GLOBAL - Building Collaborative Engagement between Warwick and Monash Universities

沃里克和莫纳什已经建立了两个机构之间的战略联盟，这是在2012年2月2日泰晤士报高等教育增刊宣布。这一重大步骤是两所大学成为全球联系的战略的一部分。该联盟的目标之一是建立强有力的合作研究联系，包括联合研究培训，并共同致力于通过创业和行业参与产生影响的方案。核心将是创建约30个联合高级学术职位，以及创新的联合博士和硕士课程。一个新的联合PVC职位将负责推动新的合作伙伴关系。我们提出的EPSRC项目将使我们能够将这一联盟提升到一个新的水平，在广度和深度方面建立更广泛的研究联系。初步确定了六个核心主题：可持续化学、太阳能、创新制造、数据管理和高性能计算、材料和分析科学以及聚合物科学。对于某些项目（太阳能、创新制造、数据管理/HPC），与EPSRC的使命计划直接一致。对于其他人来说，与EPSRC的优先事项（如催化，能源效率）有明显的共鸣。所有专题领域都是两个机构的研究强项，具有很强的研究能力。因此，在研究和创新价值链中，通过在每个领域建立合作来确定协同效应和增加价值的潜力是巨大的。每个机构都为每个主题任命了一名主题领导人，负责在其领域内执行EPSRC项目议程。对于每个主题，方法的策略将是相似的-主题领导人之间的最初面对面讨论，然后是研讨会，借调和其他类似的活动，以进一步发展关系，并确定建立真实的合作项目的路线。还提出了一系列其他活动a）预算的一部分将用于B）将建立一个机制，以确定未来的研究明星，他们的职业生涯可能会受益于国外的一段时间，也许通过外部或内部资助的奖学金，c）进一步推动本港的博士培训课程国际化，例如在适当情况下，推行国际博士资助计划，以及在个别研究项目中加入借调博士生的机会。预期的影响比简单的学术协同作用要广泛得多，通过更广泛的联盟，EPSRC的资金得到了很大的利用。这种关系，特别是在EPSRC的职权范围内，将为两所大学的学术界提供新的网络和与英国，澳大利亚和其他地方的其他组织的连接。它还将导致完成跨战略研究领域的创新价值链，否则这是不可行的。治理结构已经到位，以确保获得拟议项目的好处

Warwick and Monash have established a strategic alliance between the two institutions, which was announced in the Times Higher Education Supplement on 2nd February 2012. This major step is part of the strategies of both Universities to become globally connected. Among the aims of the alliance are to establish strong collaborative research links, including joint research training, and to work together on programmes which develop impact through entrepreneurship and industry engagement. The centerpiece will be the creation of around 30 joint senior academic posts, as well as innovative joint PhD and Masters programmes. A new joint PVC position will be responsible for driving forward the new partnership. Our proposed EPSRC project would allow us to take this alliance to the next level, establishing far more extensive research links both in terms of breadth and depth, than would otherwise be possible. Six core themes have been identified for initial development - sustainable chemistry, solar energy, innovative manufacturing, data management and high performance computing, materials and analytical science and polymer science. For some (solar power, innovative manufacturing, data management/HPC) there is direct alignment with EPSRC's mission programmes. For others there is clear resonance with EPSRC's priorities (eg catalysis, energy efficiency). All of the thematic areas are research strengths with substantial capacity in both institutions. The potential for identifying synergies and value to be added from establishing collaborations across each area is therefore substantial, both across reserach and the innovation value chain. A Theme Leader has been appointed at each institution for each theme with responsibility for delivering the EPSRC project agenda in their area. For each theme the strategy of approach will be similar - initial face to face discussions between the Theme Leaders followed by workshops, secondments and other similar activities to develop the relationships further and identify routes towards establishing real collaborate projects.In addition, a set of other activities are proposeda) A proportion of the budget will be ring-fenced for identifying and progressing the formation of alliances in other areas within EPSRC's remit.b) A mechanism will be established for identifying future research stars whose careers might benefit from a period abroad, perhaps funded through an externally or internally funded fellowship, and who would be supported in preparing application(s) to suitable scheme(s)c) Internationalising further our doctoral training programmes, for example, where appropriate, pursuing international PhD funding schemes and embedding opportunities for PhD student secondment within their individual research projects. The anticipated impact is much broader than simple academic synergy, with substantial leveraging of EPSRC funds through the broader alliance. The relationship, particularly in EPSRC's remit, will provide access for academic communities at both Universities to new networks and connectivity to other organizations both in the UK, Australia and elsewhere. It will also lead to completion of the innovation value chain across strategic research areas which would otherwise not be feasible. Governance structures are already being put in place to ensure the benefits from the proposed project are captured