This blog is written by Dr Rebecca Kerr and Dr Juan Pablo Winter Sepulveda who are Policy Fellows for Y-PERN and academics at the University of York and the University of Hull respectively.
In this blog we examine Y-PERN’s adoption of a ‘network-of-networks’ approach to foster collaboration between academics and policymakers. Drawing on previous literature and experience, we explore Y-PERN’s evolving role from a bridging node to a more integrated network model.
Key challenges for Y-PERN have included timing, trust-building, capacity constraints and differing perceptions of impact of change, which highlight the complexities of aligning academic and policy cycles, fostering sustainable relationships, and engaging with the development of devolved governance structures in England.
This article explores prior evaluations of networking and the ways researchers can engage with the policy cycle and policymakers. CAPE’s network-of-networks approach is particularly appropriate here, offering insights into the bridging and bonding roles that entities like Y-PERN can adopt. Applying these learnings, we observe that Y-PERN’s role may evolve along a developmental scale based on the maturity of its networks. Initially, Y-PERN has acted as a node within the network system, bridging connections between other nodes or networks. Over time, Y-PERN seeks to transition from a bridging role to one that bonds networks together, potentially evolving into an even more advanced state as its networks mature.
Below we explore Y-PERN’s development of a network-of-networks approach to policy making in two of our subregions – York and North Yorkshire and Hull and East Yorkshire. Y-PERN was formed prior to the formalisation of a Combined Authority (recently retitled as Strategic Authorities by the UK government) in either subregion. York and North Yorkshire Combined Authority (YNYCA) was formalised by mayoral elections in May 2024 Hull and East Yorkshire Combined Authority was established in February 2025 and will elect a mayor in May 2025.
Y-PERN’s approach to networking seeks to engage four key shared challenges – time, trust, capacity and impact – which we have observed as part of developing partnership working across both York and North Yorkshire (YNY) and Hull and East Yorkshire:
- Timing
A key challenge identified is timing. As a conduit to all other elements, time is probably the most important aspect as development processes and networks need time to build relationships. However, abundance of time is a luxury lacking in most processes because of the demands of meeting targets, monitoring requirements, and milestones.
Establishing, formalising and maintaining relationships requires significant effort from all those involved. However, the networks formed are likely to outlast the initial phase of the Y-PERN project. This raises important questions as to their long-term certainty, sustainability, and evolution. Traditional forms of academic research funding are often realised over short periods of two or three years. This presents challenges for universities and other partners in ensuring the extensive networking activities continue beyond the initial phase of funding. How and with what means can networked ‘research to policy’ infrastructure such as Y-PERN solidify and grow over time is a significant issue for all those invested in their development.
Additionally, the policy cycle poses its own timing challenges, with some stages requiring extended periods while others demand rapid turnarounds. For those working in universities, policy cycles often conflict with timelines shaped by semesters, teaching, ethics reviews, research processes and funding timescales. Conversely, timing challenges for policymakers engaging with universities can be shaped by issues such as elections, political change of policy priorities, budgeting timelines, and emerging policy obstacles.
The challenges for Y-PERN when working with devolved government have been shaped by diversity in political timelines across its policy partners.
In York and North Yorkshire, for instance, Y-PERN was established before the formalisation of the combined authority. The election of a new mayor has led to changes in personnel, extended timelines for engagement, and further delays exacerbated by the UK general election. As a result, Y-PERN has had to adapt its engagement processes and adjust its work schedules accordingly.
With Hull and East Yorkshire’s Mayoral Combined Authority only being formalised in September 2024 and the mayoral election yet to be held in May 2025, this has meant the two constituent local authorities are still agreeing on organisational issues and working practices. The election of mayor will then set the policy direction and focus of the new combined authority.
Over the past two years, Y-PERN has sought to be a supportive partner of both Hull City Council and East Riding of Yorkshire Council, engaging with combined authority transition teams. This has not only represented an opportunity to shape and strengthen relationships between researchers and policymakers but also for Hull and East Yorkshire to engage with the broader Y-PERN network across Yorkshire and learn from the experiences that the other subregions have had when forming a mayoral combined authority.
- Trust
Another key area of learning for Y-PERN has focused on building and maintaining trust with policy partners. Establishing a solid foundation has proven essential for all partners linked to Y-PERN. One central aspect of this work has highlighted the importance of trust in terms of academic researchers maintaining independence while positively addressing strategic policy concerns effectively.
Trust has also proven critical for fostering a collaborative environment where new approaches to policy engagement between universities and devolved government have been explored. Here, the importance of honest conversations about needs, expectations, and timing has highlighted the need for clear and consistent communication, flexibility and adaptability. Trust has taken time to grow, and this has again highlighted the importance of strategic investment in academic policy engagement to maintain relationships, with short-term funding cycles supporting this work being particularly impactful.
- Capacity
Capacity has proven a persistent challenge to all those seeking to engage in the work of Y-PERN. Many academics have limited capacity to effectively collaborate with policymakers, which has impacted on engagement with our network-of-networks approach. Participants within our partner networks have also been constrained in their availability to contribute to the network’s broader objectives.
In York and North Yorkshire, this challenge has been compounded by the relative immaturity of the combined authority compared to its counterparts in South and West Yorkshire.
YNYCA is still in a growth phase, actively recruiting and evolving its structure, which has also resulted in staff turnover and changing roles for officers, thus further complicating engagement efforts.
The research landscape in Hull and East Yorkshire has also experienced limited capacity, understanding, or experience in supporting the development of academic policy engagement. The new devolution deal has however represented an opportunity for the University of Hull to help deliver regional priorities in research, development, and innovation and learn from other experiences across the Y-PERN network. As the sole university within the emergent devolved authority, the University of Hull is uniquely placed to respond to these opportunities.
- Diversity in assessing Impact
Networks of academic policy engagement challenge us to bring together two distinct groups: university-based researchers and knowledge exchange professionals alongside devolved local and combined authority policymakers. This raises important questions as to the purpose and impact of their collaboration. The higher education sector assesses the impact of research primarily through the Research Excellence Framework (REF) which outlines the criteria for understanding and evaluating its benefits beyond academia. The agenda for impactful research drives the priorities and allocation of institutional resources regarding access, time, research costs and budgets, and informs the criteria for promotion in academia.
There has however been limited analysis of the extent to which, these definitions may or may not align with the needs and priorities of policymakers, or how they assess the impact of research on policymaking. These tensions suggest a need to thoughtfully contemplate what is to be considered impact in academia and how that relates to actions and changes in policy.
Conclusions
Y-PERN’s experience underscores the significant opportunities offered by a network-of-networks approach to foster collaboration between academics and policymakers. This model provides an opportunity to bridge research and policy, creating stronger, more connected networks that can evolve to address strategic policy challenges. By focusing on the opportunities to establish trust, align timelines, build capacity and understand impact, Y-PERN offers insights on how such networks can transform initial connections into enduring partnerships, enabling innovative and inclusive policymaking.
The flexibility and adaptability of this approach also positions Y-PERN to respond effectively to dynamic political and institutional contexts, paving the way for sustainable and impactful policy outcomes. It is however very much an ongoing and iterative process that requires sustainable funding to establish durable and adaptable approaches to networking.
