UK Collaborative Centre for Housing Evidence (Phase 2)

该申请是为期四年的过渡性资助，继ESRC和AHRC（与约瑟夫·朗特里基金会（JRF）合作）的五年初始资助之后。英国住房证据合作中心（CaCHE）的建立是为了成为一个住房证据中心，利用了一系列社会科学学科。最初的住房优先级是对多重政策和实践需求的认可，需要严格的证据。对CaCHE战略证据和研究的持续需求源于持续存在的和新出现的问题，通常被称为“住房危机”。CaCHE将保留其“中心辐射式”网络，其行政核心在格拉斯哥，并在苏格兰、北爱尔兰、威尔士和西南、北部和中部以及伦敦、东部和东南部的所有5个次国家级知识交流中心设有实体机构。该中心的工作现在将更加集中和组织围绕四个（而不是七个）主题（经济、环境、不平等和地方）。管理团队将负责整体战略、运营交付、协调、数据导航、研究和KE。由三位学者（吉布、沃特金斯和怀特）组成的执行团队每月开会一次，将由一位负责知识交流和沟通的资深非学术负责人（威廉姆森）补充，再加上一位全职项目经理、KE和沟通以及行政支持人员。更广泛的管理团队将至少每三个月召开一次会议，并涉及主题和交叉工作线领导（Marsh, Stephens, Orford, Payne, Leishman, Robinson, Preece， O'Brien和Ambrose）。Blair、Munro和Serin将会为CI的主题提供更多的信息。CaCHE将继续对一个资助者小组和国际顾问委员会负责（同时每年向主要研究机构报告）。联盟的主要成员是格拉斯哥大学和谢菲尔德大学，以及特许住房协会。还有来自布里斯托尔大学、卡迪夫大学、谢菲尔德哈勒姆大学、阿尔斯特大学和南澳大利亚大学的贡献。该联盟在区域和国家层面拥有一长串的机构和个人合作者名单，我们的活动将得到“实物”支持，并通过KE中心结构（包括危机、无家可归影响中心和HQN等）的直接捐款。我们的联盟还制定了与ESRC互补投资的具体项目计划：例如城市大数据中心，CDRC，白玫瑰社会科学dtpcache2提出的工作计划结合了CacHE1的良好运作以及吸取的经验教训，以及反映2017年以来住房系统发展的更新议程。它还考虑到一个大型财团的过渡资金的影响。CaCHE2在广度和参与者方面必然更小，但在主题和工作包方面也更集中。这进一步强调了这些工作优先事项的相关性和重要性。CaCHE2也接受了研究机构为团队提供的战略承诺，并因此寻求通过优先考虑新的外部合作伙伴关系和利用敏捷竞标来开发可持续的资助模式，以获得符合CaCHE基本目标的新的响应性和前瞻性研究机会。在所有的工作中，CaCHE2将寻求继续最大化这项工作对研究用户的社会和经济影响。它通过重新关注具体的项目影响计划和建立CaCHE网络和通信来实现这一目标，但除此之外，继续成功的KE项目，如政策研究员计划、博士暑期学校，并更加重视政策和实践简报、博客、视频和播客。

This application is for four years transitional funding, following five years initial funding from ESRC and AHRC (with Joseph Rowntree Foundation (JRF)). The UK Collaborative Centre for Housing Evidence (CaCHE) was set up to be a housing evidence centre, drawing on a range of social sciences disciplines. The original housing priority was a recognition of multiple policy and practice needs for rigorous evidence. The ongoing need for CaCHE's strategic evidence and research arises from ongoing and newly arising problems, often termed the 'housing crisis'. CaCHE will retain its "hub and spoke" network with its administrative core in Glasgow and a physical presence in all 5 sub-national knowledge exchange hubs in Scotland, Northern Ireland, Wales & the South West, the North & Midlands, and London, East & South East. The Centre's work will now be more focused and organised around four (not 7) themes (economy, environment, inequalities and place). The management team will be responsible for overall strategy, operational delivery, co- ordination, data navigation, research and KE. Meeting monthly, the executive team of three academics (Gibb, Watkins and White) will be supplemented by a senior non-academic lead on knowledge exchange and communications (Williamson), plus a full-time programme manager, KE and communications, and administrative support staff. A wider management team will meet at least every three months and involve theme and cross cutting work strand leads as well (Marsh, Stephens, Orford, Payne, Leishman, Robinson, Preece, O'Brien and Ambrose).There will be further CI input into themes by Blair, Munro, and Serin. CaCHE will remain accountable to a funders group and an international advisory board (as well as reporting annually to the key Research Organisations). The main consortium members are the Universities of Glasgow and Sheffield, plus the Chartered Institute of Housing. There are also contributions from the Universities of Bristol, Cardiff, Sheffield Hallam, Ulster and South Australia. The consortium has a lengthy list of institutional and individual collaborators at regional and national level and our activity will be supported 'in kind' and by direct contributions working through the KE Hub structure including Crisis, Centre for Homelessness Impact and HQN and several more. Our consortium also has specific project plans with complementary ESRC investments: e.g. Urban Big Data Centre, CDRC, White Rose Social Sciences DTPThe programme of work proposed for CaCHE2 combines what worked well in CacHE1 as well as lessons learned, alongside a refreshed agenda reflecting housing system developments since 2017. It is also takes account of the implications of transitional funding for what was a large consortium. CaCHE2 is necessarily smaller in breadth and participants but also is more focused in terms of themes and work packages. This places an additional premium on the relevance and significance of those work priorities. CaCHE2 also embraces the strategic commitment research organisations are providing for the team and seeking therefore to develop a sustainable funding model by prioritising new external partnership and leveraged agile bidding for new responsive and proactive research opportunities that cohere with CaCHE's fundamental aims. In all of the work CaCHE2 will seek to continue to maximise the social and economic impact that the work has for research users. It does this by both refocusing on specific project impact plans and established CaCHE networking and communications, but additionally continuing with successful KE programmes such as the Policy Fellows scheme, the PhD summer school and a greater emphasis on policy and practice briefings, blogging, video and podcasts.