Enabling Plan for Research, Enterprise and Engagement

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2 Enabling Plan for Research, Enterprise and Engagement The University of the West of Scotland Corporate Strategy identifies UWS as an institution where our international research presence and our partnership working with businesses, informs and propels our learning provision. Through the strengthening of our academic excellence and application of our expertise we will enhance the student experience, contribute to the international development of knowledge, broaden income streams and significantly increase revenue. We aim to foster a culture of research and enterprise that supports economic growth locally and globally and drives a substantial expansion of the University through a revitalised focus on income generation derived from our core activities of research, enterprise and teaching. This ambition stems from our fundamental strengths, but requires a step- change in engagement. To drive this step- change, we have re- focussed the core staff within our professional support areas to create a new directorate for Research, Enterprise and Engagement, including the Graduate School and Commercial Services. This re- organisation enables a clear management of the opportunities that emerge from the synergies between these functions, and promotes a close working with Schools and the International Centre to support the achievement of our corporate aims. Research, Enterprise and Engagement are essential underpinnings of the University going forward. Research capacity and capability, as evidenced in national assessment exercises, is essential to the lifeblood of a successful and vibrant academic community. Enterprise activity, describes the way we can translate this capability into productive economic impact outside the University, working with local small to medium sized companies, social enterprises, the public sector and global organisations. Enterprise activity needs to grow significantly both to demonstrate the applicability of our work, and also to grow income. Engagement will drive further productive relationships with partner colleges, alumni, and other stakeholders. Looking towards our student body, our Graduate School will increase full- fee paying numbers following research degrees, while simultaneously improving the student experience. Commercial Services provides an essential underpinning to the efficient operation of the entire University, including the student experience and will also contribute to income growth. The Enabling Plan identifies the specific objectives that will support these ambitions; these are:- enhance the quality and quantity of UWS research as evidenced by the related outputs increase the number of staff with Doctoral qualifications and ensure that our postgraduate research community is embedded in the life of the University promote a culture of student and staff enterprise and entrepreneurship that capitalises on our innovation and business opportunities expand and intensify productive relationships with local and international partners and stakeholders increase the revenue generated from our research, enterprise and commercial activities. 1

3 Key Performance Indicators (Corporate Strategy 2014/20): o o o o o o Indicator - number of peer- reviewed outputs Aim: Increase the number of peer- reviewed outputs to exceed 200 per annum by 2015, and thereafter continue to extend this in terms of numbers and significance (i.e. citations, impact and quality) Indicator spread of peer- reviewed outputs across academic staff Aim: 100% of academic staff to contribute to peer- reviewed outputs by AY 19/20 Indicator - % new academic staff with Doctoral qualification (or time- limited commitment to attain this) Aim: 100% from AY 14/15 Indicator % of all academic staff with Doctoral qualification (or time- limited commitment to attain this) Aim: 70% by end of AY 19/20 Indicator the number of business start- ups and spinouts created Aim: Create at least 15 sustainable UWS start- ups and spinout businesses through incubator support by AY19/20, generating aggregated turnover of 1m pa, and 250FTE jobs. Indicator- turnover Aim: 200m pa across all activity headings by end AY 19/20; target 34m contribution from Research, Enterprise and Engagement, in addition to growing long- term commercial relationships with over 50 businesses (large and SME). 2

4 Research, Enterprise and Engagement: Cross- cutting ambitions Research Enterprise Engagement International University UWS will be recognised across the world as a provider of high quality fundamental and applied research, outputs and impact, and whose staff and students make a global contribution to knowledge. UWS will become the go to institution for knowledge transfer and the broader needs of businesses: thereby, supporting government strategy, growing revenue, deepening business links and improving student employment opportunities UWS will transform its communities by developing mutually beneficial partnerships with local authorities, schools, colleges and health services to support community planning, improve life chances and support economic growth. UWS will develop an international reputation for world class research, impact and enterprise engagement with business which strengthens its brand and contributes to the offer to students, whether studying in Scotland or at one of our international campuses. Objectives Enhance the quality and quantity of UWS research as evidenced by the related outputs. We will build on the success of our recent REF2014 result and engage more of our staff in high quality research and the accompanying outputs. We see these as essential university components that also underpin the quality of our student experience and our internationalisation agenda. Increase the number of staff with Doctoral qualifications and ensure that our postgraduate research community is embedded in the life of the University We expect university academics to be both proficient teachers, as evidenced by the Higher Education Academy recognition, as well as experts in their own discipline field, as demonstrated by their Doctoral qualification. Promote a culture of student and staff enterprise and entrepreneurship that capitalises on our innovation and business opportunities. To become the go to University for business and industry, we will create an environment that encourages and supports enterprise and entrepreneurship, and exploits our innovation for the benefit of all concerned. Expand and intensify productive relationships with local and international partners and stakeholders We will build strong relationships with Schools and Colleges that support student recruitment and enable a continuity and coherence of the learner journey. Analogous partnerships with community and business stakeholders will promote mutually beneficial relationships as well as provide work experience opportunities for our students. Increase the revenue generated from our research, enterprise and commercial activities. Increased income will accelerate the expansion of our research and enterprise activities as well as create headroom to upgrade our facilities and support new ventures. 3

5 Research, Enterprise and Engagement The outcomes of this plan will be overseen by the Research and Enterprise Advisory Committee. The individual Research, Enterprise and Engagement Services, along with the Graduate School and Commercial Services, will take responsibility for embedding the work described below across the organisation. Achieving our objectives will require both financial investment and financial accountability. Progress towards these objectives will be rewarded and encouraged through a School incentive scheme that promotes enabling activity across a range of headings and not solely through the achievement of financial targets. The delivery of this Enabling Plan will be facilitated by a Business Partnering Model between Schools and the Research Services, Enterprise Services, External Engagement and Graduate School teams. This will be driven by regular formal meetings between relevant support staff and School representatives, usually the Assistant Deans (Research and Enterprise). A principal objective of this Plan is to promote a significant change in culture of the organisation to one where all staff engage in research and enterprise activities alongside their other academic duties. Objective 1: Enhance the quality and quantity of UWS research as evidenced by the related research outputs. KPI: Increase the number of peer- reviewed outputs to exceed 200 per annum by 2015, and thereafter continue to extend this in terms of numbers and significance (i.e. citations, impact and quality) Measure of success: Through a UWS repository, identify and make available through Open Access all apposite, peer- reviewed outputs. Current Performance: The number of peer reviewed outputs per year is not yet unambiguously recorded but is close to 200 per annum in 2014/15. A new Research Management system and Repository will allow benchmarks to be established and thereafter for specific targets towards the PIs to be set. KPI: 100% of academic staff to contribute to peer- reviewed outputs by AY 19/20 Measure of success: Record of all academic staff contributions to peer- reviewed outputs. Current Performance: In 2013, 21% of the academic staff base qualified for the REF, based on eligibility, with about another 10% having more limited publications that fell short of the REF quality and/or volume thresholds. It is unlikely that 100% of staff will contribute to a peer- reviewed publication every year, and so the Research Management System (RMS) will map current performance in terms of benchmark and apply a trajectory towards the 2020 target. 4

6 Actions 1.1 Identify, approve and promote School based research/ enterprise groups that underpin the expansion of our high quality research and the related outputs. This will build on areas where Research Groups (Institutes or Centres) are already successful, will improve critical mass and develop team approaches to research and enterprise activities. Sept 2015 Deans of Schools 1.2 Work with Schools and POD to establish a consistent approach to workload planning that includes research and enterprise allowances, in accord with other academic duties. Ensure that all line managers are adequately trained to set appropriate research and enterprise objectives for individual staff. 1.3 With Schools, develop support systems for staff who are inexperienced in producing peer- reviewed outputs; e.g. writing workshops tailored to the experience of individual staff. Progression targets will based on the expectation that staff will publish in a variety of formats including: REF- able outputs (e.g. journal and top quality conference papers, research books, artefacts, patents, standards); Enterprise focused outputs (e.g. Product developments, reports for industry, open source artefacts); Scholarship and student focused outputs (e.g. text books, MOOC materials, pedagogical practice papers/workshops/posters); and Dissemination & PR outputs (e.g. popular magazine, newspaper articles, radio and TV interviews, blogs) 1.4 Support Schools in managing and attaining the above KPI s by providing regular, detailed information on the publication outputs of their staff. 1.5 Provide advice, guidance and leadership on the contribution value of different types of research related activities supporting Schools to identify activities that should recover FEC, and those that justify some form of internal investment (less than full FEC recovery). Sept 2015 May 2015 Available in part now and more comprehensively on implementation of the RMS target date Dec 2015 Sept 2015 Deans of Schools Director of POD Deans of Schools 5

7 1.6 Work with Schools to develop training and support mechanisms that promote their research ambitions, such as sabbaticals, secondments, bid writing workshops, funder information sessions, seminar series, internal peer- review processes, etc. Director of POD Head of Enterprise Services 1.7 In collaboration with Schools, conduct an annual Mock Assessment that informs progress towards the corporate targets and any future REF submission. From December 2016 onwards Objective 2: Increase the number of staff with Doctoral qualifications and ensure that our postgraduate research community is embedded in the life of the University. KPI: % new academic staff with Doctoral qualification (or time- limited commitment to attain this) Aim: 100% from AY 14/15 KPI: % of all academic staff with Doctoral qualification (or time limited commitment to attain this) Aim: 70% by end of AY 19/20 Measure of success: By 2020, 100% of new staff and 70% of existing staff will have achieved, or will be in progress to achieve, a Doctoral qualification. By April 2015, there will be an annual target for Schools to measure progress towards this KPI. Current Performance: In 2014, some 35% of academic staff held a doctorate. 2.1 Agree with Schools the annual targets needed to reach the 2020 KPIs on the basis of current benchmark data from our People and Organisational Development (POD) department. April 2015 Head of Graduate School Director of POD 6

8 2.2 Implement a New Start Programme with Organisational Development to secure commitment from new employees, and appropriate existing academic staff without a doctorate, (this will be elective) to complete a Doctoral qualification. July 2015 Head of Graduate School with Head of Organisational Development 2.3 Expand our range of Doctoral routes to include Professional Doctorates and more flexible doctorates by publication. 2.4 Establish robust processes to ensure timely student progress through our Doctoral programme. 2.5 With Schools, develop, where needed, sufficient competent Supervisory capacity to meet the requirements of the programme. 2.6 Progress the Staff and Student Researcher Development Programme to include an enhanced emphasis on the achievement of research outputs as part of the research process. Sept July 2015 Dec Dec Head of Graduate School with Head of Organisational Development Head of Graduate School with Head of Organisational Development Head of Graduate School with Head of Organisational Development Head of Graduate School with Head of Organisational Development Objective 3: Promote a culture of student and staff enterprise and entrepreneurship that capitalises on our innovation and business opportunities KPI: Create at least 15 UWS start- ups and spinout businesses through incubator support by AY19/20 Measure of success: The establishment of a healthy pipeline of start- ups and spin- outs from staff and students, leading to the creation of sustainable businesses with growing revenues. The attainment of a national reputation as an institution committed to supporting entrepreneurship and business support in general (as measured by annual customer surveys). Current Performance: One in the last 12 months. Our goal is to stimulate and promote a culture of enterprise and entrepreneurialism amongst staff and students. Business proposals and ideas will be fostered and mentored to develop them as market ready by the Enterprise team, with support from a planned loan and equity fund and an advisory 7

9 group of senior business figures. We will draw upon best practice across the HEI sector, but flexed to suit UWS particular environment. It is intended that, as well as generating new revenue for UWS, the experience gained here will inform the teaching and research agendas of the University and create employment opportunities for our students. 3.1 In partnership with Schools, create at least 15 UWS start- up and spin- out businesses through the newly established Research, Enterprise and Engagement Centre (incubator) and the associated entrepreneurial support service for both staff and students. This will support the development of ideas through to the business plan stage and advise on, and source, external start- up funding from support bodies, such as Scottish Enterprise and the Scottish Institute for Enterprise. December 2015 (3) December 2016 (5) December 2017 (10) December 2018 (15) December 2019 (20) December 2020 (25) Head of Enterprise Services 3.2 Create an equity and loan scheme with an initial tranche of 50,000 to support our start- ups /spin outs. It is expected that these funds will be recoverable via Return on Investment equity positions and in the form of soft loans. This approach is recommended because: co- investors will expect the University to share the risk (and the reward) as a demonstration of serious intent; it demonstrates that we are committed to the stated goal of an enterprise friendly university; and because most of our start- ups /spin outs will require financial support to succeed. September 2015 Head of Enterprise Services 3.3. Establish a UWS business and enterprise advisory group, composed of senior business figures and investors, to support the enterprise team and to mentor wider staff and students in the development of their plans and in the running of their businesses. 3.4 In consultation with the Schools, develop an enterprise seminar /events training programme, open to staff and students, that includes topics such as:- technology transfer showcase events, developing high- value pitching skills for profitable enterprise business, etc. 2015/16 Head of Enterprise Services 2015/16 Head of Enterprise Services 8

10 Objective 4: Grow and intensify productive relationships with local and international partners and stakeholders. KPI: The key performance indicators for stakeholder engagement are mainly embedded in the KPI s relating to student and financial performance. However, to monitor and manage performance here, three PIs are identified for External Engagement Services and these are associated with the three themes within this area: i.e. College Relationships, Alumni & Fundraising and Stakeholder Engagement: A. College Relationships The key focus of College and School relationships is widening access and articulation from senior phase through to degree level study via agreed learner pathways. This links to targets agreed with the Scottish Funding Council via the Outcome Agreement. Existing partnerships with Colleges for validated degrees and in- College delivery will be reviewed to ensure that the fitness of the Learner Pathway and that the potential for income generation from validated provision and wider access via in- College delivery is maximised. The External Engagement Business Partners will provide the bridge between UWS Schools and partner Colleges to ensure that targets are understood, developed and achieved in support of the Outcome Agreements of both UWS and its partner Colleges. The External Engagement Business Partners will work with the School Executive Managers to ensure that the agreed articulation targets in School Operational Plans are achieved by effective management of the UWS- College relationships. PI: Achieve target of 1200 articulating students in and agree targets in subsequent years together with a target of 500 students in the Associate Student Scheme in rising to 1000 in Measure of success: Targets achieved in line with SFC- agreed figures, funding for articulation maintained and no claw back incurred from SFC. Current Performance: The target of 1000 was achieved in Set up UWS identity/structure for promoting the Associate Student Scheme and learner pathways (including resource plan for student support) Pilot in place for AY with full implementation in Head of External Engagement Services 4.2 Produce articulation toolkit to explain and promote internally our work with Colleges and Schools and provide clarity on strategic direction In place for AY Head of External Engagement Services 9

11 4.3 Establish External Engagement Business Partner roles and set up annual engagement process via School Executive Managers to ensure School Operational Plans are linked to College and UWS Outcome Agreements. From summer 2015 Head of External Engagement Services B. Alumni and Fundraising The two main development strands in this area will be the expansion of alumni engagement and the development and implementation of a new fundraising plan. Alumni engagement will focus on growing the alumni database, increasing the range and frequency of alumni communications, greater involvement from academic schools and reviewing and expanding the range of services available to alumni. Greater engagement with international alumni will also be developed. To enable this development, it is proposed to put in place a new alumni and fundraising team during the course of Once this is in place, the existing PI (below) will be revised to reflect the University s ambitious development plans and significantly increase income targets from fundraising. The fundraising plan will continue to focus on grant- making trusts and approaches to alumni and potential major benefactors but will seek to expand this activity and set ambitious targets for growth. It is clear that appropriate levels of resource will need to be allocated to this activity and that resource allocation will need to be tied to income generation projected over a realistic time period. PI: To achieve the mean annual fundraising income for comparable institutions by and to achieve double the mean fundraising income for comparable institutions by Measure of Success: The mean income for comparable institutions (using Million+ as the comparator group) in was 205k (target to be revised as more recent data becomes available). This indicates that the likely target for fundraising income would be 500k per annum by (Data from annual Ross- CASE Survey.) Current Performance: 60k in the last 12 months. 4.4 Design and implement new alumni and fundraising team structure to enable the achievement of substantially increased fundraising income. Proposals approved by Executive Group by June 2015, structure in place by Head of External Engagement 10

12 end of summer Draft, approve and implement fundraising action plan Executive approval by September 2015; strategy in place for AY with targets up to Revise alumni benefits offer (including possible external alumni- related offers) and roll out Revised benefits package rolled out for AY Head of Engagement Services Head of Engagement Services 4.7 Set up retrospective alumni project to identify and make contact with alumni of UWS predecessor institutions Resource- dependent, but ideally self- contained project over summer months of 2015 Head of Engagement Services C. Stakeholder Engagement External Engagement Services will lead on stakeholder engagement that is not directly business- related. In practice, there will be some overlap with the Enterprise Services on business links but in these cases External Engagement Services will act in support of the Enterprise team s priorities. The key stakeholders focused on by Engagement Services will be the public and third sectors, principally local authorities, health authorities and third sector interface bodies. In particular cases, some Schools have long- standing relationships with external partners and these are expected to continue and be led from the School, e.g. the School of Health, Nursing & Midwifery has historically taken the lead in working with Health Boards and this is expected to continue. External Engagement Services will however provide support and coordination, where required, and lead in establishing sector links for other parts of the University. The development of an innovative approach to engaging with community planning partners will be central to the local authority and third sector engagement plan. External Engagement Services will engage with Schools to enable them to increase their influence on local communities by the delivery of knowledge and expertise through community planning partnerships. This will enable UWS to be thought leaders in supporting the transformation of lives and communities and generate academic and commercial opportunities in support of School operational targets. An important element of stakeholder engagement will be the further development of our campuses as local educational and community hubs with a focus on serving our local communities and developing appropriate revenue streams. This will be a collaborative project with Commercial Services and will require engagement with other professional support services to develop workable approaches to developing a viable offer for stakeholders. 11

13 PI: Achieve an annual 10% increase in individual customer relationship contacts (i.e. CRM leads) progressing from ordinary stakeholder contact to a managed key stakeholder status; these community stakeholders do not include business or industry contacts managed from Enterprise Services. Measure of Success: Systems and processes in place to record and manage all community stakeholders and identify and develop those of major significance to the University. Current Performance: The University CRM for this area has over 3,500 listed contacts but the processes for their management and development require review and improvement. 4.8 Review and develop appropriate CRM protocols and systems for community stakeholder contacts and promote usage across the Institution. 4.9 Develop Local authority and third sector engagement plan (linked also to College partners) Agree with Schools priorities and leads for sector specific Engagement Services. Developed and approved by July 2015 and implementation from AY Developed and approved by July 2015 and implementation from AY Actions agreed and in place for planning period Head of External Engagement Services Head of Information Services Head of External Engagement Services Head of Enterprise Services Head of External Engagement Services Objective 5: Increase the revenue generated from Research, Enterprise and Commercial activities through targeted and proportionate support to all staff, particularly Early Career Researchers, and initiate pro- active business developments. KPI: Contribution towards overall turnover of 200m per annum. Aim: 34million per annum turnover across all Research, Enterprise and Commercial activity headings by end AY 19/20 Current Performance: In 2013/14 the income from these areas was 11 million. In setting achievable growth targets it is recognised that our current Enterprise activities perform below the sector norms and it is anticipated that there will be disproportionate growth of CPD, Consultancy and Licencing income over pure or applied research. With 12

14 suitable investment, Alumni income and growth of commercial services will also see significant growth towards the later part of the planning period. Measure of success: Increased revenue as recorded in the annual accounts. RESEARCH PI: Contribute to UWS income targets indicated above through growth in research activities, particularly by supporting an increase in successful funding applications. Measure of success: Substantial increase in successful funding application and contracts to 15million per annum by 2019/ In partnership with Schools, stimulate increased engagement of staff in the research activities of the University by defining, supporting and nurturing a supportive research environment. 5.2 Optimise the reported research income by partnering with Schools and Finance on pre- and post- award management processes and support. University agreed research groups to be identified by July 2015, thereafter increase in engagement in line with income targets. April 2015 Deans of Schools 5.3 Support research active staff, particularly Early Career Research staff through horizon scanning and the provision of targeted, tailored information relating to funding calls that meet predefined and personalised criteria. April

15 ENTERPRISE PI: Contribute to UWS income targets as indicated above through growth in Enterprise activity including the development of productive and targeted relationships with an increasing number of businesses, establishing the University as the first choice for business, the public and third sectors. Measure of success: The establishment of an environment that is welcoming to business and supports innovation and entrepreneurialism amongst its students and staff. To achieve this we will embed within UWS a supportive infrastructure which will make it easy for businesses of all sizes to engage with us to benefit their competitiveness through productivity gain and in so doing accelerate their growth. In this way we will not only support the Scottish Government s economic strategy, but also grow the commercial revenues of UWS, deepen our links with businesses across Scotland and beyond and achieve additional spill- over benefits for our basic and applied research work whilst improving the employment opportunities for our students. Overall, we seek a significant cultural change within the University reflective of an institution at the leading edge of enterprise development and economic growth which sees as central to its mission business, community and personal transformation. 5.4 Launch an innovative Research, Enterprise and Engagement Hub, with dedicated space for business engagement, project development and idea generation. September 2015 Head of Enterprise Services, with Heads of Research Services and Engagement Services. 5.5 Launch a dedicated marketing and business engagement drive, utilising the University CRM to target identified companies to partner April 2015 onward Head of Enterprise Services 5.6 Have ongoing commercial relationships (exceeding 5,000 in value) with a portfolio of over 50 businesses at any time. Thereafter, for the number and value of relationships to rise steadily to achieve the income targets. December 2015 (50) December 2016 (75) December 2017 (100) December 2018 (125) December 2019 (150) 5.7 Increase revenue, reported in Other Income, to 19 million by 19/20. As in UWS budget forecast. Head of Enterprise Services Head of Enterprise Services Deans of Schools 14

16 5.8 Be identified as amongst Scotland s leading universities by the nation s business community in national surveys 2015 benchmark current position 2020 achieve recognition through awards Head of Enterprise Services COMMERCIAL SERVICES PI: Contribute to UWS income growth targets as indicated above through growth in catering, residential services, events and other income streams. Measure of success: Increasing income as recorded through the audited annual accounts. The most significant revenue increases here are linked to the provision of residential accommodation for the planned growth in international students located in Scotland. Current Performance: Commercial income recorded within Other Income is currently around 6m per annum 5.9 Increase commercial revenue, as recorded within Other Income, towards the total of 19 million by 19/20. (Includes increased Residences turnover based on increased International student numbers). As in UWS income forecast. Head of Commercial Services 5.10 Establish a Residence s Development Plan to accommodate and manage the planned increase in UWS overseas students resident in Scotland. July 2015 Head of Commercial Service Head of International Office 5.11 Develop further the growth plans for catering and events management. July 2015 Head of Commercial Service 15