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Strategy of the Development of the ASCR for 2014–2020 Jiří Drahoš www.avcr.cz.

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Presentation on theme: "Strategy of the Development of the ASCR for 2014–2020 Jiří Drahoš www.avcr.cz."— Presentation transcript:

1 Strategy of the Development of the ASCR for 2014–2020 Jiří Drahoš

2 ASCR Strategy 1/7 In establishing the Strategy, we were faced with several fundamental questions: 1) What are we? What is our current situation? 2) What do we want to be? Which goals do we set for ourselves? 3) How do we achieve it?

3 ASCR Strategy 2/7 1) What are we? What is our current situation? The institutes of the ASCR primarily orientate on:  basic research in a broad spectrum of the natural, technical and social sciences and humanities  resolution of highly specialised or extensive interdisciplinary projects, which require long- term concentration of the capacities and an expensive infrastructure  education process, which is closely tied to their research activities

4 ASCR Strategy 3/7 2)What do we want to be? Which goals do we set for ourselves? It is for the ASCR to be:  dynamic and active institution, which reflects and co-forms life in all its connections and transformations  research organization, which creates a reliable institutional base for the next generation of researchers  institution, which bears its share of responsibility for the quality of life of the future generations of citizens of the Czech Republic

5 ASCR Strategy 4/7 3)How do we achieve it?  by enhancing scientific quality & production through more substantial support of excellent research  by concentration of research capacities in selected strategic directions of research across the wide spectrum of the individual scientific fields  by endeavouring for the advancement of knowledge on both national and international level respecting at the same time current needs of Czech society

6 ASCR Strategy 5/7 Points of departure for Strategy:  evaluation of research institutions in the ASCR  balancing of powers and responsibilities within the ASCR  blurring borders between the traditional categories of scientific work  rapid boom in new scientific disciplines and technologies  accelerating transformations in society  globalisation and the internationalisation of the world economy  science, education and new technologies - main factors of the competitiveness of society  social relevance of science and research - a criterion of their financing  CNRS and the system of its organisation and administration

7 ASCR Strategy 6/7

8 ASCR Strategy 7/7 Practical consequences of the Strategy :  interconnectedness of not only research topics but also basic and applied research  increasing the efficiency of scientific work  emphasis on the role of non-university research in the CR  assessment of the results within the set directions of research activity and not the individual institute  gradual transition to programme financing

9 Thank you for your attention


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