RESEARCH & ENTERPRISE DELIVERY PLAN 2014-15756977,en.pdf · OUR STRATEGIC OBJECTIVES 11-12 BUSINESS ... Research and Enterprise Delivery Plan 2014-15 6 OUR VISION A WORLD CLASS

Research and Enterprise Delivery Plan 2014-15 01

DELIVERY PLAN 2014-15RESEARCH & ENTERPRISE

Supporting world-class research with impact

CONTENTS

PageCONTENTS 1

DIRECTOR’S INTRODUCTION 2

HOW WE’RE FUNDED 3

FUNDS AND PROGRAMMES WE MANAGE TO SUPPORT RESEARCHERS 4

SUPPORTING ACHIEVEMENT 2013-14 5

OUR VISION 6

OUR AMBITION 7

THE RESEARCH AND ENTERPRISE DELIVERY PLAN 8

OUR PILLARS 9

OUR VALUES 10

OUR STRATEGIC OBJECTIVES 11-12

BUSINESS ALLIANCE 13-14

COMMERCIALISATION AND SPIN-OUTS 15-18

CONSULTANCY AND TECHNICAL SERVICES 19-20

CONTRACTING 21-22

KTP AND BUSINESS NETWORKS 23-24

RESEARCH DEVELOPMENT 25-26

RESEARCH GOVERNANCE 27-28

RESEARCH POLICY 29-30

OUR STRUCTURE 31

KEY CONTACTS 32

OUR PUBLICATIONS 33

1.


DIRECTOR’S INTRODUCTION

In our last Delivery Plan I described the 2013/14 year as pivotal in judging our progress. After considerable changes in terms of people, processes and systems, it was critical that we demonstrated clearly our value to the academic, student and business sectors we serve. We have risen to that challenge and delivered against expectations.

Over the past year our teams have supported the delivery of genuine excellence. Our new expertise in European funding has helped our researchers secure over £9m of European Commission funding this year; a three-fold increase since 2010/11. Our preparedness for Horizon 2020 is also positive with a healthy emerging grant pipeline. We have supported the University Executive Board in successfully delivering the 2014 Research Excellence Framework submission, resulting from the considerable effort expended by the Research Policy Team. I offer my thanks for their commitment.

Our importance and relevance to the local and global economy continues to impress and we punch well above our weight in many key indicators. In the past year we have created three spin-out companies, opened our micro-business incubator, secured a clean sweep of regional and national KTP awards, built a portfolio of 85 Innovation Vouchers and strengthened considerably our consultancy and licensing revenue streams. Our collaborative work with businesses has also developed more innovatively, working with researchers to position ourselves favourably with regional Competence Centres in Agri-Food, Aerospace and Sustainable Energy sectors. Additionally, we have targeted Innovate UK funding more successfully and encouraged our partners to co-fund 15 PhD Studentships this year, leveraging our government funding considerably. We will need to pursue these strategies more aggressively in the coming years..

Our support for researchers engaging with high quality research funders continues to develop positively with notable successes secured with AHRC and EPSRC Doctoral Training Centres and MRC and NIHR equipment and fellowship grants respectively. Our international funding developments

with FAPESP have been operationalised with a new two-year research mobility scheme launched this year. This emerging development complements the consolidation of our long-standing work with Petronas, where we have secured a further two-year programme of R&D worth £1m. These changes and developments to our portfolio in the past year have created significant new complexities, which have been managed remarkably by our Research Governance and Contracting teams. Their level of commitment and diligence is increasingly recognised by our researchers.

Most important is the quality of our service. We exist because of our researchers and students and not as a means to an end in our own right. Anything other less than the highest possible standards of service and a clear commitment to the delivery of the academic mission of the University will not be accepted in our Directorate. Whilst we have made progress in the annual Service Quality Questionnaire, completed by our internal customers, there remains a considerable distance to travel compared to our peer support services. My chief concern is the variance in service quality amongst teams and achieving consistent service excellence is the overriding priority for the year ahead.

What we have delivered in the past year should not be construed as fit for the year ahead. We are no longer an emerging service that requires time to find its feet. We are an established team and with that platform in place, the level of expectation increases further. We must deliver more by way of outcomes and illustrate with complete clarity the value of the service we provide. Our new Vice-Chancellor has set out an ambitious new plan for our university – Vision 2020 – and we cannot accept steady, comfortable growth if we are to realise the aims set out for us. As the University mobilises itself to meet the challenge of Vision 2020 we must better use the services and the expertise we have built together.

We will do this together, and as one team, as we strive to bridge the gap between where we are in 2014 and where we aim to be in 2020.

Scott Rutherford Director of Research and Enterprise

2.

£2.1m

£1.0m

£0.8m

OTHER

GENERALFUNDS

HIGHEREDUCATION

INNOVATION FUND

HOW WE’RE FUNDEDThe Research and Enterprise Directorate is funded through a mixture of general University and externally derived funds. External funds include the Higher Education Innovation Fund (HEIF) and additional income through either revenue generating activities (such as licensing) or other external subsidies and grants. Following an increase in HEIF funding, this has increased the proportion of Directorate activity funded by external sources which are contingent on performance based metrics.

3 Research and Enterprise Delivery Plan 2014-15

3.


4. FUNDS AND PROGRAMMES WE MANAGE TO SUPPORT RESEARCHERS

Central Research Support:

Impact Development:

Commercialisation and Innovation:

Research Development:

Academic Staff Conference Fund

International Research Fellowships

Research Initiatives Fund

Open Access Funding

Collaboration Development Fund

Business Alliance Fund

Vice-Chancellor’s Impact Prize

MRC Confidence in Concept

EPSRC Impact Acceleration Account

Proof of Principle Fund

Enterprise Fellowships

Spin-Out Investment (QUBIS Ltd)

Tech Start NI (Pentech)

Leveraged Studentships (RCUK, Europe, Industry)

FAPESP Joint Mobility and Planning Scheme

International Engagement Fund

SFI/ DEL Investigators Programme


6. SUPPORTING ACHIEVEMENT 2013-14

Partnerships

Invest NI Competence Centres – Advanced Sustainable Energy and Agri-Food

Top Provider of KTPs in the UK with portfolio of 35 and two major UK national awards

532 Invest NI Design Services collaborators

Major collaborations with Petronas (£1.5m), Almac Drug Discovery/ Invest NI (£6m) and FAPESP (Brazil)

15 collaborative studentships with industry

3 students graduated from the Innovation Academy

Innovation

Increased HEIF Funding of £2.1m per year

43 Invest NI Proof of Concept projects supported, worth over £4.5m

Implementation of Commercialisation Review and appointment of Director of Innovation

3 new spin-out companies formed

3rd in UK in licensing revenue

81 Invest NI Innovation Voucher projects

Introduction of new Business Incubator with 3 tenant companies

Introduction of new Business Incubator

Major awards including 2013 25k winners (ProAxSiS) and 2014 ITLG University Challenge winner (Adoreboard)

Public Engagement

Over 800 attendees at Research Impact Showcases

Launch of DNA of Innovation 3 with 29 new case studies

10 Chief Executives’ Club events for over 1200 attendees

Public lectures delivered through All-Island Innovation programme

Research

Increased Research Awards of £71m

EU Awards of over £9m

REF 2014 submission in November 2013

Successful HTA Inspection and new Human Tissue Database

15 new SFI-DEL Investigators Programme applications, through to final phases

Major awards e.g AHRC BGP (£11.7m), EPSRC DTC (£8.1m), MRC Capital (£2.75m)

Over 1000 contracts and agreements supported

5.


OUR VISION

A WORLD CLASS INTERNATIONAL UNIVERSITY THAT SUPPORTS OUTSTANDING STUDENTS AND STAFF, WORKING IN WORLD CLASS FACILITIES, CONDUCTING LEADING-EDGE EDUCATION AND RESEARCH, FOCUSED ON THE NEEDS OF SOCIETY.

6.


7 Research and Enterprise Delivery Plan 2014-15Research and Enterprise Delivery Plan 2014-15 7

OUR AMBITION

OUR AMBITION IS TO PROVIDE AN INTEGRATED AND PROFESSIONAL SUPPORT SERVICE ACROSS THE BREADTH OF THE UNIVERSITY’S RESEARCH AND ENTERPRISE ACTIVITIES, WORKING IN PARTNERSHIP WITH STAFF, STUDENTS AND EXTERNAL COLLABORATORS, TO FACILITATE THE EFFECTIVE AND EFFICIENT DELIVERY OF RESEARCH EXCELLENCE AND IMPACT.

7.

“DELIVERY OF RESEARCH EXCELLENCE AND

IMPACT”

Our strategic objectives drive our day-to-day

activities.

“AN INTEGRATED AND PROFESSIONAL SUPPORT SERVICE”

Our 5 pillars set out our common

purpose and shared goals.

“WORKING IN PARTNERSHIP”

Our values describe how we work with

our customers.

OURPEOPLE


THE RESEARCH AND ENTERPRISE DELIVERY PLANThe Research and Enterprise Delivery Plan is comprised of three components. These are our strategic objectives, our values and our pillars. Together these drive our strategic and corporate alignment, our behaviours and our integrated team approach. Each of these components is central to delivering our vision and form the basis for how we monitor and measure our performance individually and collectively.

8.

IMPACT

We deliver holistic support in order to maximise the economic, social and cultural impact of the research undertaken at the University.

We continually extend our influence, manage our alliances and develop our partnerships across Northern Ireland and beyond in order to shape the research and enterprise agenda and optimise opportunities for our stakeholders.

We aim to be recognised as leading professionals in our field and share information and expertise across the University and the sector. We operate at the boundary of policy-making, interpreting and disseminating the latest developments to our stakeholders.

We look beyond the immediacy of Northern Ireland, recognising that we operate as part of a global environment.

We develop and manage research intelligence through robust integrated information systems to support evidence-based and transparent decision making.

INFLUENCE INSIGHT INTERNATIONAL INTELLIGENCE


OUR PILLARSA set of pillars underpin and support the Delivery Plan of the Research and Enterprise Directorate and are central to delivering our strategic objectives. These pillars are shared by all teams across the Directorate and highlight that, working together as a high-performing team, we can deliver on ambitious and forward thinking goals.

9.

10.


OUR VALUESThese values are shared by all staff within the Research and Enterprise Directorate. They drive the manner in which we work together and support the delivery of an excellent service for our customers.

COLLABORATION

We work together as one integrated

and committed team, consistently

building upon our successes and

sharing best practice. We work with

each other to support the delivery of

the University’s Vision

POSITIVITY AND

PROFESSIONALIS

M

We provide an effe

ctive

, efficie

nt

and professional se

rvice

, ensurin

g

we deliver s

ignificant added va

lue

for our s

takeholders with

a

‘can do’ a

ttitude.

VISIBILITY

We are highly accessible, aligned with

the needs of academia and industry,

working in close partnership with

researchers, students and external

collaborators. We lead, shape and

champion the research and enterprise

agenda within the University

and beyond.

VALUES

IMPROVEMENTWe believe in continuous

improvement in our service, seeking feedback from our

customers, and taking proactive steps to develop our skills

and capabilities.

INTEGRITYWe take responsibility for our decisions

and believe in constructive challenge

and open, honest debate.


OUR STRATEGIC OBJECTIVESAs a Directorate, we subscribe to clear and measurable objectives and targets collectively, at team level and individually. These strategic objectives are shared by all our teams and outline our high level contribution to Queen’s. These objectives are supplemented by a detailed action plan for each team.

11.

STRATEGIC OBJECTIVES UNIVERSITY OUTCOMES

Building High Quality, Beneficial Collaborations

Increase collaborative R&D funding with key strategic partners.

Develop, manage and optimise corporate partnerships with clear research outcomes.

Provide effective project management support for major industry-led R&D programmes and centres.

Increase externally derived consultancy income.

Provide support for innovation in regional SMEs through collaborative engagement projects.

Improve leveraging of opportunities and business engagement to support SMEs in the regional economy.

Enhance cross-border relationships through projects such as Fusion, All-Island Innovation Programme, Innovation Academy and Science Foundation Ireland Investigators Programme.

Interactions with business and community organisations

Contract research income

Consultancy income

KTP numbers and income

Collaborative research projects achieved

TSB/ Invest NI pipeline

Strategic partnerships established

Collaborative PhD studentships with business

FUSION project portfolio

Invest NI Innovation Vouchers portfolio


Developing and Supporting Research Excellence

Increase support for sustainable, globally recognised research institutes aligned to global challenges.

Increase awareness of and engagement with external research funding opportunities nationally and internationally.

Enhance support and guidance for the development of successful research funding applications.

Enhance relationships with key funding organisations and other external stakeholders.

Provide comprehensive support, guidance, advocacy and direction on research and enterprise policy.

Provide intelligence and evidence to support the targeting of investment in priority areas.

Support the enhancement of the University’s research reputation through an optimised REF outcome, a new Research Strategy and increased accessibility and dissemination of academic work.

Research Strategy launched

Research applications and awards

Average citations per paper

Percentage of papers in top 10% of journals

Awards above Faculty value thresholds

Targeted PGR allocation model

Leverage of PGR studentships


OUR STRATEGIC OBJECTIVES11.


Delivering and Supporting Research Impact and Public Engagement

Optimise the University’s pipeline of commercial opportunities.

Increase academic engagement with commercialisation activities to broaden and deliver socio-economic impact.

Effective management and support of early stage innovations through securing new external resource and core funding schemes.

Foster and develop external partner, entrepreneur and intermediate networks and ecosystems to accelerate commercialisation.

Embed a ‘Research Impact’ strategy throughout the research base, increasing public engagement and developing awareness of Queen’s impact upon society.

Equity realisations

Licences granted and royalty income

External Investments into Queen’s ventures

Companies and jobs created

Net income from IP and licensing

Invest NI POC programme funding

RCUK funding

Events, lectures and seminars held


Establishing Policies to Enhance Research and Enterprise Development

Support the University’s response to higher education and other relevant national government policy developments.

Develop, implement and maintain policies to support effective engagement with research and enterprise activities.

Maintain robust processes to support research governance and integrity, ensuring regulations, policies and procedures are reflective of current legislation and best practice.

Deliver assurances on strength of governance and integrity processes and effectively execute role of Sponsor in accordance with the Research Governance Framework for Health and Social Care (RGF).

Provide dedicated, specialist contracting expertise for researchers engaging with external partners, establishing and communicating clear policies engaged with by researchers.

Protect and manage risks associated with research agreements, negotiating appropriate terms that balance benefit and risk.

Provide effective management of intellectual property (IP) issues, and manage systems to deliver meaningful and informative support for IP and contracting activities.

New Research and Enterprise website launched

Effective end-to-end researcher guidance materials published

Effective governance and integrity procedures in place

UK standard contract templates launched

HTA Inspection delivered successfully

Investors in People application prepared and submitted

Green Impact Gold Award achieved


BUSINESS ALLIANCEThe Business Alliance team provide comprehensive professional support for the development of strategic alliances with regional, national and international partners from a range of sectors, including the public, private and voluntary sectors, and research users more generally.

OBJECTIVE ACTION DELIVERABLE

Increase collaborative R&D funding with key strategic partners Deliver an increase in the value of the collaborative and contract research carried out at Queen’s.

Develop large-scale collaborative projects involving non-academic partners.

Support development of £6m collaborative research.

Support development of £1m contract research.

3 funded projects each valued over £1m enabled by partnering with non-academic organisations.

Increase support for sustainable, globally recognised, stakeholder-driven research institutes

Increase the awareness of enterprise services available to research institutes.

Increased presence at Queen’s research Institutes.

One event promoting R&E support in each of Queen’s research Institutes and Institute for Health Sciences centres.

Develop on-site working schedule with 3 research institutes.

Develop, manage and optimise corporate partnerships with clear research outcomes

Establish and maintain strategic research partnerships with non-academic organisation.

Ensure breadth in the research partnerships Queen’s maintains.

Develop and agree joint R&D strategy with 8 corporate partners.

Coordinate 15 visits between Queen’s research staff and potential collaborative partners.

Contract and collaborative research projects developed to involve 20 unique partners.

12.


BUSINESS ALLIANCE12.


Management of support programmes to enable increased research user engagement

Continued delivery and oversight of the Impact Development Fund.

Seek external funding to enable increased user engagement with Queen’s research.

Support the development of postgraduate studentships delivered in partnership industry.

Deliver report on outcomes of existing IDF projects.

Oversee allocation of remaining IDF funding.

Two successful applications for funding for impact generation activities

Deliver 20 studentships involving non-academic partners.

Effective project management support for major industry-led R&D programmes

Oversee Queen’s role in the Invest NI Competence Centres.

Provide support to major collaborative research projects undertaken at Queen’s.

Support provided to Competence Centre staff in developing and administering projects (c. £1m p.a.)

Provide strategic support to collaborations involving Petronas, Almac, Seagate and Randox,

Provide a coordinated, cross-institutional approach that leverages new opportunities for business engagement.

Produce a pipeline indicating collaborative and contract research opportunities.

Represent Queen’s and Business Alliance on relevant external and internal panels.

Engage with R&E and RFO colleagues to ensure sharing of information is appropriate.

Embedding the Queen’s CRM system across teams.

MRC Proximity to Discovery application (2014-15) coordinated.

Coordinate faculty based cross-team meetings in Research and Enterprise.


COMMERCIALISATION AND SPIN-OUTSThe Commercialisation and Spin-Outs team manages the pipeline of commercial opportunities arising from the University’s research portfolio. The Commercial Development team leads on commercialisation across the University. Working with academics, the team supports innovative ideas and helps secure and manage all follow-on funding required to develop a high-quality pipeline of commercial opportunities. The Spin-Outs and Investments team works to further develop these new ventures: managing investments in, and fostering, the University’s portfolio of spin-in and spin-out companies. The University, through QUBIS Ltd, takes an equity holding in new spin-out ventures in return for an investment of cash and/or Intellectual Property.


Lead the development, communication and delivery of the University’s Commercialisation Strategy

Articulate a clear strategy that meets both the University’s Impact and Commercialisation objectives.

Within this strategy, develop a framework to properly test and measure impact of commercialisation activities, articulating how this strategy secures economic benefit for the region and the wider UK economy.

Through this strategy develop a commercialisation action plan designed to grow capability necessary to maintain the University’s UK leading role in HEI commercialisation performance.

Strategy agreed by Qubis Ltd. Board and Research and Enterprise Overview Group (REOG)

Formalise impact approach, measurement framework and visualise outcomes for transparent reporting key to funders

Maintain position in top 10 of Russell Group HEIs in IP commercialisation metrics

Maintain a leading role in the region’s knowledge based economy as measured by the NISP Connect KEI

Increase engagement in commercialisation activities to broaden and increase impact

Provide clear guidance and pathways for staff and entrepreneurs interested in engaging in commercial activities, including necessary policies, processes, frameworks and communication.

Use refreshed guidance and case study materials to engage broader internal and external involvement in commercialisation activity.

Communicate guide effectively and improve awareness and PR around Queen’s commercialisation activities through case studies and commercial outcomes

Improve early stage funding intelligence to increase range of options for proof of principle, proof of concept and commercialisation grants and investment, focused to support increased activity between academics and collaborators. Make greater use of mentors and external entrepreneurs involved in the University’s early stage commercialisation projects. To help increase our commercialisation capacity, work to increase the number and quality of external entrepreneurs engaged with the University

Publish a ‘Commercial Pathway’ guide and related web-based collateral, material and FAQs targeted at academic inventors and collaborators

Develop a revised and simplified innovation disclosure process.

Externally, establish channels to disseminate commercialisation updates and share guides and case studies. Establish closer communications links with key partners such as NISP.

Internally, communicate/ coordinate a coterminous series of Queen’s events to promote the guide.

Deploy a web-based early-stage funding tool.

Working with NISP and other partners, increase the flow of funding options

Launch a virtual QEN and increase the numbers of mentors and entrepreneurs engaging with Queen’s opportunities.

Develop procedures to support effective operation of QEN.

Seek to collaborate with other NI knowledge based partners to increase access to domain experts and to link this to event activity.

13.


COMMERCIALISATION AND SPIN-OUTS13.


Effective management of core funding schemes with the intent of securing new resource for early stage innovations

Continued professional programme management support to staff engaging with key schemes including Invest NI, TechStart NI, Innovate UK and RCUK.

Manage investments to maximise successful applications.

Diversification of early stage support programmes to expand the range of commercialisation funding sources available.

Support better coordination and integration between schemes to accelerate the development and validation of early-stage innovations.

Maintain access to POC and early-stage funding programmes.

Work closely with Invest NI to support effective programme management and positive economic appraisal for Phase 3 funding

Work closely with TechStartNI to present a pipeline of opportunities for investment consideration.

Identify and engage with 6 alternative funding sources beyond InvestNI (both pre and post incorporation).

Explore sources available through VITAL

Identify follow-on sources of funding, providing better ‘line of sight’ in migrating between forms of support

Provide effective Intellectual Property (IP) management Continued management and review of the licensing portfolio with a view to optimising and maximising returns.

Complete systems review to support IP management and provide oversight of implementation.

Facilitate the introduction of increased external validation in both the disclosure and Patent Investment Gate processes.

Manage and maintain effective relationships with external patent agents

Comprehensive review of the top licence agreements and explore strategies with major licensees to increase value

Complete analysis of IP management workflow including engagements with external agents and Finance directorate.

Develop an implementation plan with associated resources and activities identified

Monitor and count number of innovations that gain early external validation, number of gate process decisions that gain external validation, and number of innovations gaining external validation through VITAL

Management of the OJEU tender process to secure external patent agent services starting during 2014-15 academic year.




Foster and develop the external partner, entrepreneur and intermediate networks and ecosystems

Facilitate and enhance closer integration of core activities with NISP Connect including Invent 2015 and Co-Founders Wanted programmes.

Engage with regional bodies relevant to Economic Development and Innovation (including ‘super councils’).

Analyse key research competences within the University and facilitate increased engagement with key corporate venture partners

Establish collaborations with networks including alumni, diaspora, NI Connections and related fora to support sourcing entrepreneurs and funding.

Develop R&E Incubator service by growing tenancy, services and graduation of companies.

Leadership and committee membership across NISP Connect programmes, driving Queen’s engagement, coordinating NISP Connect events at Queens.

Monitor membership of internal groups and explore how best to support ‘super councils’.

Target support at external events through VITAL

Complete technology foresight mapping for Queen’s (including: G8 against Queen’s Research priorities, Competence Centres, Witty Heat Spots and REF), and explore key partner or intermediaries in each key research strength.

Engage in Competence Centre commercialisation agendas, providing insight to Pathways to Impact sections in funding applications

In collaboration with Alumni office, trial and test campaign for early stage Queen’s innovation opportunities.

In collaboration with NI Connections, trial and test NI diaspora campaign to support early stage Queen’s opportunities

Achieve full occupancy and animated schedule of activities.




Optimise pipeline of commercial opportunities Develop a high quality pipeline of commercial opportunities with potential to deliver economic impact

Leverage follow-on investment to optimise and increase the value of the pipeline

Measure success against baseline performance figures in the following areas:

• number of innovation disclosures submitted

• number of commercial opportunities being supported

• number of patents applied for and granted

• number of companies created

• £m in Equity Realisation & Dividend

• Payments

• £m in Royalty Income

• £m Invested by the University

• jobs

• revenue

Measure success against baseline performance figures in the following areas:

• £m External Investments into the University

• £m External Investments into University Ventures


CONSULTANCY AND TECHNICAL SERVICESThe Consultancy and Technical Services team promote and support academic relationships and engagement with the SME community in Northern Ireland through the Innovation Vouchers schemes and other appropriate avenues. Consultancy and Technical Services also share consultancy information across the wider University context, leveraging opportunities for further business engagement and identifying and support the transition from consultancy to other commercialisation opportunities.

14.


Increase externally derived consultancy income Prospect for consultancy opportunities and actively assist with proposal submissions.

Work with, encourage and support academic staff to engage in consultancy through the University Consultancy Scheme.

10% growth in externally derived consultancy income in 2014-15.

Pro-active monitoring and dissemination of online procurement opportunities and calls from a variety of regional, national and European sources to academic colleagues.

Increase support for innovation in regional SMEs through collaborative projects

Promotion of opportunities including Design Services Programme, Grant for R&D, Technology Strategy Board , Innovation Vouchers and ConnectED to staff and companies

Co-ordination of all activities including proposal review, on-going monitoring, final proposal review, intervention where appropriate for late or problematic projects, manage finances accordingly

45 Innovation Vouchers put in place with companies in 2014-15 of a value of approximately £189k

Deliver large scale programmes including Design Development and ConnectED (HE/FE collaboration) programmes

Identify opportunities to bid for additional funding through regional and national R&D programmes.

Work with, encourage and support academic staff to submit bids and provide high level oversight and management as required.

Deliver 4 large scale technical services programmes (£150k each) in 2014-15


CONSULTANCY AND TECHNICAL SERVICES 14.


Improve leveraging of opportunities for further business engagement to support SME business growth

Promote and facilitate increasing levels of repeat business and leverage additional opportunities through company engagement in other programmes.

Target 5 specific SMEs to take to an increased level of engagement with the University via contracted programme of work, e.g. KTP, R&D Grant.

Generate successful case studies and associated promotional material.

Promote the University Consultancy Policy to encourage academic staff to address company needs

Ensure academic staff are aware of the University consultancy policy and associated procedures.

Ongoing presentations and promotional activities to Schools and Research Clusters including 6 targeted School/ Cluster presentations.

Deliver 3 sector specific industry events promoting consultancy opportunities.

Review and update the University Consultancy Policy and web guidance as appropriate based on review of sector and feedback from senior management.

Number of Company engagements undertaken including the delivery of Design Services programme

Provision of design services including Design Clinics, design Advice, Design Development Programmes and Design Workshops/ Conferences

250 company engagements in 2014-15.


CONTRACTINGThe Contracts Team leads in the preparation, negotiation and execution of contracts ensuring that the interests of the University are protected in relation to intellectual property rights, contract research income and consultancy, supporting the delivery of optimal commercialisation outcomes. The team are engaged with the drafting negotiation and management of contracts, licences and agreements, identification of risk and protecting the University’s rights and responsibilities.

15.


Provide dedicated, specialist contracting expertise for researchers engaging with external partners

Put in place dedicated team of 6, providing full range of legal advice on all contractual issues relating to research activity

Basic research contracts training completed for whole team.

Training for team on clinical trial activity and membership of ABPI

Allocation of workload within team in line with faculty priorities.

Establish and communicate clear institutional contracting policies that are engaged with by researchers

Establishment of a clear process for the acceptance and delivery of contracts.

Draft and implement statement of practice for contracting process

Implementation and refinement of procedure for allocation of contracts based on level of expertise and capacity.

Weekly team meetings and regular meetings with Research Finance.

Protocol for signing authority and execution by deed to be agreed and authorised by UOB/ UEB.

Protect and manage risks associated with research agreements, negotiating appropriate terms that balance benefit and risk

Ensure that the University can engage with research partners and industry on the best commercial terms available and with as little risk as possible.

Draft and implement standard form documentation for NDA’s, MTA’s, IP Agreements, Collaborative Agreement and Technical Services

Give strategic input with regard to service delivery drafting standard form documentation for fee for service type agreements

Give strategic input with regard to relationship with Belfast Trust and draft standard form clinical trial documentation

Give strategic input with regard to establishment of the NI Competence Centres and strategic International Collaborations


CONTRACTING15.


Support the development of institutional research activities regionally, nationally and internationally through effective and efficient contracting processes

Increased understanding and awareness of research activity and the drivers/ key objectives behind that activity

Set up structure for regular engagement with Commercialisation and Spin-Outs team regarding licensing and spin-out ventures

Give strategic input when required to Business Alliance team to develop 3rd party relationships

Hold a minimum of three workshops to academics introducing team and holding Q and A on major issues

Manage and monitor contracts systems, which deliver meaningful information and support effective contract management

Establish clear, accurate and efficient systems that will facilitate the effective management of the contracting process

Establish and maintain new SharePoint site

Training for team on use of SharePoint as necessary

Establishment of administrative support for document management.

Establishment of contracting website to make relevant information available to researchers.



Optimised business relationships and leveraging of new opportunities for business engagement, particularly for SMEs

Facilitate access for all businesses to the networks and research strengths of the University through events and initiatives that promote innovation, knowledge exchange and economic development

Engage with external external bodies (e.g. CBI, IOD, Professional Institutions) to develop links and enhance knowledge exchange and Business Networks activities.

Continue to play a key role in planning and delivery of initiatives that build staff and external political/ business community support

Share customer information and dissemination of key areas of best practice in programme management with the Directorate

Ensure web access to the team’s activities is consistent, complies with University regulations and is kept up-to-date.

Attend a range of professional networking events, conferences, etc. as appropriate.

At least 6 successful high-level Business Networks Events (Chief Executives’ Club, Lecture series etc)

Contribute to committees e.g. HE funding campaign, as appropriate.

At least 3 new KTPs following on from other levels of engagement.

CRM system fully populated and used by relevant team members.

Contribute to review of Directorate website, and process to ensure team activities are up-to-date and relevant.

Increased academic engagement in knowledge exchange and business networks activities

Promote and facilitate effective academic engagement in knowledge exchange and business networks

Attend meetings with academic groups to communicate role and opportunities and build on library of case studies

Library of academic case studies, and new academics engaged in programmes

Increased public engagement with research and enterprise activities, developing awareness of Queen’s impact upon society

Promote and facilitate public engagement in research and enterprise activities

Build on communications strategy for invitees to the various events.

Maintain and build on library of case studies demonstrating impact delivered through research and knowledge exchange activities

1 major showcase event, a series of 2 cross faculty themed impact events.

Build on the database of contacts to maximise communication

12 new high quality knowledge exchange case studies per year, 1 major impact publication and set up group to review the current DNA series

KTP AND BUSINESS NETWORKSThe KTP and Business Networks Team encourages and facilitates business engagement between UK and Republic of Ireland companies, and the research base at Queen’s, through the provision of networking events, management and delivery of sponsored programmes, and sharing of key client information within the Directorate and across the University.

16.


KTP AND BUSINESS NETWORKS


Retain position as UK’s leading KTP portfolio managers and continue recognition as a KTP ‘champion’, increasing influence of KTP policy across NI and the UK

Develop and manage KTP portfolio, ensuring the successful promotion, uptake, lifecycle support and outcomes.

Review and compare the University’s performance in delivery of these activities against other UK Universities

Provide high value-added company, academic and KTP Associate support

Champion and promote KTP within Northern Ireland

Represent the University and the NI region at national conferences, meetings and events, contribute to debates and forums to ensure that the NI perspective is accurately in development of national and local knowledge exchange policy.

Top position in UK KTP tables for quantity (target 40 and £1.8M income by July 2014) and quality, indicated through final report grades.

Target for 65-70% of projects graded A (Outstanding) or B (Very Good).

Ensure Queen’s is represented in Regional and National KTP groups, networks and award competitions

Successful proposal approval, Associate recruitment and project support to maintain portfolio of 40 KTPs

Enhancement of cross-border relationships through review/ growth/ development of our Fusion portfolio, All-Island Innovation Programme and Innovation Academy

Develop and manage Fusion portfolio, ensuring outcomes delivered in line with sponsor’s strategies.

Disseminate outcomes and results of all programmes and events with specific reference to the research impact agenda.

Develop an innovation research network with business owners and managers in all industry sectors and business sizes across Ireland through the All-Island Innovation Programme

To increase academic/ industry engagement, graduate entrepreneurship and graduate employability rates through the Innovation Academy, and through the facilitation of networking opportunities for young graduates working at the interface of academia and industry

Maintain a portfolio of 10 FUSION projects

Case studies developed as required to facilitate other Queen’s funding bids and our impact agenda, e.g. REF.

Review of the All-Island Innovation Programme and effective delivery of any target outputs to be agreed within budget.

Queen’s Module delivered successfully.

Current students successfully completing the programme.

Review of the sustainability for subsequent years and of funding sources to ensure continued success of the academy here (or elsewhere in the University) beyond Phase 1

16.


RESEARCH DEVELOPMENTThe Research Development team provide strategic support and oversight of research funding, reviewing the alignment of strengths and priorities with external opportunities. They promote and facilitate cross-disciplinary collaboration, growth in external research grant income, increased awareness of funding opportunities, and good practice across the research base. They also manage relationships with research policy makers, funders and other external stakeholders to ensure that the University is positioned to influence and shape external strategies.


Increase awareness of, and engagement with external research funding opportunities (RCUK, EU and international)

Continue to identify and disseminate, in a targeted fashion, strategic funding opportunities

Engage with academics through attendance at internal meetings, etc. to gain an increased understanding of research strengths and promote funding opportunities

Maintain support for Research Professional

Raise awareness of the support available to research staff from Research Development

Increased awareness of strategic funding opportunities within the research base

Regular participation in relevant Faculty/School/Cluster forums, as appropriate

Increased usage of Research Professional across the University

A series of initiatives aimed at integrating Research Development staff with selected research groupings

Enhance support and guidance on the development of high quality research funding applications; delivering towards the institutional commitment to 4% annual growth in R&D funding income

Continue to deliver training courses, workshops and seminars enabling high quality proposal submissions

Provide high value-added, one-to-one support for bid preparation

Provide web-based resources to support bid preparation

Timetable and deliver a programme of training workshops across the University focussing on RCUK funding and early career academics

Deliver at least 3 facilitated interdisciplinary workshop leading to a funding application; at least 2 EU focussed seminars on programmes such as COST, Marie Curie; and a programme of internal seminars to increase awareness of H2020

Increased number of applications submitted with recognised RD input

Comprehensive library of guidance documentation for bid preparation

Effective processes in place to support the management of co-ordinated University bids

Implement the internal bid management process as appropriate

Provide support in the development of institutional research bids

Continued delivery of DEL EU Support Fund Action Plan

All major bids submitted through Research Development team

DEL quarterly reports submitted on time, with all relevant targets met

ERC managed bids process implemented

17.


RESEARCH DEVELOPMENT


Expand collaborative and multidisciplinary research activity (at scale) aligned to strategic research priorities

Identify opportunities for collaborative/multi-disciplinary research activity and deliver networking events focussed on thematic area(s)

Promote and support funding opportunities which facilitate strategic international research collaborations

Organise at least 3 interdisciplinary networking events focussed on strategic research areas

Increased number of international collaborative research applications submitted with recognised RD input

Enhance relationships with key funding organisations and other external stakeholders

Manage relationship with EPSRC

Organise institutional visits and showcases to/from key funders

Promote academic engagement in national and international evaluation and advisory panels in order to influence future research agenda

Represent and promote University’s strategic research interests at external regional and national events organised by key stakeholders

Build relationships with relevant EU networks/strategic advisory boards to increase awareness and knowledge

Organise 2 EPSRC visits to strengthen our relationship with and increase Queen’s profile within EPSRC

Attendance by Research Development staff at 12 funder events and organisation of 5 visits to Queen’s by research funders

Actively participate in regional, national and European meetings, providing input as appropriate

Increased number of academics acting as expert evaluators for key funders (50+)

Actively participate in a wide range of external events

17.


RESEARCH GOVERNANCEResearch Governance ensure that research involving human participants, their tissue or data and research involving animals is conducted with the highest integrity and in accordance with statutory requirements. They support and facilitate this activity across the University’s research community – ensuring academics, research staff and students comply with the wide range of legislative, regulatory and good practice requirements in this area.

18.


Maintain robust processes to support research governance and integrity thus ensuring University regulations, policies and procedures are reflective of current legislation and best practice in the sector.

Continue programme of training designed to support research governance and integrity.

Develop online training programmes to facilitate staff and student professional development.

Identify and respond to legislation, funder requirements and good practice within the sector and ensure University policies fit for purpose.

Apprise University Research Ethics Committee, Human Tissue Steering Group and Research Governance and Integrity Committee of legislative and good practice changes.

Review data management systems used to support governance and integrity, and identify areas for improvement to enhance efficacy.

Ensure the purpose and function of the Team reflects activity within the sector.

Training provided on the Integrated Research Application System, Human Tissue Act, Informed Consent, Data Management and Research Governance and Integrity.

Develop on-line Human Tissue Act Compliance training and Research Governance and Integrity Training.

Identification of opportunities to enhance understanding and embed research governance and integrity through the delivery of ad-hoc seminars.

Ensure regulations, policies and procedures are considered and approved through the robust research governance committee reporting structures

Research Governance and Integrity Committee, University Research Ethics Committee and Human Tissue Steering Group to meet 3 times per annum

Review the database holding insurance information and the sponsorship database so they are effective and efficient.

Update Team’s name and ensure website reflects the purpose of Governance and Integrity.

Ensure the dignity, rights, safety and wellbeing of all research participants. Work with researchers and other stakeholders to develop and implement best practice

Ensure researchers comply with relevant legislation governing research.

Development of local processes to enhance participant safety and well-being.

Support researchers by providing expert advice and guidance on matters of ethics, governance, integrity and health and safety.


RESEARCH GOVERNANCE18.


Deliver assurances to the University on strength of governance and integrity processes, ensuring corporate risks are effectively managed.

Continue with programme of audits, providing aggregated reports to relevant committees

Ensure Risk Management Committee apprised of current risk levels and mitigate against governance related risks.

Invoke the Regulations Governing an Allegation of Misconduct in Research, as required.

Rolling audits to check adherence with sponsorship, Human Tissue Act, clinical trial regulations, and funder requirements.

Provide six monthly corporate risk reports and supporting documentation.

Identify actions and learning from allegations of misconduct to prevent re-occurrence.

Effectively execute the role of Sponsor in accordance with the Research Governance Framework for Health and Social Care (RGF).

Review research studies, providing feedback to staff and students to improve quality of ethical applications.

Confirm studies appropriately peer reviewed and researchers have necessary expertise and resource to undertake work.

Ensure appropriate indemnity, ethical approval and necessary regulatory approvals in place before the study begins.

Ensure essential study documentation in place including agreements with third parties.

Review all requests for sponsorship, providing feedback within 7 days of an application received.

Studies peer reviewed proportionate risk posed.

Start memorandums only issued once all aspects of governance have been completed.

Contracts and MTAs in place prior to commencement of research.

Support researchers when applying for grants. Provide input to applications ensuring researchers appropriately consider ethics and governance arrangements

Review and determine sponsorship arrangements for grant applications

Robust grant applications from academics.

Openness in communication with BHSCT and insurance broker.


RESEARCH POLICY The Research Policy team work with policy-makers to influence and develop University research strategy and procedure, ensuring alignment with corporate planning. They work to optimise the University’s positions through external reporting mechanisms and assessment exercises such as REF. The team engage with academic staff, promoting and disseminating research strategies and funding models, aiming to improve engagement and incentivise optimal research output.

19.


TTo enhance the research environment at Queen’s through providing research support, guidance, advocacy and direction.

Provide high level support for the Vice-Chancellor and PVC Research and Postgraduates on research policy matters.

Co-ordinate development of the Research Strategy and support the effective working of the Research Strategy Group.

Support development of an effective and high quality research information system and provide high level management information to inform decisions.

Provide support for DRs and Heads of Schools to access comparative data for benchmarking against peers/competitors.

High quality evidence-based briefings to support decision-making by the Research Strategy Group and UMB/ UOB.

Delivery of DR Away Days and Research and Postgraduate Committee meetings, with follow through on decisions/actions required.

Delivery and implementation of data management policy and provision of advice, support and guidance to academic staff as requested.

Completion of Phase 3 of QRIS Project.

To proactively engage in a range of regional and national networks to gain insight into, influence and inform research policy for the benefit of internal and external audiences.

Identify key networks and develop relationships with policy-makers and opinion-formers.

Identify opportunities to influence national debate on policy issues and become leaders in the field.

Support development of research and innovation strategy within the regional/ national context.

Influencing of key policy areas including open access policy and implementation; research data management; design of REF 2020; Russell Group policies

Effective definition and communication of the University’s view on key policy issues, internally and externally.

Continued membership and attendance key meetings, of influential groups within DEL, DETI, BIS, ARMA and HEFCE.

To co-ordinate the University’s formal response to research policy development at a regional and national level.

Identify and collate evidence and develop policy positions to respond to consultation calls in relation to research policy.

Submission of informed responses to all appropriate consultations.

Provide intelligence and evidence to support the targeting of investment in key research areas.

Further develop Pure and provide ongoing training and support to academic staff.

Structure and manage the Central Research Support Fund in line with the Research Strategyt

Develop the research performance management framework and provide timely information to university decision makers.

Support the development and implementation of the PGR studentship allocation model, to incentivise and reward in line with the Research Strategy.

Prioritisation strand of Research Strategy development.

Review of the Central Research Support Fund to ensure best use of scarce resources.

Revised PGR allocation model presented to UMB in a timely manner for School implementation.



To create and implement an impact strategy that embeds impact at all stages of University research.

Create an impact strategy for the post-REF 2014 research environment.

Embed a culture of impact and public engagement from research across the University

Support, capture and measure impact activity within the next REF cycle, and on an ongoing basis.

Support delivery of impact and engagement events and stories on the University homepage.

Researchers alerted to funding/competitions for impact.

Impact strategy and approach agreed within R&E and promoted amongst academics, including an agreed approach to capturing impact centrally.

Knowledge Exchange Seminar Series, delivered in partnership with the NI Assembly and regional institutions

Co-ordination of the Vice Chancellor’s Impact Prize

Development and delivery of training and CPD activities (including for PhD students and ECRs).

Provide support to build upon the University’s research reputation through an optimised REF outcome, a new Research Strategy, and increased accessibility, dissemination and citation of academic work.

Maximise reputation and funding position of the University through REF 2014 outcomes.

Put in place preparations for the next REF and submissions to research funders and statutory organisations.

Development of external communications about our Research Strategy.

Provide support for research dissemination, including increasing awareness of bibliometrics and supporting plans to move towards a doubling of citation levels.

Liaise over and support selected research events/promotions.

Groundwork for next REF in place, including support for researchers to ensure open access of their publications.

Provision of advice, guidance and support in the delivery of RCUK and other research statutory and funder returns regarding outcomes from research.

Publicly available communication materials explaining our Research Strategy to external audiences.

Continued roll-out of Elsevier management tools

Review of implementation of School Dissemination Plans and continue to promote good practice.

Enhance research communications through a range of channels to support internal and external engagement

Co-ordinate the Research and Enterprise Communications Cohort and follow up on agreed actions

Lead redevelopment of the Directorate website

Enhance our approach to using social media to engage internal and external audiences

A new communications plan delivered and implemented through the Directorate Communications Cohort

A new, user-focused Directorate website

A revised slide deck for Directorate presentations

RESEARCH POLICY19.

Director of Innovation

QUBIS Ltd Board

Director of Research and

Enterprise

Research

Development

+ EU Support

Research Governance

Research Policy ContractingBusiness

Alliance

Consultancy and Technical

Services

KTP and Business Networks

Spin-Outs and Investments

Commercial Development


OUR STRUCTURE20.


KEY CONTACTS

Scott RutherfordDirector of Research & Enterprise [email protected] 028 9097 2565

Brian McCaulDirector of Innovation [email protected] 028 9097 1520

Dr Wendy McLoone Head of Research Development [email protected] 028 9097 1140

Karis HewittHead of Research Policy [email protected] 028 9097 2561

RóisÁine HamillHead of Contracting [email protected] 028 9097 1315

Louise DunlopHead of Research Governance [email protected] 028 9097 2572

Dr Paul DonachyHead of Commercial Development [email protected] 028 9097 2544

Dr Dermot LeonardHead of Business Alliance [email protected] 028 9097 3990

Dr Mary FlynnHead of KTP & Business Networks [email protected] 028 9097 3314

Tom EdgarHead of Consultancy & Technical Services [email protected] 028 9097 3119

David MooreHead of Spin-Outs and Investments [email protected] 028 9097 1521

21.


OUR PUBLICATIONSThe Research and Enterprise Directorate has produced a number of publications on the excellent research, knowledge exchange and public engagement activities taking place at the University, all of which are accessible through our website: www.qub.ac.uk/home/ResearchandEnterprise

22.

THE DNA OF INNOVATIONThe Impact of Pioneering Research

The Impact of Pioneering Research

Matters Cover AW.indd 1 29/09/2014 12:22

The DNA of InnovaTIon: volume III

Creative ConneCtions

RESEARCH AND ENTERPRISE YEAR BOOK 2012

Research & Enterprise Year Book FINAL.indd 1 20/02/2013 11:28

THE DNA OF INNOVATION VOLUME TWOTHE IMPACT OF WORLD-CLASS RESEARCH AT QUEEN’S

Contact details

Research and Enterprise

T +44 (0)28 9097 2568 F +44 (0))28 9097 2570 E [email protected]

Queen’s University Belfast63 University RoadBelfastBT 7 1NF www.qub.ac.uk/home/researchandenterprise/

by CDS 120309

Documents

RESEARCH & ENTERPRISE DELIVERY PLAN 2014-15756977,en.pdf · OUR STRATEGIC OBJECTIVES 11-12 BUSINESS ... Research and Enterprise Delivery Plan 2014-15 6 OUR VISION A WORLD CLASS