Strategic engagement
Key strategic partners for Uni Connect include local authorities , the Careers and Enterprise Company and Local Enterprise Partnerships . Almost all partnerships reported that they are working with these organisations on outreach hub activities . Most partnerships were also working with employers and the NCS ( National Citizen Service ) and around half were working with the Student Loans Company and NHS Trusts . Beyond that , partnerships reported working with a broad range of local and regional partners , including Opportunity Areas , housing associations , and community and third sector organisations .
Whilst the profile of partners engaged through outreach hubs was broadly similar to that for targeted outreach , there has been a notable shift in the nature of this engagement . Hubs have provided a catalyst for partnerships to broaden and deepen existing relationships with partners as they are now able to work with them in a more holistic way , no longer restricted to only working with those schools and colleges eligible for targeted outreach . The hubs are also contributing to more strategic engagement with existing partners , with less of a focus on delivery and more focus on identifying strategic priorities , sharing intelligence and coordinating provision . In addition to refocusing relationships with existing partners , some Uni Connect partnerships have engaged a wider range of partners through hub activities , including employers and community organisations .
The depth , nature and effectiveness of strategic engagement with partners varied across outreach hubs . At a basic level , most outreach hubs were found to be meeting with local partners on a regular basis . In some cases , these meetings were convened by outreach hubs and in others they were led by partners and attended by representatives from outreach hubs . The next level of strategic engagement with partners involved sharing information on local needs and existing provision . In some areas , partnerships undertook mapping exercises in collaboration with local partners to identify schools and groups of learners who were not eligible for targeted outreach but who needed support . Partnerships used a range of different approaches to identify schools / colleges for both signposting and proactive support , with some using multiple methods . There was no consistency identified in the approach and measures being used for this .
Some outreach hubs worked with partners to deliver tailored interventions aimed at addressing key local challenges or gaps in existing provision . These interventions were typically campus visits and skills / careers events , targeting of specific cohorts , or the development of shared resources and guidance ( e . g . labour market information ) for teachers and others working with young people .
Uni Connect partnerships have made some progress in securing match funding during Phase Two of the programme . They had secured a combined total of £ 1.8 million in match funding by July 2020 , accounting for 3 % of their overall funding . The majority of this was in-kind , including digital support , the provision of venues for events and staff time . All partnerships referenced the financial constraints faced by partner organisations as the main challenge in securing match funding . Other challenges included the pandemic , which had resulted in longer-term strategic planning and collaboration becoming less of a priority for partners , and some partnerships ’ lack of understanding of what constituted match funding . Several partnerships said they would welcome greater clarity and direction from the OfS about their expectations .
The strategic relationships established between Uni Connect and local partners were seen as sustainable . In most areas , relationships had been established over the four years since Uni Connect was launched ; a sense of trust and shared endeavour had been developed over this time and partnerships felt an obligation to local partners to deliver on commitments made . The complex and
8