Environment submissions database

DIVERSION OF RESOURCES AND CAPACITY Our existing structures allowed us to make substantial contributions to Covid-19 related research, whilst introducing mitigations to support the resumption of campus activities. For example, we collaborated with the Royal Devon and Exeter Hospital for Covid-19 testing and the Joint Biosecurity Centre and Environment Agency to establish environmental monitoring of wastewater. Exeter researchers made substantial contributions to SAGE reports; next-generation antibody testing; predictive spatial modelling of transmission; enhancing immersive technologies to minimise the impact on regional arts organisations; mitigating Covid-19 impact on people with dementia and their carers; tackling public misinformation concerning Covid-19; protecting food security and supply chains; analysis of Covid-19 inequalities; co-creation of nursing protocols; and, through a spin-out, the production of filtration systems for Covid-19 vaccines. Many of these contributions were led by individuals whose work is featured in our impact case studies; in some cases, the Covid-19 response work took priority. FUTURE STRATEGY Although the full implementation of our 2020-25 Research and Impact Strategy was delayed by Covid-19, this enabled a closer alignment of our R&I Strategy with the development of Exeter’s emerging 2030 institutional strategy led by our new Vice-Chancellor. These strategies engage our community of researchers in reimagining our vision, goals and culture within prevailing new circumstances. Some major capital investments have been paused including Project North Park - a £70M capital investment to house three interdisciplinary Research Institutes and two major research centres. However, this enforced period of reflection ensures that our plans and ambitions take account of changing regional priorities and new ways of working post-Covid. We have moved rapidly in implementing our sustainable environment policies to support a green “restart” and improved our digital connectivity across our multiple campuses, expediting plans that contribute positively to future ways of working. CHALLENGES AND RESILIENCE Covid-19 highlighted the resilience of our policies and structures to manage major disruption. Our immediate research priorities were focused on the health, wellbeing and support of our ECR and PGR communities. We committed to a generous extension policy for all PGRs, irrespective of funding source (fees scholarship for self/externally funded; 6-months stipend for University-funded). For ECRs, our pre-Covid-19 approach accelerated the introduction of open-ended contracts that provide greater financial security. Institutional policies prioritised support for the resumption of research, the long-term sustainability of our research environment and the protection of staff health and wellbeing. Research plans were streamlined to accommodate urgent pressures on providing on-line and blended educational programmes in 2020/21 and 2021/22. Our supportive research environment has been maintained, most of our research has continued, and we continued to see strong grant success - with Exeter having the highest growth rate in research grant/contract income in 2019-2020 amongst Russell Group HEIs. Recognising that the effects of the pandemic were borne unevenly, Exeter implemented an “Adjusting for the differential impacts of Covid” policy for probation and promotion. Additionally, the University’s research committee (RIEG) now monitors ongoing EDI implications for research activity, recognising that longer-term effects may well extend into the next REF cycle.