Summary

This document traces the history of SMERU, beginning in the last quarter of 1998 when a small group of researchers used AusAID funding with administrative support from the World Bank to form the organisation to analyse possible responses to the Indonesian

Description

The history of SMERU leads to six recommendations for improving Indonesia's knowledge sector and fostering similar institutions.

First, a knowledge organization must develop and adhere to a measurable mission statement emphasizing social impact through policy change.

Second, personnel policies–recruitment, compensation, and training–must receive special care. Human capital is the chief determinant of the organisation's productivity.

Third, performance standards must be high; SMERU's quality control process is essential to its success.

Fourth, staff must emphasize networking with other stakeholders, such as NGOs, academic institutions, donors, and governmental officials at multiple levels.

Fifth, research topics and dissemination activities must be closely geared to the "demand side" – what policymakers and donors actually need.

Lastly, research organisations must prioritize core funding: SMERU is credible because of its reputation as an independent academic institution rather than a narrow contract outfit.

The SMERU Research Institute: History and lessons learned (PDF 344kb)