3-4 Sept DISEM Workshop Lessons that can be learnt from

research institutes–Development process and creation

of competences

Lessons that can be learnt from research institutes–Development process and creation of competences

Pr Lotfi Bouzaiane

• Previous experiences and common concerns• Best practices for the common concerns.• Institutional aspects.

Lessons from personal previous experiences

Previous experiences (1/3)• IEQ : Institut d’Economie Quantitative (Presently ITCEQ

Institut tunisien de la compétitivité et des études quantitatives) : Public institution affiliated to the Tunisian Ministery of planning :– Modeling, forecasts, impacts studies and competitiviness

observatory.– Assimilated to a public administration– More than 50 permanent researchers (economics and

econometrics)– Also a meeting and colloborative space (faculty, international

organisations, …)– Annual program of activities according to the needs of the Ministery

of planning.– A couple of participation to call for projects and competitive call for

counselling studies (according to market criteria).

Previous experiences (2/3)

• ICARDES (Institut des Centres Arabes de Recherche sur le Développement Economique et Social) : – An international NGO gathering Arab public

institutions such as IEQ.– The Director of IEQ is the Chair of ICARDES.– Non permanent staff except representatives of

affiliated staff.– Activities : Seminars and exchanges of data and

pulbications.

Previous experiences (3/3)

• ITES (Institut Tunisien des Etudes Stratégiques) :– Affiliated to the Presidency of the Republic.– Activities : confidential strategic studies for the

President.– Very few permanent staff.– Contractual status is applied to most experts.

• APREV (Association de la Promotion de la Recherche et de l’Enseignement Virtuel) :– NGO related to promotion of ITC tools in teaching at

the University.– Activities : Annual Seminars, Training and Awards.

Studies conducted on energy issues

• IEQ : Strategic study on naturel resources 15 years ahead :– Natural resources (water and energy) are key factors for

growth path.– Economic policy (marekt tools) might help meeting naturel

resources challenges.• ITES :– Stratgic study on energy at horizon 2050 : – Prospective study for Tunisia : • Energy would be a constraint for growth in some cases.• Any change of growth scheme needs a great implication of actors.

Common concerns (1/2)

• The client and the audience ?– Often the product is a public good type : Users ≠

Payers.– Some clients are indirect users (they use the product

provided by others).• The funding ?– Public funding :• Generally corelated to the personnel number and not to

the product.• Procedures are very complicated in some countries.

– International funding : • Competitiviness.• Very few resources for project management

Common concerns (3/2)

• Activity Sustainability ?– Points and topics of interests are often elusive.– Need for available and free resources for fund

raising activities.

• Previous experiences and common concerns• Best practices for the common concerns.• Institutional aspects.

Lessons form personal previous experiences

Best practices for the common concerns (1/3)

• Enlarge the audience and diversify the clients – Administration (lobbying, think tank, ideas)– International Organisations (lobbying, first hand

informations, etc.)– Foundations (lobbying and dissemination of

values)– Multinational firms (outreach programs)– Faculty (data, new topics)– Students (data, specific training)– Media (news, analysis, documentation)

Best practices for the common concerns (2/3)

• Diversifying funding resources – Public and international ressources (Awareness of

the procedures).– Call for projects : ONG, Private and Public markets

(Awareness of competiviness and deadlines).– Pay as you use (Be aware of the clients needs).

Best practices for the common concerns (3/3)

• Diversifing products to enlarge audience and boost the funding :1. Data bases.2. Indicators (specific) and rankings.3. Trainings –why not with academic degree-.4. Colloquiums and seminars5. Working papers and Scientific review (with referees).6. News letters7. Annual report on specific issue8. Expertise (Ingeneer conseillor)9. Awards10. Internship for students.

• Previous experiences and common concerns• Best practices for the common concerns.• Institutional aspects.

Lessons form personal previous experiences

Institutionnal organization

• Partners :– Institutions (countries – other NGO, universities, other

institutions-, national organisations, Mutinational Firms, etc.).– Individuals : Academicians and Professionals.– Avoid politicians.

• Management and audit– General management (Academician ? Manager ?).– Departements (Do not forget a communication and fund raising

department)– Trustee– Scientific comitee (Academicians, Phd and Engineers)

• Hiring people – Contracts for planned tasks.– Project Director for every project.

Institutional planning –figures-• Deadlines : 3 years to reach full implementation.

– Annual report : 2 years of preparation.– Seminar/colloquiums supported by think tanks : once per year but 1 to 2

years of preparation.– News letters : monthly.– Working papers : Every 3 months.– Review : Annual but 2 years preparation.

• Costs and revenues (100 000 $ per year)– Seminars and training sessions :

• Cost 10 000 $.• Revenue : 30 000 $.

– Annual report / Data bases: • Cost : 20 000 $• Revenue : 10 000 $.

– Management, counselling activities, allocations –fund raising-• Cost : 60 000 $• Revenues : 50 000 $

Best wishes for a good start and a sustainable institution