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Strategy of the Development of the ASCR for 2014–2020 Jiří Drahoš

Strategy of the Development of the ASCR for 2014–2020 Jiří Drahoš. www.avcr.cz. ASCR Strategy 1/ 7. In establishing the Strategy, we were faced with several fundamental questions : What are we? What is our current situation? What do we want to be? Which goals do we set for ourselves?

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Strategy of the Development of the ASCR for 2014–2020 Jiří Drahoš

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  1. Strategy of the Development of the ASCR for 2014–2020 Jiří Drahoš www.avcr.cz

  2. ASCR Strategy 1/7 • In establishing the Strategy, we were faced with several fundamental questions: • What are we? What is our current situation? • What do we want to be? Which goals do we set for ourselves? • How do we achieve it?

  3. ASCR Strategy 2/7 What are we? What is our current situation? • The institutes of the ASCR primarily orientate on: • basic research in a broad spectrum of the natural, technical and social sciences and humanities • resolution of highly specialised or extensive interdisciplinary projects, which require long-term concentration of the capacities and an expensive infrastructure • education process, which is closely tied to their research activities

  4. ASCR Strategy 3/7 What do we want to be? Which goals do we set for ourselves? • It is for the ASCR to be: • dynamic and active institution, which reflects and co-forms life in all its connections and transformations • research organization, which creates a reliable institutional base for the next generation of researchers • institution, which bears its share of responsibility for the quality of life of the future generations of citizens of the Czech Republic

  5. ASCR Strategy 4/7 How do we achieve it? • by enhancing scientific quality & production through more substantial support of excellent research • by concentration of research capacities in selected strategic directions of research across the wide spectrum of the individual scientific fields • by endeavouring for the advancement of knowledge on both national and international level respecting at the same timecurrent needs of Czech society

  6. ASCR Strategy 5/7 Points of departure for Strategy: • evaluation of research institutions in the ASCR 2010-2011 • balancing of powers and responsibilities within the ASCR • blurring borders between the traditional categories of scientific work • rapid boom in new scientific disciplines and technologies • accelerating transformations in society • globalisation and the internationalisation of the world economy • science, education and new technologies - main factors of the competitiveness of society • social relevance of science and research - a criterion of their financing • CNRS and the system of its organisation and administration

  7. ASCR Strategy 6/7

  8. ASCR Strategy 7/7 Practical consequences of the Strategy: • interconnectedness of not only research topics but also basic and applied research • increasing the efficiency of scientific work • emphasis on the role of non-university research in the CR • assessment of the results within the set directions of research activity and not the individual institute • gradual transition to programme financing

  9. Thank you for your attention

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