Presentation1DamienC lancy

Slide1: 

Are business & Academia geared up to provide a future for high level researchers in Ireland? 9am - 2pm 30th November 2005 The Helix, DCU, Dublin 9 “CAREERING TOWARDS THE KNOWLEDGE SOCIETY”

Slide2: 

President of IUA, President of DCU Welcome to the Conference PROF. FERDINAND VON PRONDZYNSKI

Slide3: 

Minister for Enterprise, Trade & Employment Opening Address MR MICHEÁL MARTIN T.D

Slide4: 

Managing Director, Aughinish Alumina Strategic Development of R&D Links with Academia DAMIEN CLANCY

Sustainable R&D Investment for Sustainable Research Careers : 

Sustainable R&D Investment for Sustainable Research Careers Damien Clancy MD Aughinish Alumina Ltd

Aughinish Alumina : 

Aughinish Alumina Located 25 miles west of Limerick City on the Shannon Estuary Large Heavy Chemical Plant Complex and highly integrated process Completed expansion to 1.8Mtpa of Alumina (Aluminium Oxide) in 2005 Operating in a commodity industry which is very competitive, cost driven with little or no product differentiation. Aughinish

Company Strategy: 

Company Strategy Objective: To maintain margin In achieving this we must be productive and efficient 3 Fold Manage Environmental and Energy Costs Increase production to reduce fixed costs and overheads Position R&D to protect the operation in the medium term

R&D History: 

R&D History Pre -1999 Directed and carried out by ALCAN off-shore in laboratories in Canada and in the UK Post -1999 R&D Vacuum Decreased dependence on ALCAN Sourced new R&D providers Developed our R&D Management Capability

R&D Strategy: 

R&D Strategy To use a small number of world-class R&D institutions to provide Aughinish with innovative solutions in line with the company’s business strategy Australia World Class Refineries World Class Research University of Limerick

Collaboration with University of Limerick: 

Collaboration with University of Limerick 2002 2003 2004 2005 2006 2007 Low Key activity in a number of Areas Structures put in place Collaborative Agreement €5.2 million over 4 years Programme Focused Knowledge Retention Marie Curie Programme Capital Infrastructure Investment Internationally recognised Alumina Process Research Centre 1999 Little R&D Control

No of Researchers funded by Aughinish at UL: 

No of Researchers funded by Aughinish at UL

Aughinish’s R&D Providers: 

Aughinish’s R&D Providers UL Close by World Class Facilities Academic Staff Very experienced in our sub processes Willingness and interest Government and EU Funding Australia Very knowledgeable on Alumina Refinery Processes Developed expertise over past 20 years with Industry support Excellent Facilities History of Industry Collaboration Keen understanding of Industry and its needs Very forward thinking AAL encouraging the development of links between groups through Practical means. Increases and broadens the experience of researchers

Our Collaborative Model: 

Our Collaborative Model 2003 signed a 4 year Collaborative Agreement with UL worth €5.2 million Moved towards Programme Based R&D Building R&D groups around a particular area of expertise, e.g. Crystallisation Computional Fluid Dynamics Committed Funding over a longer period Continuity Build up core expertise Retention of knowledge and skills Very suitable for training of new researchers Use the group to research on specific projects with a close link back into Industrial Organisation Access to laboratories Access to experience technical staff Industrial experience for researcher Encourage synergies between R&D groups Link UL to other R&D institutions world-wide that have applicable experience Bring the experts in the field to UL through an annual conference Generate Contacts New techniques Accelerate through Marie Curie Programme

Structure of Relationship: 

Structure of Relationship Bi Annual Updates To CEO’s Collaborative Agreement A High Level view of how the 2 organisations do business together Project Agreement (Very Important) Project needs to function on a Business Framework not an academic one. Needs of the Researcher also addressed

Return on Investment: 

Return on Investment No short term gains Takes about 2 years for results to flow Very confident about the long term potential to generate a high rate of return Using Public funding programmes to reduce risk and parallel / accelerate research activities

Collaborative R&D Funding – An Industry Perspective: 

Collaborative R&D Funding – An Industry Perspective Very good support on the ground Industry Liaison at University level CHIU Very good facilities Access to large scale European Research Facilities to complement UL laboratories BUT A recognition by all that University – Industry Collaboration is a key means of economic development A more co-coordinated strategy through 1 government agency An array of government bodies involved often with different objectives

Our experience of Collaborative R&D: 

Our experience of Collaborative R&D A Partnership but unlike regular commercial relationships Develop synergies between technical disciplines Academic structures often make this difficult Be conscious of the needs of the Researcher Publication, publication, publication Some freedom in the research is needed, you are employing a skilled scientist or engineer not a technician. Think long term Examine the Australian model of Co-operative Research Centres Longer term funding models pulling industry and research institutions together. 3 year project based model is too short for researcher career development and quality of research may be suffering.

Slide18: 

Toxicology Manager, Remedi, NUI Galway Experience of International Career Mobility DR. MARY MURPHY

An Experience of International and Intersectoral Career Mobility: 

An Experience of International and Intersectoral Career Mobility Mary Murphy, PhD

Traditional Academic Scientist Career Format: 

Traditional Academic Scientist Career Format Independent isolated laboratory Leadership centers around individual PI Small university departments devoted to a single discipline Substantial teaching commitments Individual investigator grant support for research Early tenure Expects to remain for life Main reporting structure includes grant applications and peer-reviewed publications

Industry Scientist Career Format: 

Industry Scientist Career Format Team–based approach Role of individual scientist less important than the team Crosses multiple disciplines Heavy emphasis on strategic planning and project planning Short reporting cycle (1 month) Constant appraisal and reassessment Frequent changes in direction Subject to remote commercial pressures

The Academic Laboratory: 

The Academic Laboratory Under full control of PI Informal Written laboratory notebooks Frequent public disclosure at conferences, in theses and abstracts Poor appreciation of the value of IP Little attention to Standard Operating Protocols Little attention to monthly reports Hands-off approach by senior management No application of Good Laboratory Practice Often poor safety standards

The Industrial Laboratory: 

The Industrial Laboratory Matrix management, multiple reporting structures Highly organised Document control systems Strong emphasis on protection of IP Public disclosure only after patent filing All procedures defined by Standard Operating Protocols Multiple written reports (at least monthly) Full compliance with GLP necessary Strong emphasis on safety

University-Industry Partnership: 

University-Industry Partnership Many scientists now move between industry and academia University research must have industry relevance (SFI, IDA) Traditional university department structure less relevant Centre-like behaviour Economic development depends on research having some industrial relevance New metrics include patents filed, commercialization activities based on spin-off enterprise and technology licensing Technology Transfer Office more relevant

International and Intersectoral: 

International and Intersectoral

Academic Research Experience: 

Academic Research Experience Ireland Small research groups Little exposure to other research strands or collaborative research Few post-doctoral researchers Specific projects with limited development of skills Few opportunities to develop presentation or report writing skills Little input by clinicians

Academic Research Experience: 

Academic Research Experience US Clustered research Groups with broad range of skills High proportion of postdoctoral researchers Greater emphasis on presentations Strong involvement of clinicians

Industrial Research Experience: 

Industrial Research Experience Stem cell company start-up Multi-tasking Project-oriented with multidisciplinary group Research Quality assay development Pre-clinical development Regulatory submissions Strong emphasis on IP but also publications and conference presentations Grant-writing enabled and encouraged

Regenerative Medicine Institute (REMEDI): 

Regenerative Medicine Institute (REMEDI) Located at NUI, Galway and UCHG Funded under SFI campus-industry partnership Centres for Science Engineering and Technology (CSET) programme Vision To develop a new and realisable paradigm for medicine in the future utilising minimally invasive therapeutic approaches to promote organ and tissue repair and regeneration rather than replacement Stem cell and gene therapy

Bone Marrow Stem Cells: 

Bone Marrow Stem Cells

Slide31: 

Stem Cell

REMEDI Programmes in Stem Cell Biology: 

REMEDI Programmes in Stem Cell Biology Adult stem cells Bone marrow Adult peripheral blood Cardiac stem cells Umbilical cord blood Adipose Tissue Stem Cell Proteomics and Phage Display Stem Cell Genomics Transcription factors Regulation of Differentiation Stem cells in disease Osteoarthritis Type 1 diabetes

Target Research Areas in Stem Cell and Gene Therapy: 

Target Research Areas in Stem Cell and Gene Therapy Cardiovascular diseases Orthopaedic diseases Pulmonary diseases Neurological diseases Basic stem cell biology Gene vector development

REMEDI Partners: 

REMEDI Partners Medtronic Cardiovascular diseases Charles River BioLabs Animal models of human disease

Regenerative Medicine Institute: 

Regenerative Medicine Institute Gene Therapy Adult Stem Cell Therapy Immunology Proteomics Genomics GMP Manufacturing Toxicology/Preclinical Testing Clinical Development Commercialization Basic Research

Industry Partnerships and Knowledge Transfer at REMEDI: 

Industry Partnerships and Knowledge Transfer at REMEDI Full partner involvement in drawing up research programme plans Clear reporting structures Involvement of the industry partners in REMEDI management activities Quarterly detailed progress reports Regular visits of REMEDI Directors to partner headquarters and vice versa Partner membership of the REMEDI IP Advisory Committee and full access to information on invention disclosures and patent filings Review of all manuscripts, abstracts, posters etc. prior to submission A close and bilateral working relationship between REMEDI project scientists and partner scientists

RESEARCHER Skills for Industry : 

RESEARCHER Skills for Industry Skills that industry needs from researchers coming out of university Broad skills base Flexibility Knowledge of GLP, GMP, Quality Issues Understanding of Intellectual Property Issues Knowledge of clinical trial design and regulatory issues Good presentation skills to diverse audiences Understanding of project-oriented management Team-based Deadline-oriented

Can Universities/Institutes meet this challenge?: 

Can Universities/Institutes meet this challenge? More practical courses Increase industrial placements Team-based projects Business modules in science degrees IP Project management techniques Legal/regulatory affairs Modules on clinical research strategies Modules taught by industry leaders Post-graduate entrepreneurial courses Business writing courses

Universities/Institutes - Industry : 

Universities/Institutes - Industry Greater interaction/trust Courses created after consultation University/Industry/Clinicians Constant feedback

Slide40: 

Plant Manager, Tyco Healthcare Sourcing Skilled Researchers for the Pharmaceutical Industry BRENDAN O’CALLAGHAN

Slide41: 

Project Director, expertiseireland.com expertiseireland.com – A Gateway to Ireland’s Knowledge Base DR. CONOR LONG

Slide42: 

Conor Long - Project Director Celia Gallagher - Project Manager

Slide43: 

Expertiseireland.com is owned by IUA Funded by InterTradeIreland

Slide44: 

Knowledge holder Knowledge user

Slide45: 

Knowledge holder Knowledge user Academics Industrialists Consultants Media Academics Industrialists Consultants Media

Slide46: 

Knowledge holder Knowledge user Academics Industrialists Consultants Media Academics Industrialists Consultants Media

Slide47: 

expertiseireland.com What is it? Operational concept Current status Future developments

What is expertiseireland.com?: 

All island portal for expertise Large database of professional output Simple search tool Information on funding opportunities (SME) Technology transfer opportunities Growing database of commercial expertise What is expertiseireland.com?

Operational concept: 

Operational concept Simple data collection Minimal impact on data providers Up-to-date data Obvious benefits to all stakeholders

Data flow: 

Data flow UCD TCD DCU NUIM DIT ITT QUB UU UCC UL NUIG

Current status: 

Current status All universities, North and South of the border, DIT and ITT contributing expert profiles Other ITs coming on stream Over 4,000 profiles updated daily (50,000 citations, 30,000 conference presentations)

Future developments: 

Future developments POP (project opportunities partnership) Search Direct access to source material Linkage to European expertise portal

Thanks: 

Thanks CHIU InterTradeIreland Dr Celia Gallagher

Slide58: 

Damien Clancy – Aughinish Alumina Dr. Mary Murphy – Remedi, NUI Galway Brendan O’Callaghan – Tyco Healthcare Chaired by: Dr Jim Ryan, Circa Consulting Group PANEL DISCUSSION

Slide59: 

Are business & Academia geared up to provide a future for high level researchers in Ireland? 30 Minute Coffee Break - Top Floor Foyer “CAREERING TOWARDS THE KNOWLEDGE SOCIETY”

Slide60: 

Principal Investigator, ISERC, UL Funding – The Oil in the Wheels of Collaboration PROF. KEVIN RYAN

Slide61: 

Business – Academia Linkages Examples of Success Professor Kevin Ryan “Careering Towards the Knowledge Society” – IUA/IBEC 30 November 2005 University of Limerick OLLSCOIL LUIMNIGH

Contents: 

Contents UL’s History (very brief) Industry & Business Interaction Examples of Success The ISERC CSET Career and Salary Issues Structural Issues Summary

National Technological Park: 

National Technological Park Established 1984 by Shannon Development University of Limerick Local agencies Home to 90 organisations Multinationals, R&D entities, Irish tech. Companies, Campus Companies Innovation centre

Industry & Business Interaction: 

Industry & Business Interaction Cooperative education and graduate placement. Lifelong Learning/Executive education. Industrial Research Policy Spin-Offs and FDI

Co-operative Education: 

Co-operative Education Some 2,000 placements per year Employer contribution of €19m p.a. Network: over 1,400 employer organisations. 35% placements are international 700 employers visit the campus annually First point of contact with the University – acquire and develop company intelligence.

Life-Long Learning and Executive Education: 

Life-Long Learning and Executive Education

Life-Long Learning and Executive Education: 

Life-Long Learning and Executive Education

Industrial Research Policy: 

Industrial Research Policy Focus on supporting development of a high tech indigenous sector. Use of collaboration and mentor initiatives, TTI. Research and IP licensing Anchor current and future FDI. research and IP licensing Develop new high potential start-ups (HPSU). Use campus company formations as preferred method of commercialisation, over licensing.

Slide69: 

Piercom (Software Re-engineering Tools & Services) Arose from EU Funded Project (REDO) ’89-’94 Spun-off in ’93 – 3 rounds of VC up to ’99 Peaked at 45 employees MBO and restructuring result in small, refocused company QAD (FDI – Californian ERP Software Supplier) Attracted by Research (especially REDO & Piercom) in ‘97 Established Software R&D for EMEA on Natl. Tech. Park Continuing research relationship with UL Partner in ISERC in ‘05 Spin-offs and FDI – Some Examples

Slide70: 

Research spin-off from the Stokes Research Institute at University of Limerick. €1 million in venture capital funding (Kernel Capital) – September 05. New cancer diagnostic equipment, based on analysis of the human genome. Micro-fluidic Analysis System’ for cancer diagnosis.

Slide71: 

Based on work carried out in the Interaction Design Centre at the University of Limerick (pre-incorporation stage). Control digital parameters in multimedia applications with breath. DAM (Domestic Asthma Management) games Targeting youth market using mobile telecommunication.

Aughinish Alumina Relationship: 

Aughinish Alumina Relationship To Date: Aughinish initiated - mid 2001 Needs driven from outset Project Based – clear goals and outputs. Benefited from PRTLI Investment – MSSI. Use of Standard Draft Agreements. Clear communications - Steering Committee. €5.2m investment - October 2003

Irish Software Engineering Research Centre: 

Irish Software Engineering Research Centre SFI funded CSET – €11.7m Involving researchers from University of Limerick Dublin City University Trinity College Dublin University College Dublin

ISERC's Mission…: 

ISERC's Mission… To advance the state-of-the-art in strategic software engineering for specific application domains ISERC will produce domain focused, world class research of industrial relevance that gives “Ireland Inc” the maximum competitive advantage Involves researchers moving between universities and industry

Industrial Partners: 

Industrial Partners Aimware Analog Devices (I) Ashling Microsystems Beaumont Hospital Robert Bosch GmbH IBM Ireland Iona Technologies plc Intel Ireland Ltd Kugler Maag cie Motorola Ireland Piercom QAD Ireland Ltd Silicon & Software Systems eVolve Systems

Career and Salary Issues: 

Career and Salary Issues Grade6 Admin– recent graduate – €33k – 45k University Lecturer (IoT higher!) – €47k- 76k Technician – recent grad – € 34k – 43k PostDoc – recent PhD – € 35k – 50k Research Fellow – PhD + Significant Achievement + Independent Researcher €58k – 73k Not to mention permanency, pension etc.

Structural Issues: 

Structural Issues Value attached to experience Of industry by academia Of academic by industry Limited long-term research until recently One example – Barry Macken First Head of Electronics at NIHE Limerick ’75 World-wide Head of Quality – Analog Devices ’95 First Director of (Academic) Quality – UL ‘00

Summary: 

Summary At UL Industrial Collaboration is well established Experience has been overwhelmingly positive Academia and Industry mutually benefit But obstacles remain to ‘careering’ further… Must have a well-paid research career structure Need clear and flexible incentive systems Must have broader scorecard for advancement ‘We’ve only just begun..’

Slide79: 

Director of Engineering, Xilinx Opportunities for Post Graduates in the Irish Electronics Industry BRENDAN CREMEN

Post Graduate Opportunities in Irish Electronics: 

Post Graduate Opportunities in Irish Electronics Brendan Cremen Director of Engineering Xilinx Ireland November 2005

Semiconductor Market Size (End Market) by iSuppli (CAGR 2004 - 2009 = 8%): 

Semiconductor Market Size (End Market) by iSuppli (CAGR 2004 - 2009 = 8%) Source: iSuppli, Last Updated: Q3 2005, Next scheduled update: Q1 2006

Consumers Currently Represent the Largest Segment of the Semiconductor Industry: 

Consumers Currently Represent the Largest Segment of the Semiconductor Industry Source: SIA and Morgan Stanley Research

Market Segments that offer High Growth: 

Market Segments that offer High Growth Source: iSuppli and Morgan Stanley Research Large Future Markets High Growth Markets >$3Bn in 2009 Semiconductor Content >10% 2004 to 2009 CAGR Computing Desktop PCs Enterprise Servers Hard Disk Drives DRAM Modules Wired LAN Switches Wireless Mobile Handsets Digital Cordless Phones Consumer Home Audio Color TVs Digital Settop Boxes Digital Still Cameras Auto Entertainment Power Train Industrial Medical Electronics Manufacturing Automation Semi Manufacturing Security Systems Military & Civil Aerospace Computing PDAs Wired Routers SAN Switches SAN HBAs xDSL DSLAM Optical WAN Wireless Wireless Broadband Wireless LAN Auto Safety and Control Telematics Body Electronics Sensors Computing Laptop PCs PC Servers Flat Panel Displays Wired Digital WAN Wireless Mobile Comm Infrastructure Other Mobile Communications Consumer MP3 Players Digital TVs DVD Recorders Video Game Controllers Flash Storage Consumer Appliances

US Industry Employment Growth2002-2012: 

US Industry Employment Growth 2002-2012 Source; US Dept of Labor, Bureau of Labor Stats

Necessary success factors: 

Necessary success factors Knowledge Seed and venture capital & business angels Hosting infrastructure Entrepreneurial environment Constructive risk approach Training/education infrastructure and programs Inbound Marketing Attractive reward systems Theme driven clusters of companies

Close the Loop & Fuel the Engine: 

Close the Loop & Fuel the Engine Only the right combination of ALL elements can foster a successful regional development, based upon an increasingly knowledge based society Government provides the initial fuel Infrastructure Venture capital Entrepreneurship Training / Education Market knowledge Knowledge creation

Research Pipeline: 

Research Pipeline Industry Transfer Projects Latency ≠Throughput Hence: long term relationships necessary Research Programme Industry product development

Belgium Observation: 

Belgium Observation Phase 1: Competence Define goals Build critical mass Establish presence Phase 2: Credibility Recognition externally Collaboration with other globally recognised leaders Phase 3: Create Wealth Spins-offs Leverage for SME & MNC

Requirement for Industry: 

Requirement for Industry Quality of personnel Quality of research

Belgium Observation: 

Belgium Observation Phase 1: Competence Define goals Build critical mass Establish presence Phase 2: Credibility Recognition externally Collaboration with other globally recognised leaders Phase 3: Create Wealth Spins-offs Leverage for SME & MNC

Competition: 

Competition

Semiconductor: 

Semiconductor 29 IC Design Companies Infineon, Oki, Broadcom, Marvell, etc. 17 Assembly & Test Companies AMD, Linear Tech, Micron, ISE Labs, 14 Wafer Fabs Includes latest US $3.6B UMC-Infineon 300mm Subcon Services burn-in, failure analysis labs, etc. Others Dupont Photomasks to invest US $50-70M over the next 5 years

Slide94: 

“In the past scientists saw the pursuit of money as intellectually uninteresting. To do research for industry was only for those who couldn’t get a university appointment”

Post Graduate Opportunities in Irish Electronics: 

Post Graduate Opportunities in Irish Electronics Brendan Cremen Director of Engineering Xilinx Ireland November 2005

Semiconductor Market Size (End Market) by iSuppli (CAGR 2004 - 2009 = 8%): 

Semiconductor Market Size (End Market) by iSuppli (CAGR 2004 - 2009 = 8%) Source: iSuppli, Last Updated: Q3 2005, Next scheduled update: Q1 2006

Consumers Currently Represent the Largest Segment of the Semiconductor Industry: 

Consumers Currently Represent the Largest Segment of the Semiconductor Industry Source: SIA and Morgan Stanley Research

Market Segments that offer High Growth: 

Market Segments that offer High Growth Source: iSuppli and Morgan Stanley Research Large Future Markets High Growth Markets >$3Bn in 2009 Semiconductor Content >10% 2004 to 2009 CAGR Computing Desktop PCs Enterprise Servers Hard Disk Drives DRAM Modules Wired LAN Switches Wireless Mobile Handsets Digital Cordless Phones Consumer Home Audio Color TVs Digital Settop Boxes Digital Still Cameras Auto Entertainment Power Train Industrial Medical Electronics Manufacturing Automation Semi Manufacturing Security Systems Military & Civil Aerospace Computing PDAs Wired Routers SAN Switches SAN HBAs xDSL DSLAM Optical WAN Wireless Wireless Broadband Wireless LAN Auto Safety and Control Telematics Body Electronics Sensors Computing Laptop PCs PC Servers Flat Panel Displays Wired Digital WAN Wireless Mobile Comm Infrastructure Other Mobile Communications Consumer MP3 Players Digital TVs DVD Recorders Video Game Controllers Flash Storage Consumer Appliances

US Industry Employment Growth2002-2012: 

US Industry Employment Growth 2002-2012 Source; US Dept of Labor, Bureau of Labor Stats

Necessary success factors: 

Necessary success factors Knowledge Seed and venture capital & business angels Hosting infrastructure Entrepreneurial environment Constructive risk approach Training/education infrastructure and programs Inbound Marketing Attractive reward systems Theme driven clusters of companies

Close the Loop & Fuel the Engine: 

Close the Loop & Fuel the Engine Only the right combination of ALL elements can foster a successful regional development, based upon an increasingly knowledge based society Government provides the initial fuel Infrastructure Venture capital Entrepreneurship Training / Education Market knowledge Knowledge creation

Research Pipeline: 

Research Pipeline Industry Transfer Projects Latency ≠Throughput Hence: long term relationships necessary Research Programme Industry product development

Belgium Observation: 

Belgium Observation Phase 1: Competence Define goals Build critical mass Establish presence Phase 2: Credibility Recognition externally Collaboration with other globally recognised leaders Phase 3: Create Wealth Spins-offs Leverage for SME & MNC

Requirement for Industry: 

Requirement for Industry Quality of personnel Quality of research

Belgium Observation: 

Belgium Observation Phase 1: Competence Define goals Build critical mass Establish presence Phase 2: Credibility Recognition externally Collaboration with other globally recognised leaders Phase 3: Create Wealth Spins-offs Leverage for SME & MNC

Competition: 

Competition

Semiconductor: 

Semiconductor 29 IC Design Companies Infineon, Oki, Broadcom, Marvell, etc. 17 Assembly & Test Companies AMD, Linear Tech, Micron, ISE Labs, 14 Wafer Fabs Includes latest US $3.6B UMC-Infineon 300mm Subcon Services burn-in, failure analysis labs, etc. Others Dupont Photomasks to invest US $50-70M over the next 5 years

Slide109: 

“In the past scientists saw the pursuit of money as intellectually uninteresting. To do research for industry was only for those who couldn’t get a university appointment”

Slide110: 

Director, Geary Institute, UCD Industry/Academia Relationships – A Social Science Perspective DR. COLM HARMON

Industry-Academia Relationships: 

Industry-Academia Relationships A View from the Social Sciences Professor Colm Harmon Director, UCD Geary Institute

KEY MESSAGES: 

KEY MESSAGES Question: Is the intersection between academic excellence and excellence in design (and evaluation) of economic and social policy is not as developed as it should be? Potential 'timebomb‘ The norm is increasingly doctoral level training in key areas of private and public sector employment in the US and Europe Valuing these researchers and embedding them into the Irish (and European) knowledge economy is essential. Industry can play a role in dealing with the challenges.

ACADEMIA & PUBLIC POLICY – A VIEW: 

ACADEMIA & PUBLIC POLICY – A VIEW Perception? Interaction between policy and academia is not as well developed in Ireland If true, not solely responsibility of academic community Neither the supply or demand for research input into policy design processes is adequate. This removes a key voice from the policy debate but more importantly means that the taxpayer may not be getting the value added from their investments made in ventures such as PRTLI. We need to Improve the ‘supply’ side Engage with major groups to change the ‘demand’ for academic research

OTHER VIEWS….!: 

OTHER VIEWS….! “There was a time, when those who had an interest in policy making, would be given the same warning, as people who like sausages – don't look too closely at how they are made.” An Taoiseach, Bertie Ahern TD, February 2005. “Social science should be at the heart of policymaking. We need a revolution in relations between government and the social research community – we need social scientists to help determine what works and why, and what types of policy initiatives are likely to be the most effective.” UK Economic and Social Research Council (ESRC) seminar in February 2002.

KEY CHALLENGES: 

KEY CHALLENGES “Technology transfer” understood as a concept to drive ongoing economic development. We must capture the same concept for the social sciences Replace ‘patents’ with ‘policy’ in key arguments. Recent NESF/Geary Institute Conference in UCD - pressure points Policy needs often inconsistent with academic processes (feasibility, short time lines etc) Pressure on researchers to obtain the ‘desired’ result Academic researchers often weak at communicating findings in ways meaningful to policymakers.

Slide116: 

UCD GEARY INSTITUTE Corporate Law & Society Innovation & R&D Health Research Community – Senior and Junior Research Infrastructure Data Archive IT ‘Informatics’ Education & Labour Market Graduate Training - PhD Masters in Public Policy?

TARGET AUDIENCES : 

TARGET AUDIENCES Senior government officials Cabinet ‘Commentariat’ Industry Leaders Key media Political advisory structures Members of Oireachtas KEY AUDIENCES State agencies

FEEDING THIS FORWARD – LABOUR MARKET: 

FEEDING THIS FORWARD – LABOUR MARKET Graduate Training Innovative ways that parallel natural sciences Why? Create a cadre of social science professionals Multi-skilled, adaptable and innovative researchers who can approach problems from multiple perspectives Better trained in methods than ever before Equipped to map their training to application Equipped to ‘translate’ their ideas for media, non-specialists Implications for policy development are immense More analytical sophistication and better ‘joined-up’ thinking More imagination and more empathy for wider views.

THE CHANGING SCENE: 

THE CHANGING SCENE Major human capital investments Postdoctoral researchers Visiting scholars Visiting Doctoral Researchers Research Programmes as ‘Labs’ Frontier methods of economic, social and legal investigation Disciplines interact and challenge each other through joint projects, seminars and conferences Promote interaction with society through engagement with business, the professions, government and the wider community founded on the credibility of the peer reviewed research process Central role in training Early Stage Training (EST) model Post Masters formal training period Apprentice model for the research period

An example:Successful ageing: 

An example: Successful ageing

National Context -: 

National Context - Ireland has Europe’s youngest but most rapidly ageing population Economic reality Unique opportunity Differences in social ‘connections’ between urban and rural areas although isolation a problem throughout 41% of those living alone in the population are over 65, 20% are over 80, 25% of over 65’s live alone Little evidence of planning for this reality? 86% of over 65’s owner occupiers, 4% rent, 7% ‘social housing’ Policy is directed at care in the community - about 13000 in permanent residential care (less than 3%)

Research to Address the Issues: 

Research to Address the Issues Research SHARE-IRELAND Peer reviewed research investment (IRCHSS, EU) Multidisciplinary team Policy: Government is accessible Health service reforms are on agenda Pension process under reform (PRSAs) Housing policy – and housing equity Practice: Multiple agencies Role for proposal to act as a hub to this community in terms of information, advocacy and delivery.

A ROLE FOR INDUSTRY?: 

A ROLE FOR INDUSTRY? Impact of the social science research agenda requires investment. However the role of industry in funding this work is not as developed as with other fields of research Concerns: Industry needs (profit!) inconsistent with independence. Areas of research in the social sciences are ‘sensitive’ Can you separate ‘research’ from ‘sponsorship’? Can we get around these issues? YES! Dynamics of Drinking Behaviour Diageo Ireland Multidisciplinary team Investment from Diageo as seed capital for broader work.

Key Blocks for Industry Partnerships: 

Key Blocks for Industry Partnerships

Slide125: 

Prof. Kevin Ryan – ISERC, UL Brendan Cremen - Xilinx Colm Harmon – Geary Institute, UCD Chaired by: Dr Conor O’Carroll, Head of Research Office, IUA PANEL DISCUSSION

Slide126: 

Director, IBEC Closing Comments BRENDAN BUTLER

Slide127: 

Are business & Academia geared up to provide a future for high level researchers in Ireland? Lunch – Top Floor Foyer “CAREERING TOWARDS THE KNOWLEDGE SOCIETY”