The University of Glamorgan undertook a process to improve and increase its business and community engagement. Through interviews with staff across the university, they identified strengths and weaknesses in current engagement activities. An action plan was developed to promote engagement, improve recognition of engagement practitioners, develop tools like a business blog to broker relationships, and establish frameworks to measure engagement performance and impact. Early outcomes included increased internal engagement, assigning a senior academic to drive corporate social responsibility, and commercial centers creating profiles to target new markets. The plan aims to further develop engagement capacity, knowledge sharing, and processes to gather customer feedback.

1. PRIFYSGOL MORGANNWG UNIVERSITY OF GLAMORGAN ALUN COX JISC – Embedding Business and Community Engagement

2. Outline University of Glamorgan Process Outcomes

3. University of Glamorgan

4. University of Glamorgan University status 1992 Group comprises – University – three campuses, Further Education College and Royal Welsh College of Music and Drama 21,000 + students Third under 21, 21-29, 30+

5. UoG - Impetus Scale of engagement – impact on funding , HEBCI survey Strategic partnering – Impact rather than volume New Research Hubs Existing commercial centres Corporate Social Responsibility – University grading

6. Process Initial Project board meetings Scope project – new ideas – the unforseen. Interviews – 20+ across the institution not usual Suspects Half day event – Look at strengths and weaknesses across a wide range of activities

7. Process Continued Draft Report – used to understand further Develop Action plan - Draft ideas - next step develop plan

8. Outcomes – Early/Unexpected Internal engagement – new perspectives , particularly Support Services “ Thanks for giving me the opportunity to input to the Business & Community Engagement work today. The interview was useful and enjoyable and I was able to input more than I anticipated” CSR – New senior level academic given responsibility to drive agenda

9. Outcomes Early / Unexpected Commercial Centre Profiles – existing and emerging centres have produced profiles – including quantifying engagement and targeting future markets.

10. Outcomes – next steps Development potential to be discussed at EMG – Enterprise Management Group – draft plan to be commissioned Action Plan produced – overseen by EMG

11. Outcomes - potential Market intelligence – greater sharing – easier said than done – faculty , CSO, marketing Promote importance and improve recognition of BCE activities. – major issue for practitioners Develop ICT to support engagement – JISC project looking at developing Business Blog / brokering.

12. Outcomes - potential Share knowledge and protect / commercialise IP – IP pipeline project in progress (A4B) – dedicated post to trawl internally and develop opportunities. Develop capacity to engage – invest in development (A4B) to be used to support CPD. Develop better processes to gather and evaluate customer feedback

13. Outcomes - potential Establish a benchmark and framework for the measurement of BCE performance and impact Raise the status of engagement work in general and some areas in particular – increase the pool