Delivery
4.1 Investment in measurement assets
4.1.1 Facilities
NMO invests in the National Physical Laboratory and in specialist measurement facilities at LGC Ltd and TUV NEL, both through individual NMS programmes and through its responsibilities for the Teddington site. The DIUS-owned assets based on the Teddington site have undergone complete transformation over the past 10 years. A new single laboratory for NPL has [...]
4.1.2 National Physical Laboratory
NPL is DIUS’s largest science asset and a world-renowned leader in measurement science that combines creative blue-sky research with hard-edged applied measurement support to business.
NMO, through the NMS programmes, will support NPL to fulfil its role as the UK’s prime national measurement laboratory, specifically to:
Maintain its leading international status in measurement to keep the UK [...]
→ Read more4.1.3 People
It is clear that the most important resource of the national measurement infrastructure is a high quality workforce able to understand the needs of customers and beneficiaries, with the ability to deliver appropriate and robust measurement solutions.
The measurement laboratories will develop a strong pool of scientific talent through:
Targeted recruitment of talented scientists, by developing improved [...]
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4.2 Working with the NMS community
If the NMS is to develop its full potential, it must do so in partnership with Government, industry and academia. NMO and the publicly funded NMS therefore work with a large number of stakeholders (200+) that advise on and support this work, either as partners or customers.
NMO undertakes an extensive consultation process known as programme [...]
4.2.1 Highlighted partners
The Technology Strategy Board
The Technology Strategy Board’s task is to ensure that the UK is in the forefront of technology-based innovation. Measurement technology is an enabler of innovation and NMO will work with the Technology Strategy Board to ensure that the national investment in metrology is exploited to the benefit of UK business, to generate [...]
4.3 Achieving impact through sharing knowledge
NMO’s aspiration is that the knowledge and skills within the NMS should be shared in order to achieve maximum economic and social impact. Increased impact will be achieved if targeted beneficiaries understand the benefit of measurement and make changes to their own working practices. NMO’s approach is two-pronged to:
1. Raise the profile of the importance [...]
4.4 Measuring impact
It is essential to measure how effectively the NMS programmes are delivering social and economic impact and use the feedback to shape future work. NMO have measured the impact of the NMS and in particular the effectiveness of public funding using four approaches:
Economic modelling – DIUS economists applying models of the effects of innovation have [...]
4.5 Operational efficiency
NMS programmes are largely delivered through four organisations: NPL, LGC Ltd, TUV NEL and NMO. Each organisation, to a greater or lesser extent, supplements Government funding with commercial income, either from business or public sector customers. By doing so each can help optimise the utilisation of expensive equipment and staff to maximise value for money for [...]
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