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Science Minister Judith Collins wants the new organisations to be adaptable and responsive to government priorities.
Reaction to the Government’s major overhaul of the country’s seven crown research organisations has so far been largely positive.
The plan is to merge these into just three entities, to be known as public research organisations (PROs).
This will see the creation of a PRO called Bioeconomy which will bring together AgResearch, Manaaki Whenua – Landcare Research, Plant & Food Research and Scion.
The creation of an Earth Sciences PRO will bring together NIWA and GNS and, as already signalled, will see Met- Service become a wholly-owned subsidiary of NIWA.
The former ESR will become the Health and Forensic Science Services PRO with a ‘new’ focus.
Finally, a new advanced technology PRO will deliver research, capability, and commercial outreach around advanced technologies such as artificial intelligence, synthetic biology, and quantum.
Gone is Callaghan Innovation with the Government saying its functions will be spread among other PROs.
A new agency, Invest New Zealand, will be set up as a one-stop-shop for foreign direct investment, to help the Government reach its goal of doubling exports by 2034.
The process and future direction of the new entities will be overseen by a new Prime Minister’s science, innovation and technology advisory council. The plan is to have that in place within the new few months with further decisions to be taken on a proposed national IP policy for research and wider incentives for commercialisation, including the operation of technology transfer offices in universities and PROs.
Science Minister at the time of the announcement, Judith Collins says the reforms are about maximising value for the $1.2 billion the Government invests in science funding each year. She says they want the new organisations to be adaptable and responsive to government priorities, well-coordinated and avoid unnecessary duplication.
“This work, along with our move to overturn what has effectively been a 30-year ban on gene technology, will unlock enormous opportunities for our science sector and New Zealanders. The changes are extensive, but they will ensure a science system that generates maximum value for the economy and, therefore, for New Zealanders,” she says.
Legislation creating the reforms is expected to be passed by the end of the year and the new organisations up and running by 2026.
The CRI’s themselves are supportive of the changes. The convenor of the CRI’s chairs, Kim Wallace, says they are pleased that ESR will keep its current independent status and are happy to see plans to grow something in the ‘big tech’ space.
Wallace says if the changes are done well, they have the potential to enhance the system to create science that will drive NZ’s economic prosperity.
Devil in the Detail
The CEO of Ag First, James Allen, says it’s not possible to make any detailed assessment of the proposals because the detail has yet to be revealed, but he says he can understand the intent of the proposal.
“What I haven’t seen is any mention of a significant increase in the amount of money for research funding, so I am not clear about what this means for on-farm research.
“There is a clear mandate for the Government around increasing productivity in NZ because that’s what’s going to get the country out its economic hole. So, what this means for on-farm productivity and research around that is what I want to see,” he says.
One of the issues troubling scientists has been the complicated and convoluted bidding process for science funding from MBIE and its predecessor.
Allen says this process soaks up an inordinate amount of time and resources for science managers.
“If the new reforms cuts this down and bring efficiency, that is great, but I suspect that, like all these things, will take time to work through, which begs the question of how long it will take before those efficiencies are gained,” he says.
He says another key factor will be just how agile the new Bioscience PRO will be, given its likely size. James Allen says a lot will depend on who’s leading it and how they can instil a culture of rapid decision making. He says in the business world the catch cry is that the faster an organisation can adapt, the greater its chance of survival.
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