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Measuring civic engagement in higher education is inherently complex due to the diverse and varied nature of civic partnerships.

Understanding the different types can help individuals and organisations leverage these tools effectively.

In the face of an increasing set of challenges, universities must find new ways to innovate and adapt.

Best practice examples of how digital capabilities are deployed across the higher education sector.

Viewing people strategies through the lens of civic engagement offers opportunities for universities to deepen their civic mission.

Providers are required to collect and submit data on the full range of their activities, and much of this is available as open-source data. Institutions are regulated and held to account on their basis of the data they submit. So why is it so complicated to penetrate? And how can the same data give rise to such difference of opinion? 

Many processes in universities remain localised and manual, and as such, staff may think that wholesale change must be driven by experts. But technological implementation can’t just be made in the back office and ‘rolled out’ when it is already diffused throughout our workplaces and social fabrics: it requires individuals to adapt.  

Fostering a strong sense of belonging amongst staff supports a shared sense of purpose and encourages a supportive and enabling environment. This can provide the foundation from which to build on an organisation's institutional and departmental strategic objectives.

By Ben Hunt, Sector Insights Lead / 06 December 2023 Identifying and Engaging the Higher Education Student Higher education students’ identities are constructed in different ways, by them individually, by higher education institutions and within society. This article introduces different ways of thinking about student identities, considers what this might mean for student expectations, and finally reflects on what this might say about different forms of student engagement.  

The sign off date for the first HESA Data Futures (HDF) submission has now passed. What should have been a celebration of a significant milestone in the journey towards in-year data submissions has instead seen institutions limping towards the finish line, dragging their data with them. The regulator has announced the need for an independent review of the processes. So how did we get here, and what can be done?

Relatively recently in the sector, there has been an increased focus on social responsibility and civic engagement, generating more debate around the focus and the definition of these terms. There are now fifty-nine universities committed to creating a Civic University Agreement. This article introduces some factors driving civic engagement in the sector, and discusses some of the challenges related to scoping where civic engagement should apply.

This article outlines issues relating to defining belonging, explains why belonging is important and highlights the work Strive Higher has done to foster belonging in practice.

The student journey is marked by diverse experiences, intellectual growth, and needs. As higher education institutions face increasingly high expectations from students, the role of technology is pivotal in enhancing the educational experience and supporting students throughout their journey to have a positive outcome.

Taking the time to collectively articulate and embed shared values, beliefs and behaviours can positively impact business outcomes.

A student's sense of belonging is intrinsically linked to their student experience. It is well established that engagement, surroundings, and personal space are key facets of fostering student belonging.

Organisations with clearly defined job roles and job families are better placed to ensure they have the right people, doing the right things

UK universities are facing an increasing set of institutional challenges – reductions in public funding, increased competition for students, ensuring the wellbeing of staff and students, attracting talented staff – so it is vital that university services transition from a siloed provision of services to an integrated model supported by strategic business partnering that enables enhanced decision-making across organisations.

Organisational culture is comprised of commonly held values, beliefs and behaviours. Taking the time to collectively articulate and embed cultural expectations can support employee engagement and well-being which, in turn, can positively impact business outcomes. 

Being able to accurately forecast student numbers and recruit students is vital for the financial health of any university. As such, universities must look beyond how student recruitment teams operate to consider how the wider ecosystem across functions can be nurtured to support overall recruitment ambitions.