Foresight in Policy cycles: case of Romania

Campbell WARDEN Adrian CURAJ

2006 Technology Foresight Training ProgrammeModule 1: Technology Foresight for Organizers

EARMA-European Association of Research Managers and Administrators

Executive Agency For Higher Education and Research Funding-Romania

Foresight in Policy cycles: case of Romania

ROSTROSTRomanian Science and Technology ForesightRomanian Science and Technology Foresight

Campbell WARDEN


Adrian CURAJ

Outline:Outline:

1.1. BackgroundBackground

2.2. ObjectivesObjectives

3.3. Specific country context Specific country context

4.4. Organizational Structure;Organizational Structure;

5.5. Stakeholders; Stakeholders;

6.6. National RDI priorities;National RDI priorities;

7.7. From system priorities to vision;From system priorities to vision;

8.8. RDI Strategy;RDI Strategy;

9.9. Our linksOur links

Campbell WARDEN


Adrian CURAJ

BackgroundBackground

– ROST ROST Project, the Romanian Science and Technology Project, the Romanian Science and Technology Foresight, was launched in 2004;Foresight, was launched in 2004;

• Preparatory phase (November –December 2004);Preparatory phase (November –December 2004);• Implementation phase (June 2005-October 2006)Implementation phase (June 2005-October 2006)

– The sponsor: Ministry of Education and Research, National The sponsor: Ministry of Education and Research, National

Authority for Scientific Research.Authority for Scientific Research.

– A strong political will not affected by general election at A strong political will not affected by general election at the end of 2004;the end of 2004;

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– From chronic From chronic under-financingunder-financing and RDI seen as and RDI seen as expenditureexpenditure to an unprecedented increase in public expenditure in RD, to an unprecedented increase in public expenditure in RD, and RD seen as and RD seen as investment;investment;

– Increase in public expenditure for RD from 0.2 in 2004 to Increase in public expenditure for RD from 0.2 in 2004 to 0.7 in 2007 and 1.0 in 2010;0.7 in 2007 and 1.0 in 2010;

– From broad “development” and “a coffee for all” to From broad “development” and “a coffee for all” to concentration and support for excellence;concentration and support for excellence;

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– ChangesChanges in the Romania position in S&T in the Romania position in S&T; Catching-up ; Catching-up strategy and preparing the next step… forefront in strategy and preparing the next step… forefront in selected areas on selected topics;selected areas on selected topics;

– From a fragmented RDI system to Romanian Research From a fragmented RDI system to Romanian Research Area part of the ERA.Area part of the ERA.

– From brain-drain and ageing of human resources to real From brain-drain and ageing of human resources to real career development opportunities;career development opportunities;

– From “evaluation in our way” to international evaluationFrom “evaluation in our way” to international evaluation

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ObjectivesObjectives

The project’s main objective:The project’s main objective:

To develop the “To develop the “RDI National Strategy for the period 2007-RDI National Strategy for the period 2007-2013”2013”, that should eventually generate further the the , that should eventually generate further the the national research framework programme national research framework programme “National RDI plan “National RDI plan for the period 2007-2013”. for the period 2007-2013”.

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The elaboration process


Specific objectives:Specific objectives:

– Assessment of the National RDI System ;

– Defining the set of strategic and specific objectivesstrategic and specific objectives for the Romanian RDI system for the period 2007-2013;

– Develop the National RDI Strategy based on strategic strategic planning elementsplanning elements (?!);

– Develop the NPRDI II, and drafting the needed drafting the needed programmatic instrumentsprogrammatic instruments.

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Additional objectives:Additional objectives:

– Develop the knowledge base in order to provide post-implementation support and dynamic use of the project results;

– Identify opportunities for regional Knowledge Transfer (Black Sea, Balkans).

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Objectives Objectives A link with foresight programmesA link with foresight programmes

Both product and process orientedBoth product and process oriented

– Product orientedProduct oriented ( (sponsor requestsponsor request))• Supply decision makers with analytical reports (a lack Supply decision makers with analytical reports (a lack

of reliable data and existing coherent reports);of reliable data and existing coherent reports);• List of priorities (??);List of priorities (??);• Related actions:Related actions:

– RDI Strategy;RDI Strategy;– Second National Plan for Research, Development Second National Plan for Research, Development

and Innovation. and Innovation. – Process orientedProcess oriented ( (ROST team expectation ROST team expectation ) )

• Facilitate networking;Facilitate networking;• Facilitate communication and co-operation among Facilitate communication and co-operation among

stakeholders;stakeholders;• Increase the science-society dialogue.Increase the science-society dialogue.

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Specific country contextSpecific country context

A view from S&T governanceA view from S&T governance

National Plan for Research National Plan for Research and Development 2007-2013and Development 2007-2013

RDI Strategy 2007-2013RDI Strategy 2007-2013

RomanianRomanianAcademyAcademy

(2006- 8.2%)(2006- 8.2%)

Ministry of EducationMinistry of Education and Researchand Research

National AuthorityNational Authorityfor Scientific Researhfor Scientific Researh

(2006-81%)(2006-81%)

Other MinistersOther Ministers(2006-10.8%)(2006-10.8%)

Academy of Medical Academy of Medical SciencesSciences

Academy of Academy of Agriculture SciencesAgriculture Sciences


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Specific country context (?)Specific country context (?)

LL1. A proper sponsor’s authority/responsibility LL1. A proper sponsor’s authority/responsibility levellevel

– RDI policy seen as an isolated policy;RDI policy seen as an isolated policy;– Different actors in the S&T governance system Different actors in the S&T governance system

try to:try to: Keep their position even empower it by the new Keep their position even empower it by the new

policy documents;policy documents; Continue to control their budget according to Continue to control their budget according to

their internal agenda.their internal agenda.

Results: duplication, fragmentation, waste of Results: duplication, fragmentation, waste of resources, expenses vs. investment, etc.resources, expenses vs. investment, etc.

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Links with other policies, strategies, plans Links with other policies, strategies, plans

RDI Strategy NDPNDP

EU-Framework EU-Framework programmeprogramme Defense Energy

Environment

Agriculture

Transport

Land planning

Export

SMSEducation

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– The whole project has been mainly oriented to the S&T The whole project has been mainly oriented to the S&T policy;policy;

– Innovation policies are also dependent on the Dept. of Innovation policies are also dependent on the Dept. of Trade and Industry, Agency for SMEs, among other Trade and Industry, Agency for SMEs, among other governmental players (ministries, agencies, etc.)governmental players (ministries, agencies, etc.)

– Formally the players/stakeholders were involved but it was Formally the players/stakeholders were involved but it was not really passed the gap of discussing about S&T strategy not really passed the gap of discussing about S&T strategy or Science, Technology and Innovation Strategy. It is a or Science, Technology and Innovation Strategy. It is a task for the ”next loop”. task for the ”next loop”.

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Adrian CURAJ

Specific country contextSpecific country context

LL2. Bounded rationality: if you have a “right” client you could LL2. Bounded rationality: if you have a “right” client you could accept the challenges…accept the challenges…

even if…even if…– It is not a clear understanding how could foresight contributes to its It is not a clear understanding how could foresight contributes to its

strategic objectives;strategic objectives;– ToR are not well defined;ToR are not well defined;– The expectations are not realistic (foresight a panacea?!);The expectations are not realistic (foresight a panacea?!);– It provides not enough time to complete the exercise but motivated It provides not enough time to complete the exercise but motivated

by the realistic (?!) time constraints it has by the realistic (?!) time constraints it has

but :but :– It can be seen a clear commitment to use the results;It can be seen a clear commitment to use the results;– It is strong enough to cover the budget;It is strong enough to cover the budget;– It is stable enough to survive (maintain high level of interest) at It is stable enough to survive (maintain high level of interest) at

least for the whole exercise and part of the implementation (?!?)least for the whole exercise and part of the implementation (?!?)

Adapted after a slide of Karel Klusacek Adapted after a slide of Karel Klusacek

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Steering CommitteeSteering Committee

High Level Expert GroupsHigh Level Expert Groups

Inte

rnatio

nal A

dvis

ory

Board

Inte

rnatio

nal A

dvis

ory

Board

Pro

ject S

cie

ntifi

c

Pro

ject S

cie

ntifi

c

Com

mitte

eC

om

mitte

e

Project ManagementProject Management

Ministry of Ministry of Education and Education and

ResearchResearch

Expert PanelsExpert Panels

ExpertsExperts

Organizational Structure (1)Organizational Structure (1)

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Organizational Organizational Structure (2)Structure (2)

Research institutes of the Research institutes of the Roamanian Academy (2)Roamanian Academy (2)

National RD Institutes National RD Institutes (11)(11)

Universities (7)Universities (7)

SMS / NGO (4)SMS / NGO (4)

Consortium Consortium coordinationcoordination

(2 PO)(2 PO)

Think Tanks (4)Think Tanks (4)

Romanian AcademyRomanian Academy

ASTRASTR

Academy of Agri. SciencesAcademy of Agri. Sciences

AGIRAGIR

Military Equipment and Military Equipment and Technologies Research Technologies Research

AgencyAgency


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A large ConsortiaA large Consortia

Significant extra managerial workload;Significant extra managerial workload;

butbut All important stakeholders were represented;All important stakeholders were represented;

even moreeven more Some organizations asked during the exercise to Some organizations asked during the exercise to

become official partners in the project (e.g. become official partners in the project (e.g. Romanian Academy);…Romanian Academy);…interesting and unusualinteresting and unusual

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Steering Committee, 5 persons:Steering Committee, 5 persons:– Immediate past State Secretary for Research who Immediate past State Secretary for Research who

launched the foresight exercise;launched the foresight exercise;– The State Secretary for Research who started the The State Secretary for Research who started the

NRDP I implementation, in 1999;NRDP I implementation, in 1999;– A vice-president of Romanian Academy;A vice-president of Romanian Academy;– President of Consultative Council for Technology-President of Consultative Council for Technology-

National Authority for Scientific Research;National Authority for Scientific Research;– President of the National University Research President of the National University Research

Council.Council.

An Old Boys Club?An Old Boys Club?

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Adrian CURAJ


Q: Feasible or not?Q: Feasible or not?

LL3:LL3: However you call it and the names you use panels, HLEG, etc. a However you call it and the names you use panels, HLEG, etc. a clear WBS is a must for a large project. clear WBS is a must for a large project.

Be careful at coordination and information flow to avoid running in Be careful at coordination and information flow to avoid running in parallel, separately, a number of small projects.parallel, separately, a number of small projects.

Wp1 Wp1 ManagementManagement

Wp2 Wp2 RDI System RDI System AssessmentAssessment

Wp3 Wp3 Priorities and Priorities and

VisionVision

Wp4 Wp4 StrategyStrategy

Wp5 Wp5 PlanPlan

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Adrian CURAJ

Organizational Structure (6)Organizational Structure (6)International Advisory BoardInternational Advisory Board

EC, DG-R:EC, DG-R:– Directorate K2;Directorate K2;– IPTS-JRCIPTS-JRC– ERCERC

World BankWorld BankUNIDOUNIDOUNESCO-CEPESUNESCO-CEPESNational Science Foundation;National Science Foundation;European Science FoundationEuropean Science FoundationNWO-Holland;NWO-Holland;EARMAEARMAandandFrom From Hungary: HAS-Vice-presidentHungary: HAS-Vice-presidentSpainSpain

– Science Policy;Science Policy;– BiotechBiotech

UKUK– TTTT

SenateSenate: Commission for : Commission for

Education and ResearchEducation and Research

Parliament: ICT CommissionParliament: ICT Commission

Prime minister: a counselor Prime minister: a counselor

Presidency: a state counselorPresidency: a state counselor

Romanian Academy: a Vice-Romanian Academy: a Vice-

presidentpresident

Group Renault-vice-presidentGroup Renault-vice-president

GEA-think tank, past minister of GEA-think tank, past minister of

finance;finance;

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March 2005

March 2005

Project Start Project Start (Mutual Learning Workshop(Mutual Learning WorkshopForLearn-IPTS Seville)ForLearn-IPTS Seville)

Expected startExpected start of theof the

implementationimplementation

Public tender for Public tender for the projectthe project

RDI System RDI System AssessmentAssessment

RDI System RDI System AssessmentAssessment

Multiple visionsMultiple visions(foresight results)(foresight results)

Multiple visionsMultiple visions(foresight results)(foresight results)

National National RDI StrategyRDI Strategy

National National RDI StrategyRDI Strategy

RDI Plan RDI Plan (framework)(framework)

RDI Plan RDI Plan (framework)(framework)

RDI Plan RDI Plan (details)(details)

RDI Plan RDI Plan (details)(details)

June 2005

June 2005

July 2006

July 2006Oct 2006

Oct 2006

Sept 2006

Sept 2006

Dec 2005

Dec 2005Jan 2007

Jan 2007

Dec 2005

Dec 2005Nov 2006

Nov 2006

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Adrian CURAJ


Skill/Will matrix adapted from ForLearn projectSkill/Will matrix adapted from ForLearn project

Romanian Romanian Foresight ExerciseForesight ExerciseStakeholdersStakeholders

To whom To whom should be should be givengiven a a special special

attentionattention

Who shouldn’t be Who shouldn’t be involvedinvolved

Who can be omittedWho can be omitted Who should beWho should be

The most important The most important to participate in to participate in

Are willing to Are willing to participate but are participate but are lacking the skillslacking the skills

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Adrian CURAJ

Romanian Romanian Foresight ExerciseForesight ExerciseStakeholdersStakeholders

LL4. CLL4. C3 3 (Communicate/Communicate/Communicate) (Communicate/Communicate/Communicate) with your stakeholders even if it seems to be with your stakeholders even if it seems to be crystal clear for everybody. crystal clear for everybody.

LL4’. Do not forget general public; they are tax payers and have to LL4’. Do not forget general public; they are tax payers and have to be informed. Scientific citizen... be informed. Scientific citizen...

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Adrian CURAJ

Romanian Romanian Foresight ExerciseForesight Exercise

Foresight ArchitectureForesight Architecture PROBLEMSPROBLEMS

Fragmentation Fragmentation within the system within the system / lack of cohesion / lack of cohesion

Need for Need for planning planning thethe effective use of effective use of structural fundsstructural funds

Low level of Low level of science – society science – society dialoguedialogue

THE FOUR PILLARS OF THE FOUR PILLARS OF ROMANIAN S&T ROMANIAN S&T

FORESIFORESIGGHTHT

ANALYSIS OF SOCIO-ANALYSIS OF SOCIO-ECONOMIC NEEDS ECONOMIC NEEDS

present present -- medium term medium term futurefuture

MOST PROMISING MOST PROMISING SCIENTIFIC RESEARCH SCIENTIFIC RESEARCH

presentpresent

STRATEGIC VISIONS STRATEGIC VISIONS present present -- medium term medium term

futurefuture

RERESULTSSULTS

Foresight into the Foresight into the R&D System with R&D System with the time horizon the time horizon 2020, 2020, particularized for particularized for 20132013

Suggestions on Suggestions on the fields of S&T the fields of S&T Romanian R&D Romanian R&D System should System should focus.focus.

ANALYSIS OF ANALYSIS OF THETHE R&D R&D SYSTEM SYSTEM

present present -- medium term medium term futurefuture

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Adrian CURAJ


Foresight approach:Foresight approach:

1. Systematic1. Systematic• Six consultation rounds with specific methodologies for Six consultation rounds with specific methodologies for

defining RDI prioritiesdefining RDI priorities

2. Collaborative2. Collaborative• 800 persons in workshops, 5000 online800 persons in workshops, 5000 online

3. Prospective:• a long tem visiona long tem vision

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Adrian CURAJ

Romanian Romanian Foresight Exercise Foresight Exercise

Systematic ApproachSystematic Approach

Institutional Institutional DialogueDialogue

Domains Domains of Interestof Interest

On-line On-line surveysurvey


Panel 1Panel 1

Panel 2Panel 2

Panel 3Panel 3

Panel 4Panel 4

Panel 5Panel 5

Panel 6Panel 6

Panel 7Panel 7

Cross- impactCross- impact

Public Public EventEvent

WorkshopWorkshop


Institutional Institutional Dialogue Dialogue

StakeholdersStakeholdersPoles of Poles of

excellenceexcellencePossible Possible PrioritiesPriorities

Negotiation Negotiation WorkshopWorkshop

Possible Possible PrioritiesPriorities

Delphi Delphi Runda IRunda I

Multi-criteria Multi-criteria

analyzeanalyze

Multiple Multiple Visions Visions

RTDIRTDI20202020

ScenariosScenarios

Panel 1Panel 1

Panel 2Panel 2

Panel 3Panel 3

Panel 4Panel 4

Panel 5Panel 5

Panel 6Panel 6On-line On-line SurveySurvey

Cross-ImpactCross-ImpactAnalyzeAnalyze Panel 7Panel 7

WS 2WS 2

WS 1WS 1

WS 3WS 3

WS 4WS 4

WS 5WS 5

WS 6WS 6

WS 7WS 7 reportreport

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Romanian Romanian Foresight Foresight

ExerciseExercise

Collaborative ApproachCollaborative Approach

Institutional Institutional DialogueDialogue


On-line On-line surveysurvey


Panel 1Panel 1

Panel 2Panel 2

Panel 3Panel 3

Panel 4Panel 4

Panel 5Panel 5

Panel 6Panel 6

Panel 7Panel 7

Cross- impactCross- impact

Public Public EventEvent

WorkshopWorkshop


Institutional Institutional Dialogue Dialogue

StakeholdersStakeholdersPoles of Poles of

excellenceexcellencePossible Possible PrioritiesPriorities

Negotiation Negotiation WorkshopWorkshop

Possible Possible PrioritiesPriorities

Delphi Delphi Runda IRunda I

Multi-criteria Multi-criteria

analyzeanalyze

Multiple Multiple Visions Visions

RTDIRTDI20202020

ScenariosScenarios

Panel 1Panel 1

Panel 2Panel 2

Panel 3Panel 3

Panel 4Panel 4

Panel 5Panel 5

Panel 6Panel 6On-line On-line SurveySurvey

Cross-ImpactCross-ImpactAnalyzeAnalyze Panel 7Panel 7

WS 2WS 2

WS 1WS 1

WS 3WS 3

WS 4WS 4

WS 5WS 5

WS 6WS 6

WS 7WS 7 reportreport

11 key institutions

1091 respondents

147experts

7*20experts

640experts

500Resp.

4880Resp.

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PanelsPanels

Panel 1: Panel 1: Information Society Technologies Information Society Technologies

Panel 2: Panel 2: Competitiveness through innovationCompetitiveness through innovation

Panel 3: Panel 3: Quality of lifeQuality of life

Panel 4: Panel 4: Social and cultural dynamicsSocial and cultural dynamics

Panel 5: Panel 5: Sustainable developmentSustainable development

Panel 6: Panel 6: Institutional building/empoweringInstitutional building/empowering

Panel 7: Panel 7: Science, frontier science, knowledge Science, frontier science, knowledge

developmentdevelopment

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PanelsPanels

– 15 experts each;15 experts each;

– Chair, one deputy chair, and one rapporteur; Chair, one deputy chair, and one rapporteur;

– Chair was asked to nominate experts consulting Chair was asked to nominate experts consulting project partners, key stakeholders and use her/his project partners, key stakeholders and use her/his personal contacts; personal contacts;

– A balance distribution between A balance distribution between S&T; S&T governance; S&T; S&T governance; Central and Local Adm.; Industry & Business; Civil Central and Local Adm.; Industry & Business; Civil Society;Society;

– No major changes from nomination to membership. No major changes from nomination to membership.

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February- March 2006February- March 2006

Panels on each Panels on each

Domain of InterestDomain of Interest

P1-P7P1-P7

Panels’ activityPanels’ activity

Methods: Methods:

Desk research, Desk research, Workshops, Workshops, Interviews with Interviews with stakeholdersstakeholders

max. 99max. 99

List of possible List of possible priorities for each priorities for each Domain of InterestDomain of Interest

3 - 303 - 30

Answers per Answers per stakeholder stakeholder possible priorities possible priorities for the Domain of for the Domain of Interest (DoI)Interest (DoI)

400-800 400-800 possible priorities possible priorities for each for each Domain of InterestDomain of Interest

Reacti

on

Reacti

on

Clustering Clustering

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7 7 Negotiation Negotiation Workshops Workshops

Parallel and Parallel and plenary plenary sessionssessions

3232

Possible RTDI Possible RTDI PrioritiesPriorities

D7D7

60-100 60-100 participants /Workshopparticipants /Workshop

Reacti

on

Reacti

on

15 15 Possible RTDI Possible RTDI

Priorities on each Priorities on each Domain of InterestDomain of Interest

D1-D6D1-D6Preparing the statements Preparing the statements

for the Delphi surveyfor the Delphi survey

++

14-30 March 200614-30 March 2006

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Reacti

on

Reacti

on

April – May 2006April – May 2006

Delphi SurveyDelphi Survey

Round I Round I

(D1-D6)(D1-D6)

Criteria:Criteria:

– Economic Growth;Economic Growth;– Job Creation;Job Creation;– Social Cohesion;Social Cohesion;– Environmental Environmental

Impact;Impact;– Attractiveness for Attractiveness for

private investments;private investments;– Knowledge Knowledge

production; production; – RTDI System RTDI System

Capacity to deliver Capacity to deliver significant results.significant results.

4880 4880 persons saving sessions:persons saving sessions:

– 1164 for D1: 1164 for D1: Information Society Information Society TechnologiesTechnologies

– 650 for D2 : 650 for D2 : Competitiveness Competitiveness through innovationthrough innovation

– 549 for D3 : 549 for D3 : Quality of lifeQuality of life– 541 for D4 : 541 for D4 : Social and Cultural Social and Cultural

DynamicsDynamics– 474 for D5: 474 for D5: Sustainable Sustainable

DevelopmentDevelopment– 551 for D6 : 551 for D6 : Institutional building Institutional building

of the National RDI System in the of the National RDI System in the knowledge societyknowledge society

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Reacti

on

Reacti

on

April – May 2006April – May 2006

On-line SurveyOn-line Survey

Basic ResearchBasic Research

D7D7

Two dimensions:Two dimensions:

1.1. Existing Potential Existing Potential to produce to produce publications in publications in highly ranked highly ranked Journals;Journals;

2.2. Convergence with Convergence with the directions of the directions of investigation (D1-investigation (D1-D5); links with the D5); links with the socio-economic socio-economic needsneeds

More than 700 personsMore than 700 persons

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Business representatives in foresight

Business representatives in foresightBusiness representatives in foresight

November 2005November 2005 (Institutional consultations) (Institutional consultations)

– ADER (Romanian Association for Economic Development)ADER (Romanian Association for Economic Development)

– AOAR (Romanian Association of Business-persons)AOAR (Romanian Association of Business-persons)

– UGIR 1903 (General Union of Romanian Industrialists)UGIR 1903 (General Union of Romanian Industrialists)

December 2005-January 2006December 2005-January 2006 (Online consultation) (Online consultation)

– 85 respondents from business sector85 respondents from business sector

February – March 2006February – March 2006 (Stakeholder consultation) (Stakeholder consultation)

– 40% of the approx 800 institutions40% of the approx 800 institutions

June 2006June 2006 (Consultation of business sector) (Consultation of business sector)

– 26 employers’ associations26 employers’ associations

– 89 89 companies companies

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Romanian Romanian Foresight ExerciseForesight ExerciseProspective dimensionProspective dimension

Vision 2020Vision 2020

A. Priorities for further research (26)A. Priorities for further research (26)

B. Priorities of the RDI system transformationB. Priorities of the RDI system transformation

C. Scenarios of RDI system development (4)C. Scenarios of RDI system development (4)

D. Strategic visionD. Strategic vision

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Step 1:Step 1: From ordered list of possible priorities to the list of From ordered list of possible priorities to the list of

prioritiespriorities

– – Find two personalities for each of the 5 categories of thematic Find two personalities for each of the 5 categories of thematic

prioritiespriorities

– – Focus group: choosing up to 5 priorities out of the first 8Focus group: choosing up to 5 priorities out of the first 8

from the ordered list of 15 for each categoryfrom the ordered list of 15 for each category

Result : 26 RDI prioritiesResult : 26 RDI priorities

Step 2Step 2: : Elaborate a fiche for each of the 26 prioritiesElaborate a fiche for each of the 26 priorities

– – Invite a personality for each of the 26 selected prioritiesInvite a personality for each of the 26 selected priorities

– – A set of interviews for developing fiches (including rationale A set of interviews for developing fiches (including rationale

of public investment in the field and establishing key aspects of public investment in the field and establishing key aspects

of the priority)of the priority)

Priorities for further researchPriorities for further research

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LL5. LL5. When you find proper persons for developing fiches have be When you find proper persons for developing fiches have be

sure ToR are simple and clear, crystal clearsure ToR are simple and clear, crystal clear. .

Work person to personWork person to person; it is difficult to make proper arrangements for large ; it is difficult to make proper arrangements for large meetings.meetings.

Be sure the task is well understoodBe sure the task is well understood just in order not to lose days and weeks. just in order not to lose days and weeks.

Case by case and person by person you should decideCase by case and person by person you should decide to interview the key to interview the key person, develop a draft, discuss the draft and make adjustments a.s.o until the person, develop a draft, discuss the draft and make adjustments a.s.o until the moment the key person takes the ownership of a fiche. moment the key person takes the ownership of a fiche.

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Romanian Romanian Foresight ExerciseForesight ExerciseFrom system priorities to visionFrom system priorities to vision

Step 1.Step 1. Selecting 5 of the 20 priorities for the RDI system Selecting 5 of the 20 priorities for the RDI system

transformationtransformation

Step 2.Step 2. Establishing the detailed meaning for each of 5 priorities Establishing the detailed meaning for each of 5 priorities

Step 3.Step 3. Formulating scenarios Formulating scenarios

Step 4.Step 4. Writing a story for each scenario Writing a story for each scenario

Step 5.Step 5. Choosing the dominant scenario Choosing the dominant scenario

Step 6.Step 6. Combining the scenarios into the vision Combining the scenarios into the vision

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Romanian Romanian Foresight ExerciseForesight ExerciseFrom system priorities to vision; From system priorities to vision;

1. 1. KNOWLEDGE NETWORKSKNOWLEDGE NETWORKS

The RDI system is connected The RDI system is connected to international to international developments in the field of developments in the field of knowledge knowledge

2. 2. BRIDGES OF SCIENCEBRIDGES OF SCIENCE

Scientific activity and Scientific activity and research policies are well research policies are well integrated into the social integrated into the social construction construction

3. 3. PPRIVATERIVATE INTEREST FOR INTEREST FOR PUBLIC GOODPUBLIC GOOD

The RDI system supports The RDI system supports innovation as a basis of innovation as a basis of company competitivenesscompany competitiveness

4. 4. RESEARCH – AN ELITE OF RESEARCH – AN ELITE OF SOCIETYSOCIETY

The RDI system attracts and The RDI system attracts and motivates those catering to motivates those catering to societal needs to generate societal needs to generate knowledge.knowledge.

ScenariosScenarios

Dominant Dominant ScenarioScenario

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ForesightForesightNational RDI prioritiesNational RDI priorities

RDI Strategy

– Introduction;– Vision;– Current status;– RDI system objectives;

– Human resources;– Capacities;– Exploratory research;– Priorities of public RDI

investment; – Innovation;– Institutional performance;– RDI system governance

RDI system RDI system assessmentassessment

Scenario buildingScenario building

PersonalitiesPersonalitiesWorkshopWorkshop

Key personsKey personsFocus groupFocus group

ForesightForesightRDI system RDI system

transformation prioritiestransformation priorities

ForesightForesightBasic research potentialBasic research potential

RDI StrategyRDI Strategy

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The Vision in Strategy

Vision statement:Vision statement:

The RDI system will represent the driver of the The RDI system will represent the driver of the knowledge society development in Romania, being able knowledge society development in Romania, being able to support the innovation in all the fields that contribute to support the innovation in all the fields that contribute to the welfare of the citizens and also to reach the to the welfare of the citizens and also to reach the internationally acknowledged scientific excellence.internationally acknowledged scientific excellence.

One page visionOne page vision

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RDI System Objectives

1.1. Knowledge creationKnowledge creation– top scientific and technological resultstop scientific and technological results

2.2. Romanian economy competitivenessRomanian economy competitiveness– Focus on innovation in business sectorFocus on innovation in business sector

3.3. Social qualitySocial quality– Science and technology supporting human and Science and technology supporting human and

social development social development

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Priorities of public RDI investmentPriorities of public RDI investment

The 26 priorities have been clustered in 8 categories:The 26 priorities have been clustered in 8 categories:–Information Technology and CommunicationsInformation Technology and Communications–EnergyEnergy–EnvironmentEnvironment–HealthHealth–Agriculture, food security and safetyAgriculture, food security and safety–BiotechnologiesBiotechnologies–Innovative materials, processes and goodsInnovative materials, processes and goods–Social and economic researchSocial and economic research

Clustering process: workshopClustering process: workshopIn the Strategy every cluster has a rationale, objectives and thematic In the Strategy every cluster has a rationale, objectives and thematic categories.categories.

Campbell WARDEN


Adrian CURAJ



Priorities of public RDI investmentPriorities of public RDI investment

The 26 priorities have been clustered in 8 categories:The 26 priorities have been clustered in 8 categories:–Information Technology and CommunicationsInformation Technology and Communications–EnergyEnergy–EnvironmentEnvironment–HealthHealth–Agriculture, food security and safetyAgriculture, food security and safety–BiotechnologiesBiotechnologies–Innovative materials, processes and goodsInnovative materials, processes and goods–Social and economic researchSocial and economic research

Clustering process: workshopClustering process: workshopIn the Strategy every cluster has a rationale, objectives and thematic In the Strategy every cluster has a rationale, objectives and thematic categories.categories.

Campbell WARDEN


Adrian CURAJ

ForesightForesightNational RDI prioritiesNational RDI priorities

RDI Strategy

– Introduction;– Vision;– Current status;– RDI system objectives;

– Human resources;– Capacities;– Exploratory research;– Priorities of public RDI

investment; – Innovation;– Institutional performance;– RDI system governance

RDI system RDI system assessmentassessment

Scenario buildingScenario building

PersonalitiesPersonalitiesWorkshopWorkshop

Key personsKey personsFocus groupFocus group

ForesightForesightRDI system RDI system

transformation prioritiestransformation priorities

ForesightForesightBasic research potentialBasic research potential

National RDI PlanNational RDI Plan

RDI PlanRDI Plan

Introduction

Programs: P1. Human resources P2. Capacities P3. Ideas P4. Priorities of public investment P5. Innovation P6. Institutional core-funding

Institutional framework

Investment model

Campbell WARDEN


Adrian CURAJ

Investment ModelInvestment Model

Campbell WARDEN


Adrian CURAJ


Our links:Our links:

- UNIDO – FP6 SSA project- Just approvedUNIDO – FP6 SSA project- Just approved- ForLearn- beneficiaries and providers – Mutual ForLearn- beneficiaries and providers – Mutual

Learning Workshops Learning Workshops - EFMN- The European Foresight Monitoring EFMN- The European Foresight Monitoring

NetworkNetwork- FORSOCIETY- ERA-NET FP6 project, voluntary FORSOCIETY- ERA-NET FP6 project, voluntary

participation to the benchmarking exerciseparticipation to the benchmarking exercise- COST A22-ForesightCOST A22-Foresight

””The future of Higher Education in Romanian” The future of Higher Education in Romanian” (?!?)(?!?)

Campbell WARDEN


Adrian CURAJ

Thank you!Thank you!

Questions, comments please.Questions, comments please.

Documents

Foresight in Policy cycles: case of Romania