ACCC 2013 Applied Research Symposium. CCI Program Update. April 15, Jack Deyirmendjian, Marie Thibault, Patrick St-Pierre NSERC, CCI Program

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1 ACCC 2013 Applied Research Symposium CCI Program Update April 15, 2013 Jack Deyirmendjian, Marie Thibault, Patrick St-Pierre NSERC, CCI Program

2 CCI Program Update Topics CCI Budget 2013 PWG & Interaction Open to Colleges College AR Growth Update on Grant Types Innovation Enhancement Applied Research Development Applied Research Tools and Instruments Technology Access Centres New Grant Types: IRCC, CU-I2I Questions

3 Tri-Council Program The CCI Program is managed by NSERC in collaboration with the Canadian Institutes of Health Research (CIHR) and Social Sciences and Humanities Research Council of Canada (SSHRC).

4 Federal Budget Economic Action Plan 2013 includes an additional $12 million annually for the College and Community Innovation Program (CCIP) starting in , increasing its budget to $50 million per year. - To further encourage the contribution of colleges to the innovation system, the granting councils will also extend eligibility for their undergraduate industrial internships and scholarships to students enrolled in bachelor degree programs in colleges and polytechnics.

5 CCI Budget $60,000,000 CCI Budget $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $

6 Partnership Workshop Grants (PWG) Up to $25,000 for one year CCI Program Industrial Undergraduate Student Research Awards (I-USRAs) $4,500 plus private-sector contributions Innovation Enhancement Innovation Grants (IE) Enhancement (Entry-Level (IE) and Grants Five- Year) Entry-Level to aid colleges Grants up to $200K build for and two years demonstrate and Five- Year their Grants up capacities to $2.3M) in applied research Applied Research and Development (ARD) Grants Level Applied 1: $25K Research Level 2: $25K- and Development $75K Level (ARD) 3: $75K- Grants $150K (Company partner contributions are required for L2 & L3) Applied Research Tools and Applied Instrument Research (ARTI) Tools and Grants Instrument (ARTI) Range from $7K Grants to $150K Technology Access Centre (TAC) Grants Technology Up to Access $350K/year for 5 Centre (TAC) years Grants (pilot) Québec: Up to $100K for 5 years Industrial Research Chairs for Colleges (IRCC) Industrial Grants Research Chairs for Range from Colleges $100K to $200K (IRCC) Grants for 5 Grants years (Company partner contributions are required) College University Idea to Innovation (CU-I2I) Grants Up to $250/year for 3 years. The maximum grant for either participant is $125K (Company partner contributions are required)

7 Budget 2013 Allocation

8 Tentative Plan for Budget 2013 Fiscal Year : IE Grants Additional awards for Five-Year and Entry-Level TAC New Competition CU-I2I Additional awards IRCC New competition in ARTI New competition ARD No additional funds needed at this time

9 IRCC, TAC App Submissions IRCC Applications TAC Applications Competition #1 Competition #2

10 CCI Financial Guide - Extract The maximum allowable percentage for overhead and administrative costs will not exceed 20 percent of the total grant awarded to a recipient college: institutional support for the completion of grant applications/research proposals.

11 Salary Support for Part-Time (P/T) College Faculty P/T faculty holding contracts less than 3 years are eligible for salary; Previously F/T & P/T faculty could only receive funding for course load reduction; Course load reduction administratively difficult; New policy will increase faculty involvement, increase student involvement, and create larger pool of expertise; Total salary support cannot exceed that of a F/T faculty.

12 Partnerships Workshop Grants (PWG) Now available for college applicants Up to $25,000 to organize a single workshop or several events of limited participation with the objective of building new relationships between post-secondary academic institutions and Canadian businesses No deadline to submit an application Managed by NSERC s regional offices

13 College Applied Research Growth CCI-Eligible Colleges Eligible Colleges that have received at least one CCI Grant active Five Year Innovation Enhancement programs $2.3 M / 5 years 24 active Industrial Research Chair programs Up to $1 M / 5 years 16 active Technology Access Centres (TAC) 8 receiving $1.75 M / 5 years 8 receiving $ 500 K / 5 years

14 IE Update CFI-CCI Program joint initiative is back for the Eleventh Competition! Letter of Intent: May 31, 2013 Full application: November 1, 2013 A total of up to $3.6 m of CFI funding is available for research infrastructure. Colleges can request up to $800,000 from the CFI. Awards available for F2013: Entry Level IE Grants: 5 Five-Year IE Grants: 6

15 IRCC Grants Update Currently 24 Industrial Research Chairs in the Colleges Number of IRCC Chairs active Chairs from 2011 competition 9 conditional Chairs from 2012 competition 20 applications received 1 Chair administered by SSHRC 1 Chair administered by CIHR 0 NL NS NB PE QC ON MB SK AB BC YT NW Province

16 IRCC Grants Update Next competition planned for Application deadline of Summer/Fall 2016 Budget currently committed until then Competition will coincide with ending of fiveyear mandate of first Chairs

17 ARTI Overview One-year awards Support the purchase of research equipment valued between $7,000 and $150,000 Single item or a collection of items targeted at a particular applied R&D capability Submit multiple proposals if the college has equipment needs for projects with companies in a variety of applied research areas (no limit on number of applications per college) Competition Deadline: Fall 2013

18 ARD Update ARD grants received per level Total = 246 applications

19 ARD Budget 2012 Budget for 2012 Awards in 2012 We could have funded ARD Level 1 (6 months) $ 3M $ 2,068, additional ARD level 1 ARD Level 2 (1 3 years) $ 1.8M $ 752, additional ARD level 2 ARD Level 3 (1 3 years) $ 1.3M $ 150, additional ARD level 3

20 CU-I2I Update 1 st Competition with Deadline: October 1, 2012 Results 29 applications received 22 colleges 17 universities Average request ~$207K/yr. 8 Awards: Yr. 1 Total $1,500,467 Success Rate: 27.6% 3 B-Listed applications not funded due to lack of funds An additional $637,342 Next Competition? October 2013 for awards in Spring 2014 (?)

21 Application Submission Process IMPORTANT: The application submission is a two step process: You College s grant office NSERC

22 Application Status Submitted : Received /Approved:

23 NSERC Awards Information NSERC Awards Search Engine Google search for NSERC Awards Database Privacy Act prohibits the publication of any unsuccessful applications.

24 CCI Program Contact Information Patrick St-Pierre, IE Grants Marie Thibault, ARD and TAC Grants Susanne Liou, CU-I2I Grants Kim Douglas, IRCC Grants Jack Deyirmendjian, ARTI and TAC Grants, Deputy Director Bert van den Berg, Director

25 Colloque sur la recherche appliquée de l ACCC de 2013 Mise à jour sur le Programme d innovation dans les collèges et la communauté (ICC) Le 15 avril 2013 Jack Deyirmendjian, Marie Thibault, Patrick St-Pierre CRSNG, Programme d ICC

26 Sujets abordés dans la mise à jour du Programme d ICC Budget de 2013 pour le Programme d ICC Subventions d ateliers de partenariat (SAP) et subventions d interaction (SI) offertes aux collèges Croissance de la recherche appliquée dans les collèges Mise à jour sur les types de subventions subventions de renforcement de l innovation subventions de recherche et développement appliquée subventions d outils et d instruments de recherche appliquée subventions d établissement de centres d accès à la technologie Nouveaux types de subventions : CRIC, INNOV-UC Questions

27 Programme des trois organismes subventionnaires Le Programme d ICC est administré par le CRSNG en collaboration avec les Instituts de recherche en santé du Canada (IRSC) et le Conseil de recherches en sciences humaines du Canada (CRSH).

28 Budget fédéral de Le Plan d action économique de 2013 prévoit un financement annuel supplémentaire de 12 millions de dollars par année pour le Programme d innovation dans les collèges et la communauté à compter de , ce qui fera passer son budget à 50 millions par année. - De plus, afin de favoriser davantage la participation des collèges au système d innovation, les conseils subventionnaires élargiront également les critères d admissibilité à leurs programmes de bourses et de stages industriels à l intention des étudiants du premier cycle, pour inclure les étudiants inscrits à un programme de baccalauréat dans un collège ou une école polytechnique.

29 Budget du Programme d ICC ,000,000 $ Budget du Programme d ICC 50,000,000 $ 40,000,000 $ 30,000,000 $ 20,000,000 $ 10,000,000 $ 0 $

30 Subventions d ateliers de partenariat (SAP) Jusqu à $ pour un an Programme d ICC Bourses de recherche de 1 er cycle en milieu industriel (BRPC-I) $ en plus des contributions du secteur privé Subventions Innovation Enhancement de renforcement Grants (IE) (Entry-Level de l innovation and Five- Year) (RI) Subvention to aid d entrée colleges de to RI : 200 build 000 and $ sur demonstrate deux ans their capacities Subvention de in cinq applied ans de RI : jusqu à research 2,3 M$ Subventions de recherche et développement appliquée (RDA) Niveau Applied 1 : 25 k$ Research Niveau 2 : 25 and k$ Development à 75 k$ Niveau (ARD) 3 : 75 k$ à Grants 150 k$ (Contributions des entreprises obligatoires pour les niveaux 2 et 3) Subventions d outils et d instruments de Applied Research recherche Tools and appliquée Instrument (OIRA) (ARTI) Grants De 7 k$ à 150 k$ Subventions d établissement de centres d accès à la technologie Technology (ECAT) Access Centre Jusqu à (TAC) 350 k$ par Grants année sur cinq (pilot) ans Québec : jusqu à 100 k$ sur cinq ans Subventions de chaire de recherche industrielle dans les collèges Industrial (CRIC) Research Chairs for De 100 k$ à Colleges 200 k$ sur (IRCC) cinq ans (Les Grants contributions des entreprises partenaires sont obligatoires) Subventions De l idée à l innovation pour les universités et les collèges (INNOV-UC) Jusqu à 250 k$ par année sur 3 ans. Subvention maximale par participant : 125 k$. (Contributions des entreprises obligatoires)

31 Affectation du budget de 2013

32 Budget 2013 Plan Provisoire Année financière : Subventions RI Subventions supplémentaires octroyées pour le niveau d entrée et RI de cinq ans ECAT Nouveau concours INNOV-UC Subventions supplémentaires octroyées CRIC Nouveau concours en OIRA Nouveau concours RDA Aucun fonds supplémentaires nécessaires à ce moment

33 Demandes de subventions de CRIC et d ECAT

34 Guide d administration financière du Programme d ICC Extrait Les coûts d administration et les frais généraux pris en charge en vertu du Programme d ICC ne peuvent dépasser 20 p. 100 de la subvention accordée à un établissement : les coûts liés à l appui du collège à l élaboration des demandes de subvention et des propositions de recherche.

35 Soutien salarial pour les professeurs de collège à temps partiel Les professeurs à temps partiel qui ont des contrats de moins de trois ans sont admissibles au salaire. Auparavant, les professeurs à temps plein et à temps partiel ne pouvaient recevoir des fonds que pour la réduction de la charge de cours. La réduction de la charge de cours représente une difficulté sur le plan administratif. La nouvelle politique augmentera la participation des professeurs et des étudiants et élargira le bassin d expertise. Le montant total du soutien salarial ne peut être supérieur au salaire d un professeur à temps plein.

36 Subventions d ateliers de partenariat (SAP) Les collèges sont maintenant admissibles Jusqu à $ pour organiser un seul atelier ou plusieurs événements auxquels la participation est limitée, l objectif étant d établir de nouveaux liens entre les établissements postsecondaires et les entreprises canadiennes Aucune date limite de présentation des demandes Les SAP sont administrées par les bureaux régionaux du CRSNG

37 Croissance de la recherche appliquée dans les collèges Collèges admissibles à une subvention du Programme d ICC Collèges admissibles qui ont reçu au moins une subvention du Programme d ICC programmes quinquennaux de renforcement de l innovation (RI) 2,3 M$ sur cinq ans 24 programmes actifs de chaire de recherche industrielle Jusqu à 1 M$ sur cinq ans 16 centres d accès à la technologie (CAT) actifs 8 qui reçoivent 1,75 M$ sur cinq ans 8 qui reçoivent $ sur cinq ans

38 Le point sur les subventions de RI Un onzième concours est lancé pour l initiative conjointe FCI- Programme d ICC. Lettre d intention : le 31 mai 2013 Demande : le 1 er novembre 2013 Il est possible d obtenir jusqu à 3,6 M$ de la FCI pour l infrastructure de recherche. Les collèges peuvent lui demander jusqu à $. Nombre de subventions offertes en 2013 Subventions d entrée de RI : 5 Subventions quinquennales de RI : 6

39 Le point sur les subventions de CRIC À l heure actuelle, il y a 24 chaires de recherche industrielle dans les collèges 15 chaires actives à l issue du concours de subventions de CRIC conditionnelles à l issue du concours de demandes reçues Number of IRCC Chairs subvention de CRIC administrée par le CRSH 1 subvention de CRIC administrée par les IRSC 0 NL NS NB PE QC ON MB SK AB BC YT NW Province

40 Le point sur les subventions de CRIC Le prochain concours est prévu pour La date limite pour la présentation des demandes est l été ou l automne Le budget est engagé jusqu à cette date. La date du concours coïncide avec la fin du mandat quinquennal des premières chaires.

41 Aperçu des subventions d OIRA Subventions d un an Elles appuient l achat d appareils de recherche appliquée qui coûtent entre $ et $ Elles visent l achat d un ou de plusieurs appareils de recherche destinés à accroître la capacité de R et D appliquée dans un domaine précis On peut présenter plusieurs demandes si le collège a besoin d appareils dans le cadre de projets menés avec des entreprises dans différents domaines de recherche appliquée (aucune limite quant au nombre de demandes par collège) Date limite : Automne 2013

42 Le point sur les subventions de RDA Subventions de RDA reçues selon le niveau Total = 246 demandes Total reçu Attribuées Non attribuées Sous examen Niveau 1 Niveau 2 Niveau 3

43 Budget des subventions de RDA pour 2012 Budget en 2012 Subventions en 2012 Nous aurions pu financer Subventions de RDA de niveau 1 (6 mois) 3 M$ $ 37 subventions de RDA supplémentaires de niveau 1 Subventions de RDA de niveau 2 (1 à 3 ans) 1,8 M$ $ 14 subventions de RDA supplémentaires de niveau 2 Subventions de RDA de niveau 3 (1 à 3 ans) 1,3 M$ $ 7,5 subventions de RDA supplémentaires de niveau 3

44 Le point sur les subventions INNOV-UC Date limite du premier concours : 1 er octobre 2012 Résultats 29 demandes reçues 22 collèges 17 universités Montant moyen demandé : ~ $ par année 8 subventions : total pour la première année : $ Taux de réussite : 27,6 % 3 demandes de la liste B non financées en raison du manque de fonds Fonds supplémentaires : $ Prochain concours? Octobre 2013 pour attribuer les subventions au printemps 2014 (?)

45 Processus de dépôt des demandes IMPORTANT: Processus de dépôt des demandes se fait en deux étapes: Vous Bureau de la recherche du collège CRSNG

46 État de la demande Présentée / Soumise : Reçue / Approuvée:

47 Renseignements sur les subventions du CRSNG Outil de recherche d octrois du CRSNG : Dans Google : Outil de recherche d octrois En vertu de la Loi sur la protection des renseignements personnels, le CRSNG ne peut pas divulguer de renseignements sur les demandes non retenues.

48 Personnes-ressources pour le Programme de d ICC Patrick St-Pierre, subventions de RI [email protected] Marie Thibault, subventions de RDA et d ECAT [email protected] Susanne Liou, subventions INNOV-UC [email protected] Kim Douglas, subventions de CRIC [email protected] Jack Deyirmendjian, subventions d OIRA et d ECAT, directeur adjoint [email protected] Bert van den Berg, directeur [email protected]

49 Evaluation of the College and Community Innovation (CCI) Program Presentation to the Committee on Research Partnerships (CRP) November 29,

50 Presentation Outline Background Overview of evaluation objectives, issues and methods Overview of the program Findings Conclusions Recommendations 2

51 Evaluation Objectives and Scope Main objective: To assess the achievement of immediate outcomes and any progress toward intermediate outcomes, as well as program delivery of the CCI program Evaluation required before end date of initial Terms and Conditions (November 2012) Scope: Because CCI program is relatively new, evaluation focused on the most mature of the program s grants the Innovation Enhancement (IE) Grant and the first two competitions Four evaluation issues addressed Effectiveness, design and delivery, efficiency and economy, relevance 3

52 Methodology Lines of evidence: Case studies of colleges Web-based survey of business partners Key informant interviews File review Document and administrative data review 4

53 Overview of the CCI Program The objective of the CCI program is to increase innovation at the community and/or regional level by enabling Canadian colleges to increase their capacity to work with local companies, particularly small and medium-sized enterprises (SMEs). IE Grants provide funding to colleges on a competitive basis to enhance their applied research capacity and carry out applied research and technology transfer activities in collaboration with, and to the benefit of, companies SMEs in particular. 5

54 6

55 Evaluation Findings 7

56 Effectiveness To what extent has the IE Grant: Increased business R&D? Increased applied research, development and innovation capacity of colleges to solve technical problems for local industries and organizations? Increased involvement of college faculty, staff and students in applied research, development and innovation projects? Contributed to college students obtaining employment within their field? Is there sustainable applied research capacity at IE Grant recipient colleges? 8

57 Effectiveness: Increased Business R&D The IE Grants have facilitated commercially relevant R&D partnerships to a large extent Organizations that have partnered with colleges to date are mostly: Private companies (83%) and most companies are SMEs (85%) Located in Quebec (38%) or Ontario (37%) Companies intensity of use of the following IE program offerings is moderate or high : 59% participated in collaborative or jointly sponsored applied research 53% accessed college talent and infrastructure 34% accessed college contract research services 22% used educational or training services A large majority (86%) of business partners indicated they were satisfied with their interaction with the college 9

58 Effectiveness: Increased Business R&D (cont d) IE Grants have changed the nature and intensity of the typical relationship between colleges and SMEs Nature has changed in terms of increased involvement of faculty and students and increased access to college facilities for SMEs SMEs can undertake more complex and large-scale R&D projects than they would normally All projects explored via case studies had commercial relevance File review confirmed most colleges involved in projects with commercial impacts, including product improvement (77%), product development (69%) and prototype development (69%) Almost 2 in 5 (39%) of surveyed businesses experienced commercial impact (revenues, new customers or more employees) 10

59 Effectiveness: Increased Business R&D (cont d) Results for impacts on business partners R&D capacity are mixed According to case studies, the IE Grant assisted colleges to meet the R&D capacity shortfalls of SMEs Firms place more importance on R&D through increased personnel time conducting R&D; hiring of R&D personnel and creation of new positions or organizational divisions dedicated to R&D File review suggests that more than a third of business partners expect to see increased R&D investments and increased capacity for innovation Survey results are mixed with most companies indicating increased capacity to introduce new products, processes or services, but smaller impact on capacity for attracting/making investments Overall, 69% of companies had experienced results in at least one area of impact 11

60 Effectiveness: Increased Business R&D (cont d) 12

61 Effectiveness: Increased capacity of colleges to respond to technical problems The IE Grants have significantly increased the capacity of colleges to respond to the technical problems of local industry and other organizations Areas of increased capacity: Release time for faculty/staff involved in R&D Access to equipment (new and existing) Development of applied research programs Colleges are better equipped to provide timely, multi-disciplinary, long-term and holistic services to companies Funding model has sufficient flexibility to allow colleges to build capacity in areas in which they had expertise, in a way that best fit the needs of industries in their region 13

62 Effectiveness: Increased involvement of faculty and staff Varying degrees of involvement of faculty, staff and students were observed in colleges Variation driven by model/approach used at the college to partner with SMEs (including non-faculty models and models that rely primarily on faculty and students) Most colleges increased the number of faculty involved in applied R&D Business partners interact with faculty and staff on a regular basis during projects (85% at least monthly) but many would like more interaction Faculty release time is key success factor Barriers include culture, collective agreements and resource constraints Many colleges adopted practice of having staff dedicated to admin and management functions 14

63 Effectiveness: Contribution to college student outcomes IE Grant offered more and high quality training opportunities for students Roughly 10 more students per college receive training opportunities with business because of the IE Grant Students were involved as research assistants, research associates, interns, co-op students, and participants in in-class projects Involvement offered: Opportunities to apply knowledge learned in class Company-student interaction First-hand experience working under the time and budget constraints of businesses Development of a broad range of soft skills (project management, problem solving, communication) Employment outcomes are difficult to assess due to other factors that play a role Qualitative evidence suggests the IE Grant did contribute through skills gained, work experience and connections with employers Almost one-third (30%) of companies indicated they hired one or more student who was involved in the IE Grant 15

64 Effectiveness: Sustainability of applied research capacity at colleges The evidence is mixed with regard to the degree to which the applied research capacity at colleges is sustainable Areas in which some capacity can be sustained Human resources Equipment Mechanisms for contracting, research management and ethics reviews Some evidence suggests a future demand for college applied R&D support, but SMEs are known to make infrequent investments in R&D 69% of companies plan to undertake a collaborative research project and 33% plan to engage in contract research with the college However, most colleges do not believe R&D capacity can be sustained to meet business needs after the IE Grant without any access to some form of funding Not realistic to rely solely on partners to sustain applied research capacity Some colleges do not wish to maintain a strong focus on collaborative R&D without additional funding as this may mean that quality of student training will suffer 16

65 Design and Delivery Have the colleges implemented the grants as planned? What are the factors that have facilitated or inhibited the achievement of intended outcomes? 17

66 Design and delivery: Implementation, facilitators and inhibitors to success IE Grants were implemented as planned, in most cases Most colleges experienced at least one partnership that fell through but the impact was mitigated by replacement partners In general, there is no ideal program delivery model and colleges have developed models suited to their own context Two promising delivery practices emerged: Assignment of administration tasks to dedicated resources allows faculty members to focus on the applied research projects Strong leadership at senior management levels at colleges vital to the successful implementation of faculty release time Some challenges were identified: Performance monitoring perceived to be excessive and while the template was recently revised, it did not significantly decrease the number of indicators required and did not include additional guidance on the level of detail required 18

67 Efficiency and Economy To what extent are the most efficient means being used to achieve program outcomes? 19

68 Efficiency and economy: Efficient means used to achieve outcomes NSERC s administrative costs for delivering CCI program appear to be reasonable considering the life-cycle of the program The evaluation compared the administrative cost per $1 of grant funds awarded for CCI with Research Partnership Programs (RPP) Directorate and NSERC as a whole Approximates the ratio for the RPP Directorate as a whole with an average of 6.0 cents for CCI program compared to 5.9 cents for RPP Directorate (FY to ) Average for NSERC as a whole for the same period was 4.3 cents The administrative costs were higher in FY when the CCI program became permanent (19.8 cents), affecting the 4-year average 20

69 Relevance To what extent does the CCI program continue to demonstrate relevance? 21

70 Relevance: Demonstration of ongoing relevance The need for the program and the federal government s role in delivering the program has not changed since 2007 The CCI program continues to be consistent with current federal government priorities as well as the strategic outcomes and priorities of NSERC, SSHRC and CIHR The program is less aligned with CIHR s Commercialization Strategy from 2005, but the Strategy is currently being revised All 5-year IE Grants have an NSE focus, but many include components that fall within the SSH (19%) and health (18%) areas There is a desire on the parts of SSHRC and CIHR for greater take-up of IE Grants in the SSH/health disciplines at colleges SSHRC/CIHR representatives consulted for the evaluation see a role for their organization to conduct additional awareness-raising activities for the CCI program 22

71 Conclusions and Recommendations 23

72 Conclusions The CCI program IE Grant is achieving or is on track to achieve its expected immediate and intermediate outcomes IE Grants have been implemented as planned and the flexibility afforded to IE Grant recipients allows them to tailor the implementation of the grant to their own context Promising practices exist There were no significant factors that limit success although there remain opportunities to improve performance monitoring The cost of administering the program is reasonable considering the life-cycle of the program The IE Grant continues to be consistent with current federal government priorities as well as the strategic outcomes/priorities of the granting agencies The evaluation benefited from information in NSERC s administrative database and information collected via progress reports, but there are areas for improvement 24

73 Recommendations 1. Continue funding the CCI program IE Grant Program is effective and aligned with government and granting agency priorities and addresses a continued need a. The CCI program should explore the potential need for, and criteria whereby, current IE Grant holders could apply for subsequent IE Grants OR ensure that other CCI program grants would provide funding to help sustain the applied research capacity, especially with respect to support for faculty release time and college personnel to facilitate research with businesses 25

74 Recommendations (cont d) 2. Establish a mechanism to encourage the sharing of best/most promising practices and lessons learned among colleges There are many ways to successfully implement IE Grants but there are pockets of expertise in many areas that would be of benefit to be shared (such as governance, SME outreach, treatment of intellectual property, administrative support/capacity, approaches to reporting) This mechanism need not be overly complex or costly and could start out as a simple website or online community of practice 26

75 Recommendations (cont d) 3. Continue to make improvements to grantee reporting templates and the completeness and accuracy of information on partner organizations a. Review and revise (where necessary) IE Grant progress reporting templates and provide guidance to colleges on CCI program expectations regarding interpretation of indicators and level of detail required b. Continue to improve the completeness and accuracy of information on partner organizations in the Council s administrative database (e.g., partner size, contact information) 27

76 Questions? 28

77 A sample of factors that shape SERC s applied research Applied Research Outcomes Funding priorities & government policies CIHR NSERC SSHRC CFI Other Partner s interests and priorities Local and regional businesses Community organizations Education & research institutions Needs & interests of older adults Adults born in 1945 and earlier Informal caregivers Baby boomers (born from ) From Lab to Life Innovative products, programs and services implemented in community organizations, businesses & industry Improved student training & mentorship Enhanced quality of life for older adults & their families Leading edge curriculum Highly qualified grads

78 PS1 Sheridan Elder Research Centre where social innovation meets technological advances How do our research questions differ by funder? CIHR SSHRC NSERC Does participation in twice weekly dance classes for 12 weeks result in an improvement in physical, cognitive and psychological measures of health and well being? What framework is most useful for assessing the individual, social and economic impacts of active participation in the arts by adults 55+? How can we use technology to increase access to participating in dance for individuals living in geographically remote communities?

79 Slide 2 PS1 Pat Spadafora, 4/4/2013

80 2013 ACCC Applied Research Symposium Colleges and Institutes Innovation Catalysts Building an Innovation EcoSystem Robert Bélanger, President & CEO, Belt Tech Inc. Olivier Vermeersch, NSERC Industrial Research Chair for Colleges in Innovative Technical Textiles, CTT Group, Cégep de Saint Hyacinthe

81 Groupe CTT en quelques mots CTT GROUP IDENTITY? Statute : Non-Profit Organization Management of CCTT et Chair of CEGEP of St- Hyacinthe Industrial Membership: More than 125 Serving industries for 30 years Technical & Commercial Services Textiles, Geosynthetics & Polymers Staff : 60 employees - multi-disciplinary Team Textile, Chemical Engineering, Chemistry, Electronic, Mechanic, Biology, Geotechnical Engineering, Computer Science 800 customers annually: QC (62%), ROC (23%), INT (15% - 29 countries) SME (70%), BG (20%), Gouv + NPO(10%) MISSION Serve our clients in the development, production, use and marketing of textiles, geosynthetics and other added-value flexible materials.

82 CTT GROUP in a few words MARKETS DESERVED Protection/Workwear Clothing KEY COMPETENCIES Comfort Flammability Civil Engineering Industrial Building Medical / Hygiene Transportation Home Sport Agro Environment Packaging Ageing Polymers Smart Textiles 3D Textiles Surface Treatment Soil/Material Interactions Toxicity Networking Publication

83 Technical Services LABORATORY SERVICES Laboratory Analysis Scope of Accreditation: 600 Standard Tests BNQ, ASTM, CGSB, ISO, EN, AFNOR, DIN or BS ISO 17025, ISO 9001, GAILAP, TRANSPORT CANADA Specific Testing Mechanical Engineering Department Machine Shop Expertise et Certification CE Marking, CCMC, ICC-ES, BNQ Technical Problems Technical Guide redactions Supplier Identification Durability Analysis RESSOURCES State of the Art Equipments Analysis Laboratories Durablity, Flammability, Physical, Mechanical, Hydraulic Comfort, Analytical Chemistry, Dyeing, Colorimetry, Toxicity Prototyping Laboratories Weaving, Knitting, Nonwoven, 3D Textile Plasma, Finishing

84 Technical Services RESEARCH & DEVELOPMENT Literature Review Specifications Development New Product Development Product Optimization Prototyping New Technologies Integration PCM, SMM, OLED Bio-sensors, Embedded Electronic Thermo &photo-chromic Inks 3D Textiles Plasma Treatment Nano-technologies

85 Commercial Services Commercial Support Diagnosis Market Studies Benchmark Market Development Communications Networking The Textile Journal (Print+Web) Buyers Guides (Print+Web) E-newsletters EXPO HIGHTEX ADVANCED WORKWEAR CANADA TEAM TEXTILE CANADA

86 Geosynthetics: Performance Analysis Soil/Geosynthetic Interaction Hydraulic Performances Mechanical Properties

87 Ageing, Durability, Long Term Performance RESSOURCES UV, Thermal (Hot, Cold), Salt Fog, Mechanical, Creep, Chemical, Laundering, etc.

88 Flammability Aeronautic, Construction FR Protective Clothing Hazardous Products Act

89 Polymeric Products Characterization (DSC, TGA, Melt Index, Mechanical, Permeability Mocon)

90 GC/MS, FTIR, UV/VIS, ICP, SEM Analytical Chemistry, Microscopy

91 Development of Smart textiles & Smart products; Development of Manufacturing processes of Smart Fabrics; Development of Testing Methods dedicated to Smart Textiles. Smart Textiles

92 Innovation Through Partnership A number of research & laboratory equipments and a multidisciplinar team dedicated to innovation.

93 PRIORITÉS STRATÉGIQUES PROJETS STRUCTURANTS : Next Generation Fire Fighter Bunker Complex 3D textile Preforms for Aeronautic Super Insulation Fibers Smart Textiles INDUSTRIAL CHAIR ON INNOVATIVE TECHNICAL TEXTILES: Sustainability, Durable Construction, Revalorisation Protection, Security & Comfort, Toxicity Smart Textiles

94 HISTORY 1931 Established in Granby under the Name : Stark Bros Ribbon Corporation Manufacturer of delicate ribbon to be used in fashion, dressmaking and wrapping industries Burlington Definite growth and gradually abandon of the ribbon to produce specialty products mostly intended for the automotive industry. Burlington was one of the first companies to manufacture and dye webbing for seat belts.

95 HISTORY 1988 LaGran Canada Inc. ISO 9002 in1996 et QS 9000 in : one of the first Canadian companies to obtain ISO/TS16949: Belt Tech Products Inc. Acquisition of LaGran Canada Inc. assets by 3 members of the management. Diversification to technological products Recipient of an Award : Chambre de Commerce Haute Yamaska et région : prix Distinction Grande Entreprise Manufacturière 2013.

96 BELT-TECH TODAY TECHNICAL TEXTILES STRATEGY : Webbing for seat belts Webbing for air bags (automotive) Industrial webbing for slings Webbing for safety harnesses Webbing for parachutes (military) INNOVATION & QUALITY : We constantly monitor the new technologies in the textile market. We acquire new equipment to meet our customers requirements. Our reputation is based on the quality of our products and we are proud of it.

97 COLLABORATION OVERVIEW 1995 : LaGran Canada First Mandate to CTT Group 2004 : 51 Files conducted for LaGran Canada Exclusively technical Assistance : Laboratory Analysis To support LaGran R&D internal activities LAGRAN CANADA

98 COLLABORATION OVERVIEW 2006 : Continuation & intensification / diversification of collaborative strategy with CTT Group by Belt Tech Leaders : 35 Files conducted by GCTT for Belt Tech Technical Assistance : laboratory Analysis Support Belt Tech R&D internal activities Short, Mid & Long term R&D Projects (more details later)

99 COLLABORATION OVERVIEW Active Participation as a CTT Group Member : CTT Group member & Member of CTT Group BOD since Member of Executive Committee since Participation to networking activities Visitor to Expo Hightex 2006 Active participant to workshops for development of Canadian textile Industry Technological Roadmad Exhibitor to Expo Hightex since 2008 President of Expo Hightex 2010 Organizing Committee & Gold Sponsor Innovation Partnership 2011 Event : Robert Bélanger recipient of the CTT Group 2011 Personality of the Year Award Advertiser in The Textile Journal since 2010

100 ANALYSE DE COLLABORATION Cette collaboration de proximité a permis: d étendre la simple relation de laboratoire technique établie de longue date vers Une dynamique de partenariat enrichissant pour les deux parties, impliquant : plusieurs équipes de R&D du GCTT l équipe de production et R&D de Belt Tech.

101 PARTNERSHIP ANALYSIS The partnership is presented by Belt Tech to its selected customers To show to customers available resources available for the development projects : Facilities & Technical Experts from CTT Group Facilities & Technical Experts from BELT TECH Form idea to commercial product Customer is a third partner in the partnership Long Term implication: Founder Partner of the Industrial Chair on Innovative Technical Textiles March 2012 March 2017 and more

102 PARTNERSHIP ANALYSIS Partnership allows to maximize Belt TechnInvestments through public funds: In Quebec: MDEIE : Intensification Technologiques (en attente de la nouvelle politique d innovation) MELS : PART program Créneaux Accord Textiles Techniques Infrastructures (in conjunction to CFI) Au Fédéral : NSERC CFI Revenus totaux période ($) 200,000 $ 150,000 $ 100,000 $ 50,000 $ Money for CTT GROUP From BELT TECH Partnership $ Revenus des Subventions Revenus des Mandats * : 9 mois en Période d'analyse

103 R&D COLLABORATIVE PROJETCS Valorisation of belt residues February 2008 June 2008 Safety Belt for Fire Fighter Bunker June 2008 November 2008 PART : PART2010A010 Integration of Textile Electromechanical Sensors into Safety Harness July 2010 June2011

104 R&D COLLABORATIVE PROJETCS CRENEAU ACCORD : SUPER DUTY SLING

105 R&D COLLABORATIVE PROJETCS Intensification Technologique : Improvement of Smart Belts pourvues. August 2011 February 2013

106

107 THANK YOU FOR YOUR ATTENTION tech.com

108 Beta Version 17 April 2013 Ian Parfitt Selkirk College

109 Spreadsheet with Addresses of Research Centres Up load Google Drive (& geocode) Customize with JavaScript

110 387 Research Centres!!!! Many in the same place. So we added: Selection and Filtering tools (Province, Sector) Symbolization by Sector Clustering Result...

111

112 ACCC staff can update the map by updating table on Google Drive

113 check out the map & let us know: 1. Is the dot in the right place? If not, provide Lat/Long 2. Is the info correct? 3. Does the Centre have a website? If so, please send the URL 4. How to translate to french? 5. What else are we missing?

114 Thanks Suzanne Ector Justin Robinson Ian Parfitt

115 College-Industry Innovation Fund Fonds collège-industrie pour l innovation ACCC Symposium 2013 Québec

116 Objectives / Objectifs Stimulate R&D partnerships Stimulate competitive college-industry R&D partnerships that lead to business innovation Enhance R&D capacity Enhance college applied R&D capacity HQP training Provide HQP with opportunities to participate in R&D activities Benefits Generate regional and national socioeconomic benefits

117 2009 CIIF Initial Investment : $25M Stream 1 CFI Infrastructure Stream 2 NSERC CCI IE + CFI Rounds 1 & 2 $19 M Competitions 8 & 9 $ 2.4 M Proposals 47 Awards 30 Joint Proposals 11 Awards 4 $ 3.6 M Remaining => Stream 2 CCI IE Competition 11

118 CIIF Awards / FCII projets financés Regional distribution QC 15 BC 1 AB 6 NS 1 ON 11

119 CIIF lessons learned Feedback from experts Recognized effort to develop better proposals Colleges can still improve and provide better evidence/justification in CIIF proposals for : Business innovation description could be strengthened (market analysis/environmental scan of business R&D activities, identify needs of private partners in region) Track record of past partnerships/outcomes Infrastructure need, team capability to use it, infrastructure sustainability HQP skill development plan using infrastructure and relevance to the private sector

120 CIIF lessons learned Facts and feedback from community Facts: Narrow national distribution of proposals Decrease in number of Stream 1 proposals Only half of the NSERC CCI IE proposals submitted a joint proposal Main limitation for applying is shortage of capacity to develop proposal CIIF is well designed overall and the following suggestions have been put forward: Increasing flexibility around the project sizes ($), and a higher proportion of funds for construction/renovation Both streams are valuable and on going synergy with CCI program contributes to building college capacity A more inclusive definition of partner Assistance with proposal development costs

121 CIIF Future Next steps / Prochaines étapes Funded projects Ongoing discussions and metrics to demonstrate success Recent Federal Budgets: CFI funding including CIIF funding Future CIIF call for proposals - Stay Tuned!

122 Questions & Comments / Commentaires

123 Conseils pour la rédaction d une demande de financement gagnante Insights for Successfull Proposals Michel Caron agr. Ph. D. Conseiller en recherche appliquée Nathalie Méthot Ph. D. Professeur et coordonnatrice en recherche appliquée La Cité collégiale Ottawa, Canada Colloque de l ACCC sur la recherche appliquée Québec 17 avril 2013

124 1. Choix du domaine de recherche Vous devez démontrer clairement que le domaine de recherche choisi: a des collaborations existantes avec des entreprises. saura attirer de nouvelles collaborations. en lien avec l expertise en place. Exemple de la Cité collégiale: demande pour le Centre de recherche appliquée en biovalorisation

125 2. Choix des équipement/infrastructure Vous devez démontrer clairement que les équipements et infrastructures demandés: sont en lien avec l expertise en place soutiendront un nombre maximal d entreprises viendront renforcir la capacité en recherche dans un domaine ciblé

126 3. Conditions gagnantes Donnez vous du temps Mettez en place une équipe pour élaborer la demande: rédaction (à chacun son expertise) finances infrastructures recherche des équipements (soumissions) les lettres de soutien des partenaires Notre duo gagnant: Expertise technique et expertise en gestion de la recherche Ne laissez pas de place à l improvisation

127 4. Contrôle de la qualité Est ce que vous répondez aux questions? Est ce que votre demande est: Claire Concise Cohérente Convaincante Structurée Intéressante

128 5. Garder contact 1) Responsable de votre dossier à la FCI pour toute question. 2) Les entreprises/fournisseurs Ceux qui ont fournis des lettres de soutien Ceux qui participent financièrement au projet (20%) 3) L organisme provincial qui contribue un pourcentage équivalent à celui de la FCI.

129 Pour information sur notre programme Dr Michel Caron agr. Conseiller en recherche appliquée (613) poste 2029 ou

130 Our CFI Experience

131 CFI Impact A quantum leap Stability Revenue potential

132 Building a CFI Application Understand CFI Business + research model Test your resolve

133 Engaging Industry and SMEs Research platform Value proposition Marketing model

134 Discoveries along the way Internal challenges End to end support of NAIT executive Rapport with CFI

135

136 Sharing Cooperation Match Makers Immobilize Systemic

137 Purpose of this Session To discuss the creation of a National Applied Research Network Groovy or Lame Idea?

138 Outline for this Hour Quick overview of the National Network Idea! CONII experience Interactive Session Next Steps Questions

139 Maturing Applied Research Market Applied research is thriving and well represented across Canada, making the argument for a National network more plausible!

140 Growth by the Numbers 60 active Five Year Innovation Enhancement programs 24 active Industrial Research Chair programs 16 active Technology Access Centres (TAC)

141 Growth by the numbers cont d CCI-Eligible Colleges Eligible Colleges that have received at least one CCI Grant

142 Well Suited to Cooperate Colleges are not bogged down by IP issues Colleges do not compete to publish in journals Colleges are smaller and more nimble than university counterparts TAC s, CCTT s and IE s make it easier to share best practices, information, metrics and for cooperating on projects

143 Good Role Models Many provinces have networks with varying degrees of effectiveness, a few examples: Réseau Trans Tech, CONII, etc

144

145 CBC s The Debaters A/R Style The room will be divided into two teams One side In favor of National Network Other side Not in favor Teams will have to find ways to work cooperatively Each team will pick representative who will participate in applied research s own version of The Duh Baters You have 10 minutes to get your Debater ready.go!

146 Format Round 1: State your position on issue 180 seconds. Round 2: bare knuckle round 180 seconds which allows debaters to spar directly with each other. Round 3: firing line quizzed on their knowledge Round 4: 60 seconds for final summation

147

148 Next Steps Organize a team of individuals representatives from various regions across Canada. Look into applying for a grant to investigate this idea further? Report findings at next years conference

149 Questions?

150 Supporting Innovation in Business and Industry

151 Providing innovative solutions to business and industry through applied research and knowledge transfer, in partnership with Niagara College faculty and students.

152 APPLIED RESEARCH GOALS Leadership role in revitalizing the regional economy SMEs (small and medium sized businesses) make up over 90% of Canada s businesses Enhance the productivity and increase the competitiveness of our local SMEs Support the creation of new jobs through the success of collaborative applied research activities

153 A FOCUS ON AREAS OF SPECIALIZATION Advanced Manufacturing Agriculture & Environment Food, Beverage, & Tourism Innovation Business & Commercialization Solutions Digital Media & Information Technologies

154 NIAGARA RESEARCH ADMINISTRATION ORGANIZATION Associate Vice President Senior Manager NSERC Industrial Research Chair for Colleges Research Project Managers (Four) Human Resources & Events Officer Dissemination & Outreach Officer Research Grants & Contracts Officer Administrative Assistants (Welland &NOTL Campuses) Industry Liaison Officer Web & Graphics Design Officer IT Specialist Consultants, Specialists

155 PROJECT TEAMS ORGANIZATIONAL STRUCTURES Research Project Manager Researchers (Full and Part time Faculty) Research Technicians/Technologists Senior Research Associate Research Associates (Graduates) Research Assistants (Students)

156 INDUSTRY ENGAGEMENT PROCESS

157 In kind Tracking Report Work Plan Non Disclosure Agreement Media Release Project Sign off Agreement INDUSTRY TOOLKIT Process Flow Chart Project Collaboration Outline Collaboration Project Agreement Industry Partner Contribution Agreement

158 METRICS TRACKING CUSTOM DEVELOPED DATABASE Contact Manager Grants Database Proposals Database Projects Database Industry Inquiry Tracking Dissemination and Outreach

159

160

161 RESEARCH ETHICS TCPS 2 Recruitment of Research Ethics Board Strict processes and protocols Support from Niagara Research New practices and forms Course based Research Ethics Process New Research Ethics Website Training & Orientation

162 For more information visit NiagaraCollege.ca /Research

163 Managing industry services from within an academic institution some thoughts Camosun Technology Access Centre Chris Edley A Partnership Project

164 Camosun College Two campuses six schools Trades and Technology Business Arts and Science Access Health and Human Services Sport and Exercise Education employees $130 Million budget Serves about 10,000 (FTE) learners / year About 95% of graduates remain in region Applied Research this past year: over 140 projects over 50 companies

165 Technology Access Centre Camosun s industry Portal to Applied Research Provides industry access to: Five axis milling large scale milling SLA and FDM rapid prototyping 3D High Resolution scanning Sensor benchmarking and integration Technical garments Engineering design Chemical analysis (GC and PCR) Robotic Automation Project support Access to appropriate internal resources

166 Technology Access Centre Designed to convert industry interactions into: Applied research or contract training partnerships Co op or graduate employment Faculty and student project involvement

167 Managing Industry Relations Managing a business from within an institution comes with challenges, here s what we do in a few areas... Main points: Understand your market and your place in that market Develop a customer service mentality and live by it Manage your workflow

168 Understand your place in the market Who are your customers talk to them and ask them the questions Would you use this service? How much would you pay? What might prevent you from working with us?

169 Understand your place in the market Who are your customers talk to them and ask them the questions Would you use this service? How much would you pay? What might prevent you from working with us? What do you need to charge for your service?

170 Understand your place in the market Who are your customers talk to them and ask them the questions Would you use this service? How much would you pay? What might prevent you from working with us? What do you need to charge for your service? How much business is there within your potential customer base?

171 Understand your place in the market Who are your customers talk to them and ask them the questions Would you use this service? How much would you pay? What might prevent you from working with us? What do you need to charge for your service? How much business is there within your potential customer base? Where/who is your nearest competition, what do they do and how much do they charge?

172 Understand your place in the market Who are your customers talk to them and ask them the questions Would you use this service? How much would you pay? What might prevent you from working with us? What do you need to charge for your service? How much business is there within your potential customer base? Where/who is your nearest competition, what do they do and how much do they charge? You are a public institution with a mandate to serve your community can you carry out a business style operation without being in conflict with that mandate?

173 Customer Service Mentality Customer service is a balancing act between: Quality, reliable timeliness, fair price If its not right fix it Invoice promptly Follow up Listen Add value Learn to care about your client

174 Manage your workflow Adopt a business workflow that includes: Contracting, linking workflow with customer purchase orders, quotes, invoices, packing slips, etc. We use MS Excel based job flow system We use Trello (trello.com) for task Management don t drop the ball. We are looking for a more all encompassing solution for combined CRM and project tracking.

175 Manage your workflow Invoice and work order tool. Job info entry Quote Packing Slip Invoice Request Work order / tracking Mailing Label Client Data

176 Manage your workflow Trello.com US based task manager tool Asana is another, similar tool

177 Manage your workflow

178 Maintain Student and Faculty Engagement

179 Discussion Tools Developed or Purchased Process for Partner Engagement Metrics Collection Exceptional Practices What not to do... (Lessons Learned)

180 Presentation to the Association of Canadian Community Colleges Applied Research Symposium 2013 Présentation au colloque sur la recherche appliquée de l ACCC 2013 April 17/ le 17 avril Bernard Bourgoin and Cindy Carter

181 Gross Domestic Expenditures on Research and Development (GERD)/La dépense intérieure brute de la recherche et développement (DIRD) GERD is an indicator of science and technology (S&T) activities; it is appropriately used as a summary of research and development (R&D) activities and the basic flow of funds. La DIRD est un indicateur des activités des sciences et de la technologie (S-T); elle sert à juste titre de sommaire des activités de R-D et du flux principal des fonds. GERD is often displayed as a matrix of performing and funding sectors.the GERD and GERD matrix are fundamental to the national and international examination of R&D expenditures. La DIRD est souvent présentée sous forme de matrice des secteurs d'exécution et de financement. La DIRD et sa matrice sont des données essentielles pour l'analyse nationale et internationale des dépenses en R-D. GERD is constructed by adding together the intramural expenditures on R&D as reported by the performing sectors. La DIRD est obtenue en additionnant les dépenses intra-muros en recherche et développement (R-D) telles que déclarées par les secteurs d'exécution. 2

182 GERD The leading indicator of R&D in Canada DIRD - Le principal indicateur de la R-D au Canada 2009 GERD/GDP Canada = 16th 3

183 Performing sectors contributing to GERD Les secteurs d exécution de DIRD Provincial Research Organizations Organismes provinciaux de recherche Private Non- Profit Organismes privés sans but lucratif Higher Education Enseignement supérieur GERD DIRD Provincial Government Administration provinciales Business Enterprise Entreprises commerciales Federal Government Administration fédérale 4

184 GERD performers/ Les secteurs d exécution de DIRD 35 Contribution to GERD by performer, Contribution à la DIRD par secteur d'exécution, Provincial research organizations / Organismes provincial de recherche 0.1 % $ billions / milliards $ Source: Statistics Canada / Statistique Canada, CANSIM Private non-profit sector / Organismes privés sans but lucratif Provincial governments / Administration provinciales Federal government / Administration fédérale Higher education / Enseignement supérieur Business enterprise / Entreprises commerciales 0.4 % 1 % 9 % 32 % 56 %

185 Canada s HERD incorporates OECD definitions/ DIRDES du Canada comprend des définitions d OCDE The higher education sector comprises: All universities, colleges of technology and other institutes of post-secondary education, whatever their source of finance or legal status. It also includes all research institutes, experimental stations and clinics operating under the direct control of, or administered by, or associated with, the higher education establishments. Le secteur l enseignement supérieur comprend : L ensemble des universités, grandes écoles, instituts de technologie et autres établissements post-secondaires, quels que soient l origine de leurs ressources financières et leur statut juridique. Il comprend également tous les instituts de recherche, les stations d essais et les centres hospitaliers qui travaillent sous le contrôle direct des établissements d enseignement supérieur ou qui sont administrés par ces derniers ou leur sont associés. 6

186 What is R&D within scope of HERD? Quelle est la R-D dans le cadre des DIRDES HERD follows the OECD Frascati Manual s proposed standard practice for surveys on research and experimental development (R&D) which is performance based. Les DIRDES suivent, selon le Manuel de Frascati (OCDE), la méthode type proposée pour les enquêtes sur la recherche et le développement expérimental axée sur le rendement. R&D is / R-D est NEW/NOUVEAU: APPLIES TO/ S APPLIQUE à: Knowledge / Connaissance Basic Research / La recherche fondamentale Processes / Processus Applied Research / La recherche appliquée Products / Produits Experimental Development / Le développement expérimental R&D activity does not include related scientific activities, innovation or commercialization activities. R-D ne comprend pas les activités scientifiques connexes, l innovation ou les activités de commercialisation. 7

187 FINCOL Issues/ Problèmes Confusion on reporting responsibilities (financial officer vs VP of research?) Confusion sur les responsabilités de répondre (responsable de la déclaration vs VP de la recherche?) Financial statements vs questionnaire (Sponsored Research not identifiable) Rapports financiers vs questionnaire (Recherche subventionnée non identifiable) CEGEP s reporting /Déclaration des CÉGEPs Universe / Univers (does not include private vocational schools / n inclut pas les écoles privées de formation professionnelle) 8

188 FINCOL data users / utilisateurs Statistics Canada / Statistique Canada (HERD, System of National Accounts, ) (RDES, Système des comptes nationaux, ) ACCC CMEC OECD (Expenditures on education) OCDE (Dépenses en éducation) HRSDC and a few other federal departments RHDCC et d autres départements fédéraux Provincial departments responsible for postsecondary education / Départements provinciaux responsables pour l éducation postsecondaire Others / Autres 9

189 Financial Statistics of Community Colleges and Vocational Schools (FINCOL) Information financière des collèges communautaires et des écoles de formation professionnelle 10

190 Schedule 1 Operating, Sponsored Research and Capital Income (continued) Cédule 1- Revenus de fonctionnement, de recherche subventionnée et d immobilisation 11

191 Schedule 2A Cédule 2A 12

192 HERD Faculty time on R&D DIRDES le temps consacré à la R-D Schedule 1 reports funding received by the institution. Cédule 1 montre le financement reçu par l institution Schedule 2 is reports expenditures made by the institution. Cédule 2 indique les dépenses faites par l institution. Post secondary faculty divide their work among 3 primary functions / Les professeurs d études postsecondaire partager leur travail entre 3 fonctions principales: Teaching / Enseignement Research / Recherche Community service / Service a la communauté 13

193 Schedule 2B Cédule 2B 14

194 Sponsored Research Expenditures on Postsecondary Education 2010/2012 (Expenditures are in $ 000) Dépenses de recherche subventionnée sur l éducation postsecondaire (les dépenses sont en 000 $) sectors/secteurs University/ Université College/ Collège Total Federal government/ Administration fédérale 3,188,335 9,565 3,197,900 Provincial government/ Administration provinciales 1,215,803 14,862 1,230,665 Municipal government/ Administration municipale 7, ,640 Business Enterprise/ Entreprises commerciales 709,293 10, ,797 Private non-profit/ Organismes privés sans but lucratif 981, ,412 Foreign/étranger 142,695 n/a 142,695 Miscellaneous/Autres 351,878 4, ,781 Total 6,597,535 40,355 6,637,890 15

195 Why is it important for colleges to report in FINCOL /Pourquoi importe-t-ii aux collèges de participer au FINCOL Colleges need to be recognized for their contribution to R&D, which is on the rise. Collèges doivent être reconnus pour leur contribution, qui est croissante, à la R-D. Sponsored research data from FINCOL will be used in HERD./ Les données de recherche subventionnées de FINCOL seront utiliséers pour les DIRDES. Accurate HERD information enables better international data comparisons such as HERD/GERD and HERD/GDP. Les renseignements précis provenant des DIRDES permettent de meilleures comparaisons internationales de données telles que DIRDES/DIRD et DIRDES/PIB. 16

196 Discussion_ Questions Thank-you for your time_merci pour votre collaboration Contact information Statistics Canada, Tunney s Pasture, Ottawa Statistique Canada, promenade du Pré Tunney Ottawa Cindy Carter [email protected] Bernard Bourgoin [email protected]

197 Developments for Performance measurement in applied research and technology development Robert Luke Bert van den Berg Gorge Brown College NSERC ACCC Applied Research Symposium 17 April 2013

198 Outline Who, what, why of measurement Capacity and Contribution Franchising college applied research capacity Next steps

199 Who benefits from performance measurement? Industry partners and potential partners in order to better understand college capabilities Government (directly and through analysis by third parties such as STIC, CCA, academic studies) CCI program execution of grants Internal stakeholders (at the college) to better understand scale and value of activities undertaken The college system for increasing the college AR&TD brand and value proposition AR&TD: Applied Research & Technology Development

200 What needs to be measured Capacity: capability of the institution & its units to work with clients on applied research and technology development Contribution: performance of applied research and technology development with clients and the downstream effect on social and economic productivity

201 CCIP objectives Increased R&D and innovation capacity by local firms (contribution); and Increased capacity of the college to engage local firms in applied research (capacity). See crsng.gc.ca/professors Professeurs/RPP PP/Info Info_eng.asp#objective

202 CCA Expert Panel Report on the State of S&T, 2012

203 CCA Expert Panel Report on the State of S&T, 2012 Canada s colleges and polytechnics have been undertaking an increasing amount of applied S&T in recent years, often in cooperation with local businesses. Due to the growing importance of this activity to their overall role in the Canadian higher education landscape, colleges and polytechnics are now actively monitoring and recording many metrics related to applied S&T outputs. [ ] Most of these other sources of data on applied R&D activity in Canada s higher education sector and public research organizations are not broken down by the field or type of research. As well, in many cases, data are available only for specific institutions, sectors, or regions, and are not available consistently across the country. As a result, while general statistics of this kind may illuminate certain facts about Canada s applied R&D strengths in specific institutional settings, their piecemeal nature precludes a systematic identification of Canada s research and technology strengths. The Panel thus concludes that there remains a need for more systematic and detailed data collection of metrics related to applied research and technology development activity in Canada. See p114 5.

204 Why measure capability in AR&TD consistently? Strengthen the brand of college applied research Better understand and communicate about (college) contributions to applied research and technology development Engage in continuous quality improvement and further capacity development for applied research and technology development across all college communities

205 NRC IRAP Concierge Service Recommended by the Jenkins Panel Review of Federal Support to Research and Development Expert Panel Report (Oct 2011) Budget 2012 Concierge Service initiated Budget 2013 Credit Notes voucher program Assumes Warm handoffs among Approved Service Providers Opportunity exists to define this

206 Strengthening the brand of applied research is important because: Companies often do R&D episodically (as needed), and choose partners to solve problems (client) companies form perspectives of potential partners based on their own interactions, and perspectives of those in their business network. Positive, consistent experiences matter Colleges will benefit if they can assure a certain minimum level of AR&TD capabilities.

207 "WITH REGARD TO INDUSTRY/ACADEMY/GOVERNMENT COLLABORATION The Committee recommends that the Government of Canada encourage universities to work together to develop template agreements by sector that could provide greater certainty for businesses entering into partnerships with university researchers. Government laboratories should work to develop similar template agreements. (see The Standing Committee on Industry, Science and Technology File=9)

208 Capacity & Consistency Proposal: define a "franchise" or "certification" that gives (prospective) clients confidence with regard to perceived issues about working with colleges, such as: access to foreground IP protection of company background IP who works with institution staff to ensure projects are executed the processes, protocols and parameters for AR&TD performance training of students with regards to IP, good lab practice...

209 Franchising parts of college AR&TD Define dimensions along which to measure capability at the institutional and intrainstitutional level Define how this can be measured in a credible fashion (i.e., avoid self measurement) Look to ISO standards (etc.) for measures that align with process capability for R&D.

210 Some thoughts on measuring contribution Measure activity (hours, people involved, interactions, activities) Measure contributions by clients (cash, in kind (by type))

211 A draft logic model for college capacity Purpose Inputs Outputs Outcomes Impact Activities Participants Immediate Intermediate Ultimate College capacity to engage in applied R&D with firms Policies, procedures, processes for industry engagement Tri Council eligibility Faculty engagement Applied R&D projects Curricular integration Business development Outreach Research staff; faculty; students; firms College is eligible to apply for and receive funds, engage with firms, support faculty development Well defined processes and firm engagement; reputation Firms and regional innovation capacity closely linked to college applied R&D services Capacity Contribution

212 Contribution / Performance Measures Enhance firm innovation capacity and capacity of college to deliver applied R&D services Others? Activities Level of investment Outputs Purpose Inputs Outputs Outcomes Impact Activities Participants Immediate Intermediate Ultimate Research investment Level of investment Private, public sectors Research productivity and impact # Applied research projects (active; Companies; organizations served completed) Reputation # Referrals, partnerships Companies; organizations served Collaboration and clusters # Partnerships Industry and other organizations Technology development measures Prototypes, products made, processes Companies; organizations served improved include CCIP Prototypes, products made, metrics. processes S&T capacity Students and faculty Students; faculty; improved include CCIP metrics. engaged college capacity Facilities Students Regional and strengths faculty engaged Industrial receptivity in Public and private area in which an sector; innovation Facilities organization is situated; system and economic potential for regional development actors Participants Private, public sectors # Applied research projects (active; completed) Companies; organizations served # Referrals, partnerships Companies; organizations served # Partnerships Industry and other organizations Industrial receptivity in area in which an business organization is situated; innovation/business potential for regional development; area of business innovation/business expertise PSE development; institutions area of expertise in PSE institutions Companies; organizations served Students; faculty; college capacity Public and private sector; innovation system and economic development actors

213 P3RD: Putting the S&T in Start Up

214 Discussion What are the performance measures required to demonstrate college and institute applied research capacity? What can colleges and institutes realistically report on to demonstrate outcomes and impacts for partners?

215 Next Steps Engagement of college community via NRAC TAC working group Volunteers and conspicuous contribution to form a working group for Background research International benchmarking Local integration and issue definition

216 Scientifique en Chef du Québec Québec Chief Scientist Officer Rémi Quirion, OC, PhD, CQ, FRSC Québec, 17 avril,

217 Rémi 101 De Lac Drolet a Québec via Sherbrooke (UdeS) Washington DC (NIH) Montréal (McGill U) de cuistot a Scientifique en Chef! 2

218 Québec Long standing interest in supporting academic research & innovation private sector ( % of PIB..aiming for 3%:-- 40% gouv-60% private sector) Creation of Health Funding Council over 50 years ago-others 2 in the 70. Equivalent to 3 federal funding councils but with complementary programs. But. 3

219 34% Québec share of Federal Council fundings 32% 30% 28% 26% 24% 22% CRSH CRSNG IRSC Génome Canada 20% 18% 16% Sources: Search engines, charts and annual reports on the CIHR, SSHRC, NSERC and Génome Canada websites. As for Génome Canada: the fiscal year includes financing for the years to because annual amounts per project or platform are not available before

220 A Chief Scientist for Québec? Stagnation or loss in % of federal funds obtained by Qc scientists except YOU all located in Québec colleges!! Research: teamwork is a must in the majority of sectors. International partnership essential. Chief Scientists in the world: UK, Australia, Israël, New Zealand, Ireland, Czech republic, and now the EU. MDEIE: Ministers C. Gignac & S. Hamad : champion in the early days. MESRST: Minister P. Duchesne since (PNRI) 5

221 A Chief Scientist for Quebec Mandate The Chief Scientist of Québec Advises the Minister & Qc government on the development of research and science in Québec. Strives for excellence and ensures that Qc is a world leader in a few niche areas. National & International partnerships as major priorities (J. Payette as Director, Science & Innovation partnership USA). Signed two partnerships with NIH (upgraded PDF program; ROI support to Quebec applicants). FRQ Qc Flanders agreement, etc Chairs the Board of the three Fonds de recherche du Québec and aims for the development of intersectorial research. Leads the administrative reorganization toward a fully integrated model. 6

222 A Chief Scientist for Quebec A few objectives With the support of our partners, confirm niches of excellence in research for Quebec. Tomorrow s science as an economic and social tool. La science de demain comme levier économique et social. World leader in 4 or 5 intersectorial areas. Develop new partnerships in order to significantly increase the presence of Quebec at the international level (USA, France, BRIC, la francophonie..) 7

223 A Chief Scientist for Quebec College University Industry partnerships A role for the Chief Scientist Quebec must rapidly bridge the gap regarding the industry s perpective concerning collaboration with universities. Perspective of universities concerning colleges My role: facilitator. Also development of «early» partnership programs in research and innovation; training opportunities in the private sector (SME) for college and university s students (BMP, Mitacs..). Must do the same for the social sciences & humanities: Innovation sociale, NGOs FRQ Forum: April 30th in Mtl 8

224 Our strong base: A Chief Scientist for Quebec Fonds de recherche du Québec : the 3 Fonds Excellence in research. Achievements must not only be maintained but also built upon. The Fonds keep their basic mission. Excellence in research and training the next generation : 2 key objectives. A Scientific Director for each Fonds. Maryse Lassonde for Nature & Technology; Normand Labrie for Société & Culture, and Renaldo Battista for Santé. Members of the office of the Chief Scientist with the Director of Administration (Pierre Prémont), Director of Ethics and legal affairs (Mylene Deschenes) & Director of Communication (Benoit Sevigny) Aim to identify and develop few large intersectorial projects with international partnerships, 9

225 A Chief Scientist for Quebec Fonds de recherche : grants and awards students of 2 nd and 3rd cycles 154 postdoctoral trainees 354 new research professors and research creators 117 research teams 28 strategic groupings 26 research projects creation 4 innovative projects, 10 projects in the arts and media technology 30 concerted actions; 103 projects 11 affiliated centers or university institutes including 5,7 M$ from partners 1288 students of 2 nd and 3rd cycles 202 postdoctoral trainees 76 new researchers 191 research projects in teams 114 research projects directed towards partnerships 37 strategic groupings 6 innovative networks 32 college researchers Société et culture 51,1 M$ Nature et technologies 51,8 M$ Santé 101,3 M$ 351 students of 2 nd and 3rd cycles 129 postdoctoral trainees 421 researchers 304 research projects 31 international collaborations 19 centers, 11 groups and 17 research networks including 32,3 M$ from partners including 5,8 M$ from partners graduate students and postdoctoral trainees 883 researchers 10

226 Programmes FRQ pour les chercheurs en milieu collégial Conseils d administration: deux membres Claire Boulé (VP, CA NT) et Lynn Lapostolle, CA SC) Chercheurs collégiaux et CCTT: dégagements d enseignement et enseignants de colleges (NT et SC) Membres actifs dans programmes équipes, regroupements et actions concertés (NT et SC). Un absent: Santé. En discussion pour inclusionaffiliation avec centres et instituts ou réseaux 11

227 Major intersectorial projects FRQ Consultation Fall2011 Winter 2012 Visits of universities and colleges, industry and private sector, non governmental agencies. Consultation with our partners and researchers via our web site. Choice of major themes following pre established criteria (excellence of researchers from the 3 Fonds; a niche for Quebec; public private partnerships; national and international partnerships; training; priorities for Quebec; socio economic impacts,.). Objective : 4 to 5 big projects during my 5 year mandate. 12

228 A Chief Scientist for Quebec Additional consultations ADRIQ & ACFAS: SQRI and PNRI A few examples from over 200 proposals Personnalized medecine Le Plan Nord (culture, health, climate changes ) Art and culture in Quebec: Identité Québécoise Aging of our population: Changements démographiques Nanosciences Information & communication technologies Green energy & s. development: Développement durable Agro business 13

229 A Chief Scientist for Quebec Training of the next generation of scientists The next Generation Need to better acknowledge the contribution of trainees: Programme: Etudiant Chercheur Etoile one per month per Fond; invited to Prix du Québec s ceremony & special event at ACFAS). Personalized Training Program allowing for a better preparation to face an evolving& changing workplace (academic career vs private sector vs government vs NGO ). Forum April 30th Montreal 14

230 A Chief Scientist for Quebec The Chief Scientist Finally a role in promoting science and research in Quebec Must transmit the joy of discovering. All generations together. Establish partnerships with organizations that are very active in this field. Need concerted projects in communications to sensitize the public to research and science Culture scientifique et Formation des Maitres. 15

231 Politique nationale de la recherche et de l innovation (PNRI-fin juin) LES ASSISES NATIONALES (15-16 avril) 3 Grands Enjeux: -Les changements démographiques -Le développement durable (plusieurs CCTTs) -L identité québécoise 3 Grands Défis: -La synergie entre les acteurs (ENA) -Le capital humain -Le financement 16

232 Thank You! Questions or comments: 17

233 A Chief Scientist for Quebec Summary Exciting and stimulating but must be a team effort. Partnerships with other ministries, public and private institutions are key. International partnership is key (Meeting of Chief Scientists in Montreal Oct 21 23). Development of a Global Network of CSs. The USA as first partner (J. Payette based in DC) The excellence of our researchers and the quality of our trainees as ingredients of our success. Important intersectorial projects to be developed in the coming year ( ). 18

234 Fonds de recherche du Québec A few intersectorial projects Research projects based on partnerships Reduction and sequestration of greenhouse gas Strategic groupings: Life cycles of products, procedures and services Corporate networks, logictics and transport Brain, language and music Music, media and technology Nature et technologies Société et culture Research projects based on partnerships: Road safety Cyanobacteria Development of health alternatives in addition to nitrites and nitrates in meat products Preservation and improvement of the nutritional value of food in connection with health Two innovative networks in health technology Réseau de recherche en santé et sécurité du travail du Québec Réseau stratégique de recherche et d innovation en sécurité routière NE 3 LS Grants (nanotechnology) Santé Concerted action programs: Road safety Mental retardation and behavorial problems Social, cultural and environmental factors to prevent weight problems Two interdisciplinary research centers in rehabilitation and social integration Réseau québécois de recherche sur le suicide 19

235 A Chief Scientist July 1st, 2011 Effective date of Bill 130 Creation of the position of Chief Scientist (deputy minister level) Merger of administrative services of the three Fonds de recherche du Québec. New names : FRQNT Fonds de recherche du Québec Nature et technologies FRQS Fonds de recherche du Québec Santé FRQSC Fonds de recherche du Québec Société et culture 20