Memorandum submitted by the Technology
Strategy Board (UKSA 20)
INTRODUCTION
1. The Technology Strategy Board is a business-led
executive non-departmental public body, established by the Government.
Its mission is to promote and support research into, and development
and exploitation of, technology and innovation for the benefit
of UK business, in order to increase economic growth and improve
the quality of life.
2. The Technology Strategy Board became a partner
in the British National Space Centre (BNSC) in January 2009 and
took on responsibility for UK European Space Agency (ESA) satellite
telecommunications and satellite navigation R &D programmes
and other aspects of innovation in UK civil space activity.
3. The UK Space industry has provided very positive
feedback about the strong relationships established by the Technology
Strategy Board and has welcomed the approach taken by the Technology
Strategy Board to drive new innovative R & D activity.
4. The Technology Strategy Board has welcomed
the creation of the Space Agency and in particular its remit to
provide a strong lead on policy, public funding and the political
processes in UK and Europe. The Technology Strategy Board has
indicated its willingness to play a supporting or advisory role
in these matters where appropriate.
5. The Technology Strategy Board has an
ongoing role working as a delivery partner for the Space Agency
in leading activity related to innovation in Space and the economic
growth opportunities identified in the Space Innovation and Growth
Strategy. The Technology Strategy Board has an important role
to play here in engaging the Space industry and UK Space capability
in addressing broader challenges and growth opportunities across
a wide range of emerging markets.
What progress has been made in setting up the
UK Space Agency?
6. The Technology Strategy Board has actively
supported the process of establishing the UK Space Agency with
senior staff participating in informal working groups and formal
governance structures. The TSB Chief Executive is a member of
the Space Leadership Council and UK Space Board, the TSB Head
of Special Projects is a member on the UK Space Agency Operating
Board and ISIC Establishment Board, the TSB Director of Knowledge
Exchange and Special Projects attends the UK Space Agency Directors
meeting.
7. A Service Level Agreement is being developed
between the Technology Strategy Board and the UK Space Agency,
the TSB role is likely to defined as follows:
Continue to provide technical management of satellite
telecoms, navigation and integrated applications as a delivery
partner to the Agency.
Continue to promote business opportunities for
the UK Space industry across all Technology Strategy Board priority
areas (Digital, Energy, Low Carbon, Life Sciences). In particular
support innovation in space technology and applications that leads
to new commercial exploitation opportunities.
Facilitate a robust and independent technology
road mapping process (through the Space KTN Special Interest Group),
to support the development of the National Space Technology Strategy
with buy in across the Space industry and linkages to new application
markets.
Help establish a culture of `open innovation'
at the Harwell International Space Innovation Centre through a
programme of collaborative R & D competitions and the provision
of an `in orbit test bed' for new technology.
Work in partnership with the Space Agency to
ensure the Space industry plays a greater role in SBRI competitions.
8. All UK ESA budgets for Satellite Telecommunications
and Navigation will be transferred from the Technology Strategy
Board to the UK Space Agency in April 2011, reversing the arrangements
in the Tasking Letter from DIUS to Technology Strategy Board in
April 2009.
How does the UK Space Agency work with other bodies
(national and international) on space issues?
9. The approach taken during the 18 months
of Technology Strategy Board involvement in Space is summarised
below:
— Making Space technology part of the solution
to societal challenges.
— Enabling the space industry to exploit
new markets.
— Understanding customer needs, what can
space technology/applications do for the general public?
(b) Get good value out of the UK ESA subscriptions:
— High quality submissions from UK industry
into ESA programmes with a focus on innovation.
— Actively manage the portfolio, mix of
large and small companies, mix of technology areas and target
markets.
— Improve visibility of ESA financial position
and UK commitments.
(c) Make connections across the Technology Strategy
Board:
— To Innovation Platforms and Applications
Areas,
(d) Encourage Space industry to use Technology
Strategy Board mechanisms:
— Collaborative R&D competitions, KTN,
KTP, SBRI.
(e) Bring a new perspective to existing public/private
governance structures:
— BNSC Operating Board and UK Space Board,
BIS Aerospace, Marine & Defence team, UK Space Trade Association.
(f) Get involved in shaping the future:
— Space Innovation and Growth Team, Harwell
International Space Innovation Centre.
— Government departments (eg DfT, Cabinet
Office).
— Research Councils (eg STFC, NERC), Regional
Development Agencies, Devolved Administrations, European Union.
10. The Technology Strategy Board has established
strong links with ESA in satellite telecommunications and satellite
navigation. In addition new partnerships have been established
with the ESA Harwell Centre including collaboration with the ESA
Business Incubator and the establishment of a UK office for the
ESA Integrated Application Promotion.
11. The Technology Strategy Board has created
a Space Special Interest Group (SIG) as a pilot that will aim
to connect the spectrum of space related activities across the
Space Innovation and Growth Strategy (IGS) and existing Knowledge
Transfers Networks (KTNs) as a way of fostering a Space community
that spans Government, Industry and Academia. As a result of the
recommendations in the Space IGS the Space SIG will be coordinating
the delivery of Technology Roadmaps to underpin a National Space
Technology Strategy.
12. As part of an internal awareness raising
process, the Technology Strategy Board's Governing Board held
its May meeting at the offices of Surrey Satellite Technology
Limited in Guildford and members of the board were able to learn
more about the innovative approach to space being pioneered by
SSTL.
Is the UK Space Agency more effective at coordinating
space policy than its predecessor, the British National Space
Centre?
13. The UK Space Agency was launched on
1 April 2010 and it is too early to reach a conclusion on its
effectiveness compared to BNSC. Much of the Agency's activity
has been focused on the legal, administrative and financial arrangements
necessary for it to become fully operational in April 2011.
14. The Agency is working hard to build on the
momentum created last year by the joint Government, industry and
academia Innovation and Growth Team.
What should the UK Space Agency's priorities be
for the next five years?
15. The Technology Strategy Board has encouraged
the UK Space Agency to build stronger connections with industry
to enable the ambitious growth targets in the Space Innovation
and Growth Strategy to be delivered.
16. The Technology Strategy Board should be responsible
for delivering the innovation and knowledge transfer elements
of the National Space Policy and should be a key partner for the
Agency in supporting wealth creation through new applications
of space technology outside the traditional space sector.
Is the UK Space Agency adequately funded?
17. The UK Space Agency is involved in the
Spending Review process and needs to make the case for any funding
on the basis of return on investment and alignment with Government
policy.
18. The opportunity for the Space industry to
be a driver of economic growth is clearly identified in the Space
Innovation and Growth Strategy and funding decisions should be
made within the framework of the recommendations of this report.
Recommendation 15 notes that achievement the ambitious growth
targets will require increased investment from industry, financial
institutions and the public sector.
19. A key challenge for the UK Space Agency
is to balance the strategic need for the UK to play a leading
role in ESA and international programmes against the benefits
of more targeted UK activity which may have a more direct economic
impact and quicker return on investment.
Prepared by:
Michael Lawrence
Head of Special Projects
Technology Strategy Board
Approved by:
Iain Gray
Chief Executive
Technology strategy Board
August 2010
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