Space Innovation & Growth Team: Slides from Members' Kick Off
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Slides from the Space Innovation & Growth Team members' kickoff meeting on 28th July. The Space IGT is a UK government-sponsored body tasked to create a vision for UK space science & technology policy for the next 20 years.
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Space Innovation & Growth Team: Slides from Members' Kick Off
- 1. Space Innovation and Growth Team Overheads from ‘Members Kick-off’ 28 th July
- 7. Space IGT Governance Structure Andy Green Chair Logica Martin Sweeting SSTL David Williams Avanti Sir Keith O’Nions Imperial College Iain Gray TSB Stephen French MoD Simon Edmonds BIS David Williams BNSC Colin Paynter Astrium Erik Huggers BBC Will Whitehorn Virgin Galactic Markets (David Iron) + John Auburn Pat McDougal Finance & Procurement (Nick Cox) Raising Awareness (Nicky Rich) UK Capabilities & Technology (Nick Chesher) + Mark Sims Patrick Wood Delivering Public Services (Matt O’Donnell) HMG Advisory Group HMTreasury Dept for Transport Cabinet Office Home Office SEEDA UKTI DETRA DFID DECC FCO RC MoD Steering Board Jean Jaques Dordain ESA Richard Peckham UKspace Ian Godden SBAC Perry Melton Inmarsat Special Interest Group David Way Michael Lawrence / Ruth Mallors Academic / KTNs / SMEs Conference Project Management Organisation Carl Perkins Permira Focus Group Kip Meek BSG
- 8. Forecasts & Scenarios for 2030 Friendly and non friendly world Markets now Finance and Procurement now Awareness and skills now Public policy now Capabilities Technologies now Markets in 2030 Capabilities in 2030 Public Policy needs in 2030 Awareness and skills in 2030 Finance and Procurement in 2030 Benchmark New markets in order of merit Essential capabilities Changes to public policy needed Themes 1 Communications 2 Transport 3 Security and defence 4 Aging society and health 5 Water and food 6 Media and entertainment 7 Energy & green agenda 8 Science Skills issues and awareness plan Finance and procurement plan August September October November Benchmark Benchmark Benchmark Benchmark Current Issues The Process
Notes de l'éditeur
- We are here to deliver an IGT, so what is an IGT? Started life as a brand in the early 2000s – under the then Secretary of State for DTI – Patricia Hewitt Primarily a report by industry to government But obviously not ‘one size fits all’ – sectors like aerospace and Space more of a partnership with HMG – government is customer, regulator and sponsor – for example, important elements here include Space as delivery mechanism for the digital economy and science to monitor climate change Not agreed lightly, industry sector must be important now and in the future, so sectors likely to grow and where innovation is important and something the UK, hence IGT name Historically successful – aerospace still delivering industry co-ordination and benefits, other sectors include automotive, biotechnology Sets out a vision for an industry sector – what is the potential in the future and what must we do to realise that IGTs are rare, expensive and have long-term outcomes – so just like marriage – they are ‘once in a generation’ activities Sector performs well in UK, so expectation that the sector is not broken but could perform still better Aim to make UK one of the leading space nations in the world 20-year vision, but recommendations are for 2010, 2011, 2012, 2013 What are the barriers to achieving potential? what can be done to fix them? Industry should identify the things it should do A list for HMG, that is specific and realistic, of what it should do A key advantage for HMG is that it brings industry together, a common voice to set out the issues for the sector and the solutions to promote innovation and growth It needs to assemble the evidence for why UK should adopt Space-based solutions, and that evidence base must make the industry ‘come alive’ as a story for both the space sector and a lay audience This evidence must also be robust and provide the base to build practical future measures – the foundation stones as well as the tower. Leads to a final point - the Space IGT report is just the start of the journey – we need to implement the specific recommendations and monitor their effectiveness. We will need the structures, people and money to do that. We all need to be able to look back in five years and say this was important and well done.