Institutional Changes to Embed Citizen Science in RPOs: The Case of UniSR as an Implementer Partner of the European Project TIME4CS
Description
Institutional barriers and lack of engagement in research-performing organisations (RPOs) may limit the development and impact of Citizen Science (CS) initiatives. In the present case study, we detail the transformative and multidisciplinary approach of Vita-Salute San Raffaele University (UniSR) through the European project TIME4CS, showcasing how tailored roadmaps and mutual learning with other RPOs with established support structures and expertise for CS were able to overcome these challenges. The approach involved several key steps: 1) creation of a de novo research organization area dedicated to Research Development; 2) formation of a multidisciplinary core team to implement TIME4CS activities; 3) mapping the initial and final levels of awareness of CS among UniSR researchers through surveys; 4) developing and implementing a detailed communication plan, including seminars, newsletters, articles, and a repository of CS resources; 5) involvement of UniSR students, professors, researchers but also research support officers in the initiatives; 6) establishment of a contact point for stakeholders interested in CS and active participation in ECSA groups; 7) support to the development of pilot initiatives and projects of CS. To collect information regarding the awareness and the interest of the research community in Citizen Science, after one year from the beginning of the TIME4CS project we shared a survey among researchers. To measure the impact of TIME4CS on the UniSR research community, 2 months after the end of the 36-month-long project (M36+2) we repeated as a follow-up the survey. The data here deposited refer to these surveys. The academic impact includes increased awareness and engagement in CS initiatives among UniSR researchers. The actions triggered by the TIME4CS project have led to the emergence of several new CS research projects, enhancing UniSR's research excellence and contributing to its strategic goals of internationalization and competitiveness. This case study provides a model for overcoming institutional barriers in the promotion of CS and enhancing research excellence. The wider impact of the initiatives includes fostering a more collaborative and inclusive research environment at UniSR. By involving researchers, students, professors, research support officers, and external stakeholders, the project promoted a culture of Open Science and Responsible Research and Innovation (RRI). The activities also contribute to the broader scientific community by participating in European Citizen Science Association (ECSA) groups and sharing resources and best practices, potentially influencing other institutions to adopt similar approaches.
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To collect information regarding the awareness and the interest of the research community in Citizen Science, after one year from the beginning of the TIME4CS project (M12, before any CS promoting initiatives) we shared a survey among researchers. The very short 5-minute survey was anonymous: the responses could not be traced back to the respondent and no personally identifiable information was captured. Data were collected online with Microsoft Forms. To measure the impact of TIME4CS on the UniSR research community, 2 months after the end of the 36-month-long project (M36+2) we repeated as a follow-up the survey we had performed at month 12 of the project (M12). The survey was distributed via email to internal UniSR and OSR mailing lists. Yes/no answers were statistically compared from M12 to M36+2 with the Chi-square test. The attached csv files refers to raw data of Figure 1 and 2 of the paper "Institutional changes to embed Citizen Science in RPOs: the case of UniSR as an implementer partner of the European TIME4CS". On files refers to those questions with yes/no answers; the other file reports question 9 and 10, where open answers were categorized into prefixed answers. The complete text of the survey is also attached and is published as an appendix in the paper.
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European Commission
101006201