Research

Research


Vision

To address societal challenges and improve lives through world-class research.


Commitment

We commit to increase the capacity for and quality of our research across our portfolio of subjects in science, technology, social sciences, arts and humanities.

Specifically, we will:

  • Engage in research that drives innovation and challenges the norm
  • Produce research that benefits society and economy
  • Have inclusive research assessment submissions and promotions and a collaborative research culture
  • Have a nationally recognised Research Directorate that provides outstanding support to researchers • Collaboratively develop our research capacity and share success with our stakeholders
  • Have research facilities that are adjacent to learning facilities helping to create subject identity

Success Measures

We will know we have succeeded when:

  • We have doubled the number of research students
  • We are consistently in Q1 for research satisfaction in PRES or similar
  • Research income increases from 3% to 10% of total university income
  • The majority of our research is rated as internationally excellent or higher
  • We have interdisciplinary research collaborations with impact beyond academia
  • All our Professors are practice-related
  • We have developed research that adds value and improves outcomes for our communities

Research and Innovation - SUB-STRATEGY - 2020-2030

The University of Wolverhampton’s Strategic Plan Vision 2030 seeks to transform the leadership and workforce of our place through inclusive student success and world-class research. The Research and Innovation (R&I) sub-strategy is one of four sub-strategies that underpin Vision 2030 and builds on the success of our previous Research Strategy 2019-2021.

We operate in an increasingly challenging external environment for research and innovation[1]. Quality-related research funding (QR) has seen a 13% decline in real terms between 2010 and 2018[2], competition for other research funding sources is fierce, and in the wake of the 2020 Covid19 pandemic we have seen unprecedented cuts in Global Challenges Research Funding (GCRF). There is globally a competition for ‘research stars’ whilst at the same time precarious contracts proliferate. Surveys report on deteriorating mental health and wellbeing of academic staff and a deleterious research culture in some institutions[3]. Inequalities in research are often stark.  Many subject areas face replicability issues, which erodes public trust in science. Much of the publically funded research has traditionally been behind paywalls and inaccessible to users or researchers in the global south. In response, we have seen national and international initiatives to improve responsible and open research which are slowly taking root. The pandemic also surfaced the pivotal role that research, science and innovation play in health, the economy and society. The UK Government has developed its R&D roadmap, aiming to increase funding for research to 2.4% of GDP, improve research culture, tackle research bureaucracy, and take into consideration a place-based agenda.

Against this backdrop, the University of Wolverhampton has grown the quality, scale and impact of its research[4]. Building on our successful REF2014 submission and supported by a Research Investment Fund (RIF) that matched our annual QR allocation, we submitted in REF2021 seventeen Units of Assessment to REF2021, including four new UOAs, and increased the number of submitted staff by 70%. REF2021 was also our most inclusive submission to date, but we recognise that we still have much work to do to address under-representation of women in particular. Research income increased from £2.35 million in 2016-17 to £5.83 million in 2019-20. We have grown to have approximately 700 postgraduate research students. In 2019, we ranked 28th overall out of 103 in the national Postgraduate Research Experience Survey, with 11th place for quality of supervision and 22nd place for research culture.  Our researchers tackle global challenges such as reducing incidence of or improving quality of life for people suffering from non-communicable diseases (cancer, rheumatoid arthritis, heart disease, IBD and dementia), reducing plastic waste, involving indigenous communities in forest governance, and improving gender and race equality, to name but a few. This R&I sub-strategy builds on this track record and articulates our vision and priorities for research over the next decade.

Vision

Our Vision for 2030

To address societal challenges and improve lives through world-class research

 

Ambition

Commitment

 

Success

Our research addresses societal challenges and improves lives of those who benefit from research.

We engage in research that drives innovation and challenges the norm.

 

We produce rigorous research that benefits society and economy

We have inter-disciplinary research collaborations with impact beyond academia.

 

We have developed research that adds value and improves outcomes for our communities.

 

Our Professors are leading mission-based research and are practice-related.

We have vibrant research communities that produce excellent research in an inclusive, supportive, collaborative and sustainable manner.

We have inclusive research assessment submissions and promotions, and a collaborative research culture.

 

We collaboratively develop our research and innovation capacity and share success with our stakeholders.

 

We commit to increase the capacity for and quality of our research and innovation across our portfolio of subjects, organised in research centres and institutes

 

We have a nationally recognised Research and Innovation Directorate that provides outstanding support to researchers.

 

The majority of our research is rated as internationally excellent or higher.

 

The proportion of women, BAME and disabled staff in research, knowledge exchange and in research leadership is reflective of our staff population.

 

Research income increases to 10% of total university income.

 

We have doubled the number of research students.

 

 

Our research and innovation inspires learning and learners at all levels.

We have research facilities that are adjacent to learning and teaching facilities helping to create subject identity.

 

We conduct research responsibly, openly and commit to continuous learning.

 

Research and innovation supports and inspires learning and learners.

We are consistently in Q1 for research satisfaction in PRES or similar.

 

We exceed funding bodies’ expectations to make our research openly accessible.

 

Learning is a major pathway to impact in all subject areas.

 

Foundations

Integrity Openness Inclusivity Collaboration Community

Our Values

Behave respectfully and ethically • Be inclusive and fair • Listen and learn from others. • Act professionally, transparently, confidently, collaboratively and challengingly

 

 

Foundations

1. Integrity

Research integrity underpins how we conduct research, how we disseminate research findings and how we develop the professional integrity of our researchers. It is a pivotal foundation to ensure others can have trust and confidence in our research. We will uphold values of honesty, rigour, transparency and open communication, and support a research environment within which research integrity thrives. We have in place clear processes for investigating and dealing with allegations of research misconduct. We are institutional signatories to the Concordat to Support Research Integrity and continuously learn to improve our research practice.

2. Openness

Openness is an intrinsic component of research integrity. It also underpins a wider set of ideas about good research practice, which includes openly sharing research data, research processes and protocols as well as outputs of research. We recognise that there are instances when this will not be possible for reasons of privacy, confidentiality or commercial sensitivity but we will strive to embed foundations of openness in our research and scholarship, and recognise and reward open research.

3. Inclusivity

Inclusivity underpins our Vision 2030. We have a highly diverse community of academic and professional support staff and postgraduate research students. We conduct research with a range of diverse research participants and in highly diverse communities and settings. We therefore have a responsibility to build an inclusive culture within which all who want to engage in research can thrive. We will also harness our research capabilities to address inequalities and improve lives. This may range from research into historically excluded groups, to innovations that are sensitive to individual differences and research that generates new insights into more inclusive practices.

4. Collaboration

Collaboration is central to how we conduct our research for the widest possible impact. We foreground collaboration as it enables us to engage with a range of research participants, form equitable partnerships and tackle bigger and more complex research and societal challenges. However, we need to be mindful about challenges in collaborative research including power imbalances, fairness, diversity of interests and sustainability. We will learn from best practice to identify a set of principles that guide our collaborations, and align all research policies and procedures with these principles.

5. Community

Dame Ottoline Leyser, Chief Executive of UKRI, noted that “As long as we associate research and innovation with the lone genius, we will fail to bring into the system the wide range of people whom we need.”[1] We share this view and place communities at the centre of our research strategy. This involves not only researchers and research students, but also technical and professional service staff and research collaborators within and outside higher education and research. We will bring local actors and communities together to make a difference to our Place. Our research centres and institutes are the focal points for subject and mission-based communities of researchers but we will also review, evaluate and amend our policies and procedure to encourage, recognise and reward community building and support in research and innovation.

Commitments

  • We engage in research that drives innovation and challenges the norm
  • We produce rigorous research that benefits society and economy
  • We have inclusive research assessment submissions and promotions and a collaborative research culture
  • We collaboratively develop our research capacity and share success with our stakeholders
  • We commit to increase the capacity for and quality of our research and innovation across our portfolio of subjects, organised in research centres and institutes.
  • We have a nationally recognised Research and Innovation Directorate that provides outstanding support to researchers
  • We have research facilities that are adjacent to learning facilities helping to create subject identity
  • We conduct research responsibly, openly and commit to continuous learning
  • Research and innovation supports and inspires learning and learners.

Key Strategic Priorities

The Research and Innovation Sub-strategy will focus on the three strategic priorities of addressing societal challenges, developing vibrant research communities and embedding research-inspired learning in all we do. Each strategic priority area will have associated action plans and be used to frame faculty and research centre/institute strategies and plans.

Addressing societal challenges:

  • create central technology transfer office
  • due diligence processes for international projects and partnerships
  • all RIs and RCs have impact strategy
  • all research addresses Equality, Diversity and Inclusion
  • research contributes to social, economic, cultural and wellbeing of West Midlands region
  • open innovation lab in Wolverhampton

Vibrant research communities

  • strengthen Research Institutes and Centres: criteria for membership, financial, technical and professional service support, mechanisms for inter-disciplinary collaboration and strategic partnerships, research workloads
  • workforce strategy addressing requirements of Researcher Development Concordat, including training and development for research leaders
  • review of Doctoral College functions and research student plan
  • creation of central Research and Innovation Directorate and new/improved research systems

Research-inspired learning

  • structure and processes that support research in learning and teaching, and institutional research
  • significant progress with Responsible and Open Research - systems, training and reward, including APC fund for Gold OA and RDM
  • Peer Review College for funding applications
  • learners foregrounded as beneficiaries in RI and RC impact strategies

Success Measures

By 2030, we will have achieved the following:

Addressing societal challenges

  • We have inter-disciplinary research collaborations with impact beyond academia.
  • We have developed research that adds value and improves outcomes for our communities.
  • Our Professors are leading mission-based research and are practice-related.

Vibrant research communities

  • The majority of our research is rated as internationally excellent or higher.
  • The proportion of women, BAME and disabled staff in research, knowledge exchange and in research leadership is reflective of our staff population.
  • Research income increases to 10% of total university income.
  • We have doubled the number of research students.

 

Research-inspired learning

  • We are consistently in Q1 for research satisfaction in PRES or similar.
  • We exceed funding bodies’ expectations to make our research openly accessible.
  • Learning is a major pathway to impact in all subject areas.

Delivery of the Vision (please note that this is a draft that may be subject to change following budget setting and reconciliation of sub-strategies)

Addressing societal challenges

 

Where are now

One year

Three years

Ten years

Required Investments, initiatives and culture change

Research and knowledge exchange activities and support are fragmented

Initiate review of research and knowledge exchange teams, processes and support and produce preliminary findings

We have a coherent research and knowledge exchange support system that staff, research students and external partners know

We see impact of changes in external assessments (REF/KEF or similar)

Research income constitutes 10% of turnover

Review and implementation of findings

Commercialisation of research ad hoc and without a supportive ecosystem

Technology Transfer Office (title TBC) established

Greater awareness amongst staff of IP and research commercialisation, growth in patents, spin-outs and consultancy

TTO achieves agreed KPIs (see Business Case for TTO)

Investments into Technology Transfer Office, and investment for research commercialisation (e.g. patents, spin-outs)

Science Park separate from research

One research group located in science park (computing) & consider potential for other groups to co-locate

Establish baseline of research collaborations with science park companies and set KPIs

Increased presence of research group in science park, increased collaborative and contract research with science park companies especially around life sciences

We see impact of changes in external assessments (REF/KEF or similar)

Research income constitutes 10% of turnover

 

Variable quality of REF impact case studies and

Institutional impact strategy embedded, monitored and actions agreed; review of outcomes of REF2021

All subject areas have draft impact case studies

Elements is used routinely to record impact

50% or more of impact case studies are rated 3* and 4* (or equivalent)

Impact officers

Over three quarters of REF 2021 impact case studies considered historically excluded groups

Review and map our research contributions to EDI, and especially SDG targets

Institutional policies, processes and practices are changes as a result of our research

We are nationally known for research addressing EDI

Culture change to make use of research and have less silo working

Limited public engagement , co-creation in research and/or lack of focal point

PPI fully resourced and operational

Open Innovation Lab in Wolverhampton - research examples of good practice and consult stakeholders

Vision and business case developed including funding sources

Open Innovation Lab operational with agreed KPIs on business and community engagement delivered

PPI funded from QR?

Capital and revenue funding to Open Innovation Lab

 

 Vibrant research communities

Where are now

One year

Three years

Ten years

Required Investments, initiatives and culture change

Research centres and institutes exist but quality of research environment and support varies

Each research centre/ institute produces development plan to address positioning, staffing including research students, leadership and succession planning, income and sustainability, collaborations and partnerships; and membership benefits and expectations

Research student numbers grow to 800

 

Research student numbers grow to 1,000

Research income constitutes 6% of turnover (£10.2 million)

Research income constitutes 10% of turnover (£17 million on current figures)

Research student numbers grow to 1,400

QR funding to support centres and institutes

Approx. 33% of academic staff have significant responsibility for research, only 30-40 staff on research-only contracts, under-representation of women in research

Faculty and RI workforce development address researchers

Action plan based on CEDARs 2021 results and HREiR award

Staff with significant responsibility for research account for 40% of staff

Staff with significant responsibility for research account for 50% of staff

The proportion of women, BAME and disabled staff in research, knowledge exchange and in research leadership is reflective of our staff population

 

Workforce development strategy, resource to maintain HR EiR

Professional support for research and innovation is fragmented, especially in relation to research development; very few systems to automate research processes

Creation of Research and Innovation directorate

Investigate business case for systems to support research (e.g. ethics, PGR students, extensions to Elements)

Research income constitutes 6% of turnover (£10.2 million)

All staff with significant responsibility for research have research development plan

We have modern and fit-for- purpose systems and processes

Research income constitutes 10% of turnover (£17 million on current figures)

 

RIF4 RPU infrastructure

Few bursaries for PGRs, lack of strategic research partnerships, small Doctoral College

Create central PGR studentship fund from QR RDP allocation and fund 10 studentships

Review Doctoral College

Annually 30 studentships funded

1 strategic partnership in place

Increased DC capacity

1,400 doctoral students

3 strategic partnerships

Annually 50 studentships funded

 

 

Create PhD bursary fund, create co-tutelle provision, have strategic industry partnerships

 

 

Research-inspired learning

 

Where are now

One year

Three years

Ten years

Required Investments, initiatives and culture change

Research into learning is fragmented, there is variable support for staff on developmental path towards a research profile

Review of consultation on size, structure and location of learning and teaching research

Research Centres and Institutes have developmental pathways through associate membership

Learning and teaching research areas defined and informing Student Success sub-strategy

 

50% of impact case studies evidence impact arising from learning

Impactful contribution of learning and teaching research on Student Success sub-strategy

 

 

Culture change away from small groups to look at institutional strengths and needs for research in learning and teaching

 

Pump-priming developmental pathways through research hours and mini-sabbaticals

Open Research statement recognised by sector but variable compliance with OA policy and only some pockets where OA goes beyond basic compliance

APC fund set up and criteria for access agreed

Business case for RDM system agreed

RDM system becomes embedded and has local champions

Centres/institutes are signed up and committed to subject- based national and international OA and responsible research initiatives

We are nationally known for our contribution to open and responsible research

All staff with significant responsibility for research use RDM system

RDM system (e.g. through RIF4)

APC fund – short term set up but recovered through savings in subscriptions

Culture change from compliance with to embracing open research

We do not routinely share learning from funding applications or review quality of outputs

Peer Review College for funding applications up and running

Research funding applications and feedback routinely used in researcher development

Annual peer review process of outputs which feeds into development plans

The majority of our research is rated as internationally excellent or higher

Culture change to see this as part of learning

We have a strong central Researcher Development programme led by DC, faculties have started to put in place or revive local programmes, we have some national recognition for our programmes but rank just outside Q1

We regularly engage with sector bodies to shape people and culture strategy

 

We are consistently in Q1 for research satisfaction in PRES or similar

We are consistently in Q1 for research satisfaction in PRES or similar

We are recognised by all stakeholders as providing excellent learning opportunities for researchers.

We are consistently in Q1 for research satisfaction in PRES or similar

Staffing in DC and resource researcher development in faculties/RIs

Research outputs are used as part of reading lists and to inform curriculum offer

We have agreed a model for research co-created with students.

Staff development needs are identified

All schools have reviewed opportunities

5 schools have piloted co-creation research

Improvements in student outcomes

All schools have implemented at least one level of research-inspired learning

Pump-priming fund

Appendix 1 The external environment for research

Political

Brexit and discontinuation in regional development funding, ERASMUS & free movement of labour

BEIS Roadmap for Research and Innovation with focus on place, research culture and cutting bureaucracy

Review of REF

Roll-out of Knowledge Exchange Framework with (most) indicators related to research

Government agenda to level up through research and innovation

ARIA and moonshot missions

Responsible research agenda (open research, responsible research assessment)

 

Economic

Commitment to increase R&D spending to 2.4% of GDP by 2027 ( declining in real terms since 1980s)

Association with Horizon Europe

Cuts in international aid budgets and effects on GCRF

Patchwork of regional organisations that fund or co-fund R&D: WM Engine, LEPs, WM REDI, WMCA

Social/health

Inequalities in research – ongoing exclusion of women and BAME staff from senior research posts and research funding

Low trust in science, fake news

Ongoing social, health and economic impacts of pandemic

Mental health in academia

Climate change

Growth in sector-wide Concordats and accreditation schemes

 

Technological

Big data

Growth in research digitalisation – research information systems, ethics, research student management, data management

Online teaching, learning and research