 and is a member of UUK and Yorkshire Universities. UoH is very proud of its role as an anchor institution and major employer in the region and became a signatory to the UPP Civic University Agreement in 2019 - providing an excellent service to the communities it supports is a major priority for the institution
Significant economic and demographic challenges exist which impact on our KE activities. Pre-Covid19, the North’s GVA per capita was ~10 to 15% below the UK average (excluding London) with several contributary factors e.g. lack of skilled people, technology gaps and reduced appetite for innovation. The lack of regional private sector R&D investment presents a major challenge for developing collaborative relationships with local industry. These factors will be more prevalent in the current economic climate as the UK develops economic recovery plans post-Covid.
The University has seven academic schools covering a broad range of disciplines including STEM, humanities, social sciences, health and social care, business, art and design. UoH research has an applied focus and we have distinctive strengths in areas such as engineering (including surface metrology, rail, artificial intelligence and data analytics), healthcare and social sciences (including wound care, medical technology, social care, psychology and education). This broad portfolio is recognised by Huddersfield’s assignment to KEF Cluster E.
Knowledge Exchange activities and end-user engagement is influenced by regional demographics and in particular that ~99% of local and regional businesses are SMEs and major employers tend to be public sector anchor organisations. Developing mechanisms and support infrastructure to upskill and facilitate innovation and growth in SMEs and their supply chains is an important driver for the University. Our commitment to engagement with local businesses and end users is reflected in the University Strategy Map, where we have a target of engagement with 5000 individual businesses and end users. Facilitating regeneration of regional legacy industries such as precision engineering and textiles is a priority area as well as direct engagement and participation in new and emerging sectors such as healthcare and medical technology.
In 2018/19, UK student numbers returned to HESA were 12,040 (FTE) of which 63% registered a West Yorkshire home address. Longitudinal Outcomes Data indicates that the majority of students remain in the region following graduation. Therefore, establishing mechanisms to showcase graduate talent to SMEs, who traditionally don’t recruit graduates, and to public sector employers is an important priority. Demonstrating our commitment to this, we have a dedicated team in the Enterprise Hub and have secured OfS funding for our ICE+ project connecting student talent to local employers. We have a student support programme to develop enterprise and entrepreneurship skills responding to growth in student start-up activities. Entrepreneurship is recognised as a regional priority in post-Covid recovery plans and our commitment is demonstrated through the independent research commissioned alongside UCL (see – ‘place, learning and entrepreneurialism’).
The civic agenda via public and community engagement is equally important and demonstrated in our public engagement narrative statement.
For further information, please send queries to s.cooke@hud.ac.uk
Local Growth & Regeneration
Summary of approach
The University of Huddersfield recognises and embraces its role as an anchor institution and driver of the economic, social, community wellbeing of our place and people. We nurture and develop collaborative partnerships to inform local and regional economic and social policy, developing and delivering teaching and research activities with private, public, and third sector organisations to address the needs and challenges of society and business.
Our approach and commitment is outlined in our University Strategy Map for 2025, which targets engagement with 5000 businesses/end users. Facilitating regeneration of regional legacy industries such as precision engineering and textiles is a priority area, as is direct engagement and participation in new and emerging sectors such as healthcare, rail and medical technology.
Aspect 1: Strategy
The University Knowledge Exchange Group (UKEG) oversees all aspects of the KEF including strategy development, delivery and monitoring including Local Growth & Regeneration (LG&R) activities. UKEG has established robust oversight mechanisms to monitor results and impacts alongside proposals to maintain continuous improvement.
In terms of strategic approach, our publicly available HEIF Strategic Plan summarises much of the underlying needs in terms of regional growth and regeneration. The University Strategy Map, taking us to 2025, has been redeveloped with major input encompassing all stakeholders, emphasising our role and ambitions in this area. The LG&R aspects of this strategy are informed and driven by our engagement with decision making bodies including Kirklees Metropolitan Council (KMC) and the Leeds City Region Local Enterprise Partnership (LCR-LEP) where key individuals are active members of specific boards. The Director of R&E sits on West Yorkshire Combined Authority Inclusive Growth and Public Policy Panel; LCR-LEP Business Innovation and Growth Panel; LCR Industrial Strategy Sub-Group (ISSG); Grow Medtech Advisory Board; Yorkshire Universities (YU) Industrial Strategy Group; Make UK, Regional Board; LCR Made Smarter Board; Kirklees Inclusive Economy Group; and West Yorkshire Innovation Network. Until 2020, the Vice Chancellor was an LCR-LEP Board member and other staff have positions on sector-focussed groups including the Calderdale & Kirklees Manufacturing Alliance. Academics collaborate through the Place-Based Economic Recovery Network (PERN) to support the West Yorkshire Combined Authority (WYCA) in developing a Covid-19 economic recovery strategy. We are a core partner in the developing Kirklees Economic Recovery Partnership.
Our sustainable estate strategy has regeneration of surrounding industrial land embedded within it including redevelopment of the former Examiner Building and Broadbent Foundry sites. Wherever possible the University procures services locally which we recognise as a significant opportunity to develop local and regional businesses.
The strategically important geographical areas of most relevance are: Huddersfield – Kirklees – Leeds City Region – Yorkshire & Humber (Y&H) - M62 “Pennine Corridor” and Northern Powerhouse. Wider geographically-defined activity, most notably international, is primarily driven by specific strategic research interests and the institutional QR-GCRF strategy e.g. Ethiopian coffee wetlands and South East Asia disaster planning and relief.
At sub-regional levels, the current economic strengths and weaknesses reflect our industrial heritage. The two major Kirklees towns, Huddersfield and Dewsbury, were at the centre of the birth of the industrial revolution. Manufacturing and textiles remain key sectors with many companies operating at the ‘legacy end’ of the innovation and manufacturing technology spectrum, with low skill and low pay employment opportunities. In partnership with the 3M Buckley Innovation Centre (3MBIC) and KMC a survey of local manufacturing business needs was carried out. Clear technological and skills requirements were identified. These perspectives have therefore steered much of our activity, ranging from the development of the 3MBIC facilities to the Huddersfield Innovation and Incubation Project (HIIP). More recently, in partnership with KMC, we have developed a Kirklees Top 100 Companies listing using metrics such as turnover, profit, employee numbers and growth. This data will be used to drive closer relationships with business communities and to inform our regional engagement strategy. Locally, 4 of 5 key priorities in the Kirklees Economic Strategy have directly influenced our HEIF strategy – specifically precision engineering and innovative manufacturing, innovation and enterprising business.
Within the local and regional business base, ‘manufacturing’ remains one of the key activities. Within this sector, SMEs dominate with very few ‘primes’. With some notable exceptions, much of the local/regional manufacturing industry base has low innovation and productivity levels, and is unprepared and wary of opportunities arising from Industry 4.0 and the Digital Manufacturing revolution, operating in the ‘legacy’ bracket using old manufacturing technologies.
Interactions with KMC and other local partners transcend the purely economic and embrace societal aspects that support LG&R. Kirklees is a highly diverse borough with significant population of South East Asian origin. Recognising the need for locally responsive Prevent Statutory Duty and associated Community Cohesion strategies, the University’s School of Education have supported KMC Communities Service to ‘co-design/co-produce’ research projects creating data to improve local policy and training to advance the knowledge, skills and professional confidence of local practitioners on these issues.
In addition, partnership working and knowledge exchange activities with local and regional stakeholders have facilitated social change and improvements in wellbeing in diverse areas such as child protection, crime prevention, the prevention of gender-based violence, the welfare of families of prisoners, dementia care, and self-management of depression.
At the regional LCR and wider Y&H scale, much activity is collaborative with the Yorkshire Universities (YU) consortium, where need and strategic response(s) are jointly developed. As part of an ESIF Technical Assistance programme, a series of published reports highlight the value and potential of key sectors/activities within the region – including Automotive, Innovative Manufacturing, Medical Technologies and Graduate Enterprise. Medical Technologies is a key strategic sector in the LCR and its importance is recognised by the University, HEI collaborators, NHS and Industry partners through the BEIS-sponsored Science and Innovation Audit. In recognition of this, the GrowMedtech consortium was formed and UoH is an active partner. A ‘mini-SIA’ is currently being undertaken with a local HEI partner covering the Rail sector, where we have significant research strengths.
In a generic sense, where projects secure external funding, especially regionally relevant ERDF/ESIF and LGF, it is axiomatic that these projects address and respond to established strategic need improving company performance and creating skilled jobs.
Student led activity is vital in contributing to personal and regional development. The strategic approach encompasses strands led by the Student Union, allied to curriculum through the Global Professional Award and to extracurricular KE activities including the recently awarded OfS Students in KE ICE+ project, connecting student talent directly to local employers especially SMEs. The University supports and fosters student placements, many with regional businesses and organisations. The value of placements to the graduate is well documented, and for many regional employers, particularly SMEs, forms a vital part of the innovation and talent pipeline. Graduate Enterprise has remained a high priority, with University investment supporting the Enterprise Hub in the 3MBIC.
Aspect 2: Activity
Activity is delivered by people through their roles and projects. We also apply an entrepreneurial lens to other areas of activity. The University invests in specific roles supported by both HEIF and core institutional funds to initiate, develop and deliver activities across LG&R. Key staff have been recruited from key local and regional bodies to ensure high connectivity e.g. KMC, WYCA and industry bodies.
The 3MBIC is a key aspect of regional innovation and business-support activities. It was recognised as an exemplar in The Witty Review of how universities can better engage with industry, particularly manufacturing SMEs. The 3MBIC runs various projects to engage and support regional business to enable them to develop their levels of innovation and productivity including:
The Huddersfield Innovation & Incubation Programme (HIIP): a £2.9M LCR LGF funded initiative to boost innovation among local SMEs and entrepreneurs focusing on digitalisation, design innovation and smart manufacturing, enabling firms to become faster, more responsive and more aware of emerging technologies in an accessible way. HIIP provides expert-supported access to latest technologies including 3D printing (plastic, steel and titanium), XRD product verification and ‘visualisation zones’. In 2020, the Local Growth Minister visited the 3MBIC and commended HIIP as a regional template for business engagement.
The LCR Supply Chain Project (SCP): is a £5.4M ESIF programme focused on growth and expansion of manufacturing SMEs and wider supply chains of the regional manufacturing sector. Delivering business support to companies, a review and action plan is developed and grant support provided to facilitate growth and productivity improvements.
The Enterprise Hub: supports graduates up to 5 years post-graduation developing their own businesses. Post-Covid surge of opportunities to support graduates developing their own businesses/ideas is anticipated as key recovery activity. The role of graduate enterprise has been validated in the UoH/UCL Localis report PLACE, LEARNING AND ENTREPRENEURIALISM which demonstrates the impact of entrepreneurial education on regional economies.
KMC partnership : activities span many aspects from technical research-led projects e.g. novel traffic AI management system development, through to town-centre Post-Covid retail recovery and renaissance through initiatives such as Temporary/Contemporary , inward investment opportunity development and strategy development.
Development of ‘new spaces’ brown-field sites has encompassed campus developments such as the redevelopment of adjacent mill buildings and new business-focussed innovation spaces such as Globe Mills in Slaithwaite.
The University, through HEIF, supports early stage KE-focussed relationship development through its Collaborative Ventures Fund (CVF) a flexible responsive funding approach, crucially funding activity across all aspects of KE and acting as first investor, reducing initial risk for partners in developing relationships. The majority of CVFs are with regional partners spanning private, public and 3rd sectors.
The University supports and leads cultural initiatives and activities that enrich society and implicitly contribute to inclusivity and driving economic activity. Huddersfield Contemporary Music Festival is a globally-relevant annual event bringing world-leading contemporary musicians and their audience to Huddersfield. Others examples include Huddersfield Literature Festival and Bronte Stones .
Aspect 3: Results
Redevelopment of Globe Mills (the University is a partner) and its 170,000 ft² of space for innovative technology-based businesses is well advanced and tenants have signed leases. The University-led redevelopment of brown field sites, most recently former Broadbent Works and the listed, Frank Lloyd-Wright inspired Bath House conversion into a Public Arts Café, have been shortlisted for various awards.
Key sector activity stemming from research strengths in Med Tech and Precision Technologies/Engineering and Rail have shown strong results, with the Advanced Machinery and Productivity Institute (AMPI) Strength in Places (SIP) application based in Rochdale funded through to full application stage. Medical Technologies activity is similarly strong, with the HEIF CCF funded Grow MedTech project spurring a SIP Wave 1 full application and the signing of an MoU with Y&H-Academic Health Science Network.
The SCP has worked with over 470 local manufacturing businesses, developing action plans to advance business performance. It has led to further in-depth innovation-led relationships with for example 5 KTP projects awarded and others under development. The SCP has supported the regional manufacturers response to Covid, specifically the ventilator challenge. Due to the SCP’s success, an application to extend the project by 18 months with additional funding has been awarded.
The HIIP has supported regional enterprises in a variety of ways to engage with digital imaging, prototyping and manufacturing technologies. The HIIP won a national technology award in recognition of “its investment in technology in response to the needs of innovative and ambitious SMEs across the region.” . It was also shortlisted in the THE 2019 Awards KE/Transfer initiative of the year.
CVF awards have seed-funded many substantive relationships with regional businesses e.g. Paxman Scalp Coolers, a collaboration that has underpinned business growth and award winning success has resulted in a multimillion pound research collaboration with the University.
Results from our work with KMC span major contribution to the through to our Prevent Statutory Duty work which shaped the direction of the team to a whole community focus, providing staff with an understanding of the concepts of radicalisation, key community challenges and terminology applied into their practice. Research underpinned the development of the KMC strategy on community cohesion.
The Yorkshire Sound Women Network has had tremendous impact inspiring UK-based and international spin-off groups supporting women in sound from Sheffield to Malta. Direct employment opportunities have arisen. The key academic has also led the development of an Audio Equity Pledge, involving input from partners SoundGirls, Big Bear Audio and HeForShe. Disseminated as #audioequitypledge via social media, with over 100 pledges from organisations/individuals of specific actions to improve equity in sound e.g Edinburgh Festival of Sound
Temporary/Contemporary, a partnership initiative between the School of Art Design and Architecture and KMC. Contemporary art is installed within vacant spaces in Queensgate Market, transforming vacant stalls into gallery spaces, where students, academics, local artists and creative businesses showcase and sell their creative works.
As a key response to the KEF and KE-Concordat, UKEG has established robust oversight mechanisms to monitor results and impacts alongside proposals to maintain continuous improvement.
For further information, please send queries to s.cooke@hud.ac.uk
Public & Community Engagement
Summary of approach
The University has adopted a proactive and collaborative approach to public engagement, building mutually beneficial relationships between its staff, students, and local citizens. We are driven by our shared values which inform partnership working both on campus and across our diverse communities. The implementation of a range of strategic partnerships has started to formalise key relationships with academic schools and a support network for public engagement is in place to coordinate pan-institutional activities. The University has strong links with the NCCPE and has invested in training and development for key staff. We are in the early stages of formalising our institutional Public Engagement Strategy and as part of this process, we have registered for NCCPE Watermark accreditation and action planning.
Aspect 1: Strategy
This submission covers the period of the new institutional Strategy Map where Knowledge Exchange and Engagement are key priorities. The University’s value statement highlights the importance of community engagement to the institution:
‘We will work as a team to provide an excellent service to all of the communities we support.’
An institutional Public Engagement strategy is being developed and is informed by the results of an internal ‘Attitudes to Public Engagement’ survey carried out in 2019 and the Joseph Rowntree Foundation’s self-assessment process for anchor institutions. Staff engage extensively with regional policy-makers, developing a range of collaborative networks with Kirklees Council (KMC), key anchor institutions and Local Enterprise Partnerships. We have collaborated through the Place-Based Economic Recovery Network (PERN) to support the West Yorkshire Combined Authority (WYCA) in developing a post-Covid-19 economic strategy. These interactions are informing our strategic thinking for public and community engagement.
The University Knowledge Exchange Group (UKEG), reporting to the University Research Committee, leads on the KE agenda, including the development of the Public and Community Engagement strategy. The University was an early signatory to the Manifesto for Public Engagement and is developing a strong relationship with the NCCPE. In 2020 the University signed the UPP Civic University agreement and is developing an action plan with key stakeholders. To understand local needs and priorities, the Director of Research and Enterprise sits on WYCA and Kirklees Inclusive Growth panels which identify ways of working to drive inclusivity and support disadvantaged groups.
Central resources have been allocated for key engagement activities, led by the Vice Chancellor’s Office and relevant Services. The Research and Enterprise service delivered three successful European Researchers’ Night events, the last in 2017, and the Heritage Quay and Holocaust Exhibition and Learning Centre projects have had extensive engagement remits. The Holocaust centre has been shortlisted for awards during the assessment period (Times Higher and HLF). A Collaborative Ventures Fund is available to support engagement projects and to incubate new partnerships.
The University provides a range of facilities and services to the public including the archive service, library, sports facilities and health clinics. Facilities to support local community groups for events, and free or discounted space for local organisations such as Huddersfield Literature Festival and Huddersfield Contemporary Music Festival are offered.
During the review period, three public engagement research projects (Yorkshire Sound Women Network, Ted Hughes Network and the Bronte Stones) have been centrally funded (£162k). In addition, ~£320k external grant funding was received for impact and engagement activities.
Strategic work has focused on formalising relationships with partners rather than specific publics. This is reflected in Memoranda of Understanding with Kirklees Council (KMC), the Arts Council, Kirklees College, Yorkshire Sculpture Park and The Hepworth Wakefield. These relationships, plus our Involvement in Archives for Kirklees and support for the Yorkshire Women’s Sound Network and MUSik in Kirklees, represent a way of working which values equitable partnership and the co-production of knowledge. The University is committed to supporting young people, particularly from disadvantaged backgrounds, through the Kirklees Learning Progression Board, the Kirklees Community Learning Trust and the Studio School initiative.
There have been a range of high-quality engagement initiatives reflecting academic interest. For example, Art, Design and Architecture’s interests have resulted in a long-term local engagement programme of events/exhibitions with KMC, Temporary/Contemporary. More recently, academics collaborated with KMC to deliver the inaugural Woven festival - a public event showcasing the textile industry past, present and future.
Customer relationship management systems are used to capture interactions with key publics.
Aspect 2: Support
The University provides a range of resources to support staff to deliver engagement activities, with the levels of support increasing over the submission period.
Staff resources
The Archives Service-based Public Engagement Officer runs an informal staff network, providing support to University colleagues
Funding to support staff network events is provided by the People and Organisational Development team
Senior leaders contextualise Public Engagement trends at network events
Dedicated staff manage the Service User & Carer Involvement and public-facing healthcare clinics
Academic School-based Impact Officers have developed community and public engagement PE(R) projects and manage some relationships with local organisations, for example, The Reggae Sound System Culture project
The School of Human and Health Sciences’ two Directors of External Engagement coordinate activity and provide strategic planning
The School of Applied Sciences has an NCCPE National Public Engagement Ambassador
Events Officers in Schools and Services coordinate public access to facilities and run events
Staff resource is in place to support non-research based public engagement activities such as the Huddersfield Business School’s free Legal Advice Clinic
Training and Development
The University funded two NCCPE Researchers Academy participants in 2019/20, one NCCPE Engage Academy participant 2020/21 and funds one staff member to attend the annual Engage conference
An internal training programme is in development following two pilot workshops in the 2019-20 academic year. Schools run tailored training and the Researcher Development Team provide support and resources for Postgraduate and early career researchers
An annual event run by the Public Engagement staff network disseminates emerging trends and initiatives and has taken place each year of the submission period
Strategic Support
School Boards are important aspects of the planning and delivery of academic activity and contain industry and community representatives that advise on course content and accreditation.
The Vice-Chancellor’s Office has a series of advisory relationships with key community figures such as the Bishop of Huddersfield.
Reward systems
In recognition of its importance, public engagement was added to academic promotion criteria in 2020.
Aspect 3: Activity
The University has a rich tradition of engaging the public, which today includes Public Lecture series, a Café Scientifique programme, Open Access publishing, and activities delivered through the Student’s Union. Activity is linked to research interests, teaching, funding opportunities and external partnerships.
Centrally-organised public engagement
Indicative examples of our approach, include:
European Researchers Night (2017) showcased research to local communities
The Heritage Quay archives centre project (completed 2017) demonstrating our commitment to providing public spaces on campus, match-funding public-facing projects, and our desire to open up our resources
Working in partnership with the Holocaust Survivors Friendship Association to develop the Holocaust Exhibition and Learning Centre (opened 2018). The Centre combines public-facing engagement with Public Engagement (with Research) and teaching
Coordinating dissemination of our COVID-19 response, delivering information and resources to the public via www.hud.ac.uk/COVID
Researcher-led public engagement
There is a strong emphasis on partnership working in long-term research-led projects:
The School of Art, Design and Architecture’s ROTOR and Temporary/Contemporary projects are supported by Arts Council England and the local authority and form part of the University’s relationship with the local cultural sector. ROTOR led on the foundation of Evoke Kirklees
The None in Three project is an NCCPE award-winning example of a cross-discipline, local and global, engagement project
Work with the Jo Cox Foundation has led to the 'Huddersfield Great Get Together' bringing together local citizens to meet and celebrate our diverse local communities on campus
Over the past 3 years, our academics have published ~120 articles in The Conversation
The linguistics department’s magazine Babel (in its 8th year) shares cutting-edge linguistic research with 550 subscribers in an accessible format for all types of reader.
We run many initiatives linking our communities with key stakeholders, for example the Cub Scouts Crime Prevention Badge
Student public engagement
Our Teaching and Learning strategy stresses the importance of giving students real world experiences during their degree courses, through Public Engagement, more traditional placement opportunities and links students with the needs of partners and stakeholders. Examples include:
Undergraduate students on the Public Humanities (English Literature) and Hands on History (History) modules in the School of Music, Humanities and Media create exhibitions for the general public
In the schools of Human and Health Sciences and Applied Sciences, students run public-facing healthcare clinics (Podiatry, Physiotherapy, Optometry).
Undergraduate Legal Studies students in Huddersfield Business School help run a free legal clinic for local people
Events management students work with charities to run public events on campus
Primary Education students run free art activities during the Huddersfield Contemporary Music Festival.
Staff and students contribute to the work of the Kirklees Democracy Commission and the annual 'Not In Westminster' event.
Students’ Union collaborated with local FE colleges and Kirklees Youth Council to develop the ‘Educating Kirklees’ programme, encouraging young people to engage with local democracy.
Students’ Union runs Enactus Huddersfield, a social enterprise creating and delivering community projects to make a difference to the lives of local people.
Aspect 4: Results and learning
At present, the University is preparing to introduce a more systemic approach to assessing Public Engagement activity across the institution. Self-assessment against the Joseph Rowntree Foundation’s outcome framework was an initial evaluation of the full impact of University’s activities but is not a comprehensive impact assessment encompassing PE. However, and in keeping with the devolved approach to public engagement, there has been detailed evaluative work on key activities and School specific programmes. The following reports reference key activities and their evaluation:
The Heritage Quay project’s engagement objectives were to open up archive collections, and spaces to new audiences, particularly those linked to strategic objectives. At the core of this work was a commitment of co-production and working with customers. The full evaluation report and the participation element can be found on the University’s repository.
The EU Researchers Night event (STEAM – making sense of science through art) reports are available on the EU Cordis website. There are eight reports covering pre-event awareness raising, to activities on the night to post-event impact assessments are available.
Our focus on research, development and enterprise has civic engagement with local and regional businesses at its heart - for example through the 3M Buckley Innovation Centre (3M BIC) connecting our academics, graduates, and current students with the SME businesses; the cornerstone of the local and regional economy. These externally funded (ESIF and LGF) 3M BIC business support activities have significant reporting and review requirements.
The University has invested in infrastructure to manage data produced from public engagement activities which can be used to map activities. The research outputs system Pure, CRM system Microsoft Dynamics and customer management Topdesk system have all been developed within the last few academic years. The UKEG will be exploring methods of extracting and analysing this data in new ways.
Aspect 5: Acting on results
The University has begun to map ongoing public engagement activity. An important step was the institution’s first Public Engagement survey, run by auditors UNIAC in 2019. The results were shared with the Senior Leadership Team and led directly to the creation of the University Knowledge Exchange Group and are also informing the Public Engagement training programme. A summary of key findings was shared at the annual network event, which was open to all staff and PGRs. Further surveys, undertaken as part of the development of the Public Engagement strategy, will use this baseline.
The University Strategy map KPI to establish 5000 formal links with businesses and end users provides a useful tool to measure the extent of business engagement and UKEG will establishing the evaluative metrics for this KPI and associated reporting.
Several University services have Customer Service Excellence awards (Computing & Library Services, Estates and Finance) and feedback reports are reviewed and published annually. At Heritage Quay, work includes surveying external users and benchmarking performance against rigorous standards. The 3MBIC also seeks feedback on events to improve future engagement and delivery.
Outcomes of research-focused public engagement activity are profiled in the University’s Discover magazine, shared with partners and online. Public engagement-related information is promoted via daily news articles on the University website and complemented by social media posts and press releases. The University of Huddersfield Twitter account has 43,500 followers. Key facilities, initiatives and services often have their own websites and social media platforms, e.g. Heritage Quay, 3MBIC, and the None in Three project.
As highlighted in section 4, major projects must report on impact to funders. For example, the EU Researchers Night Project used feedback from each event to refine and improve delivery of subsequent events. To do this, comprehensive participant tracking and feedback was captured during the event and afterwards.
For further information, please send queries to s.cooke@hud.ac.uk