QMU Research and KE Culture and Governance Action Plan 2026–2030

1.1. Develop institutional Research & KE Culture KPI framework, aligned with sector concordats and informed by CEDARS findings

• Research & KE Culture KPI framework approved by RSC and integrated into strategic planning

• KPIs adoption across Schools and Research & KE Centres (RKEC)

AY 2025/26

• Research Culture Academic Lead
• RCG
• RSC
• RKEC
• Directors

1.2. Commit to ongoing participation in the CEDARS to monitor excellence in our research & KE culture and environment, while facilitating national benchmarking and longitudinal comparison.

• QMU Research & KE Culture KPI framework data analysed and reported annually
• CEDARS 2027 & CEDARS 2029 data analysed and reported

• Recording of QMU Research & KE Culture KPI indicators
• Participation CEDARS indicators

Ongoing

• HR (annual staff survey)
• RKEDU (CEDARS)

1.3. Embed safeguarding training into Research Development Training Programme.

• Safeguarding training launched and delivered

• Number of researchers completing safeguarding training

Ongoing

• RKEDU
• QMU REC
• Research Managers

1.4. Review and enhance Research Data Management (RDM) policy, governance and associated training in line with CRI standards.

• RDM Working Group meets quarterly
• Revised policy published
• RDM training designed and launched

• Number of researchers completing training

AY 2025/26

• RDM Working Group
• RSC

1.5. Promote a working environment that supports the mental health and wellbeing of researchers.

• Health and Wellbeing Strategy finalised and embedded
• Ongoing roll out of Stress Management programme for Managers to staff in research roles

• Number of staff who believe the institution working environment supports mental health and wellbeing in research and KE
• Number of research managers completing Stress Management programme
• University Health & Safety stress risk assessment data in relation to CRS

Ongoing

• HR
• Research Managers
• Health & Safety Team

1.6. Implement new systems and processes for the co-ordination and implementation of shared research infrastructure.

• Named lead for digital research infrastructure, resources and data management appointed
• Institutional research & KE website fully operational

• Usage metrics of shared infrastructure and resources

AY 2029/30

• SLT
• Shared Research Infrastructure Lead (once appointed)
• RKEDU
• Media and Marketing

1.7. Sustain enabling structures that allow researchers to pursue, secure, and manage research income, and ensure research excellence, integrity, and positive research culture.

• Robust research support structures (incl. RKEDU and RGCU) maintained.

• Ensure optimal staffing within research support teams.

Ongoing

• SLT

2.1. Deliver "Promoting Dignity in Work and Study" training.

2.1.a Embed and monitor implementation of policy and processes to support researchers reporting bullying, harassment, discrimination and alleged breaches of research integrity.

• Dignity at Work and Study policy published and promoted via HR, RCG, QMREC, RSC and RKEC.
• Dignity at Work and Study policy training sessions completed
• Safeguarding in Research and KE Guidance published and promoted via HR, RCG, QMREC, RSC and RKEC.
• UKRIO Code of Practice for Research (CoPR) and Procedure for Investigating Questionable Research Practices and Potential Research Misconduct fully adopted within QMU context.

• Number of staff aware of internal policy and guidance
• Number of staff aware of UKRIO CoPR
• Number of staff reporting feeling comfortable raising issues
• Definitions of questionable research practices, research misconduct, unacceptable research practices, aligned with RIC published and promoted.
• Institutional statement for research integrity published and publicly visible, including a named point of contact (or an appropriate third party) to act as confidential liaison for whistleblowers or anyone wishing to raise concerns

Ongoing

• HR
  
• SLT
• RKEC Directors
• RKEDU
• RGSG
• RSC
• RCG

2.2. Monitor bullying, harassment, and misconduct reporting trends.

• Exploration of perspectives and experiences among QMU research community contributing to current CEDARS findings relative to bullying, harassment and discrimination and used to inform policy and procedures.
• Annual report submitted to RSC and University Court (as part of RIC annual reporting)

• Staff perspectives and experiences explored
• Findings used to form recommendation for policy and procedures aimed at improving staff experience
• Appropriate approaches to measurement and monitoring of bullying, harassment and discrimination agreed
• Number of incidents reported and type of outcome

Ongoing

• Independent working group (including RKEC Directors, SLT, HR, representation across research community)
  
• HR
• RGSG
• RSC
• RCG
• RKEDU

2.3. Embed EDI principles into recruitment and promotion processes.

• EDI audit relative to recruitment and promotion processes completed
• Recommendations implemented

• Number of diverse staff recruited
  Number of staff who believe the institution is committed to equality and diversity in research and KE. 

Ongoing

• HR

3.1. HR policy review to ensure transparent and equitable access for contract researchers to enhanced terms of employment, career pathways and professional and career development.

• Research Career Pathways framework finalised, approved and published
• Research Career Pathways launched
• CRS included in policy review process, where stakeholder feedback takes place

• Research contribution recognised in formal promotion pathways
• Number of staff aware of the new Career Pathways framework
• Number of staff using the pathways in PER
• Number of CRS reporting feeling secure about their future at QMU
• Number of researchers in their mid-career stage reporting feeling secure about their future at QMU
• Number of HR policy reviews involving CRS
  % of CRS who spend 10 or more days on professional development 

AY 2029/30

• HR
  
• SLT
  
• Trade Unions
  
• RSC
  
• RCG
  
• RKEC Directors
  
• CRS representatives
  
• Research Managers
  

3.2. Enhance end-of-contract continuity for CRS

• IT and Estates systems updated to support continuity

• % CRS retaining access post-contract (legacy status)

Ongoing

• HR
• IT

3.3. Engage in sector developments on precarity and integrate into HR policy

• Annual HR review includes precarity indicators

• % of open-ended contracts
• Staff satisfaction

AY 2025/26

• HR
• TU
• RCG

3.4. Long-term sustainability of researcher employment models

• Sustainability report submitted to University Court (part of RDC annual report)

• % of researchers in sustainable roles
• Nature (direction) of transitions between T&S and T&R contracts.
• Number of transitions between T&S and T&R contracts.

Ongoing

• RKEDU
• HR

3.5. Enhance support for researchers returning from periods of absence e.g., parental leave or secondments.

• Sustainability report submitted to University Court (part of RDC annual report)

• Staff satisfaction

Ongoing

• HR
• Research Managers

3.6. Improve clarity and support for the use of AWAM and its application through annual review process, invite CRS to contribute to review.

• AWAM review completed
• CRS participating in the review process

• Staff satisfaction

AY 2026/27

• HR
• SLT
• Trade Unions
• HoDs

4.1. Ensure QMU sabbatical policy and other mechanisms for researcher development are visible and embedded.

• L&D Activities are promoted to all staff including CRS.  
• HR to survey CRS on professional development themes that they would find helpful moving forward.

• Number of staff participating in professional development opportunities
• No of staff (% of SigRes) utilising sabbatical options for research

AY 2025/26

• HR
  

4.2. Develop KE and impact career pathway

• Promotion criteria embedded in a new pathway

• Number of staff aware and using pathway

AY 2025/26

• HR

4.3. Gather and publish data on researcher careers at QMU

• Process for data capture established and shared
• Report published annually

• Number of CRS (research only contracts)
• Number of staff on R&T contracts
• New staff background (recruitment source)
• Number of doctoral students
• Number of doctoral bursaries
• Number of CRS leaving QMU reporting career outcomes
• Career outcomes of researchers leaving QMU

Ongoing

• HR

4.4. Review and enhance systems supporting researcher identity

• Revised guidance and systems launched
• ECRs and CRS supported in consolidating their research identities and profiles

• Number of researchers with updated profiles

AY 2025/26

• RKEC Directors
• Deans
• HoDs

4.5. Strengthen support and infrastructure for researcher development by growing external and collaborative researcher training and mentoring.

4.5a. Embed training and development opportunities for doctoral, ECR and mid-late career researchers to improve skills and update learning to respond to current research environments.

• Researcher Development Training Programme published and promoted (annually) 
• All staff involved in research and KE at QMU have access to L&D opportunities through the annual Research Development Training Programme.
• A range of professional development resources and networks are available to research staff via QMU RKE website and RKEDU SharePoint.

• Number of researchers participating in professional development opportunities
• Feedback scores

Ongoing

• RKEDU

(Continued) 4.5. Strengthen support and infrastructure for researcher development by growing external and collaborative researcher training and mentoring.

4.5a. Embed training and development opportunities for doctoral, ECR and mid-late career researchers to improve skills and update learning to respond to current research environments.

• Enhance training in responsible metrics and narrative CVs available through Researcher Development Training Programme
• KEIF-aligned training and support programme launched

• Training uptake

Ongoing

•  RKEDU

(Continued) 4.5. Strengthen support and infrastructure for researcher development by growing external and collaborative researcher training and mentoring.

4.5a. Embed training and development opportunities for doctoral, ECR and mid-late career researchers to improve skills and update learning to respond to current research environments.

• Mentoring scheme for CRS and ECRs rolled out across Schools

• Number of active mentor-mentee pairs

Ongoing

• RKEC Directors
• Deans
• HoDs

4.6. Provide training and development for managers in undertaking effective development conversations.

• Ongoing roll-out of relevant training, including ‘Coaching conversations’ and ‘Managing difficult conversations’ to research managers

• Training uptake

Ongoing

• HR
• Research Managers

5.1. Embed UKRIO CoPR as organisational policy for research integrity

• UKRIO CoPR formally adopted, embedded into existing policies and procedures (e.g., QMU Research Ethics Policy; Safeguarding in Research and KE Guidance) and disseminated
• Promote open research  
• Exploration of issues around academic freedom
• Development of institutional statement on academic freedom
• Senior member of staff to act as the operational lead on matters of research identity identified

• Number of researchers aware of the CoPR and indicators of positive research practice
• Improved awareness of and engagement in open research approaches across QMU research community
• Institutional statement on academic freedom published
• Appropriate approaches to measurement and monitoring of academic freedom developed and implemented
• Research Integrity Lead appointed and named on QMU website

AY 2025/26

• SLT
• RSC
• RGSG
• RKEDU
• RKEC Directors
• Deans
• Research Support Librarian

5.2. Embed safeguarding and research integrity training into QMU research ethics procedures

• Safeguarding and research integrity training incorporated into QMU research ethics procedures

• Number of researchers completing safeguarding and research integrity training

Ongoing

• QMU REC
• RKEDU

5.3. Fully embed UKRIO RIC Self-Assessment Toolkit across the University.

• Toolkit integrated into QMU Research & KE governance

• Annual statement to University Court on compliance with the Concordat for Research Integrity

Ongoing

• RKEDU
  
• RCG
• RSC

5.4. Conduct annual review of ethics and safeguarding policies to ensure alignment with national standards.

• Updated policies approved and published

• Outcomes of ethics submissions audit 

Annually

• QMU REC (Ethics)
• RKEDU (Safeguarding)

5.5 Monitor institutional alignment with DORA and LEIDEN principles on the responsible use of metrics.

• REF 2029 submission demonstrate responsible use of metrics
• Compliance with processes outlined in QMU REF 2029 CoP, demonstrated through the responsible use of metric in QMU REF 2029 submission

• Implementation of QMU REF 2029 CoP, approved by SFC
• Completion of all required EIAs

Ongoing

• REF Strategy Group
• RSC
• Senior Leadership

6.1. Promote collaborative internal and external research and KE initiatives through cross-sector researcher development, leadership and ECR networks

• New research and KE collaborations formed and showcased

• Number of external research and KE collaborations

Ongoing

• RKEDU
  
• Deans
• RKEC Directors
• Schools

6.2. Incorporate KE and Public Engagement commitments aligned with KE Concordat into institutional strategic planning for research and KE

• New Research and KE Strategy approved by RSC and published

• Number of staff engaged in KE activities

AY 2026/27

• StratPol
• RKEDU
• RSC
• RKEC Directors

6.3. Monitor and report KE impact and engagement outcomes

• Annual KEIF report published

• Improvement in KEIF metrics

Annually

• RKEDU

6.4. Appoint Professorial Lead for KE, Public Engagement and Impact.

• Role defined and recruitment initiated

• Appointment completed
• Role visibility

AY 2029/30

• SLT

7.1. Integrate CRS & ECR feedback into policy reviews

• CRS and ECR feedback mechanisms formalised

• Number of policies reviewed with CRS & ECR input
• Number of staff reporting that QMU values the contributions they make to institutional policy and decision-making

Ongoing

• HR
  
• RKEDU
• RSC
• RCG
• TU

7.2. Conduct institutional review of CRS & ECR engagement in governance (as part of RIC annual statement)

• Review completed and reported to University Court

• Number of staff reporting that QMU values the contributions they make to institutional policy and decision-making

Ongoing

• RKEDU
• HR
• RCG
• RSC

7.3. Align institutional strategic planning for research and KE with commitments to sector concordats, including using measures of success proposed in this action plan as indicators of success. 

7.3a. Align University RKE Strategy, School and RKEC operational plans with strategic priorities for research and KE, including commitments to sector concordats.

• Institutional strategic research and KE plan embedding commitments to sector concordats

   

• Annual planning templates updated to integrate the SFC REG and KEIF reporting requirements, as well as agreed Research & KE Culture KPIs and concordat commitments

• QMU Research and KE Strategy reflecting commitment to sector concordats
• Operational plans referencing the SFC REG and KEIF reporting requirements
• Operational plans referencing agreed Research and KE Culture KPIs
• Operational plans reflecting concordat commitments

Ongoing

• StratPol
• SLT
• Deans
• RKEC Directors

7.4. Promote shared accountability for Research & KE Culture KPIs.

• KPI ownership assigned across stakeholder groups (SLT, Deans, RKEC Directors, RKEDU, HR, Others – as aligned with KPIs)

• KPIs performance across stakeholder groups (SLT, Deans, RKEC Directors, RKEDU, HR, Others – as aligned with KPIs)

Ongoing

• SLT
  
• Deans
  
• RKEC Directors
  
• RKEDU
  
• HR
  
• Others (as aligned with KPIs)
  

8.1. Align internal research integrity audit processes with UKRIO Self-Assessment Tool

• Audit schedule revised and implemented

• Number of actions verified through audit

Annual

• RKEDU

8.2. Publish annual progress reports on Research & KE Culture and Governance (RDC annual report and RIC annual statement).

• Reports submitted to University Court and published online

• Reports publication date
• External stakeholders (SFC and UKCORI) feedback

Annual

• RKEDU
• RCG
• RSC

8.3. Conduct annual review of the Research Governance and Culture Action Plan 2026–2030.

• Review completed and recommendations implemented

• Number of actions on track or completed

AY 2029/30

• RKEDU
• RCG

8.4. Evaluate impact of the Research Governance and Culture Action Plan 2026-30 to inform planning for census period 2031–2035.

• Final evaluation report submitted and published online

• % of the Action Plan KPIs met

AY 2029/30

• RKEDU
• RSC