Cambridge university research strategy
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Supporting the integration of teaching and research by allowing leading research academics remain engaged in teaching.
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Covering some of the unmet costs of research supported from other sources. Allowing both of academic and policy focussed knowledge synthesis. This project is exploring current examples; the historical evolution; and theoretical basis for each of these channels; and how their importance varies by disciplinary area. The Research project is being carried out jointly with the Bennett Institute for Public Policy, and is supported by a grant from Research England.
The views expressed in the articles listed on this page are those of the authors of the articles and do not represented the views or position of the Research Strategy Office, or the University of Cambridge. It has been estimated that it takes about 17 years for medical research to move from the laboratory to become a treatment available to patients. This commentary explores how it might be possible for a Covid-SARS-2 vaccine to be produced in a timescale closer to 17 months.
Is it an apples-to-apples comparison and how is research to identify a Covid-SARS-2 vaccine being accelerated? Journal Impact Factor JIF is widely accepted as a bad measure of research quality, but its use persists. The note also calls for better information on the extent of JIF usage so the urgency of the cause can be better judged. This paper summarises the available evidence on the effectiveness and burden of peer review for grant funding.
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The paper identifies a remarkable paucity of evidence about the efficiency of peer review for funding and we identifies some conclusions around the effectiveness and burden of peer review. The strongest evidence around effectiveness indicates a bias against innovative research. There is also fairly clear evidence that peer review is, at best, a weak predictor of future research performance, and that ratings vary considerably between reviewers.
There is some evidence of age bias and cronyism.
Research Funding
Given the central role of peer review allocation in the biomedical research system the paper suggests the importance of acknowledging, assessing and analysing the uncertainty around peer review. This could include transparent experimentation and evaluation of different ways to fund research; but will require more openness across the wider scientific community to support such investigations, acknowledging the current lack of evidence and the impossibility of achieving perfection. Search site.
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The Research Strategy Office (RSO) supports the work of the Pro-Vice-Chancellor for Research, the Heads of the Schools and the Research Policy Committee to devise and implement strategies and policies to maintain and increase the University's research funding; shape the University's response to a changing research. Strategic Research Initiatives and Networks build on areas of existing research strength by bringing together a critical mass of expertise from across the Schools, with four key aims: to address large-scale multi-disciplinary research challenges; to strengthen research collaborations and knowledge transfer across.
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Dr Anna Cieslik. Research Facilitator.
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Dr Elizabeth Penner. School Research Facilitator. Dr Benedict Kent. Impact Funding Co-ordinator Arts and Humanities. Politics and International Studies. Owen Garling. Bennett Institute Knowledge Transfer Facilitator.
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Sally Edwards-Waller. Knowledge Transfer Facilitator. Dr Vibhuti Patel. Dr Caroline Reynolds. Paula Bibby.
Dr Mariana Fazenda. Fazenda admin. Dr Anna Davies. Research and Engagement Coordinator. Zoe McIntyre. Research Co-ordinator. Dr Anita Marguerie de Rotrou. Head, Office of Translational Research.
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Dr Estelle Bernard-Fichet. Programme Manager. Dr Alex Samoshkin. Translational Research Facilitator. Dr Nicola White. Oliver Francis. Head of Communications and Knowledge Exchange. Dr Yolande Cordeaux. Dr Nalin Patel. Research and Business Development Manager. Dr Milla Kibble. Dr Stephanie North.
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