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Starting a Network: Reflections of a Networks of Centres of Excellence Managing Director

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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 – PowerPoint PPT presentation

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Title: Starting a Network: Reflections of a Networks of Centres of Excellence Managing Director


1
Starting a Network Reflections of a Networks
of Centres of Excellence Managing Director
 Lessons Learned  in the
Frying Pan and the FireDiana Royce,
EdDPrincipalThe Deerfield GroupPalliative and
End of Life Care Research Networking
Infrastructure Workshop, February 21, 2003,
Toronto, ON
2
Overview
  • NCE Program
  • HEALNet
  • Learnings

3
Networks of Centres of ExcellenceMission
Statement (1989)
  • To mobilize Canadas 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

4
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

5
NCEs in Context
6
Why Canada built Networks
Vast country
Dispersed institutions
Link strengths
Create critical mass
7
NCEs 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

8
Innovation
  • The process through which new economic and social
    benefits are extracted from knowledge.
  • OECD definition used in
  • Canadas Innovation Agenda (2002)

9
Interaction between Research and Innovation
  • Research is a process of
  • turning into ideas,
  • and innovation is a process of turning ideas into
  • (i.e. goods and services)

10
NCE Scale of Activity
  • 20 NCEs
  • 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

11
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

12
Current Fields of Research (1)
  • Health, Human Development and Biotechnology
  • Arthritis CAN
  • Vaccines CANVAC
  • Bacterial diseases CBDN
  • Genetic diseases CGDN
  • Cardiovascular strokes CSN
  • Proteins PENCE
  • StemCell STEMNET
  • Early Child and Society CLLRNet

13
Current Fields of Research (2)
  • Information and Communication Technology
  • Microelectronics Micronet
  • Telecommunications CITR
  • Photonics CIPI
  • Geomatics GEOIDE
  • Intelligent Systems Robotics IRIS
  • ICT related
  • Mathematics MITACS

14
Current Fields of Research (3)
  • Natural Resources / Environment
  • Aquaculture Aquanet
  • Mechanical Wood Pulps MWP
  • Sustainable Forests SFM
  • Clean Water CWN
  • Engineering and Manufacturing
  • New materials and smart structures ISIS
  • Automobile of the 21st Century Auto21

15
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

16
A typical NCE
  • Lead by Scientific Director / Research
    Management Committee
  • 15-25 Projects in 4-6 Themes
  • 50-60 Professors in 12-20 Universities
  • 100-150 HQP (Assoc., Students, PostDoc)
  • 20-50 Companies
  • CDN 3-6 Million from NCE per year
  • Doubled with Partners Cash and In-Kind
  • Quadrupled with individual research grants

Birth of NCEs 1989 8 /14 1995 4 1998 3 1999
3 2000 4 2003 2-3
17
NCE Management Structure
18
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)

19
Preparing for an NCE Next Competition 2005
(web end of March 03)
2003 Competition LOI Jul 12, 2002 Proposals Mar
7, 2003 Launch Oct 1, 2003
  • Sept 2003 - call for proposal due (LOI)
  • Nov 2003 - invitations issued for full
    submission
  • Feb 2004 - site visit
  • March/Apr. 2004 - Announce funded NCEs
  • April 2005 - NCEs start operations
  • Five Criteria for successful proposal
  • Excellence of the researchers and program
  • Capacity to train highly qualified professionals
  • Strength of the networking and partnerships
  • Capacity for knowledge exchange and technology
    transfer
  • Quality of the management

20
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.

21
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?

22
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

23
Improving Canadian Healthcare Decisions The
Experience of HEALNet 1995-2002
24
Vision To provide international
leadership in optimizing evidence-based
decision-making in health through efficient and
effective health research transfer
25
HEALNet Research Mission
To conduct research that enables health
information users to optimize the use of the best
evidence in decisions at all levels within the
health system and in the workplace

26
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HEALNet Funding
  • 2.4 million / yr NCE (69of revenue) 16M/7yrs
  • gt 1 million / yr cash and in-kind 24M/7yrs
  • 62 spent on research 24 networking, education
    and dissemination programs 14 spent on
    administration

28

Leadership
29
HEALNet Organizational Structure 1998 - 2002
Board Of Directors Dr. Kathryn Hannah, Chair
Executive Committee Dr. Kathryn Hannah, Chair
Scientific Advisory Committee Dr. Jim Cimino,
Chair
Management Committee Dr. Vivek Goel, Scientific
Program Leader and Chair
Budget and FinanceCommittee Ms. Mary Gibson,
Chair
Educational OpportunitiesAdvisory Committee Dr.
Andrew Grant, Chair
User Interface Committee Mr. Ron Kaczorowski,
Chair
Administrative Centre Dr. Diana Royce, Managing
Director
Research Program
1.0 Performance Assessment Module 2.0 Decisions
and Evidence Module 3.0 Information Retrieval
and Synthesis Tools Module 4.0 Strategic
Initiatives
30
HEALNet Strategic Partnerships for Research
Uptake (166)
  • Decision-makers within and across levels in
    relation to
  • health system governance / policy
  • health services management
  • health care provision
  • health care users (consumers/patients)
  • workplace health and productivity

31
Partnership Structure 2000-2001
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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

39
The HEALNet Legacy PEOPLE cont
  • 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

40
HEALNet Legacy Organizations
  • Regionalization Research Centre Canadian
    Centre for Analysis of Regionalization and Health
  • Canadian Knowledge Management and Transfer Centre
    Knowledge Utilization Database - Laval
  • E-health Accelerator Centre for Global E-Health
    Innovation
  • Canadian School of Health Information
  • emerging spin-off Networks - e.g. workplace
    health and safety
  • Canadian Research Transfer Network

41
Other Network Impacts
  • Focused researchers on the study of health
    decision-making
  • formerly a unique research niche that is now
    embedded within many health services research
    programs and CIHR institutes
  • Fostered range of new research partnerships
    across sectors and across the health system and
    workplace, consistent with national priorities
    that are built on a shared understanding of the
    value of health services research transfer and
    use
  • pollinated other organizations with respect to
    collaborative structure and KT mandate

42
Learnings
43
V I S I O N ?
V I S I O N ?
44
Adopt a Transformative Mission, define Strategic
goals, linked to specific deliverables
45
Understand your Networks niche, value-added
Health System and Workplace
Influence
Health service
Performance
provision
Citizens,
Decisions
governance,
Worksites
, health
funding of health
institutions, health
Collate and Interpret
providers, consumers
services
System Data e.g. CIHI,
ICES, HSURC
Facilitate Research Transfer
HEAL
Net -
Research on
Health services accountability
e.g. CCOHTA, CHN, CHSRF,
Support of health
the Transfer and Use of
CIHR, CIHI,
Cochrane
research
Evidence
Research Funding
Research Groups
Applied and Basic
Applied and Basic
Evidence
e.g. Change, CHSRF, CIHR,
WCBs
General e.g. Universities, CIAR
Research Infrastructure
Workplace e.g. IWH, IRSST, OHSAH
e.g. CFI, CANARIE, CHIPP
Policy and Management e.g. CHEPA,
CPRN, HSURC, MCPHE, GRIS, ICES
46
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.
47
Integrated Research Program
48
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

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Other Factors for Success, cont
  • 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)

51
Focus on Capacity Building People
form partnerships Partnerships
Enhance Performance Performance achieves
progress Progress benefits people
52
Factors for Success, cont
  • Build KT Bridges
  • with partners
  • Invite partners potential future funders to
    participate in the networks research program
    better enables them to use findings (KT)

53
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

54
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.

55
Contacts
  • Diana Royce, The Deerfield Group
  • dianaroyce_at_sympatico.ca
  • Networks of Centres of Excellence Program
  • www.nce.gc.ca
  • Achieving Excellence www.innovationstrategy.gc.ca
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