Shaping the Future of Research Services and IIB

Your chance to contribute ideas and suggestions

Context

• Continued Planned growth:– Research income

– Academic Staff numbers

– Industry-led and Industry-linked research activity

– Global and international funding e.g. GCRF, Newton, links to QUEX etc

– Potential UK replacement schemes for H2020 (Adrian Smith review)

– Regional and place-based funding – Strength in Places plus replacement for EU regional funding

– Business-led education initiatives (including degree apprenticeships)

– PGR student numbers

• But reductions in budget for both PS and Colleges

£0

£1,000,000

£2,000,000

£3,000,000

£4,000,000

£5,000,000

£6,000,000

£7,000,000

£8,000,000

£9,000,000

£10,000,000

2018/19 2019/20 2020/21 2021/22 2022/23

Inco

me

Academic Year

Planned Non Research Income Growth

Planned 3 x

increase by 22/23

Context

• Ongoing ‘evolution of IIB/RS/DC working’

• “To maximise the benefits of the expertise, skills and professionalism of our Research Services, Doctoral College and IIB teams “

• Registrar commented on ‘The amazing work that we have been doing to streamline processes’ and encouraged us to keep on thinking about how to work even more effectively together.

Business Case for PS changes

• We will establish a single joint Division consisting of three services: Research Services, Doctoral College and Innovation, Impact and Business. The Division reflects the close working relationships between the three Services; the need to deliver a seamless service to our Colleges to deliver College priorities; and the requirement to coordinate relationships with external funders and partners, and internally with other PS.

• The services will continue to undertake the same range of activities as they currently do, including education and regional related activities.

Business Case for PS changes

• Strategic lead - DVC R&I, with other key relationships to the DVC Global Engagement, and DVC Education and Regional on specific aspects. New Assistant DVC for industry and Innovation

• Relevant governance structures: RIEG, Regional Strategy Group, Funder Groups/Networks (e.g. Industrial Strategy), DC governance.

• Director of RS and DC and Director of IIB - the Directors will have joint responsibility for common planning and operational processes, supported by the Assistant-Directors across directorates operating as a joint divisional management group.

What does this mean for us?

• The Directorates have each completed TERS and made savings of c£1m – including amongst senior roles

• Investments in Industrial Strategy, Degree Apprenticeships, Aberdeen Group support, Research Management System c £3.5m

• Reinvestment in frontline PGR support

• Investment in space at the Innovation Centre to bring people together

• We do not expect further changes to our size during 19-20

• We have fewer staff but growing obligations so we need to make some changes

THEREFORE:

• We need to look at our ways of working to increase effectiveness and efficiency

• We need to think how we can refocus our efforts on things that matter

• And we need your help to take this forward

• We will review things again in 12-18 months

Complementary Specialisms

Doctoral College

Research Services

Innovation, Impact

and Business

Student entrepreneurs

Doctoral Training Entities

Research environment

Training and Development

Innovate UK

Industrial Studentships

Consultancy

IPR exploitation

Degree Apprenticeships

Regional engagement

Research Applications and Awards

Research Management

Research Funder Relationship ManagementResearch Funder

Compliance

PGR, Research and KE Policy

PGR Support and Partnerships

PGR Lifecycle

ISCF

GCRF

REF management

Research Monitoring and Evaluation

Quality Assurance and Governance (CGR)

Admissions (CAMS)

Complementary Skills

Doctoral College

Research Services

Innovation, Impact

and Business

College Research and PGR Management

Foundational Skills

Commercial Acumen

Business Engagement

Entrepreneurial Skills

Research Development

Research Finance

Relationship Management

PGR, Research and KE Policy

Research Student Support

PGR Policy and Process

Researcher Development

Research Monitoring and Evaluation

Project Management

Divisional management and key reporting lines

Registrar and Secretary

Mike Shore-Nye

Director Research Services & Doctoral College

Astrid Wissenburg

Assistant Director Research Environment and Doctoral

College

Julie McLaren as Deputy Director until Dec 2019

Assistant Director Research Development and

Management

Clare Wydell (until Oct 2019)

Assistant Director Research Finance

Steve Popham

Director Innovation, Impact and Business

Sean Fielding

Assistant Director

Knowledge Exchange Programmes

Neil Hayes

Impact and Partnership Development team

Sean Fielding

Assistant Director

Regional Impact, Innovation and Skills

Chris Evans

DVC Research and ImpactProf Neil Gow

DVC EducationProf Tim Quine

Dean of Doctoral CollegeProf Andrew McRae

Andrew Connolly

Chief Financial Officer

Jane Chafer

Director of Communications and Corporate Affairs

James Anthony Edwards

Head of Library and Culture Services

Provost Janice Kay (Regional)

Assistant DVC Innovation and Business

Services operational oversight

Director Research Services & Doctoral College

Astrid Wissenburg

Assistant Director Research Environment and Doctoral

College

Julie McLaren as Deputy Director until Dec 2019

Assistant Director Research Development and

Management

Clare Wydell (until Oct 2019)

Assistant Director Research Finance

Steve Popham

Director Innovation, Impact and Business

Sean Fielding

Assistant Director

Knowledge Exchange Programmes

Neil Hayes

Assistant Director

Regional Impact and Innovation

Chris Evans

Matrix reporting line (with DCOs)

Research Finance Systems, Training and Reporting

Degree apprenticeships and CPD

Clusters

PGR Support Partnerships

Researcher Development and Research Culture

RS / DC / IIB Business Partners

Distributed DC:TQAE (ESS)Governance (CGR)Recruitment and Admissions (CAMS)

Applications and Projects Management (Clusters and Themes)

Themes

Institutes

PIL

Knowledge Exchange Programmes

Regional Projects/ Marchmont Observatory

Research and Impact Policy and Performance

RS/DC/IIB Business Operations

Summary of Key principles

A joint Division of RS-IIB with a Director of IIB and a Director of RS recognising our specialisms

A joint leadership team for the Division to manage division wide activities.Separate leadership teams for each Directorate

Shared College Business Partners working across the Services

Close relationship between IIB and RS themes and clusters to improve planning and opportunity generation

Close relationship for the delivery of operational activity to improve efficiency of processes and increased resilience

New Doctoral College Distributed model

Reinvestment to strengthen certain areas to cope with growth

Changes to meet these principles must be evidence-based and follow engagement and contributions from all staff

Workstreams

•Clusters, Themes and Shared Operations

•Policy, Design & Development

•Strategic Support & Prioritisation

•College Dashboard

•FAQs