Channel 01/2010

LET’S GET DOWN TO BUSINESS Working together for mutual benefit

JAN | FEB10

Editor Rebecca Haroutunian Communications manager Assistant editor Phil Mills Communications officer Channel magazine is published every two months by Marketing and Communications.

Channel is available online at www.brighton.ac.uk/channel.

Alongside this publication our online newsletter eChannel is produced monthly at http://community.brighton.ac.uk/ echannel.

For the latest news about the university, please see www.brighton.ac.uk/news.

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Contact details Channel Marketing and Communications Mithras House Lewes Road, Brighton BN2 4AT +44 (0)1273 643022 communications@brighton.ac.uk Send your news to communications@brighton.ac.uk.

Front page image Lynda Vowles and Fred the horse at Ferring Country Centre by Andrew Weekes.

Print and reproduction

By DSI Colourworks, registered to environmental standard, ISO 14001. This magazine was printed using inks made from vegetable-based oils and without the use of industrial alcohol.

Ninety-five per cent of the cleaning solvents were recycled for further use and 94 per cent of the dry waste associated with this production will be recycled.

Next editions of Channel March–April 2010 Copy deadline 19 March Distributed on 05 April

Contents Regular features News 04–07 Round-up News from across the university

18–19 Research briefing Clean ways to clean ports

Lead features 12–13 Lead article Helping hand for business

14–15 Research feature The Colour Purple

16–17 Research feature A five-step solution

Features 10 Opinion Phil Jones on the links between media and social sciences

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11 The Long View David Taylor 20–21 In conversation...

Chris Baker, new head of Economic and Social Engagement

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22 Staff in focus Fay Lofty from Aimhigher Sussex 23 On campus Cupp on your doorstep 24 Events

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14–15

January | February 2010 Channel Magazine 03

UNIVERSITY ROUND-UP

Comment

By Professor Julian Crampton Vice-Chancellor

The university has a long history of forging links with businesses and community groups. With the current economic climate these relationships are more important than ever.

Brighton is the first university in the country to bring economic and social engagement work together under one umbrella with a key objective of helping businesses become more innovative and to fulfill their ever-increasing demands for cutting-edge business skills.

Through Profitnet we are working with 150 small and medium-sized businesses. Some are new to the Profitnet approach while others are returning for an extension to the original successful experience. All of these companies have used the peer-to-peer experience of Profitnet to focus on how best to thrive in these difficult times. In total, Profitnet has worked with 600 companies in the UK, Ireland and South Africa since its launch in 2004.

There has been a strong interest in Knowledge Transfer Partnerships and companies are using this governmentfinanced programme to make strategic changes, either in new markets and products or improving key internal processes. Links between employer engagement and the university’s career service have led to additional resources being provided for both final year students and alumni looking for jobs. Interestingly, placement opportunities provided by external companies appear to be increasing.

The university’s award-winning Community University Partnership Programme has worked with more than 300 community organisations and is now midway through the South East Coastal Communities project, a partnership with eight other universities across Sussex, Kent and Hampshire. The university has also won £1.7m to create and deliver accessible and responsive demandled courses by working with employers. The university continues to be the lead institution for HEFCE-funded Aimhigher Sussex. The partnership involves all the higher education institutions in Sussex, 11 further education colleges and 30 schools. It is aimed at increasing the aspirations and achievements of young people in Sussex who may then apply to universities in the UK. Together, we are helping business and the community weather the storm.

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SENIOR MANAGEMENT TEAM David House to retire The University of Brighton’s Deputy Vice-Chancellor David House is to retire and will leave the university this Easter.

Vice-Chancellor Julian Crampton said: “David’s guiding hand, wise counsel, and expert knowledge have made a tremendous contribution to the growth and stature of this institution – there is no doubt that he has played a major role in the success of the University of Brighton.

“His influence has reached across the country through his association with the Joint Information Systems Committee and through the many other organisations and individuals who regularly seek out the advice of Brighton on how to manage a complex university successfully.

“There will be many opportunities in the spring to celebrate these achievements, to thank him and wish him well for the future.”

UNIVERSITY OF BRIGHTON Fashion on film A new website featuring fashion on film in the 1920s and 1930s has been launched featuring more than 200 newly-digitised stills and clips. Screen Search Fashion has been developed

by Screen Archive South East, at the university, in partnership with the Royal College of Art and funded by the Centre for Excellence in Teaching and Learning through Design.

The site includes links to Screen Archive South East’s online database, where the films can be explored in more detail. It also includes links to related resources held in archives, libraries and museums, a bibliography of related literature and a glossary of terms.

Screen Search Fashion can be visited at www.brighton.ac.uk/screenarchive/ fashion.

FACULTY OF EDUCATION AND SPORT New Year’s honour John White, former Dean of the Faculty of Education, was made an MBE in the New Years honours.

John, chairman of the governors at Willingdon Community School in Eastbourne, led teacher training departments in Eastbourne College of Education, the Brighton Polytechnic and the university.

John, 77, retired from the university in the early 1990s. He was honoured for services to education.

UNIVERSITY ROUND-UP

UNIVERSITY OF BRIGHTON Online help A new help desk service means staff can ask any facilities management, telecoms or maintenance services using an online request form.

Neil Humphreys, deputy director of Estate and Facilities Management, (EFM) said: “You will be able to navigate to these forms from the help desk web pages http://staffcentral.brighton. ac.uk/estateandfacilities. Once you have completed a request form it will be automatically sent to the correct person (who will become the internal coordinator) by our new software, Planon. You will receive an email confirmation, and will be able to follow the progress of your request. You’ll also be able to identify the internal coordinator should you need to contact them directly.

“You will also be able to follow the progress of your request and identify the internal coordinator should you need to contact them directly.

“We also have a help desk officer, Sophie Davis, who will be supporting this process, so if you have difficulty accessing or completing the online forms you can call Sophie directly on ext 1010.”

UNIVERSITY OF BRIGHTON The big freeze Arctic weather brought heavy snowfalls and made reaching all of the university campuses hazardous in early January.

Most buildings remained open every day although many closed early. The most badly affected was the Falmer campus, mainly because Village Way stayed slippery and dangerous.

Many staff and students braved the difficult conditions to get in, many on foot, and one professor found a novel means of transport. Michael Tucker, Professor of Poetics in the School of

Humanities, skiied the two miles from his Brighton home to Grand Parade and back again.

He teaches Scandinavian studies (1850 to now) and it was in Scandinavia that he learned to ski. He said of his trek through Brighton: “It was a lot safer than walking.”

Volunteers and Estates and Facilities Management staff were kept busy shovelling ice and gritting pathways and steps. Betsy Brewer, corporate systems project manager, thanked EFM staff and described them as “brilliant”.

Above: part of the Eastbourne campus, by senior technician Adrian Carpenter.

FACULTY OF ARTS A beautiful drawing Biten Patel received a Commendation in Design Part 1 in the recent Royal Institute of British Architects President’s Medals for 2009.

Judges were told that Biten’s submission “tells the story of a society of cosmetic surgeons who have succumbed to the pygmalion complex: an insatiable quest to create perfection. With the use of tallow wax as a key material component, fantastical ritualistic spaces are created.

“All this is wedged into the sanctuary of Brick Lane’s courtyard typology.

January | February 2010 Channel Magazine 05

UNIVERSITY ROUND-UP

Overlooking residents can watch the peculiar performance of fleeting blurs and liquid contorted figures.”

Judge Nanaka Umemoto, principal and co-founder of Reiser + Umemoto, RUR Architecture P.C in New York, commented: “The student can draw beautifully – a very good project.”

Design tutors for Biten, an Architecture Part 1 graduate in the School of Architecture and Design, were Nick Hayhurst and Tamsie Thomson.

FACULTY OF EDUCATION AND SPORT Olympic success A Sussex doctor has been appointed chief medical officer for the British team at the London 2012 Paralympic Games.

Nick Webborn, who is based at the Sportswise centre in Eastbourne, will be overseeing the core medical support team and training camps ahead of the games. Dr Webborn specialises in sports medicine at the centre, which is based at the Eastbourne campus.

During the games in August and September 2012 Dr Webborn will be based at the Paralympic Village in London. With his medical team he will deliver support and treatment to British athletes competing in 20 different sports.

He said: “It is a great privilege to be offered this role and I am really happy to be leading the care of our athletes in London. A home games will be very special.”

Dr Webborn has worked with elite Olympic and Paralympic sportsmen since 1992. He has previously held the post of medical officer for the GB team at the Atlanta, Nagano and Sydney Paralympics and is a member of the International Paralympic Committee’s Medical Commission.

FACULTY OF SCIENCE AND ENGINEERING Top award for professor Rory Mortimore, the university’s recently retired professor of geology, has received one of the UK’s most prestigious awards.

He has been invited by the Geological Society to deliver the society’s Engineering Group’s 11th Glossop Lecture. Ivan Hodgson, Engineering Group’s chair, said the invitation reflected the “high esteem in which you are held in our discipline”.

He added: “I am sure that you are aware that it is a rare honour representing the highest award the Engineering Group,

06 Channel Magazine January | February 2010

and indeed the UK engineering geology community, can bestow.”

Professor Mortimore said: “I am pleased for the university and our courses as this is the first time such an award in my profession has gone to a new university.”

The award is seen as recognition of the contribution Professor Mortimore has made to the geological profession, engineering geology and, in particular, for his work on chalk stratigraphy and fracturing. The Glossop lectures have been running since 1997.

Professor’s Mortimore’s lecture will take place at the Royal Geographical Society in South Kensington, London, in November.

Above: London 2012 Olympic stadium

UNIVERSITY ROUND-UP

Row, The Black Horse at Findon, and one in Kent, The Coney in West Wickham, collected the Star Performer award at the university’s Profitnet achievement awards.

He said: “Profitnet opened up a whole world of strategic and practical advice and knowledge. Best of all, it helped us make more money.”

Since its launch in 2004, Profitnet has helped more than 600 businesses in the UK, Ireland and South Africa. Its groups foster learning and innovation by allowing members to exchange knowledge and experience while tapping into specialist resources and expertise at the university.

BUSINESS DEVELOPMENT AND ENTERPRISE Business fellows The university is introducing a business fellows programme. The scheme will fund academics and professionals to work with business development managers (BDM) to identify areas of commercial potential for further assessment and action.

BUSINESS DEVELOPMENT AND ENTERPRISE Netting profits A £1 million increase in turnover and a doubling of profits have earned a restaurant chain Profitnet’s top business awards. Profitnet is the first universityrun peer-to-peer business support programmes in the country for small and medium-sized enterprises.

Judges said David Downard, who runs Mountain Range Restaurants, had defied the recession by producing an “outstanding performance” and by “developing and growing in a dynamic and proactive way”. David, chief executive of the chain which runs two Sussex outlets, The Swan at Forest

Alan Grundy, business development and enterprise director, said this will help embed a strong understanding of the increasing importance of revenue generation to the university, consistent with the corporate plan and alongside clear government signals regarding future funding constraints. It will also encourage enterprising thinking among academic colleagues.

Alan said: “Heads of several schools have already declared an intention to participate in the programme as a result of informal discussions with their BDM and I expect it to grow in the months ahead.

“It is anticipated that up to 10 business fellows may be funded this year, with a similar number in 2010–2011.”

The Plug The Quality of Home Runs, by Dr Thomas F Carter of the Chelsea School, has won the 2009 Outstanding Book Award from the North American Society for the Sociology of Sport.

The international competition is open to authors whose books published the previous year address a topic covering the sociology of sport. Thomas’ book was nominated by peers and the award was made at the society’s conference in Ottawa, Canada.

Thomas said: “I was surprised and delighted to have won this award and to be honoured and have my work recognised by my peers.”

His book, an ethnographic study of the relationship between baseball and Cuban identity, suggests that baseball is in many ways an apt metaphor for what it means to be Cuban.

As an avid baseball fan, Thomas draws on his experiences of listening to and participating in discussions of baseball in the country.

Thomas said: “In parks and cafes, homes and stadium stands Cubans talk baseball. Whether they are debating plays, games, teams or athletes, Cubans are exchanging ideas not just about baseball, but also about Cuba.”

Thomas points out aspects of the sport that resonate with Cuban social and political life: the tension between risk and security, the interplay between individual style and collective regulation, and the risky journeys undertaken with the intention, but not the guarantee, of returning home.

He considers the elaborate spectacle of Cuban baseball as well as the relationship between the socialist state and the enormously popular sport. Drawing on insights from performance studies, cultural studies, and political theory as well as from anthropology, he maintains that sport should be taken seriously as crucibles of social and cultural experience.

The Quality of Home Runs: The Passion, Politics, and Language of Cuban Baseball, 2008, is published by Duke University Press.

If you would like to know more just get in touch with your BDM or contact Alan directly at a.j.grundy@brighton.ac.uk.

January | February 2010 Channel Magazine 07

STAFF IN FOCUS

IN FOCUS...

Building a network of networks Employers spend £450m a year on training, with less than eight per cent of that training provided by universities, said Viki Faulkner, director of the Sussex Learning Network (SLN). Universities should be getting a bigger slice of the cake, she argues, and she plans to do something about it.

Viki said having universities provide more training would be a win-win situation for both employers and universities. Employers would get more subsidised courses, led by experts in their fields and universities would receive more funding plus deepen their contacts with the world of work.

Although the SLN has been in existence since 2005, Viki has only been in post since mid-2009. She was in part brought in to lead the SLN’s new £1.7m, HEFCE-funded Centre for Work and Learning [CWL] project which is led by the university on behalf of the 11 further education (FE) and higher education partners in the SLN. The SLN’s remit is to act as a network of networks, promoting local pathways into higher education, for example, through negotiating changes to university curricula so that qualifications taken at FE colleges, such as BTECs, have the necessary elements for progression to a higher education course.

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It’s about creating progressive opportunities in the workplace.

At the university, for instance, a Food and Culinary Arts foundation degree was created to allow those taking the BTEC National qualification to progress to a degree.

“We are making sure there are the right rungs in the ladder,” said Viki.

The SLN also runs the Sussex Vocational Progression Accord through which progression agreements are negotiated with local higher education institutions guaranteeing students from FE colleges interviews at HE institutions. Another aspect of the SLN’s work is with harder to reach learners who are already in the workplace.

“They don’t want to give up their jobs to do a degree,” said Viki. “They want to work and study at the same time, but they often still have the perception that university is for 18 year olds doing three-year degrees.”

The SLN has two main projects directed at this group. The Learning Opportunities in the South East project covers the whole of south-east England, providing an interactive advice service to people who do not have access to careers guidance officers. It recently won two prestigious national career awards from the Institute of Career Guidance for its work with adults and for Maureen Haywood, who received a Highly Commended award for Career Guidance Practitioner of the Year 2009.

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The team has just been given a contract through Job Centre Plus to support big firms which are making redundancies. Viki said Job Centre Plus was not set up to support people who have higher level qualifications and this is where universities can help in providing opportunities for reskilling or changing career path. “It’s about creating progressive opportunities in the workplace,” said Viki.

The other project is the Centre for Work and Learning (CWL) which focuses on talking to employers and trying to meet their needs. It is about upskilling the existing workforce and supporting our colleges and universities to provide employer responsive training.

This includes remodelling existing curricula at higher education institutions into bite-sized modules which are responsive to employers’ needs. This can mean, for example, that the modules are delivered at the employer’s premises in concentrated chunks of up to a week rather than spaced out over several weeks.

Despite the wide terrain covered by the SLN, the core team is very small and consists of Viki, her deputy Peter Barron and the SLN’s network manager Adam Stewart. The Learning Opportunities team, headed by Maureen Haywood, has four other staff. The CWL is in the process of appointing nine leads to work on a part-time basis each of the nine institutions represented in the SLN. Already the CWL has had some success in working with employers, with the first health and social care courses tailored to the needs of The Priory Group are due to begin in February on the group’s premises.

The CWL is also working on other similarly tailored courses in areas such as complementary therapies, sport and IT. “It’s been fairly busy,” said Viki of her first few months in post, not least because since the proposal for the CLW was put to HEFCE there has been a recession and employers have cut back on training budgets.

The good news for the SLN, said Viki, is that they have sometimes cut back by laying off their own training managers and outsourcing essential training. The CWL also points out to employers that now is the ideal time for employers to look at upskilling their existing workforce in order to be ready to take full advantage of the recovery.

STAFF IN FOCUS

Viki Faulkner, director of Sussex Learning Network

January | February 2010 Channel Magazine 09

OPINION

Wired for success

BY PHIL JONES An increasing number of digital media companies are employing graduates with social sciences degrees such as social anthropology and psychology, according to the managing director of Wired Sussex.

Phil Jones says that digital media companies have branched out from the early days when they were looking for graduates with particular technical or creative skills. “The growing interest over the last few months in students from a social sciences background is linked to the growth of social media,” said Phil. “Companies now need to understand how people interact socially and why.”

Wired Sussex was set up nine years ago to act as a network for the then newly emerging digital media sector in Sussex. It now works with over 1,400 media companies in the region including international companies such as Disney’s Club Penguin, helping them grow, innovate and succeed. One of the key areas for growth is recruitment and Wired Sussex works with universities, such as Brighton, to ensure the industry has the calibre of graduates it requires.

Official statistics suggest that over 10 per cent of the working population of Brighton work in the creative economy and 60 per cent of these work in the digital media sector, with some companies now employing over 100 staff. However, Phil said the sector’s impact on the economy is much greater since the jobs it brings are often better paid, more skilled and potentially futureproofed.

He said that in the past graduates from Brighton’s universities might have taken lower skilled jobs to

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10 per cent of the working population of Brighton work in the creative economy and 60 per cent of these work in the digital media sector, with some companies now employing over 100 staff. stay in the city which pushed less qualified people to the margins and increased unemployment.

The growth of the digital media sector means there are now more interesting, high-skilled, graduate jobs on offer. Although the recession has slowed the sector’s rate of growth a little, Phil said things have started to pick up again. “We are not quite where we were when the recession started,” he said, “but we are very close. Company vacancies are probably around 80 per cent of where they were before the recession.”

The biggest challenge for universities in such a growing sector, said Phil, is that smaller companies are often looking for people with experience and some graduates don’t have this.

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Although at Brighton 90 per cent of students undertake work experience as part of their course.

Wired Sussex has developed a range of its own ways to meet the challenge. For example, it provides additional training for students in areas like project management and networking and runs the Sussex Internship Programme which gives students more onthe-job experience and helps both employers and graduates to understand each other’s needs.

The University of Brighton’s new masters in the creative media is helping students with previous

experience to better understand the rapidly changing sector. Wired Sussex also runs networks for academics and businesses so that they can collaborate better. Phil said a potential problem is that digital media companies are changing fast and are very agile, and there is an issue of keeping pace with them.

“We connect things up and try and lubricate the wheels,” said Phil.

Wired Sussex will be working with particular departments at the university over the next few months to help find ways to ensure vocational courses are appropriate for the needs of the sector.

THE LONG VIEW

Business development:

for the good of society INTERVIEW WITH PROFESSOR DAVID TAYLOR Representatives from the Faculty of Health and Social Sciences have just returned from China where they have been in talks about developing a new programme in community health and public administration for people working in the Shanghai province of Minhang.

Already the work with Minhang District has brought big savings on community health after staff at the faculty discovered that every year thousands of people in Minhang visited their local hospital for treatment for minor illnesses like colds, flu or fevers because they don’t have a developed family GP system.

Advice from the faculty to prescribe simple paracetamol has cut the number of patients being treated for minor illnesses on drips in hospital from 25 to 6.7 per cent. The cost of drips is substantially higher than treating patients with paracetamol and the model is likely to be extended to other Shanghai provinces, providing closer links between the faculty and China.

The work with China, which may include possible exchanges with clinical placement and research links, developed out of a Profitnet relationship, a business development programme created by the university in 2004. Chulin Xia, who was at a Profitnet meeting, runs several companies in the UK and has personal links with the Minhang local government.

The university was approached to develop bespoke educational programmes in health, language and education.

“It’s a really exciting, interesting development,” said Professor David Taylor, dean of the faculty.

The Minhang development is just one of the many ways the faculty is working with national, local and international partners in the community and in business. Professor Taylor says the faculty’s business development work is guided by the principle of adding public value. “It is not about generating income. We will only do something if it fits with our commitment to improve social and public value.”

The projects the faculty is involved with include the Community University Partnership Project.

The innovative programme, a partnership between the university and community groups, is university-

wide but it’s intellectual and physical home is within the faculty, said Professor Taylor. “It is central to our work and the whole faculty is particularly engaged in community work. It acknowledges that knowledge is not just produced in the university and that universities and community organisations have to interact to create new ways to exchange knowledge and to develop mutual understanding.” This includes researchers working with community groups and community groups giving lectures and workshops at the university and taking students on placements.

The faculty also works with private companies. For instance, it developed a private physiotherapy unit at the Leaf Hospital in Eastbourne, which Professor Taylor said is “possibly unique in the country”.

He added: “Many universities have access to hospitals through their medical schools as we have. Our faculty has our own hospital which offers podiatric day surgery. We do work with the NHS, but we have also responded to community need by using the space there to develop services they need. For this reason we set up the private physiotherapy unit which allows us to use our teaching skills and meet local need.”

The faculty works closely with national professional bodies and faculty members are well represented on these. It is home to two national research bodies – the National Council for Osteopathic Research and the National Physiotherapy Research Network. It also houses the Research Design Service South East, a regional body funded by the National Institute for Health Research.

Over the next year the faculty is developing three knowledge transfer partnerships and looking to develop international postgraduate programmes aimed at health promotion, policy and governance.

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Our faculty has our own hospital which offers podiatric day surgery. We do work with the NHS, but we have also responded to community need by using the space there to develop services they need.

“Our focus will continue to be the interaction between economic and social engagement,” said Professor Taylor.

January | February 2010 Channel Magazine 11

LEAD ARTICLE

A HELPING HAND

FOR BUSINESS At the University of Brighton, the business development and enterprise department has a team of dedicated business managers working alongside our academic colleagues to make their work accessible and relevant to business and industry across the region as well as nationally and internationally.

The university now has many projects in progress which are actively helping companies to develop their products, services, technologies, systems and people.

Here are just a handful of examples.

Down on the farm The Ferring Country Centre is a registered charity that helps children and adults with a range of disabilities through a combination of work training and therapy, which includes horticulture, cookery and horse riding. General manager Lynda Vowles joined the university’s Profitnet programme as part of a group which had been set up specifically for charity and social enterprises. Lynda feels that Profitnet helped her to develop her personal skills set.

She said: “At every meeting I felt I developed a new skill to take away with me and apply back at the centre.” One of the centre’s strategic aims is to change the focus from a ‘day centre which sells plants’, to a ‘garden centre which employs people with disabilities’. The first operational challenge is in developing retail systems and processes which will maximise income from the garden centre, taking into account the needs of the client group.

A Knowledge Transfer Partnership is in progress where a graduate associate will work at the centre for two years to investigate and implement IT infrastructure. This will help the client work force to interact more efficiently with their garden centre customers. A further collaboration is underway between the centre and the university, to test an anaerobic digester which will process animal waste, creating methane which can be used to generate electricity for the centre. The design is ultimately intended for use in developing countries where many people are involved in small-scale farming.

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LEAD ARTICLE

In the swim Entrepreneurs and established companies alike are discovering a rich source of expertise to help them reach their goals of development and profit. Plastipack, which produces energy-saving swimming pool and water storage coverings, was one of the first to join the university’s Profitnet programme when it was launched in 2004. The company’s managing director Peter Adlington, had three new product ideas that were in development but needed specialist help in getting them to market. The Profitnet group helped Peter to focus on key attributes such as water saving, solar energy, product life cycle and heat retention.

The company embarked on a Knowledge Transfer Partnership whereby a graduate associate and senior academics from the university worked with the company and provided systematic and technically-validated data to support its marketing strategy. The project was so successful that three new patented and trademarked products were created as a result: Energy Guard which inhibits the growth of algae, saves electrical costs and absorbs the sun’s heat; Cool Guard which gives the same energy saving benefits but also reflects sun’s heat to keep the pool cool, and Sol+Guard which allows maximum solar gain. These new products have helped to position the company as a leading innovator in the sector.

The company has also benefited from many other sources of assistance including the university’s Product Development Centre in Hastings which has provided help with design and rapid prototyping for Plastipack’s new products, the Manufacturing Advisory Service, National Physical Laboratory, and the Innovation Advisory service, all introduced as a result of Profitnet. Peter said: “These organisations have given us access to a wealth of resources similar to those available to multinationals.” Plastipack has gone from strength to strength, and Peter said: “This would not have been the story without Profitnet. Plastipack’s sales were up by seven per cent in 2009 compared to the previous year and we believe we have a positive future.”

Above: Peter Adlington, managing director of manufacturing company Plastipack.

Main image: Lynda Vowles, general manager at Ferring Country Centre with James in the horticultural unit.

Preparing for the future Nick Potter said that 2009 has been a good year for growth.

Unlike most businesses, his web design business has had its best year ever during the recession. However, growth has brought its own challenges, the biggest being finding employees with the right training who can help the company to develop. Nick said recruitment agencies send over people who cannot meet the company’s needs and some graduates coming out of universities do not have the right training.

“We have had applicants trying to join our company and we set them test tasks,” he said. “They cannot complete them so unfortunately we cannot take them on.” The tasks involve simple PHP programming, the language used to create websites, but the students have not received the basic training they need. The company has even tried to give students some tasks to take home so they can learn how to do them in their own time, but they have found them too hard as they do not have enough basic web design knowledge.

Nick said he has been looking for skilled staff for three years and many other web design companies in the area have similar recruitment problems. He has been working with the University of Brighton to find out why students are not graduating with the right skills needed by fast-moving companies such as his. “My initial impression is that what they learn on their courses is too broad for what we require, but we are working so flat out that we cannot offer full-time training.”

On the plus side, though, Nick says the university appears very willing to work with businesses to address the problems.

“Maybe what we need is a mini bolt-on course which could add to the broader skills they have,” he said.

January | February 2010 Channel Magazine 13

RESEARCH LEAD FEATURE FEATURE

The colour

PURPLE

The scientist Karl Von Frisch discovered that when flowers have pollen ready for harvesting, they emit a colour on the ultraviolet light scale, which can only be seen by bees.

This colour quickly became known as beepurple and six years ago, the university’s Economic and Social Engagement department decided to adopt the name for their enterprise network as it reflected the notion that entrepreneurs see gaps in the market that others do not.

The success of the programme is highlighted in the number of past and present members starting up ventures (25) and the 15 members already running ventures, either as self-employed, a limited company, a social enterprise or as a registered charity.

With 1,439 members to date, the beepurple network aims to reach out to students, staff and alumni to help stimulate and develop their entrepreneurship and enterprise skills. Offering advice on how to create an idea, turn it into a reality and protect it, as well as how to network and identify the best ways to promote it, are just some of the key skills taught to members. With an average of 25 people attending each workshop, members are able to draw on the experience of student and graduate entrepreneurs as to how they are running their own enterprises (private or social) – and make a profit.

To help raise the awareness of entrepreneurship as a viable career option to students, those running the network often deliver lectures across all levels of the university to raise awareness about the value of enterprise and entrepreneurial skills and promote the services on offer through beepurple.

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The following case studies (opposite) are just a small sample of those who have benefited from attending beepurple workshops and guest lectures.

RESEARCH LEAD FEATURE

Maria Allen Maria, 20, currently studying graphic design, set up a jewellery business in January 2009 following a positive response from friends regarding the creation of her unique and affordable jewellery.

Maria Allen Jewellery now sells to 40 boutiques worldwide and through its website. It was no surprise to see Maria placed third in the student/graduate entrepreneurs’ category in the university’s Research and Innovation Awards (organised by beepurple).

Maria has drawn inspiration from people she met through the beepurple programme and who taught her skills needed to help her business flourish.

She said: “I first saw the purple-themed stall at the freshers fair and have attended almost every workshop on offer since then”. I met many interesting people, each with their own ideas. And meeting graduates at beepurple events showed me how much can be achieved.

“Beepurple members have always been helpful. I once had a trademarking issue and I discovered one member was a lawyer who gave me useful advice.

Another had years of experience in jewellery design and that too was useful.”

Maria’s success has evolved due to her positive attitude and by her making boutiques aware of the products she has on offer, but the business is still very much in its infancy.

She said: “At the moment, I do pretty much everything from designing the jewellery to the production, photography and finances. One day I’d love to have someone helping me but I don’t mind it at the moment because it’s something I enjoy doing.”

Shawn De Freitas and Begoña Bagur After graduating, former beepurple members Shawn and Begoña set up their own company, Di8it, to provide user-experience design and consultancy services to partners in the UK and abroad.

Specialising in the development of applications for digital TV as well as services for web development and human computer interfaces, the company now boasts an impressive client base, which includes BskyB. Shawn, managing director and interaction designer, and Begoña, marketing director and project manager, have been running the company successfully for two years and received help from the beepurple programme in the early stages. Shawn said: “I was introduced to beepurple when I was doing my entrepreneurship module. The manager of

the network came to speak to my course and invited me to attend one of the events. I attended quite a few from then on, the most memorable being one entitled marketing in the digital age. It was very insightful and made me to think about things I could immediately address in my business proposition. I benefited directly from attending the events and the contacts I made through networking. I have been introduced to several people who provided further support and business opportunities.”

The pair now hope to increase their client base and expand their services. They praised the university’s business development manager in entrepreneurship, Clare Griffiths, who helps run the programme. Shawn said: “We worked very closely with Clare, who does an excellent job. Her understanding of the needs of starting up a business puts her in a unique position to offer valuable knowledge and advice. Her support has been very much appreciated and valued.”

Edward Kipngeno As research and development advisor for the charity IT Skills 4 Rural Kenya, Edward is in charge of day-to-day operations of the charity, looking after 50 volunteers, many of whom were recruited through beepurple.

After attending beepurple workshops throughout 2008–2009, Edward developed the confidence to speak confidently about the charity’s work. He forged a close link with those running the programme, most notably Clare Griffiths and Brad Crescenzo (enterprise officer), and gained personal business advice in areas he was not specifically skilled, including developing effective business strategies.

He said: “I was attracted to the programme because of the interactive nature of the workshops which were run by people with real business experience and expertise. It’s been great working with Clare and Brad. Clare’s help in writing our first-ever successful funding application to Global Charities for our first volunteers training project was good hands-on training for me. Brad’s been amazing at identifying people who want to donate equipment and pointing them in our direction. The charity has benefited greatly from the beepurple networks and contacts.”

Photographs: Top, Maria Allen.

Middle, Edward Kipngeno.

Below, Shawn de Freitas and Begoña Bagur on Brighton beach.

Edward is continuously looking for collaborations and partners who want to contribute to the charity’s cause to help towards a brighter future for Africa. He said: “My hope for the future is that we continue to grow beyond the borders of Kenya and throughout Africa. We are working towards a 2013 vision for a Kenya with 195 villages running IT centres.”

January July| February | August 2009 2010 Channel Magazine 15

RESEARCH FEATURE

ACLEAN simple WAYS TO

SOLUTION

CLEAN PORTS

THE 5 STEP APPROACH

What is the best way to measure the impact of social enterprise organisations? By their very nature the performance of socially driven businesses cannot be measured, as businesses or charities are, on purely economic or social grounds.

Two Brighton scientists and a Franco-British A partnership team at the university, however, developed €5M impact through to to integrating the results of the The final step – Embed It – is about ensuring the have beenhasawarded (Euros) a new five-step approach which is adaptable process into management decision-making and measurement process is fully integrated into the find safe disposal marine enough to be used not just tomethods measure an for dredged into the overall culture of the organisation. management structure of the organisation. organisation’s overall impact, but to be used at a sediments. deeper level to support strategic decision-making.

The Cubist group has spent the last five years developing ways to help social enterprises in fields such as health, sports and the arts and, since 2009, the community development finance institution (CDFI) has provided much needed evidence of their impact. Pressure from funders and policymakers has led to the emergence of a plethora of different methods and the aim is to provide one holistic model which will fulfill a range of functions.

The Cubist group’s Social Impact for Local Economies (SIMPLE) model and training toolkit was based on numerous meetings with social enterprise organisations designed to assess their needs and on a detailed evaluation of existing measurement tools.

The evaluation process showed none of the existing Drs Laurence tools fully Hopkinson met socialand enterprises’ Kevin Stone needs but from thethe team university’s built up a School strong relationship of Environment with andmany Technology of the organisations will be working involved. with The researchers, Associationled francaises

by Jim McLoughlin, des Ports Locaux Jaime de la Kaminski Mancheand andBabak with ports Sodagar, including said the Newhaven, project “could Shoreham, only succeed Fowey,through Poole, Plymouth, building a strong commitment Falmouth, Le from Havre, socialCherbourg enterprisesand to fully Brest. participate in the programme”.

The funding is from the EU programme The INTERREG five stepsIVA outlined and the by the project, SIMPLE called model – SETARMS Scope It, Map (Sustainable It, Track It,Environmental Tell It, Embed It Treatment – take social and enterprises Resuse Marine from the Sediments), basics of understanding aims to produce why economic it is important andtoenvironment measure

16 Channel Magazine January | February 2010

The first step involves answering fundamental questions such as what the mission of the organisation is and what objectives it needs to fulfill that mission.

The Scope It stage also involves an analysis of stakeholders and considers internal and external drivers, such as IT and human resources concerns and economic and political factors.

The second step – Map It – more precisely and systematically identifies the links between the outputs, outcomes and impacts of the social enterprise. It maps logical links between activities, such as training programmes, outputs (such as having 15 people trained on a training programme), short-term outcomes and longterm impact.

Step three – Track It – develops the enterprise’s ability to measure its impact. solutions. It will run until 2013 and will involve seven It involves of the deciding university’s what outcomes staff and two and impact new researchers. the social enterprise will measure; designing methods and tools which the enterprise can The to use main gather problem the data with it needs dredged to measure sedimentitsis what to and impact; do with developing it and options and implementing depend ona the data level of contamination. collection strategy.

If it is sand or gravel it can be cleaned and reused as aggregate but iffourth The the material step – Tell is fine It – concerns grained silts the and clay then it is ability organisation’s often deposited to report the in impact landfill itsites claims which to haveishad notinenvironmentally a clear and persuasive friendly.way, It could such be through as decontaminated graphs which but this showis before expensive, and after or it could be mixed with and locked inside cement scenarios.

After developing the model, the researchers trialled it with 40 social enterprises ranging in size and sector. Working with Social Enterprise London, the organisations tested the toolkit over a three-day training programme.

Those taking part said they found SIMPLE useful and practical and that it helped clarify their plans.

Most said they would use it for business planning, but they also identified other strategic uses for the approach, including improving reporting to stakeholders and improving decision-making.

There were some problems in the mapping stage, with confusion over what the difference between outcomes and outputs, which led to difficulties later down the line. The researchers believe this shows the need for follow-up support to help organisations embed the process.

The researchers said that “in most cases, training but, again, courses alone thisare is not costly. enough” SETARMS and would aimslike to determine to see morethe research level and intotype areasofsuch contamination as best at the ports practice in embedding and to develop the process. new strategies to treat and stabilise the sediment. Dr Stone said:Cubist The “Clearly, group theismore currently material working thaton can be treated andsystems embedding resused,and thedeveloping less that has newto go to disposalmeasures monetised and thus for thethe environmental CDFI sector. impact is greatly reduced.”

The research was published in the Social Enterprise This photograph Journal shows in September the ship 2009 Sospan and has Dau dredging been presented a beach at several in shallow conferences. water at Hayling It has Island also formed and discharging the basis forafurther spray,training a process and called ‘rainbowing’. testing of impact tools.

RESEARCH FEATURE

Jaime Kaminski, Jim McLoughlin and Babak Sodagar

January | February 2010 Channel Magazine 17

RESEARCH BRIEFING

CLEAN WAYS TO CLEAN PORTS University wins major funding Two Brighton scientists and a Franco-British partnership have been awarded €5m to find safe disposal methods for dredged marine sediments. Drs Laurence Hopkinson and Kevin Stone from the university’s School of Environment and Technology will be working with Association Francaises des Ports Locaux de la Manche and with ports including Newhaven, Shoreham, Fowey, Poole, Plymouth, Falmouth, Le Havre, Cherbourg and Brest.

The funding is from the EU programme INTERREG IVA and the project, called Sustainable Environmental Treatment and Reuse of Marine Sediments (SETARMS), aims to produce economic and environment solutions. It runs until 2013 and involves seven university staff and two new researchers.

18 Channel Magazine January | February 2010

The main problem with dredged sediment is what to do with it and options depend on the level of contamination. If it is sand or gravel it can be cleaned and reused as aggregate but if the material is fine grained silts and clay then it is often deposited in landfill sites which is not environmentally friendly. It could be cleaned but this is expensive, or it could be mixed with and locked inside cement but, again, this is costly.

SETARMS aims to determine the level and type of contamination at the ports and to develop new strategies to treat and stabilise the sediment. Dr Stone said: “Clearly, the more material that can be treated and reused, the less that has to go to disposal and thus the environmental impact is greatly reduced.”

Photograph below shows the ship Sospan Dau dredging a beach in shallow water at Hayling Island and discharging a spray, a process called rainbowing.

RESEARCH BRIEFING

£1.5 million grant to fight the spread of sex infections

Creating knowledge through partnership

University researchers have been awarded £1.5 million to find ways to treat partners of people with sexually transmitted infections and to combat the continuing spread of STIs.

From promoting the wellbeing of older people to running building projects with youngsters, an award-winning university knowledge exchange programme has recorded a string of successes.

Increasing numbers of patients are being diagnosed and treated for chlamydia and gonorrhoea, and their partners also need treatment to prevent further transmission.

Between 2004 and 2009, the Brighton and Sussex Community Knowledge Exchange (BSCKE), located within the Community University Partnership Programme (Cupp), proved to be an effective mechanism for developing knowledge exchange programmes and activities.

The study will look for the best ways to get treatment to and test partners who may not realise they are at risk.

Treatment can prevent them from reinfecting patients and transmitting infection to new partners.

Funded in the last year to the tune of £185,000 by the Higher Education Funding Council for England, BSCKE has now completed five years of work in the community.

Professor Jackie Cassell, leading the research at the Brighton and Sussex Medical School (BSMS), a partnership between the universities of Brighton and Sussex, said the study will compare different approaches. Volunteer patients diagnosed with an STI in Sussex will be given information and will be asked to tell partners about the problem and the need to be treated.

“

Patients may have different preferences for contacting different kinds of partners and we will explore their views.

Some will just be given standard information and advice. Others will be offered help in the form of a health adviser offering to inform partners – either straight away or a little while after diagnosis. GP practices will be randomly split into three groups and trained to manage their patients according to one of the approaches.

Since its inception in 2004, BSCKE funded and supported the development of projects and forged relationships between the university, the University of Sussex, the Institute of Development Studies plus 21 Brighton and Sussex university departments and over 100 community organisations. BSCKE-funded projects have won four awards and helped Cupp take the Times Higher Education award for outstanding contribution to local community in 2008. The aim was to develop a model of project funding and partnership to support work projects involving academic staff, students and community organisations.

Professor Cassell said: “We will measure how well these approaches to partner notification work by comparing how many partners get treated.

“We will also measure how many of the original patients are still infected several weeks later in each group – this is also a good measure of partner notification.

Patients may have different preferences for contacting different kinds of partners (for example, ex or current partners) – and we will explore their views in order to help design services.”

The study, funded by the National Institute for Health Research, will also examine the cost-effectiveness of each approach.

In the last year eight new projects were funded and each focused on older people, lesbian, gay, bisexual and transgender people, children and families, and disability. Over the five years, 34 projects were launched and the range of activity was vast from helping substance misuse workers, tackling racism through sport, research into the needs of disabled children, and better understanding the needs of deaf young people.

BSCKE is now working on an exit strategy to preserve its core aims and objectives and will focus on setting up a seed fund to maximise the potential for partnerships to be established and to then seek funding together for further work.

BSCKE generated considerable positive feedback including: “The project would not have been able to affect real change in the lives of young people without the funding it received from BSCKE, and for this, I am truly grateful.”

Another comment read: “I had exhausted all other kinds of funding options. BSCKE offered a way this could be done.”

For more information visit: www.cupp.org.uk/projects/ bsckeprojectlist.htm.

January | February 2010 Channel Magazine 19

IN CONVERSATION

IN CONVERSATION…

Easing our way to the future Chris Baker is not new to start-ups. In the last ten years he has founded and developed the Open University’s Centre for Widening Participation and more recently the Sussex Learning Network (SLN).

He was delighted to accept the challenge of leading the University of Brighton’s newly-created Department of Economic and Social Engagement (EASE), thought to be the first of its kind in the country. Launched in August 2009, the department brings together our work with business and community under one umbrella. Channel talked to Chris about his hopes and aspirations.

You’ve been six months in the job. What do you make of it so far?

Whilst I am new to the role, I did have a reasonable idea of what to expect having worked in and around the university as director of the Sussex Learning Network (SLN). So some things haven’t surprised me. For example, I knew of the commitment and values of staff at all levels, and their friendliness has helped me settle in quickly.

The first task in creating this new department has involved bringing together four existing areas of activity. It is not a case of starting from scratch but building on some real areas of strength and expertise where the university already enjoys a national reputation. Cupp and Profitnet are the two most obvious examples that spring to mind. The other thing that has struck me is how engaged we are as an institution with both commercial and public organisations and a wide range of community groups. This engagement impacts on both our teaching and research and is not simply the province of one department.

in order to sustain work that has been started.

In some cases this will mean taking a more entrepreneurial approach to what hitherto has been a publicly funded activity.

EASE is an example of the mixed economy with scope for both public and private investment.

What is distinctive is that it is characterised, in both the economic and social spheres, by a sense of mutual benefit. Staff participating in this work can transfer their knowledge and expertise but can also learn in the process. This is learning that in some cases informs and directs our teaching and research or simply enriches our lives as volunteers.

“

Finally, we need to begin to identify how we can plan for the changes in funding from 2010–11 onwards. Whilst EASE combines some real areas of strength in business, community engagement

I suspect that, in the future, the three universities based in Sussex will need to learn to do more together and there is probably no better place to start than EASE.

If that is the case why do we need a new department?

I think there are a number of reasons why a department like EASE can add value to the university. Firstly, while we have made significant progress in some areas, we need to engender a commitment to this work across the whole institution.

Thirdly, much of this activity requires us to be skilled brokers identifying and capturing opportunities for new work and the department has to deliver this with and for other schools and faculties. Finally, the department needs to deliver the agreed strategy, document progress in achieving it and report on its benefits and impact.

The Corporate Plan clearly seeks to balance the need for this activity to generate much-needed income as well as enable us to fulfil the broader goals which define our mission as a university. So the new department has to use existing funding to stimulate activity, be it with businesses, raising the aspirations of school leavers or supporting disadvantaged communities. Secondly, we need to seek out new opportunities for funding

What are your next steps?

We need to agree a series of themes which will help identify what is distinctive about Brighton’s contribution to EASE. We need to carefully document the work that is already underway and make that accessible to the widest possible audience so that people can identify the breadth and diversity of the activity and use that to help shape new areas of work.

20 Channel Magazine January | February 2010

We need to look at how we can do things more efficiently. This is why I welcome closer working with research which will help bring together all the various incentives and services designed to support staff developing this work. We have to create a one-stop shop that brings the various research initiatives together with those offered

by Business Development and Enterprise and the opportunities to do research in and with the community which Cupp provides.

and widening participation, the same cannot be said of the funding which underpins it. If mutuality is the key underlying principle defining EASE then partnership is its predominant organisational form. I suspect that, in the future, the three universities based in Sussex will need to learn to do more together and there is probably no better place to start then EASE. Is there anything that has disappointed you?

Obviously the pace of change is sometimes slower than I would wish. I do acknowledge that we need to preserve the quality of our work and this isn’t achieved by grasping at every straw.

When I look at the new department and its staff I do find it hard to reconcile the terms central

IN CONVERSATION

Chris Baker, head of the newly-created Department of Economic and Social Engagement (EASE)

department and support staff with what I see and observe on a daily basis. For a start many of the staff are based in schools or faculties and spread across fives sites as well as with outside groups and agencies. A number come from

academic and professional backgrounds and are highly qualified with experience of curriculum development, research and teaching while others have successfully run their own businesses.

I would like to think that these terms are left

behind with the inadequate description of third stream funding that has characterised EASE activity. It is by its very nature an integral part of teaching and research in this institution.

January | February 2010 Channel Magazine 21

STAFF IN FOCUS

A DAY IN THE LIFE...

Curriculum manager for Aimhigher Sussex Aimhigher Sussex is part of a nationally funded project making young people aware of the benefits higher education can bring, whatever their background. The University of Brighton is the lead partner for Aimhigher Sussex which works with 30 schools, 11 sixth forms and 11 colleges across Sussex engaging with over 4,700 learners. Fay Lofty manages the healthcare, languages and student voice strands of the project. She travels all over Sussex delivering activities and presentations in schools and colleges.

MONDAY Months of work come together when 90 Aimhigher sixth form and FE college students spent a day at St Richards Hospital in Chichester attending workshops and touring the hospital. The event is overbooked, the hospital is only expecting 60 students so I have a busy time giving the keynote presentation, managing numbers and talking to students. The day goes brilliantly and everyone has a really good time – staff and students alike.

TUESDAY Spend the morning delivering training to eight undergraduate language ambassadors from both the universities of Brighton and Sussex. They’re being trained by Routes into Languages in how to use their resources to work in schools with Aimhigher students and from me about what an Aimhigher student is.

WEDNESDAY Meeting with Todd Thornback.

Todd is a University of Brighton student helping with the Aimhigher student voice panel. We discuss the newsletter he’s putting together with them and also go through friend requests for our Aimhigher Sussex page.

A quick visit to Westlain for soup before heading off to a school in Hastings with an ambassador from Brighton and Sussex Medical School to deliver a health and social care activity to two groups of students.

Sandwich in the car on the way to a meeting about the NHS apprenticeship scheme at the South East Coast Strategic Health Authority in Horley. We’re looking at how the range of apprenticeships on offer can map into HE pathways and how to flag them up to Aimhigher students.

Check Aimhigher Facebook page and set up a poll asking whether nursing should be an all-graduate profession. Also trawl The Student Room looking for interesting items.

Fay Lofty

22 Channel Magazine January | February 2010

THURSDAY Attend an activity meeting with colleagues from all over Sussex in the morning and have a presentation from a 14–19 consultant on changes and updates in this area which is interesting and useful.

Straight off to Chichester University in the afternoon to meet with the head of Widening Participation and colleagues from the Sports Psychology programme to devise a taster day for Year 10 students.

FRIDAY The morning is spent analysing evaluations from a mental health nursing taster event held for 60 Aimhigher students taking Psychology at A-level. A serviceuser who gave a very honest presentation has proved popular with the students. Head off at lunchtime to Worthing College to deliver a session to staff and lecturers on Aimhigher.

I use an audience response system called Turning Point to run a multiple choice quiz to test their knowledge of widening participation in the political arena which creates much debate. The session is rounded off by a Q&A session led by the Aimhigher college managers with four Worthing College students who talk about the experience of the Aimhigher programme in a very positive light.

ON CAMPUS

ON OUR DOORSTEPS A community garden will be the first project to benefit from On Our Doorsteps – a new initiative which has grown out of the university’s award-winning Community University Partnership Programme (Cupp).

Cupp continues to tackle social inequalities in communities across Sussex with this new project focusing on funding and collaborating with very local community projects (all within a mile or so of university buildings). On Our Doorsteps will help us to work with our most immediate neighbours.

Cupp is seeking to raise money to get a series of projects going, and it already has one about to start. In Eastbourne, staff, students and residents alike will soon be rolling up their sleeves and getting involved in the community garden, based in Darley Road. Volunteers will grow vegetables and cultivate gardens for local people to come and enjoy. The project will not only develop people’s skills but it will support disavantaged community groups. It will also inform the university’s food-related teaching courses, support the university’s research to develop an edible campus as well as become increasingly sustainable.

Dave Wolff, director of Cupp said: “Through Cupp we have now worked with more than 300 community groups across Sussex, and we’re now looking at how we can be of mutual benefit to our closest neighbours. On Our Doorsteps shares resources and expertise with communities experiencing significant need in these challenging

economic times. As the university is a body with charitable status, it is also important that we demonstrate our wider public benefit.

But of course, we get a lot out of the activity too through curriculum development and research opportunities.”

On Our Doorsteps is just starting and the team is working with the Development and Alumni Office to secure financial contributions to support the activity. Staff, students and anyone else who would like to are invited to make financial contributions - even donating the cost of a cup of tea once a month could make all the difference.

Once projects are up and running there will also be opportunities for staff and students to volunteer. If you are interested in finding out more about this project including how you can help, please contact Professor Angie Hart on a.hart@brighton.ac.uk or David Wolff at Cupp on d.wolff@brighton.ac.uk.

To make a one-off donation to the project or to set up a regular contribution through payroll giving, contact Sam Davies in the Development and Alumni Office (sam.davies@brighton.ac.uk). There is currently an opportunity to almost double the value of donations made to this project through Gift Aid and matched funding, which means all donations at any level will make an immediate impact.

January | February 2010 Channel Magazine 23

Events PUBLIC EVENT Winter Award Ceremonies 2010 Date

Venue

Thursday 11 February and Friday 12 February Brighton Dome, Brighton

INAUGURAL LECTURE Professor Gaynor Sadlo Promoting Heath Through Occupation: creative hands, flow and mindfulness Date Venue

Time

Thursday 4 March Ward Hall, Queenwood, Eastbourne, University of Brighton 6.30pm

INAUGURAL LECTURE Professor Susannah Hagan An Ideal City: ecology vs urbanity Date Venue

Time

Inaugural lecture poster for Professor Gaynor Sadlo

Promoting Health Through Occupation: creative hands, flow and mindfulness Gaynor Sadlo Professor of Occupational Science Thursday 4 March 2010 at 6.30pm Ward Hall, Queenwood University of Brighton Darley Road Eastbourne, BN20 7UR All are welcome – if you would like to attend please email events@brighton.ac.uk.

Thursday 18 March Sallis Benney Theatre Grand Parade, University of Brighton 6.30pm

INAUGURAL LECTURE Professor Matthew Cornford Art in the Title Date Venue

Time

Thursday 22 April Sallis Benney Theatre Grand Parade, University of Brighton 6.30pm

24 Channel Magazine January | February 2010

Inaugural lecture