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ST INDICATORS AS ENABLERS TO RD PLANNING THE
CASE OF KNOWLEDGE INTENSIVE CSIR-INDIA

• Dr. Naresh Kumar
• INDIA

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CSIR RESOURCE BASE Laboratories/Institutes 38
Extension/Field/Regional Centres 39 Total
staff 18,293 Total ST staff 12,984 Scientist
4,635 Technical 8,349 Total administrative
non-technical 5,309 Financial Year
2005-06 (In US ) Government budgetary support

US363M Government Plan allocation 177M Govern
ment non-plan allocation
186M
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CSIR PERFORMANCE (2005-2006) Science
Output Papers contributed (2005) 3018 Patents
Filed/In force in India 407/1147 Filed/In
force abroad 570/1205 Technological Output New
know-how licensed 50 Licensing agreements
executed 140 National ST Human Resource
Development Research Fellows/Associates
supported 7075 Research Schemes supported
769 Resource Mobilisation External cash
inflow 85M
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CSIR MISSIONTo provide Scientific Industrial
Research and Development, that maximises the
economic, environmental and societal benefit for
the people of India
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CSIR CONCERN-POST LIBERALISATION Highly
demanding customers Few cutting edge
technologies Shrinking RD time domains RD
leadership deficiencies Resource constraints
Aging Manpower Competition from private Indian
Multinational RD labsLiberalisation led to
Globalisation
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• CSIR IX (1997-2002) PLAN SECTORAL APPROACH
• CSIR had adopted in 1992 a Sectoral Approach for
  its RD projects which it continued for IX plan
  as well
• Sixteen Sectors - the major ones being
  Aerospace, Biology Biotechnology, Chemicals,
  Drugs, Earth resources and Natural Hazards
  mitigation, Ecology Environment
• Within each sector major focussed projects chosen
• Two major coordinated programmes started
• -Discovery, development and commercialization
  of new bio-active
• molecules (20 CSIR Labs, 12 Univ. 3 Systems
  of medicines)
• -New Millennium Indian Technology Leadership
  Initiative

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OUTCOME IX PLAN

• SWOT and Check cycles indicated lack of
  coordination among stakeholders
• Reason perhaps was lack of initial ownership of
  the task and deliverables
• Inspite of doubling the plan allocation(from
  Rs.703 to 1356 crores) the outcome indicators
  were low

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• Why did CSIR need a strategic shift in its RD
  planning and management?

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APPLIED RD

• THEN NOW
• Nature Incremental New Products/
• Trouble shooting Processes
• Type No risk taking Strategic
• Drivers Fiscal Incentives Survival
• IPR Insignificant Emerging
• S T Resources Internal Outsourcing/
  Alliancing
• Duration Short Medium/Long
• Courtesy Dr. H.R. Bhojwani

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TECHNOLOGY DEVELOPMENT

• THEN NOW
• Technology Breakthrough Fusion
• Innovation
• S T Resources Internal Strategic
  sourcing networking
• Product Development Re-engineering
  Seamless
• Objective Cost Reduction Revenue
  growth
• Courtesy Dr. H.R. Bhojwani

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• CSIR X(2002-07) Plan NETWORK APPROACH
• Resolve to adopt Network Approach
• Steering Committee set up at highest level
  identifies 10 Mission Programmes
• Planning Commission Working Group identifies 24
  programmes
• CSIRs Core Group identifies 23 programmes
• CSIR labs choose to participate in any number of
  programmes in their mandated areas
• Work Area to be chosen by the partner lab itself
  full ownership
• Three tier monitoring system (Full PDCA Cycle)

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FORMULATION OF FIVE YEAR PLAN PROJECTS
STEERING COMMITTEE
ON ST FOR TFYP
High Level Expert from
(25 Members)
Academia 5
Industrial 3
Professional Bodies 3
Planning Commission
Govt.
Deptt
. 10
Working Group for all Sc.
Depts
(27 External Experts
NGOs 2
DSIR CSIR
500
Mandays
)
27 Expert Members
14 SECTORAL SUB-
GROUPS
9 Members from
(150
External Experts
Industry Academia
2000
Mandays
)
ST PLAN
LABORATORY TFYP
GROUPS
(400 External Experts
5000
Mandays
)
Competent
APPRAISAL SYSTEM
CSIR
57 Task Forces
CSIR
Investment
National Lab
Techno-Cum
Investment
Membership 5-20
57 Networked
TFYP
Financial
Financial Scrutiny
Committee
Members
Projects
6 Schemes
Appraisal
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Memebrs
Forum (GB/
EFC/CCEA)
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• The results
• Tangible- deliverable outcome
• Work culture change-networking
• Accountability
• Public private partnership mode
• Cross-discipline approach
• Involvement of private sector in plan
  formulation-business driven projects

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• For XI Plan the scientific indicators both
• -Hard and absolute
• -Soft and relative
• have been considered to decide about the thrust
  areas, plan size and new initiatives, such as
• Setting up Centres of excellence, Manpower
  generation, venture funding, etc.

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Evolution of indicator based planning
process-CSIR INDIA

• -Upto VIII Plan mostly incremental, basic or
  process development oriented
• -IX Plan Sectoral approach but driven by
  individual labs
• -X Plan brought in a paradigm shift
• Top driven Network approach
• Network of minimum 3 and maximum 19 partners
• Several successful and many failed alliances
• Year 2005-06best of business and best of
  science
• -XI Plan currently under consideration
  indicator based

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• These indicators are
• -Growth rate(9)Planning Commission-----National-
  Relative
• -Research priorities(Energy Water
  sectors)-----CSIR
• -New focus areas(Metrology, Rural)
• -Research plan expenditure-Hard and absolute
• -Publications and patents-HA
• -Technologies generated and diffused-HA
• -External earnings-HA
• -Average IF-SR
• -Manpower(current fututrepermanent project
  mode)-SR
• -Number of project and nature-SR

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XI Plan- the basic template

• -To continue with Network approach-bottom up
  strategy(gt100 projects)
• -Have one Flagship project(Supra mode), should
  engage between 25-35 labs ST manpower-develop
  core capability
• -Encourage Blue sky research
• -Create world class facilities(labs/equipment,etc.
  )
• -Strengthen PPP

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SUMMARY

• CSIR India shifted initially from a stand alone
  to a sectoral approach and finally to Network
  Approach in Mission Mode for all its RD
  programmes
• Research and Development are CSIRs core
  strength, efforts are on to channelise it through
  systems modification-CSIRs XI Plan(2007-12)
  would reflect so.
• CSIRs RD Management philosophy now interactive,
  indicators, network and PPP based
• Check and Action institutionalised for every
  Network programme
• Three tier Review/Monitoring Structure