2016-2020 with Direction in the 3rd Term and Beyond

EVALUATION BY ACTIVITY

1. Core Centers (human resources training centers):
   Networking: Such activities as SciREX Open Forum and SciREX Summer Camp are important assets of the program. Also, each core center independently held networking activities.
   
   Coevolution: The research that contributed to actually making science policies was very limited. Also, the relationship between researchers and government policymaking administrators was often limited to information exchange level.
   
   Human resources development: From JFY2011-JFY2015, the number of the students completed the program was 44. It increased to 224 during JFY2016-JFY2020. This should be evaluated as the efforts made by the Program. Also, the training to the government policymaking administrators has been working well not only to advance the administrators' abilities, but change their mindset and establish networks.
   
   Research base: Each center is carrying its own unique research activities, producing new databases and research results that may affect policymaking. These activities are expected to develop in the future.
   
   
2. Competitive funding program
   In the 3^rd term of the SciREX Program, the competitive program is expected to focus more on coevolution projects.
   
   
3. Data and information base
   The data and information collection at NISTEP made great contribution to the SciREX Program. The efforts should be continued in the 3^rd term with more focus on enhancing coevolution.

EVALUATION and RATING OF THE CORE CENTERS with FUTURE DIRECTION
(S: Excellent; A: Very good; B: Good)
The Mid-term Evaluation Committee for the "Science for Policy" in STI Policy gave ratings to the SciREX member organizations for their efforts during 2016-2020 as follows:

SciREX Center: B
- As the HUB of the Program, Core Curriculum compilation, Summer Camp, and Open Forum were well performed. Also, the Center's position was made clear in the GRIPS regulations.
- While more budget was invested in the Center than other core centers, it did not function enough as expected in leading the whole program.
- How to carry the program in the next 5 years needs to be discussed.

GiST @National Graduate Institute for Policy Studies: A
- The activities in the past decade were not based on how to proceed in the 3^rd term.
- The effort of improving the program and the excellent result in training human resources are worth highly evaluated.
- The division of its activities from the SciREX Center's is not clear, which should be improved.

STIG @the University of Tokyo: S
- The system to carry the education program after the termination of the SciREX Program, including maintaining the faculty memnbers, is secured. The program is well rooted in the University system.
- Many of those who had STIG training developed to become government officials.

IMPP @Hitotsubashi University: A
- The center proactively developed collaboration with local-area innovation activities, industries, science and engineering-focused universities to produce unique results.
- The center does not have a clear picture of the program after the termination of the SciREX Program.

STIPS @Kyoto/Osaka Universities: A
- Among the STI policies, this center focused on Ethical, Legal, and Social Issues (ELSI). Many graduate students from a variety of fields participated in this program and completed it.
- Detailed plan after the termination of the SciREX Program is expected to be drafted.

CSTIPS @Kyushu University: A
- Whereas the program ended not to be established as one course of the University's graduate education, their effort made the university establish "STI policy personnel development track." The effort should be evaluated and continued.
- The center's unique feature of collaboration with the local area and Asia is evaluated.

RATING OF THE MEMBER ORGANIZATIONS
NISTEP: A (see "Data and information base" above)
RISTEX: A (see "Competitive funding program" above)

DIRECTION IN THE 3^RD TERM (2021-2025) and BEYOND
1. Governance to be Strengthened
The long period of the program has brought inflexibility among the people involved in the program. It is important to improve the governance, taking this fact into consideration. The Management Meeting should make clear the vision of the program. Especially, to be prepared with the management of the program after it terminates, each core center should make clear its future direction.

2. Strengthening of the function to bridge policy research and policymaking process to realize coevolution
All concerned should be aware that coevolution has not successfully been attained, reminded of the objectives of the program, and pursue coevolution. To enhance coevolution, not only the academic researchers, but also the policymaking administrators should enhance and strengthen EBPM literacy. At MEXT, it is ideal, if a system is established to support the effort of bridging policy research and policymaking discussions. It is also important for NISTEP to strengthen a system to pursue coevolution.

3. Sustainable Platform
The network created through this program has not been visualized, and is not stisfactorily functioning as a value-added platform. This network is expected to be maintained and improved to be more participants-friendly. To promote coevolution, it is important to establish barrier-free career paths across industry-academia-government.

4. Development as an Interdisciplinary field
Each center is expected to show its existence and develop in the academic world with its excellent research work by taking consideration to the international trend. After the program terminates, the researchers are expected to continue to participate in 'Science for Policy' in STI policymaking, e.g., by applying for the competitive funding program that is expected to remain. Such efforts, when accumulated, may lead to establish 'Science for Policy' as an independent nterdisciplinary field.

Evaluators for this period:
OSUMI Noriko, Vice President Tohoku University
KOBAYASHI Naoto, Professor Emeritus, Waseda University
NAGAI Ryozo, President Jichi Medical University
HARAYAMA Yuko, Executive Director, RIKEN

2011-2015

Achievements:
・Human resources training and networking are developing.
・The collected data and analytical methodologies are contributing to making policies in Japan.

Challenges and Direction:
・The research results and human resources need to be integrated. Networking should be strengthened. These efforts will help the program solve critical issues and contribute to making evidence-based policies.

・Diversity and various possibilities should be taken into consideration in solving critical issues.

・Why the program was established needs to be reminded from time to time.

・Human resources training and expansion of networks remain to be essential.

・Academic contents need to be established to train future science policy makers.

・Data and information base and competition-based funding should continue to be developed.

・The SciREX Center should build up its role as the hub of the SciREX program.

Evaluators for this period:
OGAKI Shinichiro, Director, Japan Water Reseasrch Center; Professor Emeritus, the University of Tokyo
SUMIKAWA Masaharu, Advisor, Hitachi Ltd.
YANO Makoto, Professor, Economics Research Institute, Kyoto University
YUKI Akio, Senior Fellow, Japan Science and Technology Agency; Professor Emeritus, Yamagata University