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K2BB=g1rXƮGt.0!PN:ԝqBG]F>@tZRh "DSe:}d6lx+~w*G4jVV&Ƶ[Y"V11V(3VKť˶u,uQ-TxfuYw HF.S~i:޹ ȍg/Q-q)k틫ǹJ^v[jkVI#&d'ٴUO3A?抲\d{j6fs_j;vgVr:o2'3w/PCˀ)r Qx8`[^E 㴅6kFg1Zj uUk4̙&VA$R-w1Gcu^@R^8yIilX:IMl: (i&myt:Ag>T]Nl(۷?m:M8[jյ c2` [ݮ.7dHbH c^|Ae;_QRգ8^ޚ Mw'lpPi>E9݊n= -`i4j36|d: DuiJnyq4)Ms1lw-vP5y nk[2d"5|\E7ڻH$Q2Qa9%tkG88}[g@֞qC>vճݱʩ\E59jn9>ձ;<_}K&vUYes:z*W@O$s7Bs3Vvs'oi:4؜QNqN?% GmdTH߻EJMfй|Nľ;S)^Vd"%^3 Es&gf}N~ir^qI'c?)zU}mѯH?0U{2JJ$WB97\G(R,' ~ &%+b&n%"&&  HR Excellence in Research Award 2016-2018  8 Year Review Since our six year report in 2016, QMU has made significant progress on implementing our Action Plan for the Concordat to Support the Career Development of Researchers. The action plan reaffirms QMU s commitment to supporting all research staff. While we acknowledge the needs of CRS as a distinct group, CRS priorities are underpinned by University-wide strategy to improve support for all QMU researchers, including early career researchers (ECR). Inevitably, CRS experiences vary across the University, and we aim for greater homogenisation of support and provision over the next period of the Concordat. The actions below and in our updated Action Plan are a combination of completed and continuing or new actions. 1 Process for 8 Year Review QMU s Athena SWAN and Concordat Steering Group (ASCSG) has monitored progress against the published action plan over the period 2016-2018 on a quarterly basis, and has also been responsible for this evaluation. The ASCSG is chaired by the Deputy Principal and membership includes: Head of Research and KE Development Unit (RKEDU); Director of the Centre for Academic Practice (CAP); Lecturer in Researcher Development; Research Support Librarian; Senior HR Partner; Research and KE Officer and members of CRS. The ASCSG reports to the Research Strategy Committee, Equality and Diversity Committee and relevant School / Research Centre groups, ensuring explicit articulation with wider institutional strategies. This evaluation was informed by: Minutes and actions from the ASCSG Research Centre reviews of current and future compliance. Discussions with professional service providers (HR, Library, CAP and RKEDU) Inputs from our 2 Schools and 9 Research Centres on commitment to the actions and principles. Feedback from researchers included: CROS and PIRLS, and analysis of usage of the Research Development Framework (RDF). The annual QMU Staff Survey. Overlap between ASCSG and the Staff Survey Working Group helps to address issues specifically relating to research careers. 6 monthly meetings with the Deputy Principal and CRS, with opportunities for open discussion. Face to face informal meetings between CRS and key staff from RKEDU, CAP and HR Discussions with  key informants : CRS who have fed back at each stage of development of this submission. Links with existing Quality Assurance and other implementation/monitoring mechanisms: We received valuable feedback in our REF 2014 Confidential Panel Reports on our compliance with and continued commitment to the concordat and subsequently positive quality ratings in REF Environment. Institutional KPIs for new Research Centres are monitored for compliance with the Concordat and supporting CRS. These KPIs are evaluated and reported to RSC. Our Outcome Agreement with the Scottish Funding Council (SFC), and the University Court, require us to monitor and report on Concordat compliance. As well begin to develop our Code of Practice for REF 2021 we will continue to engage with ECR. 2 Key Achievements 2016-2018, including indicators and actions Principle 1: Recruitment and Selection Generic role profiles for all research roles have been developed and incorporated into our DEVELOP tool as a research job family. Recruitment and Selection Policy and Procedures have improved, but work remains to be done (see Action Plan - AP). HR partners now provide CRS with consistent support, including when CRS are involved in interviews for new staff. The HR partner provides updates through monthly meetings with Research Centre directors and also monitors contracts, offering additional support to CRS within the final months of contracts. A checklist specific to CRS is included within the line manager induction booklet, so that CRS are briefed during their induction on available support. Some Research Centres have produced their own version of the checklist. An HR induction is available to CRS during their first weeks in post, with an overview of key HR policies. Recent feedback from CRS has indicated that in some cases induction is very effective; in a few cases line managers appear not to be utilising the line manager induction booklet, so further signposting of this resource is required. Principle 2: Recognition and Value The QMU Research and KE Strategy 2015-2020 and our Outcome Agreement enshrine an explicit commitment to CRS and associated KPIs. The creation of new institutional Research Centres and Groups have been key to the delivery of this strategy. We continue to monitor CRS engagement and inclusion in the new structures Post REF 2014, our strategy of specialisation and focus has replaced Research Themes with Research Centres, which helps our research infrastructure for CRS to develop a critical mass of staff and activity. All CRS are required to align with a Research Centre / Group as a full/affiliate/associate member. New Research Centres report annually on their commitment and compliance with the Concordat. CRS continue to have twice yearly meetings with the DP, Head of RKEDU, CAP staff, HR and the CRS head mentor, to identify CRS concerns that might require senior management intervention in professional service and other areas. These have included a special session with the Academic lead for REF on implications of REF 2021. CRS have described these meetings as  very valuable opportunities and much appreciated . CRS now all have the opportunity to have regularly scheduled Performance Enhancement Reviews (PERs) with their line managers. PERs focus on career development, and support for staff in applying for promotion, where appropriate. Some ECRs have pre-PER meetings with the Directors of Research Centres, to prepare them for PERs with their HoD. A PER Audit in October 2017 demonstrated a 67.2% uptake rate for PER amongst academic staff (including CRS) in the previous 12 months. It was reported at REF 2021 audit meetings, and confirmed by individual CRS, that PER awareness has increased amongst CRS. 1:1 advice in supporting CRs is provided to Heads of Division / Research Centre by their designated HR Partner and PER progress is monitored with managers in the monthly HR meetings. A recent development is central collation of PER outcomes to identify training needs, and provide appropriate training. One research group has integrated the Vitae RDF planner into their PER process to support CRS development, and are currently trialling its effectiveness. Those involved in the trial are finding the RDF helpful as a framework for determining their research development needs. Evaluation of this initiative is likely to lead to wider implementation. Research Centres are ensuring that CRS and ECRs are given the same opportunities for development as academic staff. CRS are invited to away days and divisional meetings, enforcing the message that they are valuable members of the Division and Research Centre. Collegial support for writing is a key aspect of the Research Centre environment. E.g. Heads of Division / Research Centres have allocated time for ECRs to write papers and bids, resulting in some notable successes, e.g. one Best Early Career Scholar s Article of the Year. Principle 3: Adaptable and Flexible We continue to develop and promote QMU s strategic linkage with research mobility networks, and one colleague will attend the EURAXESS networking event in September 2018. QMU has entered a new agreement with the Edinburgh Beltane for the next 4 years. QMU CRS have participated in Explorathon, Bright Club, and the Fringe Cabaret of Dangerous Ideas, and we are developing links with the Scottish Futures Forum / Scottish Parliament. We have targeted enterprise and start up initiatives such as Enterprise Campus towards CRS. Our on-campus business incubation zone offers support for CRS in partnership with East Lothian Council s Business Gateway Service. This facility is offered to all CRS when they are between contracts, and continues after employment has ceased. Under the new QMU Research Impact Strategy, dedicated initiatives have targeted CRS to support their wider translational and impact skills, including media and blog training, engagement with the Scottish Parliament and third sector engagement events. CRS are involved in the preparation of our REF 2021 Impact Case Studies, and our REF 2021 consultation response was informed by our desire to protect the career potential of CRS and early career researchers more broadly, particularly with reference to portability of research. We actively encouraged representation of CRS at our Strategic REF 2021 Impact Case Study strategy day in October 2017, facilitated externally by Professor Mark Reed from University of Newcastle  4 members of CRS attended. CRS continue to participate in strategic impact events and training as part of our preparations for REF 2021.CRS attended high level QMU Impact Strategy training hosted by the National Co-ordinating Centre for Public Engagement In one research group, research streams have adopted a participatory action research approach, and CRS are working closely with funders and other stakeholders. Principle 4: Support and Career Development Workshops on using the RDF planner now run four times a year and are used to encourage uptake by new staff, but also as a refresher for existing subscribers. Directors of Research Centres and Heads of Divisions support the development of CRS within their area. Targeted research seminars run across Research Centres. Research Centres are represented on external bodies and have strong national and international collaborations, which raises the international profile and opportunities of CRS. Dedicated development updates, including internal and external events and initiatives, are issued to CRS by CAP. External online opportunities such as the Vitae PDPROC are proactively promoted. Two CRS took advantage of the Vitae PDP online course in 2016/17. Career development workshops, facilitated by the career advice team, run twice yearly. Monthly writing retreats provide CRS with ring-fenced writing time, and our new six month writing programme offers structured support for paper writing. A dedicated Research Support Librarian has provided bespoke training to ensure that CRS are equipped to respond to national Open Access directives. We continue to monitor OA publishing and citation and altmetric data for all our researchers. The Library has a team of Liaison Librarians who provide one-to-one and group support services for researchers within designated subject areas. Each Research Centre now develops an annual plan, with a budget. CRS are part of that planning. The operating framework within which each Centre works provides opportunities for career development, public engagement, networking and collaboration. Research Centre Directors provide formal or informal mentoring for CRS, as well as seminars tailored to their specific research requirements. A proposal for the introduction of a formal mentoring training scheme provided by an external provider was submitted in 2016-17. Although funding was not approved, mentoring and coaching training will be offered to all staff in the next academic year, as part of our commitment to the Athena Swan action plan. The Graduate School is delivering a programme of education and support to ECRs for both personal and professional development, including entrepreneurship and innovation, research ethics and grant writing. Well-being is supported by our Mindfulness programme. Within the Graduate School a formal programme of Researcher Enhancement and Development (READ) has been accredited at SCQF Level 12, as a doctoral level certificate. The READ workshops (and the programme as a whole) offer CRS an additional route to research qualifications. All CRS are supported to develop networking and collaborative projects with international partners, through attending conferences and hosting visits from international research partners. RKEDU offers support to enable CRS to explore the commercial potential of their research, to acquire business skills to develop it, and to take it towards commercialisation. Two members of CRS have had success in prestigious enterprise competitions, including Converge Challenge and Scottish Edge. In 2018 QMU became a strategic partner in Converge Challenge. Principle 5: Researcher s Responsibilities A review of QMU s Academic Workload Allocation Model (AWAM) is nearing completion, and CRS will benefit from implementation of the new model in the coming academic year, with clearer recognition of each role holder s job description and appropriate range of responsibilities. We support CRS in maintaining the highest possible standards of good practice and research integrity to underpin our commitment to the NHS Framework for Research Governance, and the implementation of the Concordat for Researcher Integrity. We provide annual Research Ethics and Governance training days, in partnership with NHS Lothian, and CRS are also offered collaborative training via the Wellcome Trust Clinical Research Facility. The Concordat for Research Integrity is being proactively implemented across all Research Centres, using online resources purchased under license from Dundee University. Principle 6: Equality and Diversity New management information reporting has been developed in response to REF 2014 good practice, drawing on protected characteristics data held within the HR and research infrastructure systems. This critical data set will be used to monitor analysis of tariff reductions and inclusion of CRS in REF 2021. A new report has been devised using HR system data to capture data relating to staff and the REF. This allows for regular monitoring of the equality and diversity profile of our staff, particularly the equality profile of staff under consideration for REF submission. Work is also planned to encourage staff to disclose equality characteristics. Regular Equality and Diversity Impact Assessments underpin all research policies and procedures and are monitored via 6 monthly strategic audit meetings. Feedback from Equality and Diversity Impact Assessments inform and shape the implementation of policies at a grassroots level. For example, the majority of our CRS are females on fixed term contracts, we monitor protected characteristics and present opportunities for CRS to flag any potential issues The Division of Dietetics, Nutrition & Biological Sciences, Physiotherapy, Podiatry & Radiography has a bronze departmental Athena SWAN award. QMU has held an institutional Athena SWAN bronze award since 2013, and we have introduced a new 4 year action plan in 2018. In recognition of the synergies between the Athena SWAN action plan and the HR Concordat action plan the steering groups for Athena SWAN and the Concordat have been merged, chaired by the Deputy Principal. As part of our ongoing commitment to Athena SWAN, QMU has committed to a rolling programme of departmental applications across STEMM and AHSSL departments over the next three years. The University has invested in permanent resources to further the Athena SWAN agenda and develop further departmental applications, and aspires to achieve an institutional silver award in 2019. The next Aurora programme will start in November 2018, and we are in the process of identifying staff members to attend. The university has increased dedicated CRS places from four to five. In August 2017, QMU facilitated a collaborative workshop with Heriot-Watt University, looking at Equality and Diversity in knowledge exchange. Principle 7: Implementation and Review Informal communication is facilitated by the size of QMU (only 253 academic / research staff in total), with excellent relationships across schools and services, as confirmed in our recent E     LIR review. CRS are represented on research committees, with two reserved places on the QMU Research Strategy Committee, where CRS issues are a standing item on the agenda. The RSC clerk emails CRS in advance of RSC meetings to elicit feedback from those unable to attend. We have reviewed and integrated research governance structures with oversight of HR Excellence, Athena Swan, Research Data Management, Research Integrity and Misconduct, NHS Research Governance and other cross-cutting initiatives and concordats. CRS also have a formal meeting twice a year, convened by the Deputy Principal (Academic), with key contacts from HR, CAP and RKEDU, to ensure that any specific CRS concerns are heard. CROS and PIRLS surveys 2017 were promoted through direct emails, line managers and Directors of Research Centres. In total 8 researchers (32%) responded to the CROS and 5 (15%) to the PIRLS. QMU CRS responses were analysed and compared with results from UK-wide statistics for input into ongoing service review and development. CROS and PIRLS surveys will run again in 2019. 3 Next Steps and Focus of Strategy 2018-2020 (Further detail provided in New Action Plan) Continue to involve CRS in preparations for REF 2021, through the development of our REF 2021 Code of Practice and new processes for Significant Responsibility for Research, Independence and Selection of Outputs. Supported by our new Research Integrity e-learning module, ensure compliance with sector Concordats and contemporary standards of good practice vis a vis quality and integrity in research and KE. In preparation for the next phase of the Concordat 2018-2020, seek further collaboration, via Universities Scotland, with at least two other local universities in developing joint initiatives and sharing good practice across Scotland. With the support of our new CRS Network, progress new initiatives linked to Academic Citizenship, Open Access and Data Management, Collaboration, Integrity, Enterprise and Impact. Embed a more strategic, pro-active approach to the promotion of researcher development opportunities, including training needs analysis and clearer signposting of the target audiences via our institutional subscription to Vitae, as signalled in our Outcome Agreement 2018. Maximise the use of external networks such as EURAXESS to support researcher mobility post Brexit and mitigate against implications for researcher careers. Enhance commercialisation and IP support through a new collaboration with University of St Andrews. Continue to monitor and evaluate our 2018-2020 concordat strategy from the perspective of the EQIA. 4 Key Success Measures  others included in Action Plan 2018-20 Research Centre compliance and success in delivery of the Concordat Action Plan Increased number of CRS Increased number of CRS engaging with industry and SME CRS involvement in REF 2021 and Impact Case Studies A more diverse equality impact assessment across our research staff Increased collaboration with external initiatives, networks and committees, reported through Research Centre audit / review. Increased number of Open Access publications from CRS Achievement of Athena SWAN bronze departmental awards for all eligible STEMM/AHSSBL departments Achievement of Athena Swan Silver award at institutional level Development of new metrics on CRS career destinations, mobility and retention More consistent and effective CRS research time allocation Improved CRS productivity and satisfaction, reflected in CROS / PIRLS / Staff Survey outcomes. High attendance and engagement from CRS at events and meetings. vRZdl(dn|8&Z6,j !"%&j))",|2P4,79:B<L>n@p@@ABB DFLzMjNOP@QWZ]H` fffff&gHgDhhij@k`koDpr B*ph0J50J5PJsH sH PJB*phCJaJ\ B*ph\B*phCJaJ UjNrrZuvx|4dn"̎T,ț(p$,\PJ^JxP*p~:(\8. & F$a$ & F$a$ & F$a$ & Fdddd & Fdd$a$  & Fdd$a$dd$a$l !"%&l))$,-B/~2(5.79D<N>r@@B" & Fdd$a$ " & F dd$a$" & F dd" & F dd$a$" & Fdd$a$ & Fdd & FB"DFlNOPBQSWZ\J`RbxdeFhhiBko" & F dd$a$ " & F dd" & F dd$a$ & F dd$a$ & Fdd" & Fdd$a$" & FddoFp\uvx|6$p$ΎV." & Fdd " & Fdd & Fdd" & F dd" & F dd$a$" & F dd$a$ & Fddҙ@0*X֝r&(*,.' 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