Changes

=== Support innovative projects led by other groups ===

=== Support innovative projects led by other groups ===

Teams within NSERC are already working on innovative projects of their own. In some of those cases, they may seek help from the IH. One example of this is the [[#Support innovative projects led by other groups|Equity, Diversity and Inclusion (EDI) Selection Process Evaluation project]]

Teams within NSERC are already working on innovative projects of their own. In some of those cases, they may seek help from the IH. One example of this is the [[#Support innovative projects led by other groups|Equity, Diversity and Inclusion (EDI) Selection Process Evaluation project.]]

=== Enhance NSERC’s innovation culture ===

=== Enhance NSERC’s innovation culture ===

==== Obtain complementary information on TGMS functions and data from NSERC's subject matter experts ====

==== Obtain complementary information on TGMS functions and data from NSERC's subject matter experts ====

The TGMS team has created a list of business functions that could be included in the new solution as well as a conceptual data model (CDM) identifying what data would be captured and used. The agencies needed to validate both while also identifying any gaps and capturing more details on how they would be used. The results of this work will inform the fit-gap analysis  (determination of the fit of the new solution’s built-in functionalities, processes and workflow with the agency’s business needs and desired outcomes as well as any gaps in the solution’s capabilities that may need to be addressed through development) in preparation for the TGMS.

The TGMS team has created a list of business functions that could be included in the new solution as well as a conceptual data model (CDM) identifying what data would be captured and used. The agencies needed to validate both while also identifying any gaps and capturing more details on how they would be used. The results of this work will inform the fit-gap analysis (determination of the fit of the new solution’s built-in functionalities, processes and workflow with the agency’s business needs and desired outcomes as well as any gaps in the solution’s capabilities that may need to be addressed through development) in preparation for the TGMS implementation.

As the lead, the IH has co-developed change management activities with the TGMS team for NSERC staff. They have also identified subject matter experts (SMEs) to provide input on the documents, created training material and provided training sessions, and facilitated information gathering.

As the lead, the IH has co-developed change management activities with the TGMS team for NSERC staff. They have also identified subject matter experts (SMEs) to provide input on the documents, created training material and provided training sessions, and facilitated information gathering.

==== Identify areas for harmonization for the federal granting agencies in readiness for the Tri-agency grants management solution (TGMS) ====

==== Identify areas for harmonization for the federal granting agencies in readiness for the Tri-agency grants management solution (TGMS) ====

CIHR, NSERC, and SSHRC each do some things differently. Even within an agency, there can be differences between funding opportunities (FOs). By moving to a new unified solution, there is an opportunity to harmonize many of the existing processes, business rules, etc. across all three agencies.  

CIHR, NSERC, and SSHRC each perform several tasks differently. Even within an agency, there can be differences between funding opportunities (FOs). By moving to a unified solution, there is an opportunity to harmonize many of the existing processes, business rules, etc. across all three agencies.  

The IH captured a list of business rules currently in place at the agencies which was used to identify areas where variabilities exist. These areas were validated by SMEs across the agencies prior to the TGMS team confirming which areas could be harmonized prior to implementation.  

The IH captured a list of business rules currently in place at the agencies which was used to identify areas where variabilities exist. These areas were validated by SMEs across the agencies prior to the TGMS team confirming which areas could be harmonized prior to implementation.

==== Establish a strategy for consultation and collaboration for harmonization within the agencies ====

==== Establish a strategy for consultation and collaboration for harmonization within the agencies ====

To harmonize across the agencies, in addition to identifying potential areas of harmonization, a strategy is required. The strategy must identify how: areas of harmonization will be prioritized, the agencies will collaborate together, and approvals will be obtained.

To harmonize across the agencies, in addition to identifying potential areas of harmonization, a strategy is required. The strategy must identify how: areas of harmonization will be prioritized, the agencies will collaborate, and approvals will be obtained.

The IH has created a strategy for successfully achieving the agencies’ harmonization objectives which is currently under review.

The IH has created a strategy for achieving the agencies’ harmonization objectives which is currently under review.

== Support innovative projects led by other groups ==

== Support innovative projects led by other groups ==

NSERC is committed to excellence in research and research training. Achieving a more equitable, diverse, and inclusive Canadian research enterprise is essential to creating the excellent, innovative, and impactful research necessary to advance knowledge and understanding, and to respond to local, national and global challenges. One aspect of achieving these goals is to include EDI considerations in decision-making.  

NSERC is committed to excellence in research and research training. Achieving a more equitable, diverse, and inclusive Canadian research enterprise is essential to creating the excellent, innovative, and impactful research necessary to advance knowledge and understanding, and to respond to local, national and global challenges. One aspect of achieving these goals is to include EDI considerations in decision-making.  

The Innovation Hub (IH) was approached by a group that was interested in experimenting with a new approach to taking into consideration EDI aspects in its decision-making. The IH reviewed the new approach as well as existing approaches and proposed an evaluation method to assess what approach might be best to use in different scenarios based on three criteria: (1) ability to reach the target; (2) administrative effort required; and (3) stakeholder perception.

The Innovation Hub (IH) was approached by a group that was interested in experimenting with a new approach to taking into consideration EDI aspects in its decision-making. The IH reviewed the proposed approach as well as existing approaches and proposed an evaluation method to determine the best approach for different scenarios, based on three criteria: (1) ability to reach the target; (2) administrative effort required; and (3) stakeholder perception.

== Enhance NSERC’s innovation culture ==

== Enhance NSERC’s innovation culture ==

=== What is a Hackathon? ===

=== What is a Hackathon? ===

The annual Hackathon encourages people to come together to solve both technical and non-technical problems in creative ways. It is an opportunity to collaborate with colleagues to help improve the agencies by developing time-saving tools, more effective procedures, streamlined workflows, leaner processes, and other innovations.  Typically, project leads identify a problem that they want to team up with others to solve and then go through various steps of exploration, brainstorming, planning and execution until a mutually agreed solution is found. This exercise results in several benefits for participants as they acquire new knowledge (including developing communication, organization, and leadership skills) and meet with various people of diverse horizons from both within and outside of their teams while trying something new in a fun and supportive environment.

The annual Hackathon encourages people to come together to solve both technical and non-technical problems in creative ways. It is an opportunity to collaborate with colleagues to help improve the agencies by developing time-saving tools, more effective procedures, streamlined workflows, leaner processes, and other innovations.  Typically, project leads identify a problem that they want to team up with others to solve and then go through various steps of exploration, brainstorming, planning and execution until a mutually agreed solution is found. This exercise results in several benefits for participants as they acquire new knowledge (including developing communication, organization, and leadership skills) and meet with various people of diverse horizons from both within and outside of their teams, while exploring new approaches in a fun and supportive environment.

=== Hackathon organization ===

=== Hackathon organization ===

The Innovation Hub leads the Hackathon Event Planning Team that organizes the annual Hackathon. It is composed of volunteers from across the different divisions at the agencies. Their goal is to create a supportive, hybrid environment for innovation to enable teams to achieve their own objectives. To achieve the goal, they do the following: reserve a suitable space for teams to collaborate, plan activities during the Hackathon, maintain a website where information can be found, present to various groups to encourage participation, create a list where project leads can add their projects and participants can join, facilitate Idea Labs to generate projects, provide project management tools to help project leads, provide training sessions for project leads, and more.

The Innovation Hub leads the Hackathon Event Planning Team that organizes the annual Hackathon. It is composed of volunteers from across the different divisions at the agencies. Their goal is to create a supportive, hybrid environment for innovation to enable teams to achieve their own objectives. To achieve this goal, they do the following actions: reserve a suitable space for teams to collaborate, plan activities during the Hackathon, maintain a website where information can be found, present to various groups to encourage participation, create a list where project leads can add their projects and participants can join, facilitate Idea Labs to generate projects, provide project management tools to help project leads, provide training sessions for project leads, and more.

The most recent Hackathon involved a full day of project interactions followed by ad hoc engagements within the project teams during the remainder of the week. The Hackathon was a hybrid event where people participated either in person or virtually. Following the Hackathon, project leads reviewed what was accomplished with their teams and obtained approval to continue working on the project where it made sense.

The most recent Hackathon involved a full day of project interactions followed by ad hoc engagements within the project teams during the remainder of the week. The Hackathon was a hybrid event where people participated either in person or virtually. Following the Hackathon, project leads reviewed their accomplishments with their teams, then sought and obtained approval to continue working on their project, where potential benefits are demonstrated.

=== Idea Labs ===

=== Idea Labs ===

All the great projects of participants in earlier Hackathons have started with one thing: an idea. To help generate and explore ideas in the lead-up to Hackathons, the Hackathon Event Planning Team facilitates Idea Labs. They involve setting a place and time to investigate current problems or potential improvements and propose new ideas and approaches to resolve them. In these labs, ideas are evaluated based on their merit and potential for advancement and impact. Idea Labs can be a brainstorming session which may lead to the creation of new ideas; and/or it can be a validation exercise of pre-existent ideas. The purpose of bringing up ideas in such a setting is to get instant and informal feedback on whether they’re worth pursuing as well as things to consider if you decide to move forward (e.g., what has been done to solve this problem previously, who might have more information on this topic, etc.).

All the great projects of participants in earlier Hackathons have started with one thing: an idea. To help generate and explore ideas in the lead-up to Hackathons, the Hackathon Event Planning Team facilitates Idea Labs. They involve setting a place and time to investigate current problems or potential improvements and propose new ideas and approaches to resolve them. In these labs, ideas are evaluated based on their merit and potential for advancement and impact. Idea Labs can be a brainstorming session which may lead to the creation of new ideas; and/or they can be a validation exercise of pre-existent ideas. The purpose of bringing up ideas in such a setting is to get instant and informal feedback on whether they’re worth pursuing as well as elements to consider if one decides to move forward (e.g., what has been done to solve this problem previously? Who might have more information on this topic? etc.).

== Examples of Past Hackathon Projects ==

== Examples of Past Hackathon Projects ==

=== OptaPlanner Tool Development ===

=== OptaPlanner Tool Development ===

During the Discovery Grant (DG) Competition, there is a need for scheduling the review of approximately 3500 applications by 450 reviewers who change locations every 15 minutes over a 3-week period. Previously, this resulted in a complex, time-consuming, and non-optimized workflow for reviewers and NSERC personnel. This project involved: completing an environmental scan to search for existing tools that would meet their needs, testing several different types of software, obtaining approval for one of them, and customizing the tool for their unique needs. The Hackathon was used to jump-start this project which had previously had several unsuccessful attempts. Following its initial success during the Hackathon, some of the work outlined above continued afterwards.

During the Discovery Grant (DG) Competition, there is a need for scheduling the review of approximately 3500 applications by 450 reviewers who change locations every 15 minutes over a 3-week period. Previously, this resulted in a complex, time-consuming, and non-optimized workflow for reviewers and NSERC personnel.

This project resulted in the reduction of the amount of time staff spent manually scheduling the DG competition: a savings of approximately 1875 hours annually. Other teams across the agencies have since adopted the tool.

This project involved: Completing an environmental scan to search for existing tools that would meet the staff needs, testing several different types of software, obtaining approval for one of them, and customizing the tool for the identified needs. The Hackathon was used to jump-start this project which experienced several unsuccessful attempts in the past.

 

Following its initial success during the Hackathon, work has progressed afterwards; this resulted in the reduction of the amount of time staff spent manually scheduling the DG competition: a savings of approximately 1875 hours annually. Other teams across the agencies have since adopted the tool.

=== Administrative Review Tool ===

=== Administrative Review Tool ===

To reduce the administrative burden for applicants when an Alliance application fails its administrative review, the Alliance Grants team wanted to review its competition data and explore alternatives to rejection.  The team used an Ideas Lab to generate potential projects which were approved by management prior to the Hackathon. The Hackathon itself was devoted to analyzing the existing data on rejected applications and brainstorming alternatives to rejection. The work continued following the Hackathon where changes were recommended based on their previous work and community feedback.  

To reduce the administrative burden for applicants when an Alliance application fails its administrative review, the Alliance Grants team wanted to review its competition data and explore alternatives to rejection. The team used an Ideas Lab to generate potential projects which were approved by management prior to the Hackathon. The Hackathon itself was devoted to analyzing the existing data on rejected applications and brainstorming alternatives to rejection. The work continued following the Hackathon, where changes were recommended based on their previous work and community feedback.  

=== Modular Webinar Videos ===

=== Modular Webinar Videos ===

Prior to this work, a working group from Research Grants and Scholarship directorate would prepare slides and a script for webinars, then get it approved and translated. Then comes the lengthy process of preparation and conducting the presentations at fixed times, which is not always convenient for applicants. There was a need to create reusable material with flexible access by applicants and reviewers for better information and communication outcomes; this is to replace the traditional and long 2-hour webinar sessions.

Prior to this work, a working group from Research Grants and Scholarship directorate would prepare slides and a script for webinars, then get it approved and translated. Then comes the lengthy process of preparation and conducting the presentations at fixed times, which was not always convenient for applicants. There was a need to create reusable material with flexible access by applicants and reviewers for better information and communication outcomes; this is to replace the traditional and long 2-hour webinar sessions.

During the Hackathon project the team analyzed the requirements to create modular webinar videos of 3-4 minutes each, covering various aspects of grant applications and reviews. The team experimented and started the conversion of the old-style webinars to short modular videos, recorded by program officers convenient times.

During the Hackathon project, the team analyzed the requirements to create modular webinar videos of 3-4 minutes each, covering various aspects of grant applications and reviews. The team experimented and started the conversion of the old-style webinars to short modular videos, recorded by program officers at convenient times.

The outcome was improved productivity for staff as they stopped preparing for webinars and allocated their time to more productive tasks.  The webinar videos were also more responsive to the needs of the researchers as they provide flexible access to information, when and as needed. As an additional benefit, this work proved especially useful when COVID-19 forced staff to work from home.

The outcome was improved productivity for staff as they stopped preparing for webinars and allocated their time to more productive tasks.  The webinar videos were also more responsive to the needs of the researchers as they provide flexible access to information, when and as needed. As an additional benefit, this work proved especially useful when COVID-19 forced staff to work from home.  

=== Program Scoring ===

=== Program Scoring ===

The goal of this project was to research methods of score standardization used across Canada and around the world, and recommend short-term changes, as well as envision long-term changes, to better improve score distribution across the Research Tools and Instruments (RTI) program. During the Hackathon, one person from the RTI team was able to complete the environmental scan, in part due to being able to consult with other participants. Following the Hackathon, they produced recommendations which were accepted and incorporated into the program in under 3 months. The changes resulted in many improvements, including eliminating uncalibrated scoring from reviewers, reducing concerns around unfair results, and eliminating the rescoring of applications.

The goal of this project was to research methods of score standardization used across Canada and around the world, and recommend short-term changes, as well as envision long-term changes, to better improve score distribution across the Research Tools and Instruments (RTI) program. During the Hackathon, one person from the RTI team was able to complete the environmental scan, in part due to being able to consult with other participants. Following the Hackathon, they produced recommendations which were accepted and incorporated into the program in under 3 months. The changes resulted in many improvements, including eliminating uncalibrated scoring from reviewers, reducing concerns around unfair results, and eliminating the rescoring of applications.