Source · Select Committees · Scottish Affairs Committee
Recommendation 130
130
The work of Scottish universities in combating covid-19 has been nothing short of remarkable.
Conclusion
The work of Scottish universities in combating covid-19 has been nothing short of remarkable. Going forward, the academic outputs of Scottish universities will not only support our economic recovery following the pandemic but also bolster the UK’s standing in the world as we forge new post-Brexit international relationships. In 298 Q27 299 Q29 300 Q27 301 Q258 302 Q259 303 Q260 304 Q260 50 Universities and Scotland return, Scottish academic research institutions deserve appropriate recognition and influence at UK-level. Scottish institutions should be given greater prominence and influence within UKRI decision-making structures. That should include a seat on the UKRI Board (as is already the case for English institutions such as the London School of Economics and the University of Cambridge), which is at the discretion of the Secretary of State for Business, Energy & Industrial Strategy, and a seat on the UKRI Executive Committee, for example for the Scottish Funding Council (in the same way that Research England are already represented), which is at the discretion of UKRI CEO (who should take into account public sector goals, such as ensuring that the voices of all UK nations are appropriately welcomed and heard). UK participation in Horizon Europe Horizon 2020 and its funding of Scottish academic research
Government Response
Not Addressed
HM Government
Not Addressed
Appointments to the UKRI Board are made on personal experience and skill set via open competition. Appointees are not recruited to represent any constituency, sector or regional grouping as it is essential that they operate collectively for the overall benefit of UKRI and the UK. The legal requirement for BEIS Secretaries of State to have regard to experience of research and innovation conditions in Scotland, Wales and Northern Ireland when appointing UKRI’s Non-Executive Directors is, however, also taken into account, alongside a range of other issues, during recruitment exercises to ensure a balanced Board. In addition to this legal requirement, it is essential that UKRI operate with an effective understanding of the diversity of the UK R&D landscape. This is achieved through regular engagement and collaboration with the Devolved Administrations and their delivery bodies (as described below) and informed by BEIS’ and Territorial Offices’ own engagement, including discussions between the Science Minister and DA counterparts. UKRI engages with people and organisations across the UK through a number of mechanisms, including regular senior-level meetings with the CEO, Dame Ottoline Leyser, UKRI Strategy Directors and individual Council Executive Chairs. These include representatives from devolved governments including the Chief Scientific Advisers, individual institutions and businesses. The UKRI Board will also be seeking to hold regular meetings outside of London and is keen to liaise closely with the Devolved Administrations in their planning. Dame Ottoline Leyser has conducted virtual visits to Scotland, Northern Ireland and Wales during her first year in post. Research and Innovation stakeholders from across the UK are also engaged through groups that are convened by UKRI, for example the UKRI Science and Innovation Strategy Forum (SISF) a mechanism for senior-level engagement to ensure the strategic alignment of R&D priorities and policies between the Devolved Administrations and the UK Government, and to provide high-level strategic direction which helps to enrich the UK’s research and innovation landscape. Research England is a legal component of UKRI, and thus the Board and CEO have responsibility for its proper running. In particular, the CEO is the responsible Accounting Officer for the budgets spent through Research England and it is essential that Research England and its Executive Chair are part of the overall UKRI governance structure including the Executive Committee. As a component of UKRI, subject to the same internal policies e.g. on staffing, assurance and finance, it is necessary that Research England is appropriately integrated within UKRI’s corporate operations. There is no equivalent corporate role for the other UK HE funding bodies within UKRI. UKRI’s vision is for an outstanding research and innovation system in the UK that gives everyone the opportunity to contribute and to benefit, enriching lives locally, nationally and internationally. To do this it is essential that a wide range of stakeholders are regularly consulted by UKRI as outlined.