Towards a National Health Research Strategy – Moving from the Vision to Reality

• Introduction
• The Government’s Timeline for Decisions
• Identification of Portfolios of Research
• Strategic Analysis of Portfolio Topics
• Transitional Purchase Arrangements for 1999 Contracts
• List of Sector Submissions
  

Introduction

During 1998, the Ministry of Research, Science & Technology (MoRST) initiated the Foresight Project to develop a Year 2010 vision for science and technology in New Zealand and to identify the contribution that investment in research, science and technology could play in furthering the Government’s science envelope goals:

Previous papers in this series have described the process used in the Foresight project and have set out the expectations of the health sector with respect to the role that RS&T will play in improving health and in reducing inequalities in New Zealand society.

This paper sets out the challenges and issues that face the health sector as it moves to implement the vision set out in the large number of excellent contributions to the Foresight Project.

Overall, the health sector contributed 25 of the approximately 130 submissions forwarded to MoRST by late 1998. This was an excellent response for a sector which receives less than 10% of the Government’s investment in RS&T. A list of the submissions is attached as an appendix to this paper [Click here for the list of sector submissions].

Over the next few months, the Health Research Council (HRC) will be working with the other key stakeholders in the sector and with MoRST to put in place purchase strategies for RS&T in the health sector which will be operational from 1 July 2000.

The Government’s Timeline for Decisions

The Minister of Research, Science and Technology intends to release the new Priority Statement for the Government’s investment in RS&T in May 1999. It will contain the Target Outcomes, an accountability- performance indicator framework and instructions to purchase agencies such as the HRC and the Foundation for Research, Science and Technology.

An outline of what is proposed has been set out in the MoRST discussion document “Setting Criteria for Government Investment” (1998).

Draft Target Outcomes based on the Foresight Sector Strategies were developed by MoRST in late 1998. They are now being finalised following a period of consultation. In the draft set of 17 outcomes, there were two with a primarily health focus and a number of others (for example, Maori development) in which the HRC would see itself playing an important role.

Like the Government’s Goals, the Outcomes are at a high level and it is intended that they act as “beacons” to encourage progress.

Following the release of the Priority Statement and clarification of RS&T funding for 1999/2000 in the 1999 budget, the HRC will initiate a number of activities.

Identification of Portfolios of Research

In the new structure, the HRC will manage its investments in a number of Portfolio areas. The numbers and topics for the Portfolios have yet to be decided but it is clear that they will need to provide opportunities to add value to investment and to deliver health outcomes. They will also need to link to the MoRST Target Outcomes.

To facilitate the relationships between focussed research Portfolios and the high level Target Outcomes, the HRC is exploring using the health sector’s goals from their Foresight strategy as a link.

Using this approach it is likely that a Portfolio of research, for example in mental health, will link to one or more health goals and possibly also to more than one Target Outcome.

Within each Portfolio it is likely that there will be a range of research activities from basic biomedical research, clinical research, public health research and health services research. It is envisaged that each Portfolio will be made up of a number of contracts ranging in value and in duration.

The purchase strategies used to identify the research in each Portfolio will need to be flexible and innovative incorporating both investigator-initiated research and research identified from specific requests for proposals where appropriate. Development of research capacity, for example through research training awards, will also be part of the purchase strategies developed for a Portfolio.

It is also clear that Portfolios will change over time reflecting changes in the knowledge base locally and overseas, and reflecting the changing needs of New Zealand’s health sector.

New Zealand has a highly dedicated and excellent health research workforce producing work equivalent to the best in the world. Thus, it is important to retain existing research competencies and to develop any new ones that are required, for example in Maori health research.

Use of peer review of an international standard has been a key element in the process used to identify research to be funded. It ensures that all research contracted is of a very high standard. The HRC plans to continue the use of contestable funding rounds and peer review in its review processes.

Strategic Analysis of Portfolio Topics

Following the planned release by the Minister of Research, Science and Technology of the Priority Statement for RS&T and the Target Outcomes in May 1999, the HRC will initiate a Strategic Analysis of each of the Portfolio areas. This work, to be completed by September 1999, will link into the priority setting to be conducted by the HRC and into the Government’s planning for future investment into the science envelope’.

To conduct the Strategic Analysis, the HRC will establish ad hoc working groups for each Portfolio. These working groups will bring together researchers, the end-users of research knowledge and the funders of research. It is anticipated that the Strategic Analysis will review the ‘appropriateness’ and ‘feasibility’ of research in a Portfolio. It will be necessary to identify existing competencies and areas in which there are gaps.

Research in New Zealand must be examined in an international or global context. There will be extensive consultation with the research community and with the tertiary sector institutions in which they work. It is anticipated that the development of Portfolios will facilitate the development of collaborations with a multidisciplinary focus.

Transitional Purchase Arrangements for 1999 Contracts

For research funds to be allocated in contracts from 1 July 2000, the HRC will put in place transitional purchase arrangements. This is being done to enable the strategic analysis and priority setting to be completed during 1999.

The closing date for applications for the 2000 contracts is 1 November 1999 and the HRC will release its Purchase Strategy for these contracts in June 1999.

The key features of the Purchase Strategy are as follows:

List of Sector Submissions