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MINISTER’S MESSAGE

As Minister of Industry, I am committed to the long-term competitiveness and prosperity of our country. Canada has many economic advantages upon which we must continue to build if we are to set the right conditions for our long-term success. With this in mind, Industry Canada and its Portfolio partners are striving toward the development of an innovative economy with robust sectors and an efficient and competitive marketplace.

Our priorities remain aligned with Advantage Canada, the government’s long-term economic plan. Here, we set out clear objectives, including the reduction of taxes, the encouragement of entrepreneurship, and the development of a knowledge-based economy.

In the 2009–2010 Report on Plans and Priorities, we recognize that as we look to the year ahead we are entering a period of continued global economic uncertainty, one that demands clear and strategic action on the part of the government to ensure we accomplish the long-term goals we have set for ourselves. Our departmental priorities and initiatives will be guided by a balanced consideration of the demands of the global economic situation and our long-term vision for Canada’s growth and prosperity.

In Budget 2009 — Canada’s Economic Action Plan, the government has developed a clear and comprehensive response to the slowdown in the global economy, which is in keeping with the continuing objectives of Advantage Canada. The economic action plan addresses short-term realities, while setting in place the conditions to strengthen Canada’s economy for generations to come.

Industry Canada and its Portfolio partners are at the heart of the government’s strategy to stimulate the Canadian economy. We are taking steps to improve the competitiveness of Canada’s traditional economy by providing short-term support for key sectors such as the auto industry. We are ensuring that all regions of Canada prosper by supporting economic diversification. We are fostering small businesses by improving access to credit and encouraging growth through tax reductions and incentives. We are supporting measures to develop a highly skilled workforce through such means as expanding the Canada Graduate Scholarships program. At this time of intense international competition for the world’s best and brightest, government support is helping to attract and retain these individuals in Canada. We are positioning Canada as a leader in the global knowledge economy.

In the ongoing pursuit of our mandate, we will continue to focus on innovation as a means to develop a globally competitive economy. Our ultimate goal is to help Canadians continue to enjoy a quality of life that is envied throughout the world.

It is my pleasure to present this year’s Report on Plans and Priorities for Industry Canada and its Portfolio partners, which will outline in greater detail the priorities and pursuits in which
we will be engaged in the year to come. 

_________________________
Tony Clement
Minister of Industry

 

 

I. Departmental Overview

1.1 Raison d’être and Responsibilities

Research in the social sciences and humanities advances knowledge and builds understanding about individuals, groups and societies—what we think, how we live and how we interact with each other and the world around us. Social science and humanities-based knowledge and understanding inform discussion on critical social, cultural, economic, technological, environmental and wellness issues. They provide communities, businesses and governments the foundation for a vibrant and healthy democracy. Through research and training programs, the Social Sciences and Humanities Research Council (SSHRC) fosters the development of talented and creative people who become leaders across all sectors (public, private and not-for-profit) and who are critical to Canada’s success in the globalized 21st century.

In the face of global economic uncertainty, it is important to maintain Canada’s key assets now and in the future. Research, innovation and talent have become the most valuable “natural resources” in enhancing Canada’s competitiveness and quality of life. Innovation has given Canada strength in the past and remains a key instrument to ensure continued economic and social prosperity. This holds true for all of the social sciences and humanities, as these provide a base of knowledge and understanding for all human endeavours. It is also particularly true for research in priority areas such as management, business and finance; environmental issues; and northern communities. As the recent report of the Competition Policy Review Panel stated, “Canada’s economic success will be determined by how well we deal with the economic, social and political forces that are driving globalization.” Supporting new knowledge and understanding of these forces falls precisely within SSHRC’s mandate. It is critical, therefore, to ensure continued support for research in the social sciences and humanities, and to ensure that it translates into benefits for Canadians.

SSHRC is the federal agency that promotes and supports university-based research and training in the humanities and social sciences. Through its programs and policies, SSHRC enables the highest levels of research excellence in Canada and facilitates knowledge-sharing and collaboration across research disciplines, universities and all sectors of society.  SSHRC is also involved in partnership programs and initiatives with other federal departments and agencies to support research addressing issues of importance to Canadians.

SSHRC was created in 1977 with a legislative mandate to: “a) promote and assist research and scholarship in the social sciences and humanities; and b) advise the Minister in respect of such matters relating to such research as the Minister may refer to the Council for its consideration.” Ever since, SSHRC has pursued this mandate by:

• investing, through fellowships and research training, in Canada’s best and brightest minds to develop the talent needed across society (People);
• fostering research excellence that advances knowledge and builds understanding about where we have been, where we are and where we might go as individuals, communities, and societies (Research); and
• supporting the partnerships, interactions and knowledge-sharing that brings the benefits of research to the larger society (Knowledge Mobilization).

SSHRC’s current strategic plan, Framing our Direction, indicates how SSHRC will pursue this mandate to April 2010. In particular, it identifies three ambitions—Quality, Connections and Impact—that frame SSHRC’s activities in the current period. These can be described as enhancing the quality of, and support for excellence in research and research training in the social sciences and humanities; enabling connections among disciplines, including those in engineering and the natural and health sciences, as well as between research and the larger community (in Canada and in the rest of the world); and increasing the impact of research and research training for the benefit of society.

SSHRC reports to Parliament through the Minister of Industry. SSHRC is governed by a Council comprised of up to 22 members, which the Governor-in-Council appoints to represent the interests of the academic, public and private sectors across Canada. SSHRC’s governing Council meets regularly, determines program and policy priorities, initiatives and budget allocations, and monitors their implementation. Following a change to SSHRC’s bylaws in 2007, the governing Council is now chaired by the Vice-President of Council, while SSHRC’s President, as SSHRC’s chief executive officer, has a direct relationship with stakeholders and the public, and is accountable for the administration of public funds and for delivering on SSHRC’s mandate.

SSHRC supports over 6,100 full-time faculty and 3,800 graduate students who are the best and most competitive in the country. By applying a rigorous peer-review process, SSHRC funds approximately 28 per cent of full-time faculty and 7 per cent of full-time graduate students in in the social sciences and humanities in Canada.

SSHRC’s selection committees are composed of Canadian and foreign university-based researchers and, where appropriate, experts from outside the academic community. Committees adjudicate applications to SSHRC programs through rigorous independent expert review. Each year, between 350 and 400 Canadian and international scholars and experts agree to serve on these selection committees on a voluntary basis. Together, they assess over 9,000 research and fellowship proposals and make recommendations, based on academic excellence and other key criteria, about which projects to fund. About 5,000 other Canadian and international experts provide written assessments of proposals to help the selection committees in their decision-making.

In addition to its own programs, SSHRC administers, through the Canada Research Chairs Secretariat and on behalf of the three federal granting agencies (Canadian Institutes of Health Research [CIHR], Natural Sciences and Engineering Research Council [NSERC] and SSHRC), the Canada Research Chairs Program, the Canada Excellence Research Chairs program, the Indirect Costs program, and the Vanier Canada Graduate Scholarships selection board (the program is jointly implemented by the three federal granting agencies).

1.2 Strategic Outcomes and Program Activity Architecture for 2009-10

 

Program Activity	Program Sub-Activity
Strategic Outcome 1.0: People—A first-class research capacity in the social sciences and humanities
1.1 Fellowships, Scholarships and Prizes	1.1.1 Canada Graduate Scholarships
	1.1.2 Doctoral Fellowships
	1.1.3 Postdoctoral Fellowships
	1.1.4 Prizes and Special Fellowships
1.2 Canada Research Chairs
Strategic Outcome 2.0: Research—New knowledge based on excellent research in the social sciences and humanities
2.1 Investigator-Framed Research	2.1.1 Standard Research Grants
	2.1.2 Major Collaborative Research Initiatives
2.2 Targeted Research and Training Initiatives	2.2.1 Strategic Research Grants
	2.2.2 Strategic Joint Initiatives
	2.2.3 Social Economy Suite
2.3 Strategic Research Development	2.3.1 Research Development Initiatives
	2.3.2 Community-University Research Alliances
	2.3.3 SSHRC Institutional Grants
	2.3.4 Aid to Small Universities
	2.3.5 Other Strategic Research Development
	2.3.6 International Opportunities Fund
	2.3.7 BOREAS:Histories from the North—Environment, Movements, Narratives
Strategic Outcome 3.0: Knowledge Mobilization—Facilitating the use of social sciences and humanities knowledge within and beyond academia
3.1 Research Dissemination and Knowledge Translation	3.1.1 Research Publishing
	3.1.2 Knowledge Translation
3.1 Research Networking	3.2.1 Research Events
	3.2.2 Networks of Centres of Excellence
	3.2.3 Strategic Knowledge Clusters
Strategic Outcome 4.0: Institutional Environment—A strong Canadian science and research environment
4.1 Indirect Costs of Research
5.1 Internal Services	5.1.1 Governance and Management Support
	5.1.2 Resource Management Services
	5.1.3 Asset Management Services

1.3 Program Activity Architecture Crosswalk

Treasury Board of Canada Secretariat (TBS) approved changes to SSHRC’s Program Activity Architecture (PAA) in May 2008. The changes at the program activity level consisted of splitting the existing PA 3.1 (Research Communication and Interaction) into two separate PAs: PA 3.1 Research Dissemination and Knowledge Translation, and PA 3.2 Research Networking. In the following table, the funds allocated to the new PA 3.1 and 3.2 are indicated. As well, funds allocated to Internal Services previously included in all other PAs are now presented separately.

Crosswalk Between Program Activity Architectures 2008-09 and 2009-10, Indicating Funds Allocated Per Program Activity

Program Activities 2008-09 (former)
Planned spending 2009-10* ($ millions)		1.1 Fellowships, Scholarships and Prizes	1.2 Canada Research Chairs	2.1 Investi-gator-Framed Research	2.2 Targeted Research and Training Initiatives	2.3 Strategic Research Development	3.1 Research Communi-cation and Interacti-on	4.1 Indirect Costs of Research	5.1 Internal Services
	Total	111.89	63.06	87.84	26.82	30.60	34.59	330.11	0.25
1.1 Fellow-ships, Scholarships and Prizes	109.80	109.80
1.2 Canada Research Chairs	61.50		61.50
2.1 Investigator-Framed Research	85.31			85.31
2.2 Targeted Research and Training Initiatives	23.12				23.12
2.3 Strategic Research Development	26.88					26.88
3.1 Research Dissemination and Knowledge Translation (NEW)	7.89						7.89
3.2 Research Networking (NEW)	25.12						25.12
4.1 Indirect Costs of Research	329.23							329.23
5.1 Internal Services	16.30	2.08	1.56	2.53	3.70	3.72	1.59	0.88	0.25

*Amounts based on 2009-10 planned spending (2009-10 Annual Reference Level Update plus approved new funding)

1.4 Planning Summary¹

 

Financial Resources ($ millions)

2009-10	2010-11	2011-12
$685.1	$680.0	$682.3

Human Resources (FTEs)

2009-10	2010-11	2011-12
200	200	200

¹This report does not include information from Budget 2009.  Budget 2009 information will be included in subsequent reports of the Estimates.

Report on Plans and Priorities Summary Table

Program Activity	Forecast Spending ($ millions) 2008-09	Planned Spending			Alignment to Government of Canada Outcomes
		2009-10	2010-11	2011-12
Strategic Outcome 1.0: People—A first-class research capacity in the social sciences and humanities
1.1 Fellowships, Scholarships and Prizes	105.7	109.8	112.6	114.8	An innovative and knowledge-based economy
1.2 Canada Research Chairs	63.1	61.5	60.9	60.9	An innovative and knowledge-based economy
Strategic Outcome 2.0: Research—New knowledge based on excellent research in the social sciences and humanities
2.1 Investigator-Framed Research	91.5	85.3	84.8	84.7	An innovative and knowledge-based economy
2.2 Targeted Research and Training Initiatives	26.0	23.1	20.5	20.4	An innovative and knowledge-based economy
2.3 Strategic Research Development	31.4	26.9	27.0	26.9	An innovative and knowledge-based economy
Strategic Outcome 3.0: Knowledge Mobilization—Facilitating the use of social sciences and humanities knowledge within and beyond academia
3.1 Research Dissemination and Knowledge Translation	33.3	7.9	7.5	8.0	An innovative and knowledge-based economy
3.2 Research Networking		25.1	21.2	21.2	An innovative and knowledge-based economy
Subtotal SSHRC programs	350.9	339.6	334.5	336.8
Strategic Outcome 4.0: Institutional Environment—A strong Canadian science and research environment
4.1 Indirect Costs of Research	329.4	329.2	329.2	329.2	An innovative and knowledge-based economy
Program Activity 5 Internal Services
5.1 Internal Services	0.3	16.3	16.3	16.3
Total	680.6	685.1	680.0	682.3

1.5 Contribution of Priorities to Strategic Outcomes

 

Operational Priorities	Type	Links to Strategic Outcomes
1. Develop a first-class research capacity through scholarships and Chairs	New	This priority directly supports SSHRC’s Strategic Outcome 1.0: People—A first-class research capacity in the social sciences and humanities.
	Why this is a priority: Scholarships to doctoral students are one of the key direct mechanisms for supporting the development of new research talent. People with graduate degrees in the social sciences and humanities have research skills that serve them and Canada well, whether graduates go on to work within academia or in other sectors of the economy. Chair programs, in general, support research professorships within universities through salary and research funding. Chair programs serve to attract and retain the best and most-productive researchers within Canada, who in turn attract and support the best and most promising new scholars and graduate students. Ultimately this helps to cultivate centres of research excellence in Canadian universities, and to brand Canada as a top destination for research. The Government of Canada’s Budget 2008 announced two prestigious programs that will position Canada as a global centre of excellence in research and education: the Canada Excellence Research Chairs (CERC) program and the Vanier Canada Graduate Scholarship (Vanier CGS) Program. SSHRC is implementing these programs that will strengthen Canada’s ties to the global supply of talent and ideas in all disciplines, including the social sciences and humanities. Budget 2008 also announced a new Foreign Study Supplements component of the Canada Graduate Scholarships program. These supplements will allow scholarship holders to undertake short-term research and study opportunities abroad, increasing the international exposure of Canada’s graduate students and, therefore, enhancing Canada’s future capacity for international collaborative research. Plans for meeting this priority: Implement the first competition and marketing strategy for the CERC program; Fully implement, in collaboration with CIHR and NSERC, the new Vanier CGS program and its international marketing strategy; and Fully implement the Canada Graduate Scholarships–Foreign Study Supplements program.

 

Operational Priorities	Type	Links to Strategic Outcomes
2. Ensure the world-class excellence of SSHRC funded research, and promote new knowledge in priority areas, through research and training	New	This priority directly supports SSHRC’s Strategic Outcome 2.0 Research: New knowledge based on excellent research in the social sciences and humanities.
	Why this is a priority: The assurance of excellence in social sciences and humanities research funding is the foundation of SSHRC’s business. It is the value that SSHRC adds to Canada’s public investments in research. Excellence is assured though rigorous peer-review processes, applied throughout SSHRC’s programs. SSHRC has initiated a blue ribbon assessment of its peer-review practices with a view to ensuring that we are world leaders in the expert evaluation of research proposals and in the selection of students for scholarships and fellowships. Focusing on specific thematic research priorities is an important mechanism for ensuring Canada has the new knowledge and research capacity it needs to succeed in the 21st century. By strategically focusing on a few themes, SSHRC can help to guide Canada’s research capacity to address social and economic challenges and maximize its competitive advantage. Plans for meeting this priority: Develop and implement an action plan in response to the international Blue Ribbon Panel on Peer Review; and Implement the Partnerships Strategy—this includes identifying emerging thematic research priorities, as well as advancing research in the areas of: 1) competitiveness, prosperity and economic development; 2) Canadian environmental issues; and 3) Northern communities.

 

Operational Priorities	Type	Links to Strategic Outcomes
3. Strengthen programming and practices that can facilitate the use of social sciences and humanities knowledge within and beyond academia	Ongoing	This priority directly supports SSHRC’s Strategic Outcome 3.0 Knowledge Mobilization: Facilitating the use of social sciences and humanities knowledge within and beyond academia
	Why this is a priority: Knowledge mobilization refers to the processes whereby the results of research are effectively shared within and beyond academia. This is a two-way process that facilitates the broader intellectual, social and economic impact of public investments in research and research training. SSHRC has identified a role for itself in enabling knowledge mobilization, as well as in capturing and reporting on the outcomes and impacts of research when they do occur. Plans for meeting this priority: Finalize and initiate implementation of SSHRC’s Knowledge Mobilization Strategy; and Improve reporting on the results and impacts of SSHRC’s investments.

 

Management Priority	Type	Links to Strategic Outcomes
4. Optimize program delivery	Ongoing	This priority supports all of SSHRC’s strategic outcomes.
	Why this is a priority: The Government of Canada’s science and technology (S&T) strategy identifies the importance of streamlining service delivery to the research community. This can be achieved through more efficient, integrated business processes for administering and adjudicating competitions. It can be achieved by ensuring that SSHRC’s suite of programs responds to the current context of the research enterprise, and can continue to support research and training of the highest quality. It can also be achieved by harmonizing programs, procedures and policies with other federal granting agencies to facilitate a cohesive Canadian environment for research across all disciplines. Plans for meeting this priority: Continue SSHRC’s Business Transformation Initiative (including assessment and renewal of business tools such as the awards management system); Continue the examination of SSHRC’s programs, criteria, policies and procedures to ensure strategic investments and the coherence and effectiveness of SSHRC’s activities in support of excellence; and Enhance tri-agency collaboration, harmonization and alignment of programs, procedures and policies.

 

Management Priority	Type	Links to Strategic Outcomes
5. Strengthen corporate management	Ongoing	This priority supports all of SSHRC’s strategic outcomes.
	Why this is a priority: Since 2006, SSHRC has taken considerable steps to strengthen its corporate management. The governance structures of SSHRC’s Council have been renewed. A new Vice-President, Partnerships position was created. An integrated corporate management framework has been designed and several of its elements have been implemented for the 2009-10 planning cycle. This has included two restructured management committees with articulated terms of reference. This renewal must be continued and extended to more fully integrate human resources and financial planning in the strategic-planning process. Plans for meeting this priority: Continue the development of integrated planning processes (multi-year strategic plan, annual corporate plan, annual divisional plans, annual budget and human resources planning cycle); Develop and implement a human resources strategy; Continue progress in systematically integrating performance, evaluation and audit activities into program delivery and decision-making; and Continue implementation of the internal communications  strategy and finalize and implement a staff engagement strategy.

1.6 Risk Analysis

While SSHRC administers a significant budget—roughly $350 million for SSHRC programs and $330 million for the Indirect Costs program—the overall level of risk of the organization to the safety and security of the Canadian public is low. SSHRC allocates 96 per cent of its total budget to transfer payments (grants and scholarships) in support of research and graduate training in the social sciences and humanities. Decisions on awards for almost all of SSHRC’s programs (other than the Indirect Costs of Research program and a few others, such as SSHRC Institutional Grants), are made through committees of experts with the central focus of the decision-making process being the quality of the proposed research and the track record of the researcher.

The key risk facing SSHRC is the quality, credibility and viability of decision-making for the allocation of grants and scholarships funding (i.e., the peer-review process). It is crucial for the credibility of the Council that the decision-making processes are transparent and rigorous. In order to maintain a reputation as a world leader in the expert evaluation of funding proposals, SSHRC invited a blue-ribbon panel to assess the quality and integrity of the peer-review process. The panel features a list of prestigious international experts in merit review.  The panel was mandated to examine the principles and approaches used to design quality peer-review processes, including the selection of assessors and adjudication panels, guidance to external adjudicators, the role of observers, as well as issues related to policies and practices to protect the integrity of the peer-review process. SSHRC has received the final report of this panel, and is developing an action plan in response to the report. This will present an opportunity for SSHRC to decide how to best manage the risks related to peer review.

SSHRC has the appropriate tools in place to help manage the risks associated with providing grants to institutions that perform research. Institutions eligible for funding are required to sign a Memorandum of Understanding (MOU), that describes the basic requirements for obtaining and maintaining eligibility to administer research funds.  This was recently revised to comply with the federal Financial Administration Act, and a number of new schedules have been added to help assure accountability for public funds. The MOU also states that institutions must have structures in place to ensure research is performed ethically, with due regard to human subjects, animals, biohazards and conflicts of interest. SSHRC has the ability to impose sanctions should the MOU be violated.

SSHRC has three key stakeholders: 1) the university research and training community; 2) the federal government; and 3) the Canadian public as a whole. Managing the needs and expectations of these large and diverse groups requires SSHRC to regularly consult and interact with organizations representing the interests of these groups. SSHRC continues to seek input on the future role of SSHRC in effectively generating, sustaining and promoting social sciences and humanities knowledge in an evolving globalized society.

Other risks faced by SSHRC are similar to the day-to-day risks of managing most organizations. Human resources management, information management and strategic planning are all areas which can represent significant risk. Management is mindful of this and continues to monitor these areas with a view to ensuring that effective risk-mitigation strategies are in place and are updated as required.

1.7 Expenditure Profile

For the 2009-10 fiscal year, SSHRC plans to spend $685.1 million to meet the expected results of its program activities and contribute to its strategic outcomes.

The figures below illustrate SSHRC’s spending trend from 2006-07 to 2011-12, with the Indirect Costs program shown separately.

For the 2006-07 and 2007-08 periods, the total spending is the total authorities dispersed as reflected in the Public Accounts. For the 2008-09 period, the forecast spending amounts indicated on the graph include all Parliamentary appropriations: Main Estimates, Supplementary Estimates and carry-forward adjustment. For the 2009-10 to 2011-12 periods, the planned spending includes the figures from the 2009-10 Annual Reference Levels Update plus the anticipated funding being requested via the supplementary estimates. This applies to both graphs.

Since 2006-07, SSHRC’s core funding has increased primarily due to $13.8 million of new funds allocated to SSHRC in Budget 2007 (including funding for the Canada Graduate Scholarships program) and an additional $12 million allocated in Budget 2008.

In addition to the core funding increases, SSHRC also received non-cumulative funding for the Centres of Excellence for Commercialization and Research (CECR) program in the amounts of $32.6 million in 2007-08, $2.3 million in 2008-09 and $3.9 million in 2009-10, respectively.

Since 2006-07, the Indirect Costs funding has seen increases of $15 million in both Budget 2007 and Budget 2008, for a total net ongoing increase of $30 million.

SSHRC Expenditures from 2006-07 (Actual) to 2011-12 (Planned)

Expenditures of the Indirect Costs Program, from 2006-07 (Actual) to 2011-12 (Planned)

1.8 Voted and Statutory Items

Voted and Statutory Items Displayed in the Main Estimates ($ millions)

Vote number or Statutory Item (S)	Truncated Vote or Statutory Wording	2008-09 Main Estimates	2009-10 Main Estimates
80	Operating expenditures	21.3	23.0
85	Grants	622.0	627.2
(S)	Contributions to employee benefit plans	2.3	2.4
Total SSHRC		645.7	652.6

Note: Due to rounding, the sum of the values may not equal the total indicated.

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