Research Centres and Institutes (RCI) guidance

An academic Research Centre or Institute (RCI) is a unit within the University that concentrates on research, scholarship and, often, interdisciplinary studies. These units typically bring together Schools, Departments, academics, researchers and students to work on specific themes or projects, providing resources and infrastructure to support their work.

It is a forward-thinking entity that not only advances research but also contributes significantly to the University, School or Department’s strategic objectives.

This guidance was approved by the Research Excellence Board in August 2024.

Aim

The main aim is to advance knowledge and understanding in a specific field, foster innovation and the development of new technologies, methodologies or theories, and provide solutions to complex societal problems through research and scholarship.

Function

To establish a Centre or Institute that transcends the scope of a typical research group, it will need to focus on a number of key aspects.

Strategic alignment

Objective: ensure the Centre aligns with the strategic aims of the School.
Identify strategic goals: understand the School’s long-term vision, mission and strategic priorities.
Research focus: align the Centre’s research focus with these strategic goals, for example, if the School prioritises sustainability, ensure the Centre has a strong sustainability component.
Develop a strategic plan: create a strategic plan that outlines how the Centre will contribute to these goals over the next five years.

Organisational structure

Objective: create a robust and well-defined organisational structure.
Appont a director: appoint a respected and capable director or directors, who will be responsible for driving the Centre’s vision and operations.
Establish governance: form a governance structure, such as a board or committee, and agree a meeting schedule.
Create roles and responsibilities: define roles and responsibilities for active members with key positions.

Operational plan

Objective: develop an operational plan for smooth functioning.
Funding and resources: identify funding sources, such as grants, company partnerships, donations or consultancy, and resource requirements, for example, access to literature, workspace, equipment and personnel.
Project management: implement project management practices to ensure timely and efficient execution of research projects.
Collaboration framework: foster interdisciplinary research by bringing together experts from different fields and establish working protocols for collaboration that comply with University policies.

Visibility and outreach

Objective: enhance the Centre’s visibility and impact.
Web presence: develop a professional and informative website that highlights the Centre’s mission, research areas, publications, news and events. This should be done in collaboration with the University's Digital Communications team.
Publications and conferences: list Centre-supported outputs, events and other content.
Training: provide training and mentorship for students, if applicable, postdoctoral fellows and early-career researchers and offer opportunities for hands-on research experience and professional development.
Community engagement: organise seminars, workshops and public lectures to engage with the broader community and disseminate research findings.
Marketing: develop a marketing strategy to promote the Centre’s achievements and capabilities, for example, press releases, social media, and newsletters. This should be done in collaboration with the University's Corporate Communications team.

Monitoring and evaluation

Objective: implement mechanisms to monitor progress and ensure continuous improvement.
Regular reviews: conduct regular reviews of the Centre’s activities and progress towards strategic goals. These will be monitored centrally at review and relicensing points.
Feedback mechanisms: create channels for feedback from colleagues, students and partners to continually refine and improve the Centre’s operations.

Outputs and benefits

Create a sustainable research environment by attracting significant research funding and becoming a magnet for talented researchers, students and professionals.
Become an exemplar of good research conduct (PDF) ensuring honesty, integrity and prioritising ethical considerations, ensuring that research is conducted responsibly and with attention to its social and environmental impact.
Be ambassadors for good data management to maximise academic value whilst protecting privacy and being FAIR.
Produce scholarly articles, research papers, books and other academic publications.
Develop new technologies, patents and commercial applications, fostering economic
partnerships and growth.
Organise conferences, workshops, seminars and public lectures to disseminate research findings.
Influence public policy and engage with local communities, helping to solve regional problems and global crises, and contributing to societal wellbeing.
Share skills, training, development and mentorship, enhancing the quality of education.
Create a legacy of research with long-term impacts, shaping future research agendas and contributing to the body of knowledge for generations.

School support

The expectation is that the patron and associated Schools, where relevant, will encourage good practice, provide support where possible and offer constructive feedback when requested to help the Centre or Institute support the School's and University's strategic objectives.

When a School or Department agrees to patron or affiliate with a Research Centre or Institute, it is agreeing to actively support that Centre or Institute and will be asked to demonstrate that support during the review and relicensing process. Supporting a Research Centre effectively can take various forms, depending on its needs and objectives.

Schools should consider the following aspects of support:

Financial support: which could be in the form of a small annual budget, matched funding or investment, priority access to facilities or shared support staff, or scholarships or in-kind contributions.
Talent and expertise: share knowledge and skills across the School, fostering good practice and utilising key resources, and assisting with recruiting talent or developing courses to attract talent with Research Centres and Institutes in mind.
Advocacy and policy support: supporting a system of regular checks, evaluation and mechanisms for feedback will help the Centre or Institute adhere to ethical standards and legal requirements to maintain its credibility and ensure sustainable operations.

The director of the Research Centre or Institute is responsible for communicating with the patron School and all relevant parties regarding any changes or progress. However, meaningful progress and the realisation of benefits can only be achieved through collaboration and support for the director.

The Research Centres and Institutes (RCI) policy document (PDF) lays out the procedural framework, structure, governance and terminology around Research Centres and Institutes (RCIs) within the University of St Andrews.