Transition Binder for New NSERC President
On this page
- Budget 2019 and Review of Scholarships and Fellowships
- Role of Council
- Gateway Project
- Internal Governance Review
- Approach to International Opportunities
- CRCC priorities
- Relationship with ISED and OGDs
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
- Research Partnerships Renewal Implementation
- Accommodations – Short and Long Term Plans
- Tri-Agency Financial Administration Renewal
- Review of Tri-Agency Governance
- Renewal of Security Program
- Networks of Centres of Excellence Transition
- Equity, Diversity and Inclusion
- Communications Activities and upcoming Events
- Tri-Agency Indigenous Research Strategy
- Discovery Research Program Evaluation
- College and Community Innovation Program
1 – Budget 2019 and Review of Scholarships and Fellowships
Lead: Danika Goosney, Vice-President, Research Grants and Scholarships
Context:
The Scholarships and Fellowships (S&F) Review conducted by Innovation, Science and Economic Development Canada (ISED) in 2018-2019 resulted in the extension of paid parental leave coverage from six months to 12 months for students and postdoctoral fellows who receive granting council funding as well as the increase in the number of Canada Graduate Scholarships, two announcements made in the 2019 Federal Budget.
In addition to these announcements, the S&F Review [Information was severed in accordance with the Access to Information Act]
Current Situation:
Vice-Presidents of programs at NSERC, SSHRC and CIHR were provided with a draft work plan which outlines leads for each recommendation.
Considerations:
This work will need to align with and support the [Information was severed in accordance with the Access to Information Act] also currently in progress (brief # 9).
Upcoming Decision Points: TBD
Proposed Briefing Strategy:
Timing:
- First 15 days
Attendees:
- Danika Goosney, VP, Research Grants and Scholarships
- Alfred LeBlanc, VP, Communications, Corporate and International Affairs
2 – Role of Council
Lead: Alfred LeBlanc, Vice-President, Communications, Corporate and International Affairs
Context:
NSERC's Council is composed of the President and up to 18 other appointed members. Collectively, the Council represents the academic research and private sector R&D communities in natural sciences and engineering, as well as other stakeholder groups in the Canadian innovation system. The Council’s main responsibilities are to set the strategy and high-level policies for NSERC, and to review and evaluate performance. The Council works to achieve the maximum strategic impact for Canada from the expenditure of public funds, and to advance Canada’s research and development agenda.
The Council approves funding allocations to broad program areas for grants, scholarships and fellowships. The responsibility for reviewing applications rests with NSERC’s various selection committees. Council members are not normally involved in these reviews. However, the Council may be asked, on an exceptional basis, to give final approval on certain awards.
The Council is advised on policy and programming matters by standing committees that are responsible for overseeing, where appropriate, the work of selection committees and panels. The committee structure adopted by the Council enables it to devote most of its deliberations to broad policies, strategic direction and financial issues.
The Executive Committee exercises the functions of the Council between Council meetings and acts as a governance, human resources, risk management and oversight committee. The Executive Committee is composed of the President, the elected Vice-President and at least six other members (including the chairs of the standing committees) selected by the Council.
Current Situation:
As a whole, the majority of Council members were appointed in 2018, for terms of one-three years. Four new members were appointed this summer. Several members’ terms end in 2020.
Current Council members are highly engaged and have expressed their desire to contribute more actively to NSERC planning, as opposed to simply being on the receiving end of information. In particular, they are interested in the development of new strategic directions for 2020-2025 for the organization. Council requested that staff work on proposals for: [Information was severed in accordance with the Access to Information Act.] and that these be brought back to Council for in-depth discussion. [Information was severed in accordance with the Access to Information Act.]
Considerations:
Consideration could be given to increasing the number and/or duration of Council and Executive Committee meetings, and to the nature of the items and material provided to Council and the Executive Committee.
The position of Vice-President/Chair of Council was formerly occupied by Dr. Jayas prior to his appointment as Interim President. It is currently vacant. [Information was severed in accordance with the Access to Information Act.]
Upcoming Decision Points:
Dates of upcoming meetings:
- Executive Committee teleconference will be held September 19, 2019
- In-person Council Meeting scheduled for October 7-8, 2019
Proposed Briefing Strategy:
Timing:
- First 30 days
Attendees:
- Barbara Conway, Corporate Secretary
- Alfred LeBlanc, VP, Communications, Corporate and International Affairs
- Kevin Fitzgibbons, Executive Director, Corporate Planning and Policy Division
- Digvir Jayas, Interim President and previous chair
3 – Gateway
Lead: Marc Fortin, Vice-President, Research Partnerships
Context:
To modernize and simplify the grant applications systems, CIHR, NSERC and SSHRC worked together through 2017-2018 to explore the feasibility of jointly developing of a new grants management solution (GMS). The Agencies had independently started updating their respective GMS (ResearchNet and Research Portal 2.0) when efficiencies in working collaboratively were identified. Recommendations within Canada’s Fundamental Science Review supported greater tri-agency collaboration in this area.
In January 2018, CIHR, NSERC and SSHRC signed an Intent to Partner to establish a Tri-agency transition team. The small transition team, with members representing the three agencies, was established with the sole purpose of identifying possible impediments to a joint initiative. The team explored issues from business architecture to employment models and governance structures in a bid to identify red flags to a single solution.
During this phase, two independent consulting firms were engaged to support the analysis.Interis completed a Vision and Outcomes analysis, which provided an integrated tri-council view of expected outcomes and identified a common vision for the initiative. Gartner performed an options analysis providing independent benchmark-informed advice on the best path forward for the delivery of a Tri-agency GMS. Gartner focused on whether the agencies should buy, build or partner on the grants management solution. [Information was severed in accordance with the Access to Information Act.]
On June 11, 2018, the Tri-Agency Transition Team presented the results of their work to the interim governing body known as the Expanded Research Portal Executive Committee (RPEC+). The team’s recommendation that all three agencies work together on a common GMS was endorsed by RPEC+. On September 19, 2018, the Presidents of the three granting agencies formally approved this recommendation. The project was named Gateway, and the three Presidents agreed that NSERC would be the lead agency (Project Sponsor). As Project Sponsor, NSERC has project and spending authority for Gateway. Therefore, NSERC has full accountability for spending, procurement, HR, IT, and for achieving the desired outcomes.
Current Situation:
Team Structure
The Gateway team is currently led by Interim Executive Director, Adrian Mota (CIHR Associate Vice-President) who assumed the role in April 2019. The Executive Director reports to the President of NSERC. While the delivery team is physically located at CIHR, staff originating from the three agencies are in effect all employees of NSERC four different work areas including Stakeholder Relations, Project Management, Business Optimization and Architecture and Digital Solutions.
Governance (current structure)
In October 2018, The Gateway Executive Board (GEB) was established. It provides strategic direction and oversight for the Gateway initiative to ensure the effective and successful planning and implementation of the resulting solution. The membership of GEB is comprised of five core-voting members: Chair - SSHRC Vice-President of Research Programs, CIHR Chief Financial Officer, NSERC Vice-President of Research Partnerships, NSERC-SSHRC Chief Financial Officer and Vice-President and the CIHR Vice-President of Research Programs.
Initiative Approach
The initiative is being conducted in two phases; the Discovery Phase and the Project Phase. The Discovery Phase began in October 2018. Initial activities included establishing the team, the budget, governance structure, as well as engagement with the Treasury Board Secretariat (TBS) to assist in defining the path forward. The Discovery Phase will end with the selection of the industry partner(s) to implement the final solution and the [Information was severed in accordance with the Access to Information Act.]
Industry partner(s) selection will be achieved through an “agile procurement process”, wherein the Gateway team will work collaboratively with the internal and external stakeholder communities to define capabilities, outcomes and potential solutions.
Treasury Board Approval
[Information was severed in accordance with the Access to Information Act.] Throughout the Discovery Phase, Gateway will continue to capitalize on the work already completed as part of previous efforts to renew IT systems to help develop a comprehensive business case and [Information was severed in accordance with the Access to Information Act.]
Stakeholder Engagement Approach
A comprehensive Stakeholder Engagement approach is being developed to ensure the involvement of the diverse internal and external stakeholder community who will benefit from the Gateway solution. Key stakeholder groups from across the tri-agency research communities will be engaged to help the team understand the challenges faced by the current systems and to outline the needs of these groups.
Proposed Briefing Strategy:
Timing:
- First 15 days
Attendees:
- Adrian Mota, AVP Research Programs, CIHR; Interim Executive Director, Tri-agency Gateway Initiative
- Dominique Bérubé, VP Research Programs, SSHRC; Chair Gateway Executive Board
- Marc Fortin, VP Research Partnerships, NSERC, Director Gateway Executive Board
- Patricia Sauvé-McCuan, CFO and VP, Commons Administrative Services, NSERC-SSHRC
4 – Internal Governance Review
Lead: Alfred LeBlanc, Vice-President, Communications, Corporate and International Affairs
Context:
In August 2018, NSERC completed a review of its internal governance structures. The review was initiated to address the need for greater efficiencies in management committee activities and processes, and to ensure proper responsibilities for leadership of and accountability for corporate issues. With the departure of two members of NSERC’s executive and with the launch of a tri-agency governance review, full adoption of proposed changes was deferred until a later time.
Current Situation:
Minor changes in the terms of reference for NSERC’s three management committees (Executive Management Committee, Senior Management Committee and President’s Management Committee) as well as an updated chart on internal accountability and approvals were introduced in early 2019.
Considerations:
Full execution and communication of these changes have been affected by the extended leadership transition period at NSERC. As such, there is the possibility that such changes may need to be re-evaluated with the appointment of a new president. Also, highlighted by the tri-agency governance review and the granting councils review, there is continued discussion of the need for greater harmonization across the agencies, including governance structures.
Upcoming Decision Points:
Confirm new governance structure – timing TBD
Proposed Briefing Strategy:
Timing:
- First 30 days
Attendees:
- Alfred LeBlanc, VP, Communications, Corporate and International Affairs
- Kevin Fitzgibbons, Executive Director, Corporate Planning and Policy
- Daniel Thompson, Chief of Staff
5 – Approach to International Opportunities
Lead: Alfred LeBlanc, Vice-President, Communications, Corporate and International Affairs
Context:
NSERC’s five-year strategic plan, NSERC 2020, highlighted participation in international research as a key objective. Specific goals included: expanded international training opportunities; greater international research collaborations; and, ensuring Canadian representation and leadership in international research and research policy consortia.
Bibliometric data indicate NSERC-supported researchers are highly active in international research projects. In 2018, 44.4% of NSERC-funded publications included an international collaboration. Over 40% of international collaborations were with the United States, followed by China (12%), UK (12%), Germany (10%) and France (9%).
In addition to researcher-initiated collaborations funded through NSERC programs such as Discovery Grants, several other mechanisms allow NSERC to support international research collaborations. Bi-lateral MOUs exist with several countries, including France, Germany, and Taiwan. Multilateral partnerships, including the Human Frontiers of Science Program and the Belmont Forum provide funding for NSERC-supported researchers. A recent call on biodiversity by the Belmont Forum illustrates the value of these partnerships, with NSERC contributing $1.8M to support nine projects that benefit from a total partner contribution of over $19M. NSERC also has experience with participation in European Commission Horizon 2020 research collaborations, notably the WaterWorks ERA-NET that funded 20 projects, three of which were led by Canadians, with another three involving Canadian researchers. NSERC’s participation in the Global Research Council provides an important platform for policy discussions with a large network of research funding organizations.
Overall, countries of note include: France (29 projects worth $28M funded with the Agence Nationale de la Recherche since 2008); Germany (7 projects funded in Advanced Manufacturing – Industry 3.0 with NRC-IRAP and Germany’s Ministry of Education and Research, plus the German Research Foundation’s support for 8 bilateral research training initiatives.)
Current Situation:
The CRCC recently reached an agreement on the design of the international stream for the New Frontiers in Research Fund (NFRF). The stream will include two distinct mechanisms:
- Support for Canadian researchers’ participation in large scale international programs, such as Horizon Europe.
- Support for joints call with international funders.
Considerations:
The launch of the NFRF International component will provide support for interdisciplinary international research efforts. There remain opportunities to support international projects in the natural sciences and engineering disciplines. The new Alliance program can offer that support, albeit with limited funding this current fiscal year.
Upcoming Decision Points: TBD
Proposed Briefing Strategy:
Timing:
- First 30 days
Attendees:
- Alfred LeBlanc, VP, Communications, Corporate and International Affairs
- Kevin Fitzgibbons, Executive Director, Corporate Planning and Policy
- Marc Fortin, VP, Research Partnerships
- Noel Burns, Deputy Director, Policy and International Relations
6 – Canada Research Coordinating Committee Priorities
Lead: Alfred LeBlanc, Vice-President, Communications, Corporate and International Affairs
Context:
The Canada Research Coordinating Committee (CRCC) is mandated to achieve greater harmonization, integration and coordination of research-related programs and policies and to address issues of common concern to the granting agencies and the CFI. In addition to the Presidents of CIHR, NSERC, SSHRC and CFI, CRCC membership includes the President of the National Research Council, the Chief Science Advisor and the Deputy Ministers of Health and Innovation, Science and Economic Development.
In their initial work plan, the CRCC has pursued five specific priorities:
- Developing innovative programming across the granting agencies that supports international, interdisciplinary, high-risk and rapid-response research that generates new knowledge.
- Building Canadian capacity to identify and respond to emerging areas of research.
- Removing barriers faced by under-represented and disadvantaged groups to ensure equitable access across the granting agencies and establish Canada as a world leader in equity, diversity and inclusion in research.
- Developing, in partnership with Indigenous communities, an interdisciplinary Indigenous research and research training model that contributes to reconciliation with First Nations, Métis and Inuit.
- Establishing Canada as a world leader in supporting the development of talent throughout the research career life cycle.
Current Situation:
The CRCC reports the following progress.
Priority 1: Interdisciplinary, international, high-risk/high-reward, rapid-response research
- Launched the New Frontiers in Research Fund (NFRF) to support three streams of research (Exploration, Transformation and International) and the inaugural Exploration call for early career researchers doing innovative, high-risk/high-reward interdisciplinary research.
Priority 2: Key emerging research areas
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
Priority 3: Equity, diversity and inclusion
- Harmonized tri-agency collection of self-identification data from all applicants from May to December 2018.
- Launched pilot EDI Institutional Capacity-Building Grant program.
- Minister Duncan launched the new pilot program, Dimensions: Equity, Diversity and Inclusion Canada and new Charter.
Priority 4: Indigenous research
- Launched Indigenous Research Capacity and Reconciliation – Connection Grants in June 2018. Awarded 116 grants in November 2018.
- Held National Dialogue in March 2019.
Priority 5: Early career researchers
- Adopted tri-agency working definition of early career researcher (ECR).
- Harmonized tri-agency performance indicators to enable the monitoring of success of ECR initiatives.
- Added a research stipend of $20,000 per year for first-term Tier 2 CRC chair holders.
Considerations:
Work by the tri-agencies has significantly advanced all CRCC priorities. The CRCC is currently developing a work plan for future years.
Upcoming Decision Points:
TBD - depends on timing of CRCC meetings and decisions taken with respect to new priority areas.
Proposed Briefing Strategy:
Timing:
- First 15 days
Attendees:
- Digvir Jayas, Interim President
- Alfred LeBlanc, VP, Communications, Corporate and International Affairs
- Kevin Fitzgibbons, Executive Director, Corporate Planning and Policy
- Danika Goosney, VP, Research Grants and Scholarships
- Marc Fortin, VP, Research Partnerships
7 – NSERC Relationship with ISED and other federal departments
Lead: Alfred LeBlanc, Vice-President, Communications, Corporate and International Affairs
Context:
NSERC reports to the Minister of Science, Kirsty Duncan, and belongs to a large grouping of organizations that, collectively, make up the Industry Portfolio of Industry, Science and Economic Development Canada. NSERC’s President participates in regular portfolio meetings, which include the following members:
- Atlantic Canada Opportunities Agency
- Business Development Bank of Canada
- Canada Economic Development for Quebec Regions
- Canadian Northern Economic Development Agency
- Canadian Space Agency
- Competition Tribunal
- Copyright Board Canada
- Destination Canada (formerly known as the Canadian Tourism Commission)
- Federal Economic Development Agency for Southern Ontario
- Federal Economic Development Initiative for Northern Ontario
- Innovation, Science and Economic Development Canada
- National Research Council Canada
- Natural Sciences and Engineering Research Council Canada
- Social Sciences and Humanities Research Council of Canada
- Standards Council of Canada
- Statistics Canada
- Western Economic Diversification Canada
The following organizations are also associated with the ISED portfolio:
- Genome Canada
- Canada Foundation for Innovation
- Council of Canadian Academies
- Pierre Elliott Trudeau Foundation
- Council on Science and Innovation (pending)
- Sustainable Development Technology Canada
NSERC has actively supported several recent ISED-led horizontal reviews, such as innovation programming and, most recently, a scholarships and fellowships (brief # 1) and skills review.
In addition to the Industry Portfolio, several other committees represent important sources of interdepartmental discussion on science and technology issues, including the ADM Science and Technology Committee, and the Deputy Minister’s Committee on Science, chaired by Janet King (Public Services and Procurement Canada).
The DM Science committee: “Supports the Government’s overall science agenda by overseeing, promoting and encouraging the collective management of federal intramural science with visible leadership and accountability. It aims to strengthen the capacity of the government to lead scientific action by undertaking science and in an integrated and coordinated way where mandates are aligned.” Notable initiatives include the Federal Science and Technology Infrastructure Initiative that will help update aging scientific infrastructure as well as enable the establishment of federal laboratories in as many as 25 Canadian communities. This initiative will also review existing investments and federal laboratories, and develop and implement a 25-year investment plan that will support a renewed vision for federal science infrastructure within Canada.
Current Situation:
In order to better connect NSERC with the rest of Government, and to demonstrate the impact of NSERC in relation to a national agenda, the Research Partnerships directorate has initiated a series of partnerships with Government of Canada departments to address their needs in terms of research. Research funding opportunities were launched with partners such as Fisheries and Oceans Canada, Environment and Climate Change Canada and the Canadian Space Agency. These opportunities allow NSERC to connect federal science needs with the academic research community, and to leverage the funding of other federal departments.
Considerations:
The new Alliance grants program provides an opportunity for greater collaboration with other government departments and agencies. Alliance grants provide support for projects that include both generators and users of research results and knowledge.
Upcoming Decision Points:
None.
Proposed Briefing Strategy:
Timing:
- First 30 days
Attendees:
- Alfred LeBlanc, VP, Communications, Corporate and International Affairs
- Kevin Fitzgibbons, Executive Director, Corporate Planning and Policy
- Marc Fortin, VP, Research Partnerships
8 – [Information was severed in accordance with the Access to Information Act.]
Lead: Marc Fortin, Vice-President, Research Partnerships
Context:
NSERC currently has staff in five regional offices. Some of those offices are in downtown locations relatively close to major academic institutions (Montreal, Vancouver) while others are in more remote or less central sites (Moncton, Mississauga, Winnipeg). The lease for the NSERC Ontario Regional Office, in Mississauga, expired at the end of May 2019 [Information was severed in accordance with the Access to Information Act.]
Current Situation:
[Information was severed in accordance with the Access to Information Act.]
Considerations:
[Information was severed in accordance with the Access to Information Act.] However, employees do travel regularly to other universities. 21(1)(b) and (d)
[Information was severed in accordance with the Access to Information Act.]
Up to the launch of Alliance, NSERC’s consolidated research partnerships program, staff in regional offices was heavily involved in the delivery of Engage and Connect grants, and Experience Awards. With these programs no longer being offered, the regional offices will be involved in the delivery of Alliance, as well as client service and outreach. [Information was severed in accordance with the Access to Information Act.]
[Information was severed in accordance with the Access to Information Act.]
Proposed Briefing Strategy:
Timing:
- First 30 days
Attendees:
- Marc Fortin, VP, Research Partnerships
- Jeffery Nerenberg, Director, Regional Development
- Danika Goosney, VP, Research Grants and Scholarships
- Patricia Sauvé-McCuan, VP and CFO, Common Administrative Services
- Stéphane Frappier, Director of Security, Facilities and Workplace Renewal
9 – [Information was severed in accordance with the Access to Information Act.]
Lead: Alfred LeBlanc, Vice-President, Communications, Corporate and International Affairs
Context:
Implementation of Budget 2018 [Information was severed in accordance with the Access to Information Act.]
[Information was severed in accordance with the Access to Information Act.]
Current Situation:
[Information was severed in accordance with the Access to Information Act.]
Considerations:
[Information was severed in accordance with the Access to Information Act.]
Upcoming Decision Points:
[Information was severed in accordance with the Access to Information Act.]
Proposed Briefing Strategy:
Timing:
- First 15 days
Attendees:
- Alfred LeBlanc, VP, Communications, Corporate and International Affairs
- Kevin Fitzgibbons, Executive Director, Corporate Planning and Policy
- Marc Fortin, VP, Research Partnerships
- Danika Goosney, VP, Research Grants and Scholarships
- Patricia Sauvé-McCuan, VP and CFO, Common Administrative Services
10 – Research Partnerships Renewal Implementation
Lead: Marc Fortin, Vice-President, Research Partnerships
Context:
Direction provided in Budget 2018 asked NSERC to consolidate six Research Partnerships programs (Engage Grants, Industrial Research Chairs, Connect Grants, Strategic Partnership Grants for Networks and Projects, Experience Awards, and Collaborative Research and Development Grants) into one, and to improve the experience for stakeholders.
Over the last year, NSERC designed the new program by building on the strengths of its current programs and with the help of rich, constructive feedback from both internal staff and the community. Briefing sessions and open communications with our stakeholders allowed NSERC to design a new program that aims to encourage greater collaboration in Canada’s R&D system and to increase the impact of R&D investments through support for projects that include both generators and users of research results and knowledge.
To ensure coherance, NSERC also included the Chairs in Design Engineering program into the consolidation exercise.
We aimed to make the transition of all programs as seamless as possible for staff and for the research community. Transition information on current programs was provided regularly directly to the community and on NSERC’s website, and staff was actively involved in the design and implementation processes.
Current Situation:
NSERC Alliance grants – Canada’s Research Partnerships Program was launched on April 24, 2019 and is open for applications in a phased approach. The first phase, for applications requesting $150,000 or more annually from NSERC, opened on May 21, 2019. The opening dates of other phases have not yet been determined and are a function of IT system readiness as well as our financial and personnel resources.
Alliance grants encourage university researchers to collaborate with partner organizations, which can be from the private, public or not-for-profit sectors. These grants support research projects led by strong, complementary, collaborative teams that will generate new knowledge and accelerate the application of research results to create benefits for Canada.
Seven Partnership Program Implementation Committees continue to meet frequently to move on all aspects of the Alliance implementation activities. The committees report back to NSERC’s RP management team on a weekly basis to inform each other, to discuss issues and to make decisions.
NSERC staff attend meetings and events across the country and are presenting the Alliance Program to members of the community to answer questions and seek feedback.
Considerations:
At this time, the application system platform does not support a fully simple, modern and improved design, as originally planned. There are temporary solutions available for the community and staff. [Information was severed in accordance with the Access to Information Act.] The development of a better application platform is the subject of a separate note (see brief # 3). Until then, additional effort will continue to be needed to minimize the frustrations for staff and the community.
The Minister’s Office will need to be informed of any changes, delays and/or impact affecting the community.
Program performance and financial pressures will be monitored. [Information was severed in accordance with the Access to Information Act.]
Upcoming Decision Points:
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
Proposed Briefing Strategy:
Timing:
- First 30 days
Attendees:
- Marc Fortin, VP, Research Partnerships
- Jennifer Bean, Deputy Director, Regional Development
- Michael Lam, Senior Manager, Strategic Planning
- Jeffery Nerenberg, Director, Regional Development
- Mélanie Perron, Policy and Planning Analyst
- Vannessa Budarick, Deputy Chief Information Officer
11 a) Accommodations – Long Term Plans, i.e., “Workplace Renewal”
Lead: Patricia Sauvé-McCuan, Vice-President, Common Administrative Services
Context:
NSERC’s lease at 350/360 Albert St. will be expiring in fall of 2021. On June 6, 2019, Public Services and Procurement Canada (PSPC), the leasing authority for the Federal Government, advised that, at the end of the lease, NSERC and SSHRC will be relocated to Chaudière East District on Chaudière Island, in Ontario (Zibi project). The move to this new location will be used as an opportunity to transition NSERC/SSHRC to the current Government of Canada office standards, GCWorkplace.
GCWorkplace takes an integrated approach to create a workplace that is digital, inclusive, healthy, flexible, efficient, collaborative, and green. To meet all these objectives, NSERC has divided the Workplace Renewal project into three sub-projects:
- Workspace of the future focuses on the physical office space, including providing PSPC with the necessary information to procure our future office space, and designing and furnishing the interior.
- Worktools of the future focuses on modernizing our technology and information management. That is, we are providing NSERC employees with the tools to work anywhere and anytime, and in a paperless environment.
- Workforce of the future involves preparing our staff for this new way of working, providing training, etiquette guidelines, and other supports to resolve issues before they arise and maximize productivity.
The Workplace Renewal project is supported by a bi-agency multi-disciplinary technical advisory group. Project champions have also been identified from the senior management teams of NSERC (Danika Goosney) and SSHRC (Brent Herbert-Copley).
Current Situation:
PSPC’s decision regarding the agencies’ future office location (Chaudière East District) was announced to all employees on June 10, 2019.
Senior management is provided with monthly status updates via the Workplace Renewal project dashboard.
Considerations:
NSERC and SSHRC have committed $18M over the next 3 years to fund the Workplace Renewal project.
Change management is an integral part of the Workplace Renewal project; this new way of working requires a significant culture shift and changes to our business processes. A strategic change management approach is currently under development. This will reduce challenges during the transition and increase the speed and likelihood that NSERC will realize the benefits of our new work environment. Our change management approach will include an employee communication and engagement plan designed to reduce employee concerns and ease the transition to our modern workplace.
Proposed Briefing Strategy:
Timing:
- First 15 days
Attendees:
- Patricia Sauvé-McCuan, VP and CFO, Common Administrative Services
- Stéphane Frappier, Director of Security, Facilities and Workplace Renewal
11 b) Accommodations – Short Term Plans, i.e., “Space Optimization”
Lead: Patricia Sauvé-McCuan, Vice-President, Common Administrative Services
Context:
The increase in funding received in Budget 2018 resulted in an unprecedented growth in the number of staff at NSERC and SSHRC. To date, new employees have been seated on a ‘first-come, first-served’ basis. However, this has resulted in splitting some teams across multiple floors. Furthermore, current floor layouts do not have sufficient workspaces for the projected growth.
Following multiple rounds of consultations with Directors and Vice-Presidents, a short term Space Optimization Strategy is being developed to house current and expected staff between this growth period and our move to Chaudière Island. [Information was severed in accordance with the Access to Information Act.]
Current Situation:
As of May 2019, the Facilities Management Team is meeting with VPs and their teams to review space allocation needs and plan required moves to co-locate teams. Facilities Management is also preparing plans to acquire furniture for the new workspaces that will be created.
As expected employee growth has not yet been realized there have been, on average, 60 workstations vacant since April 1, 2019.
Considerations:
The process to purchase furniture through PSPC requires a minimum of 6 months. As such, the majority of activities will not begin until January 2020. [Information was severed in accordance with the Access to Information Act.]
Proposed Briefing Strategy:
Timing:
- First 15 days
Attendees:
- Patricia Sauvé-McCuan, VP and CFO, Common Administrative Services
- Stéphane Frappier, Director of Security, Facilities and Workplace Renewal
12 – Tri-Agency Financial Administration Renewal
Lead: Patricia Sauvé-McCuan, Vice-President, Common Administrative Services
Context:
Tri-agency financial administration renewal aims to streamline and simplify the administration and use of grant funds. This is being done by:
- Creating a “principles-based” financial administration guide that promotes efficiencies, reduces burden, and provides greater flexibility to administering institutions and grant recipients in ensuring the appropriate accountability and use of grant funds;
- Renewing the Tri-Agency Financial Monitoring Framework to focus on controls and institutional policies, develop risk-based financial reviews, and facilitate dialogue between institutions and the Agencies; and
- Modernizing post-award administration to better align Tri-Agency responses to questions from institutions, publish and improve service standards, and update Tri-Agency documentation.
Current Situation:
- CIHR leads the work on the principles-based guide. The first version was shared with 12 pilot institutionsFootnote 1 on October 29, 2018. Following extensive consultation with agency staff and users at the pilot institutions, the second version of the principles-based guide will be ready to share with all of the agencies’ administering institutions in September 2019. Non-pilot institutions will then have one year to prepare for implementation, during which time the current approach to financial administration will remain in effect (until September 2020).
- NSERC/SSHRC’s Finance division leads the work on the financial monitoring framework. The framework is an internal document; a summary of the institutions’ role in, and background information about, the monitoring process will be shared with the 12 pilot institutions in late summer 2019, and the framework itself will be tested by the agencies at the pilot institutions starting at the same time. Like the guide, the framework will be formally in effect starting in September 2020.
- The renewal of post-award administration is being carried out within each agency. At NSERC, continuous improvement related to the implementation of the Guide have been undertaken since the pilot began in November 2018, and will continue through the transition (September 2019-April 2020) and implementation (April 2020 onwards) period. It is anticipated that administrative processes will become streamlined with the higher degree of harmonization across the agencies related to administrative matters (e.g., leave provisions, deferrals, transfers, eligibility), which will result in further changes to post-award activities.
- A change management plan is being prepared to guide and coordinate activities in these key areas. It includes a communications plan and provisions for training products that will be developed for various target audiences through to September 2020 and beyond.
- A communications plan is being led by CIHR with the involvement of NSERC and SSHRC staff as necessary. Staff are in regular contact with the Canadian Association of Research Administrators (CARA) and CAUBO, and will attend the annual meetings of these associations and participate in regular discussions to ensure the institutions’ concerns are being addressed.
Considerations:
Feedback from pilot institutions has been positive and constructive, leading to substantial improvements and clarifications in the second version of the principles-based guide.
The Canadian Association of University Business Officers (CAUBO) is highly engaged in the pilot, and in discussing how it can participate in the implementation of the guide for its members. This includes mechanisms for sharing best practices and risk assessments that will need to be carried out by the institutions.
Upcoming Decision Points:
- CFOs from NSERC/SSHRC and CIHR must approve version two of the guide prior to sharing it with institutions (July-August 2019).
- [Information was severed in accordance with the Access to Information Act.]
Proposed Briefing Strategy:
- A briefing is not necessary at this time.
13 – Review of Tri-Agency Governance
Lead: Alfred LeBlanc, Vice-President, Communications, Corporate and International Affairs
Context:
NSERC, SSHRC and CIHR have, together, launched a tri-agency governance review. The project authority for this undertaking is composed of: CIHR Executive Management Committee; NSERC President’s Management Committee; and, SSHRC Senior Management Committee.
Although separate, each of the funding agencies have aligned and optimized policies where appropriate to ensure consistency of approach (e.g., Tri-Agency Open Access Policy on Publications; Public Communications Policy of Federal Research Funding Organizations). To facilitate harmonization, the tri-agencies created a number of internal governance processes, such as TC3+, a regular forum for the agency presidents to discuss issues of common interest. In recent years, the number and complexity of tri-agency projects and initiatives have increased significantly [Information was severed in accordance with the Access to Information Act.]
Current Situation:
Following a competitive bidding process, a contractor was engaged to undertake the review. The responsibility centre authority for the contract sits with SSHRC and the project is being managed by SSHRC.
The consultant has completed executive interviews of managers at the three agencies as part of the work plan. The review is analyzing the current structures, processes and procedures of each of the three funding agencies. The review does not include study of program delivery management bodies (e.g., TIPS, NCE) or the Gateway Project.
Considerations:
The project is proceeding as scheduled.
Upcoming Decision Points:
A draft report has been received and the Tri-Agency EVPs have been briefed. The report will be presented to all Vice-Presidents in September and to the three Presidents in October.
Proposed Briefing Strategy:
Timing:
- First 15 days
Attendees:
- Alfred LeBlanc, VP, Communications, Corporate and International Affairs
- Barbara Conway, Corporate Secretary
- Kevin Fitzgibbons, Executive Director, Corporate Planning and Policy
14 – Security Program Renewal
Lead: Patricia Sauvé-McCuan, Vice-President, Common Administrative Services
Context:
Treasury Board Secretariat’s (TBS) Policy on Government Security (PGS) requires all departments and agencies to select, implement, monitor and maintain sustainable security measures (also known as security controls). These security controls must be centrally coordinated and systematically woven into day-to-day operations to ensure that: individuals, information, assets and services are safeguarded; departments/agencies do not increase risks to other departments/agencies or the government as a whole; and critical services and operations continue in the event of an emergency. Appropriate security controls at NSERC contribute not only to the protection of NSERC, but are also an essential component for the security posture of government as a whole.
Necessary security controls include, but not limited to: information assurance, individual security screening, physical security, IT security, security in contracting, sharing information and assets with other governments and organizations, obtaining security services from other organizations, security awareness and training, security incident management, protection of employees from workplace violence, security inspections, administrative investigations related to incidents, emergency management, security posture during heightened levels of security and business continuity planning.
NSERC shares a Security Program with SSHRC (delivered through the Common Administrative Services Directorate), with the VP-CASD acting as Chief Security Officer for both agencies.
Current Situation:
[Information was severed in accordance with the Access to Information Act.]
Considerations:
As per the TBS Policy on Government Security, all Deputy Heads (Presidents of SSHRC and NSERC) are responsible for establishing an effective security program for the coordination and management of all security activities. Given that NSERC and SSHRC share a Security Program, any changes must be supported by senior management at both agencies.
Upcoming Decision Points:
[Information was severed in accordance with the Access to Information Act.]
Proposed Briefing Strategy:
Timing:
- First 30 days
Attendees:
- Patricia Sauvé-McCuan, VP and CFO, Common Administrative Services
- Stéphane Frappier, Director of Security, Facilities and Workplace Renewal
15 – Networks of Centres of Excellence Transition
Lead: Marc Fortin, Vice-President, Research Partnerships
Context:
As per Budget 2018, funding for the Centres of Excellence for Commercialization and Research (CECR) and the Business-led Networks of Centres of Excellence (BL-NCE) programs will be gradually transferred to ISED’s Strategic Innovation Fund (SIF) between now and Fiscal Year 2022-23. Ongoing awards to centres (14) and BL-networks (4) will be honored as per the funding agreements.
In addition, in December 2018 the Government of Canada announced that funding from the Networks of Centres of Excellence (NCE) program will be gradually transferred to the New Frontiers in Research Fund. The transition will occur over the next few years with a complete wind-down of the NCE suite of programs by 2023-24. Ongoing awards to networks (17) will be honored as per the funding agreements as well as those that will be successful in the final three-year NCE renewal competition to be completed by fall 2019.
Funding agreement commitments include annual monitoring and peer review as well as NCE staff oversight and support of networks and centres.
Current Situation:
There will be no new competition for the CECR and BL-NCE programs. The NCE Secretariat has been working collaboratively with ISED on the development and launch of the new SIF Stream 5, which is identified as a potential source of funding for organizations supported through the NCE. At the request of ISED, the NCE Secretariat led a special initiative to provide bridge funding to 8 organizations that saw their funding end by March 2019. Funding for this initiative has been secured through ISED’s SIF 5 Treasury Board submission.
One final competition taking place over summer and fall 2019 remains for five NCE networks:
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
Considerations:
Staff at the NCE Secretariat are fully engaged at supporting the NCE portfolio during the wind-down period through a variety of initiatives and engagement activities with key stakeholders. The focus is to maximize network connections with other tri-agency and Government of Canada initiatives and sharing lessons learned and best practices from 30 years of experience in the delivery of tri-agency programs.
The NCE Secretariat has unique expertise in the management, governance and oversight of not-for-profit organizations. As its legacy and in order to ensure this knowledge and expertise is shared, staff have been engaging in a variety of communication and collaborative activities with ISED and the tri-agencies to possibly inform future multidisciplinary program design and delivery.
Particularly, staff are holding regular sessions with these partner organizations to (1) identify strategic opportunities to maximize the legacy of the NCE suite of programs (2) explore possible funding opportunities for the NCE portfolio (3) explore potential receptor communities of NCE processes, policies and procedures across government, (4) explore ways to leverage NCE network activities to advance NSERC and tri-council priorities including Indigenous research, international relationships, and EDI efforts, and (5) identify possible alternate activities where the NCE Secretariat could play a leadership role in tri-council activities.
Continued engagement with the NCE Secretariat and the NCE portfolio by senior leadership at the tri-agencies will be necessary to maximize the legacy of the Government of Canada’s more than $2.7 billion investment across the suite of NCE programs since 1989, and to ensure a successful transition.
[Information was severed in accordance with the Access to Information Act.]
Upcoming Decision Points:
NCE Steering Committee approval of results of renewal competition (October 24, 2019).
Proposed Briefing Strategy:
Timing:
- First 30 days
Attendees:
- Marc Fortin, VP, Research Partnerships
- Brigit Viens, Deputy Director, NCE
16 – Equity, Diversity and Inclusion
Lead: Alfred LeBlanc, Vice-President, Communications, Corporate and International Affairs
Context:
Budget 2018 made major investments in support of science and research. It tied investments to “clear objectives and conditions so that Canada’s next generation of researchers – including students, trainees and early career researchers – is larger, more diverse and better supported.”
The Canada Research Coordinating Committee (CRCC) also addressed the issue of equity, diversity and inclusion (EDI) as one its five priorities, namely: removing barriers faced by under-represented and disadvantaged groups to ensure equitable access across the granting agencies and establish Canada as a world leader in equity, diversity and inclusion in research.
Responding to this priority, the three granting agencies, led by NSERC, developed a five-year action plan for EDI, approved by Treasury Board in the Fall of 2018, and have been implementing the plan since that time. The tri-agency plan is aligned with, and will replace, NSERC’s Framework on Equity, Diversity and Inclusion. Council also established a special committee on EDI, which is briefed regularly.
Current Situation:
A key objective in the EDI plan is to ensure that comprehensive data is available for tri-agency progress on EDI. The agencies launched the first phase of self-identification data collection amongst grant recipients during the period May – December 2018 (Age, Gender, Indigenous Identity, Disability). Completing the self-identification form is mandatory, but for each category there is an option for “I prefer not to answer.” NSERC received over 10,000 responses. An initial snapshot of all responses collected during this period is provided in the CRCC Progress Report, released on May 22, 2019. Future self-identification data collection will focus on members of peer review panels and members of governance committees.
Following announcement of a pilot program in Budget 2018, NSERC led extensive consultations on plans for a made-in-Canada version of the U.K. Athena SWAN program to foster cultural change at colleges and universities to fully embed EDI in the research ecosystem. On May 9, 2019 Minister Duncan launched the re-named, Canadian version of the program, Dimensions: Equity, Diversity and Inclusion Canada, and a comprehensive program Charter. The Charter contains a series of guiding principles that expand the program from its foundations as gender-focused intervention into an initiative that collects data on and addresses the intersections between multiple identity factors, across all disciplines and institution types.
NSERC also launched a second pilot program for EDI Institutional Capacity Building Grants to help institutions develop approaches to increase the participation and advancement of underrepresented researchers in academic careers. The program has been expanded to include universities, colleges and polytechnics, and the first 15 awards were announced on
May 9, 2019.
In addition, divisions throughout NSERC are exploring various options to enhance EDI across all of our programs and policies. Continued attention and focus is needed to ensure progress is made across NSE disciplines and throughout NSERC.
Considerations:
Rapid progress has been made on this file, and additional resources have been allocated towards this priority, including staff time in divisions across NSERC and the other agencies. Currently, attention is being directed to reporting requirements and optimizing governance processes.
Upcoming Decision Points:
Further updates on EDI will be required for CRCC [Information was severed in accordance with the Access to Information Act.]
Proposed Briefing Strategy:
Timing:
- First 15 days
Attendees:
- Alfred LeBlanc, VP, Communications, Corporate and International Affairs
- Danika Goosney, VP, Research Grants and Scholarships
- Karine Morin, Director, Policy and Interagency Affairs
- Monique Zaloum, Deputy Director, Interagency Affairs
17 – Communications Activities and upcoming Events
Lead: Alfred LeBlanc, Vice-President, Communications, Corporate and International Affairs
Context:
Public communications about NSERC-supported research and NSERC programs plays an important role in helping stakeholders recognize and understand the value of publicly-funded research. The NSERC communications group supports efforts to reach external audiences (e.g., elected officials, NSERC-funded researchers, university/college research administrators, other government agencies and partners, science outreach organizations, teachers, Canadians interested in science and engineering, including young people) through the NSERC website, social media, public events and media relations. The group also provides internal communications support by maintaining an active NSERC Intranet site, working with the Common Administrative Services Directorate on staff communications, and organizing all-staff gatherings. The communications group provides translation services and creative services such as Web site development, graphic design, photography and video production.
Current Situation:
NSERC recently completed a series of high-profile communications activities including: the announcement of the annual Top Researchers awards, which comprised events on Parliament Hill and a ceremony at the Governor-General’s residence; the launch of new Alliance grants; the announcement of the rebranded Athena SWAN program for EDI (Dimensions: Equity, Diversity and Inclusion Canada); the 2019 edition of Science Odyssey; and, the announcement of the 2019 Discovery Grant recipients.
Considerations:
Once the federal election is called there will be an embargo on any external communications activities (e.g., announcement of grant competition results, new program launches, release of promotional material). Going forward, there will also be further discussions about how to optimize Tri-Agency communications and communications positioning vis-à-vis the CRCC.
Upcoming Decision Points:
Guidance on your intent with regards to engagement with the community in your first few months in office would be appreciated.
Proposed Briefing Strategy:
Timing:
- First 30 days
Attendees:
- Alfred LeBlanc, VP, Communications, Corporate and International Affairs
- Christian Riel, Director, Communications
- Martin Leroux, Acting Manager, Communications
18 – Tri-Agency Indigenous Research Strategy
Lead: Alfred LeBlanc, Vice-President, Communications, Corporate and International Affairs
Context:
The work plan of the Canada Research Coordinating Committee (CRCC) includes a priority linked to recommendations by the Truth and Reconciliation Commission. Specifically, the CRCC was charged with:
- Developing, in partnership with Indigenous communities, an interdisciplinary Indigenous research and research training model that contributes to reconciliation with First Nations, Métis and Inuit.
In 2018-19, SSHRC led an extensive consultation process with input and collaboration from an Inter-Agency Working Group on Indigenous Research. On May 30, 2019, CRCC endorsed the Tri-Agency Indigenous Research Strategy: Strengthening Indigenous Research Capacity. The document will be shared with Indigenous stakeholders before being shared publicly. In addition to the inter-agency working group, other notable governance structures include:
- ITK (Inuit Tapiriit Kanatami) - Tri-Agency Working Group
- Indigenous Research Reference Group (NSERC) established as a liaison function between NSERC and interagency WGs
- Tri-Agency Working Group on Reducing Administrative Barriers (eligibility)
- Interagency Reference Group for the Appropriate Review of Indigenous Research
Both CIHR (Institute on Indigenous Health) and SSHRC (Indigenous Advisory Circle) have established agency governance structures in place. NSERC created an Indigenous Advisory Committee that met only once in May 2018 to provide guidance on NSERC positioning within the Tri-Agency Strategy Development but it has not been formally established as a governance committee.
Current Situation:
Implementation of the Indigenous strategy requires developing an action plan that could be ready for presentation to the new federal government in the fall. The inter-agency working group will be responsible for developing the plan through ongoing engagement with Indigenous partners, and respecting all business processes for required internal consultations and approvals within and across the agencies. Key elements of the action plan include:
[Information was severed in accordance with the Access to Information Act.]
- Creation of an Indigenous Leadership Circle [Information was severed in accordance with the Access to Information Act.]
[Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
Considerations:
[Information was severed in accordance with the Access to Information Act.]
[Information was severed in accordance with the Access to Information Act.]
[Information was severed in accordance with the Access to Information Act.]
[Information was severed in accordance with the Access to Information Act.]
Upcoming Decision Points:
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
Proposed Briefing Strategy:
Timing:
- First 15 days
Attendees:
- Kevin Fitzgibbons, Executive Director, Corporate Planning and Policy Division
- Denis Godin, Acting Associate VP, NCE
- Alfred LeBlanc, VP, Communications, Corporate and International Affairs
- Norman Marcotte, Director, Science Promotion and Operations
19 – Discovery Research Program Evaluation
Lead: Danika Goosney, Vice-President, Research Grants and Scholarships
Context:
The Discovery Research program undergoes a routine evaluation every five years, as mandated by the Treasury Board’s Policy on Results. Past evaluations of the Discovery program have focused on individual Discovery Grants. While the current evaluation includes elements related to individual grants, its main focus is on the suite of Discovery Research programs that complement the individual grants – namely Supplements (Discovery Accelerator Supplement (DAS), Northern Research Supplement (NRS) and Ship Time (ST)), Research Tools and Instruments (RTI), and other funding mechanisms (Subatomic Physics (SAP) and Mathematics & Statistics (MS) funding envelopes and institutes). The majority of these programs and mechanisms have not previously been included in a formal evaluation.
The key objectives of the evaluation are firstly to assess how effectively the Discovery Research program supports excellence in research in Canada and secondly to determine to what extent/how effectively the Discovery Research suite of programs address the needs of the NSE research communities.
The evaluation is managed by NSERC’s and SSHRC’s Evaluation Division in collaboration with management from the Research Grants divisions, forming the bulk of the Evaluation Advisory Committee (EAC) membership. The EAC is supported by two members of the Committee on Discovery Research.
The main lines of evidence consist of an administrative data review, a bibliometric analysis, a prizes analysis, a survey of Discovery Grant applicants from 2013-2017, key informant interviews (internal and external) and case studies on NSERC-funded research institutes. Two consulting firms are contracted by the Evaluation team to support the data collection phases of the evaluation which should be completed by the end of August.
Key Considerations:
NSERC intends to use the outcomes of the Discovery Research Program Evaluation to inform its program planning and funding models for Discovery Research supplements and institutes, including those currently supported via the Collaborative and Thematic Resources in Mathematics and Statistics (CTRMS), the SAP Major Resources Support, and the Canadian Institute for Theoretical Astrophysics (CITA) programs. This was communicated to the MS and SAP communities through external consultations when they were invited to review the survey instruments in late 2018. [Information was severed in accordance with the Access to Information Act.] leading the Evaluation team to implement the use of institute case studies as an additional means of data collection. In addition, community feedback from the SAP and MS communities was incorporated into the survey instruments.
Upcoming Decision Points:
- A first draft of the evaluation report is expected at the beginning of September.
- NSERC will then draft a Management response and Action Plan (MRAP) from the draft evaluation report.
- Report to be presented to Council at the October 8 meeting.
- Once finalized and approved the evaluation report and its MRAP will be made public and posted on NSERC Web site.
Proposed Briefing Strategy:
Timing:
- In advance of the October 8 Council meeting.
Attendees
- Danika Goosney, VP, Research Grants and Scholarships
- Susan Morris, Director, Evaluation
20 – College and Community Innovation Program Evolution
Lead: Marc Fortin, Vice-President, Research Partnerships
Context:
The tri-agency College and Community Innovation Program (CCIP) has been in place for just over a decade. Since its inception, the CCIP has provided foundational support for building capacity and advancing applied research in colleges and polytechnics across the country. CCIP funding has grown from $15M to $86M over the last 11 years, and there are currently 112 eligible institutions. The current focus of the program is on business innovation with a specific focus on partnerships with small and medium enterprises.
[Information was severed in accordance with the Access to Information Act.]
Current Situation:
[Information was severed in accordance with the Access to Information Act.] NSERC will continue to administer and fulfill current awards and offer its existing CCI programs, according to their original terms and conditions.
[Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
- [Information was severed in accordance with the Access to Information Act.]
Internal working groups have been created to gather information, provide a strategic vision and further engage staff and stakeholders to participate in the initiative. An advisory committee of external participants from across the country has been confirmed and held its inaugural meeting on August 20, 2019.
Upcoming Decision Points:
- A series of targeted, informal engagements is being developed for early Fall 2019. These meetings will provide college/cégep stakeholders an opportunity to share their challenges, ideas and perspectives and to be part of strategic discussions on the evolution of the program
- [Information was severed in accordance with the Access to Information Act.]
Proposed Briefing Strategy:
- No briefing is required at this time.
