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Fritz Ohler, Technopolis Group Austria AUTORITATEA NAŢIONALĂ PENTRU CERCETARE ŞTIINŢIFICĂ Proiect implementat de Consorţiul : Technopolis Group Austria,

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Presentation on theme: "Fritz Ohler, Technopolis Group Austria AUTORITATEA NAŢIONALĂ PENTRU CERCETARE ŞTIINŢIFICĂ Proiect implementat de Consorţiul : Technopolis Group Austria,"— Presentation transcript:

1 Fritz Ohler, Technopolis Group Austria AUTORITATEA NAŢIONALĂ PENTRU CERCETARE ŞTIINŢIFICĂ Proiect implementat de Consorţiul : Technopolis Group Austria, GEA Strategy & Consulting (România) şi FM Management Consultancy (România)

2 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Romania has a fully-fledged research policy system It has quickly adopted up-to-date policy concepts and instruments, and has also implemented them – Agencies for implementing policies (3  1) – Councils for supervision and advise (2+1) – Foresight exercises – Budget planning – Overall objectives (3), derived objectives (39), priorities (9), sub-priorities (148) – Implementation plan – Programmes (6), instruments (20) – Calls for proposals – Evaluation procedures and indicators – Monitoring systems – Certification / accreditation of research performing institutions 2

3 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Romania has launched a National Strategy that claims to address major economic and societal problems These are – creation of new knowledge – increasing economic competitiveness – increasing social quality The Strategy has been deliberated in 2005 and 2006 – Thus on the eve of accession to the EU – One can clearly see the ‘spirit of departure’ – Catching-up to European levels of development was both an impetus and a goal The National Strategy was based on an unprecedented national foresight process, involving hundred and thousand of experts 3

4 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II The Strategy has mainly been developed in an extensive foresight process – the first of its kind in the country From hindsight the foresight process was – Rather ambitious in its coverage – Much focused on opportunities and content rather than on challenges, shortcomings, and bottlenecks in the Romanian RDI system – Primarily driven by representatives of research providers, but much less of research users An evidence-based analysis addressing the problems inherent in the Romanian research system was largely missing – The high entropy in the public research sector – Alarming decline in the enterprise sector, the silence of research users, urgent need for ‘hands-on’ innovations – Migration of talented students At the same time the foresight process was not concluded by a separate process of agenda setting, it thus ended half way 4

5 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II The fallacy of thematic orientation NP by intention closely followed FP7 both in terms of thematic profile and instrumentation While this can certainly be considered a highly pragmatic decision, it has created a number of problems and some blind spots – Strong believe in thematic priorities rather than in structural approaches, e.g. strengthening institutions – While FP7 does not focus on the broad themes per se but on carefully selected sub-fields, NP includes the widest range of topics, in total 148 In fact there was no priority setting, rather than a duplication of existing thematic profiles This outcome was amplified by the participatory procedure, the foresight exercise and its involvement of hundreds and thousands of experts, mainly research providers 5

6 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Research activities in innovative materials, processes and products Advanced materials for 1.Generating, transporting and using energy 2.Infrastructure development 3.Protecting the environment in processes connected to their production and use 4.Export competitive products 5.Modern transportation means 6.Increasing the quality of life (health, sports, education etc.) 7.Recycling technologies 8.Niche sectors of the economy Advanced technologies for management of industrial processes 9.Integrated conception and design of automation processes and systems (IPCD) 10.Shaping and identifying great complexity processes 11.Nonlinear robust management of processes 12.Advanced management techniques 13.Intelligent management systems 6

7 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Research activities in innovative materials, processes and products 14.Multi-agent oriented management 15.New paradigms of manufacturing systems 16.Integrated hardware and software systems for management of processes in real time 17.Advanced communication systems for industrial processes High precision mechanical technologies and mechatronic systems 18.Macro & micro sized transducers and sensors grounded on high precision integrated technologies 19.Applied mechatronics; intelligent mechatronic products and systems 20.Techniques, metrologies and means of high and ultrahigh precision 21.Conventional and unconventional automatic operation systems and equipment, with high and ultrahigh precision or angular displacements and positioning 22.High precision robotics and micro-robotics, with or without autonomous displacements 23.Conventional and unconventional high and ultrahigh precision manufacturing technologies 24.High precision assembly, micro-assembly, fast assembly and automatic disassembly technologies 25.Equipment of organic prosthesis and medical equipment for examination, diagnosis and computer monitoring 26.Optic and optoelectronic advanced equipment and devices 7

8 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Research activities in innovative materials, processes and products 27.High precision equipment &devices for testing &controlling environment & basic food products quality parameters 28.Micro-electro-mechanical systems (MEMS) Nuclear technologies […] Innovative products and technologies for transportation and for automotive manufacturing 36.Products &technologies increasing the energy efficiency of transportation means &reducing the polluting effects 37.Products and technologies form realizing reliable infrastructures (railways, roads, shipping canal, terminals, etc.), with little maintenance requirements and incurring low social costs 38.Increasing safety and security of transport 39.Products and technologies for vehicle production 40.Intermodal transport systems/technologies for limiting external effects of traffic and reducing resources consumption 41.Integrated logistics and reversed logistics including transport, manipulation, storage/warehousing, 42.Conditioning, packing, marketing, manufacturing and recycling technologies 43.Transport quality management systems, systems for traffic monitoring and direction 44.Solutions for diminishing the congestion in towns agglomerations in correlation with space structuring and life quality increase 45.Products and technologies for air transport 8

9 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II The fallacy of adopting 'best available policies' by adopting European programmes European policies are mainly restricted to regulation and funding Other instruments such as quality assurance, ownership and related institutional funding hardly occur at European level At the same time, these are the dominant policy arenas at national level, at least where public budgets are concerned (universities, NI, RA) NP does not relate to the institutional setting and related problems, rather it exclusively adopts FP7-specific policy elements = mainly funding In doing so, the NP comprises 6 programmes, 38 courses of action, up to 30 evaluation criteria, 74 result indicators, but is restricted to funding Evaluation criteria (thus) do have a bias to evaluate project-related parameters rather than institutional, strategic, and managerial aspects 9

10 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II EU funding of R&D as % of civil GBAORD, (annual average) 10

11 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II FP7 received highest attention, Structural Funds did not By focusing on European programmes, FP7 has received the highest attention as a role model for RDI policy RDI related programmes from the Structural Funds were hardly considered an opportunity to extend national budgets and range of action Most EU 12 MS doubled their national RDI budget by allocating substantial shares from Structural Funds to RDI: Romania is an outlier with only 40% The adoption of FP7 as a role model for policy making has contributed considerably to a systems overload and an overly fast pace in implementation In the light of the numerous (perceived) problems and challenges, it was quite an obvious strategy to adopt rather more than less measures Therefore, we can find a dominance of solutions over problems and the presence of too many solutions The policy planning process has failed to identify a few ‘focussing devices’ that would have directed the attention of key actors at different levels 11

12 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Developing agency functions with determination, but only half way Romanian research policy has adopted a rather advanced policy element, namely the separation of making and implementing policies One of the most relevant decisions was – To merge the former three into one single agency (UEFISCDI) – To appoint three councils (CNCS, CNDI, CCCDI) overseeing it At the moment, these institutions are far from being well balanced both regarding their own mission and structure as well as in relation to each other Major parts of an agency’s tasks are not performed by UEFISCDI, but by the appointed councils: preparing info packages, establishing quality standards There is a substantial imbalance between UEFISCDI and the councils and NASR UEFISCDI in particular refused to consolidate funding data on NP II prior to the merger into a single agency The division of labour between UEFISCDI and the councils calls for a thorough task review 12

13 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II The three councils, if they take their job profile seriously … Then they are occupied with several person years’ work and take over substantial government and agency functions Some tasks are operational, some are supervisory, others is providing advice At present, individual councils’ members do have diverging perceptions of the councils’ roles … not surprising given the extensive list of up to 28 functions Non-professionals perform tasks that require detailed professional expertise The councils suffer from inherently conflicting tasks and there is an unhealthy division of labour between the councils and UEFISCDI / NASR In the future, – Scope of roles attributed to the councils should be reduced, focusing on supervision & advice – Operational tasks should be transferred to UEFISCDI – Councils should act as supervisory bodies – For another list of issues, they should act as sources of advice 13

14 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Strategy and Plan and numerous related systems and actions suffer from overstretch of expectations: to many ‘policy entities’ 3 major objectives 5 specific objectives 39 derived objectives 22 measures 38 courses of action 14 types of participants 74 (59) result indicators 9 thematic priorities 148 sub-priorities 6 programmes 20 instruments up to 30 evaluation criteria per instrument 3 councils with up to 28 functions 14

15 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II …. and from a too rapid pace of change that has led to a significant loss of trust Launch of calls – To launch calls without announcing the date of at least the next call inherently creates uncertainty and stress Evaluation criteria – They changed from one call to the next – Despite the fact that they have improved, this was typically perceived as ‘changing the rules of the games while playing the game’ Suspension of calls in 2009 and 2010 and the retroactive haircut – Have been the most influential factor in creating uncertainty The merger of the implementing agencies The change in conditions by which research institutes are certified / accredited All these changes took place within three to four years; a too short a period for adaptation, institutional learning, consolidation, and establishing routines – Institutional changes like those under consideration take 5-10 years! 15

16 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Planned and actual availability of monitoring data for the Partnership / Ideas programme 16

17 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Extensive data collection and reporting, but moderate policy intelligence While there is extensive data collection, reporting and provision of information to the public, a thorough and in particular systematic monitoring of funding activities is lacking A vast majority of the pre-assigned (result) indicators is not available Annual reports often do not have the same format, which would allow tracing certain trajectories; editorial care is insufficient However, the bottleneck is not primarily the provision of poor data and reporting, rather it is the limited demand for information – “It’s not the library, it’s the eager reader that is missing!” A caveat concerning our own report: We are not protected against problems with data! 17

18 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Funding criteria for the Partnership programme (excerpt) 1.Relevance of the project (max 10 pt) a. To what extent the project contributes to the development of knowledge in the field (max 4 pt) b. The objective is clearly defined and correlated to the output indicator of the Programme (max 6 pt) 2.Scientifically and technically description of the project (max 50 pt) c. The novelty and complexity of the solutions proposed (max 6 pt) d. Clarity of the project theme (max 6 pt) e. Degree of correlation with the intended activities (max 6 pt) f. Clarity and coherence of the project implementation plan, broken down by activities (max 6 pt) g. Extent to which results sustain the project objectives and are measurable / potentially patentable (max 7 pt) h. Possibilities of transferring the results to potential beneficiaries (max 7 pt) i. Method of assignation and usage of the research results, in between partners, including the IPR; observation of scientific research ethic issues, if the case (max 6 pt) j. Degree of dissemination of results (int. conferences, fairs, exhibitions, etc.) (max 6 pt) 3.Project impact (max 10 pt) k. The extent to which young professionals are attracted to research activities of the project (max 6 pt) l. The extent to which the project generates well defined social, economic, environmental effects (max 4 pt) 18

19 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Criteria for project evaluation On average, more than 20 criteria are in use, of which a substantial number is related to 'clarity' of the statements, e.g. goals The sets of criteria for project evaluation are too complex for practical handling; they suffer from inherent biases, and have some blind spots In practical contexts it is difficult to handle such complex systems and to keep the criteria transparent Criteria tend to be interrelated, which leads to uncontrolled biases, eligibility criteria often duplicate the evaluation criteria This leads to an uncontrolled use, as project evaluators tend to follow their own criteria Despite the large number of criteria, there are some blind spots – Organisational and managerial capabilities are missing – Contribution of the project to increase the performance of the institution 19

20 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Summary and recommendations regarding policy set-up The overall alignment of RDI policy with the ‘grand challenges’ of Romania’s economy and society should remain a top priority – EU will address more or less similar issues in its ‘Horizon 2020’ – Therefore, learn from related exercises, but do not copy and paste them! An experimental (!) set-up to systematically link RDI policy with selected sectoral policies should be approached – Preferred sectors could be agriculture, health, and energy – three top rated policy sectors, particularly in Romania – The on-going reorganisation of the National Institutes will be an advantage – Again, tailwind from Brussels should be welcomed and related policy activities in the context of ‘grand challenges’ 20

21 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Any kind of improvement does not require implementing new systems and processes The Strategy and Plan and related policy system in place is – Too complex and can neither be managed nor communicated properly – At the same time, it is restricted to funding projects Any improvement can be achieved by re-thinking the profile of existing elements and their relationships As the system stands now, the main thrust of required improvements is – Aiming at reducing complexity – Simplifying and stabilising processes – Sharpening the profile of actors, strategies, and plans, and – Establishing a thorough and robust system of policy intelligence in order to allow evidence-based policy making 21

22 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Some more recommendations: SF, project size, salient features Planning for the next generation of Structural Funds should be systematically linked with planning for national RDI policy – SF should be considered a resource that genuinely enlarges national policy A stronger focus on institutions & their empowerment should be applied – This is one of the major lessons to be learned from the entire evaluation exercise – A stronger consideration of organisational and strategic aspects in proposal evaluations – Shift towards bigger projects: fit to long-term strategies, more attention to management, recruitment / HR development, technical infrastructure and administrative capacities – Bigger / longer assignments would provide more stability and confidence on the side of winners, while those who fail have to re-think their position – Would support a shakeout, certainly an appropriate policy goal for the next planning period Whatever will be done in terms of goal setting and strategy development or establishing criteria, all actions should aim at reducing complexity, focusing on a fairly small number of ‘salient features’ 22

23 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Recommendations on institutional set-up The division of labour between UEFISCDI and the three councils (CNCS, CNDI, and CCCDI) urgently calls for a thorough task review – Enrichment of the profile of UEFISCDI – Reduction of tasks of the councils, whose focus should be on supervision and advice UEFISCDI should set-up a thorough information system including IT-system, databases, indicators, and reporting – The process should start from a thorough understanding of users and their information needs (cf. eager reader) – After having completed this ‘requirement engineering’ step, the procurement, programming, and data collection may start – To complement the database with historical data should be high on the agenda – A thorough quality assurance is a must (cf. eager reader) All these steps are relevant in a long-term perspective 23

24 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II The sets of criteria for project evaluation should be revised and simplified The guidelines to follow are – Reduction of the number of criteria – Disentanglement of criteria to minimise interrelatedness – Homogenisation between programmes – Introduction of thresholds in the core criteria – Deletion of criteria related to clarity – Eligibility criteria should have the form of a checklist of objective parameters so that administrative staff can perform eligibility checks Involvement of evaluators in proposal evaluation has undergone substantial improvement – Proposal evaluation started out by involving solely national experts – In the course of time international experts have been included (50%, up to 100%) – Involvement of international experts can significantly contribute to the exposure of Romanian research to the international scientific community – This should be considered an important long-term resource 24

25 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II The launch of the National Plan and its perception by research performers NP II was launched in 2007 and 2008 by implementing five out of six programmes – These five programmes were implemented themselves by 17 out of 20 specific instruments – A total of 4,920 projects were funded by end of 2008 – In 2009 and 2010 only some small measures in the Human Resource programme were launched – By end of MROL (6,52% of overall budget) had been spent – At the end, after the first four years ( ) not more then 10% of the originally planned budget was committed Expenditures for programme management – Planning figures range between 2% and 8% of overall NP II budget – Actual levels range between 3.5% and 4.3%, which is adequate and in line with international benchmarks 25

26 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Distribution of funds according to thematic priorities The funded projects within a thematic priority are unevenly distributed across different programmes – While ICT and Health are fairly evenly distributed across the different programmes, all the others exhibit substantial variations – This is a clear indication that research triangles have emerged that are defined by a thematic field (technologies) by the composition of the research performers (organisations), and by a set of policy instruments (interventions) – These research triangles do have a national profile as they represent their specific organisations, their structure and strategic set-up 26

27 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Planned and actual uptake by programmes 27

28 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Distribution of funds according to instruments The Human Resources, the Ideas and the Innovation programmes have not consumed their earmarked shares of budget While particularly the Capacities but also the Partnership programme have been overbooked The deviations are considerable, at the same time they can be understood as a mirror of the availability of proposals that were considered ‘good enough’ The uptake of Capacities is rather obvious (out-dated equipment and a certain appetite of researchers ‘to go shopping’ for new equipment) The high uptake of the Partnership programme can be seen as a propensity for collaboration in the Romanian research system 28

29 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II The Pareto principle in the Ideas and Partnership programme The Ideas programme reveals a sharp segmentation in the Romanian (academic) research system – Three institutions (2.6%) receive more than a quarter of all grants for exploratory research projects – Four (3.3%) receive one third, and eight (6.8%) half of the grants – 20% of all institutions that received funding from the Ideas programme obtained 80% of all grants – The Ideas programme is clearly dominated by the university sector – This sharp 20:80 segmentation is a clear indicator of the strengths and the presence of a critical mass in the Romanian research system The same steep distribution pattern prevails in the Partnership programme – 1.1% (10 of 948) of all performers represent a quarter of all participations – A total of 18 institutions (1.9%) cover one third, 44 (4.6%) half, 100 (16.6%) two thirds and finally 212 (22.3%) 80% of all participation 29

30 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Some simple policy implications from the Pareto effect These high performing institutions are preferred candidates – To implement effective organisational support systems – To adopt strategies that stimulate and reward performance and quality – To set up appropriate recruitment and career policies, etc. They can act as poles for future development and growth and the anxiously awaited catch-up to international standards One can expect significant changes within 3-4 years Spatial concentration (clusters) even enhances interventions – Bucharest and Cluj Napoca are ranging top, followed by Iasi and Timisoara – Both aspects, the structural as well as the spatial one, can thus be considered strong leverages for future policy actions (  clusters) In the short to medium term, it is certainly a good idea to focus on those institutions that have demonstrated performance in the past 30

31 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Shift of attention from thematic fields to capable institutions Accordingly, there are some ‘policy friendly’ aspects in this 20:80 segmentation – One is the required shift of attention from thematic fields to capable institutions – The other one is that these performing institutions can be much better approached by policy actions than thematic fields – The only major precondition is to explicitly consider organisational, strategic, and managerial aspects in funding decisions – The already mentioned increase of project size supports such a shakeout policy – However, in a long-term perspective extra effort has to be made to maintain a minimum level of innovative activities in all regions. 31

32 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Increase of scientific publications ( ) 32

33 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Increase of the international exposure of Romania’s research Romania’s researchers have substantially increased their publication activity in internationally recognised journals, by factor 2 At the same time, the Web of Science organisation has reviewed its journals and adopted a substantial number of new journals (from 8,228 in 2000 to 11,739 in 2010) Romania successfully increased its number of reviewed journals from 8 in 2005 to 60 in 2010, thus an increase by factor 7.5 – which is the good news The bad news is that Romania’s researchers have not really changed their attitudes as they still publish their articles in ‘national international journals’ Therefore, it is urgently needed to re-direct attention towards true international publications 33

34 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II A new launch of the NP ? Do not change the architectures of the National Strategy and the National Plan for the remaining period ( ) – Rather then try to launch the respective calls based on the established procedures and criteria As regards to evaluation of project proposals – Try to involve as many international evaluators as possible – Try to invite them for personal meetings in Romania – Increased involvement of international evaluators does not alter the ‘rules of the game’ – But serves a long-term investment into internationalisation of the Romanian research system 34

35 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II In the meantime …. Whatever will be done, try to increase trust and confidence to the RDI funding system amongst beneficiaries Prepare for a rigorous simplification process – Objectives, goals, measures – Instruments – Criteria – Tasks of UEFISCDI and the three councils (CNCS, CNDI, and CCCDI) NASR establish a process to exchange ideas particularly with the top performers in the field to better understand the scope of ‘mutual amplification’ – The idea behind: While NASR provides funding, the research performers complement with an improved management and governance system NASR establishes a systematic dialogue with the private sector and research users 35

36 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II EU funding of R&D as % of civil GBAORD, (annual average) 36

37 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Romania’s perception of European Programmes I There is a perceived European Programme (FP7) and a factual European programme for funding RDI (SF) Despite the fact that FP7 has served as a role model for Romania’s National Strategy and NP II – Its participation in FP7 is moderate and declined from year to year (in absolute and relative terms) – Projects with Romanian participation in FP7 exhibit a low success rate (  second best consortia) For the EU 12 member states the Structural Funds are the main source of European funding of RDI – While some EU 12 Member States have doubled or almost tripled their national budgets through Structural Funds – Romania has planned only for a 40% equivalent of its national RDI budget – A clear indication of a different set of priorities. 37

38 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Romania’s perception of European Programmes II After two thirds of the planning period ( ) two thirds of the available budget has been contracted At the same time and despite the sharp decline of national funding during a period of at least two years, only 9% have been reimbursed This indicates considerable problems in the management of the respective projects and contracts both beneficiaries as well as respective authorities The modest rate of participation and the very low success rate in FP7 and the non-reimbursement of Structural Funds budgets refer to fundamental problems Improved information campaigns or specialised support services will not meet the requirements The major bottlenecks are the non-management of research organisations together with a blind spot in RDI funding regarding organisational and managerial aspects 38

39 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Recommendations how European funding can be better utilised for RDI For the period the systematic involvement of Structural Funds in a possible National Plan III will be key – They will represent a major source of funding – They can be perfectly linked to national funding – They can be oriented at sectoral problems and challenges Emphasis on research users will be critical, as research institutions by constitution cannot do more than to produce more knowledge As regards to the absorption of funding from the Horizon 2020, it should not be a goal in itself – Rather it should be seen as a vehicle for internationalisation of Romanian research – The fact, that 1,700 young people have left their country to go for a PhD abroad should be read as an alarming sign for an overdue internationalisation 39

40 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Trends in employment in research and development ( ) 40 Sources: National Institute of Statistics, INS yearbook 2010, * Press release no 203/2011 of the National Institute of Statistics, ** Autoritatea Nationala pentru Cercetare Stiintifica, Politicile guvernamentale pentru cercetare, dezvoltare si inovare in Romania, Raport 2010, p 4

41 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Beyond evaluation and funding: The Strategy and Plan in times of crisis, perceived by research performers and research managers The suspension of calls in 2009 and 2010 and the retroactive haircut of already contracted grants were major elements in creating uncertainty They major complaint is about decline of funding and related loss of trust However, this impact of the decline in funding cannot be corroborated by available statistical evidence on employment in the research sector Lack of awareness of R&D actors of their own mission and roles and range of action: muddling through has been the dominant way in coping with the crisis Hardly anyone has reacted to the crisis by implementing strategically relevant decisions such as re-orientation of research fields, mergers, closedown or collaboration This muddling-through attitude was to a large extent rational in itself as the crisis, its origins, and its impacts were themselves fuzzy and difficult to grasp 41

42 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II And where is the private sector? Here, we have a somewhat mixed picture While Romania in general can be perceived as an entrepreneurial economy, the share of technology-based firms is comparatively low Alarming decline of the number of researchers in the enterprise sector Multinationals – They are more or less disconnected from the national research system as they mainly import technologies – They are however interested in ensuring the recruitment of qualified young engineers and managers Other larger national firms are widely absent when it comes to collaboration with the public research sector To the extent that private firms collaborate – They do it intermittently – Only a small portion (7%, 95 companies out of 1,122) has taken the initiative to coordinate a collaborative project 42

43 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Involvement of the private sector: some recommendations It will certainly be necessary to invest not only in the support of private firms’, or more general of research users’ RDI activities But it will also be advisable to oblige the public research sector to conduct a certain number of activities with the private sector / research users To force these institutions is certainly much more effective than to establish general promotional activities The larger / international companies deserve a separate dialogue as they are largely absent from the public research sector and policy measures Dialogue: Just as the high performers in the public research sector Empower people and institutions! 43

44 Fritz Ohler, Technopolis Group Austria Evaluarea intermediar ă a SNCDI şi PN II Thank you for your attention!


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