University of Exeter Regional Engagement Strategy: Green Paper (Devon version)

We’d like your views on our Regional EngagementIn this Green Paper document we have set out a set of proposed Regional ”Engagement Goals”. If accepted, these will form the basis of a new Regional Engagement Strategy for the University and a set of accompanying Civic University Agreements focused on Cornwall, Devon and Exeter. They will set out how the region will seek to work with our regional partners in the years ahead. Drawing on the foundations of our existing activity, but setting out bold new ambitions, the Strategy will set out how we work with our region to support the economy, society and environment.

So we would like to hear from you. Do you agree with the Goals, Aims and Objectives set out in this Green Paper? Do you have examples current engagement activity that can help us to shape this strategy, including interesting case studies?

If you would like to contribute to the development of the strategy then please send your comments or contact us by emailing: regionalteam@exeter.ac.uk. We will also be organising a range of consultation events through Colleges, with our students and our stakeholder through the late summer and into the autumn, so look out for opportunities to help us shape this further.

IntroductionThe University is a large regional employer and important economic contributor to Devon, Cornwall and the wider region, supporting local growth and building on the region’s strengths and potential. As a vibrant knowledge hub with global connections, the University therefore has an important role to play, with the impact of our education, research and knowledge exchange activities underpinning the economic, environmental and social fabric of our region. This strategy be being developed at a challenging time for the region and for the University. Tackling the ongoing challenges posed by COVID-19 and supporting the region’s economic recovery will provide essential context for this work.

Our plans for a Regional Engagement Strategy recognise that whilst we are a global institution, engaging regionally strengthens us as an institution and produces considerable benefits for the region. Our partners are looking to us as never before to support recovery. By working closely with our extensive group of partners and stakeholders we can support the region to tackle the economic, social and environmental challenges it faces, particularly as it seeks to rebuild following the COVID-19 crisis. Since the establishment of the Regional Strategy Group (RSG) in 2015, the University has sought to take a more strategic approach to its engagement with the region, embedding a regional dimension into its sovereign and supporting strategies. Through this work to date we have: Influenced regional policy and stakeholder engagement. Partnered in £158m of regionally funded strategic projects which enhance the region’s economy

and the environment. Delivered innovation, business support and entrepreneurship services – supporting the

development of the innovation and entrepreneurship ecosystem in the region. Developed regional talent via our Regional Skills Strategy.

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Mobilised ideas and resource in time of need, such as the COVID-19 crisis and the Climate Emergency.

This proposed new Regional Engagement Strategy is the next logical step as we seek to embed regional engagement throughout our core activities. Through its implementation we are seeking to achieve: A shift from the current largely transactional approach to the region to a transformational one,

working with and for the region. Recognition of the importance of place-based research and innovation ecosystems as a key

driver for economic growth and as a contributor to research impact. A greater leadership role in local growth, health and wellbeing, environment and climate

emergency agendas, to ensure that University priorities are aligned to strategic priorities and investment plans of our strategic partners.

A clear articulation of our aspirations and ambitions for the region. Through this engagement we seek to achieve greater impact and deliver mutual benefit for the University, our external partners and stakeholders, and the wider community.

To achieve this, the University has committed to developing a series of Civic University Agreements with partners in the region, which will set out clearly, and in consultation with our partners, how the University will work with local communities, based on an informed awareness of local need.

Truly Civic, a report from the UPP Foundation Civic University Commission, sets out the full requirements of a Civic University Agreement. This Regional Engagement Strategy will provide the framework for the development of the externally facing Civic Agreements for Exeter City, Devon and Cornwall. It is anticipated that these Agreements, derived as they will be through consulting with and listening to our partners and stakeholders in the region, may have a very different look and feel. Yet we want to ensure that they adhere to come clear principles. Thus our Civic University Agreements will:

Be the outcome of an extensive and meaningful process of consultation. Be co-created with our communities, partners and stakeholders. Reflect the multi-stakeholder and multi-sector approach. Be living documents, subject to scrutiny by our partners and regularly reviewed. Lead to action that is impactful. Be supported by governance and accountability structures.

Underpinning this will be a commitment to be a LISTENING university.

Alongside the development of the Civic University Agreements, this Strategy will set out clearly how the University aims to impact on its region, how it will engage with stakeholders in doing so and how it will communicate success. To deliver our work we are proposing seven new “engagement goals” to help ensure our engagement activities make a difference.

Aligned University StrategiesThe Regional Engagement Strategy will support the delivery of the corporate and sovereign strategies of the University. It will also closely align and sit above a number of enabling strategies including the Business Engagement Strategy, the Arts and Culture Strategy, and the Widening Participation Strategy. It will absorb the Regional Skills Strategy and the Community Engagement Strategies.

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Underlying Principles In line with our institutional mission and values our Regional Engagement Strategy will: Be embedded in and representative of our research and education excellence Use our global reach to improve the international connectivity to our region Be creative and innovative in working for the public good Contribute to place making and the vibrancy and cultural richness of our region Provide ideas and solutions that will have positive economic, social and environmental impact Be based upon strong collaboration, partnership and engagement with stakeholders Support engagement with, and equality of opportunities for people of all genders, ethnicities

and abilities.

The Consultation ProcessWhilst we have taken some early soundings with local partners to help us to draft this approach, this Green Paper is the start of our formal consultation with the University community on the emerging themes of the new Strategy and our ambitions for Regional Engagement at Exeter for 2019-2025 and beyond. Recognising the importance and value of effective consultation with academic staff, students, professional services staff, and the work is being led by the Regional Strategy Group, chaired by Professor Janice Kay. We have established a Regional Engagement Strategy Steering Group to advise us on the most appropriate ways to gather input, thoughts and feedback from our community on the proposals set out here. We are also establishing academic advisory groups in Cornwall and Devon to bring together academics with expertise in these areas, and with key regional connections to help inform developments, and build on our extensive social capital in the region.

Set out below if the timetable for consultation and development of the Strategy and Civic University Agreements:

Internal consultation on Regional Engagement StrategyAugust – October 2020

Consultation with Colleges, Professional Service Departments, the Guild and FX Plus, with requests to comment on the proposed approach and Goals.

Programme of consultation events and focus groups with key internal stakeholders, including the Regional Strategy Group, Cornwall Strategy Group.

Meetings of the Academic Advisory Groups in Cornwall and Devon.November 2020 Sign off of the Strategy with RSG, VCEG and Council.December 2020 Strategy Finalised.

External consultation on Civic University AgreementsAug 2020 Announcement to “anchor” stakeholders of Civic University Agreement process

Programmes of Interviews with key regional stakeholdersSept – Oct 2020 Open consultation with wider networks of partners

Nov 2020 Civic University Agreements developed and agreed with partners

Jan 2021 Launch of Exeter Agreement*Feb 2021 Launch of Cornwall Agreement*

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Feb 2021 Launch of Devon Agreement*

*The deadlines will be agreed with stakeholders and therefore may be subject to alteration.

Success CriteriaThe success criteria for the Regional Engagement Strategy will align closely with the “engagement goals” and will be a mixture of quantitative and qualitative assessment, including opinion surveys such as the regional stakeholder survey currently conducted by IIB. It will also align where possible with the new Knowledge Exchange Framework (KEF) metrics. Success criteria for the Civic University Agreements will be discussed and agreed mutually with external stakeholders as part of the consultation process.

Framing the Context for our Regional EngagementOur region encompasses Cornwall, Devon, Somerset and the wider south west region. The Local Enterprise Partnerships in this area have come together to form the Great South West consortium. Our area has world class natural capital, significant quality of life and an economy that is worth £64.4 billion, almost double the size of Greater Manchester or the West Midlands. Often characterised by its visitor economy, it has major strengths and expertise in marine industries, photonics, environmental science and data analytics, nuclear, aerospace, advanced engineering, digital innovation, tourism, agritech, and food and drink production. It is also home to the largest infrastructure project in Europe at Hinkley Point, Europe’s first horizontal launch Spaceport in Cornwall and one of the UK’s largest military establishments, in Plymouth.

Nevertheless it is a peripheral region lacking resilience through a lack of transport infrastructure. It contains some of the UK’s most deprived wards, particularly in its coastal towns, has lower than average wages, and a population that is ageing faster than the national average. Its innovation indicators are typically amongst the lowest of UK regions; R&D spend is half the national average; business expenditure on R&D is only 38% of the national average; and productivity is at 83% of the national average.

This Green Paper is written at a time of huge uncertainty about the progression and duration of the COVID-19 pandemic, let alone its economic consequences. The short-term economic impact comes not only from people falling ill, but also from the disruption to economic activity associated with public health restrictions and social distancing required to control the spread of the disease. Despite not being badly hit by COVID-19 compared to other parts of the UK, the region will suffer a disproportionate economic impact, as many of the key sectors that underpin the regional economy are those most heavily impacted by the pandemic – food production; hospitality; tourism; aviation and culture. All stakeholders are now engaged in economic recovery activities recognising that the impact of this crisis will be generational.

The desire to “Build Back Better”, is a commitment to work towards a return to a new normal, to take advantage of the opportunities to build on the climate emergency agenda. The challenges presented for social mobility are extensive, but one in which the role of the University with its broader civic responsibilities is going to be more important than ever before.

It is within this context that the potential opportunities for escalating research over the next decade can be transformative. But in return universities will need to demonstrate that Government investment supports recovery for local regions, their economies and the wellbeing of society.

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The University as a key civic institution within its region is uniquely placed to support this – providing a key interface between research infrastructure, local businesses and public sector organisations, to tackle local issues. The university has great convening power – demonstrated most recently by events held around the Climate Change and Environment Emergency – which puts us in a strong position to support our partners in the region in tackling current and ensuing challenges. This strategy will define how the University needs to engage to help shape how it can best contribute to the challenges set out below.

External DriversThe policy and funding environment for Universities has never been more critical. The continued need for a strong presence to drive local and regional agendas and priorities is clear and will be particularly critical in the coming years as new funding regimes are planned and implemented and as regions seek to rise to the challenge of climate change, the economic recovery from COVID-19 and the impact of Brexit. External drivers of this Strategy and our work in the region will include:

Clean Growth leadershipThe focus of the region’s LEP strategies is Clean Growth, with a commitment to position the Great South West as the first carbon neutral region and centre for excellence in clean growth innovation. This should providing an overarching focus for our approach, linking regional goals to our own strengths and assets.

Levelling upThe Government’s commitment to “levelling up” describes the ambition to raise the level of economic performance in all parts of the country towards those of London and the South East. The economies of Cornwall and Devon are amongst the poorest performing regions economically, characterised as they are by low levels of productivity, innovation and low wages. Supporting the region to build on its strengths will be critical.

DevolutionAn English devolution White Paper is planned by Government. The White Paper will set out Government’s ambitions for unleashing regional potential in England, and to enable decisions that affect local people to be made at a local level. The paper will set out to increase the number of devolution deals and mayors, in addition to ‘levelling’ up the powers between mayoral combined authorities. Whilst Cornwall has had a Devolution Deal in place since 2015, for Devon and Somerset, that have so far resisted combined authorities and mayors, there is a danger that the potential benefits of devolution may not be realised.

Economic Recovery Post COVID-19The University has been assisting the recovery planning in the region and is be looked to as a key civic institution, to share knowledge, support as thought leaders, but also as partners in delivering solutions. The region is likely to be more severely affected by BREXIT than other parts of the UK, and ensuring that we support business to make global connections will be important.

Environment and Climate Emergency The University’s report on the Environment and Climate Emergency sets out a clear role in supporting the region’s climate goals. The potential for the region to become a Clean Growth exemplar or innovator suggests a strong role for the University in supporting the Net Zero Carbon agendas emerging at local level.

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Local Industrial Strategies (LIS)The Government’s Industrial Strategy and the local industrial strategies for Heart of the South West and Cornwall and the Isles of Scilly will provide: a framework for the application of our R&D assets in the region; skills; and, potential routes to future funding. The LEPs’ Local Industrial Strategies have benefitted from significant University involvement, co-creating strategies to strengthen the economy through harnessing our research power and skills training.

Strategic Regional Research FundingWe are moving to a funding landscape which includes a wide range of sources including the UK Shared Prosperity Fund, the Connecting Capability Fund, Industrial Strategy Challenge Fund and the Strength in Places Fund. Coordinated funding decisions will be required to ensure the greatest economic and social benefits. To achieve this, English cities and regions will need to be able to demonstrate the capacity to allocate R&D funding wisely and any vehicle for delivering funding. Those regions and cities with Devolution Deals will have an advantage here. How we position our contribution to the region will be key in accessing new funds for regional regeneration and research, responding to the Government’s anticipated Place Strategy.

Knowledge Exchange Framework The development and implementation of the Regional Engagement Strategy will need to support the University’s delivery of the new Knowledge Exchange Framework.

Engagement with a Purpose, our seven ‘Engagement Goals’Rationale

Engagement describes how the activity and benefits of our teaching, research and knowledge exchange activities can be shared, enriched and enhanced through partnership working beyond the University.

It is a multi-directional process with the aim of delivering mutual benefit for both the University and our external stakeholders. These engagements take many forms, involving our staff, students and alumni.

Our engagement activities are wide ranging. In much of our research, we work closely with businesses, government agencies, the NHS, voluntary groups and the creative sector. We influence policy. Our student placements are across sectors, and across regions, countries and nations. We're involved in public engagement in its many forms.

In line with our institutional aspirational values, our engagement activities will:

be embedded in and be representative of our research and education excellence be creative and innovative in working for the public good provide ideas and solutions that will have economic, social and environmental impact

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Figure 1. Seven Engagement Goals

Goal 1. Engaging for a Green Economy

RationaleThe University should be at the forefront of the push for a Green Economy. Universities play a range of roles in the economic development of places: as providers of skills and talent to regional labour markets; supporting regional productivity and jobs through our R&D and know how; as providers of support to innovation driven businesses, stimulating highly paid local employment; by leveraging resources for research and development into the region; and, through developing new products and services and creating jobs through spin outs and startup companies established by our academics and our students.

In recent years the University has: invested heavily in the rapid growth of Degree Apprenticeships which benefit regional businesses; led on the development of the £25m South West Institute of Technology; developed a skills escalator in data analytics which will see hundreds of new graduates, skilled in computing a data science; and, revamped and expanded our student entrepreneurship programmes, which now reach 1500 students each year, encouraging the graduates to start new businesses and remain the region. Latest Graduate Outcomes (17/18) data, shows that the University of Exeter have 25.4% of graduates working in the South West, 15 months after graduating.

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We have reimagined our business support activities through SETsquared Exeter and transformed our approach to regional business support in collaboration with Exeter Science Park. We are a key partners in the Exeter Science Park which is the main focus for high-technology businesses in the region, supporting a network of over 150 high growth companies. The University has invested £3m in the development of the Science Park and has entered into a unique partnership to provide ongoing innovation services through the SETsquared Exeter team. Combined with the new University of Exeter Enterprise Zone, SETsquared Exeter supports business incubation, acceleration and scale ups, linked to the Universities research capabilities and graduates.

Since 2016 the University has partnered in regional regeneration projects worth £154.4m, and has invested £5.5m in regional regeneration leveraging ESIF investment of £28.8m. Since 2016, this investment in regional regeneration has enabled us to support 750 regional businesses with R&D, innovation and skills. We have also become the leading University in the SW region for Knowledge Transfer Partnership programmes.

We have built a network of six Research Development and Innovation Hubs (R, D&I Hubs) across the region linked to strategic sectors or clusters. Each one coordinates a network of sector businesses, maintains a team of industrial research fellows who can solve industry problems, and often manages a development fund which can be used by clients.

For example, our leadership of initiatives such as the South West Centre of Excellence in Satellite Applications, The South West Partnership for Environmental and Economic Prosperity (SWEEP) and the Environmental Futures and Big Data Impact Lab has enabled our close relationships with the region’s other R&D assets such as Plymouth Marine Laboratory, Rothamstead Research and the universities of Plymouth and Falmouth, the Met Office and UKHO, amongst others.

We work closely with Local Enterprise Partnerships across the “Great South West” to position the region as a world leader in clean growth technologies, data and intelligence. Our research strengths and collaborative partnerships are focused on Green economic recovery and renewal and are built firmly into regional economic and industrial plans. We are a source of knowledge and intelligence for the region on green recovery and have the assets to deploy to make the region work leading in this vital area.

Aim: To raise the productivity of regional business, raising skills levels and establish the region as a national hub for Clean Growth development and innovation.

We will achieve this Aim by: Close working with policy makers and businesses to help deliver a swift economic response and

recovery to the COVID-19 crisis; Collaborating with regional industry and stakeholders, on research, development, business

innovation and identifying skills needs; Exploiting the University’s research assets to improve business productivity, through

transformational strategic partnerships and initiatives; Supporting key sectors/clusters to improve their R&D and innovation through frameworks which

bring together business and academics – including marine, health, environment, data analytics, agri-tech, renewable energy and defence;

Raising the skills levels in the region, improving the employment of graduates and encouraging more students to set up new ventures in the region;

Creating a place-based investment focus which puts the University of Exeter at the heart of a thriving innovation ecosystem in the South West;

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Delivering incubation and business acceleration services to support new business start-ups, business growth and student placements/internships - providing graduates with the skills needed by regional businesses.

Goal 2. Engaging for Social Benefit

RationaleCommunity is one of our six core values and defining characteristics at the University of Exeter and having a positive impact on our communities in Devon and Cornwall is central to our mission. Our 4,500 staff and 23,000 students live in its cities, towns and villages and care passionately about the future of the region. Engaging both as a community and with the community will be essential to success of this Regional Engagement Strategy.

The University already collaborates in many ways within the local community. Working with the region’s schools to help young people make informed choices about their future and give them the confidence to apply to higher education. We bring together people from across the globe to learn, work and socialise together, helping to create a culturally diverse and innovative community.

We already share and exchange knowledge and skills with the local community through a range of initiatives including: Community engaged research and student projects; Influencing our health research through Patient and Public Involvement; Outreach and widening participation activities with local schools; Partnering with specific groups, such as the University of the Third Age (U3A); Community Based Participatory Research; Student and staff volunteering; and, public talks, lectures and cultural events.

Public engagement with Research at Exeter takes many forms and has mutual benefits for all partners. Engagement enhances our academic research by helping us create research which is relevant and beneficial to many people and which responds to local priorities and the needs of wider society. It also make our research more accountable by involving partners at all stages of the research cycle.

Our students in Exeter and Cornwall, clocked up around 34,000 volunteering hours in 2018, ranging from organising activities for the elderly in care homes, to putting together food packages for the homeless. One example is the Exeter Care Homes Reading Project is about strengthening the connections between young and old in the local community, and making a difference in the daily lives of those living in residential care, and especially residents with dementia.

Within the Exeter Law Clinic, third year law students, under supervision from the legal community, provide a variety of free legal services to members of the public. These services range from simple form filling/letter writing to legal advice. Having a variety of specialized clinics, allows individuals to obtain focused and personalized attention to their cases.

Support for Health and Wellbeing is a critical part of our approach. Most recently the University has played its part in supporting the NHS to respond to the COVID-19 crisis. Ninety five final year medicine students opted to graduate three months early in 2020, in order to accelerate the process of becoming junior doctors and joining the NHS in the COVID-19 crisis. In addition, several clinically trained members of the academic staff within the College of Medicine and Health (CMH) paused their research or post-graduate studies to return to support the NHS during the crisis.

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Finally, the University believes that the diversity of its community is an essential part of its values and enriches employment, research, studying and learning experiences. We are committed to developing an environment which promotes equality of opportunity, values diversity and where students and staff can work and study free from discrimination and harassment.

Aim: To be an effective partner for local Government, the NHS, the voluntary, community and social enterprise sector and the public.

We will achieve this Aim by: Listening to our communities and public to understand where there are opportunities to

engage for mutual benefit; Promoting good citizenship amongst our students and staff to strengthen communities; Making all of our knowledge and skills exchange opportunities more visible and more

accessible to all communities including those in rural Devon and Cornwall, through improved promotion and signposting, and through new and innovative services;

Supporting staff and student volunteering in local communities; Engaging communities with our research and responding to community-identified societal

challenges; Promoting health and wellbeing of our local communities; Promoting the benefits of our increasingly diverse staff and student community as an asset

to local organisations and communities.

Goal 3. Engagement from Local to Global

RationaleThe University is a global institution. Our global strategic partnerships bring together leading academics and the resources of outstanding universities to deliver transformative impact in key global challenges and provide a gateway for international business into the region.

We recruit students from all around the world, who leave the university as ambassadors for the region and provide ongoing connections. The University produces graduates who are global citizens, whose student experience is infused with international and comparative perspectives gained by study, research and employment experiences.

One example is that with The University of Queensland, we have established the QUEX Institute: a pioneering, multi-million pound partnership that aims to increase our joint global research impact through addressing major world challenges. This strengthens our commitment to co-production of world-leading research, co-supervision of the next generation of researchers, joint collaboration with industry, production of influential policy reports and shared learning between our professional services. Under the overarching banner of ‘Global Sustainability and Wellbeing’, QUEX focusses on three interdisciplinary themes: Healthy Living; Global Environmental Futures; and Digital Worlds and Disruptive Technologies.

We also seek to learn from international experience to enhance our region. For example, as members of the EUniverCities Network we are working with other universities and cities across Europe to gather best practice on civic engagement, around green economy, culture and creative industries and energy. A benefit from these and associated activities is the considerable increase in the national perceptions of the University as one active in this area.

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Our academics are all part of global networks with Universities and international business, able to make links for local companies and their supply chains.

New Cluster Development is an important route for linking local businesses into global research and partnerships. We are actively engaged in in networks relevant to the local economy, such as:

Clean Mobility SW Defence and Security Cluster Environmental Intelligence Space and Satellite Applications

Aim: To use our global reach to improve the international connectivity of our region. We will achieve this Aim by:

Raising awareness of the region’s research assets nationally and internationally; Actively engaging local business in our international academic and business networks; Engaging in international Strategic partnerships alongside regional businesses looking in

particular at existing sectoral clustering and new cluster development; Engaging in joint University/city partnerships across the world; Providing access for SMEs to international supply chains; Producing international graduates with the skills needed by local employers; Leveraging R&D funding from International companies that can benefit the region; Engaging with regional communities to prepare for the increase in international students.

Goal 4. Engagement for the climate emergency and environmental net gain

RationaleThe environment and climate emergency is undoubtedly one of the critical issues of our time and a significant priority for the University of Exeter in terms of our research, education and global strategies. We are a global leader in climate science and natural capital research and aspire to make this expertise available throughout the region in order to protect its natural capital, minimise the impact of the climate emergency, and work towards the goal of carbon neutrality.

As a University we are proud of our climate and environmental academic credentials, and we are working to ensure that this expertise is used to inform our activities and policies locally. We have declared a Climate Change and Environment Emergency, and we are influencing international climate change policy and action with our expertise in climate modelling and energy policy in recent Intergovernmental Panel on Climate Change (IPCC) Reports.

As part of the response to the climate emergency and the commitment from local authorities within the region to become carbon neutral, the University has received an increasing volume of requests for support. These are coming from regional agencies who want support to develop their plans and strategies, as well as supporting the development of local solutions in the region.

It is critical that we work with our regional partners to build a sustainable and clean growth recovery and response to COVID-19 ensuring we collaborate successfully with policy makers, external stakeholders and the communities in which we live and work.

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With regional partners such as the Met Office there is the potential to seek to establish new translational research facilities in Devon and Cornwall, utilising funds and support associated with devolution, COVID-19 response and recovery and Brexit ‘economic re-alignment’.

We are committed to establishing a ‘South West Climate Action Network’ to ensure a coordinated and integrated approach across the region. This will create a hub for our teams and partners to engage and access people, research, data, tools and guidance so that we are united in tackling the environment and climate crisis.

The Environmental Futures and Big Data Impact Lab in Devon and the Tevi Project in Cornwall are working with business to support more environmental solutions to improved productivity, including support for start-ups in this area. They work with SMEs, but larger firms will need support in addressing these issues too. Our proposed Environmental Intelligence Accelerator will bring together the unique research assets in the region to connect with business to resolve the region’s environment and climate change challenges.

Aim: To commit all our resources – intellectual, physical and human - to lead the region in meeting its climate targets.

We will achieve this Aim by: Taking a leading role in the promotion of the SW as a Clean Growth Hub and centre of

excellence, exploiting its benefit for key strategic gain (for example, attracting global talent); Actively supporting local initiatives (such as Exeter City Futures Net Zero Carbon Plan)

delivering carbon neutrality, dealing with climate emergency and energy independence, and creating environmental net gain;

Bringing our research expertise to bear in developing solutions to climate emergency and sustainability challenges e.g. through the development of the new SW Climate Action Network;

Ensuring that natural capital thinking is at the heart of regional initiatives and strategies by spearheading practical solutions;

Pursuing opportunities to establish new R&D translational research centres in both Exeter and Penryn linked to Clean Growth and building on our environmental intelligence strengths.

Goal 5. Engagement for Cultural Benefit

RationaleThe University of Exeter’s Arts and Culture Strategy aims to strengthen creative networks, raise the profile of creative activity at the University of Exeter, and bring more people into a shared and open creative community. By providing time and space for provocative and purposeful engagement across and between different disciplines, places and audiences, we will stimulate new approaches to research and enhance the student experience, whilst playing a leading role in the social, cultural and economic development of the South West region and beyond. The University plays a leading role in the region’s cultural offer, with partnerships delivering distinctive and ambitious cultural activity beyond our campuses. This includes hosting Exeter Culture and the UNESCO City of Literature programme.

The creative industries contributed an estimated £87.4bn to the UK economy in 2015 and 9% of total UK jobs were situated in the creative economy in 2016. Prior to COVI 19, the creative sector is the

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fastest growing part of the UK economy. Arts and Culture will assist in the co-production of new knowledge, and help to broker and nurture high-quality, resilient links with the creative economy with respect to research, impact and employability.

COVID-19 has impacted on this sector in a very considerable way and the University is actively exploring how it can support and help impacted institutions in the Devon and Cornwall regions. Given successes such as the City of Literature designation the profile of arts and culture in the Exeter region is already high. Exeter Culture has secured a significant level of internal and external investment to run a new 3 year programme from August 2020-July 2023. This will support the oversight of the Cultural Strategy in the City, in partnership with the City Council.

Creative Industries are also to the fore in Cornwall and offer significant potential for collaboration.The University is currently leading work on behalf of the Cultural and Creative Industries across the GSW area to see how we can work to link assets and opportunities to ensure that the region can compete for national resources. This has significant potential for the region and recommendations will be produced in June 2020. We have Memoranda of Understanding and associated programmes of activity with the South West Federation of Museums, Cornwall Museum Partnership, Exeter Cathedral, Powderham Castle and RAMM.

There is a recognised need for an inclusive vision for cultural infrastructure on the Streatham campus. The University has explored a shared vision for cultural infrastructure on the Streatham campus, working with stakeholders in the city and a jointly agreed report was produced. Longer term support for infrastructure in the city was included as part of these discussions which may include a Capital Culture Masterplan (identified in the city’s Cultural Strategy) and closer working with some of the key institutions.

The University is also supporting the delivery of Exeter Culture Strategy in collaboration with the City Council and other stakeholders. Aim: We will use our expertise in creative arts practice, culture and heritage to contribute to the vibrancy and cultural richness of our region. We will achieve this Aim by: Supporting the development of cultural strategies in the region; Acting as a place maker by taking a leading role in developing and promoting the region’s

cultural offer, working with partners to deliver distinctive and ambitious cultural activity beyond our campuses;

Engaging with our cultural and heritage assets in the region in support of wider regional engagement strategy objectives;

Supporting creative approaches to addressing real-world problems; Supporting the development of the creative and cultural sector to improve its productivity and

provide employment opportunities; Using our global reach to enhance international connectivity of cultural activities in our region; Contributing to cultural diversity through celebration of cultural and religious events involving

our international staff and students; Exploring how the University can engage with the sector to help overcome the enormous impact

of COVID-19.

Goal 6. Engaging with Policy and Practice

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RationaleThe University has a wide range of expertise that it can bring to bear in developing policy and supporting the development of best practices across a range of fields which impact on the region.The University of Exeter boasts one of the largest, and strongest, public policy groups in the UK and is a member of the University Policy Engagement Network (UPEN). Research across disciplines is catalysing changes to policy at local, national and international levels in areas as diverse as literacy education, open data, regulatory quality, natural capital, health services and ecosystems services.

With demonstrable critical mass and research power in both policy research and impacts, we have the opportunity to generate new lines of original research and a more visible platform. Policy@Exeter, could amplify the value and recognition of our expertise and will: act as a driver for new interdisciplinary evidenced-based policy research, increasing our

methodological capacity in areas where funders have identified skills gaps (e.g. quantitative skills) and in which local and national government similarly seek additional capacity

bring together early career and established researchers with professional services expertise in communications, partnership and engagement, as well as external practitioners.

The University works closely with a host of public sector agencies in the region, supporting policy and practice, organisations such as the Devon and Cornwall Police and the probation service, Local Enterprise Partnerships (LEPs), local authorities, sports organisations and environmental organisations amongst others. Our academics provide insight, expertise and evidence to the problems and challenges faced by our region. This need has been heightened further by the impact of the COVID-19 crisis as organisations struggle to assess the impact of this for their organisations and services, whilst at the same time are seeking to innovate (the new normal), rather than return to old practices.

The University plays host to a wide range of existing research networks and centres such as PenARC, the European Centre for Environment and Human Health, Environmental Sustainability Institute, the Tax Administration Research Centre, the Institute for Data Science and Artificial Intelligence, as well as new initiatives such as Designing Social Solutions strategy, the proposed cross-college International Institute for Cultural Enquiry (IICE), and the South West Climate Action Network. The Community Justice Lab and the Institute for Cornish Studies also have research collaborations with local policy-actors such as the City and County Councils. All these seek to bring insight into policy and practice nationally and regionally.

Through the Marchmont Observatory, a team of economic analysts based at the University are providing an economic evidence base to support LEPs and local authorities address issues of inclusive growth and productivity, supporting the development of economic plans and Local Industrial Strategies. The new Heart of the South West Skills Advisory Panel (SAP) is a route to informed intelligence and evidence-based policy based on research and the latest intelligence. Working with the LEP and Devon County Council, funded by Government, the SAP is delivering a series of Deep Dives that will help inform new policy for the region in areas such as the ‘Future of Work’ and ‘Social Mobility’.

Aim: To contribute to addressing policy challenges in the economic, social and environmental spheres, supporting regional stakeholders to develop solutions to everyday challenges.

We will achieve this Aim by: Supporting the development of inclusive growth policies, local industrial, economic and

environmental planning;

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Enabling collaboration with local stakeholders as a partner in developing local solutions and developing vehicles for making University research more accessible to local policy makers;

Working with and facilitating regional public services to develop robust collaborations and an evidence base, through a new Policy and Evidence hub;

Influencing and advocating policy developments at a regional and national level, ensuring that the local economy needs are highlighted at a national level;

Influencing and seeking regional funding to support regional priorities.

Goal 7. Engagement for Access and Participation

RationaleSome of our local communities are amongst the poorest attaining academically in the UK. Young people eligible for free school meals in the Heart of the South West are significantly more likely to leave school at age 19 without having achieved a Level 2 in English and maths than other pupils locally; and are more likely to do so than young people eligible for FSM nationally.

The Heart of the South West has a higher share of residents employed in occupations1 that are typically associated with low-pay. The percentage of disadvantaged 16 to 18 year olds who achieve qualification(s) at Level 3 and who progress into higher education within Devon and Cornwall is significantly lower than the England average.

The challenge is great, but the University, through its widening participation strategy and active engagement with schools is well placed to support solutions. Our Centre for Social Mobility, exists to: combine practice and research insights for the benefit of students, students, staff and partners to support social mobility through higher education; be a community of evidence-based practice; and; aims to become a regional, national and international hub of research and evidence-based practice.

The University is committed to working to raise aspirations for the long term benefit of the individuals, their families and the wider community and region. A considerable amount of our work with schools locally is with pupils whose backgrounds mean they are traditionally less likely to go to university. In the light of the Black Lives Matter movement, not only will we maintain our commitment to equality of opportunity and to provide an environment that is free from unfair discrimination, but we will work together with all stakeholders to continue to develop a visibly and actively anti-racist approach and to ensure that we provide an anti-racist, inclusive and safe environment for Black students and students from minority ethnic backgrounds.

We seek to help improve the achievements of school pupils, particularly through our involvement in the Ted Wragg Multi-Academy Trust, Exeter Mathematics School and South Devon University Technical College, working with a range of local partners. Our staff are also involved in various Multi-Academy Trust governing boards, South West Academic Trust, and with many individual schools as governors. We also provide outstanding teaching training and Continuous Professional Development opportunities and other resources for local teachers. We work with other organisations to offer mentoring programmes, resources for school pupils, homework clubs and more. We work closely with local primary schools – for example this academic year alone there are 38 students from our Penryn Campus volunteering within Penryn Primary Academy supporting a range of activities.

1 This includes: caring leisure and other service occupations; sales and customer service occupations; process, plant and machine operatives; and elementary occupations.

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The Data Analytics Skills Escalator has been developed to grow the delivery of skills in a field crucial to our region’s future prosperity. It is a geographically based model that also seeks to ensure that local people have access to the skills training that are needed to help them access work and higher paid employment. The model has now been adopted by the LEP in the HotSW and there is the potential to extend this to new sectors.

In terms of widening participation specifically, in 2019, the University of Exeter has worked with: 7 schools in Devon and Cornwall through the Realising Opportunities programme 30 schools in Devon and Cornwall engaged through Exeter Links with approximately 150

students per school interacting with the programme each year. Exeter Links initiatives provides £1,000 per school to help them work with us.

12 schools and 945 students engaged through the Next Steps South West programme.

The University’s pioneering fair access programme - Exeter Scholars - was shortlisted for the prestigious Whatuni Student Choice Awards 2019. Scholars helps pupils from disadvantaged backgrounds develop the knowledge, skills and confidence to make decisions about their future and enter higher education. The South West strand to the programme aims to support young people with academic ability attending schools located in low participation areas.

Even before COVID-19 had laid bare the spatial disparities and income inequalities that blight our society and economy, the Government had committed to ‘levelling up’ regions and bringing the 10 year programme of austerity to an end. The COVID-19 crisis makes achieving these ambitions even more urgent and more challenging.

Aim: We will strive to improve the social mobility of people from under-represented and disadvantaged groups.

We will achieve this Aim by: Working with schools, colleges and partners to help under-represented and disadvantaged

students to progress to higher education either within the South West or nationally; Working with regional partners to better understand and address the contributory factors of

social mobility within the region, drawing on expertise of our Centre for Social Mobility; Supporting school performance via governance and sponsorship arrangements i.e. Exeter

Mathematics School; Ted Wragg Trust; and South Devon UTC; Increasing the proportion of students from low participation areas in the South West within

our own undergraduate population; Investing in fair access programmes such as Exeter Scholars, teaching enrichment, advice

and guidance, and skills development, designed to develop and support student progress into higher education;

Working towards and achieving national best practice standards to better support people with specific needs e.g. care leavers, student carers, students who are estranged from their families and asylum seekers and refugees;

Working in partnership (such as with the new South West Institute of Technology) to develop skills pathways within our region to address specific gaps in expertise, for example in Data Science.

Governance and Delivery

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Overall responsibility for the Regional Engagement Strategy1. Oversight and reporting will be the responsibility of the Regional Strategy Group. 2. The Provost with support from the Vice-Chancellor’s Executive Group will approve

implementation plans and will receive regular performance reports. 3. University Council will receive an annual report and regular briefings on key issues. 4. Operational management of the Strategy is led by the Director for Regional Engagement within

IIB, working closely with Colleges and other Professional Service Directors.5. The Regional Engagement Strategy and the Civic University Agreements will be shaped and

supported by our students, alumni and staff.

Strategic RelationshipsAs part of the development of the Strategy and the accompanying Civic University Agreements, the University will review the current engagement processes to ensure that they are fit for purpose and discuss with a wide range of local and regional partners, the cost effective way to ensure transparency and accountability for the oversight of the Civic University Agreement. Our partners and stakeholders include:

• Local Authorities• LEPs• Business organisations• Industrial Sector organisations (e.g. Mari UK, SW Defence Cluster)• NHS and health and wellbeing sector• Arts and Culture organisations• Voluntary sector, social enterprises and community organisations • Environment Agency and National Parks• Other Regional Research Assets • Regional Primes and Corporates • Regional SMEs linked to key sectors • Educational organisations

Monitoring and Evaluation of this StrategyThe University will monitor against agreed KPIs and success criteria, both quantitative and qualitative, aligning these where possible with the Knowledge Exchange Framework strategy and concordat. Through diversified College plans, PVCs and College leads will be consulted on their contribution to the Regional Engagement Strategy. The Regional Strategy Group will commission an internal evaluation in 2022.

ResourcingThe Strategy will be delivered by a combination of Professional Service and College teams. The IIB Regional Engagement Team that will lead this strategy is currently funded from the Higher Education Innovation Fund (HEIF) and other external funding. A resourcing plan will be developed as part of the PRG discussions.

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