RESEARCH & INNOVATION STRATEGY 2015 20
CONTENTS Foreword Context and Drivers Core Principles and Key Themes Objectives Maximising Our Resources Monitoring Our Progress Toolkit 5 6 7 8 18 19 20 Contents 3
4 Just as castles provided the source of strength for medieval towns, and factories provided prosperity in the industrial age, universities are the source of strength in the knowledge based economy of the twenty first century. Lord Dearing, September 2002
Foreword PROFESSOR ANNE CARLISLE This Strategy explains Falmouth s strategic priorities in research and innovation up to 2020. It is designed to direct our research and innovation activities over the next five years, in full alignment with the University s Strategic Plan 2015-2020. This ambitious strategy aims to foster a culture of entrepreneurism, research, innovation and knowledge exchange. This strategy establishes that research and innovation are as important to Falmouth as teaching and the student experience. From the outset, it also makes clear that both research and innovation are crucial, and indeed connected - research is the means by which great innovation is achieved; innovative outputs from research (new solutions, products, services or businesses) help enable deep and significant impact. External support and demand for initiatives in both areas is equally strong. This strategy also makes it clear that Falmouth is in future likely to build more and more of our research on the back of our innovation initiatives, which increasingly involve us in delivering new to market solutions into high growth markets. As the methodologies we use to do this are also of themselves innovative, we plan to ensure that these methodologies, as well as their impact, are widely disseminated. As one would expect this strategy looks to international, national and regional contexts and drivers. It therefore deliberately directs our research and innovation activities towards the Grand challenges of our age. Consequently, it strongly encourages us to operate across disciplines and sectors; a priority for Falmouth if we are to prosper and grow and also because some of the greatest impacts from the creative industries are being experienced in other sectors such as e-health & well-being. In this respect this strategy is also very mindful of our Cornwall context and how this region provides an excellent test-bed for innovative research programmes, which can have global application and impact. This strategy allows Falmouth s Academic Departments to play to their strengths and is underpinned by dedicated teams, who will support the development of research and innovation across the whole University. This strategy is focused on a small number of key themes, which are underpinned by core operational principles that will shape Falmouth s research and innovation culture over the next five years. Each of this strategy s five objectives have established clear outputs and targets, which we will regularly monitor. Finally, this strategy introduces a Falmouth Research & Innovation Toolkit, which is designed to increase access to information, explain routes to funding, accountability for investment, as well as mechanisms to recognise and reward tangible leadership, contributions and results. I hope this document will support those who variously create, fund, manage and benefit from research and innovation at Falmouth University. Professor Anne Carlisle Vice-Chancellor & Chief Executive Falmouth University Foreword 5
Context and Drivers 6 CONTEXT AND DRIVERS Objective 4 of Falmouth University s Strategic Plan is, To escalate our Research and Innovation. To be able to escalate what we do, we must fully understand the drivers of research and innovation at a regional, national and international level. It is vital for the University s future growth that we build on our long history of excellence in the arts and culture and the talent we nurture, to develop an ecosystem that brings creativity together with technology, research and innovation. Falmouth s entrepreneurial spirit gives the University a major opportunity over the next five years to build our research and innovation base, for the benefit of the knowledge economy here in Cornwall, the UK and further afield. Falmouth is fortunate to be working in a UK high growth sector and the UK s creative products and creative services are in great demand both at home and overseas. Whilst our commitment to attainment of Research Degree Awarding Powers (RDAP) and improved performance in the next Research Excellence Framework (REF) is a key element of this strategy, we recognise that the reach of the creative sector is no longer confined to the arts and humanities. There is an increasing appetite amongst science and technology sectors to invite creatives to sit at their table to partner on projects. It is therefore essential that this strategy enables trans-disciplinary work and an approach that supports the growth of the creative industries, but which also takes our creativity into other industries. Successive UK Governments have consistently underlined the value of UK university research and innovation to the Knowledge Economy and in driving regional socio-economic growth. The critical mass created in Cornwall through the University s rapid expansion in the high growth global sector the creative industries - is now regarded as a major Cornwall asset, which we must build upon. This strategy unequivocally states that we will respond to real markets and needs. If our endeavour is aligned to national and international research and innovation frameworks and drivers, our knowledge, innovation and research will be in high demand. Over the previous five years Falmouth has been able to secure major investment to develop our research and innovation base. The increasing scale of awards achieved demonstrates the level of research and innovation funds that Falmouth can bring to Cornwall and sets a high bar for our future ambitions. As Cornwall s anchor University, a key objective of Falmouth University s 2020 Strategic Plan is to Help Grow Cornwall. Within our three key research and innovation themes Creative Connected Communities, Digital Economy and Smart Design - we aim to meet our commitments to help address the social challenges and economic regeneration of Cornwall. A high priority over the period of this plan is our role in developing new high growth startup companies, and enabling innovative Cornish companies to achieve their full potential. We will do this by developing new products and services, new routes to market and ready access to investors and suppliers locally, across the UK and beyond.
OUR CORE PRINCIPLES Strategic Alignment Falmouth s course portfolio responds to global market demand and opportunity. The same approach will be used to grow our research and innovation portfolio to ensure it is connected to the big challenges and questions of our age. Embeddedness Falmouth s academic departments are home to our academic disciplines. Therefore it is important that our research and innovation effort is embedded both within and across all our academic departments. Critical Mass Creating a viable research and innovation culture requires critical mass. Our three key themes are designed to encourage, enable and reward inter-departmental and inter-disciplinary research and innovation. Sustainability Delivering impact is key to sustaining and growing our research and innovation portfolio. We will routinely measure our success through our results, our return on investment and the successful commercialisation of our ideas. OUR KEY THEMES Digital Economy Focuses on the opportunities that digital technologies present in the creative industries and in other sectors such as e-health & well-being, space and aerospace, marine and agri-tech. Creative Connected Communities Explores how challenges faced by communities in Cornwall, across the UK, and around the world can be addressed through creativity and the arts. Smart Design Integrates smart technologies and sustainable design principles to address some of the societal grand challenges, such as climate change, an ageing society and renewable energy. Core Principls and Key Themes 7
Objectives 8 Objective 1 TO BUILD STAFF CAPACITY AND CAPABILITY HOW Invest in our existing staff We will support the training and career development of our staff through resources such as the Research and Innovation Toolkit and a series of stimulating programmes to escalate research and innovation activities. Appoint high performing staff We will prioritise research and innovation and PhD completion experience, as well as teaching capability, in our staff recruitment processes. Develop inter-departmental teams We will develop critical mass by encouraging cross-departmental research and innovation projects linked to our 3 key themes. Research and Scholarly Activity (RSA) We will implement Falmouth s policies for supporting research and scholarly activity and link it to high quality outputs whilst recognising differing University and staff priorities across the spectrum of teaching, innovation and research. Routinely measure progress We will regularly monitor, benchmark and publish research and innovation progress at a number of levels via internal audits and reviews. Do it with partners We will build peer communities with other educational providers, industry and professional partnerships in Cornwall and further afield. WHY Our staff are our greatest asset. It is therefore important that we invest in them to develop their individual capabilities across the full spectrum of teaching, innovation and research all of which are of equal importance. The Learning, Teaching & Employability Strategy therefore is complementary to this strategy. Our students deserve and desire to be taught by experts at the forefront of their disciplines, who are developing new knowledge and pushing boundaries, whether it leads to traditional academic research, innovative new products or commercial solutions. Achievement of Research Degree Awarding Powers by 2020 is a core strategic objective of Falmouth University. The quality of our staff is central to a submission for RDAP, both in terms of the quality of their research outputs but also in respect of their peer standing and influence in national bodies. At Falmouth we can build research on the back of our innovation and commercialisation opportunities, as well as the other way round. This approach allows our staff, partners and investors an enhanced number of entry points and ways to engage with our research and innovation eco-system. Measures of Success Baseline 2015 Target 2020 Proportion of staff who have experience of research activity in other UK HEIs Proportion of staff who are active and recognised contributors to subject associations, learned societies and relevant professional bodies 46% 52% 45% 60% Proportion of full-time academic staff with PhDs 26% 30% Number of staff active in research/innovation 30% 60%
CROSS DEPARTMENTAL PROGRAMMES The Lost for Words exhibition, including this open poetry event, was a collaboration between research groups from Fine Art and Graphic Design, Café Morte and Moth. LEADERSHIP & SUPPORT The research, development, business and innovation teams play a key role in offering support for research bid development and project delivery. INTER-DISCIPLINARY APPROACH The MetaMakers Institute exhibited at the Science Museum in November 2015 to showcase The Painting Fool, a piece of creative software with artificial intelligence. DOING IT WITH PARTNERS Lobster Grower 2 - a collaborative project involving The National Lobster Hatchery; University of Exeter; West Country Mussels of Fowey; Centre for Environment, Fisheries and Aquaculture Science and Falmouth University. Objectives 9
Objectives 10 Objective 2 TO FOCUS OUR RESEARCH AND INNOVATION AGENDA HOW Work across our three themes We will focus our research and innovation on 3 key themes Digital Economy, Creative Connected Communities and Smart Design, each led by a Chair who provides strategic leadership. Develop thematically linked Programmes We will use these overarching themes to build specific research and innovation programmes each led by a staff member located in an academic department. Take our creativity into other sectors We will encourage inter-disciplinary projects that cross disciplinary boundaries e.g. creativity, technology, science, for instance through our contribution to Cornwall s Smart Specialisation agenda. Focus our Business Support We will target our business support activities by prioritising the incubation, acceleration and on-going support of new innovative high growth graduate companies for instance via our Launchpad Programmes and staff spin-outs. Our relationships with these start-up businesses will be long-term and substantial. Do it with partners We will prioritise innovation initiatives that help build the Cornish economy and lead to global export and impact. WHY Our outputs will be stronger and the narrative behind our impact clearer if we recognise that we are a small academic community, who have the the advantage of operating in the high growth specialist sector of the creative industries. We therefore cannot afford to dissipate our effort across individualistic strands when the majority of opportunities require a consortium approach, as well as trans-disciplinary inputs and outputs. The significant growth of the UK creative industries is being driven both by the scaling of the sector itself, but also by the way the creative industries are penetrating, influencing and shaping other industries. It is therefore essential that our research and innovation endeavour reflects these trends and brings our creative core to the top table of other high growth markets. We constitute a major cluster in a high growth Smart Specialisation sector inside Cornwall. We have built a strong reputation for graduate employability and incubating innovative new high growth companies. Our asset value to this region will be fully realised through retention of our graduate talent in this region, our knowledge exchange with businesses, and creative innovation. Measures of Success Baseline 2015 Target 2020 Number of research programmes 11 25 Number of new companies/start-ups 6 40 Number of Enterprises Assisted - 70 Number of new to market products - 40
DIGITAL ECONOMY Cyllr is a casual creator app which provides iphone and ipad users with the tools to design, share and collaborate on digital fascinators: interactive artworks and minigames. SMART DESIGN Using a variety of assisted living technologies, the eservices on Demand project created a bespoke system for monitoring health and wellbeing in a Cornish residential care home. CREATIVE CONNECTED COMMUNITIES In 2015 the Online Orchestra research project explored the internet s role in giving children and amateur musicians in remote communities the opportunity to make music together. LAUNCHPAD Falmouth Launchpad is an innovative graduate programme designed to place talented graduates in teams that incubate into incorporated, investible companies. Objectives 11
Objectives 12 Objective 3 TO INCREASE OUR RESEARCH AND INNOVATION ASSETS HOW Build to market opportunities We will prioritise projects and solutions that respond to market needs and that maximise the impact of our research on economic growth and societal wellbeing. Use the B&I and R&D support teams We will horizon scan; provide pre and post award support to our staff through our research, development, business and innovation teams. Expand our horizons We will support staff to pursue a wide range of funding opportunities such as those from the Research Councils, Innovate UK, Horizon 2020, EU Strategic Investment funds (ESIF), government and charitable organisations. Build up our investor networks We will develop our international investor and angel networks to support both our Launchpad incubation programme, as well as our other innovation and commercialization initiatives. Do it with partners We are committed to working with other universities and research organisations. We will also take advice from our industry and mentor networks on which areas to prioritise and to help shape new types of projects and innovative courses that set up creative businesses as the learning vehicle. WHY It is essential that we build our research and innovation portfolio over the period of this plan to meet real market opportunities, which address a range of sectoral needs. This will immediately extend the opportunities and resources available to us, and bring us into new forms of external partnership. We will actively manage and curate our research and innovation programmes, so that they link appropriately to both internal and external funding priorities. We intend to shift the emphasis more onto projects that are underpinned by team rather than lone scholar models. This approach will allow us to increase our scale and the level of impact. Our approach to innovation is proving attractive to investors, who come into Cornwall seeking early stage investment opportunities in high growth sectors. This type of funding further extends our financial resources and improves the sustainability of our programmes. Measures of Success Baseline 2015 Target 2020 Research income 2.06m 2.6m Commercialisation income/asset Valuation - 3.2m
Objectives 13
Objectives 14 Objective 4 TO ACHIEVE RESEARCH DEGREE AWARDING POWERS HOW Increase PhD completions We will focus our MPhil/PhD admission processes by recruiting only students who link to our 3 key themes. Embed our research student community in academic departments We will enrol our research students into the academic department from which their lead supervisor is drawn, and underpin this with dedicated Research Student Support. Share our research students knowledge We will engage our research students and assistants in undergraduate teaching both as part of their development and also to improve PhD sustainability. Build staff engagement at national policy level We will encourage our staff to engage in national and international bodies at a director, policy and key influencer level and to bring their experience back for the benefit of other staff. Deliver quality research outputs and impact We will develop our staff both in terms of REF and RDAP by raising and focusing both their research outputs and impact. Do it with partners We will prioritise partnership as the best model for increasing Falmouth s research and innovation reach, impact, and sustainability. WHY The University has held Taught Degree Awarding Powers since 2005. Attainment of Research Degree Awarding Powers (RDAP) would reflect the University s achievements over the past decade and the way research and innovation is being embedded across the institution as a whole. Falmouth has already exceeded the required number of PhD completions for RDAP, and we recognise that a vibrant fully connected growing research student community is essential to maintaining a sustainable research community. Achievement of RDAP will enhance opportunities to work with partners and allow us to support and validate research degrees with some of our partner institutions, who already deliver Falmouth taught programmes. As Objective 1 of this plan states, developing the quality of our staff is a central tenet of our Research & Innovation strategy. RDAP provides a focus for staff development and enhancement, which is complementary to other mechanisms for improving staff excellence through for instance the Research Excellence Framework (REF). RDAP will enhance our ability to recruit high performing staff and research students from home and overseas. Measures of Success Baseline 2015 Target 2020 Number of PhD completions since 2010 (cumulative) 23 67 Staff working at national policy level 24% 50%
EMBEDDING RESEARCH Professor Chris Morris film project, Fog of Sex, documented testimonies of students working in the UK sex industry. It won Best Cinematography at BAFTA Cymru 2015 and Best Film of Young People at the Celtic Media Festival 2016. DELIVERING QUALITY The UK Quality Code was developed with the higher education sector, and is maintained and published on their behalf, by QAA. It sets out the expectations that all providers of UK higher education are required to meet. SHARING KNOWLEDGE Exploring the gap between art and science practices, Dr Gemma Anderson recently completed a practice based PhD at Falmouth and also works as a lecturer on our BA (Hons) Drawing programme. NATIONAL POLICY LEVEL ENGAGEMENT Objectives 15
Objectives 16 Objective 5 TO ESCALATE OUR PERFORMANCE IN THE REF HOW Align REF to our R&I strategy We will align our Research Excellence Framework (REF) approach to our three core Research & Innovation themes, underpinned by our Research Programmes, many of which will be crossdepartmental and trans-disciplinary. Define our outputs in line with REF We will ensure our research and innovation outputs are targeted towards REF, including appropriate peer review of outputs. To do this we will ensure that the underpinning research and new knowledge gained from our innovations and new to market products and solutions is also capitalised and disseminated. Ensure Impact is at the heart of our research We will ensure the full impact of our research is fully demonstrated. Not only within the cultural and creative sectors themselves, but also through the way our research and innovation impacts and supports research and innovation in a range of other sectors. Build a vibrant research environment We will use our REF Strategy and Research Escalator to build our research community across all developmental stages, from early career researchers to international research excellence. Do it with partners We will seek external consultancy in shaping our REF strategy and submission. WHY Improving our performance in the next Research Excellence Framework (REF) is important as it will enhance our reputation as an institution producing cutting edge Research and Innovation. This in turn will directly support our application for Research Degree Awarding Powers. A key feature of the RDAP criteria is being able to demonstrate the quality of our staff and our growing research environment and REF evaluates both. Individual institutional performance in the REF is a current Key Performance Indicator (KPI) for research benchmarking in the UK. REF results also play a significant role in attainment in the majority of UK league tables. Finally, good performance in the REF helps attract quality staff, research students and investors, igniting a virtuous circle. Measures of Success Baseline 2015 Target 2020 Number of staff submitted to REF at equivalent of 3* or above 21 43
Falmouth is committed to creating and maintaining a dynamic research culture. The AIR Building is the hub of our research activity and, alongside other campus-based facilities, provides a central resource for research students. The building is also home to our research, development, business and innovation teams as well as our External Funding office who provide support to research students and academic staff. Objectives 17
Maximising Our Resources 18 MAXIMISING OUR RESOURCES HOW Set targets, use benchmarks and measure progress We will: Benchmark ourselves both within the sector, and outside. Set clear, measurable targets. Develop the academic business planning processes to include research and innovation as part of the departmental business plan. Regularly monitor and report on our performance, particularly staffing and estates as our two biggest areas of investment. Develop and manage our staff We will: Use a strategic approach to human resource management to ensuring all staff understand their roles in respect of research and innovation. Ensure all staff have output based performance objectives that contribute to delivering the University s ambitions. Develop new ways to acknowledge and reward staff contributions to Falmouth s success. Invest in staff to ensure that they have the necessary skills to be effective in their roles. Manage external funding projects from inception to completion We will: Develop policies and processes to support and scrutinise all external funding applications involving the university. Provide proactive support from the External Funding Office and other university resources to support research and innovation external funding applications. Continue to embed best practice in the reporting and monitoring of externally funded research and innovation projects. Do it with partners We will: Share resources and services wherever appropriate. Use our devolved academic departmental structure to ensure that we get the best from local accountability and decision making. WHY At a time when student expectations and competition are demanding increased capital investment, universities own cash generation needs to be higher to fund this increased capital demand, in the context of capped fees and inflationary pressures. Efficiencies and productivity gains are an important part of how universities can protect and increase their surpluses. We will make better, faster and more informed decisions about how we deploy our resources to maximum effect.
MONITORING OUR PROGRESS Governance The Research & Innovation Committee reporting to Academic Board is responsible for monitoring the University s progress against this strategy. It provides regular reports from the Committee to Academic Board, which is fed upwards to both the Vice-Chancellors Executive Group and the Board of Governors. Sub-committees The Research Students Progression Board and the Research Ethics Committee are sub-committees of the Research & Innovation Committee. Both meet on a regular basis to conduct business, monitor progress and to review attainment against targets in both areas. Falmouth Ventures A subsidiary of Falmouth Enterprises, Falmouth Ventures reports to the Board of Governors. It is governed by the Charitable Articles of Government of Falmouth University. Launchpad and other innovation ventures are managed through Falmouth Ventures. Links to other Strategies The Research & Innovation Strategy is a substrategy of the University Strategy 2015-2020 and is a sister strategy to the Learning, Teaching and Employability Strategy 2015-2020 and the Equality and Diversity Strategy 2015-2020, which should be read in conjunction with this strategy. Measures of Success We have developed a set of high-level performance indicators, which draw upon quantitative and qualitative information to provide an overview of progress against our research and innovation objectives. We actively use the information gathered to refine and develop our strategies and to communicate the resulting achievements and outcomes. Risk Management The Board of Governors and its committees are responsible for monitoring key risks to the University and for ensuring appropriate and flexible management responses. Many of the issues that face us in fulfilling our objectives also carry significant risks. The aim is to ensure that Falmouth operates a no surprises culture and that the Board has early indication of any major threats to the delivery of our overall strategy and to our sustainability. Monitoring Our Progress 19
Research and Innovation Toolkit 20 RESEARCH AND INNOVATION TOOLKIT Whilst often obvious to those engaged on a daily basis, the processes behind research and innovation can sometimes be obscure to those wanting to get involved. For the more experienced, it is useful to provide a one-stop shop to signpost new information as it emerges. Our Research & Innovation Toolkit (RIT) and its How to Guides provide pathways to further help. These guides are designed for Falmouth staff, Research and Launchpad students. The list is not exhaustive and will be updated on an on-going basis by the business, innovation, research and development teams, who are based in the AIR building. RIT (1) RIT (2) RIT (3) RIT (4) RIT (5) RIT (6) RIT (7) RIT (8) RIT (9) RIT (10) RIT (11) RIT (12) RIT (13) RIT (14) RIT (15) RIT (16) RIT (17) How do I launch my research career? How does the UK HE sector define research and innovation? Is practice a form of research? What is an output? What is impact and why is it significant? How does R&I funding work in HEIs? What funding is available? How do I write a good funding bid? How do I cost a project? What are Research Ethics? How do I risk assess a research project? What is IP? What are Collaboration Agreements? What are the Smart Specialisations in Cornwall? What is Launchpad? How do I access investment and work with investors and angels? How do I use the Library and Learning Resources? RIT (18) RIT (19) RIT (20) RIT (21) RIT (22) RIT (23) RIT (24) RIT (25) RIT (26) RIT (27) RIT (28) RIT (29) RIT (30) RIT (31) What is Open Access? How do I manage the media? How do I formally credit the University? How does RSA work? How do I get support to develop a project? How do I get approval/sign off for a proposal? What are the principles for financial sustainability within R&I activity? What is meant by Post Award? How do I ensure compliance with funders? What is the REF and what do I need to do? How can I contribute to Research Degree Awarding Powers (RDAP)? What is the role of the R&I Theme Chairs? What programmes and projects are currently under each R&I theme? How do I ask for something to be added to Falmouth s Research and Innovation Toolkit?
Cover image: Cyllr is a casual creator app, developed by the MetaMakers Institute, which provides iphone and ipad users with the tools to design, share and collaborate on digital fascinators: interactive artworks and minigames.