The new president of the Natural Sciences and Engineering Research Council (NSERC) says Canada’s granting agencies should coordinate their efforts more closely to achieve a greater collective impact and exploit strategic areas that can deliver tangible economic, social and cultural benefits to all Canadians. But Dr Suzanne Fortier asserts that the timing is not right for radical change such as the scenario advanced by former NSERC president, Dr Peter Morand.

Morand floated the concept of a merger of NSERC with the social sciences component of the Social Sciences and Humanities Research Council in a recent issue of RE$EARCH MONEY (R$, December 9/05). Such a move, he argues, would create a greater interface between disciplines that are rapidly converging. Morand suggests that the new entity be called the Canada Foundation for Research, and that the leadership transition at both NSERC and SSHRC offers a timely opportunity to consider integration.

"At this point in time, at this juncture, I would say that is not the way I would go," says Fortier, who took up her new duties in mid January. "(SSHRC) is into a process of redefinition. I get a sense it’s something that needs to be carried through before you get ambitious with things like merger. I’m not saying it’s not a good idea ever, but I don’t think right now is the right time for that."

SSHRC’s attempt to transform itself from a granting agency to a so-called knowledge council was modeled largely on the successful transition of the Medical Research Council into the Canadian Institutes of Health Research, which Morand has called "a step in the right direction". But SSHRC’s plans have been stalled by government inaction and the departure of its president Dr Marc Renaud part way through his term. An initial search for a replacement was abandoned and a new search has just begun.

"There are a lot of areas where we can work together and collaborate. That’s a big goal for me," says Fortier. "I’m really encouraged to have a new colleague there on a permanent basis … The new (selection) process has just begun but I’m eager to discuss where I’d like to work with SSHRC."

In the meantime, Fortier says she is comfortable with the tradition of continuous process of transformation that has defined NSERC for the past 15 years. Morand struggled to initiate change during a period of shrinking budgets and the era of program review. But coinciding with the arrival of Dr Tom Brzustowski, NSERC’s budget received the largest series of sustained increases in its history. This allowed Brzustowski to expand the scope of research support by strengthening industrial linkages and providing sustained support for organizations like CMC Microsystems (formerly Canadian Microelectronics Corp.)

"I’m a huge fan and admirer of Tom. He did a fantastic job and left NSERC in a good situation ... It’s a very strong organization with a strong culture of service to our community. These are people working towards the success of our researchers," says Fortier, who is the first women to head up NSERC in its history. "NSERC has in fact transformed itself in an engineered kind of way for the past 10 years ... We’re not looking at a big overhaul but certainly we’ll continue to look at what’s important and where we need to go. For me, it started with a discussion of our vision — NSERC will help make Canada a country of discoverers and innovators for the benefit of all Canadians. "

FUNDING PRESSURE

The golden era of research funding in the late 1990s and early 2000s also saw the creation of several new mechanisms such as the Canada Foundation for Innovation and the Canada Research Chairs program. While necessary and critical to Canada’s return to the global research stage, they also created mounting pressures on NSERC’s ability to support the influx of researchers from Canada and abroad.

"When you go to the grant selection committees you see the pressure. Before the Chairs program, most of the people that arrived were at the junior entry level. Now lots of people are arriving at much higher, more senior levels and we have to find support for them," says Fortier. "Giving opportunity to all the talent and making sure people can contribute is a top priority. We are a small population and we need to use everyone we’ve got. (The talent) will move outside of Canada if we don’t give them the opportunity to develop in their disciplines."

Fortier says there’s no doubt additional resources are required to allow NSERC to exploit Canada’s full research potential. She says she could speculate on the need to double its budget within five years, but would prefer to hold off on setting a specific target until she gathers more information.

"Where will we be in five years? It needs more work because we’re not in a steady state right now," she says. "Do we want to be a significant player or a minor player? What strategic areas should we focus on? ... I need a few more months before coming to a figure and nailing it down. I hope to do that before I appear before the Finance committee this fall."

CONSULTATIVE APPROACH

Fortier’s consultative approach to steering NSERC’s future direction has been evident since her arrival in Ottawa. During that time, she has undertaken a whirlwind of meetings to solicit opinions and suggestions from researchers, university presidents, industry players, staff members, members of council, selection committees and other leaders in the research community. The process has strengthened her resolve to direct NSERC’s efforts towards achieving prosperity for Canadians, whether it be economic, social or cultural.

At the same time, Fortier is acutely aware that the arena NSERC is playing in is a global one with high stakes and many challenges. "There are areas of real strategic importance to our country," she says. "They’re strategic areas for all of us and if we coordinate a bit more or better between the other granting councils, the federal level, the provinces and government labs, we could have a bigger impact."

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