Innovation Canada: A Call to Action

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Innovation Canada: A Call to ActionEstablish Clear Outcome Objectives,Appropriate Scale and a User-OrientedApproachA program to foster business innovation shouldbe designed to address a specific problem forwhich a government initiative is needed as partof the solution. The program should have welldefinedoutcome objectives, be of a scaleappropriate for the problem at hand, be wellknown to its target clientele, and be easy andtimely to access and use.Design for FlexibilityFederal innovation programs should themselvesbe innovative and flexible in their design, settingclear objectives and measurable outcomes, andthen allowing program users to propose novelways of meeting the objectives. For example,where appropriate, programs should invite civilsociety to make proposals to develop newapproaches and to actually deliver programs,rather than relying exclusively on establishedgovernment delivery mechanisms.Assess EffectivenessMore extensive performance managementinformation is required to ensure an outcomedrivenand user-oriented approach to federalsupport for business innovation. This entailsregular public reporting on the outcomes bothof individual programs and of the full suite offederal innovation support. The performanceinformation would inform periodic evaluations,not only against the objectives of programsthemselves, but also of the programs’ relativeeffectiveness within the overall portfolio.E-6
Executive SummaryApproach to Our MandateThe Panel was asked by the government toprovide advice in respect of the effectiveness offederal programs to support business andcommercially oriented R&D, the appropriatenessof the current mix and design of theseprograms, as well as possible gaps in the currentsuite of programs and what might be done tofill them. The mandate specified that ourrecommendations must not result in either anincrease or a decrease in the overall level offunding of federal R&D initiatives. Therefore,where we have identified opportunities forsavings — such as from some reduction in therefundability of the SR&ED tax credit — weexpect the government to reallocate thesavings to provide funds for our otherrecommendations.The year-long process culminating in this reportbegan with foundational briefings from expertsand decision makers in both the federal andprovincial governments. We implemented, inparallel, an ambitious agenda of research andprogram assessment. The latter encompassed aset of 60 programs (worth about $5 billion inthe 2010–11 fiscal year) covering the gamut offederal initiatives to foster business R&D. Ourextensive consultations included 228 writtensubmissions in response to the release of ourconsultation paper in December 2010. Thesewere supplemented by in-person group sessionsin cities from coast to coast: Vancouver, Calgary,Winnipeg, Waterloo, Toronto, Ottawa,Montréal, Québec and Halifax. We extendedthe scope of consultations beyond Canada togather international perspectives on issuesgermane to this review. Meetings tookplace in Australia, Germany, Singapore, theUnited Kingdom and the United States, andwith officials of the Organisation forEconomic Co-operation and Development(OECD) and Tekes 1 in Paris. Finally, wecommissioned a survey of more than athousand R&D-performing businessesrepresentative of the range of sizes, sectorsand provinces.1 Tekes is a Finnish funding agency for technology and innovation.E-7
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Page 35 and 36: The Context of the ReviewChapterThe
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Vision and Principlesout in Chapter
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Program EffectivenessChapterProgram
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Program Effectivenessand processes.
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Program Effectivenessfull spectrum
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Program EffectivenessFigure 5.2 Rea
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Program EffectivenessFigure 5.4 Sat
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Program EffectivenessBox 5.1 Operat
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Program Effectivenessassessment of
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Program EffectivenessFigure 5.5 Dir
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Program EffectivenessFigure 5.6 Per
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Program Mix and DesignChapterProgra
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Program Mix and DesignBox 6.1 Direc
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Program Mix and Designthe needs of
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Program Mix and DesignFigure 6.3 Ta
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Program Mix and DesignBox 6.3 Stack
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Program Mix and Designcapital costs
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Program Mix and Designportion of th
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Filling the GapsChapterFilling the
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Filling the GapsBox 7.1 Use of Proc
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Filling the GapsBox 7.2 Canadian In
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Filling the Gapscompetitive levels,
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Filling the GapsBox 7.4 Institutes
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Filling the GapsThe budgetary impli
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Filling the GapsSuch concerns are i
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Filling the GapsAngel InvestmentAt
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Filling the GapsWith the foregoing
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Filling the GapsBearing this in min
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Leadership for InnovationChapterLea
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Leadership for InnovationThe approp
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Leadership for Innovationinnovation
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ConclusionChapterConclusion9We are
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Programs in the ReviewAnnexPrograms
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Programs in the ReviewDepartment or
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Innovation Canada: A Call to Action
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