An Coiste Feabhais Acadúil
The Committee on Academic Quality Improvement
The Academic Quality Assurance Programme 2005-2006
Report to Údarás na hOllscoile
Review of
The National Centre For Biomedical Engineering Science
Self-Assessment
Review Group Visit
Follow Up Meeting
September 2005 to December 2006
16th – 18th January, 2006
22nd March 2006
This Report was compiled for members of Údarás na hOllscoile, NUI Galway and its
committees as a readily accessible but comprehensive source of information on the above
review, its context and its outcomes.
Quality Office, January 2008
Report to Údarás – Review of NCBES 2005–2006
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1. Overview of Centre as of January 2006)
1.1 Aims and Objectives
NCBES has substantial research programmes on aspects of cardiovascular medicine,
orthopaedics, cancer, reproductive disorders and neurodegenerative disease. The Centre has a
Strategic Plan 2006-2011 that reflects the development and changes within the Centre since its
establishment. As part of this exercise, they re-defined their mission as:
‘To develop innovative diagnostic and therapeutic solutions to current
medical challenges through an interdisciplinary approach to research’.
In addition, a series of goals were defined to shape the Centre’s direction over the next five
years, but which will continue to evolve through iterative planning and evaluation. The goals
are as follows:
 To encourage interdisciplinary research areas
 To provide state-of-the-art research facilities and an intellectual climate
 To develop strong linkages with partner institutes and industry
 To support training and education
 To support public engagement and outreach
1.2 Developments since establishment
Development has been continuous and supported by a series of successful applications for large
scale funding.
 €34 million in funding received from the HEA PRTLI programme
 Interdisciplinary research ethos developed
 Three clusters reaching a critical mass of academic researchers:
o Gene and Cell Therapy
o Genome Stability and Cancer
o Apoptosis
 Evolution of Gene and Cell Therapy research cluster into REMEDI (2003-2005)
 Development of major initiative to develop a Comprehensive Cancer Centre
 Enhancement of Biomechanics and Biomaterials clusters in areas of polymers, scaffolds and
computational modelling
 Ongoing strategic recruitment of Professors in Molecular Medicine, regenerative Medicine,
Bioinformatics and Glycoprotein Science
1.3 Background
The NCBES is an interdisciplinary research institute that is a direct outcome of the University’s
decision to implement the recommendation of the External Research Review Group in respect of
the selection of priority research areas and the encouragement of research activity based on an
interdisciplinary team approach, built around shared objectives and themes. Thus, in its internal
review of research activity, the University selected Biomedical engineering Science as a priority
research area. Substantial funding was provided under HEA PRTLI Cycle 1 (1999) for a Centre
Building with state-of-the-art instrumentation and to support an initial set of research
programmes. In 2001, under PRTLI Cycle 3, the expansion and development of major research
activity in NUI Galway in the broad area of Biomedical Engineering Science was supported.
The Centre brings together engineers, IT specialists, physicians and scientists in a shared,
team-based and problem-centred approach to research. It builds on the very broad base of
expertise at NUI Galway to harness and greatly expand research activity within one physical
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institute, in which the development of world-class interdisciplinary research programmes in
selected areas of biomedical engineering science will be facilitated, through the Centre’s
research ethos and supported by stat-of-the-art equipment and facilities.
The research activities of the Centre have evolved into research clusters involving
researchers from 20 departments within the Faculties of Science, Engineering and Medicine and
Health Sciences. In addition to the research clusters, there are a number of research groups
associated with the Centre, involved in some elements of the cluster activity but who also have
interests outside these activities. These include Bioelectronics, Bioinformatics, Biosensors,
Infectious Disease, Laser Technologies and Nanoscale Biophotonics.
1.4 Staff
The NCBES has 16 core staff, 8 of which are funded through research grants and 8 by the
University. In addition, there are over 40 academic associate members and over 200 associated
researchers, including 61 post-doctoral researchers and 79 post-graduate students based within
the Orbsen Building.
1.5 Accommodation and Facilities
NCBES occupies most of the large modern Orbsen Building, officially opened in 2004, and has
state-of-the-art facilities.
A group of academics and senior researchers have been assigned to manage each
lab./facility. A member of the technical support staff has been assigned to each group and they
are responsible for managing the maintenance of equipment as well as providing training.
2. Review Group Report Overview and Recommendations
This report arose from a visit by a Quality Review Team to the National Centre for Biomedical
Engineering Science (NCBES) on 16 - 18th January, 2006. The NCBES had already prepared
and submitted a ‘Self Assessment Report’ that, with other documentation, was made available to
the Review Team in advance of the visit.
The Review Group consisted of: Professor Peter F. Davies (Chair), Director, Institute for
Medicine & Engineering, University of Pennsylvania; Professor Alan K. Keenan, Conway
Institute, University College Dublin; Dr Finbar Dolan, Medtronic Vascular, Galway; Dr Aidan
Kane, Director, Centre for Innovation & Structural Change, NUI Galway acting as Cognate; and
Dr Catherine Emerson, Department of French, NUI Galway acting as Rapporteur.
Overview
The Review Group assessed a complex Centre that is ‘breaking the mould’ at NUI Galway by
developing research, scholarship, and training in multidisciplinary biological, physical, and
engineering sciences with the intent to foster innovation directed to the solution of medical
challenges. It is an exciting and timely development that is common to many leading universities
in Europe and the United States, and is appropriately prioritised by this university. It is also a
rapidly moving and demanding environment at all levels of participation and consequently needs
special accommodation within the traditional university structure. Most challenges noted by the
Review Group revolve around 2 elements: (i) the competition for resources between University
budgetary units, and (ii) the optimal management of a non-traditional Centre to maintain the
highest academic standards.
There is strong commitment by the NUI leadership to the success of the NCBES. We also noted
cooperation and support for the Centre from the leaderships of Physical Sciences, Chemical
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Sciences, Medical School, and Engineering School. These Faculties include Departments whose
cooperation is essential for the success of the NCBES and from which monies are redirected to
the Centre for part of its annual operating budget. The incentives for such cooperation, despite
competition for resources, is self-evident and when handled correctly creates a ‘win-win’ for the
Centre, Department, and the University as a whole. Realistically, however, the Central
Administration will need in the short term to continue to provide additional funds for the annual
operating budget of the NCBES. While their use should be carefully monitored, they are
necessary until greater self-sufficiency is attained and essentially are the costs for the rapid
development of the Centre. Part of the financial equation in department-Centre affairs is the buyout of teaching time for those department staff members who invest considerable effort in the
activities of the Centre. For example, a promising program in biomechanics and biomaterials
will thrive only if Central Administration commitments to reduce departmental teaching are
honoured.
The speed at which opportunities have surfaced for Centre funding from National and European
sources poses a particular challenge to the Centre management. Immediate responses to such
opportunities must be generated even as mechanisms to ensure the success of a team-based and
problem-centred approach to research undergoes evolution. This appears to have challenged the
day to day management of NCBES.
Recommendations
The Review Team makes the following summary recommendations:
1.
We recommend as a high priority, the formation of a Strategic Review Group to draft a
long term plan for the NCBES.
2.
We recommend the completion of a formalised but flexible organisational structure with
the assistance provided by the establishment of a Board of Management and the full
activation of the Scientific Advisory Board
3.
We recommend that consideration be given to the creation of a high level post of
Operations Manager, reporting to the Director, who would co-ordinate the systems and
operations of the NCBES. This Operations Manager would have a key rôle to play in
formalising reporting and internal communications structures at all levels.
4.
We recommend that the NCBES management develop a system of research performance
indicators appropriate to the Centre’s objectives of research and scholarship excellence.
These should serve to guide internal resource allocation, including that of space.
5.
We recommend relocation of the small animal facility and strongly support the initiative
of the University to centralise animal facilities.
6.
We recommend that accountancy reform be addressed at a University level. The current
system appears to slow the best efforts of the Centre.
7.
We recommend the implementation of a structured PhD programme within the NCBES
that would provide a framework within which students could receive the inter/multidisciplinary mentorship appropriate to their research needs.
8.
While supporting a high degree of autonomy for spin-offs emerging from the successful
research clusters, we recommend that much will be gained by continued association under
the umbrella of NCBES activities by sharing a common multi-disciplinary approach to
research and training. The sum is much greater than its parts when viewed from outside
the university.
9.
We recommend the implementation of explicit measurements of performance in
scholarship and research.
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10.
We are aware that provision for a limited number of competitive tenured research
appointments is under consideration by the University. We strongly encourage the NCBES
and its members to contribute to and inform this debate because of its particular
importance to this Centre.
11.
We recommend the re-establishment of a position of Business Development Manager and
provide a set of related sub-recommendations for consideration regarding interactions with
industry.
3. Action Plans
The Follow Up Meeting was held on Wednesday, 22nd March 2006 in the Seminar Room,
NCBES.
Present: Professor Jim Browne - Registrar, Professor Jim Gosling - Director of Quality (Chair), Dr Catherine
Emerson – Review Group Rapporteur, Professor Alan Keenan & Dr Finbar Dolan – Review Group, Dr Aidan Kane
– Review Group Cognate, Dr Gerry Morgan – Dean of Science, Professor Padraic O’Donoghue – Dean of
Engineering, Professor Tim O’Brien – Faculty of Medicine and Health Sciences Representative for the Dean,
Professor Nicholas Canny – VP for Research, Dr I McLaren – Director of CELT, Professor Terry Smith – Director
of NCBES, Dr Una Fitzgerald, Ms Orla Baxter, Dr Howard Fearnhead, Dr Linda Howard, Mr Liam Brennan, Ms
Lindsay Cody, Ms Emma Brinton, Ms Sinead Quinn, Dr Stefan Lohfeld, Mr Enda O’Connell, Mr Brendan Harhen,
Ms Maureen Linnane (in attendance)
3.1 Action Plan for the Centre:
1. The Director and staff of the centre will prepare for the future by:
a. Working with University Management to establish an active Board of
Management;
b. Forming a Scientific Advisory Board, which will have met by the end of May
2008;
c. Realigning the Executive Management Committee (EMC) by October 2007 with
meetings at least four times per year;
d. Establishing a Strategic Review Working Group by the end of 2007 with the
objective of finalising a Strategic Plan by May 2008;
e. Preparing for the appointment of an operations manager by drafting a job
description and applying via PRTLI for funding to support this new position;
f. Facilitating the researchers (postgraduate and postdoctoral) in setting up a
representative committee (established summer 2006) that could:
i. represent student views and provide feedback,
ii. work to support students, e.g. by arranging visits from relevant speakers
and to external facilities.
iii. represent the views of researchers.
g. Establishing, via the EMC, clear performance indicators for researchers by March
2008, with yearly performance reviews to consider progress with respect to these
measurements.
h. Contributing to the National debate on the provision of competitive tenured
research appointments.
2. The Centre has established a ‘research accounts users’ group’ to identify, document and
address problems, and interact with the Research Accounts Office and MIS.
3. The Centre is committed to the provision of comprehensive guidance and training to
postgraduate research students. To this end it will take its own initiatives, work with
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other departments and faculties, cooperate with other Universities, and submit proposals
for external supports, such those offered by the HRB. It is intended that substantial
progress will have been made by the end of 2006 (achieved).
4. The Centre is proposing via PRTLI to obtain resources to enable the re-appointment of a
Business Development Manager, and in the meantime:
a. Has established greater linkages with the University Foundation Office who run
the Corporate Affiliate programme, and
b. Is endeavouring to increase revenues through service provision and research
contracts.
5. The Centre has expanded, or will expand, its education and training activities by:
a. Commencing in September 2006, developing and delivering a part-time Masters
in Biomedical Science via distance learning;
b. Participating with Adult and Continuing Education in the development of a parttime BSc in Science and Technology
c. Working with the IDA to identify training programmes and courses that could be
offered to the Biopharma industry including through NIBRT (National Institute
for Bioprocessing Research and Training);
d. Developing and organising a number of short, stand-alone courses and modules
that directly reflect industry’s needs; the first of which will be delivered in
September 2006 (delivered);
e. Developing an overall flexible system of modules (including those above) that
could be accumulated leading to substantial formal qualifications.
6. Through the UREKA programme the NCBES will continue to facilitate visits to industry
for the undergraduate students who are spending the summer in a research laboratory on
this programme.
7. Through the Executive Management Committee (EMC) the Centre will work with its
associated faculties and individual departments to provide a framework within which
students can receive the inter/multi-disciplinary mentorship appropriate to their research
needs, by March 2008.
3.2 Action Plan for University Management:
1. University Management recognises the NCBES is a good model for a research centre
because, while supporting a high degree of autonomy for research clusters, it offers
advantages that favour continued association under its umbrella, exemplified by its
promotion of a shared multi-disciplinary approach to research and training.
2. The Quality Office will support activities associated with the preparation of a strategic plan
for the NCBES.
3. The Vice President for Research will give the establishment of an effective and functional
Board of Management for the NCBES the highest priority, with the first meeting to he held
before the end of 2006 (held).
4. The Registrar and Vice President for Research strongly support in principle the appointment
of a high level post of operations manager for the NCBES.
5. University Management through the Technology Transfer Office will explore the possibility
of allocating a percentage of research overheads to research centres to support core staff
appointments.
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6. The Vice President for Research and the Registrar will continue to seek the adoption of a
policy of adequate overhead funding by all national research funding agencies.
7. University Management intend to relocate the small animal facility to a new centralised
animal facility, subject to securing capital investment for this project.
8. The Registrar and Vice President for Research will support demonstrated needs for reform
of, and/or the allocation of increased resources to the research accountancy system, and for
additional training.
9. The Registrar recognises the vital importance of the research centres such as the NCBES in
the training of research students and will ensure that a balance is maintained between:
o The training, support and mentoring needs of students,
o The needs of the centres and of students’ home departments, and
o Any new postgraduate schools.
10. UMT will consider the possibility of creating a small number of tenured research positions
associated with NUI Galway’s Priority Research Areas where appointments would be made
by a competitive process.
Approved by: Director of Centre, Professor T Smith, 5 September 2006 and (revised version) 17
October 2007.
Approved by: Dean of Science, Dr G Morgan, 22 October 2007
Approved by: VP for Research, Professor N Canny, 25 October 2007
Approved by: Runai, Dr S MacMathuna, 20 November 2007
Approved by: Bursar, Ms M Dooley, 23 October 2007
Approved by: Dean of Medicine & Health Science, Professor B G Loftus, 23 October 2007
Approved by: Registrar, Professor J Browne, 23 October 2007
Finalised: Jim Gosling, Director of Quality 20 November 2007
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