ARCHIVED - RPP 2006-2007
National Research Council Canada

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Section II – Analysis of Program Activities

This section provides an overview of NRC's Program Activities (based on the new Program Activity Architecture established in 2004) and how they will be contributing to the organization's priorities and strategic outcome - an innovative, knowledge-based economy for Canada through research and development, technology commercialization and industry support. 

Overview of Program Activities

NRC Program Activities are structured along two business lines (Research and Development, and Technology and Industry Support). These provide a balance between conducting R&D and delivering technical and innovation support services to industry and the public.

Table 2-1: Program Activity Profiles

NRC's Strategic Outcome: An innovative, knowledge-based economy for Canada through research and development, technology commercialization and industry support
Research and Development			Technology and Industry Support
Description: Includes research programs, technology development initiatives and management of national science and engineering facilities. These efforts all focus on key technological and industrial areas of Canada's economy where NRC has specific roles and recognized competencies, and where it can have a significant impact.			Description:   Includes dissemination of scientific, technical and medical information; provision of innovation assistance and engineering and technology-based facilities; contributions to the commercialization process; intellectual property management; new company creation and strategic partnerships for Canadian SMEs, NRC institutes, the public and other government research organizations.
Objectives: 1) Achieve sustained knowledge-based economic and social growth in Canada through R&D and innovation in key areas; and 2) Provide efficient, client-focused services that enhance NRC's effectiveness as an integrated S&T organization.			Objectives: 1) Improve the innovative capability of Canadian firms; 2) Stimulate wealth creation for Canada through technological and financial assistance, information and access to other relevant resources; and 3) Provide efficient, client-focused services that enhance NRC's effectiveness as an integrated S&T organization.
Financial Resources ($ millions)			Financial Resources ($ millions)
2006-2007	2007-2008	2008-2009	2006-2007	2007-2008	2008-2009
508.9	447.3	439.4	205.2	212.4	212.0
Human Resources (FTEs)			Human Resources (FTEs)
2006-2007	2007-2008	2008-2009	2006-2007	2007-2008	2008-2009
3,148	3,192	3,237	885	898	904

NRC Programs

During the planning period, in addition to its specific Research and Development and Technology Industry Support activities, NRC will be focusing its efforts on programs that also support important Canadian priorities. Many of these are horizontal, multi-disciplinary, cross-organizational initiatives that encompass a number of NRC entities (e.g. research institutes, laboratories, centres, facilities, programs and services). These collaborative programs address the Government's priorities on optimizing its S&T investments and expanding its value and reach. Examples of NRC's programming efforts in these areas can be found in the following "program spotlights" sections:

• The Genomics and Health Initiative (GHI)
• The Industrial Research Assistance Program (NRC-IRAP)
• The Canada Institute for Scientific and Technical Information (NRC-CISTI)

Contribution of Program Activities to NRC Plans and Priorities

Priority 1	Research and Development for Canada: Economy, the Environment, Health and Safety
Key contributor	Program Activity: Research and Development
Planned results (Results expected over the long term)	Leadership in new and emerging research domains Excellence in R&D and innovation Stewardship of large-scale S&T infrastructure Contribution to federal strategies and initiatives Research that benefits Canadians Harmonization of international standards New international S&T alliances
Performance Indicators (To assess progress against Planned Results)	Technology transfer (patents, licences) Spin offs/ ins Publications in refereed journals / proceedings and technical reports Citations comparison External grants Leadership and contribution to federal horizontal initiatives Multi-researcher networks and centres of excellence Number and value of international collaborative agreements

The Research and Development portfolio will contribute to areas that are recognized as priorities for Canada through its core strengths: national research institutes and innovation dedicated to technology fields important to Canada; value creation through knowledge and technology transfer; the pursuit of leading-edge and integrated research in emerging cross-disciplinary fields; and the creation of economic and social benefits for Canadians. Continued support of Canadian industry and the research community through codes and standards, access to national facilities and stewardship of Canada's "big science" will remain an underlying foundation to global marketplace access and international R&D alliances. The portfolio will also continue to develop new technologies leading to commercialization opportunities for Canadian industry.

PLANNING HIGHLIGHTS

Strategy: Creating value through R&D in sectors with the greatest economic impact for Canada

Facilitate technology advantage for next generation aerospace industry – Two new research groups have been introduced to existing NRC's Institute for Aerospace Research (NRC-IAR) capability in aerodynamics, structures and materials performance and flight research. The NRC's Aerospace Manufacturing Technology Centre (NRC-AMTC) works with SMEs to develop and implement modern next-generation aerospace manufacturing methods that have potential for significant cost savings. The NRC's Gas Turbine Laboratory (NRC-GTL) conducts research in technologies related to aerospace propulsion and ground-based gas turbine engines. 

Position Canadian industry as a key player in advanced manufacturing – Collaboration with industrial, university and government partners in virtual and reconfigurable manufacturing and precision and freeform fabrication will continue to be part of the Integrated Manufacturing Technologies Institute (NRC-IMTI) portfolio. These efforts are designed to help Canadian firms develop and market new leading-edge manufacturing systems and integrated technologies worldwide for application in the automotive, aerospace, medical and electronics, machinery and equipment sectors. The Institute for Chemical Process and Environmental Technology (NRC-ICPET) will continue to focus on two major research thrusts: energy-oriented processes and solution-driven materials, targeting applications in the oil sands, fuel cell and bioproducts industries. The Industrial Materials Institute (NRC-IMI) will continue to focus on the materials processing and forming industry, performing R&D and providing open laboratories and partnership opportunities to innovative companies.

Reduce industry risks and costs of working on next generation information and communications technology – Enabling technologies related to future hardware and software (Pathfinder, 3D Imaging) requirements for information processing, transmission acquisition and display are being developed through collaboration between the Institute for Information Technology (NRC-IIT) and the Institute for Microstructural Sciences (NRC-IMS). Staff from both institutes participate in over 100 national level committees, contributing expertise to government-funded initiatives such as NSERC, PRECARN and CANARIE. 

NRC-IIT's participation in the Language Technologies Research Centre (LTRC) – in collaboration with the Université de Québec en Outaouais, Canada Economic Development for Quebec Regions (CED) and the Translation Bureau – is now in its capacity building phase. Construction has begun on a new building to house the LTRC partners, including NRC-IIT's Language Technologies group. Co-funded by the provincial government and CED, the building should be completed in 2006. The LTRC focuses on developing new technologies related to translation, multilingual content management, language training and speech processing. A key activity for 2006-2007 will be the PORTAGE project, which aims to develop state-of-the-art software to permit computer translations from one human language to another.

Strategy: Invest in leading-edge research including increased horizontal and multi-disciplinary R&D

Supporting Canada's leadership in Fuel Cells - The Fuel Cell and Hydrogen Program mobilizes fuel cell expertise and research strength from a network of NRC research institutes across Canada. A total of $6.2 million over five years from 2003-04 to 2007-08 has been allocated to NRC and will be applied to its Fuel Cell and Hydrogen Program – a key NRC horizontal initiative. In 2005-06, 12 projects at six NRC institutes were approved. These will be the focus of research during the planning period. Each participating institute will work with regional R&D providers, universities, government agencies and local industry to support the development of regional fuel cell clusters. By linking these institutes through a coordinated national program, the NRC will help build a strong Canadian fuel cell industry. 

The Institute for Fuel Cell Innovation (NRC-IFCI) will play a key role in fuel cell and hydrogen research through the development of next generation Polymer Electrolyte Membrane Fuel Cells and Solid Oxide Fuel Cells aimed at reducing fuel cell costs and improving reliability and durability. NRC-IFCI's Technology Centre and its Incubation/Acceleration and Networking Facility will also provide a focus for integrated technology demonstrations and industry-university-government partnerships. NRC-ICPET's fuel cell-related projects will focus on polymeric materials of fuel cell applications, virtual engineering of fuel cells, advanced materials research for an intermediate temperature Solid Oxide Fuel Cell and electrocatalysis. In total, these integrated research activities represent over $13 M in annual support for Canada's fuel cell and hydrogen industry.

Increase synergies in biomanufacturing and bioprocessing – NRC's Biotechnology Research Institute (NRC-BRI) and Laborium ™ Biopharma Inc. renewed their strategic alliance in August 2005 to offer complementary services in biomanufacturing. The company will build a current Good Manufacturing Practices (cGMP) facility on NRC-BRI premises to manufacture Phase I and II therapeutic proteins. NRC-BRI will conduct additional research for developing and improving biomanufacturing methods and train bioprocessing specialists for the company. The institute is also collaborating with McGill University and John Abbott College to develop and train a specialized biomanufacturing workforce for Canada. McGill and John Abbott will develop curriculae in bioprocessing while NRC-BRI will train the specialists at its bioprocessing facilities. 

Support health for Canadians: Vaccines, immunology and neurodegenerative diseases – Building on the success of its meningitis C vaccine for people of all ages, NRC's Institute for Biological Sciences (NRC-IBS) will continue to address important public health concerns through the application of neuro- and glycosciences to reduce the impact of age-related and infectious diseases by, among other things, developing an effective vaccine against Alzheimer's disease and conducting research on brain repair solutions through a new neuroglycobiology program. It will also continue its collaboration with Dow AgroSciences to reduce the load of food-borne pathogens in animals thereby contributing to the safety of the world's meat supply.

Support National Security – Chemical Biological Radiological Nuclear (CBRN) Research Technology Initiative – In May 2002, as a response to the events of 9/11, the Government of Canada allocated $170 million to the Department of National Defence (Defense Research and Development Canada) to help Canada respond to chemical, biological, radiological and nuclear incidents through the CBRN Research and Technology Initiative (CRTI). NRC is the lead on one project and participates in three others. In partnership with the Steacie Institute for Molecular Sciences (NRC-SIMS), Laval University, Health Canada and DRDC Suffield, NRC-IMI will design and fabricate plastic-based substrates and devices for micro-magnetic manipulation for detection purposes.

Integrate nanotechnology research and innovation – NRC's nanotechnology research is targeted at three main application areas that directly impact Canadian competitiveness: new materials and coatings; quantum devices for next generation computing and communications; and novel nanostructure devices for photonic, sensing and biological applications. For example, the Institute for Construction (NRC-IRC) is applying nanotechnology science to enhance concrete placement technology, a contributing factor in the sustainable development of the built environment. In other areas, the Industrial Materials Institute (NRC-IMI) is conducting research on alternative fabrication of nanomaterials supported by its Nanolmprint Lithography Prototyping Facility. This R&D and prototyping facility will support companies in commercializing innovative products. 

To build its competencies and leverage its resources and knowledge, NRC will develop a horizontal nanotechnology program that will increase the integration of expertise across the NRC as well as facilitate collaborations with external partners, including other government departments, universities and industry. The program will work in concert with a nascent nanotechnology network growing around the National Institute for Nanotechnology (NINT), in which specialized nano centres across Canada are linking together to share information and enable collaborative ventures. It is expected that the program will not only increase Canadian capacity in nanotechnology but will prove to be a training ground for young researchers entering this important new sector. In the context of its renewal exercise, NRC will select a limited number of projects of focus in the first year, growing the program over a five-year period. Projects will be cross-disciplinary in nature and will involve multiple collaborators.

Program Spotlights - NRC Genomics and Health Initiatives (GHI): Address key social and economic challenges through integrated Genomics and Health Research

Description:   NRC conducts over half of all biotechnology research performed by the federal government and is a major player in the Canadian Biotechnology Strategy, contributing to important advances in genomics, proteomics and health research through NRC's Genomics and Health Initiative (NRC-GHI). NRC-GHI was established in 1999 to strengthen NRC's capabilities in genome and health science, integrate research capabilities across NRC, and contribute to national genomics and health research efforts in collaboration with other federal agencies, industries and universities. NRC-GHI currently comprises six large-scale and diverse biotechnology research programs, supported by three technology platforms (DNA Microarray, DNA Sequencing and Proteomics). NRC-GHI is NRC's flagship horizontal life sciences initiative and currently involves ten NRC Institutes and more than 400 personnel. Plans:   In 2006-07, NRC-GHI will be entering the second year of its third phase of research activity. The initiative will continue to focus its efforts on six research programs oriented towards diagnosing, treating and preventing human and animal disease, developing technologies for pathogen detection, and advancing new technologies for cardiac care and the production of commercially valuable agricultural crops. NRC completed an evaluation of the Genomics and Health Initiative (GHI) in 2005-2006. The results of this study will feed into a broader evaluation of the interdepartmental Genomics R&D Initiative in 2005-2006 and 2006-2007. NRC is leading this evaluation on behalf of the six participating departments. Recognized Program Management and Governance Process:   NRC is committed to effective research program management practices and has integrated lessons learned from the first two phases of NRC-GHI to refine the competitive program selection process for the third phase. An external Expert Panel with industry representation has reviewed all program proposals for quality and relevance. NRC uses selection criteria that favour integration of research capabilities across institutes, collaboration with external partners in other government departments, academia and industry, as well as commercial potential. NRC has also instituted formal program management for all NRC-GHI programs, tracking progress against explicit milestones and deliverables; progress is evaluated quarterly as well as annually. A new comprehensive governance model for NRC-GHI was assembled for the third phase to ensure that various accountabilities and responsibilities are clarified and understood. Approved by NRC Senior Executive Committee, the NRC-GHI governance structure is being promoted as a model for horizontal programs within NRC. Financial Resources
2006-2007	2007-2008	2008-2009*
$11.00 million	$11.00 million	$11.00 million
*$6 million of annual funding is subject to Treasury Board renewal Planned Results: NRC-GHI has five primary goals: Create a knowledge base in genomics that will contribute to Canada's competitiveness in the 21st Century. Create and use new genomics or health-related technologies to support Canadian industrial sectors such as aquaculture, agriculture, environment and health. Support and participate in the development of sectoral, national and international genomics and health-related innovation networks. Foster increased cooperation and integration in genomics and health-related research and innovation programs across NRC and with public and private sector partners. Foster excellence in horizontal research program management and accountability. Performance Indicators: Stewardship Program progress and reporting of scientific output. Degree of integration between NRC research institutes in research program formation and activities; degree of collaboration with partners external to NRC in academia, other government departments and industry. Economic Benefits Analysis and surveys indicating royalties, patents, licenses, spin-offs, and technology transfers (can only be measured in the mid-to-long term). Citizenship Engagement In addition to website feedback, NRC-GHI will be hosting a NRC Partners in Education session. The session will be aimed at providing local high-school students with a better understanding of how NRC is contributing to Canada's genomics and health research sector. Participating NRC Research Institutes (2006-2007): NRC-BRI, NRC-IIT, NRC-IBD, NRC-IMB, NRC-IBS, NRC-PBI, NRC-SIMS, NRC-IMI, NRC-NINT, NRC-IMS Website: http://ghi-igs.nrc-cnrc.gc.ca/

Strategy: Build sustainability through research in the Environment, Oceans Management, Coastal Science and Engineering

Continue to support Canada's commitment to reduce green house gas emissions and improve the environment^[12] – A number of NRC research institutes and programs are applying their knowledge and competencies to climate change, energy, the environment and sustainable development. These research efforts include: NRC's Fuel Cell and Hydrogen Program, involving NRC's Institute for Fuel Cell Innovation (NRC-IFCI) and five other institutes; work on advanced materials and energy-efficient processes for manufacturing; NRC-IRC's development of new materials for buildings and construction and codes for sustainable municipal infrastructure; the application of biotechnology to the remediation contaminated lands and water; and development of new infrastructure in support of the aerospace sector (NRC-IAR's Gas Turbine Laboratory). A horizontal program on sustainable technologies is under development to capture the future opportunities identified in these areas by the NRC Renewal Initiative. NRC will continue to participate in the Program for Energy Research and Development and the Climate Change Technology and Innovation. It will also contribute to the federal energy S&T strategy led by Natural Resources Canada to ensure that its planned activities are aligned with federal priorities.

Build sustainability through oceans science – Canada's oceans are a strategic resource of prime importance to humanity, the environment and industry. An integral part of global climate and food supply systems, they are a rich source of energy, medicinal and mineral resources. The NRC's Institute for Ocean Technology (NRC-IOT) integrates advanced technologies to achieve innovative solutions to meet the challenges relating to safe and effective shipping, energy exploration and drilling and other human activities on the oceans. NRC-IOT and other institutes and centres provide broad research capabilities in oceans management, coastal science and engineering to ensure that Canada is able to deliver on its ambitious Ocean Action Plan (OAP). In 2005, NRC's Industrial Research Assistance Program (NRC-IRAP) received two-year funding under the umbrella of the OAP to contribute to networking efforts that promote oceans science and technology. This has led to the creation of the Ocean Science and Technology Partnership Organization (OPO), a federally-incorporated not-for profit entity that will encourage national linkages between regional oceans networks. Properly supported, these relationships will lead to increased and timely information-sharing, awareness-building and new technology demonstrations, partnerships and joint ventures.

Strategy: Support Canadian industry and research community through codes, standards and investments in R&D infrastructures

Harmonize international measurement standards – NRC's Institute for National Measurement Standards (NRC-INMS) is Canada's national metrology institute (NMI), determining standards and methods of measurement that impact directly on the ability of Canadian firms to trade internationally. NRC-INMS plays a vital role in assuring global market access to Canadian industry by reducing non-tariff trade barriers. The institute, in collaboration with the Standards Council of Canada, provides technical assessment services and certification of specific measurement capabilities to Canadian laboratories, which in turn perform 150,000 calibrations per year, primarily for Canadian manufacturers. Over 30 NRC-INMS personnel are now able to perform ISO/IEC audits as part of the Calibration Laboratory Assessment Service (CLAS) that certifies Canadian laboratories seeking ISO/IEC 17025 accreditation. Over the planning period, NRC-INMS will be accelerating its progress towards ISO 17025 accreditation for all its calibration and measurement services. INMS will also play a key role in the newly created ISO technical committee for nanotechnologies. Participation in early discussions in metrology for nanotechnology will be key to providing insights into measurement issues to the benefit of Canadian industry. 

Objective-based model construction codes - clarity, flexibility and uniformity – NRC's Institute for Research in Construction (NRC-IRC), through the Canadian Codes Centre, ensures that the best available knowledge from across Canada and around the world is utilized in the development of the national building code. In mid-2005, in partnership with the provinces and territories, the institute released new objective-based model construction codes aimed at facilitating the use of innovative solutions that promise to reduce the cost of construction, while meeting societal expectations for health, safety and accessibility in buildings. The institute is working with the provinces and territories to enable their early adoption of the codes, with a view to encouraging greater uniformity throughout the Canadian building regulatory system. In a related national thrust, NRC-IRC will continue to collaborate with the Federation of Canadian Municipalities in adding new Best Practices to the National Guide to Sustainable Municipal Infrastructure (InfraGuide).

Leverage "Big Science" partnerships –  TRIUMF (Tri-University Meson Facility) is one of the country's key investments in "Big Science" infrastructure. It provides world-class facilities for research in sub-atomic physics, nuclear physics, nuclear astrophysics, life sciences and condensed matter and encourages the transfer of technology developed at the laboratory to the marketplace. NRC provides funding for the facility on behalf of the Government of Canada via a contribution agreement. TRIUMF is currently in its first year of its 2005-2010 Plan, with five-year funding totalling $222 million. TRIUMF is also seeking additional funding from other sources for the ATLAS Data Hub.

Strategy: Continue to implement Canada's Long Range Plan for Astronomy and Astrophysics

NRC's Herzberg Institute for Astrophysics (NRC-HIA) plays a unique role in the implementation of Canada's Long Range Plan for Astronomy (LRP), a national strategy for astronomy research – NRC-HIA not only manages national astronomy observatories but also facilitates access for Canadian researchers to international facilities including the Canada-France-Hawaii Telescope (CFHT), the James Clerk Maxwell Telescope (JCMT) and the Gemini Telescopes. In addition, NRC-HIA provides data management and processing support allowing astronomers world-wide to work with the latest information. Canada's participation in these international initiatives has allowed Canadian astronomers to become leaders in the field – in fact, Canada was rated first in the world for astronomy citations in a 2005 study conducted by the Institute for Scientific Information. To maintain this standing, Canada will need to ensure that its scientists continue to have access to the latest facilities and data. 

Implementation of Phase II of the LRP

Astronomy facilities are becoming increasingly sophisticated and larger-scale, requiring many partners to provide both specialized expertise and a level of funding impossible for any single country to cover. Typically, these facilities require a very long-term commitment – first through the design and building phase, which can take 10-15 years, then through the operating life of the telescope, which may be 20 years or more. Canada's 2000 Long Range Plan (LRP) for Astronomy is composed of broadly complementary initiatives that provide a range of realistic challenges for the Canadian astronomy community, with recommendations on which international projects are significant for Canada. In 2004, a panel of internationally-renowned astronomers carried out a Mid-Term Review of the plan that examined the continued relevance of the LRP and identified key priorities. While the Mid-Term Review Committee (MTRC) prioritized future projects requiring new resources, it also recognized the value of current telescope agreements, and noted the difficulties NRC is experiencing in meeting international commitments. Enhanced operations, currency fluctuations and inflation have forced NRC to increase its contribution to international telescope agreements. The 2000 LRP proposed that Canada participate in three new ground-based facilities. To date, the Atacama Large Millimeter Array (ALMA) is the only new international project in the LRP to which Canada is fully committed. NRC has signed two agreements on behalf of Canada to participate in ALMA, whose construction spans a ten-year period. In 2006-07 NRC will be undertaking the evaluation of the implementation of NRC's activities under LRP Phase I that received funding for the period 2002-03 to 2006-07. New funding will be required for NRC share of Phase II of the LRP to meet international obligations in ALMA and to establish the infrastructure required to support the initiative, and to secure ongoing funding for the lifetime of NRC's international telescope agreements. The Canadian astronomy community is also facing funding pressures as it considers Canada's involvement in the two other ground-based facilities proposed in the LRP: the next generation optical observatory, Thirty Metre Telescope (TMT); and the Square Kilometre Array (SKA), a future generation radio astronomy installation. TMT and SKA are projects championed by the Association of Canadian Universities for Research in Astronomy (ACURA). NRC and ACURA have been working together to maintain Canada's scientific and industrial interest in these potential opportunities. The construction phase of the TMT is expected to begin in 2007 and the design phase of SKA will be starting in 2006. A decision will be required on whether Canada remains a full partner for construction and operations in TMT and SKA, and funding sources will have to be identified.

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[12]As a Schedule II (Financial Administration Act) departmental corporation, NRC is not subject to the 1995 amendments to the Auditor General Act requiring the preparation of a Sustainable Development Strategy. However, NRC has an Environmental Management Policy to ensure that its operations contribute to sustainable development. NRC fosters the integration of sustainable development strategies and practices across Canadaand in the innovation processes of Canadian SMEs.

Priority 2	Technology and Industry Support: Serving as a Catalyst for Industrial Innovation and Growth
Key Contributor	Program Activity: Technology and Industry Support
Planned results (Results expected over the long term)	Creation of new technology-based companies Access to new technologies for Canadian companies through patents and licensing Enhanced innovation capacity of firms Improved dissemination of knowledge Supporting the Canadian industry
Performance Indicators (To assess progress against Planned Results)	Technology transfer Knowledge dissemination Highly-qualified personnel to Canada Client success Economic, social and environmental impact

In support of the Government of Canada's commercialization priority, the NRC's Technology and Industry Support portfolio (TIS) will work closely with NRC's Research and Development portfolio to increase the commercialization of research through: technology licensing; provision of pre-commercialization assistance, mentoring and business intelligence to Canadian firms; access to vital national and international networks; knowledge dissemination and expertise; and helping companies create new products and/ or new technologies. In addition, it will collaborate with key partners to develop strategic initiatives to accelerate the successful competitiveness / commercialization of new technologies. TIS will also help to fuel the growth and innovative capacity of SMEs, and continue to streamline its approach to intellectual property management and the transfer of technology.

PLANNING HIGHLIGHTS

Strategy: Increase the innovation capacity of small and medium-sized enterprises (SMEs): Growing SMEs to medium-sized enterprises (MSEs)

Program Spotlights - Industrial Research Assistance Program (NRC-IRAP: Grow SMEs through innovation capacity support and expertise

Description: NRC-IRAP is the agency's innovation and technology assistance program in support of Canadian SMEs. Since its inception close to 60 years ago, the program has broadened its strategic purpose from a limited focus on technology transfer to its current strategic objective of increasing the innovative capabilities of Canadian SMEs. Today NRC-IRAP provides comprehensive innovation assistance to technology-based SMEs in almost every industrial sector of importance to Canada's current and future economic development. Plans: SMEs engaging in high-risk, technologically sophisticated R&D face increasingly complex challenges. NRC-IRAP will support these technology-based SMEs in growing and becoming more competitive by focusing on: increasing the rate of growth of SMEs; expanding the number of SMEs that successfully commercialize their products, services and processes; assisting with potential international collaborations on technology development projects; and providing international opportunities to clients looking to gain knowledge to advance their R&D projects. Build on the success of the Competitive Technical Intelligence (CTI) pilot program: NRC-IRAP and NRC-CISTI will continue to develop CTI services in order to provide best-in-class strategic advice to Atlantic cluster participants and optimize NRC investments. For example, NRC-IRAP and NRC-CISTI are currently adding a Technical Business Analyst presence in St. John's NL and are integrating CTI advice into NRC-IRAP's portfolio of services to Atlantic and Nunavut firms. NRC-CISTI and NRC-IRAP are also working together to provide CTI to SMEs in other parts of Canada. NRC-IRAP has developed an in-house capability to capture CTI, and as a next step, will integrate this information into the strategic planning and business strategies of client firms. Financial Resources
2006-2007	2007-2008	2008-2009
$143.3 million	$163.9 million	$164.1 million
Planned Results: To increase the innovation capacity of Canadian SMEs To increase the growth of Canadian SMEs Performance Indicators: Immediate Outcomes Increased skills, knowledge and competencies of Canadian SMEs Improved management practices of Canadian SMEs Increased and enhanced innovation services and support for SMEs Enhanced strategic linkages for Canadian SMEs Intermediate Outcomes Increased innovation capacity of Canadian SMEs Improved financial performance of Canadian SMEs Increased number of SMEs successfully commercializing their technologies Enhanced productivity of SMEs Enhanced Canadian innovation infrastructure Ultimate Outcomes Stimulate wealth creation for Canada through technological innovation Stimulate innovation in Canadian SMEs Participating NRC Research Institutes: NRC-IRAP partners with all NRC institutes to support technology projects that meet SME needs and are aligned with the technology focus of NRC institutes. Website: http://irap-pari.nrc-cnrc.gc.ca/english/main-eng.html

Strategy: Contribute to Canada's commercialization priority by strengthening industry ability to generate and apply new ideas and foster commercial applications of S&T

NRC is exploring how to complement and build upon its internationally recognized industrial support programs and R&D programs in order to contribute to the overall strengthening of Canada's commercialization efforts -  Furthermore, NRC continues to nurture technology cluster growth across the nation and is doing so with commercialization as a guiding light. In carrying out this strategy, NRC intends to build on the strengths of both the public and private sectors – nationally, regionally and at the community level.  

Strategy: Enhance industry knowledge through development and dissemination of scientific, technical and medical information and intelligence

Program Spotlights - Canada Institute for Scientific and Technical Information (NRC-CISTI): Exploiting information for innovation

Description: The Canada Institute for Scientific and Technical Information (NRC-CISTI) is Canada's national science library, and the largest comprehensive source of scientific, technical and medical (STM) information in North America. Through its publishing arm, NRC Research Press, NRC-CISTI is also Canada's foremost scientific publisher. Plans: NRC-CISTI's Strategic Plan 2005-2010 sets out its vision: to be a leader in driving the exploitation of scientific information to create value for Canadians. Its mission is to advance research and innovation through high-value information and publishing services in science, technology and medicine. NRC-CISTI will create value for Canadians by improving the flow of scientific information in three ways: An integrated "infostructure:" storage of and access to electronic scientific information, using intelligent search and analysis tools. Partnership will be key to developing this system. Scientific publishing infrastructure, using online peer review, editing and publishing tools that will shorten the time between discovery and publication without sacrificing quality. Services to support commercialization and SMEs, such as Competitive Technical Intelligence and patent information analysis – "actionable" information. Companies in NRC industrial partnership facilities are key clients and will be offered enhanced services to support their research and development activities. Financial Resources
2006-2007	2007-2008	2008-2009
$47.8 million	$46.8 million	$46.8 million
Planned Results: An integrated national information infrastructure to provide seamless, permanent access to scientific, technical and medical information resources, readily accessible to all Canadians. Robust, innovative scientific publishing systems to enable researchers and entrepreneurs to advance and exploit knowledge. Leadership of scientific, technical and medical (STM) information communities across Canada to become a national force for innovation. Information services that contribute to successful commercialization activities across Canada. Performance Indicators: The Federal Science eLibrary is operational by 2008. Canada's scientific infostructure is in place by 2007. A viable scientific publishing infrastructure is in place to support scholarly communication in Canada by 2010. CISTI services to support commercialization are available in each region of Canada by 2007. A national alliance is formed that includes key members of the STM information community in Canada by 2010. Participating NRC Research Institutes: NRC-CISTI partners with the outreach activities of all NRC institutes to promote and deliver an integrated package of scientific and technical information services to support Canadian firms. Website:  http://cisti-icist.nrc-cnrc.gc.ca/cisti_e.shtml

Strategy: Facilitate the integration of intellectual property management strategies in institute strategic plans

Improve NRC's Intellectual Property Management – Guided by a 2003 benchmarking study of best practices in Intellectual Property (IP) management in NRC's research institutes and other leading research-based organizations in Canada and abroad, NRC will continue to strengthen its IP management. TIS will work with institutes to facilitate the integration of IP management strategies in institute strategic plans. Specific activities will include: increased focus on high-value IP and effective market opportunity assessments; improved marketing and communications of technology transfer opportunities to attract new business partners; enhanced management and decision-making support tools; adoption of world standard best practices and evaluation tools; and development of a balanced portfolio of technology transfer activities.

Priority 3	Enhancing Development of Sustainable Technology Clusters for Wealth Creation and Social Capital
Key Contributors	Program Activity: Research and Development Program Activity: Technology and Industry Support (NRC-IRAP & NRC-CISTI)
Planned results (Results expected tover the long term)	Competitive research and development base for cluster development Innovative firms and deep talent pools in regions across Canada Community ownership of cluster initiatives – local leadership and strategies Improved quality of life through increased productivity and new technology-based solutions in health, for industry, the environment, etc.
Performance Indicators (To assess progress against Planned Results)	Size of network and degree of interaction among cluster partners Increase in research collaborations, licensing, joint patent applications, etc. New firm formation (firms gravitate to the cluster, incubating firms and co-locating firms, etc.) Investment attracted to the cluster

NRC is committed to fostering the growth of community-based technology clusters across Canada.   NRC's technology cluster strategy builds on existing local strengths by: implementing R&D programs that support local industry needs; providing state-of-the-art facilities, trained personnel, business incubation opportunities and other specialized services (NRC-IRAP, NRC-CISTI); and supporting the alignment of key stakeholders around community strengths. NRC has received new funding ($110 million over the next five years) to further implement its national Technology Cluster Strategy in Atlantic Canada and will be seeking new funding in 2006-2007 for its Round II Clusters in Eastern, Central and Western Canada. The ultimate benefit for Canadians will be the emergence of globally competitive technology clusters leading to higher productivity, new jobs and expanded trade. 

PLANNING HIGHLIGHTS

Strategy: Focus on cluster growth through targeted R&D programs and partnerships with other S&T organizations

Build on successes from NRC's Atlantic Initiatives, Phase I – NRC will continue to nurture the growth of its Atlantic cluster initiatives by maintaining leading-edge research capabilities (infrastructure and human capital), developing research collaborations with cluster firms, fostering increased networking and knowledge-sharing, and supporting the involvement of firms and other partners in the cluster.

• Information Technology (New Brunswick) – NRC's Institute of Information Technology (NRC-IIT) will build on New Brunswick's vision to become a global leader in the digital economy of the 21st century. It will continue to be the key provider of innovation infrastructure and programs to bridge R&D to innovative New Brunswick products. NRC-IIT will also play a key role in helping partners define their research and commercialization agendas to achieve cluster objectives. NRC-IIT will contribute to creating an environment that induces companies to move to the region and to stay.
• Ocean Technologies (Newfoundlandand Labrador) – NRC's Institute for Ocean Technology (NRC-IOT) will continue to lead the ocean technology cluster-building process by working with industry, government and academia. Building on Atlantic Investment Partnership (AIP) funding, NRC-IOT has opened the Ocean Technology Enterprise Centre (OTEC), a hub designed to bring together key services (SME partners, IRAP, CISTI and cluster initiatives) to develop new economic development endeavours and support ocean technology company growth. NRC-IOT will also work with Ocean Advance to develop and implement a community-wide action plan. 
• Life Sciences (Nova Scotia) – NRC's Institute for Marine Biosciences (NRC-IMB) will undertake a formal road mapping exercise to support a better alignment of its resources to the cluster's vision and objectives. Plans are underway to establish an Atlantic Commercialization Centre (ACC) at the NRC-IMB's Industry Partnership Facility (IPF). The Centre will provide commercialization services to the entire life sciences community, including private industry and promising ventures flowing out of research activity in the region.

NRC's Institute for Biodiagnostics in the Atlantic (NRC-IBD Atlantic) – a satellite of the NRC Institute for Biodiagnostics (NRC-IBD) headquartered in Winnipeg – is also involved in the development of Nova Scotia's life sciences cluster. NRC-IBD Atlantic will continue conducting world-class collaborative research that leads to advances in the evaluation, diagnosis and treatment of brain diseases and disorders. It will also continue to transfer medical technology innovations that will benefit Atlantic Canada's economic sectors.

Encourage more involvement / commitment of cluster partners – During the planning period, NRC will follow up on lessons learned from the evaluation of its Atlantic Canada cluster initiatives, and will build upon existing successes, such as:

• Medical Devices Technologies (Manitoba) – NRC-IBD will make expansion of the Winnipeg-based biomedical cluster a priority in the coming years, focusing on the development of diagnostic and imaging devices. These activities will be linked with the Infectious Disease Program established by IBD and Health Canada, which will further foster relationships with other departments including the Department of National Defence. The Centre for the Commercialization of Biomedical Technology, which officially opened in October 2005, will catalyze cluster development by supporting new company formation, spin-offs and SME growth in the coming years.
• Canadian Photonics Fabrication Centre (Ontario) – The Canadian Photonics Fabrication Centre (NRC-CPFC) was officially opened in May 2005, and has already delivered nearly half a million dollars of materials to clients. The fabrication facility, unique in Canada, helps bridge the gap between research and commercialization by providing firms with commercial-grade prototyping and testing services. In addition, CPFC provides clients with access to expertise and collaborations in the photonics sector. CPFC, a joint initiative of NRC and Carleton University, links together key Canadian players in the photonics industry, including the National Capital Institute of Telecommunications, the Canadian Institute for Photonic Innovation, the Ottawa Photonics Research Alliance and the Canadian Photonics Consortium.   The facility is continuing to ramp up production, hiring new staff and increasing interactions with photonics clusters on a national basis.

From emerging to developing – Moving cluster initiatives forward – The majority of NRC's recently-launched cluster activities are still in the very early stages of development, focused on establishing facilities, attracting skilled human resources, and developing networks of public and private sector partners and R&D support. During the planning period, NRC will foster their growth by developing a solid base of networks / partners, strengthened infrastructure, highly-qualified researchers and strategic R&D support. NRC will also continue its involvement in mature clusters such as the plant biotechnology (Saskatoon) and biopharmaceuticals (Montreal) clusters. The following are examples of early-stage cluster initiatives that NRC intends to move forward:

• Nanotechnology (Alberta) – NRC is helping Canada stake its place in nanotechnology through its new National Institute for Nanotechnology (NINT). Established in 2001, NINT is a multi-disciplinary institution jointly-funded with the University of Alberta and the Government of Alberta. The main focus of NINT's research is the integration of nano-scale devices and materials into complex nanosystems that are connected to the outside world. The long-term objective is to discover "design rules" for nanotechnology, and to develop platforms for building nanosystems and materials that can be constructed and programmed for specific applications. Four research groups have been established: Materials and Interfacial Chemistry; Molecular Scale Devices; Supramolecular Nanoscale Assembly; and Theory and Modelling of Nanoscale Objects, Interactions and Processes. NINT is continuing to build capacity by hiring new staff and adding new equipment to its facility. A cluster has begun to take shape through nanoMEMS Edmonton, a community-based development organization bringing together the City of Edmonton, the University of Alberta, Micralyne Inc, Bigbandwidth and other local proponents to accelerate the growth of nanotechnology in the region. On 22 June 2006, NINT celebrated the opening of one of the world's most technologically advanced research facilities. This new facility includes a suite of characterization labs, touted by scientists as "Canada's quietest space". These labs will provide Canada's leading nano scientists with ideal research conditions, such as ultra-low vibration and minimal acoustical noise or electro-magnetic interference - conditions that are essential for research at the nano scale. 
• Aluminum Technology (Québec) – The NRC Aluminum Technology Centre (NRC-ATC) in Saguenay officially opened in November 2004. NRC-ATC provides Canadian industry with the expertise and technical support needed to develop high valued-added aluminum products and services. The goal of the NRC-ATC is to develop, in concert with its partners, leading-edge technologies attractive to the aluminium parts manufacturing industry. NRC-ATC will support the aluminum production industry shift to higher value-added aluminum transformation in Canada.
• Urban Infrastructure (Saskatchewan) – Budget 2003 allocated $10M over 5 years for NRC to establish the Centre for Sustainable Infrastructure Research (NRC-CSIR) in Regina. Partners include the City of Regina, the University of Regina and Western Economic Diversification Canada. The objectives are to establish a research program to serve as a catalyst for the growth of a technology cluster in the region on the theme of sustainable infrastructure / sustainable cities and an environment that builds on the local industry and R&D capacity. The initiative will help Regina develop cost-effective, community-based plans to meet its existing and future infrastructure challenges in sustainable ways, and to become a national centre for environmental infrastructure management research and innovation.

Expand network of Industrial Partnership Facilities (IPFs) – In support of its cluster development activities, NRC will continue to develop, build and operate Industry Partnership Facilities across Canada. These unique facilities are workplaces for collaborative research and the incubation of new firms and NRC spin-offs. They also serve as community resources for access to mentoring, innovation financing and competitive technical intelligence for new enterprises. In 2004-2005, NRC had 15 IPF locations across the country with a complement of 109 incubating firms and 14 graduating tenants. By 2006-2007, two new facilities will open (Edmonton and Charlottetown), bringing the total space available in IPFs to 35,342 square feet.

Engage and link community groups through horizontal support (NRC-IRAP and NRC-CISTI) – A priority for NRC-IRAP over the past several years has been to engage and link regional groups as part of developing the technical, financial and business networks vital to cluster development. NRC-IRAP will take on a leadership role in collaborating and developing partnerships between regional players in order to strengthen the regional innovation infrastructure required to foster cluster development. In various clusters, NRC-CISTI has established NRC Information Centres (NIC), co-located at NRC institutes. NICs offer scientific, technical, medical and business-related information and analysis services to NRC researchers, companies located onsite and external clients in the region. NRC-CISTI will partner with institute outreach activities to promote and deliver an integrated package of services to regional clientele. 

Strategy: Pursue long-term investment and management strategy centered on sustained effort and patient investment

Enhance collaborative partnerships –  The full development of NRC cluster initiatives is expected to be a long-term commitment, with a cluster taking at least 15 to 20 years to reach full maturation. NRC will increase its efforts to develop collaborations and partnerships with industry and engage stakeholders to contribute to the development of clusters across Canada. In the short term, two key projects will be the development of baseline measures that can track the progress of cluster development and the evaluation of NRC's cluster initiatives in Winnipeg, Saskatoon, Edmonton, Vancouver, the Saguenay and Ottawa. These activities will provide information to support efforts to renew cluster initiatives funding. Table 3-2 provides a list of the cluster initiatives and financial resources involved.

Table 2-3: Allocation of Resources for NRC Technology Cluster Development

Location	Focus		Resources
2005-2006 to 2009-2010
Halifax, NS	Life Sciences (NRC-IMB and NRC-IBD)		$19.5 million
Fredericton, Moncton and Saint-John, NB	Information Technology		$48.0 million
St. John's, NF	Ocean Technology		$16.0 million
Atlantic Canada	Coordination, administration, special studies, innovation assistance, S&T knowledge,/ information dissemination		$26.5 million
2002-2003 to 2006-2007
Saguenay-Lac-Saint-Jean, QC	Aluminium technologies		$27.0 million1,2
Ottawa, ON	Photonics		$30.0 million
Winnipeg, MB	Medical device technologies		$10.0 million
Saskatoon, SK	Plant Nutraceuticals		$10.0 million
Edmonton, AB	Nanotechnology		$60.0 million3
Vancouver, BC	Fuel cells		$20.0 million
2003-2004 to 2007-2008
Victoria / Penticton (BC)	Astronomy		$ 20.0 million
Charlottetown (PEI)	Nutrisciences and health		$ 20.0 million
Regina (SK)	Sustainable urban infrastructure		$ 10.0 million
1: An additional $5 million was received in 2001-2002 2: CED contributed an equal amount 3: The Province of Alberta also contributed $60 million

Strategy: Sustain continuous improvement through unique and innovative performance measurement strategies

NRC has developed a cluster measurement approach that builds on a solid base of research into clusters carried out by Canada's Innovation Systems Research Network. Tailored to NRC, this approach incorporates a model of cluster development that reflects NRC's role and contribution as well as those of other key stakeholders (firms, governments, customers and competitors).   Key components include a framework that lays out an overarching set of indicators of cluster development, and a series of tools to determine where each cluster is situated in terms of development. These include a comprehensive survey of cluster firms, interviews with firms and key stakeholders and social network analysis.

NRC is continuing its commitment to assessing the progress of its cluster initiatives to ensure they are on track to meet objectives. During 2005-06 and 2006-2007, NRC will evaluate the cluster initiatives that received funding for the period between 2002-03 and 2006-07 (Round II Clusters). NRC gathers data from multiple lines of evidence, including reviews of performance data, documentation and literature, interviews with stakeholders and NRC representatives, and situation analysis drawn from the baselines. Evaluations examine the relevance of the initiatives, their success to date, their effectiveness and opportunities for improvement.

Priority 4	Program Management for a Sustainable Organization
Key Contributor	NRC-Wide Contribution: Program Activity: Research and Development* Program Activity: Technology and Industry Support* *(NRC's Corporate Branches actively support the Program Activities' contributions to this priority. The Corporate Branches provide policy, program advice and executive support for the coordination and direction of NRC's operations and its governing Council. They also specialize in finance, information management, human resources, administrative services, property management and corporate services.)
Planned results (Results expected over the long term)	Establishment of clear corporate strategic direction  Enhanced corporate governance Enhanced decision support Effective research management practices Long-term stability of financial, human and capital resources Effective communications with NRC stakeholders
Performance Indicators (To assess progress against Planned Results)	HR turnover rates Sustained investments in priority areas Evaluation of research management practices Extent that corporate management framework is used to support/ identify priorities and make management decisions Extent that NRC Governing Council fulfills its mandated role Survey with key stakeholders on perception of NRC

NRC's Renewal Initiative is a key element in addressing the organization's sustainability. An essential objective of this initiative is to review the value and continuing relevance of NRC's program activities. From an operational perspective, NRC is exploring ways to sustain its asset base in the face of annual inflationary pressures, aging buildings and equipment and a static core budget. The organization will focus on strengthening its management systems and its financial base for future sustainability. This will include the continuation of addressing recommendations made by the Auditor General of Canada (OAG) in its March 2004 Report.

PLANNING HIGHLIGHTS

Strategy: NRC Renewal - Reposition for the Future and Address Management Accountability Framework Commitments

Key projects supporting the NRC Renewal Initiative include:

New corporate strategic direction – Over the past year, NRC's Renewal Initiative has been developing a new corporate strategic direction for NRC. Upon finalization of this framework, NRC will begin to define its direction for the next five-year period. Key considerations will include: anticipate and respond to important national priorities; collaboration with other science-based departments and agencies on cross-cutting issues; potential strategies with their impacts and appropriate time sequencing; required investments in competencies; resource capture and allocation; structure, process and infrastructure alignment; and fine-tuning of the governance structure. The results of this work have been articulated in a corporate strategic plan, "Science at Work for Canada: A Strategy for the National Research Council 2006-2011". This will in turn guide subsequent renewal initiatives focusing on capability building, testing and adaptation for future implementation across NRC.

An integrated solution to planning, risk and performance management – Over the next three years, NRC will develop and implement an integrated management framework for providing senior management and NRC Institutes, Programs and Branches with the planning and performance information they need to support integrated decision-making, resource allocation and functional planning (human resources, capital assets and finance). This system will embed modern management practices in the planning and performance management process (e.g. risk and research management) and minimize the reporting burden (one-pass planning and reporting). As part of this solution, NRC will review its Program Activity Architecture (PAA) annually to ensure that it reflects the level of performance and reporting needed to effectively support the organization's strategic direction and resource management requirements. 

Strategies for sustainable resources – Faced with ongoing resource pressures, NRC will need to make more strategic choices regarding the use of future resources. This will involve:

• Addressing funding issues – NRC will continue to prioritize key R&D and technology and industry support activities, initiatives and programs in the context of the organization's renewal and strategic directions. It will also produce strategies and mechanisms for ongoing reallocation and conduct efficiency improvement reviews to ensure effective investment of resources for sustainability in priority areas.
• Recruiting, retaining and training S&T people – NRC's Human Resources Management (HRM) strategy involves three fundamental priorities: to ensure the organization's continued capacity to cover a wide range of scientific disciplines; to partner, collaborate and participate in international research and markets; and to develop, support, and reward personal growth, development and productivity. During the planning period, NRC will implement an action plan that focuses on five broad themes, linked to organizational priorities as follows: recruit outstanding people; develop leadership at all levels; build cross-functional cross-cultural capabilities; align compensation and reward practices; and update the HR performance management framework.

NRC has been an active member of the S&T Human Resources (HR) community since 1995. Along with other science-based departments and agencies, NRC rallied around an Office of the Auditor General report that highlighted the S&T Community as a "community at risk." NRC is participating in the Senior ADM Advisory Committee (SAAC) on Human Resources. More recently, the Director of Human Resources, Planning and Development has been asked to co-chair the Strategic Renewal Group (SWG), which supports the SAAC. This active involvement clearly demonstrates NRC's commitment to work with the S&T Human Resources community to find solutions to HR problems unique to the world of federal S&T.   The Senior ADM Advisory Committee, through the effort of the SWG, is focusing on matters of recruitment, learning and overall HR planning. SAAC and the SWG are also working closely with the S&T Integration Board (IB) and the central agencies responsible for Human Resources management in the public service.

HRB and Corporate Services are working in tandem to harmonize the overall performance management agenda, spearheading efforts to develop better and more meaningful planning and reporting instruments that are intricately tied to the organization's overall objectives. IT/IM systems and performance indicators will also be brought into better alignment.

• Maintaining and upgrading NRC S&T infrastructure – In addition to ongoing infrastructure modifications and upgrades to address specific research/program requirements, NRC has budgeted $2.5M annually to address urgent rust-out concerns identified through a Long Term Capital Planning exercise. Projects with a health and safety component will be the top priority, followed by those that address life cycle management. The Treasury Board Secretariat-led Capital Asset Review will provide additional context regarding how NRC manages its assets. NRC is also currently developing the NRC Long Term Capital Plan 2006-2010, which will address recommendations that may arise from the Capital Asset Review and the Barriers to Science and Technology integration exercise.
• Developing three-year NRC Communications Outlook – NRC will develop and implement a three-year Communications Outlook (to be updated annually) that will position, profile and promote the organization's unique contributions to national S&T and innovation priorities in support of industry, as well as the creation of true economic value and social benefits for Canada and all Canadians. NRC will complete and implement recommendations from a comprehensive NRC Communications Situation Assessment undertaken to align and position NRC's communications function, organization, structure and resources in support of major NRC and relevant Government of Canada business priorities. In addition, NRC will continue its involvement in interdepartmental and government-wide horizontal S&T and innovation initiatives, including the Oceans Action Plan, the Canada-U.S. Enhanced Representation Initiative, the Canadian Biotechnology Strategy, the S&T Integration Board Communications Committee and the Government of Canada S&T web portal. Finally, NRC will develop and implement a strategy to guide NRC internal communications, with particular focus on supporting the implementation of outcomes from the NRC Renewal Initiative. 
• Creation of an Audit, Evaluation and Risk Management Committee of Council – NRC recognized the importance of the internal audit function through the creation in 2005 of an independent Audit, Evaluation and Risk Management Committee of Council, which includes external members. NRC is committed to having and maintaining a strong and effective internal audit infrastructure in the years ahead. This will be accomplished through the provision of adequate financial and staffing resources to fully carry out its mandate. NRC will also amend its Internal Audit Charter to reflect the provisions of the government's new 2006 Internal Audit Policy.

Strategy: Continue to address recommendations of Auditor General of Canada

Implement Action Plan on recommendations of the Auditor General of Canada – The Office of the Auditor General of Canada (OAG) conducted an audit of NRC in 2003-2004 to assess NRC's systems and practices for setting strategic directions for its research activities, to determine whether NRC managed activities to maximize results, and to assess whether NRC measured and appropriately reported the results and impacts of its efforts. Below is a summary of NRC's Action Plan for the next three years in response to the OAG's recommendations (March 2004 report).   Many aspects of NRC's Renewal Initiative and integrated planning, risk and performance management solution will address the recommendations (http://www.oag-bvg.gc.ca/domino/reports.nsf/html/20040301ce.html)

NRC Action Plan 2006-2007 to 2008-2009

OAG Recommendations	NRC Response
Corporate Governance	Implement plan for new NRC Council Governance Model (effective February 2005) Operationalize new Standing Committees of NRC Council Implement NRC's new senior management and accountability structures (effective October 2005 - NRC has increased the number of VP positions, from 3 to 5, including the creation of a VP Corporate Services)
Setting Corporate Strategic Direction	Continue to use Executive Committees in support of NRC priority-setting Develop and implement new NRC Strategic Plan Implement Integrated Planning, Risk & Performance Management Solution Use NRC Corporate Risk Profile and provide NRC Institutes, Programs and Branches with a risk management approach and supporting tools
Research Management at Institute Level	Provide NRC Institutes, Programs and Branches with Research Management Self-Assessment Tool
Human Resources Management	Continue to implement Human Resources Management Plan (effective May 2004) and align with new NRC Strategic Plan Operationalize new Human Resources Standing Committee of NRC Council (effective October 2005)
Performance Measurement and Reporting	Revise NRC Performance Management Framework to align with new NRC Strategic Plan

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