Starting a Network:

Reflections of a Networks of Centres of Excellence Managing Director

Lessons Learned in the Frying Pan and the Fire

Diana Royce, EdDPrincipalThe Deerfield Group

Palliative and End of Life Care Research Networking Infrastructure Workshop, February 21, 2003, Toronto, ON

OverviewNCE Program

HEALNet

Learnings

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

The NCE Program:Permanent program of the Government of Canada supporting research in universities and hospitals in partnership with private and public sectorsFosters synergies between creators, users and receptors of knowledgeAddresses complex areas of critical importance to Canada (integrated projects)Multidisciplinary research from basic to applied in a variety of disciplines

NCEs in Context

Why Canada built NetworksVast countryDispersed institutionsLink strengthsCreate critical mass

NCEs Primary Contributions to Innovation

New KnowledgeStimulate 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 Canadas Innovation Agenda (2002)

Interaction between Research and InnovationResearch is a process of turning $ into ideas,

and innovation is a process of turning ideas into $ (i.e. goods and services)

NCE Scale of Activity20 NCEs

5,900 People:1,400 professors and researchers in University300+ industry and partner researchers4,200+ research associates and students

900+ Canadian organizations90+ universities and hospitals130+ government agencies (federal/provincial)700 industry and other partners

International CollaborationsNCEs collaborate with researchers around the world:USA, Europe, Asia

and with diverse organizations: 43 universities, 7 hospitals, 7 gov. agencies88 companies,63 other organizations

Current Fields of Research (1)Health, Human Development and Biotechnology

ArthritisCANVaccinesCANVACBacterial diseasesCBDNGenetic diseasesCGDNCardiovascular strokesCSNProteinsPENCEStemCellSTEMNETEarly Child and Society CLLRNet

Current Fields of Research (2)Information and Communication TechnologyMicroelectronics MicronetTelecommunications CITRPhotonics CIPIGeomatics GEOIDEIntelligent Systems &Robotics IRIS

ICT relatedMathematicsMITACS

Current Fields of Research (3)Natural Resources / Environment

AquacultureAquanetMechanical Wood PulpsMWPSustainable ForestsSFMClean WaterCWN

Engineering and ManufacturingNew materials and smart structures ISISAutomobile of the 21st Century Auto21

NCEs are Virtual InstitutesTwo primary agreements:Funding AgreementNetwork AgreementGuidelines:Environmental Assessment of ProjectsEthics and Conflict of Interest Rules

Accountability:Mid-term reviewsAnnual Financial Audit of Administrative CentreAnnual Audit of Compliance with NCE Administrative and Financial Policies

Governed by a Board Directed by Scientific Director Supported by Administrative Centre

A typical NCELead by Scientific Director / Research Management Committee15-25 Projects in 4-6 Themes50-60 Professors in 12-20 Universities100-150 HQP (Assoc., Students, PostDoc)20-50 Companies$CDN 3-6 Million from NCE per yearDoubled with Partners Cash and In-KindQuadrupled with individual research grantsBirth of NCEs1989: 8 /141995: 4 1998: 31999: 32000: 42003: 2-3

NCE Management Structure

Life Cycle of an NCETwo stage competition (18 months)LOI (Open Competition, 20-40 applications)Invited Proposals (4-8 retained), 25K$ support2-3 fundedSetup & Launch (3-4 months)1st Cycle: 7 years with mid-term reviewCan compete for a 2nd cycle(max 14 years)

Preparing for an NCE: Next Competition 2005 (web: end of March 03)Sept 2003 - call for proposal due (LOI)Nov 2003 - invitations issued for full submission Feb 2004 - site visit March/Apr. 2004 - Announce funded NCEsApril 2005 - NCEs start operationsFive Criteria for successful proposalExcellence of the researchers and programCapacity to train highly qualified professionalsStrength of the networking and partnershipsCapacity for knowledge exchange and technology transferQuality of the management

2003Competition

LOIJul 12, 2002

ProposalsMar 7, 2003

Launch Oct 1, 2003

Be Prepared to demonstrate that you canperform 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; andrun 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 FactorsMultisectoral research readinessMust include Social Science ResearchUnique niche, focus no one group can achieve the mission on their ownOngoing interactions with stakeholdersResearchers, Gov, Industry, other ultimate usersBroadly-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

Vision:

To provide international leadership in optimizing evidence-based decision-making in health through efficient and effective health research transfer

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

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

Leadership

HEALNet Organizational Structure1998 - 2002Management Committee

Dr. Vivek Goel,Scientific Program Leader and Chair

Executive Committee

Dr. Kathryn Hannah, ChairBoard Of Directors

Dr. Kathryn Hannah, ChairUser Interface Committee

Mr. Ron Kaczorowski, ChairBudget and Finance Committee

Ms. Mary Gibson, ChairScientific Advisory Committee

Dr. Jim Cimino, ChairResearch Program1.0 Performance Assessment Module2.0 Decisions and Evidence Module3.0 Information Retrieval and Synthesis Tools Module4.0 Strategic InitiativesEducational Opportunities Advisory Committee

Dr. Andrew Grant, ChairAdministrative Centre

Dr. Diana Royce,Managing Director

HEALNet Strategic Partnerships for Research Uptake (166)Decision-makers within and across levels in relation to:health system governance / policyhealth services managementhealth care provisionhealth care users (consumers/patients)workplace health and productivity

Partnership Structure 2000-2001

Chart5

50

43

34

31

8

% of Network Partners by sector

Public/Not- for-Profit30%

Sheet1

Other5030%

Commercial4326%

Universities3420%

Provincial3119%

Federal85%

166

The HEALNet Legacy: PEOPLENational 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 projects5 years ahead of peers

The HEALNet Legacy: PEOPLE contYoung 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 sectorsexperience working collaboratively with research users and across levels of decision-making

HEALNet Legacy Organizations

Regionalization Research Centre Canadian Centre for Analysis of Regionalization and HealthCanadian Knowledge Management and Transfer Centre Knowledge Utilization Database - LavalE-health Accelerator Centre for Global E-Health InnovationCanadian School of Health Informationemerging spin-off Networks - e.g. workplace health and safetyCanadian Research Transfer Network

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

Learnings

VISION?VISION?

Adopt a Transformative Mission,define Strategic goals, linked to specific deliverables

Understand your Networks niche, value-addedPerformanceHealth System and WorkplaceResearch FundingResearch GroupsHealth serviceprovisionApplied and BasicResearch InfrastructureApplied and BasicCollate and InterpretSystem Data e.g. CIHI,ICES, HSURCe.g. CFI, CANARIE, CHIPPe.g. Change, CHSRF, CIHR, WCBsWorkplace e.g. IWH, IRSST, OHSAHPolicy and Management e.g. CHEPA,CPRN, HSURC, MCPHE, GRIS, ICESGeneral e.g. Universities, CIARWorksites, healthinstitutions, healthproviders, consumersFacilitate Research Transfere.g. CCOHTA, CHN, CHSRF,CIHR, CIHI, CochraneHEALNet - Research onthe Transfer and Use ofEvidenceInfluenceEvidenceCitizens, governance, funding of healthservicesSupport of healthresearchHealth services accountabilityDecisions

Begin with the end in mindcatalyze 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

Other Key Factors for SuccessCommitted, 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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Continuous Improvement Model

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Other Factors for Success, contExperienced 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 formpartnerships

Partnerships EnhancePerformance

Performance achieves progress

Progress benefits people

Factors for Success, cont

Build KT Bridgeswith partners:

Invite partners & potential future funders to participate in the networks 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 disseminationCan disadvantage early career researchersIdentifying incentives that align with mission, vision entitlement resource allocation decisions time (on the margin) and financial disincentives (sharing)Conflict between disciplinary approaches and peopleInteraction costs are critical, but funding sources are scarcePartnerships with industry can raise ethical issues academic freedom and IP challenges

Networks require a spirit of adventureThe 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 Groupdianaroyce@sympatico.ca

Networks of Centres of Excellence Programwww.nce.gc.ca

Achieving Excellence: www.innovationstrategy.gc.ca