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Institutional Context
Summary
Teesside University, based in Middlesbrough in the Tees Valley, serves some 19,500 full- and part-time students, of whom over 70% come from within the North East. Research is driven by multidisciplinary Grand Challenges (Vibrant, Cohesive and Resilient Societies, Green Economy; and Healthcare and Wellbeing), supporting research centres with a strong focus on industrial and public sector collaboration.
From its origins in 1930, the University has sustained a strong business mission and a commitment to the wellbeing and economic growth of its region, characterised by partnerships with schools, FE, business and health organisations, and the local Combined Authority. Significant growth in international student numbers underpins its ambition to be an academically excellent international university at the heart of the Tees Valley.
Institutional context
Mission:
“Teesside University generates and applies knowledge that contributes to the economic, social and cultural success of students, partners and the communities we serve.
“Through education enriched by research, innovation, and engagement with business and the professions, we transform lives and economies.”
A post-1992 University based in Tees Valley, North East England, Teesside originated in 1930 as a technical college established to support local industry. Now with 19,500 students and a growing international footprint, coupled with distinctive research strengths, the University retains a clear business and engagement mission, operating as an anchor institution in its region.
Our primary strategies, supported by corresponding structures and responsibilities, are aligned and interconnected:
Student Learning Experience: an informed, inspiring and innovative experience
Research & Innovation: real-world, global, underpinning academic/industry success
Enterprise and Business Engagement: knowledge services supporting economic growth and student learning
International Strategy: an international university with a global network of partnerships and diverse students
Resources & Business Management: sustainable, ambitious, professional and an admired employer
A large part of our KE strategy is delivered against the economic context of Tees Valley, which poses both challenges and opportunities:
| CHALLENGES | OPPORTUNITIES |
|---|---|
| Business density 66% of national average | £13.1bn economy; £261m trade in goods surplus |
| Lower than average employment rate | Progressive LEP and combined authority; metro mayor |
| Skills deficit: 27,000 more qualifications needed at NVQ4 | Industrial research institutions; global strengths in process, chemicals, advanced manufacturing; highly integrated industrial ecosystem |
| Low levels of commercialisation; low % scale-ups | South Tees Development Corporation site; hydrogen investments |
For Teesside University, this context intensifies the importance and impact of our mission, for student aspirations and futures, and for the social and economic prosperity of our communities. In terms of knowledge exchange, it means that we emphasise:
Student Futures – creating confident, aspirational graduates who are successful in their chosen careers
A wide exploitation of our knowledge base
Connecting academic expertise with SMEs to grow absorptive capacity and productivity and develop relationships
Working with the Combined Authority on development and delivery of the economic strategy
Creating an entrepreneurial culture inside and outside the institution
Internal connectivity to support external collaborations
Close alignment of business engagement with the 8 research centres supporting our research grand challenges of creating vibrant, cohesive and resilient societies, forging a smarter, greener, industrial economy and shaping the future of health, care and wellbeing is designed to ensure that knowledge exchange, underpinned by our key research strengths, addresses the real-world challenges faced regionally and nationally.
In the same way, close alignment with the teaching and learning agenda is designed to ensure that our curriculum and wider student experience are informed by business and the professions, through employer involvement in design and delivery, student projects and internships, apprenticeships and CPD.
Finally, a central infrastructure brings together the support for University KE in one place, to ensure that all KE is integrally connected with University strategy and objectives.
For further information, please send queries to S.Bales@tees.ac.uk
Local Growth and Regeneration
Summary of approach
As an anchor institution in the Tees Valley, Teesside University plays a proactive role in supporting the regeneration of the north east economy, through the key themes of innovation, skills, place, and entrepreneurship & enterprise.
We make systematic use of regeneration funds to deliver focused initiatives that draw on our strengths as a university to support business innovation and growth, the creation of graduate-level jobs, and improved opportunities and quality of life.
Partnership working underpins our approach. We are a key partner for Tees Valley Combined Authority, with whom we work closely on strategy implementation and delivery of key initiatives; and similarly work with universities, colleges and the private and third sectors to deliver change and growth in the region.
Aspect 1: Strategy
Tees Valley is an area of some 670,000 people, bordered by County Durham to the north and west, and North Yorkshire to the south. As the only HEI fully based here, we place our primary regeneration focus on Tees Valley, with collaborative work also in the wider North East and Yorkshire. Tees Valley’s ambition of clean growth is founded on a highly integrated industrial ecosystem, growth in digital and the biosciences, the substantial asset of South Tees Development Corporation site, an export-facing infrastructure, and a strong university/RTO presence. It needs, however, to combat the weaknesses of an underdeveloped business base with low scale-ups, low levels of business R&D, underperformance in education and skills, and low labour market participation.
The University is well placed to help address these issues and exploit the opportunities for growth, not least because we are fully invested in the Tees Valley, with a strong network of partnership organisations and a long history of aligning our strategic mission to that of the region.
Our mission, combined with significant local recruitment (>70%), ensures that our strengths and ambitions are aligned to the ambitions of the Tees Valley. It has particular significance in the context of the Tees Valley Strategic Economic Plan 2016-2026 and the (locally agreed) Local Industrial Strategy:
Teesside University generates and applies knowledge that contributes to the economic, social and cultural success of students, partners and the communities we serve. Through education enriched by research, innovation, and engagement with business and the professions, we transform lives and economies.
From this mission flow the University’s core strategies, of which the Enterprise and Business Engagement Strategy has been specifically developed to deliver against the University’s own academic strengths and institutional ambitions, and in support of productivity and target sector growth in Tees Valley. Our strategic objectives for the next five years to 2025 underline this:
To be a catalyst for business productivity and growth, engaging nationally and globally in sectors aligned to our academic strengths.
As a civic university, to play a leading role in the regeneration of the local economy, enhanced and supported by widespread public engagement.
To strengthen graduate employability through enterprise and business engagement
To drive the development of entrepreneurial ecosystems, through a step-change in regional and international graduate start-up and scale-ups.
To build staff capacity and capability, ensuring a high-performing business-engaged culture.
A close working relationship with Tees Valley Combined Authority (TVCA) was cemented with an MoU in 2018/19 and is underpinned by an ongoing action plan, identifying joint initiatives in support of mutual objectives, which is jointly and regularly monitored. This relationship is reflected in the University’s involvement at all levels from board to operational, in key TVCA activities. The University has played a key role in the development of the Strategic Economic Plan, the Local Industrial Strategy, and the Skills Strategy, and is fully engaged in TVCA’s strategic and operational innovation, business, skills, digital, place and culture groups. We recently ran a joint COVID impact survey of businesses with TVCA, supported the area’s CSR submission, and are now working with TVCA on a survival, resilience and growth strategy for the region’s businesses.
The University also works at strategic and operational levels with all five local authorities, with partnership agreements in place or in train, supporting their economic development and place strategies and collaborating at officer level with economic development, planning, culture and business teams. Our strong partnerships with the regional health trusts ensure that we are alive and responsive to their strategic skills and innovation needs, led through our School of Health and Social Care. The Teesside University College Partnership, and partnership working with other NE HEIs, deliver best practice and collaboration opportunities on regeneration and growth. We also provide a forum, through a channel partners network (with events) for information exchange and collaboration with intermediaries, and regularly invite partners to our weekly business meetings to discuss opportunities.
Our growth and regeneration activities are consequently designed and approved at institutional level, and in agreement with key partners, on the basis of alignment with documented evidence of need and strategic objectives. They are integrated with teaching, research and the student experience in the following ways:
Innovation and KE, building capacity and ambition in business, is based upon our research and delivers industry partnerships that support research impact. KE delivery through academic-supervised students and graduates directly informs teaching and employability.
HDAs and CPD, supporting higher-level skills, build relationships that bring an employer perspective to teaching and employability, as well as supporting recruitment to University programmes.
Entrepreneurship and enterprise, encouraging and generating high-growth start-ups, embeds this approach in the curriculum, supporting students, graduates and researchers to be entrepreneurial.
Campus developments, in the heart of Middlesbrough and Darlington, have a transformational impact on place and inward investment.
Sector-themed initiatives, such as digital, biosciences, health and clean growth, align with regional priorities, underpinning curriculum, research, recruitment and employability developments.
Aspect 2: Activity
All key initiatives over the past 3 years have been developed and delivered on the principle of integrating KE with research, teaching and the student experience, drawing on and growing University expertise and building business and stakeholder relationships while responding to identified economic need. They have included:
Sectoral support
National Horizons Centre: A major capital development to establish a University-led skills, research and KE bioscience centre of excellence at Darlington’s Central Park, alongside the National Biologics Manufacturing Centre. Supported by TVCA and ERDF, and based on industry partnerships, this centre is a focus for TVCA’s bioscience strategy, including inward investment, creation and attraction of firms, and developing the regional skills base. NHC development is underpinned by our THYME CCF collaboration with York and Hull Universities to boost the bioeconomy across the wider NE through KE.
DigitalCity: This longstanding programme has expanded from supporting new tech firms to grow through innovative products and services, to helping companies in other sectors embed digital technologies for improved performance and competitiveness. DigitalCity supports TVCA with digital strategy delivery and collaborative bidding, and integrates related initiatives including Creative Fuse (now entering a second phase), set up to support the creative and digital sector through problem-solving, and Digital Skills for Growth, providing skills for the workplace in Durham and Tees Valley.
Tees Valley Hydrogen Innovation Project: Helping SMEs through networks, industry collaboration, access to innovation space and product and process development to support a hydrogen economy – a key priority for the region, in terms of the South Tees site: a major University-led Net Zero Industry Innovation Centre is now in development with TVCA and TWI.
SME innovation and growth
Innovate Tees Valley (which ran until July 2019) and its successor programme Grow Tees Valley were set up to help SMEs develop absorptive capacity, grow markets through new products and services, and build leadership and management capability, drawing on academic expertise, partnerships and student and graduate talent through project and “mini-KTP” provision. Academic staff are able to enhance their industry knowledge and relationships, source new partners for collaboration and inform their teaching and research, while students and graduates gain invaluable industry experience.
Enterprise and Employability
Launchpad is the heart of a vigorous enterprise ecosystem on campus, working with academic Schools and business to provide the right environment for pre-starts, start-ups and students, offering a range of programmes, advice and entrepreneurial experiences inside and outside the curriculum, providing the feeder of sustainable companies for regional business hubs, and fostering networks and talent retention. It supports School-based enterprise clinics and studios, providing students with commercial experience, tackling anything from marketing and wicked business problems to VR/animation applications. The new University Enterprise Zone now nearing completion will be focused largely on Launchpad activities.
An extensive programme of internships, of varying lengths and funding types (the majority by the University itself), directly supports local organisations across all sectors with the provision of graduate talent to deliver specific projects. Internships play a major role in making employers aware of the benefits of recruiting graduate employees. At the same time, they help to equip graduates with job-ready skills, mindset and confidence, increasing their prospects of securing graduate-level employment in the region, and helping to retain key talent.
Skills
Growth of Higher and Degree Apprenticeships has been a key priority for the past 3 years, with significant investment from the University in new programmes (21) and a new HDA infrastructure, including 17 posts. This forms a central plank also in the TVCA skills strategy, as a key mechanism for employer investment in the higher-level skills the region needs to ensure future economic growth.
Funding
The total funding secured from 2017/18 to 2019/20 (grants and tenders) in support of the University’s regeneration and business growth activity is £40.022m. The University’s investments in delivering the initiatives funded through these routes have exceeded £15m, in kind and in cash.
Aspect 3: Results
All our major initiatives are subject to external evaluation, to assess their impact and to identify areas for improvement.
An example is the final evaluation for Innovate Tees Valley, a multi-stranded SME support programme which ended in July 2019, generating a successor programme, Grow Tees Valley, on the back of evaluation findings. Our use of the evaluation work, which included qualitative assessment incorporating direct feedback from companies as well as quantitative assessment, is described here ,where it is used as a case study in the Government’s October ERDF Practitioner Network Bulletin.
By 07/19, Innovate Tees Valley had supported 404 SMEs, 153 new products or services; and 47 new graduate jobs. The final evaluation (New Skills Consulting, 2019) identified ratings from companies of 91% for expertise and knowledge; 88% for understanding of innovation needs; 86% for quality of support; and 87% for value of internships.
Similarly, the first phase of Creative Fuse was the subject of a final report identifying outputs, impacts and importantly lessons learned (pp 30/31) following evaluation and feedback, to inform the new, current phase.
Evaluation of our internships programme has involved seeking feedback from employers. In addition to providing increased staff capacity in businesses, employers reported that they value the skill set and professional attitude of interns. They cited research skills, attention to detail, report writing, verbal reasoning, analytical skills and the ability to review processes and implement new methods of working as benefiting them.
Feedback from employers about the intern selection process has resulted in a change of approach which now sees employers on every selection panel, and regular tripartite meetings with employer and intern.
We routinely gather statistics on delivery – see below. We also conduct regular surveys of businesses for their feedback on experience and impact, as part of the work we do to fulfil our Business Service Charter and our commitment to Putting the Customer First, with 12 years of continuous accreditation for all our business engagement. This feedback is used to ensure that our provision both meets needs and is subject to continuous improvement.
Key regeneration and growth outputs covering the past 3 years include the following:
| Activity | 17/18 – 19/20 | Notes |
|---|---|---|
| Internships with local employers | 439 | TU-funded and grant-funded |
| Start-ups | 67 | 97 jobs created |
| New KTPs started | 14 | |
| Tees Valley SMEs supported by DigitalCity | 212 | Supporting new tech companies to grow and non-tech SMEs to digitalise operations |
| Tees Valley SMEs supported by Leading Growth | 74 | L&M programme for business owners to grow leadership capacity |
| Innovate Tees Valley products new to market and firm | 153 | Target was 114 |
| Annual GVA (gross) generated by Innovate Tees Valley | £6.432m | From summative evaluation |
| HDA numbers | 900 | Now 21 programmes |
An assessment of the University’s economic impact, as measured by GVA, was commissioned in January 2020 from New Skills Consulting. The University’s KE activity generates 489 jobs p/a in Tees Valley, and 334 p/a in the wider NE; with the longer-term impact of KE delivering £63.5m additional GVA p/a in Tees Valley (£43.2m in NE). When taking into account increased earning potential of graduates, the human capital impact – the economic value of the knowledge, skills and competencies produced – is estimated at £1.4bn.
The findings in the report validate Teesside University’s mission as an anchor institution with a key role in driving economic growth.
For further information, please send queries to S.Bales@tees.ac.uk
Public & Community Engagement
Summary of approach
TU’s approach to public engagement (PE) takes a whole-university view of ‘engaged’ activity. PE is recognised as a critical piece of the overarching corporate social responsibility framework - the Teesside University Charter for Social Impact - which is embedded as part of the corporate strategy.
The Charter framework sets out an ambition for the University to be socially responsible and act as a good citizen; to lead by example, as an ethical business; to ensure activities are relevant, informed, accessible and inclusive; and to take action where the University’s expertise, facilities, people and position can deliver positive social and/or economic impact. PE activity is broadly concentrated in Charter Theme 5: Engaged and Impactful University, and progress driven through the thematic action plan.
Aspect 1: Strategy
1 Status of strategy: Developing, implementation taking place
Public and community engagement is integral to TU’s mission to ‘transform lives and economies’ and our commitment is reflected in the corporate strategy and underpinning portfolio strategies, as evidenced below:
To engage and collaborate with stakeholders in the creation, delivery, communication and impact of our research as a civic university.
- University Research and Innovation Strategy
As a civic university, to play a leading role in the regeneration of the local economy, enhanced and supported by widespread public engagement.
- University Enterprise and Business Engagement Strategy
The development of the Charter for Social Impact (Fig 1) drew together PCE activity under one theme: Engaged and Impactful University, highlighting the need for an institutional Engagement Strategy. Alongside this, a systematic review utilising the EDGE tool, informed the development of an action plan.
This work is being led by the PVC (Enterprise & Business Engagement) on behalf of the University Executive Team. Operational responsibility lies with the Directors of Research, Corporate Communications and PR and Academic Enterprise. Consultation on the strategy’s development is taking place with civic, community and cultural partners.
Fig 1: The TU Charter for Social Impact
The Engagement Strategy sets out a commitment across 4 pillars (see Fig. 2). Progress in embedding these commitments and delivering against the action plan over the past 18 months is as follows:
Leadership
PCE is now clearly referenced in the corporate strategy and an institutional strategy is in development.
There are senior champions at Executive Team level.
Oversight of the operational delivery of PCE is formally allocated at Committee and academic School levels.
Partnership
A Fellowship was established in 2019 to research and map existing relationships with community partners. This has informed the strategic approach.
Work is under way to convert existing informal arrangements with community partners into formal MoUs, with underpinning resource in place.
MIMA, the Middlesbrough Institute of Modern Art which forms part of the University, acts as the community gateway for TU and is exemplary in the execution of community partner interaction. This needs to be further developed across the University.
Impact
We recognise that progress in this area has been slow, but plans are in place to work with the University’s Centre for Social Impact and Evaluation to take this forward.
Support and Recognition
While ownership of the work has been determined, we recognise that resource is required to drive forward PCE, including central coordination.
Fig 2. Pillars of the Engaged University
Work completed to date has focused on reframing and reshaping internal processes and structures to enable and support PCE. We are now moving towards understanding of TU’s external relationships and facilitation of their further development, including developing an accessible ‘gateway’ to the institution that extends beyond MIMA.
Aspect 2: Support
Our work in this aspect is developing, with some implementation taking place. MIMA provides the best practice we aspire to embed across the institution. MIMA’s offer is driven by the needs, wishes and ideas of the community.
Practical Support in Place
An informal Engagement Forum brings together staff with an interest in PCE to share ideas and best practice.
Some opportunities for PCE are supported by central teams in MIMA and Corporate Events.
Some projects, such as THYME, have dedicated support officers working on outreach.
Opportunities
There are some institutional PCE opportunities, e.g. mentoring to support girls’ confidence and opportunities, cultural events (Pride, Health Melas, film festivals and science festival planned for Summer 2021).
KEY ACTION: Coordinate resource to offer ongoing support and facilitation of PCE opportunities
Development and Training
PCE is embedded in our Researcher Development programme and Impact Framework. Online toolkit TURET provides researchers with a suite of PCE resources.
PCE research champions are supported to develop expertise through NCCPE training and peer-to-peer learning.
The National Horizons Centre is offering science communication and PCE training to PhD students.
Teesside EDGE: Building a community of externally facing colleagues and generating staff-led initiatives
KEY ACTION: Ensure further opportunities for student engagement and skills development
Signposting our Offer for the Community
There is no single community ‘gateway’ to the University; the following provide a route in:
Mimazina, a digital community magazine.
MIMA is a community hub, both virtually and physically.
The £2M Borderlands project (Arts Council-funded) will deliver over 200,000 opportunities for creative engagement in the region’s most deprived wards.
Volun-tees: matches students and staff with community volunteering opportunities, delivering 19,000 hours in 19/20.
The Business Clinic and Law Clinic deliver free support in the community.
The ‘Teesside Voices’ project produced a digital scrapbook, capturing consultation outcomes from a wide range of community members.
KEY ACTION: Draw together these connections with the community and streamline a route for engagement.
Formal involvement of public
TU’s Board of Governors represents the community we serve, with members drawn from business, health, environment, third sector, and education. The Board actively supports PCE through oversight of the TU Charter.
Community members are helping to drive forward MIMA’s strategic purpose, through the development of a community charter approach.
A service user group feeds into developments in the School of Health and Life Sciences and actively engages in key public health research projects.
A number of external partners have been invited onto steering groups, driving the development of the academic offer and key strategic projects, such as the Social Innovation Park.
The Centre for Social Innovation combines research excellence with co-created community action, to tackle some of society’s most demanding challenges, under the direction of a steering group with wide community representation.
KEY ACTION: Involve community members in the TU Charter Steering Group.
Recognition and Reward
Student volunteering is recognised every year at the Volun-cheers awards.
A proactive communications machine profiles PCE success.
The University Star Awards, an annual celebration of staff achievement, included its first Engagement award in 2020.
KEY ACTION: Ensure PCE activity is recognised through PDPR and promotions
Aspect 3: Activity
Our work on this aspect is developing, with some implementation taking place.
Strategic Alignment: reflecting an approach to PCE that is embedded in University mission, key activities over the past 3 years have been driven by strategic initiatives. These include the development of relationships with key organisations (27 MoUs), including partners in health, housing and the voluntary sector.
COVID response: In recent months, staff and students have worked to support the local community: joining the NHS frontline; going into practice; providing equipment and PPE; providing online digital skills/enterprise training; sports facilities; free company support with innovations, mentoring, grant applications, etc. Over 100 organisations were supported during initial lockdown.
Student Futures: Since 2017/18, the University has supported 439 internships, and recorded 51,000 volunteering hours. Advantage Tees Valley, an OfS-funded programme to support graduates into local jobs, has worked with 165 students to date, delivering 58 mentoring opportunities.
Our start-up hub, Launchpad, has developed a major social enterprise initiative, supporting refugees in Middlesbrough through a training/trading bakery.
KEY ACTION: Student modules to complete PCE should be developed within the course offer, rather than relying on ad hoc opportunities.
Research
There is an urgent need to drive research that informs public policy, wellbeing, and the economy in Tees Valley. Work includes public health research on obesity, poverty, dependencies and addiction, underpinned by public consultation and co-created knowledge, such as My Life Tool.
The National Horizons Centre, a centre for excellence in the biosciences, has embedded PCE from the outset, with a range of school outreach events and inclusion in the Royal Society Summer Science Exhibition.
KEY ACTION: PCE needs to feature throughout the research lifecycle; best practice in health/social sciences should be rolled out across the institution
Community engagement
We work closely with external partners to ensure our activities promote economic prosperity and social cohesion, for example:
Inside-Out Prison Exchange Programme, developed with HMP Holme House, promotes learning through collaboration and dialogue around issues of crime and social concern.
Strategic partnerships with key regional organisations, TVCA, Thirteen Housing Group, Middlesbrough FC Foundation, Tees Valley Education, health trusts and organisations, outline our commitment to working together for regional benefit. Our Thirteen Group partnership is supporting tenants with progression to HE through a scholarship offer.
The Middlesbrough Settlement Initiative is a resident-led programme developing projects that promote learning, cohesion and social activism.
Minimedics: students support the training of primary school children in basic life support, working with NE Ambulance Service.
Community Pain Champion: lead academic working with Connect Health through PCE to help communities better understand and manage pain.
Service user engagement strategy – public contribution to teaching, curriculum design/delivery, and approval panels to shape programme content to help meet needs.
KEY ACTION: Mapping community-facing relationships must inform the focus of core strategic activity
Aspect 4: Results and learning
Our work in this aspect is in the early stages.
Embedding evaluation and learning is a key principle of the Charter for Social Impact; however, ongoing evaluation is currently project-based and relies heavily on dedicated resource at project level.
KEY ACTION: Determine evaluation models at outset of activity, with an overarching social ROI analysis to be completed annually.
Best practice that will inform our evaluation framework development includes:
Account management of strategic partnerships. This approach is under way with TVCA, Thirteen Housing Group, health trust partnerships, Middlesbrough Football Club Foundation and others.
Systematic evaluations of engagement activities to measure progress and achievement: examples include Inside-Out (see above); MIMA Community Lunch evaluation; Innovate Tees Valley; and Creative Fuse.
Research impact: Regular internal/external peer review and evaluation of impact case studies; annual evaluation of Impact Plans and Theories of Change to ensure continued public benefit.
Putting the Customer First: Biennial assessment of our business community engagement, with a plan for improvement. This includes regular feedback on the value and impact of our engagement.
The table below indicates our engagement activity measures.
| Measure | 17/18 - 19/20 |
|---|---|
| Volunteering hours | 51,000 |
| Internships | 439 |
| Volun-tees awards | 260 (2018 & 19) |
| R&E staff trained in PCE | 80 |
| Mima community charter events/attendances (19/20) | 45/576 |
| Impact case studies | 12 |
| New Partnerships | 27 |
Aspect 5: Acting on results
Our work in this aspect is in the early stages. While we use evaluation and impact assessment to develop and improve our approach, we acknowledge the need to develop an effective PCE communications framework that “tells the story” and more effectively shares with our communities. Again, this is part of the full implementation of our Charter for Social Impact and we are using the EDGE tool to develop this.
Examples of how we act on and communicate outcomes include:
An annual staff survey to determine engagement through board memberships and related activity.
Internal comms: a regular “University Update” includes community engagement news and recognition of staff achievements
Regular Governors and committee reports
External comms: a strong PR machine generates stories for the public.
Community involvement in campus redevelopment plans.
Putting the Customer First action plans based on biennial assessments
Learning from REF impact case studies for research strategy, impact framework, and engagement.
Strategic relationships: Regular partner meetings to assess progress and agree actions and outcomes.
Mini-mima, a formal learning programme for Early Years Foundation Stage children with adults/teachers, shared as best practice/research.
For strategic assessment of PCE activity, we are developing the PURE system to capture community events and indicators of impact, and will be producing an annual report on implementation of the Charter for Social Impact. We are also developing the following framework, to be used to measure and inform our PCE work across the institution.
| Area | Performance Indicator | Outcome |
|---|---|---|
| Research | Key impact case studies that aggregate data including testimonials, engagement stats, reports and evaluations | Evaluation and monitoring of impact portfolio |
| WP and access | State Schools; low participation neighbourhoods; schools engaged; outreach events | HE participation; raised aspirations |
| Student Futures | Volunteer hours/students; orgs supported; internships; start-ups | Employment; enhanced community relationships & understanding |
| Community engagement | Events, facilities, learners; groups and individuals engaged | Enhanced relationships & understanding. Research questions/projects involving the community. |
| Staff engagement | Staff trained Staff in PCE roles Staff leading community projects |
Research, communication, engagement evaluation skills of staff; Increased research co-creation |
| Communications | Media pieces Conferences, dissemination |
Enhanced knowledge and understanding; good practice |
For further information, please send queries to S.Bales@tees.ac.uk