新西兰政府近期宣布了一项重大的科学体制改革，其中包括对国家创新体系的关键机构——卡拉翰创新研究院进行机构调整。该创新研究院长期以来在新西兰的科技创新生态系统中扮演着举足轻重的角色，为包括初创企业在内的各类创新主体提供研发设施、技术咨询和资金支持等关键服务。随着政府宣布解散卡拉汉创新研究院，并对其下属机构的未来走向带来不确定性，像我们这样的初创企业，以及更广泛的科技创新界，都面临着未来研发资源获取可能受阻的现实挑战。尽管近期政府在最后一刻为卡拉翰创新研究院的部分部门提供了紧急延期，但这仅仅是权宜之计，机构调整的大方向并未改变。 这次机构调整的背后，也反映出新西兰政府对现有科技创新体系效能的深刻反思，以及力图通过改革，进一步释放科技创新对经济增长驱动力的战略意图。正是在这样的背景下，作为一家深耕科技的初创企业，同时又作为一名长期关注科技政策的创业者，结合我在实践中遇到的实际问题和思考，向科技创新部长写了一封信，并提出我认为切实可行的解决方案。以下为中文译文，原文附后。
致尊敬的科技创新部长 Shane Reti 阁下
抄送：尊敬的小企业和制造业部长 Chris Penk 阁下
主题： 驱动经济增长新引擎： 激活沉淀的公共研发资源 赋能商业创新
尊敬的部长阁下：
我注意到，新西兰政府近期正积极审视现有科技创新体系的效能，并展现出通过改革进一步释放创新力量，将其作为驱动经济增长关键引擎的战略意图。作为一家新西兰科技初创企业创始人，同时亦是对科技政策抱有长期关注的实践者，我想分享我们在创新实践中积累的经验与思考，并提出切实可行的解决方案，以期为构建一个更具活力、更有效率的新西兰创新生态系统贡献绵薄之力。
新西兰科学领域蕴藏着巨大的国家战略资产价值，然其在驱动商业主导型经济增长方面的潜力远未充分释放。我们，Xplora Ventures 公司，与众多怀揣创新理想的新西兰科技企业一样，致力于开发前沿解决方案，为国家构建高附加值、外向型经济贡献力量。然而，在创新发展征程中，一个长期存在的体制性梗阻日益凸显，制约着我们前进的步伐：那便是亟需的研发（R&D）设施与专业人才难以企及，创新成果规模化应用困难重重。对于在预算和时间双重约束下运作的初创企业而言，自建研发体系或寻求私营替代方案，动辄需要巨额资本投入，实难承受。以我司 Xplora Ventures 为例，目前尚依赖于新西兰卡拉翰国家创新研究院（Callaghan Innovation）的场地维系研发实验室基本运转。而今，伴随创新研究院面临机构调整，以及研发基地前景不明朗，我们深感获取关键研发资源举步维艰，创新发展命脉堪忧。凡此种种，无不预示着初创企业研发资源困境已至亟待破解之时，系统性解决方案呼之欲出。
与此同时，我们亦洞察到，在皇家研究院（公共研究机构）与大学等机构内部，公共财政长期投入所形成的宝贵资源，存在利用率不高的现象。上述机构集聚了尖端设备、特色设施以及规模可观的高素质人才队伍——科学家、研究人员与专业技术人员，但现有资源配置与运行效率，远未臻于理想水平。持续维护这些资源，对政府财政构成相当的压力，最终仍需仰赖纳税人贡献。
由此形成一组悖论式图景：一方面，公共财政投入巨额资金所支持的关键研发资源，在公共部门内部一定程度上闲置沉淀；另一方面，最具创新活力与高成长潜力的市场主体——科技初创企业，却苦于无法获得必要的资源要素。此种供需错位，无疑构成对国家创新体系的掣肘，制约着以科技创新驱动高质量经济增长战略的有效实施。
我们深信，从战略高度正视并着力破解上述体制性梗阻，不仅具有现实必要性，更关乎新西兰经济社会长远繁荣之战略大局。若能有效弥合资源供需鸿沟，必将为蓬勃发展的新西兰创新生态系统，以及更广阔的国家经济层面，释放出前所未有的巨大红利。为此，我们特呈上如下政策建议，恳请部长阁下审阅采纳：
一、 实施“战略协同区位+强化设施共享”计划，支持初创企业入驻公共研究机构及大学
为此，我建议，政府应出台激励性政策，积极引导和有力推动初创企业式入驻公共研究机构（PROs）及大学创新园区。为此，可重点推进以下机制建设：
构建高效便捷的资源准入通道： 针对初创企业研发资源需求特点，在公共研究机构与大学内部，建立并优化清晰、高效、用户友好的资源开放共享机制，使其能够以商业化原则为基础，便捷租赁或按需使用现有闲置的实验室空间、专业设备与先进科研设施。同时，设计灵活且符合初创企业支付能力的定价体系，如阶梯式租金结构、按使用量付费等多元选项，切实降低初创企业研发启动成本。
打造依托现有载体的初创企业集聚区： 以前瞻性眼光，系统梳理并优先盘活公共研究机构与大学园区内部现有闲置空间资源，高标准规划建设一批功能集聚、服务完善的初创企业孵化器与加速器。此举旨在最大限度地减少新增资本投入，充分发挥政府现有资产效益，依托高校院所打造充满活力的创新创业生态枢纽，促进跨领域、跨产业的深度互动与融合，并以此为磁极，吸引社会资本加速流入，形成创新要素集聚效应。惠灵顿维多利亚大学与 WellingtonNZ 合作共建的Taiawa惠灵顿科技中心（Taiawa Wellington Tech Hub），即为依托高校资源成功打造充满活力的联合办公空间的典范案例，可资借鉴。
搭建互联互通的公共研发资源平台： 以前瞻视野，着力建设并持续完善用户体验友好的线上平台，全面、透明地聚合呈现各类公共研究机构与大学可对外开放共享的研发资源信息。平台应具备智能检索、在线对接、需求响应等功能，大幅简化企业用户发现、评估与申请使用资源的流程，实现供需双方精准高效对接。
上述立足财政审慎原则的系统性方案，既可直接有效破解公共资产利用率不高之困境，亦能为公共研究机构与大学开辟多元化收入来源，反哺科研运营与可持续发展，更可显著降低初创企业创新研发成本，优化创新创业生态，最终在不额外增加政府财政负担的前提下，实现公共资源效益最大化与创新活力充分涌流之双重政策目标。
二、 推行“人才灵活流动”战略，构建基于科学家借调制度的人才共享机制
我倡议在国家层面设计并实施一套灵活高效的科学家借调制度，积极鼓励并有效促成公共研究机构与大学的科研人才，以兼职、短期或项目合作等多种形式，灵活参与到初创企业的创新实践中。该制度力求在最小化公共财政直接投入的前提下，最大限度地发挥公共部门人才智力优势，赋能私营部门创新发展。制度框架应重点涵盖以下要素：
构建成本效益导向的制度框架： 制定一套操作性强、简明易懂的借调制度实施细则，明确界定科学家与初创企业的参与条件、借调的一般期限、知识产权（IP）归属与流转规则，以及成本分担机制——即由受益初创企业合理分担借调科学家的人力成本，形成责权对等、风险共担的合作模式。制度框架设计应充分体现财政可持续性与对私营部门的吸引力。
实施精准有效的公共机构激励： 创新政策工具箱，构建多元组合激励机制，引导公共研究机构与大学积极参与科学家借调计划。例如，将机构参与借调计划的绩效纳入科研机构评估指标体系，对在借调工作中涌现出的成功案例进行广泛宣传与表彰，提升机构社会声誉与行业影响力；同时，积极探索建立科研反哺机制，为参与借调计划的公共机构及科研人员，创设更多渠道获取产业界反向输送的研究 经费，形成人才与资金双向流动的良性循环。
搭建智能高效的人才供需对接平台： 充分运用信息化技术，构建一个功能集约、智能高效的人才供需对接平台，精准链接初创企业与公共研究机构内相关领域的专家资源。
此项战略性人才灵活流动计划，将创造多方共赢的 “三赢” 格局：于初创企业而言，借调制度为其洞开了一条低成本、高效率获取顶尖科研人才的通道，无需承担长期聘用高昂人力成本，即可有效补齐创新链条上的关键知识与技能短板，加速技术突破与产品迭代；于科研人员而言，借调制度为其构建起一条低风险、高回报的职业发展新路径，既可保有公共部门职位的稳定与保障，又能以更灵活的方式投身产业实践，将科研成果转化为现实生产力，拓展自身职业发展空间，提升个人市场价值；于公共研究机构与大学而言，积极参与借调计划，不仅能够彰显自身服务国家经济社会发展的责任担当，提升机构社会声誉与行业影响力，更可通过与企业共建研发项目、共享创新收益等方式，有效拓宽机构多元化研发经费渠道，增强自我造血机能，实现可持续发展。更为深远的意义在于，该机制将有效畅通新西兰科技创新人才要素在公共部门与私营部门之间的双向流动渠道，优化人才结构配置，为蓬勃发展的科技产业集群输送源源不断的高素质人才活水，并最终放大公共财政在长期科学领域所产生的战略回报。
上述两大政策建议，互为支撑，协同发力，构成一套务实可行、成本效益显著、兼顾多方利益的系统性解决方案。我们坚信，如能付诸实践，必将有力打通长期制约新西兰科技创新体系效能提升的“任督二脉”，将沉淀在公共部门的科教资源转化为驱动商业创新与经济增长的澎湃动能，深度契合本届政府构建“高绩效、创新驱动型”新西兰经济的战略愿景。
我愿意有机会与部长阁下及相关部门同仁，就上述建议作更深入细致的交流探讨，助力相关政策尽快落地生效，惠及新西兰创新创业生态，为国家长远繁荣发展奠定坚实科技基石。
恭颂政祺！
杨楠 博士
Xplora Ventures 创始人
RH510, Rutherford House,
23 Lambton Quay, 惠灵顿，新西兰
nan@xploraventures.com
附英文原文：
To: Hon Dr Shane Reti
Minister for Science, Innovation and Technology
Cc: Hon Chris Penk
Minister for Small Business and Manufacturing
Subject: Fueling Economic Engine: Leveraging Underutilised Public R&D for Business Innovation
Tēnā koe Hon Dr Shane Reti,
I acknowledge the Government's recent efforts in critically reviewing the effectiveness of the current science and innovation system, and its strategic intent to further unlock the power of innovation as a key driver of economic growth. As a technology startup founder with an interest in science and technology policy, I want to share my experiences and offer practical solutions for a more dynamic and efficient innovation ecosystem in New Zealand.
New Zealand's science sector represents a significant national asset, yet its full potential for driving business-led economic growth remains largely untapped.
We, Xplora Ventures, like many technology-focused businesses across Aotearoa, are committed to developing innovative solutions and contributing to a high-value, export-oriented economy. However, a persistent systemic challenge hinders our progress: the difficulty in accessing essential Research and Development (R&D) facilities and specialist expertise necessary to scale our innovations. For early-stage ventures operating with constrained resources and demanding timelines, the capital expenditure associated with establishing in-house R&D capabilities, or even accessing private sector alternatives, presents a formidable barrier. As a case in point, Xplora Ventures currently relies on Callaghan Innovation’s facilities for our R&D laboratory. The impending disestablishment of Callaghan Innovation, coupled with uncertainty surrounding the Gracefield site, underscores the precariousness of R&D access for startups and the urgent need for systemic solutions.
Meanwhile, we are aware of the underutilisation of valuable resources within our Crown Research Institutes (Public Research Organisations) and Universities. As recent analysis indicates, New Zealand's science system is described as "fragmented, with poor visibility of the effectiveness of current investments, and suffers from duplication, inefficiency, and poor use of resources" , and "with limited pathways for research to transition into high-growth startups". These publicly funded institutions possess state-of-the-art equipment, specialized facilities, and a wealth of human talent – scientists, researchers, and technicians – that are not always operating at full capacity. Maintaining these resources represents a significant financial undertaking for the government, ultimately relying on taxpayer contributions.
This situation presents a clear paradox: critical R&D resources, funded by the public, are underutilised within the public sector, while dynamic, high-growth potential businesses – technology startups – struggle to gain access. This disconnect represents a significant drag on our national innovation system and impedes the realisation of high-quality, technology-driven economic growth.
We firmly believe that strategically addressing this systemic inefficiency is not merely desirable, but a strategic imperative for New Zealand's future prosperity. By proactively bridging this gap, we can unlock substantial benefits for both our burgeoning innovation ecosystem and the broader New Zealand economy. To this end, we propose the following interconnected policy levers for your consideration:
1. Strategic Co-location and Enhanced Facility Access for Startups within PROs and Universities:
We strongly recommend that the Government implement policies to actively incentivise and facilitate the co-location of startup businesses within PRO and University precincts. Effective mechanisms to achieve this include:
Establishing Streamlined Access Pathways: Implement clear, efficient, and user-friendly processes for startups to access underutilised laboratory space, specialised equipment, and advanced facilities within PROs and Universities on a commercial basis. Flexible and startup-appropriate pricing models, such as tiered rental structures and pay-per-use options, are essential.
Leveraging Existing Infrastructure for Startup Hubs: Prioritise the repurposing of existing underutilised space within PRO and University campuses to create dedicated incubator and accelerator spaces. This approach minimises capital outlay by leveraging existing government-owned assets to create vibrant innovation hubs, fostering cross-sectoral interactions and attracting private sector investment to these hubs. Taiawa Wellington Tech Hub is a good example of a vibrant co-working space hosted by Victoria University of Wellington in conjunction with WellingtonNZ.
Developing Centralised Resource Platforms: Create user-friendly online platforms that transparently showcase the R&D resources available across PROs and Universities. These platforms should simplify the discovery and access request process for businesses.
This fiscally responsible approach directly addresses the challenge of underutilised public assets, generates revenue to offset operational costs for PROs and Universities, and substantially reduces the R&D cost burden for startups, all while fostering dynamic innovation ecosystems without placing additional strain on the Crown's budget.
2. Talent Mobilisation through a Scientist Secondment Policy:
We propose the establishment of a flexible secondment policy within PROs and universities, strategically designed to be partially or fully funded by the private sector, thereby minimising the direct fiscal impact on the Crown. This program focuses on optimising the deployment of existing public sector talent to drive private sector innovation. Key elements of such a framework should include:
Cost-Effective Framework Design: Develop an easily navigable framework for secondments, clearly outlining eligibility criteria, typical secondment durations, intellectual property (IP) protocols, and cost-sharing mechanisms where startup businesses contribute to secondee salary costs. The framework should be designed to be fiscally sustainable and attractive to private sector participation.
Targeted Incentivisation for Public Institutions: Implement policy levers to incentivise PROs and Universities to actively participate in secondment programs. This could include incorporating industry engagement and secondment activity as recognised metrics within institutional performance evaluations, showcasing successful secondment outcomes to enhance institutional reputation, and facilitating access to industry-generated research funding for participating institutions.
This strategic talent mobility initiative would create a triple-win scenario. For startups, secondments would provide access to world-class talent without the long-term financial commitments of permanent hires, enabling them to overcome critical expertise gaps and accelerate innovation. For scientists, secondments offer a de-risked and professionally enriching pathway to engage with industry, with potential for industry-linked research funding to flow back to PROs and Universities. For PROs and Universities, active participation enhances their industry relevance and societal impact, potentially improving their long-term financial sustainability through diversified funding streams. Furthermore, this mechanism strengthens the overall talent pipeline for New Zealand’s technology sector and amplifies the return on existing investment in publicly funded science without requiring significant new government expenditure.
These solutions represent practical, cost-effective, and mutually reinforcing policy interventions. They offer a strategic pathway to transform underutilised public science assets into a powerful engine for startup-driven economic growth, directly aligning with the Government’s state vision for a high-performing and innovation-led New Zealand economy.
I am open to engage in further discussion regarding these proposals. I believe action in these areas will yield significant and lasting benefits for New Zealand's innovation ecosystem and its future economic prosperity.
Ngā mihi nui,
Dr Nan Yang
Founder, Xplora Ventures
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