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UKandScotland’sChangingFundingLandscape

1. Introduction 2

2. UK-wideResearchandInnovationLandscape 42.1 TheIntroductionofUKResearchandInnovation(UKRI) 42.2 IndustrialStrategyChallengeFund 52.3 ResearchandDevelopment 62.4 GlobalChallengesResearchFund 8 2.5 REF:FocusonImpact 9 2.6 ShiftfromResponsiveModeFunding 10

3. ScottishResearchandInnovationLandscape 11

3.1 ScottishFundingCouncil 113.2 IndustrialandLifeSciencesStrategiesforScotland 11

3.2.1TheIndustrialChallengeFund 113.2.2LifeSciencesStrategy 13

3.3 Scotland’sInnovationCentres 14 3.4 Scotland’sResearchPoolingPartnerships 163.5 OtherScottishInitiativestoDriveInnovation 173.6 Scotland’sFuture-Brexit 17

4. Summary 18

5. References 19

6. Appendices 21

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1. Introduction

ThemainpurposeofthisSULSAreportistohighlighttherapidlychangingresearchfundinglandscape in Scotland and theUK. This overview is aimed at Early Career Researchers tobringthemuptospeedwiththecurrentlandscape.TheUKandScottishResearchandInnovationLandscapeiscomplicatedandchangingatanunprecedentedpace(Figure1.1and1.2).

Figure1.1.UKResearchandInnovationLandscapeMap.Source:TheDowlingReviewofBusiness-UniversitiesResearchCollaborations(July2015)ThereismuchmoreofafocusonInnovationandImpact,inbothfundingavailableandtheREF.TheUK-wideR&DbudgethasreceivedwelcomeinjectionsviatheIndustrialChallengesFundandtheGlobalChallengesResearchFund,howeverthesciencebudgethasremainedfairlystableinrecentyears,whichequatestoadecreaseasaproportionofGDP(Figure2).For early career researchers, in particular, successfully securing funding is an extremelydifficult task. With the added complication of Brexit and a potential second ScottishIndependence Referendum, it is important that researchers understand this complex andever-changing landscapetobothappreciatethecurrentconstraints,andalsoknowwhereexistingpotentialfornewopportunitieslie.

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Figure 1.2. ScottishResearch and Innovation LandscapeMap. Source: Adaptedby SULSA fromTheDowlingReviewofBusiness-UniversitiesResearchCollaborations(2017).

Figure 2. The UK science budget as a proportion of GDP; Proportion of GCRF of the UK science budget(ScienceogramUKandcalculationsbyTimesHigherEducation).

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2. UK-wideResearchandInnovationLandscape

2.1 TheIntroductionofUKResearchandInnovation(UKRI)

Under the new Higher Education and Research Act 2017 the UK is undergoing seriousreforms to the architecture of research funding. The newly introduced UK Research andInnovation (UKRI) will pull the seven UK research councils, Innovate UK and researchfunctions of Higher Education Funding Council for England (HEFCE) together under onesinglestrategicresearchbody(Figure3).SirMarkWalport,currentlytheUKGovernment’sChiefScientificAdviser,willbethechiefexecutiveofUKRI.

Figure3.ThenewUKRILandscape.Source:GillEvansandDorothyBishop,2016.Theaimofthispoolingistoenhanceandimprovecross-councilcollaboration,supportthedevelopment of new research areas, provide a strengthened unified voice and a betterenvironmenttoshareexpertise.With regards to how this may impact Scotland, the Scottish Funding Council (SFC) haveidentifiedpotentialtensionsbetweenUKRIresponsibilitiesforcorefundinginEnglandandforUKresearchfunding.TheDepartmentforBusiness,InnovationandSkills(BIS)Secretaryof State is only required to consider the balance between UK Research Councils andResearchEngland,andnotthewiderUK.TheSFCstatethat“withoutconsiderationoftheUKcontextacrossallthesematters,theremaybepotentialforuniversitiesinthedevolvednationstobedoublydisadvantagedbythefundingdecisionsthataremadewithinthenewarrangements.” Thus, further fragmentation within the UK could occur for the devolvednations.TheinclusionofInnovateUKremainsoneofthemostcontroversialaspectsofthereform.Thepotential tostrengthenthe linkbetweentheUKresearchandbusinessbaseexistsbyintegrating Innovate UK. However, it also raises the question of potential implications

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surrounding InnovateUK’sability toblendwith the researchcouncilsgiven theirdifferentfocusand‘customer’base.JamesWilsdonwritingonWonkheclaimsthatneitherpartneriscompletelyhappyand“theinnovationlobbyfearsthatitsfundingwillcomeunderpressurefromtheresearchside;andtheresearchcouncilsworrythatinnovationsupportwillgrowattheirexpenseifandwhenministerialprioritieschange”(Wilsdon,2017). StephenCurrywriting inTheGuardianargues“thisbill legislatesforadowngradingoftheresearchcouncils.Theyarenolongercouncilsbutcommittees.Theywilllosetheprotectionof their Royal Charters. And their chief executives will not,ex officio, have a seat on theboard of the powerful new over-arching council, UKRI” (Curry, 2016). The fact that onepowerfulchairandchiefexecutivewilloverseethetotalityofUKpubliclyfundedresearchissomethingthathasneverbeenexperiencedinBritishsciencehistory. As stated in the White Paper, the UK boasts a vastly productive and high-performingresearch system. The implications of a poorly introduced reform could be damaging. Thenewly formed UKRI will have full power over the future of disciplines, departments andindividual research centres and will influence their size, shape and direction. Who willbenefitandsufferfromthiswillremainunknownuntilformalimplementationin2018/19.DespitetheuncertaintysurroundingthecreationofUKRIitwillpotentiallyallowgreaterco-ordinationacrosstheresearchcouncilswhilstprovidingtheresearchcommunityastrongervoiceinitsinteractionwithGovernment.Whatisessential,isthatthenewUKRIboardhavea clear understandingof the funding, research and innovation landscape across Scotland,and indeed the rest of the UK. To ensure this, Universities Scotland are seekingrepresentationontheboardfordevolvedAdministrations.

2.2 IndustrialStrategyChallengeFund

Whilstthebudgetsallocatedtotheresearchcouncilsfortheirtraditionalresponsive-modegrantsremainstagnated,tosupporttheUKGovernment’sInnovationAgenda,£1bnwillbeinvestedincutting-edgetechnologiestocreatejobsandraiselivingstandards.AdministeredbyInnovateUKandtheResearchCouncils(untilthenewbodyUKRIisfullyimplementedin2018)thefundingfromtheflagshipIndustrialStrategyChallengeFund(ISCF)willbespentacrosssixkeyareasoverthenextfouryears.Theseareasinclude:

• Healthcareandmedicine;• Roboticsandartificialintelligence;• Batteriesforcleanandflexibleenergystorage;• Self-drivingvehicles;• Manufacturingandmaterialsofthefuture;• Satellitesandspacetechnology

By bringing together world-leading research with the ambitions of business within thesecategories the ISCF aims to drive innovation and create opportunities for businesses andsectorsacrosstheUK,whilstunlockingmarketsandindustriesofthefutureinwhichtheUKcanbeworld-leading.

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BusinessandEnergySecretaryGregClarksaid:“The UK is home to some of the world’s best innovators at the very forefront of globalexcellence.ThefundingIamannouncingtoday,providinghundredsofmillionsofpoundsofsupporttodevelopthenextgenerationoftechnologiesacrossarangeofsectors,showsourdetermination and commitment to making sure the UK remains at the very forefront ofresearchinnovationforyearstocome”(Clark,2017).Thefirstthreeareassettoreceiveinvestmentthroughthefund,asannouncedintheSpring2017 Budget, include the SULSA-related healthcare and medicine. This involves aninvestment of £197m over four years to develop first-of-a-kind technologies for themanufactureofmedicinesthatwillspeeduppatientaccesstonewdrugsandtreatments,buildingontheexportingstrengthsoftheUK’sbiopharmaceuticalsector. ChiefExecutiveofInnovateUKDrRuthMcKernansaid:“By announcing these first challenges we are giving businesses the green light to startfinding solutions to someof ourmajor societal and industrial challengesandat the sametimehelpingusfullyrealiseeconomicimpactfromourworldclasssciencebase”(McKernan,2017).Overthenextfouryearsthegovernmentwillinvest£250milliontosupportthedeliveryofISCFbyinvestinginhighly-skilledresearchtalent.Thiswill includeanadditional1,000PhDplacesandsupportfornewfellowshipsforearlyandmid-careerresearchersintherelevantfield.

2.3 ResearchandDevelopment

Theseincreasesininvestmentarewelcomenewsasbetween2004and2014,businessR&Dintensitymoreorlessflatlined.RichardJoneswritingonWonkhe(Jones,2017)reportsthatbusinessinvestmentinR&Disjustover1%ofGDPintheUK,aroundamerehalftherateinGermanyandsubstantiallybelowtheOECDaverage(Figure4). Jonesconcludesthatwhatwe’vebeendoinguptonowhasn’tworked.TheIndustrialStrategyChallengeFundwillhelpcombatthis.Britainneedstoworkoncommercialisation,asalltoooftenideasdevelopedintheUKendup being commercialised elsewhere. Furthermore, within the UK we experience grossregionaldisparitiesineconomicperformance(Figure5).ThedominanceofLondonandthesoutheastof England identifies a strikingdifferencebetweenprosperouspartsof theUKand less prosperous parts. This is an issue that careful industrial strategy planningmustaddress as an unbalanced national landscape requires a long-term deliberate strategy tocorrecttheissue.

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Figure 4. Business Research andDevelopment Intensity andGovernment Support to Business R&D. Source:OECD Science, Technology and Industry Scoreboard 2015. BERD is the Business Enterprise Research andDevelopment.TheUKisshownas‘GBR’inred.

Figure 5. Business and Government/Higher Education R&D in the UK by NUTS 2 Regions.Source:Eurostat,updatedMarch2016

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2.4 GlobalChallengesResearchFund

Another important and substantial injectionof funding into the research landscape is theGlobal Challenges Research Fund (GCRF). As part of the UK’s Official DevelopmentAssistance(ODA)theUKGovernmentisinvesting£1.5billiontowardstheGCRFduringtheperiod2016/17–2020/21.Theamountoffundingallocatedisincreasingyearonyearuntil2021.WhilstalltheResearchCouncilswillhaveanindependentGCRFbudget,interestinglythemajorityofthebudgetinlateryearswillbeinacommonpot,tofacilitateflexibilityandinterdisciplinaryprojects(Figure6).

Figure6.GlobalChallengesResearch FundExpenditure. Source:Adaptedby SULSA from slidepresentedbyRCUKonspendingprofileofGCRF.ODAfundedactivityfocusesonoutcomesthatpromotethelong-termsustainablegrowthofcountries on the OECD Development Assistance Committee (DAC) list (Appendix A).Administered through delivery partners including the Research Councils and nationalacademies(AppendixB),theaimoftheGCRFfundistoensurethattheUKtakea leadingroleinaddressingchallengesfacedbydevelopingcountrieswhilstpromotingtheirwelfareandeconomicdevelopmentthrough:

• Disciplinaryandinterdisciplinaryresearch;• Strengthening capacity for research and innovation within both the UK and

developingcountries;• Providinganagileresponsetoemergencieswherethereisanurgentresearchneed.

FromthisfundtheSFCwasallocated£2mfor2016/17whichisexpectedtoincreaseyearonyear. This funding will be allocated amongst Scottish Higher Education Institutes (HEIs)proportionate to their shareof SFC’sResearchExcellenceGrant. TheSFC state thatothereligibleapplicationsfortheGCRFinclude:

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50

100

150

200

250

300

350

400

2016-17 2017-18 2018-19 2019-20 2020-21

Expe

nditu

re(£M)

GlobalChallengesResearchFund

CoreallocationtoCouncils CommonPot

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• TosupportresearchactivitiesandinfrastructurewhichareconsistentwiththetermsandobjectivesofGCRF;

• Tosupportprimp-primingactivitiestounderpinGCRFbidstotheResearchCouncils

TheseactivitieswillallowScottishHEIstodeveloptheirinternationallinkswhilstshowcasingtheglobalimpactoftheirresearch.AnyresearchproposalssubmittedshouldclearlydemonstratethatitsprimarypurposeistopromotetheeconomicdevelopmentandwelfareofLowand/orMiddle IncomeCountriesontheDAClistofODArecipientsasitsmainobjective.Overall, this fund helps to cement the protection of science spend within Government,alongside their pledge to allocate0.7%ofGrossNational income toOfficialDevelopmentAssistance(ODA).GCRFhasthepotentialtoenhancetheinternationalreachofUKHEIsandtheSFCexpectScottishHEIstobepartofthis.ForabreakdownofbudgetallocationandgovernmentresearchspendpleaseseeAppendixCandDrespectively.

2.5 REF:FocusonImpact

Lord Stern’s Research Excellence Framework (REF) review was published in July 2016.Withinthisreviewanemphasiswasmadeonresearchimpactwhichisdefinedas“aneffecton,changeorbenefittotheeconomy,society,culture,publicpolicyorservices,health,theenvironmentorqualityoflife,beyondacademia”(Stern,2016).Sternarguedthatpotentiallyvery valuable channels, whereby the UK’s research base impacts on industry, publicengagement,andpolicy,arenotbeingcaptured.Thisnewemphasison impacthasdrawnmixedreactionsfromtheacademicworld.Criticism surrounds the extra pressure government is placing on universities to focus onwork that has demonstrable economic benefits. Matthias Uecker from the University ofNottinghamsays thenewproposals “mayhave theeffectofdisincentivising research thatdoesnottranslateintoimmediatemeasurableimpactforpublicpolicyorindustryintheUK”(Uecker,2017).AbenefitfortheSULSAcommunityis itsabilitytodemonstrateimpactfarmoreeasily than researchers in thehumanities, for example, although inmany cases thetimescalesarelong.JonathanAdams,directorofresearchevaluationforThomasReutersarguesthat“workoverthelast20yearshasgivenusaclearideathatnotmuchmakessensefortheevaluationoftheeconomicandsocialimpactofresearch.Theproblemisthatit isverycomplex,butthegovernmentwantsaverysimpleindicator.Researchtakesalongtimetotranslateintonewproducts and processes, so the lag between investment and change is extended, variableanduncertain”(Adams2017).

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However, there are some benefits to draw from the impact focus. Steven Hill, Head ofResearchPolicyatHEFCEclaimsthatpreparingfortheimpactelementoftheREFhasgivenstrategicinsightandotherbenefitstouniversities,hesays:“Oneofthereasonsforaroundedassessmentofresearchexcellencethatincludesbroadersocietal impact is to incentivise university and researchers to increase their focus ondelivering benefits from research. The impact evaluation provides evidence that thisobjectiveisbeingmet.TheinclusionoftheimpactelementinREF,alongsideotherchanges–such as the requirement to consider broader impact in Research Council applications – isleadingtoachangeinculture”(Hill,2017).As such, researchers will begin to experience increased levels of in-depth thinking andperceptionbyaddingthisextraelementtotheirresearch.Onceformed,theUKRIwilltakeonresponsibilityfortheREF,workingwithfundingbodiesindevolvedadministrationsinthesamewaythatHEFCEdoescurrently.HowthiswillaffectthenextREF,ifatall,remainstobeseen.REF2014impactcasestudiescanbeviewedontheimpactcasestudydatabase(www.hefce.ac.uk/rsrch/REFimpact)

2.6 ShiftfromResponsiveModeFunding

Although funders still welcome applications for responsive mode funding, these newinitiativesandfinancial injectionsviathe IndustrialChallengesFundandGlobalChallengesResearch Fund signal a shift to government and research councils setting the agenda bycreatingthechallengesandpriorities.Responsivemode funding is steered bywhat the applying Principal Investigatorwants toresearchandwillbereviewedbytherelevantresearchcouncil.Althoughtheproposalmustberelevanttotheresearchcouncil’smission,itdoesnothavetomeetasetofpre-definedspecificationsastheydonotexistforresponsivemode.Theamountbeingallocatedby thegovernment for responsivemodegrantshas flatlined,withmoremoneybeinginvestedyearonyearintochallengeledgrants.Beingresponsiveisno longer thepriority. This shiftmeans that researchers are no longer shaping their ownresearchandtobesuccessfultheynowhavetorespondtotheprioritiesandchallengesset.

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3. ScottishResearchandInnovationLandscape

Scotlandhasathrivingresearchcommunity,anddoesextremelywellper-capitainsecuredresearchfundingcomparedtotherestoftheUK.In2012/13,ScottishHEIswon£231millioninResearchCouncil funding, accounting for15.7%of theResearchCouncil grant fundingawarded toUKHEIs on a competitive basis reflecting the high quality of their research,whencomparedtoScotland’s8.3%oftheUK’spopulationshare.

3.1 ScottishFundingCouncil

Established in 2005, TheScottish Funding Council(SFC), is thenon-departmental publicbodychargedwithfundingScotland'sfurtherandhighereducationinstitutions,includingits19universities. The SFC invests £1.6 billion per year on learning and teaching, skillsdevelopment,researchandinnovation,staff,buildingsandequipment.TheSFCfundstheirresearch pools (including SULSA), and the Scottish Innovation Centres, as well as part-fundingInterface.

3.2 IndustrialandLifeSciencesStrategiesforScotland

3.2.1TheIndustrialStrategyChallengeFundwillalsosupporttheUKgovernment’sGreenPaperforBuildingourIndustrialStrategywhichoutlines10keypillarsoffocus(Figure7).

Figure7.IndustrialStrategy10Pillars.Source:HMGovernment,2017

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AdamMarshall,DirectorGeneral,BritishChambersofCommercesaid:“BusinesscommunitiesacrosstheUKwillbepleasedtoseethatharnessingthepotentialofourcities, townsandcounties liesattheheartoftheGovernment’sapproachto IndustrialStrategy.TherearedynamicbusinesscommunitiesineverycorneroftheUK–anditistheirfuturesuccessthatwillmakeourcountrymorecompetitiveandmoreprosperous”(Marshall,2017).

SohowwillthisaffectScotland?InJanuary2017,theUKgovernmentinvitedcontributionsfrombusinesses,localgroupsandworkersfromacrossScotlandtohelpshapeitsvisionforamodern Industrial Strategy. This strategy will aim to reduce regional disparities inopportunitiesandprosperitywithintheUK.

EnergyandIndustryMinisterinTheresaMay’sfirstGovernment,JesseNorman,said:

“ScotlandmakesahugecontributiontotheUK’seconomy,cementingitasthefifthlargestworldwide. The Government’s new Industrial Strategy is designed to build on Scotland’seconomicstrengthswithin theUKasawhole, creatingmoreopportunities,prosperityandjobs.OurnewIndustrialStrategyprovidesanopportunityfortheUKtomakefreshchoicesabouthowitseconomydevelops.WeinvitepeopleandbusinessesacrossScotlandtohavetheir say in shaping it, so that growth and well-being can be more widely spread in aneconomythatworksforall”(Norman,2017).

With this ambition of creating an economy that works for everyone, the Green PaperincludesanumberofplannedproposalswhichwillbenefitScotland,including:

• The Industrial Strategy Challenge Fund and foundation of UKRI, creating newopportunitiesforScotland’sworldclassuniversitiesandresearchinstitutionstobidforUKGovernmentfunding.

• OpportunitiesforentiresectorstoproposenewwaysofworkingwithdifferentlevelsofGovernmenttocreatetheconditionsforsuccess,buildingonthesuccessofCityDealsinScotland

• Lookingbeyondcurrentcommitmentstosupportthedevelopmentoftheoffshorewindindustry in Scotland aswell as supporting research into cost effective new renewabletechnologies

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3.2.2LifeSciencesStrategy

In2017theScottishGovernmentpublishedanupdatedLifeSciencesStrategyentitledLifeSciencesStrategyforScotland2025Vision,thatbuildsuponthe2011Strategy.Priorityareasin the 2011 Strategy were regenerative medicine, stratified medicine, assisted living,sustainabilityandwellbeing.

In refreshing the strategy, Scotland is responding to emerging global trends such as theageing population, proliferation of chronic diseases and increasing cost pressures onhealthcare payers. The 2017 update sets an ambitious target of growing the industrialturnover of the life sciences sector to £8 billion by 2025. The latest sector figures (2014data)showthatcompanyturnoverisinexcessof£4.2billionandgrossvalueadded(GVA)around£2billion.Thiswillbeachievedthroughthecreationofadynamicandcompetitiveenvironment with a robust business base capable of attracting key skills, talent andinvestment. Accordingly, four strategic themes were identified – innovation andcommercialisation, sustainable production, internationalisation and business environment(Figure8).

Figure8.LifeSciencesStrategy:StrategicPlan.Source:LifeScienceScotland,2017.

SeeAppendixEforLifeSciencesScotland’ssummaryofScotland’slifesciencesadvantages.

Ultimately, this updated strategy seeks to make Scotland the location of choice for LifeSciences businesses, researchers, healthcare professionals and investors whilst increasingScotland’seconomicgrowthviaLifeSciences.

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3.3 Scotland’sInnovationCentres

In2012,theSFClaunchedtheirInnovationCentreprogrammeinpartnershipwithScottishEnterprise and Highlands and Island Enterprise, to support the relationship betweenuniversities and business. Backed by industry, the centres aim to boost innovation andentrepreneurship,acceleratetechnologicaladvances,createjobopportunitiesandgrowtheeconomyinScotland’skeysectors.For SULSA researchers this means skills and training support for the next generation ofresearchers,andknowledgeexchangepractitionersthroughmastersandpost-doctorallevelprovision.Inaddition,theInnovationCentresgenerallyhavebudgetsforgrantfunding(foracademic-industrial partner projects). The Innovation Centres deploy a wide range ofactivities(Figure9).

Figure 9. Innovation Centre Activities. Source: EKOS Limited – Business Engagement and Economic ImpactEvaluationAccordingtoHairandDocherty“thelevelofinnovationcooperationbetweenbusinessesanduniversities in Scotland is much lower than for the rest of the UK, as is the absorptivecapacityofbusinessforresearchknowledge.Thisisamajorchallenge,butalsoasignificantopportunity,fortheScottisheconomy”(HairandDocherty,2015).With a commitment to spend £120 million towards Innovation Centres over five years(2013-18) theSFCare tackling this issueheadon.Eight InnovationCentrescurrentlyexist(Figure10).

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InnovationCentre Location AffiliatedUniversity

CENSIS:CentreforSensor&ImagingSystems

Glasgow UniversityofGlasgow

ConstructionScotlandInnovationCentre

Hamilton EdinburghNapierUniversity

DigitalHealth&CareInstitute Glasgow UniversityofStrathclydeIndustrialBiotechnology

InnovationCentreGlasgow UniversityofStrathclyde

OilandGasInnovationCentre Aberdeen RobertGordonUniversityandUniversityofAberdeen

ScottishAquacultureInnovationCentre

Stirling UniversityofStirling

StratifiedMedicineScotlandInnovationCentre

Glasgow UniversityofGlasgow

TheDataLab Aberdeen,EdinburghandGlasgow

UniversitiesofEdinburgh,GlasgowandRobertGordon

Figure10.Scotland’sInnovationCentres:DrivingDemandLedInnovation,November2015In a highly competitive research environment it is essential that Scottish HEIs andresearchers actively engage and build upon their innovation and business collaboration.Withbusinessattitudestowardsacademiccollaborationimproving,catalysedinpartbytheInnovation Centres, there is a huge opportunity for Scottish HEIs. Take the University ofGlasgow for example where recent successes in securing large-scale collaborations withindustry partners include their £29m Quantum Technology Hub, £11m Urban Big DataCentre,£55mJamesWattNanoFabiricationCentre,£16mImagingCentreofExcellenceand£20mStratifiedMedicineScotlandInnovationCentre.

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ProfessorGraemeReidconductedanindependentreviewontheInnovationCentresin2016and found that “the Innovation Centres programme is on the right track and they haveemergedfromanyinitialteethingtroublesandtensionsassociatedwiththestart-upphaseandarenowenteringamorematureoperationalphase.Itwilltaketimeforawiderrangeofbusinesses in Scotland to build familiarity and trust in the Innovation Centres programmeanddiscoverhowbesttogainadvantagefromtheservicestheyoffer”(Reid2016). FulldetailsoneachoftheScottish InnovationCentrescanbefoundontheSFC’swebsite.

3.4 Scotland’sResearchPoolingPartnerships

TheresearchpoolinginitiativewascreatedbySFCin2003toencourageresearchersacrossScottish higher education to pool their resources and respond to increasing internationalcompetition.SFCResearchPools:

§ EnergyTechnologyPartnership(ETP)§ MarineAllianceforScience&TechnologyforScotland(MASTS)§ ScotCHEM§ ScottishAllianceforGeoscience,EnvironmentandSociety(SAGES)§ ScottishImagingNetwork:APlatformforScientificExcellence(SINAPSE)§ ScottishInformaticsandComputerScienceAlliance(SICSA)§ ScottishInstituteforResearchinEconomics(SIRE)§ ScottishResearchPartnershipinEngineering(SRPe)§ ScottishUniversitiesLifeSciencesAlliance(SULSA)§ ScottishUniversitiesPhysicsAlliance(SUPA)§ Soillse(Gaeliclanguageandculture)

TheScottishUniversitiesLifeSciencesAlliance(SULSA)isoneofthemostsuccessfulpools,having leveraged approximately £400 million since its inception in 2007, with continuedfunding until 2021. SULSA has four research themes: Development and Regulation,Ecosystems, Technology and Analysis, and Understanding and Treating Disease. SULSA’smember universities in the 2017/18 academic year are the Universities of Aberdeen,Dundee, Edinburgh, Glasgow, St Andrews and Strathclyde, with HeriotWatt and RobertGordonjoiningthisyear.SULSA aimsto enhance Scotland’s vibrant life sciences research community by improvingopportunitiesforcollaboration,fundingandtranslationalresearch.

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3.5 OtherScottishInitiativestoDriveInnovation

Additional Scottish organisations focused on driving innovation are Scottish Enterprise,HighlandsandIslandsEnterpriseandInterface.ScottishEnterprise:Scotland’smaineconomicdevelopmentagencywhoworkwithpartnersin thepublicandprivate sector to identifyandexploit thebestopportunities todeliverasignificant,lastingeffectontheScottisheconomy.Encouragesinternationaltrade,inspiresbusiness growth via innovation, helps secure investment and develops Scotland’s talent.ScottishEnterprise’sResourceBudget for2016/17amounts to£237.780million, including£212.627million of grant in aid and a ring fenced non-cash budget provision of £25.153million.HighlandsandIslandsEnterprise(HIE):anambitiousorganisationwithauniqueremitthatintegrateseconomicandcommunitydevelopmenttogeneratesustainablegrowth.Aimstomake theHighlands and Islands a highly successful and competitive region by supportingbusinessandenterprisegrowth,strengtheningcommunities,developinggrowthsectorsandcreating the conditions for a competitive low-carbon region.During2015-16HIE receivedfundingof£66.2millionfromtheScottishGovernment.Interface: a central hub that connects organisations from awide variety of national andinternational industries to Scotland’s 23 higher education and research institutes, withsupportfromSFC,ScottishEnterpriseandHIE.

3.6 Scotland’sFuture-Brexit

Lookingforward,there’snosignofthefundinglandscapesettlingwithBrexitandapossiblesecond Scottish independence referendum on the horizon. Unfortunately, as Brexit andImmigration are not devolved issues, the Scottish Government is not involved in thesenegotiations.However,whenpowersarerepatriated,manywillbepassedtothedevolvednationstoadminister(e.g.agriculture,health,educationandenvironment).The Scottish Universities benefit hugely from EU funding. So, at a time where Scottishresearch isattractingmoreEuropeanUnion investment thanever, theprospectofahardBrexit will cause major setbacks. Since 2014, almost £250 million has been secured byScottishorganisationsfromtheEUHorizon2020researchprogramme.Between2014and2015alone,Scottishuniversitiesreceived£94millionfromEUsources,contributing9.4%oftheirtotalresearchincome.DatafromtheHigherEducationStatisticsAgency(HESA)showsbyfarthelargestEUincomeis inClinicalsciences(£19.9M),Biosciences(£15.3M)andPhysics (£10.5M)followedby IT,systems sciences & computer software engineering (£6.8M), Earth, Marine andEnvironmentalSciences(£6.3M),Electrical,electronic&computerengineering(£5.3M)andChemistry(£5M).WhilsttheLifeSciencessecurethemostEUfundingbyamount,itequatesto about 10 % of their research income. Other sectors such as engineering rely on EUfundingfornearlyhalfoftheirresearchincome.

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As quoted on The National, MSP for Further Education, Higher Education and ScienceShirley-AnneSomervillesaid:“Scottishuniversitiesandresearch institutionsremaincommittedtocollaboratingwithourEuropeanpartnersandattracting thebest international talent–buthavebeen clear thatthisrequirescontinuedaccesstothesinglemarketandEUfunding”(Somerville,2017).Tomakethispossible,theUKwouldhavetopayintotheEUbudgetfor‘assisted’statusforEUresearchprogrammes,an ideawhich isnotbackedby theToryGovernment.WhethertheEUwouldevenallowitisalsounknownpriortoconclusionsoftheBrexitnegotiations.ThedetrimentaleffecttoScotlandgoesfarbeyondfundingcutsfromtheEU.In2016,TheBritish Heart Foundation invested £63 million in research into cardiovascular disease inScotland alone, which will be carried out across the SULSA universities of Dundee,Edinburgh,Aberdeen,GlasgowandStAndrews.BHF’sScotlandDirectorJamesCantsaysthesuccessisfragile:“Peoplewanttocomehere,we’veattractedtheworld’stopresearchers–butsomeofourkeytalentisnotFromScotlandortheUK.OfourPrincipalInvestigatorsintheUK,19%arenon-UKresidents”(Cant,2016).IfahardBrexitmakes ittoodifficultfortheseresidentstoremain inScotland,orperhapsthey’llfindlivingintheUKtooonerous,Scotlandwilllosehighly-skilledresearchers.16%ofacademicstaff inScottishHEIsarefromtheEU–thisrisesto23%amongstresearch-onlystaff.The futureremainsunclearbut fornowHealthcharitiesplanon lobbyinggovernmentsatHolyroodandWestminstertohelpretainScotland’sposition,byseekingassociatedcountrystatustoallowaccesstoEUresearchfundingandtheHorizon2020fund.

4. Summary

It is undeniably an exciting time for Life Sciences in Scotland and the UK. Despite theunwelcome Brexit implications and uncertainties surrounding the formation of UKRI,opportunities are arising. For example, The Industrial Strategy, Scotland’s updated LifeSciencesStrategyandtheGlobalChallengesResearchFundallprovideawelcomeinjectionintotheLifeSciencessector.Whethertheseopportunitiesarefullymaximisedwilldependon howwell the Scottish Government, SFC, Higher Education Institutions and enterpriseagenciesworktogether.

ForfurtherinformationandtostayuptodatewerecommendfollowingWonkheandTimesHigherEducation.

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ReferencesBrexitImpact

• Hannan,M(2017)TheNational.[Online]availableat:www.thenational.scot/news/15130504.The_Brexpert_s_Guide__Brexit_has_put_a____black_cloud____over_the_future_of_research_funding__says_top_academic/

• Naysmith,S(2016)TheHeraldScotland.[Online]availableat:www.heraldscotland.com/politics/beyondbrexit/14911020.Beyond_Brexit__Scottish_prominence_in_health_research_could_be_wrecked_by_Brexit/

GlobalChallenges

• TheScottishFundingCouncil(2016)GlobalChallengesResearchFund.[Online]availableat:www.sfc.ac.uk/web/FILES/CMP_RKECommittee24November2016_24112016/RKEC_16_33_Global_Challenges_Research_Fund.pdf

• DepartmentforBusinessInnovationandSkills(2016)TheAllocationofScienceandResearchFunding.[Online]availableat:www.gov.uk/government/uploads/system/uploads/attachment_data/file/505308/bis-16-160-allocation-science-research-funding-2016-17-2019-20.pdf

• ResearchCouncilsUK(2016)OfficialDevelopmentAssistance:GlobalChallengesResearchFundGuidance.[Online]availableat:www.rcuk.ac.uk/documents/international/gcrfodaguidance-pdf

• OECD,DACListofODARecipients.[Online]availableat:www.oecd.org/dac/stats/documentupload/DAC%20List%20of%20ODA%20Recipients%202014%20final.pdf

IndustrialandLifeSciencesStrategiesforScotland

• Parker,L.H.(2017)GovernmentRevealsVisionforScotland’sNewIndustrialStrategy.[Online]availableat:www.scotlandb2b.co.uk/2017/01/23/scotland-set-for-economic-boost-as-new-industrial-strategy-vision-is-revealed

• ResearchCouncilsUK(2017)BusinessSecretaryAnnouncesIndustrialChallengeFundInvestments.[Online]availableat:www.rcuk.ac.uk/media/news/210417-3

• Jones,R(2017)IndustrialStrategy:asmallstep,orgiantleap?[Online]availableat:www.wonkhe.com/blogs/analysis-industrial-strategy-a-small-step-or-giant-leap

• Prabhaker,B(2017)New2017LifeSciencesStrategyforScotland.[Online]availableat:www.scottish-enterprise-mediacentre.com/news/new-2017-life-sciences-strategy-for-scotland-will-support-growth-of-sector-to-gbp-8bn-by-2025

• LifeSciencesStrategyforScotland2015Vision(2017)LifeSciencesinScotland.[Online]availableat:www.lifesciencesscotland.com

InnovationCentreandScottishInnnovation

• ScottishFundingCouncil(2016)Scotland’sInnovationCentresDrivingDemandLedInnovation.[Online]availableat:www.sfc.ac.uk/web/FILES/InnovationCentres/Scotlands_Innovation_Centres.pdf

• ScottishFundingCouncil(2016)InnovationCentres.[Online]availableat:www.sfc.ac.uk/innovationcentres2016

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• HarrisandDocherty(2015)Capability,CultureandChangeGrowingtheValueofR&DinScotland.[Online]availableat:www.ncub.co.uk/index.php?option=com_docman&view=download&category_slug=reports&alias=391-growing-value-scotland-report-sept15-web&Itemid=2728

• EKOSLimited(2016)BusinessEngagementandEconomicImpactEvaluationoftheInnovationCentresProgramme.[Online]availableat:www.sfc.ac.uk/web/FILES/InnovationCentresReview/Innovation_Centres_Programme_-_Final_Report_to_SFC_-__September_2016.pdf

• HighlandsandIslands(2016)EnterpriseAnnualReportsandAccounts.[Online]availableat:www.audit-scotland.gov.uk/uploads/docs/report/2016/fa_1516_highlands_island_enterprise.pdf

• ScottishEnterprise(2016)AnnualReportsandAccounts.[Online]availableat:www.scottish-enterprise.com/knowledge-hub/articles/publication/annual-reports

REF

• HigherEducationFundingCouncil(2017)REFImpact–HigherEducationFundingCouncilforEngland.[Online]availableat:www.hefce.ac.uk

• Hill,S.(2016)ResearchImpact:LearningLessonsfromtheREF.[Online]availableat:www.blog.hefce.ac.uk/2015/11/10/research-impact-learning-lessons-from-the-ref/

• Stern,N(2016)BuildingonSuccessandLearningfromExperience:AnIndependentReviewoftheResearchExcellenceFramework.[Online]availableat:www.gov.uk/government/uploads/system/uploads/attachment_data/file/541338/ind-16-9-ref-stern-review.pdf

• Shepherd,J(2009)HumanitiesResearchThreatenedbyDemandsfor‘EconomicImpact’.[Online]availableat:www.theguardian.com/education/2009/oct/13/research-funding-economic-impact-humanities

UKRI

• Curry,S.(2016)WhytheHigherEducationandResearchBillmustbeamended.[Online]availableat:www.theguardian.com/science/occams-corner/2016/oct/18/higher-education-research-bill-needs-amended

• TheScottishFundingCouncil(2016)UKPolicyImplicationsforScotland.[Online]availableat:www.sfc.ac.uk/web/FILES/CNP_Councilmeeting10June2016_10062016/SFC16_39_UK_policy_implications.pdf

• DepartmentforBusiness,InnovationandSkills(2015)NurseReviewofResearchCouncils.[Online]availableat:www.gov.uk/government/collections/nurse-review-of-research-councils

• Wilsdon,J(2016)UKRIifyouwantto:howtoreadthenewresearchlandscape.[Online]availableat:http://wonkhe.com/blogs/analysis-ukri-if-you-want-to-how-to-read-the-new-research-funding-landscape/

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AppendixATable1.OECDDevelopmentAssistanceCommittee(DAC)ListofODARecipientsLeast DevelopedCountries

Other Low IncomeCountries

Lower MiddleIncome CountriesandTerritories

Upper Middle IncomeCountriesandTerritories

• Afghanistan• Angola• Bangladesh• Benin• Bhutan• BurkinaFaso• Burundi• Cambodia• CentralAfrican

Republic• Chad• Comoros• DemocraticRepublic

oftheCongo• Djibouti• EquatorialGuinea• Eritrea• Ethiopia• Gambia• Guinea• Guinea-Bissau• Haiti• Kiribati• Lao• Lesotho• Liberia• Madagascar• Malawi• Mali• Mauritania• Mozambique• Myanmar• Nepal• Niger• Rwanda• SaoTomeand

Principe• Senegal• SierraLeone• SolomonIslands• Somalia• SouthSudan• Sudan• Tanzania• Timor-Leste• Togo• Tuvalu• Uganda• Vanuatu• Yemen• Zambia

• DemocraticPeople’sRepublicofKorea

• Kenya• Tajikistan• Zimbabwe

• Armenia• Bolivia• CaboVerde• Cameroon• Congo• Coted’Ivoire• Egypt• ElSalvador• Georgia• Ghana• Guatemala• Guyana• Honduras• India• Indonesia• Kosovo• Kyrgyzstan• Micronesia• Moldova• Mongolia• Morocco• Nicaragua• Nigeria• Pakistan• PapuaNew

Guinea• Paraguay• Philippines• Samoa• SriLanka• Swaziland• SyrianArab

Republic• Tokelau• Ukraine• Uzbekistan• Vietnam• WestBankand

GazaStrip

• Albania• Algeria• AntiguaandBarbuda• Argentina• Azerbaijan• Belarus• Belize• BosniaandHerzegovina• Botswana• Brazil• Chile• China• Colombia• CookIslands• CostaRica• Cuba• Dominica• DominicanRepublic• Ecuador• Fiji• FormerYugoslavRepublicof

Macedoni• Gabon• Grenada• Iran• Iraq• Jamaica• Jordan• Kazakhstan• Lebanon• Libya• Malaysia• Maldives• MarshallIslands• Mauritius• Mexico• Montenegro• Montserrat• Namibia• Nauru• Niue• Palau• Panama• Peru• SaintHelena• SaintLucia• SaintVincentandthe

Grenadines• Serbia• Seychelles• SouthAfrica• Suriname• Thailand• Tonga• Tunisia• Turkey• Turkmenistan• Uruguay• Venezuela• WallisandFutina

Source:OECD,DACListofODARecipients

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AppendixBGlobalChallengesResearchFundDeliveryPartners–NationalAcademiesandUKResearchCouncils

UKResearchCouncils• ArtsandHumanitiesResearchCouncil• BiotechnologyandBiosciencesResearchCouncil• EconomicandSocialResearchCouncill• EngineeringandPhysicalScienceResearchCouncil• MedicalResearchCouncil• NaturalEnvironmentResearchCouncil• ScienceandTechnologyFacilitiesCouncil• ResearchCouncilsUK

NationalAcademies• AcademyofMedicalSciences• BritishAcademy• RoyalAcademyofEngineering• RoyalSociety

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Appendix CGlobalChallengesResearchFundBudgetAllocation

Source:DepartmentforBusinessandInnovationSkills(2016)

24

AppendixDODAGovernmentResearchSpend

Source:UKCDS(2016)RisingODAResearchSpend

25

AppendixELifeSciencesScotland:Scotland’sAdvantagesintheLifeSciences

26

Source:LifeSciencesScotland,2017

27

AppendixFUKHigherEducationInstitutions’IncomefromResearchGrants&ContractsandFundingCouncilGrants,2010example.

Source:ResearchInformationNetwork,2010.