Where are we now Were a middle ranking large research intensive Were on a modestly improving profile We have a few really excellent units Some units which are very good but too small And some areas which are not competitive ID: 780968
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Slide1
Slide2Our research
18/11/2014
© The University of Sheffield
Slide3Where are we now?
We’re a middle ranking large research intensiveWe’re on a modestly improving profile
We have a few
really excellent units
Some units which are very good but too smallAnd some areas which are not competitive
18/11/2014
© The University of Sheffield
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© The University of Sheffield
Slide5What the research world looks like
Increased concentration of UK research funding and an emphasis on collaboration
Tight budgets at RCUK – but a 5 year capital pipeline
Better news from Horizon 2020
Everywhere, Impact (except ERC, for now)
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© The University of Sheffield
Slide6Innovation policy
The beginnings of an industrial strategy
Growing importance of TSB
Eight Great Technologies
Industrial Strategy Sectors
Local growth policies through LEPs
Much more direct interference in RCs from government
RCs attempt to shape the national landscape18/11/2014© The University of Sheffield
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© The University of Sheffield
Pressure on public spending will be intense after the election
No-one has promised to protect the science budget
Flat cash is at the top of realistic expectations
RCs are currently
modelling
30% cuts
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© The University of Sheffield
Slide9What do we want to achieve?
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© The University of Sheffield
A globally competitive research university…
But what kind?
Focused on high status techno-science or research engaged with users and communities?
Can we be distinctive?
What’s our place in the UK?Aiming to be number 10 or number 5?Best non-golden triangle civic?For some values of “best”!In what way can we be better than Manchester? Better than Soton/Nottingham/Warwick/Bristol?
Slide10What do we mean by “research strategy”?
“We just hire the best people and let them get on with it”
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© The University of Sheffield
+
ves
Stresses agency of researchers
Stresses importance of qualityStresses the long-term nature of really significant research programs-
vesWhat happens when the long-term research project runs into the sand?Doesn’t take into account external contextHow to mobilise resources?Whole is no more than the sum of its parts
Slide11What do we mean by “research strategy”?
“We assemble the teams and put the resources behind the problems that need to be solved”
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ves
Stresses teamwork
Stresses outcomesFlexible to changing environmentResponds to more dirigiste funding agencies
-vesWho decides the problems?What if the people we have aren’t the right people for the problems?May have to appoint people you wouldn’t appoint on pure qualitySome problems don’t require team work!
Slide12What do we mean by “research strategy”?
“Our research sponsors are our customers and we must respond to what they want”
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© The University of Sheffield
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ves
Stresses importance of partnership
Admirably pragmatic about the importance of money-ves
Neglects our role – as an institution and as institutions – in setting the agendas of the research sponsorsWe probably don’t have the agility to do this systematicallyNo chance to be distinctive
Slide13For discussion?
What will secure Sheffield's position in a national landscape
characterised
by increasing research concentration and shrinking research budgets?
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© The University of Sheffield
Slide14Some counterpoints
Focusing and concentrating resources on a small number of research
areas
Concentrating
on excellence as measured by the norms of the established disciplinary areas
Focusing
on basic research producing high quality
outputs Finding and supporting areas in which Sheffield can take a leading position by itself Allowing excellence to emerge organically and supporting it wherever it appearsConcentrating on interdisciplinary working in areas defined by societal needPrioritising work that produces demonstrable downstream impact, whether economic or otherwiseIncreasingly doing research as part of regional, national and international partnerships
18/11/2014© The University of Sheffield