NSERC's RPP and Strategy for Partnerships and InnovationPresentation Transcript
Rick Warner; Manager, NSERC-Pacific
December 05, 2009
NSERC’s Research Partnerships Programs and Strategy for Partnerships and Innovation Presentation at CAURA West
Context for Change
Input and NSERC initiatives planned
Interact and Engage
Regional Opportunity Fund
NSERC Vision and Mission VISION NSERC will help make Canada a country of discoverers and innovators for the benefit of all Canadians. MISSION NSERC will achieve this by investing in people, discovery and innovation through programs that support post-secondary research in the natural sciences and engineering on the basis of national competitions.
NSERC’s Five Goals
Fuel the advancement of knowledge in science and engineering and ensure that Canadian scientists and engineers can be leaders and key players in a global knowledge community.
Connect and apply the strength of the academic research system to addressing the opportunities and challenges of prosperity for Canada .
Inspire new generations of students to pursue careers in science and engineering, and provide them with the means to develop their full potential.
Demonstrate NSERC’s accountability and how the results of its investments in Canadian research and training benefit Canadians.
Increase the visibility of Canadian research.
Alignment with the S&T Strategy Advantages People Advantage Attract, retain and grow base of knowledge workers. Entrepreneurial Advantage Translate knowledge into wealth, wellness and well-being NSERC 1,400 company partners 26,500 students 12,000 professors Knowledge Advantage Build on research strengths, generate new ideas
NSERC Budget 2009-10 (millions of dollars) Total : $1,054
The NSERC Maze … quiz to follow! NSERC Programs Students & Fellows Professors Partners Science Promoters Institution & Colleges Undergraduate Postgraduate Postdoctoral Chairs Grants Research Tools, Instruments & Infrastructure SPARK Promo Science CCI IRC Students Partners RPA I2I CRD SNG SPG I-USRA IPS IRDF Supplements USRA USRA-I CHRP CREATE DG CWSE CDE CEDE IRC NRC Individual NRS ST SRO Group Subatomic Physics MRS RTI Supplements PGS / CGS IPS Supplements IRDF PDF AANSE EC Atmospehric & Meteorological Undergraduate NRINT AANSE Postgraduate CGS-FSS Alexander Graham Bell CGS Vanier CGS Summer Program in Japan or Taiwan NRINT AANSE Postdoctoral NRINT Japan Society for the Promotion of Science PDF VS Canadian Gov’t Labs Accelerator Supplement IPS 1 IPS 2
Research Partnerships Programs (RPP) Students I-USRA IPS IRDF IRC Partners Collaborative Research & Development Grants (CRD) Idea to Innovation Program (I2I) Strategic Project Grant (SPG) Strategic Network Grants (SNG) Research Partnership Agreement (RPA))
Context for Federal S&T Funding
2007 S&T Strategy:
Canada has a productivity gap with trading partners, that can partly be addressed through innovation
Canada has a people , knowledge (discovery) & entrepreneurial (innovation) advantage
STIC State of the Nation 2008 Report:
Canada invests strongly in universities
Overall industry’s R&D levels are low
Partnering is important to innovation
Canadian companies lag on partnering
Business Spending on R&D is Low Innovation and Business Strategy: Why Canada Falls Short, CCA, April 2009
University R&D is Canada’s Advantage State of the Nation 2008, Canada’s Science, Technology and Innovation System, Science, Technology and Innovation Council, 2009
Partnered Innovation is Critical Where Do Innovations Come From? Transformations in the U.S. National Innovation System, 1970-2006, Block & Keller, July 2008
But Few Canadian Firms Collaborate State of the Nation 2008, Canada’s Science, Technology and Innovation System, Science, Technology and Innovation Council, 2009
Canada System is heavily weighted to Indirect Innovation Support CANADA IS AN ‘OUTLIER’ IN TERMS OF RELIANCE ON TAX-BASED INCENTIVES Innovation and Business Strategy: Why Canada Falls Short, CCA, April 2009 (2005 OR LATEST YEAR) Per Cent of GDP 0 0.05 0.1 0.15 0.2 0.25 Canada U.S. Cost of fiscal incentives (typically R&D tax credits) Direct government funding of Business R&D 0 0.05 0.1 0.15 0.2 0.25 Canada U.S. U.K. Netherlands Australia Japan Cost of fiscal incentives (typically R&D tax credits) Direct government funding of Business R&D Data Source: (OECD, 2008d)
20,000 companies file SR&ED claims:
NSERC currently partners with:
65 of top 100
perhaps 7% (1400) of all R&D companies
2% of small companies (70% are unaware of NSERC)
Disruptive innovation, students, publish or perish
Most SMEs want:
Incremental innovation, projects in weeks, secrecy
Why do a Strategy for Partnerships and Innovation?
NSERC has a strong base of industry partnered programs that invest $300M/year in universities & colleges
-attracting $56M +NCE$$ per year of industry cash
NSERC’s goal with the Strategy for Partnerships and Innovation (SPI) is to:
Realize more value for Canada from the Government’s investment in post-secondary R&D capabilities.
Input gathering (Nov 2008 – March 2009)
Discussions focused on industry innovation & partnership
Regional meetings organized by Regional Offices
Organized as half-day meetings
Semi-structured (facilitator and questions)
230 people from industry
VPs, directors of R&D, R&D managers
150 people from academia
Vice Presidents – Research, Industry Liaison Officers, faculty
Meetings with Science Based Departments and Agencies (30 people)
Director Generals, Directors, Research Group leaders …
Five separate sessions
BC Technology Industry Association (25 attendees)
Life Sciences BC (21 attendees)
Nanotech and Advanced Materials(14 attendees)
New Media (14 attendees)
Post secondary (18 attendees)
Experts helping develop the Strategy Hany Moustapha, Senior Fellow & Directeur, Pratt & Whitney Canada Technology Esteban Chornet, Chief Technology Officer Enerkem David Hunter, recently retired Vice President, Engineering Academic Research Projects, SAP Business Objects Edwin Bourget, Vice President Research and Innovation, Laval University & member of Committee on Research Partnerships Jim Roche, President & CEO - Stratford Managers Corporation & member of Committee on Research Partnerships James Blatz, Associate Chair, Department of Civil Engineering, University of Manitoba & member of Council David Fung, Chairman and CEO ACDEG Group of Companies & Chair Canadian manufacturers and Exporters Ray Bassett, ADM, Policy and Strategic Planning, Alberta Ministry of Advanced Education and Technology Karimah Es Sabar, President - Life Sciences BC Roland Hosein, Vice-President, GE Canada Jean-Paul Deveau, President, Acadian Seaplants Ltd Dan Muzyka (Chair), Sauder School of Business at UBC & member of NSERC Council
Key issues identified :
Technical skills are excellent, non-technical need some improvement
Companies need help building innovation skills
SMEs avoid hiring new graduates due to training time/costs
Actions for NSERC:
Work with NRC/IRAP to place pre-qualified doctoral candidates
Help SMEs hire new graduates from partnered projects
Masters fellowship (requested by SMEs)
Enhance CREATE program with focus on “soft” skills
Key issues identified:
Focus resources for impact ( … 2007 S&T Strategy)
Support focused efforts by leading research groups on problems defined by government and industry (Strategic Priorities Initiatives)
Innovation (Entrepreneurship) …1 of 3
Three types of input:
From companies that see value in university-industry partnerships we heard:
Intellectual property is a major challenge
Projects usually don’t realize objectives
Professors’ research does not align with our needs
NSERC has introduced:
A more liberal IP policy
Support for project management for partnered grants
Support for market studies for researchers
New IP Policy
Encourage the utilization of research results, developed wholly or in part using NSERC funds, in Canada for the benefit of Canadians.
Promote the development of fruitful and productive partnerships and recognize the unique contribution each partner brings to the partnership and the need for each partner to benefit from the relationship and have their interests protected.
Support the publication of research results in the open literature. NSERC does not support secret or classified research.
Ensure that a student’s graduation is not impeded by IP issues.
Support a researcher’s right to use his/her research results for non-commercial purposes in future research and in teaching.
Project Management Costs
Certain expenditures related to project management are now eligible as a direct cost of research up to a maximum of 10% of the total direct costs
The goal is to enable researchers to make use of dedicated project management resources for improved realization of university-industry grants in the Strategic Project Grants (SPG), Collaborative Research and Development (CRD), Industrial Research Chair (IRC), Idea to Innovation (I2I) Phase IIb and Strategic Network Grants (SNG) programs only
Market Assessment projects are designed to enable institutions to do a market study on a product, process or technology they plan to develop.
NSERC will support up to three-quarters of the costs of the project with the institution (including the ILO office) providing the balance in cash. Funding is available for up to 12 months, with a maximum contribution from NSERC of $15,000, and is non-renewable.
Market assessment project can be presented as a stand-alone or together with a Phase I application
Innovation (Entrepreneurship) … 2 of 3
From Companies that want to explore university industry partnerships we heard:
Need help in identifying potential university/industry partners
Building trust takes time and effort
Identifying and getting funding is complex and difficult
Launch an eBulletin about partnerships and NSERC
Support early costs for researchers to build credibility with companies
Support relationship builders to help make linkages
(Re)Orient our regional offices to support industry partnerships
Review our processes (partnership programs)
Other relevant approaches:
2/3 rds of our CRD partners are 1 st -timers
Innovation (Entrepreneurship) … 3 of 3
From people who see little value in partnering with universities we heard:
Universities pursue disruptive innovation, work on projects measured in years, publish the results
Industry (SMEs) do incremental innovations, with projects measured in weeks, and hide results (trade secrets)
Pilot small and agile industry-focused centres at colleges and universities that provide services and conduct development projects with local companies (building on the very successful CCTT model in Quebec)
Other Relevant approaches:
In the Longer term, NSERC will:
Work to get new graduates working in SMEs
Increase soft-skills of graduates
Continue to focus resources on problems of national importance
Improve the relevance of our industry programs
Help build relationships towards partnerships
Explore new models for realizing value
Recall: The Issues
Developing Non-Technical Skills
Building a Critical Mass of Technical Expertise
Building Receptor Capacity in Industry
People & Skills
Focus on Priorities
Bridging Academia & Industry
Building Distinct SME Partnerships
Intellectual Property Management
Valley of Death
Critical Mass for Technology Integration
The Strategy: Approaches
People & Skills:
Make it more attractive for innovating companies to hire people with advanced degrees
New approaches that draw on University and College capabilities
(Easy) changes to make programs & policies more relevant
Companies and researchers need help finding each other, and getting partnerships started.
Focus on Priorities:
Build depth on the basis of technical area, industry, and/or region by focusing resources
Issues with Actions over five years 1 2 3 4 5 People & Skills IRDF w/ IRAP Post-Project Hiring Promoscience+ Business Skills Relationship builder Capability Projects Interaction costs Building Relationships eBulletin Speed Dating Staff Exchanges (I)Concierge BIZPAL-i Structural Tech. Int’n Centres Equipment Access SBIR Tech. Access Centres Problem Posting IP SME Leverage Project Mgmt. Costs Market Studies I2I+ Year Vouchers IRMF Focus on Priorities Strategic Priorities Note: Actions will be integrated with existing NSERC activities; many into existing programs
How well does the Strategy support the Original Goal?
Not central to “Connect” or “Apply”?
Not NSERC: Concierge, BIZPAL-I, Vouchers, SBIR
Problem posting Speed dating Staff exchanges Masters fellowships IRF marketing w/ IRAP Post project hiring IP policy SME leverage Project mgmt. costs Market studies Business skills Vouchers I2I+ Technology Access Centres Technology Integration Centres Equipment Access Strategic Priorities E-bulletin Capability projects Relationship builder Concierge BIZPAL-I “ Apply ” Post-secondary capabilities “ Connect ” (to industry)
The Strategy Also Supports other NSERC Goals
(1) Fuel the advancement of knowledge in science and engineering and ensure that Canadian scientists and engineers are leaders and key players in a global knowledge community