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Table 3-7:  Details on Transfer Payments Programs (TPPs)

NRC manages the following transfer payment programs:

  • Industrial Research Assistance Program (NRC-IRAP)
  • Tri-University Meson Facility (TRIUMF)
  • Canada-France-Hawaii Telescope, James Clerk Maxwell Telescope, Gemini Telescopes

1) Name of Transfer Payment Program:  Industrial Research Assistance Program (NRC-IRAP)

2) Start Date:  1962-1963

3) End Date:  ongoing

4) Description:
NRC-IRAP is NRC’s innovation and technology assistance program in support of Canadian SMEs.  NRC-IRAP and its predecessors have been helping Canadian firms innovate in order to improve their competitive technological performance for 60 years.  NRC-IRAP provides comprehensive innovation assistance, including technical and competitive information, advisory services, financial assistance for technology projects and strengthening innovation support and entrepreneurial skills building to technology-based SMEs in almost every industrial sector of importance to Canada's current and future economic development.

5) Strategic Outcomes:
Ability to influence the growth of companies through the development/adaptation of innovative technologies and by extension ensures economic prosperity for Canada.  NRC-IRAP will measure this by reviewing the:

  • Increase in the growth of its client companies by analyzing their increase in gross revenues or profits and their ability to create employment opportunities
  • Increase in the number of its clients that successfully commercialize their products, services and processes
  • Increase in the number of clients that reach and compete in new markets

Immediate and Intermediate Outcomes
Financial and Advisory Outcomes

  • Increased SME technical R&D capability and capacity
  • Increased SME management, marketing and finance capability and capacity
  • Growth of firms as a result of technology development project support

Networking Outcomes

  • Enhanced SME connections to technology and business networks to source support
  • Increased innovation-related services available to SMEs
  • Greater number and stronger innovation players with increased consortia within the community
  • Increased understanding of international opportunities
  • Increased adoption/commercialization/collaboration with respect to international endeavours

Ultimate Outcomes

  • Stimulate wealth creation within the Canadian economy

6) Results Achieved:

FINANCIAL AND ADVISORY OUTCOMES

i) Increased SME technical R&D capability and capacity

  • Contributed to increasing the capacity of SMEs to undertake highly innovative technology-based R&D projects:
    • Funded the hiring of highly qualified and skilled engineers and scientists as well as internships for university and college graduates: approximately 675 graduates (331 of which were new) through the HRDSC’s Youth Employment Strategy ($4.99M) and funding top up with IRAP contributions ($1.15M).
    • Contributed to firms by providing technical, research, business assistance to Canadian SMEs (7,645 funded and non-funded firms).
    • Co-located NRC-IRAP staff within NRC institutes, universities and research facilities to facilitate linkages (Total of 212 NRC-IRAP ITAs).
    • Contributed funding through IRAP-TPC for pre-commercialization assistance to SMEs ($2.9M for 28 projects in the work phase).
  • Brought together the key players in the Canadian Innovation System:
    • NRC-IRAP worked closely with NRC’s 17 research institutes, 2 technology centres and NRC-CISTI, more than 160 of Canada’s leading public and private research and technology based organizations; Federal Partners in Technology Transfer (FPTT) involving 17 federal government departments and agencies and has established formal and informal linkages with S&T organizations in various countries.
    • NRC-IRAP worked with various NRC Institutes across the country.  For example, NRC-IRAP Quebec Region provided a linkage between a Life Sciences client and NRC-IBS. The Institute provided technical advice to the NRC-IRAP funded client project.  NRC-IBS assisted the firm in visualizing the various components of the brain.
    •  NRC-IRAP worked with other government departments such as NSERC, BDC, Natural Resources Canada (NRCan), Communications Research Center (CRC), National Defence (DND), etc. For example, the Program has identified an NRCan scientist to act as a technical resource for an Ontario company developing alternative energy technology.  This scientist provided technical advice to assist in the development of the project and will work with the NRC-IRAP client throughout the project.  NRC-IRAP approved and funded this project.
    • NRC-IRAP continued to work closely with academia.  For example, the NRC-IRAP Atlantic/Nunavut Region had a contribution agreement with the University of New Brunswick (UNB) to support the innovation needs of Canadian SMEs through the provision of short-term technical assistance from faculty and staff at UNB.  Twenty-two projects were submitted of which 18 were pursued.  This service resulted in a positive impact in both business development and support to the regional business community.  Additionally, these contacts brought benefits to the university researchers by creating partnership for larger research projects as well as helping to give the university a positive image in the business community.
    • NRC-IRAP continued to collaborate with various innovation-oriented organizations.  For example, the NRC-IRAP West Region had a contribution agreement with the Red Deer College’s (RDC) Central Alberta Regional Innovation Network (CARIN).  CARIN was established to: 1) develop and try new processes and technologies; 2) educate and train industry personnel and students in new techniques, business and management skills; 3) engage and involve more Red Deer College faculty, staff and students in industry-relevant problem solving and applied research projects; and 4) increase the utilization of advanced manufacturing technologies in industry in the transition to a knowledge-based economy.  This initiative created new partnerships between industry, academia and the three levels of government.  Longer term measured outcomes from this regional innovation initiative will be an increase in the number of technology based manufacturing firms as well as in the number of well trained people employed in this sector.  Other government departments, Red Deer College and the private sector contributed funds to this project.
  • Fostered and maintained working relationships with NRC Research Institutes:
    • NRC-IRAP continued to develop and maintain strong relationships with NRC Research Institutes. Over the course of the year, NRC-IRAP created five sector teams aligned with NRC’s key sectors and national programs, which resulted in increased interaction, linkages, sharing of plans and industry-related information.  At the individual client level, NRC-IRAP often supports tenant firms within NRC’s IPFs.
    • NRC-IRAP works closely with NRC’s research institutes in supporting the development of technology clusters.

ii) Increased SME management, marketing and finance capability and capacity

  • Assisted with Competitive Technical Intelligence:
    • In FY 2007-08, NRC-IRAP expended $1.33M for over 2,900 various CTI services provided by NRC-CISTI to NRC-IRAP staff that optimized Program advisory services to clients to make the best investment possible.  Types of services included user assistance, quick references, information searches, information reports, CTI briefs, scientific, technical and medical alerts, training and presentations.  For example in the NRC-IRAP Atlantic/Nunavut Region, an ITA was concerned with competition and other issues that could impact the client’s project and on the long-term viability of the firm.  The CTI assessment provided by NRC-CISTI provided an overview of the patent technology, the competitive products and the industry trends.  The assessment confirmed and enhanced the client’s knowledge of the competition.  Although it did not change the project objectives, the ITA had increased confidence that the client‘s direction was sound.
  • Encouraged and facilitated the sharing of manufacturing best practices and processes:
    • Under a contribution agreement with the Canadian Manufacturers and Exporters (CME), 3 individuals and 1 contractor were hired to coordinate two programs for SMEs:
      1. Through business-to-business visits, Innovation Insights (ii) showcases manufacturing excellence in Canada and helps Canadian manufacturers and exporters achieve world class success. The exchange of knowledge between hosts and SME visitors inspires improvement for all participants.  Innovation Insights events offer senior manufacturing practitioners and plant floor experts the opportunity to discuss challenges, share ideas and see processes in action.

      In FY 2007-08, there were a total of 93 Innovation Insights events of which:

      • 85 were cross-Canada themes (i.e. customer service, environmental and energy, international trade and export, human resources, new product development, etc.)
      • 8 were U.S. missions’ themes (i.e. process design and technological automation, health and safety, human resources, etc.)
      • 93 host companies with 1,846 participants
      • The purpose of these events was to help small and medium-sized manufacturers gain a competitive advantage by employing advanced manufacturing technologies and innovative methods and systems through awareness gained via technology visits.
      • 2. Giving Canadian executives a chance to see how others meet manufacturing challenges is the goal behind the Technology Visits Program.  Several themes are discussed during the visits including lean manufacturing, human resources, international strategies, etc.  The plant technology is discussed and described in terms of how it fits into production schedules, inventory control, order shipments and other manufacturing concerns.  These tours are excellent opportunities for accelerated learning in a very competitive environment.
  • Enabled the hiring of university and college graduates with specific skills and expertise that can be used to advance innovative projects:
    • Youth Employment Initiatives: In FY 2007-08, there was an increase in the graduate placements with approximately 675 graduates including 331 new graduates provided with the opportunity to work with 454 SMEs across Canada ($4.99M from HRSDC and $1.15M from IRAP).

iii) Growth of firms as a result of technology development project support

  • As stated in the 2007 NRC-IRAP Evaluation in the previous pages of this document, NRC-IRAP client firms have exhibited growth, both in real and comparative terms.  The 2007 NRC-IRAP Evaluation states: …it was found that for each 1% increase in both contribution agreement funding and the supply of advisory services, firms exhibited an 11% increase in sales and a 14% increase in employment…approximately 77% of SME clients indicated that NRC-IRAP “allowed (the) firm’s expansion”, with 60% stating that the impact was “moderate” to “large”.  Additionally, 75% of SMEs indicated that the Program “increased (the) company’s net worth”; with 53% identifying that, the impact was “moderate” to “large.”
  • A study conducted in BC indicated that when compared to non NRC-IRAP clients, the Program’s client firm revenues and employment growth were higher by more than 20% - 30%.  Furthermore, payroll grew faster for NRC-IRAP clients than non-clients by about 25%.  Shareholder equity growth of clients outperformed that of non-clients by a factor of almost seven. 

NETWORKING OUTCOMES

i) Enhanced SME connections to technology and business networks to source support

  • The broad industrial sector experience and expertise within the NRC-IRAP ITA cross-Canada network represents key areas of Canadian technology and the Program’s network strength for assisting SMEs. The SME-ITA relationship is another fundamental element for the success of the Program. Finally, the extensive relationships that NRC-IRAP has cultivated over time with stakeholders and players in the regional, national and international  innovation systems also ensures the Program is a key national enabler of industrial innovation.
  • In FY 2007-08, all NRC-IRAP regions continued to provide contribution funds to organizations, which complemented NRC-IRAP’s core advisory services and served to provide a needed array of innovation and business services specific to SMEs on a regional basis.  NRC-IRAP contributed to 196 projects with 165 different innovation-support organizations for a total of $11.98M.  Enhanced services included the organization of visits, international missions and conferences for SMEs; provision of business coaching, mentoring, linkages and networking opportunities; support for technology cluster development; access to competitive technical intelligence, etc. 
  • One example of enhanced services was in the NRC-IRAP Quebec Region, which had a contribution agreement with the “Institut de développement de produits (IDP)”.  The objectives of this agreement were to stimulate innovation and to assist manufacturing firms in Quebec to become more competitive by doing eco-diagnostics of their products.  In FY 2007-08, this organization conducted 20 product eco-diagnostics, with a satisfaction rate of clients of 96%.

ii) Increased innovation-related services available to SMEs

  • 227 ITA delivery staff provided customized ongoing technical advisory services and, in cases where warranted, financial assistance. In total 7,645 firms across Canada received NRC-IRAP assistance in one form or another during FY 2007-08.

    Funded innovation through contributions to 1,971clients (including 554 firms new to NRC-IRAP) and 2,421 projects (firms, youth, organizations and IRAP-TPC) of which 1,565 projects were new in FY 2007-08:
  • $74.10M NRC-IRAP contributions made to SMEs ($67.55M for 1,687 IRAP projects) and Youth Employment Initiatives ($4.99 (HRSDC funds) and $1.15M (IRAP funds) for 655 youth projects, of which $0.42M came from Atlantic Initiatives funds.
  • $2.91M conditionally repayable contributions were expended for 28 projects still in their pay out phase through IRAP-TPC pre-commercialization assistance program that was designed to help SMEs with pre-commercialization of new and improved technological products, processes or services. The Technology Partnerships Canada Program expired on December 31, 2006. NRC-IRAP ceased awarding new IRAP-TPC investments as of April 1, 2006.  In FY 2007-08, 178 contribution agreements were closed; 28 projects were still in their work phase; 24 were in their launch phase; and 228 were in their repayment phase.
  • $11.96M was expended to support 196 projects with 165 organizations to provide technical and research assistance to Canadian Industry, of which $0M came from the Atlantic Initiatives Fund.

iii) Greater number and stronger innovation players with increased consortia within the community

  • Contributed $11.96M to organizations, maintained formal linkages with more than 165 of Canada’s leading public and private research and technology-based organizations.  Every NRC-IRAP region continued to have active relations with key innovation support organizations.
  • For example, NRC-IRAP Ontario had a contribution agreement with the Innovation Synergy Centre in Markham (ISCM) that enabled 26 mentors/advisors to provide services that assisted researchers within medium-sized firms to access business related advice.  ISCM also established an Investment Network with links to existing Angel Networks.  In FY 2007-08, ISCM served 328 new clients with an average company size of eight employees, had approximately 3,000 client interactions and organized 20 business related workshops such as the Money Chase: Sources of Early Stage Financing, with over 1,000 attendees.  A total of $1.7M in financing to four firms resulted through linkages within the ISCM Investment Network.
  • NRC-IRAP also has or is part of formal agreements with various Canadian institutions.  For example, the Program was actively involved in the NRC/NSERC/BDC Joint Strategy.  NRC-IRAP had two national agreements: one with ISTPC, which will further benefit Canadian SMEs in their R&D activities and their efforts to source international linkages and one with NRC-CISTI to obtain CTI services for NRC-IRAP staff. 
  • In 2007-08, NRC-IRAP established five Sector Teams in the following areas: aerospace, bioproducts, construction, information and communication technologies and manufacturing and materials.  Activities in all 5 sector teams included: 175 supported clients (with 17 linkages), 81 project assessments, 25 reports/collections were purchased, 8 technical reports were developed, participation in 10 studies/surveys, 3 organized workshops with 153 participants, assistance to 11 external workshops, 8 consultations with industry, 82 organizations were reached, 26 contributions to NRC events, 12 participation in contribution agreements with organizations, 5 contributions to events with external collaborators, 29 attendances to conferences/training events and 12 attendances at networking events.

iv) Increased adoption/commercialization/collaboration with respect to international endeavours

  • In 2007-08, NRC-IRAP organized 15 international outgoing missions, 7 collaboration and key relationship management visits and 5 networking and SME partnering visits to 21countries in North America, Europe and Asia. 
  • NRC-IRAP had six ongoing international agreements with Shanghai, China, India, Guangdong, Beijing, Spain and Ireland.  For example, the agreement with the Science and Technology Commission of Shanghai Municipal Government provides a framework for cooperation in areas of R&D, S&T and commercialization and assisted in identifying 3 NRC-IRAP clients that have potential and interest in S&T cooperation with firms and organizations in Shanghai.  No new international agreements were signed in FY 2007-08.

v) Increased understanding of international opportunities

Assisted SMEs in connecting with international programs, sources of technology and technical intelligence:

  • The Program continued to work with DFAIT and other government departments to increase the technical R&D capabilities/capacities of NRC-IRAP clients.
  • In March 2008, DFAIT and the Science Centre in Ukraine organized the first Canada - Ukraine Business Summit to help Canadian companies identify new trade, technology and investment opportunities.  This summit which was attended by SMEs and representatives from NRC-IRAP was structured to provide the Canadian companies with an opportunity to hear and meet other senior business representatives from Canada and the Ukraine with the ultimate goal of having Canadian SMEs access Ukrainian technologies.
  • NRC-IRAP continued to participate in the Canada Open House pilot project. The main purpose of the pilot project was to enhance NRC-IRAP’s capacity to assist its SME clients by providing effective technology matchmaking avenues otherwise not available.  Since October 2004, the matchmaking team has interviewed 80 foreign technology firms; proposed matches to 110 NRC-IRAP Canadian SME clients; established 13 serious relationships and fostered 5 confirmed partnerships for those SMEs. The initiative has introduced a “Canadian option” for S&T collaborations for Canada and partner countries. This brings the success rate of linking interested parties to 22.5%.

 millions of dollars

 

7) Actual Spending 2005-06

8) Actual Spending 2006-07

9) Planned Spending 2007-08

10) Total Authorities 2007-08

11) Actual Spending 2007-08

12) Variance(s) between 9 and 11

 

13) Program Activity (PA)

Support for Innovation and the National Science and Technology Infrastructure

14) Total Grants

 

 

 

 

 

 

14) Contributions

79.0

76.6

85.9

87.8

86.1

(0.2)

14) Total Other Types of TPs

 

 

 

 

 

 

15) Total PA

79.0

76.6

85.9

87.8

86.1

(0.2)

16) Comment(s) on Variance(s):  N/A

17) Significant Evaluation Findings:
NRC-IRAP has helped to increase the innovation and financial performance of Canadian SMEs:

  • Approximately 12,364 NRC-IRAP funded projects culminated in 39,186 new/ significantly improved products/ services or processes over 1996-2001—approximately 3.2 innovations per NRC-IRAP funded project;
  • Approximately $11.3 billion actual sales revenues are linked to NRC-IRAP-assisted innovations--$4.2 billion attributable to NRC-IRAP over 1996-2001 and equivalent to 11 times NRC-IRAP’s total contributions to client projects during this period;
  • Approximately $37.6 billion forecasted future sales revenues are linked to NRC-IRAP-assisted innovations—$14 billion attributable to NRC-IRAP during the remainder of clients’ innovation life cycles; and
  • Approximately 32,600 actual additional jobs are linked to NRC-IRAP-assisted innovations—12,025 jobs attributable to NRC-IRAP over 1996-2001 and equivalent to $32,000 of NRC-IRAP contributions per job created during this period.[1]

NRC-IRAP has also provided value and wealth creation for Canada:

  • Approximately 37% of its client innovations are considered ‘World Firsts’, 66% ‘Firsts in Canada’ and 96% ‘Firsts in the Firm;
  • Its contributions to client projects are associated with total investments for all phases of the clients’ innovation projects equivalent to approximately 12.5 times NRC-IRAP’s contributions [2]--firms’ own equity make up almost 50% of these investments;
  • Estimates from the evaluation’s socio-economic analysis study, indicate that NRC-IRAP provides the public with value for money - its contributions provide a return to the federal government in the form of present and future corporate income taxes valued at approximately 11 times the value of NRC-IRAP’s contributions [3]; and
  • NRC-IRAP is recognized by clients as the top government technology support program and the top external source of information (outside of firms’ supply chain and publicly available information).

[1] Data on number of innovations have been extrapolated to IRAP project population of 14,564; data on sales revenues and jobs are based on survey of 684 IRAP clients extrapolated to IRAP client population of 9,158; average client innovation cycle estimated at 10 years; attribution to IRAP is based on 37% incrementally of IRAP funding; total IRAP contributions to client projects for 1996-2001 was $386 million.
[2] Data on additional investments have been extrapolated to IRAP project population of 14,564 and include investments for all phases of clients’ projects that may not have been assisted by IRAP.
[3] Data on return to government is based on economic modeling of 26 individual IRAP client cases, including modeling of client actual annual revenues, expected future revenues over remainder of innovation life cycle, fixed and variable costs, profits, machinery/equipment depreciation, 33% corporate income tax rate, 6% social discount rate and 38.4% corporate income tax attribution to IRAP.

URL to 2007-08 evaluation report:  http://www.nrc-cnrc.gc.ca/aboutUs/audit_e.html

18) Significant Audit Findings:
An internal audit of NRC-IRAP was undertaken by NRC’s Internal Audit during the period of 2005-2006 to 2006-2007. The broad objective of the audit was to assess the extent to which NRC-IRAP is managed according to sound management principles.  The Audit Opinion and Statement of Assurance of NRC’s Chief Audit Executive concluded that NRC-IRAP’s management control and accountability frameworks are generally adequate and that NRC-IRAP management has implemented the majority of the recommendations in its May 2004 Program Improvement Plan.  The internal audit made four recommendations to NRC-IRAP management:  timely development of annual business plans; an appropriate monitoring control framework for on-site visits to contribution recipients; a simplified system to assist NRC-IRAP staff in exacting and demonstrating due diligence with respect to appropriate project amendments; and a nationally-coordinated approach to the collection, analysis and reporting of performance information.

In response to NRC Internal Audit recommendations, NRC-IRAP prepared a management action plan.  This plan includes actions that have already been completed and others that are under way or will be completed within the next three fiscal years.  This includes: implementation of NRC-IRAP’s 2008-2009 – 2010-2011 business plan; the current Financial Monitoring Requirements (FMR) process for Contributions to Firms and Contributions to Organizations; developing and implementing standard operating procedures to improve records management of project amendment information; working with NRC-IRAP regions and NRC’s Planning and Performance Management to enhance the performance measurement aspect of the Program’s performance management strategy and reporting; undertaking a review of NRC-IRAP’s system user requirements; and updating or replacing NRC-IRAP’s existing client management information system (SONAR).

URL to last audit report:  http://www.nrc-cnrc.gc.ca/aboutUs/audit/irap/irap_e.html



 


1) Name of Transfer Payment Program:  Tri-University Meson Facility (TRIUMF)

2) Start Date:  1976

3) End Date:  31 March 2010

4) Description: TRIUMF, Canada's national facility for research in subatomic physics, is located on the campus of the University of British Columbia in Vancouver.  It has been operated since 1968 by a consortium of four Western universities – the University of Alberta, Simon Fraser University, the University of Victoria and the University of British Columbia – under a joint venture agreement.

A fifth university, Carleton, joined the consortium on April 1, 2000 and the University of Toronto became the sixth member in April 2005.  Seven additional universities (Regina, Manitoba, Guelph, McMaster, Queen's, St. Mary’s and Montreal) are associate members.  The University of Montreal has applied to join the consortium as a full member as of April 1, 2007.

TRIUMF houses a particle accelerator that is used to produce energetic beams of mesons and other subatomic particles required for fundamental research in nuclear and particle physics by Canadian and foreign researchers.  This research lays the foundation for new technologies in the physical and life sciences and the facility is a major contributor to advanced materials research in Canada and abroad.

TRIUMF functions as a national laboratory and as Canada's gateway to international subatomic physics.  It is Canada's contribution to the worldwide network of high-energy physics facilities located in major countries in the industrialized world.

5) Strategic Outcomes:

  • Maintain the TRIUMF laboratory as a national facility for sub‑atomic physics and provide support for an ongoing experimental program at TRIUMF, including the auxiliary programs in materials science, life sciences and medical therapy;
  • Construct and operate an expanded Isotope Separation and Acceleration facility (ISAC‑II) to provide for an innovative research program in nuclear physics, nuclear astrophysics, materials science and life sciences;
  • Act as Canada's main connection with the European Centre for Nuclear Research (CERN) and supply components which will form Canada's contribution to the Large Hadron Collider (LHC) and the A Toroidal LHC Apparatus (ATLAS) detector, at CERN in Geneva, Switzerland, in order that Canadian scientists can become involved in research programs at the forefront of particle physics;
  • Provide infrastructure support to the Canadian sub‑atomic physics research community; and
  • Maximize the economic benefits of the federal Government's investment in TRIUMF to Canadian companies through pro‑active technology transfer activities, contracts and procurement policies.

6) Results Achieved:

  • ATLAS Tier-1 Centre, funded through Canada Foundation for Innovation (CFI), is fully operational and meeting all CERN’s requirements for a Tier-1 Centre
  • CFI funded the M20 beamline refurbishment and upgrade for Materials Sciences group.  TRIUMF is upgrading the M9 beamline in anticipation of the M20 upgrade beginning in 2008-09.
  • TRIUMF received one of eleven nationally awarded Centres of Excellence for Commercialization and Research.  The TRIUMF CECR was the only award to a physical sciences laboratory.
  • The TRIUMF experimental facility TITAN made a mass measurement of Lithium-11 and Helium-8, the world’s first precision measurement of these extremely short-lived isotopes. 
  • The TIGRESS experimental facility, using Coulomb excitation techniques, made the world’s first measurement of Sodium-29
  • The TWIST experiment completed data taking
  • PIENU experiment is being installed
  • The FEBIAD ion source was used to make the unique astrophysics measurement (the proton-alpha reaction on Fluorine-18
  • The beams of silicon and Beryllium-11 were developed
  • CSB is installed and commissioned
  • The Super Nanogam Facility is installed and commissioned

 millions of dollars

 

7) Actual Spending 2005-06

8) Actual Spending 2006-07

9) Planned Spending 2007-08

10) Total Authorities 2007-08

11) Actual Spending 2007-08

12) Variance(s) between 9 and 11

13) Program Activity (PA)

Research and Technology Innovation

14) Total Grants

 

 

 

 

 

 

14) Contributions

44.0

45.5

45.4

51.6

51.5

(6.1)

14) Total Other Types of TPs

 

 

 

 

 

 

15) Total PA

44.0

45.5

45.4

51.6

51.5

(6.1)

16) Comment(s) on Variance(s): The increase was due to the release of the $6.2 million that had been frozen the previous year.

17) Significant Evaluation Findings:
The Review Committee endorses without reservation the proposed five-year scientific research program with its well-defined priorities.  The Committee considers the proposed research program to be of the highest quality.

The Committee commends the process by which the Five-Year Plan was developed, in particular, the continued and major involvement of the Canadian science community.

TRIUMF has undergone a major reorientation over the last decade from a hadron facility primarily for medium-energy nuclear physics to a laboratory with a two-fold research mission: i) an internal program based on the 500 MeV cyclotron, primarily the ISAC facility, to provide intense beams of short-lived nuclei for nuclear astrophysics and physics of nuclei far from stability; plus important programs in molecular, materials and life sciences; ii) an external program directed towards the major opportunities in particle physics expected from future facilities, in particular the LHC at CERN. In addition, TRIUMF has developed a vigorous and successful technology transfer, educational and public awareness program.

In the Committee’s opinion, the laboratory has successfully mastered the many critical issues underlying its difficult transition and is now well positioned to assume its dual role in the internal and the external programs.

Technical developments, in particular the successful construction of ISAC, as well as programmatic structures are now well aligned to allow major contributions to the respective areas of research.  The proposed Five-Year Plan effectively translates the general goals of the science into a detailed and well-planned program.

The Committee believes that, based on these developments, TRIUMF provides new and important opportunities in its traditional role of supporting Canadian university research and increasingly attracts scientists from the international community.

The leadership, technical and management structure in place at the laboratory are well suited to successfully carrying out the five-year program.

The Committee considers the requested funding support appropriate and necessary.  Any reduction would unavoidably result in the loss of important science for TRIUMF and the Canadian scientific community at large.

URL to 2003-04 peer review report:  http://www.nrc-cnrc.gc.ca/aboutUs/audit_e.html

18) Significant Audit Findings: No audit conducted

URL to last audit:  N/A



 


1) Name of Transfer Payment Program:  Canada-France-Hawaii Telescope, James Clerk Maxwell Telescope, Gemini Telescopes

2) Start Date:  1978 (CFHT)

3) End Date:  December 2012 (National Science Foundation of the U.S. in support of the Gemini Telescopes)

4) Description:  NRC, in partnership with other international bodies, provides financial contributions that support the management and operations of these telescopes and their related facilities and participates in the oversight and direction of the facilities and research.

Astrophysics research and development requires large, costly and very precise telescopes and related instruments situated in areas that will provide ideal viewing conditions.  It is beyond the capacity of individual firms or even countries to support the costs of developing and maintaining the facilities required for astrophysics research, thus it is necessary for public sector organizations, through international partnerships, to support this R&D.

5) Strategic Outcomes:
Objectives:

  • Increase Canada's access to and beneficial sharing of world-class facilities and expertise in astrophysics;
  • Increase scientific collaboration among Canada and partner countries;
  • increase training opportunities for Canadian scientists and researchers;
  • Increase opportunities for Canadian researchers and firms to develop instrumentation; and
  • Increase knowledge and understanding of the universe by the observation and study of the heavenly bodies.

Immediate Outcomes:

  • Access to forefront facilities and technology is provided to Canadian astronomers.
  • Facilities are made available to qualified students so they can advance their training.
  • New technologies are developed as part of developing new concepts for new telescopes and instruments.
  • Timely publication of results is facilitated.
  • Telescope data is effectively used.

Intermediate Outcomes:

  • As a member of G8 and OECD, Canada plays a prominent role in international, scientific endeavours.
  • Scientific benefit of telescopes to the Canadian and worldwide community is maximized.
  • Canadian industry has increased opportunities to participate in advanced scientific projects and increased opportunities to benefit.
  • New technology is transferred to industry

Ultimate Outcomes:

  • Knowledge about the universe and the objects within is acquired.
  • Canada's position among the world's leaders in astronomy is enhanced and sustained.

6) Results Achieved:
The validity of NRC-HIA’s vision and strategic directions was confirmed by an evaluation of the Institute’s execution of the LRP.  To quote: “All stakeholders interviewed believed that NRC-HIA’s implementation of the LRP is relevant and essential to both the federal government’s agenda and NRC’s mandate.”  NRC-HIA is committed to working with academic and industrial partners to realise the vision set forth in the LRP.  Besides maintaining critical infrastructure within Canada, NRC‑HIA’s contributions to three major international facilities provide Canadian researchers with access to forefront research opportunities in the optical and sub-mm spectral windows.  Approximately 40% of the NRC-HIA budget is passed through to these offshore facilities as defined contributions to their operating costs.  NRC-HIA scientists, engineers and technicians also develop innovative scientific instruments for partner observatories.  Access to the best observatories equipped with the best instruments is a major factor in maintaining Canada’s rank among the top three nations in the world in astronomy.  Astronomy is “Big Science” and the leverage of international partnerships opens large and challenging projects to Canadian industry.

Gemini Instrumentation
NRC-HIA’s Astronomy Technology Research Group in Victoria (ATRG-V) in collaboration with engineers and scientists from Lawrence Livermore National Laboratory, the Jet Propulsion Laboratory (NASA), UCLA, UCSC, American Museum of Natural History and U. Montréal completed the preliminary design of the Gemini Planet Imager, an instrument that will allow direct imaging of planets outside our solar system.  Finite element analysis and integrated modeling by NRC-HIA enabled state-of- the-art refinements in the image quality and vibration.  NRC-HIA’s unique combination of expertise in astronomical instrumentation, adaptive optics, precision optomechanics and integrated modeling were instrumental in a successful Preliminary Design Review of the Gemini Planet Imager.  The Gemini Multi-Object Spectrographs (GMOS), built by NRC-HIA and the Science and Technology Facilities Council (UK) for Gemini, are workhorse instruments and have produced the highest impact science from Gemini.  The Gemini Planet Imager (GPI), a major project underway at NRC-HIA, will be the world’s most powerful instrument for directly detecting the images of planets around nearby stars when completed in 2010.

Other Research Achievements
In collaboration with the University of Toronto and Environment Canada, NRC-HIA engineers and scientists developed Inuksuit - robotic site monitoring systems for characterizing potential observatory sites in the Canadian High Arctic.  Such sites on mountains along the western edge of Ellesmere Island, Nunavut, may have characteristics that would be advantageous to astronomical telescopes at optical and infrared wavelengths.  This work is continuing.

Analysis of polarized radio emission from 1200 square degrees of the Milky Way has led to a better understanding of the role of magnetic fields in the Milky Way and their influence on the processes of star birth and death.

Canadian Astronomy Data Centre (CADC)
As in many disciplines, computational resources and access to vast amounts of data are of growing importance in astrophysics.  The International Virtual Observatory Alliance has been formed to provide a seamless global interface to the vast data archives maintained by all the leading nations operating forefront observatories on the ground and in space.  The Canadian Astronomy Data Centre, formed 20 years ago as one of three world-wide archive centres for data from the Hubble Space Telescope, is fulfilling one aspect of the LRP through its prominent role in this revolutionary astrophysical infrastructure.  In 2007, 642 registered users downloaded 34TB of our total of 62TB delivered; the remainder was downloaded anonymously.  CADC this year introduced a new QuickSearch capability to improve user access to data products from all major collections at CADC.  The total number of registered CADC users grew from 3996 in 2006 to 4498 (13% increase) by the end of 2007.

Collaboration with Industry
NRC-HIA is adapting the Gemini adaptive optics system (Altair, also built at NRC-HIA) for use with laser guide stars. This will permit images to be taken with Gemini that are about three times sharper than those made with the Hubble Space Telescope. Our established expertise in adaptive optics technology, developed initially for the CFHT and now for Gemini, is the foundation for our more advanced work on the Thirty Metre Telescope adaptive optics system.  ATRG-V engineers and scientists, in collaboration with engineers and scientists from the (Thirty Meter Telescope) TMT partner institutions and Dynamic Structures Ltd, undertook a comprehensive systems engineering, integrated modeling and analysis effort on the TMT. Research continued on optical modeling and dramatic improvements in modeling speed and depth were realized that enabled a better understanding of the future observatory performance.  Empire Dynamic Structures Ltd. is positioned for contracts upwards of $100M to design the telescope structure and enclosure systems.

Outreach
The Centre of the Universe (CU) is NRC-HIA’s primary vehicle for engaging the public in astronomy and places a particular emphasis on youth.  This past year the CU adopted a new operational plan that reduced problematic fluctuations in school visits and led to a 30% increase in school bookings in the past year.  In addition, the CU hosted 70 members of the Association of Professional Engineers and Geoscientists of British Columbia for an evening of observing and discussion on current trends in astronomy.


 

millions of dollars

 

7) Actual Spending 2005-06

8) Actual Spending 2006-07

9) Planned Spending 2007-08

10) Total Authorities 2007-08

11) Actual Spending 2007-08

12) Variance(s) between 9 and 11

13) Program Activity (PA)

Research and Technology Innovation

14) Total Grants

 

 

 

 

 

 

14) Total Contributions

9.4

12.6

11.3

11.3

9.2

2.1

14) Total Other Types of TPs

 

 

 

 

 

 

15) Total PA

9.4

12.6

11.3

11.3

9.2

2.1

16) Comment(s) on Variance(s):The significant appreciation in the Canadian currency along with international delays in the telescope projects have lead the NRC to seek re-profiling for this contribution.

17) Significant Evaluation Findings: In fiscal years 2005-06 and 2006-07, the elements of the LRP supported by NRC-HIA in the first five years of implementation were evaluated.  The following recommendations are based on the findings and conclusions from the evaluation report.

Recommendation 1: NRC-HIA should develop a succession plan to ensure that research capacity at the Institute is not weakened with upcoming potential retirements of staff.

Recommendation 2: There should be increased emphasis and efforts at NRC-HIA to identify systematically Canadian companies to be included in the work undertaken by the Institute for large international telescope project funded through the LRP.

Recommendation 3: NRC-HIA should take into consideration the perceived concerns regarding the weakening of astronomical research at the Institute and, if determined to be valid, should take action to remedy the situation.

Recommendation 4: NRC should secure funds for the remainder of the work assigned to NRC-HIA as outlined in the LRP and Mid-term Review documents to ensure that positive impacts continue.

Recommendation 5: The next round of funding received to implement the LRP should be tracked separately in NRC-HIA’s financial system.

Recommendation 6: The difficulties of financially managing LRP long-term “Big Science” projects commitments within a five-year planning cycle should be reviewed in light of a recommended framework by the Office of the National Science Advisor (ONSA).

Recommendation 7: If a second round of LRP funding is awarded, NRC should consider conducting a return on investment analysis and benefit-cost analysis, in coordination with other LRP-funded federal government organizations.  If undertaken, these studies should be completed in advance of the next evaluation.

URL to 2006-07 evaluation report:  http://www.nrc-cnrc.gc.ca/aboutUs/evaluation_e.html

18) Significant Audit Findings: No audit conducted

URL to last audit:  N/A