Research and Innovation Services
The proposal to merge the functions of Research Services, and Kent Innovation and Enterprise was supported by an external review and has been accepted by the University Executive Group. As part of Organising for Success (O4S) this merger is happening in the context of and in preparation for Devolution.
While the detail of the overall structure is yet to be finalised we can share the high-level view as agreed by the University Executive Group. Bringing Research and Innovation together allows for the merging and harmonisation of processes and procedures to support both research and innovation activities within a cohesive Research and Innovation Services (RIS). There are also economies of scale expected with this new RIS Operations Department. However, there are still strategic functions in relation to assessment and the external environment that are best dealt with through specific expertise, hence a Research & Policy Support Department, and a Knowledge Exchange and Innovation Department are also required. These three areas are led by tier 4 heads under an overall tier 3 director. This senior leadership team is supported by a small executive function that will also provide services to the Dean of the Graduate and Researcher College, also part of the portfolio of the Deputy Vice Chancellor for Research and Innovation.
It should be stressed that until the various Organising for Success processes have been completed there is no immediate change to staffing structures – what is described below is the overall shape for later on in the calendar year.
The Research and Innovation Services Directorate will comprise 3 departments. They will work in harmony to provide a coherent and joined-up approach to the delivery of research and innovation support:
- Research & Innovation Operations [Dr Andrew Massoura, Head of RIS Operations]
The department will manage the operational requirements of the directorate and will be responsible for providing application, award and contractual management, as well as governance support, to the University’s research and innovation community and as such, will work closely with colleagues across Research & Innovation Services and the wider University to provide an efficient, positive and joined up service. The department has 3 thematic areas comprising of 4 distinct teams:
Pre-Award
Strategic Funding & Partnership Development:
- Providing high-quality support for the development of research & innovation funding, with a focus on large and complex grants, as well as supporting the University to develop a strategic approach to developing complex partnerships across a range of public, private and third sector organisations.
Grants & Contracts:
- Providing high-quality support for the costing and submission of research & innovation funding applications.
- Production of a range of contracts and agreements.
- Support the post-award management of research & innovation projects across the university.
Post-award
Research & Innovation Accounts:
- Responsible for the post-award financial and project management of externally funded research & innovation projects.
RIS Support
Management Information & Systems Support:
- Providing high-quality support for research & innovation management information reporting and compliance.
- Co-ordinating the implementation, improvement and ongoing support of research & innovation systems and processes and associated communication.
- Research & Policy Support [Dr Simon Kerridge, Director of Research Policy and Support]
Lead and directs all activities, frameworks, policies and procedures that enables the University to meet its research objectives. With a particular focus on externally funded research, the Head of Research & Policy Support will ensure the highest levels of research integrity and accountability. The department has 3 teams, and a dotted responsibility for the Scholarly Communications support in Information Services.
Research Excellence Team:
- Lead and deliver on REF submissions including impact support.
- Public engagement with research.
Ethics and Governance Team:
- Lead for research ethics advice and support across the institution including supra divisional committees.
Research & Policy Support Team:
- Lead for research management and administration as a profession and wider research and research support policy and strategy.
- Knowledge Exchange and Innovation (KEI) [Carole Barron, Director of Knowledge Exchange & Innovation]
The rationale for knowledge exchange and innovation is based on extensive experience of delivering professional centralised support to Schools that has led to a fourteen-fold increase in innovation and enterprise income over the past 5 years. The Reviewer highlighted the need for responding to the changing dynamics of innovation and business with the formation of a dedicated business facing knowledge exchange and innovation department as this ‘sends a message to colleagues that the University values both research and innovation and that one is not “more prestigious” than the other and that the two are mutually enhancing’. The Head of Knowledge Exchange & Innovation department will ensure the highest level of knowledge exchange (KE) and innovation accountability and professional support focused on increasing income. This support can be categorised as follows:
Business Relationships – With a focus on externally funded KE and innovation income, external partnerships with business and industry, collaborative funding such as Knowledge Transfer Partnership and Industrial Strategy and student business innovation.
Commercialisation – Ensuring the University maximises the impact and return of IP created through publicly funded research, supporting translational research, spin-outs and student and staff innovation.
Knowledge Exchange & Engagement Support – Lead the central support for knowledge exchange and innovation administration as a profession and wider KE and external support, policy and strategy (KEF, KEC).
We are very much looking forward to providing an even more joined up research and innovation support service for our academic colleagues, to help maximise the impact of the new University divisional structure.
Simon Kerridge, Carole Barron, Andrew Massoura