Archived - Evaluation of the Electric Power Technology Roadmap: Executive Summary

This document presents the findings, conclusions and lessons learned from an evaluation of the Electric Power (EP) Technology Roadmap initiative that began in 1996. The EP Technology Roadmap document was produced in 2000.

A Technology Roadmap (TRM) is a tool to help Canadian industries, or sectors within an industry, identify and address the technology challenges that are critical to their future. Phase 1 of a TRM involves determining those key technologies based on the TRM participants' knowledge and analysis of future requirements.

At the time the EP TRM was being developed, the Canadian electric power industry was being deregulated, which led industry to conclude that its future success depended on its technology preparedness. The EP TRM was intended to enable organizations within the industry to achieve a collective decision on future technology development, and to establish a commitment to work together in addressing the related technological challenges. Industry Canada's role in the EP TRM was to act as a catalyst in launching the initiative, and as a facilitator throughout the TRM exercise.

Main Conclusions

In general, the findings indicated that the EP TRM was considered to be a useful exercise and a worthwhile undertaking. It was the first attempt by the Canadian electric power industry to undertake a longer-term technology planning effort.

Phase I of the EP TRM established a successful opportunity for participants to exchange ideas and views on important technology issues, and to capture these in a formal document for industry-wide dissemination.  Interviewed participants all agreed that Industry Canada did an excellent job in bringing together participants, and fostering progress throughout the exercise. However, they also indicated that IC did not follow through completely on its commitment to facilitate the TRM and meet participants' expectations.

Lessons Learned

1. A TRM's Phase 1 might be more successful if its timing does not coincide with significant fundamental/structural changes in the concerned industry.
2. A collaborative work environment is an important contributor to the TRM process.
3. Participants in TRM working groups should be involved in the selection of the areas to be studied by the working groups.
4. TRM initiatives can progress more deliberately if Phase 1 produces a formal plan of future projects and working arrangements, including partnerships, for undertaking those projects.
5. Industry Canada performs well the role of facilitator.
6. If the Department chooses to facilitate a TRM exercise, it should ensure that sufficient effort is allocated so that the exercise meets its objectives and those of participants.