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Table 4: Details on Transfer Payment Programs

Table 4(a):  Grants and Scholarships

Name of Transfer Payment Program: Grants and Scholarships
Start Date: 1978  End Date: no end date
Description: This transfer payment program consists of grants and scholarships awarded for research, research training, and research dissemination activities in the social sciences and humanities.
Strategic Outcome(s): 1.  PEOPLE: A first-class research capacity in the social sciences and humanities
  2.  RESEARCH: New knowledge based on research excellence in the social sciences and humanities
  3.  KNOWLEDGE MOBILIZATION: The transfer, dissemination and use of knowledge in the social sciences and humanities

Results Achieved:

1. Strategic Outcome 1: PEOPLE

Fellowships, Scholarships and Prizes activities address demands from the private, public and not-for-profit sectors for large numbers of highly qualified personnel trained in the social sciences and humanities, and for faculty renewal at universities. In 2007-08, a combined total of 794 awards to exceptionally promising graduate students and scholars at the doctoral and postdoctoral levels (excluding Canada Graduate Scholarships, which are reported under table 4b). In addition, SSHRC offered special prizes and fellowships to recognize the extraordinary dedication and creativity of Canada’s best researchers. The prizes honour individuals whose originality and outstanding contribution to social sciences and humanities research have deepened understanding and helped enrich Canadian society. Profiles of the 2007-08 recipients and their research can be found at http://www.sshrc.ca/site/winning-recherche_subventionnee/prize-prix-eng.aspx .

On another note, the full complement of 2,000 Canada Research Chairs has been allocated to Canadian universities. As of the end of the 2007-08 fiscal year, the total number of Canada Research Chairs awarded was 1,8511, of which 405 (22 per cent) are in the social sciences and humanities. Since the inception of the program and as of the end of the 2007-08 fiscal year, 560 chairholders had been recruited from outside Canada (approximately 30 per cent). Equally interesting is the fact that the program has successfully attracted back to Canada a significant number of expatriate researchers (representing 46 per cent of external recruits) who had established solid reputations at foreign institutions.

2. Strategic Outcome 2: RESEARCH

SSHRC’s Investigator-Framed Research program activity is supported by two key programs: Standard Research Grants (SRG), and Major Collaborative Research Initiatives (MCRI). In 2007-08, SSHRC supported 841 new Standard Research Grants projects involving 1,641 social sciences and humanities researchers. Ultimately, the results of Investigator-Framed Research activities in 2007-08 include, for example, development of research skills among future academics and researchers; enhancement of Canada’s international reputation for research leadership and excellent scholarship; and a large body of published research. A special report on the performance of the MCRI program, conducted in 2005, provides evidence that the MCRI program has performed strongly as a tool for SSHRC to support the leading edge of its research community. Many of the important issues addressed through the funded projects would not be addressed either in Canada or elsewhere in the world without the MCRI program. The report states that MCRI projects “unequivocally” generate scholarly impact, increased potential for intellectual advance, and national and international recognition.

In 2007-08, the Targeted Research and Training program activity made significant multi-year investments aimed at producing new knowledge and capacity on pressing social, economic and cultural issues of vital importance to Canadians, and ensuring that this knowledge and capacity are available to decision-makers in various sectors. In total, 274 awards totaling $34,017,024 were made across the key program activities.

In 2007-08, the Strategic Research Development program activity fostered innovative modes of research that push the boundaries of traditional scholarship. A new International Research Community-University Alliances (CURA) program was launched in partnership with the International Development Research Centre (IDRC), building on SSHRC’s successful CURA program that facilitates community-university alliances to generate knowledge through the ongoing collaboration and interaction of researchers and users of research.

3. Strategic Outcome 3: KNOWLEDGE MOBILIZATION

In 2007-08, SSHRC worked to promote knowledge mobilization on several fronts: programs, corporate operations and policy. In 2007-08, SSHRC continued to monitor the 11 Knowledge Impact in Society (KIS) demonstration projects with a view to determining best practices in the field. KIS grant recipients met during the Congress of the Humanities and Social Sciences 2008 as part of SSHRC’s all-day knowledge mobilization session, which sought to facilitate continued growth of a knowledge mobilization community of practice and showcase best practices from the research teams. In 2007, SSHRC expanded the Aid to Research and Transfer Journals program to include open-access journals, and allocated funding to support the dissemination of top-quality scholarship through Open-Access Research Journals. This is a significant change, and helps put SSHRC at the forefront of international practice in this area. 

1It is unlikely that the full complement of 2,000 Chairs will ever be filled in its entirety at any given time. This is due to the natural dynamism of the program, as chairholders retire and universities are in the process of submitting new nominations.

($ millions ) Actual Spending 2005-06 Actual Spending 2006-07  Planned Spending 2007-08 Total Authorities 2007-08 Actual Spending 2007-08  Variance Between Planned and Actual Spending
Program Activities:            
Fellowships, Scholarships and Prizes 35.0 32.6 36.1 36.2 33.1 3.0
Canada Research Chairs 48.6 54.0 59.2 59.1 55.8 3.4
Investigator-Framed Research 87.2 93.3 85.1 85.1 84.9 0.2
Targeted Research and Training Initiatives 31.0 23.4 12.9 19.6 22.1 -9.2
Strategic Research Development 17.5 19.2 20.7 23.5 24.8 -4.1
Research Communication and Interaction 21.1 21.1 20.8 56.0 58.7 -37.9
Total Grants 240.1 243.6 234.8 279.5 279.4 -44.6
             
Comment(s) on Variance(s)  
Significant evaluation findings and URL(s) to last evaluation(s). If an evaluation is planned, but has not yet occurred, indicate when it will be completed.

In 2007-08, SSHRC launched an evaluation of its Doctoral Fellowships program; expected completion in fall 2008.

In 2007-08, SSHRC undertook an evaluation of the Aboriginal Research pilot project, which was established in 2004. Preliminary findings indicate that this program met its key objectives, including building capacity in Aboriginal research (research conducted within the context of Aboriginal knowledge traditions), significant research training opportunities for Aboriginal students, and development of community capacity in policy-related research. Completion of evaluation is expected in fall 2008.

An evaluation of the Joint Initiatives program mechanism was conducted in 2006-07. Although the evaluation points out a number of areas for improvement in terms of management, delivery and governance, it also points out positive impacts in terms of developing partnerships, leveraging funds for social sciences research, and research and knowledge mobilization capacity.  The evaluation report can be found at: http://www.sshrc.ca/site/about-crsh/publications/pub_evaluations-eng.aspx.

In 2007-08 SSHRC also completed an evaluation of the Research/Creation Grants in Fine Arts Pilot program. The evidence presented in this evaluation demonstrated that SSHRC’s Research/Creation in Fine Arts Grants program is highly relevant to the practices and aspirations of artist-researchers, effective, and unique, including within an international context. The evaluation made a number of recommendations aimed at improving the program’s success rates, management, and performance measurement to capture impacts more effectively. The program will launch its found round of competitions later this year. The evaluation report can be found at: http://www.sshrc.ca/site/about-crsh/publications/pub_evaluations-eng.aspx.

In 2007, SSHRC undertook a summative evaluation of the Initiative on the New Economy (to be completed by March 2009), that is examining the program’s relevance, its achievements, results and efficiency, and outline lessons learned. This evaluation will provide SSHRC and other key stakeholders with evidence on the success of the initiative, which could serve as a potential model for other SSHRC programs and funding initiatives.

In 2007-08, a tri-agency evaluation of the Networks of Centres of Excellence program was conducted. The evaluation concluded that the NCE “occupies a unique position in addressing issues that are important to Canada in an integrated manner” and that the program “produces significant incremental benefits to Canada and Canadians, and that it is managed in a cost-effective and efficient manner.” At the same time, the evaluation notes that the program is only partially meeting its stated training objectives, and recommends that the NCEs develop additional strategies designed specifically to bolster the multi-disciplinary and multi-sectoral components of highly qualified personnel training. The evaluation report can be found at: http://www.nce.gc.ca/pubs_e.htm.

 
Significant Audit Findings and URL(s) to last audit(s). If an audit is planned, but has not yet occurred, indicate when it will be completed.

Two major internal audits were completed in 2007-08, in accordance with Internal Audit’s long-term plan. These were:

  1. Audit of the Adequacy, Effectiveness and Efficiency of the Non-Financial Administration of the Fellowships, Scholarships and Prizes programs:
    • The audit found a number of good systems and practices related to governance emerging within SSHRC and the Fellowships and Institutional Grants (FIG) Division. Specifically, both SSHRC and the FIG Division have made progress in using more formal management tools and practices to measure and report performance results. There is a recognition that SSHRC’s funding delivery model needs to be grounded with strong controls, risk management and performance measures. The review of a sample of award holder files noted that there is sound application and peer-review process in place.
    • Recommendations include a formal mechanism to measure, monitor and report fellowship award holder outcomes and performance information; the implementation of a formal business planning mechanism that considers financial and human resource requirements on an annual basis; and a review of the current process to help ensure that sufficient supporting documentation is kept in order to substantiate all applicant evaluations. 

    Management has suggested that a follow-up audit be undertaken in June 2009 and April 2011.

  2. Audit of Controls over the Integrity of Information in the Report on Plans and Priorities.
    • Financial and Non-Financial Information: Financial information is fully effective, no recommendations were offered. Non-financial information is somewhat effective, action on recommendations is either completed or underway. 
    • Strategic Planning and Priority-Setting/Operational Planning: Considered to be not effective. The recommendations given to address the deficiencies have been agreed to, and have been completed.
    • Roles, Responsibilities and Accountabilities: Considered somewhat effective; recommendations have been completed.
    • Oversight and Quality Assurance: Considered somewhat effective; recommendations have been completed.

    Throughout this exercise, management has demonstrated a commitment to addressing all issues in a timely fashion. Management has suggested that a follow-up review be undertaken at the end of 2008-09.

CURA $8.9 million budget – Audit commenced June 2008, expected completion by August 2008.


Table 4(b): Canada Graduate Scholarships

Name of Transfer Payment Program: Canada Graduate Scholarships (CGS)
Start Date: 2003 End Date: no end date
Description:This transfer payment program supports 1,200 doctoral students and 1,200 master’s students in the social sciences and humanities.
Strategic Outcome(s): 1.  PEOPLE: A first-class research capacity in the social sciences and humanities – quality and availability of adequate resources trained in the social sciences and humanities for faculty renewal and for other sectors.

Results Achieved:
New funding provided in Budget 2007 allowed SSHRC to award an additional 100 Joseph-Armand Bombardier CGS Master’s and 35 Joseph-Armand Bombardier CGS Doctoral scholarships, bringing the total of such scholarships awarded in 2007-08 to 1,735.

($ millions ) Actual Spending 2005-06 Actual Spending 2006-07  Planned Spending 2007-08 Total Authorities 2007-08 Actual Spending 2007-08  Variance Between Planned and Actual Spending
             
Program Activity:            
Canada Graduate Scholarships (CGS) 49.9 61.7 63.0 65.9 64.6 -1.6
             
Total Grants 49.9 61.7 63.0 65.9 64.6 -1.6
Comment(s) on Variance(s)  
Significant evaluation findings and URL(s) to last evaluation(s). If an evaluation is planned, but has not yet occurred, indicate when it will be completed.

In 2007-08, SSHRC participated in a formal tri-agency evaluation of the CGS program, led by the Canadian Institutes of Health Research (CIHR); expected completion in fall 2008.

Significant Audit Findings and URL(s) to last audit(s). If an audit is planned, but has not yet occurred, indicate when it will be completed.

In 2007-08, SSHRC completed an internal audit of the Adequacy, Effectiveness and Efficiency of the Non-Financial Administration of the Fellowships, Scholarships and Prizes programs (CGS, Doctoral Fellowships, Postdoctoral Fellowships, prizes and special fellowships).

The audit found a number of good systems and practices related to governance emerging within SSHRC and the Fellowships and Institutional Grants (FIG) Division. Specifically, both SSHRC and the FIG Division have made progress in using more formal management tools and practices to measure and report performance results. There is a recognition that SSHRC’s funding delivery model needs to be grounded with strong controls, risk management and performance measures. The review of a sample of award holder files noted that there is sound application and peer-review process in place.

Recommendations include a formal mechanism to measure, monitor and report fellowship award holder outcomes and performance information; the implementation of a formal business planning mechanism that considers financial and human resource requirements on an annual basis; and a review of the current process to help ensure that sufficient supporting documentation is kept in order to substantiate all applicant evaluations. 

Management has suggested that a follow-up audit be undertaken in June 2009 and April 2011.

Table 4(c): Indirect Costs of Research

Name of Transfer Payment Program: Indirect Costs of Research
Start Date: 2003 End Date: no end date
Description: This transfer payment program supports a portion of the indirect costs associated with the conduct of academic research in institutions that receive research grant funds from any of the three federal granting agencies; grants are awarded to eligible institutions using a progressive funding formula based on the average revenues from research grants received from CIHR, NSERC and SSHRC.
Strategic Outcome(s): 4. INSTITUTIONAL ENVIRONMENT: A strong Canadian science and research environment – eligible universities and colleges are better equipped to support world-class research, especially that funded by SSHRC, NSERC, and CIHR.

Results Achieved:
In 2006-07, the most recent year for which data are available, eligible institutions invested along five key investment areas: 35 per cent of the Indirect Costs funds were spent on facilities; 21 per cent on research resources; 32 per cent on management and administration; 7 per cent on regulatory requirements and accreditation; and 5 per cent on intellectual property management. Through site visits, key informant interviews and annual reports submitted by recipient institutions, SSHRC has been able to capture the results and impacts of Indirect Costs funding. For example, Indirect Costs grants have enabled a number of universities to enhance their library and database resources, leverage additional sources of funding, and sustain and strengthen regulatory compliance related to research activities.

($ millions ) Actual Spending 2005-06 Actual Spending 2006-07  Planned Spending 2007-08 Total Authorities 2007-08 Actual Spending 2007-08  Variance Between Planned and Actual Spending
             
Program Activity:            
Canada Graduate Scholarships (CGS) 259.0 297.8 299.1 313.3 313.3 -14.2
             
Total Grants 259.0 297.8 299.1 313.3 313.3 -14.2
Comment(s) on Variance(s)  
Significant evaluation findings and URL(s) to last evaluation(s). If an evaluation is planned, but has not yet occurred, indicate when it will be completed.

An evaluability assessment begun in early 2008 in preparation for a summative evaluation of the Indirect Costs program; expected completion of summative evaluation in March 2009.

Significant Audit Findings and URL(s) to last audit(s). If an audit is planned, but has not yet occurred, indicate when it will be completed.

Indirect Costs Program $300 million budget – Audit commenced July 2008, expected completion November 2008.