Overview of the NRC Dialogue

August 2016

Iain Stewart was appointed President of the NRC on August 24, 2016.

As part of the continued renewal of the NRC and to support the government's Innovation and Skills Plan, the President was instructed in his mandate letter to assess the current state of the NRC in four areas:

  • Innovation Support: including better meeting the current and longer-term research and development needs of Canadian industry; ensuring science excellence in the research work of the NRC; and identifying opportunities to increase support for the technology, growth-to-scale and export needs of small and medium-sized enterprises.
  • Engagement: including ensuring effective processes to identify current and forthcoming industrial R&D priorities and collaboration opportunities with firms; working with Cabinet and federal stakeholders to set long-term NRC intramural research priorities; and ongoing outreach to engage external innovation and science community stakeholders to ensure that the NRC is a key partner in Canada's principal innovation clusters across the country.
  • Governance: ensuring best practices in governance, decision-making processes and resource management, safeguarding public and staff safety at all times; ensuring effective environmental stewardship processes and practices; fostering a culture of openness and consultation within the NRC and with federal stakeholders; and reviewing clarity in the NRC executive accountabilities. In this regard, consideration should be given to whether and how organizational design challenges would enhance the NRC engagement, partnerships and governance.
  • Management: ensuring leading-edge management practices by examining the NRC budget, revenue targets and financial controls; assessing and strengthening the NRC IT systems where appropriate; and renewing and unleashing the full potential of the NRC workforce to become a global leader in science and innovation.

In addition, to support his mandate of an open and transparent approach, the President was tasked to make his mandate letter public; to engage the NRC science and innovation personnel in his process of examination and development of advice; and, to include the NRC's regional activity, he was asked to consult with innovation stakeholders in key clusters across the country.

September to November 2016

To support the President's mandate, the NRC undertook an engagement process that invited all NRC employees to participate and engaged external experts and key stakeholders to identify opportunities for improvement in the four areas described in the mandate letter. This exercise was called "The NRC Dialogue".

Seven working groups, composed of a diverse set of the NRC's employees from across the organization, were created to start the NRC Dialogue assessment phase. Supporting the working groups, a panel of external eminent expert advisors representing government, academia and the private sector provided a challenge function.

As part of the assessment efforts, seven themes emerged as the key enablers for the NRC to be relevant to the Innovation and Skills Plan, and address the four mandated areas of assessment:

  1. People: reinforce excellence essential to long-term success;
  2. Facilities: ensure quality and relevance to support the NRC's agenda;
  3. R&D: ensure relevance and impact across the spectrum of the NRC's activities;
  4. SME growth: help innovative firms grow to scale and increase exports;
  5. Engagement: open up the NRC activities and facilities for collaboration to build connections;
  6. Management: focus on stewardship of resources and more empowerment with enhanced accountability; and
  7. Governance: encourage research excellence and collaboration through organizational re-arrangements.

Findings from observations of the working groups and initial discussions with employees included that the NRC is unique among Canadian research performers in that it is the only organization that delivers large, directed research and commercialization Programs; operates a national system of research and commercialization facilities (with over 88 research facilities at 22 sites); has the reputation and experience as a neutral broker with the ability to convene multiple innovation partners to work towards common goals and challenges; and has unparalleled insights into the innovation needs of Canadian companies through its highly respected Industrial Research Assistance Program (IRAP), supported by 255 ITAs at more than 100 sites across the country. A renewed NRC would reinforce its position as a mission-driven and results-focused agent of innovation for the government, delivering key elements of the Innovation and Skills Plan.

Proposed high-level improvements were developed and an outline of an approach to continue to engage employees and key stakeholders through the NRC Dialogue was developed.

December 2016 to May 2017

The second phase of the NRC Dialogue, the solution design phase, was initiated through town halls, online surveys and other communication channels to identify opportunities for improvement in the seven selected themes. All employees, including science and supporting service personnel, were given the unique opportunity to input to the renewal of the NRC.

In particular, the NRC Dialogue provided the opportunity to explore how the NRC could:

  • Reinforce excellence in all of its people;
  • Harness innovation in its high-impact R&D Programs;
  • Help innovative SMEs to scale up and penetrate international markets
  • Open up R&D facilities for collaboration with innovative partners;
  • Focus management on sound stewardship and empowerment; and
  • Adjust governance to strengthen its vision and alignment with federal government priorities.

More than 3,000 employees participated in 350 open and inclusive consultations held at 18 of the NRC sites across the country.

June to August 2017: From Dialogue to Action

The proposed solutions gathered during the solution design phase were further developed and refined to create a series of actions that build on the consideration of the key success factors of past reforms, and reflect the unique aspects and capacity of the organization. Launched in late August 2017 to all NRC staff, these actions will revitalize and sustain the NRC's role at the forefront of research and innovation excellence.

A renewed NRC will focus on:

  • Creating NRC Programs to deliver on government priorities
    • Establish fewer but large-scale, multi-disciplinary, national, outcome-oriented R&D Programs that focus science and technology on addressing national challenges related to business innovation, scientific inquiry and public policy, supporting government priorities and superclusters in the six critically important sectors identified in the Innovation and Skills Plan: Advanced Manufacturing, Agri-food, Clean Technology, Digital Industries, Health/Bio-sciences and Clean Resources.
  • Research excellence in disruptive technologies
    • Create foundational Programs in disruptive science and technology areas with the objective of advancing scientific knowledge, addressing the economy and society of tomorrow and building the NRC's long-term capability.
    • Enable the excellence and development of the NRC's researchers through support for exploratory work, a more diverse workforce, and enhanced development opportunities for women researchers.
  • Growing SMEs to scale and export
    • Enable innovative, high-potential SMEs to grow to scale and increase exports, through an improved suite of Programs and the delivery of these Programs specifically designed to make SMEs more internationally competitive.
    • Improve access to funding, technology facilities and support from the NRC researchers that SMEs require to thrive and grow.
  • Revitalizing the NRC research environment
    • Ensure the excellence and safe and secure stewardship of the NRC facilities, and optimize facility use as a platform for innovation.
    • Support the development of the next generation of Canadian innovators through outreach and new hiring Programs for co-op and post-doctoral students, and better engage universities, colleges, polytechnics and other members of the regional innovation ecosystem to encourage more research collaborations and exchanges.
    • Renew its current specialized science infrastructure, in coordination with the work of the Federal Science and Technology Infrastructure Initiative, to encourage the sharing of federal laboratories.
    • Explore opportunities to create and occupy collaborative facilities with other government organizations, academia and industry to grow Canada's shared platform for innovation.
    • Foster high performance management and employee engagement by harnessing and fulfilling the potential of all of its employees through career development and leadership that empowers staff, and support for wellness, inclusivity, and a culture of "One NRC".

A phased approach to implement the actions will be taken to maximize synergies and prevent unnecessary disruptions.

Looking to the future

For over 100 years, the NRC has brought its world-renowned scientific expertise to bear on the country's most pressing challenges. Building on its success, the renewed NRC will work collaboratively with the best minds from academia, government, and industry to deliver research and innovation breakthroughs that translate into vital contributions to Canadian economic and societal opportunities in support of the government priorities.

In measurable terms, the future NRC will be distinguished by:

  1. Research excellence, and leadership in select disruptive technologies;
  2. Alignment with industrial priorities in key innovation clusters;
  3. Increased collaboration with regional ecosystems and with universities, polytechnic institutions, and colleges;
  4. More effective and easy to use support to help firms grow to scale; and
  5. A more diverse workforce and culture, emphasizing health and safety and the preservation of the environment.

Through its process of renewal, the NRC is looking forward to seizing these new opportunities to refine its role in connecting the various components of the Canadian innovation system and help propel Canada into a position of global leadership in innovation.

Annex A

Summary and timing of actions

Early work on several of the actions has already begun and preliminary planning has been initiated on many others. The following list provides an approximate timeline for implementation.

Actions already underway:

  • Allocate $20M over 3 years to purchase high-powered computing and secure data storage solutions and expedite the acquisition of specialized scientific equipment
  • Renew the NRC IT to make it easier for employees to work effectively and efficiently
  • Establish a competitive post-doctoral program pilot
  • Launch a pilot to move the Industrial Research Assistance Program (IRAP) Concierge team onto mobile platforms
  • Renew the Research Officers and Research Council Officers promotion criteria

Actions to be implemented by end of FY2018

  • Reinvigorate the Outstanding Achievement Awards program approach to internal and external recognition
  • Establish strategies to increase women researchers and managers
  • Support attendance at necessary conferences and provide professional development opportunities
  • Establish aTechnical Officer Emeritus award
  • Reallocate internal funding to establish an integrated and responsive Health, Safety and Environment Branch, ensuring appropriate application of the Precautionary Principle
  • Create an NRC procurement innovation program under the new Innovative Solutions Canada program
  • Create the NRC certificates for distribution by IRAP to SMEs to reduce barriers to the NRC R&D labs
  • Enhance NRC IRAP-NRC R&D collaboration
  • Renew the NRC vision, mission and values to reflect the outcomes of Dialogue
  • Formalize the delegation of authority for final pricing decisions
  • Create new names: General Managers become Director Generals, Portfolios become Research Centres
  • Divide the Engineering Division in two and create two new NRC Research Centres – one for Digital Technologies and one for Nanotechnology
  • Establish external Advisory Boards for Research Centres
  • Merge the VP Policy and Governance function with the Secretary General role
  • Move the investment planning function and the NRC's centralized pool of major capital project managers from the Business and Professional Services Division to the Corporate Management Division

Actions to be implemented over the next two years:

  • Establish career paths for Program leaders, team leaders and technical officers and re-establish an NRC Leadership Development program
  • Increase access to opportunities for professional development through outplacements and assignments
  • Increase compensation under the Inventor Awards program
  • Review security issues associated with the NRC Visitor Policy
  • Develop a new approach to R&D Programs, building capabilities via disruptive technologies and foundational Programs
  • Develop and implement a new Program Model that includes larger-scale Programs and a streamlined lifecycle and processes
  • Staff Program Leads at the Management level for the term of new or revised Programs
  • Refocus most relevant Programs around the research and innovation being undertaken by each of the winning 3-5 Supercluster consortia
  • Work with Business Development Bank of Canada (BDC) to facilitate the introduction of interested IRAP clients to BDC capital loans
  • Streamline IRAP risk management and due diligence requirements
  • Working with the Treasury Board Secretariat (TBS), explore opportunities to consolidate smaller SME grants and contributions programs into the core IRAP program
  • Improve the NRC website, online capabilities directory and facilities database
  • Develop a clear and accessible IRAP appeals process
  • Improve the NRC's Senior Executive Committee and Senior Management Team processes and integration of decisions, including those related to the NRC investments, HR and programs
  • Enhance the NRC investment planning process and review the option to have external reviews
  • Establish an NRC Chief Science Advisor, working with the new Government of Canada Chief Science Advisor
  • Establish a President's Research Excellence Committee made up of senior research professionals from across the NRC, as well as a New Researcher Community of Practice
  • Initiate science outreach activities, working in collaboration with other partners such as NSERC, with a particular focus on reaching diversity groups and women
  • Review key NRC-wide decision-making processes to foster greater consistency and to "lean out" operational decision-making
  • Examine the NRC's committee structure and improve support for Senior Executive Committee decisions through the use of its sub-committees
  • Launch an improved Commitment To Excellence process
  • Establish a new Performance Measurement Framework

Actions to launch reviews, plans, or strategies, to be fully implemented within the next four years:

  • Develop a Strategic HR plan
  • Develop a Wellness Strategy
  • Develop an improved IRAP training approach that includes increased exposure to the NRC R&D capabilities
  • Conduct a 3-year peer review of the NRC facilities, and develop a plan for renewal
  • Complete a review of the NRC incubation spaces
  • Develop a plan to revitalize the NRC buildings and real estate
  • Develop models for co-investment and shared governance and operation to support renewal of the NRC facilities
  • Develop a strategy to support SME access to international markets
  • Develop a Stakeholder Engagement Strategy, addressing integration of efforts, major clients, intellectual property and the NRC pricing
  • Develop high-level partnerships with and a collaboration strategy for OGDs and academic and international science and research organizations
  • Amend Intellectual Property elements of the NRC Act to improve flexibility
  • Develop a 5-year NRC Strategic Science and Innovation Plan to facilitate integrated planning across all Research Centres, Branches and IRAP
  • Develop a new approach to Common and Shared Services to improve support, performance and efficiencies
Date modified: