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Comprehensive Spending Review 2007. CCLRC/PPARC – OSI bilateral 13 th March 2007. Realising the STFC opportunity. A new research council with a new mission and new priorities A high international profile A major vehicle for delivering economic impact Science and Innovation Campuses:

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comprehensive spending review 2007

Comprehensive Spending Review 2007

CCLRC/PPARC – OSI bilateral

13th March 2007

realising the stfc opportunity
Realising the STFC opportunity
  • A new research council with a new mission and new priorities
  • A high international profile
  • A major vehicle for delivering economic impact
  • Science and Innovation Campuses:
    • important routes for inward investment
    • internationally competitive critical mass
    • at the heart of STFC aspirations
    • each CSR07 priority builds on the campus model



  • Increased national prosperity and improved quality of life
  • Improved service provision
  • Growth in GDP
  • Growth in inward investment
  • Highly-skilled workforce
  • Jobs created
  • Jobs protected
  • New companies
  • Expanded companies
  • More profitable companies








  • .
  • Operate and develop facilities
  • Conduct research
  • Create technology
  • Train people
  • Transfer knowledge
  • Engage the public
  • Promote the importance of research





Intellectual Property


progress since last bi lateral
Progress since last bi-lateral
  • Huge progress in establishing Council
    • Structures, key management appointments, appointments of Council, charter etc
  • Understanding the financial position across the new Council
  • Progress on Campuses
  • Set up in-house Science review
  • Programmatic review planned across whole Council programme
financial flat cash will not deliver
Financial: Flat cash will not deliver!
  • Inherited decisions
    • Diamond VAT - £12.8M over 3 years: Phase 2 VAT - £12.6M over 3 years
    • SRS closure costs - £ 18.1M
    • ERLP bridging - £3M over 3 years
    • Shared Services £5.5M
  • Core Science
    • Deliver value for money on international subscriptions (185m/yr) through domestic programme - (£54m over 3 years)
    • Fund domestic component of Aurora programme (£21m over 3 years)
  • New facilities coming on stream
    • Inability to fully exploit past investment in Diamond & ISIS TS2 (£13m over 3 years)
  • Utility costs and exchange rate fluctuations
  • Cost of Delivering STFC Vision
    • Economic Impact & investment in Campuses
    • Underlines the importance of domestic programme – source of KE
  • Potential loss of EYF??
stfc priorities
STFC Priorities
  • Three categories of prioritization (note that these are very much relative priorities within the programme)
    • Top
    • High
    • Lower
top priority
Top Priority
  • Exploitation of recent major investments and subscriptions
    • DIAMOND, ISIS TS2, Astra
  • New Initiatives
    • Exploration
    • Campus Development, Step Change in KE
high priority
High Priority
  • Existing activities that will be reviewed (opportunities for savings but need for some restructuring investment) and potential new initiatives:
    • Existing operations
    • Accelerator R&D
    • Support for Cross-Council Programmes, including Energy
    • In-house research
    • In-house technology support and development
    • New initiatives (XFEL, FAIR, HiPER, SKA, ILC etc.)
lower priority
Lower Priority
  • Facilities where productivity has already peaked but where significant restructuring cost would be needed to bring forward closure:
    • EISCAT, Tevatron, BaBar
    • ING, UKIRT
    • SRS
issues and possible csr bid
Issues and possible CSR bid
  • Any reductions or restructuring of high priority programmes would involve some frictional costs e.g. redundancy payments.
  • Early and even planned reductions or cessation of lower priority activity would certainly incur costs that we have no provision for e.g. redundancy, decommissioning, non-cash costs.
  • Political and reputational damage to be managed.
new facilities investment
New facilities investment
  • Impact:
    • Delivering sustainable world-leading facilities
    • Realising the potential of current investment
    • Investing in the future through the LFCF (SKA, ELT, ESS, HiPER, ILL, ESRF, 4GLS, ILC, NF)
    • UK leadership and influence contingent on modest R&D pump priming
  • Deliverables:
    • World-leading science
    • New technologies, skills, spin-outs and industry support
  • Cost £6M pa run as RCUK programme
  • Discussed by RCUKEG, paper being produced for next meeting. RCUK working group meeting on 19th March
campus development uk based esa centre
Campus development: UK-based ESA Centre
  • Impact:
    • Builds on UK strengths in space science
    • Provides a focus for technology exploitation
    • Opportunities for greater engagement with NASA & other world agencies
    • Campus provides co-location opportunities for specialist technology businesses (& supporting services)
  • Deliverables:
    • New physical facility
    • New cross-disciplinary science outcomes (molecular biology, geochemistry, ecology, geology, astronomy, space technologies & applications)
  • Progress:
    • High-level meeting with ESA scheduled for Mar 27th (tbc)
    • Aim is agreed plan by end of May
    • UK contributes land – may be other contributions depend on negotiations
    • Investment in Exploration & Technology programmes to establish healthy core of activities
    • Clear attractor to Campus for space industry & others
space exploration programme
Space exploration programme
  • Impact:
    • Path finding the scientific and commercial exploitation of the Moon
    • Builds on momentum and technical capabilities of Aurora investment
  • Deliverables:
    • Important new solar system science
    • Greater technological capability
    • Technology innovation based on small satellites lead
    • Major commercial return and export opportunities
  • Cost and timing
    • Up to £20m per year from ~2008
  • Progress:
    • on-going discussions with NASA
      • Aim to sign joint study agreement in April
    • UK low-cost lunar mission studies creating considerable wider international interest
space technology programme on behalf of bnsc partnership
Space Technology Programmeon behalf of BNSC partnership
  • Impact:
    • Position UK to remain competitive in space arena
    • Increased knowledge transfer and innovation through improved exploitation of the UK science and technology base
    • Activities undertaken in partnership with academia and industry.
    • Builds on Campus activities including ESA Centre
  • Deliverables:
    • Programme management team established April ‘07
    • Announcement of first programme call by November ’07
  • Cost £19.2M pa
multidisciplinary programmes
Multidisciplinary programmes
  • Impact:
    • RCUK multidisciplinary programmes dependent on STFC tools and expertise
  • Deliverables (from baseline budget or new RCUK funding):
    • Underpinning Technologies for:
      • Energy – partner in cross-council programme
      • Terrorism
      • Nanoscience
      • Systems biology
economic impact through training
Economic Impact through training
  • Impact:
    • Meets demand from employers for high-tech skills and trains the next generation of researchers
    • Builds capacity to exploit campus developments
    • Facilities and technology centres provide a unique training ground
  • Deliverables:
    • increase the training budget by 50% to provide:
      • Facility-linked studentships
      • Prestige fellowships
      • Training to build capacity for future new facilities
  • Cost £10M pa
a sustainable core programme
A Sustainable Core Programme
  • With appropriate additional funding, a programme of continuous, long-term, re-shaping and re-prioritisation of investments will:
    • Realise the full potential of investment in world-class facilities and programmes (Aurora, Diamond, ISIS-TS2, Astra, ILL, ESRF, LHC, ESO, ESA and CERN)
    • Deliver a world-leading science programme in particle physics, astronomy and nuclear physics
    • Deliver a world-leading science programme using synchrotron light, neutron beams and state of the art lasers
    • Enable state-of-the art technologies to be developed
    • Realise a step-change in economic impact through new technologies, spin-outs, skilled people and knowledge transfer
science and innovation campuses
Science and Innovation Campuses
  • Inputs: investment, people and knowledge
  • Vision: an environment where new approaches to research, innovation and learning will attract organisations from both the UK and overseas to collaborate
  • Output: high economic return to the UK, important new skills and an improved international profile.
  • Many stakeholders, many activities, huge potential return to the UK.
campuses economic impact
Campuses – Economic Impact
  • Major new UK international-class critical mass model
    • for driving knowledge economy much more effectively
    • Major dynamo for further UK economic growth
  • Major new magnet & focus for UK and International Investment
    • New UK Mixed-economy value-add
      • RCs, Universities, OGDs, Private sector
    • Ultra-high technology Corporates and startups
      • 29 already at DSIC since April 05 - growth only limited by buildings
    • Major expansion of new UK high-tech jobs (10,000 each campus)
  • Major new UK Centre for High-Tech Skills Training & Outreach
    • In-built state-of-the-art S&T refresh mechanism
  • Major mechanism for delivery of key Government and other new CSR07 objectives
    • Energy, Sustainable Environment, Homeland Security

STFC Science and Innovation Campuses




  • Major contributor to UK’s renowned scientific and hi-tech skills base.
  • Focus for science- innovation linked projects providing new collaborative approaches to research, innovation and learning.
  • Prime location for international R&D, major new facility investment, and a key attractor for overseas researchers
  • Co-location of small, medium & large public and private organisations
  • Scientific and hi-tech commercial cluster in its own right
  • Environment in which scientists from a wide range of disciplines work in a mutually supportive and cohesive manner
  • High quality, sustainable environment employing best practice in imaginative and environmentally sensitive design

International recognition for UK in both public and private sector arenas – inward investment clearly evident

Public investment in facilities and science programmes (STFC £550M, RCs, OGDs)

Increased use of major facilities by industry (currently ~5%)

Co-location of HEI sci & tech programmes (e.g. Cockcroft, Research Complex, SuperSTEM, Oxford nmr)

Increased numbers of pub-private partnerships leading to joint patents, spin-outs

Strategic partner capital investment (JV private partner, RDAs, UKAEA)

Large facilities emerge as a procurement opportunity for UK businesses, leading to additional co-location of industry

STFC Wider Access deliver programme to industry – technical sales team recruited

Collaborative training and development initiatives leading to greater pool of skilled scientists, engineers, technicians and entrepreneurs

International public and private inward investment (e.g. £50m RIKEN investment in RAL)

Whole industry lifecycle represented on campus (SME to blue chip) – 50% footprint?

SIC masterplans congruent with STFC plans and regional planning strategies

Increased number of international scientists working at the campuses