University of Suffolk RI 3 Year Plan Summary 2023-25

TRANSFORMING LIVES: RESEARCH INSTITUTES (RI)

3 YEAR PLAN

January 2023–December 2025

The Digital Futures Institute: Exploring the future of digital technology

Prepared by: Professor Sara de Freitas, January 2023

Transforming lives through education, research, knowledge exchange, innovation and entrepreneurship

1. Vision

The Digital Futures Institute explores the ways in which digital technologies can be used to create new digital environments and tools for work, study and leisure and the ways in which new technology can enhance the delivery and security of regional commercial and public services.

2. Mission

To become a world-leading international research institute in the use of digital technologies supported by cross-sectoral and multi-disciplinary partnerships. Established to deliver applied research, knowledge exchange and innovation in digital futures targeted at public services, policy and development and open education platforms.

3. Context and background

3.1 Background

The Digital Futures Institute was created in 2022, as the fourth Research Institute of the University of Suffolk, to explore the future of digital technologies across different domains. The Digital Futures Institute is a critical node in a set of key regional technology partnerships including the telecommunications giant: BT plc. Members of the Institute are based in computer science areas that include: networking and security, immersive technologies, data science and AI and the internet of things (connected economy). There are 8 key academic members of the Institute and around 14 visiting professors and fellows.

3.2 New Beginnings

In November 2022, Professor Sara de Freitas arrived at the university to lead the development of the Digital Futures Institute. She has a PhD in data science and a background in leading applied research, previously raising £50M in research and development funding. She has led two research institutes and two research networks in the UK and in Australia. Both previous labs had a strong digital focus: the London Knowledge Lab was a collaboration between Birkbeck and the Institute of Education (now UCL) and focused upon exploring digital technologies in educational contexts, while the Serious Games Institute applied digital solutions to a wider range of sectors and domains including manufacturing, health, education and environment, supporting the research infrastructure of the university.

The aim of the Digital Futures Institute is to develop a unique nexus between researchers, developers, entrepreneurs, business leaders and postgraduate students with a strong focus upon applied research and cutting-edge development. Using university expertise and key partners including BT plc, we will build capability and capacity in the Research Directorate and Research Excellence Framework outcomes through strengthening the Unit of Assessment 11 Computer Science and Informatics.

The work will: raise the quality and quantity of research and development collaboration, whilst developing the early career stage researchers, and supporting new IP arising from applied research. To achieve this, we will build a fair and inclusive environment that ensures success and positive outcomes.

Researchers and developers in the Digital Futures Institute are already bringing together technologies which can be applied widely to different sectors and domains, using cutting-edge technology at the DigiTech Centre to develop AI and Data models, technology platforms, testing and evaluating new technologies from simulation and gaming applications to online tools and assistive devices.

For example, the first funded research project, Suffolk Stories, brings together experts from University of Suffolk Computer Science and History, with Community Groups, to develop digital game trails linking history, spaces and immersive gamified technology to reach the community.

Building out from these cross-disciplinary strengths, we aim to link high quality research and domain grand challenges with high-tech solutions, including development proofs-of concept, demonstrators and end-to-end digital platforms and services. We will be utilising a range of technologies such as sensor networks, metaverse, immersive technologies and AI to build experiences that are meaningful and memorable.

Working closely with our BT plc researchers and a cluster with 155 ICT companies on the Adastral Park, places us uniquely to lead out streams of research that connect research to application with positive impact upon our increasingly connected societies.

Since November, Prof Sara de Freitas has held a series of project scoping and research group meetings with view to developing a range of technology themes. Using an open innovation model (with Delphi process method), she has led meetings and scoping sessions with over 40 externals (from BT plc, Suffolk County Council, NHS, OfCom) as well as over 50 University of Suffolk researchers. In addition to the scoping sessions, a cross-mapping between BT plc Research and development and the UoS Research has been undertaken.

3.3: Key Technology Themes

In concert with key stakeholders the following three key technology themes have been derived:

Networking and Security Systems and Technologies.

Theme 1 (NST)

„ Cybersecurity

„ Digital Forensics

„ Networking/5G

Immersive Technologies.

Theme 2 (IMT)

„ Virtual Reality Tech

„ Augmented Reality Tools

„ Extended Reality (IoT)

„ Games Technology

„ Simulations and Visualisations

Connected Data Technologies.

Theme 3 (CDT)

„ Assistive Technology

„ Internet of Things (IoT)

„ Sensor networks

„ Robotics (IoT)

„ Drone Tech (DUMVs)

„ Smart Materials

Figure

1: Three Technology Themes for DFI

In addition, we have identified three cross-cutting scientific focus areas of Artificial Intelligence (AI), Data Science (DS) and HumanComputer Interaction (HCI), this will guide research priorities.

Data Science

Artificial Intelligence

2: Key scientific focus areas for publications

Humancomputer interaction

Figure

The Digital Futures Institute will have a primary role as a Development Partner on R&D projects, leading Development Work-packages. As such we will be organized with Research and Technology Leads. Each Theme will have a Technology Lead.

Each Theme will also have Research Groups and Creative Technology Clusters. Creative Technology Clusters will support project ideation and development, as well as identifying key challenges and opportunities, they are part of the knowledge transfer and dissemination. In line with the priorities for BT plc for 2023 and other key stakeholders (e.g.: NHS, SCC), cluster areas such as MedTech, EdTech and ImmerTech are under consideration.

The current Research Groups follow the three main technology themes and are targeting specific collaborative applied research and development of new tools and technologies, including: proofs-of-concept and demonstrators.

With respect to domain areas, we can deploy these technologies in a wide range of domain areas, but in line with the focus of UoS and BT plc, our development work will centre on the following, with a focus in 2023-5 on Digital Health (DH) and Digital Education (DE) programmes, and a focus for 2024-5 on Digital Security (DSec).

 Digital Health

 Digital Education

 Digital Environment

 Digital Security

Figure 3: Domains for Collaborative Research and Development: Focus on Digital Education and Health in 2023-2025

3.4: Regional, National and International Context

The Digital Futures Institute, like the University of Suffolk, is grounded in the region, and our relevance relies upon a good alignment with the interests of the local and regional communities.

The context is outlined in recent East of England reports. Here, key themes emerging include skills, inclusion and growth. With a population of 1.7 million and an above average working age population 16-64 (978,000: 58.4%) and an above-average population for over 65’s (406,800: 24.3%). Suffolk is in a very productive part of the UK making 38 billion annual contributions to UK plc. But while our contribution is high many employees are on lower salaries as a result of the skew in the county towards jobs requiring lower qualifications according to the Norfolk and Suffolk Economic Strategy.

The East of England report promotes,

‘An inclusive economy with an appropriate and highly skilled workforce, where everyone benefits from clean economic growth.’

The report identifies ICT and Creative Digital as a key theme and outlines our regional position as a ‘Global centre of research and development and innovation in communications technology’.

By ‘[t]ransforming the Norfolk and Suffolk economy into one of the best places in the world to live, learn, work and succeed in business’ we will open up opportunities for regional development and growth.

The government’s commitment to university and industry engagement to drive regional prosperity is outlined in its Innovation Strategy which outlines the goal to ‘become a global hub for innovation’ with UKRI’s InnovateUK’s priority theme of the: ‘Innovation ecosystem’ 1 .

The work of the Digital Futures Institute will align with the regional and policy context through supporting a strengthened academic-business hub at Adastral Park, supporting training needs for the ICT cluster and BT plc and through an open innovation model that connects businesses, clusters and regional challenges with leading edge research and development collaboration. The outcomes will be: increased research infrastructure at the University of Suffolk, test beds, pilots and evaluations, as well as collaborative research capacity for BT plc and new digital technology solutions to meet significant regional challenges, for example developing digital futures for improved access to personalised digital health and wellbeing services, digital education futures that ensure improving educational standards and digital inclusion and skills development to support ICT businesses and build the East of England’s reputation as the UK’s largest ICT hub.

With international priorities, we will align with the United Nations Sustainable Development Goals with a special focus upon the educational and health and wellbeing goals (3 and 4) but with an impact upon (9, 11, 16 and 17) through projects that support application in digital education and health contexts. See Table 1: Alignment with UN Sustainable Development Goals. We are in the process of consulting with UNESCO to establish a Chair and Network at Suffolk, through the Digital Futures Institute, which will focus upon digital education and its uses in the developing world.

1 InnovateUK’s Plan of Action. Last retrieved online on 20th January 2023:

3.5 Unit of Assessment (UoA: 11)

Raising the current income for Unit of Assessment (UoA) 11: Computer Science and Informatics is a major focus for the work of the Digital Futures Institute.

Our unit of assessment includes 9 members of staff: Prof Nicholas Caldwell (NST), Dr Kakia Chatsiou (CDT), Prof Sara de Freitas (IMT), Dr Adam Clayden (IMT), Dr Adnane EzZizi (IMT/CDT), Dr Hisham Jaward (NST), Dr Maina Korir (CDT), Dr Chris Lewington (NST), Dr Felix Ngobigha (NST).

We have 7 PhD students studying in digital related areas. Digital focused topics include:

I. Developing Cognitively Inspired AI models and Applying them to Solve Practical Engineering Problems (NST)

II. A systems-based approach for a generic cyber-physical risk framework and toolset (including situational awareness and resilience) in the 21st century world (NST)

III. Enhancing Generative Grammars for Video Game Design (IMT)

IV. What is the impact of digital technologies on the grieving process for the bereaved? (CDT)

V. A blended approach to the teaching of web technologies at a UK Higher Education Institution (IMT)

VI. Human Behaviours and Their Impact on Cyber Security (NST)

VII. The Energy Impact of Software Development Choices (NST)

3.6 Current Local Engagement

There are good links locally with a range of stakeholders in ICT and Digital Technologies. We have already had a successful knowledge transfer partnership (KTP) with Orbital, to develop a health application. We are seeking to build on this, through deeper engagement with businesses on the Adastral Park, through the Digital Futures Institute Seminar Series, Business clinics and special open days and IM breakfasts. Reaching to general public audiences through the Open Lecture series, Research Conference presentations and other outreach activities. A directory of staff research engagement which has current partnerships has been created. Our Business Development Manager Sue Lawther-Brown is helping us to develop our networks through 1:1s and consultancies with businesses.

3.7 Current International reach and markers of esteem

Some members of staff have international links (de Freitas, Caldwell) and we will build on these links and networks as we progress, and these networks will help us to promote the Institute at an International level, both in terms of our attraction of people to the institute and in terms of reach and partnerships for our research. At present, we are already working with international universities including University of British Columbia, Canada (CT) to support our Co-Tutor project proposal. External PhD supervisions in 2023 include a range of international partners including: Deakin University, Australia (IMT), NTNU, Norway, and Utrecht University, Holland. We are applying for a UNESCO Chair/network in 2024, in this programme of work, the University of Brasilia, Brazil and the University of Cape Town, South Africa will form our network. International companies that we are engaging with currently include Cogniss (Australia) and Engageli (US).

4. Key Performance Indicators

In line with the University Research Strategy: Transforming Lives: University of Suffolk Strategy for Research Excellence 2023-2030, and to build research capacity and capabilities, the following KPIs will be delivered over the following period (2023-2025).

There will be four main performance indicators for the Digital Futures Institute:

KPI 1: Build research capacity and capability through income generation, through funded Research and Development.

D1.1: To attract research & development funding into DFI, and associated schools from a diverse range of income streams.

D1.2: To increase the number of grant applications made by research active staff by encouraging and supporting staff to collaborate on larger bids.

KPI 2: Build research outputs and outcomes, through publications

D2.1: Increase number and quality/impact factor of articles

D2.2: To increase the number of staff with successful publications in DFI which are available for open access

D2.3: REF readiness

KPI 3: Develop a vibrant and active research infrastructure, through establishing Research Groups and Creative Clusters that align with the three Technology Themes

D3.1: To establish Research Groups that align with Technology Themes

D3.2: To establish Creative Technology Clusters to align with Technology Themes and drive R&D

D3.3: To establish a DFI Doctoral Programme and UK Digital Hub Programme (at DigiTech) for visiting PhD students and scholars

KPI 4: Support Business and Community Engagement, through events and training

D4.1: To develop Visiting Fellows/Professors Programme

D4.2: To develop the DFI Digital Training Programme

D4.3: To develop the DFI Event Series

KPI 5: Foster DFI National and International Reputation

D5.1: To develop significant national and international partnerships

D5.2: To foster attendance within the team to attend international conferences and participate with Journals, Societies and Boards (related to the Themes)

4.1 DFI Income Generation

Overall aim: To increase total income, value of grants, and diversity of income, from a broader group of academics in collaboration with a range of partners. To increase total income through a new DFI Training Programme

4.2 DFI Research and Development Outputs

Overall aim: For a broad range of academics to contribute to increase the quality of outputs including publications and impact case studies in readiness for the REF

4.3 DFI Research and Development Infrastructure

Overall aim: To develop an inclusive, vibrant and active research infrastructure to facilitate improved income generation and outputs in readiness for the REF

4.4 DFI Business and Community Engagement

Overall aim: to raise awareness of the work the RI and UoS (R&D/KT) and engage with local partners to understand the local landscape, the challenges and help to find solutions

4.5 DFI National and International Reputation

Overall aim: to increase DFI international reputation by members of the UoA attending UK/International conferences and seminars and sitting on national and international committees including editorial roles, Board membership and poicy development

5. Structure

5.1 Overall structure

Director of the Digital Futures Institute DigiTech Administrator

Associate Dean For Research Researchers (SRRs)

DFI Research Fellow

Postgraduate Students

Key Stakeholders and Partners BT plc R&D Adastral Park OfCom

Leads

Technologies

DFI Advisory Group DFI Visiting Fellows Programme

DFI PhD Students

Suffolk County Council NHS

Technologies Lead Connected Technologies Lead

5.2 Theme Leads

Theme leads will be the most appropriate academics to lead that theme who have capacity and desire to take on a leadership role. These leads (and even themes) may change and develop over time. They will be expected to have a strategic vision for their theme. They will meet monthly to provide updates on activity within each theme, ensuring projects are on target whether in delivery or planning stage. Additional meetings will be arranged as required. Themes will be encouraged to have independent meetings with a wider staff group.

5.3 Advisory Group

The Advisory Group includes specialists from Technology areas reflecting the main themes.

5.4 Advisory Group Members

A maximum of 8 people will be identified to become part of the advisory team. They will meet termly. The role of members of the DFI Advisory Group will include: representation of stakeholder groups, strategic advice, 1:1 mentoring support for Theme and Technology Leads.

6. Status of RI DFI

6.1 SWOT analysis of status of RI DFI

SWOT Status: January 2023

Strengths

„ Focused leadership team with a wealth of practical research experience, management and leadership, funding applications, publications

„ Experienced in working with wide variety of external stakeholders (Government; statutory and non-statutory organisations, public and private sector

„ Oversight of research activity across the institution

„ High number of publications

„ Members recognised internationally in some areas

Opportunities

„ To help develop and establish a research culture across the institution and institutes

„ Strengthen Research profiles across the Uni

„ Develop multi-disciplinary working

„ Developing REF 2028 submission

„ Working with the Associate Deans for Research and Knowledge Transfer

„ RDAP after 2024

„ Enthusiastic staff at UoS

„ Enthusiastic stakeholders across Suffolk and beyond

„ Use of Visiting professors and fellows

„ Consolidation of existing partners (e.g.: Adastral Park, BT)

Weaknesses

„ Small team — limited resource

„ Lack of research reputation

„ Limited breadth of track record

„ Income spread between staff in Schools and RI

„ Lack of achievement scholarships/stipend funding for PGRs

Threats

„ A highly competitive and uncertain funding climate

„ Localised and wider competition — UEA, Essex, Cambridge and ARU

„ Non-delivery/poor quality of funded projects/ research outputs (if not properly managed)

„ Potential unethical conduct/behaviour leading to breach of research integrity

„ Staff high workloads so feel they can’t contribute

7. How the DFI strategy links to other strategies

7.1 Institutional strategy

A) Research and Scholarly Activity

Grant income, publication, research culture, mentoring

B) Business Engagement

Through understanding the problems of local business (Including health partners and charities), co-producing solutions and translating to policy and practice

C) International Development International collaborations, networks, conferences and board membership

D) Learning and Teaching

PhDs and research methodologies, ethical review, mentoring

7.2 UN Sustainable Development Goals

The sustainable development goals that the Digital Futures Institute will specifically contribute towards are listed below, along with how this will be achieved.

3. Good health and wellbeing

Through Digital Health targeted projects such as MySpira (Orbital/UoS), we will aim to improve the health and wellbeing of the local community

4. Quality education Through Digital Education targeted projects such as Co-Tutor — an Intelligent co -tutoring tool, we will aim to improve the educational capabilities of the region

5. Gender equality

Through the leadership of the Institute and key members of the UoA, we will create an inclusive environment which supports gender equality

9. Industry, innovation and infrastructure

Through our business plan, engagement events and services we will build links between students, researchers and entrepreneurs to drive innovation

11. Sustainable cities and communities

Through our focus upon digital education and digital health, we support sustainable communities

12. Responsible consumption and production

More effective use of software and hardware leading to responsible energy usage whilst maintaining quality of service and resilience (research into sustainability of computing)

16. Peace, justice and strong institutions

Through our work in the area of cybersecurity we will protect our digital systems. With partners we could build a participatory platform to support our citizenry and provide strengthened justice and peace

17. Partnerships for the goals

Partnership working that is driven by common goals is required to create whole system change