Beijing Roundtable on Innovation Policies Beijing 18 19

Beijing Roundtable on Innovation Policies Beijing, 18 - 19 October 2011 Public research institutions in Italy: change and continuity Sveva Avveduto Director, Italian National Research Council, Institute for research on population and Social Policies

Relevant Research Institutions CNR is the biggest Other relevant ones under the Ministry for Research: § INFN (Particle and Nucl. Phys. ) § INAF (Astronomy and Astrophysics) § INGV (Geophysics and Volcanology) Under other Ministries, e. g. ENEA (Energy), ISS (Health), INEA (Agriculture)

Mission of CNR To perform research in its own labs To promote innovation and competitiveness in the industrial system To promote the internationalization of the research system To provide technologies and solutions to emerging public and private needs To advise Government and other public bodies To contribute to qualification of human resources 3

CNR figures Full range of scientific areas, except Particle Physics, Space and Astronomy/Astrophysics Premises widespread over the country 7400 employees of which 4400 researchers 2500 junior scientists completing their training Wide cooperation with universities and other research institutions

Torino 2 Pallanza 1 Moncalieri 1 Trieste 1 Padova 4 Venezia 2 Genova 2 Bologna 3 Cassana 1 Parma 1 Faenza 1 Sesto Fiorentino 5 Firenze 3 Pisa 7 Ancona 1 Perugia 1 Porano 1 Roma 18 Monterotondo 5 L’Aquila 1 Bari 5 Lecce 1 Monserrato 1 Cagliari 1 S. M. La Palma 1 Napoli 12 Avellino 1 Ponticelli 1 Pozzuoli 3 Ercolano 1 Trento 1 Milano 7 Pavia 2 Segrate 2 Potenza Mangone 1 Arcavacata di Rende 1 Catania 1 Messina 1 Palermo 1 CNR premises

CNR 20 research campuses Pisa Bologna

CNR Finance Incomes Euro/mil State Contribution Other Incomes 552 248 Total 800

Survey OECD Respondig Organizational Units of Public Research Institution

Which activities?

Share of national total 113 institutes / 250 45% of national total

Significant change of: % Mission Organisation structure Portfolio of activities Relationships with other R& Funding structure Steering and management Total 16. 9 38. 3 8. 4 5. 2 14. 3 16. 9 100. 0

Causes and drivers of change

Appearance of change by: % Growth of institute Reduction of institute Merger of institute Split-up into several institutes Larger research groups Smaller research groups Additional scientific fields Reduction of scientific fields Institutionalised collaboration New management Total 14. 6 2. 5 20. 9 3. 8 12. 7 3. 2 14. 6 3. 8 8. 2 15. 8 100. 0

The activities in the field of science are. . . (Response rate 70. 8%)

During the last 10 years the volume of the activities in the field of science are. . (Response rate 68. 1%) increased same decreased Natural Sciences Engineering and Technology 50. 9 62. 3 45. 3 31. 1 3. 8 6. 6 Medical and Health Sciences 52. 2 45. 7 2. 2 Agricultural Sciences 24. 4 73. 2 2. 4 Social Sciences Humanities Trans and Multidisciplinary 22. 2 19. 5 63. 0 77. 8 78. 0 34. 8 2. 4 2. 2

To what degree is the institute internationalised? % high middle low missing values Total % valid 19. 5 48. 9 8. 8 22. 2 11. 5 28. 9 60. 2 100. 0

Degree of change (Response rate 54. 0 %) increased same decreased Number of international partners 85. 2 13. 1 1. 6 Numbers of countries with established relations 85. 2 14. 8 - Share of international joint research projects 78. 0 20. 3 1. 7 Share of funding from abroad 69. 0 25. 9 5. 2 Share of staff with foreign nationality 37. 3 56. 9 5. 9 Participation in international committees 73. 7 26. 3 -

Reasons for changes: Number of international partners % Access to knowledge 7. 1 Exploitation of knowledge 16. 1 Globalised organisation of R&D 42. 9 Economic needs Strategic considerations 7. 1 21. 4 Political will 1. 8 Other 3. 6 Total 100. 0

Current ownership and governance structure % Public agency 92. 0 Independent public agency 6. 0 Publicly owned company 2. 0 Privately owned limited company - Independent foundation - Total 100. 0 Mission: top management of org. b 40. 4% Strategic planning: Management of institute 50. 0% Research orientation/agenda: Management of institute 32. 6% Portfolio of activity structure: Top management of research organisation 45. 7% Selection of projects Management of institute 35. 0% Use of public institutional funds: Management of institute 59. 6% Use of public competitive funds: Project management 39. 5% Use of contracted funds: Project management 55. 6%

What do you expect to be the main challenges of your institute in the next 5 years

Thank you for your attention