The Knowledge Transfer Partnerships (KTP) scheme is a UK-wide programme helping businesses to improve competitiveness and productivity. A recent graduate is placed within an organisation to help solve a business problem, with access to our academic expertise.
The below case study is from our KTP with Powerline Technologies:
About Powerline Technologies
Powerline Technologies (PLT) part of Fundamentals Ltd (power systems technology specialists), is delivering next generation Smart Grid Low Voltage (LV) and Medium Voltage (MV) distribution automation solutions to utilities and distribution System / Network Operators (DSO/DNO) worldwide.
Underground cables (UG) are used in locations such as urban areas where overhead lines rights of way is not available, in areas where local or state regulations override economic considerations, near airports, city centres and other locations where an overhead line may endanger lives, and in scenic areas where appearance is an important consideration.
Installing underground lines can cost 7-10 times more than overhead lines. Underground cables are buried at a depth of 450mm to 1200mm depending on the working voltage level. For example, 415 V (450mm) 11 kV (900mm) and 33kV (1200mm).
If a fault occurs in the UG cables, excavation of the exact fault location is of paramount importance in terms of time, cost and customer satisfaction, etc. Also if the outage duration is longer than a certain period the Distribution Network Operator (DNO) is obliged to pay out compensation to customers.
In the United Kingdom, there are 15 distribution network operator (DNO) regions. The 14 different district networks are managed by six operators, while one operator controls the distribution network in Northern Ireland (Figure below). The length of UG cable used by distribution companies depends on the coverage area of the DNO.
Determination of the exact fault location depends on accurate models of the cable and its associated arc. This project investigated both models mathematically for Powerline Technologies. These models will enable the PLT’s machine learning algorithm to pinpoint the fault location for direct and immediate dispatch of repair crews to the location. It will also minimise multiple excavations, cable cutting and ground re-instatement.
The challenge the KTP was set up to address
Powerline Technologies (PLT) has developed a Low Voltage (LV) three core cable simulation model. The challenge now was to onward develop four core cable model and the arc model to increase its simulation accuracy.
Powerline technologies’ AI-based underground cable fault diagnostic and location equipment relies on an accurate digital model of the LV network to produce data to train the AI algorithms. This KTP enabled PLT to embed the developed cable model into the machine learning fault algorithm module.
What changed as a result of the KTP?
The KTP’s focus was to improve two key aspects of underground cable model:
The four-core MATLAB cable model with its associated parameters for integration into PLT’s existing MATLAB network model.
Improved arc fault models and their integration with the designed four-core cable model to more realistically represent the fault process within distribution network underground cables.
Outcome – Impacts & Benefits
For Powerline Technologies:
The four-core MATLAB cable model with its associated parameters for integration into PLT’s existing MATLAB network model could be scaled up and validated.
Widened understanding of suitability of various arc models in particular events.
“In addition to the modelling improvements, the KTP project showed how a collaboration between UWE and a research focused technology SME could increase the latter’s knowledge and understanding of a challenging problem.”
Dr Simon Le Blond, Power System Specialist, PLT
For UWE Bristol
Have further experience of data analysis and field measurement validation
Gained knowledge how to train the AI algorithms for fault diagnostic and location
“Able to take gained knowledge from the KTP project to the classroom for the students. A seminar group has been taught, one of the benefits from the KTP.”
Dr Hassan Nouri, Reader FET Engineering,Design & Mathematics,UWE Bristol
For the KTP Associate:
The KTP Associate Dr Le Trang
The KTP Associate has gained new knowledge in training and accessing the simulation software programmes and experience in handling the field measurement data.
“The KTP gave me the opportunities in skill training such as project management, team working, etc. These skills have not only helped me in managing the current project, but also support me in future career. In my role as an associate, I expanded my knowledge in solid technical and soft skills. I received a lot of support and valuable comments from a KTP adviser, academic and company supervisors”
Guest blog post by Professor Kieran McCartan, Professor of Criminology, UWE Bristol
All research, even theoretical research, has a real-world basis. Research helps us understand the world and our role in it better. Therefore, at the core of all research conducted at UWE Bristol should be people and social life. The social sciences, therefore, are central in developing and adapting a range of different research ideas, methodologies, and products so that they have real world validity and can be used more effectively in practice. The social sciences are the study of social beings, social lives, and social interaction; they are the disciplines that connect our psychological, social, and cultural worlds. The social sciences provide context, and understanding, to our behaviours and actions. This means that all research has a social component to it – whether it be Engineering or Art, Food Technology or Fine Print, AI or Architecture – because humans, and the human experience, are at the heart of all these.
This increased recognition of the importance of the social science perspective is reflected in the external funding landscape. More and more funding calls with ‘hard science’ remits require that academic teams include those from the humanities and social sciences to bring this much-needed perspective to addressing the challenge at hand.
At UWE Bristol, we research a range of social sciences and in doing so add nuance to policy and practice, which means that we can add to ongoing and novel research across a number of disciplines. Our research strengthens external research bids, adds new dimensions to research and publications, and expands the parameters of UWE Bristol’s role as a civic, community based, practice-based university. Social scientists are spread and integrated throughout the UWE Bristol academic diaspora – you find them in every faculty and department.
However, the largest congregation is gathered in the Department of Social Sciences, in the Faculty of Health and Applied Sciences, where the Social Science Research Group (SSRG) is based. The SSRG has over 91 members drawn from disciplines as wide as Philosophy, Sociology, Criminology, Social Psychology, Counselling Psychology, Psycho-social studies, Politics, International Relations, Policing, and Social Work. The SSRG is split into five themes with cross cutting, qualitative research methods expertise:
The World, Meaning and Human Action research theme investigates and employs the interaction between philosophical thought and cultural, political and critical practices, with a particular emphasis on the collective project of human flourishing.
The Global Security and Human Rights research theme draws on work on global security, human security, human development and human rights. Key cross-cutting dimensions are around gender, health, governance, security, human rights, exclusion, vulnerability and resilience, and migration.
The Crime Risk and Society research theme gives voice to the experiences of victims, offenders and professionals within the Criminal Justice System (CJS) and critically engage, challenge and inform criminal justice policy and practice.
The Psycho-social Studies and Therapeutic Practices research theme studies the way in which psychic experiences and social life are fundamentally entangled with each other.
The Identities, Subjectivities, and Inequalities research theme is a collective of researchers who focus on exploring the ways in which identities, subjectivities, and inequalities are produced by exploring how individuals make sense of their selves and the worlds they inhabit as well as on wider social practices and discourses.
How can the SSRG, and social sciences more broadly, add to your research moving forward?
Maybe you need to conduct social research (qualitative, quantitative or mixed methods) to preface, support or evaluate the impact of your research or product?
Maybe you need access to and representation from diverse populations to test your product or innovation?
Maybe you need advice about how to approach and work with frontline professions so that your research can be implemented in the community?
Maybe you need support in working with policy makers so that your research and innovations get used in practice?
Maybe you need a social, cultural, or psychological lens to add nuance to a new or ongoing project?
Maybe you need to understand why different communities, cultures, or populations react differently to the product or innovation that you are developing?
We live in a social world where people are the core users of much of the research and innovation developed at UWE Bristol, therefore the social sciences provide a lynch pin for bringing in expertise to make sure that all the research done at UWE is applied and fit for purpose.
If you are a social scientist interested in joining the SSRG or a colleague at UWE Bristol interested in collaborating with SSRG members please reach out.
The Centre for Machine Vision (CMV) at UWE Bristol have joined forces with Agri-tech and machinery experts at Grimme, Agri-EPI Centre, Image Development Systems, Harper Adams University and two of the UK’s largest lettuce growers, G’s Fresh and PDM Produce, in the new Innovate UK-funded project to develop a robotic solution to automate lettuce harvesting.
Whole head, or iceberg, lettuce is the UK’s most valuable field vegetable crop. Around 99,000 tonnes were harvested in the UK in 2019 with a market value of £178 million. But access to reliable seasonal labour has been an increasing problem, exacerbated by Brexit and Covid 19 restrictions. Early indications are that a commercial robotic solution could reduce lettuce harvesting labour requirements by around 50%.
Thom Graham,Vegetable Specialist at lead projects partner Grimme said: “One of the greatest challenges facing the horticulture sector is sourcing sufficient seasonal labour to conduct their harvest commitments in a timely manner. In addition, rising cost of labour with no increase in retail price has squeezed margins. Growers are looking at solutions that can reduce labour input costs and maintain their resilience in the sector and we hope our expertise can help.”
Dermot Tobin, Managing Director of Farming at PDM said:
“For many decades our business has relied on seasonal labour for harvesting lettuce. Nearly all the lettuce you see on UK supermarket shelves is cut by hand. Sourcing labour is getting really challenging and with wage inflation rising far quicker than return to grower prices margins are really tight. Our industry needs to embrace robotic technology to reduce our reliance on labour so being involved in this project is of the utmost importance to our business.”
Richard Ellis, Innovation & Research Project Manager of G’s subsidiary Salad Harvesting Services Ltd. said:
“The process of lettuce harvesting has continuously evolved over the past 30 years, with harvest, packing, date coding, boxing and palletising all completed in the field, within minutes of the crop being cut. The cutting process of an iceberg is the most technically complicated step in the process to automate. We are encouraged to be involved and see the results of this project which offers the potential to reduce reliance on seasonal labour.”
The project will adapt existing leek harvesting machinery to lift the lettuce clear from the ground and grip it in between pinch belts. The lettuce’s outer, or ‘wrapper’, leaves will be mechanically removed to expose the stem. Machine vision will then identify a precise cut point on the stem to separate lettuce head from stem.
A prototype robotic harvester will be developed for field trials in England towards the end of the 2021 UK season, in around September, then at G’s Espana.
Lettuce is also a valuable crop in Europe and the US. 123,000ha of lettuce and chicory was grown in the EU in 2018[i] with similar areas in the US. These areas have similar issues of access to seasonal labour, offering a significant potential market for the lettuce robot.
The Centre for Machine Vision is part of the Bristol Robotics Laboratory. They solve real-world practical computer vision problems. Their particular excellence lies in realising real-world working demonstrators using state-of-the-art (2D and 3D) machine vision and multispectral imaging, combined with the latest machine learning techniques to solve challenging real-world problems.
Working with UWE Bristol graduates from both undergraduate and Masters programmes, Dr Miles Thompson, Senior Lecturer in Psychology and co-lead of the Psychological Sciences Research Group (PSRG), publishes a study exploring which aspects of an low-intensity Cognitive Behavioural Therapy (CBT) intervention delivered through Improving Access to Psychological Therapy (IAPT) contributed to successful outcomes from the service user point of view.
IAPT services are not without their critics, but the aim of this mixed methods study was to both identify the elements of interventions which contributed to successful outcomes from the service user point of view, and also to attempt to frame the results within the common versus specific factor framework. Common versus specific factors refers to a sometimes acrimonious debate within the psychological literature about what matters most: common factors which are present in all therapies, or specific factors which are only found in certain interventions.
Eight participants took part in this multi-stage research which used both qualitative interviews and a quantitative questionnaire. In stage 1, participants spoke freely about any factors that played a role in their successful treatment as they saw it. In stage 2, participants were given a list of possible contributors to therapeutic change, to encourage them to consider factors they may not have otherwise thought of. Finally, in stage 3, participants were invited to reflect on whether their answers to stage 1 had changed at all following the stage 2 questionnaire. Interestingly, participants did not significantly change their answers after stage 2, and felt their initial responses reflected the most helpful aspects of their therapy.
Five overarching qualitative themes were identified in the data. Three relating to common factors – i. insight, ii. talking and iii. therapist qualities and two relating to specific factors – i. responding differently to thoughts and feelings and ii. tasks/activities. Importantly, all participants spoke about the importance of both common and specific factors. This may suggest that both factors, not just one or other, play an important role in successful outcomes.
It also seems important to note, that “talking” was a key factor in successful outcomes from the service users’ point of view. Some research into IAPT notes that allowing service users the space and time to talk can sometimes be constrained. This study highlights the importance of allowing talking to happen in all its fullness.
Future research that gains a fuller understanding of service user perceptions into why their interventions were successful may provide more evidence about what aspects of treatment are important. This may both increase our understanding of therapeutic processes and help us improve real-world outcomes.
The full publication is freely accessible to all both online and to download here.
Over the next few months, we will be bringing you Research Spotlights on some of our research centres and groups to give you and understanding of the work undertaken within each area.
This first spotlight focuses on the Bristol Leadership & Change Centre:
Bristol Leadership and Change Centre (BLCC) is a research centre within the Bristol Business School, with 52 members including 32 faculty members, 8PhD students and 12 visiting fellows/professors. BLCC has built a thriving community of academics, practitioners and students all actively engaging with and exploring the complex nature of leadership and change in contemporary organisations and society.
The focus of their work ranges from promoting leadership and organisational change in the NHS, to supporting people with complex multiple needs in Bristol, developing entrepreneurial learning in Turkey and supporting malaria elimination in Southern Africa. Such examples demonstrate the potential for inclusive and collaborative leadership to build a shared sense of purpose and commitment that makes a real positive difference to the lives of many people. It is a welcome antidote to the myth of the hero leader and the divisive and destructive practices that feature all too often in news and social media headlines.
Within the Centre members focus on key research themes based around the question ‘How to mobilise and sustain responsible change in complex and uncertain contexts?’ Their research sits within four broad themes:
Leadership & Followership in a Changing World: including responsible and sustainable leadership; complexity, paradox and ambiguity; distributed, shared and systems leadership; and alternative ways of organising.
Cultures of Leading and Organising: including equality, diversity and inclusion; space, place and time in organisations; language and indigenous leadership; and power, influence and identity.
Leadership and Organisational Learning and Development: including ethics, wisdom and spirituality; action research, collaborative enquiry and evaluation; leadership & Management Learning; and coaching & Mentoring.
Behaviour Change and Social Influence: including social Movements; Systems Change; Social Practice Theory; and Creativity, innovation and enterprise.
The following projects showcase a snippet of the work they have been involved with over the last two years, but please visit the research pages to find out more.
Case Study 1: Our Work with the NHS Leadership Academy
Bristol Leadership & Change Centre is involved with a number of projects with the NHS Leadership Academy, below we have showcased two of the projects they are currently working on.
Project 1: Leadership Landscape in London – Learning from the pandemic to inform future leadership development – Richard Bolden, Professor of Leadership & Management
Leadership Landscape in London is led by Professor Richard Bolden and has been commissioned by the NHS London Leadership Academy to capture learning and insights from the Covid-19 pandemic to inform the design and provision of leadership development interventions for NHS staff (and affiliates) across the health and care system in London.
The NHS in England is facing a series of substantial challenges that raise questions about what kind/s of individual and collective leadership capacity is/are required and how this can be most effectively developed within the current context.
The overarching research question for this study is:
‘What has the pandemic revealed about the nature and purpose(s) of leadership in health and care and how effective leadership capacity can be nurtured for the future? ‘
Through a mixed method, qualitative study, we aim to capture a diverse range of perspectives on issues including:
How leaders, managers and staff across the health and care sector within London have been impacted by the Covid-19 pandemic.
How individuals, teams, organisations and the wider system have responded to the challenges and what learning and insights have emerged.
Where there are examples of innovation and adaptation that could be drawn on to inform future leadership and/or management practice and development in London and beyond.
What gaps/limitations have been revealed around current leadership/management capacity and support and what needs to be done to address this.
How to begin addressing the trauma and inequalities revealed by Covid-19 through the creation of spaces for open and honest discussion and opportunities for reflection on lived experience.
Findings will be presented in a report to the NHS London Leadership Academy and partners to review, revise and develop leadership and management development provision in the region.
Project 2: Nottinghamshire Integrated Care System OD Collaborative – Carol Jarvis, Professor of Knowledge Exchange & Innovation
Given the well documented and significant challenges facing the Health and Social Care system, organisations need to develop new and different ways of doing things to sustain their success, and this includes tapping into the potential of their staff to develop creative, innovative and technologically advanced ways of working and caring for patients and service users.
Nottingham & Nottinghamshire Integrated Care System (ICS) is leading the way on integration to close the gap in health and wellbeing outcomes against a backdrop of limited finances, increasing population numbers and increasing numbers of people living in ill health. To support this, partners are working as an Organisation Development (OD) Collaborative across the whole system to develop well supported, informed and involved leaders and services that have the ability to influence the wider system into working effectively with partners across health, social care and the voluntary sector to provide joined up patient/service user care.
In preparation for the introduction of ICS’s on a formal footing in 2022, a team from BLCC led by Professor Carol Jarvis has been commissioned by NHS Midlands Leadership Academy (Leadership and Lifelong Learning) to conduct a pre-diagnostic study. This research seeks to develop recommendations, grounded in a robust investigation of current and best practice, that will support the implementation of a sustainable, system-wide community of practice, with an emphasis on cultural development; service improvement/innovation methodologies; and leadership and in support of providing joined up patient/service user care.
Case Study 2: Shaping the Teaching & Researching Environment in Turkey – Selen Kars, Senior Lecturer Organisation Studies
In 2020, Arthur Turner, Carol Jarvis, Harriet Shortt, Hugo Gaggiotti and Selen Kars designed and delivered a one-week workshop on “Creativity in Research” to over 30 management researchers across Turkish universities. This workshop forms part of the Knowledge Exchange Partnership with Izmir University of Economics (Turkey) Faculty of Business, funded by British Council Newton Fund Research Environment Links and was led by Selen Kars. It aims to transfer UWE Bristol Business School’s three areas of distinctiveness to the lead project partner, Izmir University of Economics to improve the partner’s research environment. More information about the project can be found here. During the week-long programme of synchronous and asynchronous sessions amounting to 24 hours of interactive material, Turkish management researchers were introduced to a range of creative approaches to management research from finger puppets to collage, from photography to storytelling. They discussed examples from their own practice and co-reflected with participants how these approaches can be adopted to participants’ own area of research. The workshop was received with enthusiasm and resulted in four research ideas that participants are keen to forward in collaboration with the workshop team, and has also been nominated for higher Education Council Turkey’s Outstanding Performance Award.
Case Study 3: Improved Healthcare service delivery for infectious diseases in Africa – Peter Case, Professor of Organisation Studies
Professor Peter Case secured a prestigious Bill & Melinda Gates Foundation grant (in collaboration with the Malaria Elimination Initiative research centre based at the University of California, San Francisco) to assist the Ministry of Health and Child Care (MOHCC) in Zimbabwe to improve HIV prevention. The project, entitled ‘Optimizing Stakeholder Operating Models for HIV Prevention in Zimbabwe’, is running from June 2020 to December 2022 with an overall aim of integrating prevention services and moving them forward in a more sustainable way. Using a variety of methods, such as, key informant interviewing, participatory action research and action learning, the study will focus, in particular, on the transformation and integration of Voluntary Male Medical Circumcision (VMMC) services. The research objectives are to:
Identify and quantify the barriers and enablers for uptake of key VMMC and prevention program responsibilities.
Identify the current state of motivation, organizational and individual ability to change stakeholder operating models, and organizational intervention gaps to achieve sustainability.
Identify the drivers (e.g. incentive structures, information, and other triggers) to achieve a sustainable HIV prevention and VMMC program.
Segment community and system stakeholders by their behaviour towards the uptake of VMMC program responsibilities in order to better target interventions.
Engaging the Community and Society
Alongside research projects, BLCC engages with the wider community through a number of projects including;
Unleadership
“In integrating unleadership into organisational life after the pandemic, we anticipate a flourishing of creativity and the humanising of our workplaces to accommodate the human spirit.”
Covid-19 has brought unprecedented disruption to our lives and workplaces. The leaderly acts that have emerged have often been from unexpected places and have achieved outcomes that inspired us. Professor Carol Jarvis and Selen Kars have characterised these acts and associated practices, descrbing them as ‘unleadership’ (Jarvis et al, 2020; Kars-Unluoglu et al, under review).
Unleadership Logo
Carol and Selen are curious about how these leaderly practices can allow communities and organisations to tap into their latent leadership potential. Through seeking out the less obvious and illuminating the spaces in-between they want to create a new movement for unleadership. They will collaborate, reflect upon and be inspired by the leaderly actions of others co-creating innovations that keep developing the concept and practices of unleadership.
Through a series of participative, co-creation workshops and interviews of unleaders they plan to create a resource for others to draw on as we all strive to build back and organise ourselves differently in the future.
To join the Unleadership movement follow us on Twitter @Unleadership.
Find out more about the work undertaken by the members in Bristol Leadership and Change Centre below:
UWE Bristol has recently announced a significant increase in funding for organisations interested in Partnership PhDs.
A Partnership PhD bridges the gap between organisations and universities. It enables an organisation to gain access to cutting-edge real world research that can help transform it.
The Partnership establishes a relationship between an organisation and UWE Bristol, based on a specific project that is mutually beneficial.
Organisations have the opportunity to choose a relevant research area and gain access to cutting-edge research. The researcher will work extensively with an organisation to provide a tailored piece of research.
In turn, the researcher will gain an opportunity to pursue their research in a real-world setting, developing transferable and interdisciplinary skills whilst gaining cross-sector experience.
Over the past two years, the Graduate School, part of the Research, Business and Innovation team at UWE Bristol, has been developing the Partnership PhD scheme. Through it, UWE’s investment in PGR has been matched by over £1m from 23 partner organisations – an amount that we now hope to significantly increase.
Mayowa Olanrewaju, our Knowledge Transfer Partnership (KTP) associate for Harris Evolution LTD, recently spoke to KTN about his experiences as a KTP Associate.
Based in Bristol, Harris Evolution is a commercial refurbishment company, specialising in quick turnaround projects carried out whilst the buildings are still in occupation. Harris’ work is targeted within three main sectors; Education, Healthcare and Hotel/Leisure.
The 24-month KTP project aims to implement transformational innovation through an Advanced Services approach to contract design and development of leadership capacity and will be led by Dr Kyle Alves , Dr Mel Smith and Professor Gareth Edwards (BBS). Through the collaboration with UWE Bristol, Harris will move from a standardised service offer to implementing outcome-based service contracts, tailored around individual customer value.
Please provide a short summary of the KTP company and the KTP project objectives?
To move Harris Evolution LTD from standardised offering towards advanced services by implementing outcome-based contracts tailored around individual customers.
What have been the most positive aspects of your role?
I would say the buy-in from the company senior management, they have given me all the support so far and my academic supervisor is always there to guide me anytime I need him. Also, the project objectives align with my own objectives, so it has been exciting working on the project.
What have been the biggest challenges?
Covid-19 has been a big challenge in that I will have to wait for a response when I need to ask questions or set up a meeting with someone which ordinarily, I would have done by walking into the person’s office. Also, trying to communicate what each party will get from this project is a big challenge as stakeholders have their own expectations and I have to make sure their expectations match the project objectives.
Describe a typical day as a KTP Associate?
Hmmm, a typical day. I would say, you check your Gantt chart to monitor project progress and plan what needs to be done for the day. Check and plan whom to have meetings with or attend planned meetings. Research academic journals to see how you can implement them in your project, communicate with your academic supervisor if you have questions.
What training and development have you benefited from as a result of working as a KTP Associate?
I just started the Ashorne trainings and it has been informative so far. The training program will cover basic project management, leadership and communication skills which will be useful in my project. I also plan to get Prince2 agile Certification and specific trainings in Internet of Things (IOT) and technology. My KT adviser has done well so far; he has given hints on how to manage my project efficiently and what is expected from the project. Like I said, it is still early days.
How would you describe the unique experience of working as a KTP Associate?
There has always been this disparity between academics and the business world as they both have unique ways of doing things so having the opportunity to bridge that gap in a partnership is a wonderful opportunity only KTP can give. The business world is now coming to terms with growth and development academics offer and if properly harnessed, businesses can see the benefits in their annual turnovers
Would you recommend the KTP Associate role to other grads/post grads?
In fact, I have so far recommended it to my friends I graduated with and I have been speaking to friends still in grad school about it. The skills and achievements you will get is second to none. It is a good platform to start your career.
Which 3 words best describe your experience of being a KTP Associate?
Transformative, innovative, and informative.
To find out more about the Knowledge Transfer Partnership opportunities at UWE, visit our website
Knowledge Transfer Partnerships (KTPs) are funded by UKRI through Innovate UK with the support of co-funders, including the Scottish Funding Council, Welsh Government, Invest Northern Ireland, Defra and BEIS. Innovate UK manages the KTP programme and facilitates its delivery through a range of partners including the Knowledge Transfer Network (KTN), Knowledge Bases and Businesses. Each partner plays a specific role in the support and delivery of the programme.
This month UWE Bristol’s Dr. Nikki Cotterill, Associate Professor in Continence Care, Continence Lead for North Bristol NHS Trust, and BABCON HIT Director succeeded at having two of her studies selected for inclusion in the Chief Nursing Officer (CNO) England’s new Research portfolio summary. Dr Cotterill’s studies were the only inclusions from the Bristol, North Somerset and South Gloucestershire (BNSSG) area out of 46 studies demonstrating the breadth and value of nursing research during the pandemic.
Nursing research matters: learning from COVID-19 aims to increase knowledge of nurse-led research in response to Covid-19, inspire other nurse researchers and promote pride in what nursing has achieved through research leadership and its impact. Finally the portfolio will underpin future plans for research and priorities addressing consequences of Covid-19.
The second study included in the Portfolio explores users’ perspectives of bladder and bowel services since changes were made due to COVID-19, and also examines wider issues such as the impact of public toilet closures during the pandemic. This is a collaborative study with Healthwatch Bristol, North Somerset and South Gloucestershire and the Bristol Urological Institute, North Bristol NHS Trust. Both studies are due to report during the summer and are intended to inform policy and decision making for service recovery and future service innovation.
Dr Nikki Cotterill said:
“I’m delighted for our research to be included in this prestigious collection alongside peers conducting high quality research in healthcare, showcasing the contribution nursing research can make for the benefit of patients and raising the profile of bladder and bowel care.”
Dr Fiona Crawford, Research Fellow in Transport Studies, has been awarded funding for a new innovative clean air project as part of the University of Birmingham-led TRANSITION Clean Air Network, funded by UK Research & Innovation.
TRANSITION has awarded £48,000 to five innovative clean air research projects, including Fiona’s, aimed at helping to shape the UK’s low-emission mobility revolution to deliver clean air solutions and help meet the government’s ‘net zero’ targets by 2050.
The five projects, led by both commercial and academic organisations, aim to: characterise changing travel patterns; measure exposure to pollution in different transport modes; progress real-time identification of pollution sources; reduce the emissions of pollutants from so-called ‘zero-emission’ vehicles; and minimise public exposure at the roadside.
It comes after the UK government last month (April) announced it has set the world’s most ambitious climate change target into law to reduce emissions by 78% by 2035 compared to 1990 levels.
Dr Suzanne Bartington, TRANSITION Lead Investigator and Public Health Clinician and Environmental Epidemiologist at the University of Birmingham, said: “We are delighted to fund these innovative projects spanning UK road, rail and bus transport. The outputs will advance our knowledge, understanding and tools to reduce health harms of transport emissions.”.
Fiona’s project, Characterising Changing Travel Patterns in the COVID-19 era, looks at applying methods previously used in gene sequencing to number plates and vehicle registration data to generate insights into travel behaviour during the COVID-19 pandemic to provide insights into the air quality impacts of changes in working patterns and shopping behaviour (e.g., increasing home working and home deliveries). The research will use data supplied by Bristol City Council (under a data sharing agreement) and is very timely with the Clean Air Zone due to be introduced in the city in October 2021.
Fiona commentated: “We are thrilled to receive this funding to help with our research. We know that there have been far fewer cars on the road during the pandemic, but what we don’t know is whether it is the least polluting vehicles that have been taken off the roads. This research will examine how car and van travel has changed across Bristol during different stages of the pandemic and these behavioural responses will be examined alongside the emissions standard of the vehicles involved.”
The other four funded projects are:
Measuring Exposure in Different Transport Modes – led by Nick Molden (Emissions Analytics Ltd)
Focussing on ultrafine particles and currently unregulated pollutants, Emissions Analytics Ltd will measure differential exposure when opting to walk, cycle, drive*, catch a bus* or travel by train* (*comparing diesel and electric variants) on a commuter journey between Oxford and London.
2. Progressing Real-Time Source Identification– led by Gordon Allison (DustScan Ltd)
Enabling real-time air quality management at high spatial coverage, Dustscan Ltd will develop statistical techniques for machine learning to differentiate between construction dust and non-exhaust vehicle emissions using its new DustScan Cloud ‘low-cost’ air quality sensor, including on the HS2 Curzon Street site.
3. Understanding the Impact and Effects of Non-Exhaust Emissions (NEE) on human health and the environment – led by Jon Tivey (First Bus)
NEE from friction related elements of vehicles (namely particulate matter from brake, tyre and road wear) will remain in spite of a changing vehicle market from Internal Combustion Engine to electric propulsion (electric battery and/or hydrogen fuel cell). First Bus will engage vehicle and component manufacturers in a review of opportunities to reduce vehicle wear and associated NEE to inform future policy and regulation.
4. Minimising Public Exposure at the Roadside – led by Dr Fabrizio Bonatesta (Oxford Brookes University)
Focussing on roadside exposure to momentary peaks of air pollution from passing vehicles, Dr Fabrizio Bonatesta’s team will use state-of-the-art airflow simulation software to optimise bus shelter design for minimum air pollutant exposure. The study will be undertaken in collaboration with Oxfordshire County Council and Oxford City Council.
In a recent webinar, Doctoral trainee Uzochi Nwaosu discussed his research on ways to support black men and sexual health, supervised by Dr Jane Meyrick.
Uzochi Nwaosu is a sexual health adviser at a busy London sexual health service and a trainee on the Professional Doctorate in Health Psychology programme.
Dr Jane Meyrick is a Senior Lecturer in Health Psychology at UWE Bristol and Public Health specialist. She focuses on researching sexual health/wellbeing and sexual violence. Her recent work speaks both to UWE’s approach to inclusivity and the importance of community collaboration, focusing on less heard voices in sexual health including sex workers, survivors of sexual violence and racially minoritized groups.
They are working together to find a platform for the voice of black men within the area of sexual health. There work started with building the evidence base around what works and is soon to be published as peer review journal article. Uzochi has interviewed black men in London, to place their voice at the centre of sexual health service development in the NHS.
They are connecting the work to key professional bodies such as BASHH (British Association of Sexual health and HIV) as well as providing additional engagement with the local Health Foundation funded research programme ‘Common Ambitions’, led by African Voices + Brigstowe, which looks to talk to Black men in Bristol about HIV.
View the slides from Zoch’s presentation below and to listen to their podcast here.
