measuring the impacts of science: institutional challenges in a transforming s&t system...
TRANSCRIPT
Measuring the Impacts of Science: Institutional Challenges in a Transforming S&T System
Measuring the Impacts of Science
Montreal
17-18 June 2004
© 2004 MPienaar
Overview
• Approach• The National Research Foundation • Context : transforming system• Unique mission of an intermediary institution• Emergence of performance indicators • The NRF approach to key performance indicators • Challenges
© 2004 MPienaar
Approach
A tour through the S&T landscape of SA
and the route the NRF takes to measure
the impact of science
© 2004 MPienaar
Mandate of the NRF
Support and promote research
through funding, human resource development and the provision of the necessary research facilities
in order to facilitate
the creation of knowledge, innovation and development in all fields of science and technology, including indigenous knowledge
and thereby to
contribute to the improvement of the quality of life of all the people of the Republic.
Governance of NRF
Minister of Science and Technology
NRF Board
President and CEO
CorporateResearch & Innovation Support & Advancement
(RISA)
National Facilities
NRF: Research and Innovation Support and Advancement
•Information and
Strategic Advice
• Evaluation
• IT
Knowledge Management
•Research Capacity
Development
•Focus Area Programmes
•Internl. Science Liaison
Building Knowledge Base
Support Functions
•CGA
•Finance
•Personnel
•THRIP (dti)•Innovation Fund (DST)•Skills Development (DoL)•Other (e.g. DEAT)
Mission Driven
•Science for Society•Decision Makers
•Youth (Educators
and Learners)
SAASTA
Context: transforming system
Measuring the impacts of science and science support of an intermediary body in a transforming system has to account for at least the following factors:
• Historical chronology and legacy of S&T system• Status of National System of Innovation• Challenges in NSI and strategies
© 2004 MPienaar
Transforming S&T system: Chronology
Pre-1990: S&T system – apartheid
1992: IDRC review of S&T system
1994: First democratic government
1996: White paper on S&T
1997: SETI reviews
2002: R&D strategy
2004: Dept of Science and Technology
© 2004 MPienaar
Transforming S&T system: legacy
• First democratic government (1994) inherited a fairly strong S&T
• Since 1994: activate stagnating economy to
– improve the quality of life of all, (esp. the deprived)
– broaden the capacity base
– become part of the international scene
• Align new S&T policy with overarching commitments
• Develop a competent S&T system.
© 2004 MPienaar
Status of the National System of Innovation (1)
• HE institutions: 24 ±15 700– Postgraduate students ±41 600
• Government labs (SCs): 9 5 900• National facilities: 5 360• Business sector: ±400 6 200• Researchers / 1000 of labour force: 1.9• GERD as % of GDP: 0.76%• Productivity: ISI journals: 3 592• Patents abroad / million of pop: 2.5
© 2004 MPienaar
Status of the NSI (2):National R&D survey (2001/2002)
• Business sector performs 53.8% of all R&D undertaken
• HE sector: 25.3% of all R&D
• Government laboratories: 19.9% of all R&D
• Basic research: ± 27% of expenditure
• African, Coloured or Indian: 36.5% of R&D
workforce
• Women researchers: 35.3% of R&D workforce
© 2004 MPienaar
Dualistic system
Developing - Developed
Transforming S&T system: Current challenge
• Erosion of S&T base requires clear interventions to reverse this and ensure S&T plays a key role in and for the quality of lives of all our people
• Wealth creation in modern economies is dependent on innovation, research and development. South Africa must grow its investment in this domain and strategically target resources to meet its objectives
Source: Dr Rob Adam, DG: DST
• South Africa’s National R&D Strategy
• The Microeconomic Reform Strategy and dti’s Vision 2014
• Accelerating Growth and Development: The contribution of an Integrated Manufacturing Strategy
• Human Resource Development Strategy
• Strategic Plan for South African Agriculture
• National Water Resource Strategy
• Government’s ICT Initiative
Transforming the system:Transforming the system:National strategies for economic growth, job National strategies for economic growth, job
creation and social upliftmentcreation and social upliftment
Transforming S&T system: NRDS
Quality of life Economic GrowthNRDS goals
Indicators
SET human resources:•Correct demographics•Science & maths: school level•Centres of excellence
Innovation:New missions & platforms: Biotech, ICT, Poverty reduction, etc.
Effective S&T government system:
•Alignment with policy objectives•IPR
© 2004 MPienaar
NSI: Policy and strategy
National needs
Intermediary institution (NRF)
Control: Organisational performance
Influence: Stakeholder performance
Instrument: Funding
Performers of science
HEIs and SCs
NS
I ob
ject
ives
NRF position as intermediary body (1)
© 2004 MPienaar
NRF as intermediary body (2)
The challenge is to design a performance measurement system that will articulate and translate impacts between different levels
Performers
Systemic: NSI
Institutional policy instruments
© 2004 MPienaar
NRF as more than a intermediary body
National S&T steering:Policy, business plan & KPI reporting, reviews
NRF
Nee
ds o
f an
d tr
ansf
orm
-at
ion
in c
lient
sec
tor
Resou
rces
:
Slow
gro
wth,
nati
onal
prio
rities
Ow
n mission &
divergent functions
Outcome & impact measurement system
Global trends:
Strategic science,
networks
© 2004 MPienaar
Evolution of performance measurement
• 1996 White paper on S&T
• 1997 SETI reviews
• 1998: DST assessed Balanced Scorecard (BC) approach as a framework for KPI reporting in SCs
• Consultation and participation in development
• SCs adapted scorecards to fit their specific needs
• 2000/01: SCs submitted KPI reports
Annual submission to Minister© 2004 MPienaar
Generic KPIs for science councils
• Stakeholder/customer perspective
• Financial and investment perspective
• Organisational perspective
• Innovation and learning perspective
• Human resources and transformation
© 2004 MPienaar
Indicators of Science, Technology and Innovation – NRF Targets (1)
Indicator Present Target NRF intervention
R&D staff per million of population
RSA 480
Korea 2770
Australia 4840
2000 by 2012 Significant increase in Post-docs and research support staff
Patents abroad per million of population
RSA 2.5
Korea 779
Australia 75
25 by 2012 Develop NRF policy regarding IPR of publicly-funded research
ISI indexed articles per million of population
RSA 82
Korea 259
Australia 1072
220 by 2008 Alignment with DoE strategy on research output subsidy
Indicators of Science, Technology and Innovation – NRF Targets (2)
Indicator Present Target NRF intervention
HE enrolment in SET
RSA 18%
Korea 34%
Australia 32%
30% by 2012 Create demand pull through significant increase in bursary values
PhDs per million of population
RSA 18.6
Korea 118
Australia 170
45 by 2012 Treble value of doctoral bursaries
Higher Education R&D expenditure as % of GDP
RSA 0,07%
OECD Avg. 0.38%
Australia 0.44%
0.21 % by 2007 Creation and investment in Centres of Excellence
NRF: Core missions and priorities
Core missions• Human resource development
• Knowledge generation in
prioritised areas
• Utilisation of research results,
technology and innovation
• High quality infrastructure
© 2004 MPienaar
Strategic priorities
Redress &
equity
Adherence to quality
Internationalisation
Positioning of N
RF
Focus on A
frica
NRF: Programmes & Functions
RISA • Development Programmes
• Scarce Skills (DoL)
• STAC
• Focus Area Programmes
• CoE
• THRIP
• Innovation Fund
© 2004 MPienaar
Across all programmes & functions:
• Same core missions & strategic priorities
• Different interventions & KPIs
National Research Facilities• SAAO
• HartRAO
• HMO
• SAIAB
• SAEON
• iThemba LABS
Use of performance reports by NRF
– Creation of integrated organisation
– Compliance Public Finance Management Act (1999)
– Control, management
– Influence i.e. shift in behaviour, relationships, actions of partners
– Legitimisation; political acceptance• Causality, co-producers, unintended results, etc.
© 2004 MPienaar
Challenges for NRF
Terminology and definitions
Distinguish different levels of complexity
Operationalisation i.e. how to “count” concepts
Multiple information inputs: reliability & validity
Copying more advanced science systems: own developmental requirements?
© 2004 MPienaar
Challenges (2)
KPIs serves multiple and (potentially) mutually exclusive functions:
External: Political legitimisation of science
Internal: Institutional management tool
Conclusion
The measurement of the impact of science is a scientific endeavour to see
things narrowly and deeply.
The application in government is to see things broadly and politically.