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Institutional Context
Summary
The University of Nottingham is a pioneering university providing an exceptional research-led education and an outstanding student experience for 46,000 students across the UK, China and Malaysia. Our world-leading research and knowledge exchange transforms lives, improves societies and shapes the future.
In the last three years, we have delivered over £350 million of KE activity. We have supported thousands of business through innovation programmes, business incubators including BioCity and the University of Nottingham Innovation Park, and industry research projects such as our two Rolls-Royce University Technology Centres. Our spin out businesses are improving healthcare outcomes for patients across the globe. We have welcomed hundreds of thousands of learners and members of the public to events and workshops on our campuses.
Institutional context
The University of Nottingham (UoN) is a broad-based, research-intensive institution consistently ranked among the world’s top 100 universities (QS World University Rankings). It is one of the largest UK universities and was the first to establish overseas campuses more than 20 years ago. It now has more than 8,000 staff and 46,000 students across its three international campuses in the UK, China and Malaysia. UoN is a founder member of the Russell Group and Universitas 21.
UoN was founded on the vision and philanthropic spirit of Sir Jesse Boot who, in 1928, donated the land that is now its University Park campus. Our vision is to change the world for the better and in line with the University Strategy, in ways that fulfil our commitment to the UN Sustainable Development Goals .
UoN is a key anchor institution in the local and regional economy, generating £781 million of economic impact across the East Midlands every year. The Derbyshire and Nottingham LEP (D2N2) 2018 Science and Innovation Audit identified UoN alongside Rolls-Royce as one of only two major science and innovation actors in our area.
UoN plays a major role in supporting and catalysing local cultural, sporting and artistic activities. Nottingham Lakeside Arts is the University’s public arts centre and museum which offers a range of cultural events for adults and young people throughout the region.
Our approach to Knowledge Exchange (KE) is set out in a Strategic Delivery Plan which focuses on five interconnected priorities:
Developing our culture and capacity to deliver knowledge exchange
Maximising the impact of UoN’s Intellectual Property
Supporting economic prosperity and quality of life in all the communities in which UoN is based
Enhancing how UoN engages with its partners
Delivering meaningful policy and public engagement
Our KE activity is overseen by the University Executive Board and delivery is monitored by a KE Committee.
The Research and Innovation Directorate provides expert support and guidance across areas including IP and commercialisation; business engagement; continued professional development; and local growth. This is supplemented by work our Institute of Policy and Public Engagement and Haydn Green Institute for Innovation and Entrepreneurship. We have formed Nottingham Technology Ventures Ltd to manage our spin-out portfolio and University of Nottingham Innovation Park to provide commercial property to local firms.
In the period 16/17 -18/19 we have delivered more than £363 million of KE activity including:
Created more than 231 business through our staff and student body including 214 graduate and student businesses and 11 technology spinouts.
Exits from spinouts worth more than £14 million including CrownBio Inc, Oncimmune plc and Monica Healthcare.
218 IP disclosures resulting in 100 patents.
Secured industry research worth more than £40 million with 1,929 business including 428 SMEs.
Provided access to our facilities and equipment for 1,409 firms including 765 SMEs.
Delivered more than 120 Innovate UK projects with industry partners worth more than £86.2 million.
Hosted 710,685 members of the public at a range of events, lectures and exhibitions.
For further information, please send queries to workwithus@nottingham.ac.uk
Local Growth and Regeneration
Summary of approach
The University of Nottingham (UoN) is an anchor institution for our city and region; our civic mission is embedded in our strategy. We are a major employer as well as a provider of skills, innovation and arts. We engage extensively with stakeholders at international, national, regional and local levels to support the development and delivery of strategies that identify and address issues of economic and societal need. We are focused on helping our local communities recover from the COVID-19 crisis. As part of our response to the challenges we collectively face, we have announced a joint Universities for Nottingham Civic Agreement with Nottingham Trent University (NTU) setting-out our joint plans to aid local recovery and renewal.
Aspect 1: Strategy
Objectives
UoN’s overarching approach to local growth and regeneration is set out in the University of Nottingham Strategy. Our ambition is to solve problems and improve lives through education, research and knowledge exchange of the highest quality. We also endeavour to become a university without borders, reaching out to our students, our alumni and civic partners, industry, governments and citizens to ensure our research and education is developed collaboratively. Our Knowledge Exchange Strategic Delivery Plan includes a commitment to support the economic prosperity and quality of life in all the communities in which UoN is based.
To support local growth and regeneration, UoN has also developed the first Universities for Nottingham Civic Agreement in partnership with NTU and other local stakeholders.
Governance
UoN’s Civic and Regional Committee has responsibility for executive oversight of our local growth and regeneration activity and is a committee of the University Executive Board. The remit of the Committee extends across the full breadth of UoN’s interactions at the civic and regional level, including Nottingham, Nottinghamshire, the East Midlands and the Midlands Engine. UoN’s Knowledge Exchange Committee also has responsibility for executive oversight of the delivery of the Knowledge Exchange Strategic Delivery Plan.
Local
UoN’s total economic impact on Nottingham is more than £700 million per annum, while around 23,500 students live within the city during term time.
The City and County Councils’ approach to local growth and regeneration is set out in a number of different strategies:
UoN regularly engages with both Nottingham City Council and Nottinghamshire County Council through quarterly tripartite meetings held between the Vice Chancellor and Leaders of both councils. Quadrilateral meetings are also held jointly between UoN, NTU and the councils on a six-monthly basis. In addition, the Pro-Vice-Chancellor for the Faculty of Science is currently the chair of One Nottingham, the strategic partnership for the city, and a member of the Nottingham Growth Board.
Regional
UoN is one of 20 Higher Education Institutions in the Midlands Engine partnership. The Midlands Engine approach to local growth and regeneration is set out in a number of key documents:
UoN is represented on the Midlands Engine Executive Board through two Higher Education members. The Board is the main decision-making body of the Midlands Engine and provides leadership and accountability to ensure the delivery of the vision.
UoN is one of eight research intensive universities that form Midlands Innovation. The aim of this partnership is to build global hubs of research and innovation excellence. This ranges in scope from energy and transportation to medical science, the arts and humanities. The Vice Chancellor is a member of the Midlands Innovation Board that meets on a quarterly basis to shape the partnership’s research strategy and guide its work programmes.
UoN is located within the D2N2 Local Enterprise Partnership (LEP), one of the largest LEP areas in England, with a population of over two million and GVA in excess of £46 billion.
The LEP has developed an emerging Local Industrial Strategy (LIS), identifying key long-term economic challenges and opportunities for the D2N2 area, while it also refreshed its Strategic Economic Plan (SEP) in 2019. UoN has actively supported the development of the LIS, contributing to its evidence base and organising and delivering various workshops with the LEP as part of the LIS consultation process.
To support the delivery of the LIS and the SEP, UoN engages closely with the LEP through the Higher Education representative on its main Board (currently the Vice Chancellor), as well as its various thematic Advisory Boards and COVID-19 response planning groups.
National
UoN’s approach to local growth and regeneration is guided by the Industrial Strategy. This sets out five Foundations of Productivity as well as four Grand Challenges to create an economy that boosts productivity and earning power throughout the UK.
UoN has played an important role in a of number Industrial Strategy Challenge Fund projects, including the Faraday Battery Challenge, Manufacturing Made Smarter, Driving the Electrification Revolution, Data to Early Diagnosis, Robotics and Future Flight.
International
As well as its four UK campuses, UoN has two international campuses located in Ningbo, China and Semenyih, Malaysia. Through its Asia Business Centre, UoN has built a significant network across the region with excellent links to government, industry, researchers and institutions.
Aspect 2: Activity
Overview
UoN has developed and delivered a variety of different projects and programmes over the past three years. Below are some highlights of this activity.
Enabling Innovation
Enabling Innovation was a £20 million collaborative business support programme led by UoN and involving NTU and the University of Derby. The project ran from April 2016 to March 2019 and aimed to stimulate interest and investment in research and innovation within SMEs across Nottinghamshire and Derbyshire. It focused on developing supply chains in key sectors of relevance to the D2N2 LEP area, including life sciences, creative and digital industries, transport equipment manufacturing and food and drink manufacturing.
Services offered to SMEs included:
In-depth support for businesses offering access to university expertise and talent.
Workshop programmes designed to help businesses to innovate, explore new ideas and unlock their growth potential.
Leadership and management development, including mentoring.
Support for businesses to take on graduates via placements.
University Enterprise Zone (UEZ)
Opened in 2016, the Ingenuity Centre is the focal point of the University’s UEZ project which supported the expansion of the University of Nottingham Innovation Park.
The project addressed the lack of dedicated space for innovative start-ups and the low level of innovation in the region. It helped to stimulate development of incubator or ‘grow-on’ space for small businesses in locations that encourage interaction with universities.
Ingenuity Lab and Ingenuity Programme
The University’s Ingenuity Programme supports the creation of businesses by our student and graduate community. Its business plan competition and lab space offers an inspiring environment where current students and alumni can explore business ideas and start up their enterprise.
Ingenuity builds on more than 20 years of entrepreneurship education, research, practice and competitions within the Haydn Green Institute. Since 2019 the programme has expanded through partnerships with corporates, the public and third sector to focus on the creation of investment-ready ventures that address critical social issues.
Midlands Innovation Commercialisation Accelerator (MICRA)
The connecting capabilities funded MICRA is creating a spin-out and start-up ecosystem to accelerate the universities’ innovations to market. A joint pipeline of scalable investment opportunities will lead to new jobs and economic growth across the Midlands. Working with business to translate cutting-edge research and innovation into real-world applications is at the centre of the MICRA mission.
Jubilee Campus
UoN has secured two RPIF-funded projects as well as Local Growth Fund investment and Innovate UK funding which have transformed our Jubilee Campus into a centre of industry – business collaboration. Projects include:
The GSK Carbon Neutral Laboratories for Sustainable Chemistry showcases the potential for zero carbon science as well providing space for next generation green chemistry.
The Research and Innovation Centre for Power Electronics and Machines will support low-carbon innovation across a broad range of applications.
The Advanced Manufacturing Building is home to research supplying the technology and specialist skills to support key industrial sectors and encourage the growth of emerging industries.
The Energy Research Acceleration and Development Building, a key part of the Energy Research Accelerator houses a range of new equipment and facilities to help researchers and business partners find solutions to the energy challenges faced by industry and society.
Aspect 3: Results
Overview
UoN’s Research and Innovation and External Relations departments are responsible for monitoring progress against our strategy as well as ensuring that civic and regional engagement is aligned with other core strategies. Updates are provided to the University Executive Board and other relevant University committees.
Below are some examples of the impact our activity has had on local businesses and communities.
Enabling Innovation
The project supported nearly 1,700 SMEs across the D2N2 area, resulting in almost 300 companies developing new-to-firm projects and more than 70 introducing new products to market. UoN supported around 700 SMEs with at least 12 hours of consultancy and technical expertise, while 170 SMEs engaged in longer-term collaborations that resulted in 35 new-to-market products.
Around 77% of beneficiaries experienced strengthened relationships with universities and 70% had increased capacity for innovation. UoN has been able to offer students more ‘meaningful’ work experience, making them more employable, and opening opportunities for employment with local businesses who previously would not have considered recruiting graduates.
Two thirds of beneficiaries surveyed had implemented changes as a result of the support received. Of the 56% reporting improvements in productivity, 89% attributed this fully or in part to Enabling Innovation.
| Output | Total Outputs Achieved | Performance v Target | UoN Outputs Achieved |
|---|---|---|---|
| Number of enterprises receiving support | 1,691 | 101% | 688 |
| Number of enterprises receiving grants | 401 | 106% | 31 |
| Number of enterprises receiving non–financial support | 1,467 | 106% | 680 |
| Number of new enterprises supported | 235 | 126% | 17 |
| Private investment matching public support to enterprises (grants) | £3,583,502 | 101% | N/A |
| Number of enterprises cooperating with research entities | 480 | 130% | 171 |
| Number of enterprises supported to introduce new to the market products | 65 | 98% | 35 |
| Number of enterprises supported to introduce new to the firm products | 275 | 103% | 38 |
University of Nottingham Innovation Park (UNIP) and University Enterprise Zone (UEZ)
An interim evaluation undertaken by Technolopolis in 2018 reported that within six months of opening the Ingenuity Centre was 67% occupied, with the remaining 33% leased by the Ingenuity Lab. Of the building’s 50 tenants, 26 were on site and 24 had virtual tenancies. The Centre also had 249 drop-in users. The wider UNIP community has more than 12,000m2 of lettable space and consistently has occupancy levels over 90%. There are over 120 client enterprises employing more than 900 people.
Ingenuity Lab and Ingenuity Programme
In 2019, the Ingenuity Lab had 104 active business employing around 450 people, with 35 being newly registered. The estimated turnover of these businesses was in excess of £85 million while they had also secured more than £64 million of external investment.
Since launching in 2015, the Ingenuity Programme has had over 2,000 participants and awarded over £500,000. Ingenuity19 was the first year that the programme was open to the public, with entries coming from across Nottingham. Partners included leading UK universities, corporate partners such as Experian, and public and third sector organisations. From a shortlist of 41 business ideas, the programme culminated in £150,000 being awarded to 18 new enterprises.
Jubilee Campus
Key outcomes from research investment include:
The GSK Carbon Neutral Laboratories for Sustainable Chemistry led to the £5.5 million EPSRC Prosperity Partnership project Accelerated Discovery and Development of New Medicines.
The Research and Innovation Centre for Power Electronics and Machines has seen the development of new partnerships with firms such as GKN and UTAS as well as strengthening activity with Cummins.
The Advanced Manufacturing Building provides state of the art facilities for the Rolls-Royce University Technology Centre in Manufacturing and On Wing Repair as well as the Nottingham Manufacturing Network - a forum for the city's high-tech manufacturing firms.
The Energy Research Acceleration and Development Building provides facilities for the Sustainable Hydrogen Centre for Doctoral Training which, with industry partners, is seeking to train at least 67 PhDs across five years.
For further information, please send queries to Ben.sumner@nottingham.ac.uk
Public & Community Engagement
Summary of approach
In the spirit of our university strategy’s ambition to be a “university without borders”, we aim to deliver outstanding, innovative public engagement that enables people to make sense of and change the world.
We aim to create a culture of collaboration in which individuals and communities are able to engage with and shape our research, and use it to improve the world around them.
We value all engagement from large festivals to grassroots conversations and want to grow partnerships with communities new to us locally, nationally and internationally. We welcome diverse viewpoints and celebrate difference
We support our researchers through training, creating opportunities for engagement and by encouraging experimentation. We champion these activities and celebrate success.
Aspect 1: Strategy
The first university wide public engagement strategic blueprint is near completion, developed with our Public Engagement Steering Group and external partners. This follows an Interim Strategic Approach (2017), which identified areas for future work, led to a greater emphasis on co-creation and encouraged student involvement in the local voluntary sector. By creating student programmes in partnership with organisations such as Nottingham Citizens staff connected with communities and began to better understand their issues.
The strategy will provide a template to allow each faculty to establish their own priorities and key stakeholders. It will create:
A clear definition of what is meant by public engagement.
A focus on innovation and reaching new audiences through innovative, co-production approaches.
A statement of the importance of public engagement to the University and a commitment to recognising and rewarding it.
This aligns with our renewed civic focus in the new university strategy, and in the first Civic University Agreement developed with Nottingham Trent University and civic partners as Universities for Nottingham. We played a leading role in the Civic University Commission from its inception in 2018, and our Civic University Agreement involves two local authorities, D2N2 and Nottingham City Integrated Care Partnership.
To ensure continued dialogue university senior leaders sit on key local boards such as Nottingham STEMCity, One Nottingham, and Nottingham UNESCO City of Literature.
We also reach national and international audiences. Our researchers are involved in public engagement across the globe, working in partnerships with NGOs in ODA recipient countries. We also support activity through our international campuses in China and Malaysia.
Resources
The Institute for Policy and Engagement was created in 2018 to help further strengthen and coordinate activity across the University, with a focus to support innovation and reaching new audiences.
Financial resources dedicated to realising our strategy include an annual HEIF allocation that has supported the Institute since 2018. The University receives Impact Accelerator grants from all UKRI funders and have created our own for the Arts Faculty from HEIF. There also funds allocated to and managed by faculties.
Governance
There is a clear structure in place that ensures responsibility for progress in this area. Our senior academic champion is the Pro-Vice-Chancellor (Research & Knowledge Exchange). The Director of the Institute for Policy and Engagement is the senior professional services staff member, responsible for delivery. Public engagement activity and the work of the Institute is overseen by the University’s Research Committee.
At Faculty level there are PE committees, chaired by PE Faculty academic leads, with representatives from each school.
Aspect 2: Support
The last three years have seen significant investment in support for public engagement, including the creation of the Institute for Policy and Engagement which offers:
Support for participation in events and local festivals
Co-ordination of public lecture programmes
Competitive funding calls to support original ideas, risk taking and attracting new audiences, £34,000 awarded to date
Staff training courses, reaching over 120 staff
Annual conference with an average of 150 delegates
Advice on grant applications
Online resources including case studies, recorded webinars, an events calendar and ‘how to’ guides
‘Monthly bulletin’ sharing opportunities
The Digital Research Team offer support to help identify digital capabilities for research, including public engagement. It has helped with tools for remote participant studies and community engagement, equipment to digitise activity and using software such as Teams Live for engagement activity.
There are also many longstanding staff networks. These include the STEM Practitioners of Outreach Group (PoOG) and the Research Development Network.
Engagement by PhD students is encouraged and supported in DTP programmes. A PhD-student run network delivers Nottingham’s ‘Pint of Science Festival’.
Recognition
There is growing recognition and celebration of excellent public engagement:
First annual awards for public engagement by staff held in 2019, now an annual event.
Student Nottingham Advantage Awards include a ‘contribution to the community’ prize.
Public and community engagement is recognised through the Vice-Chancellor's medal. An academic won this year for work running dementia reading groups in care homes.
Success is celebrated through the Vision newsletter.
Achievements are promoted through the University’s social media channels.
PE is recognised in staff workloads and forms part of the ‘research and scholarship’ route to promotion.
Aspect 3: Activity
Festivals, exhibitions and other events
Wonder is a longstanding, free bi-annual one-day festival held on University Park that features research from all disciplines. In 2019 it reached an audience of over 5,000.
We helped found and support the Nottingham Festival of Science and Curiosity (FOSAC) financially and with content. In 2020 the festival attracted 10,000 participants from every postcode area in Nottingham and took place in 34 venues.
The Dinosaurs of China exhibition at Wollaton Hall in 2017 attracted an unprecedented 150,000 visitors and over 28,000 participated in accompanying programmes such as school and family workshops.
The touring British Museum show Viking: Rediscover the Legend (22,000 visitors), accompanied by an exhibition of local material and university archives (10,833 visitors). The companion Vikings for Schools project reached 23 primary schools across Nottinghamshire.
The Eye as Witness, an immersive multimedia experience examining Holocaust photography, is currently touring nationally. Venues include IWM North and South Hampstead Synagogue.
We are regular stall holders at the Royal Society Summer Exhibitions – 2018 interactive exhibit Quantum Sensing the Brain showcased advances in treatments in mental health.
REACT Now to Beat Colic campaign holds annual free webinars for horse owners. The 2019 series won the first Impact Award from the RCVS.
The British Council’s Spark Festival ( Hong Kong January 2019) featured The Moment, a film edited in real time by a viewer’s brain; Virtual Time Travel, using VR to recreate ancient heritage, and the Periodic Table Videos live.
Nottingham’s SpiderLab tours and won a public vote as part of the Wellcome Trust Sanger Institute’s ‘25 Genome Project’.
Our Black History and LGBT History months are outward facing, led by staff networks and engage with local communities
We contribute to national festivals such as Festival of Social Science, Being Human Festival and Great British Bioscience
Traditional and Digital media
The Periodic Table Videos have attracted a global following. The 2019 video ‘Diamonds Uncut’ has over 2.5 million views.
Contributions to ComputerPhile (1.76m subscribers) and Sixty Symbols (810k subscribers) YouTube channels are ongoing.
Debugged Jnr explains AI to primary school children.
A Professor of International Relations researched and fronted two documentaries for Channel 4: Spying on the Royals (2017) and D-Day: The King who Fooled Hitler (2019). A
Professor of Molecular Virology has appeared almost daily on BBC Radio Nottingham answering questions on COVID-19.
The Rights Track Podcast –50 episodes featuring notable experts and over 17,000 downloads.
My Marriage My Choice created a film raising awareness of forced marriage, for use by families and practitioners working with them.
Community and Cultural Collaborations
It’s Tricky to Talk, developed by the Institute of Mental Health with Nottingham Forest Community Trust, encourages football fans to talk about mental health issues. Methods employed included short films shown during matches and a guide sent to season ticket holders.
Our Theatre Royal Nottingham project involved volunteer researchers working with academics to preserve and digitally curate the theatre’s history.
The Dementia Choir – comprised of people living with dementia and their carers – benefitted participants and had a wide reach after appearing on BBC’s ‘Dementia Choir’.
Nottingham Project Sensible worked with 40 homeowners to install new community energy storage systems and monitor experiences.
A Multiple Sclerosis and PPI group has been established, with patients helping to edit a newsletter sharing research news and keeping members informed.
Schools and Young People
Our offer to local schools includes discovery days and clubs. Sessions take place in the classroom and on campus, in 2018-19 there were over 148,000 instances of participation and 274 schools involved.
We have pioneered new approaches with local partners such as ‘Our City on Mars’, a project created with Ignite! and our School of Physics and Astronomy funded by an STFC Spark Award.
Public Lectures
We have several lecture series delivered on and off campus, currently delivered online, including:
Monthly Science Public Lectures. 700 people are on the mailing list and 49% of those attending do not hold a science degree.
Sparta Live took place online (May-June 2020), in partnership with the City of Sparta, reaching international audiences.
Aspect 4: Results and learning
Projects routinely undertake evaluation of the impact they have had, in order to understand audiences better. We also commission evaluations of large scale festivals and events such as Wonder and FOSAC.
Visitor numbers show strong support for our activities and demonstrate we are reaching new audiences.
Some snapshots of what the data told us:
In 2020 40% of FOSAC participants had never been to a science event before.
26% of Wonder attendees in 2019 were from WP postcodes.
Science in the Park attracted 4,800 people in 2020, proving there is space for several distinct science festivals in the city’s calendar.
We measure educational impact through surveys, with findings such as:
99% of visitors to ‘Dinosaurs of China agreed they had learnt something new and 72% were inspired to learn more about natural history.
75% of UoN physics students reported their experience of Sixty Symbols had a positive influence on their interest and understanding of physics (2019).
97% of people who attended FOSAC library events answered that they learnt something new.
We collect testimonials to help us understand the value of involvement to individuals:
“I felt part of Nottingham. Before, there was nothing that felt I am connected” (Theatre Royal Project Volunteer)
“I really enjoyed seeing a different demographic on campus and working with children, families and people of all ages - not what I'm used to! It made me feel part of the bigger University family” (Wonder demonstrator)
We monitor website traffic and record views of online resources such as lectures and podcasts, to help us learn which platforms and formats work best. We study viewers comments, for example we undertook linguistic analysis of YouTube viewer comments from Sixty Symbols to see if people’s understanding has improved.
The next section explores how this feedback has informed future activity.
Aspect 5: Acting on results
Responding to Feedback
We have applied lessons from feedback to ensure activities such as Wonder and Whee! are accessible, for example locating them on the edge of campus and targeting marketing to encourage new audiences.
Data, surveys, interviews and focus groups are used to evaluate and improve projects. These data are developed and shared with our partners: for example, at the end of the health project Cafe Connect a stakeholder workshop considered findings and next steps.
On the basis of audience feedback we increasingly use spaces such as community centres, theatres, museums, libraries, sports centres, bars and public parks to take our research to new audiences.
The development of virtual engagement models is accelerating as a result of the pandemic and we are ensuring knowledge is shared in this area in real time, so there is no pause in activity.
If projects are successful, we ensure continued investment:
When filming of ‘The Dementia Choir’ ended we set up Music and Memory as a university charity, so there was no abrupt end. A second documentary is in preparation.
In 2019 we launched ‘Sixty Ideas’, an online resource for A level teachers. A secondary School Physics Teacher commented “The videos have been great for giving the students a breadth of knowledge beyond what is in the textbook - they really engage with them and they've led to some very interesting conversations.”.
A second project with Nottingham Forest has begun, examining the positive impact exercise can have on children excluded from school.
Evaluation has also alerted us to gaps in provision. We are aware of the need for greater diversity in participants in research programmes and are actively encouraging researchers from all backgrounds to participate in public engagement.
Overarching Approach
We have evaluated individual events and activities and want to get better at bringing that data and evidence together at an institutional level. This is something we are addressing through our public engagement strategic blueprint and by collecting data across the university.
For further information, please send queries to Stephen.meek1@nottingham.ac.uk