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