Insight & Impact

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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.

CONTENTS
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 Goal 4: Become Sustainable Goal 5: Foster Collaboration Goal 6: Increase Visibility 2 3 4 6 6 7 8 10 11 12 14 16

Conclusion

MESSAGE FROM THE CHAIR & PRESIDENT

The Council of Canadian Academies came into operation in the fall of 2005. Since that time, it has grown in recognition and influence both at home and abroad. Today, the 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 relatively short time since its creation, the Council has done an excellent job of producing high-quality reports that are being used by decisionmakers to provide Canadians with better public policy. We strive to ensure the work undertaken by the organization is of value and has impact. The Council would not be able to achieve its mandate without the incredible volunteer support and commitment of Canadas scientific and expert communities. The intellectual investment of Canadas best and brightest minds is truly exemplary and we owe a debt of gratitude to the numerous men and women who give so generously of themselves and their time. We also acknowledge the commitment of our Member Academies (the Royal Society of Canada; the Canadian Academy of Engineering; and the Canadian Academy of Health Sciences) in working with us as a collaborative alliance in support of a scientific foundation for policy. The Council has now moved from a start-up organization into a more mature operation. For those of us who are champions of the Council and its work, it has been an exciting time of change and growth. We are pleased to present the organizations first three-year strategic plan. The genesis for this plan came in March 2010, when the Board of Governors received the results of the Councils first five-year external review. The review, conducted by an independent external evaluation panel, made a number of important recommendations regarding the future of the organization, including the need to develop a forward-looking strategic plan. The Board agreed and, under its direction, the Council set in motion a number of strategic planning activities. During 2010 an organizational strategy review was conducted that involved a broad environmental scan of the Councils strengths, weaknesses and opportunities, as well as an updated risk assessment. In addition, the Secretariat and the Councils Scientific Advisory Committee considered the future direction of the organization. This wealth of information was taken into account by the Board at its annual strategy session in December 2010. The result was the confirmation of the vision, mission, values, and goals that will guide the Council over the next three years. This strategic plan provides a foundation for us to become an invaluable science resource at a time when we, as a nation, face significant challenges and opportunities. We thank all who contributed to the intensive process of shaping the plan.

Elizabeth Parr-Johnston, C.M. Chair of the Board of Governors

Elizabeth Dowdeswell President and CEO

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PROVIDING VALUE IN A COMPLEX WORLD

Today, Canadians and their governments are buffeted by questions of immense complexity. Environmentally, scientists continue to document the signs of a changing climate. Arctic sea ice, glaciers, and permafrost are melting with implications for water supplies in many areas of the world. Globally we are observing considerable biodiversity loss, toxic contamination of our water and air, land degradation, and as yet unknown impacts of new technologies. These changes will have significant impact on the lives of people throughout the world, creating new tensions and stresses on societies. Economically, the world is emerging only just, it seems from the most severe recession since the Great Depression. Canadians escaped relatively unscathed compared to those in many other countries, but there is still a need for caution as governments step back from a period of economic stimulus into a period of restraint and deficit management. As Canada emerges from the recession, it must also address problems that long predate this most recent economic upheaval, such as perceived low productivity and a lack of innovation that results in Canadian research discoveries being commercialized elsewhere. Socially, Canadians are proud of our record as the most multicultural nation in the world, but debate persists regarding the balance between integration into Canadian society and maintenance of social, cultural, and religious customs. Our international reputation is also important to all citizens. Canadians continue to evaluate our role as humanitarians, peacekeepers, and global citizens. In matters of health, the Health Accord between the federal and provincial/territorial governments expires in 2014. In the meantime, the health system grapples with questions of sustainability amid challenges such as an aging population, a growing prevalence of chronic diseases, and the changing nature of health expenditures. These are complex issues, made even more so by the realities of policy-making in a country as diverse as Canada, with its constitutional, geographic, economic, social, and cultural differences. Policy-makers are challenged to provide effective responses that meet the needs of Canadians and balance competing interests and priorities. If the 21st century is marked by enormous complexity, it is equally marked by the proliferation of information. Whether in print, broadcast or, especially, on the internet, information abounds. A Google search of the term climate change reveals 41 million pages and a mere 1.8 million pages on Google Scholar. The term health accord brings up 32 million pages. Along with this information comes an abundance of opinion, freely provided. There are countless people willing to expound their views through blogs and other social networking tools. Positions are adopted at a moments notice and can change just as quickly. How do we make sense of all the information available? How do governments and decision-makers navigate the sea of information and emerge with a better understanding of the evidence upon which to base their policy decisions? The Council of Canadian Academies offers insight and evidence to

enrich Canadian policy development and advance our standing in the world. It undertakes indepth, independent, authoritative, and evidence-based expert assessments on the issues that are of greatest concern to Canada. These assessments harness the collective wisdom of the finest minds in the country and abroad to inform the complex issues that underlie public policy. Multidisciplinary, volunteer expert panels are appointed to assemble and synthesize evidence to identify gaps in knowledge and articulate Canadian strengths and international trends and practices. Past panel members have been drawn from the memberships of the Councils Member Academies: the Royal Society of Canada; the Canadian Academy of Engineering; and the Canadian Academy of Health Sciences. Together, these academies constitute a significant source of intellectual capital in Canada, capital that, through the Council, is invested in the future of our nation. Council assessments are already being used to define a science and technology research agenda for Canada; underpin a national conversation about innovation and the commercialization of research; support the development of an Arctic research initiative, including the construction of a world-class Arctic research station; and provide the foundation for a Canadian hydrates strategy to enable safe and effective use of gas hydrates as an energy source. Currently, other assessments are investigating: the role of women in university research careers; sustainable management of water resources in the agricultural landscape; an integrated approach to pesticide testing; animal health risk assessment; the state of science and technology in Canada; and research funding in Canada. The Council of Canadian Academies is driven by its values of excellence, independence, integrity, collaboration, and innovation. It is earning recognition as Canadas trusted voice for science in the public interest, interpreting and sorting through the masses of available information to support evidence-based policy-making in a complex world.

ABOUT THE COUNCIL

The Council of Canadian Academies is an independent, not-for-profit corporation that supports sciencebased, expert assessments (studies) to inform public-policy development in Canada. The Council came into existence in 2005 and consists of a Board of Governors, a Scientific Advisory Committee, and a Secretariat. The Council draws upon the intellectual capital that lies within its three Member Academies: the Royal Society of Canada; the Canadian Academy of Engineering; and the Canadian Academy of Health Sciences. The mandate of the Council is to be a source of independent, expert assessments on the science underlying matters of significant public interest. In carrying out its work, the Council addresses a broad spectrum of knowledge, encompassing the natural, social and health sciences, engineering and the humanities.

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The Council, working together with the Member Academies, also provides a focal point for dealing with other academies, and related bodies from around the world regarding scientific assessments and associated matters. The Council is registered under the Canada Corporations Act and its operations are supported by a $30-million endowment received from the Government of Canada. This endowment entitles the federal government to refer up to five questions per year to the Council for assessment. The Council may also conduct assessments outside of its agreement with the government. Potential assessment questions can be referred to the Council by foundations, non-governmental organizations, the private sector, or any level of government. All assessment questions, regardless of source, and the resulting reports must be approved by the Councils Board of Governors.
The Council defines science to encompass the natural, social and health sciences, engineering and the humanities.

Member A cademies
The founding members of the Council of Canadian Academies are: The Royal Society of Canada (RSC) is the senior national body of distinguished Canadian scholars, artists and scientists. The primary objective of the RSC is to promote learning and research in the arts and sciences. The RSC consists of nearly 2,000 Fellows men and women who are selected by their peers for outstanding contributions to the natural and social sciences, the arts and the humanities. The RSC exists to recognize academic excellence, to advise governments and organizations and to promote Canadian culture. The Canadian Academy of Engineering (CAE) is the national institution through which Canadas most distinguished and experienced engineers provide strategic advice on matters of critical importance to Canada. The academy is an independent, self-governing and non-profit organization established in 1987. Members of the academy are nominated and elected by their peers to honorary fellowships, in recognition of their distinguished achievements and career-long service to the engineering profession. Fellows of the academy are committed to ensuring that Canadas engineering expertise is applied to the benefit of all Canadians. The Canadian Academy of Health Sciences (CAHS) recognizes individuals of great accomplishment and achievement in the academic health sciences in Canada. The academy provides timely, informed and unbiased assessments of urgent issues affecting the health of Canadians. CAHS also represents Canada on the InterAcademy Medical Panel (IAMP), a global consortium of national health science academies whose aim is to alleviate the health burdens of the worlds poorest people; build scientific capacity for health; and provide independent scientific advice on promoting health science and healthcare policy to national governments and global organizations.

VALUES
The values adopted by the Council underpin all of its activities, in particular its ability to provide relevant, independent, high-quality assessments. Excellence is central to the Councils uncompromising commitment to producing the highest-quality, cutting-edge science advice. Excellence is expected by the Councils clients and delivered by its expert panel members, management, and staff. It is through its commitment to excellence that the Council earns the respect and trust of Canadians and their governments. Independence is at the core of the Councils reputation. It is through independence that the Council can ensure its services are unbiased and a credible source of science information. Integrity is essential to building the Councils credibility and reputation. The Council is committed to conducting its activities in an open, honest, and ethical manner. Collaboration is essential for the success and longevity of the Council. By fostering collaboration among staff, panel members, Member Academies, and external partners, the impact of Council work will be broader and more meaningful. Through a commitment to collaboration the Council seeks to encourage an atmosphere of teamwork and understanding, where the challenges and strengths of all partners are understood and leveraged. Innovation is a dynamic component in the development of science assessments that encourage insight and novel thinking. Innovation requires creativity, flexibility, adaptability, proactivity, and acceptance of risk. By encouraging innovation the Council can further the reach, value, and impact of its reports.

GOALS
The Council has established six key interrelated goals to be acheived over the next three years, 2011-2014. 1. 2. 3. Improve Responsiveness: Develop and provide, on a timely basis, a line of services that responds to the needs of sponsors. Achieve Potential: Attract questions of the highest importance and relevance to Canadian well-being. Maintain Excellence: Maintain and enhance standards for scientific excellence and high-quality services.

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4. 5. 6.

Become Sustainable: Establish a long-term, sustainable and dependable funding stream Foster Collaboration: Strengthen collaborative alliances among Member Academies and the Council to achieve its strategic goals Increase Visibility: Increase visibility and awareness of the Councils work to further the organizations impact

GOAL 1: IMPROVE RESPONSIVENESS

Develop and provide, on a timely basis, a line of services that responds to the needs of sponsors To date, the core business of the Council has been the production of in-depth, authoritative assessments based on questions posed by government sponsors. These reports are based on available scientific evidence and expert advice and are developed by expert panels over a period of approximately 18 to 24 months. The Council recognizes, however, that in this age of immediate access to information, there is a demand for rapid yet reliable information. The dissemination of science information can take many forms, including: concise evidence-based summary documents; workshops and conferences that bring together policy and scientific communities to share research and discuss its implications; brief, plain-language documents that provide scenarios and policy options; and online forums that allow for interactive dialogues with stakeholders and the general public. In order for the Council to provide timely science advice, it needs to be nimble and forward-thinking, understanding and adapting to the changing needs of clients and sponsors. For the Council to meet this goal over the next three years, it will focus its efforts in three areas: Continue to undertake in-depth evidence-based assessments: The Councils core business is to develop in-depth, evidence-based assessments. The assessment process is formalized through the Councils Assessment Lifecycle Methodology. This methodology takes into account the various stages of developing an assessment, including recruiting panel members, assembling research, report writing, peer review, and the public release and dissemination of a report. The assessment methodology guides Council staff and ensures the integrity of its practices. Moving forward, the Council will systematically review the methodology to ensure it remains an effective and flexible tool. A central component in the development of an evidence-based assessment is to understand the needs of the sponsor. This includes understanding the context for the question that has been submitted for an expert panel assessment. Open lines of communication with the sponsor at the start of the process will continue to allow the Council to effectively respond to sponsor needs, thus ensuring that the charge is understood and the Council is providing the most usable information and product possible. Additionally, the Councils Scientific Advisory Committee will be better positioned to put forward suggestions for panel membership that are reflective of 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 gathering to ensure the research provided is relevant, high quality, and balanced. Program Directors and management will also seek to identify opportunities to build upon completed assessments, as was done with the 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 analysis completed by the Expert Panel on Business Innovation. Through this initiative the Council successfully demonstrated its ability to respond quickly on matters of strategic importance to the government and provide thoughtful insight on how to build a digital economy strategy for Canada. Conduct surveys of sponsor needs: It is an important priority to better understand the evolving needs of potential sponsors and clients, both within and outside of government. As such, the Council will undertake a survey and analysis of existing and potential sponsor needs to determine the types of information and services that can be provided, beyond the current model of indepth, evidence-based assessments. This activity will help the Council not only deliver relevant science information but also provide it in a format and language that is valuable for the user. Through this work, the Council will seek to ensure that future assessments have longevity, relevance, and impact. The Council will also conduct an environmental scan of other science policy organizations, both in Canada and internationally, to determine the types of services they offer, how they communicate science information, and measure the impact of their work. Respond to sponsor needs with a line of new pilot services: Once the Council has a better understanding of the needs of current and potential sponsors and how to meet those needs, it will launch a small number of pilot projects to experiment with a range of services that could be offered in the long term, while maintaining its commitment to excellence and high-quality services. To understand the value and impact of these pilot projects, the Council will evaluate the product, process, and usability once the project has been completed.

GOAL 2: ACHIEVE POTENTIAL

Attract questions of the highest importance and relevance to Canadian well-being For assessments to generate impact, they must be relevant and inform public policy in Canada. The Council must be forward-thinking and pursue the topics and questions that will be most important to Canada and Canadians well into the 21st century. The Councils Board of Governors, Scientific

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Advisory Committee, and Secretariat all play an important role in monitoring trends, understanding the potential challenges Canada faces, and advising on how science can support future policy development. To achieve this, all parts of the organization must reach out to the science community and decision-makers, within both public and private sectors, to better understand the questions that would benefit from an assessment of evidence and that will be of the greatest relevance for Canada. The 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 national organization the Council is able to work with organizations and governments from across the country. By working with Canadas many decision- and policy-makers we can continue to respond to questions that have wide spread relevance thereby informing debate and decision-making in numerous sectors. To achieve this goal, the Council will focus on four key areas:

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

Seek new sponsors: The Board of Governors has set a direction for management to develop mechanisms to identify and attract questions from sources outside of the Councils existing government-funding model. This activity will assist in solidifying the Councils independence from government and broadening the reach of its work. Therefore, the Council will systematically draw from its network, including its Member Academies, provincial governments and academia, to develop a diverse sponsor base and range of questions from outside the federal government. At the same time, the Council will consult senior federal officials regarding how to attract a broader range of questions from within government, across the spectrum of federal departments and agencies. Broaden the reach of assessments by engaging with stakeholders: The Council will seek to build relationships with senior government officials and explore how departments and agencies from across the federal spectrum can benefit from the Councils work. A more strategic emphasis will also be placed on developing connections with organizations that have an interest in specific assessment topics. The Council will ensure stakeholders have access to reports, are aware of the findings, and are able to share them with their respective communities. Through greater collaboration the Council will further the reach of its assessments and successfully inform policy conversations on issues of importance to Canadians. Initiate assessments of importance to Canada: Under its funding agreement, the Council receives up to five questions per year from the federal government, yet there are numerous policy topics beyond these five questions that would benefit from an evidence-based assessment. In this context, the Council

will work with both the Scientific Advisory Committee and its Member Academies to determine a potential question to be initiated by the Council that is relevant to Canadians and viewed as a priority by Canadas scientific community. Address questions of both national and global importance: In an effort to diversify its services, the Council aims to address questions of both national and international relevance. In the next phase of growth, it will consult with like-minded organizations, including the U.S. National Academy of Sciences (NAS), the Royal Society in the UK and the InterAcademy Panel (IAP), to assess opportunities to collaborate on science-based questions.

GOAL 3: MAINTAIN EXCELLENCE

Maintain and enhance standards for scientific excellence and high-quality products

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.

The Council is a relatively young organization; despite its youth, it has successfully built a reputation and brand as a highly credible source of scientific information. The Councils disciplined and rigorous processes have been developed to ensure that its high-quality products can be trusted and referenced with confidence. Excellence is a key value that anchors the work of the Council. The Council is committed to maintaining its high standards as it navigates the science/policy continuum. This requires the organization to be nimble and responsive to the lessons learned from each assessment. It must also be innovative while working with expert panels and developing reports that are insightful and on the cutting edge. By maintaining its reputation for excellence and enhancing its processes, the Council will be better able to attract the best and brightest scientific minds and Council staff. At every turn, the Council will enhance its standards for excellence and encourage the development of high-quality assessments. To meet this goal in the coming years, the Council will focus on four key areas: Measure the impact of assessments: In the fall of 2010, the Council began developing a comprehensive approach to measure the quality and impact of its assessments. The Councils Evaluation Framework will enable it to demonstrate the substantial, positive impacts that assessments have had and continue to have on public-policy development in Canada and allow the organization to continue to refine and strengthen the assessment process. The framework will guide monitoring activities by articulating the intended impacts of assessments according to key groups of stakeholders. A series of impact monitoring and analysis tools will be developed to collect and record evidence on assessment impacts. Additionally, a coordinated implementation schedule for these tools will be developed to ensure the Council is capturing

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both short- and long-term impacts on an ongoing basis, with key measurement activities occurring two and five years following assessment publication. Enhance processes and mechanisms that underlie high-quality services: The Council will be innovative, flexible, and resourceful in enhancing current services and developing new ones. To achieve this, the Council will incorporate lessons learned from past experience to improve both its processes and its products. It will provide a forum for staff to exchange ideas and best practices, and identify concrete ways to implement Council values into everyday practice. Support and develop Council staff: Excellence is achieved through effective human resource management. The Council is committed to attracting and retaining the best employees and strives to encourage them to work to their full potential. It will, therefore, continue to provide support to staff by providing the tools and training necessary to allow the Council to continue to produce high-quality assessments. The Council will facilitate easier access to scientific literature and encourage team- and individual-based professional development activities. Participate in science-policy activities at the international level: The Council is committed to connecting with like-minded organizations around the world in an effort to enhance its processes and services. The National Academy of Sciences and the Royal Society, have years of experience in the creation of science-based information. The Council would benefit from a better understanding of their methods for report development, expert panel management, external communications, and tools for impact analysis. The Council will systematically meet with officials from the assessment-performing bodies for an exchange of ideas. As the Council seeks to be innovative in its work, incorporating best practices from sister organizations will lead to enhanced Council services.

GOAL 4: BECOME SUSTAINABLE

Establish a long-term, sustainable and dependable funding stream The Council began operation in 2005 with a 10-year, $30-million investment from the Government of Canada. As this period comes to a close, ensuring the longevity and the stability of the organization is paramount. The 2010 report of the External Evaluation Panel indicated there is an urgent need for the Board to develop a long-term strategy for sustainable funding which addresses renewed federal funding, and a diversified funding base. The Council concurs that this is critically important for the organization. The Board of Governors has committed to providing the required leadership on this matter. In order to establish long-term funding, the Council will focus on three key areas: Develop a long-term funding proposal: Under the direction of a champion from the Board of Governors, immediate attention will be focused on developing a Funding Renewal Roadmap. This roadmap will establish a long-term funding strategy that takes into account diversified funding sources, leveraging of government funding, and required services and infrastructure. As part of this exercise, the Council will engage federal decision-makers to determine current and future needs for

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unbiased, science-based information. Additionally, the Council will seek to better understand what decision-makers deem to be proof of its impact and success to date. This information will inform discussions with the government on the value the Council has had in its first 10 years.

Northern Evidence
The 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 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.

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 advantageous. These organizations require evidence-based information to support their work and move important policy discussions forward. The Council will follow up on strategic opportunities that were initiated among various sectors in 2010. The Council will be opportunistic in identifying potential activities and collaborative initiatives that further expand its client base. Continue to enhance the Councils profile: As the Council grows, developing its reputation for excellence among those who work within the policy domain is essential. By increasing awareness of the Council and fostering champions for its work, the Council will build a chorus of supportive voices for evidencebased policies. As such, outreach and awareness activities will be an important component of the Councils future work.

GOAL 5: FOSTER COLL ABORATION

Strengthen the collaborative alliance with Member Academies to achieve the councils strategic goals The Council would not exist without its Member Academies; they were critical in the creation of the Council and in setting the organizations 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 process ensures the integrity and scientific merit of Council assessments.

A cohesive alliance with the Member Academies enables the Council to achieve its strategic goals and forge a strong relationship with Canadian experts in science and research. In early 2010, the Council and academy presidents recommitted to meeting quarterly and holding an annual face-to-face meeting. This leadership has opened the lines of communication and led to a more fruitful working environment and collaborative projects. In 2010, for example, the Council began work with the Canadian Academy of Health Science on an assessment of global health, with the Council managing the assessment process. The Council has also strengthened its working relationships with the RSC and the Canadian Academy of Engineering through the sharing of information and regular communications. In fact, the offices

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for the Canadian Academy of Engineering are now located within the Council of Canadian Academies office space, facilitating cooperation and collaboration between the two bodies. To strengthen collaborative alliances, the Council will focus on four areas: Develop a common understanding and shared vision for the future: The Council will work with its Member Academies to create a Statement of Common Understanding as the basis of a productive and mutually beneficial relationship in the years to come. The creation of this statement in 2011 will be led by the presidents of the four organizations. This shared vision for the future and unified voice promoting a science-friendly culture among decision-makers will strengthen Canadas science voice both nationally and internationally. Ensure regular and ongoing interactions: The Council will work collaboratively with the Member Academies to identify activities where joint efforts can further the role of science within the policy domain. The Council recognizes that the expertise found within the Member Academies is an invaluable resource. It will, therefore, consider hosting a biannual workshop with them and decision-makers to review questions undertaken by the Council and explore future subjects that may benefit from an assessment. Pursue joint efforts to enhance productivity: The Council will seek opportunities to collaborate with each academy, including at the international level, and consult with them in a number of areas, such as the long-term direction of the Council; joint communication initiatives; and potential synergistic administrative activities, for example, the creation of a shared expert database. To achieve this, the Council will maintain a range of formal and informal structures to ensure regular and ongoing collaborations among the four organizations. Build bridges with policy and science-minded organizations: The concept of collaboration also reaches beyond our relationship with the Member Academies. There are numerous opportunities to work with and learn from like-minded organizations. When the Council first came into existence it turned to the National Academy of Sciences for input on developing assessments. Moving forward, it will once again work with the NAS regarding best practices as they relate to panel management, assessment writing, and the communication of final reports. As was noted under Goal 3, the Council aims to address questions of both national and international relevance. In the next phase of growth, the Council will consult with like-minded organizations, to assess opportunities to collaborate on science-based questions. The Council will also be opportunistic and strategically work with policy organizations across Canada to further the reach of Council assessments and ensure they are used to inform policy discussions.

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.

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GOAL 6: INCREASE VISIBILIT Y

Increase visibility and awareness of the Councils work to further the organizations impact It is clear from the external review that the Council has an excellent reputation and is well respected by those who are aware of it. Regrettably, the Council is not yet well known. The Council is, however, well positioned to communicate with its key audiences regarding the value of its work for Canada and Canadians. Over the past year the Council has built a foundation to spread awareness to a broader and more diverse audience. In the spring of 2010, the Council launched its new website as the face of the organization. Since its launch, the website has seen a steady increase in traffic and downloads of assessments. The Council also launched an electronic newsletter in 2010 that allows for regular communication with stakeholders and its expert volunteer community. These two tools, combined with more traditional communication products, such as a corporate brochure and conference posters and booths, have enhanced the Councils visibility. Increasing recognition of the Council and its brand will be essential if the Councils strategic goals are to be met. Increasing the profile of the Council within the government and among academia, media and the general public will help enhance the impact and relevance of the Councils work. The Council will focus on five key areas as it seeks to increase awareness of its work: Develop additional services: As the Council offers an increasing variety of evidence-based products that meet the evolving needs of sponsors, it will consider how to best provide services that are: timely, innovative, relevant for users, and adaptable for various purposes. This may include using new mediums, developing new templates and online material, and supporting interactive workshops. Through diversification, the Council will have higher visibility with greater potential for impact among targeted stakeholder communities. Engage a broader range of stakeholders: The Council will systematically connect with universities to build awareness about its role in providing science-based advice in the public interest, the assessment process, and the important role of university researchers on expert panels. Additionally, the Council will engage a broader range of stakeholders in its outreach activities, leveraging the voices of Council champions in their respective communities to promote the value of science-based assessments and the Councils work. Increase awareness and visibility: The Council will continue to forge connections within the federal government and among parliamentarians, as these groups would benefit from knowing about the Council, its work and the findings of its various reports. Therefore the Council will strategically engage those who have a specific interest in the subjects addressed by its reports.

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To further the value of assessments, the Council recognizes that it must reach beyond those in government to the individuals that will ultimately benefit from evidence-based policy Canadians. The media is an essential outlet for communicating directly with the public. To date, media engagement by the Council has been positive yet sporadic. The Council will establish ongoing relationships with media to ensure that they are familiar with the Council and its mandate and view the Council as a valuable resource for objective expert information. Proactively disseminate reports to broaden their reach and impact: Over the next three years, the Council will continue to work on the effective dissemination of assessments, ensuring that reports make their way into the hands of relevant stakeholders and policy-makers who can consider and act on report findings. Developing networks with provincial governments will also be critical, enabling provincial policy- and decision-makers to benefit from the Councils services and report findings and expanding the range of readership. In 2009 the Council adopted a practice of creating individual communication plans for each assessment. Each plan outlines key messages, audiences, and opportunities for report dissemination and can be used by panel members and Council staff throughout the assessment process. The Council will continue to develop and use these individualized communications plans to strategically communicate and disseminate its reports. Build a community of volunteer science experts: Over the 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 regarding changes in their respective fields; and gathering information from them about their panel experience.

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 welcoming the report and noting, Ultimately, the CCA report provides a basis to continue the conversation about the importance of taxonomy. It is an excellent starting point for considering future opportunities, both for taxonomy and for the conservation of biodiversity resources in Canada.

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CONCLUSION
The Council of Canadian Academies has earned a reputation for authoritative, reasoned, and objective work. Its assessments are known for their relevance and their direct connection to the policy challenges facing Canada. As the Council anticipates the future, it will continue to build on its early success and ensure that its work continues to meet the needs of Canadian decision-makers. As a national organization, the Council looks forward to working with like-minded organizations, friends and sponsors from all sectors of Canadian society to diversify its activities, both in terms of the questions taken on for assessment and the forms these assessments take. The Council undertakes these activities to continue to provide value to Canada by assessing the evidence underlying important policy questions. The Council will work with its Member Academies to leverage the expertise that lies within Canadas expert and scientific communities to enrich its work and extend its impact. As the organization moves forward it will continue to build on its reputation for excellence and become Canadas trusted voice for science in the public interest. The Councils success will be Canadas success the success of a country whose policies are informed by the very best evidence possible.

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