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Starting a Network:Reflections of a Networks of Centres of Excellence Managing Director Lessons Learned  in the Frying Pan and the FireDiana Royce, EdDPrincipalThe Deerfield GroupPalliative and End of Life Care Research Networking Infrastructure Workshop,February 21, 2003, Toronto, ON

overview
Overview
  • NCE Program
  • HEALNet
  • Learnings
networks of centres of excellence mission statement 1989
Networks of Centres of ExcellenceMission Statement (1989)

“To mobilize Canada’s research talent in the academic, private and public sectors and apply it to the task of developing the economy and improving the quality of life of Canadians”

the nce program
The NCE Program:
  • Permanent program of the Government of Canada supporting research in universities and hospitals in partnership with private and public sectors
  • Fosters synergies between creators, users and “receptors” of knowledge
  • Addresses complex areas of critical importance to Canada (integrated projects)
  • Multidisciplinary research from basic to applied in a variety of disciplines
nces in context
NCEs in Context

$77M

NCE

Funding

$1,431M

$6,815M

Federal Funding

of University R&D

R&D in University

$20,871M

R&D in Canada

why canada built networks
Why Canada built Networks

TL•NCE

PENCE

SFM

AquaNet

CGDN

Wood-Pulps

ISIS

GEOIDE

CIPI

CBDN

CANVAC

IRIS

CSN

CAN

Auto21

CLLRnet

StemNet

CWN

CITR

MITACS

HealNet

Micronet

Vast country

Dispersed institutions

Link strengths

Create critical mass

nce s primary contributions to innovation
NCE’s Primary Contributions to Innovation

New Knowledge

  • Stimulate the Production of Advanced World Class Research

Training:

  • Train and Retain World Class Highly Qualified People

Partnering for Knowledge Transfer:

  • Encourage the Transfer and Diffusion of Technology and Knowledge to Industry and Society to stimulate innovation
innovation
Innovation

The process through which new economic and social benefits are extracted from knowledge.

OECD definition used in

Canada’s Innovation Agenda (2002)

nce scale of activity
NCE Scale of Activity
  • 20 NCE’s
  • 5,900 People:
    • 1,400 professors and researchers in University
    • 300+ industry and partner researchers
    • 4,200+ research associates and students
  • 900+ Canadian organizations
    • 90+ universities and hospitals
    • 130+ government agencies (federal/provincial)
    • 700 industry and other partners
international collaborations
International Collaborations
  • NCEs collaborate with researchers around the world:
    • USA, Europe, Asia
  • …and with diverse organizations:
    • 43 universities,
    • 7 hospitals,
    • 7 gov. agencies
    • 88 companies,
    • 63 other organizations
current fields of research 1
Current Fields of Research (1)
  • Health, Human Development and Biotechnology
    • Arthritis CAN
    • Vaccines CANVAC
    • Bacterial diseases CBDN
    • Genetic diseases CGDN
    • Cardiovascular strokes CSN
    • Proteins PENCE
    • StemCell STEMNET
    • Early Child and Society CLLRNet
current fields of research 2
Current Fields of Research (2)
  • Information and Communication Technology
    • Microelectronics Micronet
    • Telecommunications CITR
    • Photonics CIPI
    • Geomatics GEOIDE
    • Intelligent Systems &Robotics IRIS
  • ICT related
    • Mathematics MITACS
current fields of research 3
Current Fields of Research (3)
  • Natural Resources / Environment
    • Aquaculture Aquanet
    • Mechanical Wood Pulps MWP
    • Sustainable Forests SFM
    • Clean Water CWN
  • Engineering and Manufacturing
    • New materials and smart structures ISIS
    • Automobile of the 21st Century Auto21
nces are virtual institutes
NCEs are Virtual Institutes
  • Governed by a Board
  • Directed by Scientific Director
  • Supported by Administrative Centre

Two primary agreements:

  • Funding Agreement
  • Network Agreement

Guidelines:

      • Environmental Assessment of Projects
      • Ethics and Conflict of Interest Rules

Accountability:

        • Mid-term reviews
        • Annual Financial Audit of Administrative Centre
        • Annual Audit of Compliance with NCE Administrative and Financial Policies
a typical nce
A typical NCE

Birth of NCEs

1989: 8 /14

1995: 4

1998: 3

1999: 3

2000: 4

2003: 2-3

  • Lead by Scientific Director / Research Management Committee
  • 15-25 Projects in 4-6 Themes
  • 50-60 Professors in 12-20 Universities
  • 100-150 HQP (Assoc., Students, PostDoc)
  • 20-50 Companies
  • $CDN 3-6 Million from NCE per year
    • Doubled with Partner’s Cash and In-Kind
    • Quadrupled with individual research grants
life cycle of an nce
Life Cycle of an NCE
  • Two stage competition (18 months)
    • LOI (Open Competition, 20-40 applications)
    • Invited Proposals (4-8 retained), 25K$ support
    • 2-3 funded
  • Setup & Launch (3-4 months)
  • 1st Cycle: 7 years with mid-term review
  • Can compete for a 2nd cycle
    • (max 14 years)
preparing for an nce next competition 2005 web end of march 03
Preparing for an NCE: Next Competition – 2005 (web: end of March 03)

2003

Competition

LOI

Jul 12, 2002

Proposals

Mar 7, 2003

Launch

Oct 1, 2003

Sept 2003 - call for proposal due (LOI)

Nov 2003 - invitations issued for full submission

Feb 2004 - site visit

March/Apr. 2004 - Announce funded NCEs

April 2005 - NCEs start operations

Five Criteria for successful proposal

  • Excellence of the researchers and program
  • Capacity to train highly qualified professionals
  • Strength of the networking and partnerships
  • Capacity for knowledge exchange and technology transfer
  • Quality of the management
be prepared to demonstrate that you can
Be Prepared to demonstrate that you can…
  • perform outstanding research;
  • nurture and develop effective research partnerships with the public, private, and not-for-profit sectors;
  • exchange knowledge and exploit technology;
  • train graduate students who go on to work in industry and in other critical sectors; and
  • run a national research consortium.
other key questions based on how the nce evaluates itself
Other Key Questions (based on how the NCE evaluates itself)
  • Does the program support internationally competitive research in areas of critical importance?
  • Does the network result in new educational and training approaches in universities and other sectors?
  • What kind of start-up companies could be created?
  • How many patents might be applied for? What impact could the network have on socio-economic policies, norms, standards, and regulations?
  • How many international contracts could be awarded as a result of this research?
success factors
Success Factors
  • Multisectoral research “readiness”
    • Must include Social Science Research
  • Unique niche, focus – no one group can achieve the mission on their own
  • Ongoing interactions with stakeholders
    • Researchers, Gov, Industry, other ultimate users
  • Broadly-based external financial support (cash and in-kind)
  • Vigorous leadership, many champions, strategic communications, regular opportunities to develop new relationships
heal net funding
HEALNet Funding
  • $2.4 million / yr NCE (69%of revenue) $16M/7yrs
  • + > $1 million / yr cash and in-kind $24M/7yrs
  • 62% spent on research; 24% networking, education and dissemination programs; 14% spent on administration
slide26

HEALNet Organizational Structure

1998 - 2002

Board Of Directors

Dr. Kathryn Hannah, Chair

Executive Committee

Dr. Kathryn Hannah, Chair

Scientific Advisory

Committee

Dr. Jim Cimino, Chair

Management Committee

Dr. Vivek Goel,

Scientific Program Leader and Chair

Budget and FinanceCommittee

Ms. Mary Gibson, Chair

Educational OpportunitiesAdvisory Committee

Dr. Andrew Grant, Chair

User Interface

Committee

Mr. Ron Kaczorowski, Chair

Administrative Centre

Dr. Diana Royce,

Managing Director

Research Program

1.0 Performance Assessment Module

2.0 Decisions and Evidence Module

3.0 Information Retrieval and Synthesis Tools Module

4.0 Strategic Initiatives

the heal net legacy people
The HEALNet Legacy: PEOPLE
  • National infrastructure of researchers, stakeholders and decision-makers with collaborative “know-how” who are providing leadership to the range of health services research funding organizations and to future research projects
  • 5 years ahead of peers
the heal net legacy people con t
The HEALNet Legacy: PEOPLE con’t

Young health services and EBDM health research scholars with:

  • a transdisciplinary perspective on applied health services research and research transfer
  • an advanced network of contacts across disciplines and sectors
  • experience working collaboratively with research users and across levels of decision-making
heal net legacy organizations
HEALNet Legacy Organizations
  • Regionalization Research Centre – Canadian Centre for Analysis of Regionalization and Health
  • Canadian Knowledge Management and Transfer Centre – Knowledge Utilization Database - Laval
  • E-health Accelerator – Centre for Global E-Health Innovation
  • Canadian School of Health Information
  • emerging spin-off Networks - e.g. workplace health and safety
  • Canadian Research Transfer Network
slide38

V

I

S

I

O

N

?

V

I

S

I

O

N

?

slide39

Adopt a Transformative Mission,

define Strategic goals,

linked to specific deliverables

understand your network s niche value added

System

Performance

and Workplace

Function

Understand your Network’s niche, value-added

Health System and Workplace

Influence

Health service

Performance

provision

Citizens,

Decisions

governance,

Worksites

, health

funding of health

institutions, health

Collate and Interpret

providers, consumers

services

System Data e.g. CIHI,

ICES, HSURC

Facilitate Research Transfer

HEAL

Net -

Research on

Health services accountability

e.g. CCOHTA, CHN, CHSRF,

Support of health

the Transfer and Use of

CIHR, CIHI,

Cochrane

research

Evidence

Research Groups

Research Funding

Applied and Basic

Applied and Basic

Evidence

e.g. Change, CHSRF, CIHR,

WCBs

General – e.g. Universities, CIAR

Workplace – e.g. IWH, IRSST, OHSAH

Research Infrastructure

Policy and Management – e.g. CHEPA,

e.g. CFI, CANARIE, CHIPP

CPRN, HSURC, MCPHE, GRIS, ICES

slide41

Begin with the end in mind…

catalyze new relationships, research, innovations and culture change.

provide the academic equivalent of seed money, or venture capital, taking risks by supporting projects that break new ground.

act as an incubator for teams of researchers who would not have otherwise received funding to collaborate with research users on projects critical to economic and social innovation.

other key factors for success
Other Key Factors for Success
  • Committed, visionary leadership at multiple levels
  • Internal and external communication, marketing and branding strategies linked to values
  • Define the “value-propositions” for participants and partners
other factors for success con t
Other Factors for Success, con’t
  • Experienced administrative leadership to ensure coordination, continuity, overall project management
  • Ensure funding for regular networking and face-to-face interactions among researchers (competitive advantage)
  • Encourage adaptability and responsiveness (strategic initiatives)
slide46

Focus on Capacity Building:

People form

partnerships

Partnerships

Enhance

Performance

Performance achieves progress

Progress benefits people

factors for success con t
Factors for Success, con’t

Build KT Bridges

with partners:

Invite partners & potential future funders to participate in the network’s research program better enables them to use findings (KT)

challenges
Challenges
  • Traditional university reward structure, culture conflicts with networking culture – entrepreneurship, KT undervalued
    • passive approach to dissemination
    • Can disadvantage early career researchers
  • Identifying incentives that align with mission, vision
  • entitlement – resource allocation decisions
  • time (on the margin) and financial disincentives (sharing)
  • Conflict between disciplinary approaches and people
  • Interaction costs are critical, but funding sources are scarce
  • Partnerships with industry can raise ethical issues – academic freedom and IP challenges
networks require a spirit of adventure
Networks require a spirit of “adventure”…

The whole world is a

field – and life a game of adventure. It is a grand thing to be on the gridiron instead of in

the gallery.

Sir Wilfred T. Grenfell, Inscription in Adrift on an Ice-Pan, given as a gift to Charles W. Coleman, “As a reminder of …Dr. Grenfell's story told Oct 24, 1913, told in the first person.”

contacts
Contacts:

Diana Royce, The Deerfield Group

dianaroyce@sympatico.ca

Networks of Centres of Excellence Program

www.nce.gc.ca

Achieving Excellence: www.innovationstrategy.gc.ca