Insight & Impact
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Vision:
To be Canada’s trusted voice for science
in the public interest
Mission:
To provide Canadians with:
the best available scientific knowledge with the objective
of informing debate and decision-making;
independent, authoritative and evidence-based assessments on the
science underlying current and future issues of public interest; and
a science voice nationally and internationally.
Value Proposition:
The Council of Canadian Academies offers insight and evidence to
enrich Canadian policy development and decision-making. This is
achieved by harnessing the collective wisdom of the finest minds
to develop independent, authoritative, and evidence-based expert
assessments on the issues that matter most to Canadians.
CONTENTS
Message from the Chair & President
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Providing Value in a Complex World
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About the Council
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Values
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Goals
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Goal 1: Improve Responsiveness
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Goal 2: Achieve Potential
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Goal 3: Maintain Excellence
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Goal 4: Become Sustainable
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Goal 5: Foster Collaboration
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Goal 6: Increase Visibility
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Conclusion
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MESSAGE FROM THE CHAIR & PRESIDENT
The Council of Canadian Academies came into operation in the fall of 2005. Since that time, it has
grown in recognition and influence both at home and abroad. Today, the Council’s evidence-based
assessments are providing the science information needed to enrich effective public policy development.
The 2010 external review of the Council concluded that, “In the relatively short time since its creation,
the Council has done an excellent job of producing high-quality reports that are being used by decisionmakers to provide Canadians with better public policy.” We strive to ensure the work undertaken by
the organization is of value and has impact.
The Council would not be able to achieve its mandate without the incredible volunteer support and
commitment of Canada’s scientific and expert communities. The intellectual investment of Canada’s
best and brightest minds is truly exemplary and we owe a debt of gratitude to the numerous men and
women who give so generously of themselves and their time. We also acknowledge the commitment
of our Member Academies (the Royal Society of Canada; the Canadian Academy of Engineering; and
the Canadian Academy of Health Sciences) in working with us as a collaborative alliance in support of
a scientific foundation for policy.
The Council has now moved from a start-up organization into a more mature operation. For those of
us who are champions of the Council and its work, it has been an exciting time of change and growth.
We are pleased to present the organization’s first three-year strategic plan. The genesis for this plan
came in March 2010, when the Board of Governors received the results of the Council’s first five-year
external review. The review, conducted by an independent external evaluation panel, made a number
of important recommendations regarding the future of the organization, including the need to develop
a forward-looking strategic plan. The Board agreed and, under its direction, the Council set in motion
a number of strategic planning activities.
During 2010 an organizational strategy review was conducted that involved a broad environmental
scan of the Council’s strengths, weaknesses and opportunities, as well as an updated risk assessment.
In addition, the Secretariat and the Council’s Scientific Advisory Committee considered the future
direction of the organization. This wealth of information was taken into account by the Board at its
annual strategy session in December 2010. The result was the confirmation of the vision, mission,
values, and goals that will guide the Council over the next three years.
This strategic plan provides a foundation for us to become an invaluable science resource at a time
when we, as a nation, face significant challenges and opportunities. We thank all who contributed to
the intensive process of shaping the plan.
Elizabeth Parr-Johnston, C.M. Chair of the Board of Governors 2
Elizabeth Dowdeswell
President and CEO
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PROVIDING VALUE IN A COMPLEX WORLD
Today, Canadians and their governments are buffeted by questions of immense complexity.
Environmentally, scientists continue to document the signs of a changing climate. Arctic sea ice,
glaciers, and permafrost are melting with implications for water supplies in many areas of the world.
Globally we are observing considerable biodiversity loss, toxic contamination of our water and air, land
degradation, and as yet unknown impacts of new technologies. These changes will have significant
impact on the lives of people throughout the world, creating new tensions and stresses on societies.
Economically, the world is emerging – only just, it seems – from the most severe recession since the
Great Depression. Canadians escaped relatively unscathed compared to those in many other countries,
but there is still a need for caution as governments step back from a period of economic stimulus into a
period of restraint and deficit management. As Canada emerges from the recession, it must also address
problems that long predate this most recent economic upheaval, such as perceived low productivity and
a lack of innovation that results in Canadian research discoveries being commercialized elsewhere.
Socially, Canadians are proud of our record as the most multicultural nation in the world, but debate
persists regarding the balance between integration into Canadian society and maintenance of social,
cultural, and religious customs. Our international reputation is also important to all citizens. Canadians
continue to evaluate our role as humanitarians, peacekeepers, and global citizens.
In matters of health, the Health Accord between the federal and provincial/territorial governments
expires in 2014. In the meantime, the health system grapples with questions of sustainability amid
challenges such as an aging population, a growing prevalence of chronic diseases, and the changing
nature of health expenditures.
These are complex issues, made even more so by the realities of policy-making in a country as
diverse as Canada, with its constitutional, geographic, economic, social, and cultural differences.
Policy-makers are challenged to provide effective responses that meet the needs of Canadians and
balance competing interests and priorities.
If the 21st century is marked by enormous complexity, it is equally marked by the proliferation
of information. Whether in print, broadcast or, especially, on the internet, information abounds.
A Google search of the term “climate change” reveals 41 million pages and a “mere” 1.8 million
pages on Google Scholar. The term “health accord” brings up 32 million pages. Along with this
information comes an abundance of opinion, freely provided. There are countless people willing
to expound their views through blogs and other social networking tools. Positions are adopted at
a moment’s notice and can change just as quickly.
How do we make sense of all the information available? How do governments and decision-makers
navigate the sea of information and emerge with a better understanding of the evidence upon which
to base their policy decisions? The Council of Canadian Academies offers insight and evidence to
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enrich Canadian policy development and advance our standing in the world. It undertakes indepth, independent, authoritative, and evidence-based expert assessments on the issues that are of
greatest concern to Canada. These assessments harness the collective wisdom of the finest minds
in the country and abroad to inform the complex issues that underlie public policy.
Multidisciplinary, volunteer expert panels are appointed to assemble and synthesize evidence
to identify gaps in knowledge and articulate Canadian strengths and international trends and
practices. Past panel members have been drawn from the memberships of the Council’s Member
Academies: the Royal Society of Canada; the Canadian Academy of Engineering; and the
Canadian Academy of Health Sciences. Together, these academies constitute a significant source
of intellectual capital in Canada, capital that, through the Council, is invested in the future of
our nation.
Council assessments are already being used to define a science and technology research agenda
for Canada; underpin a national conversation about innovation and the commercialization of
research; support the development of an Arctic research initiative, including the construction of a
world-class Arctic research station; and provide the foundation for a Canadian hydrates strategy to
enable safe and effective use of gas hydrates as an energy source. Currently, other assessments are
investigating: the role of women in university research careers; sustainable management of water
resources in the agricultural landscape; an integrated approach to pesticide testing; animal health
risk assessment; the state of science and technology in Canada; and research funding in Canada.
The Council of Canadian Academies is driven by its values of excellence, independence, integrity,
collaboration, and innovation. It is earning recognition as Canada’s trusted voice for science in the
public interest, interpreting and sorting through the masses of available information to support
evidence-based policy-making in a complex world.
ABOUT THE COUNCIL
The Council of Canadian Academies is an independent, not-for-profit corporation that supports sciencebased, expert assessments (studies) to inform public-policy development in Canada. The Council came
into existence in 2005 and consists of a Board of Governors, a Scientific Advisory Committee, and a
Secretariat. The Council draws upon the intellectual capital that lies within its three Member Academies:
the Royal Society of Canada; the Canadian Academy of Engineering; and the Canadian Academy of
Health Sciences.
The mandate of the Council is to be a source of independent, expert assessments on the science
underlying matters of significant public interest. In carrying out its work, the Council addresses a
broad spectrum of knowledge, encompassing the natural, social and health sciences, engineering and
the humanities.
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The Council, working together with the Member Academies, also provides a focal
point for dealing with other academies, and related bodies from around the world
regarding scientific assessments and associated matters.
The Council is registered under the Canada Corporations Act and its operations
are supported by a $30-million endowment received from the Government of
Canada. This endowment entitles the federal government to refer up to five
questions per year to the Council for assessment. The Council may also conduct
assessments outside of its agreement with the government. Potential assessment
questions can be referred to the Council by foundations, non-governmental
organizations, the private sector, or any level of government. All assessment
questions, regardless of source, and the resulting reports must be approved by
the Council’s Board of Governors.
The Council defines “science” to
encompass the natural, social
and health sciences, engineering
and the humanities.
Member A cademies
The founding members of the Council of Canadian Academies are:
The Royal Society of Canada (RSC) is the senior national body of distinguished Canadian scholars,
artists and scientists. The primary objective of the RSC is to promote learning and research in the arts
and sciences. The RSC consists of nearly 2,000 Fellows – men and women who are selected by their
peers for outstanding contributions to the natural and social sciences, the arts and the humanities. The
RSC exists to recognize academic excellence, to advise governments and organizations and to promote
Canadian culture.
The Canadian Academy of Engineering (CAE) is the national institution through which Canada’s most
distinguished and experienced engineers provide strategic advice on matters of critical importance
to Canada. The academy is an independent, self-governing and non-profit organization established in
1987. Members of the academy are nominated and elected by their peers to honorary fellowships, in
recognition of their distinguished achievements and career-long service to the engineering profession.
Fellows of the academy are committed to ensuring that Canada’s engineering expertise is applied to
the benefit of all Canadians.
The Canadian Academy of Health Sciences (CAHS) recognizes individuals of great accomplishment
and achievement in the academic health sciences in Canada. The academy provides timely, informed
and unbiased assessments of urgent issues affecting the health of Canadians. CAHS also represents
Canada on the InterAcademy Medical Panel (IAMP), a global consortium of national health science
academies whose aim is to alleviate the health burdens of the world’s poorest people; build scientific
capacity for health; and provide independent scientific advice on promoting health science and healthcare policy to national governments and global organizations.
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VALUES
The values adopted by the Council underpin all of its activities, in particular its ability to provide
relevant, independent, high-quality assessments.
Excellence is central to the Council’s uncompromising commitment to producing the highest-quality,
cutting-edge science advice. Excellence is expected by the Council’s clients and delivered by its expert
panel members, management, and staff. It is through its commitment to excellence that the Council
earns the respect and trust of Canadians and their governments.
Independence is at the core of the Council’s reputation. It is through independence that the Council
can ensure its services are unbiased and a credible source of science information.
Integrity is essential to building the Council’s credibility and reputation. The Council is committed to
conducting its activities in an open, honest, and ethical manner.
Collaboration is essential for the success and longevity of the Council. By fostering collaboration
among staff, panel members, Member Academies, and external partners, the impact of Council work
will be broader and more meaningful. Through a commitment to collaboration the Council seeks to
encourage an atmosphere of teamwork and understanding, where the challenges and strengths of all
partners are understood and leveraged.
Innovation is a dynamic component in the development of science assessments that encourage insight
and novel thinking. Innovation requires creativity, flexibility, adaptability, proactivity, and acceptance
of risk. By encouraging innovation the Council can further the reach, value, and impact of its reports.
GOALS
The Council has established six key interrelated goals to be acheived over the next three years,
2011-2014.
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Improve Responsiveness: Develop and provide, on a timely basis, a line of services that responds to the needs of sponsors.
2.
Achieve Potential: Attract questions of the highest importance and relevance to Canadian well-being.
3.
Maintain Excellence: Maintain and enhance standards for scientific excellence and high-quality services.
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Become Sustainable: Establish a long-term, sustainable and dependable funding stream
5.
Foster Collaboration: Strengthen collaborative alliances among Member Academies and the Council to achieve its strategic goals
6.
Increase Visibility: Increase visibility and awareness of the Council’s work to further the organization’s impact
GOAL 1: IMPROVE RESPONSIVENESS
Develop and provide, on a timely basis, a line of services that responds to the
needs of sponsors
To date, the core business of the Council has been the production of in-depth, authoritative assessments
based on questions posed by government sponsors. These reports are based on available scientific
evidence and expert advice and are developed by expert panels over a period of approximately 18
to 24 months. The Council recognizes, however, that in this age of immediate access to information,
there is a demand for rapid yet reliable information. The dissemination of science information can take
many forms, including: concise evidence-based summary documents; workshops and conferences that
bring together policy and scientific communities to share research and discuss its implications; brief,
plain-language documents that provide scenarios and policy options; and online forums that allow
for interactive dialogues with stakeholders and the general public. In order for the Council to provide
timely science advice, it needs to be nimble and forward-thinking, understanding and adapting to the
changing needs of clients and sponsors.
For the Council to meet this goal over the next three years, it will focus its efforts in three areas:
Continue to undertake in-depth evidence-based assessments: The Council’s core business is to
develop in-depth, evidence-based assessments. The assessment process is formalized through the
Council’s Assessment Lifecycle Methodology. This methodology takes into account the various stages
of developing an assessment, including recruiting panel members, assembling research, report writing,
peer review, and the public release and dissemination of a report. The assessment methodology guides
Council staff and ensures the integrity of its practices. Moving forward, the Council will systematically
review the methodology to ensure it remains an effective and flexible tool.
A central component in the development of an evidence-based assessment is to understand the needs
of the sponsor. This includes understanding the context for the question that has been submitted for an
expert panel assessment. Open lines of communication with the sponsor at the start of the process will
continue to allow the Council to effectively respond to sponsor needs, thus ensuring that the charge is
understood and the Council is providing the most usable information and product possible. Additionally,
the Council’s Scientific Advisory Committee will be better positioned to put forward suggestions for
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Insight on Innovation
The Council’s 2009 report,
Innovation and Business Strategy:
Why Canada Falls Short, has
provided the necessary insight
and information to spur action on
business innovation in Canada.
In 2009, a national roundtable
on innovation was held for
leaders from the private sector
and academia; participants
used the innovation report as
the starting point for discussion.
The result of the roundtable was
the creation of the Coalition for
Action on Innovation in Canada.
Additionally, Tom Jenkins, Chair
of the 2010 federal Research
and Development Review Panel,
commented that his panel’s
consultation paper draws heavily
on the data and findings of the
Council’s report. Finally, a senior
national commentator wrote,
“We owe a lot of gratitude to the
Council of Canadian Academies
whose report [on business
innovation] should be required
reading for anyone who wants
Canada to make smart choices
and enhance its prosperity.”
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The Council’s professional and experienced staff assembles different types of
evidence that can be considered by the expert panel during its deliberations.
Scientific literature reviews, surveys, calls for evidence and expert testimony
allow each expert panel to prepare an objective assessment report. Moving
forward, the Council will review its practices for evidence gathering to ensure
the research provided is relevant, high quality, and balanced. Program Directors
and management will also seek to identify opportunities to build upon completed
assessments, as was done with the Council’s 2010 digital economy report. This
brief report was initiated by the Council in response to the government’s national
call for submissions on a digital economy strategy. This report extended the
analysis completed by the Expert Panel on Business Innovation. Through this
initiative the Council successfully demonstrated its ability to respond quickly
on matters of strategic importance to the government and provide thoughtful
insight on how to build a digital economy strategy for Canada.
Conduct surveys of sponsor needs: It is an important priority to better
understand the evolving needs of potential sponsors and clients, both within
and outside of government. As such, the Council will undertake a survey and
analysis of existing and potential sponsor needs to determine the types of
information and services that can be provided, beyond the current model of indepth, evidence-based assessments. This activity will help the Council not only
deliver relevant science information but also provide it in a format and language
that is valuable for the user. Through this work, the Council will seek to ensure
that future assessments have longevity, relevance, and impact. The Council will
also conduct an environmental scan of other science policy organizations, both
in Canada and internationally, to determine the types of services they offer, how
they communicate science information, and measure the impact of their work.
Respond to sponsor needs with a line of new pilot services: Once the Council
has a better understanding of the needs of current and potential sponsors and how
to meet those needs, it will launch a small number of pilot projects to experiment
with a range of services that could be offered in the long term, while maintaining
its commitment to excellence and high-quality services. To understand the value
and impact of these pilot projects, the Council will evaluate the product, process,
and usability once the project has been completed.
GOAL 2: ACHIEVE POTENTIAL
Attract questions of the highest importance and relevance to Canadian
well-being
For assessments to generate impact, they must be relevant and inform public policy in Canada. The
Council must be forward-thinking and pursue the topics and questions that will be most important
to Canada and Canadians well into the 21st century. The Council’s Board of Governors, Scientific
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Advisory Committee, and Secretariat all play an important role in monitoring
trends, understanding the potential challenges Canada faces, and advising on
how science can support future policy development. To achieve this, all parts of
the organization must reach out to the science community and decision-makers,
within both public and private sectors, to better understand the questions that
would benefit from an assessment of evidence and that will be of the greatest
relevance for Canada.
The Council’s first assessment, on The State of Science & Technology in Canada,
is a prime example of a report that has provided tremendous value, precisely
because it provided the insight and evidence desired by government. The Council
has been asked to complete a second review of science and technology strength.
This project will be a signature assessment for the organization, with long-term
implications for research in Canada. The Council seeks to ensure that all of its
work provides similarly high value.
As a national organization the Council is able to work with organizations and
governments from across the country. By working with Canada’s many decisionand policy-makers we can continue to respond to questions that have wide spread
relevance thereby informing debate and decision-making in numerous sectors.
“The S&T report was
perceived by the policy
community as timely,
solid analysis.”
Senior official,
Industry Canada
“It became a touchstone...
there is no other document
like it.”
Senior official,
Department of Foreign
Affairs and International
Trade
To achieve this goal, the Council will focus on four key areas:
Seek new sponsors: The Board of Governors has set a direction for management to develop mechanisms
to identify and attract questions from sources outside of the Council’s existing government-funding
model. This activity will assist in solidifying the Council’s independence from government and
broadening the reach of its work. Therefore, the Council will systematically draw from its network,
including its Member Academies, provincial governments and academia, to develop a diverse sponsor
base and range of questions from outside the federal government. At the same time, the Council will
consult senior federal officials regarding how to attract a broader range of questions from within
government, across the spectrum of federal departments and agencies.
Broaden the reach of assessments by engaging with stakeholders: The Council will seek to build
relationships with senior government officials and explore how departments and agencies from across
the federal spectrum can benefit from the Council’s work. A more strategic emphasis will also be placed
on developing connections with organizations that have an interest in specific assessment topics. The
Council will ensure stakeholders have access to reports, are aware of the findings, and are able to
share them with their respective communities. Through greater collaboration the Council will further
the reach of its assessments and successfully inform policy conversations on issues of importance to
Canadians.
Initiate assessments of importance to Canada: Under its funding agreement, the Council receives up
to five questions per year from the federal government, yet there are numerous policy topics beyond
these five questions that would benefit from an evidence-based assessment. In this context, the Council
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will work with both the Scientific Advisory Committee and its Member Academies to determine a
potential question to be initiated by the Council that is relevant to Canadians and viewed as a priority
by Canada’s scientific community.
Address questions of both national and global importance: In an effort to diversify its services,
the Council aims to address questions of both national and international relevance. In the next phase
of growth, it will consult with like-minded organizations, including the U.S. National Academy of
Sciences (NAS), the Royal Society in the UK and the InterAcademy Panel (IAP), to assess opportunities
to collaborate on science-based questions.
GOAL 3: MAINTAIN EXCELLENCE
A Groundswell of Support
The British Columbia Auditor
General used the Council’s
2009 report, The Sustainable
Management of Groundwater
in Canada, in its audit of B.C.’s
groundwater system. The
Auditor’s office noted that it
“derived audit objectives from the
Council of Canadian Academies’
2009 report.” The same report
is also being used as a teaching
tool for graduate students at the
University of Waterloo. Professor
David Rudolph informed the
Council that the assessment
“has proven to be an invaluable
educational tool for our graduate
students studying all aspects
of groundwater science and
management.”
Maintain and enhance standards for scientific excellence
and high-quality products
The Council is a relatively young organization; despite its youth, it has successfully
built a reputation and brand as a highly credible source of scientific information.
The Council’s disciplined and rigorous processes have been developed to ensure
that its high-quality products can be trusted and referenced with confidence.
Excellence is a key value that anchors the work of the Council. The Council is
committed to maintaining its high standards as it navigates the science/policy
continuum. This requires the organization to be nimble and responsive to the
lessons learned from each assessment. It must also be innovative while working
with expert panels and developing reports that are insightful and on the cutting
edge. By maintaining its reputation for excellence and enhancing its processes,
the Council will be better able to attract the best and brightest scientific minds and
Council staff. At every turn, the Council will enhance its standards for excellence
and encourage the development of high-quality assessments.
To meet this goal in the coming years, the Council will focus on four key areas:
Measure the impact of assessments: In the fall of 2010, the Council began
developing a comprehensive approach to measure the quality and impact of its
assessments. The Council’s Evaluation Framework will enable it to demonstrate
the substantial, positive impacts that assessments have had and continue to have
on public-policy development in Canada and allow the organization to continue
to refine and strengthen the assessment process. The framework will guide monitoring activities by articulating the intended
impacts of assessments according to key groups of stakeholders. A series of
impact monitoring and analysis tools will be developed to collect and record
evidence on assessment impacts. Additionally, a coordinated implementation
schedule for these tools will be developed to ensure the Council is capturing
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both short- and long-term impacts on an ongoing basis, with key measurement activities occurring two
and five years following assessment publication.
Enhance processes and mechanisms that underlie high-quality services: The Council will be
innovative, flexible, and resourceful in enhancing current services and developing new ones. To achieve
this, the Council will incorporate lessons learned from past experience to improve both its processes
and its products. It will provide a forum for staff to exchange ideas and best practices, and identify
concrete ways to implement Council values into everyday practice.
Support and develop Council staff: Excellence is achieved through effective human resource
management. The Council is committed to attracting and retaining the best employees and strives to
encourage them to work to their full potential. It will, therefore, continue to provide support to staff
by providing the tools and training necessary to allow the Council to continue to produce high-quality
assessments. The Council will facilitate easier access to scientific literature and encourage team- and
individual-based professional development activities.
Participate in science-policy activities at the international level: The Council is committed to
connecting with like-minded organizations around the world in an effort to enhance its processes and
services. The National Academy of Sciences and the Royal Society, have years of experience in the
creation of science-based information. The Council would benefit from a better understanding of their
methods for report development, expert panel management, external communications, and tools for
impact analysis. The Council will systematically meet with officials from the assessment-performing
bodies for an exchange of ideas. As the Council seeks to be innovative in its work, incorporating best
practices from sister organizations will lead to enhanced Council services.
GOAL 4: BECOME SUSTAINABLE
Establish a long-term, sustainable and dependable funding stream
The Council began operation in 2005 with a 10-year, $30-million investment from the Government
of Canada. As this period comes to a close, ensuring the longevity and the stability of the organization
is paramount. The 2010 report of the External Evaluation Panel indicated there is “an urgent need for
the Board to develop a long-term strategy for sustainable funding which addresses renewed federal
funding, and a diversified funding base.” The Council concurs that this is critically important for the
organization. The Board of Governors has committed to providing the required leadership on this
matter.
In order to establish long-term funding, the Council will focus on three key areas:
Develop a long-term funding proposal: Under the direction of a champion from the Board of
Governors, immediate attention will be focused on developing a Funding Renewal Roadmap. This
roadmap will establish a long-term funding strategy that takes into account diversified funding
sources, leveraging of government funding, and required services and infrastructure. As part of this
exercise, the Council will engage federal decision-makers to determine current and future needs for
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unbiased, science-based information. Additionally, the Council will seek to better
understand what decision-makers deem to be proof of its impact and success to
date. This information will inform discussions with the government on the value
the Council has had in its first 10 years.
Northern Evidence
The Council’s 2008 report,
Vision for the Canadian Arctic
Research Initiative: Assessing the
Opportunities, broke new ground
in several ways. It responded to
a specific document rather than
developing a novel assessment
and was conducted by an
international expert panel. It also
came to the Council outside the
government’s funding agreement.
The report was developed within a
number of months and its findings
bolstered the argument for
constructing a world-class Arctic
research station, which is now in
development with federal support.
When asked about the value of
the report, a senior official with
Indian and Northern Affairs
Canada reflected, “The [Council’s]
international expert panel was a
key step in our process to develop
the Arctic research station and
to ensure that this initiative will
position Canada as a global
leader in Arctic science.”
Seek potential sponsors outside of the funding agreement: Maintaining
core funding from the government is important for the Council’s long-term
stability. The Council believes, however, that working with organizations
outside of government (e.g., private sector, universities, foundations and nongovernmental organizations) that have an active interest in policy development
is also advantageous. These organizations require evidence-based information to
support their work and move important policy discussions forward. The Council
will follow up on strategic opportunities that were initiated among various sectors
in 2010. The Council will be opportunistic in identifying potential activities and
collaborative initiatives that further expand its client base.
Continue to enhance the Council’s profile: As the Council grows, developing
its reputation for excellence among those who work within the policy domain
is essential. By increasing awareness of the Council and fostering champions
for its work, the Council will build a chorus of supportive voices for evidencebased policies. As such, outreach and awareness activities will be an important
component of the Council’s future work.
GOAL 5: FOSTER COLL ABORATION
Strengthen the collaborative alliance with Member
Academies to achieve the council’s strategic goals
The Council would not exist without its Member Academies; they were critical
in the creation of the Council and in setting the organization’s original mandate.
Today, the academies’ voices can be heard through the Council’s Board of
Governors, Scientific Advisory Committee, and expert panels. The Member
Academies are a significant source of intellectual capital from which the Council
draws; the knowledge Canadian fellows bring to the expert-panel process ensures
the integrity and scientific merit of Council assessments.
A cohesive alliance with the Member Academies enables the Council to achieve its strategic goals and
forge a strong relationship with Canadian experts in science and research. In early 2010, the Council
and academy presidents recommitted to meeting quarterly and holding an annual face-to-face meeting.
This leadership has opened the lines of communication and led to a more fruitful working environment
and collaborative projects. In 2010, for example, the Council began work with the Canadian Academy of
Health Science on an assessment of global health, with the Council managing the assessment process.
The Council has also strengthened its working relationships with the RSC and the Canadian Academy
of Engineering through the sharing of information and regular communications. In fact, the offices
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for the Canadian Academy of Engineering are now located within the Council
of Canadian Academies’ office space, facilitating cooperation and collaboration
between the two bodies.
To strengthen collaborative alliances, the Council will focus on four areas:
Develop a common understanding and shared vision for the future: The
Council will work with its Member Academies to create a Statement of Common
Understanding as the basis of a productive and mutually beneficial relationship
in the years to come. The creation of this statement in 2011 will be led by
the presidents of the four organizations. This shared vision for the future and
unified voice promoting a science-friendly culture among decision-makers will
strengthen Canada’s science voice both nationally and internationally.
Ensure regular and ongoing interactions: The Council will work collaboratively
with the Member Academies to identify activities where joint efforts can further
the role of science within the policy domain. The Council recognizes that the
expertise found within the Member Academies is an invaluable resource. It will,
therefore, consider hosting a biannual workshop with them and decision-makers
to review questions undertaken by the Council and explore future subjects that
may benefit from an assessment.
Pursue joint efforts to enhance productivity: The Council will seek opportunities
to collaborate with each academy, including at the international level, and
consult with them in a number of areas, such as the long-term direction of the
Council; joint communication initiatives; and potential synergistic administrative
activities, for example, the creation of a shared expert database. To achieve this,
the Council will maintain a range of formal and informal structures to ensure
regular and ongoing collaborations among the four organizations.
Build bridges with policy and science-minded organizations: The concept of
collaboration also reaches beyond our relationship with the Member Academies. There are numerous opportunities to work with and learn from like-minded
organizations. When the Council first came into existence it turned to the National
Academy of Sciences for input on developing assessments. Moving forward, it
will once again work with the NAS regarding best practices as they relate to
panel management, assessment writing, and the communication of final reports. Drilling Down to the
Nano-level
The Council’s 2008 report,
Small is Different: A Science
Perspective on the Regulatory
Challenges of the Nanoscale,
was chaired by a Fellow of the
RSC. The report was the first,
comprehensive, Canadian
effort to address the current
state of scientific knowledge
regarding the risks presented
by engineered nanomaterials. It
was also the first to address how
that knowledge should guide
the approach taken to steward
the process through which
nanomaterials are responsibly
introduced into the Canadian
marketplace. It provided a
framework for federal policymakers to use in identifying a
common approach and priorities
for nanotechnology regulation
and research. The report was
also well received by academe
and various stakeholder
groups. A representative
from the Canadian Institute
for Environmental Law and
Policy commented that, “it
was a fantastic report, a great
compilation of the issues, useful
to be able to point to as an
authoritative source.”
As was noted under Goal 3, the Council aims to address questions of both
national and international relevance. In the next phase of growth, the Council will
consult with like-minded organizations, to assess opportunities to collaborate on
science-based questions. The Council will also be opportunistic and strategically
work with policy organizations across Canada to further the reach of Council
assessments and ensure they are used to inform policy discussions.
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GOAL 6: INCREASE VISIBILIT Y
Increase visibility and awareness of the Council’s work to further the
organization’s impact
It is clear from the external review that the Council has an excellent reputation and is well respected
by those who are aware of it. Regrettably, the Council is not yet well known. The Council is, however,
well positioned to communicate with its key audiences regarding the value of its work for Canada and
Canadians.
Over the past year the Council has built a foundation to spread awareness to a broader and more diverse
audience. In the spring of 2010, the Council launched its new website as the face of the organization.
Since its launch, the website has seen a steady increase in traffic and downloads of assessments. The
Council also launched an electronic newsletter in 2010 that allows for regular communication with
stakeholders and its expert volunteer community. These two tools, combined with more traditional
communication products, such as a corporate brochure and conference posters and booths, have
enhanced the Council’s visibility.
Increasing recognition of the Council and its brand will be essential if the Council’s strategic goals are
to be met. Increasing the profile of the Council within the government and among academia, media and
the general public will help enhance the impact and relevance of the Council’s work.
The Council will focus on five key areas as it seeks to increase awareness of its work:
Develop additional services: As the Council offers an increasing variety of evidence-based products
that meet the evolving needs of sponsors, it will consider how to best provide services that are:
timely, innovative, relevant for users, and adaptable for various purposes. This may include using
new mediums, developing new templates and online material, and supporting interactive workshops.
Through diversification, the Council will have higher visibility with greater potential for impact among
targeted stakeholder communities.
Engage a broader range of stakeholders: The Council will systematically connect with universities to
build awareness about its role in providing science-based advice in the public interest, the assessment
process, and the important role of university researchers on expert panels. Additionally, the Council
will engage a broader range of stakeholders in its outreach activities, leveraging the voices of Council
champions in their respective communities to promote the value of science-based assessments and the
Council’s work.
Increase awareness and visibility: The Council will continue to forge connections within the federal
government and among parliamentarians, as these groups would benefit from knowing about the
Council, its work and the findings of its various reports. Therefore the Council will strategically engage
those who have a specific interest in the subjects addressed by its reports.
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To further the value of assessments, the Council recognizes that it must reach
beyond those in government to the individuals that will ultimately benefit
from evidence-based policy – Canadians. The media is an essential outlet for
communicating directly with the public. To date, media engagement by the Council
has been positive yet sporadic. The Council will establish ongoing relationships
with media to ensure that they are familiar with the Council and its mandate and
view the Council as a valuable resource for objective expert information.
Proactively disseminate reports to broaden their reach and impact: Over the
next three years, the Council will continue to work on the effective dissemination
of assessments, ensuring that reports make their way into the hands of relevant
stakeholders and policy-makers who can consider and act on report findings.
Developing networks with provincial governments will also be critical, enabling
provincial policy- and decision-makers to benefit from the Council’s services and
report findings and expanding the range of readership.
In 2009 the Council adopted a practice of creating individual communication
plans for each assessment. Each plan outlines key messages, audiences, and
opportunities for report dissemination and can be used by panel members and
Council staff throughout the assessment process. The Council will continue to
develop and use these individualized communications plans to strategically
communicate and disseminate its reports.
Build a community of volunteer science experts: Over the Council’s first five
years, it has built an enviable network of experts, located across Canada, the
United States and Europe. These experts have been members of the Council’s
expert panels and review committees on a purely voluntary basis. They do so
because they, like the Council, are committed to furthering public policy and
ensuring Canada remains competitive and prosperous. Without the support of
these expert communities, the Council would be unable to meet its mandate
and provide high-quality, authoritative, evidence-based assessments. The Council
values the relationships it has built over time and, moving forward, it will sustain
its connection with these expert volunteers through: systematic outreach that
provides panel members with updates regarding the impact of their reports;
consulting with panel members regarding changes in their respective fields; and
gathering information from them about their panel experience.
Creating a Conversation
The Council’s 2010 report,
Canadian Taxonomy: Exploring
Biodiversity, Creating
Opportunity, was publicly
released during the United
Nation’s International Year of
Biodiversity. The Council used
web-based technologies and
video to inform stakeholders
and the media and further
disseminate the panel’s
findings. A strategic electronic
distribution plan also helped
to further the reach of the
report. Upon receiving the
expert panel’s assessment, the
Canadian Museum of Nature
issued a statement welcoming
the report and noting,
“Ultimately, the CCA report
provides a basis to continue
the conversation about the
importance of taxonomy. It is
an excellent starting point for
considering future opportunities,
both for taxonomy and for the
conservation of biodiversity
resources in Canada.”
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CONCLUSION
The Council of Canadian Academies has earned a reputation for authoritative, reasoned, and
objective work. Its assessments are known for their relevance and their direct connection to the
policy challenges facing Canada.
As the Council anticipates the future, it will continue to build on its early success and ensure that
its work continues to meet the needs of Canadian decision-makers. As a national organization,
the Council looks forward to working with like-minded organizations, friends and sponsors from
all sectors of Canadian society to diversify its activities, both in terms of the questions taken on
for assessment and the forms these assessments take. The Council undertakes these activities
to continue to provide value to Canada by assessing the evidence underlying important policy
questions. The Council will work with its Member Academies to leverage the expertise that lies
within Canada’s expert and scientific communities to enrich its work and extend its impact.
As the organization moves forward it will continue to build on its reputation for excellence and
become Canada’s trusted voice for science in the public interest.
The Council’s success will be Canada’s success – the success of a country whose policies are
informed by the very best evidence possible.
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