Growing_the_Best_and_Brightest._The_Drivers_of_Research_Excellence

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Growing the best and brightest March 2014 we were told of a collaboration with another researcher as it would be enjoyable and encourage a spirit of challenging / reinforcing research ideas; and between departments, orchestrated by the personal research agenda of a charismatic researcher interested in solving a specific problem. Collaborations can be formed between two types of individuals: those that are complementary and those that are substitutes. Partners who are substitutes bring with them a similar set of skills and the value is in the meeting of minds and sharing of ideas, or the need for a critical mass. Collaborations between complements allow different people bring different skills to the group, as is the case with interdisciplinary partnerships. The chart opposite demonstrates the proportion of collaborations which include both complements and substitutes, and those which are purely complementary. Figure 8: Mode of collaboration Complements and substitutes Source: Interviews with HEIs Complements only
Growing the best and brightest March 2014 Monash-Warwick Alliance Examples of high-level strategic collaborations The Monash-Warwick Alliance was finalised in December 2011 and aims to create a new type of global university partnership. Both institutions emerged in the 60s and have since performed extremely well. They are now looking to this partnership as a way of continuing their rapid growth, to challenge older institutions and models, and take advantage of globalisation. Specific areas have been identified that are best placed to take advantage of such a partnership. These are areas that are already performing well at both institutions, and are considered emerging on the world stage. Joint appointments allow the two institutions to attract world-class individuals and offer them access to people, facilities and funding in two locations. For example, professors will have access to two pools of PhD students, allowing for a greater number of successful matches. They will also be able to apply for funding in the two separate locations, increasing the opportunities to conduct their desired research. Professors will be primarily based at one of the universities, but will spend a significant time at the other. Positions will be mirrored to ensure that there is a balance of staff across both institutions. UEA and Norwich Research Park Norwich Research Park is a partnership between UEA, the Norfolk and Norwich University Hospital and four independent world-class research institutes: the John Innes Centre, the Institute of Food Research, The Genome Analysis Centre and The Sainsbury Laboratory. The partnership allows academics from across the park to draw on each other’s expertise and collaborate closely. Facilities are also shared across the park. If two institutions have the same machine, there are mechanisms in place to ensure that if one is busy the other one can be used. This partnership is attractive to potential professors at UEA, and helps recruit and retain top talent. Rolls-Royce University Technology Centres Rolls-Royce has established a global network of University Technology Centres (UTCs), each of which addresses a key technology. These partnerships are funded by Rolls-Royce on a long-term strategic basis, as they keep Rolls-Royce directly connected to cutting edge academic research capability. They also provide access to skilled people and enable recruitment and retention of highly qualified and motivated staff. Research projects are supported by direct company sponsorship, Research Councils (notably EPSRC in the UK) and international government agencies concerned with developing leading-edge science and technology. Rolls-Royce has UTCs at many UK universities including Oxford, Cambridge and Manchester. Exeter and IBM IBM is one of the first University of Exeter Strategic Corporate Partners. Projects supported by the partnership include initiatives addressing water management, climate change, sustainability and health. Other areas of collaboration include smart metering, analytics and the management of big data. “Solving global challenges is only possible through meaningful collaboration and I am delighted that we have been able to formalise our long term partnership with IBM today. Exeter already has excellent links with organisations such as the Met Office, and the potential for further collaboration will bring an added dimension to our work with IBM.” - Professor Janice Kay, Deputy Vice-Chancellor (Education) for the University of Exeter. Regional Strategic Collaborations Universities often engage in regional collaborations with each other, for example: the N8 (the eight most research-intensive universities in the North of England); the M5 (a group of research-intensive universities in the Midlands); and the GW4 (four research-intensive universities in the South West and Wales). By working together and sharing resources, they aim to increase the opportunities available to themselves and maximise the impact of their research base. Source: collaborators’ websites and press releases
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