“Investment in Canada’s high-tech infrastructure comes from the recognition that research is the key to success in a global knowledge-based economy,” says Carmen Charette, senior vice-president of the CFI. “Our challenge is to generate new knowledge and translate it into products, services, and policy that will improve the quality of life of Canadians for generations to come.”

The CFI was created in 1997 by the Canadian government in response to an urgent need for new state-of-the-art research infrastructure. Launched with an initial investment of $800 million, the organization was given the mandate to strengthen the capacity of Canadian universities, hospitals, and non-profit research institutions to conduct research and technology development that benefits Canadians.

So far, the organization has invested $3 billion on a total of 4,728 projects in 62 municipalities, with 80 percent of the funding going to 20 percent of the projects. With funding from partners, this represents a total investment of $7 billion in research infrastructure since 1998. Already the research enabled by the infrastructure has helped generate economic and social benefits, including the creation of approximately 150 spin-off companies and more than 750 improved products, processes, and services.

State-of-the-art facilities have also served to draw prominent researchers from around the world to Canadian universities.

“When the CFI was created, the country was facing a severe brain drain issue,” says Charette. “Our aim was to develop programs that would attract the very best researchers from around the world, and you do that by creating world-class infrastructure.”

Canada has reversed the talent tide and now has a brain gain. According to CFI project progress reports, more than 7,200 researchers indicated that infrastructure was a key element in the decision to take their position at universities since 2000. Of those, more than 1,500 came from the U.S. and 1,200 from other countries. More than 82 percent of researchers in the survey felt that advanced infrastructure fostered their ability to engage in international collaboration that they would have not done otherwise.

“Canada has transformed itself into a significant player on the international research and development scene,” says Charette.

Global Competition

CFI is in the final review phase of two national funding competitions: the Leading Edge Fund and the New Initiatives Fund. The competitions, which are merit based and subject to a rigorous competitive review, will distribute $325 million for capital expenditures plus $97 million for operation and maintenance costs to Canadian R&D projects, both proven and speculative. Eleven committees reviewed 556 R&D projects over a three-day session in Ottawa following extensive review by experts from around the world. Awards for both competitions—the last two of this kind that the CFI will hold unless more funding is made available—will be announced in November 2006.

The Leading Edge Fund is dedicated to fueling mature projects with proven track records, which have already received CFI funding.

“Needs are changing and sustainability is becoming an issue,” says Charette. “Projects that we funded five years ago are in need of equipment upgrades and alterations as the technology moves on. There are groups who want to add new dimensions to their activities and need new equipment. These are the kinds of projects that will qualify for Leading Edge funds.”

The New Initiatives Fund is designed to fuel progressive new ideas and encourage collaboration among research sectors, universities, and private institutions.

“We are challenging the community to think of new concepts; to take a multidisciplinary approach and use collaboration between sectors to solve problems,” says Charette.

The CFI has funded the development of numerous facilities over the years and the organization’s approach to investing in buildings has evolved as a result.

According to Charette, facility decisions are driven by the vision of the occupants and the equipment requirements of the research.

“We often say, ‘A building, if necessary—but not necessarily a building.’ It is all about supporting the research at the end of the day,” says Charette.

The CFI will consider funding new buildings or new space in existing buildings, but the project must be past the conceptual stage at the time of submission. In 2003, the CFI implemented a requirement that construction start within 18 months from the date of the award. Specific construction guidelines are posted on CFI’s Web site.

Additionally, the CFI will not revise its contribution to a project once it has been awarded, regardless of budget changes.

“We have been trying to work with institutions to find ways to better assess cost. One tool is the Hanscomb report that is available on our Web site which helps assign eligible CFI cost out of total cost,” says Charette.

Programs for Progress

In addition to the CFI’s large awards, the organization administers numerous smaller funding programs. The Leaders Opportunity Fund is designed to address the issue of attraction and retention of top quality researchers.

Originally called the New Opportunities Fund, it was introduced in 1998 and designed to cover the costs of infrastructure associated with installing new researchers and Canada Research Chairholders in facilities that will support their particular research needs.

The National Platforms Fund is a bold initiative to accelerate Canada’s high performance computing capabilities. The CFI and other partners invested significant funding in the last few years in a number of consortia and this year challenged the country to come up with a single national proposal for technology strategy and investment for the next three to five years.

Impacts and Results

The CFI is a limited lifetime organization that will sunset in 2010, but there is now a clear recognition in the Canadian government and private industry that infrastructure investment is an ongoing need. The foundation model under which CFI was launched has proven to be a powerful tool for technological advancement.

“The world moves very quickly and we need the infrastructure that allows for leading-edge research and technology development to take place,” says Charette.

Challenges moving forward include maintaining a cohesive strategy and investment plan regarding existing infrastructure, fostering translation of knowledge, and enhancing participation of stakeholders.

“Enhancing collaboration among all of the stakeholders is critical. The process of creating these facilities is becoming increasingly complex and there are numerous people involved. We really need to look at the best ways to maximize these relationships as we move forward,” says Charette.

Intense global competition also means that researcher retention is an ongoing issue. “Canada has attracted  wonderful  researchers from around the world They are doing really well and could easily be attracted elsewhere, so we have to make sure that we provide them with a very competitive environment so they will stay in Canada,” says Charette.

Another challenge is in managing ongoing operations and maintenance to make sure that the capital investments that have been made continue to yield intended benefits.

By Johnathon Allen