S T R A T E G I C

P L A N

2 0 1 1 - 2 0 1 4

Insight& Impact
S T R A T E G I C

P L

A N

2 0 1 1 - 2 0 1 4

Vision:
To be Canadas 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.

S T R A T E G I C

P L A N

2 0 1 1 - 2 0 1 4

CONTENT S
Message from the Chair & President

Providing Value in a Complex World

About the Council

Values

Goals

Goal 1:

Improve Responsiveness

Goal 2:

Achieve Potential

Goal 3:

Maintain Excellence

10

Goal 4:

Become Sustainable

11

Goal 5:

Foster

12

Goal 6:
Conclusion

Collaboration

Increase Visibility

C O U N C I L

14
16
O F

C A N A D I A N

A C A D E M I E S

MESSAGEFROMTHE
CHAIR & PRESIDENT
The
Council of
CanadianAcademies
came
into
operationin
the
fall
of
2005.
Since
that
time,
it
has
grown in
recognition
and
influenceboth
at
home
and
abroad. Today, the
Councils
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
relativelyshort
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
without the
incredible
Canadas scientific and
expert
of
Canadas best
and
we
owe
a
debt
men
and
women who
and
their
time.
We
our
Member Academies
CanadianAcademy
of
of
Health Sciences)

be
able
to
achieve its
mandate
volunteersupport and
commitment
of
communities.
The
intellectual
investment
brightest minds is
truly
exemplary
and
of
gratitude to
the
numerous
give
so
generously
of
themselves
also
acknowledge
the
commitment
of
(the
Royal Society of
Canada; the
Engineering;
and
the
CanadianAcademy
in
working with
us
as
a

S T R A T E G I C

collaborative
policy.

alliance in

P L A N

support of

The
Council has
now
moved from
into
a
more
mature operation.
who
are
champions
of
the
has
been
an
exciting time
of
pleased to
present the
organizations
plan.
The
genesis for
this
plan
when
the
Board of
Governors
Councils
first
five-year external review.
an
independent
external evaluation
important
recommendations regarding
organization,
includingthe
need
to
strategic plan.
The
Board agreed and,
Council set
in
motion a
number

2 0 1 1 - 2 0 1 4

scientific foundation

a
For
Council
change
first
came
received
The
panel,
the
develop
under
of

start-up organization
those
of
us
and
its
work, it
and
growth. We
are
three-year
strategic
in
March 2010,
the
results of
the
review, conducted
by
made
a
number of
future of
the
a
forward-looking
its
direction,
the
strategic planning activities.

During 2010
an
organizational
strategy review
that
involved a
broad
environmental
scan
strengths,
weaknesses
and
opportunities,
updated risk
assessment.
In
addition, the
Councils
Scientific
AdvisoryCommittee
future direction of
the
organization.
This
was
taken
into
account by
the
Board
strategy session in
December
2010.
The
confirmation
of
the
vision, mission, values,
will
guide
the
Council over
the
next

for

was
conducted
of
the
Councils
as
well
as
an
Secretariat
and
the
considered
the
wealth of
information
at
its
annual
result
was
the
and
goals
that
three
years.

This
strategic
become an
as
a
opportunities.
intensive process

plan
provides
invaluable
nation, face
We
thank
of
shaping

Elizabeth Parr-Johnston, C.M.

Chair

a
foundation
for
science resource at
a
significant
challenges
all
who
contributed
the
plan.

of

the

Board

of
President

us
time
and
to

to
when

we,

the

Elizabeth Dowdeswell
Governors
and

CEO

PROVIDINGVALUEINACO
MPLEXWORLD
Today, Canadians
and
their
questionsof
immense complexity.

governments

are

Environmentally,
changing climate.
melting with
the
world.
loss,
toxic

document
glaciers, and
water
supplies
observing
our
water

the
signs
permafrost
in
many
considerable
and
air,

scientists continue
Arctic sea
implications
Globally we
contamination

to
ice,
for
are
of

buffeted by

of
a
are
areas
of
biodiversity
land

S T R A T E G I C

degradation,
technologies.
lives
of
stresses on

and
as
yet
These changes will
people throughout
societies.

P L A N

2 0 1 1 - 2 0 1 4

unknownimpacts of
new
have
significant
impact
the
world, creating new

Economically,
the
world is
emerging
only
seems
from
the
most
severe recessionsince
Depression.
Canadians
escaped relativelyunscathed
those
in
many
other
countries,
but
there
need
for
caution as
governments
step
back
period of
economic
stimulus into
a
period
deficit management.
As
Canada emerges from
the
must
also
address problemsthat
long
predate this
economic
upheaval,
such
as
perceived
and
a
lack
of
innovation
that
results
research discoveries
being
commercialized elsewhere.
Socially, Canadians
most
multicultural
regarding
the
maintenance
of
reputation
is
continue to
evaluate
global citizens.

are
nation
balance
social,
also
our

In
matters of
provincial/territorial
meantime,
the
sustainability
amid

health, the
governments
health system
challenges

on
the
tensions and

just,
it
the
Great
compared
to
is
still
a
from
a
of
restraint and
recession,
it
most
recent
low
productivity
in
Canadian

proud of
our
record as
the
in
the
world, but
debate persists
between integration
into
Canadiansociety and
cultural, and
religious customs. Our
international
important
to
all
citizens. Canadians
role
as
humanitarians,
peacekeepers,
and

Health
expires
grapples
such

Accord
in
with
as

between the
2014.
In
questionsof
an
aging

federal
the

and

population,

a
nature

growing prevalence
of
of
health expenditures.

chronic diseases, and

These
realities
Canada,
cultural
effective
balance

are
complex issues, made
of
policy-making
in
with
its
constitutional,
differences.
Policy-makers
responses
that
meet
competing
interests and

even
more
so
by
the
a
country as
diverse as
geographic,
economic,
social, and
are
challenged
to
provide
the
needs
of
Canadians
and
priorities.

If
the
21st
it
is
equally
Whether in
print,
internet, information
climate change reveals
million pages
on
32
million pages.
abundance
of
people willing to
social networking
notice and
can

the

century is
marked by
enormous
marked by
the
proliferation
of
broadcast
or,
especially,
on
abounds. A
Google search of
the
41
million pages
and
a
mere
Google Scholar. The
term
health accord
Along with
this
information
comes
opinion, freely provided.
There are
expound their
views through blogs
and
tools.
Positions are
adopted at
a
change just
as
quickly.

How
do
we
make
available?
How
do
sea
of
information
understanding
of
the
policy decisions?
The
insight and
evidence to
advance our
standing in

changing

complexity,
information.
the
term
1.8
brings up
an
countless
other
moments

sense
of
all
the
information
governments
and
decision-makers navigate the
and
emerge with
a
better
evidence upon
which to
base
their
Council of
CanadianAcademies
offers
enrich Canadianpolicy development
and
the
world. It
undertakes
indepth,

S T R A T E G I C

independent,
the
issues
assessments
minds in
issues that

authoritative,
that
are
harness the
the
country
underlie public

P L A N

2 0 1 1 - 2 0 1 4

and
evidence-based
of
greatest concern
collective
wisdom
and
abroad to
policy.

expert
to
of
inform

assessments
on
Canada. These
the
finest
the
complex

Multidisciplinary, volunteerexpert panels are

appointed
to
assemble and
synthesize
evidence to
identify gaps
in
knowledge
and
articulateCanadianstrengths and
international
trends and
practices.
Past
panel
members have
been
drawn from
the
memberships
of
the
Councils
Member Academies:
the
Royal Society of
Canada; the
CanadianAcademy
of
Engineering;
and
the
CanadianAcademy
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,
includingthe
construction
of
a
world-class
Arctic research
station; and
provide the
foundation
for
a
Canadianhydrates
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
resourcesin
the
agricultural
landscape;
an
integrated
approach to
pesticide

testing; animal
technology

health
in

risk
assessment;
the
state
Canada; and
research funding in

of
science and
Canada.

The
Council
values of
innovation.
voice
for
sorting through
evidence-based

of
CanadianAcademies
is
driven by
its
excellence,
independence,
integrity, collaboration,
and
It
is
earning recognition
as
Canadas trusted
science in
the
public interest, interpreting
and
the
masses of
available information
to
support
policy-making
in
a
complex world.

ABOUTTHECOUNCIL
The
Council of
CanadianAcademies
is
an
independent,
not-for-profit
corporation
that
supports sciencebased,
expert assessments
(studies) to
inform public-policy
development
in
Canada. The
Council came
into
existencein
2005
and
consists of
a
Board of
Governors,
a
Scientific
AdvisoryCommittee,
and
a
Secretariat.
The
Council draws upon
the
intellectual
capital that
lies
within its
three
Member Academies:
the
Royal Society of
Canada; the
CanadianAcademy
of
Engineering;
and
the
CanadianAcademy
of
Health Sciences.
The
mandate of
independent,
expert

the
Council is
assessments
on

to
the

be
a
source
science underlying

of

S T R A T E G I C

P L A N

2 0 1 1 - 2 0 1 4

matters of
significant
public
work, the
Council addresses
encompassing
the
natural, social
the
humanities.

interest. In
a
broad
and
health

The
provides
related
and

the
Member Academies,
also
dealing with
other
academies,
and
world regarding
scientific assessments

Council, working
a
focal
bodies from
associated

together with
point
for
around the
matters.

carrying out
its
spectrum of
knowledge,
sciences, engineering
and

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
questionsper
year
to
the
Council for
assessment.
The
Council may
also
conduct assessments
outside of
its
agreement
with
the
government.
Potential assessment
questionscan
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
approvedby
the
Councils
Board of
Governors.

Member Academies
The
are:

founding members of

the

Council of

CanadianAcademies

The Royal Society of Canada (RSC)

is
senior national body
of
distinguished
Canadianscholars, artists and
scientists.
primary objective of
the
RSC
is
promote learning and
research in
the
and
sciences. The
RSC
consists of
nearly 2,000
Fellows
men
and
women who
are
selected by
their
contributions
to
the
natural and
the
humanities.
The
RSC
exists
excellence,
to
advise governments
promote Canadianculture.

the
The
to
arts

peers
social
to
and

The Canadian Academy of Engineering (CAE)

is
through which Canadas most
distinguished
and
provide strategic advice on
matters of
critical
Canada. The
academy is
an
independent,
non-profit
organization
established
in
academy are
nominated
and
elected by
honorary fellowships,
in
recognition
of
achievements
and
career-long
service to
profession.
Fellows of
the
academy are
ensuring that
Canadas engineering
expertise is
benefit of
all
Canadians.

The Council defines science to

encompass the natural, social
and health sciences, engineering
and the humanities.

for
outstanding
sciences, the
arts
and
recognize
academic
organizations
and
to

the
national institution
experienced
engineers
importance
to
self-governing
and
1987.
Membersof
the
their
peers
to
their
distinguished
the
engineering
committed
to
applied to
the

The Canadian Academy of Health Sciences (CAHS) recognizes

individuals
of
great
accomplishment and
achievement
in
the
academichealth
sciences in
Canada. The
academy provides timely, informed and
unbiased
assessments
of
urgent issues affecting the
health of
Canadians.

S T R A T E G I C

P L A N

2 0 1 1 - 2 0 1 4

CAHS also
represents
Canada on
the
InterAcademy
Panel
(IAMP), a
global consortium
of
national health
academies
whose aim
is
to
alleviate the
health
the
worlds poorest people; build
scientific capacity for
health;
provide independent
scientific advice on
promoting
health
healthcare
policy to
national governments
and
global
organizations.

Medical
science
burdens of
and
science and

VALUES
The
values
activities,
independent,

adopted by
the
Council underpin all
in
particular
its
ability to
high-quality
assessments.

Excellence
commitment
science advice.
clients and
management,
excellence
Canadians

is
central to
the
Councils
uncompromising
to
producing
the
highest-quality, cutting-edge
Excellence
is
expected by
the
Councils
deliveredby
its
expert panel
members,
and
staff.
It
is
through its
commitment
to
that
the
Council earns
the
respect and
trust
of
and
their
governments.

Independence
is
at
reputation.
It
is
ensure its
services are
science information.

the
core
of
through independence
unbiased and
a

of
its
provide relevant,

the
Councils
that
the
Council can
credible source of

Integrity is
essential to
reputation.
The
its
activities in
an

building the
Councils
Council is
committed
open,
honest, and
ethical

Collaboration
is
essential for
the
Council. By
fostering collaboration
among
Member Academies,
and
external partners,
work
will
be
broader and
more
commitment
to
collaboration
the
an
atmosphere
of
teamwork
challenges
and
strengths of
all
leveraged.

credibility
and
to
conducting
manner.

success and
longevityof
the
staff,
panel
members,
the
impact of
Council
meaningful.
Through a
Council seeks
to
encourage
and
understanding,
where the
partners are
understood
and

Innovation
is
a
dynamic component
in
of
science assessments
that
encourage
insight
thinking. Innovation
requires creativity,
flexibility,
proactivity,
and
acceptance
of
risk.
By
innovation
the
Council can
further the
reach,
impact of
its
reports.

the
development
and
novel
adaptability,
encouraging
value, and

GOALS
The Council has established six key interrelated goals to be acheived over the next three
years, 2011-2014.

S T R A T E G I C

P L A N

2 0 1 1 - 2 0 1 4

1.

Improve Responsiveness: Develop and

basis,
a
line
of
responds to
the
needs

provide, on
a
services that
of
sponsors.

2.

Achieve Potential:
Attract
and
relevance

3.

Maintain Excellence:
excellence

Maintain and
and

enhance standardsfor
high-quality

4.

Become Sustainable:
dependable

Establish a
funding stream

long-term,

sustainable

5.

Foster Collaboration:
Strengthen
Member Academies
and
achieve its
strategic goals

collaborative
the

alliances among
Council to

6.

Increase Visibility:
Councils
organizations

questionsof
the
to
Canadian

Increase visibility and

work
to
further
impact

timely

highest importance
well-being.

awareness
the

scientific
services.

of

and

the

GOAL1: IMPROVERESPON
SIVENESS
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
questionsposed 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 evidencebased
summarydocuments;
workshops
and
conferences
that
bring
together policy and
scientific communities
to
share
research and
discuss its
implications;
brief,
plain-language
documents
that
provide scenariosand
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
three

the
years,

Council to
it
will

meet
focus

this
its

goal
efforts

over
in

the
three

next
areas:

S T R A T E G I C

P L A N

2 0 1 1 - 2 0 1 4

Continue to undertake in-depth evidence-based assessments: The

core
business is
to
develop in-depth, evidence-based
The
assessment
process is
formalized
through
Assessment
LifecycleMethodology.
This
methodology
account the
various stages of
developing
an
includingrecruiting
panel
members,
assembling
writing, peer
review, and
the
public release and
a
report. The
assessment
methodology
guides
ensures the
integrity of
its
practices.
Moving
Council will
systematically
review the
methodology
remains an
effective and
flexible tool.

Councils
assessments.
the
Councils
takes
into
assessment,
research, report
dissemination
of
Council staff
and
forward, the
to
ensure it

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
Councils
Scientific
AdvisoryCommittee
will
be
better
positioned
to
put
forward suggestions
for
panel
membership
that
are
reflectiveof
national, international,
and
multidisciplinary perspectives.

Insight on
Innovation
The Councils 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

panels consultation paper draws heavily on the data
and findings of the Councils 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.

The
Councils
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 gatheringto
ensure the
research
provided is
relevant, high
quality, and
balanced.
Program Directorsand
management
will
also
seek
to
identify opportunities
to
build
upon
completed
assessments,
as
was
done
with
the
Councils
2010
digital economy report. This
brief
report
was
initiated by
the
Council in
response to
the
governments
national call
for
submissions
on
a
digital
economy strategy.
This
report extended the

S T R A T E G I C

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

P L A N

2 0 1 1 - 2 0 1 4

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
Once
the
Council has
understanding
of
the
and
potential sponsors and
those
needs, it
will
number of
pilot
projects
with
a
range
of

line of new pilot services:

a
better
needs
of
current
how
to
meet
launch a
small
to
experiment
services that
could

be
the
while
its
to

offered in
long
term,
maintaining
commitment
excellence

and
the
projects,
process,
been

high-quality
value
and
the
Council
and
usability
completed.

services.
impact
will
once

To
of
evaluate
the

understand
these
pilot
the
product,
project has

GOAL2: ACHIEVEPOTENT
IAL
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
forwardthinking and
pursue the
topics and
questionsthat
will
be
most
important
to
Canada and
Canadians
well
into
the
21st
century. The
Councils
Board of
Governors,
Scientific
AdvisoryCommittee,
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
questionsthat
would benefit from
an
assessment
of
evidence and
that
will
be
of
the
greatest relevance
for
Canada.

S T R A T E G I C

P L A N

2 0 1 1 - 2 0 1 4

The
Councils
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
Council is
from
across
decision- and
questionsthat
debate and
To
areas:

national organization
able
to
work
the
country.
policy-makers
we
have
wide
spread
decision-making in

achieve this

goal,

Seek new sponsors: The Board

direction for
management
attract questionsfrom
sources
government-funding
model.

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

the
with
organizations
By
working with
can
continue to
relevance
thereby
numerous
sectors.

and
governments
Canadas many
respond to
informing

the

Council will

on

of
to
outside
This

Governors
has
set
develop mechanisms
to
of
the
Councils
activity will
assist
in

focus

four

key

a
identify and
existing
solidifying

the
Councils
independence
from
government
the
reach
of
its
work. Therefore,
the
systematically
draw
from
its
network, includingits
provincial
governments
and
academia,
to
diverse sponsor base
and
range
of
questionsfrom
federal government.
At
the
same
time,
the
consult senior federal officials regarding
how
to
broader range
of
questionsfrom
within government,
spectrum of
federal departments
and
agencies.

and
Council
Member
develop
outside
Council
attract
across

broadening
will
Academies,
a
the
will
a
the

Broaden the reach of assessments by engaging with stakeholders:

will
seek
to
build
relationships
with
senior
officials and
explore how
departments
and
agencies
federal spectrum can
benefit from
the
Councils
more
strategic emphasiswill
also
be
placed on
connections
with
organizations
that
have
an
specific assessment
topics. The
Council will
ensure
have
access to
reports, are
aware of
the
able
to
share
them
with
their
respective
Through greater collaboration
the
Council will
further
its
assessments
and
successfully
inform policy
issues of
importance
to
Canadians.

The
Council
government
from
across
work. A
developing
interest in
stakeholders
findings, and
communities.
the
reach
conversations

Initiate assessments of importance to Canada: Under its

funding
Council receives up
to
five
questionsper
year
federal government,
yet
there
are
numerous
beyond these
five
questionsthat
would benefit from
based
assessment.
In
this
context, the
Council
with
both
the
Scientific
AdvisoryCommittee

agreement,
the
from
the
policy topics
an
evidencewill
work
and
its

the

are
of
on

S T R A T E G I C

Member Academies
initiated by
the
viewed as
a

P L A N

2 0 1 1 - 2 0 1 4

to
determine
a
potential question to
Council that
is
relevant to
Canadians
priority by
Canadas scientific community.

be
and

Address questions of both national and global importance:

In
an
effort
to
diversify its
services, the
Council aims
to
address questionsof
both
national and
international
relevance.
In
the
next
phase
of
growth, it
will
consult with
like-minded
organizations,
includingthe
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.

A Groundswell of
Support
The British Columbia
Auditor
General used the
Councils
2009 report, The
Sustainable
Management of
Groundwater in
Canada, in its audit
of B.C.s
groundwater
system. The
Auditors 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.

GOAL3
: MAIN
TAINE
XCELL
ENCE
Maintain and
enhance standards for
scientific excellence
and high-quality
products
The
Council is
a
relativelyyoung
organization;
despite its
youth, it
has
successfully
built
a
reputation
and
brand
as
a
highly
credible source of
scientific information.

The
Councils
processes
have
ensure that
its
be
trusted and
confidence.

disciplined
and
rigorous
been
developed
to
high-quality
products can
referenced
with

Excellence
is
a
key
value
that
anchors the
work
of
the
Council. The
Council is
committed
to
maintaining
its
high
standardsas
it
navigatesthe
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
standardsfor
excellence
and
encourage
the
development
of
high-quality
assessments.

S T R A T E G I C

To
goal
coming
Council
on
areas:

meet
in
years,
will
four

this
the
the
focus
key

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
both
with
years

Councils
enable it
substantial,
have
had
public-policy
allow
the
refine and
process.

P L A N

2 0 1 1 - 2 0 1 4

Evaluation
Framework
will
to
demonstrate
the
positive impacts that
assessments
and
continue to
have
on
development
in
Canada and
organization
to
continue to
strengthen
the
assessment

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

short- and
long-term
impacts on
key
measurement
activities occurring
following
assessment
publication.

an
two

ongoing basis,
and
five

Enhance processes and mechanisms that underlie high-quality services:

Council will
be
innovative,
flexible, and
resourceful
enhancing
current services and
developing
new
ones.
achieve this,
the
Council will
incorporate
lessons learned
past
experience
to
improve both
its
processes

The
in
To
from
and

its

products. It
ideas
and
implement

will
provide a
best
practices,
Council values into

Support and develop Council staff:

human resource management.
attractingand
retaining the
encourage
them
to
will,
therefore,
continue
providing
the
tools
Council to
continue to
Council will
facilitate easier
teamand
individual-based

forum for
staff
to
and
identify concrete ways
everyday practice.

exchange
to

Excellence
is
achieved through effective
The
Council is
committed
to
best
employees
and
strives to
work
to
their
full
potential.It
to
provide support to
staff
by
and
training necessary
to
allow
the
produce high-quality
assessments.
The
access to
scientific literature and
encourage
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
exchangeof
ideas. As
the
Council seeks
to
be
innovative
in
its
work, incorporating
best
practices from
sister
organizations
will
lead
to
enhancedCouncil services.

S T R A T E G I C

P L A N

2 0 1 1 - 2 0 1 4

GOAL4: BECOMESUSTAIN
ABLE
Establish a long-term, sustainable and dependable funding stream
The
Council
investment
period comes
stability of
report of
urgent need
strategy for
funding, and
that
this
The
Board
the
required

began operationin
2005
from
the
Government
to
a
close, ensuring
the
organization
is
the
External Evaluation
for
the
Board to
sustainable
funding which
a
diversified
funding
is
critically important
of
Governors
has
leadership
on
this

with
a
10-year, $30-million
of
Canada. As
this
the
longevityand
the
paramount.
The
2010
Panel
indicated there
is
an
develop a
long-term
addresses
renewed federal
base. The
Council concurs
for
the
organization.
committed
to
providing
matter.

In
focus

to
three

funding, the

order
on

establish long-term
key
areas:

Develop a long-term funding proposal:

champion
from
the
Board
attention will
be
focused on
Roadmap.
This
roadmap will
strategy that
takes
into
account
of
government
funding, and

Council will

Under the
direction of
a
of
Governors,
immediate
developing
a
Funding Renewal
establish a
long-term
funding
diversified
funding sources, leveraging
required services and
infrastructure.
As

part
of
makers to

this
exercise, the
Council will
determine
current and
future

Northern
Evidence
The Councils 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
governments
funding agreement.
The report was
developed within a
number of months
and its findings
bolstered the

engage federal
needs
for

decision-

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 [Councils] 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.

unbiased,science-based
the
Council will
understand
what
be
proof
of
to
date.
This
discussions
with
the
value
the
its
first
10

information.
Additionally,
seek
to
better
decision-makers deem
to
its
impact and
success
information
will
inform
the
government
on
Council has
had
in
years.

Seek potential sponsors outside of the funding agreement:

Maintaining
core
funding from
the
government
is
important
for
the
Councils
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

S T R A T E G I C

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.

P L A N

2 0 1 1 - 2 0 1 4

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
Councils
future
work.

GOAL5: FOSTER
COLLABORATIO
N
Strengthen the collaborative alliance with Member
Academies to achieve the councils strategic goals

The
Council would not
exist
without its
Continue to enhance
Member Academies;
they
were
critical
the Councils profile:
in
the
creation of
the
Council
As
the
and
in
setting the
organizations
Council grows,
cohesive alliance with
the
Member Academies
enables the
Council to
achieve its
strategic goals
and
forge
a
strong relationship
with
Canadianexperts 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
CanadianAcademy
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
CanadianAcademy
of
Engineering
through the
sharing of
information
and
regular communications. In
fact,
the
offices

original
mandate.
Today, the
academies
voices can
be
heard
through the
Councils
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
scientific merit

process ensures the

integrity and
of
Council assessments.

for
the
Engineering
Council of
facilitating
between the

CanadianAcademy
are
now
located
CanadianAcademies
cooperation
and
two
bodies.

To
strengthen
Council will
focus

collaborative
on
four

of
within the
office space,
collaboration

alliances,the
areas:

Develop a common understanding and shared vision for the

future: The
Council will
work
with
its
Member Academies
to
create a
Statement
of
CommonUnderstanding
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
Canadas science voice
both
nationally
and
internationally.
Ensure regular and ongoing interactions:
will
work
collaboratively
with

The
the

Council

S T R A T E G I C

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.

P L A N

2 0 1 1 - 2 0 1 4

Pursue joint efforts to enhance productivity: The

Council
will
seek
opportunities
to
collaborate
with
each
academy,includingat
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
existenceit
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.

As
was
noted
under
Goal
3,
the
Council aims
to
address
questionsof
both
national and
international
relevance.
In
the
next
phase
of
growth, the
Council will
consult with
likeminded 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
assessments
to
inform

further
and
policy

the
reach
ensure they
discussions.

of
are

Council
used

Drilling Down to the Nano-level

The Councils 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.

S T R A T E G I C

P L A N

2 0 1 1 - 2 0 1 4

GOAL6: INCREASEVISIBI
LITY
Increase visibility and awareness of the Councils work to further the
organizations impact
It
an
who
yet
to
value

is
clear
from
excellent reputation
are
aware of
well
known.
communicate
with
of
its
work

Over
the
to
spread
audience.
new
website
launch, the
downloads
electronic
communication
These two
communication
posters and

the
and
it.
The
its
for

external review that

the
Council has
is
well
respectedby
those
Regrettably,
the
Council is
not
Council is,
however, well
positioned
key
audiences
regarding
the
Canada and
Canadians.

past
year
the
Council
awareness
to
a
In
the
spring of
as
the
face
of
website has
seen
a
of
assessments.
The
newsletter
in
2010
with
stakeholders
and
tools,
combined
with
products, such
as
a
booths, have
enhancedthe

has
built
a
foundation
broader and
more
diverse
2010,
the
Council launched its
the
organization.
Since
its
steady increase in
traffic and
Council also
launched an
that
allows for
regular
its
expert volunteercommunity.
more
traditional
corporatebrochure and
conference
Councils
visibility.

Increasing

recognition

of

the

will

be

essential if

the

Councils

strategic goals

be

met.

Increasing

the

profile

of

the

Council within

government

and

among

academia,

media

and

the

public

help

enhance the

and

relevance

of

Councils

work.

The

Council will

focus

on

five

key

areas

it

seeks

to

of

its

will

as

impact

Council and

increase awareness

its

brand
are

to
the

general
the

work:
Develop additional services:
As
variety of
evidence-based products
sponsors,it
will
consider how
are:
timely, innovative,
relevant
various purposes.
This
may
developing
new
templates
interactive
workshops.
Through
have
higher visibility with
greater
stakeholder
communities.

the
Council
that
meet
to
best
for
users,
include using
and
online
diversification,
potential for

Engage a broader range of stakeholders:

The
connect with
universities
to
build
role
in
providing
science-based
interest, the
assessment
process, and
university
researchers
on
expert
Council will
engage a
broader range
outreach activities,
leveraging
the

offers an
increasing
the
evolving needs
of
provide services that
and
adaptable
for
new
mediums,
material, and
supporting
the
Council will
impact among targeted

Council will
systematically
awareness
about
its
advice in
the
public
the
important
role
of
panels. Additionally,
the
of
stakeholders
in
its
voices of
Council champions

S T R A T E G I C

in
their
science-based

respective
assessments

Increase awareness and visibility:

connections
within the
parliamentarians, as
these
Council, its
work
and
Therefore
the
Council
have
a
specific interest
reports.

P L A N

communities
and
the
The
federal
groups
the
will
in

2 0 1 1 - 2 0 1 4

to
promote the
Councils
work.

Council will
government
would benefit
findings of
strategically
the
subjects

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

value

of

continue to
forge
and
among
from
knowing about
the
its
various reports.
engage those
who
addressed
by
its

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,
and
decision-makers
Councils
services
expanding
the
In
2009
practice of
plans
for
outlines key
opportunities
can
be
Council staff
process. The
develop and
communications
communicate
reports.

enabling
to
and
range

provincial
policybenefit from
the
report findings and
of
readership.

the
Council adopted a
creating individual
communication
each
assessment.
Each
plan
messages,
audiences,
and
for
report dissemination
and
used
by
panel
members and
throughout
the
assessment
Council will
continue to
use
these
individualized
plans
to
strategically
and
disseminate
its

Build a community of volunteer science experts: Overthe

Councils
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
Councils
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

S T R A T E G I C

regarding
fields; and
about
their

changes in
their
gatheringinformation
panel
experience.

P L A N

2 0 1 1 - 2 0 1 4

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.

respective
from
them

Creating a Conversation
The Councils 2010 report,
Canadian Taxonomy: Exploring
Biodiversity, Creating Opportunity, was publicly
released during the United Nations International Year
of Biodiversity. The Council used web-based
technologies and video to inform stakeholders and
the media and further disseminate the panels
findings. A strategic electronic distribution plan also
helped to further the reach of the report. Upon
receiving the expert panels assessment, the
Canadian Museum of Nature issued a statement

CONCLUSION
The
for
are
to

Council of
authoritative,
known for
the
policy

As
build

the
on

CanadianAcademies
reasoned,
and
their
relevance
challenges
facing

Council anticipates
the
its
early
success and

has
earned
objective work.
and
their
Canada.

a
Its
direct

reputation
assessments
connection

future,
ensure

will
its

continue to
work

it
that

continues
to
meet
the
needs
of
Canadiandecision-makers. As
a
national organization,
the
Council looks
forward to
working
with
like-minded
organizations,
friends and
sponsors from
all
sectors of
Canadiansociety to
diversify its
activities,
both
in
terms
of
the
questionstaken
on
for
assessment
and
the
forms these
assessments
take.
The
Council undertakes
these
activities to
continue to
provide value
to
Canada by
assessingthe
evidence underlying
important
policy questions.
The
Council
will
work
with
its
Member Academies
to
leverage the
expertise that
lies
within Canadas expert and
scientific communities
to
enrich its
work
and
extend its
impact.
As
the
build
on
Canadas trusted

organization
moves forward it
will
its
reputation
for
excellence
voice
for
science in
the
public

The
Councils
success will
success of
a
country whose
very
best
evidence possible.

continue to
and
become
interest.

be
Canadas success
policies are
informed by

the
the

180Elgin St., Suite

1401
Ottawa, ON K2P 2K3
613.567.5000
Telephone:
Fax:613.567.5060

www.scienceadvice.ca