MOBILIZING CANADA S RESEARCH, DEVELOPMENT AND ENTREPRENEURIAL TALENT

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1 MOBILIZING CANADA S RESEARCH, DEVELOPMENT AND ENTREPRENEURIAL TALENT An introduction to the Networks of Centres of Excellence programs TVN Webinar, October 1st, 2014 Stéphanie Michaud, Program Deputy Director, NCE

2 Networks of Centres of ExcellencePresentation Overview Mandate Governance NCE Suite of Programs Current NCEs NCE Program Reporting Renewal

3 This image cannot currently be displayed. Mandate 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. Established in 1989

4 How is the Mandate Achieved? By investing in national networks that meet five major objectives: Stimulate leading-edge research Develop and retain world-class research and research translation capabilities Create nation-wide and international partnerships Accelerate knowledge exchange Increase Canada s international reputation

5 Governance

6 NCE Suite of Programs Networks of Centres of Excellence (NCE) program 1989 Knowledge Mobilization Initiative 2010 Canada-India Research Centre of Excellence Initiative Centres of Excellence for Commercialization and Research (CECR) program 2007 Business-Led Networks of Centres of Excellence program (BL-NCE) Industrial R&D Internships (IRDI) program

7 Environmental science and technologies (3): ArcticNet Canadian Water Network (CWN) Marine Environmental, Observation, Prediction and Response Network - MEOPAR Natural resources and energy (1): BioFuelNet Information and communication technologies (1): Graphics, Animation and New Media Canada (GRAND) SERENE Current NCEs (14) Health and related life sciences and technologies (6): Allergies, Genes and Environment Network (AllerGen) CellCAN** IC-IMPACTS* Stem Cell Network (SCN) NeuroDevNet TVN TREKK** Manufacturing (1) AUTO21 Social Sciences and Wellness (2) Children and Youth in Challenging Contexts (CYCC)** PREVNet** *CIRCE, **NCE-KM

8 NCE Program 8 active networks NCEs unite researchers in large, academic-led networks to focus on issues that are critical to Canadians and to the world by: Mobilizing multi-disciplinary research capacity from across Canada Engaging partners from multiple academic institutions, industry, government and not-for-profit organizations Training the next generation of highly qualified people Working with end users to put new knowledge to use quickly Increasing collaboration between researchers in Canada and abroad

9 NCE Program Criteria 1. Management of the Network 2. Excellence of the Research Program 3. Development of Highly Qualified Personnel 4. Networking and Partnerships 5. Knowledge and Technology Exchange and Exploitation

10 Additional Review Criteria Proposed networks must: be solution-driven and involve partners and the receptor community; demonstrate world-class capacity and develop international collaborations to contribute to Canada s international leadership; advance knowledge and/or technology for the benefit of Canadian society; outline the impacts the Network will provide within the funding cycle; outline a plan for lasting value and long term impacts; build on established collaboration (NEW).

11 A Typical NCE Network Projects in 3-6 Themes Professors in Universities HQP (Associates, Students, PDFs) 50 Partner Organizations $3-6 Million from NCE per year : Doubled with partner s cash and in-kind

12 Management Scientific Director Reports to the Board of Directors Annual performance review Responsibilities Scientific leadership and strategic direction Chairs RMC Sets the general objectives and goals (application) Coordinates and manages the Strategic Plan Primary point of contact for the NCE, academic community, partners

13 Management Network Manager Appointed by the Board of Directors Responsibilities Provides leadership and direction for all network operations General management of network s operations, accountability of day-to-day Sits on RMC and BOD (non-voting) Technology transfer, IP and commercialization Networking, liaising, business development Public affairs and reporting

14 Administration - Administrative Centre Centre for day-to-day activities Point of contact Organization of meetings Implementation of activities Arrange transfer of funds Collect data for annual reporting Communications

15 Administration Network Host University host of the administrative centre Provides space, access to services and systems Financial oversight Receives and distributes NCE network funds Participates in accounting and reporting Ensures compliance to Funding Agreement (eligible expenses) Network-Host Agreement

16 Reporting Framework Reporting requirements Annual report filed to the NCE for each fiscal year Final report filed at the end of the grant All reports must be approved by the Board of Directors before submission

17 Annual Reporting Consists of two components: Data reporting Need to compile data from Network Members/Investigators Progress report Guidelines and templates will be provided each year Report based on fiscal years

18 Annual Reporting Annual Progress Report Section A: Executive Summary Section B: FY Performance Against Review Criteria Achievement of goals, objectives and milestones Improvements, course corrections Section C: Objectives Table 1 Performance Against Objectives for FY under Review Table 2 Objectives, Milestones, Performance Metrics and Expected Outcomes for next FY Section D: Partners Section E: Governance Structure and Composition Section F: FY Key Achievements May be used by NCE Secretariat in publications or communications

19 Annual Reporting - Review Annual progress reports are reviewed by NCE Monitoring Committee Three possible outcomes: Continued funding Review by an expert panel Phase out of funding Progress of objectives set out in the Full Application and those set in past Annual Progress Reports evaluated against program selection criteria and competition framework

20 Renewal Funding available up to 15 years (3 x 5) Renewal: progress to date and future looking strategic plan Evaluation at the end of the first cycle assesses progress of not-for-profit towards achieving its mission and expected first cycle outcomes

21

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