Platform Tata Kelola Riset M.Rusdi Unja


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Platform Tata Kelola Riset M.Rusdi Unja

  1. 1. THE PLATFORMDE LOPM NT OF VE E RE ARCH I SE NSTITUTION GOVERNANCE D r. M u h a m m a d R u s d i, M .S c S ta f A h li L e m b a g a P e n e litia n U n iv e rs ita s J a m b i Dipresentasikan pada Workshop Revitalisasi dan Integrasi Riset PT dan Lembaga Litbang, Oleh Kementerian Ristek bekerjasam dengan Universitas Jambi. a Jambi 19 M 2009 ei 1
  2. 2. University Government Industry 2
  3. 3. GOVERNANCE CHALLENGES 1. R e s p o n d in g to th e c h a n g in g n e e d s o f a m o re d iv e rs e s e t o f s ta k e h o ld e rs 2. E x p lo itin g e m e rg in g o p p o rtu n itie s 3. E n s u rin g lo n g -te rm s u s ta in a b ility o f th e re s e a rc h e n te rp ris e s 3
  4. 4. E nsuring long-term sustainability of the research enterprises a.M aintaining breadth and diversity in the research portfolio b.E nsuring resilience to external shocks c. Preserving the integrity and cohesion of the science system d.Securing sufficient funding for public research infrastructure e. Adjusting to changing government missions f. E nsuring the supply of human resources 4
  5. 5. POLICYR SP E ONSES 1. I proving stakeholder involvem m ent in priority setting 2. Restructuring research funding agencies 3. Adapting R & D financing m echanism s a. Com petitively awarded research project funding b. Sustaining research infrastructure c. Better leveraging private research through partherships d. Non-budgetary sources o R & D financing 4. Reforming structures for research performance a. Co-operative research structure & centre of excellence b. Restructuring public sector research institutions 5
  6. 6. 1.Evaluation 2.New hum resources developm an ent strategies a.Attracting m ore students in sciences and technology careers b.Adapting researcher training systems to stakeholders demands c. Improving flexibility to reduce mismatches 6
  7. 7. SYSTE GOVE M RNANCE 1. The centralized archetype with strong top-down m anagem ent approach 2. The dual system archetype with m ixed system of top- down and bottom -up approach to priority setting, a mix of institutional funding and com petitive funding instrum ents and a balance between research-perform ing institutions. 3. The decentralized archetype with relatively low top-down control, hardly any institutional funding apart from m ission-oriented program and a strong research base s in universities. 7
  8. 8. TRENDS IN STRUCTUR S OFP E UBLIC SECTOR R SE CH E AR 1. M oves towards greater governm ent-wide co-ordination of research effort 2. Greater participation of different levels of governm ent in research policy m aking and funding 3. M ore strategic planning and m onitoring by governm ent 4. Greater institutional autonom for research perform y ers 5. Increasing use of form structures and m al echanism for stakeholder s participation in research policy m aking, funding and review. 6. Strengthening of interm ediate level funding structures within research system (s e.g. research council) 7. Change balance am ong research perform ing institution, i.e., a stronger role for higher education institutions as com pared to other public research insitutions 8. Developing parthership between different researcher perform ers. 8
  9. 9. P IOR R ITYSETTING Who are the actors in priority setting and w do they set priorities? hy • Scientist com unity m • Stakeholder / industry s Science Push Demand pull How gov ernm ents and research institutions set priorities- institutional features? • Top-Dow n • Bottom -Up • Integrated TD and BU 9
  10. 10. CHALLE NGE P S OLICYMAK R F E S ACE IN P IOR R ITYSETTING 1. Balancing com peting pressure; basic vs. more oriented research, core vs. project funding, competition from increasing industry funding. 2. Rigidity of the research system, autonomy of research-performing institutions, financing of high risk pre-competitive research. 3. Responding to emerging technologies needs. 4. Promoting multidisciplinary research. 10
  11. 11. PUBLIC FUNDING OFR & D 1. F u n d in g le v e ls 2. F u n d in g s tru c tu re s a. In s titu tio n a l fu n d in g b. P ro je c t o rie n te d fu n d in g c. B u s in e s s fu n d in g fo r p u b lic s e c to r re s e a rc h d. F u n d in g fro m o th e r s o u rc e s 3 . N e w fu n d in g s c h e m e s , e x a m p le : a. S u p p o rt fo r re s e a rc h in in te rd is c ip lin a ry p rio rity a re a s b. P u b lic fo u n d a tio n s / fu n d s c. C e n tre s o f e x c e lle n c e d. N e w a p p ro a c h in fu n d in g fo r p u b lic re s e a rc h in s titu tio n s 11
  12. 12. MANAGEMENT OFHUMAN R SOUR S IN R & D E CE C h a lle n g e s to in c re a s in g o f m a in ta in in g a n a d e q u a te s u p p ly o f s c ie n c e a n d te c h n o lo g y 1. T ra in in g o f m a s te rs , d o c to ra l a n d p o s td o c to ra l s tu d e n t in s c ie n c e a n d te c h n o lo g y 2. C h a n g in g s tru c tu re o f e m p lo y m e n t fo r re s e a rc h s ta ff in u n iv e rs itie s a n d o th e r p u b lic s e c to r re s e a rc h o rg a n iz a tio n s 3. M o b ility o f re s e a rc h e r b e tw e e n p u b lic in s titu tio n s a n d b e tw e e n in d u s try a n d th e p u b lic re s e a rc h s e c to r 4. In te rn a tio n a l m o b ility o f s c ie n c e a n d te c h n o lo g y p e rs o n n e l a n d s tu d e n ts 5. A g e in g o f re s e a rc h w o rk fo rc e a n d p o lic y re s p o n s e s 6. W o m e n in s c ie n c e a n d te c h n o lo g y e d u c a tio n a n d e m p lo y m e n t. 12
  13. 13. Reform and Changes in the M s anagement of Hum Resources an 1. I order to ensure an adequate supply of hum resources, institution m n an oves to m ake S & T education m ore attractive by redesigning curricula, increasing expenditures on higher education and enhancing the quality of sciences teachers. 2. To respond to industry dem ands for the “right” skills, som governm e ent should reform university degree program es, in particular at PhD level. m 3. The dem and for m ore m ultidiciplinary com petences has led to new m ultidiciplinary curricula and degree program es.m 4. M easures to increase the m obility of researches at national as well as international level are being taken in m any countries. 5. Initiatives were taken to renew public sector em ploym ent. Theses include an increased num ber of positions, program es to encourage the recruitm m ent of wom and salary increase in order to com en pete with the private sector 13
  14. 14. THANKYOU 14