Rural Affairs and the Environment (RAE) Consultation on the Research Strategy for 2016-2021.

8. Science Delivery model for the Portfolio

8.1 Current delivery model

A schematic of the structure of the current portfolio is provided in Annex A together with the 2013-2014 financial allocations and Annex B a brief summary of the key attributes of its component parts. Further information is available at http://www.scotland.gov.uk/Topics/Research/About/EBAR. Its main features are:

• two strategic research programmes ('Environmental Change'; 'Food, Land and People');
• three policy facing Centres of Expertise (CoEs);
• two business facing Strategic Partnerships (SPs); and
• an Underpinning Capacity funding stream for each MRP that supports the maintenance of key assets and contributes to their long-term sustainability;
• commissioning of short-term policy-led projects and funding for partnerships with other research funders through the Contract Research Fund.

8.2 Simplifying the delivery model

The structure of the portfolio is complex and experience to date, from the perspectives of both the SG and its research providers, is that the high degree of compartmentalisation has in some respects been unhelpful. The number of structural and management units is perceived to have introduced additional barriers to the effective integration of all relevant work within the portfolio, hindered delivery of the strategic objective of collaboration and multi-disciplinary working and added a high overhead in terms of management. The complexity of the structure and the number of organisations involved has also resulted in funding arrangements for the SG that are considered unnecessarily burdensome.

There is consequently an appetite for simplification. The SG therefore proposes to take the opportunity to use the commissioning for 2016-2021 to improve the delivery model whilst retaining its most valued attributes including a focus on the impact of the research and its benefits to end users and fostering collaborative and multi-disciplinary working.

8.2.1 Portfolio Review

The main components of the existing delivery model are described below and views are sought on how this might be strengthened for the next portfolio. A review of the current portfolio is already underway comprising four projects:

• Relevance and Impact (for non-scientific end users);
• Scientific Quality & Scientific Impact;
• Funding & Delivery Model;
• Underpinning Capacity.

The review will be completed in the autumn of 2014 and its outcome will inform decisions on future science delivery models.

8.2.2 Investing in the Main Research Providers (MRPs)

For 2011-2016 the majority of the SG's research needs for the RAE portfolio continue to be met by its MRPs. Support for the long-term scientific and economic viability of the MRPs is also provided through 'Underpinning Capacity' funding.

The programmes of strategic research are currently delivered exclusively by the MRPs.

Through long-term investment and successive funding cycles the capacity and capabilities of the MRPs has been shaped to follow and closely deliver to the SG's needs. The outcome is that the physical and intellectual assets held by the MRPs, especially the collective knowledge and experience of their staff, represents a unique and valuable resource that would be extremely difficult to replace or replicate elsewhere.

Complementing the MRP capacity is the considerable expertise and knowledge base within the Higher Education Institutes (HEI). During the period 2011-2016 the Scottish Universities have primarily been drawn in as partners of the CoEs and SPs. In 2013-2014 they will receive a total of ca. £3.3 M and £1.2 M respectively for their contribution to these.

The SG proposes to continue to use the MRPs as its principal provider of strategic research and to assign the majority of its resources to these institutes. SG, however, also recognises the valuable contribution made by the HEIs and wishes to see collaboration between the MRPs and HEIs enhanced during the next portfolio period. It is essential that the on-going commitment to the MRPs provides a platform for building links and collaborations with the wider scientific community and with other funders of research.

Question 5: How can the SG maximise the benefits of on-going investment in the MRPs to build and benefit from connectivity with the wider science base?

8.2.3 Centres of Expertise

As part of the 2011-2016 portfolio 'Centres of Expertise' (CoEs) were introduced to facilitate the connection between the research base and the needs of those delivering and developing policy, including within the Scottish Government. Three such CoEs are now in operation for Climate Change , Water and Animal Disease Outbreaks. While the detailed structure and operation of the CoEs continues to evolve, the feedback to date has been overwhelmingly supportive. We therefore propose that CoEs will continue to be included in the portfolio beyond 2016.

Question 6: What are your views of the performance and operation of the CoEs to date, are there any additional areas that would benefit from such support?

8.2.4 Strategic Partnerships

In supporting the Scottish Government's single purpose of 'sustainable economic growth' it is essential that its research investment contributes to innovation and delivers economic impact.

Two relevant sectors of the economy highlighted in the Government's Economic Strategy are life sciences (where the RAE portfolio supports animal and plant science) and the food and drink sector.

As part of the 2011-2016 portfolio 'Strategic Partnership' (SPs) initiatives were established for 'Animal Science' and for 'Food and Drink' with the objective of strengthening links between research and business for these sectors. These initiatives, while making a valuable contribution, are not considered to represent the optimum mechanism or focus for aligning research outputs to business needs. Business benefits continue to flow from the wider portfolio, especially in areas of historical strength such as plant breeding and livestock improvement, but these are not reliant on the SPs.

We therefore propose that SPs as currently formulated will not form part of the 2016-2021 portfolio and will explore alternative mechanisms to ensure that research delivers for innovation and the economy.

One attribute of the present SPs that the SG wishes to retain is support for the connection between our Main Research Providers (MRPs) and the Higher Education Institutes (HEIs). The support provided through the Scottish Funding Council (SFC) for its Innovation Centres and their broader prioritisation and promotion of innovation and impact makes for a natural partnership and outlet for collaborative working.

Question 7: Do you agree with the SG's proposal to end support for SPs and to explore alternative mechanisms to strengthen engagement between its investment in research and the business sectors it aims to support?

Question 8: Do you have any proposals for how the research portfolio can better link to the business community to deliver the desired outcome?

8.2.5 Underpinning Capacity

In 2013-2014 some £9.7 M is being invested in Underpinning Capacity at the MRPs. This funding supports the on-going maintenance, development and continued access to nationally important data and collections; supported to deliver advice; the development of new areas of science; post graduate training and for leveraging funding from other sources.

We are reviewing with each individual MRP the performance of our current arrangements for Underpinning Capacity.

We propose to continue with the Underpinning Capacity funding stream for the 2011-2016 period but the outcome of our review may result in some changes in the detailed content for each MRP.

Question 9: Is the purpose and value of underpinning capacity sufficiently clear, if not how can it be improved?

8.2.6 Contract Research Fund

The £5M Contract Research Fund (CRF) fulfils two main functions.

Firstly it provides a source of funding for the commissioning of short term policy led research projects. It is an especially important route for gaining access to specialist skills in areas of expertise that either fall out-with or exceed the capacity or capability provided by the MRPs.

Secondly, it provides the source of funding for RESAS to enter into partnerships with other research funders thereby supporting capacity building in areas of common interest and fostering connectivity across the UK research base.

Question 10: Do you have any views regarding the performance and use of the Contract Research Fund including how it could be improved?

Question 11: Could the overall delivery model be further simplified in a way which still enables SG to meet its strategic priorities for the portfolio, if so how?