Submission to the Higher Education Authority Of

Submission to the Higher Education Authority of

University College Cork Strategic Plan for Research 2009 - 2012 Contents

Executive Summary...... 1 1. Overview...... 2 1.1. Quality...... 2 1.2. Focus...... 2 1.3. Partnership...... 2 2. Research Priorities in Thematic Areas...... 2 2.1. Biological and Medical Sciences (including Food and Health)...... 2 2.2. Environmental, Atmospheric and Ocean Sciences (including Energy)...... 2 2.3. Physical Sciences, Engineering, and Mathematics (including ICT)...... 2 2.4. Arts, Humanities and Social Sciences...... 2 2.5. Business and Law...... 2 3. Strategy for Research Environment Enhancement...... 2 3.1. Research-Focused Closed-Loop Control Strategy...... 2 3.2. Strategic Planning for Investment in the Research Environment...... 2 3.3. Governance of Research Institutes...... 2 3.4. Strategic Recruitment...... 2 3.5. Research Careers...... 2 3.6. Prioritization of Thematic Areas...... 2 3.7. Space Allocation...... 2 4. Strategy for Teaching and Learning...... 2 4.1. Introduction...... 2 4.2. Undergraduate and underpinning education...... 2 4.3. Teaching and learning infrastructure...... 2 4.4. Graduate Education...... 2 4.5. National and international networks and leadership...... 2 4.6. Integration of research and teaching and learning...... 2 4.7. Professional development of staff...... 2 4.8. Conclusions...... 2 5. Strategy for Knowledge Transfer and Innovation...... 2 5.1. Publication Strategy...... 2 5.2. Technology Transfer Strategy...... 2 5.3. Education and Outreach Strategy...... 2

i Executive Summary University College Cork is committed to being a research-led university, recognised for its distinctive, high quality centres of research. Our strategy is to create substantial centres of excellence for world-class research in which individual scholars and research groups are given maximum freedom to pursue their investigations. While UCC will continue to encourage and support individual researchers, resources are being targeted strategically to consolidate national investments in centres of excellence built around internationally-validated world-class interdisciplinary teams addressing regional and national priorities. UCC’s research strategy is based on its internationally recognised research strengths and its commitment to harness and evolve these strengths to respond to novel research challenges in a rapidly changing world. It represents highly focused and sustainable development of world-class scholarly activity in the Humanities, Natural Sciences, and Engineering. The success of our strategy over the past decade can be measured by our excellence in publication output, our success in winning competitive internationally peer-reviewed research contracts, attracting inward investment to Ireland, and supporting regional development. Between 2003 and 2008, while the number of full-time equivalent academic staff has increased from 607 to 781 (+29%), expenditure on peer-reviewed research projects has risen from €45M to €71M (+58%), the number of enrolled PhD students has risen from 525 to 925 (+76%), the annual output of ISI-listed papers has risen from 643 to 1073 (+67%), and the annual output of PhDs has grown from 81 to 139 (+72%). UCC/Tyndall currently host 28% of the SFI-funded PIs in IC&ET nationally and 16% in Life Sciences; we lead one SFI CSET and four SRCs, and are partners in 3 and 5 others, respectively. In 2008, we licensed 13 technologies to a range of multinational and SMEs. The challenges over the next five years are to increase substantially our output of doctorates, to raise the quantity and quality of our research, to diversify our funding sources, and to stimulate economic, social and cultural development regionally and nationally. Key Actions (2008–2012)  Increase research efficiency by clustering critical masses of researchers into institutes with appropriate support services;  Invest strategically in underpinning infrastructure and support personnel to facilitate growth in nationally prioritized areas (ICT, Food and Health, LifeSciences, Energy);  Provide additional research space for Biosciences, Humanities and Social Science;  Increase research supervision capacity by increasing the number of PIs of international repute by 60 (20 of these in ICT and 20 in Biotech);  Enhance the quality of PhD training through structured graduate programmes;  Increase annual output of PhDs from 100 (36) in 2006 to 149 (60) in 2012 in Science Engineering and Technology (Humanities and Social Sciences);  Benchmark research using key performance indicators and peer review;  Reward research excellence through the Resource Allocation Model;  Enhance Technology Transfer support services (including incubation/Science Park);  Enhance research support services (particularly grant writing and administration);  Increase the proportion of research income from non-Exchequer sources to 20%;  Implement a sustainable portfolio of research activities and funding sources;  Implement internal peer mentoring, support, and review of research applications;  Extend proven Value for Money strategies for improving UCC’s research infrastructure;  Implement full economic costing for research.

1 1. Overview UCC’s Research Strategy is based on three concepts: Quality, Focus, and Partnership. 1.1. Quality Recognising that academic research is a highly competitive global enterprise that requires performance at the highest level, we are placing an increasing emphasis on the quality of our people (students and staff) and on the research environment (physical infrastructure and support services). The University has high expectations of research performance and is committed to an intellectual atmosphere that is conducive to research. We are refining our organisational structures to nurture and support research, and implementing systems of recruitment and career development to attract and retain outstanding academic and research staff. With Science Foundation Ireland (SFI) funding, we have developed a proactive researcher-led initiative to improve the research environment. This comprises two groups: the University Researchers’ Advisory Group (URAG) and the University Research Infrastructure Implementation Group (URIG). These teams are charged with addressing researcher needs in order to improve productivity, URAG identifying and prioritizing needs, and URIG allocating funds and/or changing policies to deliver the enhancements. Significant improvements in researcher satisfaction, productivity, and value for money have been recorded to date. Over the next four years, we will extend the scope of this initiative to the wider research community. Quality improvement requires rigorous assessment of performance. In 2009, we will complete a rigorous peer-reviewed Research Quality Review (RQR) to assess the current state of achievement, standing and potential of research in UCC. This institution-wide exercise combines self-assessment and an evaluation by panels of international experts set around disciplinary groupings based on the UK RAE. The RQR will inform the University’s research priorities, support, and investment strategies. A range of research indicators is being developed to influence the Resource Allocation Model in which a proportion of overall income will be distributed according to research criteria. In 2006/07, the allocation was based solely on the numbers of PhDs graduating; planned refinements include PhD enrolments (to reward growth), RQR score (to reward excellence), leverage, and alignment with regional and national strategies. The progressive internationalisation of the postgraduate student body is particularly relevant to the developing fourth level education agenda. World-class doctoral students are attracted to mentors and institutions of international repute. The provision of a learning environment that combines academic excellence in the acquisition of research, both discipline-specific and generic, and professional development in a global context, will shape UCC as a multicultural world-class research university. To enhance the attractiveness of Ireland as an international destination for doctoral studies, we will continue to recruit and invest strategically to build critical masses of research teams in targeted areas to maintain world-class standards. This strategy has been operational in the Tyndall National Institute (Tyndall, incorporating the former National Microelectronics Research Centre) for two decades, where today 46% of the Principal Investigators and 58% of the doctoral students are from outside Ireland. Over the past four years, the number of SFI PIs has nearly doubled from 11 to 21 and strategic research partnerships have been formed with six institutions internationally. 1.2. Focus In a highly competitive global research environment, competition for scarce resources implies that the quality and scale of research and their alignment with regional and national needs will be primary determinants of the University’s research focus. Selected areas of research excellence have been identified for particular support on the basis of quality, scale, and national need. The University will pursue funding opportunities from government and international agencies, and will develop and implement a transparent programme for the use of available funding. The key research strategy of the University is to create substantial centres of excellence for world- class research in which individual scholars and research groups are given maximum freedom to pursue their investigations. While UCC will continue to encourage and support individual researchers, resources will be targeted strategically to consolidate investments in centres of excellence built around world-class interdisciplinary research teams addressing regional and national priorities.

2 To date, four Research Institutes have been established around critical masses of researchers in regional and national priority areas: Tyndall [Hardware ICT], the BioSciences Institute (BSI) [Food and Health and Life Sciences], the ABCRF [BioPharmaChem] and the Environmental Research Institute (ERI) [Environment, Marine and Energy]. Our evolving clusters are in Social Sciences, Software ICT, Health Services, and Digital Humanities. Tyndall was established in 2004, bringing together the National Microelectronic Research Centre (NMRC, founded in 1981) and the SFI-funded Photonic Systems Group. Tyndall inherited the efficient administrative and research support structures of the NMRC and has attracted 21 SFI-funded PIs and 3 Co-Is on the “hardware” side of ICT (Micro/nanoelectronics, Photonics, and Microsystems). Tyndall leads 2 SRCs and is a partner in 3 CSETs. A “hub-and-spoke” model has been developed at Tyndall to provide research support for academics who are not physically located within the Tyndall complex (including those at CIT). In addition, Tyndall provides access to its specialist equipment and support personnel through the SFI-funded National Access Programme (NAP). Over the past three years, 308 researchers (32% postgraduate students) from 17 Irish HEIs have benefited directly through NAP projects. Over the next four years, UCC will implement in the other research institutes the best practices in terms of governance, research support structures, and graduate training that have been optimized over the past twenty-five years in Tyndall. BSI was established with PRTLI funding in 2001 as the focus for research in Biological Sciences. Today, BSI is home to 27 PIs focused on Food & Health (including the APC CSET, Food for Health Ireland, and Nutramara), Cell Signalling (including Cancer and Neuroscience), Cardiovascular Biology, and Immunology/Infection. The success of research activity in these fields means that we have outgrown the original BSI building and the self-funded extension which enabled us to support inward R&D investment by GSK. Our strategic priority is to build additional research space and equipment to sustain growth in the industrial base in this area. The Analytical and Biological Chemistry Research Facility (ABCRF) is the focus of research in support of the BioPharmachem sector. The ABCRF is a partner with NIBRT and is involved in SFI SRCs in the areas of solid-state pharmaceuticals and drug delivery. The ERI building was funded under PRTLI in 2003. Once again using a hub-and-spoke model, it brings together 10 PIs in the areas of Environment and Climate Change, Marine, Energy, and Geosciences. These include Parsons, Beaufort, and Griffith Fellows, and an SRC in the area of Energy-efficient Buildings. Research in the “software” side of ICT (computing and mathematical sciences) has grown organically in UCC over the past decade, with 7 SFI-funded PIs located on four different sites, many off campus in rented accommodation. These groups (including the PRTLI-funded Boole Centre for Research in Informatics) will be consolidated in the Western Gateway Complex from summer 2009. This will facilitate cross-fertilization with particular areas of biosciences and health research which will also be co-located in the building. Further institutes will be established over the next four years as groups of researchers reach critical mass. In particular, support structures will be provided to the Social Sciences and Humanities to further enhance development in this sphere. 1.3. Partnership As a publicly funded Irish university, and recognising the economic imperatives of globalization and the knowledge society, we are fully cognisant of our responsibilities not only to produce graduates and research of the highest international quality, but also to engage proactively with government, development agencies, business, and the community to stimulate economic, social, and cultural development. UCC is promoting a shift towards a market-aware culture within the University by developing and rolling out training modules in business skills and entrepreneurship for researchers and postgraduate students. In accordance with national development priorities, UCC will continue to promote the commercialization of research at all levels and will continue to encourage growth of campus and “spin- out” companies. Over the past two years, supported by Enterprise Ireland funding, we have restructured the Office of Technology Transfer to be more industry-friendly, have developed comprehensive industry-led training initiatives for the Food and PharmaChem sectors, and have initiated tighter engagement with IDA and Enterprise Ireland with a view to stimulating economic development. These developments have allowed for best-practice procedures for the capture, protection, management, and exploitation of intellectual property, resulting in an improvement in the quality of patents and a resultant increase in the number of licences.

3 The University continues to promote local and national economic development by interacting proactively with industry and business through contract research, training programmes, collaborative research projects, and student placements. Building on the success of UCC’s University Technology Centre and CIT’s Rubicon Centre, we have embarked on an ambitious Science Park initiative in collaboration with CIT, Cork County Council, the IDA, and local developers In order to enhance overall research capability, sharing of expertise, and to ensure value for money nationally, UCC is committed to partnering with relevant Higher Educations Institutes to deliver excellence in postgraduate education, research, and technology transfer. Through the HEA’s Strategic Innovation Fund, we have partnered with NUIG and TCD in collaborative graduate education initiatives in the Humanities and the Environment. We are actively pursuing increased collaboration nationally in the evaluation and exploitation of intellectual property. We are currently engaged in national research and doctoral training alliances related to our strategic priorities in Food and Health, PharmaChem, Nanoscience, Imaging, BioSciences and Molecular Medicine, Health Services, High Performance Computing, Environment, Marine, Humanities, and Social Sciences. We pioneered the development of Energy Engineering education at masters and bachelors level and will partner nationally and internationally to keep Ireland at the forefront research and development in Ocean Energy and Energy Efficient Buildings. We have an extensive network of international research collaborations built up over many years, principally through EU programmes and individual researcher and research institution interactions. We will continue to develop strategic partnerships with these and other world-class research institutions both nationally and internationally, particularly for the area of exchange of doctoral students and researchers. Our objectives are to enhance the international experience of Irish researchers, to deliver value for money through the optimal use of large scale facilities, and to promote the research reputation of the country internationally. Whilst research in science, engineering, and technology (SET) provides tools for economic growth, research in health promotes our ability to support and enjoy this progress and, through health services research, to reduce the costs to the economy of the healthcare system. Research in energy efficiency and renewables will not only improve our balance of payments by reducing energy demands, but will assist in waste disposal, alternative exploitation of land resources, and the development of the ocean energy and microgeneration industries. Simultaneously, research in social sciences, business, law, and the humanities provides us with the tools to value these innovations in a supportive social and cultural context. Accordingly, investments in SET will be complemented by a commitment to support research in these disciplines. The University is embarking on strategic regional and national initiatives to promote Health Services Research, Financial Services, Digital Humanities, and Asian studies.

2. Research Priorities in Thematic Areas In this section, we outline our research priorities in the following domains: Biological and Medical Sciences (including Food and Health and Health Services); Earth, Atmospheric and Ocean Sciences (including Energy); Physical Sciences, Engineering and Mathematics (including ICT); Arts, Humanities and Social Sciences; Business and Law. 2.1. Biological and Medical Sciences (including Food and Health) UCC has worked in partnership with the Food and Pharmaceutical industries over several decades. With PRTLI, DAFF, SFI and industry funding, core expertise in Biological, Chemical, and Food Sciences has been consolidated in, or affiliated with, the PRTLI-funded BioSciences Institute (BSI) and the Analytical, Biological and Chemical Research Facility (ABCRF). These strategic investments in space, analytical equipment, and support personnel have enabled UCC to assist in the evolution of these industries towards higher value functional foods, bioactives, and drugs. Biological and Medical Sciences in UCC are grouped thematically as follows: 1. Food and Health (the umbrella theme for the SFI-funded Alimentary Pharmabiotic Centre CSET, Food for Health Ireland, and Nutramara) 2. Cancer cell biology (including the Cork Cancer Research Centre) 3. Neuroscience, mental health, and pain 4. Vascular health, diabetes, and stem cell biology 5. Microbe-host signalling, immunity, and infection 6. Health services, health policy and population health

4 Plant genomics represents an emerging area for UCC, where we see significant growth potential in the field of nutritional and therapeutic bioingredients; we are also building research capability in human reproduction and neonatology, through the establishment of the Anu Research Centre, embedded in the Department of Obstetrics and Gynaecology, and also underpinning paediatric research. UCC encourages and supports translational research in a broad range of areas, including the identification of novel biomarkers and molecular targets for a range of diseases; synthesis of molecules for diagnostic testing and therapy; development of drug and gene delivery systems; development of bioactive compounds; and the design and manufacture of biomedical devices (in partnership with Tyndall). We see translational research as an essential link with industry, with the health system, and the economic infrastructure of the country, and as central to the way we train our graduates. Over the next four years, we have prioritized space, bioanalytical equipment, animal facilities, and clinical research facilities in order to maximize the return on investment to date. The presence of a critical mass of ICT research on campus, ready access to teaching hospitals, the nearby Health Information & Quality Authority, and a growing base of medical device companies in the region present unique opportunities for UCC to stimulate economic growth through interdisciplinary translational research, imaging and device technologies, and to improve the quality of life nationally through health services research. Our research in support of pivotal industrial sectors already provides a healthy supply of highly- qualified graduates, consultancy, analytical support, professional training programmes, and biotechnology start-ups. It also acts as a magnet for inward investments by a range of pharma and food companies including GSK, Lilly, Amgen, and Pepsico. We are confident that further investment will yield even greater returns. We will continue to leverage our strengths through regional and national collaborations with the Food industry, the Health Service, and the BioPharmachem industry.

2.1.1.Food and Health The Agri-food sector is Ireland’s most important indigenous employment sector. Food safety, food packaging, biomaterials, and food and health have been identified as research priorities by the Department of Agriculture and Food in the SSTI and by the EU. There have been a number of national initiatives to examine the impact of food components and food bioactives on health. These include the Food for Health Ireland initiative by Enterprise Ireland, the marine-derived functional food ingredients initiative sponsored by the Marine Institute (Nutramara), and the investment in functional food research by Teagasc. Food research has been a pillar of UCC research since the 1920s. Five of the eight Thomson ISI Highly Cited Researchers in Ireland are in Food in UCC. The Agri-Food sector is one of Ireland’s most important industries, accounting for 36% of employment and 57% of exports from indigenous industries. UCC has supported the sector in three thematic areas: Food Science, Food and the Consumer, and Food and Health. The Food and Health theme is a central element of UCC’s research and teaching programmes. The University has made considerable investment in this sector over several decades; we have developed a long-term partnership with Teagasc which has resulted in closer integration of research personnel and sharing of facilities (including equipment and large animal facilities). Together with Teagasc, UCC hosts the SFI-funded APC which was primed through earlier PRTLI funding and is now one of the largest life sciences research centres in Ireland, having had its grant renewed in 2008. APC is responsible for attracting inward investment into Ireland in research by GSK. UCC’s Food Industry Partnership Board has provided continuing professional development for the food industry for many years. The Food and Health theme recognises the need for increased commitment to Fourth Level training and UCC, with FIRM funding, in partnership with Teagasc and UCD, has developed a highly successful structured National Graduate Training Programme for Food researchers, involving a series of residential modules in topics such as Innovation and Commercialisation, Communication Skills and Food Regulatory Affairs which postgraduate students and early stage researchers from institutions throughout Ireland can take. In addition, UCC jointly leads the National Food and Health Research Programme. This is a formal joint venture of the six universities on the island of Ireland with an interest in the area: UCD, UCC, UL, TCD, UU and QUB, together with Teagasc. In order to address the regulatory requirements for health claims associated with functional foods, national capability is being developed to analyse the impact of food components on physiological systems (at the molecular and whole-body level) and to produce

5 these entities under conditions of Good Manufacturing Practice (GMP). Furthermore, it is essential that these bioactive compounds can be tested in clinical and dietary intervention/supplementation trials in both healthy and specific patient sub-groups, and the biological samples analyzed; this is a strategic priority for UCC.

2.1.2.Pharmaceuticals Ireland remains a location of choice for the manufacture of pharmaceutical and chemical products: 16 of the top 20 Pharmaceutical companies in the world have established facilities in Ireland, most of these in the Munster region. The pharmaceutical industry currently accounts for 45% of exports. UCC is committed to the support of this industrial sector. The Cavanagh Pharmacy Building (CPB), incorporating the School of Pharmacy (SOP) and the Analytical and Biological Chemistry Research Facility (ABCRF) has added a third dimension to BioSciences research capability in UCC, enabling us to contribute at the interfaces between biology and chemisty, food and drugs, materials, and delivery technologies. Researchers within the SOP/ABCRF have strong interactions with the BSI/APC in relation to the biological aspects of the research and at the interface with Tyndall on the nanotechnology aspect. Thus, at a strategic level, the SOP/ABCRF cluster provides an exciting bridge between these two major research institutes, providing molecular expertise in design, synthesis, analysis, formulation, delivery, mode of action, and clinical application of pharmaceutical agents. With PRTLI, SFI, and industry support, UCC has invested heavily in infrastructure (€25M) and personnel to support the PharmaChem and BioPharmaceutical sector. Our partnership with industry is already mature. However, with recent developments in the sector, particularly the expansion of R&D activities and the growing importance of biopharmaceuticals, the skills needs are changing. UCC has responded by delivering advanced skills training through its PharmaChem Industry Training Unit. In partnership with UCD, NIBRT, TCD, and QUB, we are collaborating nationally to deliver a “one-stop shop” for doctoral graduates, research, consultancy, and training. We have leveraged twenty years of investment by adding advanced NMR capability, as demanded by our industrial partners, and a national graduate school. Investment in state-of-the-art infrastructure and graduate training in BioPharmaceuticals has enhanced the all-Ireland research environment and underpins the continued development of the industry nationally. UCC is a partner in two SFI SRCs (in drug delivery and solid state pharmaceuticals). We will match UCC expertise to the needs of the pharmaceutical sector in developing new drugs and bioactives, thereby maximizing our ability to collaborate with pharmaceutical companies in training, drug discovery, development and commercialization.

2.1.3.Translational Research Although great strides in the bench component of translational research have been made in Ireland, the potential for these to have an impact on patient care cannot be realised without a centre for translational medicine and clinical trials which are also needed to embed the pharmaceutical and medical technologies industry. The infrastructure required to enable science for health includes access to clinical samples, biobanks, gene reference libraries, bioinformatics, IT systems, human imaging, and preclinical facilities, in addition to bench research space required for expansion in both the University and associated hospitals. Core facilities will be managed by core technical staff to ensure institutional memory. Our priorities in this area include space, animal facilities, and equipment. Imaging Facilities With PRTLI Cycle 4 funding, we have built a national Large Mammal Imaging Facility adjacent to the large mammal cathether laboratory in the animal facility; this includes a PET-CT scanner and will eventually include an MRI scanner. We have partnered with Teagasc, which has pig breeding capacity. We expect our capability in this area to have a profound impact in the area of translational research nationally as it will allow proteins and novel compounds to be followed in real time in different tissues and organs of the body. Scientists undertaking fundamental research in thematic areas such as food and health, cancer, neuroscience, cardiovascular and infectious diseases (for example, into insulin-like growth factors and isoforms of angiotenin-converting enzymes) will be able to test their hypotheses both in vitro and in vivo, using animal models of diseases. Results from this investment will flow over the next four years. Biomedical research demands ever more powerful imaging instrumentation and training of the highest calibre. The ongoing development of such instrumentation bridges the gap between the physical and life sciences. BSI houses a combined microscopy-imaging technology platform currently known as the Advanced Microscopy Research Facility (AMRF). The equipment, image analysis software, and expertise make this facility unique in Ireland. Consequently, it makes a central contribution to the

6 research infrastructure in Cork which, together with large mammal imaging facility, will become a world class resource with the advent of the National Biophotonics Imaging Platform. The BioSciences Imaging Facility/AMRF is now a key centre of excellence in cellular and molecular imaging. Through this facility, researchers in the Munster region now have access to a greatly expanded array of imaging tools which underpin doctoral training and research in prioritised areas such as translational medicine in neuroscience and cancer. It combines the latest technologies in research-oriented molecular, cellular and whole animal imaging with an image analysis, computing and bioinformatics IT network. In addition, by exploiting expertise in large-scale computation and high- performance computing (e-INIS initiative), UCC is uniquely positioned to contribute both to the analysis of biological systems and to the development of related instrumentation. Clinical Research Facility The Clinical Research Facility (CRF) at Cork University Hospital (CUH) is an essential step to developing academic medicine in the region. The CRF, linked with the other national CRFs through the Irish Clinical Research Infrastructure Network (ICRIN) [under the Molecular Medicine Ireland umbrella] will enhance our capability to undertake human studies in order to investigate both normal physiology and pathophysiology as the disease processes progress. This facility will comprise not only the building with suites of laboratories and wards, but also will include infrastructural support―nursing staff, clinical biochemists and dedicated physicians―to ensure supervision of control, subject and patients during data collection and blood sampling. In addition, a centre for molecular medicine within close proximity to the CRC will be established to create a vibrant link between clinical and basic research and to promote a value-added research and development capability in the health system. Category 3 Facility With PRTLI Cycle 4 funding, we have constructed a Category 3 containment facility for an outstanding SFI-funded microbial genetics research team. This group has already published work in Nature. Technology Transfer UCC researchers have a strong track record in filing patents and in establishing spin out companies (patent filings in cancer, reproductive biology etc.; spin-out companies including Alimentary Health, Eirx, Neurocure, Luxcel). To reach our full potential in translational research, we will ensure that researchers have the time and support to produce new ideas and inventions, collect and protect intellectual property, and assist in identifying and establishing the necessary collaborations and links to translate research findings into medical devices and therapeutics for patients. The Office of the Vice President for Research oversees this activity, which is carried out by the Office of Technology Transfer, the BioTransfer Unit, and Enterprise Ireland. The number of expert personnel in this activity is being increased (with EI support) to cover a broader spectrum of the University’s research.

2.1.4.Medical Devices Building on our core biosciences expertise, animal facilities, clinical links, and ICT Research Institutes, there is significant potential for the development of medical devices in three main thematic areas, namely cancer, cardiovascular disease, and neuroscience. The immediate challenge in the area of cardiovascular disease is atherosclerosis and the development of drug eluting stents to suppress restenosis of the coronary arteries. Projects are already underway to take these devices to a further translational stage by embedding stem cells or growth factors into the stents so that they can infiltrate into the vessels to transform the cells into normal vascular smooth muscle. In addition, researchers in the vascular health, diabetes and stem cell biology theme are working with Tyndall to develop state-of- the-art technology in molecular and cellular diagnostics, novel spectroscopic imaging as well as sensors and biophotonics as it applies to the cardiovascular system. Future work involving collaboration between clinicians and Tyndall aims to develop immunosensors for the measurement of tumour markers and drug analysis, as well as the development of point of care medical devices for rapid and reliable diagnostics. The PRTLI-funded Large Mammal Imaging Facility is pivotal to realizing the full economic potential of this sector.

2.1.5.Health Services Research An active research community working close to the delivery of health care in clinical settings is critical to the improvement of the quality of health services generally and to improving equity in access to services and in health status. UCC engages with health care workers and with the wider HSE to deliver on Health Services, Health Policy and Population Health Research, including the development of health information systems, local and national disease registers, and health technology assessment. To underpin the Health Services, Health Policy and Population Health Research Theme,

7 capital funding for a Health Services Research Institute is necessary. This will build on existing local and national collaborations, including SLAN (Survey of Lifestyle, Attitudes and Nutrition), TILDA (the Irish Longitudinal Study on Ageing), and the doctoral school in Health Services Research. The focus of the HSRI is on knowledge transfer and translation with an emphasis on ensuring that research on the determinants of health and healthy ageing will provide a solid evidence base for public policy on societal determinants of health and successful ageing. The institute will also contribute to health and social care systems planning. Core infrastructural requirements include IT, data management archiving systems and biobanking, in addition to project management systems to support integrated national research collaboration in population health and ageing.

2.1.6.BioSciences Institute Funded under PRTLI cycles 1, 3, and 4, with self-funded expansion to support IDA-funded industrial research, the dual mission of the BSI is multi-disciplinary, collaborative research and the education of postgraduate scientists; these remain our central objectives. After less than a decade, the BSI research community has grown in numbers and in scope, outgrowing its original physical home and necessitating a review of its structure and governance. The BSI will remain the major vehicle financially underpinning platform technologies across wet laboratory bioscience research, not only within the BSI building but also with the entire community of scientists engaged in the biosciences anywhere in UCC or its affiliated institutions. To that end, the BSI engages in a seamless fashion with clinician-scientists in all of the teaching hospitals linked with UCC. Platform technologies and support personnel are funded through the SFI Overhead Investment Plan. In this way, the BSI is fully inclusive of all investigators willing to share resources and wishing to participate in research teams on collaborative themes. In recent years, the BSI concept has led to the development or maturation of specialist centres, such as the Alimentary Pharmabiotic Centre (APC), the Cork Cancer Research Centre (CCRC), and the Centre for Research in Vascular Biology (CRVB), all of which have reached critical mass in their own right and which will remain affiliated to the BSI. Growth of research in the BSI has led to the university self-funding an extension to the original BSI building and adding animal facilities. This is still not sufficient; further growth is constrained by lack of space and access to animal facilities. The expanded BSI, which will require construction in a new location (within the Western Gateway Complex) will comprise thematic research in the areas of cancer cell biology and signalling, neurosciences, infection and immunity, and systems biology, comprising the research arm of a new UCC School of Life Sciences encompassing the disciplines of Biochemistry, Microbiology, Anatomy, Physiology and Pharmacology. A high profile bioscientist has taken on the role of Interim Director of the BSI to finalize these changes, as prioritized within the current University Strategic and Operational Plans, with a view that a new Head of School/BSI Director will be in place in early 2010. In addition to facilitating collaborations across different traditional disciplines and across different university departments and faculties, the BSI is centrifugal in its orientation toward research. Scientists from each of its thematic foci and associated centres engage with colleagues in other institutions locally (Cork Institute of Technology and Teagasc, Moorepark), nationally and internationally. Tangible evidence of the historical success of the BSI approach to transdisciplinary, collaborative research is the emergence of separately funded centres such as the SFI CSET Alimentary Pharmabiotic Centre (APC; http://www.apc.ucc.ie), Food for Health Ireland, and Nutramara. The work of the APC is pitched at the interface between the food and pharma sectors and, as such, is well positioned to educate a new generation of scientists to service both industries. The APC bridges the traditional disciplines of science, food science and clinical medicine; it engages actively with the SOP/ABCRF and spans a multitude of participating departments. It is both a clinician-scientist collaboration and an industry-academe collaboration. As the APC continues to grow, it has attained sufficient critical mass to adopt a systems approach to certain areas of biology and human disease. Thus, it is already exploring collaborative ventures with colleagues involved in computational disease modelling within and outside UCC. Institute policy will continue to promote the further emergence of new centres, similar in ambition to the APC, from the main thematic scientific areas. In addition, the BSI structure encourages the development of new leaders, particularly in emerging scientific areas. A notable example is the development of a national programme in plant genomics and biotechnology which is linked with several of the existing themes. Many scientists and clinicians are engaged in more than one theme in the BSI or its associated centres and each group shares resources and ideas with one or more other thematic groups. In

8 summary, the BSI core structure is about shared minds and interdisciplinary science, with a distinct policy of promoting collaborative research programmes/themes over traditional, seemingly disparate disciplines.

2.1.7.Key Actions (2008–2012)  Provide 5,000m2 of additional research space for BioSciences;  Invest strategically in facilities (GMP, aseptic suite, microbial biofilm, SPF small rodent facilities) and support personnel to facilitate growth in the prioritized areas;  Renovate and remodel the Food Processing Hall;  Enhance technical support in computational/systems biology, protein structure analysis, histology, genomics, and imaging;  Form research alliances with national and international partners;  Enhance the quality of PhD training through structured graduate programmes in Food, Health Services, Cancer, Immunology and Neuroscience;  Increase research supervision capacity by increasing the number of PIs of international repute by 15;  Double number of PhD students to 120 through structured Graduate Programmes;  Increase the number of clinician-scientist collaborations and collaborations with pharmaceutical and medical device companies;  Promote interaction between scientists and clinicians through collocation;  Increase the proportion of research income from non-Exchequer sources to 20%;  Contribute to economic development through licences and research joint ventures;  Benchmark research using key performance indicators and peer review.

2.2. Environmental, Atmospheric and Ocean Sciences (including Energy) Energy, environment and sustainable development were prioritized in UCC’s Institutional Strategy for Research in 2001, at which time a decision was taken to consolidate research in the PRTLI-funded Environmental Research Institute (ERI). The importance of the Environment and Energy as strategic national research priorities has been reinforced in the SSTI and Building Ireland’s Smart Economy, in which the promotion of sustainable development and improved quality of life through protection of the environment and reducing our dependence on imported energy are key strands. UCC focuses on four thematic areas, in which its research leaders have Beaufort, Griffith, and Parsons awards and an SFI Strategic Research Cluster: 1. Environment and Climate Change, 2. Marine & Freshwater Research, 3. Sustainable Energy, 4. Geosciences.

2.2.1.Environment and Climate Change

The majority of the well-documented global environmental changes, such as increased CO 2 leading to climate change, eutrophication of freshwaters, and loss of biodiversity, are being brought about directly and indirectly through human activity. In the Irish context, the long-term protection and sustainability of our environmental resources (e.g. forestry, agriculture, freshwater and marine) requires a detailed understanding of the complex interactions amongst the various components of the earth system. In order to meet these challenges, an inherently multidisciplinary approach is required. The ERI facilitates such an approach, providing a critical mass of researchers and supporting infrastructure. From this base, UCC researchers can focus on assessing the impacts of both natural and anthropogenic environmental pressures on the functioning of the atmosphere and hydrosphere; including addressing the effects of pollutants on air and water quality, with a particular interest in assessing the ultimate effects of these pressures on human health, climate change, ecosystem functioning and associated biodiversity. Thus the ERI enables UCC to help fulfil Ireland’s commitment to environmentally-based legislation and socio-economic development. Air and Water Quality UCC’s Centre for Research into Atmospheric Chemistry (CRAC) addresses pollutants that affect air and water quality. The activities are wide-ranging and involve a combination of laboratory, field, and modelling studies performed in collaboration with local authorities, the EPA, and research partners in European networks. The group is also involved in developing novel techniques for detecting trace gas

9 species. The research effort is focussed on current and emerging issues of national importance, including linkages between air quality, human health, and climate change. Atmospheric Chemistry is one of the five research themes within the ERI, with researchers from CRAC among others involved in these Environmental Monitoring and Modelling activities. ERI researchers in the Environmental Microbial genomics group are also involved in projects relating to water quality, particularly in the use of novel biotechnological approach to the removal of phosphates and nitrates from Irish industrial wastewaters. Biological assessment of water quality and impacts of agriculture and forestry on water quality and aquatic resources also forms a key research area supported through the EPA. Biodiversity The National Biodiversity Plan 2002 compels relevant Government Departments and State agencies to prepare, with stakeholders, Biodiversity Action Plans in line with agreed guidelines to ensure and promote the conservation and sustainable use of biodiversity. Biodiversity researchers at UCC integrate both theoretical and empirical approaches to study biodiversity change and its effects on ecosystem functioning. They are also developing insights into the modelling of complex ecological systems. Researchers are also interested in the applied management of natural resources linked to biodiversity conservation at both a species and landscape scale. Sustainable Development of Forestry In response to a national and international focus on sustainable development, and particularly sustainable forest management, the Irish Forest Service has emphasised forestry policies to promote diversity. Successful management of multifunctional forests will require knowledge not only of the trees and timber production but also the biota and prevailing ecological processes that underpin potential benefits and diverse products. UCC has established a strategic alliance with COFORD as a research provider in the field of sustainable development of forests. Significant inter-institutional projects supported by the EPA have been carried out and a six-year Research Programme, involving a number of sub-projects has just been initiated. This has enabled us to build a critical mass of research expertise in this area, positioning UCC to address national and FP7 research needs. Environmental Biotechnology/ Plant Biotechnology. Researchers are developing approaches to use biological systems for the remediation of contaminated environments (land, air, water) and for environment-friendly processes (green manufacturing technologies), together with attempts to harness biological/plant and agricultural processes in the environment for commercial uses and exploitation. They are also focused on developing new and improved environmental technologies, which can be applied to reduce the environmental impact of human activities. Clear synergies exist between these researchers and the environmental engineers particularly in the area of biofuels research. Environmental genomics/biotechnology researchers have extensive experience in prokaryotic genetics and in bacterial population genetics and are focused on gaining a fuller understanding of how microbes survive, grow and interact in their various environmental/ecological niches; an approach which is fundamental to their exploitation for biotechnological application. Researchers are also focused on environmentally protective strategies for the management of crop pests and diseases, including the development of resistant cultivars and the use of biological control strategies and semiochemicals; together with assessing the molecular-physiological responses of plants to climate change, UV-radiation, salinity stress and pollutants such as heavy metals and nanomaterials. New technologies It is clear that new technologies will play a vital role in allowing environmental researchers to assess the potential deleterious effects of climate change. For example technologies such as satellite Remote Sensing (RS) will be useful in the study of a variety of different environments ranging from high latitude polar regions to the marine, terrestrial, biosphere, atmosphere and geosphere. In addition, proteomic based approaches will continue to be useful in assessing the environmental effects of exposure to chemical pollutants, while metagenomic based approaches will be required to achieve a comprehensive understanding of both marine and terrestrial microorganisms, (which play a key role in global nutrient cycling) and their susceptibility to environmental variability and climate change. These metagenomic based technologies will also be useful in combination with high throughput screens to identify novel bioactive compounds with potential biopharmaceutical applications; from both terrestrial and marine ecosystems. In addition, it is clear that the environmental effects of emerging technologies such as nanotechnology will also need to be assessed both from a human health and an environmental impact standpoint.

10 2.2.2.Marine Marine research at UCC, encompassing biology, earth science and engineering (ocean energy) while also including inputs from mathematics, social sciences and law; is particular focused on the functioning of the marine environment (coastal and metocean processes, marine biology, seabed processes, palaeoceanography), resource appraisal (marine biodiscovery, ecosystem “hotspots”, fisheries, habitat mapping, marine aggregates, marine environmental quality, ecotoxicology, marine mammal and bird studies, seabed mapping), and resource management (coastal engineering, environmental law and policy support, finfish and shellfish aquaculture, ICZM marine geomatics). In the case of the marine environment, it is clear that more knowledge is urgently required regarding internal interactions in the face of unprecedented and exponentially increasing anthropogenic effects (climate change, ocean acidification and overfishing). Marine research themes are also addressed by research centres such as the Coastal and Marine Resources Centre (CMRC), the Fisheries and Aquaculture Development Centre (AFDC), the Aquatic Services Unit (ASU) and the Hydraulic and Maritime Research Centre (HMRC); which are research centres associated with the ERI. Marine researchers at UCC are recognized as the largest and most successful group of researchers nationally and have also made internationally-recognised contributions to marine research and start-up companies in aquaculture. A measure of UCC’s pre- eminence in the marine area is evidenced by its success in obtaining three of the five Beaufort Marine Research programmes, in which the Irish Government invested €20 million over a seven year period in areas such as Fish Population Genetics, Ecosysytems approaches to fisheries management and Marine Biodiscovery. These programmes also have clear synergies with other government funded schemes in the marine area, specifically in the area of Marine Functional Foods. The Marine area at UCC has been significantly strengthened through the recent appointment of a SIF Professor in the area of Marine Molecular Biodiversity at the ERI, who will be involved with other Universities nationally in the establishment of a national Marine Graduate School.

2.2.3.Energy UCC’s track record in energy research stretches back to the late 1970s. We have developed particular expertise in ocean energy (recognised by a Charles Parsons Award), wind, and biofuels, as well as conversion, energy demand, energy use in buildings (in which area we lead an SFI Strategic Research Cluster) and in transport. UCC pioneered Engineering degrees at masters and bachelors level in Energy; we are committed to developing a structured doctoral programme in Energy Engineering. Over the next four years, we intend to grow our activity in Energy working in an all-Ireland collaboration. Energy research in UCC targets a number of the areas which are of strategic national importance as outlined in the Energy Research Sub-Programme of the National Development Plan. The drivers for energy research result from issues relating to security of supply, rapid growth in energy demand, EU Renewable Energy targets and environmental obligations. A key driver is the significant potential of sustainable, indigenous energy sources such as ocean, wind, and biofuels, as well as energy efficiency through smart buildings. Ocean Energy The Ocean Energy group is developing and demonstrating oscillating water column wave energy devices with support from the Marine Institute’s Blue Power initiative and a Parsons award. On one hand they provide focused research to facilitate, support and grow the industry and on the other they pursue longer term research relevant to the wider needs of the field. The group is committed to forging links with complementary research teams within Ireland and abroad; it promotes interdisciplinary research within UCC and beyond. UCC will continue to play a leading role in several large European and international collaborative research projects, and will represent Irish interests within the international Energy Association (IEA). The strategy of the group will lead to Ireland being a centre of excellence for ocean energy research. A key piece of national infrastructure to support the development of ocean energy is a wave tank. The Department of Communications, Marine, and Natural Resources has part-funded the relocation and expansion of UCC’s on a new site at Ringaskiddy. To facilitate the move, the Port of Cork and the IDA have partnered with UCC and CIT to develop an ocean energy campus on this site (called ERI@MErC) to stimulate the growth in the ocean energy industry through co-located research and industrial development activities. Wind Our main focus in this field is on the grid integration of wind energy and the new technologies required to maximize the level of national energy capture. The use of wind energy forecasting, combined with

11 large scale and distributed energy storage systems and load balancing, is being investigated. Ireland currently has the largest percentage of grid connected wind-generated electricity and this creates an opportunity for world-leading research in this area. Bio-energy, Biofuels and Biogas Our research focuses on the production of biogas from energy crops and food and beverage industry residues. The multidisciplinary approach addresses optimisation of crops, pre-treatment of the biomass, utilisation of enzymes, and reactor design. This involves collaboration with the Environmental Microbial Genomics group at the ERI and with Plant Biotechnologists. In collaboration with strategic industrial partners, we apply systems analysis to bio-energy systems, from woody crops for combined heat and power systems to oily crops converted to transport biofuels. We will partner with Cork Corporation, Bord Gais, and the Environmental Protection Agency to develop technologies for the accelerated and efficient conversion of waste to biogas. The city has provided a site, and plans to run a fleet of buses on biogas derived from waste; Bord Gais will buy surplus gas from the project, and two startup companies are planned to exploit the resulting technological innovations. Energy in buildings

Improving the energy and CO2 performance of the built environment can be facilitated by the use of wireless sensors for internal environment control. Our research uses the ERI building itself as a test laboratory. This collaboration with Tyndall and CIT’s Networked Embedded Systems Research Institute (NEMSYS) addresses wireless sensors hardware, software, data fusion and widespread deployment for building energy management. The ITOBO SRC focuses on energy efficient buildings and is working with leading Irish and European companies in this space.

2.2.4.Geoscience UCC research in Geosciences involves a wide range of inter-related disciplines including geology, geophysics, geochemistry, hydrogeology, oceanography, physical geography, and geotechnical engineering, all of which inform aspects of our current teaching and research programmes. These are key aspects of the modern economy of Ireland, such as the search and development of natural resources, including oil, coal and gas hydrocarbons, and renewable energies, including wind, geothermal and wave power. Moreover, it underpins essential infrastructural items such as aggregates, crushed and ornamental stone, important base metal exports such as zinc and the provision and monitoring of clean water supplies and of certain toxic waste. Researchers in the Geosciences area at UCC will target research priorities identified through the Griffiths Geoscience Research Awards Scheme, especially in the fields of marine, environmental and solid earth processes.

2.2.5.Environmental Research Institute The Environmental Research Institute was established in 2000 with a mission to support and develop Environmental based research, training and education within UCC and to develop an international reputation for excellence in the environmental research thematic areas. The ERI also addresses the national need for Environmental Sciences and Policy research to guide Ireland into an era of sustainable environmental, social and economic development. The Institute brings together expertise in the Biological, Chemical and Environmental areas, as well as Environmental Engineering, Renewable energy and Law. The key focus is on the development of a number of key sets of “Platform Technologies” and core expertise in scientific programmes, which will underpin the future growth of the ERI in a sustainable way. The ERI building itself is physical located in a custom-built 3000 m 2 building on the Lee Road. The aims of the Institute are (i) to foster and sustain collaborative, multidisciplinary environmental based research within UCC to the highest international standards; (ii) to facilitate the further growth and development of a number of key relevant and sustainable research thematic areas, thereby ensuring the future of the ERI; and (iii) to prepare postgraduate research students for careers in the Environmental Sciences and Engineering areas and finally, to facilitate the transfer of knowledge to industry, including the development of potential spin-off companies. ERI research activities are not limited to the ERI Building; with many of the Institute’s constituent researchers being either based in their primary departments on the UCC campus and or in research centres which are located off the main campus. This is in keeping with the overall research strategy of the University, whereby the ERI utilises a “hub-and-spoke” model to bring together researchers within UCC in the areas of Environment, Marine and Sustainable Energy & Environmental Engineering by providing research support for academics who are not physically located within the ERI.

12 The integration of Environmental Research in the ERI has enabled a more strategic approach to the area, enabling UCC to focus on its core areas of expertise, avoiding duplication of research effort, and delivering economies of scale through the grouping together of both physical and intellectual resources. This has facilitated multi-disciplinary scientific approaches being employed in the ERI to address many of the complex environmental challenges being faced globally today; such as threats to Biodiversity and Climate Change A total of 53 tenured academic staff and 63 non-tenured researchers are currently involved in the research activities of the ERI. The multi-disciplinary scientific and socioeconomic approaches being employed in the ERI to address the complex environmental challenges being faced globally today (such as Climate Change, Marine Resources, Biodiversity, and Energy) make it an attractive location for training postgraduate students, thereby contributing to the national goal of producing high calibre doctorates. Research at the ERI is primarily focused around research clusters/groups developing a greater knowledge of the important interactions between human activities and the biosphere and on the development of tools, technologies and approaches to help monitor, alleviate and prevent environmental stresses. Research cluster/group activities include:  renewable energy (particularly ocean energy, and waste-to-biogas);  energy-efficient buildings;  the role of changing atmospheric composition on air quality, climate, ecosystems and human health; with pressures on the environment from anthropogenic and natural emissions also being examined;  understanding environmental processes at a fundamental level, particularly in aquatic/marine, terrestrial/forest ecosystems; with work focusing on evaluating ecosystem biodiversity functioning, change, stresses and pressures and on in assessing the impact of anthropogenic activities on environmental systems and human health and in developing creative ameliorative solutions to ecosystem damage;  how to appraise, develop, conserve and exploit our natural terrestrial and marine resources in a manner that will not compromise the ability of future generations to utilise and enjoy the resources, nor injure the future capacity of ecosystems to respond to natural and human- induced changes;  developing appropriate ameliorative solutions to biosphere change and to the sustainable management of our resources including technical, legislative and economic measures;  the development of new and improved environmental technologies, and on how these can be applied to reduce the environmental impact of human activities. Work is specifically focused on the research, development and demonstration of optimal energy systems which adopt a holistic (full life cycle) approach to the sustainable production, distribution and utilization of energy. Research being undertaken at the ERI is relevant to national research priority areas identified in the SSTI, namely Environment, Marine and Energy in specific areas such as climate change, biodiversity, environment and health, air pollution, waste management, water quality and ecotoxicology; together with other strategic research themes in the Marine, Agriculture/Environment and Energy areas. Research activities in these areas are sustainable given that these areas will be targeted for future funding by national funding agencies such as for example in the Environment (EPA), Marine (Marine Institute), Energy (SEI, Parsons) and through the Department of Agriculture & Food (FIRM, Stimulus). In addition, all of the ERI Thematic Research areas are also strategically important across all areas of activity in the EU 7th Framework Research Programmes, such as energy, climate change, sustainable management of resources, environmental technologies and earth observation & assessment tools, while marine science is a horizontal element spanning a number of priority FP7 programmes. ERI, together with key schools within SEFS, is involved in a Graduate Research Education Programme in the area of the Environment. This collaborative national programme, funded through PRTLI 4, is providing structured thematic postgraduate Fourth Level education for students in each of the partner institutions (NUIG, TCD, UL, NUI Maynooth and QUB). UCC is providing a mixture of generic and specialised skills modules and training to equip graduates for a range of career paths. In addition to sciences, the ERI has researchers working in the area of Environmental Law with an established record of leading-edge research in the areas of Planning Law, International Water Law, Environmental Law, the Law of the Sea, and Natural Resources Law.

13 The ERI has formed strategic partnerships with both the Environmental Change Institute and the Martin Ryan Institute at NUIG and the Centre for Environmental Research at UL through the Institute for Environmental Studies. Many ERI research projects involve collaborative links with other Research Institutes and Universities, both nationally and internationally.

2.2.6.Key Actions (2008–2012)  Strategically invest in underpinning infrastructure (platform technologies) and support personnel to facilitate growth in the four key thematic areas;  Improve the effectiveness of the national research effort by strengthening linkages with other National and International Research Institutes in the Environment, Marine, and Energy areas;  Facilitate the implementation of National Graduate Programmes in Environment, Marine, and Energy;  Increase the number of PIs of international repute by strategic recruitments in the following areas: Environmental Chemistry, Molecular Plant Science, Environmental Genomics, Marine Geosciences, Bioenergy Engineering, Marine Biodiscovery and Environmental Toxicology;  Forge additional strategic research linkages with School of Life Sciences in areas such as Plant Biotechnology, with the College of Medicine & Health in areas such as Environment & Health and with the Tyndall in the Life Sciences Interface area.  Further increase the number of PhD students graduating under the supervision of ERI Principal Investigators.  Further strengthen strategic research alliances with government agencies including EPA, COFORD, and the Marine Institute;  Enlarge the footprint of ERI;  Increase the proportion of research income from non-Exchequer sources (particularly FP7, industry, and state agencies) to 20%;  Deliver regional and national innovation and commercialisation support facilities for ocean energy (ERI@MErC) and waste to biofuels.

2.3. Physical Sciences, Engineering, and Mathematics (including ICT) With the establishment of the National Microelectronics Research Centre (NMRC) in 1981, UCC pioneered a model of an interdisciplinary and internationally-renowned national research infrastructure supporting industrial development through structured doctoral training, research, consultancy, technology licensing, start-ups, national access programmes, and continuing professional development. For over two decades, the NMRC has provided the research infrastructure to support inward investment in microelectronics and integrated circuit design. In 2006, NMRC became a part of Tyndall, Ireland’s largest research centre. UCC/Tyndall now hosts 28% of all SFI PI projects in the Information and Communications Technologies (ICT) domain; the majority (ca 80%) of these are supported by the hardware infrastructure in Tyndall; the remainder, mainly in algorithms and software, are distributed across five locations on and off campus. In addition to growing Tyndall to support the “hardware” ICT sector, our objective over the next four years is to leverage our expertise in computers and computation to encourage a new wave of investment in knowledge industries (“software” ICT). Central to this strategy is the establishment of a “software”| ICT institute to complement Tyndall by providing a “one-stop shop” for applications that require mathematical and computational methods. These include traditional domains such as software, as well as growth industries such as smart buildings, computational biology, medical diagnostics, and financial services.

2.3.1.Hardware ICT Among the most strategically important technologies for indigenous and multinational ICT industry in Ireland are signal processing, power electronics, circuit design, mechatronics, and control. UCC has well established expertise and a significant research infrastructure in these areas. The supply of Electronic/Electrical (EE) engineering graduates nationally is set to fall from 400 per annum in 2002 to just 100 in 2012; this will have serious implications for the strategic plans of companies which wish to re-position themselves up the value chain by engaging in more advanced research and development. As the largest supplier of EE graduates in the country, UCC is uniquely placed to address this critical deficit. Through masters level conversion programmes (in Microelectronics, Photonics, Advanced Manufacturing, and Sustainable Energy) and over two decades of experience in attracting both Irish and international students into structured doctoral training, UCC has developed proven strategies to augment the flow of highly-skilled graduates.

14 Building on its traditional base in Microelectronics and previous PRTLI and SFI investments in Nanoscience and Nanotechnology, Tyndall has developed world-class research capability in Photonics, with an emphasis on high speed, integration, quantum aspects, and utilising nano structures for novel photonic devices. A proven doctoral programme in Microelectronics is already in place; we will add collaborative national doctoral programmes to our portfolio in the fields of nanoscience and nanomaterials, as well as Photonics. These will leverage over €200M of infrastructural investment in Cork as well as SFI-funded research teams in UCC/Tyndall, TCD (CRANN), UL, UCD, DCU, and NUIG. In the Biomedical domain, UCC is uniquely positioned to act as a systems integrator, given its extensive experience in materials, sensors, interface electronics, software, and packaging. We are collaborating with CIT in wireless sensors for health and the environment, with DCU in sensors, with UCD in embedded systems for healthcare, with CTVR and WIT in telecommunications, and contributing computational and photonics expertise to the National Biophotonics Imaging Platform. We focus on optical diagnostics and imaging, laser fluorescence methods and medical therapies, fundamental studies of DNA mechanics (protein folding, etc.) and cellular dynamics, radiotherapy and medical acoustics. UCC is also a significant supplier of plasma research for energy and materials applications.

2.3.2.Software ICT UCC is internationally recognised for its research in the fields of artificial intelligence and complex systems, computer networking and computer security, distributed systems and real-time programming languages. Our research has been supported mainly by SFI and the EU, but also by industry giants such as AT&T Labs (USA), Microsoft Research, and Sun Microsystems. This research is carried out by a number of disparate groups: Cork Constraint Computation Centre (4C), Centre for Efficiency- Oriented Languages (CEOL), Boole Center for Research in Informatics (BCRI), Centre for Unified Computing (CUC), Mobile and Internet Systems Lab (MISL), and Cork Complex Systems Lab (CCSL). Over fifty PhD students are currently working in these units. In addition, UCC has growing interdisciplinary mathematical and computational research activity in astrophysics, medical imaging, coding and cryptography, language processing, and financial mathematics. As a significant expert user of High Performance Computing, UCC is collaborating nationally in the ICHEC and e-INIS initiatives, as well as building local parallel and grid and cloud computing expertise to support applications such as astrophysics and imaging for medical diagnostics. To enhance the productivity of its strongest research teams and to foster cross-fertilization across disciplines, we will incentivise a new flagship research institute in software ICT when the Schools of Mathematics, Computer Science and Life Sciences collocate in Western Gateway Complex in summer 2009. Modelled on Tyndall, we envisage that this institute will provide the administrative and technical support structure to release academic staff to devote more time to research. The focus of the institute will be Computers and Computation, and their applications in strategic target areas. We are confident that the institute will act as a magnet for doctoral students and an engine for economic development in the region. In addition to its graduate programmes in Computer Science, UCC has also developed interdisciplinary courses in Computational Biology, Computational Economics, and Civil and Environmental Engineering and IT. The secure and efficient operation of built artefacts in markets that contribute significantly to the Irish economy, such as PharmaChem, financial services, agri-food, etc. is essential to quality and competitiveness of the Irish economy. However, current IT-applications used to control building services, to manage the energy consumption and to strategically plan and organize repair, maintenance and inspections are underdeveloped and not integrated. The objective our research in this area (in collaboration with CIT) is to develop technology platforms that will support integrated energy and environmental management in buildings (and other platforms in the built environment) using a combination of wireless sensor network technologies, an integrated data model and data mining methods and technologies.

2.3.3.Key Actions (2008–2012)  Invest strategically in administrative and technical personnel to support a “software” ICT research cluster;  Embed training in business and innovation in all doctoral programmes;  Contribute to economic development through licences and research joint ventures;  Form alliances with international partners for research, staff and student exchanges;

15  Enhance the quality of PhD training through structured doctoral programmes in Nanoscience/engineering, Photonics, Telecommunications;  Promote convergence research at the Life Sciences/Computational Sciences interface;  Increase the proportion of research income from non-Exchequer sources to 30%;  Increase research supervision capacity by increasing the number of PIs of international repute by 15;  Engage more research staff in teaching.

2.3.4.Tyndall Tyndall is Ireland’s largest research centre, specialising in defined areas of “hardware” ICT. It brings together researchers from the former UCC NMRC, academics from UCC and Cork Institute of Technology (CIT), and the Photonic Systems Group (PSG) which relocated to Ireland from the UK in 2002 with support from Science Foundation Ireland (SFI). This has established a critical mass of over 350 researchers in ICT, with a particular emphasis on quality and accomplishment, exemplified by the fact that there are now 24 SFI-funded Principal Investigators (PIs) associated with Tyndall. In January 2006, Tyndall was established as a “stand-alone” entity (subject to the financial and legal precepts of UCC) by a Memorandum of Understanding signed by the President of UCC and the Minister for Enterprise, Trade and Employment. Tyndall’s 5-Year Strategic Plan was approved by SFI, DETE and UCC in January 2007. The vision for Tyndall is that it will play a central role in the future development of the Irish knowledge economy. The Irish ICT industry is the largest manufacturing sector in the country, and has considerable potential for increasing the level and quality of its R&D. Industry has indicated that its main needs from research institutes are industry-friendly IP policies, R&D that is aligned to industrial needs, agility and speed of response, unique world-class capabilities, and a strong output of well- trained people at postgraduate level. The twin emphasis at Tyndall on maintaining (i) world-class research activity and (ii) driving innovative work through to exploitation by existing Irish industry, through inward investment, and spin-outs, is central to the delivery of UCC’s Strategy. Tyndall has two phases of infrastructural development in progress, which will greatly improve the quality of research and the learning experience. Tyndall’s expansion plans (to increase from 300 research personnel in 2006 to 500 by 2011) are central to the university’s targets of increasing the numbers of postgraduate students to 30% of the total student population. Tyndall has a strong record of driving its innovative work through to exploitation and is committed to strengthening this activity. This will greatly contribute to the national targets in this area. In addition, while Tyndall is heavily focussed on the delivery of postgraduate research and education, it is also strongly committed to providing teaching resource at undergraduate level, and to introducing final-year undergraduate students to research project work. This will assist UCC in the delivery of its targets to provide a quality student experience at both postgraduate and undergraduate levels. Tyndall’s contribution is through the work of world-class teams performing ground-breaking research on new materials, devices and systems with a “from atoms to systems” philosophy and focusing on delivering value from research to the Irish economy. There are clear objectives to produce results of internationally-acknowledged excellence and to train significant numbers of high quality graduates to PhD level. Success in achieving these quality and training objectives will be key to future economic development in Ireland through the attraction of inwardly-investing high technology multinational companies, the encouragement of existing indigenous companies to increasingly embed their R&D in the country, and the generation of new businesses through, for example, high potential start-ups. Tyndall is committed to growing its activity substantially through a combination of government, EU and contract-funded research, together with a strong level of commercial development work for, and sales to, industry partners. Over the period 2006 to 2012, this growth will help increase the numbers of staff and students from 300 to 500, in line with the national strategy to double PhD student numbers. In 2008, Tyndall had 107 graduate students, of which 96 were PhD students, and is on target to increase to 140 in 2011. This will double the number of students relative to 2006, two years ahead of the SSTI target. Tyndall’s mission is to engage in world-class ICT research and to act as an engine to drive economic growth through the development of people and ideas in areas of strategic importance to Ireland. These include Micro/nanoelectronics, Photonics, and Microsystems. The strategic objectives and the way these map onto the Irish government and industrial objectives are shown in Table 2.1.

16 Table 2.1: Strategic Objectives for Tyndall

Irish Strategic Objective Tyndall Strategic Target Summary of Progress to February 2009 I

T International Tyndall will aim to publish ca In 2008, Tyndall published 90 papers in S profile 50% of its papers in journals the top 20% journals. This represents n i lying in the top 20% of their 51% of its journal paper output, which e

c field, as measured by exceeds the target set last year. There n e

l published impact factors. has been a growth in the percentage of l

e papers in this top quintile from 44% to c

x 51% from 2007 to 2008. E Principal Tyndall will increase its An SFI “definition” of “PI” was investigators number of world-class PIs (as requested. This is considered to be a assessed by SFI investigator- minimum of 10 people, with funding to ships & publication record, match. Tyndall now has 19 SFI PIs using such metrics as the “h- plus 7 others who satisfy the above index”) from 17 in 2005 to 30 definition, making a total of 26. in 2011. h

t IP Tyndall will aim to complete Tyndall completed patent 2 license

w management 10 IP licensing deals with deals in 2008, bringing the total to 4 for o r and Licensing industry in the period 2006 to the period under consideration. This is G

d 2011. on-target. n a Support to Tyndall will aim to establish, Tyndall has one industry suite occupied n o

i industry and have occupied, 3 industry with four industrial scientists in place in t

a suites within its facilities by Jan 09. There is interest from several v

o mid-2009. Tyndall will fully quarters in taking space in the n n

I support the agendas of IDA remaining two suites. Tyndall has been

e and EI in their aims to very active in supporting IDA and EI, s i

r develop Irish industry by plus various HPSU companies in p

r attracting inward investment Ireland. e t and developing technology n

E transfer and high potential start-ups. Spin-outs Tyndall will aim to establish a None established in 2008. This is a minimum of 5 high potential challenge which is based around start-ups in the period 2006 to establishing a culture of 2011 entrepreneurship at Tyndall, which will take time. We are currently tracking 10 opportunities for start-ups in Feb ’09. Business Tyndall will aim to establish Funding established. Should be incubation and have in-use 300m2 of complete in May 2009. business incubation space by early 2009 Networking Tyndall will organise a One innovation workshop organised in and minimum of 7 Innovation 2007. Four entrepreneurship lectures Awareness workshops over the period with 150 attendees held in 2008. 2006 to 2011, collaborating with EI and IDA in this objective. Competency Tyndall will participate in at Tyndall established 2 Strategic centres least 2 competency centres in Research Clusters in 2007 and will bid ICT. It will establish at least for more when the next call is released. one CSET in the period 2006 It is likely that the PSG activity will be to 2011. converted into a SRC by SFI. Some of the SRCs will grow into CSETs. Tyndall is a major player in two of the Competency Centres established in

17 2008: CCAN and MCCI. Industrial R&D Tyndall will increase its level This target is behind schedule due to of industrially-sponsored R&D delay in hiring the Head of Business activity by a minimum of 10% Development (end 2007). However, a pa in the period 2006-2011. proactive program has been put in place to target innovation partnerships with Industry which will help to get this target back on track. g PhD Graduate Tyndall will increase the Number of PhD students at the close of n i

n Numbers number of PhD students 2008 was 96 (21% increase on the i a

r studying on-site from 70 in average in 2007). Tyndall is on target T 2006 to 140 in 2011, maintain to meet the 2011 number. d n the average time to complete a

n (from registration to thesis o i hand-in date) at <4 years. t a c

u Irish Graduate Tyndall will establish itself as Under the INSPIRE programme, d Schools an active participant in the several new graduate modules/ have E

e new Irish Graduate Schools been delivered via video conference to t a system, providing 1000 partner universities (TCD, UL, QUB). u d person contact hours per year Estimated contact hours in 2008-09 a r of teaching by 2011. pilot programme : 350 G Teaching Tyndall will increase the Tyndall staff provided 8,089 student number of contact hours that contact hours of teaching in 2006 and its staff teach in Irish third 7,419 in 2007. level institutions from 250 in 2006 to 500 in 2011. Training Tyndall will establish itself as Tyndall did not present any CPD an international centre for course in 2007 or 2008. Currently CPD training in ICT, and by under review. 2011 will be presenting 200 hours pa of CPD courses t r Access Tyndall will grow the National In 2008 there were 55 NAP proposals o p Access Programme for its received, there were 37 projects p u facilities, increasing the approved with a success rate of 82% S number of active projects (45 proposals were sent for review). from ca 50 (end 2005) to [For info: Figures for 2007 were 57 ca70 by 2011, with an proposals received, 47 projects average success rate of 70%. approved, success rate 87%, (54 sent for review)] Visiting Tyndall will increase the Tyndall had 56 visiting researchers Researchers numbers of staff and students present at the end of Feb 2009. This from other Irish third-level included 16 research students, 23 institutions working in its university staff and 8 industry/EI staff. facilities from 9 in 2006 to >40 in 2011. l a Framework 7 Tyndall will increase the level Tyndall received €4.6M from EU n o of funding it receives from EU projects in 2008 compared with i t a programmes from 3M€ in €4.417M in 2007. n r 2005 to 7M€ in 2011. e t n I N/S Academic Tyndall will establish At the end of 2008, Tyndall had 7 NAP Links collaborative research projects running with Northern Irish projects with third level Universities, plus other collaborative institutions in the North and projects (e.g. FORME SRC) involving explore/establish the North. mechanisms by which they can be included in the National Access programme.

18 N/S Industrial Tyndall will establish at least This was completed in 2007. Tyndall Links one collaborative research established a research project with programme with a Northern Seagate in NI. The project has led to a Irish company larger engagement in the Nanotechnology Competence Centre. Going forward Tyndall has integrated NI into its marketing strategy and sees N/S funding mechanisms as an integral part of the funding landscape.

h Raising Ensure Tyndall web-site is A needs analysis has been conducted c a

e awareness high quality, is disseminating and a specification for the new web has r t latest results in a readily- been created. Following a tender u

O understood fashion, and that process a web provider has been pages are updated at least selected. Contracts will be placed in quarterly. Provide assistance March and the web will be created in to 1st and 2nd level student 1H09. awareness campaigns by UCC and other third-level institutions. Teacher CPD Tyndall will actively Tyndall had 3 STARS researchers in participate in the STARs 2008. SFI have discontinued the programme, and work to STARS programme for 2009 and are increase the numbers of now seeking another agency to take up participating teachers from 4 this programme. Tyndall will therefore in 2006 to 8 in 2011. Tyndall discontinue taking teacher researchers will work with HEA to in 2009 but will re-engage with the establish appropriate CPD STARs programme if it or an equivalent training courses for teachers programme is re-established. in S&T.

Tyndall is working collaboratively with TCD, UL, NUIG, CIT, UCD and DCU to maximize the return on major national investments in the areas of nanoscience and nanotechnology, specifically in the fields of Nanoelectronics, Nanophotonics, and Nanobiotechnology through the PRTLI Cycle 4 INSPIRE programme, in Photonics through the PiFAS SRC and CTVR CSET, and in environmental sensing systems through the CLARITY CSET, ITOBO SRC and PRTLI Cycle 4 NEMBES programmes. Tyndall is unique in Ireland in that all of its capabilities are available to all researchers on the island of Ireland through the National Access Programme (NAP). In addition, it is home to the largest cluster of PIs in Semiconductors on the island. This, together with international links, industrial partnerships, and an established supply of highly qualified applicants for doctoral degrees provides a world-class training environment and exceptional return on investment.

2.3.5.Key Actions for Tyndall (2008–2012)  Increase PhD numbers from 80 to 140 (more than double the number in 2006)  Increase PhD student outputs to 40 pa by 2012  Increase available laboratory space by 5,000m2 by completion of New Lab Building and refurbishment of remainder of Maltings  Increase total headcount from 320 (2007) to 500 (2012)  Establish “FlexiFab” – Flexible Fabrication facility for the development of nanoelectronic processes at useful wafer scales  Consolidate the National Access Programme into a multi-year project with ca 70 active projects per year  Increase EU project income from ca €4.6M pa to €6M pa  Increase industrial research project income to €5.2M pa  Establish 5 new high potential start-ups by 2012  Have a minimum of 5 companies with research staff based at Tyndall by 2012.

19 2.4. Arts, Humanities and Social Sciences The College of Arts, Celtic Studies and Social Sciences (CACSSS) fulfils its responsibilities to the education of society, to the creation of a sophisticated electorate, to an increased awareness of the social, cultural and economic issues confronting the nation, and to cultural and economic innovation, through the maintenance of an active and vibrant research culture. It offers research of an international quality, with a distinctive regional input, that reflects the best traditions of engaged university research.

The College has a long and distinguished tradition of producing significant contributions to research in the Humanities and Social Sciences. The tradition has reached new heights in recent years with major international contributions to scholarship in books and research databases. The range of research outputs has been augmented by contributions to creative activities and a deepening engagement with local creative industries and by contributions to the increasing fora available for the dissemination of research (e-journals, databases, websites, and the various manifestations of digital humanities). The research undertaken in the College brings analysis, critical insight, and understanding to a wide range of contemporary and historical social, cultural and economic issues in a regional, national, European and global context. The areas in which research is undertaken in the College include Humanities disciplines: Archaeology, Classics, English, Geography, History, Irish Studies, Languages (French, German, Italian, Hispanic Studies), Music, Philosophy, Psychology and the Social Sciences (Applied Social Studies, Education and Sociology). It has recently begun to develop new areas of research and scholarship―often in inter- and multidisciplinary areas―such as Art History, Chinese and Asian Studies, Drama and Theatre Studies, Film Studies, Migration Studies, Women’s Studies, Folklore and Ethnology, Politics, and Religious Studies. In all of these areas, the synergy between teaching and research is crucial to the quality of the academic experience. It brings student and teacher together in a dynamic relationship through which the academic ethos is passed to each generation of graduates.

2.4.1.Humanities Humanities research in CACSSS is characterised by vibrancy and variety. In addition to a core of historical scholarship, the college offers theoretical, conceptual, analytical and creative responses to intellectual and social problems. Research in CACSSS moves beyond the agenda established in “Humanities serving Society”, and considers and enacts the role of humanities in social, cultural, and economic innovation and development. Areas of particular strength include literary and linguistic studies (English, Irish, Latin, modern languages), history (including Early Modern and Modern Irish History), and conceptual, critical and creative research (including philosophy, folklore, the study of religions, music). The emerging areas of interdisciplinary research synergy―with distinctive clusters of research strength―include an exploration of the contribution regional cultures can make to social and economic regeneration in a European and Asian context, and analysis of the significant but often occluded history of interactions between Ireland and Europe and the Far and Near East. The major strategic goal will be to build critical mass in those disciplines across the University sector, to develop common research training programmes in these areas, and to recruit a larger number of PhD students and post-doctoral researchers into them in line with the targets established in the government’s Strategy for Science, Technology and Innovation. It is well recognised that the skills developed by the humanities (including among others textual analysis, rational argument, and communication skills) are transferable to many other areas (such as politics, administration, policy-making, etc.) which are vital arteries of the knowledge economy. CACSSS is also developing research which analyzes but also contributes to innovation―defined in the broadest terms―and to cultural and social regeneration and development in line with the requirements of the Smart Economy. Within this overarching framework, the specific areas on which we will concentrate over the next five years will also contribute to society in three major, but divergent, ways:  Interdisciplinary projects associated with culture and its technological heritage (such as print culture) will support a growing understanding of the development of Ireland and its place in European intellectual culture;  The use of digital technology in creating and disseminating newly-generated knowledge to the widest possible audience, not simply the scholarly community, and providing equality of access to research;

20  An exploration of cultural identity that is focused on the study of regions and regional cultures across a diverse range of forms. Research into the conceptualisations of regional culture will be developed from various perspectives: linguistic, cultural (including writing and other artistic expressions, material cultures, oral cultures), spatial and topographical, economic, comparative and ethnographical. The goal is to investigate the multiple meanings of this intercultural exchange of knowledge at transnational, national and regional levels in a way that will enable the harnessing of individual research to the wider social agenda and to the formulation of policy for the twenty-first century. The humanities can only serve Irish society in this age of globalization, in which Asia is playing an increasingly important role, if they take Asian cultures, with their rich traditions in history, philosophy, and the arts, into account. It is enriching and informative to study the great cultures of Asia through the traditional resources of historiography and the more recent disciplines of hermeneutics, post- structuralism, deconstruction and the like. A crucial task for the next decade will be to cultivate an intellectual openness to these different Asian ways of thinking, in order to amplify and deepen our already formidable powers of thought so that they become adequate to the global changes and challenges that lie before us. As is recognised by the emerging European agenda (through ESF, ERC, FP7, and HERA), and as is understood in national development strategies (the National Development Plan, PRTLI, Strategy for Science, Technology and Innovation, Building Ireland’s Smart Economy) the humanities, often working alongside other disciplines and approaches, play a crucial role in chronicling, interpreting, analysing, and understanding the impacts of the changes and transformations confronting Ireland, Europe, and our global partners in social, economic and cultural terms.

2.4.2.Social Sciences The role of social science research is to contribute to a greater understanding of the forces shaping social life and to offer insights into the workings of society at a general level. Compelling social and economic reasons to develop our capabilities further include better understanding of the rapid changes taking place in the Irish economy and society, the importance of that knowledge and understanding in better informing public policy making, and developing creative and analytical skills in the context of a global economy which is becoming increasingly dominated by knowledge based services. There is now a clear recognition and expectation, especially at the level of national and EU strategies, that the social sciences will play an essential role in chronicling, interpreting, and critically understanding the impacts of the changes and transformations currently ongoing in Ireland in social, cultural and particularly economic terms. Social scientists have critical roles to play in the context of such transformations, ranging from fundamental theoretical insights to qualitative and quantitative evaluations and public and social policy analysis. The current state policy of developing a Smart Economy has given this added focus. Such a policy requires, as a precondition and as a necessary support, a Smart Society. Studying how this might be created and sustained requires the theoretical tools of the social sciences. The social sciences in UCC have the research capacity and expertise to contribute to this agenda. Increasingly, social science research is delivering well-rounded multi-disciplinary based research outcomes. In addition, inter-institutional co-operation is an emerging feature in social science research. UCC has a consistent track record in interdisciplinary collaboration across a range of disciplines (from Social Science and Geography to Psychology, Public Health, and Technology) and between institutions (through GREPs, the Atlantic Universities Alliance and through PRTLI4), delivering timely analysis of and insights into social development and cultural change. This kind of intra- and inter-institutional collaborative research is the basis of current and future social science graduate research and education. There are presently a number of initiatives of national importance within the social sciences at UCC. These are grouped under the heading The Irish Social Science Initiative for the 21st Century (ISSI 21). Through funding from PRTLI4, UCC established the ISS21 Research Institute. This provides the intellectual and administrative support structures to enhance the research productivity of the many social scientists employed in various departments across the university. The Institute creates a focus for a critical mass of scholars engaged in research across the spectrum of social, economic and cultural issues. In addition to providing support for ongoing research activities and through its Research Manager for developing appropriate research funding, the institute is focused on activities that are designed to enhance graduate studies and provide opportunities for inter-disciplinary research co-operation and collaboration. This is a key step in UCC’s long-term commitment to research and to the production of analyses that can inform and influence government and EU policy on a wide range of social issues.

21 2.4.3.Key Actions (2008–2012)  Establish two research centres: a Humanities Research Centre to achieve critical mass and inter-disciplinary synergies in the humanities, and the Asia Research Centre Ireland (ACRI) to promote cross-cultural understanding;  Invest strategically in Directors of the Institutes, staff with expertise in research funding, and administrative support personnel housed in appropriate facilities;  Participate in national data-archival structures and electronic access initiatives;  Implement internal peer mentoring, support, and review of research applications;  Benchmark research using key performance indicators and peer review;  Reward research excellence through the Resource Allocation Model and College Research Achievement Awards;  Provide additional research space, initially in the Postgraduate Library;  Enhance the quality of PhD training by developing structured local and national research programmes in Humanities and Social Sciences;  Implement in-service training during doctoral studies;  Increase the number of PIs of international repute through internal support structures and strategic recruitment;  Increase the number and success rate of research grant applications;  Implement a sustainable portfolio of research activities and funding sources.

2.5. Business and Law UCC is committed to doubling the number of research postgraduate students in the areas of Business and Law by 2012. Following restructuring, the College of Business and Law provides a new platform for the continued development of new research areas which are responsive to changing financial, economic and regulatory conditions. Through planned strategic appointments at Professorial level, the College of Business and Law will increase its existing research potential which will in turn support the College’s commitment to research-led teaching delivered at undergraduate and postgraduate levels. While funded research initiatives from Government continue predominantly to support research in the sciences, technology, and medicine and health, the realisation of these strategies benefits strongly from the full involvement of the research disciplines pursued in the College of Business and Law. Strategic management, financial planning, information systems, organisational structures and governance and legal policy and regulation are key elements in the development of effective research structures and the effective commercialisation of scientific research output. At a national policy level, appreciation of the importance of these dynamic relationships will, in the future, shape the development of a more pro-active research agenda at college and university level, and the College will play its part in reshaping this agenda. Alignment with Government social, economic and business policy and ongoing supportive relationships with stakeholders such as employers and employer organisations, including IBEC, ISME and others, and Chambers of Commerce have, in the past identified opportunities for research which respond to, and will continue to respond to, regional and national needs. Relationships with professional accountancy and legal bodies also provide an additional perspective on opportunities for research as does the presence of various faculty members on government bodies and commissions. Two important concepts inform the overall research strategy of the College of Business and Law in its entirety, namely responsiveness to national issues and the growing need to respond effectively to global and international dynamics. It is in the nature of the disciplines which are encompassed by both the Faculties of Commerce and Law that there is a close and involved engagement with topical and current policy issues through research. Academic staff have been effective in responding in this way in the past and further support is required to ensure quality research output. 2.5.1 Strengths The College of Business and Law currently includes a number of centres of excellence which are actively contributing to the economic and social well-being of the country and the developing world, including the Centre for Development and Sustainable Livelihoods, and the Centre for Cooperative Studies and the Centre for Criminal Justice and Human Rights and the Financial Services Innovation Centre. In keeping with the need to support national and local initiatives and internationalisation, it is hoped to establish further centres reflecting these initiatives. The relationship between regulation and competitiveness is a further area of research where existing strengths can be developed.

22 The emphasis on research-led teaching is a core value of the College of Business and Law which continues to attract the largest aggregate number of highly qualified undergraduate students in the University as a whole. Increased and improved research output is key to the delivery of the high quality, rigorous and thoughtful undergraduate teaching programmes which have been key to the success of both the Commerce and Law Faculties at UCC. These programs are widely respected by students and alumni and highly valued by employers. This support is vindicated by the fact that the College of Business and Law continues to generate significant income revenue for the University as a whole which in turn enables the university to engage in other more expensive research activities, and that a significant number of its alumni are engaged with the strategic development of the University as a whole 2.5.2 Opportunities As an indication of its commitment to these research initiatives to the future development of a graduate Business School and to the continued improvement and development of undergraduate education, University College Cork has identified the strategic need for additional Professorships in the College of Business and Law, in existing disciplines in Economics, Accounting, Information Systems, Marketing and Food Business and Development, and for new disciplines in International Business, Human Resources and Change Management, Finance, Supply Chain Management/ Business Improvement and Innovation/Entrepreneurship. This strategic investment is a major commitment to national and regional policy and responds to the need to enhance undergraduate programmes and develop Fourth Level activities.

2.5.3 Key Actions (2008–2012)  Develop a new university wide financial model which will support and facilitate the research dynamic of the College of Business and Law which requires a different level of support, both qualitatively and quantatively from those required in other areas of the university.  Facilitate the development and establishment of new research centres which reflect active areas of research in light of changing national and international contexts.  Hire a number of new Professors to lead academic disciplines  Further development of research support structures at College level, including the establishment and financing of a College Research Office.  Develop a more structured stakeholder strategy and have advisory board in place by mid 2009.  Add new disciplines including Innovation, Entepreneurship, International Business, Human Resources and Supply Chain by 2010;  Internationalise the student body and the staff: strengthen existing alliances with international institutions and selectively choose new partners;  Have new buildings in place by 2012 to support anticipated growth of existing teaching and research activities and to prepare for new activities identified.  Collaborate with the Technology Transfer Office in the development and implementation of an Intellectual Property Education & Awareness Programme.

3. Strategy for Research Environment Enhancement Over the past four years, UCC has piloted a number of innovative strategies to enhance the Research Environment and to recruit new research staff. Taking account of lessons learned, these will be modified as necessary and rolled out to the widest audience to maximize their impact. In this section, we describe these programmes, the lessons learned, and the resulting strategy. We consider (1) Research-Focused Closed-Loop Control Strategy to prioritize and execute investments, (2) Strategic Planning for Investment in the Research Environment, (3) Governance of Research Institutes, (4) Strategic Recruitment, (5) Research Careers, (6) Prioritization of Thematic Areas, and (7) Space Allocation. 3.1. Research-Focused Closed-Loop Control Strategy UCC aims to develop an internationally-competitive research environment which will enable individuals and teams of researchers to realise their full potential. Our Research Infrastructure Enhancement Strategy is driven by a closed-loop, six-step, bottom-up, researcher-focussed process: Step 1: identify outstanding infrastructure deficits and needs Step 2: develop and cost solutions, defining measurable outcomes Step 3: prioritise implementation

23 Step 4: implement solutions Step 5: measure impact of investments in infrastructure Step 6: return to Step 1. The University Researchers Advisory Group (URAG) is responsible for identifying the needs of researchers and later measuring the effectiveness of strategic infrastructural investments. The URAG website gathers input on researcher needs. URAG is responsible for Steps 1, 2, and 5:  Survey researchers to identify ways to improve research performance;  Propose solutions, prioritise, and recommend timescales for implementation;  Identify metrics by which the effectiveness of solutions can be measured;  Survey researchers to measure the effectiveness of solutions. URAG reports every quarter to the University Research Infrastructure Implementation Group (URIG), which comprises the VP Research, VP Planning, and the Chief Financial Officer. URAG also reports quarterly to the UCC research community via the Academic Council Research Committee. URIG is responsible for Steps 3 and 4:  Direct research infrastructure problems identified by URIG to those best suited to solving them, e.g. Human Resources, Buildings & Estates, Finance, Computer Centre, Research Office, etc.;  Raise policy issues, as required, with University Management Group (UMG);  Cost solutions in consultation with the Chief Financial Officer;  Identify funding sources for implementation;  Prioritise implementation of solutions;  Monitor implementation. URIG provides quarterly progress reports to URAG and to UMG. Having proven the concept, we will extend this process over the next two years to include the Humanities and Social Sciences, Business and Law. 3.2. Strategic Planning for Investment in the Research Environment UCC’s Research Environment Investment Plan for ICT and Life Sciences has been developed and refined using the six-step URAG/URIG process outlined above. Over the past three years, researchers have been asked to identify the key factors that impinge upon their productivity, how UCC might remove any roadblocks, and how we will measure the effectiveness of the solutions. Issues include: the burden of grant administration, lack of space, maintenance of equipment, technical support, quality of space, assistance with recruitment of staff, access to laboratories outside normal working hours, and library opening hours; URIG has costed and prioritised solutions to address these deficiencies. UCC aims to maximize the effectiveness of its investment in research infrastructure by consolidating resources in large research institutes which have high quality laboratory space, large pieces of equipment, and shared technical and administrative support staff. Individual researchers are being encouraged to avail of existing infrastructure by aligning with research institutes in a hub-and-spoke configuration. We strongly believe that it makes more sense to own rather than to rent space, in particular because renting multiple sites reduces the coherence of research activities. These considerations have influenced our investment priorities:  Strengthen the infrastructure of the research institutes to support a larger and more diverse researcher base;  Increase the amount and quality of research space, by building in preference to renting, and upgrading to extract greater value from existing space;  Maximize the use of resources by maintaining equipment, providing technical support, shared access, and longer opening hours for laboratories and the library;  Reduce the administrative burden on individual researchers, by promoting alignment with research centres, and improving central services;  Enhance the customer focus of all support services. We are clustering our investigators into research institutes, which are equipped with cost-effective shared support structures. We are providing dedicated technician support for large pieces of equipment, we maintain and renew that equipment, and provide an administrative framework that enables researchers to maximize their time devoted to research.

24 The research community is engaged proactively in the strategic planning process for research to ensure that resources are used effectively. We embedded the URAG/URIG six-step process in 2006; we have implemented researcher satisfaction surveys to monitor its effectiveness. This structure is putting researchers firmly at the centre of decision-making and prioritisation in relation to investment. Our researchers have identified (via URAG) the excessive burden of administration as a major impediment to research productivity. We are addressing this by putting additional administrative and financial support staff in research institutes and encouraging individual researchers to align themselves to these institutes. While some other academic institutions may have underutilised physical capacity, further growth in research in UCC is severely constrained by our lack of space. In particular, the space available at UCC is significantly below HEA norms. In recent years, we have been forced into a suboptimal position where we have had to rent space for new research teams. Our long-term strategy is to invest in additional space for planned growth in the ICT and Biosciences areas. Our plan for 2008–2012 includes a mortgage for the extension to the Biosciences Institute. Our foresight in commencing this project, despite the pause in HEA funding, enabled us to establish the strategically important APC-GSK research partnership in Food and Health. The continued strength of this CSET depends on the delivery of additional space, GMP facilities, clinical facilities, and animal facilities. We are hopeful that PRTLI will provide the required physical infrastructure to facilitate continued expansion of our research portfolio; in particular, a strategic priority for UCC is to double our research capacity in the Life Sciences through targeted infrastructural investments in the Western Gateway Complex. Preclinical in vivo facilities including small animal operating facilities, transgenic facilities and animal imaging systems, in addition to bench research space to house staff, are needed for the planned expansion of cardiovascular and transgenic research. A proposal to develop a clinical research facility at Cork University Hospital is well advanced. In addition, a centre for molecular medicine in close proximity to the clinical research infrastructure is necessary to foster vibrant links between the clinical and basic research community. Core infrastructural requirements include centralised off-site data archives and repositories, including biobanks, human imaging equipment and high end computing in addition to basic IT systems to link clinical data to research laboratory findings. Many of the required components are now in place or under construction. With support from the Department of Enterprise, Trade, and Employment, we are investing heavily in buildings and equipment in Tyndall to facilitate the expansion of activity in the areas of materials science, microelectronics, nanoscience, photonics, and sensors. The New Laboratory Building, which is due for completion in April 2009, will provide 5,000 m2 of new space over six floors, including a basement sub-fab and a top-floor plant room. This will provide new flexible fabrication, assembly and test space, including a floor dedicated to nanomaterials research. We are consolidating our environment and energy-related research in the ERI. We put initial administrative and technical support infrastructure in this Institute in 2005 and will grow this as ERI wins further research grants. The Western Gateway Complex will be the focal point for research in the areas of Mathematics and Computational Methods, bringing together activities that were heretofore dispersed over a number of sites. In order to maximize the return on our investment in major pieces of equipment, it is necessary to have dedicated technicians to support users, a contingency maintenance and repair fund to maximise uptime, and a sharing mechanism for access by the largest number of users. We plan to increase the number of technical support staff and the maintenance provision over the next four years, monitoring the effectiveness of each increased level of investment. In particular, equipment uptime and utilisation will be evaluated. Restricted opening hours for laboratories and the library have been identified by URAG as hindrances to productivity. During 2006, we extended the opening hours of the BSI on a pilot basis and provided cardkey access. This project has helped us to identify a range of access and usage issues; URIG is working to resolve these over the next two years. We will evaluate how to provide administrative and financial support to individual researchers (not aligned to research Institutes) most effectively. At present, many researchers do their own reports and grant administration; this is extremely inefficient. As UCC restructures, we will provide shared support at College level to groups of researchers.

25 3.3. Governance of Research Institutes After twenty-five years, we have gained significant experience in governance models for Research Institutes. The concept of providing a stable administrative support infrastructure with shared services to support a critical mass of researchers with similar needs has proven cost-effective. In 2008, we instigated a thorough review of governance structures for research clusters, informed by best practice in a number of places, including the Universities of California and Washington. We will complete a review of policies relating to the governance of research units in 2009 and implement revised structures to maximize research productivity. 3.4. Strategic Recruitment UCC has set itself a target of compound growth in research output of 5% per annum over the next five years. To achieve this goal, we will increase the research activity of existing staff across the university, and plan to recruit 50 new PIs by 2012. A process is underway whereby Heads of College and Directors of the Research Institutes are prioritizing their strategic recruitment needs out to 2013. 3.5. Research Careers UCC has recognised the need for reform in processes related to research careers and is developing policies to address this issue. Accepting that the majority of doctoral graduates worldwide do not pursue academic careers, a significant part of our strategy focuses on strategies to impart appropriate non-technical skills to PhD students. Particular attention is being paid to recruitment processes for doctoral students and postdoctoral researchers. UCC is also involved in developing a researcher career structure, and inputting into deliberations (under HERG) for the establishment of a national scheme. 3.6. Prioritization of Thematic Areas To be internationally competitive while delivering value for money, prioritization is implicit in UCC’s research strategy. Priority is given to principal researchers and/or research groups that have a proven track record in making a return on previous investments. In preparing submissions for national research initiatives such as PRTLI, a university-wide call for Expressions of Interest (EoI) is announced. EoIs in similar thematic areas are consolidated into larger projects, ideally based in research institutes. These are evaluated and prioritized in relation to the overall University Research Strategy and Strategic plan by three groups: Directors of Research Institutes, Heads of College, and the Academic Council Research Committee (ACRC). A Selection Committee, comprising the VP Research, Senior VP Academic, VP Teaching and Learning, Academic Council Research Committee Chair, and the Chief Financial Officer, ranks the projects on the basis of (i) scientific and scholarly merit of the research proposal, (ii) track record of the principal investigator(s) in terms of grants, publications, and PhD output, (iii) long-term sustainability of the initiative, and (iv) alignment with programme objectives. An external Research Advisory Group has also been established to input into the overall strategy and quality of the individual long-listed projects. Projects are then shortlisted and prioritized following written and oral presentations. Regional and national stakeholders from industry and agencies are consulted in the selection of priority projects and the choice is validated by external peer review. 3.7. Space Allocation As a land-locked city-centre university, space is at a premium in UCC. In the BioSciences Institute, the space shortage is particularly acute, severely limiting our capacity to grow PhD numbers in this domain. Over the past two years, Directors of Research Institutes and Heads of College have been given greater control of space. In addition, space audits have taken place throughout the University and any under-utilized space identified has been reallocated, primarily for research activity. The Tyndall expansion and Western Gateway Complex will relieve some pressure in the ICT area. The decanting the School of Mathematical Sciences into the Western Gateway Complex will release space for Law, which has grown its PhD numbers from 1 to 50 in the space of four years. Additional office and laboratory space, as well as animal facilities, are urgently required for new PIs, research staff and graduate students in BioSciences. Office space for doctoral students and researchers is urgently needed in the Humanities and Social Sciences, and Business. Our proposed solution is to develop the upper two floors of the Western Gateway Complex as Phase 2 of the BioSciences Institute (BSI 2). This building was originally designed as a three-storey complex to house the School of Mathematical Sciences, the Department of Computer Science, and related

26 research centres. We obtained planning permission to add two floors to the building to accommodate expansion in the BioSciences field. The shell of these two floors has been completed; we aim to fit them out to accommodate BSI 2 (Cancer and Cell Signalling, Health Services, and animal facilities) and related structured doctoral programmes.

4. Strategy for Teaching and Learning “Education is a seamless web, and if we hope to have centres of excellence in research, we must have excellence in the classroom. It is the scholarship of teaching that keeps the flame of scholarship alive” (Boyer, 1997). 4.1. Introduction UCC has a strong and unequivocal strategic commitment to linkages of teaching and learning to research at all levels. This is facilitated through a highly developed teaching and learning infrastructure, with clear evidence of benefits for undergraduate education, postgraduate training and staff development. At Fourth Level, UCC has developed a College-based Graduate School structure, and has implemented a new paradigm of PhD student training through its leadership in the development of generic and specialist skills modules and programmes. UCC also has strong partnerships with other Universities and Institutes in Ireland, Europe and North America, underpinning the development of inter-institutional programmes. Investment under PRTLI will enable further integrated development of research and teaching and learning, supporting a coherent strategy to continue the development of Fourth Level Ireland and achieve the goals of the SSTI and NDP. In this Section, we outline UCC’s Teaching and Learning Strategy, detailing the bridges and links from first to fourth Level education. 4.2. Undergraduate and underpinning education UCC is committed to excellence in education at both third and fourth level, and to contributing to the wider community through links with education at first and second level, via outreach and teacher- mentoring activities. Trends in recent years have placed emphasis on integration of research into undergraduate curricula through students’ exposure not just to the results of but also to the practice of research throughout the undergraduate curriculum. UCC’s framework for delivering research-led teaching is based on the Teaching-Research Nexus described by Healy et al. (2005), where research and learning are based on a number of approaches from self-enquiry to structured lecturer/supervisor- led learning. UCC has pioneered the integration of research with teaching and learning within the Irish university sector. From first year onwards, students are exposed to research-led and research-orientated teaching, are being encouraged to engage in authentic research through research-tutored and research-based learning activities and to discover and refine their research skills, gradually enabling them to become participants in the leading research themes of the institution. The emphasis in curricula has moved from a focus on knowledge construction to an increasing stress and weight being placed on the undertaking of enquiry-based learning by students thus enhancing the potential for transition to fourth level. The objective is to make an easier and seamless transition to fourth level, with students regarding research as part of their intellectual landscape from their first year in University onwards. Examples of UCC’s strategy to bridge research and teaching and learning include:  An increasing emphasis on undergraduate students becoming involved in the research carried out within the University, from teacher-focused to students as participants;  The establishment of Ionad Bairre, the UCC Teaching and Learning Centre;  Professionalisation of training in Teaching and Learning for Academic Staff;  The establishment of the UCC-led SIF-funded National Academy for Integration of Research and Teaching and Learning (NAIRTL);  The inclusion of Teaching and Learning modules in postgraduate training;  Establishment of a Research Forum. The elements of UCC’s teaching and learning strategy in the context of Fourth Level are:

27 1. Enhancement of teaching and learning infrastructure 2. Development of graduate education 3. National and international networks and leadership 4. Integration of research and teaching and learning 5. Professional development of staff 4.3. Teaching and learning infrastructure UCC Teaching and Learning Centre Ionad Bairre, the UCC Teaching and Learning Centre, is a key element of the support structure. UCC’s teaching and learning strategy is based on the premise that students deserve teachers who try to understand how learning occurs, and are willing to engage in the process of development. The aims of the Centre are to encourage conversations and opportunities for professional development and recognition of good practice in teaching and learning, and to promote and undertake research and scholarship into teaching, learning and assessment. The ongoing activities of the Centre are facilitated by a team of academics from across all Colleges and administrative support is provided through dedicated coordinators and the President's Office. The objectives of the Centre are as follows:  To create and encourage opportunities for professional development, excellence awards and recognition of good practice in teaching and learning;  To promote ongoing research into teaching, learning and assessment;  To support and develop teaching, learning and assessment initiatives and to encourage the development of innovative approaches;  To identify and develop appropriate structures within the University to support teaching and learning. UCC has also a highly developed Teaching and Learning discussion forum, in the form of lunchtime seminars that are held on a weekly basis for all staff, with local, national and international contributors. Between 200 and 300 staff members attend one or more of these open sessions each year (see http://www.ucc.ie/Teaching_and_Learning/). Staff Programmes in Teaching and Learning in Higher Education A further advance has been the development of innovative accredited courses that provide professional development programmes in Teaching and Learning in Higher Education for staff members and PhD students. Since 2004, over 200 UCC staff have earned postgraduate qualifications in Teaching and Learning in Higher Education; another 100 are currently enrolled. One of the benefits of these initiatives is the development of peer mentors and advocates to assist colleagues in addressing teaching and learning issues. Some staff have already contributed to professional development workshops for their colleagues, while others have presented at national and international conferences and published papers and reports. From this, UCC has gained increased national and international recognition (e.g., the invitation to take a leadership role in the Carnegie Foundation programme on Graduate Education). Awards schemes for excellence in teaching For the last number of years, UCC has annually awarded President’s Awards for Excellence in Teaching, on the recommendation of a panel of teaching and learning experts following consideration of submitted reflective teaching portfolios, with a strong emphasis on student evaluations of teaching excellence and video evidence of teaching. UCC has also instituted annual Awards for Research into Innovative Forms of Teaching and Learning, aimed at specifically fostering the integration of discipline- based research and research into student learning. These schemes have been extended nationally under the NAIRTL programme. 4.4. Graduate Education UCC currently has over 3,000 postgraduate students, including over 900 PhD students, enrolled in a wide range of taught and research programmes. The graduate education mission of the University has been significantly refocused in the last three years, with the establishment of the Graduate Studies Office, the introduction of Graduate Schools, and significant revision of the academic framework for postgraduate education. In particular, the structure of PhD education has developed very significantly, in line with the goals of Fourth Level Ireland, as described below.

28 Introduction of structured PhD programmes In the last three years, UCC has reconfigured its PhD regulations in line with HEA recommendations and based on best practice models for a modularised, structured and credit-weighted PhD programme. The research component remains clearly at the heart of the PhD degree, but new approaches recognise the benefits of adding value to this fundamental principle in innovative ways relating to the future employability and transferable skills of the PhD graduate. Specifically, the implementation of structured training is well advanced, through the availability of modules offering PhD students generic and discipline-specific coursework designed to develop research and teaching and learning skills. This is consistent with the seamless integration of research skills and links between research and teaching discussed above. The development of life-long learning and continuing professional development of graduates in parallel with PhD course delivery is also being pursued in certain disciplinary areas, e.g., marine science, ecology and food science. The new PhD structure has been in place since the academic year 2007/08; in parallel, modularisation of all existing graduate programmes in UCC is being completed. PhD student numbers and targets PhD student numbers are already up by almost 70% in 2008/9 (relative to 2003), and we are on track to achieve national targets for doubling of numbers by 2013. Key to increasing PhD student numbers is increasing the supervisory capacity. This will be achieved through the national SSTI and related strategies under the NDP leading to new Principal Investigators and a concomitant professionalisation of the supervisory system in UCC (e.g., a major project is commencing in 2009 to provide enhanced support and training for inexperienced supervisors of PhD students). Secondly, critical mass in supervision and training is being enhanced by inter-institutional research and education linkages. Thirdly, greater involvement of research staff from Research Centres/Institutes in PhD supervision is being promoted through the introduction of supervisory panels. Graduate school development UCC has established Graduate Schools in each College under a designated Head or Associate Dean. These Graduate Schools will drive quality and strategic development, facilitate the planned increases in PhD student numbers, and ultimately manage the coursework, examination board functions, skills development, pastoral care, award of scholarships, and career planning required by PhD students. Development of PhD student skill-sets The new paradigm for PhD training in Ireland requires the provision of coursework, with modules on generic and/or disciplinary skills and research methods, with all PhD students taking some level of coursework (quantified in ECTS credits). Building on its extensive experience in this area, UCC is delivering on these objectives, with several dedicated postgraduate-level skills modules already available, and more being developed (over 20 modules have been approved or are at pilot stage). We currently offer generic transferable and disciplinary skills modules in research skills in the sciences and humanities, teaching and learning, and commercialisation of research, and modules in ethics, statistics, information literacy, career planning and communication skills are all in advanced stages of development. A significant enabler of the development of UCC’s generic module profile has been the SIF-funded project described below. An overarching framework to structure the acquisition of skills by PhD students, based on international best practice of Training Needs Analysis and Professional Development Planning and supported by innovative on-line systems, is being introduced. Industry and external linkages A significant proportion of UCC’s research funding is derived from industry or external agency sources, and many PhD students work on projects funded by such means. In addition, UCC has an active Office of Technology Transfer and many undergraduate programmes in applied disciplines have a compulsory work placement element, between six and twelve months in duration, supported through dedicated Placement Officers at programme and Faculty/College level. As a consequence of its extensive track record of partnership with the Food, Pharmaceutical, and Electronics industries, amongst others, UCC has been proactive in developing industry placements and stakeholder-led research projects for PhD students. This will ensure that research skills of students are developed in a manner that is consistent with the needs of the relevant external sector. As an example, UCC and UCD have developed a major industry-focussed graduate training programme in the food area, funded by the Department of Agriculture and Food. Development of inter-institutional Graduate Programmes The benefits of inter-institutional co-operation for graduate education are clear, in terms of achieving both critical mass and economies of scale, providing students with the widest possible range of

29 training opportunities, and building research collaborations. In the context of generic training, UCC is co-ordinating a SIF project to develop a suite of generic training modules with NUIG and TCD. UCC is also participating in several national Graduate Programmes, in the social sciences, environment, biopharma and history areas, funded mainly by PRTLI. In addition, UCC co-ordinates the IRCSET- funded International Centre for Graduate Education in Micro- and Nano-Engineering, while the Dean of Graduate Studies is Director of Training for the Food Graduate Development Programme, funded by the Department of Agriculture, Fisheries and Food, which offers a suite of modules in transferable skills relevant to the food industry to more than 120 PhD and MSc students employed on research projects throughout Ireland. In addition to developing programmes involving student and staff mobility, UCC is developing its technological infrastructure to enable students to participate in national and inter-national graduate training, involving the establishment of high-level video-conferencing facilities and specialised web-based systems. Administrative restructuring The expansion of postgraduate capacity at UCC requires internal restructuring to enhance the efficiency, delivery and quality of administrative and academic support services for postgraduate students. In this regard, a SIF-funded Graduate Studies Office (GSO) was established in 2007 to deliver an integrated administrative system that will increase the efficiency and student-friendliness of systems and minimise administrative work for academics. This has involved the integration of administrative staff and functions from several central offices. The Office works closely with the Dean of Graduate Studies, Colleges and emerging Graduate Schools to ensure the streamlined delivery of support for graduate developments in UCC. The Academic Council Graduate Studies Committee provides a university-wide perspective and oversight. Development of Supervision and Assessment The professionalization of supervision is a key objective at UCC, and an ambitious programme of supervision support, including inter-institutional co-operation, is being developed within the SIF-funded National Academy for the Integration of Research, Teaching and Learning (NAIRTL). Training and mentoring for new supervisors is being embedded in UCC policy both as part of its new Probation and Establishment Schemes and through support provided by the Graduate Schools. In addition, the PhD regulations for monitoring of student progression, supervision and examination are currently being revised to ensure the highest levels of operation and standards throughout the process, and compatibility with IUQB Guidelines on Good Practice in the Organisation of PhD Programmes. Development of PhD student careers A key goal of Fourth Level Ireland is the development of career paths for PhD graduates of all disciplines to maximise the impact of such graduates on the economy. UCC is committed to bringing a new focus to career planning of PhD students, and is considering or implementing initiatives such as external placements, where appropriate, generic training in transferable and career skills, tracking of PhD graduate careers and establishment of PhD alumni networks, all involving consultation with stakeholders throughout development of our graduate education strategy. Recently, for example, several specific initiatives such as workshops on careers for PhD graduates in the biopharma sector and the humanities have been organised. A significant proportion of UCC’s research funding is derived from industry or external agency sources, and many PhD students work on projects funded by such means. In addition, UCC has an active Office of Technology Transfer and many undergraduate programmes in applied disciplines have an integral compulsory work placement element. For these reasons, UCC is well placed to consider the issue of external placements and career paths for PhD students, where appropriate, and to work with employers. A policy framework for the management of work placements within PhD programmes has recently been developed.

4.5. National and international networks and leadership UCC is collaborating strategically with other higher education institutes, both at graduate and undergraduate level, focusing on the integration of research and teaching and learning. SIF funding is enabling us to develop collaborative initiatives in graduate training and supervision in partnership with NUIG and TCD, in the following areas: Research Methods in Life Sciences, Teaching and Learning, Research Ethics, Statistics, Commercialisation, and Information literacy. UCC is also collaborating with NUIG and TCD in the development of research and graduate studies in the areas of Textual Studies and Marine Environment and Biodiversity, through SIF-funded high-level appointments in complementary areas in each university, with these forming the focal points for inter-institutional programmes including significant joint PhD student supervision.

30 UCC is a partner in the SIF-funded cross-sectoral project co-ordinated by the IUA which involves establishing a Network for the exchange of practice, issues, etc., in the development of Fourth Level Ireland; this has led to the development of the Irish Universities’ PhD Student Skills statement. In addition, UCC is piloting Graduate Research Education Programmes covering Systems Microbiology, Nanosciences, Micro- and Nano-engineering, Marine and Social Sciences. UCC was one of a network of European universities involved in 2005–06 in the European University Association (EUA) Quality Culture III Network IV on Implementing a Learning Outcomes Approach to Teaching and Learning. During the same period, the academic coordinator of UCC’s Teaching and Learning Support team was chosen as a Carnegie Academy for the Scholarship of Teaching and Learning (CASTL) Scholar by the Carnegie Foundation. In 2006, the Carnegie Foundation for Education selected UCC as one of 87 higher education institutions around the world to participate in a program to improve undergraduate and graduate education. The network includes Rutgers University, Michigan State University, the University of Wisconsin in Madison and Howard University. UCC has been invited to act as the co-ordinating institution for the Graduate Education theme. The CASTL Institutional Leadership Program is a three year partnership between the Carnegie Foundation and colleges, universities and higher education organisations selected on the basis of proven commitment to the careful examination of teaching and learning and the ability and influence to work in twelve areas, ranging from assessment and accountability to undergraduate research and graduate education. 4.6. Integration of research and teaching and learning With SIF funding, UCC has established the National Academy for the Integration of Research and Teaching and Learning (NAIRTL). This initiative builds on experiences and resources discussed above, especially in terms of accredited staff, in a collaborative proposal between UCC (as lead partner), CIT, NUI Galway, TCD and WIT. The Academy will be the national centre of excellence for professional academic development in higher education institutions targeted at the integration of research and teaching and learning. The mission of NAIRTL is to support graduate students, researchers and academic staff in implementing and advancing effective research-informed teaching and learning practices for diverse audiences, and developing a cohort of academic staff with the requisite skills to enable international quality supervision of graduate students to deliver Fourth Level Ireland. The strong international academic links of UCC in this area, in particular the partnership with the Carnegie Foundation and the collaborations with Harvard University (see below), will ensure access to international best practice. The Academy will also act as a conduit for disseminating these practices throughout higher education institutions in Ireland. The objectives of NAIRTL include the creation of tools and strategies to enable teaching staff to use and improve best practice in research-informed teaching and learning. Key initial projects will include:  development of courses to provide the necessary skills set for the successful supervision of graduate students, linked to capacity-building of graduate studies (a major project in this regard has been launched in Spring 2009);  the creation of learning communities that promote, support and sustain improvement of research-informed teaching and learning practices;  the implementation of strategies for expanding professional development programmes in teaching and learning across the third and fourth Level sectors  the up-skilling of graduate students and post-doctoral researchers for careers as teachers and researchers in higher education institutions. 4.7. Professional development of staff In 2004, the Academic Council of UCC established a research forum to consider issues around research, including, inter alia, advancing scholarship of research and teaching and graduate training through reflection and sharing good practice in research through open discussion. The forum provides an opportunity for the engagement of researchers and teachers, leading to the generation of new ideas and approaches and the identification of barriers to linking research and teaching. The outputs of this forum included the establishment of a Postgraduate Induction day, a Governance Document on research ethics and a number of ideas and models for post graduate taught modules. In 2008/9, this Forum has been refocused even more strongly on issues relating specifically to graduate education, and provides occasions for students and supervisors to discuss key current national and local issues in graduate education.

31 At Academic Council Level, a number of activities have been undertaken between the Academic Council Research Committee (ACRC) and the Staff Enhancement and Development Committee to further strengthen the link between research and teaching. 4.8. Conclusions Overall, UCC has an exemplary programme of teaching and learning research, scholarship and training, and continues to hold research-led teaching as central to its core educational mission. The links between teaching, learning and research will continue to be strengthened, and developments funded in PRTLI will be intrinsically linked to improving excellence in education, including third and fourth level, and also impacting on the wider regional and national education framework. UCC’s graduate-level developments are building on its research excellence at all levels, and its commitment to student engagement in the research process throughout their education. The new approach to PhD development protects the high-level original research at the core of a PhD degree while building innovative supports and training into the system. UCC is continuing to embrace and implement the principles laid down in the HEA Guiding Principles for Graduate Education in the following ways:

Table 4.1: Strategy for Teaching & Learning

Goal/principle UCC status and development strategy Best possible graduate High quality graduate education, with clear strategic vision for education experience maintenance of quality in parallel with increasing student numbers Development of rounded Innovative programme of generic training modules in place and individuals expanding rapidly. International attractiveness High numbers of international PhD students, and commitment to aggressive international marketing and recruitment. Four-year programme with Academic framework for 4-year PhD programme regulation in research and taught elements place Professionalisation of Major developments through NAIRTL project and Carnegie supervision Foundation for Education High calibre PhDs produced High employability of PhD graduates Increased number of PhDs Increasing PhD numbers trend already, and strategy in place for programmed strategic growth Infrastructure and capability Restructuring of support systems for graduate studies ongoing to ensure capacity can be met Collaboration and Inter-institutional linkages in place, particularly with NUI Galway complementarity and TCD through SIF, but through a multitude of programmes and projects. Differentiated collaboration Clear technology transfer strategy and strong links with between academia and industry, agencies, NGOs etc. in research enterprise Cognisance of economic and Career planning for PhDs in all disciplines an integral part of societal needs new PhD training approach Embedding in institutional Dean of Graduate Studies and Head of Graduate Studies Office strategies and policies driving academic and administrative developments at the highest level Importance of diversity Clear commitment to inter-disciplinary programmes and diversity of programme areas and structures Role of supervision and Professionalisation of supervision key goal of NAIRTL, and assessment major project to develop a framework of support measures for supervisors commenced in 2009.

32 Achieving critical mass Extensive collaborative networks in place to facilitate critical mass growth Innovation in structures Generic training programmes in place and growing Increasing mobility Strong international education programmes and extensive European and world-wide network of research collaborators Ensuring appropriate funding One of strongest records of securing research and associated funding in the state Link between undergraduate Exemplary teaching and learning infrastructure closely linked to and postgraduate education graduate developments Ensuing value for money Dialogue ongoing with stakeholders Maximum accessibility Strong commitment to access principles and flexibility in programme delivery International and national Strong recruitment policies in development recruitment

5. Strategy for Knowledge Transfer and Innovation The reputation of UCC as a world-class regional university is inextricably linked to its knowledge transfer strategy. The quality of the new academic staff and doctoral students to be recruited into the University over the next decade will be determined predominantly by our international reputation in research, as manifest through publications and presentations in international fora. Nationally, our capacity to support economic, social and cultural development will be driven by the quality of our graduates and our engagement with stakeholders in areas such as policy support, consultancy, and technology licensing. 5.1. Publication Strategy UCC encourages its staff to publish the results of their scholarly research through the production of journal articles and books and through the use of non-print media where appropriate (such as CDs in the case of original musical compositions). Between 2000 and 2006, the annual output of ISI-listed papers by UCC personnel increased from 527 to 819 (+55%); we aim to reach 1150 per annum by 2012. Academic and research staff and students are also encouraged to participate in professional and scholarly bodies, and to organise international conferences and summer schools. The university-wide research benchmarking exercise, initiated in 2008, has focussed the attention of the academic community on the importance of high quality publications. This process, scheduled for completion in 2009, involves a combination of quantification of output and international peer review to assess quality. The outcome of the exercise will inform the Research Allocation Model, rewarding contributions to national goals. In addition to externally funded programmes, some research activities are supported by internal strategic research, publication, and conference funds within the four Colleges. These funds provide vital financial support for individual projects and promote a series of academic conferences creating a healthy and vibrant research culture. The President’s Research Awards are designed to celebrate and reward significant research achievement as evidenced by publications. UCC directly promotes the publication of high quality manuscripts through Cork University Press. 5.2. Technology Transfer Strategy

5.2.1.Background UCC’s Industrial Liaison Office (ILO) was established in 1982 and Ireland’s first campus company (Plant Biotechnology UCC Ltd.) was founded shortly thereafter. In 1985, UCC was the first university in Ireland to conceive, develop and implement a Patent and Licensing Policy. It filed its first patent in that year and concluded a licence with Loctite in early 1987. Technologies developed in the university over the past two decades have been commercialised by a range of SMEs and multinationals. UCC has worked closely with EI and the Industrial Development Authority (IDA) during this time in

33 supporting the development of the regional and national economy through the transfer of people and know-how. In 1998, the post of Vice-President for Research Policy & Support was established, and given responsibility for Technology Transfer across the University. Policies were developed to ensure compliance with international standards in the field. In 2004, a comprehensive Quality Review of the Office of the Vice-President for Research Policy & Support was undertaken. The Quality Review Group recommended that all Technology Transfer activities be consolidated in a unified Office of Technology Transfer (OTT), under the leadership of a Director reporting to the Vice-President for Research Policy & Support. Furthermore, the Group recommended that all policies and process flows be reviewed to ensure compliance with international best practice. In 2005, the Vice-President for Research Policy & Support initiated a review of the Office of Technology Transfer and developed the University’s Technology Transfer Strategy.

5.2.2.Technology Transfer Strategy The mission of the Office of Technology Transfer Office (OTT) is to help UCC inventors and entrepreneurs make their ideas commercially successful for the benefit of society, the economy, the inventors, and the University. The OTT will accomplish this by:  raising awareness among staff of the commercial potential of their ideas and skillsets,  providing policies and support structures to facilitate commercialisation and consultancy,  identifying partnerships for exploiting UCC inventions,  promoting university-industry exchange of research-active personnel, and  facilitating entrepreneurs in commercialising their own ideas. The range of services to be provided to staff and students includes: a) the identification, protection, and licensing of Intellectual Property (IP); b) support, advice, and mentoring in the creation of new companies; c) embedded incubation space close to researchers; d) links to organisations providing seed funding; e) costing, contract negotiation, insurance, and VAT support for staff who provide consultancy services to external organisations; f) liaison with development agencies; and g) links to industry through placements, showcasing and networking events. a) Identification, protection and licensing of Intellectual Property: UCC is raising the commercial awareness of researchers by developing, and making available to all research students, modules on intellectual property and entrepreneurship. A “transferable skills” programme has been delivered since 2005. By implementing an invention disclosure programme, the OTT will monitor on-going research within the college to identify IP with commercial value. An expert panel comprising specialist staff from UCC’s OTT and external technology specialists, where appropriate, will evaluate ideas, decide which inventions to patent, and work with the inventors to maximise the commercial impact of their research. b) Support, advice, and mentoring in the creation of new companies: The Commerciaisation Case Manager, working closely with Enterprise Ireland and expert external specialists, where appropriate, will advise on venture creation. c) Embedding incubation space close to researchers: UCC took a strategic decision some years ago to develop incubation space adjacent to research units. Embedding startup companies within the research environment has the advantage of raising the awareness amongst students and staff of commercialisation activity and allows the companies, through proximity with the environment from which they came, access to improved communication links with potential collaborators. This model has been developed successfully in the BioInnovation

34 Centre and is being replicated in Tyndall (see Table 2.1 above), the ABCRF, and the broad computation/computer science area. In the next phase of development, we plan three off-site ventures in collaboration with CIT and regional authorities, the IDA and industrial partners: an ocean energy research and development facility adjacent to the National Maritime College of Ireland at Ringaskiddy, a waste to biofuel facility on the site of the city dump, and a Science Park adjacent to UCC’s University Technology Centre and CIT’s Rubicon innovation centre. d) Links to organisations providing seed funding: Where appropriate, the Commercialisation Case Manager, working closely with Enterprise Ireland and external specialists, introduces UCC inventors to organisations providing seed funding. e) Costing, contract negotiation, insurance, and VAT support for staff who provide consultancy services to external organisations: In addition to transferring intellectual property in the form of patents, the university recognises the invaluable support provided to business by its staff on a consultancy basis. This activity is currently relatively unstructured, with relationships not being captured. During 2009, we are capturing all of the relationships with a view to strengthening engagement with our stakeholders. By providing consultancy services in a structured manner through the OTT, the university will gather valuable market intelligence. Furthermore, the “one-stop shop” model for technological assistance will facilitate more comprehensive interaction with industrial partners. f) Liaison with development agencies: UCC has worked in partnership with Enterprise Ireland to stimulate research in SMEs and to transfer technology into Irish industry. EI’s strategy of embedding commercialisation specialists in the BioTransfer unit and Tyndall has been hugely beneficial to both sides. We envisage this relationship continuing and developing even further. The OTT also works closely with the IDA, local, and regional development organisations to raise the level of research-driven economic activity. A further strand to this activity is a referral service, whereby enquiries that cannot be handled by UCC can be redirected to EI. g) Links to industry through placements, showcasing and networking events As educators of postgraduates, it is UCC’s responsibility to raise the level of research and development activity locally and nationally. We propose to stimulate the demand for research graduates by (i) a doctoral placement programme and (ii) showcasing and networking events. As a publicly-funded business unit, the OTT will also prepare an annual review reporting achievements on key performance indicators.

5.2.3.The Office of Technology Transfer and the “Innovation Island” UCC recruited a Director of Technology Transfer at the end of 2006, reporting to the Vice-President for Research. Through 2007, funding for the office was secured from EI for staffing the office and detailed processes and procedures were put in place. In 2008, the staff complement was filled out. Analysis of the University portfolio of IP and its interaction with industry show that the interaction is predominantly divisible into two broad domains: (a) Biotechnology and Life Sciences and (b) Engineering, Information & Communication Technology (ICT) and Physical Sciences. The University delivers Technology Transfer services to the community via a domain-specific structure with specialists in the Life Sciences and specialists in the ICT/Physical Sciences space. These specialists are co-located with the appropriate researchers in order to maximise communication and effectiveness. These personnel have responsibility for engaging with the research community to stimulate and support identification and management of new, innovative technology. They also undertake licensee targeting, technology valuation, marketing of technology, license agreement drafting and negotiation and/or stimulate and support spin-out company formation, as appropriate. There is also a central function to manage to contractual/legal/financial aspects of the Office. With the structure and staff in place, we initially saw a significant rise in invention disclosures in 2007 and later, in 2008, an approximate doubling of patent filings and licenses to 28 and 13, respectively, as the IP pipeline was filled. The policy document on Building Ireland’s Smart Economy places significant emphasis on the economic return for the major taxpayer funding of research in the recent past. The growth in UCC’s commercialisation metrics to international best practice level is evidence of the

35 University’s commitment to this strategy. With this progress under our belt, the OTT will, over the next four years, focus on supporting the drive for an ‘Innovation Island’ through accelerating the quantity and quality of campus and spin-out companies.

5.2.4.Industry Colocation/Incubation Units In keeping with UCC’s strategy of establishing incubation units on campus close to its research laboratories, the University successfully initiated, launched, and managed the BioInnovation Centre (BIC). This houses two start-up Biotech companies that now fully occupy its 300m2 of wet lab space. The BIC is, in our view, a strong template for the approach UCC needs to use to deliver successful Technology Transfer. The ABCRF has an industry suite to support technology transfer in the Bio/Pharma sector. Tyndall has also had considerable success in spinning-off new high technology businesses, including companies such as Firecomms, SensL and Biosensia. Due to the shortage of incubation space in Tyndall, these start-ups all began in rented units off campus. Our experience has confirmed the need for a suite of incubation units close to the research “coalface” in Tyndall. In 2009, we will renovate 200m2 of space for incubation units in Tyndall and have included three industry suites in the renovated section of the Lee Maltings complex. We will also build 500m2 of industry collocation space adjacent to the computational/computer science area in the IT Building to address the needs of the ICT “software” sector.

5.2.5.Regional and National R&D Infrastructure driving economic development Recognising their pivotal roles as a drivers of economic development in the region and nationally, UCC and CIT have partnered in three major infrastructural initiatives: (i) ERI@MErC (with the Port of Cork and IDA) to develop an industrial hub for ocean energy development, (ii) Green Gas Technology (with Cork Corporation and Bord Gais) to develop waste to biogas conversion technologies, and (iii) Cork Science Park at Curraheen to promote regional development underpinned by knowledge transfer out of the HEIs. 5.3. Education and Outreach Strategy UCC has been proactive in Education and Outreach for many years, particularly in the fields of Science, Engineering, and Technology. Tyndall, APC, and the College of Science, Engineering, and Food Science, have dedicated personnel who coordinate Education and Outreach; they target primary and secondary schools, as well as the general public. Activities include schools visits, participation at regional and national science fora, summer schools to support potential entrants to the Young Scientist Exhibition, and participation in the SFI STARs and UREKA programmes. The committee for the Public Awareness of Science runs a series of evening lectures for the general public on topics ranging from Energy to Stem Cell research; these are advertised in local newspapers and on radio. UCC works in partnership with Cork County Council to promote Environmental Awareness to primary schoolchildren through the Lifetime Laboratory. We are actively engaged with industry bodies including the American Chamber of Commerce, ICT Ireland, PharmChem Ireland, and MIDAS Ireland, to develop a national strategy to encourage greater participation in Science and Engineering.

5.3.1.Key Actions (2008–2012)  Benchmark research publication output;  Reward publication output through the Resource Allocation Model;  Source funding to enhance Technology Transfer support services;  Form national collaboration on training of Technology Transfer personnel;  Streamline Technology Transfer process workflows;  Review and update Technology Transfer Policies;  Implement Marketing plan for UCC research capabilities and IP;  Develop Strategic Plan for incubation and industry collocation;  Populate and support additional industry collocation space in Tyndall, Western Gateway Complex, and BTU;  Implement Intellectual Property Education & Awareness Programme;  Develop industry-focussed research and development facilities including ocean energy, waste to biogas conversion, and Cork Science Park;

36  Enhance Industry & External Stakeholder Liaison;  Implement Institutional Repository;  Improve coordination of Education and Outreach activities to maximize impact.