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ARCHIVED - RPP 2007-2008
National Research Council Canada


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Section II – Analysis of Program Activities

This section provides an overview of NRC’s Program Activities and how they will be contributing to the organization’s priorities and strategic outcome.  NRC Program Activities include 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.

Strategic Outcome

An innovative, knowledge-based economy for Canada through research and development, technology commercialization and industry support

Program Activity:  Research and Development

This program activity 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.


Financial Resources ($ millions)

2007-2008

2008-2009

2009-2010

493.1

469.3

472.8



Human Resources (FTEs)

2007-2008

2008-2009

2009-2010

3,160

3,181

3,221


Program Activity: Technology and Industry Support

This program activity 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.


Financial Resources ($ millions)

2007-2008

2008-2009

2009-2010

219.3

224.5

219.5



Human Resources (FTEs)

2007-2008

2008-2009

2009-2010

884

895

906



Priority 1:  R&D in Key Sectors and Areas Critical to Canada’s Future

Key contributor

Program Activity: Research and Development

Expected results

 

  • 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

  • Technology transfer (patents, licences)
  • Spin offs/ ins
  • Publications in refereed journals / proceedings and technical reports
  • 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.


Priority 2:  Community Technology Clustering Initiatives

Key Contributors

Program Activity: Research and Development
Program Activity: Technology and Industry Support (NRC-IRAP & NRC-CISTI)

Expected results

 

  • 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

  • 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 is currently seeking to renew investments in its Central and Western technology cluster initiatives and will also be seeking to renew Government of Canada investments in 2007-2008 for its Charlottetown, PEI and Regina, Saskatchewan cluster initiatives. The ultimate benefit for Canadians will be the emergence of globally competitive technology clusters leading to higher productivity, new jobs, increased investment and expanded trade.


Priority 3:  Integrated Industry Support that Engages Key Players

Key Contributor

Program Activity: Technology and Industry Support

Expected results

 

  • Advancement 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

  • Technology transfer
  • Knowledge dissemination
  • Highly-qualified personnel to Canada
  • Client success
  • Economic, social and environmental impact

NRC-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.  NCR-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.  During 2007-08, NRC plans to examine ways the Council can better support the innovation needs of Canadian SMEs as part of implementing the new Strategy: Science at work for Canada.  To speed this examination, the NRC-TIS Portfolio will assemble its own Strategy team to ensure the unique needs of the SME community are taken into consideration.


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 the NRC Council.  They also specialize in finance, information management, human resources, administrative services, property management and corporate services.)

Expected results

 

  • 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

  • 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 Council fulfills its mandated role
  • Survey with key stakeholders on perception of NRC

An essential component of the implementation of NRC’s strategy 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 includes continuing to address recommendations made by the OAG.