What a University Council Really Needs to Know About Research: Clarity Beyond the Metrics

The Strategic Role of Research

University research is a source of both pride and complexity. It underpins our global rankings, attracts funding, enables industry partnerships, and drives innovation and societal impact. Yet for many members of university Council, research can feel like a "black box"; full of acronyms, shifting benchmarks, and dense performance tables.

While governance bodies are not expected to be immersed in operational detail, they do need to understand the high-level performance, risks, and opportunities within research to fulfil their strategic oversight role. This short piece offers a clear view of what matters most.

The Problem: Too Many Numbers, Not Enough Insight

Research reporting to Council is often technical and fragmented. Data might include ERA results, HERDC income, grant success rates, citation metrics, rankings data, and individual initiatives, but rarely a coherent picture.

Without synthesis or trend context, it becomes hard to tell: Are we improving? Where are we strong? What should we be concerned about?

What Council Really Needs to Know

To support good governance and strategic stewardship, Council needs clear, contextual answers to five key questions:

Is our research activity growing or shrinking?

Look at trends in external research income, research-active FTE, and publication volume. Growth indicates momentum; flatlining may indicate capacity or competitiveness risks.

Is our research quality competitive?

Use field-weighted citation impact (FWCI) or citations per paper compared to sector benchmarks. Context is key, where do we stand among peers or international standards?

Are we building capability for the future?

Consider the proportion of early-career researchers, pipeline of grant applications, or internal schemes for research development. Long-term health depends on today’s investments.

How aligned is our research to strategy?

Are we publishing and attracting grants in strategic priority areas? Are we working with industry or partners in mission-aligned fields?

Are we positioned for policy and funding changes?

Anticipate the impact of ERA's replacement, the shift toward impact and translation, and potential changes to funding schemes.

From Metrics to Meaning: How to Shift the Conversation

Rather than loading Council papers with every available KPI, consider a more strategic approach:

• Use trends, not snapshots
• Provide benchmarks or context, not just figures
• Focus on signals, not noise: where performance is moving
• Link metrics to mission: how does this support our university's strategy?

A compact dashboard with visual trends and commentary can be more effective than dense tables.

Conclusion: Clarity Builds Confidence

Research is a long-term, high-stakes endeavour. Giving Council the right insights, without overwhelming detail, builds trust, improves decision-making, and strengthens advocacy beyond the university.

It’s not about oversimplifying. It’s about focusing on what truly matters.