Table Of Content
It is also worth noting that over the last few years, many of the leading Canadian companies have been acquired by foreign entities, further diluting Canada's presence in this area. Among the clients interviewed as part of the evaluation, the level of client satisfaction was generally found to be very high. Of the 22 clients who were interviewed (including those interviewed as part of the case studies), 17 (77%) were very positive about their interactions with HHT , three were somewhat positive and two were somewhat negative. Footnote 44 With respect to project costs, most clients felt that these were reasonable. When asked to rate their level of satisfaction on a scale of 1 to 5 for a number of different elements, clients provided average scores of at least 4 out of 5 for almost all of these elements. While clients provided an overall average satisfaction level of 3.9 out of 5 for this element, it is worth noting the exception since a couple of clients rated it very low.
Management response
Overall, HHT has helped companies de-risk the development of their biologic and vaccine candidates and/or other innovative technologies. For some of the clients consulted, these improved or new therapeutics and technologies have resulted in increased company valuation, evidenced by increased access to investment capital. However, given the length of the product development process in the biopharmaceutical industry, longer term impacts, such as human health drug commercialization, impacts on patient health and reductions in health care costs, have yet to be realized.
1 Positioning and Progress toward the Achievement of Expected Outcomes
An IND application is the equivalent process for clinical trials in the United States. Revenue from other Canadian sources amounted to less than 1% of revenues in 2013‑14 and is therefore not included in the graph. This appendix presents the detailed evaluation methodology, and includes a discussion on the evaluation rationale, the scope, the design and methods, as well as the challenges and limitations encountered. Finally, other measures that were mentioned by interviewees include reduced travel and better use of videoconferencing, as well as a cross-portfolio review of specialized facilities and equipment. This review showed, in particular, that current Portfolio needs for NMR equipment could be met through the reallocation of existing equipment and/or shared use. As a result, all major NMR equipment requests were canceled, saving NRC $2.31M in capital spending.
Key Findings: Performance
HHT management has indicated that this success reflects a strong model of industry interactions and that there are opportunities to replicate this with other companies. A number of internal interviewees stressed the importance of better showcasing HHT 's success stories in order to demonstrate the potential impact NRC can have on SME s and other clients. In building awareness, interviewees noted the importance of not only targeting potential clients, but also the VC community in order to give investors the confidence to invest in companies that adopt this model. NRC 's specific role in support of the biopharmaceutical industry stems from subsection 5 (1) (c) of the NRC Act which states that the Council may "undertake, assist or promote scientific and industrial research". HHT 's focus on biologics was strongly supported by most of the stakeholders interviewed and in the documentation reviewed.
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The term biosimilars (or subsequent entry biologics) is used to describe officially approved subsequent versions of innovator biopharmaceutical products made by a different sponsor following patent and exclusivity expiry on the innovator product. Each interview lasted between 1 and 2 hours and was conducted using an interview guide. Interview guides provided the common questions to be asked of each interviewee thus ensuring that the same issues were addressed by all relevant interviewees. In some cases, interviewees elected to provide their comments in writing to the evaluation team, either following the interview or in one case, instead of participating in an interview.
Footnotes
Where appropriate and available, the evaluation also considered earlier information relating to HHT 's predecessor institutes (i.e., 2008‑09 to 2011‑12). Taylor Design is a design firm with practices in Planning, Architectural Design, Interior Design and Design Strategy. Taylor Design has built a national reputation in healthcare design, science & technology, higher education, and senior living market sectors. Whenever I come across a brand as unique as Artemis I always want to learn the story behind the brand and the process to create such high-quality products. In addition, Artemis is helping to reduce waste by up-cycling Turkish Kilims that are no longer suitable for their intended purpose.
However, one group interview (with HHT Key Account Managers) was conducted for reasons of efficiency and to provide a richer discussion. External stakeholders generally felt that there is a strong need to find effective ways of getting therapeutics across the blood brain barrier in order to better treat CNS diseases and supported HHT 's efforts in this area. In response to these challenges, MNE s are increasingly relying on outsourcing of R&D and licensing, particularly through partnerships with SME s, to help them fill their pipelines while also externalizing risk. This new model offers opportunities for the Canadian industry, as MNE s take on the role of investors and SME s play an increasingly significant role in driving industry innovation. HHT has had a significant impact on the companies it has worked with, particularly with respect to the advancement and acceleration of product development and, as a result, increased company valuation and growth. In addition to this, HHT has also contributed to the strengthening of biomanufacturing capabilities in Canada.
In response to recent productivity and profitability challenges, MNE s are increasingly relying on outsourcing of R&D and licensing, particularly through partnerships with SME s, to help them fill their pipelines while also externalizing risk. SME s are also dependant on partnerships with MNE s for financial capital and commercialization expertise. HHT responds well to industry needs, as it works with firms to accelerate the drug discovery process and de-risk the products, making the firms more attractive to funders.
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In performing this comparison, the evaluation team worked closely with HHT and Finance Branch staff to ensure that the two time periods considered similar expenditure and revenue types and could therefore be reasonably be compared. Overall, the evaluation found that the HHT Portfolio has performed very well and exemplifies NRC 's new strategy and direction as a research and technology organization ( RTO ). Despite the significant transformation that occurred over the past few years and the fact that the Portfolio, in its current form, has only existed for about two years, HHT activities have had a notable impact on clients.
Each department comprises a number of teams that are deployed in a matrix manner to the Portfolio's three programs and the projects within those programs. At NRC , portfolios are the business units responsible for managing people and facilities. These resources are then deployed to various programs that have been approved by NRC 's Senior Executive Committee.
For many clients, the only options for them to access comparable services would have been from organizations outside of Canada. Started in 2013 by designer Millicent Armstrong, who fell in love with kilim tapestries while on a trip to Istanbul, Artemis works with cobblers in the city to repurpose the Turkish carpets as bags, wallets, slippers and, most attractively, loafers. The result is an eye-catching combo of one-of-a-kind patterns and classic design—souk meets Stubbs and Wootton. Our strategy-based design process is an iterative approach that leverages the best of lean methodology, human-centered design, and design thinking.
As per Treasury Board's Policy on Evaluation (2009), all programs benefiting from any level of direct program spending must now be evaluated every five years. At the program level, the Biologics Program achieved $7.3M in revenues for 2013‑14, exceeding its program-level revenue target by 38% (see Figure 4, above). The Program's exceptional performance with respect to revenues is largely attributable to its relationship with Zymeworks Inc., which accounted for a significant proportion of program revenues. External stakeholders (clients and expert reviewers) identified certain organizations that can provide some of the same services as those provided by HHT .
These experts were selected in consultation with management and staff from the HHT Portfolio and NRC 's Business Management Support branch. Three of the recruited experts were affiliated with private sector firms, two experts were affiliated with government organizations, and four experts were affiliated with universities and other research institutes. From a business efficiency perspective, NRC also tracks staff utilization (hours worked on projects as a proportion of total paid staff hours). For 2013‑14, HHT 's staff utilization rate was 59.3%, whereas the target set by NRC is 70%. Despite not meeting the corporate target, HHT management feels that portfolio staff is highly utilized and noted two main reasons why this is not reflected in its ratio.
