Working together through Changing Times ENGINEERING AND PHYSICAL SCIENCES RESEARCH COUNCIL PROFESSOR DAVE DELPY

2 The Current Delivery Plan

3 The current CSR features (1) RCUK Cross Council themes DIGITAL ECONOMY EPSRC lead AHRC ESRC MRC ENERGY EPSRC lead BBSRC ESRC NERC STFC NANOSCIENCE THROUGH ENGINEERING TO APPLICATION EPSRC lead BBSRC ESRC NERC STFC MRC GLOBAL UNCERTAINTIES: security for all in a changing world EPSRC NERCAHRC BBSRCSTFC ESRC leadMRC LIVING WITH ENVIRONMENTAL CHANGE EPSRC BBSRC NERC lead ESRC STFC MRC AHRC LIFE LONG HEALTH & WELLBEING EPSRC BBSRC ESRC NERC STFC MRC lead AHRC

4 The current CSR features (2) The Whole EPSRC Picture Living with environmental change (£9M) Global Uncertainties: security for all in a changing world (£6M) Ageing: life-long health and wellbeing (£11M) Values are commitment

5 The current CSR features (3) Target for longer, more ambitious proposals Major investment in Centres for Doctoral Training (including Industrial Doctorates and Engineering Doctorates) Increased number of Strategic Partnerships with key industries/sectors Restructuring of EPSRC Directorates and Programmes Reviewing the balance of support for people

6 Balance of People Exercise - Headline Data 2009

7 Safeguarding Peer Review – why we’re doing it To reduce the burden of effort spent on assessing poor quality applications so more time and effort are available to spend on research. An increase in the efficiency and quality of the current peer review process by a reduction in submission of uncompetitive applications. Better quality research, through fewer more considered proposals. We are not trying to make it more difficult for the best researchers to apply to us or to inhibit creativity and adventure

8 Safeguarding peer review. Context 1: Rising Cost, Rising Volume… 2004 – 75% Referees response rate; 2009 – 55% Referees response rate

9 Safeguarding peer review. Context 2: Rising number of applicants…

10 Safeguarding peer review policy From April no uninvited resubmissions From April 2010 identified applicants will be limited to 1 proposal a year Criteria: Within any 2 year period any PI that: has at least 3 proposals ranked in the bottom half of a Rank Ordered List or that do not make panel. AND has a personal success rate of less than 25% in the same 2 year period.

11 Going Forward – the new Strategic Plan

12 Setting the context of our future strategy The world is changing It has never been more important to work together to deliver a healthy, sustainable and prosperous future for the UK Economic & political realities Government directions National research landscape International context

13 Challenges and Issues for EPS Research Observations on the current portfolio EPSRC funding 900 departments: 55% 33% <500k 50% of DTA funds in 10 universities 85 universities hold project studentships (but 50% in 10 institutions) Challenge International context and Drayson focus agenda Research Field World Ranking Trend Bioscience2 Business2 Clinical2 Environmental2 Humanities2 Pre-clinical2 Social Sciences3 Mathematics4 Physical Sciences 4 Engineering4

14 Setting the context of our future strategy The world is changing It has never been more important to work together to deliver a healthy, sustainable and prosperous future for the UK Economic & political realities Government directions National research landscape International context

15 Why invest in research? The heart of discovery and innovation We are committed to doing the best for UK science and engineering by generating the fundamental knowledge and skilled people essential to: Government Business and Industry Other research organisations Science and engineering drives the global economy in the 21 st Century. Engineering and physical sciences research is key to tackling grand challenges such as: Energy securityOur ageing population Crime Economic resilience

16 The new Strategic Plan Three clear strategic goals: Delivering Excellence with Impact Shaping Capability Developing Leaders

17 1. Delivering Excellence with Impact We will ensure excellent research and talented people can deliver maximum impact for the health, prosperity and sustainability of the UK. We will promote excellence and impact and ensure it is visible to all.

18 2. Shaping Capability We will shape the research base to ensure it delivers high quality research for the UK, both now and in the future. We will stimulate even more creativity and reward ambition.

19 3. Developing Leaders We will commit even greater support to the individuals who are delivering the highest quality research for the UK. We will foster their ambition and adventure and help them to connect with the best, wherever and whoever they are in the world.

20 Working in partnership We want our Strategic Plan to keep the UK at the heart of global research and innovation. It will provide the knowledge and skills vital to a healthy, sustainable and prosperous society. We can only achieve this by building stronger partnerships with universities, industry, other funding bodies and Learned Societies. We are now working on the Delivery Plan in preparation for the Government’s next spending review – we will be obtaining views and advice from the community, through our advisory panels and teams and university visits. From Strategy to Delivery…. How we will achieve the next Delivery Plan

21 Building on existing delivery plan - Impact Examples of Current Activities Impact plans in peer review Working with Strategic Partners and funding bodies Sector relations Pioneers and Impact! activities Potential new activities Marketing and mining our portfolio

22 Building on existing delivery plan – Shaping Capability Examples of Current Activities Creative and ambitious research Programme grants IDEAS factories Research contributing to UK society and economy supporting cross-council mission programmes, user-led research activities and researcher-led research S&I awards in areas requiring strength and capability Understanding the current research landscape Potential New Activities Managing our portfolio Cross-Council programmes

23 Building on existing delivery plan - Developing Leaders Examples of existing activities Changes to delivery of postgraduate training Centres for Doctoral Training including Industrial Doctorates Supporting excellent researchers throughout their careers Career Acceleration and Leadership Fellowships Challenging Engineering Potential New activities Dream Fellowships Strategic packages

24 Summary We have done a lot in the current CSR period, with still one year to go Our strategy for the future is building on our current delivery plan We are working to get the best for engineering and physical sciences for the benefit of the UK The environment in which we are working is changing – we have to respond to these changes. Focusing support is needed to ensure the UK remains competitive It has never been more important to work together

25 End of Presentation

26 Balance of People Exercise – Headline Advice from Council Encourage breadth and an outward looking perspective through out the career Academic leadership needs strengthening Creativity

27 Postgraduate Training: Advice and Next Steps Flexible provision that adds real value to the individual and allows widening of horizons – no to automatic move to 4 year PhD. Better career advice to students before entry – allow more informed choice about type of PhD. Keep coverage provided by Centres under review. EPSRC statement of expectations of postgraduate training support and University statement of how EPSRC support is being used strategically. Restore International Doctorate Scheme to historical levels.

28 Early & Established careers: Advice and Next Steps Develop Fellowships to allow for variations across the EPSRC remit. Proposals to Council for Early Career Support. Building advocacy and working with existing fellows. Focus on building leadership that supports strategic goals.