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- Securing a biodiverse planet: This challenge studies the natural world from individuals to populations and from communities to ecosystems, to allow us to identify how biodiversity contributes to the functioning of ecosystems and responds to environmental change, particularly the environmental pressures caused by humans and the consequences for people of biodiversity degradation. Our main research strengths are in tropical forests, drylands, conservation biology and management, wildlife disease, behavioural ecology, the contributions that biodiversity make to human wellbeing and assessing how nature-based solutions can be used to address some of the key global challenges.
- Creating sustainable and equitable food, energy and water systems: This challenge considers the complexity and dynamics of the relationships between economic, geographical, political, and social dimensions. We use innovative research approaches including participatory methods and models to understand the relationship between people and the environment and to identify the interventions needed to bring about transformative change. Research foci are on natural resource management and the links between climate, land management, resource consumption, the economy and development and in social and environmental transformations, particularly around energy, fisheries, food systems and agricultural commodities, health, and wellbeing, transport systems, water resources, urbanization and climate change.
- Delivering clean, green environments: Fundamental physical, chemical and biological processes within the atmosphere, soil and water are a focus of our research for this challenge, including how these processes respond to environmental change and then impact on human and ecosystem health. We also explore governance of clean, green environments and their contribution to human wellbeing. Much of our research in this challenge area considers the significant pressures that human activities in urban areas place on the surrounding environment and ecosystem health. Research foci are on ecotoxicology, indoor and outdoor air quality, and carbon and nutrient cycling.
- Creating a climate resilient world: We focus on understanding how physical and biological systems change on a variety of timescales, and apply this knowledge to forecast change into the future. Research for this challenge provides the evidence base for understanding Earth processes. Our research builds the foundations for society to develop effective adaptation and mitigation strategies to provide future resilience to environmental change. Research focuses on Earth observation and simulation, glaciology, coastal and sea-level change and palaeoecology and how we can manage and adapt to a rapidly changing world.
In terms of future challenges, we are looking to include a new area to deliver ‘Systems Transformations to move beyond net zero carbon’. This new challenge will build on research in the Department, including with our partners in SEI-Y, YESI and the IGDC, but consolidates it to address the global climate emergency and the need to go beyond carbon neutral futures. We also expect to be a driving force in the new Sustainability Entity, which will bring together researchers from across the University working on sustainability issues. The Department is also driving the creation of a new Built Environment Hub, which will provide a forum for interdisciplinary research in this area across the three faculties.
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We have defined research goals to be achieved over the next 12 months, 24 months, 5 years and by 2032. These goals will be assessed annually by DRC/DMT to check we are still on track for our 2032 vision to be achieved. They will be updated each year until a new strategy is written. The basis for these research goals can be found beneath the table and note that these apply to core Department only.
By the end of current academic year (20/21) | By end of next academic year (21/22) | 5 years from now (end of 24/25) | By 2032 | |
Strategy development and implementation | Research strategy embedded; metrics defined and in place | Review/revise metrics; 3-4 successful SPIGs have run/are running. | Early SPIGs have led to outcomes (proposals,papers); improved standing in research league tables | Top 50 QS rankings; systems and governance reflect best international practice |
Research income* | Meet income target given COVID-19 disruption and ODA funding cuts | Research income £78K/FTE; lead 3-5 >£1M projects; 75% staff are PI | Research income £100K/FTE; lead 5-6 £multi-million grants; 85% of staff are PI | Top 5 HESA research income ranking; leading several >£5M projects; 90% of staff are PI |
Research outputs* | Define a new metric for research publications that considers excellence. | Improve excellence metric by 5%, maintaining the number of publications/FTE. | Improve excellence metric by a further 5%, maintaining the number of publications/FTE. | Improve excellence metric by a further 10%, maintaining number of publications/FTE |
Research influence and impact | Undergo stakeholder mapping exercise to understand who we influence (partnerships, papers, funders) and identify gaps | Hold a series of workshops to promote our research with the aim of engaging new and diverse audiences; new partnerships form and lead to papers/funding/impact. | Established as a go-to centre of expertise for research impact, supported by a hub of different actors from a wide range of locations and sectors. | Influencing the global agenda for environmental solutions with our international network of partners. |
PhD students* | New plan in place for attracting PhD students from more diverse sources. | 90% of ART staff are lead supervisor for at least 1 PhD student; average is 2/FTE | 92.5% of ART staff are lead supervisor for at least 1 PhD student; average is 2.25/FTE | 95% of ART staff are lead supervisor for at least 1 PhD student; average is 2.5/FTE |
Research Culture | Improved research support to help staff/students at all career stages to achieve their goals; develop plans to attract more external fellowships. | 30% research time for all ART staff; new mentorship scheme embedded; growing and diverse fellowship and PhD student community. | At least 40% research time for all ART staff; excellent mentorship scheme; fellowship community now well established and mentoring PhD students. | At least 40% research time for all ART staff; exemplar mentorship scheme and fellowship and PhD community. |
*Metrics will be used at a departmental level and will consider individual circumstances, such as career stage, FTE, career breaks etc. The metrics will not be used to evaluate staff performance on an individual basis.
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