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Institutional Context
Summary
Recipient of three Queen’s Anniversary Awards, the University of Kent produces world-class research in a wide range of fields. UUK recently identified Kent’s research as among the UK’s 100 Best Breakthroughs of the last century for its positive impact on people’s everyday lives.
We were awarded gold in the government’s Teaching Excellence Framework (TEF) and the most recent Research Excellence Framework (REF) ranked us 17th in the UK for our research intensity. Our staff and students make a significant contribution regionally through their engagement with community groups and regional businesses.
Our impact on the region's economic, social, and cultural life through the delivery of excellent education, research, and engagement is significant, and generates £0.9bn annually for the South-East.
Institutional context
Our education and research support social, economic, cultural, intellectual, and public life in ways that make us one of the UK’s leading civic universities.
From its foundation, the University has been grounded in our community. We are committed to our civic role, building on our existing partnerships to respond to the needs of a rapidly changing region.
In order to enhance our ongoing civic mission, we have recently developed a number of civic initiatives:
Kent and Medway Medical School - delivering high-quality healthcare across Kent and Medway;
Institute for Cultural and Creative Industries - supporting our ambitions to be a key partner in Medway’s strategic repositioning as a Creative City;
Centre for Higher and Degree Apprenticeships - working in partnership with regional and national employers to develop apprenticeships tailored to their needs
Our Region:
Local – our partnership with organisations across Kent and Medway supports activity which attracts inward investment, enables economic growth, and contributes to the long-term sustainability of the region:
Kent Invicta Chamber of Commerce – Board and President status;
Regional – we take our regional role seriously and are embedded in a wide range of bodies and organisations:
South East Local Enterprise Partnership (SELEP) – Board membership of the largest LEP outside London brings us directly in touch with the region’s priorities, and enables us to help ensure ongoing economic growth;
U9 Group of Universities - the University brought together and leads this group of Knowledge Exchange and Innovation Directors of nine SELEP universities;
Eastern Arc - a strategic consortium of three interdisciplinary universities on the eastern seaboard: University of Kent, University of East Anglia, and University of Essex;
European - Kent is strategically located at the gateway to Europe and we are proudly international in outlook, with a distinct European identity, benefiting the region in which we reside.
We have taken great strides in embedding knowledge exchange into our research culture and forged valuable links and partnerships with external organisations. Notwithstanding a limited number of sectors, and an absence of larger corporations, we have developed new approaches to engaging with businesses:
Knowledge Exchange & Innovation Gateway - established a central team of knowledge exchange professionals supporting SMEs, corporate and third sector business looking to innovate and grow;
Employability Points Scheme - a unique scheme bringing together national, regional and local organisations. The scheme has been praised by Government as best practice in business/employability support;
Kent IT Clinic - working with ambitious, growing, small businesses in the delivery of student-staffed digital consultancy;
Canterbury Innovation Centre – embedding the central KEI team within the Centre located at the entrance of the University working with entrepreneurs and start-ups;
Business Summit - business leaders and local decision-makers collaborate to deliver the annual Business Summit, tackling regional challenges;
Arts and Music – events organized by the Gulbenkian Arts Centre enrich the lives of the public in the region, as does our annual ‘bOing!’ festival;
Our strong partnerships with regional economic bodies and the business community ensures a two-way flow of knowledge, enriching the culture of the university.
For further information, please send queries to C.Barron@kent.ac.uk
Local Growth and Regeneration
Summary of approach
We are embedded in our local and regional economy and, through collaboration with partners, ensure our global ambitions have a positive impact on the region’s cultural, social, and economic landscape. We work in partnership across the region to stimulate and drive economic growth, thereby raising the profile of the region; e.g. Thames Gateway Kent Partnership Board, South East Local Enterprise Partnership Board, regional Enterprise Zones, and regional Authorities.
It is through our collaboration with these partners that we are able to identify the region’s needs, tailoring specific support through strategic improvement programmes that are the catalyst for a wide range of projects, partnerships and collaborations that make a significant difference to our region and to the wider society and economy.
Aspect 1: Strategy
Supporting local growth and regeneration is embedded in our ‘Vision 2025’ under the umbrella of our ‘Engagement, Impact and Civic Mission’ statement. We ensure our strategic collaborations act as a catalyst for making a difference both to our region, economy, and wider society.
Our Region:
We centre our regional approach on Kent and Medway, with campuses central to both. Given our location in the south-east corner of England we also have strategic ambitions as part of both southern and eastern regions.
Regional Partnerships
South East Local Enterprise Partnership (SELEP) is the largest LEP outside London with nine universities, U9, contributing to the growth of the region. Taking the lead, we established the U9, strategically helping to shape the LEP’s Economic Plan and Local Industrial Strategy, and as a collective respond to their priorities.
Thames Gateway Partnership Board supports the Government priorities for the Thames Gateway, and Thames Estuary. As part of the Board, we influence and feed into regional priorities, working collaboratively to seek out investment and improve workforce skills.
Kent Invicta Chamber of Commerce is the largest Accredited Chamber in the South East, serving a diverse business community. The University has a longstanding relationship with the Chamber supporting start-ups and businesses. We have Board and President status within the Chamber.
National and International
Eastern Arc (EARC) is a strategic consortium of three interdisciplinary universities on the eastern seaboard: Kent, East Anglia, and Essex. At the heart of our vision is a commitment to stimulating and galvanising research with social, environmental, and economic impact.
We are strategically located at the gateway to Europe and are proudly international in outlook, with a distinct European identity, thereby benefiting the region. Kent is the only UK university to have specialist postgraduate centres in two European capital cities: Brussels and Paris.
Regional Initiatives
In order to enhance our ongoing mission, we are strategically supporting regional growth.
Healthy Region
Public Health England identified Kent and Medway as having some of the most deprived neighbourhoods in England and one of the few regions without a Medical School.
Following representation to the Thames Estuary Envoy, the Government committed to developing a World-class Health Corridor from London to Canterbury, including setting up the Kent & Medway Medical School to provide regional medical education and research addressing the growing need for medical professionals in the area.
KentHealth is our strategic one-stop-shop for health and social care expertise in research, training, innovation. KentHealth is our vehicle to bring cross-University activities together into a coherent interface for staff and external stakeholders.
Our Board representation on the Kent Medical Campus ensures that we contribute to the growth of a fully integrated centre of excellence for health, science and education in the South East, and Higher Education training facilities for the medical and health care professions.
Kent’s Sport’s Department plays a major role in providing opportunities for local people to get involved in sport, hosting local sports partners.
Growing Research and Science
We established three Signature Research Themes to stimulate research, and impact for the University and the region. The themes all embrace multi-disciplinary research areas and the selection was a collaborative process with external members including the BBSRC, Durham and Lille Universities, Kent Invicta Chamber of Commerce, and Medway Council.
Supporting two regional Enterprise Zones:
Discovery Park was formed following the closure of Pfizer’s research base in Sandwich. We were part of the Government task force looking to safeguard jobs and limit the adverse economic impact of this closure. Our involvement continues, and the site is a global leader for science and enterprise with world-class laboratories leading the way in life sciences R&D.
North Kent Enterprise Zone is located across three sites providing medical, healthcare research, training and practice, advanced manufacturing, engineering, and digital technologies. Board membership ensures cutting-edge research and education contributes to the growth of the Zone.
Cultural Focus
Working with the Arts Council to develop a creative economy in Medway, we have recently established the Institute for Cultural and Creative Industries (ICCI) as a step-change in how the University focuses its support for the creative and cultural industries in the region. ICCI is built on our longstanding strengths in the creative and cultural industries.
The Gulbenkian Arts Centre is one of the key social and artistic centres in the region, delivering the University’s commitment to public engagement with a particular focus on the creative empowerment of children and young people. The importance of this artistic centre reaches beyond the boundaries of the University into the wider community.
We provide an annual grant to KMTV as a capital investment in building state-of-the-art television studio, newsroom, and offices at the Medway campus. The award-winning broadcast platform is available to the community and members of the public.
The University’s Medway campus has two sites. Working in partnership with the Historic Dockyard, the University invested £0.5m in the regeneration of the facilities as an example of how to create a sustainable future for important heritage assets.
Aspect 2: Activity
Delivering your strategy
Information on the focus of your approach and the activities delivered. How do you know it met the identified needs of the geographic areas you identified? Please focus on the last three years of activity.
Notwithstanding a limited number of sectors, and an absence of larger corporations, in the region, we have put into place a wide range of initiatives to engage with the region to realise our strategic goals:
Located at the heart of the Garden of England, we partnered with the horticultural and agricultural research institution NIAB EMR and thirteen other partners to establish Growing Kent and Medway. The programme strengthens the competitiveness of the region’s horticulture, food, and drink industries.
We established a unique programme, the Employability Points Scheme, to meet business needs, bringing together national, regional, and local organisations to support student employability. The scheme has been praised by Government as best practice in business/employability support.
The Kent IT Clinic (KITC) was established in 2004 with institutional funding as a student-staffed IT consultancy helping Kent's SME’s be the digitally enabled businesses. KITC operates as a simulated business, providing both commercial services and an educational experience in a safe and reflective atmosphere.
In 2018 we established the Business Summit, bringing together a strategic partnership between business support organisation, inward investment, business leaders and local decision-makers collaborating to tackle regional challenges.
Building on the Eastern ARC consortium we identified business innovation and productivity needs, and secured funding to establish Enabling Innovation: Research to Application. The project harnesses the expertise of seven universities and FE colleges, offering support across three key areas: artificial intelligence, biotechnology, and digital creative.
Building on our successful Pharmacy programme, and in response to the skills shortages in the region, we launched the Centre for Higher and Degree Apprenticeships. The Centre works in partnership with regional and national employers to develop apprenticeships tailored to sector needs.
Student Support
Recognising the impact that students have on the business community, we established Student Knowledge Exchange. We worked with external partners in facilitating a variety of interventions from work experience through to hackathons and innovation challenges.
ASPIRE supports student innovators and entrepreneurs to develop responsible enterprises, focused on the Sustainable Development Goals as a point of idea development and as a benchmark against which to test our start-ups.
Covid-19 Support
Covid-19 Business Recovery Response: working with partners we developed a series of virtual webinars. Insight from the Kent Invicta Chamber of Commerce general support helpline identified key business challenges and issues.
Centre for Philanthropy: during the lockdown period, we provided the charity sector with free online educational resources to support them with ideas and perspective.
Vital PPE Equipment: supporting GP surgeries, hospitals, hospices, care homes and the charitable care sector was a key priority for the University. We established a 3-D Hub, producing vital PPE face shields with technicians collaborating in unifying designs to create a 3-D printing ‘farm’.
Vaccine and Virus Research: collaborating regionally, nationally, and internationally we are carrying out Covid-19 vaccine research along with antibodies research to target the novel coronavirus, helping to create new therapies for Covid-19.
EIRA Recovery Fund: when the country went into lockdown, the appetite for EIRA to adapt their offer to support businesses was very strong. As a result, EIRAs Enabling Recovery Fund was launched to provided SMEs with funding to work with academics on their immediate challenges.
Kent Sport Physiotherapy Clinic: online consultations have continued virtually during the pandemic, delivering more than 150 free consultations.
Support for Languages in School: students studying Modern Languages partnered with secondary schools to support their learning efforts during lockdown. The language-learning resources were adopted by HMP Oakwood so that prisoners could continue their education despite the Covid lockdown.
Aspect 3: Results
We take a continued improvement approach to our engagement, reviewing feedback from stakeholders and partners. In this context we created the new role of Director of Engagement to shape and drive forward our renewed commitment to Engagement & Civic Mission.
The role will develop and lead a new strategy for effective collaborations with key external stakeholders and partners regionally, nationally, and internationally.
Our impact on regional support is reflected in the following initiatives:
applications significantly exceeded available places, evidencing a need for future;
secured £4m from SELEP for the development of state-of-the-art facilities;
received £2m from the Pears Foundation in recognition of the Foundation’s longstanding relationship with the University;
annually receives £300k from the Arts Council England, supporting work with children and young people;
received £4.3m to drive forward the unique Creative Estuary;
secured £3.14m as part of the Strength in Places Fund;
contributed to the development of a horticultural hub, delivering the vision of a cutting-edge Innovation Campus for horticulture in Kent;
Eastern Arc EIRA impact is evidenced by our Case Studies.
400 regional leaders annually attend the county’s flagship event to constructively tackle regional challenges;
attracted regional sponsorship.
‘The Summit is an important vehicle for cooperation between Kent businesses, local government and academics.”
Student Contribution
grown year-on-year with >9,000 students taking part in the Scheme;
>870 employability rewards being offered by local, national, and international employers;
a key exemplar within our successful attainment of the Small Business Charter.
delivered 19,440 hours of consultancy;
completed 46 projects;
worked with 36 unique businesses;
received 9.5 client satisfaction measured by Net promoter score (the IT industry standard);
following feedback, we are looking to adapt our offering to support local business in the face of the Covid-19 crisis;
Student Knowledge Exchange
worked with SMEs, large corporates, and multinationals, including PepsiCo and Southeastern Railway;
delivered a variety of interventions, including innovation challenges (i-Teams).
“iTeams has been an eye-opening experience for TMLEP. The power of the student collective is something not to be understated and the solutions developed by all iTeams were exceptional. TMLEP will definitely be taking on board the solution put forward by the students and will look how we can implement into our future business plans. Here’s to iTeams 2021!”
Covid19 Rapid Response Webinars
delivered nine online webinars;
>220 attendees;
delegates from as far afield as the United States, Denmark, and across the UK;
“Visit Kent: This is an extremely challenging time for the thousands of Kent businesses making up the visitor economy. We were delighted to work with colleagues from the University as we rebuild our industry following the pandemic.”
“Bedford Council: ’Stories, Wellbeing and Business finding meaning in Covid 19 disruption’ was really relevant to my work in gathering the narratives of lockdown as a Social History curator with a view toward the longer-term impact of the virus on our lives.”
Covid19 Rapid Response Programme
produced and distributed 4990 face shields;
>20,000 ear savers to hospitals, hospices, and the charitable care sector, free of charge;
successfully received CE marking after inspection from the UK national standards body;
Licensing of the Design
working with the Medway NHS Foundation Trust, we designed and manufactured breath-shields for Ophthalmology instrumentation to enable routine procedures to continue in a safe and controlled manner;
products were supplied free of charge to hospitals nationally;
ongoing discussions to license the design rights;
supported businesses helping vulnerable communities with £500x8 business recovery grants to aid survival and recovery.
For further information, please send queries to C.Barron@kent.ac.uk
Public & Community Engagement
Summary of approach
From its foundation, the University has been grounded in the community. Our continuing commitment to making a positive contribution and transforming the lives of people living in our region is borne from the diverse ways that we connect with local people.
We are proud to make a significant contribution to community life in our region, not least through the voluntary activities of staff and students who give up their time to help others.
Our approach to public and community engagement (P&CE) is the quality or meaningful interaction between the public and the university. It is a two-way process of sharing and evolving, and our P&CE strategy was developed in conjunction with the National Coordinating Centre for Public Engagement (NCCPE).
Aspect 1: Strategy
Our knowledge exchange and P&CE activities are integrated in the University’s ‘Vision 2025’ and carried out under the umbrella of our ‘Engagement, Impact and Civic Mission’ pillar.
In 2016, a specific P&CE strategy was created which underpins our commitment to P&CE, and focuses on integrating P&CE across the institution:
Contributing to the broader educational, employment, social and cultural objectives of our communities and our region.
Our strategy enables us to easily derive clear and demonstrable benefits for all, including the enrichment and development of research and learning activities, and a better public understanding of the University. Our key strategic priorities for P&CE are to:
Encourage and support staff and students in the delivery of high quality, innovative and effective activities and consideration of societal implications and public attitudes;
Promote and develop working in partnership both internally and externally;
Raise the profile of the University as an engaged institution, committed to making an impact as a force for good.
Reflecting its strategic importance, P&CE is led by the Deputy Vice Chancellor for Research & Innovation with overall accountability at the Executive Group and has a formal Governance structure. It is through this conduit that the internal learning we gain from our P&CE activity informs the future activity of the University, feeding into such high-level, strategic documents as our ‘Vision 2025’.
The P&CE strategy is owned by the Public Engagement with Research Advisory Group (PERAG) and sits alongside, and compliments, our Business Engagement strategy.
We focus on our strongest community, our local area of Kent. Thus, our P&CE strategy was created with this target audience in mind and was informed by a systematic review of our external connections:
past and present funded activities;
social media search to identify partnership activities;
senior management partnerships;
working with partners;
During the course of gathering this information, we identified significant partners with whom the University has worked with and who are interested in working with the University on assessing social and cultural impact.
Integrating P&CE
P&CE is integrated within our working culture and included in every grade of our Academic Career Map. The framework sets out what we expect from academic staff and how we support them, and is used when building a case for promotion.
Equality, diversity, and inclusivity (EDI)
Principles of EDI are fundamental to Kent’s purpose and achieving our ‘Vision 2025’. We value engaging and working with external diversity organisations as part of our commitment in collaborating with local societies and groups.
Aspect 2: Support
We have put in place support systems and networks to make sure that our activity is fully informed. We have taken significant strides to integrate P&CE into our culture, providing practical support, and have forged valuable links with communities.
The University has incentivised and supported the development of high quality, innovative and effective PE activities with high impact by:
Founding the Public Engagement with Research Fund which builds on the University’s commitment to embed PE with research across the institution;
Establishing the Kent Public Engagement Research Network (KPERN) to facilitate the sharing of experiences and best practice in P&CE;
Appointing a centrally based PE professional lead;
Establishing formal roles for PE Champions and Mentors in divisions;
Offering training for staff on external engagement;
Promoting and supporting activity through our institutional website dedicated to P&CE, quarterly P&CE newsletter, and social media channels;
Celebrating and rewarding public engagement excellence among staff and students.
Aspect 3: Activity
At a policy level, we have adopted the Concordat for Engaging with Research and signed the Manifesto for Public Engagement (2011).
Integrating P&CE
A Faculty P&CE Action Plan was developed in conversation with colleagues, external partners, and using resources collated by the National Collaborating Centre on Public Engagement (NCCPE). The Plan encapsulates a clear set of actions to enhance P&CE activities.
We have funded a range of academic and professional service colleagues to attend and graduate from the NCCPE Engage Academy. Following the Engage Academy we have:
Shared valuable knowledge, best practice skills and learning networks via structured workshops;
Provided research funding support and 1:1 mentoring;
Developed a best practice toolkit;
Delivered a series of academic courses on Enterprise and Impact training to support engagement with external communities.
Equality, diversity, and inclusion (EDI)
Inspire, Challenge, Excel Programme was established to celebrate staff and student EDI awareness, and bridge the gap between the university and the external community creating opportunities for women at all stages of their career.
Kent Creative Autistic exhibition showcased the work of a group of artists on the autistic spectrum. Each member is part of a wider peer support community, aided by the Advocacy for All charity.
We celebrate diversity and have delivered focused activities such as: ‘Out and Proud Role Models’; and ‘A History of Black People in Kent’.
Kent Community Oasis Garden a unique space to relax, improve mental health, and learn new skills for students, staff, and the local community, in partnership with East Kent Mind.
Working in partnership
We formalised our relationship with the University of the Third Age (U3A) to link up with the community of retired and semi-retired people seeking knowledge and opportunities to participate in research.
Working with the Arts Council to set up a creative economy in Medway, we recently established the Institute for Cultural and Creative Industries (ICCI) as a step-change in how the University supports the creative and cultural industries (C&CI).
Working with KMTV we developed Think Kent “Discovers” available to the community and the public.
We established the Kent IT Consultancy (KITC) as a student-staffed consultancy helping Kent's SME’s and Charities to be digitally enabled businesses.
We established a unique programme, the Employability Points Scheme, to meet external needs, and support student employability. The scheme has been praised by Government as best practice in business/ employability support.
Community engagement
KPERN is drawn from staff and the community and Chaired by the Deputy Vice-Chancellor for Research and Innovation. The Network links central support for engagement with school/centre-based engagement practitioners.
Kent is the only UK university to invest in an OFCOM regulated broadcast television channel boldly underwriting a commitment to P&CE and a thriving, active local democracy.
The Kent Law Clinic provides a public legal service to members of the local community, providing a free legal service to those who need representation but cannot afford access to the law.
A monthly pubTALK series delivers research events in pubs. Topics of discussion involve hands-on interactive activities, genuinely engaging the public with the research that happens at Kent.
In response to conversations with local residents and community representatives we created Kent’s Community newsletter published four times a year sharing the latest news and opportunities for P&CE.
We established the Kent Student Certificate in Volunteering to recognise the time students spend volunteering (hours) to achieve various levels of certification.
Cultural engagement
Our commitment to the development of C&CI is wider than the activities that take place on our campuses. One of the key social and artistic centres in the region is the Gulbenkian Arts Centre with a focus on the creative empowerment of children and young people. The importance of this artistic centre reaches beyond the boundaries of the University into the wider community.
We run an annual event: bOing!, offering a mixture of internationally recognised productions and free outdoor shows with an emphasis on play and discovery on campus and in the City.
Aspect 4: Results and learning
Since the ratification of our Public Engagement with Research Strategy, the University has taken key steps towards formalising its commitment to P&CE, and delivery of the strategic aims. These steps included:
Encouraging and supporting staff and students:
provided training and individual support for engagement design and evaluation;
re-formed PERAG;
appointed a Director of Public Engagement for the Divisions;
profiled EDI within P&CE;
developed Awards and embedded in promotion system;
Promoting and developing partnerships:
established KPERN;
developed institution level partnerships with local organisations;
scrutinised our engagement and its impact;
Raising the profile as engaged with the community:
Statement of commitment to the NCCPE Manifesto for Public Engagement
encouraged students and staff by delivering training;
profiled in the media (KMTV);
newsletters reached more people;
KITC and Law Clinic supported the community;
Outcomes include:
Integrating P&CE:
KE & Innovation training:
26 events delivered;
317 attendees;
engaged 77 academics new to KE;
70 KE opportunities identified;
Student Volunteers:
2,300 student volunteers;
annually deliver >90,000 hours of volunteering;
>200 spent time helping 31 local organisations;
1,225 hours delivered on Kent Union community projects;
EDI:
Inspire, Challenge, Excel Programme (ICE-P):
143 delegates registered for the ICE-P launch event;
23 attendees formed an ICE-P Network;
12 business supported future events;
Working in partnership:
University Public Engagement with Research Network:
30 staff representatives based across all six Divisions;
assisted clients to obtain or defend sums totalling £5.6m;
270 students participated annually;
1,400 people supported;
140 new cases pursued on client’s behalf;
KITC:
delivered 19,440 hours of consultancy;
delivered 46 projects;
worked with 36 unique businesses;
received 9.5 client satisfaction measured by the IT industry standard Net promoter;
year-on-year growth >9,000 students taking part in the Scheme;
>870 employability rewards offered by local, national, and international organisations;
Community engagement:
KMTV
reached ~220,000 households every week;
>13m households accessed the UK local television network;
delivered 12 events;
36 research staff and students shared their research;
>500 members of the public attended;
~80 members are involved in research projects;
‘Open Doors’ Group critiqued research proposals of early career researchers;
“Being a part of the U3A Research Group has opened up new and interesting opportunities.” U3A Member
Student Volunteer Awards Scheme:
volunteered ~8000 hours annually;
Kent’s Community newsletter:
delivered to ~12,500 homes and businesses;
During challenging times, we have provided extensive Covid-19 support for the community as evidenced in our Local & Regional Narrative.
Cultural Engagement:
ICCI:
annually received £300k from the Arts Council England to support work with children and young people;
received £4.3m to drive forward the Creative Estuary;
delivered creative competition for 14-16-year olds on the theme of connection following lockdown;
bOing!:
attracted >10,000 visitors annually;
delivered free inclusive, and accessible event;
selected as one National Geographic Traveller’s best arts festival for children;
ART31:
>9,000 youngsters involved annually;
Gulbenkian Arts Centre:
attracted >90k people to various events;
hosted free-of-charge community events attracting >7K visitors;
attracted >20K visitors to the music building.
Aspect 5: Acting on results
We take a continued improvement approach to our engagement, reviewing feedback from stakeholders and partners. In this context we created the new role of Director of Engagement to shape and drive forward our renewed commitment to Engagement & Civic Mission. The role will lead a new strategy for effective collaborations with external stakeholders.
We believe our Strategy enables us to easily derive clear and demonstrable benefits for all. However, as part of our continuous improvement we took part in NCPPE’s Engage Survey. The results of the survey showed a promising sense of potential at Kent:
a strong belief in the importance of engaging the public;
pockets of expertise in faculties/schools;
excellent support from the Outreach Officers and central P&CE lead.
Our challenge is to:
ensure we provide clear and consistent support and communication;
share best practice and training;
ensure greater coordination across the university.
We acknowledge there is scope to do more that brings members of the public into activities, and we need to do more on the visibility of these activities, both internally and externally. Current action on this includes:
developing robust systems for P&CE and knowledge exchange engagement;
sharing and championing P&CE activity via our news outlets, including KMTV;
using feedback forms and data analysis to inform future P&CE activity.
We have brought together our Research and Enterprise departments bringing a fresh approach to our knowledge exchange and P&CE agenda. This as an area that it still in development but full of opportunities for the University.
We recognise we are on a journey and will be looking at developing a systematic approach to identifying needs, recording, reviewing, and evidencing our P&CE.
For further information, please send queries to C.Barron@kent.ac.uk