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Institutional Context
Summary
The University of Sheffield has a proud history of discovery, innovation and social change and our motto ‘Rerum Cognoscere Causas’ (to discover the cause of things) is as relevant now as when we were founded in 1905. Our story continues to evolve and is defined not just by our achievements but by the unique character of our people and the city of Sheffield. Our core purpose is to deliver world-class research, innovation and education by working as one university. Our transformative research and enterprise addresses the world’s most pressing challenges enabled by the culture of excellence in innovation and entrepreneurship across the University. Knowledge exchange and impact are embedded as a core mission of the University alongside research and education.
Institutional context
Our Vision: We will deliver life-enhancing research, innovation and education that not only transforms the lives of our graduates, but shapes the world we live in. Our achievements are enabled by the culture of excellence in innovation and entrepreneurship across the University. Knowledge exchange and impact are embedded as a core mission of the University alongside research and education.
Our Economic Context and focus for KE: The University of Sheffield is an anchor institution within the Sheffield City Region (SCR). Working with regional partners, it is a catalyst for the region’s social, cultural, sustainable and economic development. SCR has one of the lowest R&D investment rates of all Local Economic Partnership areas, and our translational research has been a clear driver for change in this area.
The University has one of the biggest engineering Faculties in the UK and companies in our region are well known for advanced manufacturing and engineering. Partnerships built over the past two decades around our Advanced Manufacturing Group have led to the University being widely regarded as a leader in HE/Industry partnerships and have led to a number of inward investment successes which are now driving the growth of a significant cluster of high value jobs and companies, and raising R&D investment levels. In addition, through the AMRC Training Centre we have established a successful model which builds related skills and drives inclusive growth in the private sector.
The University’s educational offer emphasises partnership and employability. Through placements, collaboration with employers to co-create our curriculum and initiatives such as the iForge, an innovative facility on campus giving students the opportunity to collaborate and ‘make’ beyond their academic studies, the University provides experiences that propel students’ academic progress while fulfilling the skills needs of a range of employers.
Our knowledge exchange reaches beyond the City Region. Sheffield is a World top 100 University, and works in partnership with organisations across the UK and around the world, across multiple sectors, in ways that deliver impact (Our collaborators). To bring focus, The University recently launched a series of flagship research institutes as a response to key societal issues, and where we have a unique contribution to make (Healthy Lifespan, Neuroscience, Energy, Sustainable Food). These flagship institutes bring together our key academic strengths with our external partners, and aim to provide practical solutions to real-world issues.
Commercialisation of research is a key focus for the University’s KE activity. As part of the pioneering Northern Gritstone Investment Fund the University is supporting the growth of a significantly enhanced, shared, intellectual property pipeline and is seeking to strengthen the entrepreneurial ecosystem by raising £350 million in private finance to support university commercialisation.
The University is flexible in its approach to KE, and has responded rapidly to the COVID-19 pandemic. Staff and students from across the University of Sheffield are working to mitigate its effects on society with a rapid response through crucial research, innovation and collaborations. Further information can be found here Coronavirus: our research and innovation.
For further information, please send queries to r.hambleton@sheffield.ac.uk
Local Growth and Regeneration
Summary of approach
The University of Sheffield plays a key role in the Sheffield City Region, bringing partners together to enable collaboration, prosperity and growth - this activity responds to the University’s founding principles and is core to its civic values. Local growth and regeneration has been a strong and consistent narrative for the University. In 2017, a dedicated team was established to coordinate activities which bring economic, social, sustainable or cultural benefits to the region. The Partnerships and Regional Engagement (PRE) team act as this central point of contact internally and externally to deliver the University’s regional engagement activities designed to meet mutual regional and University ambitions that are also aligned with the University’s research, teaching and knowledge exchange strategies.
Aspect 1: Strategy
The University’s strategy is clear about its role in the Sheffield City Region (SCR) region. It uses its anchor institution role and world-leading research, innovation and education as a catalyst for the region’s social, cultural, sustainable and economic development. The establishment of Partnerships and Regional Engagement (PRE) in 2017 has enabled the University to invest resources in building relationships as well as understanding partners’ drivers and points of focus.
This culminated in the development of a Regional Engagement Work Programme during 2019, designed in partnership with stakeholders in order to meet their strategic priorities. This programme consolidates the University’s previous regional engagement activities, developed over many years, and reflects future ambitions. This has resulted in a focused delivery programme based on strengths, institutional ambitions and a deep understanding of our partners’ needs and the unique contribution that it can make. The four main themes of the work programme are:
Delivering innovation to improve productivity (working with business and industry)
Sustainable development of the region
Improving the region’s health and wellbeing outcomes
Enhancing the cultural vibrancy of the region
Alongside these main themes there are four cross-cutting themes:
Improving talent development and retention
Enhancing the infrastructure and physical environment of the city and region
Supporting social inclusion and community capacity building, and
The University as a role model employer, procurer, broker and trusted civic partner.
The University’s approach and commitment to regional engagement is embedded and recognised through previous Strategic Plans, its new Vision (November 2020) and in its sustainability commitments.
To ensure that the team’s regional engagement activity is focused on the priorities for the region, it is advised and guided by various regional governance groups including South Yorkshire's Mayoral Combined Authority and the SCR Local Enterprise Partnership Board. The University also provides academic and institutional input into shaping many of the region’s economic development plans, e.g. the SCR Strategic Economic Plan (SEP). This two-way process has shaped the development of the University’s Regional Engagement Work Programme. In areas such as Health & Wellbeing, the University is one of three regional anchor institutions working collaboratively through the Health & Care Partnership ensuring that research activities are aligned with the region’s most pressing health and wellbeing needs. Similarly, academics from the University’s Healthy Lifespan Institute have contributed to the development of Sheffield City Council’s Health & Wellbeing Strategy - a very practical example of how the University’s research activities can be aligned with key local issues through a direct understanding of regional problems. The University is also represented on Sheffield’s Joint Health & Wellbeing Board - a partnership between Sheffield City Council, the NHS and a range of partners in the city - that aims to deliver a single approach to improving the health & wellbeing of Sheffield residents.
A similar longstanding civic commitment has been the contribution the University makes to the cultural vibrancy of the region. An appointed Director of City and Culture leads on activities and works alongside the region’s creative and cultural industries to co-create projects which add to the region's vibrancy, from festivals and exhibitions to green space and regeneration initiatives. This dedicated role and supporting team within PRE is in itself unusual (compared to other similar institutions) and demonstrates the commitment the senior leadership has to the University’s role in the city.
As well as the local democratic boards and statutory bodies with which the University engages, the University’s cultural vibrancy activity is developed jointly with partners in the City through (past) Chairmanship and (current) membership of the Sheffield Culture Consortium (of which the University was a founding member).
Building on the success of the University’s anchor institution role in the SCR, the University is now working with regional agencies and partners in the Midlands, the North-West and Wales to expand its innovation activities in support of innovation-led growth in these regions.
Aspect 2: Activity
The University’s approach and activities delivered over the last three years focused on the following themes:
Delivering innovation to improve productivity (working with business and industry)
Through the University of Sheffield Advanced Manufacturing Research Centre (AMRC) and regional partners, the SCR has benefitted from both Boeing and McLaren siting new production facilities in the region, bringing with them supply-chain opportunities and high-skilled jobs.
In 2018, three new world-leading advanced engineering research centres officially opened - the result of a £47M development part-funded by European Regional Development Fund (ERDF), UK Research and Innovation (UKRI) and the University. Aiming to boost the region’s reputation as a hub for advanced engineering and industrial digital technologies, the centres developed in partnership with local economic agencies and the private sector allow businesses to gain access to university research expertise to transform industrial applications. Similarly in 2019, construction began on another £17m innovation project, the Translational Energy Research Centre, which will give global companies and new technology start-ups access to advanced testing facilities and low-carbon energy research expertise.
Recognising that SMEs face a very confused marketplace when accessing academic support, the University formed a partnership with Sheffield Hallam University to jointly deliver innovation support through the Sheffield Innovation Programme (sip.ac.uk) and Managing Directors’ Club; an innovation-focused network for businesses and academics.
In 2016, the University led a consortium from the SCR and Lancashire LEP to produce one of the Government’s first Science and Innovation Audits (SIA). The SIA focused on the audit region’s strength in high value manufacturing and presented results which have subsequently provided an evidence base for both LEPs and partners to build innovation policy, leading to the establishment of AMRC NW.
Improving the region’s health and wellbeing outcomes
There is an intrinsic and strong relationship between our staff, students, local communities and health services. Clinical academic staff work across the University, and the regional teaching hospitals and healthcare system in addition to students training and serving as staff through clinical placements.
Through our connections with local communities the University also helps to shape future health care professionals through the ‘Patients as Educators’ programme. By meeting and learning from real patients our students develop their clinical skills and, importantly, the human side of being a doctor. More than 750 volunteer patients from across South Yorkshire participate and it is internationally-recognised as the largest programme of its kind in the world.
Unique to Sheffield is the Medical School’s pioneering ‘Social Accountability’ initiative which gives medical students the opportunity to volunteer in local communities across the region. By inspiring students to engage with the concept of being an accountable health professional as well as creating opportunities for a wide variety of different community partners to contribute to curriculum change, the programme influences the mindset of the next generation of health professionals.
Enhancing the cultural vibrancy of the region
As well as the local democratic boards and statutory bodies with which the University engages, our cultural vibrancy activity is developed jointly with city partners through our (past) Chairmanship and (current) membership of the Sheffield Culture Consortium. The Culture Consortium brings leadership to the strategic cultural direction for the City and seeks funding to develop Sheffield as a cultural destination. For example: Year of Making 2016 resulted in an additional £1million of funding activated for the city through Making Ways and Cultural Destinations Arts Council England (ACE) funding (2016-2019). In partnership with local authorities and ACE, the University’s Director of City and Culture commissioned a series of reports focusing on the city's potential growth areas e.g. music, art, digital and brewing.
The University’s academics are also directly engaged by regional partners to drive urban development in the heart of the city. For example: Grey to Green replaces a former inner city dual carriageway with an inner-city green wildlife corridor and Love Square has been transformed from a much maligned area to a place of harmony and tranquillity. In 2018, the University also began working with Sheffield City Council to develop a bid to the Future High Street Fund to repurpose key streets to serve a growing population and deliver a strong viable mixed neighbourhood.
The University’s Public Engagement team is focused on delivering a core festival programme in support of research strengths. As well as supporting national festivals such as Being Human (AHRC), Festival of Social Science (ESRC), MRC Festival and Pint of Science, the team also provides a first point of contact and coordinating function for the University’s involvement in city-led festivals such as Migration Matters, Festival of Debate and SheFest. The team also produces the University’s showcase engagement festival - Festival of the Mind - every two years. The fourth festival in 2018 attracted 52,000 people to 333 events. The University also leads on the delivery of Off the Shelf, the third largest literary festival in the UK.
Approximately 203,000 visitors attended University-led events between 2016 and 2019, with a further 400,000 visitors to key city partner events.
Improving talent development and retention
The University has considered its unique contribution to SCR’s skills needs, and proactively invests in the development of higher vocational skills in Manufacturing related industries and areas such as nursing, where we are apprenticeships providers for Trainee Nurse Associates at local NHS Trusts (including Barnsley, Rotherham and Doncaster).
Retaining talent in the region is important to the SCR economy. Through the RISE graduate employment scheme, developed by both Sheffield universities and Sheffield City Council, SMEs are supported in the recruitment of skilled staff. Extended in 2016 to cover all nine SCR local authority areas and add £7m into the local economy, recent evaluation has shown that of the SMEs who took an intern, 59% said that until they became involved in RISE, they were not necessarily looking to recruit a graduate.
In the academic year 2018/19 the University had 129 SCR schools directly registered for applications to its sustained widening participation programmes. The University is also part of the government funded local National Collaborative Outreach Programme (NCOP) consortium, HeppSY+ with the aim of doubling the proportion of young people from disadvantaged backgrounds in Higher Education (HE) by 2020.
A trailblazing health and employment trial co-designed by the University was launched in 2018, sponsored by the central government joint Work and Health Unit between the Department of Health and Department for Work and Pensions. The SCR’s Working Win health-led employment trial identifies the best type of support for those who are out of work, or struggling in employment due to health problems, to move into and stay in paid employment.
During the last three years our impact in the areas of sustainable development of the region, enhancing the infrastructure and physical environment of the city and region and supporting social inclusion have become increasingly important for regional priorities. These themes are now being developed as substantive standalone priorities within the University’s regional engagement activities.
The solid foundations of the University’s regional engagement activities have become even more pertinent in supporting the region’s recovery from the COVID-19 pandemic. Staff and students have worked to mitigate the effects of the pandemic on society with a rapid response through crucial research, innovation and collaborations.
Aspect 3: Results
In order to fully understand both its impact on the region, and to provide a framework for benchmarking its ongoing regional activities, the University commissioned an Economic Impact report during 2019/20 by BiGGAR Economics. In addition to measuring the significant quantitative economic impact across multiple areas, the commission sought to understand more fully how the University supports the civic life of Sheffield City Region (SCR). The report concluded that ‘the University’s civic role is woven through a coordinated strategy that delivers meaningful and sustainable impact. It has framed its strategic responsibilities and operations towards this civic goal creating a major contribution to the well-being of the City Region and its people’. The report concluded that in the academic year 2018/19 the University contributed: £1.1 billion GVA (equivalent to almost 4% of the whole economy) and 16,700 jobs (one job in every 35) in the SCR.
The University is committed to continuing its civic mission and will soon be launching its Civic University Agreement. We will continue to update the benchmarking framework established and monitor our impact in the region ensuring on-going strategic alignment with the region’s plans through an ongoing civic leadership role.
For further information, please send queries to sarah.want@sheffield.ac.uk
Public & Community Engagement
Summary of approach
The University’s approach to city and public engagement is designed in consultation with stakeholders in the Sheffield City Region (SCR). Contributing to cultural vibrancy is central to our civic responsibilities and a key strand in the strategic plan (2015 - 2020) and new vision. In 2015, the dedicated Public Engagement team was widened to include City Vibrancy & Culture activities. This resource enables annual festivals, co-supported activities and engagement between academic and cultural partners. Understanding cultural strands and regional development priorities, the University uses co-production and collaborative approaches with partners to engage the public directly. This approach provides the foundation for the University’s leading role in the region’s cultural recovery post-COVID-19 and allies with our community engagement in other sectors.
Aspect 1: Strategy
Public and cultural engagement is undertaken by a dedicated team within Partnerships and Regional Engagement (PRE), taking guidance from the University’s strategic plan (2015-2020) and new vision. The University is a civic institution proud of its urban character, driving growth and vibrancy for the city and region, with a strong commitment in the strategic plan (2015-2020) and new vision.
The delivery of public and community engagement is overseen by the Vice-President for Innovation, Executive Director of Academic Services and the University's Executive Board, which ensures accountability. Accountability is also achieved by groups and boards overseeing individual festivals, and external funders. PRE delivers a varied portfolio, selected against funding criteria and the quality of the research proposals. Public engagement is included in academic job roles, selection and promotion criteria / processes as part of knowledge exchange (KE).
The University’s Regional Engagement Work Programme was developed with stakeholders from across the city attending town-hall consultation events to identify activities that can be aligned with cultural priorities.
The University collaborates with the cultural and creative industries within the city and region, not as sponsors, but as co-producers of engagement activities. The programme is designed in consultation with key regional stakeholders, taking into account local cultural strengths and development priorities alongside research, teaching, student recruitment and KE priorities.
The Director of City and Culture represents the University on a number of city and regional boards and groups to guide policy and practice and directly align the University's activities with the strategic direction of culture vibrancy within the Sheffield City Region. For example: Chair of ReNew Sheffield and previous Chair of the Sheffield Culture Consortium, which provides strategic direction and leadership for Sheffield’s cultural sector. The University has had a leading role with partners in the formation and strategic delivery of the city’s cultural agenda since 2015.
Aspect 2: Support
Training, upskilling, online resources
Practical support to undertake engagement is delivered by a dedicated team - Partnerships and Regional Engagement (PRE) through masterclasses, online resources and bespoke training sessions. Due to COVID-19 and the rapid transition to online events, training has been focused on upskilling in the areas of digital skills and delivery.
Facilitation on local networks and national platforms
The Director of City and Culture sits on various boards and groups in the Sheffield City Region (SCR) to guide policy and directly align the University's activities with the strategic direction of culture and city vibrancy. These roles have become more prominent post COVID-19 where the University has been influential in shaping SCR’s cultural recovery.
The biggest investment since 2016 has been the co-curation - initially with Sheffield Hallam University - of the UK’s third largest literary festival, Off the Shelf. With Arts Council England (ACE) support, the University is now responsible for its continuation. It has doubled in size since 2018, attracting 35,000 visitors to both ticketed and free events with international and national authors. Curated strands within the festival reflect our partnership with a range of diverse and under-represented groups in the city.
We provide stakeholder support to local events, such as Sheffield Doc/Fest, Festival of Debate and Migration Matters, enabling academics and audiences to participate in research debates. Since 2018, the University has co-created with Museums Sheffield activities related to in-house exhibitions, attracting thousands of additional visitors e.g. Circus 250 Show of Shows and Leonardo Da Vinci exhibition.
Since 2018, the University has been a national hub for Being Human and key partner with the ESRC Festival of Social Science since 2015. With research council funding the team delivers bespoke engagement activities in partnership with over 50 different Sheffield organisations.
In direct response to COVID-19, the University developed two free digital engagement platforms; the Sheffield Culture Hub in partnership with Marketing Sheffield and a bespoke platform for Festival of the Mind.
Dedicated funding for impact and partnerships
PRE offers funding to academics to support public engagement activity in innovative and challenging areas, and achieve a greater diversity in audiences. Examples include:
Dr Will Mason’s public conference (2019) on youth violence, masculinity and mental health amongst one of the most affected communities.
Professor Kate Reed’s project which challenged taboos and influenced change in infant post mortem techniques, winning the UKRI’s celebrating impact prize (2019).
The University works with key partners (both local authority and community-led) within the cultural, green and urban environments in the city:
Enabling wider funding for community-led projects
Key partner in the redevelopment of the Castlegate area of Sheffield City Centre with the Friends of Sheffield Castle and Castlegate Partnership Group.
ReNew Sheffield (chaired by Professor Toulmin) is a scheme to transform derelict and empty properties in the city to enhance regeneration through creative practice. Two successful University projects are:
Food Hall - an award-winning community centre and communal dining / events space set up by students in 2016 that aims to tackle inequality, food poverty and food waste.
Liveworks - a project which gives students a practice-based learning experience by providing a base in the city in which to operate, work and engage in community projects.
Local Authority partnerships
Grey to Green scheme, inspired by the University’s landscape research, has transformed a 1.3km of redundant inner city dual carriageway into a linear green route for pedestrians, cyclists and public transport. Love Square is a focal point on the route, transforming a much maligned area of the city into a place of harmony and tranquillity.
In 2018 the University began working with Sheffield City Council to develop a bid to the Future High Street Fund. The application - currently at decision stage - develops a vision to repurpose key streets to serve a growing population and deliver a strong viable mixed neighbourhood.
Promotion of public events and learning
Social media channels relating to public engagement activities, what’s on and specific festivals (e.g. @FestivalMind) allow for members of the public to share experiences. A regular what’s on guide is produced alongside a public mailing list. There are continual opportunities for the public to participate in research or clinical trials, plus free online taster courses through FutureLearn.
Reward and Recognition
Public engagement is now included in academic career pathways (job roles, selection and promotion criteria / processes) as a result of feedback undertaken to identify barriers to academic participation.
Aspect 3: Activity
Through our collaborative approach, the University’s engagement activities are aligned as follows:
link to the University’s strategic plan (2015-2020) and new vision
link to cultural vibrancy and creative ecology
produce quality events that showcase world-leading research for public audiences
engage with a range of publics including general audiences, practitioners, policy makers, third sector and community groups
provide platforms and opportunities for academics to engage with the public's needs as identified through our co-collaborative approach
provide support and content to city festivals, enabling academics to engage with diverse audiences with topical debate
evaluate activities to ensure content remains relevant and timely.
Partnership activities are delivered in the following ways:
Cross-cultural activities funded with the city from external bodies
Key public engagement through our core budget and funding councils
City region activities through our department funds
Activities have specific aims and objectives and are produced with partners across the Sheffield City Region (SCR). Audience needs are met through a constantly responsive evaluation plan developed with academics, audiences and creative partners. Moving to evaluate online engagement is developing as a result of a rapid response to COVID-19 e.g. Festival of the Mind and Off the Shelf. Future activity strategies will prioritise engagement with communities facing digital exclusion.
Between 2016 and 2019, 203,000 people attended University-led events with a further 400,000 visitors to key city partner events through Year of Making and Making Ways. Highlights include:
Year of Making 2016 - a cross collaboration with the Sheffield Culture Consortium, when an additional £1million of funding was activated for the city through Making Ways and Cultural Destinations Arts Council England (ACE) funding (2016-2019).
Mausoleum of the Giants exhibition 2019 - partnership between the University and the City. Held in a disused cutlery works, the exhibition attracted 12,000 visitors over 18 days.
Feature Walls 2016 - co-curated international street art festival delivered by the University transformed the urban environment.
Festival of the Mind 2018 attracted over 52,000 visitors across 19 venues with 68 partners.
Alongside these activities the needs of specific communities or targeted audiences are supported through grant funding, e.g:
Dr Sharron Hinchliff’s Age of Love, Festival of the Mind 2018, was further developed with training resources to assist health practitioners in issues relating to third-age intimacy.
Dr Layla Skinns’ work on influencing policy custody and practice was facilitated through live theatre and discussions with specialist audiences and disseminated to the College of Policing.
Aspect 4: Results and learning
Key outcomes from the University’s engagement activities include:
Curation of defined activities which link to research impact
Adding to the cultural offer of Sheffield and its urban spaces through the provision, and support of, cultural projects and activities, which make Sheffield an attractive place to live, work and study
Enhancing the reputation of the University of Sheffield as a civic university and anchor institution in the Sheffield City Region
Enhanced staff and student experience through the provision of volunteering opportunities at festivals such as Off the Shelf, Festival of the Mind and Pint of Science
Evaluation
Activities are evaluated through bespoke evaluation plans delivered by a dedicated Evaluation Manager and, as appropriate, external evaluators. Quantitative and qualitative feedback from audiences, collaborators and academics is collated through face to face interviews, web-based surveys, audience questionnaires, postcards. Evaluation is designed to ensure objectives are aligned to strategic priorities.
As a result of greater digital engagement, work is ongoing to establish key performance indicators and good practice for evaluation to ensure that high quality engagement with research is achieved. This will be particularly important for communities facing digital exclusion.
Learning and feedback
Ongoing evaluation provides us with a barometer of the level of our engagement. Since 2012 audiences are asked whether their perception of the University has changed as a result of the event. For Festival of the Mind 2018 (attended by 52,000), respondents surveyed had increased to 96% thinking more positively about the University's research, 92% increased their levels of learning and 99% felt that it helped make Sheffield a vibrant place. Evidence also shows that the main motivations for attending events are entertainment and learning.
Comments made by attendees include:
‘An absolutely top notch blend of entertainment and education.’
‘I really enjoyed this festival, the art in combination with science, opening the doors to the general public and getting them interested is so well done.’
‘I'm impressed by the links with creative arts; convinced that this is the way to engage people...it makes academic research accessible.’
In order to constantly update our learning we have commissioned a community audience development agency to develop an audience development plan to widen access to BAME audiences and disadvantaged communities. We are now developing new ways of collecting analytical data for online events.
Aspect 5: Acting on results
The key institutional impact of activities has been the investment in a dedicated Partnerships and Regional Engagement (PRE) team, and expansion of the City and Vibrancy strategy. Engagement activity is a core part of the University’s strategy and the portfolio of the Vice-President for Innovation and is reported:
Internally to the University Executive Board, Faculty Vice-Presidents and Heads of Faculty
Externally to funders and research councils as appropriate
Through city leadership boards e.g. Sheffield Culture Consortium, Sheffield City Council
Lessons learnt that shaped our activities from 2016-19:
Year of Making was a direct response from Sheffield Museums for a cross-city collaboration and to access greater external funding for the city
Dedicated activity strands such as culture, green and urban were based on areas where our research would directly benefit Sheffield
Collaborative curation of festivals with city-wide partners was seen as a more effective way of showcasing our research to wider audiences as opposed to the previous inherited model of direct sponsorship
Festivals are evaluated to diversify audiences e.g. Off the Shelf develops dedicated strands with key communities e.g. feminist history strand targeted at women age 18-25 (2018) and black history month (2019) in collaboration with key BAME writers.
Shared learning
We present regularly at conferences e.g. UK ARMA and NCCPE's Engage Conference. Professor Toulmin has also provided consultancy advice to other universities. We received an ARMA highly commended public engagement and advocacy award (2016) and won the Communication and Outreach in Research Management and Administration award (2017) for Futurecade (Festival of the Mind 2016), which attracted over 9,000 visitors.
For further information, please send queries to engage@sheffield.ac.uk