Table Of Content
The evaluation team would also like to express its gratitude to members of the committee of Methodological and Subject-Matter Experts for their indispensable guidance and advice. Finally, the evaluation team would like to thank the expert reviewers, HHT clients and other stakeholders who provided rich information and insights in support of this evaluation. Internal and external documents were reviewed, synthesized and integrated into the evaluation to provide context and history, and to complement other lines of evidence in assessing relevance and performance. Internal documents reviewed included strategic and business plans for the Portfolio and the three programs, special studies, intranet articles, and the program profiles prepared as part of the expert consultations. In addition, a wide range of external documentation was also reviewed by the evaluation team. The evaluation of HHT was carried out in accordance with NRC 's approved evaluation plan.
Evaluation of NRC Human Health Therapeutics
The portfolio-hosted programs will undergo a more in-depth assessment as part of planned mid-term program reviews. It is expected that information drawn from this evaluation could contribute to the mid-term reviews. NRC corporate key performance indicators show a relatively high level of overhead efficiency and staff utilization.
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Collaborations have been a cornerstone of our business and community building efforts with like minded companies and individuals. We make beautiful things in a slow and careful way, using a treasured team of artisan suppliers and cobblers to ensure that our chain of production is hands-on, handmade, and brings us as much pride as the products themselves. Upstate Rug Supply’s founder Joanna Mahserdjian was inspired to start her business after an interest in art history in college led her to begin collecting antique rugs. From a small capsule collection, Mahserdjian began traveling all over the US selecting rugs and eventually began Upstate Rug Supply. She specializes in hand-loomed Caucasian and Persian rugs (which covers present-day Iran, Azerbaijan, Armenia, and Turkey) made over 100 years ago, before the advent of machinery and synthetic dyes changed the craft.
A life and style blog by Allison Kelley
I’m drawn to garments that feel comfortable, yet still offer something unique or interesting. Scroll through Artemis’ Instagram feed and you’ll be immediately swept away by wildly colorful loafers and slippers. Made from recycled Turkish rugs, Artemis’ vibrant and intricate products make you feel something. With regards to HHT 's contribution to client growth, a few clients specifically reported that their company has increased its number of employees since the beginning of the collaboration with NRC . Moreover, another client directly attributed the survival of the company to the services provided by NRC .
The Artemis Kilim Loafer, handcrafted from one-of-a-kind Turkish carpets, has garnered a cult following, and its limited releases are collected by fans all over the world. At Taylor Design, we collaborate with our clients to learn together and develop user-centered solutions that are effective, meaningful, and delightful. Taylor Design is a strategy-based design firm with practices in Architectural Design, Interior Design and Design Strategy; with offices in northern and southern California. Equally as important is our responsibility and continued investment in the growth, development and well-being of our team. Only the corporate indicators for 2013‑14 are reported since, although NRC started collecting this data in 2012‑13, the first year was one of transition and the resulting data contains many anomalies.
3 Alignment with Government and NRC Priorities
While Artemis Design Co. has been around for nearly 10 years, the brand continues to gain followers and customers who fall in love with the product. Steven Alan may have been the first major retailer to discover these stylish shoes, but since then many brands including Rowing Blazers and Madewell have stocked small batches of Artemis loafers. We set high performance standards and hold ourselves personally and collectively accountable for meeting our objectives.
Profile of the HHT Portfolio
At the program level, the Biologics Program achieved $7.3M in revenues for 2013‑14, exceeding its program-level revenue target by 38%. The TBBB Program met its $1.9M revenue target, while the Vaccines Program generated a total of $3.08M in revenues, slightly below its $3.4M target. A number of external stakeholders identified access to certified Good Manufacturing Practice ( cGMP ) facilities as being an unmet need within the industry. However, HHT is currently working with existing and potential contract manufacturing organizations ( CMO s) to help strengthen biomanufacturing in Canada.
1 Evaluation Overview
HHT management and staff noted that the internal restructuring that has taken place over the past couple of years has led to significantly higher levels of efficiency and effectiveness. In line with the new matrix-based approach instituted at NRC , HHT has implemented its own matrix structure within the Portfolio. Expertise from across its three sites is now organized into four R&D departments, as well as an Operations department in which a project management office has been established. The pharmaceutical/ biopharmaceutical industry is important to the Canadian economy and HHT activities help to address some of the needs of biopharmaceutical SME s. Individual consultations (one-on-one interviews) with nine Canadian experts (i.e., three experts for each of the three programs) in the field of biopharmaceutical R&D were conducted in order to assess the relevance and performance of each program.
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This section describes the extent to which HHT has positioned itself to achieve its expected outcomes by examining the development of its core competencies and its level of engagement with industry clients. NRC has made the decision that it will not be offering cGMP services, as the set-up and operation of such a facility would be very resource-intensive and the organization feels that it is an area that is better served by the private sector. That said, HHT does recognize the need within the sector and is currently working with existing and potential contract manufacturing organizations ( CMO s) to help strengthen biomanufacturing in Canada. The Portfolio also proposes to act as a liaison, developing what it calls " cGMP -ready processes" and enabling its Canadian SME partners to successfully transfer their product manufacturing to a Canadian CMO . The HHT General Manager reports to the Vice-President, NRC Life Sciences, and has overall managerial accountability for the Portfolio. The Portfolio is organized into four R&D departments, each headed by an R&D director, as well as an Operations department responsible for quality control, process improvement, project management and coordination, and portfolio administrative support.
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"Venture capitalists have been pushing companies to adopt a virtual model. They are not interested in investing in infrastructure, given the high cost and long-term nature [of these types of investments]." Pie chart showing the distribution of HHT revenue, by source (65% from Canadian industry, 30% from foreign industry and 5% from OGD s). As the HHT Portfolio has only existed since April 1, 2012, historic financial data before that time are not available. As well, with 2012‑13 being a year of transition, financial figures for that year are not considered to be typical.
Many described specific roadblocks they were facing at the time, noting that HHT expertise was sought to provide a solution, which would help them to advance their product to the next phase of the drug development process. By accelerating the drug discovery process and de-risking the development of products, HHT helps to make the firms more attractive to funders. HHT mainly targets Canadian small and medium enterprises ( SME s) who develop therapeutics and vaccines to address unmet needs in human health. The primary mode of interaction with these companies is the co-development of a product (therapeutic or vaccine) through R&D agreements. These co-development agreements are complemented by licensing and research services activities.
Once the fabric and material are sourced their artisan designers and cobblers get to work on molding and creating the shoes. After the shoes dry and form the desired shape each pair is looked over and gaps, mismatch colors, or tears in the rug are hand sewn with matching threads. Upstate Rug Supply shares The Shop in Hudson along with antique dealers Ida’s Eye and The Modern Exchange.
While the role of BMS staff has been found to be critical in this area, HHT management clearly expressed the need to also increase the contribution of team leaders and other senior researchers in portfolio marketing activities. HHT management indicated that "team leaders need to become better ambassadors for the Portfolio", while also recognizing that significant training and coaching will be required before this group can fully embrace this new role. Some internal interviewees noted that despite the good progress that has been made to adopt a more industry-focused approach, remnants of an academic culture persists in some parts of the Portfolio. One interviewee estimated that it could take three to four more years before a complete culture change of this magnitude is realized. Recent efforts have been undertaken to increase the synergies between HHT and IRAP , including two meetings that were held in 2014 between HHT management and IRAP management/biomedical team staff. Many internal interviewees noted that ongoing engagement and sharing of information would be beneficial in order for ITA s to be able to more easily identify opportunities where their clients could benefit from HHT services.
It is expected that at least some of these inefficiencies will be addressed as part of NRC 's Common Services Transformation, which is currently ongoing and is expected to be completed in the fall of 2015. HHT 's strategic documents strongly emphasize the importance of strengthening Canada's biomanufacturing capabilities so as to ensure that a greater proportion of the biologics developed by Canadian collaborators are ultimately manufactured in Canada. The manufacturing of biologics has been identified by the Portfolio as a critical condition for the achievement of strong impacts for Canada given that, with very few exceptions, most options for accessing CMO services are currently international. The evaluation assessed the performance of HHT in terms of a) the extent to which the Portfolio has positioned itself to achieve expected program outcomes (section 4.1); and b) the impact it has had on clients (section 4.2). The first of these two portfolio-level outcomes aligns very well with NRC 's first strategic outcome, that is, "Canadian businesses prosper from innovative technologies".
However, many of these projects have yet to be licensed or otherwise exploited by Canadian industry players. It is also worth noting that, at a corporate level, mechanisms have been put in place to ensure that portfolio activities align with NRC priorities. The most significant of these mechanisms is a business planning process whereby the work of HHT , like that of all other NRC portfolios, must fall within the scope of NRC programs.
