RESEARCH AFTER REF

Ian Greer

University of Liverpool

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.”

Changes RAE to REF: better performance

RAE REF % change

Number of 4* outputs 452 550 +22

Average grant awards per year £57M £85M +49

Doctorates per year 237 323 +36

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

Research after REF 2Cannot 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 REFCurrent 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

Research Planning 2014-2019REF 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

Improving PerformanceOur overall focus is on complex medium to long-term goals

Research and teaching excellence and impact

Deliver by investing in people -The right peopleIntrinsically motivated

Recruitment, confirmation, promotion, and retention

The right environmentDegree 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

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

Supporting ResearchIntegrate research functions

Research Policy, Research Support, Business Gateway and International

PGR students

Interdependency of functions

New Director of Research, Partnerships and Innovation

Research Strategy GroupWeekly 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

Research Strategy GroupResearch Intelligence

Horizon scanning

Identify gaps in capability and capacity

Assess competitors

Improving funder engagement and intelligence sharing

Support research excellence in Faculties

Develop interdisciplinary researchReview of institutional research themes

Selection and prioritisation of competitive funding bidsStrategic Project Managers

Embed the strategy into Faculty plans to operationalize our strategy