Evaluating our strategy

How we’re evaluating our strategy

As the strategy is delivered, changes in three broad outcome domains will measure success:

1. The environment for engagement
2. The experience of engagement
3. The effect of engagement

We expect to see these changes across the University as we work with relevant stakeholders to deliver and evaluate our strategy. Below, we propose indicators of change in three outcome domains at the institutional level – environment, experience and effect of engagement.

The central PCER team is using objectives and key results (OKRs) to define its contribution to the strategy. The objectives are taken from the 2024-29 PCER strategy and inform short-term priorities, shaping the team’s work. OKRs provide an easy-to-use framework with which to monitor the team’s contribution to the strategic objectives, helping us adapt our approach and evidence success.

Environment for engagement  

To support more and better engagement across the University, we aim to improve the environment for engagement through coordination, training and provision of resources. As we nurture the internal environment, the Responsible Knowledge Exchange, Engagement and Impact (RKEEI) framework will provide a common language for the culture of engagement we want to promote, both internally and externally. 

Environment indicators

1. Engagement proposals, evaluation, and reporting reflect RKEEI principles.
2. Increase in research funding proposals that include costs for engagement.

Experience of engagement

Our strategy aims to improve the experiences of those involved in engagement. The public, communities, researchers, and engagement professionals will enjoy a better experience if our strategy is a success. We will consider experiences within projects and in wider engagement practices.

Experience indicators

1. Researchers and engagement professionals report increasing satisfaction and confidence over the next five years.
2. Public and community members report improving experiences over the next five years.

Effect of engagement

A positive engagement experience is more likely to produce a positive effect from the engagement. Successful delivery of our strategy will make engagement at the University more impactful. We will better tell the story of the collective difference that engagement makes.

Effect indicators

1. Engagement reporting shows the difference made to the public, communities, researchers, and research.
2. Improved engagement practice is evidenced in the University’s Research Excellence Framework (REF) performance.

Pulse checks

We will continue to listen to those involved in engagement as we move from strategy development to delivery. Regular ‘pulse checks’ are light-touch surveys of engagement experiences. These provide real-time insights and help us adapt our approach as needed.