Measuring our research and innovation success

We will be measuring our success at top level and through our overarching strategic goals and their objectives.

Top-level measures of success

Five years Reach a top 20 position in REF 2021 and for national research income for all areas in which we are research active; reach a top five position in our cluster in the forthcoming Knowledge Exchange Framework (KEF); and be in the top 200 in international league tables such as QSTHE or ARWU.
10 years Reach a top 15 position in appropriate national league tables; be in the top 100 position in global league tables such as QSTHE or ARWU.

Summary of strategic goals measures of success

Goal one: Research scale and excellence

Objective Key achievements by 2022
1.1 Research themes Number of themes operating with at least 50 active members – four
Theme-related research income – 50 per cent increase over baseline
Theme-related research quality – average FWCI 2.0
1.2 Excellence and talented researchers Number of researchers with FWCI 3 (or  equivalent where citations not the norm) – 20
Number of researchers responsible for 50% of research income – 60
Number of ECRs in top 20 per cent citation percentiles – increase by 25 per cent
1.3 Best-in-class place to undertake research Number of ECRs in top 20 per cent citation percentiles – increase by 25 per cent
Research community staff satisfaction – top 20 institution as assessed in national staff surveys
Achieve Athena SWAN Silver
1.4 Optimising world-leading outputs University ranking in REF2021 by GPA – top 20
University average FWCI – 2.0
1.5 Strategic relationships and distinctive capabilities Number of relationships valued at >£250k pa (or equivalent) – 12
Number of research areas with FWCI >3 – 9

Goal two: Research infrastructure

Key achievements by 2022 Objective
2.1 Distinctive capabilities and infrastructure Level of externally supported research on the distinctive capabilities and infrastructure – 60 per cent of available time for research
Average FWCI for outputs from distinctive infrastructure – 2.0
2.2 Integrated facilities

Level of externally supported research on integrated facilities – 60 per cent of available time for research

Fraction of researchers per year accessing integrated facilities – 40 per cent

2.3 Researcher one-stop shop

Average satisfaction scores in survey improved by 50 per cent

Goal three: Postgraduate, postdoctoral, and early-career researcher scale and experience

Objective Key achievements by 2022
3.1 Postgraduate researcher scale Cohort size of PhDs – 1,500
Proportion of cohort cost that is internally funded – less than 25 per cent
3.2 Postgraduate, postdoctoral and early-career researcher experience PRES score overall ranking – 5th in UK
PhD completion rates – 85 per cent
CROS improvement in “Recognition and Value” and “Support and Career Development” – 25 per cent

Goal four: Innovation ecosystem

Objective Key achievements by 2022
4.1 Deepen and broaden partnerships

Direct contract research income – double

Number of strategic partners valued at more than £250k pa (or equivalent) – 10; managed industrial partners – 20
Established Global Entrepreneur Exchange programme – with international incubators, accelerators and SMEs – 25
4.2 Better internal partnerships offering Number of new industrial partners per year – 30
Percentage of SRP companies with collaborative research programmes with University – 10 per cent
4.3 Extending reach and influence Number of staff holding external advisory positions, delivering executive education or consultancy – doubled
New convening platforms on campus for our strategic partners – SME/industry club, annual Social Innovation Lecture series and flagship enterprise event
4.4 Transforming the technology transfer model University ranking in KEF cluster – top five
Commercialisation activity and income through patents/licensing – doubled
Number of centres/programmes with a bespoke commercialisation strategy – five
Portfolio of active and revenue-generating spin-out companies – 30
4.5 Innovation as core business Staff engaged with partnerships, incubation and enterprise, executive education, consultancy or TTO – 40 per cent
Innovation activities balanced alongside teaching and research activities in all staff selection and promotion criteria

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