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Minister's Message

Last year, the Industry Portfolio played a key role in advancing the government's agenda in Year 2 of Canada's Economic Action Plan.

Specific stimulus measures taken by the Industry Portfolio under Canada's Economic Action Plan were aimed at boosting economic development, supporting small and medium-sized enterprises, improving Canada's research and development capacity and strengthening communities. The Portfolio's stimulus measures targeted communities through the Marquee Tourism Events Program and the Broadband Canada: Connecting Rural Canadians program. Further investments in the Industrial Research Assistance Program, the Industrial Research and Development Internship Program, the Canada Graduate Scholarships Program and the Knowledge Infrastructure Program expanded Canada's research and development capacity. Investing in the Canadian space industry maintained Canadian expertise and leadership in space robotics. Through these and other stimulus initiatives, we helped create jobs, build communities and nurture the roots of economic recovery.

The Natural Sciences and Engineering Research Council of Canada's Departmental Performance Report for the period ending March 31, 2011, describes the Council's achievements, including support for the production and diffusion of new scientific knowledge, the training of highly skilled people, and the establishment of collaborations between universities, industry, and government to increase the rate of innovation flowing into the Canadian economy. The Council works to make Canada a country of discoverers and innovators for the benefit of all Canadians.

Cultivating an environment for job creation, growth and competitiveness, both domestically and internationally, remains a priority for the Industry Portfolio. We will work to improve cost-effectiveness and efficiency and will contribute to the Government of Canada's priority of balancing the budget and achieving real results for all Canadians.

It is my pleasure to present the Natural Sciences and Engineering Research Council of Canada's Departmental Performance Report for 2010–11.

Section I: Organizational Overview

Raison d'être

Responsibilities

NSERC is a departmental corporation of the Government of Canada created in 1978. It is funded directly by Parliament and reports to it through the Minister of Industry. The functions of NSERC, based on the authority and responsibility assigned to it under the Natural Sciences and Engineering Research Council Act (1976-1977, c.24), are to:

• promote and assist research in the natural sciences and engineering, other than the health sciences; and
• advise the Minister in respect of such matters relating to such research as the Minister may refer to the Council for its consideration.

In 2010-11, NSERC invested just over $1 billion in post-secondary research and training in the natural sciences and engineering. NSERC is the most important funder of the direct costs of research in the NSE in Canadian universities.

NSERC's budget represents nine percent of the federal government's expenditures for science and technology and twenty percent of all university R&D funding in the NSE.

NSERC Quick Facts: 2010-11
President	Dr. Suzanne Fortier
Chair	The Honourable James Edwards
Budget	Approximately $1.08 billion
Head Office	Ottawa, ON
Regional Offices	Moncton, NB Montreal, QC Mississauga, ON Winnipeg, MB Vancouver, BC
Employees	372 Full-time Equivalents
Reach	29,200 students and postdoctoral fellows 11,800 university professors 1,900 Canadian companies More than 140 universities and colleges

Strategic Outcome(s) and Program Activity Architecture (PAA)

NSERC Expenditures by Priority Area, 2010-11

The chart below presents NSERC's Program Activity Architecture (PAA) in effect in 2010-11.

NSERC's Program Activity Architecture

Strategic Outcome 1.0 People Highly skilled science and engineering professionals in Canada	Strategic Outcome 2.0 Discovery High quality Canadian-based competitive research in the natural sciences and engineering	Strategic Outcome 3.0 Innovation Productive use of new knowledge in the natural sciences and engineering
Program Activity 1.1: Promote Science and Engineering	Program Activity 2.1: Fund Basic Research	Program Activity 3.1: Fund Research in Strategic Areas
1.1.1 PromoScience 1.1.2 Centres for Research in Youth, Science Teaching and Learning 1.1.3 Prizes	2.1.1 Discovery Grants 2.1.2 Special Research Opportunity Grants 2.1.3 General Support	3.1.1 Strategic Partnerships 3.1.2 Collaborative Health Research Projects1
Program Activity 1.2: Support Students and Fellows	Program Activity 2.2: Support for Research Equipment and Major Resources	Program Activity 3.2: Fund University-Industry-Government Partnerships
1.2.1 Undergraduate Student Research Awards 1.2.2 NSERC Postgraduate Scholarships 1.2.3 Alexander Graham Bell Canada Graduate Scholarships1 1.2.4 Georges Philias Vanier Canada Graduate Scholarships1 1.2.5 Postdoctoral Fellowships 1.2.6 Industrial Research and Development Fellowships1 1.2.7 Industrial Research and Development Internships1 1.2.8 Collaborative Research and Training Experience	2.2.1 Research Tools and Instruments 2.2.2 Major Resources Support Grants	3.2.1 Collaborative Research and Development Grants 3.2.2 Research Partnership Agreements 3.2.3 Networks of Centres of Excellence1 3.2.4 Business-Led Networks of Centres of Excellence1
Program Activity 1.3: Attract and Retain Faculty		Program Activity 3.3: Support Commercialization
1.3.1 Canada Excellence Research Chairs1 1.3.2 Canada Research Chairs1 1.3.3 Industrial Research Chairs1 1.3.4 Chairs in Targeted Areas of Research 1.3.5 University Faculty Awards		3.3.1 Idea to Innovation Program 3.3.2 College and Community Innovation Program1 3.3.3 Centres of Excellence for Commercialization and Research1

Organizational Priorities

Performance/Priority Status Legend

Exceeded: More than 100 per cent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result or priority identified in the corresponding Report on Plans and Priorities (RPP) was achieved during the fiscal year.

Met all: 100 per cent of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.

Mostly met: 80 to 99 per cent of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.

Somewhat met: 60 to 79 per cent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.

Not met: Less than 60 per cent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.

Priority	Type	Strategic Outcome
Identify opportunities to streamline and integrate the delivery of the Canada Graduate Scholarships (CGS) with the Social Sciences and Humanities Research Council (SSHRC) and the Canadian Institutes for Health Research (CIHR).	New	People - Highly skilled science and engineering professionals in Canada
Status: Mostly Met
In the first quarter of 2011, NSERC, CIHR and SSHRC committed to work towards streamlining and harmonizing scholarship and fellowship applications over the next 4 years, including applications for the CGS program. Initial stakeholder consultations for harmonization of the CGS have taken place.

Priority	Type	Strategic Outcome
Make efforts to increase available support for postdoctoral fellows to attract the world's top talent to conduct research in Canada through, for example, the Collaborative Research and Training Experience (CREATE) program or the Discovery Accelerator Supplements.	New	People - Highly skilled science and engineering professionals in Canada
Status: Met All
The new Banting Postdoctoral Fellowships program was launched in 2010 to attract the world's top talent to conduct research in Canada. When the program is fully ramped up in 2012-13, it will support 46 postdoctoral fellows in the natural sciences and engineering each year. The number of new Discovery Accelerator Supplements available each year was increased from 100 to 125 for the 2010 competition. The number of active CREATE grants has continued to increase annually. In 2010-11, 58 CREATE grants were available. Each CREATE grant supports 1-2 postdoctoral fellows.

Priority	Type	Strategic Outcome
Partner with the National Research Council Industrial Research Assistance Program (NRC-IRAP) to create opportunities to place more Industrial Research and Development Fellowships (IRDF) candidates with Canadian small and medium enterprises (SMEs).	New	People - Highly skilled science and engineering professionals in Canada
Status: Exceeded
A targeted outreach campaign was implemented instead, to create other opportunities to increase the number of IRDF placements in SMEs. As a result, the IRDF application rate (demand) increased by 26% and the IRDF award rate was increased by 19%. A partnership with NRC-IRAP'sYouth Employment Program was also considered but found not to be a good fit for NSERC's IRDF program, since IRAP's program targets college and university graduates at the Bachelor level, whereas the IRDF program is oriented towards university graduates at the Doctoral and Post-Doctoral levels. In February 2011, a partnership with Newfoundland's Research and Development Corporation and the Atlantic Canada Opportunities Agency was implemented to increase IRDF awards in that province and to provide supplementary funding.

Priority	Type	Strategic Outcome
Review NSERC's suite of scholarship and fellowship programs to ensure optimal results in relation to the evolving environment.	New	People - Highly skilled science and engineering professionals in Canada
Status: Mostly Met
This is a multi-year objective. Milestones for the 2010-11 year were mostly met. An International Benchmarking Study of NSERC scholarships and fellowships was completed and tabled in June 2011. An analysis of industrial training programs was initiated in the first quarter of 2011. An environmental scan has also been completed.

Priority	Type	Strategic Outcome
Enable more students to gain research experience in industry while undertaking advanced studies in Canada.	On-going with new elements	People - Highly skilled science and engineering professionals in Canada
Status: Met All
Eligibility for the Industrial Postgraduate Scholarships (IPS) program has been expanded to increase the pool of potential candidates. The number of international students participating in the IPS program continues to increase. A new industrial stream has been implemented within the CREATE program and the first awards will be made in 2012. The NSERC Ontario Regional Office has increased its collaboration with MITACS-Accelerate Canada to promote adoption of additional industrial training programs by client companies, allowing more students to gain research experience in industry. The parameters of the Industrial Research and Development Internship (IRDI) program have been revised to allow delivery of the program by MITACS and the AUTO 21 Network Centre of Excellence initiative, and to complement other federal programs. As a result, the IRDI program has expanded from 400 to 1000 R&D internships over two years, increasing opportunities for more students to train in industry.

Priority	Type	Strategic Outcome
Implement the strategies in Budget 2009 (Canada's Economic Action Plan) to further develop a highly skilled workforce by promoting the training of highly qualified personnel to meet the needs of Canada's knowledge-based economy.	On-going with new elements	People - Highly skilled science and engineering professionals in Canada
Status: Met All
The Canada Graduate Scholarships program was expanded with a total of 1,000 additional awards over three years. The Industrial R&D Internship program was accelerated by 1 year to deliver 1,000 awards each year. NSERC reported quarterly to Treasury Board Secretariat, as part of the Government's monitoring of the impacts of stimulus funding provided through the Economic Action Plan.

Priority	Type	Strategic Outcome
Raise the bar of excellence and creativity by increasing the competitiveness of the Discovery Grants program to provide opportunity for significant increases for those with superior proposals.	New	Discovery - High quality Canadian-based competitive research in the natural sciences and engineering
Status: Met All
The new assessment process for Discovery grants ensures that funding is invested in the most productive research. NSERC has sponsored an assessment on international performance indicators and metrics by the Council of Canadian Academies to evaluate research funding outputs in science and engineering. The assessment will identify best practices for research evaluation and budget allocation in the natural sciences and engineering used in Canada and internationally.

Priority	Type	Strategic Outcome
Fully implement the new peer review structure by replacing the 28 grant selection committees with 12 broader Evaluation Groups to reflect the evolving research environment, for example, multidisciplinary research.	Previously committed to, with new elements	Discovery - High quality Canadian-based competitive research in the natural sciences and engineering
Status: Met All
Building upon the new Evaluation Group structure launched in 2010, processes were implemented for the review of interdisciplinary proposals crossing the boundaries of traditional disciplines for Discovery Grants, Research Tools and Instruments and Discovery Accelerator Supplements.

Priority	Type	Strategic Outcome
Continue to implement the expansion of the Discovery Accelerator Supplements (DAS) for researchers who can capitalize on research breakthroughs, particularly in the priority areas identified in the Federal S&T Strategy.	Previously committed to	Discovery - High quality Canadian-based competitive research in the natural sciences and engineering
Status: Met All
The number of new DAS available each year was expanded from 100 to 125 in both the 2010 and 2011 competitions, for a total of 50 additional awards. Nearly two-thirds of the DAS awarded are in research programs that align with government priority areas identified in the Federal S&T Strategy.

Priority	Type	Strategic Outcome
Enable new faculty with high research potential to firmly launch their research programs and realize their creative potential as competitive contributors to Canada's research, training and innovation base.	On-going	Discovery - High quality Canadian-based competitive research in the natural sciences and engineering
Status: Exceeded
The target success rate for funding grants to early-career researchers was surpassed (54% against 50%) in 10 out of 12 Evaluation Groups and there was a sound rationale for the two Groups that had a lower success rate.

Priority	Type	Strategic Outcome
Build sustainable relationships by facilitating interactions between industry and post-secondary researchers to create a strong foundation for future collaborations.	On-going with new elements	Innovation - Productive use of new knowledge in the natural sciences and engineering in Canada
Status: Exceeded
Against a target of 425 grants, NSERC awarded 563 Engage grants in support of new collaborations between industry and post-secondary researchers. The annual targets for the number of interaction events and the number of researchers involved were also surpassed, 92 industry-oriented awareness events were organized against a target of 42. NSERC organized or participated in twice the level of joint information sessions (71 against a target of 36), and networking events (36 against a target of 17).

Priority	Type	Strategic Outcome
Streamline NSERC's existing innovation-oriented policies and programs to increase the success of academic-industry collaborations and their productivity; and develop new approaches to ease business access to the expertise and specialized facilities within colleges and universities.	On-going with new elements	Innovation - Productive use of new knowledge in the natural sciences and engineering in Canada
Status: Met All
NSERC added sample clauses to the Intellectual Property policy to make it easier for researchers and their partners to realize research agreements. NSERC produced guidelines for inclusion of project management expenses in programs that support industry-academic research collaborations, to allow researchers to employ dedicated project management resources that will ensure the integrated coordination of research activities and timely delivery of research results to industry partners.

Priority	Type	Strategic Outcome
Connect people and skills by advancing "innovation skills" in students and making it more attractive for innovating companies, particularly small companies, to involve students in their business and hire graduates.	On-going with new elements	Innovation - Productive use of new knowledge in the natural sciences and engineering in Canada
Status: Exceeded
NSERC developed a collaborative agreement with IRAP and the Atlantic Canada Opportunities Agency to facilitate the hiring of graduates and involvement of students in small and medium enterprises (SMEs). This agreement will allow more students to work with SMEs, in particular with small companies, to gain innovation skills in industry while helping companies innovate.

Priority	Type	Strategic Outcome
Focus on national priorities by supporting large-scale research groups seizing exceptional opportunities to advance solutions to some of Canada's most challenging economic, environmental and societal problems.	New	Innovation - Productive use of new knowledge in the natural sciences and engineering in Canada
Status: Mostly Met
NSERC continues to focus on national priorities by investing 80% of its expenditures on research into the national priority areas of health, Information and Communication Technologies (ICT), environment, manufacturing, natural resources and energy. The Innovation Frontiers Initiative, which supports large-scale research in areas of national priorities, was launched in the fall of 2010.

Priority	Type	Strategic Outcome
Focus NSERC's five regional offices on facilitating industry-academic partnerships.	New	Innovation - Productive use of new knowledge in the natural sciences and engineering in Canada
Status: Exceeded
NSERC's five regional offices now deliver Engage grants and provide support for networking and other interaction events. The Regional Offices delivered 563 Engage grants in FY 2010-2011 (the target was 425). In addition, the regional offices contacted more than twice the number of companies as their annual target (1580 against 670) and interacted with almost three times the number of companies (4,552 against a target of 1,550), in support of building industry-academic partnerships.

Priority	Type	Strategic Outcome
Continue to implement the industry–driven strategies addressed in Budget 2008 aimed at the automotive, manufacturing, forestry and fisheries sectors. Explore means to increase and sustain existing partnerships across all sectors during the current economic situation.	Previously committed to	Innovation - Productive use of new knowledge in the natural sciences and engineering in Canada
Status: Met All
NSERC and its partners have developed the Automotive Partnership Canada and are working to invest $85 million of NSERC funding in partnered research in the automotive sector. In manufacturing, NSERC has allocated $31 million over five years to three new Strategic Networks and at least 22 Strategic Projects. In the forestry sector, NSERC has identified projects developed in collaboration with FP Innovations, to invest $36.5 million over five years. NSERC is investing $24 million over five years in two Strategic Networks and at least 27 Strategic Projects in the fisheries sector.

Priority	Type	Strategic Outcome
Continue to increase the number of partnerships in priority areas identified in the Federal S&T Strategy: environment, energy, health and related life science technologies, and information and communication technologies.	On-going	Innovation - Productive use of new knowledge in the natural sciences and engineering in Canada
Status: Exceeded
350 companies new to NSERC participated in Engage grants in priority areas identified in the Federal S&T Strategy during the reporting period (the target was 225). This number was substantially higher than the 100 companies reported last year.

Priority	Type	Strategic Outcome
Continue to develop NSERC-Stats, NSERC's new system to track investments including those in priority areas, present an integrated picture of Canada's investments in post-secondary R&D and measure Canada's performance in relation to international benchmarks.	New	All Strategic Outcome
Status: Met All
NSERC-STATS was piloted with over 10 universities and NSERC received positive feedback on the system. NSERC is developing a web-based version for a portion of the NSERC-STATS data that should be available in 2011-12.

Priority	Type	Strategic Outcome
Ensure compliance with all new policies and frameworks (i.e. Internal Audit, Evaluation, Management Accountability Framework (MAF), and Policy on Transfer Payments).	On-going	All Strategic Outcomes
Status: Met All
A comprehensive risk-based 5-year plan for the evaluation of all programs in the NSERC Program Activity Architecture has been approved and implemented. Important progress was made towards integrated planning and the development of a comprehensive corporate plan to support the MAF.

Priority	Type	Strategic Outcome
With SSHRC and CIHR, revise the Tri-Council Policy Statement: Integrity in Research and Scholarship, in consultation with universities and colleges.	New	All Strategic Outcomes
Status: Mostly Met
A draft policy on research integrity was completed for consultation with stakeholders in March 2011. Comprehensive stakeholder consultations will take place from August 15 - September 30, 2011. A revised tri-agency policy is expected to be finalized by early 2012.

Priority	Type	Strategic Outcome
With SSHRC, CIHR and the Canada Foundation for Innovation (CFI), work to improve reporting and integrated measurement of results and impacts of investments in post-secondary research and advanced training.	Previously committed to	All Strategic Outcomes
Status: Met All
Common performance indicators have been identified and new methods for measuring results, impacts and outcomes - including the use of comparison groups- are being implemented in the evaluation of tri-agency programs. NSERC has partnered with CFI to carry out Outcome Assessments for investments in specific Natural Sciences and Engineering priority areas.

Priority	Type	Strategic Outcome
Showcase the science and engineering community to Key Opinion Leaders (KOLs), including federal government decision makers, key media, industry partners and influential business leaders.	New	All Strategic Outcomes
Status: Met All
Through 106 events and announcements involving KOLs, NSERC was able to reach new audiences and showcase the benefits of research in science and engineering to Canadians. Key spokespeople presented at 36 conferences including the 9th Canada-Taiwan Conference on Science and Technology in Higher Education and the Canadian Science Policy Conference. NSERC's partner, the Partnership Group for Science and Engineering, organised 7 presentations on Canadian research accomplishments by NSERC-funded researchers at events for federal government and decision makers at Parliament Hill.

Priority	Type	Strategic Outcome
Increase Canada's awareness of groundbreaking research partnerships that fuel Canada's knowledge-based economy.	Previously committed to, with new elements	All Strategic Outcomes
Status: Met All
Over the reporting period, NSERC has been actively involved in partnerships with the Canadian science museum community and Non-Governmental Organizations that promote Canadians' exposure to government-funded research. NSERC's media outreach over this period has augmented as evidenced by an over 40% increase in references to NSERC in the media.

Priority	Type	Strategic Outcome
Launch e-Bulletin to increase awareness in industry about benefits of collaborating with academia.	New	All Strategic Outcomes
Status: Met All
NSERC published a total of 6 editions of the InPartnership e-bulletin, showcasing academia-industry partnerships leveraged by NSERC's industry programs and targeting the business community in Canada. Each edition of the bulletin was distributed to an average of 8,200 readers.

Risk Analysis

Operating Environment: NSERC's overall risk level, compared to other government entities, is considered low in terms of continuity of government operations and the maintenance of services to, and protection of the interests of, the Canadian public. In 2007, a Blue Ribbon Panel Report on Grants and Contributions noted the rigorous system of oversight used by the federal granting agencies, including NSERC, and deemed their record of performance to be high by international standards.

Operating Risks: In alignment with Treasury Board Secretariat guidelines and management frameworks, NSERC carried out a major re-examination of its operating risks during the 2010-11 reporting period. As a result, NSERC produced a Corporate Risk Profile (CRP) that formally identifies and assesses risks and builds upon risks previously identified in NSERC's Results-based Management and Accountability Framework and Risk-based Audit Framework. The CRP further develops existing risk mitigation strategies and management measures, and proposes additional control measures to address risks.

The following table lists the five significant risks identified in the CRP, examples of mitigation measures already in place and a number of incremental controls proposed in the CRP to further address those risks:

Risks	Mitigation Strategies
1) Human Resource Capacity The risk that the organization does not have or cannot recruit/retain the required human resources capacity (i.e., number and/or skill sets) to deliver its mandate effectively.	Mitigation measures are already in place. Additional measures proposed in the CRP include development of a council-wide People Management Strategy with specific plans to meet human resources needs associated with business delivery.
2) Information Technology Innovation The risk that the organization does not adequately leverage technology to support the needs of the organization, to promote efficiency, or to innovate (e.g., services and processes).	Mitigation measures are already in place. Existing measures include five-year plans/cycles to replace hardware, working groups to investigate areas with potential for innovation, and an Information Management/Information Technology committee to establish priorities.
3) Operating Budget Management The risk that the organization is ineffective in monitoring operating budgets and making informed and/or accurate decisions.	Mitigation measures are already in place. Additional measures proposed in the CRP include the development of a modernized operating budget management framework, and a detailed plan and timeline for its implementation.
4) Project Management Capability The risk that the organization does not have the required capabilities, tools or dedicated expertise to effectively manage key projects.	Mitigation measures are already in place. Existing measures include an ad-hoc process for assigning resources to projects, and annual budget planning cycles which take into account project requirements.
5) Sufficiency of Operating Funds The risk that allocated operating funding is not sufficient to support program/project delivery requirements.	Mitigation measures are already in place. Additional measures proposed in the CRP include integrated planning to enhance linkages between budgets and corporate/business plans.

 

Summary of Performance

2010-11 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
1050.69	1079.80	1075.94

2010-11 Human Resources (Full-time equivalents-FTEs)

Planned	Actual	Difference
372	372	0

Strategic Outcome: People - Highly skilled science and engineering professionals in Canada

Performance Indicators	Targets	2010-11 Performance
Total researchers per thousand employed relative to other Organization for Economic Development countries	Maintain top 10 world ranking (Canada was 8th in 2007)	Canada currently stands in 14th position in the world and 4th in the G8, ahead of the United Kingdom, Germany, Russia and Italy.

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcome
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
1.1 Promote Science and Engineering2	6.63	5.66	5.66	5.66	11.93	An innovative and knowledge based economy
1.2 Support Students and Fellows	159.86	166.08	166.08	167.85	153.76	An innovative and knowledge based economy
1.3 Attract and Retain Faculty3	154.59	163.09	175.78	173.40	161.12	An innovative and knowledge based economy
Total	321.08	334.83	347.52	346.91	326.81

Strategic Outcome: Discovery - High quality Canadian-based competitive research in the natural sciences and engineering

Performance Indicators	Targets	2010-11 Performance
Average number of times that Canadian papers in the NSE are cited by other researchers, i.e. the Average Relative Citation (ARC) factor of Canadian publications in the NSE in comparison with other countries	Maintain top eight world ranking (Canada was fifth among G8 countries in 2007)	Canada's ARC in the natural sciences and engineering currently ranks 6th and is only slightly behind the top G20 countries (see Figure 2.9). Canada has maintained its 7th place ranking in scientific publication production (see Figure 2.10) and on a per capita basis is the most productive of the G8 (see Figure 2.11).

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcome
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
2.1 Fund Basic Research4	362.90	356.43	356.43	357.92	369.06	An innovative and knowledge based economy
2.2 Support for Research Equipment and Major Resources5	74.20	38.49	38.49	44.94	71.04	An innovative and knowledge based economy
Total	437.10	394.92	394.92	402.86	440.10

Strategic Outcome: Innovation - Productive use of new knowledge in the natural sciences and engineering

Performance Indicators	Targets	2010-11 Performance
Percentage growth in the number of partner companies annually	Greater than five percent per year	In 2010-11, NSERC partnered with over 1,900 Canadian firms to transfer knowledge created in the academic sector to private firms that create economic wealth. This figure represents a 24.3 percent increase in the number of partner companies in 2010-11 from the previous year. Over the past ten years, the average annual growth rate in the number of partners has been almost 12%. Sixty of the top 100 R&D firms in Canada are partners with NSERC.

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcome
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
3.1 Fund Research in Strategic Areas6	103.97	134.00	134.00	134.08	108.14	An innovative and knowledge based economy
3.2 Fund University-Industry-Government Partnerships	119.88	107.57	107.57	113.10	122.03	An innovative and knowledge based economy
3.3 Support Commercialization	41.48	22.80	40.60	54.34	53.11	An innovative and knowledge based economy
Total	265.33	264.37	282.17	301.52	283.28

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Internal Services	27.74	26.08	26.08	28.51	25.75

Expenditure Profile

During the 2010-2011 fiscal year, NSERC spent $1,075.9 million (including the Employee Benefit Plan) to meet the expected results of its program activities and contribute to its strategic outcomes.

Over the three year period from 2008-09 to 2010-11, NSERC has received a base budget increase in Budget 2008 and temporary funding increases in Budget 2009, which have increased its overall spending.

Budgets 2008 and 2009 included funding for specific programs including the College and Community Innovation Program, the Canada Excellence Research Chairs, the Canadian Light Source, increases for research in priority areas (automotive, manufacturing, forestry and fishing), the Industrial R&D Internships (IRDI) program, and for a temporary expansion of the Canada Graduate Scholarships (CGS) program, as part of the Canada Economic Action Plan. The last of the funding received by NSERC as part of Canada's Economic Action Plan for the CGS and IRDI programs was spent in 2010-11.

The figure below illustrates NSERC's spending trend from 2008-2009 to 2010-2011. For the 2008-2009 and 2009-2010 periods, all figures appear as reported in previous Departmental Performance Reports.

Canada's Economic Action Plan (CEAP)

Through Canada's Economic Action Plan (CEAP), the federal government temporarily expanded the Canada Graduate Scholarships (CGS) program which supports Canada's top graduate students. This included $35 million over three years up to 2011-12 for the CGS program to provide an additional 200 doctoral scholarships, and for 400 masters scholarships in both 2009-10 and 2010-11.

Through CEAP, the federal government also provided $3.5 million over two years for an additional 600 graduate internships in science and business, delivered through the Industrial Research and Development Program (IRDI).The IRDI program creates opportunities for skilled graduate students and postdoctoral fellows, by linking them with businesses that foster and utilize their talents.

In 2010-11, NSERC spent the last of the funding for the Canada Graduate Scholarships ($37.5 million) and the Industrial R&D Internship program, ($1 million) which was received in 2009-10 as part of the CEAP initiatives. The $38.5 million in CEAP funding represented 3.6% of NSERC's total expenditures in 2010-11.

Departmental Spending Trend ($ millions)

Departmental Spending Trend

Estimates by Vote

For information on our organizational Votes and/or statutory expenditures, please see the 2010–11 Public Accounts of Canada (Volume II) publication. An electronic version of the Public Accounts is available on the Public Works and Government Services Canada website.⁷

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