Organizational and management issues of TARLA

1. Organizational and management issuesof TARLA Dr. OzlemKARSLI On behalf of TARLA Team

2. Outline • Introduction • Vission & Mission of TARLA • How an RI? • Human Resource • Objectives of TARLA • Short& LongTermActivities • StaffNeeds & Current HR • National Research Center • Planned Organizational Structure • Collaborations • Conclusion

3. Whyweneed? • Competencesandcapacitytoinovate Comparative performance of national science and innovation systems 2016, http://innovationpolicyplatform.org/STICharting/benchmark.htm?iso=TR

4. Whyweneed? • Interactionsandskillsinnovations Comparative performance of national science and innovation systems 2016,http://innovationpolicyplatform.org/STICharting/benchmark.htm?iso=TR

5. TARLA • TARLA is the acceleratorbased research infrastructure investment in Turkeythat is bridging the geographicalgap between EU and Eastern Mediterranean countries. • The facility has the potential to make Turkey scientific hub in the region, complementing 12 synchrotronand 7 FEL facilities in Central Europe. • By increasing the number of end stations and variety of secondary particles, the facility is capable to becomean international attractive and strong regional hub in the European Research Infrastructure Landscape.

6. Vision & Mission of TARLA Vision • A well-known, regionally leader, reputable centerof excellence, that will act in the center of theknowledgetriangle: Research-Training-Innovation • An international accelerator based research centerboosting Turkey’s economic, social andenvironmentallife standards. Mission • Tobecome a hub for Turkey and representative inaninternational community for accelerator &photonscienceandtechnology, • Toundertake a significant role for academia across the country providing hands on experience inthe major fields of engineering,fundamental and basic research and natural sciences, • To enable advanced technological products to be exploited in thecountryand to increase thecompetitiveness of the domestic industry in international market.

7. How an RI? RIs' role in knowledge creation and scientific collaborative networks isan analysis of their explorative capacities and their impact on regional development.

8. Beginning of path… • TARLA, similartoothers, willoffer a uniqueresearchopportunitiesandwillprovidetheinstrumentalinfrastructuretopromotethetechnologicaldevelopment. • Today, it is at thebeginning of thepath.. Application forfundnational/international Communicationwithstakeholders CapacityBuilding Call forProposals & Selection Spin-off Publications/Patents TARLA Accelerator & RadiationScienceandTechnology Technology Transfer Using byexternalusers New R&D Using byfriends Construction of beamlines Development of newInfrastructures

9. SuchallRIs RI similaritiesanddifferenceswithotherpublicinfrastructures; • Universityforscience • PublicInfrastructurefor Development • Technologyparksfor Business andInnovation

10. Human Resource • Accelerator basedresearch centers provideinfrastructureswherecuttingedgehightech Technologies aredevelopedandutilized. • Theavailability of staffrunningthe RI is a criticalrequirementforany RI toguaranteethequality of output. • In particularly, establishing routine user operation requires specializedfurther skill-sets that have to be well enough. • Themostimportant problem of TARLA which is in commissioningstage at the moment, is lack of qualifiedstaffandlimitation of recruitments. • Both in technicalandadministativepositions • Ourpriorrequest is supportfromallpartnersincluding SC, tosolvethisobstacle. Our director

11. Objectives of TARLA • Ensuring sustainablescientific excellence • Supporting the innovation potential • Attracting staff and users • Enhancing dissemination and outreach • Governance and economicsustainability

12. How toensuresustainablescientificexcellence? Toprovideexcellencescienceweshouldfirstensurecompetitiveresearchinfrastructure • developtransparent access policies • promoteexcellenceforaccesstoTARLA • stimulatethe establishment of technical evaluation review and management committees • strenghtenthecollaborationswithpartnerstoinitiatestrongresearchprograms • developKey Performance Indicators in support of scientific excellence • track the usage of TARLA • … • Weexpectyoutocreate a solidstrategyprogramforscienceandtechnologyroadmap!..

13. How tosupportinnovationpotential? • Increase TARLAengagement with industry, • fostering their direct and earlyinvolvement tosubjectsand through dedicated training and exchange schemes • Weneedtodevelop a strategyto stimulate the commercial applications andservicesof TARLAin accordancewithindustryneeds • Clarify industry access rules, • mainly concerningIntellectualPropertyRightsregimes and procedures for accessing • Wehavetogettogether TARLA, academy and industry through a co-innovation process • Stimulate joint innovative mechanisms, • Twowayinteractionbetween RI andcompanies, adaptationpublicprocurementforspecificcallfortenders • Develop strategic roadmaps in key technologies required for the construction and upgrades of TARLAin close relation industry • http://www.innovationmanagement.se/imtool-articles/7-strategies-for-sustained-innovation/ • Highestcontribution of theinnovation is thesocio-economicimpacts. RI stands in thecenter of thiseco-system. Incase an innovativeresearchmechanism can not be structured, thelongtermsustainabilityof TARLA will be at risk.

14. How toattractstaffandusers? ResearchandInnovationPlans of TARLA shouldunlockthescientificandtechnologicalpotential of thescientists, engineersandtechnicalstaff, not only in Turkey but also in theregion. • Goodsciencerequiresskilledteamwork. • skillsdevelopmentof staff, partnersandmembers • mobilityof skilled managers and technicansof TARLA • development of TARLAuser skills, • mobility of the user community, • broadening the range of potential users • stimulate an TARLA job market • Encourage TARLAto regularly offer dedicated training programmes(staff/users) • … • Weexpectyoutosupportorganizingtrainingprograms/workshops (domestic/international), etc.!..

15. Governanceand economicsustainability • Encourage synchronisation of national roadmaps • Implement nationalprioritiestoTARLA roadmap • Improve TARLA’sbankability by creating a clearbusiness model • Develop a strong monitoring • Develop an international benchmark RI landscaping • Providesustainablefunding • Improve the synergies with externalFunds, • Supporttransnational access schemes between national/internationalRIs and TARLA • By 2021 economicsustainability is one of thekeyissuesthat has to be preparedwell. • Weneedtohavestrongcommunicationwithstakeholders/partners/collaboratorstocreateclearbusiness model andgovernancestructure.

16. Disseminationand outreach • Structure the positioning of TARLAin the wider national/international arena • Strongrepresentation of TARLA in national/international arena • Improvetheaccessibility/openscience • Effective usage of media (alsosocialmedia) channels • Increasethe organizingworkshops, congress, conferences, public days, etc. • Lobby activitiesto explain the importance of TARLA, • Although TARLA, is one of thebiggestinvestment (in terms of budget) in Turkishlandscape, itsnationalvisibility is lessthaninternationalone. • Weexpectyoutotaketheresponsibilityforincreasingtheawareness of TARLA.

17. Whyweare not in ARIES? • ARIES (Accelerator Research and Innovation for European Science and Society) • Integrating Activity project ARIES, or Accelerator Research and Innovation for European Science and Society May 2017 -April 2021

18. Shallwebe in LEAPS? • LEAPS (the League of European Accelerator-based Photon Sources)

19. Short & LongTermActivities • Constructing and operating TARLA accelerator • Operating FEL lines with complete experimental stations • Operating fixed target experiment lines with at least two secondary particle experiment • Increasing variety of electron-based secondary radiation sources at present facility • Organizing/coordinating/collaborating/encouraging/strengtheninglightsource (FEL&SR) usersin Turkey • Build up, develop and coordinate sustainable user communities in Turkey with strong access to theexisting and future national photon sources at TARLA • Support a strong representation of Turkish researchers at facilities abroad. • Becoming a hub for acceleratorscience & technologyactivities in Turkey • contact point for international collaborations and organizing/coordinating projects • Enhancing strategic partnerships with international research facilities in Europe and globally, • CapacityBuilding • Training scientists and industry • creatingspin-offs • Accelerator R&D at IAT and TARLA • Initiatingionacceleratordevelopment in Turkey (i.e. medicalaccelerator) • Designing future relevant projects of Turkey (i.e. SR and FEL) • Design and constructing external beamlines of TARLA (at SESAME and at otherinternationalfacilities)

20. Staff Needs & Current HR • To construct(in time), operate and maintenance TARLA needs about 70 qualified staff. • At least 20 of them should be experts in their fields (PhD/PostDoc..) • We have only 20 staff including intern.. • Since it will act as a user labthe researchers usingTARLA’s beamline will usually be from outside • Short term out-resources and users fromnational/internationalinstitutions, industry, etc..... • Inadditionwe plan • Double affiliation with national and internationaluniversities • Mutual exchange of experts, engineers, PhDstudents and post-doctoral researchers betweeninternational/nationalcollaborators

21. National Research Center • TARLA officially applied to the Ministryof Development, Ministry of Science&Technology to become a National Research Center; • National Research Center willgive us; • Legal entity • Independent from many governmental agencies, direct connection to ministry or large coordination unit. • Effectivecoordination • it will have own management structure including, industry, university, ministry, advisory committee anddirector. • opportunity to hire professional administrator • Human resource; opportunities • employment of high qualified staff • theflexibility of contractperiod with employee • to hire foreign employee • Sustainable financing • Autonomy of its own revenue and expenditure • Financed for operation from the central budget based on performance • Tax exemptions • Collaboration with relevant industry, institutions (also with foreign institutions)

22. Planned Organizational Structure

23. Collaborations

24. Conclusion • On thepathway of beingtransferredto a nationalresearchcenterwehavesummarizedourobjectives. • Most of thetasksare not familiarforTurkishsocietyincluding us. • Weneedstrongsupportfromstakeholders, partners, andespeciallyfromyou. • Theoutput of thismeetingshouldprovidesolution of thedrawbackswhich TARLA is facingtoday. • Weexpectyou not onlygiverecommendation but also be thepart of ourteam in ordertosolveourobstaclesandtopassthebarriers of TARLA. • To become ahigh quality RI, thefollowingcriticalaspectsarewaitingto be solved: • Select, Motivate, Train and Manage the staff • Organize and use the resources (Human, Instrumental, financial) in a efficient and effective way generating quality • Implement communication with all stakeholders • Keep accountability (and integration/translation between non-financial and financial values)

25. Thankyouforyourattention!