# data[].attributes.body
Find a clear way to collect data, design and monitor progress on a training-employment mismatch

Monitor career outcomes: target immediate relief and shape toward long-term solutions

# data[].attributes.body
Real progress making research better. How do we make sure it builds steam and overcomes barriers?

# data[].attributes.body
Overhead - the extra cost institutions apply to grants and contracts over salaries and direct expenses. Most NZ institutions charge well over 100%, which is unusually globally and means more money is unaccountable than is actually tracked.

Rich get richer - shorthand for a system where those with resources accumulate success because they were well resourced, and not due to the merit of their proposals. Work to date suggests this applies to NZ research system.

Crises -  Problems that have become urgent due to the pandemic.

Exploitation - Conditions leading to unsustainable growth (see Gunderson & Holling)

# data[].attributes.body
Examples:

Institutions are incentivised in the current system to maximise the time for their own staff in any contract or proposal. This is amplified by high overhead.

Lack of funding capability does not encourage data sharing where data requires maintenance/effort.

Māori are developing great capability in many areas, but are increasingly wary about linking into 'Western Science' to build capability (because of the way VM policies have worked) - unless great trust and relationships already exist. Can our solutions help with (self-organising) ways forward?

Māori data sovereignty presents challenges to open science ideals which are otherwise beneficial to Māori research and activity?

PhDs are low cost and short; post-docs are hugely expensive. Building careers in NZ is prohibitive?

Going for large competitive programmes means huge effort on proposals that stretches teams and funding thin; then workload that may be difficult to staff.

# data[].attributes.body
Extract 30-50% of salaries from reallocated overhead and other specific sources (including new funding for priorities?. Then allocate this to salary where people are employed, so institutional effects are minor.

But allow people to move and make use of this time, with NZRIS reporting on how it is used and outputs required to continue funding.

Scale with reasonable career salary progression.

Assume people who can't make use of 20-50% salary support leave the system.

Implement quickly but not too quickly (needs to mix, change culture, enable self-organisation, find a relationship to PBRF, ...)

# data[].attributes.body
Base funding to people allows the system to self-organise

Use Ostrom's 8 principles: convert to questions that identify what's not working; identify social dilemmas.

Ostrom's principles are not exhaustive: are others needed?

Keep a practical eye on the Anticipatory Governernance (OECD) framework

# data[].attributes.body
1. PhD student exploitations

2. Precarity completing and after PhD

3. Correctly incentivising and replacing an ageing workforce

4. Overheads + Big Grants --> Rich get Richer

5. Institutional accountability and transparency in time of hyper-competitivity and hyper-overheads

6. Contracting

7. Peer review and publishing models

8. Training kiwis versus overseas recruitment

9. Diversity, equity and inclusion backsliding

10. Prioritising and anticipating needs - no functional national science policy discourse

11. Addressing the big challenges

# data[].attributes.body
6.2 Funding research infrastructure

How do we support sustainable, efficient and enabling investment in research infrastructure?

Fund good people who form a community around shared infrastructure

Fund the infrastructure in the national interest so institutions can not act as gatekeepers, charge rents, or ...

Fund infrastructure into regions and future focused locations where young scientists can afford to live.

# data[].attributes.body
5.2 Workforce and research priorities

How should we include workforce considerations in the design of national research Priorities?

5.3.1 Base grant and workforce

What impact would a base grant have on the research workforce?

Directly support and empower the workforce to do good work and show it – by populating NZRIS with useful information, and connecting people and knowledge so 'NZ inc' can finally maximise its appropriation of its own RS&T activity

Minor financial and significant social/community mana-based incentives should incentivise good science culture that maintains the attractiveness of careers.

5.3.2 Better designed funding mechanisms

How do we design new funding mechanisms that strongly focus on workforce outcomes?

Collaborate within the research community, match funding scale to career development and successful research. Smaller, easier mechanisms where useful competition and signals exist to build in larger pools of activity in areas that fly national priority flags.

What else?
Rethink salary scales and levels of precarity and risk-taking at different career stages. Early career researchers need stable incomes and the ability to pursue big ideas. Late career should be encouraged to take various risks as well as provide support and mentoring, including engagement in policy and business.

# data[].attributes.body
4.1 Institution design

How do we design collaborative, adaptive and agile research institutions that will serve current and future needs?

Use Ostrom's 8 principles to redesign the purpose, governance and management of institutions that can be vibrant and collaborative internally and externally, by valuing and building their workforce. A people-focused base funding system would allow much of institutional redesign to self-organise over time, although some initial consideration of scales of interactivity and appropriability of commercial or confidential information will be beneficial.

4.2 Role of institutions in workforce development

How can institutions be designed to better support capability, skills and workforce development?

Make base grants fund people directly to achieve this at 30-50%. Reduce inefficient contracting that cripples connectivity. Require annual or real time activity updates that populate NZRIS and provide social incentives.

Avoid current levels of hyper competitiveness.

4.3 Better coordinated property and capital investment

How should we make decisions on large property and capital investments under a more coordinated approach?

Take a collaborative, national approach to supporting infrastructure and its people.

4.5 Institution design and Te Tiriti

How do we design Te Tiriti-enabled institutions?

Base fund Māori researchers at the scale that is needed, so they can be mobile to work within (or with) iwi/hapū organisations, wānanga, etc.

# data[].attributes.body
3.1 Core functions

How should we decide what constitutes a core function and how do we fund them?

Generally this is where people already are, though some rebalancing may be needed. Allow this to be driven sensibly over time by prioritisation within the research workforce and national priorities tagged within Vote RS&T or other Vote.

3.2 Establishing a base grant and base grant design

Do you think a base grant funding model will improve stability and resilience for research organisations, and how should we go about designing and implementing such a funding model?

Yes, focus on funding people using Ostrom's 8 rules (and any additional measures) so they can build a better system.

# data[].attributes.headline
2. Te Tiriti, Mātauranga Māori, Aspirations

# data[].attributes.subject
2. Te Tiriti, Mātauranga Māori, Aspirations

# data[].attributes.body
2.2 Engagement
How would you like to be engaged?

2.3 Mātauranga Māori

What are your thoughts on how to enable and protect mātauranga Māori in the research system?

It will be more stable if made part of base funding, rather than a funding multiplier. Apply significant priority to achieve new allocations.

2.4 Regionally based hubs
What are your thoughts on regionally based Māori knowledge hubs?

Funding to regions enhances stability (an important message of Jared Diamond's Collapse)

# data[].attributes.body
Prioritisation is hard and best solved by the research community through 3-6.

1.2.2 Priorities design

What principles could be used to determine the scope and focus of national research Priorities?
1.3.2 Priority-setting process

What principles should guide a national research Priority-setting process?

How can the process best give effect to Te Tiriti?
1.4.2 Operationalising Priorities

How should the strategy for each national research Priority be set and how do we operationalise them?