Table of Contents
Minister’s Message
Minister of State’s Message
Message from the President
Section I: Organizational Overview
Section II: Analyis of Programs and Sub-Programs by Strategic Outcome
Section III: Supplementary Information
Section IV: Other Items of Interest
Minister’s Message
I am pleased to report on the Industry Portfolio’s key activities for 2012–13.
During this period, the Portfolio continued to develop and recruit leading research talent through programs administered by the federal granting councils. It also took significant steps to improve commercialization outcomes through the transformation of the National Research Council into an industry-focused research and technology organization. This was complemented by reinvestments in programs such as the College and Community Innovation Program and the Centres of Excellence for Commercialization and Research.
Throughout 2012–13, the Social Sciences and Humanities Research Council of Canada (SSHRC) demonstrated strong leadership by building Canada’s knowledge-based economy through strategic investments in research and training. This includes investments to support the government’s goals for a high-performing innovation system. While advancing its strategic objectives, SSHRC continued to promote an integrated model for innovation that creates value across all sectors of the Canadian economy.
Moving forward, the Industry Portfolio will continue to exercise fiscal responsibility while delivering on government priorities to support jobs and economic growth. Portfolio agencies will continue to play key roles in encouraging collaboration between the research community and the private sector; strengthening the manufacturing sector to sustain and attract globally competitive industries; and bringing forward the government’s response to the Review of Aerospace and Space Programs and Policies to maintain Canada’s leadership position in those areas.
It is my pleasure to present the 2012–13 Departmental Performance Report for the Social Sciences and Humanities Research Council of Canada.
James Moore
Minister of Industry
Minister of State’s Message
Academic curiosity leads to discoveries and innovations, and it inspires us all to change how we perceive and do things. Over the last year, the Industry Portfolio undertook important strategic actions to further strengthen Canada’s culture of innovation. These actions were taken with our partners in basic and applied research across sectors and are in alignment with our government’s objectives of an efficient and competitive marketplace, a healthy and innovative knowledge-based economy, and a competitive and sustainable business community. These measures will help put Canada in an even better position to succeed in a thriving global economy.
To achieve our government’s goal of getting more ideas to market, we leveraged past investments, developed and recruited to Canada world-leading research talent, and encouraged private sector support of research, development and innovation. To build on these significant efforts, we supported initiatives such as the improvement of commercialization outcomes through the refocused National Research Council of Canada, a pilot program to help small and medium-sized enterprises access research and business development services, investments to support the development of clean technologies, and funding to support partnerships between post-secondary institutions and industry. This support will help further job creation, stimulate growth and ensure our country’s long-term prosperity.
The Social Sciences and Humanities Research Council of Canada (SSHRC) is committed to delivering a central strategic goal: positioning Canada as a world leader in research and training. In 2012–13, the Government of Canada, through the Council, made improvements to funding opportunities for researchers while launching new initiatives such as the Connection Program, which invests in outreach activities to encourage links between research and business communities thereby bridging the gap between knowledge and the workforce. SSHRC plays a vital role in driving a strong culture of innovation to meet the demands of an increasingly interconnected global marketplace. The current investments in research in the digital economy through the Partnership Grants and Partnership Development Grants are effective examples of what can be achieved when great minds and ideas come together.
In the year ahead, as we focus on innovative thinking to further Canada’s knowledge economy, our government will pursue opportunities in partnership with the research and business communities to strengthen industrial performance for the benefit of Canadians.
Greg Rickford
Minister of State (Science and Technology) (Federal Economic Development Initiative for Northern Ontario)
Message from the President
Talent. Insight. Connection. These words capture how the social sciences and humanities focus on people in the past and present with a view toward creating a better future
SSHRC’s Talent program contributes to ensuring that Canada has a continued supply of top-quality researchers and innovative leaders and thinkers—leaders who understand the complexity, diversity and creativity of people, as individuals and as communities across all sectors of society.
Research excellence on the important issues facing Canada and Canadians both today and in the future is vital to Canada’s Knowledge, People and Entrepreneurial advantages. SSHRC’s new suite of funding opportunities enhances its effectiveness in supporting—and increasing Canada’s capacity for—world-class, cutting-edge research and research training in the social sciences and humanities and generating deep insights into human thought and behaviour as a foundation for informed thinking about critical social, cultural and economic issues.
SSHRC creates connections between research and communities, governments, and businesses, and brings together interests from urban, rural and northern areas by designing projects in co-operation with end-users. These connections intensify the economic, social, cultural and intellectual impact of SSHRC’s funded research and research training and increase Canada’s Entrepreneurial Advantage.
In 2012-13, changes were completed to SSHRC’s programming for research trainees and postdoctoral researchers. Significant progress was made on the Future Challenge Areas project that seeks ways in which the Canadian social sciences and humanities research community can further contribute to both understand and shape the future of Canada, especially in the rapidly changing digital age. SSHRC also launched the Connection program, which helps move the results of research into society and bring new ideas into the world of research. Over the past year, SSHRC has also continued to improve its corporate governance and management structures to enhance SSHRC’s effectiveness as an organization that delivers results for Canadians.
I am pleased to present SSHRC’s Departmental Performance Report for the fiscal year 2012-13 as it illustrates SSHRC’s continuing achievements in communicating and delivering the benefits of social sciences and humanities research to Canada and the world.
Section I: Organizational Overview
Raison d’être
The Social Sciences and Humanities Research Council (SSHRC) funds research and research training that builds knowledge about people, past and present, with a view toward creating a better future. From questions of family and culture to concerns about jobs and employment, research about people—how we live, what we think and how we act—informs new knowledge and insights on the issues that matter most to Canadians.
SSHRC-funded research and research training play a unique role within Canada’s science, technology and innovation system, and are key to meeting Canada’s productivity agenda. Social sciences and humanities research fosters the development of the creative and analytical skills needed to respond to the complex emerging challenges of critical importance to Canadians. SSHRC helps advance Canada’s advantages, as outlined in the federal science and technology (S&T) strategy, Mobilizing Science and Technology to Canada’s Advantage, by ensuring that Canada is a world leader in social sciences and humanities research and research training, and by ensuring that Canada has the institutional capacity to enable research and research-related activities in social sciences and humanities, natural sciences and engineering, and health. SSHRC achieves these results through four programs:
- Talent—attraction, retention and development of students and researchers in the social sciences and humanities to build a People Advantage;
- Insight—new knowledge in the social sciences and humanities to strengthen Canada’s Knowledge Advantage;
- Connection—mobilization of social sciences and humanities knowledge to contribute to Canada’s Entrepreneurial Advantage; and
- Indirect Costs of Research—building of institutional capacity for the conduct of research and research-related activities to maximize the investment of publicly funded academic research and achieve world-class excellence.
SSHRC actively contributes to the federal government’s S&T priorities by supporting research and research training related to a variety of key areas, including environmental science and technologies, finance and business, and new media and communications. The results of these and other investments are used by SSHRC-supported experts, in collaboration with key stakeholders from the public, private and not-for-profit sectors, to translate knowledge into new and productive solutions and applications. In addition, SSHRC-funded research plays a vital role in the innovation process, establishing pathways for the commercialization of inventions across the scientific spectrum, and, through its training programs, helping to establish the cultures of innovation within all disciplines that drive creativity and enterprise. SSHRC disciplines, ultimately, play a critical role in informing policy at all government levels and in assessing the efficacy and impact of strategic initiatives fuelling economic output within both the public and private sectors.
Responsibilities
SSHRC is an agency that reports to Parliament through the Minister of Industry. It was created through an act of Parliament in 1977 and mandated to:
- promote and assist research and scholarship in the social sciences and humanities; and
- advise the Minister in respect of such matters relating to such research as the Minister may refer to the Council for its consideration.
To fulfil its mandate, SSHRC offers funding opportunities that provide Canadian researchers and students with grants, scholarships and fellowships, respecting the terms of the federal Policy on Transfer Payments. SSHRC is also responsible for administering the following tri-agency programs, offered jointly with the Natural Sciences and Engineering Research Council (NSERC) and the Canadian Institutes of Health Research (CIHR):
- the Canada Research Chairs Program;
- the Canada Excellence Research Chairs Program; and
- the Indirect Costs Program.
In addition, SSHRC works with Industry Canada, as well as with NSERC and CIHR, to support Networks of Centres of Excellence initiatives. It also collaborates with NSERC and CIHR to deliver the Canada Graduate Scholarships, Vanier Canada Graduate Scholarships, and Banting Postdoctoral Fellowships programs. SSHRC will continue to foster this collaboration to the benefit of all Canadians by building on the harmonization of tri-agency programs, practices and policies.
The president of SSHRC is supported by a governing council appointed by order-in-council to reflect the perspectives of the academic, public and private sectors. SSHRC’s governing council promotes and assists research and scholarship in the social sciences and humanities. It meets regularly to set strategic policy and program priorities, allocate budgets, and advise the Minister of Industry and Parliament on research in these areas.
Strategic Outcomes and Program Alignment Architecture
Description of figure
Description of SSHRC Strategic Outcomes and Program Alignment Architecture
This figure describes SSHRC’s two strategic outcomes and five programs, and breaks them down into sub-programs.
Strategic Outcome 1.0 is Canada is a world leader in social sciences and humanities research and research training. This strategic outcome has three programs.
The first one, program 1.1, is Talent: attraction, retention and development of students and researchers in the social sciences and humanities. This program has five sub-programs:
- Sub-program 1.1.1: Canada Research Chairs
- Sub-program 1.1.2: Canada Graduate Scholarships
- Sub-program 1.1.3: Vanier Canada Graduate Scholarships
- Sub-program 1.1.4: Banting Postdoctoral Fellowships
- Sub-program 1.1.5: SSHRC Doctoral and Postdoctoral Fellowships
The second program under strategic outcome 1.0 is program 1.2, Insight: new knowledge in the social sciences and humanities. This program has two sub-programs:
- Sub-program 1.2.1: Individual, team and partnership research grants
- Sub-program 1.2.2: Institutional research capacity grants
The third program under strategic outcome 1.0 is program 1.3, Connection: mobilization of social sciences and humanities knowledge. This program has three sub-programs:
- Sub-program 1.3.1: Individual, team and partnership knowledge mobilization grants
- Sub-program 1.3.2: Research-based knowledge culture
- Sub-program 1.3.3: Networks of Centres of Excellence
Strategic Outcome 2.0 is Canada has the institutional capacity to enable research and research-related activities in social sciences and humanities, natural sciences and engineering and health. This strategic outcome has one program:
- Program 2.1: Indirect Costs of Research
There is also a program that does not fall under the individual strategic outcomes because it provides support to the agency as a whole, program 3.1: Internal Services.
Organizational Priorities
| Priority |
Type |
Strategic Outcomes |
| Strengthen SSHRC programs and policies aimed at developing the next generation of leaders and thinkers, both within academia and across all sectors of the economy |
Previously committed to |
1.0 |
| Summary of Progress |
Talented, skilled, creative people are at the heart of successful societies. Demand is growing across the public, private and not-for-profit sectors for highly qualified personnel who are creative, analytical and articulate, as well as sophisticated in their understanding of individuals, communities and societies in the past and present.
What progress has been made toward this priority?
- Implement changes resulting from the examination of SSHRC’s programs of direct support for research trainees, and introduce changes to SSHRC grants in order to strengthen SSHRC’s indirect support for research trainees. These changes will establish a consistent approach to research training across all SSHRC funding opportunities.
- After consultations with key stakeholders on proposed changes to SSHRC’s postdoctoral funding opportunity, SSHRC will implement a number of changes for the next competition. The Talent component of the Partnership Grants funding opportunity was launched in August 2012 and several proposals were received in February 2013. Guidelines are being developed for effective research training across all funding opportunities, to strengthen indirect support for research trainees. The tri-agency harmonization project team was established in October 2012 to redesign the master’s and doctoral components of the Canada Graduate Scholarships program. In addition, the Vanier-Banting Secretariat, housed at CIHR, with members from NSERC and SSHRC, was created to centralize the administration of the Vanier Canada Graduate Scholarships and Banting Postdoctoral Fellowships programs.
- Deliver on the Budget 2011 commitment to award 10 new Canada Excellence Research Chairs, some of which will be in fields relevant to the digital economy. Phase 1 of the selection process will be completed by end of fiscal year 2012-13 and will result in a shortlist of applications that will proceed to the nomination stage.
- Phase 1 of the competition for 10 new Canada Excellence Research Chairs was completed as planned. A total of 46 proposals were reviewed by external experts, a review panel of Canadian and international experts, and, finally, a selection board comprising distinguished Canadian and international leaders. The Canada Excellence Research Chairs steering committee approved the final selection of 11 applications. These applicants were invited in November 2012 to submit a Phase 2 nomination. The review panel prepared a recruitment best practices report, which it shared with the 11 successful universities. Phase 2 nominations, including world-leading researchers, have to be submitted no later than February 14, 2014; these will undergo a multilevel merit review process that includes evaluation by external experts, assessment by the review panel, strategic review by the selection board and final approval by the steering committee.
|
| Priority |
Type |
Strategic Outcomes |
| Simplify and consolidate SSHRC support for excellent research in the social sciences and humanities, for the benefit of Canadians now and in the future |
Previously committed to |
1.0 |
| Summary of Progress |
SSHRC contributes to Canada’s Knowledge, People and Entrepreneurial advantages by supporting research excellence on the vital issues facing Canada and Canadians both today and in the future. The new suite of funding opportunities under the Talent, Insight and Connection programs enhances SSHRC’s effectiveness in supporting—and increasing Canada’s capacity for—world-class, cutting-edge research and research training in the social sciences and humanities. The renewed structure incorporates funding opportunities for partnerships, emerging and established scholars, trainees, and knowledge mobilization activities.
What progress has been made toward this priority?
- Enhance SSHRC’s peer/merit review processes through the development of a merit review strategy to support the objectives of the renewed program architecture, while maintaining SSHRC’s internationally recognized standards of excellence.
- SSHRC’s website now includes a merit review section that provides information on the principles of merit review, outlines the roles and responsibilities of reviewers, and provides a mechanism for prospective reviewers to self-nominate. In addition, SSHRC’s president committed to sending out letters each year to the presidents of Canadian postsecondary institutions, providing them with the names of reviewers from their institution, in order to acknowledge their work; thanking the institution for its support; and encouraging each institution to recognize its reviewers for their contribution to SSHRC.
- Implement the framework to identify future challenge areas for Canada to which the social sciences and humanities research community could contribute its knowledge, talent and expertise.
- In pursuit of this priority, SSHRC conducted a “future scan,” regional panels, a scenarios workshop and an international expert panel led by the Canadian Institute for Advanced Research. Through a synthesis meeting, the results of these activities were analyzed and synthesized into a draft short list of future challenge areas. SSHRC then developed a framework to integrate these future challenge areas into SSHRC’s program architecture and related corporate activities. SSHRC’s logic models were also updated to include activities, outputs and outcomes associated with the initiative. These logic models will serve as the bases for program-specific performance measurement strategies to capture the results of SSHRC’s efforts and investments. SSHRC will use both program and corporate activities to promote and support the challenge areas.
|
| Priority |
Type |
Strategic Outcomes |
| Better connect social sciences and humanities research within and beyond academia, to maximize intellectual, cultural, social and economic impact |
Previously committed to |
1.0 |
| Summary of Progress |
SSHRC contributes to Canada’s Entrepreneurial Advantage by facilitating links between research and communities, governments, and businesses, and bringing together interests from urban, rural and northern areas. By designing projects in co-operation with end-users, which helps move the results of research into society and bring new ideas into the world of research, SSHRC creates connections and intensifies the economic, social, cultural and intellectual impact of its funded research and research training.
What progress has been made toward this priority?
- Launch funding opportunities related to the Connection program that provide funding to individuals and teams.
- The Connection Grants and the Institutional Connection Grants funding opportunities were launched. The grants support workshops, colloquiums, conferences, forums, summer institutes or other events or outreach activities geared toward short-term, targeted knowledge mobilization initiatives. Applications have already been received and the first grants awarded.
- In collaboration with NSERC and CIHR, as appropriate, develop and update SSHRC’s policies on research outputs, including SSHRC’s Open Access and Research Data Archiving policies.
- In July 2012, SSHRC signed the Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities. SSHRC is also participating in a tri-agency working group that is developing a tri-agency policy on access to research publications. In addition, the three granting agencies hosted “Towards a Tri-Agency Policy on Open Access to Research Publications,” a one-day workshop in Ottawa in March 2013, to gather input from a small group of key national stakeholders.
|
| Priority |
Type |
Strategic Outcomes |
| Improve SSHRC’s governance, management and service delivery, focusing on results for Canadians |
Previously committed to |
1.0
2.0 |
| Summary of Progress |
Since 2006, SSHRC has been undertaking measures to improve its corporate governance and management structures. These changes are enabling a more streamlined and rigorous approach to corporate planning and reporting, and are enhancing SSHRC’s effectiveness as an organization that delivers results for Canadians.
What progress has been made toward this priority?
- Continue to engage SSHRC’s stakeholders in dialogue on issues related to the implementation of SSHRC policies and programs.
- SSHRC maintains an ongoing dialogue with the university community through the following means:
- The Canadian Association of University Research Administrators: SSHRC management and staff attended several meetings across the country to provide updates and respond to questions from university administrators.
- The Congress of the Humanities and Social Sciences: Hundreds of university-based researchers attend this annual conference where SSHRC stages several events and staffs a kiosk in order to field questions and showcase SSHRC-funded research.
- SSHRC Leaders: SSHRC Leaders are senior administrators in Canadian universities appointed by their presidents to serve as points of contact between SSHRC and their institutions. With two annual meetings and regular tele-briefings on updates to SSHRC programs and policies, SSHRC is able to consult with this group on an ongoing basis.
- SSHRC supports research activities in the digital economy and is funding a total of 50 partnership projects within that field through its Partnership Grants and Partnership Development Grants funding opportunities.
- In collaboration with federal departments, SSHRC is also funding research on pressing questions of importance to Canadians. The Kanishka Project on global security, launched in 2011, is a collaboration with Public Safety Canada; two proposals are currently being reviewed by Public Safety Canada. Another example is the International Partnerships for Sustainable Societies, a joint initiative with the International Development Research Centre. Eighteen eligible applications are currently being reviewed. SSHRC also awarded its first Partnership Grant under the Automotive Partnership Canada initiative. This collaborative initiative also involves NSERC, the National Research Council, the Canada Foundation for Innovation, SSHRC and the Canada Excellence Research Chairs Program.
- Work with researchers, research institutions and partners to better capture and communicate the results and impacts of social sciences and humanities research.
- SSHRC is developing an achievement report to pilot that will better capture information about SSHRC-funded activities and the results they achieve, which will improve SSHRC’s capacity to demonstrate the impacts and outcomes of these activities. A privacy impact assessment is also underway.
- SSHRC has been working to marshal Canadian and international knowledge on investing in higher education research and development in order to inform the evolution of Canadian S&T and innovation policy. In 2012, SSHRC launched a Knowledge Synthesis Grants funding opportunity. As a result, 14 knowledge synthesis papers and four commissioned international case studies have been completed and shared with various audiences. A knowledge exchange workshop with authors and policy-makers was held in May 2012, and a final report will be released in 2013-14.
- Improve service delivery by further developing electronic application and assessment processes, and by renewing award administration systems.
- SSHRC is piloting a new grants management system, through its Insight Development Grants funding opportunity. A new application portal was launched in fall 2012, and applicants successfully submitted more than 1,000 proposals. Work continues to finalize the system’s functionality for merit review and post-award management. Overall progress is slightly slower than originally expected.
- Improve governance and management practices by building stronger links between strategic, operational, financial and human resources planning.
- SSHRC launched its strategic plan for the next three years, Strengthening Canada’s Cultures of Innovation, in February 2013. A communications strategy was also approved and is being implemented. The strategy includes internal activities to support employee awareness and engagement, and to create strong links to corporate planning for 2013-14 and beyond.
|
Risk Analysis
SSHRC administers a significant budget, roughly $355 million for SSHRC programs and $332 million for the Indirect Costs Program. Despite the size of this budget, the overall level of risk to the organization is low in terms of continuity of government operations, the maintenance of services to and protection of interests of the Canadian public, and the safety and security of the Canadian public.
Credibility and viability of decision-making for the allocation of funding is of central importance to the agency. For most funding opportunities, decisions about awards are based on recommendations from committees of experts and peers actively engaged in research of their own. This merit review process emphasizes the quality of the proposed research and the track record of the researcher. Merit reviewers are not used for the Indirect Costs Program, which uses a formula to calculate the funding allocations for eligible institutions.
SSHRC has adopted an integrated risk management framework, which provides a comprehensive view of corporate risks, and assigns responsibility for their management and mitigation. The approach is part of SSHRC’s annual planning cycle, which integrates priority-setting, resource allocation and risk management. This approach aligns with the Treasury Board Secretariat’s new Framework for the Management of Risk. As part of its annual planning cycle, SSHRC reviewed and updated its Corporate Risk Profile and Corporate Risk Management Framework in 2012-13, to ensure that each risk would be systematically monitored by senior management. The framework integrates the results of the Corporate Risk Profile, while identifying triggers, controls and mitigation strategies for each risk. It also outlines processes and expectations for the ongoing monitoring and reporting of risks within SSHRC’s integrated planning cycle.
Through the review of the Corporate Risk Profile, six risks were deemed to fall outside of management’s risk tolerance threshold and to require dedicated resources and more rigorous monitoring and follow-up. These risks, and the response strategies to mitigate them, are presented in the following table.
Key Risks and Risk Responses
| Risk |
Risk Response Strategy |
Link to Program Alignment Architecture |
Link to Organizational Priorities |
| Leveraging of information technology innovation |
Continuous training is offered to the newly integrated service desk, to ensure professional expertise continues to be available to SSHRC staff as and when needed.
This risk was identified in the 2012-13 Report on Plans and Priorities, and the identified strategy has been completed as planned.
|
Strategic Outcome 1.0 |
Improve SSHRC’s governance, management and service delivery, focusing on results for Canadians |
| Achievement of program architecture objectives |
The new People Strategy action plan includes actions related to the changing nature of work due to program architecture renewal and the introduction of the new grants management system.
This risk was identified in the 2012-13 Report on Plans and Priorities, and the identified strategy has been completed as planned. |
Strategic Outcome 1.0 |
First three priorities presented above |
| Management of internal changes |
New concepts, processes and policies support the implementation of the new grants management system. Organizational charts have been revised and job descriptions have been standardized across program divisions. Training sessions have also been delivered, and an innovation and change management working group has been established.
This risk was identified in the 2012-13 Report on Plans and Priorities, and the identified strategy has been completed as planned. |
Strategic Outcome 1.0 |
Improve SSHRC’s governance, management and service delivery, focusing on results for Canadians |
| Project management capability |
SSHRC promotes the use of new tools throughout the organization, to facilitate effective project management for both small and large projects. Project management training has been provided through both one-on-one mentoring opportunities and formal classroom training.
This risk was identified in the 2012-13 Report on Plans and Priorities, and the identified strategy has been completed as planned. |
Strategic Outcome 1.0 |
Improve SSHRC’s governance, management and service delivery, focusing on results for Canadians |
| Budget management |
A new financial resources management framework has been developed in consultation with internal stakeholders. A resource management policy suite and a delegation of financial signing authorities policy have been drafted to clarify financial accountabilities and responsibilities.
This risk was identified in the 2012-13 Report on Plans and Priorities, and the identified strategy will be fully implemented in 2013-14. |
Strategic Outcome 1.0 |
Improve SSHRC’s governance, management and service delivery, focusing on results for Canadians |
| Governance structure and decision-making |
SSHRC has designed and implemented a new internal governance structure and streamlined its decision-making processes, based on recommendations from an internal audit report, conducted in 2011, on internal governance structure.
This risk was identified in the 2012-13 Report on Plans and Priorities, and the identified strategy has been completed as planned. |
Strategic Outcome 1.0 |
Improve SSHRC’s governance, management and service delivery, focusing on results for Canadians |
Summary of Performance
Financial Resources—Total Departmental ($ millions)
Total Budgetary Expenditures
(Main Estimates) 2012-13 |
Planned Spending
2012-13 |
Total Authorities
(Available for Use) 2012-13 |
Actual Spending
(Authorities Used) 2012-13 |
Difference
(Planned vs. Actual Spending) |
| 688.2 |
688.2 |
699.5 |
696.4 |
8.2 |
Note: Differences in planned and actual spending include changes announced in Budget 2012.
2011-12 Human Resources (FTEs)
Planned Spending
2012-13
|
Total Authorities
2012-13
|
Actual Spending
2012-13 |
| 200 |
203 |
3 |
Performance Summary Table for Strategic Outcomes and Programs ($ millions)
Strategic Outcome 1.0: Canada is a world leader in social sciences and humanities research and research training
| Program |
Total Budgetary Expenditures (Main Estimates 2012-13) |
Planned Spending |
Total Authorities (available for use) 2012-13 |
Actual Spending (authorities used) |
Alignment to Government of Canada Outcomes |
| 2012-13 |
2013-14 |
2014-15 |
2012-13 |
2011-12 |
2010-11 |
| 1.1 Talent: attraction, retention and development of students and researchers in the social sciences and humanities |
178.1 |
178.1 |
178.1 |
178.1 |
176.2 |
176.2 |
177.9 |
175.5 |
An innovative and knowledge-based economy |
| 1.2 Insight: new knowledge in the social sciences and humanities |
130.1 |
130.1 |
130.1 |
130.1 |
138.1 |
139.8 |
130.4 |
130.0 |
An innovative and knowledge-based economy |
| 1.3 Connection: mobilization of social sciences and humanities knowledge |
30.6 |
30.6 |
30.6 |
30.6 |
35.3 |
35.5 |
41.2 |
36.6 |
An innovative and knowledge-based economy |
Strategic Outcome 1.0
Subtotal |
338.8 |
338.8 |
338.8 |
338.8 |
349.6 |
347.6 |
349.5 |
342.1 |
|
Strategic Outcome 2.0: Canada has the institutional capacity to enable research and research-related activities in social sciences and humanities, natural sciences and engineering and health research and research training
| Program |
Total Budgetary Expenditures (Main Estimates 2012-13) |
Planned Spending |
Total Authorities (Available for Use) 2012-13 |
Actual Spending (authorities used) |
Alignment to Government of Canada Outcomes |
| 2012-13 |
2013-14 |
2014-15 |
2012-13 |
2011-12 |
2010-11 |
| 2.1 Indirect Costs of Research |
332.8 |
332.8 |
332.8 |
374.2 |
332.1 |
332.1 |
332.0 |
329.7 |
An innovative and knowledge-based economy |
Strategic Outcome 2
Sub-Total |
332.8 |
332.8 |
332.8 |
374.2 |
332.1 |
332.1 |
332.0 |
329.7 |
|
Performance Summary Table for Internal Services ($ millions)
| Program |
Total Budgetary Expenditures (Main Estimates 2012-13) |
Planned Spending |
Total Authorities (Available for Use) 2012-13 |
Actual Spending (Authorities Used) |
| 2012-13 |
2013-14 |
2014-15 |
|
2012-13 |
2011-12 |
2010-11 |
| 3.1 Internal Services |
16.6 |
16.6 |
16.6 |
16.6 |
17.8 |
16.7 |
16.4 |
17.3 |
| Subtotal |
16.6 |
16.6 |
16.6 |
16.6 |
17.8 |
16.7 |
16.4 |
17.3 |
Total Performance Summary Table ($ millions)
| Strategic Outcome(s) and Internal Services |
Total Budgetary Expenditures (Main Estimates 2012-13) |
Planned Spending |
Total Authorities (Available for Use) 2012-13 |
Actual Spending (Authorities Used) |
| 2012-13 |
2013-14 |
2014-15 |
|
2012-13 |
2011-12 |
2010-11 |
| SO 1.0 |
338.8 |
338.8 |
338.8 |
338.8 |
349.6 |
347.6 |
349.5 |
342.1 |
| SO 2.0 |
332.8 |
332.8 |
332.8 |
332.8 |
332.1 |
332.1 |
332.0 |
329.7 |
| Internal Services |
16.6 |
16.6 |
16.6 |
16.6 |
17.8 |
16.7 |
16.4 |
17.3 |
| Total |
688.2 |
688.2 |
688.2 |
688.2 |
699.5 |
696.4 |
697.9 |
689.1 |
SSHRC’s overall spending has increased over the last three years, and is expected to remain stable in future years. Actual and planned spending reflects the decisions of Budget 2012 but not Budget 2013.
Expenditure Profile
Departmental Spending Trend
Note: Planned spending does not reflect Budget 2013.
Description of figure
Description of SSHRC expenditures, actual and planned, 2010-11 to 2014-15: Spending Trend - SSHRC (excluding the Indirect Costs Program)
This line graph shows SSHRC’s spending trend, in millions of dollars, for fiscal years 2009-10 to 2015-16. It does not include spending on the Indirect Costs Program.
The x-axis shows five fiscal years: 2010-11, 2011-12, 2012-13, 2013-14, and 2014-15. Fiscal years 2010-11 to 2012-13 are labeled as actual spending. Fiscal years 2013-14 and 2014-15 are labeled as planned spending.
The y-axis shows dollar values. The scale begins at zero and goes to 400 million dollars, in increments of 100 million.
The blue line represents total spending, and the green line represents total spending plus spending for sunsetting programs. The blue line is not visible in the graph because the two amounts match in all fiscal years.
SSHRC’s actual spending (minus the Indirect Costs Program), by fiscal year, was as follows:
- 2010-11: 359.4 million dollars
- 2011-12: 365.9 million dollars
- 2012-13: 364.3 million dollars
The planned spending, by fiscal year, is as follows:
- 2013-14: 355.4 million dollars
- 2014-15: 355.4 million dollars
Description of figure
Description of SSHRC expenditures related to the Indirect Costs Program, actual and planned, 2010-11 to 2014-15: Spending Trend - Indirect Costs Program
This line graph shows SSHRC’s spending trend, in millions, for fiscal years 2010-11 to 2014-15 for the Indirect Costs Program.
The x-axis shows five fiscal years: 2010-11, 2011-12, 2012-13, 2013-14, and 2014-15. Fiscal years 2010-11 to 2012-13 are labeled as actual spending. Fiscal years 2013-14 and 2014-15 are labeled as planned spending.
The y-axis shows dollar values. The scale begins at zero and goes to 400 million dollars, in increments of 100 million.
The blue line represents total spending, and the green line represents total spending plus spending for sunsetting programs. The blue line is not visible in the graph because the two amounts match in all fiscal years.
SSHRC’s actual spending for the Indirect Costs Program, by fiscal year, was as follows:
- 2010-11: 329.7 million dollars
- 2011-12: 332 million dollars
- 2012-13: 332.1 million dollars
Planned spending, by fiscal year, is as follows:
- 2013-14: 332.8 million dollars
- 2014-15: 332.8 million dollars
SSHRC does not have any sunsetting programs at the current time.
Estimates by Vote
For information on SSHRC’s organizational votes and/or statutory expenditures, please see the Public Accounts of Canada 2013 (Volume II). An electronic version of the Public Accounts 2013 is available on the Public Works and Government Services Canada website.
Section II: Analysis of Programs and Sub-Programs by Strategic Outcome
Strategic Outcome 1.0
Strategic Outcome 1.0: Canada is a world leader in social sciences and humanities research and research training
| Performance Indicator |
Target |
Actual Results |
| Number of Canadian institutions appearing in top-50 international rankings in the social sciences and humanities |
Three by 2012-13 |
Three |
| Canadian social sciences and humanities citation impact relative to world baselines |
Top-10 ranking internationally by 2017-18 |
Fifth |
| Degree completion rates of Canadian students versus other Organisation for Economic Co-operation and Development (OECD) countries |
Top-10 ranking internationally by 2014-15 |
Eighth |
The QS World University Rankings considers over 2,000 institutions, evaluates more than 700 universities, and ranks the top 500 in the world. The methodology is based on six indicators relating to academic reputation, employer reputation, international reputation, faculty/student ratio, and citations per faculty member. In 2012, three Canadian institutions placed in the top 50 in social sciences and humanities research—McGill University, the University of Toronto and The University of British Columbia. These universities have consistently placed among the best over the last five years.
Average relative citations are a measure of the frequency of citation of publications. The scores are normalized by field of research. In its 2012 State of Science and Technology report, the Canadian Council of Academies looked at Canada’s research impact using average relative citation scores. The report revealed that Canada ranked fifth out of the top 19 countries in the “general arts, humanities and social sciences” field of research. Of note, Canada ranked first in the subfields of criminology and classics, and second in the subfield of general psychology and cognitive sciences, as well as second in the subfield titled history of social sciences.
For degree completion, Canada ranks first OECD countries for percentage of the population having completed postsecondary education (college or university). At the doctoral level, Canada ranks eighth for number of doctoral students per thousand of population. The same report from the Canadian Council of Academies noted that “from 2005 to 2009, the number of doctoral graduates from Canadian institutions grew substantially, with the largest percentage growth [32.2 per cent] among comparable OECD countries.”
Program 1.1: Talent: attraction, retention and development of students and researchers in the social sciences and humanities
Program Description
This program provides support to graduate students and postdoctoral fellows in the form of fellowships, and to researchers in postsecondary institutions in the form of grants that cover salary and the direct costs of research. This program is necessary in order to attract, retain and develop talent in the social sciences and humanities, to cultivate leaders within academia and across the public, private and not-for-profit sectors, and to build centres of world-class research excellence at Canadian postsecondary institutions. The program brands Canada as a top destination for research and research training.
Financial Resources ($ millions)
Total Budgetary Expenditures
(Main Estimates)
2012-13 |
Planned Spending
2012-13 |
Total Authorities
(Available for Use)
2012-13 |
Actual Spending
(Authorities Used)
2012-13 |
Difference
2012-13 |
| 178.1 |
178.1 |
176.2 |
172.3 |
-5.8* |
* The variance between planned and actual spending relates to approximately 10 per cent of Canada Research Chairs not being filled at any given point, due to normal turnover of incumbents.
Human Resources (Full-Time Equivalents—FTEs)
| Planned 2012-13 |
Actual 2012-13 |
Difference 2012-13 |
| 40 |
38 |
-2 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
| SSHRC-funded scholarship and fellowship recipients are employed in positions of leadership, research, management, etc., in Canada and internationally |
Employment rates of SSHRC-funded scholarship and fellowship recipients by degree and sector |
45 per cent master’s*
85 per cent doctoral
90 per cent postdoctoral by 2014-15 |
47 per cent master’s
90 per cent doctoral
95 per cent postdoctoral |
| Canada builds research excellence and research capacity by attracting, developing and retaining world-class social sciences and humanities researchers in Canadian institutions |
Proportion of social sciences and humanities Chairs awarded to Canadian, returning expatriate, and foreign candidates |
75 per cent Canadians
25 per cent recruited from outside Canada
(12.5 per cent expatriate Canadians) by 2012-13 |
83 per cent Canadians
17 per cent recruited from outside Canada
(7 per cent expatriate Canadians) |
| Proportion of SSHRC Talent-funded researchers receiving Canadian and/or international recognition or prizes |
5 per cent by 2017-18 |
10 per cent** |
* The registered target for this indicator at the master’s level was 85 per cent, which is not a realistic target given the significant proportion of master’s students that pursue further studies and are therefore not looking for employment. The target will be revised for 2014-15.
** This percentage reflects the proportion of Canada Research Chairholders in the social sciences and humanities who received or were nominated for a prize or award.
Performance Analysis and Lessons Learned
Overall, Talent funding constituted 50 per cent of SSHRC’s grants expenditures in 2012-13 under Strategic Outcome 1.0. The scholarships, fellowships and research chairs offered under the Talent program are key to attracting, retaining and developing students and researchers in the social sciences and humanities.
The 2011-12 SSHRC Scholarships and Fellowships Survey revealed that the majority of former SSHRC award recipients perceived the opportunities offered by the SSHRC award as the most important influence on their research and career path. The survey assessed the career progression of a cohort of SSHRC Canada Graduate Scholarship (CGS) master’s scholars and SSHRC doctoral and postdoctoral fellowship recipients, to compare trends in employment. The survey included CGS master’s scholars who received their award in 2004, SSHRC doctoral recipients from 2000 to 2002, and SSHRC postdoctoral recipients from 2002 to 2004. The majority of SSHRC doctoral and postdoctoral fellowship recipients were employed at the time of the survey. At 47 per cent, the rate of employment for the CGS master’s recipients was about half that of the other two groups; however, almost 45 per cent of the CGS master’s recipients were not employed because they were pursuing doctoral or postdoctoral studies. Nearly 92 per cent of SSHRC postdoctoral fellowship recipients and about 85 per cent of SSHRC doctoral fellowship recipients had found employment at a university or college. CGS master’s recipients were more diversely employed—in universities (41 per cent), the public sector (25 per cent), the private sector (15 per cent) and the not-for-profit sector (13 per cent).
The Canada Research Chairs Program stands at the centre of a national strategy to make Canada one of the world’s top countries in research and development and, more specifically, to attract and retain some of the world’s most accomplished and promising minds. The Tenth-Year Evaluation of the Canada Research Chairs Program (2010) concluded that, overall, the Canada Research Chairs Program “is a very well-regarded and effective tool for Canadian universities to attract and retain leading researchers.” Analysis of trends over the last five years suggests that Canadian universities are increasingly using their allocation of chairs in the social sciences and humanities as a tool to retain research leaders at their university (from approximately 40 per cent in 2008 to 75 per cent in 2012). Chairholders in the humanities and social sciences are also being recognized and celebrated nationally and internationally for their advancements. A 2011 qualitative and quantitative analysis of the annual reports produced by social sciences and humanities chairholders highlighted that they won a wide range of prizes, including the Boyd McCandless Award, the Humboldt Research Award, the Killam Award and the National Achievement Award.
Sub-Program 1.1.1: Canada Research Chairs
Program Description
This program provides support to research chairs in the form of salary and research funding to attract and retain talent in the social sciences and humanities. National and international researchers can be chairholders. This program is necessary in order to strengthen research excellence, improve research training of highly qualified personnel, improve universities’ capacity to generate and apply new knowledge, and promote the best possible use of research resources through strategic institutional planning and collaboration among institutions and between sectors. Tier 1 Canada Research Chairs have a value of $200,000 per year, and Tier 2 Canada Research Chairs have a value of $100,000 per year.
Financial Resources ($ millions)
Planned Spending
2012-13 |
Actual Spending
2012-13 |
Difference
2012-13 |
| 60.3 |
54.6 |
-5.7* |
* The variance between planned and actual spending relates to approximately 10 per cent of chairs not being filled at any given point, due to normal turnover of incumbents.
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 12 |
9 |
-3 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
| Best possible use of research resources through universities’ strategic planning |
Proportion of universities agreeing that the chairs have created and/or enhanced research centres and clusters in areas of strategic importance |
45 per cent by 2012-13 |
81 per cent (created)
93 per cent (enhanced) |
| Collaboration among disciplines, institutions and sectors, and the engagement of end users |
Proportion of chairholders reporting positive impact on multidisciplinary, Canadian or international collaborations (≥4 on a 5-point scale) |
≥60 per cent by 2015-16 |
66 per cent |
| Training of highly qualified personnel by social sciences and humanities chairholders |
Average number of highly qualified personnel trained annually per social sciences and humanities chair |
14 by 2015-16 |
10.8 |
Performance Analysis and Lessons Learned
At the end of March 2013, 391 individuals held a Canada Research Chairs in the social sciences and humanities, comprising 151 Tier 1 chairholders and 240 Tier 2 chairholders at 72 universities. Through their institutional annual reports, 93 per cent of universities reported that the Canada Research Chairs Program was important or very important to their ability to support the existing research centres and research clusters, and 81 per cent also indicated that the program was important to very important to the creation of new research clusters and research centres. The 10th-year evaluation of the program concluded that, overall, the program “supported increases in national and international scientific collaboration … and helped [program] chairholders keep pace with other Canadian researchers.” In addition, a 2011 qualitative and quantitative analysis of the annual reports produced by social sciences and humanities chairholders revealed that 97 per cent of chairholders undertake international collaboration with university researchers around the world, 63 per cent collaborate with not-for-profit organizations in Canada or abroad, 55 per cent work with Canadian and international governmental organizations, and 41 per cent work with private sector organizations. The same study found that, on average, each chairholder in the humanities and social sciences employed, trained or supervised more than 10 highly qualified personnel within the context of their research. Overall, chairholders supervised more than 1,500 doctoral students, which averages to nearly five per chair.
The November 2012 Canada Research Chairs Program internal audit showed that the program operates within a well-defined, well-established framework, facilitating effective program delivery. The internal audit highlighted the importance of working in collaboration with partners to better entrench the processes of governance, risk management and internal control in the program’s practices.
Sub-Program 1.1.2: Canada Graduate Scholarships
Program Description
This program provides scholarships to Canadian master’s and doctoral students in the social sciences and humanities who demonstrate a high standard of achievement in their undergraduate and graduate studies. The program is necessary in order that graduate students develop the research skills needed to become highly qualified personnel and research leaders of the future. Scholarships are tenable only at eligible Canadian universities; master’s scholarships are worth $17,500 (one payment for 12 months) and doctoral scholarships $35,000 per year (for 36 months).
Financial Resources ($ millions)
Planned Spending
2012-13 |
Actual Spending
2012-13 |
Difference
2012-13 |
| 70.6 |
70.9 |
0.3 |
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 17 |
17 |
0 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
| Increased incentives for students to enrol in graduate studies in Canada |
Number of CGS applications received in the social sciences and humanities annually |
≥2,500 by 2012-13 |
2,584 |
| Increased incentives for students to complete studies in a timely manner |
Improvement in students’ degree completion time (in months) |
Master’s—23 months
Doctorate—68 months
By 2013-14 |
Master’s—24 months |
| Students receive high-quality research training |
Proportion of students indicating they were satisfied with the training provided (≥6 on a 7-point scale) |
50 per cent by 2013-14 |
Master’s—77 per cent |
Performance Analysis and Lessons Learned
In 2012-13, SSHRC awarded 1,300 master’s scholarships and 430 doctoral scholarships through the Joseph-Armand Bombardier CGS funding opportunities. The last evaluation of the CGS program, in 2009, found that both the possibility of receiving a scholarship and actually receiving a scholarship were, for 70 per cent of scholarship recipients at both the master’s and doctoral levels, important incentives for enrolling in graduate studies. The 2011-12 SSHRC Scholarships and Fellowships survey looked at the SSHRC CGS master’s cohort from 2004 and revealed that over 97 per cent of respondents completed their graduate degree or research program, and that the median time to completion was just under two years. CGS master’s respondents also reported satisfaction with different facets of their program: 77 per cent were satisfied with their overall experience in the program; 78 per cent were satisfied with the opportunity to conduct research during their program; and 75 per cent were satisfied with the quality of the teaching in their program. The next evaluation of the CGS program will be completed in 2013-14.
In fall 2012, the federal research granting agencies launched an initiative to harmonize the CGS program. The initiative aimed to provide an opportunity to critically examine the ways in which the three granting agencies are delivering the CGS program, and to rethink some of the administrative fundamentals. Resulting benefits to the academic community and the agencies will include streamlined, simplified application and review processes that are fully aligned across the three agencies. A consultation with a wide array of stakeholders on the design elements of the renewed CGS program was launched in March 2013. The feedback gathered from these consultations will be used to inform the implementation of changes to the CGS program, which are planned to begin in 2013-14.
Sub-Program 1.1.3: Vanier Canada Graduate Scholarships
Program Description
This program provides scholarships to doctoral students in the social sciences and humanities who demonstrate an exceptionally high standard of achievement and leadership potential. This program is necessary to attract outstanding doctoral students from abroad and to retain top Canadian doctoral students to help build world-class research capacity. The program brands Canada as a venue for excellent research and encourages scholarship recipients to stay and lead the next generation of researchers in Canada. Canadian and international students are eligible to be nominated for a Vanier Scholarship, which is valued at $50,000 per year for three years, offering a value and prestige comparable to other internationally recognized scholarship programs.
Financial Resources ($ millions)
Planned Spending
2012-13 |
Actual Spending
(Authorities Used) 2012-13 |
Difference
2012-13 |
| 8.5 |
8.5 |
0 |
Human Resources(FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 2 |
2 |
0 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
Enhanced capacity of Canadian universities to attract and retain the best and brightest doctoral students |
Proportion of foreign Vanier candidates put forward by universities |
30 per cent by 2013-14 |
31 per cent |
| Vanier CGS social sciences and humanities graduates have the potential to become leaders in Canada and abroad |
Degree completion rates for social sciences and humanities Vanier recipients |
80 per cent by 2013-14 |
Not available* |
* Data to be collected as part of the Vanier CGS program evaluation that will be completed in 2013-14.
Performance Analysis and Lessons Learned
The Vanier CGS program was launched in 2008 to strengthen Canada’s ability to attract and retain world-class doctoral students in the social sciences, humanities, natural sciences, engineering and health. In 2012-13, SSHRC awarded 50 new Vanier scholarships in the social sciences and humanities, tenable at Canadian universities; 17 of these scholarships were awarded to foreign citizens studying in Canada. Vanier scholars demonstrate leadership skills and a high standard of scholarly achievement in graduate studies.
Consistent with efforts to harmonize tri-agency programs, a new Vanier-Banting Secretariat was created to further centralize the administration of the Vanier CGS and Banting Postdoctoral Fellowships programs. The first evaluation of the Vanier CGS program (led by CIHR) has been started, and the evaluation’s data collection phase is underway. The final evaluation report is expected in January 2014.
A performance measurement strategy for the Vanier CGS program was developed in 2010-11, and will be refreshed in light of the results of the evaluation.
Sub-Program 1.1.4: Banting Postdoctoral Fellowships
Program Description
This program provides fellowships to top-tier postdoctoral researchers in the social sciences and humanities from Canada and around the world, enabling them to pursue research opportunities at Canadian postsecondary institutions. A limited number of fellowships are also awarded to top-ranking individuals who have completed a PhD in Canada to pursue research opportunities at foreign institutions. These prestigious two-year fellowships, valued at $70,000 per year, aim to reinforce Canada’s standing as a global player in research and as a destination of choice for promising researchers at an early stage in their careers.
Financial Resources ($ millions)
Planned Spending
2012-13 |
Actual Spending
2012-13 |
Difference
2012-13 |
| 3.4 |
3.4 |
0 |
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 1 |
1 |
0 |
Performance Results
| Expected Result |
Performance Indicator |
Target |
Actual Result |
| Program is new (under development) |
N/A |
N/A |
N/A |
Performance Analysis and Lessons Learned
The Banting Postdoctoral Fellowships Program aims to attract and retain top-tier postdoctoral talent, both nationally and internationally. By developing their leadership potential and being positioned for success as research leaders of tomorrow, fellowship holders are positively contributing to Canada’s economic, social and research-based growth through research-intensive careers. SSHRC funded 23 new Banting Postdoctoral Fellowship awards in 2012-13, 10 of which were awarded to foreign citizens. In this competition, 43 per cent of the candidates put forward by universities in the humanities and social sciences were from outside of Canada.
The program is administered by the new Vanier-Banting Secretariat representing Canada’s three federal research granting agencies. The secretariat is housed within CIHR.
A performance measurement strategy for the Banting Postdoctoral Fellowships Program was drafted in 2012-13 and is being finalized.
Sub-Program 1.1.5: Doctoral and Postdoctoral Fellowships
Program Description
This program provides fellowships to doctoral students and postdoctoral researchers with a demonstrated record of achievement in their studies and research skills. This program is necessary to support the training of highly qualified personnel, develop and retain the best and most promising research talent in the social sciences and humanities, and expand the research qualifications of emerging scholars of the highest potential at an important time in their research careers. Doctoral Fellowships are valued at $20,000 per year for between 12 and 48 months and are tenable at any recognized university in Canada or abroad. Postdoctoral Fellowships are valued at $38,000 per year for 12 or 24 months and are tenable at Canadian or foreign universities and research institutions, and provide stipendiary support to non-tenured PhD graduates to undertake new research, publish research findings, develop and expand personal research networks, broaden teaching experiences and become competitive in national research competitions. Doctoral students and postdoctoral researchers who choose to take their fellowships abroad benefit from the opportunity to expand their knowledge and build the international linkages necessary to ensure success in the globalized 21st century.
Financial Resources ($ millions)
Planned Spending
2012-13 |
Actual Spending
2012-13 |
Difference
2012-13 |
| 35.3 |
34.9 |
-0.4 |
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 8 |
9 |
1 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
| Awardees expand their skills (e.g., training, teaching and professional) through opportunities to gain international experience |
Proportion of SSHRC fellowship awardees who study abroad |
30 per cent by 2012-13 |
Doctoral: 48 per cent*
Postdoctoral: 62 per cent* |
| Proportion indicating “above average” quality level of the overall research experience (≥4 on a 5-point scale ) |
80 per cent by 2012-13 |
Doctoral: 84 per cent
Postdoctoral: 85 per cent |
| Awardees create and disseminate research findings in Canada and abroad |
Proportion who report disseminating research findings beyond dissertation |
30 per cent by 2012-13 |
Postdoctoral: 93 per cent |
* These percentages reflect the proportion of awardees who studied or conducted research outside of Canada during their award.
Performance Analysis and Lessons Learned
SSHRC funded 525 new SSHRC Doctoral Fellowship awards and 145 SSHRC Postdoctoral Fellowship awards in 2012-13. The 2011-12 SSHRC Scholarships and Fellowships Survey revealed that 84 per cent of SSHRC doctoral fellowship respondents reported satisfaction with their overall experience in the program, 90 per cent with the opportunity to conduct research during their program, and 78 per cent with the quality of the teaching in their program. The evaluation of the SSHRC Postdoctoral Fellowships funding opportunity, completed in 2012, confirmed that postdoctoral fellowship recipients were generally satisfied with their research experience: over 85 per cent of respondents said the quality of their overall learning experience was above average to excellent; 84 per cent gave these ratings to their overall postdoctoral experience; and 72 per cent did so for the quality of the training provided.
In terms of international experience, the SSHRC Scholarships and Fellowships Survey found that research and/or study abroad was undertaken by 48 per cent of doctoral fellowship recipients and 62 per cent of postdoctoral fellowship recipients. Europe is the most common destination for postdoctoral scholars, followed by the United States, while the reverse is true for doctoral fellows.
SSHRC doctoral and postdoctoral fellows are also successful at disseminating their research findings. Based on the last evaluation of the SSHRC Doctoral Fellowships funding opportunity, in 2009, recipients on average did 6.8 conference presentations; and published 1.8 articles and 1.6 research papers, books, book chapters or technical publications. These rates were higher than for students who did not receive the awards. Most postdoctoral researchers also indicated they had published, or were planning to disseminate, the results of their research in peer-reviewed journals and/or conferences (93 per cent), as reported in the 2012 evaluation of the SSHRC Postdoctoral Fellowships funding opportunity.
In response to the SSHRC Doctoral Fellowships funding opportunity review undertaken in 2009, SSHRC has committed to: 1) developing a performance measurement strategy for the SSHRC Doctoral Fellowships funding opportunity within the context of ongoing SSHRC initiatives (completed); 2) conducting a follow-up evaluation in 2014-15 (to coincide with the evaluation of the CGS and Vanier CGS programs); and 3) maintaining international mobility as a core element of the SSHRC Doctoral Fellowships funding opportunity.
Based on recommendations from the 2012 evaluation of the SSHRC Postdoctoral Fellowships funding opportunity, and as part of its overall program architecture renewal, SSHRC endorsed a series of changes. Starting in 2013, phase 1 of the funding opportunity’s renewal will include changes to the value of the award, as well as changes to the eligibility and evaluation criteria of the funding opportunity. Phase 2, to be implemented in 2014, will include the addition of a research training plan and the adoption of a co-delivery model with universities.
Program 1.2: Insight: new knowledge in the social sciences and humanities
Program Description
This program provides grants to support research in the social sciences and humanities conducted by scholars and researchers working as individuals, in teams and in formal partnerships among the academic, public, private and/or not-for-profit sectors, and to support the building of institutional research capacity. This program is necessary to build knowledge and understanding about people, societies and the world, as well as to inform the search for solutions to societal challenges. The objectives of the program are to build knowledge and understanding from disciplinary, interdisciplinary and/or cross-sector perspectives; support new approaches to research on complex and important topics; provide a high-quality research training experience for students; mobilize research knowledge to and from academic and non-academic audiences; and build institutional research capacity. Research supported by the program has the potential to lead to intellectual, cultural, social and economic influence, benefit and impact, and increased institutional research capacity. International research initiatives that offer outstanding opportunities to advance Canadian research are encouraged. Partnerships can include both Canadian and international partners.
Financial Resources ($ millions)
Total Budgetary Expenditures
(Main Estimates)
2012-13 |
Planned Spending
2012-13 |
Total Authorities
(Available for Use)
2012-13 |
Actual Spending
(Authorities Used) 2012-13 |
Difference 2012-13 |
| 130.1 |
130.1 |
138.1 |
139.8 |
9.7* |
* The variance between planned and actual spending relates to additional funding announced in Budget 2012.
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 37 |
38 |
1 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
| SSHRC funds excellent social sciences and humanities researchers/new scholars |
Number of research projects cited for Canadian and/or international recognition or prizes |
100 by 2012-13 |
111 |
| Creation of new/enhanced research knowledge |
Average number of research contributions per grant (e.g., peer-reviewed articles, presentations, speeches) |
14 by 2012-13 |
16 |
| Additional funding is leveraged to advance research, build capacity and increase intersectoral understanding among partners |
Ratio of actual financial contributions leveraged from formal Partnership Grants compared with SSHRC funding |
0.35:1 ($) by 2012-13 |
Partnership Grants: 0.61:1*
Partnership Development Grants: 1.07:1* |
* These ratios were taken at the time of application and include cash and in-kind contributions.
Performance Analysis and Lessons Learned
In 2012-13, SSHRC invested 40 per cent of its Strategic Outcome 1.0 grants budget into the funding opportunities under its Insight program. This program aims to support and foster excellence in social sciences and humanities research intended to deepen, widen and increase our collective understanding of individuals and societies, as well as to inform the search for solutions to societal challenges. Researchers funded by SSHRC are building knowledge and understanding of complex and important topics in the humanities and social sciences, producing an average of 16 research contributions per project. The majority of these contributions are conference papers (24.5 per cent of research contributions), peer-reviewed articles in research journals (22.2 per cent), and books and book chapters (12.5 per cent). SSHRC-funded researchers are also present in the media, radio and television broadcasts, public lectures, and websites. The work of researchers funded through the Insight program is recognized nationally and internationally. A good number of funded research projects have been cited for recognition or prizes, as reported in the table above, and the researchers themselves have won various awards for their books and articles, as well as prestigious prizes such as the Killam Prize offered by the Canada Council for the Arts for academic research and scholarly achievement.
SSHRC supports many mechanisms for formal partnerships (with financial and/or in-kind contributions from partners) involving partners from the academic, public, private and not-for-profit sectors within Canada and internationally. For every dollar requested through SSHRC, Partnership Grant holders are, on average, leveraging up to $0.61 in cash and in-kind partner contributions. Furthermore, Partnership Development Grant holders are leveraging up to $1.07 through partner contributions.
SSHRC partners with other organizations to offer several joint initiatives, such as Automotive Partnership Canada, a collaboration that also involves NSERC, the National Research Council, the Canada Foundation for Innovation, SSHRC and the Canada Excellence Research Chairs Program. SSHRC awarded its first partnership grant under Automotive Partnership Canada in 2012-13. The Kanishka Project, launched in 2012-13, is a collaboration with Public Safety Canada on global security. Currently, two proposals are being reviewed by Public Safety.
Sub-Program 1.2.1: Individual, team and partnership research grants
Program Description
This program provides grants to support research in the social sciences and humanities conducted by scholars and researchers working as individuals, in teams and in formal partnerships, including international initiatives. This program is necessary to build knowledge and understanding and develop new research questions from disciplinary, interdisciplinary and/or cross-sector perspectives. It supports initial-stage research, experimentation with new methods, theoretical approaches and/or ideas, research on complex and important topics, including those that transcend the capacity of any one scholar or institution, and ongoing collaboration and mutual learning. Funding ranges from $7,000 to $2.5 million over one to seven years. The program leverages external funding through collaborative partnerships.
Financial Resources ($ millions)
Planned Spending
2012-13 |
Actual Spending
2012-13 |
Difference
2012-13 |
| 124.1 |
133.8 |
9.7* |
* The variance between planned and actual spending relates to additional funding announced in Budget 2012.
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 35 |
36 |
1 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
| Training opportunities for students and postdoctoral fellows that leads to the development of research and professional skills and employment |
Proportion of budget planned and actually spent on students and highly qualified personnel |
30 per cent by 2012-13 |
37 per cent |
| Research that builds capacity in priority areas to society in Canada and the world |
Proportion of applications received in SSHRC-identified priority areas |
30 per cent by 2012-13 |
34 per cent |
| Partners, representing a range of sectors, are involved in the intellectual leadership and governance of social sciences and humanities research in Canada |
Ratio of formal partnerships per grant |
3.2:1 by 2017-18 |
Partnerships Grants: 23.5:1
Partnership Development Grants: 6.04:1 |
Performance Analysis and Lessons Learned
SSHRC funded 486 Insight Grants and 244 Insight Development Grants in 2012-13. Through these two funding opportunities, SSHRC provides funding for research in the humanities and social sciences carried out by individual scholars and teams of researchers. Thirty-six per cent of applications received were in SSHRC-identified priority areas, in the following proportions: Aboriginal Research (17 per cent); Canadian Environmental Issues (17 per cent); Digital Economy (28 per cent); Innovation, Leadership and Prosperity (35 per cent); and Northern Communities: Towards Social and Economic Prosperity (3 per cent). The funding opportunities under the Insight program also aim to provide a high-quality research training experience for students. In 2012-13, 37 per cent of the grant amounts was spent on the training of students and postdoctoral researchers, and on the development of their research and professional skills.
Partnership Grants provide support to new or existing formal partnerships for initiatives that advance research, research training and knowledge. Partnership Development Grants provide support to foster new research and/or related activities with new and existing partners, and to design and test new partnership approaches for research and related activities. In 2012-13, SSHRC awarded 20 new Partnership Grants, involving 365 distinct partners; and 58 Partnership Development Grants, involving 262 distinct partners. Partners were from various sectors: government (17 per cent of partners), industry (7 per cent), not-for-profit organizations (38 per cent), and postsecondary institutions (38 per cent).
Budget 2012 provided SSHRC with additional funding for industry-academic partnerships. With this new funding, SSHRC awarded 25 new Partnership Development Grants and 12 new Partnership Grants that had at least one industry partner. Overall, SSHRC supported 56 Partnership Development Grants and 25 Partnership Grants that had at least one industry partner, for a total of $10.7 million in SSHRC funding. SSHRC also funded a partnership under the Automotive Partnership Canada initiative.
Considerable efforts were made to strengthen industry involvement within partnerships, including involving industry in the merit review process. Partnerships grant proposals were reviewed by multidisciplinary and multisectoral committees. Overall, industry partners were involved in 36 per cent of the new partnerships awarded funding in 2012-13.
SSHRC regularly assesses its application and merit review processes to ensure their efficiency. For the 2012-13 Partnership Development Grants competition, adjudication meetings were conducted through videoconferences. The application process itself has also been reviewed, and webinars have been organized to assist applicants and allow better participation/support of non-academic partners and participants.
Sub-Program 1.2.2: Institutional research capacity grants
Program Description
This program provides grants to Canadian postsecondary institutions for the development of research capacity in the social sciences and humanities. This program is intended to increase research excellence and strengthen research capacity by covering expenses that include the start-up costs of research centres, support for visiting scholars (travel and stipend), help for emerging scholars to become competitive in national-level grants competition, and support for national and international dissemination and collaboration. Funding ranges from $5,000 to $30,000 per year for a maximum of three years.
Financial Resources ($ millions)
Planned Spending
2012-13 |
Actual Spending
2012-13 |
Difference
2012-13 |
| 6.0 |
6.0 |
0 |
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 2 |
2 |
2 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
| Eligible Canadian universities develop, increase or strengthen research excellence and capacity in social sciences and humanities |
Number of universities reporting enhanced capacity to support research activities from institutional grants |
75 by 2012-13 |
Not available* |
| Building a culture of research ethics among institutions, research ethics boards, researchers and students |
Number of researchers whose work involves human participants who have heard of the Tri-Council Policy Statement |
85 per cent by 2012-13 |
Not available* |
* New reporting tools are under development.
Performance Analysis and Lessons Learned
Two funding opportunities are offered under this sub-program. The Aid to Small Universities funding opportunity enables small postsecondary institutions to develop and strengthen focused research capacity in the social sciences and humanities. The SSHRC Institutional Grants funding opportunity helps Canadian postsecondary institutions to develop, increase or strengthen research excellence in the social sciences and humanities. These funding opportunities are offered on a three-year cycle. Through the most recent competition, for the 2011-14 period, 79 SSHRC Institutional Grants and 21 Aid to Small Universities grants were awarded to Canadian postsecondary institutions.
The Secretariat on Responsible Conduct of Research provides administrative support for the three federal research granting agencies with respect to the Tri-Council Policy Statement: Ethical Conduct for Research Involving Humans, second edition (TCPS 2), and the Tri-Agency Framework: Responsible Conduct of Research. The Secretariat responded to a total of 149 interpretations in 2012-13, compared with 113 in 2011-12. This increase could be attributed to increased awareness in the community of the interpretation service, as well as to the wider range of groups that have adopted TCPS 2. To address issues raised frequently, or that require special emphasis or clarity, some interpretations have been posted on the Panel on Research Ethics’ website for wider reach. To date, 35 interpretations have been posted. A simple feedback mechanism is available on each of the interpretation pages, for the secretariat to receive input on the content of the posted interpretations.
In addition, the three granting agencies worked together to review and update the Memorandum of Understanding on the Roles and Responsibilities in the Management of Federal Grants and Awards. The memorandum sets out the basic requirements for an institution to obtain and maintain eligibility to administer grants and awards funding from the agencies. All eligible institutions signed the updated version, the Agreement on the Administration of Agency Grants and Awards by Research Institutions, which went into effect January 1, 2013. The new agreement includes mandatory compliance with TCPS 2 and the Tri-Agency Framework: Responsible Conduct of Research.
Program 1.3: Connection: mobilization of social sciences and humanities knowledge
Program Description
This program provides funding (grants and operational) to support the multidirectional flow, exchange and co-creation of knowledge in the social sciences and humanities among researchers and diverse groups of policy-makers, business leaders, community groups, educators and the media working as individuals, in teams, in formal partnerships and in networks. This program is necessary to help stimulate leading-edge, internationally competitive research in areas critical to Canada, build multisectoral partnerships and accelerate the use of multidisciplinary research results by organizations that can harness them for Canadian economic and social development. The program increases the availability and use of social sciences and humanities research knowledge among academic and non-academic audiences; supports the building of reciprocal relationships, networks and tools designed to facilitate scholarly work; and makes such networks and tools more accessible to non-academic audiences. The funding opportunities offered in this program are intended to complement activities funded through the Talent and Insight programs.
Financial Resources ($ millions)
Total Budgetary Expenditures
(Main Estimates)
2012-13 |
Planned Spending
2012-13 |
Total Authorities
(Available for Use)
2012-13 |
Actual Spending
(Authorities Used) 2012-13 |
Difference 2012-13 |
| 30.6 |
30.6 |
35.3 |
35.5 |
4.9* |
* The variance between planned and actual spending reflects increases during the year through the Supplementary Estimates.
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 14 |
15 |
1 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
| Partners and researchers benefit from linkages and mobilizing knowledge within and across their respective sectors |
Proportion of researchers and partners indicating their partnership to be “quite successful” (≥4 on a 5-point scale) |
60 per cent by 2012-13 |
Not available* |
| Additional funding is leveraged to mobilize knowledge in social sciences and humanities |
Ratio of actual financial contributions leveraged from Connection grants compared to SSHRC funding |
0.35:1 ($) by 2012-13 |
0.77:1** |
* New reporting tools are under development.
** These ratios were taken at the time of application and include cash and in-kind contributions.
Performance Analysis and Lessons Learned
In 2012-13, Connection program funding constituted 10 per cent of SSHRC’s grant expenditures under Strategic Outcome 1.0. SSHRC’s support for knowledge mobilization activities enhances access to, and maximizes the impact of, publicly funded research in the social sciences and humanities. To this end, SSHRC continued its integration of knowledge mobilization activities across its suite of programs, so that Canadian and international policy-makers, business and community leaders, educators, media representatives, and countless others benefit from SSHRC-funded activities. Activities include the publication of scholarly journals and books; organization of and participation in events to discuss, compare and plan research activities; the honouring and recognizing of researchers, graduate students and postdoctoral fellows whose contributions to research have enriched Canadian society; and the development of large-scale, virtual research networks that bring together partners from academia, industry, government and not-for-profit organizations.
The evaluation of SSHRC’s knowledge mobilization, completed in 2013, concluded that “for the social sciences, SSHRC has achieved its strategic objectives for knowledge mobilization …. The social science community is now on the upslope of the adoption curve.” The evaluation also revealed that SSHRC’s knowledge mobilization funding opportunities were very successful in creating partnerships and networks, and that a large array of organization types are involved as contributors, including aboriginal associations, museums, not-for-profit organizations, private business enterprises and different levels of government. In 2012-13, Connection Grant holders leveraged, on average, $0.77 in cash and in-kind contributions from other sources for every dollar awarded by SSHRC.
SSHRC committed to launching new funding opportunities in 2012-13. In December 2012, SSHRC started offering institutional Connection Grants, through which institutions may submit an application to conduct connection activities in order to attain strategic objectives relevant to the institution’s mission and mandate. As a result, Connection Grant applicants may now be institutions, individuals or teams.
Sub-Program 1.3.1: Individual, team and partnership knowledge mobilization grants
Program Description
This program provides grants to support the knowledge mobilization activities of scholars and researchers working as individuals, in teams and in formal partnerships with the academic, public, private and/or not-for-profit sectors. This program is necessary to build links between the social sciences and humanities research community and potential users of research to maximize the impact of research beyond academia, and allow for fruitful exchanges and the multi-directional flow of knowledge, foster an entrepreneurial spirit. Funding opportunities support the dissemination of research results via publications of various types such as scholarly journals and books; the organization of events for researchers to meet, discuss, compare and plan research activities; and the co-creation, synthesis and application of research knowledge. The program leverages external funding through collaborative knowledge partnerships.
Financial Resources ($ millions)
Planned Spending
2012-13 |
Actual Spending
2012-13 |
Difference
2012-13 |
| 18.0 |
18.4 |
0.4 |
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 13 |
14 |
1 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
| Social sciences and humanities research knowledge is accessible to the academic and non-academic communities in Canada and the world |
Proportion of targeted audiences who claim access to SSH research at least to “some extent” (≥4 on a 5-point scale) |
50 per cent by 2017-18 |
Not available* |
| Social sciences and humanities research knowledge is used by academic and non-academic communities in Canada and the world |
Proportion of targeted audiences who claim use of SSH research at least to “some extent” (≥4 on a 5-point scale) |
50 per cent by 2017-18 |
Not available* |
| Training opportunities for students and postdoctoral fellows that lead to the development of knowledge mobilization skills |
Planned and actual grant amounts ($) spent on students and HQP |
30 per cent of grant budget spent on students by 2012-13 |
34 per cent |
* New reporting tools are under development.
Performance Analysis and Lessons Learned
SSHRC awarded 190 Connection Grants in 2012-13, the first year this funding opportunity was offered. Connection Grants support for workshops, colloquiums, conferences, forums, summer institutes or other events or outreach activities that facilitate knowledge exchanges, at all levels, in the humanities and social sciences. Case studies from the evaluation of SSHRC’s knowledge mobilization showed that funded researchers used a variety of approaches, mechanisms, activities, events and products to disseminate research knowledge to academic and non-academic audiences. They used a wide range of channels to ensure the flow of knowledge between and among researchers and research users. Examples include working and discussion papers, policy briefs, e-newsletters, conferences and workshops, meetings with senior decision-makers, websites, Twitter feeds, toolkits, teaching and training, and various media coverage. The evaluation also concluded that “there was clear evidence across the case studies of ... grants’ contributions to access, uptake and application of research-based knowledge by receptor audiences.” Students and postdoctoral fellows interviewed for the evaluation were very enthusiastic about their training in knowledge mobilization: “They especially appreciated opportunities to meet decision- and policy-makers, program deliverers and practitioners, to learn about their worlds and develop understanding and connections that they expect will be useful later in their careers.” The evaluation noted, however, that the commitment to and engagement in formal development of knowledge mobilization skills was highly variable. It recommended that training in knowledge mobilization be part of all direct and indirect funding opportunities that contribute to the development of highly qualified personnel.
The greater than expected demand for Connection Grants prompted SSHRC to institute some changes to this funding opportunity, such as increasing the response window, implementing new requirements related to application materials, and implementing demand management measures related to multiple applications and amounts requested from SSHRC.
These changes will allow SSHRC to better manage workload issues, to pay institutions quarterly, and to exercise greater control over the funding opportunity’s limited budget.
The evaluation provided many examples of best practices that can now be made available to the social sciences and humanities community. SSHRC will be working on this over the next year.
Sub-Program 1.3.2: Research-based knowledge culture
Program Description
This program provides support to social sciences and humanities researchers, graduate students, postdoctoral fellows and the organization in the form of prizes and operations and maintenance funds. This program is necessary to develop and sustain a research-based knowledge culture in the social sciences and humanities by honouring and bringing recognition to researchers, graduate students and postdoctoral fellows whose originality and outstanding contribution to research have enriched Canadian society, by supporting brokering activities aimed at building capacity in other sectors to engage in social sciences and humanities research activities and promoting the use of research knowledge to the benefit of Canadian society.
Financial Resources ($ millions)
Planned Spending
2012-13 |
Actual Spending
2012-13 |
Difference
2012-13 |
| 1.3 |
0.9 |
-0.4 |
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 1 |
1 |
0 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
| Excellent SSHRC-funded research is promoted as beneficial to Canada, internationally and to individual researchers’ careers |
Proportion of prize/special research fellowship recipients indicating that the award has contributed to career development / opportunities / recognition (≥4 on a 5-point scale) |
No target set—baseline data was required |
80 per cent |
| Awareness of excellent SSHRC-funded research |
Proportion of recipients and partner organizations indicating that the recognition- and promotion-related activities have contributed to increased visibility and/or profile of recipients (≥4 on a 5-point scale) |
No target set—baseline data was required |
75 per cent |
Performance Analysis and Lessons Learned
SSHRC offers prizes to recognize and inspire the highest standards of scholarship. In 2012-13, SSHRC awarded five prizes to outstanding and high-achieving researchers and students: the SSHRC Gold Medal for Achievement in Research, the SSHRC Aurora Prize, the SSHRC Postdoctoral Prize, the SSHRC William E. Taylor Fellowship and the Molson Prize. The 2012 evaluation of SSHRC’s prizes and special fellowships concluded that the prizes and special fellowships programs have had a positive impact on career development and opportunities for recipients. Survey respondents agreed that, to a large extent or to some extent, their prizes contributed to having their research results published in academic publications or venues (88 per cent), extending their research network (73 per cent), and providing opportunities they would otherwise not have had (65 per cent). Three-quarters of key informants, including funding partners, agreed that the prizes program has increased recipient visibility. The survey findings also suggested that the majority of recipients felt their award resulted in additional publishing opportunities and media coverage that may have increased their visibility.
Based on recommendations from the evaluation report, SSHRC undertook a redesign study of its prizes and special fellowships, to permit a more flexible treatment of prizes and fellowships across SSHRC’s program architecture, as well as more appropriate strategic alignment. The new SSHRC Impact Awards were launched in March 2013, which replaced the existing prizes, except for the Gold Medal and the Molson Prize, which were retained. The five awards are aligned with SSHRC’s renewed program architecture (Talent, Insight, Connection and Partnership). The new Impact Awards are designed to focus on the outcomes and impacts of SSHRC-funded research. They are the springboard for a promotional strategy to enhance SSHRC’s visibility and profile and, through alignment with the SSHRC’s program architecture, to strengthen recognition of Talent, Insight, Connection and Partnership funding opportunities. The Molson Prize has been retained as a separate joint initiative with the Canada Council for the Arts.
Sub-Program 1.3.3: Networks of Centres of Excellence
Program Description
This program provides support to partners in the form of grants through Canada’s three granting agencies. Centres supported through SSHRC focus on social sciences and humanities issues and support large-scale, virtual research networks that bring together partners from academia, industry, government and not-for-profit organizations. This program is comprised of the Networks of Centres of Excellence, the Centres of Excellence for Commercialization and Research and the Business-Led Centres of Excellence. This program is necessary to harness the creativity and inventiveness of the best minds in various disciplines and sectors to find solutions to critical issues of importance to Canada using internationally competitive research, building multisectoral partnerships and accelerating the use of multidisciplinary research results by organizations that can use them for economic, social and environmental benefits to Canada. This includes creating centres to advance research and facilitate the commercialization of technologies, products and services within priority areas and help to increase private sector investments in Canadian research and support training of skilled researchers.
Financial Resources ($ millions)
Planned Spending
2012-13 |
Actual Spending
2012-13 |
Difference
2012-13 |
| 11.3 |
16.2 |
4.9* |
* The variance between planned and actual spending relates to program cycle, where funding amounts are determined post-competition and appropriated through the Supplementary Estimates during the year.
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 0 |
0 |
0 |
Performance Results
| Expected Result |
Performance Indicator |
Target |
Actual Result |
| Linkages and partnerships resulting in the transfer and use of knowledge with economic or societal benefits to Canada |
Significant demonstration of policies influenced or created, new capacities established and/or processes or practices affected |
100 per cent of networks (at year 4) by 2012-13 |
100 per cent |
Performance Analysis and Lessons Learned
The results of the Canada-India Research Centre of Excellence competition, an initiative announced in Budget 2011 as part of the Government of Canada’s India engagement strategy, were released in November 2012. The India-Canada Centre for Innovative Multidisciplinary Partnerships to Accelerate Community Transformation and Sustainability (known as IC-IMPACTS) has been selected and will focus on research collaboration related to: safe drinking water, reliable infrastructure, and effective prevention and treatment of water-borne and infectious diseases.
An evaluation of the Business-Led Networks of Centres of Excellence program, carried out in 2012-13, found that there is an ongoing need for a program of this nature—one which helps fill a gap in the innovation spectrum between proof of concept and product development. The business-led model has encouraged the development of industry-university research partnerships, as evidenced by the 89 projects involving 378 researchers. The level of industry involvement in each network has ensured that research projects are directly relevant to industry’s needs. All networks have been successful in establishing and building partnerships and a knowledge base.
An evaluation of the Centres of Excellence for Commercialization and Research (CECR) program was completed in 2012-13. It found that the CECR program has enhanced research and commercialization capacity, strengthened domestic collaboration, and attracted investment from partners by leveraging $1.50 for every $1 of CECR grants funds. A key program strength is the level of industry involvement in the program. In the most successful centres, the quality of the leadership and the strength of the centre’s governance are also seen as key ingredients of their success. These centres’ customer focus, commercial relevance and focused organizational objectives and strategy were also noted as critical success factors. Building on the evaluation, the program has clarified its commercialization focus, to encourage applications from business-oriented centres that can demonstrate a clear path to sustainability by the end of their grant period. A recently launched competition includes management, business and finance as priority areas.
Strategic Outcome 2.0
Strategic Outcome 2.0: Canada has the institutional capacity to enable research and research-related activities in social sciences and humanities, natural sciences and engineering and health
| Performance Indicator |
Target |
Actual Results |
| Number of Canadian universities appearing in Top-300 QS World University Rankings |
16 by 2017-18 |
14 |
| Proportion of institutions indicating increased capacity to attract and retain world-class researchers (≥6 on a 10-point scale) |
80 per cent by 2015-16 |
97 per cent |
| Research funding advantage from federal, provincial and private sources as percentage of gross domestic product compared to OECD averages |
30 per cent by 2012-13 |
38 per cent |
In 2012, 14 Canadian institutions placed in the top-300 QS World University Rankings. The decrease in the number of Canadian universities in this ranking over the last few years may be due to the change in coverage to include institutions from emerging economies such as Brazil, Russia, India and China.
The Indirect Costs Program contributes to improving the overall ability of postsecondary institutions to conduct research and to recruit and retain world-class researchers in the social sciences and humanities, natural sciences and engineering, and health. In 2011-12, 97 per cent of institutions agreed that the funds from the program contributed to their ability to attract and retain world-class researchers, by helping institutions provide an adequate and supportive research environment that will attract emerging researchers and retain established ones.
The OECD measures a country’s gross expenditures in research and development by performing sector. In 2011, Canada’s research and development expenditures in the higher education sector represented approximately 38 per cent of its gross expenditures in research and development. This is well above the OECD average of 17 per cent.
Program 2.1: Indirect costs of research
Program Description
This program provides support to institutions in the form of grants in the social sciences and humanities, natural sciences and engineering, and health. This program is necessary to build institutional capacity for the conduct of research and research-related activities to maximize the investment of publicly funded academic research. This program helps to offset the central and departmental administrative costs that institutions incur in supporting research, which are not attributable to specific research projects, such as lighting and heating, maintenance of libraries, laboratories and research networking spaces, or for the technical support required for an institution’s website or library computer system, ultimately helping researchers concentrate on cutting-edge discoveries and scholarship excellence, and ensuring that federally funded research projects are conducted in world-class facilities with the best equipment and administrative support available. The program is administered by the SSHRC-hosted Canada Research Chairs Secretariat on behalf of the three research granting agencies.
Financial Resources ($ millions)
Total Budgetary Expenditures
(Main Estimates)
2012-13 |
Planned Spending
2012-13 |
Total Authorities
(Available for Use)
2012-13 |
Actual Spending
(Authorities Used) 2012-13 |
Difference 2012-13 |
| 332.8 |
332.8 |
332.1 |
332.1 |
-0.7 |
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 4 |
4 |
0 |
Performance Results
| Expected Result |
Performance Indicator |
Target |
Actual Result |
| Universities and colleges have the necessary resources to host world-class research and enable knowledge mobilization |
Proportion of institutions reporting maintained or improved capacity to support research activities by providing:
- management and administration services
- research resources (such as libraries)
- research facilities
- regulatory compliance
- intellectual property management
|
80 per cent by 2017-18 |
Not available* |
* This indicator is being revised for 2014-15.
Performance Analysis and Lessons Learned
Indirect Costs grants to postsecondary institutions equalled $332.1 million in 2012-13, providing vital support to the academic research environment in Canada. The Indirect Costs Program (ICP) provides support in five categories, and institutions have flexibility in deciding how to use their grants. In 2011-12, institutions allocated 34 per cent of the grants to research facilities, 18 per cent to research resources, 34 per cent to management and administration, 9 per cent to regulatory requirements and accreditation, and 5 per cent to intellectual property management. In their annual outcomes report, 85 per cent of institutions cited the program as an important factor in gaining new sources of funding. The impact of the grants was both direct, through supporting research administration and grant writing, and indirect, by helping to maintain the infrastructure necessary to support new initiatives.
In response to recommendations from the 2008-09 summative evaluation of the program, the ICP established a working group to explore ways it can work with institutions to establish a baseline measurement of the state of the research environment. A broad, web-based consultation was carried out from December 2012 to March 2013 to examine three of the five components that contribute to defining the state of the research environment. The consultation sought feedback from the various communities that would participate in and benefit from a baseline assessment. The results show that the research community generally agrees with the project rationale and goals; concurs that the proposed indicators are the most meaningful, relevant and useful ones; and supports next steps. Nevertheless, respondents expressed concerns about the challenge of determining clear definitions for key concepts, as well as about the comparability of and data collection requirements for the metrics.
Overall, the postsecondary research community agrees that demonstrating the ICP’s impacts on the health of the research environment is important, but it is divided on how this can best be achieved. ICP management is considering options for the next steps.
Internal Services
Program Description
This program provides support to the organization as a whole in the form of operations and maintenance funds. This program is necessary to support the delivery of programs and other corporate obligations and includes activities such as resources management, governance and asset management that apply across the organization rather than those that support a specific program.
Financial Resources ($ millions)
Total Budgetary Expenditures
(Main Estimates)
2012-13 |
Planned Spending
2012-13 |
Total Authorities
(Available for Use)
2012-13 |
Actual Spending
(Authorities Used) 2012-13 |
Difference 2012-13 |
| 16.6 |
16.6 |
17.8 |
16.7 |
0.1 |
Human Resources (FTEs)
Planned
2012-13 |
Actual
2012-13 |
Difference
2012-13 |
| 105 |
108 |
3 |
Performance Results
| Expected Results |
Performance Indicators |
Targets |
Actual Results |
| Effective management frameworks (policies, processes and controls) for all activities and resources that apply across the organization |
Treasury Board Secretariat’s Management Accountability Framework (MAF) rating for Area of Management #3—Effectiveness of the Corporate Management Structure |
“Acceptable” MAF rating in 2013 |
Opportunity for improvement*
(Most recent MAF assessment, 2009) |
| MAF rating for Area of Management #12—Effectiveness of Information Management |
“Acceptable” MAF rating in 2013 |
Acceptable
(Most recent MAF assessment, 2009) |
| MAF rating for Area of Management #17—Effectiveness of Financial Management and Control |
“Acceptable” MAF rating in 2013 |
Acceptable
(Most recent MAF assessment, 2009) |
* Since the 2009 MAF assessment, SSHRC has made significant improvements toward the Area of Management “Effectiveness of the Corporate Management Structure” by building strong linkages between its strategic outcomes and its corporate plan and senior management structures, as well as by improving its parliamentary reporting. SSHRC has also renewed its internal governance structure and streamlined its decision-making process in keeping with its renewal of its corporate governance structure and program architecture.
Performance Analysis and Lessons Learned
SSHRC and NSERC use a common administrative services model for their general administration and for services relating to human resources, finance, awards administration, and information and technology management. This shared approach has proven highly efficient. SSHRC provides its own corporate services related to governance, policy, planning, statistics, program evaluation, performance measurement, communications and international affairs.
In 2012-13, SSHRC continued to transform its business tools and processes. For example, to improve governance and management practices by building stronger links between strategic, operational, financial and human resources planning, SSHRC:
- launched its 2013-16 strategic plan, Strengthening Canada’s Cultures of Innovation, in February 2013, as well as a related communications strategy that included internal activities to support employee awareness and engagement and create strong links to corporate planning for 2013-14 and beyond;
- participated in the scoping phase of the shared financial systems and services initiative for small departments and agencies;
- launched and implemented a new policy regarding part 7, section 41 of the Official Languages Act, related to official language minority communities, and developed a three-year action plan (2012-15) targeting these communities in recruitment campaigns for SSHRC committee members and merit reviewers;
- developed and started implementing a Values and Ethics Code and a Code of Conduct, with related training to be delivered to all managers and staff starting in spring 2013; and
- designed and developed an accreditation framework for the delegation of management authorities, with implementation to begin in 2013-14.
Section III: Supplementary Information
Financial Statement Highlights
Condensed Statement of Operations and Departmental Net Financial Position
Social Sciences and Humanities Research Council
Condensed Statement of Operations and Departmental Net Financial Position (Audited)
For the Year Ended March 31, 2013
($ thousands)
| |
2012-13 Planned Results |
2012-13 Actual |
2011-12 Actual |
$ Change
(2012-13 Planned vs. Actual) |
$ Change
(2012-13 Actual vs. 2011-12 Actual) |
| Total expenses |
692,465 |
694,250 |
701,065 |
1,785 |
(6,815) |
| Total revenues |
0 |
0 |
0 |
0 |
0 |
| Net cost of operations before government funding and transfers |
692,465 |
694,250 |
701,065 |
1,785 |
(6,815) |
| Departmental net financial position |
1,960 |
2,041 |
(1,591) |
81 |
3,632 |
Allocation of SSHRC Expenses Between Grants and Operating Expenses, 2012-13 ($ millions and %)
Description of figure
Description of Allocation of SSHRC Expenses Between Grants and Operating Expenses, 2012-13 (millions of dollars and percentages)
This pie chart shows the allocation of 2012-13 expenses by SSHRC for grants and scholarships and for operating expenses (in millions of dollars and as a percentage).
Grants and scholarships expenditures were 666 million dollars, or 96 per cent of total SSHRC expenses.
Operating expenditures were 28 million dollars, or four per cent of total SSHRC expenses.
Condensed Statement of Financial Position
Social Sciences and Humanities Research Council
Condensed Statement of Financial Position (Audited)
As at March 31, 2013
($ thousands)
| |
2012-13 |
2011-12 |
$ Change |
| Total net liabilities |
4,327 |
7,236 |
(2,909) |
| Total net financial assets |
3,792 |
4,178 |
(386) |
| Departmental net debt |
535 |
3,058 |
(2,523) |
| Total non-financial assets |
2,576 |
1,467 |
1,109 |
| Departmental net financial position |
2,041 |
(1,591) |
3,632 |
SSHRC’s $3.6 million departmental net financial position is due to the following:
- The decrease of $2.9 million in total net liabilities is mainly due to the cease in accumulation of severance benefits under the employee severance pay program commencing in 2012 as part of collective agreement negotiations with certain employee groups, and changes to conditions of employment for executives and certain non-represented employees.
- Increases in tangible capital assets were $1.1 million due to an increase in assets under construction.
Financial Statements
SSHRC’s audited financial statements for the year ending March 31, 2013, can be found on SSHRC’s website.
Supplementary Information Tables
All electronic supplementary information tables listed in the 2012-13 Departmental Performance Report can be found on SSHRC’s website.
Tax Expenditures and Evaluations Report
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance publishes cost estimates and projections for these measures annually in the Tax Expenditures and Evaluations publication. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.
Section IV: Other Items of Interest
Organizational Contact Information
Christine Trauttmansdorff
Executive Director
Corporate Strategy and Performance
Social Sciences and Humanities
Research Council
Telephone: 613-944-6230
Fax: 613-996-4824
Email: christine.trauttmansdorff@sshrc-crsh.gc.ca
350 Albert Street
P.O. Box 1610
Ottawa, ON K1P 6G4