ENGINEERING AND PHYSICAL SCIENCES RESEARCH COUNCIL

1. ENGINEERING AND PHYSICAL SCIENCES RESEARCH COUNCIL Interdisciplinary ResearchKedar PandyaInterdisciplinary Research Policy: An EPSRC PerspectiveHead of the Cross-disciplinary Interfaces Programme

2. A Collage Genomics Towards a Sustainable Urban Environment (SUE) Mainstream processes 36% 37% 42% Centres for Doctoral Training Managed programmes Cross-council Research Programmes

3. Why? “Interdisciplinary research can be one of the most productive and inspiring of human pursuits” • Facilitating Interdisciplinary Research • National Academy of Sciences 2005 Research Council Interest • Insight-led, contributing to knowledge and innovation • Challenge-led, providing solutions to problems

4. Creating the “Right” Conditions People Commissioning Cultures & structures

5. Quarter of a billion pound investment in Centres for Doctoral Training across the EPSRC portfolio 2009 2007 2001 People and Careers (I) • Early adopters are essential: • People able to take risks and challenge conventions • Leadership • Vision, creativity and innovation in research • Integration across disciplines & interests

6. Journal of the Royal Society Interface celebrates fifth anniversary with £5,000 EPSRC award • Metrics of success • Publication options • How to overcome barriers? • An example: Royal Society Interface Journal People and Careers (II): Looking Ahead • Reward structures e.g. promotion criteria • Nurturing early-stage cross-disciplinary careers is a key priority • Partnership between sponsors and universities needs to be stronger • Inspirational role models

7. Commissioning (I) • A range of approaches needed: Networks, translators, mobility, grand challenges, centres, consortia… Sandpits • Potential for transformative thinking • Networking, promoting interdisciplinary interaction, breaking down barriers • Financial reward drives behaviour • Not for everyone! Consortia • Flexibility and non-standard working approaches • Added value from different expertise, both academic and users • Management skills crucial and sometimes overlooked • The sum can be greater than the parts but it depends on the individuals

8. Research Councils Energy Commitments Conventional Energy Generation; Nuclear Fission; Nuclear Fusion; Sustainable Power Generation; Climate Change; Carbon Abatement; Markets, Policy and Public Attitudes

9. Basic Technology Promotions Appointments Secondments Continuous training Advancing the Ecosystem Novel maths & statistics Modelling uncertainty Start-up companies Patents Demonstrators Image interpretation Academic papers Book chapters International lectures Basic Technologies Quantum computing Semiconductor devices Visual search systems Robotics Performance monitoring Emerging computer paradigms Digital Economy Animation TRL EPSRC 0 Epidemiology Patient monitoring 1 Eye tracking technologies Body motion capture Health Surgical applications Security Behavioural simulation 2 Novel screening platforms DoH, Research Councils Industry, Charities TSB, Research Councils, Government Departments 3

10. Commissioning (II): Looking Ahead • Economic & Societal Themes e.g. Energy, Digital Economy, Manufacturing the Future • Core capabilities: excellent, long-term core and multi-disciplinary research • Linking underpinning disciplines to societal themes • Greater focus on best with best collaborations • Language challenges vs. opportunities • Identifying the right people • Not a service-based relationship • Further segmentation, matching interventions to desired outcomes • Peer review: excellence and importance

11. Cross-disciplinary Proposals in the Mainstream: Working with other Programmes & Funders • EPSRC remit queries, managed by the Cross-disciplinary Interfaces Programme http://www.epsrc.ac.uk/about/progs/Pages/remit.aspx • Summary, objectives, research challenges & novelty • Remit queries batched every two weeks • Cross-office group which meets fortnightly: • All programmes involved, with links to other Research Councils • Early advice on where best to submit • Concordat between all Research Councils governs cofunding

12. Structural and Cultural Change

13. Structural and Cultural Change (I) “Our vision is to eliminate departmental barriers and bring together the people, talent, and infrastructure necessary to catalyse breakthroughs…” • Institutional (e.g. Bridging the Gaps) & individual (e.g. Discipline Hopping): • Innovative approaches to collaboration (workshops, internal competitions) • Cross-fertilisation of ideas between disciplines (contact time) • Embedding multi-disciplinary research & building advocacy • Positive outcomes: • Impact on university strategy, laying the foundation for follow-on funding and new research avenues

14. Structural and Cultural Change (II): Looking Ahead • Continued need for transformation: • Structural barriers & incentives for change • EPSRC leadership: • Research & training within and across disciplines • Leading-edge thinking in policy • Coordination & collaboration, not just competition • Creating a national perspective • Multipliers on investments, not just about £££