Research-based public consultancy models around the world: a

Research‐based public consultancy models around the world: a broader
models around the world: a broader approach?
Lidia Brito
Director
Science Policy and Capacity Building Division
UNESCO
l.brito@unesco.org
Research‐Based Public‐Sector Consultancy – the Interaction between Universities, Authorities and Private Businesses
Copenhagen, 26th of September 2013
Knowledge Society and Globalization
 The
The availability on the national market of skilled availability on the national market of skilled
labor that is able to apply new knowledge and technologies to face local and global challenges
 The identification of potential products and services that a country/region can offer with comparative advantages
comparative advantages
 Good governance practices that promote democracy and an active participation of the citizens in the decision‐making processes
h d
k
 Solid economic and financial systems, based in new models of development, that promote entrepreneurship and development
 Strengthen the social and cultural characteristics of its people and using those characteristics to
its people, and using those characteristics to promote innovation based in local and global knowledge.
2
Uncertain times and the need for more scientific advice
3
What kind of knowledge
g production
p
we need to foster and provide
p
solutions for Sustainable Development?
Source: UNESCO (2010), Science Policy Studies and Documents in LAC, vol. 1.
Geographical distribution and links for the production
of knowledge using the sustainable science paradigm
Africa is the less connected region within the
P d ti off Sustainable
Production
S t i bl Science
S i
New
N
Knowledge
The Science-Policy-Society interface
“The
The concept of the Anthropocene
heralds a profound shift in perception of
our place in the world. Given the
mounting evidence of the sheer scale of
global changes
g
g we are witnessing,
g, the
scientific community has a
responsibility to urge public officials,
citizens, and private firms in all
countries to focus on the need for major
policy
li changes
h
to avoid
id iirreparable
bl
damage to our planet.”
Late Professor Elinor Ostrom,
Ostrom
Planet Under Pressure Chief Scientific Advisor
The Science-Policy-Society interface
GLOBAL SUSTAINABILITY PANEL
“Governments and the scientific community should take practical steps, including k
i l
i l di
through the launching of a major global scientific
major global scientific initiative, to strengthen the interface between policy and p y
science.”
Polarities in our world?
Short term Government agendas
d
Certainty
Disciplines K
Known connections
ti
Economic interests Political/societal objectives and language Individual and coalition d d l d
l
power The need of long‐term policies
g
p
Uncertainty
Inter and transdisciplinary science
Hidd
Hidden connections
ti
Social and environmental Sustainabilityy
Science objectives and language
Citizenship solutions
8
The need for stakeholder’s involvement
Policies for Science.
Science for policy
Timely advice
Language adjustment
Interdisciplinary and
transdiciplinary
Co-design and coproduction
Long-term vision but
short political cycles;
Accountabilityy
The role of the media
Policy Formulation
Science Questions and Agenda
Relevance: solutions
y p
problems
to today’s
Science-society
contract
Society Questions and needs
Citizenship
development ;
Human capital
development
9
Some Examples around the World
The Case Study of the Technology Consultancy Centre (TCC)
• The Kwame Nkrumah University of Science and Technology in Ghana has been in the forefront of innovation through
Ghana has been in the forefront of innovation through continuous education, training and enhancing research capabilities of students and staff to absorb and initiate changes
changes G dP
Good Practices
i
• The ability to move new knowledge quickly and cost effectively into the market or to solve problems associated with basic needs is the mission of the KNUST
• The small business with academic linkage is one of the most successful stories of KNUST through the Technology Consultancy Centre TCC) in the last 41 years
Consultancy Centre, TCC) in the last 41 years. •
The TCC was established in 1972 by an Act of Parliament of Ghana in Th
TCC
t bli h d i 1972 b
A t f P li
t f Gh
i
partnership with ODA (now DFID) at the Kwame Nkrumah University of Science and Technology (KNUST)
•
The Centre Serves as a catalyst for networking between the teaching and research faculties of the 6 Colleges in the university entrepreneurs
research faculties of the 6 Colleges in the university entrepreneurs, communities and industry •
The Technology Consultancy Centre is one of Africa’s oldest Centre of excellence for research and innovation, technology transfer, consultancy and entrepreneurship development.
p
p
p
•
TCC facilities and has numerous linkages, partnerships and collaborations with universities, government and research institutions, industries and h
d
h
d
d
development partner in Africa and globally
The Vision of TCC
Adaptive Research Consultancyy
Enterprise
Enterprise development
Industrial and Socio‐economic transformation
To be an international Technology Centre for adaptive research
research, development
development, technology transfer
transfer,
entrepreneurship training and consultancies for small and medium scale industrial promotion in Ghana and
Africa.
The Mission of TCC
Activities of the TCC
The Centre effectively transfers its technologies through market‐driven products and services under six thematic areas in partnership with faculties at KNUST:
– Engineering for industrialization – Agro and Food Processing, – Housing, Energy, Water and Rural Enterprises, – Graduate Entrepreneurship Development and Business Incubation and Youth Empowerment
– Consultancy,
– Science and Technology Policy Analysis and P bli i
Publicity – Technology Park
40 years of good results and impact
1.
2.
3.
4.
Providingg Policyy gguidance,, and new strategies
g
and
action plans to effectively harness the intellectual and
innovative capacity of students, faculty and the
community for socio
socio‐economic
economic and technological
advancement of Ghana, Africa and elsewhere.
Technical assistance , services and support to
communities,
i i institutions
i i i
and
d entrepreneurs both
b h local
l l
and overseas for the evaluation of their needs in
engineering, technology innovation, and science and
technology policy
Facilitates setting up of market driven businesses; and
showcase the capability of private
private‐public
public partnership
through innovation/incubation centers and exhibitions,
Creates opportunities for the transformation of the
private
i t sector
t
i t a developmental
into
d l
t l force
f
th
through
h
partnership between industry, government and
education.
Advantages and disadvantages of this model
1. Probably more similar to the Danish
model
for
research‐based
research
based
public
consultancy but more complex in
structure and functions;
2. Effective for the challenges and stage of
development of the country – good for
the development of community‐based or
small and medium enterprises
3 The
3.
Th challenge
h ll
i the
is
th reach
h and
d expansion
i
of the benefits from this approach
4 Funding can be also a challenge in the
4.
long‐run.
Foro Consultivo Cientifico y Tecnologico
• The Foro Consultivo Cientifico y Tecnologico (FCCyT) is an autonomous and y
g (
y )
impartial institution that is responsible for analyzing the development of science, technology and innovation (STI) in the country (Mexico). It is a contributing body of the activities of the State.
• Created in June 2002 after the publication of the science and Technology Act, it is part of the General Council of scientific research, technological development and innovation (CGICDTI) responsible for regulating the
development and innovation (CGICDTI), responsible for regulating the support that the Federal Government is obliged to grant to promote, strengthen and develop scientific, technological research and innovation activities.
activities
• It is constituted by a Board of directors consisting of 21 representatives of research, technology and business, and is supported by an interdisciplinary team of professionals with extensive experience in the subjects of STI.
f
f i
l ih
i
i
i h
bj
fS I
• It coordinates various working groups specialized in those involved experts g
,
g ,
g
from agencies and scientific, technological, business and nongovernmental institutions in order to diagnose, analyze and propose different schemes for the strengthening and development of science, technology and innovation.
The functions of FCCyT
• Serve
Serve as autonomous and permanent advisory body of the Executive power, the as autonomous and permanent advisory body of the Executive power the
CONACYT and the General Council of scientific research, technological development and innovation. It also attends to the legislative branch federal and State. State
• Consulting activities include design of policies, the design of the budgets and the evaluation of the implementation of policies.
• Be the place were users of the STI system can express and communicate in particular with legislators, the State and federal authorities building the links of collaboration and dialogue among the various actors
collaboration and dialogue among the various actors.
• Communicate and disseminate STI, to which the Forum makes use of different ,
g
,
,
p,
media, from the direct communication through conferences, seminars, workshops, round table discussions, publication of books, articles and reports, to the use of the means of mass communication and social networks.
• TTo promote the contributions of communities in the formulation of public policies h
ib i
f
ii i h f
l i
f bli
li i
in the field of STI.
Advantages and disadvantages of this model
• It is an autonomous institution, created by Law and with a specific mandate in y
p
promoting the dialogue among the different actors in the country on STI p y
policy making and promoting also g
p
g
community participation in the policy design process;
• IIts Council has several Academies, and C
il h
lA d i
d
associations including from the industry.
They have strong networks and can have strong networks and can
• They
mobilize scientific expertise rapidly;.
• More focus in STI related policy processes and not the all range of issues that needs scientific evidence for policy making.
After FCCyT, AC - INFORME DE ACTIVIDADES 2010-2012
Republic of Korea STI Policy Advice Mechanisms
• 1978: Establishment of Center for Science and Technology Policy (CSTP), an affiliated to the gy
Korea Institute of Science and Technology (KIST);
• 1993
1993: In 1993, the CSTP was renamed as the I 1993 th CSTP
d th
Science and Technology Policy Institute (STEPI)
• 1999: Establishment of the Korea Institute of Science and Technology Evaluating and
Science and Technology Evaluating and Planning (KISTEP) STEPI and KISTEP
STEPI
KISTEP
Focus
Industrial and technological
policy research
Planning, evaluation and
management of national
R&D projects
R
Report
t tto
National
N
ti
lR
Research
hC
Council
il ffor National
N ti
l SScience
i
and
d
Economics, Humanities &
Technology Council
Social Sciences (NRCS)
STEPI Mission
• Research on S&T and R&D activities and technological innovations • Development of S&T policy alternatives
• Consultancy on technology management strategies Consultancy on technology management strategies
• Study on the relationship between S&T, economy and society • Research on global S&T policy Research on global S&T policy
• Collaboration with government, industry, academia, and foreign institutes institutes
• Dissemination of research outcomes • Education and Training in its expertise
Education and Training in its expertise
KISTEP Mission
1. Planning national S&T strategies
KISTEP contributes to the promotion of science and technology by supporting S&T related policy formulation and coordination; systematic ; y
examination; analysis and assessment of the national R&D programs implemented by each ministry; budget allocation and adjustment; efficiently executing research planning, management and evaluation of national R&D programs; joining in international S&T cooperation.
2. Allocation and adjustment of national R&D budget
•Setting the priority of national R&D investments
g
p
y
•Allocating national R&D budget
•Panning and coordinating intergovernmental large‐
scale national R&D programs
scale national R&D programs
•Planning mid‐long term national R&D investments
3. Evaluation and analysis of national R&D programs
• Analyzing national R&D investments and result
• Evaluating national R&D programs and GRIs
Building a National S&T Evaluation
• Building a National S&T Evaluation System (NES)
• Building a National S&T Information System (NTIS)
Information System (NTIS)
4. R&D knowledge diffusion
• Developing strategies for future growth engines and GRIs
h
i
dG
• Studying R&D human resources development programs
• Building an international cooperation network
What is different in this models?
Two institutions:
Two institutions:
1.STEPI: promoting knowledge generation and knowledge and
generation and knowledge and technology applications in different forms;
different forms;
2.KISTEP: monitor and evaluate the impact of policy h i
f li
instruments and mechanisms, id if
identify gaps and opportunities d
ii
and propose different policy options
i
Chinese Academy of Science and Technology for Development (CASTED )
•
Created under the Ministry for Science and Technology (MOST) in December 2007, CASTED has 8 institutes: •
•
•
•
•
•
•
•
•
Institute of Comprehensive Development
Institute of Science and Technology Systems and gy y
Management
Institute of Foresight and Evaluation
Institute of Science and Technology Statistics and Analysis
Institute of Science and Technology Investment
Institute of Science and Technology for Industrial Development
Institute of Rural and Regional Development
Institute of Science, Technology and Society
They also host CISTRAT, the UNESCO category 2 Center for STI Strategies.
CASTED Mission
•
•
•
•
Participate in the top design of national S & T development strategies. CASTED Participate
in the top design of national S & T development strategies. CASTED
studies and provides consultations on national S & T development strategies. CASTED also strives for innovation on theories, ideas and methodologies, and acts as a demonstrator and leading institute on S & T policy research
as a demonstrator and leading institute on S & T policy research. Study on crucial strategic issues. CASTED undertakes key strategic research tasks, shoring up national strategic decisions and policy making. It also conducts some other research and consulting, which are entrusted by central and local governments, domestic and international institutes, enterprises, and other organizations. Cultivate research talents on S & T strategy. CASTED builds its team, develops its disciplines, and guides the S & T strategy research of regional governments and other Ministries Through exploratory studies CASTED constantly enriches the
other Ministries. Through exploratory studies, CASTED constantly enriches the theoretical system and innovative ideas of S & T development, and provides consultation for the work of MOST and the S & T development of the whole country.
t
Set up an open exchange platform, attracting various research recourses, developing cooperative research Some Examples of Advice
Mechanisms for Parliaments
S&T Parliamentary structures and supporting activities
• Formal structures: e.g. committees
• Various forms of support services
• Formal procedure: e.g. debates
• Central research and information
service, frequently within, or
closely associated with, the
parliamentary library
• Informal structures: e.g. various unofficial grouping such as The Swedish Society h
h
di h
i
of Parliamentarians & Scientists (Rifo)
Scientists (Rifo)
• Dedicated parliamentary science
and
d technology
h l
assessment
services.
S&T Parliamentary advice experiences
•
•
•
•
•
a specific office within the parliament (USA;) France; Flemish regional
parliament; UK, Parliamentary Office of Science and Technology ‐POST ; (STOA ‐
Science and Technology Options Assessment ‐ European Parliament that acts as
a research manager for studies done by outside contractors
a specific parliamentary committee (usually with modest support staff), where
d1
the members themselves actually (at least to some extent) conduct research
and prepare reports. (e.g. Committee for the Future in Finland, Italy).
a specific office external to the parliament, located within an existing larger
research organization (TAB
(TAB‐Germany)
Germany)
a self‐standing office, external to the parliament, which receives funds d2
to
perform technology assessment activities for the parliament (Denmark (The
Danish
i h Board
d off Technology
h l
Foundation
d i ),
) Norway, the
h Netherlands)
h l d)
a self‐standing office, external to the parliament, which receives occasional
parliament to conduct technology
gy assessments ((e.g.
g Institute
contracts from the p
of Technology Assessment, a research facility of the Austrian Academy of
Sciences)
Dias nummer 30
d1
The Committee for the Future deliberates parliamentary documents referred to it and, when requested to do so, makes submissions to other
committees on futures-related matters, which are included in their spheres of responsibility and have a bearing on development factors and
development models of the future. The Committee conducts research associated with futures studies, including their methodology. The
Committee also functions as a parliamentary body that conducts assessments of technological development and the effects on society of
technology.
d_malpede; 23-09-2013
d2
The Danish Board of Technology Foundation is the result of the transformation of the previous Danish Board of Technology ( DBT). Since 1985
the DBT has been self governing institution, established by law and with the mandate of parliamentary technology assessment. The DBT was
abolished by law in November 2011. The Danish Board of Technology continues in a modified structure; The DBT Foundation was established
as a non-profit foundation on June 20 2012. The DBT Foundation continues the efforts of the Danish Board of Technology – an independent
counseling institution connected to the Danish Ministry of Science, Innovation and Higher Education.
An important part of the Board's work is to provide advice to the Danish Parliament and Government. This consultancy can be provided in
several different ways. The Board can, of its own accord, draw politicians' attention to problems which they need to address, or it can take on
assignments which the politicians wish to have solved. The Board thus answers concrete questions and organises hearings at the request of
politicians. The work of the Board has also been important outside Denmark where it is seen as one of the pioneers within participatory
methods to assess societal impacts of new technologies and develop visions for a more sustainable and democratic future. The Board has, for
example, inspired the development of the scenario workshop method.
d_malpede; 23-09-2013
Improving African Science Academies capacities for policy advice
• IInitiatives led by the US National Academy of Sciences, the ii i
l d b h US N i
lA d
fS i
h
Royal Society and the Network of African Science Academies (NASAC) aimed at improving the capacity of African science academies to provide independent, evidence‐based scientific d
d d
d
d
b d
f
advice to decision makers. • The programme is also aimed at extending the broader skills The programme is also aimed at extending the broader skills
base within the academies whilst also building vital policy links and understanding between institutions, scientists and policy makers
policy makers
• The Royal Society Pfizer African Academies Programme is working in partnership with NASAC to build capacity in the national science academies of Ethiopia Ghana and Tanzania
national science academies of Ethiopia, Ghana and Tanzania.
• The programme is flexible to fit each academy’s needs, with the Royal Society and NASAC working closely with each academy to maximise and tailor the impact of the programme to individual country context. Effective structures for Scientific Advice (1)
 A
Across scales interventions: from global to local and vice‐
l i t
ti
f
l b lt l l d i
versa;
 Connecting diverse groups of stakeholders;
Connecting diverse groups of stakeholders;
 Embed science evidence in decision making processes by redesigning the processes
redesigning the processes
 Responding to development challenges: global sustainability and short and medium‐term priorities;
 Building capacities: multiplying the number of scientists involved and amplifying their voices in decision‐making processes.
32
Effective
ect e structures
st uctu es for
o Scientific
Sc e t c Advice
d ce ((2))
 Language: communicating complexity in a simpler g g
g
p
y
p
manner, reducing uncertainty and promoting evidence based decisions  Communication channels: from traditional to new ones;
 Issues covered: who’s question and time scale;
 Governance models used: addressing several Agendas – how to keep the questions alive?
 Promote policy instruments that foster knowledge generation and utilization in policy processes
33
Thank you
Thank you