PARTNERSHIP RATIONALE by mifei

VIEWS: 75 PAGES: 37

									Reference: Date: Issue:

RED/001 1 September 2006 1.00
st

The Division of Research & Enterprise Development (RED) Annual Report August 2005 - August 2006

The Division of Research & Enterprise Development (RED) Annual Report August 2005-2006
1) Executive Summary The Division of Research & Enterprise Development (RED) is a Division of the University Support Services (current staff at August 06 are listed in Appendix 1 along with the Division‟s organisational structure). This Division supports the University‟s aim to develop a positive culture of discovery and enterprise and its objectives are aligned with the objectives within the University‟s Research Strategy (URS) and Knowledge Exchange and Enterprise Action Plan (EAP) (available at http://www.bris.ac.uk/research/policy/strategy/). This Division has a very broad remit and this year our key successes range from delivering an updated corporate system for managing our submission to the Research Assessment Exercise, through to signing a significant collaboration agreement with the IP Group. As we seek to support the academic community in their endeavours, it is difficult to directly quantify the Division‟s added value to the University, however, as examples: 1) In the 2005-6 academic year the University was awarded around £17m worth of funding for grants of over £1m in value. The Division were involved in the development of £7m of those grants. 2) The Division has put significant effort into supporting the Arts Faculty to successfully raise its level of grant funding. The Division‟s Faculty Team has supported many applications, providing advice and guidance. Some examples of significant successful applications include: an award of c. £973,000 to Professor Alexander Bird, Head of the Department of Philosophy, by the Arts and Humanities Research Council (AHRC) for a research project entitled „Metaphysics of Science‟, the AHRC also awarded c. £500,000 to Professor Paul Williams from the Department of Theology and Religious studies for research into the Buddhist death rituals of South East Asia and China. 3) This year has seen the development or formalisation of a number of significant strategic relationships, with partners such as Smiths Aerospace, British Energy, Rolls Royce, Airbus and Halcrow. 4) The deal with the IP Group brings £5 million additional funding for commercialisation of technology at the University. 5) In the financial year 2005/2006, the University‟s spin out companies attracted over £10 million in external funding and in line with previous years, a majority of this funding came straight back into the University to fund research. The Division is funded through both core and external funding. For the 2005-06 academic year the operating budget for the Division was £2.86m of which £0.84m was university core funding. External income is from a variety of sources and, primarily, has been won through competitive bids led by RED staff. The Division has obligations with respect to deliverables associated with the external funding streams, but these are aligned with actions in our Research Strategy and Enterprise Action Plan. The majority of our external income in this academic year was the final year of funding through the Higher Education and Innovation Fund (HEIF). The University of Bristol was successful in a bid for funds for a comprehensive collaboration with the Universities of Bath, Southampton and Surrey, covering all aspects of knowledge transfer and enterprise (the SETsquared Partnership) for the 04-06 period. The Partnership was successful in winning £12.9 million in the Higher Education Funding Council for England‟s (HEFCE) Higher Education Innovation Fund (HEIF2), the largest award made under this fund. This funding supports our more externally facing activities, including support for collaborative research. The Division‟s success in raising income for its externally facing activities, particularly through HEIF funding, has allowed the Division to significantly expand its support for externally facing activities over the last few years. The challenge to the Division has been to ensure that an appropriate level of support is provided for research, for which external funding is not available. A better balance has been achieved as we move into the 2006-7 academic year by reducing funding for enterprise-related activities outside the Division and explicitly allocating the budget for managing intellectual property, at an appropriate level, against the HEIF3 funding allocation rather than the core budget. Whilst the staffing for enterprise activities has remained reasonably static over the period 2003-2006, the number of staff supporting research (Governance, research development, project management and contract support) has increased (Annex 3) and at the start of the 06-07 academic period all vacancies have been filled. The broad remit of the multi-disciplinary Faculty Teams supporting research development allows us to fund these teams, in part, through external funding without compromising the constraints applied to the use of these funds.

The creation of three highly professional multidisciplinary Faculty Research Support Teams who work with the Faculty Research Directors and Deans in each of two cognate faculties to provide comprehensive and strategic support for their research priorities is a significant achievement of this academic year. The aim is that these teams will be physically located within the faculty for at least a day a week. This is in line with one of our key objectives, to support the University‟s strategic research efforts. In the current external funding environment we must respond rapidly and effectively to large-scale collaborative funding opportunities. We believe that these teams are better placed to work more closely with the academic community to achieve this. This academic year has been the final year of our “HEIF2” award to the SETsquared Partnership and under the third round HEIF3 programme for the 2006/8 academic years, each partner institution will be in direct receipt of HEFCE funds, calculated under a formulaic metrics based model. Despite this move back to funding for individual institutions, the Partners have positively chosen to continue working together in the SETsquared Partnership. Cross-University discipline-related Programme Groups (or peer group teams) in New Business Development, Commercial Collaboration and Enterprise Education will develop best practise and share resource through systems, process and methodologies to deliver the best quality enterprise support locally at each University. The success of the Partnership was highlighted by a targeted invitation from the DTI to apply for funding for UK/US collaboration. The Partnership was successful and this £1.5m grant takes our SETsquared collaboration to a deeper level, providing funding for applied research and business collaboration between SETsquared partners and the Universities of San Diego and Irvine. The outcome of initial activity supported by this funding is the recognition that there is added value to the research base through working with academics in complementary research areas in our UK and US partner institutions. As we move from competitive funding for the University‟s “enterprise” activities to formula funding in 2006-7, it is important that the University owns and values its activity in this area and recognises that the Division can support 1 enterprise but does not own this activity. The University is one of the leaders in the UK University Enterprise agenda and now has a portfolio of over 145 granted patents and over 90 active licenses. The University has spun out twenty-four that attract significant funding and provide employment opportunities. We have, therefore, been working with the Enterprise Working Group to develop a new action plan for enterprise. The fundamental difference in the draft Knowledge Exchange and Enterprise Action Plan is the explicit articulation of the importance of ensuring that our research gives benefit to society and economy through the most effective means of knowledge exchange. We believe that the University could differentiate itself by not only recognising but also explicitly valuing that it is innovative, inspiring and enterprising through its research and teaching. Looking forward to the 2006-7 academic year, the Division‟s key priorities are laid out in the RED 06-07 annual plan (http://www.bris.ac.uk/research/downloads/red/red_departmental_plan_2006.doc). The key actions are:  With the PVC Research, ensure there is an overarching institutional view of research and enterprise activities,  Develop the role of RED Faculty Teams such that they support the delivery of the Faculty‟s key research objectives, particularly in raising funding for large scale collaborative research,  Deliver the project plan for work leading up to the RAE 2008 submission in November 2007,  Implement the new Knowledge Exchange and Enterprise Action Plan,  Develop innovation platforms to maximise the interaction between our research base and our industry and other partners in key thematic areas.

1

where “Enterprise” encompasses education for and about entrepreneurship, knowledge transfer, the exploitation of research and know-how and working with partners to transfer skills.

2) Mission and Key Objectives
RED’s Mission Statement: We support the University‟s research effort through our multi-disciplinary teams of professionals. The teams use their expertise and knowledge to provide strategic advice and guidance to: 1) Drive forward the development and implementation of the university‟s policies and strategies for research, knowledge exchange and enterprise 2) And to support the development and delivery of ambitious and innovative portfolios of sustainable research, knowledge exchange and enterprise. Key Aims and Objectives 2005-06: The Division‟s objectives are aligned with actions in the University‟s Research Strategy (URS) and Enterprise Action Plan (EAP). The Key actions for the Division for the 05-06 were: 1) URS Actions 2.23 and 2.24: The University Research Committee will provide strategic direction and act as the Project Board for the University’s RAE 2008 submission. The Division of Research and Enterprise Development will support this action in the University‟s Research Strategy through its support of the Research Committee and by developing a project team to deliver the project plan for work leading up to University RAE 2008 submission. 2) URS Action 2.1: Each department and Faculty will develop an action plan for developing a balanced and sustainable portfolio of activities to support their fundamental research. RED supports this action by providing support for activities that derive from and support research.  The division will seek external funding, through HEIF3 (February 06) and other sources, for its non-core funded activities such as project management, knowledge transfer and enterprise to ensure that this support is maintained.  It will also seek to establish a sustainable mechanism for supporting the management of the University‟s portfolio of intellectual property.  We will negotiate commercial deals to maximise income and benefit to the university, whilst keeping risk at a manageable level.  We will work with colleagues to improve income generation in all areas of research and seek to identify and develop new opportunities in support of the sustainable portfolio approach:  The professional expertise and practical “tool kits” that RED can offer to provide support for developing portfolios of research-related activity will be reviewed;  We will develop portfolio management tool as part of overall project management toolbox. 3) EAP AIM1: To develop and sustain an enterprise culture The Division will continue to embed, implement and monitor the Enterprise Action Plan;  New Enterprise Leaders will be recruited with a Faculty focus:  The Enterprise Leaders will form the Enterprise Working Group and will report to the University Research Committee:  The Enterprise Working Group will have responsibility for monitoring the implementation of the enterprise action plan.  The Division will continue to support and develop the added value of the SETsquared Partnership to deliver the University‟s objective of supporting and promoting excellence in all aspects of Enterprise, to generate a culture of Enterprise in the University and to deliver economic and social benefit from the outcomes of its research.  Obtaining ongoing funding and recognition for these collaborative activities is key (February 06).  The division will initiate an external review of the Partnership to be completed December 05. The reported outcomes against the Division‟s key objectives and the full range of objectives and targets that RED set for 05-06 are in Appendix 2. The University of Bristol, through RED support must deliver against a set of objectives and targets with respect to funding through the Higher Education Innovation Fund 2 (HEIF2), the Universities of Bath, Southampton and Surrey, collectively, are also required to deliver against HEIF2 objectives. Both sets of performance indicators, along with outcomes are listed in Appendix 2.1. 3) Review of Functions and Activities of Division 3a) Functions The Director of RED is supported by the Director of Enterprise and a core team of some 45 FTE professional and support staff within the division (staff list at Appendix 1). The Director of Enterprise has responsibility for the enterprise agenda, including the Technology Transfer, External Relations and New Business Support Teams, and our Enterprise Education and Training Support activity. RED‟s staff supporting research are organised into multidisciplinary Faculty Support Teams, led by a Faculty Team Leader. Each Faculty Team supports two cognate faculties and includes a staff member with responsibility for supporting research development and funding activities, a project manager and a contracts manager. Faculty

Team Leaders take a lead responsibility for ensuring the deployment of resource supporting the faculties‟ strategic research objectives are optimised. The Faculty Team Leaders work closely with Deans and Faculty Research Directors. Other staff, supporting our enterprise activities, are organised into professional groups. A Team Leader leads each group. All Team Leaders report to one of the RED Directors. The Team Leaders and Directors meet every other week under the chairmanship of the Director of RED. The Teams are:  Research and Enterprise Policy Team  Medical Faculties Research Support Team  Science and Engineering Faculties Research Support Team  Arts and Social Sciences & Law Faculties Support Team  Technology Transfer Team  Business Development and Project Management Team  External Relations Team  New Enterprise Support Team. The following professional activities are also key to RED;  Contracts  Research Governance  Enterprise Education & Training Support  Research Information Systems Management  Research Development  Project Management RED’s Teams and Professional Activities; The Division will help the academic community to:  Gain funding for research and research-related activities;  Maximise achievement in any national assessments of research, and of enterprise;  Minimise personal risk and risk to the University by providing appropriate procedures for ethics and governance of research;  Negotiate agreements and contracts;  Encourage links between the University and external organisations;  Manage intellectual property;  Market/license the outcomes of research;  Start up spin-out companies;  Support new high growth companies, both from within the University and the local community;  Gain training in generic skills and entrepreneurial skills.  Carry out cooperative research with external organisations  Develop and deliver Enterprise teaching and learning  Building and developing relationships with potential funders and those with influence SETsquared Partnership: We have a comprehensive collaboration with the Universities of Bath, Southampton and Surrey, covering all aspects of knowledge transfer and enterprise, through the SETsquared Partnership. The Partnership was successful in winning £12.9 million in the second bidding round of the Higher Education Funding Council for England‟s (HEFCE) Higher Education Innovation Fund (HEIF2), the largest award made under this fund. The rationale for the Partnership and the added value that it brings to the University of Bristol can be summarised as follows: Through the Partnership we deliver greater benefit to society and the economy than we could possibly hope to achieve individually. The added value of the Partnership is:  A network of excellence that develops and adopts best practice across the full range of our activities and provides peer group support  Increased efficiency and effectiveness of activities across the four universities  Reduced risk by working across a collective with larger critical mass  More effective development, implementation and articulation of policy. Partnership management & operations development: The Partnership undertook a full review of its operations and structures during the year, involving those actively working within the Partnership as well as a range of stakeholders. Following the review, all the partner institutions have committed to continue to work within the SETsquared Partnership maintaining the existing management structures, notwithstanding the changed environment and reduced funding under HEIF3. The Management Group, (the Directors responsible for Enterprise at each of the Partner institutions) reports to the SETsquared Partnership Board (the appropriate Pro Vice Chancellors of each Institution, together with four leading business people). The Board meets quarterly. Sir John Beringer retired as Chairman in November 2005, at which point Richard Excell one of the Business Non Executive Board members took over the chairmanship.

3b) Activities in 05-06 period Research and Enterprise Policy In 2005-06, RED has been leading a review of the University Research Strategy 2003-2008 and the development of a new Knowledge Exchange and Enterprise Action Plan. Both will be presented for approval at the beginning of the 06-07 academic year. Research Themes: In 2004-05, the University identified a small number of world leading interdisciplinary research areas, known as research themes, that help define the University‟s key strengths and cement our position as a research-intensive university of international calibre. RED supported the University Research Committee through the initial process of identifying the thematic areas and has also played a significant role in developing procedures for the management and review of portfolio of themes. The first of these has been carried out in 2005-06. RAE: RAE 2008 is the sixth in a series of exercises conducted nationally to assess the quality of UK research and to inform the selective distribution of public funds for research by the four UK higher education funding bodies. RED is leading the delivery of the University‟s submission to the exercise, providing project management for the development of the submission, the development of systems to support data collection, and the management of the data collection and verification process. RED also provides strategic advice and guidance to the academic community. Working closely with the Pro-Vice-Chancellor Research and the University Research Committee, a number of significant elements of the project were completed in 2005-06:  A detailed project plan for the run up to the submission in November 2007 was produced.  A comprehensive internal communications website was set up.  A second formal mock RAE was organised, which will provide valuable information supporting the development of the best possible submission in this important exercise.  A Code of Practice on the selection of staff for the RAE 2008 submission has been developed, setting out and defining the operating criteria and terms of reference for individuals, committees, advisory groups and any other bodies concerned with our RAE 2008 submission.  A series of Road shows have been conducted in each of our 6 faculties, to help UOA Academic Coordinators and Heads of Department to plan their activity between now and November 2007 and to clarify some of the common issues, which have arisen from the HEFCE guidance.  A dynamic web-based in-house system has been developed to support all the data capture for the University‟s 2008 submission Research Information Systems The University Research Committee acting as the Project Board for development of research information systems. Development efforts during this period have been focussed on the IRIS RAE2008 and fEC projects. IRIS RAE2008: This project team is led by Gill Pownall, and comprises members from RED, Finance, Personnel, Students Systems and Information, academic departments and IS. The first version of the UoB submission preparation system – IRIS RAE (known as IR8) was implemented in March 2006. The RED RAE team, together with the key IR8 developer have also been involved in testing the beta version of HEFCE‟s web-based RAE software. fEC: Development of the fEC costing tool has continued, since early 2006, the team‟s effort has been focussed on developing a workflow process for electronic approvals. This is now in the final stages of testing; training for all departments is planned to commence at end of September with implementation date of end October 2006. SETsquared partnership: Along with peers from Bath, Southampton and Surrey, the group completed the selection, piloting and implementation of Webforum (a web-based forum tool) at all 4 universities. Research Compliance, Governance and Ethics 2005/06 was the first full year of the operation of the policies and procedures implemented to ensure the University‟s compliance with the Medicines for Human Use (Clinical Trials) Regulations 2004 and the Department of Health's research governance framework for health and social care. Whilst these are still early days for the operation of research governance within the University, significant progress has been made in ensuring that researchers throughout the University are aware of and abide by the requirements. A Service Level Agreement has been signed with United Bristol Healthcare Trust (UBHT) to ensure that monitoring and pharmcovigilence are undertaken on the University‟s behalf in the most streamlined and cost effective way. The University and UBHT have collaborated on several initiatives, including: the development of a Joint Sponsorship Working Group; a 5 day modular training course to cover Good Clinical Practice and the legal requirements. More recently, a flow chart has been agreed to determine which party sponsors which research projects between UBHT and the University with the aim of reducing any confusion where staff have joint UBHT/UOB roles.

Human Tissue Act: The Human Tissue Act (2004) sets out the purposes (referred to as Scheduled Purposes) for which it is lawful (with proper consent) to use human tissues. The Act applies to tissues from persons who are living or deceased and focuses on the nature of the consent that has to be given before tissue can be used and who can give that consent. Failure to comply with the Act carries a maximum penalty of 3 years imprisonment. st Compliance with the Statutory Codes will be required by 1 September 2006. A working group of senior University representatives has been formed to take forward the University compliance with the Act and ensure an audit of all University held tissue is taken to ensure the appropriate licences are applied for. Research Ethics: The Research Ethics Policy and Procedure is now in place and becoming embedded into University activities. Each Faculty has appointed an academic to undertake the role of Faculty Ethics Officer. These Officers have agreed terms of reference and are involved in setting up and running Faculty Ethics Committees to review all projects that have ethical implications. The Research Governance Manager chairs a working group of Faculty Ethics Officers and attends the University Ethics of Research Committee to facilitate it taking forward research ethics related policies and procedures. Contract Management 1,100 new commercial research contracts were seen in RED in the year ending July 2006, about 4% up on last year. Although the relative proportions of different types of contract are largely unchanged, there is some indication of a trend towards generic Agreements and „enabling‟ (i.e. umbrella) contracts with some of the larger industrial funders and government departments. The net effect will be to reduce workload overall, although in these formative stages the negotiations of such documents are time consuming and heavy on resources. We have recently reviewed the information on the sources of commercial research contract income, with a view to „targeting‟ funders with whom the University might expect to do better. For example, of the 6 companies from which our income tops £1M, the average size of contract varies between £65K and over £500K. We have taken an active part in working with industry/university groups, principally to establish good working practices, and standardised contracts. Examples of this are with the UK aerospace sector, and with some such companies (e.g. Rolls-Royce and Westland Helicopters, and now BAE) individually. Cross-sector Agreements have been established for joint initiatives such as the GWR Alliance. Negotiations are also underway in support of projects of strategic importance to the University, e.g. the Bristol Imaging Centre, and the Farm Animal Initiative. At the cross-faculty level a new „umbrella‟ Agreement for all DEFRA contracts has been negotiated. Research Development A diverse range of activities where pursued in this period, including:  The creation and delivery of a training course relating to accessing external funding, entitled „An overview of research funding‟.  Major bid support (Research Council and similar major bids supported by Research Development Managers, commercial bids by the Project Managers Team).  Support for the funding processes required by full economic costing (fEC) on research funding.  Support for University projects/initiatives (this covers a range of activities; for which funding may or may not be available).  Support for academic projects (where costs of project management support are usually borne within the projects themselves).  Business Development (this generally took the form of relationship building, negotiation of major collaboration agreements, and interfacing with potential industrial clients at the request of the academic community). Faculty Teams: Our dedicated Faculty Teams were created in January 05 Teams are partly based in the faculties that they support, having been provided with hot-desking space by all faculties and in some departments. As a result, the teams have successfully developed strong links with large numbers of staff across the their faculties. All the Faculty Team Leads or alternates attend the Faculties Research Committees. There is a significant improvement in relations between the Faculties and the Teams; for example, we have been able to give to the Faculty of Arts support as part of their restructuring process. Major bid support: Support was provided at various levels to a number of major bids, including  EPSRC Integrated Knowledge Centre (IKC)  BBSRC Centre for Integrated Systems Biology (CISB)  EPSRC Complexity  EPSRC Bridging the Gaps  EPSRC Science and Innovation bids (Sustain, ACCIS)  MRC/Wellcome Clinical Research Facilities (CRF)  EC Coimbra training



HEFCE LGM

Support for academic projects: Project management support was provided to an increasing number of academic projects. Funding for project management provided directly from such projects in 2005-06 amounted to around £120k, up from around £60k in 2004-05. Project supported in 2005-06 included:  Strategic support to Engineering Faculty (Engineering Faculty)  EPSRC EngD Centre in Systems (Engineering Faculty lead)  GCHQ Applied Research programme (Engineering Faculty lead)  GCHQ Mathematics Institute (Department of Mathematics)  DTI Stem Cell Immunology project (Medicine and Dentistry Faculty lead)  ALSPAC EC FP7 project development (Medicine and Dentistry Faculty)  3CR programme management (Engineering Faculty)  EPSRC/Smiths Aerospace UTSP (Department of Aerospace Engineering)  EC FP6 Chismacomb exploitation management (Department of Aerospace Engineering)  Robotic Labs (Engineering Faculty, joint with UWE)  SWRDA/Airbus CoralReef (Engineering Faculty)  SWRDA Material Centre South West  High Performance Computing (University) Support for university projects/initiatives: Project management support was provided to a number of University projects (with and without funding being in place), including:  LCVS project (Medical and Veterinary Sciences Faculty)  EPSRC Collaborative Training Account (University)  Food Animal Institute (Medical and Veterinary Sciences Faculty)  Great Western Research Alliance (University)  Bristol Imaging Centre (University)  3CR (University)  DTI US/UK collaboration (University) Other activities: A small number of other activities were undertaken, fully paid for directly by external clients:  Project managing the InspireSW Regional Technology Panel (SWRDA)  ESF Project Evaluations (University of Surrey) Relationship building/Collaborative agreements: 2005-06 was a particularly active year with regard to initiating/negotiating major collaborations. A University Technology Strategic Partnership (UTSP) was negotiated and agreed with Smiths Aerospace, and major negotiations were got under way with British Energy Generation Limited (strategic alliance in systems performance), Qinetiq (partnership agreement), Rolls-Royce (University Technology Centre in composites), AWE, Halcrow and Airbus (framework agreements). Notable Research Development Achievements:  The coordination of the Engineering Faculty Research Reception (a day of university-industry interaction culminating in a dinner hosted by the VC).  Negotiating partnerships with Atkins, TRL and Halcrow for Highways Agency framework agreements, and supporting Faculty projects/initiatives such as CoralReef and the Bristol Robotics Lab.  Academics in the Arts and Social Sciences and Law Faculties have had considerable success with their external research funding applications this year. The faculty team RDM has supported many of these applications, providing advice and guidance with aspects such as advising on project management requirements, the technical appendix, the development and configuration of the financial elements of the project, proof reading and advising on the authorisation process.  The Faculty Team RDM for the Arts and Social Sciences and Law faculties also took the lead in co-ordinating the University application to the RCUK Academic Fellowship Scheme. An application to the scheme was submitted in October 2006. Each faculty in the university was involved in the application process, led by the Deans. An application for 20 fellowships was made and the University was extremely successful in being awarded 14 fellowships.  As part of the strategic support to the Engineering Faculty an analysis of competing universities and a detailed funding profile breakdown was undertaken and provides the basis for developing new organisational models.  The Science Faculty has been the most active in terms of EC opportunities, with 55 contracts secured since FP6 began. Support has continued for this work.  Successful completion of Inspire SW project.  Award of £3.4M EngD Centre in Systems Engineering (support provided to the this bid during 2004/05)

Technology Transfer The main event, this last year, was the deal with IPGroup (nee IP2IPO). This deal was valuable as it brings £5 million additional funding for technology commercialisation at a time when the Sulis Seedcorn Fund approaches full commitment. IPGroup also bring an entirely new and highly relevant network. The first deal completed with IP Group was to fund the non-stick chewing gum spinout company Revolymer, business plan competition winners in 2005. This deal saw seed funding of 500k from IPGroup alongside 250k from Sulis to fund a 12-month development runway. The company is progressing well against it‟s objectives and we are moving rapidly towards the next funding round which, when successful, will see the introduction of a further £3 million in funding before the end of this calendar year. This money will fund a further 18 months of development. Notably, Revolymer is the first spinout from our Chemistry Department. Other spin out companies this year included Micrima and XMOS. Micrima obtained over £500k in funding from sources including Sulis, Nesta and Angel Investors. The Micrima technology, from Electrical Engineering, uses microwaves to screen for breast cancer and provides improvement in both reliability and patient comfort. XMOS, from the Department of Computer Science, incorporates new advances in both software and hardware design to permit the production of cost effective application specific silicon devices. They received funding from Sulis, allowing ongoing development and an extensive fund raising programme. We are hopeful that they will soon be able to announce significant Series A funding. This year has been a good year for our existing spinouts. For example, BAA acquired 25% of ATS Ltd for £7.5 million. This deal centres on ATS developing their driverless transport system to help address transport issues around the Heathrow terminals and car parks. Identum Ltd (previously Argelcom) also had a busy year bringing new senior staff on board and raising further development funding for their data encryption solutions. Two of our service-based businesses, KWS Ltd and Veqter Ltd, have seen both turnover and profitability rise, increasing their direct returns to the University. Finally Hunter Fleming, in addition to raising their own development capital, spun off the Aegis Technologies portfolio into a new company, Trident Ltd, backed by major VC firm Advent international. Hunter Fleming acquired Aegis, an early UoB spinout, in 2001. The deal saw $6 million go straight to Trident, to be followed by two further milestones-related tranches, bringing total funding up to around $20 million over the next 3 years. The Technology Transfer team have supported all these deals, working on the funding applications and new licensing structures. We have continued to make good use of institutional translational funding schemes. We received £350k funding from Wellcome‟s University translation Awards for a University project for development of medical diagnostic device that measures the presence of key volatile indicator compounds in gaseous mixtures. Notable license deals in 2005/06 include deals with Novartis and Avago (a spin-off from Agilent Technologies) as well as a large funded collaboration working in the field of diabetes alongside Kings College, London. Internally, we have continued to develop our forecasting and management information systems, which have allowed us to increase our objectivity and to keep a tight rein on expenditures for our broad project portfolio. We have also been working increasing the definition of team targets and objectives, the result of which will be fully implemented in the next financial year. New management structures for the Set Squared Partnership have been implemented over the last 6 months to take us efficiently into the HEIF3 regime. Tech Transfer is integral to the Business Creation strategy for the partnership and it has been pleasing to witness the development of the first partnership flagship programme between us, Bath and Southampton in the field of regenerative medicine. We have made awards to “neophyte” entrepreneurs from our Enterprise Development Fund totalling £134k. Notably this has included 4 awards to diverse social enterprise projects, demonstrating good engagement with the academic community after the launch of Social Enterprise in the University. Enterprise Education Successes 05/06 Enterprise Lab: We have provided funding and input into the design of a 100sqM teaching room in the MVB. The room has been refurbished with 3 large presentation screens and "whiteboard walls". This will act as a primary site for the delivery of teaching and training for the enterprise agenda in the coming years, and has also helped in securing further space for the EngD programme in MVB. Phase two of this building project will provide a 200sqM hot desking space to be used by EngD, Enterprise and Comp Sci and is due to be completed over the summer. Under Graduate Teaching: The Computer Science Department‟s "High-Tech Enterprise" first year course, to which we contribute, grew in numbers to the highest level yet with 48 students attending the course.

Postgraduate Training: The most significant success regarding training for PG students in this period has been the development of a new half-day enterprise-related training session for Med and Veterinary Science. This is to be delivered to new PhD students arriving next academic year. Our hope is that this will act as a beacon to other faculties and departments to follow suit. BUBA & SPARK: SPARK ran for the first time last year with 47 students coming to the programme and giving excellent feedback after a very full and intensive week. SPARK: is designed to be a stand-alone educational experience, but is also designed so that it feeds our student investment company BUBA (Bristol University Business Angels) with ideas and student directors. Two of the seven ideas that came through SPARK have been getting support from BUBA and another couple of businesses have been spawned from the melting pot of connections made at SPARK. External Relations An important facet of our activities, given the externally-facing role that the Division holds, and the external funding that supports our activities, is marketing and communicating the activities supported by the Division. Examples of activities this year include:  our first divisional annual report;  the development of key messages for a variety of external audiences;  the revamp of our website and intranet and  the development of the University‟s Enterprise Roll of Honour launched by the Vice Chancellor in February  extensive national press and radio coverage for Revolymer, the winner of our annual New Enterprise Competition.  enterprise@bristol news and information service is due to be launched in the autumn. We also have a comprehensive events management service for RED activities, examples include;  the Engineering Faculty‟s research reception and gala dinner, attended by over 150 leading industrialists.  the first SPARK course for students.  the Enterprise dinner, attended by 250 people and for the first time this event had significant external sponsorship. (We raised a record £33 000 in external prize money for the competition with a record number of 78 entries, some from every faculty in the University.) We coordinate the Bristol Enterprise Network. In the last nine months we have added 343 new people to a membership that is now over 1000 people. The frequency and quality of events has increased covering all aspects of finance, leadership, sales and strategy for growing technology businesses as well as specific foci on sectors such as renewable energy, wireless communications and bioscience. This year we also boosted the content and information on the BEN website significantly. This has now become an invaluable resource to the Bristol business community and has seen an increase, on average, of over 4,000 user visits per week, with peaks as high as 16,000. We also launched our new newsletter service to members last autumn. We broker links between the business community and the academic community. An example is the Knowledge Transfer Partnership, the KTPs in progress will bring in £436 176 in external income into the University and in July 2006 two further KTPs were approved. Other business brokerage has been through the KESW and Knowledge West programmes. Highlights include several visits to the University from overseas multi-nationals considering investment in Bristol and our leadership of a new programme to support academics seeking to become nonexecutive directors of businesses. In 2007 we will take on a role in developing the University‟s involvement in the Science City initiative as well as work towards the opening of Bristol‟s new Science Park. We provide customer care, seeking to embed this within all areas of the University. During the last year Customer Care training has been delivered to a range of people within the University. Specifically, to maintenance staff with Building Services and Supervisors and Managers within the Estates Office. In addition, two courses focusing on Client Relationship Development have been delivered through Staff Development. Feedback from all these courses was extremely positive with a new course planned for the Estates Office and further courses with Staff Development scheduled. Customer Care support was also given to the Faculty of Arts as part of its restructuring process. Focus groups were run, in conjunction with the Faculty Accommodation Officer, in order to elicit the views of both staff and students regarding their requirements for learning spaces and resources outside the classroom environment. In addition, work was undertaken with academic staff, administrative staff and students regarding their requirements for administrative support. A number of consultation groups were held and the results of these meetings formed the basis of a report, which was used to help structure and deploy administrative staff within the new Faculty Schools Finally we are developing a programme of support for social enterprises, underpinned by University research and technology. This programme has just begun this year but already the University has supported six new projects with pathfinder funding while two are already trading and seeking „second round‟ funding. Encouragingly a number of the projects are based within the Social Sciences and Law faculty, not previously departments where enterprise had much impact. Sitting side by side with our mainstream technology transfer programme we believe

developing sustainable social enterprises along these lines can have a significant benefit and position the University of Bristol at the forefront of new innovation in this area. New Business Support Membership: The SETsquared Centre now supports 25 offices with space for 80 people, together with 4 meeting rooms and other support facilities. The Centre‟s membership has continued to grow over the year with a further 18 companies joining whilst 12 companies have graduated. Currently there are 32 companies in the centre employing between them over 100 people (including the directors). The pipeline of new applications, whilst being sporadic continues to be strong overall. During the year the companies within the centre have raised £2,500,000 of investment capital, £500,000 of Bank Borrowing, £80,000 of Grant Funding, achieved sales of some £2,500,000, seen an increase in turnover of 80% and created some 60 jobs. Facilities: The Centre has expanded significantly during the year – taking over space from 3C Research in University Gate East and also 95 Woodland Road from the Department of Engineering. The latter property was refurbished with the support of HEFCE HEIF1 funding. Support: The Centre has continued to develop its support program for its members. This program is delivered with the help of the Centre‟s Support Community, which includes • Mentors, • Potential investors • Interim Managers • Partners • Support Community • Academic community • Personal networks The programme consists of • Investor Showcase events • University Engineering Department Showcases and Recruitment fairs • Internal workshops/seminars – Investment / financing strategies – Legal advice – Employment – Tax issues – Grant funding and applications – Marketing – Investor readiness – Building an effective board – Both Internal and External Networking Events We are also actively seeking to improve the linkages between the Centre and the University through the use of such schemes as KTP and personal introductions of Centre Members to Academic Departments and Researchers. SETsquared Partnership Theme group activity: Enterprise Education (Accredited and Professional & Personal Development) More than 13,159 staff and students attended enterprise related courses, modules, workshops and seminar programmes throughout the HEIF2 programme with a further 5,754 SME employers/employees attending enterprise based CPD events allowing them to learn about „enterprise‟ and explore their entrepreneurial potential. All institutions developed and implemented a series of extra curricular enterprise activities aimed at encouraging and supporting entrepreneurship across the board. Business plan competitions provided staff and students with the opportunity to learn about enterprise through action (including participating in Dragon‟s Den scenarios, delivering elevator pitches and networking with venture capitalist companies), awards were established to incentivise academic engagement in the enterprise arena, and links were developed between student enterprise activities and successful entrepreneurs. Many of the non-accredited enterprise/entrepreneurship skills activities were delivered and coordinated in collaboration with the active Student Enterprise Society‟s at each institution. The group has worked together through sharing best practice especially in the area of module design and extra curricula development. In excess of thirty non-accredited modules (which have a credit framework built within them) have been created. In addition to this, the number of formal accredited programmes has increased beyond the level predicted in the bid, two new masters level programmes (MA Business Venturing, MSc in Strategic Entrepreneurship) have been launched and the preparatory work (including course validation) for a further two (MSc Entrepreneurship and an EngD) has been completed and recruitment is now in progress for September 2006 cohorts. The number of formal programmes developed (and currently in development) has exceeded the original

target by 100%, strong evidence of the support and commitment that sustainable entrepreneurship education has across the Partnership as a whole New Business Creation: New Business Creation has been constituted by bringing together the New Business Acceleration (Incubation) and IPR & New Company Development Theme Groups, recognising the synergies in operations in each area, such as better utilising the extensive mentor network that has been developed. The New Business Acceleration activity continues to be successful with a high degree of customer satisfaction in the service provided at the 5 Centres and with data on investment and company performance showing that the services have significant impact on the growth of the companies supported. Investment held over from HEIF1 has been used to double available early stage incubation space at Bristol. Licensing activity has been above target and joint marketing and representation has been successful. An example of this was SETsquared representation at the world leading BIO conference and exhibition in Chicago, where it had the largest UK University representation. Three partner institutions now have formal investment agreements with IP Group plc, with an additional £15m available to invest in spinouts and the fourth is in detailed negotiation. IP Group has acknowledged the value of the Partnership in achieving this. The Partnership is also actively investigating additional new Investment Fund models and, as a Partnership, is attracting more attention from possible investors than any single member would achieve. The annual SETsquared Investment event, held in London in October is now recognised by the investment community as an exemplar event, attracting more than 100 significant investors to receive pitches from and talk to both spinout companies and „spin ins‟, supported by the SETsquared Centres. Extensive development support is given to all the participants and a rigorous competition held to select companies to participate. The 2005 event also featured Sir David King, the Government Chief Scientist and John Moulton, a well-known Venture Capitalist, as keynote speakers. There is a discrepancy between the target number of spinouts created and the numbers actually achieved. A report has been prepared for the SETsquared Board to examine the reasons behind this and it concludes that a) the original targets were unrealistic and that b) the actual rate is the most appropriate rate for creating value rather than simply numbers of spinouts. It also highlights the increased resource required in supporting existing companies through the early part of their life cycle. Commercial Collaboration: This Programme brings together Consultancy, Knowledge Transfer through People and Project Management. This programme area has been successful in the impact of work on KTP, where a step change has been seen, on models for consultancy management, on implementing effective project management for large-scale collaborative research programmes and in the development of a „Go to Market Strategy‟. This formed the basis on which the unsuccessful SETsquared HEIF3 bid was built. The proposal took the Partnerships activity to a further level, proposing strategic alliance directors and other mechanisms for the Partnership in key sectors to greatly enhance strategic relationships, with corporates in particular. This concept has been so well received by industry that the Partnership is investigating how it can take forward these ideas by leveraging other funding opportunities. At a practical level the joint representation of the Partnership at events such as the Farnborough Air show has been very significant and well received. Cross Cutting: The Cross Cutting Programme is made up of a range of supporting functions for the Partnership, organised as Communities of Practice. These include the original Marketing, ICT and Networks Theme Groups, but also newer groups focused on Metrics, and Partnership Finance. Each has worked well, with, for example the Marketing Group developing plans, press coverage and collateral for the Partnership and the ICT Group implementing an upgraded Web tool for collaboration, and rolling out a simple to use telephone conferencing system during the course of the year.

4) Review of Organisation and Resources 4a) Organisation of the Division of Research & Enterprise Development (RED) The Director of RED is supported by the Director of Enterprise and a core team of some 50 FTE professional and support staff within the division (staff list at Appendix 1). The Director of Enterprise has responsibility for the enterprise agenda, including the Technology Transfer, External Relations and New Business Support Teams, and our Enterprise Education and Training Support activity. The majority of our staff are senior professionals in their own area of expertise, including, for example, academic research, law, senior corporate leadership and business management. Our professional expertise includes the following:  Research and enterprise policy  Research governance  Contract management  Project management  Relationship Management  Leadership and management  Negotiation  IP management  Company start up and incubation Issues of report for the 05-06 period At the beginning of this period, the Grade 6 post of commercial director was made redundant. The supporting secretarial post was made vacant in January 06. During this period a number of posts (eight, including contracts officers and a research development manager) were deliberately not filled immediately to enable the Division to remain within budget and cover the anticipated spend on the patent portfolio, traditionally absorbed through overspend on internal budgets or latterly through external funding. The consequences of the loss of senior project management capability and contract support and the requirement to provide support for new activities (such as compliance with the Human Tissue Act) has put strain on existing staff and compromised our ability to provide an efficient and responsive service, particularly in the area of contracts support (where on occasion we have only had one member of contracts staff for the whole university). Through consolidation of our funding and review of our activities we have both restructured within this academic year and towards the end of the year undergone an extensive recruitment campaign to bring the team up to full strength as we move in to the 06-07 period. On the 1 January 06, following extensive consultation, both internal to and external to the Division, the Division restructured its support for Research Development to create three multidisciplinary teams to support each pair of cognate faculties. The previous structure had been based on professional practise teams. The purpose of this restructure was to provide cognate faculties with access to a team of people with whom they were familiar and with whom they could work to prioritise comprehensive support for their key research objectives. Due to the hold on recruitment of posts, the teams did not reach full staffing complement until the end of the 06 period. The Faculty Team is a multidisciplinary research support team providing comprehensive and strategic support for research priorities in two cognate Faculties. The Team Leader leads and line-manages this Team, provides a highlevel interface and communication route between RED and the Faculties, and is responsible for ensuring that RED core activities are appropriately targeted and aligned with Faculty priorities. The Team Leader is accountable to the Director of RED. For specific initiatives, joint accountability to the Director of RED and a Faculty Dean or Research Director may be appropriate. The Team Leader is a Member of the RED Operational Team as well as the RED Research Support Group and an active member of a Professional Team. The Director of the Division gave notice of her intention to leave in March 06. It had been hoped that the six-month notice period would prevent a gap in the leadership of the Division but the 06-07 period is likely to feature a period without a Director of Division. 5) Key issues, risks and future objectives 5a) Issues: The current Director of the Division is leaving at the end of September. A replacement is unlikely to be in post until the end of 06 or early 07. 5b) Risks: The key university risks for which the Director of the Division has been identified as having responsibility are at Appendix 5b. The other risks for the Division are identified against the 06-07 objectives in the Divisional Plan, with the exception that the absence of a Director was not an anticipated risk because a significant period of notice was given (6 months) however it is now unlikely that a replacement will be in post in immediate future. The Division‟s
st

06-07 plan should ensure that the direction of the Division is clear in the interim period and appropriate oversight for the team is being put in place as far as possible. 5c) Key Objectives for next 12 months: The key Actions deriving from the above strategies for priority RED support in the 06-07 period are indicated below, together with associated activities that will contribute to delivering the actions‟ outcomes. The full list of objectives for the Division can be found in the Division‟s 06-07 Annual Plan at http://www.bris.ac.uk/research/downloads/red/red_departmental_plan_2006.doc. In addition, the Division will contribute to the SETsquared Partnership targets and objectives as at Annexe 4. 1) Research Strategy/ Knowledge Exchange and Enterprise and Knowledge Transfer Action Plan With the PVC Research, ensure there is an overarching institutional view of research and Enterprise activity by facilitating discussion between Deans and Research Directors to create communication routes and appropriate for a for discussion of institutional research and Enterprise objectives. 2) URS Action 2.1 “Each Department and Faculty will develop an action plan for developing a balanced and sustainable portfolio of activities to support their fundamental research.”  Develop the role of RED Faculty Teams such that they support the delivery of the Faculty‟s key research objectives whilst maintaining an institutional perspective.  Work with Deans and Research Directors, individually and collectively, to clarify their strategic objectives.  Review the skill set within the faculty teams to ensure that they are appropriate and adequately resourced.  Work to improve income generation in all areas of research and seek to identify and develop new opportunities in support of a sustainable portfolio approach. 3) URS Action 2.23 “The University Research Committee will provide strategic direction and act as the Project Board for the University’s RAE 2008 submission.” 4) URS Action 2.24 “The Division of Research and Enterprise Development will develop a project team to provide support for the delivery of the University’s RAE 2008 submission.”  Implement the project plan for work leading up to the RAE 2008 submission in November 2007.  Collect, analyse and disseminate the results of the 2006 Mock RAE.  Provide support for the University Research Committee in developing the institutional submission policy.  Complete, disseminate and implement the Code of Practice on the Selection of Staff.  Further develop the UoB RAE IR8 system to support work on developing, assessing and validating the university submission prior to sending it to HEFCE. 5) EAP AIM 1 “To develop and sustain an enterprise culture”  Develop a new Knowledge Exchange and Enterprise Action Plan that inspires the academic community.  Support the Enterprise Working Group supported in delivering this plan. 6) EAP AIM 2 “To enhance and incentivise research collaboration with the community and its industries” Developing SETsquared innovation platforms to maximise the interaction between SETsquared partners and our industry partners in key thematic areas.

6) Self assessment and key performance indicators The Division‟s management team generated the SWOT analysis below. It represents their view of the issues that have potential to impact critically on the ability to deliver the division‟s key objectives for the 06-07 period where the rating is 1 to 10, with 10 being the highest impact. The diversity of the professional teams mean that a SWOT analysis at a team level may be significantly different from the overall Division analysis. For example, in the 05-06 period recruitment and retention of contracts staff has been a significant problem, but not in other areas. Strengths Current organisational structure and integration of research and enterprise Flexible and responsive to change Professional staff Diverse skills and knowledge Clarity of forward plan, focus and direction Physical environment Customer orientated Weaknesses spread too thin with diverse portfolio, small group size Communication within RED balance of admin support to professional staff Operational team not working together altruistically variable professional working practises staff retention and recruitment (profession specific) balance of resource across activities temporary lack of Divisional Director Threats Institutional lack of clarity of image Investment not driven by institutional priorities Lack of clarity of responsibility and authority Misconceptions/ perceptions about RED funding and professional remit Collegiate management compromising resource management Complacency Risk averse institutional culture Institutional leadership of change

9 9 8/9 8/9 7/8 6 6

6 6 4 4 4 4 4 3

9 9 9 8 8 8 7 6

Opportunities Increasing championship from academic community Improving relationships with faculty offices Internal and external networks of contacts Can demonstrate benefit to stakeholders Focus moving towards more strategic management of research and enterprise Policy makers and funders are majoring on collaborative activities co-located with VC and PVC's optimising strategic influence Increased emphasis on need to demonstrate benefit to society and economy from public funds Changing culture in HE sector Bristol as an innovative and inspirational place

8 8 8 8 6 5 5 4

6 4

4 4 3

Conservative ethos funding for RED activities REWARD

Annex 1.0 Staff at 01.09.2006 within the Division of Research and Enterprise Development Dr Siân Thomas Miss Jo Handford Mr Richard Buist Dr Gill Pownall Ms Lesley Dale Policy Team Ms Lesley Dinsdale Mrs Lin Hall Dr Sophie Pearn Vacancy Arts & Social Sciences Faculties Mrs Lorna Tutton Miss Kerry Vernon Mr David Utting Ms Caroline Baylon Miss Fi Lang Medical Faculties Ms Gillian Tallents Mrs Anna Brooke Miss Christine New Miss Martine Smith Dr Lindsey Gaunt Science & Engineering Faculties Dr Peter Ereaut Dr Wendy Daniell Dr Simon Gray Miss Helen Jordan Mr Mustafa Rampuri Mr Bill Adamson Ms Maria Ovens Project Managers (University Projects) Dr Peter Ereaut Dr Nigel Derrett Dr Jenny Knapp Dr Malcolm Stokes Contract Support Mr Alan Crowther Mr Matt Young Dr Neil Bradshaw External Relations Paul Harrod Mrs Frances Frith Miss Sadia Haq Miss Conny Kowalczyk Mrs Jenny Pearcy Vacancy Mrs Lorna Tutton Miss Kelly Willshire Technology Transfer Mr James Lancaster Dr Sandie Cree Dr Ray Crispin Mrs Ros Darby Dr Andrew Farley Ms Meg Joyce Dr Derek Sheader Director, RED PA to the Director, RED Financial Management Accountant Research Information Systems Manager Research Information Assistant Senior Research Policy Manager Executive Assistant Research Policy Manager RAE Administrative Officer (Temporary) Faculty Team Leader & Customer Care Specialist Research Development Manager Contracts Manager Project Manager Research Development Assistant Faculty Team Leader & Research Governance Manager Research Governance Officer Contracts Manager Research Development Manager Research Development Manager Faculty Team Leader & Project Managers Team Leader Project Manager Research Development Manager Research Development Manager – EU Project Manager Contracts Manager Project Manager Faculty Team Leader & Project Managers Team Leader Senior Project Manager Project Manager Senior Project Manager Senior Contracts Manager Secretarial Assistant Director of Enterprise Enterprise Network Manager Business Account Manager Enterprise Marketing Manager Knowledge Transfer Partnership Project Coordinator Events Manager Business Account Manager Faculty Team Leader (Arts & Social Sciences) and Customer Care Specialist Secretarial Assistant Technology Transfer Team Leader & Business Support Manager Technology Transfer Manager – Bioscience (Med & Vet) Business Support Manager Technology Transfer Manager - Engineering Technology Transfer Manager – Physical Sciences, Engineering Intellectual Property Administrator Technology Transfer Manager

Miss Tegan Thomas New Enterprise Support Mr Peter Maxwell Ms Galit Bernard Ms Lin Jones Mr Nick Sturge Ms Alison Wellingham Enterprise Education Mr James Barlow Mr Luke Aikman SETsquared Central Support Mrs Jeanette Evans Ms Claire Judd

IP Assistant Business Incubation Manager Incubator Unit Receptionist Incubator Administrator Business Support Manager Incubator Unit Receptionist Learning Support Manager Continuing Professional Development Support SETsquared Partnership Manager Administrative Secretary (Set Squared)

Annex A1 Division of Research and Enterprise Development Organisational Chart

Director, RED
Line Management Teams

PA

Director of Enterprise

Research Policy Team Senior Research Policy Manager Exec Assistant Research Policy Manager RAE Officer Research Information Systems Mgr Research Info Assistant

Arts & Social Sciences Faculties Faculty Team Leader & Customer Care Specialist Research Development Mgr Contracts Manager EU/WUN Support Project Manager

Medical Faculties Faculty Team Leader & Research Governance Mgr Research Development Mgr x2 Contracts Manager Research Governance Officer Project Manager

Science & Engineering Faculties Faculty Team Leader & Project Managers Team Leader Research Development Mgr Research Dev Mgr – EU Contracts Manager Project Managers x 3

Senior Contracts Manager

Secretarial Assistant

Project Managers (University Projects) Project Managers Team Leader Project Managers x3

Technology Transfer Team Leader Senior Technology Transfer Manager Technology Transfer Managers x 3 Business Support Manager Intellectual Property Administrator Intellectual Property Assistant IP Group plc Liaison

External Relations Enterprise Network Manager Business Account Mgr x 2 Enterprise Marketing Manager Knowledge Transfer Partnership Coordinator Events Manager Secretarial Assistant

New Business Support Business Incubation Manager Receptionist Administrator Business Support Manager

Enterprise Education Learning Support Manager CPD Post Student Enterprise Intern

SETsquar ed Central Support SETsquared Partnership Manager Admin Secretary

Customer Care Specialist

Professional Teams

Contracts Senior Contracts Manager Contracts Managers x 3 Secretarial Assistant

Project Management Project Managers Team Leader Project Managers – University Projects x 3 Project Managers – Faculty Teams x 5

Research Development (Funding) Director, RED Research Development Managers x 4 Research Dev elopment Manager – EU Exec Assistant

Annexe 2.0 Division of Research and Enterprise Development Action Plan 2005-6
University Strategy Action Division objective SMART action Prime responsibility Achievement against action at July 06

Research Strategy/ Enterprise Action Plan

Ensure that we deliver the required outputs for our externally funded activities, to ensure ongoing support of knowledge transfer activities at the University of Bristol.

Responsibility for monitoring outputs on a regular basis is delegated to the Director with responsibility for the programme. Regular reporting of outcomes is inbuilt into our business processes. Funding opportunities monitored on an ongoing basis. Prepare and submit HEIF3 submission with SETsquared Partnership for ongoing funding for knowledge transfer activities.

Siân Thomas Barrie Sadler Neil Bradshaw

URS Action 2.1 Each Department and Faculty will develop an action plan for developing a balanced and sustainable portfolio of activities to support their fundamental research….

Ensure that funding is maintained for RED‟s non core-funded activities in the areas of project management, knowledge transfer and enterprise activities to support the development of researchrelated portfolios of activity.

Siân Thomas Barrie Sadler Neil Bradshaw

We will work to improve income generation in all areas of research and seek to identify and develop new opportunities in support of the sustainable portfolio approach.

Develop portfolio management tool as part of overall project management toolbox

Peter Ereaut

In conjunction with our SETsquared Partners we have achieved satisfactory performance against targets for our externally funded activities. Whilst some areas, such as numbers of spinout companies created, have not hit target, many other targets have been overachieved. Where targets have not been reached, an analysis has been undertaken and the results reported to HEFCE The HEIF3 allocation model was agreed by HEFCE, leading to an award for the University of Bristol for 2006-8 16% below that for 2004-6. SETsquared successfully bid for a £1.5m DTI award to linlk the Partnership with Universities in Southern California An agreement was negotiated and signed with IP2IPO (now IP Group plc), securing an initial £5m Investment Fund for spinout companies and resource (F/T secondee to RED) in exchange for equity in each spinout. SETsquared £5m HEIF3 Bid Stage 1 submitted and shortlisted. A stage 2 was prepared and submitted in April. The bid was not funded. Funding for project management is increasingly being generated directly from research projects (currently around 3 fte). This trend is continuing and helping to establish a critical mass of project managers that can begin to focus effort in key research areas. Portfolio management has been taken up by the fEC Steering Group. The project management team is both informing and being informed by this. More locally within research groups and, for instance, within the EngD Centre, portfolio management is being strongly encouraged.

The professional expertise and practical “tool kits” that RED can offer to provide support for developing portfolios of researchrelated activity will be reviewed.

Sian Thomas

We will minimise risk for the individual academic and the University through professional contract management; We will draft, negotiate and approve income-generating Contracts and supporting Agreements. We will conclude all negotiations in a timely manner, keep the PI informed, and send approvals to Finance.

1) Reduce turn-round time on contracts by 10% 2) increase overhead recovery; 3) establish mechanism for focusing on faculty priorities; 4) develop template contract docs and standardise arrangements with major funders; 5) no litigation caused by inappropriate contracts 6) Increase bid success rate (to 33-38%)

Alan Crowther

1) Contract turn-round time WITHIN RED has been reduced so far by about 5%. Overall reduction in turn-round time is less owing to factors not totally under our control, eg awaiting third party responses, and staff shortages. 2) Overhead recovery has been increasing (using the approach of FeC as the driver), but issue now overtaken by new FeC costing arrangement. 3)). Two Senior Contracts officers (one since resigned) have spent time on location in Med & Vet (1 day per week), Eng (1 day pw), and Chemistry (1/2 day pw). This relationship-building pilot exercise has proved very successful and is in increasing demand. The creation of Faculty Teams is beginning to focus delivery on faculty needs, and this will be re-inforced by the allocation of new recruits into these teams 4) Development of templates has been helped by emergence of Lambert Report recommendations, including standardised contract documents. Template clauses have been created to deal with the FoI and DP Act s. Discussions begun with some larger companies on bilateral templates (eg Rolls Royce and Westland), and new generic contract terms agreed with DEFRA. 5) No litigation has arisen from inappropriately negotiated contracts: meets target 6) European bid success rate currently stands at 35%, ie within target range Achieved. An ongoing programme of monitoring of high risk projects is in place. UBHT pharmacovigilance policy is available for all projects sponsored by the University. Further work is needed to adapt UBHT policies into University policies where appropriate

We will minimise risk for the individual academic and the University through professional contract management; We will ensure that appropriate processes and procedures to comply with Research Governance and ethics of research requirements are in place. To work with academic and associated staff to capture Intellectual Property derived from the results of research undertaken within the University under contracts that stipulate University ownership of the IP.

We will seek an arrangement with UBHT, and provide funding for, appropriate audit and pharmacovigilance of research projects for which the University is a sponsor.

Gillian Tallents

New model for interaction between RED and Enterprise Leaders and Faculties/Schools will be developed and implemented.

James Lancaster

Model rolled out and trialled in Clinical Medicine and developing in Medical Science with the Enterprise Leader being responsible for audit of opportunities within the faculty, cross referring to the database of identified opportunities held by the Tech Transfer team and then providing day to day “encouragement” to relevant academics to continue to consider downstream exploitation opportunities as they arise, have regular communication with the Tech Transfer Team and to complete any specific actions in a timely manner. This is working well in Med Sci but the lack of an ongoing Enterprise Leader Infrastructure in other faculties will prevent similar initiatives.

URS Action 2.2 Mechanisms for providing incentives for individuals and departments to increase income for their research will continue to be introduced, considered and amended in light of experience. URS Action 2.10/EAP Action 17 Academic staff is expected to deliver teaching and undertake research. The University recognises that it is important …..To ensure that such staff have sufficient time for their research. URS Action 2.11 Heads of Department will ensure that members of the academic staff in the early stages of their career

We will support and advise academics on their activities as consultants, expert witnesses, and in publishing and editing roles.

We will advise academics on the contractual/legal issues involved in publishing and acting as personal experts, and put in place any necessary formalities. .

Alan Crowther

In a small number of cases, after advice from RED, an intention for private consultancy has been changed to consultancy under a university contract. . Copyright issues have been dealt with for a number of academic staff, including misunderstandings with third parties over publication rights.

We will support academic staff by leading or supporting major projects, identifying and directing resource both within RED and within Faculties in which projects are being undertaken as required to deliver successful project outcomes. As required, taking full responsibility for any and all aspects.

Formally establish project initiation forms and project review. Fully establish bid assessment tool.

Peter Ereaut

Project initiation forms, bid assessment and review processes are now fully up and running. We are supporting an increasingly number of major and/or institutional bids (~20 in past year) along with other institutional submissions relating to research (eg drawing attention to major research facilities and capabilities, nominating institutional representatives to attend scoping workshops). Through such activity we are ensuring that the university submits bids that might not otherwise come together, meanwhile minimising the time that academic staff spend directly pursuing such bids, and in particular ensuring academic staff do not waste their time on bids that are not then accepted by funders.

We will provide training to academics in pricing and contractual matters

We will run 5 training courses on contractual matters, on the techniques of proposal writing, and on the requirements of specific funding bodies to >50 attendees expected satisfaction level 75%

Alan Crowther

By July more than 5 training courses for academic staff will have been given. Satisfaction levels have so far exceeded target.

have support and training …..

Continue to provide the training course on „Finding research Funding‟ for early stage academic staff as part of the Staff Development Programme, Continue the programme of workshops on grant writing and mock panels run in conjunction with the EPSRC Negotiate further Research Council-led training, particularly with BBSRC and ESRC The added value of the SETsquared Partnership will be reviewed through external consultants. WUN activity will be further embedded in the University as a mechanism to facilitate collaboration. We will facilitate beneficial interactions both internally and externally with both public and private organisations to create opportunities, and develop these where the potential exists to benefit the University.

6 faculty-specific half-day funding courses will be included in the 2005-6 Staff Development Programme 3 –4 workshops planned, to be delivered to meet demand BBSRC training day planned for Autumn 2005

Lesley Dinsdale Achieved. Staff shortage and the extra work caused by the implementation of fEC have prevented the running of these workshops. BBSRC pulled out of the planned training day, however, training from the ESRC has taken place.

URS Action 2.20 The University Research Committee will review the University‟s current formal partnerships to establish whether a portfolio of this nature is effective in enhancing research.

A bid for funding to support this activity will be submitted to the HEFCE‟s Leadership Governance and Management fund. The Bristol WUN Steering group membership will be changed to include University Research Directors. We will further develop role of RED‟s Business Development Forum and standard „engagement‟ processes for dealing with business development opportunities and promote this to Faculties (Business Forum Team).

Siân Thomas

The bid was not funded, HEFCE‟s view was that the Institutions should fund this themselves and in fact the SETsquared partnership initiated its own less extensivc review achieved

Tim Jones

Barrie Sadler

URS Action 2.21 Monitor research performance on an ongoing basis using disciplinespecific indicators

To provide information and processes to support Heads of Department to monitor research performance.

Pilot a discipline-specific database of bibliometric indices in the Social Sciences with a view to rolling out across the University

Lesley Dinsdale

The Commercial Director left in July 2005. Business development processes appropriate to the University have been reviewed, and the role of RED members assessed. An action plan is now in preparation which should lead to responsibilities being understood, and standard processes being developed for dissemination to Faculties at the appropriate time. Elements of the business development function, such as Intelligence gathering and engagement/influencing activities have already commenced. These will be stepped up with the academic community at large participating. Lack of funding to support this action has prevented any progress. However, bibliometric and other research performance data available from the Annual Evidence Yearbook continues to be monitored for all subject areas , annual summaries by department and faculty of external research income are generated and work is in progress to improve the reporting of research application and award rates.

URS Action 2.22 The University and Departments will benchmark against national and international competitors and seek to learn from successes in other institutions. URS Action 2.23 The University Research Committee will provide strategic direction and act as the Project Board for the University‟s RAE 2008 submission. URS Action 2.24 The Division of Research and Enterprise Development will develop a project team to provide support for the delivery of the University‟s RAE 2008 submission.

To acquire and disseminate best practice within the SETsquared Partnership and the wider technology transfer community.

New knowledge map for IP and new company development implemented across SET squared Partnership

James Lancaster

Knowledge map now available for Life Science Disciplines and in ongoing development for the Engineering and Physical Science and will be complete by end July 06.

The project plan for work leading up to the RAE 2007/8 will be implemented.

Lesley Dinsdale Provide project management for the 2005 „mock RAE, to establish the first quantitative picture the potential 2008 submission Provide support for 2005/6 series of Research Committee visits to departments Set up procedures for disseminating to academic community information about, and providing advice on, the interpretation of panels criteria and guidance on submissions (published in August and July 2005 respectively

Formal Mock RAE carried out March - June 2006. Draft RA2 (selected outputs) and RA5 (textual commentary) produced for each of c50 potential RAE2008 Units of Assessment. Mock Panels convened, outcomes of which included an output starrating profile for each UOA and review of RA5 documents. Plan of work for 2006/7 in development, to include completion of the Code of Practice on the selection of staff and the University's strategic submission policy. UOB RAE website implemented Autumn 2005. Email lists for communication with UOA Academic and Administrative Coordinators set up January 2006. Series of six Facultyspecific presentations on RAE processes and rules given by RED RAE Team given May/June 2006. RED RAE Team provide frequent ad-hoc advice to departments and UOAs via „rae-help‟ email and phone.

We will build a UoB RAE system to support work on the developing, assessing and validating the university submission prior to sending it to HEFCE.

The RED RAE project team will specify the UoB RAE system as soon as HEFCE have released their final guidance document. The system will be build by IS during the second half of 2005 and will be ready to accept mock RAE data by Jan ‟06.

Gill Pownall

IRIS RAE 2008 (IR8) was launched in March 2006 in time for the mock RAE exercise. Additional functionality such as the RA3 form has now been added and further developments are planned through 2006.

RS Action 2.25 The Research Committee will act as the Review Board of this strategy. RS Action 2.26 To ensure that the Research Strategy remains a live document the Research Committee will review the action plan annually. EAP AIM 1 To develop and sustain an enterprise culture

Research and Enterprise Development will monitor progress in implementing the strategy and achieving the overall objectives, on a six-monthly basis.

A change register will be maintained of version 2 of the strategy. If sufficient actions are completed or the environment warrants significant review of the strategy, a new version will be developed at the end of the next academic year.

Lesley Dinsdale

2.25 No changes made during the period. See below under action 2.26

2.26 Review of progress on actions in Version 2 of the strategy carried out in May 2006. Change register set up for resulting changes to actions???

Action 4 and 21Continue and develop the role of Enterprise Leaders to proactively support the development of an Enterprise Culture and ensure all staff have early access to support in knowledge transfer and IP protection

1) New Enterprise Leaders will be recruited and will form the Enterprise Working group and will report to the University Research Committee 2) New model for interaction between RED and Enterprise Leaders and Faculties/Schools will be developed and implemented.

James Lancaster

1)

We have been unable to recruit an adequate cohort of Enterprise Leaders from the Academic community as originally planned. New models for interaction under HEIF3 are being considered.

Action 6: Develop accredited and non-accredited enterprise and entrepreneurship teaching across all Faculties

Action 9: Further develop staff level „Director Development and postgraduate „Fast track‟ programmes

1) Support the development and delivery of undergraduate and postgraduate enterprise education initiatives. 2) Development of Enterprise teaching facilities (Enterprise Laboratory) 3) Delivery of accredited Enterprise Summer School 4) 50 non accredited modules to be developed for delivery (across the SETsquared Partnership) To be included in above 50 non accredited modules

James Barlow

2) See notes above under URS Action 2.1 NB - It has not been possible to recruit academics to fill these roles at a Faculty level, and a proposal for engaging enterprise leaders around themetic research is being considered. An Enterprise Working Group, reporting to Research Committee, has been established with the primary responsibility of developing a new Enterprise and Knowledge Transfer Action plan. It will then consider extending its role to take responsibility for its implementation and delivery 1) Engineering continues to be heavily supported and support starting in Medical Science (delivery beginning 06/07) 2) Enterprise Teaching space (phase1) to be operational by end of July (probably by second week of May) Phase 2 to be started during the summer break and completed by next academic year. 3) SPARK 05 ran with 50 students, recruitment for SPARK 06 already begun and students signing up. 4) Objective revised but modules delivered across the partnership. Currently developing the executive education remit as part of KESW funding. A number of short courses developed and delivered to incubator tenants.

James Barlow

Action 10: Partner and collaborate to share best practice in Enterprise teaching and learning EAP AIM 2 To enhance and incentivise research collaboration with the community and its industries Action 11 – the ICT Theme Group will recommend and implement tools to support collaborative working. Actions 11,13,33 - To offer a professional events management service to RED and others upon request. To make suggestions as to more appropriate and effective types of events. To be the liaison point for VIP visits and Inward Investment missions.

Active participation in SETsquared Enterprise Education Theme Group

James Barlow

Developed and shared all material from SPARK 05 and have run a version of SPARK for Sothampton.

The SETsquared ICT team will pilot a web based forum tool and, subject to a successful pilot, will implement this to the HEIF group during Q4 2005. To contribute to SETsquared partnership targets of the event management of 125 networking events to include: 9 BEN events at monthly intervals 5 strategic visits to the University organised through the SW Regional Development Agency Annual showcase event (Enterprise Dinner) 2 New Enterprise Competition Events

Gill Pownall

The Webforum collaborative tool has been fully implemented and was a highly useful tool in developing the HEIF3 bid.

Paul Harrod

Three members of the External Relations Team were involved in the Engineering Research Faculty Reception. Continue to provide event/conference support for others in RED. BEN events running at about 20 a year and others in collaboration with Knowledge West. Therefore ahead of target. We have scaled up the level of visits organised through the RDA and also UKTI following better expectations of what is achievable from both sides. Annual Enterprise dinner currently under planning. Minister of State and other VIPs already accepted their invitations New Enterprise competition launched and also finalists announced. Records numbers of attendees and also competition entrants. Re:search publication and website funded and supported up to July 06. Regular press releases and citations for the full range of enterprise activity in Bristol, including Independent on Sunday, FT, Times, Guardian and Telegraph. We have worked closely with the SETsquared Partnership press officer to increase the amount of press for the Partnership as a whole.

Action 15 – Promote collaborative research through „Re:search, other appropriate publications and through targeted PR and marketing

Provide financial and authoring support for the production of „Re:search‟ Contribute to SETsquared partnership targets of: 1) 67 press releases, citations and media appearances 2) 29 publications with 29,500 copies circulated

Paul Harrod

Actions 23, 26, 29 - To link up academics and businesses in collaborative activity whenever and however appropriate, whether initiated by the academic or the business side. To encourage, manage and support the development of Knowledge Transfer Partnerships (KTPs) and to develop and promote improved people exchange programmes with industry

1) KTP – submit 6 proposals by 25.11.05. 2) Work with Personnel to develop separate KTP Associate contract. 3) Support the delivery of STEP in the Bristol city region by the local enterprise agency. Set up at least one STEP project with a Bristol student for Summer 2005. 4) Deliver 125 briefings to companies on University activity of industrial interest 5) Continue process of „mapping‟ University research expertise and related commercial activity

Paul Harrod

1)

2)

3)

4)

proposals submitted by 19 April 2006: 1. British Energy, 2. Fraser Anti-Static Techniques, 3. Pieminister proposals in progress: 4. Avon Fire & Rescue Service, 5. DGP Packaging. Submission of both expected well before July 2006. under discussion: GoScience, EyeGaze, Thales, Airbus, Xerox, Drug Delivery Solutions Ltd work in progress. Had detailed discussions with Personnel Managers for Engineering and flagged it up to Reward Team. May not be able to adopt company‟s t&cs if they are less than university‟s basic t&cs, such as holidays or working hours. Need to meet with new Personnel Manager for RED to take things forward and formalise a contract. Referred 2 companies to BRAVE for STEP. Waiting for BRAVE to confirm number of Bristol graduates in 2005. Well in excess of this target and for all other KESW2 targets. work in progress

EAP AIM 3 To contribute to a strong regional and national economy and society, through the University's knowledge and people

Action 18 - To assist with the commercialisation of intellectual property through a range of mechanisms including licensing to third parties and to spin out companies specifically created for the purpose of commercialising specific IP.

Develop and implement new forecasting tools for management of the Intellectual Property portfolio Contribute to SETsquared Partnership targets of: 270 Invention disclosures made 162 Patents filed 95 Licenses granted £1m License Income received 42 Enterprise Development Fund awards made 24/59 University Start-ups created/supported Introduce new processes and methodologies for monitoring and managing marketing activity

James Lancaster

1)

New forecasting methodology implemented

2) Ongoing. Currently Bristol is holding it‟s own.

Action 19- To identify, implement and manage the resources required by spin out companies/ commercialisation projects.

James Lancaster

Ongoing as part of the next phase of team development target completion date end July 06.

Action 20 – Develop and maintain initiatives and funding to support the development of spinouts and licensing

1) Investigate and pursue the raising of new captive Investment Funds targeted spinout companies

Neil Bradshaw / SETsquared Management Group

An agreement was negotiated and signed between the University and IP2IPO (now IP Group plc), securing an initial £5m Investment Fund for spinout companies and resource (F/T secondee to RED) in exchange for equity in each spinout.. Work continues on models to extend the Sulis Fund. New agreement with IP2IPO has provided a new funding stream. We continue to engage closely with emergent groups such as South West Angel Investor Network (SWAIN). Competition launched and finalists selected. This year we had a record 78 entries and for the first time had a separate award for the best social enterprise business idea.

2) Run the University New Enterprise Competition, attracting 50 entrants Actions 11,13,26 and 32 - To support and improve a vibrant community of high technology, high-growth organisations and individuals, enhancing information flows, building links between academia and industry, and matching entrepreneurs with funders. 1) Grow BEN to 1100 Members 2) Successfully hold 125 network events across the SETsquared partnership 3) 25% increase in information items posted to the BEN website by RED and members

James Lancaster / Paul Harrod

Paul Harrod

1)

We have exceeded this target and recruited more than 250 new members since October 05 Bristol has contributed to this target and, in conjunction with the business incubator, exceeded our target

2)

Actions 12 and 28 - To improve the customer care of public-facing parts of the University. To promote Customer Care Technology Awards. To continue to develop customer focused systems in RED and support outward facing Research groups Action 24 – Implement a system to manage external University contact information, which has the capability to be used on a university wide basis Action 25 – Ensure more targeted industry specific marketing and enhance the understanding of external perceptions of the University

1) Projects: A total of 5 projects to be undertaken 2) Programme attendees: A total of 30 attendees to take part in customer care programmes 3) Technology Awards: A total of 3 awards made Customer relationship management system from CARE installed and operational within RED. Plans developed for wider roll out Contribute to SETsquared Partnership targets including working with appointed partnership PR agents Partnership targets: 1) 67 press releases, citations and media appearances 2) 29 publications with 29,500 copies circulated 3) 88 focus group participants

Paul Harrod

Information, news and events on the BEN website has increased by more than 25% and especially the information on the Directory. Web site hits have been as high as 35 000 per month. 4 projects have been achieved to date, two within the Faculty of Arts, 1 within Building Services and 1 within Estates. A total of 157 people have attended customer care programmes. 2 awards have been made to the Faculty of Engineering. A potential third award was affected by the closure of Appliance Studios. Care is in regular use in RED and discussions have been held with the Campaign and Alumni office about a university-wide contact management tool however there are currently no plans to implement Care outside RED. As above

3)

Gill Pownall

Paul Harrod

Action 30 – Develop noncompulsory consultancy support

Actions 34,35,36 - To develop and manage pre-incubation, incubation and science park facilities, for knowledge based companies with high growth potential, adopting UK and world-class best incubator and Innovation Centre practice.

Work with SETsquared Partnership to develop support programme, Contribute to Partnership target of 200 university supported consultancy projects Contribute to the SETsquared partnership targets below: 1. Support at least 125 new and early stage entrepreneurs 2. Facilitate 60 successful venture exits from centres 3. Support 190 mentor links with client companies 4. Work with partners in the planning and operation of new Innovation Centre facilities at SPark, the Bristol and Bath Science Park

Peter Ereaut /Paul Harrod

Preparation of guidance for consultancy has been prepared, entirely consistent with the University‟s policy on Outside Work. The Guidance was effectively launched at a HoDs Forum and positive feedback received. The Targets set are for the SETsquared Partnership. As Bristol is one of 4 Universities involved in the partnership and one of 5 SETsquared Centres -- then Bristol's share of the target should be between 20 and 25% of the total. The Incubator at Bristol continues to make excellent progress and had grown both in size and number of companies that are registered with the centre over the year. The total capacity of the centre has recently risen to 80 desks spread over University Gate East together with 93 and 95 Woodland Road. Currently there are 31 companies registered with the centre (involving 100 people) with a further 5 applications in the process of evaluation. 6 Companies have exited the centre during the year. It is unlikely that the overall target of 12 company exits (60 divided by 5) will be achieved given that in previous years this figure has been in the region of 7 per annum. We actively use the mentor links, however these number around 15 per annum. A target of 38 in a year (Bristol's share of 190) will not be achieved. The University has worked closely with SWRDA and partner Universities on Science Park Development during the year and good progress has been achieved, culminating in SWRDA appointing Quantum as the Development Partner for the Park.

Peter Maxwell

Annex 2.1 SETsquared Report PERFORMANCE DATA: Table 1 below gives performance data for year 2, made up of actuals to the end of Quarter 8 month 2 with projected figures for the final month to 31 July, and the cumulative data and target information for the total project period. An updated report will be issued when full information is available. Table 1: Performance Outputs & Indicators General FTE staff in Enterprise Support (% with industry background) Accredited Enterprise Learning No of students taking accredited units/ masters programmes. Enterprise Labs (numbers open, cumulative) Professional and Personal Development Professional development attendees (internal) External attendees (SME/others) IPR Development IP disclosures made Patents filed per annum Licenses granted Products/services in the market License income Knowledge Transfer through People KTP Programmes during period KTP Associates U/G Students undertaking placements CASE Awards Number of inward/outward staff secondments Consultancy, Services and Projects University managed consultancy client contracts Companies participating in collaborative research projects Ratio of industrial income/total research income Pubs jointly authored with company authors Networking, clusters and sectors Registered network members Network events held annually Academics interacting with regional industry sector Company visits & briefings hosted/undertaken New Business Creation & Funding New Venture/Business Plan entrants University start-up or spinout Companies created University start-up or spinout Companies supported Proof-of-Concept Fund Awards Average award Projects funded to continue beyond PoC Funding External investment committed to follow-on fund Incubation SETsquared Client Companies (pa) Incubator / Enterprise Hub Tenants Professional Service Organisations engaged Mentor links made (pa) Companies graduating from centres (pa) Enterprise Marketing Numbers participating in facilitated focus groups Press releases, citations and media appearances Specialist Enterprise publications produced Copies circulated Case studies developed Yr 2 Actual Yr 2 Target Cum total Yr1+Yr2 Cum target Yr1+Yr2

128.5 81% 3457 4 3765 4617 212 187 86 18 £1,001,531 64 48 # 118 321 1037 391 14.6% 4.76% 4475 204 683 617 98 9 68 28 £18,438 16 £15m 101 74 107 191 39 100 339 34 216,030 28

126.5 80% 2911 4 1730 1475 270 162 95 34 £1,077,000 51 64 25% 260 400 255 400 17% 4.5% 2315 125 194 517 100 24 59 42 £14,000 30 £25m 65 60 100 190 60 88 67 29 27,500 50 7094 4 6062 5808 407 377 175 62 £2,166,111 5272 4 3025 2660 510 301 173 59 £1,943000

# data unavailable December 06 622 780

until

836

775

362 1027 1233 156 13

245 347 840 200 46

79 42

83 58

146 117 710 71 194 539 51 355430 130

120 118 365 105 147 126 52 50,000 86

Table 2: Financial data - Budget Total Budget Salary Spend Non-Salary Spend 12,893,000

Yr 1 actual spend 3,074,656 2,348,383 5,423,039

Yr2 Q1 1,229,300 565,193 1,794,493

Yr2 Q2 1,252,345 543,483 1,795,828

Yr2 Q3 1,252,345 588,392 1,840,737

Yr2 Q4 Projected 1,240,032 798,871 2,038,903

Yr 2 Proj. spend 4,974,022 2,495,939 7,469,961

BRISTOL HEIF 2 Year 2 outputs Performance Outputs & Indicators General FTE staff in Enterprise Support % with industry background Accredited Enterprise Learning No of students taking accredited units/ masters programmes Enterprise Labs (numbers open, cumulative) Professional and Personal Development Professional development attendees (internal) External attendees (SME/others) IPR Development IP disclosures made Patents filed per annum (pa) Licenses running/granted Products/services in the market License income Knowledge Transfer through People KTP Programmes underway KTP Associates U/G Students undertaking placements CASE Awards Number of inward/outward staff secondments Consultancy, Services and Projects University managed consultancy client contracts Companies participating in collaborative research projects Ratio of industrial income/total research income Publications jointly authored with company authors Networking, clusters and sectors Registered network members (cummulative) Network events held annually Academics interacting with regional industry sector/cluster groups/networks (cumm) Company visits & briefings hosted/undertaken New Business Creation & Funding New Venture/Business Plan entrants University start-up or spinout Companies created (pa) University start-up or spinout Companies supported (pa) Proof-of-Concept Fund Awards pa Average award Projects funded to continue beyond PoC Funding External investment committed to Blueprint or Follow on Fund (in millions) Incubation SETsquared Client Companies (pa) Professional Service Organisations engaged (cumulative) Mentor links made (pa) Companies graduating from Centres (pa) Enterprise Marketing Numbers participating in facilitated focus groups/market needs assessments Enterprise related press releases, citations and media appearances Specialist Enterprise publications produced Specialist Enterprise publications copies circulated Case studies developed

Figures for 05/06 35 70% 215 1 207 97 63 44 59 14 395,271 5 5 3.3% (390/11792) 65 37 403 102 Industrial income £7,422,528 = 11.1% 1522 1024 21 263 359 76 4 31 11 26,818 7 IP2IPO deal 33 107 191 39 unknown 26 19 200000 10

Annex 3 Staffing levels in the Division of Research and Enterprise Development at 1 August of each academic year. The graph below shows that whilst the staffing for enterprise activities have remained reasonably static over the period the number of staff supporting research (Governance, research development, project management and contract support) have increased and at the start of the 06-07 academic period all vacancies have been filled. Some staff are part-funded by Faculties, at the request of the Dean of Faculty (for example two project managers are employed 50% by the Engineering Faculty, a Research Development Manager is 50% funded by a Faculty. Our project managers provide support for research development. They are funded through RED income whilst the project is being developed, however once funding has been obtained through an external source, the funding for the project manager to continue on the project must be provided through the external funding source.

st

Snapshot of staff employed in the Division on the 1st August for each year
Numbers of staff employed
10 8 6 4 2 0
Policy

03 04 05 06
Researc h Governance Researc h Development Project Management (Research) Information Systems Contract Support Technology Transfer Enterprise Educ ation Directors Support Staff External Relations New Business Acceleration

Staff Role

Role

Numbers of staff* employed at 01.08 of each year 2003 2004 2005 2006 2 3 4 1 3 7 1 3 2 3 7 36 2 1 3 3 1 4 9 1 5 2 2 7 40 2 2 5 8 1 4 8 1 6 1 2 8 48

Policy (Research and Enterprise) Research Governance 1 Research Development Research Project Management 1 1 Information Systems 3 Contract Support 6 Technology Transfer 1 Enterprise Education 1 External Relations 1 New Business Acceleration 3 Directors 5 Support Staff 23 Totals

* These numbers are actual staff employed and not FTE‟s. The number of staff working on a part time basis was zero in 2003 and is eight for the 2006-7 academic year. Part time ranges from working 4 days a week to one role being a job share.

Annex 4: Finances for the Division of Research and Enterprise Development RED is funded in part directly by the University and in part by individual grants obtained competitively. The major source of external income has been through HEIF2, however, as of the beginning of 2006, HEIF3 funding will be an allocation to the University on the basis of a number of metrics and against a delivery plan. The graph below illustrates the relationship between external income (funding external to RED including transfer of funds from other University budget centres) and core university funding for the Division of Research and Enterprise Development. This graph derives from the table below the graph.

Division of Research and Enterprise Development Income
3.50 3.00

Income (£m)

2.50 2.00 1.50 1.00 0.50 0.00 2003-04 2004-05 2005-06 2006-07 Academic Year

External Funding Core Funding Total (£m)

The table below summarises the data for the last three years and projected budgets for the 2006-7 academic period. The increase in core university budget for the 06-07 period includes short term funding for temporary support for the University‟s RAE submission and for the transfer of responsibility for WUN related activity to the Division. Divisional Spend income salary spend non-salary spend TOTAL external income as % of total spend Patent Budget income salary spend non-salary spend TOTAL external income as % of total spend TOTAL INCOME TOTAL EXPENDITURE CORE BUDGET ROYALTY CENTRAL SHARE (HU4518) total RED outturn external income as % of total spend 2003-04 (348,915) 669,938 209,852 530,875 66% 2003-04 (195,181) 0 429,182 234,001 83% (544,096) 1,308,972 764,876 (760,571) (11,946) 4,305 42% 2004-05 (1,915,288) 1,576,444 978,889 640,045 299% 2004-05 (123,870) 29 324,076 200,235 62% (2,039,158) 2,879,437 840,280 (840,361) (18,119) (81) 71% 2005-06 (1,915,288) 1,576,444 978,889 640,045 299% 2005-06 (123,870) 29 324,076 200,235 62% (2,039,158) 2,879,437 840,280 (841,805) (16,266) (1,525) 71% 2006-07 (1,882,149) 2,160,953 630,558 909,362 207% 2006-07 (178,364) 0 384,300 205,936 87% (2,060,513) 3,175,811 1,115,298 (928,010) 0 187,288 65%

Divisional Financial Activities in the 2005-6 academic year The income received by and supporting the Division of Research and Enterprise Development for the year 2005/2006 was £2.86 million. The largest source of income for RED was from the Higher Education Funding Council for England through HEIF2. This funding stream was to stimulate Innovation and Enterprise in Universities.

RED received funding from HEIF2 for the 04-06 periods to work with the Universities of Bath, Southampton and Surrey. These universities secured the largest HEIF grant awarded. The chart below shows the sources of income that supported RED as a proportion of the total income.

RED income for 2005-06 by source (£2.86 million total)

HEFCE specific university core SWRDA RED earned income other RCUK DTI

Core Funded Activities The core funding from the University supported the staff and activities within the Policy Team, Research Support, and the Contracts Team and some activity within the Technology Transfer Team, including a small budget for the protection of intellectual property. These activities cannot be funded through external grant funding. Services within the University RED was providing an increasing amount of Project Management effort into academic projects where costs are borne within the project. Funding from such activities was over £100k in 2005-06, up from around £70k in 2004-05 for supporting the following activities:  Strategic support to Engineering Faculty (Engineering Faculty lead)  GCHQ Applied Research project (Engineering Faculty lead)  GCHQ Mathematics Institute (Department of Maths lead)  EPSRC Collaborative Training Account (University)  Sleepsafe (Institute of Child Health lead) Independently Funded Activities RED had external funding in addition to HEIF2 of approximately £470k per annum to provide services including the following:  Bristol Enterprise Network (BEN) – Managed by External Relations Team  Knowledge Exchange South West (KESW) – Managed by External Relations Team  Knowledge Transfer Partnership (KTP) Coordination – Managed by External Relations Team  Formation of a Regional Technology Panel (INSPIRE) for the South West, funded by South West Regional Development Agency (SWRDA) – Managed by Project Management Team Expenditure RED expenditure supports RED staff and their activities but funds raised by RED also supported activities in other support service divisions and in academic departments. The chart below shows how expenditure related to activities supported by RED.

RED expenditure for 2005-06 by activity

new company develop project mgmt IP mgmt network'ng secretariat contracts research policy business incubation accredited teaching marketing IT systems professional develop

RED raised income through HEIF2 to support the University‟s enterprise agenda, wherever that activity was most appropriate, for example by supporting IT development and staff in the Careers department and through buy out of Enterprise Leader time. The HEIF2 grant funded activity in various Divisions and academic Departments was as described in the graphs below.
RED income spent in other departments

14%

income spent in other departments income spent in RED

86%

RED income spent in other departments

ENGF 47% COSC 3% AERO 3% CHEM 4% PANM 3% PHAR 3% BISC 3% CARA 2% ISYS 2% various 30%

Annex 4: SETsquared Partnership HEIF 3 Institutional plans Outcomes (2006-8) Commercial Collaboration Consultancy Income Bath Bristol Southampton Surrey Total

consultancy income £750k

£1m additional consultancy income

Research collaborations

40 research collaborations created

£10m additional research collaborations supported

£3 million consultancy income (exclusive of subsidiary company activity) £10 million collaborative research income (exclusive of subsidiary company activity) 25 KTP programmes

£4,750,000

KTP Programmes Events FD Programmes Network members LTN Business fellows New Business Creation New seed fund

40 KTP programmes 40 innovation and enterprise themed events 10 FD programmes

20 KTP programmes

12 KTP Programmes 50 events

£10 million collaborative research income / 40 research collaborations 97 KTP programmes 90 events 10 FD Programmes 2000 network members 20 LTN business fellows

1500 network members

500 network members 10 LTN Business fellows

10 LTN business fellows

Spinouts

new seed fund established with an IP commercialisation partner 3 high-growth spinouts with £750k - £1.5m investment raised

5 spinouts with £10m investment raised across the portfolio At least one spinout or significant license based on cross-partnership IP 40 Companies in Incubators (75% non university) Bristol

5 spinouts and £10m investment raised one spinout or significant license based on cross partnership IP 20 companies in incubation 75% non university Southampton

4 spinouts with £750 £1.5million investment raised

17 spinouts £21.5m - £23m investment raised

Companies in Incubators

35

Small Business Hub companies established Licensing deals done Licensing income

Bath 20 6 £200K

20 Companies in Incubators (70% non university) Surrey

115 companies in Incubation Total 20 6

£250k licensing income generated

£450K

Social Enterprises Enterprise Education Students undertaking accredited/nonaccredited units Staff undergoing training in knowledge transfer and enterprise Businesses participating in skills development programmes Women entrepreneurs participating in business support programmes Summer schools Student work experience training Seminars/workshops

4 High impact Social Enterprises 450/800 1000 1000 1200/600

4 High impact Social Enterprises 3650/ 1400 735

35

200

200

300

400

400

150

150

2 1500

4

6 1500 40

40 non award bearing seminars/workshops

Budget Commercial collaboration Business Creation Enterprise Education and Professional Development SETsquared partnership central budget * Allocation

Bath 14% 55% 25% 6%

£341,149.76 £1,340,231.20 £609,196 £146,207.04

Bristol 36% 47% 10.5% 6.5%

£985,319.65 £1,286,389.53 £287,384.89 £177,904.93

Southampton 25% £748,762 35% 30% 10% £1,048,266.80 £898,514.40 £299,504.80

Surrey 37% 30.5% 26% 6.5% Bid doc

£1,000,000 £823,000 £700,000 £177,000 £2,700,000 £2,700,497

Total £3,075,231.41 £4,497,887.53 £2,495,095.29 £800,616.77

£2,436,784

2,736,999

£2,995,048

£10,869,328

*Contribution has been apportioned across the Partnership

Annex 5: Risk The University has identified 18 main risk areas, of which one is research and enterprise and the risk holder is the Director of the Division of Research and Enterprise Development. The key risks, at a University level are as follows: Research and enterprise Research and enterprise Contracts Contracts Legal and compliance Legal and compliance Investment in research facilities RAE 2008 Research contracts (1): litigation risk Research contracts (2): commercial risk Research governance (1): criminal Research governance (2): reputational

The Division manages these risks and those of achieving its own objectives actively and on a regular basis.


								
To top