INRA Metaprogrammes SMaCH Scientific Advisory Board (SAB) Versailles 27 & 28 March 2014

Transcription

1 March INRA Metaprogrammes SMaCH Scientific Advisory Board (SAB) Versailles 27 & 28 March Hervé Guyomard INRA A 10 year strategy 1 major challenge Food security & global changes Improving the economic, social & environmental performances of agriculture 4 multidisciplinary research priorities Reducing greenhouse gases effects & adapting to climate change Developing healthy & sustainable food systems 2 Emerging interdisciplines Promoting sustainable uses of biomass for chemistry, energy & bio based materials + Predictive approaches in biology Agro ecology.2 1

2 March INRA: a 10 year strategy implemented by 13 research divisions ALIMH Nutrition, Chemical Food Safety & Consumer Behavior BAP Plant Biology and Breeding CEPIA Science & Process Engineering of Agricultural Products EFPA Forest, Grassland & Freshwater Ecology EA Environment & Agronomy GA Animal Genetics MIA Applied Mathematics & informatics MICA Microbiology & the Food Chain PHASE Animal Physiology & Livestock Systems SA Animal Health SPE Plant Health & Environment SAD Science for Action & Sustainable Development SAE2 Social Sciences, Agriculture & Food, Rural Development & Environment 200 research units 50 experimental units Rennes Centres de recherche Centre siège Implantations Angers Nantes Antilles Guyane Poitou-Charentes Bordeaux Aquitaine across 17 research centres Versailles Grignon Toulouse Tours Lille Orléans Paris Jouy-en-Josas Dijon Clermont-Ferrand - Theix Montpellier PACA Nancy Colmar Corse.3 INRA: research divisions, research centres and metaprogrammes A 10 year strategic plan implemented By 13 research divisions across 17 research centres Division strategic plans (4/5 years) Centre strategic plans (4/5 years) And 8 metaprogrammes (one is SMaCH).4 2

3 March INRA: a matrix organization (1) Management Board: CEO, 2 executive deputies, 3 scientific directors Around 200 Research Units (RU) and 50 Experimental Units in more than 120 sites all over France 20 Research Centers 13 Research Divisions.5 A matrix organization with external links (2) Management Board Research, experimental and/or service units Other organizations (research and/or education) e.g. CNRS, CIRAD, universities, agricultural colleges, etc. Joint research units (JRU/UMR).6 3

4 March A matrix organization (3) Management Board (CEO + 2 executive deputies + 3 scientific directors) Global strategy of the Institute (including national and international partnership policy) Large scale interdisciplinary programs (in relationship with ANR and other partners) Allocation of global resources to research divisions and centers Coordination and supervision of research divisions Coherence and consistency of the global set up.7 Management Board Research Divisions A matrix organization (4) The backbone of INRA organization Defined by crossing a set of disciplines and objects Described by (rather than organized) in (thematic) research fields Establish 4 years scientific strategic work plans that are discussed with, and agreed by the Management Board Allocate financial means to their research units on an annual basis Allocate new positions (scientists, engineers, technicians) to the units within a limit fixed by the Management Board Manage and coordinate the scientific activity of the research units in their field Stimulate the emergence of new topics, projects or programs in their field.8 4

5 March A matrix organization (5) Management Board Research Divisions Research Centers Manage the facilities Facilitate local scientific interactions among and across research units Ensure the consistency of regional partnerships (industry, academics, society, ) Act as local two ways portals Research Units May depend on different INRA research divisions and/or organizations Are most often organized in research teams Follow a 4 year cycle punctuated by external reviews and the (re)definition of a scientific project for the next 4 years.9 The strategic plan INRA : science & impact Seven scientific / thematic priorities Four main objectives: To become more international To develop trans disciplinary programmes On major societal issues and/or emerging scientific areas Open to partners Vectors of internationalisation = METAPROGRAMMES To strengthen expertise and foresight activities as well as advanced studies To strengthen the role of regional centres in Institute s management and partnership With likely long term consequences on research assessment as well as on indicators of internationalisation.10 5

6 March The rationale for establishing metaprogrammes To develop trans disciplinary approaches With the aim to address, through research, cognitive and/or socioeconomic challenges A means to increase the consistency and coherence of our actions A means to develop national and international partnerships To anticipate and structure future national and European programmes (possibly international programmes).11 8 metaprogrammes 2011 ACCAF: Adaptation of Agriculture and Forestry to Climate Change M2E: Meta omics of Microbial Ecosystems SMaCH: Sustainable Management of Crop Health 2012 DID IT: Determinants and Impacts of the Diet: Interactions and Transitions GISA: Integrated Management of Animal Health SELGEN: Genomic Selection 2013 EcoSerV: Agriculture and Forest Ecosystem Services GloFoodS: Transitions to Global Food Security.12 6

7 March 8 metaprogrammes Six launched in 2011 / 2012: 2011: ACCAF M2E SMACH 2012: DIDIT GISA SELGEN Two under preparation / construction: ECOSERV GLOFOODS.13 8 metaprogrammes for addressing the 7 priorities GLOFOODS Transitions to Global Food Security ACCAF Adaptation of Agriculture and Forestry to Climate Change DIDIT Determinants and Impacts of the Diet: Interactions and Transitions M2E Meta omics of Microbial Ecosystems SMACH Sustainable Management of Crop Health GISA Integrated Management of Animal Health SELGEN Genomic Selection ECOSERV Agriculture and Forest Ecosystem Services.14 7

8 March A progressive and self learning process Eight metaprogrammes at the end of 2013 With the target of allocating one third of global INRA resources to these eight programmes (including permanent positions of researchers) Medium to long term programmes (more than five years) Each metaprogramme is headed by the head of a research division Under the supervision of a scientific director With the involvement of several research divisions With national, European and international collaborations With an international Scientific Advisory Board (SAB).15 Metaprogramme budget 1/3 of INRA total means Permanent positions (researchers, engineers, etc.) 1 M per year (mainly for INRA teams) International collaboration projects Research projects Post docs and PhD grants Leverage effect from other projects: French ANR (National Agency for Research), Europe, etc..16 8

9 March Governance International scientific committee / Scientific advisory board Chaired by a member of the board (scientific director) Stakeholders consultation Agreenium stakeholders board Stakeholders panels Head of metaprogramme Head of division Steering committee INRA s experts in the field Administrative support unit.17 Metaprogrammes: orienting and organizing agronomic research for global challenges INRA is developing metaprogrammes research programmes with a broadened scope and combining several disciplines. Such an integrated approach is essential to making progress on global food, agricultural and environmental issues. International coordination : Metaprogrammes are coordinated by a the head of an INRA research division, under the supervision of a scientific director and/or the deputy general director. Scientific leaders in a given field work together in a coordination unit with a decisionmaking role under the guidance of the programme director. Each programme is assisted by an international committee which provides guidance and advice. Specific focus will be placed on : a) the relevance, novelty and coherence of projects and initiatives b) a systematic incorporation of multidisciplinary, international and partnership oriented aspects. Widespread consultation with research teams, whose activities may be included in programme specifications, will contribute to developing and selecting projects and initiatives. Each metaprogramme follows a life cycle consisting of several stages: incubation, exploration, development, implementation, follow up and evaluation..18 9

10 March INRA: the rationale for establishing metaprogrammes Expected international developments Increase and facilitate the exchanges of students and scientists Foster the development of international training courses Encourage international collaborations based on shared interests Either from other organizations interested in participating to INRA metaprogrammes Or from INRA teams to homologous programmes initiated by other agricultural research organizations Facilitate joint initiatives and partnerships with governmental and non governmental funding agencies.19 10