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Policy Department A: Economic and Scientific Policy ____________________________________________________________________________________________ should be seen as ambassadorial, facilitating the exchange of ideas between the SET Plan Steering Group and the industry/research community. A second flaw relates to the Commission’s assumption that industry and research centres will be prepared to put time and effort into governing the EII. In JTIs, this work is unremunerated and known to take a lot of time and energy. They will need to • Decide what kinds of research and demonstration projects should be supported across the European Union in a given year and negotiate them with the SET Plan Steering Group • Choose Key Performance Indicators (targets) for these projects and for the sector as a whole • Read the reports from SETIS on how well the projects’ targets are being met • “Implement the Implementation Plan according to existing funding rules and procedures” – although this should become the responsibility of public funding agencies60 The EII members will be meant to act in a personal capacity. In the majority of cases, however, it will be their employer who covers a) their time to prepare for and attend meetings and b) their travel costs. This might lead the employer either to restrict the time and budget of his employee to the bare minimum, or to allow the employee to put a lot of effort into the meetings in the expectation that “something big” is going to come from them. “Something big” might mean a set of good decisions in the public interest, earning the company kudos from the Commission, but more naturally, it might be a set of decisions that prioritise its own interests. The only option for civil servants who want significant amounts of expert policy advice while minimising the risk that it is tainted by the over- expression of a narrow private interest is to reimburse the time and costs of those who would formulate policy recommendations on their behalf. The Commission’s intention to make no money available to the industry and research representatives in the EII Teams is a mistake. Covering their costs would give the Commission some leverage to impose rules on running of the Team to give it stability. For example, it could insist on a minimum term of office for EII Team members, and the terms under which their mandate might be renewed. The third flaw concerns the Commission’s inability to articulate how Technology Platforms fit together with EIIs. If the Technology Platform associated with the EII’s technology becomes a peripheral advisory group of the EII Team with no power over it, then it will disintegrate as its members seek to join the Team. If Technology Platforms are to survive the dawning of the EII era, they will need to find a new role, complementary to the EIIs’ and to that of industry associations61. 2.3.4. The ideal: industry-led demonstration projects with several partners A better model for EIIs could be the US’s Technology Pathway Partnership of its Solar Energy Technology Programme62, which concerned the PV industry. Following an open competition, companies were chosen to lead projects involving a consortium of other 60 This is consistent with the approach favoured by the Spanish Presidency in the context of PPPs (see section on transparency of this document : http://www.r2sconference.eu/downloads/non_paper_PPPs.pdf) 61 The trouble is that the kind of discussions that could take place within them (discussing the challenges of globalisation, the impact of smart grids, guidelines on the management of intellectual property) are similar to the discussions taking place within industry associations themselves. Even on the question of advising on the design of new funding instruments, the EII Team will apparently be more powerful and influential voice than the Technology Platform. 62 http://www1.eere.energy.gov/solar/technology_pathway_partnerships.html IP/A/ITRE/ST/2009-11 & 12 140 PE 440.278PDF Image | Policy Department Renewable Technologies
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