8 Research

STRATEGIC AIM 4: UCL will enhance its position as one of the world’s leading research institutions with a continued focus on single and multi-disciplinary research and a commitment to the application of new knowledge to addressing major societal challenges.


Why research?

Research is fundamental to our mission. UCL is recognised globally as a research powerhouse. Its significance is reflected in the accounts: annual research income – all of it earned through competition – is twice tuition income; and Government research
funding through block grant and research council awards is already three times Government support for teaching at UCL. The ratio will increase as direct teaching support declines over coming years.

UCL’s research ranges across all disciplinary areas. It extends from fundamental biological research that develops our understanding of the nature of life, or from philosophical discourse, through applied engineering and biochemical manufacturing, to clinical practice and drug discovery. Research intensity is ubiquitous
across the whole institution.

UCL’s performance in the national 2008 Research Assessment Exercise was outstanding, and competitiveness has continued to increase.

Current position and future strategy

UCL is well positioned to thrive in the tight funding environment of the coming five years. By any metric, our research performance has become increasingly competitive and powerful in recent years. It is reflected in our competitiveness in winning research
grants, by the impact of our research in terms both of its scientific, social and economic impact, and in terms of its innovativeness and cross-disciplinarity.

Of the many exciting research developments at UCL, two major investments will result in significant research breakthroughs in the next 10 years, and go a long way to securing UCL’s leading position in Europe in life and medical sciences:

  • The Francis Crick Institute (previously developed as the UK Centre for Medical Research and Innovation) – a partnership with the Medical Research Council, Cancer Research UK and the Wellcome Trust – is the most exciting scientific development in the UK. It provides a unique opportunity to extend and enhance UCL’s scientific impact and for us to make a major contribution to the further development of translational medicine in the UK at a time when it is seriously under threat;
  • The Sainsbury Wellcome Centre for Neural Circuits and Behaviour. UCL was chosen through a competitive process to host this innovative Centre, on the strength of its neuroscience and its strategic vision. Capital funding for the building is being contributed by the Sainsbury family’s Gatsby Trust and the Wellcome Trust, and the centre will comprise a partnership between them and UCL. It will bring significant additional strength to UCL’s world-leading neuroscience.

UCL is positioned to pursue an innovative and cross-disciplinary research agenda that is simultaneously extraordinary and in complete alignment with our fundamental values. The principles of this approach are laid out in Delivering a Culture of Wisdom: The 2011 Research Strategy and Implementation Plan, which explains the rationale behind ‘a culture of wisdom’, describes UCL Grand Challenges as a mechanism for delivering impact and highlights UCL Public Policy as a key agent to influence decision-makers. The successful implementation of this strategy over the next five years – building on what has been accomplished through the 2008 UCL Research Strategy – will depend on our ability to:

  • continue to foster excellence in discipline-based research;
  • expand the distinctive cross-disciplinarity of our research, collaboration and partnerships;
  • increase the impact of our research, locally, regionally, nationally and internationally.

These aims are described in more detail in the following sections, as are the practical steps needed to enable UCL to seize the opportunity – and fulfil its obligation – to improve the circumstances in which the people of today and future generations live. Our success will be measured by the achievement of the following objectives.

Excellence

The excellence – of all kinds and across all disciplines – of its staff and their research activity is a prerequisite for the delivery of UCL’s research vision.

Expectations of individual academic staff

We have defined both our expectations of academic staff and our obligations to them. UCL expects academic staff to undertake research meeting international standards of excellence and to disseminate the results of that research through appropriate channels, including publication, teaching, commercialisation and engagement with policymaking and the public.

The forthcoming Research Excellence Framework provides definitions of standards of quality that, although not unproblematic, are widely accepted across the research community. They help us to define an overall institutional aspiration: that all academic
departments aspire to the top levels of research activity, and that all academic staff undertaking research should aim to achieve a rating of ‘internationally excellent’.

Excellence across a broad research base

The realisation of UCL’s research vision requires thriving and engaged communities across the board, from arts and humanities to the basic and applied sciences and medicine. Even in the context of financial constraints, we will not allow our aspirations
regarding the expansion of knowledge to diminish.

UCL will build on its existing world-class profile by creating and maintaining international leadership in selected areas where it has demonstrably outstanding strengths and critical mass, while maintaining a broad base of fundamental academic disciplines through which future priority areas can be developed and nurtured.

Utility is central to our concerns, but not the extent of them. The university will value, and continue to support, research that asks the most fundamental questions. We will develop a UCL Research Frontiers programme of cross-disciplinary enquiry – running in parallel with UCL Grand Challenges – into areas that have the potential to change fundamentally the way we understand important subjects, such as the origins of the
universe, life, humanity, consciousness, aesthetics and language. Support will be given to such research initiatives as well as to the dissemination of findings in order to maximise their impact.

Attracting, retaining and cultivating excellence

UCL’s research excellence is determined foremost by the quality of its academic staff.

We will establish effective mechanisms for the identification and recruitment of outstanding individuals and research groups in all areas of academic endeavour and from around the world. We recognise the advantages of a “revolving door” approach:
appropriate candidates are not restricted to those within academia but also, for example, those from industry, commerce and public bodies.

In order to attract and retain the best researchers worldwide, UCL will offer appropriate incentives. Competitive salaries form only part of this; equally important are the research environment: space, cutting-edge equipment, access to gifted and ambitious graduate students, freedom from excessive and burdensome administrative duties, appropriate support for teaching responsibilities and a culture in which both discovery and application are cherished.

The recruitment and training of high-quality early career researchers are critical to our university’s long-term success. These individuals can generate the vibrancy and vitality of UCL’s academic life today, with many becoming the leaders of tomorrow. UCL will support a ‘whole career’ approach and create opportunities for younger researchers to take leadership roles around new initiatives.

UCL recognises that in the current circumstances even the most effective researcher may experience an occasional hiatus in funding. We will strive to make available bridging funding for those promising researchers who temporarily lose grant support
because of the vagaries of the funding agencies.

In recognition of the importance of attracting research leaders, UCL will endeavour to increase the number of its researchers holding personal fellowships or awards.

Supporting and nurturing research students

UCL will seek to increase opportunities for the most promising young minds from the UK and overseas.
A particular focus will be the development of strategic and innovative programmes – such as four-year PhD and EngD programmes and centres for doctoral training – especially at the interface between disciplines. Cross-disciplinary awards will be used to encourage research students to strengthen their research in areas other than their primary discipline.

Support for career skills development is essential to allow our research students to flourish. We will enhance the Graduate School’s comprehensive skills-development programme for research students, providing courses that help academic studies
and enhance life skills and future employability, and which complement the graduate training offered by departments and individual research supervisors.

We will work with sponsors from public, charitable and private sectors, and with national and international agencies, to offer scholarships for graduate training. We will also continue to pursue high-level, long-term engagement with non-academic research
institutions to consolidate new funding streams.

Major objectives: excellence
  1. More than 95% of UCL academic research staff entered in the Research Excellence Framework 2014 will achieve a rating of ‘internationally recognised’ or better.
  2. UCL will maintain or improve its Research Excellence Framework position, relative to its national peers.
  3. UCL will maintain or increase its research income, relative to its national peers.
  4. UCL will maintain or increase its number of competitively won fellowships, such as the European Research Council Fellowships, relative to its national and European peers.
  5. UCL will maintain or increase its number of postdoctoral researchers, relative to its national and international peers.
  6. UCL will maintain or increase its number of registered postgraduate research students, relative to its national peers.
  7. UCL will maintain or increase its number of registered international postgraduate research students, relative to its national peers.
  8. UCL will maintain or raise the number of studentships available to its registered postgraduate research students, relative to its national peers.

Cross-disciplinarity

Outstanding problem- and curiosity-driven research conducted by individuals and small groups is fundamental. Through interaction across the disciplines, however, our collective subject-specific knowledge can be made greater than the sum of its parts.

Strengthening impact through cross-disciplinary research

It is through cross-disciplinary interaction that our research will become best placed to yield solutions that can address effectively aspects of the major global issues of the 21st century. UCL will, therefore, increase and strengthen as appropriate cross-disciplinary research, enabling our excellent specialisms to come together and optimise their joint impact.

Research that transcends faculty and departmental boundaries will be further encouraged. When gaps in expertise spanning a number of fields are identified, departments and faculties will be encouraged to adopt a cooperative approach to joint
appointments. Any organisational or financial factors that currently impede such activity will be minimised.

To facilitate collaboration and the formation of communities,researchers and research groups have been enabled to affiliate themselves to one or more of the UCL Research Themes through the online UCL Institutional Research Information System.

Much cross-disciplinary interaction occurs spontaneously, but fostering it at scale requires a more directed and proactive approach:

  • sustaining a broad and excellent research base;
  • supporting those academic departments that already adopt a multi-disciplinary approach;
  • establishing new academic departments to address problems demanding diverse expertise;
  • providing thematic contexts for cross-disciplinary interaction;
  • forming thematically focused centres that draw on expertise from across our academic departments;
  • facilitating and promoting research through UCL Grand Challenges.
UCL Grand Challenges

Overarching our cross-disciplinary collaboration are the UCL Grand Challenges, the mechanism through which concentrations of specialist expertise across and beyond UCL can be brought together to address aspects of the world’s key problems.
They also provide an environment in which researchers are encouraged to think about how their work can intersect with and impact upon global issues.

The UCL Grand Challenges both nourish ideas naturally arising from academics’ concerns and curiosities, and coordinate institution-wide responses to external agendas. They also complement UCL Research Frontiers’ support of our exploratory
and curiosity-driven research.

UCL will: increase activity within each Grand Challenge through a variety of thematic strands; expand the opportunities for involvement, within and beyond the university, including increased student participation; seek to engage alumni and external funders
with the aim of becoming a self-funding activity; and maximise their impact on policy and practice, and engagement with the public, worldwide.

The UCL Grand Challenges of Global Health, Sustainable Cities, Intercultural Interaction and Human Wellbeing aim to:

  • create networking opportunities: to connect academics across UCL’s disciplines and foster networks of experts (e.g. through roundtables, town meetings and centrally seed-funded crossdisciplinary institutes);
  • provide spaces for debate: to bring together different expertise, perspectives and methodologies in order to provoke new understanding (e.g. through symposia, workshops and public events);
  • facilitate novel research: to stimulate cross-disciplinary activity to generate wisdom and societal debate;
  • improve policy and practice: to enhance economic performance, public service and policy, quality of life and social justice and equity.
Major objectives: cross-disciplinarity
  • UCL will increase the proportion of staff and students involved in UCL Grand Challenges and other cross-disciplinary activity.
  • UCL will produce at least one major annual outcome drawn from each Grand Challenge.
  • UCL Grand Challenges and UCL Research Frontiers will attract 50% of their funding from philanthropic and commercial sources.

Impact

Excellent cross-disciplinary research will generate robust solutions to aspects of the world’s major problems. UCL will engage much more proactively in sharing these solutions and influencing their adoption, primarily through scholarly outputs,
public engagement, influence on policy and practice, enterprise activity and translational research.

We are also committed to maximising the impact of research that advances the frontiers of scholarship.

Outputs

We are currently the 15th most-cited university in the world and the second most-cited in Europe. We will ensure that the products of our research are as widely available as possible.

A key element of the UCL Research Strategy is the further development of a searchable database that records the institution’s research activities: the UCL Institutional Research Information Service (IRIS), the same used to build the knowledge base (see below). It will provide a resource for external stakeholders (such as potential academic collaborators and funding agencies) wishing to gain an insight into the extent of our activity in a particular area.

We have a strong commitment to Open Access, through a mandate endorsed by Academic Board, and this will be maximised through UCL Discovery, an accessible online portal providing a complete record of outputs in terms of publications for the use of those within the institution as well as the external community. UCL will consider providing, through UCL Discovery, an e-publishing infrastructure for departmental use. UCL is a leading partner in the Road Map to Open Access developed by the League of European Research Universities.

Strategic partnerships

UCL will establish further strategic collaborative partnerships – for example with other research organisations, with commerce and industry, and with healthcare providers – to enable the impact of our research to be widened and deepened.

We strongly support the concentration of research funding and doctoral education in those UK regional hubs offering a critical mass of research excellence, with which peaks of excellence in other institutions could collaborate as appropriate. We will
consider the establishment of flexible part-time affiliations with UCL for those internationally-excellent academics located at nationally-excellent universities, as well as the creation of pathways through which those universities’ students could
transfer to UCL as their research potential emerges.

We will also further enhance existing international partnerships, and create new ones as appropriate, particularly those that have a bearing on social, environmental, legal and health issues globally, including capacity-building.

The following types of partnerships will be pursued:

  • research collaboration where strengths are complementary;
  • research collaboration where combined mass offers exceptional potential;
  • research collaboration with local, regional, national and international centres of excellence;
  • collaboration with commercial and non-commercial organisations to drive translational research activities and product development;
  • research-active overseas campuses;
  • research collaboration with business and industry;
  • capacity-building with leading institutions, government organisations and NGOs in low- and middle-income countries;enhancement of global impact through partnerships with leading UK and worldwide cultural, scientific, medical, social science and public-policy institutions;
  • working with business and industry to deliver social and economic benefit for the UK.
Influence

UCL will continue its commitment to public engagement, in order to understand public concerns and attitudes, to inform public opinion and to address the barriers to adapting individual and mass behaviour. We will make the outcomes of our research
accessible and comprehensible to the public, and engage in responsible and mutually beneficial debate.

UCL will further develop its reputation as a source of excellent research that can inform policymaking, and as a source of evidence-based policy solutions. It will fully exploit the opportunities offered by membership of and engagement with public bodies and seek to increase its contribution where it has less influence. In particular, we will seek to bring our expertise in the arts, humanities and social and historical sciences to bear on matters of public, policy and commercial concern.

UCL will work with governments at all levels, as well as with non-governmental organisations, think tanks and others, to identify and respond to public policy needs. Through the institution-wide UCL Public Policy programme, our university will build on those existing connections between academics and policymakers, enabling external agencies to identify sources of relevant wisdom and UCL to anticipate better and respond swiftly to emerging policy issues. Public policy events and working papers, drawing on cross-disciplinary expertise, will be produced on a regular basis and disseminated effectively.

In recognition that corporate policies and practices have a significant impact on global issues, UCL will proactively share its research findings with business leaders through its thematic communities and institutes. This will, in turn, lead those businesses benefiting from UCL expertise to view the university as an exceptionally strong source of wise solutions.

UCL will build its connections with alumni and friends, many of whom are influential policymakers and practitioners. We will engage with them as potential advocates of wise solutions, as well as potential research collaborators, advisors and funders.

Proactive communications

Communications will continue to ensure that UCL’s reputation reflects the quality and purpose of its research; a major element in this will continue to be the public promulgation of specific research outcomes as exemplars of institutional quality and
purpose. UCL will also be a source of wise commentary on current and emerging issues in media considered authoritative by policymakers and practitioners.

Major objectives: impact
  1. UCL will maintain or raise its performance in key metrics, relative to its national and international peers.
  2. The content and functionality of the UCL Institutional Research Information Service will be expanded to maximise its utility both for internal planning purposes, including the Research Excellence Framework, and as a resource for external stakeholders.
  3. The content and functionality of UCL Discovery will be expanded to maximise its utility as a resource for external stakeholders and as a vehicle for UCL’s Open Access agenda.
  4. UCL will increase the number of its alumni who are engaged with its cross-disciplinary research initiatives, as advisers, collaborators, funders and advocates.
  5. UCL will aim to increase its positive perception among key opinion formers, as measured in the UCL Stakeholder Survey.
  6. UCL will increase the number of policy-focused outcomes and interactions with policymakers.
Research and the wider agenda

The strategy underpinning UCL research will be closely integrated with the university’s strategies for Human Resources, Scholarships, Estates and Facilities, Development and
Alumni Relations, Information Services, Public Policy and Communications and Marketing, as well as the following.

International

Our mission is to be London’s global university. This resounds in terms of impact, leadership and opportunities. It is particularly relevant to our research activities, many of which are international in nature, in terms both of subject matter and collaboration. UCL will seek out partnerships with organisations around the world where our strengths are complementary, and where we can help to build capacity.

London

UCL research will be brought to bear on the city that is its home. London itself poses a set of complex and systemic problems that can be resolved only through the deployment of cross-disciplinary expertise in collaboration with local communities, government bodies, policymakers and practitioners, and other world-class London organisations. Our work in London will inform and inspire the development of solutions on a global scale.

Education

Education at UCL is informed by its research activities and delivered by experts in the field. Students at all levels should be exposed to cutting-edge research and research-led teaching. The development, over time, of more cross-disciplinary
undergraduate and graduate curricula will provide a virtuous feedback loop to research, as well as an appreciation of the benefits of working across disciplines.

Enterprise

Excellent research underpins the ability of UCL Enterprise to deliver impact through: education and training in entrepreneurship; social enterprise; corporate partnerships; industrially related and translational research; commercial research contracts; consultancy; continuing professional development; student businesses; commercialisation of intellectual property through spin-out companies; and licensing and product development.

Health

UCL is committed to the pursuit of research excellence in fundamental life and medical sciences and the effective translation of research outcomes into health benefits. The UCL Research Strategy supports cross-disciplinarity across our life and medical sciences and beyond; complements the UCL School of Life and Medical Sciences’ focus on generating enhanced societal and economic impact; and facilitates the forging of strong collaborations – including UCL Partners – in which UCL will act as the intellectual hub.

Public engagement

Effective public engagement is a prerequisite of research impact, both by understanding the public’s varied concerns, beliefs and behaviour, and by responding with relevant proposals. UCL’s programmes of engagement with communities – local, regional, national and around the world – will ensure effective two-way dialogue, through which wise insights can be applied effectively, and take advantage of our unique Special Collections.

Laboratory research

Actions to fulfil the research vision

Excellence is a pre-requisite, but not a guarantor, of productivity and impact. UCL will nurture a positive and creative working environment, and provide efficient and effective mechanisms of support for research activity.

Infrastructure

UCL will provide researchers with cutting-edge infrastructure, facilities, equipment and resources in order to enable them to compete with the best in the world.

UCL will address the complexities of securing sustainable funding for research infrastructure. It will consider both shared and off-campus facilities where appropriate, as a cost-effective method of maintaining infrastructure while raising our profile outside London and providing the opportunity to work with centres of excellence
in the regions.

Funding

UCL research grant income was £275.1 million in 2009/2010, exceeded in the UK only by Imperial College and the University of Oxford. This figure was an 8.2% increase on the previous year’s research income, the largest increase among the top five UK universities (as measured by income from research grants and contracts).

UCL seeks funding for research through three main activities to complement the QR block grant: grant applications, engagement with commercial partners and philanthropic fundraising. Mechanisms will be developed to ensure greater communication and cooperation between the individuals and groups involved in all three, to maximise funding opportunities and to help avoid overlaps and inconsistencies in approaches to potential funders and donors.

Grant applications

We will continue to seek to increase the number and quality of grant applications, especially for longer-term awards, by enhancing support for applicants and removing any disincentives to applying for grants. These will include increased administrative
support for the application process, alongside structured programmes of advice and mentorship.

Working in a collaborative way across the institution, the Faculty Vice-Deans (Research) and School Research Facilitators (SRFs) have already enhanced UCL’s ability to submit high-quality, cross-disciplinary grant applications. We will build on this by developing their capacity to: provide an interface between the research community within the institution and the funding agencies; proactively support academics in the preparation of grant applications; and provide up-to-date intelligence about funding opportunities and the changing priorities of national and international funders, both public and private.

We will continue to engage fully with the major funding bodies, both nationally and in Europe, including entering into further framework and partnership agreements.

Engagement with external social and commercial partners

We aim to establish UCL as a leading research collaborator and provider of knowledge-based services to the commercial and voluntary sectors, as part of our commitment to long-term impact and sustainable economic prosperity for the UK.

We will respond to the priorities of business and industry and seek to maximise the mutual benefit of enterprise activities such as contract research, consultancy, licensing and continuing professional development.

Philanthropic fundraising

The Development and Alumni Relations Office derives its fundraising priorities from the UCL Corporate Plan and Strategy, thereby ensuring that its work supports key institutional objectives. Indeed, this alignment is essential to make the fundraising case persuasive to potential donors. UCL Grand Challenges will provide an effective narrative with which to engage fundraising prospects; presented alongside UCL
Research Frontiers, it conveys the inherent value of excellent research of any kind and the socially beneficial purposes to which that research can and must be put.

Diversification

Beyond these three core funding streams, UCL will take every opportunity to extend and diversify its funding portfolio. Practical measures will be introduced to improve our competitiveness and to maximise research income from all such sources.

Investment in cross-disciplinarity

Building on the UCL Research Themes, many cross-disciplinary research networks, centres and institutes have been established at UCL in recent years and this will continue. Whether physical or virtual, these research hubs create opportunities for building research communities around specific issues, forming new collaborations, facilitating the training of postgraduate students, responding swiftly to external funding calls, leveraging the acquisition of external support, optimising the impact of the resulting research and working with industrial and other partners to realise the economic and social potential of their activities.

Existing centres and initiatives will continue to be overseen to ensure that they maintain their vitality and deliver on UCL’s agreed priorities.

Governance and administration

The UCL Vice-Provost (Research) is the senior academic charged with promoting, supporting and facilitating world-class research at UCL, reporting directly to the President and Provost. Research priorities are determined at the faculty level
by the Deans in consultation with senior academics including the heads of divisions, institutes and departments. Faculties identify their priorities – including infrastructure requirements – in their individual strategic plans, which are then reviewed by
the Provost’s Senior Management Team. In the future, scarce resources will need to be directed to those developments with the greatest potential for profound impact, in line with agreed strategic priorities; greater cooperation will be required between faculties in making these decisions.

The Vice-Provost (Research) chairs the Research Governance Committee, which oversees development of and compliance with the UCL Code of Conduct for Research, which includes the research ethics framework.

UCL will continue to develop supportive administrative and financial structures that will facilitate and underpin research, enabling academics to use their research time to maximum effect, together with information networks to facilitate communication
and inform strategy. Central coordination of shared facilities and complex grant applications will be enhanced.

The knowledge base and benchmarking

UCL will ensure regular, reliable and transparent reporting of appropriate research performance indicators, both quantitative and qualitative, at the departmental, faculty and institutional level. This will be particularly significant in the context of the Research Excellence Framework.

UCL will continue to integrate the systems in which information about its researchers’ activities are held, with the key principle being that a single data source – accurate, authoritative, comprehensive and secure – should be held centrally, and be simple to update and to use for multiple purposes elsewhere. Such a database will facilitate strategic and managerial decision-making, and provide information for the development of major cross-disciplinary funding applications.

UCL will set ambitious, but realistic, performance targets, such as those outlined in the UCL Research Strategy, and benchmark its research performance against its national and international competitors, with timeframes for improvement defined. We will
improve our recording, measurement and evaluation of research impact wherever possible.

Horizon scanning

Horizon scanning is the key to sustaining our pioneering tradition. We will adopt a more proactive and coordinated approach to planning by ensuring that we are well prepared to respond effectively to future initiatives. We will increasingly seek to identify new directions in research and scholarship and to bring people into these areas, building up a critical mass where appropriate.

We will build on activity to date, such as roundtables and town meetings, at which academics from a number of disparate disciplines have been brought together to discuss broad themes (e.g. the environment, energy and computational biology).
UCL will increase the input and advice of external experts from both public and private sectors in the UK and internationally.

Responsiveness, engagement and influence

UCL will respond to the needs for research and training of the UK Government and the corporate community, as well as regional and local priorities. We will be responsive to the strategic objectives of the major national and international funding agencies, both public and private.

We will contribute strongly to informing and shaping these research agendas. We will ensure that our representation on the councils and panels of the major funding agencies is maintained and extended.

In parallel with drawing on our collective research expertise to provide wise counsel, we will use our collective sector experience to propose ways in which limited funding can be most effectively and efficiently invested.

Research Excellence Framework

UCL has engaged fully with the development of the new Research Excellence Framework (REF), including participation in HEFCE’s pilots on the use of bibliometrics and assessing impact in the REF.

REF 2014 represents a new challenge, but also an opportunity to present the excellence and impact of UCL research. We are developing robust internal processes for making our REF 2014 submission, including: appropriate consideration of equality
issues in our staff selection policy; appropriate consultation with academic units; selection of high-quality outputs; data collection and quality assurance; and developing impact case studies that offer a representative insight into the benefits that UCL’s research provides to the global community. We will also ensure that we
demonstrate the quality and vitality of the research environment at UCL.

UCL’s REF 2014 strategy is led by the Vice-Provost (Research), who chairs the REF Strategy Group. Data collection management and the coordination of UCL’s submissions to REF 2014 are the responsibility of a team led by a senior member of staff in UCL Registry and Academic Services, reporting to the Vice-Provost (Research).

Conclusion

These strategic aims, which cover the entirety of UCL research, will be achieved by consolidating (and, more explicitly, codifying) existing good practice, and by introducing new methods of supporting and facilitating research excellence and impact.

We are committed to delivering the UCL culture of wisdom – through excellence, cross-disciplinarity and impact – as London’s Global University and, in doing so, to establish a new model for higher education’s interaction with the world.

Next: Enterprise

Table 1: Research grants and contracts at top five institutions (2007/08–2009/10)

Research grants and contracts at Top 5 institutions

Figure 1: Total research grants awarded annually at top five institutions 2007–2010. Source: Office of the UCL Vice-Provost (Research), derived from institutions' annual accounts

Total research grants at top 5 2007-2010