MPLS PCER Strategy 2023-2028

Our Vision

A research culture that responds to societal needs and maximises benefits to wider society.

Our Mission

To enable, embed, and promote engagement and collaboration between researchers and the public as part of a research culture characterised by excellence.

Our Approach

We integrate Public Engagement with Research (PER) into research culture and practice, recognising that engagement enhances research quality, relevance, and impact. We focus on two key phases:

1. Early-Phase Research & Engagement

Research projects and researchers who are starting their journey with PCER may not have the knowledge and experience or time to dedicate to developing plans for purposeful, tailored PCER. We therefore provide:

• Training and communications to build PCER awareness, knowledge and confidence.
• Providing opportunities through initiatives like Sparks and STORC or signposting to quality opportunities.
• Helping secure funding for early engagement activities and embedding engagement into research funding proposals.

2. Mature-Phase Research, Engagement & Impact

For projects with established early outcomes and impacts, or the potential for scalability, we offer:

• Guidance on monitoring, evaluating, and capturing impact.
• Signposting to funding and support opportunities.
• Advocacy to gain internal and external recognition.

3. Enabling Factors

To enable researchers to invest the time required to do meaningful, tailored engagement we must also decrease barriers and increase the incentives for public engagement with research. We therefore:

• Streamline our communications to increase awareness of our provision, develop a shared understanding, and to build the visibility and awareness of the value of engagement through sharing broad and varied examples of effective, impactful PCER
• Seek to enhance reward and recognition of public engagement with research as part of researchers’ careers.

Key Priorities (2023-2028)

1. Increase awareness of and participation in quality PCER initiatives, build profile of PCER and enhance recognition of PCER as part of research careers to demonstrate the value of PCER

• Streamlining communications to increase awareness of PCER opportunities and support.
• Sharing case studies of impactful engagement to inform and inspire quality practice.
• Enhancing recognition for PCER within researcher careers.

2. Increase skills, understanding and confidence of researchers and staff to think about, plan and do impactful PCER.

• Providing tailored training and guidance.
• Supporting networks and initiatives in departments that enhance culture and support for PCER.
• Maintaining Oxford Sparks and Science Together initiatives.
• Supporting researchers to integrate PCER into funding proposals.
• Providing targeted assistance for potential REF impact case studies.

3. Enhance and establish partnerships and collaborations to support a more efficient and effective PCER ecosystem.

• Nurture sharing of best practices and lessons learnt.
• Coordinating shared initiatives.
• Collaborating with MSD, Research Services, GLAM, and other internal and external partners.
• Enhancing cross-divisional projects on strategic research themes.
• Aligning with university-wide engagement initiatives, including for local engagement, and embedding shared resources and approaches (e.g., RKEEI and the Difference Framework).

Measuring Success

Progress against strategic objectives will be monitored by collecting information and data according to specific objectives, as well as periodic review against the EDGE tool. Metrics include:

• Evaluating learning outcomes for training.
• Tracking researcher participation in key programmes and impact case studies.
• Monitoring grant applications including PER funding.
• Evaluating collaborations and shared resources.

By embedding engagement into research culture, we aim to create meaningful impact while supporting researchers at all stages of their careers.