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How Research Administrators Help Make The World A Smaller Place; From Strategy To Reality Dr David Langley and Dr Lorna Colquhoun.

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Presentation on theme: "How Research Administrators Help Make The World A Smaller Place; From Strategy To Reality Dr David Langley and Dr Lorna Colquhoun."— Presentation transcript:

1 How Research Administrators Help Make The World A Smaller Place; From Strategy To Reality Dr David Langley and Dr Lorna Colquhoun

2 A bit about me Director of Research & Enterprise Development at University of Bristol, 7 years Previously, Director of Research Services at Imperial College London – led a major restructuring of RMA around people, process and systems; 5000 sponsored research grants Worked at UK Medical Research Council Supervised PhD student in her thesis on clinical RMA Interested in professionalisation, internationalisation and scholarship of RMA; led a national UK study of RMA Leadership workshops for senior Faculty and RMAs SRA Distinguished Faculty PhD Neuropharmacology Fulbright Scholar, post doctoral research at NIH

3 And a bit about me Head of Research Development at University of Bristol, UK develop high level strategic direction of research at the University and facilitate its growth and development leadership and direction for the professional team of Research Development Managers support inter-disciplinary research applications and initiatives and identify new 'high priority' funding opportunities Previously Divisional Manager (Medicine) at Imperial College London, Senior Programme Manager (International Research Office, Imperial College London and Scientific Programme Manager at the UK Medical Research Council PhD in Neuroscience, post doctoral research at Baylor College of Medicine and Tufts University School of Medicine.

4 A University with a rich heritage and exciting future Academic roots began in Bristol in 1876 9 Nobel Laureates High number of Fellows of the Royal Society, and other learned Societies and Academies Research intensive university in South West of England

5 Six faculties: Arts Engineering Science Medical and Veterinary Sciences Medicine and Dentistry Social Sciences and Law 20,000 full-time students 3,600 international students from 120 countries

6 Alleviating poverty  Population  Urbanisation  Water demand Climate Change Counter-terrorism  Energy demand Food security Biodiversity Infectious diseases Non-infectious diseases Ageing population Global challenges in 21st Century (Sir John Beddington)

7 Increasing population and urbanisation by 2030 Source: United Nations, World Population Prospects: The 2006 Revision (medium scenario) Urban and rural populations of the world 1950 - 2050 World population by region Source: United Nations, World Urbanization Prospects: 2008 (revision)

8 Increased demand 50% by 2030 (IEA) Energy Water Increased demand 30% by 2030 (IFPRI) Food Increased demand 50% by 2030 (FAO) Climate Change 1.Increasing population 2.Increasing levels of urbanisation 3.The rightful goal to alleviate poverty 4.Climate Change The Perfect Storm?

9 Need: 50% more production on less land, with less water, using less energy, fertiliser and pesticide … …by 2030 … whilst not increasing GHG emissions The Challenge…

10 What does this mean ? Research and its funding is increasingly focusing on big questions and challenges that affect society and the planet – to help identify solutions Best fundamental research is driven by curiosity but we have to think what this means to the public at large, funders and to Govts Single research groups, single institutions, or even single nations, do not have sufficient critical mass, expertise or resources to address these major societal questions

11 Collaboration Escalating costs of doing research including need for expensive cutting edge equipment and facilities Funding agencies see collaboration as an efficient use of resources – equipment sharing, large international facilities etc But it isn't easy and adds an extra dimension of complexity and management Even more so when we’re dealing with multiple nations in an international project and national funding calls, requirements and governance

12 International research collaboration on the rise 35% of articles are internationally collaborative, up from 25% 15 years ago, and are more highly cited Collaboration enhances the quality of research, improves the efficiency, impact and is increasingly necessary as the scale of both research challenges and budgets grow Collaboration is a necessary response to 21 st century operating conditions

13 International collaboration rates correlate strongly with publication impact  International scientific collaboration is generally acknowledged as a positive force driving national impact and prestige  Domestic articles (‘1’) have no collaboration partners have around 3 times fewer citations per article than those with four collaborating countries (‘5’) Source: Scopus Number of collaborating countries (where 1 = domestic) 1 2 3 4 5 1 Field-weighted relative impact 3

14 Collaboration…. ….is essentially about people, rather than institutions ‘Institutional’ collaborations and partnerships are an emerging trend globally = privileged pipeline and ‘pre- approved’ framework of access, permission and internal funding for PIs between universities Researchers, the research questions and outcomes remain key Research Managers and Administrators are increasingly important in collaboration process – and we’re people too

15 Research and Enterprise Development (RED): what we do Facilitate, advise and provide expert support A team of teams, 80+ people Enterprise, Innovation, Commercialisation Research contracts Research Integrity Policy and Intelligence Research Development and bid support Project Management Entrepreneurship skills and education

16 Research& Enterprise Development at University of Bristol Research & Enterprise Development at University of Bristol Director David Langley August 2012 Wyvern Seed Fund Coordinator Senior Research Commercialisat ion Mgr Head, Research Commercialisation Director of Enterprise Business Incubation Incubation Administrative Assistant Contracts Manager Head of Research and Enterprise Policy Senior Research and Enterprise Policy Mgr Head of Research Governance SETsquared Partnership Manager Modern Apprentice Office Manager/ PA to Director Head, Contracts and Project Management Senior Project Managers Contracts Manager Contracts/IP Administrator Amaya Iriondo - coysh Contracts/IP Administrator Amaya Iriondo - coysh Research Commercialisa tion Mgrs IP Systems Mgr IP Administrator Senior Project Mgr (Governance) Research Governance Officer Research & Human Tissue Specialist Project Managers Incubator Receptionist Senior Contracts Manager (FMD, FMVS, Arts) Senior Contracts Manager (FMD, FMVS, Arts) Business Incubation Administrator Head, Alliance Development Business Account Mgr Enterprise & Knowledge Exchange Mgr Research Policy Manager Senior Contracts Manager (Sci, Eng, FSSL & cross-UoB) Senior Contracts Manager (Sci, Eng, FSSL & cross-UoB) Research Analyst Contracts Manager Contracts Officer Head of Research Development Research Development Mgr (Arts) Research Development Mgr (Sci) Research Development Associate (Eng and Sci) Research Development Associate (Eng and Sci) Research Development Associate (FSSL & Arts) Research Development Associate (FSSL & Arts) Research Development Mgr (Eng) Research Development Mgr (FSSL) Research Development Mgr (FMVS) Research Development Mgr (FMD) Research Development Officer Research Development Mgr EU Research Development Officer EU/Overseas Research Development Mgr EU/Overseas International Development Mgr Research Ethics Coordinator Cabot Institute Manager Research Information System Administrator REF Support Officer REF Impact Officer Student Enterprise Consultant Graduate Entrepreneur in Residence Research Development Associate (Med Faculties) Research Development Associate (Med Faculties) Research Development Officer Research Development Mgr Research Development Officer Relationship Development Officer Head, Enterprise Education Contracts/IP Administrator Contracts/IP Assistant

17 Developing bi-lateral institutional relationships Bristol and Kyoto Universities Both research intensive institutions Kyoto’s Dept of Society and Academic Collaboration with Industry (SACI) initiated contact with Bristol’s Dept of Research and Enterprise Development (RED) – early phase discussion and information sharing Mutual respect and agenda, devoted time and energy to build relationship, trust and eventually friendships

18 The Presidents of UoB and KU supported the initial collaboration and shared the aspiration Ran workshops in a couple of easily identified academic areas of mutual interest – involved commitment, resource, travel, time and risk RED/SACI were (and still are) the foundation of the relationship, its maintenance and development Bristol and Kyoto: building the relationship

19 Growing the relationship 2008 Formal links started Memorandum of Understanding (MoU) between RED and SACI 2008 – 2011 Series of workshops including: Communications Engineering Translational Medicine Natural Hazards and Disaster Prevention 2011 Institutional MoU signed in 2011 with intention to work together at an institutional level across a wide range of disciplines Catalyst to develop a major joint symposium to explore and develop collaborative research. 2012 – 2013 EPSRC grant “Building Global Engagements in Research” (BGER) Kyoto partnership one of four pathways that aimed to foster international research and development of Bristol’s global relationships. ~ £200k funded 15 activities, which included 11 PhDs and ECRs, producing 9 papers and 7 grant applications

20 Bristol hosted over 90 delegates from Kyoto University in January 2013 Attended by more than 150 Bristol academics, research and professional staff, research students, research funders and sponsors. Part funded by external grant (£60k) and also by institutional funds from both universities 1st Bristol-Kyoto Symposium, 2013 Retinal Imaging/ Translational Research Risk and Natural Hazards Academic-Industry Partnerships Social Science and Law Organic/Inorganic Chemistry Nanotechnology and Stem Cell Biology Novel Quantum Phases of Condensed Matter Design and Robotics MathematicsPsychologyArtsEconomicsEnergy

21 Between Aug 2013 - July 2014 7 external grants received Over 40 staff exchanges Over 25 student exchanges Significantly more will be involved in the wider engagements that have been planned Bristol-Kyoto Strategic Fund, Aug 2013 – July 2014 University Research Committee investment of £100k between Aug 2013 - July 2014 To help establish or develop sustainable research partnerships Provides opportunities for PhDs and researchers to develop their skills and international profile. £95k allocated to date Supporting 24 projects across 19 Schools, institutes or research centres Over 90% co-supported by Kyoto University Outcomes in 2014 and beyond 31 grant proposals directed to UK, EU and Japanese 3 joint PhD programmes to be developed 6 staff and student long term exchange programme Co-authored publications and other joint outputs Various joint events and visits Bristol’s ACTLab are working with Kyoto on earthquake engineering

22 RED is helping Kyoto University to develop their nascent research support structures, processes and people – professionalization of ‘URA’ Workshop in February 2013 – URA grown from 9 posts to 60+ in three years, funded by Japanese Govt

23 2014 The 2 nd Symposium in Kyoto in January, attended by 60+ Faculty from Bristol plus distinguished VIPs Discussions on URA with British Embassy, British Council, ARMA/NCURA, and JST Kyoto SACI and URA staff on secondment to RED (1 week, 1 month and 1 year) Frequent Faculty and SACI/URA/RED (and now other professional services) meetings and visits

24 Some reflections Long term ‘game’ to reap rewards, both intangible and tangible Privileged, valued relationship but not exclusive aren’t obvious synergies or people with shared interestsAccept that some research areas will atrophy, or their aren’t obvious synergies or people with shared interests Initial lack of interest by Faculty builds to significant momentum when they see this is ‘the game in town’ and is valued and real

25 Some reflections Resource implications of time, money and people – need to take this seriously since it is a strategic investment/decision, c.f. many other possible priorities Regular face to face contact is essential Cultural understanding important e.g. business cards in Japanese Hugely positive, enjoyable and enriching experience, personally and professionally

26 Developing bi-lateral institutional relationships Bristol and Rochester Universities Bristol and Rochester (UR) have recently signed a strategic MoU, based on discussions and visits on the past year Institutions of similar quality, mission, culture, size and strengths – and shared need to internationalise Both members of Worldwide University Network (WUN)

27 Developing bi-lateral institutional relationships Bristol and Rochester Universities Collaboration initiated by RED – initial visit to UR by RED in 2012 Subsequent visits focused on one or two ‘obvious’ areas of mutual research strength; involved RED and a couple of senior Faculty; reciprocal visit in April 2014 by UR to Bristol RED and equivalents at UR are the relationship managers –open, honest, regular dialogue March 2014 – 10 Faculty (plus me) visited UR

28 EPSRC Building Global Engagements grant (£620k) Building on the institutional framework with Kyoto University 1 st Bristol-Kyoto symposium, responsive mode applications for research activities. Developing existing bilateral partnerships Centre of Quantum Photonics visit to Boston, MIT and Harvard (5 year grant between Bristol, Tsinghua and Zhejiang Universities awarded). Delegation by NSQI to Japan led to Bristol hosting the 7th Annual Nanobiotech. Symposium Nov 13

29 BGER Contd… Promoting nascent partnerships by supporting projects through a competitive internal fund 28 projects across Bristol’s EPSRC research portfolio funded researcher placements in overseas labs Developing multilateral networks in key University of Bristol research areas Supporting student visits and a postgraduate conference. An Energy Aware Computing Network (36 academic and industry participants)


31 Participation in an International Network Worldwide Universities Network WUN was founded in 2000 and initially comprised 10 universities Bergen, Bristol, California-San Diego, Leeds, Southampton, Sydney, Toronto, Utrecht, Washington- Seattle, York Membership by invitation only: International research- intensive comprehensive universities WUN currently has 19 members spanning 6 continents


33 WUN Strategy Four GCs or collaborative research programmes founded in 2009 ➣ Reacting to Climate Change (RCC) ➣ Global Higher Education and Research (GHEAR) ➣ Global Public Health and Non-communicable Diseases (GPH) ➣ Understanding Cultures (UC)

34 Schemes WUN Central Research Development Fund seed funds for research activities (£30k with matched funds) IRGs proposed under the 4 GCs, with 3 or more WUN partners Bristol WUN Research Development Fund Bristol WUN Symposium Bristol WUN Small Grants Scheme For matched funding with WUN Central RDF proposals To fund participation in WUN Virtual Seminars IAS/WUN Research Workshops Research Mobility Programme Focus on early career research staff and PhD students Visits of up to 6 months

35 Then what? Establishment of the RMA group in 2012 Advice on development of WUN research programs in the interdisciplinary research groups and across the Global Challenges with the aim of securing national or international funding. Share intelligence, including knowledge of upcoming funding opportunities and key funding agency contacts and practices, with RMA Group colleagues, Global Challenge Steering Groups and the WUN Secretariat. Share best practice and general information and aim to provide leadership in professionalization activities

36 RMA group contd… Identify and share funding opportunities Review of RDF projects on completion to see if there is a fit with a national funding agency Assist researchers and Global Challenge Steering Groups in the preparation of grant applications to funding bodies

37 Successes (and failures) Global Innovation Initiative (GII) –new opportunity funded by UK and USA to strengthen research collaboration between universities in the UK, US, and selected countries IRG funded by WUN in 2013 (and 2014) to link international farm platforms - led by Bristol Application for WUN+ consortium funded by GII in Feb 2014 (11/160 applications to agriculture, food security and water strand)

38 Developing a new UoB International strategy (research) Developing a new UoB International strategy (research) International Committee Pro Vice-Chancellor, International (Chair)- Professor Nick Lieven Faculty Deans x2 (Science and SS+L) Director, Institute for Advanced Studies Director, Research & Enterprise Development (or designate) Director of Communications & Marketing Head of Admissions and Recruitment Head of International Office Director of Human Resources Director of Campaigns and Alumni (or designate) Director of CELF WUN Coordinator Academic Registrar

39 Map of Web of Science publications data – UOB:US collaborations 2011-14

40 Map of Pure activities with an organisation in the United States (snapshot)

41 Activities with Harvard University (from Pure)

42 Number of activities in Pure = 4 Dr Abigail Fraser, Prof Michelle Cini, Dr Lindsay Nicholson, Prof Diana Worrall Top 6 subject areas (WOS InCites – no. collaborations) Genetics & Heredity (31) Medicine, General & Internal (12) Public, Environmental & Occupational Health (10) Biochemistry & Molecular Biology (9) Immunology (8) Multidisciplinary Sciences (8) Top 5 collaborating authors in Genetics & Heredity (WOS InCites – no. collaborations) Professor David Evans (12) – has now left UoB Professor George Davey Smith (12) Dr Nicholas Timpson (10) Professor Debbie Lawlor (9) Dr Wendy McArdle (9) Harvard University Collaborations (as at 4/3/14)

43 Activities with external organisations in Pure (as at 4/3/14 ) There are 527* activities with international external organisations on Pure - 417 of these have been added to Pure since the 28 th January 2014. Top 5 activities: Research and Teaching at External Organisation (222) Invited talk (107) Hosting an academic visitor (51) Contribution to the work of national or international committees and working groups (46) Membership of external research organisation (46) * Dataset only includes activities within time period 01/01/2011 – 28/02/2014, within Business and community, External academic engagement, Public engagement and outreach categories.

44 Developing bi-lateral institutional relationships Universities of Bristol and Berkeley RED (Bristol) to RDO (Berkeley) visit objectives To exchange expertise on the management and development of research and enterprise To build working relationships in our research offices for future collaboration To begin identifying research areas with synergy for future exploration

45 Universities of Bristol and Berkeley Over four days in October 2013: 17 meetings and a biotech industry networking event We now have a network of contacts across UC Berkeley and are well-placed to build a deeper relationship UC Berkeley prefers international collaborations to be academically-led, Bristol identifying current and potential research links Return visit from RDO (Berkeley) to RED (Bristol) Summer 2014

46 Challenges for the Research Manager Money and time Tension between high risk potential low pay off of international vs national funding Building relationships with research support offices overseas Knowledge of less well understood funders

47 Thank you for listening

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