UNIVERSITY RESEARCH STRATEGY 2011/12 TO 2014/15 ADOPTED BY THE ACADEMIC BOARD: 7 DECEMBER 2011 Page 1 of 8
VISION FOR RESEARCH This strategy is an enabling strategy of the University Strategy and in particular supports Priority 3: Enabling and Sustaining Scholarship and Research. The University is committed to undertaking and supporting research as an integral part of its provision and for its contribution to our standing as an institution that delivers high quality teaching. It celebrates the breadth and diversity of research at the University some which will be recognised in the sector as being of an international quality. The University adopts the widely recognised definition of research as original investigation undertaken in order to gain knowledge and understanding and embraces basic, applied, practice and professional based approaches to research. The Research Strategy will ensure that all academic staff: are engaged in research activity at a level appropriate to individual and departmental priorities pro-actively seek to enrich their learning and teaching with their research have opportunities to develop their own research activity as well as their skills and knowledge contribute to and feel part of a research culture that spans departments contribute to the development of their discipline seek to collaborate, where appropriate, with external partners and academics at other institutions have access to facilities and support to enable them to undertake research at the required level. In addition, postgraduate research students: will be attracted to study at the University recognizing it as a place where their potential can be realised will have an excellent experience during their time studying at the University will feel part of a wider community that values their contribution and listens to their voice. CONTEXT The University is a learning organisation that promotes a sense of mutuality and values the participation of staff and students and the wider community in its research environment. The University has adopted a broad interpretation of research that incorporates applied as well as practice based and blue skies activity. The University is seeking to make a submission to the Research Excellence Framework that comprises research likely to be assessed as being of an international quality, this builds on the success and learning from successive Research Assessment Exercises in 1996, 2001, and 2008. That a research culture that spans departments is important to the sustainability of the community as a whole; increasing opportunities, quality, reputation and individual motivations. The University is seeking to achieve Research Degree Awarding Powers within the lifetime of this strategy. That research per se and the interface between research and teaching will become increasingly important differentiators in a competitive Higher Education landscape. Research funding is increasingly competitive with the emphasis on funding larger research units. That there is a mutually beneficial link between research and consultancy. Quality, efficiency and affordability must be demonstrated in all aspects of the strategy. This strategy is presented as 5 inter-related themes: Opportunity and Productivity, Culture, Resources and Facilities, Leadership, Coordination and Decision making, and Reputation. And that the University is recognised externally for all of the above. Page 2 of 8
RESEARCH STRATEGY: 5 THEMES 1. OPPORTUNITY AND PRODUCTIVITY Opportunities for individuals, areas and the University as a whole including training and development, research funding, international links, student supervision, promotion, new appointments and horizon scanning. Production/creation of research output including practice as research, reports, publications, performances and exhibitions. Pro-actively supporting the virtuous and mutually enriching relationships between research and teaching as well as research, consultancy and knowledge exchange. Progression of research students (recruitment, progress and completion). Creating new research related networks in the UK and internationally and pro-actively contributing to disciplines, subjects and professions. 2. CULTURE Foster a self-evident research culture that spans departments. Encouraging frequent and diverse research interactions between researchers in different departments, achieved through organic bottom-up activity and activity strategically encouraged and supported by senior managers. Bringing to the fore and celebrating the University s research achievements past and present; increasing the currency of research through more conversations, visible outcomes, celebrations and other events. 3. RESOURCES AND FACILITIES Quiet working spaces to facilitate concentrated scholarly reading, writing and reflection. Well-equipped laboratory, studio and performance spaces that allow a range of research activities to be undertaken at the required level. Physical and electronic library resources sufficient to underpin research in identified areas. Appropriately specified and supported IT resources (hardware, software and networks) to support research. An investment plan and funding mechanisms to support research. 4. LEADERSHIP, COORDINATION AND DECISION MAKING An appropriate balance of individuals in leadership and coordinating roles to ensure that all staff are mobilised and motivated to achieve the University s overarching vision for research. The research efforts of individuals and groups combine to create a synergistic effect where the performance of the collective exceeds that of its components. Leadership and coordination roles are often associated with research groups and centres (as well as specific roles related to research degrees); part of this theme is to establish University level guidance and protocols for the establishment of research groups and centres including the appointment of leaders and coordinators. Transparent and effective decision making processes achieving the right balance of consultation and accountability. 5. REPUTATION Harness the breadth and depth of its research activities to realise maximum positive impact upon the University s reputation and its ability to be competitive and sustainable taking into account different stakeholders with whom it engages. Page 3 of 8
PLAN 1. OPPORTUNITY AND PRODUCTIVITY Every two years every academic member of staff to produce or contribute at a level appropriate to individual and departmental priorities to: at least one research output (e.g. presentation, report, performance, exhibit, paper, poster, book), a minimum of one new research related connection, network or partnership and to make at least one active contribution to their wider subject, discipline or profession Include expectations for research output and activity in PRDPs which will include but not be limited to the 25 days research time. Develop learning sets/groups to provide mutual support relevant to an individual s research career stage and experience. Develop an institutional sabbatical policy. Pump prime research projects. Every academic member of staff to be able to articulate how their research enriches their teaching and vice versa For every research area identified for REF to have a plan to attract international academic visitors/fellows and to get the best value out of existing visiting fellows and professors Increase the population of doctoral students by 15% over the period of the strategy; for each research area approved to supervise research students to pro-actively endeavour to recruit between one and three externally funded or fee paying research student(s) every year. Develop process and guidance for research centres and groups. Work with the LTDPG to systematically support the two way flow between research and teaching e.g. through case studies and action learning groups. Develop University level guidance around engagement with international academic visitors. Work with relevant departments to develop plans for international visitors in the context of the Research Excellent Framework. Strategic investment in PhD student bursaries, implementation of an affordable fee waiver policy and targeted marketing campaigns (including international) to support student recruitment and development of new doctoral routes and areas Explore innovative approaches such as PhD internships for technical/admin/teaching staff. Promote PhD study to eligible non-academic staff. Departments to achieve research income targets that meet University level target Develop strategic partnerships to maximise chances of external funding for studentships. Targeted support for research funding bids, ensure that success and contribution are optimised. Recognise and support the link between research and consultancy. Page 4 of 8
2. CULTURE That a lay visitor would readily perceive the University of Chichester to be a place where research is valued and undertaken widely across all departments and that some of this research is of international quality and reach. That consideration of the ethical implications of our research is a natural and embedded feature of all of our research activity. Ensure that our research culture engages with students, and that research students in particular recognise themselves as being a vital part of the research culture. An active and purposeful Research Committee that assures Academic Board that the University Strategy is being delivered. Support events and interactions, for example: interdisciplinary seminar series; research training that encourages crossdepartmental interactions over an extended period; an annual research conference; involving others from outside the University in our research culture, ensuring that every academic member of staff is part of (and contributes to) a research centre, group or cluster; developing groups/activities that address career stages. Working with the marketing and communications strategy to promote the research culture. Develop research content and accessibility on the web and intranet. (also see theme 3) Devise specific activities to embed research ethics at the heart of our research culture through improved guidance, workshops and other relevant activities. Ensure student representation on key groups and committees; encourage active contribution to the research environment; engage with the Students Union, Student Forum and PGR Forum. Explore the use of social media as well as greater interaction with taught postgraduate students. Continue to focus on student-centric enhancement and implement student overall satisfaction score in annual survey Page 5 of 8
3. RESOURCES AND FACILITIES To ensure that the University has the best possible research resources and facilities within financial and space related constraints and that these resources are used to their full potential. Work with the Head of Library Services, Director of IT, and the Director of Marketing and appropriate academic staff to establish an institutional repository. Work with the Director of Estates and appropriate academic and technical staff to establish the current condition of research spaces and make recommendations based upon current and future need. Audit the current stock of research related equipment, establish condition and functionality and make recommendations based upon current and future need. Work with the Directors of IT and MCA and appropriate academic and professional services staff establish the current and future need of specialist IT services (including internet and intranet) and make recommendations based upon current and future need. Develop a clear plan for investment and effective funding mechanisms to deliver the research strategy. Page 6 of 8
4. LEADERSHIP, COORDINATION AND DECISION MAKING Each academic department has an identified individual who takes the role of leading and coordinating research relating activity within that department. Each formal group or centre has an identified individual to lead and coordinate activity. There is specific support for research leaders/coordinators in terms of training and development (including planning for succession) and for progression. To ensure transparent and effective decision making relating to research Understand the need for research leadership roles in each area and develop plans to address any gaps that are identified. Review guidance for the allocation of leadership roles, their responsibilities and inter-relations together with guidance for succession planning and support arrangements. Review staff development programme, recent relevant PRDPs, identify programmes in the University and more widely and develop targeted support plan. Ensure that individuals wishing to achieve promoted academic roles are supported in their development. To establish a map of decision making processes and timescales for practical use by individuals and departments Page 7 of 8
5. REPUTATION To harness the breadth and depth of the University s research activities to realise maximum positive impact upon the University s reputation and its ability to be competitive and sustainable To develop the University s web pages so that the quality and diversity of its research activity makes the maximum contribution to the University s reputation. To consider specific marketing campaigns to promote identified research activity and achievements directed at identified audiences with local, regional, national or international reach. To implement an institutional repository to provide open access to its materials and to make them readily available for marketing, promotion and reputation building Develop research alumni within the Alumni programme. To submit a credible entry to the Research Excellence Framework in 2013 with sufficient critical mass and of an international quality To achieve Research Degree Awarding Powers (RDAP) by 2013 To enhance the benefit of the international dimension to research activity and its connection with other University priorities Identify individuals and provide support to individuals and groups in positions of influence. Support the submission to REF through the REF project team and the activities of the research team in REEO. Agree individual submission plans Identify and develop impact case studies Identify administrative requirements and resources Identify and implement investment plan Support the application for RDAP through the RDAP project team and the activities of the research team in REEO. (also see other four themes) Identify specific strands for internationalisation within departmental research strategies brought together with the support of the Head of the International Office. Page 8 of 8