COST DC CHAIRS SWOT CSO Brussels 15 May 2013

DC Chairs Generic SWOT Strengths Distinguished scientific expertise of Domain Committee (DC) members along with their policy expertise makes for a prestigious contribution to COST’s corporate profile DC members who are leaders in their field provide the expertise to ensure the integrity of a bottom-up approach DC members operate in line with the highest scientific, professional and ethical standards DC members bring to COST their experience of high level interaction with science policy and management at national, European and international levels: this factor embeds COST within larger global networks of science and innovation DC members are integrated within national networks of expertise and scholarship (research, teaching and university/research institute management)

DC Chairs Generic SWOT Weaknesses DC members willingly undertake a heavy burden of work for COST on an unpaid basis. However, restricted strategic capacity/initiative in respect of DC members involvement with COST may limit more dynamic participation in the work of COST There is as yet no formal communication line between the JAF/CSO and the DCs – this lacuna results in a lack of operational and strategic clarity DCs have no clearly defined strategic role nor discretion in relation to their budgets

DC Chairs Generic SWOT Opportunities DCs beneficially influence networking activities in the domains and enhance the profile of COST within the European Research Area – meaningful strategic recognition of this function is required COST has the potential to play a valuable role as a seed bed for funding proposals to the European Research Council and Horizon 2020 A coherent systemic, operational and strategic interaction between DCs, JAF and CSO would greatly enhance the reputation and impact of the COST mechanism Clearer definition required for the roles of chair and vice-chair and the nature of their interaction with the COST office management Enhancing the exchange of liaison representatives with other international/EU funding agencies would strongly support and inform the strategic mission of the DCs A small dedicated budget allocation would result in more effective promotion of COST by DC members in order to leverage Action activities and to implement a Domain specific strategic plan

DC Chairs Generic SWOT Threats Possible diminishment of the role of DC members in the evaluation/monitoring of the Actions and marginalisation of the DC role within COST system will impact quite negatively on the attraction of serving on a COST Domain Committee Likewise, the lack of a clearly defined strategic or developmental role for DCs will serve as a disincentive to the recruitment of high calibre scholars and experts to the DCs Weakening of the scientific prestige of the DCs will impoverish their links with national, EU and international researchers and leaders in scientific innovation Clearer definition required for the roles of chair and vice-chair and the nature of their interaction with the COST office management A compulsory limit on the number of 4-year mandates of DC members/DC chairs may lead in 2014 to a damaging loss of organisational expertise – such a scenario has the potential to impact negatively on the monitoring of the Actions and in communication flows