SUPPORTIVe - Research - University of Ulster

research.ulster.ac.uk

SUPPORTIVe - Research - University of Ulster

SUPPORTIVe:strategy and action plan for research,research training and innovation2006-20091


Vision:A university which makes a signifi cant contribution to knowledge andto society and which promotes excellence by training and mentoringfuture generations of researchers and innovatorsDefinitionsResearch and other scholarship generate knowledge andtechnologies; traditionally the outcomes are disseminatedin published papers or conference proceedings that arenot frequently accessed outside of academia.Research Training involves students on research Mastersand Doctoral programmes and includes training in bothproject / discipline-specifi c and generic research skills.Innovation may ensue from interaction with businessor other public, private, charity and voluntary sectorsthat involves the transfer, or exchange, of knowledgeor technology. The knowledge or technology may havebeen generated through research.Aims1. To carry out and sustain research that aspires to beof the highest quality internationally, that providesknowledge that is disseminated widely and toincrease the proportion of the University’s incomethat is derived from research;2. To support the continuing attraction, retention andintellectual and professional development of staff andstudents;3. To apply knowledge and expertise to support theeconomic, social and creative development ofpublic, private, voluntary and charitable sectors andbusinesses to create wealth, particularly for NorthernIreland.PrinciplesResearchIn providing support, and in anticipating excellence, nodistinction will be made between research that maybe defi ned as ‘pure’ or ‘blueskies’ and that which is‘applied’.Research will be supported strongly within all facultiesacross a number of disciplines, grouped within ResearchInstitutes, in which a core of excellent achievement isalready present.The quality of research in those disciplines will beenhanced by providing support targeted particularlyon individual members of staff who demonstrateachievement at above the expected level or who arerecruited with the potential to become excellent.Collaboration intramurally, regionally, nationally andinternationally will be supported where it can enhancerelevance and performance of, and opportunity for,excellent research.Research potential will be developed by ensuringappropriate support for staff members who are at theearliest stages in a research career.All major projects will be planned carefully, includingeconomic appraisal, monitored for the achievement ofobjectives and sustainability post the funding period, andevaluated post-project.The allocation of research funding within the universitywill include a substantial component directed tothose who successfully obtain funding from the mostprestigious external funders nationally or internationally,e.g. RCUK, major charities (Leverhulme Trust, Nuffi eldFoundation, Rowntree Trust etc), NIH, NSF and theEuropean Commission or UK government sources.2


Research TrainingResearch students will be educated and trained in thebest research environments that can be provided, withaccess to top class facilities commensurate with theirprojects and under the formal supervision of staff whothemselves are experienced researchers.All supervisors will have participated in training toensure clear understanding of their responsibilities andof University regulations and procedures.All arrangements for supervision and assessment ofresearch students will meet, or exceed, the standardsexpected nationally (as defi ned by the Quality AssuranceAgency, QAA) and internationally.InnovationEngagement with external organisations to developmutually benefi cial partnerships will be a key mechanismfor the achievement of objectives. Activities usuallyreferred to as ‘consultancy’ will be supported.All parts of the university, including both those witha strong research profi le and those without, will besupported in any application of technology, knowledgeor expertise that drives innovation.Innovation through creativity will be supported, mostvisibly through the Creative Industries sector but also inall interactions with external organisations.A programme of generic and discipline-specifi ceducation and training will be provided for all researchstudents, and any members of research staff that wishto access it, matched to the assessed skills and needs ofeach individual. Web-based resources will be providedto enable individuals to track their learning, skills’acquisition and the development of a career portfolio.3


Commitment to Equality ofOpportunityIn supporting and carrying out Research, Research Training andInnovation, the University will ensure equality of opportunity and goodrelations as outlined in its Equality Scheme, and associated policies, andwhere possible and practicable it will be proactive in this.ContextThe University of Ulster (UU) has developed its researchin line with a series of strategic plans and within its overallCorporate Plan. Over the past decade research hasdeveloped strongly both quantitatively and qualitatively,the nature of research training has been transformedand the processes of technology and knowledge transfer(TKT) have emerged to ensure the disseminationof research fi ndings that enable innovation. Thesedevelopments and the university’s current standing inresearch are documented separately. 1The Corporate Plan under development during 2006indicates a vision “To be a University with a national andinternational reputation for its excellence, leadership andregional relevance”. Of the fi ve core strategic aims thatwill be pursued to realise the vision two are particularlyrelevant to this document. These are to:• Undertake excellent research in selected areas; andto• Establish the University as a sector leader in promotingcreativity and innovation.A third strategic aim underpins our work in all areas.This is to:• Conduct business in line with the University’s corevalues 2 .1Document entitled ‘Research at the University of Ulster1998-2005’,www.ulster.ac.uk/research.context2The core values are to: see each student and member of staff asan individual with their own needs; provide quality learning anddevelopment for students and staff; respect ourselves and those wedeal with and be accountable for what we say and do; work togetherwith trust, openness and honesty; value diversity and inclusivenessand see everyone as equals; be creative and adapt to the challengesof change; and take pride in how we do our work.Although we have renewed our commitment to workingto support the development of our region, we musttake our place among the national and internationalcommunity of universities. The performance of excellentresearch contributes to the standing of NorthernIreland and makes available the fi ndings that can lead toinnovation in existing businesses and the creation of newbusinesses. The training of research students ensuresthe availability of skilled people to carry out academicresearch and to lead R&D within business. A universitythat excels in research can be a force for cultural andsocial regeneration, acting as a magnet for high qualitystaff, students and businesses that wish to benefi t fromproximity to the research base and expertise.Within Northern Ireland there is support forinnovation that may lead to economic prosperity. The NIDepartment of Enterprise, Trade and Investment (DETI)has developed a Research and Innovation Strategy (RIS),and an associated Action Plan. These are detailed on theDepartment’s website www.detini.gov.uk linking to www.detini.gov.uk/cgi-bin/moreutil?utilid=19The University provided input to the development ofthe RIS and Action Plan. Input was also provided tothe second Corporate Plan of Invest Northern Ireland(InvestNI). As a Non-Departmental Public Body of theparent department, DETI, InvestNI is responsible fordelivering on many of the RIS and other DETI objectivesand as such parallels in some respects the regionaldevelopment agencies (RDAs) established elsewherein the UK. The University maintains excellent workinginteractions with InvestNI. www.investni.com linking towww.investni.com/index/about/ab-reports-n-publications/ab-reports-corporate-info/ab-reports-corporate-strategy/corporate_plan.htm4


Additionally within the province our capacity toundertake research, and to some extent the directionthat the research might take, is infl uenced substantiallyby the strategies of a number of other governmentdepartments, most notably DEL www.delni.gov.uk andDHSSPS (through its HPSS R+D Offi ce) but also eachof the other departments. All such strategies have beendeveloped recently or are currently in developmentand are shaped, in part, by extensive, province-wideconsultation. The University ensures that it makesrobust contributions to such exercises. Within the areaof health and social care research, for example, the PVC(R+I) is a member of the Strategic Advisory Board whichis responsible for development of a strategy for the HPSSR+D Offi ce. www.centralservicesagency.com/display/rdoThe fi nal section of the document lists the majorobjectives for the current year and the associated risksthat must be controlled. This section will be reviewedand updated annually.This document has been developedwith input from colleagues across theUniversity. This input has beenextremely valuable.The current document provides clear guidance on actionto be taken during the period 1 January 2006 to 31 July2009, i.e. until the funding earned through the 2008Research Assessment Exercise (RAE) has been allocated.The guidance provided will allow every member ofthe university’s community- staff or students, centralsupport departments, external partners - to understandthe university’s objectives in research and innovation. Itis hoped that this understanding will enable collegialityinternally and also facilitate partnership with externalorganisations that have goals and intentions in commonwith those of the university.5


The Principal InfluencesA modern university does not exist in isolation. A signifi cant activitysuch as research is infl uenced fundamentally by many local, national andinternational external factors, and by policy internally. The environmentin which we operate requires more competition for funds and for highquality staff and students, and there is greater uncertainty about futurenational and international support either for research or innovation.The principal external infl uences are:■ The UK RAE, next to take place during 2008,affecting both the university’s standing inresearch and the availability of funding;■ The UK and NI arrangements for continuation ofthe Higher Education Innovation Fund (HEIF);■ Policy set by local, national and internationalorganisations that fund research, includinggovernments and the possible development ofa European Research Council;■ National and international developments thatmay change Higher Education quality standardsand competition for funding, research students,and staff. For example Singapore has investedextremely heavily in Life Sciences attractingmany of the world’s foremost research leaders,while many post-1992 UK universities too arebecoming formidable research competitors in anumber of disciplines;■ Policy set by funding councils and the QualityAssurance Agency (QAA) with regard toresearch student training and support;■ Policy set by government and governmentagencies with regard to innovation. CurrentlyUK and EU government greatly favours thesupport of universities as drivers of innovationand recently the DTI reinforced its commitmentto innovation through creativity 3 ;3The report ‘Creativity in Business’, www.DTI.gov.uk■ Economic or societal changes that may infl uenceavailability of funding or of staff and students,e.g. in Northern Ireland a return to devolvedgovernment may or may not change the linkwith GB research funding allocations;■ The EU-wide requirement for skilled personnelto undertake the R+D activity that should riseto 2.5% of GDP (currently UK = 1.4% of GDP;NI = 0.8%) 4 .The principal internal infl uences are:■ The continuing commitment to the regionalongside the need to achieve internationallyrecognised excellence;■ The motivation and ability of staff to undertakeresearch and the quality of research studentsattracted;■ Strategies pursued by faculties that may infl uenceresearch quality and quantity;■ The gradual embedding of Research Institutesas long-term organisational elements of theUniversity’s management structure;■ The broad scope of research expertise anddisciplines across the University. Theseenable the pursuit of multidisciplinary andinterdisciplinarity, both of which can driveexcellence;4SET for success: The supply of people with science, technology,engineering and mathematical skills (2002) Report to HM Treasury‘The Roberts Review’ Science and innovation investment framework2004-2014 (2004) HM Treasury6


■ Strategies pursued by central supportdepartments that may infl uence the appointmentand retention of excellent researchers, theprovision and maintenance of appropriateinfrastructure, including facilities and equipment,and the complexity of routine activities,associated with teaching and research, thatreduce the time available for research;■ The quality of the research environment andthe research ethos;■ The University’s overall fi nancial well-being andthus ability to pump-prime research;■ The University’s multi-campus nature. This bringsboth benefi ts, e.g. strong links with communitiesacross the province, and disadvantages. Theletter are primarily logistical but can be mitigatedto some extent, e.g. provision of multi-userresearch meeting room(s) on each campus, wellsupported,high specifi cation video-conferencingand future planning to include proximity ofresearch collaborators;Over the past 10 years each of the above variables hashad both positive and negative infl uences on our abilityto attain research objectives. The strategy outlined inthis document should ensure that future changes willhave minimal adverse impact, but that benefi ts can stillaccrue. This will be achieved by setting out explicitactions that will lead to positive outcomes, by ensuringthat those actions are implemented in all parts of theuniversity and by continuous review of the impact ofactions.7


The place of Research &Innovation within theUniversity of Ulster(note that the Terms of reference and membership of all committees,sub-committees, steering groups, working groups etc named in thissection are available through the university’s web pages and all arereviewed annually by the membership www.ulster.ac.uk/research)Research is just one of the activities undertaken withinthe university and must be viewed in the context ofour institutional mission. Our very strong focus oneducational provision co-exists with our drive forexcellence in research. However while education willbe provided across all disciplines represented in theuniversity, strong research, i.e. recognised internationally,or even nationally, will be supported only in selecteddisciplines. While innovation must pervade all of ouractivities (i.e. ‘Academic Enterprise’) in this documentthe term applies only to activities wherein the knowledgeor technology needs of external organisations, insectors other than education, are addressed. There ispotential for segregation of research or innovation fromteaching, and the sections below may suggest that thisis a preferred route. It is NOT; separation is for clarity.It is vitally important that these three functions arenot separated; rather, synergies among them must bepromoted and actively incentivised. Importantly, withregard to career development of academic staff, equalweight is given to achievement in Teaching and Learning,in Research and in Academic Enterprise.The Management Framework for ResearchThe strategic management of research and innovationoccur through a central department, Research &Innovation (R&I), that reports to the PVC (R&I). ThePVC is also a Board member of the related subsidiarycompanies.Research & InnovationResearch Offi cePolicyStudentsGrants & ContractsGovernanceOffi ce of Innovation & EnterpriseRegional ServicesKTP Offi ceRelated Subsidiary CompaniesUUTech LtdUUSRP LtdFormal communication with the wider university occursthrough Research & Innovation Committee (RIC), asub-committee of Senate. Within each faculty thereis a relevant committee structure though there arevariations between faculties to ensure the best supportfor the work of that area.Research and Innovation Committee is chaired bythe PVC (R&I). The relatively large number of electedrepresentatives (6) and co-options ensures that theresearch community has a strong voice. Its Sub-Committees are:■ Technology and Knowledge Transfer Committee■ Research Governance Steering Group■ Steering Group on Research Careers Concordat8


Research is managed and supported within ResearchInstitutes (RI) of which there are 17, as detailed belowin Table 1. Institutes may operate across campuses andmay involve staff from more than one Faculty. Membersof RIs are those staff whose research quality satisfiesagreed criteria for the relevant Institute (these aredetailed on the website, internal users only www.ulster.ac.uk/research/uuresearch/institutes). All members ofresearch staff in the area and all postgraduate researchstudents are also members of the relevant RI. Each RI isled by a Director who has a strong personal record ofresearch achievements in the relevant area and successin the management of research projects.Each Director is a member of the Executive Committee ofhis or her Faculty and School. Very careful considerationwas given to the relative positions and responsibilitiesof RI Directors and Heads of School. Agreement wasreached in Spring 2004 and the following is an extractfrom the resulting document that was disseminatedwidely within the institution and is retained on thewebsite.‘The relevant Dean will be the Line Manager for the RIDirector, but the Head of School will have overall responsibilityfor the management of a School’s academic affairs, with theResearch Director having responsibility for the managementof the Research Institute. It is recognised that, within RIs,there are different categories of staff most of whom areanswerable to both the RI (Acting) Director and HoS.Staff can be categorised into the following three groups:1. Academic Staff who are core funded (ie: staff whosesalaries are paid by the University) and who have both aTeaching and Research role;2. Academic or other Staff who are wholly funded fromexternal or University funds associated with the Institute;3. Academic staff who are not RI Members. The table belowprovides guidance on the line management of the variouscategories of RI staff:Category Description Line Manager(s)1. Core funded staff HoS/RI (Acting)Director2. Staff funded RI (Acting) Directorthrough the RI3. Non RI Staff HoSCategory 1This category includes the majority of RI staff. The (Acting)Director has responsibility for all aspects of the managementof research within the RI. In matters relating to probation,appraisal, promotions and new appointments of researchactivestaff, and in the allocation of workloads, the (Acting)Director is jointly responsible with the HoS, while recognisingthat the HoS has ultimate responsibility for staff managementissues (see minutes of Planning Committee and Senate). Ithas also been agreed that, when making applications forresearch grants or when dealing with the applications ofresearch students, both the HoS and RI Director shouldjointly authorise. Disputes between RI Directors and Headsof School should be dealt with, in the fi rst instance, by theDean. Individual members of staff may have access to theusual redress under standard Human Resource procedures.Category 2This category includes predominantly Research Associatesand Research Assistants, but also a number of permanentmembers of other staff whose salary is being paid for a fi xedtermperiod from an external grant (eg: SPUR). Such staffwill be under the line management of the RI Director, savethat the HoS will be responsible for the line-management ofsuch staff’s undergraduate teaching. This category includesacademic staff for the duration of their external funding. Atthe end of the funding period they would revert to Category1.Category 3Staff who are not in the RI are under the sole line managementof the HoS. Arrangements for the development and supportof their research will be negotiated between HoS and RIDirector(s) on a case-by-case basis, primarily on the basis ofthe quality of their performance.In short, day-to-day management of research is theresponsibility of RI Directors, working with individualcolleagues (some of whom may have delegatedresponsibility for specifi c areas within the remit of anInstitute) and the relevant Heads of School. Directorsreport directly to Deans and, through regular monitoringmeetings, the PVC (R&I). Deans and PVC (R&I) aremembers of the University’s Senior Management Groupthat meets monthly and includes reports on researchactivities, and of the University Senate at which minutes ofthe RIC and Faculty Boards are presented and discussed.Within many RIs staff work within research groupsthereby facilitating management at local levels. Thispractice is found predominantly within Engineering orScience areas but increasingly also in other disciplines.9


Table 1Research InstitutesInstitute Director Principal FacultyAcademy for Irish Cultural Heritages Professor Mairead Ni Craith ArtsArt and Design Professor Kirsten Mey ArtsBiomedical Sciences Professor Stephen Downes Life & Health SciencesBuilt Environment Professor Philip Eames EngineeringBusiness and Management Professor Paul Humphreys Business & ManagementIrish and Celtic Studies Professor Seamus MacMathuna ArtsComputer Science Professor Bryan Scotney EngineeringEnvironmental Sciences Dr Keith Day Life & Health SciencesHealth and Rehabilitation Professor Ian Blair (Acting) Life & Health SciencesHumanities Professor Pol O’Dochartaigh ArtsMedia Studies Professor Maire Messenger Davies ArtsNanotechnology & Advanced Materials Professor Jim McLaughlin EngineeringNursing Professor Kader Parahoo Life & Health SciencesPsychology Professor Maurice Stringer Life & Health SciencesSocial and Policy Professor Bob Osborne Social SciencesSports Studies Dr Eric Wallace (Acting) Life & Health SciencesTransitional Justice Professors Christine Bell, Social SciencesColm Campbell andFionnuala Ni Aolain (rotating annually)10


Among the RI are the major centres that have receivedfunding through defi ned investment initiatives, i.e. the NISupport Programme for University Research (SPUR),UK Joint Infrastructure Fund (JIF), Science ResearchInfrastructure Fund (SRIF). Two RI have also benefi tedfrom DEL NI Strategic Priority Funding (for emergingdisciplines capable of achieving high ratings in RAE2008and which are related to economic development) andone from DEL Research Capability Funding (makinggood a shortfall from RAE2001). Additionally, threeRI gained funding for RCUK Research Fellowships (5year RCUK funding for at least 2 people, to be madepermanent members of UU staff). Two InvestNI Centresof Excellence are located within RI. Of these, SPUR, JIF,Centres of Excellence and RCUK Fellowships weregained through external competition. Other schemeswere formula-driven. The focussing of support toenhance sustainability is evident below. Future majorinitiatives will continue to focus on the same areas.Our substantial intake of external funding through theseschemes must now be exploited. Infrastructure and staffresources have been enhanced signifi cantly, providing astrong base from which to attract project funding fromthe most prestigious funding sources. A slight slowdownin the rate of application for external funds hasbeen apparent, and there is no doubt that this is anunintended side-effect of the need to use and managethe major sums that have been attracted over the pastfew years. Unfortunately few of the funding sourceswith which we have had success carry the prestige ofresearch councils or major charities; hence few of ourstaff have established the track record that can be animportant determinant of success in attracting funding. Toextract the maximum benefi t from the legacy of funding,a augmentation in applications is essential. The recentprogramme of visits to the University by major fundingbodies to explain their policies and procedures, andongoing interaction through our contacts, and increasedinvolvement in the peer review panels (colleges) of suchfunders, can help. It is also very important that staffmembers who do have a research council track recordmentor colleagues to develop strong proposals.Investment in Research Institutesfrom major national and local fundinginitiatives■ Academy for Irish Cultural Heritages(SPUR 1)■ Art & Design (SPUR 2)■ Biomedical Sciences (SPUR 1, Strategicpriority, RCUK Fellowships, Centreof Excellence, SRIF 3)■ Built Environment (JIF, SRIF 2 + 3)■ Business & Management■ Irish and Celtic Studies (RCUKFellowships)■ Computer Science (SRIF 2 + 3, Centreof Excellence)■ Environmental Sciences (SRIF 1,Capability)■ Health and Rehabilitation Sciences(SRIF 2, Strategic priority)■ Humanities■ Media Studies (SPUR 2)■ Nanotechnology & Advanced Materials(SRIF 1, 2 + 3)■ Nursing■ Psychology (SRIF 3)■ Social & Policy■ Sports Studies■ Transitional Justice (SPUR 2, RCUKFellowships)11


Shown below are the relationships between RI and business / community sectors (Table 2), including the prioritytechnologies identifi ed in the DETI Regional Innovation Strategy (RIS).Table 2 Business / Community sectors addressed by Research InstitutesResearch Institute RIS SectorAcademy for Irish Cultural HeritagesArt and DesignTourism, Cultural, Creative industries,Heritage & museumsCreative industries; Public, voluntaryand communityBiomedical Sciences Life Sciences Biotechnology, Diagnostics,PharmaceuticalsAgri-food TechnologiesFood and drinkBuilt EnvironmentBusiness and ManagementIrish and Celtic StudiesConstruction, EnergyFinancial servicesCultural industriesComputer Science ICT ICTEnvironmental SciencesEnvironmental, Tourism/HeritageHealth and Rehabilitation Life Sciences Public, private, voluntary andcommunity health and social careHumanitiesMedia StudiesCultural, Creative industries,Heritage & museumsCultural, Creative industriesNanotechnology and Nanotechnologies Advanced manufacturing, electronics,Advanced MaterialshealthcareNursingPublic, private, voluntaryand community healthcarePsychology Life Sciences Public, private, voluntaryand community health and social care,Food and drinkSocial and PolicySports StudiesTransitional JusticePublic, voluntary and communityCultural industries; Public,voluntary and communityCommunity12


The Management Framework forResearch TrainingIn common with universities across Europe, our provision for researchtraining has changed utterly over recent years. Much of this change hasensued from the implementation of the Research Careers Initiative, andinvolves both students registered for postgraduate research programmes(MPhil, PhD, MRes/MClinRes or any of a range of professional doctorates)and research staff. The latter are frequently termed Contract ResearchStaff (CRS).For research studentsThe Research Students section of the Research Offi cetakes responsibility for the allocation of researchstudentships provided through DEL (formula driven,based on RAE performance and the success rateof doctoral students) through the university (ViceChancellor’s Research Studentships, VCRS), or gainedfrom external sources, e.g. industry. Each year anumber of DEL awards are reserved as CAST awardsin which the student undertakes a project with supportfrom a private sector company. Each Faculty includesa Research Graduate School (RGS) that manages theselection and progress of research students. Studentsare supervised within Research Institutes and so benefi tfrom well-supported environments for research withsupervisors who meet RI criteria of research activity.Research Degrees Committee (RDC) has been afree-standing sub-committee of Senate however, inNovember 2005, Senate approved a request from RICthat would re-establish RDC as a sub-committee of RIC.RDC develops and monitors adherence to policy withregard to research students. The relevant committeestructure within faculties varies, in general according tothe size and diversity of its research student population.The faculties of Engineering and Life & Health Sciences,that together have the majority of research students,have separate RGS Boards that report to the respectiveFaculty Research Committee.The funding mechanisms for research students have beenrevised recently and include an element specifi cally forthe training of students. Universities have chosen howto use this so-called ‘Roberts’ funding. At UU, a memberof staff has been appointed within Staff DevelopmentDepartment to enhance the organisation and deliveryof the pre-existing Generic and Research Skills Trainingprogramme (GRST). Universities are now committedto delivering training to students in years 1 and 2 ofresearch study, and all 3 years from 2006/07. Both fulltimeand part-time students should be treated equallyand facilitating access by part-timers is a current majordriver, e.g. it is anticipated that training for part-timerswould be delivered at half the pace over twice as manyyears as for full-timers. The system adopted for GRSTmanagement is a development of the PDP already in placefor undergraduates. Details are provided on a dedicatedwebsite www.ulster.ac.uk/staffdev/ResearchTrainingAlthough a hard copy brochure has been provided forevery student, only the website will be fully updatedthroughout the year.The GRST structure has been communicated toacademic staff supervisors through sessions providedon several dates on every campus. There is also inputto relevant modules on the Postgraduate Certifi cate inHigher Education Practice (PGCHEP) programme fornew staff. All aspects of development, management anddelivery of GRST are overseen by the Steering Groupfor Research Graduate School Training that reports toRDC.13


For Contract Research StaffThe Concordat on Research Careers was established in2000. The University of Ulster has been at the forefrontof implementing the Concordat and so is an excellentemployer of research staff who currently numberalmost 100 across the university, though primarily in thefaculties of Engineering and Life and Health Sciences.The principal features of this approach are:■ A Concordat Co-ordinator is appointed whochampions the cause of research staff andmaintains effective communication among thosestaff and with university senior management.■ A Steering Group on the Research CareersConcordat meets several times, usually 3 times,annually. Chaired by the PVC (R&I), with a majorityof members drawn from the research staffcommunity, and with representation from HumanResources Department, it reports to Researchand Innovation Committee. The most signifi cantcurrent issue is the impact of the EU Fixed-TermDirective.■ A separate review exercise that invites applicationstwice annually from among research staff forpromotion to Research Associate, Research Fellowor Senior Research Fellow. A further opportunityfor promotion to Professorship having followed aresearch career is under active consideration.■ All members of research staff may access theprogramme of Generic and Research SkillsTraining that is now provided for researchstudents. The centrally-provided and facultyspecific study elements promote the developmentof a career portfolio, via the on-line PDP system,and interaction with the Careers Service.The Concordat Co-ordinator is appointed from amongexisting staff (research or academic) as a secondmentfor 50% of FTE. A new appointment to the position ispending.Research Governance StructureIn the past 2-3 years major new UK and EU legislationhas been implemented to require all those undertakingresearch to observe the highest quality assurancestandards. This is focussed primarily on research thatmay involve human subjects. Elements of Governancestructure that have been put in place include a revisedResearch Ethics procedures and requirements for bestpractice, e.g. Good Laboratory Practice or Good ClinicalPractice.To manage the university-wide development of a ResearchGovernance structure, a new section was establishedwithin the Research Offi ce. Staff within that sectionliaise very closely with other organisations locally andnationally, e.g. healthcare trusts, HPSS R+D Offi ce, theOffi ce for Research Ethics Committees (ORECNI), otheruniversities, to learn from and to inform the widespreadimplementation of legislation. Currently memorandaof understanding are being developed between theuniversity and other organisations, e.g. those with whomwe wish to collaborate or employers of staff who areundertaking research as part-time students of UU, toallow mutual recognition and acceptance of researchgovernance frameworks.A current priority is to embed new governance procedureswithin all parts of the university. It is essential thatresponsibilities, e.g. for research ethics considerations,are not left to a few individuals but are shared amongall colleagues. By participating in formal committees, allstaff can gain a clear understanding of the issues andprocedures involved and so incorporate them into theirown research as appropriate. A University ResearchEthics Committee (UUREC) has been established withmembership drawn from within and outside of theuniversity. To ensure that the numbers of applicationsanticipated receive appropriate initial review, subsidiarycommittees (Filter Committees) have been establishedwithin faculties or schools as demanded by the volumeof activity. Applications for review are submitted tothe appropriate Filter Committee in accordance withpublished criteria and can be approved to proceed orreferred to the UUREC for further scrutiny as required.All applications to undertake research involving theNHS/HPSS must, following Filter Committee review, besubmitted for consideration by the ethics committeesmanaged by ORECNI, established in 2004 to service theneeds of the health and social care services, and whichinclude university staff amongst their members.Responsibility for oversight of research governancewithin the university lies with the Research GovernanceSteering Group.14


The Management Framework for InnovationResearch and Innovation Committee is the major forumfor discussion on Innovation policy and practices, and isthe conduit to Senate. Its sub-committee, Technology andKnowledge Committee (TKTC), brings together facultyrepresentatives, primarily Coordinators of AcademicEnterprise (CAEs), Research Offi ce, Regional Services;the Knowledge Transfer Partnerships (KTP) offi ce andUUTech Ltd, the subsidiary company with responsibilityfor consultancy done by UU academics and all aspects ofIntellectual Property (ip) management and exploitation.Regional Services integrates innovation activities acrossthe university and develops and facilitates interactionwith external organisations, primarily but not exclusivelywithin Northern Ireland.Within each faculty the work of the CAE is integratedinto its reporting and executive structures as deemedappropriate. In keeping with the diversity of academicdisciplines the degree of emphasis on innovation variesfrom faculty to faculty. Within Engineering, for example,the CAE leads a Technology and Knowledge Section.More frequently this agenda is dealt with throughcommittees concerned with research.External Assessment of Research:A Focus on RAE2008The allocation of funding through RAE performance(Quality, or QR, funding) will remain a part of the UK’sHE landscape for the foreseeable future. Submissionsfor the next RAE will be made at the end of 2007, withresults announced 12 months later, and revised fundingallocations being made initially for the 2009/10 fi nancialyear. Full details of the RAE are on the website: www.rae.ac.ukThe University of Ulster expects to make submissions inat least 25 Units of Assessment (UoA) - those indicatedin Table 3.The table also indicates the breakdown of weightingsof the three major elements in the Quality Profi le tobe derived through the assessment, as published in thesub-panel criteria, January 2006.The overall organisation of the University as it engages with research and innovation is:University StructureArts, Business & ManagementEngineering, Life & Health Sciences, Social SciencesResearch Graduate Schools Research Institutes Schools Co-ordinators of academic enterpriseresearch students research staff academic staff15


Table 3 Profile of UoAs to which UU will submit in RAE2008RAE Panel RAE Sub- Name Research Research EsteemPanelOutputs Environment(UoA) (%) (%) (%)C 11 Nursing & Midwifery 70 25 512* Allied Health Professions & Studies 70 25 5E 17 Earth Systems & Environmental Sciences 60 20 20F 23 Computer Science & Informatics 70 20 10G 29 Metallurgy & Materials 50 20 30H 30 Architecture & the Built Environment 75 15 1032 Geography & 75 15 10(?) Environmental StudiesI 36 Business & Management Studies 70 20 10J 38 Law 75 20 539 Politics & International Studies 75 20 540 Social Work and Social Policy &Administration 75 20 5K 44 Psychology 70 20 1045 Education 70 20 1046 Sports-Related Studies 70 20 10L 50 European Studies 75 15 10M 52 French 75 20 553 German, Dutch & ScandinavianLanguages 75 20 555 Iberian & Latin American Languages 75 20 556 Celtic Studies 75 20 557 English Language & Literature 75 20 558 Linguistics 75 20 5N 62 History 80 15 5O 63 Art & Design 70 20 10*(2 separate submissions)65 Drama, Dance & Performing Arts 70 20 1066* Communication, Cultural & Media Studies 70 20 1067 Music 70 20 1016


Development of each submission will be an incrementalprocess over the space of almost 2 years. The University’sCode of Practice on the selection of individual staffmembers whose work is to be included will be developedprimarily through the work of the RAE Strategy Group,within the context of the requirements of the fundingcouncils. That group is chaired by the PVC (R&I) andincludes, inter alia, RI Directors and other members ofstaff who are involved with the RAE process. The RSGwill also review in detail drafts of submissions as theyare developed and will provide a forum through whichgood ideas can be shared.The primary driver for the work of the RAE Strategygroup and the Code of Practice will be the identifi cationand selection for consideration by the RAE panels, workof the highest quality.A brief outline of the draft Code of Practice at this stageis:• At periodic meetings of the PVC (R&I) with RIs, aCo-ordinator will be designated for each submission(in most cases this will be the RI Director);• The Co-ordinator will work closely with arepresentative group from within the relevantdiscipline to review the research performance ofevery person carrying out research within UU thatfalls into the published scope of the sub-panel towhich the submission will be made;• Each member of staff is responsible for providingthe Co-ordinator with details on her / his researchoutputs and activities;• Preliminary judgements will be reached on thelevel of performance, related primarily to outputs(publications or other outputs). The use of additionalexternal peer judgements will be facilitated by theResearch Offi ce;• For inclusion, the University would wish the majorityof outputs to be of at least 2* quality as defi ned inthe criteria of the relevant sub-panel;• Staff will be considered as ‘probable’ or ‘possible’ forinclusion (the memberships of these groupings willbe subject to continual change as research outputsare identifi ed and evaluated);• The Co-ordinator will ensure clear communicationwith each staff member whose work has beenconsidered so that he or she is aware of the assignedinclusion category;• The Co-ordinator, with the RI Director where theroles are split, will identify any support needed byindividual staff members to allow them to attain thenecessary quantitative and qualitative performancelevel for inclusion. The Director will be responsiblefor ensuring that, as far as possible and within reason,those needs are met;• All conclusions reached will be documented toprovide transparency on the evolution of fi nalsubmissions.17


Targets/Key PerformanceIndicatorsSpecifi c targets, to be achieved by the end of the 2008/09 academicExcellent Research■ Enhanced university reputation for research asevidenced in both formal and informal externalcommentary;■ An improved research culture within the universityas evidenced by, for example, increased (andenthusiastic) attendance at seminar programmeswithin all institutes, increased numbers ofapplications for Distinguished ResearchFellowships;■ An improved performance in RAE2008 relative toRAE2001:500 staff to be submitted with an overall qualityprofi le indicating that most work has achievedinternational recognition, i.e.Grade 4* 3* 2* 1* U% of 10 40 40 10 0submission(Contributions to this profi le will varyconsiderably across disciplines);■ Increased quality and quantity of grant applicationsto UK Research Councils (RCUK) aiming to raisethe UU share of total available national funding to0.5% (from 0.25% currently);■ Total research income rising to 30% of totalannual university income (approx 50% increase)and meeting the full cost of research;■ Five staff members achieving external awards(fellowships) annually to cover his or her salary,or the cost of replacing them for a year with a lesssenior member of academic staff;■ All major initiatives operating sustainably; aided bythe focussing of external funding into those areasidentifi ed to be of the highest priority;■ Appropriate provision made from internal fi nancesto enable continuation of major and successfulinitiatives that may require short-term bridgingor subsidy due to the diffi culty of maintaining aconstant external income stream;■ Extensive collaboration locally, nationallyand internationally adding value to researchopportunities and attainment;■ Appropriate research facilities, services andequipment in all disciplines;■ Access to excellent IT infrastructure andsupporting expertise;■ New research areas developed at interfacesbetween existing disciplines, for example TheCentre for Performing and Creative Arts atMagee represents a prime opportunity forinterdisciplinary work, one that the University willseek to support in the long term;■ All researchers upholding the highest standardsof research governance, including due regard forethics.Excellent Research Students andResearch Training■ Funding available to support an increased numberof research students annually, including anincreased number externally funded from nongovernment(i.e. non-DEL) sources and increasedbusiness involvement in CAST awards18


■ Increased incidence of First Class UU graduateschoosing to undertake doctoral study at UU andattracting applicants from elsewhere in the UK;■ Increased applications from overseas, self-fundingstudents while maintaining quality of thoseaccepted;■ An extensive programme of structured researchtraining across the university, using online material,face-to-face teaching and blended support,managed through the PDS■ Doctoral completion rates above the nationalaverage in all disciplines and no areas sanctionedby DEL.Excellent Staff■ University-wide academic staff workload allocationprocedures that enable the best researchers tofocus on research so that they are competitivewith the best internationally, while also makingsome contribution to teaching - especially in theirown area of specialist expertise - mentoring ofless senior staff and other activities;■ Flexibility, as far as possible, in the organisationof teaching or administrative responsibilities toenable substantial periods of focus on research■ Stratifi cation through targeted recruitment ofacademic staff either with research achievementsand potential or with non research-basedattributes, but all of whom have equal opportunityfor career progression;■ Staff expected to lead on achievement ofresearch targets to be supported by access tosecretarial/clerical support; more appropriateadministrative support procedures, e.g. purchasingand expenditure approval; more immediate accessto decision-making fora; and more frequentinvolvement in consultation on administrative orpolicy changes.■ Appraisal and review procedures that identifyand meet staff needs for research and rewardachievements, particularly those that relate toexternal peer standing;■ Excellent research staff with the privileges andresponsibilities comparable to those of academicstaff;■ Effective staff development in research skills.Excellent InnovationThe primary funding stream for these activities is theHigher Education Innovation Fund (HEIF). The businessplan for Technology and Knowledge Transfer that wasprepared in July 2005, as a requirement for fundinguntil 2007, sets out actions by the Regional Services,KTP Offi ce and subsidiary companies (UUTech Ltdand UUSRP Ltd). This may be accessed at www.ulster.ac.uk/OIEA brief summary is:■ An enhanced culture of Academic Enterprisewithin the University, with much greaterparticipation in core technology and knowledgeexchange activities;■ Through the work of UUTech Ltd, the University’sknowledge and technologies/IP translated intomarketable products and services in the mosteffective and timely manner possible;■ The University, primarily through its consultancyactivities as managed by UUTech Ltd, as a providerof choice for services and expertise to business,community, creative and voluntary sectors inNorthern Ireland;■ Through UUSRP Ltd, and working closely with theNorthern Ireland Science Park (NISP), facilitiesbeing provided on, or immediately adjacent to,UU campuses, for technology- or knowledgebasedcompanies that have spun out from, or haveanother close link with, the University’s researchbase;■ The Innovation-related subsidiary companies,UUTech Ltd and UUSRP Ltd, operating to thehighest standards, as defi ned by HEFCE andenshrined in a Governance Framework Documentapproved by the University’s Council and withinthe fi nancial framework agreed by Council.■ Effective mentoring of newly-appointed staff bymore senior colleagues, including direct assistanceto become established among the most prestigiousfunding and publishing communities;19


Activity Target Figure 2003/04 Target 2006/7KTP Increase Number and range of (live) 20 30KTP programmesMTP Increase number of referrals from 12 25Manufacturing Technology Partnerships (MTP)*FUSION Increase the number and range of FUSION 19 30programmes with Republic of Ireland basedcompaniesCAST Increase the number of Sponsored Research 13 20Awards (CAST)Invest NI Increase the University’s participation in 1 Participant 18 ParticipantsFunded R & DInvest NI funded R & D ProjectsProgrammes(e.g. SMART, COMPETE, START)Academic Increase the number and range of academic 0 5Secondmentssecondments into industryConsultancy Increase the level of Non-Fusion consultancy £408294 £490711Activity20


ActionsAll indicated actions will involve the staff of Research & Innovationled by the PVC (R&I) and working with partners as listed under eachactionExcellent ResearchThe Research Strategy Group, working with the EqualityUnit and colleagues from the research community, willdevelop a Code of Practice for implementation of a policyon the selection of staff for inclusion in RAE2008. ThisCode of Practice is required by HEFCE. The impact ofthe policy will be assessed, and any necessary mitigatingsteps taken, to ensure equality such that quality ofperformance in research will be the sole determinant ofan individual’s access to support and resources and ofthe membership of each RAE submission.Partners: Equality Unit and representatives of theresearch communityThe RAE 2008 submissions will evolve through the6-monthly meetings between PVC (R&I) and ResearchInstitutes (RI). Quality of indicators relevant to thediscipline, and its expected profi le, will be the soledeterminant of inclusion. All decisions will be taken inline with the Code of Practice.Partners: RI Directors and membersWhere a member of staff has outputs relevant to morethan one RAE submission a decision on which submissionto join will be in two parts: initially the staff member willchoose. At a later stage, strategic overview will ensurethat no submission is weakened disproportionately bysuch decisions.Partners: RI Directors and membersSenior established staff must continue to mentor morejunior colleagues; RAE participation for the latter cansignifi cantly enhance career prospects and motivation.Partners: RI Directors and senior colleaguesResearch staff must be supported to achieve Category Astatus, i.e. directing their own research. This is achievedprimarily through the attraction of external fundingand support for their acquisition of the necessaryexpertise.Partners: RI Directors and research staffResearch funding, derived from QR or as defrayment ofindirect costs by an external funder, will be allocated toRI Directors in a manner agreed at RIC. The practiceof permitting carry-over of unspent research funds,without possibility of virement to support any nonresearchactivity, will continue to be embedded in policy.Discussions with Finance Department will continue withthe aim of improving support for researchers.Partners: RI Directors and Finance DepartmentFor 2005/06 all available funds have been allocated toensure that support goes directly to staff preparingfor RAE2008, i.e. supporting relief from teaching towrite papers (destined only for high quality journalsor publishers) or grants (to research councils or otherprestigious funders), to supervise research studentsand organise / participate in conferences, meetingsetc. Reading and review of all papers and applications(internal peer review) should be arranged within RIs toensure constant enhancement of quality. This practicewill also improve collegiality and research focus.Partners: RI Directors and membersThe profi le of external funding applications must aim toachieve the full economic cost (fEC) on the average overa fi nancial year, or at least by averaging across successiveyears.Partners: RI Directors and membersIn 2006/07, funding will be held centrally to re-introducea Visiting Scholars scheme. Further discussion at RICwill determine future allocations.Partners: RIC membersThe Research Offi ce will facilitate negotiation with theFinance Dept aiming to streamline currently protractedactivities, e.g. purchasing. The needs of researchers aredifferent to those of other university staff and couldbe supported better to minimise delays and timecommitment.Partners: Finance Dept and representative staffmembers21


The external profi le of research endeavours will beenhanced by producing an Annual Report from eachRI, the fi rst issue to be in August 2006. These reports,in hardcopy and online, will be distributed to opinionformers,decision-makers and all those who can assistin advancing the research effort, locally, nationally andinternationally.Partners: RI Directors and membersMajor upgrading to websites providing details ofresearchers and their work will commence in 2006and continue thereafter. Discussions will take placewith faculties early in 2006 to identify the necessaryresources – already at least two faculties have dedicatedstaff in post.Partners: RI Directors, members and support staffThe existing Working Party on Information ServicesSupport for Research will continue to ensure thatrecommendations from the research community arepursued. The Information Services Division (ISD) willimprove understanding of its services and how they maybe accessed.Partners: ISDAll visits external to UU that are supported directly bythe Research Offi ce will be seen as opportunities topromote our research interests and activities and toinvestigate future research collaborations. Report onsuch visits and their outcomes will be included in RIannual reports.Partners: RI Directors and membersExisting research collaborations with prestigiouspartners should be maintained. Any necessary resourcescan be requested and considered. New opportunities forcollaboration should also be pursued. Joint publicationswith collaborators must be pursued; these co-authorscan be considered as Category C members for RAEsubmissions thereby adding to esteem.Partners: RI Directors and membersManagement meetings with major initiatives (SPURand SRIF) will include focus on fi nancial sustainability,particularly with regard to salary costs, alongsideexcellent research performance.Partners: RI Directors and other SPUR / SRIF leadersThe University is required to continue activities in Centresof Excellence at the same level for three additionalyears post-funding. Review of all centres commencedin January 2006 to ensure that this is possible and thatoriginal project objectives are being achieved. A numberof recommendations are being actioned and the reviewwill be repeated annually.Partners: RI Directors and other CofE leadersInteractions between RI Directors will be encouragedand supported to identify and plan cross-disciplinaryresearch, with a view to achieving leadership in novelinterdisciplinary areas. (Frequently interdisciplinarity isnecessary to address the needs of real life problems)Partners: RI DirectorsAll researchers must uphold the highest standards ofresearch governance, including due regard for ethics.Participation in work to develop our governanceframework will be encouraged.Partners: Staff who undertake researchA statement will be developed on the nature oforganisations from which, for reasons of ethics, theUniversity would not be willing to accept funds. Thewording of that statement will be subject to widespreadconsultation.Partners: Staff who undertake researchExcellent StaffCriteria for RI membership and associate membershipwill be reviewed annually and RI members and associatesshould continue to satisfy the criteria.Partners: RI Directors in consultation with membersRegular meetings between Research Institute Directorsand Heads of School must be scheduled so that teachingloads, and related administration, are monitoredcontinuously and adjusted to maximise researchactivity.Partners: RI Directors and Heads of SchoolUniversity procedures for allowing leave of absence/sabbatical in support of research activity will be promotedamongst staff and faculties should endeavour to facilitateleave, especially for the most productive researchers.Partners: RI Directors and Heads of SchoolThe contract conditions for research staff (CRS) willbe clarifi ed, most particularly with regard to the FixedTerm Working Directive. A route to achievementof Professorial status will be pursued in addition tothe existing promotion opportunity. More effectiveprocedures will be developed to induct new postdoctoralstaff into supervisory roles.Partners: Human Resources DepartmentEach newly-appointed staff member, or other staffwishing to enhance research skills, will be assigned aresearch mentor. The mentor will support, inter alia,project planning and management, funding applications,effective networking and conference participation,publishing in best journals etc.Partners: RI Directors and senior members22


The Research Offi ce will contribute to Staff Developmentactivities for researchers or their support staff asappropriate.Partners: Staff Development UnitA Working Group established within the Research andInnovation Department, and including academic staff,will review current databases relevant to research. Theprincipal objective is to streamline the establishment of,access to, and use of databases to better support theUniversity’s work and to enhance connectivity amongstdatabases. The group will report initially early in 2006and subsequently may interact with the ISD/CIS toensure implementation.Partners: Database Working Group, ISD/CISAcademic staff will be encouraged to include the directsalary costs, or at least a proportion thereof, of supportstaff (technical, clerical, secretarial) into external fundingapplications. This will help to ensure adequate resourcing,e.g. to derive maximum benefi t from expensive, highspecification equipment by return of funds to invest in adedicated staff resource.Partners: All staff undertaking research, Finance DeptExcellence and achievement among staff will continueto be recognised and celebrated through annualDistinguished Research Fellowship (and SeniorFellowship) awards.Excellent Research Students andResearch TrainingThe Research Offi ce will work with Information ServicesDepartment (ISD) and Corporate Information Systems(CIS) to ensure that the new student system (SRIS)is implemented in a manner that supports researchstudent management.Partners: SRIS Project Group, ISD, CISResearch Degrees Committee and the ResearchStudents section of the Research Offi ce will continueto review the effi ciency and effectiveness of researchstudent selection policies and procedures.Partners: Faculty Research Graduate Schools (RGS)Dialogue will continue with DEL and other NIgovernment departments and agencies, e.g. DETI,DARD, InvestNI, HPSS R+D Offi ce, to ensure: thatavailable studentship numbers are in line with other UKregions; that research skills are seen as important foreconomic development so that, for example, the DELSkills Strategy might be extended to encompass PhDtraining; and that a ‘1+3’ funded PhD scheme might beconsidered.Partners: NI government departments and agenciesAcademic staff will be encouraged always to be proactivein engaging with health service staff to encouragefellowship applications to the HPSS R+D Office.Partners: RI Directors and membersThe number of industry-funded research studentshipswill be increased, to at least 5 new studentships peryear.Partners: RI Directors, members and RegionalServicesThere will be a renewed focus on MRes and MClinRes,both as qualifi cations in their own right, and as preliminaryqualifi cations for PhD applicants. The expansion of theseprogrammes, particularly for distance learning students,will be considered however not at the expense of PhDstudent places.Partners: MRes and MClinRes Course directorsResearch Institutes will be encouraged to interact closelywith Faculty Research Graduate Schools, e.g. to organiseevents highlighting their work and PhD opportunitiesPartners: RI Directors and RGS HeadsCloser interaction between the Research Offi ce andthe International Offi ce will enhance the attractionof high calibre students. While not excluding anycountry, particular attention will be paid to studentsin Engineering and Science disciplines from India andChina. Innovations will be reviewed for elements ofgood practice that may be extended to other disciplines.The University will participate in NI, UK and all-Irelandinitiatives aiming to attract international students.Partners: RI Directors and RGS HeadsThe GRST programme, combined with the web-basedPersonal Development Portfolio System (PDS) forresearch students, will be rolled out to students inall years by 2006/07. Thereafter the range of trainingopportunities will continue to increase, deliveredboth by Staff Development and by faculties. (Qualityassessment and enhancement procedures have beenembedded from the start.)Partners: RGS Heads and Staff DevelopmentCommunication between research students and theirResearch Graduate Schools will be enhanced throughimproved web-based resourcesPartners: RGS Heads and ISDAll supervisors will be expected to contribute fully tothe identifi cation of student training needs and directingtheir participation in GRST activities. (A programme tosupport supervisors is in place from start 2005/06)Partners: All PhD supervisors23


Doctoral completion rates, now monitored (insteadof ‘submission rates’) by QAA, are currently at orabove average UK rates in all disciplines. This levelof achievement will be ensured by Research Offi cemonitoring and feedback to RGS and RIs.Partners: RGS Heads and all PhD supervisorsExcellent Innovation(Summarised from 2005 Technology and KnowledgeTransfer Business Plan)Terms of Reference for CAEs and their appointmentprocess will be reviewed. The possibility of lessening oftheir overall administrative and teaching burden will bepursued. Some of the, as yet unspent, funding from HEIFcan be made available to faculties to provide teaching /administrative support for the CAE’S.Partners: Deans and Manager of Regional ServicesFaculties will be encouraged to review their structuresto ensure that Innovation activities are given dueprominence and recognition.Partners: Deans and Manager of Regional ServicesThe level of exploitable expertise present within theUniversity will be reviewed and documentedPartners: Deans and Manager of Regional ServicesAdditional actions:Consideration will be given to the incubation of campuscompanies that are not UUTech priority companies, inparticular companies developed by graduates that locatewithin UUSRP Ltd. An initiative is under considerationjointly by InvestNI and Enterprise Ireland and alsoinvolving Letterkenny and Sligo Institutes of Technology.The scheme would offer, inter alia, assistance with salaries,rent and technical expertise.Partners: Manager of Regional Services, UUSRP LtdContinuing interaction with NI organisations thatrepresent business, and with the Faculty of Business &Management, to ensure that the University has structuresand activities that are in line with the expressed needsand interests of businessesPartners: Manager of Regional Services,Faculty of Business & ManagementEarly in 2006 UUTech will bring forward a newframework for consultancy activity. This will lead toamended, improved, University policies and procedures.Partners: UUTech LtdWorking with InvestNI, arrangements will be made forestablishment of a new seed-corn investment fund forUUTech companies.Partners: UUTech LtdA Newsletter, focussed predominantly on readersexternal to the University, will be produced beginningin Spring 2006.Partners: Manager of Regional Services24


RISK ASSESSMENTOverall Research + InnovationRisksRiskCategory1 Failure to recruit, retain or replace high-calibre staff and research students High2 Failure to meet university’s expectations of enhancing reputation High3 Failure to attract, manage, and monitor funds High4 Failure to meet external targets (RAE, HEIF) Medium5 Failure to meet university’s expectations on financial income/return Medium25

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