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Goal Five

Cultural Hub


Warwick Arts Centre

Warwick Arts Centre is one of the largest and most prestigious arts centres in the UK, presenting, commissioning and co-producing an outstanding programme of live events, film and visual arts for the University community and our local and regional communities.

It attracts over 250,000 visitors a year to some 2,000 individual events, with 70% of its audience coming from Coventry and Warwickshire and a further 30% travelling long distances to appreciate its distinctive and acclaimed programme.

Dr Michael Scott

Dr Michael Scott

Dr Michael Scott is a brilliant public engager, making a significant cultural contribution to society. An academic, author and broadcaster in ancient history and archaeology of the Greek and Roman worlds, Michael believes passionately in making the ancient world accessible to a wide audience.

Alongside his role as Assistant Professor, Michael is also Widening Participation and Outreach Officer for the Classics Department. He regularly gives talks in schools, and writes books aimed at the popular market along with articles for national and international newspapers and magazines.

The vision for working with business

NAICWMG (Warwick Manufacturing Group) is a fantastic example of how universities can work with business and the National Automotive Innovation Centre (NAIC) is the latest exemplar. The NAIC will provide a national focus and a critical mass of research capability, combining the expertise nationally and internationally from industry, universities, SMEs and the automotive supply chain.

It will be a unique resource, with an environment to foster collaboration, cohesion and cross-fertilisation of knowledge, and will provide a platform for greater involvement in EU-wide research programmes. It will enable academic/ industry teams to work together in a state-of-the-art building, with tailored equipment to create and integrate breakthrough technologies with a whole-system approach crossing multiple disciplines.

The focus will be on the long-term multidisciplinary challenges identified by the UK Automotive Research Council of Electric Vehicles, Carbon Reduction, and Smart and Connected Vehicles. It will also address the shortage of skilled R&D staff in the automotive supply chain, creating a pipeline of people into companies.

NAIC is a partnership between Jaguar Land Rover, Tata Motors European Technical Centre and WMG/ University of Warwick. There is an investment of £100m in the capital building and research activities, with £15m of the capital cost provided by the Higher Education Funding Council England.

Video

As part of the Strategy refresh process, a number of videos have been filmed with a range of senior staff from across the University. You can watch one of the videos relevant to Goal Five below.

Increasing regional impact

Watch more videos from senior staff >>

 

 

Goal Five
Champion social, cultural and economic growth

A catalyst and partner for regional, national and
international development and sustainability.

NAIC3

Since the University was founded, we’ve had a major social, cultural and economic impact, not only regionally, but also nationally and internationally. We’ll ensure that we keep on exerting a significant and distinctive influence.

Our research must continue to focus international attention on this country and this region, at the same time as introducing economic benefits on a global scale.

We must also build on our agility and responsiveness to emerging trends in teaching and learning, keeping ahead of how models are changing in schools and leading the way in bridging the gap between higher and pre-18 education.

We remain committed to driving social, cultural and economic growth through the quality of our graduates and the real difference they can make to their communities and their sectors.

We’re always looking for new collaborations with Industry that can translate into increased knowledge, productivity and employment. We must thrive as an enterprising university, using excellence in research and teaching as the building blocks of business partnerships.

As we gather momentum, we must convert these to larger scale strategic relationships, seek out opportunities that mesh with our strengths and priorities, sharpen our understanding of what industry and partners are looking for, and create innovation networks – spanning business, enterprise, entrepreneurship, policy and investor groups – with Warwick at their heart.

In our ongoing quest to deliver value and results, we remain committed to working with local and national governments, and to working with other institutions to magnify our economic impact.

We’ll explore all possible avenues by which WMG and WBS can continue to exert a positive influence on local, national and international economies, as well as supporting other disciplines to do likewise.

Meanwhile, we’ll keep on supporting our students and staff in their volunteer work, their great contribution to skills development and education outcomes, and their passion for enriching people’s lives through cultural outreach.

We’ve achieved success in no small part thanks to the support and contributions of a wide range of stakeholders, to whom our commitment remains paramount. As a hub of this local, national and international community, we must continue to engage in new ways and with new groups to achieve new and exciting mutual benefits.

More can always be done to generate benefits from our activities, and to embody and champion causes such as corporate social responsibility. We intend to do it.

Objectives


  • 1. Double the University’s contribution to the regional economy to £1bn p.a. and achieve positive impacts on the national economy.
  • 2. Position the University as a key enabler of social and cultural growth.
  • 3. Deliver the National Automotive Innovation Centre (NAIC) successfully, using both this iconic resource and our Science Park as showcases to foster University-Industry collaboration and attract further partnerships.
  • 4. Significantly increase the percentage of research and development income from the commercial and related sectors, building business relationships to grow impact, income and influence.
  • 5. Make a valued contribution to the support and development of local and wider communities, which will include achieving recognition as sector leaders in closing the gap between higher and pre-18 education.
  • 6. Pursue more creative, inspirational and mutually beneficial engagement with all those individuals, groups and organisations that have a stake in our success.

Objective 1: Economic contribution


We will

✓ Launch a Warwick Commission to explore ways in which the University can work collaboratively with regional and national stakeholders to double its economic impact and develop the enabling infrastructure to support its growth.

✓ Ensure that our engagement with domestic and international employers and alumni is focused both on providing the best opportunities for our students and on the pursuit of our development goals.

✓ Support and develop further opportunities for student enterprise through a new Warwick Enterprise Pathway and innovative ways to embed entrepreneurial activity throughout the student experience.

We will investigate further

➜ Ways of engaging proactively with local and regional infrastructure developments to ensure the University can continue to add value to the region.

➜ Innovative models for achieving high-quality employability outcomes for our students, and increasing our internship and placement opportunities.

➜ Ways of engaging more fully with the social, cultural and economic interests of Coventry and Warwickshire to identify, address and pursue common goals.

We will measure success through

➜ Analysis of the University’s impact on the region and sub-region.
➜ Measures of student employability e.g. Destination of Leavers of Higher Education (DHLE) Survey.


Objective 2: Economic, social and cultural growth


We will

✓Increase the engagement of the local, national and international community in our Arts and Cultural programmes to position the University as a major centre for the provision of the Arts.

We will investigate further

➜ Re-envisioning our sports offering as a means to develop the well-being of students and staff, and in order to provide more benefit to the local community.

➜ How we can enhance the cultural life and reputation of the local region, adding value and competitive edge via the Warwick Arts Centre and the activities of our Students’ Union.

We will measure success through

➜ Increase in reputational and commercial metrics for the Arts Centre.

➜ Measures of community engagement in our sports programmes.


Objective 3: University-industry partnerships


We will

✓ Deliver the NAIC as a model for joint working
between University and industry.

We will investigate further

➜ Additional ways of utilising the University of Warwick Science Park (UWSP) as an enabler of industry-University collaboration.

We will measure success through

➜Measures to quantify the academic and economic impact of the NAIC and UWSP.


Objective 4: Grow income, impact and influence


We will

✓ Be a partner of choice for industry, government and other sectors, generating increased investment and collaboration, and in the process developing a partnership focus for large, multinational companies and separate,complementary focus for SMEs and value chains.

✓ Build on our reputation for innovative engagement with industry by developing significant research and education partnerships with a flexible and interdisciplinary focus.

✓ Significantly increase the proportion of our research income from commercial funders through the development of a cross-functional approach to corporate engagement activities across the University.

We will investigate further

➜ Ways to build on the planned Festival of the Imagination for the 50th Anniversary by reaching more people and making the life and endeavours of the University more visible.

We will measure success through

➜ Increase in research and teaching metrics as a result of collaboration and partnerships.

➜ Increase in research and development income from diversified sectors.


Objective 5: Sector leaders in pre-18 education


We will

✓ Make a sector-leading contribution to changing education policy and the schools agenda, advancing the development of young people through innovative partnerships and programmes such as the WMG Academy for young engineers.

✓ Deliver our commitment to overseas community development through our international programmes (e.g. Warwick in Africa, Warwick in India).

We will investigate further

➜ Opportunities to engage with the policy agenda on the educational development of young people through apprenticeships and other means.

We will measure success through

➜ Measures that quantify the impact of our community and educational activity.


Objective 6: Creative, mutually beneficial engagement


We will

✓Continue to engage with the Coventry and Warwickshire Local Enterprise Partnership, our local authorities, the NHS and organisations across Coventry and broader West Midlands region for mutual benefit.


We will measure success through

➜ Measures of support from, for example, the Local Enterprise Partnership, for future University growth.