A new way to do impactful, collaborative research

Grand Challenges are large-scale, complex problems that can’t be tackled by any single group, discipline or stakeholder. Rather, they require an ambitious, collaborative and transdisciplinary approach – one in which expertise and knowledge from across society is valued. This idea forms the foundation of all Mission-led research, which in Aotearoa New Zealand is exemplified by the National Science Challenges (NSCs).

The 11 almost-decade-long NSCs have been transformative for our research landscape, striking a balance between knowledge generation and real-world applications, to address public good needs. With their end point set for June 2024, SfTI invited NSC Directors, to discuss the nature and impact of this Mission-led programme, and what it might mean for the future of NZ’s research, science, and innovation (RSI) system. The output is published in a new report titled “National Science Challenge (Directors Discuss the Mission-led Approach to Science and Research.”

Each NSC has focused on a different Mission – everything from housing, to ageing, to marine resources – and has forged a unique path to achieve its goals. But there are three guiding principles shared across the programme that the Directors believe could have long-term benefits for the RSI system.

1. Research that crosses traditional boundaries

Mission-led approaches provide an opportunity to work across knowledge boundaries for the benefit of everyone. All 11 of the Challenges have enabled collaborations between traditional science domains and institutions, Mātauranga Māori experts and practitioners, stakeholder communities, industry bodies, next-users and end-users. 

Building diverse teams – often with people who hadn’t previously worked together – was a requirement of the NSCs, with relationships strengthened through genuine co-design, co-development and co-implementation. As one Director describes it, “We were clearly sitting in the science space, but the outcomes we were seeking to achieve went beyond science, and so that has required building partnerships and connections, and trust, confidence and credibility through that.”

In addition, NSC funding was often awarded through negotiation rather than competitive bids. This removed time-pressure from researchers, while enabling open dialogue between them and the Challenge leadership, governance and advisory groups. The process also opened the door to people outside of academic institutions, clearly demonstrating the potential of research partnerships.  

1. Māori front and centre

By embedding the principles of Te Tiriti o Waitangi, the Challenges have been able to prioritise Te Ao Māori. Over the course of the decade, they have exceeded – by some margin – one of the NSC founding principles of ‘giving effect to Vision Mātauranga’.  

Across the Challenges, clear and distinct spaces were created for Māori, which began by simply asking Māori communities what they wanted from research, science and innovation. This set the scene for a co-development approach, where research topics were co-designed with appropriate methodologies and Mātauranga Māori was incorporated.

In contrast to other parts of the RSI system, there is a high representation of Māori amongst NSC researchers, and at the governance and leadership levels. As a result of the Challenges’ ability to reach past institutional providers and to fund Māori directly, community organisations and consultants have become valued contracted research providers for the programme. 

A key initiative led by Māori scientists, leaders and managers from across the NSCs and Ngā Pae o te Māramatanga is the Rauika Māngai. It has focused on strategic issues of importance to Māori and it has produced several important policy and guidance documents including A Guide to Vision Mātauranga. NSCs Directors recommend that Rauika Māngai continue playing a role in the research system beyond June 2024, with the support of MBIE. They say it should be “…. enabled to provide advice into the development of any new National Research Priorities, but also to become an integral advisor to the RSI system moving forward.”

In addition, the Challenges have created an array of new processes and structures that constitute a framework for carrying out research in inclusive, collaborative and impactful ways.  This includes culturally relevant IP contracts and legal agreements, and values-based recruitment and assessment criteria.

The Directors argue that the collective of NSC’s has “created a critical mass for systems influence in terms of elevating the place of Mātauranga Māori” within the RSI system, but, they caution, there is still work to do.

1. Skills that go beyond science excellence

Technical expertise is essential for any scientist. But with relationships so integral to the Mission-led process, so too are human and relational skills (e.g. leadership, listening, communication, or collaboration). Cultural upskilling has been a specific requirement for centring Te Ao Māori within the Challenges, and while commercialisation was not a primary focus of the programme, giving researchers the skills to learn about end-users’ needs was also seen as a priority. Building these skills within our researcher cohort has been a continuous process of capacity development, supporting everyone from post-grads to senior leaders.

The Directors believe that a new wave of leaders is emerging as a direct result of their involvement with the NSCs; Māori and Early Career Researchers in particular.  The impact of this will reach far beyond June 2024. As NSC researchers and leaders move on to other roles within the RSI system, government, community organisations and industry, they have the potential to teach others how to operate differently to facilitate real world impact.

SfTI Director, Professor Sally Davenport says,

“At SfTI, we are proud to have brought this group of Directors together, to share the guiding principles that have driven us over the past decade. We believe that the collaborations that have been established, the capacity that has been built, and the new processes and structures developed by the NSCs, are as valuable to Aotearoa’s future as our great science and technology outputs.”