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.
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))
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)
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
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.
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
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)
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)