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RESEARCH AFTER REF Ian Greer University of Liverpool.

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Presentation on theme: "RESEARCH AFTER REF Ian Greer University of Liverpool."— Presentation transcript:

1 RESEARCH AFTER REF Ian Greer University of Liverpool

2 Research after REF Focus has been on delivering a high quality REF submission More selective, impact cases So what now……… REF outcome Future REF “ I never make predictions, especially about the future.”

3 Changes RAE to REF: better performance RAEREF% change Number of 4* outputs Average grant awards per year£57M£85M+49 Doctorates per year Improvement in our performance, but uncertainty regarding how this compares with competitors Marked improvement in RC awards – AHRC, BBSRC, EPSRC, ESRC, MRC, NERC, STFC Some UoAs show more marked improvements in key areas. UoA6: research income up from £31M to £60M (21 >£0.5M) Improvement in part reflects investment in staff, resources and cognate groupings to provide critical mass 45% of staff meeting quality threshold are new

4 Research after REF 2 Cannot wait on the REF outcome to plan for the future Build on strengths and improve research performance Return on investment in people More programmatic research leading to larger grants and centres More high quality PGR students Balanced portfolio of research income International opportunities Continue momentum from impact Prepare better for next REF Current REF not aligned well with national priorities for collaboration and translational research Plan for better research rather than plan for REF per se Support and develop staff – research leaders and ECRs

5 Research Planning REF may change: No selection of staff? More metrics? More impact? So plan for our strategic goals High aspirations coupled with realistic planning Higher proportion of staff achieving research excellence Support for ECRs Develop and retain future leaders Create critical mass in key strategic areas: Cross Discipline, Cross Faculty, Cross Institution, Cross Sector Ongoing development of research environment Implement and improve impact strategies Avoid tendency to manage what can be measured rather than manage what matters to prevent means becoming ends

6 Improving Performance Our overall focus is on complex medium to long-term goals Research and teaching excellence and impact Deliver by investing in people -The right people Intrinsically motivated Recruitment, confirmation, promotion, and retention The right environment Degree of ‘space,’ support, and encouragement Better career planning –Fellowship & mentoring schemes Opportunities for personal development Attract PGR: Home/EU and international Improve our infrastructure through capital awards Collaborations - local, national, European and international eg: Industry – Unilever/MIF; NHS – LHP; Cultural partners

7 Research Ambition “To be one of the best collaborative research partnerships in the world by 2020, where the 8 universities are known worldwide for distinctive research programmes and innovative collaborative methodologies”. Builds on equipment sharing and cross University collaborations Potential Collaborative Research Themes Food Security Industrial Biotechnology Oil & Gas Life Sciences (Niche area) Data Science

8 Supporting Research Integrate research functions Research Policy, Research Support, Business Gateway and International PGR students Interdependency of functions New Director of Research, Partnerships and Innovation Research Strategy Group Weekly meetings of new integrated group of academic and professional services staff – RSG Executive Team Bridge strategy and operations Membership adapt to needs Faculties report to RSG

9 Research Strategy Group Research Intelligence Horizon scanning Identify gaps in capability and capacity Assess competitors Improving funder engagement and intelligence sharing Support research excellence in Faculties Develop interdisciplinary research Review of institutional research themes Selection and prioritisation of competitive funding bids Strategic Project Managers Embed the strategy into Faculty plans to operationalize our strategy


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