South West England and South East Wales Science and Innovation Audit
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SWW SIA Annexes
South West England and South East Wales Science and Innovation Audit Annexes A–F Annex A: Consortium membership, governance and consultation Annex B: Universities, Colleges and Research Organisations Annex C: LEPs and Local Authorities within SIA area Annex D: Science Parks and Innovation Centres Annex E: Theme Rationale Annex F: LEP / Welsh Government Strategic Alignment A Science and Innovation Audit Report sponsored by the Department for Business, Energy and Industrial Strategy A–F Annex A: Consortium membership, governance and consultation Consortium Membership The following organisations were members of the South West England and South East Wales Science and Innovation Audit consortium, and were consulted during the development of the Expression of Interest, and subsequently during the SIA process. Business Aardman General Dynamics UK AgustaWestland / Finmeccanica Gooch & Housego Airbus in the UK Goonhilly Earth Station Ltd. Airbus Defence & Space (formerly HiETA Technologies Ltd. Cassidian) Airbus Group Innovations UK Huawei Airbus Group Endeavr Wales Ltd IBM Global Business Services Andromeda Capital IQE plc BAE Systems Johnson Matthey plc BBC Oracle Boeing Defence UK Ltd. Ortho Clinical Diagnostics Bristol is Open Ltd. Renishaw Broadcom UK Rolls Royce Centre For Modelling and Simulation South West Water ClusterHQ Toshiba Research Cray Watershed EDF Energy R&D UK Centre Wavehub First Group plc LEPs Cornwall and Isles of Scilly LEP Swindon and Wiltshire LEP GFirst (Gloucestershire) LEP West of England LEP Heart of the South West -
A CRITICAL PATH Securing the Future of Higher Education in England
A CRITICAL PATH Securing the Future of Higher Education in England IPPR Commission on the Future of Higher Education 2013 1 IPPR RESEARCH STAFF Nick Pearce is director of IPPR. Rick Muir is associate director for public service reform at IPPR. Jonathan Clifton is a senior research fellow at IPPR. Annika Olsen is a researcher at IPPR. ACKNOWLEDGMENTS The Commissioners would like to thank Nick Pearce, Rick Muir, Jonathan Clifton and Annika Olsen for their help with researching and writing this report, and London Economics for modelling the higher education funding system. They would also like to thank those organisations and individuals who submitted evidence or agreed to be interviewed as part of this project. In particular, they would like to thank the staff and students who facilitated their learning visits to higher education institutions in Sheffield and Newcastle. They would also like to thank Jon Wilson, along with all those who organised and participated in the joint seminar series with King’s College London, and Marc Stears for his guidance in the early stages of the project. ABOUT IPPR IPPR, the Institute for Public Policy Research, is the UK’s leading progressive thinktank. We are an independent charitable organisation with more than 40 staff members, paid interns and visiting fellows. Our main office is in London, with IPPR North, IPPR’s dedicated thinktank for the North of England, operating out of offices in Newcastle and Manchester. The purpose of our work is to assist all those who want to create a society where every citizen lives a decent and fulfilled life, in reciprocal relationships with the people they care about. -
The High-Potential Learners Project: Increasing the Participation in Russell Group Universities of High Potential Learners from Low-Performing Institutions
Widening Participation Research Fund Final Report Project Title: The High-Potential Learners Project: Increasing the participation in Russell Group universities of high potential learners from low-performing institutions Principal Investigator: Professor Leon Tikly. Co-Investigators: Dr Jo Rose, Dr Liz Washbrook. A brief description of the research project as presented in the original proposal, including the objectives and the research methodology The aim of the research is to provide new evidence on the key influences on the decision-making of disadvantaged learners with high potential from different types of low-performing institutions1. Using a mixture of quantitative and qualitative methods, this research will investigate which home, school, and personal characteristics of KS5 students are the key influences on decision-making potentially leading to HE and RG university participation. The focus will be on evaluating the relative importance of individual factors such as: the nature of career aspirations; financing considerations; knowledge of opportunities and the “system”; self- confidence; and perceptions of school and teacher support; and school- and teacher-level factors, such as: school ethos; setting and streaming; leadership focus on HE/RG attendance; parental engagement; and use of mentors and role models. Such school- and teacher- level factors may directly influence aspirations, or have an indirect effect on aspirations for HE/RG entrance by supporting high attainment, and we will explore this relationship further. Further factors may be added to this list of individual and school/teacher level influences as the research progresses. In the first strand a set of key influences will be identified from quantitative analysis of a large-scale nationally representative dataset of learners at Key Stages 4 and 5 who potentially started HE in 2010. -
Interactions Between Research Capital and Other Resources In
BIS Department for Business Innovation & Skills Interactions between research capital and other research resources in UK Higher Education Institutions Final Report June 2013 This document was prepared for BIS. Authors Mariell Juhlin, Managing Director, Policy Impact LTD. Kate Barker, Senior Lecturer, MIoIR, Manchester Business School. Dr Chiara Marzocchi, Research Associate, MIoIR, Manchester Business School. Dr Thordis Sveinsdottir, Research Associate, MIoIR, Manchester Business School. Disclaimer The opinions expressed in this document are the sole responsibility of the authors and do not necessarily represent the official position of BIS or government. Although BIS has cooperated in the production of this Report they are not responsible for its accuracy or conclusions. The Policy Impact-led team has taken care in the preparation of this report. However, absolute accuracy or completeness of information used cannot be guaranteed. Moreover, we cannot bear responsibility for recommendations that may have been omitted due to particular or exceptional conditions and circumstances. © Policy Impact Ltd, 2013. Any enquiries about this report should be directed to: mariell.juhlin@policy- impact.co.uk. Acknowledgements The authors would like to thank all stakeholders that participated in the research with special thanks to interviewees and survey participants from UK Higher Education Institutions as well as staff in the UK Higher Education Funding Councils that facilitated data access. We would also like to thank HESA and the University of Manchester -
BBSRC Strategic Training Partnerships: Adding Value to Postgraduate Training
BBSRC Strategic Training Partnerships: Adding Value to Postgraduate Training An opportunity for DTP and ICP Managers to consider how best to train the next generation @BBSRC #BBSRCTrainingPartnerships BBSRC Training Partnership Forum 2015 Contents BBSRC Training Partnership Forum 2015 Thistle Marble Arch Hotel, 54 Bryanston Street, London, W1H 7EH Contents - Welcome & Introduction 2 - Programme 4 - Background 8 - DTP Partners 10 - ICP Partners 70 - Speaker Biographies 105 - Delegate List 112 - Notes 115 1 BBSRC Training Partnership Forum 2015 Welcome & Introduction Welcome & Introduction Welcome to the BBSRC Training Partnership Forum 2015 – BBSRC Strategic Training Partnerships: Adding Value to Postgraduate Training – an event which brings together for the first time BBSRC’s key training partners from academia and industry to network and share good practice on delivering world-class doctoral training in partnership. Importantly, discussions at this meeting will inform the development of a new BBSRC Training Partnership Framework (TPF) which will serve as a guide to BBSRC and its community on how we will manage and monitor our training investments. Developing the TPF is a crucial exercise for many reasons. In the context of uncertainty surrounding public sector budgets, it is more important than ever that BBSRC – as an investor in research and training on behalf of the UK public – sets a clear and transparent direction for how it will invest UK taxpayers’ money in the most responsible and productive way possible. It is imperative that our shared duty of care towards our students is highlighted and indeed nurtured. The TPF will provide a template for how we will monitor and capture the benefits realised from these investments, and help the BBSRC community understand what is required when applying for Training Grants. -
Supervisor Handbook
GW4 BioMed MRC Doctoral Training Partnership Supervisor Handbook 2020-21 1 Contents Welcome! .......................................................................................................................................... 4 Important Documentation ................................................................................................................ 5 MRC Documentation .......................................................................................................................... 5 GW4 BioMed MRC DTP Contacts .................................................................................................. 6 Administrative Leads ..................................................................................................................... 6 Academic Leads ............................................................................................................................. 7 Theme Leads .................................................................................................................................. 7 General Information ......................................................................................................................... 8 Expectations of the GW4 BioMed MRC DTP .................................................................................... 8 Supervision ......................................................................................................................................... 8 Supervisor Update Session............................................................................................................ -
Strategic Sourcing in UK Heis: Assessing the Options Final Report
Strategic Sourcing in UK HEIs: Assessing the Options Final Report Dr Wendy Phillips Bristol Business School Faculty of Business and Law University of the West of England Dr Dharm Kapletia Bristol Business School Faculty of Business and Law University of the West of England First published in April 2014 Published by the University of the West of England Bristol Business School UWE Frenchay Campus Coldharbour Lane Bristol BS16 1QY United Kingdom Tel: +44 (0) 117 32 83610 E-mail: [email protected] www.uwe.ac.uk/bbs Copyright 2014 © UWE All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording or any information storage and retrieval system, without prior permission in writing from the copyright owner. Printed in the United Kingdom This report is intended for free use and distribution within the United Kingdom’s Higher Education Institutions. The electronic version of the report is freely available for download from: www.EfficiencyExchange.ac.uk Strategic Sourcing in UK HEIs: Assessing the Options Contents 4 Acknowledgements 4 5 Executive Summary 5 7 Introduction 7 8 Background 8 12 Outsourcing in UK HEIs 12 Activities suitable for outsourcing Core business activities Barriers to outsourcing 26 Focal points 26 Assessing the business need Evaluating outsourcing contracts Managing and realising the benefits of outsourcing contracts Managing the transition process Developing the ‘intelligent customer’ Selecting the right commercial vehicle -
Unleashing Urban Innovation Bristol Case Study FINAL.Pdf
Unleashing Urban Innovation to Level Up the UK Bristol case study November 2020 Contents About Bristol ............................................................................................................................................ 2 About the University of Bristol ................................................................................................................. 2 A Strong University and City Innovation Partnership .............................................................................. 2 A Decade of Strategic Initiatives ............................................................................................................. 2 Identifying Local Strengths and Opportunities ........................................................................................ 3 A Strengthening Partnership for the Future ............................................................................................ 4 The Temple Quarter Enterprise Campus and Innovation District ........................................................... 4 Further information .................................................................................................................................. 4 1 About Bristol Bristol has the fastest growing and most globally significant tech cluster in the UK and the highest business start-up and survival rates among major UK cities. The city-region is globally recognised for excellence in digital media and at the forefront of the aerospace and advanced engineering sectors and home to tech-driven -
Annual Report 2020
2020 Annual Report and Financial Statements Our vision is to sustain and improve upon our world‑leading reputation Governance for research and embrace educational innovation that 58 The Executive Team will nurture skilled, adaptable 64 Corporate Governance and resilient graduates. 74 Operating structure 76 Remuneration report 78 Our alumni engagement and fundraising Strategic Report 3 Key facts and figures 2019/20 17 Value for Money Report 4 Highlights from our community 27 Our Strategy Financial Statements 7 Highlights from our research 43 Community contribution 81 Independent auditors’ report 10 Facts and figures 46 Public benefit statement 83 Consolidated and Institution Statements 11 The Vice-Chancellor and the 50 Principal risks and of Comprehensive Income and Expenditure Chair of the Board of Trustees uncertainties 84 Consolidated and Institution Statements 13 Our operating context 55 Financial review of Changes in Reserves 15 Our value model 85 Consolidated and Institution Statements of Financial Position 86 Consolidated Statement of Cash Flows 87 Principal accounting policies Read this report online bristol.ac.uk/finance/statements 92 Notes to the Financial Statements 57 Governance 2 Strategic Report 80 Financial Statements Strategic Report Strategic Report Students in the teaching Students in a group singing labs, Dorothy Hodgkin class in the Department Building of Music University of Bristol | Annual Report and Financial Statements 2020 2 Strategic Report Key facts and figures 2019/20 The University continued its sustained growth in student numbers, growing by 7% in the 2019/20 academic year. £52 MILLION £ Academic Ranking of Student FTEs World Universities 2020: The University’s +7% 25,667 operating cashflow th remains strong, as do our 2015/16 20,365 64 increased investments 2016/17 21,808 in projects that support 2017/18 23,027 the University Strategy. -
Annual Report and Financial Statements 2018
Annual Report and Financial Statements 2018 Our vision is to sustain and improve upon our world‑leading reputation for research, and embrace educational innovation that will nurture skilled, adaptable and resilient graduates. Read this report online www.bristol.ac.uk/directory/finance/about/financial-statements Strategic Report Governance Financial Statements Financial highlights 2 The Executive Team 34 Independent auditors’ report 44 Our operating Highlights 2017/18 3 Corporate Governance 36 Consolidated and University context Facts and figures 4 Operating structure 40 Statements of Comprehensive 06 Income and Expenditure 46 The Vice-Chancellor and the Remuneration report 42 Consolidated and University Chair of the Board of Trustees 5 Our fundraising 43 Statements of Changes Our operating context 6 in Reserves 47 Our value model 8 Consolidated and University Our Strategy 12 Balance Sheets 48 Our Strategy in action 14 Consolidated Statement Our community contribution 26 of Cash Flows 49 Public benefit statement 28 Principal accounting policies 50 Principal risks Notes to the Financial Statements 55 and uncertainties 30 Financial review 32 16 Research 32 Financial review Temple Quarter 25 Enterprise Campus University of Bristol Annual Report and Financial Statements 2018 1 Strategic Report Financial highlights 2017/18 Student FTEs Student FTE (%) Student FTEs The University continued its sustained growth in student numbers, growing 23,027 by 6% in the 2017/18 academic year. +6% (2016/17: 21,808) • The University Group delivered a surplus 23,027 Home undergraduate 68% of £6.9m before other gains and losses.* 21,808 Overseas undergraduate 9% • The University’s operating cashflow remains 20,010 20,365 strong, as do our increased investments in 18,716 Home postgraduate taught 7% projects that support the University Strategy. -
South West England and South East Wales Science and Innovation Audit
South West England and South East Wales Science and Innovation Audit A Science and Innovation Audit Report sponsored by the Department for Business, Energy and Industrial Strategy Foreword This Science and Innovation Audit has identified the world-leading research strengths and innovative industrial capacity of South West England and South East Wales and the enormous potential of the region to prosper in the new knowledge economy and, indeed, to lead in digital innovation and advanced engineering. We have focused on the pre-eminent strengths in the region in aerospace and high value engineering, microelectronics, new energy systems, digital industries, and environmental technologies. It is clear that there is extraordinary potential to better integrate these sectors and to provide greater innovative potential by focused investment. We also identify the need for skills development in the new technologies that are being created in our region. The overriding impression from this audit is one of strength of opportunity, backed by evidence of achievement but tempered by the concern created by the risks and challenges faced. Our international competitors are advancing and the innovation momentum in the region must be maintained. With the significant opportunities sit real concerns that urgent action is required to optimise delivery of the Government’s Industrial Strategy and to ensure that appropriate investments are made to maintain our lead over the rest of the world. We are confident that our region can deliver a resurgence in manufacturing, building on the opportunities afforded by digital innovation and the strength of the science base. In this way we can drive innovation, increase productivity and deliver a sustainable flow of exports, GVA, growth and jobs to the benefit of the UK. -
Downloads/Collabor.Pdf
Geographical clusters (March 2015) Summary of a FORUM workshop held on 3 March 2015 hosted jointly by the Academy of Medical Sciences and the Wellcome Trust. The Academy of Medical Sciences The Academy of Medical Sciences is the independent body in the UK representing the diversity of medical science. Our mission is to promote medical science and its translation into benefits for society. The Academy’s elected Fellows are the United Kingdom’s leading medical scientists from hospitals, academia, industry and the public service. We work with them to promote excellence, influence policy to improve health and wealth, nurture the next generation of medical researchers, link academia, industry and the NHS, seize international opportunities and encourage dialogue about the medical sciences. The Academy of Medical Sciences’ FORUM The Academy’s FORUM was established in 2003 to recognise the role of industry in medical research, and to catalyse connections across industry and academia. Since then, a range of FORUM activities and events have brought together researchers, research funders and research users from across academia, industry, government, and the charity, healthcare and regulatory sectors. The FORUM is a major component of the Academy's work to deliver the strategic objective of 'linking academia, industry and the NHS' and its success relies on supporter organisations who make an annual donation. We are grateful for the support provided by the members and are keen to encourage more organisations to take part. If you would like information on becoming a member please contact [email protected]. The Wellcome Trust The Wellcome Trust is a global charitable foundation dedicated to improving health.