Professor Fiona Ross reflects on the impact that our stimulus paper on research funding in Wales has had on prompting the Welsh government to make positive steps towards supporting and encouraging research in the nation.
Last year Peter Halligan and Louise Bright (2015) published a paper on the Case for Growing STEMM Research Capacity in Wales. Theirs is a story of research funding for Science Technology Engineering Mathematics and Medicine (STEMM) in Wales. It provides a powerful review and explanation for what appeared to be Wales’s poor comparative research performance and productivity compared to Scotland. We published it in our stimulus paper series and this blog reflects on its impact.
The Leadership Foundation’s stimulus paper series is designed to support thought leadership and to provide the sector with an opportunity to challenge established perceptions and discuss them from a new position. Independent from disciplinary lobbying, government policy making and mission group, over the years the Leadership Foundation has offered an alternative space for incubating ideas on leadership, challenging the status quo in leadership, publish and disseminate for greater impact through its network of member institutions. We thought this was the ideal vehicle for this research.
Halligan and Bright’s paper is a detailed and longitudinal policy analysis of comparative data on research funding in Wales. It is not for the faint hearted and does not leave a stone unturned! It lays out the drivers behind the Welsh Office, and subsequent Welsh Government’s focus on an input target of total research council income. It argues that policy reliance on securing Wales’s UK share of Research Council funding had contributed to a misleading and reputational damaging perception of the Welsh university research base. To derive a more complete picture of the STEMM shortfall in Wales, Halligan and Bright calculated the total number of STEMM academic researchers in the four UK nations. Using Wales’s population share of total UK academics engaged in research they found that the academic research workforce was some 0.5% below Wales’s population standard share. Despite this discrepancy, the evidence shows that relatively low levels of Research Council income have nevertheless been effectively translated into high impact research.
Halligan and Bright’s paper concludes that the critical problem lay not in the quality of the science being done in Wales, but rather with the inadequate size of the science base and the number of researchers in STEMM. So what has been the impact from the paper and what happened? The Welsh Government listened, the Chief Scientific Advisor (CSA) acted swiftly though her Ser Cymru programme to deliver an ambitious strategy to increase research capacity in science to enhance economic growth. To achieve this, the CSA brought together a number of initiatives involving COFUND funding from the EU Horizon 2020 and the European Regional Development Fund in association with Welsh Universities. This amounted to over £50M to support a capacity building programme to fund over 100 new fellowships in science. This is providing support for large scale doctoral training schemes, postdoctoral rising stars and promising research leaders and support for scientists (particularly women) returning to their fields after a long absence.
I am often asked about Leadership Foundation research outputs and what difference they make? The honest answer is it varies. Sometimes we hit on a winner, like Halligan and Bright. But impact does not happen by accident. It is a complex process. Here it took compelling evidence supporting the case for change, authors who were both authoritative and influential, a receptive policy context and respectful and longstanding relationships between government and academic institutions. Our analysis of LF impact shows the secret is about the quality of commissioning, and being able to anticipate the “burning platform” issues, working hard with authors to ensure quality and using the LF network to provide a conduit for dissemination and exchange of ideas. It has worked for Wales.
Professor Fiona Ross is Director of Research at the Leadership Foundation. Fiona leads research and thought leadership with a particular focus on generating learning for organisations on ‘what works’. Fiona has a background in community health and social policy and has worked as practitioner, teacher, research leader and senior manager over a 35 year career in higher education. She has had academic leadership roles at King’s College London, Kingston University and St George’s, University of London where most recently she was an executive dean. She has published widely on policy and care of older people, public engagement, collaborative practice and leadership of change. In addition to her role with the Leadership Foundation she has a part time professorial appointment at Kingston University and St George’s and does research and writes on collaborative governance and evaluating system wide interventions including Kingston University’s approach to narrowing the attainment gap for students from BME backgrounds. Fiona has recently been appointed Chair of the Board of Trustees of Princess Alice Hospice, which delivers end of life care in Surrey and South West London. She was awarded a CBE in the 2015 New Year’s Honours list for services to health care and higher education.
Welsh Government Delivering Science for Wales 2014-15. Annual Report on the Strategy for Science in Wales p.2, p.6, p.7, p.16
Welsh Government Delivering Science for Wales 2015-16. Annual Report on the Strategy for Science in Wales p.3, p.12
About the research authors
Professor Peter Halligan is the Chief Executive of the Learned Society of Wales
Dr Louise Bright is Deputy Director of Research and Business Engagement at the University of South Wales and the former Leadership Foundation Associate Director for Wales.
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