Dr Kamiel Gabriel, professor, University of Ontario Institute of Technology

Reaping the value of S&T investments in Canada

By Dr Kamiel Gabriel

For as long as I can remember, discussions around the subject of why Canada falls short in taking scientific and research outcomes to the next level have mostly revolved around comparisons with successful jurisdictions in the US and elsewhere. While the temptation is to look for successful R&D and deployment models in places such as Silicon Valley or Boston, what works for a certain jurisdiction like San Jose may not be completely applicable or easily adaptable here at home.

The reason is obvious: the culture, people and support mechanisms that produce tangible outcomes in such places are different from what we have in Canada. Hence, I revert to a simple and a fundamental principle which is valid today as it was centuries ago: You reap what you sow.

Let me draw on the analogy of the sower. The seeds in this case are the investments that support S&T across a wide range of disciplines and programs. It also includes the nourishment of young minds and budding scientists to tackle challenges in important fields such as health and wellness, transportation, natural resources, environmental sustainability, climate change, renewable energy, water resources and reclamation, economy, and reducing violence, poverty and crime in society.

A good "crop" at harvest time requires a well planned strategy by a clever farmer. Starting with the seed, the farmer chooses excellent quality and choice seeds to plant his field. He prepares the soil and adds nutrients to enhance its ability to produce a good crop. He carefully plants the seeds at the right time of year, waters the field regularly and from time to time sprays it to minimize losses to the crop.

1. The "Seed": By undertaking an honest examination of programs in Canada, one could easily conclude they are a "hodgepodge" jumble of all kinds of R&D activities. While the essence of research and innovation is an open ended, non-restricted approach, successful technology-driven countries like Israel, Finland, Iceland and Sweden all subscribe to well established national priorities that focus on key national challenges and opportunities that distinguish them from the rest. I make the comparison to illustrate the benefits of a strategically-driven jurisdiction. The recent federal government obsession of supporting applied research to generate return on its investment in S&T does not speak to the heart of the matter. A good ROI starts with a clear objective and focussed resources to ensure a big win at the end. This requires careful examination of our collective strengths in fields that address our national challenges and establish global leadership in areas where we have demonstrated excellence at national and international scale.

2. The "Soil": Successful researchers and scientists are often those who receive strong support and tangible assistance from their institutions. Excellent research outcomes usually flow from an institutional environment that upholds principles of openness, fairness, integrity and vitality. They build on strong morale among their people and a contagious rigour that characterizes their researchers and scientists. Much of the failure for research outcomes to reach their targeted beneficiaries could be attributed, at least in part, to a stifling institutional environment with rules and regulations that contribute little to the advancement of knowledge beyond institutional borders and discourage researchers from reaching their potential.

Along this line, excessive focus by institutions on statistics and emphasis on the number of publications and research dollars (rather than stressing the quality of research and its tangible outcomes), eventually lead faculty to revert to the default "publish or perish" syndrome. There is an acute need to re-examine our reward system in higher education institutions and focus more on outcomes. Quality, if we aspire to be among the best, should never be compromised with numbers and statistics.

3. The "Nourishment": Sadly, R&D funding for Canada's flagship S&T funding source, the Tri-Council, has been progressively declining when one factors in inflation and the burgeoning new crop of junior faculty entering the system. More alarming is the proliferation of programs that duplicate funding provincially and federally.

The Jenkins report called for consolidation of business innovation programs and to seek more effective delivery mechanisms. I am encouraged by the statements made by Dr Mario. Pinto, incoming president of the Natural Sciences and Engineering Research Council, in which he indicates his intent to "explore a more efficient system that reduces duplication and redundancies and give both types of research —fundamental and applied — increased opportunities" (R$, June 26/14).

One example that serves as a national model is the Mitacs program. Its limited, well-thought suite of programs is targeted to provide support for budding scientists and researchers across the country. It comes as no surprise that its funding has been increased again in the 2014 federal Budget.

In conclusion, I offer the following recommendations:

1. Establish a new S&T strategy that speaks to regional and national challenges and builds on areas of demonstrated strengths aimed at meeting those challenges and creating new opportunities for Canadian citizens.

2. Industry needs to engage more in supporting R&D activities and "get their skin in the game" in a tangible way.

3. Higher education institutions need to re-examine their mission and distinguish themselves by focusing their resources on areas of well-established strengths.

4. The faculty reward system should be examined and adjusted to reflect and support the institutional desired outcomes that speak to national priorities.

5. Consolidate programs that support R&D federally and provincially, and reduce duplication and redundancies in their delivery mechanisms.

By doing so, we can reap the benefits of supporting S&T through targeted, strategically developed plans that build on our strengths and capture new opportunities. Emphasis should also be put on providing support for the up and coming "crop" of scientists and practitioners.

In conclusion, I cite an old Chinese proverb: To plan for a year, plant a seed. To plan for a decade , plant a tree.To plan for a century, educate your people.

Dr Kamiel Gabriel is a professor of engineering and applied sciences at the University of Ontario Institute of Technology. Previously, he served as the ADM research and science adviser at the Ontario Ministry of Research & Innovation.