New Zealand government research sort of does that. In 90s, the public research was reorganised into institutes—private companies but owned by government (government of day appoints the board members as position falls vacant). Initially, all government funding of these institutes was contestable—vaguely like the PI model. The cost and inefficiency of this system led to this be abandoned. Instead, the institutes get “Core” funding to support their core area (eg earth science in my case). Essentially the institutes propose very broad-brush programmes (so peer-driven) about how this will be spent. External panels (researchers from similar institutions overseas mostly, or possibly unis) critique it and a government bureaucracy evaluates against performance and alignment with government goals. Essentially it’s a negotiation process that sets a contract of around 5 years (from memory) which get tweaked as required. A similar model provides research funding (as opposed to teaching funding) to the universities. There are also several contestable funds, open to the whole research community.
Does it work? I doubt any system is perfect and this one has a number of downsides. It is certainly a much more efficient system (less scientist-hours spent chasing money, and less bureaucracy evaluating bids) than what preceded it. There are advantages to the individual scientist though in pursuing contestable funding, though most will involve teams of scientists, often across multiple institutes/universities. Core funding is tied to agreed programmes and the programme manager controls it. You can’t just do your thing on Core funding. Winning contestable funding means the team that won it is in control. Enough funding for your pet project and you can thumb your nose at institute management.
The downsides as I see them: The % of government funding going to each institute is very static. It is hard to convince the government that your discipline is now hotter and more important than the discipline of another institute. The opposite was true of the contestable model—uncertainty of future funding made investment in research infrastructure (eg vessels) uncertain. Scrapping between institutes over money turned to scrapping within institutes over money. Perhaps this is actually a major upside—at least the scrappers know what they are talking about unlike the bureaucrats. The accountability model is everyone’s bugbear. It’s public money so asking for accountability is obviously reasonable, but it generally feels like time-consuming paperwork to clueless bureaucrats. There must be a better way.
It should be noted that the institutes total funding thus consists of Core funding, contestable funding but also commercial research contracts. Depending on the Institute, this can be pretty high. Ours has been up 50% commercial. Others even higher.
New Zealand government research sort of does that. In 90s, the public research was reorganised into institutes—private companies but owned by government (government of day appoints the board members as position falls vacant). Initially, all government funding of these institutes was contestable—vaguely like the PI model. The cost and inefficiency of this system led to this be abandoned. Instead, the institutes get “Core” funding to support their core area (eg earth science in my case). Essentially the institutes propose very broad-brush programmes (so peer-driven) about how this will be spent. External panels (researchers from similar institutions overseas mostly, or possibly unis) critique it and a government bureaucracy evaluates against performance and alignment with government goals. Essentially it’s a negotiation process that sets a contract of around 5 years (from memory) which get tweaked as required. A similar model provides research funding (as opposed to teaching funding) to the universities. There are also several contestable funds, open to the whole research community.
Does it work? I doubt any system is perfect and this one has a number of downsides. It is certainly a much more efficient system (less scientist-hours spent chasing money, and less bureaucracy evaluating bids) than what preceded it. There are advantages to the individual scientist though in pursuing contestable funding, though most will involve teams of scientists, often across multiple institutes/universities. Core funding is tied to agreed programmes and the programme manager controls it. You can’t just do your thing on Core funding. Winning contestable funding means the team that won it is in control. Enough funding for your pet project and you can thumb your nose at institute management.
The downsides as I see them: The % of government funding going to each institute is very static. It is hard to convince the government that your discipline is now hotter and more important than the discipline of another institute. The opposite was true of the contestable model—uncertainty of future funding made investment in research infrastructure (eg vessels) uncertain. Scrapping between institutes over money turned to scrapping within institutes over money. Perhaps this is actually a major upside—at least the scrappers know what they are talking about unlike the bureaucrats. The accountability model is everyone’s bugbear. It’s public money so asking for accountability is obviously reasonable, but it generally feels like time-consuming paperwork to clueless bureaucrats. There must be a better way.
It should be noted that the institutes total funding thus consists of Core funding, contestable funding but also commercial research contracts. Depending on the Institute, this can be pretty high. Ours has been up 50% commercial. Others even higher.