Research and Innovation Strategy

Student conducting research in a lab

What is our Research and Innovation Strategy?

This Strategy defines four strategic priorities, related areas of focus and high‐level actions designed to contribute to our Vision that by 2030 we will be the UK's top modern university and one of the top 100 young universities in the world.

  • Generating world‐leading research;
  • Integrating Research, Innovation, Knowledge Exchange and Enterprise;
  • Creating the right structures and processes;
  • Building better relationships.

Contribution to University Strategy

This Research and Innovation Strategy relates to one of the key ambitions in our University Strategy 2025:

  • Deliver globally‐recognised research and innovative solutions that improve society.

Contribution to our Strategic Imperatives

This Strategy contributes directly to one of our strategic imperatives:

  • Research and innovation - Increase our globally recognised research and innovation based on thematic areas, prioritising collaboration and international engagement.

Key performance indicators (KPIs) and targets

KPIs and targets for this Strategy will be published separately.

This will include University and Faculty level targets to promote engagement and accountability for implementation of the Strategy.

Strategic priorities and areas of focus to 2025/26

1. Generating World Leading Research

1.1 Incentivising world leading research

  • Implement a University-wide Workload Planning Model (WPM) that incentivises top quality (4*) outputs, impact and research income generation;
  • Map out expectations/targets for research active staff by position (with research environment banding – 4 levels), in conjunction with HR, and align with the WPM;
  • Provide effective support and mentoring to staff to achieve these goals and foster a research culture that focusses on providing ‘fewer but more high quality’ outputs;
  • Review and redirect Research Theme activities so they effectively facilitate our desire to significantly extend our research impact nationally and globally;
  • Revise the University Quality-related (QR) funding framework and decision-making model; 
  • Invest in areas identified as being of ‘significant strategic importance’ to the University to be outlined in the ‘QR Spending Priorities 2023-24 to 2025-26’ document.

1.2 Improving our research quality

  • Expand and enhance mentoring programmes and workshop activities in relation to publication and research proposal writing;
  • Promote effective ‘peer review’ appraisal and vetting of major Research Council/UKRI bids to improve success rate and avoid going into UK Research and Innovation (UKRI) ‘demand management’ regimes (e.g. Natural Environment Research Council).

1.3 Research Excellence Framework: preparing for REF2028

  • Implement in full the University REF2028 Strategic Action Plan, specifically:
  • Introduce a clear and coherent REF leadership structure which establishes well-defined responsibilities and expectations early in the process;
  • Expedite the creation of effective central and local operational structures to guide our preparations for the new research assessment framework;
  • Identify and nurture new Units of Assessment (UoAs) and new and existing UoA Leads, ensuring adequate workload resourcing;
  • Ensure adequate resourcing and support for Impact case studies.
  • Review and develop PURE further (see 3.2)

1.4 Developing our research talent: recruiting and retaining talent

  • Introduce recruitment packages which can recruit global talent in key research positions;
  • Develop pro-active talent support programmes (specific career development plans, mapping out career progression and providing seed-corn funding) so as to retain key researchers;
  • Expand our Postgraduate Research (PGR) numbers across the University to enhance and refresh our research community;
  • Improve our research culture, provide an enlarged local pool from which we can recruit future research leaders and meet our Equality, Diversity and Inclusion (EDI) commitments.

1.5 Extending our research base

  • Identify and support new areas of research and innovation activity where we have world leading potential, including:
  • Support new REF2028 Units of Assessment (UoAs) (see 1.3);
  • Develop new collaborative research partnerships (e.g. University of Surrey – space and plastics) to strengthen existing, and develop new, areas of world-leading research;
  • Develop a fully integrated research plan for the new Medical School and including joint Portsmouth Hospitals University NHS Trust (PHUT) research activities (including REF);
  • Support the establishment of new research and innovation activities in the London campus.

2. Integrating Research, Innovation, Knowledge Exchange and Enterprise

2.1 Building a strong research and innovation ecosystem

  • Ensure the University has a fully integrated, holistic Research, Innovation, Knowledge Exchange and Enterprise (RIKEE) system;
  • Embed the activities of Technopole and Innovation Connect in the research and educational activities of the University; 
  • Create a ‘life cycle’ structure for supporting the growth and development of research commercialisation and spin outs;
  • Make our research more open, inclusive and accessible (re. DORA; Data Management Policy; Aurora; and, Concordat to Support Research Integrity).

2.4 Building an Entrepreneurial University: develop our innovation and enterprise activity

  • Continue to grow the University Enterprise Programme for students and staff in line with targets;
  • Further expand our Treasury funded ‘Help to Grow’ programme for small businesses;
  • Further extend the number of Entrepreneurs in Residence (EiRs);
  • Grow the number of University start-ups (target over 5 years).

3. Creating the Right Structures and Processes

3.1 Reorganising for the future: Research and Innovation Services (RIS) and academic R&I

  • Establish strategic and integrated management of all research, innovation and knowledge exchange budgets (through UKRI (QR, HEIF, E3, etc.) and other funders);
  • Restructure RIS and review Faculty processes to ensure they are fully aligned with the evolving structure and needs of academic research and innovation activity;
  • Review and streamline our academic research governance, reporting, monitoring and committee structures;
  • Review how R&I activities are displayed on the web and through social media, and develop a R&I Communications Plan in conjunction with Marketing and the Web-team;
  • Review and develop PURE further (see 1.3).

3.2 Improving processes and return

  • Enhance our research and innovation funding alert system (see 4.1);
  • Simplify our risk appraisal processes and financial approval system for grants;
  • Implement an effective internal ‘peer review’ pre-proposal system across the University;
  • Improve our economic rates of return for research and ensure better performance on benchmarking with our TRAC peers;
  • Develop a model to evaluate our Rate of Return (RoR) on R&I investment.

3.3 Research infrastructure

  • Establish effective structures, monitoring and funding support for our Research Institutes and Research Centres;
  • Identify, map and have phased development plans for all lab, research and innovation spaces in the University;
  • Introduce a system to identify new (and replacement) research equipment and facilities funding priorities.

3.4 Developing a high-quality research estate

  • Ensure Research, Innovation and Enterprise estate (including Innovation Connect and Technopole) is fully integrated in our University Estates Masterplan;
  • Effectively plan, monitor and assess our lab and non-lab research space within the University (TRAC and planning);
  • Work with Portsmouth City Council (PCC), Solent LEP, Solent Freeport and private asset management companies on wider business plans in relation to property development (e.g. on lab space and ‘follow on’ start up space).

4. Building Better Relationships

4.1 Horizon scanning

  • Introduce a scanning system that shares new research funding opportunities with academics in a more comprehensive and agile manner;
  • Develop strong relationships with UKRI, BEIS, and other major research funders to enable better monitoring, engagement and shaping of research and innovation policy;
  • Work with our partners (see 4.2) and funders to better understand and align our work with their interests and future plans.

4.2 Research and innovation partnerships: building long term, sustainable partnerships with key organisations

  • Strategically partner with key employers and organisations to maximise opportunities for collaboration, the realisation of joint benefits, and the generation of world-leading and internally excellent impact across the full range of research, innovation and enterprise activities;
  • Extend and deepen our research and innovation activity with our top five local partners (PHUT, PCC, Solent Freeport, Solent LEP and Waltham Forest);
  • Develop a clear local and regional Research & Innovation Strategy that aligns with the University’s civic mission;
  • Map, extend and deepen our research and innovation activity with our top 20 business partners;
  • Capitalise upon our growing expertise in Knowledge Technology Partnership (KTPs) activities (see 2.2) by developing, and supporting, a ‘Grow our KTPs’ strategy.

4.3 Strengthening our Strategic Links

  • Work with Global to extend and develop our network of key global research partners (overseas universities, governments, agencies and businesses).
  • Identify top 5 global university partners.
  • Work with our alumni to expand and deepen our research and innovation collaborative partnerships.