Transcript WHY NETWORKS WERE NEEDED

Starting a Network:
Reflections of a Networks of Centres
of Excellence Managing Director
Lessons Learned
in the Frying Pan
and the Fire
Diana Royce, EdD
Principal
The Deerfield Group
Palliative and End of Life Care Research Networking Infrastructure Workshop,
February 21, 2003, Toronto, ON
Overview

NCE Program

HEALNet

Learnings
Networks of Centres of Excellence
Mission 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:
• 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
$77M
NCE
Funding
$1,431M
Federal Funding
of University R&D
$6,815M
R&D in University
$20,871M
R&D in Canada
Why Canada built Networks
Vast
country
Dispersed
institutions
Link
strengths
Create
critical mass
TL•NCE PENCE
SFM
AquaNet
CGDN
CBDN
ISIS
Wood-Pulps
GEOIDE
CIPI
CANVAC
IRIS
Auto21
CITR
CLLRnet CSN
StemNet CAN MITACS
HealNet
CWN
Micronet
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
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
• 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
• 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)
• Health, Human Development and
Biotechnology
– Arthritis
– Vaccines
– Bacterial diseases
– Genetic diseases
– Cardiovascular strokes
– Proteins
– StemCell
– Early Child and Society
CAN
CANVAC
CBDN
CGDN
CSN
PENCE
STEMNET
CLLRNet
Current Fields of Research (2)
• Information and Communication
Technology
– Microelectronics
– Telecommunications
– Photonics
– Geomatics
– Intelligent Systems &Robotics
• ICT related
– Mathematics
Micronet
CITR
CIPI
GEOIDE
IRIS
MITACS
Current Fields of Research (3)
• Natural Resources / Environment
– Aquaculture
– Mechanical Wood Pulps
– Sustainable Forests
– Clean Water
Aquanet
MWP
SFM
CWN
• Engineering and Manufacturing
– New materials and smart structures ISIS
– Automobile of the 21st Century Auto21
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
Birth of
NCEs
• Lead by Scientific Director /
Research Management Committee
1989: 8 /14
• 15-25 Projects in 4-6 Themes
1995: 4
• 50-60 Professors in 12-20 Universities
1998: 3
• 100-150 HQP (Assoc., Students, PostDoc)
1999: 3
2000: 4
2003: 2-3
• 20-50 Companies
• $CDN 3-6 Million from NCE per year
– Doubled with Partner’s Cash and In-Kind
– Quadrupled with individual research grants
NCE Management Structure
Members
Board of Directors
Scientific Director
Research Management
Committee
Project 1
Exec Ctee
Network Manager
Administrative &
Tech. Transfer Staff
Project N
Life Cycle of an NCE
• Two stage competition (18 months)
– LOI (Open Competition, 20-40
applications)
– Invited Proposals (4-8 retained),
25K$ 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)
2003
Sept 2003 - call for proposal due (LOI)
Competition
Nov 2003 - invitations
issued for full submission
Feb 2004 - site visit
LOI
Jul 12, 2002 March/Apr. 2004 - Announce funded NCEs
April 2005 -
Proposals
Mar 7, 2003
Launch
Oct 1, 2003
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…
• 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)
• 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
• 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
Improving Canadian
Healthcare Decisions: The
Experience of HEALNet:
1995-2002
HEALNet Funding
• $2.4 million / yr NCE (69%of revenue)
$16M/7yrs
• + > $1 million / yr cash and inkind $24M/7yrs
• 62% spent on research; 24%
networking, education and
dissemination programs; 14%
spent on administration
Leadership
HEALNet Organizational Structure
1998 - 2002
Board Of Directors
Dr. Kathryn Hannah, Chair
Scientific Advisory
Committee
Executive Committee
Dr. Kathryn Hannah, Chair
Dr. Jim Cimino, Chair
Educational Opportunities
Advisory Committee
Management Committee
Budget and Finance
Committee
Dr. Vivek Goel,
Scientific Program Leader and Chair
Ms. Mary Gibson, Chair
Dr. Andrew Grant, Chair
User Interface
Committee
Administrative Centre
Mr. Ron Kaczorowski, Chair
Dr. Diana Royce,
Managing Director
Research Program
1.0
2.0
3.0
4.0
Performance Assessment Module
Decisions and Evidence Module
Information Retrieval and Synthesis Tools Module
Strategic Initiatives
Partnership Structure
2000-2001
% of Network Partners by sector
Provincial
19%
Universities
20%
Federal
5%
Public/
Not- forProfit
30%
Commercial
26%
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 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
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 EHealth Innovation
Canadian School of Health Information
emerging spin-off Networks - e.g. workplace
health and safety
Canadian Research Transfer Network
Learnings
V
I
S
I
O
N
?
V
I
S
I
O
N
?
Adopt a Transformative Mission,
define Strategic goals,
linked to specific deliverables
Understand your Network’s
niche, value-added
Health System and Workplace
Health service
provision
Decisions
Influence
Worksites , health
institutions, health
providers, consumers
Facilitate Research Transfer
e.g. CCOHTA, CHN, CHSRF,
CIHR, CIHI, Cochrane
System
Performance
and Workplace
Function
HEALNet - Research on
the Transfer and Use of
Evidence
Research Groups
Evidence
Applied and Basic
General – e.g. Universities, CIAR
Workplace – e.g. IWH, IRSST, OHSAH
Policy and Management – e.g. CHEPA,
CPRN, HSURC, MCPHE, GRIS, ICES
Performance
Collate and Interpret
System Data e.g. CIHI,
ICES, HSURC
Citizens,
governance,
funding of health
services
Health services accountability
Support of health
research
Research Funding
Applied and Basic
e.g. Change, CHSRF, CIHR, WCBs
Research Infrastructure
e.g. CFI, CANARIE, CHIPP
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.
Integrated Research Program
Managi ng
with
Evidence
Emergin g
Health
Network
Technologies
Digi tal
Li brari es of
Health
Evidence
EvidenceBas ed Health
Policy
Ins truments
Using
Evidence for
Healthier
Workplaces
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
Continuous Improvement
Model
Define &
Identify
Issues /
Problems
Review
Progress
1
Report on
the
Results
7
2
Identify
Implement
the
Timeline
Alternative
Actions
3
6
Recommend
Action Plan
Develop a
timeline
5
4
11
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)
Focus on Capacity Building:
People form
partnerships
Partnerships
Enhance
Performance
Performance achieves progress
Progress benefits people
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
•
•
•
•
•
•
•
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”…
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:
Diana Royce, The Deerfield Group
[email protected]
Networks of Centres of Excellence
Program
www.nce.gc.ca
Achieving Excellence:
www.innovationstrategy.gc.ca