The Role of Research Management in Achieving Impact

1. The Role of Research Management in AchievingImpact Jan Andersen, Senior Executive AdvisorFaculty of Science, University of Copenhagen INORMS 2014 Session 59 15:00 – 16:15 Saturday 12 April 201

2. In the 1990’s and onwardtherewas a focus on research outcome in terms of patents and other potential valuable output from research which led to the establishing of Patent- and TechTrans Offices in manyuniversities. But the recent development of broadening the expectations to the research community to contributeto the solving of societalchallenges in general, changes the wayimpact of research shouldbeinterpreted and understood, and simple Result-Patent equation must bereviewed. In this, research administrators form the link betweenunderstanding the need of the funders and the potential of the research and canbecomevaluablebrokers in the meeting of the demands from the funders on one side, and the integrity of research on the other side. This session willdescribedifferentways the concept of ”Impact” has changed, and discusshow links in universities and research organisations canbeestablishedbetween the research support office and the patent- and tech-trans offices in order to meet the new requirements from funders and society. The session willdraw on experiences from the UK Research Exercise Framework and the European Framework Program for research, Horizon 2020.

3. Background Master Danish Language and Computer Science 1995 1994 Faculty of Science, University of Copenhagen 1999 RectorsOffice, University of Copenhagen 2005 Royal Veterinary and Agricultural University (Mergedwith KU 2007) 2006 MergerSecretariate, University of Copenhagen 2007 Facultyof Life Sciences, University of Copenhagen 2012 Faculty of Science, University of Copenhagen Research Manager Profile: • Externalfunding of Research - EU-Liason Officer • Research policy, strategy and planning • Research output, performance indicators - CURIS • International dimension – EARMA Chair 2010-2013DARMA, NUAS, SRA, NCURA… Innovative initiatives: Øresund University, EU-Erfa, DARMA, CURIS, CRF, UoCMerger-process • Real Competence: • Ability to read the map • Courage to makenew paths • Will to go for the vision

4. Faculty ofHealth and Medical Sciences Board of the University Rector’s Office HR Rector University Education Services University Finance Prorector Campus Service Research & Innovation University Director Communication University IT Faculty of Humanities FacultyofLaw Faculty of Social Sciences Faculty of Theology Faculty of Science BRIC Biotech Research & Innovation Center 8 Departments 6 Departments 12 Departments 13 Departments Established in 1472, and with over 38,000 students and more than 9,000 employees, the University of Copenhagen is the oldest and largest institution of research and education in Denmark.

6. Trends in research management Why we need competent, professional administration • Funding complexity • From national to international funding • From small individual funds to large corporates • Competitive funding • Research for research’s saketo research for society • Control to Service • The researcher in focus, not the admin system • Targeted support and information • Direct communication • Proactive approach • Societalexpectations • 3% GDP • Societal Challenges • Mass-university • Centralisation and decentralisation • Critical mass in support functions • Policy: Role and power management level • Legalisation and rules: e.g institutional commitment • Department sizes and faculties…Size for Sizes sake www.earma.org

7. Developement in R&D investment in % of GDP Figuresfrom OECD, 2013 (statistic database)World Bank Indicators, China only; Wikipedia, based on Battelle R&D Magazine Annual Global Funding Forecast In 1906, James McKeenCattell, editor of Science, published the first edition of a directory of researchers in the United States. It included 4,000 biographies on “men who have carried out research work”. Godin and Lane, 2012

8. European Union Innovation Scoreboard, 2014

9. Technologicalreadinesslevel (TRL)

10. Excellence versus Impact? Society Science Society Science Impact “Science and innovation are key factors that will help Europe to move towards smart, sustainable, inclusive growth, and along the way to tackle its pressing societal challenges, as recognized in the EU Multi-annual Financial Framework for 2014 to 2020”SEC(2011) 1427

11. Research “Research and experimental development (R&D) comprise creative work undertaken on a systematic basis in order to increase the stock of knowledge, including knowledge of man, culture and society, and the use of this stock of knowledge to devise new applications”. (Frascati manual 2002)

12. Horizon 2020 – 72 Billion EUR 2014-2020 1. Excellent Science 2. Industrial Leadership 3. Societal Challenges ERC – European Research Council • LEIT-Leadership in Enabling & Industrial Technologies • Information and communication technologies • Nanotechnologies • Materials • Biotechnology • Manufacturing • Space [1] Health, Demographic Change and Wellbeing [2] Food security, substainable agriculture, marine and maritime research and bioeconomy FET – Future and Emerging Technologies [3] Secure, clean and efficient energy [4] Smart, green and integrated transport Marie Skłodowska-Curie Actions [5] Climate action, resource efficiency and raw materials Access to Risk Finance [6] Inclusive and innovative societies Research Infrastructure Innovation in SME [7] Secure societies

13. Impact in Horizon 2020 Evaluation Criterias • The extent to which the outputs of the project should contribute at the European and/or International level to: • Enhancing innovation capacity and integration of new knowledge; • Strengthening the competitiveness and growth of companies by developing innovations meeting the needs of European and global markets; • and, where relevant, by delivering such innovations to the markets; • Any other environmental and socially important impacts (not already covered above); • Effectiveness of the proposed measures to exploit and disseminate the project results (including management of IPR), to communicate the project, and to manage research data where relevant. • EXCELLENCE (3/5) IMPACT (3/5) MANAGEMENT (3/5) (10/15)

14. The Research Exercise Framework (UK) • Purpose: Assessment of the quality of research in UK higher education institutions -> Funding, accountability and benchmarking • OUPUT (65%) IMPACT (20%) ENVIRONMENT (15%) • The impact of research is to be documented in cases, describing impacts that have provided benefits to one or more areas of the economy, society, culture, public policy and services, health, production, environment, international development or quality of life, whether locally, regionally, nationally or internationally. • Impacts can be manifested in a wide variety of ways including, but not limited to: the many types of beneficiary (individuals, organisations, communities, regions and other entities); impacts on products, processes, behaviours, policies, practices; and avoidance of harm or the waste of resources. • Reach: the spread or breadth of influence or effect on the relevant constituencies • Significance: the intensity of the influence or effect.

16. Project lifecycle TTO & Patenting Office

17. Results Research Support Office? Communication Office TTO & Patenting Office Articles and publications  ”Greasymoney”  ”Policy” ”youcanwritethat”  ”I’m done”  ”Valley of death (sigh!)”  etc

18. From Seán McCarthy, Hyperion

19. CRFII 2012

20. Recommendations from Copenhagen Research Forum • Societalchallengescanonlysolved in a true multi- and cross-disciplinary research context • Excellence is the key driver for impact • Striking a balance between the short and long term impactneeds • Inclusion of end-userperspectives and encouragement of private companies to participate in the challengeoriented research to secureimpact • Achievingimpactthroughcontinuousdialoguebetween researchers and end-users/society throughout the projects • Facilitatingimpact by commercialising the bestideas and bridging the valley of death • CRFII 2012

21. Symbiosis of Research Management and Research Administration Large highlyspecialized International reseach teams Politicalenvironment of funders and stakeholders Full research Lifecycle from idea to technology transfer Research Management Research Administration Communication IPRTechnology Transfer Collaboration with Industry Project administration From budget to audit

22. Challenges • A: The pro’s and con’s of an proactiverole of the RSO in achieveingimpact for research – and what is yourown RSO role at the moment (strength and weaknesses) • (5 min) • B: Whatwouldbeimplications of a change in the role of the RSO? – Whowould/shouldbe a driver? (Opportunities and Threaths) • (5 min) • C: Recommendations for follow-upinitiatives(Evaluation) • (5 min)