Along with a few colleagues I am currently trying to identify the headlines of our new research strategy, one of several sub-strategies which which make up BU’s Fusion Strategy. At this stage we are simply coping out ideas before putting pen to paper. Once a draft is written it will be iterated through BU’s Research & Enterprise Committee and subject to much wider consultation. The starting point is our new Vision & Values [http://2018.bournemouth.ac.uk/] and the key statements around research. These are:
C2 Create a world-class learning community
C3 Develop strategic local, regional, national and international partnerships
C4 Build strong professional and academic networks worldwide
S1 Fuse research, education and practice to create a unique academic experience where the sum is greater than the component parts. As part of that fusion…
S2 …undertake world-class research in recognised areas of academic excellence
S5 Be recognised internationally as a thought-leader
I5 Inspire our staff and students to enrich the world
These statements are underpinned by:
P1 Recruit, retain, recognise, and develop a high performing workforce;
P2 Engage and inspire staff to deliver an outstanding student experience and to fulfil their potential;
E2 Provide world-class facilities
Over the last few months I have trailed a range of ideas on the blog and elsewhere but the key one is the importance of societal relevance and impact; the research that we do should have an impact on the world and society in which we live. To be clear this is not to say that we should only do applied research, but that we should focus our energy however abstract or applied on tackling the societal challenges of our day. Using this context it is possible 
to frame a strategy that is shaped by societal challenges and through the impact of our research in turn shapes society’s future agenda. One could summarise this via the strap-line: driven by societal need, shaping societies future. In order to deliver on such a mission we would need to create a world-class learning community focused on research excellence and through knowledge exchange enter into a dialogue with society. The model shown below is a way of illustrating this and identifying the key elements which need attention within the strategy, if you prefer the key sections within the strategy. I am very interested in hearing your views on this; for example things that are missing or different perspectives? I am also keen to know your views on where the ‘levers for change’ are within this model, or put another way where should we focus or energy? Either post a comment or e-mail me directly, I would also be happy to arrange to meet with indivdiual research centres or groups of staff to discuss this if you would like.
New weight change BU paper
One week to go! | The 16th Annual Postgraduate Research Conference
Geography and Environmental Studies academics – would you like to get more involved in preparing our next REF submission?
Congratulations to three former BU staff
MSCA Staff Exchanges 2024 Call – internal deadline
Applications are now open for 2025 ESRC Postdoctoral Fellowships!
Horizon Europe – ERC CoG and MSCA SE webinars
MaGMap: Mass Grave Mapping
ERC grants – series of webinars
Just been suggested to me that Inputs, Throughputs and Outputs are not quite the right words; the alternative suggestion is ‘Drivers’, ‘Research process’ and ‘Outcomes’
Just a few immediate thoughts. I particularly like the idea of highlighting ‘societal need’ – a great topline heading.
Should there be something about ‘enablers’ in the model? Business Excellence models always talk about ‘enablers’ and ‘approaches’
Perhaps ‘inspire are staff and students to enrich the world’is an enabler which might lead to increased output.
‘World class facilitites’ is an aim in itself as well as an enabler. The middle section is the one that seems to work less well to me. Also there is a realtionship between being recognised as a ‘thought leader’ with the quality of the outputs. I am not sure how well this sits in the middle box, as to me it seems like a goal which does not happen until outputs are valued by external stakeholders.