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Minister’s Message

Over the past year, the Canadian economy has proven to be resilient despite continued fiscal uncertainty in other parts of the world. Since our government introduced Canada’s Economic Action Plan in 2009 to respond to the global recession, Canada has recovered not only all of the jobs lost during the recession but also all of our economic output.

As Minister of Industry, I am confident that the Industry Portfolio will play a key role in our government’s plan to strengthen Canada’s knowledge-based economy. Our efforts will focus on promoting innovation and modernizing Canada’s marketplace policies, among other areas.

In 2012–13, the Social Sciences and Humanities Research Council of Canada (SSHRC) will continue to help build a stronger, more prosperous and innovative Canadian economy and society. SSHRC will support research and training in the social sciences and humanities, providing fellowships and training opportunities to Canadian researchers and students that directly contribute to the development of a highly educated, skilled and flexible Canadian workforce. SSHRC will continue to build on investments in areas of importance to Canadians, including the digital economy, management, business and finance, the environment and northern communities, while exploring new areas in which Canadian researchers can contribute their knowledge, talent and expertise.

A significant part of the Industry Portfolio’s activities will involve developing Canada’s digital economy by updating copyright and privacy laws and building a world-class digital infrastructure for next-generation wireless technologies and services. We will also put in place conditions that allow small businesses to grow and create jobs. This will mean reducing red tape, improving access to credit and focusing programs to promote more effective research and development.

Since coming to office, our government has made science and innovation a priority. We will leverage our past investments and continue to develop and recruit world-leading research talent. We will also take measures to encourage the private sector to increase research and development investments and improve commercialization outcomes.

In our government’s pursuit to improve the well-being of Canadians, we will continue to work to secure the recovery, eliminate the deficit and invest in the drivers of long-term economic growth. We will also implement our plan to find savings in government expenditures to return to fiscal balance in the medium term.

This year’s Report on Plans and Priorities for SSHRC delivers a comprehensive approach to promote and maintain Canada’s strong and competitive economy. I look forward to working with my Cabinet and departmental colleagues, as well as with the private sector and other levels of government, to achieve our common goal of creating jobs and growth for all Canadians.

Minister of State’s Message

As the Minister of State for Science and Technology, I am pleased to present the 2012–13 Report on Plans and Priorities for the Social Sciences and Humanities Research Council of Canada (SSHRC).

This year promises to be noteworthy, not only for Canada but also for the world. As economies across the globe begin to emerge from challenging economic times, Canada continues to thrive. Our financial system is strong, our economy has recovered all of the jobs and economic output lost during the recession, and our government has a low-tax plan that will continue to create jobs, economic growth and long-term prosperity across the country.

Our government recognizes the vital role that science and technology play in Canada’s continued economic leadership. In this globalized and connected digital world, innovation will be the driver of economic growth. We understand this, and we are committed to supporting Canadian research and development (R&D) in both the public and private sectors.

This year will see our government take specific actions to improve Canada’s performance with respect to private sector R&D, following last year’s report from the expert panel charged with the review of federal support for R&D. These actions will build on our investments to date and will seek to promote commercialization and the development of new products and services for Canadians.

In 2012–13, SSHRC remains committed to investing in innovation that helps improve the quality of life in communities across Canada. From law and economics to education and literature, SSHRC will continue to support Canada’s top scholars in an effort to encourage innovation across the country and drive our economy forward. SSHRC is focused on developing a greater understanding of industry competitiveness and productivity, digital literacy, crime prevention, teaching and student learning, urban planning, and youth, among other important issues. Furthermore, SSHRC will continue to share this knowledge in order to benefit Canadians today and in the future.

Canadians can and should be proud. Our government recognizes that we cannot take our success for granted. We must build on our past accomplishments in order to continue to grow, create jobs and lead the world for years to come. We are committed to achieving this, and it will be driven in no small part by science, research and innovation.

As we move into 2012–13, I will continue to work with our academic partners, the private sector and all Canadians to achieve the priorities laid out in this report.

Section I: Organizational Overview

Raison d’être

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 fulfill 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. To further this harmonization, SSHRC, with NSERC and CIHR, has advanced key policies such as the new Tri-Agency Framework: Responsible Conduct of Research.

The president of SSHRC is supported by a council appointed by order-in-council to reflect the perspectives of the academic, public and private sectors. SSHRC’s 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 Activity Architecture (PAA)

 

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Organizational Priorities

 

Priority	Type	Strategic Outcome
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	SO 1.0
Description
Why is this a priority? Talented, skilled, creative people are at the heart of successful societies. Demand is growing across the private, public 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. The Talent program contributes to ensuring that Canada has a continued supply of top-quality researchers in universities, and of innovative leaders and thinkers across all sectors of society. Changes to funding opportunities for research trainees and postdoctoral researchers will work to further enhance Canada’s People and Knowledge advantages, and to strengthen Canada’s reputation for highly skilled, leading-edge research talent in the social sciences and humanities. Plans for meeting the 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. Specific examples could include increasing partnership opportunities to support training, enhancing existing SSHRC research-training funding opportunities, and harmonizing tri-agency funding opportunities for research training. 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.

Priority	Type	Strategic Outcome
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	SO 1.0
Description
Why is this a priority? 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, new and established scholars, trainees, and knowledge mobilization activities. SSHRC’s programs and funding opportunities are designed to increase and broaden the impacts of social sciences and humanities research in all sectors of Canadian society. As part of SSHRC’s commitment to renew its priority areas as stated in Framing Our Direction 2010-12, SSHRC has put in place a project to seek ways in which the Canadian social sciences and humanities research community can further contribute its knowledge, talent and expertise to both understand and shape the future of Canada in an evolving global context. Plans for meeting the 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. 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.

Priority	Type	Strategic Outcome
Better connect social sciences and humanities research within and beyond academia, to maximize intellectual, cultural, social and economic impact	Ongoing	SO 1.0
Description
Why is this a priority? 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. The Connection program provides funding opportunities that facilitate and enable the active participation of all stakeholders in the mobilization of research results through activities such as networking and disseminating, exchanging and co-creating research-based knowledge. With stakeholders further connected, Canada’s research findings will be more readily available to the public, and more easily accessible to other innovators and knowledge users. Plans for meeting the priority Launch funding opportunities related to the Connection program that provide funding to individuals and teams. 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.

Priority	Type	Strategic Outcome
Improve SSHRC’s governance, management and service delivery, focusing on results for Canadians	Previously committed to	SO 1.0 SO 2.0
Description
Why is this a priority? 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. Moving forward, SSHRC will focus on its information management and technology systems to further improve client service and internal monitoring. Through improved systems, SSHRC will be able to interact more easily with its client community and better capture the impacts resulting from the research and research training it funds. Plans for meeting the priority Continue to engage SSHRC’s stakeholders in dialogue on issues related to the implementation of SSHRC policies and programs. Work with researchers, research institutions and partners to better capture and communicate the results and impacts of social sciences and humanities research. Improve service delivery by further developing electronic application and assessment processes, and by renewing award administration systems. Improve governance and management practices by building stronger links between strategic, operational, financial and human resources planning.

Risk Analysis

While SSHRC administers a significant budget—roughly $355.4 million for SSHRC programs and $332.8 million for the Indirect Costs Program, which SSHRC manages on behalf of the three federal research granting agencies—the overall level of risk to the organization and to the safety and security of the Canadian public is low.

SSHRC continues to integrate risk management into its overall governance and planning processes. Risks are tracked, assessed and managed at both the operational and corporate levels.

SSHRC’s corporate risk profile is integrated within its Corporate Risk Management Framework (CRMF). The CRMF provides a comprehensive view of operational and corporate risks, and assigns responsibility for their management and mitigation. It is used as a strategic planning tool, and is updated yearly as part of SSHRC’s annual planning cycle, which integrates priority setting, resource allocation and risk management. This approach to risk management is aligned with the Treasury Board of Canada Secretariat’s Framework for the Management of Risk.

In the 2011-12 review of its CRMF, SSHRC updated its risk inventory, which now comprises 15 risks specific to SSHRC and its environment. Current and incremental mitigation strategies specific to the 15 risks are integrated into the CRMF. These strategies build on progress made in previous years. Of these risks, six have been identified by management for more rigorous monitoring and follow-up. The other risks will be monitored regularly through established reporting processes.

Risk	Incremental Controls and Mitigation Strategies
1. Governance structure and decision-making	Designing and implementing a new internal governance structure
2. Management of internal changes	Developing new concepts, processes and policies to support the implementation of a new grants management system
3. Project management capability	Promoting new tools to facilitate the use of project management for both small and large projects, and offering training to staff
4. Leveraging of information technology innovation	Creating a client-centred model that offers a single point of contact for clients, and developing and implementing a new grants management system
5. Budget management	Implementing the new financial resources management framework
6. Achievement of program architecture objectives	Linking the project architecture renewal outputs to the new grants management system

Planning Summary

Financial Resources ($ millions)

2012-13	2013-14	2014-15
688.2	688.2	688.2

Human Resources (FTEs)

2012-13	2013-14	2014-15
200	200	200

 

Strategic Outcome 1.0: Canada is a world leader in social sciences and humanities research and research training

Performance Indicators	Targets
Number of Canadian institutions appearing in top-50 international rankings in the social sciences and humanities	Three by 2012-13
Canadian social sciences and humanities citation impact relative to world baselines	Top-10 ranking internationally by 2017-18
Degree completion rates of Canadian students versus other Organisation for Economic Co-operation and Development countries	Top-10 ranking internationally by 2014-15

 

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 Indicators	Targets
Number of Canadian universities appearing in Top-300 QS World University Rankings	16 by 2017-18
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
Research funding advantage from federal, provincial, and private sources as percentage of gross domestic product compared to Organisation for Economic Co-operation and Development averages	30 per cent by 2012-13

Planning Summary Tables

Strategic Outcome 1.0: Canada is a world leader in social sciences and humanities research and research training
($ millions)

Program Activity	Forecast Spending 2011-12	Planned Spending			Alignment to Government of Canada Outcomes
		2012-13	2013-14	2014-15
1.1 Talent: attraction, retention and development of students and researchers in the social sciences and humanities	181.8	178.1	178.1	178.1	An innovative and knowledge-based economy
1.2 Insight: new knowledge in the social sciences and humanities	132.2	130.1	130.1	130.1	An innovative and knowledge-based economy
1.3 Connection: mobilization of social sciences and humanities knowledge	35.4	30.6	30.6	30.6	An innovative and knowledge-based economy
Total Planned Spending		338.8	338.8	338.8

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
($ millions)

Program Activity	Forecast Spending 2011-12	Planned Spending			Alignment to Government of Canada Outcomes
		2012-13	2013-14	2014-15
2.1 Indirect Costs of Research	332.1	332.8	332.8	332.8	An innovative and knowledge-based economy
Total Planned Spending		332.8	332.8	332.8

($ millions)

Program Activity	Forecast Spending 2011-12	Planned Spending
		2012-13	2013-14	2014-15
3.1 Internal Services	17.5	16.6	16.6	16.6
Total Planned Spending		16.6	16.6	16.6

Expenditure Profile

For the 2012-13 fiscal year, SSHRC plans to spend roughly $355.4 million for SSHRC programs and $332.8 million for the Indirect Costs Program, for a total of $688.2 million, to meet the expected results of its program activities and to contribute to its strategic outcomes.

The graph below illustrates SSHRC’s actual and planned expenditures from 2008-09 to 2014-15.

In the graph, spending for 2008-09, 2009-10 and 2010-11 represents the total authorities dispersed as reflected in the Public Accounts of Canada. For 2011-12, the forecast spending amounts indicated on the graph include all parliamentary appropriations: main estimates, supplementary estimates and carry-forward. For 2012-13 to 2014-15, planned spending includes the figures from the 2011-12 Annual Reference Level Update plus anticipated funding being requested through the supplementary estimates.

SSHRC will continue its funding commitments to government priorities, including those associated with the S&T strategy. This will include funding projects related to the digital economy, management, business and finance, the environment, and northern communities.

As part of Canada’s Economic Action Plan, SSHRC received temporary additional funding in Budget 2009 for 2009-10, 2010-11 and 2011-12. The decrease in the reference levels for 2012-13 can be explained by the sunsetting of the Economic Action Plan funding, as well as of the Centres of Excellence for Commercialization and Research and the Business-led Networks of Centres of Excellence. SSHRC also received additional ongoing funding in Budget 2010 and Budget 2011.

Departmental Spending Trend

 SSHRC expenditures, actual and planned, 2008-09 to 2014-15

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SSHRC expenditures related to the Indirect Costs Program, actual and planned, 2008-09 to 2014-15

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Estimates by Vote

For information on our organizational appropriations, please see the 2012–13 Main Estimates publication.

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