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Mobilizing Research for Canada’s Advantage

Networks of Centres of Excellence. Mobilizing Research for Canada’s Advantage. International Session NCE 20 th Annual Meeting Ottawa, 30 November 2009. Overall R&D Expenditures are Average.

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Mobilizing Research for Canada’s Advantage

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  1. Networks of Centres of Excellence Mobilizing Research for Canada’s Advantage International Session NCE 20th Annual Meeting Ottawa, 30 November 2009

  2. Overall R&D Expenditures are Average State of the Nation 2008, Canada’s Science, Technology and Innovation System, Science, Technology and Innovation Council, 2009

  3. University R&D is Canada’s Advantage State of the Nation 2008, Canada’s Science, Technology and Innovation System, Science, Technology and Innovation Council, 2009

  4. Business R&D is Proportionately Low Innovation and Business Strategy: Why Canada Falls Short, CCA, April 2009

  5. Partnered Innovation is Critical Where Do Innovations Come From? Transformations in the U.S. National Innovation System, 1970-2006, Block & Keller, July 2008

  6. Canada’s International Collaboration in S&T • As stated in the 2007 Federal Science and Technology Strategy, Canada needs to be connected to the global supply of ideas, talent and technologies in order to succeed in the increasingly competitive global S&T arena. • Canadians collaborate with foreign authors to a large and growing degree. • Canada is one of the highest-ranking countries in the proportion of foreign co-authorship of scientific publications in the natural sciences and engineering. • In 2007, 44.9% of Canadian science (natural and health) and engineering papers had an international collaborator, growing from 33.8% in 1998. • All fields, which include natural and health sciences and engineering, have a significant incidence of international co-authorship.

  7. Number of Internationally Co-authored Canadian Publications in the Natural & Health Sciences and Engineering and Share of Canadian Total

  8. Percentage of Canadian Papers in the Natural & Health Sciences and Engineering with International Collaborators, by Country (2007) %

  9. Percentage of Canadian Papers in the Natural & Health Sciences and Engineering with International Collaborators, by Country (2007) %

  10. Trends in Canadian International Collaboration in the Health Sciences

  11. International Collaboration trends in the Social Sciences and Humanities • Over the past 20 years, the percentage of Canada’s international collaboration in SSH publication that was with the United States has decreased slightly, reflecting a slight increase in collaboration with Australia, EU countries, China and Japan.

  12. Entrepreneurial Advantage Translate knowledge into practical applications to improve our wealth, wellness and well-being People Advantage Grow the base of knowledge workers by developing, attracting and retaining highly-skilled people. Knowledge Advantage Build on research and engineering strengths, generate new ideas and innovations, and achieve excellence. Canada’s Federal S&T Strategy(1997) Vision: building a sustainable, national, competitive advantage through S&T Core principles: Promoting World-Class Excellence, Focusing on Priorities, Fostering Partnerships, Enhancing Accountability

  13. Canada’s Federal Support for University Research – approx $2.8B/year • SUPPORT FOR PEOPLE • Canada Graduate Scholarships ($132M/yr) • Canada Research Chairs Program • ($300 M/yr) • SUPPORT FOR RESEARCH • Granting agencies: • - CIHR ($740M/yr) • - NSERC ($780M/yr) • - SSHRC ($300M/yr) • Genome Canada ($840M to date) • SUPPORT FOR INFRASTRUCTURE • Canada Foundation for Innovation • (over $4B since 1997) • SUPPORT FOR INDIRECT COSTS • Indirect Costs Program ($330M/yr) SUPPORT FOR MOBILIZATION, KNOWLEDGE TRANSLATION & COMMERCIALIZATION Networks of Centres of Excellence (approx $160 M/yr)

  14. NCE program mandate since 1989 “To mobilizeCanada’s research talent in the academic, private and public sectors and applyit to the task of developing the economy and improving the quality of life of Canadians”

  15. How is the mandate achieved By investing in Networks and Centres of Excellence that meet five major objectives: • Stimulate leading-edge research in areas of importance to Canada • Build on nation-wide and international partnerships • Develop and retain world-class research and research translation capabilities (People) • Create innovative knowledge and technology transfer opportunities and mechanisms • Manage research resources and programs

  16. 20 years of Experience and Impacts • 39 NCEs since 1989 (17 ongoing) • 17 Centres for Commercialization and Research created • 4 Business-led Networks of Centres of Excellence launched • Involvement of over 1,700 NCE partners annually • 1000’s of patents, 100’s of licenses • Over 150 spin-off companies • Innovative training of students (IP, entrepreneurship) • Proof of concept support (TechnologyGAP, etc.) • Policy and practice impacts (AB Forest Management, National Stroke Strategy) • Support of government priorities

  17. NCE Programs • Networks of Centres of Excellence ($82.4M/year) • 17 NCEs  20 by year end • Centres of Excellence for Commercialisation and Research ($285M in first 5 years) • 17 CECRs  approx 25 by 2010 • Business-Led networks of Centres of Excellence ($46M over 4 years) • 4 BL-NCEs (4 year pilot) • Industrial R&D Internship Program ($7M / year) • 1000 Internships/year

  18. NCEs are Virtual Institutes • Partnership: Univ; Gov; Industry • Governed by a Board of Directors • Led by Scientific Director • Supported by Administrative Centre • Research areas must be relevant to needs of “receptor” community and partners • Research projects must be complementary and link into coherent research program • Research directions must be reviewed and updated regularly to reflect changing needs $82.4M / year

  19. Summary of changes for 2009

  20. Centres of Excellence for Commercialization and Research (CECR) Goal: Create internationally recognized centres of commercialization and research • 4 priority areas (Health, Energy/Nat. Res. ICT, Environment) • Funds for operating and commercialization activities (75%/50%) cost-shared with partners • 5 years; commercialization centres expected self-sustaining • Evaluated through two-stage peer review involving a Private Sector Advisory Board • Three criteria: • Benefit to Canada, • Track record/potential of applicants, • Business Plan $285M over 5 years

  21. Business-led NCEs (BL-NCE) Goal: Increase industry R&D capacity through public-private collaborations

  22. Industrial R&D Internships Goal: Introduce graduate students and post doctoral fellows to practical business problems • $7M/ year for 1000 interns; • 4-mth internships in private sector firms; • Modeled after MITACS internship program; • Offer private sector partners opportunity to access world class research infrastructure; • Program involves business development officers linking private sector partners with young researchers; • Cost shared with private sector partners; • ACCELERATE Canada consortium of 17 partners.

  23. NCE International Collaborations

  24. Other Countries with multiple collaborations with NCEs A total of 1,284 organizations from 51 countries, have collaborated with NCEs from 1999-2009.

  25. International Contributions to NCE (1999-2009)

  26. International Contributions to CECR (2008-09)

  27. C A N A D A www.nce.gc.ca Thank you, merci!

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