who am i…?
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Who am I…?
• Eötvös Loránd University, Chartered chemist, 1976• Comprehensive radiation protection exam (2005)• Official public procurement counsellor (2006-)
• University doctoral degree (Ph.D.), (1980) organic chemistry• candidate of biological sciences, 1989 (Ph.D. 1998), biochemistry• Habilitation (2008), pharmaceutical research, molecular
biology
• Semmelweis Medical University Institute of Medical Chemistry – Pathobiochemistry (1976-), Leader of research topic (1992-)
• Semmelweis Medical University - Director of Centre of Theoretical Medicine, (2008-2011)
• President of NIH (17 March 2011 - )
• Research• Chairman then strategic and educational director (2003-
2007) of Rational Drug Design Laboratory (1999- 2003),• I won the right for PhD accreditation (1994), and became
leader of 3 subprogrammes
Who am I…?
• Economic functions⁻ President of Pharmafontana Pharmaceuticals Holding (1990-95) ⁻ Member of Supervisory Board Gasworks of the Capital Corp. (1990-92) ⁻ Chairman of Supervisory Board of Buda Hegyvidék Ltd. (1990-91) ⁻ Chairman of Supervisory Board of Capital Communal Corp. (1993-94) ) ⁻ Member of Supervisory Board of Ferroglobus Trade House Corp. (1994-97)⁻ Member of Supervisory Board Budapest Chemical Factory Corp. (1994-98)⁻ Member of Board of Directors of the Educational Hospital of Semmelweis University
(1995-1997) ⁻ Expert in projects of seversal institutes in the field of their adaptation in Hungary, green
field investments, preparation of expert material and analyses (1994-)⁻ Member of Expert Committee of the Minister of Defence, Honvéd Hospital (1998-2002)⁻ Consultant and participant in the projects of the International Training Center for Bankers
(1996-2003 and 2008-2009) ⁻ Member of Supervisory Board of Hungarian Privatisation and State Holding Company
(Delegate of the Governments) (1998-2000) ⁻ Member of the Board of Hungarian Privatisation and State Holding Company (2000-2002)⁻ Member of Supervisory Board of Hungarian Electric Company (1999-2002)⁻ Chairman of Board of Paks Nuclear Power Plant (2000-2002 )⁻ Participant in the projects of Rational Drug Design Laboratory R&D Cooperative Research
Center (1999-2003) and Business Incubation (2003-2005) (ceased to exist due to financial difficulties)
⁻ Writer and evaluator of studies, analyses, energy concepts, counseling in energy projects, preparation of strategies and materials (1997-)
⁻ Strategic advisor of health reconstruction projects (2002-)⁻ Strategic Management of Semmelweis Medical University Public Procurement (2004-)⁻ Semmelweis University, Director of Centre of Theoretical Medicine(2008-)
Who am I…?
Think tank concepts
Dr. György Mészáros, NIH
NIH & RDI
R&D in development policy
Resources
Strategy breakdown
Timing
Coordination
NIH in details
I. R&D in Development Policy
• Emphasised area– Great added value– Great stimulating effect• Education & training• SME• Industrial policy• Development of economy and infrastructure
– Knowledge-base – social, economic and political benefits– Complex development area complex instruments
– (+ Exceptions from regulations of competition law … SME & EU)
R&D in Development Policy
Resources
Strategy breakdown
Timing
Coordination
NIH in details
II. Resources
– Hungarian Budget… Increasing (?) funding
– EU resources• Direct : New Széchenyi Plan• Indirect: EU programmes
– Market & other resources
– Other opportunities e.g. industrial partners & attracting innovation
R&D in the development policy
Resources
Strategy breakdown
Timing
Coordination
NIH in details
III. 1. Coordination
• Until now: NKTH (MAG, NFÜ…)• Future: NGM: NIH and NFM : NFÜ -
MAG
– Complex RDI policy– Unified system– Transparency– Feedback– Increasing efficiency
New strategies
• Government economic policies
• Political intention
• Industrial innovation
• RDI
• In the past 2 election cycles NKTH was heavily critisized (R&D expenditures / GDP ratio below 1%)
• The Széchenyi Plan, which was operating smoothy and efficiently by 2002, was de facto terminated
• … despite passing the Innovation Law and the establishment of the Innovation Fund – measures based on wide Parliamentary consensus – that should have helped NKTH.
• „undead” condition is unacceptable for several reasons
III. 2. NKTH – 1.
R&D in the development policy
Resources
Strategy breakdown
Timing
Coordination
NIH in details
RDI Governance Systems
RDI in NGM and NIH
Instead of fragmented government support policies
• Strategic planning of different programs should be held in one hand
• Stimulation of RDI and innovation opportunities (adaptive innovation included) should be prioritized, including SME
• Simplicity, increasing efficiency, termination of parallel and duplicated tasks (not to mention bureaucracy)
• Instead of the present chaotic system one bipolar system should be established– National Development Agency (NFÜ-MAG)– National Innovation Office (Former NKTH)
• RDI processes can be sub-divided:– NIH: development of innovation strategy, preparation of
programmes/calls, institutional background for these– ?????? Where is the limit…– NFÜ-MAG: implementation of calls for proposals, handling of
projects, financing, financial reporting & monitoring, audits
Eddig az NKTH IV. 1. NIH
• Ministry for National Economy Ministry of National Development
National Development Agency Hungarian Economic Development Centre
NIH in between
Functionality: • Ministry for National Economy – strategy = what?• NIH – strategy breakdown = how?• Ministry of National Development / National Development
Agency / Hungarian Economic Development Centre = implementation…
how should we implement?
Eddig az NKTH Funkcionális szétválasztásIV. 2. Separation of functions
Responsibilities of the Ministry for National Economy, and specifically those of its organisation, NIH:
•Providing innovation based strategic support to the economic policy decisions of the Government– Széchenyi plan;
•Elaborating strategy and boundary conditions of progammes/calls;
•Selecting innovative topics and shaping them into programmes/calls;
•Planning a fair and controllable allocation of resources, measurable by successful projects (?????)
•Monitoring and controlling strategic decisions, registering data;
•Providing services to SMEs and R&D&I processes;
•Attracting national and foreign industrial and other capital into Hungarian R&D&I processes, and the realisation of these processes in Hungary;
•Operating an Economic/Innovation Analysis Centre and Observatory;
•Taking care of the smooth continuation of former international relations of NKTH, repesenting Hungary at the EU and other organisations, setting up and operating offices abroad.
IV. 3. NIH
• Data collection, sorting• Instruments product-development
– Calls for proposals– Capital– Loans– Provision of advice (soft…)
• Scheduling• Monitoring• Control feedback• Planning, coordination• 9…., but we have to stand up
Eddig az NKTH Funkcionális szétválasztásIV. 4. Functional separation (2.)
Provides services to:high authorities & partner institutions
Eddig az NKTH Funkcionális szétválasztásIV. 5. „Love” triangle of NIH
Serves the Ministry for National Economy
NIH
Services provided:National Development Agency, Hungarian Economic Development Centre
Formulates recommendations to the National Research, Innovation &Science Policy Council, who decides
List of List of changeschanges
R&D&I R&D&I programme/call
programme/call strategy, programme
strategy, programme
planning, allocation of resources
planning, allocation of resources Monitoring, ObservatoryMonitoring, Observatory
Agency, incubator
Attracting and managing industrial R&D&I
International relations, EU and non-EU
Fund managem
ent shifted
Fund managem
ent shifted
to the Ministry of
to the Ministry of National
National
Development, except
Development, except …
…
New R&D&I system - NIHNew R&D&I system - NIH
OOperational
perational support, programme /
support, programme /
call budgets
call budgets & other resources…
& other resources…
Renewal and unification of R&D&I call system strategy
Competent and responsible STI management, expectations…
Defining preferred topics
Support of academic – university
sector, cooperation
R&D&I – cooperation with industry -
innovation
Core conditions of implementation…
R&D in the development policy
Resources
Strategy breakdown
Timing
Coordination
NIH in details
• NIH will accumulate information/best practices on• political actors• economy• development policy instruments• development policy partners (Hungarian Academy of
Sciences and the academic sector (universities, research institutes), funds, retail banks, multinationals, SMEs, industrial partners of economic development (industrial parks, incubators etc…)
• the international environment – influences, ideas and connections
Conceptual preparation, elaboration quadrations
Eddig az NKTH Funkcionális szétválasztásV. 1. Timing
NGM –et kiszolgálja
• ?????
• Start building from scratch
• Stabilisation
• Meeting new requirements
• New office organisation
• New HR
• Cooperation, common goals, common achievements…
• Hopefully common success as well…
V. 2. Timing
R&D in the development policy
Resources
Strategy breakdown
Timing
Coordination
NIH in details
Akár így is lehet… VI. 1. A model – yet to be finalised
Thank you Thank you
for your kind attention.for your kind attention.
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