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Starting a Network: Reflections of a Networks of Centres of Excellence Managing Director Lessons Learned in the Frying Pan and the 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