Lessons that can be learnt from research institutes–

1. 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

2. Lessonsfrompersonalpreviousexperiences • Previousexperiences and commonconcerns • Best practices for the commonconcerns. • Institutionalaspects.

3. Previousexperiences (1/3) • IEQ : Institut d’Economie Quantitative (Presently ITCEQ Institut tunisien de la compétitivité et des études quantitatives) : Public institution affiliated to the TunisianMinistery of planning : • Modeling, forecasts, impacts studies and competitivinessobservatory. • Assimilated to a public administration • More than 50 permanent researchers (economics and econometrics) • Also a meeting and colloborativespace (faculty, international organisations, …) • Annual program of activitiesaccording to the needs of the Ministery of planning. • A couple of participation to call for projects and competitive call for counsellingstudies (according to marketcriteria).

4. Previousexperiences (2/3) • ICARDES (Institut des Centres Arabes de Recherche sur le Développement Economique et Social) : • An international NGO gatheringArab public institutions such as IEQ. • The Director of IEQ is the Chair of ICARDES. • Non permanent staff exceptrepresentatives of affiliated staff. • Activities : Seminars and exchanges of data and pulbications.

5. Previousexperiences (3/3) • ITES (Institut Tunisien des Etudes Stratégiques) : • Affiliated to the Presidency of the Republic. • Activities : confidentialstrategicstudies for the President. • Very few permanent staff. • Contractualstatusisapplied to mostexperts. • APREV (Association de la Promotion de la Recherche et de l’Enseignement Virtuel) : • NGO related to promotion of ITC tools in teachingat the University. • Activities : AnnualSeminars, Training and Awards.

6. Studiesconducted on energy issues • IEQ : Strategicstudy on naturel resources 15 yearsahead : • Natural resources (water and energy) are keyfactors for growthpath. • Economicpolicy (marekttools) might help meeting naturel resources challenges. • ITES : • Stratgicstudy on energyat horizon 2050 : • Prospective study for Tunisia : • Energywouldbe a constraint for growth in some cases. • Any change of growthschemeneeds a great implication of actors.

7. Common concerns (1/2) • The client and the audience ? • Often the productis a public good type : Users ≠ Payers. • Some clients are indirect users (they use the productprovidedby others). • The funding ? • Public funding : • Generallycorelated to the personnel numberand not to the product. • Procedures are verycomplicated in some countries. • International funding : • Competitiviness. • Very few resources for project management

8. Common concerns (3/2) • ActivitySustainability ? • Points and topics of interests are oftenelusive. • Need for available and free resources for fundraisingactivities.

9. Lessonsformpersonalpreviousexperiences • Previousexperiences and commonconcerns • Best practices for the commonconcerns. • Institutionalaspects.

10. Best practices for the commonconcerns (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)

11. Best practices for the commonconcerns (2/3) • Diversifyingfundingresources • 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).

12. Best practices for the commonconcerns (3/3) • Diversifingproducts to enlarge audience and boost the funding : • Data bases. • Indicators (specific) and rankings. • Trainings –why not withacademicdegree-. • Colloquiums and seminars • Workingpapers and Scientificreview (with referees). • News letters • Annual report on specific issue • Expertise (Ingeneerconseillor) • Awards • Internship for students.

13. Lessonsformpersonalpreviousexperiences • Previousexperiences and commonconcerns • Best practices for the commonconcerns. • Institutionalaspects.

14. Institutionnalorganization • Partners : • Institutions (countries – other NGO, universities, other institutions-, national organisations, MutinationalFirms, etc.). • Individuals : Academicians and Professionals. • Avoidpoliticians. • Management and audit • General management (Academician ? Manager ?). • Departements (Do not forgeta communication and fundraisingdepartment) • Trustee • Scientificcomitee (Academicians, Phd and Engineers) • Hiring people • Contracts for plannedtasks. • Project Director for everyproject.

15. Institutional planning –figures- • Deadlines : 3 years to reach full implementation. • Annual report : 2 years of preparation. • Seminar/colloquiumssupported by think tanks : once per year but 1 to 2 years of preparation. • News letters : monthly. • Workingpapers : Every 3 months. • Review : Annual but 2 yearspreparation. • 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, counsellingactivities, allocations –fundraising- • Cost : 60 000 $ • Revenues : 50 000 $

16. Best wishes for a good start and a sustainable institution