Nepal S&T and Its Future Prospects Raju Adhikari

Nepal S&T and Its Future Prospects

• Raju Adhikari

• Principal Research Scientist

• CSIRO Molecular Science and Health Technologies

• (Former Senior Scientist, NAST)

Outline

• Part I

• Global R&D overview
• Australian R&D- Public sector
• S&T Indicators
• S&T Vision

• Part II

• S&T-Development in Nepal
• NAST- A Case Study
• S&T Poor Performance: Main Reasons

• Part III

• S&T: New Vision
• Way Forward
• NRN Role in S&T
• S&T Networking- New Approach
• Proposed Structure
• S&T and Education in 2008 Budget

• Conclusion

Global R&D Spending

An overview: World R&D

International Patent:

Source of R&D Funds

R&D Workforce

S&T Indicators

• R&D budget (% of GDP)

• R& D expenses

• R&D capabilities (Manpower and Infrastructure)

• Number of graduates/post graduates and PhD

• R&D facilities (Equipment and Infrastructure)

• Strong linkages between public, private and academia sectors

• Number of patents and publications

• R&D manpower

• Collaborations (National and International)

S&T Vision

• Government long term commitment (NASA, NIH)

• Scientific leaders in innovation and creation

• Centre of innovation and technology excellence

• Generate opportunities to retain or attract talents

• U.S.-40 % of global (R&D), 70 % world’s Nobel Prize winners, 3 quarter of world’s top 40 universities.

• Private sector lead role

• A visionary R&D in key S&T areas

• Information technology (Q dots, OLED, Softwares, Wireless network)
• Medical technology (No sutures, Injection, Targeted drug delivery, Gene technology, Diagnostic (Protein markers), Regenerative medicine
• Nano technology

Australian R&D

• R&D budget in 2008 - 10 billion AUD

• Industrial R&D expense accounts for 0.9% of GDP

• Industrial R&D is focused on Automotive and Biotechnology (Agriculture, Veterinary) sectors.

• Government share 50% of the total R&D investment

• R&D manpower is > 70,000

Australia: Public Sector R&D

• 3 Public Research Institutes, CSIRO, ANSTO and AIMS

• 63 cooperative research centres (CRC) were established nationally to strengthen the linkage between university, industry, and research institute

• 6 National Flagship projects in key areas Energy, Metal, Health, Niche Manufacturing, Environment and Energy to address national issues

• S&T agreements with 11 countries and 3 international organizations

• Weakness is in manufacturing industry, university industry linkage, and S&T manpower.

Nepal S&T-Development

R&D Activities

15 in Agriculture sector

• 15 in Agriculture sector

Professional Societies- 1995 Data

• Nepal Science Association in 1956

• 96 Professional Societies

• Largest Associations

• Nepal Engineers Association (Members > 3500)
• Nepal Medical Association, Members > 3000

• Internal publications:

• Professional Societies Journals (37)
• National S&T Conference
• 48 papers in 1982 to 502 in 2004.

R&D Budget and Expenditure- in US$

R&D Manpower- 1995

S &T Apex Body- NAST

• A Case Study

RONAST/NAST- Objectives

• Advancement of science and technology for all round development of the nation

• Preservation and further modernization of indigenous technologies

• Promotion of research in science and technology

• Identification and facilitation of appropriate technology transfer

RONAST/NAST: Function-15

• The specific functions of NAST are to: - Undertake studies/reports on the achievements of S&T in the country.

• Advise the Government on formulation technology transfer policy and its implementation.

• Implement S&T programs in collaboration with national and international organizations.

• Conduct and promote research in priority areas of science and technology.

• Collect and disseminate S&T information through a central S&T Information System.

• Organize seminars and conferences on S&T topics and help facilitate S&T publications.

• Establish and strengthen linkages with regional and international institutions in order to promote mutual cooperation.

• Mobilize internal and external resources both financial and technical, for S&T development as well as to carry out the activities of the Academy.

• Give recognition to outstanding individual and institutional contribution for development, promotion and application of S&T.

• Enhance public awareness towards the importance and usefulness of S&T as well as to create conditions conducive for S&T application.

• Advise Government of Nepal on S&T development programs.

• Advise Government of Nepal on the establishment of new institutions or laboratories for S&T related research and development.

• Provide financial and technical assistance for the establishment and development of new S&T institutions/laboratories.

• Set up centres for S&T related innovations and innovative models.

• Undertake all necessary measures to achieve the goals and objectives of the Academy.

NAST-Structure

NAST Agreements

NAST Agreements

• International Council of Scientific Unions (ICSU).

• International Foundations of Sciences (IFS). International Atomic Energy Agency (IAEA).

• Federation of Asian Scientific Academies and Societies (FASAS).

• Information Network on New and Renewable Energy Resources and Technology for Asia and the Pacific (INNERTAP)

• Centre for Science and Technology of Non-Aligned Countries

• ( NAM )

• Association for Science Cooperation in Asia (ASCA)

• Science and Technology Policy Asian Network (STEPAN)

• Association of Asia 's Scientific Academies (AASA)

• International Development Research Centre (IDRC)

Publications -200 in 25 years

• Vigyan Lekhmala since 1986

• Nepal Journal of Science and Technology since 1999

• Proceedings SAARC Workshop on Biofertilizer Technology, 1989

• Proceedings Discussion Forum on Pollution Preventing Strategies for the Kathmandu Valley , 1995

• Citrus Greening Disease: A Compiled Study, 1990

• Proceedings of Workshop on Indigenous Technological Capabilities of Industry Level, 1993

• Proceedings of IInd National Conference on Science & Technology, 1994 –

• Endogenous Capacity Building in S & T Development in Nepal , Vol. II, 1996

• Proceedings of IIIrd National Conference on Science & Technology, 1999 - Ramaila Prayogharu (In Nepali), B.S. 2055

• Urja Ra Urjaka ka Shrotharu, (In Nepali) B.S. 2055

• Science and Technology in Nepal 2001

• Proceedings of International Seminar on Mountains, 2002

• Status Paper on Zoology, Statistics, Forestry, Plant Sciences - 4th National Conference on Science and Technology: Abstracts, 2004

Research Activities

• Biotechnology programs

• Conservation of Aromatic and medicinal plant
• Molecular Diagnostic of Citrus greening Disease
• Molecular characterization of Medicinal plants  -Tea clones  -Bacillus thuringinsis
• Research on Organic farming
• Antagonistic Study of Ectomycorrhiza -Study of the role of Endomycorrhiza

• Natural products research

• Bioprospecting of Cordyceps sinensis-Biopesticides study program -Analytical services

• Environment and Radiation research

• Microbial analysis of tap water, mineral water milk, soft drink and others -Chemical Microbial analysis of ground water -Detection of arsenic in ground water and removal of iron and arsenic. - Radiation hazards assessment in hospitals and nursing homes in Nepal .

• High altitude sciences

• Study of mushroom diversity and its economic value in Sagarmatha National Park Area. -Local knowledge and ethnomedicinal botany of high altitude plants in Sagarmatha National Park Nepal .
• Distribution of C 3 and C 4 plants along environmental gradients in Eastern Himalayas of Nepal . -Ev-K²-CNR Committee

• Technology application and development

• Research works on Briquetting Technology
• Study on Solar Pump -Instrumentation Centre

NAST: History

• RONAST established during Panchyat time as an Apex Coordinating Body in S&T (Non working Academy)

• VC - Non Scientist (PhD in Geography)

• Absolute power and large budget

• Agreements signed with overseas public S&T organizations

• RONAST jobs – not permanent

• Democracy in 1992 triggered uprising

• Change in political system changed RONAST structure

• New structure introduced without proper consultation and discussion

• Appointment of Academician from representative political parties polarized the Academy’s functioning

• Academician appointed lifetime with no clear role and responsibilities

• S&T failure- Linked to Panchyat regime

NAST Achievements in 25 Years

• NAST own building at Khumaltar (85 ropanies)

• New building with old vision

• Many Academicians and no projects

• Many awards and grants

• PhD fellowships program with University

• National S&T Conference every 4 years

• Radio program (Science Quiz, Interviews)

• Science Learning Centre (SLC) launched

• National Forensic Laboratory established

• National Instrumentation Centre ?

• High Altitude Research Laboratory-established

• Few In-house projects

• Talk Program, Meet your scientist program

• Workshop and seminar

A Classic Example of a Failed Project

• Advanced Natural Products Research Laboratory (ANPRL)- Identified as a National project in health sector

• Aligned with policies of establishing national laboratory

• Aimed to provide a centralized R&D facilities with modern Instrumentations (NMR/GC/GC-MS, SEM, FTIR )

• Organised an International conference

• Princess Chulabhorn, Mahidol university agreed to jointly fund this project with support from International community

• Proposal submitted to Mahidol University through Chancellor office

• Change in Political system in 1992

• Project collapsed and never followed up

• Nepal doesn’t have necessary equipment such as NMR/Mass Spectrometry/SEM etc necessary for R&D work

NAST- Main Reasons for Poor Performances

• No defined role and responsibility (Working or Non working academy)

• Broad agreements

• Failed leadership

• No new initiatives and vision

• Working in isolation

• Academician out of touch and no raw model

• Power equation to become VC

• Political appointments (Academician and VC)

• Nepotism and poor governance

• No initiatives or program for NRN S&T manpower ( A global resources with new blood and ideas)

• Small In-house projects with poor funding without major collaborations, a road to failure

S&T Poor Performance: Main Reasons

• Political instability

• Not in Government priority

• No clear national S&T strategic plan

• Political appointments in all S&T institutions

• No Science and Technology leaders

• Poor R&D budget

• Poor research infrastructure
• Poor scientific manpower
• No national coordinated efforts in R&D

• Weak linkages between different R&D institutions

• No incentives to private sectors

• Confusion between R or D or both

• Few collaborations (Intra, Inter and International)

• Duplications of R&D

• No commercial focus and patent protection

Examples: R&D Tax Incentives in Other Countries

Nepal S& T New Vision

• Creating a team from different scientific fields and having a coordinated approach to find solutions to Nepal problems

• Purpose

• Serve Nepalese Community and benefit our
• Industry
• Environment
• Society

Way Forward

• S&T recognition and investment

• A long term vision and serious commitment

• Fresh approach and initiatives

• A separate R&D wing in Planning commission
• S&T seat in upper house
• Invite NRN resources and brain for S&T investment
• Organize a national conference of all R&D institutions (private/public & academia) and prepare S&T development master plan for the next decade

• A development plan for S&T human resources next 10 years

• Redefine the role of NAST

• Form a Prime ministerial S&T advisory committee comprising of top scientists, technocrats and business minds

• Establish a separate S&T department

Way Forward

• Realign or merge Departments/Institutions with similar objectives to best utilize the resources and better service from R&D

• Establish National laboratories in Key S&T areas (Chemical. Biological, Environment, Water Resources, Forestry, Alternate energy and Information sciences)

• Create Federation of all societies- Lobby group

• Identify S&T investment areas and invite foreign investment

• Launch National projects in priority areas with clear focus

• Invite external Science leader to review national projects on annual basis
• Develop strong KPI to monitor R&D performance

• Create national fellowship to attract and retain best scientists

Way Forward

• Establish a strong patent portfolio to protect R&D outcome

• Double the number fellowships (PhD, master and visiting scientist) in overseas countries

• Tax incentives in all R&D work

• Give incentives to Universities to develop strong links overseas to expand higher education infrastructure (KU)

• Create a national S&T database

• Look out for Science leaders

• Higher the best brain for the top job

• Knowledge based nation- (Invite, attract and retain talented Nepalese brain )

Biotechnology Sector (Yarsha Gumba): An example

• Identify and invite collaborative national proposals

• Approach overseas private companies for funding and investment

• Advertise the project globally, institutional approach or individual contacts
• Develop the proposal jointly with a clear objectives commercial focus and time frame
• Nepal to provide resources and manpower
• Advanced testing and formulation development overseas
• Patent royalties to be shared
• Access to clinical trials in Nepal- Investment opportunity
• Tax incentives and other flexibility for the company
• Manufacturing of products in Nepal (cheap resources)
• 10% of profit from the sell for reinvestment in R&D in Nepal

NRN Role

• NRN should play a lead role

• NRN to organise International S&T conference every two years in Nepal

• Create a separate NRN S&T wing (Representative from country chapters globally)

• Generate skill database and strong networking
• Invite ideas and identify key areas for S&T investment
• Create S&T investment funds
• Submit a proposal to Nepal Govt
• Launch collaborative projects in key areas

• Appoint a S&T representative in NRN ICC

• NRN ICC representative in the PM S&T advisory committee

NRN Approach

• Create an investment fund ($ 1M) for R&D in priorities research areas

• Initial funding for 1-2 projects with a clear commercial focus (Value added applied research)

• A strong networking of NRN S&T expertise and resources through above projects in Nepal

• Revenue generation- Spin off companies, licensing of patent or technology sale

• New NRN PhD and post –doctoral fellowships in above project

• Fellowship linked to commitment in the project

• Local employment, infrastructure development and creation of wealth (long run)

Nepal S&T networking- New Approach

Brain Drain ?

• Migration of Nepalese professionals –on rise

• 14 years in CSIRO- Co-inventor of 2 spin off companies PolyNovo and Aortech Biomaterials, 20 patents and 40 international journal papers and 50 International conference abstracts

• Research ideas led to multimillion dollar business, created employment and infrastructure development

• Can state use such experience and knowledge and is there any opportunity ?

• Recent initiatives to start a collaborative proposal between CSIRO and NAST failed, No interest

• Is Brain drain an issue

• Is Reverse brain drain a need now ?

Education gets Govt support- Budget 2008

• 5% Tax (Rs 1.41 billion) on total revenue generated by the private schools and colleges (i.e., all higher institutions).

• 1.5 million students, 8500 private schools, and 70,000, 250 private colleges.

• 10% tax levy from the sin taxes on alcohol, tobacco, and casinos – Rs 1 billion

• Total = 2.4 billion NRs

• Independent trust funds

• 3.5 years education vouchers
• 25% school grants
• 75% vouchers for vocational and technical education

Science and Technology to be promoted- Budget 2008

• Programme to stops brain-drain of the indigenous scientists and technologists

• A National lab set up under National Academy for Science and Technology (NAST) to expedite the studies and researches in area of science and technology.

• 5th National Science Conference to be convened in Kathmandu

• Rs 230 millions for National Information Bank to protect important public information from catastrophe and anthropogenic accidents.

• Rs.  57.5 million for additional 175 Tele-centres in rural communities, schools and post offices.

• One Tele-centre in each Village Development Committee

• Establishment of a Climate Change Research Centre

Conclusion

• There is no silver bullet or magic solution

• No short cut approach

• A new vision, passion, commitment and approach is necessary

• Realigning of the national priorities and existing structure is important

• Increase S&T budget to almost 2% of GDP

• NRN role is critical to S&T development

• Knowledge/Skill grafting is critical to S&T prosperity